Lokesh

RESEARCH PROJECT REPORT

ON

CONSUMER BUYING BEHAVIOUR AND BRAND

PERCEPTION IN SHOPPING MALLS OF INDIA

Submitted in partial fulfilment of the requirementFor the award of degree

Of

MASTER OF BUSINESS ADMINISTRATION SESSION (2013-2015)

SUBMITTED BY:- NAME :- LOKESH KHANNA CLASS:-MBA 4rd SEM ROLL NO.:-1321170009

RAKSHPAL BAHADUR MANAGEMENT INSTITUTE,

Greater Noida (Affiliated to Uttar Pradesh Technical University, Lucknow)

DECLARTION

I hereby declare that this Project Rreport entitled “CONSUMER BUYING BEHAVIOUR

AND BRAND PERCEPTION IN SHOPPING MALLS OF INDIA” is carried out under the

guidance of my faculty guide Mrs. Archana Raj and this report neither full not in part

has ever been submitted for Award University or any other degree of either this

University and all the data collected is by my own efforts and is purely authentic.

I hope this study will prove useful for academic as well as practical purpose.

LOKESH KHANNA

ACKNOWLEDGEMENT

I Lokesh Khanna owe enoumous intellectual debt towards my faculty guide Mrs.

Archana Raj ” who has augmented my knowledge in the field of “consumer behavior”, helping

me learn about the process and giving me valuable insight into the subject.

I am obliged to her for being extremely patient, giving me sufficient time for discussions

and guidance at all stages through the course of this research. My increased spectrum of

knowledge in this field is the result of her constant supervision and direction that has helped me

to absorb relevant and high quality information.

I would like to thank her for her guidance and enriching my thoughts in this field from

different perspectives.

Last but not the least, I feel indebted to all those persons and organizations which have

provided information and helped me directly or indirectly in successful completion of this study.

ABSTRACT

Malls, in particular, are contributing hugely to the development of organized retail. Malls are

coming up both within cities and at the outskirts vowing to create destinations that will attract

thousands of customers every day.

India is experiencing a “mall boom”. Shopping malls are set to one of the most visible faces of

the Indian retail scene in the next few years. According to estimates apart from the metropolitan

and larger cities, as many as 100 new malls will be coming up by 2016

in the smaller cities as well. MGF DEVELOPMENTES LIMITED is a part of MGF Group.

MGF (Motor General Finance) is a very well known company in finance sector and now it is in

the shopping malls industry. In India Shopping Malls industry is upcoming industry in India.

Today in India Shopping Mall industry is worth 17000 Cr. Industry. In NCR (National Capital

Region) Gurgaon is the most favorite place for the shopping malls. M.G. (Meharuli – Gurgaon)

Road is the place for all famous shopping malls in Gurgaon. In NCR DLF, MGF, JMD,

SAHARA, all big big players are in shopping mall industry. On M.G. Road Gurgaon, MGF

Group has two shopping malls in operation MGF Metropolitan Mall, MGF Plaza. Sahara Group

has its Sahara Mall and DLF Group has its City Centre.

The project involved the study of comparative analysis consumer buying behavior and brand

perception of consumers regarding shopping malls on M.G. Road and Metropolitan Mall as a

base. The methodology adopted to study the consumer buying behavior & brand perception of

consumer is through survey in shopping malls on M.G. Road. 745 consumers were surveyed.

The survey is done through the personal interviews by putting different set of structure

questionnaire to them.

Consumer purchasing power is the main factor, which determines their buying behavior and brand of shopping

malls. Shopping Malls are the places for the fun & entertainment, family outing, shopping and eating’s. In shopping

Malls age factor is the most dominant factor in daily footfall. What I studied that in different shopping malls

different age group consumers come and they impact on the buying behavior.

1. Metropolitan Mall: - In Metropolitan Mall consumers belong to age 20 – 25 and 25 -35

were in the maximum numbers. They either belong to students or services or they are

professionals. Consumers in this age group come to the shopping malls either in once in a week

or twice in a week. Their purposes to come to a shopping mall are just for fun and entertainment

(PVR Movies), eating, and shopping’s. On average they used to spend Rs. 500- 2500 on their per

visit in Metropolitan Mall. As a consumer they spend the most on music and entertainment and

food and beverages. After this they spend on apparels and sportswear & footwear. In case of

girls in this age group they spend a large amount on gifts and beauty products. In this age group

the consumers like the metropolitan mall most. The most important think that we observed that

the annual house holds income of this category either their own or their parents between 2-5

lakhs and 5 – 10 lakhs. In Metropolitan Mall consumer are specially brand oriented. Consumers

in the age group between 25 –35 were also in good numbers. The main different between the age

group of 20 –25 and 25 –35 was that consumers in the age group 25 –35 they don’t come just

come for the fun they were serious buyers of branded products. The brand images in their minds

of Metropolitan Mall were different – different. A large group of this segment have image only of

PVR Gurgaon. Next they have image of Shoppers Stops, Mc Donalds, and Metropolitan Mall.

Consumers have the image of Metropolitan Mall is the best place for the entertainment and

eating because of good Food joints, restaurants. Most of the consumers of any age group were

very much impressed by the ambience and gentry of Metropolitan Mall. A common brand image

of Metropolitan Mall was that it is some costly for a big shopping.

2. Sahara Mall: - Consumers in Sahara Mall belong to 25 – 35 age and age 35 and above were

in the maximum numbers. In this age group consumer were either Homemakers or services, or

they were professionals. They come in either once in a week or twice in a month. In Sahara Mall

consumers were serious buyers and they either come for the family shopping or for the eating.

The annual holds income is between 2 – 5 lakhs common. Consumers spend Rs. Between 500-

2500 and more then Rs. 2500.Consumers in shopping mall and spend mostly on Households and

eating. Consumers in Sahara Mall are very much influenced by discount schemes. A large

segment comes for Sahara Mall only for the Pantaloon store. Consumers in Sahara Mall come

only for the BIG BAZZAR, HALDIRAM and PANTALOON. The brand image of Sahara Mall

in consumers is only Big Bazaar and Haldiram. Some have the image of Pantaloon. The common

brand image of Sahara Mall is a mall for the middle class. It’s a good place for eating and family

shopping.

3. MGF PLAZA: - MGF PLAZA is commonly visited by consumer in the age group of 25- 35

and age above then 35. Consumers in MGF Plaza are belonging to business, services and most of

them Home Makers. Consumers in MGF PLAZA are serious buyers. They come to the Mall

once in a month or twice in a month. They just come for the family shopping for the home

furnishing and electronic items like TV, Refrigerators etc. Consumers in MGF Plaza are mostly

brand oriented. Their common annual house holds income between 2-5 and 5- 10 lakhs. The

brand image that they have of MGF Plaza is a complete place for the home furnishing items.

Arcus, Samsung, Philps, LG and Electrolux brand in this mall. Most famous is the Arcus home

furnishings. MGF PLAZA is a place for the home furnishing items. This mall is totally different

from Metropolitan Mall and DLF City Centre.

Consumer who visits any shopping mall on M.G. Road almost comes to visit every shopping

mall. In study of shopping malls I found after analysis that Metropolitan Mall is the best place

for the fun & Entertainment, eating and branded shopping. Metropolitan Mall is not a place for

the middle class. Sahara Mall is good for the family shopping like households, apparels due to

Big Bazaar and Pantaloon and good for eating due to the Haldirams. Sahara Mall is the only one

mall on M.G. Road for the middle class. Regarding the MGF PLAZA, it is the place only for the

home furnishings and essential items for the family. It is the place both for the middle class and

higher class.

In my study consumers were taken for all age groups and all classes. In Metropolitan Mall

management should think about the indoor games like bowling, snooker for their good time pass

in mall. In Metropolitan Mall there should be a disco for the complete fun and entertainment. In

Sahara Mall, management should also think about to promote other stores except Big Bazaar.

Make it like a Shopping mall not like a Big Bazaar store. In MGF PLAZA there are basically

home furnishing items so make some plans for these serious customers who visit and purchase

from the mall.

CONTENTS

Page No.

Introduction……………………………………………………………. 08

Literature Review ……………………………………………………… 09

Objectives of Project…………………………………………………… 27

Research Methodology ………………………………………………. 28

Limitations of the Project……………………………………………… 32

Analysis ………………………………………………………………….. 36

i) Retailers

ii)

36

ii). Consumer buying behavior in Metropolitan Mall 40

iii). Consumer buying behavior in Sahara Mall

MmMMMMMallMallSahara…………………………………………..

54

iv). Consumer buying behavior in MGF Plaza

……………………………………………...…..

68

v). Consumer Brand Perception Perception Design….………...

……………………………….

81

Research Findings ……………………………………………………. 88

Conclusion……………………………………………………………… 92

Recommendations……………………............................................. 99

References ……………………………………………………………... 100

Annexure………………………………………………………………… 101

i). questionnaire for consumers

…….retailers………………………………………….

102

Ii).questionnaire for retailers 105

INTRODUCTION

Malls in India are a relatively new format for retailing. While this format may have existed in the

Western economies for several decades, in India this phenomenon could be estimated to be only

about fifteen odd years old.

One of the earliest large floor-area retailers in India, was "Shopper's Stop". However, the first of

the current format of the malls was the Crossroads mall in Mumbai, which was established by

the Piramals in period around 2000-01. Crossroads then had the highest rent per sq. meter of

establishment that the vendors had to bear. Due to the exorbitant rent, Crossroads initially had a

rough ride. Also, the mall format was new, and was a novelty for most Indian consumers. This

led several visitors to the mall, but never converted to actual purchases, since most were visiting

the place out of curiosity.

However, the situation had changed drastically now. Malls seem to be springing up across

several cities in India. Notable among these is Gurgaon, a upcoming city near Delhi.

Five Reasons why Indian Organized Retail is at the brink of Revolution:

Scalable and Profitable Retail Models are well established for most of the categories

Rapid Evolution of New-age Young Indian Consumers

Retail Space is no more a constraint for growth

Partnering among Brands, retailers, franchisees, investors and malls

India is on the radar of Global Retailers Suppliers

Looking Ahead

Many strong regional and national players emerging across formats and product categories. Most

of these players are now geared to expand far more rapidly than the initial years of starting up

Most have regained / improved profitability after going through their respective learning curves

A decade ago – not a single mall

A year ago – less than half a dozen

Today – 70 malls

2 years from now – 300 malls

LITERATURE REVIEW

Retailing is the final step in the distribution of merchandise - the last link in the Supply Chain -

connecting the bulk producers of commodities to the final consumers. Retailing covers diverse

products such as foot apparels, consumer goods, financial services and leisure.

A retailer, typically, is someone who does not effect any significant change in the product execs

breaking the bulk. He/ She are also the final stock point who makes products or services

available to the consumer whenever require. Hence, the value proposition a retailer offers to a

consumer is easy availabilities of the desired product in the desired sizes at the desired times.

In the developed countries, the retail industry has developed into a full-fledged industry where

more than three-fourths of the total retail trade is done by the organized sector. Huge retail

chains like Wal-Mart, Carr four Group, Sears, K-Mart, McDonalds, etc. have now replaced the

individual small stores. Large retail formats, with high quality ambiance and courteous, and well-

trained sales staff are regular features of these retailers.

Top Ten Retailers Worldwide

Rank Retailer No of stores owned

1 Wall-Mart Stores Inc.

(USA)

4178

2 Carrefour Group (France) 8130

3 The Kroger Co. (USA) 3445

4 The Home Depot, Inc.

(USA)

1134

5 Royal Ahold (Netherlands) 7150

6 Metro AG (Germany) 2169

7 Kmart Corporation (USA) 2105

8 Sears, Roebuck and Co.

(USA)

2231

9 Albertson's, Inc. (USA) 2512

10 Target Corporation (USA) 1307

door-to-door solicitation and temporary displaying of merchandise (stalls). Broadly the organised

retail sector can be divided into two segments, In-Store Retailers, who operate fixed point-of-sale

locations, located and designed to attract a high volume of walk-in customers, and the non-store

retailers, who reach out to the customers at their homes or offices.

Apart from using the internet for communication (commonly called e-tailing), non-store retailers

did business by broadcasting of infomercials, broadcasting and publishing of direct-response

advertising publishing of traditional and electronic catalogues,

Major formats of In-Store Retailing have been listed in Table given below:

Format Description The Value Proposition

Branded

Stores

Exclusive showrooms either

owned or franchised out by a

manufacturer.

Complete range available

for a given brand, Certified

product quality.

Speciality

Stores

Focus on a specific consumer

need, carry most of the brands

available.

Greater choice to the

consumer, comparison

between brands possible

Department

Stores

Large stores having a wide

variety of products, organized

into different departments, such

as clothing, house wares,

furniture, appliances, toys, etc.

One stop shop catering to

varied consumer needs.

Supermarkets Extremely large self-services One stop shop catering to

retail outlets. varied consumer needs.

Discount

Stores

Stores offering discounts on the

retail price through selling high

volumes and reaping the

economies of scale.

Low prices.

Hyper-mart

Larger than a Supermarket,

sometimes with a warehouse

appearance, generally located

in quieter parts of the city

Low prices, vast choice

available including services

as cafeterias.

Convenience

Stores

Small self-service formats

located in crowded urban

areas.

Convenient location and

extended operating hours.

Shopping

Malls

An enclosure having different

formats of in-store retailers, all

under one roof.

Variety of shops available

close to each other.

Retailing in India

The retail market size in India is estimated to be around $180 billion. Retailing provides jobs to

almost 15 percent of employable Indian adults and it is perhaps the largest contributor to India's

GDP.

But the flip side of the coin is that the average size of each of the retail outlets in India is only 50

square feet and though a large employer, the industry is very unorganized, fragmented and with a

rural bias.

Retail Industry in India

Even though India has well over 5 million retail outlets of all sizes and styles (or non-

styles), the country sorely lacks anything that can resemble a retailing industry in the modern

sense of the term. This presents international retailing specialists with a great opportunity.

It was only in the year 2007 that the global management consultancy AT Kearney put a

figure to it: Rs. 400,000 crore (1 crore = 10 million) which increase to Rs. 800,000 crore by the

year 2011 – an annual increase of 20 per cent.

Retailing in India is thoroughly unorganised. There is no supply chain management

perspective. According to a survey by AT Kearney, an overwhelming proportion of the Rs.

400,000 crore retail markets are UNORGANISED. In fact, only a Rs. 20,000 crore segment of

the market is organised.

As much as 96 per cent of the 5 million-plus outlets are smaller than 500 square feet in

area. This means that India per capita retailing space is about 2 square feet (compared to 16

square feet in the United States). India's per capita retailing space is thus the lowest in the

world (source: KSA Technopak (I) Pvt Ltd, the India operation of the US-based Kurt Salmon

Associates).

Just over 8 per cent of India's population is engaged in retailing (compared to 20 per

cent in the United States). There is no data on this sector's contribution to the GDP.

From a size of only Rs.20,000 crore, the ORGANISED retail industry grew to Rs.

160,000 crore by 2011. The TOTAL retail market, however, as indicated above have grown 20

per cent annually from Rs. 400,000 crore in 2007 to Rs. 800,000 crore by 2011 (source: survey

by AT Kearney)

Given the size, and the geographical, cultural and socio-economic diversity of India,

there is no role model for Indian suppliers and retailers to adapt or expand in the Indian

context.

The first challenge facing the organised retail industry in India is: competition from the

unorganised sector. Traditional retailing has established in India for some centuries. It is a low

cost structure, mostly owner-operated, has negligible real estate and labour costs and little or no

taxes to pay. Consumer familiarity that runs from generation to generation is one big advantage

for the traditional retailing sector.

In contrast, players in the organised sector have big expenses to meet, and yet have to

keep prices low enough to be able to compete with the traditional sector. High costs for the

organised sector arises from: higher labour costs, social security to employees, high quality real

estate, much bigger premises, comfort facilities such as air-conditioning, back-up power

supply, taxes etc. Organised retailing also has to cope with the middle class psychology that the

bigger and brighter a sales outlet is, the more expensive it will be.

The above should not be seen as a gloomy foreboding from global retail operators.

International retail majors such as Benetton, Dairy Farm and Levis have already entered the

market. Lifestyles in India are changing and the concept of "value for money" is picking up.

India's first true shopping mall – complete with food courts, recreation facilities and

large car parking space – was inaugurated as lately as in 1999 in Mumbai. (This mall is called

"Crossroads").

Local companies and local-foreign joint ventures are expected to more advantageously

position than the purely foreign ones in the fledgling organised India's retailing industry.

These drawbacks present opportunity to international and/or professionally managed

Indian corporations to pioneer a modern retailing industry in India and benefit from it.

The prospects are very encouraging. The first steps towards sophisticated retailing are

being taken, and "Crossroads" is the best example of this awakening. More such malls have

been planned in the other big cities of India.

An FDI Confidence Index survey done by AT Kearney, retail industry is one of the

most attractive sectors for FDI (foreign direct investment) in India and foreign retail chains

would make an impact circa 2007.

The Indian retail industry is unorganized

There are nearly twelve million retail outlets in India and the number is growing. Two thirds of

these stores are in rural location. The vast majority of the twelve million stores are small "father

and son" outlets. According to the "Retailing in India" report published by the PwC Global Retail

Intelligence Program, share of the unorganized sector is 98%.

The Indian retail industry is fragmented

Retail stores in India are mostly small individually owned businesses. The average size of an

outlet is 50 s.q. ft. and though India has the highest number of retail outlets per capita in the

world, the retail space per capita at 2 s.q. ft per person is amongst the lowest in the world.

The Indian retail industry has rural bias

Nearly two thirds of the stores are located in rural areas. The retail industry in rural India has

typically two forms: "Haats" and "melas". Haats are the weekly markets: they serve groups of

10-50 villages and sell day-to-day necessities. They are frequently used as replenishment point

for the small village retailer. Melas are larger in size and more sophisticated in terms of the

goods sold. Mela merchandise would include more complex manufactured products such as

televisions.

Even in urban areas, organised in India is restricted to the top few cities of the country as shown in Table given

below:

CitiesTop 6 Next 4 Top 6 Next 4

2007 2011

Evolution of Indian Retail Industry

For Indian retailing, things started to change slowly in the 1980s, when India first began opening

its economy. Textiles sector (which companies like Bombay Dyeing, Raymond's, S Kumar's and

Grasim) was the first to see the emergence of retail chains. Later on, Titan, maker of premium

watches, successfully created an organized retailing concept in India by establishing a series of

elegant showrooms.

For long, these remained the only organized retailers, but the latter half of the 1990s saw a fresh

wave of entrants in the retailing business. This time around it was not the manufacturer looking

for an alternative sales channel. These were pure retailers with no serious plans of getting into

manufacturing. These entrants were in various fields, like - FoodWorld, Subhiksha and Nilgiris

in food and FMCG; Planet M and Music World in music; Crossword and Fountainhead in books.

As of the year ending 2011 the size of the Indian organized retail industry was estimated at around Rs. 13,000 crore.

The various segments that make up the organised retail industry along with their size are in table given below.

Segment Market Size (Rs. Crore)

Textiles and clothings 4050

Jewellery 2,000-2,500

Consumer Durables 1500

Footwear 1,300-7,500

Food and personal care 1000

Non-Store retail 900

Luggage, watches and tyre 500

Books and music 390

Retailing Formats in India

Some of the prevalent relating formats in India include:

Malls

Most malls give floor space out to individual shops on lease, and these are enticed by the

economies resulting from the sharing of costs. India's largest shopping arcade Spencar Plaza

(600,000-sq-ft) in Chennai is an example. In malls like these, the combined brand pull of all

outlets is used to create a pull for the mall.

Branded Stores

Exclusive showrooms run by premium brands have been the catalysts in pushing up the Indian

retail scenario. This concept is now being used to introduce organized retailing to the second

rung towns. Madura Garments has started setting up exclusive outlets in cities like Trichy and

Thanjavur.

Departmental Stores

Departmental Stores are expected to take over the apparel business from exclusive brand

showrooms. Among these, the biggest success is K Raheja's Shoppers Stop, which started in

Mumbai and now has more than seven large stores (over 30,000 sq. ft) across India and even has

its own in store brand for clothes called Stop!.

Speciality Stores

Chains such as the Bangalore based Kids Kemp, the Mumbai books retailer Crossword, RPG's

Music World and the Times Group's music chain Planet M, are focusing on specific market

segments and have established themselves strongly in their sectors.

Absence of discounting as a dominant format of retailing in India is a glaring peculiarity. The

reasons are two-fold. Unlike most Western countries, Indian retailers have much less bargaining

power. They thrive as small store and don't have the clout to negotiate terms with the

manufacturers. The other reason is that the retailers themselves have no economies of scale to

offer discounts on their own. However, the scenario is now changing. Increased investments and

the entry of big business houses in retailing is leading to the emergence of bigger retailers, who

can both bargain with the suppliers, as well as, reap economies of scale. Hence, discounting is

becoming an accepted practice.

Trends in Retailing

Retailing in India is at a nascent stage of is evolution, but within a small period of time certain

trends are clearly emerging which are in line with the global experiences. Organised retailing is

witnessing a wave of players entering the industry. These players are experimenting with various

retail formats. Yet, Indian retailing has still not been able to come up with many successful

formats that can be scaled up and applied across India. Some of the notable exceptions have been

garment retailers like Madura Garments & Raymonds who was scaled their exclusive showroom

format across the country.

Experimentation with formats

Retailing in India is still evolving and the sector is witnessing a series of experiments across the

country with new formats being tested out; the old ones tweaked around or just discarded. Some

of these are listed in Table below.

Retailer Current

Format

New Formats. Experimenting With

Shoppers'

Stop

Department

Store

Quasi-mall

Ebony Department

Store

Quasi-mall, smaller outlets, adding

food retail

Crossword Large

bookstore

Corner shops

Piramyd Department

Store

Quasi-mall, food retail

Pantaloon Own brand

store

Hypermarket

Subhiksha Supermarket Considering moving to self service

Vitan Supermarket Suburban discount store

Foodworld Food

supermarket

Hypermarket, Foodworld express

Globus Department

Store

Small fashion stores

Bombay

Bazaar

Aggregation of Kiranas

Efoodmart Aggregation of Kiranas

Metro Cash and carry

S Kumar's Discount store

Retailers are also trying out smaller versions of their stores in an attempt to reach a maximum

number of consumers. Crossword bookstores is experimenting with Crossword Corner, to

increase reach and business from their stores. FoodWorld is experimenting with a format of one-

fourth the normal size called FoodWorld Express.

Store design

Irrespective of the format, the biggest challenge for organised retailing is to create an

environment that pulls in people and makes them spend more time shopping and also increases

the amount of impulse shopping. Research across the world shows that the chances of senses

dictating sales are as much as 10-15% for certain categories. This reason is good enough for

organised retailers to bring in professional designers while developing a new property. And, that

is why retail chains like MusicWorld, Baristal, Piramyd and Globus and laying major emphasis

& investing heavily in store design.

MusicWorld spent three months in college campuses and metros studying the market and talking

to youngsters before starting work. The brand identity was created after extensive research: a

logo was designed and the look of the stores across the country was decided upon. Apart from

the visual impact, the functionality of the store design was also taken care of. Listening posts

have been created for people to listen to their favorite album and an area in the center of the

stores has been earmarked for celebrity visits and promotions.

Emergence of discount stores

What does Subhiksha In Chennai, Margin Free in Kerala and recent entrants like Bombay Bazaar

in Mumbai, RPG's - Giant in Hyderabad, Big Bazaar in Kolkata, Hyedrabad and Bangalore have

in common? Their products are below MRP.

Discount stores have finally arrived in India and they are expected to spearhead the revolution in

organisation retailing. Though this segment is growing, it is small compared to international

standards where around 60 per cent of the business comes from this format. Internationally, the

largest retailer in the world Wal-Mart is a discounter. These discount stores have advantages of

price, assortment dominance and quality assurance and have the ability to quickly build scale and

pass on the benefits. However, the success would be for retailers who are able to build the scale

fast and manage their operations efficiently while offering value to the customer consistently.

Unorganized retailing is getting organized

To meet the challenges of organized retailing that is luring customers away from the unorganized

sector, the unorganized sector is getting organized. 25 stores in Delhi under the banner of

Provision mart are joining hands to combine monthly buying. Bombay Bazaar and Efoodmart

have also been formed which are aggregations of Kiranas.

In a novel move, six Delhi based restaurants have come together and formed a consortium: NFC,

to promote New Friends Colony, a posh locality in the Capital, as a branded place in town. The

aim is to increase footballs in the area, which is fast losing its sheen to its closest and upcoming

destinations such as large cineplexes, and malls, which are backed by the corporate house such

as 'Ansals' and 'PVR'.

Not all stories are a success

A lot of activity is happening in retail and though we do have may success stories, not all

ventures have been successful. Shoppers' Stop, for example, implemented JD Edwards ERP, but

could not reap much bssenefit due to less than optimal number of operating locations. A few

references of other such less successful ventures is given below:

Franchising, as a way to grow has not worked out well for Vitan, the second oldest food

supermarket. More than two third of its 19 odds outlets have either folded up or snapped

up ties with the parent.

The foray of organized retailing in the small towns of India has met with limited success.

The notable example being Shoppers' Stop foray in Jaipur. The retailers are now focusing

their energies on the top six cities.

India's oldest food supermarket chain, the Bangalore based Nigliris has been up for sale

for a few months now but yet to find takers.

In Delhi, the Escorts group-promoted Nanz, a food supermarket has shut down after

being unable to find a white knight.

Source: Pwc Analysis

These failures and limited successes have happened both due to a lack of experience and

understanding of issues.

Vision 2010

The past 2-3 years have seen a number of development in the retailing business in India. The

entry of corporate houses like RPG, Tatas and Piramals have increased the capital availability in

the market. Bigger players like Shoppers Stop are in a position to take advantage of their sizes in

dealing with the manufacturers. Despite a slowdown in the economy, customer queues at the

stores are not decreasing. Retail sector is bound to grow in the coming years. But how much and

in what direction are the questions that need to be evaluated.

Various agencies have made different estimates of the size of organized market in 2010. The one

thing in common amongst these estimates is that the Indian organized retailing industry will be

very big in 2010. The status of the industry will depend a lot on external factors like Government

regulations and real estate prices, besides activities of the retailers and demands of the customers.

Based on our analysis of present trends, and development of retailing elsewhere, we present our

perspectives and snapshots of organized retailing, as it would exit in 2010.

Demographics

In the next 10 years, India population is expected to grow by about 14 per cent. But this increase

will not be even. Important trends tha will effect retailers are lised below.

The number of children (0-15 years) will remain stable at 30 million: This will mean a lesser

growth for toys, games and some apparel segments.But given the current nascent stage of the

growth, these sectors will still offer high grwoth rates.

The number of people in 40-60 years of age will go up by 30%: Sales of cosmetics, skin care,

hair dyes, and other youth inducing products will rise. More consumer resources would be spent

on retirement planning and saving for retirement. Home improvement and financial services

firms would benefit from this trend.

The number of households will increase by 25%: This would lead to a higher growth in the

household-decor items vis-a-vis personal items as apparel and fashion accessories.

Regional differences will stay

Although a few player will be able to form pan-Indian retail supply chains, the retail market is

unlikely to be a single entity. For example, food retailing in Chennai, Kolkata and Chandigarh is

vastly different in terms of shopping habits and consumer tastes. Many such differences will

remain.

Though a few national retail chains will develp, they would have to coexist with strong regional

players, whow would excel in thir understanding of the customers and strong barnd names. The

national players would primarily be is sectors like Apparel, Fashion, Food and Cmusic.

Importance of local supplies for grocery sector would ensure the regional chains would reign

supreme in these sectors. The key to success for national players will to maintain the efficiencies

that come from their large-scale operations while retaining the ability and the flexibility to salisfy

different needs of different consumers.

However, organised retailing, in some cases, will change and harmonise consumer habits,

purchasing patterns and consumer behavior. McDonalds and Barista have already been

successful in doing this.

Today, internationally all top-retailers (except Kart and Aldi) operat 3-4different formats, with

companies like Metro AG operating 13 formats. This diversity of formats allows the company to

utilise its brand value across different segments and categories of customers.

Signs of such a development are visible in India as well. A movement towards Class-I cities

necessitates modification of operating format5s to suit different needs. By 2010, top retailers

would be operating at least 3-4 formats.

The biggest challenge that the retailers will have to face would be of maintaining different brand

images, and though clashing images would be formed, a few retailers would be able to use Brand

Extensions to estblish different images in different cities.

Dual focus on costs and time

With more dual income families consumer ability to spend will increase, but the time available

for shopping will go down. Customers will become more demanding in terms of rapid and

friendly service. Retailers would develop shopping as an entertaining experience, but the more

successful ones will be the ones who provide faster service.

On the other hand, increasing competition would push the prices down. Efficiencies in supply

chain and economies of scale would allow retailers to reduce their prices without compromising

either on the shopping experience or on their own profitability.

24 hours retailing

Time stressed consumers will also ask for round the clock retailing. As these consumers will be

ready to pay a premium for service at odd hours, the timings of shopping will have to adapt to

needs of these consumers. A number of 24 hours retail stores would emerge to cater to this need.

The assumption here is that the current administrative restrictions on running shops at nights will

be lifted. It is expected that in the face of increasing demand from both the consumers and the

industry fora, regulations regarding retailing will be eased.

Small retailer will coexist

Within a decade, large organised retailers would be controlling a substantial portion of the retail

trade. Yet, it is not to say that small, independent and unorganised retailers will disppear in large

numbers. They will survive on their core strengths of personal relations with customers and

closeness to residences. The experiences of South East Asian countries has been that even after

10 to 15 years of allowing FDI in retailing, unrganised retailers still control a sizeable chunk of

the retailing market. The Indian experience in retailing is expected to be no different.

However, to compete with the big retailers on price, small retailers will form cooperatives for

purchasing, just as the once in France, spain and Italy have already done. This trend has also

started in Delhi, and is only expected to nicrease.

Supply chain dynamics

The balance of power between retailers and manufacturers will shift towards the retailers. The

bigger retailers would be able to seek the lowest prices, require their suppliers to assume greater

business risks, and colloborate with suppliers to achieve overall cost reduction in their

operations.

Scale economics would help in operating optimized supply chains and logistics network with

investments in information technology enabling process effeciencies and effectiveness. Increased

volumes would enable investments in specialised equipment for transportation of goods.

Retailers with large chains would negotiate and get central procurement but local dispatches

from their suppliers.

Internet

Internet retailing will thrive in the coming decade. It may not be apparent now because internet

access is far behind the US and west, and high usage charges represent a serious impediment to

frequent consumer usage. The Government has already shown intent to deregulate the

telecommunications sector. Deregulation would increase Internet usage in the country and also

the trading on the net.

However, it is expected that the bricks and mortar stores converting to clicks and mortar model

would dominate the Internet sector. ?This is because of their already existing brand names and

economies of operations that they would be able to reap.

Organised versus Unorganised Retailing

In a sharp contrast to the retail sector in developed economies, retailing in India - though large in

terms of size - is highly fragmented and unorganised. With close to 12 million retail outlets the

country has one of the highest retail densities worldwide.

Retailers include street vendors, supermarkets, department stores, restaurants, hotels and even

two-wheeler and car showrooms.

Counter stores, kiosks, street markets and vendors, where the ownership and management rest

with one person, are classified as traditional or unorganised retail outlets.

These formats typically require employees with low skills and account for around two-thirds of

the sector's output. These are highly competitive outlets, with minimal rental costs (unregistered

kiosks or traditional property), cheap labour (work is shared by family members) and negligible

overheads and taxes.

However, unorganised retailers suffer due to poor shopping experience and inability to offer a

wide range of products and value-addition due to lack of sourcing capabilities.

The modern Indian consumer is seeking more value in terms of improved availability and

quality, pleasant shopping environment, financing options, trial rooms for clothing products,

return and exchange policies and competitive prices. This has created a rapidly growing

opportunity for organised, modern retail formats to emerge in recent years and grow at a fast

pace.

Inefficiency in the existing supply chains presents further opportunity for organised players to

draw on this large market even as lack of consumer culture and low purchasing power restricted

the development of modern formats. Migration from unorganised to organised retail has been

visible with economic development in most countries.

OBJECTIVES OF THE PROJECT

The first step in any Marketing Research calls for the researcher to define the project scope and

then define problem carefully and formulate the research Objectives. An oldage says, “A

problem well defined is half solved.”

To study the “Consumer Buying Behavior and Brand Perception of Consumers in Shopping

Malls on M.G.Road”, research was conducted on following objectives. : -

1. Find out the different types of buying behavior of consumers in different shopping malls

on M.G.Road.

2. To study which type of consumers visit the different shopping malls.

3. Purpose to come to shopping malls.

4. What the consumer think about the particular shopping mall as a brand in shopping malls.

5. How consumers motivate to visit any shopping mall?

6. In shopping malls on which sector they spend the most.

7. How Shopping malls are different from each other regarding the types of consumers and

their buying behavior.

8. Analysis of buying behavior pattern and brand perception.

And based on above findings, Recommendations on followings: -

1. How to increase the conversion ratio of footfalls to buying in shopping mall?

2. How to increase the footfalls in shopping malls?

3. For what type of consumers, Shopping Mall should make its plans.

RESEARCH METHODOLOGY

Research Plan is not specific for all types of research; it is decided depending upon the nature of

the problem. It can be – Exploratory, Descriptive or Causal

Exploratory – means to gather data to shed light on the real nature of the problem and suggest

possible solutions or new ideas.

Descriptive – It seeks to ascertain magnititide.

Causal- It is study of cause and effect relationship.

To study the consumer buying behavior and brand perception of consumers in shopping malls is

descriptive research.

Designing a research plan calls for decisions on the -

1. Data sources,

2. Research approaches,

3. Research Instruments,

4. Sampling plan, and

5. Contact methods.

DATA SOURCES: -

The research involved gathering Secondary data as well as Primary data. For the purpose survey

was conducted by me to collect the data –

CONSUMER SURVEY

PRIMARY – DATA

Customer survey was conducted to gather initial data from the market. Here, the main emphasis

was given on the consumers because they are the one’s on which I have to do my project.

Consumers decide the brand of any shopping mall and they are different to each other on various

aspects.

Consumer survey was done to know their purchasing behaviour in different shopping malls on

M.G.Road. They are the one who constitute the market and the target of the business. In

Shopping Malls Industry, until and unless we have the knowledge of consumer buying behavior

and where they spend the most and what they think, about the mall cannot increase the footfall

and conversition ratio. Hence a consumer survey was done to know their wants, purchasing

power, and buying habits to know their brand perception and buying behavior in shopping malls.

SECONDARY DATA: -

Secondary data regarding foot falls in shopping mall, buying pattern and other related was

collected from the internet and mall management itself.

RESEARCH APPROACH: -

Primary data can be collected in four ways –

1. Observational research

2. Focus – group research

3. Survey research

4. Experimenntal research

Survey research - Survey research is best suited for my purpose i.e. for the Descripted

Research. Survey of consumers this mode helped me to know consumers, their preferences and

brand perception.

RESEARCH INSTRUMENT: -

In marketing research, the main research instrument used in collecting primary data is the

Questionnaire. For this research, two different set of questionnaire were structured one for the

consumer buying behavior and the other for the consumer brand perception. Both the

questionnaire was open ended i.e. allowed them to response in their own words.

Consumer Survey

Open Ended questionnaire was put to them. It had a set of option and the respondent made a

choice among them.

For detail of Questionnaire, See Annexure-

SAMPLE PLAN

The Sample Plan calls for three decision: -

Sampling Unit,

Sample Size,

Sampling Procedure.

CONSUMER SURVEY: -

Sample Unit: Consumers

Sample Size:

1. MGF Metropolitan Mall – 265

2. Sahara Mall – 265

3. MGF Plaza – 215

Total – 745

Sample Procedure: Nonprobability Convenience Sample was adopted i.e. the most

accessible members of the population. Random selection of consumers.

RETAILER SURVEY:-

Sample unit: - retailers

Sample size:-50

Contact Method

The best-suited method for this kind of survey is Personal Interview. Through this method of

conducting research more questions can be asked and it helps in collecting additional

information, which may be useful for the company.

LIMITATIONS OF PROJECT

1. Only a small population of the consumers were studied, which may not be enough to

throw correct picture.

2. The consumers were very reluctant to answer the question and the response may be

biased.

3. The answers given by the consumers wer

4. e too vague to deduct exact figures.

5. The DLF City Centre was not studied due to the permission problem.

MGF GROUP

The Motor and General Finance Ltd. is one of India's oldest financial companies, and today

among the acknowledged leaders in the industry. We provide here an outline of the group's wide-

ranging development financing and fund management experience, and the scope of our

operations today. The motor and General Finance has now become the MGF Group, with

companies involved in Hire Purchase and leasing, construction and real estate development and

automotive dealerships.

Following are the companies within the MGF Fold:

1.MGF Developments Ltd. 8. The Motor and General Finance Ltd.

2.MGF Motors Pvt. Ltd. 9.MGF (INDIA) Ltd.

3.MGF Automobiles Pvt. Ltd. 10. India Lease Developments Ltd.

4. Capital Vehicle Sales Pvt. Ltd. 11.Jaybharat Credit Ltd.

5. Compact Motors Ltd. 12.Goodwill India Ltd.

6. Kerala Cars Pvt. Ltd. 13 MGF Services Ltd.

7.Omega Motors Pvt. Ltd.

Stretching hands across the globe, MGF became the first Indian finance company to set up a

joint venture called the India Lease Development Ltd. (ILD), with the International Finance

Corporation, the World Bank subsidiary, in Washington D.C.

MGF has actively considered an entry into the insurance business and in the current budget the

Government of India has opened the insurance sector to private participation. MGF is seeking

tie-ups to develop joint ventures dedicated to the conduct of automotive, casualty and property

insurance business in India.

Proud Association

Acknowledged as the leaders in private finance, MGF Limited is one of the respected members

of the Asian Leasing Association. It is also among the Founder Member of the Federation of

Indian Hire Purchase and Equipment Leasing Association of India.

Above all, MGF takes special pride in its close association with millions of satisfied customers in

every nook and corner of the country.

ANALYSIS

DATA ANALYSIS PREPARATION

RETAILERS

Do you agree that there is trend towards organised retail in India?

50

00

10

20

30

40

50

YES NO

Do you think large organized retailers would be controlling a substantial portion of the retail trade?

50

00

10

20

30

40

50

YES NO

How do you perceive the development of Shopping malls in Delhi and NCR Region?

45

5

05

101520

2530354045

Healthy Trend Unhealthy Trend

What according to you is the purpose of the customers visit to the Shopping Malls?

58

4550

10

38

4542

5

40

12

0

10

20

30

40

50

Yes No

Food and Beverages Music and EntertainmentLife style products Latest Fashion and ClothingChoosing gifts Consumer Durable

What according to you are the reasons for buying at that particular shopping mall (Please

rank them in order of preference?)

1

5

2

3

4

0

1

2

3

4

5

Nearness to house/locality Good range availableFriendly shopkeeper/ good relations Good ambienceGood bargain

Rank (1-6) the following factors, which influence the customer purchase decision at a shopping

mall.

56

4

32

1

0

2

4

6

Price Brand

Location of Mall Parking At Outlet/Mall

Appealing Ambience 3-D Column 6

Do shopping malls have the following advantages?

32

48

32

50

39

50

18

2

18

0

11

00

5

10

15

20

25

30

35

40

45

50

Yes No

Time FactorDiscount schemesAdequate parking spaceIndividual sections for all categoriesGood shopping experience in better place w ith convenience and variety.Organized shops w ith international ambience &air condition all-around.

Do you think India has a potential in the Retail industry?

50

00

10

20

30

40

50

YES NO

Do you think that organized retail will provide many opportunities both to existing players as well as new entrants?

50

00

10

20

30

40

50

YES NO

Do you think India is prepared for open competition?

50

00

10

20

30

40

50

YES NO

CONSUMER BUYING BEHAVIOUR IN

METROPOLITIAN MALL

1. Age group in Metropolitan mall.

Below 20 yrs. 20-25 yrs. 25-35 yrs. 35 yrs.& above

50 90 90 35

age group in metropolitan mall

50

9090

35

Below 20 yrs.

20-25 yrs.

25-35 yrs.

35 yrs.& above

2. Category of consumers in the age group of below 20 years

STUDENT BUSINESS PROFESSION SERVICES

HOME

MAKER

35 0 0 15 0

70%0%

0%

30%0%

STUDENT

BUSINESS

PROFESSSION

SERVICES

HOMEMAKERS

3. Frequency of visit to the mall of age group below 20 yrs.

Everyday Once in a week Twice in a week Any other

5 35 5 5

10%

70%

10%

10%

Everyday

Once in a week

Twice in a week

Any other

4. Purpose to come to shopping mall of age group below 20yrs.

Fun & Entertainment Family Outing Shopping Eating’s

40 0 5 5

80%

0%

10% 10%

Fun &Entertainment

Family Outing

Shopping

Eating’s

6. Annual Household Income in the age group below 20 yrs.

Below Rs.2Lakhs Rs.2-5Lakhs Rs. 5-10Lakhs Rs. 10Lakhs & Above

5 40 5 0

10%

80%

10% 0%

Below Rs.2Lakhs

Rs.2-5Lakhs

Rs. 5-10Lakhs

Rs. 10Lakhs & Above

7. Spend per visit in shopping mall in the age group below 20 yrs.

Up to Rs. 200 Rs.200-500 Rs.500-2500 Rs.2500 & Above

5 30 15 0

10%

60%

30%0% Up to Rs. 200

Rs.200-500

Rs.500-2500

Rs.2500 & Above

8. Sectors on which they spend the most below 20yrs. Consumers.

Apparels

Food &

Beverages

Beauty

Products

Music &

Entertainment

Gifts &

Watches Sportswear

5 5 0 40 0 0

10% 10%

0%

80%

0%

0%

Apparels

Food & Beverages

Beauty Products

Music &Entertainment

Gifts & Watches

Sportswear

9. Favorite shopping mall on M.G.Road.

Metropolitan Mall Sahara Mall MGF Plaza

45 5 0

90%

10% 0%

Metropolitan Mall

Sahara Mall

MGF Plaza

9. Category of consumers of age group 20 – 25 yrs.

Student Business Professional Services Homemaker

30 5 35 20 0

33%

6%39%

22%0%

Student

Business

Professional

Services

Homemaker

10. How often they come to shopping mall.

Everyday Once in a week Twice in a week Any other

10 60 15 5

11%

66%

17%6%

Everyday

Once in a week

Twice in a week

Any other

11. Purpose to come to shopping mall.

Shopping

Fun &

Entertainment Eating Family Outing

10 50 30 0

11%

56%

33%0%

Shopping

Fun &Entertainment

Eating

Family Outing

12. Annual household’s income.

Below 2 lakhs 2- 5 lakhs 5 - 10 lakhs Rs. 10 lakhs & above

15 65 5 5

17%

71%

6% 6% Below 2 lakhs

2- 5 lakhs

5 - 10 lakhs

Rs. 10 lakhs & above

13. Spend per visit in shopping mall.

Up to Rs.200 Rs.200-500 Rs.500-2500 Rs.2500 & Above

5 60 20 5

6%

66%

22%

6%

Up to Rs.200

Rs.200-500

Rs.500-2500

Rs.2500 & Above

14. Categories on which they spend the most.

Apparels Food & Beverages

Music &

Entertainment Sportswear

Gifts &

Watches

5 15 60 5 5

6%16%

66%

6% 6%

Apparels

Food & Beverages

Music &Entertainment

Sportswear

Gifts & Watches

15.Favourite shopping mall on M.G.Road.


70 10 10

78%

11%11%

Metropolitan Mall

Sahara Mall

MGF Plaza

16.Category Of the consumer’s of age group between 25 – 35 yrs.


0 10 35 30 15

0% 11%

39%33%

17%

Student

Business

Professional

Services

Homemaker


Everyday Once in a week Twice in a week Other

0 70 5 15

0%

77%

6%

17%Everyday

Once in a week

Twice in a week

Other

18. Annual household’s income.


10 55 15 10



10, 11%

55, 61%

15, 17%

10, 11%

Below 2 lakhs

2- 5 lakhs

5 - 10 lakhs

Rs. 10 lakhs &above

0 40 45 5

0%

44%

50%

6%Up to Rs.200

Rs.200-500

Rs.500-2500

Rs.2500 & Above

20. Favorite shopping mall on M.G.Road.


75 10 5

83%

11% 6%

Metropolitan Mall

Sahara Mall

MGF Plaza

2

21. Category of consumer’s of age group 35 and above.


0 5 5 20 5

0% 14%

14%

58%

14%Student

Business

Professional

Services

Homemaker



0 5 0 30

0% 14%0%

86%

Everyday

Once in a week

Twice in a week

Other

23. Purpose to come to shopping mall.

Shopping Fun & Entertainment Eating Family Outing

20 30 25 15

Purpose to come to shopping Mall

20

3025

15Shopping

Fun &EntertainmentEating

Family Outing

24. Annual household income.


0 25 10 0

0%

71%

29%

0%

Below 2 lakhs

2- 5 lakhs

5 - 10 lakhs




5 15 10 5

14%

43%29%

14%Up to Rs.200

Rs.200-500

Rs.500-2500

Rs.2500 & Above

26. Favourite shopping mall on M.G.Road.


10 15 10

29%

42%

29%

Metropolitan Mall

Sahara Mall

MGF Plaza

Consumer Buying Behavior in Sahara Mall

1. Age group of consumers in Sahara Mall.

Below 20 yrs. 20-25 yrs. 25-35 yrs. 35 yrs.& above

20 35 85 125

age group

8%13%

32%

47% Below 20 yrs.

20-25 yrs.

25-35 yrs.

35 yrs.& above

2. Category of consumers in Sahara Mall.


15 25 50 50 125

Category of consumers

6% 9%

19%

19%

47%

Student

Business

Professional

Services

Homemaker

3. How often Homemaker visit the Sahara mall.


0 35 15 75

0%28%

12%60%

Everyday

Once in a week

Twice in a week

Other

4. Homemakers annual Households Income.


15 75 25 10

12%

60%

20%8%

Below 2 lakhs

2- 5 lakhs

5 - 10 lakhs


5. How much homemakers spend in Sahara Mall.


10 15 75 25

Category of consumers

15

75

25 10 Up to Rs.200

Rs.200-500

Rs.500-2500

Rs.2500 & Above

6. On which sector households spend the most.

Apparels Food & Beverages Households Sportswear

25 10 90 0

20%

8%

72%

0% Apparels

Food & Beverages

Households

Sportswear

7. What attracts them to come to shopping mall?

Branded

Shops Discount Schemes

Ambience &

Facilities Entertainment

10 100 15 0

8%

80%

12% 0%

Branded Shops

DiscountSchemes

Ambience &Facilities

Entertainment

8. Favourite shopping mall of homemakers on M.G. road.


15 85 25

12%

68%

20% Metropolitan Mall

Sahara Mall

MGF Plaza

9. How often Consumers (Services) visit the Sahara mall.


0 35 5 10

0%

70%10%

20% Everyday

Once in a week

Twice in a week

Other

10. How much service consumers spend in Sahara Mall.


0 15 30 5

0%30%

60%

10%Up to Rs.200

Rs.200-500

Rs.500-2500

Rs.2500 & Above

11. On which sector service consumers spend the most.

Apparels Food & Beverages Households

5 5 40

10%10%

80%

Apparels

Food & Beverages

Households

12. Favourite shopping mall on M.G.Road of Service Consumers.

Metropolitan

Mall Sahara Mall MGF Plaza

35 10 5

Favourite shopping mall

64%

27%

9%

Metropolitan Mall

Sahara Mall

MGF Plaza

13. On which sector professional consumers spend the most.

Apparels Food & Beverages Households10 5 35

20%

10%

70%

Apparels

Food & Beverages

Households

14. How much professionals spend in Sahara Mall. Up to Rs.200 Rs.200-500 Rs.500-2500 Rs.2500 & Above

0 15 30 5

0%30%

60%

10% Up to Rs.200

Rs.200-500

Rs.500-2500

Rs.2500 & Above

15. Annual household income of professionals.

Below 2 lakhs 2- 5 lakhs 5 - 10 lakhs Rs. 10 lakhs & above0 35 15 0

0%

70%

30%

0% Below 2 lakhs

2- 5 lakhs

5 - 10 lakhs

Rs. 10 lakhs &above

16. How often professionals visit Sahara Mall.

Everyday Once in a week Twice in a week Other0 5 5 40

0% 10%10%

80%

Everyday

Once in a week

Twice in a week

Other

17. Favourite shopping mall on M.G.Road of Professionals.

Metropolitan Mall Sahara Mall MGF Plaza35 10 5

Favourite shopping mall

35

10

5

Metropolitan Mall

Sahara Mall

MGF Plaza

18. On which sector Business class consumers spend the most.Apparels Food & Beverages Households

10 5 10

40%

40%

20%

Apparels

Food & Beverages

Households

19. How often they come (Business Class) come to shopping mall.Everyday Once in a week Twice in a week Other

0 5 0 20

0% 20%0%

80%

Everyday

Once in a week

Twice in a week

Other

20. Annual household income of Business Class consumers.


0%

40%

60%

0% Below 2 lakhs

2- 5 lakhs

5 - 10 lakhs

Rs. 10 lakhs &above

21. How much business class consumers spend in Sahara Mall. Up to Rs.200 Rs.200-500 Rs.500-2500 Rs.2500 & Above

0 0 20 5

0%

0%

80%

20% Up to Rs.200

Rs.200-500

Rs.500-2500

Rs.2500 & Above

22. Favourite shopping mall on M.G.Road of Business class Consumers.


60%20%

20% MetropolitanMall

Sahara Mall

MGF Plaza

23. How often students visit the Sahara Mall. Everyday Once in a week Twice in a week Other

0 0 0 15

0%

0%

0%

100%

Everyday

Once in a week

Twice in a week

Other

24. How much student consumers spend in Sahara Mall. Up to Rs.200 Rs.200-500 Rs.500-2500 Rs.2500 & Above

0 5 10 0

0%

33%

67%

0%

Up to Rs.200

Rs.200-500

Rs.500-2500

Rs.2500 & Above

25. Annual household income of student consumers.

Below 2 lakhs 2- 5 lakhs 5 – 10 lakhs Rs. 10 lakhs & above0 10 5 0

0%

67%

33%

0%

Below 2 lakhs

2- 5 lakhs

5 - 10 lakhs


26. On which sector students consumers spend the most.

Apparels Food & Beverages Households10 5 0

67%

33%0%

Apparels

Food & Beverages

Households

27. Student favourite shopping mall on M. G. Road.


100%

0%


Sahara Mall

MGF Plaza

CONSUMER BUYING BEHAVIOR IN MGF PLAZA

1. Age group of consumers in MGF Plaza.

Below 20 yrs. 20-25 yrs. 25-35 yrs. 35 yrs.& above5 10 80 120

Age Group

2% 5%

37%56%

Below 20 yrs.

20-25 yrs.

25-35 yrs.

35 & Above

2. Category of consumers in MGF Plaza.

Student Business Professional Services Homemaker5 50 25 20 115

Category

2%23%

12%9%

54%

Student

Business

Professional

Services

Homemaker

3. How much Homemakers spend in the MGF Plaza.

Up to Rs.200 Rs.200-500 Rs.500-2500 Rs.2500 & Above0 5 25 85

0%

4%

22%

74%

Up to Rs.200

Rs.200-500

Rs.500-2500

Rs.2500 & Above

4. On which sector homemaker consumers spend the most.

Home furnishing Electronic Items Food & Beverages90 25 0

78%

22% 0%Home furnishing

Electronic Items

Food & Beverages

5. Annual household income of homemaker consumers.


0%

44%

39%

17%

Below 2 lakhs

2- 5 lakhs

5 - 10 lakhs

Rs. 10 lakhs &above

76. How often homemakers visit the shopping mall.


0%13%

0%

87%

Everyday

Once in a week

Twice in a week

Other

7. Homemakers favourite shopping mall on M. G. Road.


5%

76%


Sahara Mall

MGF Plaza

8. How much Business class consumers spend in the MGF Plaza.


0%

0%

50%50%

Up to Rs.200

Rs.200-500

Rs.500-2500

Rs.2500 & Above

9. On which sector business class consumers spend the most.


35, 70%

15, 30%0, 0%

Home furnishing

Electronic Items

Food & Beverages

10. Annual household income of business class consumers.


0%

50%

30%

20% Below 2 lakhs

2- 5 lakhs

5 - 10 lakhs


11. How often business class consumers visit the mall.


0%10%

0%

90%

Everyday

Once in a week

Twice in a week

Other

12. Business class favourite shopping mall on M. G. Road.


25, 50%15, 30%

10, 20%

Metropolitan Mall

Sahara Mall

MGF Plaza

13. How much professionals consumers spend in the MGF Plaza.


0%

0%

80%

20% Up to Rs.200

Rs.200-500

Rs.500-2500

Rs.2500 & Above

14. How often professional consumers visit the mall.


0% 20%

0%

80%

Everyday

Once in a week

Twice in a week

Other

15. Annual household income of professional consumers.


0%

80%

20%

0%

Below 2 lakhs

2- 5 lakhs

5 - 10 lakhs


16. On which sector professional consumers spend the most.


20, 80%

5, 20% 0, 0%

Home furnishing

Electronic Items

Food &Beverages

17. Professionals favourite shopping mall on M. G. Road.


20, 80%

2, 8%

3, 12%

MetropolitanMall

Sahara Mall

MGF Plaza

18. How much service class spends in the MGF Plaza?


0%

0%

75%

25%Up to Rs.200

Rs.200-500

Rs.500-2500

Rs.2500 & Above

19. How often service consumers visit the mall.


0%0%0%

100%

Everyday

Once in a week

Twice in a week

Other

20. On which sector services consumers spend the most.


10, 50%10, 50%

0, 0%

Home furnishing

Electronic Items

Food &Beverages

21. Annual household income of service class consumers.


0%

50%50%

0% Below 2 lakhs

2- 5 lakhs

5 - 10 lakhs

Rs. 10 lakhs &above

22. Service class consumer’s favourite shopping mall on M. G. Road.


10%

50%


Sahara Mall

MGF Plaza

23. How much money student class spends in the MGF Plaza?


0%

100%

0%

0%

Up to Rs.200

Rs.200-500

Rs.500-2500

Rs.2500 & Above

24. On which sector student consumers spend the most.


0%

0%

100%

Home furnishing

Electronic Items

Food & Beverages

25. How often student consumers visit the mall.


0%

0%

0%

100%

Everyday

Once in a week

Twice in a week

Other

26. Student consumer’s favorite shopping mall on M. G. Road.


100%

0%


Sahara Mall

MGF Plaza

CONSUMER BRAND PERCEPTION IN METROPOLITAN MALL

1. Brand image of metropolitan mall in consumers.

PVR Metropolitan Mall Shoppers Stops Mc Donald150 70 65 30

47%

22%

21%10%

PVR

MetropolitanMallShoppersStopsMc Donald

2. Perception of Metropolitan Mall as a Brand.

Good Eating PlaceGood place for family

shopping Good entertainment place75 25 165

28%

9%63%

Good EatingPlace

Good place forfamily shopping

Goodentertainmentplace

3. Which factors attracts to come to shopping mall.Branded Shops Sales Services & Facilities Fun & Entertainment

50 20 45 150

19%

8%

17%56%

Branded Shops

Sales

Services &FacilitiesFun &Entertainment

4. What motivates the consumer to the shopping mall?motivates the consumer to the shopping mall.

Self Motivation AdvertisementsPromotional

ActivitiesFriends & Relatives

50 30 35 150

19%

11%

13%

57%Self Motivation

Advertisements

Promotional Activities

Friends & Relatives

CONSUMER BRAND PERCEPTION IN SAHARA MALL

1. Brand image of Sahara Mall in consumers?Big Bazaar Haldirams Pantaloons Sahara Mall

150 5 10 100

56%

2%

4%

38%

Big Bazaar

Haldirams

Pantaloons

Sahara Mall

2. Perception of consumers of Sahara Mall as a Brand.

Good eating place Middle Class mall Family shopping mall15 150 100

6%

56%

38%

Good eating place

Middle Class mall

Family shoppingmall

3. What factors attracts to come to shopping mall.Branded

Shops Sales Services & Facilities Food & Entertainment

25 165 25 50

9%

63%

9%

19% Branded Shops

Sales

Services &Facilities

Food &Entertainment




0 100 15 150

0%38%

6%

56%

Self Motivation

Advertisements

PromotionalActivities

Friends &Relatives

CONSUMER BRAND PERCEPTION IN MGF PLAZA

1. Brand image of MGF Plaza in consumers?MGF Plaza MGF Arcus

Complete Home furnishing Mall 50 150 15

23%

70%

7% MGF Plaza

MGF Arcus

CompleteHomefurnishing Mall

2. Perception of consumers of MGF Plaza as a Brand.

Good eating place Good Place for fun Family shopping mall15 0 200

7%

0%

93%

Good eating place

Good Place for fun

Family shopping mall

RESEARCH FINDINGS

Findings in Metropolitan Mall: - Consumers in mall were mostly in the age group of 20 – 25

yrs and 25 - 35. They came to the mall mainly for the entertainment in PVR and shopping in the

Shoppers Stops. Consumers in mall were all age group and almost all were brand oriented

regarding the products. The average spending was in the mall between 500 – 2500 and more then

Rs.2500. The annual holds income of the mall is between Rs.2-10 Lakhs. Consumers in

shopping mall accepted that Metropolitan Mall is the best shopping mall on M.G.Road in

Gurgaon

3. What factors attracts to come to shopping mall.Branded

ShopsHome furnishing

Items Services & FacilitiesFood &

Entertainment25 150 25 15

12%

69%

12% 7%

Branded Shops

Home furnishingItems

Services &Facilities

Food &Entertainment




10 15 15 175

5% 7% 7%

81%

Self Motivation

Advertisements

PromotionalActivities

Friends &Relatives

Consumer Buying Behavior in Metropolitan Mall.

1. Consumers usually spend their money on Food, entertainment, Apparels, and sports &

footwear.

2. Consumers in the age group of below 20 – 25 yrs and 25 – 35 were in the maximum

numbers.

3. Consumers in Mall spend money between 500 – 2500 and more then Rs. 2500.

4. Consumers in mall come to the mall either once in a week or twice in a week.

5. Consumers in Mall are either students or in services or professionals in the maximum

numbers.

Brand perception in Metropolitan Mall.

1. Consumers in mall mostly know it as PVR, Shoppers Stop and Metropolitan Mall.

2. Consumers in mall are mostly Brand oriented regarding any thing.

3. Consumers accept that this mall is the best place for fun & entertainment and it is a good

food joint.

4. Consumer’s mostly motivates to come to the shopping mall by friends and relatives.

Findings in Sahara Mall: -

Consumers in Sahara mall were mostly in the age group among 25- 35 and 35 and above. In

consumers, the numbers of Homemakers and Services and professionals were in the maximum

numbers. Consumer visits the mall generally once in a week and twice in a month. Consumers

come to the mall for the households shopping, eating and purchase for the apparels. Consumers

are influenced by the Discounting schemes.The annual house holds income between 2 – 10

lakhs.

Consumer Buying Behavior In Sahara Mall: -

1. Consumers in mall come for the house holds shopping.

2. Consumers which come to the mall are mostly homemakers and of service class.

3. According to them Sahara Mall is the best for the middle class.

Consumer Brand Perception in Sahara Mall

1. As a brand, the Sahara Mall is famous mall for the middle class due to the Big Bazaar.

2. Big Bazaar, Pantaloon, and Haldiram are the most popular among the consumers

3. The most popular brand among them is Big Bazaar.

4. Sales and discount schemes attracts them to come to the mall.

Findings in MGF Plaza: -

In MGF Plaza the consumers were in the age group of 25-35 yrs and 35 above mostly.

Consumers were homemakers, businesspersons and professionals. They come for the mall for

homefunishing items and electronics items. They spend in the shopping mall more then Rs.

2500 and above. Consumers in mall were brand oriented only for purchase of these above

mentioned products.

Consumer Buying Behavior in MGF Plaza: -

1. Consumers come for the purchase of branded electronic items and home furnishing

items.

2. Consumers in the mall were the only serious buyers and they don’t come for the

entertainment.

3. Consumers spend the money more than Rs. 2500

Consumer Brand Perception: -

1. The MGF Arcus brand attracts consumers in the mall.

2. Consumers also come there due to the Branded shops like Electrolux, Philps and LG

electronics.

3. As a brand in shopping malls, consumers said that Plaza is best for all necessary home

items like electronics and furniture.

Research findings of 745 consumer’s analysis

1. Metropolitan Mall is very famous in the age group of consumers of 20 – 35 yrs.

2. Due to PVR and ambience, it is the best place for entertainment and fun.

3. Due to good food joints, Metropolitan Mall is the best place for eating.

4. Sahara mall is very famous among the homemakers and service class consumers due to

Big Bazaar.

5. Shopper’s stop in Metropolitan Mall is more famous than the Pantaloon in Sahara mall

among the youths.

6. MGF Plaza is only famous for the home furnishing and electronic items.

7. In MGF Plaza, only very few youths come as compared to Metropolitan Mall and Sahara

mall.

CONCLUSION

The organized retail in India is expected to cross INR 1000 billion mark by 2010 and around

INR 200 billion investments are in the pipeline. The size of the organized retailing market stood

at Rs. 280 billion in 2004, thereby, making up a mere 3% of the total retailing market. Moving

forward, organized retailing is projected to grow at the rate of 25%-30% p.a. and is estimated to

reach an astounding INR 1000 billion by 2010. Further, its contribution to total retailing sales is

likely to rise to 9% by the end of the decade. Currently the fashion sector in India commands a

lion's share in the country's organised retail pie. This is in line with the retail evolution in other

parts of the world, where fashion led the retail development in the early stages of evolution and

was followed by other categories like Food & Grocery, Durables, etc. The last few years have

seen rapid transformation in many areas and setting scalable and profitable retail models across

categories. Indian consumers are rapidly evolving and accepting modern formats

overwhelmingly. Retail Space is no more a constraint for growth. India is on the radar of Global

Retailers and suppliers / brands world-wide are willing to partner with retailers here. Further,

large Indian corporate groups like Tata, Reliance, Raheja, ITC, Bombay Dyeing, Murugappa &

Piramal Groups etc and also foreign investors and private equity players are firming up plans to

identify investment opportunities in the Indian retail sector. The quantum of investments is likely

to sky-rocket as the inherent attractiveness of the segment lures more and more investors to earn

large profits. Investments into the sector are estimated at INR 20 – 25 billion in the next 2-3

years, and over INR 200 billion by end of 2010.

Stocks in the retail sector are also becoming increasingly attractive from an investor's point of

view. Successful development of value based concepts as well as development of retail space in

smaller cities and towns shall drive the organized retail into the next levels of cities. Retailers

have responded to this phenomenon by introducing contemporary retail formats such as

hypermarkets and supermarkets in the new pockets of growth. Prominent ‘tier-II' cities and

towns, which are witnessing a pick-up in activity, include Surat, Lucknow, Dehra Dun,

Vijaywada, Bhopal, Indore, Vadodara, Coimbatore, Nasik, Bhubaneswar, Varanasi and Ludhiana

among others.

With consumption in metros already being exploited, manufacturers and retailers of products

such as personal computers, mobile phones, automobiles, consumer durables, financial services

etc are increasingly targeting consumers in tier II cities and towns. In addition, petro-retailing

efforts of petroleum giants scattered through out the country's landscape have also ensured that

smaller towns are also exposed to modern retailing formats.

On the supply side, mall development activity in the small towns is also picking up at a rapid

pace, thereby, creating quality space for retailers to fulfill their aggressive expansion plans. Thus,

the ‘retail boom', 85% of which has so far been concentrated in the metros is beginning to

percolate down to smaller cities and towns. The contribution of these tier-II cities to total

organized retailing sales is expected to grow to 20-25%.

Favorable demographic and psychographic changes relating to India's consumer class,

international exposure, availability of increasing quality retail space, wider availability of

products and brand communication are some of the factors that are driving the retail in India.

Over the last few years, many international retailers have entered the Indian market on the

strength of rising affluence levels of the young Indian population along with the heightened

awareness of global brands and international shopping experiences and the increased availability

of retail real estate pace.

Development of India as a sourcing hub shall further make India as an attractive retail

opportunity for the global retailers. Retailers like Wal-Mart, GAP, Tesco, JC Penney, H&M,

Karstadt-Quelle etc stepping up their sourcing requirements from India and moving from third-

party buying offices to establishing their own wholly owned / wholly managed sourcing &

buying offices shall further make India as an attractive retail opportunity for the global players.

Buying volumes for many of these players are already in the range of INR 10-20 billion per year,

with reported plans to step up to INR 100-150 billion within the next 3-4 years.

Manufacturers in industries such as FMCG, consumer durables, paints etc are waking up to the

growing clout of the retailers as a shift in bargaining power from the former to the latter becomes

more discernible. Already, a number of manufacturers in India, in line with trends in developed

markets, have set up dedicated units to service the retail channel. Also, instead of viewing

retailers with suspicion, or as a ‘necessary evil' as was the case earlier, manufacturers are

beginning to acknowledge them as channel members to be partnered with for providing solutions

to the end-consumer more effectively.

INDIA RETAIL BY 2006-07

50 million sq ft of quality space under development

7 major cities to account for 41 million sq ft development

300 malls, shopping centres and multiplexes under construction

To open 35 hypermarkets, 325 large department stores, 1500 supermarkets and over 10,000

new outlets

To add US $ 10 billion of business to organised retail.

The food and personal care retail market in India is currently valued at about 10 billion US

dollars and is expected to grow by 5-7% year on year according to reports by A.T.Kearney. The

average Indian family spends about 31% of its income on food and this is expected to grow to

about 36% in the near future. This scenario obviously has led a number of players to think about

opening up retail chains that cater to food and personal care. Even Walmart and other global

players are thinking of making a foray into the Indian market.

For a long period of time the debate has been whether the large retail players would be able to

dislodge today’s “Mom and Pop” stores which currently service the food and personal care need

of Indians.

The Mom and Pop stores have distinct advantages over the other players in terms of low

overheads and avoidance of sales tax. The introduction of VAT in the Indian market would

nullify the tax advantage to a certain extent but there is another innate advantage that these stores

enjoy. Various studies conducted by institutes such as the Department of Economics, University

of Connecticut, have shown that the most important factor for a retail store is distance. The

“Mom and Pop” stores being the nearest to the consumers’ home have therefore remained as the

first choice for food and personal care. Critics argue that with the emerging socio-economic

trends in India such as the phenomenon of increase in women joining the work force, brand

consciousness, faster nuclearization of families and a fast-paced life would lead to Mom and Pop

stores being dislodged by bigger stores.

Another factor of importance here is technology. Critics argue that the bigger stores would be

able to bring in better efficiencies and therefore would be able to provide better variety and lower

prices. The fact however remains that the high real estate cost and other existing inefficiencies in

the Indian market do not allow for cost efficiencies. Such efficiencies can only come if the entire

market structure from the supplier to the end consumer becomes integrated into one. Even if the

retailers have the right integrating technology it mitigates cost inefficiencies only to a certain

extent as the vendor and transporters still operate inefficiently.

Analysts have compared the socio-economic changes in India to the ones that occurred in the US

and they argue that the way malls and big retailers became a common phenomenon in the US the

same would happen in India. The fact however remains that while the socio-economic changes

have taken time to trickle down the technological changes especially in terms of internet etc.

have been faster, which therefore may lead to a totally new scenario in India.

While it is correct that a large population of India does not have Internet access etc. but at the

same time it is also true that the socio-economic changes we talked about have also only come

about largely in the middle and upper class. Therefore a scenario might emerge where India

bypasses the stage of big retailers in the food and personal care segment. The socio-economic

changes would take time. It might be possible that the technological changes take place faster

than the sociological changes and if that happens then the market could be served directly

through the net and through e-tailing. The changing face of the food and personal care market

has negated the need of a consumer to actually be there physically. All items including pulses

etc. are packed and therefore do not require physical inspection. Even vegetables and dairy items

are coming in packs therefore there is no question of checking these items physically. Therefore

if the technological changes are faster, then India might move into e-tailing for the food and

personal care market without having any major retailer in this segment.

This could be true also for other products where physical presence is not required and where the

goods are standardized commodities.

So the next time someone tells you that he or she is very excited about Wal*mart coming to

India, think about the race of changes.

With new shopping-malls having become operational in many cities across India, it is interesting

to observe how the shopping-behaviour of consumers in the vicinity of these malls has changed

and thereby draw some lessons that could be of some use to the developers of hundreds of new

malls that are currently under planning or construction across India.

It is still not too long ago that the operators of a particular new shopping-mall at Mumbai had to

contemplate restricting entries of visitors by imposing conditions that such entry was limited to

those having mobile phones or credit cards a.k.a., the income tax department's one in six

criterion for filing a tax return.

Delhi and Gurgaon saw some of the initial mall developers become parking lot operators as well

by charging exorbitant parking fees from all visitors. Rentals, rather than going down with more

malls coming up, started moving up even as the quality of services within the malls started

deteriorating. In this context, therefore, it is somewhat surprising that questions are already being

asked, albeit in whispers, whether shopping-malls can survive and operate profitably in India.

Many tenants lament about the low percentage of conversions from those who walk through the

portals of these malls, and casual observers routinely find shopping-bags missing in the hands of

the supposed shoppers visiting these malls as an indicator that the initial euphoria about shopping

in the malls is already on the wane and that consumers are reverting to their traditional shopping-

destinations.

There are some myths and some realities about these observations. It is, indeed, true that many

Indian retailer tenants in the shopping-malls have now become familiar with terms such as

footfalls, conversions, average transaction value, and repeat customers.

However, it is also true that for many of these tenants, it has been their first expansion beyond

their traditional high street locations and hence, they have expectations born more out of hype

than by any real experience.

For instance, I would like to speculate that daily or weekend footfalls in traditional shopping

high streets of India such as South Extension and Karol Bagh in Delhi, Linking Road in Mumbai,

Commercial Street or Brigade Road in Bangalore, or for that matter, T Nagar or Anna Nagar in

Chennai would easily exceed the more carefully estimated (or measured) footfalls in any of the

malls in the country.

Similarly, if one were to carefully observe the ratio of visitors having "shopping-bags" in their

hands in these high streets versus those in the new malls, it is not going to be very different. As

far as individual retailers' performance is concerned, even in the traditional markets some

established retailers do extraordinarily well while many other shops see a change of "shop

boards" very frequently.

There is no reason to believe that it should be any different in a shopping-mall, which, in any

case, is fundamentally no different from a traditional shopping-high street, except that a mall has

a more modern and compact structure, in most cases a single roof. Local retailer tenants who

move into a new mall for the first time should not expect any customer loyalty being built up

overnight.

For example, in Delhi's case, it is possible for a retailer to be very successful in Karol Bagh or

Lajpat Nagar shopping-districts but he would have to start from scratch in terms of building up

brand recognition as well as generating customer conversions in a new location such as Gurgaon

or Noida. In contrast, national retailers such as Shoppers Stop, or national exclusive brand outlets

such as those operated by Madura Garments, Arvind Brands, Raymond, and Zodiac, have

national brand recognition and hence the performance of their outlets in shopping-malls is

usually comparable (or even better) with their outlets in traditional shopping-markets.

Secondly, with most mall developers having blindly opted for a questionable winning formula of

shopping, entertainment (read Multiplex) and food (read MacDonald's/Pizza Hut as the main

draws), it is no surprise to find many mall visitors having no shopping-bags since they have been

enticed to visit only for watching a movie and/or having a burger or a pizza or even a cup of

coffee. The situation pertaining to shopping, for instance, would be no different in locations such

as Saket or Vasant Vihar in Delhi, which are better known for their movie theatres and eating

options. What is the lesson for mall developers and for the prospective tenants? For the

developers, the critical lesson is to invest some quality effort in understanding the shopping-

needs of customers in their targeted "catchment" areas and then build a carefully planned

portfolio of retail options that can meet the needs of these targeted customers.

In many instances, customers would only need shopping and eating options rather than a

multiplex as well. The developers also have to understand that their retailer tenants have to earn

a profit and hence the rentals have to be aligned to what the retail business can bear (usually 5-8

per cent of gross revenues). Mall developers also have to create distinctive identities for their

specific malls, much like the identities that have developed over time for major shopping-high

streets in various cities in the country.

Their work is not done just when the mall has been commissioned! As for the would-be retailer

tenants, it is important to realise that merely moving into a mall does not guarantee business for

them. They have to work as hard to draw consumers to their own stores once the latter have

entered the mall, and then have the right value proposition for them to get converted into

customers, and then become repeat customers.

The final, obvious, conclusion is that mall developers have to invest in getting a better

understanding about the retail business, while retailers have to get a better understanding about

the dynamics of operating at a new location.

1. Survey among the 265 consumers regarding the consumer buying behavior and consumer

brand perception in Metropolitan Mall reveals that consumers came for fun &

entertainment, shopping for the branded apparels, sportswear and mostly for the food.

Most of the consumers are in the age group of 20 – 35 yrs. The annual income of the

consumers is between Rs. 2- 10 lakhs. PVR and Shoppers stop were very famous among

consumers.

2. Survey among the 265 consumers regarding the consumer buying behavior and consumer

brand perception in Sahara mall depicts that consumers come for the purchasing of

households and shopping in the pantaloons. Consumers are mainly in the age group of 25

– 35 yrs and more then 35 yrs. Big Bazaar is the main attraction among the consumers.

3. Survey among the 215 consumers regarding the consumer buying behavior and brand

perception in MGF Plaza reveals that consumers are mostly in the age group between 30

– 35 yrs and above. They come here for the home furnishing and other necessary

electronics items for home. Arcus is the main attraction among consumers.

RECOMMENDATIONS

1. For the Metropolitan Mall: - This is a complete mall for family , fun and entertainment.

So it is advised to increase the numbers of consumers in the mall. Open some more food

joints in the mall and start some indoor games like snooker for good time pass in the

mall. Start disco for youths and do more promotional activities for young generation like

fashion shows etc.

2. For the Sahara Mall: - It is not like a shopping mall. It is just like a Big Bazaar store

especially for the middle class and place mostly for the consumers in the age group of 35

Sand above. So promote other stores also in shopping mall. Make it a complete shopping

mall. Open some places like PVR, Waves, Adlabs etc. in the mall for movies and

entertainment by which it can also attract the young generation. Make some proper

sitting arrangements for the customers especially for the old age customers.

3. For the MGF Plaza: - This is a complete place for the home furnishing items and

necessary electronic items. So open some more branded stores for these items.It can be

used as a place for the property fairs and homefurnishing items fair.

REFERENCES

Retail Survey: A.T. Kearney (2003-2004), Retail Survey: KSA Technopak (2004-2006)

Supermarket Key Attributes and Location Decisions by Daniel Serra

BOOKS

Fundamental of Marketing; William J. Stanton

Marketing Management; Kotler (Philip)

Creating Customer value; Gopal K. Gureja

Marketing Management; Saxena

Marketing Planning for Services; Malcolm McDonald, Adrain

Payne

MAGAZINE

Business India: The Magazine of the Corporate World; December,

2006.

JOURNAL

Journal of Marketing; November 2005

WEBSITES

www.google.com

www.businessworld.com

www.saharaindia.com

www.mgfindia.com

ANNEXURES

1. QUESTIONNAIRE FOR CONSUMER BUYING BEHAVIOUR IN SHOPPING

MALLS.

2. QUESTIONNAIRE FOR RETAILERS.

QUESTIONNAIRE FOR CUSTOMERS

Dear Sir/Madam I am conducting a Survey on “Consumer Behavior and Experience about

Shopping Malls: A comparative study. May I have five minutes of yours to help me fill up the

Questionnaire?

Please specify your profile:

Name:____________________________________________________

Profession: _______________________________________________

Question 1: What is the Annual household income of your family?

(a) Below 2 lakhs

(b) Rs 2-5 Lakhs

(c) Rs. 5-10 Lakhs

(d) Rs. 10 lakhs and above

Question 2: How much you spend on a average on you’re per visit to Shopping Mall?

(a) Up to Rs. 200

(b) Rs. 200-500

(c) Rs.500-2500

(d) Rs. 2500 and above

Question 3: What is the frequency of your visit to the Shopping Malls?

(a) Daily

(b) Once in a week

(c) Twice in a week

(d) Any other

Question 4: Please rate the purpose of your visit to the Shopping Malls?(1 Being most the

most important and 6 being least important)

Purpose 1 2 3 4 5 6

Food and Beverages

Music and Entertainment

Life style products

Latest Fashion and Clothing

Choosing gifts

Consumer Durable

Question 5: Please rate the following Shopping Malls, which you prefer the most?

(a) Metropolitan Mall

(b) Sahara Mall

(c) MGF Plaza Mall

Question 6: Please specify the reasons for the preference on the scale of 1 to 7 (1 being the

most important and 7 being the least important)

Factors Sahara

Mall

Metropolitan

Mall

MGF Plaza

Good Eating Place

Good Place for Family Shopping

Branded Shops

Sales and Promotional Activities

Services and Facilities

Fun and Entertainment

Self Motivation

Better Bargaining

Friends and Relatives

Exposure to New Trends and

Fashion

Emotional Satisfaction

Advertisements

QUESTIONNAIRE FOR RETAILERS

This questionnaire bears reference to our academic purposes only and no feedback given in this

Questionnaire will ever be disclosed.

Name: Mr. Ms. ___________________________________ (optional)

Retailer Name:_________________________________________________

Address: _____________________________________________________

City: _________________________________________________________

Pin: _________________________________________________________

Phone: (O)__________________________ (M)_______________________

Q.1 Do you agree that there is trend towards organised retail in India?

Yes No

Q.2 Do you think large organized retailers would be controlling a substantial portion of the

retail trade?

Yes No

Q.3 How o you perceive the development of Shopping malls in Delhi and NCR Region?

Healthy Trend Unhealthy Trend

Q.4 What according to you is the purpose of the customers visit to the Shopping Malls?

Purpose Yes No

Food and Beverages

Music and Entertainment

Life style products

Latest Fashion and Clothing

Choosing gifts

Consumer Durable

Q.5 What according to you are the reasons for buying at that particular shopping mall

(Please rank them in order of preference?)

Nearness to your house/locality

Good range available

Friendly shopkeeper/ good relations

Good ambience

Good bargain

Q.6 Rank (1-6) the following factors, which influence the customer purchase decision at a

shopping mall.

Price

Brand

Location of Mall

Outlet/Mall

Appealing fragrance

Advice from acquaintances

Q.7 Do shopping malls have the following advantages?

Yes No

Time Factor

Discount schemes

Adequate parking space

Individual sections of all categories

Good shopping experience in better place with convenience

and variety.

Organized shops with international ambience &air condition

all-around.

Q.8 Do you think India has a potential in the Retail industry?

Yes No

Q.9 Do you think that organized retail will provide many opportunities both to existing

players as well as new entrants?

Yes No

Q.10 Do you think India is prepared for open competition?

Yes No

Lokesh

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