CHAPTER-I INTRODUCTION

India is witnessing an unprecedented consumption boom. The economy is growing between 7 and 9 percent and the resulting improvements in income dynamics along with factors like favorable demographics and spending patterns are driving the consumption demand. Indian Retail Industry is ranked among the ten largest retail markets in the world. The attitudinal shift of the Indian consumer in terms of "Choice Preference", "Value for Money" and the emergence of organized retail formats have transformed the face of Retailing in India. The Indian retail industry is currently estimated to be a US$ 200 billion industry and organized Retailing comprises of 3 per cent (or) US$6.4 Billion of the retail industry. With a growth over 20 percent per annum over the last 5 years, organized retailing is projected to reach US$ 23 Billion by 2010. The Indian retail industry though predominantly fragmented through the owner -run " Mom and Pop outlets" has been witnessing the emergence of a few medium sized Indian Retail chains, namely Pantaloon Retail, RPG Retail, Shoppers Stop, Westside (Tata Group) and Lifestyle International. Given the attractiveness of the Indian retail sector, foreign retailers like Wal-Mart, Carrefour SA, Europe's largest retailer and Tesco Plc, the UK's largest retailer, were keen to enter this growing market, despite the Indian retail sector being closed to foreign direct investment (FDI). In February 2006, the Indian Government had announced its decision to allow FDI of up to 51% in single brand retailing. Wal-Mart had said that India was high on its priority and that it was closely monitoring the Government's policy on FDI in the retail sector. In the last few years, Indians have gone through a dramatic transformation in lifestyle by moving from traditional spending on food, groceries and clothing to lifestyle categories that deliver better quality and taste. Modern retailing satisfies rising demand for such goods and services with many players entering the bandwagon in an attempt to tap greater opportunities Modern Retail Formats in India.

Hypermarket Typically varying between 50,000 sq. ft. and 1, 00,000 sq. ft., hypermarkets offer a large basket of products, ranging from grocery, fresh and processed food, beauty and household products, clothing and appliances, etc. The key players in the segment are: the RPG Group's Giant (Spencers) hypermarkets, and Pantaloon Retail's Big Bazaars.

Cash-and-carry These are large B2B focused retail formats, buying and selling in bulk for various commodities. At present, due to legal constraints, in most states they are not able to sell fresh produce or liquor. Cash-and-carry (C&C) stores are large (more than 75,000 sq. ft.), carry several thousand stock-keeping units (SKUs) and generally have bulk buying requirements. In India an example of this is Metro, the Germany-based C&C, which has outlets in Bangalore and Hyderabad.

Department Store Department stores generally have a large layout with a wide range of merchandise mix, usually in cohesive categories, such as fashion accessories, gifts and home furnishings, but skewed towards garments. These stores are focused towards wider consumer audience catchments, with in-store services as a primary differentiator. The department stores usually have 10,000 - 60,000 sq. ft. of retail space. Various examples include: (i) Shoppers' Stop, controlled by the K. Raheja Group, a pioneering chain in the country's organized retail; (ii) Pantaloons, a family chain store, which is another major player in the segment; (iii) Westside, the department store chain from Tata Group's Trent Ltd; (iv) Ebony, a department store chain from another real estate developer, the DS Group; (v) Lifestyle, part of the Dubaibased retail chain, Landmark Group; and (vi) the Globus department and superstore chain.

Supermarket Supermarkets, generally large in size and typical in layouts, offer not only household products but also food as an integral part of their services. The family is their target customer and typical examples of this retailing format in India are Apna Bazaar, Sabka Bazaar, Haiko, Nilgiri's, Spencers from the RPG Group, Food Bazaar from Pantaloon Retail

Shop-in-Shop There is a proliferation of large shopping malls across major cities. Since they are becoming a major shopping destination for customers, more and more retail brands are devising strategies to scale their store size in order to gain presence within the large format, department or supermarket, within these malls. For example, Infinity, a retail brand selling international jewellery and crystal ware from Kolkata's Magma Group, has already established presence in over 36 department chains and exclusive brand stores in less than five years. Shop-in-shops have to rely heavily on a very efficiently managed supply chain system so as to ensure that stock replenishment is done fast, as there is limited space for buffer stocks.

Specialty Store Specialty stores are single-category, focusing on individuals and group clusters of the same class, with high product loyalty. Typical examples of such retail format are: footwear stores, music stores, electronic and household stores, gift stores, food and beverages retailers, and even focused apparel chain or brand stores. Besides all these formats, the Indian market is flooded with formats labeled as multi-brand outlets (MBOs), exclusive brand outlets (EBOs), kiosks and corners, and shop-in-shops.

Category Killers Large Specialty Retailers Category killers focus on a particular segment and are able to provide a wide range of choice to the consumer, usually at affordable prices due to the scale they achieve. Examples of category killers in the West include Office Mart in the US. In the Indian context, the experiment in the sector has been led by The Loft, a footwear store in Powai, Mumbai measuring 18,000 sq. ft.

Discount Store A discount store is a retail store offering a wide range of products, mostly branded, at discounted prices. The average size of such stores is 1,000sq.ft. Typical examples of such stores in India are: food and grocery stores offering discounts, like Subhiksha, Margin Free, etc. and the factory outlets of apparel and footwear brands, namely, Levis factory outlet, Nikes factory outlet, Koutons, etc.

Convenience Store A convenience store is a relatively small retail store located near a residential area (closer to the consumer), open long hours, seven days a week, and carrying a limited range of staples and groceries. Some Indian examples of convenience stores include: In & Out, Safal, amongst others. The average size of a convenience store is around 800sq.ft.

1.1 BACKGROUND OF THE STUDY

Modern retail business focuses on maximizing customer footfalls and capturing rising volume and share of the customer wallet. While the competition strategy is largely price focused, the model works by: (i) improving sourcing efficiencies; (ii) expanding product assortment; (iii) differentiating service; (iv) Enhancing the store ambience. Thus, there are four drivers of modern retails one-stop shopping model: price, product, service, and ambience. The range of merchandise is perhaps the most important reason for customers to patronize a particular outlet. The initial curiosity of a new store may draw a consumer to that particular retail store, but to convert him into a buyer and to retain him over a period of time, is largely dependent on the quality and the range of merchandise offered by a store. If the merchandise is similar to that of another store or what is commonly available, the customer may not see any reason for switching stores. The range of the merchandise offered plays an important role in the case of categories like durables, books and music, apparel and other lifestyle products. According to the study of KSA Technopak, the key drivers for todays consumers are:
y y y y y

An enjoyable shopping experience Value for money Product quality Fashion attributes and Saving time

Consumers also show preference for shops offering special schemes or sales.

PRIVATE LABEL BRANDS Every organized retailer in India is bringing out their private label brands. In order to differentiate themselves from other competing stores that sells various brands of merchandise, to create a sustainable differentiation for their product offerings, in order to stay ahead of local competition , providing a good shopping experience and yet maintain profitability the retailers comes with their own brand products.

Manufacturers anticipate that large retailers will expend efforts on building their own store brands and will favor those brands in building in-store visibility and allocation of shelf space. This will become more of a threat as the point of consumer decision-making shifts from the home to the shop floor as consumers build a preference for self-service formats. The threat is somewhat mitigated in the short term by their belief that modern retailers will tend to launch private labels more in the staples category, where the presence of brands is currently low. Manufacturers also felt that they have constantly battled strong regional/local brands successfully and that private labels are another form of such competition. Also, modern retailers will first face the arduous task of building strong, differentiated store brands before developing and building their private label brands. The multiplicity of categories in which private labels will need to be built also makes this task harder for the retailers

1.2 ORGANIZATIONAL PROFILE

Pantaloon Retail (India) Limited, is Indias leading retailer that operates multiple retail formats in both the value and lifestyle segment of the Indian consumer

market. Headquartered in Mumbai (Bombay), the company operates over 10 million square feet of retail space, has over 1000 stores across 61 cities in India and employs over 30,000 people. PantaloonRetail (India) Limited was incorporated as Manz Wear Private limited in the year 1987. It becomes a public limited company in 1991 and was renamed Pantaloon Retail (India) Limited in1999. It launched three successful brands Pantaloon trousers, Bare denims and John Miller shirts, between 1987-1993.The company introduced the concept of the Pantaloon Shoppe, an exclusive mens wear retail store, which expanded across India from 1994-1998.In the year 1997, Pantaloon moved to large format retail lifestyle with the launch of Pantaloons, Indias Family Store. 5

The management was aware that in retail, size mattered. the business revolves around volumes. Lifestyle retailing did not really provide these volumes; the volumes came from the large Indian middle class market that was waiting to be tapped. Big Bazaar-the discount store was launched in the year 2001, to meet the aspirations of the middle class The companys leading formats include Pantaloons, a chain of fashion outlets, Big Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain, blends the look, touch and feel of Indian bazaars with aspects of modern retail like choice, convenience and quality and Central, a chain of seamless destination malls. Some of its other formats include, Depot, Shoe Factory, Brand Factory, Blue Sky, Fashion Station, aLL, Top 10, mBazaar and Star and Sitara. The company also operates an online portal, futurebazaar.com. A subsidiary company, Home Solutions Retail (India) Limited, operates Home Town, a large-format home solutions store, Collection i, selling home furniture products and E-Zone focussed on caterng to the consumer electronics segment. Pantaloon Retail was recently awarded the International Retailer of the Year 2007 by the USbased National Retail Federation (NRF) and the Emerging Market Retailer of the Year 2007 at the World Retail Congress held in Barcelona. Pantaloon Retail is the flagship company of Future Group, a business group catering to the entire Indian consumption space. Future Group Future Group is one of the countrys leading business groups present in retail, asset management, consumer finance, insurance, retail media, retail spaces and logistics. The groups flagship company, Pantaloon Retail (India) Limited operates over 10 million square feet of retail space, has over 1,000 stores and employees over 30,000 people. Future Group is present in 61 cities and 65 rural locations in India. Some of its leading retail formats include, Pantaloons, Big Bazaar, Central, Food Bazaar, Home Town, eZone, Depot, Future Money and online retail format, futurebazaar.com.

Future Group companies includes, Future Capital Holdings, Future Generali India Indus League Clothing and Galaxy Entertainment that manages Sports Bar, Brew Bar and Bowling Co. Future Capital Holdings, the groups financial arm, focuses on asset management and consumer credit. It manages assets worth over $1 billion that are being invested in developing retail real estate and consumer-related brands and hotels. The groups joint venture partners include Italian insurance major, Generali, French retailer ETAM group, US-based stationary products retailer, Staples Inc and UK-based Lee Cooper and India-based Talwalkars, Blue Foods and Liberty Shoes. Future Groups vision is to, deliver Everything, Everywhere, Every time to Every Indian Consumer in the most profitable manner. The group considers Indian-ness as a core value and its corporate credo is - Rewrite rules, Retain values.

1.3 STATEMENT OF PROBLEM:

The Retailers differentiates themselves from other retailers based on the category and quality of products and services. Even though hypermarkets have been getting a lot of attention in recent times, it is the trend for Hyper Market that to take off. The Hyper Market trend cuts across sectors with some offbeat categories and even some in the unorganized sector. The hypermarkets normally face the threats from these specialty stores/ super markets and the unorganized retailers.

1.4 OBJECTIVE OF THE STUDY:

PRIMARY OBJECTIVE: To study the customer expectation and their satisfaction towards the product and services provided by Big Bazaar (Hyper Market). SECONDARY OBJECTIVE:  To study the Customer Service as a factor to know the customer satisfaction at Big Bazaar  To study the customer facility provided by the Big Bazaar to fulfill the customer needs  To study the product quality for the product including Private Label Brands which is sold at Big Bazaar  To study the variety of the product available to satisfy the needs of the customer according to the expectation of the customers at Big Bazaar  To study the customer satisfaction from pricing strategies used also at Private Label Brands which are available at Big Bazaar
 To study the attractive offer and how often that offer provided at Big Bazaar

1.5 SCOPE OF THE STUDY:

A study on customer expectation and satisfaction will help the store to know about the real needs and wants of a customer and his/her preference towards factors like reasonable price, good quality, varieties and discounts. The study will also help the store to know about the consumer preferences for branded and non-branded products. Thus the results of the study will definitely help the store to formulate new strategies based on consumer preferences which would result in increased sales as well as customer satisfaction.

1.6 TIME FRAME:

The time frame for the study is two months. The study was carried on from 22th May 2010 to 30th July 2010

1.7 GEOGRAPHICAL AREA:

The study was carried out in the city of Chennai, since the study was done for the Big Bazaar store located in Pondy bazaar, Chennai.

CHAPTER-II 2. REVIEW OF LITERATURE

Big retail likely to undermine known brands: Industry analyst and president of IMRB International, Thomas Puliyel writes about how the entry of large retail companies will change the way Indian consumer make purchasing decisions. Currently, consumers are opening their wallets like never before, mostly putting purchases on credit cards, but over time it is likely that consumers will become more conscious of the power they have to decide between these stores and medium sized newer entrants. Source: The Economic Times Thursday, February 15, 2007

Private labels key to profitability:

Retail chains are increasingly relying on private labels to catch the gaps in their product mix and targeting specific needs of consumers. Pantaloons, Westside, Ebony and Shoppers Stop are all increasing their range of private labels to improve their profit margins as well as increase average bill size. According to Govind Shrikhande, CEO of Shoppers Stop, Today, the offering of private labels is not about price. The private label brands are filling the missing gap in terms of both range and quality. Private labels are more about targeting specific merchandise for youth and mature customers. Categories such as womens luggage, accessories, corporate clothing, gym and yoga wear etc are some of the segments that retailers are targeting. While retailers are still pricing their private labels are a lower level, the emphasis is no longer on saving costs but on developing a specialized portfolio. A considerable body of literature in a range of different disciplines exists on consumption, consumer behaviour, and consumer decision-making process. Research in economics, business, marketing, psychology and sociology domains studies consumer behaviour from different theoretical premises: for economists, consumption is used to produce utility; for sociologists, it is a means of stratification; for anthropologists a matter of ritual and symbol; for psychologists the means to satisfy or

express physiological and emotional needs; and for business, it is a way of making money(Fine 1997).

For more than a decade now, a range of studies that address environmentally sound consumer behaviour, e.g. car use, waste sorting, minimization and recycling practices, have been conducted. However, few studies evaluated consumer acceptance of the PSS concept a consumption based on non-ownership of physical products, see, for example, studies on car sharing schemes (Schrader 1999; Meijkamp 2000), ski rental and washing services (Hirschl, Konrad et al. 2001).

The paramount goal of marketing is to understand the consumer and to influence buying behaviour. One of the main perspectives of the consume r behaviour research analyses buying behaviour from the so-called information processing perspective" (Holbrook and Hirschman 1982). According to the model, customer decision-making process comprises a need satisfying behaviour and a wide range of motivating and influencing factors. The process can be depicted in the following steps (Engel, Blackwell et al. 1995):

y Need

recognition realisation of the difference between desired situation and the current

situation that serves as a trigger for the entire consumption process.

y Search

for information - search for data relevant for the purchasing decision, both from

internal sources (one's memory) and/or external sources.

y Pre-purchase

alternative evaluation - assessment of available choices that can fulfill the

Realized need by evaluating benefits they may deliver and reduction of the number of Options to the one (or several) preferred.
y Purchase

- acquirement of the chosen option of product or service. - utilization of the procured option. alternative re-evaluation - assessment of whether or not and to what degree

y Consumption y Post-purchase

the consumption of the alternative produced satisfaction.

y Divestment

- disposal of the unconsumed product or its remnants.

Besides the information processing perspective, marketing analyses consumer behaviour by employing a psychologically grounded concept of attitudes (Balderjahn 1988; Ronis, Yates et al. 1989; Luzar and Cosse 1998). It is consumer attitudes that are usually named as the major factor in shaping consumer behaviour and a wealth of studies is available on the topic of how attitudes can predict behaviour. 10

Literature Review
Internal marketing orientation is an area within the broader market orientation that remains relatively under-researched. The literature on marketing, services marketing, corporate strategy, total quality management, operations management, human resource management, and organizational development reveals a body of work referring to or describing an internal marketing concept or internal customer concept. This seems to have grown out of an organizational internal communications perspective and the notion of an inner market in the organization comprising internal customers .Research reveals that the concept and the action of an enterprises internal marketing increases the employee job satisfaction, and which in turn improve the performance of the enterprise that is directly related to the customer satisfaction. Being a service industry, the employees in retail sector are exposed to a customer centric environment. Several research studies on internal marketing identified it as a part of marketing strategy with the employees as internal customers. Internal marketing can be divided into four categories. The first category is where the employee is treated as an internal customer. It is believed that the task of internal marketing is to view the jobs as products; and employees as customers. The second category is developing customer oriented behaviour among the employees. Several experts addressed the application of marketing skill in the internal marketing of a company, where company/outlets should adopt a framework which is similar to that of its internal marketing and develop a program aimed at the internal market. The third category is the human resource management (HRM) orientation. Joseph [20] believed that internal marketing should be incorporated with HRM theories, technologies and principles which encourage employees to provide better services. The fourth category is internal exchange between organization and its employees. It is proposed that allowing efficient operation of and exchange relationship between the organization and its employees in achieving organizations objectives in the externalmarket. In the case of the more complex person situation multi-item variables, the most important determinants were found to be the perceived market orientation of local managers and direct managers/supervisors, as well as aspects of communication, socialization, and workplace satisfaction. These more complex variables are important in managing internal marketing. Instead, the importance lies in trying to keep those workers you can least afford to lose. In achieving this, companies should start with identifying past reasons for the loss of such employees and how they can be prevented in the future. Employee satisfaction is the ultimate motive of internal marketing to offer high service quality and get satisfied customers. Miller

11

external further stated that creating employee satisfaction is an instrument to reduce employee turnover, hence increase the retention rate. Review of literature shows that Job Satisfaction Index (JDI) is the most frequently quoted scale when measuring job satisfaction. The scale includes job type, monthly income, promotion, and job associates. But the correct scale for measuring job satisfaction of employees in the service sector is given by Spector. He developed the Job Satisfaction Survey (JSS), which includes aspects of monthly income, promotion, relations, welfare, incentive, associate relationships, job description and communication. Considering these two scales, the factors identified for the study include income, work hours, motivational factors, training, working conditions, infrastructure facilities, hygiene & sanitation, recreation, cafeteria, rest rooms (room to relax), employee welfare measures and safety and medical measures, encouragement, attitude of colleagues, support from superior, educational loans, festival advances, leisure time, leave facility, provident fund benefits, first aid and workmen compensation. A plethora of studies have been conducted under the aegis of internal marketing that have identified many internal marketing factors that influence employee motivation and satisfaction in service sector. Most studies suggest that competitive advantage and customer satisfaction are derived by implementing internal marketing. This study is focused on identifying the important internal marketing factors that influence employee satisfaction and motivation in emerging retail sector. The study concentrates on the first and third categories i.e. where the employee is treated as an internal customer and the incorporation of HRM principles for making employees more competent. Effort was made to get a better understanding of the internal marketing variables that increase job satisfaction and motivation in retail sector.

12

CHAPTER-III 3.RESEARCH METHODOLOGY 3.1 RESEARCH DESIGN

A research design is the arrangement of conditions for the collection and analysis of data in a manner that aims to combine relevance to the research purpose. Descriptive Study A descriptive type of research has been adopted for the study. Descriptive research includes surveys and fact-finding enquiries of different kinds. The Purpose of descriptive research is description of the state of affairs as it exists at present.

3.2 SAMPLE DESIGN:

Sampling method: The respondents were chosen as per convenience sampling. Non probability samples that are unrestricted are called convenience samples in which the researchers or field workers have the freedom to choose whomever they find. Its the cheapest and easiest way to conduct the survey. Sample size: The sample size for the study is 200 respondents, who are all the customers of Big Bazaar store, to whom the survey had been taken.

3.3 DATA COLLECTION METHOD:

Primary Data: Primary data for the study was collected through the questionnaire and direct enquiry method. Primary data for study was collected from customers of Big Bazaar store through

13

structured questionnaire survey method. Personal interview was conducted to fill in the schedule and the responses were recorded personally. Secondary Data: Secondary data were collected from reference books and websites.

3.4 DATA ANALYSIS:

The collected Primary Data are analyzed using Percentage Analysis.

Percentage Analysis:
This analysis was made to determine the percentage of respondents fall under each category, which helps to standardize the respondents on various aspects.

 

14

CHAPTE 4 ANAL AND INTE PRETATION IS

4 1PERCENTAGE ANAL T l 4 1.1

Age of respondent
Range
15-30 30-45 45-60 above 60 Total Frequency 129 61 7 3 200 Percent 64.5 30.5 3.5 1.5 100.0

Interpretation
It i observed from t e above table t at out of total respondents taken for t e study, 3.5% of respondents belong to t e age group of below 15years, 61.0% of respondents belong to t e age group of 15-30years, 30.5%of respondents belong to t e age group of 30 -45 years, 3.5% of respondents belong to t e age group of 45 -60years, 1.5% of respondents belong to t e age group of above 60years. Therefore it is inferred that the majority (61.0%) of the respondents belong to age group of 15 to 30 years.

Age of Respondent
250 200
200 150

122 100.0
61.0 7 3.5 below 15-30 15 30-45 61 30.5 7 3.5 Frequency Percent

100
50

3 1.5
Total

0
45-60 above 60

Chart No. : 4.1 1

Table-4.1. Respondent of gender

Range
Frequency Percent

Male Female Total

116 84 200

58.0 42.0 100.0

Interpretation
The above table indi ates that 58.0% of the respondents are male and 42.0% of the respondents are female. Majority 58.0% of the respondents are male.

Re

ge

er

11

Chart No. : 4.2

mal

f mal

8.

42.

T tal

84

P rc nt

1 .

Fr qu ncy

Table-4.1.3 Educational qualification

 F C G H F ED C ) 1)) 57 4 A B )) "!
.

Range

school l

Diploma und r graduate

post graduate Others Total

Interpretation
The majority of respondents are under graduate 58.5

Educati
))
2

al Qualificati
2

15 1

Chart No. : 4.3

17

78 7 @ A 4

7 8 7@ A @ 98

7 6 45

5 5 5 44

sch e ve

Dip

de p s g d e g d e

he s

4 A

)1 0

32 1

15 7 5

25

117 1 58 5 31 15 5
525

' '' (

# %#

##

#$

#

 ''& $  # # 



Fe

e cy

33

e ce

Table-4.1.4 Respondent of occupation

Range Frequency Percent

govt sector

private sector

ussiness man

Student Others Total

Interpretation
It is observed from the above Respondents of Occupation table that out of total respondents taken for the study, students 33.5% and other majority business man respondents are 33%.

Respondent of Occ pation

250
2

200 150
100 50

7
33.5 38 19.0

33.0 1 5 19 9.5 iv e sec ssi ess s

ge

g v sec

es

Chart No. : 4.4

18

r g y f r qx g

100.0

Y YY`

P SS

Q SS

I PU

PQ
. .

QU

wi e f v

cc

g ue f

r tq f f

YYX

RR VR WS I U b

I P

ri s ge f r qp i gh f

bb

d c a

f e

. .

Fe

e cy

e ce

Table-4.1.5 Respondent of income

Range below P

above

Interpretation
From the above table and chart, we can infer that 75% of the respondents are income Limit below 150000.

Respondent of Income
250 200 200
150

150
100.0

100
50 0

75.0 24 12.0 12 6.0 7 3.5 7 3.5

Chart No. : 4.5

19

j i h k g fe d

Total

. .

. . .

Fe

e cy

e ce

Table-4.1.6 Marital status

qnrmn x wv
.

Range

married

unmarried

Interpretation
From the above table and chart, we can infer that 57% of the respondents are unmarried.

Marital Status
250
200

200
150 100

86
43.0 57.0

50 0

Chart No. : 4.6

married

m arried

al

20

114

} }}~

}}|

Total

100.0

x {z

srqnponml yy v ut

Fre

e cy

e rce

Table-4.1.7 Visit Big Bazaar often

Range P

Agree moderate disagree strongly disagree Total

Interpretation
From the above table and chart, we can infer that 39.5% of the respondents agree that they visit Big Bazaar often for shopping.

Visit Bi bazaar often

250

200
200

150 100
50 0 31 15.5

79 39.5

64 32.0 20 10.0

e rcent

6 3.0

s rongly agree

agree

oderate disagree strongly disagree

otal

Chart No. : 4.7

21

100.0

strongly agree

. . . . . .

Fre

ency

Table-4.1.8 Household items are available

Range P

Agree Moderate Disagree

Interpretation
From the above table and chart, we can infer that 58.5% of the respondents agree that they are all household items available.

Household items Available

250
200

200 150
100

117

50 0

24 12.0
agree

6 3.0

2 1.0

Chart No. : 4.8

strongly agree

o derate disagree strongly disagree

otal

22

51 25.5

58.5

ercent

Total

strongly disagree

100.0

strongly agree

. . . . .

Fre

ency

Table-4.1.9 Get branded products

Range P

strongly agree

agree moderate disagree

strongly disagree

Interpretation
From the above table and chart, we can infer that 91% of the respondents are in need of multiproducts.
250
200

Get multi- Branded products

200 150
100

75
46 23.0 37.5

50 0

30.5 14 7.0
4 2.0

strongly agree

agree

o derate disagree strongly disagree

otal

Chart No. : 4.9 23

61

ercent

Total

100.0

. .

brand

Fre

ency

Table-4.1.10 Price of products are reasonable

Range P

strongly agree

Agree Moderate Disagree Total

Interpretation
From the above table and chart, we can infer that 40% of the respondents agree that the prices of products in Big Bazaar are reasonable.

Price is Reasonable
250

200
200

150 100 50
0 26

80 40.0 13.0

71

e rcent

35.5

23

11.5

strongly agree

agree

oderate

disagree

otal

Chart No. :4.10

24

100.0

. .

Fre

ency

Table-11 Providing attractive offers

Range P

strongly agree Agree moderate Disagree strongly disagree Total

Interpretation
From the above table and chart, we can infer that 43.5% of the respondents agree that they are providing attractive offers

Providin attractive Offers

250 200 200
150

100
50

37 18.5

10 5.0

7 3.5

Chart No. : 4.11 25

str g ly agree

agree

m d erate disagree str gly disagree

tal

43.5

59 29.5

erce t

87

100.0

. . .

. .

Fre

e cy

Table-4.1.12 Famous for customer service

Range

strongly agree Agree moderate Disagree strongly disagree

Interpretation
From the above table and chart, we can infer that 41.5% of the respondents agree that the Big Bazaar is famous for customer service.

Famous for customer service

250 200

200 150 100

50 0

83 50 25.0 41.5 57
28.5

ercent

9 4.5

1 .5

"

strongly agree

agree

oderate disagree strongly disagree

otal

Chart No. : 4.12

26

%$

&

Total

100.0

 
. . .

    



    

equency

Percent

Fre

ency

Table-4.1.13 Quality of products

'
55.5 15.5 6.5
Range requency Percent

Disagree strongly disagree Total

Interpretation
From the above table and chart, we can infer that 55.5% of the respondents agree that the quality of the product in Big Bazaar is good.

Quality of Products
250 200
150

100 50 0 41 20.5

ercent

2.0

Chart No. : 4.13

27

98

str g ly agree

agree

m d erate disagree str gly disagree

t al

BA

100.0

6 667

24

10

665

Moderate

) 22

))) ) 3 ( 3

Agree

2 22
. . . . .

strongly agree

2 10
.

Fre

ency

98

Table-4.1.14 Situated residential area

Range

Frequency

Percent

agree moderate disagree strongly disagree Total

Interpretation
From the above table and chart, we can infer that 30% of the respondents agree that the Big Bazaar is situated close to my residential area.

Situated Residendial Area

250

200 150 100 50 0

ercent

strongly agree agree

oderate disagree strongly disagree otal

Chart No. : 4.14

28

WV

S R RR

F FH
. . . .

E PI

P GD

E FH

EE U

strongly agree

F
.

RRQ

DD FG IH HP GD

Fre

ency

Table-4.1.15 Big Bazaar near to my house

Range Frequency Percent

strongly agree agree moderate disagree strongly disagree Total

Interpretation
From the above table and chart, we can infer that 28% of the respondents disagree that they visit Big Bazaar because it is near to my house.

Bi bazaar Near to my House

250 200

200 150 100

50

25 12.5 strongly agree

31 15.5

49 24.5

39 19.5

agree

oderate disagree strongly disagree

otal

Chart No. : 4.15

29

56 28.0

ercent

ts

100.0

p i ii

a `Y
. . . . .

a `` ` cY g fY a `d
.

iih

`Y dc e` db b

Fre

ency

Table-4.1.16 Variety of food items

Range Frequency Percent

strongly agree

Agree Moderate Disagree Total

Interpretation
From the above table and chart, we can infer that 43.5% of the respondents agree that they to get variety of food items in food bazaar.

Variety of Food items

250 200 200
150

100 50 0 42
21.0

43.5

ercent

39
19.5

32
16.0

strongly agree

agree

o derate

disagree

otal

Chart No. : 4.16

30

87

100.0

x y w
.

v
. . .

x y

wv w

Fre

e ncy

Table-4.1.17 Quality of food items

Range Frequency Percent

strongly agree Agree Moderate Disagree strongly disagree Total

Interpretation
From the above table and chart, we can infer that 47% of the respondents agree that the quality of food items in foodbazaar .

Quality of food items are good

250

200
200

150 100
50 0

36 18.0

47.0

29.0

8 4.0

4 2.0

strongly agree

agree

oderate disagree strongly disagree

otal

Chart No. : 4.17

31

58

e rcent

nm

94

100.0

i iij

. . .

ed g d
. .

iih

d f d

Fre

ency

Table-4.1.18 Price of food items

Range Frequency Percent

strongly agree Agree Moderate Disagree strongly disagree Total

Interpretation
From the above table and chart, we can infer that 39% of the respondents agree that the price of food items in food bazaar is reasonable.

Price of food items are reasonable

250 200 200
150 100

78 32 16.0 39.0
54 27.0

ercent

50 0

23 11.5

13 6.5

strongly agree

agree

o derate disagree strongly disagree

otal

Chart No. : 4.18

32

100.0

{ {{|

r ts
. . . .

t wp t uq
.

xs

rr

{{z

qp vu yx pq r p

Fre

e ncy

Table-4.1.19 Save time of shopping

Range Frequency Percent

strongly agree Agree moderate disagree strongly disagree Total

Interpretation
From the above table and chart, we can infer that 41.5% of the respondents agree that they save time by shopping Big Bazaar.

Save time of Shopping

250 200
200 150

100 50 0 46 23.0

83 41.5
53 26.5

e rcent

16 8.0

2 1.0

strongly agree

agree

oderate disagree strongly disagree

otal

Chart No. : 4.19

33

100.0

. . .

. .

Fre

e ncy

Table-4.1.20 Entertainment facilities for childrens

Range Frequency Percent

strongly agree Agree moderate Disagree strongly disagree Total

Interpretation
From the above table and chart, we can infer that 77.5% of the respondents required entertainment facilities for children

Entertainment facilities for Childrens

250

200
200

150 100 50
0 29 14.5 71

35.5

36 18.0

9 4.5

strongly agree

agree

oderate disagree strongly disagree

otal

Chart No. : 4.20

34

55 27.5

e rcent

100.0

. . . .

. .

Fre

ency

Table-4.1.21 Has good parking facilities

Range Frequency Percent

strongly agree agree moderate disagree strongly disagree Total

Interpretation
From the above table and chart, we can infer that 86.5% of the respondents are the respondents feels that parking facility is required.

Good Parking Facilities

250
200

200 150 100.0

100 44 22.0

12 6.0

15 7.5

strongly agree

agree

o derate disagree strongly disagree

otal

Chart No. : 4.21

35

50

54 27.0

37.5

ercent

75

. . .

. .

Fre

ency

Table-4.1.22 Overall customer satisfaction

Range POOR GOOD VERY GOOD Total Frequency Percent

Interpretation
It is observed from the above Respondents of overall customer satisfaction table that out of total respondents taken for the study, 85.5% majority of overall customer satisfaction is good.

Overall customer satisfaction

250

200
200

150 100

132

66.0

Percent 39 19.5

50
0

29

14.5

POOR

GOOD

VERY GOOD

Total

Chart No. : 4.22

36

100.0

. . .

Fre

ency

CHAPTER-V 5.1.FINDINGS OF THE STUDY

OBJECTIVE-1 The Customer Service level of Big Bazaar:

y

Majority (66.5%) of the respondents agree that the Big Bazaar is famous for customer service.

Majority (85.5) of the respondents are overall customer satisfaction at Big Bazaar is good.

OBJECTIVE-2 The customer facilities provided by the Big Bazaar:

y

Majority (77.5%) of the respondents required entertainment facilities for children.

Majority (86.5%) of the respondents feels that parking facility is required

OBJECTIVE-3 The product quality level of the Big Bazaar:

y

Majority (75.5%) of the respondents agree that the quality of the product in Big Bazaar is good.

Majority (65%) of the respondents agree that the quality of food items in foodbazaar is good.

OBJECTIVE-4 The expectation on variety of products in Big Bazaar:

y

(91.1% ) of the respondents are in need of multi-brand products.

OBJECTIVE-5 The pricing policies of Big Bazaar:

y

Majority (53%) of the respondents agree that the price of products in Big Bazaar are reasonable.

Majority (55%) of the respondents agree that the price of food items in food bazaar is reasonable.

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OBJECTIVE-6 The attractive offers from Big Bazaar:

y

Majority (62%) of the respondents agree that the company is providing attractive offers.

FINDINGS FROM OTHER FACTORS:

y y y y

Majority (64.5%) of the respondents belongs to the age group 15-30. Majority (58%) of the respondents are male. Majority (58.5%) of the respondents are graduates. Majority (75%) of the respondents belong to the group whose income are below 15,000.

y y y

Majority (57%) of the respondents are unmarried. Majority (55%) of the respondents agree that they visit Big Bazaar often for shopping. Majority (84%) of the respondents said that all household items are available in Big Bazaar.

Majority (61%) of the respondents agree that the Big Bazaar is situated close to their residential area. Majority (64%) of the respondents agree that they save time by shopping Big Bazaar..

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5.2. SUGGESTION OF THE STUDY

y It is observed that most of the respondents are suggested that only limited branded
products are available in stores so it is recommended that the store can increase the quantity of variety branded products.

y It is observed the most of respondents found difficulties to park their vehicle due to
lack of parking space. Therefore it is recommended that the shopping mall to provide adequate parking facilities.

y As a result of feedback from the respondents it has been known that the process of
billing is time consuming and therefore, it would be convenient if the time spent by the customer for billing is shortened.

Entertainment facilities for children can be provided in order to draw in more respondents. The most of respondents suggested in frames of this aspect and therefore, it implies a scope of improvement.

39

5.3. CONCLUSION

Big Bazaar is well known Hyper-market retail outlet among the people in India and its known for selling product in better quality with affordable price. Since majority of the respondents, that is almost three-fourths of the customer having their monthly income less than Rs.15,000 and its evident that they found Big Bazaars prices are nominal and affordable. Majority of the respondents are also satisfied with the quality of products. However, some areas of concern exist such as the parking space with many respondents found inconvenient a part from the lengthily billing process and lack of proper entertainment for kids. They provided attractive offers such as WEDNESDAY OFFER, running offers are good. But it is said that the visual displays have more impact as compared to any other medium of information. The store can use electronic display screen, displaying the running offers and the venue for those offer. So that the customer is aware of all the offers running in the store and it is convenient for them to locate the place of the offer as pondy bazaar Big Bazaar has four floors.

Therefore, it is suggested that concentrating on these issues can increase the level of customer satisfaction.

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APPENDIX

A Customer Expectation and Satisfaction survey conducted in Indian Hypermarket (Big Bazaar Shopping mall,C hennai)

1. Name:

2. Age: I. II. III. IV. V. Below 15 15 30 30 45 45 60 Above 60

3. Gender: Male Female

4. Educational qualification I. II. III. IV. V. School Level Diploma Under graduate Post graduate If others,please specify

5. Occupation I. II. III. IV. V. Government sector Private sector Businessman Student If others,please specify

41

6. Income(Rs. Per month) I. II. III. IV. V. Below 15,000 15,000 -25,000 25,000 - 35,000 35,000 - 45000 Above 45,000

7. Marital Status: Married Unmarried

Strongly Agree Agree 8. I visit Big Bazaar often for shopping. 9. All household items are available in Big Bazaar . 10. Am i able to get multi- branded products in Big Bazaar. 11. I felt that the price of products in Big Bazaar are reasonable. 12. Big Bazaar is often providing attractive offers. 13.Big Bazaar is famous for customer service. 14. The quality of the product in Big Bazaar is good. 15.Big Bazaar is situated close to my residential area. 16. I visit Big Bazaar because it is near to my house.

Moderate

Disagree Strongly Disagree

42

Strongly Agree Moderate Disagree Strongly Agree 17. I am able to get variety of foods items in food bazaar. 18. The quality of food items in food bazaar is good. 19. The price of food items in food bazaar is reasonable. 20. I am doing one time shopping Shopping in Big Bazaar. 21. Big Bazaar provides in sufficient facilities for childrens entertainment. 22. Does Big Bazaar have good parking Facilities. 23. I am personally satisfied with the After sale service provided By Big Bazaar. 24. Your suggestion/opinion ,if any Disagree

43

BIBLIOGRAPHY:
Books: 1. Barry Berman; and Joel R. Evans. Retail Management, a strategic approach. 8th edition. Pearson education, Inc.2001 2. Donald R Cooper; and Pamela S Schindler. Business Research Methods. 9th edition. New Delhi: Tata McGraw-Hill Publishing Company Limited. 2006 3. Gibson G. Vedamani. Retail Management functional principles & practices. 3rd edition. Jaico Publishing house.2003 4. Swapna Pradhan. Retail Management. Text & Cases. New Delhi: Tata McGraw-Hill Publishing Company Limited. 2004

Websites: www.Big Bazaar.com www.pantaloon.com/corporate-state.asp www.technopak.com/resources economictimes.indiatimes.com/archivelist.cms?msid=2007990 www.indiaretailnews.com www.indiaretailbiz.com www.futurebazaar.com

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