Crm on Big Bazaar

7/27/2019 Crm on Big Bazaar

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Improving Retail Sales Through Effective CRM

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP

DEVELOPMENT

2ND MARCH,2013

CERTIFICATE

This is to certify that, the work embodied in the field survey report entitled BIG

BAZAAR (the retail industry) has been, carried out by ROHIT MOHOD under our

supervision for reports on for the degree of Master of Business Administration.

Dr. M.D.KAKADE

( PROGRAM DIRECTOR )

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIPDEVELOPMENT,PUNE


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DECLARATION

I Rohit mohod confirm that this work submitted for assessment is my original work and is,

expressed in my own words. Any uses made within it of the works of other authors in any

form (e.g. ideas, equations,figures,text,tables) are properly acknowledged at the point of their

use. A full list of the references employed has been included. We also declare that this

project report has not been submitted anywhere in any form for the partial fulfilment of the

award of degree. We understand that our project report may be , made electronically to the

public.

Signature of the student

ROHIT MOHOD(19)



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ACKNOWLEDGEMENT

We are thankful to Dr. Sachin S. Vernekar, Director , IMED,pune for providing all

the necessary requirements and for his moral support for this dissertation work as well during

the course of MBA. I am also thankful to, Program Director IMED, Pune for his honest

dedication towards our education and career and for being with us in various levels of

academic pursuits.

In this report, I was greatly assisted, inspired by my mentor and supervisor without

them, the completion of this project was almost impossible. With great reverence, I

acknowledge them for providing me an environment to involve as an independent researcher.

Their constant encouragement and affection gave me courage to tackle the failure days,

which is inevitable in a researchers life.

Our primary thanks goes to Dr. M D KAKADE for his deep commitment &

guidance. We are also grateful to Dr Kirti Gupta and all facultiesin for their support and

motivation throughout my project work. It is my pleasure to thank all the people who helped

to turn this project a success. I am also very thankful to ALL CLASSMATE and my

colleagues for their support.



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INDEX

S.NO. CONTENT PAGE NO.

1. Executive Summary 42. Introduction

2.1. Objectives

2.2. Hypotheses

2.3. Purpose

2.4. Methodology

2.5 Limitations

5-10

3. Company profile

3.1. Organisation chart

3.2 Board of directors

3.3 Company profile

3.4 Awards and recognitions

3.5 Literature of overview

11-18

4. Theoretical aspects of the survey 19-33

5. Analysis and interpretation of data 34-35

6. Findings,suggestions and conclusions 36

7. Bibliography 37-38

8. Annexure 39-45

9.Remarks

46-50



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Chapter 1

INTRODUCTION OF THE SURVEY

1.1 EXECUTIVE SUMMARY

1.2 INTRODUCTION OF THE STUDY

1.3 OBJECTIVES OF THE STUDY

1.4 HYPOTHESS

1.5 PURPOSE OF STUDY

1.6 METHODOLOGY

1.7 SCOPE OF THE STUDY

1.8 LIMITATIONS OF THE STUDY



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1.1 EXECUTIVE SUMMARY

The project undertaken at Big Bazaar, Belgaum is about

studying the relationship between consumers. The entitled

ROLE OF CRM INCREASING RETAIL SALES.

Customer Relationship Management is the important task for

most of the entrepreneurs for their business purpose towards

customer. Now the entrepreneurs activity have come from

product centric to customers centric.

There are three main elements to customer when aligning

Retailer towards a customer relationship format. The first is todo with retention. Image that you were newer to gain another

new customer, this would probably be horrifying thought for

most businesses, but when you considered it carefully you

would realise that if you just kept the customers that you have

than would probably be able to grow and prosper in much the

same way as now. There are course exceptions. Most

businesses only get a small percentage of the share of each of

their customers. This Leaky bucket effect is not only expensive;

it is also reasonably unmotivating for the staff who have to

serve these customers.



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The Second element is to develop customer potential: turning

that one off infrequent casual customer into a higher spending,

more frequent referring advocate.

Third element of customer relationship management and

perhaps the most controversial one is de-selection of customer.

If a organization were to put more of its efforts into its existing

customer it would make sense that it did this with customers

that had the greatest potential. . This means that at some

point, it has to start to lose those customers that are not ones

that offer long-term future value. This might be because of

transaction spend, the value of a customer or the cost of

transacting or dealing with that customers.

OBJEVTIVES

1. Analyze the change in customer expectation.

2. To develop customer relationship strategy.

3. Increase in customer partnering (win-win combination).

4. To retain profitable customer



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The objective of the study was to understand the

functioning of Big Bazaar and making people aware of the

concept of improving sales.

The project involved surveying the users in the domestic

market, the target segment was of the present customers their

views and perception towards this stores. The survey was

conducted through a questionnaire, which was exhaustive

enough to collect all the related information required for studypurpose.



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1.2 INTRODUCTION OF THE STUDY

ROLE OF CUSTOMER RELATIONSHIP MANAGEMENT

IN INCREASING RETIL SALES

Customer Relationship Management is business philosophy and

set of strategy, programs and systems that focuses on

identifying building loyalty with the retailers most valued

customer. CRM is based on the philosophy that retailers can

increase their profitability by building relationship with their

better customers.

Customer Relationship Management is the important task for

most of the entrepreneurs for their business purpose towards

customer. Now the entrepreneurs activity have come from

product centric to customers centric.

The satisfaction of the customer not only by the quality of the

product but also by quality of the services rendered to the



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customers has retained the value of the companies among

them.

It the companies try to retain the values of customers such

process will lead them as a customer centric one. Also creating

a belief, image, loyalty, honesty and the trust among the

customers are the important task of an origination.

CRM means Acquiring, Developing and retaining satisfied

royal customer, achieving profitable growth and creating

economic value in companys brand.

EMERGING CONCEPTS IN CRM

Increase in customer partnering

Expansion of customer base

Reduction in advertisement and others sales promotion

expenses

Generating of more and more loyal customers

Easy introduction of new products

Reduction in customer recruitment cost

Increase in customer partnering

Increase in the number of profitable



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1.3 OBJECTIVES

1. Analyze the change in customer expectation.

2. To develop customer relationship strategy.

3. Increase in customer partnering (win-win combination).

4. To retain profitable customer.

1.4 HYPOTHESES

Using Customer Relationship Management strategy will

improve Retail Sales.

1. 5 PURPOSE OF THE STUDY

As observed in Big Bazaar, most of the sales

persons do not develop an emotional relationship with

customer. The shopping area do not even display sing

boards and other informations in local language and

traditions. Therefore the purpose of study is to bring the



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3.Sample:Sampling is the process of identifying a part of the

population in such a way that the characteristics of the

Population and the characteristics of that part matches. The

part of the population is called as sample. Selection of the

sample depends on the factors like money, time and humanresources required collecting the data. In this research the

sample size will be 110. This sample will be selected on the

basis of stratified sampling. That is, some number of

respondents is selected from particular class of profession and

some other respondents would be selected form the other class

of profession.

4. Drawing Conclusion:

Conclusions are drawn from the sampling

process by using combined mean and other statistical tolls like

hypothesis etc. Statistics without any graphs are not effective

and hence each question of the questionnaire is represented in

appropriate graphs.



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1. 7 SCOPE OF THE STUDY

The scope of the study includes the information collected

from sample respondents.

It is confined to only existing customers of Big Bazaar.

The study is done only in Belgaum city.

The scope includes consumer expectation and their

satisfaction level there by assisting in finding the gap

between expectation and satisfaction and suggestions to

bridge the gap

1. 8 LIMITATIONS OF THE STUDY

The study was confined to Belgaum city only.

The sample size was limited to 110.

The study was conducted for a period of four months.



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Chapter 2

COMPANY PROFILE

2.1 ORGANISATION CHART

2.2 BORD OF DIRECTORS

2.3 CAMPANY PROFILE

2.4 AWARDS AND RECOGNITIONS

2.5 LITERATURE OF OVERVIEW



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2.1 ORGANISATION CHART



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2.2 BORD OF DIRECTORS

Mr. Kishor Biyani, Managing Director

Mr. Gopikishan Biyani, Wholetime Director

Mr. Rakesh Biyani, Wholetime Director

Mr. Ved Prakash Arya, Director

Mr. Shailesh Haribakti,Independent Director

Mr. S Doreswamy, Independent Director

Dr. D O Koahy, Independent Director

Ms. Anju Poddar, Independent Director

Ms. Bala Deshpande, Independent Director

Mr. Anil Harish, Independent Director



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2.3 COMPANY PROFILE

There are also several best practice organizations from which

Indian retailers can pick relevant lessons and tailor them to suit

local requirements. Organizations that experiment and

innovate across different aspects will be the ones that emerge

as winners.

Presently there are 10 retail companies are in the country.

There is only one company BIG BAZAR which is discount

sector and the rest 9 are the not discount related sector.

(Sources from: Retail Sector in India FDI in India Retail, Retail

Industry in India, Retail Market India.htm)



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2.3.1 Big Bazaar

Big Bazaar is not just another hypermarket. It caters to every

need of your family. Where Big Bazaar scores over other

stores is its value for money proposition for the Indian

customers. Your shopping experience. At Big Bazaar, you will

definitely get the best products at the best prices - thats

what we guarantee. With the ever increasing array of private

labels, it has opened the doors into the world of fashion and

general merchandise including home furnishings, utensils,

crockery, cutlery, sports goods and much more at prices that

will surprise you. And this is just the beginning. Big Bazaar

plans to add much more to complete.



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Pantaloon Retail (India) Limited

Pantaloon Retail is the flagship enterprise of the Future Group.

Pantaloon Retail (India) Limited has spread across various businesses

and cities in India. Pantaloon owns multiple retail formats and is able to

cater to a large section of the society. The company has over 140

stores across 32 cities in India and 14000 employees. Theheadquarters of the company are situated at Mumbai.

The organization made an incursion into the modern retail (fashion) in

1997. Big Bazaar, a hypermarket chain, was introduced in the year

2001, with an Indian touch of convenience and hygiene. Food Bazaar,

food and grocery chain, and Central Mall located at various Metros are

other important parts of the group.

Others include Collection (home improvement products), E-zone

(consumer electronics), Depot (books, music, stationery and gifts), Blue

Sky (fashion accessories) and Shoe Factory (footwear). The company has

also launched a retailing venture known as futurebazaar.com. The vision

of Future group is to "Deliver Everything, Everywhere, Every time to

Every Indian Consumer in the most profitable manner."

National Retail Federation gave Pantaloon the 'International Retailer of

the Year' Award.



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2.3.2 Vision

Future Group shall deliver Everything, Everywhere, Every time

for Every Indian Consumer in the most profitable manner.

2.3.3 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.



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2.3.4 Core values

Confidence in ourselves. A leader, both in thought and

business. Humility: to respect every individual and be humble

in our conduct. Leading to purposeful thinking. open and

receptive to new ideas, knowledge and information. Nurturing

Relationships: to build long term relationships. Positivity:

Simplicity and positivity in our thought, business and action.Flexible and adaptable, to meet challenges.

a) DISTRIBUTION

Big Bazaar Pvt Ltd has one of the largest supply chains in

India, having more than 700 outlet in cities and towns in India,

it started and spread its network in all over in India. In March

2002 Big Bazaar wants open its 700 outlets. The company buys

all the FMCG, Pharmacy direct from manufacturing unit.

Vegitable from form fresh.

b) PRODUCTS

Big Bazaar is having four sectors i.e. FMCG, Groceries,

Vegetable & Pharmacy. Here they give up to 10% on FMCG &

Groceries. For vegetables they give the below the market the

price & in pharmacy they give exactly 10% discount.



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c) Details:

1. FMCG: Big Bazaar buys all the products from the

manufacturing unit. Because of that only they are able to give

discount on each and every product.

2.Groceries: On Groceries all they give discounts.

3. Pharmacy: In Pharmacy also they will give discount. They

mainly concentrated on long term diseases.

4. Vegetables: They sell the vegetables below the market

price.

5. Telecom: They have newly started the Telecom sector in

which they will kind of mobiles are offer price.

2.3.5 INTRODUCTION

Marketing is typically seen as the task of creating, promoting

and delivery of goods and services to customer and business.

Infact marketing people are involved in marketing of ten types

of entities; they are Goods, Services, Experience, Events,

Persons, Places, Priorities, Organization, Information and Ideas.

The customer plays a vital role in the marketing process. The

manufacturers produce goods according to the customer



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expectations. Customer satisfaction is also one of the main

parts of marketing process. The customer while purchasing

goods/service should see that he is getting satisfied with

goods/service which he is purchased and now a days many

companies are giving more importance to CRM (Customer

Relationship Management) and TCS (Total Customer

Satisfaction). When the customer is not satisfied he start

switching to another brand and when the customer is highly

satisfied or delighted he will be continuing with the same

product.

Satisfaction can defined as fulfilling the demand for same time

period. The customer expectations are too high and they need

some additional benefits with it. The producer/manufacturer

should know how to retain customer by giving continuous

service and on time i.e. to overcome competition. The total

customer satisfaction plays a key role in success or

unsuccessful of product in the market.

To satisfy the present and prospective customer the marketershould know customer attitude and perception towards product

or service as they are mid point of marketing action.

2.3.6 Pantaloon Retail (India) Limited



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Pantaloon Retail is the flagship enterprise of the Future Group.

Pantaloon Retail (India) Limited has spread across various

businesses and cities in India. Pantaloon owns multiple retail

formats and is able to cater to a large section of the society.

The company has over 140 stores across 32 cities in India and

14000 employees. The headquarters of the company are

situated at Mumbai.

The organization made an incursion into the modern retail

(fashion) in 1997. Big Bazaar, a hypermarket chain, was

introduced in the year 2001, with an Indian touch of

convenience and hygiene. Food Bazaar, food and grocery

chain, and Central Mall located at various Metros are other

important parts of the group.

Pantaloon Retail (India) Limited, is Indias 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 5 million square feet of retail space, has over 450 storesacross 40 cities in India and employs over 18,000 people.

The companys leading formats include Pantaloons, a chain of

fashion outlets, Big Bazaar, a uniquely Indian hypermarket



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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 Sitar. 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.e., 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 Barcelona.

No power on earth can stop an idea whose time has come Dr

Man Mohan Singh, then Finance Minister of India, quoted Victor



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Hugo while presenting the Union Budget 1994-95, making a

reference to the Indian economy's unlimited potential.

If Dr Singh were to use the quote again today, he would

probably apply it in the context of the promise contained in the

Indian retail industry and, in particular, organized retail in India

in the days to come. Retailing in India is currently estimated to

be a US$ 200 billion industry, of which organized retailing

makes up 3 percent or US$ 6.4 billion. By 2010, organized

retail is projected to reach US$ 23 billion.

Indian retailing set to double in the next three years, with the

emergence of more national retail chains .The optimism about

Indian retail is corroborated by the KPMG in India 2008-09

Retail Survey. More than 70 percent of our survey respondents

expect to grow in excess of 40 percent per annum in the next

three years. Going by the growth plans of the retailers we met,

modern retailing is expected to double in terms of the number

of outlets and amount of retail space in the next three years,

with the emergence of more national retail chains.

Modern retailing action is in urban areas but India is

witnessing experiments to tap rural retail potential. A majority

of our survey respondents felt that the opportunity for modern

retailing is in the urban areas.



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2.4 AWARDS AND RECOGNITIONS

Images Retail Awards

National Retail Federation Awards

World Retail Congress Awards

Hewitt Best Employers 2007

PC World Indian Website Awards

Readers Digest Trusted Brands Platinum Awards

2.5 LITERATURE OF OVERVIEW

2.5.1 Beginnings of Retail Trade



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Early Trade: - When man started to cultivate and harvest the

land, he would occasionally find himself with a surplus of

goods. Once the needs of his family and local community were

met, he would attempt to trade his goods for different goods

produced elsewhere.

Thus markets were formed. These early efforts to swap

goods developed into more formal gatherings. When a

producer who had a surplus could not find another producerwith suitable products to swap, he may have allowed others to

owe him goods. Thus early credit terms would have been

developed. This would have led to symbolic representations of

such debts in the form of valuable items (such as gemstones or

beads), and eventually money.

Early Markets: - Over time, producers would have seen value in

deliberately over-producing in order to profit from selling these

goods. Merchants would also have begun to appear. They

would travel from village to village, purchasing these goods

and selling them for a profit.

Over time, both producers and merchants would regularly take

their goods to one selling place in the centre of the community.

Thus, regular markets appeared.

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The First Shops: - Eventually, markets would become permanent

fixtures i.e. shops. These shops along with the logistics

required to get the goods to them were, the start of the Retail

Trade.

Opportunities are there for taking are the retailers

prepared?

In such a scenario of rapid growth, the preparedness of Indian

retailers in terms of having appropriate formats, scalableprocesses, appropriate technology and relevant organization

capability will be crucial to success. The survey explored these

aspects.

Can Indian retailers learn from international experience

and leapfrog to the most successful formats used

abroad?

The survey respondents felt that it may be difficult to

transplant a successful international format directly and expect

a similar performance in India. Local conditions and insights

into local buying behavior have to shape the format choice.

The lessons learned from multinationals expanding to new

geographies also point to this. India would see experimentation

by retailers to identify the winning format suited to different

geographies and segments implying multiple formats by

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retailers. Such experimentation and identification of an

appropriate format for local conditions would differentiate

winners from losers in the Indian retail market of the future.

India is heading towards mall over-capacity

A majority of respondents felt that India is heading towards

mall over-capacity. A reason for this opinion is the fact that

there may not be sufficient anchor tenants to occupy all the

malls that are being planned. Also all emerging malls have very

little differentiated value propositions. Malls need to

differentiate themselves clearly and one option may be to

specialize.

Operations at a nascent stage of evolution

KPMG surveyed the retailers in India along three dimensions:

internal processes (supply chain management, private label

management and loss prevention): real estate availability and

costs, finance availability and costs.

Easy availability of finance at competitive rates is a key enabler

for growth in India. Retail space availability and costs are alsoprime issues to be dealt with. With respect to operations

management and leveraging technology, retailers in India are

at a nascent stage. This would be another area of opportunity



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for winners of the future to distinguish themselves clearly from

the rest of the industry.

Human resources the impending war for talent

India is already facing retail manpower and capability

shortages. These are set to intensify, given the rapid growth

forecast for the industry. Attrition levels, while low compared to

global standards, are set to increase going forward. Winning

the imminent war for talent is imperative for success in Indian

retailing. Indian retailers need to develop a combination of

good HR practices to enhance competency and retention while

simultaneously developing processes and systems to ensure

that high personnel turnover does not disrupt operations.

Winners of tomorrow will be those that experiment and

innovate

While there are obstacles, there are clear opportunities in

modern retailing in India.

There are many lessons India can take from other countries

that have moved along the path of retail evolution. There are

also several best practice organizations from which Indian

retailers can pick relevant lessons and tailor them to suit local

requirements .Organizations that experiment and innovate



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across different aspects will be the ones that emerge as

winners.

2.5.2 Non-Franchised Chain

Structure

Each store in a chain (or multiple store) is called a branch. The

original store, or the most important store, may double as the

head office. Very large chains may have a completely separate

building as their head office. The way chain stores are

managed can vary from a centrally controlled operation at one

extreme where virtually all decisions are made by the head

office, to the other extreme where each store can be run as a

mini business and simply return a profit to the centre. It is very

common for chain store management arrangements to be

somewhere in between these extremes, where smaller scale

and local decisions are made by the branches and decisions

affecting the whole chain are made by the head office.

Economies of Scale

As the chain grows in size and total sales volumes increase, the

company managing the chain is able to purchase goods for the

stores at terms that are more favorable. They can also exert

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more influence over the attributes of the goods they buy and

sell such as the sourcing the products' features the packaging

they come in and even the distribution and logistics involved in

getting them to the stores.

Other benefits also arise, such as rationalising some

management tasks across the whole chain and having uniform

procedures and systems common to all of the stores. They can

also rationalize marketing across the chain. This not only ismore efficient, it also allows marketing messages to be more

potent. An example of a non-franchised chain is Wal-Mart.

2.5.3 Clothing and Accessory Store

Products:-

Clothing and accessory stores sell apparel for all members of

the family, as well as luggage, leather goods, lingerie,

jewellery, uniforms, and bridal gowns. Stores in this sector may

sell all of the above items or concentrate on a few.

Expertise:-

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Clothing and accessory stores are often staffed with

knowledgeable salespersons who can help in the selection of

sizes, styles, and accessories.

Department Store:-

Department stores sell a wide selection of merchandise with no

one line predominating. These stores generally are arranged

into departments with a manager heading each department.

Products:-

Departments stores may sell apparel, furniture, appliances,

home furnishings, cosmetics, jewellery, paint, hardware,

electronics, and sporting goods. They may also sell food and

services such as optical, photography, pharmacy, insurance,

travel brokerage and funerals. They are the ultimate one-stop

shop.

Discount Department Stores:-Discount department stores

typically have fewer sales workers, relying more on self-service

features, and have centrally located cashiers. Department

stores that sell bulk items, like major appliances, usually

provide delivery and installation services.

Upscale department stores may offer tailoring for their clothing

lines and more personal service



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Distance Retailing:-

Rather than visiting a store to make a purchase, a customer

may order products from a remote location. This may be done

by mail, telephone, internet/email or other digital device such

as interactive television and even from a refrigerator.

Physical Stores v Virtual Stores:-

Retailers that practice distance retailing may also havephysical stores, such as Wal-Mart. Others may not, such as

Amazon and Arkay Hygiene

Products

All manner of products can be sold in this way, from food

groceries and large items like beds that are usually deliveredby dedicated vehicles to many smaller non-food items that

tend to be delivered by a courier or by parcel mail, such as fly

killers. The range of products on offer is only limited by the

budget of the customer and the shipping infrastructure

available in a given region.

Advantages of Distance Retailing to the Customer

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The customer does not need to travel to the store in order to

purchase goods, saving time and travel costs. Browsing

through different catalogues or on the internet or mobile phone

can also save a lot of time compared with traveling from store

to store.

Disadvantages of Distance Retailing to the Customer

There are certain products that customers prefer to touch, feel

and even try out before they purchase. An example of this is

clothing. There is, however, a distinction to be made between

different types of distance selling. For example, music can be

sampled on the internet or some mobile phones but this cannot

be done with printed catalogues.

Some customers are uncomfortable purchasing goods at a

distance if the seller isn't known to them. Whilst local stores

will develop a word-of-mouth reputation in the community, it is

harder to poll opinions for stores that are far away.

Door-to-Door Retailing



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This kind of retailing is as old as retailing itself and is still very

common, although less so in recent times. A door-to-door

salesperson may be self-employed or employed by a company

and will usually specialize in a particular product group, often

household items. Although it is common for them to visit

houses, they may also sell to businesses.

Area of Coverage

Door-to-door salespeople can be split into two main

groups. The first groups are those that stay in one locality,

selling to regular customers. Greengrocery or fresh meat sales

are typically made by these local salespeople. They will have

regular rounds and will try to time their visit so that they

appear at a given location at the same time each week (or day

or month). This way, customers may come to depend on them.

The local door-to-door salesperson may also try to extend their

round to take in more customers. The second groups are

traveling salespeople. They may procure goods in a more

opportunist way, taking advantage of a bargain when it comes

along, or buying goods to coincide with environmental changes

or particular events in the calendar.

For instance, such a salesperson may sell warm clothes at the

onset of cold weather but also sell gifts at festive times. Once

they have sold their goods, or reached the point where they

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have few customers left to sell to, they will move to another

area and repeat the process. As well as buying goods to sell on,

they may also sell goods that they have made themselves or

that their family or community have made. They also may

provide services to customers, such as mending, sewing, light

maintenance, knife sharpening etc.

Advantages

One advantage of being a door-to-door salesperson is that the

overheads are relatively low. Some door-to-door salespeople

will carry all of their stock on a vehicle but others may store it

in their homes or a small warehouse (sometimes known as a

lock up). They can also be flexible in the range that they can

carry. This can allow them to be very up-to-date with the

products that they can offer.

Disadvantages

Disadvantages include the lack of security in traveling door-to-

door whilst carrying a high value of stock or money (some

door-to-door salespeople can take card payment.

Thus reducing the risk of carrying a lot of money). Another

disadvantage is that where a shops customers come to the

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shop, door-to-door salespeople spend a lot of valuable time and

often transport costs visiting their customers - and there is no

guarantee of a sale.

2.5.4 Party and Event Retailing

This is usually a form of franchising where the retailer

invites people from the locality to a common location. The

event or the party will be a mix of socializing and retailing,

usually themed around the products on offer. Most commonly,

the retailer will be a franchisee to a wider organisation.

Products

Although party and event selling can involve a variety of goods,

it is very common that cosmetics, small household goods,clothing and sex-aids are sold.

Low Cost

Party selling is common throughout the world and can be a low

cost way of retailing for both the franchisor and franchisee.

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Samples

Often the franchisor will supply samples and a small selection

of goods to the franchisee so that their potential customers at

the event can try the products out.

Recruitment

These parties can also be used to recruit new franchisees.

2.5.5 Single Independent Non-Franchised

Store

A single independent store may be run an individual, but is

more typically run by a family.

Decline

In highly industrialized regions, these types of outlets have

decreased in number, in favour of franchise operations or

chains.

Products and Catchments

They may be general stores, catering to a limited geographical

range or may sell specialized products to a wider area.

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Pros and Cons

The advantages of single independent stores are that they can

be tailored to their customers needs and offer a more personal

service. One of the main disadvantages is that the running

costs may not be as favorable as with a chain or franchise. If

the store is selling general goods, the costs of purchasing stock

will also be higher.

Street Market

The tradition of selling from market stalls goes back to the

early days of retailing where traders could gather in one area

to sell their wares.

Location

Street markets, or open-air markets, are common around the

world and are particularly popular in temperate or warm

climates.

Regulation

In many countries, street trading has been increasingly

regulated through history. In England, towns were given rights

by the King or Queen of the day to hold a market.

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These charters specified the nature of the market and laid

down the days when it could operate. Some towns had a

permanent market while others were permitted to hold their

market just one or two days in the week (or even less

frequently). Many of these arrangements continue to this day.

Types of Street Market Retailer

Street market traders can be put into two categories, (i) those

that sell goods opportunistically, taking advantages of low cost

goods that come available, or environmental and other

conditions that temporarily increase demand for particular

products; (ii) those that regularly sell one product type to

regular customers.

Governance

The way that street markets are operated and governed varies.

The following variations are possible, including a mix of some

of them:

1. No formal governance.

Traders will simply share a space along a road (or an off-street

area) and trade as separate businesses.

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This type of arrangement has little or no bureaucracy and can

be very efficient for the traders. Often traders will not pay any

rent for their space (or "pitch"). Many traders will keep their

pitch for many years, even handing their "right" to this space

from generation to generation. Although it can be

advantageous to the incumbent stall holders, this can lead to a

lowering of competition as new stall holders find it difficult to

come onto the market. Occasionally this informal arrangement

can lead to gangsters and even violence between stall holders

and with potential stall holders. It could also give rise to

protection rackets and other illegal activity.

2. Council Run

Street markets are commonly run by local councils, who set the

regulations and, where appropriate charge rental fees. The

regulations can range from informal arrangements involving

the allocation of street area only to very strict regulations with

an enforcement regime where traders may be inspected

regularly for health and safety and other legal requirements

and may be restricted to selling certain types of goods. As well

as renting plots of land, some council may even rent the stallsthemselves, which may be permanent fixtures on a street (or

off-street area).



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3. Run by a Compan y

A company may own or rent a street (or an off-street area) and,

in turn, rent small plots of land to stallholders. They may also

impose regulations in a similar way that councils do. Some

companies such as large retailers may have a street market on

their forecourt or other area that they own. Good street

markets can attract many shoppers. A retailer may find that

having a market outside their bricks and mortar store may begood for their trade. They may charge a low rent or no rent at

all in order to encourage stall holders to trade on their land and

to keep their prices low, thereby attracting more customers.

They, may, however, restrict stall holders to selling goods that

do not compete with their own products, subject to competition

laws that may exist in the jurisdiction.

4. Run by a Co-operative (Co-op)

The stallholders themselves may own or rent the land on which

their stalls are trading. They may contribute towards the costs

of maintaining or paying for the site by each paying an amount

of money. The amount paid may simply be commensurate with

the amount of stalls they own, or may be linked to the amount

of turnover they can achieve or may be negotiated on a

stallholder-by-stallholder basis.



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It is common for street trader co-ops to have regulations that

are binding on each member. Once again, these regulations

may range from a few informal rules to detailed and specific

rules. Many co-ops will operate a democratic system whereby

they may elect a leader, or a council (or both) to run the co-op,

or may even vote on every decision.

Pros and Cons

The advantages of street market retailing are that it has

relatively low overheads and allows flexibility. The

disadvantages are that sales can be adversely affected in

inclement weather and the stall (usually) needs to be set up

each day, which can take a considerable amount of time and

effort. There also needs to be an area for goods to be stored

when the stall is not being used.



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Chapter 3

3. THEORETICAL ASPECTS OF THE

SURVEY

3.1 INTRODUCTION OF THEOTICAL ASPECTS



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3.1 INTRODUCTION OF THEOTICAL ASPECTS

3.1.1 UNDERSTANDINGCUSTOMERSERVICE

Marketers must determine what customers does want-and

then give it to them. This can be done in several ways. Once is

by getting feedback regarding buyer preferences and then

suing this information to customize the service delivery. For

example, what do restaurant guests want? It has been found

that these are gender preferences.

3.1.2 IDENTTYYOURECUSTOMERS

The customer can fall into different groupings; the way to cater

to one group may be deferent from that of another. There are

other customers groups besides men and women. Today, many

fast food giants McDonald's for example is now targeting on

kids (refer fig 1). Some eating-houses load the area with toys

and games, and supervise the children, which their families eat

in the main dining hall.

3.1.3 CUSTOMERLOYALTY

The traditionally role of marketing has been to win customers.

No emphasis was on retaining them.



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Research studies indicate that most service firms lose more

than 30 per cent of their customer before, or at the time of a

repurchase decision mainly through poor service, and the only

reason market shares do not drop is because competitors are

usually in the same position and are losing customers to their

rivals. This means there is a high turnover of dissatisfied

customers who are looking customers to their rivals.

3.1.4 ADDEROFLOYALT

Customer loyalty is commitment to do business with a

company on ongoing basis. The idea of loyalty can be displayed

with a ladder. Through appropriate marketing strategies

marketer should aim to convert suspect into committed loyal

advocated for the firm. Set of scales cam also be used to view

the loyalty concept. Service firms must arrest growing number

of disaffected ex-customer who will be critical and advise

other .customer or prospects not to buy from the organization.

3.1.5 RELATIONSHIP AND AVERAGE CUSTOMER

LIFETIME

The measurement of customer loyalty is known as the

customer retention rate. With the firm with improved retention

rate the average life of a customer increase.

For example, if a firm is able to increase its average



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retention from an annual 80 per cent of 90 per cent it will

accurately double the average customer lifetime from five to

ten year if it period (5x20). If it is retains 90 percent it will lose

just half of (hem over a five-year period (5x10=50%).It has

been found that increased customer retention brought increase

customer lifetime value. Lifetime value of a customer can be

calculated.

3.1.6 CUSTOMER SATISFACTION IN SERVICE

The primary objective of service producers and marketers is

identical to that of all markets, to develop and provide offering

that satisfy consumer needs and expectations, thereby

ensuring their own economic survival. In other words, service

marketers need to be able to close the customer gap between

expectations and perceptions. To achieve this object, service

producers need to understand how consumers choose and

evaluating their services offerings. Unfortunately, most of what

knows about consumer evaluation processes pertains

specifically to goods.

The assumption appears to be that services, if not identical to

goods, are at least similar enough in the consumer's mind that



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they are choosing and evaluate in the same manner means

that satisfaction is the customer's evaluation of a product or

service in term of whether that product or service has met their

needs and expectations. Failure to meet needs and

expectations is assumed to result in dissatisfaction with the

product or service.

Customer satisfaction is influenced by specific product or

service features and by perceptions of quality as suggested.

Satisfaction is also influenced by customer emotional

responses, their attributions, and their perceptions of equity.

Product and service Features Customer satisfaction with a

product or service is influenced significantly by the customer

evaluation of product or service features. Customers' emotions

can also affect their perceptions of satisfaction with products

and service. This emotion can be stable, pressing emotions.

Specific emotions may also be induced by the consumption

experience itself, influencing a consumer's satisfaction with the

service. Attributions the perceived causes of events influence

perceptions of satisfaction as well.



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When they have been surprised by an outcome {the service is

either much better or much worse than expected), consumer

tends to look for the reasons. And then assessments of the

reasons can influence their satisfaction.

A customer satisfaction is also influenced by the perceptions of

equity and fairness, in addition to products or services are

offered in combination with a physical product, services quality

may be very critical in determining customers' satisfaction.

Reliability: ability to perform the promised service

dependably and accurately

Assurance employees' knowledge and courtesy and their

ability to inspire trust and confidence.

Tangibles: appearance of physical facilities, equipment,

personnel, and written materials.

3.1.7 Responsiveness:

Willingness to help customers and provide prompt service.

Reliability is defined as the ability to perform the promised

service dependable and accurately.

In its broadest sense, reliability means that the company



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promise about delivery, service provisions, problems resolution

and pricing.

Customer want to do business with the companies that keep

their promises, particularly their promises about the service out

comes and core service attributes.

Assurances are defined as employee's knowledge and courtesy

and the ability of the firm and its employee to inspire trust and

confidence. This dimension is likely to be particularly important

for services that the customer perceives as involving high risk

and or about which the feel uncertain about their ability to

evaluate outcomes-for example banking, insurance, brokerage,

medical and legal service.

Empathy is defined as the caring, individualized attention the

firm provides to its customers. The essence of the empathy is

conveying, through personalized or customer service, those

customers are unique and special. Customers want to feel

understood by and important to firm that provides service to

them. Tangibles are defined as the appearance of physicalfacilities, equipment, personnel and communication material.

All of these provide physical representation or image of the



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service that customer, particularly new customers, will use to

evaluate quality. Service industries that emphasize tangible in

their strategies include hospitality service where the customer

visits the establishment to receive the service, such as

restaurants and hotels, rattails stores, and entertainment

companies.

Responsiveness is the willingness to help customers and to

provide prompt service. This dimension emphasizes

attentiveness and promptness in dealing with customer

requests, questions, complaints, and problems.

Responsiveness is communicated to customer by the length of

time they have to wait for assistance, answers to questions, or

attentions to problems. Responsiveness also captures the

notion of flexibility and ability to customize the service to

customer needs.

3.1.8 IMPORTANCE OF CUSTOMER SATISFACTION

Customer satisfaction is a marketing tool and a definite value

added benefit. Customers often perceive customer satisfaction

as important as the primary product or service yourorganization offers.



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3.1.9 FOUR STEPS TO ENSURE CUSTOMER

SATISFACTION

1. Always create a good first Impression, in person and on the

phone

2. Communicate effectively (listen and ask questions) and give

each customer your full attention.

3. Handle each transaction fast, accurately, and professionally

4. Thank each customer for the opportunity to serve them and

make sure they are completely satisfied.

3.1.10 DEFINING CUSTOMER VALUE AND SATISFACTION

Peter Drcucker observes that a companys first task is to

create customers. However, customers face a vast array of

product and brand choices, prices and suppliers. How do they

make their choices? We believe that customers estimate which

offer will deliver the most value.

3.1.11 Customer perceived value



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A) Total customer value is the perceived monetary value of

the bundle of economic, functional, and psychological benefits

customers expect from a given market offering.

B) Total customer cost is the bundle of cost customers

expect from incur in evaluating, obtaining, using and disposing

of the given market offering.

C) TOTAL CUSTOMER SATISFACTION

Whether the buyer is satisfied after purchase depends on the

offers performance in relation to the buyers expectation. In

general, satisfaction is a persons feeling of pleasure or

disappointment resulting from comparing a products perceived

performance in relation to his or her expectations.If the

performance falls short of expectations, the customers are

dissatisfied. If the performance matches the expectation, the

customer is satisfied. If the performance exceeds expectations,

the customer is highly satisfied or delighted.

D) Customer Expectations



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If marketers raise expectations too high, the buyer is likely to

be disappointed. However, if the company sets expectations

too low, it wont attract enough buyers.

E) Delivering High Customer Value

The key to generate high customer loyalty is to deliver high

customer value. According to Michael Lannig, in his Delivering

Profitable Value, a company must design a competitively

superior value proposition aimed at a specific market segment,

backed by a superior value- delivery system.

F) Measuring Satisfaction

Although the customer-centered firm seeks to create high

customer satisfaction that is not its main goal. If the company

increases customer satisfaction by lowering its price or

increasing its services, the result may be lower profit. The

company might able to increase its profitability by means other

than increased satisfaction. Also the company has many

stakeholders, including employees, dealers, suppliers and stock

holders.

Spending more to increase customer satisfaction might divert

funds from increasing the satisfaction of other partners.



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Ultimately, the company must operate on the philosophy that it

is trying to deliver a high level of customer satisfaction subject

to delivering acceptable levels of satisfaction to other stake

holders, given its total resources.

G) DELIVERING CUSTOMER VALUE AND SATISFACTION

This involves the following five capabilities: understanding

customer value; creating customer value; delivering customervalue; capturing customer value; and sustaining customer

value. To succeed, a company needs to use the concepts of a

value chain and a value-delivery network.

H) Value Chain

Michael Porter of Harvard proposed the value chain as tool for

identifying ways to create more customer value.Every firm is asynthesis of activities that are performed to design, produce,

and market, deliver and support its products.

The value chain identifies nine strategically relevant activities

that create value and cost in a specific business. These nine

values- creating activities consists of five primary activities and

four supports activities.

The firms task is to examine its costs and performance in each

value- creating activity and to look for ways to improve it.



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The firm should estimate its competitors costs and

performance as benchmarkagainst which to compare its own

costs and performances. It should go further and study the

best of class practices of the worlds best companies.The

firms success depends not only on how well each department

performs its work, but also on how well the various department

activities are coordinated. Too often, company departments act

to maximize their interests.

A credit department may take along time to check a

prospective customers credit so as not to incur bad debts.

Mean while, the customer waits and the sales person is

frustrated. A traffic department chooses to ship the goods by

rail to save money and again the customer waits. Each

department has erected walls that slow down the delivery of

quality customer service. The solution of this problem is to

place more emphasis on the smooth management of core

business process.

These include:-



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The market sensing process

The new offering realization process

The customer acquisition process

The customer relationship management process

The fulfillment management process.

CHAPTER 4

ANALYSIS AND INTERPRETATION OF

DATA



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TABLE NO.1

How frequently you visit Big Bazaar?

Particulars Respondents PercentageFirst Time 10 9%

Second Time 25 23%Third Time 35 32%

Many Time 40 36%

Total 110

Source- Compiled Survey



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Customers are Visit Big Bazaar

0%

10%

20%

30%

40%

First Time Second Time Third Time Many Time

Percentage

INTERPRETATONS- The above table shows that 9%

respondents are First time visit to Big Bazaar, 23% respondents

are Second time, 32% respondents are Third time and 36%

respondents are Many times. Customer having many time are

36% which is higher, it indicate Big Bazaar better CRM.

TABLE NO.2

How did you come to know about Big Bazaar?

Particulars Respondents PercentageAdvertisement 60 55%

Friend &Relatives

50 45%

Total 110




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customers frequently visit Big Bazaar

0%

10%

20%

30%

40%

50%

60%

Advertisement Friend & Relatives

Percentage


respondents are come to the Advertisement, 45% respondents

are Friends & relatives. Customer awareness about big bazaar

through various sources indicates that 36% of respondents

know about big bazaar through advertisement.

TABLE NO.3

Is your expectation meet in Big Bazaar?

Particulars Respondents PercentageYes 80 73%

No 30 27%Total 110




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Customer Expectations

0%

20%

40%

60%

80%

Yes No

Percentage


respondents are satisfied for the expectation and 27%

respondents are not satisfied. Customers are satisfied is their

expectations, the satisfaction ratio is high i.e, 73% which is a

good sign.

TABLE NO.4

What is your opinion about the service in Big Bazaar?

Particulars Respondents PercentageVery Good 35 32%

Good 40 36%Average 35 32%

Total 110




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Customers opinion about service

30%

32%

34%

36%

38%

Very Good Good Average

Percentage


respondents are opinion was Very good, 36% respondents are

Good and 32% respondents are opinion about service was

Average. It has very good, 36% of them rate it has good and

others as average

TABLE NO.5

Is employees communication is good with customers?

Particulars Respondents Percentage

YES 60 55%NO 50 45%Total 110




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Empolyee's communication with customers

0%

10%

20%

30%

40%

50%

60%

YES NO

Percentage


respondents said that well communication with us, 45%

respondents said that No. Maximum of the customers say it

was good (55% of the respondents).

TABLE NO. 6

Is rate the employees behavior with customers?Particulars Respondents PercentageExcellent 25 23%

Good 30 27%Better 50 48%

Worst 05 2%

Total 110




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Empolyee's behaviour with customers

0%

10%

20%

30%

40%

50%

60%

Excellent Good Better Worst

Percentage


respondents are said that better behavior with customers, 35%

respondents are said that good behavior, 16% respondents

said that excellent and 2% respondents said that worst. Better

percentage is very high which good sign from the company

point of view.

TABLE NO.7

Is their any additional benefit in Big Bazaar?

Particulars Respondents PercentageYes 60 55%No 50 45%

Total 110



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Additional benefits in Big Bazaar

0%

10%20%

30%

40%

50%

60%

Yes No

Percentage


respondents know about additional benefit in Big Bazaar, 45%

respondents are said that No.

TABLE NO.8

Are you aware of Discount facilities available inBig Bazaar?

Particulars Respondents PercentageYes 80 73%



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No 30 27%Total 110


Discount facility in Big Bazaar

0%

20%

40%

60%

80%

Yes No

Percentage


respondents are said that Discount facilities available, 27%

respondents are no Discount facilities. Which shows that

customers have a great intrest in the discount offers available

at Big Bazaar.

TABLE NO.9

Which factors influence you to buy at Big Bazaar?

Particulars Respondents PercentageLow Price 20 18%



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Discount 30 27%Nearness 10 9%

Offers 50 46%Total 110


Factors influence custome to buy

0%

10%

20%

30%40%

50%

Low Price Discount Nearness Offers

Percentage


respondents know about the Low price, 27% respondents are

Discount, 9% respondents are Nearness and 46% respondents

are opinion about Offers. The customers to buy at big bazaar,

46% respondents are influenced with offers provided their.

TABLE 10

Are you aware of free Home Delivery offer at BigBazaar?

Particulars Respondents Percentage



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Yes 45 49%No 65 51%

Total 110


Free home delivery offered at Big Bazaar

48%

49%

50%

51%

52%

Yes No

Percentage

INTERPRETATONS- The above table shows that ratio

awareness of free home delivery at Big Bazaar. YES 49%,

No - 51%

TABLE NO.11

Your opinion on prices in Big Bazaar?

Particular Respondents PercentageVery Less 35 32%



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Normal 50 45%Higher 25 23%

TOTAL 110


Opinion on prices

0%

10%

20%30%

40%

50%

Very Less Normal Higher

Percentage


respondents know about the Very less, 45% respondents areNormal and 23% respondents are opinion about Higher. 45% of

the respondents say it is normal, compared to other

supermarkets.

TABLE NO.12

Your opinion about the quality of groceries in BigBazaar?

Particular Respondents Percentage



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Very Good 35 32%Good 50 45%

Average 25 23%TOTAL 110


Opinion about the quality of grceries

0%

10%

20%

30%

40%

50%


Percentage


respondents know about the Very good, 45% respondents are

Good and 23% respondents are opinion about Average.

Maximum of respondents rate it has good i.e.45%.

TABLE NO.13

Your opinion on stock availability of groceries inBig Bazaar?




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Always 70 63%Sometimes 25 23%

Rarely 15 14%TOTAL 110


Opinion on stock availability of groceries

0%

20%

40%

60%

80%

Always Sometimes Rarely

Percentage

INTERPRETATION- The above table shows that 63%

respondents are said that Always, 23% respondents are

sometimes and 14% respondents are opinion about rarely.

Maximum of the respondents are happy with stock availability.

TABLE NO.14

Your opinion on prices of fruits & vegetables inBig Bazaar?



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Particular Respondents PercentageVery Less 25 23%

Normal 50 45%Higher 35 32%TOTAL 110

Compiled Source- Survey

Prices of fruits & vegetables

0%

10%

20%

30%

40%

50%

Very Less Norm al Higher

Percentage

INTERPRETATION- The above table shows that 23%

respondents are said that Very less, 45% respondents are

Normal and 32% respondents are said that price was Higher.

45% of respondents are of the opinion that it is normal

compared to others.

TABLE NO.15

Your opinion on quality in fruits & vegetables inBig Bazaar.



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Very Good 35 32%Good 55 50%Average 20 18%TOTAL 110

Compiled Source- Survey

Quality of fruits & vegetables

0%

10%

20%

30%

40%

50%

60%


Percentage

INTERPRETATION- The above table reveals that 32%

respondents are said that quality was Very good, 50%

respondents are said Good and 18% respondents are said

Average. 50% of the respondents rate has good which is

satisfactory.



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CHAPTER 5

FINDINGS, SUGGESTIONS &CONCLUSIONS

5.1 FINDINGS

5.2 SUGGESTIONS

5.3 CONCLUSIONS

5.4 BIBILIOGRAPY

5.5 ANNEXURE

5.1 FINDINGSINSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIPDEVELOPMENT,PUNE


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5.1.1) Customer having many time are 36% which is higher, it

indicate that Big Bazaar better CRM.

5.1.2) Customer awareness about big bazaar through various

sources indicates that 36% of respondents know about big

bazaar through advertisement.

5.1.3) Customers are satisfied is their expectations, thesatisfaction ratio is high i.e. 73% which is a good sign.

5.1.4) 36% of respondents are say that service is good in Big

Bazaar and others as average.

5.1.5) Maximum of the customers says it was good (55% of the

respondents).The communication of the level of the employees

with customer was satisfactory.

5.1.6) Employees behavior with customer, better percentage is

very high which good sign from the company point of view.

5.1.7) Customers have a great intrest in the discount offers

available at Big Bazaar.



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5.1.8) the customers to buy at big bazaar, 46% respondents

are influenced with offers provided by Big Bazaar..

5.1.9) 45% of the respondents say it is normal prices in Big

Bazaar, compared to other supermarkets.

5.1.10) Maximum of respondents say it is good quality of

groceries rate it has good i.e.45%. Compared to other

supermarkets.

5.1.11) Maximum of the respondents are happy with stock

availability in Big Bazaar.

5.1.12) 45% of respondents opinion about prices on fruits and

vegetables is normal, compared to others.

5.1.13) 50% of the respondents rate has well which is

satisfactory on quality of fruits and vegetables.



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5.2 SUGGESTIONS

5.2.1) Customer having many time are only 36%, this is good

Relationship ratio with customers. But you more develop CRM

programs than automatically customers are visiting your

organization.

5.2.2) Most of customers are come to Big Bazaar through

advertisement, you implimating CRM programs than customers

closely relationship with Big Bazaar.

5.2.3) Only 27% of Customers are unsatisfied their own

expectations that is good ratio. You study your target customer

needs and fulfilled their expectations. Than this percentage

came into 0%.

5.2.4) customers opinion about the service was average, so

you more training your executives on handling to the

customers.

5.2.5) Customers facing problems of setting and water, so you

arrange chairs and water facility in every floor. Because here

not only come young peoples but also elders.

5.2.6) Some peoples are told to me here not available Tea and

Coffee. Because some people are after eating a bakery items

they also interest drinking tea or coffee, so you please

arrangement.



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5.2 CONCLUSION

Customer Relationship Management strategy and object will

change they have to if one has to continues competing

however no matter where begins CRM they the benefits will

start from day one. Where they are in the from of profits

decreased higher staff moral or greater band equity.

Promotional activities should be carried out in order to

compete effectively with its competitors and to create

awareness.

Company should fulfi ll the said promises about the

lucky draws & additional discounts.

Unity of command should me maintained in the

organization



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5.4 BIBILIOGRAPHY:

Customer Relationship Management -

How to turn a good business into a great one

Written By- Graham Roberts, Phelps

Published By- Viva Books Private ltd New Delhi.

Customer Relationship Management-

Delivering the Benefits. A whitepaper by CRM ( UK) Ltd

and sector consulting ltd.

Broachers of Big Bazaar, Belgaum

Web Sites-

www.kpmg.ca

www.iimahd.ernet.in/publications/data/2005-

07-04pksinha.pdf

www.ciionline.org/events/2825/cii_con.pdf

www.sify.com

www.itcportal.com

www.kpmg.com.cn/redirect.asp?id=6772

http://www.kpmg.ca/http://www.iimahd.ernet.in/publications/data/2005-%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%2007-04pksinha.pdfhttp://www.iimahd.ernet.in/publications/data/2005-%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%2007-04pksinha.pdfhttp://www.ciionline.org/events/2825/cii_con.pdfhttp://www.sify.com/http://www.itcportal.com/http://www.kpmg.com.cn/redirect.asp?id=6772http://www.kpmg.ca/http://www.iimahd.ernet.in/publications/data/2005-%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%2007-04pksinha.pdfhttp://www.iimahd.ernet.in/publications/data/2005-%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%20%2007-04pksinha.pdfhttp://www.ciionline.org/events/2825/cii_con.pdfhttp://www.sify.com/http://www.itcportal.com/http://www.kpmg.com.cn/redirect.asp?id=6772


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ANNEXURE

NAME:MR/MRS------------------------------------------------------------------------------------------------------------------------------AGE---------------------------------------------------------------------Telephone number------------------------------------------------Address------------------------------------------------------------------------------------------------------------------------------------------Occupation: Professionals Housewives

Business Other

1. How frequently you visit to Big Bazaar?

a) First Time [ ] c) Third Time [ ]

b) Second Time [ ] d) Many Time [

Crm on Big Bazaar

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