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Table of Contents
Acknowledgment……………………………………………………………….
2
Executive Summary………………………………………….………………...5
Introduction…………………………………………………………………….6
Literature Review………………………………………………………………8
Objective of Study…………………………………………………………….16
Research Methodology………………………………………………………..25
Hypothesis…………………………………………………………………….26
Data Analysis…………………………………………………………………35
Recommendations…………………………………………………………….44
Limitations of Study…………………………………………………………..45
Bibliography…………………………………………………………………..47
Questionnaire…………………………………………………………………48
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Executive Summary
The enormous retail boom in India has given space to many companies who have
mushroomed out to benefit from this retail boom, which is nothing but a structured
format of the unorganized retail business which is being done in India from ages.
Many stores have come up with exquisite interiors, state of the art infrastructure and the
best possible brands to the customer which has led to the growth of mall culture in
India. The stores try and attract customers by providing them with such services and
plethora of options in brands in different categories so that they can retail customers for
long and make them loyal towards their retail stores.
The retail business is booming in India and there has been remarkable shift in the
buying behavior of the people from traditional stores to these departmental stores. It
becomes important for the marketers to understand these relationships for successful
design and execution of retail strategies. It would also enable the researcher to
understand the organized retail formats and consumers buying attitude towards these
stores.
The data was collected by getting the questionnaire filled by the respondents who were
loyalty card holders to find out that what makes them loyal towards Westside stores and
makes them visit Westside again and motivates them to purchase more from here. The
purpose of this paper is to raise the question of the relationship between the various
factors and how they lead to store loyalty.
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Introduction
Retailing consists of the sale of goods or merchandise from a fixed location, such as
a department store ,shopping mall etc .The retailer buys goods or products in large
quantities from manufacturers either directly or through a wholesaler, and then sells
smaller quantities to the end-user. Retail establishments are often called shops or stores.
Retailers are at the end of the supply chain. Manufacturing marketers see the process of
retailing as a necessary part of their overall distribution strategy.
In the retail outlet various type of good and service are provide to the customer but all
the goods and services are generally homogenous in nature through all the other retail
outlets . Product and services of every company are available in every retail outlet. It is
also find that many customer only used to shopping in own decided outlet rather from
every outlets even there is homogenous among the product and service offer by the
every retail outlet .So This put the question in the mind of the every retailer that is there
is any gap between what customer expected from retailers and what retailer provides to
customer during shopping.
No two customers have the identical likes and preferences. Delivery value and
narrowing down the zone of tolerance is a tightrope walk for marketer in organized
retail sector. Especially in market like India the challenges is formidable because
organizations need to cater to a wide and diverse group of customers .Thus building
equity and generating volumes in such complex market tapers down to the function of
managing customer expectation.
Customers take their time to first sketch their needs and then arrive at a specific
decision. At the end of the day the question is what does the customer expect? How to
fulfill the glaring gap between need and expectations? The answers to this question are
“by delivering the value “
But in many case retailers are not aware of what their customer expect. Hence they are
unable to deliver the right value to the right customer and satisfy them .Especially in
this competitive scenario where the customer are well informed, commanding and
demanding at the same time it has become imperative for the organization to be updated
on the “WHAT”,”WHY”and “HOW” of each and every customer. This calls for
empathizing with the customer by indulging into their priorities and decision making.
Even in the case of a product as simple as beauty soap, customer have versatile
expectations like, good packaging fragrance, herbal or medical benefit, glowing skin
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etc. and all this at an affordable price. A daunting task but companies have no option but
to offer the expected value, that too by keeping the operating costs low.
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the magnitude and direction of movement of these factors amongst each other. These
factors have been divided into three heads- Store, Situation and Shopper factors.
Literature Review
The concept of store loyalty is derived from the concept of brand loyalty which refers to
the tendency to make repeat purchases of products of the same brand. Store loyalty
refers to the tendency to repeatedly shop at the same store for similar or other products.
A loyal customer would give preference to a specific store and would tend to be far
more forgiving of errors of the store.
There are three main set of variables that have been found to have an impact on loyalty
of customers:
1. Store Related Variables
2 .Shopper Related Variables
3. Situation Related Variables
Loyalty has been found to be greatly influenced by Store Related Variables. Some of
the important store related variables are Shop location, Products Range and Store
Image. In consumer priorities, assortment and variety come after convenience and
price. Shop location is an influencing variable on loyalty as convenience of shopping is
among the main criteria of the customers. Location related variables are given
importance in analyzing both trade areas and retail patronage behavior .The consumers
are favorably inclined to revisit a store where they have positive shopping experiences
like a great range of assortments , good environment etc. The image of the store has
also great effect on the loyalty of the customers. Store image reflects shopper’s
perception of a store in terms of functional and psychological attributes.
Loyalty is also influenced by shopper related variables. Several factors such as age,
income and social class of the shopper have found to influence on customer’s decisions.
Customers belonging to different age groups prefer different stores. There have been
researches done which suggests that the greater the congruence between self image and
store image, the greater is the probability that the customer is loyal..There is a direct
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linkage between personal values and desired consumer benefits. This means different
customers have different levels of desired consumer benefits which vary according to
their own perceived values.
Loyalty is also influenced by the situation related variables. These factors include task
definition, level of involvement, shopping orientation and usage of information. These
indicate the intensity of need and the comfort of the shopper in taking a purchase
decision. The store choice has been found to depend on buying situations that differ
with the level of involvement (Moschis, G.P .1976,’ Shopping Orientations and
Consumer Uses of Information)
Thus we can say that the existence of the customer is integral to the existence of the
retailer. The ability to understand consumers is the key to developing a successful retail
strategy. A key factor in understanding customers is identifying the customers for
product or service, which means the target segment, and the demographics of this
segment, their needs and buying behavior.
Recognition of the need for a product or a service is the first stage that may lead to a
consumer buying. The need may be psychological or functional.
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Retail Industry: An Overview
Retailing is the interface between the producer and the individual consumer buying for
personal consumption. This excludes direct interface between the manufacturer and
institutional buyers such as the government and other bulk customers. A retailer is one
who stocks the producer’s goods and is involved in the act of selling it to the individual
consumer, at a margin of profit. As such, retailing is the last link that connects the
individual consumer with the manufacturing and distribution chain.
Retail has played a major role world over in increasing productivity across a wide range
of consumer goods and services .The impact can be best seen in countries like U.S.A.,
U.K., Mexico, Thailand and more recently China. Economies of countries like
Singapore, Malaysia, Hong Kong, Sri Lanka and Dubai are also heavily assisted by the
retail sector.
The retail industry in India is of late often being hailed as one of the sunrise sectors in
the economy. AT Kearney, the well-known international management consultancy,
recently identified India as the ‘second most attractive retail destination’ globally from
among thirty emergent markets. It has made India the cause of a good deal of
excitement and the cynosure of many foreign eyes. With a contribution of 14% to the
national GDP and employing 7% of the total workforce (only agriculture employs
more) in the country, the retail industry is definitely one of the pillars of the Indian
economy.
Retail sales in India amounted to about Rs.7400 billion in 2002, expanded at an average
annual rate of 7% during 1999-2002. With the upturn in economic growth during 2003,
retail sales are also expected to expand at a higher pace of nearly 10%. Across the
country, retail sales in real terms are predicted to rise more rapidly than consumer
expenditure during 2003-08. The forecast growth in real retail sales during 2003- 2008
is 8.3% per year, compared with 7.1% for consumer expenditure. Modernization of the
Indian retail sector will be reflected in rapid growth in sales of supermarkets,
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departmental stores and hyper marts. Sales from these large-format stores are to expand
at growth rates ranging from 24% to 49% per year during 2003-2008, according to a
latest report by Euro monitor International, a leading provider of global consumer-
market intelligence.
A. T. Kearney Inc. places India 6th on a global retail development index. The country
has the highest per capita outlets in the world - 5.5 outlets per 1000 population. Around
7% of the population in India is engaged in retailing, as compared to 20% in the USA.
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immensely contribute to the growth of the retail sector in the country. As India
continues to get strongly integrated with the world economy riding the waves of
globalization, the retail sector is bound to take big leaps in the years to come.
The Indian retail sector is estimated to have a market size of about $ 180 billion; but the
organized sector represents only 2% share of this market. Most of the organized
retailing in the country has just started recently, and has been concentrated mainly in the
metro cities. India is the last large Asian economy to liberalize its retail sector. In
Thailand, more than 40% of all consumer goods are sold through the super markets and
departmental stores. A similar phenomenon has swept through all other Asian countries.
Organized retailing in India has a huge scope because of the vast market and the
growing consciousness of the consumer about product quality and services. A study
conducted by Fitch, expects the organized retail industry to continue to grow rapidly,
especially through increased levels of penetration in larger towns and metros and also
as it begins to spread to smaller cities and B class towns. Fuelling this growth is the
growth in development of the retail-specific properties and malls. According to the
estimates available with Fitch, close to 25mn sq. ft. of retail space is being developed
and will be available for occupation over the next 36-48 months. Fitch expects
organized retail to capture 15%-20% market share by 2010. A McKinsey report on India
says organized retailing would increase the efficiency and productivity of entire gamut
of economic activities, and would help in achieving higher GDP growth. At 6%, the
share of employment of retail in India is low, even when compared to Brazil (14%), and
Poland (12%).
Malls in India
Over the last 2-3 years, the Indian consumer market has seen a significant growth in the
number of modern-day shopping centers, popularly known as ‘malls’. There is an
increased demand for quality retail space from a varied segment of large-format
retailers and brands, which include food and apparel chains, consumer durables and
multiplex operators. Shopping-centre development has attracted real-estate developers
and corporate houses across cities in India. As a result, from just 3 malls in 2000, India
is all set to have over 220 malls by 2005. Today, the expected demand for quality retail
space in 2006 is estimated to be around 40 million square feet. While previously it was
the large, organized retailers –with their modern, up-market outlets, and direct
consumer interface- who had been a key factor driving the growth of organized retail in
the country, now it is the malls which are playing the role.
Factors such as availability of physical space, population densities, city planning, and
socio-economic parameters have driven the Indian market to evolve, to a certain extent,
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its own definition of a ‘mall’. For example, while a mall in USA is 400,000 to 1 million
sq.ft. in size, an Indian version can be anywhere between 80,000 sq.ft. and 500,000
sq.ft. By 2005, total mall space in the 6 cities of Mumbai, Bangalore, Hyderabad,
Chennai, Kolkata, and National Capital Region (Delhi, Noida, Gurgaon) is expected to
increase to over 21.1 million sq. ft. Compared to other big cities, Kolkata and
Hyderabad are relatively new entrants in the mall segment, but are witnessing quick
growth. Smaller cities like Pune, Ahmedabad, Lucknow, Ludhiana, Jaipur, Chandigarh
and Indore, are also expected to see a formidable growth in the growth of malls in the
near future. But malls in India need to have a clear positioning through the development
of differential product assortment and differential pricing, in order to compete
effectively in a growing mall market. Segmentation in malls, like up-market malls, mid-
market malls, etc., proper planning, correct identification of needs, quality products at
lower prices, the right store mix, and the right timing, would Ensure the success of the
‘mall revolution’ in India.
Retailing as an industry in India has still a long way to go. To become a truly
flourishing industry, retailing needs to cross the following hurdles:
• Automatic approval is not allowed for foreign investment in retail.
• Regulations restricting real estate purchases, and cumbersome local laws.
• Taxation, which favors small retail businesses.
• Absence of developed supply chain and integrated IT management.
• Lack of trained work force.
• Low skill level for retailing management.
• Intrinsic complexity of retailing – rapid price changes, constant threat of product
obsolescence and low margins.
The retailers in India have to learn both the art and science of retailing by closely
following:
How retailers in other parts of the world are organizing, managing, and coping up with
new challenges in an ever-changing marketplace. Indian retailers must use innovative
retail formats to enhance shopping experience, and try to understand the regional
variations in consumer attitudes to retailing.
Retail marketing efforts have to improve in the country - advertising, promotions, and
campaigns to attract customers; building loyalty by identifying regular shoppers and
offering benefits to them; efficiently managing high-value customers; and monitoring
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customer needs constantly, are some of the aspects which Indian retailers need to focus
upon on a more pro-active basis.
Despite the presence of the basic ingredients required for growth of the retail industry
in
India, it still faces substantial hurdles that will retard and inhibit its growth in the future.
One of the key impediments is the lack of FDI status. This has largely limited capital
investments in supply chain infrastructure, which is a key for development and growth
of food retailing and has also constrained access to world-class retail practices.
Multiplicity and complexity of taxes, lack of proper infrastructure and relatively high
cost of real estate are the other impediments to the growth of retailing. While the
industry and the government are trying to remove many of these hurdles, some of the
roadblocks will remain and will continue to affect the smooth growth of this industry.
Fitch believes that while the market share of organised retail will grow and become
significant in the next decade, this growth would, however, not be at the same rapid
pace as in other emerging markets. Organised retailing in India is gaining wider
acceptance. The development of the organised retail sector, during the last decade, has
begun to change the face of retailing, especially, in the major metros of the country.
Experiences in the developed and developing countries prove that performance of
organised retail is strongly linked to the performance of the economy as a whole. This is
mainly on account of the reach and penetration of this business and its scientific
approach in dealing with customers and their needs. In spite of the positive prospects of
this industry, Indian retailing faces some major hurdles (see Table 1), which have
stymied its growth. Early signs of organized retail were visible even in the 1970s when
Nilgiris (food), Viveks (consumer durables) and Nallis (sarees) started their operations.
However, as a result of the roadblocks (mentioned in Table 1), the industry remained in
a rudimentary stage. While these retailers gave the necessary ambience to customers,
little effort was made to introduce world-class customer care practices and improve
operating efficiencies. Moreover, most of these modern developments were restricted to
south India, which is still regarded as a ‘Mecca of Indian Retail’.
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Seasons of Retailing
Summer Season
• It’s usually from May to July.
• This season is good for promotions and launching new advertisement campaigns.
Fall Season
• August and September are important months.
Holiday Season
• It begins usually at the end of October and carries through the fourth quarter ending in
January.
• Festivals like Dusherra, Diwali, Halloween, Christmas and New Year Eve bring more
customers.
• Usually it’s the best time for retailers.
Spring Season
• It lasts from February to May
Customers
Men
• While guys tend to prioritize fashion to a lesser degree than girls, “right-look” and
the “dude” image is still important to them.
• Boys tend to spend more money on electronic gadgets, food, sports goods and music.
Women
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• “Tween” girls represent a lucrative opportunity for retailers. They are going to become
the future buyers.
• “Teen” girls are more trend savvy. It’s not just the clothes and accessories, but the
whole look that the teen girls aspire to define.
• “Post teen” girls spend more on jewellery and household items and thus they contribute
a lot more in terms of revenue.
SHOPPER FACTORS
1) What influences a shopper to patronize a National Brand or Private Label?
2) Which of the two ‘manifest satisfaction’ or ‘latent satisfaction’ has stronger impact on
store loyalty?
3) Does the similarity between retail mix-elements and desired benefits of customer lead to
higher shopper loyalty?
SITUATIONAL FACTORS
STORE FACTORS
1) How convenience and location influences a shopper’s loyalty for a store?
2) How differentiation in type and quality of assortment offered by a store affects the
buying behavior of shopper?
3) How similarity between self-image and store-image leads impacts store loyalty?
4) How store image impacts store loyalty and how it influences store satisfaction in
shaping shoppers’ overall store loyalty?
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The location of the retail store had, for a long time, been considered the most important ‘P’
in retailing. If a retail store was located in the right place, it was considered to be adequate
assurance for success. Over the years, with advent of non-store retailing and the rise in web-
based retail, merely choosing the right location can’t be considered adequate. However, the
retail location is an important part of the retail strategy, as the location of the store conveys a
fair amount of its image. It also influences the merchandise mix and the interior layout of
the store.
While a retailer can change his merchandise mix, adjust prices, improve communication
with consumers and offer better services, once a store comes into existence, it is fairly
difficult to change the location. Moving from one location to another may result in the loss
of customers and employees. Moreover, the new location may not always have the benefits
of the earlier one.
Types of Locations
Various options are available to the retailer, for choosing the location of this store. The
choice of the location of the store again, depends on the target audience and the kind of
merchandise to be sold. For ex, the location of a convenience store would not be suitable for
that of an expensive jewellery boutique. Typically, a store maybe,
3. Part of a Shopping Center- A shopping center has been defined by the International
Council of Shopping Centers as “a group of retail and other commercial
establishments that is planned, developed, owned and manager as a single property”.
The availability of parking is an important feature of every shopping center. Westside
Mall in Rajouri is a part of the shopping center.
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Westside-Retail Giant
Established in 1998 as part of the Tata Group, Trent Ltd. operates Westside, one of
India's largest and fastest growing chains of retail stores.
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This story began circa 1998 when The Tatas acquired Littlewoods
– a London based retail chain. This acquisition was followed by
the establishment of Trent Ltd (a Tata enterprise that presently
operates Westside). Littlewoods was subsequently renamed
Westside.
Mission Statement
Our leadership will be the product of our styling, quality and service
consciousness.
We will continue to scale new heights of excellence through
teamwork, in an atmosphere that encourages creativity and
innovativeness.
It is their policy to satisfy our customers with the range, quality and
value of the products we offer. However, if they are dissatisfied with
any item that they might have purchased they would take the
necessary measures to assist them. The customers are expected to
return unused merchandise along with its receipt within 30 days.
Style, affordable prices, quality: these are the factors that have shaped
Westside’s success story in the retail fashion stores business.
Launched in 1998 in Bangalore, the Westside chain has, ever since,
been setting the standards for other fashion retailers to follow.
Westside stands out from the competition for a variety of reasons. One
is that a majority of the brands the chain stocks and sells are its own,
unlike retailers who store multiple labels. About 90 per cent of
Westside’s offerings are home-grown, and they cater to different
customer segments. The other 10 per cent includes toys, cosmetics and
lingerie.
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Pali. This is an interesting marketing shift, since it means moving
away from the chains only-our-own-brands concept.
Pantaloon retail
Shoppers shop
Trent
Provogue India
Arrangement
1. Ground Floor
• Cosmetics
• Jewellery
• Watches
• Bags
2. Ist Floor
• Women Section
• Children Section
• Household items
• Casual Clothing
• Formal Wear
• Ethnic Wear
• Shoes
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2F4U
SRC
Gia
Urban angel
Intima
David Jones
Ascot
Blackberry
Lee
Spykar
Provogue
With the sole objective of rewarding its loyal customers for their
patronage, Westside has lined up a bonanza of surprise gifts.
Every shopper gets a scratch-and-win card which entitles them
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entry into a contest. Those making purchases above Rs 1,500 are
also entitled to receive other pleasant surprises
The greatest challenge for Westside in its quest for a place in the retail
sun is not the competition from similar organized players, but from the
unorganized sector (98 per cent of India’s retail garment industry
operates in the unorganized sector).
The other challenge for Westside is that the retail fashion business in
the country is becoming increasingly crowded with new players,
Indian and foreign. Among the new entrants have been Wills Sport,
Lifestyle, Raymond’s (Be), Primus Globus, Nike, Crocodile, Mango
and the latest, Marks & Spencer.
Promotions
1. Club west card program
2. Fashion Logy
The Three Cs
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The company identifies star employees in each store and designates
them as coaches responsible for the training of their own store staff.
Today, each store has three kinds of coaches — a customer service
coach, an IT skills coach and a product knowledge coach. The success
of this programme has made it a benchmark for all Tata Group
companies.
Research Methodology
Sample and data collection
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the remaining 30 percent, because certain retailers prohibit the
interviewing of their clients exiting their stores, interviews took place
in the subjects' homes, as a function of the store they attended most
frequently. The study provides a representative sample of the main
Shopping centre in Delhi. In order to reckon with possible multi-
loyalty, questions related to satisfaction, loyalty and behavior were
asked for the regular main store visited (at least once a week).
Research design
The research design would be descriptive and cross sectional
Data collection
The data would be collected from primary source through
questionnaires, interviews, observations etc. The sample would be
surveyed on the basis of questionnaire and data would be quantified
for further analysis.
Sample size
The sample would be selected on random basis at the store itself. A
sample of 100 respondents would be used in the research. These
would be further divided amongst the stores for an evenly distributed
data collection.
Data Sources
Both Secondary and Primary Sources of data will be used.
The major type of information used is primary data. This is done thru
primary survey. The literature review is a secondary data type. The
sources include books, periodicals, websites, printed literature etc.
Hypothesis
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The various hypotheses are based on the store related factors,
situation related factors and shopper related factors.
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Hypothesis 1:
According to this table, the significance level is very low i.e. 0.528 so
the hypothesis can’t be accepted. It also shows that the two factors are
low correlated and significance of this is also very low, which is
equals to 0.528, which means that there is no correlation between
these two factors.
Hypothesis 2 :
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b. Product Related- Within a given trade area, studies emphasize
the ‘uniqueness of assortment’ as a way of influencing store
loyalty and patronage. In consumer priorities, assortment and
variety comes after convenience and price (Arnold, Tae, and
Douglas, 1978; Craig, Gosh, and McLafferty, 1984; Louviere and
Gaeth, 1987). Given that consumers are favourably inclined to
revisit a store where they have had positive shopping experiences
(found something they could not find anywhere else), these stores
suggest that competing stores need to differentiate themselves
based on type and quality of assortment offered. The emphasis
here is on tailoring the environmental clues using retail mix
elements to foster patronizing.
From the table we can see that the significance level is 0.818,
which is very low. This shows a very low confidence level.
Therefore, we cannot accept this hypothesis. We can also see that
the Pearson Correlation Coefficient is 0.023 which shows that
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there is no significant relation between the consumer loyalty and
number of times the retail outlet is visited.
Hypothesis 3:
Higher the degree of differentiation in type and quality
of assortment offered higher is the likeability to
shoppers’ revisiting the store.
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The aspect of congruity between the retail mix elements as
designed by the retailer and the self-image/ self-concept of the
consumer has received much attention. Research has shown the
greater the congruence between self-image and store-image; the
greater is the probability that the customer is loyal (Pathak, Crissy
and Sweitzer, 1974; McClure and Ryans, 1968; Dornoff and
Tatham, 1972). It has also been found that if retail mix elements
are in congruence with the desired benefits, it results in customer
loyalty (Osman, 1993). There is a direct linkage between personal
values and desired consumer benefits. Past experience with the
outlet has also emerged as one of the major drivers of loyalty. It
acts as an influencer in forming expectations about desired
benefits from purchasing at a store (Guttman, 1990). A
consumer’s selection of a store is not completely random. The
more recent the purchase experience and more frequent the visits
to the store, the more is the likelihood of repurchasing that
product in that store (Aaker and Jones, 1971).
Several theories can be applied to study information processing
by consumers. One set of theories assumes that evaluation criteria
are considered simultaneously. This theory states that consumers
do not distinguish between objective and subjective evaluation
criteria. They tend to use both simultaneously when arriving at a
decision (Hirschman and Krishnan, 1981). Another set of theories
hold that the process happens sequentially- first there are certain
factors used to make a choice among clusters and then, within the
chosen cluster, other parameters are used for decision-making
(Fotheringham, 1988). It is generally agreed that as dimensions of
comparison among stores increase and, the consumer has to
process vast amounts of information before making a choice, the
hierarchical process becomes more relevant (Black, 1984).
The third set of theories states that consumers use a limited set of
evaluative criteria when making a choice and this varies
depending on personality, context and product. To assess store
perception on attributes that are meaningless to consumers can be
misleading to a retailer. These theories draw significantly from
automatic cognitive information processing models and the
threshold model of consumer behaviour and examine how attitude
leads to behaviour/ patronage (Kau, Paul, and Hill, 1972;
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Malhotra, 1983; Pokowiski, Timmermans and Harry, 1997). We
formulate the following hypothesis.
Hypothesis 4:
There is a similarity between self-image of the store
before the visit and store-image after the visit to that
store.
From the above table we can see that the significance level is
0.329 which is very Low significance level. This shows very low
confidence level. Therefore hypothesis is not accepted. We can
also see that the Pearson Correlation Coefficient is -0.099 which
shows very weak correlation between the two factors. This means
that from our study we can show that the self image of the store
before the visit is very different from the store image after the
visit to that store.
Hypothesis 5:
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Likelihood of repurchase from a store depends on recency of
purchase experience and frequency of visit to that store.
Increase the No. of times
purchase from visiting the retail
this store outlet per week
Increase the purchase from Pearson Correlation 1 .023
this store Sig. (2-tailed) .821
N 100 100
No. of times visiting the retail Pearson Correlation .023 1
outlet per week Sig. (2-tailed) .821
N 100 100
From the above table we can clearly see that the significance level
is 0.821 which is very low significance level. This shows very
low confidence level. Therefore hypothesis isn’t accepted. We can
also see that the Pearson Correlation Coefficient is 0.023 which
shows slightly +ive correlation. This means that the possibility of
repurchase from a store somewhat depends upon the recency of
purchase experience and frequency of visit to that store.
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Hypothesis 6:
The importance of information sources in retail
differs by level of product specific buying
experiences.
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However, in some cases it may be very hard for consumers to
generate expectations to evaluate store performance and to
compare the expectations and performance as if they were
independent elements. However, to the extent that an explicit
comparison is made between expectations and performance, the
consumer is likely to be aware of the outcome of this evaluation.
We label it as manifest satisfaction. Manifest satisfaction is the
result of an evaluation, which is well elaborated on.
Hypothesis 7:
The degree of loyalty to a particular store differs
with the satisfaction level of customers.
From the above table we can see that the significance level is
0.021 which is highly significant. This shows high confidence
level. Thus the hypothesis is accepted. We can also see that the
Pearson Correlation Coefficient is 0.231 which means there is
somewhat relation between the degree of loyalty of customer to a
particular store and the satisfaction level of customers.
Data Analysis
Price of the items
Frequency Percent Cumulative Percent
Very
1 1.0 1.0
Dissatisfied
Dissatisfied 16 16.0 17.0
Moderate 28 28.0 45.0
Satisfied 44 44.0 89.0
Very Satisfied 11 11.0 100.0
Total 100 100.0
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Store ambience
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Ease of availaibilty
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Sales Promotion Offers
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Ambience would be an important factor
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Convenience would be given special attention
Frequency Percent Cumulative Percent
Not at all 6 6.0 6.0
Weak 20 20.0 26.0
Moderate 20 20.0 46.0
Strongly 34 34.0 80.0
Very Strongly 20 20.0 100.0
Total 100 100.0
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Word of mouth is important
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Consideration to Rebate and Discounts on Purchase
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CONSUMER PULL FACTORS
A critical factor in Westside’s success has been its strategy
to attract shoppers & keep them in stores- the amount of
time shoppers spend in a store is perhaps the single most
important factor in determining how much they will buy.
In having understood the pulse of the customers in India,
Westside has clearly established itself as a brand with an
Indian heart.
Over the years Westside has also developed and
successfully introduced a range of new brands especially
suited to the Indian palate. These brands like 2F 4U have
been a tremendous success amongst the new generation.
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What has also given Westside a competitive edge is that in
addition to an extensive range of internationally renowned
brands like Spykar, Lee and Fast Track they also offer the
option of a less known brands for low budget customers.
All the three floors are carefully structured. Ist floor and
IInd floor caters exclusively to Women and Men
respectively. Thus giving them privacy and more freedom
to look into their products.
Women’s need more space and look for comfort. They are
less likely to buy if the place is congested and makes them
feel uncomfortable. At Westside sofas have been placed in
the women section so as to make the females more
comfortable.
Westside has been able to create a brand image and is
consistently maintaining its brand identity by new
additions in products and catering to the market need.
They are catering to different age groups under one roof.
For ex. On the IInd floor which is men’s section both
formal and college wear is available. This way they are
able to build a huge customer loyal base.
Westside caters to not only the clothing needs and desires
of its customers. They have bed sheets, kitchenware,
jewellery, perfumes, baby products, household items, etc.
This way a customer who enters Westside just to buy one
or two items usually ends up buying a lot more.
The in-store experience in Westside is very delightful.
Their fully skilled and trained staff caters to the needs of
the public in the right way. They don’t pounce upon the
customer as soon as he enters the store. They wait till the
time a customer starts selecting and then they come and
help. This way the customer gets acclimatize with the
store and the environment.
Price of brands available at Westside is not too high as
compared to its competitor’s brands. This is due to their
cost effective supply chain management. They directly
pick up the goods from the manufacturer thus ensuring
low price tag at their store.
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Recommendations
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Limitations
This research has a number of limitations that must be
acknowledged.
All of the hypotheses in the study were supported by the data. The
hypothesis test results indicated that both utilitarian and hedonic
shopping benefits have a positive effect on customer satisfaction.
The results also indicate that customer repurchase is positively
associated with customer loyalty and word of mouth
communication.
The finding of this study doesn’t talk about the attitudinal loyalty
which serves as a mediator between consumer satisfaction and
consumer word of mouth communication. It is reasonable that
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attitudinal loyalty would mediate the relationship between these
constructs because it is a more enduring concept when compared
to consumer satisfaction. In their pursuit of customer loyalty, it is
important for retailers to understand this relationship and the
associated implications. Delivering a satisfying purchase
experience can lead to attitudinal loyalty, and in turn, that
attitudinal loyalty can lead to the consumer engaging in word of
mouth communication about the retail store brand.
Bibliography
www.scribd.com
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Research (DIAS)
www.esnips.com
www.wikipedia.org
www.mywestside.com
www.retailinsights.com
Bell, David R., Tech-Hua Ho, and C.S. Tang 1998, ‘Determining Where
to Shop: Fixed and Variable Cost of Shopping’, Journal of Marketing
Research, Vol. 35, August, pp. 352-69.
QUESTIONNAIRE
Dear Respondent,
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Research (DIAS)
I am a student of Delhi Institute of Advance Studies, Delhi and doing a
research for a study for which I intend to pose a questionnaire aimed at
analyzing the Impact of shopper, store & situational factors on store
image, satisfaction and loyalty of customers.
Your cooperation is deeply solicited to provide the relevant information. I
assure that information will be kept confidential.
Name of Customer _______________ Mobile
No.______________
A. Details
1. Through which source did you come to know about this retail
outlet?
Advertisements
(Media)
Friends/Relatives
Company Outlet
2. Internet
2. How strongly would you consider the factors while opting for a
particular retail outlet?
Statement 1 2 3 4
A Availability of Literatures/Brochures
b. Ambience would be an important factor
c. I would give special attention to convenience and location
d. I would give special consideration to the product range
e Degree of differentiation in type and quality of products is important
f. I would give special consideration to uniqueness of assortments
available in a store
g I would give special consideration to rebate and discounts on purchase
h. For me salesperson services would be an important consideration
i For me Word of Mouth is important
J Advice of friends and relatives influence my Visit Decision
k. Handling Product related Queries
l Customer Grievance cell
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B. Salesperson Services
Statement 1 2 3 4 5
a. Easily approachable
b. Humble and Soft Spoken 1 2 3 4 5
c. Able to provide Complete solution
to your problems Rate
d. Initiative of salesman to solve the Overall
problem salesperson
Services
7 1
RELIABLE
UNRELIABLE
CUSTOMER FRIENDLY HOSTILE
PROACTIVE REACTIVE
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C. Retail outlet factors
5. How far are you satisfied with the following factors for your retail
outlet?
6. Overall – how much are you satisfied with the service of your
retail outlet?
Statement 1 2 3 4
a. Price of the items
b. Convenience in approach
c. Assortment
d. Extra services provided
e. Home delivery service
f. Transparency In Billing
g. Ease of availability
h. Sales person Services
i. Sales Promotion Offers
j. Advertisement
k. Store Ambience
l. Overall Satisfaction Level
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Extremely Satisfied Moderately Moderately Dissatisfied Extremely
Satisfied Satisfied Dissatisfied Dissatisfied
D. Future relationship
Statement 1 2 3 4
A Consider buying from this store
B Increase the purchase from this sectors
E. Trust
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Statement 1 2 3 4
A Find products reliability
B I trust the services by the store
F. Commitment level
10. Rank the following from 1 to 4 where
1- Strongly Disagree 2- Disagree 3- Agree 4-
Strongly Agree
Statement 1 2 3 4
A I am proud to be a customer of this retail outlet.
B Company gets feedback from me from time to time.
C I am a loyal patron of this company.
1-2 times
2-4 times
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