BB WZP Report

“A STUDY ON THE MERCHANDISE SWOT AND GAP
ANALYSIS”
REPORT BY
VINAY KUMAR SINGH
Roll No.: GJU09058
Batch 2009-2011
WORK CARRIED OUT AT

BIG BAZAAR, Wazirpur
Submitted in partial fulfillment of

Summer Internship Program
UNDER THE SUPERVISION OF

MR. SUBHASH KUMAR
Senior Marketing Manager
Big Bazaar, Wazirpur
New Delhi
NSB SCHOOL OF BUSINESS

B-II/1, MCIE, Delhi-Mathura Road, New Delhi
Vinay Singh (PGPBM) 1

B-II/1, MCIE, Delhi-Mathura Road, New Delhi
CERTIFICATE
This is to certify that the summer project report title “A

study on Merchandise Swot and Gap Analysis ” is a
bonafide work done by Mr. Vinay Kumar Singh, Roll No.:
(GJU09058) of Batch 2009 – 2011, Submitted to NSB
School of Business, New Delhi in partial fulfillment of the
requirement for the award of Post Graduate Programme In
Business Management, and that the report represents
independent and original work on the part of the candidate.
Prof. Alok
Satsangi
Corporate
Relations Cell
ACKNOWLEDGEMENT

Undertaking this project was a challenging exercise .There was many problems
in the beginning but one by one the hurdles were removed and we moved
forward.
I would like to thank individually one and all without whom the project would not
have had been a success. My sincere thanks to Mr. Gautam Jain - store
manager Big Bazaar Wazirpur.
And thank to all the mangers and staff members of the Big Bazaar outlet who
spared their time for me and allowed me to conduct the survey.
I would also like to express my deepest gratitude to my project guide, Mr.
Subhash Kumar, Senior Executive Manager Big Bazaar, Wazirpur without
whose expert guidance and help it would not have been possible to accomplish
the project.
His timely advice and suggestions at various stages of the project helped in
bringing out this report in the present form.
Our sincere thank to all the respondents. I would like to thank Ms. Amandeep
Kaur (HR) who was always there for providing her guidance, support and
encouragement to successfully complete the project and without whose
cooperation the project would not have been a success.
Vinay Kumar Singh
Roll No. GJU09058
Batch 2009-2011
EXECUTIVE SUMMARY

Will the retail sector mine the gold at the bottom of the pyramid???? Well this
emerging retail sector has unearthed tremendous opportunities and it is this
retailing merchandise category upon which my project is focused.
A sincere effort has been done in order to carry out a detailed research on the
various available categories .Data has been collected by self observation in order
to make the report more realistic and appropriate.
The project entails a comprehensive view of the entire retailing product
categories .To be more specific, the leader in this category namely food bazaar
has been chosen to derive at a more realistic conclusion.
A SWOT and GAP analysis has been done to evaluate the present
circumstances and report any discrepancies if any. All observation, collection of
data etc has been done on a individualistic basis for better results. The data has
been analyzed thoroughly through employment of various analytical statistical
tools.
Various observations emerged as a result of the gap analysis carried out by me
to be more precise opportunities can be utilized in the festive occasions by more
profound and dedicated marketing efforts.
The observation and recommendation that have been suggested will be of
extreme use to the retailing world. The recommendation I believe if put to
practice would definitely bear greater returns am sure this work of research
would be useful to the retailing worlds in the improvement of their present
merchandise categories, display, and assembling of product categories. Also It
would definitely add to the bottom line in the long run.
All data collected has been annexed to this report .i am sure this sincere effort
would be utmost use for the improvement of the current functioning of the
organization.
Serial No Topics
* ACKNOWLEDGEMENT
* EXECUTIVE SUMMARY
1.0 RETAIL SECTOR IN INDIA

2.0 INTRODUCTION OF PRIL
2.1 ABOUT THE COMPANY
2.1.1 MILESTONES
2.1.2 FUTURE GROUP
2.1.3 VISION AND MISSION
2.1.4 CORE VALUES
3.0 OBJECTIVES OF THE STUDY
4.0 RESEARCH DESIGN
4.1 SAMPLING TECHNIQUE
5.0 SWOT INTRODUCTION
5.1 CONCEPTUAL MODEL
5.1.1 PRICE COMPARISION
6.0 MERCHANDISE CATEGORY AVAILABLE IN FB
7.0 SWOT ANALYSIS ACCORDING TO CATEGORY
8.0 RESULTS FROM QUESTIONNAIR
9.0 GAP ANALYSIS MODEL
9.1.1 SELECTION OF IMPORTANT DECISION VARIABLE
9.1.2 FINDINGS FROM USING SPSS
10.0 CONCLUSIONS
11.0 RECOMMENDATIONS
12.0 BIBLIOGRAPHY
13.0 WEB SITES USED
14.0 99
Retail Sector in India

Retail and real estate are the two booming sectors of India in the present times.
And if industry experts are to be believed, the prospects of both the sectors are
mutually dependent on each other. Retail, one of India’s largest industries, has
presently emerged as one of the most dynamic and fast paced industries of our
times with several players entering the market. Accounting for over 10 per cent of
the country’s GDP and around eight per cent of the employment retailing in India
is gradually inching its way toward becoming the next boom industry.
As the contemporary retail sector in India is reflected in sprawling shopping

centers, multiplex- malls and huge complexes offer shopping, entertainment and
food all under one roof, the concept of shopping has altered in terms of format
and consumer buying behavior, ushering in a revolution in shopping in India. This
has also contributed to large scale investments in the real estate sector with
major national and global players investing in developing the infrastructure and
construction of the retailing business. The trends that are driving the growth of
the retail sector in India are
 Low share of organized retailing

 Falling real estate prices
 Increase in disposable income and customer aspiration
 Increase in expenditure for luxury items
Another credible factor in the prospects of the retail sector in India is the increase
in the young working population. In India, hefty pay-packets,

nuclear families in urban areas, along with increasing working-women population
and emerging opportunities in the services sector. These key factors have been
the growth drivers of the organized retail sector in India which now boast of
retailing almost all the preferences of life - Apparel & Accessories, Appliances,
Electronics, Cosmetics and Toiletries, Home & Office Products, Travel and
Leisure and many more. With this the retail sector in India is witnessing a
rejuvenation as traditional markets make way for new formats such as
departmental stores, hypermarkets, supermarkets and specialty stores.
The retailing configuration in India is fast developing as shopping malls are

increasingly becoming familiar in large cities. When it comes to development of
retail space specially the malls, the Tier II cities are no longer behind in the race.
If development plans till 2007 is studied it shows the projection of 220 shopping
malls, with 139 malls in metros and the remaining 81 in the Tier II cities. The
government of states like Delhi and National Capital Region (NCR) are very
upbeat about permitting the use of land for commercial development thus
increasing the availability of land for retail space; thus making NCR render to
50% of the malls in India.
India is being seen as a potential goldmine for retail investors from over the world
and latest research has rated India as the top destination for retailers for an
attractive emerging retail market. India’s vast middle class and its almost
untapped retail industry are key attractions for global retail giants wanting to

enter newer markets. Even though India has well over 5 million retail outlets, the
country sorely lacks anything that can resemble a retailing industry in the modern
sense of the term. This presents international retailing specialists with a great
opportunity. The organized retail sector is expected to grow stronger than GDP
growth in the next five years driven by changing lifestyles, burgeoning income
and favorable demographic outline.
Indian retail industry accounts for 10% of the GDP: India has been being touted
as the
Next big retail destination. The sheer size of the population demands attention
from retailers
Worldwide and the potential for growth are tremendous.
Some facts that support this thinking:
 India is at the top position amongst 30 emerging markets as per the

annual
 Global Retail Development Index (GRDI) for 2005. Developed by AT
Kearney,
 This index measures the attractiveness of retail investment.
 India is the world’s 4th largest economy in terms of Purchasing Power
Parity,
 after USA, China and Japan.
 India is rated ahead of China on the Foreign Direct Investment Confidence
 Index (FDICI) making it an attractive retail market in the world.
 Overall retail industry in India is $206-350 billion (Rs.930, 000-15, 75,000
 Crore), 3% or less belongs to the organized retail. Organized retail pie
could
 swell to $30 billion (135,000 crore) by 2010.
 New entrants like Reliance and Bharti will enter the retail web.
 Single Brand Retailers have been allowed 51% in the Indian ventures
 The drivers of this sector: The drivers of retail success will be India’s
English speaking
 population, which are more in number than all of Europe, and the
country’s 300million strong
 middle class. The market size is expected to grow to 600 million by 2010
making the country
 one of the largest markets in the world.
 Retailers have responded to this phenomenon by introducing
contemporary retail

 formats such as hypermarkets and supermarkets in the new pockets of
growth. Prominent
 ‘tier-II’ cities and towns which are witnessing a pick-up in activity include
Surat, Lucknow,
 Dehradun, Vijaywada, Bhopal, Indore, Vadodara, Coimbatore, Nasik,
Bhubaneswar, Varanasi
 and Ludhiana among others. With consumption in metros already being
exploited,
 manufacturers and retailers of products such as personal computers,
mobile phones,
 Automobiles, consumer durables, financial services etc are increasingly
targeting consumers inTier II cities and town
FDI in Retail Sector
Retailing is the largest private sector industry in the world economy with the
global industry size exceeding $6.6 trillion and a latest survey has projected India
as the top destination for retail investors. And the further upsurge is anticipated in
the retail sector as the Government of opened up 51% FDI in single brand retail
outlets. And as the government is in a process to initiate a second phase of
reforms, it is cautiously exploring the avenues for multi-brand segment. The
Government is seeking for these options keeping in view the existing social
framework of India and the will ensure that the entry of global retail giants do not
displace the existing employment in the retail business.
Industry experts are sensitive to the point that local markets have an edge over
the retail investors in India as they have unique advantages such as an
understanding of local needs and extended service like home delivery. As the
FDI influence on the Indian retail sector sets in, the total size of the retail trade is
expected to grow extensively in the coming years and the consumer segments
patronizing the big malls will create frenzy for organized retailing predicting a
growth of 25-30 per cent per annum over the next decade. Moreover, Indian
retail chains would get integrated with global supply chains since FDI will bring in
technology, quality standards and marketing thereby, leading to new economic
opportunities and creating more employment generation.
Industry trends for retail sector indicate that organized retailing has major impact
in controlling inflation because large organized retailers are able to buy directly
from producers at most competitive prices. World Bank attributes the opening of

the retail sector to FDI to be beneficial for India in terms of price and availability
of products as it would give a boost to food products, textiles and garments,
leather products, etc., to benefit from large-scale procurement by international
chains; in turn, creating jobs opportunities at various levels.
As foreign investors exploring their potentials in the retail sector, are keen on
developing malls in India, the size of organized retailing is expected to touch $30
billion by 2010 or approximately 10 per cent of the total. This has initiated
market-entry announcement from some retailers and has signaled to
international retailers about India’s seriousness in promoting the sector. While
there are reports of international retailers like Wal-Mart analyzing business
opportunities in India; Reliance, the largest Indian conglomerate is investing $3.4
billion to become India’s largest contemporary retailer. There are also reports of
investments for ‘Hypercity Retail’ by K.Raheja Group to establish 55
hypermarkets by 2015. All these factors will contribute in taking Indian retail
business to unexpected growth based on the consumer preference for shopping
in congenial environs and also availability of quality real estate.
Introduction Of PRIL
Pantaloon Retail (India) Limited (PRIL) was incorporated on October 12, 1987 as
Menz Wear Private Limited under the stewardship of Mr. Kishor Biyani. The
Company was converted into a public limited company on September 20, 1991
and on September 25, 1992 the mane was changed to Pantaloon Fashions
(India) limited and the same time it went public and today it has approximately
14,000 shareholders. It later changed its name to Pantaloon Retail (India) Limited
on 7th July 1999.
Pantaloon Retail (India) Limited is India’s leading retailer with a turnover of Rs

1,073 crore (US $ 242 million) for the financial year ended June 2005. The
company has a retail presence across various segment including food, fashion
and footwear , home solution and consume electronics, books and music
wellness and beauty, general merchandise, telecom and IT, E-tailing, leisure and
entertainment and financial products and services.

The company operates multiple retail formats catering to a wide cross-section of
the Indian society. In the Lifestyle retailing segment it has pantaloons
(department store), Central (seamless mall), Blue Sky (fashion accessories) and
all (fashion apparel for plus size individuals) and Mela (home furnishing and
furniture). The company’s value retailing ventures include Big Bazaar
(hypermarket), Food Bazaar (supermarket) and Fashion Station (popular
fashion).
Headquartered in Mumbai, the company operates through 3.5 million sq ft of

retail space and has over 90 stores across 30cities in the county. Till date, PRIL
has secured about 10 million sq ft of retail space that will be operational by end
of 2008. PRIL employs over 12,000 people and has a customer base of over 12
crore Indians.
PANTALOON RETAIL (INDIA) LIMITED
Pantaloon Retail India Ltd, is India’s leading retail company with presence across
food, fashion, home solutions and consumer electronics, books and music,
health, wellness and beauty, general merchandise, communication products, E-
tailing and leisure and entertainment. Headquartered in Mumbai (Bombay), the
company operates through 3.5 million square feet of retail space, has over 100
stores across 30 cities in India and employs over 14,000 people. The company
owns and manages multiple retail formats catering to a wide cross-section of the
Indian society and its width and depth of merchandise helps it capture almost the
entire consumption basket of the Indian consumer. For the financial year ended
June 2006, it had a turnover of Rs. 1,867.77 crores.
Founded in 1987, Pantaloon Retail forayed into modern retail in 1997 with the
opening up of a chain of department stores, Pantaloons. In 2001, it launched Big
Bazaar, a hypermarket chain, followed by Food Bazaar, a supermarket chain. It
went on to launch Central, a first of its kind, seamless mall located in the heart of

major Indian cities. Some of its other formats include, Collection I (home
improvement products), E-Zone (consumer electronics), Depot (books, music,
gifts and stationeries), aLL (fashion apparel for plus-size individuals), Shoe
Factory (footwear) and Blue Sky (fashion accessories). It has recently
launched its e-tailing venture, futurebazaar.com.
Some of the group’s subsidiaries include Home Solutions Retail India Ltd, Future
Bazaar India Ltd and ConvergeM Retail India Ltd, which leads the group’s foray
into home improvement, e-tailing and communication products, respectively.
Other group companies include Pantaloon Industries Ltd, Galaxy Entertainment
and Indus League Clothing. It has also entered joint venture agreements with a
number of companies including ETAM group,
Gini & Jony, Liberty Shoes and Planet Retail, a company that owns the
franchisee of International brands like Marks & Spencer, Debenhams and Guess
in India.
Milestones
1987 - Company incorporated as Manz Wear Private Limited. Launch of

Pantaloons trouser, India’s first formal trouser brand.
1991 - Launch of BARE, the Indian jeans brand.
1992 - Initial public offer (IPO) was made in the month of May.
1994- The Pantaloon Shoppe – exclusive menswear store in franchisee format

launched across the nation. The company starts the distribution of branded
garments through multi-brand retail outlets across the nation.
1995 - John Miller – Formal shirt brand launched.
1997 - Pantaloons – India’s family store launched in Kolkata.
2001 - Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s first hypermarket
chain launched.

2002 - Food Bazaar, the supermarket chain is launched
.
2004 - Central – ‘Shop, Eat, Celebrate In The Heart Of Our City’ - India’s first
seamless mall is launched in Bangalore.
2005 - Fashion Station - the popular fashion chain is launched

aLL – ‘a little larger’ - exclusive stores for plus-size individuals is launched
2006 - Future Capital Holdings, the company’s financial arm launches real estate
funds Kshitij and Horizon and private equity fund Indivision. Plans forays into
insurance and consumer credit.
Multiple retail formats including Collection i, Furniture Bazaar, Shoe Factory,

EZone, Depot and futurebazaar.com are launched across the nation.
Group enters into joint venture agreements with ETAM Group and Generali.
Pantaloon Retail is the flagship enterprise of the Future Group, which is

positioned to cater to the entire Indian consumption space. The Future Group
operates through six verticals: Future Retail (encompassing all retail businesses),
Future Capital (financial products and services), and Future Brands
(management of all brands owned or managed by group companies), Future
Space (management of retail real estate), Future Logistics (management of
supply chain and distribution) and Future Media (development and management
of retail media spaces).
Future Capital Holdings, the group’s financial arm, focuses on asset
management through real estate investment funds (Horizon and Kshitij) and
consumer-related private equity fund, Indivision. It also plans to get into

insurance, consumer credit and other consumer-related financial products and
services.
Future Group’s vision is to, “deliver Everything, Everywhere, Every time to Every
Indian Consumer in the most profitable manner.” One of the core values at
Future Group is,‘Indianess’ and its corporate credo is – Rewrite rules, Retain
values.
Future Group Manifesto
“Future” – “the word which signifies optimism, growth, achievement, strength,

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

Group Mission
We share the vision and belief that our customers and stakeholders shall be
served only by creating and executing future scenarios in the consumption
space leading to economic development.
We will be the trendsetters in evolving delivery formats, creating retail realty,

making consumption affordable for all customer segments – for classes and
for masses.
We shall infuse Indian brands with confidence and renewed ambition.
We shall be efficient, cost- conscious and committed to quality in whatever

we do.
We shall ensure that our positive attitude, sincerity, humility and united
determination shall be the driving force to make us successful.
COPORATE VISION
“We share the vision and belief that by improving our performance through
innovative spirit and dedication, we shall serve our customers and stakeholders
satisfactorily”.
CORPORATE MANIFESTO
Knowledge is the only weapon at our disposal.
Everything else is temporary, transient and misleading.
Our quest for knowledge will be focused, systematic and unwavering. But, it will
never be at expense of our values or our values o our beliefs
We are committed to apply knowledge we gather to ensure that:
• Our customer will not just get what they want; they will also get what they
need.
We will not just live up to the expectations of our subscribers, we will exceed
them

• We will not just post satisfactory results, we will write success stories.
• We will not just operate efficiently in the market place, we will evolve the
market.
• We will not just spot tends, we will set trends.
• We will not just be successful or competitive in the domestic market; we
will be an international player.
And, in the process we will unite the dreams and aspirations of our employees,
shareholders, associates and partners to do just one thing………..
Rewrite Rules. Retain Values

CORE VALUES
• Indian-ness- confidence in ourselves

• Dedication- to customer satisfaction
• Leadership – to be a leader both in thought and business
• Self Development – by continuous hard work
• Respect- for every individual
• Introspection- leading to purposeful thinking.
PRIL is in the process of constant evolution and believe in creating the present
with the future in mind. They have the only vision – to capture the highest share
of the consumer’s wallet. This has prompted them to diversify into different lines
of business, such as Wellness, Home Solution, Leisure & entertainment,
communications, Financial Products, to name a few.
It has indeed been a remarkable journey for Pantaloon, as it has evolved from
apparel manufacture to distribution to franchisee retailing find specialty retailing –
a completely integrated player controlling the entire value chain.
It does not, however, seek to be the jack of all trades. The joint-venture with
Liberty shoes for footwear retailing, association with Unitech Enterprises for
home solution retailing, and the stake it has acquired in Planet Sports and
Galaxy entertainment, reflect its efforts to rope in those with category expertise.
Future Value Retail India Pvt Ltd.

Retail forms the core business activity at Future Group and most of its
businesses in the
consumption space are built around retail. Future Group’s retail
network touches the lives of more than 200 million Indians in 73 cities
and 65 rural locations across the country. The group currently operates
around 1,000 stores spread over 16 million square feet of retail space.
Present in the value and lifestyle segments, the group’s retail formats
cater to almost the entire consumption expenditure of a wide cross-
section of Indian consumers.
Future Value Retail Limited is a wholly owned subsidiary of
Pantaloon Retail (India) Limited.
This entity has been created keeping in mind the growth and the
current size of the company’s value retail business, led by its format
divisions, Big Bazaar and Food Bazaar. The company operates 120
Big Bazaar stores, 170 Food Bazaar stores, among other formats,
in over 70 cities across the country, covering an operational retail
space of over 6 million square feet. As a focussed entity driving the
growth of the group's value retail business, Future Value Retail Limited

will continue to deliver more value to its customers, supply partners,
stakeholders and communities across the country and shape the
growth of modern retail in India.
A subsidiary company, Home Solutions Retail (India) Limited, operates
Home Town, a large format home solutions store, Collection i, selling
home furniture products and eZone focused on catering to the
consumer electronics segment. Pantaloon Retail is the flagship
company of Future Group, a business group catering to the entire
Indian onsumption space.
The group also operates India’s leading rural retailing chain, Aadhaar
that is present in over 65 locations in rural India. Aadhaar, an agri-
service cum rural retail initiative, provides a complete solution provider
for the Indian farmer.
The Company Structure of Pantaloon retail is given below
This company structure empowers Pantaloon Retail to build a

comprehensive business
model that can capture a dominant share of the single biggest
business opportunity in India-the Consumption Space.

Future Retail Footprint In India
20

Big Bazaar
Big Bazaar is the flagship retail store of Future Group contributing

more than 65% of the total
revenue. It was the pioneer of Hyper Marketing in India having more
than 125 stores across the
country. It is the fastest growing chain of department stores and aims
at having 350 stores by
2011. Big Bazaar has democratized shopping in India and is so much
more than a hypermarket.
It stocks around 170,000 products under one roof that cater to every
need of a family, making
Big Bazaar India’s favorite shopping destination.
It all started in 2001 when Three Big Bazaar stores were launched
within a span of 22 days in
Kolkata, Bangalore and Hyderabad. Today it has 123 stores spread
across India and many more
coming up.
From being a trader of branded goods, Big Bazaar is slowly moving
towards introducing a whole
bunch of private labels in all categories since only 8-10 % of Indians
are brand conscious in the
food category. Some of the private labels include Tasty Treat,
DJ&C, KnightHood, Koryo. Private labels enable retailers to offer quality
products and earn
higher margins. Many retailers are considering increasing their private
label offerings
significantly. Rajan Malhotra, President (Strategy and Convergence),
Big Bazaar feels that in
India, where only 6-8% of consumers are brand-conscious, private
labels play a key role. The
Future Group plans to increase its private label contribution to 80% in
the coming years, he
says. The group's private label business, worth Rs 1,000 crore today, is
expected to increase to
Rs 10,000 crore by 2012. "Some of our apparel brands like John Miller
will be a Rs 100-crore

brand by mid-2009," points out Damodar Mall, Chief Executive Officer,
Innovation and
Incubation, Future Group. The company is also planning to retail its
various private label brands
in other stores.
Store Management Structure at Big Bazaar
Store Manager
Assistant Store
Manager
↓
Dept. HR Administrati Sales Marketin Info
Manager Manage on Manage g
r r Executiv
Assistan e Security
t DM Cashier
Team
Leader
Team
Member
23Marketing at Big Bazaar:

Marketing at Big Bazaar is dominantly a centralized process wherein
the events and offers are
designed by the Central office (Mumbai).Each Store has a marketing
executive who is in charge
of carrying out the marketing activit
objective of the marketing executive is the ground activation of various
events and festivals and
involving the local consumers into shopping at
clusters.

The marketing structure for each cluster is as given below
Cluster Marketing
Head
Senior Manager
Manager
Deputy Manager
Assistant
Manager
Senior Executive
Manager
Executive

The Great Indian Shopping festival
Future group is known for starting off many events that induce
consumption among shoppers.
Some of the popular ones are Wednesday bazaar,Sabse Sasta Din and
the great Indian
Shopping Festival. Big Bazaar started the concept of The Indian
Shopping festival to encourage
and entertain the Indian Consumer into shopping and create a month
long shopping festival to
celebrate shopping.
Visa Cards and Future Group have collaborated this time to present
The Great Indian Shopping
Festival for this year 2010.This year’s The Great Indian Shopping
Festival is valid from April 17,
2010 to May 16, 2010. There are exclusive offers available on Big
Bazaar as well as other Future
Group stores across India. At Big Bazaar there are assured gifts to be
won like branded set of 6
glasses and 6 bowls, branded 7 pieces glass water or juice set, 7
pieces glass pudding set, 6
pieces of imported glasses, 7 pieces glass dessert set, 7 pieces of
lemon glass set. The bumper
prizes to be won are 5 cars and 100 Yamaha bikes (namely 99 bikes of
YBR 110 cc and 1 FZS).
The Marketing ground Activation of FGFS 2010 involved organizing and
executing three events-
Mom Tum aur Hum,Color Champ and Talent Hunt. All the events were
primarily aimed at
engaging the Mothers and children’s shopping inside the store. The
process involved registering
the customers interested in participating and conducting the event at
each store. The winners
from each store will then fight for the title in a grand zonal final with a
celebrity judge.
The auditions Witnessed huge response from the consumers. One
mother-child pair from each
store (Delhi NCR region) qualified for the grand finale. In the finale, the
contestants showcased

the new merchandise from Spring Summer collection 2010 of
Fashion@Big Bazaar.In total,15
jodis will compete with each other. Each Jodi underwent three rounds-
Mix n match, party Wear
and Traditional Wear. Apart from these, there was a question and
round session with the
24
judges. Acclaimed actress Smita bansal of ‘Balika vadhu’ fame and her
daughter Stasha were
the esteemed judges for the city finals.
The winners were awarded gift vouchers worth Rs 10000.The show
turned out to be a grand
success with dance shows, magic shows and on the spot games. Big
Bazaar believes that the
contest is a celebration the bond between every mother and child.
The training involved the ground activation of FGFS’10 at Big Bazaar
store , Wazirpur,Delhi.The
store comes under the Delhi NCR cluster. Ground activation process
required interactions with
consumers and involving them in the contests and planning the
requirements and event
management.

Research Objective
1. Creating right merchandise mix:

2. Monitoring & measuring average current demand for item at the SKU
level.
3. Forecasting future SKU demand with allowance made for seasonal

variation & changes in trends.
4. Developing ordering decision rules for optimum restacking.
5. Increasing sales volume.
6. Lowering the risk of obsolescence’s & markdowns.
7. Decreasing operating expenses.
8. Increasing asset / Inventory turnover.
9. By SWOT analysis find the position of merchandise.

METHODOLOGY
Data Collection:
Data constitutes the foundation of any research.. Data for this study is obtained
from secondary and primary sources. The primary data for the research will be
collected through the following methods.
Primary Data:
a) Questionnaire- To obtain information from customers which will enable us
to understand the strategies adopted by the retailers and the its effect on
the customers preference for a product or shop
b) Questionnaire filled by Employee gave us important knowledge about the
service provided, and customer’s expectation.
c) Interview- Interviews were of the managers who gave a lot of information
about the project. For retail managers time is very precious thing, so I was
clearly
 Explain the purpose of the interview
 Explain the format of the interview
 Indicate how long the interview will last for
 Prepare and rightly sequence the set of questions
 Probe to obtain accurate information regarding the research
 Acknowledge the valuable inputs provided

Sample Size
Category Employee Customers

Questionnaire No. of Employee: 20 200
Depth Interview Management: Salespersons

(Marketing Dept.) 2 10
Secondary Data:
Secondary data has been collected through surfing of various websites. The
internet was used exhaustively in order to find research papers etc which were
important for the completion of the project
Scaling Technique
Interval

The standard survey rating scale is an interval scale.
When you are asked to rate your satisfaction with a piece of software on a
7 point scale, from Dissatisfied to Satisfied, you are using an interval
scale.
It is an interval scale because it is assumed to have equidistant points

between each of the scale elements. This means that we can interpret
differences in the distance along the scale. We contrast this to an ordinal
scale where we can only talk about differences in order, not differences in
the degree of order.
Interval scales are also scales which are defined by metrics such as
logarithms. In these cases, the distances are noted equal but they are
strictly definable based on the metric used.
statistics
Interval scale data would use parametric statistical techniques:
Mean and standard deviation

Correlation - r
Regression
Analysis of variance
Factor analysis
Plus a whole range of advanced multivariate and modelling
techniques
Remember that you can use non-parametric techniques with

interval and ratio data. But non-paramteric techniques are less
powerful than the parametric ones.

Sampling technique
Simple Random Sampling
A simple random sample gives each member of the population an equal chance
of being chosen. It is not a haphazard sample as some people think! One way
of achieving a simple random sample is to number each element in the
sampling frame (e.g. give everyone on the Electoral register a number) and
then use random numbers to select the required sample.
Random numbers can be obtained using your calculator, a spreadsheet, printed

tables of random numbers, or by the more traditional methods of drawing slips
of paper from a hat, tossing coins or rolling dice.
The optimum sample is the one which maximises precision per unit cost, and by
this criterion simple random sampling can often be bettered by other methods.
Advantages
 ideal for statistical purposes
Disadvantages
 hard to achieve in practice
 requires an accurate list of the whole population
 expensive to conduct as those sampled may be scattered over a wide
area

MERCHANDISE SWOT AND GAP ANALYSIS
Introduction
SWOT Analysis
SWOT stands for strengths, weaknesses, opportunities and threats. It is a
methodology used to aid strategic planning that gained popularity during the 80's.
To do a SWOT analysis considers the following questions:
• Strengths:
What are your advantages?
What do you do well?
• Weaknesses:
What could be improved?
What is done poorly by the company?
What areas are simply not covered by the company's skill set?
• Opportunities:
What are the opportunities facing you specifically?
What are opportunities facing your industry in general that you
choose to pursue?
What are the trends that you can take advantage of?
What technology-related opportunites are there currently?
• Threats:
What obstacles do you face?
What is your competition doing?
Are the requirements for your company changing?
What technology-related threats are there currently?
Do you have resource problems that will hold you back?

In SWOT, strengths and weaknesses are internal factors. For
example:A strength could be:
• Your specialist marketing expertise.

• A new, innovative product or service.
• Location of your business.
• Quality processes and procedures.
• Any other aspect of your business that adds value to your product or
service.
A weakness could be:
• Lack of marketing expertise.

• Undifferentiated products or services (i.e. in relation to your competitors).
• Location of your business.
• Poor quality goods or services.
• Damaged reputation.
In SWOT, opportunities and threats are external factors. For

example: An opportunity could be:
• A developing market such as the Internet.

• Mergers, joint ventures or strategic alliances.
• Moving into new market segments that offer improved profits.
• A new international market.
• A market vacated by an ineffective competitor.
A threat could be:
• A new competitor in your home market.

• Price wars with competitors.
• A competitor has a new, innovative product or service.
• Competitors have superior access to channels of distribution.
• Taxation is introduced on your product or service.

Conceptual Model
SWOT ANALYSIS Components

There is a considerable body of literature concerning SWOT analysis which
covers a number of different components. CRM is organized as a series of
events. The seven major CRM components identified are: 1) customer
prospecting through merchandise, 2), price 3) Sales, profit contribution 4)
understanding customer expectations, 5) Government rules and Regulations,
and 6) Competitors. These components are discussed below.
1) Customer Prospecting Through Merchandise
The term customer prospecting refers to all the various means employed in
business to track, locate, and attract new customers.
2) Price
Price should be such that it attract new customer. Indian customers are very
price sensitive, so the price should be fair. The cost of merchandise will be at one
end of the price range and the level above which consumers will not buy the
product at the other end. The importance of price depends on the specific
product and on the specific individual. Some shoppers are very price conscious.
Others want convenience and knowledgeable sales personnel. Because of these
variations, you need to learn about your customers' desires in relation to different
products.

3) Sales, Profit contribution
Contribution can have different meanings in different context. When contribution

is applied to a product or product line, it means the difference between total sales
revenue and total variable costs, or, on a per-unit basis, the difference between
unit selling and the unit variable cost and may be expressed in percentage terms
4) Understanding Customer Expectations
This concept stresses the importance of identifying the customer’s desires and
supplying to those customers products and services that meet their expectations
describe understanding customer expectations as the strategy adopted by firms
to generate more knowledge of customer expectations and needs and to provide
customers with the best services in order to win their loyalty.
5) Government rules and Regulations

Empowerment generally refers to the process a firm adopts to encourage and
reward employees who exercise initiative, make valuable creative contributions,
and do whatever is possible to help customers solve their problems reports that
he has yet to encounter a company that has achieved extremely high customer
loyalty without fostering similarly high loyalty among employees. Most business
representatives prefer to deal with regular customers because they are easy to
serve, they understand the firms preoccupations, and make only a few requests.

6) Competitors
Competitors are key component in SWOT and GAP analysis. The main
competitors I have taken are
LOCAL SHOPES
BIG APPLE
VISHAL MEGA MART
A-1 STORE
MORE MEGA STORE
The competitors give idea about the threats and also provide me key information
about my merchandise strengths and weaknesses.
A valuable step in your situational analysis is assessing your firm's strengths,

weaknesses, market opportunities, and threats through a SWOT analysis. This is
a very simple process that can offer powerful insight into the potential and critical
issues affecting a venture.

The SWOT analysis begins by conducting an inventory of internal strengths and
weaknesses in your organization. You will then note the external opportunities
and threats that may affect the organization, based on your market and the
overall environment. Don't be concerned about elaborating on these topics at this
stage; bullet points may be the best way to begin. Capture the factors you
believe are relevant in each of the four areas. You will want to review what you
have noted here as you work through your marketing plan. The primary purpose
of the SWOT analysis is to identify and assign each significant factor, positive
and negative, to one of the four categories, allowing you to take an objective look
at your business. The SWOT analysis will be a useful tool in developing and
confirming your goals and your marketing strategy.
Some experts suggest that you first consider outlining the external opportunities
and threats before the strengths and weaknesses. Marketing Plan Pro's
EasyPlan Wizard will allow you to complete your SWOT analysis in whatever
order works best for you. In either situation, you will want to review all four areas
in detail.
Strengths
Strengths describe the positive attributes, tangible and intangible attributes,

internal to your organization. They are within your control. What do you do well?
What resources do you have? What advantages do you have over your
competition?
You may want to evaluate your strengths by area, such as marketing, finance,
manufacturing, and organizational structure. Strengths include the positive
attributes of the people involved in the business, including their knowledge,
backgrounds, education, credentials, contacts, reputations, or the skills they
bring. Strengths also include tangible assets such as available capital,
equipment, credit, established customers, existing channels of distribution,
copyrighted materials, patents, information and processing systems, and other
valuable resources within the business.

Strengths capture the positive aspects internal to your business that add value or
offer you a competitive advantage. This is your opportunity to remind yourself of
the value existing within your business.
Weaknesses
Note the weaknesses within your business. Weaknesses are factors that are
within your control that detract from your ability to obtain or maintain a
competitive edge. Which areas might you improve?
Weaknesses might include lack of expertise, limited resources, lack of access to

skills or technology, inferior service offerings, or the poor location of your
business. These are factors that are under your control, but for a variety of
reasons, are in need of improvement to effectively accomplish your marketing
objectives.
Weaknesses capture the negative aspects internal to your business that detract
from the value you offer, or place you at a competitive disadvantage. These are
areas you need to enhance in order to compete with your best competitor. The
more accurately you identify your weaknesses, the more valuable the SWOT will
be for your assessment.
Opportunities
Opportunities assess the external attractive factors that represent the reason for
your business to exist and prosper. These are external to your business. What
opportunities exist in your market, or in the environment, from which you hope to
benefit?
These opportunities reflect the potential you can realize through implementing
your marketing strategies. Opportunities may be the result of market growth,
lifestyle changes, resolution of problems associated with current situations,
positive market perceptions about your business, or the ability to offer greater

value that will create a demand for your services. If it is relevant, place
timeframes around the opportunities. Does it represent an ongoing opportunity,
or is it a window of opportunity? How critical is your timing?
Opportunities are external to your business. If you have identified "opportunities"

that are internal to the organization and within your control, you will want to
classify them as strengths.
Threats
What factors are potential threats to your business? Threats include factors
beyond your control that could place your marketing strategy, or the business
itself, at risk. These are also external – you have no control over them, but you
may benefit by having contingency plans to address them if they should occur.

SOME PRICE COMPARISION WITH ORGANIZED RETAILERS FOR SWOT
ANALYSIS
DATE 27/04/2010(WEDNESDAY)
FOOD RELIANCE
Product BAZAAR(WAZIRPURI) FRESH(PITAMPURA)
Potato 4.9 9.9
Tomato 18 13.5
Karela 17 12.5
Kheera 11.9 11.9
Bhindi 16.9 12.5
Lauki 10 5.5
Safeda 32 23.9
Dushari 16.9 18.9
Watermelon 7 4.9
AppleFuji 69.9 74.9
Plum 38 34.9
Anar 33.9 33.9
Beans 22 22.9

Beans
Anar
Plum
AppleFuji
Watermelon
Dushari
)
RELAINCE FRESH
Safeda PITAMPURA
Lauki FOOD
BAZAAR(WAZIRPUR)
Bhindi
Kheera
Karela
Tomato
Potato
0
20 40 60 80

Product(1KG) FB Spencer Hyper Relaince Fresh
MOONG DHULI 53 65 56
MOOG SABUT 48 53.9 49.5
MOOG CHILKA 49 58 49.5
MASOOR RED 46 45 45
MASOOR KALI 42 43 39
RAJMA CHITRA 52 62.37 53
RAJMA RED 41 59.78 42
TOOR 48 47 45
CHANA DAAL 44 52 41.5
CHANA KALA 40 39
KABLI CHANA 47 57.82 45
KABULI CHOTA 41 39.5

KABULI CHOTA
KABLI CHANA
CHANA KALA
CHANA DAAL
TOOR
RAJMA RED Relaince Fresh

Spencer Hyper
RAJMA CHITRA FB
MASOOR KALI
MASOOR RED
MOOG CHILKA
MOOG SABUT
MOONG DHULI
0
20 40 60 80

11/5/2010
Product FOOD BAZAAR SAFAL SUBHIKSHA
Potato 10 10.2 10
Onion 15.5 14.6 14.75
Tomato 21 15 23.9
Cauliflower 34 36 19.5
Capsicumgreen 24 24 25
BottleGourd 8.5 7.7 9
Tinda 22 116 17
Kheera 10 6.5 11
Sweetlime 15.9 21 21.5
Mango chausa 24 15 27
Grapes 199 199
Anar 36.9 45 44
Tori 14 10.2 15
Bhindi 12.5 15 13.5
Karela 12 7.7 12.5

Ca
p M
Ca sic Bo an
Sw go
To u um ttle
ch
Po On m
lifl g Go Ti Kh
e
ee Gr Bh Ka
t ow re ur nd tlim au ap
e
An To in r
at
o
ion at
o er en d a
er
a e sa s a r ri di ela
0
50
100
150
Vinay Singh (PGPBM)
200
250
SAF AL
SUBHIKSHA
43
F OOD BAZAAR
Vishal mega
PRODUCTS Subhiksha Reliance Food bazaar mart
ashirwad 10kg 135 141 147 148
ashirwad 5kg 75 75 90 81
shakti bhog 10kg 149 145 151
pilsbury 10kg 145 149 140
gopal ji desi ghee 154.99 148
fortune 1ltr 56 54 57 56
fortune mustard oil 1ltr 61 2+1 34(500ml)
soyamm soya oil 52
nature fresh soya oil 1 ltr 54 53 54 55

nature fresh mustard oil 1
ltr 59 65 64
kohinoor charminar 5+5 420 415+ATTA 5 KG
sundrop heart 5 ltr jar 413+JUICE RS 80

399+1KG MAWANA
sundrop superlite(5ltr.) 387 387 SUGAR
saffola gold 475 479 485+59 RS ATTA Mrp
anik ghee 159 159 180
dhara mustard oil 62 70 75 Mrp
dhara refined 63 67 Mrp
sugar loose 17.5 17.5 16.5 18
Milkfood 161 161 180 195

Product FOOD BAZAAR BIG APPLE
Tomato 12 9.9
Peas 34 36.9
Capsicumgreen 23 29.9
LadyFinnger 26 28.9
Cucumber 10 10.9
Pineapple 24 26
AppleFuji 89 89
AppleWashington 110 109
Banana 27 26
MangoSafeda 29.9 25
Chili 24 25.9
Lemon 46 45.9
Cauliflower 34 31.9
Beans 28 24.9
Onion 9 13.9
Potato 8.5 9.9
Carrot English 12 17.9
Muskmelon 30 28
Pumpkin 6 14.9
Grapes 65 75
Red Grapes 180 199

Ca Ca
psi Ca rro Re
cu Cu Ap u t Pu dG
To mg cum ple Ba On Eng mp
ma re e be F na Ch liflow lish kin
rap
to n r uji na ili er io n es
0
50
100
150
Vinay Singh (PGPBM)

200
250
46
B IG A P P L E
F O O D B A ZA A R
MERCHANDISE CATEGORY AVAILABLE IN FOOD BAZAAR
Food Bazaar
Department SubDepartment Category Class Merchandise Category
FB- Farm FB- Fruits & FB- Fruits &
Fresh Vegetables Vegetables FB- Fruits Imported Fruits
Non-seasonal Fruits
Seasonal Fruits
FB-
Vegetables Exotic Vegetables
Leafy Vegetables
Non-leafy Vegetables
Root Vegetables
FB- Additives
FB- Fmcg &
Foods FB- Chef Zone Preservatives FB- Additives BAKING NEEDS
Coconut Milk
Salad Drssng&Spreads
Sauces
Sweetners
Vinegar
FB-
Preservative
s Jams
Pickles
Preserves
FB- Ready To FB- Dessert
Cook Mixes Condensed Milk
CONTINENTAL DESSERTS
Dessert Toppings
FB- Instant
Mixes NORTH INDIAN MIXES
OTHER MIXES
SOUTH INDIAN MIXES
FB- Italian
Delicacies Macaroni
OTHER PASTAS
VERMCICELLI
FB- Noodles Chinese Noodles
Instant Noodles
FB- Ready To
Fry PAPPADS
VEG-FRYUMS
FB- Soups CANNED SOUPS
NON VEG POWDER
VEG POWDER
FB- Dairy
FB- Chill Station Products FB- Coffee Coffee Powders
INSTANT COFFEE
FB- Milk Flavoured Milk
Plain Milk
Soya Milk
FB- Milk
Products Butter

Cheese
DAHI
Ice Creams
OTHER MILK PRODUCTS
Paneer
FB- Drinks &
Beverages FB- Coffee LOOSE COFFEE
FB- Drink
Concentrates DAIRY WHITENER
Liquid Concentrates
Powder Concentrates
FB- Drinks Carbonatd Soft Drink
Energy Drinks
Non-alcoholic Drinks
SODA/TONIC WATER
FB- Frozen
Veg French Fries
FROZEN PARATHAS
Frozen Peas
FROZEN VEG SNACKS
FB- Juices FRUIT BASED
NATURAL
NECTAR
FB- Tea Ctc Tea
Speciality Tea
Tea Bags
FB- Water Flavoured Water
Packaged Water
FB- Frozen FB- Frozen
Foods Non Veg NON VEG SNACKS
FB- Baby FB- Infant
FB- Hungry Kya Foods Food BABY CEREAL
FB- Health FB- Health
Foods Drinks Brown Health Drink
HEALTH DRINK MIXES
White Health Drink
FB- Health
Enrichers Chyavanprash
Honey
FB- Ready To FB- Bakery &
Eat Poultry Breads
Cakes
Kharis
FB- Biscuits COOKIES
CREAM BISCUITS
PLAIN BISCUITS
SALTED BISCUITS
Wafers
FB- Breakfast
Cereals CORN BASED FLAKES
MUESELI
Oats
FB- Canned
Foods Canned Fruits
CANNED VEGETABLES

FB-
Chocolates &
Candies BLOCK CHOCOLATE
CHOC COATED
GIFT PACKS
GUM/MINTS
SUGAR BOILED
SWEETS & CANDIES
FB- Heat &
Eat NORTH INDIAN
OTHERS
SOUTH INDIAN
FB- Mukhwas Mukhwas Packed
FB- Sweets &
Chikkis Sweets
FB- Wafers &
Namkeens HEALTH SNACKS
N.I.NAMKEENS
OTHER SNACKS
POTATO BASED
S.I. NAMKEENS
FB- Fmcg Non- FB- Fabric FB-
Foods FB- Fabricleen Care Detergents Detergent Bars
Detergent Liquids
Detergent Powders
FB- Laundry
Aids Stain Removers
Starch
WHITENING AGENTS
FB- Personal FB- Baby
FB- Head To Toe Care Care Baby Care Accssories
Baby Diapers
Baby Shampoo
Baby Soap
OTHER BABY SKIN CARE
FB- Deos &
Perfumes DEO'S
PERFUMES
FB- Hair Care CONDITIONERS/POWDERS
Hair Colours
HAIR GELS/CREAMS
Hair Oils
SHAMPOOS/SOAPS
FB- Medicare
Products Bandages
Ear Buds
Ointments
TABLETS/LIQUIDS
FB- Oral Care Toothbrush
Toothpaste
Toothpowder
FB- Sanitary
Needs Panty Liners
Sanitary Pads
Tampons

FB- Shaving
Needs After Shave & Colgne
Cartridge Razr&Blade
DISPOSABLES RAZORS
Doubl Edg Razrs&Blad
Shaving Cream/Brushs
SHAVING FOAMS / GELS
FB- Skin
Care BODY LOTIONS/OILS
BODY WASH/GELS
Cosmetic Bleaches
FACE WASH/CLEANSERS
Hair Removers
Handwash
Skin Care Accessries
Skin Creams
Soaps
Sunscreens
Talcs
FB- Home FB-
FB- Spic N Span Care Accessories Batteries
FB-
Disposables
Goods Aluminium Foils
FACE TISSUES
OTHER DISPOSABLES
Plastic Disposables
TOILET TISSUES
FB-
Freshners Room Freshners
Toilet Freshers
FB- House
Cleaning All Purpose Cleaners
Floor Cleaners
Glass Cleaners
Phenyls
Toilet Cleaners
FB-
Insecticides INSECT KILLERS
Liquid Refils
Mosquito Coils
Mosquito Cream
Mosquito Machine
Mosquito Mats
RODENT KILLERS
FB- Pet Care OTHER PET FOOD
FB- Pooja
Needs Agarbathis
Other Pooja Needs
FB- Shoe
Care Liquid Polishes
Shoe Care Accessries
Wax Polishes
FB- Utensil
Cleaners Utensil Cleaner Bars

Utensil Cleaner Liq
Utensil Cleanr Powdr
UTENSIL SCRUBERS
FB- Live
Kitchen FB- Live Kitchen FB- Dairy FB- Dairy Paneer
FB- Basic "FB- Sugar,
FB- Golden Staples Salt &
FB- Staples Harvest Loose Jaggary" Salt
Sugar
FB- Cereals Basmati Rice Branded
Basmati Rice Loose
Boiled Rice
Others Cereals
Raw Rice
Wheat
FB- Dry
Fruits Dry Fruits Flavoured
Dry Fruits Plain
FB- Flours Atta
Besan
Maida
Others Flour
Rawa/Suji
FB- Pulses Others Pulses
FB- Spices Powdered Spices
Readymixes
Whole Spices
FB- Cooking FB- Cooking
Medium Medium Ghee
Mustard Oil
Olive Oil
Other cooking medium
Soyabean Oil
Sunflower Oil
Vanaspati
Star & Sitara
SS- Beauty SS- Personal SS- Colour
Products Grooming Cosmetics SS- Eye Care EYECARE PRODUCTS
SS- Face Care FACE CARE PRODUCTS
SS- Speciality SS- Speciality
Hair Care Herbal Hair Care SpecialH Shamp/Condr
SS- Speciality SS- Speciality
Skin Care Herbal Skin Care Spl Hrbl Cln/Ton/Moi
Spl HrblSkin Crm/Oil
SS- Speciality Skin
Care Spl Clns/Ton/Moistur
Spl Skin Creams/Oils
Board Games
BB-Fashion
BF- Footwear
BF- Home BF- Home BF- Bath BF- Handloom
Fashion Fashion Linen Towels Handloom Bath Towel
Handloom Hand Towel

BF- Terry Towels Terry Bath Set
Terry Bath Towel
Terry Hand Towel
BF- Bed
Linen &
Stuffed
Articles BF- Bed Covers Cushion Cover
Double Bed Cover
Pillow Cover
BF- Bed Sheets Double Bed Sheet Set
Single Bed Sheet
Single Bed Sheet Set
BF- Home
Accessories BF- Utility Covers Apparel Covers
Jewellery Cover
Laundry Bag
Slipper / Shoe Cover
Utility Holders
BF- Kitchen
Linen BF- Kitchen Linen Apron
Handloom Ktchn Towel
Handloom KtchnDuster
Kitchen Duster
Oven Glove
Pot Holder
BF- Living BF- Floor
Accessories Coverings Door Mat
BF- Table
Linen BF- Table Linen Other Dining Acssrs
Table Cover
Table Cover Set
Table Mat & Sets
BF- Home
Fashion
BB-GM-
Fashion
GF- New GF- New GF- Auto GF- Auto
Business Business Accessories Accessories Car Perfumes
GF- New
Business
GF- Toys GF- Toys GF- Toys GF- Soft Toys Stuffed Animals
Stuffed Articles
Stuffed Characters
Teddy Bear
GF- Toys
BB-GM-
Homeware
Household
Plastics, GH-
Utensils & GH- Household Household GH- Crockery &
Croc Crockery Crockery Glassware Crockery Tray
GH- Melamine Melamine Bowls
melamine dinner set
melamine OTHERS
melamine plate

melamine trays
GH- Wireware &
Chrome Stand
GH-
GH- Household Household GH- Cleaning
Plastics Plastics Articles Broom
Brush
Cleaners & Wipers
Dust Bin
Dust Pan
Mops & Refills
Scrubber
GH- Plastic
Bathware Bathing Mug
Bucket & Drums
Cloth Clips & Hooks
Laundry Basket
Ropes & Hangers
Soap case & Holders
Stool & Patla
GH- Plastic
Storages Containers
Planters
Plastic Basket
GH- Plastics
Children Articles Baby Chairs
Tiffin Box
Water Bottle
GH- Plastics
Kitchen Articles Fridge Bottles
Plastic Utility
Plstc
JugsGlass&Mugs
GH- Thermoware Casserole
Insulated LunchPacks
Insulated WaterBottl
Vaccuum Flask
GH- Hard
GH- Household GH- Anodised/
Utensils Cookware Nonstick Cooking Vessels
Fry Pan
Kadai
Tava
GH- Pressure
Cooker & Pans Aluminium Pr. Cooker
GH- Cutlery & GH- Cooking
Kitchenware Tools Gas Lighter
Gas Stoves
Serving Spoons
GH- Cutlery Knife
Spoon
GH- Kitchenware Other Kitchenware
Wooden Items
GH- Loose GH- Aluminium Alumnm Cookng
Utensils Utensils Vessel
GH- Steel- Copper CoppBott

Bottom CookngVssel
GH- Steel-
Utensils Dabba
Glass
Plate
Steel Cooking Vessel

CHEF ZONE
1. Strength:
 Prices are lower when compared to organized retail competitors.

 High depth in brand and variety.
 Right product mix.
1. Weakness:
 Small article size packets are less available.

 Are not able to cater to health food conscious people as we do not
have nutritional supplements.
2. Opportunities:
 There are various opportunities to add new ready to cook

categories which were not focused earlier.
 The demography is in favor of this section.
 There are opportunities to add local ready to cook, additives and
preservatives brands which have market of their own in the city.
3. Threats:
 Heavy competition.
 People still prepare categories like Achar and Papad at home.
 Local market players offer Additives, preservatives, ready to cook
item at cheaper prices as they do not offer brands. Like Wednesday
market prices are very less.

HUNGRY KYA
1. Strength:
 All ready to eat food available under one roof.

 Discounted pricing.
 Good promotional offers.
 Good contribution in sale
2. Weakness:
 Local snacks are not so good.

 Some branded chips are missing.
3. Opportunities:
 Opportunity to tap on local taste, so can introduce snack pertaining

to local taste.
 Introduce new product range.
 By introducing private label increase profit contribution.
4. Threats:
 High competition.
 Require high degree of checking expiry etc.

CHILL STATION
1. Strength:
 Prices are lower when compared to organized retail competitors

 Good offers are given to consumers.
 High depth in brand and variety.
 Sales contribution is good.
2. Weakness:
 Local brands are not available.

 Small article size packets are less available.
3. Opportunities:
 The loose tea / coffee market has good opportunities

 There is a good opportunity in frozen non-veg.
 In this Rohini area most of the people are working, so good
opportunities for this section.
4. Threats:
 The Categories in this department are season specific.

 Competition from local players in loose tea / coffee.
 Consumer behavior.

GOLDEN HARVEST
1. Strength:
 All basic staples available under one roof.

 Private label gives high contribution in profit margin.
 The option of premium and regular quality in staples.
 Staples are also available in loose who give the customer a choice
to see the quality and pack according to his needs.
 Large variety and range.
 Availability of Atta Chakki.
2. Weakness:
 Prices are relatively higher than local market.

 Don’t have much variety in wheat.
3. Opportunities:
 Opportunity to supply basic staples to restaurants, and hotels.

 Opportunity to supply to school and college canteens.
4. Threats:
 Very high competition.

 The consumer behavior.

FABRICLEEN
1. Strength:
 All brands for Fabric care available under one roof.

 Bundle pricing.
 Good offers on merchandise.
2. Weakness:
 Packing in small sizes is not available.

 Local brands are not available.
3. Opportunities:
 Opportunity to create a private label in fabric care.

 Opportunity to keep local brands.
4. Threats:

SPIC N SPAN
1. Strength:
 All home care products like utensil cleaners, shoe care, pooja
needs, pet care insecticides killer, house cleaning, fresheners and
disposable goods available under one roof.
 Good variety.
2. Weakness:
 Prices of local brand is high.
3. Opportunities:
 There is a good opportunity to introduce the private label in this

section.
4. Threats:

HEAD TO TOE
1. Strength:
 All brands available under one roof.

 All variety and ranges available.
 All personal care items right from men’s, ladies to kids available in
all leading brands.
2. Weakness:
 The high end personal care items are not available.

 There are very less range, variety and brands of perfume available.
3. Opportunities:
 Opportunity to create Private label.

 Opportunity to create a category / section specific for women
personal care.
4. Threats:
 High competition from convenience stores.

HOME LINEN (BED & BATH)
1. Strength:
 Prices are very competitive.

 Many designs to choose from.
 Good margin.
2. Weakness:
 Big brand like Bombay Dyeing etc. are not available.

 The fabric is not long lasting.
 Less contribution in sale.
3. Opportunities:
 Opportunity to bring in branded home linen.
4. Threats:

PLASTICS
1. Strength:
 Prices are competitive.

 Good variety.
 Good margin.
2. Weakness:
 Quality is not up to the mark.

 Less sale.
 Designs are old.
3. Opportunities:
 Opportunity to launch the private label is there.

 Proper product mix.
4. Threats:
 Local market.

CROCKERY
1. Strength:
 Prices are competitive.

 Good Visual Merchandising done for crockery.
 Good margin.
2. Weakness:
 Less variety.
 Fewer Designs.
 Less sale
3. Opportunities:
 Has opportunities in dinner sets for (Personal, Gift) use.

 The tea set and mugs has opportunity and are promising category.
4. Threats:
 Cheap substitutes are available.

 Local market.

UTENSILS
1. Strength:
 Availability of all major brands.

 Good margin.
2. Weakness:
 Pricing is very high.

 Range is not good.
 Designs are old.
 Fewer sales.
3. Opportunities:
 Opportunity is there to promote the private label as we enjoy higher

margins on it and the prices of the products are competitive.
4. Threats:
 High competition from local market.

COMMUNICATION
1. Strength:
 Brand name of Food Bazaar.

 Team of Rohini Food Bazaar.
2. Weakness:
 Local market offers the mobile at cheaper prices.

 Low depth.
 Shbhiksha mobile offers price less than Food Bazaar which exit in
100 meters diameter.
 Only branded phones are available.
 Accessory full ranges are not available.
 Some times sale is almost zero.
3. Opportunities:
 The second hand phone market can be taped.

 Proper vender negotiations, so that it can offer lower price.
 The accessories market can be taped.
 The CDMA market can be taped.
 The recharge market can be taped.
 The Post Paid Bill market can be taped.
4. Threats:
 High Competition.
 Increasing market share of Cheap Local mobile.

Results from Questionnaire
1) Your level of overall satisfaction with Food Bazaar?
No of
ANS
responses
Excellent 14
Very
116
Good
Good 40
Fair 16
Poor 14

120
100
80
Excellent
Very Good
60
Good
Fair
40
Poor
20
0
Responses
2) How likely are you to recommend the Food bazaar to a friend

or relative? Would you say the merchandises are …
No of
ANS
responses
Excellent 38
Very Good 78
Good 57
Fair 20
Poor 7

80
70
60
50 Excellent
Very Good
40
Good
Fair
30
Poor
20
10
0
Responses
3) How likely are you to repurchase products and services from

Food Bazaar? Would you say the chances are…
No of
ANS
responses
Excellent 62
Very Good 63
Good 42
Fair 26
Poor 7

70
60
50
Excellent
40
Very Good
Good
30
Fair
20 Poor
10
0
Responses
5) How would you rate the representative's overall knowledge of your

problem or question? Would you say …
ANS No of responses
Excellent 55
Very Good 72
Good 43
Fair 23
Poor 7

80
70
60
50 Excellent
Very Good
40
Good
30 Fair
Poor
20
10
0
Responses
6)And how would you rate the representative on being courteous? Would
you say …
ANS No of responses
Excellent 57
Very Good 64
Good 45
Fair 25
Poor 9

70
60
50
Excellent
40
Very Good
Good
30
Fair
Poor
20
10
0
Responses
7) Regarding the statement, "I am Happy with Food Bazaar’s

overall strategy," would you say …?
ANS No of responses
Excellent 41
Very Good 57

Good 48
Fair 38
Poor 16
60
50
40
Excellent
Very Good
30
Good
Fair
20
Poor
10
0
Responses
8) ) The availability of merchandise in Food Bazaar
ANS No of responses
Excellent 46
Very Good 76
Good 44
Fair 30
Poor 4

80
70
60
50 Excellent
Very Good
40
Good
30 Fair
Poor
20
10
0
ANS
9) How frequently you visit shopping mall?
Once a month
Twice a months
Thrice a month
Four times
More

Q9 A B C D E
ANS 12 58 84 35 11
90
80
70
60
50
ANS
40
30
20
10
0
A B C D E
12) You visit shopping mall with –

A Friends
B Family

C Colleagues
D Alone
Q12 42 64 67 27
ans A B C D
ANS
A
B
C
D
12) What do you think about food bazaar price?

ANS No. of responses
Excellent 6

Very Good 81
Good 92
Fair 16
Poor 5
100
90
80
70
60 Excellent
50 Very Good
40 Good
30 Fair
20 Poor
10
0
Responses
ANS
13) What do you think about quality of Food Bazaar Merchandise?

ANS No. of responses
Excellent 38
Very Good 88
Good 41
Fair 24
Poor 9
90
80
70
60 Excellent
50 Very Good
40 Good
30 Fair
20 Poor
10
0
Responses
GAP ANALYSIS MODEL

I have tried to find the gap between customers thinking about the merchandise and our
perception about their expectation related to the merchandise.
The key parameters from customer sides are

Repurchase decision
Recommended to others
There overall satisfaction from the merchandise
These are depends on factors
Representative’s knowledge
Representative courteous
Overall strategy
Availability
Price
Quality

Mean
Mean has two related meanings:
the arithmetic mean (and is distinguished from the geometric mean or

harmonic mean).
the expected value of a random variable, which is also called the

population mean.
It is sometimes state that the 'mean' means average. This is incorrect as there are different
types of averages: the mean median and mode. For instance, average house prices almost
always use the median value for the average.
For a real-valued random variable X, the mean is the expectation of X. Note that not every
probability distribution has a defined mean (or variance); see the Cauchy distribution for
an example.
For a data set, the mean is the sum of the observations divided by the number of
observations. The mean is often quoted along with the standard deviation: the mean
describes the central location of the data, and the standard deviation describes the spread.
An alternative measure of dispersion is the mean deviation, equivalent to the average

absolute deviation from the mean. It is less sensitive to outliers, but less mathematically
tractable.

Standard Deviation
The standard deviation of a probability distribution is defined as the
square root of the variance ,
(1)
(2)
where is the mean, is the second raw moment, and

denotes an expectation value. The variance is therefore equal to the
second central moment (i.e., moment about the mean),
(3)
The square root of the sample variance of a set of values is the

sample standard deviation
(4)
The sample standard deviation distribution is a slightly complicated,

though well-studied and well-understood, function.
However, consistent with widespread inconsistent and ambiguous

terminology, the square root of the bias-corrected variance is
sometimes also known as the standard deviation,
(5)
The standard deviation of a list of data is implemented as Standard

Deviation.
Physical scientists often use the term root-mean-square as a synonym

for standard deviation when they refer to the square root of the mean
squared deviation of a quantity from a given baseline.
The standard deviation arises naturally in mathematical statistics

through its definition in terms of the second central moment. However,
a more natural but much less frequently encountered measure of

average deviation from the mean that is used in descriptive statistics
is the so-called mean deviation.

The T-Test
The t-test assesses whether the means of two groups are statistically different from each
other. This analysis is appropriate whenever you want to compare the means of two
groups, and especially appropriate as the analysis for the posttest-only two-group
randomized experimental design.
Figure 1. Idealized distributions for treated and comparison group posttest values.
Figure 1 shows the distributions for the treated (blue) and control (green) groups in a
study. Actually, the figure shows the idealized distribution -- the actual distribution
would usually be depicted with a histogram or bar graph. The figure indicates where the
control and treatment group means are located. The question the t-test addresses is
whether the means are statistically different.
What does it mean to say that the averages for two groups are statistically different?
Consider the three situations shown in Figure 2. The first thing to notice about the three
situations is that the difference between the means is the same in all three. But, you
should also notice that the three situations don't look the same -- they tell very different
stories. The top example shows a case with moderate variability of scores within each
group. The second situation shows the high variability case. the third shows the case with
low variability. Clearly, we would conclude that the two groups appear most different or
distinct in the bottom or low-variability case. Why? Because there is relatively little
overlap between the two bell-shaped curves. In the high variability case, the group
difference appears least striking because the two bell-shaped distributions overlap so
much.

Figure 2. Three scenarios for differences between means.
This leads us to a very important conclusion: when we are looking at the differences
between scores for two groups, we have to judge the difference between their means
relative to the spread or variability of their scores. The t-test does just this.
Statistical Analysis of the t-test

The formula for the t-test is a ratio. The top part of the ratio is just the difference between
the two means or averages. The bottom part is a measure of the variability or dispersion
of the scores. This formula is essentially another example of the signal-to-noise metaphor
in research: the difference between the means is the signal that, in this case, we think our
program or treatment introduced into the data; the bottom part of the formula is a
measure of variability that is essentially noise that may make it harder to see the group
difference. Figure 3 shows the formula for the t-test and how the numerator and
denominator are related to the distributions.

Figure 3. Formula for the t-test.
The top part of the formula is easy to compute -- just find the difference between the
means. The bottom part is called the standard error of the difference. To compute it,
we take the variance for each group and divide it by the number of people in that group.
We add these two values and then take their square root. The specific formula is given in
Figure 4:
Figure 4. Formula for the Standard error of the difference between the means.
Remember, that the variance is simply the square of the standard deviation.
The final formula for the t-test is shown in Figure 5:

Figure 5. Formula for the t-test.
The t-value will be positive if the first mean is larger than the second and negative if it is
smaller. Once you compute the t-value you have to look it up in a table of significance to
test whether the ratio is large enough to say that the difference between the groups is not
likely to have been a chance finding. To test the significance, you need to set a risk level
(called the alpha level). In most social research, the "rule of thumb" is to set the alpha
level at .05. This means that five times out of a hundred you would find a statistically
significant difference between the means even if there was none (i.e., by "chance"). You
also need to determine the degrees of freedom (df) for the test. In the t-test, the degrees of
freedom is the sum of the persons in both groups minus 2. Given the alpha level, the df,
and the t-value, you can look the t-value up in a standard table of significance (available
as an appendix in the back of most statistics texts) to determine whether the t-value is
large enough to be significant. If it is, you can conclude that the difference between the
means for the two groups is different (even given the variability). Fortunately, statistical
computer programs routinely print the significance test results and save you the trouble of
looking them up in a table.
Pearson's chi-square test (χ2) is one of a variety of chi-square tests – statistical

procedures whose results are evaluated by reference to the chi-square distribution. Its
properties were first investigated by Karl Pearson.
It tests a null hypothesis that the relative frequencies of occurrence of observed events
follow a specified frequency distribution. The events are assumed to be independent and
have the same distribution, and the outcomes of each event must be mutually exclusive.
A simple example is the hypothesis that an ordinary six-sided die is "fair", i.e., all six
outcomes occur equally often. Pearson's chi-square is the original and most widely-used
chi-square test.
Chi-square is calculated by finding the difference between each observed and theoretical
frequency for each possible outcome, squaring them, dividing each by the theoretical
frequency, and taking the sum of the results:

where
Oi = an observed frequency;
Ei = an expected (theoretical) frequency, asserted by the null hypothesis.
Pearson's chi-square is used to assess two types of comparison: tests of goodness of fit
and tests of independence. A test of goodness of fit establishes whether or not an
observed frequency distribution differs from a theoretical distribution. A test of
independence assesses whether paired observations on two variables, expressed in a
contingency table, are independent of each other – for example, whether people from
different regions differ in the frequency with which they report that they support a
political candidate.
A chi-square probability of 0.05 or less is commonly interpreted by applied workers as

justification for rejecting the null hypothesis that the row variable is unrelated (that is,
only randomly related) to the column variable. The alternate hypothesis is accepted that
both the variables have an associated relationship.
Correlation
In probability theory and statistics, correlation, also called correlation coefficient,
indicates the strength and direction of a linear relationship between two random
variables. In general statistical usage, correlation or co-relation refers to the departure of
two variables from independence. In this broad sense there are several coefficients,
measuring the degree of correlation, adapted to the nature of data.
A number of different coefficients are used for different situations. The best known is the
Pearson product-moment correlation coefficient, which is obtained by dividing the
covariance of the two variables by the product of their standard deviations. Despite its
name, it was first introduced by Francis Galton.

Correlation and linearity
Four sets of data with the same correlation of 0.81
While Pearson correlation indicates the strength of a linear relationship between two
variables, its value alone may not be sufficient to evaluate this relationship, especially in
the case where the assumption of normality is incorrect.
The image on the right shows scatterplots of Anscombe's quartet, a set of four different
pairs of variables created by Francis Anscombe.[2] The four y variables have the same
mean (7.5), standard deviation (4.12), correlation (0.81) and regression line ( ).
However, as can be seen on the plots, the distribution of the variables is very different.
The first one (top left) seems to be distributed normally, and corresponds to what one
would expect when considering two variables correlated and following the assumption of
normality. The second one (top right) is not distributed normally; while an obvious
relationship between the two variables can be observed, it is not linear, and the Pearson
correlation coefficient is not relevant. In the third case (bottom left), the linear
relationship is perfect, except for one outlier which exerts enough influence to lower the
correlation coefficient from 1 to 0.81. Finally, the fourth example (bottom right) shows
another example when one outlier is enough to produce a high correlation coefficient,
even though the relationship between the two variables is not linear.
These examples indicate that the correlation coefficient, as a summary statistic, cannot
replace the individual examination of the data.

Means
Case Processing Summary
Cases
Included Excluded Total
N Percent N Percent N Percent
overall satisfaction *
200 100.0% 0 .0% 200 100.0%
overall strategy
recommend to other *
200 100.0% 0 .0% 200 100.0%
overall strategy
repurchase products *
200 100.0% 0 .0% 200 100.0%
overall strategy
200 100.0% 0 .0% 200 100.0%
avalibility
200 100.0% 0 .0% 200 100.0%
avalibility
200 100.0% 0 .0% 200 100.0%
avalibility
overall satisfaction * price
200 100.0% 0 .0% 200 100.0%
200 100.0% 0 .0% 200 100.0%
price
200 100.0% 0 .0% 200 100.0%
price
200 100.0% 0 .0% 200 100.0%
Quality
200 100.0% 0 .0% 200 100.0%
Quality
200 100.0% 0 .0% 200 100.0%
Quality
200 100.0% 0 .0% 200 100.0%
representative courteous
200 100.0% 0 .0% 200 100.0%
200 100.0% 0 .0% 200 100.0%
representative'sknowledg 200 100.0% 0 .0% 200 100.0%
e
e
e

overall satisfaction recommend to other repurchase products * overall
strategy
overall recommend repurchase

overall strategy satisfaction to other products
1 Mean 3.63 3.50 3.75
N 16 16 16
Std. Deviation .719 .966 .856
2 Mean 3.50 3.76 3.84
N 38 38 38
Std. Deviation 1.059 .998 1.151
3 Mean 3.48 3.42 3.83
N 48 48 48
Std. Deviation 1.010 1.164 1.059
4 Mean 3.53 3.58 3.70
N 57 57 57
Std. Deviation .966 1.017 1.180
5 Mean 3.44 3.73 3.56
N 41 41 41
Std. Deviation 1.050 .867 1.266
Total Mean 3.50 3.60 3.74
N 200 200 200
Std. Deviation .987 1.017 1.136

overall satisfaction recommend to other repurchase products *
avalibility

avalibility satisfaction to other products
1 Mean 3.00 3.50 3.25
N 4 4 4
Std. Deviation 1.155 .577 1.500
2 Mean 3.73 4.03 3.77
N 30 30 30
Std. Deviation .785 .850 1.135
3 Mean 3.57 3.45 3.64
N 44 44 44
Std. Deviation 1.021 .951 1.203
4 Mean 3.41 3.61 3.66
N 76 76 76
Std. Deviation 1.035 1.096 1.150
5 Mean 3.48 3.46 3.98
N 46 46 46
Std. Deviation .983 1.026 1.022
Total Mean 3.50 3.60 3.74
N 200 200 200
Std. Deviation .987 1.017 1.136
overall satisfaction recommend to other repurchase products * price

price satisfaction to other products
1 Mean 3.40 3.20 4.00
N 5 5 5
Std. Deviation .894 1.304 .707
2 Mean 3.25 3.38 3.81
N 16 16 16
Std. Deviation 1.125 .719 1.047
3 Mean 3.34 3.58 3.95
N 92 92 92
Std. Deviation 1.082 1.040 1.083
4 Mean 3.69 3.75 3.48
N 81 81 81
5 Mean 4.17 2.83 3.50
N 6 6 6
Std. Deviation .753 1.329 1.643
Total Mean 3.50 3.60 3.74
N 200 200 200
Std. Deviation .987 1.017 1.136

overall satisfaction recommend to other repurchase products * Quality

Quality satisfaction to other products
1 Mean 3.89 3.44 4.22
N 9 9 9
Std. Deviation .782 1.333 1.202
2 Mean 3.71 3.63 3.38
N 24 24 24
Std. Deviation .550 1.056 .924
3 Mean 3.34 3.61 3.78
N 41 41 41
Std. Deviation 1.175 .972 1.173
4 Mean 3.51 3.67 3.76
N 88 88 88
Std. Deviation 1.050 1.014 1.155
5 Mean 3.42 3.45 3.74
N 38 38 38
Std. Deviation .858 1.005 1.155
Total Mean 3.50 3.60 3.74
N 200 200 200
Std. Deviation .987 1.017 1.136
overall satisfaction recommend to other repurchase products * representative

courteous

representative courteous satisfaction to other products
1 Mean 3.33 3.11 4.22
N 9 9 9
Std. Deviation 1.225 1.054 .833
2 Mean 3.40 3.88 3.96
N 25 25 25
Std. Deviation 1.118 1.013 1.060
3 Mean 3.64 3.64 3.60
N 45 45 45
Std. Deviation .933 1.004 1.031
4 Mean 3.45 3.70 3.69
N 64 64 64
Std. Deviation 1.022 1.019 1.220
5 Mean 3.51 3.40 3.72
N 57 57 57
Total Mean 3.50 3.60 3.74
N 200 200 200
Std. Deviation .987 1.017 1.136

overall satisfaction recommend to other repurchase products *
representative'sknowledge
representativ overall recommend repurchase

e'sknowledge satisfaction to other products
1 Mean 3.43 3.43 4.00
N 7 7 7
2 Mean 3.48 3.65 3.96
N 23 23 23
Std. Deviation 1.082 1.152 1.147
3 Mean 3.53 3.58 3.60
N 43 43 43
Std. Deviation 1.162 .823 1.050
4 Mean 3.58 3.81 3.85
N 72 72 72
5 Mean 3.38 3.35 3.56
N 55 55 55
Std. Deviation .972 1.190 1.198
Total Mean 3.50 3.60 3.74
N 200 200 200
Std. Deviation .987 1.017 1.136
T-Test
One-Sample Statistics
Std. Error
N Mean Std. Deviation Mean
overall satisfaction 200 3.50 .987 .070
recommend to other 200 3.60 1.017 .072
repurchase products 200 3.74 1.136 .080
representative'sknowled
200 3.73 1.093 .077
ge
representative courteous 200 3.68 1.147 .081
overall strategy 200 3.35 1.226 .087
avalibility 200 3.65 1.055 .075
price 200 3.34 .772 .055
Quality 200 3.61 1.065 .075

One-Sample Test
Test Value = 0
95% Confidence
Interval of the
Mean Difference
t df Sig. (2-tailed) Difference Lower Upper
overall satisfaction 50.131 199 .000 3.500 3.36 3.64
recommend to other 50.039 199 .000 3.600 3.46 3.74
repurchase products 46.484 199 .000 3.735 3.58 3.89
representative'sknowled
48.183 199 .000 3.725 3.57 3.88
ge
representative courteous 45.306 199 .000 3.675 3.52 3.83
overall strategy 38.580 199 .000 3.345 3.17 3.52
avalibility 48.927 199 .000 3.650 3.50 3.80
price 61.105 199 .000 3.335 3.23 3.44
Quality 47.951 199 .000 3.610 3.46 3.76
T-Test
Paired Samples Statistics
Std. Error
Mean N Std. Deviation Mean
Pair overall satisfaction 3.50 200 .987 .070
1 price 3.34 200 .772 .055
2 avalibility 3.65 200 1.055 .075
3 Quality 3.61 200 1.065 .075

Case Processing Summary
Cases
Included Excluded Total
N Percent N Percent N Percent
200 100.0% 0 .0% 200 100.0%
overall strategy
200 100.0% 0 .0% 200 100.0%
overall strategy
200 100.0% 0 .0% 200 100.0%
overall strategy
200 100.0% 0 .0% 200 100.0%
avalibility
200 100.0% 0 .0% 200 100.0%
avalibility
200 100.0% 0 .0% 200 100.0%
avalibility
overall satisfaction * price
200 100.0% 0 .0% 200 100.0%
200 100.0% 0 .0% 200 100.0%
price
200 100.0% 0 .0% 200 100.0%
price
200 100.0% 0 .0% 200 100.0%
Quality
200 100.0% 0 .0% 200 100.0%
Quality
200 100.0% 0 .0% 200 100.0%
Quality
200 100.0% 0 .0% 200 100.0%
200 100.0% 0 .0% 200 100.0%
200 100.0% 0 .0% 200 100.0%
e
e
e

Chi-Square Test
Frequencies
overall satisfaction
Observed N Expected N Residual

1 14 40.0 -26.0
2 16 40.0 -24.0
3 40 40.0 .0
4 116 40.0 76.0
5 14 40.0 -26.0
Total 200
avalibility

1 4 40.0 -36.0
2 30 40.0 -10.0
3 44 40.0 4.0
4 76 40.0 36.0
5 46 40.0 6.0
Total 200
price

1 5 40.0 -35.0
2 16 40.0 -24.0
3 92 40.0 52.0
4 81 40.0 41.0
5 6 40.0 -34.0
Total 200
Quality

1 9 40.0 -31.0
2 24 40.0 -16.0
3 41 40.0 1.0
4 88 40.0 48.0
5 38 40.0 -2.0
Total 200

Test Statistics
overall
satisfaction avalibility price Quality
Chi-Squarea 192.600 68.600 183.550 88.150
df 4 4 4 4
Asymp. Sig. .000 .000 .000 .000
a. 0 cells (.0%) have expected frequencies less than 5. The
minimum expected cell frequency is 40.0.

Correlations
C o rre la t io n s
o v e r a ll o v e r a l l r e c o m m er ne dp u r c h ar es pe r e s e n rt ae tpivr e s e n t a t iv e
s a t is f a c t si ot rn a t e g ay v a l ib i li t py r i c e Q u a li t y t o o t h e r p r o d u c t s' s k n o w le d cg oe u r t e o u s
o v e r a l l s a t i s f a cPt ioe an r s o n C o r r e l a t i o1 n - . 0 3 1 - . 0 5 8 . 1 8* 8* -.0 8 1 .0 6 0 .0 0 7 - .0 2 6 .0 1 6
S ig . ( 1 - t a i le d ) .3 3 1 .2 0 8 .0 0 4 .1 2 6 .1 9 9 .4 6 2 .3 5 9 .4 1 4
N 200 200 200 200 200 200 200 200 200
o v e r a l l s t r a t e g yP e a r s o n C o r r e l a- t. i0o 3n 1 1 -.0 1 5 -.0 9 1 .0 9 2 .0 2 7 -.0 7 5 .0 9 0 . 1 4* 8
S ig . ( 1 - t a i le d ) . 3 3 1 .4 1 7 .1 0 0 .0 9 7 .3 5 4 .1 4 7 .1 0 3 .0 1 8
N 200 200 200 200 200 200 200 200 200
a v a l ib il i t y P e a r s o n C o r r e l a- t. i0o 5n 8 - . 0 1 5 1 .0 1 5 -.0 7 7 - . 1 1* 7 .0 8 2 - .0 4 0 .0 2 2
S ig . ( 1 - t a i le d ) . 2 0 8 . 4 1 7 .4 1 6 .1 3 8 .0 4 9 .1 2 6 .2 8 6 .3 8 0
N 200 200 200 200 200 200 200 200 200
p r ic e P e a r s o n C o r r e l a .t1i o8*n8* - . 0 9 1 . 0 1 5 1 - . 1 6* 4 .0 6 9 - . 1 5* 6 .1 0 4 - .0 4 7
S ig . ( 1 - t a i le d ) . 0 0 4 . 1 0 0 . 4 1 6 .0 1 0 .1 6 5 .0 1 4 .0 7 2 .2 5 6
N 200 200 200 200 200 200 200 200 200
Q u a li t y P e a r s o n C o r r e l a- t. i0o 8n 1 . 0 9 2 - . 0 7 7 - . 1 6* 4 1 -.0 1 5 .0 1 0 .0 6 3 - .0 6 7
S ig . ( 1 - t a i le d ) . 1 2 6 . 0 9 7 . 1 3 8 . 0 1 0 .4 1 7 .4 4 6 .1 8 8 .1 7 2
N 200 200 200 200 200 200 200 200 200
r e c o m m e n d t o P oe t ah re sr o n C o r r e l a .t0i o6 n0 . 0 2 7 - . 1 1* 7 . 0 6 9 -.0 1 5 1 .0 6 4 - .0 5 4 - .0 6 0
S ig . ( 1 - t a i le d ) . 1 9 9 . 3 5 4 . 0 4 9 . 1 6 5 .4 1 7 .1 8 3 .2 2 3 .1 9 8
N 200 200 200 200 200 200 200 200 200
r e p u r c h a s e p r oP de ua cr tsso n C o r r e l a .t0i o0 n7 - . 0 7 5 . 0 8 2 - . 1 5* 6 .0 1 0 .0 6 4 1 - .0 7 9 - .0 7 4
S ig . ( 1 - t a i le d ) . 4 6 2 . 1 4 7 . 1 2 6 . 0 1 4 .4 4 6 .1 8 3 .1 3 3 .1 4 8
N 200 200 200 200 200 200 200 200 200
r e p r e s e n t a t iv e P' s ek an ro swo len dC o r r e l a- t. i0o 2n 6 . 0 9 0 - . 0 4 0 . 1 0 4 .0 6 3 -.0 5 4 -.0 7 9 1 - .0 8 8
ge S ig . ( 1 - t a i le d ) . 3 5 9 . 1 0 3 . 2 8 6 . 0 7 2 .1 8 8 .2 2 3 .1 3 3 .1 0 9
N 200 200 200 200 200 200 200 200 200
r e p r e s e n t a t iv e Pc eo au rrst eo on u Cs o r r e l a .t0i o1 n6 . 1 4* 8 . 0 2 2 - . 0 4 7 -.0 6 7 -.0 6 0 -.0 7 4 - .0 8 8 1
S ig . ( 1 - t a i le d ) . 4 1 4 . 0 1 8 . 3 8 0 . 2 5 6 .1 7 2 .1 9 8 .1 4 8 .1 0 9
N 200 200 200 200 200 200 200 200 200
* * .C o r r e la t io n i s s i g n if i c a n t a t t h e 0 . 0 1 l e v e l ( 1 - t a i l e d ) .
* .C o r r e l a t io n i s s ig n i f ic a n t a t t h e 0 . 0 5 l e v e l ( 1 - t a i le d ) .

Correlations
C o r re la t io n s
o v e r a ll o v e r a ll r e c o m m re en pd u r c h r ae sp er e s e nr tea pt ir ve es e n t a t i v e
s a t i s f a c tsi ot r na t e ga yv a l i b i l itpy r i c e Q u a l i t y t o o t h e r p r o d u c t' s k n o w l e dc go eu r t e o u s
o v e r a l l s a t i s f a Pc et i oa nr s o n C o r r e l a t1i o n - . 0 3 1 - . 0 5 8 . 1 8* *8 -.0 8 1 .0 6 0 .0 0 7 -.0 2 6 .0 1 6
S ig . ( 2 - t a ile d ) .6 6 2 .4 1 6 .0 0 8 .2 5 3 .3 9 8 .9 2 5 .7 1 9 .8 2 7
N 200 200 200 200 200 200 200 200 200
o v e r a l l s t r a t e gP ye a r s o n C o r r e l-a. 0t i 3o 1n 1 - .0 1 5 - .0 9 1 .0 9 2 .0 2 7 - .0 7 5 .0 9 0 . 1 4* 8
S ig . ( 2 - t a ile d ) . 6 6 2 .8 3 4 .2 0 1 .1 9 5 .7 0 9 .2 9 3 .2 0 6 .0 3 6
N 200 200 200 200 200 200 200 200 200
a v a lib ilit y P e a r s o n C o r r e l-a. 0t i 5o 8n - . 0 1 5 1 .0 1 5 -.0 7 7 - .1 1 7 .0 8 2 -.0 4 0 .0 2 2
S ig . ( 2 - t a ile d ) . 4 1 6 . 8 3 4 .8 3 2 .2 7 6 .0 9 9 .2 5 1 .5 7 1 .7 5 9
N 200 200 200 200 200 200 200 200 200
p r ic e P e a r s o n C o r r e l .a1t 8i*o*8n - . 0 9 1 . 0 1 5 1 - . 1 *6 4 .0 6 9 - . 1 *5 6 .1 0 4 -.0 4 7
S ig . ( 2 - t a ile d ) . 0 0 8 . 2 0 1 . 8 3 2 .0 2 0 .3 3 1 .0 2 7 .1 4 4 .5 1 2
N 200 200 200 200 200 200 200 200 200
Q u a lit y P e a r s o n C o r r e l-a. 0t i 8o 1n . 0 9 2 - . 0 7 7 - . 1 *6 4 1 - .0 1 5 .0 1 0 .0 6 3 -.0 6 7
S ig . ( 2 - t a ile d ) . 2 5 3 . 1 9 5 . 2 7 6 . 0 2 0 .8 3 5 .8 9 2 .3 7 7 .3 4 4
N 200 200 200 200 200 200 200 200 200
r e c o m m e n d t oP eo at hr se or n C o r r e l .a0t 6i o 0n . 0 2 7 - . 1 1 7 . 0 6 9 -.0 1 5 1 .0 6 4 -.0 5 4 -.0 6 0
S ig . ( 2 - t a ile d ) . 3 9 8 . 7 0 9 . 0 9 9 . 3 3 1 .8 3 5 .3 6 5 .4 4 6 .3 9 7
N 200 200 200 200 200 200 200 200 200
r e p u r c h a s e p rPo ed au r cs tos n C o r r e l .a0t 0i o 7n - . 0 7 5 . 0 8 2 - . 1 *5 6 .0 1 0 .0 6 4 1 -.0 7 9 -.0 7 4
S ig . ( 2 - t a ile d ) . 9 2 5 . 2 9 3 . 2 5 1 . 0 2 7 .8 9 2 .3 6 5 .2 6 5 .2 9 7
N 200 200 200 200 200 200 200 200 200
r e p r e s e n t a t i v eP ' es ka nr so own l e Cd o r r e l-a. 0t i 2o 6n . 0 9 0 - . 0 4 0 . 1 0 4 .0 6 3 - .0 5 4 - .0 7 9 1 -.0 8 8
ge S ig . ( 2 - t a ile d ) . 7 1 9 . 2 0 6 . 5 7 1 . 1 4 4 .3 7 7 .4 4 6 .2 6 5 .2 1 7
N 200 200 200 200 200 200 200 200 200
r e p r e s e n t a t i v eP ec ao ru sr ot en o Cu so r r e l .a0t 1i o 6n . 1 4* 8 . 0 2 2 - . 0 4 7 -.0 6 7 - .0 6 0 - .0 7 4 -.0 8 8 1
S ig . ( 2 - t a ile d ) . 8 2 7 . 0 3 6 . 7 5 9 . 5 1 2 .3 4 4 .3 9 7 .2 9 7 .2 1 7
N 200 200 200 200 200 200 200 200 200
* * C. o r r e l a t i o n i s s i g n i f i c a n t a t t h e 0 . 0 1 l e v e l ( 2 - t a i l e d ) .
* .C o r r e l a t i o n i s s i g n i f i c a n t a t t h e 0 . 0 5 l e v e l ( 2 - t a i l e d ) .

Conclusion
In the BIG BAZAAR WAZIRPUR there are fewer gaps in merchandise.
Most of the customers are happy with the store merchandise. According to the
survey most of the customer take repurchase design.
By SPSS I came to know the deviation in repurchase is very less, which is a
good thing for this store
Other findings are the repurchase decision, recommended to others are closely
related to the factors
Representative’s knowledge
Representative courteous
Overall strategy
Availability
Price
Quality
By correlation I came to know that the variable defined by me is closely related.
The correlation coefficient gives a positive Result.
I have done a survey in WAZIRPUR by taking sample size 50 in 1 km of radius.

Most of the people know Big Bazaar as a brand. It’s a good thing for our
organization. But 74 % of house wife from survey never came in our store. This
is a type of communication GAP.
By staff member I came to know that we are not using all the opportunity
created by modern era. There are many type of problem behind it are
Demand estimation
Supply Chain on Real Time.
The Opportunity GAP exists in Food Bazaar Rohini. We should try to gain
benefit like Archies.

RECOMMENDATION
• Improve our merchandise mix and service standards.
• A proper planning to grape the opportunities created by media and other
sources.
• The communication category is loss making, so high level management
should think about it.
• Supply chain should be more effective.
• The F&V section should be operational on time, normally it take time. It
not only affects the sale but also affects the relationship with customer.
• There should be a CRM. I have made a CRM it should be upgraded
always.
• Marketing on store basis.
• The contribution of GM section is less in sale, so there should be proper
planning for it.
• Keep the prices of popular items low.
• Price according to target customer.
• The more realistic demand estimation.
• The mobile section should either close or need proper plan, product, price.
• There should be home delivery.

WEBSITES USED
http://www.csse.monash.edu.au/~smarkham/resources/scaling.htm
http://www.bplans.com/dp/article.cfm/148
http://www.pantaloon.com
http://www.mis.coventry.ac.uk/~nhunt/meths/random.html

ANNEXURES
1. Questionnaire for the customer
Questionnaire
Date_________ Q. No. _________
Dear Sir / Madam,
We are doing a brief survey. We would be grateful if you could spare a few minutes to
participate in it.
1) On a scale of 1 to 5 where 1 represents “Extremely satisfied” and 5 represents
“Extremely Dissatisfied,” how would you rate your level of overall satisfaction with Food
Bazaar?
1 2 3 4 5
2) How likely are you to recommend the Food bazaar to a friend or relative? Would you say
the chances are …
Excellent
Very Good
Good
Fair
Poor
3) How likely are you to repurchase products and services from Food Bazaar? Would you
say the chances are…
Excellent
Very Good
Good
Fair
Poor
4) Please list the top two reasons you initially became a loyal member of Food Bazaar in
order of importance?
a)
b)
5) How would you rate the representative's overall knowledge of your problem or
question? Would you say …
Excellent
Very Good
Good
Fair
Poor

6) And how would you rate the representative on being courteous? Would you say …
Excellent
Very Good
Good
Fair
Poor
7) Regarding the statement, "I am aware of Food Bazaar’s overall strategy," would you say
you …?
Strongly Agree
Agree
Somewhat Agree
Disagree
Strongly Disagree
8) How likely are you to repurchase products and services from Food Bazaar? Would you
say the chances are …
Excellent
Very Good
Good
Fair
Poor
9) How frequently you visit shopping mall?
Once a month
Twice a months
Thrice a month
Four times
More
10) Which all big format stores have you visited?

11) You visit shopping mall with –
Friends
Family
Colleagues
Alone
12) What do you think about quality of Food Bazaar Merchandise?
Excellent
Very Good
Good
Fair
Poor
13) What do you think about food bazaar price?

Excellent
Very Good
Good

Fair
Poor
Please let us know a little more about you.

1. Name __________________________
2. Age ____________________________
3. Sex ____________________________
4. Contact No. ______________________

Questionnaire
1. I have a clear idea of what is important to my organization and make sure
to include those items in what I focus on at work.
2. Does your organization plan its product realization projects?
3. Have you established product validation methods?
4. I frequently check in what others on my team or in my department to be

certain my assumption about what important agree with others
assumption.
5. Does your organization define requirements whenever it plans to realize a

product?
6. Do you understand the customer’s expectation about merchandise?
7. Does our organization fulfill customer’s expectation in good manner?
8. List the reason customer come here.
9. List the reason customer not come here.
10. Do you fill we provide the customer service stander the company sets.
11. Do you identify your customers' product requirements?
12. Do you identify your customers' delivery requirements?
13. Have you established product inspection methods?
14. Have you established product monitoring methods?

Please let us know a little about yourself
Name …………………………………………………………..
Emp no …………………………………………………………
ANY OTHER COMMENTS………………………………………………….

Y= YES, N= NO, S = SOME TIMES

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“A STUDY ON THE MERCHANDISE SWOT AND GAP

WORK CARRIED OUT AT

Submitted in partial fulfillment of

UNDER THE SUPERVISION OF

NSB SCHOOL OF BUSINESS

Vinay Singh (PGPBM) 1

This is to certify that the summer project report title “A

Vinay Singh (PGPBM) 2

Vinay Singh (PGPBM) 3

Vinay Singh (PGPBM) 4

Retail Sector in India

Vinay Singh (PGPBM) 5

As the contemporary retail sector in India is reflected in sprawling shopping

 Low share of organized retailing

Vinay Singh (PGPBM) 6

The retailing configuration in India is fast developing as shopping malls are

Vinay Singh (PGPBM) 7

Some facts that support this thinking:

 India is at the top position amongst 30 emerging markets as per the

Vinay Singh (PGPBM) 8

FDI in Retail Sector

Vinay Singh (PGPBM) 9

Pantaloon Retail (India) Limited is India’s leading retailer with a turnover of Rs

Vinay Singh (PGPBM) 10

Headquartered in Mumbai, the company operates through 3.5 million sq ft of

PANTALOON RETAIL (INDIA) LIMITED

Vinay Singh (PGPBM) 11

1987 - Company incorporated as Manz Wear Private Limited. Launch of

1991 - Launch of BARE, the Indian jeans brand.

1994- The Pantaloon Shoppe – exclusive menswear store in franchisee format

1995 - John Miller – Formal shirt brand launched.

1997 - Pantaloons – India’s family store launched in Kolkata.

Vinay Singh (PGPBM) 12

2005 - Fashion Station - the popular fashion chain is launched

Multiple retail formats including Collection i, Furniture Bazaar, Shoe Factory,

Pantaloon Retail is the flagship enterprise of the Future Group, which is

Vinay Singh (PGPBM) 13

Future Group Manifesto

“Future” – “the word which signifies optimism, growth, achievement, strength,

VISION AND MISSION

Vinay Singh (PGPBM) 14

We will be the trendsetters in evolving delivery formats, creating retail realty,

We shall infuse Indian brands with confidence and renewed ambition.

We shall be efficient, cost- conscious and committed to quality in whatever

Knowledge is the only weapon at our disposal.

Everything else is temporary, transient and misleading.

Vinay Singh (PGPBM) 15

Rewrite Rules. Retain Values

Vinay Singh (PGPBM) 16

• Indian-ness- confidence in ourselves

Future Value Retail India Pvt Ltd.

Vinay Singh (PGPBM) 17

This company structure empowers Pantaloon Retail to build a

Vinay Singh (PGPBM) 18

Vinay Singh (PGPBM) 19

Big Bazaar is the flagship retail store of Future Group contributing

Vinay Singh (PGPBM) 20

Store Management Structure at Big Bazaar

23Marketing at Big Bazaar:

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Vinay Singh (PGPBM) 22

Vinay Singh (PGPBM) 23