Customers’ perception on

pantaloons, Guwahati and ars.

Presented to:
Pantaloon Retail (India) Limited
Guwahati

By:
Vikash Jain
Aim, Guwahati

Project Guides:
EXTERNAL: INTERNAL:
Mr. Swapneel Gupta Mr. Irfan Ullah
(Assistant Store Manager) Assam
Institute of
mr. tanmoy saikia Management,
(Department Manager- Marketing) Guwahati.
Pantaloon Retail (India) Limited,
Guwahati.
Acknowledgement
I take this opportunity to express my heartfelt thanks to one

and all who encouraged and guided me directly or indirectly

in completing my project.

At the outset I would like to thank my project mentor Mr. Tanmoy Saikia

(Department Manager – Marketing), Pantaloon Retail (India) Limited,

Guwahati for guiding me throughout the project. In spite of his tight

schedule he was always available to provide the necessary guidance and

information required. Also I would like to sincerely thank Mr. Swapneel

Gupta (Assistant Store Manager) and Mr. Sreejit Dey (Store Manager) for

constantly guiding me through the project. They were always available to

answer any queries I had. Also I would like to thank other employees at

Pantaloons Retail for sharing their insights with me and helping me in the

project.

I would also like to sincerely thank Mr. Shantikam Hazarika (Director), Mr.

Irfan Ullah and other faculty members of Assam Institute of Management

for giving me such an opportunity and guiding me through.

Vikash Jain

AIM, Guwahati.

Table of Contents

Sl. No. Title Page no.

 Executive Summary 4–5
Part A: Organizational Profile
1.1 Introduction 6-8
1.2 History - Major Milestones 9
1.3 Top management 10
1.4 Size of the Organization 11
1.5 Group Vision and Mission 11-12
1.6 Mckinsey 7 S Model 12-18
1.7 Competitive Position in Industry 18-20
1.8 Future Plans of the Company 20-21
Part B: Project Work
Introduction to the problem (Need of the
2.1 study) 22-27
2.2 Objectives of the study 28
2.3 Benefits of the study 29-30
2.4 Limitations of the study 30
2.5 Methodology 31-32
2.6 Scheme of Analysis 32-35
Part C: Analysis of Data
3.1 4 Sources of shrinkage at Pantaloons 36-37
3.2 Gariahat Store Analysis 38-41
3.3 Kakurgachi Store Analysis 42-45
3.4 Camac Street Store Analysis 46-50
3.5 South City Store Analysis 51-55
3.6 Overall Impact 56-57
3.7 Carrying Cost of Inventory 58-62
4 Findings 63-65
5 Recommendations & Suggestions 66-69

Executive Summary
The key to customer retention is customer satisfaction. A highly satisfied

customer generally stays loyal longer, buys more as the company introduces

new products and upgrades existing products, talks favourably about the

company and its products, is less sensitive to price and costs less to serve

than new customers because transactions are routine.

This project aims to find out customers’ perception about pantaloons,

Guwahati and the level of satisfaction w.r.t. the products, location, brands,

ambience and customer satisfaction. It is also aimed to find out the level of

awareness among the people about the various benefits given by the

organization such as Green Card Membership, Fashion Friday, Lowest Price

Day in Food Bazaar, Shop More Save More Offer, etc. It is also aimed to the

ARS, i.e. Automatic Replenishment System (ARS) which gives the

organization an edge to acquire products on a recurring basis to support

anticipated customer needs.

The project revealed that the perception of customers about Pantaloons is

very favourable. There is a mixed view about the location of the store. There
is very less awareness about the Green Card Membership and Fashion

Friday as almost 50% of the respondents are not aware of the same. There is

even very less awareness about the in-house brands except John Miller. The

Customer Loyalty Programme (CLP) suffers from problems like huge

backlog, improper maintenance of the accessories stock and inefficient

system to work with.

There have been a lot of problems arising in these areas including the stock

replenishment system due to which there is sometimes mismatch between

customers’ requirements and the products offered to them which in turn

affects customer retention. Thus, initiative should be taken to improve the

quality of the system, proper stock maintenance of the accessories for the

CLP and strict adherence to the ARS. Assessing the various media of

promotion and finding the right promotion mix should help in a big way to

create more awareness among the people about the various benefits that the

organization provides.

ORGANISATIONAL PROFILE
1.1 INTRODUCTION

Pantaloon Retail (India) Limited (PRIL) is the flagship company of Future

Group, a business group catering to the entire Indian consumption space.

PRIL is India’s leading retailer that operates multiple retail formats catering

to the needs of both the value and lifestyle segment of the Indian consumer

market. The company which started its operations from Kolkata is now

headquartered in Mumbai (Bombay), India’s commercial capital. The

company operates over 7 million square feet of retail space, has over 1000

stores across 53 cities in India and employs over 25,000 people.

The company operates in diverse formats. Some of the company’s leading

formats include

Pantaloons - a chain of fashion outlets.

The first Pantaloons was opened in Gariahat in 1997. Over the years, it has

undergone several transitions. When it was first launched, this store mostly

sold external brands. Gradually, it started retailing a mix of external brands

while at the same time introduced its own private brands. Initially positioned

as a family store, it finally veered towards becoming a fashion store with an

emphasis on 'youth' and clear focus on ‘fresh fashion’.

Today, the fashion store extends to almost all the major cities across the

country. Pantaloons has established its presence with stores not just in the

metros, but also in smaller towns. Today there are around 46 Pantaloons

store across the country.

Big Bazaar - a hypermarket chain

Big Bazaar is Future Group's flagship hypermarket format. It has around 86

outlets in India. It works on the same economy model as Wal-Mart and has

considerable success in many Indian cities and small towns. It caters to

every need of the entire family. It promises to give the best products at the

best prices. It is the biggest and the fastest growing chain of department

store and aims at being 350 stores by the end of year 2010.

Food Bazaar - a supermarket chain

Flagged off in April’02, Food Bazaar is a chain of large supermarkets

focusing on eatable items. It blends the look, touch and feel of Indian

bazaars with aspects of modern retail like choice, convenience and quality.

There are around to 140 food bazaars in India.

Central - a chain of seamless destination malls

Central is a showcase, seamless mall and the first of its kind in India. The

thought behind this concept was to give customers an unobstructed and a

pure shopping experience and to ensure the best brands are available under

one roof. Central was built keeping in mind the proposition of offering the

consumer the benefits of shopping, eating and celebrating. Central houses

over 300 brands across categories, such as apparel, footwear and accessories

for women, men, children and infants, apart from Books, Music, Books,

Coffee Shops, Food Courts, Super Markets, Fine Dining Restaurants, Pubs

and Discotheques. At present there are 7 Central Malls located in India.

 Some of its other formats include aLL, Brand Factory Depot, Shoe

Factory, Blue Sky, Fashion Station, Top 10, mBazaar and Star and

Sitara. The company also operates an online portal, futurebazaar.com.

A subsidiary company, Home Solutions Retail Limited also operates the

following formats

 Home Town - a large-format home solutions store,

 Collection I - selling home furniture products and

 E-Zone - focused on catering to the consumer electronics segment.

1.2 History - Major Milestones

1987 - Company incorporated as Manz Wear Private Limited. Launch of

Pantaloons trouser, India’s first formal trouser brand.

1991 - Launch of BARE, the Indian jeans brand.

1992 - Initial public offer (IPO) was made in the month of May.

1994 - The Pantaloon Shoppe – exclusive menswear store in franchisee

format launched across the nation. The company starts the distribution of

branded garments through multi-brand retail outlets across the nation.

1995 - John Miller – Formal shirt brand launched.

1997 - Pantaloons – India’s family store launched in Kolkata.

2001 - Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s first

hypermarket chain launched.

2002 - Food Bazaar, the supermarket chain is launched.

2004 - Central – ‘Shop, Eat, Celebrate In The Heart Of Our City’ - India’s

first seamless mall is launched in Bangalore.

2005 - Fashion Station - the popular fashion chain is launched.

1.3 TOP MANAGEMENT

BOARD OF DIRECTORS

Mr. Kishore Biyani Managing Director

Mr. Gopikishan Biyani Wholetime Director
Mr. Rakesh Biyani Wholetime Director
Mr. Ved Prakash Arya Director
Mr. Shailesh Haribhakti Independent Director
Mr. S Doreswamy Independent Director
Dr. D O Koshy Independent Director
Ms. Anju Poddar Independent Director
Ms. Bala Deshpande Independent Director
Mr. Anil Harish Independent Director

MANAGEMENT TEAM

Name Designation
Rakesh Biyani CEO – Retail
Anshuman Singh CEO - Value Fashion
Arvind Chaudhary CEO - Food Business
Damodar Mall CEO - Incubation & Innovation
Hans Udeshi CEO - General Merchandising
CEO - Home Solutions Retail (India)
Hemchandra Javeri
Ltd.
CEO - Integrated Merchandising
Kailash Bhatia
Group
Madhumati Lele CEO - Services
Rajan Malhotra CEO - Big Bazaar
Sadashiv Nayak CEO - Food Bazaar
Sanjeev Agrawal CEO – Pantaloons
Vishnu Prasad CEO - Central & Brand Factory
Chandra Prakash Toshniwal Chief Financial Officer
Sanjay Jog Head - Human Resources

1.4 Size of the organization

  Turnover: 4701.94 crores

 Net Profits: 111.97 crores

 Retail Space: The company operates in over 7 mil sq feet

 Employees: The company employs over 25000 people.

 Geographical Spread: 1000 stores spread across over 53 cities

1.5 Vision & Mission Statement

Group Vision

Future Group shall deliver Everything, Everywhere, Everytime for Every

Indian Consumer in the most profitable manner.

Group Mission

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

served only by creating and executing future scenarios in the consumption

space leading to economic development.

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

realty, making consumption affordable for all customer segments – for

classes and for masses.

We shall infuse Indian brands with confidence and renewed ambition. We

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

do. We shall ensure that our positive attitude, sincerity, humility and united

determination shall be the driving force to make us successful.

1.6 McKinsey’s 7 S Framework

Strategy

The business strategy of Pantaloon Retail has been to capture the entire

consumption space of the Indian consumers. The company has moved from

one retail business to another, keeping in pace with the changing needs and

aspirations of the Indian consumer. They company which primarily started

as a garment retailing company has moved into multiple businesses on the

backdrop of the endless opportunities being provided by the growing Indian

economy.
The company has adopted a strategy to serve all segments of the Indian

Consumer market whether it is lifestyle stores like Pantaloons that aims to

offer customers enhanced shopping experience or value format stores like

Big Bazaar which follows a strategy of always providing at the lowest

possible prices as well as the convenience of finding everything under one

roof.

The company has adopted a strategy of catalyzing consumption and not just

capturing it. The company follows a strategy of discovering new customers,

new markets, new geographies and new business possibilities.

System

Considering this scale of expansion, technology plays a significant

facilitating role. The introduction of SAP in 2005-06 and its roll out during

the year positively impacted the business. Big Bazaar has initiated the

process of Auto Replenishments Systems, thus improving operational

efficiencies and productivity. The company has also rationalized nearly 250

vendors through better vendor management in terms of potential to expand,

and for inclusion and upgradation to the online B2B platform.

Structure

Hierarchy of structure for the Pantaloon Format Store

Shared Values

The Future group as the name suggests believes in exploring areas yet

unexplored. Writing rules yet unwritten as well as creating new

opportunities have been the building blocks of its success. The group does

not believe in waiting for the future to unfold itself rather it believes in

creating future scenarios. The group does not just spots trend but also creates

them.

While doing all these, the following core values are shared and transpires

among everyone in the organization

 • Indianness: confidence in ourselves.

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

• Respect & Humility: to respect every individual and be humble in our

conduct.

• Introspection: leading to purposeful thinking.

• Openness: to be open and receptive to new ideas, knowledge and

information.

• Valuing and Nurturing Relationships: to build long term relationships.

• Simplicity & Positivity: Simplicity and positivity in our thought,

business and action.

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

• Flow: to respect and understand the universal laws of nature.

Staff

Pantaloon has been successful in keeping its workforce of 25000 highly

satisfied and motivated. The company has an attrition rate of 8.12%, much

below industry levels.

Pantaloon would not have been able to expand and have the same level of

success without hiring and taking care of quality employees. Some of

Pantaloon human resource activities include employee advancement,

employee recruitment on college universities, and employee training and

development. Additionally, while most firms in retail facing talent crunch

Pantaloon has tied up with various college and institutes to ensure it has

fresh supply of talent at its disposal. Close to 46% of the employees in the

organization are women and the average age within the organization is 27

years.

The company has a adopted a policy of collaborating on joint degree

programs with 15 management schools, design institutes and institutes of

higher learning in areas like food business, supply chain management,

design experience management etc. This ‘Seekho’ programme for the

external and internal candidates ensures a steady stream of mid level, well

trained retail professionals every year. The company’s ‘Gurukool’

programme provides the front-end employees an opportunity to imbibe the

company’s values and a sense of ownership to the company.

Style

At Pantaloon, empowerment and freedom of work is clearly apparent. This

can be seen with various category managers at each store level being

empowered with taking all decisions with respect to their departments from
deciding inventory levels to placing replenishment orders. Out of the Box

thinking has become a way of life at Pantaloon and living with the change, a

habit. Such a culture in necessary to go in line with the organizational

strategy of exploiting changing consumer aspirations. In the quest of

creating an Indian model of retailing, Pantaloon has taken initiatives to

launch many retail formats that have come to serve as a benchmark in the

industry. The management is very dynamic and does not focus or focus of

predicting future but rather believes in creating the future.

Skills:

Pantaloon by tying with various management institutes in India has ensured

that it has sufficient inflow of managerial skill required. In addition to that

the human resource department undertakes various training and

development programs to ensure that the employees have the necessary

skills to discharge their responsibilities.

Also another area where pantaloon scores over its competitors is its

bargaining skills. It has been able to ensure higher margins for itself from

the suppliers. Also the supply chain skills of the company are among the

best in the Indian retail sector. The company carefully rationalizes its

vendors. For instance, Pantaloon buys its dry staples directly from millers
for its Food Bazaars; it is now experimenting with contract farming, too, to

lower its cost structure.

1.7 Competitive Position in the Industry

The growth and opportunity in the Indian retail space has attracted many

players. A large number of domestic companies, including some of the

largest business conglomerates in India, have started to roll out their

operations or are in the process of rolling out their initiatives in retail.

Multinational companies have also announced their entry into India, through

single-brand outlets, joint ventures with domestic companies and other

routes. Regional companies are also growing fast and some of them are

trying to enter at the national level. Having been closer to the ground

realities and being witness to the rising consumption demand at its own

stores, the Company had expected that more players will be attracted into

this sector, sooner or later. Over the years the Company had pursued large

scale expansion. At the same time, it has taken aggressive steps to ensure

that real estate, supply partners and potential employees are locked-in for the

years ahead so that none of these inputs become scarce once. While most of

its competitors are present in one or two formats eg. Subhiksha in discount

stores, Vishal Retail in hypermarket, Raheja Group’s Shoppers Stop and

 Tata’s Trent in the lifestyle stores, Pantaloon has established itself in

multiple formats. They have diversified themselves to cover almost the

entire consumption space.

A table showing comparing the various retailers in

India

Retail No of Geographical
Company Turnover Space stores spread Store Name Format
Departmental
.975 30 18 Westside Store
Trent 445.78 cr million
3 3 Star Bazar Hypermarket
sq feet
10 8 Landmark Books
Spencers
Hypermarket Hypermarket
Spencer's Super Grocery
400 65 cities
2 Spencer's Daily
RPG Retail 600 cr million Spencer's
sq feet Express Grocery
Books and
1 1 Beyond Books
432 30 RPG Cellucom Electronics
2.29
Vishal
602.65 cr million Vishal
Retail
sq feet 108 73 Megamart Hypermarket
Departmental
24 12 Shoppers Stop Store
1.5 14 Crossword Books
Shoppers
899.6 cr million
Stop Home
sq feet
3 3 Homestop Solutions
8 Mothercare Speciality store
over 2
Subhiksha 1000 cr million
sq feet 1000 90 Subhiksha Discount Store
Pantaloon has turnover 3 folds more than its largest competitor. Also if we

look at the retail presence Pantaloon with a retail space of 7 million square is

much larger than its competitor. Though big large business houses like

Reliance, Aditya Birla Group and Wal Mart have commenced or either

commencing their retail operations one problem they will face is the lack of

availability of retail space at prime locations as well as the high real estate

prices. Pantaloons on the other hand acquired real estate at prime locations

at reasonable prices.

1.8 Future Plans of the company

Keeping in mind the growing market of organized retail as well as the

growing competition the company is planning to take the following

initiatives.

1) One of the strategies that Pantaloon is pursuing for the future is the

wide scale expansion of the established retail formats into new

geographies and territories. The focus is more on Pantaloons, Big

Bazaar and Food Bazaar formats. Especially with Big Bazaar the

company is planning to expand in the tire II and tire III cities. It has

become a rat race among the large retailers as to who comes up with

their store first in these cities.

2) Pantaloon at the same time plans to capture the changing consumption

trend. This it plans to do so by experimenting with new formats and

specialty formats.

3) Increase retail space by around 6 million sq feet in the current

financial year.

4) Since location is a very important factor in retail the company is

acquiring real estate at prime locations. However the surge in real

estate prices has affected the plans of the company. The company has

already acquired 23 million sq feet of retail space which it plans to

make operational on or before 2011.

 Customers’ Perception About Pantaloons

OBJECTIVES

To assess customers’ perception about Pantaloons,

Guwahati.

Methodology

In this project various methods have been used so as to gain

the maximum relevant information from the respondent

taking minimum effort. I took the help of the following

methods to communicate with the respondents:

Questionnaire method

Face to Face Interview

Research Design

Exploratory research: The methods used in exploratory can

range from usual surveys, to focus groups, to consultations

with experts in the field, to analysis of selected cases.

Sampling Method

SELECTION OF SAMPLE:

Sampling element: Target respondents (Pantaloons visitors

and non-visitors)

Sampling Frame: Population (Businessmen, Service Holder,

Professional, Student and Housewives)

Random sampling throughout Guwahati.

Sample Size: 150

 Analysis

Q1. Have you visited Pantaloons, Ghy?

Table1.1

Nature Count Percentage

Visitors 134 89.00
Non Visitors 16 11.00
Total 150 100

Figure1.1 shows the percentage of people who have visited

pantaloons. Out of the total 150 respondents, 134 i.e., 89%

of the respondents have visited Pantaloons. Thus, there is

still scope for attracting more and more people to the store

through extensive marketing strategies and better

marketing mix.

Figure1.1
Q2. From which source did you come to know about

Pantaloons?

Table1.2

Source Count Percentage

Friends 66 49
T.V. 11 8
Relatives 14 10
Hoardings 21 16
Newspaper 12 9
Others 10 8
Total 134 100

Figure1.2 shows the percentage contribution of various

sources in making people aware of Pantaloons, Ghy. It is

clear that friends are the most effective source of influence

which we can term as “Word of Mouth”. It has contributed

49% and relatives have contributed 10%, i.e. almost 60% of

the 134 respondents who have visited Pantaloons, Guwahati

came to know about Pantaloons through word of mouth.

Hoardings have also made a significant contribution, i.e.

16%.

So, more effort is required on the part of the management to

satisfy more and more customers in order to retain them

which in turn will talk good about the store and its product

which will attract more and more customers to the store.

Figure1.2 Percentage Contribution of Various

Sources

Q3. What do you think about Pantaloons, Ghy?

Table1.3

Percentag
Perception Count e
Excellent 32 24
Good 77 57
Satisfactory 24 18
Poor 1 1
V. Poor 0 0
Total 134 100
Figure 1.3 shows that only 1 person, i.e. almost 1% of the

134 respondents who have visited Pantaloons, Ghy have

said that it’s poor. Otherwise, the respondents seem to really

like the store very much.

Figure1.3 Perception of Customers in Percentage

Q6. What do you think about the location of Pantaloons,

Ghy?

Table1.4

Perception Count Percentage

Too Far 26 19
Far 20 15
Nice drive 18 13
 Not a problem 49 37
Near 21 16
Total 134 100

Figure1.4 shows that there is a mixed feeling about the

location of pantaloons among the respondents. It suffers

from a problem, i.e. the respondents living in the vicinity of

the store have given a favourable comment, whereas those

who live far away from the store have given unfavourable

comments, which is obvious. But for around 50% of the

respondents location is either not a problem or they find it to

be a nice drive. Being located in such an area is not at all a

drawback, but if it would have been located somewhere near

the centre of the city it would have been a bonus for the

store.

Figure1.4
Q7. Are you aware of Green Card Membership?

Table1.5

Nature Count Percentage

Aware 75 56
Not aware 59 44
Total 134 100

Figure1.5 shows that a huge percentage of respondents are

not aware of Green Card Membership, i.e. 44% of the

respondents. This means that the management needs to

seriously think about it and accordingly plan promotional

activities in order to make more and more people aware

about the various benefits they get through it. This will
increase customer loyalty which will help in retaining the

customers in a big way.

Figure1.5

Q8. Which is the Fashion Day in Pantaloons when you get

extra privilege?

Table1.6

Day Monday Tuesday Wednesday Thursday Friday Saturday Sunday Total

Count 4 10 10 7 47 30 26 134

Percentage 3 8 8 5 35 22 19 100

Figure1.6 shows that there is very less awareness among

the respondents about “Fashion Friday”. Only 47

respondents, i.e. 35% of them have said that the fashion day

is Friday. Thus, effective measures should be taken to make

more and more people aware of Fashion Friday. Promotional

activities can be increased on Thursdays and Fridays on local

media such as FM Radio, SMS and Newspapers.

Figure1.6

Q9. Are you aware of the following brands?

Table1.7

John Akkri Lomba Bar Urba Ajil

Brands Miller ti rd e na e
Aware Nos 112 59 35 48 34 30
Not Aware
Nos 22 75 99 86 100 104
13
Total 134 134 134 4 134 134

Figure1.7 shows that there is very less awareness about the

in-house brands among the people except John Miller.

Around 84% of the respondents are aware of John Miller. This

is not the case with other in-house brands as no other

brands’ awareness is above 50%. They are way below 50%.

So, better promotional schemes should be undertaken to

create more awareness about those brands.

Figure1.7

Q10. Are you satisfied with the brands currently available at

pantaloons?

Table1.8

Percentag
Nature Count e
Satisfied 119 89
Not Satisfied 15 11
Total 134 100

Figure1.8 shows that around 89% of the respondents are

satisfied with the brands currently available in the store.

11% of the respondents are not satisfied with the brands.

But both these categories of respondents have suggested

brands that they would like to see in Pantaloons such as

Levi’s, Van Huesen, Louie Phillipe, Spykar, Killer,

Zodiac, Zod, Arrow, etc.

Figure1.8

Q11. According to you which floor or level in pantaloons is

the best and why?

Table1.9

Percentag
Floor Count e
1st Floor 67 50.0
2nd Floor 50 37.3
3rd Floor 15 11.2
4th Floor 2 1.5
Total 134 100
Figure1.9 shows that 50% of the respondents found the 1st

Floor to be the best and around 37% of the respondents

found the 2nd Floor to be the best. This is so may be because

they come basically for garments which they get only on the

1st and 2nd Floor. But Café Coffee Day has certainly started

attracting people to the 3rd Floor.

Figure1.9

Q14. Where is Food Bazaar located?

Table1.10

Coun Percenta
Place t ge
Big Bazaar 13 10
Pantaloons 48 36
Both 70 52
None 3 2
Total 134 100
 Figure1.10 shows that only 52% of the respondents know

that Food Bazaar is located in both Pantaloons and Big

Bazaar. Taking Pantaloons alone, 88% of respondents know

that there is food Bazaar in Pantaloons.

Figure1.10

Q15. Which is the LOWEST PRICE DAY of the week at the

Food Bazaar?

Table1.11

Monda Tuesda Wednesd Thursda Frida Saturda Sunda Tot

Day y y ay y y y y al

Count 10 11 50 12 10 14 27 134
Percent
age 7 8 37 9 7 10 20 100
Figure1.11 shows that there is very less awareness among

the respondents about the lowest price day at the Food

Bazaar. Only 37% of the respondents are aware of

Wednesday Bazaar. Effective promotional schemes should

be applied specially on Tuesdays and Wednesdays on local

media like FM Radio, SMS, Newspapers, etc.

Figure1.11

Q16. Where is Food Bazaar located in Pantaloons?

Table1.12

Percentag
Floor Count e
1st Floor 0 0
2nd Floor 3 2
3rd Floor 110 82
4th Floor 21 16
Total 134 100
Figure1.12 shows that 82% of the respondents have said

that Food Bazaar is located on the 3rd Floor. 16% of the

respondents have said that it’s on the 4th floor because of

two reasons. Some were confused as they thought that it is

on the top floor in Pantaloons and others got confused with

the food court on the 6th Floor. Thus, some more posters

may be put inside the store and more displays can be made

to make people aware that it is located on the 3rd Floor in

Pantaloons.

Figure1.12