51244468 3 intro bibliograpghy
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1.1 INRODUCTION
Indian Retail industry is going through a favourable era ,offering the opportunity to
grow faster, expand business and strengthen the competition. A broad consumer base
and an ever increasing population have given the necessary push to the Indian retail
industry to grow prodigiously. The changing lifestyle and rising disposable incomes
are driving growth in the Indian retail industry. With the mall culture catching up in
the metros, the retail sector is poised to boom in the country. The Indian retail sector
is anticipated to reach the level of $ 637 bn by 2015. The modern retail industry must
conduct its business in rapidly changing and highly competitive environment.
Each retailer has to plan a mix of elements to match the needs of his customer. A mix
of products, price, place, promotion, physical evidences, people and process meet the
physical and emotional needs of the consumer. Organizations define their relationship
with the customer based on the frequency with which he or she uses the
organizations service or the quantum of purchases.
In the backdrop of challenging market scenario it was thought to be befitting to
undertake dissertation on comparative study of customer satisfaction towards the
marketing mix of Big Bazaar & SPAR Retail. Bangalore.
Customer satisfaction is determined by whether the total shopping experience has met
or exceeded the expectation. Customer satisfaction towards the marketing mix of the
retailer is important because it costs the average retailer four times to get a new
customer into store as it does to retain the customer. Retailer has to provide the
customer with good quality products and customer services. The services ranges from
ease of shopping, ease of transactions and post purchase support.
If the customer is dissatisfied with either the product offered or services provided;
then that customer is less likely to choose that retailer in the future, thus decreasing
the future sales. Todays consumers are fussier than ever and demanding perfection.
So a comparative study between the marketing mixes of Big Bazaar and SPAR will
give a detailed information about the customer satisfaction towards them and their
influence in consumer buying behaviour.
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2.1 TITLE OF THE DISSERTATION
A comparative study on customer satisfaction towards the marketing mix of Big
Bazaar & SPAR Retail. Bangalore.
2.2 STATEMENT OF THE PROBLEM
An attempt is made to find out the customers satisfaction towards the marketing
mixes of two major retailers i.e. Big Bazaar & SPAR Retail, Bangalore. A retailer is
successful only if he can match his products and services with that of the needs of his
customer. A mix of products, price, place, promotion, physical evidences, people and
process meet the physical and emotional needs of the consumer.
Customer satisfaction is the key to the profitability of retailing in India and it implies
the retention of customers for the long term, which is cheaper than attracting new
customers. In the current scenario of retailing in the India particularly with retailers
becoming larger and the closure of small retailers, the question arises whether the
customers are satisfied or otherwise and what are the elements of retailing which lead
to the satisfaction or dissatisfaction of customers. The knowledge of current levels of
satisfaction and, in particular, the key determinants of satisfaction benefit those in the
industry allowing them to focus and build upon key areas that lead to highly satisfied
customers.
2.3 OBJECTIVES OF THE STUDY
To know the satisfaction level of consumers towards the marketing mix of Big
Bazaar & SPAR Retail.
To know about significance product quality in customer satisfaction.
To determine suggestions for improvement of services & store atmosphere.
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2.4 NEED OF THE STUDY
Indian retail industry is growing in a good momentum. Increasing competition makes
it difficult for any company to gain competitive advantage over the competitors.
Retailing is a low margin, high volume , commodity business where profitability gets
strained as competition intensifies.
Customer satisfaction is the key to the profitability of retailing in India and it implies
the retention of customers for the long term, which is cheaper than attracting new
customers. A perfectly planned marketing mix helps to meets the expectations of the
customer and helps to provide him satisfaction & delight.
The study will help to understand whether the customers are satisfied with the
marketing mixes of Big Bazaar & SPAR Retail. It also helps to understand the
customers buying behaviour.
2.5 HYPOTHESES
H1:
Customer satisfaction towards the SPAR Retail is more than that of Big Bazaar
H0:
Customer satisfaction towards the SPAR Retail is not more than that of Big Bazaar
2.6 RESEARCH METHODOLOGY
2.6.1 Sampling techniqueSample is the fraction of the population; sampling is a technique or a method of
selection of samples. The researcher in carrying out this research is adopted the most
appropriate sampling technique for research that is the Simple Random Sampling
technique.
According to the simple random sampling method it is assumed that entire population
is homogeneous and the samples are selected in such a way that each and every unit in
the population has equal chance of occurrence or equal probability of occurrence. In
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other words the sampling units are selected randomly. Since random sampling implies
equal probability to every unit in the population, it is necessary that the selection of
the sample must be free from human judgment.
2.6.2 SOURCES OF DATA
The primary data used by the researcher is a set of questions in a questionnaire
collected from the respondents. Secondary data are those data that have already been
collected by some one else. The secondary data for the study was collected from
various books, project reports, company records and websites.
2.6.3 SAMPLING PLAN
It was unable to cover the whole within the limited time available. So sampling
method was used for the study. A respective portion of the population was used to
obtain the data required for the study.
Sample Size
The sample taken is 100. i.e. 50 respondents from Big Bazaar and 50 respondents
from SPAR Retail, Bangalore
2.6.4 RESEARCH INSTRUMENTS
The instrumentation technique is divided into two basic parts:
1) Tools used for data collection.
2) Tools used for analyzing the data.
Tools used for data collection (Questionnaire)
The researcher have used Self-completion questionnaire, to collect information from
the respondents.
Tools used for analyzing the data (Bar Graphs, Pie-charts and Z- test)
A combination of bar graphs and pie-charts were used to analyze and interpret the
data. Bar graphs and Pie-charts were used to represent the opinions of the respondents
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in terms of percentages. In addition to this hypotheses were formulated to assist in
analyzing the research. The software that was used to analyze the data was SPSS
Package.
2.6.5 DATA ANALYSIS AND INTERPRETATION
The data was processed after collection and analyzed in accordance with the outline
laid down for the purpose. The data was edited, classified and tabulated for analysis.
Analysis of data involves a number of operations, which are performed with the
purpose of summarizing the collected data and organizing these in such a manner that
they answer the research questions. Percentage analysis is used for analysis of data
and the results have been presented by way of pie charts and bar diagrams.
After analysis, the phase of interpretation starts. This is done by drawing inferences
from analyzed data. After interpretations, a report was prepared on the basis of
inferences.
2.7 SCOPE OF THE STUDY
This study conducted will help to understand the customer satisfaction level towards
the marketing mixes deployed by Big Bazaar & SPAR Retail. But the scope of the
study is limited to 100 customers in the area of Koramangala, Bangalore. So it may
not represent the behaviour of entire customers of Big Bazaar & SPAR Retail.
2.8 LIMITATIONS OF THE STUDY
The study is restricted to 100 respondents.ie 50 customers of Big Bazaar & 50
customers from SPAR Retail in the area of Koramangala, Bangalore.
Uncooperative respondents.
The sample population may not represent the entire population.
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2.9 REVIEW LITERATURE
Marketing affects almost every aspect of todays daily life. Modern age is the age
of marketing. Marketing is a dynamic, exciting and challenging activity. Today the
success or failure of a company and its product in the market place depend largely on
the adoption of effective marketing strategy by the company.
2.9.1 Meaning and Definition of Marketing
In common practice Marketing means the process of distribution of goods and
services. The aim of marketing is to make sales in order to earn reasonable profit for
the product. The term marketing embraces all resources and activities necessary to
direct and facilitate the flow of goods and services from the producer to the customer.
Philip Kotler defines marketing as human activity directed at satisfying need and
wants through exchange process. According to him activities such as product
development, search, communication, distribution, pricing and service contribute the
core of marketing activities.
2.9.2 Objectives of Marketing
Barker and Ashen says, The end of all marketing activities is the satisfaction of
human wants.
Though the satisfaction of human wants, profits are rewarded to the business and the
reward is inducement of marketing.
The following are the aims of marketing:
Intelligent and capable application of modern marketing policies.
To develop the marketing field.
To develop guiding policies and this implementation for a good result.
To suggest solutions by studying the problems relating to marketing.
To take appropriate activities in the course of action.
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2.9.3 Functions and Importance of Marketing
As a country becomes more industrialized and urbanized, marketing becomes
functionally more important. Marketing is a connecting link between
the consumer and the producer. It helps in increasing the living standard of people. It
helps to increase the nations income. Marketing process increases employment
opportunity.
Therefore marketing is a total system of business activities designed to plan, price,
promote and distribute want-satisfying goods and services goods and services to
prevent and potential customer. Thus, greater marketing effort is required in case of
more industrialized and urbanized societies. So, marketing has to play a vital role not
only in profit making, but in non-profit making organization also. It includes buying,
selling, transporting, storing, standardization and grading, financing, risk taking and
marketing information.
2.9.4 The Exchange Functions
Buying and selling lead to exchange. The buying function involves looking for and
evaluating goods and services. The selling function involves promoting the products.
It includes the use of personal selling and advertising and other mass selling methods.
2.9.5The Physical Distribution Functions
The transporting function means the movement of goods from one place to another.
The storing function involves holding goods. These are the major activities of many
marketing institutions especially warehouse transportation agencies, wholesalers and
some retailers.
2.9.6 The Facilitating Functions
Standardization and grading, financing, risk taking and market information are the
functions included in this head.
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2.9.7 Modern Marketing Strategies
Marketing strategy of a firm is the complete and unbeatable plan or instruments
designed specifically for attaining the marketing objectives of the firm. According to
Philip Kotler, marketing strategy is the basic approach that the business unit will use
to achieve its objectives and it consists of brand decisions on target markets,
marketing positioning and mix and marketing expenditure level.
Designing the product, forms perk of marketing strategy. While marketing the
products, the management paces several problems. The strategies are intended to
overcome such difficult situations and to maximize profits.
2.10 Consumer Behaviour
2.10.1 What is the buyer behaviour?
All the behaviour of human beings during the purchase may be termed as buyer
behaviour. The process whereby individuals decide whether, what, when, how and
from whom to purchase goods and services, can be termed as the consumer
behaviour or the buyers behaviour".
The studies on the spending pattern of consumers over consumption reveal the
influences of several economic factors. They are disposable income, size of family,
family income etc. with the widespread use of television, circulation of magazines and
the increasing mobility of consumers, fashion news is spreading like wildfire
2.10.2 Perception
Perception is the process by which an individual selects, organizes, and interprets
information inputs to create a meaningful picture of the world. Perception depends not
only on the physical stimuli, but also on the stimulis relation to the surrounding field
and on conditions within the individual. The key point is that perceptions can vary
widely among individuals exposed to the same reality. One person might perceive a
fast-talking salesperson as aggressive and insincere; another, as intelligent and
helpful. Each will respond differently to the salesperson.
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In marketing, perceptions are more important than the reality, as it is perceptions that
will affect consumers actual behaviour. People can emerge with different
perceptions of the same object because of three perceptual processes: selective
attention, selective distortion, and selective retention.
2.10.3 Importance of Customer Satisfaction
The concept customer is the king has much significance in marketing a product.
The product has to be ultimately accepted by him. Hence, a product should have some
marketing characteristics, which a consumer should accept.
The marketing concept was born out of the, determination of consumer wants and
ends with the satisfaction of their want. The purpose of any business is to create a
customer. It is the customer who determines what a business is: it is the customer and
alone who through being willing to pay for goods or services, converts economic
resources into wealth, things into goods.
The rest which determine a consumers acceptability of a product are:
1. The product should have attractive and pleasing appearance.
2. It should be convenient to purchase and easy to consume.
3. The product should be useful to the consumers.
4. Competitive and combative price of the product with the existing competitors or
substitutes of the product.
5. Stability of demand for the product is to be assured.
6. The distribution channels should be capable of supplying the entire demand of
the product.
2.11 MARKETING MIX
The retailers product assortment must match the target markets shopping
expectations. The retailer has to decide on product-assortment breadth and depth.
Pre-purchase services include accepting telephone and mail orders, advertising,
window and interior display, fitting rooms, shopping hours, fashion shows, trade-ins.
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Post purchase services include shipping and delivery, gift wrapping, adjustments and
returns, alterations and tailoring, installations, engraving. Ancillary services include
general information, check cashing, parking, restaurants, repairs, interior decorating,
credit, rest rooms, and baby-attendant service.
Prices are a key positioning factor and must be decided in relation to the target
market, the product-and-service assortment mix and competition. All retailers would
like to achieve high volumes and high gross margins.
Retailers use a wide range of promotion tools to generate traffic and purchases. They
place ads, run special sales, issue money-saving coupons and run frequent shopper-
reward programs, in-store food sampling and coupons on shelves of at checkout
points. Each retailer must use promotion tools that support and reinforce its image
positioning.
Retailers are accustomed to saying that the three keys to success are location,
location and location. Customers generally choose the nearest bank and gas station.
Department-store chains, oil companies and fast-food franchisers exercise great care
in selecting locations.
Atmosphere is another element in the store arsenal. Every store has a physical layout
that makes it hard or easy to move around. Every store has a Look. The store must
embody a planned atmosphere that suits the target market and draws consumers
toward purchase.
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2.12 CHAPTER SCHEME
Chapter 1: Introduction
This chapter deals with the introduction of various marketing concepts. It also
includes the concept of marketing mixes, customer satisfaction & retailing. This also
throws light on the significance of marketing mixes towards customer satisfaction in
retail industry.
Chapter 2: Research DesignThis chapter describes the objective of study, research Methodology that has been
followed in the project to collect and analyse the data. It also describes the various
statistical tools and techniques that are used in the project.
Chapter 3: Profile of the industry and companies
This chapter gives detailed information about the industry and company. Its history,
the various activities undertaken by the organization.
Chapter 4: Analysis and interpretation of data
This chapter deals with the analysis of the collected data by using various tables and
charts. It also provides interpretation and inferences of the collected data.
Chapter 5: Summary of findings, conclusion and recommendations
This chapter lists out the various findings made after analyzing the data and the
various suggestions offered by the customers.
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3.1 RETAIL INDUSTRY PROFILE
India retail industry is the largest industry in India, with an employment of around 8%
and contributing to over 10% of the country's GDP. Retail industry in India is
expected to rise 25% yearly.
It is expected that by 2016 modern retail industry in India will be worth US$ 175- 200
billion. India retail industry is one of the fastest growing industries with revenue
expected in 2012 to amount US$ 420 billion and is increasing at a rate of 5% yearly.
A further increase of 7-8% is expected in the industry of retail in India by growth in
consumerism in urban areas, rising incomes, and a steep rise in rural consumption. It
has further been predicted that the retailing industry in India will amount to US$ 21.5
billion by 2011 from the current size.
Shopping in India have witnessed a revolution with the change in the consumer
buying behaviour and the whole format of shopping also altering. Industry of retail in
India which have become modern can be seen from the fact that there are multi-
stored malls, huge shopping centres, and sprawling complexes which offer food, and
everything.
India retail industry is expanding itself most aggressively, as a result a great demand
for real estate is being created. Indian retailers preferred means of expansion is to
expand to other regions and to increase the number of their outlets in a city. It is
expected that by 2011, India may have 600 new shopping centres.
In the Indian retailing industry, food is the most dominating sector and is growing at a
rate of 9% annually. The branded food industry is trying to enter the India retail
industry and convert Indian consumers to branded food.
Since at present 60% of the Indian grocery basket consists of non- branded items.
India retail industry is progressing well and for this to continue retailers as well as the
Indian government will have to make a combined effort.
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Retailing includes all the activities involved in selling goods or services directly to
final consumers for personal, non business use. A retailer or retail store is any
business enterprise whose sales volume comes primarily from retailing.
Any organization selling to final consumers whether it is a manufacturer, wholesaler
or retailer is doing retailing. It does not matter how the goods or services are sold or
where they are sold.
Segments in Indian Retail Industry
The retailing segment of India can be split into two. They are informal and formal
retailing sectors. The informal retailing sector is comprised of small retailers. For this
sector, it is very difficult to implement the tax laws also it is cumbersome to regulate
the labour laws in this sector. As far as the formal retailing sector is concerned, it is
comprised of large retailers. Stringent tax and labour laws are implemented in this
sector. If the retail industry is divide on the basis of retail formats then it can be split
into the modern format retailers and traditional retail formats.
The modern format includes supermarkets, hypermarkets, departmental stores,
speciality chain and company owned retail chains.
Traditional format includes Kiranas, street markets and multiple brand outlets.
The growth in the Indian organised retail market is mainly due to the change in the
consumers behaviour. This change has come to consumer due to increased income,
changing lifestyle and patterns of demography which are favourable.
The growth factors of organised retail in India are
Increase in per capita income
Demographical changes and improvements in standard of living
Improvements in infra structure
Entry to various sources of financing
3.1.1 TYPES OF RETAIL FORMATS
Retail industry is continuously growing through changes on account of liberalization,
globalization and consumer preferences. While multi nationals retail chains are
looking for new markets, manufacturers are identifying, redefining or evolving new
retail formats.
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SPECIALITY STORE: Narrow product line with a deep assortment. A clothing
store would be a single-line store; a mens clothing store would be a limited-line
store; and a mens custom-shirt store would be a super speciality store
DEPARTMENTAL STORE: Several product lines-typically clothing, home
furnishings, and household goods-with each line operated as a separate department
managed by specialist buyers or merchandisers
SUPERMARKET: Relatively large, low-cost, low-margin, high-volume, self-service
operation designed to serve total needs for food, laundry and household products.
CONVENIENCE STORE: Relatively small store located near residential area, open
long hours, seven days a week and carrying a limited line of high-turnover
convenience products at slightly higher prices, plus takeout sandwiches, coffee, soft
drinks.
DISCOUNT STORE: Standard merchandise sold at lower prices with lower margins
and higher volumes. Discount retailing has moved into speciality merchandise stores,
such as discount sporting-goods stores, electronics stores and bookstores.
OFF-PRICE RETAILER: Merchandise bought at less than regular wholesale prices
and sold at less than retail; often leftover goods, overruns and irregulars.
SUPERSTORE: About 35000 square feet of selling space traditionally aimed at
meeting consumers total needs for routinely purchased food and non-food items, plus
services such as laundry, dry cleaning, shoe repair, check cashing, and bill paying. A
new group called category killers carries a deep assortment in a particular category
and a knowledgeable staff.
CATALOGUE SHOW ROOM: Broad selection of high-mark-up, fast-moving,
brand-name goods at discount prices. Customers order goods from a catalogue, and
then pick these goods up at a merchandise pickup area in the store.
LEVELS OF SERVICE: The wheel-of-retailing hypothesis explains one reason that
new store types emerge. Conventional retail stores typically increase their services
and raise their prices and less service. New store types meet widely different
consumer preferences for service levels and specific services.
Retailers can position themselves as offering one of four levels of service:
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Self service: Self service is the cornerstone of all discounts operations. Many
customers are willing to carry out their own locate-compare-select process to
save money.
Self-selection: Customers find their own goods, although they can ask for
assistance.
Limited service: These retailers carry more shopping goods and customers
need more information and assistance. The stores also offer services (such as
credit and merchandise-return privileges).
Full service: Salespeople are ready to assist in every phase of the locate-
compare-select process. Customers who like to be waited on prefer this type of
store. The high staffing cost, along with the higher proportion of specialty
good as and slower-moving items and the many services, results in high-cost
retailing.
3.1.2 MARKETING DECISIONS IN RETAIL INDUSTRY
In the past retailers held customers by offering convenient location, special or unique
assortments of goods, greater or better services than competitors and store credit
cards. All of this has changed. Today, national brands such as Calvin Klein, Izod and
Levis are found in department stores, in their own shops, in merchandise outlets and
in off-price discount stores. In their drive for volume, national-brand manufacturers
have placed goods everywhere. The result is that retail-store assortments have grown
more alike.
Service differentiation also has eroded. Many department stores trimmed services and
many discounters have increased services. Customers have become smarter shoppers.
They do not want to pay more for identical brand, especially when service differences
have diminished; nor do they need credit from a particular store, because bank credit
cards are almost universally accepted.
Supermarkets have opened larger stores, carry a larger number and variety of items
and upgrade facilities. Supermarkets have also increased their promotional budgets
and moved heavily into private brands. Retailers marketing decisions in the areas of
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target market, product assortment and procurement, services and store atmosphere,
price, promotional and place.
Target Market: A retailers most important decision concerns the target market. Until
the target market is defined and profiled, the retailer cannot make consistent decisions
on product assortment, store dcor, advertising messages and media, price and
services levels. Some retailers have defined their target markets quite well:
Product assortment and procurement: The retailers product assortment must match
the target markets shopping expectations. The retailer has to decide on product-
assortment breadth and depth. The real challenge begins after defining the stores
product assortment and that is to develop a product-differentiation strategy.
3.1.3 SERVICES
Retailers must also decide on the services mix to offer customers:
Pre-purchase services include accepting telephone and mail orders,
advertising, window and interior display, fitting rooms, shopping hours,
fashion shows, trade-ins.
Post-purchase services include shipping and delivery, gift wrapping,
adjustments and returns, alterations and tailoring, installations, engraving.
Ancillary services include general information, check cashing, parking,
restaurants, repairs, interior decorating, credit, rest rooms, and baby-attendant
service.
The services mix is a key tool for differentiating one store from another; so is
atmosphere.
3.1.4 STORE ATMOSPHERE
Atmosphere is another element in the store arsenal. Every store has a physical layout
that makes it hard or easy to move around. Every store has a Look. The store must
embody a planned atmosphere that suits the target market and draws consumers
toward purchase.
3.1.5 PRICING
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Prices are a key positioning factor and must be decided in relation to the target
market, the product-and-service assortment mix and competition. All retailers would
like to achieve high volumes and high gross margins. They would like high Turns x
Earns, but the two usually do not go together. Most retailers fall into the high-
makeup, lower-volume group (fine specialty stores) or the low-mark-up, higher-
volume group (mass-merchandisers and discount stores). Within each of these groups
are further gradations).
Retailers must also pay attention to pricing tactics. Most retailers will put low prices
on some items to serve as traffic builders or loss leaders. They will run storewide
sales. They will plan markdowns on slower-moving merchandise.
Some retailers have abandoned sales pricing in favour of everyday low pricing
(EDLP). EDLP could lead to lower advertising costs, greater pricing stability, a
stronger image of fairness and reliability and higher retailer profits. Frank Feather
cites a study showing that supermarket chains practicing everyday low pricing are
often more profitable than those practicing sales pricing.
3.1.6 PROMOTION
Retailers use a wide range of promotion tools to generate traffic and purchases. They
place ads, run special sales, issue money-saving coupons and run frequent shopper-
reward programs, in-store food sampling and coupons on shelves of at checkout
points. Each retailer must use promotion tools that support and reinforce its image
positioning. Fine stores will place tasteful full-page ads in magazines such as Vogue
and Harpers. They will carefully train salespeople to greet customers, interpret their
needs, and handle complaints.
3.1.7 PLACE
Retailers are accustomed to saying that the three keys to success are location,
location and location. Customers generally choose the nearest bank and gas station.
Department-store chains, oil companies and fast-food franchisers exercise great care
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in selecting locations. Retailers can locate their stores in the central business district, a
regional shopping centre, a community shopping centre, a shopping strip, or within a
larger store.
General business districts: This is the oldest and most heavily trafficked city
area, often known as downtown. Store and office rents are normally high.
Most downtown areas were hit by a flight to the suburbs in the 1960s,
resulting in deteriorated retailing facilities; but in the 1960s, a minor
renaissance of interest in downtown apartments, stores and restaurants began
in many cities.
Regional shopping centres: These are large suburban malls containing 40 to
200 stores. They usually draw customers from a 5 to 20 mil radius. Malls are
attractive because of generous parking, one-stop shopping, restaurants and
recreational facilities. Successful malls charge high rents and may get a share
of stores sales.
Community shopping centres: these are smaller malls with one anchor store
and between 20 and 40 smaller stores.
Strip malls (also called shopping strips): these contain a cluster of stores,
usually housed in one long buildings, serving a neighbourhoods needs for
groceries, hardware, laundry, shoe repair and dry cleaning. They usually
serve people within a five to tenminute driving range.
A location within a larger store: Certain well-known retailers-McDonaldss,
Starbucks, Nathans, Dunkin Donuts-locate new, smaller units as
concession space within larger stores or operations such as airports, schools
or department stores.
In view of the relationship between high traffic and high rents, retailers must decide
on the most advantageous locations for their outlets. They can use a variety of
methods to assess locations, including traffic counts, surveys of consumer shopping
habits and analysis of competitive locations. Several models for site location have
also been formulated.
Retailers can assess a particular stores sales effectiveness by looking at four
indicators:
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1. Number of people passing by on an average day.
2. Percentage who enter the store
3. Percentage of those entering who buy
4. Average amount spent per sale.
3.1.8 TRENDS IN RETAIL INDUSTRY
At this point, the main developments retailers and manufacturers need to take into
account in planning competitive strategies.
New retail forms and combinations: some supermarkets include bank
branches.
Growth of intertype competition: Different types of storesdiscount stores,
catalogue showrooms, department stores-all compete for the same consumers
by carrying the same type of merchandise.
Growth of giant retailers: Through their superior information systems,
logistical systems, and buying power, giant retailers are able to deliver good
service and immense volumes of product at appealing prices to masses of
consumers. They are crowding out smaller manufacturers what to make, how
to price and promote, when and how to ship and even how to improve
production and management. Manufacturers need these accounts; otherwise
they would lose 10 to 30 percent of the market.
Growing investment in technology: Retailers are using computers to produce
better forecasts, control inventory costs, order electronically from suppliers,
send e-mail between stores and even sell to customers within stores. They are
adopting checkout scanning systems, electronic fund transfer, electronic data
interchange, in-store television, store traffic radar systems and improved
merchandise-handling systems.
Global presence of major retailers: Retailers with unique formats and strong
brand positioning are increasingly appearing in other countries.
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Selling an experience, not just goods: Retailers are now adding fun
community in order to compete with other stores and online retailers. There
has been a marked rise in establishments that provide a place for people to
congregate, such as coffeehouses, tea shops, juice bars, book shops.
Competition between store-based and non-store-based retailing:
Consumers now receive sales offers through direct mail letters and catalogs
and over television, computers and telephones. These non-store-based retailers
are taking business away from store-based retailers. Some store based retailers
initially saw online retailing as a definite threat.
3.2 COMPANT PROFILE
3.2.1 BIG BAZAAR -PROFILE
Big Bazaar is the chain of retail stores of the big banner Pantaloon Retail(India) Ltd,
which in turn is a segment of the Mr. Kishore Biyani , regulated Future Group of
companies.The customer friendly ambience and organised retailing of products make
Big bazaar one of the successful retail companies in India.
BIG BAZAAR OVERVIEW
Big Bazaar , a part of the Pantaloon group is a hypermarket offering huge array of
good quality products at affordable prices. Big Bazaar with over 50 outlets in different
parts of India is present in both the metro cities as well as in the small towns.
Pantaloon is also planning catalogue stores, to be called Big Bazaar Unlimited, in
association with its electronic commerce unit, Future Bazaar India Ltd, and take this
format to small towns. These small shops would display catalogues from which
customers can order merchandise to be delivered at home.
It is also going ahead with its aggressive strategy for the hypermarket format.
Currently, it operates 91 Big Bazaar hypermarkets and plans to double that number in
the next one year.
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Big Bazaar is the biggest revenue and profit generator for Pantaloon. The company
announced revenues of Rs3,236 crore for the fiscal year ended June 2008 with a net
profit of Rs120 crore. Pantaloon begins its fiscal year in July.
The significant features of Big Bazaar:
Shopping in the Big Bazaar is a great experience as one can find almost everything
under the same roof. It has different features which caters all the needs of the
shoppers.
Some of the significant features of Big Bazaar are:-
THE FOOD BAZAAR: is the grocery with the department selling fruits and
vegetables
FURNITURE BAZAAR: dealing with furniture
ELECTRONIC BAZAAR: deals with electronic goods and cellular phones.
FUTURE BAZAAR.COM: i.e. the online shopping portal which makes
shopping easier as one can shop many products of Big Bazaar at the same
price from home.
Awards and major mile stones :
The Reid and Taylor Awards for Retail Excellence 2008
Retail leadership award : Kishore Biyani
Retail best employer of the year: Future Group
Best Indian website in the shopping category- www.futurebazaar.com
Major Milestones:
2001: Big Bazaar, Is se sasta aur accha kahi nahin- Indias 1 st Hypermarket chain
launched.
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2002: Food Bazaar, the supermarket chain launched
2006:Multiple retail formats including Collection i, Furniture Bazaar, Shoe factory, E-
Zone, Depot, and futute.com are launched across the nation.
Big Bazaar offers the best products at the best prices-thats what they guarantee. Big
Bazaar is not just another hyper market. It caters to every need of a family.
3.2.2 SPAR RETAIL-PROFILE
The $37-billion Dutch retail giant SPAR International comprises 13,700 stores in 33
countries on 4 continents and meets the needs of over 9 million consumers every day.
The expansion of the organisation increased dramatically in the 1990s and continues
now in the new century with Romania, Russia and China being the latest member
countries. 4 provinces in China have already joined the SPAR family, with large
independent retailers bringing the SPAR brand to over 300 million people in China.
SPAR RETAIL INDIA LTD-OVERVIEW
The $37-billion Dutch retail giant SPAR International, which has tied up with the
Max Hypermarkets for its hypermarket foray in India may bring in large format
kirana store under its fold. This could happen in SPARs second phase of expansion
beginning 2009. Along with its India master licensee, Max Hypermarkets, the Dutch
behemoth plans to have sub-licensee arrangements with larger Kirana stores to kick-
start the neighbourhood supermarket format in the country.
Max Hypermarkets, the SPAR partner, opened its first SPAR hypermarket in 2007.
The second store is a supermarket and was opened in early 2008. Plans are advanced
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to accelerate the rate of store openings, with the objective of developing a network of
7 SPAR hypermarkets by the end of 2009.
SPAR is an organisation that provides its customers value for money. SPAR is
passionate about retailing and is driven by committed independent retailers who win
the trust and friendship of their community. Through its commitment to outstanding
service and excellence in fresh foods, SPAR meets the real needs of its customers.
SPAR India has begun to introduce unique products into their range, launching a
highly successful campaign promoting well-known Australian brands. This promotion
has been undertaken with the Australian Trade Council. With a 9% growth in 2007
and a forecast 8% for 2008, the Indian market is experiencing rapid development in
both industry and service sectors. This is resulting in a dramatic increase in spending
power for consumers. SPAR India is confident of growing rapidly in this growing
economy. SPAR India will focus on the enormous market of young people with 52%
of the Indian population being under the age of 25. This will be reflected in the
product offer in both the SPAR hypermarkets and supermarkets.
The significant features of SPAR RETAIL Bangalore:
Products Displayed
Huge building with glass faade simply saying Spar Hypermarket in red and green.
There are books, cameras, shoes and clothes of different brands being sold in their
exclusive spaces. Some open spaces are used to display and sell discounted products
like toys and home accessories available in the hypermarket.
Products we get
The ground floor has a book shop called Odyssey along with a camera shop Pixetra
and an exclusive W store. They also have a Gloria Jeans coffee shop to refresh you
post shopping.
Second floor has the non-food things ie. deodorant, diapers or shampoos and soaps,
steel and non-stick vessels along with plastic knickknacks, curtains, bedspreads,
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pillows, towels and related products. Max Retail, the in-house brand sells their clothes
here too. Childrens books and toys are there and so is a kids play area.
Third floor has all the electronic goods that one needs. From an iron and hair dryer to
plasma screen TVs and car audio systems.
Major milestones:
2007: First SPAR hypermarket2008: Second hypermarket from SPAR-Max group2009:7 supermarkets are supposed to be launched by December
4.1 ANALYSIS OF BIG BAZAAR
Table 4.1 Frequency of customers shopping
Frequency Percent
Valid Weekly 28 56.0
Monthly 7 14.0
Occasionally 15 30.0
Total 50 100.0
Source: primary data
Figure 4.1 Frequency of customers shopping
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INTREPRETATION:
The above collected data reveals that 56% of respondents purchase weekly, 14% of
respondents purchase monthly and 30% of respondents purchase occasionally.
From the analysis it is found that majority of the respondents go for shopping weekly.
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Table 4.2 Customers who are buying regularly from Big Bazaar
Frequency Percent
Valid Yes 37 74.0
No 13 26.0
Total 50 100.0
Source: primary data
Figure 4.2
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INTREPRETATION:
The above table shows that 74 % of respondents purchase regularly from Big Bazaar
and 26 % of respondents do not purchase regularly from Big Bazaar.
The analysis indicates that most of the customers buy their products from Big Bazaar.
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Table 4.3 Customers are satisfied with the range of products available in Big Bazaar
Frequency Percent
Valid Yes 44 88.0
No 6 12.0
Total 50 100.0
Source: primary data
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Figure 4.3
INTREPRETATION:
The above table shows that 88% of respondents are satisfied with the range of
products available in the Big Bazaar and 12% of respondents are not satisfied with the
range of products available in Big Bazaar.
The survey indicates that most of the customers are satisfied with the range of
products available in Big Bazaar and it is Big Bazaar store has wide range of both
branded and unbranded products and also in different quantities.
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Table 4.4 Rate of the quality of products available in Big Bazaar
Frequency Percent
Valid Excellent 21 42.0
Good 16 32.0
Satisfactory 13 26.0
Total 50 100.0
Source: primary data
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Figure 4.4
INTREPRETATION:
The above collected data reveals that 42% of respondents rated the quality of products
as Excellent,32 % as Good and 26 % as Satisfactory.
The analysis reveals that most of the products in the Big Bazaar are satisfactory and
above their expectation.
Big Bazaar caries products that provide value to the customers.
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Table 4.5 Customer satisfaction towards the location of Big Bazaar
Frequency Percent
Valid Yes 50 100.0
Source: primary data
Figure 4.5
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INTREPRETATION:
100% of the respondents are satisfied with the store location of Big Bazaar.
The above interpretation shows that Big Bazaar is located in the ideal place. Also
customers are well satisfied with the location of the Big Bazaar. Store is near to their
residence.
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Table 4.6 Customer satisfaction towards the pricing of products available in Big bazaar
Frequency Percent
Valid Yes 44 88.0
No 6 12.0
Total 50 100.0
Source: primary data
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Figure 4.6
INTREPRETATION:
The table shows that 88 % of customers are satisfied and 12 % are not satisfied with
the pricing of products in Big Bazaar.
The above analysis shows that the prices of the products in Big Bazaar are
competitively priced.
The customers are satisfied with the pricing of the products in Big Bazaar in this
period of economic slow down.
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Table 4.7 Customer rating about the pricing of products in Big Bazaar
Frequency Percent
Valid Expensive 6 12.0
Affordable 33 66.0
Cheap 11 22.0
Total 50 100.0
Source: primary data
Figure 4.7
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INTREPRETATION:
The above table gives a clear picture that 12% of respondents rated the products as
expensive, 66 % as affordable and 22 % of respondents as cheap.
Most of the respondents rated that pricing in Big Bazaar as affordable and they are
satisfied with the pricing decisions.
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INTREPRETATION:
The table shows that 52 % of respondents rated the promotion strategies of big Bazaar
as excellent, 36 % as good and 12 % as satisfactory .
The analysis shows that Big Bazaar has a good and planned promotion strategies to
reach the customers. Majority of the customers rated the strategies as Excellent.
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Table 4.9 Satisfaction of customers towards the sales persons services
Frequency Percent
Valid Yes 37 74.0
No 13 26.0
Total 50 100.0
Source: primary data
Figure 4.9
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INTREPRETATION:
The table shows that 74 % of the respondents are satisfied with the sales persons
services and only 26 % respondents are dissatisfied.
The analysis shows that Big bazaar has a number of trained staffs to provide better
services to the customers. Most of respondents said that salespersons voluntarily come
forward to help the customers and they provide clear information about the product.
The customers are satisfied to the services provided by them.
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Table 4.10 Customers satisfied with pre-purchase services
Frequency Percent
Valid Yes 33 66.0
No 17 34.0
Total 50 100.0
Source: primary data
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Figure 4.10
INTREPRETATION:
The table shows that 66 % of the respondents are satisfied with the Pre-purchase
services provided by Big Bazaar and 34 % are not satisfied with the Pre- purchase
services.
It is clear that most of the respondents are satisfied with Pre-purchase services.
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Table 4.11 pre-purchase service of Big Bazaar should be improved in
Frequency Percent
Valid Telephone order 17 34.0
Not Applicable 33 66.0
Total 50 100.0
Source: primary data
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Figure 4.11
INTREPRETATION:
The table above shows that 34 % respondents recommended to improve the pre
purchase services in Telephone Order.66 % responded that they are satisfied with the
pre purchase services and no need of improvement.
The analysis depicts that Big bazaar s Pre purchase service is lacking in telephone
order and has to improve in that particular dimension.
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Table 4.12 Customer satisfaction towards post-purchase services of Big Bazaar
Frequency Percent
Valid Yes 42 84.0
No 8 16.0
Total 50 100.0
Source: primary data
Figure 4.12
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INTREPRETATION:
The table shows that 84 % of the respondents are satisfied with the Post-purchase
services provided by Big Bazaar and 16 % are not satisfied with the Post- purchase
services.
The analysis gives a clear picture that the post purchase services of Big Bazaar is
doing well and by improving in certain aspects they can bring better customer
satisfaction and loyalty.
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Table 4.13 Suggestions for improvement in Post purchase service of Big Bazaar
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Source: primary data
Figure 4.13
INTREPRETATION:
The table above shows that 16 % respondents recommended to improve the post
purchase services in Shipping & delivery.84 % responded that they are satisfied with
the post purchase services and no need of improvement.
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The analysis depicts that Big bazaar s Post purchase service is lacking in shipping
and delivery and has to improve in that particular dimension. It is clear that most of
the respondents are satisfied with all other services except shipping and delivery.
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Table 4.14 Customer satisfaction towards the store atmosphere of Big Bazaar
Frequency Percent
Valid Yes 43 86.0
No 7 14.0
Total50 100.0
Figure 4.14
INTREPRETATION:
The data in the above table shows that 86% of respondents are satisfied with the
stores atmosphere and 14% of respondents are not satisfied with the stores atmosphere
of Big Bazaar.
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From the above analysis it is evident that most of the respondents are satisfied with
the store atmosphere of Big Bazaar. It is one of the reasons why the respondents
prefer to go the provision store.
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Table 4.15 Elements that have to be improved in store atmosphere of Big Bazaar
Frequency Percent
Valid Lighting 7 14.0
Missing System 43 86.0
Total
50 100.0
Source: primary data
Figure 4.15
INTREPRETATION:
The table above shows that 14 % respondents recommended to improve the lighting
and 86 % responded that they are satisfied with the store atmosphere and no need of
improvement.
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From the above analysis it is evident that most of the respondents are satisfied with
the store atmosphere of Big Bazaar and a small group recommended an improvement
in the lighting of the store.
Table 4.16 Customer satisfaction towards the marketing mix of Big Bazaar
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Frequency Percent
Valid Extremely Satisfied 18 18.0
Satisfied 30 30.0
Not satisfied 2 2.0
Total 50 50.0
Total 100 100.0
Source: primary data
Figure 4.16
INTREPRETATION:
The above table clearly indicates that 36% of respondents are Extremely satisfied , 60
% of respondents are satisfied and 4 % not satisfied in the marketing mix of the Big
Bazaar.
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More than 90% of the total respondents are satisfied with the marketing mix in Big
Bazaar. They have a good value for money and a better shopping experience.
4.2 ANALYSIS OF SPAR RETAIL
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Table 4.17 Frequency of customers shopping from SPAR Retail
Frequency Percent
Valid Daily 3 6.0
Weekly 32 64.0
Monthly 15 30.0
Total 50 100.0
Source: primary data
Figure 4.17
INTREPRETATION:
The above collected data reveals that 6% of respondents purchase daily,56 % weekly,
20 % of respondents purchase monthly and 4 % of respondents purchase occasionally.
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It is found that majority of the respondents go for weekly shopping which means
respondents frequently go for shopping.
Table 4 .18 Customers who are buying regularly from SPAR Retail
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Source: primary data
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Figure4.18
INTREPRETATION:
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The above table shows that 60 % of respondents purchase regularly from SPAR Retail
and 40 % of respondents do not purchase regularly from SPAR Retail.
The survey indicates that more than 50 % of the customers do not buy their products
regularly from SPAR Retail
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Table 4.19 Customers are satisfied with the range of products available in SPAR Retail
Frequency Percent
Valid Yes 20 40.0
No 30 60.0
Total
50 100.0
Source: primary data
Figure 4.19
INTREPRETATION:
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The above table shows that 40% of respondents are satisfied with the range of
products available in the SPAR Retail and 60% of respondents are not satisfied with
the range of products available in SPAR Retail.
The survey indicates that most of the customers are not satisfied with the range of
products available in SPAR Retail. This sows that though SPAR Retail has wide
range of both branded and unbranded products in different quantities they lack in
certain aspects of customer satisfaction.
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Table 4.20 Customers rating about the quality of products in Spar Retail
Frequency Percent
Vali
d
Excellent 18 36.0
Good 15 30.0
Satisfactory 10 20.0
Bad 7 14.0
Total 50 100.0
Source: primary data
Figure 4.20
INTREPRETATION:
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The above collected data reveals that 36% of respondents rated the quality of products
as Excellent,30 % as Good , 26 % as Satisfactory and 14 % as bad.
The analysis reveals that most of the products in the SPAR Retail are Excellent and
above their expectation but certain customers have an opinion that the products
available are either damaged or faulty in certain segments and they rated the products
as bad.
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Table 4.21 Customer satisfaction towards the location of Spar Retail
Frequency Percent
Valid Yes 30 60.0
No 20 40.0
Total 50 100.0
Source: primary data
Figure 4.21
INTREPRETATION:
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60% of the respondents are satisfied with the store location of SPAR Retail and 40 %
are not satisfied. The above interpretation shows that SPAR Retail is located in the
ideal place at the same time a certain group of people revealed that they are not
satisfied with the location of the SPAR Retail and for them location is a major
constrain .
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Table 4.22 Customer satisfaction towards the pricing of products available in Spar Retail
Frequency Percent
Valid Yes 17 34.0
No 33 66.0
Total
50 100.0
Source: primary data
Figure 4.22
INTREPRETATION:
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The table shows that 34% of customers are satisfied and 66 % are not satisfied with
the pricing of products in SPAR Retail.
The analysis shows that the prices of the products in SPAR Retail are not
competitively priced. The customers are very much dissatisfied with the pricing of the
products in SPAR Retail.
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Table 4.23 Customer rating towards the pricing of products in Spar Retail
Frequency Percent
Valid Highly Expensive 9 18.0
Expensive 25 50.0
Affordable 11 22.0
Cheap 5 10.0
Total 50 100.0
Source: primary data
Figure 4.23
INTREPRETATION:
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The above table gives a clear picture that 18% of respondents rated the products as
highly expensive ,50 % as expensive , 22 % as affordable and 10 % of respondents as
cheap. Most of the respondents rated that pricing in SPAR Retail is not affordable and
they are not satisfied with the pricing decisions.
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Table 4.24 Customer rating towards the promotion strategies of Spar Retail
Frequency Percent
Valid Excellent 5 10.0
Good 10 20.0
Satisfactory 20 40.0
Bad 15 30.0
Total 50 100.0
Source: primary data
Figure 4.24
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The table shows that 10 % of respondents rated the promotion strategies of big Bazaar
as excellent, 20 % as good, 40 % as satisfactory and 30 % as bad.
The analysis shows that SPAR Retail has a good promotion strategies. It also shows
that certain customers rated the promotion strategies as bad which implies poor reach
ability and clarity of promotions.
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Table 4.25 Customers satisfaction towards the sales persons services
Frequency Percent
Valid Yes 18 36.0
No 32 64.0
Total 50 100.0
Source: primary data
Figure 4.25
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The table shows that 36% of the respondents are satisfied with the sales persons
services and 64 % respondents are dissatisfied.
The analysis shows that SPAR Retail dont have a number of trained staffs to provide
better services to the customers. Most of respondents said that salespersons wont
come forward to help the customers and they provide only vague information about
the products displayed. Majority of the customers are not satisfied to the services
provided by them.
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Table 4.26 Customer satisfaction towards pre-purchase services
Frequency Percent
Valid Yes 28 56.0
No 22 44.0
Total
50 100.0
Source: primary data
Figure 4.26
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The table shows that 56 % of the respondents are satisfied with the Pre-purchase
services provided by SPAR Retail and 44 % are not satisfied with the Pre- purchase
services.
It is clear that more than half of the respondents are satisfied with Pre-purchase
services
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Table 4.27 Pre-purchase service of Spar Retail should be improved in
Frequency Percent
Valid Telephone order 25 50.0
Advertising 25 50.0
Total 50 100.0
Total 50 100.0
Source: primary data
Figure 4.27
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The table above shows that 50 % of respondents recommended to improve the pre
purchase services in Telephone Order and 50 %% in Advertising of SPAR Retail.
The analysis depicts that SPAR Retail s Pre purchase service is lacking in telephone
order , Advertising and need improvement in these services.
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Table 4.28 Customer satisfaction towards post-purchase services
Frequency Percent
Valid Yes 33 66.0
No 17 34.0
Total 50 100.0
Source: primary data
Figure 4.28
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The table shows that 66 % of the respondents are satisfied with the Post-purchase
services provided by SPAR Retail and 34% are not satisfied with the Post- purchase
services.
The analysis gives a clear picture that the post purchase services of SPAR Retail is
satisfactory and by improving in certain aspects they can bring more foot falls.
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Table 4.29 Post-purchase service of Spar Retail should be improved in
Frequency Percent
Valid Shipping & Delivery 11 22.0
Adjustments & Returns 6 12.0
No Need 33 66.0
Total 50 100.0
Source: primary data
Figure 4.29
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The table above shows that 22 % respondents recommended to improve the post
purchase services in Shipping & delivery and 12 % in Adjustments and returns.66 %
responded that they are satisfied with the post purchase services and no need of
improvement.
The analysis depicts that SPAR Retail s Post purchase service is lacking in shipping
and delivery, adjustments and returns. Post purchase services help to bring the
customers back to the retailer again and again.
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Table 4.30 Customer satisfaction towards store atmosphere
Frequency Percent
Valid Yes 35 70.0
No 15 30.0
Total50 100.0
Source: primary data
Figure 4.30
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The data in the above table shows that 70% of respondents are satisfied with the
stores atmosphere and 30 % of respondents are not satisfied with the stores
atmosphere of SPAR Retail.
From the analysis it is evident that most of the respondents are satisfied with the store
atmosphere of SPAR Retail and a certain portion of the customers rated that the
layout need improvement.
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Table 4.31 Store atmosphere of Spar Retail have to be improved in
Frequency Percent
Valid Physical layout 11 22.0
Lighting 4 8.0
No Need 35 70.0
Total 50 100.0
Source: primary data
Figure 4.31
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The table above shows that 22 % respondents recommended to improve the Physical
layout and 8 % to improve in lighting. 70 % responded that they are satisfied with the
store atmosphere and no need of improvement.
From the analysis it is evident that most of the respondents demanded an
improvement in the physical layout and Lighting of SPAR Retail .A better store
atmosphere makes the customers stay in the store for a longer time and this could be
turned to sales if tackled appropriately.
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Table 4.32 Customer satisfaction towards the marketing mix at Spar Retail
Frequency Percent
Valid Extremely Satisfied 7 7.0
Satisfied 14 14.0
Not satisfied 13 13.0
Not at all satisfied 16 16.0
Total 50 50
Source: primary data
Figure 4.32
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The analysis makes it clear that more than 50% of the total respondents are not
satisfied with the marketing mix at SPAR Retail.
They dont have a good value for money and they expect a better shopping
experience.
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4.3 CROSS TABULATION-PRICING OF PRODUCTS IN BIG BAZAAR AND SPAR
Table 4.33
Source: primary data
Figure 4.33
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INTREPRETATION:
The pricing of products plays an important role in customer satisfaction. Customers
always tend to purchase quality and at the same time low priced products. The pricing
decision of Big Bazaar & SPAR is compared with. As a result out of the 44
respondents who are satisfied with the pricing decision of Big bazaar 17 are satisfied
with the pricing decision of SPAR retail and the rest 27 are not satisfied with SPAR.
Out of the 6 who are not satisfied with the Big Bazaar pricing decision are not also
satisfied with SPAR Retail.
Therefore customers are more satisfied with the pricing decision of Big Bazaar.
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4.4 CROSS TABULATION QUALITY OF PRODUCTS IN BIG BAZAAR & SPAR
.
Table 4.34
Source: primary data
Figure 4.34
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INTREPRETATION:
Out of the 21 respondents who rated the quality of the products in Big Bazaar
excellent , 18 respondents rated the quality of the quality of product in SPAR
excellent and the rest 3 respondents rated it as good. Out of the 16 respondents who
rated the quality of the products in Big Bazaar good, 12 respondents rated the quality
of the quality of product in SPAR good and the rest 4 respondents rated it as
satisfactory. Out of the 13 respondents who rated the quality of the products in Big
Bazaar satisfactory, 6 respondents rated the quality of the product in SPAR
satisfactory and the rest 7 respondents rated it as bad. None of the respondents rated
the quality of the products as bad in Big Bazaar whereas 7 respondents rated the
quality of products as bad in SPAR.
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4.5 CROSS TABULATION PROMOTION STRATEGIES OF BIG BAZAAR & SPAR
Table4.35
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Figure 4.35
INTREPRETATION:
Out of 26 respondents who were of the opinion that the promotion strategy of Big
Bazaar as excellent 5 respondents rated it as excellent in SPAR, 10 respondents rated
it as good, and the rest 11 as satisfactory. Out of 18 respondents who were of the
opinion that the promotion strategy of Big Bazaar as good, 3 respondents rated it as
satisfactory in SPAR and 15 respondents rated it as bad. Out of the 6 respondents who
rated the promotion strategy as satisfactory in Big Bazaar also rated as satisfactory in
SPAR too.
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Z-TEST
4.6 CUSTOMER SATISFACTION TOWARDS BIG BAZAAR AND SPAR
Table 4.36
Ranks
N Mean Rank Sum of Ranks
Customer satisfaction towards
the marketing mix at Spar
Retail - Customer satisfaction
towards the marketing mix at
Big Bazaar
Negative Ranks 0a .00 .00
Positive Ranks 40b 20.50 820.00
Ties 10c
Total50
a. Customer satisfaction towards the marketing mix at Spar Retail < Customer satisfaction towards
the marketing mix at Big Bazaar
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Test Statisticsb,c
Customer
satisfactiontowards the
marketing mix at
Spar Retail -
Customer
satisfaction
towards the
marketing mix at
Big Bazaar
Z -5.734a
Asymp. Sig. (2-tailed) .000
Monte Carlo Sig. (2-tailed) Sig. .000
95% Confidence Interval Lower Bound .000
Upper Bound .030
Monte Carlo Sig. (1-tailed) Sig. .000
95% Confidence Interval Lower Bound .000
Upper Bound .030
a. Based on negative ranks.
b. Wilcoxon Signed Ranks Test
INTREPRETATION:
For hypothesis testing Z test is used.
The total number of respondents involved in the study was 100.
At 5 % level of significance, the calculated value is : -5.734a
Here the table value is 1.96.
That is -5.734
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The study conducted to know the satisfaction level of consumers towards the
marketing mix of Big Bazaar & SPAR Retail, significance of product quality in
customer satisfaction and to determine suggestions for improvement of services &
store atmosphere revealed several findings. The findings were observed by taking into
account the response of the customers via questionnaire.
The Marketing department needs to carefully observe the findings of the study to
design future changes in the marketing mix.
The study has shown that more than 60 % respondents go for weekly
shopping.
74 % of the respondents at Big Bazaar said that they regularly buy products
from Big Bazaar itself whereas in SPAR Retail only 60 % buy products from
there regularly.
Big Bazaar customers said that they are satisfied with the range of products
available in Big Bazaar but only few respondents are satisfied with the
products in SPAR Retail.
Majority of Big Bazaar customers rated the products at Big Bazaar as
excellent and good while a small number of SPAR customers only rated the
products as of excellent and good quality.
All the customers of big Bazaar said that the store is located at the ideal place
where as in SPAR ,60 % marked that store location is not supporting for their
shopping activities.
Pricing of products plays a major role in customer satisfaction. Around 88%
customers of big Bazaar are satisfied with the pricing of products but in SPAR
the satisfaction level is 34 % only.
88 % customers of Big Bazaar is at an opinion that the prices of products are
either affordable or cheap.
Big Bazaar customers have an opinion that the promotion strategies are
excellent and they are reaching the targeted customers.
74 % of the customers at Big Bazaar are satisfied with the salespersons
services available there but in SPAR its minimal.
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The customers satisfaction towards pre purchase services of both the Big
Bazaar and SPAR is 66 % and 56 % respectively.
Both the respondents of Big Bazaar & SPAR recommended improvement in
Telephone order and in advertisements.
The customers satisfaction towards post purchase services of both the Big
Bazaar and SPAR is 84 % and 66 % respectively.
16 % of respondents of Big Bazaar recommended an improvement in the
Shipping, delivery services of Big Bazaar where as in SPAR 22 % respondents
recommended improvement in Shipping, delivery and a few in adjustments.
Customers of Big Bazaar & SPAR are satisfied with the store atmosphere.
14 % customers of Big Bazaar recommended an alteration in the physical
layout of the store for better shopping experience whereas in SPAR it was 22
%.Another 8 % of SPAR customers recommended an improvement in the
lighting of the store.
More than 90 % of the respondents rated that they are satisfied with the overall
marketing mix of Big Bazaar but in SPAR around 50 % of the customers are
dissatisfied with the marketing mix.
5.2 CONCLUSIONS
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The research shows that there are number of reasons that the respondents often go to
Big Bazaar, because of a wide variety of quality of products, price deduction on total
purchase, free home delivery, good packing, and excellent services from salesperson.
The location is the prime factor that determines the footfall in a retail outlet. If the
retail outlet is situated around the locality, it offers a convenient option of purchasing
items that are required immediately. Frequent promotions, affordable pricing and
store atmosphere increases the footfall in a retail outlet.
A careful study has been done to analyse and interpret customers satisfaction level to
the marketing mixes of two major retailers through questionnaires, observation and
through proper guidance of respective faculties.
The aim of the research was to conduct a study to identify the key factors involved in
achieving customer satisfaction, solutions and guidelines to be followed to enhance
customer satisfaction. The study helped to understand the customer responses towards
the marketing mixes of retailers and their acceptance in the customers mind which
plays a major role in their business.
The study is limited to 100 customers in the area of Koramangala, Bangalore.
Marketing mix have a significant role in attracting more and more customers to the
outlets. An appropriate plan should be created while designing and implementing the
marketing mix of a retail outlet as these involve a huge amount of money.
From the research, it can also be concluded that it is very comfortable and convenient
to purchase the products from Big Bazaar rather than from the SPAR Retail because
of the excellent marketing mix deployed by the management of Big Bazaar.
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5.3 SUGGESTIONS
Retailing industry is booming in India, so as competition. One cannot do business
based on his own intuitions about customer needs and wants. A proper research has to
be done in order to success in any business. Therefore suggestion must be given on
the basis of the research work.
A few important suggestions to the Big Bazaar and SPAR Retail are the following.
As the customer satisfaction is influenced by the marketing mix of retailing
more and more care should be given while designing the mix.
Weigh the packaged items in front of the customer so that customers are much
more confirmed about the quantity and give them ample facilities to hand pick
the products they want to purchase.
As quality of products matters a lot ensure that the products stored are of good
quality.
As the location affects the footfall, SPAR have to either provide good parking
facilities or traffic control assistance.
Customers are much affected by the economic recession and they need
affordable and cheap products to meet their day to day requirements, so SPAR
have to revise the pricing strategies. Coupons or discounts or offers for regular
customers to retain them and to attract new customer.
Both the Big Bazaar and SPAR have to improve in the pre and post purchase
services provided to the customers as services makes the customers buy again
and again from the retailer. SPAR should improve on services like
salespersons, i.e. should be more friendly and helpful and not intrusive.
SPAR have to concentrate more to improve on telephone booking and delivery
process.
Big Bazaar and SPAR have to encourage the customer participation by
providing suggestion boxes.
SPAR should give detailed care in the post purchase services.
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Text Books
1. Newman J Andrew,Retailing :Environment and Operations, India Edition,
Jaico Publishing,NewDelhi,2002. Page no: 15-49
2. Dunne M. Patrick, Retailing, Fourth Edition, Thomson South-West, Fo