A

SUMMER INTERNSHIP PROJECTON

“A Study of Consumer Image of Big Bazaar in Surat City”

Submitted to

S.R. LUTHRA INSTITUTE OF MANAGEMENT IN PARTIAL FULFILLMENT OF THE

REQUIREMENT OF THE AWARD FOR THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATIONIn

Gujarat Technological UniversityUNDER THE GUIDANCE OF

Faculty Guide: Company Guide:

Mr. Riddhish Joshi Mr. Samsul Raje

Assistant Professor (H.R. Manager)

(Big Bazaar)

Submitted byMs. Shweta S. Germanwala [Batch No. 2015-17]

Enrollment No. 157500592024

MBA SEMESTER III

S.R. LUTHRA INSTITUTE OF MANAGEMENT – 750MBA PROGRAMME

Affiliated to Gujarat Technological University

Ahmedabad

July, 2016

Company Certificate (On Company Letterhead)

This is to certify that Mr. Mayur D. Surti from S.R. LUTHRA INSTITUTE OF

MANAGEMENT, has carried out the research on the subject titled “

” at this company / organization under the supervision of Mr. R. K. Shah, from 6 th

June 2016 to 16th July, 2016. I also certify that, the above mentioned student has

carried the research work satisfactorily.

Place: - Surat

Date: - _________ (Any date after 16th July,2016)

________________

(Name & Designation)

Students’ Declaration

I, Ms. Shweta S. Germanwala, hereby declare that the report for Summer Internship

Project entitled “A Study of Consumer Image of Big Bazaar in Surat City ” is a result

of my own work and my indebtedness to other work publications, references, if any,

have been duly acknowledged.

Place: Surat

Date: 20 July 2016

__________________(Shweta S. Germanwala)

Institute’s Certificate

Certified that this Summer Internship Project Report Titled “A Study of Consumer Image of Big Bazaar in Surat City” is the bonafide work of Ms. Shweta S.

Germawala (Enrollment No. 157500592024), who has carried out the research under

my supervision. I also certify further, that to the best of my knowledge the work

reported herein does not form part of any other project report or dissertation on the

basis of which a degree or award was conferred on an earlier occasion on this or any

other candidate.

Place: Surat

Date: 20 July 2016

___________________

(Riddhish Joshi)

Asst. Professor

___________________

(J. M. Kapadia)

Director

PREFACE

I received my training at Big Bazaar, Surat as a requirement of the MBA curriculum.

This training has provided me a clear insight of the application of theoretical

knowledge into practical scenario. To target the customers it is imperative to

understand their mind set and preferences. With the help of this study analyze

consumer image towards Big Bazaar.

The research topic is study of consumer image of Big Bazaar in Surat city.

From 6th June 2016 to 16th July 2016 the research has been conducted.

Firstly, Macro analysis of Retail industry has been analyzed with help of Global level,

national level, state level, PESTEL analysis. Secondly, micro analysis related to

company, its organizational structure and production has been done. Detail literature

review has been done to know the customer image of Big Bazaar.

ACKNOWLEDGEMENT

I take an opportunity to acknowledge my indebtedness to Big Bazaar, Surat for

accepting me and giving me opportunity to learn practical things.

I wish to express my sincere gratitude to Mr. Samsul Raje (HR Manager) from Big

Bazaar for providing me training in this reputed organization and giving me a chance

to have the experience of actual retail operations.

I would like to thank S. R. Luthra Institute of Management for providing such kind of

opportunity.

I wish to express my gratitude to Dr. J.M. Kapadia, Director of S. R. Luthra Institute

of Management who always shared their thought in creating this project.

I wish to express my sincere gratitude to Mr. Riddhish Joshi from Institute of S.R.

Luthra Institute of Management for providing me valuable guidance in project, right

from the stage of selecting the project till the stage of completion of the project.

Finally, I also express my sincere thanks to all my respondents for their co-operation

and all those people who have directly or indirectly helped me for the completion of

my project work.

This was a great experience for me and would be helpful for me towards my career

prospects.

EXECUTIVE SUMMARY

Perception is the way we all interpret our experiences. Having the right perception is

significant skill for any effective leadership. It is important to understand

that perception is often portrayed through communication in any organization be it

big or small and therefore, it is a pertinent tool in leadership.

Big Bazaar is a chain of hypermarket in India, which caters to every family’s needs

and requirements. This retail store is a subsidiary of Future group, and is an answer

to the United States’ Wal-Mart. Big Bazaar has released the doors for the fashion

world, general merchandise like sports goods, cutlery, crockery, utensils, and home

furnishings etc. at best economical prices.

A marketing project has been undertaken to know the Consumer Image toward Big

Bazaar. For the same it is focused mainly on the Customer of Big Bazaar.

Sample Size was 160 customer of Big Bazaar. To get the responses from the

Customer method of structured questionnaire was used. The survey was limited to

Surat city only.

For data analysis of this project various charts are prepared. Using SPSS software

data analysis has been done. Chi-Square is applied to check the dependency of one

variable on other variable.

Today the consumer looks beyond price, and other factor such as quality, employees

behavior, variety have become more important. Big Bazaar is satisfying its

customers with low price, good location and variety of products.

TABLE OF CONTENTS

o Company’s Certificateo Students’ Declarationo Institute’s Certificateo Prefaceo Acknowledgemento Executive Summary

Sr. No.

Particulars Page No.

1. Introduction 1-52. Industry Profile 6

a. Global

b. National

c. State

d. PESTEL

e. Current trends

f. Major Players

g. Major Offerings

7

9

14

15

18

19

25

3. Company Profile 26a. Company Profile

b. Organogram

c. Divisions/ Departments

d. SWOT

e. Market Position

26

42

44

57

58

4. Review of Literature 59-665. Research Methodology 67

a. Problem Statement

b. Research Objective

c. Research Design

i. Type of Design

ii. Sampling

iii. Data Collection

6

7

6

7

6

7

iv. Tools for Analysis

v. Limitations of the Study

6

8

6. Data Analysis 68-1107. Findings 1118. Conclusions and Recommendations 1129. Bibliography 11310 Annexure 119

LIST OF TABLES

Sr. No. ParticularsTable No.

Page No.

1. Top ten Retailers 2.1 8

2. SWOT Analysis 3.1 57

3. Cronbach’s alpha 6.1 100

4. KMO and Barlett’s Test 6.2 101

5. Total Variance Explained 6.3 101

6. Rotated Component Matrix 6.4 103

7. Factor Interpretation 6.5 104

8. Hypothesis 1 6.6 105

9. Hypothesis 2 6.7 106

10. Hypothesis 3 6.8 108

LIST OF FIGURES

Sr. No. ParticularsFigure

No.Page No.

1. Factors that influence perception 1.1 3

2. Evolution of India Retail 2.1 12

3. 3B Model of Management 3.1 30

4. Future Group 3.2 34

5. Big Bazaar 3.3 35

6. Organization Structure of Big Bazaar(Operations) 3.4 42

7. Organization Structure 3.5 43

8. Store Hierarchy 3.6 43

9. Line of Business 3.7 50

10. Home Brand 3.8 53

11. Other Brand 3.9 53

12. Scee Plot 6.1 102

CHAPTER 1

INTRODUCTION

What is Perception?

Perception is the way we all interpret our experiences. Having the right perception is

significant skill for any effective leadership. It is important to understand

that perception is often portrayed through communication in any organization be it

big or small and therefore, it is a pertinent tool in leadership.

Previous experience and learning, attitudes and interests, needs and feelings, and

the current situation all affect perception.

Perception differs from individual to individual due to a variety of personal, socio-economical, and cultural differences. 

A process by which individuals organize and interpret their sensory impressions in

order to give meaning to their environment.

People’s behavior is based on their perception of what reality is, not on reality itself.

The world as it is perceived is the world that is behaviorally important.

Shortcuts in judging others

Selective Perception: People selectively interpret what they see on the basis of their

interests, background, experience and attitudes.

Halo Effect: Drawing a general impressions about an individual on the basis of a

single characteristics.

Contrast Effect: Evaluation of a person’s characteristics that are effected by

comparisons with other people recently encountered who rank higher or lower on the

same characteristics.

Projection: Attributing one’s own characteristics to other people.

Stereotyping: Judging someone on the basis of one’s perception of the group to

which that person belongs.

The Perception Process

Selection

The world around us is filled with an infinite number of stimuli that we might attend

to, but our brains do not have the resources to pay attention to everything. Thus, the

first step of perception is the (usually unconscious, but sometimes intentional)

decision of what to attend to. Depending on the environment, and depending on us

as individuals, we might focus on a familiar stimulus or something novel. When we

attend to one specific thing in our environment—whether it be a smell, a feeling, a

sound or something else entirely—it becomes the attended stimulus.

Organization

Once we have (consciously or unconsciously, though usually the latter) chosen to

attend to a stimuli in the environment, it sets off a series of reactions in our brain.

This neural process starts with the activation of our sensory receptors (touch, taste,

smell, sight and hearing). The receptors transduce the input energy into neural

activity, which is transmitted to our brains, where we construct a mental

representation of the stimulus (or, in most cases, the multiple related stimuli) called a

percept. An ambiguous stimulus may be translated into multiple percepts,

experienced randomly, one at a time, in what is called "multistable perception."

Interpretation

After we have attended to a stimulus, and our brains have received and organized

the information, we interpret it in a way that makes sense using our existing

information about the world. Interpretation simply means that we take the information

that we have sensed and organized, and turn it into something that we can

categorize. For instance, in the Rubin Vase illusion mentioned earlier, some

individuals will interpret the sensory information as "vase", and some will interpret it

as "faces". By putting different stimuli into categories, we can better understand and

react to the world around us.

Factors that influence Perception

Figure 1.1

Importance

Consumer Perception Basics

Consumer perceptions can determine the success or failure of a business. For

example, if a retail store has a reputation of being selling best products in city,

the general consumer perception in the city might be that you should to go the

same retail store if you want best products. On the other hand, if consumers

have negative views about company it could seriously hamper revenue

success. For instance, if a hardware store becomes known for cheap, shoddy

products, consumers might avoid purchasing its goods unless they cannot

afford higher quality goods.

Marketing

Marketing describes how a company chooses what types of products and

services to offer and how it distributes, prices and promotes those products and

services. Consumer perceptions often determine the types of products and

services companies offer. Businesses create advertisements to make

consumers aware of their products and services and influence how consumers

perceive those products and services.

Branding

A trademark is a name, phrase, symbol or combination of words and symbols

that a company uses to distinguish its identity or brand or its products from

others. Businesses spend large amounts of resources to build up brand name

recognition and to get consumers to associate certain positive qualities with

their brands. Consumers may be more trusting of more recognizable brands,

which can influence buying behavior.

Considerations

Businesses often conduct market research to gain insight into consumer

perceptions and preferences. Understanding how and why consumers make

the choices they do is integral to providing products and services that will be in

demand and promoting those products and services effectively.

Different customers may perceive one and the same product or service in different

ways. A customer’s perception of an offering may even deviate from what the

producer or service provider or marketer had intended. This may cause serious

problems in today’s attention economy. Everybody is exposed to more and more

diverse information than ever before. It is hard enough for an offering to get a

potential customer’s attention at all. If the customer’s perception of this offering is an

unfavourable one, it probably will not get a second chance to make a better

impression.

Impact factors on customer perception

Customer perception is influenced by a variety of factors. Besides the actual

outcome – i.e. did the product or service deliver the expected function and did it fulfill

the customers need – the whole process of consumption and all interactions involved

are of crucial importance. In today’s globalised information driven economy this can

also comprise issues.

Customer perception is dynamic. First of all, with the developing relationship

between customer and company, his perceptions of the company and its products or

services will change.

The more experience the customer accumulates, the more his perceptions will shift

from fact-based judgments to a more general meaning the whole relationship gains

for him. Over time, he puts a stronger focus on the consequence of the product or

service consumption.

Moreover, if the customers’ circumstances change, their needs and preferences

often change too. In the external environment, the offerings of competitors, with

which a customer compares a product or service will change, thus altering his

perception of the best offer around. Another point is that the public opinion towards

certain issues can change. This effect can reach from fashion trends to the public

expectation of good corporate citizenship. Shells intention to dump its Brent Spar

platform into the ocean significantly altered many customers perception of which

company was worth buying fuel from.

CHAPTER 2

INDUSTRY PROFILE

What is ‘retail’?

The word retail is, in fact, derived from the French word RETAILER, which means to

cut off a piece or break bulk. A retailer may be defined as a ‘dealer or trader who

sells goods in small quantities’ or’ one who repeats or relates’. Retailing can hence,

be considered as the last stage in the movement of goods and or services to the

consumers. But simply, any firm that sells products to the final consumer is

performing the function of retailing. It thus consists of all the activities involved in the

marketing of goods and services directly to the consumers, for their personal, family

or household use.

The past century has been witness to many changes occurring in everyday world.

Industrial and technological growth has made a significant impact on lives of

consumers. One such industry, which has made a phenomenal impact on consumer

daily lives, is retail. This industry touches their lives as end consumers, by providing

them with the products or services that they need.

Almost everything that consumer use in their daily lives including the feed they eat,

the clothes they wear, and the things they need for their homes or for themselves,

are bought from retail stores. Goods are manufactured all over the world but are

ultimately sold to them through these retail stores.

India has already proven its mettle as superpower in the area of information

technology. The retail industry offers to bloom to the same level if conductive

environment and support is provided it. India’s one billion populations make the

country the second largest in the world in terms of population which is the very basis

for successful organized retailing.

From the fact that most of the worlds successful retail stories in the developed as

well as developing countries have shaped up in small towns and villages.

Retailing is a green pasture not just for individuals or companies but also comes with

job opportunities in all aspects of the operations. Professionalisms in retail while still

in its infancy does show some promising future for those keen to make a career in

this fascinating world.

2.1 Global level

Retailing is the final step in the distribution of merchandise - the last link in the

Supply Chain - connection the bulk producers of commodities to the final consumers.

Retailing covers diverse products such as foot apparels, consumer goods, financial

services and leisure.

A retailer, typically, is someone who does not affect any significant change in the

product execs breaking the bulk. He/ She is also the final stock point who makes

products or services available to the consumer whenever require. Hence, the value

proposition a retailer offers to a consumer is easy availabilities of the desired product

in the desired sizes at the desired times.

Many retailers did globalize, and some succeeded. Yet many more retailers,

especially U.S.-based retailers, struggled and failed to find the holy grail of

globalization.

Indeed, the retailing industry is littered with the charred remains of investments that

drained cash from the bottom line. Retail behemoths were humbled by poorer,

technically unsophisticated local companies that simply knew their customers better.

They were sideswiped by financial crises in such disparate locations as Argentina,

Indonesia, Russia, and Mexico. So is there still hope for retail globalization?

In the developed countries, the retail industry has developed into a full-fledged

industry where more than three-fourths of the total retail trade is done by the

organized sector. Huge retail chains like Wal-Mart, Carr four Group, Sears, K-Mart,

McDonalds, etc. have now replaced the individual small stores. Large retail formats,

with high quality ambiance and courteous, and well-trained sales staff are regular

features of these retailers.

Top Ten Retailers Worldwide

Rank Retailer No of stores owned

Sales in FY14-15 US$ Millions

1 Wall-Mart Stores Inc. (USA)

4178 $180,787

2 Carrefour Group (France)

8130 $61,047

3 The Kroger Co. (USA) 3445 $49,000

4 The Home Depot, Inc. (USA)

1134 $45,738

5 Royal Ahold (Netherlands)

7150 $45,729

6 Metro AG (Germany) 2169 $44,189

7 Kmart Corporation (USA)

2105 $37,028

8 Sears, Roebuck and Co. (USA)

2231 $36,823

9 Albertson's, Inc. (USA) 2512 $36,726

10 Target Corporation (USA)

1307 $36,362

Table 2.1Top Ten Retailers

(http://www2.deloitte.com/an/en/pages/aboutdeloitte/articles/consumerbusiness.html)

Broadly the organized retail sector can be divided into two segments, In-Store

Retailers, who operate fixed point-of-sale locations, located and designed to attract a

high volume of walk-in customers, and the non-store retailers, who reach out to the

customers at their homes or offices.

Apart from using the internet for communication (commonly called e-tailing), non-

store retailers did business by broadcasting of infomercials, broadcasting and

publishing of direct-response advertising publishing of traditional and electronic

catalogues, door-to-door solicitation and temporary displaying of merchandise

(stalls).

2.2 National Level

For Indian retailing, things started to change slowly in the 1980s, when India first

began opening its economy. Textiles sector (which companies like Bombay Dyeing,

Raymond's, S Kumar's and Grasim) was the first to see the emergence of retail

chains. Later on, Titan, maker of premium watches, successfully created an

organized retailing concept in India by establishing a series of elegant showrooms.

For long, these remained the only organized retailers, but the latter half of the 1990s

saw a fresh wave of entrants in the retailing business. This time around it was not

the manufacturer looking for an alternative sales channel. These were pure retailers

with no serious plans of getting into manufacturing. These entrants were in various

fields, like - Food World, Subhiksha and Nilgiris in food and FMCG; Planet M and

Music World in music, crossword and Fountainhead in books.

As of the year ending 2000 the size of the Indian organized retail industry was

estimated at around Rs. 13,000 Crore. The various segments that make up the

organized retail industry along with their size, Retail growth is already gathering

momentum and the organized retail industry is expected to grow by 30 per cent in

the next five years and is expected to touch Rs. 1,00,000 Crore in 2016. Thus, the

growth potential for the organized retailer is enormous.

Retailing in India

The Indian Retail Industry is the largest among all the industries, accounting for over

10 percent of the country’s GDP and around 8 percent of the employment. The

Retail Industry in India has come forth as one of the most dynamic and fast paced

industries with several players entering the market.

Retailing in India is gradually inching its way toward becoming the next boom

industry. The Indian Retailing Sector is at an inflexion point where the growth of

organized retailing growth in the consumption by the Indian population is going to

take a higher growth trajectory. The Indian population is witnessing a significant

change in its demographics.

Retail and real estate are the two booming sectors of India in the present times. And

if Industry experts are to be believed, the prospects of both the sectors are mutually

dependent on each other. Retail, one of India’s largest industries, has presently

emerged as one of the most dynamic and fast paced industries of our times with

several players entering the market

As the contemporary retail sector in India is reflected in sprawling shopping centers,

multiplex – malls and huge complexes offer shopping, entertainment and food all

under one roof, the concept of shopping has altered in terms of format and consumer

buying behavior, ushering in a revolution in shopping in India. This has also

contributed to large scale investments in real estate sector with major national and

global players investing in developing the infrastructure and construction of the

retailing business. The trends that are driving the growth of the retail sector in India

are:

Low share of organized retailing

Falling real estate prices

Increase in disposable income and customer aspiration

Increase in expenditure for luxury items

Scenario of Retailing in India

Retailing is the most active and attractive sector of last decade. While the retailing

industry itself has been present since ages in our country, it is only the resent past

that it has witnessed so much dynamism. The emergence of retailing in India has

more to do with the increased purchasing power of buyers, especially post-

liberalization, increase in product variety, and increase in economies of scale, with

the aid of modern supply and distribution solution.

Indian retailing today is at an interesting crossroads. The retail sales are at the

highest point in history and new technologies are improving retail productivity.

Though there are many opportunities to start a new retail business, retailers are

facing numerous challenges.

Figure 2.1

Retail Format in India

Hyper marts/supermarkets

o Large self-servicing outlet offering products from a variety of

categories.

Mom-and-pop stores

o They are family owned business catering to small sections; they are

individually handled retail outlets and have a personal touch.

Departmental stores

o Are general retail merchandise offering quality product and services.

Convenience store

o Are located in residential areas with slightly higher prices goods due to

convenience offered.

Shopping Malls

o The biggest form of retail in India, malls offer customer a mix of all type

of product and services including entertainment and food under a

single roof.

E-Retailers

o Are retailers providing online buying and selling of product and

services.

Discount Stores

o They are factory outlets that give discount on the MRP.

Vending

o It is the relatively new entry, in the retail sector. Here beverages,

snacks and other small items can be bought via vending machine.

Categories Killers

o Small specialty stores offer that a variety of categories. They are

known as category killer as they focus on specific categories, such as

electronics and sporting goods. This is also known as Multi Brand

Outlet or MBO’s

Specialty stores

o Are retail chains dealing in specific categories are provide deep

assortment. Mumbai’s Crossword Book Store and RPG’s Music World

is a couple of example.

Classifying Indian Retailers

1. Modern Format Retailers

Supermarkets (food World)

Hypermarkets (Big Bazaar)

Department Stores (shopper’s Stop)

Specialty Chains (Ikea)

Company Owned Company Operated

2. Traditional Format Retailers

Kiranas: traditional Mom and Pop Stores

Kiosks

Street Market

Exclusive /Multiple Brand Outlets

3. Hypermarket

Big Bazaar

Giants

Shoprite

Star

4. Department

Lifestyle

Pantaloons

Pyramids

Shoppers Stop

Trent

5. Entertainment

Fun Republic

Inox

PVR

2.3 State Level

With the recent layoffs at a city-based mall, the retail sector in Ahmedabad and in

Gujarat overall, has begun a reality check. According to industry players, retail sector

is currently witnessing reduction in sales by 30 per cent, apart from layoffs.

The industry is facing a reduction in footfalls by 40 per cent and sales by 30 per cent.

Many retailers outsource their products, especially garments where the order books

have been down.

Also, the footfalls have fallen drastically in Gujarat, especially in Ahmedabad. This

has resulted in a reduction in sales by 30 per cent. Last year, the denim major

launched its retail brand 'Dextase' which is witnessing a decline in footfalls as of

now.

However, some are witnessing a steady growth in retail markets of Gujarat. Gujarat

has been a steady market, neither going up nor moving downwards. In fact, apart

from the one store in Ahmedabad which was converted into a Brand Factory outlet,

all existing stores in Gujarat are doing reasonably well, even during recession.

Talking about the current trend in the retail market, the most categories have started

showing strong trends now. Among them are fashion and merchandise as against

food, which had been strong throughout. As for categories like mobiles and furniture,

there is a still a lull but their markets have also started showing an upward trend. As

for recruitments, they happen as and when new stores open.

Experts opine that the while on one hand some retailers are facing a tough time in

Gujarat, there have been others who are still on a hiring spree. The retail scenario

has been bad this season since the number of stores have not gone up. Several

retailers have shelved lot of their plans as well. Yet, there have been others who

have been hiring for the front end which is a good sign. This is a short term

correction which was anyways expected in the retail sector. While there has been a

decline in growth by 30 per cent in the industry in Gujarat, it will take a few months

before the scenario begins to change.

2.4 PESTEL Analysis

Now, in a particular geographic region, the environment there affects the retailers in

the region in various ways. We have studied the effects under the following heads:

1. Political Factors

2. Economic Factors

3. Social (Socio-Cultural) Factors

4. Technological Factors

5. Environmental Factors

6. Legal Factors

1. Political Factor

With the opening up of the economy, more and more MNC's have pervaded the

Indian Business arena, through joint ventures, franchisees or even self-owned

stores. The very first MNC getting into the business was Spencer’s Government

uses regulation to prevent development of monopolies, which results in restricted

competition and fixed prices (MRTPC). Government also propounds price

competition laws and unfair trade practice laws. Retailers must understand what

rights they have in pricing merchandise, what provision they should make for

customer relations, what rights and responsibilities they possess when making a

sales, what rights their employees have and what liabilities they may face while

selling products to the consumers.

2. Economic Factor

The type of economic system (capitalism or socialism etc.) existing in a country has

a direct bearing on the potential for and the development of the retailing industry in

that country. A retailer cannot escape the effects of the factors in the macroeconomic

environment, be it domestic or global that influences the Local Market. Inflation,

unemployment, interest rates, tax levels, the GDP and the rate of real growth in GDP

(Inflation adjusted) are some aspects of the economy which a retailer must cope

with. Real growth makes more income available to people who then tend to spend

more, leading to higher sales and more profits for the retailers. However growth also

leads to higher competition in the long run. As the economy expands, higher demand

levels lead more firms into the market, trying to fulfill the consumers' needs. The

inflation (i.e. increase in price) leads to less goods being bought at higher prices. As

the retailers' cost of goods increases, they attempt to pass on this increase to the

consumers. However, it is often not possible to pass on the entire amount to the

consumer, hence resulting in cuts in the retailers’ profits.

With the increase in Purchasing Power Parity (PPP) and the disposable income of

the Indian consumer, retailing is catching up at a very fast space in the country.

3. Social Factor

The demographic trend and lifestyle patterns, of the society that a retailer intends to

serve, decide the retailer’s strategy. Traditionally, children seldom accompanied their

parents while grocery food shopping. Shopping for children was confined to that

during festivals when dresses were brought for them. But, in the present day, due to

scarcity of time, working parents prefer to spend as much time as possible with their

children and this includes their shopping hours also.

Although desired by a very low percentage of people (only 10%) yet the attribute of

an entertainment center for children has also figured in. That is to say, apart from

quality and range of products, value for money and attractive displays, the human

touch has a vital role to play. Smart, polite and courteous sales people might make

all the difference for a store, which is like any other in terms of its Product offerings.

There is also emphasis on schemes and promotions, which, as the study ratifies, do

pull customers. Further the trend is towards more convenience and flexibility in terms

of exchange/ return policies, which play a vital role in encouraging the purchase. 

4. Technological Factor

Technology is probably the most dynamic change agent for the retailing industry.

The computerization of the various operations in a retail store, including inventory

management, billing and payments as well as database (of customers)

management, widespread use of bar coding, point-of-sale terminals and

Management Information System has changed the face of retailing drastically. Apart

from providing the retailers with better and timelier information about their

operations, the technology also does the job of preventing theft, promoting the

store's goods and creating a better shopping atmosphere. These can be done with

the help of closed circuit televisions, video walls, in-store video networks, kiosks and

other forms of interactive applications ranging from CD-ROMs to virtual reality to let

customers select and buy products.

They make the customer's life a lot easier by facilitating the use of developments like

credit cards. Toll free 1800 1027382 numbers have brought about a revolution in

consumer's ordering and feedback mechanisms. Emerging technologies will also

facilitate just-in-time management of certain products within the store. These trends

are already visible in the music and greeting card industries.

5. Environmental Factors

The retailers also use different forms of energy and they also become conscious

about the environmental changes. The products provided in the retail shops are

mostly grown or prepared in this environment and they are also affected with the

changing trend of environment so they can affect the health. Government imposes

Ban on use of various sprays and gases over the food products, which are sold in

these retail stores. The use of some chemicals can cause eruption of various

diseases. The retail business should follow the environmental Laws and regulations,

which are made to protect the lives of the people and ensure the rights of consumer

and employees.

6. Legal Factor

Despite the size and the phenomenal potential that exists, retailing is among the

lesser-evolved sectors of the Indian Industry. Retailing as an industry is yet to be

recognized in India. The policy environment is currently seen to be unfavorable to

organized retailing.

A strong FDI presence in retail sector is expected to not only boost the retail

scenario, but also act as a driving force in attracting FDI in upstream activities as

well. This will be more prominent in food processing and packaging industries

because many large retail chains also promote their own brands by way of backward

integration/contract manufacturing. The status of organized retailing in some South

East Asian countries that allowed FDI in retailing.

2.5 Current Trends in Retailing

Retailing in India is at a nascent stage of is evolution, but within a small period of

time certain trends are clearly emerging which are in line with the global

experiences. Organized retailing is witnessing a wave of players entering the

industry. These players are experimenting with various retail formats. Yet, Indian

retailing has still not been able to come up with many successful formats that can be

scaled up and applied across India. Some of the notable exceptions have been

garment retailers like Madura Garments & Raymond’s who was scaled their

exclusive showroom format across the country.

1. Experimentation with formats

Retailing in India is still evolving and the sector is witnessing a series of experiments

across the country with new formats being tested out; the old ones tweaked around

or just discarded Retailers are also trying out smaller versions of their stores in an

attempt to reach a maximum number of consumers.

2. Store design

Irrespective of the format, the biggest challenge for organized retailing is to create an

environment that pulls in people and makes them spend more time shopping and

also increases the amount of impulse shopping.

3. Emergence of discount stores

What does Dhiraj sons at Athwagate, Star Bazar in Adajan and recent entrants like

D-Mart, Big Bazaar at Piplod, what they have in common? Their products are below

MRP. Discount stores have finally arrived in India and they are expected to

spearhead the revolution in organization retailing

4. Unorganized retailing is getting organized

To meet the challenges of organized retailing that is luring customers away from the

unorganized sector; the unorganized sector is getting organized.

25 stores in Delhi under the banner of Provision mart are joining hands to combine

monthly buying.

5. Not all stories are a success

A lot of activity is happening in retail and though we do have may success stories,

not all ventures have been successful. Shoppers' Stop, for example, implemented JD

Edwards ERP, but could not reap much benefit due to less than optimal number of

operating locations.

2.6 Major players

High population density in the Metropolitan cities and surrounding tier I towns is

driving the geographic penetration of modern retail. Typically, firms are positioning

themselves in one or both of the segments: Lifestyle & value retailing under multiple

retail formats. Retail firms are adopting a combination of formats:-

Mega - (hyper and / or super)

Medium - (deptt. and / or speciality)

Small - (convenient and / or discount)

Major Retailers in India

Pantaloon

Pantaloon is one of the biggest retailers in India with more than 450 stores

across the country. Headquartered in Mumbai, it has more than 5 million sq. ft retail

space located across the country. It's growing at an enviable pace and is expected

to reach 30 million sq. ft by the year 2010. In 2001, Pantaloon launched country's

first hypermarket ‘Big Bazaar’. It has the following retail segments:

Food & Grocery: Big Bazaar, Food Bazaar

Home Solutions: Hometown, Furniture Bazaar, Collection-I

Consumer Electronics: e-zone

Shoes: Shoe Factory

Books, Music & Gifts: Depot

Health & Beauty Care: Star, Sitara

E-tailing: Futurebazaar.com

Entertainment: Bowling Co.

Tata GroupTata group is another major player in Indian retail industry with its subsidiary

Trent, which operates Westside and Star India Bazaar. Established in 1998,

it also acquired the largest book and music retailer in India ‘Landmark’ in 2005.

Trent owns over 4 lake sq. ft retail space across the country.

RPG Group

RPG Group is one of the earlier entrants in the Indian retail market, when it

came into food & grocery retailing in 1996 with its retail Food world stores. Later it

also opened the pharmacy and beauty care outlets ‘Health & Glow’.

RelianceReliance is one of the biggest players in Indian retail industry. More than 300

Reliance Fresh stores and Reliance Mart are quite popular in the Indian retail

market. It's expecting its sales to reach Rs. 1, 00,000 crores by 2016.

AV Birla GroupAV Birla Group has a strong presence in Indian apparel retailing. The brands like

Louis Philippe, Allen Solly, Van Heusen, Peter England are quite popular. It's also

investing in other segments of retail. It will invest Rs. 8000-9000 crores by 2016.

Another big player in the segment will be the Bharti group. Overhauling this part of

the supply chain will be the key to the success of any retail venture in food and

groceries segment.

Wal-Mart, the world’s largest retailer, and Bharti Enterprises have signed a

Memorandum of Understanding (MoU) to explore business opportunities in the

Indian retail industry. This joint venture will mark the entry of Wal-Mart into the Indian

retailing industry a retail chain like Future Group’s Big Bazaar may be clocking heady

sales (growing at 100% year- on- year), but the dozen odd shops operating in its

proximity wear a deserted look, giving a somewhat hollow ring to the much- talked-

about retail boom in the country. The key players currently operating in the Indian

retail industry includes Future Group, Trent Ltd, RPG Enterprise, Vishal Retail Ltd,

Shoppers Stop Ltd, Bata India Ltd, Provogue India Ltd, Vdeocon Appliances Ltd, ITC

Ltd, Godrej Agrovert Ltd, and DCM-Hariyah Kissan Bazaar.

Retailers ranging from Pantaloon to RPG to Piramal’s or the Tata’s are working

towards exploiting this model, perceived by consumers as more value enhancing.

But in the long run, what is most likely to succeed is a more balanced multi-format

strategy. Finally, while in the first flush of the retail boom, the elimination of traditional

intermediaries may bring windfall gains (as well as bring welcome and much-needed

relief to the producers), this source will increasingly dry out as competition intencifies

and margins come under pressure a few years down the line. What would set the

survivors apart from those who are forced to sell out or go belly-up will be

differentiators like location, value-added services (convenience), private labels and

customer loyalty programs other than price. The last, a result of retailer-manufacturer

tie-ups, state-of-the-art supply chain infrastructure, global sourcing and scale will be

a key factor. And, if experience in other markets is anything to go by, an uncanny

ability to read shifting trends.

Future Trends

Lifestyle International, a division of Landmark Group, plans to have more than 50

stores across India by 2015-16.

Shoppers Stop has planned to invest 250 crore to open 15 new supermarkets in

the coming 3 years.

Pantaloons Retail India (PRIL) plans to invest US$ 77.88 million this fiscal to add

up to existing 2.4 million sq.ft retail spaces. PRIL intense to setup 155 Big

Bazaar store by 2016, raising its total network to 275 stores.

Timex India will open another 52 stores by march 2017 at an investment of US$

1.3 million taking its total stores count to 120.

Emerging Areas

Some sectors that occupy a prominent position with the retail industry are:

Apparel Retail

o  Everybody understands the impact of fashion and textiles on the

environment. Almost $19.5 billion were spent on online apparel

shopping in the year 2009 and increasing since then.

Fashion & Lifestyle Retail

o  In India the vast middle class and its almost untapped retail industry

are the key attractive forces for global retail giants wanting to enter into

newer markets, which in turn will help the retail to grow faster.

Food & Beverage Retail

o  Backed by huge potential and changing lifestyles, the food and

beverage retail market is growing at a robust 30-35 per cent per year.

Pharmaceutical Retail

o  Driven by therapies like anti-diabetic, vitamin, anti-infectives and

dermatology, it accounted for a robust 15% growth in 2011.

E-commerce or E-tailing – the next big revolution

o With the advent of e-commerce in the retail industry, retail stores are

facing stiff competition from e-stores.

Key Challenges

1. Location: “Right Place, Right Choice” location is the most important ingredient

for any business that relies on customers, and is typically the prime

consideration in a consumer’s store choice. Location decision are harder to

change because retailer have to either make sustainable investment to buy

and develop real estate or commit to long term lease with developers. When

formulating decision about where to locate, the retailer must refer to the

strategic plan:

Investigate alternative trading areas.

Determine the type of desirable store location.

Evaluate alternative specific store sites.

2. Merchandise: The primary goal of the most retailers is to sell the right kind of

merchandise and nothing is more central to the strategic thrust of the retailing

firm. Merchandising consists of activities involved in acquiring particular goods

and services and making them available at a place, time and quantity that

enable the retailer to reach its goals. Merchandising is perhaps, the most

important function for any retail organization, as it decides what finally goes

on shelf of the store.

Key Element:

Target market

Product development

Channel structure

Product management

Channel management

Retailer image

3. Pricing: Pricing is a crucial strategic variable due to its direct relationship with

a firm’s goal and its interaction with other retailing elements. The importance

of pricing decision is growing because today’s customers are looking for good

value when they buy merchandise and services. Price is the easiest and

quickest variable to change.

Key elements:

Cost mixes

Profitability

Value for money

Quality

Status

4. Target Audience: “consumer pull”, however, seems to be the most important

driving factor behind the sustenance of the industry. The purchasing power of

the customer has increased to a great extent, with the influencing the retail

industry to a great extent, a variety of other factors also seem to fuel the

retailing boom.

Key elements:

Public relations

Sales promotion

Customer interactions

Service delivery

5. Scale of Operation: Scale of operation includes all the supply chain activities,

which are carried out in the business. It is one of the challenges that Indian

retailers are facing. The cost of business operation is very high in India.

Key elements:

Advertising promotional

Sales management

Staff capability

Efficiency

Standardization

2.7 Major Offering

Big Bazaar’s offering following goods and Products-

Integrated food and grocery

Fruit and vegetables

Daily household items

Apparels and footwear

Electronic goods

Lifestyle products

Home essentials and improvements

Others

CHAPTER 3

COMPANY PROFILE

Future Group

Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of

India’s leading business houses with multiple businesses spanning across the

consumption space. While retail forms the core business activity of Future Group,

group subsidiaries are present in consumer finance, capital, insurance, leisure and

entertainment, brand development, retail real estate development, retail media and

logistics.

Led by its flagship enterprise, Pantaloon Retail, the group operates over 16 million

square feet of retail space in 73 cities and towns and 65 rural locations across India.

Headquartered in Mumbai (Bombay), Pantaloon Retail employs around 30,000

people and is listed on the Indian stock exchanges. The company follows a multi-

format retail strategy that captures almost the entire consumption basket of Indian

customers. In the lifestyle segment, the group operates Pantaloons, a fashion retail

chain and Central, a chain of seamless malls. In the value segment, its marquee

brand, Big Bazaar is a hypermarket format that combines the look, touch and feel of

Indian bazaars with the choice and convenience of modern retail.

In 2008, Big Bazaar opened its 100th store, marking the fastest ever organic

expansion of a hypermarket. The first set of Big Bazaar stores opened in 2001 in

Kolkata, Hyderabad and Bangalore.

The group’s speciality retail formats include supermarket chain – Food Bazaar,

sportswear retailer - Planet Sports, electronics retailer - eZone, home improvement

chain - Home Town and rural retail chain, Aadhaar, among others.

Future Capital Holdings, the group’s financial arm provides investment advisory to

assets worth over $1 Billion that are being invested in consumer brands and

companies, real estate, hotels and logistics. It also operates a consumer finance arm

with branches in 150 locations.

Other group companies include, Future Generali, the group’s insurance venture in

partnership with Italy’s Generali Group, Future Brands, a brand development and

IPR company, Future Logistics, providing logistics and distribution solutions to group

companies and business partners and Future Media, a retail media initiative.

The group’s presence in Leisure & Entertainment segment is led through,

Mumbai-based listed company Galaxy Entertainment Limited. Galaxy leading

leisure chains, Sports Bar and Bowling Co. and family entertainment centres, F123.

Through its partner company, Blue Foods the group operates around 100

restaurants and food courts through brands like Bombay Blues, Spaghetti

Kitchen, Noodle Bar, The Spoon, Copper Chimney and Gelato.

Future Group’s joint venture partners include, US-based stationery products

retailer, Staples and Middle East-based Axiom Communications.

Future Group believes in developing strong insights on Indian consumers and

building businesses based on Indian ideas, as espoused in the group’s core value of

‘Indianness.’ The group’s corporate credo is, ‘Rewrite rules, Retain values.’

The group also operates India’s leading rural retailing chain, Aadhaar that is present

in over 65 locations in rural India. Aadhaar, an agri-service cum rural retail initiative,

provides a complete solution provider for the Indian farmer.

Corporate Statements

Future 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, it brings to us our strength, our ability to learn, unlearn and re-learn

our ability to evolve.

Future Group, will not wait for the future to unfold itself but create future scenarios in

the consumer in the consumer space and facilitate consumption because

consumption is development. Thereby, Future Group will effect socio-economic

development for their customers, employees, shareholders, associates and

partners.

Future Group customers will not just get what they need, but also get them where,

how and when they need.

Future Group will not just post satisfactory results, but will create success stories.

Future Group will not just operate efficiently in the Indian economy, but will evolve it.

Future Group will not just spot trends, Future Group will set trends by marrying

customers understanding of the Indian consumer to their needs of tomorrow.

It is this understanding that has helped us succeed. And it is this that will help us

succeed in the future. And in this process, do just one thing.

Rewrite Rules, retain Values

Vision

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

consumer in the most profitable manner.”

Mission

1. Future Group share the vision and belief that their customers and

stakeholders shall be served only by creating and executing future scenarios

in the consumption space leading to economic development.

2. Future Group will be the trendsetters in evolving delivery formats, creating

retail realty, making consumption affordable for all customer segment- for

classes and for masses.

3. Future Group shall infuse Indian brand with confidence and renewed

ambition.

4. Future Group shall be efficient, cost- conscious and committed to quality in

whatever they do.

5. Future Group shall ensure that their positive attitude, sincerity, humility and

united determination shall be the driving force to make 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 respective to new ideas, knowledge and

information.

Valuing and nurturing relationship: 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.

Fig. 3.1 3B Model of Management

BIG BAZAAR

Big Bazaar is a chain of hypermarket in India, which caters to every family’s needs

and requirements. This retail store is a subsidiary of Future group, and is an answer

to the United States’ Wal-Mart. Big Bazaar has released the doors for the fashion

world, general merchandise like sports goods, cutlery, crockery, utensils, and home

furnishings etc. at best economical prices.

Big Bazaar group offers more than 214 stores across 90 cities and towns all over the

country with an amalgamation of Indian bazaars’ feel and touch with a convenience

and choice of the modern retail facilities. The retail format of the Big Bazaar group

includes Aadhar, Rural & Home-Town retail chain, E-zone home-improvement chain,

sportswear retailer, depot and music chain is few among others.

Big Bazaar’s journey began in October 2001, when the young, first generation

entrepreneur Mr. Kishore Biyani opened the country’s first hypermarket retail outlet

in Kolkatta (then Calcutta). In the same month, two more stores were added - one

each in Hyderabad and Mumbai, thus starting on a successful journey which began

the chapter of organized retailing in India.

The group do not promises more than what it delivers. Their basic attraction

associated with reasonable prices is their Unique Selling Price (USP).

Though, the products Big Bazaar stores stocks might not be advanced, but the

customers are assured to avail the worth of the money spent by them. In 2001, the

group opened its first store on the VIP Road, Calcutta, which was the primary

departmental store offering regulated services of parking, steel vessels, apparel,

electronics etc under the one roof at the competitive prices. Big Bazaar has become

a massive hit with lower middle-class and middle class people as a major client

base.

The Big Bazaar has several stores located all over the India…

“Agra | Ahmedabad | Ahmadnagar | Allahabad | Alwar | Ambala | Amravati | Anand |

Asansol | Aurangabad | Bareilly | Belgaum | Bengaluru | Bharuch | Bhatinda |

Bhimvaram | Bhiwandi | Bhubhaneshwar | Bilaspur | Burdwan | Chennai |

Coimbatore | Cuttack | Darjeeling | Dehradun | Deoghar | Dhanbad | Durgapur |

Faridabad | Gangtok | Ghaziabad | Gurgaon | Guwahati | Gwaliar | Haldia | Hassan |

Howrah | Hubli | Hyderabad | Ichalkaranji | Indore | Jabalpur | Jaipur | Jalandhar |

Jalgaon | Jamshedpur | Kanpur | Kasargod | Kochi | Kolhapur | Kolkata | Kota |

Kozhikode | Latur | Lucknow | Ludhiana | Mangalore | Mathura | Meerut | Mumbai |

Mysore | Nagpur | Nasik | Navi Mumbai | New Delhi | Noida | Palakkad | Panipat |

Patiala | Patna | Pune | Raipur | Rajkot | Ranchi | SiliguriBaddi | Surat | Thane |

Thrissur | Tirupur | Thiruvananthapuram | Udaipur | Udupi | Vadodara | Vapi |

Vijaywada | Vishakhapatnam | Zeerakpur”

Facilities offered by Big Bazaar

Online shopping: Big Bazaar has an official website, FutureBazaar.com,

which is one of the most favorite sites among people of India for online

shopping. Future Bazaar is an online business venture of Future Group, which

sells an assortment of products such as fashion, which includes merchandise

for men and women, mobile accessories, mobile handsets and electronics like

home theatres, video cameras, digital camera, LCD TVs, kitchen appliances

and many more.

Discounts: “Hafte ka sabse sasta din” was introduced by the Big Bazaar,

wherein extra and special discounts were offered on Wednesday every week,

to attract the potential buyers into their store.

Security check: At each exit of Big Bazaar, they use alarm systems or

Electronic Article Surveillance system, which detects the products that has

attached tags or not.

Speaking on this momentous occasion and remembering the days of conceptualizing

the hypermarket idea Mr. Kishore Biyani said, “We initially decided to name the

format as ‘Bazaar’ because we had designed the store keeping the Indian mandi

(recession) style in mind. Since the size of the hypermarket was big than an average

mandis (recessions), the thought came to name it as ‘Big Bazaar’. However, we had

freezed on the punch line ‘Isse Se Sasta Aur Achha Kahi Nahi’ much before we met

the creative agency to design the final logo of Big Bazaar.”

Though, Big Bazaar was started purely as a fashion format including apparel,

cosmetics, accessory and general merchandise, the first Food Bazaar format was

added as Shop-In-Shop within Big Bazaar in the year 2002. Today, Big Bazaar, with

its wide range of products and service offering, reflects the aspirations of millions of

Indians.

Rajan Malhotra, who is also the first employee of Big Bazaar, joining the

organization in early 2001 adds, “Since beginning, we have kept Big Bazaar as a soft

brand, which reflects the India and the Indianness. We believed in growing with the

society, participating and celebrating all regional and local community festivals,

giving customers preferences above everything else.” 

Every Big Bazaar is a small family by its own and the head of the family “Karta” is the

store manager known as “Store Karta”. Mr. Kishore Biyani, the CEO of the Future

Group, has a vast understanding of the consumer’s insight, has inculcated the habit

of observing, understanding customers behaviour, in every employee of the group.  

Future Group is confident of the Indian Retail Story. The Group has not slowed down

its expansion plans despite the fiscal woes in the economy present today. Future

Group plans to have 300 stores and is expecting revenues of Rs 13,000 crore by

year 2016.  

Home Brands of Future Group at Big Bazaar:

KORYO electronics in ELECTRONICS department

FOOD BAZAAR

Tasty-treat, Sunkist, Fresh & pure, Premium harvest

FASHION

Spunk (sports), Buffalo (casuals), DJ&C (fusion), Knighthood (formals),

AFL, Shatranj (Ethnic), NYX (occasion), Shristi (ethnic), Pink & blue,

Ctee

PERSONAL CARE

Thinkskin, cleanmate

FOOTWARE

Shyla, Buffalo, AFL, Hault&Spicy, DJ&C, Knighthood, Spunk,

Pink&Blue, Bare

LUGGAGE

Milestone, buffalo

SPORTS

Mighty

PLASTICS AND UTENSILS

Future Group

Type Private

Industry Retail

Founder(s) Mr. Kishore Biyani (MD & CEO)

Headquarters Mumbai, Maharashtra, India

Products Discount, grocery and convenience stores, cash and carry, hypermarkets, financial services

Employees 35,000

Divisions Future Value Retail Limited

Websites www.futuregroup.in

www.futurebazaar.com

Figure 3.2

Big Bazaar

Figure 3.3

BIG BAZAAR

Type Public

Industry Retailing

Founded 2001

Headquarters Mumbai, Maharashtra, India

Products Hyper Market

Revenue 11500 crores (US$1.8 billion) crores (in 2014) (Big Bazaar and Food Bazaar combined)

Employees 36000 people

Parent Future Group

Divisions 214

Website www.bigbazaar.com

Major Competitor of Big Bazaar

1. DHIRAJ SONS PVT.LTD.

Dhiraj Sons Mega Store Pvt. Ltd is a corporate group comprising of a business

activity firms like Mega Store, Super Store, Music Shop, Card Shop, Toy Shop and

now Fashion World.

Dhiraj Sons is in business since last 62 years, starting off with doing small business

in Grocery and Kirana shop in posh area of Athwalines, Surat. It was the firstto start

a Family General Store in 1947, namely R. Dhiraj Sons Ltd.

Subsequently following the overwhelming response from the people, for the first

time in Gujarat, it ventured into a Departmental Store “Dhiraj Sons” in 1984. It

became a pioneer in introducing for the first time in Gujarat the self-service system

and online computerized billing system. Continuing with the successful progress

march, it also added a Greeting Card Shop, a Music Shop, Plastic Corner and a

Stationery Corner to its establishment in the year 1995, which was due to the faith

and love of the people of Surat in them and their management, which made their

stand apart from the rest of their competitors. In 29-04-2000, they inaugurated

Dhiraj Sons - The Mega Store at Chow patty, a 15,000 sq.ft shopping store. Catering

to demands of our valued customers, in 2002 thay unveiled Dhiraj & Sons - The

Super Market, at Parle Point a 15,000 sq.ft shopping store for their shopping ease

and comfort.

2. STAR BAZAAR

Hypermarkets like Star Bazaar are changing the way people shop for their groceries

and household essentials. People who used to visit the local shops and vegetable

markets frequently are now buying at hypermarkets such as Star Bazaar that offer

customers a variety of products at affordable prices, in a comfortable environment.

But while affordability is a big factor for customers, they also seek value and quality

which they know they will get at Star Bazaar.

The uniqueness of each Star Bazaar store lies in the size and spread of its

merchandise range. Shoppers can select from a large range of staples, fresh goods,

apparel, luggage, consumer durables, household products and much more and also

enjoy the benefit of generous reductions on the market rate.

The stores stock goods according to regional customer preferences, as customers in

different regions favor different essentials. For instance, in Gujarat, people tend to

stock up on their pulses whereas in northern India, basmati rice is a big item.

Star Bazaar is aware that people today look at value as a critical component while

shopping and that the first visit may be put down to curiosity, but customers will keep

coming back only if they are satisfied with the choices, the quality and the value of

the products on sale. So the big focus is on understanding its customers who they

are, what they want, what is relevant to them, and how to package it in a manner that

makes the store more attractive to them.

Regionalism also comes into play in the back end of the retail operation Star Bazaar

has tied up with local and regional vendors for supplies and transportation of goods.

The chain will focus largely on the metros; by year 2014, the chain hopes to have 50-

60 stores across the country.

3. D-MART

D-Mart seeks to be a one-stop shopping destination for the entire family, meeting all

their daily household needs. A wide selection of home utility products is offered,

including foods, toiletries, beauty products, garments, kitchenware, bed and bath

linen, home appliances and much more.

Since D-Mart first opened its doors in the Mumbai region in 2000, it has grown into a

trusted and well-established shopping destination in Maharashtra, Gujarat, Andhra

Pradesh and Karnataka.  D-Mart is now looking forward to growing its stores across

India.

D-Mart's expansion began in 2007, when stores were opened in Ahmedabad,

Baroda, Pune, Sangli and Solapur. Today D-Mart is established in 76 locations

across Maharashtra, Gujarat, Andhra Pradesh and Karnataka.

Board of Directors

Mr. Kishore Biyani, Managing Director

Kishore Biyani is the Managing Director of Pantaloon Retail (India) Limited and the

Group Chief Executive Officer of Future Group.

 

Mr. Gopikishan Biyani, Wholetime Director

Gopikishan Biyani, is a commerce graduate and has more than twenty years of

experience in the textile business.

Mr. Rakesh Biyani, Wholetime Director

Rakesh Biyani, is a commerce graduate and has been actively involved in category

management; retail stores operations, IT and exports. He has been instrumental in

the implementation of the various new retail formats.

  

Mr. Vijay Biyani, Wholetime Director

Vijay Biyani has more than twenty years of experience in manufacturing, textiles and

retail industry and has been actively involved in the financial, audit  and corporate

governance related issues within the company.

Mr. Vijay Kumar Chopra, Independent Director

V.K.Chopra is a fellow member of The Institute of Chartered Accountants of India

(ICAI) by profession and is a Certified Associate of Indian Institute of Bankers

(CAIIB). His banking career spans over 31 years and he has served senior

management positions in Central Bank of India, Oriental Bank of Commerce, SIDBI,

Corporation Bank and SEBI.

 

Mr. Shailesh Haribhakti, Independent Director

Shri Shailesh Haribhakti, is a Chartered Accountant, Cost Accountant, and a

Certified Internal Auditor. He is the Deputy Managing Partner of Haribhakti & Co.,

Chartered Accountants and past president of Indian merchant Chambers. He is on

the Board of several Public Limited Companies, including Indian Petrochemicals

Corporation Ltd., Ambuja Cement Eastern Ltd. etc. He is on the Board of Company

since June 1, 1999.

 

Mr. S Doreswamy, Independent Director

S. Doreswamy, is a former Chairman and Managing Director of Central Bank of

India and serves on the board of DSP Merrill Lynch Trustee Co and Ceat Limited

among others.

Dr. D O Koshy, Independent Director

Dr. Darlie Koshy, a PhD from IIT Delhi and rank holder in MBA headed NID (Ministry

of Commerce, GOI) as Director for 2 terms of office prior to which he was the

founding Chairperson of Fashion Management at the National Institute of Fashion

Technology (Ministry of Textiles, GOI).  He is currently the Director General & CEO

of ATDC Network of 58 Institutes / Centres and two premier campuses of Institute of

Apparel Management under the aegis of AEPC (Sponsored by Ministry of Textiles,

GOI).  Dr. Koshy received the Delhi IIT Alumni Award for contribution of National

Development in 2008. Dr. Darlie Koshy was also conferred with the “Star of Italian

Solidarity” one of the highest civilian awards of the Government of Italy. Dr. Koshy is

the author of three pioneering books including the much acclaimed “Indian Design

Edge”.

  

Ms. Bala Deshpande, Independent Director

Bala Deshpande, is Independent Director, Pantaloon Retail (India) Ltd. and also

serves on the boards of Deccan Aviation, Nagarjuna Construction, Welspun India

and Indus League Clothing Ltd, among others.

 Mr. Anil Harish, Independent Director

Anil Harish, is the partner of DM Harish & Co. Associates & Solicitors and an LLM

from University of Miami. He also serves on the board of Mahindra Gesco, Unitech,

IndusInd Bank and Hinduja TMT, among others.

Companies of Future Group

Future Retail (India) Limited

Home Solutions Retail India Limited

Future Brands Limited

Future Media (India) Limited

Future Supply Chain Solutions Limited

Convergem Communication (India) Limited

Pantaloon Food Product (India) Limited

Future Knowledge Services Limited

Future Capital Holdings Limited

Future Generali India Insurance Company Limited

Future Generali India Life Insurance Company Limited

Future bazaar India Limited

Winner Sports Private Limited

Staples Future Office Products Private Limited

Talwalkars Pantaloon Fitness Private Limited

ConvergeM

Indus League Clothing

Galaxy Entertainment Corporation Ltd

Future Consumer Products Limited

Future Ventures India Limited

Foot Mart Retail .

Organization Structure of Big Bazaar – Piplod, Surat(Operational and Sales)

Fig 3.4

CEO

Organisational Structure

Fig 3.5

Store Hierarchy

Fig 3.6

CEOHRVMMarketingFinanceSMHRAHRVMAVMMarketingExecutivesCSDTM/TLSCMExecutives

Division and Departments of Big Bazaar,Surat

Different Level of Store:

Underground:

Parking.

Staff Entry and exit way.

Ground Floor: (level 1)

Department with their product-

Food Dept-

A. Golden Harvest (Staple dept.)

1. Rice

2. Pulses

3. Atta ( all type of flour)

4. Oil and Ghee

5. Spices

6. Rava Items

7. Masala items

8. Dry Fruits

B. Farm Fresh (Fruits and Vegetables)

1. All kind of vegetables

2. Exotic vegetables

3. All kind of seasonal fruits

4. Package fruits

C. Chef Zone (Processed Food Item)

1. Ready meals

2. Breakfast creals

3. Instant mixes

4. Soups and spreads

5. Jam, sauces and pickles

6. Noodles

D. Hungry Kya (Biscuits and wafers)

1. All kind of biscuits

2. Chips and wafers

3. Namkins

4. All kinds of Chocolates and confectionaries

5. Sweets

E. Chill Station (Beverages)

1. Soft drinks

2. Mineral water

3. Juices

4. Health drinks

5. Frozen item

Non Food Dept.-A. Homecare

1. Phenyl and detergents

2. Dish wash, Tissue paper and Scratch

3. Shoe cases and Fresh wrap

B. Personal car

1. Soaps, Toothpaste and Shampoo

2. Deodorants, Perfume and Talcum powder

3. Men’s grooming

4. Women’s cosmetics

C. Home fashion

1. Bed sheets, bed spreads and pillows

2. Towels, napkins and yellow dust

3. Razai, carpets and cushion covers

4. Chairbags

5. Curtains

D. Shringar

1. Bangles

2. Jewellery sets

3. Bracelets

4. Hair accessories

5. Bindies and Chains

CSD (Customer Service Desk)

CSD is located nearby cash counter, so that whenever any customers have any

problem related to payments and gift vouchers than they can easily connect to this

desk.

T24 Desk

The desk provides the mobile sim cards (docomo) benefits to customer through the

recharge which gets from the shopping.

Cash Counter

The cash counter is located just near the exits.

Warehouse

The entrance of the warehouse is located at back side of Big bazaar.

Food court

First Floor ( Level 2):

A. Ladies department

1. Kruti’s and churidar

2. Jeans and top

3. Western wear

4. Ethnic wear

5. Under garments

6. Nightwear

7. Scarf and dupatas

B. Men’s department

1. Formals (shirts and pants)

2. Casual (shirts and pants)

3. Party wears

4. Under garments

C. Kids department

a. Boys section

1. T-shirts, Trousers and jeans

2. Cotton shirt, cargo and codraw

3. Ethic wear

b. Girls section

1. Ethic wear

2. Co- ordinates

3. Cotton frocks

4. Western wear

c. Infants section

1. Jhablas and vests

2. Bibs feedings

3. Bed items

4. Baba suits

5. Frocks

D. Footwear Bazaar

1. Sports shoes

2. Formal and casual shoes

3. Men’s sandals

4. Ladies sandals

5. Ladies casual

6. Ladies fancy sleepers

7. Ladies sports shoes

8. Kids shoes and sandals

Second Floor (level 3):-

A. Luggage

1. Travel bags

2. Trolleys

3. School and college bags

4. Ladies purse

5. Suitcase

B. Toys

1. Soft toys

2. Educational toys

3. Boards games and action figures

4. Dolls

C. Depot

1. Office stationery

2. General book

3. Children stationery

4. Kids VCD and DVD

D. Electronic Bazaar

1. Television

2. Kitchen appliances

3. A.C and cooler

4. Hair dryer and hair straighten

5. Microwave

E. Plastic

1. Buckets

2. Containers and boxes

3. Flask and bowls

4. Jugs and slippers

5. Bottles and mug

6. Dustbin

F. Utensil

1. Plates, bowls and glasses

2. Nonstick cookware

3. Kitchen tools

4. Lunch boxes

5. Gas stove

G. Crockery

1. Crockery cutlery

2. Table materials and napkins

3. Casseroles

4. Dinner sets

5. Wine and juice glasses

H. Home ware

1. Beds

2. Chairs

3. Desk

4. Plastic cupboards

5. Stools

I. Fun zone

J. Back Office

Line of Business

Fig 3.7

Store ElectronicsElectronics productsFood BazaarStaplesNon-FoodFoodFashionMen'sLadiesKid'sG.Mplasticutensils crockery other lob'sFootwareLuggageStationeryToysUtensilsSupport ServiceCash CabinOperationsWarehouseHouse keepingpeople office

Promotion Activities

Big Bazaar has huge promotion budgets. The biggest idea behind all advertisements

is to make people do bulk shopping. There are 2 types of promotional strategies of

big bazaar. One is the advertisement which promotes the brand and creates

awareness towards people. It is not targeted at promoting each store but only

creates an image of Big Bazaar as low-cost shopping option. Original prices are cut

down and new prices are shown, of which customer takes quick notice. There are

loyalty schemes which reward regular clients.

Promotional Schemes:

“Saal ke sabse saste 3 din”

Future Card (3% discount)

Advertising (Print ads, TV ads, Radio)

Brand Endorsement by Varun Dhavan and Katrina Kaif for FBB

Exchange Offer

Weekend Discount

Point of Purchase Promotion

Wednesday Bazaar

The concept of Wednesday Bazaar was promoted as ‘Hafte Ka Sabse Sasta Din’

(Cheapest Day of the Week). Initiated in January 2007, the idea behind this scheme

was to draw customers to stores on Wednesdays, the day when consumer presence

is usually less. According to the chain, the aim of the concept was ‘to give

homemakers the power to save the most’.

SabseSasta Din

Big Bazaar introduced ‘SabseSasta Din’ (Cheapest Day) with the intention of

attaining a sales figure of Rs 26 crore in a single day. The concept became such a

hit that the time period for the offer had to be increased from one day to three days in

2009 (January 24 to 26) and to five days in 2011 (January 22 to 26).

Maha Bachat

The concept of ‘Maha Bachat’ (Mega Saving) was introduced in the year 2006 as a

single day campaign with attractive promotional offers across the company outlets.

Over the years, the concept has grown to become a six-day biannual campaign.

During this campaign, attractive offers are given in all the value formats including Big

Bazaar, Food Bazaar, Electronic Bazaar and Furniture Bazaar.

The Great Exchange Offer

Introduced on February 12, 2009, ‘The Great Exchange Offer’ allows customers to

exchange their old goods for Big Bazaar coupons. The coupons can be redeemed

later for buying brand new goods from Big Bazaar outlets across the nation.

Marketing channel

1. For home brands - One level marketing channel

Fig 3.8

2. For other brands – Two level marketing channel

Fig 3.9

DCBig BazaarVendorwholesalerBig Bazaar

Types of Marketing

1. ATL (Above The Line) – Targeting Mass Customer

2. BTL (Below The Line) – In Store Advertising

Loyalty Programs:

1. Payback

At Future Group Big Bazaar, we believe in building long-lasting relationships with

customers. We encourage repeat customer visits through our unique offers and

special sale days.

Future Group has taken the whole concept of customer loyalty to the next level by

joining hands with PAYBACK. PAYBACK is India’s largest and one of Europe’s most

successful multi-partner loyalty programs. With PAYBACK, customers can shop,

save and get rewarded. This program enables consumers to collect millions of points

across online and offline partners – with just a single card. Customers can

accumulate points across Future Group formats, thereby making “shopping

rewarding”.

Our formats Big Bazaar, Food Bazaar, Central, Home Town, eZone, Brand Factory

and Future Bazaar are a part of the PAYBACK Loyalty program.

2. BBPC (Big Bazaar Profit Club)

Profit club card is made of 2 types:

10,000 profit club card in this we get 12000 on 10,000 and monthly shopping of

1000. It is valid for 18 months. If in any case we can’t do shopping in any month

then the money will be transfer in other month.

3. T24

T24 will provide customers with a dual advantage all 24 hours of the day – ‘shop

more, talk more’ and ‘Talk More, Shop More’. Shopping and talking on our mobile

phones are among the two favourite activities for all of us in India.

With T24, we have been able to develop a unique customer value proposition that

combines these interests of the aspirational Indian. Customers will get shopping

benefits for talking and talk-time benefits each time they shop.

We believe that with our partners, Tata Teleservices Limited, we have been able to

develop a differentiated offering in the crowded telecom space and also increase the

loyalty we enjoy among the millions of customers who patronize our stores.

T24 (Talk 24) tariff plans reflect the competitive per-second rates being offered for

prepaid customers on Tata teleservice Limited’s GSM network. In addition,

customers will be rewarded with free talk-time for every purchase at Future Group

stores starting at Rs. 10 to maximum of Rs. 350. Plans will keep evolving to offer

ever-more attractive options to the customers.

4. Gift Voucher

Gift voucher is a gift or present that is exchangeable for goods in our shops. Gift

vouchers are more personal than simply giving cash or other monetary bonus.

General terms & Regulations for gift vouchers

• The printing right of gift vouchers lie with future E- commerce Infrastructure.

• G.V is available in convenient denominations of Rs.50, 100, 250, 500 &1000.

• G.V is valid for a period of 6 months from the date of issue.

• The vouchers can’t be exchange for cash or cheque.

• No duplicate will be issued if the vouchers are lost or misplaced.

• The Holder of the voucher is deemed to be the beneficiary of the voucher.

5. FBB Credit Card (SBI)

This is new scheme which start in 2015. In this scheme SBI –FBB credit card is

issued to the customer. By that they get flat 10 % discount on the FBB shopping on

each n every clothes of FBB. This card is valid in all FBB stores all over India.

For issuing this card customer required:

1. Credit card of any bank.

2. If not, then customer required there identification proof and more than 5000

Rs. Loan and their monthly income should be more than Rs. 10000.

Benefits of this card: 1. Welcome Bonus

Get complimentary FBB vouchers worth Rs. 500 on joining.

2. 2000 reward pointsEarn 2000 bonus reward points when you renew your card.

3. Shopping on FBBGet 10% flat discount on all FBB purchase.

4. 10x rewardFeel gifted with 10x rewards on all FBB and Big Bazaar purchase.

5. 10x reward on diningFeast on 10x rewards on all dining spends.

6. 2.5% fuel surcharge waiverEnjoy 2.5% fuel surcharge waiver at all petrol pumps.

CSR activities

As a part of Future Group, Big Bazaar is involved in various social activities that

include green initiatives for the community, blood donation camps, Diwali

celebrations with orphanages, visits to orphanages and other NGOs helping

underprivileged children. These activities usually involve all members of the

management as well as staff of Big Bazaar.

In September 2011, Future Group signed a strategic partnership with the

Himachal Pradesh Government to directly source, market and promote the

state’s products and services through its Big Bazaar stores under the brand

‘Himachal’. The aim of this partnership is to aid the development of various

‘source-to-market’ initiatives to enhance livelihoods for more than 25,000

families in the state.

Big Bazaar created a platform called Yatra to provide women of self-help

groups across various towns and regions of Maharashtra and Gujarat the

opportunity to market their wide assortment of indigenous food and non-food

products. As part of the programme, women from over 30 regional self-help

groups were invited, encouraged and helped to set up stalls to exhibit their

products at Big Bazaar stores.

SWOT Analysis

SWOT Analysis

Strength 1. Big Bazaar offers a truly good shopping experience and customer satisfaction, because of their service

2. Big Bazaar has high-quality products at extremely low prices.

3. High brand equity as The Future group has a trust worldwide and who entered in almost all kinds of retail business in India

4. Big Bazaar has different groceries, garments, electronic items and more.

Weakness 1.Only domestic presence in Indian market and that too in limited cities

2. Standards should be increased at international level to cop up with the emerging competition.

3. Falling revenue per square feet.

Opportunity 1. Retail sector is high growth potential also FDI coming into it

2. Rural retail is still unexplored area.

3. High brand equity in market of Future group so could leverage on that

Threats 1. There are many competitors for hypermarket nowadays in India which provides customer services with International standard.

2. Competition from foreign players will increase due to new FDI norms

3. Need to raise standards to compete with international players

4.Lack of differentiation in malls that are coming

Table 3.1

MARKET POSITION

Big Bazaar is holding a strong position in the market and is growing very fast. It

captures the maximum Indian market and with a strong financial background and it

has to go a long way through.

The low price strategy it is successfully running its business all over India and is still

growing bigger and bigger.

It is said that "Cheap prices are a luxury for the rich but a necessity or a need for

the poor."

So Big bazaar has understood the need of a vast population of the upper middle

class and middle class people of the country and in fact no matter how rich a person

is wherever he/she can get good brands at a cheaper rates they will be attracted

towards it whether an average or a rich person.

CHAPTER 4

REVIEW OF LITERATURE

Martineau (1958) consider that the store “personality” as “the way in which the store

is defined in the shoppers mind partly by the functional qualities and partly by an

aura of psychological attributes”. Lindquist (1974) distinguishes between “functional

qualities” and “psychological attributes” which included both physical (factual, 6

functional, and tangible) and psychological dimensions, (formed as a result of the

experience consumers have when exposed to a store). However, owing to the

interpretative nature of image, this distinction is often seen as artificial and

misleading.

Dupuis and Prime (1996) introduce the idea of business distance, as the gap

between host and home environments in four areas: consumer behaviour; outlet or

store format; networks; and environment. They argue that any retail format has a

grounded history, built up over years of operation in the home environment, and thus

the “fit” within the host environment needs to be fully understood. Without this

understanding, “the decision to export a retail format to another cultural environment

may drastically modify its initial competitive advantage”. Illustrations of the problems

of “fit” are provided by authors such as Tordjman (1988), Shackleton (1996), and

O’Grady and Lane (1997) who discuss how French, British and Canadian retailers

have found cultural and business behaviour differences when operating in the

American market.

Steve Burt (2000) Defining store image is far from easy (eg Sewell 1974). The

mixture of tangible and intangible dimensions, and the complexity of meanings and

relationships attributed to retailers by customers have long been recognised (eg

Myers 1960, Arons 1961, Weale 1961, Rich and Portis 1964, Kunkel and Berry

1968, Perry and Norton 1970, May 1974, Marks 1976). Martineau (1958) is attributed

with being one of the first to discuss “store personality”, Lindquist (1974) develops

the distinction between “functional qualities” and “psychological attributes”, and

Oxenfeld (1974) argues that store image is a concept which is “more than the sum of

its part, it represents interaction among characteristics and includes extraneous

elements…, it has some emotional content… a combination of factual and emotional

material”. Although originating from an attempt to explain retail identity in an

advertising context, Kapferer’s (1986) identity prism, comprising physical,

personality, cultural, relational, reflection, and customer self interest facets, similarly

combines functional and symbolic elements and stresses the importance of the

customers de-coding of these facets. The interplay of these tangible and intangible

elements and the customers overall interpretation of them, based upon previous

knowledge and experiences, are widely accepted to determine store image

(Hirschman 1981, Marzursky and Jacoby 1986).

Mary Zimmer (1988) considers that The image of a store consists of the way it is

perceived by consumers. An individual’s view is important to the retail manager

because it can ultimately influence patronage behavior; yet, identifying a store’s

particular image can be problematic. The difficulties are of two types;

conceptualization and measurement. Conceptualization describes what the image is

or what the components of image are; measurement is the way the consumer’s

perception is elicited.

Ulf Johansson (January 2007) consider The concept of image in a marketing

context has its origins in the 1950s. Although a commonly used term, image is

recognized as a complex construct open to various interpretations. Image can be

conceptualized from both a production and consumption perspective, but in both

cases it is based on the premise that markets and consumer actions operate on

impressions and perceptions of “reality”. These in turn are derived from personal

experiences and reference points, and are encapsulated in the meanings that

consumers attach to various relationships with a brand. Image is invariably a

subjective, personal, and consumer-centric concept. The symbolic, experiential,

dimensions of brand image lead to questions as to how consumers “see” or

“visualize” a brand, i.e. how they “picture” the brand.

Lindquist (1974), consider store image as a combination of tangible (or functional)

and intangible (or psychological) factors that consumers perceive to be found in retail

stores. Consumers use store image as an evaluative criterion in the decision-making

process of selecting a retail outlet ( Varley, 2005 ). Store attributes refer to the

underlying components of a store image dimension (like merchandise, physical

facilities, services, atmospherics and so on). Research on store image has yielded a

large number of attributes ( Martineau, 1958 ; Jameset al , 1976 ; Peter and Olson,

1990 ). Store image has been found to be linked to store loyalty and patronage

decisions ( Assael, 1992 ; Wong and Yu, 2003 ).

Asa Thelander (2007) consider that For most customers the key contact point with a

retail organisation is the store – it is through their experiences of the store and the

interactions that take place within the store that customers build relationships, and

form their perceptions of a retailer. A positive store image has been identified as a

key determinant of economic success (Jacoby & Mazursky, 1984; Hildebrandt,

1988), store choice (Doyle & Fenwick, 1974; Schiffman et al, 1977; Burns, 1992),

and store loyalty (Mazursky & Jacoby, 1986; Osman, 1993).

Porter and Claycomb (1997) consider that the customers associate their feelings,

thoughts, and impressions with the stores, and these factors affect their patronage

and purchase behavior. This premise is line with that of Sternet al. (2001), who

asserted that the purchase choices of customers are influenced by the store image.

Kim and Jin (2001) reported that the repurchase intention and the satisfaction

derived from shopping at a store are induced during the initial purchasing stage in

which the customers associate their emotions with the store image. Hence, the

perception of customers regarding a store is developed by the store image, and this

perception is signified by their repurchase intention and satisfaction levels. Several

scholars (i.e., Kim & Han, 2000; Birtwistle & Shearer,2001) studied the concept of

store image and suggested various store attributes that contribute to the overall

perception of the store. However, consensus is lacking with regard to the attributes

that increase customer satisfaction based on store image. Hence, this issue of store

image should be further investigated. Retailers and store owners should identify the

effective attributes for enhancing the image of their stores.

Hedrick et al (2005) consider that the store environment and store atmospherics

can influence customer’s expectations on the retail salesperson. They conducted a

study on sales people and store atmosphere, and identified that customer ’ s

perceptions of a salesperson ’ s attributes and relationship building behaviors’ were

important drivers of customer satisfaction. In retail, intentions are usually determined

by a willingness to stay in the store, willingness to repurchase, willingness to

purchase more in the future and willingness to recommend the store to others.

De Pelsmacker and Janssens (2007) consider that the consumer perceptions

influence consumer behaviour. As previous research shows, especially in developed

countries, consumers pay special attention to the environmental behaviour of

companies (Wagner et al., 2009). For this reason, marketing programmes are

launched by retailers to make the consumer aware of the sustainable products

available at their market places. Information about sustainable product offers is

essential as it influences the consumer’s attitude towards retail stores (e.g.

Lichtenstein et al., 2004) and towards his purchase behaviours (e.g. Mohr and

Webb, 2005). Still, it is important to spread positive information about sustainability

as Sen and Bhattacharya (2001) found out that negative information about Corporate

Social Responsibility has stronger effects on the consumer than positive information.

Nevertheless, the consumer’s perception is not only influenced by the information

distributed through the retailer but also by the motivations driving his consumption

(Ellen et al., 2000).

Agarwal and Teas (2001), said that when exposed to extrinsic product cues,

consumers do not just make judgements about product quality and sacrifice, they

also make judgements about uncertainties that may pose potential long-term losses.

Therefore, we extend the basic conceptualization of brand name to include the

dimensions of perceived risk and argue that by relying on a good and credible brand

name as cue, consumers get certain assurances against the various types of risks

involved in choice decisions which in turn effect perception about quality. Possibly,

lowered risk perception brought about by good and credible brand name effect value

perception through higher quality perceptions (Aghekyan-Simonian, Forsythe, Kwon,

& Chattaraman, 2012).

Purohit and Srivastava (2001) consider the results of past researches as equivocal

for the reason that consumers seldom assess these cues in isolation. Rao and

Monroe (1989) also suggest that there is a need to investigate the interactive effect

of various marketing cues on consumers’ value perceptions. In this study, through

the testing of a conceptualized model, we try to understand the way the price and

brand name together influence value perceptions, that is, whether Indian consumers

impute a higher value, assigning better evaluations, when brand name works as a

stimulus along with price information provided for their cognitive decision processes.

Micheal R Solomon (2009) said that today, the evolution of a new managerial class

of women has forced marketers to change their traditional assumptions about

women as they target this growing market. Female influence is found to be strongest

for decisions involving the matching of colors and the mixing /matching of separates.

Parasuraman, Zeithaml and Berry (1988) developed a survey instrument

SERVQUAL to measure the customer’s perception of service quality against

parameters such as Tangibles, Reliability, Assurance, Empathy and

Responsiveness. However, Cronin, J Joseph; Taylor, Steven A (1994) argued that,

SERVPERF scale which provides performance based measurements can provide a

longitudinal index of service quality perceptions to the service managers and the

summed overall service quality obtained can be plotted relative to time and specific

consumer subgroups.

Foxall & Goldsmith (1994) consider that the effective management of marketing

activities of an organization rest on the following two fundaments: First, consumers

act on their perceptions which basically come from the information that they receive.

Second, mangers need to understand the nature of perceptions of their consumers

and potential consumers have of themselves, their social world, and products

available to them.

Zohre Hosseini (2014) consider that Convenience is an important factor in the

current fast-moving environment. A principal aspect of convenience is store location

and other related factors, such as parking and transportation. Retailers should

consider location because this decision cannot be undone easily. Customers are

heavily influenced by various factors, including time required to travel to the store,

transportation to arrive at the store, location of the store, and eventually, sales in the

store (Wood & Browne, 2007). Thang and Tan (2003) reported that customers

choose a store to visit based on its accessibility, ease of transportation, and time

required to go to this store. Accessibility was the second most important factor in

selecting a store; even stores on the same location were affected by the accessibility

factor.

Sheth and Mittal (2004) consider the Store image, the sum total of perceptions

customers have about a store, is determined by these merchandise, service, and

price factors; it is also determined by atmospherics, advertising, and store personnel.

However, as with the definition of store image, no consensus has been reached on a

set of universal store image dimensions.

O’Connor (1990), said that the primary factual elements or attributes determining a

retailer’s image by forming consumers perceptions, include price, variety, assortment

within product categories, quality, products, service (or lack thereof) and location.

Type of customer, shop location, price levels, service offered, merchandise mix,

advertising and the characteristics of the physical facilities are listed by Terblanche

(1998) as some of the factors determining store related perceptions. Similarly, Peter

and Olson (1990) observed that the most commonly studied store image dimensions

are merchandise, service, clientele, physical facilities, promotion, convenience and

store atmosphere, which closely resemble Lindquist’s proposed dimensions. Sheth

and Mittal (2004) stated that: “Store image, the sum total of perceptions customers

have about a store, is determined by these merchandise, service, and price factors;

it is also determined by atmospherics, advertising, and store personnel.” However,

as with the definition of store image, no consensus has been reached on a set of

universal store image dimensions.

Kaul (2005) consider that Store atmospheric attributes such as color, lighting,

interior decoration or music form the overall context within which shoppers make

store selection and patronage decisions, and are likely to have a significant impact

on store image. Selection of a specific retail outlet involves a comparison of the

available alternative outlets on the evaluative criteria of a consumer. Literature

suggests a range of such criteria, which makes it a challenging task from the

retailers ’ point of view and makes store choice a matter of concern to retailers.

Chowdhary (1999) consider that the customers build a perception of the store

based on their numerous visits to the store, and that the final impression is a

combination of all of the aspects of the store that have affected them. Several

researchers (i.e., Bloemer & De Ruyter, 1998; Jin & Kim, 2003) indicated that

customer views of a store image are derived from the overall outstanding features of

the store.

Piyali Ghosh (2009) said that Customer’s choice of a particular store depends on

shopping orientation as well as satisfying experience. In addition, a customer ’ s

attitude towards the store may result from his / her evaluation of the perceived

importance of store attributes, molded and remolded by direct experiences with the

store ’ s overall offerings. An attempt has been made in this study to analyze

purchase patterns of customers towards organized retail outlets in terms of

merchandise categories purchased; time spent within the store; number of

merchandise purchased on each visit; and store switching behavior. Besides, we

have also made an effort to identify store attributes that drive store selection

process.

Newman and Patel (2004) consider that the store atmosphere as another critical

determinant of the store choice of customers. Meanwhile, Richardson et al. (1996)

contended that store aesthetics can enhance customer perception of the quality of

the products in the store. The interior décor of a store is viewed differently by

customers and management (Samli et al., 1998). Samli et al. reported that compared

to the customers, the management regards store image as less important, and

suggested that the retailers can enhance this attribute easily to please the customers

and increase their satisfaction and repurchase levels.

Patrick Buckley consider that A store's atmosphere has both affective and cognitive

components. The affective components are pleasure (i.e.contented, happy,

satisfied), arousal (i.e. stimulated, excited, jittery), and dominance (i.e. controlling,

dominant, influential); the cognitive component is the information rate (i.e. novelty,

variety, density, size) (Donovan and Rossiter 1982; Mehrabian and Russell 1974).

Research evidence points to the concrete stimuli of color, music, and crowding as

influencing the affective dimensions of a store's atmosphere; and to displays and

signs as influencing the cognitive dfineiisions and, to a lesser extent, the affective

dimensions of a store's atmosphere.

Subhadip Roy and Lopamudra Ghosh (March 2014) consider that The role of

store image to attract and retain customers becomes very important (Du Preez et al.,

2008). Store image has been found to influence customer satisfaction (Hackl etal.,

2000; and Theodoridis and Chatzipanagiotou, 2009). Moreover, researchers have

also suggested that store image may vary depending on the cultural context because

of the impact of national and regional culture on consumer behavior (Theodoridis

and Chatzipanagiotou, 2009). Lastly, researchers have also pointed out the need for

a comprehensive scale to measure store image was lacking in research (Du Preez et

al., 2008). Moreover, there are closely similar scales in the western context but there

is lack of a comprehensive scale to measure store image in a developing country

context such as India. The present study aims to fill in this gap by constructing and

validating a comprehensive scale to measure store image.

Johannes Stolz(2013) said that Retailers with their own private label can build up a

sustainable competitive advantage through differentiating their offerings from those

of competitors (Groeber, 2008). A contribution of their own private label can be

demonstrated through eco-design activities such as offering products with special

consideration for the environment through responsible care during the product’s

whole lifecycle. Furthermore, environmental labels can be used to raise the

consumer’s attention. Finally, retailers can improve their environmental performance

through banning those products from the shelves with important environmental

impacts.

CHAPTER 5

RESEARCH METHODOLOGY

5.1. Problem Statement

To know store expectation from customer of Big Bazaar, what is the image of store

in the mind of customer of Big Bazaar and to identify the different parameter of the

store.

5.2. Research Objectives

To know the consumer Image of Big Bazaar on different parameters.

To identify factors towards which customer image is studied.

To study the impact of demographic factors on customer image towards Big

Bazaar in Surat city.

5.3. Research Design

5.3.1 Type of Design

In this project, descriptive research design has been used.

5.3.2 Sampling

Sample size

Sample size taken in the study is 160 customer of Big Bazaar, Surat.

Sampling Method

In this project, Non probability Convenience Sampling is used.

5.3.3 Data Collection Method

There are two sources of data:

Primary data are collected by using the structured questionnaire.

Secondary data are collected from websites.

5.3.4 Tools for analysis

For the purpose of data analysis tools used are statistical tools. For the purpose of

graphs Microsoft Excel is used. And for the purpose of test SPSS is used.

5.3.5 Limitations of the study

It was assumed that the respondent understood the questions in questionnaires

as they were supposed to.

Due to limited number of respondents, the finding may not be same for the

whole population.

The Study is limited to particular time period only that is year 2016.

CHAPTER 6

DATA ANALYSIS

Respondent Responses

1. Age

 Age Frequency Percent18-25 79 49.426-40 51 31.941-60 28 17.5

More than 60 2 1.3Total 160 100.0

49%

32%

18% 1%

Age

18-2526-4041-60More than 60

Interpretation:

From the above data it can be seen that 49% of respondents age lies

between 18 to 25, 32% of respondents age lies between 26 to 40, 18% of

respondents age lies between 41 to 60, and only 1% of respondents age lies

in more than 60 age group who have visit Big Bazaar.

2. Gender

 Gender Frequency PercentMale 79 49.4Female 81 50.6Total 160 100.0

49%51%

Gender

MaleFemale

Interpretation:

From the above chart it can be seen that 49% respondents are Male and

51% respondents are female who have visited Big Bazaar.

3. Occupation

 Occupation Frequency PercentStudent 48 30.0Salaried 45 28.1Self-employed 33 20.6Housewife 33 20.6Retired 1 .6Total 33 100.0

30%

28%

21%

21% 1%

Occupation

StudentSalariedSelf-employedHousewifeRetired

Interpretation:

From the above data it can be seen that 30% respondents were student,

28% respondents were salaried, 20% respondents were self-employed,

21% were housewife and 1% respondents were retired.

4. Education

 Education Frequency PercentBelow HSC 22 13.8Under Graduate 32 20.0

Graduate 64 40.0Post Graduate 38 23.8Other 4 2.5

Total 160 100.0

14%

20%

40%

24%3%

Education

Below HSCUnder GraduateGraduatePost GraduateOther

Interpretation:

From the above data it can be seen that 14% respondents were below

HSC, 20% respondents were under Graduate, 40% respondents were

Graduate, 24% respondents were Post graduate and 2% respondents were

others.

5. Monthly Family Income

 Monthly Family Income Frequency Percent<15000 41 25.615000-30000 52 32.530001-50000 47 29.4>50000 20 12.5Total 160 100.0

26%

33%

29%

13%

Monthly Family Income

<1500015000-3000030001-50000>50000

Interpretation:

From the above data it can seen that 26% respondents were less than Rs.

15,000 in their monthly income, 32% respondents were between Rs.

15,000 – Rs. 30,000, 29% respondents were between Rs. 30,001 – Rs.

50,000 in their monthly income, and 13% respondents were more than Rs.

50,000.

Q-1 How many times have you visited Big Bazaar in last 3 months?

Option  Frequency Percent1 time 40 25.02 times 38 23.83 times 37 23.14 times 20 12.5More than 4 times 25 15.6Total 160 100.0

25%

24%23%

13%

16%

How many times have you visited Big Bazaar in last 3 months

1 time2 times3 times4 timesMore than 4 times

Interpretation:

From the above data it can be seen that 25% of respondents had visited 1

time, 24% of respondents had visited 2 times, 23% of respondents had

visited 3 times, 12% of respondents had visited 4 times and 16% of

respondents had visited more than 4 times in last 3 months at Big Bazaar.

Big Bazaar has well spaced merchandise.

Option  Frequency PercentStrongly Disagree 14 8.8Disagree 17 10.6Neutral 64 40.0Agree 44 27.5Strongly Agree 21 13.1

Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

45.0

8.810.6

40.0

27.5

13.1

Big Bazaar has well spaced merchandise

Interpretation:

From the above chart it can be seen that 9% respondents strongly disagree,

11% disagree, 40% respondents were neutral, 27% respondents agree and

13% respondents strongly agree that Big Bazaar has well spaced

merchandise.

Big Bazaar is a bright store.

Option  Frequency PercentStrongly Disagree 9 5.6Disagree 12 7.5Neutral 54 33.8Agree 63 39.4

Strongly Agree 22 13.8Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

45.0

1 2 3 4 55.6

7.5

33.8

39.4

13.8

Big Bazaar is a bright store

Interpretation:

From the above chart it can be seen that 6% respondents strongly disagree,

7% disagree, 34% respondents were neutral, 39% respondents agree and

14% respondents strongly agree that Big Bazaar is a bright store.

Big Bazaar ads are frequently seen by you.

Option  Frequency PercentStrongly Disagree 12 7.5Disagree 30 18.8Neutral 57 35.6Agree 50 31.3

Strongly Agree 11 6.9Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

1 2 3 4 57.5

18.8

35.6

31.3

6.9

Big Bazaar ads are frequently seen by them

Interpretation:

From the above chart it can be seen that 7% respondents strongly disagree,

19% disagree, 36% respondents were neutral, 31% respondents agree and

7% respondents strongly agree that Big Bazaar ads are frequently seen by

them.

Big Bazaar provides low quality products.

 Option  Frequency PercentStrongly Disagree 31 19.4Disagree 57 35.6Neutral 34 21.3Agree 27 16.9

Strongly Agree 11 6.9Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

19.4

35.6

21.3

16.9

6.9

Big Bazaar provides low quality products

Interpretation:

From the above chart it can be seen that 19% respondents strongly

disagree, 36% disagree, 21% respondents were neutral, 17% respondents

agree and 7% respondents strongly agree that Big Bazaar provides low

quality products.

Big Bazaar has unorganized layout.

 Option  Frequency PercentStrongly Disagree 32 20.0Disagree 42 26.3Neutral 40 25.0

Agree 26 16.3Strongly Agree 20 12.5Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

20.0

26.325.0

16.3

12.5

Big Bazaar has unorganized layout

Interpretation:

From the above chart it can be seen that 20% respondents strongly

disagree, 26% disagree, 25% respondents were neutral, 16% respondents

agree and 13% respondents strongly agree that Big Bazaar has unorganized

layout.

Big Bazaar provides high price products.

Option   Frequency PercentStrongly Disagree 27 16.9Disagree 34 21.3

Neutral 48 30.0Agree 31 19.4Strongly Agree 20 12.5Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

16.9

21.3

30.0

19.4

12.5

Big Bazaar provides high price products

Interpretation:

From the above chart it can be seen that 17% respondents strongly

disagree, 21% disagree, 30% respondents were neutral, 19% respondents

agree and 13% respondents strongly agree that Big Bazaar provides high

price products.

Big Bazaar provides good sales on products.

 Option  Frequency PercentStrongly Disagree 15 9.4

Disagree 16 10.0Neutral 28 17.5Agree 70 43.8Strongly Agree 31 19.4Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

45.0

50.0

9.4 10.0

17.5

43.8

19.4

Big Bazaar provides good sales on products

Interpretation:

From the above chart it can be seen that 9% respondents strongly disagree,

10% disagree, 18% respondents were neutral, 44% respondents agree and

19% respondents strongly agree that Big Bazaar provides good sales on

products.

Big Bazaar is an unpleasant store to shop in.

 Option  Frequency Percent

Strongly Disagree 31 19.4Disagree 49 30.6Neutral 45 28.1Agree 24 15.0Strongly Agree 11 6.9Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

19.4

30.628.1

15.0

6.9

Big Bazaar is an unpleasant store to shop in

Interpretation:

From the above chart it can be seen that 19% respondents strongly

disagree, 31% disagree, 28% respondents were neutral, 15% respondents

agree and 7% respondents strongly agree that Big Bazaar is an unpleasant

store to shop in.

Big Bazaar is a bad store.

 Option  Frequency PercentStrongly Disagree 42 26.3

Disagree 44 27.5Neutral 32 20.0Agree 26 16.3Strongly Agree 16 10.0Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

26.327.5

20.0

16.3

10.0

Big Bazaar is a bad store

Interpretation:

From the above chart it can be seen that 26% respondents strongly

disagree, 28% disagree, 20% respondents were neutral, 16% respondents

agree and 10% respondents strongly agree that Big Bazaar is a bad store.

Big Bazaar is at convenient location.

 Option  Frequency PercentStrongly Disagree 5 3.1

Disagree 15 9.4Neutral 42 26.3Agree 62 38.8Strongly Agree 36 22.5Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

45.0

3.1

9.4

26.3

38.8

22.5

Big Bazaar is at convenient location

Interpretation:

From the above chart it can be seen that 3% respondents strongly disagree,

9% disagree, 26% respondents were neutral, 39% respondents agree and

23% respondents strongly agree that Big Bazaar provides is at convenient

location.

Big Bazaar is a big store.

 Option  Frequency PercentStrongly Disagree 8 5.0Disagree 19 11.9

Neutral 50 31.3Agree 39 24.4Strongly Agree 44 27.5Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

5.0

11.9

31.3

24.4

27.5

Big Bazaar is a big store

Interpretation:

From the above chart it can be seen that 5% respondents strongly disagree,

12% disagree, 31% respondents were neutral, 24% respondents agree and

28% respondents strongly agree that Big Bazaar is a big store.

Big Bazaar is an unattractive store.

 Option  Frequency PercentStrongly Disagree 37 23.1Disagree 47 29.4

Neutral 44 27.5Agree 27 16.9Strongly Agree 5 3.1Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

23.1

29.427.5

16.9

3.1

Big Bazaar is an unattractive store

Interpretation:

From the above chart it can be seen that 23% respondents strongly

disagree, 29% disagree, 28% respondents were neutral, 17% respondents

agree and 3% respondents strongly agree that Big Bazaar is an unattractive

store.

Salesmen at Big Bazaar are helpful.

 Option  Frequency PercentStrongly Disagree 24 15.0Disagree 18 11.3Neutral 51 31.9

Agree 43 26.9Strongly Agree 24 15.0Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

15.0

11.3

31.9

26.9

15.0

Salesmen at Big Bazaar are helpful

Interpretation:

From the above chart it can be seen that 15% respondents strongly

disagree, 11% disagree, 32% respondents were neutral, 27% respondents

agree and 15% respondents strongly agree that salesmen at Big Bazaar are

helpful.

Big Bazaar provides good service.

 Option  Frequency PercentStrongly Disagree 19 11.9Disagree 13 8.1

Neutral 49 30.6Agree 52 32.5Strongly Agree 27 16.9Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

11.9

8.1

30.632.5

16.9

Big Bazaar provides good service

Interpretation:

From the above chart it can be seen that 12% respondents strongly

disagree, 8% disagree, 31% respondents were neutral, 32% respondents

agree and 17% respondents strongly agree that Big Bazaar provides good

services.

Big Bazaar employees are friendly.

 Option  Frequency PercentStrongly Disagree 24 15.0

Disagree 17 10.6Neutral 46 28.8Agree 50 31.3Strongly Agree 23 14.4Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

15.0

10.6

28.831.3

14.4

Big Bazaar employees are friendly

Interpretation:

From the above chart it can be seen that 15% respondents strongly

disagree, 11% disagree, 29% respondents were neutral, 31% respondents

agree and 14% respondents strongly agree that Big Bazaar employees are

friendly.

It is hard to return purchases at Big Bazaar.

 Option  Frequency Percent

Strongly Disagree 30 18.8Disagree 33 20.6Neutral 51 31.9Agree 32 20.0Strongly Agree 14 8.8Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

18.820.6

31.9

20.0

8.8

It is hard to return purchases at Big Bazaar

Interpretation:

From the above chart it can be seen that 19% respondents strongly

disagree, 20% disagree, 32% respondents were neutral, 20% respondents

agree and 9% respondents strongly agree that it is hard to return purchases

at Big Bazaar.

Big Bazaar has limited selection of products.

 Option  Frequency PercentStrongly Disagree 34 21.3Disagree 37 23.1Neutral 41 25.6Agree 33 20.6Strongly Agree 15 9.4Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

21.323.1

25.6

20.6

9.4

Big Bazaar has limited selection of products

Interpretation:

From the above chart it can be seen that 21% respondents strongly

disagree, 23% disagree, 26% respondents were neutral, 21% respondents

agree and 9% respondents strongly agree that Big Bazaar has limited

selection of products.

Big Bazaar is a messy store.

 Option  Frequency PercentStrongly Disagree 28 17.5Disagree 48 30.0Neutral 42 26.3Agree 27 16.9Strongly Agree 15 9.4Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

17.5

30.0

26.3

16.9

9.4

Big Bazaar is a messy store

Interpretation:

From the above chart it can be seen that 18% respondents strongly

disagree, 30% disagree, 26% respondents were neutral, 17% respondents

agree and 9% respondents strongly agree that Big Bazaar is a messy

products.

Big Bazaar is a spacious shopping centre.

 Option  Frequency PercentStrongly Disagree 12 7.5Disagree 18 11.3Neutral 55 34.4Agree 43 26.9Strongly Agree 32 20.0Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

7.5

11.3

34.4

26.9

20.0

Big Bazaar is a spacious shopping centre

Interpretation:

From the above chart it can be seen that 8% respondents strongly disagree,

11% disagree, 34% respondents were neutral, 27% respondents agree and

20% respondents strongly agree that Big Bazaar is a spacious shopping

centre.

Big Bazaar attracts upper class customers.

 Option  Frequency PercentStrongly Disagree 29 18.1Disagree 35 21.9Neutral 43 26.9Agree 34 21.3Strongly Agree 19 11.9Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

18.1

21.9

26.9

21.3

11.9

Big Bazaar attracts upper class customers

Interpretation:

From the above chart it can be seen that 18% respondents strongly

disagree, 22% disagree, 27% respondents were neutral, 21% respondents

agree and 12% respondents strongly agree that Big Bazaar attracts upper

class customers.

Big Bazaar is a clean store.

 Option  Frequency PercentStrongly Disagree 14 8.8Disagree 16 10.0Neutral 43 26.9Agree 57 35.6Strongly Agree 30 18.8Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

8.8 10.0

26.9

35.6

18.8

Big Bazaar is a clean store

Interpretation:

From the above chart it can be seen that 9% respondents strongly disagree,

10% disagree, 27% respondents were neutral, 35% respondents agree and

19% respondents strongly agree that Big Bazaar is a clean store.

Big Bazaar has bad displays.

 Option  Frequency PercentStrongly Disagree 32 20.0Disagree 56 35.0Neutral 31 19.4Agree 26 16.3Strongly Agree 15 9.4Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

20.0

35.0

19.416.3

9.4

Big Bazaar has bad displays

Interpretation:

From the above chart it can be seen that 20% respondents strongly

disagree, 35% disagree, 20% respondents were neutral, 16% respondents

agree and 9% respondents strongly agree that Big Bazaar has bad displays.

Big Bazaar has fast checkout.

 Option  Frequency Percent

Strongly Disagree 15 9.4Disagree 37 23.1Neutral 61 38.1Agree 31 19.4Strongly Agree 16 10.0Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

45.0

9.4

23.1

38.1

19.4

10.0

Big Bazaar has fast checkout

Interpretation:

From the above chart it can be seen that 9% respondents strongly disagree,

23% disagree, 38% respondents were neutral, 19% respondents agree and

10% respondents strongly agree that Big Bazaar has fast checkout.

Prices at Big Bazaar are value for money.

 Option  Frequency Percent

Strongly Disagree 8 5.0Disagree 19 11.9Neutral 52 32.5Agree 57 35.6Strongly Agree 24 15.0Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

5.0

11.9

32.535.6

15.0

Prices at Big Bazaar are value for money

Interpretation:

From the above chart it is seen that 5% respondents strongly disagree, 12%

disagree, 32% respondents were neutral, 36% respondents agree and 15%

respondents strongly agree that prices at Big Bazaar are value for money.

At Big Bazaar it is hard to find items you want.

 Option  Frequency Percent

Strongly Disagree 18 11.3Disagree 44 27.5Neutral 33 20.6Agree 34 21.3Strongly Agree 31 19.4Total 160 100.0

Strongly Disagree Disagree Neutral Agree Strongly Agree0.0

5.0

10.0

15.0

20.0

25.0

30.0

11.3

27.5

20.6 21.319.4

At Big Bazaar it is hard to find items you want

Interpretation:

From the above chart it can be seen that 11% respondents strongly

disagree, 28% disagree, 21% respondents were neutral, 21% respondents

agree and 19% respondents strongly agree that at Big Bazaar it is hard to

find items they want.

Reliability Statistics

Cronbach's Alpha No of Items.868 25

Table 6.1

Interpretation:

Research used instrument consists of 25 statements on 5 point likert scale

(Strongly disagree (5) to strongly agree (1)) to study the consumer image of

Big Bazaar. So it is necessary to check the reliability of the instrument.

Reliability test was performed to check reliability of scale and Cronbach’s

alpha is 0.868 which indicates high level of internal consistency for scale

and can be used with other statistical procedure for further investigation.

Factor Analysis

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .825

Bartlett's Test of Sphericity

Approx. Chi-Square 1589.487

Df 300

Sig. .000

Table 6.2

Total Variance ExplainedComp

onent

Initial Eigenvalues Extraction Sums of

Squared Loadings

Rotation Sums of Squared

Loadings

Total % of

Varianc

e

Cumula

tive%

Total % of

Varianc

e

Cumula

tive%

Total % of

Varianc

e

Cumula

tive%

16.567 26.269 26.269 6.567 26.269 26.269 4.566 18.262 18.262

23.468 13.87 40.14 3.468 13.87 40.14 2.934 11.736 29.998

31.636 6.543 46.683 1.636 6.543 46.683 2.664 10.657 40.655

41.381 5.523 52.206 1.381 5.523 52.206 1.851 7.405 48.06

51.25 5.001 57.207 1.25 5.001 57.207 1.78 7.119 55.179

61.201 4.803 62.011 1.201 4.803 62.011 1.708 6.831 62.011

70.897 3.588 65.599            

80.83 3.32 68.92            

90.756 3.024 71.944            

100.723 2.891 74.835            

110.653 2.612 77.448            

120.65 2.6 80.048            

130.619 2.475 82.523            

140.537 2.147 84.67            

150.526 2.103 86.773            

160.489 1.957 88.731            

170.459 1.837 90.567            

180.405 1.619 92.186            

190.36 1.441 93.628            

200.329 1.315 94.943            

210.306 1.224 96.167            

220.279 1.117 97.284            

230.243 0.97 98.254            

240.23 0.922 99.176            

250.206 0.824 100            

Table 6.3

Scree Plot

Figure 6.1

Rotated Component Matrix

Rotated Component Matrixa

Component

1 2 3 4 5 6

Big Bazaar is a bad store. .756

Big Bazaar provides low quality products. .723

Big Bazaar provides high price products. .695

Big Bazaar has bad displays. .640

Big Bazaar has unorganized layout. .612

Big Bazaar is an unpleasant store to shop in. .584

Big Bazaar has limited selection of products. .561

Big Bazaar is a big store. -.556

Big Bazaar attracts upper class customers. .540 .507

At Big Bazaar it is hard to find items you want.

Big Bazaar is a messy store.

Big Bazaar employees are friendly. .838

Salesmen at Big Bazaar are helpful. .751

Big Bazaar provides good service. .651

It is hard to return purchases at Big Bazaar.

Big Bazaar is a spacious shopping centre. .742

Big Bazaar provides good sales on products. .734

Big Bazaar is a clean store. .694

Prices at Big Bazaar are value for money. .604 .536

Big Bazaar has well spaced merchandise. .815

Big Bazaar ads are frequently seen by you. .554

Big Bazaar is a bright store. .529

Big Bazaar is at convenient location. .790

Big Bazaar has fast checkout. .622

Big Bazaar is an unattractive store. .758

Table 6.4

Interpretation:-

From the Factor Analysis following titles can be identify.

Factor 1 Big Bazaar is a bad store. Shopping

ExperienceBig Bazaar provides low quality products.Big Bazaar provides high price products.Big Bazaar has bad displays.Big Bazaar has unorganized layout.Big Bazaar is an unpleasant store to shop in.Big Bazaar has limited selection of products.Big Bazaar attracts upper class customers.

Factor 2 Big Bazaar employees are friendly. Employee ServiceSalesmen at Big Bazaar are helpful.Big Bazaar provides good service.

Factor 3 Big Bazaar is a spacious shopping centre. Sales & hygieneBig Bazaar provides good sales on products.Big Bazaar is a clean store.Prices at Big Bazaar are value for money.

Factor 4 Big Bazaar has well spaced merchandise. AdvertisementBig Bazaar ads are frequently seen by you.Big Bazaar is a bright store.

Factor 5 Big Bazaar is at convenient location. locality & CheckoutBig Bazaar has fast checkout.

Factor 6 Big Bazaar is an unattractive store. Unappealing

Table 6.5

Chi Square

Hypothesis 1

H0:- There is no association between Gender and Convenient location.

H1:- There is association between Gender and Convenient location.

Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

Gender * Big Bazaar is at

convenient location.

160 100.0% 0 0.0% 160 100.0%

Gender * Big Bazaar is at convenient location. Crosstabulation

Big Bazaar is at convenient location. Total

Strongly

Disagree

Disagree Neutral Agree Strongly Agree

GenderMale 1 10 22 28 18 79

Female 4 5 20 34 18 81

Total 5 15 42 62 36 160

Chi-Square Tests

Value Df Asymp. Sig. (2-

sided)

Pearson Chi-Square 4.118a 4 .390

Likelihood Ratio 4.278 4 .370

Linear-by-Linear Association .079 1 .779

N of Valid Cases 160

a. 2 cells (20.0%) have expected count less than 5.

b. The minimum expected count is 2.47.

Table 6.6

Interpretation:-

Case Processing Summary table gives the summary information (number of cases

and missing values) of the variables.

Cross tabulation of Gender and Convenient Location is in the second table. It shows

that out of 79 Males 1 is strongly disagree, 10 are disagree, 22 are neutral, 28 are

agree and 18 are strongly agree. Out of 81 Females 4 are strongly disagree, 5 are

disagree, 20 are neutral, 34 are agree and 18 are strongly agree. This shows that

there is association between Gender and Convenient Location.

The third table provides information of Chi-square test. The value of Pearson Chi-

square is 4.118 and associated significance value is 0.390(which is more than 0.05).

Therefore null hypothesis is accepted and it can be said there is no association

between Gender and Convenient Location.

Hypothesis 2

H0:- There is no association between Monthly Family Income and High price products.

H1:- There is association between Monthly Family Income and High price products.

Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

Monthly Family Income * Big

Bazaar provides high price

products.

160 100.0% 0 0.0% 160 100.0%

Monthly Family Income * Big Bazaar provides high price products. Crosstabulation

Big Bazaar provides high price products. Total

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

Monthly

Family Income

<15000 7 7 15 8 4 41

15000-30000 11 11 13 8 9 52

30001-50000 3 12 13 13 6 47

>50000 6 4 7 2 1 20

Total 27 34 48 31 20 160

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 12.819a 12 .382

Likelihood Ratio 13.551 12 .330

Linear-by-Linear Association .207 1 .649

N of Valid Cases 160

a. 4 cells (20.0%) have expected count less than 5.

b. The minimum expected count is 2.50.

Table 6.7

Interpretation:-

Case Processing Summary table gives the summary information (number of cases

and missing values) of the variables.

Cross tabulation of Monthly Family Income and High price products is in the second

table. It shows that out of 14 respondents having less than 15000 Monthly Family

Income from that 7 are strongly disagree, 7 are disagree, 15 are neutral, 8 are agree

and 4 are strongly agree. Out of 52 respondents having Monthly Family Income

between 15000-30000 from that 11 are strongly disagree, 11 are disagree, 13 are

neutral, 8 are agree and 9 are strongly agree. Out of 47 respondents having Monthly

Family Income between 30001-50000 from that 3 are strongly disagree, 12 are

disagree, 13 are neutral, 13 are agree and 6 are strongly agree. Out of 20

respondents having Monthly Family Income More than 50000 from that 6 are

strongly disagree, 4 are disagree, 7 are neutral, 2 are agree and 1 are strongly

agree. This shows that there is association between Monthly Family Income and

High price products.

The third table provides information of Chi-square test. The value of Pearson Chi-

square is 12.819 and associated significance value is 0.382(which is more than

0.05).

Therefore null hypothesis is accepted and it can be said there is no association

between Monthly Family Income and High price products.

Hypothesis 3

H0:- There is no association between Education and Hard to find items.

H1:- There is association between Education and Hard to find items.

Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

Education * At Big Bazaar it

is hard to find items you

want.

160 100.0% 0 0.0% 160 100.0%

Education * At Big Bazaar it is hard to find items you want. Crosstabulation

At Big Bazaar it is hard to find items you want. Total

Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

Education

Below HSC 5 4 4 4 5 22

Under Graduate 3 8 12 5 4 32

Graduate 9 18 9 15 13 64

Post Graduate 0 13 7 10 8 38

Other 1 1 1 0 1 4

Total 18 44 33 34 31 160

Chi-Square Tests

Value Df Asymp. Sig. (2-sided)

Pearson Chi-Square 18.511a 16 .295

Likelihood Ratio 22.310 16 .133

Linear-by-Linear Association .780 1 .377

N of Valid Cases 160

a. 11 cells (44.0%) have expected count less than 5.

b. The minimum expected count is .45.

Table 6.8

Interpretation:-

Case Processing Summary table gives the summary information (number of cases

and missing values) of the variables.

Cross tabulation of Education and Hard to Find items is in the second table. It shows

that out of 22 respondents having Education Below HSC from that 5 are strongly

disagree, 4 are disagree, 4 are neutral, 4 are agree and 5 are strongly agree. Out of

32 respondents are Under Graduation from that 3 are strongly disagree, 8 are

disagree, 12 are neutral, 5 are agree and 4 are strongly agree. Out of 64

respondents are Graduated from that 9 are strongly disagree, 18 are disagree, 9 are

neutral, 15 are agree and 13 are strongly agree. Out of 38 respondents are Post

Graduated from that 0 are strongly disagree, 13 are disagree, 7 are neutral, 10 are

agree and 8 are strongly agree. Out of 4 respondents are Others from that 1 is

strongly disagree, 1 is disagree, 1 is neutral, 0 are agree and 1 is strongly agree.

This shows that there is association between Education and Hard to Find items.

The third table provides information of Chi-square test. The value of Pearson Chi-

square is 18.511 and associated significance value is 0.295(which is more than

0.05).

Therefore null hypothesis is accepted and it can be said there is no association

between Education and Hard to Find items.

CHAPTER 7

FINDINGS

Most of the respondents have visited 1 time in Big Bazaar in last three

months.

It was found that the respondents are satisfied with respect to bright store,

quality of products, store layout, price, sales on products, convenient location,

attractive store, provides good service, employees are friendly, good displays,

value for money, clean store and easy to find items.

It is found that the respondents are neutral with respect to well spaced

merchandise, fast checkout, attracts upper class customers, spacious

shopping centre, limited selection of products, hard to return products,

salesmen are helpful, big store and high price products.

Today the consumer looks beyond price, other factor such as quality,

employees behavior, variety have become more important. Big Bazaar is

satisfying its customers with low price, good location and variety of products.

Overall customer have image of Big Bazaar in 6 Sector:-

o Shopping Experience

o Employee Services

o Sales & Hygiene

o Advertisement

o Locality & Checkout

o Unappealing

It can be said there is no association between Education and Hard to Find

items.

It can be said there is no association between Monthly Family Income and

High Price Products.

It can be said there is no association between Gender and Convenient

Location.

CHAPTER 8

CONCLUSION AND RECOMMENDATION

Recommendation

Following are some recommendation for Big Bazaar which should be consider in

their operations to make their customers more satisfied.

Big Bazaar should focus on their ads so that customer sees more ads and

gets attracted.

Big Bazaar should not provide high price which is difficult for middle men to

purchase.

Salesmen of Big Bazaar should help customer to find items.

Big Bazaar should improve their displays so that customer gets what they

want.

Big Bazaar should improve their music so customer can shop with pleasant.

Big Bazaar should provide good services to customers so that they can build

good image of Big Bazaar in mind of customers.

Big Bazaar should provide customers easy return on their purchase.

There should be more selection on products for customers.

There should be more billing counters so that customers don’t have to stand

in queue.

Conclusion

From the analysis it is know that customer find somewhat difficult in finding the

products, it is also know that salesmen are not helpful, it is said there is no

association between Education and Hard to find items, it is said there is no

association between Monthly Family Income and High price products, and it is

said there is no association between Gender and Convenient Location.

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ANNEXURE

Respected Sir/Madam

I, Shweta S. Germanwala, student of M.B.A. from S.R. Luthra Institute of Management from Surat, am conducting survey on “A study of Consumer Image of Big Bazaar in Surat City ” as a part of my curriculum. I request you to please spare few minutes of your valuable time to fill up this questionnaire. I ensure that information provided by you will be kept confidential and used for academic purpose only.

QUESTIONNAIRE

Q-1 How many times have you visited Big Bazaar in last 3 months?

a) 1 time

b) 2 times

c) 3 times

d) 4 times

e) More than 4 times

Q-2 Please read below statements and tick on appropriate option:-

1- Strongly Disagree 2- Disagree 3- Neutral 4- Agree 5- Strongly Agree

Sr. No

Statements Strongly Disagree

(1)

Disagree(2)

Neutral(3)

Agree(4)

Strongly Agree

(5)1. Big Bazaar has well spaced

merchandise.2. Big Bazaar is a bright store.3. Big Bazaar ads are frequently seen

by you.4. Big Bazaar provides low quality

products.5. Big Bazaar has unorganized

layout.6. Big Bazaar provides high price

products.7. Big Bazaar provides good sales on

products.8. Big Bazaar is an unpleasant store

to shop in.9. Big Bazaar is a bad store.10. Big Bazaar is at convenient

location.11. Big Bazaar is a big store. 12. Big Bazaar is an unattractive store.13. Salesmen at Big Bazaar are

helpful.14. Big Bazaar provides good service.15. Big Bazaar employees are friendly. 16. It is hard to return purchases at Big

Bazaar.17. Big Bazaar has limited selection of

products.18. Big Bazaar is a messy store.19. Big Bazaar is a spacious shopping

centre.20. Big Bazaar attracts upper class

customers.21. Big Bazaar is a clean store.22. Big Bazaar has bad displays.23. Big Bazaar has fast checkout.24. Prices at Big Bazaar are value for

money.25. At Big Bazaar it is hard to find

items you want.

Personal Information:-

Name:

Contact No:

Gender: Male Female

Age [in years]: 18-25 26-40

41-60 More than 60

Occupation: Student Salaried Self-employed

Housewife Retired

Education: Below HSC Under Graduate Graduate

Post-Graduate Other

Monthly Family Income: <15000 15000-30000

30001-50000 >50000