1

EXECUTIVE SUMMARY
Fashion at Big Bazaar is an exclusive apparel store under the future group. It mainly caters
to the needs of fashion conscious people, it has a variety of product mix which includes
women(casual, formal and ethnic wear), men(casual, formal and ethnic wear) and kids. It is
the only store in south India designed exclusively for fashion apparels and it is situated in
Cosmos mall. The study is conducted to find out the competitors of Fashion at Big Bazaar in
Bangalore. As a marketer one should be aware of the competitors and their various
marketing strategies to function effectively in any field. Objectives of the study is to find out
the acceptance of brand both private and manufacturers brands sold through retail outlet,
find out the depth in product assortment, to find out various selling techniques.
A research design is the specification of methods and procedures for acquiring the
information needs to structure or to solve the problems, the type of research used here was
descriptive research. The study is conducted using primary data, the primary data will be
collected through survey method using questionnaire as the major tool. Primary data was
collected through interactions with the retailers.
The population includes the number of retail outlets who sell the same category of products
as the store in study. Questionnaires will be the tool used to collect data from the retailers.
The study will be conducted on selected retailers in Bangalore, which include both the
organized and unorganized retailers. The study will also be conducted on various other
apparel outlets under the future group (pantaloons, loot mart etc). Majorly the study has time
as a constraint, the number of retail outlets to be considered as sample is also 100. It is
found that majority of stores have a good footfall to conversion rate and their price and
quality that they offer is good. It is suggested that the store should try to get a better footfall
by giving more discounts and by offering better quality. It should stock different brands and
try to target the middle class customer.


2










PART - A







3

CHAPTER I
AIM: To study Organizational activities in all functional area and relate this to
theoretical knowledge acquired.

1.1 INDUSTRY PROFILE
Retail is Indias largest industry, accounting for over 10 percent of the countrys
GDP and around 8 percent of the employment. Retail industry in India is at the crossroads. It
has emerged as one of the most dynamic and fast paced industries with several players
entering the market. But because of the heavy initial investments required, break even is
difficult to achieve and many of these players have not tasted success so far. However the
future is promising; the market is growing, government policies are becoming more
favorable and emerging technologies are facilitating operations.
Retailing in India is gradually inching its way toward becoming the next boom industry.
The whole concept of shopping has altered in terms of format and consumer buying
behavior, ushering in a revolution in shopping in India. Modern retail has entered India as
seen in sprawling shopping centers, multi-storied malls and huge complexes offer shopping,
entertainment and food all under one roof. The Indian retailing sector is at an inflexion point
where the growth of organized retailing and 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. A large young working population with average age
of 24 years, nuclear families in urban areas, along with increasing working-women
population and emerging opportunities in the services sector are going to be the key growth
drivers of the organized retail sector in India. The market size of Indian retail industry is
about US $312 billion. Indias Consumption Cosmos During the past decade, Private Final
Consumption Expenditure has been the key driver of economic growth in India. Retail
industry in India is expected to rise 25percent yearly being driven by strong income growth,
changing lifestyles, and favorable demographic patterns. It is expected that by 2016 modern
retail industry in India will be worth US$ 175- 200 billion. India retail industry is one of the
fastest growing industries with revenue expected in 2007 to amount US$ 320 billion and is
4

increasing at a rate of 5percent yearly. A further increase of 7-8percent is expected in the
industry of retail in India by growth in consumerism in urban areas, rising incomes, and a
steep rise in rural consumption. It has further been predicted that the retailing industry in
India will amount to US$ 21.5 billion by 2010 from the current size of US$ 7.5 billion.
Shopping in India has witnessed a revolution with the change in the consumer buying
behavior and the whole format of shopping also altering. Industry of retail in India which has
become modern can be seen from the fact that there are multi- stored malls, huge shopping
centers, and sprawling complexes which offer food, shopping, and entertainment all under
the same roof.
1.2 COMPANY PROFILE
1.2.1 Background and inception
Big Bazaar is a chain of department stores in India currently with 100 outlets. It is owned by
Pantaloon Retail India Ltd, Future Group. It works on the same economy model as Wal-Mart
and has been successful in many Indian cities and small towns. The idea was pioneered by
entrepreneur Mr. Kishore Biyani, the CEO of Future Group. Currently Big Bazaar stores are
located only in India. It is the fastest growing chain of department stores and aims at having
350 stores by 2010. Fashion at big bazaar was introduced in 2001, Fashion at Big Bazaar are
found as cut-ins within all Big Bazaar stores, as well as some stand alone stores.
1.2.2 Nature of the business carried

Fashion at Big Bazaar aims to dispel the myth that fashion comes with a steep price tag.
With fashion apparel and accessories for all age groups across categories like men, ladies,
kids and infants, Fashion at BigBazaar is the fashion destination for all. Be it office or casual
wear; festivals or weddings, Fashion at Big Bazaar has apparel for every occasion. And
whats more, it makes fashion available at affordable prices. Fashion at Big Bazaar has
developed many in-house brands that cater to every age group and category. The format sells
brands for both men and women including DJ&C, Knighthood, Privilege Club, AFL and
Haute n Spicy. Shrishti and Shatranj are ethnicwear brands, while Pink n Blue, Princess
and the Power Rangers line caters to kids. It also has a special tie up with Star TV for a
5

special Star Parivaar line. Under this line, the format retails clothes that don many of the
consumers favourite television stars. The format also retails international and national
brands like Signature by Levis, Going 3, 14U, Meena Bindra by Biba, Aurelia by W,
Lilliput and Juno. Fashion for Big Bazaar is not just about brands, but it is also about
customising apparels for a diverse country like India. A strong team of designers constantly
work to create special ranges to suit to the tastes of its customers spread across the country.

Fashion at Big Bazaar is found as cut-ins within all Big Bazaar stores, as well as some stand
alone stores.


1.2.3. Vision, Mission & Quality Policy


Vision

To emerge as the best and the most profitable retailer in India

Mission

To spearhead his company to be the finest and the most preferred chain in retailing
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 receptive to new ideas, knowledge and information.
Valuing and Nurturing Relationships: to build long term relationships.
Simplicity & Positivity: Simplicity and positivity in our thought, business and action.
6

Adaptability: to be flexible and adaptable, to meet challenges.
Flow: to respect and understand the universal laws of nature.

1.2.4 Product profile

Fashion at Big Bazaar has developed many in-house brands that cater to every age group and
category. The format sells brands for both men and women including DJ&C, Knighthood,
Privilege Club, AFL and Haute n Spicy. Shrishti and Shatranj are ethnic wear brands,
while Pink n Blue, Princess and the Power Rangers line caters to kids. It also has a special
tie up with Star TV for a special Star Parivaar line. Under this line, the format retails
clothes that don many of the consumers favourite television stars.
The format also retails international and national brands like Signature by Levis, Going 3,
14U, Meena Bindra by Biba, Aurelia by W, Palm Tree by Gini & Jony, Lilliput and
Juno.

1.2.5. Area of operation


Fashion at Big Bazaar operates in India, it has cut-ins in almost all the big bazaar outlets.
Expansion has been a part of this organization and recently they have opened stores in II tier
and III tier cities. Fashion at big bazaar has 5 standalone outlets in India. It has presence in
almost all the major cities in India.

1.2.6. Ownership pattern

The Board consists of a whole time Chairman and Managing Director, three whole time
Directors and six part time Directors holding responsible positions with vast and varied
experience. The whole time directors have more than 20 years of experience in retail,
manufacturing and textile industry. All independent directors have rich experience in various
manufacturing and retail segment.

7


BOARD OF DIRECTOR

Mr. Kishore Biyani, Managing Director
Mr. Gopikishan Biyani, Whole time Director

Mr. Rakesh Biyani, Whole time Director

Mrs. Veda Prakash Arya, Director

Mr. Shailesh Haribhakti, Independent Director

Mr. S Doreswamy, Independent Director

Dr. D O Koshy, Independent Director

Mrs. Anju Poddar, Independent Director

Mrs. Bala Deshpande, Independent Director

Mr. Anil Harish, Independent Director







8

1.2.7. Competitors information

The Store operates in a competitive environment. For each line of business, they face
competition from established national and regional companies.
Major Competitors
Shoppers Stop
The loot
Lifestyle
Westside
Mega mart
Pantaloons


1.2.8. Infrastructural facilities

The store has the best infrastructural facilities with air conditioned. It has a good
parking facility and has excellent security service. Big bazaar has state-of-the-art
infrastructure facilities across the country which enhances the shopping experience of the
customers and enriches the working experience of employee.

1.2.9. Awards

2009 CNBC Awaaz Consumer Awards 2009, Images Fashion Forum 2009
2008 Indian Retail Forum Awards 2008, The INDIASTAR Award 2008 , Retail Asia
Pacific 500 Top Awards 2008, The Reid & Taylor Awards For Retail Excellence
2008
2007 Images Retail Awards, National Retail Federation Awards, World Retail
Congress Awards, Hewitt Best Employers 2007
2006 Retail Asia Pacific Top 500 Awards, Asia money Awards, Ernst & Young
Entrepreneur of the Year Award, CNBC Indian Business Leaders Awards,
Lakshmipat Singhania IIM Lucknow National Leadership Awards, Images Retail
9

Awards , Readers Digest Awards , CNBC Awaaz Consumer Awards, Reid & Taylor
Awards for Retail Excellence
2005 Images Retail Awards 2005, DAKS London
2004 Images Retail Awards 2004, Reid & Taylor and DLF Awards
2003 Indian Express Award

1.2.10. Future growth and prospects

Retail sector is expected to create 2 million jobs up to 2010.

According to Indian Retail Report top 10 players in modern retail trade are going to
invest US $ 18-20 billion in next five years

Future groups retail chain Big bazaar is planning to have 300hypermarkets in the
country by 2010-2011.

The company is also mulling to increase its annual turnover to Rs.13,000 crore by
2010-2011, up from Rs.3,600 crore last fiscal on the back of its expansion.

It is projected that up to 2010 retail sector will be worth around US $ 300 billion.FDI
is going to increase rapidly, by 2010 retail sector will become biggest industry in
India.














10

1.2.11. Work flow model (End to End):









Yes no

No

Yes







start
Develop EOQ base on consumption pattern
Receive request for consumable by 7
th
of every month
Feed the requirement in the system
System verification for stock availability
Send execution order Get approval for purchase
Verification for stock availability at warehouse
Dispatch order
Inward process at store
Update stock level
end
Place requirement
Send requirement
11


CHAPTER II
APPLICATION OF 7 S MODEL
2.1 Application of 7-S McKinsey model
The 7-S Model is better known as McKinsey 7-S. the two persons who developed this model
are, Tom Peters and Robert Waterman, have been consultants as McKinsey & Co at that
time. They published this model in their article Structure is Not Organization (1980) and
in their books. The Art of J apanese Management (1981) and In Search of Excellence
(1982).

This model shows that organizational immune systems and the many interconnected
variables involved make a change complex, and that an effective change must address many
of these issues simultaneously.
The 7S framework of Mc Kinsey is a value based management model that describes how
one can holistically and effectively organize a Company. Together these factors determine
the way in which a corporation operates.


12



Those seven elements are distinguished in so called hard Ss and soft Ss. The hard
elements are feasible and easy to identify. They can be found in strategy statements,
corporate plans and organizational charts and other documentations.
The four soft Ss however, are difficult to describe since capabilities, values and elements of
corporate culture are continuously developing and changing. They are highly determined by
the people at work in the organization. Therefore it is much more difficult to plan or to
influence the characteristics of the soft elements. Although the soft factors are below the
surface, they can have a great impact of the hard structure, strategies and systems of the
organization.

13

Description
The hard Ss
Strategy: actions a company plans in response to or anticipation of changes in its
external environment.
Structure: basis for specialization and co-ordination influenced primarily by
strategy and by organization size and diversity.
Systems: formal and informal procedures that support the strategy and structure.
(Systems are more powerful than they are given credit)
The soft Ss
Style / culture: the culture of the organization, consisting of two components:
Organizational culture: the dominant values and beliefs, and norms, which develop
over time and become relatively enduring features of organizational life.
Management style: more a matter of what managers do than what they say, how does
a companys manager spend their time? What are they focusing attention on?
Symbolism- the creation and maintenance (or sometimes deconstruction) of meaning
is a fundamental responsibility of managers.
Staff : the people / human resource management- processes used to develop
managers, socialization processes, ways of shaping basic values of management
cadre, ways of introducing young recruits to the company, ways of helping to
manage the careers of employees.
Skills the distinctive competences-what the company does best, ways of expanding
or shifting competences
Shared values /super ordinate goals: guiding concepts, fundamental ideas around
which a business is built must be simple, usually stated at abstract level, have great
meaning inside the organization even though outsiders may not see or understand
them.

14

Effective organization achieves a fit between these seven elements. This criterion is the
origin of the other name of the model: Diagnostic model for organizational effectiveness.
Structure
Structure describes the hierarchy of authority and accountability in an organization.
Structure basis for specialization and co-ordination influenced primarily by strategy and by
organization size diversify. These relationships are frequently diagrammed in organizational
charts. A structure is the formalizing of relationships, roles and responsibilities in order to
organize and perform work. The store manager acts as a nodal point between his higher
authorities and his subordinates, he keeps track of the inventory and records the sales target
achieved by his store. The store manager reports all the day to day activities to the zonal
office. The diagrammatic representation of the organization structure at Fashion at big
bazaar is given below.
15




STORE MANAGER
ASSISTANT
STORE MANAGER
DEPARTMENT
MANAGER
ASSISTANT
DEPARTMENT MANAGER

TEAM LEADER
SALES PERSONS
Or PROMOTERS
16



Systems
A system is defined process, or a set of processes, that links and orders activities to enable
work to be done and goals to be achieved. In big bazaar the longevity of the company itself
has inbuilt systems of severe competition with each other in achieving their targets in the
spheres of actions defined in the aforesaid structure. The departments are taking pride in
achieving their set goals and never allow the management to set them on the docks at any
cost.
Systems refer to the processes used to manage the organization. The system includes:
Performance management system
Compensation system/ reward system
17

Customer satisfaction monitoring system
Innovation system
Financial system/ capital allocation system
Management information system.
Fundamentally hard work, pride are the basics of culture in Big bazaar. The management
also observes each worker keenly and assures that the rewards are justified and are hard to
attain. This kind of approach extricates the optimum output out of each individual whereas
the individual himself dwells in the illusion that he is the greatest person in the organization.
This simply boosts the morale of the workers in Big bazaar, every time he works hard to
achieve what is expected out of him.
Style
Style expresses the nature of big bazaar group. Style of leadership or relationship is the
manner in which an individual is given importance to his or her talents, values, knowledge,
judgment and attitude to lead and relate to others.
The organization believes in placing the employees in the right jobs.
The organization believes in giving the employees authority and confidence
in decisions-making.
The organization believes in seeing to it that the employees are able to grow
to meet both their own needs and the needs of the organization.
Staffing
In Big bazaar the employees are well trained. Over a period of time the leadership qualities
are recognized and promotion are made periodically according to seniority and efficiency.
The fresh recruits, under training and induction are always told about the behavioral pattern
and the ways to achieve the skills to perform well and fit into the groove of promotional
avenues in their careers by their seniors. This persuasive leadership is a in built system of
administration. The people /human resource management will always have an opportunity to
18

interact with the individuals in presence of their supervisors and managers to understand the
need of his home front and upkeep of health.
Each incumbent should have a specific academic qualification to match the position he/she
is going to hold and also the necessary skill to execute the assignment. Marketing/sales
people should possess at least a degree, although a management degree is preferred. They
should necessarily possess good communication skills and flair for sales. For fresher due
training will be given and then they will be assigned jobs. The potential will be monitored on
a regular basis and will be given suitable guidance from time to time. Annual increment is
given based on the performance.
Skill
In Big bazaar the experienced and the exposure with the higher echelons of managers for
over a period of three decades as the business is inherited in the family each workers, is
continuously guided to attain efficiency to achieve the required quality in production. They
are aware of the sources where the skills can be natured and who the master of particular
trade is. The manager should have the managerial skill and they should have the ability to
take the right decisions. They should manage the personnel and make them carry out their
responsibility. The front end sales personnel are given special training to incorporate skills
necessary to understand the buying behavior of customer; they are trained regularly to
perform better.
Shared values
Shared values are the identity by which a company is known throughout its business areas.
These values must be explicitly stated as both corporate objectives and individuals values. A
shared value is an essential characteristic or attribute promoted by the organization to motive
the behavior of members of the organization. Big bazaar has a list of values, among which
Indianness, leadership, Respect & humility and building long term relationship are targeted
at building long term relationship with customer

19

Chapter III

3.1 SWOT analysis
SWOT Analysis
SWOT stands for strengths, weaknesses, opportunities and threats. It is a methodology used
to aid strategic planning that gained popularity during the 80's. A SWOT Analysis is a
strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities, and
Threats involved in a project or in a business venture. Strengths and weaknesses are internal
to an organization. Opportunities and threats originate from outside the organization. A
SWOT analysis, usually performed early in the project development process, helps
organizations evaluate the environmental factors and internal situation facing a project.

STRENGTHS
State-of-the-art infrastructure of Fashion at big bazaar outlet
The availability of good product line and depth
It has a high brand equity in present retail market
Increased sales with the help of healthy competition between different
department


WEAKNESS
The number of walk-ins is moderate
large fixed costs and therefore high cost of operation
No optimum utilization of employees
Unable to meet store opening target
High attrition rate of employee



20

OPPORTUNITIES

Increasing population of women
Can expand the business in smaller cities as there is a lot of opportunity
Organized retail is just 4.15percent of total pie of Indian retail
Evolving customer preferences may result in increasing market potential
Growth in income of customers

THREATS
Unorganized retail market of India-low priced product from the unorganized
sector
Competitors, global big players planning to foray into market
Retail market already has several existing players
Foreign direct investment cause more problems in future because of that many
mergers and acquisition are happening in Indian retail sector









21

CHAPTER IV
4.1 Functional departments
o Human Resource Department.
o Finance Department.
o Marketing Department.
o Logistics Department.
o Sales Department.
o Customers Service Department.
o Administration Department.

4.1.1 Human resource department
The HR department of Fashion at Big Bazaar is very dynamic. Employees are the biggest
strength and asset of any organization and the HR department realizes this very well. This is
very evident from the way the HR department handles all its employees. They take utmost
care to select, train, motivate and retain all the employees. They have continuous
developmental programs for all the employees. There are two shifts for the employees, the
first shift employees arrive at 10:30AM in the morning and leave at 7.30 in the evening,
while the second shift employees report at 12.30 in the afternoon and leave at the time of the
store closing (10pm).
Sources of Recruitment:
The following are the main sources through which Fashion at Big Bazaar recruits its
employees.
Consultancy Services: For top level management, employees are recruited through
private consultants. They are usually appointed as Departmental Managers.
Walk-ins: This is the main source through which Fashion at Big Bazaar recruits its
employees. People seeking job usually themselves approach the HR department for
job vacancy. Employees usually selected from this source are appointed at the entry
level as team members.
22

Employee Referrals: This is the other main source through which employees are
selected. Candidates who have given their previous employer as referrals are first
interviewed and from their previous employer, opinion is taken about their behavior
and performance in the job. If they receive a positive opinion from their previous
employer they are selected.
Campus Recruitment: Young people bring new ideas and fresh enthusiasm.
Therefore Big Bazaar visits some of the reputed educational institutions to hire some
of the most talented and promising students as its employees.
Selection Procedure:
The following is the selection procedure that the HR department practices to hire its
employees.
Interview: For entry level jobs, the candidates are interviewed by a HR person. They
are asked a few basis questions about their education, previous work experience if
any, languages known etc. This is done to evaluate the candidates ability to
communicate freely and also other skills.
Psychometric Tests: For higher and top level jobs, candidates are asked to answer a
few questions which basically test their sharpness, analytical ability, ability to
handle stress, presence of mind etc. This is done as Managers are required to work
under stress all the time and still maintain a cool head to make some vital decisions.
Group Discussion: In campus recruitment students are involved in a Group
Discussion, where they will be given a topic on which the group has to deliberate,
discuss and arrive at a solution or a decision which is accepted by the whole group.
Along with the GD they are also given a written aptitude test. Finally a formal
interview will be conducted to assess the overall skills of the student.



23

Induction:
New employees selected will be given a 13 day induction and training program. They will be
given information about the companys business, different departments etc. They will be
informed of their roles, duties and responsibilities. They will also be informed about the HR
policies and rules of the company. The new employees will be on probation for a period of 6
months. After this period the HR period along with the department manager will review the
performance of the employee. If the employees performance is good and encouraging, the
employees services will be confirmed.
Compensation & Rewards:
The employees are rewarded suitably with attractive pay packages.
The salary of an employee includes basic pay. HRA, special allowance, PF,ESI, Mediclaim
etc. Annual bonus will be given at the time of Diwali. The employees and their dependents
are also entitled for medical treatment in recognized hospitals with cashless hospitalization
with whom the company has tie-ups. If a hospital is not recognized, the amount spent by the
employee will be reimbursed.
Along with these all the employees are given a card known as Employee Discount card
(EDC) through which they can buy any product at any of the future group stores at a special
discount of 20-30 percent.
Performance Appraisal:
The HR department conducts performance appraisal of all the employees annually in the
month of April. Based on their performance increments will be given in their pay. In
addition to this if an employee achieves or exceeds the target given to along with their team
members will be provided with attractive cash and other incentives.


24

Training & Development:
Future group has its own training division for all its employees, known as Future Learning
& Development Limited (FLDL). All the employees are given training for 20 days in a year
spread over different periods.
Gurukul which is a part of FLDL gives training to all the employees on various skills like
team work, dedication discipline improving customer service etc to make them more
knowledgeable and productive.
prarabh which is a part of FLDL gives training for new employees. In prarabh, new
employees are made familiarized with companys values, vision, product knowledge etc

Cashier training for non cashiers all employee has to be aware of what are the process in
cashiering, how to do billing what are pitfalls in billing etc. Communication training is for
improving the communication skills of employees.

4.1.2 Finance Department

Finance is the life blood of any business. The South Zone Head office located at J ayanagar,
performs most of the financial functions and therefore the Finance department of the store
performs a few basic functions, such as preparing the Stores Income and Expenditure
Statement giving full particulars of all items. It also prepares the budget for expenditure at
various levels on different items. This department is also responsible for deciding and giving
the weekly, monthly and yearly sales targets and the margins for all the departments
separately. The Finance department is also responsible for collecting and depositing the cash
received in the companys bank account daily.

4.1.3 Marketing Department
Marketing concept is a customer orientation backed by integrated marketing aimed at
generating customer satisfaction as the key to satisfying organizational goals. For a firm in
25

order to implement the marketing concept it has to focus its attention on the consumer,
ascertain his/her needs, wants and requirements.
Every Brand appeals to individual customers in different ways. Good customer service is the
life blood of any business. Good customer service is all about attending to existing and
potential customers. Maintaining good relationship with the customers is the key to business
success and hence the concept relationship marketing. Relationship marketing looks at
customers and clients over a longer term. It takes into account the lifetime value of a
customer.
Many experts think it costs anywhere from six to ten times as much, to find a new customer,
than to sell to an existing one. With those financial realities in mind, the approach makes
some sense; The Marketing department is responsible for marketing of Big Bazaars
products through different media like TV, radio, newspapers, banners, placards etc. The
marketing department has to decide and identify the most effective medium to attract the
customers to Big Bazaar thereby increasing the sales. The department has to design creative
and attractive advertisements through which the companys products can be promoted to the
customers. The company has to visit different companies and has to enter in tie-ups for all its
advertisement campaign. The marketing department also concentrates on what is called as
Visual Merchandising. Visual merchandising is an art by which a retailer makes the store
talk to its customers. The colors, signage, lights, look and feel, everything is taken into
account. It is very important to figure out what is the story, the picture, the idea that is being
sold to the customers.
Another concept that was incorporated from the beginning was that of Category
management as opposed to the brand merchandising practice that is followed by many
retailers. Category management is based on the belief that a customer walks into a store
looking for party shirt or a formal trouser, rather than a particular brand. Therefore the store
is designed according to the categories like mens formal wear, womens western wear or a
casual wear, etc. Within the organization too, teams were divided according to the categories
that they managed, rather than the brands.
26

This department is responsible for the attractive product arrangement in the Store with
respect to their nature. The basic function of this department is it divides the Store into some
departments based on the nature of the product and also within the department it decides
how the products should be arranged keeping in mind the customers taste. It also arranges
the products to attract the customers and also ensure easy availability of products.

4.1.4 Logistics Department

Logistics is a very important department of Big Bazaar. It is responsible for procuring the
stock of all the products of the different departments. The logistics department receives the
goods from the warehouse. The Warehouse of Big Bazaar for the entire South zone is
located at Hosakote, Karnataka. The logistics department receives the stock of different
goods and verifies the quantity and quality of the goods with the particulars given in the
Goods Received Statement which it receives along with the stock.

Then it checks for any damage in the stock received. If there is no damage in the stock, after
recording it in the Stock Inward Register dispatches the goods to the respective department
taking the signature of the Departmental Manager.
On the other hand if there is a damage in the goods or if the goods do not match the details
given in the Goods Received Statement, it enters in the Stock Outward Register and sends it
back to the warehouse along with a Goods Returned Note giving full information regarding
the reason for returning back the goods and the defect or damage in the goods.
The logistics department receives two truckloads of stock every day. It is the respective
departmental Managers who place an order to the Zonal head office through e-mail for stock
of goods when they feel that the stock has to be replenished. The logistics departments
works in complete coordination with all the other departments to ensure that the stocks are
received and maintained properly for the smooth functioning of the store and avoid any
inconvenience to the customers.

27

Registers maintained by the store

o Big bazaar outward
o Vendor schedule register
o Bar code register
o Free gin register.
o Scrap register.
o Big bazaar vendor security inward register.
o Big bazaar ware house security inward register


4.1.5 Sales Department


This department is responsible for the collection of sales amount i.e., cash sales. There is a
Head Cashier to whom all the cahiers report and submit the total sales amount collected
throughout the day by the cashiers. In addition to cash all leading credit and debit cards are
accepted at no extra charge. Also Big Bazaar vouchers and Sodexho coupons are also
accepted. A cashier at the time of opening his billing counter will be given an opening
balance of Rs.1000. The cashier has to ensure that all the offers applicable on respective
products are given to the customer in his/ her bill. Also if any free items are given on some
purchases, it should be informed to the customer clearly. After the billing is done, the cashier
has to pack the products neatly in a plastic cover according to the customers needs. At the
time of closing the billing counter, the cashier has to give a statement of cash, with all
particulars of different denominations of cash, amount collected through credit cards,
amount collected in debit cards, amount collected in Sodexho coupons & Big Bazaar
vouchers and also amount collected through Credit Notes.

4.1.6 Customer Service Department
As the name suggests this is the separate department which mainly focuses on customer
service like if a customer finds difficulty in finding any product, if there are any customer
28

complaints, they are also looked into, any customer assistance etc. is also provided. There is
also an Exchange Counter where if a customer is dissatisfied or wants to exchange the
product he/ she has purchased for any reason , the customers can exchange them within 7
days of their purchase. When a customer brings a product for exchange, the product is first
received and checked if it is used or deliberately damaged or tampered with. If it is in an
acceptable condition, then the customer is issued a Credit Note for that amount (products
price). Then customer can purchase any product for that amount or just take back the money
by encashing the credit note at a cash counter. If the customer buys a product less than the
amount in the credit note, the difference amount will be returned to the customer and on the
other hand if a customer buys a product more than the amount in the credit note, the
customer will be asked to pay the difference amount. This department is also responsible for
announcing all the offers running in the store on different products throughout the day. This
department also does gift wrapping for any product if the customer wants it at free of cost.
The department also collects customers opinion / feedback for continuous improvement in
their service. The ultimate aim of this department is to help and satisfy the customer in every
possible manner and makes the customers experience memorable.

4.1.7 Administration Department

The store administration comes under the store manager. Its functions are store maintenance,
housekeeping, security etc. the store maintenance is concerned with the proper running of
the store in coordination with all the departments. It also has to ensure proper back up
power supply in times of power cuts. The housekeeping is concerned with keeping all the
departments of the store clean and neat all the time. Covers and other wastes should be
properly cleaned and the floor is swept regularly to keep it clean. The security section is
concerned with the security of the entire store. Security department keeps a vigilant check on
all the people entering and departing at the various entry and exit points in the store. They
also maintain all the registers like employees attendance register, stock register, visitors
register etc. They check all customers bill before leaving them out of the store. They ensure
orderliness in the store and prevent shrinkage or pilferage of goods to minimise the loss
29

arising out of it. The housekeeping and security are outside agencies employed by the store
on a contract basis to take care of the respective functions. The Administration department
also has a separate section known as Information Technology. This department is
responsible for the maintenance of all the systems of the store; all billing machines their
functioning networking with the master machine etc. If there is any problem with the
machine in any department in the store, then this department comes into function. This
department integrates all the systems in the store and properly maintains all of them.
























30

CHAPTER V

5.1 Profit & Loss Summary



5.2 Balance sheet Summary



31

5.3 Cash Flow Summary




Sales
The Companys sales and other operating income has increased from Rs.5048.91 Crores to
Rs.6341.70 Crores, an increase of 25.61percent over the previous year. The Company has
also recorded same store growth of 6.97percent during the year.

Profit Before Tax
Profit before tax of the Company for the year 2008-09 stood at Rs.216.23 Crores as
compared to Rs. 195.62 Crores in the previous year, an increase of 10.54percent over the
previous year.
Interest
Interest & Financial charges outflow has increased from Rs.185.27 Crores in 2007-08 to
Rs.318.22 Crores in 2008-09. The increase in interest and financial charges is on account of
additional borrowing for funding the growth plans of the Company. The interest and
financial charges cover during the year under review has fallen down to 2.12 times as
32

compared to 2.51 times in the preceding year. Weighted average cost of borrowing has
marginally increased from 11.15percent to 11.37percent on account of higher cost of funds/
borrowings driven by market conditions.

Net Profit
Net profit of the Company for the year under review stood at Rs.140.58 Crores as compared
to Rs.125.97 Crores in the previous year, an increase of Rs.14.61Crores and 11.60percent
over the previous year.

Loans and Advances
Loans and advances stood at Rs.1202.56 Crores in 2008-09, an increase of Rs.240.24 Crores
over the previous financial year.

Capital employed
The capital employed in the business increased by Rs.1084.41 Crores in 2008-09. This is
reflected in the liabilities side of the balance sheet through an increase in borrowings by
Rs.658.61 Crores and an increase in shareholders funds by Rs.425.80 Crores. Return on
capital employed has increased from 14.44percent to 14.73percent.

Surplus management
The Company generated a cash profit of Rs.328.88 Crores as compared to Rs.246.64.Crores
in the last year, registering the growth of 33.34percent.








33

CHAPTER VI

LEARNING EXPERIENCE


The in-plant training was truly a remarkable experience, in terms of study of the
organization as a whole. I am very happy to express my practical experience at Big Bazaar.
Those four weeks of training has given me practical knowledge about the working of retail
industry. I had a great opportunity to learn things from people in the field; and working
under them has given me a confidence to perform any given job in a right manner.
In these four weeks I had the opportunity to work under all the departments and understood
what retailing is about, this knowledge helped me to know about customers buying behavior
and their taste and priority. During my four weeks of training I was lucky to have worked
during the special sale named saal ke sabse saasthe char din , during which I learnt about
paging and tried my hands on sales.
And also I learned what management makes to attract the customers and their several
promotional strategies. Working in each department helped me to understand the application
of theoretical concepts that I had learnt; being given a place at the customer service desk was
my best job, where I had to handle customer queries during which many customers
appreciated my work. Interacting with customers directly helped me understand them and
analyze their buying pattern. Among all the departments that I worked in, logistics was a
memorable experience, I was taught to understand the functioning of this department. This
experience has increased my confidence level and knowledge.





34












PART- B











35

CHAPTER VII

Introduction
7.1. Statement of the problem
The study is conducted to find out the competitors of Fashion at BigBazaar in
Bangalore. As a marketer one should be aware of their competitors and the various
marketing strategies to function effectively in any field.

7.2. Objectives of the study
To understand the functioning of retail industry
To measure the product line and depth
To determine the selling techniques and sales promotion
To analyze the acceptance of brand both private and manufacturers brand
sold through retail outlet
To understand customer buying patterns towards apparel
To make suggestions on the problem identified under study

7.3. Scope of the study

The study was conducted on retailers present in Bangalore for understanding the
competitive positioning of Fashion at big bazaar, Bangalore is a cosmopolitan city and has a
mix of stores; both organized and unorganized. Therefore this study can be used to
understand how the basic retail market operates.

7.4. Methodology
A research design is the specification of methods and procedures for acquiring the
information needs to structure or to solve the problems, the type of research used here was
descriptive research.
36

7.4.1. Research Method
Descriptive research
Descriptive research includes survey and fact-finding enquiries of different kinds. The major
purpose of descriptive research is description of the state of affairs as it exists at present. The
major characteristic of this method is that the researcher has no control over the variables; he
can only report what has happened or what is happening.
Sources of data collection
The study was conducted using both primary and secondary data. The primary data was
collected through survey method using questionnaire as the major tool. Primary data was
also collected through interactions with the merchandisers. The secondary data was collected
through the internet, print media, company journals, and reports.
Description of population
This included the number of retailers taken into consideration with the use of questionnaire.
The retail outlets that deal with only apparels, outlets that sell both in-house and
manufacturer brands are considered.
7.4.2. Sample size
The study was conducted among the selected retailers. This included the number of retailers
taken into consideration with the use of questionnaire. The retail outlets that deal with only
apparels, outlets that sell both in-house and manufacturer brands are considered. The sample
size considered was 100.

7.4.3. Sampling technique
The sampling method used was convenience sampling. This sample consists of retailers who
belong to both organized and unorganized sector. Mainly those retailers were selected who
had products for men, women and kids. The sample size considered was 100.
37

7.4.4. Data collection Technique (Primary and Secondary)
Questionnaire was the primary tool for data collection from the retailers. Meetings with the
external guide were held to gather information. Information was also collected from the
company website and using the companys brochures and annual report.
Design of data collection tool:
Survey method was used to gather primary data from the retailers. The tool used was a
questionnaire consisting of 20 questions, where the retailers response was utilized for the
study. Refer to the questionnaire in the annexure.
7.4.5. Data Analysis Technique
The information is analysed using bar charts and interpretations are made from it.
Questionnaire is used to collect details of retailers and then charts are used to depict these
details; analysis and interpretations are made from these charts.

7.4.6 Limitations

Time limit is the major constraint
This study is applicable to Bangalore region only
Some respondents replied half heartedly and biased answers
Some respondents gave incomplete information






38






ANALYSIS
AND
INTERPRETATION







39

CHAPTER VII
ANALYSIS AND INFERENCES

8.1 SIZE OF STORE
Table 8.1
Less than
2000 sq ft
2000 to 5000
sq ft
5000 to
10000 sq ft
More than
10000 sq ft
Total

No.
respondents
35 25 20 15 95
Percentage

37 26 21 16 100

Graph 8.1


Analysis:
From the table and the bar chart it is evident that out of 95 respondents 37 percent of them
have store area less than 2000 sq ft. whereas 26 percent have store area between 2000 to
5000 sq ft.
Interpretation:
It can be analysed that 37 percent of stores have area less than 2000 sq ft; 26 percent of
stores have area between 2000 to 5000 sq ft. it can be seen that only 16 percent of the stores
have area more than 10,000 sq ft.

0
10
20
30
40
LESS THAN
2000
2000-5000 5000-10000 MORE THAN
10000
SIZE OF STORE
SIZE OF STORE
40

8.2 LOCATIONAL ADVANTAGE
Table 8.2
YES NO Total

No of
responds
95 0 95
percentage 100 0 100

Graph 8.2



Analysis:
From the table and bar chart it is evident that all the 95 respondents were happy with their
current location

Interpretation:
100 percent of respondents think that their current location is advantageous to their store and
therefore they have no plans to increase their store area or location.





0
50
100
150
YES NO
LOCATIONAL ADVANTAGE
LOCATIONAL
ADVANTAGE
41

8.3 RETAILERS PLAN TO INCREASE STORE AREA
Table 8.3

NO YES Total

No of
responds
95 0 95
percentage 100 0 100

Graph 8.3

Analysis:
From the table and bar chart it is noted that all the respondents do not have plans to increase
their store area

Interpretation:
100 percent of respondents think that their current location is advantageous to their store and
therefore have no plans of increasing their store area






0
50
100
150
YES NO
STORE AREA
STORE AREA
42

8.4 AVERAGE NUMBER OF WALK-INS

Table 8.4
Less than 50 50-100 100-150 150-200 Total

No.
respondents
10 50 20 15 95
Percentage

10 53 21 16 100


Graph 8.4


Analysis:
From the bar chart and table it is evident that out of 95 respondents 50 retail stores have an
average walk-in of 50 to 100.

Interpretation:
Majority of the stores have 50 to 100 footfalls on an average per day, 53 percent of
respondents (retailers) have around 50 100 foot falls. While 21 percent have footfall
between 100-150.


0
10
20
30
40
50
60
LESS THAN 50 50-100 100-150 150-200
AVG. WALK-IN
AVG. WALK-IN
43

8.5 REPEAT PURCHASERS

Table 8.5
Less than 10 10-30 More than 30 Total

No.
respondents
5 35 55 95
Percentage

5 37 58 100

Graph 8.5


Analysis:
It can be noted from the bar chart and table that out of 95 retailers 55 have more than 30
percent of customers as loyal customers

Interpretation:
It can be interpreted that 58 percent of respondents (retailers) feel that they have more than
30 percent of their customers as repeat purchasers, whereas 37 percent feel that they have 10
to 30 percent of customers as repeat purchasers.



0
20
40
60
80
LESS THAN 10 10 TO 30 MORE THAN 30
REPEAT PURCHASERS
REPEAT PURCHASERS
44

8.6 CUSTOMER BUYING PREFERENCE

Table 8.6
Price

Brands

Quality

Variety Others Total

No.
respondents
39 9 14 9 24 95
Percentage

40 10 15 10 25 100


Graph 8.6

Analysis:
From the table and bar chart it can be noted that; out of 95 respondents 39 felt that customer
buy due to the price. 24 respondents felt that customers buying is related to other reasons.

Interpretation:
It can be noted that 40 percent of customers prefer retail outlets which given them at lesser
price. Whereas 24 percent feel that other factors are also important.




0
10
20
30
40
50
price brands quality variety others
customer buying preference
customer buying
preference
45

8.7 PRODUCT LINE AND DEPTH

Table 8.7

MEN WOMEN KIDS TOTAL
No. of
respondents
95 95 95 285
Percentage 100 100 100 100

Graph 8.7



Analysis:
From the table and bar chart it can be noted that out of 95 respondents all of them cater to
men, women and kids apparel


Interpretation:
It can be interpreted that most of the stores have all the category of apparel and mainly cater
to the needs of men and women section

0
100
200
300
400
500
600
men women kids
accessories
sports
ethnic
casuals
formals
46

8.8 DIFFERENT BRANDS

Table 8.8

0-20 20-100 100-200
More than
200
Total

No.
respondents
35 20 25 15 95
Percentage

37 21 26 16 100

Graph 8.8


Analysis:
From the bar chart and table given above it can be noted that out of 95 respondents 35 have
less than 20 brands and 25 have between 100-200 brands

Interpretation:
It can be interpreted that 37 percent of the retail outlets mainly in unorganized sector offer
less than 20 brands, whereas 26 percent retail outlets mainly in organized sector offer 100 to
200 brands


0
10
20
30
40
0-20 20-100 100-200 more than
200
number of brands
number of brands
47

8.9 CUSTOMER PROFILE

Table 8.9
High class Upper
middle
Middle
class
Lower
middle
Lower
class
Total

No of
respondents
14 27 48 6 0 95
Percentage 15 29 50 6 0 100

Graph 8.9


Analysis:
From the bar chart and table it is noted that out of 95 respondents 48 have middle class
customer as their customer and 27 have upper middle class customers.

Interpretation:
The graph indicates that 50 percent of customers are from the middle class level and 29
percent are from the upper middle class level, whereas 15 percent retailers have high class
customers



0
10
20
30
40
50
60
HIGH
CLASS
UPPER
MIDDLE
CLASS
MIDDLE
CLASS
LOWER
MIDDLE
CLASS
LOWER
CLASS
CUSTOMER PROFILE
CUSTOMER PROFILE
48

8.10 CUSTOMER MIX

Table 8.10
youngsters

couple w/o
children

couple
with
children
youngsters
and married
couples

couples
with or w/o
children

Total

No of
respondents
6 0 13 48 28 95
Percentage 7 0 14 50 29 100


Graph 8.10


Analysis:
From the table and bar chart it is evident that 48 respondents said that most of their
customers are youngsters and married couples, whereas 28 respondents said that their
customers are couples with children.

Interpretation:
It can be noted from the graph that 50 percent of customers are youngsters and married
couples without children, therefore majority of retailers have youngsters and married couples
as their customers.

0
10
20
30
40
50
60
youngsters couple
w/o
children
couple
with
children
youngsters
and
married
couples
couples
with or
w/o
children
customer mix
customer mix
49

8.11 HIGHEST SELLING BRAND
Table 8.11
Classic polo Arrow Imported others Total
No. of
respondents
7 13 52 23 95
Percentage 8 14 54 24 100

Graph 8.11










Analysis:
From the bar chart and table it is evident that out of 95 respondents 52 respondents offer
imported apparels.
Interpretation:
It can be noted that as the study was also conducted on the unorganized retail sector, 54
percent of customers prefer unbranded imported apparels. Whereas 24 percent retailers said
that customers prefer other brands, 14 percent retailers said that customers prefer arrow
brand. The majority of customers prefer imported brands of apparel.




0
10
20
30
40
50
60
classic polo arrow imported others
customer mix
customer mix
50

8.12 DIFFERENT KIND OF SALES PROMOTION
Table 8.12
Mail and
sms to
customer
Mall
branding
Festive
offer ,
discounts
Nothing in
specific
Total
No. of
respondents
38 2 27 28 95
Percentage 40 2 28 30 100

Graph 8.12











Analysis:
From the bar chart and table it is evident that out of 95 respondents 38 respondents said that
Send sms and mails to customers to inform them about sale, 28 have said that they donot
have a specific promotion technique
Interpretation:
It can be understood that 40 percent of retailers use sms and mail for sales promotion and
that 2 percent of retailers are involved in mall branding



0
10
20
30
40
50
mail and sms mall
branding
festive offer nothing
specific
sales promotion
sales promotion
51

8.13 CUSTOMER BUYING PATTERN
Table 8.13
Stock
clearance
Festive offer Spl. discount others Total
No of
respondents
0 54 41 0 95
Percentage 0 57 43 0 100


Graph 8.13


Analysis:
From the bar chart and table it is evident that out of 95 respondents 54 respondents said that
customers buy during festive season, 41 respondents said that customers buy during special
discount offer.

Interpretation:
It can be understood that 57 percent of customers visit stores during festive season and 43
percent of customer visit stores during special discount season. Therefore majority of
customers prefer to buy during festive season.


0
10
20
30
40
50
60
STOCK
CLEARENCE
FESTIVE
SEASON
SPL. DISCOUNT OTHERS
CUSTOMER VISITS
CUSTOMER VISITS
52

8.14 COMPETITORS

Table 8.14
Unorganized
retailers
Brand
factory
Mega mart West
side
Big bazaar Total

No. of
respondents
29 19 14 4 29 95
Percentage 30 20 15 5 30 100

Graph 8.14


Analysis:
From the bar chart and table it is evident that out of 95 respondents 29 think that their
competitor is unorganised retailers and big bazaar.

Interpretation:
Majority of retailers feel that the unorganised sector and big bazaar are their competitors,
whereas 20 percent felt that brand factory is their competitor.




0
5
10
15
20
25
30
35
unorganized brand
factory
megamart west side bigbazaar
competitors
competitors
53

8.15 NUMBER OF SALES EMPLOYEE

Table 8.15
Less than 10 10 - 50 50-100 Total
No. of
respondents
26 55 14 95
Percentage 27 58 15 100

Graph 8.15


Analysis:
From the table and bar chart it is evident that out of 95 respondents 55 respondents said that
they have between 10 to 50 sales employees, 26 respondents said that they have less than 10
sales employees.

Interpretation:
58 percent of stores have between 10 to 50 sales employees and 27 percent have less than 10
sales employee. Majority of retailers have sales employee between 10 to 50.




0
10
20
30
40
50
60
70
less than 10 10 to 50 50-100
number of sales employees
number of sales employees
54

8.16 STRATEGIES TO RETAIN CUSTOMER
Table 8.16
Loyalty
cards
discounts Inform
about sale
Send
greetings
Offer
better
quality
Total
No. of
respondents
4 39 14 9 29 95
Percentage 5 40 15 10 30 100


Graph 8.16


Analysis:
From the table and bar chart it is evident that out of 95 respondents 39 said that they offer
discounts to retain customers, whereas 29 respondents said that they offer better quality

Interpretation:
It can be noted that retailers give discounts to attract customers and to retain them. 40
percent said they give discounts while 30 percent said they would offer better quality to
retain customers.


0
10
20
30
40
50
loyalty
cards
discounts inform
about sale
send
greetings
offer
quality
strategies to retain customer
strategies to retain
customer
55

8.17 AVERAGE VALUE PER BILL

Table 8.17
Less than 500 500 - 1000 1000-1500 Total
No. of
respondents
35 20 40 95
Percentage 37 21 42 100

Graph 8.17



Analysis:
From the table and bar chart it is evident that out of 95 respondents 40 have average value
per bill in the range of 1000 -1500 rupees. Whereas 35 respondents have less than Rs.500
average bill value.
Interpretation:
42 percent stores have average bill value between Rs.1000 to Rs.1500 and 37 percent stores
have less than 500. It is interpreted that majority of retailers have bill value between Rs.1000
to Rs.1500.




0
10
20
30
40
50
LESS THAN 500 500-1000 1000-1500
AVG. VALUE PER BILL
AVG. VALUE PER BILL
56

8.18 PRICE RANGE (MENS WEAR)
Table 8.18(a)
Less than 500 500- 1000 1000-1500 More than
1500
Total
No. of
respondents
8 19 39 29 95
Percentage 9 20 41 30 100

Graph 8.18(a)



Analysis:
From the table and bar chart it is evident that out of 95 respondents 39 respondents sold their
products in the price range of Rs.1000- Rs.1500

Interpretation:
41 percent stores have apparel in price range between Rs.1000 to Rs.1500 and 30 percent
stores have more than 1500. It is interpreted that majority of retailers have products between
Rs.1000 to Rs.1500.



0
10
20
30
40
50
LESS THAN
500
500-1000 1000-1500 more than
1500
price men's wear
price men's wear
57


8.18 PRICE RANGE (WOMENS WEAR)
Table 8.18(b)
Less than 500 500- 1000 1000-1500 More than
1500
Total
No. of
respondents
8 19 39 29 95
Percentage 9 20 41 30 100

Graph 8.18(b)


Analysis:
From the table and bar chart it is evident that out of 95 respondents 39 respondents sold their
products in the price range of Rs.1000- Rs.1500

Interpretation:
41 percent stores have apparel in price range between Rs.1000 to Rs.1500 and 30 percent
stores have more than 1500. It is interpreted that majority of retailers have products between
Rs.1000 to Rs.1500.



0
10
20
30
40
50
LESS THAN
500
500-1000 1000-1500 more than
1500
price women's wear
price women's wear
58


8.18 PRICE RANGE (KIDS WEAR)
Table 8.18(c)
Less than 500 500- 1000 1000-1500 More than
1500
Total
No. of
respondents
29 19 39 8 95
Percentage 30 20 41 9 100

Graph 8.18(c)


Analysis:
From the table and bar chart it is evident that out of 95 respondents 39 respondents sold their
products in the price range of Rs.1000- Rs.1500

Interpretation:
41 percent stores have apparel in price range between Rs.1000 to Rs.1500 and 30 percent
stores have less than 500. It is interpreted that majority of retailers have products between
Rs.1000 to Rs.1500.



0
10
20
30
40
50
LESS THAN
500
500-1000 1000-1500 more than
1500
price kids wear
price kids wear
59

8.19 CUSTOMER CONVERSION AGAINST FOOTFALL
Table 8.19

Less than
20
20 - 40 40 60 More than
60
Total

No. of
respondents
0 40 55 0 95
Percentage 0 42 58 0 100


Graph 8.19


Analysis:
From the table and bar chart it is noted that out of 95 respondents 55 respondents have a
customer conversion ratio between 40 to 60 percent.

Interpretation:
It can be noted that 58 percent of stores have a conversion rate between 40 -60 percent and
42 percent of stores have conversion rate between 20 40 percent. It is seen that majority of
the stores have higher footfall to customer conversion ratio.


0
10
20
30
40
50
60
70
LESS THAN 20 20-40 40-60 MORE THAN
60
CUSTOMER CONVERSION
CUSTOMER CONVERSION
60

8.20 RATIO OF IN-HOUSE TO MANUFACTURERS BRAND
Table 8.20


Graph 8.20




Analysis:
From the table and bar chart it is evident that out of 95 respondents 54 said that they do not
have in-house brands whereas 41 replied that they have in-house brands.

Interpretation:
57 percent of retailers say that they dont have any in-house brands available; majority
retailers are from the unorganized sector and therefore do not have in-house brands.




0
20
40
60
YES NO
availability of in-house brands
availability of in-
house brands
YES NO Total

No of
responds
41 54 95
percentage 43 57 100
61

CHAPTER IX

9.1 Findings
The studies conducted among the retailers have brought out many interesting aspects. The
following are some of the important aspects found through the study.
i. It is found that most of the retailers prefer their current location and are not interested
in expanding or changing their location. This implies that the retail outlet has good
business and a good and competitive environment to function.

ii. It is found that on an average majority of retail stores have foot falls between 50-100,
and the average conversion ratio is between 40-60 percent. This implies an average
of 50 customers purchasing apparels in various stores.

iii. The analysis has also given information on the type of customer profile, middle class
is on spending spree and therefore they are the social class that purchases the most.
This consists mainly of youngsters and married couples.

iv. While most stores have more than 30 percent of customers as repeat purchasers, it is
also found that their buying is affected by price, brand or variety. And most stores
offer between 50-100 different brands of apparel.



62


v. It was noted that most stores offer apparel to men, women and kids ,but majority of
the stores had depth in assortment only in mens section. It was noted that imported
brands were the once sold the most.


vi. Another important finding is that customers generally purchase during festive season
and special discount offers. Retailers try to retain their customers by giving them
discounts and by giving better quality.

vii. It was found that the average value per bill was between Rs.1000 to Rs.1500 and that
the customer conversion ratio was around 40-60 percent. While most stores did not
offer in-house brands.










63

9.2 Suggestions and Recommendations
It is noted that all the retail outlets under study considered their location to be
advantageous. This implies that any business area can be advantageous to a store.
The store should try to increase its footfall and try to offer better service so that
customer can become repeat purchasers.

It can be noted that majority of retailers have a good product assortment and that the
unorganized stores attract customers due to their imported products and price. The
store can offer better price and variety and try to stock products in depth and have all
product line. The middle class is the target segment now as they have high disposable
money.

Most stores find their neighboring stores as competitors, while few consider
organized stores as their competitors like brand factory, big bazaar, mega mart.
Customers are becoming brand conscious and therefore the store can offer more
brands. Few stores have in-house brands, but their conversion ratio is around 40
percent. Different sales promotion techniques should be used to attract customers.

It was found that most stores have an average bill value of Rs.1000 to Rs.1500 and
the store must try to achieve this target and make better sales. Retail outlets in
organized category have a better value on bill. It is also noted that number of sales
employee should be increased to increase sales.




64

9.3 Conclusion


The objectives of the study were achieved, the different types of sales promotion
were analyzed and how they help retailers was understood. The target segment was found to
be the middle class segment and the customer buying pattern was determined to be based on
quality and price. Retailers have good product assortment and they stock in both branded
and imported apparels, the sale was found to be high for imported apparels and the main
reason was reduced price. The store can achieve better sales by offering better quality and
price to customers.













65










APPENDICES


66


Questionnaire


Name of retail outlet:
Name of the person:
Location:

1. What is the size of your store..

2. Do you think that this location is advantageous to your store?

Yes No

3.Do you have any plans of increasing your store area? If yes please mention the
reason..

4. On an average how many walk-ins do you have per day?
..
5. What percentage of your customers are repeat purchasers?
Less than 10percent
More than10 less than 30 %
More than 30%



67

6. Customer buying preference based on
Price
Brand
Variety
Quality
Others

7. What are the different product lines that you have? (tick in the relevant box)

Formals Casuals Ethnic Sports Accessories
MEN
WOMEN
KIDS

8. Mention the number of different brands that you offer?
..

9. What is your customer profile?
High class
Upper middle class
Middle class
Lower middle class
Lower class


68


10. What is your customer mix?
Youngsters
Couples w/o children
Couples with children
Older couples
Others

11. Which is the highest selling brand in your store?
.
12. What are the different kinds of sales promotion that you undertake?
(Other than print ads)
..
13. When customers mostly visit showroom?
a) During stock clearance c) During spl. discount offer
b) During festive offer d) Any Other (Please Specify)

14. Whom do you consider your competitor and the reason, in order?




15. How many number of sales employees do you have?


Name of the competitor Reason


69


16. How do you retain your customers and offer service?





17. What is your average value per bill?
.
18. What is the price range of each product line?




19. What is your average customer purchase against footfall percentage?
.
20. Do you have any in-house brand, if yes what is the ratio of sales of in-house to
manufacturers brands?

..
Place:
Date: Signature:

Thank you for your time

Loyalty cards
Discounts
Inform them about discount sale
Offer better quality
Send them greetings on special occasions
Formals Casuals ethnic
MEN
WOMEN
KIDS
70







ANNEXURES

71


WEEKLY PROGRESS REPORT
SUMMER PROJECT (05MBA48)

Name of the organization: Fashion at Big Bazaar
Area of specialization: Marketing
Name of the student: Suganya V

DATE WORK DONE

REMARKS
Week I
1/1/2010-9/1/2010
Got the confirmation letter, Introduction to
employees and organization. worked in
administration section

Week II
11/1/2010-16/1/2010
Worked in logistics section, Worked in customer
care desk section


Week III
18/1/2010-23/1/2010
Worked in customer care desk section,
Worked as sales executive


Week IV
25/1/2010-30/1/2010
Learnt paging and worked in Human resource
department


Week V
1/2/2010-6/1/2010
Was given the research topic, Preparation of
questionnaire


Week VI
8/2/2010-13/2/2010
Analyzed the brands and details of store, Survey
done in marathahalli and Whitefield area

72

Week VII
15/2/2010-20/2/2010
Survey done in J ayanagar and Basaveshvaranagar
Week VIII
22/2/2010-27/2/2010
Survey done in old Airport Rd, New Thippasandra
HAL area

Week IX
1/3/2010-6/3/2010
Survey done in Koramangala, Indiranagar
Preparation of report

Week X
8/3/2010-10/3/2010
Preparation of Report













Signature of the student Signature of external guide















73

Bibliography



Books
J ames A T Stoner et.al. Management, (6th ed; New Delhi: Prentice Hall of India Pvt.
Ltd, 1997)Ch.II, p.584.

Kothari C R, Research Methodology: Methods and Techniques, (2nd ed; New Delhi:
Viswa Prakasham, 1996) Ch.I, pp.30-38.

Chopra Sunil: Supply chain management: strategy, planning and operation(3
rd
ed;
Prentice Hall of India Pvt. Ltd, 1997)Ch.I, pp.20-31.

Panda Tapan: Retail management (3
rd
ed; oxford publications,2001)Ch II p.25-40

Journal

customerization:getting to the customer The ICFAI J ournal of Marketing
management
Pg:63-71; Author: J itendra kumar Das


Retail sectors functioning The ICFAI J ournal of Marketing management
Pg:23-25; Author: Ramesh sinha



Website

Buyer Behavior: http://buyerbehaviour.blogspot.com/2008/01/big-bazaar-freedom-
sale-change-in.html/
Indian Retail Scenario: http://www.slideshare.net/theRedIndian/india-retail-2008-
big-bazaar-scenario/
www.pantaloons.in
http://www.wikipedia.com/retailsector