CHAPTER 1

INTRODUCTION

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INTRODUCTION

Infrastructure is the tiny world which encompasses the profit and proud of a nation.
Infrastructure includes energy, transportation and communication. Infrastructure facilitates are
also called as social overhead and belong to the core sector of the economy. Adequate quantity,
quality and reliability of infrastructure are the key factor of an economy. Power is needed to
turn the wheels of machine. Vehicles are necessary and essential to transport goods and
services. Communication links are vital to talk to suppliers, customers and creditors. Economy
growth of any country depends on these factors.

Organizational Functioning is an important factor for any Organization to achieve the desired
goals and Objectives. This requires Co-ordination at all levels to smooth functioning. This
report aims to understand the function of Big Bazaar relation to different departments.

An organization is a social unit of people, systematically structured and managed to meet a

need or to pursue collective goals on a continuing basis. Organizational study is a training
program that helps management students gain knowledge and practical working conditions of
an organization. The purpose of training program is to have an exposure to the real life
situations relevant to business areas and strengthen the conceptual knowledge gained from the
industry.

This was a great opportunity to get the first hand information and understand the functioning of
the various departments. I did my Organization Study at Big Bazaar,. It was a great learning
experience as it is quite necessary for all the management students. The main purpose of doing
the organization study was to study the various departments of the organization and understand
their basic functions, their purpose, achievements, competitors and the mission and vision of
the company and their progress towards that. All general information we get in course is all
book knowledge, on which we entirely cannot depend. It is very important to observe the
actual working of an organization and the overall structure of an organization. The actual
professionalism can be studied only through experience.

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OBJECTIVES OF STUDY

 To familiarise with BIG BAZAAR and its various departments.

 To understand various policies and programmes of the company.
 To analyse different departments and its functions.
 To know the duties and responsibilities of each departments.
 To identify the strength, weakness, opportunities and threats of big bazaar. .

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SCOPE of OS

 As the logistics department follows a strict schedule i was not able to collect all the
relevant informations.
 As per the company rules many information was not disclosed
 As the managers are busy in their daily schedules it is not possible for us to spend
more time in interaction and discussion with them.

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CHAPTERISATION

The report is prepared in five different chapters. The details of each chapter are as follows:

CHAPTER 1:-The first chapter gives an introduction about the study. It includes objectives of the
study, sources of data collection and what were the limitations of the study. This chapter also
provides details about the planning of the study and how it is prepared.

CHAPTER 2:-This chapter gives an overview about retail industry as a whole. It gives an overview
about retail Industry in the world, national and state scenario. The major players of retail Industry in
India are also discussed in this chapter.

CHAPTER 3:-This chapter gives the industry profile of BIG BAZAAR, THRISSUR. This also gives
details about the objectives of the company, mission and vision. This chapter also throws light on the
organization structure of the company. .

CHAPTER 4:-This chapter gives the departmental details of BIG BAZAAR, THRISSUR. The various
departments are Human Resource Department, visual marchantiles, logistic Department, Admin.
Department, customer service Department, maintenance department, Projects & Utility services etc.
It gives the functions, structures and procedures of each department in detail.

CHAPTER 5:-This chapter gives SWOT analysis of BIG BAZAAR, THRISSUR, conclusions and
observations that came across during the conduct of the study.

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 CHAPTER 2

THEORETICAL BACKGROUND

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Organizing

Anything is commonly considered organized when it looks like everything has a correct order
or placement. But it's only ultimately organized if any element has no difference on time taken
to find it. In that sense, organizing can also be defined as to place different objects in logical
arrangement for better searching. The entire philosophy of organization is centered on the
concepts of specialization and division of work. The division of work is assigning
responsibility for each organizational component to a specific individual or group thereof. It
becomes specialization when the responsibility for a specific task lies with a designated expert
in that field. The efforts of the operatives are coordinated to allow the process at hand to
function correctly. Certain operatives occupy positions of management at various points in the
process to ensure coordination.

Organization

When two or more people get together and agree to coordinate their activities in order to
achieve their common goals, an organization has been born. There is really no doubt about the
present meaning of organization. Its purpose is to create an arrangement of positions and
responsibilities through and by means of which an enterprise can carry out its work. An
academic textbook definition of organization can be formulated as follows: “a. the
responsibilities by means of which the activities of the enterprise are dispersed among the
(managerial, supervisory, and specialist) personnel employed in its service; and b. the formal
interrelations established among the personnel by virtue of such responsibilities.”

Types of Organization

Organizations can be divided into four types.

1. Hierarchical Organization

The hierarchical organization is very effective in a relatively stable environment, where the
efficient and predictable delivering of products is its main reason of existence.

2. Market Organization

In a more competitive environment, hierarchical organizations are no longer that effective,

since they are too ‘internal minded’. A more external minded organization is required in such

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conditions. This type is called the market organization and is strongly focused on the result of
the production processes. The economical and political environment is perceived is dangerous
and is approached aggressively. The focus in this type of organization lies primarily on the
results and productivity. The feeling that holds the company together is that feeling of being
better than the competition..

3. Family Organization

In a family organization (which is most often a professional bureaucracy) the idea that success
is a consequence of individual development, teamwork and shared norms and values is
paramount. The freedom of action for the individual employee is cherished. This type of
organization is characterized by a lot of attention for the individual and a strong sense of
solidarity. The culture in this type of company is a personal culture.

4. Adhocracy

In an adhocracy, the temporary character of the organization is the central tenet. This is a
consequence of the central position of innovation and fast adaptation to new situations.
Hierarchical power levels are missing and someone’s influence can strongly fluctuate based on
the problem that is being solved. In cultural perspective, creativity, entrepreneurship and a
dynamical attitude dominate. The overall task is innovation and the production of unique and
original services and products. The dominant culture in this type of organization is a
combination of a task and personal culture.

Departmentation

The process of grouping of activities into units for the purpose of administration is called
departmentation. It can be defined "as the process by which activities or functions of enterprise
are grouped homogeneously into different groups."

The administrative units are called divisions, units or departments. The followings are the basis
of departmentation:

(a) When departmentation is done on the back of functions the departments created are
production, marketing, accounting, finance and personnel departments.

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(b) When departmentation is done on the basis of geographical area, the departments are
known as eastern department, western department, northern and southern department.

(c) Departmentation can be done on the basis of customers.

(d) Departmentation can be done on the basis of product handled.

Types of Departmentation

 Function wise Departmentation

 Product wise Departmentation
 Territorial or Geographical Departmentation
 Departmentation by Customers

Centralization

Centralization is said to be a process where the concentration of decision making is in a few

hands. All the important decision and actions at the lower level, all subjects and actions at the
lower level are subject to the approval of top management. According to Allen,
“Centralization” is the systematic and consistent reservation of authority at central points in
the organization.

The implication of centralization can be :-

 Reservation of decision making power at top level.

 Reservation of operating authority with the middle level managers.
 Reservation of operation at lower level at the directions of the top level.

Under centralization, the important and key decisions are taken by the top management and the
other levels are into implementations as per the directions of top level.

Decentralization

Decentralization is a systematic delegation of authority at all levels of management and in all

of the organization. In a decentralization concern, authority in retained by the top management
for taking major decisions and framing policies concerning the whole concern. Rest of the
authority may be delegated to the middle level and lower level of management. The degree of
centralization and decentralization will depend upon the amount of authority delegated to the

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lowest level. According to Allen, “Decentralization refers to the systematic effort to delegate to
the lowest level of authority except that which can be controlled and exercised at central points.

Decentralization is not the same as delegation. In fact, decentralization is all extension of

delegation. Decentralization pattern is wider is scope and the authorities are diffused to the
lowest most level of management.

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 CHAPTER - 3

INDUSTRY PROFILE

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 INDUSTRY PROFILE

International scenario

Retail is the sale of goods and services from individuals or businesses to the end-user.
Retailers are part of an integrated system called the supply chain. A retailer purchases goods or
products in large quantities from manufacturers directly or through a wholesale, and then sells
smaller quantities to the consumer for a profit. Retailing can be done in either fixed locations
like stores or markets, door-to-door or by delivery. Retailing includes subordinated services,
such as delivery. The term "retailer" is also applied where a service provider services the needs
of a large number of individuals, such as for the public. Shops may be on residential streets,
streets with few or no houses or in a shopping mall. Shopping streets may be for pedestrians
only. Sometimes a shopping street has a partial or full roof to protect customers from
precipitation. Online retailing, a type of electronic commerce used for business-to-consumer
(B2C) transactions and mail order, are forms of non-shop retailing.

Shopping generally refers to the act of buying products. Sometimes this is done to obtain
necessities such as food and clothing; sometimes it is done as a recreational activity.
Recreational shopping often involves window shopping (just looking, not buying) and
browsing and does not always result in a purchase.

Etymology

Retail comes from the Old French word tailler, which means "to cut off, clip, pare, divide" in
terms of tailoring (1365). It was first recorded as a noun with the meaning of a "sale in small
quantities" in 1433 (from the Middle French retail, "piece cut off, shred, scrap, paring").[1] Like
in French, the word retail in both Dutch and German also refers to the sale of small quantities
of items.

Types of retail outlets

A marketplace is a location where goods and services are exchanged. The traditional market
square is a city square where traders set up stalls and buyers browse the stores. This kind of
market is very old, and countless such markets are still in operation around the whole world.

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In some parts of the world, the retail business is still dominated by small family-run stores, but
this market is increasingly being taken over by large retail chains.

Retail is usually classified by type of products as follows:

 Food products
 Hard goods or durable goods ("hardline retailers") - appliances, electronics, furniture,
sporting goods, etc. Goods that do not quickly wear out and provide utility over time.
 Soft goods or consumables - clothing, apparel, and other fabrics. Goods that are
consumed after one use or have a limited period (typically under three years) in which
you may use them.

There are the following types of retailers by marketing strategy:

 Department stores - very large stores offering a huge assortment of "soft" and "hard
goods; often bear a resemblance to a collection of specialty stores. A retailer of such
store carries variety of categories and has broad assortment at average price. They offer
considerable customer service.
 Discount stores - tend to offer a wide array of products and services, but they compete
mainly on price offers extensive assortment of merchandise at affordable and cut-rate
prices. Normally retailers sell less fashion-oriented brands.
 Warehouse stores - warehouses that offer low-cost, often high-quantity goods piled on
pallets or steel shelves; warehouse clubs charge a membership fee;
 Variety stores - these offer extremely low-cost goods, with limited selection;
 Demographic - retailers that aim at one particular segment (e.g., high-end retailers
focusing on wealthy individuals).
 Mom-And-Pop : is a small retail outlet owned and operated by an individual or family.
Focuses on a relatively limited and selective set of products.
 Specialty stores: A typical speciality store gives attention to a particular category and
provides high level of service to the customers. A pet store that specializes in selling
dog food would be regarded as a specialty store. However, branded stores also come
under this format. For example if a customer visits a Reebok or Gap store then they find
just Reebok and Gap products in the respective stores.
 Boutiques or Concept stores are similar to specialty stores. Concept stores are very
small in size, and only ever stock one brand. They are run by the brand that controls
them. An example of brand that distributes largely through their own widely distributed

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 concept stores is L'OCCITANE en Provence. The limited size and offering of
L'OCCITANE's stores are too small to be considered a specialty store proper.
 General store - a rural store that supplies the main needs for the local community;
 Convenience stores: is essentially found in residential areas. They provide limited
amount of merchandise at more than average prices with a speedy checkout. This store
is ideal for emergency and immediate purchases as it often works with extended hours,
stocking everyday;
 Hypermarkets: provides variety and huge volumes of exclusive merchandise at low
margins. The operating cost is comparatively less than other retail formats.
 Supermarkets: is a self-service store consisting mainly of grocery and limited products
on non food items. They may adopt a Hi-Lo or an EDLP strategy for pricing. The
supermarkets can be anywhere between 20,000 and 40,000 square feet (3,700 m2).
Example: SPAR supermarket.
 Malls: has a range of retail shops at a single outlet. They endow with products, food and
entertainment under a roof.
 Category killers or Category Specialist: By supplying wide assortment in a single
category for lower prices a retailer can "kill" that category for other retailers. For few
categories, such as electronics, the products are displayed at the centre of the store and
sales person will be available to address customer queries and give suggestions when
required. Other retail format stores are forced to reduce the prices if a category
specialist retail store is present in the vicinity.
 E-tailers: The customer can shop and order through internet and the merchandise are
dropped at the customer's doorstep. Here the retailers use drop shipping technique.
They accept the payment for the product but the customer receives the product directly
from the manufacturer or a wholesaler. This format is ideal for customers who do not
want to travel to retail stores and are interested in home shopping. However it is
important for the customer to be wary about defective products and non secure credit
card transaction. Example: Amazon, Pennyful and eBay.
 Vending Machines: This is an automated piece of equipment wherein customers can
drop the money in the machine and acquire the products.

Some stores take a no frills approach, while others are "mid-range" or "high end", depending
on what income level they target.

Other types of retail store include:

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  Automated Retail stores are self-service, robotic kiosks located in airports, malls and
grocery stores. The stores accept credit cards and are usually open 24/7. Examples
include ZoomShops and Redbox.
 Big-box stores encompass larger department, discount, general merchandise, and
warehouse stores.

Retailers can opt for a format as each provides different retail mix to its customers based on
their customer demographics, lifestyle and purchase behaviour. A good format will lend a hand
to display products well and entice the target customers to spawn sales.

Global top five retailers

Worldwide Top Five Retailers

Retail 2012 group
Country
Sales Company revenue (US
of Origin
Rank $mil)
1 Walmart US
2 Carrefour France
3 Tesco UK
4 Kroger US
5 Metro AG Germany

Operations

Retail pricing

The pricing technique used by most retailers is cost-plus pricing. This involves adding a
markup amount (or percentage) to the retailer's cost. Another common technique is suggested
retail pricing. This simply involves charging the amount suggested by the manufacturer and
usually printed on the product by the manufacturer.

In Western countries, retail prices are often called psychological prices or odd prices. Often
prices are fixed and displayed on signs or labels. Alternatively, when prices are not clearly
displayed, there can be price discrimination, where the sale price is dependent upon who the
customer is. For example, a customer may have to pay more if the seller determines that he or

15
she is willing and/or able to. Another example would be the practice of discounting for youths,
students, or senior citizens.

Staffing

Because patronage at a retail outlet varies flexibility in scheduling is desirable. Employee

scheduling software is sold which, using known patterns of customer patronage, more or less
reliably predicts the need for staffing for various functions at times of the year, day of the
month or week, and time of day. Usually needs vary widely. Conforming staff utilization to
staffing needs requires a flexible workforce which is available when needed but does not have
to be paid when they are not, part-time workers; as of 2012 70% of retail workers in the United
States were part-time. This may result in financial problems for the workers, who while they
are required to be available at all times if their work hours are to be maximized, may not have
sufficient income to meet their family and other obligations.

Transfer mechanisms

There are several ways in which consumers can receive goods from a retailer:

 Counter service, where goods are out of reach of buyers and must be obtained from the
seller. This type of retail is common for small expensive items (e.g. jewelry) and controlled
items like medicine and liquor. It was common before the 1900s in the United States and is
more common in certain countries like India.
 Delivery, where goods are shipped directly to consumer's homes or workplaces. Mail
order from a printed catalog was invented in 1744 and was common in the late 19th and early
20th centuries. Ordering by telephone was common in the 20th century, either from a catalog,
newspaper, television advertisement or a local restaurant menu, for immediate service
(especially for pizza delivery), remaining in common use for food orders. Internet shopping - a
form of delivery - has eclipsed phone-ordering, and, in several sectors - such as books and
music - all other forms of buying. Direct marketing, including telemarketing and television
shopping channels, are also used to generate telephone orders. started gaining significant
market share in developed countries in the 2000s.
 Door-to-door sales, where the salesperson sometimes travels with the goods for sale.
 Self-service, where goods may be handled and examined prior to purchase.
 Digital delivery or Download, where intangible goods, such as music, film, and
electronic books and subscriptions to magazines, are delivered directly to the consumer in the

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form of information transmitted either over wires or air-waves, and is reconstituted by a device
which the consumer controls (such as an MP3 player; see digital rights management). The
digital sale of models for 3D printing also fits here, as do the media leasing types of services,
such as streaming.

Second-hand retail

Some shops sell second-hand goods. In the case of a nonprofit shop, the public donates goods
to the shop to be sold. In give-away shops goods can be taken for free.

Another form is the pawnshop, in which goods are sold that were used as collateral for loans.
There are also "consignment" shops, which are where a person can place an item in a store and
if it sells, the person gives the shop owner a percentage of the sale price. The advantage of
selling an item this way is that the established shop gives the item exposure to more potential
buyers.

Challenges

To achieve and maintain a foothold in an existing market, a prospective retail establishment

must overcome the following hurdles:

 Regulatory barriers including

o Restrictions on real estate purchases, especially as imposed by local
governments and against "big-box" chain retailers;
o Restrictions on foreign investment in retailers, in terms of both absolute amount
of financing provided and percentage share of voting stock (e.g., common stock)
purchased;
 Unfavorable taxation structures, especially those designed to penalize or keep out "big
box" retailers (see "Regulatory" above);
 Absence of developed supply chain and integrated IT management;
 High competitiveness among existing market participants and resulting low profit
margins, caused in part by
o Constant advances in product design resulting in constant threat of product
obsolescence and price declines for existing inventory; and

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  Lack of properly educated and/or trained work force, often including management,
caused in part by
o Lack of educational infrastructure enabling prospective market entrants to
respond to the above challenges.

Sales techniques

Behind the scenes at retail, there is another factor at work. Corporations and independent store
owners alike are always trying to get the edge on their competitors. One way to do this is to
hire a merchandising solutions company to design custom store displays that will attract more
customers in a certain demographic. The nation's largest retailers spend millions every year on
in-store marketing programs that correspond to seasonal and promotional changes. As products
change, so will a retail landscape. Retailers can also use facing techniques to create the look of
a perfectly stocked store, even when it is not.

A destination store is one that customers will initiate a trip specifically to visit, sometimes over
a large area. These stores are often used to "anchor" a shopping mall or plaza, generating foot
traffic, which is capitalized upon by smaller retailers.

Customer service

Customer service is the "sum of acts and elements that allow consumers to receive what they
need or desire from your retail establishment." It is important for a sales associate to greet the
customer and make himself available to help the customer find whatever he needs. When a
customer enters the store, it is important that the sales associate does everything in his power to
make the customer feel welcomed, important, and make sure he leaves the store satisfied.
Giving the customer full, undivided attention and helping him find what he is looking for will
contribute to the customer's satisfaction. For retail store owners, it is extremely important to
train yourself and your staff to provide excellent customer service skills. By providing
excellent customer service, you build a good relationship with the customer and eventually will
attract more new customers and turn them into regular customers. Looking at long term
perspectives, excellent customer skills give your retail business a good ongoing reputation and
competitive advantage.

Statistics for national retail sales

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United States

The United States retail sector features the largest number of large, lucrative retailers in the
world. A 2012 Deloitte report published in STORES magazine indicated that of the world's top
250 largest retailers by retail sales revenue in fiscal year 2010, 32% of those retailers were
based in the United States, and those 32% accounted for 41% of the total retail sales revenue of
the top 250.

Since 1951, the U.S. Census Bureau has published the Retail Sales report every month. It is a
measure of consumer spending, an important indicator of the US GDP. Retail firms provide
data on the dollar value of their retail sales and inventories. A sample of 12,000 firms is
included in the final survey and 5,000 in the advanced one. The advanced estimated data is
based on a subsample from the US CB complete retail & food services sample.

CE region

In 2011 the grocery market in six Central European (CE) countries was worth nearly €107bn,
2.8% more than the previous year when expressed in local currencies. The increase was
generated foremost by the discount stores and supermarket segments, and was driven by the
skyrocketing prices of foodstuffs. This information is based on the latest PMR report entitled
Grocery retail in Central Europe 2012

Consolidation

Among retailers and retails chains a lot of consolidation has appeared over the last couple of
decades. Between 1988 and 2010, worldwide 40,788 mergers & acquisitions with a total
known value of 2.255 trillion USD have been announced.[9] The largest transactions with
involvement of retailers in/from the United States have been: the acquisition of Albertson's Inc.
for 17 bil. USD in 2006, the merger between Federated Department Stores Inc with May
Department Stores valued at 16.5 bil. USD in 2005 - now Macy's, and the merger between
Kmart Holding Corp and Sears Roebuck & Co with a value of 10.9 bil. USD in 2004.

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 INDIAN RETAIL INDUSTRY

The Indian retail market, which is the fifth largest retail destination globally, has been ranked
the second most attractive emerging market for investment after Vietnam in the retail sector by
AT Kearney's seventh annual Global Retail Development Index (GRDI), in 2008. The share of
retail trade in the country's gross domestic product (GDP) was between 8–10 per cent in 2007
and 22% in 2010.

A McKinsey report 'The rise of Indian Consumer Market', estimates that the Indian consumer
market is likely to grow four times by 2025. Commercial real estate services company, CB
Richard Ellis' findings state that India's retail market is currently valued at US$ 511 billion.

Banks, capital goods, engineering, fast moving consumer goods (FMCG), software services, oil
marketing, power, two-wheelers and telecom companies are leading the sales and profit growth
of India Inc in the fourth quarter of 2008-09. India continues to be among the most attractive
countries for global retailers. At US$ 511 billion in 2008, its retail market is larger than ever
and drawing both global and local retailers. Foreign direct investment (FDI) inflows as on
January 2009, in single-brand retail trading, stood at approx. US$ 25.18 million, according to
the Department of Industrial Policy and Promotion (DIPP).

India's overall retail sector is expected to rise to US$ 833 billion by 2013 and to US$ 1.3
trillion by 2018, at a compound annual growth rate (CAGR) of 10 per cent. As a democratic
country with high growth rates, consumer spending has risen sharply as the youth population
(more than 33 percent of the country is below the age of 15) has seen a significant increase in
its disposable income. Consumer spending rose an impressive 75 per cent in the past four years
alone. Also, organized retail, which accounts for almost 5 per cent of the market, is expected to
grow at a CAGR of 40 per cent from US$ 20 billion in 2007 to US$ 107 billion by 2013.

India has emerged the third most attractive market destination for apparel retailers, according
to a new study by global management consulting firm AT Kearney. It further says that in India,
apparel is the second largest retail category, representing 10 per cent of the US$ 37 billion
retail market. It is expected to grow 12-15 per cent per year. Apparel, along with food and
grocery, will lead the organized retailing in India. India has one of the largest numbers of retail
outlets in the world. A report by Images Retail estimates the number of operational malls to
grow more than two-fold, to cross 412, with 205 million square feet by 2010, and a further 715

20
malls to be added by 2015, with major retail developments even in tier-II and tier-III cities in
India

INDIAN ORGANISED RETAIL SECTOR

The overall retail market in India is likely to grow at a CAGR of 5.5% (at constant prices) to
1,677,000 Cr in 2015. The organized retail market is expected to grow much faster at a CAGR
of 21.8% (at constant prices) to Rs. 246,000 Cr by 2015 thereby constituting ~15% of the
overall retail sales. Based on our projections, the top 5 organized retail categories by 2015
would be food, grocery & general merchandise, apparel, durables, food service and home
improvement.
Retailers inspired by the Wal-Mart story of growth in small town America are tempted to focus
on smaller towns and villages in India. However, a careful analysis of the town strata-wise
population, population growth, migration trends and consumer spend analysis reveals a very
different picture for India.
As per our estimates, the share of the 35 towns with current population greater than 1mn in the
overall population of India would grow much faster from 10.2% today to reach 14.4% by 2025.
Simultaneously, the share of these towns in the overall retail market would grow from 21%
today to 40% by 2025. Within these top 35 towns, an estimated 70-80% of trade could be in the
organized Sector.
Traditionally the retail industry in India was largely unorganized, comprising of drug stores,
medium, and small grocery stores. Most of the organized retailing in India have started recently
and is concentrating mainly in metropolitan cities.
The growth in the Indian organized retail market is mainly due to the change in the Consumer’s
behavior. This change has come in the consumer due to increased income, changing lifestyles,
and patterns of demography which are favorable. Now the consumer wants to shop at a place
where he can get food, entertainment, and shopping all less than one roof. This has given
Indian organized retail market a major boost.
Retail market in the organized sector in India is growing can be seen from the fact that 1500
supermarkets, 325 departmental stores, and 300 new malls are being built. Many Indian
companies have entered the Indian retail market which is giving Indian organized retail market
a boost.
Indian organized retail market is growing at a fast pace due to the boom in the India retail
industry. In 2005, the retail industry in India amounted to Rs 10,000 billion accounting for

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about 10% to the country's GDP. The organized retail market in India out of this total market
accounted for Rs 350 billion which is about 3.5% of the total revenues.

GROWTH PHASE OF INDIAN RETAIL SECTOR TO CONTINUE

The phase of high growth of Indian retail sector is expected to Continue due to huge amounts
of investments and breaking up of traditional concepts in this sector. These are leading to
various changes and are providing further boost to the growth of the Indian Retail Sector. The
Indian Retail Sector that includes the traditional retail and the modern retail is estimated to
grow at a very fast pace from US$ 336 billion, in 2006 to US$ 590 billion, by 2011.The
traditional retail sector is expected to increase from US$ 324 billion, in 2006 to US$ 493
billion, by 2011. The share of the modern retail in the Indian Retail Sector is also estimated to
increase from 4% in 2008, to 16% in the next five years. This exceptional growth is expected
to take place in the retail sector due to large amounts of investment which is estimated to be
about US$ 35 billion in the next five years. The "cash- and- carry" activities are expected to
receive the majority of investments.
The maximum amount of growth in the Indian Retail Sector will be registered in the topmost
50 to 60 markets that are located in the urban areas. These markets would be mostly
supermarkets and hypermarkets. However, these supermarkets and hypermarkets will also
witness fast erosions in their margins. Further, it is estimated that in the longer run, the
convenient stores that are located in the local neighborhood will continue to survive.
A major focus area in the Indian retail sector is the supply chain management. In the western
countries, the retail sector has a highly developed system of supply chain. However
developments in supply chain in Indian retail sector has been quite slow.
Other areas that need attention for the growth of the Indian retail sector to continue includes
duty and tax structures, infrastructure, rising land prices and effective trend forecasting.
Trend forecasting needs to be done in the country especially in the segments of cosmetics,
apparel and footwear for this will help the retail companies to curtail their expenses
substantially. Also another area that requires attention is manpower for it is estimated that the
sector of Indian Retail will suffer from shortage of manpower by about a million people, by
2012.
The chains in the Indian retail sector need to frequently change their stocks and also adopt
concepts like home delivery. If all these areas are given immediate attention then the growth
phase of Indian retail sector would continue at a very fast pace. The Indian retail sector would

22
then witness the setting up of retail parks that are flourishing in Europe. Further, the growth Of
the Indian retail sector would help in making the country ready for big retailers by 2015-2016.

GROWTH FACTORS IN INDIAN ORGANISED RETAIL SECTOR

The Indian Retail growth can be attributed to the several factors including:
Demography Dynamics: Approximately 60 per cent of Indian population below 30 years of
age.
Double Incomes: Increasing instances of Double Incomes in most families coupled with the
rise in spending power.
Plastic Revolution: Increasing use of credit cards for categories relating to Apparel, consumer
durable goods, Food and Grocery etc.
Urbanization: increased urbanization has led to higher customer density areas thus enabling
retailers to use lesser number of stores to target the same number of customers. Aggregation of
demand that occurs due to urbanization helps a retailer in reaping the economies of scale.
Covering distances has become easier: with increased automobile penetration and an overall
improvement in the transportation infrastructure, covering distances has become easier than
before. Now a customer can travel miles to reach a particular shop, if he or she sees value in
shopping from a particular location.
SCOPE OF INDIAN RETAIL MARKET
The scope of the Indian retail market is immense for this sector is poised for the highest growth
in the next 5 years. The India retail industry contributes 10% of the country’s GDP and its
current growth rate is 8.5%.
The organized retailing sector in India is 30% in 2010. There are under construction at present
around 325 departmental stores, 300 new malls, and 1500 supermarkets. This proves that there
is a tremendous scope for growth in the Indian retail market.
The growth of scope in the Indian retail market is mainly due to the change in the consumer’s
behaviour. For the new generation have preference towards luxury commodities which have
been due to the strong increase in income, changing lifestyle, and demographic patterns which
are favourable.
The scope of the Indian retail market has been seen by many retail giants and that’s the reason
that many new players are entering the India retail industry.
The major Indian retailers are:
 Future Value Retail Ltd

23
 Shoppers Stop ( K Raheja Group)
 Trent - one of the subsidiaries of Tata Group
 RPG Group
 Landmark Group
 Piramal Group
 Subhiksha
 Bharathi Walmart
 Aditya Birla Group
 Reliance

OPPORTUNITIES IN INDIAN ORGANISED RETAIL SECTOR

The opportunities in Indian organized retail sector are many for this sector is witnessing a
boom. The retail industry in India amounted to US$ 200 billion in 2006, and out of this amount
the Indian organized retail sector amounted to US$ 6.4 billion and in 2010 it was US$23
billion.
The various opportunities in the organized retail sector in India are mainly there for the Indian
consumers behavior pattern has changed. Now the Indian consumer gets more hefty pay-
packages, is younger, a large number of women are working, western influences, and more
disposable income have opened a lot of opportunities in Indian organized retail sector.
The Indian consumer wants to shop, eat and get entertainment in one place which has also
given Indian organized retail sector an opportunity to grow. The Indian government in 2005
allowed foreign direct investment (FDI) in single brand retail to 51%. This has opened up a lot
of opportunities in India organized retail sector. In fact 325 departmental stores, 300 new
malls, and 1500 supermarkets are being built which shows the tremendous opportunities in the
organized retail sector in India.
CHALLENGES FACING IN THE INDIAN ORGANIZED RETAIL SECTOR
The challenges facing the Indian organized retail sector are various and these are stopping the
Indian retail industry from reaching its full potential. The behavior pattern of the Indian
consumer has undergone a major change. This has happened as the Indian consumer is earning
more now, western influences, women working force is increasing, desire for luxury items and
better quality. He now wants to eat, shop, and get entertained under the same roof. All these
have lead the Indian organized retail sector to give more in order to satisfy the Indian customer.

24
The biggest challenge facing the Indian organized retail sector is the lack of retail space. With
real estate prices escalating due to increase in demand from the Indian organized retail sector, it
is posing a challenge to its growth. With Indian retailers having to shell out more for retail
space it is affecting their overall profitability in retail. Trained manpower shortage is a
challenge facing the organized retail sector in India. The Indian retailers have difficulty in
finding trained person and also have to pay more in order to retain them. This again brings
down the Indian retailers profit levels.
The Indian government has allowed 51% foreign direct investment (FDI) in the India retail
sector to one brand shops only. This has made the entry of global retail giants to organized
retail sector in India difficult. This is a challenge being faced by the Indian organized retail
sector.

Retail Scenario in Kerala

In Kerala, there has been an explosion in retailing in the last few years. Organised retailing is
Spreading and making its presence felt in different parts of the State. The major national retail
Players in the State include the Spencer’s, Reliance, Big Bazaar, and Fabmall alongside local
chains like Margin Free Markets and Varkey’s. In Kerala, a sector of people is opposing the
retail giants because it will spoil the retail sector. But in Malabar region, a group of customers
has decided to raise their voice in favour of the big retail chains if it means better bargains for
them. In Kozhikode, the Upabhoktru Samrakshana Samiti (Consumer Protection Committee) in
2007 organised its first rally welcoming the entry of organized retailers about 2000 people
participated and raised their voice in favour of a proposed retail outlet there. But however the
consumer’s demand goes diametrically against the stand of the Kerala Vyapari Vyavasayi
Ekopana Samiti (KVVES) that are against the entry of big players into the retail arena. The
Reliance Fresh outlets had to face many allegations and wide protests from the local traders for
opening their stores in many parts of the State.
But it can be seen that though the agitation against organized retail in the State has taken a
serious turn in certain parts, the trading community of Kochi, seems to be toeing a different
line. In order to meet the challenges posed by big retailers, the traditional retailers in the city
are redefining business strategies, organizing leadership summits and focusing more on
service. They are of the opinion that personal attention and service is something that they can
offer to the consumers. Sourcing of products according to the tastes of the consumers and
making it available to them is the other aspect of retail that the small and medium retailers are

25
focussing on. However today’s consumers who are hard pressed for time will prefer to go to
the market place which offers them best discount, finest ambience and utmost convenience.
Retailing in Kerala is a subject too subtle and relevant; as Kerala is known of more as a
consumer
State rather than a producer State. The introduction of Margin Free Markets has turned out to
be a grand success resulting in it becoming one of the largest retail chains in the country. The
future of retailing looks bright with the proposed entry of many major organized retailers.
There are many who argue that small traders will be badly hit. Others argue that the farmers in
the State will stand to benefit, while there will be choices plenty for the consumers. However,
the present government in the State is in favour of the thousands of small retailers who are
united under the banner of KVVES.

26
 CHAPTER 4
COMPANY PROFILE

27
COMPANY PROFILE

Future group, led by its founder and Group CEO, Mr. Kishor Biyani operates some of Indian's most
popular retail formats that include Pantaloons, Big Bazaar. While retail forms the core business
activity of Future Group, the group has developed significant presence in consumer finance, capital,
insurance, brand development, retail media and logistics.

Led by its flagship enterprise, FUTURE VALUE RETAIL, the group operates over 12 million square
feet of retail space in over 63 cities and towns and 65 rural locations across India. Headquartered in
Mumbai, Future Value Retail employs around 30,000 people and is listed on the Indian stock
exchanges. The company follows a multi- format retail strategy that captures almost the entire
consumption basket of Indian customers. In the lifestyle segment, the group operates Pantaloons, a
fashion retail chain and central, a chain of seamless malls.

Big Bazaar is part of FUTURE GROUP, which also owns the central hyper market, and is owned
through a wholly owned subsidiary

Big Bazaar was launched in September, 2001 with the opening of its first four stores in Calcutta,
Indore, Bangalore and Hyderabad in 22 days. Within a span of 10 years, there are now 150 Big
Bazaars stores in 80 cities and towns across India. Big Bazaar was started by Kishor Biyani, the
Group CEO and Managing Director of Pantaloon Retail. Though Big Bazaar was launched purely as
a fashion formal including apparels, cosmetic, accessory and general merchandise over the years. Big
Bazaars has included a wide range of products and Service offering under their retail chain. The
current formats includes Big Bazaar, food Bazaar, electronic bazaar in Trichur, Big Bazaar was
started in 2007.

Big Bazaar is a chain of hypermarket in India. As of June 2, 2012 there are 214 stores across 90 cities
and towns in India covering around 16 million sq.ft. of retail space. Big Bazaar is designed as an
agglomeration of bazaars or Indian markets with clusters offering a wide range of merchandise
including fashion and apparels, food products, general merchandise, furniture, electronics, books, fast
food and leisure and entertainment sections. Big Bazaar is part of Future Group, which also owns
the Central Hypermarket, Brand Factory, Pantaloons, eZONE, HomeTown, futurebazaar.com, KB's
Fair Price to name a few and is owned through a wholly owned subsidiary of Pantaloon Retail
India Limited (BSE: 523574 523574), that is listed on Indian stock exchanges
Big Bazaar was launched in September, 2001 with the opening of its first four stores in
Calcutta, Indore, Bangalore and Hyderabad in 22 days. Within a span of ten years, there are now

28
161 Big Bazaar stores in 90 cities and towns across India. By September 2012 BIG BAZAAR will
have two more stores in North east namely SILCHAR and JORHAT in Assam.
Big Bazaar was started by Kishore Biyani, the Group CEO and Managing Director of Pantaloon
Retail India. Though Big Bazaar was launched purely as a fashion format including apparel,
cosmetics, accessory and general merchandise, over the years Big Bazaar has included a wide range
of products and service offerings under their retail chain. The current formats includes Big Bazaar,
Food Bazaar, Electronic Bazaar and Furniture Bazaar. The inspiration behind this entire retail format
was from Saravana Stores, a local store in T. Nagar, Chennai
The stores are customized to provide the feel of mandis and melas while offering the modern retail
features like Quality, Choice and Convenience. As the modern Indian family's favorite retail store,
Big Bazaar is popularly known as the "Indian Walmart".
On successful completion of ten years in Indian retail industry, in 2011, Big Bazaar has come up a
new logo with a new tag line: ‘Naye India Ka Bazaar’, replacing the earlier one: 'Isse Sasta Aur
Accha Kahin Nahin'.

Future Group believes in developing strong insights on India consumer and building businesses
based on India ideas, as espoused in the groups core value of Indian’s.

INNOVATIONS

Wednesday Bazaar

Big Bazaar introduced the Wednesday Bazaar concept and promoted it as “Hafte Ka Sabse
Sasta Din”. It was mainly to draw customers to the stores on Wednesdays, when least number
of customers are observed. According to the chain, the aim of the concept is "to give home
makers the power to save the most and even the stores in the city don a fresh look to make
customers feel that it is their day".
Sabse Sasta Din
With a desire to achieve sales of Rs 26 Crore in a one single day, Big Bazaar introduced the
concept of "Sabse Sasta Din". The idea was to simply create a day in a year that truly belonged
to Big Bazaar. This was launched on January 26, 2006 and the result was exceptional that
police had to come in to control the mammoth crowd. The concept was such a huge hit that the
offer was increased from one day to three days in 2009 (24 to 26 Jan) and to five days in 2011
(22-26 Jan).

29
 Maha Bachat
Maha Bachat was started off in 2006 as a single day campaign with attractive promotional
offers across all Big Bazaar stores. Over the years it has grown into a 6 days biannual
campaign. It has attractive offers in all its value formats such as Big Bazaar, Food Bazaar,
Electronic Bazaar and Furniture Bazaar - catering to the entire needs of a consumer.
The Great Exchange Offer
On February 12, 2009 Big Bazaar launched "The Great Exchange Offer", through with the
customers can exchange their old goods in for Big Bazaar coupons. Later, consumers can
redeem these coupons for brand new goods across the nation.

TIME LINE

2001
 Three Big Bazaar stores launched within a span of 22 days in Kolkata, Bangalore and Hyderabad.
2002
 Big Bazaar - ICICI Bank Card is launched.
 Food Bazaar becomes part of Big Bazaar with the launch of the first store in Mumbai at High
Street Phoenix
2003
 Big Bazaar enters Tier II cities with the launch of the store in Nagpur
 Big Bazaar welcomes its 10 million-th customer at its new store in Gurgaon
2004
 Big Bazaar wins its first award and national recognition. Big Bazaar and Food Bazaar awarded the
country’s most admired retailer award in value retailing and food retailing segment at the India
Retail Forum
 A day before Diwali, the store at Lower Parel becomes the first to touch Rs 10 million turnover on
a single day
2005
 Initiates the implementation of SAP and pilots a RFID project at its central warehouse in Tarapur
 Launches a unique shopping program: the Big Bazaar Exchange Offer, inviting customers to
exchange household junk at Big Bazaar

30
 Electronic Bazaar and Furniture Bazaar are launched
 Big Bazaar and ICICI Bank launched ICICI Bank-Big Bazaar Gold credit card program to reward
its loyal customers.

2006
 Mohan Jadhav sets a national record at Big Bazaar Sangli with a Rs 1,37,367 shopping bill. The
Sangli farmer becomes Big Bazaar’s largest ever customer.
 Big Bazaar launches Shakti, India’s first credit card program tailored for housewives
 Navaras – the jewellery store launched within Big Bazaar stores
2007
 The 50th Big Bazaar store is launched in Kanpur
 Big Bazaar partners with Futurebazaar.com to launch India's most popular shopping portal
 Big Bazaar initiates the "Power of One" campaign to help raise funds for the Save The Children
India Fund
 Pantaloon Retail wins the International Retailer of the Year at US-based National Retail
Federation convention in New York and Emerging Retailer of the Year award at the World Retail
Congress held in Barcelona.
2008
 Big Bazaar becomes the fastest growing hypermarket format in the world with the launch of its
101st store within 7 years of launch
 Big Bazaar dons a new look with a fresh new section, Fashion@Big BazaarBig Bazaar joins the
league of India’s Business Super brands. It is voted among the top ten service brands in the
country in the latest Pitch-IMRB international survey
 Big Bazaar initiated the Mega Saving "Monthly Bachat Bazaar" campaign, to provide exceptional
deals on groceries and food items during the first week of every month.
2009
 Big Bazaar opens its second store in Assam at Tinsukia
 Big Bazaar initiates Maha Annasantarpane program at its stores in South India – a unique initiative
to offer meals to visitors and support local social organizations
 Big Bazaar captures almost one-third share in food and grocery products sold through modern
retail in India Mahendra Singh Dhoni and Asin, youth icons of India, were chosen as the brand
ambassadors of Big Bazaar
 Big Bazaar announced the launch of 'The Great Exchange Offer'

31
 Formed a joint venture with Hidesign to launch Holii, a new brand of handbags, laptop bags and
other accessories.
2010
 Future Value Retail Limited is formed as a specialized subsidiary to spearhead the group’s value
retail business through Big Bazaar, Food Bazaar and other formats.
 Big Bazaar wins CNBC Awaaz Consumer Awards for the third consecutive year. Adjudged the
Most Preferred Multi Brand Food & Beverage Chain, Most Preferred Multi Brand Retail Outlet
and Most Preferred Multi Brand One Stop Shop
 Big Bazaar connects over 30,000 small and medium Indian manufacturers and entrepreneurs with
around 200 million customers visiting its stores
 Big Bazaar opens its third store in Kanpur at Z Square Mall
 Big Bazaar opens its fourth store in Kanpur at Jajmau which is the largest
 leather tannery garrison of Asia
 Vidya Balan was chosen as the brand ambassador of Big Bazaar's Price Challenge exercise
 Ranked 6 among the Top 50 Service Brands in India.
2011
 Big Bazaar forays into the rural wholesale and distribution business through ‘Aadhaar Wholesale’
store at Kalol, Gujarat.
 Big Bazaar has come up a new logo with a new tag line: ‘Naye India Ka Bazaar’.
 200th store opened in India
 Future Group has launched its latest venture, Foodhall – a premium food destination across 10
metros in India For the convenience of the online customers, Big Bazaar has started free shipping
on all orders above Rs. 1000
 Entered into an agreement with Hindustan Unilever to co-develop and co-brand bakery products,
which would be sold exclusively at Big Bazaar stores.
2012
 Big Bazaar entered into a five year multi-million dollar deal with Cognizant Technology
Solutions for IT infrastructure services that support Future Group's network of stores, warehouses,
offices, and data centers.
 Partnered with Disney to launch "Kidz Cookies", exclusively for kids across India.
 Big Bazaar is planning to add further value to its retail services by offering Value added services
like grinding, de-seeding, vegetables cutting at free of cost

32
 GROUP VISION

Future Group shall deliver EVERYTHING. EVERYWHERE. EVERYTIME for EVERY INDIAN
consumer in the most profitable manner.
GROUP MISSON
• We share the vision & belief that our customer and stake holder shall be served only by
creating and executing future scenario in the consumption space leading to economic development.
• We will be the trend setters in evolving delivery formats, creating retail reality, making
consumption retail study affordable for all customer segments for classes and for masses

THRISSUR BIG BAZAAR

STORE LOCATION : THRISSUR
ADDRESS : FALCON CITY, OPP.ASWINI HOSPITAL
KARUNAKARAN NAMBIYAR ROAD,
THRISSUR–680020, KERALA, INDIA.
ZONAL OFFICE : 1ST AND 2ND FLOOR, PASADENA, NO.18/1
10TH MAIN, ASOKA PILLAR ROAD,
JAYANAGAR 1ST BLOCK,
BANGALORE-560011, INDIA
STORE LAUNCH : 11-MAY-2007

EMPLOYEE STRENGTH OF BIG BAZAAR, THRISUR

Total number of employees (excluding promoters& part timers) - 123

Promoters- 23

Part timers – 40

House Keeping-14

Security- 17

33
 Chapter 4

Departmentalisation

34
 Store Structure

Store manager

ast. store
manager

support operation

visual
CSD admin. store logistics maintenance merchandiles HR Dept. manager

asst.
department
manager

team leader

team members

DEPARTMENTS

FOOD BAZAAR : GROUND FLOOR

PLASTICS, UTENSILS & CROKERY : 1ST FLOOR
LADIES & MEN’S APPARELS : 2ND FLOOR
KIDS APPARELS : 2ND FLOOR
TOYS & SPORTS DEPARTMENT : 3RD FLOOR
DEPOT , FOOTWEAR & LUGGAGE : 3RD FLOOR
ELECTRONICS, FURNITURE & CAFFETIRIA : 4TH FLOOR

35
Operations/sales department

Retail is the sale of goods and services from individuals or businesses to the end-user.
Retailers are part of an integrated system called the supply chain. A retailer purchases goods
or products in large quantities from manufacturers directly or through a wholesale, and then
sells smaller quantities to the consumer for a profit. Retailing can be done in either fixed
locations like stores or markets, door-to-door or by delivery. Retailing includes subordinated
services, such as delivery. The term "retailer" is also applied where a service provider services
the needs of a large number of individuals, such as for the public. Shops may be on residential
streets, streets with few or no houses or in a shopping mall. Shopping streets may be for
pedestrians only. Sometimes a shopping street has a partial or full roof to protect customers
from precipitation. Online retailing, a type of electronic commerce used for business-to-
consumer (B2C) transactions and mail order, are forms of non-shop retailing.

36
 Part time

Electronics TL team members

DM/ADM full time

furnitue

Part time

KIDS FASHION TL team members

Full time

DM/ADM

Part time

Mens Fashion TL team members

full time

Part time
toys, footwear,
DM/ADM TL team members
laguage
Full time

Departments

Part time

Ladies Fashion TL team members

Full time

DM/ADM

Part time

home fashion TL team members

Full time

Part time

DM/ADM Food bazar TL team members

Full time

Part time

DM/ADM PUC TL team members

Full time

DM – DEPARTMENT MANAGER

ADM - ASSISTANT DEPARTMENT MANAGER

TL – TEAM LEADER

37
Each department will be assigned with targets which have to be achieved within the assigned
period that may be of daily, weekly, monthly and yearly. Each department has a Department
Manager (DM) & Assist DM. Their job is concerned mainly with sales. They look after
customer’s orders delivery, post sale service if any etc. All Dept managers, ADM, team
members work under coordination and cooperation.

Products for sale at big bazaar thrissur

38
DM( department managers)

 Sales Target achievement

 Reduce shrinkage (The loss of inventory that can be attributed to factors including
employee theft, shoplifting, administrative error, vendor fraud, damage in transit or in
store and cashier errors that benefit the customer. Shrinkage is the difference
between recorded and actual inventory. )
 Maintain stock of products
 Give ideas to team leaders about floor design.
 Maintain man power in the department
 Give trainings to team members
 Make sure about the profitability of the department.
 Give target to the team leaders.
 Immediate report to the asst. Store kartha/manager about the staff/ employees and other
department details.
 Conduct Saturday meetings with the team members.
 Offer updating in the department for the customers.
39
ADM (asst. Department managers)

 Monthly sales target achievement

 Shrinkage control (The loss of inventory that can be attributed to factors including employee
theft, shoplifting, administrative error, vendor fraud, damage in transit or in store and cashier
errors that benefit the customer. Shrinkage is the difference between recorded and actual
inventory. )
 Give proper on the job training for staff.
 SOP(standard operating plans) happens smoothly in the organisation
 Offer updating for the customer in different products.

TL (Team leader)

 Opening and closing of departments.(entering daily stock details in team leaders stock
register.)
 Achieve weekly sales targets
 Immediate superior is ADM about the staff or other details about the departments.
 Arrangement of team members leave and off days
 Maintain staff for every single day.
 Overall Control on team members.

40
Human resource department

Human resource management (HRM or simply HR) is the management of an organization's

workforce, or human resources. It is responsible for the attraction, selection, training,
assessment, and rewarding of employees, while also overseeing organizational leadership and
culture, and ensuring compliance with employment and labour laws. In circumstances where
employees desire and are legally authorized to hold a collective bargaining agreement, HR will
also serve as the company's primary liaison with the employees' representatives (usually a
labour union).

HR is a product of the human relations movement of the early 20th century, when researchers
began documenting ways of creating business value through the strategic management of the
workforce. The function was initially dominated by transactional work such as payroll and
benefits administration, but due to globalization, company consolidation, technological
advancement, and further research, HR now focuses on strategic initiatives like mergers and
acquisitions, talent management, succession planning, industrial and labour relations, and
diversity and inclusion.

Store
Area HR
Manager/Kartha

Store HR

41
The HR department of Big Bazaar is very dynamic. Employees are the biggest strength and
asset of any organization and the HR dept realises this very well. This is very evident from the
way the HR department handles all its employees. They take utmost care to select, train,
motivate and retain all the employees. They have continuous developmental programmes for
all the employees.

HUMAN RESOUCE FUNCTIONS AND PROCEDURES

1) Recruitment:
Recruitment to band 1 employees is only done by the Store HR. The recruitment is mainly
through walk in interviews, and referrals. A database for future recruitments are also
maintained which mainly contains the bio-data’s of applicants. Recruitment to band 2 is
done through campus recruitments and promotions which is done by Regional manager
and Area Manager.

2) Personal record keeping:

It is the duty of the store HR to maintain all the personal files of employees in the store. The
documents which go into a personal file are:
Duly filled in application form
Bio-data
Interview assessment form
Offer Letter
Appointment letter
Certificates (d.o.b proof, educational qualification, address proof etc, experience certificate)
8 passport size photos and 1 family photo
KRA
Confirmation letter
Increment letter
Appraisal form
Warning letters
Leave letters
Etc..

42
3) Training and Development:
Future Learning and Development (FLDL) designs and coordinate the training program for
employees. The training calendar is send to all stores and the store HR nominates
employees for various training programs as required. Various training programs are:
Prarambh, Pragathi Sarathi, Personality development, Aadhar, etc

4) Performance Appraisal:
Appraisal is done every April, and is done by concerned reporting authority and reviewed by
the next senior officer. When an employee is newly joined he is in probation period of
six months. In this period the employee is appraised by the concerned department
managers and send it to H.R, if he is suitable he will be confirmed. Otherwise probation
period will be extended to two or three months and again review the performance.
Appraisal is done based on KRA’s and the 9 values.
Some of the KRA’s of Team members are Annual Business plan, grooming standards,
attendance etc.

Some of the KRA’s of Department managers are Annual Business plan, Shrinkage, Department
attrition etc.

5) Salary administration:
Salary is processed and credited by the Head office, the store H.R update the details regarding
leaves and no. of working days
Salary of band 1 employees consists of
Basic pay
HRA
Conveyance Allowance
Adhoc Allowance
Deductions: PF, ESI, Professional Tax,
Time office:
The store works in two shifts or staggered timings

Each shift will be 9 hours including one lunch break and tea breaks each for a full work day

• Normally the store opens at 10 am

43
SHIFT TIMINGS

2 shifts

9:45am to 6:45pm

and

12:30pm to 9:30pm

• Every employee should get one day off in a week, mutually agreed by the
SM/ASM/DM on any day between Monday & Friday

• It is compulsory to sign in an attendance register / use the swipe card

Process of availing leave

• All applications for leave must be made in advance through the printed form of Leave
Application.

 The application form has to be approved by the employee’s HOD / Immediate

Manager and passed to HR.

 It is an employee’s responsibility to ensure that the duly approved leave is received by

the HR including details on type of leave and reason for leave.

Compensatory off

• All employees authorized to work on their weekly off/declared holidays

• Any compensatory off needs to be availed within 90 days from the eligible date.
Encashment of compensatory off is permissible

Leave year

In probation period they have only six leaves. It is known as all purpose leave. When the
employees are confirmed there is no increase in salary. The employees get a benefit of 30 days
leave and other allowances. There is only one week off. The corresponding DM’s take decision
upon weekly off.

• The year for calculation of leave would be the financial year i.e., 1st July

44
All purpose leave (apl)

• Leave accumulation will be permissible up to a period of 90 days.

• Only 15 days of leave can be carried forward to the next year.

• Encashment of leave is not permissible during the tenure of service.

• Leave can be encashed only at the time of severance / separation from the company.

• Leave will be encashed at the time of full and final settlement.

6) Employee Benefits:

Quarterly perk

Employee Discount Card

Library

Gift vouchers( after marriage and child birth)

Locker Facility

Uniforms

Salary advance

Mobile phones for Store management Team

7) Employee engagement activities:

Various employee engagement activities are coordinated by HR officer, and they are, In House
Games conducted by colours of thunder. These activities are considered in connection
with the Annual day celebration.

8) Discipline:
In case of any grievance the employee should first report to the immediate supervisor, and if not
redressed to the H.R.
In case of theft, the employee will be terminated immediately and in other cases a show cause
notice will be issued and then a warning letter

45
10) Separation:

Seven days prior notice is to be given in case of employees under probation and permanent
employees need to give 30 days prior notice. Full and final settlement is done by the
Store HR and processed by Zonal office.

11) Statutory duties:

Monthly and Annual returns of P.F
Are outsourced to Synergy Group
Monthly and half yearly returns of E.S.I
Renewal of license under Kerala Shops and Commercial Establishments Act
Contract Labour registration renewal
Displaying list of holidays approved by the labour officer
Submission of Professional Tax
Submission Worker’s welfare fund

46
 HR INITIATIVES IN BIG BAZAAR

1) HAPPINESS INDEX:

Builds peoples happiness culture through karta empowerment. Happiness through Lakshmi
(material growth), Saraswathi (Intellectual growth), Durga (emotional growth); ensures that
engaged people demonstrate commitment to accomplished organization’s goals. People
engagement and recognition programs, education initiatives and monetary incentive schemes
achieve this.

2) FUN ZONE:

Is the space to unwind, recharge and to interact with the store teams and the organization at
large. It is a space for people to celebrate their achievements, to air their ideas and to learn the
latest happenings around the group. In short, a space where store people can set their rules and
where they are in charge.

3) STORE GURU:

Are responsible to deliver training on process excellence and product knowledge in the store
and helps the store kartas to turn the store into a centre of excellence for retail knowledge and
skills, building self-sufficiency at the store level.

4) KARMABHALA:

Is the annual performance and development review process. The emphasis is on building a
performance driven culture in order to achieve organizational goals, nurture and realize peoples
career aspirations, through development needs identification and delivery, it aims at
meaningful and engaging work continuously exceeding targets and achieving more from less.

6) PRERANA:

It is the suggestion box. Best suggestion is given award

7) SPARSH:

The “People office factory” economies of scale and drives cost efficiency in the people office
operations. It ensure that some of the critical functions and processes like- employee life cycle
management, compensation and benefits, excellence in data management and performance
management administration run with precision and predictability.

47
8) PRARAMBH:

This is designed to induct all new people into retail business. It helps participants gain an
overview of the business and gain interpersonal as well as customer service skills. I not only
equips them with the require product and process knowledge but also the mindset require to
provide customers with an unforgettable experience.

9) PRAGATHI:

Is the training program through which a team leader becomes Assistant Department Manager.

10) SARATHI:

Is the training process through which a Team Member becomes Team Leader.

11) GURUKUL:

Is an initiative to build self-esteem of people to live life better through the synchronization of
body mind and soul. Gurukool is instrumental to discover the inner potential and to help
enhance self-image or self-respect of people to renew commitment to self and towards the
organization.

12) SHIKSHA:

Future Innoversity’s Shiksha is an initiative for all budding professionals working in various
retail formats of the future group to acquire a graduate degree. Shiksha is a distant learning
program offering benefits like convenient timings to suit people’s work schedule, easy and
affordable fee payment options, access to proven practices in Indian retail and a recognized
BBA degree

13) SEEKHO:

Is an MBA/PGPRM program, to encourage employees to complete their higher education and

to develop an internal talent pool for specific roles and responsibilities. It also encourage and
reward consistent and productive employee by aiding with career development through
appreciate higher education.

14) EMPLOYEE OF THE MONTH:

Based on
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  Attendance
 Punctuality
 Grooming
 Team work
 Customer Orientation
 Ownership

Employee of the month will be provided with a badge, photo will be displayed in the Fun
Zone, Gift voucher worth 1000 rupees and a trophy.

15) BEST CASHIER

16)TOUR

17) FAMILY MEET OF EMPLOYEES

18) WEEKLY VISIT BY DOCTOR

19) EMPLOYEE DISCOUNT CARD

20) IN STORE CRICKET MATCHES

21) ANNUAL DAY CELEBRATIONS

22) CELEBRATIONS

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Visual merchandising

“VM is everything the customer sees, both exterior and interior. That create a positive image of
the business and results in attention, interest , desire and action on part of the cutomer.”

Store Manager/Kartha regioanal VM

Store VM

The Marketing department is responsible for marketing of Big Bazaar’s products through
different media like TV, radio, newspapers, banners, placards etc. The marketing department
has to decide and identify the most effective medium to attract the customers to Big Bazaar
thereby increasing the sales. The department has to design creative and attractive
advertisements through which the company’s products can be promoted to the customers. The
company has to visit different companies and has to enter in tie-ups for all its advertisement
campaign. The marketing department also consists of another separate department which is
known as ‘Visual Merchandising’. Visual merchandising is an art by which a retailer makes the
store talk to its customers. The colours, signage, lights, look and feel, everything is taken into
account. It is very important to figure out what is the story, the picture, the idea that is being
sold to the customers.

Another concept that was incorporated in Big Bazaar from the beginning was that of ‘Category
management’ as opposed to the brand merchandising practice that is followed by many
retailers. Category management is based on the belief that a customer walks into a store
looking for party shirt or a formal trouser, rather than a particular brand. Therefore the store is

50
designed according to the categories like men’s formal wear, women’s western wear or a
casual wear,

Within the organisation too, teams were divided according to the categories that they
managed, rather than the brands. Big Bazaar wanted to have a complete bouquet of products in
each category at different price-points, design, fabric, size and colour. The objective was to
create ‘traffic drivers’ within the Store rather than make brands compete with each other.
Focussing on categories also helped to achieve a level of perfection within the specific
segments. This department is responsible for the attractive product arrangement in the Store
with respect to their nature. The basic function of this department is it divides the Store into
some departments based on the nature of the product and also within the department it decides
how the products should be arranged keeping in mind the customers taste. It also arranges the
products to attract the customers and also ensure easy availability of products.

Components of VM

There certain thing which a retailer need to take care while proceeding while displaying their
products. These components combined together in a proper ratio will make a successful
outcome.

1. Make merchanting the focal points

The products which are new arrivals or offer products going to be displayed should be
displayed on major areas of the store. The displays should be placed where the
customer’s eye can catch very easily.

2. Right choice of the colour is vital

Colour is associated with emotions, special occasion and gender. Colours attract
attention and pull more customers to store.

3. Display themes should be appropriately support the products

A theme is a display of sale items of similar categories. Eg:- display of kitchen
accessories. It’s essential to have themes for all retail displays they can be romantic,
wild and capture people imagination.

4. Display and complement with the retailer’s other strategies

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 If the retailer’s has a specific logo the colour of display can reflect the same colour of
logo. For eg:- the colour is same blue and orange as in Big Bazaar’s logo.

5. Cleanliness
Effective cleaning of showcases and display fixture is required

6. Change the display settings in frequent intervals

Changing tha arrangement of the display in regular intervals will initiate ne intrest
about the products in the minds of the customers.

Process of promo work

1. Receiving promo from head office

2. Consulting with concerned department
3. Selecting suitable place for promo
4. Sending purchase order to Store Manager and Area Manager
5. Placing order to printing worker
6. Implementing tha promo

Receiving promo from head office

Consulting with concerned department

Selecting suitable place for promo

Sending purchase order to Store Manager and Area Manager

Placing order to printing worker

Implementing tha promo

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Logistics

Logistics is the management of the flow of resources between the point of origin and the point
of consumption in order to meet some requirements, for example, of customers or corporations.
The resources managed in logistics can include physical items, such as food, materials,
equipment, liquids, and staff, as well as abstract items, such as time, information, particles, and
energy. The logistics of physical items usually involves the integration of information flow,
material handling, production, packaging, inventory, transportation, warehousing, and often
security. The complexity of logistics can be modelled, analyzed, visualized, and optimized by
dedicated simulation software. The minimization of the use of resources is a common
motivation.

Store Area manager for

Manager/Kartha logistics

store
logistics

Logistics is a very important department of Big Bazaar. It is responsible for procuring the stock
of all the products of the different departments. The logistics department receives the goods
from the warehouse. The Warehouse of Big Bazaar for the entire South zone is located at
Hosakote, Karnataka. The logistics department receives the stock of different goods and
verifies the quantity and quality of the goods with the particulars given in the ‘Goods Received
Statement’ which it receives along with the stock. Then it checks for any damage in the stock
received. If there is no damage in the stock, after recording it in the ‘Stock Inward Register’
despatches the goods to the respective department taking the signature of the Departmental
Manager. On the other hand if there is a damage in the goods or if the goods do not match the
details given in the Goods Received Statement, it enters in the Stock Outward Register and
sends it back to the warehouse along with a Goods Returned Note giving full information
regarding the reason for returning back the goods and the defect or damage in the goods. The
logistics department receives two truck loads of stock every day. It is the respective

53
departmental Managers who place an order to the Zonal head office through e-mail for stock of
goods when they feel that the stock has to be replenished. The logistics department works in
complete coordination with all the other departments to ensure that the stocks are received and
maintained properly

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Billing /cash

This department is responsible for the collection of sales amount i.e., cash sales. There are in
all 10 cash counters in the Store. There is a Head Cashier to whom all the cahiers report and
submit the total sales amount collected throughout the day by the cashiers. In addition to cash
all leading credit and debit cards are accepted at no extra charge. Also Big Bazaar vouchers and
Sodexho coupons are also accepted.

Store Manager/ kartha

Head cashier

Cashier/team members

A cashier at the time of opening his billing counter will be given an opening balance of
Rs.1000. The cashier has to ensure that all the offers applicable on respective products are
given to the customer in his/ her bill. Also if any free items are given on some purchases, it
should be informed to the customer clearly. After the billing is done, the cashier has to pack the
products neatly in a plastic cover according to the customer’s needs. At the time of closing the
billing counter, the cashier has to give a statement of cash, with all particulars of different
denominations of cash, amount collected through credit cards, amount collected in debit cards,
amount collected in Sodexho coupons & Big Bazaar vouchers and also amount collected
through Credit Notes. Wednesday Bazaar is a very important and popular event in Big Bazaar.
Every Wednesday fabulous offers and great discounts are given on most of the products.
Customers arrive in large numbers as they realise that it is on Wednesday that products are
offered at the lowest prices On Saturday and Sunday also the customer turnout is high, as it is
on the weekends that most of the customers find time for shopping. They arrive along with
their family to enjoy the shopping experience. Good discounts and offers are also provided to
attract more number of customers. Retailing is not just about selling products —it is about
selling an idea. Why do people in shop when they are bored or depressed? It is not just because

55
they have the money to buy, but because they want to go through an experience. It is very
crucial in retailing to make customers relate to every product that is being sold, as well as the
Store’s environment.

56
CSD/t24(customer service desk)

Customer service is the provision of service to customers before, during and after a purchase.
According to Turban et al. (2002), "Customer service is a series of activities designed to
enhance the level of customer satisfaction – that is, the feeling that a product or service has met
the customer expectation."

The importance of customer service may vary by product or service, industry and customer.
The perception of success of such interactions will be dependent on employees "who can adjust
themselves to the personality of the guest, according to Micah Solomon. From the point of
view of an overall sales process engineering effort, customer service plays an important role in
an organization's ability to generate income and revenue. From that perspective, customer
service should be included as part of an overall approach to systematic improvement. A
customer service experience can change the entire perception a customer has of the
organization.

Store Manager/ kartha

Asst.store manager

CSD Head

team members

As the name suggests this is the separate dept which mainly focuses on customer service like if
a customer finds difficulty in finding any product, if there are any customer complaints, they
are also looked into, any customer assistance etc. is also provided. There is also an Exchange
Counter where if a customer is dissatisfied or wants to exchange the product he/ she has
purchased for any reason , the customers can exchange them within 7 days of their purchase.
When a customer brings a product for exchange, the product is first received and checked if it
is used or deliberately damaged or tampered with. If it is in an acceptable condition, then the
customer is issued a Credit Note for that amount (product’s price). The customer can then

57
purchase any product for that amount or just take back the money by en cashing the credit note
at a cash counter. If the customer buys a product less than the amount in the credit note, the
difference amount will be returned to the customer and on the other hand if a customer buys a
product more than the amount in the credit note, the customer will be asked to pay the
difference amount. This department is also responsible for announcing all the offers running in
the store on different products throughout the day. This dept also does gift wrapping for any
product if the customer wants it at free of cost.

The dept also collects customers’ opinion / feedback for continuous improvement in their
service. The ultimate aim of this department is to help and satisfy the customer in every
possible manner and makes the customers’ experience memorable.

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Administration

Store
manager/kartha

Adimininistrative

Security House keeping

The Store administration comes under the Store Manager. Its functions are store maintenance,
housekeeping, security etc. The store maintenance is concerned with the proper running of the
store in co-ordination with all the departments. It also has to ensure proper back –up power
supply in times of power cuts. The Housekeeping is concerned with keeping all the
departments of the Store clean and neat all the time. Covers and other wastes should be
properly cleaned and the floor is swept regularly to keep it clean. The Security section is
concerned with the security of the entire store. Security department keeps a vigilant check on
all the people entering and departing at the various entry and exit points in the store. They also
maintain all the registers like employees’ attendance register, stock register, visitors’ register
etc. They check all customers’ bill before letting them out of the store. They ensure orderliness
in the store and prevent shrinkage or pilferage of goods to minimise the loss arising out of it.
The housekeeping and security are outside agencies employed by the store on a contract basis
to take care of the respective functions.

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Maintenance

Retail maintenance (RM) differs from other segments of the industry because its focus is on
maintaining and managing retail stores, distribution centers, outlets, lifestyle centers, strip
malls and stand-alone locations supporting retail commerce. RM covers a wide gamut of
functions from general maintenance/repair to disaster preparedness to preventative
maintenance inside and out of the structures’ walls as well as the trades (heating, electrical,
lighting and plumbing, etc.).

The management of retail facilities differs from other segments of the maintenance industry as
it typically consists of hundreds of stores located in multiple sites with a similar footprint to
follow brand consistency standards rather than a single location consisting of a single
footprint. A store’s footprint may range from 500 sq. ft. to 50,000 square feet compared to
other commercial buildings which can be over 100,000 square feet.

The retail facilities industry is always challenged to initiate improvements that will control
costs. While the department is a cost center, it is equally an expense reduction center
responsible for identifying innovative ways to reduce expenses and gain operational
efficiencies. Consequently, the FM Department is an integral part of any retail organization
working closing with its stakeholders to provide excellent customer service.

Generally, retailers’ use three business models to manage their facilities functions: In-
Sourcing; Co-Sourcing and Outsourcing. The In-Sourcing model, which is the least common
today, consists of a retailer having A o Z responsibility for maintenance from high level fiscal
management to general maintenance repair staff handling the service calls at stores. The Co-
Sourcing mode, which is most prevalent today, consists of the decision making and fiscal
management responsibilities residing with the retailer’s in-house department and the daily
maintenance and repair being outsourcing to third party vendors with specific trade expertise.
The Outsourcing model, which is being adopted by some retailers today, calls for the fiscal
management and FM related decisions along with the general maintenance work to be handed
off to a third party provider. Each model has its pros and cons and used based on the
individual strategies of the retailer.

60
 Store
manager/kar
tha

Manitananc
e

senior
executive

team
members

This department is responsible for the maintenance of all the systems of the Store; all billing
machines their functioning networking with the master machine etc. If there is any problem
with the machine in any department in the store, then this department comes into function. This
dept integrates all the systems in the store and properly maintains all of them.

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 Growth profile

2001
 Three Big Bazaar stores launched within a span of 22 days in Kolkata, Bangalore and Hyderabad.
2002
 Big Bazaar - ICICI Bank Card is launched.
 Food Bazaar becomes part of Big Bazaar with the launch of the first store in Mumbai at High
Street Phoenix
2003
 Big Bazaar enters Tier II cities with the launch of the store in Nagpur
 Big Bazaar welcomes its 10 million-th customer at its new store in Gurgaon
2004
 Big Bazaar wins its first award and national recognition. Big Bazaar and Food Bazaar awarded the
country’s most admired retailer award in value retailing and food retailing segment at the India
Retail Forum
 A day before Diwali, the store at Lower Parel becomes the first to touch Rs 10 million turnover on
a single day
2005
 Initiates the implementation of SAP and pilots a RFID project at its central warehouse in Tarapur
 Launches a unique shopping program: the Big Bazaar Exchange Offer, inviting customers to
exchange household junk at Big Bazaar
 Electronic Bazaar and Furniture Bazaar are launched
 Big Bazaar and ICICI Bank launched ICICI Bank-Big Bazaar Gold credit card program to reward
its loyal customers.

2006
 Mohan Jadhav sets a national record at Big Bazaar Sangli with a Rs 1,37,367 shopping bill. The
Sangli farmer becomes Big Bazaar’s largest ever customer.
 Big Bazaar launches Shakti, India’s first credit card program tailored for housewives
 Navaras – the jewellery store launched within Big Bazaar stores
2007
 The 50th Big Bazaar store is launched in Kanpur
 Big Bazaar partners with Futurebazaar.com to launch India's most popular shopping portal

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 Big Bazaar initiates the "Power of One" campaign to help raise funds for the Save The Children
India Fund
 Pantaloon Retail wins the International Retailer of the Year at US-based National Retail
Federation convention in New York and Emerging Retailer of the Year award at the World Retail
Congress held in Barcelona.
2008
 Big Bazaar becomes the fastest growing hypermarket format in the world with the launch of its
101st store within 7 years of launch
 Big Bazaar dons a new look with a fresh new section, Fashion@Big BazaarBig Bazaar joins the
league of India’s Business Super brands. It is voted among the top ten service brands in the
country in the latest Pitch-IMRB international survey
 Big Bazaar initiated the Mega Saving "Monthly Bachat Bazaar" campaign, to provide exceptional
deals on groceries and food items during the first week of every month.
2009
 Big Bazaar opens its second store in Assam at Tinsukia
 Big Bazaar initiates Maha Annasantarpane program at its stores in South India – a unique initiative
to offer meals to visitors and support local social organizations
 Big Bazaar captures almost one-third share in food and grocery products sold through modern
retail in India Mahendra Singh Dhoni and Asin, youth icons of India, were chosen as the brand
ambassadors of Big Bazaar
 Big Bazaar announced the launch of 'The Great Exchange Offer'
 Formed a joint venture with Hidesign to launch Holii, a new brand of handbags, laptop bags and
other accessories.
2010
 Future Value Retail Limited is formed as a specialized subsidiary to spearhead the group’s value
retail business through Big Bazaar, Food Bazaar and other formats.
 Big Bazaar wins CNBC Awaaz Consumer Awards for the third consecutive year. Adjudged the
Most Preferred Multi Brand Food & Beverage Chain, Most Preferred Multi Brand Retail Outlet
and Most Preferred Multi Brand One Stop Shop
 Big Bazaar connects over 30,000 small and medium Indian manufacturers and entrepreneurs with
around 200 million customers visiting its stores
 Big Bazaar opens its third store in Kanpur at Z Square Mall
 Big Bazaar opens its fourth store in Kanpur at Jajmau which is the largest
 leather tannery garrison of Asia

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 Vidya Balan was chosen as the brand ambassador of Big Bazaar's Price Challenge exercise
 Ranked 6 among the Top 50 Service Brands in India.
2011
 Big Bazaar forays into the rural wholesale and distribution business through ‘Aadhaar Wholesale’
store at Kalol, Gujarat.
 Big Bazaar has come up a new logo with a new tag line: ‘Naye India Ka Bazaar’.
 200th store opened in India
 Future Group has launched its latest venture, Foodhall – a premium food destination across 10
metros in India For the convenience of the online customers, Big Bazaar has started free shipping
on all orders above Rs. 1000
 Entered into an agreement with Hindustan Unilever to co-develop and co-brand bakery products,
which would be sold exclusively at Big Bazaar stores.
2012
 Big Bazaar entered into a five year multi-million dollar deal with Cognizant Technology
Solutions for IT infrastructure services that support Future Group's network of stores, warehouses,
offices, and data centers.
 Partnered with Disney to launch "Kidz Cookies", exclusively for kids across India.
 Big Bazaar is planning to add further value to its retail services by offering Value added services
like grinding, de-seeding, vegetables cutting at free of cost

64
Conclusion

65
SWOT analysis
Strengths
 Vast range of products under one roof helping in attracting customer and their family to
shop together and enjoy the experience.
 Benefit of early entry into the retail industry. In the year of 2000 entered into retailing.
 Has diversified business operating all over India in various retail formats. Eg. Food,
fashion.
 Ability to get products from customers at discounted price due to the scale of business.

Weaknesses

 Lack of storage space in the store.

 High attrition rate of employees

Opportunities

 Can enter into production of various products due to its in depth understanding of
customers’ tastes and preferences.eg. food items.
 Can expand the business in smaller cities as there is a lot of opportunity.

Threats

 Entry of new firms in similar business poses threat.

 Increase in transportation cost due to frequent changes in price of fuel./

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 Observations

 Big Bazaar is undoubtedly the number one retailer in India. It has built a very emotional
and cordial relationship with its customers. It is also very intending to build long term
relationship with all its stakeholders which is very essential for a successful business
venture.
 It is observed that the organisation hierarchy is professional as all the departmental
Managers directly report to the Store Manager who in turn reports to the Zonal Head.
 Big Bazaar, with 25 years of experience in the field of weaving fabrics, is the leading
Apparels and fashion design fabric company. -
 There exist a healthy and positive relationship between employees and managers.
 The employees accept their responsibilities wholeheartedly, accept that it is their
responsibility to carry out a part of the activities of the company and they will be held
accountable for the quality of their work.
 It is found that more than 60% of employees are of the age group of 20-35. From this it
reveals that company is having young and energetic workforce who are very creative,
enthusiastic and also very determined to grow in their career and in turn helping the
company to grow.
 Working environment is good and also the various facilities provided helps in
motivating the employees.
 The company is reaching out to all the sections of the society as it is creating a
hypermarket where not only the rich people shop but also the middle and the lower
class customers come to enjoy the whole shopping experience.

67
Conclusion

Big Bazaar is undoubtedly the number one retailer in India. It has built a very emotional and
cordial relationship with its customers. It is also very intending to build long term relationship
with all its stakeholders which is very essential for a successful business venture. It is observed
that the organisation hierarchy is professional as all the departmental Managers directly report
to the Store Manager who in turn reports to the Zonal Head. Big Bazaar, with 25 years of
experience in the field of weaving fabrics, is the leading Apparels and fashion design fabric
company.

68
There exist a healthy and positive relationship between employees and managers. The
employees accept their responsibilities wholeheartedly, accept that it is their responsibility to
carry out a part of the activities of the company and they will be held accountable for the
quality of their work. It is found that more than 60% of employees are of the age group of 20-
35. From this it reveals that company is having young and energetic workforce who are very
creative, enthusiastic and also very determined to grow in their career and in turn helping the
company to grow. Working environment is good and also the various facilities provided helps
in motivating the employees.

The company is reaching out to all the sections of the society as it is creating a hypermarket
where not only the rich people shop but also the middle and the lower class customers come to
enjoy the whole shopping experience.

BIBLIOGRAPHY

Books

 C.R Kothari-Research Methodology 2nd Edition , New Age International Publishers

 Aswathapa, human resource and personnel management, second edition, saga
publication, New Delhi
 VSP Rao.Human Resource Management, new edition published by Anurag Jain New
Delhi
 CRKothari research methodology second edition

69
  Management of Organizational Behaviour, Nirmal Singh, second edition, Pragati
Publications, New Delhi.

Websites

 www.Pantaloon.com
 www.Futuregroup.com
 en.wikipedia.org

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