jealous 21 retail experience-pooja sriram
TRANSCRIPT
“A Study of the Factors influencing the Retail Experience of the Brand‐Jealous 21”
Manipal University
Research project submitted to the Manipal University in partial completion of
III Semester, MBA in Advertising & Marketing Communications
By
Ms. Pooja S
Under the guidance of
Prof. Asha Nadig
DIVISION OF MEDIA AND ENTERTAINMENT
MANIPAL UNIVERSITY
BANGALORE CAMPUS
1
TABLE OF CONTENTS
INTRODUCTION ..................................................................................................................................... 8
OVERVIEW .......................................................................................................................................... 10
SIGNIFICANCE OF THE PROJECT ................................................................................................... 12
OBJECTIVES ....................................................................................................................................... 12
LIMITATIONS OF THE PROJECT ..................................................................................................... 14
LITERATURE REVIEW ....................................................................................................................... 15
EXPLANATION- CONCEPTUAL FRAMEWORK ........................................................................... 25
RETAIL EXPERIENCE ....................................................................................................................... 25
DIMENSIONS OF RETAIL EXPERIENCE ........................................................................................ 26
CUSTOMER EXPERIENCE MANAGEMENT .................................................................................. 33
DIMENSIONS OF EXPECTATION .................................................................................................... 36
CUSTOMER EXPERIENCE MAP ...................................................................................................... 37
MEASURING EMOTIONS IN CUSTOMER EXPERIENCES IN RETAIL STORE ENVIRONMENTS ............................................................................................................................... 38
METHODOLOGY ADOPTED .............................................................................................................. 42
RESEARCH DESIGN........................................................................................................................... 42
METHODS OF DATA COLLECTION ................................................................................................ 42
SAMPLING METHODS ADOPTED ................................................................................................... 45
DATA COLLECTION TOOLS ............................................................................................................ 46
QUESTIONNAIRE DESIGN ............................................................................................................... 46
VALIDITY & RELIABILITY .............................................................................................................. 49
DATA ANALYSIS ................................................................................................................................... 50
ASSUMPTIONS ................................................................................................................................... 51
DESCRIPTIVE ANALYSIS ................................................................................................................. 51
USE OF STATISTICAL TOOLS ......................................................................................................... 69
RESEARCH FINDINGS & CONCLUSION......................................................................................... 78
FINDINGS & DISCOVERIES ............................................................................................................. 78
ANALOGIES & CONCLUSION ......................................................................................................... 80
RECOMMENDATIONS ...................................................................................................................... 83
OVERALL OUTCOME OF THE STUDY ........................................................................................... 87
BIBILIOGRAPHY .................................................................................................................................. 88
BOOKS & JOURNALS ........................................................................................................................ 88
REPORTS ............................................................................................................................................. 90
WEBSITES ........................................................................................................................................... 90
ANNEXURE- QUESTIONNAIRE ......................................................................................................... 91
2
LIST OF TABLES
TABLE 1
Factors influencing Retail Experience in General perception.............................63
TABLE 2
Extent of influence of factors in General Perception...........................................63
TABLE 3
Factors influencing Retail Experience of Jealous 21 stores.................................65
TABLE 4
Opinion about Jealous 21 stores.........................................................................65
3
LIST OF GRAPHS
Bar Graph 1: Window Display comparison between General Perception & Jealous 21.......................50
Bar Graph 2: Ranking of different Jealous 21 showrooms on Window display...................................50
Bar Graph 3: Ambience comparison between General Perception & Jealous 21.................................51
Bar Graph 4: Background Music comparison between General Perception & Jealous 21...................52
Bar Graph 5: Staff comparison between General Perception & Jealous 21..........................................53
Bar Graph 6: Colour & Lighting comparison between General Perception & Jealous 21....................54
Bar Graph 7: Store layout & Arrangement comparison between General Perception & Jealous 21...55
Bar Graph 8: Ranking of different Jealous 21 showrooms on Store layout & arrangement..................55
Bar Graph 9: Choice & Variety comparison between General Perception & Jealous 21......................56
Bar Graph 10: Ranking of different Jealous 21 showrooms on Choice & variety.................................56
Bar Graph 11: Offers & promotions comparison between General Perception & Jealous 21...............57
Bar Graph 12: Trial Room experience comparison between General Perception & Jealous 21............58
Bar Graph 13: Customer profile comparison between General Perception & Jealous 21......................59
Bar Graph 14: Ranking of different Jealous 21 showrooms on Customer profile.................................59
Bar Graph 15: Billing procedure comparison between General Perception & Jealous 21.....................60
Bar Graph 16: Parking comparison between General Perception & Jealous 21....................................61
Bar Graph 17: Ranking of different Jealous 21 showrooms on parking facilities.................................61
Bar Graph 18: Summary of all factors influencing Retail Experience in the General Perception.........62
Bar Graph 19: Summary of all factors influencing Retail Experience in Jealous 21 stores...................64
Bar Graph 20: Overall ranking of Jealous 21 on all Retail aspects........................................................66
Line Graph 1: Consolidated plotting of all averages of all factors.........................................................69
Line Graph 2: Correlation of all factors & Overall Rank.......................................................................70
Line Graph 3: Regression equation of Staff & Overall Ranking of Jealous 21......................................73
Line Graph 4: Regression equation of Ambience & Overall Ranking of Jealous 21..............................73 Line Graph 5: Regression equation of Parking & Overall Ranking of Jealous 21..................................74
4
DECLARATION
I do hereby declare that this project work entitled “A Study of the factors influencing
the Retail Experience of the Brand- Jealous 21” submitted by me for the partial
fulfilment of the requirements for the award of Master In Business Administration
(MBA) in Advertising & Marketing Communications, to Manipal University is a
record of my own research work.
The report embodies the finding based on my study and observation and has not been
submitted earlier for the award of any degree, diploma, fellowship or any other similar
title or prize to any Institute or University.
Date: 22.Nov.2010 Pooja. S
Place: Bangalore Roll No: 092517002
5
CERTIFICATE FROM THE GUIDE
DIVISION OF MEDIA AND ENTERTAINMENT
MANIPAL UNIVERSITY
BANGALORE CAMPUS
This is to certify that the project report entitled
A Study of the factors influencing the Retail Experience of the Brand- Jealous 21
submitted in partial fulfilment of the requirements for the degree of
Masters of Business Administration of
Manipal University
Ms. Pooja S
092517002
has worked under my supervision and guidance and that no part of this report has been
submitted for the award of any other degree, diploma, fellowship or other similar titles
or prizes and that the work has not been published in any journal or magazine.
Date: 22.Nov.2010 Certified by
Place: Bangalore Prof. Asha Nadig
6
ACKNOWLEDGEMENT
It is really a great pleasure to have this opportunity to describe the feeling of gratitude
imprisoned in the core of my heart.
I convey my sincere gratitude to the Head-Marketing & Visual Merchandising of Indus
Leauge Clothing Mrs. Shibani Mishra for giving me the opportunity to prepare my
project work on the Retail Experience of Jealous 21. I express my sincere thanks to Mr.
Balaji. B, Assistant Manager-Jealous 21 and the staff members of the Exclusive Brand
Outlets of Jealous 21 who have co-operated with me and answered my innumerable
questions.
I am thankful to Prof. Asha Nadig for her guidance during my project work and sparing
her valuable time for the same.
I express my sincere obligation and thanks to all the faculties of Manipal Institute of
Media & Entertainment for their valuable advice in guiding me at every stage in
bringing out this report.
I am also thankful to my family, friends and all the patrons who patiently filled out my
questionnaire and for their kind co-operation.
Pooja. S
7
CHAPTER 1
INTRODUCTION
Kishore Biyani in his book, It happened in India says; the one crucial thing that has
helped has him is his ability to be able to think in terms of mass customer base and
focus on a single minded pursuit of growth. His biggest fear is losing touch with the
public. He is most paranoid about it. His business is therefore entirely dependent on
observing people, understanding their emotions and catering to their needs; it has been
his imperative as a mass player. (pg.47)
Getting information and feedback from customers has been the main agenda of the
entire business that he runs. Even though he was much against the methodologies of his
then run family business, Kishore Biyani says that he has learnt one important thing
from it. In his words;
“At our shop in Kalbadevi, we would sit on gaddis- thick mattresses supported
by round pillows. Well, it wasn’t just the comfortable gaddis that I liked; I
admired the basic structure of the setup. The Seth or owner squatted on the gaddi
in a corner and was surrounded by the munim (chief accountant) and his
deputies. The deputies could talk directly with the Seth whenever they wanted,
accounts were written without vouchers on the statements itself and the Seth
could directly interact with his clients & customers.
This ensured a direct flow of information, insights & knowledge from the
customer front. Modern day businesses are structured in a way that most of the
critical details of the ground level are lost in the multiple layers of the
organisation. We make grand presentations & have long meetings just to share
8
data. Often, the only outcome of these meetings is deciding when to meet next.
By the time the data reaches the top, it’s either been misinterpreted or has
become irrelevant. Organisations that allow insights & information to flow
freely will be the ones to come up with the best ideas.
As of now, we have 5 layers or bands within our company- and I don’t see any
reason why we can’t do with just 3- the information gathering layer, the
knowledge creation layer & the strategy layer. Reducing to just 2 layers like
the Seth’s may not be possible, but building a seamless organisation is going to
be one of my primary objectives over the next 10 years.”
My project on “A study of the factors influencing the Retail experience of the
Brand-Jealous 21” is thus, one of the ways to help the information gathering layer of
the business to get valuable feedback from their customers.
The Objectives of my study, I believe are perfectly in line with Kishore Biyani’s
thoughts itself. In his book, It Happened in India he says, his strength lies in
understanding the needs & aspirations of the Indian customer. The Indian customer both
challenges & intrigues him and as an organisation they still do not completely
understand each section of the population. Their focus has been & will continue to be
on watching, evaluating & capitalising the domestic consumption space.
9
OVERVIEW
JEALOUS 21 is one of the famous Brand Names under Indus-League, a new generation
lifestyle brand marketing company It is part of India’s biggest Retail giant, Future
Group (Pantaloons).
Pantaloons Retail India Ltd. is one of India’s largest organized modern-format retailers
promoted by Mr. Kishore Biyani. From the beginning in 1987, PRIL has today evolved
as one of the leading manufacturer-retailer and are among the pioneers in setting up a
nation-wide chain of large format stores in India. PRIL is entrepreneur driven,
professionally managed focused on meeting the customer requirements for a large
component of their spend across fashion, food, general merchandise, home in both value
and lifestyle segments.
Jealous 21 is a brand of Casual, Stylish & Trendy clothing from the house of Indus-
League Clothing Ltd. Jealous 21 is the first brand in India to be known for their “Hip
Fit” jeans- that ensures every woman the perfect fit.
It offers 3 hip sizes for each waist size. Jealous 21 also offers ranges of clothing in
Party, Casual & Denim. Also available are a vast variety of accessories including Bags,
Leggings, Belts & Jewellery.
Jealous 21 is positions as a brand for the YOUNG GIRL, in the age group of 17-24.
Jealous 21 encourages every girl to be an individual, to set trends, speak her mind and
follow her dreams. It is a store focusing on providing a value for money proposition as
it provides quality fashion products at an affordable price as compared to the
competitors.
10
Collection at the Jealous 21 stores
Pastel Denim
Jealous 21 offers a range of jeans in pastels. Whether in peachy ice, indigo bleach,
breezy blue or grey rush- its the perfect trend for anyone to have fun with. The long
body tees available in light shades go perfectly with pastel denims.
Demolition Denims
Ripped, shredded and distressed denim are red hot in fashion and Jealous 21 has taken
on this trend too. It is not the most polished look but sure is “sexy” and “strong”. The
light and distressed jeans can provide a fun and stylish look to a casual and even a
dressy outfit.
Jeggings
A pair of jeans that fits like a dream is what every girl wants- so Jealous 21 offers them
Jeggings- jeans in the form of leggings. Its cool and absolutely comfortable to wear. It
has the feel of denim but the comfort & fit of leggings. Jealous 21 makes available the
digital viscose tops with digital face prints in monochromes and neutral shades.
The scooter gurl range
Jealous 21 has launched the scooter girl range for all those girls who love their bikes
and enjoy their freedom. The range is fun and stylish for the girl who is out and about
in the city. The cool print tees teamed up with the perfect fitting hip fit jeans, plus a
casual jacket or glam waistcoat completes this look. A range of accessories that includes
vibrant coloured scarves/bandanas, funky printed buffs or the fun handbags makes
shopping at Jealous 21 a treat for every scooter girl.
11
SIGNIFICANCE OF THE PROJECT
Even with all the money spent in managing the communications around a brand, so
much of a consumer’s sense of a brand comes through the brand experience. This is
particularly true in a retail environment where ensuring brand consistency can be more
challenging than with the manufacturing of products.
Since the Research Project is backed by the corporate, its results will be used within the
company to help in marketing strategies.
The research will enable me to gain specialised knowledge in Retail, Consumer
Behaviour and Brand Building & Positioning to a large extent.
OBJECTIVES
• To understand the various dimensions of Retail Experience
• To study about customer preferences and experience of shopping.
• To understand the impact of various retail aspects and their effect on shopping
experience
• To learn about the impact of the retail experience on a brand
• To understand the customer’s expectation from retail service provider.
• To find out the consumer mapping of Jealous in comparison with competitors
like Levis, Lee, Wrangler, Calvin Klein, Diesel etc....
• Learn about youth (girls) consumer buying behaviour
12
13
LIMITATIONS OF THE PROJECT
• The research is conducted only in the Exclusive Brand Outlets of Jealous 21 and not
in the other retail formats such as Pantaloons, Central mall and Brand Factory where
the brand is also available.
• The sample size chosen is limited to 200 only because of time and financial
constraint.
• Data collected may not be a representation of the entire population.
• This study was limited to the capabilities and willingness of the respondents in
appropriately answering the questions and information given by respondents
may be correct or may not be correct.
14
CHAPTER 2
LITERATURE REVIEW
“Retail is a simple business. …..At the very basic retail is about buying and selling –
something human beings have been doing since they started living in societies. All one
needs to be successful in retail, is common sense. Unfortunately, common sense is not
that ‘common.’(Kishore Biyani, It Happened in India, p.g 154)
Customer experience encompasses every aspect of a company’s offering—the quality of
customer care, of course, but also advertising, packaging, product and service features,
ease of use, and reliability. Yet few of the people responsible for those things have
given sustained thought to how their separate decisions shape customer experience. To
the extent they do think about it, they all have different ideas of what customer
experience means, and no one more senior oversees everyone’s efforts.
Some companies don’t understand why they should worry about customer experience.
Others collect and quantify data on it but don’t circulate the findings. Still others do the
measuring and distributing but fail to make anyone responsible for putting the
information to use.
Although few companies have zeroed in on customer experience, many have been
trying to measure customer satisfaction and have plenty of data as a result. The problem
is that measuring customer satisfaction does not tell anyone how to achieve it. Customer
satisfaction is essentially the culmination of a series of customer experiences or, one
could say, the net result of the good ones minus the bad ones. It occurs when the gap
between customers’ expectations and their subsequent experiences has been closed. To
15
understand how to achieve satisfaction, a company must deconstruct it into its
component experiences.
Customer experience is the internal and subjective response customers have to any
direct or indirect contact with a company. Direct contact generally occurs in the course
of purchase, use, and service and is usually initiated by the customer. Indirect contact
most often involves unplanned encounters with representations of a company’s
products, services, or brands and takes the form of word-of-mouth recommendations or
criticisms, advertising, news reports, reviews, and so forth.
Observation is the key and the best way to understand customers. “I do that every day.
We are trained to do that. So, while we are at the airport we are watching people, and
then at the stores and the malls. We observe people anywhere and everywhere.”
(Kishore Biyani, It Happened in India, p.g 143)
Retail Design
In today’s experience economy, design has gained status in retail management. Retail
design specifically focuses on several aspects that need to be considered when creating
retail stores. Firstly, retail design entails an understanding of what will work
aesthetically in a retail environment. This involves a comprehension of the importance
customers in general attribute to tangible (material) and intangible (atmospheric) design
elements.
Secondly, retail design also includes an understanding of how different store
dimensions will perform functionally and commercially. Thirdly, retail designers
evidently have to reflect on the question how the store’s design can be built to budget.
Finally, the design also has to meet regulations concerning the use of a public space
16
(Kindleysides, J. (2007) An Introduction to Retail Design). When customers visit a
retail store, they immediately make an association between the products sold in the
store, their price, the store’s ‘tone of voice’ and ambience and the retailer’s presence
and identity. As a result, retail design and retail branding cannot be disconnected from
each another (any more). Since design of retail store environments nowadays needs to
provide inspiration to customers (Bäckström, K. & Johansson, U. (2006). Creating and
Consuming Experiences in Retail Store Environments: Comparing Retailer and
Consumer Perspectives, Journal of Retailing and Consumer Services, vol. 13, pp 417),
retailers and designers need to be on the same wavelength as their target group.
Knowing what customers value as important is necessary information for retailers,
because in that way, they not only can understand what appeals emotionally to the target
group, but moreover, what functionalities they appreciate (Inman, J. & Winer, R. (1998)
Where the Rubber meets the Road: A Model of in-store Consumer Decision making,
Marketing Science Institute report, Cambridge.). Retailers in turn can transfer this
knowledge to designers, which can try to translate this knowledge into design practice.
Thinking about how retailers and designers can understand what appeals functionally
and emotionally to customers, brings us to concepts of ‘customer experience’ and
‘experience economy’.( Underhill, P. (1999) Why we buy what we buy, Simon &
Schuster, New York.)
Customer experiences
The concept ‘customer experience’ was formulated in 1982 by Holbrook and
Hirschman as a new experiential approach to consumer behaviour. Until then, the
customer was considered to be a rational decision-taker, who tried to purchase the best
product from an available selection of products at a reasonable price (Fiore, A. & Kim,
17
J. (2007) An Integrative Framework capturing Experiential and Utilitarian Shopping
Experience, International Journal of Retail & Distribution Management, vol. 35, no. 6,
pp 421-442.). Holbrook and Hirschman (Holbrook, M. & Hirschman, E. (1982), The
Experiential Aspects of Consumption: Consumer Fantasies, Feelings and Fun, Journal
of Consumer Research, vol. 9, pp 132-140.), however, stated that in contrast to this
rational and utilitarian approach, some consumption activities were better explained by
an experiential approach. A customer’s interaction with a product, service (and / or
shopping environment) can be intrinsically satisfying, without thinking about a product
or service’s utilitarian functionality (Holbrook, M. & Hirschman, E. (1982). The
Experiential Aspects of Consumption: Consumer Fantasies, Feelings and Fun, Journal
of Consumer Research, vol. 9, pp 132-140.). The publications of Holbrook and
Hirschman brought attention to the importance of certain variables (more specifically,
emotions) which were largely neglected until then.
Experience economy
The ‘experience’ concept came to the fore in the management discipline with the
publication in 1999 of Pine & Gilmore’s book on the Experience Economy (Pine, J. &
Gilmore, J. (1999) The Experience Economy. Work is Theatre and Every Business a
Stage, Harvard Business School Press, Boston). Pine & Gilmore present experiences as
a new economic offering, which emerges as the next phase after an economy of
commodities, goods and services. According to their viewpoint, managers from now on
need to focus on creating and directing memorable customer experiences. Therefore,
they describe six different features of an experience. First of all, experiences need to be
worth remembering. Secondly, experiences need to be focused on an appropriate theme,
which characterizes the company and appeals to customers. Thirdly, negative elements
18
which can divert customers’ attention from the experience, need to be removed.
Fourthly, experiences need to appeal to as many customers’ senses as possible.
Fifthly, since every experience is the consequence of an interaction between an
organized ‘event’ and the (emotional, mental, physical …) condition of the customer at
the time of the interaction, every experience is personal. Finally, Pine & Gilmore state
that customers need to pay for experiences. According to their viewpoint, as long as a
company does not ask a price for an experience, the experience cannot be considered as
a proper economic offering. In the years after Pine & Gilmore’s publication, several
other authors focused their attention on customer experiences as a new lever for value
creation (Gentile, C., Spiller, N. & Noci, G. (2007) How to Sustain the Customer
Experience: an Overview of Experience Components that Co-Create Value with the
Customer, European Management Journal, vol. 25, no. 5, pp 395-410). At the beginning
of the 21st century however, the original conceptualization of the experience economy
was criticized. One of the main points of criticism in literature which stresses the
potential significance of creating customer experiences is the lack of empirical support
(Verhoef, P., Lemon, K., Parasuraman, A., Roggeveen, A., Tsiros, M. & Schlesinger, L.
(2009) Customer Experience Creation: Determinants, Dynamics and Management
Strategies, Journal of Retailing, vol. 85, no. 1, pp 31-41). Until today, a lot of existing
experience design has come forth from conventional wisdom. Empirical support, and
scholarly verification and research in general, however, is indispensable for guiding the
design of a retail store environment. Given that different authors agree on the
importance of emotions in customer experiences, this paper focuses on a related
question: are the methodologies used by different scientific disciplines for measuring
emotions applicable for measuring emotions in customer experiences in retail store
environments?
19
Measuring emotions in customer experiences in retail store environments
Trying to measure emotions, triggered by consumption activities in general, has proven
not to be an easy task. Authors who tried to measure emotional states that occurred
during consumption have most frequently used emotion measurement instruments
developed by emotion theorists. However, the question which is the appropriate way to
measure these kinds of emotional states is still a matter of debate (Sörensen, J. (2008)
Measuring Emotions in a Consumer Decision-Making Context – Approaching or
Avoiding. Aalborg University, Department of Business Studies, Aalborg). By working
according to the principles of ‘Research In Design’ (Horvath, I. (2008) Differences
between ‘Research In Design Context’ and ‘Design Inclusive Research’ in the Domain
of Industrial Design Engineering, Journal of Design Research, vol. 7, no. 1, pp 61-83),
the authors studied emotion measurement methods from background disciplines such as
marketing, psychology and design sciences. The last decades, authors in these
disciplines have tried to capture the mediating role of emotions on consumer responses
in general (Desmet, P. (2002). Designing Emotions. Doctoral Dissertation, Technische
Universiteit Delft, Delft.). For that reason, they can deliver valuable input for studying
human behavior in a retail context. Given the multitude of existing emotion
measurement instruments, it was necessary to set up criteria for selecting three research
methods.
First of all, the measurement instrument should have demonstrated an ability to yield
plausible results. Second, the selected instrument needed to measure emotions in a
format consistent with research practice, since the goal of the pilot study was to
combine different emotion measurement methods. Third, the selected instrument needed
to be applicable in a holistic retail setting. Consequently, the authors selected (i) the
PAD framework1, frequently used in marketing (Pine, J. & Gilmore, J. (1999) The
20
Experience Economy. Work is Theatre and Every Business a Stage, Harvard Business
School Press, Boston) (ii) the Product Emotion Measurement Instrument (PrEmo),
developed in the product design discipline and (iii) a free report task, which consists of
asking customers to describe in their own words the emotions they experienced while
visiting a store. (Desmet, P. (2002). Designing Emotions. Doctoral Dissertation,
Technische Universiteit Delft, Delft). Before presenting the selected methods and the
results of the pilot study, the authors already want to acknowledge here that next to the
selected methods, various other emotion measurement instruments exist.
In the Spring of 2009 the Verde Group, The Jay Baker Retailing Initiative at the
Wharton School of Business and the Retail Council of Canada conducted research to
explore the “WOW” shopping experience.
This study, which is the sixth in Verde/Wharton’s series of retail experience studies,
surveyed 1,006 North American shoppers to explore what constitutes “WOW” shopping
experiences – those retail interactions that are particularly great, that surprise and
delight the customer, and that build long term loyalty to a retailer. Specifically, it
explored:
• How do shoppers define great Retail Experience
• How frequently do they occur?
• Do they vary by gender, age, country or store type?
• Which great experiences matter most to loyalty and a store’s bottom line?
Findings by Verde Group
• Over 50% of shoppers have had a great shopping experience at some time.
Great shopping experiences bring back shoppers
21
75% of shoppers who have enjoyed a great experience with a specific retailer definitely
intend to return to that retailer the next time they need a similar product or item. When
shoppers encounter merely “standard” experiences at a store, their likelihood to return
drops by over 65%.
Great shopping experiences drive store advocacy
When a shopper enjoys great shopping, they are almost 80% more likely to definitely
recommend the store to their friends and associates than those shoppers who experience
“standard shopping.”
Shoppers talk about their great experiences
Nearly 80% of shoppers who enjoy a great shopping experience will talk about it with
their friends and associates. When they talk, they talk widely: on average, they’ll tell
between four and five other people about their experience. And volume makes a
difference. The higher the number of elements in a shopper’s great shopping
experience, the more people they tell about the experience.
• Which great experiences should a Retailer focus on in order to drive shopper
loyalty?
Loyalty depends on “brand experience” and “engagement”
Only two of the five great shopping experience categories – “Brand Experience” and
“Engagement” – have a meaningful impact on shopper loyalty. Of these two, “Brand
Experience” is the more important factor by nearly 40%.
22
Retailers under-deliver on “brand experience”
Although “Brand Experience” elements are by far the most important for creating
shopper loyalty, they are less frequently experienced by shoppers. Retailers do a much
better job at delivering “Engagement” experiences.
• Age, gender and country of shopper define a great shopping experience.
Older shoppers are harder to “wow”
The older the shopper, the less likely they are to report having great shopping
experiences. And it takes more to deliver great shopping to older shoppers. On average,
shoppers over 60 years of age require more than 11 great shopping elements to create a
single great shopping experience – nearly 30% more than their younger counterparts.
Great has less impact on young shopper loyalty
Although it is easier to “WOW” younger shoppers – particularly those 18 to 30 –
delighting these shoppers has a lower loyalty payoff. In general, delivering great
shopping to this age segment has a 25% lower loyalty return than does delivering great
shopping to older shoppers.
Men talk more about ‘Great’ than Women
When it comes to spreading the word about great shopping experiences, gender makes a
difference. Although male and female shoppers are equally likely to tell someone when
they’ve enjoyed great shopping, male shoppers talk more widely. On average, they will
tell nearly 50% more people about their shopping experience.
23
Women care more about ‘Great’ then men
While great shopping experiences inspire men to speech, they inspire women to action
and loyalty. Female shoppers who enjoy great shopping are 30% more loyal than their
male counterparts, and are 25% more likely to return to the store where they enjoyed
their great experience.
• When a shopper enjoys a great shopping experience, store loyalty increases
dramatically.
• Not all great shopping experiences are equal
24
CHAPTER 3
EXPLANATION- CONCEPTUAL FRAMEWORK
RETAIL EXPERIENCE
Experience design (XD) is the practice of designing products, processes, services,
events, and environments with a focus placed on the quality of the user experience and
culturally relevant solutions, with less emphasis placed on increasing and
improving functionality of the design. An emerging discipline, experience design draws
from many other disciplines including cognitive psychology and
perceptual, linguistics, cognitive science, architecture and environmental
design, hepatics, hazard analysis, product design, theatre, information
design, architecture, ethnography, brand strategy, interaction design, service
design, storytelling, heuristics, and design thinking.
Experience design is not driven by a single design discipline. Instead, it requires a
cross-discipline perspective that considers multiple aspects of the
brand/business/environment/experience from product, packaging and retail environment
to the clothing and attitude of employees. Experience design seeks to develop the
experience of a product, service, or event along any or all of the following dimensions:
• Duration (Initiation, Immersion, Conclusion, and Continuation)
• Intensity (Reflex, Habit, Engagement)
• Breadth (Products, Services, Brands, Nomenclatures,
Channels/Environment/Promotion, and Price)
• Interaction (Passive < > Active < > Interactive)
• Triggers (All Human Senses, Concepts, and Symbols)
25
• Significance (Meaning, Status, Emotion, Price, and Function)
While it's unnecessary (or even inappropriate) for all experiences to be developed
highly across all of these dimensions, the more in-depth and consistently a product or
service is developed across them — the more responsive an offering is to a group's or
individual's needs and desires (e.g., a customer) it's likely to be. Enhancing
the affordance of a product or service, its interface with people, is key to commercial
experience design.
DIMENSIONS OF RETAIL EXPERIENCE
Retail Experience
Customer Service
Merchandise
Assortment
Location
Communication Mix
Pricing
Store Design
and Display
Source: Gentile, C., Spiller, N. & Noci G
a) Store location
The location of a retail store occupies an important place in retail strategy. It not only
conveys the image of the store, but also influences the merchandise mix and the interior
layout of the store. While the merchandise mix can be changed and prices can be
adjusted, it is difficult to change the decision on store location.
26
Traffic
The traffic – pedestrian as well as vehicular – that passes the site is an important
determinant of the potential sales that can be generated from a store.
Accessibility of the market
Accessibility of a market is defined in terms of the availability of public transport and
road/local trains connections to the markets. It also takes into the frequency of the
corresponding bus/train services and connectivity to the different parts of the city.
All the exclusive outlets of Jealous 21 in Bangalore are located in busy areas, accessible
easily to all public. Further the easy availability of transport facilitates makes the
location really accessible for shopping.
Visibility
Jealous 21 is situated on main roads or very close to the main roads. To enhance the
visibility it has put its sign board on the top of the building. The creative window
displays, takes the visibility to the next step.
Amenities Available
The availability of basic amenities such as washrooms, trial rooms, drinking water,
ample parking space (a factor slated to be gaining utmost importance recently) etc.
plays an important role for attracting customers.
Product Mix Offered
The kind of product mix to be offered by the retailer is another important consideration.
As mentioned earlier the main product line of Jealous 21 in clothing and other
27
accessories comprising a vigilant mix of casual, stylish & trendy aspects. The shopping
ambience of Jealous 21 reiterates the advantages of the location.
HIGH VARIETY
LOW ASSORTMENT HIGH ASSORTMENT
LOW VARIETY
b) Pricing
Since Jealous 21, being part of Future Group provides products to a potentially large
number of customers at affordable prices; it falls in the High Turnover - Low Margin
Category. Its offerings are made affordable to its target group- teenagers and college
students.
HIGH TURNOVER
LOW MARGIN HIGH MARGIN
LOW TURNOVER
28
c) Layout
Exterior Store Design
The location of the buildings is very prominent. It has a modern look which is further
enhanced by the silver finish as well as the pink/red colour appropriately resembling the
brand.
The name Jealous 21 at the top of the buildings further enhances the store’s visibility.
The important considerations of a store design are; the clothes and accessories available
in the store should be nicely put up at the windows of the building. At night the building
should be brightly lit up. The focus should be largely on the name plate at the top. The
entrance must have an automatic door closing system. There should always be someone
to greet the customers entering the shop. At the entrance must be the baggage counter&
also a wheel chair for the disabled. As one proceeds, there should be a customer
grievances desk and a counter for loyalty card members. A couch must also be placed
near the desk, which is really comforting in case of a queue.
Interior Store Design
Flooring and Ceiling
The interior layout generates good brand associations through appropriate color
combinations. The white colour of the walls and floor coupled with the Pink colour of
the visual merchandise helps in portraying the brand effectively.
Graphics and Sign gages
The store must have clearly put up signage to various sections such as the new arrival
section, the sale area, the washroom, the trial room, grievance section etc...Even the
29
promotional schemes must be displayed in a manner to attract the customers and
provide clarity of information.
Atmospherics:
• Lighting
Good lighting in a store involves more than illuminating space. Lighting is used
to highlight merchandise, sculpt face and capture a mood feeling that enhances
the store image. White lighting has been majorly used in the store so that the
customers can identify the requisite colours of the apparels.
• Sound type and density
Instrumental music is played over loud music in the store making the shopping
environmental more serene and calm. Latest songs that connect more to the TG
should be played in the store to enhance the Retail shopping experience of
customers, as the TG of Jealous 21 is the youthful audience who usually hum
along with the tunes in the background.
• Odour type and density
Like sound, odour too has a negative or positive impact on the atmosphere of the
store. The strength (density) of the odour is also important. This is because, even
if the odour is right but too strong or intense, the ultimate impact generated by it
is negative. A girly smell in the store would go along with the pink theme and
also appeal to the girly customers.
The Ambience also includes any other factors that enhance the mood and spirit
of the place for example, during Diwali: lamps; Christmas: Christmas Tree etc....
30
d) Visual Merchandising
Merchandise Type and Density
One can come across campaign graphics in the store with merchandise places near
them. Mannequins are displayed with accessories to generate impulse purchases. Spot
lights are also focused on the visual merchandise so as to gain the attention of the
customers.
Jealous 21 focuses on the latest fashion apparels. No rack is kept empty as it may create
a negative impression in the minds of the customers. E.g. Concerning the T shirts
department, one t shirt of a particular colour or design is displayed, while next to it, on a
shelf the same T shirt but with different colours is displayed.
Fixtures
Detachable fixtures with smooth edges are maintained in the store for flexibility and
easy change.
Packaging
The Products purchased by the Customers are packed in pink coloured recyclable
plastic bags.
31
e) Services and Personal selling
An organization may charge a high price for the high level of service it provides to the
customers or it may charge a low price for a low quality of service provided by the
same. High service – Low Price and Low Service – High Price aspects are not seen as
they epitomize competitive failure. Concerning Jealous 21, the service is of a very high
quality. The prices may be considered as medium to high depending upon the kind of
product one wants to avail of. However as compared to the competitors, the brand
definitely has a distinct advantage in terms of service.
A myriad of services are offered by pantaloons, some of them are discussed below:
Payment Facilities
Every shopper is allowed to make payments for their purchases by Credit Cards, debit
cards as well as cash. All Major Credit Cards and Debit Cards are accepted in the store.
Gift Packaging
At the entrance of the store, near the Customer Service desk, there is a gift wrapping
counter which provides the service of gift packing
Alterations and home delivery
If any alterations are to be made in the clothes purchased, the same is carried out at
absolutely no cost. If the customer is a green card holder or a member of Club 21, the
apparels are delivered at his/her place subject to certain conditions.
32
CUSTOMER EXPERIENCE MANAGEMENT
Customer experience is the sum of all experiences a customer has with a supplier of
goods or services, over the duration of their relationship with that supplier. It includes
awareness, discovery, attraction, interaction, purchase, use, cultivation and advocacy. It
can also be used to mean an individual experience over one transaction; the distinction
is usually clear in context.
The goal of customer experience management (CEM) is to move customers from
satisfied to loyal and then from loyal to advocate. Traditionally, managing the customer
relationship has been the domain of Customer Relationship Management (CRM).
However, CRM strategies and solutions are designed to focus on product, price and
enterprise process, with minimal or no focus on customer need and desire. The result is
a sharp mismatch between the organisation’s approach to customer expectations and
what customers actually want, resulting in the failure of many CRM implementations.
Where CRM is enterprise-focused and designed to manage customers for maximum
efficiency, CEM is a strategy that focuses the operations and processes of a business
around the needs of the individual customer.
33
HHow Jealouss 21 can achieve effecttive CEM
St
str
im
by
cu
pr
on
in
Ta
fe
fe
fr
re
pr
So
trategic CE
rategy by u
mprove thei
y listening
ustomer ex
rofitability
ngoing rel
nterdepende
actical CEM
eedback from
eedback fro
om custom
esponse to d
rocesses.
ource: Philip K
EM – Strat
understandin
ir overall bu
to their c
xperience w
and sustain
lationship
ncies.
tegic CEM
ng key drive
usiness per
customers.
with the c
nability. St
by taking
allows co
ers of custo
formance a
Aligning b
customer e
trategic CE
g a broad
ompanies to
omer satisfac
and achieve
business pro
expectation
EM is cruci
der view
o develop
ction. TNS
e long-term
ocesses to
helps to
ial as it en
on all t
a customer
helps organ
customer r
match the
ensure lo
nsures a su
touch poin
r-centric
nisations
retention
e overall
ong-term
uccessful
nts and
M – Tactic
m your cust
om complai
mer interacti
dissatisfied
cal CEM i
tomers and
int managem
ons with va
or defectin
is a rich re
quickly rea
ment progr
arious touc
ng clients, i
esource all
act on a one
rammes as
h points. In
it allows th
owing you
e-to-one clie
well as inf
n addition t
e business
u to get im
ent basis. T
formation c
to enabling
to pinpoint
mmediate
TNS uses
collected
a quick
t and fix
Kotler, Markeeting Managemment (13th Ediition)
34
One of the key features of successful CEM implementations is their ability to manage
multi-channel interactions. Customer experience solutions address the cross-channel
(contact centre, Internet, self service, mobile devices, brick and mortar stores), cross-
touch point (phone, chat, email, Web, in-person), and cross-lifecycle (ordering,
fulfilment, billing, support, etc.) nature of the customer experience process. By contrast,
CRM solutions tend to offer point solutions for specific customer-facing functions such
as, but not limited to, sales force automation, customer analytics, and campaign
management.
What When How Monitored Who Uses the Information Relevance to Future Performance
Captures and At points of Surveys, targeted Business or Leading: Locates distributes what customer studies, observa functional leaders, places to add a customer thinks interaction: tional studies, in order to create offerings in the about a company “touch points” “voice of
customer” research fulfillable expectations and better experiences with products and services
gaps between expectations and experience
Captures and After there Point-of-sales data, Customer-facing Lagging: Drives distributes what is a record market research, groups such as cross selling by a company knows of a customer Web site click- sales, marketing, bundling products about a customer interaction through,
automated tracking of sales
field service, and customer service, in order to drive more efficient and effective execution
in demand with ones that aren’t
Source: Philip Kotler, Marketing Management (13th Edition)
CEM
CRM
CEM=Customer Experience Management CRM= Customer Relationship Management
There are three patterns of customer experience information, each with its own pace and
level of data collection.
35
DIMENSIONS OF EXPECTATION
There is an interesting aspect which is worth mentioning when target segment
expectations are discussed. There may be a few situations where the retail outlet may
cater to a broad segment (a typical example could be McDonald's outlets all over the
world). Such a situation is possible when a brand with a specific expectation appeals to
a large segment. For example, McDonald's is known all over the world for its value,
cleanliness and convenience. These expectations have been built over a period of time
and hence, it draws consumers from all income groups, age groups and lifestyle groups.
Even a brand like McDonalds today offers a variety which could appeal to distinctive
segments.
An outlet should research the target segment and identify specific dimensions which
could be developed to attract consumers. Convenience for a fast food outlet, fast check-
out during peak hours for a departmental store and variety for a music store are some
dimensions which could be important. In a context where the lifestyle is fast-paced and
complex with several kinds of pressures, an emerging dimension is the need to enjoy
atmospherics and shop at leisure. Shoppers' Stop has positioned itself on this dimension.
It highlighted the total enjoyable shopping experience in its visuals and this was backed
up by an ambience covering a large space (apart from product variety and attention to
consumers). The expectations from a shopping experience were conveyed powerfully
by advertisements which were executed in black and white (unlike the visual colour
ones). There were also advertisements in which customers talked of their experience.
After having created an association with enjoyable shopping experience (to be the first
in the retail ladder on this aspect), the outlet also takes care to ensure that this
association does not get diluted. For instance, when a sale is planned, it is conducted
36
through an event and not labelled as a sale. Fountainhead, the Chennai-based book
store, has also positioned itself as a leisurely shopping experience - a differentiator
among several other book stores.
Expectations grow and change with changes in the environment. The concept of outlet
malls (normally situated on the outskirts of the city) is another point-of-purchase
retailing option which is becoming popular in western markets. These malls have outlets
managed by manufacturers which offer good shopping experience apart from offering
merchandise (not damaged ones) at a discounted price. Large layouts, open spaces and
comfortable car parks apart from lower prices attract a specific segment to these outlets.
CUSTOMER EXPERIENCE MAP
There are six dimensions and three components of experience the map should capture.
These represent important reference points for features of the service design – e.g. how
the service is found, who uses it, what they’re looking for, what information they use,
who and what is of most help etc. By capturing these experiential aspects we ensure the
customers’ voice is represented as the service is designed and implemented.
6 Dimensions: These dimensions help extract content for the map and generate
conversation during the mapping. The responses help in considering what is to be
recommended in the design. (Amber Lindholm)
1. Time/duration
2. Interactivity
3. Intensity
4. Breadth/consistency
5. Sensoral/cognitive triggers
37
6. Siginificance/meaning
3 components: These represent the key content of the map itself. Simply put what
people:
1. Think 2. Do 3. Use
MEASURING EMOTIONS IN CUSTOMER EXPERIENCES IN
RETAIL STORE ENVIRONMENTS
Trying to measure emotions, triggered by consumption activities in general, has proven
not to be an easy task. Authors who tried to measure emotional states that occurred
during consumption have most frequently used emotion measurement instruments
developed by emotion theorists. However, the question which is the appropriate way to
measure these kinds of emotional states is still a matter of debate. By working according
to the principles of ‘Research In Design’, the authors studied emotion measurement
methods from background disciplines such as marketing, psychology and design
sciences. The last decades, authors in these disciplines have tried to capture the
mediating role of emotions on consumer responses in general. For that reason, they can
deliver valuable input for studying human behaviour in a retail context. Given the
multitude of existing emotion measurement instruments, it was necessary to set up
criteria for selecting three research methods.
First of all, the measurement instrument should have demonstrated an ability to yield
plausible results. Second, the selected instrument needed to measure emotions in a
format consistent with research practice, since the goal of the pilot study was to
combine different emotion measurement methods. Third, the selected instrument needed
to be applicable in a holistic retail setting. Consequently, the authors selected (i) the
PAD framework1, frequently used in marketing (ii) the Product Emotion Measurement
38
Instrument (PrEmo), developed in the product design discipline and (iii) a free report
task, which consists of asking customers to describe in their own words the emotions
they experienced while visiting a store. Before presenting the selected methods and the
results of the pilot study, the authors already want to acknowledge here that next to the
selected methods, various other emotion measurement instruments exist
PAD model (Pleasure, Arousal, Dominance) During the last decennia, research on ‘atmospherics’ [14] has made clear that isolated
environmental cues in retail store environments can evoke emotional responses in
customers, and that such emotional responses can, in turn, influence customer’s retail
patronage and store loyalty [21]. Hence, marketing researchers adopted different
methodologies for measuring emotions from the discipline of psychology. This section
focuses on the ‘Pleasure- Arousal-Dominance’ paradigm of Mehrabian & Russell
(1974), since this framework has been frequently employed in the study of effects of
environmental cues in retail stores on emotions. Based on the Stimulus (S) – Organism
(O) – Response (R) model, Mehrabian & Russell [15] proposed a model which relates
features of the environment (S) to behavioural responses within the environment (R),
which are mediated by the individual’s (O) emotional states induced by the
environment.
Source: Mehrabian & Russell, 1974 Mehrabian & Russell stated that three basic emotional dimensions (Pleasure, Arousal
and Dominance) provide a general description of emotions, generated by (stimuli in) an
environment. ‘Pleasure’ is considered as the degree to which a person feels good, joyful
39
or happy, whereas ‘arousal’ is defined as the degree to which a person feels excited,
stimulated, alert or active. ‘Dominance’ is described as the degree to which the person
feels unrestricted or in control of the situation. Mehrabian & Russell hypothesize that
these emotional states mediate a person’s approach or avoidance responses to the
environment, whereby ‘approach responses’ imply that individuals react positively to
the environment (eg. desire to stay longer in the retail store). ‘Avoidance responses’ on
the other hand are characterized by an aversion to the environment (eg. desire to leave
the store). The PAD scale was designed to capture information concerning the pleasure,
arousal and dominance dimensions, underlying emotional states. Therefore, it does not
allow a researcher to identify specific emotional states, as experienced by research
participants. In 1982, Donovan & Rossiter implemented Mehrabian & Russell’s
framework into retailing and service settings. Since then, the PAD framework has been
widely used in marketing and consumer research. In practice, the PAD measure consists
of three separate dimensions (pleasure, arousal and dominance), which are assessed
using six semantic differential items. Every item from the different dimensions is
measured on a 7-point scale. For the purpose of this study, the authors used the
translated version of the PAD questionnaire, developed by Brengman.
The Product Emotion Measurement Instrument (PrEmo)
The Product Emotion Measurement Instrument (or ‘PrEmo’) was specifically designed
to measure emotions, elicited by the appearance of a product. It is a visual self-report
emotion measurement instrument, which uses animated puppets to portray a well-
considered selection of 14 emotions. PrEmo was developed ‘to combine the advantages
of existing verbal and non-verbal self-report instruments’. Different from the
dimensional PAD scale, PrEmo measures respondents’ distinct and mixed emotions
without obliging respondents to verbalize their emotions. Next to this requirement for
40
the instrument, Desmet also stipulated that PrEmo needed to be intuitive, fast and
pleasurable.
Open-ended questionnaire
The third measurement instrument which the authors selected for the present study
consisted of asking customers to describe in their own words the emotions they
experienced while visiting the selected stores. Similar to the PAD scale, an open-ended
questionnaire can be classified as a verbal self-report instrument for measuring
emotions. In contrast to the PAD questionnaire, however, this measurement instrument
allows participants to formulate an answer in their own terminology.
41
CHAPTER 4
METHODOLOGY ADOPTED
RESEARCH DESIGN
Causal research seeks to find cause and effect relationships between variables. It
accomplishes this goal through laboratory and field experiments. In this particular
research the cause and effect relationship can be understood through the following
equation:
Y= a+bx
Where Y= Impact on Brand Jealous 21
a= constant
X= various dimensions of Retail Experience
b= co-efficient of x
METHODS OF DATA COLLECTION
The study is relied on primary as well as secondary data.
Secondary Data:
Before going through the time and expense of collecting primary data, one should check
for secondary data that previously may have been collected for other purposes but that
can be used in the immediate study. Secondary data may be internal to the firm, such as
sales invoices and warranty cards, or may be external to the firm such as published data
or commercially available data. The government census is a valuable source of
secondary data. Secondary data has the advantage of saving time and reducing data
42
gathering costs. The disadvantages are that the data may not fit the problem perfectly
and that the accuracy may be more difficult to verify for secondary data than for
primary data. Some secondary data is republished by organizations other than the
original source. Because errors can occur and important explanations may be missing in
republished data, one should obtain secondary data directly from its source. One also
should consider who the source is and whether the results may be biased.There are
several criteria that one should use to evaluate secondary data.
• Whether the data is useful in the research study.
• How current the data is and whether it applies to time period of interest.
• Errors and accuracy - whether the data is dependable and can be verified.
• Presence of bias in the data.
• Specifications and methodologies used, including data collection method, response
rate, quality and analysis of the data, sample size and sampling technique, and
questionnaire design.
• Objective of the original data collection.
• Nature of the data, including definition of variables, units of measure, categories
used, and relationships examined.
The secondary data for this project was obtained from the marketing division of
Pantaloons, Future Group- Indus League Pvt. Ltd, previous research projects and their
findings.
43
Primary Data
Often, secondary data must be supplemented by primary data originated specifically for
the study at hand. Some common types of primary data are:
• demographic and socioeconomic characteristics
• psychological and lifestyle characteristics
• attitudes and opinions
• awareness and knowledge - for example, brand awareness
• Intentions - for example, purchase intentions.
• motivation - a person's motives are more stable than his/her behaviour,
Primary data can be obtained by communication or by observation. Communication
involves questioning respondents either verbally or in writing. This method is versatile,
since one needs only to ask for the information; however, the response may not be
accurate. Communication usually is quicker and cheaper than observation. Observation
involves the recording of actions and is performed by either a person or some
mechanical or electronic device. Observation is less versatile than communication since
some attributes of a person may not be readily observable, such as attitudes, awareness,
knowledge, intentions, and motivation. Observation also might take longer since
observers may have to wait for appropriate events to occur, though observation using
scanner data might be quicker and more cost effective. Observation typically is more
accurate than communication.
Customer oriented Surveys through Questionnaires and Observation techniques in
Exclusive Jealous Brand outlets, Pantaloons & Bangalore Central format stores have
been used to design the questionnaire and complete this study.
Customer surveys and observation techniques in other branded jeans outlets
44
Universe
The research work was accomplished in only the exclusive Brand outlets of Jealous 21
in Bangalore City only.
Sample Size
Sample size was 200 respondents.
Statistical Tools Used
For the purpose of data analysis, Percentage Method is used for calculation and result was
interpreted.
No. of Respondents
Percentage = ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐×100
Total Respondents
SAMPLING METHODS ADOPTED
Company Selection- This case study is aimed at exploring the brand identity of Jealous
21, a brand of Jeans pants for teenage girls. The reason for choosing Jealous 21 is
because it is a popular brand within the TG and an established label under Pantaloons
Retail, a wing of Future Group.
Respondent Selection- This research will be limited to the geographic boundaries of
Bangalore City. Girls between the age group of 15 and 28 will be approached for the
surveys. Interviews will also involve store managers, rigorous shoppers etc...
Convenience sample selection will be used due to time constrains.
45
DATA COLLECTION TOOLS
• Focus Group Discussions
• Observation
• Questionnaires
QUESTIONNAIRE DESIGN
The questionnaire is an important tool for gathering primary data. Poorly constructed
questions can result in large errors and invalidate the research data, so significant effort
has been put into the questionnaire design. The questionnaire was tested thoroughly
prior to conducting the survey.
Measurement Scales
Attributes can be measured on nominal, ordinal, interval, and ratio scales:
• Nominal numbers are simply identifiers, with the only permissible mathematical
use being for counting. Example: social security numbers.
• Ordinal scales are used for ranking. The interval between the numbers conveys
no meaning. Median and mode calculations can be performed on ordinal
numbers. Example: class ranking
• Interval scales maintain an equal interval between numbers. These scales can
be used for ranking and for measuring the interval between two numbers. Since
the zero point is arbitrary, ratios cannot be taken between numbers on an interval
scale; however, mean, median, and mode are all valid. Example: temperature
scale
46
• Ratio scales are referenced to an absolute zero values, so ratios between
numbers on the scale are meaningful. In addition to mean, median, and mode,
geometric averages also are valid. Example: weight
Attitude Measurement
Many of the questions in a marketing research survey are designed to measure attitudes.
Attitudes are a person's general evaluation of something. Customer attitude is an
important factor for the following reasons:
• Attitude helps to explain how ready one is to do something.
• Attitudes do not change much over time.
• Attitudes produce consistency in behavior.
• Attitudes can be related to preferences.
• Attitudes can be measured using the following procedures:
Self-reporting - subjects are asked directly about their attitudes. Self-reporting is the
most common technique used to measure attitude.
Observation of behaviour - assuming that one's behaviour is a result of one's attitudes,
attitudes can be inferred by observing behaviour.
Indirect techniques - use unstructured stimuli such as word association tests.
Performance of objective tasks - assumes that one's performance depends on attitude.
Physiological reactions - subject's response to stimuli is measured using electronic or
mechanical means. While the intensity can be measured, it is difficult to know if the
attitude is positive or negative.
47
Multiple measures - a mixture of techniques can be used to validate the findings,
especially worthwhile when self-reporting is used.
The self reporting & observation techniques have been used for this study.
There are several types of attitude rating scales:
• Equal-appearing interval scaling - a set of statements are assembled. These
statements are selected according to their position on an interval scale of
favorableness. Statements are chosen that has a small degree of dispersion.
Respondents then are asked to indicate with which statements they agree.
• Likert method of summated ratings - a statement is made and the respondents
indicate their degree of agreement or disagreement on a five point scale
(Strongly Disagree, Disagree, Neither Agree Nor Disagree, Agree, Strongly
Agree).
• Semantic differential scale - a scale is constructed using phrases describing
attributes of the product to anchor each end. For example, the left end may state,
"Hours are inconvenient" and the right end may state, "Hours are convenient".
The respondent then marks one of the seven blanks between the statements to
indicate his/her opinion about the attribute.
• Stapel Scale - similar to the semantic differential scale except that 1) points on
the scale are identified by numbers, 2) only one statement is used and if the
respondent disagrees a negative number should marked, and 3) there are 10
positions instead of seven. This scale does not require that bipolar adjectives be
developed and it can be administered by telephone.
48
• Q-sort technique - the respondent if forced to construct a normal distribution by
placing a specified number of cards in one of 11 stacks according to how
desirable he/she finds the characteristics written on the cards.
A modified version of the Likert scale has been used for the questionnaire. The
modification is due to the fact of making the questionnaire more interesting amongst the
target group of youngsters.
VALIDITY & RELIABILITY
The validity of a test is the extent to which differences in scores reflect differences in
the measured characteristic.
Predictive validity is a measure of the usefulness of a measuring instrument as a
predictor. Proof of predictive validity is determined by the correlation between results
and actual behaviour.
Construct validity is the extent to which a measuring instrument measures what it
intends to measure.
Reliability is the extent to which a measurement is repeatable with the same results. A
measurement may be reliable and not valid. However, if a measurement is valid, then it
also is reliable and if it is not reliable, then it cannot be valid. One way to show
reliability is to show stability by repeating the test with the same results.
The validity of this survey is proved as there is perfect correlation between the actual
behaviour and the results of this study. Also the data collected and the results are
reliable as there is high level of stability in the survey undertaken.
49
CHAPTER 5
DATA ANALYSIS
Research in retail is very essential, as customer preferences and choices are dynamic
and change frequently, the retail company needs to understand these before redesigning
its processes for enhancing business and many more. Since customer interaction takes
place at the store and near store, there is a big opportunity to gather first hand
information and feedback from customers through research and survey. Research is
carried out at the retail level for concept testing, business feasibility analysis,
identification of the right product mix, target customer and market potential.
The major objectives of analysis of data are:-
• To evaluate and enhance data quality
• Describe the study population and its relationship
• Examine effects of other relevant factors
• Seek further insight into the relationship observed or not observed
• Evaluate impact and importance
Before analysis could be performed, the raw data was transformed into the right format.
First, it was edited so that errors could be corrected or omitted. The data was then
coded; this procedure converted the edited raw data into numbers or symbols.
Finally, the data was tabulated to count the number of samples falling into various
categories. Simple tabulations count the occurrences of each variable independently of
the other variables. Cross tabulations, also known as contingency tables or cross tabs,
treats two or more variables simultaneously.
50
ASSUMPTIONS
• All online respondents have been considered as customers of Bangalore
• Data collected over the period of 3 weeks, which includes the Diwali Weekend.
• General Perception of customers is considered to be the opinions they have
formed about retail experience by visiting other retail showrooms, i.e,
competitors of Jealous 21, such as Levis, Lee, Wrangler etc….
• 200 respondents are considered as the Population for the purpose of this survey.
• Where ever outlet specific analysis is not done, it is assumed that there is a std
facility/activity observed in all the outlets. Eg: Music, Colour & Lighting,
Billing procedure etc…
• The following phrases from the questionnaire are considered to mean the same
for the purpose of this study:
Rank General Perception Jealous 21
1 = No, Not at all = Kinda Ok Ok
2 = Doesn’t make a difference = Hmmm, Not Bad
3 = Yes to some extent = Pretty Cool
4 = Yes to a large extent = Damn Neat
5 = Definitely, without doubt = Superb
DESCRIPTIVE ANALYSIS
Descriptive statistics describe the main features of a collection of data quantitatively.
Descriptive statistics are used to describe the basic features of the data in a study. They
provide simple summaries about the sample and the measures.
51
1. Windoow Displayys enhancinng the Shoppping experrience
R
Al
R
Al
So
In
di
de
w
1
1
2
2
3
3
4
4
5
Rank
1
2
3
4
5 l values are
Rank B1 2 3 4 5
l values are
ource: Prim
nference: B
isplays, and
enotes that
window disp
0
5
10
15
20
25
30
35
40
45
50
1 2
49.
General Per
expressed in
Brigade
expressed in
Bar Graph
mary Data
Bar Graph
d Jealous 2
within rank
lay.
3 4 5
.5% 49.5%
rception
n terms of %
Jay49
123.51.5
n terms of %
h 1
1 shows th
1 has also
k 3, the CM
5
GePe
Jea
yanagar
hat in gener
scored the
MH road sho
eneral rception
alous 21
Jea
2
13
49.5
27.5
8
CMH2.558
3.52
ral, custom
highest res
owroom ran
0
5
10
15
20
25
30
35
40
45
50
1
lous 21
2.5 3.5 20 3 1
11
19.5
49.5
12.5
7.5
Cosmos Maall 22
9.52.53
2 3 4
Ba
mers voted r
sponse as ra
nks highest,
ar Graph 2
rank 3 for
ank 3. Bar
, with 20%
5
Cosmos Mal
52
window
graph 2
share in
CMH
Jayanagar
Brigade
l
2. Ambieence effect on Retail eexperience
R
Al
So
In
re
4)
ge
Rank Gen
1 2 3 4
5 l values are
ource: Prim
nference: F
egarding Am
). However
eneral expec
3. Conne
0
5
10
15
20
25
30
35
40
45
50
neral Percep
expressed in
mary Data
From Bar G
mbience hav
r, Jealous 2
ctation of cu
ect of TG w
1
ption
n terms of %
Graph 3, it
ving an effe
21 scores h
ustomers.
with Backgr
2 3
47
2.514.53034
19
Bar Grap
is noted t
ect on Shopp
high on Ra
round Mus
4
34%
7.5%
Jealous 21
ph 3
that the gen
ping Experi
ank 3 (Prett
sic that enh
5
neral percep
ience is to a
ty Cool) an
hances Shop
Genera
Jealous
1221.547.512.5
6.5
l Perception
21
ption of cu
a large exten
nd lags beh
ustomers
nt (Rank
hind the
pping Expeerience
53
R
Al
So
In
re
ex
an
Rank Gen
1
2
3
4
5 l values are
ource: Prim
nference: F
egarding Ba
xtent (Rank
nd lags behi
4. Effect
neral Percep
expressed in
mary Data
From Bar G
ackground M
k 4) with 34
ind the gene
t of Staff on
0
5
10
15
20
25
30
35
40
45
50
1
ption
n terms of %
Graph 4, it
Music havi
4%. Howeve
eral expecta
n the Retail
2
2.
14.
3
34
1
Bar Grap
is noted t
ing an effec
er, Jealous
ation of cust
l Experienc
3 4
34%
47.5%
Jealous 2
5
5
0
4
9
ph 4
that the gen
ct on Shop
21 scores 4
tomers.
ce of Shopp
4 5
%
21
neral percep
pping Exper
47.5% on R
pers
Ge
Jea
12
21.5
47.5
25
13
ption of cu
rience is to
Rank 3 (Pret
eneral Percept
alous 21
tion
ustomers
o a large
tty Cool)
54
R
Al
So
In
re
la
21
ex
Rank G
1
2
3
4
5 l values are
ource: Prim
nference: F
egarding the
arge extent (
1 customers
xpectation o
5. Colou
eneral Perce
expressed in
mary Data
From Bar G
e staff at the
(Rank 4) w
s rank the
of customer
ur & Lighti
0
5
10
15
20
25
30
35
40
1
eption
n terms of %
Graph 5, it
e showroom
ith 35.5% r
staff with
s.
ng effect o
2
3
2
14.5
32
35.5
16
Bar Grap
is noted t
m having an
respondents
Rank 3 (P
on Retail ex
3 4
35.5%
31.5%
Jealous 21
ph 5
that the gen
effect on th
s voting on
Pretty Cool)
xperience
5
1
neral percep
he Shopping
it. Howeve
) and lags
Gene
Jealou
14
23.5
31.5
20
11
ral Perception
us 21
ption of cu
g Experienc
r, 31.5% of
behind the
ustomers
e; is to a
f Jealous
general
55
R
Al
So
In
sa
to
36
av
Rank
l values are
ource: Prim
nference: F
ays that colo
o some exte
6% of the c
verage ranki
6. Store
Genera
1
2
3
4
5 expressed in
mary Data
From Bar Gr
our & lighti
nt (Rank 3)
customers r
ing is a bit l
Layout & A
0
5
10
15
20
25
30
35
40
45
50
1
al Perception
n terms of %
raph 6, it is
ing in the sh
). Jealous 2
ranked the p
lower than t
Arrangeme
2
4
n
0
12
4
26
14
Bar Grap
s noted that
howroom h
21 also scor
pink theme
the custome
ent of Merc
3 4
6%
36%
Jealous
0.5
2.5
46
6.5
4.5
ph 6
the general
as an effect
res highest
and lightin
er expectati
chandise im
5
s 21
l perception
t on their Sh
on Rank 3
ng in the st
ons.
mpacting R
Gener
Jealou
7.5
14.5
36
20.5
21.5
ralPerception
us 21
n of 46% cu
hopping Ex
(Pretty Coo
tores. Howe
ustomers
perience
ol) when
ever, the
Retail Experience
56
R
Al
R
Al
So
In
ar
ra
ra
ar
05
101520253035404550
Rank Gen1 2 3 4 5
l values are
Rank
l values are
ource: Prim
nference: B
rrangement
ank 3 but w
ank 3, the C
rrangement
1 2 3
46
neral Percep
expressed in
Brigade1 2 3 4 5
expressed in
Bar Graph
mary Data
Bar Graph 7
of merchan
with an aver
CMH road s
aspects.
3 4 5
6%
38%
ption
n terms of %
e Ja2.5
11.5107.52.5
n terms of %
h 7
shows that
ndise, and
rage ranking
showroom r
General Perception
Jealous 21
013.546
27.513
ayanagar
t in general
Jealous 21
g difference
ranks highe
0
5
10
15
20
25
30
35
40
Jealous 210
6
CMH0
7.5633
customers v
has also s
e of 8%. Ba
est, with 16
1 2
1
H 1.5 3.5 16 4.5 2
Bar Graph
voted rank 3
scored the h
ar graph 2
6% share in
3 4
16%
52738
19.510.5
Cosmos Maall 1
4.56
4.53
h 8
3 for store l
highest resp
denotes tha
n the store l
5
CosMa
CM
Jay
Brig
57
smos all
MH
yanagar
gade
layout &
ponse as
at within
layout &
7. Impac
Shopp
ct of Cho
ping experi
ice & Va
ience
ariety of MMerchandisse in apppropriate ssizes on
R
Al
R
Al
So
In
ha
is
th
CM
Rank Gen1 2 3 4 5
l values are
Rank Brig1 2 3 4 5
l values are
ource: Prim
nference: F
ave ranked
short of th
hat the max
MH road sh
0
10
20
30
40
50
60
1 2
neral Percep
expressed in
gade
expressed in
Bar Graph
mary Data
From Bar G
Jealous 21
he general p
imum prop
howroom.
2 3 4
44.
51%
ption
n terms of %
J7.56
10.54.52.5
n terms of %
h 9
Graph 9 we
as Pretty C
perception th
ortion (16%
5
.5%
GePe
Jea
29
44
Jayanagar
can under
Cool (Rank 3
hat is 44.5%
%) of rank 3
eneral erception
alous 21
Jealous02
9.5244.5
CM42
12.51.51
stand that e
3) on Choic
% who expe
3 for choic
0
10
20
30
40
50
60
1 2
s 21
MH 2.52
16.52.55.5
1412511112
Cosmos 5 2 5 5 5
Mall 02
11.52.53
Bar Graph
even though
ce & variety
ect Rank 5.
e & variety
3 4 5
16.5%
h 10
h 51% resp
y of mercha
Bar Graph
y is availabl
Cosmos
CMH
Jayanag
Brigade
s Mall
gar
e
pondents
andise, it
h 10 says
le in the
58
8. Placem
that h
ment of Of
has an impa
ffers, Prom
act on Reta
mos & othe
ail Experien
er commun
nce
nication maaterial in thhe store
R
Al
So
In
th
Ex
C
co
th
Rank Gen1 2 3 4 5
l values are
ource: Prim
nference: F
hat placeme
xperience to
ool) when
ontests and
han the custo
1
1
2
2
3
3
4
neral Percep
expressed in
mary Data
From Bar Gr
nt of offers
o a large ex
customers
other comm
omer expec
0
5
10
15
20
25
30
35
40
1
ption
n terms of %
raph 11, it i
s and promo
xtent (Rank
were asked
munication m
ctations, by
2 3
35.5%
33%
3532
Bar Grap
is noted that
os in the sh
3). Jealous
d to rank th
material. Ho
a mere 2.5%
4 5
%
Jealous1
115.52.520
ph 11
t the genera
howroom ha
s 21 also sc
he positioni
owever, the
%.
Gene
Jealo
s 21 19.519.533226
al perception
as an effect
cores highes
ing of the
e average ra
eral Perception
ous 21
n
n of custom
t on their S
st on Rank 3
offers, prom
anking is a b
mers says
Shopping
3 (Pretty
motions,
bit lower
59
9. Trial RRoom expeerience effeecting Shoppping experrience
R
Al
So
In
Je
R
gi
fo
Rank Gen1 2 3 4 5
l values are
ource: Prim
nference:
ealous 21 ex
ank 4 (Dam
iven to trial
or the same.
neral Percep
expressed in
mary Data
Bar Graph
xceeds the
mn Neat) w
l room expe
0
5
10
15
20
25
30
35
40
45
1
ption
n terms of %
h 12 denote
general per
with 38% o
erience is on
2 3
43%
2.59.543
27.517.5
Bar Grap
es that the
rception by
of responden
nly Rank 3
3 4
%
38%
Jealous 21
h 12
Trial Room
y an astound
nts voting,
(affects to
5
1
m experien
ding 10.5%
while the
some exten
General Perc
Jealous 21
4.59.5
34.538
13.5
ception
ce of custo
%. Jealous 2
general imp
nt) with 43%
omers at
1 scores
portance
% voting
60
10. The efffect Felloww customerrs have on the retail eexperience
R
Al
R
Al
So
In
st
m
re
hi
pr
Rank Gen1 2 3 4 5
l values are
Rank Brig1 2 3 4 5
l values are
ource: Prim
nference: F
ores are aw
matters only
espondents
ighest propo
rofile.
0
5
10
15
20
25
30
35
40
45
1 2
38.5
neral Percep
expressed in
gade
expressed in
Bar Graph
mary Data
From Bar G
warded Rank
to a small
have actual
ortion of the
2 3 4
5%42%
ption
n terms of %
Jayan14 22 35 7 2
n terms of %
h 13
Graph 13 w
k 4 by 42%
l extent (R
lly rated Je
e votes (35%
5
GePerJea
25.538.517.518.5
0
nagar
we can infer
customers w
Rank 3). Al
ealous 21 a
%) go to the
neral rceptionalous 21
1
2
3
4
5
6
7
8
9
Jealous 21
CMH 4
111863
r that the F
whereas the
so, it is no
at Rank 5.
e Brigade ro
0
10
20
30
40
50
60
70
80
90
1
8101552
Bar Graph
ellow custo
e general pe
ote-worthy
Bar Graph
oad showro
2 3 4
35%
15.523.542
12.56.5
Cosmos Mall 54
1676
h 14
omers at Jea
erception say
that some
14 shows
om for its c
4 5
CoMCM
Ja
Br
osmos allMH
yanagar
rigade
alous 21
ys that it
6.5% of
that the
customer
61
11. Billingg Procedurre having an impact on the shoppping experiience
R
Al
So
In
sc
th
4.
Rank Gen
1
2
3
4
5 l values are
ource: Prim
nference: B
cored Rank
he general p
5%.
0
5
10
15
20
25
30
35
40
45
neral Percep
expressed in
mary Data
Bar Graph 1
3 (Pretty C
perception
1
ption
n terms of %
15 denotes t
Cool) accord
of custome
2 3
38%
42
8
30
38
19
5
Bar Grap
that the bill
ding to 42.5
ers. It how
3 4
2.5%
Jealous 21
h 15
ling experie
% of the cu
ever oversh
5
12.5
25
42.5
14
6
ence of custo
ustomers wh
hot the gen
Genera
Jealous
al Perception
s 21
omers at Je
hich is very
neral percep
alous 21
close to
ption by
62
12. Impacct of Parkinng on the RRetail Experience
R
Al
R
Al
Rank Gen1 2 3 4 5
l values are
Rank
l values are
0
5
10
15
20
25
30
35
40
45
1 2
36.5%
0
5
10
15
20
25
30
35
40
1 2
neral Percep
expressed in
Brigad12345
expressed in
2 3 4
42%
16.5%
3 4 5
7%
ption
n terms of %
e J20
10.54.53
0.5n terms of %
5
GePe
Jea
Cosmo
CMH
Jayana
Brigad
12.518429.518
Jayanagar
eneral rception
alous 21
os Mall
agar
de
Jealous 21
CM7.563
3.51
MH 6.6.3.2.0.
Cosmos 5 5 5 5 5
36.528
16.5163
Mall 2.55
5.571
63
Bar Graph 16 Bar Graph 17
Source: Primary Data
Inference: From Bar Graph 16 we can infer that the Parking facilities at Jealous 21
stores is not good as 36.5% voted on Rank 1, whereas the general perception of 42%
customers; think Parking facilities affect their retail experience to quite an extent (Rank
3). Bar Graph 17 shows that 7%, of Rank 4 goes to the showroom in Cosmos Mall on
parking facility aspects. The parking facility on Brigade Road has scored the lowest
ranking.
13. Summary of all factors of Retail Experience in the General Perception
Influence of Factors
Window Display Ambience
Background Music Staff
Colour & Lighting
Store Layout
Offers & Promotions
Trial Room
Other Customers
Billing Procedure Parking
No, Not at all 2 0 2.5 2 0.5 0 1 2.5 25.5 8 12.5
Doesn’t make a
difference 13 0.5 14.5 14.5 12.5 13.5 11 9.5 38.5 30 18Yes, to
some extent 49.5 37.5 30 32 46 46 35.5 43 17.5 38 42
Yes, to a large
extent 27.5 41 34 35.5 26.5 27.5 32.5 27.5 18.5 19 9.5Definitely,
Without doubt 8 21 19 16 14.5 13 20 17.5 0 5 18
All values are expressed in terms of %
64
So
In
in
F
W
A
B
St
C
St
ource: Prim
nference: T
n Bar Graph
Factor infl
Window Disp
Ambience
ackground M
taff
olour & Lig
tore Layout
0102030405060708090
100
49
mary Data
The Genera
h 18 is summ
uencing Re
plays
Music
ghting
t
.5%
41%34%
al Perceptio
marized in T
etail Exper
46%
% 35.5%
Bar Grap
on of all the
Table 1 & 2
Table
rience
Ye
Ye
Ye
Ye
Ye
Ye
% 46%35.5%
h 18
e factors of
below.
1
Ex
es, to some
es, to a larg
es, to a larg
es, to a larg
es, to some
es, to some
38.5%
43%
3
Retail expe
xtent of Inf
Extent
ge extent
ge Extent
ge Extent
Extent
Extent
38%42%
erience, rep
fluence
Definite
Yes, to
Yes, to
Doesn’t
No, Not
65
presented
ely, Without d
a large extent
some extent
t make a difer
t at all
doubt
t
rence
Offers & Promotions Yes, to some Extent
Trial Room Yes, to some Extent
Other Customers Doesn’t make a difference
Billing Procedure Yes, to some Extent
Parking Yes, to some Extent
Table 2
Extent of Influence Factor Influencing Retail Experience
Definitely, Without Doubt Ambience
Yes, to a large extent Staff & Background Music
Yes, to some extent Window Displays, Colour & Lighting,
Store Layout, Trial Room, Parking &
Offers & promotions
Doesn’t make a difference Billing Procedure
No, Not at all Other Customers
14. Summary of all factors of Retail Experience at Jealous 21
Rank Window Display Ambience
Background Music Staff
Colour & Lighting
Store Layout
Offers & Promotions
Trial Room
Other Customers
Billing Procedure Parking
Kinda Ok 11 21 12 14 7.5 5 19.5 4.5 15.5 12.5 36.5
Hmm Not Bad 19.5 7 21.5 23.5 14.5 27 19.5 9.5 23.5 25 28
Pretty Cool 49.5 55 47.5 31.5 36 38 33 34.5 42 42.5 16.5
Damn Neat 12.5 17 12.5 20 20.5 19.5 22 38 12.5 14 16
Superb 7.5 0 6.5 11 21.5 10.5 6 13.5 6.5 6 3
All values are expressed in terms of %
66
1
2
3
4
5
6
7
8
9
10
So
In
in
W
A
B
S
C
ource: Prim
nference: T
n Bar Graph
Factor inf
Window Di
Ambience
Background
Staff
Colour & L
mary Data
The Genera
h 19 is summ
fluencing R
splays
d Music
ighting
0
10
20
30
40
50
60
70
80
90
00
49.5%
55%
al Perceptio
marized in T
Retail Expe
%
47.5%31.5%
3
Bar Grap
on of all the
Table 3 & 4
Table
rience
P
P
P
P
P
36%
38%33%
h 19
e factors of
below.
3
Opinion
Pretty Cool
Pretty Cool
Pretty Cool
Pretty Cool
Pretty Cool
% 42%
42
38%
Retail expe
of Jealous
36.5%
2.5%
erience, rep
21 Custom
Superb
Damn Nea
Pretty Coo
Hmm Not
Kinda Ok
67
presented
mers
at
ol
t Bad
Store Layout Pretty Cool
Offers & Promotions Pretty Cool
Trial Room Damn Neat
Other Customers Pretty Cool
Billing Procedure Pretty Cool
Parking Kinda Ok
Table 4
Opinion about Jealous 21 Factor Influencing Retail Experience
Superb- Rank 5 Colour & Lighting
Damn Neat- Rank 4 Trial Room, Offers & Promotions
Pretty Cool- Rank 3 Ambience, Window display, Background
Music, Billing Procedure
Hmmm, Not Bad- Rank 2 Staff & Other Customers
Kinda Ok- Rank 1 Parking
15. Overall Rating of Jealous 21 on all Retail aspects
Rank % of Respondents
1 5.5
2 4.5
3 18.5
4 10
5 11.5All values are expressed in terms of %
68
So
In
Pr
18
Ki
U
ource: Prima
ference: Fro
retty cool in
8.5% have ra
nda Ok and 4
USE OF ST
1. Avera
ry Data
om Bar Grap
terms of the
anked Jealou
4.5% as Not
TATISTIC
ages
ph 20, we ca
e target custo
us 21 as Pre
Bad.
CAL TOO
1 2
18
Bar G
an note that
omers, who
etty Cool, 11
OLS
2 3
8.5%
3 4 5
Graph 20
t Jealous 21
are youth gir
scores an o
rls.
overall Rank of 3, i.e.
1.5% as Supeerb, 10% as Damn Neat,, 5.5% as
69
GeneraPercept
3.2
Wind
GeneraPercept
3.8
A
GeneraPercepti
3.5
Backg
al ion
Jealous
262.8
dow Dis
al ion
Jealous
82 2.6
Ambienc
al on
Jealou
52 2
ground
21
86
plays
21
68
ce
s 21
2.80
Music
General Perception
3.49
St
C
taff
Jealous 21
2.91
General Perception
3.42
Colour &
& Lighti
General Perception
3.40
Store LArran
Jealous 21
3.34
ng
Jealous 21
3.03
Layout &gement
& t
70
GenerPercept
4.
Choi
GenerPercept
3.
P
General Per
3.4
al tion
Jealous
.11 2
ice & Va
ral tion
Jealou
.60
Offers &Promotio
rceptionJealou
48
Trial Ro
s 21
2.95
ariety
us 21
2.76
& ons
us 21
3.36
oom
O
B
General Perception
2.29
Other C
General Perception
2.83
Billing P
General Perception
3.02
Parking
Jealous 21
2.71
Customeers
Procedu
Jealous 21
2.76
ure
Jealous 21
2.21
g Facilit
71
y
F
W
A
B
S
C
S
C
O
T
O
B
P
In
G
th
ge
ov
Factors
Window Disp
Ambience
Background M
Staff
Colour& light
Store Layout
Choice & Var
Offers & Prom
Trial Room
Other Custom
Billing Proced
Parking
nference: T
General Perc
he Trial Ro
eneral perce
verall high r
0.00.51.01.52.02.53.03.54.04.5
Ge
plays
Music
ting
riety
mos
mers
dure
The average
ception in m
om, Colour
eption. How
ranking for
00500050005000500050
eneral Percep
ranking of
most cases e
r & lightin
wever, the o
Jealous 21.
Gene
ption Je
3.26
3.82
3.52
3.49
3.42
3.40
4.11
3.60
3.48
2.29
2.83
3.02
Line Gra
Jealous 21
except with
ng & Billin
ther factors
.
Averag
ral Perception
ealous 21
aph 1
on various
h the custom
g Procedur
s must be en
ges
n Jealo
2.86
2.68
2.80
2.91
3.34
3.03
2.95
2.76
3.36
2.71
2.76
2.21
ous 21
retail aspec
mer profile
res are almo
nhanced to b
cts is lower
of the store
ost at par w
be able to s
than the
es. Even
with the
ecure an
72
2. Bivarriate Correelation
Th
C
co
re
m
he Bivaria
orrelations
orrelation c
esults) and
measure of li
ate Correlat
measure h
oefficient,
evidence o
inear associ
tions proce
how variabl
the data is
of a linear
ation.
edure com
es or rank
screened f
relationshi
mputes Pear
orders are
for outliers
ip. Pearson
rson's corre
related. B
(which can
n's correlati
elation coe
Before calcu
n cause mi
on coeffici
efficient.
ulating a
isleading
ient is a
WABSCSCOTOBPCo
Window DispAmbience Background MStaff Colour& lightStore Layout Choice & VarOffers & PromTrial Room Other CustomBilling ProcedParking orrelation is
0.000.100.200.300.400.500.600.700.80
plays
Music
ting
riety mos
mers dure
significant at
Ov
PeOverall
earson Cor
t the 0.01 lev
verall ra
vel (1‐tailed)
Line Grap
nk Pear
rank rrelation
).
ph 2
rson Co
S0.280.300.330.640.280.280.680.270.290.260.110.43
Sig. (1-taile
rrelatio
ed) 0.000.000.000.000.000.000.000.000.000.000.060.00
n
73
Inference: The Pearson's correlation is used to find a correlation between at
least two continuous variables. The value for a Pearson's can fall between 0.00
(no correlation) and 1.00 (perfect correlation). The Choice & Variety, Staff
and parking facilities have higher correlation with the overall ranking of
Jealous 21. This means that there is a strong relationship between the either
variable with Overall ranking. That is, changes in one variable are strongly
correlated with changes in the second variable. However for factors such as
Billing procedures and other customers, there is a weak relationship between
the two variables with the overall ranking. This means that changes in one
variable are negligibly correlated with changes in the second variable.
74
3. Regression
In statistics, regression analysis includes any techniques for modelling and analyzing
several variables, when the focus is on the relationship between a dependent
variable and one or more independent variables. More specifically, regression analysis
helps in understanding how the typical value of the dependent variable changes when
any one of the independent variables is varied, while the other independent variables are
held fixed. Most commonly, regression analysis estimates the conditional expectation of
the dependent variable given the independent variables — that is, the average value of
the dependent variable when the independent variables are held fixed.
A) Equation for Staff and Overall Ranking
Regression Model
R R Square Adjusted R Square Std. Error of the Estimate
0.64 0.41 0.41 0.96
Predictors: (Constant), Staff Inference: Since R square is 0.41 i.e., closer to 1, the model is good.
y a b1 x1
Overall Rank Constant Beta/Coefficient of x Staff 2.09 1.43 0.66 12.75 1.43 0.66 23.41 1.43 0.66 34.07 1.43 0.66 4
4.74 1.43 0.66 5Overall Rank= (0.66) x Staff Ranking+1.43
75
0
1
2
3
4
5
6
In
th
ov
y
O
O
nference: If
hen the ove
verall rank t
B) E
y
Overall Rank
2.73.03.43.8
4.2verall Rank
f the staff is
erall rank w
they must a
quation for
a
k Constan
72 09 47 85
22 k= (0.38) x A
.00
.00
.00
.00
.00
.00
.00
1
0
1
2
3
4
5
6
1
s ranked 1,
would be 2.
aspire for a g
r Ambience
nt
Ambience R
2 3
2
Line Gra
the overall
75 and so
good staff r
e and Over
2.32.32.32.3
2.3Ranking +2
Line Gra
3 4
3 4
aph 3
l rank woul
on. Thus,
anking.
rall Rankin
b1
Beta/Co
34343434
342.34
aph 4
5
5
d be 2.08, i
if Jealous a
ng
oefficient of
Overall Ra
Staff
Ambie
Overa
if Staff is ra
aims to get
x
x A
0.38 0.38 0.38 0.38
0.38
nk
anked 2,
t a good
x1
Ambience
1234
5
ence
ll Rank
76
In
2.
Je
nference: If
72, if Amb
ealous aims
f the ambie
bience is ran
to get a goo
ence of jealo
nked 2, then
od overall r
ous 21 stor
n the overa
rank they mu
es is ranked
ll rank wou
ust aspire fo
d 1, the ove
uld be 3.09
or a good am
erall rank w
and so on.
mbience ran
would be
Thus, if
nking.
C) Equation forr Parking aand Overalll Ranking
y
O
y
Overall Rank
2.83.3.74.
4.O
In
be
Je
pa
a
k Constan
81 26 70 15
60 verall Rank
nference: If
e 2.81, if pa
ealous aims
arking facili
k= (0.45) x P
f the parking
arking is ran
s to get a g
ities.
0
1
2
3
4
5
6
1
nt
Parking Ran
g facility of
nked 2, the
good overal
2
2222
2
b1
Beta/C
2.362.362.362.36
2.36nking +2.36
Line G
f jealous 21
n the overa
ll rank they
3
6
Graph 5
stores is ra
all rank wou
y must aspi
4 5
Coefficient oof x
0.45 0.45 0.45 0.45
0.45
x1
Parking
1234
5
anked 1, the
uld be 3.26
ire for goo
Pa
Ov
e overall ran
and so on.
od ranking
arking
verall Rank
nk would
Thus, if
for their
77
CHAPTER 6
RESEARCH FINDINGS & CONCLUSION
FINDINGS & DISCOVERIES
1. Window displays of Jealous 21 stores are at par with customer expectations.
2. The ranking for ambience of Jealous 21 is lower than customer expectations and
competitor’s ambience.
3. Connect with the Background Music at Jealous 21 stores is lower than what
customers expect.
4. The general expectation regarding staff, their behaviour, knowledge and
helpfulness is way beyond what Jealous 21 offers.
5. The colour & lighting of Jealous 21 is one of the most appreciated aspects at the
store.
6. The store layout and arrangement of Jealous 21 stores is also almost at par with the
general customer expectations.
7. The choice and variety of merchandise available in appropriate sizes is high in
Jealous 21 store but not up to the expectations of customers.
8. Placement of Offers, Promos & other communication material in the Jealous 21
store is almost at par with the expectations of customers.
9. The Trial Room experience at the Jealous 21 stores is way better than what
customers expect.
10. Shoppers at Jealous 21 connect with fellow customers more than they expected.
11. The billing procedure of Jealous 21 is at par with customer expectations and in fact
scores better too.
78
12. Parking facilities which is considerably important in influencing a customer’s
shopping experience is ranked very low for Jealous 21 stores except for the store in
Cosmos Mall, thanks to the Mall Parking facility.
13. Overall the top 3 factors that influence a customer’s retail experience are: Choice &
Variety, Ambience and Offers & Promotions in the stores. The least important
factors are: Other customers, Billing procedures and Parking facilities.
14. The 3 aspects of Retail Experience where Jealous 21 ranks highest are: Customer
Profile, Billing Procedures and Colour & Lighting.
15. The aspects of Retail Experience where Jealous 21 ranks lowest are: Choice &
variety, Ambience, Offers & Promos and Parking facilities.
16. The overall ranking of Jealous 21 is Rank 3; Pretty cool which is not bad but there
is definitely scope for improvement.
79
ANALOGIES & CONCLUSION
1. About 50% of customers think that Window displays influence Retail
Experience to a considerable extent.
2. The CMH road Window displays are most visible compared to other stores.
3. Ambience of stores is an important factor in influencing the retail experience of
customers at a store.
4. Not only background music, but the connect of the type of music, the genre, the
volume, the latest hits and timing of music plays an important role in
influencing the shopping experience of customers. Jealous 21 ranks pretty high
on these terms but is definitely not up to the mark of customers.
5. Staff behaviour, their product knowledge and helpful attitude shape the overall
retail experience for customers shopping at a store. Even though Jealous 21
ranks high on these terms, they have scope for improvement.
6. Jealous 21 has made sure it maintains the lighting and colour of the brand (pink)
in the store as well as in its merchandise & branding and thus, scores high on
these terms, as it connects with its TG.
7. The store layout and arrangement of apparel & accessories in the showrooms
have an effect on the shopping experience of customers as it makes shopping
more easy. Jealous 21 is almost at par with its competitors and the expectations
of customers.
8. Jealous 21 offers a wide variety of choice and assortment in its product to
customers. In fact its signature positioning itself talks about 3 hip sizes for
every waist and they live up to making this offer in their merchandise.
However, they still score much below the average expectations of customers.
80
9. Jealous 21’s innovative in-store property of the “Oomph-meter” helps
customers gauge their waist and hip sizes which enhances their shopping
experience, by helping them chose the appropriate fit in apparel from the wide
assortment.
10. Not only the creative offers and promotions such as the 21% off on 21st of every
month, the Hip-Fit sister’s Glam contest etc....but also the communication of
these offers & promos in the stores, have caught the attention of the TG to a
large extent and they rank Jealous 21 high on these terms.
11. Even though the Trial Room experience is not a very strong influencing factor
in retail experience, Jealous 21 secures a high rank and it is like an added
advantage to the Brand.
12. Jealous 21 has done a good job in attracting the right customers. Also,
customers who shop at Jealous 21 feel younger and the spirit of the retail store
emits energy to all “supposedly” 21-year olds. Thus, the customer profile of
these stores is ranked high and customers are influenced by their friends, peer
and similar people shopping at their favourite stores.
13. Jealous 21 offers easy billing procedures with options to pay in cash or card.
There are never long billing queues and this has a positive effect on the
shopping experience of customers.
14. Parking is a major concern for the Exclusive Brand Outlets of Jealous 21 as
they are located in prime shopping locations where parking facilities are
minimum and sometime nil. Even though they offer Valet service, they secure
very low ranks on this aspect.
15. The 3 aspects of Retail Experience where Jealous 21 ranks highest are:
Customer Profile, Billing Procedures and Colour & Lighting. However, out of
81
those factors that really matter, Jealous 21 ranks highest with its Colour &
Lighting, Store Layout & Arrangement of merchandise and Window Displays.
16. Highest level of improvement is required on aspects such as Choice & variety,
Ambience, Offers & Promos and Parking facilities.
17. Jealous 21 scores an overall rank of 3 on a 5 point rating scale. This means that
even though the positioning of the brand is pretty good in the minds of the TG,
there is vast scope for improvement.
82
RECOMMENDATIONS
1. All factors discussed in this project have to be given considerable importance to
deliver an effective retail experience to customers at any Jealous 21 Exclusive
Brand outlet.
2. The Window Displays at the Brigade Road showroom, Cosmos Mall showroom
and Jayanagar showroom must be made more appealing to the shoppers. Any
obstructions such as buildings, billboards, poles etc must be dealt with in a
proper manner to increase visibility.
3. Dressing up the mannequins with the latest trends and changing the attire as per
the fashion trends, and colours is very important. For example, the girls today
would definitely enter the store if they knew Jealous was selling “Jeggings”,
when they see them on the mannequins.
4. The ambience of Jealous 21 stores must be revamped so as to lighten the mood
and increase the spirit of the shoppers. The music, odour, lighting, special decor
etc must be done with creativity and passion so as to connect with the young
girls who shop at these stores.
5. The music at the Jealous 21 stores is considerably good in terms of the shoppers
but in order to maintain this ranking, the store managers must be aware of the
latest hits, the songs in different language, the trends of the music industry, the
blockbuster tunes and must also play them with the right volume and timing of
the day in the stores. For example heavy rock music in the mornings would be a
mismatch.
6. Staff at Jealous 21, even though are well behaved and professional, must be
trained better to understand the product they are offering. They must be pro
active to customer’s demands and requirements. For example, after analysing
83
the taste of the customer, they should volunteer to offer apparel in similar
colours, styles & sizes.
7. It would also make a great difference if the customers could connect to the staff
better, in terms of age and fashion choices. For example: On the lines of Levis
stores, where the staff are younger, smarter and fashion conscious.
8. Also, the staff must be constantly updated about any new marketing
communications, advertisements and contests. They should know what the
customers are looking for. For example, the staff at the CMH showroom don’t
know anything about the “Oomph-meter” which is a unique property of Jealous
21 itself.
9. The colour scheme and the lighting of the Jealous 21 stores have been ranked
pretty high. However, to maintain this ranking, they have to be creative in their
lighting, false roofs, spot lights and colour schemes of the walls, podiums,
fixtures & furniture.
10. The arrangement of apparel & accessories in the stores is very creative, such as
the t-shirts with matching hair-bands, bags etc...but the store manager and other
staff can make such arrangements more creative and enhance the shopping
experience of customers. Colour co-ordinated arrangements can be made, the
Casual, Trendy and Stylish apparel can be positioned separately etc...
11. The CMH showroom has been ranked highest on showroom layout &
arrangement. It is important for Jealous 21 to figure out how to improve the
layout & arrangement of the other showrooms and follow those tactics that have
been useful in the store on CMH road.
12. Customers expect a wide variety in terms of colour, size, styles, fits etc.....and it
is important for Jealous 21 stores to offer this to them. Even though they offer a
84
vast assortment of merchandise, they must make sure all the showrooms have
adequate stock of the same. For example, advertisements and even the Jealous
21 website talks about Jeggings being the new fashion statement, but these
aren’t available at the Brigade showroom.
13. It is important to send across the right message, at the right time to the right
people. Jealous 21 has been doing a good job with its in-store marketing
communication, offers and promotions. In fact this is what attracts a large
percentage of its customers. However, they must strive to bring about their
message more creatively and effectively, using the right media. For example
they can use their Facebook community to a better extent with offers,
promotions & contests.
14. Such communication must also be placed outside the stores so as to attract
people to walk in. This is the best way to increase walk-ins to the store. For
example, not many people are aware of the 21% discount on the 21st of every
month as it is never displayed outside the stores.
15. Trial Room experience for young girls is an important factor that has an impact
on the overall shopping experience. Jealous 21 ranks pretty high on this aspect
however other ideas could be implemented to make this trial room experience
more exhilarating. For example, clicking Polaroid photograph once the apparel
is bought, getting customers to write their comments on a “wall of fame” etc can
be done in the trial room section.
16. Young girls are definitely victims of peer pressure. They like shopping with girls
of their age, their mind-set and fashion quotient. Thus, other customers in the
store and their purchases affect their own purchases and their overall shopping
experience. Jealous 21 must understand this and attract similar customer profiles
85
by communicating effectively to the right TG. They may also hire young college
girls to spread the message through viral marketing and word of mouth
techniques.
17. The shoppers are well satisfied with the Billing procedures at Jealous 21, and it
is important for them to continue being ranked high on this regard and not dilute
their payment options.
18. Parking is a serious problem for Jealous 21 as all their customers complain of
not having adequate parking facilities. Many customers hesitate to shop at a
store because of the difficulty of parking. The only solution to this is to rent a
plot or parking garage nearby and provide valet service to customers; and also
communicate to them regarding the same. For example, many showrooms
include ‘parking available’ in their advertisements & other communications.
19. In order to secure an overall high ranking for the Brand Jealous 21, each factor
influencing the retail experience must be enhanced and a good rating or each of
these factors must be aspired for.
86
OVERALL OUTCOME OF THE STUDY
The outcome of this study is that the various factors that influence the retail experience
of a customer in the apparel showrooms has been understood to a large extent. The
project has also helped in learning about the extent of impact each of these dimensions
of Retail experience have on the customer as well as the brand.
In the course of this study the customer preferences and expectations from a brand in
the retail aspect have been thrown light upon. The customer’s point of view is what is
highlighted in this study.
This study has been able to compare the brand positioning and overall perception of the
brand Jealous 21 in the minds of customers, with other competitors in the market and
their offerings in the similar league.
This study has helped, to a large extent to understand the consumer behaviour of young
girls within the age group of 17 to 28, their preference, opinions, fashion styles etc
which will help readers in future to use this information for any marketing related
activities targeted towards this age group.
87
BIBILIOGRAPHY
BOOKS & JOURNALS
1. Kishore Biyani, It Happened in India, Rupa & Co., New Delhi, 2007.
2. Kindleysides, J. An Introduction to Retail Design, Design Council, London,
2007.
3. Bäckström, K. & Johansson, Creating and Consuming Experiences in Retail
Store Environments: Comparing Retailer and Consumer Perspectives, Journal
of Retailing and Consumer Services, 2006, vol. 13.
4. Underhill, why we buy what we buy, Simon & Schuster, New York, 1999.
5. Fiore, A. & Kim J, An Integrative Framework capturing Experiential and
Utilitarian Shopping Experience, International Journal of Retail & Distribution
Management, 2007, vol. 35.
6. Holbrook M & Hirschman E, The Experiential Aspects of Consumption:
Consumer Fantasies, Feelings and Fun, Journal of Consumer Research, 1982,
vol. 9.
7. Gentile, C., Spiller, N. & Noci G, How to Sustain the Customer Experience: an
Overview of Experience Components that Co-Create Value with the Customer,
European Management Journal, 2007, vol. 25.
8. Verhoef P., Lemon K., Parasuraman A, Roggeveen, A., Tsiros, M. &
Schlesinger, L. Customer Experience Creation: Determinants, Dynamics and
Management Strategies, Journal of Retailing, 2009, vol. 85.
9. Horvath I, Differences between ‘Research In Design Context’ and ‘Design
Inclusive Research’ in the Domain of Industrial Design Engineering, Journal of
Design Research, 2008, vol. 7.
88
10. Desmet P, Designing Emotions. Doctoral Dissertation, Technische Universiteit
Delft, Delft, 2002.
11. Fiore A. & Kim J, An Integrative Framework capturing Experiential and
Utilitarian Shopping Experience, International Journal of Retail & Distribution
Management, 2007.
12. Richins M, Measuring Emotions in the Consumption Experience, Journal of
Consumer Behavior, 1997, vol. 24.
13. Donovan, R. & Rossiter J, Store Atmosphere: an Experimental Psychology
Approach, Journal of Retailing, 1982, vol. 58.
14. Kotler P, Atmospherics as a Marketing Tool, Journal of Retailing, 1973, vol. 49.
15. Van Tongeren M, Retail Branding. From Stopping Power to Shopping Power,
BIS Publishers, Amsterdam, 2003.
16. Van Tongeren M, Retail Branding. In R. van Amerongen & H. Christiaans
(Eds.), Retail & Interior Design, Episode Publishers, Rotterdam, 2004.
17. Philip Kotler, Keller, Koshy and Jha, Marketing Management (13th Edition),
Pearson Education, New Delhi, 2009.
18. Philip Kotler and Gary Armstrong, Principles of Marketing (11th Edition),
Pearson Education, New Delhi, 2003.
19. C.R. Kothari, Research Methodology Methods and Technique, Wiley Eastern
Limited, New Delhi, 2008.
20. A.J. Lamba, The Art of Retailing, Tata McGraw-Hill, New Delhi, 2003,
89
REPORTS
1. Inman, J. Winer, Where the Rubber meets the Road: A Model of in-store
Consumer Decision making, Marketing Science Institute report, Cambridge,
1998.
2. Pine, J. & Gilmore J, The Experience Economy. Work is Theatre and Every
Business a Stage, Harvard Business School Press, Boston, 1999.
3. Sörensen J, Measuring Emotions in a Consumer Decision-Making Context –
Approaching or Avoiding, Aalborg University, Department of Business Studies,
Aalborg, 2008.
4. Mehrabian A & Russell J, An Approach to Environmental Psychology, MIT
Press, Cambridge, 1974.
5. Brengman M, The Impact of Color in the Store Environment An Environmental
Psychology Approach. Doctoral Dissertation, Universiteit Gent, Gent, 2002.
WEBSITES
1. www.jealous21.com
2. www.indusleague.com
3. www.pantaloons.com
4. www.rpggroup.com
5. www.indiaretailing.com
6. www.retailindustry.com
7. www.indiamba.com
8. www.hinduonnet.com
90
91
ANNEXURE- QUESTIONNAIRE
Name:
Age:
Outlet:
1 2 3 4 5
Sl No.
Rank the following as per your opinions (Tick the appropriate boxes)
No, Not at all
Doesn’t Make a difference
Yes to some extent
Yes to a large Extent
Definitely, Without doubt
1 The window displays attract me to a store and
enhance my shopping experience…
2 Ambience of a retail apparel store is
important……
3 When I’m shopping background music is
required…..
4 The staffs in the retail store usually have an
effect on my shopping experience….
5 There’s an impact and influence of the colour scheme and lighting while I'm shopping….
6 The store layout and arrangement has an impact on my shopping experience….
7 The Staff at Jealous 21 have an effect on my shopping experience coz they are....
8 My shopping experience is entirely dependent on the choice and variety of apparel in my size
9 Placement of offers and promotions attracts my attention to that section of the store….
10 The trial room experience is what defines my entire shopping experience at a store….
11 Other customers in the store play an important role in my shopping experience…
12 My shopping experience is impacted by the
billing procedure to a large extent….
12 Parking of my vehicle influences my shopping
experience at any store
92
1 2 3 4 5
Rank Jealous 21 on the following parameters (Tick the appropriate boxes)
Kinda Ok Ok
Hmmm, Not Bad
Pretty Cool
Damn Neat
Superb
13 I got into the Jealous 21 store with a glimpse of
the Window displays that were…..
14 The overall ambience of the Jealous 21 store
makes my shopping experience….
15 Maybe I'd humm along with the Music at the
Jealous 21 store coz it’s….
16 I think the Pink colour scheme and the lighting in the Jealous 21 store makes my shopping experience…
17 The arrangement and store layout of apparel
& accessories at Jealous 21 is…..
18 The choice, variety & availability of apparel,
in my size at Jealous 21 are….
19 The Staff at Jealous 21 have an effect on my shopping experience coz they are....
19 The discounts, offers, contests, fresh arrival displays at Jealous 21 are positioned in a way that is….
20 The trial room experience at Jealous 21 influences my shopping experience here coz its …
21 I feel the fellow shoppers at the Jealous 21
are…
22 Billing and payment procedure at the Jealous 21 store is….
23 I think the Parking facility outside Jealous 21 is….
24 The Rank that I would award Jealous 21 as a
Brand on Exclusive brand outlet aspects is….
25 In one word describe your shopping
experience at Jealous 21