ravi project

Introduction-Retail in India

Retailing is the largest private sector in India and second to agriculture in

term of providing employment to people. India today has perhaps the highest

retail outlet density with approximately 12 million retail outlets. The retail

industry in the country is broadly divided into the organized and

unorganized sectors. The total market in 2005 stood at $225 billion,

accounting for about 11% of the country's gross domestic product (GDP). Of

this total market, the organized sector accounted for $ 8 billion of the total

revenues. That represents only 3.5% share of this market. According to AT

Kearney, the organized retailing industry is expected to cross $23 billion

revenue mark by 2010.its share as represented in urban scenario is projected

to be 12 to 20%. Growing at more than 30%, the organized sector is driving

the retail growth in India and contributes significantly to the growth of the

economy. This economic growth comes primarily from increased consumer

spending. Retail is currently the biggest industry in the world with sales of

$7.2 trillion. Every 10th billionaire in the world is a retailer. 25 of the top 50

Fortune 500 companies are in retail.

The retail market in India is the second largest untapped market after China.

According to a survey by A T Kearney, the size of the retail industry in India

is pegged at Rs 400,000 crore, and is expected to double to Rs 800,000 crore

by 2006. The biggest challenge for Indian retailing lies in the nature of the

sector, which is highly fragmented and unstructured. A T Kearney estimates

that the organized retail market is Rs 20,000 crore, while K S A Technopak,

values it at Rs 5,000 crore. By 2005, A T Kearney predicts an eight-fold

increase in organized retail while KSA Technopak estimates a six-fold

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growth. The difference in these projections is attributed to their divergent

definitions of ‘organized retailing’. While India’s retailing format has

hitherto been basic at best, change is in the air. Over the past few years,

there has been a proliferation of organized sector players entering or

expanding their presence in the retail market. A number of large business

groups such as Tata, RPG, Rahejas and Piramal have set up malls and built

businesses within retail.

This includes the Rs 190 crore (McKinsey estimate) FoodWorld, India’s

leading supermarket chain. Other supermarket chains like Trinetra, Nilgiris,

Apna Bazar and Subhiksha are rapidly establishing themselves.

Dia. 3.1 Organized Retail In India

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The apparel sector has seen the emergence of stores like Pantaloons apart

from company owned exclusive stores. Names like Shopper’s Stop,

Lifestyle, Westside etc., have gained prominence in the lifestyle and fashion

segments, and chains like Archies, Musicworld and Crossword cater to the

books and music market. Even sectors like consumer durables have seen the

emergence of organized retailers like Viveks (in Chennai) and

JainsonsUrban markets are more attractive given the higher disposable

incomes of the urban population. The increasing attractiveness of the sector

is raising interest from a number of global retailers. McKinsey predicts that

global companies such as Tesco, Kingfisher, Metro, Carrefour, and Ahold

are exploring entry options, even as names like Benetton and Lifestyle have

already built a presence in India. Even though the retail sector in India has

been growing rapidly, there is still a long way to go. Firstly, organized

retailers face steep regulatory and infrastructural barriers. Real estate access

is complicated and complex, as is the tax system. In addition, the

competition from the unorganized sector is formidable. As in any other

industry, unorganized retailers enjoy higher margins due to lower

operational costs. Organized retailers must counter the convenience of a

hop-skip-and jump access of the small, neighborhood stores. These Indian

versions of the mom and-pop store have some traditional advantages that

make them formidable opponents for modern trade – established

relationships with local consumers, easy credit terms, quick and easy

acquisition of products in line with customer preferences and home delivery.

The past few years have seen the spending power of the middle class

increasing exponentially. Shopping for anything – from cars to cutlery,

groceries to personal accessories is now a fun thing for the family to do

together. Malls have become the alternative hangout and are growing in their

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popularity as the preferred venue for holiday and evening outings. The new

brand of consumer has arrived – ‘the recreational shopper’. The Retail

Industry in India is at the crossroads. India is ushering in a revolution in the

retailing industry. This is attributed to the huge sum of money being poured

in real estate, modern logistic and the creation of new brands. While the

opportunity is large the rate and quantum of growth is uncertain. As retailers

hope that shopping becomes the sport of choice (perhaps even displacing the

old favorite – cricket), some might well say that the retail boom is only just

beginning.

Historical Evolution for retail in India

Dia. 3.6 Historical Evolutions for Retail in India

Sources: - ICICI presentation

Weekly MarketsVillage FairsMelas

Convenience StoresMom and Pop/Kiranas

PDS OutletsKhaki StoresCooperatives

Exclusive Brand OutletsHyper/Super MarketsDepartment StoresShopping Malls

Traditional/Pervasive Reach

Government Supported

Historic/Rural Reach

Modern Formats/ International

Source of Entertainment

Neighborhood Stores/Convenience

Availability/ Low Costs / Distribution

Shopping Experience/Efficiency

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Different Retail Format Used in India

Hypermarkets

The hypermarket format is most suitable and appealing to the Indian

consumer. Very large - over 40,000 sq. ft. The largest retailers operating in

this format are Pantaloon Retail with Big Bazaar, RPG Enterprises with

Giant (now Spencer’s) and Tata Trent’s Star India Bazaar hypermarkets.

Most retailers are likely to continue expanding in the larger Indian cities and

select tier-two cities with potential for growth. Some of the trends in the

hypermarket format are a rapid growth in revenue led by volumes, and

expansion in both large and medium cities.

Supermarket

Self-service stores - Approx. 4,000 to 20,000 sq. ft. in size, with a strong

focus on food and personal care. Supermarkets take the form of a one-stop-

shop, catering to the consumer's need for choice and variety. Clientele of

supermarkets consist mostly of affluent Indians who are not too price-

sensitive, prefer convenience, hygiene and the attractive atmosphere. Large

players operating through these formats include Food Bazaars from

Pantaloon Retail, RPG’s Food world supermarkets, Trinethra supermarket

and Nilgiris.

Discount stores

If we stripped down supermarkets, offering basic range of grocery products

typically at great discounts. They run extremely cost-efficient operations by

reducing the complexity of inventory, and offering a basic ambience. The

most prominent discount grocery chains are Subiksha (leader) and Margin

Free Markets.

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Cash And Carry

Usually - 70,000 to 100,000 sq. ft. stores that sell products to members,

comprising retailers and institutions. The key added value is a wide range of

products under one roof, at wholesale prices

Neighborhood Store

Traditional stores that provide basic offerings, fixed prices, zero usage of

technology, and little or no ambience. These are either dying out, or

repositioning themselves, on the basis of convenience and quality.

Table 3.1 Different Retail Format and value position

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Current Trends in Indian Retailing Industry

Rising income levels, education and a global exposure have

contributed to the evolution of the Indian middle class purchasing and

shopping habits are maturing as a result.

Current organized retail is small and fragmented with players not

being able to reap economies of scale.

Retailing through formats such as supermarkets, hypermarkets,

department stores and other specialty chains are increasing. Leading

industrial houses in the country are investing in the sector. This

includes Food world, Shopper’s Stop, Crossroads, Globus, Pyramid

and other such outlets.

Dia. 3.7 Four Axis for Retail Scale up Sources: FICCI

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Retailing through non-traditional channels such as Fuel Stations,

Direct Selling and Home Shopping Television is on the rise.

FDI in retail trading is not encouraged in any form. However, a few

foreign retail names appearing in the market are in the nature of

franchisee.

Foreign retail chains like Marks & Spencer have already established

their operations in the growing Indian market. Several companies

including Metro, Tesco, and Carrefour are exploring entry options.

Benetton and Lifestyle are already in the business in India.

Opportunities

Organized retail is a lucrative proposition for a player who can bring

in best practices from around the world, leverage economies of scale

and reap these benefits through retail operations in India.

India has a large middle class of 350 million and an educated

workforce to handle various critical functions like merchandising,

sales promotion, inventory management, purchasing and marketing.

India also possesses IT skills in the area of supply chain management,

database management and inventory management

A number of drivers are aiding the growth of the industry such as

enhanced levels of income and increasing purchasing power, entry of

foreign retailers and reforms in real estate markets. Given these

developments the organised retailing sector is poised for significant

growth in the country.

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Customer Is a King OR Queen

Dia.3.8 Customer is a king or queen

Future of Retail Industry in India

Over 70% of the urban population is estimated to reside in Class I

cities (population of over one million) and rest of them mostly stays in class

II cities. This is largely as a result of increased employment opportunities in

cities as well as a preference among the younger generation to move away

from agriculture. Population by age group one of the important demographic

trends in recent times is the changing age profile. India is increasingly being

acknowledged as a “young” nation, with about 35% of its population less

than 14 years of age. The median age of India’s population is 24 years.

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Dia. 3.9 Organized Retailing –Market Size

Source: FICCI

Youth are generally early adopters of most modern products and concepts.

Given the higher aspirations and “willingness to change” of the younger age

group, India’s age profile offers high market potential for consumer goods.

However, in the long term, this factor represents a challenge as rapidly

growing numbers of ageing consumers will have more discretionary income

but will spend less on goods and more on healthcare and other services as

well as saving for retirement. Set out below is the forecast of the age profile

over the next 12 years.

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Table. 3.2 Population Projection

POPULATION

Population estimated at 1,055 million (2003) is growing by 1.7% this year.

Growing is a key trend in the country, with rural growth averaging to 17.9%

and urban 30.7% for the period 1991 to 2001.

Statistics with regard to population growth and the rural split are setout

below.

Source: - KSA Technopack

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Dia. 1.10 Indian Consumer Market

Wholesale Part of Retailing in India

Dia: 15.1 Traditional and Mostly followed Supply chain model

India followed by retailer and manufacturer

Supplier-driven product development process.

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Push / pipeline model.

One-way info flow of information from supplier to retailer

Dia: 15.2 New Form of supply chain in place to be in Future

In new globalize world this is going to happen in retail and manufacturer

relationships. So there will be a backward integration also in supply chain

in coming future with help of internet and technology.

2-way real-time information flow

Web Infrastructure

Telephony Infrastructure

Manufacturer

Retailers

Transportation

Overnight Delivery

Direct Marketing

Distributors

Infomediary and Outsourced

Service Providers

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Networking model provides immediate sales feedback up and down

the supply chain.

Fully informed supply through all phases of product life cycle

Visual Merchandising (VM) is the art of presentation, which puts the

merchandise in focus. It educates the customers, creates desire and

finally augments the selling process. This is an area where the Indian

textile and clothing industry, particularly, the SMEs lack adequate

knowledge and expertise. This inadequacy is best reflected in poor

presentation/display and communication in various national and

international exhibitions. Therefore this Programme has been

conceived to fill this gap. VM helps in: educating the customers about

the product/service in an effective and creative way. establishing a

creative medium to present merchandise in 3D environment, thereby

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enabling long lasting impact and recall value. setting the company

apart in an exclusive position. establishing linkage between fashion,

product design and marketing by keeping the product in prime focus.

combining the creative, technical and operational aspects of a product

and the business. drawing the attention of the customer to enable him

to take purchase decision within shortest possible time, and thus

augmenting the selling process.

STATUS OF VISUAL MERCHANDISING IN INDIA: Unlike the

western countries, where

VM receives highest priority in commercial planning of a product, the

Indian industry’s understanding and practice of the concept of VM

is inadequate. With phasing out of quantitative restrictions after the

year 2004, the textile industry will have to compete purely on the

competitive edge of the products and VM will be a helpful tool in

projecting the uniqueness of the products and thereby increasing the

market access and sales. It is high time that the Indian textile and

clothing industry, therefore, understands and adopts the scientific and

professional system of VM rather than the traditional practices of

display of products and communication.

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About Vishal Mega Mart

Ram Agarwal started Vishal Mega Mart in Kolkata in 1986, in a 100

sq ft shop in Lal Bazaar. It was a struggle in the beginning, but within

two years his store had taken off, and today Vishal Mega Mart has

branches all over the country.

With a turnover of Rs 89 crore (Rs 890 million), Vishal Mega Mart has

been one of the pioneers of bargain retailing in India, and now it is

diversifying to become an all-purpose departmental store.

In the beginning

His family had a business in Calcutta (now Kolkata) when he was

growing up, but he wanted to do something different, so he got a job

instead. However, by 1984, he got bored and decided to start

something by myself.

At that time, especially in Calcutta, there weren't really any retail

stores. People would buy fabric and get their clothes stitched. He was

one of the first people to put forward the idea of a large departmental

style retail store that early on.

Financial worries

He started with around Rs 100,000, for which he had to take out a

loan as well as dip into some family savings. This went into renting

their workspace, which was an office and a workshop rolled in one,

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and hiring the three people he had working for him. They sourced all

their material from Calcutta itself, and stitched their garments in-

house.

It took two years for them to really take off -- until then it was a

continuous learning process for him, since he was relatively

inexperienced in running a business. He had to learn various tricks

along the way, especially in terms of selling. They set up their first

shop in 1986, and by 1990, they had four showrooms in Calcutta.

The first big outlet was set up in the popular Esplanade area in 1997.

The thing that really made a difference was, around 1988, he had the

brainwave of introducing sales. That idea really took off -- they would

buy in bulk at discounted rates, and sell at really low prices. They

took temporary shops and put up sales -- they'd get lines going

around the corner!

Expanding sales

The first shop they opened outside of Calcutta was in Bhubaneshwar,

and today they are present in cities like Jaipur, Indore, Hyderabad

and Pune. They set up their first Delhi shop in 2002 -- now they have

seven.

He owe all his success to the fact that he has managed to really

differentiate his product: they offer pure value for money. They do

business at a low margin, by cutting the middle-man -- and that's why

they clicked. They're probably the only players in India who purchase

with cash, and buy directly from the manufacturer. They started with a

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price point of Rs 125 on average, and today this has only increased

to Rs 250, pretty reasonable by today's standards. They even do

formalwear within this range.

The inspiration

He got the inspiration to diversify his stores when he went abroad.

Big retailers like Sears or Walmart cater to absolutely everything. In

India we don't have their equivalent here. While it is emerging now in

India, there is still nothing like an organised retail sector.

In the beginning of 2004, they started to branch out into furnishings,

cosmetics and other fast-moving consumer goods. They now have a

1,50,000 sq ft hypermarket in New Delhi's Mathura Road.

At this point, it is a little tough to manage this kind of expansion,

especially with all the different varieties it brings -- you have to keep

your fingers in several pies at once which is a bit of a juggling act --

but if you can manage this sector, there is no doubt that you will be

king of retail in India.

Hope for the future

They hope to reach Rs 5,000 crore (Rs 50 billion) by 2010. This is a

sobering thought, given that when he first started, they were making

sales of around Rs 200 a day! Their expansion plans are still on

target, they're planning more stores in Delhi and the big metros. He

think the main reason for his success is that he was in the right place

at the right time, and he realised that the middle classes were a vast

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untapped resource. Middle class wanted to spend their money, but

they also wanted bargains, and this is exactly what he gave them.

The VISHAL Group : What started as a humble one store enterprise in

1986 in Kolkata (erstwhile, Calcutta) is today a conglomerate encompassing

49 showrooms in 37 cities. India’s first hyper-market has also been opened

for the Indian consumer by Vishal. Situated in the national capital Delhi this

store boasts of the singe largest collection of goods and commodities sold

under one roof in India.

The Group has a turnover of Rs 150 crore for 2004-05. Under the

dynamic leadership of Mr. Ram Chandra Agarwal the group is expecting

to touch the turnover of Rs 300 crore by the end of March 2006 and Rs

650 crore for the period 2006-07.

The group’s prime focus is on retailing. The Vishal stores offer affordable

family fashion at prices to suit every pocket.

The group’s philosophy is integration and towards this end has initiated

backward integration in the field of high fashion by setting up a state of the

art manufacturing facility to support its retail endeavors.

Vishal is one of fastest growing retailing groups in India. Its outlets cater to

almost all price ranges. The showrooms have over 70,00 products range

which fulfills all your household needs, and can be catered to under one

roof. It is covering more than 11 Lacs of sq. ft. in retail space and more than

5 Lacs sq.ft. under construction. Each store gives you international quality

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goods and prices hard to match. The cost benefit that is derived from the

large central purchase of goods and services is passed on to the consumer.

The Founders:

Mr.Ramchandra Aggarwal

Mrs.Uma Aggarwal

Mr.Surendra Aggarwal

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Introduction to the Research topic

Vishal Retail Ltd is one of the leading retail houses in India. As of January

25, 2007, they operated 48 retail stores of Vishal Mega Mart spread over

1,150,000 square feet across 37 cities in 17 states. In their efforts to

strengthen their supply chain, they have set up seven regional distribution

centers and an apparel manufacturing plant.

They started as a retailer of ready-made apparels in Kolkata in 2001. In

2003, they acquired the manufacturing facilities from Vishal Fashions

Private Limited and M/s Vishal Apparels. Subsequently, with evolution of

retail industry in India and change in consumer aspirations, they diversified

their portfolio of offerings to include other retail goods. Currently, they sell

ready-made apparels and a wide range of household merchandise and other

consumer goods such as footwear, toys, watches, toiletries, grocery items,

sports items, crockery, gift and novelties.

They follow the concept of value retail in India. In other words, their

business approach is to sell quality goods at reasonable prices by either

manufacturing themselves or directly procuring from manufacturers

(primarily from small and medium size vendors and manufacturers). They

endeavour to facilitate one-stop-shop convenience for their customers and to

cater to the needs of the entire family. They believe this concept has helped

them grow to their current size within a short time frame of four years.

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Why chosen Vishal Mega Mart as the research subject

We all know that Retail is one of the fastest growing sectors in India

and in the time to come it is expected to grow manifold. Hence this is the

sector which has immense opportunities not only for working professionals

but for the freshers, new to the corporate world, too. We have chosen retail

sector as we are eyeing the same to enter into, after successful completion of

our MBA programme because of the already mentioned reason. Further we

have chosen Vishal Mega Mart as our research subject because it is the

biggest and only specimen of organized retail in general merchandise in

Dehradun till date, though there are more than one organized food retailers

like Mc Donalds, Pizza Hut and Narula’s operating in the city.

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Review of Literature

The study of consumer store-choice or patronage behavior has been an

important area of research in retailing for many decades. The decision on the

choice of store has been modeled in different ways in the literature. Some of

the studies have taken the household as a rational decision making unit,

(Becker, 1965; Goldman and Johansson, 1978; Bawa and Ghosh, 1999).

Similarly, Bell, Ho and Tang, (1998) in their work on store choice found

evidence that each shopper is more likely to visit the store with the lowest

total shopping cost.

Some of the researchers (Bell, Ho and Tang, 2001) have worked on the

shoppers perceived utility and the store image in making the store choice.

Research also exists on how store environment cues influence consumers'

store choice decision criteria, such as perceived merchandise value and

shopping experience (Baker, Parasuraman, Grewal, and Voss, 2002).

Store choice has also been seen in the context of the risk reduction strategies

of the shoppers (Mitchel and McGoldrick, 1996; Mitchell and Harris,

2005). In addition work on store choice has also been done on the role of

situational factors (Wu, Petroshius, and Newell, 2004) and the task-store

attribute relationship (Kenhove, Wule, and Waterschoot, 1999) found to

be dependent on the timing of shopping trips, with consumers visiting

smaller local store for short "fill-in' trips and larger store for regular

shopping trips (Kahn and Schmittlein, 1989).

Most of the studies in store choice have however pointed out the primacy of

store location (Arnold, Oum and Tigert, 1983; Freymann, 2002) and price

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(Bell, Ho and Tang, 2001; Freymann, 2002; Arnold, Oum and Tigert,

1983) as the key drivers of store choice. Lastly Bell and Lattin (1998)

found a systematic relationship between a household's shopping behavior

and store preference, especially in the context of choice of a format

The most common technique employed in the methodologies of the majority

of research work involved in store image measurement has been by asking

consumers to rate particular outlets on pre-defined scales. Thus, the semantic

differential scaling used by Osgood et al. (1957) has subsequently been

widely employed. Five or seven point bi-polar scales have been the most

common (e.g. McDougall and Fry, 1974; Golden et al., 1987; and Cassill et

al., 1993), but Hansen and Deutscher (1977) used staple scales ranging from

zero to ten. Others, such as James et al. (1976) have utilized attitudinal

scaling techniques when evaluating attributes for a particular store (e.g.

‘very good’ or ‘very bad’), with total scores indicating how well a store

filled consumer expectations overall. Cassill et al. (1993) made some

attempt to summarise these ratings of individual attributes by using factor

analysis. They found that consumers choose to patronise individual

department stores for clothing purchases when a combination of factors were

present: the stocking of particular brands; the presence of national and own

branded products; and where garments offered functional value rather than

fashion appeal. Two problems characterise the majority of previous studies

of store image. First, the dimensions on which consumers are asked to rate

particular outlets have largely been predetermined by the researcher, and

have not emanated from the respondents themselves. Second, many studies

have treated attributes of store image as if they are all equally important,

which need not necessarily be the case. surprising, therefore, that researchers

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have striven consistently to provide an improved understanding of store

image (Martineau, 1958; Kunkel and Berry, 1968; Lindquist, 1974; In

Martineau’s (1958) paper, it was suggested that retail outlets had, so far as

customers wereconcerned, a ‘personality’ composed of functional and

psychological attributes. It can be concluded from this early work on store

image that findings from one sector are not, necessarily, broadly applicable.

It is not surprising, therefore, that Davies (1992) concluded that store image

is likely to be situation specific, varying according to the purpose of each

consumer purchase. Osman (1993) has attempted to relate these two factors,

by proposing that consumer attitudes to store choice are affected by the store

rating on each of the contributing attributes.

This is therefore, a critical area for further research work, as often managers

have been shown to perceive their own retail image differently from that of

their customers (McLure and Ryans, 1968).

The studies on store choice have mostly dealt with individual choices and

the studies have investigated the drivers of store choice taking individuals as

the samples (mostly housewives). Little research exists, which analyses the

shopping behavior with a family or household as a unit. Researchers have

found that, store choice and shopping trip timing decisions tend to differ for

individuals and households as a result of personal differences, household

composition, and activity patterns (Leszczyc and Timmermans, 1997; Kim

and Park, 1997). Similarly work has been done on household demographic

variables (Leszczyc, Sinha, and Timmermans, 2000; Bawa and Ghosh,

1999) and relating them to the shopping behaviour of the household, the trip

timing (Kahn and Schmittlein, 1989) and the store choice (Kau and

Ehrenberg, 1984). However, as compared to the work on the product and

26

service choices by the families/households, the work on store choice is quite

less and covers few dimensions.

The existing research supports that household size has a positive effect on

the likelihood of a shopping trip (Leszczyc, Sinha, and Timmermans,

2000). Similarly Bawa and Ghosh, (1999), found that the size of the family

was positively associated with the frequency of shopping trips and the

basket size.

The household composition, will also affect the shopping basket, it has been

suggested that for a given household size, the presence of children in the

household is likely to lower expenditures relative to an all-adult household

due to differences in consumption rates for children and adults (Prais and

Houthakker, 1971; Benus, Kmenta and Shapiro, 1976; McClements,

1977; Muelbauer, 1980). In addition, the presence of children is likely to

result in a more diverse basket size, with higher chances of stock outs and

greater impulse purchases. Thus the presence of children will induce

baskets, with larger baskets in terms of categories, but smaller baskets in

terms of size.

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Hypothesis Formulation

Every test of significance begins with a null hypothesis (H0 ). H0 represents

a theory that has been put forward, either because it is believed to be true or

because it is to be used as a basis for argument, but has not been proved.

The very first step in the formulation of hypothesis is to formulate two

hypotheses instead of one in such a way that if one is accepted then the other

is rejected or vice versa. The other one is called as alternative hypothesis

(Ha ). It is a statement of what a statistical hypothesis test is set up to

establish.

In our study we have formed a number of hypotheses:

H01: More buying intention of customers is independent of gender.

H02: More buying intention of customers is independent of age.

H03: Unique shopping experience of customers is independent of gender.

H04: Unique shopping experience of customers is independent of age.

H05: Customer’s opinion of products being trendy and of latest style is

independent of gender.

H06: Customer’s opinion of products being trendy and of latest style is

independent of age.

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Objectives of study

1. To study the shopping behavior of customers coming to

Vishal Mega Mart.

2. To study the consumer perception and attitude towards

Vishal Mega Mart as a brand.

3. To study the effectiveness of visual merchandising in Vishal

Mega Mart.

4. To study the perception of customers about products and

services offered by Vishal Mega Mart.

5. To study the perception of customers of the prices of

products and services offered by Vishal Mega Mart.

6. To study the customer perception about the promotional

strategies of Vishal Mega Mart.

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Scope and Importance

Though Vishal Mega Mart operates in 37 cities with 49 showrooms, the

study is restricted to the Dehradun region because of the time, cost and

accessibility constraints.

The study is important because it gives insight into the customer’s

perception towards organized retailing and gives an idea of customer’s

overall shopping behavior. It is important to Vishal Mega Mart because it

reveals the strong and weak points of the store. Thus it gives an opportunity

to the store to recognize and improve upon its weak points and convert its

strong areas into strategic advantage. Till date Vishal Mega Mart is the only

player in organized general merchandising and thus is enjoying the benefits

of monopoly. But in the time to come many big players like Big Bazaar,

Reliance etc. are also planning to enter Dehradun. Thus the report can be

useful to these new entrants also, as it provides a clue about the customer

behavior.

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Research Methodology

Research methodology is a way to the systematic solution of a research

problem. It focuses on the various steps adopted in studying the research

problem along with the logic behind using them.

Research Design

Research design is the conceptual structure within which research is

conducted. A research design specifies the methods and procedures for

conducting a particular study.

Research type

Our research is both Exploratory as well as Descriptive. Explorative

because it focuses on the discovery of ideas and uses secondary data and

Descriptive because it also focuses on the characteristics of certain group of

customers such as age, sex, income etc.

-Universe

All the items under consideration in any field of inquiry constitute a

‘universe’. In our case it is the population of Dehradun city.

-Duration

The research work has been completed within the time limit specified by the

Management i.e. two months.

Sample Design

A sample design is a definite plan determined before any data are actually

collected for obtaining a sample from a given population. In our case we

have used systematic sampling. We stood at the exit of Vishal Mega Mart

and tapped every fifth customer.

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-Sample unit

Students, businessmen, servicemen, working women, house wives.

-Sampling technique

Sampling technique is the technique or method by which the information

is collected. We have used well defined questioneres to collect the data.

Further we have also used the interview technique wherever we felt that the

respondents were not literate enough to answer the questions by themselves.

Interviews were taken in accordance with the questioneres.

-sample size

Initially we had 150 as the size of our research sample but responses of 7

respondents out of these 150 were found to be unfit to be included in the

sample so sample size got reduced to 143.

Data Collection

There are two types of data: primary and secondary.

Primary data is the data that have been observed and recorded by the

researchers for the first time to their knowledge.

Secondary data is the data that is not gathered for the immediate study at

hand but for some other purposes.

In our study we have used both types of data. Primary data has been

collected with the help of questioneres and interviews whereas secondary

data has been collected from various books and the websites.

Statistical tools used

-Measures of central tendency

-Chi-square test

-Simple pie and bar diagrams

32

Analysis

Demographic analysis

1) Age

1-less than 20

2-greater than equal to 20 and

less than equal to 35

3-greater than 35

It can very easily be depicted from the graph that in our sample there are

i. only 7% people who are less than 20 years of age

ii. 45% people belong to the age group of ‘greater than equal to 20 and

less than equal to 35’

iii. 48% people are greater than 35 years of age

33

Age

17%

245%

348%

1

2

3

2) Income

1) Income<5000

2) 5000<=Income<10000

3) 10000<=Income<20000

4) 20000<=Income<30000

5) Income>30000

It can very easily be depicted from the graph that in our sample

i. 24% respondents have income less than Rs5000

ii. 17% respondents have income between Rs5000 and Rs10000

iii. 36% respondents have income between Rs10000 and Rs20000

iv. 19% respondents have income between Rs20000 and Rs30000

v. 0nly 4% respondents have income more than Rs30000

34

Income

24%

17%

36%

19%

4%

1

2

3

4

5

3) Expenditure

1) Expenditure<1000

2) 1000<=Expenditure<2000



5) Expenditure>5000

It can very easily be depicted from the graph that in our sample

i. 19% respondents have monthly expenditure less than Rs1000

ii. 21% respondents have monthly expenditure between Rs1000 and

Rs2000

iii. 20% respondents have monthly expenditure between Rs2000 and

Rs3000

iv. 19% respondents have monthly expenditure between Rs3000 and

Rs5000

v. 21% respondents have monthly expenditure greater than Rs5000

35

Expenditure

19%

21%

20%

19%

21%1

2

3

4

5

4) Gender

1) Female

2) Male

It can very easily be depicted from the graph that in our sample there are

40% females and 60% males.

36

Shopping Behavior

I. I have started coming for shopping with my family now

II. When I buy from VMM, I buy more than what I plan

37

9

82

32

17

3

0

20

40

60

80

100

More Buying

Strongly agree

Agree

Neither agree nordisagree

Disagree

Strongly disagree

III. I have stopped visiting the old shop I used to visit

38

612

32

75

18

0

20

40

60

80

Visiting old shop

Strongly agree

Agree


Disagree

Strongly disagree

Consumer perception and attitude towards VMM as a brand

IV. VMM offer a unique shopping experience

V. Rate your shopping satisfaction level at VMM on the scale of 1-10(1 being

poor and 10 being outstanding)

39

2 3 2

15

29

47

28

13

2 2

0

10

20

30

40

50

Shopping satisfaction level

1

2

3

4

5

6

7

8

9

10

VI. Rate efficiency at billing counters of VMM on the scale of 1-10

VII. Rate layout of VMM on the scale of 1-10

40

25

7

30

38

1618

139

5

0

5

10

15

20

25

30

35

40

Billing counter efficiency

1

2

3

4

5

6

7

8

9

10

2 16

25

41

25

1814

6 5

0

10

20

30

40

50

Layout of VMM

1

2

3

4

5

6

7

8

9

10

VIII. I will definitely come again to VMM for shopping

IX. Rate following sections of VMM on the scale of 1-5(1 being poor and 5

being outstanding)

a) Grocery/Canned food

41

10

95

35

1 2

0

20

40

60

80

100

Future Visit Intention

Strongly agree

agree


Disagree

Strongly disagree

59

48

67

13

0

10

20

30

40

50

60

70

Grocery/canned food

1

2

3

4

5

b) Apparel

c) Kids

42

913

65

53

3

0

10

20

30

40

50

60

70

Apparel

1

2

3

4

5

5

26

62

31

19

0

10

20

30

40

50

60

70

Kids

1

2

3

4

5

d) Footwear

e) Household

43

12

6154

14

1

0

10

20

30

40

50

60

70

Foot wear

1

2

3

4

5

3

16

53 54

16

0

10

20

30

40

50

60

House Hold

1

2

3

4

5

f) Restaurant

g) Overall

44

0

4750

16

8

0

10

20

30

40

50

Restaurant

1

2

3

4

5

310

88

35

6

0

20

40

60

80

100

Overall

1

2

3

4

5

Perception about Products and services

X. Rate quality of products at VMM on the scale of 1-10

XI. Rate product variety at VMM on the scale of 1-10

45

2 17

19

31

42

62

17

40

0

10

20

30

40

50

60

70

Product quality

1

2

3

4

5

6

7

8

9

10

15 4

11

22

55

2216

51

0

10

20

30

40

50

60

Product Veriety

1

2

3

4

5

6

7

8

9

10

XII. Products offered at VMM are trendy and of latest style

XIII. The way products are displayed makes me buy more than what I plan

46

3

65

47

26

2

0

10

20

30

40

50

60

70

Product Trends

Strongly agree

Agree


Disagree

Strongly disagree

9

85

34

132

0

20

40

60

80

100

Product Display

Strongly agree

agree


Disagree

Strongly disagree

Price

XIV. Keeping the quality of products in mind, most of products at VMM are

expensive

XV. Rate your satisfaction level regarding prices of products at VMM on the

scale of 1-10

47

10

54

4137

1

0

10

20

30

40

50

60

Price at VMM

Strongly agree

agree


Disagree

Strngly disagree

3 3 5

15

25

46

32

11

2 10

10

20

30

40

50

Price Satisfaction level

1

2

3

4

5

6

7

8

9

10

XVI. I visit VMM because of less price or discounts offered

48

6

72

43

19

1

0

20

40

60

80

Visit for Discounts

Strongly agree

agree


Disagree

Strongly disagree

Promotion

XVII. The discounts offers at VMM are usually tempting

XVIII. I am generally aware of all offers at VMM

49

9

52 50

28

4

0

10

20

30

40

50

60

Tempting Discounts

Strongly agree

agree


Disagree

Strongly disagree

3

58

27

44

11

0

10

20

30

40

50

60

Awareness of Offers

Strongly agree

agree


Disagree

Strongly disagree

XIX. Rate your satisfaction regarding the clarity of signages carrying

information about offers and discounts inside VMM on the scale of 1-10

XX. I come to VMM because I find advertisements of VMM effective

50

2 2

15

24

1922

17

38

31

0

5

10

15

20

25

30

35

40

Clarity of signages

1

2

3

4

5

6

7

8

9

10

2

5045

38

8

0

10

20

30

40

50

Effective Adds

Strongly agree

agree


Disagree

Strongly disagree

XXI. Rate the following influencing factors on the scale of 1-5 which make you

visit VMM

a) Discount

b) Ambience

51

5

15

48

62

12

0

10

20

30

40

50

60

70

Discount

1

2

3

4

5

3

33

4652

8

0

10

20

30

40

50

60

Ambience

1

2

3

4

5

c) A good time pass destination

d) Self selection facility

52

4 6

25

69

1

0

10

20

30

40

50

60

70

Self selection Facility

1

2

3

4

5

e) All items under one roof

XXII. How would you rate the behavior of employees on the scale of 1-10

53

20

2

10 9

20

32

54

68

0

10

20

30

40

50

60

Behavior of Emploees

1

2

3

4

5

6

7

8

9

10

Chi-square tests

1) To test whether more buying intention of customers (variable 1) has

any relation with gender (variable 2)

Step 1: State the null and alternative hypotheses.

H0 : variable 1 is independent of variable 2

Ha: variable 1 and variable 2 have a relationship

Step 2: Significance level

Significance level is 0.05 or 95% confidence level

Step 3: Test criterion

Applying Chi-square test

Step 4: Computations

More Buying & Gender:-

Table 1

Gender Yes No Total

Male 50 13 63

Female 39 10 49

Total 89 23 112

54

O E (O-E) (O-E)^2 (O-E)^2/E

50 50.0625 -0.0625 3.9062 7.8027

39 38..9375 0.0625 3.9062 1.0032

13 12.9375 0.0625 3.9062 3.0193

10 10.0625 -0.0625 3.9062 3.8819

Total 15.7076

Degree of freedom: (r-1)*(c-1)

= (2-1)*(2-1)

= 1

Step 5: Decision

Chi (calculated): 15.7076

Chi (tabulated) : 3.841

Since the calculated value is very much higher than the

tabulated value at 1 degree of freedom and 95% confidence level

therefore null hypothesis rejected i.e. more buying intention of customers

depends upon gender.

55

2) To test whether more buying intention of customers (variable 1) has

any relation with age (variable 2)









More Buying &Age:-

Age Yes No Total

a 6 3 9

b 40 10 50

c 44 8 52

Total 90 21 111

56

O E (O-E)^2 (O-E)^2/E

6 7.2973 1.6829 0.2306

40 40.5405 02921 0.0072

44 42.1622 3.3775 0.0801

3 1.7027 1.6829 09884

10 9.4595 0.2921 0.0309

8 9.8378 3.3775 0.3433

Total 1.6805


= (3-1)*(2-1)

= 2

Step 5: Decision



Since the calculated value is much less than the tabulated

value at 2 degree of freedom and 95% confidence level therefore null

hypothesis accepted i.e. more buying intention of customers is

independent of age.

57

3) To test whether unique shopping experience of customers (variable

1) has any relation with gender (variable 2)









Unique Shopping & Gender:-

Gender Yes No Total

Male 57 8 65

Female 44 5 49

Total 101 13 114

58

O E (O-E)^2 (O-E)^2/E

57 57.5877 0.3454 0.00599

44 43.4123 0.3454 0.00796

8 7.4123 0.3454 0.0466

5 5.5877 0.3454 0.0618

Total 0.1224


= (2-1)*(2-1)

= 1

Step 5: Decision



Since the calculated value is less than the tabulated value at

1 degree of freedom and 95% confidence level therefore null hypothesis

accepted i.e. unique shopping experience of customers is independent of

gender.

59

4) To test whether unique shopping experience of customers (variable

1) has any relation with age (variable 2)









Unique Shopping Experience & Age:-

Age Yes No Total

a 6 2 8

b 46 7 53

c 49 4 53

Total 101 13 114

60

O E (O-E)^2 (O-E)^2/E

6 7.0877 1.1831 0.1669

46 46.9561 0.9141 0.0195

49 46.9561 4.1775 0.0889

2 0.9123 1.1813 1.2968

7 6.0439 0.9141 0.1512

4 6.0439 4.1775 0.6912

Total 2.4145


= (3-1)*(2-1)

= 2

Step 5: Decision



Since the calculated value is much less than the tabulated

value at 2 degree of freedom and 95% confidence level therefore null

hypothesis accepted i.e. unique shopping experience of customers is

independent of age.

61

5) To test whether customers of particular gender (variable 1) found the

products of VMM trendy and of latest style (variable 2)









Gender Yes No Total

Male 44 18 62

Female 24 10 34

Total 68 28 96

62

O E (O-E)^2 (O-E)^2/E

44 43.9167 6.9389 1.5800

24 24.0833 6.9389 2.8812

18 18.0833 6.9389 3.8549

10 9.9167 6.9389 6.9389

Total 15.2550


= (2-1)*(2-1)

= 1

Step 5: Decision



Since the calculated value is very much greater than the


therefore null hypothesis rejected i.e. opinion that the products at Vishal

Mega Mart are trendy and of latest style depends upon gender.

6) To test whether customers of particular age group (variable 1) found

the products of VMM trendy and of latest style (variable 2)

63









Table 2

Age Yes No Total

a 4 2 6

b 29 107 39

c 34 14 48

Total 67 26 93

O E (O-E)^2 (O-E)^2/E

4 4.3226 0.1041 0.0241

64

29 28.0968 0.8158 0.0290

34 34.5806 0.3371 9.7481

2 1.6774 0.1041 0.0620

10 10.9032 0.8158 0.0748

14 13.4194 0.3371 0.0251

Total 9.9631


= (3-1)*(2-1)

= 2

Step 5: Decision



Since the calculated value is much greater than the


therefore null hypothesis rejected i.e. opinion that the products at Vishal

Mega Mart are trendy and of latest style depends upon age.

7) To test whether price (variable 1) has any relation with gender

(variable 2)

65









Gender Yes No Total

Male 32 25 57

Female 31 13 44

Total 63 38 101

O E (O-E)^2 (O-E)^2/E

32 35.5544 12.6337 0.3553

31 27.4455 12.6344 0.3553

25 21.4455 12.6344 0.5891

66

13 16.5544 12.6337 0.7631

Total 2.0631


= (2-1)*(2-1)

= 1

Step 5: Decision





accepted i.e. price is independent of gender.

8) To test whether price (variable 1) has any relation with 0 (variable)

67









Age Yes No Total

a 3 3 6

b 30 17 47

c 30 18 48

Total 63 38 101

68

O E (O-E)^2 (O-E)^2/E

3 3.7425 0.5513 0.1473

30 29.3168 0.4667 0.1592

3 2.2574 0.55145 0.2442

30 29.9405 3.54025 0.1182

17 17.6831 0.4666 0.0263

18 18.0594 3.5283 1.9537

Total 2.6489


= (3-1)*(2-1)

= 2

Step 5: Decision





accepted i.e. price is independent of age.

Rank Summary of different sections

Table 3

69

Sections Ratings

Grocery 500

Apparel 457

Kids 462

Footwear 357

Household 490

Restaurant 370

Overall 457

Rank summary of different promotional factors

70

Table 4

Factors

Discount 487

Ambience 455

Time pass Destination 486

Self selection 562

Item under one roof 574

Rank summary of different influencing factors

71

Table 5

Factors

Rating of shopping

satisfaction

975

Rating billing counter

efficiency

800

Rating of lay out at VMM 805

Rating of product quality 1021

Rating of product variety 844

Rating of price satisfaction 825

Rating of clarity of signages 834

Rating of behavior of

employees

1003

72

Findings

Shopping behavior

It has been found that majority of the respondents i.e. more than 56%

people have started coming for shopping with their families after

Vishal Mega Mart started its operations in Dehradun.

More than 63% respondents agree that they buy more than planned

when they buy from Vishal Mega Mart.

After the application of Chi-square test it has been found that more

buying intention of customers depends upon the gender and after

considering table 1 we can easily infer that this tendency is more in

males than in females.

Further when we applied the same test to see whether more buying

intention of customers varies with the age, it was found that more

buying intention does not have any relation with the age.

65% respondents are of the opinion that they have not stopped visiting

the old shop they used to visit before Vishal Mega Mart came to

Dehradun.

73

Consumer perception and attitude towards VMM as a brand

Nearly 71% respondents believe that Vishal Mega Mart offers a

unique shopping experience.

The application of Chi-square test suggests that all the respondents

have a perception about unique shopping experience irrespective of

gender i.e. unique shopping experience opinion, at Vishal Mega Mart

does not depend whether a respondent is male or female.

The application of Chi-square test suggests that all the respondents

have a perception about unique shopping experience irrespective of

age also i.e. unique shopping experience opinion, at Vishal Mega

Mart does not depend on the age group of the respondents.

Nearly 33% respondents have rated the shopping satisfaction level at

Vishal Mega Mart as more than average.

Only 26% respondents have rated efficiency of billing counters at

Vishal Mega Mart as average.

About 29% respondents believe that layout of Mega Mart is just

average.

Approximately 73% respondents said they will definitely come again

to Vishal Mega Mart, only negligible minority refused to revisit

Vishal Mega Mart.

56% respondents have rated the grocery section of Vishal Mega Mart

as outstanding.

45% respondents believe the apparel section is just fair enough or

average.

43% respondents believe the kids section is just fair enough or

average.

74

More than half of the respondents i.e. 51% have rated the foot wear

section of Vishal Mega Mart as poor.

Nearly 75% respondents believe that the house hold section of Vishal

Mega Mart is above average.

Nearly 68% respondents have rated the restaurant of Vishal Mega

Mart to be below average.

More than 61% respondents have rated the Vishal Mega Mart on

overall basis to be average.

Table 3 clearly shows the rank wise likeliness of the following sections:

1. Grocery

2. Households

3. Kids

4. Apparel, Overall

5. Restaurant

6. Footwear

75

Perception about Products and Services

More than 43% respondents have rated the quality of products at

Vishal Mega Mart to be good enough.

38% respondents have rated the product variety available at Vishal

Mega Mart to be above average.

Nearly 48% respondents agree that the products offered at Vishal

Mega Mart are trendy and of latest style. Only 20% respondents

believe them not to be trendy and of latest style while the rest kept

num to the question.

Further the Chi-square test suggests that the opinion that the

products at Vishal Mega Mart are trendy and of latest style does

depend upon gender.

The Chi-square test is also indicating a relationship between age

and opinion that the products at Vishal Mega Mart are trendy and

of latest style. Further the table 2 shows that respondents with

higher the age perceived the products more trendy and of latest

style.

Majority of the respondents agree that the visual merchandising

techniques practiced by Vishal Mega Mart make them buy more

than what they initially plan.

76

Price

45% believe that keeping the quality of products in mind, most of

the products at Vishal Mega Mart are expensive. Only 26%

respondents believe them to be inexpensive while rest belongs to

neither of the view.

The application of Chi-square test shows no relation between

perception about price and gender i.e. male and female perceives

the price similarly.

Similarly Chi-square test shows no relation between perception

about price and age group i.e. members of all the age group

perceive the price similarly.

32% respondents have rated the price satisfaction level of products

at Vishal Mega Mart to be above average.

Majority of the respondents (55%) visit Vishal Mega Mart because

of less price or discounts offered.

Promotion

Nearly 43% respondents believe the discounts offered at Vishal

Mega Mart to be tempting.

37% respondents believe that they are generally aware of all offers

at Vishal Mega Mart whereas nearly equal number of respondents

i.e.38% believe that they are not aware of the offers at Vishal

Mega Mart.

77

Nearly 50% of the people have appreciated clarity of signages at

Vishal Mega Mart.

Only 36% respondents come to Vishal Mega Mart because they

find advertisements of Vishal Mega Mart effective.32%

respondents do not find the advertisement effective enough and thr

rest are of no opinion.

Most of the respondents (51%) visit Vishal Mega Mart because of

discounts offered.

36% respondents have rated ambience of Vishal Mega Mart as

above average whereas 25% have rated it to be below average, and

the rest are of no opinion.

36% respondents have rated Vishal Mega Mart as an average time

pass destination.

Nearly half of the respondents i.e. 48% have rated the self

selection facility at Vishal Mega Mart as good enough.

75% respondents visit Vishal Mega Mart because they find all

items under one roof.

Majority of the respondents have rated the behavior of the

employees of Vishal Mega Mart to be good enough.

Table 4 clearly shows the rank wise likeliness of the following influencing

factors:

1. All items under one roof

2. Self selection facility

3. Discount

4. A good time pass destination

5. Ambience

78

Table 5 clearly shows the rank wise likeliness of the following factors:

1. Product Quality

2. Behavior of Employees

3. Shopping satisfaction

4. Product variety

5. Clarity of signages

6. Price satisfaction

7. Layout of Vishal Mega Mart

8. Billing counter efficiency

79

Limitations

1) Many of the people were reluctant to give the information about their

income expenditure and age.

2) The Questionnaire was too lengthy and became time consuming.

3) The length of the questionnaire added to the cost constraint also

4) The sample size of the report is too small because of the time, costs and

accessibility constraints.

5) Respondents were not aware of all the sections of the store.

6) Some of the respondents were not literate enough to fill up the

questionnaire by themselves and thus needed to be guided. This became time

consuming.

7) Faced a bit of difficulty in getting permission from Vishal Mega Mart

80

Conclusion

Vishal Mega Mart has only recently started its operations in Dehradun and

one of the most prominent effects of its showroom is that people have started

coming for shopping with their families now. People do feel unique

shopping experience when they shop at Vishal Mega Mart. One strong point

of the store is that the ways products are displayed make people buy more

than what they plan initially i.e. visual merchandising techniques are

effectively followed to certain extent but these are not being followed

extensively as people have rated ambience and layout to be poor. Sections

most popular among customers are grocery and household but customers

complain of not much discount being offered in these sections. One of the

reasons that people come to Vishal Mega Mart is that they find all items

under one roof. The other factors that attract customers most are discounts

and self selection facility.

Presently the store is enjoying the benefits of monopoly as it is the

only organized general merchandising store in Dehradun though there are

more than one organized food retailers like Mc Donalds, Pizza Hut and

Narula’s operating in the city. But in the time to come many big players like

Big Bazaar, Reliance etc. are also planning to enter Dehradun. Thus the store

should recognize and improve upon its weak areas. One of its weak areas is

long waiting time at the billing counters. Further people have rated the

advertisement to be ineffective, inefficient and insufficient. The store should

also try and improve upon its quality and reduce costs as most of the people

81

are of the view that keeping the quality in mind the products offered at

Vishal Mega Mart are expensive. It is not attracting footfalls as a good time

pass destination.

On overall basis people find Vishal Mega Mart as average.

82

Recommendations

1. The study reveals that usually males buy more than what they plan

initially. Thus the store should maintain visual merchandising

techniques in the men section and improve the same in the sections

related to women.

2. People find the waiting time in the que of the billing counters long, so

the store should try and increase the number of billing counters.

Further the employees training can increase the efficiency and

decrease the waiting time.

3. There is vast scope of improvement in the layout of the store.

4. The sections that need attention are footwear, apparel and restaurant

5. The study reveals that people who belong to high age group find the

products of the store to be trendy and of latest style but the younger

generation does not hold the same opinion. So the store should

concentrate more on products related to younger generation.

6. Most of the people visit the store because of the discounts offered and

the store should try and make them more attractive.

7. Further people feel that there is not much discount offered in the

grocery section which is the most popular section. The store should

try and increase the discount in this particular section then only it will

be able to operate successfully in the competitive time to come.

8. People are generally unaware of offers at Vishal Mega Mart because

of poor advertising and promotional strategies. It should increase the

number of adds in the print media and should also give adds in the

local electronic media.

83

9. Clarity of signages can be improved by increasing the number of

signages and making them attractive.

10. No. of footfalls can be increased by improving upon the ambience

and the restaurant.

11. Till date Vishal Mega Mart is the only player in organized general

merchandising in Dehradun and thus is enjoying the benefits of

monopoly. In the absence of competition people are finding it fair

enough because there is no other such store so far with which its

performance can be compared. But in the time to come many big

players like Big Bazaar, Reliance etc. are also planning to enter

Dehradun. Thus it should recognize and improve upon its weak areas

and convert its strong areas into strategic advantage.

84

References

1. Retail management by Chetan Bajaj.

2. Marketing Management by Philip Kotler.

3. Economic survey 2005-2006 by govt. of India.

4. Marketing research by Malhotra

5. Ministry of Agriculture Annual Report 2005-06

6. www.mpmandiboard.com

7. www.pantaloon.com

8. www.rpggroup.com

9. www.ficci.com

10. www.retailbiz.com

11. www.fciweb.nic.in

12. http://fcamin.nic.in

13. www.indiatimes.com

14. www.mckinseyquarterly.com

15. www.atkearney.com

16. www.retailyatra.com

85

http://www.retailyatra.com/

http://www.atkearney.com/

http://fcamin.nic.in/

http://www.fciweb.nic./

http://www.retailbiz.com/

http://www.rpggroup.com/

http://www.pantaloon.com/

http://www.mpmandiboard.com/

AppendixObjective: To study the impact of Vishal Mega Mart on Buying behavior of customers in Dehradun City *

Questionnaire

Name ……………………………… Age: ……….

Address…………………………………………… Contact no.………………………… ….………………………………………...

Gender ……….. Occupation ……………………….

Monthly Income (in Rs.)a. < 5000 b. 5000-10000 c. 10000-20000 d. 20000-30000 e. > 30000

Total Monthly expenditure on shopping

a.< 1000b. 1000-2000 c.2000-3000 d. 3000-5000 e. >5000

Shopping Behavior

1) I have started coming for shopping with my family now

a) Strongly agree b) Agree c). Neither agree nor disagree d) Disagree e) Strongly Disagree

2) When I buy from VMM, I buy more than what I plan a) Strongly agree b) Agree c). Neither agree nor disagree d) Disagree e) Strongly Disagree

3) I have stopped visiting the old shop I used to visit a) Strongly agree b) Agree c). Neither agree nor disagree d) Disagree e) Strongly Disagree

Consumer perception & attitude towards VMM as a brand

4) Vishal Mega Mart offers a unique shopping experience


5) Rate your shopping satisfaction level at VMM on the scale of 1-10

6) Rate efficiency at billing counters of VMM on the scale of 1-10

7) Rate layout of VMM on the scale of 1-10

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8) I will definitely come again to VMM for shopping


9) Rate following sections of Vishal Mega Mart on a scale of 1 to 5 (1 being poor and 5 being Outstanding)

a. Grocery/ b. Apparel Canned food

c. Kids d. Foot wear

e. House hold g. f. Others

h. Restaurant i. Overall

Perception about Products and services

10) Rate quality of products at VMM on the scale of 1-10

11)Rate product variety at VMM on the scale of 1-10

12) Products offered at Vishal MM are trendy and of latest style


13) The way products are displayed makes me buy more than what I plan


Price14) Keeping the quality of products in mind, most of products at VMM are expensive


15) Rate your satisfaction level regarding prices of products at VMM on the scale of 1-10

16) I visit VMM because of less price or discounts offered


17) I generally buy those items which are offered with discounts


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Promotions

18) The discount offers at VMM are usually temptinga) Strongly agree b) Agree c). Neither agree nor disagree d) Disagree e) Strongly Disagree

19) I am generally aware of all offers at VMMa) Strongly agree b) Agree c). Neither agree nor disagree d) Disagree e) Strongly Disagree

20) Rate your satisfaction level regarding the clarity of signages carrying information about offers and discounts inside VMM

21) I come to VMM because I find advertisements of VMM effectivea) Strongly agree b) Agree c). Neither agree nor disagree d) Disagree e) Strongly Disagree

22) Rate the following influencing factors on the scale of 1 to 5 (1 being least influential & 5 being most influential) which make you visit Vishal Mega Mart?

b. Discount

d. Ambience

e. A good time pass destination

g. Self selection Facility

e. All items under one roof

23) How would you rate the behavior of employees on the scale of 1-10

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