“A Study of the Factors influencing the Retail Experience of the Brand‐Jealous 21” 

Manipal University 

 

Research project submitted to the Manipal University in partial completion of 

III Semester, MBA in Advertising & Marketing Communications 

 

By 

Ms. Pooja S 

 

 

Under the guidance of  

Prof. Asha Nadig                 

 

DIVISION OF MEDIA AND ENTERTAINMENT 

MANIPAL UNIVERSITY 

BANGALORE CAMPUS 

 

 

 

 

 

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TABLE OF CONTENTS  

INTRODUCTION ..................................................................................................................................... 8

OVERVIEW .......................................................................................................................................... 10

SIGNIFICANCE OF THE PROJECT ................................................................................................... 12

OBJECTIVES ....................................................................................................................................... 12

LIMITATIONS OF THE PROJECT ..................................................................................................... 14

LITERATURE REVIEW ....................................................................................................................... 15

EXPLANATION- CONCEPTUAL FRAMEWORK ........................................................................... 25

RETAIL EXPERIENCE ....................................................................................................................... 25

DIMENSIONS OF RETAIL EXPERIENCE ........................................................................................ 26

CUSTOMER EXPERIENCE MANAGEMENT .................................................................................. 33

DIMENSIONS OF EXPECTATION .................................................................................................... 36

CUSTOMER EXPERIENCE MAP ...................................................................................................... 37

MEASURING EMOTIONS IN CUSTOMER EXPERIENCES IN RETAIL STORE ENVIRONMENTS ............................................................................................................................... 38

METHODOLOGY ADOPTED .............................................................................................................. 42

RESEARCH DESIGN........................................................................................................................... 42

METHODS OF DATA COLLECTION ................................................................................................ 42

SAMPLING METHODS ADOPTED ................................................................................................... 45

DATA COLLECTION TOOLS ............................................................................................................ 46

QUESTIONNAIRE DESIGN ............................................................................................................... 46

VALIDITY & RELIABILITY .............................................................................................................. 49

DATA ANALYSIS ................................................................................................................................... 50

ASSUMPTIONS ................................................................................................................................... 51

DESCRIPTIVE ANALYSIS ................................................................................................................. 51

USE OF STATISTICAL TOOLS ......................................................................................................... 69

RESEARCH FINDINGS & CONCLUSION......................................................................................... 78

FINDINGS & DISCOVERIES ............................................................................................................. 78

ANALOGIES & CONCLUSION ......................................................................................................... 80

RECOMMENDATIONS ...................................................................................................................... 83

OVERALL OUTCOME OF THE STUDY ........................................................................................... 87

BIBILIOGRAPHY .................................................................................................................................. 88

BOOKS & JOURNALS ........................................................................................................................ 88

REPORTS ............................................................................................................................................. 90

WEBSITES ........................................................................................................................................... 90

ANNEXURE- QUESTIONNAIRE ......................................................................................................... 91

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LIST OF TABLES

TABLE 1

Factors influencing Retail Experience in General perception.............................63

TABLE 2

Extent of influence of factors in General Perception...........................................63

TABLE 3

Factors influencing Retail Experience of Jealous 21 stores.................................65

TABLE 4

Opinion about Jealous 21 stores.........................................................................65

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LIST OF GRAPHS

Bar Graph 1: Window Display comparison between General Perception & Jealous 21.......................50

Bar Graph 2: Ranking of different Jealous 21 showrooms on Window display...................................50

Bar Graph 3: Ambience comparison between General Perception & Jealous 21.................................51

Bar Graph 4: Background Music comparison between General Perception & Jealous 21...................52

Bar Graph 5: Staff comparison between General Perception & Jealous 21..........................................53

Bar Graph 6: Colour & Lighting comparison between General Perception & Jealous 21....................54

Bar Graph 7: Store layout & Arrangement comparison between General Perception & Jealous 21...55

Bar Graph 8: Ranking of different Jealous 21 showrooms on Store layout & arrangement..................55

Bar Graph 9: Choice & Variety comparison between General Perception & Jealous 21......................56

Bar Graph 10: Ranking of different Jealous 21 showrooms on Choice & variety.................................56

Bar Graph 11: Offers & promotions comparison between General Perception & Jealous 21...............57

Bar Graph 12: Trial Room experience comparison between General Perception & Jealous 21............58

Bar Graph 13: Customer profile comparison between General Perception & Jealous 21......................59

Bar Graph 14: Ranking of different Jealous 21 showrooms on Customer profile.................................59

Bar Graph 15: Billing procedure comparison between General Perception & Jealous 21.....................60

Bar Graph 16: Parking comparison between General Perception & Jealous 21....................................61

Bar Graph 17: Ranking of different Jealous 21 showrooms on parking facilities.................................61

Bar Graph 18: Summary of all factors influencing Retail Experience in the General Perception.........62

Bar Graph 19: Summary of all factors influencing Retail Experience in Jealous 21 stores...................64

Bar Graph 20: Overall ranking of Jealous 21 on all Retail aspects........................................................66

Line Graph 1: Consolidated plotting of all averages of all factors.........................................................69

Line Graph 2: Correlation of all factors & Overall Rank.......................................................................70 

Line Graph 3: Regression equation of Staff & Overall Ranking of Jealous 21......................................73 

Line Graph 4: Regression equation of Ambience & Overall Ranking of Jealous 21..............................73 Line Graph 5: Regression equation of Parking & Overall Ranking of Jealous 21..................................74

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DECLARATION

I do hereby declare that this project work entitled “A Study of the factors influencing

the Retail Experience of the Brand- Jealous 21” submitted by me for the partial

fulfilment of the requirements for the award of Master In Business Administration

(MBA) in Advertising & Marketing Communications, to Manipal University is a

record of my own research work.

The report embodies the finding based on my study and observation and has not been

submitted earlier for the award of any degree, diploma, fellowship or any other similar

title or prize to any Institute or University.

Date: 22.Nov.2010 Pooja. S

Place: Bangalore Roll No: 092517002

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CERTIFICATE FROM THE GUIDE  

DIVISION OF MEDIA AND ENTERTAINMENT

MANIPAL UNIVERSITY

BANGALORE CAMPUS

This is to certify that the project report entitled

A Study of the factors influencing the Retail Experience of the Brand- Jealous 21

submitted in partial fulfilment of the requirements for the degree of

Masters of Business Administration of

Manipal University

Ms. Pooja S

092517002

has worked under my supervision and guidance and that no part of this report has been

submitted for the award of any other degree, diploma, fellowship or other similar titles

or prizes and that the work has not been published in any journal or magazine.

Date: 22.Nov.2010 Certified by

Place: Bangalore Prof. Asha Nadig

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ACKNOWLEDGEMENT  

It is really a great pleasure to have this opportunity to describe the feeling of gratitude

imprisoned in the core of my heart.

I convey my sincere gratitude to the Head-Marketing & Visual Merchandising of Indus

Leauge Clothing Mrs. Shibani Mishra for giving me the opportunity to prepare my

project work on the Retail Experience of Jealous 21. I express my sincere thanks to Mr.

Balaji. B, Assistant Manager-Jealous 21 and the staff members of the Exclusive Brand

Outlets of Jealous 21 who have co-operated with me and answered my innumerable

questions.

I am thankful to Prof. Asha Nadig for her guidance during my project work and sparing

her valuable time for the same.

I express my sincere obligation and thanks to all the faculties of Manipal Institute of

Media & Entertainment for their valuable advice in guiding me at every stage in

bringing out this report.

I am also thankful to my family, friends and all the patrons who patiently filled out my

questionnaire and for their kind co-operation.

Pooja. S

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CHAPTER 1

INTRODUCTION

Kishore Biyani in his book, It happened in India says; the one crucial thing that has

helped has him is his ability to be able to think in terms of mass customer base and

focus on a single minded pursuit of growth. His biggest fear is losing touch with the

public. He is most paranoid about it. His business is therefore entirely dependent on

observing people, understanding their emotions and catering to their needs; it has been

his imperative as a mass player. (pg.47)

Getting information and feedback from customers has been the main agenda of the

entire business that he runs. Even though he was much against the methodologies of his

then run family business, Kishore Biyani says that he has learnt one important thing

from it. In his words;

“At our shop in Kalbadevi, we would sit on gaddis- thick mattresses supported

by round pillows. Well, it wasn’t just the comfortable gaddis that I liked; I

admired the basic structure of the setup. The Seth or owner squatted on the gaddi

in a corner and was surrounded by the munim (chief accountant) and his

deputies. The deputies could talk directly with the Seth whenever they wanted,

accounts were written without vouchers on the statements itself and the Seth

could directly interact with his clients & customers.

This ensured a direct flow of information, insights & knowledge from the

customer front. Modern day businesses are structured in a way that most of the

critical details of the ground level are lost in the multiple layers of the

organisation. We make grand presentations & have long meetings just to share

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data. Often, the only outcome of these meetings is deciding when to meet next.

By the time the data reaches the top, it’s either been misinterpreted or has

become irrelevant. Organisations that allow insights & information to flow

freely will be the ones to come up with the best ideas.

As of now, we have 5 layers or bands within our company- and I don’t see any

reason why we can’t do with just 3- the information gathering layer, the

knowledge creation layer & the strategy layer. Reducing to just 2 layers like

the Seth’s may not be possible, but building a seamless organisation is going to

be one of my primary objectives over the next 10 years.”

My project on “A study of the factors influencing the Retail experience of the

Brand-Jealous 21” is thus, one of the ways to help the information gathering layer of

the business to get valuable feedback from their customers.

The Objectives of my study, I believe are perfectly in line with Kishore Biyani’s

thoughts itself. In his book, It Happened in India he says, his strength lies in

understanding the needs & aspirations of the Indian customer. The Indian customer both

challenges & intrigues him and as an organisation they still do not completely

understand each section of the population. Their focus has been & will continue to be

on watching, evaluating & capitalising the domestic consumption space.

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OVERVIEW

JEALOUS 21 is one of the famous Brand Names under Indus-League, a new generation

lifestyle brand marketing company It is part of India’s biggest Retail giant, Future

Group (Pantaloons).

Pantaloons Retail India Ltd. is one of India’s largest organized modern-format retailers

promoted by Mr. Kishore Biyani. From the beginning in 1987, PRIL has today evolved

as one of the leading manufacturer-retailer and are among the pioneers in setting up a

nation-wide chain of large format stores in India. PRIL is entrepreneur driven,

professionally managed focused on meeting the customer requirements for a large

component of their spend across fashion, food, general merchandise, home in both value

and lifestyle segments.

Jealous 21 is a brand of Casual, Stylish & Trendy clothing from the house of Indus-

League Clothing Ltd. Jealous 21 is the first brand in India to be known for their “Hip

Fit” jeans- that ensures every woman the perfect fit.

It offers 3 hip sizes for each waist size. Jealous 21 also offers ranges of clothing in

Party, Casual & Denim. Also available are a vast variety of accessories including Bags,

Leggings, Belts & Jewellery.

Jealous 21 is positions as a brand for the YOUNG GIRL, in the age group of 17-24.

Jealous 21 encourages every girl to be an individual, to set trends, speak her mind and

follow her dreams. It is a store focusing on providing a value for money proposition as

it provides quality fashion products at an affordable price as compared to the

competitors.

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Collection at the Jealous 21 stores

Pastel Denim

Jealous 21 offers a range of jeans in pastels. Whether in peachy ice, indigo bleach,

breezy blue or grey rush- its the perfect trend for anyone to have fun with. The long

body tees available in light shades go perfectly with pastel denims.

Demolition Denims

Ripped, shredded and distressed denim are red hot in fashion and Jealous 21 has taken

on this trend too. It is not the most polished look but sure is “sexy” and “strong”. The

light and distressed jeans can provide a fun and stylish look to a casual and even a

dressy outfit.

Jeggings

A pair of jeans that fits like a dream is what every girl wants- so Jealous 21 offers them

Jeggings- jeans in the form of leggings. Its cool and absolutely comfortable to wear. It

has the feel of denim but the comfort & fit of leggings. Jealous 21 makes available the

digital viscose tops with digital face prints in monochromes and neutral shades.

The scooter gurl range

Jealous 21 has launched the scooter girl range for all those girls who love their bikes

and enjoy their freedom. The range is fun and stylish for the girl who is out and about

in the city. The cool print tees teamed up with the perfect fitting hip fit jeans, plus a

casual jacket or glam waistcoat completes this look. A range of accessories that includes

vibrant coloured scarves/bandanas, funky printed buffs or the fun handbags makes

shopping at Jealous 21 a treat for every scooter girl.

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SIGNIFICANCE OF THE PROJECT

Even with all the money spent in managing the communications around a brand, so

much of a consumer’s sense of a brand comes through the brand experience. This is

particularly true in a retail environment where ensuring brand consistency can be more

challenging than with the manufacturing of products.

Since the Research Project is backed by the corporate, its results will be used within the

company to help in marketing strategies.

The research will enable me to gain specialised knowledge in Retail, Consumer

Behaviour and Brand Building & Positioning to a large extent.

OBJECTIVES

• To understand the various dimensions of Retail Experience

• To study about customer preferences and experience of shopping.

• To understand the impact of various retail aspects and their effect on shopping

experience

• To learn about the impact of the retail experience on a brand

• To understand the customer’s expectation from retail service provider.

• To find out the consumer mapping of Jealous in comparison with competitors

like Levis, Lee, Wrangler, Calvin Klein, Diesel etc....

• Learn about youth (girls) consumer buying behaviour

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LIMITATIONS OF THE PROJECT

• The research is conducted only in the Exclusive Brand Outlets of Jealous 21 and not

in the other retail formats such as Pantaloons, Central mall and Brand Factory where

the brand is also available.

• The sample size chosen is limited to 200 only because of time and financial

constraint.

• Data collected may not be a representation of the entire population.

• This study was limited to the capabilities and willingness of the respondents in

appropriately answering the questions and information given by respondents

may be correct or may not be correct.

 

 

 

 

 

 

 

 

 

 

 

 

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CHAPTER 2

LITERATURE REVIEW

“Retail is a simple business. …..At the very basic retail is about buying and selling –

something human beings have been doing since they started living in societies. All one

needs to be successful in retail, is common sense. Unfortunately, common sense is not

that ‘common.’(Kishore Biyani, It Happened in India, p.g 154)

Customer experience encompasses every aspect of a company’s offering—the quality of

customer care, of course, but also advertising, packaging, product and service features,

ease of use, and reliability. Yet few of the people responsible for those things have

given sustained thought to how their separate decisions shape customer experience. To

the extent they do think about it, they all have different ideas of what customer

experience means, and no one more senior oversees everyone’s efforts.

Some companies don’t understand why they should worry about customer experience.

Others collect and quantify data on it but don’t circulate the findings. Still others do the

measuring and distributing but fail to make anyone responsible for putting the

information to use.

Although few companies have zeroed in on customer experience, many have been

trying to measure customer satisfaction and have plenty of data as a result. The problem

is that measuring customer satisfaction does not tell anyone how to achieve it. Customer

satisfaction is essentially the culmination of a series of customer experiences or, one

could say, the net result of the good ones minus the bad ones. It occurs when the gap

between customers’ expectations and their subsequent experiences has been closed. To

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understand how to achieve satisfaction, a company must deconstruct it into its

component experiences.

Customer experience is the internal and subjective response customers have to any

direct or indirect contact with a company. Direct contact generally occurs in the course

of purchase, use, and service and is usually initiated by the customer. Indirect contact

most often involves unplanned encounters with representations of a company’s

products, services, or brands and takes the form of word-of-mouth recommendations or

criticisms, advertising, news reports, reviews, and so forth.

Observation is the key and the best way to understand customers. “I do that every day.

We are trained to do that. So, while we are at the airport we are watching people, and

then at the stores and the malls. We observe people anywhere and everywhere.”

(Kishore Biyani, It Happened in India, p.g 143)

Retail Design

In today’s experience economy, design has gained status in retail management. Retail

design specifically focuses on several aspects that need to be considered when creating

retail stores. Firstly, retail design entails an understanding of what will work

aesthetically in a retail environment. This involves a comprehension of the importance

customers in general attribute to tangible (material) and intangible (atmospheric) design

elements.

Secondly, retail design also includes an understanding of how different store

dimensions will perform functionally and commercially. Thirdly, retail designers

evidently have to reflect on the question how the store’s design can be built to budget.

Finally, the design also has to meet regulations concerning the use of a public space

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(Kindleysides, J. (2007) An Introduction to Retail Design). When customers visit a

retail store, they immediately make an association between the products sold in the

store, their price, the store’s ‘tone of voice’ and ambience and the retailer’s presence

and identity. As a result, retail design and retail branding cannot be disconnected from

each another (any more). Since design of retail store environments nowadays needs to

provide inspiration to customers (Bäckström, K. & Johansson, U. (2006). Creating and

Consuming Experiences in Retail Store Environments: Comparing Retailer and

Consumer Perspectives, Journal of Retailing and Consumer Services, vol. 13, pp 417),

retailers and designers need to be on the same wavelength as their target group.

Knowing what customers value as important is necessary information for retailers,

because in that way, they not only can understand what appeals emotionally to the target

group, but moreover, what functionalities they appreciate (Inman, J. & Winer, R. (1998)

Where the Rubber meets the Road: A Model of in-store Consumer Decision making,

Marketing Science Institute report, Cambridge.). Retailers in turn can transfer this

knowledge to designers, which can try to translate this knowledge into design practice.

Thinking about how retailers and designers can understand what appeals functionally

and emotionally to customers, brings us to concepts of ‘customer experience’ and

‘experience economy’.( Underhill, P. (1999) Why we buy what we buy, Simon &

Schuster, New York.)

Customer experiences

The concept ‘customer experience’ was formulated in 1982 by Holbrook and

Hirschman as a new experiential approach to consumer behaviour. Until then, the

customer was considered to be a rational decision-taker, who tried to purchase the best

product from an available selection of products at a reasonable price (Fiore, A. & Kim,

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J. (2007) An Integrative Framework capturing Experiential and Utilitarian Shopping

Experience, International Journal of Retail & Distribution Management, vol. 35, no. 6,

pp 421-442.). Holbrook and Hirschman (Holbrook, M. & Hirschman, E. (1982), The

Experiential Aspects of Consumption: Consumer Fantasies, Feelings and Fun, Journal

of Consumer Research, vol. 9, pp 132-140.), however, stated that in contrast to this

rational and utilitarian approach, some consumption activities were better explained by

an experiential approach. A customer’s interaction with a product, service (and / or

shopping environment) can be intrinsically satisfying, without thinking about a product

or service’s utilitarian functionality (Holbrook, M. & Hirschman, E. (1982). The

Experiential Aspects of Consumption: Consumer Fantasies, Feelings and Fun, Journal

of Consumer Research, vol. 9, pp 132-140.). The publications of Holbrook and

Hirschman brought attention to the importance of certain variables (more specifically,

emotions) which were largely neglected until then.

Experience economy

The ‘experience’ concept came to the fore in the management discipline with the

publication in 1999 of Pine & Gilmore’s book on the Experience Economy (Pine, J. &

Gilmore, J. (1999) The Experience Economy. Work is Theatre and Every Business a

Stage, Harvard Business School Press, Boston). Pine & Gilmore present experiences as

a new economic offering, which emerges as the next phase after an economy of

commodities, goods and services. According to their viewpoint, managers from now on

need to focus on creating and directing memorable customer experiences. Therefore,

they describe six different features of an experience. First of all, experiences need to be

worth remembering. Secondly, experiences need to be focused on an appropriate theme,

which characterizes the company and appeals to customers. Thirdly, negative elements

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which can divert customers’ attention from the experience, need to be removed.

Fourthly, experiences need to appeal to as many customers’ senses as possible.

Fifthly, since every experience is the consequence of an interaction between an

organized ‘event’ and the (emotional, mental, physical …) condition of the customer at

the time of the interaction, every experience is personal. Finally, Pine & Gilmore state

that customers need to pay for experiences. According to their viewpoint, as long as a

company does not ask a price for an experience, the experience cannot be considered as

a proper economic offering. In the years after Pine & Gilmore’s publication, several

other authors focused their attention on customer experiences as a new lever for value

creation (Gentile, C., Spiller, N. & Noci, G. (2007) How to Sustain the Customer

Experience: an Overview of Experience Components that Co-Create Value with the

Customer, European Management Journal, vol. 25, no. 5, pp 395-410). At the beginning

of the 21st century however, the original conceptualization of the experience economy

was criticized. One of the main points of criticism in literature which stresses the

potential significance of creating customer experiences is the lack of empirical support

(Verhoef, P., Lemon, K., Parasuraman, A., Roggeveen, A., Tsiros, M. & Schlesinger, L.

(2009) Customer Experience Creation: Determinants, Dynamics and Management

Strategies, Journal of Retailing, vol. 85, no. 1, pp 31-41). Until today, a lot of existing

experience design has come forth from conventional wisdom. Empirical support, and

scholarly verification and research in general, however, is indispensable for guiding the

design of a retail store environment. Given that different authors agree on the

importance of emotions in customer experiences, this paper focuses on a related

question: are the methodologies used by different scientific disciplines for measuring

emotions applicable for measuring emotions in customer experiences in retail store

environments?

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Measuring emotions in customer experiences in retail store environments

Trying to measure emotions, triggered by consumption activities in general, has proven

not to be an easy task. Authors who tried to measure emotional states that occurred

during consumption have most frequently used emotion measurement instruments

developed by emotion theorists. However, the question which is the appropriate way to

measure these kinds of emotional states is still a matter of debate (Sörensen, J. (2008)

Measuring Emotions in a Consumer Decision-Making Context – Approaching or

Avoiding. Aalborg University, Department of Business Studies, Aalborg). By working

according to the principles of ‘Research In Design’ (Horvath, I. (2008) Differences

between ‘Research In Design Context’ and ‘Design Inclusive Research’ in the Domain

of Industrial Design Engineering, Journal of Design Research, vol. 7, no. 1, pp 61-83),

the authors studied emotion measurement methods from background disciplines such as

marketing, psychology and design sciences. The last decades, authors in these

disciplines have tried to capture the mediating role of emotions on consumer responses

in general (Desmet, P. (2002). Designing Emotions. Doctoral Dissertation, Technische

Universiteit Delft, Delft.). For that reason, they can deliver valuable input for studying

human behavior in a retail context. Given the multitude of existing emotion

measurement instruments, it was necessary to set up criteria for selecting three research

methods.

First of all, the measurement instrument should have demonstrated an ability to yield

plausible results. Second, the selected instrument needed to measure emotions in a

format consistent with research practice, since the goal of the pilot study was to

combine different emotion measurement methods. Third, the selected instrument needed

to be applicable in a holistic retail setting. Consequently, the authors selected (i) the

PAD framework1, frequently used in marketing (Pine, J. & Gilmore, J. (1999) The

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Experience Economy. Work is Theatre and Every Business a Stage, Harvard Business

School Press, Boston) (ii) the Product Emotion Measurement Instrument (PrEmo),

developed in the product design discipline and (iii) a free report task, which consists of

asking customers to describe in their own words the emotions they experienced while

visiting a store. (Desmet, P. (2002). Designing Emotions. Doctoral Dissertation,

Technische Universiteit Delft, Delft). Before presenting the selected methods and the

results of the pilot study, the authors already want to acknowledge here that next to the

selected methods, various other emotion measurement instruments exist.

In the Spring of 2009 the Verde Group, The Jay Baker Retailing Initiative at the

Wharton School of Business and the Retail Council of Canada conducted research to

explore the “WOW” shopping experience.

This study, which is the sixth in Verde/Wharton’s series of retail experience studies,

surveyed 1,006 North American shoppers to explore what constitutes “WOW” shopping

experiences – those retail interactions that are particularly great, that surprise and

delight the customer, and that build long term loyalty to a retailer. Specifically, it

explored:

• How do shoppers define great Retail Experience

• How frequently do they occur?

• Do they vary by gender, age, country or store type?

• Which great experiences matter most to loyalty and a store’s bottom line?

Findings by Verde Group

• Over 50% of shoppers have had a great shopping experience at some time.

Great shopping experiences bring back shoppers

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75% of shoppers who have enjoyed a great experience with a specific retailer definitely

intend to return to that retailer the next time they need a similar product or item. When

shoppers encounter merely “standard” experiences at a store, their likelihood to return

drops by over 65%.

Great shopping experiences drive store advocacy

When a shopper enjoys great shopping, they are almost 80% more likely to definitely

recommend the store to their friends and associates than those shoppers who experience

“standard shopping.”

Shoppers talk about their great experiences

Nearly 80% of shoppers who enjoy a great shopping experience will talk about it with

their friends and associates. When they talk, they talk widely: on average, they’ll tell

between four and five other people about their experience. And volume makes a

difference. The higher the number of elements in a shopper’s great shopping

experience, the more people they tell about the experience.

• Which great experiences should a Retailer focus on in order to drive shopper

loyalty?

Loyalty depends on “brand experience” and “engagement”

Only two of the five great shopping experience categories – “Brand Experience” and

“Engagement” – have a meaningful impact on shopper loyalty. Of these two, “Brand

Experience” is the more important factor by nearly 40%.

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Retailers under-deliver on “brand experience”

Although “Brand Experience” elements are by far the most important for creating

shopper loyalty, they are less frequently experienced by shoppers. Retailers do a much

better job at delivering “Engagement” experiences.

• Age, gender and country of shopper define a great shopping experience.

Older shoppers are harder to “wow”

The older the shopper, the less likely they are to report having great shopping

experiences. And it takes more to deliver great shopping to older shoppers. On average,

shoppers over 60 years of age require more than 11 great shopping elements to create a

single great shopping experience – nearly 30% more than their younger counterparts.

Great has less impact on young shopper loyalty

Although it is easier to “WOW” younger shoppers – particularly those 18 to 30 –

delighting these shoppers has a lower loyalty payoff. In general, delivering great

shopping to this age segment has a 25% lower loyalty return than does delivering great

shopping to older shoppers.

Men talk more about ‘Great’ than Women

When it comes to spreading the word about great shopping experiences, gender makes a

difference. Although male and female shoppers are equally likely to tell someone when

they’ve enjoyed great shopping, male shoppers talk more widely. On average, they will

tell nearly 50% more people about their shopping experience.

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Women care more about ‘Great’ then men

While great shopping experiences inspire men to speech, they inspire women to action

and loyalty. Female shoppers who enjoy great shopping are 30% more loyal than their

male counterparts, and are 25% more likely to return to the store where they enjoyed

their great experience.

• When a shopper enjoys a great shopping experience, store loyalty increases

dramatically.

• Not all great shopping experiences are equal

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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CHAPTER 3

EXPLANATION- CONCEPTUAL FRAMEWORK

RETAIL EXPERIENCE

Experience design (XD) is the practice of designing products, processes, services,

events, and environments with a focus placed on the quality of the user experience and

culturally relevant solutions, with less emphasis placed on increasing and

improving functionality of the design. An emerging discipline, experience design draws

from many other disciplines including cognitive psychology and

perceptual, linguistics, cognitive science, architecture and environmental

design, hepatics, hazard analysis, product design, theatre, information

design, architecture, ethnography, brand strategy, interaction design, service

design, storytelling, heuristics, and design thinking.

Experience design is not driven by a single design discipline. Instead, it requires a

cross-discipline perspective that considers multiple aspects of the

brand/business/environment/experience from product, packaging and retail environment

to the clothing and attitude of employees. Experience design seeks to develop the

experience of a product, service, or event along any or all of the following dimensions:

• Duration (Initiation, Immersion, Conclusion, and Continuation)

• Intensity (Reflex, Habit, Engagement)

• Breadth (Products, Services, Brands, Nomenclatures,

Channels/Environment/Promotion, and Price)

• Interaction (Passive < > Active < > Interactive)

• Triggers (All Human Senses, Concepts, and Symbols)

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• Significance (Meaning, Status, Emotion, Price, and Function)

While it's unnecessary (or even inappropriate) for all experiences to be developed

highly across all of these dimensions, the more in-depth and consistently a product or

service is developed across them — the more responsive an offering is to a group's or

individual's needs and desires (e.g., a customer) it's likely to be. Enhancing

the affordance of a product or service, its interface with people, is key to commercial

experience design.

 

DIMENSIONS OF RETAIL EXPERIENCE

Retail Experience

Customer Service

Merchandise

Assortment

Location

Communication Mix

Pricing

Store Design

and Display

 

Source: Gentile, C., Spiller, N. & Noci G

a) Store location

The location of a retail store occupies an important place in retail strategy. It not only

conveys the image of the store, but also influences the merchandise mix and the interior

layout of the store. While the merchandise mix can be changed and prices can be

adjusted, it is difficult to change the decision on store location.

26  

Traffic

The traffic – pedestrian as well as vehicular – that passes the site is an important

determinant of the potential sales that can be generated from a store.

Accessibility of the market

Accessibility of a market is defined in terms of the availability of public transport and

road/local trains connections to the markets. It also takes into the frequency of the

corresponding bus/train services and connectivity to the different parts of the city.

All the exclusive outlets of Jealous 21 in Bangalore are located in busy areas, accessible

easily to all public. Further the easy availability of transport facilitates makes the

location really accessible for shopping.

Visibility

Jealous 21 is situated on main roads or very close to the main roads. To enhance the

visibility it has put its sign board on the top of the building. The creative window

displays, takes the visibility to the next step.

Amenities Available

The availability of basic amenities such as washrooms, trial rooms, drinking water,

ample parking space (a factor slated to be gaining utmost importance recently) etc.

plays an important role for attracting customers.

Product Mix Offered

The kind of product mix to be offered by the retailer is another important consideration.

As mentioned earlier the main product line of Jealous 21 in clothing and other

27  

accessories comprising a vigilant mix of casual, stylish & trendy aspects. The shopping

ambience of Jealous 21 reiterates the advantages of the location.

                                                                  HIGH VARIETY 

 

LOW ASSORTMENT                                                                                           HIGH ASSORTMENT 

 

                                                      

LOW VARIETY 

b) Pricing

Since Jealous 21, being part of Future Group provides products to a potentially large

number of customers at affordable prices; it falls in the High Turnover - Low Margin

Category. Its offerings are made affordable to its target group- teenagers and college

students.

                                                                  HIGH TURNOVER 

 

 

          LOW MARGIN                                                                                           HIGH MARGIN 

 

 

                                                     LOW TURNOVER 

 

28  

c) Layout

Exterior Store Design

The location of the buildings is very prominent. It has a modern look which is further

enhanced by the silver finish as well as the pink/red colour appropriately resembling the

brand.

The name Jealous 21 at the top of the buildings further enhances the store’s visibility.

The important considerations of a store design are; the clothes and accessories available

in the store should be nicely put up at the windows of the building. At night the building

should be brightly lit up. The focus should be largely on the name plate at the top. The

entrance must have an automatic door closing system. There should always be someone

to greet the customers entering the shop. At the entrance must be the baggage counter&

also a wheel chair for the disabled. As one proceeds, there should be a customer

grievances desk and a counter for loyalty card members. A couch must also be placed

near the desk, which is really comforting in case of a queue.

Interior Store Design

Flooring and Ceiling

The interior layout generates good brand associations through appropriate color

combinations. The white colour of the walls and floor coupled with the Pink colour of

the visual merchandise helps in portraying the brand effectively.

Graphics and Sign gages

The store must have clearly put up signage to various sections such as the new arrival

section, the sale area, the washroom, the trial room, grievance section etc...Even the

29  

promotional schemes must be displayed in a manner to attract the customers and

provide clarity of information.

Atmospherics:

• Lighting

Good lighting in a store involves more than illuminating space. Lighting is used

to highlight merchandise, sculpt face and capture a mood feeling that enhances

the store image. White lighting has been majorly used in the store so that the

customers can identify the requisite colours of the apparels.

• Sound type and density

Instrumental music is played over loud music in the store making the shopping

environmental more serene and calm. Latest songs that connect more to the TG

should be played in the store to enhance the Retail shopping experience of

customers, as the TG of Jealous 21 is the youthful audience who usually hum

along with the tunes in the background.

• Odour type and density

Like sound, odour too has a negative or positive impact on the atmosphere of the

store. The strength (density) of the odour is also important. This is because, even

if the odour is right but too strong or intense, the ultimate impact generated by it

is negative. A girly smell in the store would go along with the pink theme and

also appeal to the girly customers.

The Ambience also includes any other factors that enhance the mood and spirit

of the place for example, during Diwali: lamps; Christmas: Christmas Tree etc....

30  

d) Visual Merchandising

Merchandise Type and Density

One can come across campaign graphics in the store with merchandise places near

them. Mannequins are displayed with accessories to generate impulse purchases. Spot

lights are also focused on the visual merchandise so as to gain the attention of the

customers.

Jealous 21 focuses on the latest fashion apparels. No rack is kept empty as it may create

a negative impression in the minds of the customers. E.g. Concerning the T shirts

department, one t shirt of a particular colour or design is displayed, while next to it, on a

shelf the same T shirt but with different colours is displayed.

Fixtures

Detachable fixtures with smooth edges are maintained in the store for flexibility and

easy change.

Packaging

The Products purchased by the Customers are packed in pink coloured recyclable

plastic bags.

31  

e) Services and Personal selling

An organization may charge a high price for the high level of service it provides to the

customers or it may charge a low price for a low quality of service provided by the

same. High service – Low Price and Low Service – High Price aspects are not seen as

they epitomize competitive failure. Concerning Jealous 21, the service is of a very high

quality. The prices may be considered as medium to high depending upon the kind of

product one wants to avail of. However as compared to the competitors, the brand

definitely has a distinct advantage in terms of service.

A myriad of services are offered by pantaloons, some of them are discussed below:

Payment Facilities

Every shopper is allowed to make payments for their purchases by Credit Cards, debit

cards as well as cash. All Major Credit Cards and Debit Cards are accepted in the store.

Gift Packaging

At the entrance of the store, near the Customer Service desk, there is a gift wrapping

counter which provides the service of gift packing

Alterations and home delivery

If any alterations are to be made in the clothes purchased, the same is carried out at

absolutely no cost. If the customer is a green card holder or a member of Club 21, the

apparels are delivered at his/her place subject to certain conditions.

32  

CUSTOMER EXPERIENCE MANAGEMENT

Customer experience is the sum of all experiences a customer has with a supplier of

goods or services, over the duration of their relationship with that supplier. It includes

awareness, discovery, attraction, interaction, purchase, use, cultivation and advocacy. It

can also be used to mean an individual experience over one transaction; the distinction

is usually clear in context.

The goal of customer experience management (CEM) is to move customers from

satisfied to loyal and then from loyal to advocate. Traditionally, managing the customer

relationship has been the domain of Customer Relationship Management (CRM).

However, CRM strategies and solutions are designed to focus on product, price and

enterprise process, with minimal or no focus on customer need and desire. The result is

a sharp mismatch between the organisation’s approach to customer expectations and

what customers actually want, resulting in the failure of many CRM implementations.

Where CRM is enterprise-focused and designed to manage customers for maximum

efficiency, CEM is a strategy that focuses the operations and processes of a business

around the needs of the individual customer.

33  

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34  

One of the key features of successful CEM implementations is their ability to manage

multi-channel interactions. Customer experience solutions address the cross-channel

(contact centre, Internet, self service, mobile devices, brick and mortar stores), cross-

touch point (phone, chat, email, Web, in-person), and cross-lifecycle (ordering,

fulfilment, billing, support, etc.) nature of the customer experience process. By contrast,

CRM solutions tend to offer point solutions for specific customer-facing functions such

as, but not limited to, sales force automation, customer analytics, and campaign

management.

What When How Monitored Who Uses the Information Relevance to Future Performance

Captures and At points of Surveys, targeted Business or Leading: Locates distributes what customer studies, observa functional leaders, places to add a customer thinks interaction: tional studies, in order to create offerings in the about a company “touch points” “voice of

customer” research fulfillable expectations and better experiences with products and services

gaps between expectations and experience

Captures and After there Point-of-sales data, Customer-facing Lagging: Drives distributes what is a record market research, groups such as cross selling by a company knows of a customer Web site click- sales, marketing, bundling products about a customer interaction through,

automated tracking of sales

field service, and customer service, in order to drive more efficient and effective execution

in demand with ones that aren’t

Source: Philip Kotler, Marketing Management (13th Edition)

CEM

CRM

CEM=Customer Experience Management CRM= Customer Relationship Management

There are three patterns of customer experience information, each with its own pace and

level of data collection.

35  

DIMENSIONS OF EXPECTATION

There is an interesting aspect which is worth mentioning when target segment

expectations are discussed. There may be a few situations where the retail outlet may

cater to a broad segment (a typical example could be McDonald's outlets all over the

world). Such a situation is possible when a brand with a specific expectation appeals to

a large segment. For example, McDonald's is known all over the world for its value,

cleanliness and convenience. These expectations have been built over a period of time

and hence, it draws consumers from all income groups, age groups and lifestyle groups.

Even a brand like McDonalds today offers a variety which could appeal to distinctive

segments.

An outlet should research the target segment and identify specific dimensions which

could be developed to attract consumers. Convenience for a fast food outlet, fast check-

out during peak hours for a departmental store and variety for a music store are some

dimensions which could be important. In a context where the lifestyle is fast-paced and

complex with several kinds of pressures, an emerging dimension is the need to enjoy

atmospherics and shop at leisure. Shoppers' Stop has positioned itself on this dimension.

It highlighted the total enjoyable shopping experience in its visuals and this was backed

up by an ambience covering a large space (apart from product variety and attention to

consumers). The expectations from a shopping experience were conveyed powerfully

by advertisements which were executed in black and white (unlike the visual colour

ones). There were also advertisements in which customers talked of their experience.

After having created an association with enjoyable shopping experience (to be the first

in the retail ladder on this aspect), the outlet also takes care to ensure that this

association does not get diluted. For instance, when a sale is planned, it is conducted

36  

through an event and not labelled as a sale. Fountainhead, the Chennai-based book

store, has also positioned itself as a leisurely shopping experience - a differentiator

among several other book stores.

Expectations grow and change with changes in the environment. The concept of outlet

malls (normally situated on the outskirts of the city) is another point-of-purchase

retailing option which is becoming popular in western markets. These malls have outlets

managed by manufacturers which offer good shopping experience apart from offering

merchandise (not damaged ones) at a discounted price. Large layouts, open spaces and

comfortable car parks apart from lower prices attract a specific segment to these outlets.

CUSTOMER EXPERIENCE MAP

There are six dimensions and three components of experience the map should capture.

These represent important reference points for features of the service design – e.g. how

the service is found, who uses it, what they’re looking for, what information they use,

who and what is of most help etc. By capturing these experiential aspects we ensure the

customers’ voice is represented as the service is designed and implemented.

6 Dimensions: These dimensions help extract content for the map and generate

conversation during the mapping. The responses help in considering what is to be

recommended in the design. (Amber Lindholm)

1. Time/duration

2. Interactivity

3. Intensity

4. Breadth/consistency

5. Sensoral/cognitive triggers

37  

6. Siginificance/meaning

3 components: These represent the key content of the map itself. Simply put what

people:

1. Think 2. Do 3. Use

MEASURING EMOTIONS IN CUSTOMER EXPERIENCES IN

RETAIL STORE ENVIRONMENTS

Trying to measure emotions, triggered by consumption activities in general, has proven

not to be an easy task. Authors who tried to measure emotional states that occurred

during consumption have most frequently used emotion measurement instruments

developed by emotion theorists. However, the question which is the appropriate way to

measure these kinds of emotional states is still a matter of debate. By working according

to the principles of ‘Research In Design’, the authors studied emotion measurement

methods from background disciplines such as marketing, psychology and design

sciences. The last decades, authors in these disciplines have tried to capture the

mediating role of emotions on consumer responses in general. For that reason, they can

deliver valuable input for studying human behaviour in a retail context. Given the

multitude of existing emotion measurement instruments, it was necessary to set up

criteria for selecting three research methods.

First of all, the measurement instrument should have demonstrated an ability to yield

plausible results. Second, the selected instrument needed to measure emotions in a

format consistent with research practice, since the goal of the pilot study was to

combine different emotion measurement methods. Third, the selected instrument needed

to be applicable in a holistic retail setting. Consequently, the authors selected (i) the

PAD framework1, frequently used in marketing (ii) the Product Emotion Measurement

38  

Instrument (PrEmo), developed in the product design discipline and (iii) a free report

task, which consists of asking customers to describe in their own words the emotions

they experienced while visiting a store. Before presenting the selected methods and the

results of the pilot study, the authors already want to acknowledge here that next to the

selected methods, various other emotion measurement instruments exist

PAD model (Pleasure, Arousal, Dominance) During the last decennia, research on ‘atmospherics’ [14] has made clear that isolated

environmental cues in retail store environments can evoke emotional responses in

customers, and that such emotional responses can, in turn, influence customer’s retail

patronage and store loyalty [21]. Hence, marketing researchers adopted different

methodologies for measuring emotions from the discipline of psychology. This section

focuses on the ‘Pleasure- Arousal-Dominance’ paradigm of Mehrabian & Russell

(1974), since this framework has been frequently employed in the study of effects of

environmental cues in retail stores on emotions. Based on the Stimulus (S) – Organism

(O) – Response (R) model, Mehrabian & Russell [15] proposed a model which relates

features of the environment (S) to behavioural responses within the environment (R),

which are mediated by the individual’s (O) emotional states induced by the

environment.

Source: Mehrabian & Russell, 1974 Mehrabian & Russell stated that three basic emotional dimensions (Pleasure, Arousal

and Dominance) provide a general description of emotions, generated by (stimuli in) an

environment. ‘Pleasure’ is considered as the degree to which a person feels good, joyful

39  

or happy, whereas ‘arousal’ is defined as the degree to which a person feels excited,

stimulated, alert or active. ‘Dominance’ is described as the degree to which the person

feels unrestricted or in control of the situation. Mehrabian & Russell hypothesize that

these emotional states mediate a person’s approach or avoidance responses to the

environment, whereby ‘approach responses’ imply that individuals react positively to

the environment (eg. desire to stay longer in the retail store). ‘Avoidance responses’ on

the other hand are characterized by an aversion to the environment (eg. desire to leave

the store). The PAD scale was designed to capture information concerning the pleasure,

arousal and dominance dimensions, underlying emotional states. Therefore, it does not

allow a researcher to identify specific emotional states, as experienced by research

participants. In 1982, Donovan & Rossiter implemented Mehrabian & Russell’s

framework into retailing and service settings. Since then, the PAD framework has been

widely used in marketing and consumer research. In practice, the PAD measure consists

of three separate dimensions (pleasure, arousal and dominance), which are assessed

using six semantic differential items. Every item from the different dimensions is

measured on a 7-point scale. For the purpose of this study, the authors used the

translated version of the PAD questionnaire, developed by Brengman.

The Product Emotion Measurement Instrument (PrEmo)

The Product Emotion Measurement Instrument (or ‘PrEmo’) was specifically designed

to measure emotions, elicited by the appearance of a product. It is a visual self-report

emotion measurement instrument, which uses animated puppets to portray a well-

considered selection of 14 emotions. PrEmo was developed ‘to combine the advantages

of existing verbal and non-verbal self-report instruments’. Different from the

dimensional PAD scale, PrEmo measures respondents’ distinct and mixed emotions

without obliging respondents to verbalize their emotions. Next to this requirement for

40  

the instrument, Desmet also stipulated that PrEmo needed to be intuitive, fast and

pleasurable.

Open-ended questionnaire

The third measurement instrument which the authors selected for the present study

consisted of asking customers to describe in their own words the emotions they

experienced while visiting the selected stores. Similar to the PAD scale, an open-ended

questionnaire can be classified as a verbal self-report instrument for measuring

emotions. In contrast to the PAD questionnaire, however, this measurement instrument

allows participants to formulate an answer in their own terminology.

41  

CHAPTER 4

METHODOLOGY ADOPTED

RESEARCH DESIGN

Causal research seeks to find cause and effect relationships between variables. It

accomplishes this goal through laboratory and field experiments. In this particular

research the cause and effect relationship can be understood through the following

equation:

Y= a+bx

Where Y= Impact on Brand Jealous 21

a= constant

X= various dimensions of Retail Experience

b= co-efficient of x

METHODS OF DATA COLLECTION

The study is relied on primary as well as secondary data. 

Secondary Data:

Before going through the time and expense of collecting primary data, one should check

for secondary data that previously may have been collected for other purposes but that

can be used in the immediate study. Secondary data may be internal to the firm, such as

sales invoices and warranty cards, or may be external to the firm such as published data

or commercially available data. The government census is a valuable source of

secondary data. Secondary data has the advantage of saving time and reducing data

42  

gathering costs. The disadvantages are that the data may not fit the problem perfectly

and that the accuracy may be more difficult to verify for secondary data than for

primary data. Some secondary data is republished by organizations other than the

original source. Because errors can occur and important explanations may be missing in

republished data, one should obtain secondary data directly from its source. One also

should consider who the source is and whether the results may be biased.There are

several criteria that one should use to evaluate secondary data.

• Whether the data is useful in the research study.

• How current the data is and whether it applies to time period of interest.

• Errors and accuracy - whether the data is dependable and can be verified.

• Presence of bias in the data.

• Specifications and methodologies used, including data collection method, response

rate, quality and analysis of the data, sample size and sampling technique, and

questionnaire design.

• Objective of the original data collection.

• Nature of the data, including definition of variables, units of measure, categories

used, and relationships examined.

The secondary data for this project was obtained from the marketing division of

Pantaloons, Future Group- Indus League Pvt. Ltd, previous research projects and their

findings.

43  

Primary Data

Often, secondary data must be supplemented by primary data originated specifically for

the study at hand. Some common types of primary data are:

• demographic and socioeconomic characteristics

• psychological and lifestyle characteristics

• attitudes and opinions

• awareness and knowledge - for example, brand awareness

• Intentions - for example, purchase intentions.

• motivation - a person's motives are more stable than his/her behaviour,

Primary data can be obtained by communication or by observation. Communication

involves questioning respondents either verbally or in writing. This method is versatile,

since one needs only to ask for the information; however, the response may not be

accurate. Communication usually is quicker and cheaper than observation. Observation

involves the recording of actions and is performed by either a person or some

mechanical or electronic device. Observation is less versatile than communication since

some attributes of a person may not be readily observable, such as attitudes, awareness,

knowledge, intentions, and motivation. Observation also might take longer since

observers may have to wait for appropriate events to occur, though observation using

scanner data might be quicker and more cost effective. Observation typically is more

accurate than communication.

Customer oriented Surveys through Questionnaires and Observation techniques in

Exclusive Jealous Brand outlets, Pantaloons & Bangalore Central format stores have

been used to design the questionnaire and complete this study.

Customer surveys and observation techniques in other branded jeans outlets

44  

Universe

The research work was accomplished in only the exclusive Brand outlets of Jealous 21

in Bangalore City only.

Sample Size

Sample size was 200 respondents.

Statistical Tools Used 

For the purpose of data analysis, Percentage Method  is used for calculation and result was 

interpreted.  

                                                 No. of Respondents 

                        Percentage =   ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐×100 

                                           Total Respondents            

SAMPLING METHODS ADOPTED

Company Selection- This case study is aimed at exploring the brand identity of Jealous

21, a brand of Jeans pants for teenage girls. The reason for choosing Jealous 21 is

because it is a popular brand within the TG and an established label under Pantaloons

Retail, a wing of Future Group.

Respondent Selection- This research will be limited to the geographic boundaries of

Bangalore City. Girls between the age group of 15 and 28 will be approached for the

surveys. Interviews will also involve store managers, rigorous shoppers etc...

Convenience sample selection will be used due to time constrains.

45  

DATA COLLECTION TOOLS

• Focus Group Discussions

• Observation

• Questionnaires

QUESTIONNAIRE DESIGN

The questionnaire is an important tool for gathering primary data. Poorly constructed

questions can result in large errors and invalidate the research data, so significant effort

has been put into the questionnaire design. The questionnaire was tested thoroughly

prior to conducting the survey.

Measurement Scales

Attributes can be measured on nominal, ordinal, interval, and ratio scales:

• Nominal numbers are simply identifiers, with the only permissible mathematical

use being for counting. Example: social security numbers.

• Ordinal scales are used for ranking. The interval between the numbers conveys

no meaning. Median and mode calculations can be performed on ordinal

numbers. Example: class ranking

• Interval scales maintain an equal interval between numbers. These scales can

be used for ranking and for measuring the interval between two numbers. Since

the zero point is arbitrary, ratios cannot be taken between numbers on an interval

scale; however, mean, median, and mode are all valid. Example: temperature

scale

46  

• Ratio scales are referenced to an absolute zero values, so ratios between

numbers on the scale are meaningful. In addition to mean, median, and mode,

geometric averages also are valid. Example: weight

Attitude Measurement

Many of the questions in a marketing research survey are designed to measure attitudes.

Attitudes are a person's general evaluation of something. Customer attitude is an

important factor for the following reasons:

• Attitude helps to explain how ready one is to do something.

• Attitudes do not change much over time.

• Attitudes produce consistency in behavior.

• Attitudes can be related to preferences.

• Attitudes can be measured using the following procedures:

Self-reporting - subjects are asked directly about their attitudes. Self-reporting is the

most common technique used to measure attitude.

Observation of behaviour - assuming that one's behaviour is a result of one's attitudes,

attitudes can be inferred by observing behaviour.

Indirect techniques - use unstructured stimuli such as word association tests.

Performance of objective tasks - assumes that one's performance depends on attitude.

Physiological reactions - subject's response to stimuli is measured using electronic or

mechanical means. While the intensity can be measured, it is difficult to know if the

attitude is positive or negative.

47  

Multiple measures - a mixture of techniques can be used to validate the findings,

especially worthwhile when self-reporting is used.

The self reporting & observation techniques have been used for this study.

There are several types of attitude rating scales:

• Equal-appearing interval scaling - a set of statements are assembled. These

statements are selected according to their position on an interval scale of

favorableness. Statements are chosen that has a small degree of dispersion.

Respondents then are asked to indicate with which statements they agree.

• Likert method of summated ratings - a statement is made and the respondents

indicate their degree of agreement or disagreement on a five point scale

(Strongly Disagree, Disagree, Neither Agree Nor Disagree, Agree, Strongly

Agree).

• Semantic differential scale - a scale is constructed using phrases describing

attributes of the product to anchor each end. For example, the left end may state,

"Hours are inconvenient" and the right end may state, "Hours are convenient".

The respondent then marks one of the seven blanks between the statements to

indicate his/her opinion about the attribute.

• Stapel Scale - similar to the semantic differential scale except that 1) points on

the scale are identified by numbers, 2) only one statement is used and if the

respondent disagrees a negative number should marked, and 3) there are 10

positions instead of seven. This scale does not require that bipolar adjectives be

developed and it can be administered by telephone.

48  

• Q-sort technique - the respondent if forced to construct a normal distribution by

placing a specified number of cards in one of 11 stacks according to how

desirable he/she finds the characteristics written on the cards.

A modified version of the Likert scale has been used for the questionnaire. The

modification is due to the fact of making the questionnaire more interesting amongst the

target group of youngsters. 

VALIDITY & RELIABILITY

The validity of a test is the extent to which differences in scores reflect differences in

the measured characteristic.

Predictive validity is a measure of the usefulness of a measuring instrument as a

predictor. Proof of predictive validity is determined by the correlation between results

and actual behaviour.

Construct validity is the extent to which a measuring instrument measures what it

intends to measure.

Reliability is the extent to which a measurement is repeatable with the same results. A

measurement may be reliable and not valid. However, if a measurement is valid, then it

also is reliable and if it is not reliable, then it cannot be valid. One way to show

reliability is to show stability by repeating the test with the same results.

The validity of this survey is proved as there is perfect correlation between the actual

behaviour and the results of this study. Also the data collected and the results are

reliable as there is high level of stability in the survey undertaken.

49  

CHAPTER 5

DATA ANALYSIS

Research in retail is very essential, as customer preferences and choices are dynamic

and change frequently, the retail company needs to understand these before redesigning

its processes for enhancing business and many more. Since customer interaction takes

place at the store and near store, there is a big opportunity to gather first hand

information and feedback from customers through research and survey. Research is

carried out at the retail level for concept testing, business feasibility analysis,

identification of the right product mix, target customer and market potential.

The major objectives of analysis of data are:-

• To evaluate and enhance data quality

• Describe the study population and its relationship

• Examine effects of other relevant factors

• Seek further insight into the relationship observed or not observed

• Evaluate impact and importance

Before analysis could be performed, the raw data was transformed into the right format.

First, it was edited so that errors could be corrected or omitted. The data was then

coded; this procedure converted the edited raw data into numbers or symbols.

Finally, the data was tabulated to count the number of samples falling into various

categories. Simple tabulations count the occurrences of each variable independently of

the other variables. Cross tabulations, also known as contingency tables or cross tabs,

treats two or more variables simultaneously.

50  

ASSUMPTIONS

• All online respondents have been considered as customers of Bangalore

• Data collected over the period of 3 weeks, which includes the Diwali Weekend.

• General Perception of customers is considered to be the opinions they have

formed about retail experience by visiting other retail showrooms, i.e,

competitors of Jealous 21, such as Levis, Lee, Wrangler etc….

• 200 respondents are considered as the Population for the purpose of this survey.

• Where ever outlet specific analysis is not done, it is assumed that there is a std

facility/activity observed in all the outlets. Eg: Music, Colour & Lighting,

Billing procedure etc…

• The following phrases from the questionnaire are considered to mean the same

for the purpose of this study:

Rank General Perception Jealous 21

1 = No, Not at all = Kinda Ok Ok

2 = Doesn’t make a difference = Hmmm, Not Bad

3 = Yes to some extent = Pretty Cool

4 = Yes to a large extent = Damn Neat

5 = Definitely, without doubt = Superb

DESCRIPTIVE ANALYSIS

Descriptive statistics describe the main features of a collection of data quantitatively.

Descriptive statistics are used to describe the basic features of the data in a study. They

provide simple summaries about the sample and the measures.

51  

1. Windoow Displayys enhancinng the Shoppping experrience

R

Al

R

Al

So

In

di

de

w

1

1

2

2

3

3

4

4

5

Rank 

1 

2 

3 

4 

5 l values are 

Rank  B1 2 3 4 5 

l values are 

ource: Prim

nference: B

isplays, and

enotes that

window disp

0

5

10

15

20

25

30

35

40

45

50

1 2

49.

General Per

expressed in

Brigade 

expressed in

Bar Graph

mary Data

Bar Graph

d Jealous 2

within rank

lay.

3 4 5

.5% 49.5%

rception 

n terms of %

Jay49

123.51.5

n terms of %

h 1   

1 shows th

1 has also

k 3, the CM

5

GePe

Jea

yanagar 

 

hat in gener

scored the

MH road sho

eneral rception

alous 21

Jea

2

13

49.5

27.5

8

CMH2.558

3.52

ral, custom

highest res

owroom ran

0

5

10

15

20

25

30

35

40

45

50

1

lous 21 

2.5 3.5 20 3 1 

11

19.5

49.5

12.5

7.5

Cosmos Maall 22

9.52.53

2 3 4

  Ba

mers voted r

sponse as ra

nks highest,

ar Graph 2 

rank 3 for

ank 3. Bar

, with 20%

5

Cosmos Mal

52 

window

graph 2

share in

CMH

Jayanagar

Brigade

l

  

 

2. Ambieence effect on Retail eexperience

R

Al

 

So

In

re

4)

ge

Rank  Gen

1 2 3 4 

5 l values are 

ource: Prim

nference: F

egarding Am

). However

eneral expec

3. Conne

0

5

10

15

20

25

30

35

40

45

50

neral Percep

expressed in

mary Data

From Bar G

mbience hav

r, Jealous 2

ctation of cu

ect of TG w

1

ption 

n terms of %

Graph 3, it

ving an effe

21 scores h

ustomers.

with Backgr

2 3

47

2.514.53034

19

Bar Grap

is noted t

ect on Shopp

high on Ra

round Mus

4

34%

7.5%

Jealous 21

ph 3 

that the gen

ping Experi

ank 3 (Prett

sic that enh

5

neral percep

ience is to a

ty Cool) an

hances Shop

Genera

Jealous 

1221.547.512.5

6.5

l Perception

21

 

ption of cu

a large exten

nd lags beh

ustomers

nt (Rank

hind the

pping Expeerience

53  

R

Al

So

In

re

ex

an

Rank  Gen

1 

2 

3 

4 

5 l values are 

ource: Prim

nference: F

egarding Ba

xtent (Rank

nd lags behi

4. Effect

neral Percep

expressed in

mary Data

From Bar G

ackground M

k 4) with 34

ind the gene

t of Staff on

0

5

10

15

20

25

30

35

40

45

50

1

ption 

n terms of %

Graph 4, it

Music havi

4%. Howeve

eral expecta

n the Retail

2

2.

14.

3

34

1

Bar Grap

is noted t

ing an effec

er, Jealous

ation of cust

l Experienc

3 4

34%

47.5%

Jealous 2

5

5

0

4

9

ph 4 

that the gen

ct on Shop

21 scores 4

tomers.

ce of Shopp

4 5

%

21 

neral percep

pping Exper

47.5% on R

pers

Ge

Jea

12

21.5

47.5

25

13

ption of cu

rience is to

Rank 3 (Pret

eneral Percept

alous 21

tion

ustomers

o a large

tty Cool)

54  

R

Al

So

In

re

la

21

ex

 

Rank  G

1 

2 

3 

4 

5 l values are 

ource: Prim

nference: F

egarding the

arge extent (

1 customers

xpectation o

5. Colou

eneral Perce

expressed in

mary Data

From Bar G

e staff at the

(Rank 4) w

s rank the

of customer

ur & Lighti

0

5

10

15

20

25

30

35

40

1

eption 

n terms of %

Graph 5, it

e showroom

ith 35.5% r

staff with

s.

ng effect o

2

3

2

14.5

32

35.5

16

Bar Grap

is noted t

m having an

respondents

Rank 3 (P

on Retail ex

3 4

35.5%

31.5%

Jealous 21

ph 5 

that the gen

effect on th

s voting on

Pretty Cool)

xperience

5

1 

neral percep

he Shopping

it. Howeve

) and lags

Gene

Jealou

14

23.5

31.5

20

11

ral Perception

us 21

ption of cu

g Experienc

r, 31.5% of

behind the

ustomers

e; is to a

f Jealous

general

55  

R

Al

So

In

sa

to

36

av

Rank 

l values are 

 

ource: Prim

nference: F

ays that colo

o some exte

6% of the c

verage ranki

6. Store

Genera

1 

2 

3 

4 

5 expressed in

mary Data

From Bar Gr

our & lighti

nt (Rank 3)

customers r

ing is a bit l

Layout & A

0

5

10

15

20

25

30

35

40

45

50

1

al Perception

n terms of %

raph 6, it is

ing in the sh

). Jealous 2

ranked the p

lower than t

Arrangeme

2

4

n 

0

12

4

26

14

Bar Grap

s noted that

howroom h

21 also scor

pink theme

the custome

ent of Merc

3 4

6%

36%

Jealous

0.5

2.5

46

6.5

4.5

ph 6 

the general

as an effect

res highest

and lightin

er expectati

chandise im

5

s 21 

l perception

t on their Sh

on Rank 3

ng in the st

ons.

mpacting R

Gener

Jealou

7.5

14.5

36

20.5

21.5

ralPerception

us 21

 

n of 46% cu

hopping Ex

(Pretty Coo

tores. Howe

ustomers

perience

ol) when

ever, the

Retail Experience

56  

R

Al

R

Al

 

So

In

ar

ra

ra

ar

05

101520253035404550

Rank  Gen1 2 3 4 5 

l values are 

Rank 

l values are 

ource: Prim

nference: B

rrangement

ank 3 but w

ank 3, the C

rrangement

1 2 3

46

neral Percep

expressed in

Brigade1 2 3 4 5 

expressed in

Bar Graph

mary Data

Bar Graph 7

of merchan

with an aver

CMH road s

aspects.

3 4 5

6%

38%

ption 

n terms of %

e  Ja2.5

11.5107.52.5

n terms of %

h 7   

shows that

ndise, and

rage ranking

showroom r

General Perception

Jealous 21

013.546

27.513

ayanagar 

 

 

t in general

Jealous 21

g difference

ranks highe

0

5

10

15

20

25

30

35

40

Jealous 210

6

CMH0

7.5633

customers v

has also s

e of 8%. Ba

est, with 16

1 2

1 

H 1.5 3.5 16 4.5 2 

Bar Graph

voted rank 3

scored the h

ar graph 2

6% share in

3 4

16%

52738

19.510.5

Cosmos Maall 1

4.56

4.53

h 8 

3 for store l

highest resp

denotes tha

n the store l

5

CosMa

CM

Jay

Brig

57 

 

smos all

MH

yanagar

gade

layout &

ponse as

at within

layout &

 

7. Impac

Shopp

ct of Cho

ping experi

ice & Va

ience

ariety of MMerchandisse in apppropriate ssizes on

R

Al

R

Al

So

In

ha

is

th

CM

Rank  Gen1 2 3 4 5 

l values are 

Rank  Brig1 2 3 4 5 

l values are 

ource: Prim

nference: F

ave ranked

short of th

hat the max

MH road sh

0

10

20

30

40

50

60

1 2

neral Percep

expressed in

gade 

expressed in

 Bar Graph

mary Data

From Bar G

Jealous 21

he general p

imum prop

howroom.

2 3 4

44.

51%

ption 

n terms of %

J7.56

10.54.52.5

n terms of %

h 9   

Graph 9 we

as Pretty C

perception th

ortion (16%

5

.5%

GePe

Jea

29

44

Jayanagar 

 

 

can under

Cool (Rank 3

hat is 44.5%

%) of rank 3

eneral erception

alous 21

Jealous02

9.5244.5

CM42

12.51.51

stand that e

3) on Choic

% who expe

3 for choic

0

10

20

30

40

50

60

1 2

s 21 

MH 2.52

16.52.55.5

1412511112

Cosmos 5 2 5 5 5 

Mall 02

11.52.53

Bar Graph

even though

ce & variety

ect Rank 5.

e & variety

3 4 5

16.5%

h 10 

h 51% resp

y of mercha

Bar Graph

y is availabl

Cosmos

CMH

Jayanag

Brigade

s Mall

gar

e

 

pondents

andise, it

h 10 says

le in the

58  

8. Placem

that h

ment of Of

has an impa

ffers, Prom

act on Reta

mos & othe

ail Experien

er commun

nce

nication maaterial in thhe store

R

Al

 

So

In

th

Ex

C

co

th

Rank  Gen1 2 3 4 5 

l values are 

ource: Prim

nference: F

hat placeme

xperience to

ool) when

ontests and

han the custo

1

1

2

2

3

3

4

neral Percep

expressed in

mary Data

From Bar Gr

nt of offers

o a large ex

customers

other comm

omer expec

0

5

10

15

20

25

30

35

40

1

ption 

n terms of %

raph 11, it i

s and promo

xtent (Rank

were asked

munication m

ctations, by

2 3

35.5%

33%

3532

Bar Grap

is noted that

os in the sh

3). Jealous

d to rank th

material. Ho

a mere 2.5%

4 5

%

Jealous1

115.52.520

ph 11 

t the genera

howroom ha

s 21 also sc

he positioni

owever, the

%.

Gene

Jealo

s 21 19.519.533226

al perception

as an effect

cores highes

ing of the

e average ra

eral Perception

ous 21

n

n of custom

t on their S

st on Rank 3

offers, prom

anking is a b

mers says

Shopping

3 (Pretty

motions,

bit lower

59  

9. Trial RRoom expeerience effeecting Shoppping experrience

R

Al

So

In

Je

R

gi

fo

 

Rank  Gen1 2 3 4 5 

l values are 

ource: Prim

nference:

ealous 21 ex

ank 4 (Dam

iven to trial

or the same.

neral Percep

expressed in

mary Data

Bar Graph

xceeds the

mn Neat) w

l room expe

0

5

10

15

20

25

30

35

40

45

1

ption 

n terms of %

h 12 denote

general per

with 38% o

erience is on

2 3

43%

2.59.543

27.517.5

Bar Grap

es that the

rception by

of responden

nly Rank 3

3 4

%

38%

Jealous 21

h 12 

Trial Room

y an astound

nts voting,

(affects to

5

1 

m experien

ding 10.5%

while the

some exten

General Perc

Jealous 21

4.59.5

34.538

13.5

 

ception

ce of custo

%. Jealous 2

general imp

nt) with 43%

omers at

1 scores

portance

% voting

60  

10. The efffect Felloww customerrs have on the retail eexperience

R

Al

R

Al

So

In

st

m

re

hi

pr

Rank  Gen1 2 3 4 5 

l values are 

Rank  Brig1 2 3 4 5 

l values are 

ource: Prim

nference: F

ores are aw

matters only

espondents

ighest propo

rofile.

0

5

10

15

20

25

30

35

40

45

1 2

38.5

neral Percep

expressed in

gade 

expressed in

Bar Graph

mary Data

From Bar G

warded Rank

to a small

have actual

ortion of the

2 3 4

5%42%

ption 

n terms of %

Jayan14 22 35 7 2 

n terms of %

h 13    

Graph 13 w

k 4 by 42%

l extent (R

lly rated Je

e votes (35%

5

GePerJea

25.538.517.518.5

0

nagar 

 

 

we can infer

customers w

Rank 3). Al

ealous 21 a

%) go to the

neral rceptionalous 21

1

2

3

4

5

6

7

8

9

Jealous 21

CMH 4

111863

r that the F

whereas the

so, it is no

at Rank 5.

e Brigade ro

0

10

20

30

40

50

60

70

80

90

1

8101552

Bar Graph

ellow custo

e general pe

ote-worthy

Bar Graph

oad showro

2 3 4

35%

15.523.542

12.56.5

Cosmos Mall 54

1676

h 14 

omers at Jea

erception say

that some

14 shows

om for its c

4 5

CoMCM

Ja

Br

osmos allMH

yanagar

rigade

  

alous 21

ys that it

6.5% of

that the

customer

61  

11. Billingg Procedurre having an impact on the shoppping experiience

R

Al

So

In

sc

th

4.

Rank  Gen

1 

2 

3 

4 

5 l values are 

ource: Prim

nference: B

cored Rank

he general p

5%.

0

5

10

15

20

25

30

35

40

45

neral Percep

expressed in

mary Data

Bar Graph 1

3 (Pretty C

perception

1

ption 

n terms of %

15 denotes t

Cool) accord

of custome

2 3

38%

42

8

30

38

19

5

Bar Grap

that the bill

ding to 42.5

ers. It how

3 4

2.5%

Jealous 21

h 15 

ling experie

% of the cu

ever oversh

5

12.5

25

42.5

14

6

ence of custo

ustomers wh

hot the gen

Genera

Jealous

al Perception

s 21

 

omers at Je

hich is very

neral percep

alous 21

close to

ption by

62  

12. Impacct of Parkinng on the RRetail Experience

R

Al

R

Al

Rank  Gen1 2 3 4 5 

l values are 

Rank 

l values are 

0

5

10

15

20

25

30

35

40

45

1 2

36.5%

0

5

10

15

20

25

30

35

40

1 2

neral Percep

expressed in

Brigad12345

expressed in

2 3 4

42%

16.5%

3 4 5

7%

ption 

n terms of %

e  J20

10.54.53

0.5n terms of %

5

GePe

Jea

Cosmo

CMH

Jayana

Brigad

12.518429.518

Jayanagar 

 

 

eneral rception

alous 21

os Mall

agar

de

Jealous 21

CM7.563

3.51

MH 6.6.3.2.0.

Cosmos 5 5 5 5 5 

36.528

16.5163

Mall 2.55

5.571

63  

  Bar Graph 16        Bar Graph 17 

Source: Primary Data

Inference: From Bar Graph 16 we can infer that the Parking facilities at Jealous 21

stores is not good as 36.5% voted on Rank 1, whereas the general perception of 42%

customers; think Parking facilities affect their retail experience to quite an extent (Rank

3). Bar Graph 17 shows that 7%, of Rank 4 goes to the showroom in Cosmos Mall on

parking facility aspects. The parking facility on Brigade Road has scored the lowest

ranking.

13. Summary of all factors of Retail Experience in the General Perception

Influence of Factors

Window Display Ambience

Background Music Staff

Colour & Lighting

Store Layout

Offers & Promotions

Trial Room

Other Customers

Billing Procedure Parking

No, Not at all 2 0 2.5 2 0.5 0 1 2.5 25.5 8 12.5

Doesn’t make a

difference 13 0.5 14.5 14.5 12.5 13.5 11 9.5 38.5 30 18Yes, to

some extent 49.5 37.5 30 32 46 46 35.5 43 17.5 38 42

Yes, to a large

extent 27.5 41 34 35.5 26.5 27.5 32.5 27.5 18.5 19 9.5Definitely,

Without doubt 8 21 19 16 14.5 13 20 17.5 0 5 18

All values are expressed in terms of % 

64  

So

In

in

F

W

A

B

St

C

St

ource: Prim

nference: T

n Bar Graph

Factor infl

Window Disp

Ambience

ackground M

taff

olour & Lig

tore Layout

0102030405060708090

100

49

mary Data

The Genera

h 18 is summ

uencing Re

plays

Music

ghting

t

.5%

41%34%

al Perceptio

marized in T

etail Exper

46%

% 35.5%

Bar Grap

on of all the

Table 1 & 2

Table

rience

Ye

Ye

Ye

Ye

Ye

Ye

% 46%35.5%

h 18 

e factors of

below.

1

Ex

es, to some

es, to a larg

es, to a larg

es, to a larg

es, to some

es, to some

38.5%

43%

3

Retail expe

xtent of Inf

Extent

ge extent

ge Extent

ge Extent

Extent

Extent

38%42%

erience, rep

fluence

Definite

Yes, to 

Yes, to 

Doesn’t

No, Not

65 

presented

ely, Without d

a large extent

some extent

t make a difer

t at all

doubt

t

rence

 

 

Offers & Promotions Yes, to some Extent

Trial Room Yes, to some Extent

Other Customers Doesn’t make a difference

Billing Procedure Yes, to some Extent

Parking Yes, to some Extent

Table 2

Extent of Influence Factor Influencing Retail Experience

Definitely, Without Doubt Ambience

Yes, to a large extent Staff & Background Music

Yes, to some extent Window Displays, Colour & Lighting,

Store Layout, Trial Room, Parking &

Offers & promotions

Doesn’t make a difference Billing Procedure

No, Not at all Other Customers

14. Summary of all factors of Retail Experience at Jealous 21

Rank Window Display Ambience

Background Music Staff

Colour & Lighting

Store Layout

Offers & Promotions

Trial Room

Other Customers

Billing Procedure Parking

Kinda Ok 11 21 12 14 7.5 5 19.5 4.5 15.5 12.5 36.5

Hmm Not Bad 19.5 7 21.5 23.5 14.5 27 19.5 9.5 23.5 25 28

Pretty Cool 49.5 55 47.5 31.5 36 38 33 34.5 42 42.5 16.5

Damn Neat 12.5 17 12.5 20 20.5 19.5 22 38 12.5 14 16

Superb 7.5 0 6.5 11 21.5 10.5 6 13.5 6.5 6 3

All values are expressed in terms of % 

66  

1

2

3

4

5

6

7

8

9

10

So

In

in

W

A

B

S

C

ource: Prim

nference: T

n Bar Graph

Factor inf

Window Di

Ambience

Background

Staff

Colour & L

mary Data

The Genera

h 19 is summ

fluencing R

splays

d Music

ighting

0

10

20

30

40

50

60

70

80

90

00

49.5%

55%

al Perceptio

marized in T

Retail Expe

%

47.5%31.5%

3

Bar Grap

on of all the

Table 3 & 4

Table

rience

P

P

P

P

P

36%

38%33%

h 19 

e factors of

below.

3

Opinion

Pretty Cool

Pretty Cool

Pretty Cool

Pretty Cool

Pretty Cool

% 42%

42

38%

Retail expe

of Jealous

36.5%

2.5%

erience, rep

21 Custom

Superb

Damn Nea

Pretty Coo

Hmm Not

Kinda Ok

67 

 

presented

mers

at

ol

t Bad

 

Store Layout Pretty Cool

Offers & Promotions Pretty Cool

Trial Room Damn Neat

Other Customers Pretty Cool

Billing Procedure Pretty Cool

Parking Kinda Ok

Table 4

Opinion about Jealous 21 Factor Influencing Retail Experience

Superb- Rank 5 Colour & Lighting

Damn Neat- Rank 4 Trial Room, Offers & Promotions

Pretty Cool- Rank 3 Ambience, Window display, Background

Music, Billing Procedure

Hmmm, Not Bad- Rank 2 Staff & Other Customers

Kinda Ok- Rank 1 Parking

15. Overall Rating of Jealous 21 on all Retail aspects

Rank  % of Respondents 

1  5.5

2  4.5

3  18.5

4  10

5  11.5All values are expressed in terms of % 

68  

So

In

Pr

18

Ki

 

 

 

U

ource: Prima

ference: Fro

retty cool in 

8.5% have  ra

nda Ok and 4

USE OF ST

1. Avera

ry Data 

om Bar Grap

terms of the

anked  Jealou

4.5% as Not 

TATISTIC

ages

ph 20, we ca

e target custo

us 21 as Pre

Bad. 

CAL TOO

1 2

18

Bar G

an note  that

omers, who 

etty Cool, 11

OLS

2 3

8.5%

3 4 5 

Graph 20 

t  Jealous 21 

are youth gir

scores an o

rls.  

overall Rank of 3,  i.e. 

1.5% as Supeerb, 10% as Damn Neat,, 5.5% as 

69  

GeneraPercept

3.2

Wind

GeneraPercept

3.8

A

GeneraPercepti

3.5

Backg

al ion

Jealous 

262.8

dow Dis

al ion

Jealous 

82 2.6

Ambienc

al on

Jealou

52 2

ground 

21

86

plays

21

68

ce

s 21

2.80

Music

General Perception

3.49

St

C

taff

Jealous 21

2.91

General Perception

3.42

Colour &

& Lighti

General Perception

3.40

Store LArran

Jealous 21

3.34

ng

Jealous 21

3.03

Layout &gement

& t

70  

GenerPercept

4.

Choi

GenerPercept

3.

P

General Per

3.4

al tion

Jealous

.11 2

ice & Va

ral tion

Jealou

.60

Offers &Promotio

rceptionJealou

48

Trial Ro

s 21

2.95

ariety

us 21

2.76

& ons

us 21

3.36

oom

O

B

General Perception

2.29

Other C

General Perception

2.83

Billing P

General Perception

3.02

Parking

Jealous 21

2.71

Customeers

Procedu

Jealous 21

2.76

ure

Jealous 21

2.21

g Facilit

71 

y

 

F

W

A

B

S

C

S

C

O

T

O

B

P

In

G

th

ge

ov

Factors 

Window Disp

Ambience 

Background M

Staff 

Colour& light

Store Layout 

Choice & Var

Offers & Prom

Trial Room 

Other Custom

Billing Proced

Parking 

nference: T

General Perc

he Trial Ro

eneral perce

verall high r

0.00.51.01.52.02.53.03.54.04.5

Ge

plays 

Music 

ting 

riety 

mos 

mers 

dure 

The average

ception in m

om, Colour

eption. How

ranking for

00500050005000500050

eneral Percep

ranking of

most cases e

r & lightin

wever, the o

Jealous 21.

Gene

ption  Je

3.26

3.82

3.52

3.49

3.42

3.40

4.11

3.60

3.48

2.29

2.83

3.02

Line Gra

Jealous 21

except with

ng & Billin

ther factors

.

Averag

ral Perception

ealous 21 

aph 1

on various

h the custom

g Procedur

s must be en

ges

n Jealo

2.86

2.68

2.80

2.91

3.34

3.03

2.95

2.76

3.36

2.71

2.76

2.21

ous 21

retail aspec

mer profile

res are almo

nhanced to b

cts is lower

of the store

ost at par w

be able to s

than the

es. Even

with the

ecure an

72  

2. Bivarriate Correelation

Th

C

co

re

m

he Bivaria

orrelations

orrelation c

esults) and

measure of li

ate Correlat

measure h

oefficient,

evidence o

inear associ

tions proce

how variabl

the data is

of a linear

ation.

edure com

es or rank

screened f

relationshi

mputes Pear

orders are

for outliers

ip. Pearson

rson's corre

related. B

(which can

n's correlati

elation coe

Before calcu

n cause mi

on coeffici

efficient.

ulating a

isleading

ient is a

WABSCSCOTOBPCo

Window DispAmbience Background MStaff Colour& lightStore Layout Choice & VarOffers & PromTrial Room Other CustomBilling ProcedParking orrelation is 

0.000.100.200.300.400.500.600.700.80

plays 

Music 

ting 

riety mos 

mers dure 

significant at

Ov

PeOverall

earson Cor

t the 0.01 lev

verall ra

vel (1‐tailed)

Line Grap

nk Pear

rank rrelation

). 

ph 2

rson Co

S0.280.300.330.640.280.280.680.270.290.260.110.43

Sig. (1-taile

rrelatio

ed) 0.000.000.000.000.000.000.000.000.000.000.060.00

n

73  

Inference: The Pearson's correlation is used to find a correlation between at

least two continuous variables. The value for a Pearson's can fall between 0.00

(no correlation) and 1.00 (perfect correlation). The Choice & Variety, Staff

and parking facilities have higher correlation with the overall ranking of

Jealous 21. This means that there is a strong relationship between the either

variable with Overall ranking. That is, changes in one variable are strongly

correlated with changes in the second variable. However for factors such as

Billing procedures and other customers, there is a weak relationship between

the two variables with the overall ranking. This means that changes in one

variable are negligibly correlated with changes in the second variable.

74  

3. Regression

In statistics, regression analysis includes any techniques for modelling and analyzing

several variables, when the focus is on the relationship between a dependent

variable and one or more independent variables. More specifically, regression analysis

helps in understanding how the typical value of the dependent variable changes when

any one of the independent variables is varied, while the other independent variables are

held fixed. Most commonly, regression analysis estimates the conditional expectation of

the dependent variable given the independent variables — that is, the average value of

the dependent variable when the independent variables are held fixed.

A) Equation for Staff and Overall Ranking

Regression Model  

R R Square  Adjusted R Square  Std. Error of the Estimate 

0.64  0.41 0.41 0.96

Predictors: (Constant), Staff Inference: Since R square is 0.41 i.e., closer to 1, the model is good.

y  a  b1  x1 

Overall Rank  Constant  Beta/Coefficient of x  Staff 2.09 1.43 0.66  12.75 1.43 0.66  23.41 1.43 0.66  34.07 1.43 0.66  4

4.74 1.43 0.66  5Overall Rank= (0.66) x Staff Ranking+1.43

75  

0

1

2

3

4

5

6

In

th

ov

y

O

O

nference: If

hen the ove

verall rank t

B) E

y 

Overall Rank

2.73.03.43.8

4.2verall Rank

f the staff is

erall rank w

they must a

quation for

a 

k  Constan

72 09 47 85 

22 k= (0.38) x A

.00

.00

.00

.00

.00

.00

.00

1

0

1

2

3

4

5

6

1

s ranked 1,

would be 2.

aspire for a g

r Ambience

nt 

Ambience R

2 3

2

Line Gra

the overall

75 and so

good staff r

e and Over

2.32.32.32.3

2.3Ranking +2

Line Gra

3 4

3 4

aph 3

l rank woul

on. Thus,

anking.

rall Rankin

b1 

Beta/Co

34343434

342.34

aph 4

5

5

d be 2.08, i

if Jealous a

ng

oefficient of 

Overall Ra

Staff

Ambie

Overa

if Staff is ra

aims to get

x

x  A

0.38 0.38 0.38 0.38 

0.38 

nk

anked 2,

t a good

x1 

Ambience 

1234

5

ence

ll Rank

76  

In

2.

Je

nference: If

72, if Amb

ealous aims

f the ambie

bience is ran

to get a goo

ence of jealo

nked 2, then

od overall r

ous 21 stor

n the overa

rank they mu

es is ranked

ll rank wou

ust aspire fo

d 1, the ove

uld be 3.09

or a good am

erall rank w

and so on.

mbience ran

would be

Thus, if

nking.

C) Equation forr Parking aand Overalll Ranking

y

O

y 

Overall Rank

2.83.3.74.

4.O

In

be

Je

pa

a 

k  Constan

81 26 70 15 

60 verall Rank

nference: If

e 2.81, if pa

ealous aims

arking facili

k= (0.45) x P

f the parking

arking is ran

s to get a g

ities.

0

1

2

3

4

5

6

1

nt 

Parking Ran

g facility of

nked 2, the

good overal

2

2222

2

b1 

Beta/C

2.362.362.362.36

2.36nking +2.36

Line G

f jealous 21

n the overa

ll rank they

3

6

Graph 5

stores is ra

all rank wou

y must aspi

4 5

Coefficient oof x 

0.45 0.45 0.45 0.45 

0.45 

x1 

Parking 

1234

5

anked 1, the

uld be 3.26

ire for goo

Pa

Ov

e overall ran

and so on.

od ranking

arking

verall Rank

nk would

Thus, if

for their

77  

CHAPTER 6

RESEARCH FINDINGS & CONCLUSION

FINDINGS & DISCOVERIES

1. Window displays of Jealous 21 stores are at par with customer expectations.

2. The ranking for ambience of Jealous 21 is lower than customer expectations and

competitor’s ambience.

3. Connect with the Background Music at Jealous 21 stores is lower than what

customers expect.

4. The general expectation regarding staff, their behaviour, knowledge and

helpfulness is way beyond what Jealous 21 offers.

5. The colour & lighting of Jealous 21 is one of the most appreciated aspects at the

store.

6. The store layout and arrangement of Jealous 21 stores is also almost at par with the

general customer expectations.

7. The choice and variety of merchandise available in appropriate sizes is high in

Jealous 21 store but not up to the expectations of customers.

8. Placement of Offers, Promos & other communication material in the Jealous 21

store is almost at par with the expectations of customers.

9. The Trial Room experience at the Jealous 21 stores is way better than what

customers expect.

10. Shoppers at Jealous 21 connect with fellow customers more than they expected.

11. The billing procedure of Jealous 21 is at par with customer expectations and in fact

scores better too.

78  

12. Parking facilities which is considerably important in influencing a customer’s

shopping experience is ranked very low for Jealous 21 stores except for the store in

Cosmos Mall, thanks to the Mall Parking facility.

13. Overall the top 3 factors that influence a customer’s retail experience are: Choice &

Variety, Ambience and Offers & Promotions in the stores. The least important

factors are: Other customers, Billing procedures and Parking facilities.

14. The 3 aspects of Retail Experience where Jealous 21 ranks highest are: Customer

Profile, Billing Procedures and Colour & Lighting.

15. The aspects of Retail Experience where Jealous 21 ranks lowest are: Choice &

variety, Ambience, Offers & Promos and Parking facilities.

16. The overall ranking of Jealous 21 is Rank 3; Pretty cool which is not bad but there

is definitely scope for improvement.

79  

ANALOGIES & CONCLUSION

1. About 50% of customers think that Window displays influence Retail

Experience to a considerable extent.

2. The CMH road Window displays are most visible compared to other stores.

3. Ambience of stores is an important factor in influencing the retail experience of

customers at a store.

4. Not only background music, but the connect of the type of music, the genre, the

volume, the latest hits and timing of music plays an important role in

influencing the shopping experience of customers. Jealous 21 ranks pretty high

on these terms but is definitely not up to the mark of customers.

5. Staff behaviour, their product knowledge and helpful attitude shape the overall

retail experience for customers shopping at a store. Even though Jealous 21

ranks high on these terms, they have scope for improvement.

6. Jealous 21 has made sure it maintains the lighting and colour of the brand (pink)

in the store as well as in its merchandise & branding and thus, scores high on

these terms, as it connects with its TG.

7. The store layout and arrangement of apparel & accessories in the showrooms

have an effect on the shopping experience of customers as it makes shopping

more easy. Jealous 21 is almost at par with its competitors and the expectations

of customers.

8. Jealous 21 offers a wide variety of choice and assortment in its product to

customers. In fact its signature positioning itself talks about 3 hip sizes for

every waist and they live up to making this offer in their merchandise.

However, they still score much below the average expectations of customers.

80  

9. Jealous 21’s innovative in-store property of the “Oomph-meter” helps

customers gauge their waist and hip sizes which enhances their shopping

experience, by helping them chose the appropriate fit in apparel from the wide

assortment.

10. Not only the creative offers and promotions such as the 21% off on 21st of every

month, the Hip-Fit sister’s Glam contest etc....but also the communication of

these offers & promos in the stores, have caught the attention of the TG to a

large extent and they rank Jealous 21 high on these terms.

11. Even though the Trial Room experience is not a very strong influencing factor

in retail experience, Jealous 21 secures a high rank and it is like an added

advantage to the Brand.

12. Jealous 21 has done a good job in attracting the right customers. Also,

customers who shop at Jealous 21 feel younger and the spirit of the retail store

emits energy to all “supposedly” 21-year olds. Thus, the customer profile of

these stores is ranked high and customers are influenced by their friends, peer

and similar people shopping at their favourite stores.

13. Jealous 21 offers easy billing procedures with options to pay in cash or card.

There are never long billing queues and this has a positive effect on the

shopping experience of customers.

14. Parking is a major concern for the Exclusive Brand Outlets of Jealous 21 as

they are located in prime shopping locations where parking facilities are

minimum and sometime nil. Even though they offer Valet service, they secure

very low ranks on this aspect.

15. The 3 aspects of Retail Experience where Jealous 21 ranks highest are:

Customer Profile, Billing Procedures and Colour & Lighting. However, out of

81  

those factors that really matter, Jealous 21 ranks highest with its Colour &

Lighting, Store Layout & Arrangement of merchandise and Window Displays.

16. Highest level of improvement is required on aspects such as Choice & variety,

Ambience, Offers & Promos and Parking facilities.

17. Jealous 21 scores an overall rank of 3 on a 5 point rating scale. This means that

even though the positioning of the brand is pretty good in the minds of the TG,

there is vast scope for improvement.

82  

RECOMMENDATIONS

1. All factors discussed in this project have to be given considerable importance to

deliver an effective retail experience to customers at any Jealous 21 Exclusive

Brand outlet.

2. The Window Displays at the Brigade Road showroom, Cosmos Mall showroom

and Jayanagar showroom must be made more appealing to the shoppers. Any

obstructions such as buildings, billboards, poles etc must be dealt with in a

proper manner to increase visibility.

3. Dressing up the mannequins with the latest trends and changing the attire as per

the fashion trends, and colours is very important. For example, the girls today

would definitely enter the store if they knew Jealous was selling “Jeggings”,

when they see them on the mannequins.

4. The ambience of Jealous 21 stores must be revamped so as to lighten the mood

and increase the spirit of the shoppers. The music, odour, lighting, special decor

etc must be done with creativity and passion so as to connect with the young

girls who shop at these stores.

5. The music at the Jealous 21 stores is considerably good in terms of the shoppers

but in order to maintain this ranking, the store managers must be aware of the

latest hits, the songs in different language, the trends of the music industry, the

blockbuster tunes and must also play them with the right volume and timing of

the day in the stores. For example heavy rock music in the mornings would be a

mismatch.

6. Staff at Jealous 21, even though are well behaved and professional, must be

trained better to understand the product they are offering. They must be pro

active to customer’s demands and requirements. For example, after analysing

83  

the taste of the customer, they should volunteer to offer apparel in similar

colours, styles & sizes.

7. It would also make a great difference if the customers could connect to the staff

better, in terms of age and fashion choices. For example: On the lines of Levis

stores, where the staff are younger, smarter and fashion conscious.

8. Also, the staff must be constantly updated about any new marketing

communications, advertisements and contests. They should know what the

customers are looking for. For example, the staff at the CMH showroom don’t

know anything about the “Oomph-meter” which is a unique property of Jealous

21 itself.

9. The colour scheme and the lighting of the Jealous 21 stores have been ranked

pretty high. However, to maintain this ranking, they have to be creative in their

lighting, false roofs, spot lights and colour schemes of the walls, podiums,

fixtures & furniture.

10. The arrangement of apparel & accessories in the stores is very creative, such as

the t-shirts with matching hair-bands, bags etc...but the store manager and other

staff can make such arrangements more creative and enhance the shopping

experience of customers. Colour co-ordinated arrangements can be made, the

Casual, Trendy and Stylish apparel can be positioned separately etc...

11. The CMH showroom has been ranked highest on showroom layout &

arrangement. It is important for Jealous 21 to figure out how to improve the

layout & arrangement of the other showrooms and follow those tactics that have

been useful in the store on CMH road.

12. Customers expect a wide variety in terms of colour, size, styles, fits etc.....and it

is important for Jealous 21 stores to offer this to them. Even though they offer a

84  

vast assortment of merchandise, they must make sure all the showrooms have

adequate stock of the same. For example, advertisements and even the Jealous

21 website talks about Jeggings being the new fashion statement, but these

aren’t available at the Brigade showroom.

13. It is important to send across the right message, at the right time to the right

people. Jealous 21 has been doing a good job with its in-store marketing

communication, offers and promotions. In fact this is what attracts a large

percentage of its customers. However, they must strive to bring about their

message more creatively and effectively, using the right media. For example

they can use their Facebook community to a better extent with offers,

promotions & contests.

14. Such communication must also be placed outside the stores so as to attract

people to walk in. This is the best way to increase walk-ins to the store. For

example, not many people are aware of the 21% discount on the 21st of every

month as it is never displayed outside the stores.

15. Trial Room experience for young girls is an important factor that has an impact

on the overall shopping experience. Jealous 21 ranks pretty high on this aspect

however other ideas could be implemented to make this trial room experience

more exhilarating. For example, clicking Polaroid photograph once the apparel

is bought, getting customers to write their comments on a “wall of fame” etc can

be done in the trial room section.

16. Young girls are definitely victims of peer pressure. They like shopping with girls

of their age, their mind-set and fashion quotient. Thus, other customers in the

store and their purchases affect their own purchases and their overall shopping

experience. Jealous 21 must understand this and attract similar customer profiles

85  

by communicating effectively to the right TG. They may also hire young college

girls to spread the message through viral marketing and word of mouth

techniques.

17. The shoppers are well satisfied with the Billing procedures at Jealous 21, and it

is important for them to continue being ranked high on this regard and not dilute

their payment options.

18. Parking is a serious problem for Jealous 21 as all their customers complain of

not having adequate parking facilities. Many customers hesitate to shop at a

store because of the difficulty of parking. The only solution to this is to rent a

plot or parking garage nearby and provide valet service to customers; and also

communicate to them regarding the same. For example, many showrooms

include ‘parking available’ in their advertisements & other communications.

19. In order to secure an overall high ranking for the Brand Jealous 21, each factor

influencing the retail experience must be enhanced and a good rating or each of

these factors must be aspired for.

86  

OVERALL OUTCOME OF THE STUDY

The outcome of this study is that the various factors that influence the retail experience

of a customer in the apparel showrooms has been understood to a large extent. The

project has also helped in learning about the extent of impact each of these dimensions

of Retail experience have on the customer as well as the brand.

In the course of this study the customer preferences and expectations from a brand in

the retail aspect have been thrown light upon. The customer’s point of view is what is

highlighted in this study.

This study has been able to compare the brand positioning and overall perception of the

brand Jealous 21 in the minds of customers, with other competitors in the market and

their offerings in the similar league.

This study has helped, to a large extent to understand the consumer behaviour of young

girls within the age group of 17 to 28, their preference, opinions, fashion styles etc

which will help readers in future to use this information for any marketing related

activities targeted towards this age group.

 

 

 

 

 

 

 

 

 

87  

BIBILIOGRAPHY

BOOKS & JOURNALS

1. Kishore Biyani, It Happened in India, Rupa & Co., New Delhi, 2007.

2. Kindleysides, J. An Introduction to Retail Design, Design Council, London,

2007.

3. Bäckström, K. & Johansson, Creating and Consuming Experiences in Retail

Store Environments: Comparing Retailer and Consumer Perspectives, Journal

of Retailing and Consumer Services, 2006, vol. 13.

4. Underhill, why we buy what we buy, Simon & Schuster, New York, 1999.

5. Fiore, A. & Kim J, An Integrative Framework capturing Experiential and

Utilitarian Shopping Experience, International Journal of Retail & Distribution

Management, 2007, vol. 35.

6. Holbrook M & Hirschman E, The Experiential Aspects of Consumption:

Consumer Fantasies, Feelings and Fun, Journal of Consumer Research, 1982,

vol. 9.

7. Gentile, C., Spiller, N. & Noci G, How to Sustain the Customer Experience: an

Overview of Experience Components that Co-Create Value with the Customer,

European Management Journal, 2007, vol. 25.

8. Verhoef P., Lemon K., Parasuraman A, Roggeveen, A., Tsiros, M. &

Schlesinger, L. Customer Experience Creation: Determinants, Dynamics and

Management Strategies, Journal of Retailing, 2009, vol. 85.

9. Horvath I, Differences between ‘Research In Design Context’ and ‘Design

Inclusive Research’ in the Domain of Industrial Design Engineering, Journal of

Design Research, 2008, vol. 7.

88  

10. Desmet P, Designing Emotions. Doctoral Dissertation, Technische Universiteit

Delft, Delft, 2002.

11. Fiore A. & Kim J, An Integrative Framework capturing Experiential and

Utilitarian Shopping Experience, International Journal of Retail & Distribution

Management, 2007.

12. Richins M, Measuring Emotions in the Consumption Experience, Journal of

Consumer Behavior, 1997, vol. 24.

13. Donovan, R. & Rossiter J, Store Atmosphere: an Experimental Psychology

Approach, Journal of Retailing, 1982, vol. 58.

14. Kotler P, Atmospherics as a Marketing Tool, Journal of Retailing, 1973, vol. 49.

15. Van Tongeren M, Retail Branding. From Stopping Power to Shopping Power,

BIS Publishers, Amsterdam, 2003.

16. Van Tongeren M, Retail Branding. In R. van Amerongen & H. Christiaans

(Eds.), Retail & Interior Design, Episode Publishers, Rotterdam, 2004.

17. Philip Kotler, Keller, Koshy and Jha, Marketing Management (13th Edition),

Pearson Education, New Delhi, 2009.

18. Philip Kotler and Gary Armstrong, Principles of Marketing (11th Edition),

Pearson Education, New Delhi, 2003.

19. C.R. Kothari, Research Methodology Methods and Technique, Wiley Eastern

Limited, New Delhi, 2008.

20. A.J. Lamba, The Art of Retailing, Tata McGraw-Hill, New Delhi, 2003,

89  

REPORTS

1. Inman, J. Winer, Where the Rubber meets the Road: A Model of in-store

Consumer Decision making, Marketing Science Institute report, Cambridge,

1998.

2. Pine, J. & Gilmore J, The Experience Economy. Work is Theatre and Every

Business a Stage, Harvard Business School Press, Boston, 1999.

3. Sörensen J, Measuring Emotions in a Consumer Decision-Making Context –

Approaching or Avoiding, Aalborg University, Department of Business Studies,

Aalborg, 2008.

4. Mehrabian A & Russell J, An Approach to Environmental Psychology, MIT

Press, Cambridge, 1974.

5. Brengman M, The Impact of Color in the Store Environment An Environmental

Psychology Approach. Doctoral Dissertation, Universiteit Gent, Gent, 2002.

WEBSITES

1. www.jealous21.com

2. www.indusleague.com

3. www.pantaloons.com

4. www.rpggroup.com

5. www.indiaretailing.com

6. www.retailindustry.com

7. www.indiamba.com

8. www.hinduonnet.com 

 

90  

91  

ANNEXURE- QUESTIONNAIRE

Name:

Age:

Outlet:

1 2 3 4 5

Sl No.

Rank the following as per your opinions (Tick the appropriate boxes)

No, Not at all

Doesn’t Make a difference

Yes to some extent

Yes to a large Extent

Definitely, Without doubt

1 The window displays attract me to a store and

enhance my shopping experience…

2 Ambience of a retail apparel store is

important……

3 When I’m shopping background music is

required…..

4 The staffs in the retail store usually have an

effect on my shopping experience….

5 There’s an impact and influence of the colour scheme and lighting while I'm shopping….

6 The store layout and arrangement has an impact on my shopping experience….

7 The Staff at Jealous 21 have an effect on my shopping experience coz they are....

8 My shopping experience is entirely dependent on the choice and variety of apparel in my size

9 Placement of offers and promotions attracts my attention to that section of the store….

10 The trial room experience is what defines my entire shopping experience at a store….

11 Other customers in the store play an important role in my shopping experience…

12 My shopping experience is impacted by the

billing procedure to a large extent….

12 Parking of my vehicle influences my shopping

experience at any store

92  

1 2 3 4 5

Rank Jealous 21 on the following parameters (Tick the appropriate boxes)

Kinda Ok Ok

Hmmm, Not Bad

Pretty Cool

Damn Neat

Superb

13 I got into the Jealous 21 store with a glimpse of

the Window displays that were…..

14 The overall ambience of the Jealous 21 store

makes my shopping experience….

15 Maybe I'd humm along with the Music at the

Jealous 21 store coz it’s….

16 I think the Pink colour scheme and the lighting in the Jealous 21 store makes my shopping experience…

17 The arrangement and store layout of apparel

& accessories at Jealous 21 is…..

18 The choice, variety & availability of apparel,

in my size at Jealous 21 are….

19 The Staff at Jealous 21 have an effect on my shopping experience coz they are....

19 The discounts, offers, contests, fresh arrival displays at Jealous 21 are positioned in a way that is….

20 The trial room experience at Jealous 21 influences my shopping experience here coz its …

21 I feel the fellow shoppers at the Jealous 21

are…

22 Billing and payment procedure at the Jealous 21 store is….

23 I think the Parking facility outside Jealous 21 is….

24 The Rank that I would award Jealous 21 as a

Brand on Exclusive brand outlet aspects is….

25 In one word describe your shopping

experience at Jealous 21