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Executive Summary
The project report includes the information regarding the industry profile, profile of Future Value Retail India Ltd and about Big Bazaar- Bangalore (Hebbal Outlet). It also gives details about the major findings from study and the research methodology, data analysis and interpretation, conclusion and suggestions to improve the Ticket Size at Big BazaarBangalore (Hebbal Outlet). The project is about how to increase in the ticket size and methods used to increase the ticket size (bill size) of the Big Bazaar- Bangalore (Hebbal Outlet). The project gives a brief about the company and what they are right now working on. Ticket size will include two things to increase i.e. average item per bill and average bill size. The item per bill is 10 pieces per bill which needs to increase to 11 per bill. The average bill size is Rs. 996 which needs to increase to Rs. 1050. The tools used to increase in the ticket size are Cross Merchandising Bin Management Promotional Area/Selling Areas Concentration on particular product for the particular period of time from each LOB. In the research project the primary data collected through questionnaire. And my sample size was 200 customers of the Big Bazaar- Bangalore (Hebbal Outlet). For analysis purpose, Pie charts are been used through which I had done the data analysis and interpretation. The research design is causal research. Sampling method is convenience sampling because of time constraints. The sample size is 200 customers of Big Bazaar. Of which most of the customer are family people who come to Big Bazaar-Bangalore (Hebbal

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Outlet) for their weekly shopping or monthly shopping. The Big Bazaar- Bangalore (Hebbal Outlet) is hyper market which provides products for each person of family. The wide range of the product is available for all the age group people at Big Bazaar. The people are satisfied with the quality and price provided to them. They feel outstanding about the price given to them in comparison to competitors. The arrangements of the products and placement of the products are done with the departmental allocation of space. People consider Big Bazaar as the most preferred destination for shopping at Hebbal and most of the people are visiting the mall twice for shopping. The major purchasing is done by the 20 to 40 years of the age group people.

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1. Industry Profile: Retail Industry


1.1 Meaning of Retail

The term "retailer" is applied where a service provider services the needs of a large number of individuals, such as a public utility. Retail consists of the sale of physical goods or merchandise from a fixed location, such as a department store, boutique or kiosk, or by mall, in small or individual lots for direct consumption by the purchaser. Retailing may include subordinated services, such as delivery. Purchasers may be individuals or businesses. The word "Retail" originates from a French-Italian word. Retailer - someone who cuts off or sheds a small piece from something. Retailing is the set of activities that markets products or services to final consumers for their own personal or household use. It does this by organizing their availability on a relatively large scale and supplying them to customers on a relatively small scale. Retailer is a Person or Agent or Agency or Company or Organization who is instrumental in reaching the Goods or Merchandise or Services to the End User or Ultimate Consumer In commerce, a "retailer" buys goods or products in large quantities from manufacturers or importers, 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. Shops may be on residential streets, shopping streets with few or no houses or in a shopping mall. Shopping streets may be for pedestrians only.

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Sometimes a shopping street has a partial or full roof to protect customers from precipitation. Online retailing, a type of electronic commerce used for business-toconsumer (B2C) transactions and mail order, are forms of non-shop retailing. India has moved into 21st century and is showing marked changes to push the organized retail development even further. India is rated as the fifth most striking emerging retail market. India is on the threshold of a revolution in its retail industry.

1.2 Retail in India


Retail is Indias largest industry, accounting for over 10 percent of the countrys GDP and around 8 percent of the employment. Retail industry in India is at the crossroads. It has emerged as one of the most dynamic and fast paced industries with several players entering the market. But because of the heavy initial investments required, break even is difficult to achieve and many of these players have not tasted success so far. However the future is promising; the market is growing, government policies are becoming more favorable and emerging technologies are facilitating operations. Retailing in India is gradually inching its way toward becoming the next boom industry. The whole concept of shopping has altered in terms of format and consumer buying behavior, ushering in a revolution in shopping in India. Modern retail has entered India as seen in sprawling shopping centers, multi-storied malls and huge complexes offer shopping, entertainment and food all under one roof. The Indian retailing sector is at an inflexion point where the growth of organized retailing and growth in the consumption by the Indian population is going to take a higher growth trajectory. The Indian population is witnessing a significant change in its demographics. A large young working population with average age of 24 years, nuclear families in urban areas, along with increasing working-women population and emerging opportunities in the services sector are going to be the key growth drivers of the organized retail sector in India.

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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. Retail is Indias largest industry, accounting for over 10 percent of the countrys GDP and around 8 percent of the employment. India is one of the largest and highly fragmented Retail markets globally with the highest retail outlets in the world crossing over 12 million with unorganized players accounting for around 5% of market share. Among this unorganized player more than 80 percent of these run as small family businesses in small towns and cities in the form of kirana stores, push cart vendors, meals and mandis. In terms of employment the retail outlet in the unorganized sector feeds a household of six to seven members. The big retail players are beginning to realize the significance of this untapped market by entering these markets and are being accepted by these rural consumers. The rural retail revenues are estimated to increase by 60 per cent by 2012, with larger share of increase in demand for consumer and household products.

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1.3 Major Retail Formats Departmental Stores Hypermarkets Supermarkets and Conv. Stores

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Well established, limited competition Entrenched in Indian Mindset Score on shopping experience Stress on branding Price not critical as they cater to upper income class

Relatively new concept, but already as big as department stores Growing fast, but competition to intensify Price Discount and Wide Varieties act as key attractions Key to success will be efficient Supply Chains and Store locations

Main challenge to mom and pop stores How to compensate for facilities that mom and pop stores provide namely Home Delivery and Monthly Credit? Immense Competitions, building scale to achieve cost efficiencies will be critical

Hyper marts/supermarkets: large self-servicing outlets offering products from a variety of categories.

Mom-and-pop stores: they are family owned business catering to small sections; Departmental stores: are general retail merchandisers offering quality products Convenience stores: are located in residential areas with slightly higher prices Shopping malls: the biggest form of retail in India, malls offers customers a mix

they are individually handled retail outlets and have a personal touch.

and services.

goods due to the convenience offered.

of all types of products and services including entertainment and food under a single roof.

E-trailers: are retailers providing online buying and selling of products and Discount stores: these are factory outlets that give discount on the MRP.

services.

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Vending: it is a relatively new entry, in the retail sector. Here beverages, snacks Category killers: small specialty stores that offer a variety of categories. They

and other small items can be bought via vending machine.

are known as category killers as they focus on specific categories, such as electronics and sporting goods. This is also known as Multi Brand Outlets or MBO's.

Specialty stores: are retail chains dealing in specific categories and provide deep

assortment. Mumbai's Crossword Book Store and RPG's Music World is a couple of examples. 1.4 Structure of Indian Retail Sector The Indian retail industry can therefore be broadly divided into organized and unorganized retailing. Unorganized sector constitutes of the local kirana, hand cart, the vendors on the pavement etc. Unorganized retailing is still the backbone of the Indian retail industry contributing to over 95 per cent of total retail revenues. The organized sector on the other is hand trading undertaken by the licensed retailers who have registered themselves to sales as well as income tax. They constitute of corporate backed hypermarkets and retail chains. This modern retail has entered India as seen in sprawling shopping centers, multi-storied malls and huge complexes offer shopping, entertainment and food all under one roof.

1.5 Key challenges impeding the growth of Organized Retail in India

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The key challenges facing Organized Retail in India are acceptance of Organized Retail by the Traditional retailers (which is leading to tougher regulatory measures by the government), supply chain inefficiencies, high real estate costs, increasing personnel costs, High cost of real estate, High stamp duties, Multiple & complex taxation system, high execution risks in terms of store rollouts and high shrinkage that hits Retailers' Bottomlines. We believe that these challenges would result in Margin contraction for most players. However, increasing economies of scale and scope would result in savings for the Retailers and mitigate Margin contraction to a large extent. 1.6 Growth prospects in Indian Retail Sector The Indian retail industry today is the 5th largest retail destination and the second most attractive market for investment in the globe after Vietnam as reported by AT Kearney's seventh annual Global Retail Development Index (GRDI), in 2008.The growing popularity of the Indian retail sector has resulted in a growing awareness about brands and quality products. As a whole Indian retail sector has made life convenient, easy, quick and affordable. Indian retail sector, especially organized retail is growing rapidly, with the customer spending growing in an unpredicted manner. It is undergoing a metamorphosis. Till 1980 the retail industry continued in the form of kirana that is unorganized retailing. Later in 1990s Branded retail outlets like Food world, Nilgris and local retail outlets like Trinetra super market, Apna Bazaar, came into existence. Now big players like Reliance, Bharti, Tatas, ITC and other reputed companies are entering into organized retail businesses The big multinational retailers are slowly entering India in the form of direct entrance eg: Nike, Reebok, Metro etc or Joint Ventures e.g.: - Bharti with Wal-Mart and Tatas with Tesco. Growth rate of retail sector in India is 8-10% per annum.

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1.7 Major Retailers in India Pantaloon: Future Value Retail Ltd Pantaloon is one of the biggest retailers in India with more than 450 stores across the country. Headquartered in Mumbai, it has more than 5 million sq. ft retail space located across the country. It's growing at an enviable pace and is expected to reach 30 million sq. ft by the year 2010. In 2001, Pantaloon launched country's first hypermarket Big Bazaar. It has the following retail segments:

Food & Grocery: Big Bazaar, Food Bazaar Home Solutions: Hometown, Furniture Bazaar, Collection Consumer Electronics: e-zone Shoes: Shoe Factory Books, Music & Gifts: Depot Health & Beauty Care: Star, Sitara E-tailing: Futurebazaar.com Entertainment: Bowling Co.

Tata Group Tata group is another major player in Indian retail industry with its subsidiary TRENT, which operates Westside and Star India Bazaar. Established in 1998, it also acquired the largest book and music retailer in India Landmark in 2005. Trent owns over 4 lakhs sq. ft retail space across the country.

RPG Group RPG Group is one of the earlier entrants in the Indian retail market, when it came into food & grocery retailing in 1996 with its retail Food world stores. Later it also opened the

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pharmacy

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care

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Health

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Glow.

Reliance Reliance is one of the biggest players in Indian retail industry. More than 300 Reliance Fresh stores and Reliance Mart are quite popular in the Indian retail market. It's expecting its sales to reach ` 90,000 crores by 2010. Aditya Birla Group Aditya Birla Group has a strong presence in Indian apparel retailing. The brands like Louis Philippe, Allen Solly, Van Heusen, and Peter England are quite popular. It's also investing in other segments of retail. It will invest `8000-9000 crores by 2010.

1.8 Challenges Facing Indian Retail Industry


The tax structure in India favors small retail business Lack of adequate infrastructure facilities High cost of real estate Dissimilarity in consumer groups Restrictions in Foreign Direct Investment Shortage of retail study options Shortage of trained manpower Low retail management skill

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2. Company Profile
Future Value Retail (India) Limited, is Indias leading retailer that operates multiple retail formats in both the value and lifestyle segment of the Indian consumer market. Headquartered in Mumbai (Bombay), the company operates over 12 million square feet of retail space, has over 1000 stores across 71 cities in India and employs over 30,000 people.

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2.1 Background and Inception of the company


Future Value Retail Limited is a wholly owned subsidiary of Pantaloon Retail (India) Limited. This entity has been created keeping in mind the growth and the current size of the companys value retail business, led by its format divisions, Big Bazaar and Food Bazaar. Big Bazaar is a chain of department stores in India currently with 120 outlets. It is owned by Pantaloon Retail India Ltd, Future Group. It works on the same economy model as WalMart and has been successful in many Indian cities and small towns. The idea was pioneered by entrepreneur Mr. Kishore Biyani, the CEO of Future Group. Currently Big Bazaar stores are located only in India. It is the fastest growing chain of department stores and aims at having 350 Stores by 2010.Big Bazaar is the destination where you get products available at prices lower than the MRP, seeing a new level of standard in price, convenience and quality. 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 propos iron for the Indian customers. At Big Bazaar, you will definitely get the best products at the best prices thats what we 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,

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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.

About Big Bazaar Outlet Parent group Owner Founded Headquarter Industry Tag Line

Hypermarket Chain of Departmental Stores 120 outlets in India Located in 70 Cities Future Value Retail India ltd(FVRIL) Subsidiary of Future Group Kishore Biyani 2001 Jogeshwari, Mumbai Retail India Ka Naya Bazaar

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Man behind Big Bazaar


Kishore Biyani is the Managing Director of Pantaloon Retail (India) Limited and Group Chief Executive Officer of Future Group. He was born in August 1961. Kishore founded Pantaloons in 1997

Considers Indianans as the core value driving the group

Mr. Kishore has won following awards and honors:


2006 Ernst & Young Entrepreneur of the Year award. 2006 Lakshmipat Singhania IIM Lucknow Young Business Leader

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2.2 Vision, Mission and Quality Policy Vision:


To Deliver Everything, Everywhere, Every time, to Every Indian Customer in the

most profitable manner.


One of the core values at Future Group is, Indians and its corporate credo

is-Rewrite rules, Retain values 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.

Price guarantee
If within two days of purchase, you find a product of same brand /quality available

at a lesser price, please bring back to us within ten days along with cash memo and we will give you a gift voucher which will be of DOUBLE the value of the price difference

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Core Values:
Indianans: 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 Rela6onships: to build long term relationships. Simplicity & Posi6vity: Simplicity and Positivity in our thought, business and work. Adaptability: to be flexible and adaptable, to meet new challenges. Flow: to respect and understand the universal laws of nature

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2.3 Products/service profile


Big Bazaar-Bangalore (Hebbal Outlet) offers a wide range of products which range from apparels, food, farm products, furniture, child care, toys, etc. Products of all the major brands are available at Big Bazaar. Also, there are many in house brands promoted by Big Bazaar-Bangalore (Hebbal Outlet). In all, the fashion, electronics and travel segments made up about 70% of sales. Last year, these categories made up only about 60%. :

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2.4 Area of operation:


Big Bazaar is a chain of shopping malls in India currently with 129 outlets, owned by the Pantaloon Group. It works on it the economy model as Wal-Mart and has had considerable success in many Indian cities and small towns. The idea was pioneered by entrepreneur Kishore Biyani, the head of Pantaloon Retail India Ltd. Big Bazaar stores in Metros have a gaming area and kids play area for entertainment...BIG BAZAAR stores are located all over the India.

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Agra Ahmadabad Allahabad Ambala Asansol Bangalore Bhubaneswar Cuttack Chennai Coimbatore Palakkad Kolkata Delhi Durgapur

Ghaziabad Gurgaon Hyderabad Indore Lucknow Kanpur Mangalore Mumbai Nagpur Nasik Panipat Pune Rajkot Surat

2.5 Ownership Pattern


Future Industries Limited (FIL) was incorporated under the Companies Act, 1956 on July 15, 1987 and has its registered office at Pantaloon Knowledge House, Shyam Nagar, off Jogeshwari-Vikhroli Road, Jogeshwari (East), Mumbai 400 060. The main activities of Pantaloon Industries Limited are to set up textile units and manufacturing and marketing of fabrics and readymade garments.

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BOARD OF DIRECTORS Mr. Kishore Biyani, Managing Director: Kishore Biyani is the Managing Director of Pantaloon Retail (India) Limited and the Group Chief Executive Officer of Future Group.
Mr. Gopikishan Biyani, Whole time Director :

Gopikishan Biyani, is a commerce graduate and has more than twenty years of experience in the textile business
Mr. Rakesh Biyani, Whole time Director:

Rakesh Biyani is a commerce graduate and has been actively involved in category management; retail stores operations, IT and exports. He has been instrumental in the implementation of the various new retail formats.
Mr. Vijay Biyani, Whole time Director :

Vijay Biyani has more than twenty years of experience in manufacturing, textiles and retail industry and has been actively involved in the financial, audit and corporate governance related issues within the company. Mr. Vijay Kumar Chopra, Independent Director: V.K.Chopra is a fellow member of The Institute of Chartered Accountants of India (ICAI) by profession and is a Certified Associate of Indian Institute of Bankers (CAIIB). His banking career spans over 31 years and he has served senior management positions in Central Bank of India, Oriental Bank of Commerce, SIDBI, Corporation Bank and SEBI Mr. Shailesh Haribhakti, Independent Director:

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Shri Shailesh Haribhakti is a Chartered Accountant, Cost Accountant, and a Certified Internal Auditor. He is the Deputy Managing Partner of Haribhakti & Co., Chartered Accountants and past president of Indian merchant Chambers. He is on the Board of several Public Limited Companies, including Indian Petrochemicals Corporation Ltd., Ambuja Cement Eastern Ltd. etc. He is on the Board of Company since June 1, 1999.
Ms. Bala Deshpande, Independent Director: Bala Deshpande, is Independent Director, Pantaloon Retail (India) Ltd. and also serves on the boards of Deccan Aviation, Nagarjuna Construction, Welspun India and Indus League Clothing Ltd, among others Mr. Anil Harish, Independent Director: Anil Harish is the partner of DM Harish & Co. Associates & Solicitors and an LLM from University of Miami. He also serves on the board of Mahindra Gesco, Unitech, IndusInd Bank and Hinduja TMT, among others. Mr. S Doreswamy, Independent Director: S. Doreswamy is a former Chairman and Managing Director of Central Bank of India and serves on the board of DSP Merrill Lynch Trustee Co and Ceat Limited among others. Dr. D O Koshy, Independent Director: D. O. Koshy holds a doctorate from IIT, Delhi and is the Director of National Institute of Design (NID), Ahmadabad. He has over 24 years of rich experience in the textiles and garment industry and was instrumental in the setting up of NIFT centers in Delhi, Chennai and Bangalore.

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2.6 Major Milestones


1987 Company incorporated as Mens Wear Private Limited. Launch of Pantaloons

trouser, Indias 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 Indias family store launched in Kolkata. 2001 Big Bazaar, Is se sasta aur accha kahi nahin - Indias first hypermarket chain

launched.
2002 Food Bazaar, the supermarket chain is launched. 2004 Central Shop, Eat, Celebrate in the Heart of Our City - Indias first

seamless mall is launched in Bangalore.


2005 Fashion Station - the popular fashion chain is launched 2006 Future Capital Holdings, the companys 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 Collection, Furniture Bazaar, Shoe Factory, EZone, Depot and futurebazaar.com are launched

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across the nation. Group enters into joint venture agreements with ETAM Group and General.
2007- Future group cross $1 billion mark. 2008- Future group holding becomes the second group company to make a

successful initial public offering in the Indian capital market.

2.7 COMPETITORS INFORMATION


Reliance Fresh. (Is headed by, Mukesh Ambani). Subhiksha (managed by, R Subramaniam).

More (Aditya Birla Group). Spencer's Retail (It is owned by the RPG group)

2.8 INFRASTRUCTURE FACILITIES


It consists of FOUR floors and a basement, Back office at fourth floor and building

is fully equipped with AC (Air Cooler), music facility for entertainment of Customer

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2.9 Future Growth Building a new India Future Groups vision of inclusive growth for a harmonious society, points to a future in which the entire population can enjoy a better quality of life. We aim to serve as a catalyst that stimulates the use of inclusiveness as a powerful development tool. Future Group aims to create and sustain an environment conducive to the domestic growth of India by partnering with various stakeholders and playing a proactive role in Indias development process. Future Group believes in broad-based growth, the fruits of which are not concentrated in the hands of few but shared by the community as a whole. This is the way towards achieving the dual goal of profitable and socially responsible growth. Our initiatives in inclusive development include livelihood issues, diversity management, skill development and protecting the environment, to name a few. Modern Indian retail can help improve incomes and provide opportunities for growth to individuals with lower education levels or from the unorganized sector. With fair wages and benefits, opportunities for further development and growth and a better working environment, modern retail offers much more than most alternatives available to such individuals. Future Group focuses on three key enablers for inclusive growth: employability, innovation and entrepreneurship. While employability helps create a qualified and skilled workforce, innovation and entrepreneurship help drive growth and generate employment.

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2.10 layout chart of Big Bazaar located at Hebbal, Bangalore Help Desk As you can see from the layout, the Help Desk is located in a place where everyone has their first sight that is in first floor in front of Cash counter. This shows that when a person enters in to Big Bazaar-Bangalore (Hebbal Outlet)it can get all information about the stores of Big Bazaar-Bangalore (Hebbal Outlet)from the person sitting in the help desk. Help Desk uses paging service as a tool for the convenience of its employees and customers. Kids Section The kids section is located at second floor left corner of the entrance of big bazaar. In the kids section kids accessories like diapers, trolleys, suckers, water bottles are available in one part. Kids jackets and baby suits are available in another part. Kids casual wear (jeans and shorts) are placed in one part of it and infant shirts & t-shirts are also placed in another part. In this section the pillars are used for displaying information like size chart and section description. The apparels are available at a price of Rs59 onwards. Mens Section Next to it is the mens section that is in the center. It is divided in to five parts. At one part men formal shirts are available. In other parts men trousers, suits and blazers, fabrics and ethnics are available respectively. Here the price ranges from a minimum of Rs99 to Rs899. Ladies Section Next to it is the ladies section that is in the extreme right side. The ladies section is segregated in to six parts. Ladies section starts from ladies ethnics, ladies western

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wear, ladies accessories lingeries, ladies perfumeries, and ladies cosmetics respectively. Here the price of the apparel ranges from Rs99 to Rs1000 approx. Promotional scheme With add on to the above products there are various other products which are available with a promotional scheme. The various products under this scheme includes girl t-shirts, infant winter wear etc. Non-Promotional scheme There are various other products available without any promotional scheme which includes jeans, infant baby suits, infant t-shirts, kids night wear, kids salwar suits etc. Sports Store At the extreme corner there is a sports store where various kinds of sport items are available. Food Bazaar The food bazaar is in the 3rd floor of the building. Various kinds of food items, fruits and vegetables are available there. Sitting arrangements are well made so that people can sit and take ice creams, snacks or any other food item and can relax. Cash Counter The cash counter is located just near the exit of every floor.

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3. The McKinsey 7S model


The McKinsey 7S model was named after a consulting company, McKinsey and Company, which has conducted applied research in business and industry. The McKinsey 7S Framework was created as a recognizable and easily remembered model in business. The seven variables, which the authors term "levers", all begin with the letter "S": These seven variables include structure, strategy, systems, skills, style, staff and shared values. Structure is defined as the skeleton of the organization or the organizational chart. The authors describe strategy as the plan or course of action in allocating resources to achieve identified goals over time. The systems are the routine processes and procedures followed within the organization. Staff are described in terms of personnel categories within the organization (e.g. engineers), whereas the skills variable refers to the capabilities of the staff within the organization as a whole. The way in which key managers behave in achieving organizational goals is considered to be the style variable; this variable is thought to encompass the cultural style of the organization. The shared values variable, originally termed super ordinate goals, refers to the significant meanings or guiding concepts that organizational members share.

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From above 7, three are called hard S these are such as Strategy Structure System And other four are called Soft S, namely Skills Staff Shared value Style

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3.1 McKinseys 7s at Big Bazaar-Bangalore (Hebbal Outlet):


Strategy: Strategy is the plan of action an organization prepares in response to, or anticipation of, changes in its external environment. Strategy is differentiated by tactics or operational actions by its nature of being premeditated, well thought through and often practically rehearsed. In store: Food Fill rate strategy APPARELS MPM/VM &Impulse strategy Electronics - Demonstration strategy Value for money Service Profitability (Returns, productivity) Service to society (Exchange policy, Old to new offer, demonstration Low price. Best offer. Maximum brand Coverage. Premium customer service. High Promotional activity

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Different kind of schemes, offers, discounts, scratch cards, coupons. Customer support desk. Guarantees and warrantees. Store in customer sensitive locations. Customer centric working environment.

System: There is type of procedure for different-different department. Every department carries Asst manager, dept manager, team leader and team member etc. to look after the particular department. Its very easy to handle work and they work in a systematic way. The coordination between the staff member is very good which make the Big Bazaar-Bangalore (Hebbal Outlet) system perfect. E.g.-Inventory control system at Logistic department, order execution system by Vendor Help Desk etc. Skills: They have to be able to understand the customer and proper communicating people and taking corrective action and solving problems like accountability. 1. Core Competence of Big Bazaar Festival type creation Fight competition (price) Keeping customer busy Creating desire 2. Job description and Strength Staff:

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Organizations are made up of humans and it's the people who make the real difference to the success of the organization in the increasingly knowledge-based society. The importance of human resources has thus got the central position in the strategy of the organization, away from the traditional model of capital and land. There are totally 335 employees or staffs. They have out of this, 210 on roll of employees and 35 securities, 35 housekeeping and 55 promoters. The coordination between the staff member is good which make the corporate perfect. This also helps the store to work in a better way. Every staff knows there work nicely and they do all the work on time and systematically according to the order of head of department. Style: Top down / Bottom up. Both Authoritarian / Participative. Participative Any one decision making parameter should be studied pertaining to day-to-day operation, to conclude the style of functioning. Style of functioning- MBO (Management by Objective) - a process of agreeing upon objectives within an organization so that management and employees agree to the objectives and understand what they are in the organization Shared value: Vision: To Deliver Everything, Everywhere, Every time, to Every Indian Customer in the most profitable manner. One of the core values at Future Group is, Indians and its corporate credo is Rewrite rules, Retain values.

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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 trends ears in evolving delivery formats, creating retail realty, making consumption affordable for all customer segments We follow Management by Objectives, where in the organization goals are formulated with the companys mission & vision. These Org. goals are further broken into departmental goals, from which the KRAs (Key Result Areas) are arrived for each individual based on the role he/ she performs. Structure:

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4. SWOT analysis:
It is an acronym for the internal strength and weakness of affirm and the environmental opportunities and threats facing that firm. It is a technique through which a manager creates a quick overview of a companys strategic situation. So SWOT analysis of BIGBAZAAR is flows. Strengths Bearer understanding of customers helping the company to serve them bearer. Vast range of products under one roof helping in aerating customer and their family to shop together and enjoy the experience. Benefit of early entry into the retail industry. Diversified business operating all over India various retail formats. Large variety option Cheap price Huge customer Base Volume sales

Weaknesses High cost of operation due to large fixed costs. Very thin margin. High attrition rate of employee. Specific items are not consistently available Low incentives are provided to the sales executives Lacks in branded products

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Low in product quality Unable to provide enough parking space to its customers Opportunities: Lot of potential in the rural market. Can enter into production of various products due to its in depth understanding of customers tastes and preferences. Can expand the business in smaller cities as there is a lot of opportunity. Add more products to its product category

Threats: High business risk involved. Lot of competitors coming up to tap the market potential. Margin of business reducing all the time. High taxes in India suppress consumption Opening up of other discounted stores like Vishal mega mart Convenience of customers to nearby kirana stores Availability of products in other retail outlets

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5.0 Financial Statement of Future Value Retail India Ltd

Total Liabilities
Jun '07 12 months Sources Of Funds Total Share Capital Equity Share Capital Share Application Money Preference Share Capital Contribution Settler Preference Share Application Money Employee Stock Option Reserves Revaluation Reserves Net worth Secured Loans Unsecured Loans Total Debt 97.35 29.35 23.32 68 0 0 0 1,071.25 0 1,191.92 Jun '08 12 months 121.38 31.86 84.16 89.52 0 0 0 2,021.63 0 2,227.17 Jun '09 12 months 107.59 38.07 67.84 69.52 0 0 0 2,326.83 0 2,502.26 Jun '10 12 months 110.75 41.23 203.96 69.52 0 0 0 2,561.66 0 2,876.37 Jun '11 12 months 181.75 43.42 160.9 138.33 0 0 0 2,799.30 0 3,141.95

1,095.32 2,393.10 3,250.85 367.76 374 549.96 1,463.0 2,767.10 3,800.81 8 54.3 0 0 406.16 0 0 384.59 0 201.14

3,252.55 5,539.65 1,083.01 2,306.49 4,335.5 7,846.14 6 318.3 0 312.31 331.25 0 0

Minority Interest Policy Holders Funds Group Share in Joint Venture

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Total Liabilities

2,655.00 4,994.2 7

6,303.07 7,211.93 10988.1

Total Assets
Jun '07 Jun '08 Jun '09 Jun '10 Jun '11

12 months Application Of Funds Gross Block

12 months

12 months

12 months

12 months

Less: Depreciation Net Block Capital Work in Progress Investments Inventories Sundry Debtors Cash and Bank Balance Total Current Assets Loans and Advances

1,012.77 1,881.02 2,494.4 6 Accumulated. 106.54 210.42 393.58 906.23 167.75 90.25 1,078.63 68.03 115.06 1,261.72 712.93 1,670.60 384.04 726.5 1,771.09 288.14 285.85 2,345.08 1,408.4 1 120.45 79.52 2,095.10 3,833.01 0 0 534 1,189.21 16.45 24.66 550.45 1,213.87 2,100.88 429.72 633.92 2,178.15 273.54 129.9 2,581.59 2,022.07 17.58 4,621.24 0 1,376.65 27.46 1,404.1 1

3,024.11 4,026.02 439.98 2,584.13 304.38 435.82 2,482.29 340.51 183.95 3,006.75 2,675.60 28.68 5,711.03 0 1,888.77 42.8 1,931.57 678.7 3,347.32 344.55 1,296.69 3,679.13 529.82 552.04 4,760.99 4,567.66 0 9,328.65 0 2,827.65 170.22 2,997.87

Fixed Deposits Total CA, Loans & Advances Deferred Credit Current Liabilities Provisions Total CL & Provisions

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Net Current Assets Minority Interest Group Share in Joint Venture Miscellaneous Expenses Total Assets

1,544.6 5 0 0 0.42 2,709.30

2,619.14 3,217.13 3,779.4 6 0 0 0 0 504.66 738.75 0.15 2.49 0 5,400.4 6,384.1 7,103.79 3 4

6,330.78 0 0 0 11319.3

Analysis of the Financial Statement Preference Dividend Equity Dividend Equity Dividend (%) Shares in Issue (Lakhs) EPS - Annualized (Rs) 0.01 20.27 46.68 2,170.72 3.63 0 17.13 41.54 2,061.43 8.71 0 11.57 30.39 1,903.21 7.39 0 10.67 33.49 1,592.92 7.91 0 7.54 25.68 1,467.51 8.18

There is the total increase of 318% in the total assets in which the major contribution is through current assets such as inventories, debtors, cash and bank balances. The preference share capital has increased by 103% which shows the company has got the large amount for the investment which is used for the growth of company. There is a major increase in the amount of reserves which is 161% which shows that the company is going to start new project in the near future. These reserves can be used to make the expansion of the business of the company. There is huge increase in the investment which shows that the company has used the application money in the expansion of the business. The money collected is invested and made the company to grow in the near future.

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There is a increase in the current assets which they have got from the cash and debtors. As the company has got a large amount of money from application which has been used in cash and bank balance. The company has given the credit to its suppliers to grow the business. The companys net worth has increased more than 150% which is because they have called the application money and few new shares has been introduced to public in the form of equity capital.

Findings and Learnings Bearer understanding of customers helping the company to serve them bearer. Vast range of products under one roof helping in aerating customer and their family to shop together and enjoy the experience. Benefit of early entry into the retail industry. Diversified business operating in various retail formats all over India. Large variety option Cheap price Huge customer Base Volume sales Lot of potential in the rural markets. Can enter into production of various products due to its in depth understanding of customers tastes and preferences. Can expand the business in smaller cities as there is a lot of opportunity. Add more products to its product category

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1. Theoretical Background of the research:


Typically a sales ticket size translated into the higher sales profitability per rupee of sale. Sales people are always encouraged and incentivized for having larger ticket size. While the ticket size has to do with the sales effort, here are the other factors which influence the ticket size. Sales ticket-size is the sales value of a sales unit. Typically a sales ticket size translated into the higher sales profitability per rupee of sale. Sales people are always encouraged and incentivized for having larger ticket size. While the ticket size has to do with the sales effort, here are the other factors, which influence the ticket size: The product: Some products are inherently small ticket (like commodity products...). The channel: 3rd party distribution typically is for small ticket size. Product Life Cycle: The average ticket size changes given the stage of product life cycle. For example- in case of toys OR electronics, a new and latest product ends up with a higher ticket size because of its newness, and it reduces, as the product reaches its maturity.

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Seasonality: A festive season may lead to a higher ticket size. A sales person has to balance between the ticket size and sales velocity and productivity. Going only for big ticket size (which assumingly take longer lead times) may not be the best approach, when you have a threat of losing the sale all to gather. Sometime a small ticket size 'foot in the door' approach may work better. That's why; the ticket size targets are set keeping the above factors in mind. Big retailers with a substantial store presence most often have a big online presence with thousands of SKUs. Apart from drawing consumers who might solely look online to buy products, they also help consumers in the earlier research phase of the buying cycle. Sometimes, the merchant will complete a transaction online that might have otherwise happened in the store. Small ticket items contribute to 91% of all transactions but only 43% of revenue. Big ticket items on the other hand contribute only 3% of all transactions but 37% of all revenue. Clearly, while big ticket items are small in number, they are big revenue drivers. When a marketer tracks daily transactions coming from small and big ticket items, another pattern becomes very apparent. Small, mid and big ticket items are statistically different in behavior. Small ticket items show a definite pattern: Strong performance on Mondays, decreasing steadily over the remainder of the week. The difference between best and worst performance over this time period was 25%. Midticket items exhibit more variance but are quite steady. Big ticket on the other hands exhibit significant volatility. The items like socks, utensils cleaner, biscuits and confectionary and many more items are the small ticket size items and the items such as furniture and electronics are the big ticket size items. So the items selling in the various times will provide a varied ticket size and

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make on the impact of the companys revenue and affect the working in the specified manner.

1.1 Statement of the problem:


How to Increase Ticket size and Methods to be used to increase Ticket Size: Ticket size is a bill size to the company. As the ticket size increase it will generate the more revenue for the company. The various methods which will make the people to buy more than they have planned for or make them buy the products which have greater margins. The ticket size will make the company to grow their business and have a greater profitability to the business.

1.2 Objectives of the research


Increase Ticket size- Increase in the average bill size of the Big Bazaar-Bangalore (Hebbal Outlet) i.e. from Rs.996 to Rs. 1050 per bill. Increase awareness among customers regarding Big Bazaar-Bangalore (Hebbal Outlet) offerings. Increase in the average item per bill i.e. from 10 items to 11 items per bill.

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Cross Merchandising-To search the items those are interrelated and create the better sale from the existing place. To make the concentration on each product from each line of business from each department. To promote offer products in the promotional areas/selling areas. To create the easy purchase for the customer. To make customer buy more than the budget made by the customer. To make customer satisfy with their last minute purchase. To make the customer aware for the various newly launched products and the low products available in the store.

1.3 Scope of the Research


The research is purely based on the study conducted at Big Bazaar, Bangalore. An attempt is made analyze the companys Performance in comparison to the theoretical aspect. It aims to understand the skills of the company in the areas like sales advancement, competition and in management. The companies ticket size will effect on the in the performance of the sales. The total increase in the companys revenue and overall profitability. The change in the placement will give a better look to the store and will provide customer a better impact of the purchase.

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1.4 Tools used in the increase in ticket size:

1) Cross merchandising: Cross merchandising is the practice of marketing, or

displaying products from different categories (or store departments) together, in

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order to generate additional revenue, known sometimes as add-on sales, or incremental purchase. This can often be done in conjunction with customercentric strategies, aimed at improving the overall customer experience. Product selection in most retail environments is based on consumer usage patterns. Retail stores will also sometimes categorize certain demographics of customers, Examples would include: Displays, which may feature a complete clothing ensemble on a mannequin, or a complete set of furniture in a showcase window.
Merchandising, which involves the actual positioning or stocking of merchandise

on shelves, pegs or other fixtures; batteries featured next to electronic items, gardening gloves featured next to lawn care products.

Two types of merchandising

i)

Departmental cross merchandising: Which is done in between one and the other department by the exchange of product places and creates easy purchase of the customer

ii)

Add on: This done when the product from the same department will be merchandised with product which is been used with it. Eg fruits and juices, Milk and Breakfast cereals

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2) Bin Management:

i)

Bin Management refers to as the arrangement of products in the bins near the cash counter.

ii) iii)

It will include the products which can be easily picked up while billing. It is done for the convenience of the customer as they can have an easy access to the products which are needed for the regular use.

iv)

It

will

help

in

add

the

extra

revenue

to

the

company.

Rules to be followed in Bin Management Only 3 Bins at every cash tills (GM,APPS & FOOD Products) Each line should contain products from each department The products should have the proper signage with the proper display of offer or its prices. Each line should contain only Big or Small Bins, no mixing of small or big bins. As this will create a mess in the bins and the line even will creates a shabby look. The Bins should contain only products ranging from Rs 30 to Rs 150 The tracking should be kept on the Bins so that the bins which are not selling the products should be replaced time by time.

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The proper number to be given to the Bins which will specify the various bins available in each department.

3) Promo Areas/ Selling Areas: Promo Area should contain the best offer products from each department. The various products displayed of every department will make the customer to have a look to the products for the product even he is not willing to buy the product. The product with the regular offers will make the people attract and creates easy purchase which cannot happen easily in the department itself.

4) Concentration on particular product for the particular period of time from each LOB.

The products from each line of business will be taken and seen that what the

regaular sale is. The measurement of the sale will make you ensure that product to be concentrated for all the week. The sales of that product should be increased from the regular sales of the two weeks. They have increased the sales in such a way that the product gets maximum output for the whole month. Eg. If the line of business is luggage then concentrate on only one luggage i.e. VIP then whole weekly and monthly sale to be seen and then set target to sell maximum in the particular week.

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1.5 Research Design:


Causal Research: Causal research is used to obtain evidence of cause and effect relationships. It is appropriate for the following purposes: 1. To understand which variables are the causes (independent variables) and which variables are the effects (dependent variables) of a phenomenon. 2. To determine the nature of the relationship between the causal variables and the effect to be predicted. 3. For eg. In the context of department store project, a researcher wishes to determine whether the presence and helpfulness of salespeople (causal variable) will influence the sales of house wares (effect variable). A causal design could be formulated in which two groups of otherwise comparable house wares departments of a particular chain are selected. For four weeks, trained salespeople are stationed in one group of house wares departments but not in the other. Sales are monitored for both groups, while controlling for other variables. A comparison of sales for the two groups will reveal the effect of salespeople on house wares sales in department stores.

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1.6 Sampling Method


1.6.1 Sample Size: The sampling was done 200 people. The sample taken is from the people coming to Big Bazaar. The sample was of multiple age groups. They consist of the multiple professions. 1.6.2 Sampling Technique: the sampling technique used if non-probability sampling that is Convenience Sampling Convenience Sampling: Attempts to obtain a sample of convenient elements. The

selection of sampling units is left primarily to the interviewer. Often, respondents are selected because they happen to be in the right place at the right time. 1.6.3 Sample Description: The sample chosen was all from the Big Bazaar-Bangalore (Hebbal Outlet). The sample contains the majority of the people from the age group of 2040 years old. The sample size contains more of females then males. The sample size is consists of more of married couples then the singles. So it the contains mixture of all the age groups which will make them to understand the purchasing habits of the products placed at the various places and what make the difference on the consumer on the change.

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1.7 Primary Data


Data Collection The final draft of the questionnaire was prepared on the basis of the observations from the pilot study. These were then finally filled by 200 customers, for the conclusive study. Types of Primary Data collected: Socioeconomic Characteristics: Socioeconomic characteristics are sometimes called states of being in that they represent the type of people. The factors on which we are working are occupation. Monthly transaction is also an important parameter but it is difficult to verify. Although the amount of money that business unit earns in a month is an absolute, not a relative quantity but it is a sensitive topic in our society and it is difficult to determine. Attitudes/Opinions:

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Through the questionnaire we have tried to get hold of customers preference, inclination and requirement. Attitude is an important notion in the marketing literature, since it is generally thought that the attitudes are related to the behavior of customer. Motivation: Through the questionnaire we have tried to find the hidden need or want of customer and have tried to find if these people can be tapped as the potential customer for Big Bazaar.

Behavior: Behavior concerns what subjects have done or are doing. Through the questionnaire we have tried to find out the behavior of the individuals regarding the product and their responses. If the responses are favorable then the person can be said to be our potential customer. The primary data serves as an important tool to measure the behavioral trend of the customer. It helps in answering some of the vital Questions. Obtaining the Primary Data: The data collection was primarily done through communication. Communication involves questioning respondents to secure the desired information, using a data collection instrument called questionnaire. The questions were in writing and so were the responses. Versatility:

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It is the ability of a technique to collect the information on the many types of primary data of interest to marketers. It has also been found that some of the people do not answer truthfully to all the questions especially in the case of the personal details.

1.8 Instrument Design


1.8.1 Method adopted for communication: Personal communication 1.8.2 Structure of the instrument: Structure interview with the help of pre designed questionnaire. The questionnaire contains the proper knowledge of the subject of research which will give a proper view of the customer. This type of interview will give proper information needed by the company to increase the ticket size.

1.9 Limitations of the Study


The study was only reserved to the Big Bazaar-Bangalore (Hebbal Outlet). The data collected from the student can be biased. The study done will have the space constraint, as each department will have a proper allocated space which will make the promotion of the products to be limited to the area of the working. The offers and discounts made for the products are decided by the journal office which made in flexibility to work. The respondents are not cooperative while filling the questionnaire. The product varieties are not sufficient for cross merchandising of the products.

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The Bins are been changed according to the offers so it is very difficult to track the various SKUs available in the Bins. The availability of the various SKUs merchandised if not proper.

Moving of the perishable SKUs is not permitted from the each department. The shrinkage of the stock is not allowed. Own brands have to be promoted. As the margins will be more for the store and the easy availability will be there.

2. Data Analysis
The tools and methods of data collection identified earlier were employed to gather data on the consumer perception on Big Bazaar. The data accrued, especially from the interviews and questionnaires circulated, are tabulated and depicted on graphs in the following pages. The data thus gathered and tabulated is analyzed. The data is then scrutinized and relevant interpretations are drawn. The major objectives of analysis of data are: 1. To evaluate and enhance data quality 2. Examine effects of other relevant factors 3. Customer satisfaction ratio, 4. Level of satisfaction, 5. Causes of dissatisfaction, 6. Customer responses regarding services.

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The data collection plan, including procedures, instruments, and forms, was designed and pre-tested to maximize accuracy. All data collection activities were monitored to ensure adherence to the data collection protocol and to prompt actions to minimize and resolve missing and questionable data. Monitoring procedures were instituted at the outset and maintained throughout the study, since the faster irregularities can be detected; the greater the likelihood that they can be resolved in a satisfactory manner and the sooner preventive measures can be instituted.

CUSTOMER DEMOGRAPHIC Table 3.2.1: TABLE SHOWING THE VARIOUS REPONDENTS COMING FROM VARIOUS PLACES EXISTING NEAR BIG BAZAAR-BANGALORE (HEBBAL OUTLET) Place N.S.HALLI MATIKARI DEVINAGAR SANJAY NAGAR BHUPSENDRA HEBBAL JALLHALLI R.T.NAGAR RAM MURTI NAGAR Number of Respondents 16 20 16 20 16 20 12 26 18 Percentage 8% 10% 8% 10% 8% 10% 6% 13% 9%

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M.S.PALLYA LINGRAJPURAM OTHERS

14 12 10

7% 6% 5%

Chart 3.2.1: CHART SHOWING REPONDENT COMING FROM VARIOUS PLACES TO BIG BAZAAR-BANGALORE (HEBBAL OUTLET)

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Table 3.2.2: TABLE SHOWING THE AGE OF THE RESPONDENTS

AGE 16-22 23-29 30-36 37-43 44-50 51-57 58 & ABOVE TOTAL ANALYSIS

NO.OF RESPONDENTS 40 60 44 38 14 2 2 200

PERCENTAGE 20% 30% 22% 19% 7% 1% 1% 100%

The above table analyses shows the age of the respondents at big bazaar. 20% of the respondents are 16yrs-22yrs, 30% of the respondents are 23-29 years, and 22% of the respondents are 30-36years, 19% of the respondents fall in 37yrs-43yrs, 7% of the

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respondents fall in 44yrs-50yrs, 1% of the respondents fall in 51yrs-57yrs and 1% of the respondents fall in the age group of 58 and above.

Chart 3.2.2: CHART SHOWING THE AGE OF THE RESPONDENTS

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INFERENCE It is inferred that the respondents are not evenly distributed on the basis of age and a high percentage of the respondents coming to Big Bazaar-Bangalore (Hebbal Outlet) are family or working people who are high purchasing power. These are mostly employed people.

Table 3.2.3: TABLE SHOWING THE GENDER OF THE RESPONDENTS

GENDER MALE FEMALE TOTAL ANALYSIS

NO.OF RESPONDENTS 106 94 200

PERCENTAGE 52% 48% 100%

The above table analyses the gender wise classification of the respondents at Big Bazaar. It is seen that 52% of the respondents are male and 48% are female.

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Chart 3.2.3: CHART SHOWING THE GENDER OF THE RESPONDENTS

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INFERENCE It is inferred that the survey group was not distributed evenly on the basis of gender and the population of male respondents is more compared to female respondents.

Table

3.2.4

TABLE

SHOWING

THE

MARITAL

STATUS

OF

THE

RESPONDENTS STATUS SINGLE MARRIED TOTAL ANALYSIS The above table shows the marital status of the customers at Big Bazaar. It is that 61% of the respondents are married and 39% are single. The analysis will make the people know what the description is and how the people can be made influenced to increase the ticket size. NO.OF RESPONDENTS 78 122 200 PERCENTAGE 39% 61% 100%

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Chart

3.2.4

CHART

SHOWING

THE

MARITAL

STATUS

OF

THE

RESPONDENTS

INFERENCE

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It is inferred that the survey group was not evenly distributed on the bases of marital status. The people who are coming to Big Bazaar-Bangalore (Hebbal Outlet) are mostly married which infer that they are coming for the monthly or weekly buying of the household which will affect the Ticket size. As these married couple coming to Big Bazaar-Bangalore (Hebbal Outlet) will have more of the purchasing power.

Q1: What is the size of your Family?


Table 3.2.5: TABLE SHOWING THE SIZE OF THE FAMILY OF THE RESPONDENTS Nuclear Family Joint Family Single 100 60 40 50% 30% 20%

ANALYSIS

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The above table analysis shows the size of family customers who came to visit Big Bazaar. Out of the respondents coming to Big Bazaar-Bangalore (Hebbal Outlet) 50% are nuclear families, 30% are joint families and 20% of the customers are single.

Chart 3.2.5: CHART SHOWS SIZE OF THE FAMILY OF THE RESPONDENTS

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INFERENCE It was inferred that families are the main target population who prefer visiting Big BazaarBangalore (Hebbal Outlet) regularly where as singles are not frequent visitors. So it creates a major scope for Big Bazaar-Bangalore (Hebbal Outlet) as people who are coming will buy for their whole family. They can be convinced for the more purchase then the budget they made to spend in the store.

Q2: How did you come to know about BIG BAZAR? Acharya Institute of Technology Page 66

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Table 3.2.6: TABLE SHOWING PEOPLE COME TO KNOW ABOUT BIG BAZAAR Newspaper Magazines Pamphlets TV Advertisements Others ANALYSIS The table analysis shows the sources of visit to Big Bazaar. Accordingly majority of them visitor who came to known about Big Bazaar-Bangalore (Hebbal Outlet) were through news paper. TV and others forms such as word of mouth are also effective followed by newspaper. 92 5 0 44 58 46% 3% 0% 22% 29%

Chart 3.2.6: CHART SHOWING PEOPLE COME TO KNOW ABOUT BIG BAZAAR

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INFERENCE It is inferred that majority of the customers who came to known about Big BazaarBangalore (Hebbal Outlet)were through News paper and TV Advertisement respectively. The respondent coming to Big Bazaar-Bangalore (Hebbal Outlet) is the literate who knows about the various advertisements given in the newspaper or TV. The media used for the conveying the best offers is newspaper or TV which will provide the high productive conversion ratio for the Big Bazaar. Through which the Ticket size of Big BazaarBangalore (Hebbal Outlet) will increase.

Q3: How frequently do you visit BIG BAZAR? Acharya Institute of Technology Page 68

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Table 3.2.7: TABLE SHOWING THE FREQUENCY OF VISIT TO BIG BAZAAR Daily Weekly Monthly Fortnight Offers and discounts ANALYSIS The above table analysis shows the frequency of visiting Big Bazaar. The chart show that 31% of the population visits weekly and 45% of population visits monthly and 6% of them come every 15 days and 18% left come in offers and Discounts. 0 62 90 12 36 0% 31% 45% 6% 18%

Chart 3.2.7: CHART SHOWING THE FREQUENCY OF VISIT TO BIG BAZAAR

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INFERENCE It is inferred that majority of customers visit Big Bazaar-Bangalore (Hebbal Outlet) on monthly bases. As the big bazaar offer a monthly saving bazaar in their food bazaar which attracts the customer to come and buy more in those days. The remaining majority comes on the weekly basis i.e. particularly on the Wednesday bazaar which contains largest offers available in the week. The other people comes occasionally and there purchasing will be affect by the offers and discounts going on in the store.

. Q4:

What drives you to visit BIG BAZAR? Page 70

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Table 3.2.8: TABLE SHOWING WHAT DRIVES THE RESPONDENTS OR PEOPLE TO BIG BAZAAR REASON TO VISIT Price Service Quality Proximity Product Varieties ANALYSIS It is found that majority of customer visits because of price i.e. 45%, as to 23% of customers who comes for quality, 17% comes for proximity which means that it is near to their house and whereas service and product varieties plays a minor role. NO.OF RESPONDENTS 90 16 46 34 14 PERCENTAGE 45% 8% 23% 17% 7%

Chart 3.2.8: CHART SHOWING WHAT DRIVES THE RESPONDENTS OR PEOPLE TO BIG BAZAAR

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INFERENCE It was inferred that the customers are very satisfied with price, quality. They are more attracted to price in the big bazaar. The people coming to Big Bazaar-Bangalore (Hebbal Outlet) are giving more stress to prices as to service. The majority of them are coming for the price or quality. So the major stress is to be given on the signage which will give them a proper information about the product and the price which is been given to them by big bazaar.

Q5: Overall, how satisfied are you with BIG BAZAR?

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Table

3.2.9:

TABLE

SHOWING

THE

OVERALL

SATISFACTION

OF

CUSTOMERS TOWARDS BIG BAZAAR RATINGS very satisfied satisfied Neutral dissatisfied very dissatisfied ANALYSIS It is found that majority of customers are satisfied i.e. 62% and only 12% of the respondents are very satisfied towards Big Bazaar. A population of 26% rate that it is neither satisfied nor dissatisfied as their satisfaction level is neutral towards Big Bazaar. NO.OF RESPONDENTS 24 124 52 0 0 PERCENTAGE 12% 62% 26% 0% 0%

Chart

3.2.9:

CHART

SHOWING

THE

OVERALL

SATISFACTION

OF

CUSTOMERS TOWARDS BIG BAZAAR

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INFERENCE It was inferred that majority of the customers are satisfied with the Big Bazaar. But the people coming are only with the price perceptive which make them satisfy. If the customer will get the service as well as the varieties of the products will turn to very satisfied. They can be the most loyal customer to the Big Bazaar-Bangalore (Hebbal Outlet) which can contribute the maximum to the revenue of the company.

Q6: How would you rank the interrelated products in Big BazaarBangalore (Hebbal Outlet) in comparison to others?

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Table 3.2.10: TABLE SHOWING THE RATINGS FOR BIG BAZAARBANGALORE OUTLETS. RATINGS very satisfied Satisfied Neutral Dissatisfied very dissatisfied ANALYSIS The above table analyses the perception of customers towards Big Bazaar-Bangalore (Hebbal Outlet) when compared to other outlets in comparison to the interrelated products placed in big bazaar. It is found that customers 62% find it satisfied, 11% of the customer find it very satisfied where as 16% are neutral and 11% are dissatisfied which dont find the products anywhere in the related places. NO.OF RESPONDENTS 22 124 32 22 0 PERCENTAGE 11% 62% 16% 11% 0% (HEBBAL OUTLET) IN COMPARISION WITH OTHER

Chart 3.2.10: CHART SHOWING THE RATINGS FOR BIG BAZAARBANGALORE OUTLETS. (HEBBAL OUTLET) IN COMPARISION WITH OTHER

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INFERENCE It is inferred that the majority of customers are satisfied with Big Bazaar-Bangalore (Hebbal Outlet) when compared to other outlets but the people are not very satisfied as they know the product place so they are comfortable with the placement of products. The major 27% of the people who are neutral or dissatisfied did not find the products where they have expected it to be placed. So the products should be placed accordingly with finding the relation in the products which make the customer to easy purchase and make the product sell faster with the interrelation.

Q7: Do you plan Before Shopping?

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Table 3.2.11: TABLE SHOWING THE PLANNING OF THE RESPONDENTS BEFORE SHOPPING Yes No May Be ANALYSIS It is found that 43% of customers stick on to their plans. They come with a list or plan what they need to shop, 36% of the respondents they have no plan only whatever they needs they buy. There are 21% of them who are flexible to their shopping. They make the plan occasionally. 86 72 42 43% 36% 21%

Chart 3.2.11: CHART SHOWING THE PLANNING OF THE RESPONDENTS BEFORE SHOPPING

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INFERENCE It was inferred that 43% of customers plan which means they are strict to their purchase. They only purchase what they have planned for not anything extra. Whereas there are majority of 57% of the respondents who are flexible to their purchase they buy the products which they feel useful to them or the products which adds to the style or looks. So the concentration on the cross merchandising will affect the respondents purchasing. As more they will get the interrelated products they will more.

Q8: Do you the buy the products more than the plan when you come to Big Bazaar? Acharya Institute of Technology Page 78

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Table 3.2.12: TABLE SHOWING WHETHER THE RESONDENTS BUY PRODUCTS MORE THAN WHAT THEY PLANNED. SHOPPED PLANNING Yes No May be ANALYSIS It is found that majority of customers (52%) find that they buy more than what they plan and the minority of customers (16%) find that they stick on to their plan and (32%) of the respondents may or may not buy products more than what they plan. MORE THAN THE NO.OF RESPONDENTS 104 32 64 PERCENTAGE 52% 16% 32%

Chart 3.2.12: CHARTS SHOWING WHETHER THE RESONDENTS BUY PRODUCTS MORE THAN WHAT THEY PLANNED.

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INFERENCE It was inferred that most of the customer buy the products more than what they plan and minority of the population stick on to their plan and 32% of the customers may or may not buy the products what they plan. As the 32% can be the target population which can be converted into buy more if the product varieties are been increase. The better service is been provided to the customer which will make them convinced to buy more. There is a great opportunity of 32% to increase the ticket size as these can be convinced through various ways.

Q9: Do you make budget buying over the amount Rs.500?

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Table 3.2.13: TABLE SHOWING THAT CUSTOMERS PLANNING ON PURCHASE OF Rs.500 AND MORE IN BIG BAZAAR. Yes No May Be ANALYSIS The above table shows that 57% of the respondents do make the budget buying if they are purchasing over Rs. 500, 19% does not plan as if they purchasing of any amount and 24% says that they will make or not it depends on the situation when they are buying. 114 38 48 57% 19% 24%

Chart 3.2.13: CHART SHOWING THE BUDGET OF THE CUSTOMERS OF BIG BAZAAR.

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INFERENCE It is inferred that majority of the customer who buy the products more than Rs.500 will make a budget what they need to buy. They have a proper plan which will give them instructions to buy the particular product. As more than 40% of the people dont plan before they have to buy. They got convinced with the product depending on the price, quality and variety of the product delivered to them. Big Bazaar-Bangalore (Hebbal Outlet) should concentrate on all the aspects while making a delivery of a product to the customer.

Q10: Do discount/offers affect your Purchase decision? Acharya Institute of Technology Page 82

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Table 3.2.14: TABLE SHOWING WHETHER DISCONTS AND OFFERS EFFECTS THE PURCHASE DECISION OF THE CUSTOMERS.

Whether Discounts affects the decision Yes No May Be ANALYSIS

NO.OF RESPONDENTS 160 26 14

PERCENTAGE 80% 13% 7%

The above table analysis shows that the majority of the respondents accept that discounts and offers i.e.80% of the respondents have a effects their purchasing decision.13% of the respondents think that discounts and offers do not have any effect on their purchase decision. Whereas 7% of the respondents thinks that discount and offers do not affect their purchasing decision always, but only sometimes.

Chart 3.2.14: CHART SHOWING WHETHER DISCONTS AND OFFERS EFFECTS THE PURCHASE DECISION OF THE CUSTOMERS.

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INFERENCE It is inferred that majority of customers find that discounts and offers do effect their purchasing decision. So the products having the regular offer or discounts should be highlighted properly in the department as well as in the promo area. The product should be given a proper promo with the help of CSD announcements regarding the offers going on the various products available. This will give a better impact on the customer and will make the customer to buy more then what he has planned before coming to big bazaar.

Q11: What influences you the most when you make a purchase decision? Acharya Institute of Technology Page 84

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Table 3.2.15: TABLE SHOWING WHAT INFLUENCES THE PURCHASING DECISIONS OF THE CUSTOMERS THE MOST. INFLUENCING FACTOR Placement of Products Price Service Quality Proximity ANALYSIS It is found that majority prefer that prices are reasonable i.e. 51% of the customer make decision with the price available for the product, as to 27% of customers who finds the quality which make the decision of the buying and rest all will be thinking about the service or place of the product where they pick it from. NO.OF RESPONDENTS 24 102 20 54 0 PERCENTAGE 12% 51% 10% 27% 0%

Chart 3.2.15: CHART SHOWING WHAT INFLUENCES THE PURCHASING DECISIONS OF THE CUSTOMERS THE MOST.

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INFERENCE It was inferred that the customers are very satisfied with price, quality. The placement of the product and finds that services are been improved then the customer will make the better decision of the product. The placement of products on the ramp area or in the promo area will make the customer to have a better effect on the decision. So the products promoted on the ramp area should be seen before how it is been merchandised in the particular department. This will give a right impact on the sale of the product. The product is not been sold from the department so they will make change in the place to make the customer aware of the product from different space available.

Q12: Usually what is the last minute purchase? Acharya Institute of Technology Page 86

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Table 3.2.16: TABLE SHOWING THE LAST MINUTE PURCHASE OF THE CUSTOMERS. PRODUCTS Biscuits and Confectionary Socks and handkerchiefs Utensils Scrubbers Plastic Utensils Others ANALYSIS From the above table it is analyzed that 43% of the respondents prefer going for biscuits and confectionary, 20% prefer for socks and hankies, 8% prefer utensils scrubbers, 12% prefer plastic utensils and 17% of the respondents prefer other things as their last minute purchase. NO.OF RESPONDENTS 86 40 16 24 34 PERCENTAGE 43% 20% 8% 12% 17%

Chart 3.2.16: CHART SHOWING THE LAST MINUTE PURCHASE OF THE CUSTOMERS.

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INFERENCE From the above analysis it is inferred that majority of the respondents prefer biscuits and confectionary as a last minute purchase. This can be inferred as the bins available on the each floor should contain one bin of confectionary. The items available in the bins should not be perishable and should be much costly. The bins will not cost any person to sell and make the sale automatically and will give a huge hike in the ticket size. The major two products are to be placed on the multiple locations which will make the customer to have an easy access to product and the last minute purchase is been satisfied easily.

Q13: Have you picked the products from the Bins Castles placed near the cash counters?

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Table 3.2.17: TABLE SHOWING THE NO OF RESPONDENTS WHO PICKED THE PRODUCT FROM THE BINS CASTLES. PURCHASED FROM BINS CASTLE Yes No May Be ANALYSIS The above table shows the analysis that 28% of the respondents has purchased products placed in the bins castle placed near the cash counter, 43% of the respondents do not purchase from the bin and the remaining 29% says that they purchase from the bin once or twice times, not always. NO.OF RESPONDENTS 56 86 58 PERCENTAGE 28% 43% 29%

Chart 3.2.17: CHART SHOWING THE NO OF RESPONDENTS WHO PICKED THE PRODUCT FROM THE BINS CASTLES.

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INFERENCE From the above analysis one can infer that more people dont purchase from the bins. The last minute purchase is not been satisfied. The products they have planned for the last minute of the purchase are not available in the bins castle. So the stock available in the bins should be changed according to the preference of the customer so that they can the sale maximum through these bins.

Q14: Did the Bins Castles satisfy the last minutes purchase decisions?

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Table 3.2.18: TABLE SHOWING WHETHER THE BINS CASTLE SATISFIED THE LAST MINUTE PURCHASE. SATISFIED Yes No May Be ANALYSIS From the above table we can analyze that 30% of the respondents are satisfied with last minute purchase from the bin castle placed near the cash counter, 32% says that they do not make last minute purchases from the castle bin where as the remaining 38% states that they make the purchase when they got attracted products. NO.OF RESPONDENTS 60 65 75 PERCENTAGE 30% 32% 38%

Chart 3.2.18: CHARTS SHOWING WHETHER THE BINS CASTLE SATISFIED THE LAST MINUTE PURCHASE.

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INFERENCE From the above table one can infer that more people are not satisfied with the last minute purchases from the castle bins placed near the cash counter. The reason can be that the products in the bin are not so attractive. So the products should be made which they need not to think while purchasing as the main reason of not purchasing price which made them think before they purchase. So the products should be put which have the reasonable price and dont make the customer bother to buy the product. the product can be

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Q15: Did the Interrelated products placed by on the same floor create easy purchase?
Table 3.2.19: TABLE SHOWING WHETHER THE INTERRELATED PRODUCTS PLACED ON THE SAME FLOOR HAS MADE PURCHASE EASIER. MADE PURCHASE EASY Yes No May Be ANALYSIS The above table shows that 68% of the respondents agree that the interrelated products placed on the same floor has made their purchase easier, whereas only 11% has given a negative response and the remaining 21% says that it has helped them at times not always. NO.OF RESPONDENTS 136 22 42 PERCENTAGE 68% 11% 21%

Chart 3.2.19: CHART SHOWING WHETHER THE INTERRELATED PRODUCTS PLACED ON THE SAME FLOOR HAS MADE PURCHASE EASIER.

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INFERENCE From the above table one can infer that majority of the people think that placing inter related product on the same floor has made their purchase more convenient and easy. As this will make the customer dont move and search on all floor for the same product. This will make increase in the sale of both the department and give better space for the display of the products.

Q16: Would you advise that other interrelated products should be kept in the same floor? Acharya Institute of Technology Page 94

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Table 3.2.20: TABLE SHOWING THAT OTHER INTERELATED PRODUCTS SHOULD BE KEPT ON THE SAME FLOOR Washing Machine and detergents Fashion and Cosmetics Utensils and Utensil Cleaner Breakfast Cereal and Milk Induction Utensils and Induction Cooking ANALYSIS The above table shows that 41% of the respondents would like fashion cloths and cosmetics to be add as one of the interrelated products to be kept on the same floor whereas12% prefer induction cooking and induction utensils, 21% prefer breakfast cereals and milk another 7% prefer utensils and utensil cleaners kept and the remaining 19% prefer washing machine and detergents to be involved. 38 82 14 42 24 19% 41% 7% 21% 12%

Chart 3.2.20: CHART SHOWING THAT OTHER INTERELATED PRODUCTS SHOULD BE KEPT IN THE SAME FLOOR

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INFERENCE From the above observation one can infer that majority of the respondents prefer to have fashion cloths and cosmetics to be included as one of the interrelated products. As the products such as deos and other are needed by the youngsters which will create easy purchase for them and make the other department to sell more than they have expected from there department. This is followed by breakfast and milk which makes the people doesnt search for every item in food bazaar.

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4. Major Findings and Learnings


4.1 Major Findings and Learnings from Cross Merchandising The Detergents been promoted will not move from the fashion floor. The deos if been given the full Shelf space with help to increase the ticket size of the company. The more stock should be ordered off own brands Such as Dj&c (mens). It is the most sell able as it has offers and company will get better margins. The cross merchandising of the products makes easy for the customer to buy and create add on to the department sales. The display of the products will make different from the competitors products such as Lysol or Harpic. So sale of own brand will be more. If the Proper display is given with the various varieties of products will give a better profit to be generated from the single merchandise. The various products displayed of every department will make the customer to have a look to the products for the product even he is not willing to buy the product. The product with the regular offers will make the people attract and creates easy purchase which cannot happen easily in the department itself. Eg jute bags hanging in the selling area, double line bed sheets Buy 1 Get 1, Tasty Treat juices MRP Rs.80 Offer price Rs.59. Many people dont plan to buy so the cross merchandising can successful.

4.2 Major Findings and Learnings from Bin Management Acharya Institute of Technology Page 97

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There is no proper allocation of bins for each department The bins allocated to the products Scotch Brite and Gabi are more as many alligators have also been provided to them so the different stock should be tried in those Bins The Bags containing in the Bins are of no use. As these will not move from bin. They should be hanged on a T- shaped browser and promoted on ramp area. There should be minimum 3 Bins of Food Bazaar that with the main lanes occupying. As the last counters are been closed sometimes so the customer will unable to access food items which makes the Bins sales to decrease. The food Bazaar should remove the nail polish Bin. The Extra Bins used in fashion and home fashion department should be put on 2 floors. The Bins should be changed every month. So the that the new stock can be checked and make the sale of increase There can be proper stands kept near the cash tills which will contain only chocolates, mouth fresheners and other gums. As the it will look and help to increase revenue The ramp area should promote more things such as the non moving footwear's such as Chapels or ladies Napkins or Socks. The Bins should contain the new stocks and the stock to be cleaned every 15 days. The fashion should be updated as the people need more varieties of stocks in Ladies wear department.

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4.3 Suggestions
There should be continuous cross merchandise done to make the customer easily purchase the product. This will make the customer to have a better purchasing power and get attracted to the products newly launched. The bins should look for the best stock available in the store ranging not more than Rs. 150. The best offers should be seen and then made the bins ready. Each department bin should be allocated to the each floor so that the customer will get the products at every bill counter. Special freezer to be ordered which can be placed near the cash counter and serve the customer soft drinks as the last minute purchase and creates easy and will increase the ticket size. The premium quality of products should be promoted near the cash counter which makes the customer attract to buy the products. These include handkerchiefs, newly launched products in a specially design boxes which can be seen and make the customer attract. The bin should be counted and given the proper numbers. So that there is no departmental issues in the allotment of the bins. There should be a better use of the ramp area. The large variety of the products can be used for the display which makes the customer not only see but also buy from that area. The space constraints should be removed in the display of the products. Each department should help the other department to displays the products which make them easy selling and faster selling.

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Questionnaire:

Customer Feedback
Name Address and Contact no: Age Marital Status: Single [ ] Married [ ] Sex: Male [ ] Female [ ]

Occupation/Designation ] Nuclear Family [ ] Joint Family ] TV Advertisement [ ] Others

01. What is the size of your Family? [ ] Single (Bachelors/Spinsters) [

02. How did you come to know about BIG BAZAR? [ ] News Paper [ ] Magazines [ ] Pamphlets [ 03. How frequently do you visit BIG BAZAR? [ ] Daily [ ] Weekly [ ] Monthly [ 04. What drives you to visit BIG BAZAR? [ ] Price [ ] Quality [ ] Proximity [ ] Fortnight [ ] Service [

] When there is a Offers and Discounts ] Product Varieties ] Very dissatisfied

05. Overall, how satisfied are you with BIG BAZAR? [ ] Very satisfied [ ] Satisfied [ ] Neutral [

] Dissatisfied [

06. How would you rank the interrelated products in Big Bazaar-Bangalore (Hebbal Outlet) in comparison to others? [ ] Very satisfied [ ] Satisfied [ ] Neutral [ ] Dissatisfied [ ] Very dissatisfied 07. Do you plan Before Shopping? [ ] Yes [ ] No [ ] Sometimes/May be 08. Do you the buy the products more than the plan when you come to Big Bazaar? [ ] Yes [ ] No [ ] Sometimes/May be 09. Do you make budget buying over the amount Rs.500? [ ] Yes [ ] No [ ] Sometimes/May be 10. Do discount/offers affect your Purchase decision? [ ] Yes [ ] No [ ] Sometimes/ May be 11. What influences you the most when you make a purchase decision? [ ] Placement of Products [ ] Services given by Staff [ ] Price [ 12. Usually what is the last minute purchase? [ ] Biscuits and Confectionary [ ] Socks and Hankies [ ] Quality [ ] Proximity

] Other.

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] Utensils Scrubbers

] Plastic Utensils

13. Have you picked the products from the Bins Castles placed near the cash counters? [ ] Yes [ ] No [ ] May be 14. Did the Bins Castles satisfy the last minutes purchase decisions? [ ] Yes [ ] No [ ] Sometimes 15. Did the Interrelated products placed by on the same floor create easy purchase? [ ] Yes [ ] No [ ] Sometimes 16. Would you advise that other interrelated products should be kept in the same floor? [ ] Washing Machines and Detergents [ ] Fashion cloths and Cosmetics [ Utensil cleaner [ ] Breakfast cereals and Milk [ ] Induction cooking and Induction Utensils 17. Do you have suggestions for improvement in different services at BIG BAZAR? [ ] Yes [ ] No YOUR VALUABLE FEEDBACK ABOUT BIG BAZAAR ] Utensils and

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Books Referred
Retail Management by Chetan Bajaj by Oxford Publication Retail Management by Uniyal & Sinha by Oxford Publication Business Research Methodology by S N Murthy and U Bhojanna Business Research Methodology by Tata McGraw Hill publication (9th Edition)

Websites Referred
www.futuregroup.com www.google.com www.wikipedia.com www.slideshare.com

www.timesofindia.com www.pantaloons.com

www.answerquestions.com

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