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SUMMER TRAINING PROJECT REPORT ON

Is se sasta aur accha kahin nahi !

BUYING BEHAVIOUR OF BBPC COUSTOMER

Submitted in Partial Fulfillment of the Requirements of

INTERNATIONAL SCHOOL OF BUSINESS & MEDIA

For the Award ofP.G.D.M

Submitted By:-ANKESH ANAND

Roll No: 13022

EXTERNAL GUIDE: INTERNALGUIDE:

Mr.RAJU GAIKWAD Prof.JAYSING BHOSALE

INTERNATIONAL SCHOOL OF BUSINESS & MEDIASurvey No. 44/1, 44 1/2,

Nande Village, Taluka Mulshi,Pune - 411 042

2012-2014

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DECLARATION

I hereby declare that the information presented here is

true to the best of my knowledge. Also, the report has not been published any where else.

ANKESH ANAND

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PREFACE

PREFACE

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PGDM is the one of the most reputed professional coures in the field of Retail Management.It include theory as well as its practical application.Summer Training is an integral part of PGDM-marketing programme, for sucessful completion of this programme require two months summer training in retail organisation.So after completion of second semester each student at International School of Business & Media,Pune need to under go two months training in an organisation.

This training serves the purposes of acquainting the student with environment of an organisation in which student have to work hard in future .Only theoretical knowledge is not enough but its practical application is also required to be learned.

I was fortunate enough to have an opportunity of doing summer training at BIG BAZAAR,KOTHRUD. Every trainee was required to prepare a report of his working in the organisation. I was assigned a project on“ BUYING BEHAVIOUR OF BIG BAZAAR PROFIT CLUB CARD CUSTOMER.”

In this report,all the important findings of the project are included ,over and above an overall profile of the company(FUTURE GROUP) is also given.It is hoped that this report will make the readers familiar with the store and also give the idea about the product and services offered by the company.

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ACKNOWLEDGEMENT

Acknowledgement  

The project of this magnitude would not have been completed singly. Firstly I want to give my hearty thanks to all mighty who made the world

and me also.

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There are many other people without whom the completion of the project would not have been possible. Some have contributed towards this

directly while other have provided indirectly.

It gives me immense pleasure to thank

Mr.Summit Ranjan.(Store Manager) and Mr. Siddhart Meherkar (HR) for providing me summer training in his reputed organization and giving me a chance to have the experience of actual retail operations.

I am indebted to

Mr.Raju Gaikwad (Department Manager)of BIG BAZAAR for his guidance and cooperation in completing this project.

Last but not the least I would like to convey my heartiest gratitude to all Members of BIG BAZAAR who helped a lot during my summer

training.

ANKESH ANAND

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TABLE OF CONTENTS

TABLE OF CONTENTS S.NO. Contents

Page no

1 COMPANY PROFILE 9-25

2 Group vision, mission and values 26-27

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3 Organization Structure 28-29

4 Management style 30

5 Strategy 30

6 Department and Products 31-32

7 Introduction 33-40

8 Research Objective 41-42

9 Research methodology 43

10 Analysis and Interpretation 44-61

11 Findings 62-63

12 Recommendations 64-65

13 Limitations 66-67

14 Bibliography 68-69

15 Annexure 70-72

16 Location 73-74

17 Competitors 75

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COMPANY PROFILE

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INDUSTRY PROFILE

Indian Retail Industry is standing at its point of inflexion, waiting for the boom to take place.

The inception of the retail industry dates back to times where retail stores were found in the

village fairs, Melas or in the weekly markets. These stores were highly unorganized. The

maturity of the retail sector took place with establishment of the retail stores in the locality for

convenience. With the government intervention the retail industry in India took a new shape.

Outlets for Public Distribution System, Co-operation stores and Khadi stores were set up. These

retail stores demanded low investments for its establishment.

India has become synonymous with retail boom. After seeing the monopoly of Indian retailers,

the market is all set to welcome retailers from Gulf countries who are making their way to invest

in the country.

RETAIL SPACE:

Retailers in India are the most aggressive in Asia in expanding their businesses, thus creating a

huge demand for real estate. Their preferred means of expansion is to increase the number of

outlets in a city, and also expand to other regions, revealed the Jones Lang LaSalle third annual

Retailer Sentiment Survey-Asia.

Driven by changing lifestyles, strong income growth and favorable demographic patterns, Indian

retail is expanding at a rapid pace. The country may have 410 new shopping centers by 2012.

Mall space, from a meager one million square feet in 2002, is expected to touch million square

feet by end of 40 square feet by end of 2007 and an estimated 60 million square feet by end of

2008.

FOOD RETAIL:

Food dominates the shopping basket in India. The US $6.1 billion Indian foods industry, which

forms 44 percent of the entire FMCG sales, is growing at 9 percent and has set the growth

agenda for modern trade formats. The prospect for growth of the branded segment is huge, as

nearly 60 percent of average Indian grocery basket still comprises non-branded items. Of the 12

million retail outlets (which is the largest in the world), over a 5 million sell food related

products. Some of large players in this market are Kishore Biyani’s Food Bazaar, Mukesh

Ambani’s Reliance Fresh, Godrej Agrovet, Aditya Birla Group’s More and the TATA Group

(which acquired 70 percent stake in Innovative foods from the Amalgam Group) among others.

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The Mobile Revolution:

The retail market for mobile phones-handset, accessories and airtime- is already an over US

$17.33 billion market growing at the year ended(and 600 million by 2011), Many players have

been chalking out aggressive plans:

Spice Group plans to invest US $123.8 million in the next 2 years in its telecom retail venture.

HotSpot Retail Essar Group plans to invest US $278.56-334.24 million over the next three years

in its telecom retail venture.

Hypermarket Chains like Subhiksha have started exclusive stores for mobile retail- Subhiksha

Mobile and Big Bazaar with Mobile Bazaar.

KIDS RETAIL:

1.When it comes to Indian children, retailers are busy bonding- and branding.

2.Monalisa, the Versace of kids, is coming to Indian.

3.Global lifestyle brand Nautia is bringing Nautica Kids.

4.International brand Zapp tied up with Raymond to foray into kids’ appearel.

5.Disney launched exclusive chains which stock character-based stationery.

6.Pantaloon’s joint venture with Gini & Jony will set-up a retail chain to market kids’

appearel.

7.Swiss kidswear brand Milou is collaborating with Tirupur-based Sreeja Hosieries.

8.Turner International India Pvt Ltd, with Launch Cartoon Network Townsville and Planet.

POGO- two theme parks designed around its channels- In the National Capital Region.

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RETAIL INDUSTRY IN INDIA

India has one of the largest numbers of retail outlets in the world. Of the 12 million retail

outlets present in the country, nearly 5 million sell food and related products. Thought the

market has been dominated by unorganized players, the entry of domestic and international

organised players is set to change the scenario.

Organized retail segment has been growing at a blistering pace, exceeding all previous

estimates. According to a study by Deloitte Haskins and Sells, organised retail has increased its

share from 5 per cent of total retail sales in 2006 to 8 per cent in 2007. The fastest growing

segments have been the wholesale cash and carry stores (150 per cent) followed by

supermarkets (100 per cent) and hypermarkets (75-80 per cent). Further, it estimates the

organised segment to account for 25 per cent of the total sales by 2011.

India retail industry is the largest industry in India, with an employment of around 8% and

contributing to over 10% of the country's GDP. Retail industry in India is expected to rise 25%

yearly being driven by strong income growth, changing lifestyles, and favourable demographic

patterns.

It is expected that by 2016 modern retail industry in India will be worth US$ 175- 200 billion.

India retail industry is one of the fastest growing industries with revenue expected in 2007 to

amount US$ 320 billion and is increasing at a rate of 5% yearly. A further increase of 7-8% is

expected in the industry of retail in India by growth in consumerism in urban areas, rising

incomes, and a steep rise in rural consumption. It has further been predicted that the retailing

industry in India will amount to US$ 21.5 billion by 2010 from the current size of US$ 7.5

billion.

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Shopping in India has witnessed a revolution with the change in the consumer buying

behaviour and the whole format of shopping also altering. Industry of retail in India which has

become modern can be seen from the fact that there are multi- stored malls, huge shopping

centres, and sprawling complexes which offer food, shopping, and entertainment all under the

same roof.

India retail industry is expanding itself most aggressively; as a result a great demand for real

estate is being created. Indian retailers preferred means of expansion is to expand to other

regions and to increase the number of their outlets in a city.

India retail industry is progressing well and for this to continue retailers as well as the Indian

government will have to make a combined effort. It is expected that India may have 600 new

retail outlet till 2010.

Retail space

Driven by changing lifestyles, strong income growth and favourable demographic patterns,

Indian retail is expanding at a rapid pace. Mall space, from a meagre one million square feet in

2002, is expected to touch 40 million square feet by end-2007 and an estimated 60 million

square feet by end-2008, says Jones Lang LaSalle's third annual Retailer Sentiment Survey-

Asia.

Alongside, Indian cities are witnessing a paradigm shift from traditional forms of retailing into

a modern organized sector. A report by Images Retail estimates the number of operational

malls to more than double to over 412 with 205 million square feet by 2010 and further 715

malls by 2015, on the back of major retail developments even in tier II and tier III cities in

India.

Challenges facing the Indian Organized Retail sector

The challenges facing the Indian organized retail sector are various and these are stopping the

Indian retail industry from reaching its full potential. The behaviour pattern of the Indian

consumer has undergone a major change. This has happened for the Indian consumer is earning

more now, western influences, women working force is increasing, desire for luxury items and

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better quality. He now wants to eat, shop, and get entertained under the same roof. All these

have lead the Indian organized retail sector to give more in order to satisfy the Indian customer.

The biggest challenge facing the Indian organized retail sector is the lack of retail space. With

real estate prices escalating due to increase in demand from the Indian organized retail sector,

it is posing a challenge to its growth. With Indian retailers having to shell out more for retail

space it is effecting there overall profitability in retail.

Trained manpower shortage is a challenge facing the organized retail sector in India. The

Indian retailers have difficultly in finding trained person and also have to pay more in order to

retain them. This again brings down the Indian retailers profit levels.

The Indian government have allowed 51% foreign direct investment (FDI) in the India retail

sector to one brand shops only. This has made the entry of global retail giants to organized retail

sector in India difficult. This is a challenge being faced by the Indian organized retail sector. But

the global retail giants like Tesco, Wal-Mart, and Metro AG are entering the organized retail

sector in India indirectly through franchisee agreement and cash and carry wholesale trading.

Many Indian companies are also entering the Indian organized retail sector like Reliance

Industries Limited, Pantaloons, and Bharti Telecoms. But they are facing stiff competition from

these global retail giants. As a result discounting is becoming an accepted practice

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COMPANY PROFILE

Pantaloon Retail (India) Limited, is India’s leading retailer that operates multiple retail formats

in both the value and lifestyle segment of the Indian consumer market. Headquartered in

Mumbai (Bombay), the company operates over 10 million square feet of retail space, has over

1000 stores across 61 cities in India and employs over 30,000 people.

The company’s leading formats include Pantaloons, a chain of fashion outlets,  Big Bazaar, a

uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain, blends the look, touch

and feel of Indian bazaars with aspects of modern retail like choice, convenience and quality

and Central, a chain of seamless destination malls. Some of its other formats include, Depot,

Shoe Factory, Brand Factory, Blue Sky, Fashion Station, aLL, Top 10, mBazaar and Star and

Sitara. The company also operates an online portal, futurebazaar.com. A subsidiary company,

Home Solutions Retail (India) Limited, operates Home Town, a large-format home solutions

store, Collection i, selling home furniture products and E-Zone focused on catering to the

consumer electronics segment.

Pantaloon Retail was recently awarded the International Retailer of the Year 2007 by the US-

based National Retail Federation (NRF) and the Emerging Market Retailer of the Year 2007 at

the World Retail Congress held in Barcelona.

Pantaloon Retail is the flagship company of Future Group, a business group catering to the

entire Indian consumption space. Pantaloon is not just an organization - it is an institution, a

centre of learning & development. We believe that knowledge is the only weapon at our

disposal and our quest for it is focused, systematic and unwavering.

At Pantaloon, we take pride in challenging conventions and thinking out of the box, in travelling

on the road less traveled. Our corporate doctrine ‘Rewrite Rules, Retain Values’ is derived from

this spirit.

Over the years, the company has accelerated growth through its ability to lead change. A

number of its pioneering concepts have now emerged as industry standards. For instance, the

company integrated backwards into garment manufacturing even as it expanded its retail

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presence at the front end, well before any other Indian retail company attempted this. It was the

first to introduce the concept of the retail departmental store for the entire family through

Pantaloons in 1997. The company was the first to launch a hypermarket in India with Big

Bazaar, a large discount store that it commissioned in Kolkata in October 2001. And the

company introduced the country to the Food Bazaar, a unique 'bazaar' within a hypermarket,

which was launched in July 2002 in Mumbai. Embracing our leadership value, the company

launched aLL in July 2005 in Mumbai, making us the first retailer in India to open a fashion

store for plus size men and women.

Today we are the fastest growing retail company in India. The number of stores is going to

increase many folds year on year along with the new formats coming up. The way we work is

distinctly "Pantaloon". Our courage to dream and to turn our dreams into reality – that change

people’s lives, is our biggest advantage. Pantaloon is an invitation to join a place where there

are no boundaries to what you can achieve. It means never having to stop asking questions; it

means never having to stop raising the bar. It is an opportunity to take risks, and it is this

passion that makes our dreams a reality.Come enter a world where we promise you good days

and bad days, but never a dull moment!

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Future Group

Future Group is one of the country’s leading business groups present in retail, asset

management, consumer finance, insurance, retail media, retail spaces and logistics. The group’s

flagship company, Pantaloon Retail (India) Limited operates over 10 million square feet of retail

space, has over 1,000 stores and employs over 30,000 people. Future Group is present in 61

cities and 65 rural locations in India. Some of its leading retail formats include, Pantaloons, Big

Bazaar, Central, Food Bazaar, Home Town, eZone, Depot, Future Money and online retail

format, futurebazaar.com.

Future Group companies includes, Future Capital Holdings, Future Generali India Indus League

Clothing and Galaxy Entertainment that manages Sports Bar, Brew Bar and Bowling Co. Future

Capital Holdings, the group’s financial arm, focuses on asset management and consumer credit.

It manages assets worth over $1 billion that are being invested in developing retail real estate and

consumer-related brands and hotels.

The group’s joint venture partners include Italian insurance major, Generali, French retailer

ETAM group, US-based stationary products retailer, Staples Inc and UK-based Lee Cooper and

India-based Talwalkar’s, Blue Foods and Liberty Shoes.Future Group’s vision is to, “deliver

Everything, Everywhere, Every time to Every Indian Consumer in the most profitable manner.”

The group considers ‘Indian-ness’ as a core value and its corporate credo is- Rewrite rules,

Retain values.

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Mr. Kishore Biyani

Managing Director (FUTURE GROUP)

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Major Milestones

1987 Company incorporated as Manz Wear Private Limited. Launch of Pantaloons trouser, India’s first formal trouser brand.

1991 Launch of BARE, the Indian jeans brand.

1992 Initial public offer (IPO) was made in the month of May.

1994 The Pantaloon Shoppe – exclusive menswear store in franchisee format launched across the nation. The company starts the distribution of branded garments through multi-brand retail outlets across the nation.

1995 John Miller – Formal shirt brand launched.

1997 Pantaloons – India’s family store launched in Kolkata.

2001 Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s first hypermarket chain launched.

2002 Food Bazaar, the supermarket chain is launched.

2004 Central – ‘Shop, Eat, Celebrate In The Heart Of Our City’ - India’s first seamless mall is launched in Bangalore.

2005 Fashion Station - the popular fashion chain is launched

aLL – ‘a little larger’ - exclusive stores for plus-size individuals is launched

2006 Future Capital Holdings, the company’s financial arm launches real estate funds Kshitij and Horizon and private equity fund Indivision. Plans forays into insurance and consumer credit.

Multiple retail formats including Collection i, Furniture Bazaar, Shoe Factory, EZone, Depot and futurebazaar.com are launched across the nation.

Group enters into joint venture agreements with ETAM Group and Generali.

Our culture

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At Pantaloon, Empowerment is what you acquire and Freedom at Work is what you get. We believe our most valuable assets are our People. Young in spirit, adventurous in action, with an average age of 27 years, our skilled & qualified professionals work in an environment where change is the only constant.

Powered by the desire to create path-breaking practices and held together by values, work in this people intensive industry is driven by softer issues. In our world, making a difference to Customers’ lives is a Passion and performance is the key that makes it possible. Out of the Box thinking has become a way of life at Pantaloon and living with the change, a habit.

Leadership is a value that is followed by one and all at Pantaloon. Leadership is the quality that motivates us to never stop learning, stretching to reach the next challenge, knowing that we will be rewarded along the way. In the quest of creating an Indian model of retailing, Pantaloon has taken initiatives to launch many retail formats that have come headed for serve as a benchmark in the industry. Believing in leadership has given us the optimism to change and be successful at it. We do not predict the future, but create it.

At Pantaloon you will get an opportunity to handle multiple responsibilities, and therein, the grooming to play a larger role in the future. Work is a unique mix of preserving our core Indian values and yet providing customers with a service, on par with international standards.

At Pantaloon you will work with some of the brightest people from different spheres of industry. We believe it’s a place where you can live your dreams and pursue a career that reflects your skills and passions.

New discoveries in retail In the financial year 2006-07, the company’s retail businesses discovered new categories across

formats, new sets of consumers and fresher and contemporary merchandise. We have been able

to offer more in the established businesses and gain favourable acceptance with new concepts. In

addition, concerted expansion plans saw retail space increase to over 5.2 million square feet at

the end of 2006-07. This expansion mode was characterized by a twopronged approach. By

dominating the cities the company was already present in and by bringing the benefits of modern

retail to towns and cities like Mangalore, Palakkad, Surat, Indore, Kanpur, Haldia, Agra,

Coimbatore, Jaipur and Panipat. The company has also undertaken significant private label

initiatives in food, in general merchandise and in the consumer durables and electronics

categories. Strategic alliances have also been forged with established domestic and international

brands. However, the most significant development was the internal realignment the company

undertook within each of its retail businesses. To embark on a more detailed approach towards

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value creation and increasing efficiency, the company reviewed its business operations and

adopted a more focused approach by creating an integrated support unit or Line of Business.

Augmenting the retail front-end team, Line of Business (LoB) units have been

created in the three most critical businesses – food, fashion and general merchandise. Formed

during the second half of 2006-07 these business units focus on introducing optimum operational

efficiencies. Thus, these units ensure that back - end measures are appropriately taken care of

and the right kind of merchandise reaches the stores in the best possible time, at the right price.

These teams focus on product consolidation and suitability, margin improvement, and vendor

rationalization, thereby ensuring that the sourcing benefits are made available to the front - end

team.The company’s efforts over the next couple of years would entail a combination of

expansion and process upgradation and implementation.

The emphasis will be on the next discoveries to be made in the retail space that will lead to

expansion. At the same time, there will be an increased focus on micro detailing aspects

including process, product and operational efficiencies thereby contributing positively to the

company’s bottom-line.

discovering fresh fashion

It was the first Pantaloons store in Kolkata that set off a chain of discoveries that have led us to

where we are today. Ten years later, we have launched our largest Pantaloons store in

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Kankurgachi in Kolkata. Spread across 85,000 square feet, the store is the first among a series of

large format stores that will be launched across the nation. After consolidating its Fresh Fashion

positioning, Pantaloons embarked on a major expansion during the year 2006-07. In 8 cities,11

Pantaloons stores were opened with 7 of them opening in the single month of March 2007. The

total count of Pantaloons stores as on 30th June 2007 stood at 31 with the total area under retail

close to 1 million square feet. In order to maintain the top of the mind association with fashion in

India, Pantaloons continued to be the title sponsor for the Femina Miss India 2007 pageant. In

addition, Bipasha Basu and Zayed Khan were roped in as brand ambassadors in the month of

August 2006. The success of this initiative was evident in the increased sales for the ‘Haldi

Gulal’ range as well as the ‘Svayam Utsav’ summer collection that were endorsed by Bipasha

and Zayed. The private label apparel share during the year was in excess of 70 percent. The year

also witnessed categories like Winter-wear and Ethnic Ladies-wear strengthening their presence

in the stores. The increasing success of the store brand is evident from the fact that the store’s

loyalty programme, Green Card, added 200,000 new members.

Pantaloons will see a significant expansion during the coming year with an increase of nearly

0.50 million square feet of retail space and an addition of about 15 stores. Pantaloons will look at

dominating cities where it has a first entrant advantage and will scale up sizeably with larger

stores, additional categories and retail formats. The year 2007-08 will witness considerable focus

in the North and East regions. Delhi and the NCR area along with Punjab, Chandigarh and

Ludhiana will see the next stage of expansion. Cities like Ranchi, Guwahati and Siliguri in the

East will also discover Fresh Fashion.

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discovering more value

In 2006-2007, more Indians discovered the value of shopping in Big Bazaar. And with the

launch of each store, we discovered more value in terms of operational efficiency. Big Baazaar

launched 27 new stores in 22 cities, covering over 1.40 million square feet. As of June 2007,

there were 56 Big Bazaar stores across 43 cities. While Big Bazaar continued to expand in the

large cities, it also tapped consumption potential in smaller cities like Agra, Allahabad,

Coimbatore, Surat, Panipat, Palakkad, Kanpur and olhapur.

The year under review also witnessed realigning of business teams with shared

experience in category management, sourcing, front-end operations and business planning. In

addition, separate teams have been formed to look into all aspects of new store launches and to

manage mature stores. This provides more flexibility and focus in expansion plans.

The increase in SKUs in existing categories and the introduction of new categories encouraged

the opening of larger stores or Super Centres, measuring 100,000 square feet or more. There are

now 5 Big Bazaar Super Centres. Considering this scale of expansion, technology plays a

significant facilitating role. The introduction of SAP in 2005-06 and its roll out during the year,

positively impacted the business.

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Big Bazaar has initiated the process of Auto Replenishments Systems, thus improving

operational efficiencies and productivity. The company has also rationalized nearly 250 vendors

through better vendor management in terms of potential to expand, and for inclusion and

upgradation to the online B2B platform. The company plans to open over 60 stores across India

in FY 2008, and the opening of the 100th Big Bazaar store will mark the fastestever expansion

by a hypermarket format.

discovering the new consumer

Based on the company’s in-house consumer data and research, and in cognizance with

observations on customer movements and the shopping convenience factor, Food Bazaar has

initiated certain refurbishments and layout design across all stores. The intention is to

continuously change with the times and demands of the evolving Indian consumer.

Food Bazaar also witnessed healthy expansion during the year 2006-07, making its presence felt

in nearly 26 cities and adding 40 stores during the year under review. The total count of Food

Bazaars as on 30th June 2007 stood at 86 stores. The year under review witnessed the company’s

private label programme gaining significant traction. The brands have been very competitive vis-

à-vis the established brands in quality and price terms, and have in fact scored better than

national or international players in certain categories.

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The share of private labels as a percentage of total Food Bazaar revenues has increased

significantly and comprise nearly 50 merchandise categories.

While Fresh & Pure brand entered categories like cheese slices, frozen peas, honey, packaged

drinking water and packaged tea, the Tasty Treat brand received a very favorable response in

new categories like namkeens and wafers. In the home care category, Caremate launched

aluminum foil and baby diapers while Cleanmate launched detergent bars and scrubbers.

A new format ‘BB Wholesale Club’ was launched and 4 such stores have been opened so

far. To be managed by Food Bazaar from the ensuing financial year, this format sells only multi-

packs and bulk packs of a select range of fast moving categories and caters to price sensitive

customers and smaller retailers.

The company has also forged tie-ups with established companies like ITC, Adanis, DCM Group,

USAID and other farm groups in Maharashtra and Madhya Pradesh to source directly from them.

These alliances are expected to drive efficiencies as well as bring better products to consumers.

By the end of FY 07-08, the total number of Food Bazaar stores is expected to be 200.

Future ideasDiscovering new opportunities

Future Ideas is the Innovation, Design & Incubation cell within Pantaloon Retail that stems from

the core proposition - ‘Protecting and preserving the soul of a small business or enterprise within

a large organisation.’ Future Ideas deals with the whole aspect of idea creation, scenario planning

activities, alternate approaches to an issue, providing varied outcomes and solutions to a problem

and handholding the activity till its success parameters are satisfied.

A unique initiative in corporate India, Future Ideas rests on a tripod that can

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be classified as Innovation driven, Design Management approach and an Incubation chamber,

each with its own uniqueness, yet with common objectives. The Design Management team looks

at each observation made by the Innovation team, and brainstorms by using a collaborative and

holistic approach. The resultant ideas are then nurtured within the Incubation cell. The

Incubation team comprises of business teams, mentored by the Innovation and Design teams.

They are people who are released from their original businesses or concepts and made part of the

entire ideation process at Future Ideas. They remain at Future Ideas till project completion stage

when the success parameters for running the business are met.

Future Ideas draws inspiration for most of its activities and projects, keeping in mind the new

genre of aspirational Indians. At any point of time Future Ideas would work on about 20 varied

projects within the Future Group.

Some of the formats that are now being incubated by this team include Top10, Depot, Star &

Sitara and Talwalkars’ Fit & Active. The team is also working on ideas around small format no-

frills stores, rural retailing, fashion for the masses and on projects involving women and self-help

groups.

Discovering new segments

Depot, in many cities, is the first modern retailer in books and music and the

response has been overwhelming. The core differentiators of Depot are its young, colorful and

vibrant stores, strong regional range, affordability and a private label publishing program - Depot

Exclusives. In its first year of operation, Depot has launched 6 stand-alone stores and 50 cut-ins.

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Along with its expansion in major cities, Depot debuted in smaller towns like Rajkot, Vadodara,

Haldia, Thrissur, Palakkad and Tiruvanantharam.

The Depot Exclusives (released solely inDepot) catalogue expanded rapidly with over 100 titles

across genres like children’s books, cookery, regional literature etc. Reputed authors/ imprints

like Nita Mehta and Sanjeev Kapoor in cookery, Disney in children’s books etc., have been

associated with the company. Depot has also tied-up with the UK based publisher of

children’s books, Small World, to co-publish a series of toddlers’ interactive books. In FY 2007-

08, the total Depot footprint should cross over 100 stores.

The Health, Beauty & Wellness business opened 35 new outlets in the beauty products, services

and holistic health care formats Multiple formats operate in this segment, including Tulsi, the

pharmacy chain and Star & Sitara, the beauty products cut-ins and Star & Sitara Salons. The

largest format, Beauty Free offers unique combination of products, services and holistic health

offerings.

To capture the increasing consumption spend on wellness and preventive health care, the joint

venture between Pantaloon Retail (I) Limited and Talwalkar Better Value Fitness opened its first

‘Talwalkars Fit & Active’ health centre at Orchid City Centre, Mumbai in April 2007. Spread

over 5,200 square feet, it is the country’s first health centre to offer health, fitness and gym

services within a modern retail and consumption environment.

The venture is also looking at innovative value added offerings in the fitness space as well as

developing a Spa model for the Fit & Active brand across the country, by increasing its presence

to nearly 50 such centers in the near future.

Human Resources

Discovering talent diversity

The company strongly believes that its sustainable competitive advantage lies in the values that it

cherishes, the culture that it imbibes and spirit of enterprise that resides within the organization.

Talent management therefore continues to be the core focus for the company. Considering the

multiple businesses and rapid expansion expected across the business, the company saw merit in

taking a fresh guard to the way in which business would run in order to meet the next leg of

expansions.

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During the year 2006-07, the company conducted an extensive review of in-house talent

management, which involved mapping every managerial position in the organization for their

skill sets, competence and attitudinal aspects as well as taking an inventory check of the existing

talent base and addressing their development needs. Development Centres were created with in-

house assessors, which further aided in identifying potential resources and helped chalk out post

assessment development plans.

Continuing with its policy of strategic alliances, the company is collaborating on joint degree

programs with 15 management schools, design institutes and institutes of higher learning in areas

like food business, supply chain management, design experience management etc. This ‘Seekho’

programme for external and internal candidates has ensured a steady stream of mid level, well

trained retail professionals every year.

The company’s ‘Gurukool’ programme provides the front-end employees an opportunity to

imbibe the company’s values and a sense of ownership to the company. The company has also

created an Employee Growth Trust Fund that was launched during the last financial year for the

senior management.

Equal Opportunity

The company believes that in order to build a sustainable business environment, the composition

of its talent base needs to reflect the diversity that exists in our country and among its customers.

Therefore the company ensures that the proportional representation of different communities in

the Indian population is mirrored in its employee profile. The majority of employees in the

company come from socially and economically marginalized sections of the society. Close to

46% of the employees in the organization are women and the average age within the

organization is 27 years.

The effectiveness of its talent management initiatives is reflected in the fact that the annual rate

of attrition is 8.12%, much below industry levels. The company plans to strengthen its employee

platform to about 30,000 people by FY 08, from nearly 18,000 people as on FY 07.

Human Resource Initiatives

29

Pantaloon Retail believes that one of its sustainable competitive advantages will continue to be

the people who are part of the organization. Being in service industry, the Company places a lot

of focus is placed on attracting, training, incentivising and retaining talent. The vision is "To

provide an environment that creates happy people who have a meaningful life and add value to

business and society." With over 18000 employees at an average age of 27 years, the Company

prides itself on being a young and energetic organization, driven through the 'The Pantaloon

People Management System'. This is

built on 5 pillars of people based growth, namely - Culture Building, Performance Management

through Balanced Scorecard, People Processes, Management Processes and Leadership

Brilliance. Training A competent Learning & Development Team is responsible for training

employees at all the levels across the countr y, focusing on primary and secondary research into

various aspects of retail and assessment of training needs across Knowledge, Skills & Attitude

areas. The emphasis is on creating product and process knowledge through well defined

programs like Praarambh and Parikrama. For the critical front line staff, the Company's

unique outbound residential training program Gurukool focuses on integrating the mind, body

and soul and brings about measurable attitudinal and behavioral changes.

The program has covered nearly 4,500 employees. The SMILE initiative for training of new

Store Manager's has been created and disseminated to over 100 store managers by this team

Future Group Manifesto “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 brings to us our strength, our ability to learn, unlearn and re-learn, our ability to evolve.

We, in Future Group, will not wait for the Future to unfold itself but create future scenarios in the consumer space and facilitate consumption because consumption is development. Thereby, we will effect socio-economic development for our customers, employees, shareholders, associates and partners.

Our customers will not just get what they need, but also get them where, how and when they

30

need.

We will not just post satisfactory results, we will write success stories.

We will not just operate efficiently in the Indian economy, we will evolve it.

We will not just spot trends, we will set trends by marrying our 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. We shall keep relearning. And in this process, do just one thing.

Rewrite Rules. Retain Values.

31

Group Vision Future Group shall deliver Everything, Everywhere, Every time for Every Indian

Consumer in the most profitable manner. 

Group Mission

• We share the vision and belief that our customers and stakeholders shall be served only

by creating and executing future scenarios in the consumption space leading to economic

development.

• We will be the trendsetters in evolving delivery formats, creating retail realty, making

consumption affordable for all customer segments – for classes and for masses.

• We shall infuse Indian brands with confidence and renewed ambition.

• We shall be efficient, cost- conscious and committed to quality in whatever we do. We

shall ensure that our positive attitude, sincerity, humility and united determination shall

be the driving force to make us successful.   

Core Values

Indianness:

Confidence in ourselves.

Leadership:

To be a leader, both in thought and business.

Respect & Humility:

To respect every individual and be humble in our conduct.

Introspection:

Leading to purposeful thinking.

Openness:

To be open and receptive to new ideas, knowledge and information.

32

Valuing and Nurturing Relationships:

To build long term relationships.

Simplicity & Positivity:

Simplicity and positivity in our thought, business and action.

Adaptability:

To be flexible and adaptable, to meet challenges.

Flow:

To respect and understand the universal laws of nature.

33

About Big Bazaar’s Profit Club

The Big Bazaar Profit Club launched by Future Group already has 20,000 customers. Under this

scheme, a customer has to pay Rs 10,000 upfront, after which he can shop for Rs 1,000 a month

for 12 months. In other words, he gets a shopping bonus of 20 %. Had the customer put the

money in a fixed deposit with a bank, his earnings wouldn't have been more than 9 %. Schemes

like this have traditionally been popular amongst independent jewelers - Customers pay 12

installments and the jeweler chips in with the 13th. This is the first time that a mainstream

retailer is trying it out and on such a large scale.

Strengths of the scheme:

• The scheme will improve the company's sales for the next three or four quarters as it will lock

in customers for the next 12 months. Over 20,000 customers have already signed up for the

scheme, meaning Rs 20 crore is already banked with the company.

• Once a customer comes in they are likely to buy for more than the free coupon amount. In the

pilot scheme the average ticket size of a Big Bazaar Profit Club member was reported to be Rs

2,300 per visit, which was almost double the ticket size of a normal shopper.

• The accrued funds will reduce working capital requirements and consequent interest outflow.

• The increase in sale volumes will give the retailer better bargaining power with the suppliers.

• It will reduce promotional/ advertising expenses since the customer who buys into the scheme

is then locked in for a year.

34

Concerns regarding the scheme

• The scheme will further reduce margins of the company which is already in the red. It had

reported a loss of Rs 20.41 crore on a turnover of Rs 1,285.54 crore for the quarter ended

December 31, 2012.

• The cost of managing so many accounts is high. The administrative costs are expected to be 1-2

% of sales.

Benefits of Bazaar’s Profit Club

35

Decoding Big Bazaar’s Profit Club

Joining fee : INR 100 (I am assuming this is one time payment)

Upfront payment : INR 10000

Max Monthly shopping allowed per month on this card : INR 1000 => Implies that one would

need to shop every month for atleast 1000 for next one year to get full advantage of this scheme.

Let us now bring in the concept of Time Value of Money (TVM) concept and see the scheme is

really worth it. First let us understand the concept of time value of money – TVM simply means

that 10000 today is not same as 10000 a year from now. Say, if you had 10000 in your hands

now and if you placed in a FD for a year and bank gave you 10% rate of interest per annum, then

you will have 11000 with you from now. What this simple exam does is to illustrate that 10000

in hand today is worth 11000 if invested, ofcourse we took simple numbers to illustrate the point,

but I guess everybody would have got the message.

1. All over india

2. Refundable

3. Carry forward

4. Free gifts and coupons

5. Billing priority

6. Per month 1,000 rs. Use

7. 20%  ROI

36

Now, if we apply the same TVM concept to Big Bazaar, the purported saving comes down. For

our illustration, let us assume that there is a monthly interest rate of 1%(we don’t want to take

interest rate of credit card companies for calculation, they usually charge you 3%+ per month, a

grand steal I would say) the current value of 12000 worth of goods come to 11255. If you will

like to explore this on your own, do experiment with NPV formula in excel spreadsheet.

Okay, so we have got down the benefits to 11255. Is there any thing else to add, ofcourse the

parking charges and traveling. Let us consider parking charges only for now. They charge INR

10 for two wheeler and INR 30 for four wheelers. These charges vary with the city and the

location, for our calculations let us take INR 20 as a parking charge every month, this will

whittle down the total benefits to ~11000 on a expense of 10000. So, roughly a 10% benefit. You

should also consider that there are forcing you to shop every month to get the benefit of INR

1000 spread over a year. Whether this is worth it is a call is your call..

Now let us shift gears and try to see what does it have it in for Big Bazaar. Here are the two

things I can think of - First is Working Capital Management (WCM). For layman,  Working

Capital is the money companies need to run their day to day operations. Much of it is in form of

credit the companies receive from its suppliers and some of it is in form of bank loans. The

companies which run their businesses really well are those who work on negative working

capital, funding their day to day running from suppliers, buyers etc. Big Bazaar seem to be going

that way by taking advances from its buyers to fund its business. Second big reason is that they

are binding the card holders to shop with them for next one year, a kind of forced customer

loyalty which may pay rich dividends.

My thoughts on the profit card scheme – It is not a groundbreaking profit scheme for consumer

but seeks to bind consumers into shopping with big bazaar for next one year. Not sure if it will

really take off – need to wait and watch.

Month No.fo Growth Custom Conve

37

Cards ers

Entry

rsion

RateFeb. 68 88025 0.0007

7March 75 10.25 111345 0.0006

7April 109 45.33 95422 0.0011

4May 98 -10.09 137158 0.0007

1

38

ORAGANATION STRUTURE

39

STORE MANAGER

ASSISTANTSTORE MANAGER

DEPARTMENTMANAGER

ASSISTANTDEPARTMENT

MANAGER

TEAMLEADER

SALES PERSONSOr

PROMOTERS

ORAGANATION STRUTURE

40

MANAGEMENT STYLEThe organization structure for Big bazaar is flat in nature. For Big bazaar, the divisions are

apparel, non apparel and the new business division, which includes gold, footwear and the shop-

in-shops. For Food Bazaar, a separate teem has been created which again works independently.

About 1,800 people work for Big bazaar directly. Support and ancillary services comprise

another 400 people. A new trainee is put through a basic three day training program before going

on the shop floor. Evaluation is done every six months.

THE STRATEGYSaving is key to the Indian middle class consumer. The store, which would be created, had to

offer value to the consumer. Keeping this in mind, the concept of Big bazaar was created.

In India, when a customer needs some thing for the home, a typical thought is to seek it from the

bazaar. A bazaar is a place where a complete range of products is always available to the

consumer. This is true across India. As the store would offer a large mix of products at a

discounted price, the name Big bazaar was finalized. The idea was to re-create a complete

bazaar, with a large product offering (at times modified to suit local needs) and to offer a good

depth and width in terms of range. The mind to market for the first store was just six months.

Price was the basic value proposition at Big bazaar. The Big bazaar outlets sold a variety of

products at prices, which were 5 to 60 percent lower than the market price. The line

“Isse sasta aur achha kahin nahin” emphaised this.

41

LINE OF BUSINESSLine of Business Sub Department Under the Brand BB-Fashion BF-Children’s BIG BAZAAR

BF-Kids Acc BIG BAZAARBF-Ladies BIG BAZAARBF-Ladies Acc BIG BAZAARBF-Men’s BIG BAZAARBF-Men’s Acc BIG BAZAAR

BB-GM-Fashion Fashion Accessories BIG BAZAARFootwear BIG BAZAARGF-Luggage BIG BAZAARGF-New Business BIG BAZAARGF-Sport Goods BIG BAZAARGF-Toys BIG BAZAAR

BB-GM-Home ware GH-Home décor BIG BAZAARGH-Household crockery BIG BAZAARGH-Household Plastic BIG BAZAARGH-Household utensil BIG BAZAAR

Beauty & health SS-Personal Grooming BIG BAZAAROne Mobile(communication) CM-Accessories ONE MOBILE

CM-Carriers ONE MOBILECM-Hardware ONE MOBILE

cure &care CC-Non Prescription SISCC-Prescription SIS

Depot DP-Book DEPOTDP-Multimedia DEPOTDP-Stationery DEPOT

Electronics EE-Cd&e Accessories HOME BAZAAREE-Computer &Acces HOME BAZAAREE-Consumer Durable HOME BAZAAREE-Electronics HOME BAZAAREE-Personal Electro HOME BAZAAR

Food Bazaar FB-Chef Zone FOOD BAZAARFB-Chill Station FOOD BAZAARFB-Fabricleen FOOD BAZAARFB-Fruits & Vegetable SISFB-Golden Harvest FOOD BAZAARFB-Head to toe FOOD BAZAARFB-Hungry kya FOOD BAZAAR

42

FB-Spic N Span FOOD BAZAARFurniture FR-Furniture HOME BAZAARHome Fashion Home Fashion HOME BAZAARHome Improvement HI-Carpentry HOME BAZAAR

HI-Electricals HOME BAZAARHI-Improvement HOME BAZAAR

Lootmart Ladies BIG BAZAARMens BIG BAZAARMens Accessories BIG BAZAAR

Navras NR-Precious Jeweelle Navras

SISBB SIS Fashion Accessories SIS

43

INTRODUCTION

A retailer or retail store is any business enterprise whose sales volume comes primarily from

retailing. Retail organizations exhibit great variety and new forms keep emerging. There are

store retailers, non store retailers, and retail organizations. Consumers today can shop for goods

and services in a wide variety of stores. The best-known type of retailer is the department store.

Japanese department stores such as Takashimaya and Mitsukoshi attract millions of shoppers

each year. These stores feature art galleries, cooking classes, and children’s playgrounds.

A retailer is at the end of the distributive channel. He provides goods and service to the

ultimate consumers. This he does through his small organization, with the help of a few

personnel. In an individual retail store there is not much scope for organization except in the

sense that the shopkeeper has to organize apportions his time and resources. The need for

organization becomes essential as soon as he hires people o enters into partnership or takes the

help of members of his family in running his store. A retailer deals in an assortment of goods to

cater to the needs of consumers. His objective is to make maximum profit out of his enterprise.

With that end

in view he has to pursue a policy to achieve his objective. This policy is called retailing

mix. A retailing mix is the package of goods and services that store offers to the customers for

sale. It is the combination of all efforts planned by the retailer and embodies the adjustment of

the retail store to the market environment. Retailing mix, a communication mix and a distribution

mix. The maximum satisfaction to the customers is achieved by a proper blend of all three.

44

The success of the retail stores, therefore, depends on customers’ reaction to the retailing

mix which influences the profits of the store, its volume of turnover, its share of the market, its

image and status and finally its survival.

RETAIL

Retailing is the set of business activities that adds value to the products and services sold to the

consumer for their personal or family use.

a "retailer" buys goods or products in large quantities from manufacturers or importers, either

directly or through a wholesaler, and then sells smaller quantities to the end-user. Retail

establishments are often called shops or stores. Retailers are at the end of the supply chain.

Manufacturing marketers see the process of retailing as a necessary part of their overall

distribution strategy. The term "retailer" is also applied where a service provider services the

needs of a large number of individuals, such as a public utility, like electric power.

45

• Retailing is an important institution in our society,

• Retailing provides considerable value to consumers while giving people opportunities for rewarding and challenging careers.

• Retail formats and companies are now major factors in the industry.

• The key to successful retailing is offering the right product, at the right price, in the right place, at the right time, and making a profit.

• Retailers must understand what customers want and what competitors are offering now and in the future.

The World of Organized Retailing

• Retailers are using sophisticated communications and information systems to manage

their business. The use of new technologies helps retailers reduce their operations costs,

while better serving their customers.

• To compete against non-store retailers, stores are now becoming more than just places to

buy products. They are offering entertaining and educational experiences for their

customers.

• In this dynamic environment, entrepreneurs are launching new companies and concepts

and becoming industry leaders, while traditional firms have had to rethink their

business.

• Retail managers today must make complex decisions on selecting target markets and

retail locations, determining what merchandise and services to offer, negotiating with

supplier and distributing merchandise to stores, training and motivating sales associates,

and deciding how to price, promote and present merchandise.

46

RETAIL MIX .

The retail mix is the combination of factors retail used to satisfied customer needs and influences

their purchase decision. Its include the type of merchandise and services offered, merchandise

pricing, advertising, promotional programs store design merchandise display, assistance to

customer provided by salespeople, and convenience of the store’s location.

Retail mix is the term used to describe the various elements and methods required to

formulate and execute retail marketing strategy.

Retail managers must determine the optimum mix of retailing activities and co-ordinate

the elements of the mix.

The aim of such coordination is for each store to have a distinct retail image in

consumers’ mind.

The mix may vary greatly according to the type of the retailer is in, and the type of

product/services.

While many elements may make up a firm’s retail mix, the essential elements may include:

Store location,

merchandise assortments

Store ambience,

customer service,

price,

Communication with customer

47

Personal selling

Store image

Store design

Sales incentives

People

Process

Physical evidence

Composition of retail mix

Place

Product

Price

Promotion

People

Process Physical Environment

Key element

1)Place (store location) 2)Product (merchandise)

Target market  Product development

Channel structure    Product management

Channel management  Product features and benefits

48

Retailer image  Branding 

Retail logistics  Packaging

Retail distribution

3)Price 4)Promotion

Costs  Developing promotional mixes

Profitability  Advertising management

Value for money  Sales promotion

Competitiveness  Sales management

Incentives  Public relations

Quality  Direct marketing

Status

After-sales services

5)People element 6)Process element

Staff capability  Order processing

Efficiency  Database management

Availability  Service delivery

Effectiveness  Queuing system

Customer interaction  Standardisation

Internal marketing

49

Retail mix planning

Retail mix plan consists of:

Setting objectives

Systematic way of identifying a range of options.

Formulation of plans for achieving goals

Logical sequence of retailing activities.

Importance of Retail mix planning

Hostile and complex retail environment

External and internal retail organisation factors interact

– Maximising revenue

– Maximising profit

– Maximising return on investment

– Minimising costs

Each element has conflicting needs

All these variables interact

All these variables result in optimum compromise.

50

Approaches to planning

Top down approach

Retail management sets goals and plans for all levels of management.

Bottom up approach

Various units prepare own goals and plans sent up for approval.

It is the effective blending of all the elements of retail mix activities within the retail

organization that determines the success of retail management. Discuss this statement and

explain with retail examples how the elements of retail mix could be blended to ensure the

success of retail operation.

51

OBJECTIVE

OBJECTIVE

PRIMARY OBJECTIVE :

52

To study the BUYING BEHAVIOUR OF BBPC COUSTOMER .

SECONDARY OBJECTIVES :

1. To identify the performance of store operations.

2. To understand the quality of services maintained in the store.

3. To determine the performance of sales persons in the store.

4. To understand the availability of products in the store.

5. To identify the effectiveness of atmospherics in the store.

SEARCH METHODOLOGY

• Type of research

53

Descriptive

• Type of data

Primary data

• Data collection method

Data is collected through structured questionnaire.

• Sampling

Convenient sampling

• Sample size

100

• Data analysis technique

Quantitative

• Data analysis tool

Bar charts, pie charts.

54

ANALYSIS AND INTERPRETATION

ANALYSIS AND INTERPRETATION

Q1. In a month how many times you visit big bazaar?

55

a) Once 7

b) Twice 23

c) Thrice 8

d) More than thrice 25

e) As per requirement 37

Once

Twice

Thric

e

More t

han t

hrice

As pe

r req

uirem

ent

7

23

8

25

37

In a month how many times you visit big bazaar?

Series 1

INTERPRETATION:

Out of 100 respondent, 37% people visit the store when they have some requirement and 25% are visited more than thrice, 23% visited two times in month and 7% & 8% people visited one and three times in a month respectively. Most of them regularly visit big bazaar.

Maximum number of people visited store frequently.

Q2. Your shopping experience in big bazaar is always!

56

a) outstanding 1

b) Excellent 21

c) Good 43

d) Average 32

e) Bad 3

outstanding Excellent Good Average Bad

1

21

43

32

3

Your shopping experience in big bazaar is always!

Series 1

INTERPRETATION:

Out of 100 respondent, 43% people has good shopping experience in big bazaar,32% has average and 21% people has excellent. But 1% has outstanding shopping experience and 3% has bad shopping experience.

Maximum numbers of people has a better experience of shopping in big

bazaar.

Q3. Brands and products availability in big bazaar is !

57

a) outstanding 3

b) Excellent 28

c) Good 44

d) Average 22

e) Bad 3

Outstanding Excellent Good Average Bad

3

28

44

22

3

Brands and products availability in big bazaar is !

Series 1

INTERPRETATION:

Out of 100 respondents, Over all 31% customer are satisfied by the availability of brand and products in big bazaar,66% customer product availability is average rest said it is bad.

Some people think there is no good brands and products availability in big bazaar. Especially in apparels.

58

Q4. Ambience & atmosphere inside the store is !

a) outstanding 5

b) Excellent 27

c) Good 41

d) Average 21

e) Bad 6

outstanding Excellent Good Average Bad

5

27

41

21

6

Ambience & atmosphere inside the store is !

Series 1

INTERPRETATION:

Out of 100 respondents, Ambience & atmosphere inside the store is good feel by 41% customers, 27% feel it is excellent and only 3% feel outstanding. But 27% customers are not satisfied by the ambience & atmosphere inside the store of big bazaar. Due to much noisy and unpleasant environment some of the customer irritates. Atmosphere is really good.

59

Q5. Discounts and offers served in big bazaar is !

a) outstanding 7

b) Excellent 32

c) Good 36

d) Average 23

e) Bad 2

outstanding Excellent Good Average Bad

7

3236

23

2

Discounts and offers served in big bazaar is !

Series 1

INTERPRETATION:

Out of 100 respondents, Discounts and offers served in big bazaar is good said by 36% customers, 32% feel it is excellent and only 7% feel outstanding. But 25% customers are not satisfied by Discounts and offers served in the big bazaar.1.Maximum Customers are satisfied by Discounts and offers served in the big bazaar. 2.Discounts and offers served in the big bazaar are excellent.(Especially in Big day)

60

Q6.How much do you spend in each shopping trip?

a) Below 1000                                                7

b) 1000-2000                                              19

c) 2000-4000 38

d)  4000-8000 28

e) Above 8000 8

Below 1000                                               

7%1000-2000                   

                          19%

2000-400038%

 4000-800028%

Above 80008%

How much do you spend in each shopping trip?

INTERPRETATION:

Out of 100 respondents, Maximum number of respondent i.e. 38% is spend between 2000-4000 and only 8% spend above 8000. 66% buyer can become potentials customer for BBPC card.Mean buyer who spend 2000-4000 & 4000-8000.

Q7. Location of big bazaar in your city is !

61

a) outstanding 29

b) Excellent 32

c) Good 22

d) Average 13

e) Bad 4

outstanding Excellent Good Average Bad0

5

10

15

20

25

30

35

Location of big bazaar in your city is !

Series 1

INTERPRETATION:

Out of 100 respondents, 61% is highly satisfied with location of big bazaar in city, 22% is satisfied and only 17% is not satisfied.

Location of big bazaar is outstanding. It is situated central business district (CBD).

Q8. Product display and signage in the store is !

62

a) outstanding 8

b) Excellent 36

c) Good 40

d) Average 14

e) Bad 2

outstanding Excellent Good Average Bad0

5

10

15

20

25

30

35

40

Product display and signage in the store is !

Series 1

INTERPRETATION:

Product display and signage in the store is highly satisfactory according to 44% of the respondent, satisfactory according 40% of the respondent rest 16% are not satisfied with it.

Customers are satisfied with Product display and signage in the store.

Q9. You have heard about BBPC card from?

63

a) Friends                                                       3

b) T.V/Media                                             29

c) POP 39

d) Newspaper 25

e) Not yet 4

Friends                                                      

3%T.V/Media                       

                     29%

POP39%

Newspaper25%

Not yet4%

You have heard about BBPC card from?

INTERPRETATION:

Out of 100 respondent, 39% people has seen BBPC Ads. Through POPS, 25% has seen BBPC Ads.on newspaper 29% people has seen ads.on television. But 3% people came to know about this from their friends and 4% persons dnt know about this.

More ads.to be displayed for this 4% people.

64

Outstand-ing

Excellent Good Average Bad05

101520253035404550

How do you feel about sales persons and promoters?

Series 1

INTERPRETATION:

74% of the respondents are satisfied by the sales persons and promoters in the store rest 26% respondents are not satisfied by the sales persons and promoters in the store.

Sales persons and promoters behave well with customer.

Q10. How do you feel about sales persons and promoters?

a) Outstanding 4

b) Excellent 21

c) Good 49

d) Average 23

e) Bad 3

65

Q11.The parking facility in bag bazaar is!

a) outstanding 17

b) Excellent 29

c) Good 32

d) Average 17

e) Bad 5

outstanding Excellent Good Average Bad0

5

10

15

20

25

30

35

The parking facility in bag bazaar is!

Series 1

INTERPRETATION:

78% of the respondents are satisfied by the parking facility in bag bazaar, rest 22% respondents are not satisfied by the parking facility in bag bazaar.

Maximum customer satisfied with the parking facility in bag bazaar.

66

Q12. The quality of the product served by big bazaar is!

a) outstanding 3

b) Excellent 19

c) Good 47

d) Average 26

e) Bad 5

outstanding Excellent Good Average Bad0

5

10

15

20

25

30

35

40

45

50

The quality of the product served by big bazaar is!

Series 1

INTERPRETATION:

21% of the respondents are highly satisfied with the quality of the products at big bazaar, rest 74% are said the quality of the products in big bazaar is averaged, only 5% said its not good.

Maximum number of people is not satisfied with quality of the product.

67

Q13. The cleanliness and hygiene maintained in the store is !

a) outstanding 13

b) Excellent 41

c) Good 28

d) Average 13

e) Bad 5

outstanding Excellent Good Average Bad0

5

10

15

20

25

30

35

40

45

The cleanliness and hygiene maintained in the store is !

Series 1

INTERPRETATION:

According to maximum number of respondent i.e. 82% feels that cleanliness and hygiene maintained in the store is up to the mark rest 18% feel it is not up to the mark.

Cleanliness and hygiene maintained in the store is up to the mark.

Q14. Are you satisfied with the billing facility at the store?

68

a) YES 72

b) NO 28

YES72%

NO28%

Are you satisfied with the billing facil-ity at the store?

INTERPRETATION:

72% of the respondents are satisfied by the billing facility in the store, rest 28 % are not satisfied.

Some customer are not satisfied by billing facility(Especially in offer day and rush hours ).

Q15. Do  you  prefer  membership  card of  bigbazar  instead  

69

of  any  other  competitors?

a) YES 26

b) NO 74

YES26%

NO74%

Do you prefer membership card of bigbazar instead of any other

competitors?

INTERPRETATION:

According to 74% of the respondents they have not heard about this type of scheme anywhere else only 26% have heard like D-mart,Clie etc.

70

Q16. Do you feel that shopping in big bazaar has made you a more knowledgeable conscious and aware customer?

a) YES 63

b) NO 37

63

37

YESNO

INTERPRETATION:

According to 63% of the respondents they feel that shopping in big bazaar has made more knowledgeable conscious and aware customer, and 37% they are already knowledgeable conscious and aware customer.

“Big bazaar has made customer a more knowledgeable conscious and aware customer”

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Q17.Do you feel that big bazaar profit club card provide you value for money?

a) YES 85

b) NO 15

85%

15%

Do you feel that big bazaar profit club card provide you value for money?

Yes No

INTERPRETATION:

Out of 100 respondent, 85% of the respondents feel that big bazaar profit club card provide you value for money, 15% feel not.

“discovering more value” The above statement is true spotted by the above data.

.

Q18. Please  give  ranking from   1  to  5   

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          (1 = less satisfied     :     5 = highly  satisfied )

Sr. no. features ranking

1. All over india 11

2 Refundable 8

3 Carry forward 13

4 Free gifts and coupons 6

5 Billing priority 17

6 Per month 1,000 rs. Use 2

7 20%  ROI 43

All over india11%

Refundable8%

Carry forward13%

Free gifts and coupons

6%Billing priority

17%Per month 1,000 rs. Use

2%

20%  ROI43%

Please give ranking from 1 to 5

43 % giving priority to 20% R.O.I,and 17% giving weightage to billing priority.

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FINDINGS

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FINDINGS

Store performing well in attracting the customers.

Big bazaar provides better shopping experience.

Brands and products availability in big bazaar is not up to the mark. Especially in

apparels.

Noisy and unpleasant environment is irritates customer. Air conditioning is really bad.

Discounts and offers doing well in the store.

In offer days the store management is good.

Product display and signage is good.

Quality in products is not up to the mark.

Location of big bazaar is outstanding. It is situated central business district (CBD)

Parking facility in big bazaar is good.

Cleanliness and hygiene maintained in the store is up to the mark

Amount of BBPC card should be decrease for more customers

More awareness should be generated regarding this BBPC card.

“discovering more value”

The above statement is true spotted by the above data.

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RECOMMENDATIONS

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RECOMMENDATIONS

Create awareness & manage home delivery services properly.

There should be proper assortment of various product categories.

Proper signage should be there so that customer can locate the products easily.

Cleanliness and hygiene should be maintained regularly.

Proper training should be provided to sales person so that they can deal with the customer

efficiently.

Various schemes and offers can be provided to them and attract new customers (Use pull

strategy).

No. of cash counter needs to be increased keeping in view customer traffic intensity.

Quality in products should be increased up to mark.

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LIMITATION

Limitations of the study

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1. Time limit is the major constraint.

2. Some respondents refuse to co-operate.

3. Some respondents replied half heartedly.

4. Some respondents gave incomplete information.

5. The survey was conducted in very general way as no other variable such as their

education level, occupation and sex.

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BIBLIOGRAPHY

BIBLIOGRAPHY

80

BOOK REFERRED:

Research methodology (C.R. Kothari)

Retailing Management (Levy & weitz)

WEB SITES:

www.google.com

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ANNEXURE

QUESTIONNAIREPERSONAL INFORMATIONDear sir/ Madam, I Ankesh Anand student of International School of Business & Media, Pune conducting a survey on “Buying behavior of BBPC customer’’

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This survey is a part of my partial fulfillment of PGDM (Marketing) course. Please provide relevant information by filling this questionnaire to make my survey more comprehensive. All details from your part will be kept confidential.

Name:- …………………………………………………………..

Sex:- a) Male b) Female Contact no.:- …………………………………………………………

Q1. In a month how many times you visit big bazaar ?

a) Ones b) twice c) Thrice

d) more than thrice e) As per requirement

Q2. Your shopping experience in big bazaar is always!

a) Outstanding b) Excellent c) Good

d) Average e) Bad

Q3. Brands and products availability in big bazaar is !

a) Outstanding b) Excellent c)Good

d) Average e) Bad

Q4. Ambience & atmosphere inside the store is !

a) Outstanding b) Excellent c)Good

d) Average e) Bad

Q5. Discounts and offers served in big bazaar is !

a) Outstanding b) Excellent c)Good

d) Average e) Bad

Q6.How much do you spend in each shopping trip?

a)Below 1000 b)1000-2000 c)2000-4000

d)Above 4000 Q7. Location of big bazaar in your city is !

a) Outstanding b) Excellent c)Good

d) Average e) BadQ8. Product display and signage in the store is !

a) Outstanding b) Excellent c)Good

d) Average e) Bad

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Q9You have hear about BBPC card from?

a)Friends b)T.V/Media c)POP

d)Newspaper e)Not yet

Q11. How do you feel about sales persons and promoters ?

a) Outstanding b) Excellent c)Good

d) Average e) Bad

Q13.The parking facility in bag bazaar is!

a) Outstanding b) Excellent c)Good

d) Average e) Bad

Q14. The quality of the product served by big bazaar is !

a) Outstanding b) Excellent c)Good

d) Average e) Bad

Q15. The cleanliness and hygiene maintained in the store is !

a) Outstanding b) Excellent c)Good

d) Average e) Bad

Q12. Are you satisfied with the billing facility at the store ?

a) Yes b) No

Q10. Do you prefer membership card of bigbazar instead of any other competitors?

a) Yes b) No

Q16Which investment is Better?

a)BBPC b)mutual fund c)Share market d)Fixed deposit e)Others

Q17.Do you feel that big bazaar profit club card provide you value for money?

a)yes b)No

Q18. Please give ranking from 1 to 5

(1 = less satisfied : 5 = highly satisfied )

Sr. no. features ranking

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1. All over india

2 Refundable

3 Carry forward

4 Free gifts and coupons

5 Billing priority

6 Per month 1,000 rs. Use

7 20% ROI

(Signature)

Thanking you for filling up this questionnaire

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LOCATION

LOCATION

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PUNE 0ffice :

2nd Floor Revolution Mall, Opposite Croma Next To City Pride Multiplex, Off Sangam Press Road, Kothrud, Pune - 411029

Zonal Office :Survey No 688 Mahavir Park, Opposite Walvekar Lawns, Pune Satara Road, Bibvewadi, Pune - 411037

Regd. Office :Knowledge House Shyam Nagar Off Jogeshwari-Vikhroli Link Road Jogeshwari (East) Mumbai : 400060 Maharashtra ,India

COMPITATORS

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VISHAL MEGA MART

RELENCE MART & FRESH

STAR BAZAR

D-MART

SPENSER

SOME LOCAL STROES TOO

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