Big Bazaar, Hubli

EXECUTIVE SUMMARY
Introduction to Training
Executive summary explains briefly about the systematic study done that is particular to the organization. This
training is the process of teaching or learning a skill or job. From this training I learned many things like how
the organizational work is going in retail sector. This training helps me to have quick insight into the
organization and covers all the topics within this internship.

Organization

Big Bazaar is not just another hypermarket. It caters to every need of your family. Where Big Bazaar scores
over other stores is its value for money proposition for the Indian customers.

At Big Bazaar, you will definitely get the best products at the best prices - that’s what they guarantee. With
the ever increasing array of private labels, it has opened the doors into the world of fashion and general
merchandise including home furnishings, utensils, crockery, cutlery, sports goods and much more at prices
that will surprise you. And this is just the beginning. Big Bazaar plans to add much more to complete your
shopping experience.

Major Findings
1. Good security system.
2. During the offers and discounts more number of people visits Big Bazaar.
3. More customers visit in the evenings, and on Wednesdays and Sundays.
4. Some people visit only for roaming.
5. The sales executives are inadequately paid.
6. The same stock is not consistently available.

Learning from the work conducted.

1. How to interact with people.
2. How to market products and services.
3. How organizational work is taken in a retail store.
Conclusion
The store’s overall performance is good. But, it should improve the stock availability in store. Often return
customers are not able to find the same products found on previous occasions, hurting brand loyalty. A high
level of service is important for customer retention; therefore sales executives must be ready to serve customers
quickly, politely and to the customer’s full satisfaction. Their current compensation is excessively low, giving
them insufficient incentive to provide high quality service, also hurting customer loyalty.

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Chapter 1

GENERAL INTRODUCTION

1.1 Introduction to Retail Industry

In India, organized retail constitutes about 3% of total retail and is poised to reach 15-20% in the next few years,
which translates into a 40% CAGR. This indicates tremendous potential for the sector for the next few years. The
future will also see the pantaloon of several new concepts targeted at the Indian consumer.

Further, retail development will not just occur in Tier 1 cities, but will have far more significance in Tier 2 & 3
cities as well. The consumption drive would be fueled in smaller towns and cities. There would be definite
customer responsiveness towards Value Added products and services in the next few years. Since value retailing
touches the mass of the population, and with organized retailing at about US $ 300 billion at present, value retailing
has the scope to almost double…….

Retail is India’s largest industry, according for over 10 per cent of the country’s GDP and around eight per cent 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 for. 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 of shopping has altered in terms in terms of format and consumer buying behavior, ushering in a
revolution in shopping India. Modern retail has entered India as seen in sprawling shopping centers, multi-stored
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 median age of 24 years, unclear families in urban areas,
along with increasing working-women population and emerging opportunities in the service sector are going to be
the key growth drivers of the organized retailer sector in India. The market size of Indian retail industry is about
US $312 billion Organized retailing comprises only 2.8 per cent of the total retailing market and is estimated at
around US$8.7 billion.

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1.2 Location, Address, Contact numbers, email, Name of contact person and his contact details.
Big Bazaar,
Akshay Centre,
Gokul Road,
Hubli 580030
Ph No- 0836-2466555

Mr. Channa Bullanavar, Mr. Chandra Mohan .K

Store Manager, Human Resource Manager,
Big Bazaar, Hubli. Big Bazaar, Hubli.
Mob. No- 9343582300 Mob. No- 9341025627

1.3 Details about the Founder & Origin of the Company.

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. A quintessentially Indian experience, it doesn’t promise more than it
delivers. Basic worth allied with reasonable pricing is their USP. The store itself and the products it stocks may
not be on the cutting edge of technology or sometimes even retail but the customer can be assured that he/she is
getting their money’s worth.

Their first store opened in Calcutta in 2001, on VIP Road, in the ground floor of a residential building.
This was the first departmental store that offered regulated parking services, apparel, steel vessels and
electronics under one roof, and all at the most competitive prices! The format got bigger and better with the
introduction of fresh food and vegetables.

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1.4 The Logo, Statement attached with Logo and their meanings

It is market where customers can buy the best goods at cheapest price & also all the goods under one
roof.

1.5 Nature of the set up.

Head Quarter = Jogeshwari Mumbai

•8 TOP CITIES •TIER ONE AND TWO TOWNS
 Mumbai Sangali
 Delhi NCR Durgapur
 Kolkata Bhubaneswar
 Chennai Nasik
 Bangalore Nagpur
 Pune Vizag
 Ahmadabad Thissur
 Hyderabad Kochi
Surat
Calicut
Mangalore
Mysore
Hubli
Belgaum and many more

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1.6 Growth of the Organization (since its inception, & the milestones)

Company Timeline

Major Milestones

1987 Company incorporated as Manz Wear Private Limited. Launch of Pantaloons trouser, India’s first formal trouser
brand.

1991 Launch of BARE, the Indian jeans brand.

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

1994 The Pantaloon Shoppe – exclusive menswear store in franchisee format launched across the nation. The company
starts the distribution of branded garments through multi-brand retail outlets across the nation.

1995 John Miller – Formal shirt brand launched.

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

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

2002 Food Bazaar, the supermarket chain is launched.

2004 Central – ‘Shop, Eat, Celebrate In The Heart Of Our City’ - India’s first seamless mall is launched in Bangalore.

2005 Fashion Station - the popular fashion chain is launched

aLL – ‘a little larger’ - exclusive stores for plus-size individuals is launched

2006 Future Capital Holdings, the company’s financial arm launches real estate funds Kshitij and Horizon and private
equity fund in division. Plans forays into insurance and consumer credit.

Multiple retail formats including Collections, Furniture Bazaar, Shoe Factory, EZone, Depot and futurebazaar.com are
launched across the nation. Group enters into joint venture agreements with ETAM Group and Generali.

2007 Pantaloon Retail wins the International Retailer of the Year at US-based National Retail Federation convention in
New York and Emerging Retailer of the Year award at the World Retail Congress held in Barcelona.

2008 Future Capital Holdings becomes the second group company to make a successful Initial Public Offering in the
Indian capital markets.

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Big Bazaar crosses the 100-store mark, marking one of the fastest ever expansion of a hypermarket format anywhere in
the world. Total operational retail space crosses 10 million square feet mark.

1.7 Aim & objectives of the Founder

Aim is to get customer a great range of products at great prices.
Objective
• Aggressive Prices.
• Unmatched Selection of Products and Brands.
• Seamless end-to-end Logistics Solution.
• Dedicated Customer Care for online customers as well as corporate clients.
• Our Brand Association.

1.8 Mission & Vision of the Organization

VISION
Future Group shall deliver Everything, Everywhere, Every time for Every Indian Consumer in the
most profitable manner.

MISSION
We share the vision and belief that our customers and stakeholders shall be served only by creating
and executing future scenarios in the consumption space leading to economic development.

We will be the trendsetters in evolving delivery formats, creating retail realty, making consumption
affordable for all customer segments – for classes and for masses.

We shall infuse Indian brands with confidence and renewed ambition.

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

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We shall ensure that our positive attitude, sincerity, humility and united determination shall be the
driving force to make us successful.

CORE VALUES

• Indianess: confidence in ourselves.

• Leadership: to be a leader, both in thought and business.
• Respect & Humility: to respect every individual and be humble in our conduct.
• Introspection: leading to purposeful thinking.
• Openness: to be open and receptive to new ideas, knowledge and information.
• Valuing and Nurturing Relationships: to build long term relationships.
• Simplicity & Positivity: Simplicity and positivity in our thought, business and action.
• Adaptability: to be flexible and adaptable, to meet challenges.
• Flow: to respect and understand the universal laws of nature

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Chapter 2

Products
2.1 Different Products available in Big Bazaar.

Menswear

Shirts Trousers T-Shirts Accessories

Womenswear

Salwar Kameez Saree Ethnic Top

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Casuals Others

Electronics

TVs iPods MP3 & MP4 Player

Computers & Peripherals

Desktops Laptops Keyboard &Mouse

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Home & Kitchen

Kitchen Appliances Kitchenware Barware

Mobiles & Phones

GSM Mobiles Land Phones Bluetooth Headsets

Memory & Storage

Memory Cards Pen drives Hard Drive CDs

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Health & Fitness

Health equipments

Cameras

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Books

1. Jewelry
Diamond Bangles Pearl

2. Kids Wear

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3. Watches

Gift Vouchers

• Others

Mosquito rocket Kids Laptop Water bag

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• Luggage

• Shoes

• Home linen Sun Glasses

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• Food Bazaar

• Furniture

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2.2 Competitors Information

The Big Bazaar operates in a competitive environment. For each line of business, they face competition from
established national and regional companies.

Major Competitors

• Shoppers Stop.

• Trent (Star India Bazaar).

• Lifestyle.
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• RPG (Spencer).

• Subhiksha.

• Vishal Mart.

• Shah Bazaar.

Chapter 3

SWOT Analysis of the BIG BAZAAR

Strengths

• In Big Bazaar we can get a large variety of goods under one roof.

• Here good quality goods are available at reasonable prices.

• A large percentage of customers come from the growing Indian middle class.

• It has a good security system.

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• It has a good brand name.

Weaknesses

• Specific items are not consistently available

• Low incentives are provided to the sales executives

Opportunities

• There remains a large future scope for the retail industry in India, as incomes rise and consumption
increases

• The opportunity for widening the business all over India because Big Bazaar opens new stores in
untapped markets, such as smaller or second tier cities such as Sangre, Belgaum and Hubli

Threats

• Competition from current Indian retail companies like Shoppers Stop, Trent, Lifestyle, and
Subhiksha.

• Possible future competition from international retail companies like Wal-Mart.

• High taxes in India suppress consumption

• Smaller specialty shops and informal shops are sometimes able to avoid taxes, offering lower total
prices to customers. Even because they are not earning that much of profits compare to these big
companies and they are not paying the taxes.

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Chapter 4

Departmentalization

Hierarchy of Pantaloon Group

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Mr. Kishore Biyani, Managing Director

Mr. Gopikishan Biyani, Whole time Director

Mr. Rakesh Biyani, Whole time Director

Mr. Vijay Kumar Chopra, Independent Director

Mr. Shailesh Haribhakti, Independent Director

Mr. Vijay Kumar Chopra, Independent Director

Mr. S Doreswamy, Independent Director

Dr. D O Koshy, Independent Director

Ms. Bala Deshpande, Independent Director

Mr. Anil Harish, Independent Director

4.1 Finance & Accounts.

4.1.1 Hierarchy of the Finance & Accounts department

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Zonal Commercial Manager

Head Cashier

Cashier (Final Cash Collectors)

4.1.2 Financial Rules and regulations pertaining to work

Responsibilities of Head Cashier
1) Reporting to Zonal Commercial Manager on or before 12 pm, everyday.
2) Use of the REM (Retail Enterprises Manager) billing software for all customer transactions.
3) Handling of Gift Vouchers will be done by the head cashier, daily.
4) Management all 24 cash counters.
5) Maintenance of Petty Cash Book, Stores Revenue, Float Cash, Future Money.
6) Management of two shifts of cashiers opening to 8 pm & 12.30 to closing.
4.1.3 Quarter and half year results of the previous year.
Unaudited Financial Results for the Quarter and Half Year Ended 31st December, 2008

Sr. No Particulars 3 months 6 Months ended Year ended

ended 31st 31st December, 30th
December, 2008 June,2008
2008
1 Net Sales/Income from operations 1525.68 3036.89 5048.91
2 Expenditure (28.85) (258.88) (614.41)
a) (Increase)/Decrease in stock in trade
& Work in progress
b) Consumption of Raw Materials 9.32 20.96 59.96
c) Purchases of trading goods 1086.72 2366.01 4066.64
d) Employee cost 65.59 134.76 274.07
e) Depreciation 32.46 64.37 83.39
f) Other Expenditure 235.59 461.85 802.13
Total 1400.83 2789.07 4671.78
3 Profit from Operations before other 124.85 247.82 377.13
Income and Interest(1-2)
4 Other Income 1.52 2.68 3.76
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5 Profit before tax (5-6) 52.21 107.96 195.62
6 Profit before Interest (3+4) 126.37 250.50 380.89
7 Interest 74.16 107.96 195.62
8 Tax Expenses 0.65 1. 27 3.24
a)Fringe Benefit Tax
b)Current Tax 6.67 13.64 29.16
c)Deferred Tax 11.08 23.06 37.28
9 Earlier years income tax 0.27 0.27 ( 0.03)
10 Net Profit for the Period (7-8-9) 33.54 69.72 125.97
11 Paid up equity share capital 35.04 35.04 31.86
(Face value of Rs.2 per share)
12 Reserves excluding Revaluation 1751.50
Reserves as per balance sheet of
previous accounting year
13 Basic EPS & Diluted EPS:
a)Equity Shares 1.91 3.97 7.54

b)Class B Shares(Series 1) 2.01 4.07 7.64

14 Public share holdings:
a)Equity shares:
-Number of shares 85214535 85214535 85214535
-Percentage of shareholdings 53.50 53.50 53.50
b)Class B Shares(Series 1):
-Number of shares 8521459 8521459 -
-Percentage of shareholdings 53.50 53.50 -
Notes
1) The above results have been reviewed by the Audit Committee along with the Limited Review Report given by the
Statutory Auditors and the same was taken on record by the Board of Directors of the Company at its meeting held on
21st January, 2009.
2) There were no investor complaints at the beginning of the quarter a total of 31 complaints were received during the
quarter ended 31st December, 2008, which were resolved. There are no complaints at the end of the quarter.
3) Company has only one business segment i.e."Retail".

4.1.4 Profits and Loss accounts, Balance sheets.

PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED 30TH JUNE, 2008
PARTICULARS 2007-08 2006-07
(Rs. in (Rs. in
Crores) Crores)
INCOME
Sales & Operating Income 5048.91 3236.74
Other Income 3.76 92.03
5052.67 3328.77
EXPENDITURE
Cost of goods consumed & sold 3512.19 2245.05

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Personnel cost 274.07 206.09
Manufacturing & other expenses 802.13 570.00
Finance Charges 185.27 89.76
Depreciation 83.39 36.86
4857.05 3147.76
Profit Before Tax 195.62 181.01
Less: Earlier year's Income Tax (0.03) 0.06
Less: Tax Expenses 69.68 60.96
Profit After Tax 125.97 119.99
Add: Balance brought forward 215.76 116.58
Available for Appropriation 341.73 236.58
Proposed Dividend 10.67 7.54
Tax on Proposed Dividend 1.81 1.28
Transfer to General Reserve 12.60 12.00
Balance carried to Balance Sheet 316.65 215.76
341.73 236.58
Earnings Per Share in Rs. (Face value Rs.2)
Basic 8.34 8.71
Diluted 8.34 8.71

BALANCE SHEET AS AT 30TH JUNE, 2008

PARTICULARS As At 30.06.2008 As At 30.06.2007
(Rs. in Crores) (Rs. in Crores)

Shareholders’ Funds

Share Capital 31.86 29.35

Share application money received - 0.01

Equity Warrants 63.26 -

Reserves & Surplus 1751.50 1062.82

1846.62 1092.18

Loan Funds

Secured Loans 1991.77 951.93

Unsecured Loans 200.01 347.65

2191.78 1299.58

Deferred Tax Liability – Net 67.84 55.84

4106.24 2447.60

APPLICATION OF FUNDS
Fixed Assets
Gross Block 1368.76 767.07

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Less : Depreciation 170.59 92.47

Net Block 1198.17 674.60

Capital work-in-progress( Including advances) 330.64 131.13

S
Investments M 586.52 252.01

Inventories 1429.84 885.96

ASM
Sundry Debtors 113.16 65.17
Dept.
Cash & Bank Balances 121.10 162.97
Manager
Loans & Advances 962.32 633.85
Asst. Dept.
Other Current Assets Manager 2.16 1.50

2628.58 1749.45
Team Leader
Less : Current Liabilities & Provisions

Current Liabilities Sales Executive 620.08 343.87

Provisions 17.58 15.71

Net Current Assets 1990.91 1389.86

4106.24 2447.60

4.2 Operations
Management.

4.2.1 Hierarchy
of the Operation
Department.

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4.2.2 No. of employees (classify based on functions / departments / etc).

1) Store Manager - 1

2) Asst. Store Manager - 1

3) Dept. Manager – 8

4) Asst. Dept. Manager -8

5) Team Leader – 8

6) Sales Executive (Part Time & Full Time) - 16

Every department is having 2 to 4 sales executive, and the total number of employees’ are-

o Full Time 109 &

o Part Time -32.

4.3 Human Resources & Management.

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4.3.1 Hierarchy of Administration department.

Store
Manag
er

Asst.
Store
Manager

Operati
Facilit Visual
Admi on Financ Logist
HR Manage
CSD Mercanti
n e ic y le
r

4.3.2 Store Rules and regulations pertaining to work.

Staff Entry & Exit Rules & Regulation.
• Only PRIL Staffs, Housekeeping & Security Persons allowed to store through the staff entrance.
• At the time of Entry Proper details should be entered in the register (Signature and Time in & Time out
in the respective register book).
• Ensure that the staff is in complete uniform, I.D. and as per the Grooming standard (No Staff are
allowed without I.D. irrespective of Cadre).

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• No mobiles, Ornaments jewelries are allowed into the store/floor.
• Company authorities are not responsible for loss of any valuables.
• Maintain the timings for Tea break(Time out & in)
• All staffs should be frisked before going out from the Staff Exit without fail (Mandatory)
• At the time of Exit (frisking) contents from the pockets and the bags to be displayed on the security
table irrespective of their Post and Position.
• Any Staff purchase should be entered and signed in the register with details and the baggage should be
checked with bill and Product Bar code without fail.
• Any personal belongings like Hard Disk, Laptop etc. bringing inside the store (for official
purpose only) should be entered in the staff material entry register.

• The Staffs going out during working hours other than break timings or for official/personal
work should follow the OUTPASS procedure.
• The materials belonging to the Company is taken out for official work should follow GATE
PASS Procedure.
• Any deviation in above rules and regulation should be brought to the notice of higher
authorities/concerned person failing to do so, strict action will be taken.
• Smoking/Chewing Tobacco/Alcohol consumption is prohibited in the Staff room and at the
Staff Entry.
• Keep the surrounding neat and clean.
• Do co-operate with securities during Checking/Frisking.
• Your kind co-operation will highly appreciated.

Do’s and Don’ts

 Be forward! Don’t be shy. Be approachable and friendly. Smile! Smile! Smile!
 Walk right up to people, shake hands and ask them what they do.
 Always have a pen so you can write notes to remind you about each person you met.
 Make your work place fun and enjoyable.
 Never be offensive, under any circumstances.
 Dress your uniform appropriately. Should be neat and pressed. Wear comfortable shoes.

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 Jewelry for men and women should be kept to minimum. A watch, Wedding ring, earrings for women that
are not dangling and distracting.
 Smoking inside the store is not allowed strictly.
 Ensure that any work place relationship do not have a negative effect on your work performance.
 Do not use abusive, absence or threatening language are behavior to your colleagues or the public;
 Do not use the boards’ computer system in any way that may corrupt or disrupt their normal function;
 Do not access, or attempt to access, machines or networks that unauthorized means – for example
unauthorized use of Telephone, Computers, etc.
 Only business information can be stored on computer systems. You are not permitted to store any personal
data on the computer systems including documents, spreadsheets, databases, games and jokes.
 Not use mobile phones while on duty.
 Make your work place clean tidy.
 Sort according to priorities.
4.4 Materials Management

4.4.1 Hierarchy of the Materials department.

Logistic

Assistant

Category

4.4.2 No. of employees.

There are 4 employees in the logistics department. They monitor the stock level, order new
shipments of goods and check receipt of the goods upon arrival. They are also in charge of in-warding
of goods according to bill invoices and then supplying to the appropriate departments.

4.4.3 Suppliers to the store.

There 3 kinds of suppliers to the store.

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i. Local Suppliers.
They supply the goods especially to Food Bazaar.
ii. CDC (Central Dispose Centre).
From center of the big bazaar they in wards the goods.
iii. RDC (Regional Dispose Centre.)
From Regional centre the goods is taken.

 Supply Chain Management

Retailers

Manufacturer
Distributors/Wholesalers Consumers

4.5 Marketing & Sales

4Ps OF MARKETING
Marketing mix is a deciding factor in formulating marketing techniques for the success of a
particular brand, commodity or company. The components of marketing mix are:

• Product
• Price
• Promotion
• Place
The survey which was conducted gives the effect of each and every component of the 4Ps on the
consumer’s mind. These components have a huge bearing on the retail battle between Big
Bazaar and Kirana stores.

PRODUCT:
Big Bazaar

Big Bazaar offers the maximum variety for each category of product and this is cited by the
customers as one of the main reasons why they like shopping at the hypermarket. The product is
the same in every store in the city but the brand options are more in Big Bazaar. Also, the
quantity for each product is not limited to large packs only. Observations also revealed that local
brands of popular commodities, like diapers, sugar, wheat flour garments etc, are very popular in
Big Bazaar stores. These products are never advertised but offer huge margin on sales. In this
way lower middle class customers are targeted well. The commodities sold by the retail chain
also includes its “own products” which get a ready distribution network. The own products of Big

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Bazaar include My World fashion magazine which is not available anywhere else. So costs are low
for such products.

Kirana stores

Products at kirana stores are limited. Actually they have very less shelf space. The store owner
does not have many options regarding the range of products that can be sold because area of
the shop is also not very large. There is not much variety in each product i.e. the brand choice
available to customers is low. Kirana stores usually avoid keeping expensive products which cost
more than Rs. 200 and they limit themselves to cheaper and daily use items.

PRICE:
Big Bazaar

Price is the critical point in a competitive industry. Big Bazaar works on a low cost model. It
considers its discounted price as its USP. There is an average discount of 7-8% on all items in
respect to their MRP. Prices of products are low because it is able to secure stock directly from
the manufacturer. There are huge synergies in terms of bulk purchasing, central warehousing
and transportation. These all factors help the retailer to keep low prices. Survey indicated that
low prices were the biggest factor in customers’ mind while coming to Big Bazaar. It has never
focused on giving great services, but laid emphasis only on low prices to attract crowd.

Kirana stores

Price is a very biased issue in a kirana store. Interview with some store owners revealed that
general policy regarding prices in a store is to give ready discount to its regular customers but to
charge the MRP from new customers. Departmental stores generally work on tight margins of 6-
7%. Change in prices is directly passed on to the customers.

PROMOTION:
Big Bazaar

Big Bazaar has huge promotion budgets. The biggest idea behind all advertisements is to make
people do bulk shopping. After talking to the store manager I found out that there are 2 types of
promotional strategies. One is the holistic advertisement which promotes the brand and creates
awareness among people. It is not targeted at promoting each store but only creates an image of
Big Bazaar as low-cost shopping option. The store has advertised through TV, road shows and
also started reality show-typed promotional campaign “The Big Bazaar Challenge.” Promotions
like “Sabse Sasta Din” are a very successful strategy to get footfall.

Other type of promotion is the particular store oriented promotion which includes speaking on
the loudspeaker in nearby blocks. Leaflets are given in local newspaper. There are promotional
efforts even inside the store. During the survey, it was noticed that Buy 2 Get 1 Free type of
promotions are very common. Original prices are cut down and new prices are shown, of which

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customer takes quick notice. There are loyalty schemes which reward regular clients. Promotion
is also done through co-branded credit cards with ICICI bank.

Kirana Stores

Kirana stores are involved in almost negligible promotion activity. They rely mainly on
advertisement from the manufacturer of goods to pull in customers. They promote certain brands
by putting names on shelves etc but they do not advertise themselves as preferred store for local
people. One reason can be they work on tight budgets which have no scope for advertisements.
Leaflet promotion maybe done once while inaugurating new store, but not during the course of
existence.

PLACE:
Big Bazaar

Place means the location of the business. Big Bazaar has always worked on low-cost locations. It
targets semi-urban population with its placement. Its strategy is to find a cheap location and it
never goes for hot spots in the city. The talk with the manager revealed that the Teghoria store
was opened when it was scarcely populated. Even in Gurgaon, Big Bazaar chose Sahara Mall
instead of Metropolitan or City Centre, which are more popular than Sahara Mall. It relied on
promotional activities to make up for unattractive locations. The channel of place is company
owned stores to have complete control. Another strategy used by Big Bazaar to overcome
location disadvantage is use of internet. It has launched a merchandise retailing website
www.futurebazaar.com which targets high-end customers ready to use credit cards. Therefore
Big Bazaar has made headway into a potentially high-yielding sector of online trade. Internet as
place has put them in a profitable position because there is minimal expense of maintaining a
website. The promotion of this website is done through advertisement on Google. The website is
put as sponsored link.

Kirana Stores

Kirana stores are always placed in crowded market area which is located in each block and
sector. On talking to the owners, it was found that some stores were inherited by them from their
father, so they had no choice of location. Otherwise it is common practice to find busy street
corners to get maximum customers. Location is important because buying decision is on impetus
during day-to-day life. So the customer goes on for the nearest store. The store owners are ready
to pay more rent for better locations because their promotion activity is negligible.

 Brand Ambassadors of the Big Bazaar

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 Customer Service Desk

Exchange guarantee

They guarantee the exchange of that product that customers have bought from big bazaar and are not
satisfied with. They can return it with the cash memo within seven days of purchase.

Service and value for customer

They consider it their duty to keep their customer in mind at every step. They got that extra mile and
buy directly from the source and in bulk so that so they get the best rates. They keep their margins low, so that
that they can offer customers the lowest prices on the product that are the outstanding quality. This they believe
is the true value and service that they, customers will appreciate. With customers support, it shall be their effort
further to reduce prices, once their volumes increases.

The Past The Future

Stability & Consolidation Speed & Imagination

Accounting Rules Innovation Rules

Tangible Assets Intangible Assets

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Delegation A Design Management

Hierarchy Seamlessness

Mass Production Personalization

Change Technology Technology Support Drive Change

Case Studies Scenario Planning

Products & Services Experiences & Solutions

Power point Presentations Storytelling

Enforce Order Thrive in Chaos

Transaction Relationships

Competition Collaboration

Only Men, Engineers More Women, Ethnographers

MBAs Designers

Zero Sum Game Win-Win-Win

Chapter 5

Summary
5.1 Major findings of the work conducted.

1. Good security system.

Because here each and every individual will be checking before getting entry into the store as well as
going outside, Even the store manager has also checking when he is going outside the store. The security guard
told me that even if the chairman of the Big Bazaar comes he will also be checked.

2. During the offers and discounts more number of people visits Big Bazaar.

There will more offers in Big Bazaar on festivals like Deepawali, Ramjan, etc. the customer visits
during these festivals offer because they get the goods in bulk at less price.

3. More customers visit in the evenings, and on Wednesdays and Sundays.

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Customers like to visit Big Bazaar at evening as well as most on Wednesday and Sunday because
Wednesday is local holiday in Hubli and Sunday is Govt. holiday.

4. Some people visit only for roaming.

I observe that some people are coming to Big Bazaar only for roaming and not for purchasing
anything; it may be that they come for observation and next time they may purchase the goods.

5. The sales executives are inadequately paid.

I observed in store that the sales executives are of the opinion that the incentives paid to them
are not adequate & it doesn’t meet their expectation.

6. The same stock is not consistently available.

Many customers left the purchasing because the goods are not available when they purchased
them last time.

5.2 Draw backs of the study

During my time studying Big Bazaar I was not able choose what aspect of the business I was able spend time
on. For example I spent 6 days selling insurance, which was not helpful towards my goal of learning about the retail
sector. Also, I was only able to obtain limited information on the logistics of stocking, and was given inadequate time
for customer observations.

5.3 Summary

In Big Bazaar This project report was written during the year of 2009 and is the result of 3 weeks of work.
These 3 weeks have been a very interesting period that has provided me with a deeper knowledge about the area of
Store operation. With this project, I hope to develop a futuristic view of industry’s progress.

Here I found many things like Good security system, & in what period the more number of customers are
visiting to Big Bazaar like in offers more number of customers are visiting, also the maintenance of stock level, also
how to interact with customers, how to market the product & services etc..

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By studying in Big Bazaar I understood, the store’s overall performance is good. But, it should improve the
stock availability in store. Often return customers are not able to find the same products found on previous occasions,
hurting brand loyalty; also they need to give more incentives to the sales executives.

It is helpful for me working under experienced Persons, & I learnt much knowledge about the Retail Sector.

Chapter 6

Learning Experience

6.1 Learning Experience

The three weeks corporate exposure learning programmed conducted by AIT, had gained me a lot this
training helped me in understanding the various aspects of Retail sector. In particulars it helped me in gaining
an insight into the various function in retail sector.
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In the first week I joined the company and met the Store Manager and discussed about the project.
And this training has given me immense knowledge about Big Bazaar & its working process with growth. &
also they had given me the responsibility to sell the new insurance launched by Future Generali.

In the second week I collected all the information that is company profile and this gave me
knowledge about the organization like their mission and vision, their history etc. and I collected service
profiles which include various types of accounts for the various segments of their customers.

In third week I completed the last segment of organizational study it was more like a practical
experience rather theoretical. The staff members encouraged and guided me in the internal aspects of
organization, like what are the organization structures is, & their various departments & their functions.

And I also learned.

1. How to interact with people.

2. How to market products and services.
3. How organizational work is taken in a retail store.
4. Helpful for me working under experienced Persons.

6.2 Suggestions

• Try to maintain consistent stock availability

• Try to create better incentives for the sales executives; this could be in the form of bonus, increased salaries
etc.
• Some English training for the sales executives would help them to deliver services to English speaking
customers.
• Make another one or two changing room in a store. Because there are only two changing room.
• Provide more in-depth information to future MBA student trainees.

Appendix

• Bibliography

1. Annual report of the Pantaloon Retail (India) ltd.

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2. BOOK

“IT HAPPENED IN INDIA.” KISHORE BIYANI

3. WEBSITES:

1. www.google.com (Different PDF & PPT files)

2. www.BigBazaar.com
3. www.pantaloon.com
4. www.futuregroups.com
5. www.scribd.com

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