Post on 10-Apr-2018
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Specialization Report on
To study on customer experiences management in retailing:
understanding the buying process
UNDER THE GUIDENCE OF
SRI S. SAIBABA
LECTURER, SSIM
SUBMITTED BY
JITENDRA KUMAR
M3_24 (PGDM Marketing)
SIVA SIVANI INSTITUTE OF MANAGEMENT
KOMPALLY, SECUNDERABAD 5000142008-2010
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ACKNOWLEDGEMENT
I am grateful to SRI. S. Saibaba of Siva Sivani Institute of Management for his
encouragement throughout the course of this work endeavor. His guidance and creative criticism
enriched the quality of this research and resultant output. I extend my sincere and gratitude to
him
I am indebted to him, for his personal and professional interest in mouiding me to my present
personality.
I also thank my friends for co- operation in completion of this project report.
Place: Hyderabad Jitendra Kumar
Date: PGDM (marketing)
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DECELARATION
I JITENDRA KUMAR declare that this project report titled study on customer experiences
management in retailing: understanding the buying processis an original work done by me
under the guidance of SRI. S. SAIBABA, the faculty of Siva Sivani Institute of Management. I
further declare that it is my original work as a part of my academic course.
PLACE: Hyderabad JITENDRA KUMAR
DATE:
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CERTIFICATE
This is certifying that the specialization project entitled To study on customer experience
management in retailing: understanding the buying process is a bonafied work carried out byJitendra Kumar (M3_24) of Marketing 3rd batch under my guidance and supervision in partial
fulfillment of post Graduate Diploma In Management (PGDM) program of Siva Sivani Institute
of Management, Hyderabad.
I wish him all success.
Place: Secunderabad Under the Guidance Of
Date: Sri S. Saibaba
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Chapter-1
INTRODUCTION
SCOPE OF THE SYUDY
SIGNIFICANCE OF THE STUDY
OBJECTIVE OF THE STUDY
LITERATURE REVIEW
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INTRODUCTION
The revolution in retailing industry has brought many changes and also opened door for many
branded and private brand players. In a market like India there is a constant clash between
challenges and opportunities but chances favor those brands that are trying to establishthemselves. So to sustain in a market like India private brands have to bring innovative as well as
reasonable price solutions. Indian market has potential to accommodate many private brand
players, because still a small proportion of the pie is successful in this segment.
Consumer perception is defined as the process by which an individual selects, organizes and
interprets stimuli into a meaningful and coherent picture of the world Stimuli is any unit of input
to any of the senses Sensory receptors are the human organs that receive sensory inputs. The
study of perception is largely the study of what we subconsciously add to or subtract from raw
sensory inputs to produce our own private picture of the world.
Private Label Products which are generally manufactured or provided by one company under
another company's brand. There are different kinds of private labels:
Store brands - The retailer's name is very evident on the packaging.
Store sub-brands - Products where the retailer's name is low-key on the packaging. Umbrella branding - A generic brand, independent from the name of the retailer.
Individual brands - A name used in one category, this is only used to promote a "real"
discount product line.
Exclusive brands - Again a name used in one category, but to promote "added value"
products within the category
Distributor brands - Large wholesale grocers and foodservice purveyors often have
private labels, for example the Parade brand of Dearborn Wholesale Grocers and the wide
array of private brands of the large food service supplier SYSCO. These brands are
typically seen in non-chain independent restaurants and stores that cannot afford their
own private labeling.
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To study on customer experiences management in retailing: understanding the buying process
Measuring satisfaction and building a satisfaction survey requires at least a basic knowledge of
the satisfaction measurement literature, combined with your own customer satisfaction
experiences. This brief tutorial provides such an introduction to the theoretical and
methodological underpinnings of satisfaction research.
Customer satisfaction is the most common of all marketing surveys and is part of the "big
three" research studies in marketing that include market segmentation and concept testing.
What Is Customer Satisfaction?
Customer satisfaction measures how well a company's products or services meet or exceed
customer expectations. These expectations often reflect many aspects of the company's business
activities including the actual product, service, company, and how the company operates in the
global environment. Customer satisfaction measures are an overall psychological evaluation that
is based on the customer's lifetime of product and service experience. "
Why is Customer Satisfaction So Important?
Effective marketing focuses on two activities: retaining existing customers and adding new
customers. Customer satisfaction measures are critical to any product or service company
because customer satisfaction is a strong predictor of customer retention, customer loyalty and
product repurchase.
Satisfaction Measurement: Overall Measures of Satisfaction
Satisfaction measures involve three psychological elements for evaluation of the product or
service experience: cognitive (thinking/evaluation), affective (emotional-feeling/like-
dislike) and behavioral (current/future actions).
Customer satisfaction usually leads to customer loyalty and product repurchase. But measuring
satisfaction is not the same as measuring loyalty. Satisfaction measurement questions typically
include items like:
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Satisfaction Measurement: Affective Measures of Customer Satisfaction
A consumer's attitude (liking/disliking) towards a product can result from any product
information or experience whether perceived or real. Again, it is meaningful to measure attitudes
towards a product or service that a consumer has never used, but not satisfaction.
Satisfaction Measurement: Cognitive Measures of Customer Satisfaction
A cognitive element is defined as an appraisal or conclusion that the product was useful (or not
useful), fit the situation (or did not fit), exceeded the requirements of the problem/situation (ordid not exceed). Cognitive responses are specific to the situation for which the product was
purchased and specific to the consumer's intended use of the product, regardless if that use is
correct or incorrect.
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Satisfaction Measurement: Behavioral Measures of buying process
It is sometimes believed that dissatisfaction is synonymous with regret or disappointment while
satisfaction is linked to ideas such as, "it was a good choice" or "I am glad that I bought it."
When phrased in behavioral response terms, consumers indicate that "purchasing this product
would be a good choice" or "I would be glad to purchase this product." Often, behavioral
measures reflect the consumer's experience individuals associated with the product (i.e. customer
service representatives) and the intention to repeat that experience.
Satisfaction Measurement: Expectations Measures
Many different approaches to measuring satisfaction exist in the consumer behavior literature.
Leonard Berry in 2002 expanded previous research to refine ten dimensions of satisfaction,
including: Quality, Value, Timeliness, Efficiency, Ease of Access, Environment, Inter-
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departmental Teamwork, Front line Service Behaviors, Commitment to the Customer and
Innovation. Berry's dimensions are often used to develop an evaluative set of satisfaction
measurement questions that focus on each of the dimensions of customer satisfaction in a service
environment.
A diagnostic approach to satisfaction measurement is to examine the gap between the customer's
expectation of performance and their perceived experience of performance. This "satisfaction
gap" involves measuring both perception of performance and expectation of performance along
specific product or service attributes dimensions.
Customer satisfaction is largely a reflection of the expectations and experiences that the
customer has with a product or service. However expectations also reflect that influences the
evaluation of the product or service. When we make major purchases, we research the product or
service and gain information from the advertising, salespersons, and word-of-mouth from friends
and associates. This information influences our expectations and ability to evaluate quality,
value, and the ability of the product or service to meet our needs.
Types of Customer Expectations that Influence Satisfaction
Customer performance expectations for attributes, features and benefits of products and services
may be identified as both explicit and implicit expectation questions.
Explicit expectations are mental targets for product performance, such as well identified
performance standards. For example, if expectations for a color printer were for 11 pages per
minute and high quality color printing, but the product actually delivered 3 pages per minute and
good quality color printing, then the cognitive evaluation comparing product performance and
expectations would be 11 PPM 3 PPM + High Good, with each item weighted by their
associated importance.
Implicit expectations represent the norms of performance that reflect accepted standards
established by business in general, other companies, industries, and even cultures.
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Static performance expectations address how performance and quality for a specific
application are defined. Each system's performance measures are unique, though general
expectations relate to quality of outcome and may include those researched by Berry, or others
such as: accessibility, customization, dependability, timeliness, and accuracy, tangible cues
which augment the application, options, cutting edge technology, flexibility, and user friendly
interfaces. Static performance expectations are the visible part of the iceberg; they are the
performance we see and often erroneously assume are all that exist.
Dynamic performance expectations are about how the product or service evolves over time
and includes the changes in support and product or service enhancement needed to meet future
business or use environments. Dynamic performance expectations may help to "static"
performance expectations as new uses, integrations, or system requirements develop.
Technological expectations focus on the evolving state of the product category. For example,
mobile phones are continually evolving. Mobile service providers, in an effort to deal with the
desire to switch to new technology phones, market rate plans with high cancellation penalties.
The availability of low profile phones with email, camera, MP3, email, and blue tooth
technology changes technology expectations as well as the static and dynamic performance
expectations of the product. These highly involving products enhance perceptions of status, ego,
self-image, and can even invoke fear when the product is not available.
Interpersonal expectations involve the relationship between the customer and the product or
service provider. Person to person relationships are increasingly important, especially where
products require support for proper use and functioning. Expectations for interpersonal support
include technical knowledge and ability to solve the problem, ability to communicate, time to
problem resolution, courtesy, patience, enthusiasm, helpfulness, understood my situation and
problem, communication skills, and customer perceptions regarding professionalism of conduct,
often including image, appearance.
For each of these types of expectations that when fulfilled result in customer satisfaction (or
when not delivered, result in dissatisfaction and complaining behavior), the perceived quality and
value are critical and directly influence intention to repurchase and loyalty.
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Satisfaction Measurement: Perceived Quality Measures
Perceived quality is often measured through three measures: overall quality, perceived reliability,
and the extent to which a product or service meets the customer's needs. Customer perceptions of
quality are the single greatest predictor of customer satisfaction.
Satisfaction Measurement: Perceived Value Measures
Perceived value may conceptually refer to the overall price divided by quality or the overall
quality divided by price. Perceived value is measured in many ways including overall evaluation
of value, expectations of price that would be paid, and more rigorous methodologies including
the Van Westendorp pricing analysis, and conjoint analysis (other Qualtrics white papers and
tutorials are available on these topics).
The consumer behavior literature shows that price is a primary indicator of quality when other
attributes and benefits are relatively unknown. However when repeat purchases are made in
some product categories, price may be reduced in importance.
Satisfaction Measurement: Customer Loyalty Measures
Customer loyalty reflects the likelihood of repurchasing products or services. Customersatisfaction is a major predictor of repurchase, but is strongly influenced by explicit performance
evaluations of product performance, quality, and value.
Models of Expectations and Customer Satisfaction
Expectations are beliefs (likelihood or probability) that a product or service (with certain
attributes, features or characteristics) will produce certain outcomes (benefits-values). These
expectations are based on previous affective, cognitive and behavioral experiences. Expectations
are seen as related to satisfaction and can be measured in the following ways:
1. Importance-Value of the product/service fulfilling the expectation;
2. Overall Affect-Satisfaction Expectations: The (liking/disliking) of the product/service;
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3. Fulfillment of Expectations: the expected level of performance vs. the desired
expectations. This is "Predictive Fulfillment" and is a respondent specific index of the
performance level necessary to satisfy.
4. Expected Value from Use: Satisfaction is often determined by the frequency of use. If a
product/service is not used as often as expected, the result may not be as satisfying as
anticipated. For example a Harley Davidson motorcycle that sits in the garage, an unused
year subscription to the local fitness center/gym or a little used season pass to the local
ski resort or amusement park may produce more dissatisfaction with the decision to
purchase than with the actual product/service.
Behavioral Intention (BI)
Behavioral intention is measured using a question such as "Indicate the likelihood of you buyingsometime during the next year" with a five or seven-point Likert or semantic differential scale
labeled "definitely will purchase" and "definitely will not purchase" at the endpoints.
Satisfaction
Overall satisfaction or dissatisfaction with an object is often measured using a five-point
satisfaction scale. As an example, "Overall, how satisfied are you with Sparkle toothpaste?"
could be measured with a "Very Satisfied, Somewhat Satisfied, Neither Satisfied nor
Dissatisfied, Somewhat Dissatisfied, Very Dissatisfied" scale. More examples are provided
below.
The like-dislike measure is used as an overall measure of respondent satisfaction with a product
or service (after purchase). Satisfaction leads to favorable feelings and dissatisfaction leads to
unfavorable feelings.
The evaluative dimension may be measured in terms of like-dislike, favorable-unfavorable;
approve-disapprove; good-bad; and delight-failure scales.
Attitude (ai*bi)
bi - the probability that attribute i is associated with performing behavior B. The concept "Crest
toothpaste prevents decay" could be rated on a seven point scale with endpoints labeled "Very
Likely" and "Very Unlikely".
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ai - the evaluation of belief i. A representative measure of ai would be "In terms of buying Crest
toothpaste, decay prevention is " with a five or seven point scale with "good" and "bad"; or
"Excellent" and "Poor" at the endpoints.
In building a customer satisfaction survey, it is also helpful to consider reasons why pre-purchaseexpectations or post-purchase satisfaction may or may not be fulfilled or even measurable.
1. Expectations may not reflect unanticipated service attributes;
2. Expectations may be quite vague, creating wide latitudes of acceptability in performance
and expected satisfaction;
3. Expectation and product performance evaluations may be sensory and not cognitive, as in
taste, style or image;
4. The product use may attract so little attention as to produce no conscious affect or
cognition (evaluation), and result in meaningless satisfaction or dissatisfaction measures;
5. There may have been unanticipated benefits or consequences of purchasing or using the
product (such as a use or feature not anticipated with purchase);
6. The original expectations may have been unrealistically high or low;
7. The product purchaser, influencer and user may have been different individuals, each
having different expectations.
When to Conduct Customer Satisfaction Surveys
The best timing for measuring customer satisfaction and building customer satisfaction surveys
depends on the kind of product or service provided, the kinds of customers served, how many
customers are served, the longevity and frequency of customer/supplier interactions, and what
you intend to do with the results.
Three very different approaches both produce meaningful and useful findings:
Post Purchase Evaluation Satisfaction feedback is obtained from the individual
customer at the time of product or service delivery (or shortly afterwards). This type of
satisfaction survey is typically used as part of a CRM (Customer Relationship
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Management System) and focuses on having a long term relationship with the individual
customer
Periodic Satisfaction Surveys Satisfaction feedback from groups of customers at
periodic intervals to provide an occasional snapshot of customer experiences and
expectations.
Continuous Satisfaction Tracking Satisfaction feedback is obtained from the
individual customer at the time of product or service delivery (or shortly afterwards).
Satisfaction tracking surveys are often part of a management initiative to assure quality is
at high levels over time.
Satisfaction surveys are developed to provide an understanding of customers' expectations and
satisfaction. Satisfaction surveys typically require multiple questions that address differentdimensions of the satisfaction concept. Satisfaction measurement includes measures of overall
satisfaction, satisfaction with individual product and service attributes, and satisfaction with the
benefits of purchase. Satisfaction measurement is like peeling away layers of an onion-each layer
reveals yet another deeper layer, closer to the core.
All three methods of conducting satisfaction surveys are helpful methods to obtain customer
feedback for assessing overall accomplishments, degree of success, and areas for improvement.
Building a Customer Satisfaction Survey
Customer satisfaction surveys often include multiple measures of satisfaction, including:
Overall measures of customer satisfaction
Affective measures of customer satisfaction
Cognitive measures of customer satisfaction
Behavioral measures of customer satisfaction Expectancy value measures of customer satisfaction
General Measures that are part of a customer satisfaction analysis usually involve product
fulfillment and will often include product use scenarios where and how is the product used?
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Common Ingredients of a Customer Satisfaction Survey
Product Use
Frequency of product use Primary use location
Primary precipitating events or situations for product use or need
Usage rates and trends
Product Familiarity
Degree of actual product use familiarity
Knowledge (read product information, read product label, etc.)
Knowledge and Involvement with product and the purchase process
Awareness of other brands
Reasons for original product purchase (selection reasons)
Primary benefits sought from the product
Product Evaluation
Attribute evaluation matrix: (quality, price, trust, importance, performance, value)
Perceived benefit associations matrix
Importance, performance
Identification of primary benefits sought
Comparison to other brands (better, worse)
What is the best thing about the brand, what could be done better
Message and Package Evaluation
Packaging size, design
Advertising Promise, message fulfillment evaluation
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Value Analysis
Expectation of price
Expectation of relative price (full price, on sale)
Current price paid
Satisfaction Measurements
Overall Satisfaction
Reasons for Satisfaction Evaluation
Satisfaction with attributes, features, benefits
Satisfaction with use
Expected and Ideal Satisfaction-Performance Measures
Likelihood of recommending
Likelihood of repurchasing
Scope of the Study
The scope of the study is limited to a) to find out the market potential for private brands in
current scenario, b) This study also helps to clears future prospect to the private label branding in
the Indian retailing environment. The study will also cover understanding, the customerperception, and the brand image of the private label brands
Significance of the study
This study basically helps to understand the current trends of the private label branding and also
helps to the retailer and consumer and as well as national brand manufacturer in order to increase
the profit.
Objective of the study To study the current scenario of the Private label brands in present retailing.
To study about various aspects of private label brands in comparison of established
brand.
To study the consumer perception towards the private label brand.
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Literature Review:
National Retailers Demonstrate a Significant Increase in Private Brand Goods because of
the Higher margins, shorter lead times from production to delivery and sales, a thorough control
that products meet the legal safety requirements, and a high level of performance, which
translates into Consumer Confidence. In short, this is calls for revised marketing strategy locally,
to thwart the threat of the private label in a store. The phenomenon also offers national brand
manufacturers the opportunity to service the production.
Retailers nationally are increasingly developing private brands. Even mid sized and smaller
retailers alike are joining this trend. What is the driving force behind this scenario that has grown
out of the mid 1990s? It is the fact that selling private brand products is simply put, more
profitable then selling famous brands. However, with private brand goods, there is the risk of
dissatisfied or even injured customers, and the store must bear both the moral and legal
responsibilities. This study offers an insight into the economics of private labels and the
challenges and opportunities for the national brands arising out of the growth of private labels.
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Chapter-2
RETAIL PROFILE
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Retailing consists of the sale of goods or merchandise, from a fixed location such as a
department store or kiosk, in small or individual lots for direct consumption by the purchaser.
Retailing may include subordinated services, such as delivery. Purchasers may be individuals or
businesses. It includes every sale to the final consumer from cars to apparel to meals at
restaurants to theater tickets. Retailing is the last stage in the distribution process.
Retail comes from the French word retailers which refer to "cutting off, clip and divide" in terms
of tailoring (1365). It first was recorded as a noun with the meaning of a "sale in small
quantities" in 1433 (French). Its literal meaning forretailwas to "cut off, shred, paring". Like the
French, the word retail in both Dutch and German (detail Handel and Einzelhandel respectively)
also refer to sale of small quantities or items.
Retail industry
The term retailing was originated by Harvard Professor Malcolm P. Mc. Nair in the late 1950s.
The wheel of retailing theory describes the behaviors of new types of retail institutions that have
entered our economy over the decades. It holds that an Innovative retailer initially tries to gain a
foothold in the highly competitive market place by launching a different kind of low margin- low
cost operation. An excellent Illustration is the discount house , which appeared shortly after the
world warII. At the outset the new companys overhead expenses and the retail prices of the
merchandise sales are kept low .This condensed presentation will give you a clear understandingof some come complexities of modern retailing. The concept retailing was developed in USA. In
colonial times, trading posts served as Americas first retail outlets.
From the Beginning The 19th Century: At these small frontier outposts, settlers and trappers
battered flax, corn, other farm products, furs and goods brought from Europe. Peddlers were the
next merchants to appear on the scene. Forerunners of todays direct, or door to- door retailers,
these were enterprising people who sold their wares from one settlement to the next.
The settlements grew into villages and towns. A third retailing Institution emerged to answer the
needs of an expanding population. This was the general store, a small outlet that stocked a
number of different basic lines of goods. In addition to groceries and house hold Items, these
stores also offer animal feed, tools and hardware, clothing and even some medicines. By the end
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of the 18th century, general stores were prevalent in the nations more populous areas. Modern
general stores can still been seen here and there in the more rural sections of the country.
The 19th century: After the end of the Civil War, there was a development of another Innovative
retail type called as The new single line stored, specialized in one type of merchandise, because
popular general stores were unequipped to handle the vast output of the new factories.
The 20th century: By the early 1900s, food, variety, and other chain store organizations were
well established. The first unit of what would become a major chain decades later had been
conceived back in 1959 a small specialty tea shop n New York City. Chain organizations
continued to expand demonstrating even more rapid growth during the 1920s.
The collapse of the stock market and the rigors of the great depression spawned a new retailing
institution. The supermarket consumers responded favorably to its strong appeals: prices
substantially lower than those found at the neighborhood grocery, self selection and self service,and an atmosphere of liberty. Over the next fifteen years, another low price, low-overhead
retail type began to spring up: the discount house, a number of discounters had launched large,
starkly outfits store, mostly in secondary locations. They offered famous brands and other
articles at reduced prices, their strategy was to undersell department stores and other traditional
retilors of similar merchandise. A few were membership operations; they closed their doors to
the general public, admitting only card holders.
During the 1950s and 1960s centers of all kinds, sizes and shapes began to dot the country in the
frenchise system. With the liberalization and growth of Indian economy since the early 1990s,
the Indian customer witnessed an increasing exposure to new domestic and foreign products
through different media, such as television and the internet .apart from this increased spending
power also contributed to the increase in the Indian consumers personal consumption.
The Retail Industry includes:
Food Retailing,
Retailing of lifestyle products,
Retailing of books,
Coffee parlors & Vending machines,
Retailing of Packaged Foods,
Beauty and Health Care Retailing ,
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Retiling of fruits & vegetables,
Retailing of Consumer Durables.
Food Retailing:
A few main players like the Food world supermarket chain have been one of the pioneers inorganized food retailing in India. Before food world entered the food retailing market, it carried
out an extensive survey on consumer attitude towards retailing. and an important finding of the
survey was that in terms of overall satisfaction, traditional Indian grocery stores scored 5-6 on a
10 point scale .food world believed that this was due to the absence of organized retailing and
low brand proliferation .
Subiksha trading services pvt. Ltd.-a Pharma and FMCG products retail chain based in Chennai
focuses on the middle class customer segment by emphasizing hygiene, quality and reasonable
pricing .Discount pricing is the USP of Subiksha. The US$ 6.1 billion Indian foods industry,
which forms 44 per cent of the entire FMCG sales, is growing at 9 per cent and has set the
growth agenda for modern trade formats. Most of the growth came from packaged basics like
cooking oil, wheat flour, rice, and ghee, indicating an overall upswing in the commodity
branding movement.
Lifestyle Retailing:
Shoppers Stop Limited(SSL),is the pioneer in Indias organized retail revolution.SSL redefinedthe concept of shopping by making efforts to provide Indian consumers with an international
shopping experience .SSL provides a complete and in-depth range of fashion and lifestyle
products and accessories to meet the lifestyle pattern of every shopper .
In 1998, the Tatas acquired the Britain- based Littlewoods retail stores and renamed it Westside.
Westside categorized its retail business into two divisions-apparel and products. Westside
positioned its products in the value for money segment by offering premium quality products at
affordable prices .according to the reports; in 2004 the market size of organized retailing oflifestyle products is 39%.
Retailing of Books
A few players in retailing of books like Crossword and Landmark aimed at offering an entirely
different experience in shopping, as a part of which it focused on its store design, ambience and
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customer service. a major objective of Landmark and Crossword is to attract people to reading,
which had become a very uncommon habit by the turn of 20 th century .according to the reports,
according to the reports, in 2004 the market size of organized retailing of books 3%.
Retailing of coffee parlors
In the late 1990s, a silent coffee revolution was sweeping urban India coffee drinking was
increasingly becoming a statement of the young and upwardly mobile Indians. there was a
transition from the conventional and outdated coffee house to more sophisticated and trendy
coffee bar chains like BARISTA,CAF COFFEE DAY,QWIKYS and CAF Nescafe. The
coffee parlors were an instant hit across all major metros and cities in India, as they offered an
entirely new experience to customers and Nestle popularized the coffee kiosk concept in India,
where it offered coffee (and other Nestle drinks and snacks), through its vending machines.
Nestle installed hundreds of NESCAFE kiosks at places such as shopping malls, cinema halls,
food centers and office buildings.
Cadbury India, with the help of telecom companies BPL mobile and E-cube India, launched
chocolate vending machines operated by mobile handsets in select corporate and congregation
points in Mumbai.
Retailing of Packaged Foods:A few players like Bangalore based MTR Foods(Mavalli Tiffin Rooms)has constantly focused
on packing technology and increased its product portfolio to ready-to-eat, ready-to-cook, and
frozen foods .In 2003 MTR opened its retail in outlets ,NAMMA.
NAMMA MTR outlet is a unique combination of a retail outlet, food court and a concept
kitchen, MTR also tied-up with few food retailing companies to provide store-in-store food
outlets. According to the reports, in 2004 the market size of organized retailing of packaged food
is 18%.
Beauty and Health care Retailing:
The Shahnaz Husain Group has been one of the pioneers of organized beauty care retailing in
India .the group formulates and markets over 400 products or needs. The group has also
established Ayurvedic centers for Panchkarma, Dhara and Keral massage. As the groups
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product normally cater to the premium segment of the market, focused on offering its customers
international beauty care experience.
Retailing of fruits and vegetables
This is a new concept which is being initiated by Reliance Industries as Reliance Retail, it has
initially focused on the retailing of fruits and vegetables, and offering the customers fresh and
hygienic raw foods.
Reliance Retail has opened recently many outlets all over India in the name of Reliance Fresh.
Retailing of Consumer Durables
A few players like TMC and Digital Shoppe., has offered the customer to do shopping of
consumer electronics more conveniently, by keeping the brands of all companys which provides
all the alternatives in one roof. According to RNCOS, an India-based market research company,
the existing size of the consumer durable sector in India is an estimated US$ 4.5 billion. Leading
consumer durables players and experts predict a 10-12 per cent growth for the sector in 2006.
Types of retailing
Convenience stores:-satisfy consumers' increasing desire for convenience. Besides dealing inselected groceries, beverages, snacks, and cigarettes, they also deal in fast foods, and provide
selected services.
Hyper market:- Hyper market are same like super market but there was a difference of in terms
of caring the skusstock keeping units) and sft square feet. Super market has more skus and more
space than a hyper market.
Mom-and-Pop Represent the small, individually owned and operated retail outlet. In many
cases these are family-run businesses catering to the local community.
Discountstore: - Discount stores are a retail institution that normally carries a broad assortment
of soft goods and hard goods.
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Some well known discount stores are like Subhiksha, Wall mart, Kmart, Dollar General, Family
Dollar etc.
Supermarket: Retailing features several related product lines, a high degree of self service,
largely centralized checkout, and competitive prices.
It offers a moderately broad, moderately deep product assortment spanning groceries and some
nonfood lines.
Limited-line stores:-typically sell products such as Drugs, Baked goods, clothing, Furniture.
We identify them by the name of primary product line furniture/hardware/clothing store etc.
Specialty Stores:-A specialty store concentrates on a particular product line (Shoes) or even partof a product line (sports shoes). Examples: athletic footwear stores, meat shops, and dress shops.
Off-Price Retailers:-concentrate on well-known producers' brands. They often buy excess
production output, inventory remaining at season end, or irregular merchandise (seconds) at
lower-than-normal wholesale costs.
Mass Discounters - These retailers can be either general or specialty merchandisers but either
way their main focus is on offering discount pricing. Compared to department stores, mass
discounters offer fewer services and lower quality products.
Warehouse Stores This is a form of mass discounter that often provides even lower prices
than traditional mass discounters. In addition, they often require buyers to make purchases in
quantities that are greater than what can be purchased at mass discount stores. These retail
outlets provide few services and product selection can be limited. Some forms of warehouse
stores, called warehouse clubs, require customers purchase memberships in order to gain access
to the outlet.
Category Killers Many major retail chains have taken what were previously narrowly focused,
small specialty store concepts and have expanded them to create large specialty stores. These so-
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called category killers have been found in such specialty areas as electronic (e.g., Best Buy),
office supplies (e.g., Staples) and sporting goods (e.g., Sport Authority).
Department Stores These retailers are general merchandisers offering mid-to-high quality
products and strong level of services, though in most cases these retailers would not fall into the
full-service category. While department stores are classified as general merchandisers some
carry a more selective product line. For instance, while Sears carries a wide range of products
from hardware to cosmetics, Nordstroms focuses their products on clothing and personal care
products.
Growth rate of retail sector in India
Retail and real estate are the two booming sectors of India in the present times. And if industryexperts are to be believed, the prospects of both the sectors are mutually dependent on each
other. Retail, one of Indias largest industries, has presently emerged as one of the most dynamic
and fast paced industries of our times with several players entering the market.
Accounting for over 10 per cent of the countrys GDP and around eight per cent of the
employment retailing in India is gradually inching its way toward becoming.
A brief history of Indian retail Industry
Traditionally retailing in India can be traced from Barter system, haat (rural market),
weekly-bazaar, doorstep-vendors.
The emergence of the neighborhood Kirana stores catering to the convenience of the
consumers
Era of government support for rural retail: Indigenous franchise model of store chains run
by Khadi & Village Industries Commission
1980s experienced slow change as India began to open up economy.
Textiles sector with companies like Bombay Dyeing, Raymond's, S Kumar's and Grasim
first saw the emergence of retail chains
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Later Titan successfully created an organized retailing concept and established a series of
showrooms for its premium watches
The latter half of the 1990s saw a fresh wave of entrants with a shift from Manufactures
to Pure Retailers.
For e.g. Food World, Subhiksha and Nilgiris in food and FMCG; Planet M and Music
World in music; Crossword and Fountainhead in books.
Targeted to provide a complete destination experience for all segments of society.
Emergence of hyper and super markets trying to provide customer with 3 Vs - Value,
Variety and Volume.
Expanding target consumer segment: The Sachet revolution - example of reaching to the
bottom of the pyramid.
Current scenario of retail industry
Retailing in India is witnessing a huge revamping exercise as can be seen in the graph
India is rated the fifth most attractive emerging retail market: a potential goldmine.
Estimated to be US$ 300 billion, of which organized retailing (i.e. modern trade) makes
up 3 percent or US$ 6.4 billion
As per a report by KPMG the annual growth of department stores is estimated at 24%
Ranked second in a Global Retail Development Index of 30 developing countries drawn
up by AT Kearney.
Multiple drivers leading to a consumption boom:
Favorable demographics
Growth in income
Increasing population of women
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Food and apparel retailing key drivers of growth
Organized retailing in India has been largely an urban
Phenomenon with affluent classes and growing number of double-income households.
More successful in cities in the south and west of India. Reasons range from differences
in consumer buying behavior to cost of real estate and taxation laws.
Rural markets emerging as a huge opportunity for retailers reflected in the share of the
rural market across most categories of consumption.
ITC is experimenting with retailing through its e-Choupal and Choupal Sagar rural
hypermarkets.
HUL is using its Project Shakti initiative leveraging women self-help groups to
explore the rural market.
Mahamaza is leveraging technology and network marketing concepts to act as an
aggregator and serve the rural markets.
IT is a tool that has been used by retailers ranging from Amazon.com to eBay to radically
change buying behavior across the globe.
E-tailing slowly making its presence felt
Global scenario
As larger cities in India, China and Russia reach retail saturation, some retailers are entering
countries through smaller second- and third-tier cities where consumers are ready to embrace
Western-style retail concepts and products thanks to the influence of television, movies and the
Internet.
This is one of the findings of the sixth annual Global Retail Development Index (GRDI), a study
of retail investment attractiveness among 30 emerging markets conducted by management
consulting firm A.T. Kearney.
Asia's attractiveness for retail expansion is not limited to just India and China. Vietnam,
Malaysia and Thailand also were among the top 20 countries in this year's GRDI. Latin
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American countries continued the rebound noted in the 2006 GRDI, with Mexico jumping 10
spots on this year's Index to place ninth.
"So much of successful global retail expansion is about timing," said Hana Ben-Shabat, A.T.
Kearney partner and co-leader of the study. "Identifying markets on the cusp of embracing
modern retail concepts and building a presence in them ahead of the competition remains key."
Indian scenario
India is the country having the most unorganized retail market. Traditionally it is a familys
livelihood, with their shop in the front and house at the back, while they run the retail business.
More than 99% retailers function in less than 500 square feet of shopping space. Global retail
consultants KSA Technopak have estimated that organized retailing in India is expected to touch
Rs. 35,000 crore in the year 2005-06. The Indian retail sector is estimated at around Rs 900,000
crore, of which the organized sector accounts for a mere 2 per cent indicating a huge potential
market opportunity that is lying in the waiting for the consumer-savvy organized retailer.
Purchasing power of Indian urban consumer is growing and branded merchandise in categories
like Apparels, Cosmetics, Shoes, Watches, Beverages, Food and even Jewellery, are slowly
becoming lifestyle products that are widely accepted by the urban Indian consumer. Indian
retailers need to advantage of this growth and aiming to grow, diversify and introduce new
formats have to pay more attention to the brand building process. The emphasis here is on retailas a brand rather than retailers selling brands. The focus should be on branding the retail business
itself. In their preparation to face fierce competitive pressure, Indian retailers must come to
recognize the value of building their own stores as brands to reinforce their marketing
positioning, to communicate quality as well as value for money. Sustainable competitive
Threats & opportunities
Retailing has seen such a transformation over the past decade that its very definition has
undergone a sea change. No longer can a manufacturer rely on sales to take place by ensuringmere availability of his product. Today, retailing is about so much more than mere
merchandising. Its about casting customers in a story, reflecting their desires and aspirations,
and forging long-lasting relationships. As the Indian consumer evolves they expect more and
more at each and every time when they steps into a store.
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For manufacturers and service providers the emerging opportunities in urban markets seem to lie
in capturing and delivering better value to the customers through retail. For instance, in Chennai
CavinKares LimeLite, Maricos Kaya Skin Clinic and Apollo Hospitals Apollo Pharmacies are
examples, to name a few, where manufacturers/service providers combine their own
manufactured products and services with those of others to generate value hitherto unknown. The
last mile connect seems to be increasingly lively
experiential. Only innovative concepts and models may survive the test of time and investments.
However, manufacturers and service providers will also increasingly face a host of specialist
retailers, who are characterized by use of modern management techniques, backed with
seemingly unlimited financial resources. Organized retail appears inevitable.
Retailing in India is currently estimated to be a US$ 200 billion industry, of which organized
retailing makes up a paltry 3 percent or US$ 6.4 billion. By 2010, organized retail is projected toreach US$ 23 billion. For retail industry in India, things have never looked better and brighter.
Challenges to the manufacturers and service providers would abound when market power shifts
to organized retail.
Types of private label brands
There are different kinds of private labels:
Store brands - The retailer's name is very evident on the packaging.
Store sub-brands - Products where the retailer's name is low-key on the packaging.
Umbrella branding - A generic brand, independent from the name of the retailer.
Individual brands - A name used in one category, this is only used to promote a "real"
discount product line.
Exclusive brands - Again a name used in one category, but to promote "added value"
products within the category
Distributor brands - Large wholesale grocers and foodservice purveyors often have
private labels, for example the Parade brand of Dearborn Wholesale Grocers and the
wide array of private brands of the large food service supplier SYSCO. These brands are
typically seen in non-chain independent restaurants and stores that cannot afford their
own private labeling.
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Advantages and Disadvantages from private labels to retailer
The advantages and disadvantages vary depending to which market sector your talking to. These
can be defined as follows:
Advantages to the retailers from private labels
Reduce producer domination in the marketplace
Create more dependence on the retailer by the consumer
Customer sales increase
An opportunity to differentiate and provide variety
Customer loyalty in a situation where you can avoid comparisons
Positive image building
More freedom in your pricing strategy
Positive control over stock keeping inventory
Better bargaining position in a depressed economy
The potential disadvantages for the retailer could be
A negative backlash on their image
Lack of standardization of private labels between categories upsets the customer
Financial control concerns
Lower turnover, resulting in lost total sales per linear metre
Excessive focus on the private label at the expense of other products
The retailer could be perceived as less powerful in the marketplace as they dont promote
recognised brands
Low price equates to low quality
Lack of financial support from suppliers If the product fails, the consumer doesnt forgive you.
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Advantages and disadvantages to consumers from private labels:
But what about the consumer, what could they perceive as the advantages and disadvantages.
Customer generally hesitates when a private label enters the marketplace. They prefer their
favorite brand. Their major shift to private labels occurs when they personally feel economicdeterioration.
The main consumer advantages are
A guarantee of the same quality for a serious price differentiation
More variety within the category
A trusted retail name equals trust in the product
Product provides a need based on a want, where products were missing within thecategory. Eg ethnic foods, diet foods, sugar free foods and so on.
The disadvantage for a consumer could be
Low quality product. Consumers may have a prejudice to low price equalling low quality
Previous customer failures could effect the whole private label range in a store eg. if their
cereals arent good, then their jam will be the same
Advantages and disadvantages to producers from private labels
The producer and supplier also need to consider their positioning. Many producers will be
producing a recognized brand leader and a private label.
Advantages to the producer
Can used
It keeps out a competitor from using this opportunity
They can get into the marketplace at a lower cost
They have a secondary product that gives the company a new profile
They can produce a competitor product to position against their own market leader
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It is an opportunity for smaller suppliers who dont have the promotional capabilities to
enter a bigger marketplace
The supplier can get more shelf space in the store
An opportunity to build strategic partnerships with selected retailers
The disadvantages to the producer could be
The relationship with the retailer could be threatened if the product doesnt perform
They have created a competitor to their own brand
Other suppliers may introduce cheaper private labels and drive margins downwards
High inventory costs and low profit margins.
Consideration area of customers for private brands:
Quality of the product:
First and foremost thing which makes the consumer to buy the product is the QUALITY of the
brand. If the quality of the product is good then customers will be attracted towards it. When the
quality is good, during alternatives (consumer behaviour) are evaluated, the consumer attaches
more importance to the retail brand.
The store attaches more importance to the quality of their brands and on anything else. Similarly
UK based supermarket Sinsbury launched a store brand 'taste the difference' (food product). It
showed its quality through using of quality ingredients and it promoted well known chef Jamie
Oliver to improve the brands quality. So if a store wants to sell its store brand it should attach
more importance to quality than any other thing. In order to have a long term success, the quality
of a brand should be consistent over a period of time.
Price of the brand:
Price plays an important role in the creation of store brand. Most of the store brands are
purchased because they are priced 10% to 40% below the national brand. Because of this most of
the consumers are attracted towards the brand and this also used to differentiate the store brand
and the national brand. The following chart shows the extend of store brands being priced below
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the national brands. Thus the above chart shows that the store brands are normally priced below
the national brands price. In some it can also be premium store brands. There are two strategies
for this. The first strategy is to identify the gap in the market in accordance launch a premium
store brand. Supermarket Sainsbury did this while launching its brand 'Taste the difference'. The
second strategy is to exploit the gap in such a way that the prices become secondary. Target has
launched a range of private labels as apart of its store brand collection. The store has a series of
designers like Sonia Kashuk, Michael Graves, Steven Graves, Steven Sprouse, Philippe Starck,
Todd Oldham and Issac Mizrahi. The strategy has been to launch the coveted products and in
doing so, it circumvents the 'Low price issue'.
Positioning:
Positioning attracts the customers a lot easily towards the brand. When positioning of the store
brand is perfect, then pricing the brand above premium is possible. Moreover, when introducing
store brands, retailers may use either a differentiation strategy or an imitation strategy in
positioning the store brands.
Examples of a high quality differentiation strategy where retailers introduce high quality
differentiated brands that differentiate them from the national brands include "Sam's Choice"
from Wal-Mart. Alternatively, the retailer may differentiate by offering a white-label generic or alow quality store brand targeted to low quality oriented customers. The more common strategy
however is an imitation strategy, where a retailer introduces a store brand as a me-too product
relative to a popular national brand. This strategy accounts for more than 50% of the store brand
introductions in the grocery industry.
"Food Bazaar" positioned its private salt brand as premium health salt which is available in the
price of the ordinary salt. It enjoys 40 - 45% market share in its category among all the "Food
Bazaar" outlets. Thus it has used the differentiation strategyand got success. The long-termlosses that can happen due to retaliation (imitation strategy) from national brand manufacturers
who may withdraw promotional and advertising support, which are essential to the development
of the category itself. Such support helps the whole category because it builds awareness and
drives traffic to the store.
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Packaging:
Packaging plays a very important role because even if the customers are not aware about the
store brand, the packaging will make the consumer to see the product and it make the customer
to inquire about the product. The store have a special unit for packing their store brands and the
design, look etc., of the package is vested with the packing unit. It is already said that the
customers of the retail outlet will be middle and upper class people. So the packaging should be
in such a way that it matches their taste.
Things to be considered for customers during the introduction of private labels:
Now the brand is available in the retail outlet. The following things are very essential for the
complete creation of the retail store brand.
Promotion of the store brand:
Promotion is that aspect of marketing communications that keeps the product in the minds of
customers and helps stimulate trial and repeat purchase. Most retail owners and marketing
managers are familiar with promotional strategies such as:
Advertising
Personal selling
Sales promotions (buy one get one, coupons, introductory offers, etc.)
Public relations & publicity
For a retail store, media advertising is not needed, because it is already provided by the national
brand.
Training to the employees:
Training is said to be important because the customers of the store will not be aware about the
store brands, its uses, its merits, etc. In order to fill this gap the employees of the store must be
given adequate training regarding their brand. Every time when the store introduces its new store
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Chapter-3 METHODOLOGY
RESEARCH DESIGN
SAMPLE PROFILE
TOOLS AND METHODS OF DATA COLLECTION
DATA PROCESSING AND ANALYSIS
LIMITATIONS
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Methods of Data Collection
I have collected two types of data:
1- Primary Data
2- Secondary Data
1. Primary Data Collection:-
Here survey method of data collection is preferred which is very suitable to reach the researchers
motto.
Research Instrument: - Printed questionnaire was used as the research instrument to
collect the required information.
Sampling Plan: - Sampling plan consists of:
Sampling Unit: - The consumer of brand was selected from different places of
Secunderabad.
Sample Size: - For this study I have taken sample size of 45 respondents
Sampling Procedure: - Simple Random sampling procedure was followed.
Sampling Method: - Data were collected by consumers survey. The consumers are
directly contacted and interviewed at their retail shop.
2. Secondary Data Collection:-
I have collected secondary data from the web site, marketing journal and magazine.
Details of Statistical Tools:-
Pie chart have been used to analyze the data with help of excel sheet.
Limitation of the study
The study had been conducted only for Fast Moving Consumer goods (FMCG)
segment related product category not for the entire product category.
Some consumers shown non-cooperative behavior at the time of data collection for
this study.
Time restriction could also affect the accuracy of the study.
The survey was conducted in deferent location of Lucknow. A total survey of 45
respondents was conduct.
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CHAPTER 4
DATA ANALYSIS & INTERPRETATION
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DATA ANALYSIS
Q.1: Do you like?
INTERPRETATION
According to the chart we can say that 73% respondents preferred quality while 27% respondents
preferred cost while
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Q.2: Do you go to shop near to home or mind to travelling?
INTERPRETATION
As we can see with help of chart 70% respondents were prefers organized store and 30% prefers
were unorganized store.
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Q.3: Do You go to branded out let?
INTERPRETATION
As chart is showing that 27% customers do not like to buy from branded out let store, 73%
consumers like to buy from branded out let store.
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Q.4: Which you most like to visit store?
INTERPRETATION
As chart is showing 31% customer prefers big bazaar, 22% prefers Spencer, 24% prefers Kirana
shop, 16% prefers local mall, 7% prefers other.
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Q.5: Do you satisfied with the service of store?
INTERPRETATION
From the above diagram it can be observed a majority of them considering they are satisfied with
service of store and only 9% they are not satisfied.
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Q.6: Will you come again?
INTERPRETATION
From the above diagram it can be observed that a majority customer 82% they will come again,
and 7% they will not come again, 11% customer are confuse.
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Q.7: You always preffer product list for shopping?
INTERPRETATION
From the above diagram it can be observed that a majority of them always prefer product list for
shoping.
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Q.8: How frequently you like to visit to shop?
INTERPRETATION
From the baove diagram 49% customer gose weekly, 40% gose monthly, 9% gose
fortnightly,and only 2% gose daily.
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Q.9: Do you belive in Discount?
INTERPRETATION
From the baove diagram it can be observed majority 27% customer belive in discount,and 27%
they do not belive in discount.
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Q.11: Do you prefer new product?
INTERPRETATION
In this diagram 64% customer prefer new product and 36% customer do not prefer new product.
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Chapter-5 FINDINGS & SUGGESTION
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FINDINGS
Preference of organized retail
15 professionals, 64% prefers organized store, 20 businessmen, 85%, 35 house wife, 57%
prefers organized store, 20 students, 85% prefers organized store. Retailers are morefocus to their private brands in terms of the space selffing and in store promotion actives
Preference for type of retail store
Out of the 25 professional, 36% prefers super market. Out of 20 businessmen, 35%
prefers super market. Out of the 35 house wife, 34% prefers hyper market, and 32%
prefers super market. Out of the 20 students, 30%, 45% prefers super market. It means
Majority of the consumer are showing positive response towards private label brands.
Satisfaction level of product attributes
Come to the satisfaction of product attribute out of 25 professionals, 32%, Satisfied.
Out of the 20 businessmen, 35%, Satisfied. Out of the 35 house wife 42%, satisfied.out of the 20
students 30%, Satisfied. I found that price is less and quality is equally good.
Satisfaction level of overall services
Now come to the over all service so out of the 25 professionals 32%, satisfied. Out of 20
businessmen 35%, Satisfied. Out of the 35 house wife 48%, Satisfied. Out of the 20 students 30%,
Satisfied. In future it might be a major threat for the national label brands.
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SUGGESTIONS
Most of the professionals, businessmen, house wife and student prefers organized store so
they should have concentrate on organized store by which they can have more loyaltytowards organized store.
Most professionals, businessmen and student prefer shopping mall so they should work
out on other segment like house wife etc also.
Out of the all segment most of the people coming to heritage so they should give
customized services according to the need of the group.
By giving more assortment and quality in the product the satisfied customers can be
strongly satisfied. Most of the customers are satisfied from the over all services so they should increases
their service quality so that they become strongly satisfied.
More promotion and brand awareness is needed to create for the private label brands and
quality should be improve little more so it could give a core competition to the national
brands.
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CONCLUSION
This study has not attempted to test empirically the theories and concepts proposed since it is too
early in India to undertake any such work meaningfully. Experience with private labels in theUS, Europe and Australia have been studied and recorded whereas in India the effect of it on the
national brands is yet to strike alarm. However, private labeling in India is here to stay. It is
likely to grow significantly, especially in major urban areas, where the national brands will find
this phenomenon a force to reckon with. Though at this juncture private Labeling occurs
predominantly in destination categories such as cereals and pulses in FMCG sector, it will not be
long before the mega stores move towards labeling other packaged products as well. Brand
loyalty will face assault not only from other brands but also from store loyalty, aiding the growth
of private labels. Such a growth of private labels offers challenges to the national brands in terms
of the elements of marketing strategy. It also provides the manufacturers of national brands the
opportunity to (a) move away from mass marketing to segment or niche oriented marketing in
the specific market area and (b) Utilize their production capacity better by tying up with the retail
stores to pack their brands under the store labels. However, whether private labeling is worth
bothering about in India where the share of private brands is far below 0.5% - borne out by the
countrys name not figuring in the AC Nielsons July 2003 report _ is a question that deserves
attention. Whereas it is understandable that retail chains are more powerful vis--vis national
brands in Europe due to the sheer size (small) of European countries as compared to the USA,
the largeness of India may well allow the national brands in our country to wield considerable
power over retailers for more years to come. Possibly, the national brands may obtain their
power position vis--vis large retail stores through direct dealing bypassing distributor network
thus passing off better commissions to the large retailers. This means that the retail brand
introductions in India may cause win-win arrangements between the manufacturers and Retailers
at the cost of other intermediaries. Manufacturers may be better off avoiding a directconfrontation with retailers. The phenomenon of introduction of retail brands in India offers the
greatest scope to testify that marketing ceases to focus merely on competition and has started to
look at the prospects of co-competition as the core of strategy, a phrase that has gained currency
in recent times in marketing literature. It can be expected that retail outlets will focus more on
quality of their brands for better positioning. To counter their quality-threat, the national brands
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may come up with innovations in packaging as well as the same quality at lower prices. Since
retail outlets are predominantly unorganized, localized competition may set the national brands
thinking of unique methods by which they can ward off all such dispersed threats in one sweep.
Store brand entry (a) increases consumer choice in store and (b) it makes the national brands to
switch to just price and to avoid near-monopoly pricing. What was prophesized for the US will
hold true for India: Private labels will grow; and, national brands will dominate. Consumers will
be better off due to this brewing conflict, a sign of competition promoting consumers welfare.
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BIBLIOGRAPHY:
REFERRED TEXT BOOKS
1. Philip Kotler & Kevin (Twelfth Edition) Lane Marketing Management.
2. Anshul Kauslesh - Retailing-The sunrise sector.
3. Business Today - December 9/2001 - Can Indias largest retailer bounce back.
4. Levy weitz - (2007) - Retailing management, Tata Mc. Graw hill, New Delhi.
5. Business India - (October 29 /2001) - The Indian retail Industry Gearing up for Big
sales.
6. www.privatebrands.com7. www.fibre2fashion.com
8. www.etretailbiz.com
9. www.en.wikipedia.org/wiki/Retail
10. www.researchandmarkets.com
11. www.retailindustry.com
12. www.retail.about.com
13. www.google.com
http://www.privatebrands.com/http://www.fibre2fashion.com/http://www.etretailbiz.com/http://www.en.wikipedia.org/wiki/Retailhttp://www.researchandmarkets.com/http://www.retailindustry.com/http://www.retail.about.com/http://www.google.com/http://www.privatebrands.com/http://www.fibre2fashion.com/http://www.etretailbiz.com/http://www.en.wikipedia.org/wiki/Retailhttp://www.researchandmarkets.com/http://www.retailindustry.com/http://www.retail.about.com/http://www.google.com/8/8/2019 Project Report Jitendra Kumar
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Questioners
1- Name
2- Gender
3- Age
(a) Below 18 (b) 18-30 (c) 3150 (d) above 50
4. Occupation5. Education6. Do you like? (a) Cost (b) quality7. Do you go to shop near to home or mind to travelling?
(a) Shop near to home (b) Mind to traveling8. Do you go branded out let?
(a) Yes (b) No9. Which you mostlike to visit store?
(a) Big bazaar
(b) Spencer
(c) Local mall
(d) Kirana shop
(e) Others
(e) Other10. Do you satisfied with the service of store
(a) Yes (b) No
11. Will you come again?(a) Yes (b) No (c) Confuse
12. You always prefer product list for shopping.(a) Yes (b) No
13- How frequently you like to visit to shop?(a) Daily
(b) Weekly
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(c) Fortnightly
(d) Monthly
14. Do you believe in discount?
(a)Yes (b) No15. Do you purchase by credit card?(a) Yes (b) No
16. Do you prefer new product?(a)Yes (b) No