matter rural retail

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Retailer in a Rural RegionVisits in Co. Donegal, Ireland in January 2011

McGee's Service Station

Our first shop visit was at the McGees Service Station in

Falcarragh, Co. Donegal. It was established in 1959 by the current owner Seamus McGees father.Seamus daughter, Meabh, is gradually taking over this successful family business. McGees Service

Station is open 7 days a week from 7:30am to 9pm and employs, besides Seamus and Meabh , also

3 part-time employees. As it is located in a Gaeltacht district, both Irish and English are spoken in

the store. McGees Service Station is a good example of a multifunctional business, besides the more

common gas station services, fuel, car wash and tyre services, the convenience store comprises of

groceries, newspapers, stationeries, confectioneries, specialty ice creams and car accessories.

Additional services include bill pay/PayPoint, mobile phone top-up, laser cash back service, public

service forms, free local newspapers, currency exchange, angling licences, tourist information and

ticket sales for local charitable organizations. They also receive and store deliveries for the local

community and offer implement parts & accessories for farmers and new car & tractor batteries

including battery charge service. There are three other supermarkets in Falcarragh and another

service station. After meeting Seamus and Meabh and visiting the store, it is evident that besides

the wide range of services and products, their strength lies in providing excellent customer service.

Ballybofey Florist

The second shop visit was to Ballybofey Florist. This business was established in 1996 and is

operated by husband and wife team, John Griffin and Edel Neely.

In addition to being a florist (they are an agent for Interflora) the store also carries a range ofproducts including cards, occasional and seasonal gifts plus a selection of childrens toys. Interflora

provides product training and guidance on quality control.They deal with up to 20 suppliers of which 10 are local seasonal suppliers. Some suppliers are even

in Holland with whom they deal directly. New products and ideas are sourced by attending trade

shows which take place in Dublin and the UK.
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Peak season is Christmas and the summer months when most

weddings take place.

Being located in Ballybofey and only a few miles from N. Ireland means the business has felt the

presence of the big supermarket retailers across the border who also stock flowers. There is also

competition from people who do floristry from their own home and therefore are not subject to

costs associated with operating a shop premises.Possibly the most interesting fact to emerge from the visit was that John and Edel feel that selling via

a website on the internet is not going to diminish the need for customers to visit the store. In their

experience they believe that buying flowers for weddings in particular require that face to face

contact and whilst the internet can be used as a brochure a visit to the store and a personal

consultation is still the preferred option. This fact was all the more interesting when it emerged that

Edel has a background in IT!Overall the key to the success of this business has been to offer a personalised service, a very

important point for weddings and funerals. In addition other factors are the provision of a door to

door delivery service and an ever growing product offering.

Visit to the grocery store in Oyndafjr the Faroes in June 2010

Oyndafjr is a village on ster, in the Faroe Islands. The village is located only a half an

hour drive from a fairly densely populated Runavk, however road conditions makeOyndafjr an isolated village. The road to Oyndafjr winds from the main road, up to themountains, then way back like a snake down the valley where Oyndafjr lays with a viewof the Atlantic. Oyndafjr has 140 inhabitants and most of them work in Runavik.Relative to the village size, the number of families with children is rather high.

The shopkeeper of the grocery store in Oyndafjr is 82-years old Eivind Petersen. Eivindhas worked in the store for 68 years. His uncle took over the old store in the village afterhe got ill and was forced to stop fishing and find himself a new job. Eivind Petersen wasthen 14 years old and started helping out in the store. Later he and his wife took overthe store. In 1980 Eivind decided to build a new store and it was a big improvement. Thenew store was big and spacious and there was room for a greater variety of goods andan opportunity to sell other items such as gift items and fishing gear. However, turnoverhas steadily and continuously gone downwards because people buy goods in the cities

where they get a wider variety and better prices, says Eivind. It's hard to compete in
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these circumstances, especially when shipping and delivery is both costly andcumbersome.

In all the years Eivind has been a shopkeeper in Oyndafjr, it has only been him and hiswife who have taken care of the store. Sometimes the children or grandchildren havebeen helpful, but almost every day in 68 years Eivind has been behind the counter.

Eivind has been on vacation only five times in his life and even then only for a very shorttime.

Today, Eivind hopes that someone would take over thestore. He and his wife are tired after years of work. Eivind is looking forward to hisdaughter taking over the store and she is not entirely unwilling to do so. His daughterlives in the village as well, however she requires that there must be room for vacationsand other activities in life, and she says that she has no desire to end up like herparents. But she does see opportunities in the store. She believes that with a fewadjustments and participation in the RRR project, she can see options in changing thestore concept and have a more targeted range of products and expand the store with acaf.

Quite a few tourists do come to Oyndafjr. It is especially "Rynkusteinarnir" whichattracts turists. If the store can capture the attention of the tourists, revenue wouldgrow and offer more possibilities so that a a family can make a living by it.

Eivinds motto is: "If the store and school closes, the village dies." That is why it is soimportant for him to keep the store open. Until he finds a successor, he will, as long as

he lives, get up every morning to sell his products over the counter.

-Olga Biskopst-

Nrbutikken i Venabygd, 8th Feb 2010
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In the afternoon February 8th the RRR group visited Nrbutikken Venabygd Handel onthe beautiful Norwegian Mountains in Eastern Norway. The shopkeepers are Agnes andDirk who had earlier had a shop in Belgium and who had moved to Venabygd in 2004with their three children. At that time a project for finding new shopkeepers toNorwegian rural regions was running, and Agnes and Dirk found their new place with thehelp of this project. They had visited Norway in January 2004, moved to Norway in June2004 and after two weeks they opened the shop. I challenge was the language but withhelp of a strong motivation they learned the language very fast.

Agnes and Dirk own the facilities, and the family also lives in the house. The shop ismainly run by Agnes and Dirk is mainly working elsewhere, but he helps in the shopwhen possible. The shop is very dependent on Agnes and her capability, strength andwellbeing. The turnover last year was about 2, 5 million Norwegian crowns. A surprisefor them had been that in Belgium the turnover was smaller but they were two peopleworking in the shop there. The main customers come from the village, but also touristsare an important group. The village is very small, only 200 250 permanent inhabitantsbut there are a lot of cabins on the mountains. Also foreign tourists (German, Swedishand Dutch) have found the place. The shop also has a sign telling that service is offeredalso in German and Dutch languages. There are two other shops nearby.

The shop used to be an ICA shop earlier but a couple of years ago the shop joined theNrbutikken chain. Mercur was helping the shopkeeper in this phase and Agnesconsiders the change of the chain has had only positive effects.

The main products in the shop are the normal groceries, fresh bread, caf, fishinglicences, small pharmacy, stamps, gas, and lottery. Lottery is very important byattracting customers to the shop.
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Mercur had helped the shopkeepers in getting the lottery to the shop. Mercur had alsohelped in contacting the municipality, making plans, and in marketing. When movingfrom Belgium the shopkeepers didnt know the system, the region, the decision makersor people, and nobody knew them. Mercur helped them with contacts and knowledge.Agnes found Mercur service very helpful and a similar system didnt exist in Belgium.

Agnes has found the community support very important. The feeling had been goodalready from the first visit to the village. The village inhabitants are loyal to the localshop and this is essential for the existence of the shop.

BOOKSTORE ALVDAL BOKHANDELN, 9th Feb 2010

The first stop on our second day of the trip was at the bookstore in the municipality ofAlvdal, where Norwegian author Kjell Aukrust was born. The total population in thecounty is about 2 500, but in Alvdal there are about 900-1000 inhabitants. Currentowner Irene bought the shop in 2004 and has been able to generate positive resultsevery year, annual turnover in 2008 was 3, 7 million NOK. There are also a lot of cabinsin the area, 60% of customers are tourists and passers-by and 40% local. Irenementioned that a lot of the tourists and cabin owners dont bring their own books with

them anymore, but buy them at her shop.

Shop holds a big variety of goods; books, toys, board games, stationery as well as somejewelry, but shopkeepers are still able to keep the variety controlled. They dont geteverything their customers as for, mainly because the minimum orders from theirsuppliers are too big for the shop to be able to sell. Products are very nicely positioned,there is room to walk around and products are easy to find.

To get rid of the old stock, store holds a Mammut sale every February. It doesnt reallymake a lot of money, but helps to rotate the stock and sell the old books. Also Irene

mentioned that when the old stuff is gone, she can look at new things to do and try.

Store has two main distributors plus some small publishers call every now and then andoffer their products to the store. Orders from the main distributors are handled online.Amazon and other online service providers dont affect the sales of the store yet. Irene istaking advantage of the virtual world as well and has Twitter accounts, websites etc. topromote her store.

Shopkeeper mentioned downsizing as one of their success factors. Previous owners hademployed 3-4 full-time employees, now besides Irene herself, who works full-time, herhusband works part-time, without any pay though. Their daughter and another part-timeworker work every other Saturday and during summer seasons at the shop as well.

Another success factor was the decision to close the print shop at the basement of the

book store since it was not profitable. It tells a lot that the only interested buyer for themachinery was a local museum. : )
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Third success factor must have been the Merkur project which the shop joined in twoyears ago. Main reason for joining the project was to see things from a new perspectiveand to get help making the right decisions at the right time. Irene mentioned thatthrough the project she has been able to meet and share information with her colleaguesas well, which has given her more confidence in her own work. The relationship betweenshopkeepers and their consultant Jon Hidle seems to be very informal and active, since

they felt that they can call Jon whenever they need help or advice.

As a fourth success factor I would mention cooperation with other entrepreneurs in thearea for example in advertising to cabin owners. Local school also purchases their booksfrom the shop, although the margin for those books is rather small. Local books areoffered on commission at the store.

Kopparledens Landhandel, Tufsingdalen, 9th Feb 2010

The shop owner is Heidi, who originally comes from Oslo. She took over in 2005 with no

experience from retailing but has learned a lot during the 5 years, much because of thehelp of the Merkur project. In the village there are about 130 permanent inhabitants butduring the peak seasons, summer and Easter, the number of customers increasessubstantially. There are about 200 cabins in the region and the location of the shop isgood because of Kopparleden, the road between Falun, Sweden and Norway. The road ispopular especially among the motor cyclists, and the shop with its parking place is a(mobile) stop station.

The shop is open 6 days a week. The annual turnover of the shop is about 4,5 mNOK.The business form is a limited company and the business and the building are owned byHeidi. The building was recently renovated with help of voluntary work. Heidi has six

part-time assistants. In addition to the shop there is an information station, a post depand a petrol station (not owned by Heidi). The nearest shop is about 40 km fromTufsingdalen.

Kopparledens Landhandel is a part of the Nrbutikken chain, Heidi is the owner andmanager of the business. On everything that goes through the cash machine i.e.turnover, she has to pay 0,87% to the Norges gruppen, which runs the Nrbutikkenchain.She buys some products also from other suppliers.

As the place is a rest stop for travelers, other services have and will be developed:canoeing, fish pond and a small camping area, fishing licenses, lottery, toilets and abigger parking. The governmental road department has a man who looks after of the

parking place regularly. Now Heidi is starting to build a small hut (open with roof,benches and a grill) where the travelers can cook.
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The Merkur project assists the shop keeper with consultation and marketing but alsofinancially with 5000 6000 annually. This money has been used for investments suchas the layouts of the store, the electrical supply, a new coffee machine and aninformation station.

Heidi told that she cannot compete on price on range but she can compete on people

coming back. She is involved in many projects aiming at developing the village. Anotherproject aims at developing the services in the area to avoid the travelers to continue tothe next village. Part of the project will be to acknowledge the people about place wherethey can stop. With help of a GPS the motor cyclists can designate the place as a specialstopping place. They have here petrol, toilets, water and the travelers also can stayovernight. Also they can cook their own food.

In Norway the opening time regulations are quite strict but in the touristic areas it will bepossible to keep open also on Sundays. That is also what Heidi wants to try becauseSundays seem to be more important days than what she earlier thought. There ispotential to do more business.

So this is a multifunctional shop, concludes mr. Helge Shei, the manager of the Merkur-programme. It has a pharmacy, an info station, a small coffee shop with coffee machine,chairs and a table, lottery, information from the municipalities, and other servicesdescribed above.

RRR project group visited UIG Community Shop 24th June 2009, on second day of our2nd international meeting in Stornoway, Scotland.

The shop is owned by the community. Anyone can buyshares of this shop. Prices are kept as low as possible; profit making is not a target butmaking the products and services available for villagers.

In addition to regular groceries, the shop has a variety of other products and services,

like dietary products, souvenirs, gas pump, post office, meeting room with videoconferencing facilities, laundry, book shelf where people can change books, drinkdispenser etc.
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There are only 3 product deliveries in week. One important factor which helped ingetting to the low figure is a compact cold storage room. Even vegetables remain freshwhen you dont need to put them all immediately in shelves in your shop.Customers can sit and relax with a good book and hot drink and fill in the lottery. If they

just passed by on their tour around Island of Lewis, checking the local art pieces andsouvenirs, mailing some post cards to friends and buying food and drinks from the shop

may interest them.

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Subscribe to:Posts (Atom)RRR - RETAIL IN RURAL REGIONS (2009 - 2011)

Together we are trying to find solutions for rural retailers: What are the best options to increaseshops profitability in rural areas? How to meet high standards of ICT use? How to improve servicequality in rural communities? RRR - Retail in Rural regions project gives us resources andopportunity to make a difference.

The overall objective is improved service quality in small communities by supporting the survival,development and growth of rural retail shops.

Northern Periphery Programme (European Union, European Regional Development Fund) is partiallyfinancing the 1,3 M's project.
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PALVELUT SUOMESSA

VERSLUN DREIFBLI
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RRR IN DONEGAL

RRR SERVICES IN NORTHERN IRELAND

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MONDAY, 23 AUGUST 2010

New services for rural retailers availableWhat type of shops do we support? What support is available?

Our aim is to increase the number of multifunctional shops in our region. Amultifunctional store refers to a store that provides a wide range of services in additionto groceries. The shop has the ability to survive also in regions where the population isdiminishing. Services can be both public and commercial.

Due to the multifunctionality of such rural stores the retail owners must be able tohandle a variety of tasks. Four factors are especially important and vital in order for amultifunctional store to be successful and are bottlenecks which this project will attempt

to solve:
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1. The retailers roles and competence levels.2. The commitment from the communities.3. Institutional frameworks.4. Distribution

Following this, it is important to develop retailers abilities to address these factors. Theymust be good retailers, of course; however they must also deal with different issuesassociated with social services, entrepreneurship and the various multifunctional serviceswhich are offered in addition to the regular grocery store retail.

RRR project staff will help to overcome the bottlenecks of establishing multifunctional

stores and will support the start-up and running of these kinds of stores.RRR participants are for example:

Providing retailers consultancy on developing the best store models Providing multi-functional retail entrepreneurship programmes locally and

trans-boundary in face-to-face work shops and via the Internet Implementing the best multifunction retail strategy models for the participating

retail shops including service/ product selection planning Putting in place and implementing transnational collaboration (training,

exchange of experiences and contacts between retailers, consultants and partnerinstitutions)

Creating a model for solving the transportation problems in each region

Setting up a functioning e-retail platform with virtual learning material,information database and help desk

Who can participate?

Shopkeepers and employees are encouraged to join the project activities if the locationof the shop meets the following criteria:The rural area should consist of less than 3000 inhabitantsMinimum 30 minutes travelling time to the nearest town or city offering a wide variety ofservices OR 10 km distance from the rural shop to next shopOr your participation can be assessed and approved based on other, well justifiedcriteria.
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Participation is free of charge. RRR project cannot compensate your own costs related tothe participation (e.g. your working hours). You can make a decision on your activitylevel in the project after a needs analysis and recommendations.

We also welcome participation in the project from other interested stakeholders andauthorities with similar targets for cooperation.

Please do not hesitate to contact us!

Lets work together to keep the cash

flowing in rural shops!As organised retail in rural India awaits the arrival of Reliance Retail, current majors like ITC, Godrej and DSCLare expanding their retail operations by setting up more stores, entering new states and offering newer productcategories. A shift from selling agri-inputs will help these stores target the non-farming segments. It is a littleknown fact that, while 25% of the rural population is not engaged in agriculture, it earns 50% of the rural income.

When organised retail first made its presence felt in rural India, it wasnt a pure retailing operation targeti ng therural masses. Companies like DSCL and Godrej who had significant agri-business interests, set them up to meetthe needs of farmers in a stores catchments area. A typical agri -input s

one-stop shops meant to meet the occupational needs of farmers by providing agri- inputs and fertilisers. These

stores, like DSCLs Hariyali Kisan Bazaar, ITCs Choupal Saagar etc. tend to be located in small towns that

function as procurement hubs where the farmers come to sell their produce. Their earnings are tapped then and

there, by getting them to combine their visit with shopping. These stores tend to target farmers with all sizes of

holdings, We build our offerings for everyone, from the farmer owning 20 acres to the one owning 200, says

Rajesh Gupta, business head, Hariyali Kisan Bazaar, It wouldnt be done any other way as there is a similarity

on the application side, everyone needs the same inputs.

While organised retail centred on these stores, unorganised retail revolves around the local village shop and the

haat. Shops are usually present in villages with a population of more than 500 people....

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13/21

Microsoft to unveil Windows 8 today Intel enters smartphone mkt with Lava FII fund flows peak at Rs 7,598 cr

They stock more product categories than what similar urban shops would, but there isnt much variety offeredwithin a category. Haats are weekly mobile supermarkets that are spread over 2-3 acres of land, with more than300 stalls, selling anything from animal feed to local medicines.

Where unorganised retail disappoints is in that the goods sold are often spurious and there is no guarantee ofquality for many of the goods being sold be it agri-inputs, FMCG etc. The typical shop is cluttered and congestedwith limited variety and few national brands. Many of the goods are sold at prices higher than the maximum retailprice with shopkeepers giving goods shortages, transportation costs etc. as rationale What these stores endedup doing, according to Pradeep Kashyap, the director of MART, is make shopping for the rural consumer ahellish experience. This despite the fact that the rural market represents...

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STUDY OF RURAL CONSUMER BEHAVIOR TOWARDSRURAL RETAIL STORES

Posted bySkyline Business School/ July 14, 2010 / inDissertation

Tags:Disseration reprt marketing

Name: Krishan Kumar (2008 -2010)

Title: STUDY OF RURAL CONSUMER BEHAVIOR TOWARDS RURAL RETAILSTORES

Executive Summary

India, like Britain, is also a nation of shopkeepers. With over 12 mn retailoutlets, India has one of the highest densities of retail outlets in theworld with one retail outlet for 90 persons. Retailers inspired by the Wal-Mart story of growth in small town America are tempted to focus onsmaller towns and villages in India. However, a careful analysis of thetown strata-wise population, population growth, migration trends andconsumer spend analysis reveals a very different picture for India.

After a long spell of shortages, which shackled consumer buying fordecades, retail is becoming India's new mantra. The Sanskrit word"mantra" is not just "hymn" or "slogan"; it embraces aspiration andencompasses new India's way of life. While the retailing industry itselfhas been present through history in our country, it is only the recent pastthat has witnessed so much dynamism.

We have entered the 21st century at a time when the demography of our

population is changing significantly to drive organized retail growth. Indianow has a large young working population with a median age of 24. Thenumber of nuclear families in urban areas is growing fast. Then there isthe increase in working women population. Add to these the emergingopportunities in the service sector. Lifestyle habits are shifting fromausterity to complete self-indulgence and Indians are now unapologeticabout spending lavishly on non-essential goods such as luxury watches,cars, and hi-tech products.

India can be said to have entered the second phase of retail growth when

there is high-speed growth. There are retail chains like Tata's Westside,Pantaloon's Big Bazaar and Rahejas' Shoppers' Stop, to name a few,
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along with global players such as McDonald's and Benetton, trying to tapcountry's vast potential. Bringing all these under one roof are mega mallssuch as Lifestyle, Fun Republic and Big Bazaar. Now, top names ininternational malls such as Marks and Spencer and Mango are also eyingthe Indian market. It is only later that the retailing scene will move tothe other phases when the fruits of rapid growth will result in economiesof scale and greater efficiency leading finally to consolidation throughmergers and acquisitions. Thus, retailing in India has a very long haulahead. Quantum jump in rural retail outlets

In India for a long time a large chunk of retail outlets were grocery shop.This pattern had been changing in recent years, in urban and ruralmarkets. Of late, India's largely rural population has also caught the eyeof retailers looking for new areas of growth. A slew of supermarketchains, including those of the Tata and ITC, are set to storm the ruralareas of the country as corporate realize the huge potential of theuntapped market ITC launched the country's first rural mall 'ChaupalSagar', offering a diverse product range from FMCG to electronicappliances to automobiles, attempting to provide farmers a one-stopdestination for all of their needs. Companies such as Godrej and DCMShriram Consolidated are launching `one-stop shops' for farmers andtheir communities. Godrej Agrovet, for instance, is planning to set up1,000 Aadhar stores across rural India by 2010. DCM Shriram plans toset up 35 rural/semi-urban utility marts over 2006-07. Positioned as aone-stop shop, the Hariyali Kisaan Bazaar Chain will cater to a variety of

farmers' needs by providing access to retail banking, LPG outlets andeven a motorcycle showroom.

As clear from the story on Reliance Fresh and Metro, organized retailsector can bring a revolutionary change in rural India unless it goes forquick short-term gains. With Wal-Mart famous for its 'Always Low Prices'coming in India with Bharati as equal partner, Indian farmers and ruralcraftsmen can hope for a better direct deal. Retailing does not benefitjust the consumer. It can give huge benefits to other industries, togovernment, and to the entire economy.

The Indian retail scenario is poised for a quantum leap. Not only arenewer names set to dot the retail landscape but also new and emergingretail formats will drive the diversity of the fast-changing retail backdrop.Organized Retail means 'Big Stores' a common mythnothing can befurther then the truth. In its very essence, organized retailing is about"aggregating value" and what shape, size and configuration yourcustomer facing entity takes is largely a function of your offer andproposition. A growing population, a young workforce and zoomingconsumer confidence will fuel the expansion of the retail sector. As

organized retail in rural India awaits the arrival of Reliance Retail, currentmajors like ITC, Godrej and DSCL are expanding their retail operations


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by setting up more stores, entering new states and offering newerproduct categories. A shift from selling agri-inputs will help these storestarget the non-farming segments. It is a little known fact that, while 25%of the rural population is not engaged in agriculture, it earns 50% of therural income. The retail market is the next growth frontier for corporateIndia. It offers an opportunity for a large player to build a Rs. 40,000 Crretail business spanning multiple categories by 2015 (at current prices).However, to capitalize on the opportunity, a player needs to beaggressive in its outlook and build scale quickly.

India's rural retail market is expected to grow by 29 percent to 1.8trillion rupees by 2012 helped by rising incomes and changingconsumption patterns, is found in a survey conducted by industry. Butpoor infrastructure, supply chain inefficiency, and product pricing mustbe addressed if its full potential is to be realized, the report released bythe Confederation of Indian Industry and Yes Bank on Thursday said.Rural retail includes fast moving consumer goods, durables, agriculturalinputs and autos like tractors. In India rural per capita income woulddouble to 14,000 rupees by 2012 as more families switch to commercialfrom subsistence farming, a big enough jump to spur demand for a widerrange of products. Village households are expected to rise to 153 millionin 2009-10 from 135 million in 2001-02, probably making rural India thelargest potential market in the world. However, there is no organizedmarketing and distribution in 87 percent of India's villages, home to 50percent of the rural population. Corporate are increasingly eyeing rural

areas as drivers of future growth.

Objectives:

1. To determine the importance of Indian rural market

2. To know the features of rural retail stores

3. To analyze the perception of the rural people in the context of retail stores

4. To know about different between the rural and urban retailing

1. To determine the importance of Indian rural market

2. To know the features of rural retail stores

3. To analyze the perception of the rural people in the context of retail stores

4. To know about different between the rural and urban retailing

Recommendations & Suggestions:

The retailer approach should be more professional like in urban


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The retailers should try for up selling and cross selling rather to focus on the bulk selling

The promotion strategy should be local and easy to grab able for the target audience

The quarries and questions should be addressed by retailer

The awareness about product quality should be spread between customer so they can shift

to these stores rather to traditional stores Stores should enhance their portfolio so that more and more customers can find their

needs.

Limitations:

Researcher has observed that data was not sufficient and not up to the mark as per the

expectations.

Due to the diversity of the locations and lack of awareness researcher was not able to

collect qualitative data. The stores were not helpful to the researcher.

Customer data base are not provided by the retail stores because it is confidential for the

stores and the companies. Stores have provided recorded data on the sales figures

The bias opinions of customers and employees

Conclusion:

In India for a long time a large chunk of retail outlets were grocery shop.

This pattern had been changing in recent years, in urban and ruralmarkets. Of late, India's largely rural population has also caught the eyeof retailers looking for new areas of growth. A slew of supermarketchains, including those of the Tata and ITC, are set to storm the ruralareas of the country as corporate realize the huge potential of theuntapped market ITC launched the country's first rural mall 'ChaupalSagar', offering a diverse product range from FMCG to electronicappliances to automobiles, attempting to provide farmers a one-stopdestination for all of their needs. Companies such as Godrej and DCMShriram Consolidated are launching `one-stop shops' for farmers and

their communities. Godrej Agrovet, for instance, is planning to set up1,000 Aadhar stores across rural India by 2010. DCM Shriram plans toset up 35 rural/semi-urban utility marts over 2006-07. Positioned as aone-stop shop, the Hariyali Kisaan Bazaar Chain will cater to a variety offarmers' needs by providing access to retail banking, LPG outlets andeven a motorcycle showroom.

Marketers are trying to grab this untapped market but still the reach ofthose players is mere they should more focused and rural oriented. Thereare some points which they should undertaken

The retailer approach should be more professional like in urban


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The retailers should try for up selling and cross selling rather to focus on the bulk selling

The promotion strategy should be local and easy to grab able for the target audience

The quarries and questions should be addressed by retailer

The awareness about product quality should be spread between customer so they can shift

to these stores rather to traditional stores Stores should enhance their portfolio so that more and more customers can find their

needs.

......................................................................................................

......................................................................................................

....

The above article was extracted from dissertations in Marketing, Finance,Human Resources, Strategy, Information Systems by the students fromSkyline College. Skyline College is amongst the topMBAandBBAinstitutes in Delhi, Gurgaon (NCR).

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