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We hereby declare that this end term project report entitled “The recipe of retail success
In India.”- A study on Low Pricing strategy at Big Bazaar as a recipe of retail success
where other retail hypermarkets lag; is a bonafied work done by us, submitted for
Marketing research, under the supervision & Guidance of Prof. Shinu Abhi, at IFIM
Business School, Bangalore.
Place: Bangalore
Date: 07-Dec-2009 Members of group - 3
Ankita Hazarika
Monu Dihingia
Ranjan Shetty
Rosh K Joy
Suhana K.R
First we would like to extend our gratitude to our faculty Prof. Shinu Abhi
for supervising and guiding us throughout the various stages of our research.
We thank one and all who have helped in making key decisions and held
discussions which helped us to complete this project successfully in time.
Last but not least we would like to thank our families for extending their
support.
This project is not the endeavour of any one individual, but is the result of
valuable time, effort and co-operation of one and all of us. So, we would like to
acknowledge each other for a great teamwork, Thank You.
Members of group – 3
Ankita Hazarika-5
Monu Dihingia-33
Ranjan Shetty-41
Rosh K Joy-44
Suhana K.R-56
The other side of retail in India is that it is the second most populous market in the world
with a population of 1.14billion. It is also among the youngest market with an average age of
1
Global Retail Developmental Index
2
Gross Domestic Product
3
Purchasing power parity
Indian organized retailing is under transition today, bringing a lot of changes in the
format of retailing, the shoppers are enjoying the privilege of shopping the good and services at
very attractive prices, the dos and don'ts about wooing customers and making them come back to
the stores. Unfortunately, in India, the attitude toward retailing has been that of spending more
on creating glitzy outlets than on operational efficiencies. This is changing and retailers are
becoming aware that retail is not just about image; it's about becoming an operational superstar -
that's how you drive down your costs and make your profits in a situation where you have fixed
MRPs5. This is the competency that has made Pantaloon retail India Limited‟s Big Bazaar one of
the biggest hypermarket chain with 119 Big Bazaar stores in more than 70 cities across India.
Figure 1
4
Our forecast of GDP growth is derived from a macroeconomics model developed by Oxford Economics. Unless.
Unless otherwise noted, growth figures are reported as real compound annual growth rate (CAGR) and thus may
appear somewhat lower that the nominal average annual growth that are often reported.
5
Maximum Retail Price
To survive and thrive in the highly competitive retail world, retailers must become more
attentive and meticulous with their pricing. More than ever before, the financial success of
companies selling retail goods depends on their price strategy. Consumers demand fair prices in
exchange for their business and are constantly comparison shopping. With the ever-present
pressures from shrinking margins, rising costs, and competition, winning in the retail arena today
demands price strategies that reliably and frequently guide retailers decision-making (Frazier-
Coleman, 2008).
For an industry that is booming at the scale clearly evident from the A.T.Kearney reports,
the parties involved have to look ahead in time and take proactive decisions to remain in
business. The competition gets tougher day by day as more companies enter the market, and
therefore survival in this market requires a lot of correct decisions involving low pricing strategy
with increase in promotions and effective customer satisfaction.
The last few years witnessed immense growth by organized retail sector, the key drivers
being changing consumer profile and demographics, increase in the number of international
brands available in the Indian market,
economic implications of the
Government increasing urbanization,
credit availability, improvement in the
infrastructure, increasing investments
in technology and real estate building
a world class shopping environment
for the consumers. In order to keep
pace with the increasing demand, there
has been a hectic activity in terms of
entry of international labels, expansion
Every successful Hypermarket requires a proper supply chain that will help meet the
competition head-on, manage stock availability; supplier relations, new value-added services,
cost cutting and most importantly reduce the wastage levels in fresh produce. Large players like
Reliance6, Bharti, ITC7, and many others are making significant investments in this sector
leading to emergence of big retailer who can bargain with suppliers to reap economic of scales,
hence discounting is becoming an acceptable practice.
6
Reliance Mart/ reliance Fresh
7
ITC- e choupal
It is unknown: How Big Bazaar has adapted to low pricing strategy with increase in
promotions and effective customers satisfaction, to determine where other retail hyper markers
lag to increase customer satisfaction with a strategy of Low price.
The overall objective is to discover the “strategy used for low pricing at big bazaar and
where other hypermarket lags behind”
But it has come to notice that certain Hypermarkets in the EDLP segment have not been
able to perform like Big Bazaar. This research would arrive at some reasons of such difference
and propose measures for improvement.
The research has the potential to improve the awareness, footfalls and there by profits of
hypermarkets that lag with a preference on improving customer satisfaction
The second limitation has to be the place where the samples are collected i.e., in
Bangalore.
8
Everyday Low price
India has a large number of retail enterprises. With close to 12 million retail outlets India
has one of the highest retail densities in the world. In terms of the structure, the industry is
fragmented and predominantly consists of independent, owner-managed shops. The retail
businesses include a variety of traditional retail formats, such as "kirana" stores which stock
basic household necessities (including food products), street markets-regular markets held at
fixed centres retailing food and general merchandise items, street vendors‟ mobile retailers
essentially selling perishable food items-fruits, vegetables etc and small non specialized retailers.
Traditionally the retail industry in India was largely unorganized, comprising of drug
stores, medium, and small grocery stores. Most of the organized retailing in India have started
recently and is concentrating mainly in metropolitan cities.
9
Credit Rating and Information Services of India Ltd
Pantaloon is another Indian company which plans to increase its retail space to 30 million
square feet with an investment of US$ 1 billion. Bharti Telecoms an Indian company is in talks
with Tesco a global giant for a £ 750 million joint venture. The biggest challenge facing the
Indian organized retail sector is the lack
of retail space. With real estate prices
escalating due to increase in demand
from the Indian organized retail sector, it
is posing a challenge to its growth. With
Indian retailers having to shell out more
for retail space it is effecting there
overall profitability in retail.
1. Pantaloon Retail:
It is headquartered in Mumbai
Figure 3 with 450 stores across the country
employing more than 18,000 people. It
can boast of launching the first hypermarket Big Bazaar in India in 2001. An all-India retail
space of 5 million sq. ft. which is expected to reach 30 mn by 2010. It is not only the largest
retailer in India with a turnover of over Rs. 20 billion but is present across most retail segments -
Food & grocery (Big bazaar, Food bazaar), Home solutions (Hometown, furniture bazaar,
collection-i), consumer electronics (e-zone), shoes (shoe factory), Books: music & gifts (Depot),
One of their recent innovations include e-commerce‟ hybrid format of ‟small‟ shops , the
area for these stores will be 150 sq. ft. fitted with 40 digital screens. Customers will be
encouraged to browse through the entire range of products on digital screen. They will be able to
place the order, the delivery of which will be arranged by the shop to their homes within a few
hours.
2. K Raheja Group
They forayed into retail with Shopper‟s Stop, India‟s first departmental store in 2001. It is
the only retailer from India to become a member of the prestigious Intercontinental Group of
Departmental Stores (IGDS). They have signed a 50:50 joint venture with the Nuance Group for
Airport Retailing. Shoppers Stop has 7, 52, 00 sq ft of retail space with a turnover of Rs 6.75
billion. The first Hypercity opened in Mumbai in 2006 with an area of 1, 20,000 sq. ft. clocking
gross sales of Rs. 1 billion in its first year. Crossword brand of book stores, Homes stop a store
for home solutions, Mothercare a concept stocking merchandise related to childcare are also
owned by them. Recently, Raheja‟s have signed a MoU with the Home Retail Group of UK to
enter into a franchise arrangement for the Argos formats of catalogue & internet retailing.
The group has announced plans to establish a network of 55 hypermarkets across India
with sales expected to cross the US$100 million mark by 2010. (IMAGES F&R Research, 2008)
3. Tata group:
Established in 1998, Trent - one of the subsidiaries of Tata Group - operates Westside, a
lifestyle retail chain and Star India Bazaar - a hypermarket with a large assortment of products at
the lowest prices. In 2005, it acquired Landmark, India's largest book and music retailer. Trent
has more than 4 lakh sq. ft. space across the country. Westside registered a turnover of Rs 3.58
mn in 2006.
Tata‟s has also formed a subsidiary named Infiniti retail which consists of Croma, a
consumer electronics chain. It is a 15000-17000 sq. ft. format with 8 stores as of September
4. RPG group:
One of the first entrants into organised food & grocery retail with Foodworld stores in
1996 and then formed an alliance with Dairy farm International and launched health & glow
(pharmacy & beauty care) outlets. Now the alliance has dissolved and RPG has Spencer‟s Hyper,
Super, Daily and Express formats and Music World stores across the country. RPG has 6 lakh sq.
ft. of retail space and has registered a turnover of Rs 4.5 billion in 2006. It is planning to venture
into books retail, with the launch of its own bookstores “Books and Beyond” by the end of 2007.
An IPO is also in the offering, with expansion to 450+ MusicWorld, 50+ Spencer's hyper outlets
covering 4 million sq. ft. by 2010. (IMAGES F&R Research, 2008)
5. Bharti-Wal-Mart
Their plans include US$ 7 billion investment in creating retail network in the country
including 100 hypermarkets and several hundred small stores. They have signed a 51:49 percent
joint venture agreement with Wal-Mart. Wal-Mart will do the cash & carry while Bharti will do
the front-end. (IMAGES F&R Research, 2008)
6. Reliance
India‟s most ambitious retail plans are by reliance, with investments to the tune of Rs.
30,000 cr ($ 6.67 bn) to set up multiple formats with expected sales of Rs 90,000 crores ($20 bn)
by 2009-10. There are already more than 300 Reliance Fresh stores and the first Reliance Mart
Hypermarket has opened in Ahmadabad. The next ones are slated to open at Jamnagar, followed
by marts in Delhi / NCR, Hyderabad, Vijayawada, Pune and Ludhiana.
7. AV Birla Group
They have a strong presence in apparel retailing through Madura garments which is
subsidiary of Aditya Birla Nuvo Ltd. They own brands like Louis Phillipe, Van Heusen, Allen
Products/services profile
Big Bazaar The hypermarket chain was introduced by Pantaloon which moved a large
format lifestyle retailing with the launch of “Pantaloons”, India‟s family
store, e management was aware that retail size mattered They then targeted
large Indian middle class market waiting to tapped and introduced Big Bazaar
to meet the aspirations of the middle class. In the span of two years, it has
added a Food Bazaar and Gold Bazaar to its range of offering; from the
finding they knew “Saving is the key to the Indian middle class consumer”
The concept of “Bazaar”, As the store offers large mix of products at a
discounted price, the name “Big Bazaar” was finalized Price was the basic
value proposition at Big Bazaar. The Big Bazaar outlets sold a variety of Figure 4
products at prices, which were 5 to 60% lower than the market price. The
catch line “Isse sasta aur acha kahin nahin” emphasised this.
The Company has identified a range of categories wherein it believes that there is either a
product or price gap or existing brands aren‟t able to meet customer expectations. The private
brands provide customers with more choice, thereby increasing consumption. It further helps in
more freedom and flexibility in pricing, more control over product attributes, maintaining high
quality and higher margins or lower selling price. The private brands in the food category are
Tasty Treat Premium Harvest and Fresh & Pure. Ketchup, instant noodles, jams, cookies, chips,
Indian snacks or nankeens, papads and pickles. Fresh & Pure offers basic processed foods in 17
merchandised categories like edible oils and dairy products. The private brands in home and
personal care segment products are CareMate and CleanMate. CareMate is present in 13
merchandised categories and CleanMate is present in 10 categories. The most recent addition to
this portfolio of private brands is Sach – a brand co-developed with Sachin Tendulkar. A first-of-
its kind brand in India, Sach has been extended across multiple categories including kids wear,
Figure 5
Big Bazaar announced The Great Exchange Offer with a “Bring anything old and take
anything new” concept which started from the 16th of Feb 2008 at the Landmark store. The offer
was valid till the 16th of March 2008 at the store. Under the exchange offer, old garments,
utensils, furniture, plastic ware, newspapers or just about anything was weighed and valued and
customers were given exchange coupons. The customer could redeem the coupons before the due
date on the condition that he/she shops four times the value of the coupon. There were also direct
exchanges on mobiles and electronic goods during the period with attractive discounts on new
purchases. These exchange values were found to be almost 4 to 5 times higher than the road side
“kabari wala”. For the consumer, this offer aimed at helping the housewife clean out the junk
while getting a good value for it. The coupons availed by the customer were equivalent to a 25%
discount on products that could be purchased under this offer. For Big Bazaar, this promotion
campaign helped boosting sales during the period of February and March as it has been noticed
that these months are dull months for consumer buying. (2007)
In January 2007, Big Bazaar introduced a Wednesday Bazaar concept called “Hafte Ka
Sabse Sasta Din” with the aim to give homemakers the power to save the most on this day of the
week. Wednesday Bazaar offers clothes, accessories and fashion jewellery and personal care
10
The cheapest day in the Week
Big Bazaar Marketing Department gave a new thought on this day in 2006 they started a
new shopping festival, i.e. Sabse Saste Teen Din11. None of the retail industry was aware about
this surprise shopping festival. Big Bazaar did it in its own way!! They showed this National
holiday can be celebrate in festival mode , while doing shopping Big bazaar throwed Up to 65%
of on each & every products in the store for three days. So the promotion was called Sabse Saste
Teen Din. (Rediff, 2008)
11
Cheapest day for Three days
Research design
We have enhanced our knowledge of retail market by interviewing method, web page
survey, and scanning questionnaire and pre-test of questionnaire. Our research of source of
information has been carried out to refine the objective and provide lines of enquiry for the next
stage. After exploratory nature of some aspects of objective of retail success in hypermarkets
such as Big Bazaar, we will provide with detail Qualitative information of retail market.
Hypothesis
H0: Majority of the customer‟s perception and preference for low pricing is Low quality.
Sampling
The sample size which is particularly small, a small sample size with 50 samples and
research sample development knowing how to design a set of questions that will generate
meaningful results is vital not only to protect statistical integrity, but also to producing accurate
results with high level of confidences. Method approached is Simple random sampling.
Difficulties: The group consisted of 5 members since we had only one Kannada speaking
member in the group, so for some particular respondent the time consumed was more. In some
cases we were getting some contradictory answers which seemed to show that they were trying
to get over with the interview as soon as possible.
Experience: We got to know how the Door to door salesmen might be facing when they
are turned away from the gate itself while marketing their products, in many cases it was felt that
when a consumer was confused as to a particular response when he/she usually responded with
the same answer that the surveyor hinted out.
12
Uniform Resource Locator
Sex
40% Male
60% Female
Age Group
Series1
24
21
4
1
Employed
46% Self employed
6%
Sample Size = 50
INCOME GROUP
26%
Yes
No
74%
Thus it is clear that in the case of our sample, Big Bazaar is a preferred Hypermarket.
Preference of Hypermarket
Total Big Bazaar Spar Reliance Mart Tata Star Bazaar
100%
4 7 7
4 9
80% 4 23
15 12
% of Sample
60% 18
0
2
8
40% 32
8 22
15
20% 20 7
1 3
6 8 8 7
0%
1 2 3 4 5
Rank
The survey also had to focus on the frequency of people visiting the stores, and 21% of
people have chosen they visit Big Bazaar monthly,
12%
20%
20% 6%
42%
what is purchase?
26
16
10 10 10
7 7
5
Major influence while making the purchase. While conducting the survey, personal
experience of attracted towards Big Bazaar along with many others price was the important
factor and the variety of choice, and the respondents agree that Big Bazaar do not offer quality.
0 0 4
6 8 9
5
11 11
15 19 37
11
23 12
13
20
10 14 4 12
5 0
1
1 2 3 4 5
Big Bazaar gives value for money, the customers‟ preference and perception which adds
as a catalyst to this study as the behaviour or influence is a major decision.
Strongly Agree 5
Agree 32
Undecided 6
Disagree 1
Strongly Disagree 6
Usually when the respondents have agreed with the Price which have a huge influence in
buying then Offers and discount have the same kind of effect.
Strongly Agree 7
Agree 20
Undecided 15
Disagree 8
Strongly Disagree 0
Quality
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
0 5 10 15 20 25
Strongly Strongly
Disagree Undecided Agree
Disagree Agree
Series1 3 22 15 10 0
Shopping at Big Bazaar is convenient, almost 54% of them agree about the convenience
of shopping which is a main focus on the ambience.
Convenient
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
0 5 10 15 20 25 30
Strongly Strongly
Disagree Undecided Agree
Disagree Agree
Series1 1 8 10 27 4
Strongly Strongly
Agree Disagree
8% 10%
Agree
34% Disagree
34%
Undecided
14%
29
23 23 24 24 23
21
19 19
17 16
15
10 11
9
6 7
4
Findings
Big Bazaar enjoys a good brand image, especially due to its reputation of
conforming to price in the Indian Hypermarket, the story dates back to the time when there were
not many hypermarkets in the industry and Big Bazaar was only such brand which got hugely
popular especially due to its price and good quality levels. But lately it has been noticed that.
Suggestions
There were some interesting suggestions from the respondents so here are some
Big bazaar must first try and attract high end customers. Right now it is attracting just
about middle class people and may be doing reasonably well in business. It should have very
high standard quality products and start targeting upper middle class customers.
Have a good store arrangement (display of the product), ambience should be standard.
It can have a better ambiance and more space to move around all the centres are
overcrowded with things that is the reason; I don‟t like to shop there.
These were some of the suggestions given by the respondents and most of the suggestions
are given for the quality and the service level, location, Thus it is necessary to come out with
more quality products and awareness from the advertising which do not hamper the quality
aspect of Big bazaar, and we think Big Bazaar should go for stringent quality checks.
1. Women are famous for shopping this can be seen in the case of Big bazaar also as the
number of females shopping at Big Bazaar is much more than the number of men.
2. We could analyse that the people between the age group of 26-35 are the main shoppers
at Big Bazaar.
3. Most of the respondents whom we surveyed were employed. A majority of the
respondents earn an income between Rs3,00,001/- – Rs5,00,000/-.
4. 74% of the respondents out of the 50 respondents shops at Big Bazaar about 26% does
not. This portrays if out of 50 people 74% shop at Big Bazaar the store is preferred by a
majority of the people.
5. Respondents agree Big Bazaar does not offer quality. Food and Grocery is the thing
shopped most at Big Bazaar.
6. About 32% of the respondents agree Big Bazaar gives value for money.
7. Price has a huge influence on the buying behaviour of customers. Offers and discounts
also have an influence.
8. Electronic products at big bazaar have to be improved.
9. Shopping at Big Bazaar is convenient, almost 54% of them agree to this fact this shows
that people would shop at a place which is more convenient to them.
From the analysis of our findings we have come to the conclusion that Big Bazaar did
enjoy a monopoly in the market as the first mover in the hyper market arena. But as slowly
competition began to increase their advantage as the first mover began to decline. Now consumer
perception of Big Bazaar is that of a store that offers low price but at a dubious quality. People
have started preferring other hypermarkets because of better shopping experience. Since people
spend a lot of time shopping, they would like the experience to be more enjoyable and
comfortable.
The locations of the hypermarkets also decide the level of footfalls of the market as
people prefer to shop at the nearby kirana store than travel long distances for a hypermarket.
Hence these markets should be located near high density residential areas.
There have been suggestions for Big Bazaar for improvement. Some of these include
improving the quality of products so as to retain current customers and bring in the higher
middleclass to shop there. Then a lot of respondents have mentioned about the lack of ease of
shopping in the stores. An overriding concern was quality and ambience of the store.
afjkbakfb. jfjbeb.
ATkearney. (2008). Emerging Opportunities For Global Retailers. The 2009 AT Kearney Global retail
development Index.
CII - A.T.Kearney. (2008). Retail in India: getting organized to drive growth. A CII - A.T.Kearney report.
Frazier-Coleman, C. (2008). Retail Pricing Strategy: Insights and Opportunities. Revionics-Revenue Bionics
, 2.
IMAGES F&R Research. (2008). India Retail Report. IMAGES F&R Research.
McKinsey & company. (May 2007). The bird of gold: the rise of India’s consumer market. McKinsey &
company.
PART – A
1. Which hypermarket do you shop at? (Rank Accordingly – 1 most & 5 Least)
Total
Big Bazaar
Spar
Reliance Mart
Tata Star Bazaar
Weekly
Fortnightly
Monthly
Once in 3 months
< 3 months
Varity of choice
Price
Availability of Product
Discounts
Quality
7. Your opinion of Big Bazaar when you compare with other stores?
PART – B
Ambience Price
We appreciate your patience and the time you have allocated for filling the questionnaire.
Thank you,
Students of IFIM Business School