Consumer perception of big bazaar

A
SUMMER INTERNSHIP PROJECT
ON
“A Study of Consumer Image of Big Bazaar in Surat City”
Submitted to
S.R. LUTHRA INSTITUTE OF MANAGEMENT
IN PARTIAL FULFILLMENT OF THE
REQUIREMENT OF THE AWARD FOR THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
In
Gujarat Technological University
UNDER THE GUIDANCE OF
Faculty Guide: Company Guide:
Mr. Riddhish Joshi Mr. Samsul Raje
Assistant Professor (H.R. Manager)
(Big Bazaar)
Submitted by
Ms. Shweta S. Germanwala [Batch No. 2015-17]
Enrollment No. 157500592024
MBA SEMESTER III
S.R. LUTHRA INSTITUTE OF MANAGEMENT – 750
MBA PROGRAMME
Affiliated to Gujarat Technological University
Ahmedabad
July, 2016

Company Certificate (On Company Letterhead)
This is to certify that Mr. Mayur D. Surti from S.R. LUTHRA INSTITUTE OF
MANAGEMENT, has carried out the research on the subject titled “
” at this company / organization under the supervision of Mr. R. K. Shah, from 6th
June 2016 to 16th July, 2016. I also certify that, the above mentioned student has
carried the research work satisfactorily.
Place: - Surat
Date: - _________ (Any date after 16th July,2016)
________________
(Name & Designation)

Students’ Declaration
I, Ms. Shweta S. Germanwala, hereby declare that the report for Summer Internship
Project entitled “A Study of Consumer Image of Big Bazaar in Surat City ” is a result
of my own work and my indebtedness to other work publications, references, if any,
have been duly acknowledged.
Place: Surat
Date: 20 July 2016
__________________
(Shweta S. Germanwala)

Institute’s Certificate
Certified that this Summer Internship Project Report Titled “A Study of Consumer
Image of Big Bazaar in Surat City” is the bonafide work of Ms. Shweta S.
Germawala (Enrollment No. 157500592024), who has carried out the research under
my supervision. I also certify further, that to the best of my knowledge the work
reported herein does not form part of any other project report or dissertation on the
basis of which a degree or award was conferred on an earlier occasion on this or any
other candidate.
Place: Surat
Date: 20 July 2016
___________________
(Riddhish Joshi)
Asst. Professor
___________________
(J. M. Kapadia)
Director

PREFACE
I received my training at Big Bazaar, Surat as a requirement of the MBA curriculum.
This training has provided me a clear insight of the application of theoretical
knowledge into practical scenario. To target the customers it is imperative to
understand their mind set and preferences. With the help of this study analyze
consumer image towards Big Bazaar.
The research topic is study of consumer image of Big Bazaar in Surat city.
From 6th June 2016 to 16th July 2016 the research has been conducted.
Firstly, Macro analysis of Retail industry has been analyzed with help of Global level,
national level, state level, PESTEL analysis. Secondly, micro analysis related to
company, its organizational structure and production has been done. Detail literature
review has been done to know the customer image of Big Bazaar.

ACKNOWLEDGEMENT
I take an opportunity to acknowledge my indebtedness to Big Bazaar, Surat for
accepting me and giving me opportunity to learn practical things.
I wish to express my sincere gratitude to Mr. Samsul Raje (HR Manager) from Big
Bazaar for providing me training in this reputed organization and giving me a chance
to have the experience of actual retail operations.
I would like to thank S. R. Luthra Institute of Management for providing such kind of
opportunity.
I wish to express my gratitude to Dr. J.M. Kapadia, Director of S. R. Luthra Institute
of Management who always shared their thought in creating this project.
I wish to express my sincere gratitude to Mr. Riddhish Joshi from Institute of S.R.
Luthra Institute of Management for providing me valuable guidance in project, right
from the stage of selecting the project till the stage of completion of the project.
Finally, I also express my sincere thanks to all my respondents for their co-operation
and all those people who have directly or indirectly helped me for the completion of
my project work.
This was a great experience for me and would be helpful for me towards my career
prospects.

EXECUTIVE SUMMARY
Perception is the way we all interpret our experiences. Having the right perception is
significant skill for any effective leadership. It is important to understand
that perception is often portrayed through communication in any organization be it
big or small and therefore, it is a pertinent tool in leadership.
Big Bazaar is a chain of hypermarket in India, which caters to every family’s needs
and requirements. This retail store is a subsidiary of Future group, and is an answer
to the United States’ Wal-Mart. Big Bazaar has released the doors for the fashion
world, general merchandise like sports goods, cutlery, crockery, utensils, and home
furnishings etc. at best economical prices.
A marketing project has been undertaken to know the Consumer Image toward Big
Bazaar. For the same it is focused mainly on the Customer of Big Bazaar.
Sample Size was 160 customer of Big Bazaar. To get the responses from the
Customer method of structured questionnaire was used. The survey was limited to
Surat city only.
For data analysis of this project various charts are prepared. Using SPSS software
data analysis has been done. Chi-Square is applied to check the dependency of one
variable on other variable.
Today the consumer looks beyond price, and other factor such as quality, employees
behavior, variety have become more important. Big Bazaar is satisfying its
customers with low price, good location and variety of products.

TABLE OF CONTENTS
o Company’s Certificate
o Students’ Declaration
o Institute’s Certificate
o Preface
o Acknowledgement
o Executive Summary
Sr.
No.
Particulars Page
No.
1. Introduction 1-5
2. Industry Profile 6
a. Global
b. National
c. State
d. PESTEL
e. Current trends
f. Major Players
g. Major Offerings
7
9
14
15
18
19
25
3. Company Profile 26
a. Company Profile
b. Organogram
c. Divisions/ Departments
d. SWOT
e. Market Position
26
42
44
57
58
4. Review of Literature 59-66
5. Research Methodology 67
a. Problem Statement
b. Research Objective
c. Research Design
i. Type of Design
ii. Sampling
iii. Data Collection
iv. Tools for Analysis
67
67
67

v. Limitations of the Study 68
6. Data Analysis 68-110
7. Findings 111
8. Conclusions and Recommendations 112
9. Bibliography 113
10 Annexure 119
LIST OF TABLES
Sr. No. Particulars
Table
No.
Page
No.
1. Top ten Retailers 2.1 8
2. SWOT Analysis 3.1 57
3. Cronbach’s alpha 6.1 100
4. KMO and Barlett’s Test 6.2 101
5. Total Variance Explained 6.3 101
6. Rotated Component Matrix 6.4 103
7. Factor Interpretation 6.5 104
8. Hypothesis 1 6.6 105

LIST OF FIGURES
Sr. No. Particulars
Figure
No.
Page
No.
1. Factors that influence perception 1.1 3
2. Evolution of India Retail 2.1 12
3. 3B Model of Management 3.1 30
4. Future Group 3.2 34
5. Big Bazaar 3.3 35
6. Organization Structure of Big Bazaar(Operations) 3.4 42
7. Organization Structure 3.5 43
8. Store Hierarchy 3.6 43
9. Line of Business 3.7 50
10. Home Brand 3.8 53
11. Other Brand 3.9 53
12. Scee Plot 6.1 102

What is Perception?
Perception is the way we all interpret our experiences. Having the right perception is
significant skill for any effective leadership. It is important to understand
that perception is often portrayed through communication in any organization be it
big or small and therefore, it is a pertinent tool in leadership.
Previous experience and learning, attitudes and interests, needs and feelings, and
the current situation all affect perception.
Perception differs from individual to individual due to a variety of personal, socio-
economical, and cultural differences.
A process by which individuals organize and interpret their sensory impressions in
order to give meaning to their environment.
People’s behavior is based on their perception of what reality is, not on reality itself.
The world as it is perceived is the world that is behaviorally important.
Shortcuts in judging others
Selective Perception: People selectively interpret what they see on the basis of their
interests, background, experience and attitudes.
Halo Effect: Drawing a general impressions about an individual on the basis of a
single characteristics.
Contrast Effect: Evaluation of a person’s characteristics that are effected by
comparisons with other people recently encountered who rank higher or lower on the
same characteristics.
Projection: Attributing one’s own characteristics to other people.
Stereotyping: Judging someone on the basis of one’s perception of the group to
which that person belongs.

The Perception Process
Selection
The world around us is filled with an infinite number of stimuli that we might attend
to, but our brains do not have the resources to pay attention to everything. Thus, the
first step of perception is the (usually unconscious, but sometimes intentional)
decision of what to attend to. Depending on the environment, and depending on us
as individuals, we might focus on a familiar stimulus or something novel. When we
attend to one specific thing in our environment—whether it be a smell, a feeling, a
sound or something else entirely—it becomes the attended stimulus.
Organization
Once we have (consciously or unconsciously, though usually the latter) chosen to
attend to a stimuli in the environment, it sets off a series of reactions in our brain.
This neural process starts with the activation of our sensory receptors (touch, taste,
smell, sight and hearing). The receptors transduce the input energy into neural
activity, which is transmitted to our brains, where we construct a mental
representation of the stimulus (or, in most cases, the multiple related stimuli) called a
percept. An ambiguous stimulus may be translated into multiple percepts,
experienced randomly, one at a time, in what is called "multistable perception."
Interpretation
After we have attended to a stimulus, and our brains have received and organized
the information, we interpret it in a way that makes sense using our existing
information about the world. Interpretation simply means that we take the information
that we have sensed and organized, and turn it into something that we can
categorize. For instance, in the Rubin Vase illusion mentioned earlier, some
individuals will interpret the sensory information as "vase", and some will interpret it
as "faces". By putting different stimuli into categories, we can better understand and
react to the world around us.

Factors that influence Perception
Figure 1.1
Importance
Consumer Perception Basics
 Consumer perceptions can determine the success or failure of a business. For
example, if a retail store has a reputation of being selling best products in city,
the general consumer perception in the city might be that you should to go the
same retail store if you want best products. On the other hand, if consumers
have negative views about company it could seriously hamper revenue
success. For instance, if a hardware store becomes known for cheap, shoddy

products, consumers might avoid purchasing its goods unless they cannot
afford higher quality goods.
Marketing
 Marketing describes how a company chooses what types of products and
services to offer and how it distributes, prices and promotes those products and
services. Consumer perceptions often determine the types of products and
services companies offer. Businesses create advertisements to make
consumers aware of their products and services and influence how consumers
perceive those products and services.
Branding
 A trademark is a name, phrase, symbol or combination of words and symbols
that a company uses to distinguish its identity or brand or its products from
others. Businesses spend large amounts of resources to build up brand name
recognition and to get consumers to associate certain positive qualities with
their brands. Consumers may be more trusting of more recognizable brands,
which can influence buying behavior.
Considerations
 Businesses often conduct market research to gain insight into consumer
perceptions and preferences. Understanding how and why consumers make
the choices they do is integral to providing products and services that will be in
demand and promoting those products and services effectively.
Different customers may perceive one and the same product or service in different
ways. A customer’s perception of an offering may even deviate from what the
producer or service provider or marketer had intended. This may cause serious

problems in today’s attention economy. Everybody is exposed to more and more
diverse information than ever before. It is hard enough for an offering to get a
potential customer’s attention at all. If the customer’s perception of this offering is an
unfavourable one, it probably will not get a second chance to make a better
impression.
Impact factors on customer perception
Customer perception is influenced by a variety of factors. Besides the actual
outcome – i.e. did the product or service deliver the expected function and did it fulfill
the customers need – the whole process of consumption and all interactions involved
are of crucial importance. In today’s globalised information driven economy this can
also comprise issues.
Customer perception is dynamic. First of all, with the developing relationship
between customer and company, his perceptions of the company and its products or
services will change.
The more experience the customer accumulates, the more his perceptions will shift
from fact-based judgments to a more general meaning the whole relationship gains
for him. Over time, he puts a stronger focus on the consequence of the product or
service consumption.
Moreover, if the customers’ circumstances change, their needs and preferences
often change too. In the external environment, the offerings of competitors, with
which a customer compares a product or service will change, thus altering his
perception of the best offer around. Another point is that the public opinion towards
certain issues can change. This effect can reach from fashion trends to the public
expectation of good corporate citizenship. Shells intention to dump its Brent Spar
platform into the ocean significantly altered many customers perception of which
company was worth buying fuel from.

What is ‘retail’?
The word retail is, in fact, derived from the French word RETAILER, which means to
cut off a piece or break bulk. A retailer may be defined as a ‘dealer or trader who
sells goods in small quantities’ or’ one who repeats or relates’. Retailing can hence,
be considered as the last stage in the movement of goods and or services to the
consumers. But simply, any firm that sells products to the final consumer is
performing the function of retailing. It thus consists of all the activities involved in the
marketing of goods and services directly to the consumers, for their personal, family
or household use.
The past century has been witness to many changes occurring in everyday world.
Industrial and technological growth has made a significant impact on lives of
consumers. One such industry, which has made a phenomenal impact on consumer
daily lives, is retail. This industry touches their lives as end consumers, by providing
them with the products or services that they need.
Almost everything that consumer use in their daily lives including the feed they eat,
the clothes they wear, and the things they need for their homes or for themselves,
are bought from retail stores. Goods are manufactured all over the world but are
ultimately sold to them through these retail stores.
India has already proven its mettle as superpower in the area of information
technology. The retail industry offers to bloom to the same level if conductive
environment and support is provided it. India’s one billion populations make the
country the second largest in the world in terms of population which is the very basis
for successful organized retailing.
From the fact that most of the worlds successful retail stories in the developed as
well as developing countries have shaped up in small towns and villages.
Retailing is a green pasture not just for individuals or companies but also comes with
job opportunities in all aspects of the operations. Professionalisms in retail while still
in its infancy does show some promising future for those keen to make a career in
this fascinating world.

2.1 Global level
Retailing is the final step in the distribution of merchandise - the last link in the
Supply Chain - connection the bulk producers of commodities to the final consumers.
Retailing covers diverse products such as foot apparels, consumer goods, financial
services and leisure.
A retailer, typically, is someone who does not affect any significant change in the
product execs breaking the bulk. He/ She is also the final stock point who makes
products or services available to the consumer whenever require. Hence, the value
proposition a retailer offers to a consumer is easy availabilities of the desired product
in the desired sizes at the desired times.
Many retailers did globalize, and some succeeded. Yet many more retailers,
especially U.S.-based retailers, struggled and failed to find the holy grail of
globalization.
Indeed, the retailing industry is littered with the charred remains of investments that
drained cash from the bottom line. Retail behemoths were humbled by poorer,
technically unsophisticated local companies that simply knew their customers better.
They were sideswiped by financial crises in such disparate locations as Argentina,
Indonesia, Russia, and Mexico. So is there still hope for retail globalization?
In the developed countries, the retail industry has developed into a full-fledged
industry where more than three-fourths of the total retail trade is done by the
organized sector. Huge retail chains like Wal-Mart, Carr four Group, Sears, K-Mart,
McDonalds, etc. have now replaced the individual small stores. Large retail formats,
with high quality ambiance and courteous, and well-trained sales staff are regular
features of these retailers.

Top Ten Retailers Worldwide
Rank Retailer No of stores
owned
Sales in FY14-15
US$ Millions
1 Wall-Mart Stores Inc.
(USA)
4178 $180,787
2 Carrefour Group
(France)
8130 $61,047
3 The Kroger Co. (USA) 3445 $49,000
4 The Home Depot, Inc.
(USA)
1134 $45,738
5 Royal Ahold
(Netherlands)
7150 $45,729
6 Metro AG (Germany) 2169 $44,189
7 Kmart Corporation (USA) 2105 $37,028
8 Sears, Roebuck and Co.
(USA)
2231 $36,823
9 Albertson's, Inc. (USA) 2512 $36,726
10 Target Corporation
(USA)
1307 $36,362
Table 2.1Top Ten Retailers
(http://www2.deloitte.com/an/en/pages/aboutdeloitte/articles/consumerbusiness.html)
Broadly the organized retail sector can be divided into two segments, In-Store
Retailers, who operate fixed point-of-sale locations, located and designed to attract a
high volume of walk-in customers, and the non-store retailers, who reach out to the
customers at their homes or offices.

Apart from using the internet for communication (commonly called e-tailing), non-
store retailers did business by broadcasting of infomercials, broadcasting and
publishing of direct-response advertising publishing of traditional and electronic
catalogues, door-to-door solicitation and temporary displaying of merchandise
(stalls).
2.2 National Level
For Indian retailing, things started to change slowly in the 1980s, when India first
began opening its economy. Textiles sector (which companies like Bombay Dyeing,
Raymond's, S Kumar's and Grasim) was the first to see the emergence of retail
chains. Later on, Titan, maker of premium watches, successfully created an
organized retailing concept in India by establishing a series of elegant showrooms.
For long, these remained the only organized retailers, but the latter half of the 1990s
saw a fresh wave of entrants in the retailing business. This time around it was not
the manufacturer looking for an alternative sales channel. These were pure retailers
with no serious plans of getting into manufacturing. These entrants were in various
fields, like - Food World, Subhiksha and Nilgiris in food and FMCG; Planet M and
Music World in music, crossword and Fountainhead in books.
As of the year ending 2000 the size of the Indian organized retail industry was
estimated at around Rs. 13,000 Crore. The various segments that make up the
organized retail industry along with their size, Retail growth is already gathering
momentum and the organized retail industry is expected to grow by 30 per cent in
the next five years and is expected to touch Rs. 1,00,000 Crore in 2016. Thus, the
growth potential for the organized retailer is enormous.

Retailing in India
The Indian Retail Industry is the largest among all the industries, accounting for over
10 percent of the country’s GDP and around 8 percent of the employment. The
Retail Industry in India has come forth as one of the most dynamic and fast paced
industries with several players entering the market.
Retailing in India is gradually inching its way toward becoming the next boom
industry. The Indian Retailing Sector is at an inflexion point where the growth of
organized retailing growth in the consumption by the Indian population is going to
take a higher growth trajectory. The Indian population is witnessing a significant
change in its demographics.
Retail and real estate are the two booming sectors of India in the present times. And
if Industry experts are to be believed, the prospects of both the sectors are mutually
dependent on each other. Retail, one of India’s largest industries, has presently
emerged as one of the most dynamic and fast paced industries of our times with
several players entering the market
As the contemporary retail sector in India is reflected in sprawling shopping centers,
multiplex – malls and huge complexes offer shopping, entertainment and food all
under one roof, the concept of shopping has altered in terms of format and consumer
buying behavior, ushering in a revolution in shopping in India. This has also
contributed to large scale investments in real estate sector with major national and
global players investing in developing the infrastructure and construction of the
retailing business. The trends that are driving the growth of the retail sector in India
are:
 Low share of organized retailing
 Falling real estate prices
 Increase in disposable income and customer aspiration
 Increase in expenditure for luxury items

Scenario of Retailing in India
Retailing is the most active and attractive sector of last decade. While the retailing
industry itself has been present since ages in our country, it is only the resent past
that it has witnessed so much dynamism. The emergence of retailing in India has
more to do with the increased purchasing power of buyers, especially post-
liberalization, increase in product variety, and increase in economies of scale, with
the aid of modern supply and distribution solution.
Indian retailing today is at an interesting crossroads. The retail sales are at the
highest point in history and new technologies are improving retail productivity.
Though there are many opportunities to start a new retail business, retailers are
facing numerous challenges.
Figure 2.1

Retail Format in India
 Hyper marts/supermarkets
o Large self-servicing outlet offering products from a variety of
categories.
 Mom-and-pop stores
o They are family owned business catering to small sections; they are
individually handled retail outlets and have a personal touch.
 Departmental stores
o Are general retail merchandise offering quality product and services.
 Convenience store
o Are located in residential areas with slightly higher prices goods due to
convenience offered.
 Shopping Malls
o The biggest form of retail in India, malls offer customer a mix of all type
of product and services including entertainment and food under a
single roof.
 E-Retailers
o Are retailers providing online buying and selling of product and
services.
 Discount Stores
o They are factory outlets that give discount on the MRP.
 Vending
o It is the relatively new entry, in the retail sector. Here beverages,
snacks and other small items can be bought via vending machine.
 Categories Killers
o Small specialty stores offer that a variety of categories. They are
known as category killer as they focus on specific categories, such as
electronics and sporting goods. This is also known as Multi Brand
Outlet or MBO’s
 Specialty stores
o Are retail chains dealing in specific categories are provide deep
assortment. Mumbai’s Crossword Book Store and RPG’s Music World
is a couple of example.

Classifying Indian Retailers
1. Modern Format Retailers
 Supermarkets (food World)
 Hypermarkets (Big Bazaar)
 Department Stores (shopper’s Stop)
 Specialty Chains (Ikea)
 Company Owned Company Operated
2. Traditional Format Retailers
 Kiranas: traditional Mom and Pop Stores
 Kiosks
 Street Market
 Exclusive /Multiple Brand Outlets
3. Hypermarket
 Big Bazaar
 Giants
 Shoprite
 Star
4. Department
 Lifestyle
 Pantaloons
 Pyramids
 Shoppers Stop
 Trent
5. Entertainment
 Fun Republic
 Inox
 PVR

2.3 State Level
With the recent layoffs at a city-based mall, the retail sector in Ahmedabad and in
Gujarat overall, has begun a reality check. According to industry players, retail sector
is currently witnessing reduction in sales by 30 per cent, apart from layoffs.
The industry is facing a reduction in footfalls by 40 per cent and sales by 30 per cent.
Many retailers outsource their products, especially garments where the order books
have been down.
Also, the footfalls have fallen drastically in Gujarat, especially in Ahmedabad. This
has resulted in a reduction in sales by 30 per cent. Last year, the denim major
launched its retail brand 'Dextase' which is witnessing a decline in footfalls as of
now.
However, some are witnessing a steady growth in retail markets of Gujarat. Gujarat
has been a steady market, neither going up nor moving downwards. In fact, apart
from the one store in Ahmedabad which was converted into a Brand Factory outlet,
all existing stores in Gujarat are doing reasonably well, even during recession.
Talking about the current trend in the retail market, the most categories have started
showing strong trends now. Among them are fashion and merchandise as against
food, which had been strong throughout. As for categories like mobiles and furniture,
there is a still a lull but their markets have also started showing an upward trend. As
for recruitments, they happen as and when new stores open.
Experts opine that the while on one hand some retailers are facing a tough time in
Gujarat, there have been others who are still on a hiring spree. The retail scenario
has been bad this season since the number of stores have not gone up. Several
retailers have shelved lot of their plans as well. Yet, there have been others who
have been hiring for the front end which is a good sign. This is a short term
correction which was anyways expected in the retail sector. While there has been a
decline in growth by 30 per cent in the industry in Gujarat, it will take a few months
before the scenario begins to change.

2.4 PESTEL Analysis
Now, in a particular geographic region, the environment there affects the retailers in
the region in various ways. We have studied the effects under the following heads:
1. Political Factors
2. Economic Factors
3. Social (Socio-Cultural) Factors
4. Technological Factors
5. Environmental Factors
6. Legal Factors
1. Political Factor
With the opening up of the economy, more and more MNC's have pervaded the
Indian Business arena, through joint ventures, franchisees or even self-owned
stores. The very first MNC getting into the business was Spencer’s Government
uses regulation to prevent development of monopolies, which results in restricted
competition and fixed prices (MRTPC). Government also propounds price
competition laws and unfair trade practice laws. Retailers must understand what
rights they have in pricing merchandise, what provision they should make for
customer relations, what rights and responsibilities they possess when making a
sales, what rights their employees have and what liabilities they may face while
selling products to the consumers.
2. Economic Factor
The type of economic system (capitalism or socialism etc.) existing in a country has
a direct bearing on the potential for and the development of the retailing industry in
that country. A retailer cannot escape the effects of the factors in the macroeconomic
environment, be it domestic or global that influences the Local Market. Inflation,
unemployment, interest rates, tax levels, the GDP and the rate of real growth in GDP
(Inflation adjusted) are some aspects of the economy which a retailer must cope
with. Real growth makes more income available to people who then tend to spend

more, leading to higher sales and more profits for the retailers. However growth also
leads to higher competition in the long run. As the economy expands, higher demand
levels lead more firms into the market, trying to fulfill the consumers' needs. The
inflation (i.e. increase in price) leads to less goods being bought at higher prices. As
the retailers' cost of goods increases, they attempt to pass on this increase to the
consumers. However, it is often not possible to pass on the entire amount to the
consumer, hence resulting in cuts in the retailers’ profits.
With the increase in Purchasing Power Parity (PPP) and the disposable income of
the Indian consumer, retailing is catching up at a very fast space in the country.
3. Social Factor
The demographic trend and lifestyle patterns, of the society that a retailer intends to
serve, decide the retailer’s strategy. Traditionally, children seldom accompanied their
parents while grocery food shopping. Shopping for children was confined to that
during festivals when dresses were brought for them. But, in the present day, due to
scarcity of time, working parents prefer to spend as much time as possible with their
children and this includes their shopping hours also.
Although desired by a very low percentage of people (only 10%) yet the attribute of
an entertainment center for children has also figured in. That is to say, apart from
quality and range of products, value for money and attractive displays, the human
touch has a vital role to play. Smart, polite and courteous sales people might make
all the difference for a store, which is like any other in terms of its Product offerings.
There is also emphasis on schemes and promotions, which, as the study ratifies, do
pull customers. Further the trend is towards more convenience and flexibility in terms
of exchange/ return policies, which play a vital role in encouraging the purchase.
4. Technological Factor
Technology is probably the most dynamic change agent for the retailing industry.
The computerization of the various operations in a retail store, including inventory
management, billing and payments as well as database (of customers)
management, widespread use of bar coding, point-of-sale terminals and

Management Information System has changed the face of retailing drastically. Apart
from providing the retailers with better and timelier information about their
operations, the technology also does the job of preventing theft, promoting the
store's goods and creating a better shopping atmosphere. These can be done with
the help of closed circuit televisions, video walls, in-store video networks, kiosks and
other forms of interactive applications ranging from CD-ROMs to virtual reality to let
customers select and buy products.
They make the customer's life a lot easier by facilitating the use of developments like
credit cards. Toll free 1800 1027382 numbers have brought about a revolution in
consumer's ordering and feedback mechanisms. Emerging technologies will also
facilitate just-in-time management of certain products within the store. These trends
are already visible in the music and greeting card industries.
5. Environmental Factors
The retailers also use different forms of energy and they also become conscious
about the environmental changes. The products provided in the retail shops are
mostly grown or prepared in this environment and they are also affected with the
changing trend of environment so they can affect the health. Government imposes
Ban on use of various sprays and gases over the food products, which are sold in
these retail stores. The use of some chemicals can cause eruption of various
diseases. The retail business should follow the environmental Laws and regulations,
which are made to protect the lives of the people and ensure the rights of consumer
and employees.
6. Legal Factor
Despite the size and the phenomenal potential that exists, retailing is among the
lesser-evolved sectors of the Indian Industry. Retailing as an industry is yet to be
recognized in India. The policy environment is currently seen to be unfavorable to
organized retailing.

A strong FDI presence in retail sector is expected to not only boost the retail
scenario, but also act as a driving force in attracting FDI in upstream activities as
well. This will be more prominent in food processing and packaging industries
because many large retail chains also promote their own brands by way of backward
integration/contract manufacturing. The status of organized retailing in some South
East Asian countries that allowed FDI in retailing.
2.5 Current Trends in Retailing
Retailing in India is at a nascent stage of is evolution, but within a small period of
time certain trends are clearly emerging which are in line with the global
experiences. Organized retailing is witnessing a wave of players entering the
industry. These players are experimenting with various retail formats. Yet, Indian
retailing has still not been able to come up with many successful formats that can be
scaled up and applied across India. Some of the notable exceptions have been
garment retailers like Madura Garments & Raymond’s who was scaled their
exclusive showroom format across the country.
1. Experimentation with formats
Retailing in India is still evolving and the sector is witnessing a series of experiments
across the country with new formats being tested out; the old ones tweaked around
or just discarded Retailers are also trying out smaller versions of their stores in an
attempt to reach a maximum number of consumers.
2. Store design
Irrespective of the format, the biggest challenge for organized retailing is to create an
environment that pulls in people and makes them spend more time shopping and
also increases the amount of impulse shopping.

3. Emergence of discount stores
What does Dhiraj sons at Athwagate, Star Bazar in Adajan and recent entrants like
D-Mart, Big Bazaar at Piplod, what they have in common? Their products are below
MRP. Discount stores have finally arrived in India and they are expected to
spearhead the revolution in organization retailing
4. Unorganized retailing is getting organized
To meet the challenges of organized retailing that is luring customers away from the
unorganized sector; the unorganized sector is getting organized.
25 stores in Delhi under the banner of Provision mart are joining hands to combine
monthly buying.
5. Not all stories are a success
A lot of activity is happening in retail and though we do have may success stories,
not all ventures have been successful. Shoppers' Stop, for example, implemented JD
Edwards ERP, but could not reap much benefit due to less than optimal number of
operating locations.
2.6 Major players
High population density in the Metropolitan cities and surrounding tier I towns is
driving the geographic penetration of modern retail. Typically, firms are positioning
themselves in one or both of the segments: Lifestyle & value retailing under multiple
retail formats. Retail firms are adopting a combination of formats:-
Mega - (hyper and / or super)
Medium - (deptt. and / or speciality)
Small - (convenient and / or discount)

Major Retailers in India
Pantaloon
Pantaloon is one of the biggest retailers in India with more than 450 stores
across the country. Headquartered in Mumbai, it has more than 5 million sq. ft retail
space located across the country. It's growing at an enviable pace and is expected
to reach 30 million sq. ft by the year 2010. In 2001, Pantaloon launched country's
first hypermarket ‘Big Bazaar’. It has the following retail segments:
 Food & Grocery: Big Bazaar, Food Bazaar
 Home Solutions: Hometown, Furniture Bazaar, Collection-I
 Consumer Electronics: e-zone
 Shoes: Shoe Factory
 Books, Music & Gifts: Depot
 Health & Beauty Care: Star, Sitara
 E-tailing: Futurebazaar.com
 Entertainment: Bowling Co.
Tata Group
Tata group is another major player in Indian retail industry with its subsidiary
Trent, which operates Westside and Star India Bazaar. Established in 1998,
it also acquired the largest book and music retailer in India ‘Landmark’ in 2005.
Trent owns over 4 lake sq. ft retail space across the country.
RPG Group
RPG Group is one of the earlier entrants in the Indian retail market, when it
came into food & grocery retailing in 1996 with its retail Food world stores. Later it
also opened the pharmacy and beauty care outlets ‘Health & Glow’.

Reliance
Reliance is one of the biggest players in Indian retail industry. More than 300
Reliance Fresh stores and Reliance Mart are quite popular in the Indian retail
market. It's expecting its sales to reach Rs. 1, 00,000 crores by 2016.
AV Birla Group
AV Birla Group has a strong presence in Indian apparel retailing. The brands like
Louis Philippe, Allen Solly, Van Heusen, Peter England are quite popular. It's also
investing in other segments of retail. It will invest Rs. 8000-9000 crores by 2016.
Another big player in the segment will be the Bharti group. Overhauling this part of
the supply chain will be the key to the success of any retail venture in food and
groceries segment.
Wal-Mart, the world’s largest retailer, and Bharti Enterprises have signed a
Memorandum of Understanding (MoU) to explore business opportunities in the
Indian retail industry. This joint venture will mark the entry of Wal-Mart into the Indian
retailing industry a retail chain like Future Group’s Big Bazaar may be clocking heady
sales (growing at 100% year- on- year), but the dozen odd shops operating in its
proximity wear a deserted look, giving a somewhat hollow ring to the much- talked-
about retail boom in the country. The key players currently operating in the Indian
retail industry includes Future Group, Trent Ltd, RPG Enterprise, Vishal Retail Ltd,
Shoppers Stop Ltd, Bata India Ltd, Provogue India Ltd, Vdeocon Appliances Ltd, ITC
Ltd, Godrej Agrovert Ltd, and DCM-Hariyah Kissan Bazaar.
Retailers ranging from Pantaloon to RPG to Piramal’s or the Tata’s are working
towards exploiting this model, perceived by consumers as more value enhancing.
But in the long run, what is most likely to succeed is a more balanced multi-format
strategy. Finally, while in the first flush of the retail boom, the elimination of traditional
intermediaries may bring windfall gains (as well as bring welcome and much-needed
relief to the producers), this source will increasingly dry out as competition intencifies
and margins come under pressure a few years down the line. What would set the
survivors apart from those who are forced to sell out or go belly-up will be
differentiators like location, value-added services (convenience), private labels and

customer loyalty programs other than price. The last, a result of retailer-manufacturer
tie-ups, state-of-the-art supply chain infrastructure, global sourcing and scale will be
a key factor. And, if experience in other markets is anything to go by, an uncanny
ability to read shifting trends.
Future Trends
 Lifestyle International, a division of Landmark Group, plans to have more than 50
stores across India by 2015-16.
 Shoppers Stop has planned to invest 250 crore to open 15 new supermarkets in
the coming 3 years.
 Pantaloons Retail India (PRIL) plans to invest US$ 77.88 million this fiscal to add
up to existing 2.4 million sq.ft retail spaces. PRIL intense to setup 155 Big
Bazaar store by 2016, raising its total network to 275 stores.
 Timex India will open another 52 stores by march 2017 at an investment of US$
1.3 million taking its total stores count to 120.
EmergingAreas
Some sectors that occupy a prominent position with the retail industry are:
 Apparel Retail
o Everybody understands the impact of fashion and textiles on the
environment. Almost $19.5 billion were spent on online apparel
shopping in the year 2009 and increasing since then.
 Fashion & Lifestyle Retail
o In India the vast middle class and its almost untapped retail industry
are the key attractive forces for global retail giants wanting to enter into
newer markets, which in turn will help the retail to grow faster.
 Food & Beverage Retail
o Backed by huge potential and changing lifestyles, the food and
beverage retail market is growing at a robust 30-35 per cent per year.
 Pharmaceutical Retail

o Driven by therapies like anti-diabetic, vitamin, anti-infectives and
dermatology, it accounted for a robust 15% growth in 2011.
 E-commerce or E-tailing – the next big revolution
o With the advent of e-commerce in the retail industry, retail stores are
facing stiff competition from e-stores.
Key Challenges
1. Location: “Right Place, Right Choice” location is the most important ingredient
for any business that relies on customers, and is typically the prime
consideration in a consumer’s store choice. Location decision are harder to
change because retailer have to either make sustainable investment to buy
and develop real estate or commit to long term lease with developers. When
formulating decision about where to locate, the retailer must refer to the
strategic plan:
 Investigate alternative trading areas.
 Determine the type of desirable store location.
 Evaluate alternative specific store sites.
2. Merchandise: The primary goal of the most retailers is to sell the right kind of
merchandise and nothing is more central to the strategic thrust of the retailing
firm. Merchandising consists of activities involved in acquiring particular goods
and services and making them available at a place, time and quantity that
enable the retailer to reach its goals. Merchandising is perhaps, the most
important function for any retail organization, as it decides what finally goes
on shelf of the store.
Key Element:
 Target market
 Product development
 Channel structure
 Product management
 Channel management
 Retailer image

3. Pricing: Pricing is a crucial strategic variable due to its direct relationship with
a firm’s goal and its interaction with other retailing elements. The importance
of pricing decision is growing because today’s customers are looking for good
value when they buy merchandise and services. Price is the easiest and
quickest variable to change.
Key elements:
 Cost mixes
 Profitability
 Value for money
 Quality
 Status
4. Target Audience: “consumer pull”, however, seems to be the most important
driving factor behind the sustenance of the industry. The purchasing power of
the customer has increased to a great extent, with the influencing the retail
industry to a great extent, a variety of other factors also seem to fuel the
retailing boom.
Key elements:
 Public relations
 Sales promotion
 Customer interactions
 Service delivery
5. Scale of Operation: Scale of operation includes all the supply chain activities,
which are carried out in the business. It is one of the challenges that Indian
retailers are facing. The cost of business operation is very high in India.
Key elements:
 Advertising promotional
 Sales management
 Staff capability
 Efficiency
 Standardization

2.7 Major Offering
Big Bazaar’s offering following goods and Products-
 Integrated food and grocery
 Fruit and vegetables
 Daily household items
 Apparels and footwear
 Electronic goods
 Lifestyle products
 Home essentials and improvements
 Others

Future Group
Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of
India’s leading business houses with multiple businesses spanning across the
consumption space. While retail forms the core business activity of Future Group,
group subsidiaries are present in consumer finance, capital, insurance, leisure and
entertainment, brand development, retail real estate development, retail media and
logistics.
Led by its flagship enterprise, Pantaloon Retail, the group operates over 16 million
square feet of retail space in 73 cities and towns and 65 rural locations across India.
Headquartered in Mumbai (Bombay), Pantaloon Retail employs around 30,000
people and is listed on the Indian stock exchanges. The company follows a multi-
format retail strategy that captures almost the entire consumption basket of Indian
customers. In the lifestyle segment, the group operates Pantaloons, a fashion retail
chain and Central, a chain of seamless malls. In the value segment, its marquee
brand, Big Bazaar is a hypermarket format that combines the look, touch and feel of
Indian bazaars with the choice and convenience of modern retail.
In 2008, Big Bazaar opened its 100th store, marking the fastest ever organic
expansion of a hypermarket. The first set of Big Bazaar stores opened in 2001 in
Kolkata, Hyderabad and Bangalore.
The group’s speciality retail formats include supermarket chain – Food Bazaar,
sportswear retailer - Planet Sports, electronics retailer - eZone, home improvement
chain - Home Town and rural retail chain, Aadhaar, among others.
Future Capital Holdings, the group’s financial arm provides investment advisory to
assets worth over $1 Billion that are being invested in consumer brands and
companies, real estate, hotels and logistics. It also operates a consumer finance arm
with branches in 150 locations.
Other group companies include, Future Generali, the group’s insurance venture in
partnership with Italy’s Generali Group, Future Brands, a brand development and

IPR company, Future Logistics, providing logistics and distribution solutions to group
companies and business partners and Future Media, a retail media initiative.
The group’s presence in Leisure & Entertainment segment is led through,
Mumbai-based listed company Galaxy Entertainment Limited. Galaxy leading
leisure chains, Sports Bar and Bowling Co. and family entertainment centres, F123.
Through its partner company, Blue Foods the group operates around 100
restaurants and food courts through brands like Bombay Blues, Spaghetti
Kitchen, Noodle Bar, The Spoon, Copper Chimney and Gelato.
Future Group’s joint venture partners include, US-based stationery products
retailer, Staples and Middle East-based Axiom Communications.
Future Group believes in developing strong insights on Indian consumers and
building businesses based on Indian ideas, as espoused in the group’s core value of
‘Indianness.’ The group’s corporate credo is, ‘Rewrite rules, Retain values.’
The group also operates India’s leading rural retailing chain, Aadhaar that is present
in over 65 locations in rural India. Aadhaar, an agri-service cum rural retail initiative,
provides a complete solution provider for the Indian farmer.
CorporateStatements
Future Group manifesto
‘Future’- the word which signifies optimism, growth, achievement, strength, beauty,
rewards and perfection. Future encourages us to explore areas yet unexplored, write
rules yet unwritten, create new opportunities and new successes. To strive for a
glorious future, it brings to us our strength, our ability to learn, unlearn and re-learn
our ability to evolve.

Future Group, will not wait for the future to unfold itself but create future scenarios in
the consumer in the consumer space and facilitate consumption because
consumption is development. Thereby, Future Group will effect socio-economic
development for their customers, employees, shareholders, associates and
partners.
Future Group customers will not just get what they need, but also get them where,
how and when they need.
Future Group will not just post satisfactory results, but will create success stories.
Future Group will not just operate efficiently in the Indian economy, but will evolve it.
Future Group will not just spot trends, Future Group will set trends by marrying
customers understanding of the Indian consumer to their needs of tomorrow.
It is this understanding that has helped us succeed. And it is this that will help us
succeed in the future. And in this process, do just one thing.
Rewrite Rules, retain Values
Vision
“Future Group shall deliver Everything, Everywhere, Every time for Every Indian
consumer in the most profitable manner.”

Mission
1. Future Group share the vision and belief that their customers and
stakeholders shall be served only by creating and executing future scenarios
in the consumption space leading to economic development.
2. Future Group will be the trendsetters in evolving delivery formats, creating
retail realty, making consumption affordable for all customer segment- for
classes and for masses.
3. Future Group shall infuse Indian brand with confidence and renewed
ambition.
4. Future Group shall be efficient, cost- conscious and committed to quality in
whatever they do.
5. Future Group shall ensure that their positive attitude, sincerity, humility and
united determination shall be the driving force to make successful.
Core Values
 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 respective to new ideas, knowledge and
information.
 Valuing and nurturing relationship: 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.

Fig. 3.1 3B Model of Management
BIG BAZAAR
Big Bazaar is a chain of hypermarket in India, which caters to every family’s needs
and requirements. This retail store is a subsidiary of Future group, and is an answer
to the United States’ Wal-Mart. Big Bazaar has released the doors for the fashion
world, general merchandise like sports goods, cutlery, crockery, utensils, and home
furnishings etc. at best economical prices.
Big Bazaar group offers more than 214 stores across 90 cities and towns all over the
country with an amalgamation of Indian bazaars’ feel and touch with a convenience
and choice of the modern retail facilities. The retail format of the Big Bazaar group
includes Aadhar, Rural & Home-Town retail chain, E-zone home-improvement chain,
sportswear retailer, depot and music chain is few among others.
Big Bazaar’s journey began in October 2001, when the young, first generation
entrepreneur Mr. Kishore Biyani opened the country’s first hypermarket retail outlet
VISHWASBELIEF VYAVHARBEHAVIOR VYAPARBUSINESS
OUR
BELIEF
OUR
BEHAVIOR
OUR
CULTURE

Facilities offered by Big Bazaar
 Online shopping: Big Bazaar has an official website, FutureBazaar.com,
which is one of the most favorite sites among people of India for online
shopping. Future Bazaar is an online business venture of Future Group, which
sells an assortment of products such as fashion, which includes merchandise
for men and women, mobile accessories, mobile handsets and electronics like
home theatres, video cameras, digital camera, LCD TVs, kitchen appliances
and many more.
 Discounts: “Hafte ka sabse sasta din” was introduced by the Big Bazaar,
wherein extra and special discounts were offered on Wednesday every week,
to attract the potential buyers into their store.
 Security check: At each exit of Big Bazaar, they use alarm systems or
Electronic Article Surveillance system, which detects the products that has
attached tags or not.
Speaking on this momentous occasion and remembering the days of conceptualizing
the hypermarket idea Mr. Kishore Biyani said, “We initially decided to name the
format as ‘Bazaar’ because we had designed the store keeping the Indian mandi
(recession) style in mind. Since the size of the hypermarket was big than an average
mandis (recessions), the thought came to name it as ‘Big Bazaar’. However, we had
freezed on the punch line ‘Isse Se Sasta Aur Achha Kahi Nahi’ much before we met
the creative agency to design the final logo of Big Bazaar.”
Though, Big Bazaar was started purely as a fashion format including apparel,
cosmetics, accessory and general merchandise, the first Food Bazaar format was
added as Shop-In-Shop within Big Bazaar in the year 2002. Today, Big Bazaar, with
its wide range of products and service offering, reflects the aspirations of millions of
Indians.
Rajan Malhotra, who is also the first employee of Big Bazaar, joining the
organization in early 2001 adds, “Since beginning, we have kept Big Bazaar as a soft
brand, which reflects the India and the Indianness. We believed in growing with the
society, participating and celebrating all regional and local community festivals,
giving customers preferences above everything else.”

Every Big Bazaar is a small family by its own and the head of the family “Karta” is the
store manager known as “Store Karta”. Mr. Kishore Biyani, the CEO of the Future
Group, has a vast understanding of the consumer’s insight, has inculcated the habit
of observing, understanding customers behaviour, in every employee of the group.
Future Group is confident of the Indian Retail Story. The Group has not slowed down
its expansion plans despite the fiscal woes in the economy present today. Future
Group plans to have 300 stores and is expecting revenues of Rs 13,000 crore by
year 2016.
Home Brands of Future Group at Big Bazaar:
 KORYO electronics in ELECTRONICS department
 FOOD BAZAAR
Tasty-treat, Sunkist, Fresh & pure, Premium harvest
 FASHION
Spunk (sports), Buffalo (casuals), DJ&C (fusion), Knighthood (formals),
AFL, Shatranj (Ethnic), NYX (occasion), Shristi (ethnic), Pink & blue,
Ctee
 PERSONAL CARE
Thinkskin, cleanmate
 FOOTWARE
Shyla, Buffalo, AFL, Hault&Spicy, DJ&C, Knighthood, Spunk,
Pink&Blue, Bare
 LUGGAGE
Milestone, buffalo
 SPORTS
Mighty
 PLASTICS AND UTENSILS

Future Group
Figure 3.2
Big Bazaar
Type Private
Industry Retail
Founder(s) Mr. Kishore Biyani (MD & CEO)
Headquarters Mumbai, Maharashtra, India
Products Discount, grocery and convenience stores, cash and
carry, hypermarkets, financial services
Employees 35,000
Divisions Future Value Retail Limited
Websites www.futuregroup.in
www.futurebazaar.com

Figure 3.3
BIG BAZAAR
Type Public
Industry Retailing
Founded 2001
Headquarters Mumbai, Maharashtra, India
Products Hyper Market
Revenue 11500 crores (US$1.8 billion) crores (in 2014) (Big
Bazaar and Food Bazaar combined)
Employees 36000 people
Parent Future Group
Divisions 214
Website www.bigbazaar.com

Major Competitor of Big Bazaar
1. DHIRAJ SONS PVT.LTD.
Dhiraj Sons Mega Store Pvt. Ltd is a corporate group comprising of a business
activity firms like Mega Store, Super Store, Music Shop, Card Shop, Toy Shop and
now Fashion World.
Dhiraj Sons is in business since last 62 years, starting off with doing small business
in Grocery and Kirana shop in posh area of Athwalines, Surat. It was the firstto start
a Family General Store in 1947, namely R. Dhiraj Sons Ltd.
Subsequently following the overwhelming response from the people, for the first
time in Gujarat, it ventured into a Departmental Store “Dhiraj Sons” in 1984. It
became a pioneer in introducing for the first time in Gujarat the self-service system
and online computerized billing system. Continuing with the successful progress
march, it also added a Greeting Card Shop, a Music Shop, Plastic Corner and a
Stationery Corner to its establishment in the year 1995, which was due to the faith
and love of the people of Surat in them and their management, which made their
stand apart from the rest of their competitors. In 29-04-2000, they inaugurated
Dhiraj Sons - The Mega Store at Chow patty, a 15,000 sq.ft shopping store. Catering
to demands of our valued customers, in 2002 thay unveiled Dhiraj & Sons - The
Super Market, at Parle Point a 15,000 sq.ft shopping store for their shopping ease
and comfort.

2. STAR BAZAAR
Hypermarkets like Star Bazaar are changing the way people shop for their groceries
and household essentials. People who used to visit the local shops and vegetable
markets frequently are now buying at hypermarkets such as Star Bazaar that offer
customers a variety of products at affordable prices, in a comfortable environment.
But while affordability is a big factor for customers, they also seek value and quality
which they know they will get at Star Bazaar.
The uniqueness of each Star Bazaar store lies in the size and spread of its
merchandise range. Shoppers can select from a large range of staples, fresh goods,
apparel, luggage, consumer durables, household products and much more and also
enjoy the benefit of generous reductions on the market rate.
The stores stock goods according to regional customer preferences, as customers in
different regions favor different essentials. For instance, in Gujarat, people tend to
stock up on their pulses whereas in northern India, basmati rice is a big item.
Star Bazaar is aware that people today look at value as a critical component while
shopping and that the first visit may be put down to curiosity, but customers will keep
coming back only if they are satisfied with the choices, the quality and the value of
the products on sale. So the big focus is on understanding its customers who they
are, what they want, what is relevant to them, and how to package it in a manner that
makes the store more attractive to them.
Regionalism also comes into play in the back end of the retail operation Star Bazaar
has tied up with local and regional vendors for supplies and transportation of goods.

The chain will focus largely on the metros; by year 2014, the chain hopes to have 50-
60 stores across the country.
3. D-MART
D-Mart seeks to be a one-stop shopping destination for the entire family, meeting all
their daily household needs. A wide selection of home utility products is offered,
including foods, toiletries, beauty products, garments, kitchenware, bed and bath
linen, home appliances and much more.
Since D-Mart first opened its doors in the Mumbai region in 2000, it has grown into a
trusted and well-established shopping destination in Maharashtra, Gujarat, Andhra
Pradesh and Karnataka. D-Mart is now looking forward to growing its stores across
India.
D-Mart's expansion began in 2007, when stores were opened in Ahmedabad,
Baroda, Pune, Sangli and Solapur. Today D-Mart is established in 76 locations
across Maharashtra, Gujarat, Andhra Pradesh and Karnataka.

Board of Directors
Mr. Kishore Biyani, Managing Director
Kishore Biyani is the Managing Director of Pantaloon Retail (India) Limited and the
Group Chief Executive Officer of Future Group.
Mr. Gopikishan Biyani, Wholetime Director
Gopikishan Biyani, is a commerce graduate and has more than twenty years of
experience in the textile business.
Mr. Rakesh Biyani, Wholetime Director
Rakesh Biyani, is a commerce graduate and has been actively involved in category
management; retail stores operations, IT and exports. He has been instrumental in
the implementation of the various new retail formats.
Mr. Vijay Biyani, Wholetime Director
Vijay Biyani has more than twenty years of experience in manufacturing, textiles and
retail industry and has been actively involved in the financial, audit and corporate
governance related issues within the company.
Mr. Vijay Kumar Chopra, Independent Director
V.K.Chopra is a fellow member of The Institute of Chartered Accountants of India
(ICAI) by profession and is a Certified Associate of Indian Institute of Bankers
(CAIIB). His banking career spans over 31 years and he has served senior
management positions in Central Bank of India, Oriental Bank of Commerce, SIDBI,
Corporation Bank and SEBI.

Mr. Shailesh Haribhakti, Independent Director
Shri Shailesh Haribhakti, is a Chartered Accountant, Cost Accountant, and a
Certified Internal Auditor. He is the Deputy Managing Partner of Haribhakti & Co.,
Chartered Accountants and past president of Indian merchant Chambers. He is on
the Board of several Public Limited Companies, including Indian Petrochemicals
Corporation Ltd., Ambuja Cement Eastern Ltd. etc. He is on the Board of Company
since June 1, 1999.
Mr. S Doreswamy, Independent Director
S. Doreswamy, is a former Chairman and Managing Director of Central Bank of
India and serves on the board of DSP Merrill Lynch Trustee Co and Ceat Limited
among others.
Dr. D O Koshy, Independent Director
Dr. Darlie Koshy, a PhD from IIT Delhi and rank holder in MBA headed NID (Ministry
of Commerce, GOI) as Director for 2 terms of office prior to which he was the
founding Chairperson of Fashion Management at the National Institute of Fashion
Technology (Ministry of Textiles, GOI). He is currently the Director General & CEO
of ATDC Network of 58 Institutes / Centres and two premier campuses of Institute of
Apparel Management under the aegis of AEPC (Sponsored by Ministry of Textiles,
GOI). Dr. Koshy received the Delhi IIT Alumni Award for contribution of National
Development in 2008. Dr. Darlie Koshy was also conferred with the “Star of Italian
Solidarity” one of the highest civilian awards of the Government of Italy. Dr. Koshy is
the author of three pioneering books including the much acclaimed “Indian Design
Edge”.
Ms. Bala Deshpande, Independent Director
Bala Deshpande, is Independent Director, Pantaloon Retail (India) Ltd. and also
serves on the boards of Deccan Aviation, Nagarjuna Construction, Welspun India
and Indus League Clothing Ltd, among others.

Mr. Anil Harish, Independent Director
Anil Harish, is the partner of DM Harish & Co. Associates & Solicitors and an LLM
from University of Miami. He also serves on the board of Mahindra Gesco, Unitech,
IndusInd Bank and Hinduja TMT, among others.
Companies of Future Group
 Future Retail (India) Limited
 Home Solutions Retail India Limited
 Future Brands Limited
 Future Media (India) Limited
 Future Supply Chain Solutions Limited
 Convergem Communication (India) Limited
 Pantaloon Food Product (India) Limited
 Future Knowledge Services Limited
 Future Capital Holdings Limited
 Future Generali India Insurance Company Limited
 Future Generali India Life Insurance Company Limited
 Future bazaar India Limited
 Winner Sports Private Limited
 Staples Future Office Products Private Limited
 Talwalkars Pantaloon Fitness Private Limited
 ConvergeM
 Indus League Clothing
 Galaxy Entertainment Corporation Ltd
 Future Consumer Products Limited
 Future Ventures India Limited
 Foot Mart Retail .

OrganizationStructure ofBig Bazaar – Piplod,Surat
(Operational and Sales)
Fig 3.4
CEO
Zonal
Chief
Area
Manager
Store
Manager
Assitance
Store
Manager
DM/ADM TL
TM

OrganisationalStructure
Fig 3.5
Store Hierarchy
Fig 3.6
CEO
HR VM Marketing Finance
SM
HR
AHR
VM
AVM
Marketing
Executives
CSD
TM/TL
SCM
Executives

Division and Departments ofBig Bazaar,Surat
Different Level of Store:
Underground:
 Parking.
 Staff Entry and exit way.
Ground Floor: (level 1)
Department with their product-
Food Dept-
A. Golden Harvest (Staple dept.)
1. Rice
2. Pulses
3. Atta ( all type of flour)
4. Oil and Ghee
5. Spices
6. Rava Items
7. Masala items
8. Dry Fruits
B. Farm Fresh (Fruits and Vegetables)
1. All kind of vegetables
2. Exotic vegetables
3. All kind of seasonal fruits
4. Package fruits
C. Chef Zone (Processed Food Item)
1. Ready meals
2. Breakfast creals

3. Instant mixes
4. Soups and spreads
5. Jam, sauces and pickles
6. Noodles
D. Hungry Kya (Biscuits and wafers)
1. All kind of biscuits
2. Chips and wafers
3. Namkins
4. All kinds of Chocolates and confectionaries
5. Sweets
E. Chill Station (Beverages)
1. Soft drinks
2. Mineral water
3. Juices
4. Health drinks
5. Frozen item
Non Food Dept.-
A. Homecare
1. Phenyl and detergents
2. Dish wash, Tissue paper and Scratch
3. Shoe cases and Fresh wrap
B. Personal car
1. Soaps, Toothpaste and Shampoo
2. Deodorants, Perfume and Talcum powder
3. Men’s grooming
4. Women’s cosmetics
C. Home fashion
1. Bed sheets, bed spreads and pillows
2. Towels, napkins and yellow dust

3. Razai, carpets and cushion covers
4. Chairbags
5. Curtains
D. Shringar
1. Bangles
2. Jewellery sets
3. Bracelets
4. Hair accessories
5. Bindies and Chains
CSD (Customer Service Desk)
CSD is located nearby cash counter, so that whenever any customers have any
problem related to payments and gift vouchers than they can easily connect to this
desk.
T24 Desk
The desk provides the mobile sim cards (docomo) benefits to customer through the
recharge which gets from the shopping.
Cash Counter
The cash counter is located just near the exits.
Warehouse
The entrance of the warehouse is located at back side of Big bazaar.
Food court
First Floor ( Level 2):
A. Ladies department
1. Kruti’s and churidar
2. Jeans and top

3. Western wear
4. Ethnic wear
5. Under garments
6. Nightwear
7. Scarf and dupatas
B. Men’s department
1. Formals (shirts and pants)
2. Casual (shirts and pants)
3. Party wears
4. Under garments
C. Kids department
a. Boys section
1. T-shirts, Trousers and jeans
2. Cotton shirt, cargo and codraw
3. Ethic wear
b. Girls section
1. Ethic wear
2. Co- ordinates
3. Cotton frocks
4. Western wear
c. Infants section
1. Jhablas and vests
2. Bibs feedings
3. Bed items
4. Baba suits
5. Frocks
D. Footwear Bazaar
1. Sports shoes
2. Formal and casual shoes
3. Men’s sandals
4. Ladies sandals

5. Ladies casual
6. Ladies fancy sleepers
7. Ladies sports shoes
8. Kids shoes and sandals
Second Floor (level 3):-
A. Luggage
1. Travel bags
2. Trolleys
3. School and college bags
4. Ladies purse
5. Suitcase
B. Toys
1. Soft toys
2. Educational toys
3. Boards games and action figures
4. Dolls
C. Depot
1. Office stationery
2. General book
3. Children stationery
4. Kids VCD and DVD
D. Electronic Bazaar
1. Television
2. Kitchen appliances
3. A.C and cooler
4. Hair dryer and hair straighten
5. Microwave

E. Plastic
1. Buckets
2. Containers and boxes
3. Flask and bowls
4. Jugs and slippers
5. Bottles and mug
6. Dustbin
F. Utensil
1. Plates, bowls and glasses
2. Nonstick cookware
3. Kitchen tools
4. Lunch boxes
5. Gas stove
G. Crockery
1. Crockery cutlery
2. Table materials and napkins
3. Casseroles
4. Dinner sets
5. Wine and juice glasses
H. Home ware
1. Beds
2. Chairs
3. Desk
4. Plastic cupboards
5. Stools
I. Fun zone
J. Back Office

Line of Business
Fig 3.7
Store
Electronics
Electronics
products
Food Bazaar
Staples
Non-Food
Food
Fashion
Men's
Ladies
Kid's
G.M
plastic
utensils
crockery
other lob's
Footware
Luggage
Stationery
Toys
Utensils
Support Service
Cash Cabin
Operations
Warehouse
House
keeping
people
office

Promotion Activities
Big Bazaar has huge promotion budgets. The biggest idea behind all advertisements
is to make people do bulk shopping. There are 2 types of promotional strategies of
big bazaar. One is the advertisement which promotes the brand and creates
awareness towards people. It is not targeted at promoting each store but only
creates an image of Big Bazaar as low-cost shopping option. Original prices are cut
down and new prices are shown, of which customer takes quick notice. There are
loyalty schemes which reward regular clients.
Promotional Schemes:
 “Saal ke sabse saste 3 din”
 Future Card (3% discount)
 Advertising (Print ads, TV ads, Radio)
 Brand Endorsement by Varun Dhavan and Katrina Kaif for FBB
 Exchange Offer
 Weekend Discount
 Point of Purchase Promotion
Wednesday Bazaar
The concept of Wednesday Bazaar was promoted as ‘Hafte Ka Sabse Sasta Din’
(Cheapest Day of the Week). Initiated in January 2007, the idea behind this scheme
was to draw customers to stores on Wednesdays, the day when consumer presence
is usually less. According to the chain, the aim of the concept was ‘to give
homemakers the power to save the most’.

SabseSasta Din
Big Bazaar introduced ‘SabseSasta Din’ (Cheapest Day) with the intention of
attaining a sales figure of Rs 26 crore in a single day. The concept became such a
hit that the time period for the offer had to be increased from one day to three days in
2009 (January 24 to 26) and to five days in 2011 (January 22 to 26).
Maha Bachat
The concept of ‘Maha Bachat’ (Mega Saving) was introduced in the year 2006 as a
single day campaign with attractive promotional offers across the company outlets.
Over the years, the concept has grown to become a six-day biannual campaign.
During this campaign, attractive offers are given in all the value formats including Big
Bazaar, Food Bazaar, Electronic Bazaar and Furniture Bazaar.

The Great Exchange Offer
Introduced on February 12, 2009, ‘The Great Exchange Offer’ allows customers to
exchange their old goods for Big Bazaar coupons. The coupons can be redeemed
later for buying brand new goods from Big Bazaar outlets across the nation.
Marketing channel
1. For home brands - One level marketing channel
Fig 3.8
2. For other brands – Two level marketing channel
Fig 3.9
Manufacturer DC Big Bazaar
Manufacturer Vendor wholesaler Big Bazaar

Types of Marketing
1. ATL (Above The Line) – Targeting Mass Customer
2. BTL (Below The Line) – In Store Advertising
Loyalty Programs:
1. Payback
At Future Group Big Bazaar, we believe in building long-lasting relationships with
customers. We encourage repeat customer visits through our unique offers and
special sale days.
Future Group has taken the whole concept of customer loyalty to the next level by
joining hands with PAYBACK. PAYBACK is India’s largest and one of Europe’s most
successful multi-partner loyalty programs. With PAYBACK, customers can shop,
save and get rewarded. This program enables consumers to collect millions of points
across online and offline partners – with just a single card. Customers can
accumulate points across Future Group formats, thereby making “shopping
rewarding”.
Our formats Big Bazaar, Food Bazaar, Central, Home Town, eZone, Brand Factory
and Future Bazaar are a part of the PAYBACK Loyalty program.
2. BBPC (Big Bazaar Profit Club)
Profit club card is made of 2 types:
 10,000 profit club card in this we get 12000 on 10,000 and monthly shopping of
1000. It is valid for 18 months. If in any case we can’t do shopping in any month
then the money will be transfer in other month.
3. T24
T24 will provide customers with a dual advantage all 24 hours of the day – ‘shop
more, talk more’ and ‘Talk More, Shop More’. Shopping and talking on our mobile
phones are among the two favourite activities for all of us in India.

With T24, we have been able to develop a unique customer value proposition that
combines these interests of the aspirational Indian. Customers will get shopping
benefits for talking and talk-time benefits each time they shop.
We believe that with our partners, Tata Teleservices Limited, we have been able to
develop a differentiated offering in the crowded telecom space and also increase the
loyalty we enjoy among the millions of customers who patronize our stores.
T24 (Talk 24) tariff plans reflect the competitive per-second rates being offered for
prepaid customers on Tata teleservice Limited’s GSM network. In addition,
customers will be rewarded with free talk-time for every purchase at Future Group
stores starting at Rs. 10 to maximum of Rs. 350. Plans will keep evolving to offer
ever-more attractive options to the customers.
4. Gift Voucher
Gift voucher is a gift or present that is exchangeable for goods in our shops. Gift
vouchers are more personal than simply giving cash or other monetary bonus.
General terms & Regulations for gift vouchers
• The printing right of gift vouchers lie with future E- commerce Infrastructure.
• G.V is available in convenient denominations of Rs.50, 100, 250, 500 &1000.
• G.V is valid for a period of 6 months from the date of issue.
• The vouchers can’t be exchange for cash or cheque.
• No duplicate will be issued if the vouchers are lost or misplaced.
• The Holder of the voucher is deemed to be the beneficiary of the voucher.
5. FBB Credit Card (SBI)
This is new scheme which start in 2015. In this scheme SBI –FBB credit card is
issued to the customer. By that they get flat 10 % discount on the FBB shopping on
each n every clothes of FBB. This card is valid in all FBB stores all over India.
For issuing this card customer required:
1. Credit card of any bank.
2. If not, then customer required there identification proof and more than 5000
Rs. Loan and their monthly income should be more than Rs. 10000.

Benefits of this card:
1. Welcome Bonus
Get complimentary FBB vouchers worth Rs. 500 on joining.
2. 2000 reward points
Earn 2000 bonus reward points when you renew your card.
3. Shopping on FBB
Get 10% flat discount on all FBB purchase.
4. 10x reward
Feel gifted with 10x rewards on all FBB and Big Bazaar purchase.
5. 10x reward on dining
Feast on 10x rewards on all dining spends.
6. 2.5% fuel surcharge waiver
Enjoy 2.5% fuel surcharge waiver at all petrol pumps.
CSR activities
As a part of Future Group, Big Bazaar is involved in various social activities that
include green initiatives for the community, blood donation camps, Diwali
celebrations with orphanages, visits to orphanages and other NGOs helping
underprivileged children. These activities usually involve all members of the
management as well as staff of Big Bazaar.
 In September 2011, Future Group signed a strategic partnership with the
Himachal Pradesh Government to directly source, market and promote the
state’s products and services through its Big Bazaar stores under the brand
‘Himachal’. The aim of this partnership is to aid the development of various
‘source-to-market’ initiatives to enhance livelihoods for more than 25,000
families in the state.
 Big Bazaar created a platform called Yatra to provide women of self-help
groups across various towns and regions of Maharashtra and Gujarat the
opportunity to market their wide assortment of indigenous food and non-food
products. As part of the programme, women from over 30 regional self-help

groups were invited, encouraged and helped to set up stalls to exhibit their
products at Big Bazaar stores.
SWOT Analysis
SWOT Analysis
Strength 1. Big Bazaar offers a truly good shopping experience and customer
satisfaction, because of their service
2. Big Bazaar has high-quality products at extremely low prices.
3. High brand equity as The Future group has a trust worldwide and
who entered in almost all kinds of retail business in India
4. Big Bazaar has different groceries, garments, electronic items and
more.
Weakness 1.Only domestic presence in Indian market and that too in limited
cities
2. Standards should be increased at international level to cop up with
the emerging competition.
3. Falling revenue per square feet.
Opportunity 1. Retail sector is high growth potential also FDI coming into it
2. Rural retail is still unexplored area.
3. High brand equity in market of Future group so could leverage on
that
Threats 1. There are many competitors for hypermarket nowadays in India
which provides customer services with International standard.
2. Competition from foreign players will increase due to new FDI
norms
3. Need to raise standards to compete with international players
4.Lack of differentiation in malls that are coming
Table 3.1

MARKET POSITION
Big Bazaar is holding a strong position in the market and is growing very fast. It
captures the maximum Indian market and with a strong financial background and it
has to go a long way through.
The low price strategy it is successfully running its business all over India and is still
growing bigger and bigger.
It is said that "Cheap prices are a luxury for the rich but a necessity or a need for
the poor."
So Big bazaar has understood the need of a vast population of the upper middle
class and middle class people of the country and in fact no matter how rich a person
is wherever he/she can get good brands at a cheaper rates they will be attracted
towards it whether an average or a rich person.

CHAPTER 4
REVIEW OF
LITERATURE

Martineau (1958) consider that the store “personality” as “the way in which the store
is defined in the shoppers mind partly by the functional qualities and partly by an
aura of psychological attributes”. Lindquist (1974) distinguishes between “functional
qualities” and “psychological attributes” which included both physical (factual, 6
functional, and tangible) and psychological dimensions, (formed as a result of the
experience consumers have when exposed to a store). However, owing to the
interpretative nature of image, this distinction is often seen as artificial and
misleading.
Dupuis and Prime (1996) introduce the idea of business distance, as the gap
between host and home environments in four areas: consumer behaviour; outlet or
store format; networks; and environment. They argue that any retail format has a
grounded history, built up over years of operation in the home environment, and thus
the “fit” within the host environment needs to be fully understood. Without this
understanding, “the decision to export a retail format to another cultural environment
may drastically modify its initial competitive advantage”. Illustrations of the problems
of “fit” are provided by authors such as Tordjman (1988), Shackleton (1996), and
O’Grady and Lane (1997) who discuss how French, British and Canadian retailers
have found cultural and business behaviour differences when operating in the
American market.
Steve Burt (2000) Defining store image is far from easy (eg Sewell 1974). The
mixture of tangible and intangible dimensions, and the complexity of meanings and
relationships attributed to retailers by customers have long been recognised (eg
Myers 1960, Arons 1961, Weale 1961, Rich and Portis 1964, Kunkel and Berry
1968, Perry and Norton 1970, May 1974, Marks 1976). Martineau (1958) is attributed
with being one of the first to discuss “store personality”, Lindquist (1974) develops
the distinction between “functional qualities” and “psychological attributes”, and
Oxenfeld (1974) argues that store image is a concept which is “more than the sum of
its part, it represents interaction among characteristics and includes extraneous
elements…, it has some emotional content… a combination of factual and emotional
material”. Although originating from an attempt to explain retail identity in an
advertising context, Kapferer’s (1986) identity prism, comprising physical,
personality, cultural, relational, reflection, and customer self interest facets, similarly
combines functional and symbolic elements and stresses the importance of the

customers de-coding of these facets. The interplay of these tangible and intangible
elements and the customers overall interpretation of them, based upon previous
knowledge and experiences, are widely accepted to determine store image
(Hirschman 1981, Marzursky and Jacoby 1986).
Mary Zimmer (1988) considers that The image of a store consists of the way it is
perceived by consumers. An individual’s view is important to the retail manager
because it can ultimately influence patronage behavior; yet, identifying a store’s
particular image can be problematic. The difficulties are of two types;
conceptualization and measurement. Conceptualization describes what the image is
or what the components of image are; measurement is the way the consumer’s
perception is elicited.
Ulf Johansson (January 2007) consider The concept of image in a marketing
context has its origins in the 1950s. Although a commonly used term, image is
recognized as a complex construct open to various interpretations. Image can be
conceptualized from both a production and consumption perspective, but in both
cases it is based on the premise that markets and consumer actions operate on
impressions and perceptions of “reality”. These in turn are derived from personal
experiences and reference points, and are encapsulated in the meanings that
consumers attach to various relationships with a brand. Image is invariably a
subjective, personal, and consumer-centric concept. The symbolic, experiential,
dimensions of brand image lead to questions as to how consumers “see” or
“visualize” a brand, i.e. how they “picture” the brand.
Lindquist (1974), consider store image as a combination of tangible (or functional)
and intangible (or psychological) factors that consumers perceive to be found in retail
stores. Consumers use store image as an evaluative criterion in the decision-making
process of selecting a retail outlet ( Varley, 2005 ). Store attributes refer to the
underlying components of a store image dimension (like merchandise, physical
facilities, services, atmospherics and so on). Research on store image has yielded a
large number of attributes ( Martineau, 1958 ; Jameset al , 1976 ; Peter and Olson,
1990 ). Store image has been found to be linked to store loyalty and patronage
decisions ( Assael, 1992 ; Wong and Yu, 2003 ).

Asa Thelander (2007) consider that For most customers the key contact point with a
retail organisation is the store – it is through their experiences of the store and the
interactions that take place within the store that customers build relationships, and
form their perceptions of a retailer. A positive store image has been identified as a
key determinant of economic success (Jacoby & Mazursky, 1984; Hildebrandt,
1988), store choice (Doyle & Fenwick, 1974; Schiffman et al, 1977; Burns, 1992),
and store loyalty (Mazursky & Jacoby, 1986; Osman, 1993).
Porter and Claycomb (1997) consider that the customers associate their feelings,
thoughts, and impressions with the stores, and these factors affect their patronage
and purchase behavior. This premise is line with that of Sternet al. (2001), who
asserted that the purchase choices of customers are influenced by the store image.
Kim and Jin (2001) reported that the repurchase intention and the satisfaction
derived from shopping at a store are induced during the initial purchasing stage in
which the customers associate their emotions with the store image. Hence, the
perception of customers regarding a store is developed by the store image, and this
perception is signified by their repurchase intention and satisfaction levels. Several
scholars (i.e., Kim & Han, 2000; Birtwistle & Shearer,2001) studied the concept of
store image and suggested various store attributes that contribute to the overall
perception of the store. However, consensus is lacking with regard to the attributes
that increase customer satisfaction based on store image. Hence, this issue of store
image should be further investigated. Retailers and store owners should identify the
effective attributes for enhancing the image of their stores.
Hedrick et al (2005) consider that the store environment and store atmospherics
can influence customer’s expectations on the retail salesperson. They conducted a
study on sales people and store atmosphere, and identified that customer ’ s
perceptions of a salesperson ’ s attributes and relationship building behaviors’ were
important drivers of customer satisfaction. In retail, intentions are usually determined
by a willingness to stay in the store, willingness to repurchase, willingness to
purchase more in the future and willingness to recommend the store to others.
De Pelsmacker and Janssens (2007) consider that the consumer perceptions
influence consumer behaviour. As previous research shows, especially in developed
countries, consumers pay special attention to the environmental behaviour of

companies (Wagner et al., 2009). For this reason, marketing programmes are
launched by retailers to make the consumer aware of the sustainable products
available at their market places. Information about sustainable product offers is
essential as it influences the consumer’s attitude towards retail stores (e.g.
Lichtenstein et al., 2004) and towards his purchase behaviours (e.g. Mohr and
Webb, 2005). Still, it is important to spread positive information about sustainability
as Sen and Bhattacharya (2001) found out that negative information about Corporate
Social Responsibility has stronger effects on the consumer than positive information.
Nevertheless, the consumer’s perception is not only influenced by the information
distributed through the retailer but also by the motivations driving his consumption
(Ellen et al., 2000).
Agarwal and Teas (2001), said that when exposed to extrinsic product cues,
consumers do not just make judgements about product quality and sacrifice, they
also make judgements about uncertainties that may pose potential long-term losses.
Therefore, we extend the basic conceptualization of brand name to include the
dimensions of perceived risk and argue that by relying on a good and credible brand
name as cue, consumers get certain assurances against the various types of risks
involved in choice decisions which in turn effect perception about quality. Possibly,
lowered risk perception brought about by good and credible brand name effect value
perception through higher quality perceptions (Aghekyan-Simonian, Forsythe, Kwon,
& Chattaraman, 2012).
Purohit and Srivastava (2001) consider the results of past researches as equivocal
for the reason that consumers seldom assess these cues in isolation. Rao and
Monroe (1989) also suggest that there is a need to investigate the interactive effect
of various marketing cues on consumers’ value perceptions. In this study, through
the testing of a conceptualized model, we try to understand the way the price and
brand name together influence value perceptions, that is, whether Indian consumers
impute a higher value, assigning better evaluations, when brand name works as a
stimulus along with price information provided for their cognitive decision processes.
Micheal R Solomon (2009) said that today, the evolution of a new managerial class
of women has forced marketers to change their traditional assumptions about
women as they target this growing market. Female influence is found to be strongest
for decisions involving the matching of colors and the mixing /matching of separates.

Parasuraman, Zeithaml and Berry (1988) developed a survey instrument
SERVQUAL to measure the customer’s perception of service quality against
parameters such as Tangibles, Reliability, Assurance, Empathy and
Responsiveness. However, Cronin, J Joseph; Taylor, Steven A (1994) argued that,
SERVPERF scale which provides performance based measurements can provide a
longitudinal index of service quality perceptions to the service managers and the
summed overall service quality obtained can be plotted relative to time and specific
consumer subgroups.
Foxall & Goldsmith (1994) consider that the effective management of marketing
activities of an organization rest on the following two fundaments: First, consumers
act on their perceptions which basically come from the information that they receive.
Second, mangers need to understand the nature of perceptions of their consumers
and potential consumers have of themselves, their social world, and products
available to them.
Zohre Hosseini (2014) consider that Convenience is an important factor in the
current fast-moving environment. A principal aspect of convenience is store location
and other related factors, such as parking and transportation. Retailers should
consider location because this decision cannot be undone easily. Customers are
heavily influenced by various factors, including time required to travel to the store,
transportation to arrive at the store, location of the store, and eventually, sales in the
store (Wood & Browne, 2007). Thang and Tan (2003) reported that customers
choose a store to visit based on its accessibility, ease of transportation, and time
required to go to this store. Accessibility was the second most important factor in
selecting a store; even stores on the same location were affected by the accessibility
factor.
Sheth and Mittal (2004) consider the Store image, the sum total of perceptions
customers have about a store, is determined by these merchandise, service, and
price factors; it is also determined by atmospherics, advertising, and store personnel.
However, as with the definition of store image, no consensus has been reached on a
set of universal store image dimensions.
O’Connor (1990), said that the primary factual elements or attributes determining a
retailer’s image by forming consumers perceptions, include price, variety, assortment

within product categories, quality, products, service (or lack thereof) and location.
Type of customer, shop location, price levels, service offered, merchandise mix,
advertising and the characteristics of the physical facilities are listed by Terblanche
(1998) as some of the factors determining store related perceptions. Similarly, Peter
and Olson (1990) observed that the most commonly studied store image dimensions
are merchandise, service, clientele, physical facilities, promotion, convenience and
store atmosphere, which closely resemble Lindquist’s proposed dimensions. Sheth
and Mittal (2004) stated that: “Store image, the sum total of perceptions customers
have about a store, is determined by these merchandise, service, and price factors;
it is also determined by atmospherics, advertising, and store personnel.” However,
as with the definition of store image, no consensus has been reached on a set of
universal store image dimensions.
Kaul (2005) consider that Store atmospheric attributes such as color, lighting,
interior decoration or music form the overall context within which shoppers make
store selection and patronage decisions, and are likely to have a significant impact
on store image. Selection of a specific retail outlet involves a comparison of the
available alternative outlets on the evaluative criteria of a consumer. Literature
suggests a range of such criteria, which makes it a challenging task from the
retailers ’ point of view and makes store choice a matter of concern to retailers.
Chowdhary (1999) consider that the customers build a perception of the store
based on their numerous visits to the store, and that the final impression is a
combination of all of the aspects of the store that have affected them. Several
researchers (i.e., Bloemer & De Ruyter, 1998; Jin & Kim, 2003) indicated that
customer views of a store image are derived from the overall outstanding features of
the store.
Piyali Ghosh (2009) said that Customer’s choice of a particular store depends on
shopping orientation as well as satisfying experience. In addition, a customer ’ s
attitude towards the store may result from his / her evaluation of the perceived
importance of store attributes, molded and remolded by direct experiences with the
store ’ s overall offerings. An attempt has been made in this study to analyze
purchase patterns of customers towards organized retail outlets in terms of
merchandise categories purchased; time spent within the store; number of
merchandise purchased on each visit; and store switching behavior. Besides, we

have also made an effort to identify store attributes that drive store selection
process.
Newman and Patel (2004) consider that the store atmosphere as another critical
determinant of the store choice of customers. Meanwhile, Richardson et al. (1996)
contended that store aesthetics can enhance customer perception of the quality of
the products in the store. The interior décor of a store is viewed differently by
customers and management (Samli et al., 1998). Samli et al. reported that compared
to the customers, the management regards store image as less important, and
suggested that the retailers can enhance this attribute easily to please the customers
and increase their satisfaction and repurchase levels.
Patrick Buckley consider that A store's atmosphere has both affective and cognitive
components. The affective components are pleasure (i.e.contented, happy,
satisfied), arousal (i.e. stimulated, excited, jittery), and dominance (i.e. controlling,
dominant, influential); the cognitive component is the information rate (i.e. novelty,
variety, density, size) (Donovan and Rossiter 1982; Mehrabian and Russell 1974).
Research evidence points to the concrete stimuli of color, music, and crowding as
influencing the affective dimensions of a store's atmosphere; and to displays and
signs as influencing the cognitive dfineiisions and, to a lesser extent, the affective
dimensions of a store's atmosphere.
Subhadip Roy and Lopamudra Ghosh (March 2014) consider that The role of
store image to attract and retain customers becomes very important (Du Preez et al.,
2008). Store image has been found to influence customer satisfaction (Hackl etal.,
2000; and Theodoridis and Chatzipanagiotou, 2009). Moreover, researchers have
also suggested that store image may vary depending on the cultural context because
of the impact of national and regional culture on consumer behavior (Theodoridis
and Chatzipanagiotou, 2009). Lastly, researchers have also pointed out the need for
a comprehensive scale to measure store image was lacking in research (Du Preez et
al., 2008). Moreover, there are closely similar scales in the western context but there
is lack of a comprehensive scale to measure store image in a developing country
context such as India. The present study aims to fill in this gap by constructing and
validating a comprehensive scale to measure store image.

Johannes Stolz(2013) said that Retailers with their own private label can build up a
sustainable competitive advantage through differentiating their offerings from those
of competitors (Groeber, 2008). A contribution of their own private label can be
demonstrated through eco-design activities such as offering products with special
consideration for the environment through responsible care during the product’s
whole lifecycle. Furthermore, environmental labels can be used to raise the
consumer’s attention. Finally, retailers can improve their environmental performance
through banning those products from the shelves with important environmental
impacts.

CHAPTER 5
RESEARCH
METHODOLOGY

5.1. Problem Statement
To know store expectation from customer of Big Bazaar, what is the image of store
in the mind of customer of Big Bazaar and to identify the different parameter of the
store.
5.2. Research Objectives
 To know the consumer Image of Big Bazaar on different parameters.
 To identify factors towards which customer image is studied.
 To study the impact of demographic factors on customer image towards Big
Bazaar in Surat city.
5.3. Research Design
5.3.1 Type of Design
In this project, descriptive research design has been used.
5.3.2 Sampling
Sample size
 Sample size taken in the study is 160 customer of Big Bazaar, Surat.
Sampling Method
 In this project, Non probability Convenience Sampling is used.
5.3.3 Data Collection Method
There are two sources of data:
 Primary data are collected by using the structured questionnaire.
 Secondary data are collected from websites.

5.3.4 Tools for analysis
For the purpose of data analysis tools used are statistical tools. For the purpose of
graphs Microsoft Excel is used. And for the purpose of test SPSS is used.
5.3.5 Limitations of the study
 It was assumed that the respondent understood the questions in questionnaires
as they were supposed to.
 Due to limited number of respondents, the finding may not be same for the
whole population.
 The Study is limited to particular time period only that is year 2016.

RespondentResponses
1. Age
Age Frequency Percent
18-25 79 49.4
26-40 51 31.9
41-60 28 17.5
More than 60 2 1.3
Total 160 100.0
Interpretation:
From the above data it can be seen that 49% of respondents age lies
between 18 to 25, 32% of respondents age lies between 26 to 40, 18% of
respondents age lies between 41 to 60, and only 1% of respondents age lies
in more than 60 age group who have visit Big Bazaar.
49%
32%
18%
1%
Age
18-25
26-40
41-60
More than 60

Consumer perception of big bazaar

Consumer perception of big bazaar

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