final big bazaar project report.docx

1. INTRODUCTION

Retailing consists of the sale of goods or merchandise from a fixed location, such as a

department store or kiosk, or by post, in small or individual lots for direct

consumption by the purchaser. Retailing may include subordinated services, such as

delivery. Purchasers may be individuals or businesses. In commerce, a retailer buys

goods or products in large quantities from manufacturers or importers, either directly

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

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

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

overall distribution strategy.

Modern Retail Formats1. DEPARTMENT STORES

These large stores retail primarily non-food items such as apparel, footwear,

accessories, cosmetics and household products. They stock multiple brands across

product categories, though some of them focus on their own store label (on the lines

of Marks and Spencer’s and St. Michael). These stores are found on high streets and

as Anchors Tenants of shopping malls. Several local department store chains have

opened shop in India in the past five years.

We believe the convenience factor coupled with the aspirational perception of

shopping in a department store has contributed to their growth. The larger chains of

department stores (Namely Pantaloons, Shopper’s Stop, Westside, and Lifestyle)

have presence in the metros.

2. SUPERMARKETS

A supermarket is a store, which is more of a large self-service grocery store selling

groceries and dairy products and household goods that are consumed regularly.

These are neighborhood stores offering home and personal care products and food

products that a typical household consumes on a day to day basis. These stores are

often part of a chain that owns or controls (sometimes by franchise) other

supermarkets located in the same or other towns; increasing the opportunities for

BHARATESH EDUCATION TRUST’S GLOBAL BUSINESS SCHOOL

http://en.wikipedia.org/wiki/Distribution_(business)

http://en.wikipedia.org/wiki/Marketing

http://en.wikipedia.org/wiki/Supply_chain

http://en.wikipedia.org/wiki/Supply_chain

http://en.wikipedia.org/wiki/Wholesaler

http://en.wikipedia.org/wiki/Importer

http://en.wikipedia.org/wiki/Manufacturer

http://en.wikipedia.org/wiki/Product_(business)

http://en.wikipedia.org/wiki/Commerce

http://en.wikipedia.org/wiki/Consumption_(economics)

http://en.wikipedia.org/wiki/Kiosk

http://en.wikipedia.org/wiki/Department_store

http://en.wikipedia.org/wiki/Sales

economies of scale. These stores offer convenience of shopping by making available

a large variety of products at one place. Some of the well-known supermarket chain

includes Food Bazaar, Nilgiris, Food World, Apna Bazaar, and Trinethra etc.

3. HYPERMARKET

A hypermarket is a store, which combines a supermarket and a department store. The

result is a retail facility, which carries an enormous, range of products under one

roof, including full lines of fresh groceries and apparel. It is a large format store that

aims at retail consolidation by being a single point contact between the brand owners

and customers

They are planned, constructed, and executed in a manner that a consumer can ideally

satisfy all of their routine weekly shopping needs in one trip to the hypermarket.

This is possible because of economies of large scale operations. Big Bazaar,

Spencer’s, Star India Bazaar are examples of hypermarket formats.

4. SEAMLESS MALL

Seamless malls are a format, which is relatively new in India. In this format, various

brands operate their retail areas without any wall between them, providing a

seamless shopping experience. This makes it possible for shoppers to compare

brands with ease while they shop. We believe this also means that the store can

reallocate space more easily based on merchandise/brand performance and customer

feedback. Besides offering apparels, accessories and lifestyle products these malls

are also equipped with entertainment and leisure facilities. Central is an example of a

seamless mall.

5. SPECIALITY STORES

Specialty stores as the name suggests are stores that specializes in a particular

offering. A specialty store carries a deep assortment within a narrow line of goods.

Furniture stores, florists, sporting-goods stores, and bookstores are all specialty

stores. Examples of speciality stores in India would include Planet Sports, Vijay

Sales, Planet M, Music world, Crossword, etc


1.1 Background of the study

Sales Promotion

Sales promotion is one of the five aspects of the promotional mix. (The other 4 parts

of the promotional mix are advertising, personal selling, direct marketing and

publicity/public relations.) Media and non-media marketing communication are

employed for a pre-determined, limited time to increase consumer demand, stimulate

market demand or improve product availability. Examples include contests, coupons,

freebies, loss leaders, point of purchase displays, premiums, prizes, product samples,

and rebates

Sales promotions can be directed at the customer, sales staff or distribution channel

members (such as retailers). Sales promotions targeted at the consumer are called

consumer sales promotions. Sales promotions targeted at retailers and wholesale are

called trade sales promotions.

Sales promotion includes several communications activities that attempt to provide

added value or incentives to consumers, wholesalers, retailers, or other organizational

customers to stimulate immediate sales. These efforts can attempt to stimulate product

interest, trial, or purchase. Examples of devices used in sales promotion include

coupons, samples, premiums, point-of-purchase (POP) displays, contests, rebates, and

sweepstakes.

Sales promotion is needed to attract new customers, to hold present customers, to

counteract competition, and to take advantage of opportunities that are revealed by

market research. It is made up of activities, both outside and inside activities, to

enhance company sales. Outside sales promotion activities include advertising,

publicity, public relations activities, and special sales events. Inside sales promotion

activities includes window displays, product and promotional material display and

promotional programs such as premium awards and contests.


http://en.wikipedia.org/wiki/Wholesalers

http://en.wikipedia.org/wiki/Consumer

http://en.wikipedia.org/wiki/Retailer

http://en.wikipedia.org/wiki/Distribution_(business)

http://en.wikipedia.org/wiki/Customer

http://en.wikipedia.org/wiki/Rebate_(marketing)

http://en.wikipedia.org/wiki/Product_sample

http://en.wikipedia.org/wiki/Prize_(marketing)

http://en.wikipedia.org/wiki/Premium_(marketing)

http://en.wikipedia.org/wiki/Point_of_purchase

http://en.wikipedia.org/wiki/Loss_leader

http://en.wikipedia.org/wiki/Freebie_marketing

http://en.wikipedia.org/wiki/Coupon

http://en.wikipedia.org/wiki/Competition

http://en.wikipedia.org/wiki/Public_relations

http://en.wikipedia.org/wiki/Publicity

http://en.wikipedia.org/wiki/Direct_marketing

http://en.wikipedia.org/wiki/Sales

http://en.wikipedia.org/wiki/Advertising

http://en.wikipedia.org/wiki/Promotional_mix

Consumer sales promotion types

Short term sales to achieve a short term objectives

Price deal: A temporary reduction in the price, such as 50% off.

Loyal Reward Program: Consumers collect points, miles, or credits for purchases

and redeem them for rewards.

Cents-off deal: Offers a brand at a lower price. Price reduction may be a

percentage marked on the package.

Price-pack/Bonus packs deal: The packaging offers a consumer a certain

percentage more of the product for the same price (for example, 25 percent extra).

This is another type of deal “in which customers are offered more of the product

for the same price”. The purchase of a bonus pack, however, is not always

beneficial for the consumer. Sometimes consumers will end up spending money on

an item they would not normally buy had it not been in a bonus pack. As a result,

items bought in a bonus pack are often wasted and is viewed as a “loss” for the

consumer.

Coupons: coupons have become a standard mechanism for sales promotions.

Loss leader: the price of a popular product is temporarily reduced below cost in

order to stimulate other profitable sales

Free-standing insert (FSI): A coupon booklet is inserted into the local newspaper

for delivery.

Checkout dispensers: On checkout the customer is given a coupon based on

products purchased.

Mobile couponing: Coupons are available on a mobile phone. Consumers show

the offer on a mobile phone to a salesperson for redemption.

Online interactive promotion game: Consumers play an interactive game

associated with the promoted product.

Rebates: Consumers are offered money back if the receipt and barcode are mailed

to the producer.

Contests/sweepstakes/games: The consumer is automatically entered into the

event by purchasing the product.

Point-of-sale displays:-

Aisle interrupter: A sign that juts into the aisle from the shelf.


http://en.wikipedia.org/wiki/Barcode

http://en.wikipedia.org/wiki/Rebate_(marketing)

http://en.wikipedia.org/wiki/Loss_leader

Dangler: A sign that sways when a consumer walks by it.

Dump bin: A bin full of products dumped inside.

Bidding portals: Getting prospects

Glorifier: A small stage that elevates a product above other products.

Wobbler: A sign that jiggles.

Lipstick Board: A board on which messages are written in crayon.

Necker: A coupon placed on the 'neck' of a bottle.

YES unit: "your extra salesperson" is a pull-out fact sheet.

Electroluminescent: Solar-powered, animated light in motion.

Kids eat free specials: Offers a discount on the total dining bill by offering 1 free

kids meal with each regular meal purchased.

Sampling: Consumers get one sample for free, after their trial and then could

decide whether to buy or not.

Big Bazaar

Sales promotional activities of Big Bazaar

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'.

Maha Bachat

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

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

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

campaign, offers are given in all the value formats including Big Bazaar, Food

Bazaar, Electronic Bazaar, Furniture Bazaar, Fashion bazaar.


http://en.wikipedia.org/wiki/Fact_sheet

The Great Exchange Offer

Introduced on 12 February 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.

All three scheme are active till date 2015

1.2 Statement of problem:

The project entitled topic is “A study on Impact of sales promotional strategies on

customers at Big Bazaar, Belagavi”. It focuses on sales promotion and behaviors of

customers towards sales promotional activities.

1.2 Objectives of the project

1) To study customer awareness of sales promotion strategies at Big Bazaar

2) To study different offers given on different departments.

3) To study the factors influence customer buying behavior at Big Bazaar.

4) To know different mean of communicating sales promotion at offers by Big

Bazaar.


2 LITERATURE REVIEW

Pierre Chandon, Brian Wansink, Gilles Laurent (2000), Are monetary savings the

only explanation for consumer response to a sales promotion? If not, how do the

different consumer benefits of a sales promotion influence its effectiveness? To

address the first question, this research builds a framework of the multiple consumer

benefits of a sales promotion. Through a series of measurement studies, the authors

find that monetary and nonmonetary promotions provide consumers with different

levels of three hedonic benefits (opportunities for value expression, entertainment,

and exploration) and three utilitarian benefits (savings, higher product quality, and

improved shopping convenience). To address the second question, the authors

develop a benefit congruency framework, which argues that a sales promotion’s

effectiveness is determined by the utilitarian or hedonic nature of the benefits it

delivers and the congruence these benefits have with the promoted product. Among

other results, two choice experiments show that, as predicted for high-equity brands,

monetary promotions are more effective for utilitarian products than for hedonic

products. The authors then discuss the implications of the multibenefit and the benefit

congruency frameworks for understanding consumer responses to sales promotions,

reexamining the value of everyday-low-price policies, and designing more effective

sales promotions.

Rajkumar Venkatesan, (January2001) the authors assess how and why retailer-

customized coupon campaigns affect customer purchases. The conceptual model

proposes effects on trip incidence and revenues through the mere exposure to

campaigns (exposure effect) and the redemption of coupons (redemption effect). The

authors propose monetary savings of the coupons, regularity of the campaigns, and

coupon fit with customer preferences as moderators. Analysis of data from a group of

regional grocery chains that were part of a quasi experiment demonstrates that

retailer-customized coupon campaigns have a positive exposure and redemption effect

on customer purchases. Mere exposure to customized coupon campaigns contributes

more than coupon redemption to campaign returns. Consistent with theoretical

expectations, customized coupon campaigns are more effective if they provide more

discounts, are unexpected, and are positioned as specially selected for and customized

to consumer preferences. The substantial exposure effects suggest that managers


should look beyond redemption rates and also consider sales lift from nonredeemers

when measuring the effectiveness of customized coupon campaigns

De Liu, Xianjun Geng, (October 2007) A consumer contest is a sales promotion

technique that requires participants to apply certain skills as they compete for prizes

or awards. This article is the first to employ a game-theoretical approach to

investigate consumer contest design issues, including prize structure, segmentation,

and handicapping. First, the authors find that both skill distribution and the number of

contestants play an important role in determining the optimal prize structure in

consumer contests. Specifically, if the skill distribution has the increasing hazard-rate

property, it is optimal for a marketer to use a winner-take-all design. In large contests,

for the winner-take-all approach to be optimal, it suffices to have the increasing

hazard-rate property only at the high end of the skill distribution. Second, increasing

contest size is beneficial to the marketer. Third, a less dispersive skill distribution

leads to higher consumption by consumers at all skill levels and thus is beneficial to

the marketer. The marketer may achieve less dispersive skill distributions by (1)

segmenting or screening contestants according to their skill levels and (2) adopting a

performance evaluation scheme that handicaps high-skilled contestants.

Yuping Liu(Oct 2007), Despite the prevalent use of loyalty programs, there is limited

evidence on the long-term effects of such programs, and their effectiveness is not well

established. The current research examines the long-term impact of a loyalty program

on consumers’ usage levels and their exclusive loyalty to the firm. Using longitudinal

data from a convenience store franchise, the study shows that consumers who were

heavy buyers at the beginning of a loyalty program were most likely to claim their

qualified rewards, but the program did not prompt them to change their purchase

behavior. In contrast, consumers whose initial patronage levels were low or moderate

gradually purchased more and became more loyal to the firm. For light buyers, the

loyalty program broadened their relationship with the firm into other business areas.

The findings suggest a need to consider consumer idiosyncrasies when studying

loyalty programs and illustrate consumers’ co creation of value in the marketing

process


Amar cheema, (August 2008) three studies demonstrate that the framing of

redemption windows as expansive or restrictive, with the actual length of the window

held constant influences consumers' evaluations of sales promotions. When feasibility

concerns are highlighted (i.e., an implemental mind-set), consumers prefer the

expansive (“anytime”) to the restrictive (“only”) frame. However, consumers in a

deliberative mind-set prefer the restrictive (only) frame to the expansive (anytime)

frame. Study 1 reveals that whereas the former consumers attend more to their ability

to redeem the offer, the latter are influenced more by the precision of the offer. Study

2 highlights the mediating role of these inferences on consumers' likelihood of taking

advantage of the offer. Study 3 demonstrates the impact of these frames on real-world

coupon redemption. The authors conclude with a discussion of the scope of this

framing effect, the implications of the findings, and directions for further research.

Harald J. van Heerde (October 2008) Although retail price wars have received much

business press and some research attention, it is unclear how they affect consumer

purchase behavior. This article studies an unprecedented price war in Dutch grocery

retailing that started in fall 2003, initiated by the market leader to halt its sliding

market share. The authors investigate the short- and long-term effects of the price war

on store visits, on spending, and on the sensitivity of these decisions to weekly prices

and price image. They use a unique data set with consumer hand-scan and perceptual

data for a national panel of 1821 households, covering two years before and two years

after the price war started. Although the price war initially entailed more shopping

around and increased spending, spending per visit ultimately dropped because

consumers redistributed their purchases across stores. The price war made consumers

more sensitive to weekly prices and price image, which helped both the chain that

showed an improvement in price image (the price war initiator) and the chains that

already had a favorable price image (hard discounters). The price war initiator

managed to halt the slide in its market share, and its stock price improved. The losers

were the rival mid-level and high-end chains. Unlike the initiator, their price image

did not improve, and they suffered from increased price image sensitivity. The authors

provide managerial implications for firms that are (or about to be) involved in a price

war.


Ajay Kalra (April 2010) Sweepstakes and contests are some of the most frequently

used promotional tools. Consumers participating in sweepstakes or contests have an

opportunity to win prizes through a random draw. The authors examine how

commonly used sweepstakes formats that vary in the number of winners and the

allocation of the total reward money among the winners affect consumer valuations of

the promotion. Given a fixed amount of reward money, the authors examine

alternative reward formats based on the promotional objectives, consumer risk

aversion, and degree of subadditivity. They test the analytical results using an

experimental approach

Arul Mishra, (February 2011) The authors find that consumers prefer a bonus pack to

a price discount for virtue foods but they prefer a price discount to a bonus pack for

vice foods. Prior research has shown that, all else being equal, consumers prefer

bonus packs to price discounts. The authors propose that this preference does not hold

for vice food, because consumers cannot generate good justifications for buying such

food when a bonus pack is offered because this would mean consuming more of the

vice. However, a price discount on a vice food can be justified because it acts as a

guilt-mitigating mechanism. For virtue foods, the absence of both anticipated

postconsumption guilt and the resultant need to justify leads consumers to prefer a

bonus pack to a price discount. The authors demonstrate the proposed effect and test

its underlying process across five experiments.

Yuma, kusum L. Ailawadi, Dinesh k. Gauri, Dhruv Grewal(March 2011)

The authors empirically examine the effect of gas prices on grocery shopping

behavior using Information Resources Inc. panel data from 2006 to 2008, which track

panelists' purchases of almost 300 product categories across multiple retail formats.

The authors quantify the impact on consumers' total spending and examine the

potential avenues for savings when consumers shift from one retail format to another,

from national brands to private labels, from regular-priced to promotional products,

and from higher to lower price tiers. They find a substantial negative effect on

shopping frequency and purchase volume and shifts away from grocery and toward

supercenter formats. A greater shift occurs from regular-priced national brands to

promoted ones than to private labels, and among national brand purchasers, bottom-

tier brands lose share, midtier brands gain share, and top-tier brand share is relatively


unaffected. The analysis also controls for general economic conditions and shows that

gas prices have a much larger impact on grocery shopping behavior than broad

economic factors.

Julion Laran, Michael Tsiros, ( March 2013) The authors provide a framework to

predict when uncertainty will have a beneficial or detrimental impact on marketing

promotions involving free gifts. Whereas uncertainty (i.e., not knowing which free

gift will be offered) decreases purchase likelihood when the decision is cognitive, it

increases purchase likelihood when the decision is affective. Using field and

laboratory studies, the authors demonstrate that when the decision involves affect,

people like to be surprised and appreciate uncertainty in the purchase process. When

the decision is cognitive, consumers appreciate having information about the product

offer. This research has both theoretical implications for research on affect and

uncertainty and practical implications for marketing managers designing and

Aylin Aydini,(July 2014) Managers and academics often think of price promotions

merely as incentives that entice consumers to accept offers that they might not have

considered otherwise. Yet the prospect of paying a lower price for a product of given

quality can also discourage deliberation, in a sense “dumbing down” the purchase

encounter by making it less consequential. The authors examine this possibility in a

dual-system theory of consumer behavior. Specifically, they argue that price

promotion lowers a consumer's motivation to exert mental effort, in which case

purchase decisions are guided less by extensive information processing and more by a

quicker, easier, strong conditioner of preference: affect. Field data from a large daily

deal company and four controlled experiments support this idea and document its

implications primarily for product choice, in turn providing insight into the form and

cause of brand switching that manufacturers and retailers can leverage to improve the

allocation of promotional budgets and category management.

Donald J. Lund and Detelina Marinova (September2014) Increased internal pressure

to make marketing accountable, combined with market pressure from the proliferation

of new service delivery channels, requires retailers to better understand the

differential impacts of marketing efforts across channels now more than ever. In this

article, the authors (1) develop and test a theoretically grounded framework for the


interplay of objective service performance and direct marketing in shaping retail

revenue over time through two distinct service delivery channels (on-site and remote)

and (2) conceptualize service delivery channel–specific services capes as facilitative

mechanisms for the effectiveness of objective service performance and direct

marketing. The authors test the conceptual framework with multisource data from a

major national pizza retailer comprising a field study based on a time series of 223

weeks across five stores of objective marketing and performance data (delivery time)

and a cross-sectional survey of the retailer's customers. They find that objective

service performance and direct marketing interact by exhibiting a trade-off effect

contingent on specific aspects of the services cape. When both objective service

performance and direct marketing levels are high, services cape quality design

perceptions alleviate the trade-off effect in on-site delivery channels, and services

cape time/effort cost perceptions do so in remote delivery channels. The authors

conclude with a discussion of implications for research and practice.

Sascha Alavi, Torsten Bornemann, and Jan Wieseke (March 2015)

In the context of price discounts, a special type of price promotion, in which savings

depend on the outcome of a gamble and are thus uncertain, has recently achieved

some popularity. The question arises as to whether such gambled price discounts

(GPDs) incur the negative reference price effect—that is, a downward shift in

customers' internal reference price (IRP)—which is often associated with regular

price discounts (RPDs). From several studies, including two longitudinal field

experiments, the authors find that GPDs indeed alleviate the negative reference price

effect: IRPs and actual repurchasing tend to be lower for RPDs than for GPDs and a

no-discount control condition. Moreover, the authors explore the psychological

underpinnings of these effects and show that the different consequences of GPDs

versus RPDs on IRPs are more pronounced if information regarding product quality is

limited. The authors demonstrate that findings are robust to variations of GPD

discount levels and the probability of winning.


3 RESEARCH METHODOLOGY

Research means a systematic investigation. It is quest for knowledge Research may be

defined as a process of knowing new facts and verifying old ones by application of

scientific to a natural or social phenomenon.

3.1 RESEARCH DESIGN:

Population of the study: Population who shop at Big Bazaar and field survey.

Sample size: 237 respondents

Research instrument: A structured questionnaire comprising of both open ended and

close ended questions.

3.2 SAMPLING Design

Since the study is restricted to Retail sector, all the functional departments of Big

Bazaar and the respondents are found at the store only so according to the

convenience they are being picked so sampling method is used in this study is

convenience sampling.

3.2 Survey Method

Sample size : 237

Sampling Method : Convenience Sampling

Sample Unit : Customers of Big Bazaar

Measuring Tool : Questionnaire


3.3 DATA SOURCES

Market research requires two types of data i.e. primary data and Secondary data.

Primary data has been used abundantly for the study. Well – structured questionnaires

were questions and observation has also done to gather primary information.

There is also a use of secondary data collected from the various journals, books, and

websites & from company managers.

Primary data:

Field Survey via Questionnaire

Secondary data:

Journals, Articles and Company website

3.4 Hypothesis:

With respect to “A study on Impact of sales promotion strategies on customers at Big

Bazaar, Belagavi” the following null and alternative hypotheses are postulated as

below:

1. H0 : There is no significant impact of Discount as a promotional strategy on

customers at Big Bazaar.

H1: There is a significant impact of Discount as a promotional Strategy on

customers at Big Bazaar.

Data Analysis Tools:

SPSS Software

Microsoft Excel and Word


3.6 Limitation of the study

As customers were reluctant and scared to provide actual information,

response is likely to be biased in some cases.

Misinterpretation of questions due to language barrier with some of the

respondents


4. COMPANY PROFILE Company Profile assists individual investors, managers and companies in evaluating

opportunities, trends, market innovations, and selecting appropriate information

solutions in order to make effective decisions. It elaborates company’s business

structure and operations, products and services, awards and achievements, SWOT

analysis, etc

3-C Theory: According to kishore Biyani’s 3-C theory, Changed and Confidence

among the entire population is leading to rise in Consumption, through better

employment and income which in turn is creating value to the agriculture products

across the country. Big Bazaar has divided India into three segments:

India One: Consuming class which includes upper middle and lower middle

class (14% of India’s population)

India two: Serving class which includes people like drivers, household helps,

office peons, liftmen, washer men, etc (55% of India’s population) and

India three: Struggling class (remaining 31% of India’s population)

While Big Bazaar is targeted at the population across India one and India two

segments, Aadhaar Wholesale is aimed at reaching the population in India three

segment. With this, Future Group emerged as a retail destination for consumers across

all classes in the Indian society.

Most Big Bazaar stores are multi- level and are located in stand- alone buildings in

city centers as well as within shopping malls. These stores offer over 200,000 SKUs

in a wide range of categories led primarily by fashion and food products.

Food Bazaar, a supermarket format was incorporated within Big Bazaar in 2002 and

is now present within every Big Bazaar as well as in independent locations. A typical

Big Bazaar is spread across around 50,000 square feet (4,600m2) of retail space.

While the larger metropolises have Big Bazaar Family centers measuring between

75,000 square feet and 160,000 square feet, Big Bazaar Express stores in smaller

towns measure around 30,000 square feet.

Big Bazaar has the facility to purchase products online through its official web page

and offers free shipping on some of their products.


NATURE OF THE BUSINESS CARRIED

The business carried out by the Big Bazaar is retailing. Big Bazaar is the top retail

store in India. Big Bazaar is meant for the middle class people who give value for

their money.

Retailing is the business activity of selling goods or services to the final customer.

Some of the departments are:

1. Furniture Bazaar.

2. Electronic Bazaar.

3. Jeweller (navaras bazaar)

4. Food Bazaar.

Belgavi Big Bazaar profile

Name : BIG BAZAAR (Division of Future value Retail ltd.)

Address : S.No.28/3-B

Khanapur road, Angol, Tilakwadi,

Belagavi

Established : 19 June 2007

Nature : Retail Business

Chairman : Kishore Biyani

Store Manager : Marri Kiran Kumar

Work force Belgaum : 172

Store Buildup Area : 57,400 square feet

Total Retail Area : 32,889 square feet


4.1 Historical Background

1987 : Company Incorporated

1987 : The Pantaloon Trouser –First formal trouser brand launched

1991 : BARE - Indian Jeans brand launched

1994 : Distribution of branded garments through multi-brand retail outlets

Across nation and exports of garments

1995 : The Pantaloon Shoppe – exclusive menswear store in franchise

Format launched across nation

1999 : Pantaloons –Pantaloons store launched

2001 : Big Bazaar- Indian Hypermarket launched

2002 : Food Bazaar- Whole sale supermarket launched

2002 : Gold Bazaar –we forayed into gold retailing

2004 : Central –First seamless mall launched in India

2005 :Fashion Station – A thematic store launched and all our first Exclusive store

dedicated to plus size people launched

2007: Future Group crosses$1 billion turnover mark. Specialized companies in retail

media, logistics, IPR and brand development and retail-led technology services

become operational.

Pantaloon Retail wins the International Retailer of the Year at US-based National

Retail Federation convention in New York and Emerging Retailer of the Year award

at the World Retail Congress held in Barcelona Futurebazaar.com becomes India’s

most popular shopping portal.

2008: Future Capital Holdings becomes the second group company to make a

successful Initial Public Offering in the Indian capital markets. Big Bazaar crosses

the 100-store mark, marking one of the fastest ever expansions of a hypermarket

format anywhere in the world. Total operational retail space crosses 10 million square

feet mark.


4.2 Vision and Mission

Vision:

“Shall deliver Everything, Everywhere, Every time for every Indian Consumer in the

most profitable manner”

Mission:

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

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

economic development.

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

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

We shall infuse Indian brands with confidence and renewed ambition.

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

CORE VALUES

Indianness: Confidence in ourselves.

Leadership: To be a leader, both in thought and business.

Respect and Humility: To respect every individual and be humble in our conduct.

Introspection: Leading to purposeful thinking.

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

Valuing and Nurturing Relationships: To build long term relationships.

Simplicity and Positivity: Simplicity and positivity in our thought, business and

action.

Adaptability: To be flexible and adaptable, to meet challenges.

Flow: To respect and understand the universal laws of nature.

They also believe in “Garv se bolo hum kanjus he”


4.3 ORGANIZATIONAL STRUCTURE:It’s a part of framework in which the activities of the organization’s members are

coordinated. The four basic structural forms are the functional form, divisional

structure, matrix structure and network structure.

There are 2 departments and 8 assistant department managers in this store like

Electronic dept, Depot dept, Mobile Bazaar Dept, Star sitar Dept, PUC Dept, Ladies

Dept, Men’s Dept, Furniture Dept, Footwear Dept, and Home Décor Dept. Each

department will be

Assigned with targets which have to be achieved within the assigned period that may

be of Daily, Weekly, monthly and yearly.

Each department has a department Manager & Assist DM. Their job is

concerned mainly with sales. They look after customer’s orders delivery post sales


service if any etc. All Dept managers ADM, Team members work under coordination

& cooperation

Administration:

Store administration comes under Store Manager its functions are store maintenance,

House Keeping, Security etc.

Logistics:

This department is responsible for the stock receiving, verifying, making inward and

send it to the concerned departments. Scanning the all products with the help of pos

machine.

Information Technology:

This department is responsible for the maintenance of the systems of the stores. All

billing machines their functioning networking with the master machine etc. If there is

any problem with the machine then this department comes into function.

Cashing Dept:

This department is responsible for the collection of sales amount i.e. cash sales, Credit

sales, etc under this department all billing machines of the stores comes. The sales

amount collected throughout the day by the cashier’s has to be submitted to this

department.

Marketing Executive

This dept is responsible for the marketing of the store in different media like

Television, Newspaper, and Holdings etc. the authorized person has to visit different

companies and has to look after for tie-ups etc.

Visual Merchandise:

This department is responsible for the product arrangement at the store with respect to

their nature. The basic function of this dept is it divides the store into some

departments based on the nature of the product and within the department it decides

how the products should be arranged by keeping in mind the customer should not

suffer.


HR Executive:

Human Resource executive mainly look after employees mainly their problems. This

department performs the functions like Recruitment, Selection, Training and

development.

Maintenance department:

This department is responsible for the stores complete maintenance such as electricity

generator lift and so on.

Administration department:

This department is responsible for the monitoring housekeeping, security and legal

license.

MARKETING DEPARTMENT

Big Bazaar has been credited with some of the biggest consumer campaigns in the

history of Indian retail. In celebration of republic day big bazaar created a shopping

bonanza called sabase saste 3 din this has become an national event that attracts

millions of customers eager to benefit from the once –in- a year smart deals .In

January 2015 ,the 3 day event generated sales worth Rs 600 core in 120 big bazaar

stores .15th august India’s independence day is billed as the maha saving day .so

successful has become that to cater to rush big bazaar stores in many cities stay open

till midnight. Wednesday bazaar is the hafte ka sabse sasta din .It was initially

created with the intent of decongesting weekends and driving footfalls on

weekdays .As it transpired most big bazaar stores now attracts as many customers on

Wednesday as they do on weekends.

HUMAN RESOURCE :( Headed by-Mr.Somshekar B)

Big Bazaar has a very young and energetic organization with average

employee age being 32 years. They believe that service is our core philosophy and

people are our most important resources. Their attempt has always been to create an

environment where our employees feel pride of being called ‘Pantaloonians’

Resource Human in Big Bazaar is very well managed.


The following are the activities undertaken by the human resource department in the

concern with the management –

Training: There are 172 employees working in Belgaum Big Bazaar including

Direct workers (Store manger to housekeeping), promoters and part time workers.

Retailing knowledge is developed in the employees through Training period is for one

month after selection. The employees are trained in various fields which gives scope

for Job Rotation. This prevents monotony & boredom of job.

Performance Appraisal:

Performance Management: Appraisal, Rewards and Recognition

The organization’s Compensation philosophy is ‘Pay for Performance, promote for

potential’

Big Bazaars compensation policy is performance based. From time to time

employees who have met or exceeded performance standards are awarded bonuses.

Big Bazaars employees post retirement benefits include a provident fund and a

gratuity. The relevant statutory authorities have approved both the provident fund and

the Gratuity. Pantaloon Retail (India) Limited have set up a “Pantaloon Foundation”-

an employee welfare fund with effect from August 2004. The fund provides financial

assistance in all cases wherein the employee seeks the Company’s financial support in

medical emergency for him/herself or their families. The contribution to the fund is

voluntary.

Store layout and various departments:

This store is of two floors and divided into 2 levels based on the nature of products.

There are 21 departments in this store and 157 Human Resource employed. As this

store is big enough with 2 levels and 21 departments has long product range and

product depth. Once a customer gets inside the store he will find all kinds of products

available that may be Food item, Cosmetic, Electronic, Garments, Furniture etc.

Because of these features it has a very good reputation in that area and customers who

are residing far away and in other areas they also visit the store.


Awards and rewards:

Every month there is award given to best employee of that month & also to the Best

Department of the month. A gift voucher of Rs1000 is given to the best employee of

the month. The employee’s performance, sincerity, punctuality is taken into

consideration.

Retention strategy:

They strive to foster a feeling of well being in their employees through care and

respect, they have several structured processes including employee mentoring and

grievance management programmes which are intended to facilitate a friendly and

cohesive organization culture. Off-site activities & various competitions & matches

are encouraged to improve inter-personal relationship.”

WORKING SHIFTS:

In Big Bazaar there are 2 shifts in which the employee has to work-

First shift 10 am to7 pm(majority are females)

Second shift 12.30am to 9.30 pm

WEEK OFF:

Every employee gets a holiday for one day in a week .A list of every employee is

made on which day the employee can take a holiday. Employees are also empowered

to adjust their holiday according to their convenience in the case of emergency or

according to their necessaries.

Meetings- Meetings of all the employees are conducted at frequent intervals on every

Saturday morning, and discussion on various aspects of the organizational operations,

employee problems, customer problems are considered.


Software’s used in Big Bazaar Belagavi-

Sparsha –This software used by the HR executive and employees of the BB Belgaum

for the attendance and salary purpose.

Sap- This software used by the big bazaar such as category management and logistics

department for releasing po, verifying margin, ordered products and sending debit

note.

Pos machine- This machine is used by the logistics and cash counters for verifying

accurate mrp, and finding out mismatch products.

Billing machine- This machine used by the cash counters.

Samadhan- This software is used to find the points in payback loyalty card.

Sahayog- This software is used to find the details of profit club membership.

Payback – This software is used to add pay back card at CSD (Customer service

Desk) if it’s not added at cash counter.

FINANCE DEPARTMENT:

Cash flow management:

The Billing is done at various billing counters in different floors

Cash Flow is monitored through the main server in the Back office & this server is

connected to its main server in Zonal office Bangalore.

Other operations –

Price & billing is done at various departments & is registered through bar codes

After the billing is done each eatable items and non eatable items are packed

separately in the carry bags depending upon the nature of the products and

chances of damage. .

Each carry bag is sealed with plastic tags in other to avoid manipulation.

There is one express counter on each floor that is if the products are less than ten

and only cash payments then billing is done at this counter


Frontline managers

Top-levelmanagers

Middlemanagers

Frontline managers

Top-levelmanagers

Middlemanagers

Organization Structure

The organization designee in Big Bazaar is pyramid structure where the orders flow

from higher level to lower level. There is staff Organization practiced in Big Bazaar

where the orders flow from the top of the hierarchy and also the suggestion flow from

lower level to higher level

4.4Product /Service profile:

The infrastructure consists of three floors and a basement Back office at ground floor

and building is fully equipped with AC (Air Cooler), music facility for entertainment

of Customers

1. Homeopathy & Ayurvedic

2. Cosmetic products

3. Watches and Sunglass

4. Men’s, Ladies & Kids wears

5. Foot wears

6. Jewelries

7. Electronics

8. Furniture’s

9. Plastic Items

10. Vegetables and Fruits

11. Toys and depot(music, stationary, books)


4.5 Area of operation-Global/National/Regional:

Currently Big Bazaar stores are located only in India. It is the biggest and the fastest

growing chain of department store and aims to have 173 by June 2011 and 350 stores

by the end of year 2011.

Ownership pattern

Pantaloon Industries Limited (“PIL”) was incorporated under the Companies Act,

1956 on July 15, 1987 and has its registered office at Pantaloon Knowledge House,

Shyam Nagar, off Jogeshwari-Vikhroli Road, Jogeshwari (East), Mumbai 400 060.

The main activities of Pantaloon Industries Limited are to set up textile units and

manufacturing and marketing of fabrics and readymade garments.

Post Name

Managing Director Kishore Biyani

Director Gopikishan Biyani

Whole-time Director Rakesh Biyani

Chairman Shailesh Haribhakti

Director S Doreswamy

Director Darlie Koshy

Director Anil Harish

Director Bala Deshpande

Director Vijaykumar Chopra

Company Secretary Deepak Tanna

Name of the Shareholder No. of Percentage of


S. No shares Holding

1 Promoters 22,82,270 38.95

2

Banks, Financial Institutions, Insurance

Companies (Central/State Govt.

Institutions/non-Government Inst)

17,03,600 29.07

3 Private Bodies Corporate 9,48,665 16.19

4 Resident Individuals/ NRIs/OCBs 9,14,860 15.61

5 Others 7,730 0.13

6 Mutual Funds and UTI 2,295 0.04

Total 58,59,420 100

Board of Directors (Future Group):

Mr. Kishore Biyani, Managing Director

Mr. Gopikishan Biyani, Whole time Director

Mr. Rakesh Biyani, Whole time Director

Mr. Vijay Biyani, Whole time Director

Mr. Shailesh Haribhakti, Independent Director

4.6 Business practices:


The various kinds of promotions carried out in big bazaar are as follows:

Wednesday Bazaar

Big Bazaar introduced the Wednesday Bazaar concept and promoted it as “Hafte Ka

sabse Sasta Din” It was mainly to draw customers to the stores on Wednesdays, when

least number of customers is observed. According to the chain the aim of the concept

is “ to give homemakers the power to save the most and even the stores in the city don

a fresh look to make customers feel that it is their day’’.

Sabse Sasta Din

Big Bazaar introduced the concept of “Sabse Sasta Din’’. The idea was to simply

create a day in a year that truly belonged to Big Bazaar. This was launched on January

26, 2006 and the result was exceptional that police had to come in to control the

mammoth crowd. The concept was such a huge hit that the offer was increased from

one day to three days in 2009 (24 to 26 Jan) and to five days in 2011 (22-26Jan) And

23-27Jan in 2013 and 13-17 Aug 2014

Maha Bachat

Maha Bachat was started off in 2006 as a single day campaign with attractive

promotional offers across all Big Bazaar stores. Over the years it has grown into a 6

days biannual campaign. It has attractive offers in all its value formats such as Big

Bazaar, Food bazaar, Electronic Bazaar and Furniture Bazaar- catering to the entire

needs of a consumer

The Great Exchange offer

On February 12, 2009 Big Bazaar launched “ The Great Exchange Offer” through

with the customers can exchange their old goods in for Big Bazaar Coupons Later,

consumers can redeem these coupons for brand new goods across the nation

4.7 Current Status


Big Bazaar has revolutionized the retail business and it continues to do so. With over

40000plus products in its shelf to offer to customers, it has been making all its efforts

to attract customers in all the possible ways.

Most influential promotional strategies presently for big bazaar are the exchange

offer, 5 day maha bachat and Wednesday bazaar.

To be competitive and change accordingly big bazaar ha been introducing new

strategies on extra percentage off during the Wednesday bazaar. It has also recently

brought weekend crazy deals and happy hour deals throughout the day.

4.8 Future plans:

The Company would continue to pursue its aggressive growth to strengthen its

position as a leading player in the consumption space in India, with an aim to capture

increasing share of the consumer is wallet. The Company would continue with its

expansion plans and would continue to increase its presence on a pan-India basis by

opening more retail outlets in tier 2 and tier 3 cities and by further strengthening its

position in key metro cities .The Company has planned to increase its operating retail

space from around 8million square feet currently to around 12 million square feet by

FY08-09. The various subsidiary companies of the Company, which have been

created to cater to various consumption categories, are currently in initial set-up

phase. Most of them will come into their own, pursuing aggressive growth plans to

achieve scale and garner increasing market share. The Company will also be able to

unlock value out of these businesses by listing these subsidiary companies, and

partnering with strategic partners in them, at an appropriate time .The Company,

operating in the consumption space, has added IT services and education to its

portfolio of businesses, apart from the existing consumer finance, insurance, media,

logistics and brand businesses. All these businesses will help in capitalizing on the

synergies with the retail business to further enhance share holders wealth.

Competitors Information:

Reliance Fresh. (Is headed by Mukesh Ambani).


http://en.wikipedia.org/wiki/Mukesh_Ambani

More (Aditya Birla Group).

Spencer's Retail (It is owned by the RPG group).

THE VARIOUS DEPARTMENTS IN BIG BAZAAR (Belgavi)

The Big Bazaar situated in Belgaum was inaugurated on 5th September, 2007 on the

occasion of Ganesh Chaturthi. It is located near 2nd gate Tilakwadi, Khanapur Road. It

consists of three floors and a basement Back office. The number of departments in

Big Bazaar is as follow

GROUND FLOOR

A. NBD (New Business Development)

Watches

Fashion Jewellery

Sunglasses

Auto accessories

Car audio systems

B. Gold Bazaar

Navras Gold Jewellery (this is a

separate unit not related 25000of

companies to Big Bazaar they share

profits on percentage basis)

C. Sitra

Casmetics

Fregrances

Herbals

Pharmaceuticals

D. Shrinagar

Bangles

Jewellery sets

Bracelets

Hair Accessories

Bindies

Chins

Apparels Department

A. Ladies wear Dress materials

B. Men’s wear Formal shirts& pants


Under garments Night wear Western wear’s

Casual shirts& pants Party wears Fabrics (cut pieces)

cessoriesSuits& BlazersLevi’s signature GarmentsTiesJeans pantsBelts, Hand kerchiefs

C. Infants section Shirts Baniyans Jhabas Vests Bibs feedings Bed items Baba suits, frocks

Diapers, Pampers

D. Boys section T’shirts,trousers,jeans Cotton shirts, codraw pants Ethnic wears Co – ordinates Rain coats

E.Foot wear department Sports shoes Casual shoes Formal shoes Men’s sandals Ladies sandals Ladies casuals Ladies fancy slippers Childern shoes Childern sandals


1st floor


A. Toys Department

Soft toys

Board games

Dolls

Educational toys

Remote cars, Bikes

Sports items, cricket bats, balls,

badminton & tennis

Rackets, hockey bats etc

Cycles

Carrom board

B. Electronic Bazaar

Television

Home theater systems, Audio

systems

Micro wave Owen

Mixers Irons & Grinders

Juicers etc

C. Easy clean & Bath Essentials

Buckets

Flasks

Bottels & mugs

Soap box

Iron table

D. Serve in style

Dinner sets

Wine, juice Glasses

Bowls

Casseroles

E. Luggage

Travel bags

Trolleys

School & college bags

Suit case

F. Cooking

Plates, Bowls, Glasses

Non Stick Cook wares

Kitchen Tools

Tiffen Boxes

2nd floor

Food bazaar

A. Beverages

Soft drinks

Mineral water

Health drinks

Fruit juices

Frozen items

B. Fruits & vegetables

All kinds of fruits and

vegetables at the lowest

prices

C. Confectionaries

All kinds of chocolates and cakes,

sweets

D. Home care

Pheny, detergents etc

Washing powder etc

Dish wash, Tissue papers

Scratch, shoe cases, fresh wrap

E. Staples dept

Dals, rice, wheat

Atta, rava items, sugar salt etc

Cooking oils, masala items

Ready to cook foods & miles

Spices

Breakfast cereals

F. Process Department

Health drinks

Ready to eat

Corn flakes, chips

Soups bread items pickle.

Instant miles

Spreads


CSD (Customer Service Desk)-

In CSD counter various problems of customers are handled relating to their

dissatisfactions, problems relating to the products, customers are provided with

assistance if they require any assistance. In this department gift wrapping is also done

on customers demand but excluding on Sundays.

Future growth and prospectus:

Big Bazaar is currently country’s the biggest and the fastest growing chain of retail

stores. Are located only in India. It is the biggest and the fastest growing chain of

department store and aims to have 173 by June 2011 and 250 stores by the end of year

2011.

4.9 Any special Awards:

2015

Supply Chain provider of the Year under categories FMCG & Hi Tech

FSC was honored with Supply Chain provider of the Year under categories

FMCG & Hi Tech at the 4th Asia Manufacturing Supply Chain Awards of the

Year 2015

Business Leadership Award

International Achievers Conference recognized Future Supply Chain with

Business Leadership Award of the year 2015.

Top 100 Most Talented Global HR leaders

Future Group's Chief People Officer, Mr. Kaustubh Sonalkar ranked amongst

the top 100 Most Talented Global HR leaders at the 23rd edition of the World

HRD Congress

Images Most Admired Food & Grocery Retailer of the Year


Big Bazaar won the 'Images Most Admired Food & Grocery Retailer of the

Year in Food & Grocery category.

2014

A Hat-trick Of Awards at INTEROP Awards 2014.

Business Technology Services Scores A Hat-trick Of Awards at INTEROP

Awards 2014.

Future Learning triumphs at Asia Pacific HRM Congress 2014 in the

'Innovation In Retention' category.

Best Performing Strategic Partner

Indus League was adjudged as the Best Performing Strategic Partner by

Reliance's fashion and accessories brand Reliance Trends.

India Retail Award 2014

Big Bazaar Direct Retail store of the year honored with Retailer of the Year

2014

2013

Future Retail Limited Won the Best Run Award in IT (Technology Solutions)

at SAP ACE 2013

Hometown became the first Indian retailer to bag Global Innovation Award

for the year 2012- 2013

Best Run Award 2013

Future Retail Limited Won the Best Run Award in IT (Technology Solutions)

at SAP ACE 2013

EMC Transformers Award 2013

Technology Services Team at Future Group won the EMC Transformers

Awards for their smart and judicious use of IT services.

Consumer Survey of Product Innovation 2013

Sach Hand wash voted product of the year by Consumer Survey of Product

Innovation 2013


Images Fashion Awards 2013

The Most Admired Fashion Retail Personality of the Year – Mr. Kailash

Bhatia

The Global Innovation Award

International Home + House wares Retail Excellence /Global Innovation' for

the year 2012-2013 – Hometown

Retailer Technology Awards 2013

Future Group's IT team was felicitated with the following awards Retail

Application of the year IT Team of the year Supply Chain Software Solution

Rural Marketing Association of India's (RMAI) Corporate Awards 2012

Best marketing communication towards women, youth and children – Future

Learning

2012

CISO Award 2012

Future Group was felicitated for using Information security technology in the

most effective and innovative manner

Golden Spoon Awards 2012

Most Admired Food and Grocery Retailer of the Year for its Private Labels in

Big Bazaar – Future Group

Retail Professional of the Year for innovation in Private Brands- Mr.

Devendra Chawla, President – Food & FMCG Category

ET Retail Awards 2012

FedEx Most Trusted Retailer of the Year Award – Big Bazaar

TRRAIN Retail Employee of the Year Award – Mr. Jitendra Kalyani, Big

Bazaar


Strengths

Rates are cheaper as purchases as purchases

are done in bulk

Brand name

Includes varieties of products

Window display of products which leads to

impulse buying.

Weaknesses

It is not much convenient ongoing sitting

arrangements

Local language not known by many

salesmen

Lack of credit facilities for customers

Customers fail to get discount sometimes

when I.T is not updated

Impersonal response of sales personnel Opportunities

Semi urban cities

Less organized retailers

Exciting Offers

No other players (hyper market) in Belgaum

Threats

Kirana shops(mom & pop stores)

Small retail outlets

Entrance of other malls in Belgaum

4.10 SWOT ANALYSIS


5. DATA ANALYSIS1. Age of the respondents

Table No.1 Age of respondents

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid <25 151 63.7 63.7 63.7

25-35 65 27.4 27.4 91.1

35-45 6 2.5 2.5 93.7

>45 15 6.3 6.3 100.0

Total 237 100.0 100.0

Source: Field survey

Chart No: 1

Interpretation

63.70% Respondent belong to age group of Less than 25 years and 27.40% of

respondents belongs to age group of 25-35 years and . Remaining 8.80%%

respondents are belongs to age group of more than 35-45& above years

This figure shows that the footfall of the youngsters in more in Big Bazaar.


2. Marital status of the respondents

Table No:2 Marital Status

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Married 74 31.2 31.2 31.2

Unmarried 163 68.8 68.8 100.0

Total 237 100.0 100.0


Chart No: 2

35.70%

64.30%

Marital status

MarriedUnmarried

Interpretation

The figure shows that 64% of the respondents are married who visit the store and 35%

of them are bachelors. This shows that an inclination towards the type of customer

segment that Big Bazaar is targeting


3. Occupation of the respondents

Table No:3 Occupation of the respondents

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Student 113 47.7 47.7 47.7

Self

Employed

68 28.7 28.7 76.4

Professional 53 22.4 22.4 98.7

Housewife 3 1.3 1.3 100.0

Total 237 100.0 100.0

Sources: Field survey

Chart No: 3

50.00%

32.10%

14.30%

3.60%

Occupation of the respondents

studentself employedProfessionalHousewife

Interpretation

From the above data, 50.0% of respondents are students, 32.10% of respondents are

self employed, remaining 17.90% of respondents are professionals and house wife.

Half of the respondents chosen for study are students who visit the store followed by

self employed and others


4. Visit Big Bazaar:

Table No: 4 Visit to Big Bazaar

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid once a week 45 19.0 19.0 19.0

once in 15 days 63 26.6 26.6 45.6

once in month 89 37.6 37.6 83.1

once in 2-3 months 40 16.9 16.9 100.0

Total 237 100.0 100.0


Chart No: 4

10.70%

21.40%

53.60%

14.30%

Visit to Big Bazaar

Once a weekOnce in 15 daysOnce in monthOnce in 2-3 months

Interpretation

53.60% of respondents visit once in month, 21.40% of the visits once in 15 days,

14.30% visit once in moth, remaining 10.70% once a week visit

This shows that a cumulative of two-third of the respondents visit atheist once in a

month


6. Average purchases per visit made by the respondent at Big Bazaar

Table No: 5 Average purchase per Visit

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Rs 0-500 59 24.9 24.9 24.9

Rs 500-1000 80 33.8 33.8 58.6

RS 1000-1500 40 16.9 16.9 75.5

Rs 1500 or

more

58 24.5 24.5 100.0

Total 237 100.0 100.0

Source: Field Survey

Chart No: 5

24.90%

33.80%

16.90%

24.50%

Average purchase per visit

Rs. 0-500Rs. 500-1000Rs. 1000-1500RS. 1500 or more

Interpretation

24.90 % respondent’s purchase up to Rs 500 per visit, 33.80% respondents purchase

between Rs 500 to Rs 1000 per visit, 16.90% respondents purchase up to Rs 1000 –

1500, 24.50% respondents purchase amounts to Rs. 1500 or more

Around two third of respondent (75.6%) purchase up to Rs. 1500 per visit and the

remaining contributing towards more than Rs. 1500 per visit


6. Awareness level of any promotional offers at presently going in

the store

Table No: 6 Awareness on promotional offers at present

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid yes 78 32.9 32.9 32.9

No 159 67.1 67.1 100.0

Total 237 100.0 100.0


Chart No: 6

32.90%

67.10%

Awareness on promotional offers at present

YesNo

Interpretation

67.10% respondents are not aware of promotional offers at present, 32.90% aware of

promotional offers at present

More than half of respondents are not aware of promotional offers at Big Bazaar.

Hence the organization can channelize its efforts more on advertising and design

strategies that could increase the footfall of the customers


7. Source of communication about the varied promotional offers of Big Bazaar

Table No: 7 You get to know offers of Big Bazaar

Frequenc

y Percent

Valid

Percent

Cumulative

Percent

Valid Television 91 38.4 38.4 38.4

Hoarding/ Bill boards 35 14.8 14.8 53.2

word of mouth 57 24.1 24.1 77.2

News paper 54 22.8 22.8 100.0

Total 237 100.0 100.0


Chart No: 7

38.40%

14.80%

24.10%

22.80%

You get to know offers of Big Bazaar

TelevisionHoarding/ bill boardsWord of mouthNews paper

Interpretation

38.40% respondents get to know offers at Television, 24.10% respondents get to

know offers through word of mouth, 22.80% respondents get to know offers through

News offers, 14.80% respondents get to know offer through Hoarding/ bill boards.

It was found that Television is the most influential source through which customers

get to know about the offers running in big bazaar as is contributes the highest

response followed by word of mouth, newspapers and hoarding.


8. Means through which respondents get to know that the product is

having an offer:

Table No: 8 Source of product having an offer

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid signage 44 18.6 18.6 18.6

Dropdown 26 11.0 11.0 29.5

standee 56 23.6 23.6 53.2

sales person 111 46.8 46.8 100.0

Total 237 100.0 100.0


Chart No: 8

18.60%

11.00%

23.60%

46.80%

Source of product having an offer

SignageDropdownStandeeSales person

Interpretation

46.80% respondents got to know offers sales person, 23.60% respondents get to know

through standee, 18.60% respondents get to know through signage, 11.00%

respondents get to know through Dropdown

It was found that salesperson is the most influential source through which customers

get to know about the product having an offer followed by standee, signage and

dropdown


9. Respondents opinion on sales promotional offers varying from very good to very

poor on a 5 point scsle

9.1 Discounts/ Price off


Chart No: 9.1

28.30%

37.10%

26.20%

5.90% 2.50%

Discount/price off

V. GoodGoodAveragePoorV. poor

Interpretation:

37.10% respondents feel that discount/ price off offer are good at Big bazaar, 28.30%

feel that Discount/ price off offer are very good, 26.20% feel that Discount offer are

Average, remaining feel that Discount/ price off offer are Poor/ Very Poor

Majority of the respondents opine that discount offers given by Big Bazaar are good


Table No: 9.1 Discounts/ price off

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid v.Good 67 28.3 28.3 28.3

Good 88 37.1 37.1 65.4

Average 62 26.2 26.2 91.6

Poor 14 5.9 5.9 97.5

v.Poor 6 2.5 2.5 100.0

Total 237 100.0 100.0

9.2 Point of purchase:

Table No: 9.2 Point of purchase

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid V.Good 27 11.4 11.4 11.4

Good 135 57.0 57.0 68.4

Average 62 26.2 26.2 94.5

Poor 9 3.8 3.8 98.3

V.Poor 4 1.7 1.7 100.0

Total 237 100.0 100.0


Chart No: 9.2

11.40%

57.00%

26.20%

3.80% 1.70%

Point of Purchase


Interpretation

57.00% respondents felt that point of purchase offers are Good at Big Bazaar,

26.20% respondents say that its average, 11.40% respondents say that its very good,

and remaining 5.50% respondents fell that point of purchase offers are poor/ very

poor

Majority of the respondents opine that point of purchase given by Big Bazaar is good


9.3 Buy 1 Get 1 Free:

Table No: 9.3 Buy1 Get 1 Free

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid V.Good 57 24.1 24.1 24.1

Good 83 35.0 35.0 59.1

Average 75 31.6 31.6 90.7

Poor 18 7.6 7.6 98.3

V. Poor 4 1.7 1.7 100.0

Total 237 100.0 100.0


Chart No: 9.3

24.10%

35.00%

31.60%

7.60% 1.70%

Buy 1 Get 1 free


Interpretation

35% of the respondents fell that Buy 1 Get 1 free offers are Good, 31.60%

respondents say that average, 24.10% respondents fell that its very good and other

remaining other respondents fell that Poor/ Very poor.


9.4 Free Gifts:

Table No: 9.4 Free Gifts

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid V.Good 27 11.4 11.4 11.4

Good 55 23.2 23.2 34.6

Average 77 32.5 32.5 67.1

Poor 38 16.0 16.0 83.1

V. Poor 40 16.9 16.9 100.0

Total 237 100.0 100.0


Chart No: 9.4

11.40%

23.20%

32.20%

16.00%

16.90%

Free Gifts


Interpretation

From the analysis, we can say that 32.20% of the customers are average about free

gifts, 23.20% of the customers are Good about free gifts, 16.90% of the customers are

say that very poor Remaining 27.40% of the customers are say that V. Good/Poor


9.5 Exchange Offer:

Table No: 9.5 Exchange offer

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid V. Good 34 14.3 14.3 14.3

Good 91 38.4 38.4 52.7

Average 75 31.6 31.6 84.4

Poor 26 11.0 11.0 95.4

V. Poor 11 4.6 4.6 100.0

Total 237 100.0 100.0


Chart No: 9.5

14.30%

38.40%31.60%

11.00%

4.60%

Exchange offer


Interpretation

From the analysis we come to know that 38.40% of the customers are aware of

exchange mela good, 31.60% of customers aware of exchange mela offer average,

14.30% of customers aware of exchange mela offer very good, Remaining 15.60% of

customers aware of exchange mela offer poor/ very poor


9.6 Catalogues :

Table No: 9.6 Catalogues

Frequency Percent

Valid

Percent

Cumulative

Percent

V.Good 23 9.7 9.7 9.7

Good 84 35.4 35.4 45.1

Average 86 36.3 36.3 81.4

Poor 32 13.5 13.5 94.9

V. Poor 12 5.1 5.1 100.0

Total 237 100.0 100.0


Chart No: 9.6

9.70%

35.40%

36.30%

13.50%

5.10%

Catalogues


Interpretation

From the analysis we can say that 36.30% of the customers are average, 35.40% of

the customers are Catalogues good, 13.50% of the customers are poor, Remaining

14.80% of the customers catalogues are very poor/very good.


9.7 Profit Club:

Table No: 9.7 Profit Club

Frequency Percent

Valid

Percent

Cumulative

Percent

V.Good 22 9.3 9.3 9.3

Good 80 33.8 33.8 43.0

Average 97 40.9 40.9 84.0

Poor 28 11.8 11.8 95.8

V. Poor 10 4.2 4.2 100.0

Total 237 100.0 100.0


Chart No: 9.7

9.30%

33.80%

40.90%

11.80%4.20%

Profit Club


Interpretation

From the analysis we can say that 40.90% of the customers are average about profit

club, 33.80% of the customers are good, 11.80% of the customers are poor, remaining

13.50% of the customers are say profit club are very good/very poor



Chart No: 9.8

15.60%

34.60%37.60%

9.30%3.00%

Payback Card


Interpretation

From the analysis, we can say that 37.60% of the customers are Average about

payback card, 34.60% of the customers are Good 15.60% of the customers are

V.Good Remaining 12.30% of the customers are Poor/ V.Poor about payback card


9.8 Payback card:

Table No: 9. 8 Payback card

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid V.Good 37 15.6 15.6 15.6

Good 82 34.6 34.6 50.2

Average 89 37.6 37.6 87.8

Poor 22 9.3 9.3 97.0

V. Poor 7 3.0 3.0 100.0

Total 237 100.0 100.0

10. Comments Appropriately

Table No: 10.1 Customers shop more during Big days

Frequen

cy Percent

Valid

Percent

Cumulative

Percent

Valid strongly agree 49 20.7 20.7 20.7

Agree 122 51.5 51.5 72.2

Neutral 48 20.3 20.3 92.4

Dis agree 9 3.8 3.8 96.2

Strong Dis agree 9 3.8 3.8 100.0

Total 237 100.0 100.0


Chart No: 10.1

20.70%

51.50%

20.30%

3.80%3.80%

Customers shop more during Big Days offer

Strongly AgreeAgreeNeutralDis AgreeStrongly disagree

Interpretation

From the analysis, 51.50% of the customers are agree about Big days, 20.70% of the

customers strongly agree, 20.30% of the customers remain neutral and remaining

7.60% of the customers disagree with the same

This shows that customers agree that they tend to shop more during the Big days

offer. Thus customers wait for such offers to be announced to make their future

purchase


10.2 Prefer purchasing on Wednesday Bazaar:

Table No: 10.2 Wednesday Bazaar

Frequency Percent

Valid

Percent

Cumulative

Percent


Agree 104 43.9 43.9 59.1

Neutral 65 27.4 27.4 86.5

dis agree 19 8.0 8.0 94.5

Strongly disagree 13 5.5 5.5 100.0

Total 237 100.0 100.0


Chart No: 10.2

15.20%

43.90%

27.40%

8.00%

5.50%Wednesday Bazaar


Interpretation

From the analysis 43.90% of the customers agree by saying that they prefer

purchasing products during Wednesday bazaar, 27.40% of the customers stay neutral

remaining 13.50% of the customers disagree. It shows that majority of the customers

like to shop during the Wednesday bazaar to grab the deal for the day and reap

benefits from other offers.


10.3 Announcements help to know about new offers:

Table No: 10.3 Announcement help new offer

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Strongly agree 44 18.6 18.6 18.6

Agree 108 45.6 45.6 64.1

Neutral 65 27.4 27.4 91.6

Dis agree 11 4.6 4.6 96.2

Strongly dis agree 9 3.8 3.8 100.0

Total 237 100.0 100.0


Chart No: 10.3

18.60%

45.60%

27.40%

4.60%3.80%

Announcement help to know


Interpretation

From above it is clear that majority (64.20%) of the customers agree that

announcements help to know offers at Big Bazaar, 27.40% aren’t that sure and rest

don’t agree to the same


10.4 Front line employees motivate me to purchase the product:

Table No: 10.4 Employees motivate me purchase

Frequency Percent

Valid

Percent

Cumulative

Percent


Agree 95 40.1 40.1 51.9

Neutral 74 31.2 31.2 83.1

Dis Agree 26 11.0 11.0 94.1

Strongly Dis Agree 14 5.9 5.9 100.0

Total 237 100.0 100.0


Chart No: 10.4

11.80%

40.10%31.20%

11.00%

5.90%

Employees Motivate Me To Purchase


Interpretation

From the analysis, 40.10% of the customers agree, 31.20% of the customers are

Neutral about Employee motivate me to purchase the product remaining 28.70% of

the customers are Disagree/ strongly disagree/ strongly agree. This shows that

employees play an important role in pushing the sale as majority of the respondents

agree that they motivate them to purchase


10.5 Signage ‘s at Big Bazaar attract me towards the product:

Table No: 10.5 Signage’s at attract me towards the product BB

Frequency Percent

Valid

Percent

Cumulative

Percent


Agree 112 47.3 47.3 59.9

Neutral 67 28.3 28.3 88.2

Dis agree 13 5.5 5.5 93.7

Strongly dis agree 15 6.3 6.3 100.0

Total 237 100.0 100.0


Chart No: 10.5

12.70%

47.30%

28.30%

5.50%6.30%

Signage' s At Attract Me Product


Interpretation

From the analysis 47.30% of the customers agree that they shop more during Big

Days offer, 28.30% of customers neutral, 12.70% of customers strongly agree and

6.30% of customers strongly disagree, 5.50% of customers disagree that they don’t

shop more during Big days.


10.6 Discount coupon and gift help me to purchase product at Big Bazaar:

Table No: 10.6 Coupon and gift help me to purchase product BB

Frequency Percent

Valid

Percent

Cumulative

Percent


Agree 102 43.0 43.0 61.6

Neutral 64 27.0 27.0 88.6

Dis agree 17 7.2 7.2 95.8


Total 237 100.0 100.0


Chart No: 10.6

18.60%

43.00%

27.00%

7.20%4.20%

Coupon And Gift Help Me To Purchase


Interpretation

From the analysis, we can say that 43.00% of the customers Agree for the Discounts

and Gifts offer which is Big Bazaar help them to purchase products, 27.00% of the

customers are Neutral 18.60% of the customers are strongly agree Remaining11.40%

of the customers disagree for the Discounts and Gifts offer which is at Big Bazaar

help them to purchase product.


10.7 Help desk addresses to my problems promptly:

Table No: 10.7 Help desk addresses to my problem promptly

Frequency Percent

Valid

Percent

Cumulative

Percent


Agree 105 44.3 44.3 59.5

Neutral 68 28.7 28.7 88.2

Disagree 11 4.6 4.6 92.8


Total 237 100.0 100.0


Chart No: 10.7

15.20%

44.30%

28.70%

4.60%7.20%

Addresses To My Problem Promptly


Interpretation

From the analysis we can say that 44.30% of the customers agree that they addresses

to my problem promptly, 28.70% of the customers are neutral, 15.20% of the

customers are strongly agree, Remaining 11.80% of the customers are disagree


11.Do you think offers are clearly presented through promotional

activities at Big Bazaar:

Table No:11 Offers are clearly presented

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Yes 175 73.8 73.8 73.8

No 62 26.2 26.2 100.0

Total 237 100.0 100.0


Chart No: 11 Offers are clearly presented

73.80%

26.20%

YesNo

Interpretation

From the graph we can interpret or understand that 73.80% of the customers agree

that offers are clearly presented rest deny to the same


12. Are you aware of the sales promotional activity days:

12.1 Big Days

Table No: 12.1 Big days

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Yes 170 71.7 71.7 71.7

No 67 28.3 28.3 100.0

Total 237 100.0 100.0


Chart No: 12.1

71.70%

28.30%

Big Days

YesNo

Interpretation

From the analysis 71.70% of the customers agree that they are aware of sales

promotional activity big days and rest deny the same


12.2 Wednesday Bazaar:

Table No: 12.2 Wednesday Bazaar

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Yes 132 55.7 55.7 55.7

No 105 44.3 44.3 100.0

Total 237 100.0 100.0


Chart No: 12.2

55.70%

44.30%

Wednesday Bazaar

YesNo

Interpretation

From the analysis, 55.70% of the customers agree that they are aware of the

promotional activity Wednesday Bazaar, remaining 44.30% of the customers deny to

the same


12.3 Exchange Mela offers

Table No: 12.3 Exchange Mela offer

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Yes 171 72.2 72.2 72.2

No 66 27.8 27.8 100.0

Total 237 100.0 100.0


Chart No: 12.3

72.20%

27.80%

Exchange Mela offers

YesNo

Interpretation

From the Analysis, 72.20% of the customers are yes for aware of the sales

promotional activities remaining deny the same

`


13.Which of the following factors attract you to Buy:

Table No: 13 Factors attract you to buy

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Offer 115 48.5 48.5 48.5

product display 65 27.4 27.4 75.9

promo area 10 4.2 4.2 80.2

sales person support 47 19.8 19.8 100.0

Total 237 100.0 100.0


Chart No: 13

48.50%

27.40%

4.20%

19.80%

Factors Attract To Buy

OffersProduct DisplayPromo areaSales person support

Interpretation

From the Analysis, 48.50% of the customers are Offers for Factors attract to buy

27.40% of the customers are product Display, Remaining 24.00% of the customers

are Promo area/ Sales person support.


14. Your over all shopping experience due to offers and discount in Big Bazaar:

Table No: 14 Over all shopping experience at big bazaar

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Good 131 55.3 55.3 55.3

Average 100 42.2 42.2 97.5

Poor 6 2.5 2.5 100.0

Total 237 100.0 100.0


Chart No: 14

55.30%

42.20%

2.50%

Over All Shopping Experience

GoodAveragePoor

Interpretation

From the analysis 55.30% of the customers say their shopping experience is “Good”

due to offers and discount Big Bazaar, 42.20% of the customers say it’s Average and

2.5% of the customers say their shopping experience is “Poor” due to offers and

discounts Big Bazaar.


Testing of Hypothesis:

With respect to “A study on Impact of sales promotional strategies on customers at

Big Bazaar, Belagavi” the following null and alternative hypotheses are postulated as

below:

Table no: 15

One-Sample Statistics

N Mean

Std.

Deviation

Std. Error

Mean

Discounts 237 2.17 .991 .064

One-Sample Test

Test Value = 3

T Df

Sig. (2-

tailed)

Mean

Difference

95% Confidence Interval

of the Difference

Lower Upper

Discounts -12.843 236 .001 -.827 -.95 -.70

The calculated mean, standard deviation (SD) at 5% level of significance are given in

the above table 1.

As per the table the mean difference value -.827 lies between -.95 and -.70

To test the hypothesis one sample T test was conducted and the results are as under:

For testing the above hypothesis, T test is used with assumed mean 3. The total score

in the 5 point likert scale is 15 and the average is 3. The calculated mean value of

selected attributes for Discounts is lesser than assumed mean 3 i.e. 2.17, the observed

P value is 0.001which is less than assumed α value 0.05 and the calculated t test value

is 28.560 which is greater than table t- test value = 1.96 at df 119 and α = 5%

This indicates that the Null hypothesis (H0) - “Impact of discount as a promotional

strategy on customers at Big Bazaar.” is rejected and the Alternative hypothesis (H1)

i.e., “Impact of Discount as a promotional Strategy on customers at Big Bazaar” is

accepted.


6 FINDINGS

Majority of footfall at Big Bazaar (63.70%) are youngsters as they belong to

age group below 25 years

Half of the respondents chosen for study are students who visit the store

followed by self employed and others

A cumulative of exactly two-third of the respondents (75%) visit Big Bazaar at

least once in a month

Around two third of respondent (75.6%) purchase up to Rs. 1500 per visit and

the remaining contributing towards more than Rs. 1500 per visit

More than half of respondents are not aware of promotional offers at Big

Bazaar. Hence the organization can channelize its efforts more on advertising

and design strategies that could increase the footfall of the customers

It was found that Television is the most influential source through which

customers get to know about the offers running in big bazaar as is contributes

the highest response followed by word of mouth, newspapers and hoarding

It was found that salesperson is the most influential source through which

customers get to know about the product having an offer followed by standee,

signage and dropdown

Majority of the respondents opine that discount offers, point of purchase, Buy

1 get 1, Free gifts, Exchange offer, Catalogues, Profit Club, payback card

given by Big Bazaar are good on average

Customers agree that they tend to shop more during the Big days offer. Thus

customers wait for such offers to be announced to make their future purchase

Findings also reveal that majority of the customers like to shop during the

Wednesday bazaar to grab the deal for the day and reap benefits from other

offers


From above it is clear that majority (64.20%) of the customers agree that

announcements help to know offers at Big Bazaar, 27.40% aren’t that sure and

rest don’t agree to the same

Employees play an important role in pushing the sale as majority of the

respondents agree that they motivate them to purchase

Most of the customers said that Signage’s help them to know which product is

having an offer.

55.30% of the customers say their shopping experience is “Good” due to

offers and discount Big Bazaar, 42.20% of the customers say it’s Average and

2.5% of the customers say their shopping experience is “Poor” due to offers

and discounts Big Bazaar.

CONCLUSION

Sales promotions push customer to buy more of a particular product than they normal

would buy. Just to reap the benefits of the promotion one of the major impact that

sales promotional offers have on sales is the time frame in which customers buy.

Often companies introduce a time limitation on buying the product in order to reap the

rewards of the sales promotion. The extra incentive, reduced price, a tangible reward,

or free information, often results in a sales increase during the time of the carried on

by marketing department on the customer shows a positive response hence the

marketing department should efficiently work on the promotional strategies so that

customer can frequently visit the store even during normal days.

Finding tells us that though Big Bazaar is involved in various promotional activities

customers are also equally responsive towards the same and show their participation.

With online selling being one of the major threats Big Bazaar should keep on thinking

of distinct promotional offers to retain its old customers. Overall there is a positive

effect on customers of promotional activities conducted by Big Bazaar.

7: RECOMMENDATIONS


1. Announcement on various offers in regional languages can be done from the

Customer Service Desk

2. Mobile messages should be sent to the customer to know the offers at Big Bazaar

3. The product should be displayed in proper way

4. Branded Product Company should keep an offer for those products.

5. Electronic signage’s can be implemented

6. Hoarding should be placed at uncovered area

7. Billing counters should be increased during weekends and Big days, so that the

customer shouldn’t wait for long time

8. Seasonal greetings should be sent to the loyal customers so that they are delighted.

BIBLOGRAPHY


Yuping Liu, The Long-Term Impact of Loyalty Programs on Consumer Purchase

Behavior and Loyalty, Journal of Marketing, Vol. 71(Oct 2007), ISSN: 0022-2429

(print), 1547-7185 (electronic), 19-35

Pierre Chandon, Brian Wansink, Gilles Laurent (2000) A Benefit Congruency

Framework of Sales Promotion Effectiveness. Journal of Marketing: October

2000, Vol. 64, No. 4, pp. 65-81.

Sascha Alavi, Torsten Bornemann, and Jan Wieseke (2015) Gambled Price

Discounts: A Remedy to the Negative Side Effects of Regular Price Discounts.

Journal of Marketing: March 2015, Vol. 79, No. 2, pp. 62-78.

Aylin Aydinli, Marco Bertini, and Anja Lambrecht (2014) Price Promotion for

Emotional Impact. Journal of Marketing: July 2014, Vol. 78, No. 4, pp. 80-96.

Juliano Laran, Michael Tsiros (2013) An Investigation of the Effectiveness of

Uncertainty in Marketing Promotions Involving Free Gifts. Journal of Marketing:

March 2013, Vol. 77, No. 2, pp. 112-123.

Rajkumar Venkatesan, Paul W. Farris (2012) Measuring and Managing Returns

from Retailer-Customized Coupon Campaigns. Journal of Marketing: January

2012, Vol. 76, No. 1, pp. 76-94

Yu Ma, Kusum L. Ailawadi, Dinesh K. Gauri, Dhruv Grewal (2011) An

Empirical Investigation of the Impact of Gasoline Prices on Grocery Shopping

Behavior. Journal of Marketing: March 2011, Vol. 75, No. 2, pp. 18-35.

Harald J. van Heerde, Els Gijsbrechts, Koen Pauwels (2008) Winners and Losers

in a Major Price War. Journal of Marketing Research: October 2008, Vol. 45, No.

5, pp. 499-518.

Ajay Kalra, Mengze Shi (2010) Consumer Value-Maximizing Sweepstakes and

Contests. Journal of Marketing Research: April 2010, Vol. 47, No. 2, pp. 287-300.

Arul Mishra, Himanshu Mishra (2011) The Influence of Price Discount Versus

Bonus Pack on the Preference for Virtue and Vice Foods. Journal of Marketing

Research: February 2011, Vol. 48, No. 1, pp. 196-206.

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Channels: The Interplay of Service Performance and Direct Marketing. Journal of

Marketing: September 2014, Vol. 78, No. 5, pp. 99-118.


Amar Cheema, Vanessa M. Patrick (2008) Anytime Versus Only: Mind-Sets

Moderate the Effect of Expansive Versus Restrictive Frames on Promotion

Evaluation. Journal of Marketing Research: August 2008, Vol. 45, No. 4, pp. 462-

472

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Consumer Contests. Journal of Marketing: October 2007, Vol. 71, No. 4, pp. 140-

155.


APPENDIX

Questionnaire

I, Chandrakant.P. Onakudari student of Bharatesh Education Trust’s Global

Business School (MBA) Belgaum have undertaken a project on “A study on Impact

of sales promotional strategies on customers at Big Bazaar, Belgaum’ as a part my

curriculum. I assure that the information given will be used for academic purpose

only.

Name:

Age Under 25yrs 25-35yrs 35-45 yrs 45yrs to above

Male: (Single/Married) Female: (Single/Married)

Occupation: Student Self- Employed Professional Housewife

1. How often do you visit Big Bazaar?

Once a week Once in 15 days

Once in month Once in 2-3 months

2. What is your average purchase per visit?

Rs. 0-500 Rs. 500-1000

Rs. 1000-1500 Rs. 1500 or more

Q3. Reasons for your visit at Big Bazaar only?

________________________________________________________________

_________________________________________________________________

Q4. Are you aware of any promotional offers at present?

Yes No

(If yes, (please specify) _______________________________


Q5. How do you get to know about the offers at Big Bazaar?

Television Hoarding/ Bill boards

Word of mouth Newspaper

Q6. How do you get to know which product is having an offer?

Signage Dropdown

Standee Salesperson

Any other (please specify) ___________________________

Q7. Please tick mark the following sales promotion offers.

SI

NO

Particular V. Good Good Average Poor V. poor

1 Discounts/price off

2 Point of purchase

3 Buy1 Get1free

4 Free Gifts

5 Exchange offer

6 Catalogues

7 Profit club

8 Payback card


Q8. Please tick the following comments appropriately

S

No.

Particulars Strongl

y

Agree

Agre

e

Neutr

al

Dis-

Agre

e

Strongl

y

disagre

ed

1 I shop more during Big Days offers 1 2 3 4 5

2 I prefer purchasing on Wednesday Bazaar 1 2 3 4 5

3 Announcements help to know about new

offers

1 2 3 4 5

4 Front line employees motivate me to

purchase the product

1 2 3 4 5

5 Signage ‘s at Big Bazaar attract me

towards the product

1 2 3 4 5

6 Discount coupon and gift help me to

purchase product at Big Bazaar.

1 2 3 4 5

7 Help desk addresses to my problems

promptly

1 2 3 4 5

Q9. Do you think offers are clearly presented through promotional activities at Big

Bazaar?

Yes No

Q10. Are you aware of the following sales promotional activity days?

A) Big days Yes No

B) Wednesday Bazaar Yes No

C) Exchange mela offers Yes No

Any other (Please Specify) ___________________________________________


Q11. Which of the following factors attract you to buy?

Offers Product display

Promo area Sales person support

Any Other (Please specify) _____________________________________

Q12. Your over all shopping experience due to offers and discount in Big Bazaar?

Good Average Poor

Suggestions for Improvements

___________________________________________________________

___________________________________________________________

___________________________________________________________

Date :

Signature:


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