future group.pdf

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

ACHARYA BANGALORE B SCHOOL, BANGALORE Page 1

CHAPTER I

INTRODUCTION

An organisation is a consciously co-ordinate social entity, with an identifiable

boundary that functions on a relative continuous basis to achieve a common goal or set of

common goals. Organisations are a dominant component of contemporary society that

always surrounds us. Thus there is a very serious need to study and analyse the structure of

an organisation. It cannot be termed as an academic exercise only. Organisations are

continuously analysed from various perspective.

Future Group is an Indian private conglomerate, headquartered in Mumbai. The

company is known for having a significant prominence in Indian retail and fashion sectors,

with popular supermarket chains like Big Bazaar and Food Bazaar, lifestyle stores like

Brand Factory, Central etc. and also for having notable presence in integrated foods and

FMCG manufacturing sectors. Future Retail (initially Pantaloons Retail India Ltd

(PRIL)) and Future Lifestyle Fashions, two operating companies of Future Group, are

among the top retail companies listed in BSE with respect to assets and in NSE with

respect to market capitalization.

1.1 BACK GROUND OF STUDY

Organisation is set of people working together for accomplishment of a common

objective. The roles and responsibilities are stated clearly without any ambiguity. The

positions occupied by different individuals are presented in the form of organisation chart.

Organisational structure is essential for continuity of the mission & co-ordinates and

controls the business activities. Organisation helps management to perform its actives

effectively, optimum use of technological improvement growth & diversification,

creatively, effective use of physical resources & HR.



1.2 NEED FOR THE STUDY

In the understanding of various forms of business organisations and their

operations, practical and internship approach play an important role in addition to the

regular learning from the course delivery. In this connection it is felt that there is a need to

undertake an organisational study which enables the scholar to be familiar with the profile

of retail industry and profile and functioning of BIG BAZAAR, RAJAJI NAGAR,

BANGALORE and keeping the main purpose of the study as to know the application of

the theoretical aspects in the course in the corporate environment and to gain first-hand

experience and expose to policies of the company.

1.3 OBJECTIVES OF THE STUDY

To study the profile of retail industry.

To know the profile of Big Bazaar in general and of Big Bazaar, Rajaji Nagar,

Bangalore in particular.

To understand the organisational structure of the company.

To understand the working of the various departments of the company.

To perform SWOT analysis for Big Bazaar.

To offer suggestions and recommendations based on the study carried out.

1.4 SCOPE OF THE STUDY

This report is based on the study conducted at BIG BAZAAR, Rajaji Nagar

Bangalore.

It aims at understanding the companys establishment, organisation structure,

departments, techniques, marketing strategies and the advantages it is having over

the competitors.



An attempt is made to analyse the companys performance in comparison to the

theoretical aspects.

It aims to understand the skills of the company in the areas like technological

advancements, competition and in management.

1.5 LIMITATIONS OF THE STUDY

Time limit is a major constraint.

As per the company rules many information was not disclosed.

As the managers are busy in their daily schedules it is not possible for us to spend

more time in interaction and discussion with them.

Sometimes respondents dont provide accurate information which may influence

the survey result

1.6 METHODOLOGY

Observing the working of various departments like Finance, safety, human

resource, production, purchasing etc.

Discussion with the company executive, managers and employees.

Visiting and surfing websites of the company.

1.7 SCHEME OF CHAPTERISATION

The study capt ioned AN ORGANISATION STUDY AT BIG BAZAAR (FUTURE

RETAIL LTD), RAJAJI NAGAR, BANGALORE has been branched off into 6

chapters . They are briefed below.

CHAPTER I - INTRODUCTION



CHAPTER II INDUSTRY PROFILE, COMPANY PROFILE AND PRODUCT

PROFILE

CHAPTER III - ORGANISATIONAL STRUCTURE

CHAPTER IV FUNCTIONAL DEPARTMENTS

CHAPTER V - SWOT ANALYSIS

CHAPTER VI - FINDINGS, RECOMMENDATIONS AND CONCLUSION



CHAPTER II

INDUSTRY PROFILE, COMPANY PROFILE AND PRODUCT

PROFILE

2.1 INDUSTRY PROFILE

Retail is the sale of goods and services from individuals or businesses to the end-

user. Retailers are part of an integrated system called the supply chain. A retailer

purchases goods or products in large quantities from manufacturers directly or through a

wholesale, and then sells smaller quantities to the consumer for a profit.

Retailing can be done in either fixed locations like stores or markets, door-to-door

or by delivery. Retailing includes subordinated services, such as delivery. The term

"retailer" is also applied where a service provider services the needs of a large number of

individuals, such as for the public. Shops may be on residential streets, streets with few or

no houses or in a shopping mall. Shopping streets may be for pedestrians only. 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-to-consumer

(B2C) transactions and mail order, are forms of non-shop retailing. Shopping generally

refers to the act of buying products. Sometimes this is done to obtain necessities such as

food and clothing; sometimes it is done as a recreational activity. Recreational shopping

often involves window shopping (just looking, not buying) and browsing and does not

always result in a purchase.



Etymology

Retail comes from the Old French word tailler, which means "to cut off, clip, pare,

divide" in terms of tailoring. It was first recorded as a noun with the meaning of a "sale in

small quantities" in (from the Middle French retail, "piece cut off, shred, scrap, paring").

Like in French, the word retail in both Dutch and German also refers to the sale of small

quantities of items.

Types of retail outlets San Juan de Dios Market in Guadalajara, Jalisco Inside a

supermarket in Russia, Walnut Market in Katra, Jammu & Kashmir, India a marketplace is

a location where goods and services are exchanged.

The traditional market square is a city square where traders set up stalls and buyers browse

the stores. This kind of market is very old, and countless such markets are still in operation

around the whole world. In some parts of the world, the retail business is still dominated

by small family-run stores, but this market is increasingly being taken over by large retail

chains. Retail is usually classified by type of products as follows:

Food products hard goods or durable goods - appliances, electronics, furniture, sporting

goods, etc.

Goods that do not quickly wear out and provide utility over time. Soft goods or

consumables - clothing, apparel, and other fabrics. Goods that are consumed after one use

or have a limited period (typically under three years) in which you may use them.

Hypermarkets

Provides variety and huge volumes of exclusive merchandise at low margins. The

operating cost is comparatively less than other retail formats.



Supermarkets

Is a self-service store consisting mainly of grocery and limited products on non-food

items. They may adopt a Hi-Lo or an EDLP strategy for pricing. The supermarkets can be

anywhere between 20,000 and 40,000 square feet (3,700 m2).



Example: SPAR, BIG BAZAAR supermarket.

Malls

Has a range of retail shops at a single outlet. They endow with products, food and

entertainment under a roof. Category killers or Category Specialist: By supplying wide

assortment in a single category for lower prices a retailer can "kill" that category for other

retailers. For few categories, such as electronics, the products are displayed at the centre of

the store and sales person will be available to address customer queries and give

suggestions when required. Other retail format stores are forced to reduce the prices if a

category specialist retail store is present in the vicinity.



E -tailers

The customer can shop and order through internet and the merchandise are

dropped at the customer's doorstep. Here the retailers use drop shipping technique. They

accept the payment for the product but the customer receives the product directly from the

manufacturer or a wholesaler. This format is ideal for customers who do not want to travel

to retail stores and are interested in home shopping. However it is important for the

customer to be wary about defective products and non-secure credit card transaction.

Example: Amazon, Pennyful and eBay.

Vending Machines

This is an automated piece of equipment wherein customers can drop the money in

the machine and acquire the products. Some stores take a no frills approach, while others

are "mid-range" or "high end", depending on what income level they target.

Other types of retail store include

Automated Retail stores are self-service, robotic kiosks located in airports, malls

and grocery stores. The stores accept credit cards and are usually open 24/7.



Examples include Zoom Shops and Red box. Big-box stores encompass larger department,

discount, general merchandise, and warehouse stores.

Retailers can opt for a format as each provides different retail mix to its customers based

on their customer demographics, lifestyle and purchase behaviour. A good format will

lend a hand to display products well and entice the target customers to spawn sales.

Worldwide Top Five Retailers

Retail

Sales

Rank

Company

Country of

Origin

2013/14

group

revenue

(US $mil)

1 Walmart US $464,162

2 Tesco UK $120,052

3 Costco US $105,156

4 Carrefour France $103,555

5 Kroger US $96,751

Operations

Retail pricing

The pricing technique used by most retailers is cost-plus pricing. This involves

adding a mark-up amount (or percentage) to the retailer's cost. Another common technique

is suggested retail pricing. This simply involves charging the amount suggested by the

manufacturer and usually printed on the product by the manufacturer.

In Western countries, retail prices are often called psychological prices or odd prices.

Often prices are fixed and displayed on signs or labels. Alternatively, when prices are not



clearly displayed, there can be price discrimination, where the sale price is dependent upon

which the customer is.

For example, a customer may have to pay more if the seller determines that he or she is

willing and/or able to. Another example would be the practice of discounting for youths,

students, or senior citizens.

Staffing

Because patronage at a retail outlet varies flexibility in scheduling is desirable.

Employee scheduling software is sold which, using known patterns of customer patronage,

more or less reliably predicts the need for staffing for various functions at times of the

year, day of the month or week, and time of day. Usually needs vary widely.

Conforming staff utilization to staffing needs requires a flexible workforce which is

available when needed but does not have to be paid when they are not, part-time workers;

as of 2012 70% of retail workers in the United States were part-time. This may result in

financial problems for the workers, who while they are required to be available at all times

if their work hours are to be maximized, may not have sufficient income to meet their

family and other obligations.

Transfer mechanisms

There are several ways in which consumers can receive goods from a retailer.

Counter service

Where goods are out of reach of buyers and must be obtained from the seller. This

type of retail is common for small expensive items (e.g. jewellery) and controlled items

like medicine and liquor. It was common before the 1900s in the United States and is more

common in certain countries like India.



Delivery

Where goods are shipped directly to consumer's homes or workplaces. Mail order

from a printed catalogue was invented in 1744 and was common in the late 19th and early

20th centuries. Ordering by telephone was common in the 20th century, either from a

catalogue, newspaper, television advertisement or a local restaurant menu, for immediate

service (especially for pizza delivery), remaining in common use for food orders.

Internet shopping a form of delivery has eclipsed phone-ordering and, in several sectors -

such as books and music - all other forms of buying.

Challenges

To achieve and maintain a foothold in an existing market, a prospective retail

establishment must overcome the following hurdles:

Regulatory barriers including

o Restrictions on real estate purchases, especially as imposed by local

governments and against "big-box" chain retailers;

o Restrictions on foreign investment in retailers, in terms of both absolute

amount of financing provided and percentage share of voting stock (e.g.,

common stock) purchased;

Unfavourable taxation structures, especially those designed to penalize or keep out

"big box" retailers (see "Regulatory" above);

Absence of developed supply chain and integrated IT management;

High competitiveness among existing market participants and resulting low profit

margins, caused in part by

o Constant advances in product design resulting in constant threat of product

obsolescence and price declines for existing inventory; and



Lack of properly educated and/or trained work force, often including management,

caused in part by

o Lack of educational infrastructure enabling prospective market entrants to

respond to the above challenges.

Sales techniques

Behind the scenes at retail, there is another factor at work. Corporations and

independent store owners alike are always trying to get the edge on their competitors. One

way to do this is to hire a merchandising solutions company to design custom store

displays that will attract more customers in a certain demographic.

The nation's largest retailers spend millions every year on in-store marketing programs

that correspond to seasonal and promotional changes. As products change, so will a retail

landscape. Retailers can also use facing techniques to create the look of a perfectly stocked

store, even when it is not. A destination store is one that customers will initiate a trip

specifically to visit, sometimes over a large area. These stores are often used to "anchor" a

shopping mall or plaza, generating foot traffic, which is capitalized upon by smaller

retailers.

Customer service

Customer service is the "sum of acts and elements that allow consumers to receive

what they need or desire from your retail establishment." It is important for a sales

associate to greet the customer and make himself available to help the customer find

whatever he needs.

When a customer enters the store, it is important that the sales associate does everything in

his power to make the customer feel welcomed, important, and make sure he leaves the

store satisfied. Giving the customer full, undivided attention and helping him find what he



is looking for will contribute to the customer's satisfaction. For retail store owners, it is

extremely important to train yourself and your staff to provide excellent customer service

skills. By providing excellent customer service, you build a good relationship with the

customer and eventually will attract more new customers and turn them into regular

customers. Looking at long term perspectives, excellent customer skills give your retail

business a good ongoing reputation and competitive advantage.

RETAILING IN INDIA

Retailing in India is one of the pillars of its economy and accounts for 14 to 15 percent of

its GDP. The Indian retail market is estimated to be US$ 500 billion and one of the top

five retail markets in the world by economic value. India is one of the fastest growing

retail markets in the world, with 1.2 billion people.

As of 2013, India's retailing industry was essentially owner manned small shops. In 2010,

larger format convenience stores and supermarkets accounted for about 4 percent of the

industry, and these were present only in large urban centers. India's retail and logistics

industry employs about 40 million Indians (3.3% of Indian population).

Until 2011, Indian central government denied foreign direct investment (FDI) in multi-

brand retail, forbidding foreign groups from any ownership in supermarkets, convenience

stores or any retail outlets. Even single-brand retail was limited to 51% ownership and a

bureaucratic process.

In November 2011, India's central government announced retail reforms for both

multi-brand stores and single-brand stores. These market reforms paved the way for retail

innovation and competition with multi-brand retailers such as Walmart, Carrefour and

Tesco, as well single brand majors such as IKEA, Nike, and Apple. The announcement

sparked intense activism, both in opposition and in support of the reforms. In December



2011, under pressure from the opposition, Indian government placed the retail reforms on

hold till it reaches a consensus.

In January 2012, India approved reforms for single-brand stores welcoming anyone in the

world to innovate in Indian retail market with 100% ownership, but imposed the

requirement that the single brand retailer source 30 percent of its goods from India. Indian

government continues the hold on retail reforms for multi-brand stores.

In June 2012, IKEA announced it had applied for permission to invest $1.9 billion in India

and set up 25 retail stores. An analyst from Fitch Group stated that the 30 percent

requirement was likely to significantly delay if not prevent most single brand majors from

Europe, USA and Japan from opening stores and creating associated jobs in India.

On 14 September 2012, the government of India announced the opening of FDI in multi-

brand retail, subject to approvals by individual states. This decision was welcomed by

economists and the markets, but caused protests and an upheaval in India's central

government's political coalition structure. On 20 September 2012, the Government of

India formally notified the FDI reforms for single and multi-brand retail, thereby making it

effective under Indian law.

On 7 December 2012, the Federal Government of India allowed 51% FDI in multi-brand

retail in India. The government managed to get the approval of multi-brand retail in the

parliament despite heavy uproar from the opposition. Some states will allow foreign

supermarkets like Walmart, Tesco and Carrefour to open while other states will not.



Modern retailing in India

Punjab

Uttar Pradesh

West Bengal

Telangana

Karnataka

Tamil Nadu

Madhya Pradesh

Gujarat

Maharashtra

Delhi

Kerala

Haryana



Indian market has high complexities in terms of a wide geographic spread and distinct

consumer preferences varying by each region necessitating a need for localization even

within the geographic zones.

India has highest number of outlets per person (7 per thousand) Indian retail space per

capita at 2 sq. ft. (0.19 m2)/ person is lowest in the world Indian retail density of 6 percent

is highest in the world. 1.8 million Households in India have an annual income of over 4.5

million (US$74,700.00).

While India presents a large market opportunity given the number and increasing

purchasing power of consumers, there are significant challenges as well given that over

90% of trade is conducted through independent local stores. Challenges include:

Geographically dispersed population, small ticket sizes, complex distribution network,

little use of IT systems, limitations of mass media and existence of counterfeit goods.

Country

Modern Retail

(in 2011, % of total)

India 7%

China 20%

Thailand 40%

United States 85%

A number of merger and acquisitions have begun in Indian retail market. PWC estimates

the multi-brand retail market to grow to $220 billion by 2020.

Indian retailers

A 2012 PWC report states that modern retailing has a 5% market share in India with about

$27 billion in sales, and is growing at 15 to 20% per year.



There are many modern retail format and mall companies in India. Some examples are in

the following table.

INDIAN

RETAIL

GROUP

MARKET REACH IN 2011

Pantaloon Retail 65 stores and 21 factory outlets in 35 cities, 2 million square feet

space

Shoppers Stop 51 stores in 23 cities, 3.2 million square feet space

Spencers Retail 200 stores in 45 cities, 1 million square feet space

Reliance Retail 708 mart and supermarkets, 20 wholesale stores in 15 cities, 508

fashion and lifestyle, 1206 crore (US$200 million) per month sales

in 2013

Bharti Retail 74 Easyday stores, plans to add 10 million square feet by 2017

Birla More

575 stores nationwide

Tata Trent 59 Westside mall stores, 13 hypermarkets

Lifestyle Retail 15 lifestyle stores, 8 home centers

Future Group 193 stores in 3 cities, one of three largest supermarkets retailer in

India by sales, 916 crore (US$150 million) per month sales in 2013



2.2 COMPANY PROFILE

FUTURE GROUP

Future group, led by its founder and Group CEO, Mr. KISHORE BIYANI, is one

of Indias leading business houses with multiple businesses spanning across the

consumption space. While retail form the core business activity of Future Group, group

subsidiaries are present in consumer finance, capital, insurance, leisure and entertainment,

brand development, retail real estate development, retail media and logistics.

Big Bazaar is the largest hypermarket chain in India. As of August31, 2014 there are 167

stores across 100 cities and towns in India covering around 18 million sq. ft. of retail

space. Big Bazaar is designed as an agglomeration of bazaars or Indian markets with

clusters offering a wide range of merchandise including fashion and apparels, food

products, general merchandise, furniture, electronics, books, fast food and leisure and

entertainment sections.

Big Bazaar stores are aimed at providing a local marketplace feel to the shoppers. They

offer a wide variety of household items including retail apparels, food products, general

merchandise, furniture, electronics, books, fast food, etc. Several stores also have leisure

and entertainment sections.



Future Group also owns Central Hypermarket, Brand Factory, Pantaloons, eZONE, Home

Town, futurebazaar.com, and KB's Fair Price, apart from Big Bazaar.



Big Bazaar was introduced by the Future Group in September 2001 with the

opening of its first four stores in Kolkata, Indore, Bangalore and Hyderabad within a

period of 22 days. Started by MR. KISORE BIYANI Big Bazaar was launched mainly as

a fashion format selling apparel, cosmetics, accessories and general merchandise.

Future groups joint venture partners include, US-based stationery product retail, staples

and Middle East- based Axiom Communications. The current retail formats of the Future

Group include Big Bazaar, Food Bazaar, Electronic Bazaar and Furniture Bazaar.

According to MR. KISORE BIYANI, the inspiration behind this entire retail format was

from Saravana Stores, a local store in T. Nagar, Chennai. Big Bazaar is popularly known

as the INDIAN WALMART today.



BOARD OF DIRECTORS

Mr. Kishore Biyani- Group CEO, Future Group

Mr. Anil Biyani- Director, Future Group

Mr. Rakesh Biyani- Director, Future Group

Mr. Sunil Biyani- Director, Future Group

Mr. Vijay Biyani- Director, Future Group

Future Ideas

We Future Ideas

Work to create the Idea

Economy Ideas have currency

and create human progress

Ideas build and transform the

world

We Future Ideas Take deep

pride in empathizing with

consumers We are NOT Hired

Consultants but Idea Partners

That work with you as seekers

To deliver solutions We are



Facilitators We believe in

collaboration

We Future Ideas

Build values and scenarios.

And create Ideas that can

impact Business,

Organizations, Individuals

and Society

We Future Ideas

Work to create Intellectual

Property for you not for

money alone but for the

belief in Ideas and the power

embedded in Ideas.

We Future Ideas Are humbled

that you give us a chance.

Milestones

25 years ago, we began our pioneering journey transforming the Indian retail landscape,

whole-heartedly believing in rewriting rules and retaining values.

Today, our deep footprint across India and landmark growth is testament to our enduring

values.

2011

April 2011 KBs Fair price celebrates opening its 200 stores in India

May 2011 Future Supply Chains becomes ISO certified



2010

Future Group launches its telecom brand T24 in partnership with Tata Teleservices

to provide additional loyalty benefits to its customers.

Future Group launches products in key FMCG categories through SACH, a brand

co-created with Sachin Tendulkar.

Future Group connects over 4000 small and medium Indian manufacturers and

entrepreneurs with consumers.

2009

Future Group celebrates its first Shopping Festival across all retail formats in key

Indian cities.

Future University starts its campuses in Ahmadabad, Bangalore and Kolkata to

offer degree programs through a tie-up with IGNOU.

Future Group partners with Hong Kong-based Li & Fung Group to strengthen its

supply chain and logistics network across the country.

2008

Future Capital Holdings becomes the second group company to make a successful

Initial Public Offering (IPO) in the Indian capital market.

Big Bazaar crosses the 100-store mark, marking one of the fastest expansions of

the hypermarket format anywhere in the world.

Total operational retail space crosses the 10 million square feet mark.

Future Group acquires rural retail chain Aadhar from the Godrej Group, which has

a presence in 65 rural locations.

2007

Future Group crosses the $1 billion turnover mark.



Specialized companies in retail media, logistics, IPR and brand development and

retail-led technology services become operational.

Pantaloon Retail wins the International Retailer of the Year award at US-based

National Retail Federation convention in New York, and Emerging Retailer of the

Year award at the World Retail Congress held in Barcelona.

Online portal Futurebazaar.com becomes Indias most popular shopping portal.

2006

Future Capital Holdings, the groups financial arm, is formed to manage over $1.5

billion in real estate, private equity and retail infrastructure funds.

Home Town, the home building and improvement products retail chain, is

launched along with consumer durables format e zone and furniture chain

Furniture Bazaar.

Future Group enters into joint venture agreements to launch insurance products

with Italian insurance major Generali.

Future Group forms joint ventures with US office stationery retailer Staples.

2005

Future Group moves beyond retail and acquires a stake in Galaxy Entertainment,

Indus League Clothing and Planet Retail.

Future Group sets up Kshitij, Indias first real estate investment fund, to build a

chain of shopping malls.

2004

Future Group launches Indias first seamless mall, Central, in Bangalore.

2002

Food Bazaar, the supermarket chain is launched.

2001



Future Group launches three Big Bazaar stores within a span of 22 days in Kolkata,

Bangalore and Hyderabad.

1997

Future Group enters modern retail with the launch of the first 8000-sq. ft. store

Pantaloons in Kolkata.

1995

Future Group launches John Miller, a brand for Formal shirts.

1994

The Pantaloon Shoppe, Future Groups exclusive menswear store in a franchisee

format is launched across the nation. The company starts distribution of branded

garments through multi-brand retail outlets across the nation.

1992

Pantaloon Retail India Ltd makes an Initial public offer (IPO).

1991

BARE, an Indian denim brand is launched.

1987

The company is incorporated under the name of Manz Wear Private Limited.

Pantaloons, one of Indias first formal trouser brands, is launched.

AWARDS AND RECOGNITION

2014

CII- Supply Chain and Logistics Excellence Awards

Future Supply Chain awarded with CII- Supply Chain and Logistics Excellence

Awards of the year 2014.



Supply Chain Personality of the Year

Mr. Anshuman Singh, Managing Director & CEO, Future Supply Chains awarded

with Supply Chain Personality of the year 2014.

Operational Excellence in Warehousing of the year

Future Supply Chains awarded with Operational Excellence in Warehousing of the

year 2014.

Emerging Player of the Year 2014

Indian Chamber of Commerce recognized FSC as Emerging Player of the Year

2014.

India Retail Award 2014

Big Bazaar Direct Retail store of the year honoured with eRetailer of the Year

2014

Indian eRetail Award 2014

Big Bazaar Direct, our eRetailing format awarded with Disruptive Retailer of the

Year 2014

2013

Future Retail Limited Won the Best Run Award in IT (Technology Solutions) at SAP

ACE 2013

HomeTown became the first Indian retailer to bag Global Innovation Award for

the year 2012- 2013

Best Run Award 2013

Future Retail Limited Won the Best Run Award in IT (Technology Solutions) at

SAP ACE 2013



EMC Transformers Award 2013

Technology Services Team at Future Group won the EMC Transformers Awards

for their smart and judicious use of IT services.

CIO100 Awards 2013

Business Technology Services of Future Group won this award for the 2nd

consecutive year for the project "Pratibimb", a project carried for virtualization of

desktops to enhance user productivity.

CISO Award 2013

IT support services received this prestigious for innovative ways to secure the

business in the most effective manner and deliver business value, by creating

competitive advantage, optimizing business processes, enabling growth and

improving relationships with customers.

CIO100 Awards 2013

Future Group's Business Technology Services team was recognized for its

successful efforts in virtualization of desktops within the organization.

Consumer Survey of Product Innovation 2013

Sach Handwash voted product of the year by Consumer Survey of Product

Innovation 2013

Images Fashion Awards 2013

The Most Admired Fashion Retail Personality of the Year Mr. Kailash Bhatia

The Global Innovation Award

International Home + Housewares Retail Excellence /Global Innovation' for the

year 2012-2013 HomeTown



Retailer Technology Awards 2013

Future Group's IT team was felicitated with the following awards:

Retail Application of the year

IT Team of the year

Supply Chain Software Solution

Rural Marketing Association of India's (RMAI) Corporate Awards 2012

Best marketing communication towards women, youth and children Future

Learning

2012

Best FMCG 3PL Company of the Year 2012

Future Supply Chain awarded as Best FMCG 3PL Company at Express, Logistics

and Supply Chain Conclave.

CISO Award 2012

Future Group was felicitated for using Information security technology in the most

effective and innovative manner

Golden Spoon Awards 2012

Most Admired Food and Grocery Retailer of the Year for its Private Labels in Big

Bazaar Future Group

Retail Professional of the Year for innovation in Private Brands- Mr. Devendra

Chawla, President Food & FMCG Category

Images Fashion Awards (IFA) 2012

Most Admired Private Label Retailer - Pantaloons

ET Retail Awards 2012

FedEx Most Trusted Retailer of the Year Award Big Bazaar

TRRAIN Retail Employee of the Year Award Mr. Jitendra Kalyani, Big Bazaar



Recognition by CMO Council, USA and CMO Asia

Master Brand Award - Future Supply Chains

Retail Icon of the Year- Mr. Anshuman Singh, MD & CEO, Future Supply Chains

Bloomberg UTV B-School Excellence Award

Best educational institute in Retail- Future Innoversity

2011

Retail Supply Chain Excellence Award

Future Supply Chain awarded with Retail Supply Chain Excellence Award at

Express, Logistics and Supply Chain Conclave in the 2011.

Designomics Awards 2011 - Recognising Businesses that build value through Design

Winning Designomist at the World Brand Congress 2011 - Future Group

CNBC AWAAZ Consumer Awards 2011

Most Recommended Modern Retail Brand of the Year in the Popular Choice

category- Big Bazaar

Brand Equity's Most Trusted Brands 2011 awards

Most Trusted Retailer - Big Bazaar

Images Retail Awards 2011

Most Admired Retailer of the year 2011 in the Home Products Category-

HomeTown

Excellence Awards & Recognition 2011 for Finance & Accounting Transformation

through Shared Services

Best Shared Service Centre (SSC) for the category of Shared Service Centre

Servicing Clients in an Indian Sub-Continent- nuFuture Digital India Ltd. (NDIL)


Most Admired Food & Grocery Retailer of the Year: Private Labels Food Bazaar



Most Admired Retail Professional in Food & Grocery category Mr. Damodar

Mall, Head, Integrated Food Strategy.

Marketing Excellence Awards 2011 held by Indira Group of Institutes

Best Employer Of The Year - Future Supply Chains

DNA and Stars of the Industry Group Innovative B-school Awards

Star News National B-School Award for being an outstanding B School with an

Industry Related Curriculum Future Innoversity

ACE (Awards for Customer Excellence) 2011

2011 SAP ACE award in the Best-Run Business in Mobility Adoption - Pantaloon

Retail

Franchise India Expo 2011

Best Food And Grocery Chain Of 2011 - Food Bazaar

Best Value Retailer of 2011 - Big Bazaar

Best Brand Licensee In FMCG - Walt Disney Brands By Future Consumer

Enterprises

Industry Institute Partnership Symposium

Appreciation for contribution to placement of over 75 rural Below Poverty Line

youth at McDonalds Mr. Ayan Thankur, Future Learning

Star News Brand Excellence (B.E.) Awards

Brand Excellence (B.E.) Awards in the Retail Sector - Future Group

ICAI Awards 2011

CFO - Service Sector category Mr. C.P.Toshniwal

Food Retail & SCM and Agro Logistics: Summit & Awards 2011

Food Supply Chain Company Of The Year In Retail Category - Food Bazaar



2010

Images Fashion Awards 2010

Most Admired Large Format National Fashion Retailer of the Year - Central

Titan IFA Most Admired Large Format Retailer of the Year - Central


Most Admired Food & Grocery Retailer of the Year : Private Label Pantaloon

Retail

Coca-Cola Golden Spoon Awards 2010

Most Admired Retail Group of the Year - Future Group

Most Admired Retailer in Food Category - Food Bazaar

Most Admired Retailer in Hypermarket Category - Big Bazaar

CNBC Awaaz Consumer Awards

Most Preferred Multi Brand Food & Beverage Chain - Big Bazaar

Most Preferred Multi Brand Retail Outlet- Big Bazaar

Most Preferred Multi Brand One Stop Shop- Big Bazaar


Most Admired F&G Retailer of the Year: Private Label - Pantaloon Retail

Most Admired F&G Retailer of the Year: Large Formats - Big Bazaar

exchange4media Radio Advertising Awards (ERAA) 2010

Advertiser of the year - Future Group

Best Brand Integration on Radio (Retail): GOLD - Fashion@BigBazaar - RJ Style

O Meter

Best On Ground Activation for a client (Retail): GOLD - Fashion@BigBazaar - RJ

Style O Meter



Best Use of Radio in a Media Plan: SILVER Fashion@BigBazaar - RJ Style O

Meter

Best Brand Integration on Radio (Retail): SILVER - Pantaloons 3 Idiots

Best Campaign of the year: SILVER - Future Group Shopping Festival

Asia's Best Employer Brand Awards

HR Leadership award - Mr. Ameet Naik, General Manager HR FHDL

Employer of the Year (Retail Category) by Indira Group of Institutes Future

Learning & Development Limited (FLDL)

2009

Retail Supply Chain Excellence Award

Future Supply Chain awarded with Retail Supply Chain Excellence Award at

Express, Logistics and Supply Chain Conclave in the 2009.

CNBC Awaaz Consumer Awards 2009

Most Preferred Multi Product Chain - Big Bazaar

Most Preferred Multi Brand Food & Beverage Chain - Big Bazaar

Images Fashion Forum 2009

Most Admired Fashion Group Of The Year - Future Group

Most Admired Private Label - Pantaloons, lifestyle format

Critics' Choice for Pioneering effort in Retail Concept Creation - Central

Indian Retail Forum 2009

Most Admired Retail Group of the Year - Future Group

Asia Retail Congress 2009

Retail Marketing Campaign of the year - Future Group - The Great Indian

Shopping festival

Retailer of the Year Hypermarkets - Future Group




Most Admired Food & Grocery Retailer Of The Year PRIL

Most Admired F&G Retailer of the Year: Large Formats - Big Bazaar

Most Admired F&G Retailer of the Year: Private Label - Pantaloon Retail

The Gurukul Awards

The Best Upcoming Institute Award Future Learning & Development Limited

(FLDL)

Indian Merchant Chambers and Asian Centre for Corporate Governance and

Sustainability

Best Audit Committee 2009 Award for Pantaloon Retail

In-Store Asia 2009

Gold in Sports & Equipment Category - Planet Sport Vashi Central

Gold in Departmental Store of the Year - Goregaon Central

Gold in Shopping Mall & Arcade of the Year - Gurgaon Central

Merit in Window Display of the Year HomeTown

Merit for Electronic store larger than 5000 sq.ft - eZone Goregaon

Merit for Best Visual Merchandising - Future Axiom

2008

Indian Retail Forum Awards 2008

Most Admired Retail Group of the year Future Group

Most Admired Retail Face of the Year - Kishore Biyani

Most Admired Retailer (Hypermarket) Big Bazaar



The INDIASTAR Award 2008

Food Bazaar: Best Packaging Innovation With this award, Pantaloon Retail (India)

Limited becomes the first Indian Retailer to win the prestigious INDIASTAR

Award.

Retail Asia Pacific 500 Top Awards 2008

Gold Winner - Top Retailer 2008 Asia Pacific For more information on the

awards, kindly click here.

Coca-Cola Golden Spoon Awards 2008

Most Admired Food & Grocery Retail Visionary of the Year: Kishore Biyani.

Most Admired Food & Grocery Retailer of the Year Supermarkets: Food Bazaar.

Most Admired Food & Grocery Retailer of the Year - Hypermarkets: Big Bazaar.

Most Admired Retailer of the Year - Dynamic Growth in Network Expansion

across Food, Beverages & Grocery: Future Group.

Most Admired Food & Grocery Retailer of the Year - Consumer's Choice: Big

Bazaar.

The Reid & Taylor Awards for Retail Excellence 2008

Retail Leadership Award: Kishore Biyani

Retail Best Employer of the Year: Future Group

Retailer of The Year: Home Products and Office Improvements: HomeTown

CNBC Awaaz Consumer Awards 2008

Most Preferred Multi Brand Food Retail- Big Bazaar

2007

Images Retail Awards

Most Admired Retail Face of the Year: Kishore Biyani

Most admired retailer of the year: Large format, multi product store: Big Bazaar



Most admired retailer of the year: Food and Grocery: Food Bazaar

Most admired retailer of the year: Home & office improvement: HomeTown

Most admired Retail Company of the year: Pantaloon Retail (India) Ltd.

National Retail Federation, New York

International Retailer for the Year 2007 Pantaloon Retail (India) Ltd.

World Retail Congress, Barcelona

Emerging Market Retailer of the Year 2007 Pantaloon Retail (India) Ltd.

Hewitt Best Employers 2007

Best Employers in India (Rank 14th) Pantaloon Retail (India) Ltd.

PC World Indian Website Awards

Best Indian Website In The Shopping Category - Futurebazaar.com

Reader's Digest Trusted Brands Platinum Awards

Trusted Brands Platinum Award (Supermarket Category) Big Bazaar

2006

13th Lions Gold Award 2006

Future Supply Chain was awarded with Lions Gold Award by Lions Club of SOL,

Mumbai

Retail Asia Pacific Top 500 Awards, Singapore

Asia Pacific Best of the Best Retailers Pantaloon Retail (India) Ltd

Best Retailer in India Pantaloon Retail (India) Ltd

Asiamoney Awards

Best Managed Company in India (Mid-cap) Pantaloon retail (India) Ltd.

Ernst & Young Entrepreneur of the Year Award

Ernst & Young Entrepreneur of the Year (Services) Kishore Biyani



CNBC Indian Business Leaders Awards

The First Generation Entrepreneur of the Year Kishore Biyani

Lakshmipat Singhania IIM Lucknow National Leadership Awards

Young Business Leader Kishore Biyani

CNBC Awaaz Consumer Awards

Most Preferred Large Food & Grocery Supermarket Big Bazaar

Images Retail Awards

Best Value Retail Store Big Bazaar

Best Retail Destination Big Bazaar

Best Food & Grocery Store Food Bazaar

Retail Face of the Year Kishore Biyani

Reader's Digest Awards

Platinum Trusted Brand Award - Big Bazaar

Reid & Taylor Awards for Retail Excellence

Retail Entrepreneur of the Year Kishore Biyani

2005


PRIL- Most Admired Retailer of the Year

Food Bazaar- Retailer of the Year(Food and Grocery)

Big Bazaar-Retailer of the Year(Value Retailing)

Central-Retail Launch of the Year

Voted by Business Today magazine as one of the

Top 20 Companies in India to watch in 2005

India's most investor-friendly companies in the top 75

India's Biggest wealth creators in the top 100



DAKS London

PRIL- Brand Builder of the Year

2004


PRIL- Most Admired Retailer of the Year

Food Bazaar- Retailer of the Year(Food and Grocery)

Big Bazaar-Retailer of the Year(Value Retailing)

Central-Retail Launch of the Year

Reid & Taylor and DLF Awards

PRIL - Retailer of the year

2003

Indian Express Award

PRIL Marketing Excellence and Excellence in Brand Building

Indusland Bank (India Brand Summit)

PRIL - Excellence in Brand Building

OUR BELIEFS

Future Group was founded on a simple idea: Rewrite rules, retain values. This

fundamental belief created a new kind of marketplace, forever transforming Indian retail.

Today our core values continue to guide how we do business and improve the quality of

life of the people we serve.

At Future Group we are committed to being a catalyst of positive change in the

communities, societies and business sectors in which we operate. We envision Indias

transformation into the legendary 'Sone Ki Chidiya' (golden bird), taking wings once

again to reach greater heights.



We take pride in our Indianness. Our belief in inclusiveness for long-term sustainable

growth and economic prosperity evokes trust among consumers, employees, suppliers,

partners, shareholders and the community.

Group Vision

Future Group shall deliver Everything, Everywhere, Everytime for Every Indian

Consumer in the most profitable manner.

Group Mission

We share the vision and belief that our customers and stakeholders shall be served

only by creating and executing future scenarios in the consumption space leading

to economic development.

We will be the trendsetters in evolving delivery formats, creating retail realty,

making consumption affordable for all customer segments for classes and for

masses.

We shall infuse Indian brands with confidence and renewed ambition.

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

We shall ensure that our positive attitude, sincerity, humility and united

determination shall be the driving force to make us successful.

Core Values

Indianness: Confidence in ourselves.

Leadership: To be a leader, both in thought and business.

Respect & Humility: To respect every individual and be humble in our conduct.



Introspection: Leading to purposeful thinking.

Openness: To be open and receptive to new ideas, knowledge and information.

Valuing and Nurturing Relationships: To build long term relationships.

Simplicity & Positivity: Simplicity and positivity in our thought, business and

action.

Adaptability: To be flexible and adaptable, to meet challenges.

Flow: To respect and understand the universal laws of nature

2.3 PRODUCT PROFILE

Future Brands

Future Brands Limited (FBL) is involved in the business of creating, developing,

managing, acquiring and dealing in consumer-related brands and IPRs (Intellectual

Property Rights).

We retail a wide range of products and brands, some of which have been grown and

nurtured by our group companies.



Mobile Telephony T24

In partnership with Tata Teleservices Limited, Indias dual-technology telecom

operator, Future Group provides mobile telephony services under the brand name T24 on

the GSM platform. T24 (Talk 24 hours) provides mobile telephony services to the customers of

Future Groups retail stores. A differentiated offering in the crowded telecom space, T24 aims to

increase loyalty among the millions of customers who patronize our retail stores. Based on the

concept of Talk More, Shop More the T24 brand offers unique benefits for customers shopping

at Future Groups shopping network.

Future Group is focused on building partnerships with the three pillars of

Collaboration, Assistance and Synergy.

Collaboration

Collaboration is achieved in business planning and management to ensure optimal growth

by creating joint business plans with a constant review of performance.

Assistance

Assistance is extended by leveraging Future Group's resources.

Synergy

Synergy is generated by putting our strengths together to create a unique position in the

marketplace. We combine our strengths to create a unique value proposition by sharing



consumer insights and product knowledge, joint brand building, value engineering and

developing new products. With a proven track record of developing long-term partnership

models on a win-win basis, Future Group is a partner to some of the most reputed

speciality retailers from around the world.



Payback Loyalty Program

Future Group has taken the whole concept of customer loyalty to the next level by

joining hands with PAYBACK. PAYBACK is Indias largest and one of Europes most

successful multi-partner loyalty programs. With PAYBACK, customers can shop, save

and get rewarded. This program enables consumers to collect millions of points across

online and offline partners with just a single card. Customers can accumulate points

across Future Group formats, thereby making shopping rewarding.

PAYBACK is Europe's leading customer loyalty program, headquartered in

Germany, with a total of 25.5 million active cardholders in Germany and Poland. In India,

Now that Future Group has become a part of this bandwagon, customers are bound to earn

points at every step from formats like Big Bazaar, Food Bazaar, Pantaloons, Central,

Home Town, eZone, Brand Factory and Future Bazaar.

These points can then be redeemed for air miles, movie tickets, air tickets and vice versa.

With Future Group and PAYBACK Shopping is Rewarding.



Benefits of PAYBACK

Our formats Big Bazaar, Food Bazaar, Pantaloons, Central, Home Town, eZone, Brand

Factory and Future Bazaar are a part of the PAYBACK Loyalty program.

PROFIT CLUB MEMBERSHIP CARD

Profit club membership card is the card where Big Bazaar gives the customer to

make profit @ 20%. In this card if customer deposits Rs.10000, then Big Bazaar gives

customer Rs. 12000 back. customer loyal to purchase worth Rs.1000 every month and

after 10 month when the customer money will over then Big Bazaar provides 2 months

extra purchasing power. With this money customer makes 20 % profit.



CHAPTER III

ORGANISATIONAL STRUCTURE

3.1 ORGANISATIONAL STRUCTURE

An organizational structure defines how activities such as task allocation, coordination

and supervision are directed towards the achievement of organizational aims.

STORE MANAGER

ASST. STORE MANAGER

DEPT. MANAGER

ASST. DM

TEAM LEADER

TEAM MEMBER

CSD

HR

MANAGER

VISUAL

MARCHANDISING

ASST. DM

ADMINISTRATION

MAINTENANCE

MARKETING

MANAGER

HOUSE

KEEPING

INFO.

SECURITY

SALES

MANAGER

CASHIER



STORE MANAGER

The store manager works at a top level in organization. He has responsibilities of the store

and he will take the decision in the organization.

ASSISTANT STORE MANAGER

The assistant store manager takes the role of the second store manager as vice store

manager. Sometimes assistant manager works like a store manager when the store

manager is absent.

DEPARTMENT MANAGERS

There are the departmental managers; they take place their respective department.

HR MANAGER

HR manager handles the Human Resource department and he will recruit the

suitable employee. The HR department of BIG BAZAAR is very dynamic. Employees are

the biggest strength and asset of any organization and the HR dept. realizes this very well.

This is very evident from the way of the HR dept. handles all its employees. They take

almost care to selection, train, motivate and retain all the employees. They have

continuous developmental programmed for all the employees.

MARKETING MANAGER

The marketing manager takes the responsibilities of marketing department.

Marketing concept is a customer orientation backed by integrated marketing aimed at

generating customer satisfaction as the key to satisfying organizational goal. For a firm in

order to implement the marketing concept it has to focus its attention on the consumer,

ascertain his/her needs, discuss and want before.



CHAPTER IV

FUNCTIONAL DEPARTMENTS

Functional department is the most common type of organizational management.

The organization is grouped by areas of specialty within different functional areas (e.g.,

finance, marketing, and engineering).

HUMAN RESOURCE DEPARTMENT

The HR department of BIG BAZAAR is very dynamic. Employees are the biggest

strength and asset of the organization and the HR dept. realizes this very well.

This is very evident from the way of the HR dept. handles all its employees. They take

almost care to selection, train, motivate and retain all the employees. They have

continuous developmental programmed for all the employees.

KEY FUNCTIONS OF THE HR Dept.

1) Recruitment and Selection

2) Training and Development

3) Promotion and Transfer

4) Wages and salary administration

HR MANAGER

ASST. HR MANAGER

EMPLOYEE EMPLOYEE EMPLOYEE



5) Performance Appraisal

6) Industrial Relations

7) Disciplinary Action and

8) Welfare Measures

Policies at Big Bazaar

The Company has formulated the following HR policies for the welfare of the employees

in the organization. They are as follows:

Carrier Development Plan and Promotion Rules for employee.

Big Bazaar conduct and Disciplinary Action Rules for junior employee and above.

Medical Attendance Rules.

Leave Rules.

Education Advance.

Delegation of Powers.

Annual Increment.

Education offer.

MARKETING DEPARTMENT

Marketing concept is a customer orientation backed by integrated marketing aimed

at generating customer satisfaction as the key to satisfying organisational goal. For a firm

in order to implement the marketing concept it has to focus its attention on the consumer,

ascertain his/her needs, discuss and want before.



ORG (Operational Research Group)

Operational Research Group report main source of marketing research private

agency which study the competitors consumer demand, market etc. that generates the

report.

FUNCTIONS OF MARKETING DEPARTMENT

1. Marketing Mix : it is the policy adopted by the RETAIL Industry to get success in

the field of marketing

2. Product Policy: It includes both the turns of development & improvement

produced and existing products. This all totally done by both marketing & R & D

department.

3. Sales & Promotion: Big Bazaar want to make the more profit by sales

maximisation. Big Bazaar done the promotion with help of

a. Sponsorship.

b. CSR Activity.

FINANCE DEPARTMENT

It is the life blood of every organization. It is concerned with managerial decision making.

This department is concerned with proper utilization of cash. It identifies the source of

finance where to borrow.

It has abundant of function which can be enumerated as follows:

DEPT. MANAGER

ASST. MANAGER

SALES MANAGER



Effective funds management which is inverted in beneficial projects.

Decision making regarding fixing of cash account.

Obtaining trade credit.

Profit Maximization.

Wealth Maximization.

Preparation of cash budgets.

Systematic approach to working capital management.

To protect financial interest of the company.

ORGANIZATION STRUCTURE OF FINANCE DEPARTMENT

AUDIT DEPARTMENT

Big Bazaar audit wing is headed by internal auditor. Auditing is vital for the company as it

facilitates verifying of all the books of a/c by trial balance, it also comply with

requirements for central excise & income tax purposes.

After the Auditors monitor everything they give report which is helpful to the company.

FINANCE DEPARTMENT

Account Manager Auditor



MAIN ITEMS OF PROFIT AND LOSS ACCOUNT

Turnover or sales: The aggregate amount of sales and connected items with the

sales such as commission paid to sole-selling agents and other selling agents and

brokerage and discounts on sales other than usual trade discount.

Miscellaneous expenses: In this head items such as rates and taxes, insurance

premium etc., must be stated separately.

Preliminary expenses: Such expenses include the costs of formation of a

company and since their amount is usually large, it is not desirable to write off

them in one year.

Unclaimed dividends: It is shown on the liabilities side of the balance sheet under

the heading current liabilities .

Interim dividends: It is an item of appropriation. It is transferred to the debit side

of the Profit and loss appropriation account.

Final dividend as an item of the trial balance: This is shown in the debit side of

the appropriation section of the profit and loss account.

Proposed dividend or final dividend proposed: Since it is an adjustment item, it

has to be shown at two places- In the debit side of the profit and loss appropriation

account and on the liabilities side of the balance sheet under the head current

liabilities and provisions.

Political donations: It must be shown as a separate item in the profit and loss

account.

Dividend on interest income: This item is transferred to the credit side of the

profit and loss account.

Payment to auditors: It must be stated separately. This will include consultancy

fee, auditing fees management services etc.



Managerial remuneration: This includes the payments made to managerial

remuneration directors fee, pension, other allowances and commission.

STORES DEPARTMENT

Big Bazaar has well- managed stores department for each of the division in the

factory; there are separate miscellaneous stores department for goods and tools.

Objectives;

Assuring the availability of material at right quantity.

Maintenance of adequate, but not excessive storage of materials at all

time.

Achieving maximum efficiency in sales with least investment in

inventory.

Types of stores:

Logistics stores

Food stores.

Goods stores

These stores play a great role in maintaining of required stock. It also facilitates

maintenance of suitable store organization structure. It monitors the procedures of the

receipt.

LOGISTICS

Logistics is very important department of Big Bazaar. It is responsible for

procuring the all the products of the different departments. The logistics department

receives the goods from the warehouse. The logistics department receives the stock of



different goods and verifies the quantity and quality of the goods with the particulars given

in the Goods Received Statement which it receives along with the stock.

The logistics department receives two truck loads of stock every day. It is the respective

departmental Managers who place an order to the zonal head office through e-mail for

stock of goods when they feel that stock has to be replenished. The logistics department

work in complete coordination with all the other departments to ensure that the stocks are

received and maintained properly continuously for the smooth functioning of Big Bazaar

and avoid any inconvenience to the customer.

CUSTOMER SERVICE DESK (CSD)

As the name suggests this is the separate dept. which mainly focuses on customer

service like if a customer finds difficulty in finding any product, if there are customer

complaints, they are also looked into, any customer assistance etc. is also provided.

There is also an exchange counter where if a customer is dissatisfied or wants to exchange

the product he/she has purchased for any reason, the customers can exchange them within

7 days their purchase. This department is also responsible for announcing all the offers

running in the store on different products throughout the day. This dept. also gift wrapping

for any product if the customer wants it at free of cost. The ultimate aim of this department

is to help and satisfy the customer in every possible manner and makes the customer

experience memorable.

Strategy

3-C Theory

According to Mr. Kishore Biyani's 3-C theory, Change and Confidence among the

population is leading to rise in Consumption, through better employment and income. Big

Bazaar has divided India into three segments:



India one: The Consuming class which includes upper middle and lower middle

class (14% of India's population).

India two: The Serving class which includes people like drivers, household helps,

office persons, liftmen, and washermen (55% of India's population) and

India three: The Struggling class (31% of India's population).

Schemes and innovations

Wednesday Bazaar

The concept of Wednesday Bazaar was promoted as 'Hafte Ka Sabse Sasta Din'

(Cheapest Day of the Week). Initiated in January 2007, the idea behind this scheme was to

draw customers to stores on Wednesdays, the day when consumer presence is usually less.

According to the chain, the aim of the concept was 'to give home makers the power to save

the most'.

Maha Bachat

The concept of 'Maha Bachat' (Mega Saving) was introduced in the year 2006 as a single

day campaign with promotional offers across the company outlets. Over the years, the

concept has grown to become a six-day biannual campaign. During the campaign, offers

are given in all the value formats including Big Bazaar, Food Bazaar, Electronic Bazaar,

Furniture Bazaar, Fashion bazaar.

The Great Exchange Offer

Introduced on 12 February 2009, 'The Great Exchange Offer' allows customers to

exchange their old goods for Big Bazaar coupons. The coupons can be redeemed later for

buying brand new goods from Big Bazaar outlets across the nation.



CHAPTER V

SWOT ANALYSIS

This part of the report on the organisational study conducted at Big Bazaar,

Bangalore has been allotted to narrate the SWOT analysis carried out for the study unit.

SWOT analysis is very much significant so as to identify the internal strengths and

weaknesses, external opportunities and threats. The rest of the part of this chapter gives a

vivid account on the Strengths, Weaknesses, Opportunities and Threats of Big Bazaar,

Rajaji Nagar, Bangalore.

5.1 STRENGTHS

Strengths are internal attributes that are helpful to the organization to achieve its

objectives. The strengths segment of SWOT analysis provides an area to list everything

done right either individually or as an organization. This section contains both strengths

within the organization and external strengths, such as client relationships. Organizations

should seek to reflect their strengths honestly to maintain the integrity of the SWOT

analysis. Feedback from others can also provide clarification on strengths captured in this

segment of the SWOT analysis. A good first step before a more in depth analysis or a

good summary of detailed findings takes into consideration of external business

environment as well as internal capabilities. Here are some strengths of Big Bazaar.

Better understanding of customer helping the company to serve them better.

Vast range of product under one roof helping in attracting 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 in various retail formats.



Ability to get products from customers at discounted price due to the scale of

business.

Huge loyal customer base therefore maximum percentage of footfalls converted in

sales.

High brand equity in retail market.

State of art infrastructure of the Big Bazaar outlet.

Huge investment capacity.

5.2 WEAKNESSES

Weaknesses are internal attributes that are harmful to the organization to achieve

its objectives. The weaknesses segment contains needed improvements within an

organization or personally. Analysis in this segment can provide a clear list of areas that

need a development plan to remedy the issues identified. Tools such as action plans and

goal formation provide ways to improve weaknesses. It may tend to persuade companies

to compile lists rather than think about what is actually important in achieving objectives.

No suggestions for solving disagreements can become too focused on the short term or no

obligation to verify statements or aspects based on the data or the analysis. It also presents

the resulting lists uncritically and without clear prioritization. From a competitive

standpoint, organizations should attempt to mitigate weaknesses as soon as possible since

they can offer an undesired opportunity to their competitors. Here are some weaknesses of

Big Bazaar.

High cost of operation due to large fixed costs.

Very thin margin.

High attrition rate of employee.

Lacks in branded products.



Long lines at billing counters which are time consuming

5.3 OPPORTUNITIES

Opportunities are external factors that help the organization to achieve its future

objectives. Opportunities for improvement exist within all organizations. This makes the

opportunities segment of the SWOT analysis important. Within this segment,

organizations identify internal and external opportunities. To have a comprehensive list,

organizations sometimes use group facilitation to identify these opportunities.

Organizations can add both current and future opportunities to this segment of the

quadrant. Here are some opportunities for Big Bazaar.

Lot of potential in the urban as well as rural market.

Can enter into production of various products due to its in depth understanding of

customers test and preference.

Can expand the business in smaller cities as there are a lot of opportunities.

To bring the customers of the other retail outlet by dealing with branded products.

More people these days prefer to big stores where they can find large varieties of

product under one roof.

5.4 THREATS

Threats are external factors that are harmful to the organization to achieve its

objectives. By examining threats, such as new competitors in the market, organizations

can implement counter measures prior to the threat occurring. To ensure success,

organizations may need to deal with both future and present threats. Here are some threats

of Big Bazaar.

High business risk involved.



Lot of competitors coming up to tap the market potential.

Margin of business reducing all the time.

Convenience of customers to nearby Kirana store.

Opening up the other discounted stores.

Competitors, big global players are planning to foray in the market.

Competition from existing value retail chains such as Reliance (fresh and trends),

Birla More etc.



CHAPTER VI

SUMMARY OF FINDINGS, RECOMMENDATIONS AND

CONCLUSION

This chapter deals with summary of findings, recommendations and conclusion.

Findings are the act of determining the properties of Big Bazaar. It is a source of

information of the functioning of the retail outlet while the recommendations are the

suggestion provided to the retail outlet to meet its short and long term goals. It is a source

of channel through which management of Big Bazaar can come up with new business

marketing ideas to maximize the sales as well as revenue. The rest of the chapter describes

specific findings, recommendations based on the study carried out and conclusion for the

study.

6.1 FINDINGS

Big Bazaar is undoubtedly the number one retailer in India. It has built a very

emotional and cordial relationship with its customers. It is also very intending to

build long term relationship with all its stakeholders which are very essential for a

successful business venture.

It is observed that the organisation hierarchy is professional as all the departmental

Managers directly report to the Store Manager who in turn reports to the Zonal

Head.

Big Bazaar, with 25 year of experience in the field of weaving fabrics, is the

leading Apparels and fashion design fabric company.

There exist a healthy and positive relationship between employees and managers.



The employees accept their responsibilities wholeheartedly, accept that it is their

responsibility to carry out a part of the activities of the company and they will be

held accountable for the quality of their work.

It is found that more than 60% of the employees are of the age group of 20-

35.From this it reveals that company is having young and energetic workforce who

are very creative, enthusiastic and also very determined to grow in their career and

in turn helping the company to grow.

Working environment is good and also the various facilities provided helps in

motivating the employees.

The company is reaching out to all the sections of the society as it is creating a

hypermarket where not only the rich people shop but also the middle and lower

class customers come to enjoy the whole shopping experience.

6.2 RECOMMENDATIONS

As the sales promotion schemes are major tool to influence the buyer, so the

company should maintain their proper flow of the promotional schemes as

compare to the competitors.

Relationship between customer and employees of BIG BAZAAR should be good.

Feedback of customer needs to be taken.

A proper communication channel should be implanted in the organization to

improve productivity and reduce confusion.

Proper inventory management techniques should be evolved.

The company faces severe competition in the global market hence it should

develop a new strategy not only to increase exports but also to make more

customer faith.



The company should give due care to environmental concerns.

Social media marketing is lacking in the organization hence it should be given

priority for cost effective marketing.

6.3 CONCLUSION

Retail market has been very much competitive since last one decade. Big Bazaar

has been a consistent performer in retail industry and has been in stable state, but the retail

market is getting cut throat competition because of the advanced technology adopted by

other retail companies. So as to make it profitable Big Bazaar should adopt latest

technology to make changes in the environment of the business. It should release the new

added features in the market and use new marketing strategies so that business can endure

in the market. By providing a better working conditions and refreshments to the

employees will lead reinforcements and commitments towards their work and

responsibilities to meet organisations future goals as well as to take the organisation at

commanding heights. And thus it can be concluded that the retail industry in general will

be playing a dominant role in the economy in the days to come.

6.4 LEARNING EXPERIENCE

The organisation study which I have done in BIG BAZAAR (FUTURE RETAIL

LTD.) graves a lot of learning experience to me. The organisation study helps me to

familiarize the business environment. It helps me to identify and evaluate the strengths,

weaknesses, opportunities and threats faced by the company. The study helps me to

understand that the company is facing tough competition but still able to make profit. The

company has good organisational structure and effective working team. The exposure

received from the study is a turning point in the academic curriculum. It helps to acquire



knowledge about functional and managerial aspects of the company. I thank all the

members of BIG BAZAAR for their valuable support during my learning period.



BIBLIOGRAPHY

BOOKS

Kishore Biyani (2007), It happened in India (1 Edition), Rupa Publications.

Stephen Covey (1994), The Seven Habits of highly effective people (6th

Edition), Simon & Schuster UK Ltd.

Anthony Robbins (1992), Awaken The Giant Within You (1st Edition), Simon &

Schuster UK Ltd.

Robbins, Stephen P. (2004), Organizational Behaviour (10 Edition), Prentice-

Hall India.

WEBSITES

www.pantaloonretail.in

www.futurebazaar.com

www.futurebrands.co.in

www.futuregroup.in

www.fch.in

www.fldl.in

www.futuresupplychains.com

www.futuremedia.in

www.google.co.in

en.wikipedia.org

future group.pdf

Documents