“SALES STRATEGY OPTED

BY PANTALOON RETAIL’’

A PROJECT RESEARCH REPORT SUBMITTED TO KANPUR INSTITUTE

OF TECHNOLOGY, KANPUR

IN PARTIAL FULFILMENT OF THE REQUIREMENT

FOR THE DEGREE OF

Master of Business Administration

MBA

BY

SYED NAZAR HASNAIN RIZVI

ROLL NO – 0716570055
MBA-IV SEMESTER

Kanpur Institute of Technology

A-1, UPSIDC Industrial Area, Rooma, Kanpur-

208001.
 PREFACE

This study attempts to highlight sales strategy opted by Pantaloon

retail, The Future Group. An attempt has been made to conduct an
in depth analysis of the various policies that are being implemented
at the Pantaloons.
The present study further attempts to analyze various issues related
to the four P’s i.e. Product, Price, Place, Promotion strategies and
also, suggestions have been made to perk up the sales strategy of
Pantaloons Retail (India )Ltd.
CERTIFICATE

This is to certify that the Project Research Report entitled “(sales

strategy opted by pantaloon retail)”submitted by Syed Nazar
Hasnain Rizvi in partial fulfillment of the requirement for the award
of degree MBA to Kanpur Institute of Technology, Uttar Pradesh
Technical University is a record of the candidate’s own work carried
out by him under my supervision. The matter embodied in this
dissertation is original and has not been submitted for the award of
any other degree.

(RUC
HI TIRPATHI)

Su
pervisor

Date
:
 ACKNOWLEDGEMENTS

I would like to acknowledge the able guidance of our

esteemed Head of Department Mr. Atul Kumar Agarwal. This
work is an outcome of an unparallel support that I have
received from my Project Research Guide Mr/Ms/Mrs Ruchi
Tirpathi I find this opportunity to show my gratitude to
them……It would never have been possible to complete this
study without the infrastructural support of the
Institute….This study bears testimony to the active
encouragement and guidance of a host of friends and well-
wishers.
TABLE OF CONTENT
PAGE NO.

1. INTRODUCTION OF RETAILING 1

2. INTRODUCTION OF PANTALOON 7

A. HISTORY

B. BACG GRAOUND

C. GROUP MISSION

D. STORE PLANING

E. STORE PROCESS

3.PANTALOON’S PROFILE 19

4. SALES STRATEGY 26

5.RETAILING SCENARIO 33

6. CUSTOMER RELATIONSHIP MANAGEMENT 47

7. RESEARCH METHODOLOGY 50

8. OBJECTIVE OF RESEARCH 61

9. DATA ANALYSIS 64

10. LIMITATION 78

11. CONCLUSION $ SUGGESTIONS 79

12. BIBLIOGRAPHY 83
 ABBREVIATIONS
GRDI Global Retail Development Index
GDP Gross domestic product
HR Human resources
WM Wal-Mart

HSRIL Home solution retail

india ltd.

IPO Initial public officer

DS Department Store

ERP Enter price resource

planning

CEO Chief executive officer

DCC Distribution collection

center

NRF National retail

federation

RNT Ruf-n-Tuf
 CHAPTER - 1

INTRODUCTION
OF

RETAILING
 INTRODUCTION OF RETAIL

Retail, according to concise Oxford English Dictionary, is ‘the sale of goods to the
public for use of consumption rather than for resale.”World over, the retail segment
has performed exceptionally since its inception in the 20th century. Sample these facts:

Retail is currently the biggest industry in the world with sales of $ 7.2 trillion
 Every 10th billionaire in the world is a retailer.
 25 of the top 50 Fortune 500 companies are in retail.
The Indian retail story couldn’t have been more different. India has approx 12 million
retail stores, more than rest of the world put together. But the per capita square feet
area under retail is just 2 sq.ft or 0.2sq. Meters with fragmented Kieran stores being
the predominant players.

Retailing in India has remained in the unorganized sector and largely

untouched by corporate.

The first decade of modern retail in India has been characterized by a shift
from traditional channels to new formats including department stores, hypermarkets,
supermarkets and specialty stores across a range of categories.

Modern retail formats have mushroomed in metros and mini-metros, in the last few
years modern retail has also

Established its presence in the second rung cities. Thus, exposing the residents of
these cities to shopping options they have never experienced before. It has been
forecasted that the share of modern retail will increase from 2 per cent currently, to
about 15-20 per cent over the next decade.

To begin with, retailers today will have to support the large retail infrastructure in
terms of Malls and Superstores that are being created.
The challenge for leading retailers shall therefore shift from diverting demand to
creating demand.

With all the modern stores offering convenience in terms of an assortment of

products, ambience, service and innovative products, the paradigm shall shift from
competing with the Karana stores to an in-house demand creation. Relevant
experiences from consumer goods companies, which have successfully crafted an
explosion in demand in their sectors, through innovation, consumer driven strategies,
will be head runner.

Times are changing. With the GDP at an all time high and income levels shooting
through the roof, the average Indian consumer has never had it so good. The
propensity to consume has reached peaks that had never been scaled before. Credit
cards are flashed with disdain and shopping baskets are getting bigger all the time.
Here are some factors that indicate the potential of retail in India:

 At 271 million, one of the largest consuming base in the world, forming
27% of the total population
 A high spending community below 45 years comprises 81 percent of the
population
 A young population with 54% population below 25 years
 Increased literacy from 44% in 1965 to 70% in 2003
 Increase in working women from 1.3 million in 1961 to 4.8 million in
1998.
 Increase in media penetration to 38-million cable household and 80-million TV
household in 2001
The first decade of modern retail in India has been characterized by a shift from
traditional kirana shops to new formats including department stores, hypermarkets,
supermarkets and specialty stores across a range of categories. Modern retail formats
have mushroomed in metros and mini-metros. In the last few years, modern retail has
also established its presence in the second-rung cities, exposing residents to shopping
options like never before. However, even as modern retailers garner share from
traditional channels, there is a larger role they would be required to play in boosting
consumption levels.
Figures suggest that the total turnover of the sector is around Rs. 10 lakh corers, of
which 2 per cent is contributed by the organized sector.

During the last decade, India’s middle-and high-income segment notched up an

impressive 105 percent growth. This segment has been triggering the demand for
consumer goods. Increased awareness, free access to information and choice in
competing products and services are making customers redefine the retail
business. They are on the lookout for convenience, speed, efficiency and a
wide range of products. Retailers need to explore different channels of
retailing to cater to customers need.

The days of brick-and-mortar’s limited potential are fading and retailers

need to tap the immense opportunities that other channels offer.

Driven by increasingly intense competition in a increasingly global market place,

retailers must seek new ways of capturing the hearts and minds of consumers. The
traditional levers of price, selection and location-although still important-are no
longer sufficient as bases for competitive differentiation. Retailers should be focused
on improving the end-to-end shopping experience, boosting sales and wining
customer loyalty by connecting to the shopper in every possible way.

Multichannel retailing is all about giving the customer a choice of which shopping
channel he or she wishes to purchase products through. The most popular shopping
channels include the stores, internet and catalogues and tele markets (including
mobile shopping)

Retailers must provide a seamless multichannel experience for their customers. For
this, they become the most valuable consumers within a retailer’s customer base.

Multichannel retailing needs to e adopted:

 Grow market share

 Increase customer base
 Achieve cost reductions through economies of scale, supply chain
efficiencies, and logistics
 Improve customer analytics
 Open new revenue streams by cross-sell & sell ups
 Reduce cycle time between order and delivery
  Lower fulfillment cost & Improve demand planning

However, going multichannel, the retailer should not ignore the critical
part: the customer, customers have become more sophisticated and
expect a retailer to recognize them.

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 2000 that the global management consultancy AT
Kearney put a figure to it: Re.400,000 corer (1crore=10million) which will increases
to re.800,000 corer by the year 2005-an annual increase of 20 percent.

Retailing In India is thoroughly unorganized. There is no supply chain management

perspective. According to a survey by AT Kearney, an. overwhelming proportion of
the Rs. 400,000 corer retail market is UNORGANISED. In fact, only a Rs. 20,000
corer segment of the market is organized.

As much as 96 percent 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 capital retailing space is thus the
lowest in the world (source’s Technical (IS) Pvt. Ltd. the India operation of the US-
based Kurt Salmon Associates).

Just over 8 percent of India’s population is engaged in retailing (compared to 20

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

From a size of only Rs.20000 corer, the ORGANISED retail industry will grow to Rs.
160,000 corer by 2005. The TOTAL retail market, however, as indicated above will
grow 20percent

Annually from Rs. 400,000 corer in 2000 to Rs. 800,000 corer by 2005 (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 organized retail industry in India is:

Competition from the unorganized sector. Traditional retailing has established in

India for some centuries. It is a low cost structure, mostly owner-operated, has
negligible real estate and labor 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 organized sector have big expenses to meet, and yet have to
keep price low enough to be able to complete with the traditional sector. High costs
for the organized sector arises from: higher labor costs, social security to employees,
high quality real estate, much bigger premises, comfort facilities such as air
conditioning, back-up power supply, taxes etc. organized retailing also has to cope
with the middle class psychology that the bigger and bigger 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 latterly as in 1999 in Mumbai.(this mall
is called “Crossroads”).

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

ad/autogenously positioned than the purely foreign ones in the fledgling
organized 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 malts have been planned in the other big cities of
India.

CHAPTER -2

INTRODUCTION

OF

PANTALOON
 PANTALOON

INTRODUCTION
Sitting across the round conference table in their plush Head office, the head honchos
of Pantaloons contemplated their future strategy. They had spent the last hour going
over the figures for the recent quarter and had reason enough to be elated. The profits
were on an upward path and the future looked rosy. They had been in this business
long enough, however, to know better than to rest on their past laurels. Pantaloons
were the pioneer in organized retail in India. The key to Pantaloons success lay in
their effective supply chain management, unparalleled to this day. But with the influx
of deep-pocketed industry giants into retailing, the entry barrier created by Pantaloons
could very well be side-stepped in the near future. The dilemma faced by the team
was to be able to identify a strategy which would help them retain the edge even in
the future. Geographical expansion would be a very crucial part of this strategy.

HISTORY
PANTALOONS was incorporated in 1987 with a focus on "Mens-wear Retailing" in
the small store format. This was through franchisee outlets, Pantaloon Shoppes, with
an average area under operation of less than 1000 sq ft. In late nineties, the company
changed its focus to "Family Retailing" in the large departmental / mega-store format
(greater than 5000 sq ft). Thus, the company has continuously evolved itself to fulfill
the shopping aspirations of all the major class of consumers, in order to gain higher
share of their wallet. PANTALOONS is promoted and managed by the Biyani family,
with Mr. Kishor Biyani heading the operations as the managing director. Mr. Rakesh
Biyani, Mr. Sunil and Mr. Anil Biyani and Mr. Vijay Biyani respectilvely head
category, production and finance functions. Apart from this, the company has
appointed professionals in charge of various functions like supply chain, business
development, knowledge management, HR, etc.

BACKGROUND
PANTALOONS has developed the following models for its retail operations: -
 Department stores through Pantaloon Stores;
 Discount hypermarkets under the Big Bazaar brand, with the Food Bazaars
continuing to operate primarily under the Big Bazaar umbrella; and
 Large format seamless malls, under the Central brand, modelled on global
premium department stores such as Selfridges in the UK and Bloomingdale's in the
US.
PANTALOONS operates 13 Pantaloon stores across eight cities. PANTALOONS has
consolidated its brand equity and its early-mover advantage with aggressive additions
to its retail space.

THE INDIAN RETAIL SCENARIO

The Indian economy is currently witnessing a retail boom. At an estimated Rs 10
trillion in
2006, India’s retail industry is almost one-third the country's GDP. Large organized
players
have entered even the food retail sector. However, the penetration of organized retail
in the F&G segment is negligible at around 1 per cent. About half of the total F&G
retail comes from food grains and unprocessed fruits & vegetables- items that are
purchased from farmers. CRISIL Research estimates the retail value of these
unprocessed items at approximately Rs 3.8 trillion.
The Indian retailing has come a long way since its roots in the traditional
kiranawalas, to big organized retailers like Shoppers' Stop, Lifestyle, Food World,
etc., although the traditional retailing still holds a dominant position in the market as
compared to organized retailing, which has a market share of about 3% of the
retailing pie.
But the positive side, which will definitively give a sign of relief for the major
retailers, is that this minimal market share is growing at a healthy rate of 25-30%
approximtely annually.
• India is one of the ten largest Retail Markets in the world.
• Total Retail Sales were US$ 270 bn in 2006, constituting 30 % of GDP.
• Organized Retail forms only 5 % of total Retail i.e. sales worth US$ 14 bn p.a.
• Retail Sector is highly fragmented. There are more than 12 million retail
outlets providing job to 7 % of population.
 • As per GRDI (Global Retail Development Index), Indian Retail is to reach
$330 b in 2007 and $427 b till 2010.
A few of the major players which are in organised retailing are: -

RETAILER OWNERSHIP

SHOPPERS' STOP RAHEJA'S

PANTALOON BIYANI'S
LIFESTYLE LANDMARK GROUP, DUBAI
WESTSIDE TATA'S
CENTRAL PANTALOON (BIYANI'S)
GLOBUS RAHEJHA

GROUP MISSION
• We share the vision and belief that our customers and stakeholders shall be
served only by creating and executing future scenarios in the consumption space
leading to economic development.
• We will be the trendsetters in evolving delivery formats, creating retail realty,
making consumption affordable for all customer segments – for classes and for
masses.
• We shall infuse Indian brands with confidence and renewed ambition.
• We shall be efficient, cost- conscious and committed to quality in whatever we
do.
• We shall ensure that our positive attitude, sincerity, humility and united
determination shall be the driving force to make us successful.

PRODUCT
The basic products they keep ranges from being a men's wear - shirts and trousers -
company, Pantaloon Retail has added to its credit several of branded ladies and kids
wear.
The women's brands are: Annabelle (western office / casual wear), Srishti (ethnic
wear - salwar kameez, ready-made blouse) and Bare (casual wear for children / men /
women). On the anvil are Agile (sports wear), AFL (a budget product) and Scottsville
(winter wear).
Apart from stocking their own brands, Pantaloon Retail outlets also stock other
readymade garment brands and fashion accessories.

PROMOTIONS
Since PANTALOONS's core agenda is to try and build a fashion brand for the people,
which is wearable, celebrity endorsement didn't feature into their scheme of things.
However, it has had some cricketers like Steve Waugh, Mark Waugh, Hansie Cronje
and Sanath Jayasuriya in ads. In Pantaloons, they want to continue to focus on fashion
and apparel and therefore build imagery, which is fashion oriented. Keeping this in
mind, the vision ahead for Pantaloons is to look at products and innovations that give
the company an edge in the consumer mind space.
According to Pantaloon officials, the total advertising budget (for the year July 2004-
June 2005 was Rs. 35 crore. (However, an isolated figure for the creative business
alone is not available.)

PRICE
The desire is accentuated by the hugely popular promotion, which ensured a high
brand recall in the minds of consumers. The overall initiative of price, distribution and
promotion resulted in number of customers going up by over 50%. Even as the roll
out of low price point across all products in the portfolio resulted in rise in volumes,
by 2004, the strategy started affecting the margins. The company has assured
avoidance of every possible occurrence of roll back on its price as high input costs
made the price point unsustainable. They move according to the current market reality
as the price is still competitive, and the objective still is to increase the pie. The price
point has moved, but it's still affordable, and they are at it when it comes to other
aspects of penetrating the market through innovation, distribution and creating
occasions.

POSITIONING
Customer demands have changed with changing lifestyles. Like in clothes, casual
wear is now divided into party wear, outdoor wear, and sportswear and lounge wear,
something that wasn't there earlier. That's why, after nearly two decades, the flagship
Pantaloon store has been repositioned. It has dropped its earlier "family store"
positioning to don "the affordable fashion" tag. In keeping with its new positioning, it
phased out its Pantaloon trousers and replaced it with a mélange of private labels
including licensed brands. If we look at some of its launches in the last couple of
months, last month it launched UMM, a licensed brand from Italy. It has tied up with
Arvind Mills to sell its jeans exclusively in Pantaloon stores. There's utility wear
private label Rig, targeting 22-35 year old women. By 2004, it had lounge wear
named Leone and another one for kids. (The store has 30 private labels by this fiscal
end).

PEOPLE
At Pantaloon, Empowerment is what their employees acquire and Freedom at Work is
what they get. They believe that their most valuable assets are their people, young in
spirit, adventurous in action, with an average age of 27 years; they are skilled &
qualified professionals and work in an environment where change is the only
constant. Company has taken initiatives in developing in-house training facilities to
upgrade the skill levels of the workers. Thus, growth of the organized sector would
improve the skill levels of workforce and consequently, their earnings would also
increase. Also with the recent boom in the retail industry in India, Pantaloons is facing
relatively high attrition rate. Major retailers like Wal-Mart are also foraying in the
retail sector which would likely to toughen the competition and will give demand
more skilled workforce in this sector.

STORE PLANNING
Today, Pantaloon Stores across the country are one of the favourite shopping haunts
of the people, who recognize that shopping at Pantaloons provides great and real
value for money. They offer the widest and the trendiest choice in self service family
shopping and a friendly and beautiful ambience. Now, shopping also has a delicious
end at Pantaloons, Café Bollywood opened in the store.
STORE PROCESS & OPERATIONS
Pantaloon Stores are managed by professionals and state-of-the-art technology is used
to run the operations across the country. Baan ERP Systems and Category
Management are all functional and the entire operations are on line with the head
office located at Mumbai.
The footfalls are 5000 on weekdays & 15000 on weekends.

VISUAL MERCHANDISING
Pantaloon Retail is ensuring it stays on top: it recently launched Springboard, a
designer prêt gallery for established and upcoming designers, in its well-located
stores. It has invested about Rs. 40-50 lakh in the merchandise, provides space, and
creates advertising, and is open to a manufacturing alliance, or providing access to its
production facilities. The Rs. 400-crore company has taken a `fashion forward' stance,
which is enhanced by designers such as Rohit Bal, Priyadarshini Rao and Anita
Dongre - who also makes an exclusive line, AND, for the commercial floor.
Pantaloon works on a 50 per cent margin, and provides feedback on price points, sizes
and styles, and hopes designers will develop exclusive lines. This way, they also
provide a value-add to the customers, take them a couple of notches above the levels
they are used to, and make it an aspirational experience for them.

DISTRIBUTION & LOGISTICS

They are doing quite well considering that, despite the drastic pruning of its
franchisee network over the last three years; the company has stopped appointing new
franchisees. Further, the company took a recent decision to stop the supply of its
ready-made garments to other outlets. In 1995, Pantaloon Retail had about 72 stores,
many of them franchised. Now the company has around 40 outlets of which 14 are
company-owned in order to have alignment with the company's vision of creating its
own brand equity. The route for the same was chosen by the management was to have
its own outlets.
Pantaloon has decided to open up Distribution Collection Center (DCC) in the four
major metro cities of the country. Each DCC supplies products to various
outlets/stores in its area. As the officials think that Warehouses are getting important
as they increase the number of outlets, there is need to monitor inventory movements,
and to manage them efficiently. However, at present, this does not seem to be the
norm in this industry. They are among the very few retailers who make serious and
optimum use of barcodes and ERPs.

BUYING & MERCHANDISING

As resources for their dresses they have firms like: Anna Sui, Betsey Johnson, Co. of
Unorganized People, Donna Karan, Helmut Lang, Hugo Boss, Jared Gold, Kate
Spade, Kenneth Cole, Lloyd Klein, Marc Jacobs, Michael Kors, Oscar de la Renta,
Patricia Field, People Used to Dream, Ralph Lauren, Sean John, Tommy Hilfiger,
Agnes B.A.P.C., Balenciaga Bless, Bruuns Bazaar, Celine, Chanel Christian Lacroix
Christian Dior Givenchy, Jean Paul Gaultier, Kenzo, Louis Vuitton Lucien, Pellat-
Finet, Sonia Rykiel, Yves Saint Laurent.
Pantaloons have jeans from Bare at Rs. 695 and above. Newport, priced at Rs. 599,
was the cheapest pair of jeans in the market. So, they contacted Arvind Mills and
asked if they could give jeans at Rs. 299, if we were willing to take 100,000 units a
month. That is where Ruf-n-Tuf came in. The brand had been discontinued when
Pantaloon first contacted Arvind. From now on, it will be available only through
Pantaloon. There is a similar deal for T-shirts.

CATEGORY MANAGEMENT
In case of Pantaloon, it has come up with some sort of implementation of category
management principle. Pantaloon has four categories - Men's formal, Men's casual,
Men's Knitwear & Ladies & Kids wear.
Each category manager operates like a CEO of his category and is given a quantum of
showroom space, and his objective is to maximize contribution after meeting the
variable cost and fixed cost (including rental cost) for the space under his
management, category manager with the help of 6 to 7 executives pores over the sales
data of each of the stores and tries to figure out the trend of sales. On the basis of this
extensive analysis, he draws out the plan of procurement and negotiates with various
brands (Say, color plus, Levi's, Lee, etc.) as to how much space and at how much cost
such rental shelf space is available to them.
To give an example, as the Begumpet's Pantaloon real estate space is expensive and
the customers are more up market, the category manager has given space to some
brands. Such a local flavor and variation is possible as the category manager is fully
empowered to increase the sales per square feet and his pay packet is structured in
consonance with the target achieved within the category. To cite another example,
initially Pantaloons was not selling men's shorts, except that of some local brand. The
category manager of men's casual identified this niche and started stocking Men's
shorts, and in the recent festival season Pantaloon could sell 13000 men's shorts.
Hence, unlike other retail players who work on the pull of brands, Pantaloon shops do
not have any particular allegiance to brands. The category managers work out the
optimum mixes of brands for each of the stores that can maximize sales. They
specifically follow the following model: -

BUSINESS MODEL
Certainly, there are many models to choose from: manufacturing only, retail only
(through 60-odd MBOs like Ensemble or Ffolio), retail and manufacturing, or finance
only (investment in the brand by a partner). Then there's Victoria, a seamless mall,
where Pantaloon will take care of the front end, and designers can lease space. But a
`retail only' model is a low-risk model for the retailer, without much investment in the
brand, or involvement by the designer.

FINANCIAL PLANNING
Each outlet would break even at sales of Rs. 10,000 / per sq.ft / per annum. Despite a
fairly high stock turnover of 8 to 10 weeks, the company is working hard towards
bringing it down further. They do have a margin of 25-30% in their apparel & non-
food segments.The reason for going in for mega stores in contrast to several smaller
franchised outlets is the company's expanded product portfolio.
RANGE PLANNING
The Stores have entire range of Menswear, Womenswear, Kidswear, Activewear,
Accessories, Cosmetics, Fragrances, Homeware, Jewellery, Toys, Books, Music,
Stationery, Gift & Novelties. Brands like Pantaloon, Bare, John Miller, Colorplus,
Levi's, Pepe, Adidas, Reebok, Lee Cooper, Lovable, Jockey, Yamini, Dreams, Estelle,
Gili, Spectacular, Zodiac, Revlon, Lakme, Maybelline, Chambor, Baccarose,
Woodlands, Nike, Rayban, Parker, Espirit are available.

ORDERING OF PRODUCTS
Around 5% of the merchandise is imported from Hong Kong / the Chinese mainland
and Bangkok. They think that there is a need for importing apparel as some of the
innovative fabrics are not available in [this] country, or even if these are available,
they do not come at competitive prices. The imported apparel is priced at between
15% and 20% higher than regular locally produced merchandise at the store.

IN-SEASON MANAGEMENT
The management has decided to go for a new ad-line called "fashion from
Pantaloons". Internationally, in this business of fashion retailing, while the margins on
individual garments are high, eventually, the margins are low. That is because the
unsold stocks have to be liquidated through heavy discounting. For instance, it takes
90-120 days to design and ship, say, a new line of fashion merchandise. This means
two things. One, the company will always be forced to order in lots of 90-120 days,
lest it runs out of stock halfway. Two, if the fashion changes, the company is saddled
with inventory which then has to be liquidated. If the margins on every garment are
50%, but company is going to sell half of them after a 12% markdown, the margins
are already down to 44%. And so, the company is trying to crash the time to market
from 90 days to about 21 days. Pantaloon has a neat model that is trying to launch
new lines in less than 21 days (Right now, the company has brought the time lag
down from 90 to 40 days.). What made it possible is that it had its own factories.
Faster manufacturing will let the company keep fewer inventories, which will make it
more responsive to market changes while reducing the amount of stocks to be sold at
a discount. At the same time, as fresh stocks hit the market faster, sales will rise. By
becoming much more responsive. They can have their margins by 5-6%.
IN-SEASON BRANDS
If the year 2003 witnessed the birth of a lot of private labels, 2004 is seeing these very
labels giving the brands a run for their money. These labels are the key drivers behind
growth and market penetration across retail categories like apparels, groceries, etc.
Further, it has also focused on enhancing sales of its private label products, which in
turn are expected to improve margins, it has also used the acquisition route for
expansion, in businesses such as branded garments, and India's Marks & Spencer's
franchisee. The company has launched apparel categories under Pantaloon umbrella.
This includes shirts, shorts under the Premium brand. It plans to launch 26 more
products such as women apparel under the Premium brand.
Umbrella brands for other products are also on the anvil. They already sell belts,
briefs, socks, ties under Pantaloons .The company's in-house brands have garnered a
market share in the range of 25-40 per cent in its existing stores. They can earn
whopping margins of around 55 per cent to 60 per cent on private labels. In women's
wear, it is between 48 per cent to 50 per cent compared to around 35 per cent in
branded gear.
The officials say that they can differentiate through private labels. They also believe
that private labels give them more control over their shelves. They grouse that the big
companies often squeeze supplies during peak seasons and festival time. As they
compete head-on with brand manufacturers, private labels offer retailers better
negotiation power with suppliers. Another reason for building up private labels is to
induce store loyalty. In other words, with private labels not available anywhere else, if
it clicks, then consumers return to the store
So Pantaloon is also looking at creating individual in-store brands within its existing
stores for its various product segments. For instance, it has decided it spin off its
watches and sunglasses under a separate store section branded as Blue Sky. Another
in-store section is likely to get created for kids' products under the brand `Playground'.
In-store section brands within its stores are also planned for product categories such
as cosmetics, fragrances and sportswear.
All this time, Pantaloon has always been perceived as an apparel-centric store. Now,
they want to create separate identities for the other mix of products existing at its
stores. In fact, there are plans to introduce both shop-in-shop brands and also
individual stores for most of these categories. In view of space constraints, Pantaloon
intends to spin off these in-store brands as independent stores later as the business
expands. For this they need a minimum of 400 sq ft to create a visual identity for each
of these brands to make it appealing to consumers. In the case of the Blue Sky brand,
Pantaloon is already stocking international watch labels such as Esprit and Fossil. But
it hopes to get exclusive licenses to sell brands such as Morgan, Sioruci and Montana
in the future. They have chosen the Blue Sky brand name due to its association with
the aviation industry. After all, watches, sunglasses and aviation share the same
features such as precision and quality.
In the recent past, it has introduced a lifestyle retail format store - aLL - for plus-sized
customers and and MeLa, which targets home-owners with furniture and home
textiles. This is in pursuit of its strategy to sell everything to everybody.
COMPANY PROFILE
 PANTALOON’S PROFILE

Pantaloon Retail (India) Limited, is India’s leading retailer that operates multiple
retail formats in both the value and lifestyle segment of the Indian consumer market.
Headquartered in Mumbai (Bombay), the company operates over 5 million square feet
of retail space, has over 350 stores across 40 cities in India and employs over 18,000
people.

The company’s leading formats include Pantaloons, a chain of fashion outlets, Big
Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain.A
subsidiary company, Home Solutions Retail (India) Limited, operates Home Town, a
large-format home solutions store, Collection i, selling home furniture products and
E-zone focused on catering to the consumer electronics segment.Pantaloon Retail was
recently awarded the International Retailer of the Year 2007 by the US-based
National Retail Federation (NRF) and the Emerging Market Retailer of the Year 2007
at the World Retail Congress held in Barcelona.Pantaloon Retail is the flagship
company of Future Group, a business group catering to the entire Indian consumption
space.

FUTURE GROUP
Future Group is India’s leading business group that caters to the entire Indian
consumption space. Led by Mr. Kishore Biyani, the Future Group operates through
six verticals:

Future Retail •
Future Capital •
Future Brands
Future Space •
Future Media •
Future Logistics. •

Apart from Pantaloon Retail, the group’s presence in the retail space is complemented
by group companies, Indus League Clothing, which owns leading apparel brands like
Indigo Nation, Scullers and Urban Yoga, and Galaxy Entertainment Limited that
operates Bowling Co, Sports Bar, F123 and Brew Bar.

Future Capital Holdings, the group’s financial arm, focuses on asset management and
consumer credit. It manages assets worth over $1 billion that are being invested in
developing retail real estate and consumer-related brands and hotels. The group has
launched a consumer credit and financial supermarket format, Future Money and soon
plans to offer insurance products through a joint venture with Italian insurance major,
Generali.

FUTURE GROUP MANIFESTO

Rewards and perfection. Future encourages us to explore areas yet unexplored, write
rules yet unwritten; create new opportunities and new successes. To strive for a
glorious future brings to us our strength, our ability to learn, unlearn and re-learn our
ability to evolve.
We, in Future Group, will not wait for the Future to unfold itself but create future
scenarios in the consumer space and facilitate consumption because consumption is
development. Thereby, we will effect socio-economic development for our
customers,employees,shareholders,associates and partners.Our customers will not just
get what they need, but also get them where, how and when they need. We will not
just post satisfactory results, we will write success stories. We will not just operate
efficiently in the Indian economy, we will evolve it. We will not just spot trends; we
will set trends by marrying our understanding of the Indian consumer to their needs of
tomorrow. It is this understanding that has helped us succeed. And it is this that will
help us succeed in the Future. We shall keep relearning. And in this process, do just
one thing.

Rewrite Rules. Retain Values.

GROUP VISION
Future Group shall deliver Everything, Everywhere, Every time for Every Indian
Consumer in the most profitable manner.
GROUP MISSION
We share the vision and belief that our customers and stakeholders shall be served
only by creating and executing future scenarios in the consumption space leading to
economic development.
We will be the trendsetters in evolving delivery formats, creating retail realty, making
consumption affordable for all customer segments – for classes and for masses.
We shall infuse Indian brands with confidence and renewed ambition.
We shall be efficient, cost- conscious and committed to quality in whatever we do.
We shall ensure that our positive attitude, sincerity, humility and united determination
shall be the driving force to make us successful.

CORE VALUES
Indianness: confidence in • ourselves.
Leadership: to be a leader, both in thought and • business.
Respect • & Humility: to respect every individual and be humble in our
conduct

Introspection: leading to purposeful • thinking.

Openness: to be open and receptive to new ideas, knowledge and •
information.Valuing and Nurturing Relationships: to build long term • relationships.
Simplicity • & Positivity: Simplicity and positivity in our thought, business
and action.
Adaptability: to be flexible and • adaptable, to meet challenges.
Flow: to respect and understand the • universal laws of nature.

COMPANY’S JOURNEY
1987: Company incorporated as Manz Wear Private Limited. Launch of
Pantaloons trouser, India’s first formal trouser brand.
1991: Launch of BARE, the Indian jeans brand.
1992: Initial public offer (IPO) was made in the month of May.
1994: The Pantaloon Shoppe – exclusive menswear store in franchisee
format launched across the nation.The company starts the distribution
of branded garments through multibrand retail outlets across the
nation.
1995: John Miller – Formal shirt brand launched.
1997: Pantaloons – India’s family store launched in Kolkata.
2001: Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s first
hypermarket chain launched.
2002: Food Bazaar, the supermarket chain is launched.
2004: Central – ‘Shop, Eat, Celebrate in the Heart of Our City’ - India’s first
Seamless mall is launched in Bangalore.
2005: Fashion Station - the popular fashion chain is launched
2006: Future Capital Holdings, the company’s financial arm launches real
estate funds Kshitij and Horizon and private equity fund Indivision.
Plans forays into insurance and consumer credit.Multiple retail formats including
Collection i, Furniture Bazaar, Shoe Factory, EZone,
Depot and futurebazaar.com are launched across the nation.Group
enters into joint venture agreements with ETAM Group and Generali.
2007: Retail format Home Town is launched in Noida.
2008: Retail format Home Town is launched in Lucknow.

PARTNER COMPANIES
Home Solutions Retail (India) Ltd.
Home Solutions Retail (India) Ltd. (HSRIL) leads the groups foray in the home
improvement and consumer electronics retailing segment. It caters to home
management requirements and products, including furnishings and textiles, furniture,
consumer electronics, home electronics and home services. It operates retail formats
like HomeTown, Furniture Bazaar, Collection I, E-Zone, Electronics Bazaar and Got
It.
Future Capital HoldingsFuture Capital is the financial arm of the group and is
involved in asset management (both private equity and real estate funds) with plans to
get into other financial services including insurance, credit and other consumer related
financial services. It’s associate companies are Kshitij Investment Advisory Co. Ltd.,
Indivision Investment Advisers Ltd., and Ambit Investment Advisory Co. Ltd.

Indus League Clothing Ltd.The group owns a majority stake in Indus League
Clothing Ltd., one of the leading apparel manufacturers and marketers in India. Some
of its leading brands include Indigo Nation, Scullers, Urbana, Urban Yoga and
Jealous.
Galaxy Entertainment Corporate Ltd.The group owns a stake in Galaxy Entertainment
Corporate Ltd. that operates chains like Bowling Company, Sports Barand Brew Bar.

AWARDS & RECOGNITIONS

National Retail Federation Awards International • Retailer for the Year 2007
– Pantaloon Retail (India) Ltd
World Retail • Congress Awards
Emerging Market Retailer of the Year 2007 – Pantaloon Retail (India) Ltd
Hewitt Best Employers 2007 •
Best Employers in India (Rank 14th) – Pantaloon Retail (India) Ltd
PC World Indian Website Awards •
Best Indian Website In The Shopping Category - Futurebazaar.com
Reader’s Digest • Trusted Brands Platinum Awards
Trusted Brands Platinum Award (Supermarket Category) – Big Bazaar

2006
Retail Asia Pacific Top 500 • Awards
Asia Pacific Best of the Best Retailers – Pantaloon Retail (India) Ltd
Best Retailer in India – Pantaloon Retail (India) Ltd
Asiamoney • Awards
Best Managed Company in India (Mid-cap) – Pantaloon retail (India) Ltd.
Ernst • & Young Entrepreneur of the Year Award
Ernst & Young Entrepreneur of the Year (Services) – Kishore Biyani
CNBC Indian Business • Leaders Awards
The First Generation Entrepreneur of the Year – Kishore Biyani
Images Retail Awards •
Best Value Retail Store – Big Bazaar
Best Retail Destination – Big Bazaar
Best Food & Grocery Store – Food Bazaar
Retail Face of the Year – Kishore Biyani
Readers’ Digest • Awards
Platinum Trusted Brand Award - Big Bazaar
CNBC Awaaz Consumer • Awards
Most Preferred Large Food & Grocery Supermarket – Big Bazaar

Reid • & Taylor Awards for Retail Excellence

Retail Entrepreneur of the Year – Kishore Biyani

LINE OF BUSINESS
General Merchandise: Central, Brand Factory, Fashion Station, Shoe
Factory, Pantaloons. Leisure & Entertainment: Bowling Co, .
Wellness & Beauty: Health Village, Star & Sitara, Tulsi, Turmeric.
Books & Music: Depot. This report analyses the performance of Non-apparels present
at Pantaloons store, Kanpur. Mr. Munish Bhardhwaj, Store manager, Pantaloons
store,Kanpur authorized me to do this project during my summer training from 1st
June 2009 to 30th July 2009 at Pantaloons store,Kanpur.
Non-apparels or Non-aps at Pantaloons store,Kanpur include Fashion
Jewellery,Deodorants,Perfumes,Ladies Handbags, Mobile
Purses,Cosmetics,Sunglasses,Watches,Brushes/Hair bands.Non- apparels are divided
into three main categories of Blue sky, Fashion Jewellery and Wellness. All three of
them together consitute the Non-Aps at Pantaloons, Kanpur.

BLUE SKY
It is a separate store at first floor of Rav3 mall, Kanpur.It has various brands of
sunglasses and watches .It is a part of Pantaloons store, Kanpur.
 ABSTRACT

This report is based on analysis of non-apparels at Pantaloons store, Kanpur.Non-

apparels sold at Pantaloons store, Kanpur include Fashion Jewellery, Deodorants,
Perfumes, Ladies Handbags, Mobile Purses, Cosmetics, Sunglasses, Watches,
Brushes/Hair bands. All the brands present under each type of product mentioned
above, form the Non-apparels category at Pantaloons store, Kanpur. Blue Sky,
Fashion Jewellery and Wellness are three main categories of Non-apparels at
Pantaloons store, Kanpur. Data is analyzed from secondary data .
TL Manoj & SM Munish Bhardhwaj
 CHAPTER -3

SALES STRATGEY
 SALES STRATEGY

• Do you want to know how to sell effectively?

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Using the process and strategies in The Sales Manual:

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2. I grew a business from a start-up company with a $0 turnover to a $8m

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top sales performer out of 400 sales people in less than 12 months.

All of this was achieved by following a very simple and very logical step by step sales
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same successes I have had, I want you to invoice millions in sales, earn yourself big
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• STEP 8 Develop Your Newtork
• STEP 9 You and Your Drive
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Sure-Fire Steps to Improve Your Retail Sales

The purpose of any business is to bring in customers, and it can only be accomplished
through marketing. If your cash registers don't ring, something is wrong and you had
better find out what is wrong fast. Because in today's competitive retail world...
getting results is what counts

Successful retailers aren't any more talented or intelligent than you are -- They simply
have learned to do things in a different way and make money in the process. Use the
following 12 steps to improve your retail sales, you'll simplify your efforts, multiply
profits, and increase the odds of success.

1. Know Yourself
Having your own business is more than just creating a job for yourself. Your basic
roles are in marketing, finance, administration, and the responsibility of personnel. To
get the best results, it is rare for one person to play all these roles equally well. You
must know which parts you can handle yourself and which parts you're going to need
help with.

2. Plan Ahead
Many stores are run by well-intended people but who don't have all the information
they need to do their job. This includes a clear idea of market segment, target markets,
customer service, product selection, marketing mix, promotional activities and pricing
tactics. If you want to succeed you need a well thought out business plan that helps
you make the right decisions.

You can gain the greatest competitive edge if you have an intimate knowledge of your
business. To thrive and prosper, you must be committed to learn and have the desire
and energy to accomplish your goals. These are five main reasons why most
businesses fail:

1. Lack of Industry Knowledge

2. Lack of Vision
3. Poor Market Strategy
4. Failure to Establish Goals
5. Inadequate Capitalization

4. Understand Your Customer

Make it your business to give your customers what they want, and they will do
business and buy from you. The products and services you provide should reflect your
customers needs and wants. Think in your customers' terms; buy, show, sell, and say
things that interest them, not just what interests you. Remember, it is the customer
that determines whether or not you succeed.

5. Keep Good Financial Records

If you don't know where your money is going, it will soon be gone. The "game of
business" is played with computers -- and the score is evaluated in dollars and cents.
Good financial records are like the instruments on an airplane, they keep you posted
of your height, direction, and speed. Without them you're flying blind with no
controls to guide you to your destination.

6. Manage Your Cash

It doesn't matter how unique and wonderful your store is, your business can't survive
without cash flow. Money coming in your store is the vital component that keeps your
business financially healthy. If you budget wisely and know the interval of your
monthly income and expenses, you won't have to worry about running out of money.
7. Use Sound Management Practices
As a store owner, you are also a manager. You have to make decisions, offer customer
service, manage time and resources, and know how to merchandise and run the
business better than anyone working for you. Give your employees the opportunity
for growth, treat them fairly, pay them what they're worth, and they will help make
your business successful.

8. Develop A Distinctive Image

Your image is important and is a function of your marketing efforts and materials.
Customer's create their perceptions of your business from your name, web site
appearance, store location, products, prices, visual merchandising, signs, displays,
business cards, newsletters, advertising material, customer service and anything else
that relates to your business.

9. Control Your Inventory

All retail stores need to manage inventory. It is your money sitting on a shelf and
represents a large portion of your business investment. The retailer who merely
watches the store's shelves can't maintain a proper balance between the right amount
of merchandise and probable customer demand. Without adequate control, slow-
moving inventory becomes dated and very costly.

10. Buy and Price For Profit

To understand retailing, one must start with the concept that the price of your
merchandise is nothing more than a temporary estimate of what the customer is
willing to spend. In devising your overall pricing strategy, a practical approach can be
based on the function of supply and demand. To be more competitive, join buying
groups and seek out manufacturer discounts that allow you to purchase merchandise
below wholesale prices. By offering better values, you'll be able to attract more
customers, and offer more opportunities to shop at your store.

11. Learn From The Pros

In today's explosive markets, making the right moves is absolutely essential, there is
little room for error. Without knowing how to navigate through these fast-moving
times, it can be a tricky and even a self-destructive experience. Because of the
emotional and sometimes difficult decisions that must be made, the crucial difference
is having fresh ideas with an impartial business position.

12. Ask For Help When You Need It

Remember, getting results is what counts! Don't be too proud to ask for help, we all
need help sometimes. It is important to recognize that what you don't know can end
up costing you money, hurt the odds of success, and greatly reduce the chance of
achieving your business goals. Hiring an expert with specialized skills can be the most
profitable decision you can make to protect both your business and financial future

RETAILING SCENARIO
 RETAILING SCENARIO

GLOBAL VIEW

Retailing in more developed countries is a big business and better organized than
what in India. According to a report published by McKinsey & Co. along with the
Confederation of the Indian Industry the global retail business is a worth a staggering
US$ 6.6 trillion. In the developed world, most of it is accounted for by the organize
retail sector
the service sector accounts for a large share of GDP in most developed economies.
And the retail sector forms a very strong component of the service sector. In short, as
long as people need to buy, retail will generate employment. Globally, retailing is a
customer-centric with an emphasis on innovation in products, processes and services.
With total sales of US$ 6.6 trillion, retailing is the world’s largest private industry,
ahead of finance and engineering. Some of the world’s largest companies are in this
sector: over 50 Fortune, 500 companies and around 25 of the Asian Top 200 firms and
retailers. Wal-Mart, the world’s second largest retailer, has a turnover of US$ 260
billion, almoAs many as 10% of the world’s billionaires are retailers. The industry
accounts for over 8% of

GDP in western countries, and is one of the largest employers. According to the
U.S.Department of Labor, more than 22 million Americans are employed in the
retailing industry in over 2 million retail stores.
INDIAN VIEW

The retail scenario in India is unique. Much of it’s in the unorganized sector, with
over 12 million retail outlets of various sizes and formats. Almost 96% of these
retail outlets are less than 500 sq.ft. In size, the per capita retail space in India being
2 sq.ft. Compared to the US figure of 16 sq.ft. India’s per capita retailing space is
thus the lowest in the world.

With more than 9 outlets per 1, 000 people, India has the largest number in the
world. Most of them are independent and contribute as much as 96% to total retail
sales Because of the increasing number of nuclear families, working women, greater
work pressure and increased commuting time, convenience has become a priority
for Indian consumers. They want everything under one roof for easy access and
multiplicity of choice.

This offers an excellent opportunity for organized retailers in the country who
account for just 2% (and modern stores 0.5%) of the estimated US $180 billion
worth of goods that are retailed in India every year.
The growth and development of organized retailing in India is driven by two main
factors – lower prices and benefits the consumers can’t resist. According to experts,
economies of scale drive down the cost of the supply chain, allowing retailers to
offer more benefits offered to the customer.

The retail business in India in the year 2000 was Rs.400,000 crore and is estimated
to go to Rs.800,000 crore by the year 2005, an annual increase of 20%.The
contribution of the organized retail industry in the year 2000 was Rs.20,000 crore
and is likely to increase to Rs.160,000 crore by 2005.
Retail Sales

Retail sales, which amounted to about Rs. 7, 400 billion in 2002, expanded at an
average annual rate of 7% during 1999-2002. With the upturn in economic growth
during 2003, retail sales are also expected to expand at a higher pace of nearly 10%.In
a developing country like India, a large chunk of consumer expenditure is on basic
necessities, especially food related items. Hence, it is not surprising that food,
beverages and tobacco accounted for as much as 71% of retail sales in 2002. The
remaining 29% of retail sales are non-food items. The share of food related items fell
over the review period, down from 73% in 1999. This is to be expected as, with
income growth, Indians, like consumers elsewhere, spent more on non-food items
compared with food products.
Sales through supermarkets and department stores are small compared with overall
retail sales. However, their sales grew much more rapidly (about 30% per year). As a
result, their sales almost tripled during this time. This high acceleration in sales
through modern retail formats is expected to continue during the next few years with
the rapid growth in numbers of such outlets in response to consumer demand and
business potential

Growth of Retailing in India

Indian retailing industry has seen phenomenal growth in the last five years (2001-
2006). Organized retailing has finally emerged from the shadows of unorganized
retailing and is contributing significantly to the growth of Indian retail sector.

RNCOS’ “India Retail Sector Analysis (2006-2007)” report helps clients to analyze
the opportunities and factors critical to the success of retail industry in India.

Organized retail will form 10% of total retailing by the end of this decade (2010).
From 2006 to 2010, the organized sector will grow at the CAGR of around 49.53%
per annum.

Cultural and regional differences in India are the biggest challenges in front of
retailers. This factor deters the retailers in India from adopting a single retail format.
Hypermarket is emerging as the most favorable format for the time being in India.The
arrival of multinationals will further push the growth of hypermarket format, as it is
the best way to compete with unorganized retailing in India.
Technology Impact

The other important aspect of retailing relates to technology. It is widely felt that the
key differentiator between the successful and not so successful retailers is primarily
in the area of technology. Simultaneously, it will be technology that will help the
organized retailer score over the unorganized players, giving both cost and service
advantages.

Retailing is a `technology-intensive' industry. It is quoted that everyday at least 500

gigabytes of data are transmitted via satellite from the 1,200 point-of-sales counters
of JC Penney to its corporate headquarters. Successful retailers today work closely
with their vendors to predict consumer demand, shorten lead times, reduce
inventory holding and thereby, save cost. Wal-Mart pioneered the concept of
building a competitive advantage through distribution and information systems in
the retailing industry. They introduced two innovative logistics techniques - cross-
docking and electronic data interchange.
Today, online systems link point-of-sales terminals to the main office where
detailed analyses on sales by item, classification, stores or vendor are carried out
online. Besides vendors, the focus of the retailing sector is to develop the link with
the consumer. `Data Warehousing' is an established concept in the advanced
nations. With the help of `database retailing', information on existing and potential
customers is tracked. Besides knowing what was purchased and by whom,
information on softer issues such as demographics and psychographics is captured.
Retailing, as discussed before, is at a nascent stage in our country. Most organized
players have managed to put the front ends in place, but these are relatively easy to
copy. The relatively complicated information systems and underlying technologies
are in the process of being established. Most grocery retailers such as Food World
have started tracking consumer purchases through CRM.

The lifestyle retailers through their `affinity clubs' and `reward clubs' are
establishing their processes. The traditional retailers will always continue to exist
but organized retailers are working towards revamping their business to obtain
strategic advantages at various levels - market, cost, knowledge and customer.
With differentiating strategies - value for money, shopping experience, variety,
quality, discounts and advanced systems and technology in the back-end, change in
the equilibrium with manufacturers and a thorough understanding of the consumer
behavior, the ground is all set for the organized retailers.
It would be important to note, however, that the retailing industry in India is still a
`protected industry'. It is one of the few sectors which still have restrictions on FDI.
Given the current trend in liberalization, it will not be long before the retailing
sector is also thrown open to international competition. This will see a further
segregation of the international retailing brands and the domestic retailers, thereby
injecting much greater dynamism into the market. That will be when the real action
will begin.

Major retailers in India.

• India’s top retailers are largely lifestyle, clothing and

apparel stores.
• This is followed by grocery stores.
• Following the past trends and business models in the west retail giants such
as Pantaloon, Shoppers’ Stop and Lifestyle are likely to target metros and small
cities almost doubling their current number of stores.
• These Wal-Mart wannabes have the economy of scale to be low –medium
cost retailers pocketing narrow margin.

RETAILING 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 2000 that the global management consultancy AT
Kearney put a figure to it: Rs. 400,000 crore (1 crore = 10 million) which will
increase to Rs. 800,000 crore by the year 2007 – an annual increase of 20 per cent.

• Retailing in India is thoroughly unorganized. There is no supply chain

management perspective. According to a survey b y AT Kearney, an overwhelming
proportion of the Rs. 400,000 crore retail market is UNORGANISED. In fact, only a
Rs. 20,000 crore segment of the market is organized.

• 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 will
grow to Rs. 160,000 crore by 2007. The TOTAL retail market, however, as
indicated above will grow 20 per cent annually from Rs. 400,000 crore in 2000 to
Rs. 800,000 crore by 2007 (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 organized retail industry in India is:
competition from the unorganized sector. Traditional retailing has established in
India for some centuries. It is a low cost structure, mostly owner-operated, has
negligible real estate and labor 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 organized 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 organized sector arises from: higher labor costs, social security to
employees, high quality real estate, much bigger premises, comfort facilities such as
air-conditioning, back-up power supply, taxes etc. Organized retailing also has to
cope with the middle class psychology that the bigger and brighter a sale 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 organized
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 200

DECISION-MAKING; Decision making with regard to retail outlet selection is very

similar to consumer decision-making on brands where the consumer goes through a
process starting from identifying needs to post-purchase issues. There are a few
interesting and important dimensions associated with consumer behavior and retail
outlet selection.

Does the retail outlet have psychological implications on the target segment? When
Titan and Timex watches were retailed through exclusive shops, consumers wanting
lower-end watches probably felt that a typical Titan showroom was too elitist, which
could have had a negative impact.
Does selection of outlets varies in accordance with types of product categories? While
buying a TV or a washing machine, would consumers visit an exclusive showroom of
BPL, Onida or Sony, or would they visit a multi-brand outlet?

Would there be differences in the psychographic (and demographic) profiles of

consumers choosing outlets? What is the sequence in which consumers are likely to
go about their decisions? Will they select the brand or the category first before
choosing the outlet?

What is the impact of the image developed by a retail outlet? Is Food World different
from a neighborhood grocery shop in the minds of consumers? What kind of
perception are consumers likely to have with regard to shopping from an online outlet
such as Fabmart vis-à-vis a brick-and-mortar outlet like Fountainhead or Landmark?

Would consumers be interested in store or retail brands? Traditionally, retailers have

been carrying manufacturers' brands. But in recent times (at least to a significant
extent in the foods category), supermarkets such as Food World have started carrying
retail or store brands. Nilgiri's is another example in the South which carries its own
brands of chocolates, biscuits and other commodities.

What contributes to retail equity or retail image or retail loyalty?

How do retail outlets handle perceived risks?

Marketers need in-depth knowledge about the various dimensions which link retailing
and consumer behavior. There is research required to handle retail decisions in a
competitive context. McDonald's found that a major chunk of its consumers decide to
eat a few minutes before they make the purchase decisions and hence it is building
small outlets in large supermarkets such as Wal-Mart and Home Depot. It is providing
play areas to ensure a number of families visit its outlets with children. A few
companies also operate through kiosks in airports, malls and high-traffic areas.
Sunglass Hut is a brand which operates kiosks at various places which displays about
1,000 different models along with their prices.

RETAIL OUTLET SELECTION AND BRAND SELECTION

There are three fundamental patterns which a consumer can follow and they could be:

(I) Brand first, retail outlet second

(ii) Retail outlet first, brand second

(iii) Brand and retail outlet simultaneously.

A consumer wanting to buy a car may collect information on brands and purchase it
from a retail outlet based on his perception of price offered or after-sales service
provided by the outlet (typically, search for information on brands is followed by
retail outlet selection in durables). In certain product categories, especially where
`category killers' exist, consumers may think of the retail outlet initially and then the
brands (television, refrigerator and audio products retailed through outlets like Vivek
and Co. in the South, could be an example).
One more dimension may be to compare brands in the evoked set at retail outlets
which also exist in an evoked set of their own. This is highly possible, especially in
the Indian context where dealers develop a social relationship with consumers,
especially in semi-urban and rural areas. Primary research could be used to discover
the specific sequence involved in a situation of this kind. A `brand first' dimension
may need feature-based advertising and a `retail outlet first' dimension may require a
set of point-of-purchase (POP) materials and special training to sales personnel to
recognize the needs of consumers.

Further, if it is known that a number of consumers may be oriented to visit their

favorite retailer (before obtaining information on brands) in a geographical area, there
would have to be more emphasis on regional/local advertising which highlights the
retail shop rather than regular brand-based national advertising.

Strategies and sequences

Retail outlet first and brand second: When a number of consumers follow this
sequence of decision-making, display of point-of-purchase material and building the
image of the outlet becomes important. The manufacturer of the brand may have to
ensure that the brand (and the variants demanded) will be available at the key outlets
in a locality. Point-of-purchase materials which are to be used at the retail outlet may
require primary research - should visuals be used, should product features be used,
should the POP material be in the regional language. There may also be a need to
monitor competition from other retail outlets to ensure that consumers are kept
satisfied in terms of service, price, promotional deals and ambience. This is especially
applicable to durables retailing in India (in cities). Retailers attempt to increase
consumer traffic by providing a number of `add-ons'.

Brand first and outlet second: The brand was probably thought of by the consumers
because

(i) The consumers may not have developed a relationship with any retailer
which is strong enough to get into the `evoked retail set'
 (ii) The brand has got into the evoked set because of advertising or positive word
of mouth. Local advertising with the mention of brand names which have
already got into the evoked set would enable consumers to be `pulled' to the
outlet.

Brand and retail outlet simultaneously: When consumers think of the brand and
retail outlet together, it means that they have a certain preference for the outlet and
would like to check the evoked set of brands there. The marketer would have to carry
out primary research to find out specific markets where consumers have a very
positive relationship with retailers. This is important because of the influence of
retailers over the purchase behavior of consumers in the Indian context.

It may also be worthwhile to check if the evoked brands are carried by the retailers
who have a positive relationship with the target segments. This is to ensure that the
retailers who have a favorable perception among the target segment carry the desired
brands. Failing this, consumers may turn to a different retailer, which would be to the
disadvantage of a retailer who has already won the confidence of consumers. Retail
sales personnel also become important in this situation. The prospective consumers
are "carried over" to the purchase stage by the store personnel and hence there should
be incentive programs for the store personnel.

If a company such as BPL or Videocon is dealing with a number of brands/sub-

brands, it has to ensure the availability of specific brands which may interest the
consumers. If the retail outlet is a large one dealing with a number of brands (like
Vivek), a shop-in-shop arrangement may be preferable. This model puts the brand in
focus and reinforces the positive association a consumer may have about it. A
considerable amount of pre-sale service would have to back up the shop-in-shop
concept. The shop-in-shop concept creates an aura of exclusivity. Consumers tend to
have higher expectations about the pre-sale service and the attention given to them. A
large store also is likely to stock several brands and hence all brands in the evoked set
would have to compete with each other to progress from the evoked set to choice set.

CHAPTER - 4
 CUSTOMER

RELATIONSHIP

MANAGEMENT

Customer Relationship Management (CRM).

 What is Customer Relationship Management (CRM)?

CRM is a term that is often referred to in marketing. However, there is no complete

agreement upon a single definition. This is because CRM can be considered from a
number of perspectives. In summary, the three perspectives are:

Information Technology (IT) perspective

The Customer Life Cycle (CLC) perspective

Business Strategy perspective

1. CRM from the Information Technology Perspective.

From the technology perspective, companies often buy into software that will help to
achieve their business goals. For many, CRM is far more than a new software
package, the renaming of traditional customer services, or an IT-based customer
management system to support sales people. However, IT is vital since it underpins
CRM, and has the payoffs associated with modern technology, such as speed, ease of
use, power and memory, and so on.

2. CRM from the Customer Life Cycle (CLC) Perspective.

The Customer Life Cycle (CLC) has obvious similarities with the Product Life Cycle
(PLC). However, CLC focuses upon the creation of and delivery of lifetime value to
the customer i.e. looks at the products of services that customers need throughout
their lives. It is marketing orientated rather than product orientated. Essentially, CLC
is a summary of the key stages in a customer's relationship with an organization.

3. CRM from the Business Strategy Perspective.

The Business Strategy perspective has most in common with many of the lessons and
topics contained on this website, and indeed within the field of marketing itself. The
diagram below shows the Marketing Teacher Model of CRM and Business Strategy.
Our model contains three key phases - customer acquisition, customer retention and
customer extension, and three contextual factors - marketing orientation, value
creation and innovative IT

A commonly cited definition of CRM is that of CRM (UK) Ltd (2002), as follows:

Customer Relationship Management is the establishment, development, maintenance

and optimization of long-term mutually valuable relationships between consumers
and organizations.

What you cry? What does that mean? Let's unpack the definition. The key to the
definition is long-term mutually valuable relationship. This is based upon a definition
of marketing that considers marketing as a mutually satisfying system of exchanges
(for example Baker 2002). So CRM is the building and maintenance of long-term
customer relationships. The relationship delivers value to customers, and profits to
companies. The relationship is supported (but not driven) by cutting edge IT. The
business strategy is based upon the recruitment, retention and extension of products,
services, solutions or experiences to customers. This is the core of CRM.
 CHAPTER – 5

RESEARCH METHODLOGY

The Marketing Research Process

Once the need for marketing research has been established, most marketing research
projects involve these steps:

1. Define the problem

2. Determine research design
3. Identify data types and sources
4. Design data collection forms and SECONDARY DATAs
5. Determine sample plan and size
6. Collect the data
7. Analyze and interpret the data
8. Prepare the research report

Problem Definition

The decision problem faced by management must be translated into a market research
problem in the form of questions that define the information that is required to make
the decision and how this information can be obtained. Thus, the decision problem is
translated into a research problem. For example, a decision problem may be whether
to launch a new product. The corresponding research problem might be to assess
whether the market would accept the new product.
The objective of the research should be defined clearly. To ensure that the true
decision problem is addressed, it is useful for the researcher to outline possible
scenarios of the research results and then for the decision maker to formulate plans of
action under each scenario. The use of such scenarios can ensure that the purpose of
the research is agreed upon before it commences.

Research Design

Marketing research can classify in one of three categories:

• Exploratory research
• Descriptive research
• Causal research
These classifications are made according to the objective of the research. In some
cases the research will fall into one of these categories, but in other cases different
phases of the same research project will fall into different categories.

• Exploratory research has the goal of formulating problems more precisely,

clarifying concepts, gathering explanations, gaining insight, eliminating
impractical ideas, and forming hypotheses. Exploratory research can be
performed using a literature search, surveying certain people about their
experiences, focus groups, and case studies. When surveying people,
exploratory research studies would not try to acquire a representative sample,
but rather, seek to interview those who are knowledgeable and who might be
able to provide insight concerning the relationship among variables. Case
studies can include contrasting situations or benchmarking against an
organization known for its excellence. Exploratory research may develop
hypotheses, but it does not seek to test them. Exploratory research is
characterized by its flexibility.
• Descriptive research is more rigid than exploratory research and seeks to
describe users of a product, determine the proportion of the population that
uses a product, or predict future demand for a product. As opposed to
exploratory research, descriptive research should define questions, people
surveyed, and the method of analysis prior to beginning data collection. In
other words, the who, what, where, when, why, and how aspects of the
research should be defined. Such preparation allows one the opportunity to
make any required changes before the costly process of data collection has
begun.

There are two basic types of descriptive research: longitudinal studies and
cross-sectional studies. Longitudinal studies are time series analyses that make
repeated measurements of the same individuals, thus allowing one to monitor
behavior such as brand-switching. However, longitudinal studies are not
necessarily representative since many people may refuse to participate because
of the commitment required. Cross-sectional studies sample the population to
make measurements at a specific point in time. A special type of cross-
sectional analysis is a cohort analysis, which tracks an aggregate of individuals
 who experience the same event within the same time interval over time.
Cohort analyses are useful for long-term forecasting of product demand.

• Causal research seeks to find cause and affect relationships between

variables. It accomplishes this goal through laboratory and field experiments.

Data Types and Sources

Secondary Data

Before going through the time and expense of collecting primary data, one should
check for secondary data that previously may have been collected for other purposes
but that can be used in the immediate study. Secondary data may be internal to the
firm, such as sales invoices and warranty cards, or may be external to the firm such as
published data or commercially available data. The government census is a valuable
source of secondary data.
Secondary data has the advantage of saving time and reducing data gathering costs.
The disadvantages are that the data may not fit the problem perfectly and that the
accuracy may be more difficult to verify for secondary data than for primary data.
Some secondary data is republished by organizations other than the original source.
Because errors can occur and important explanations may be missing in republished
data, one should obtain secondary data directly from its source. One also should
consider who the source is and whether the results may be biased.

There are several criteria that one should use to evaluate secondary data.

• Whether the data is useful in the research study.

• How current the data is and whether it applies to time period of interest.
• Errors and accuracy - whether the data is dependable and can be verified.
• Presence of bias in the data.
• Specifications and methodologies used, including data collection method,
response rate, quality and analysis of the data, sample size and sampling
technique, and secondary data design.
• Objective of the original data collection.
 • Nature of the data, including definition of variables, units of measure,
categories used, and relationships examined.

Primary Data

Often, secondary data must be supplemented by primary data originated specifically

for the study at hand. Some common types of primary data are:

• Demographic and socioeconomic characteristics

• Psychological and lifestyle characteristics
• Attitudes and opinions
• Awareness and knowledge - for example, brand awareness
• Intentions - for example, purchase intentions. While useful, intentions are not
a Reliable indication of actual future behavior.
• Motivation - a person's motives are more stable than his/her behavior, so
motive is a better predictor of future behavior than is past behavior.

Primary data can be obtained by communication or by observation. Communication

involves questioning respondents either verbally or in writing. This method is
versatile, since one need only to ask for the information; however, the response may
not be accurate. Communication usually is quicker and cheaper than observation.
Observation involves the recording of actions and is performed by either a person or
some mechanical or electronic device. Observation is less versatile than
communication since some attributes of a person may not be readily observable, such
as attitudes, awareness, knowledge, intentions, and motivation. Observation also
might take longer since observers may have to wait for appropriate events to occur,
though observation using scanner data might be quicker and more cost effective.
Observation typically is more accurate than communication.
Personal interviews have an interviewer bias that mail-in secondary data do not have.
For example, in a personal interview the respondent's perception of the interviewer
may affect the responses.

SECONDARY DATA DESIGN

The secondary data is an important tool for gathering primary data. Poorly
constructed questions can result in large errors and invalidate the research data, so
significant effort should be put into the secondary data design. The secondary data
should be tested thoroughly prior to conducting the survey.

Measurement Scales

Attributes can be measured on nominal, ordinal, interval, and ratio scales:

• Nominal numbers are simply identifiers, with the only permissible

mathematical use being for counting. Example: social security numbers.
• Ordinal scales are used for ranking. The interval between the numbers
conveys no meaning. Median and mode calculations can be performed on
ordinal numbers. Example: class ranking
• Interval scales maintain an equal interval between numbers. These scales can
be used for ranking and for measuring the interval between two numbers.
Since the zero point is arbitrary, ratios cannot be taken between numbers on an
interval scale; however, mean, median, and mode are all valid. Example:
temperature scale
• Ratio scales are referenced to absolute zero values, so ratios between numbers
on the scale are meaningful. In addition to mean, median, and mode,
geometric averages also are valid. Example: weight

Validity and Reliability

The validity of a test is the extent to which differences in scores reflect differences in
the measured characteristic. Predictive validity is a measure of the usefulness of a
measuring instrument as a predictor. Proof of predictive validity is determined by the
correlation between results and actual behavior. Construct validity is the extent to
which a measuring instrument measures what it intends to measure.

Reliability is the extent to which a measurement is repeatable with the same results. A
measurement may be reliable and not valid. However, if a measurement is valid, then
it also is reliable and if it is not reliable, then it cannot be valid. One way to show
reliability is to show stability by repeating the test with the same results.
Attitude Measurement

Many of the questions in a marketing research survey are designed to measure

attitudes. Attitudes are a person's general evaluation of something. Customer attitude
is an important factor for the following reasons:

• Attitude helps to explain how ready one is to do something.

• Attitudes do not change much over time.
• Attitudes produce consistency in behavior.
• Attitudes can be related to preferences.

Attitudes can be measured using the following procedures:

• Self-reporting - subjects are asked directly about their attitudes. Self-reporting

is the most common technique used to measure attitude.
• Observation of behavior - assuming that one's behavior is a result of one's
attitudes, attitudes can be inferred by observing behavior. For example, one's
attitude about an issue can be inferred by whether he/she signs a petition
related to it.
• Indirect techniques - use unstructured stimuli such as word association tests.
• Performance of objective tasks - assumes that one's performance depends on
attitude. For example, the subject can be asked to memorize the arguments of
both sides of an issue. He/she is more likely to do a better job on the
arguments that favor his/her stance.
• Physiological reactions - subject's response to a stimuli is measured using
electronic or mechanical means. While the intensity can be measured, it is
difficult to know if the attitude is positive or negative.
• Multiple measures - a mixture of techniques can be used to validate the
findings, especially worthwhile when self-reporting is used.

There are several types of attitude rating scales:

• Equal-appearing interval scaling - a set of statements are assembled. These

statements are selected according to their position on an interval scale of
 favorableness. Statements are chosen that has a small degree of dispersion.
Respondents then are asked to indicate with which statements they agree.
• Likert method of summated ratings - a statement is made and the
respondents indicate their degree of agreement or disagreement on a five point
scale (Strongly Disagree, Disagree, Neither Agree nor Disagree, Agree,
Strongly Agree).
• Semantic differential scale - a scale is constructed using phrases describing
attributes of the product to anchor each end. For example, the left end may
state, "Hours are inconvenient" and the right end may state, "Hours are
convenient". The respondent then marks one of the seven blanks between the
statements to indicate his/her opinion about the attribute.
• Staple Scale - similar to the semantic differential scale except that 1) points
on the scale are identified by numbers, 2) only one statement is used and if the
respondent disagrees a negative number should marked, and 3) there are 10
positions instead of seven. This scale does not require that bipolar adjectives
be developed and it can be administered by telephone.
• Q-sort technique - the respondent if forced to construct a normal distribution
by placing a specified number of cards in one of 11 stacks according to how
desirable he/she finds the characteristics written on the cards.

Sampling Plan

The sampling frame is the pool from which the interviewees are chosen. The
telephone book often is used as a sampling frame, but has some shortcomings.
Telephone books exclude those households that do not have telephones and those
households with unlisted numbers. Since a certain percentage of the numbers listed in
a phone book are out of service, there are many people who have just moved who are
not sampled. Such sampling biases can be overcome by using random digit dialing.
Mall intercepts represent another sampling frame, though there are many people who
do not shop at malls and those who shop more often will be over-represented unless
their answers are weighted in inverse proportion to their frequency of mall shopping.

In designing the research study, one should consider the potential errors. Two sources
of errors are random sampling error and non-sampling error. Sampling errors are
those due to the fact that there is a non-zero confidence interval of the results because
of the sample size being less than the population being studied. Non-sampling errors
are those caused by faulty coding, untruthful responses, respondent fatigue, etc.

There is a tradeoff between sample size and cost. The larger the sample size, the
smaller the sampling error but the higher the cost. After a certain point the smaller
sampling error cannot be justified by the additional cost.

While a larger sample size may reduce sampling error, it actually may increase the
total error. There are two reasons for this effect. First, a larger sample size may reduce
the ability to follow up on non-responses. Second, even if there are a sufficient
number of interviewers for follow-ups, a larger number of interviewers may result in a
less uniform interview process.

Data Collection
In addition to the intrinsic sampling error, the actual data collection process will
introduce additional errors. These errors are called non-sampling errors. Some non-
sampling errors may be intentional on the part of the interviewer, who may introduce
a bias by leading the respondent to provide a certain response. The interviewer also
may introduce unintentional errors, for example, due to not having a clear
understanding of the interview process or due to fatigue.

Respondents also may introduce errors. A respondent may introduce intentional errors
by lying or simply by not responding to a question. A respondent may introduce
unintentional errors by not understanding the question, guessing, not paying close
attention, and being fatigued or distracted.

Such non-sampling errors can be reduced through quality control techniques.

Data Analysis - Preliminary Steps.

Before analysis can be performed, raw data must be transformed into the right format.
First, it must be edited so that errors can be corrected or omitted. The data must then
be coded; this procedure converts the edited raw data into numbers or symbols. A
codebook is created to document how the data was coded. Finally, the data is
tabulated to count the number of samples falling into various categories. Simple
tabulations count the occurrences of each variable independently of the other
variables. Cross tabulations, also known as contingency tables or cross tabs, treats
two or more variables simultaneously. However, since the variables are in a two-
dimensional table, cross tabbing more than two variables is difficult to visualize since
more than two dimensions would be required. Cross tabulation can be performed

For nominal and ordinal variables.

Cross tabulation is the most commonly utilized data analysis method in marketing
research. Many studies take the analysis no further than cross tabulation. This
technique divides the sample into sub-groups to show how the dependent variable
varies from one subgroup to another. A third variable can be introduced to uncover a
relationship that initially was not evident.
Conjoint Analysis
The conjoint analysis is a powerful technique for determining consumer preferences
for product attributes.

Hypothesis Testing.
A basic fact about testing hypotheses is that a hypothesis may be rejected but that the
hypothesis never can be unconditionally accepted until all possible evidence is
evaluated. In the case of sampled data, the information set cannot be complete. So if a
test using such data does not reject a hypothesis, the conclusion is not necessarily that
the hypothesis should be accepted.
The null hypothesis in an experiment is the hypothesis that the independent variable
has no effect on the dependent variable. The null hypothesis is expressed as H0. This
hypothesis is assumed to be true unless proven otherwise. The alternative to the null
hypothesis is the hypothesis that the independent variable does have an effect on the
dependent variable. This hypothesis is known as the alternative, research, or
experimental hypothesis and is expressed as H1. This alternative hypothesis states that
the relationship observed between the variables cannot be explained alone.
There are two types of errors in evaluating hypotheses:

• Type I error: occurs when one rejects the null hypothesis and accepts the
alternative, when in fact the null hypothesis is true.
• Type II error: occurs when one accepts the null hypothesis when in fact the
null hypothesis is false.
 CHAPTER - 6

OBJECTIVE

OF

THE STUDY
 OBJECTIVE OF THE STUDY

1. To know the expectation of consumers from big retail store.

2. To know the timing of consumers which they prefer to buy the products.

3. Pantaloon Retail Limited is gearing up to revolutionize the retail industry in

India.

& know the role of Kanpur in revolutionizing the retail industry.

4. Reliance Retail working on introducing a pan-India networks of retail outlets in

ssmultiple Formats.

5. To know the consumer awareness of Kanpur City about organized retail

sector.

6. To help the management of Pantaloon in establishment of retail outlets.

7. To know whether they prefer home delivery or like to go to store for purchasing.

8. To find the potential market & want to become the leader of market.

9. To become the leader in the organized retailing format.

10. To study the buying pattern of the customer of india.

11. What are the factors which affect the buying behavior of the customer.

12. To know the improving sales steps in retail

 NEED OF THE STUDY

Customer service is normally an integral part of a company’s customer value

proposition. This is one of the benefits that describe what is the level of focus of any

retailer to provide services to the customers. It is very important to make a point that

unless a retailer is not aware of the customer expectations of the services, it becomes

quite a tedious task for any retailer to set his own service standards for his store.

Because of the simple fact that all the efforts are in vein if the provided services are of

no use to the customers.

One should clearly understand that the whole concept of retail mix comes into picture
for the simple reason of providing all that a retailer had thought of, and the level of
services he had planned. Customer service is the provision of service to customers
before, during and after a purchase.

Customer service may be employed to generate such competitive advantage as a

particular service proposition can be harder to copy for competitors a company may
attempt to differentiate itself from its competition through the provision of better
customer service. The consistent delivery of superior service requires the careful
design and execution of a whole system of activities that includes people, technology,
and processes.

Technology has made available a wide range of customer service tools. They range
from support websites and the ability to have live chats with technical staff to
databases tracking individual customers' preferences, pattern of buying, payment
methods etc., and tailoring products and service responses based on this advanced
data. Specialist software that is designed for the tracking of service levels and for
helping recognize areas for improvement are often integrated into other enterprise
operational software tools such as ERP software.

Customers tend to be more forgiving of organizations that acknowledge and apologize

for their mistakes rather than denying them. Taking responsibility for mistakes and
correcting them is considered an important aspect of good customer service.
DATA ANALYSIS
 Ranking for various Attribute

Ambience/Aisies-Touch & Feel

30%
26%
25%
21%
20%
17% 16%
15%
12%
10% 10%

5%
0%
1 2 3 4 5 6

Long term Discount/ Free gift

35%
31%
30%
25% 24%
20% 18%
15% 14% 15%
10% 8%
5%
0%
1 2 3 4 5 6
 Parking Facility

40% 40%

30%

20% 20%
15% 14%
10%
5% 6%

0%
1 2 3 4 5 6

The above data shows that people are very least concern about the parking facilities as
compared to touch and feel of the product.
 Attribution rated high on preference

Personnel attention Faciity of home delivery Facility of credit purchase

Ambience/Aisles-touch and feel Longtermdiscount Parkingfacility

The most important factors for the customer of Kanpur are-

1. Personal attention

2. Facility of home delivery

3. Facility of credit purchase

Ranking 1-3

Personal attention 65%

Facility of home delivery 64%

Facility of credit purchase 50%

Ambience / Aisles- touch & feel 45%

Long term discount & free 43%

Parking facility 30%

This shows that people are how much influenced by the traditional shopping, that they
give most to the personnel attention. They are not much bothered about long term
discount. They are also very less concern about credit facility.

Personnel Attention

25% 24%
22%
20% 19% 18%
15%
11%
10%

5% 5%

0%
1 2 3 4 5 6

Facility of Credit Purchase

25% 25%

20% 20%

15% 16%
15% 13%
10% 10%

5%

0%
1 2 3 4 5 6

Attribution rated low on preference

 Personnel attention Facility of home delivery Facility of credit purchase
Ambience/Aisles-Touch & Feel Longterm discount ParkingFacility

The least important factor for the customer of Kanpur are-

1. Parking facility

2. Ambience /Aisles – touch & feel

3. Long term discount /free gift

Ranking 4-6

Personal attention 34%

Facility of home delivery 35%

Facility of credit purchase 48%

Ambience/ Aisles- touch 54%

&feel

Long term discount/free gift 55%

Parking facility 72%

From the above data its shows that people of Kanpur are least bothered about the
parking facilities. It has got the maximum in least rated attributes.

Satisfaction Level of High Rated Attribute

 Satisfied Dissatisfied

160
140 143 134
120 115 118
100 97
80 75
70
60
40 35 33 30 25 27
20
0
Personnel Facility of Credit Touch & feel Free gifts Parking
attention home purchse facility
delivery

The customers are satisfied from their preferred Kanpur Store on following factors.

1. Personnel Attention

2. Facility of Home Delivery

People generally preferred the traditional method of shopping because of the

personnel attention given by the store keeper. They also preferred the facility of Home
delivery just because of the busy life schedule.

Satisfaction level of Low Rated Attributes

The customers are satisfied from their preferred Kanpur Store on following.

1. Parking Facility

2. Facility of Home Delivery

 3. Ambience/Aisles- Touch & Feel

4. Long term Discount/Free Gift

The above graph is showing that most of the people are dissatisfied by the parking
facility available in the market from where they usually go for their shopping. This
cause them lot of inconvenience during shopping. Generally the market is in busy
area.

Preference for Buying Daily Supply of Groceries

 General store Bigbazar Super bazar

94% of the people use to buy their daily supplies from their neighborhood traditional
Kanpur Store. Where as only 2% of them buy from Big Bazaar and the remaining use
to go Retail store. It shows that there is lot of potential avail in the Kanpur city.
Recently Subiksha has operated there operation in the city. Vishal Mega Mart has also
planned to do the same

. Preference for Buying Monthly Supply of Groceries

 General store Bigbazar Super bazar

80% of the people use to buy their daily supplies from their neighborhood
traditional Kanpur Store. Where as only 5% of them buy from Big Bazaar
and the remaining 15% use to go Retail store. People believe that big
store is quite expensive as compared to near by stores. Big stores they
charged there operating cost, they are not very much aware about the big
stores.
 I will purchase from a new store which provides cheaper
goods even if I don’t know the store owner personally

140
120
100
80
60
40
20
0
Strongly Disagree Neutral Agree S torngly
agee agee

People are ready to purchase the products if they are getting it at lower price then
other place even they know the shop keeper or not. This shows the potential in the
market that company can deeply penetrate the market.

DATA ANALYSIS

1. Depicts the buying frequency of customers in percentage for accessories in

Pantaloon store,Kanpur.Forty nine percent of customers purchase accessories
sometimes,thirteen Spercent purchase them regulary,twenty three percent purchase
them rarely and fifteen percent never purchase them.This pie chart analysis shows that
customers have good frequency of buying accessories at Pantaloons,Kanpur.

2.Analysis of provides us ranking (1-9) of accessories according to customer’s

preference and likeness.Ranks given to each accessory type in the secondary data by
customers,are added and then divided by number of customers i.e. 40.Then we have
the average rank of accessory type. By repeating the same method for all the nine
accessories type we get individual rank for each type of accessory.Then we rank all
these average score of ranks between one to nine.

FINAL RANKING TABLE ACCORDING TO LIKENESS AND PREFERENCE OF

CUSTOMERS

Accessory type Average score of Rank Final rank

Fashion Jewellery 4.75 5
Deodorants 3.35 1
Perfumes 3.4 2
Ladies Handbags 5.15 7
Mobile Purses 5.3 8
Cosmetics 4.8 6
Sunglasses 4.07 3
Watches 4.25 4
Brushes/Hair bands 6.1 9

3. Represents the likeness percentage of customers towards the accessories they have
bought. Seventy seven percent of customers have liked the accessories they have
bought and twenty three percent of customers have not liked the accessories they have
bought.

4. Depicts the repurchase buying behavior of customers for accessories at Pantaloons,

Kanpur.Eighty one percent of customers would like to repurchase accessories from
Pantaloons. Nineteen percent of customers do not want repurchase accessories from
Pantaloons,Kanpur.

5. Provides us with demographic details of age variation of customers who have

filled the secondary data.This pie chart also provides us valuable information about
the age mix we are catering to at Pantaloons, Kanpur and also tells us that customers
in the age group of 20-30 years are visiting the store mostly i.e. seventy one
percent.Thirteen percent of customers are below 20 years.Eight percent of 31-40 years
and above 40 years visit us.

Analysis of 6 tells us about the household income variation in Rs.(per month) of the
customers who have filled the secondary data.Twenty six percent of customers
have household income per month less than 20,000 Rs.Twenty nine percent have
household income between 20,000-30,000 Rs.
Twenty percent have income between 30,001-40,000 Rs.Eleven percent have income
between 40,001-50,000 Rs.Fourteen percent have income more than 50,000 Rs.

7. Depicts occupation variation of customers who have filled the secondary

data.Fourty-four percent of customers are students,just five percent are in Govt.
service,twenty eight percent are private employees,eighteen percent are self-employed
and five percent are house-wife.

LIMITATIONS

Every report has been its pros and cons so mine also have
limitations.
They can be pointed as:

 Conclusions are for lucknow City only.

 Use of secondary data for analysis.
 Only three shopping malls are present for collection of data so
it was tough to collect more respondent.
 Administration personnel's were not allowed to meet for
details.
 Retailers were not ready to give the details of their sales for
analysis.
 Some customer does not give proper answers of questions due to
time problem
 CHAPTER - 7

CONCLUSION

AND

SUGGESTIONS

.
 SUGGESTIONS

1.White light arrangement should be made at wellness counters of

Lakme, Revlon and Chambor in the store.This will enchance the sale of
cosmetics at these counters as there will be no colour confusion for
customers in white light.

2. Customers are not aware that Blue Sky is part of Pantaloons, Kanpur at Rav3
mall.Blue Sky should be shifted to main store of
Pantaloons, Kanpur .This will increase footfall of customers in Blue Sky
thus will increase conversion of customers.This will enhance sale of
Sunglasses and Watches at Blue Sky and targets can be achieved then.As we have
seen that Blue Sky has not met its ABP 08-09 targets.

3. Introduction of new brands like Maybelline and L’Oreal in wellness

counters will enhance the sale and also enhance the brand image of
Pantaloons, Kanpur.

4. Introduction of more brands of sunglasses and watches should be done at Blue Sky.

5. More instore communication efforts should be made to create more

awareness among customers about Blue Sky being a part of
Pantalooons, Kanpur.
 Conclusion

The past 4-5 years have seen increasing activity in retailing. And, various business
houses have already planned for few investments in the coming 2-3 years. And though
the retailers will have to face increasingly demanding customers, and intensely
competitive revals, more investments will keep flow in. And the share of organized
sector will grow rapidly. Retailing in India is surely poised for a takeoff and will
provide many opportunities both to existing players as well as new entrants. The
country is witnessing a period of boom in retail trade, mainly on account of a gradual
increase in the disposable incomes of the middle and upper-middle class households.
More and more corporate houses including large real estate companies are coming
into the retail business, directly or indirectly, in the form of mall and shopping center
builders and managers. New formats like super markets and large discount and
department stores have started influencing the traditional looks of bookstores,
furnishing stores and chemist shops. The retail revolution, apart from bringing in
sweeping, positive changes in the quality of life in the metros and bigger towns, is
also bringing in slow changes in lifestyle in the smaller towns of India. Increase in
lteracy, exposure to media, greater availability and penetration of a variety of
consumer goods into the interiors of the country, have all resulted in narrowing down
the spending differences between the consumers of larger metros and those of smaller
towns.However, the supply of quality real estate space would be instrumental in
propelling the future growth momentum of the retail sector in India. The addition of
better and affordable retail space would enable retailers to deliver more better-quality
products and services to the consumers, resulting in increase in operational
efficiencies and decline in costs for the supply chain. India is one of the complex real
estate markets in the world due to the large degree of variation and inconsistence in
the market practice and regulatory norms. A combined effort by both central and state
governments in terms of appropriate zoning laws, transparency in ownership, and
availability of loans for retail land, is very much necessary for reducing existing
bottlenecks.Accordance of 'Industry status' to retail in India is an issue that needs to
be addressed soon, Recognition would ease financing prospects, as well as
standardize and unify taxes for the industry. An alignment of the retail sector with the
tourism sector could also promote India as a global shopping hub.
 BIBLIOGRAPHY

BOOKS:

Marketing Management Kotler & Keller

Marketing Management in Indian Perspective

- V.S. Ramaswamy & S. Namakumari

Research methodology C.R. Kothari

Quantitative Methods B.M. Aggarwal

Retail Management Levy & Weitzs

MAGAZINES:

Business worlds
Indian retail
Economics of India
India today

WEBSITES :

 www.pantaloon.com

 www.goggle.com

 www.westside.org

 www.tata retail.com

 www.retailindia.net

 www.retailyatra.com