Project Report Jitendra Kumar

8/8/2019 Project Report Jitendra Kumar

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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:
http://qualtrics.com/solutions/voc/http://qualtrics.com/solutions/voc/


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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/


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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

Project Report Jitendra Kumar

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