retailing in future group

7/29/2019 Retailing in Future Group

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RETAILING IN FUTURE GROUP

RETAIL IN FUTURE GROUP

BACHELOR IN MANAGEMENT STUDIES

(2012-2013)

Submitted

BY

MR. PAL MAHESH

TBMS-333

SMT. PARMESHWARIDEVI DURGADUTT

TIBREWALA LIONS JUHU COLLEGE OF ARTS,

COMMERCE & SCIENCE

J.B NAGAR, ANDHERI (EAST) MUMBAI-400059


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RETAIL IN FUTURE GROUP


(2012-2013)

Submitted

In partial fulfillment of the requirements

For the Award of Degree of


BY

MR. PAL MAHESH

TBMS-333

SMT. PARMESHWARIDEVI DURGADUTT

TIBREWALA LIONS JUHU COLLEGE OF ARTS,

COMMERCE & SCIENCE

J.B NAGAR, ANDHERI (EAST) MUMBAI-400059


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CERTIFICATE

This is to certify that Mr. PAL MAHESH of BACHELOR IN

MANAGEMENT STUDIES (2012-2013) has successfully completed

the project on RETAIL IN FUTURE GROUP under the guidance of

PROF. MARUTHUVAR ESWARI.

COLLEGE SEALCOURSE COORDINATOR PRINCIPAL

EXTERNAL EXAMINERPROJECT GUIDE /

INTERNAL EXAMINER


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DECLARATION

I, Mr. PAL MAHESH the student of BACHELOR INMANAGEMENT STUDIES (2012-2013) hereby declare that I have

completed project on RETAIL IN FUTURE GROUP. The information

submitted is true and original to the best of my knowledge.

SIGNATURE OF STUDENT

Mr. PAL MAHESH

ROLL NO. TBMS / 333


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ACKNOWLEDGEMENT

I would like to thanks the teacher of SMT. PARMESHWARIDEVI

DURGAUTT TIBREWALA LIONS JUHU COLLEGE OF ARTS,

COMMERCE AND SCIENCE affiliated by University of Mumbai for

their excellent suggestions.

A special thanks to PROF. MARUTHUVAR ESWARI for her constant

encouragement and guidance from the beginning with the never ending

patience. Her constant support and efforts helped me to complete my

project on time

I would like to thanks to some of my respected professors like Dr. Nanda

Indulkar Miss. Rakhee Soni , Miss. Seema Horande, and Mr. Shahid

Qureshi without whom the project would have to not come to end.

I also take opportunity to thank my entire friend for cooperating with me

and to all the people who are and indirectly connected to the project.

Above all, I thanks to our principle Dr. Trishla Mehta for their

cooperation during the time of completion of project.

Mr. PAL MAHESH

ROLL NO. TBMS / 333

DATE:

PLACE: MUMBAI


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INDEX

CH. TOPICPAGE

NO.

1 INTRODUCTION 1 - 22

2 OBJECTIVE OF THE STUDY 23 - 24

3 RESEARCH AND METHODOLOGY 25 - 30

4 SWOT ANALYSIS 31 - 43

5 STRATEGY OF FUTURE GROUP 4453

6 CASE STUDY 54 - 56


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CHAPTER 1.

INTRODUCTION


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1.1 INTRODUCTION IN FUTURE GROUP

Future Group understands the soul of

Indian consumers. As one of Indias

retail pioneers with multiple retail

formats, we connect a iverse and

passionate community of Indian

buyers, sellers and businesses. The

collective impact on business is

staggering: Around 220 million customers walk into our stores each year

and choose products and services supplied by over 30,000 small, medium

and large entrepreneurs and manufacturers from across India. And this

number is set to grow.

Future Group employs 35,000 people directly from every section of our

society. We source our supplies from enterprises across the country,

creating fresh employment, impacting livelihoods, empowering localcommunities and fostering mutual growth.

We believe in the Indian dream and have

aligned our business practices to our larger

objective of being a premier catalyst in

Indias consumption-led growth story.

Working towards this end, we are ushering positive socio-economic

changes in communities to help the Indian dream fly high and the Sone

Ki Chidiyaso ar once again. This approach remains embedded in our

ethos even as we rapidly expand our footprints deeper into India.


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1.2 VISION OF FUTURE GROUP

BUILDING A NEW INDIA

Future Groups vision of inclusive growth for aharmonious society, points to a future in which

the entire population can enjoy a better quality

of life. We aim to serve as a catalyst that

stimulates the use of inclusiveness as a

powerful development tool. Future Group aims to create and sustain an

environment conducive to the domestic growth of India by partnering

with various stakeholders and playing a proactive role in Indias

development process.

Future Group believes in broad-based growth, the fruits of which are not

concentrated in the hands of few but shared by the community as a

whole. This is the way towards achieving the dual goal of profitable and

socially responsible growth. Our initiatives in inclusive development

include livelihood issues, diversity management, skill development and

protecting the environment, to name a few.

Modern Indian retail can help improve incomes and provide

opportunities for growth to individuals with lower education levels or

from the un organised sector. With fair wages and benefits, opportunities

for further development and growth and a better working environment,

modern retail offers much more than most alternatives available to such

individuals.


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Future Group focuses on three key enablers for inclusive growth:

employability, innovation and entrepreneurship. While employability

helps create a qualified and skilled workforce, innovation and

entrepreneurship help drive growth and generate employment.

1.3 KISHOR CEO, BIYANI FUTURE GROUP

Independent India may be over sixty years old but a large majority of

Indians today are not even in their middle age. Life expectancy has

crossed seventy years, but more than 890 million Indians are below the

age of forty-five. Half of the country hasnt yet reached the age of

twenty-five. We are a Republic of the Young wherein the young

generation has never been part of our socialist era and doesnt know

scarcity. They value choice and freedom and have seen India winning in

every arena, be it sports, business, technology or even beauty pageants.

In effect, they are far more confident about their place in the world and

justifiably proud of their Indian origins. They not only believe in change,

but are confident that they can affect change. A young working

population will not only drive productivity but also set a spiraling effect

on consumption and income generation. A young nation is willing to

work harder, earn higher and spend more on buying goods and services.


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1.4 HISTORY

Big Bazaar was launched in September, 2001 with the opening of its first

four stores in Calcutta, Indore, Bangalore and Hyderabad in 22 days.

Within a span of ten years, there are now 161 Big Bazaar stores in 90

cities and towns across India. By September 2012 BIG BAZAAR will

have two more stores in North east namely SILCHAR and JORHAT in

Assam.

Big Bazaar was started by Kishor Biyani, the Group CEO and Managing

Director of Pantaloon Retail India. Though Big Bazaar was launched

purely as a fashion format including apparel, cosmetics, accessory and

general merchandise, over the years Big Bazaar has included a wide

range of products and service offerings under their retail chain. The

current formats includes Big Bazaar, Food Bazaar, Electronic Bazaar and

Furniture Bazaar. The inspiration behind this entire retail format was

from Saravana Stores, a local store in T. Nagar, Chennai

The stores are customized to provide

the feel of mandis and melas while

offering the modern retail features

like Quality, Choice and

Convenience. As the modern Indian

family's favorite retail store, Big

Bazaar is popularly known as the

"Indian Walmart".


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On successful completion of ten years in Indian retail industry, in 2011,

Big Bazaar has come up a new logo with a new tag line: Naye India Ka

Bazaar, replacing the earlier one: 'Isse Sasta Aur Accha Kahin Nahin'.

Future Group chairman KishorBiyani to cut 18 deals to kill all debt

by March 2013 Chaitali Chakravarty & Arun Kumar, ET

Bureau Mar 19, 2012, 07.00AM IST

NEW DELHI: The Future Group, India's largest retailer, is negotiating

as many as 18 divestment and fund-raising transactions simultaneously,

including inducting a strategic partner in its flagship Big Bazaar stores, as

it seeks to pare its near Rs 7,800-crore debt and put finances back on

track.

"We are working on 18 deals and expect to consummate many of the

transactions early next fiscal. We will be a zero-debt company by March

2013," said FutureGroupChairman KishoreBiyani. "We need tostreamline operations, enhance our focus on food and fashion, and reduce

our focus on furniture and electronics," he added.
http://economictimes.indiatimes.com/photo/12321794.cmshttp://economictimes.indiatimes.com/photo/12321794.cmshttp://economictimes.indiatimes.com/photo/12321794.cms


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1.5 FUNCTIONS OF RETAILING

Retailers play a significant role as a conduit betweenmanufacturers, wholesalers, suppliers and consumers. In this context,

they perform various functions like :-

(1)Sorting,(2)Breaking bulk,(3)Holding stock,(4)Additional services(5)Channel of communication,(6)Transport & Advertising

1.Sorting

Manufacturers usually make one or a variety of products and would like

to sell their entire inventory to a few buyers to redu7ce costs. Final

consumers, in contrast, prefer a large variety of goods and services to

choose from and usually buy them in small quantities. Retailers are able

to balance the demands of both sides, by collection an assortment of

goods from different sources, buying them in sufficiently large quantities

and selling them to consumers in small units.

The above process is referred to as the sorting process. Through this

process, retailers undertake activities and perform functions that add to

the value of the products and services sold to the consumer.

Supermarkets in the US offer, on and average, 15,000 different items


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from 500 companies. Customers are able to choose from a wide range of

designs, sizes and brands from just one location. If each manufacturer

had a separate store for its own products, customers would have to visit

several stores to complete their shopping. While all retailers offer an

assortment, they specialize in types of assortment offered and the market

to which the offering is made. Westside provides clothing and

accessories, while a chain like Nilgiris specializes in food and bakery

items. Shoppers Stop targets the elite urban class, while Pantaloons is

targeted at the middle class.

2.Breaking Bulk

Breaking bulk is another function performed by retailing. The word

retailing is derived from the French word retailer, meaning to cut a piece

off. To reduce transportation costs, manufacturers and wholesalers

typically ship large cartons of the product, which are then tailored by the

retailers into smaller quantities to meet individual consumption needs.

3.Holding Stock

Retailers also offer the service of holding stock for the manufacturers.

Retailers maintain an inventory that allows for instant availability of the

product to the consumers. It helps to keep prices stable and enables the

manufacturer to regulate production. Consumers can keep a small stock

of products at home as they know that this can be replenished by the

retailer and can save on inventory carrying costs.


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4.Additional Services

Retailers ease the change in ownership of merchandise by providing

services that make it convenient to buy and use products. Providing

product guarantees, after-sales service and dealing with consumer

complaints are some of the services that add value to the actual product at

the retailers end. Retailers also offercredit and hire-purchase facilities to

the customers to enable them to buy a product now and pay for it later.

Retailers fill orders, promptly process, deliver and install products.

Salespeople are also employed by retailers to answer queries and provide

additional information about the displayed products. The display itself

allows the consumer to see and test products before actual purchase.

Retail essentially completes transactions with customers.

5. Channel of Communication

Retailers also act as the channel of communication and information

between the wholesalers or suppliers and the consumers. From

advertisements, salespeople and display, shoppers learn about the

characteristics and features of a product or services offered.

Manufacturers, in their turn, learn of sales forecasts, delivery delays, and

customer complaints. The manufacturer can then modify defective or

unsatisfactory merchandise and services.


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6.Transpor t and Adverti sing Functions

Small manufacturers can use retailers to provide assistance with

transport, storage, advertising and pre-payment of merchandise. This also

works the other way round in case the number of retailers is small. The

number of functions performed by a particular retailer has a direct

relation to the percentage and volume of sales needed to cover both their

costs and profits.

1.6 Marketing Mix Big Bazaar

1.Product:

Big Bazaar offers a wide range of products which range from apparels,

food, farm products, furniture,child care, toys, etc of various brands like

Levis, Allen Solly, Pepsi, Coca- Cola, HUL, ITC, P&G, LG, Samsung,

Nokia, HP etc.

Big Bazaar also promotes a number of in house brands like:

DJ & C Tasty Treat Clean Mate Sensei Care Mate koryo and 44 other brands.


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2.Pricing:

The pricing objective at Big Bazaar is to get Maximum Market Share.Pricing at Big Bazaar is based on the following techniques:

Value Pricing (EDLPEvery Day Low pri cing):Big Bazaar promisesconsumers the lowest available price without coupon clipping, waiting

for discount promotions, or comparison shopping.

Promotional Pr icing:Big Bazaar offers financing at low interest rate.The concept of psychological discounting (Rs. 99, Rs. 49, etc.) is also

used to attract customers. Big Bazaar also caters on Special Event Pricing

(Close to Diwali, Gudi Padva, and Durga Pooja).

Di ff erentiated Pri cing:Differentiated pricing i.e. difference in rate basedon peak and non-peak hours or days of shopping is also a pricing

technique used in Indian retail, which is aggressively used by Big Bazaar.

e.g. Wednesday Bazaar

Bundling:It refers to selling combo-packs and offering discount tocustomers. The combo-packs add value to customer and lead to increased

sales. Big Bazaar lays a lot of importance on bundling.

e.g. 3 Good Day family packs at Rs 60(Price of 1 pack = Rs 22)

5kg oil + 5kg rice + 5kg sugar for Rs 599

3.Place:

The Big Bazaar stores are operational across three formats

hypermarkets spread over 40,000-45,000 sqft, the Express format over
http://www.marketing91.com/pricing/http://www.marketing91.com/bundling/http://www.marketing91.com/bundling/http://www.marketing91.com/pricing/


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15,000-20,000 sqft and the Super Centers set up over 1 lakh sq ft.

Currently Big Bazaar operates in over 34 cities and towns across India

with 116 stores. Apart from the Metros these stores are also doing well in

the tier II cities. These stores are normally located in high traffic areas.

Big Bazaar aims at starting stores in developing areas to take an early

advantage before the real estate value booms. Mr. Biyani is planning to

invest around Rs 350 crore over the next one year expansion of Big

Bazaar. In order to gain a competitive advantage Big Bazaar has also

launched a website www.futurebazaar.com, which helps customers to

orders products online which will be delivered to their doorstep. This

helps in saving a lot of time of its customers.

4. Promotion:

The various promotion schemes used at Big Bazaar include:

Saal ke sabse saste 3 din Hafte ka sabse sasta din Wednesday bazaar Exchange Offers Junk swap offer Future card(3% discount) Shakti card Advertisement (print ad, TV ad, radio)

Brand endorsement by M.S. Dhoni and AsinBig Bazaar has come up with 3 catchy lines written on hoardings taking

on biggies like Westside, Shoppers stop and Lifestyle. They are:

Keep West- a Side. Make a smart choice! Shoppers! Stop. Make a smart choice!


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Change your Lifestyle. Make a smart choice!

5. People:

Well trained staff at stores to help people with their purchases Employ close to 10,000 people and employ around 500 more per month. Well-dressed staff improves the overall appearance of store. Use scenario planning as a tool for quick decision making multiple

counters for payment, staff at store to keep baggage and security guards

at every gate, makes for a customer-friendly atmosphere.

6. Process:

Big Bazaar places a lot of importance on the process right from the

purchase to the delivery of goods. When customers enter the stores they

can add the products they which to purchase in their trolley from the

racks. There are multiple counters where bill can be generated for

purchases made. Big Bazaar also provides delivery of products over

purchases of Rs. 1000.

7. Physical Evidence:

Products in Big Bazaar are properly stacked in appropriate racks. There

are different departments in the store which display similar kind of

products. Throughout the store there are boards/written displays put up

which help in identifying the location of a product. Moreover boards are


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put up above the products which give information about the products, its

price and offers. Big Bazaar stores are normally U shaped and well

planned & designed

1.7 Big Bazaar Marketing

MARKETING STRATEGY

OF

BIG BAZAAR

TARGET AUDIENCE:

* Big Bazaar targets higher and upper middle class customers.

* The large and growing young working population is a preferred

customer segment.

* Targets specifically working women and home makers who are the

primary decision makers.

BIG BAZAAR-USP:

* Low price as compared to other places.

* Schemes like Buy 1 gets 1 free, 20% discount etc

* 1 Billion Population.

* Availability of Liquid Cash/Disposable Income among Young

Generation.* Affordable man power

* Craze, Passion among Mr. Customer (Consumer)

* Different products under one roof.


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STRATEGIES:

* To minimize Retailing cost

* Operating: Fewer staff on the floor-one person for every 500 sqft

* Minimize the Furniture cost

* Saving Shelf Space

* Way to deal unsold stock off

* Todays Price:Everyday a chosen product is being sold at lower

than usual price

1.8 Marketing Mix:

Pricing:

The pricing objective at Big Bazaar is to get Maximum Market Share.

Pricing at Big Bazaar is based on the following techniques:

* Value Pricing (EDLPEvery Day Low pricing): Big Bazaar promises

consumers the lowest available price without coupon clipping, waiting

for discount promotions, or comparison shopping.

* Promotional Pricing: Big Bazaar offers financing at low interest rate.

The concept of psychological discounting (Rs. 99, Rs. 49, etc.) is also

used to attract customers. Big Bazaar also caters on Special Event Pricing

(Close to Diwali, DurgaPooja, etc).

* Differentiated Pricing: Differentiated pricing i.e. difference in rate

based on peak and non-peak hours or days of shopping is also a pricing

technique used in Indian retail, which is aggressively used by Big Bazaar.


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* Bundling: It refers to selling combo-packs and offering discount to

customers. The combo-packs add value to customer and lead to increased

sales. Big Bazaar lays a lot of importance on bundling.

1.9 RETAIL UNIT

A retail unit could be owned by:

Manufacturer (e.g., company owned retail outlets) Wholesaler (e.g., Vastra outlet in Rajouri in New Delhi) Independent retailer (Chanakya Sweet Shop near Hazratganj in

Lucknow)

Consumer (consumer owned grocery stores in man y residentialsocieties)

Co-operative society (e.g., Mother Dairy milk booths in Delhi) Government (e.g., Cottage Emporia) Ownership shared among franchiser and franchisee (e.g., Archies

Gallery)

Although most Indian retailers fall in the category of small-scale units,

there are also some very big retailers. Organized retail stores are

generally characterized by large, professionally managed store formats

providing goods and services that appeal to customers, in an ambience

that is conducive for shopping and provides a memorable experience to

customers.

From positioning and operating perspectives, each ownership format

serves a marketplace niche and presents certain advantages and


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disadvantages. Retail executives must not lose sight of this in playing up

their strengths and working around their weaknesses.

1.10 Classification of Retail Units

Conceptual classification of a business unit provides the marketers

with strategic guidelines, useful in the design of retailing strategy.

Besides, retail businesses are extremely diverse and there are quite a

few types of retail units. Therefore, retail units are classified on

multiple of ownership, geographical locations, kind of customer

interaction level of services provided etc.

1. Retailers Classified on the Basis of Ownership

One of the first decisions that the retailer has to make as a business owner

is how the company should be structured. This decision is likely to have

long-term implications, so it is important to consult with an accountant

and attorney to help one select preferred ownership structure.

There are four basic legal forms of ownership for retailers:

Sole propri etorship:The vast majority of small businesses start out assole proprietorships. These firms are owned by one person, usually the

individual who has the day-to-day responsibility for running the

business.

Partnership:-A partnership is a common format in India for carryingout business activities (particularly trading) on a small or medium scale.


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In a partnership, two or more people share ownership of a single

business.

Join t venture:

A joint venture is not well defined in the law. Unless

incorporated or established as a firm as evidenced by a deed, joint

ventures may be taxed like association of persons, sometimes at

maximum marginal rates. It acts like a general partnership, but is

clearly for a limited period of time or a single project.

Limi ted l iabili ty Company (public and pr ivate): -The Limited LiabilityCompany (LLC) is a relatively new type of hybrid business structure

that is now permissible in most states. The owners are members, and

the duration of the LLC is usually determined when the organization

papers are filed.

2. Classification of Retailers on the basis of Operational Structure

Retail businesses are classified on the basis of their operational and

organizational structure. Operational structure defines the key strategic

decision of retail entity, whether to hire employees and manage the

distributed sales function internally or to reach customers though

franchised outlets owned and operated by local entrepreneurs.

Retail firms can be classified into five heads on the basis of their

respective operational structures:


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I ndependent retail uni t:The total number of retailers in India isestimated to be over 5 million in 2003. About 78% of these are small

family businesses utilizing only household labour. An independent

retailer owns one retail unit.

Retail Chain:A chain retailer operates multiple outlets (store units)under common ownership; it usually engages in some level of

centralized (or coordinated) purchasing and decision making.

Franchising:-Franchising involves a contractual arrangement betweena franchiser (which may be a manufacturer, a wholesaler, or a service

sponsor) and a retail franchisee, which allows the franchisee to conduct

a given form of business under and establishments name and according

to a given pattern of business.

Leased Department or Shop-in-shop: -It refers to department in a retailstore that are rented to an outside party. Usually this is done in case of

department and specialty stores and also at times, in discount stores.

Co-operative Outlets:Co-operative outlets are generally owned andmanaged by co-operative societies. In this context the detailed example

of KendriyaBhandar in India.


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3. Classification of Retailers on the basis or Retail Location

Retailers have also been also been classified according to their store

location. Retailers can locate their stores in an isolated place and attract

the customers to the store on their own strengthsuch as a small grocery

store or paan shop in a colony, which attracts the customers staying close

by.Classification of retailers on the basis of location is discussed below:

Retailers in a f ree-standing location:Retailers located at a site whichis not connected to other retailers depend entirely on their sores

drawing power and on the various promotional tools to attract

customers. This type of location has several advantages including no

competition, low rent, better visibility from the road, easy parking and

lower property costs. For example the Haldirams outlet on the Delhi-

Jaipur highway and the McDonalds outlet on Delhi-Ludhiana highway.

Retail ers in a Business-associated Location: -In this case, a retailerlocates his store in a place where a group o retail outlets, offering a

variety of merchandise, work together to attract customers to their retail

area, and also compete against each other for the same customers.

Retail ers in Special ized M arkets: -Besides the above location-basedclassification, we also have in India-retailers who prefer specialized

markets, particularly traditional independent retailers or chain stores. In

India, most of the cities have specialized markets famous for a

particular product category. For example, in Chennai, Godown Street is

famous for clothes, Bundertreet for stationery products, Usmanstreet for


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jewellery, T Nagar for ready-made garments, Govindappannaicleen

Street for grocery, Poo Kodiak for food and vegetables.

Airport Retailing:

For quite some time, duty-free shops and

newsstands dominated the small amount of commercial space provided

at airports. Lately, serious efforts are being made to design new airport

facilities in order to incorporate substantial amounts of retail space.

The key features of airport retailing are:

Large groups of prospective shoppers Captive audience Strong sales per square foot of retail space Strong sales of gift and travel items Difficulty in replenishment Longer operating hours Duty-free shopping possible

.


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CHAPTER. 2

OBJECTIVE OF THE STUDY


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2.1 Objectives Of The Study

To know the effective promotional strategy which influence customer to

purchase a product of BigBazaar.

Sub-objectives:

1. To know the promotional strategy of big bazaar2. How Big Bazaar Establish and maintain the in retailing through

promotion


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CHAPTER. 3

RESEARCH AND METHODOLOGY


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3.1 THE RESEARCH PROCESS

In cases where retailers need to make significant decisions concerning

any of the aforementioned areas, they may engage in some type of formal

research. Whether the research is conducted by in-house staff, as is the

case of the industrys giants, by an independent organization, or by an

outside consultant that works with the companys own research team, the

methodology is the same. The stages and tools that researchers use for

retail problems are virtually the same as those used for other business

situations.

3.2 IDENTIFYING THE PROBLEM

The first stage is to identify the problem or area of concern. It might be

about determining the consumers level of acceptance of private-label

merchandise and whether or not the company should change its in-stock

percentage of these items. Another area may center around restructuring

price points and the potential problems associated with such change. Still

another area could be the impact of separating the companys brick-and-

mortar merchandising operations from those used for their off-site

ventures such as catalogs and Internet Web sites. Whatever the situation,

the problems must be identified before further action may take place.

3.3 DEFINING THE PROBLEM

After the problem is identified generally, it must be defined specifically.

For example, if the retailer wanted to concentrate on the price point

problem stated in the preceding section, the researchers would need to

know if the new restructuring is in the entire store or in a specific


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department. In the private-label dilemma, the researchers need to know if

the retailer is focusing on every department or just menswear. Narrowing

the stated problems that have been identified is a necessity so that

researchers will be better able to solve the problem. For example, the

three problems identified in the previous section could be more

specifically stated as follows:

1. Will private labeling be accepted in the shoe department?

2. Would the store benefit from trading up in the dress department,

eliminating the lower price points and adding higher ones?

3. Should the merchandising for off-site divisions include childrens

wear?

Once the problem is narrowly defined, the research team can continue

onto the next phase of the study.

3.3 GATHERING DATA

After specifying the problem, the process moves to the stage of collecting

data. This is an extremely important area of the study, because the

divisions are based on this information. The data comes from two

sources, secondary and primary.

1. SECONDARY DATAData that is already available to the researcher is classified as secondary

data. It may come from such sources as the companys own records,

studies that were conducted by governmental agencies and trade

associations, private research organizations, and periodicals.


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COMPANY RECORDS.

A great deal of information is continuously generated by the companys

computer, which keeps track of records such as sales figures for every

department and merchandise classification, customer returns, vendor

analysis, employee turnover rates, and sales associates commissions.

Each of these is important when studying retail problems.

GOVERNMENTAL AGENCIES

Various government agencies provide general information that could help

retailers researching a problem. At the federal level, for example, theCensus Bureau, undertakes periodic studies of the general population,

housing, and businesses, all of which provide valuable information for

the merchant who is considering expanding the company. The

Department of Commerce generates a great deal of timely information on

business conditions that is appropriate for retailer use. The monthly

Catalog of U.S. Governmental Publications produces a host of materials,

free of charge, on topics including regular reports on new home

construction, employment figures, and cost-of-living adjustments.

By logging onto these governmental agencies Web sites or by utilizing a

search engine such as www.askjeeves.com, researchers can access a

wealth of pertinent information. State and local governments provide a

great deal of secondary information that researchers can use to find out

about business conditions in the retailers more immediate trading area.


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TRADE ASSOCIATIONS

There are many trade associations that deal with various specific aspects

of retailing, such as the Institute of Store Planners, (www.ispo.org), and

the International Mass Retail Association, (www.imra.org). However, the

National Retail Federation (NRF) www.nrf.com, the retail worlds largest

association, provides a wealth of information on every conceivable area

that affects retailers and their operational needs. In addition to offering a

forum that retailers from around the globe attend to learn about the latest

industry innovations, NRF regularly conducts studies that are important

to the retail community. NRF members may obtain copies of its research

that may help them with their own problems.

PRIVATE RESEARCH ORGANIZATIONS

There are numerous research organizations that engage in original

studies, two of which, Gallup & Robinson and the Olinger Group, are

discussed in separate spotlights in this chapter. Their Web sites,

www.gallup-robinson.com, and www.olingergroup.com, offer a great

deal of information on their research services. A.C. Nielsen, another

major research firm, specializes in broadcast surveys. By examining its

rankings of TV programs in terms of viewership, major fashion retailers

are able to assess which programs they should advertise on.

PERIODICALS

Numerous trade papers and magazines regularly engage in research

projects that retailers find useful. Fairchild Publications is a leader in

fashion news with its Womens Wear Daily and Daily News Record

publications. Almost every issue of these publications provides


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meaningful information regarding the state of the fashion industry. Stores

Magazine, published by NRF, presents studies that can assist retailers

with their decision making; Visual Merchandising and Store Design, a

monthly periodical published by ST Media Group, is especially important

for fashion retailers, because its pages cover every detail of store design

and display; and Chain Store Age offers the latest developments in that

area of merchandising.

In addition to these periodicals that are expressly directed at the retail

arena, others, such as the Wall Street Journaland theNew York Times,

often feature articles that may pertain to retailers and their problems.

PRIMARY DATAIts possible that retailers can get enough information from secondary

data to make their decisions. If they require more data specific to their

particular situation, however, they need primary data. Primary data are

the data that must be obtained firsthand through original research. The

information is gathered from customers, potential customers, employees,

vendors, market specialists such as resident buying offices, and the media

through questionnaires, focus groups, and observations. Though valuable,

primary research is often very costly to obtain.


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CHAPTER .4

S.W.O.T ANALYSIS IN RETAIL

MARKETING


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4.1 S.W.O.T ANALYSIS IN RETAIL MARKETING

Strength

Demographic favor Raising disposable income Increase in No. of people in earner category Urbanization Shopping convenience Changing consumer habits in life style

Plastic card revolution Greater availability of quality retail space


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Weakness

Policy related issue- Lack of industry status for retail.- Numerous license, permits and registration requirement.

Limited consumer insight- Lack of detailed region specific customer data.- Less data on spreading pattern.

Inadequate human resource

- Lack of trained personnel at all level.- Fragmented approach to human resource.

Taxable hurdle- Inconsistent octopi and entry tax structure.- VAT n multiple tax issues.

Under developed supply chain- Underdeveloped logistics infrastructure.- Lack of national distribution network and hubs.

Lack of adequate utilities- Lack of basic infrastructure like power, transportation

and

Communication creates difficulty in sustaining retail

operation across the country.


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Opportunities

Potential for investment. Location advantage. Sectors with high potential. Faster growing formats. Rural retailing. Wholesale retailing. Falling real estate cost. E-retailing. Retail franchising.Threats

Political issue Social issue Inflation Lack of differentiation among the malls that are coming. Poor inventory turns and stock availability measures.


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STRATEGY

3-C Theory:

According to Inshore Giyanis 3-C theory, Change and Confidence

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

better employment and income which in turn is creating value to the

agricultural products across the country. Big Bazaar has divided India

into three segments:

India one: Consuming class which includes upper middle and lower

middle class (14% of India's population).

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

helps, office peons, liftmen, washer men, etc. (55% of India's population)

and India three: Struggling class (remaining 31% of India's population).

While Big Bazaar is targeted at the population

across India one and India two segments,

Aadhaar Wholesale is aimed at reaching the

population in India three segment. With

this, Future Group emerged as a retail

destination for consumers across all classes in the Indian society.
http://en.wikipedia.org/wiki/File:Nagpurmallapnabazaar.jpg


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Operations

The Big Bazaar Store in Nagpur.

Most Big Bazaar stores are multi-level and are located in stand-alonebuildings in city centers as well as within shopping malls. These stores

offer over 200,000 SKUs in a wide range of categories led primarily by

fashion and food products.

Food Bazaar, a supermarket format was incorporated within Big Bazaar

in 2002 and is now present within every Big Bazaar as well as in

independent locations. A typical Big Bazaar is spread across around

50,000 square feet (4,600 m2) of retail space. While the larger

metropolises have Big Bazaar Family centres measuring between 75,000

square feet (7,000 m2) and 160,000 square feet (15,000 m2), Big Bazaar

Express stores in smaller towns measure around 30,000 square feet

(2,800 m2).

Big Bazaar has the facility to purchase products online through its

official web page, and offers free shipping on some of their products.[5]

Innovations

Wednesday Bazaar

Big Bazaar introduced the Wednesday Bazaar concept and promoted it as

HafteKaSabseSasta Din. It was mainly to draw customers to the stores

on Wednesdays, when least number of customers are observed.

According to the chain, the aim of the concept is "to give home makers
http://en.wikipedia.org/wiki/Big_Bazaar#cite_note-4http://en.wikipedia.org/wiki/Big_Bazaar#cite_note-4http://en.wikipedia.org/wiki/Big_Bazaar#cite_note-4http://en.wikipedia.org/wiki/Big_Bazaar#cite_note-4


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the power to save the most and even the stores in the city don a fresh look

to make customers feel that it is their day".

SabseSasta Din

With a desire to achieve sales of Rs 26 Crore in a one single day, Big

Bazaar introduced the concept of "SabseSasta Din". The idea was to

simply create a day in a year that truly belonged to Big Bazaar. This was

launched on January 26, 2006 and the result was exceptional that police

had to come in to control the mammoth crowd. The concept was such a

huge hit that the offer was increased from one day to three days in 2009

(24 to 26 Jan) and to five days in 2011 (22-26 Jan).

MahaBachat

MahaBachat was started off in 2006 as a single day campaign withattractive promotional offers across all Big Bazaar stores. Over the years

it has grown into a 6 days biannual campaign. It has attractive offers in

all its value formats such as Big Bazaar, Food Bazaar, Electronic Bazaar

and Furniture Bazaar - catering to the entire needs of a consumer.

The Great Exchange Offer

On February 12, 2009 Big Bazaar launched "The Great Exchange Offer",through with the customers can exchange their old goods in for Big

Bazaar coupons. Later, consumers can redeem these coupons for brand

new goods across the nation.


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4.2 PLAYERS IN RETAIL SECTOR IN INDIA

The Indian retail sector has been euphoria over the last five years. India

topped the A.T. Kearney's Global Retail Development Index for two

consecutive years and this has infatuated Indian as well as foreign retail

players to go gaga on the merchandising track. According to

geographical expansion, Delhi/NCR and Mumbai are the felicitated

regions as the top companies have rated the spending potential of

consumers in the vicinity of the national capital and the financial capital

as excellent. Other metros such as Kolkata, Chennai, Hyderabad and

Bangalore have caught the sight of investors but their fortunes are yet to

be illuminated. Companies like The Future Group, Reliance, Bharti-

Walmart, DLF etc. have shown the way for other to enter. The countries

is expecting a surge in the growth sprint and lets hope for the best

1.Bhar ti Retail-A wholly owned subsidiary of Bharti Enterprises.has announced two

joint ventures (JV)with the international retailing behemoth, Wal-Mart.

The first JV ensures cash and carry business, in which 100 percent FDI is

permitted and it can sell only to retailers and distributors. The second JV

concerns the franchise arrangement. Sunil Mittal, Chairman of the Bharti

Group assured that the ventures will use low prices every day and best

practices for the satisfaction of the customer. Processed foods and

vegetables will be delivered by Bharti Field Fresh, Bharti's JV with

Rothschild. Bharti Retail aims to foray every city with a population

exceeding 1 million. It has plans to come up with an investment of more


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than $2 billion in convenience stores, supermarkets and hypermarkets

spread over an aggregate 10 million sq. ft. The expansion drive looks

ambitious but analysts are worried that Bharti may face stiff competition

from Pantaloon and Reliance as they too have sanguine plans to flood the

markets with thousands of retail outlets in the coming five years. Bharti

Telecom also has plans to offer all its fixed and mobile telecom products

and services from a single window to the SMB (Small and Medium

Business) enterprises under the BhartiInfotel division

2.Reli ance Retai l-Reliance claimed last year to start a retail chain that will be unique in size

and spread, will lead to the welfare of one and all ranging from Indian

farmers, manufacturers and ultimately consumers. It is known as

Reliance Retail Ltd.(RRL) and is a 100 percent subsidiary of Reliance

industries Ltd.(RIL). Soon after the Bharti-Wal Mart tie up, there was the

news that RIL (Reliance Industries Ltd.) Chairman Mukesh Ambani met

Commerce Minister Kamal Nath to discuss the apprehension of cheap

imports from China. Reliance Retail has plans to open 4,000 outlets

across 1,500 towns for an investment of $5.6 billion. Reliance is not

away from agro-business. According to Buddhadeb Bhattacharjee, Chief

Minister of West Bengal, Reliance will hold demonstration farming,

produce good quality seeds and give inputs to farmers. Its most

significant participation has been in the food procurement business in

Madhya Pradesh and Punjab. This has in fact compelled the government

to import wheat this year. Reliance Retail has also been reported to have


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entered into an agreement with footwear manufacturer Bata India Ltd. so

that they will involve in selling each other's products.

3.DLF Shopping Malls-

DLF Retail Developers Ltd. is one of the troikas of the DLF Group.

Besides being India's largest real estate developer, DLF is also of the

leaders in innovating shopping malls in India. It caught public eye when

it launched the 2,50,000sq ft. shopping mall in Gurgaon. It has brought a

dramatic change in the lifestyles and entertainment with its City Centres

and DT Cinemas. DLF has plans to invest Rs. 2000-3000 crore in all the

emerging areas from metros to A class cities in the next two years. Till

last year the company was involved in building 18 malls out of which 10

were in the NCR region. Future plans of DLF involve opening up of 100

malls( speciality malls, big box retailing and integrated malls) across 60

cities in next 8-10 years. They are slowly transforming into 'lease' and

'revenue share' models.

Local players like ITC, the A.V. Birla Group and Tatas have given the

hints to enter organised retail. Frances Carrefour SA and Britains Tesco

too were recently in news for their future plans to explore the Indian

retail market.

4.Big Bazaar-Big Bazaar is a chain of department stores owned by the Pantaloon

Group (Future Group) and headed by Kishor Biyani and headquartered at

Mumbai. It offers all types of household items such as home furnishing,


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utensils, fashion products etc. It has a grocery department and vegetable

section known as the Food Bazaar and its online shopping site is known

as FutureBazaar.com. The real estate fund management company

promoted by the Future Group expects to develop more than 50 projects

across India covering a combined area of more than 16 million sq. ft. On

April 1 2007, Big Bazaar had to shut its outlets in Mumbai as the 120

retrenched employees called a strike with the support of

BhartiyaKamgarSena (the trade Union wing of Shiv Sena). Later the

management agreed to reinstate the sacked workers.

4.3 BRANDS

Future Group has built an attractive portfolio of some of the fastest

growing consumer brands in India. This activity is led through Future

Brands India Limited, a specialized subsidiary company set up to create

and build powerful brands that address the aspirations of the new Indian

consumer.

Future BrandsFuture Brands Limited (FBL) is involved in the business of creating,

developing, managing, acquiring and dealing in consumer-related brands

and IPRs (Intellectual Property Rights).


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We retail a wide range of products and brands, some of which have been

grown and nurtured by our group companies.

Big BazaarBig Bazaar is a chain of hypermarket in India. As of June 2, 2012 there

are 214 stores across 90 cities and towns in India covering around 16

million sq.ft. of retail space. Big Bazaar is designed as an agglomeration

of bazaars or Indian markets with clusters offering a wide range of

merchandise including fashion and apparels, food products, general

merchandise, furniture, electronics, books, fast food and leisure and

entertainment sections.Big Bazaar is part of Future Group, which also

owns the Central Hypermarket, Brand Factory, Pantaloons, EZONE,

HomeTown, futurebazaar.com, KB's Fair Price to name a few and is

owned through a wholly owned subsidiary ofPantaloon Retail India

Limited(BSE: 523574 523574), that is listed on Indian stock exchanges.
http://en.wikipedia.org/wiki/Central_(Hypermarket)http://en.wikipedia.org/wiki/Brand_Factoryhttp://en.wikipedia.org/wiki/Pantaloon_Retail_Indiahttp://en.wikipedia.org/wiki/Pantaloon_Retail_Indiahttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://www.bseindia.com/scripsearch/scrips.aspx?myScrip=http://www.bseindia.com/scripsearch/scrips.aspx?myScrip=http://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://en.wikipedia.org/wiki/Pantaloon_Retail_Indiahttp://en.wikipedia.org/wiki/Pantaloon_Retail_Indiahttp://en.wikipedia.org/wiki/Brand_Factoryhttp://en.wikipedia.org/wiki/Central_(Hypermarket)


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CHAPTER. 5

STRATEGY OF FUTURE GROUP


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5.1 STRATEGY

Anew normal is being defined in the Indian consumer market every day.

With far-reaching socio-economic changes that India has undergone in

the last decade, the drivers in urban and rural India are maturing fast.

With a growth strategy tempered with localization and an inclusive

business model, Future Group is the only pure play local retailer poised

to lead Indias consumption story with sustainable value creation.

Our multi-format retail strategy captures almost the entire consumption

basket of Indian customers. As modern retail drives new demand,

efficiency and consumption in new categories, our strategy is based on

our deep understanding of Indian consumers. We understand the varied

buying behaviour of the Indian consumer across regional ethnicities and

are constantly innovating to craft strategies that address the subtle

differences.

Future Group's strategy is aimed at achieving inclusive, sustained

and profitable growth with three levers

Customer-orientation

The bottom line in each of our retail success stories is "know your

customer". Insights into the soul of Indian consumers - how they operate,

think, dream and line - helps us innovate and create differentiating

functionally.


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Continuous-innovation

As India's largest retailer, we understand the importance of innovation.

We rethink strategies and realign businesses with increasing agility to

provide diverse customer groups with refreshingly different retail

experiences.

Collaborative transformation

Creating a collaborative environment combining our strengths with our

suppliers and vendors helps us create immense value for our customers

which in turn fostersmatual growth.

We believe that modern Indian retail rests on the strength of two pillars

scale and efficiencies. As front-runners in both areas, we firmly believe

our core responsibility lies in providing protection to customers from the

overall rate of inflation. While the scale and size of our operations helps

us improve efficiencies, it also ensures we deliver greater value to our

customers.

Our retail thrust is focussed on four principal verticals of Food, Fashion,

General Merchandise and Home. These four categories together account

for nearly 65% of the consumption in the country and represent mass

consumer aspirations.

Acknowledging this, we are creating retail pure play through divestment

and demerger of non-retail businesses to concentrate our efforts on these

verticals.


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Indias retail boom is being driven by resurgence in the economy.

Modern retail still has around 6% share of the total retail spend in the

country, that is estimated at around US $ 400 billion. Thus, the potential

for modern retail growth in India is huge. Currently, leading retailers in

mature markets occupy the top three slots by turnover, employment and

value creation. As the Indian economy matures, it is upon us to make the

same happen in our country.

5.2 LOGISTIC AND SUPPLY CHAIN

In a highly competitive retail marketplace with changing consumer

preferences, different formats and large geographical spread, retail

logistics is a critical business activity.

At Future Group we believe the viability of a retail operation hinges as

much on achieving efficient logistics and supply chain as it does on

attaining success at the front end.

A seamless logistics function to move our products from the

manufacturer to our store shelves is at the heart of our retail operations.

Our robust presence in logistics and supply chain helps us move millions

of products to customers each day of the year across India in the most

efficient and cost-effective manner


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FUTURE SUPPLY CHAINS

Future Supply Chains, a specialized subsidiary, offers a strategic, focused

and consolidated approach to meet the groups large supply chain

requirements as well as those of select suppliers and business partners.

Future Supply Chains provides integrated end-to-end supply chain

management, warehousing and distribution, multi-modal transportation

and container freight stations.

Operates 5 major verticals: Warehousing, Transportation, InternationalLogistics, Brand Distribution and Reverse Logistics

Current warehouse footprint of over 3.5 million square feet with 67warehouses across 32 locations.

Dedicated fleet of over 400 vehicles and an outsourced fleet of 400trucks that move goods across India in the most efficient and cost-

effective manner

Li & Fung, the Hong Kong-based largest retail supply chain company, isan investor and partner of Future Supply Chains.

For more information on Future Supply Chains.

5.3 EMPLOYMENT PHILOSOPHY

Start Here.Dr eam Big. Grow Far .

We're growing in dynamic ways and are looking for people who will

enable us to continue our success. We are looking for people who are

passionate, adaptable, self-motivated, team players and who reflect our

ideology - "Rewrite rules. Retain values".


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If you share our passion for success, we invite you to be a part of an

amazing success story by taking up exciting growth opportunities with

us. Future Group is an equal-opportunity employer. We encourage people

to join us from all walks of life. To this end, we have implemented

numerous training programs that provide our employees avenues for

advancement. Our unflagging efforts have ensured that over 80 percent

of our people have been positively impacted. This has helped us identify

and nurture Future leaders and bringing fresh energy and perspective to

the business.

In potential employees, we value

Future Group looks to employee expertise to combine and sustain

business and community growth. We are fully committed to Indias

socio-economic development and seek the same values in those looking

to be part of the Future Group family


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5.4 EXECUTIVE COMMITTEE BOARD

Kishore Biyani

| Founder and Group CEO, Future Group

Considered a pioneer of modern retail in India, Kishores leadership has

led the groups transformation into Indias leading player in the

consumption sector. Regularly ranked among Indias most admired

CEOs, he is the author of the book It Happened in India. He has won

multiple awards from government bodies and the private sector in India

and abroad and is on the board of a number of bodies, including the

National Innovation Foundation in India and New York Fashion Board.

Anshuman Singh

| Managing Director & CEO, Future Supply Chain Solutions Ltd.

In a career spanning over 18 years, Anshuman has worked in all aspects

of the value chain across several industry segments such as Discrete

Manufacturing, Durables, Textiles, Retail and Supply Chain with

companies like Grasim, H&R Johnson, Bombay Dyeing, and Welspun

Retail. He is responsible for starting the first Home Furnishings

Speciality Retail Chain in the country in his last assignment as the

Director and CEO of Welspun Retail Ltd. before rejoining Future Group

where he created Future Supply Chains Ltd. Anshuman is a Mechanical

Engineer and an MBA.

B. Anand


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| Director Finance, Future Group

A Chartered Accountant by training, Anand has nearly 20 years of

experience in corporate finance and banking across diversified business

groups. Before joining Future Group, he was President-Corporate

Finance, Vedanta Resources Group. He has been associated with

Motorola India, Credit Lyonnais, HSBC, IL & FS and Citibank.

Damodar Mall

| Director, Integrated Food Strategy, Future Group

An alumnus of IIT Mumbai and IIM Bangalore, Damodar has over two

decades of experience in the FMCG and food industry. He was a co-

founder of DMart, a supermarket chain in Western India, and was

associated with Uniliver in India.

Kailash Bhatia| Director & CEO, Pantaloon Retail

Co-founder of the ColorPlus brand, Kailash has over three decades of

valuable experience in the fashion business and is considered to be a

stalwart in the Indian fashion industry. Before joining Pantaloon Retail,

he was associated with Weekender, Arvind Mills and Mafatlal Industries,

among other companies.

K. K. Rathi


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| CEO, Future Ventures India Ltd.

A qualified Chartered Accountant and Company Secretary with

approximately 24 years of professional experience in corporate finance,

strategic business planning and investment advisory, Mr. Rathi has

worked in organizations such as KEC International, H&R Johnson and

MotilalOswal Private Equity Advisors. He has previously worked as

Group CFO with Pantaloon Retail.

Sanjay Jog

| Chief People Officer, Future Group

Sanjay has over two decade of experience in working with a wide range

of companies in the services sector in India and abroad. A post-graduate

from Pune University, he joined Future Group in July 2005. Before this

he worked with companies like DHL Limited, Indian Hotels Group,

Bharti Enterprises and RPG Enterprises.

Santosh Desai

| Managing Director & CEO, Future Brands India Ltd.

An alumnus of IIM Ahmedabad, Santosh has over two decades of

experience in advertising. He was President of McCann-Erickson, India

prior to his association with Future Group. A highly respected figure in

the advertising and marketing community in India, Santosh is a columnist

with the Times of India and several other publications and has addressed

the global management boards of several multinationals, including


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Hersheys, Microsoft, Philips, Unilever, Coke etc. He is also the author

of the book Mother Pious Lady Making Sense of Everyday India.

Sumi t Dabriwala

| Managing Director, Agre Developers Ltd.

An entrepreneur in his own right and an urban developer, Sumit has 21

years of corporate experience with significant exposure to the real estate

sector. Before joining Future Group, he was on the Board of Directors of

Calcutta Metropolitan Group and Riverbank Holdings.He has served as a

Member of Infrastructure Council in CII, Infrastructure Sub-Committee

Chairman, Regional Council Member and Core Group Retail Chairman

in CII (Eastern Region), and as an Infrastructure Committee Member,

Executive Committee Member, and Chairman of Young Leaders Forum

in the Indian Chamber of Commerce.

V. Vaidyanathan

| Vice Chairman and MD of Future Capital Holdings Ltd.

An alumnus of Birla Institute of Technology and Harvard Business

School, he joined Future Group in August 2010. Before this, he was on

the Board of ICICI Bank. He has held the positions of Managing Director

and CEO of ICICI Prudential Life Insurance Co, Chairman of ICICI

Home Finance Company, and served on the boards of ICICI Lombard

General Insurance and CIBIL. He worked with Citibank India from 1990

to 2000.


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CHAPTER. 6

CASE STUDY


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CASE STUDY

Promotional Strategy of Big Bazaar & Maintaining the image in

Retailing

Executive Summary

Indian retail sector is witnessing one of the most hectic Marketing

activities of all times. The companies are fighting to win the hearts of

customer who is God said by the business tycoons. There is always a

first mover advantage in an upcoming sector. In India, that advantage

goes to BIG BAZAAR. It has brought about many changes in the

buying habits of people. It has created formats, which provide all items

under one roof at low rates, or so it claims. In this project, we will study

its marketing strategies and promotional activities.

The research titled A Study on the effective promotional strategywhich influences customer to purchase a product of Big Bazaarhelps

us to understand the effect of promotional strategy which is responsible

for attracting customer towards big bazaar This study helpful to top level

management to improve the present promotional strategy of BIG

BAZAAR.

The report deals with the impact of promotional activity which attracting

customer towards big bazaar.

The research was carried out as per the steps of Marketing Research. The

well supportive objectives were set for the study. To meet the objectives

primary research was undertaken. The data collection approach adopted


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was experimental research & survey research. The instrument used for

the data collection was observation & questionnaire. The target

respondents were the visitors of BIG BAZAAR, with the sample size of

90 for the study of sales management of the company. Tables & charts

were used to translate responses into meaningful information to get the

most out of the collected data. Based on those the inferences have been

drawn with peer supportive data.

Recommendations:

Big bazaar should keep offers in regular intervals so that there shouldnot be a long term gap, because offer is the most influencing factor

which is responsible for customer purchase decision.

And they also concentrate on T V advertisement they should show adsand promotional offers in a regular interval in three languages like

Kannada Hindi English.

Hoarding should be placed uncovered area.

Limitations:

The study was restricted to only the customers of BIG BAZAAR,Gurgaon.

The time constant was a limiting factor, as more time requiredcarrying out study on other aspects of the topic.

The result and analysis based on the customer survey method andsmall sample size has taken only 90

Findings are related to particular areas


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CONCLUSION

Indian retail sector is witnessing one of the most hectic Marketing

activities of all times. The companies are fighting to win the hearts of

customer who is God said by the business tycoons. There is always a

first mover advantage in an upcoming sector. In India, that advantage

goes to BIG BAZAAR. It has brought about many changes in the

buying habits of people. It has created formats, which provide all items

less than one roof at low rates.

The consumers preferences are changing & they are moving from

Traditional Kirana stores to Modern Retail outlet. Its the main challenge

to the Modern retail outlets to attract the customers towards them from

that of competitors. To attract more customers companies have to carry

out the promotional activities in unique way. BIG BAZAAR has

maintained that uniqueness & has succeeded in attracting customers.

The promotional activity of the company, which famous as Less Price

than others as it says Nobody Sells Cheaper and Better! is made its

place in minds of customer. As the competition is becoming stiff in the

market the activities conducted by the company are unique, that have

brought fruitful result to the company. Among them sales Promotions is

one of the leading activity or unique among all other activities & has high

influence on the customer walk-in.


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BILOGRAPHY

WEB SITE

WWW.FUTUREGROUP.COM

WWW.BIGBAZAAR.COM

WWW.SCRIBD.COM

WWW.MANAGEMENTPARADISE.COM


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QUESTIONERY

1. Tell me something about your firm.Ans. Our firm is mainly into retail and logistic.

We connect a diverse and passionate community of Indian buyers,

sellers and businesses.

2. What is the job you perform? Whats your job?Ans. I am an assistant mktg. Managing data base of the client.

3. How old is your firm?Ans.25 years.

4. What is the process?Ans.Mfg garments and supplying to stores.

5. Does retailing take place in your firm? If yes which type.Ans. Yes fixed location retailing(shopping mall)

6. Where you see your future(firm)?Ans. Ahead..

7. Is retailing profitable or not?Ans. Yes it is profitable.

8. How retailing helped you and your firm?Ans. Financially.


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9. What is the capacity(no. of member) in your firm and recruitment.Ans. 35 thousand.

10.Name the firm you had contract[pantaloon/shoppers stop etc].Ans.Pantaloon retail India and Future value retail ltd.

11.How do you recruit people on what basis.(qualification/experienceetc).

Ans. Qualification as well as experience.

12.Your employees are satisfied or not?Ans. Yes they are satisfied.

13.Does performance appraisal take place in your firm.with newemployees? If yes which model/older/360.

Ans. Yes 360

14.How wasyou experience?Ans. Its good.

retailing in future group

Documents