Executive Summary

India is a undergoing a retail revolution from the unorganized to the organized sector.
There are now modern retail format such as hypermarket, supermarket and malls.
several international companies such as Wal-Mart, Carrefour and Tesco are planning their
entry and establishment into the Indian market while several domestic companies are
setting up their retail setups, exclusive showrooms and large format stores such as
Reliance, Visual, Tata and the whole concept of shopping has altered in terms of format
and consumer buying behavior, ushering in a revolution in shopping in India.
These trends indicate that retailing, as an industry has come into its own. According to a
study by confederation of Indian industry organized retail sales in India were a mere
Rs.135 billion in 2012 but today with over 15 million outlets that provide employment to
over 74 million people (7%of the population) the size of the retail industry stands at USD
350 billion and it is expected to grow a compounded 30% over the next 5 years.
Retailing in India came with evolutionary patterns from Kirana store to super market.
This sector was un-organized in the initial stage, and after that it is carried forward and
now it is growing as supermarket and hypermarket. The paper will depict the main
drivers of the retail revolution in India and how this revolution changes the buying
behavior of the customer, increase in disposable income of the middle class,
infrastructure development and changing customer choice. Organized Retailing was
introduced in the last decade and has emerged as one of the sunrise industries in India.
The paper will mention the impact of organized retailing on unorganized sector. The
study will indicate how the consumer will be benefited from organized retailers. The
survey intends to analyze the consumer behavior towards Big Bazaar products, their
source of purchasing and the factors which influences their habit of purchasing from
malls and high end retailing sections in India.
Retailing consists of those business activities involved in the sale of goods and services
to consumers for their personal, family, or household use. Retailing comprises of four
elements customer orientation, coordinated effort, value-driven, and goal orientation. The
word "Retail" originates from a French-Italian word. Retailer-someone who cuts off or
sheds a small piece from something. Retailing is the set of activities that markets
1

products or services to final consumers for their own personal or household use. It does
this by organizing their availability on a relatively large scale and supplying them to
customers on a relatively small scale. Retailer is a Person or Agent or Agency or
Company or Organization who is instrumental in reaching the Goods or Merchandise or
Services to the End User or Ultimate Consumer.
Indian retail industry is the largest industry in India, with an employment of around 8%
and contributing to over 10% of the country's GDP. Retail industry in India is expected to
rise 25% yearly being driven by strong income growth, changing lifestyles, and favorable
Demographic patterns.
This project focus on taking an in depth analysis of retail scenario and consumer trends as
they are emerging and identify the various retailing models that would work, in the
Indian retail market. The analysis is done by looking at global retail trends vis--vis the
ones in India. The Current state of Indian retail industry characteristics and economics
drivers of change, to understand the consumer buying behavior and what it fore tails
about the nature of the industry. To predict the kind of retail models that would work in
India besides analyzing the existing ones, the attempt has been to predict to product
potentially promising formats.
Manufacturing marketers see the process of retailing as a necessary part of their overall
distribution strategy. The term "retailer" is also applied where a service provider services
the needs of a large number of individuals, such as a public utility, like electric power.

Objectives of Study
1. To know about the marketing strategy of Big Bazaar.
2. To know the awareness of the customers towards Big Bazaar.
3. To know whether the customers are satisfied with present service given by the
Big bazaar.
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4. Factors considering while purchasing retail products.

Research Methodology
Research methodology is the way to systematically solve the research problem. it may be
understood as a science of studying to how research is done scientifically .In it we study
the various step that are generally adopted by a researcher in studying his research
problem along with the logic behind them .
In research methodology we not only talk of the research methods but also consider the
logic behind the methods we use in the content of our research study and explain why we
3

are using a particular method and why we are not using others so that research results are
capable of being evaluated either by the researcher himself or by others.
Sample design
A sample design is a definite plan for obtaining a sample from a given population sample
design may as well lay down the number of items to be to be included in the sample is the
size of sample,
(I) Types of universe
The first step in developing any sample design is to clearly define the set of objects,
technically called the universe to be studied. The universe is infinite as the number of
customer is unlimited.
(ii) Sampling unit:
A decision has to be taken concerning a sampling unit before selecting sample. Sampling
unit may be a geographical one such as state, district, village, etc., or a construction unit
such as house, flat, etc., or it may be a social unit such as family, club, school, etc., or it
may be an individual. The researcher will have to decide one or more of such units that
he has to select for his study.

(iii) Size of the samples

As the universe is infinite so the number of consumer will be limited. Hence sample size
is of 20 consumers belong to various level of society.
Data collection:
Data is the key activity of marketing research. The design of the data collecting method is
backbone of research design. Data constitute the foundation of statistical analysis and
interpretation. Hence the first step in statistical work is to obtain data.
Data is detained from two important sources, namely:
1. Primary data
2. Secondary data
4

Primary Data:
Primary data are gathered from the specific purpose or for a specific research project,
consists of original information for the fulfillment of original objective.
When the data are required for the particular study can be found neither in the internal
record of the enterprise nor in published source, in some cases may it become necessary
to collect original data.
Primary data can be collected in four ways:
1. Observation
2. Focus
3. Survey.
4. Experiment
Secondary Data:
Secondary data are the data, which already exists somewhere. Secondary data provide
starting point of research and after that the advantage of low cost and ready availability.
Secondary data can be divided into two types:
1. Internal Data
2. External Data
When researcher use the data that has already been collected by other data is collected is
called Secondary Data. Secondary data can be obtained from journals i.e. internal sources
report. Government publications and books, professional bodies etc.
Internal data are reports and memos generated within an organization to facilitate its
operations. External data are those specially produce for outside consumption.
Sources from which I have taken the secondary data are as under:
1. Direct observation
2. BIG BAZAAR website
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4. Survey and customer data & report as well as staff of the store

Literature Review
1. Kay M. Palan (2000): In his paper outlined gender identity, of consumer behavior
studies in the marketing literature that have examined gender identity. Based on
the literature review, the paper evaluates whether gender identity research is still
warranted, and proposes specific research questions to guide future research. The
author is of the view that it is very essential to understand the complex and
changeable nature of personality traits associated with gender categories.
2. Nikhilesh Dholakia & Piyush Kumar Sinha (2005): Customers tend to come to
the stores with a choice set. This set varies according to the extent of planning that
the customer undertakes before reaching the store. With more planning, this
choice set narrows. While buying from the traditional format (serviced) stores, the
customers carry lists. These lists, in many cases, mention the brand name of the
product. Generally, the retailer simply fetches the sought brands and collects them
on the counter, ready for tallying and payment. In the very affluent families, these
patterns exhibit variations. Rather than the husband, the cart pusher may be the
maid or the driver (chauffer). Of course, in such cases, almost all the picking and
paying is done by "madam," the housewife-employer. While not yet much evident
in Ahmadabad, in bigger metropolitan areas such as Delhi or Mumbai, there are
some observed cases of maids coming to shop on their own, using lists provided
by the employer. To command appropriate respect from the store help, the maids
"dress up" in such situations. There has not been significant effort by research
6

scholars and marketers to study the consumer behavior pattern in Malls and to
differentiate the same with behavior pattern in traditional Mom-&-Pop shops. If
the research has been conducted it is not being made available to the other
researchers.
3. Surbhi Khosla (2006): In her article briefly discussed about the retail sector in
India and its journey. The article mentions in the chronological order the evolution
of different retail formats in India and also major retailers in different formats. The
article also discussed the recent trends in the formats and future scope of the
different formats of retailing.
4. Sonal Kureshi, Vandana Sood, Abraham Koshy (2007): Conducted a research
study on Comprehensive Analysis of Exclusive Brand Store Customer in Indian
Market. The objective of the research was (a) to provide insight about the profile
of the consumers of exclusive brand store, based on their demographic and
psychographic characteristics (b) to find out differences if any between the
Browser and Purposive customers and (c) to examine the differences that
emerge and draw implications for the retailer.
5. Piyush Kumar Sinha & Sanjay Kumar (2007): Conducted research study to
identify and classify the different formats of retailing in India. The study classifies
the different formats of retailing in different categories and also explains the
growth of each category and motivation of retailers to expand into specific
category. Some of the findings of the study include: Most of the organized
retailers in India are harping on quality, service, convenience, satisfaction and
assured benefits to lure shoppers into the store. Retailers are not creating value for
the consumer and also unable to decide suitable vehicle to deliver desired
consumer value. No doubt that retail format is one of the vehicles to deliver value
proposition and also it helps to position the store in the mind of target shoppers.
6. Asif Zameer (2007): In his paper has discussed MALL MANAGEMENT and
has concluded that Mall Management has emerged as the single most
7

differentiating factor in todays scenario where the numbers of malls are

multiplying. The need of the malls to differentiate themselves is a sure way of
emerging winner and this positioning is ensured through mall-management. Mallmanagement is all about differentiating mall from the rest, getting maximum
footfalls, converting the footfalls to purchase and keeping the footfalls and the
tenants happy and satisfied.

7. A M Sakkthivel (2007): Conducted a study on Strategic Placement of Organized

Retail Formats in Potential Markets - A Critical Analysis the study covered
different retail formats and their locations for reaching the target market. The
study concluded that the majority of the new retail formats are concentrated in tier
1 cities; the new retail formats are increasingly expanding their operations in tier 2
and smaller cities also. Categorization of potential markets and mapping of the
retail formats are key success factors for the organized retail formats in India.
8. Manoj K Trivedi (2008): In his paper entitled From Traditional Markets to
Shopping Malls. A paradigm shift holds the view regarding of the fast
approaching retail boom scenario that it is likely to happen sooner than later. The
author discussed the impact of the same on the Indian Traditional retail outlets
with its likely positive and negative impact. The author concludes that where the
organized sector poses a cutthroat competition for the kiranas the fact still remains
that India being a country with diversified social classes there is a scope for both
to survive. The emergence of a developed retail sector will pose a competition
rather than a threat to the traditional stores which would help these stores change
their outlook and ways of working.

LIMITATIONS OF THE STUDY

1. Time constraint
The allotted time to conduct the survey was 15 days.
2. Availability of data:
Most of the restaurants and eating joints were not in favor of us
conducting the survey inside their premises as it would disturb
their customers. Non-willingness of the respondents to answer
the questionnaire was also a hurdle.
3. Reliability of data:Reliability of data always remains a prime concern when humans
are

surveyed.

Mon-interest,

poor

understanding,

unclear

questions, inability to think instantly and customer biases creeps

in apprehensiveness in the minds of the researcher while
tabulating and analyzing the data.
It is not possible for any market study to make it accurate due to many
hurdles in the collection and computation of data. Some limitations of the
study are listed below
4. Respondents show reluctance towards giving correct information.
5. Findings of the study are based on the assumption that respondents have
disclosed in the questionnaire.
6. Time was a major constraint.
7. The sample was limited to only customers who have made a purchase at
big bazaar.

8. This report based on some selected questionnaires only

9. This report based on the only 200 customers of Big-Bazaar
9

10.

This report based on the only 1 shopping mall

11.

This report may change with Social, Economical, and

Political etc parameters.

12.

This report may also change with budget constraints,

market changes.

Study of Marketing Strategy of Big-Bazaar An Introduction

Organized retail is gaining tremendous importance in the recent times.

On the other hand, the retail industry is also facing severe competition
and those who are able to retain their customers are the ones that are
able to succeed in the market place.

The retail firms are spending a lot of their marketing resources to keep
existing customers rather than to attract new ones. Customer
satisfaction plays a key role in customer retention and also is a major
differentiating factor among retail stores. Delivering satisfaction to the
consumers has become one of the major drivers of profitability.

In this scenario, the firms have to work on what attracts consumers

and what will make them not to shift their choice towards competitors.
Working

out

strategies

in

this

direction

requires

thorough

understanding of the preferences of the consumers on the attributes

that are considered of much significance.
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The Retail bazaar in India is booming beyond everyones expectation.

The Indian Retail sector has caught the worlds imagination in the last
few years. Indias retail growth was largely driven by increasing
disposable incomes, favorable demographics, changing lifestyles,
growth of the middle class segment and a high potential for
penetration into urban and rural markets. The organized retail sector
accounts for 5 % which is expected to grow to 10 % by the end of
2016.

Number of large corporate houses like Aditya Birla , Bharti , Reliance

,Pantaloons ,Vishal ,Tata Retail, RPG, Raheja's and Piramals's have
diversified to add retail to their sector portfolio. This study revolves
around the opportunities and challenges faced by organized retail
players in India. It was found that organized retailers see competition
from the unorganized sector as their biggest challenge, followed by
competition between organized retailers and the inefficiency of
distribution channels, internal logistical problem and retail shrinkage.

India is one of the largest emerging markets, with a population of over

one billion. It is one of the largest economies in the world in terms of
purchasing power. Retailing in India is at a nascent stage of its
evolution, but within a small period of time certain trends are clearly
emerging which are in line with the global experiences. Organized
retailing has become more popular in big cities in India and most of the
metropolitan cities and other big cities are flooded by modern
organized retail stores. Many semirural areas have also witnessed
entry of such organized retail outlets. India's retail sector is estimated
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to touch US$ 833 billion by 2013 and US$ 1.3 trillion by 2018, with a
compound annual growth rate (CAGR) of 10%, which is quite lucrative.
Retailing as a whole contributes almost 10% of Indias GDP, and
employs almost 8% of Indias employable population. The organized
sector accounts for a mere 5 per cent indicating a huge potential
market opportunity that is lying in the waiting for the consumer-savvy
organized retailer. Purchasing power of Indian urban consumer is
growing and branded merchandise in categories like Apparels,
Cosmetics, Shoes, Watches, Beverages, Food and even Jewellery are
slowly becoming lifestyle products that are widely accepted by the
urban Indian consumer. Organized retailing is witnessing a wave of
players entering the industry. These players are experimenting with
various retail formats. A number of large corporate houses like Bharti,
Reliance, Future Group(Big Bazaar), Vishal, Tata's, RPG, Raheja's and
Piramals's have already made their foray into this arena, with beauty
and health stores, supermarkets, self-service music stores, new age
book stores, everyday low price stores, computers and peripherals
stores, office equipment stores and home/building construction stores.
Today organized players have attacked every retail category
Organized retail chains comprise only 3% of the Indian market. Rest
97% market is comprised of mom-and pop type shops. Now the
number of organized retail stores is gradually increasing. According to
ETIG (Economic Times Intelligence Group), the size of the organized
retail industry was about Rs. 160 billion in 2001-02. In 2005 budget
Government has allowed 26% Foreign Direct footwear, furniture and
furnishing, catering services, jewellery and watches, books, music and
gifts, mobile handsets and others. Investment (FDI) in the retail sector.
Organized retailing is on continuous increase of its market share from
the past. Retailing can be categorized as of different sectors like food
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and groceries, clothing and textiles, consumer durables, footwear,

furniture and furnishing, catering services, jewellery and watches,
books, music and gifts, mobile handsets and others.

Big Bazaar Pvt Ltd A PROFILE

Big Bazaar is Indias leading retailer that operates multiple retail formats in both the
value and lifestyle segment of the Indian consumer market. Headquartered in Mumbai
(Bombay), the company operates over 7 millions square feet of retail space, has over
1000 stores across 53 cities in India and employs over 25,000 people.
The companys leading formats include Pantaloons, a chain of fashion outlets, Big
Bazaar, a uniquely Indian Hypermarket chain, food Bazaar, a supermarket chain, blends
the look, touch and feel of Indian bazaars with aspects of modern retail like choice,
13

convenience and quality and Central, a chain of seamless destination malls. Some of its
other formats include Depot, Shoe Factory, Brand Factory, Blue Sky, and Fashion Station.
The company also operates an online portal, futurebazaar.com.
Big Bazaar is not just another hypermarket. It caters to every need of your family. Where
Big Bazaar scores over other stores is its value for money proposition for the Indian
customers.
At Big Bazaar, you will definitely get the best products at the best prices - thats what
they guarantee. With the ever increasing array of private labels, it has opened the doors
into the world of fashion and general merchandise including
Home furnishings, utensils, crockery, cutlery, sports goods and much more at prices that
will surprise you. And this is just the beginning. Big Bazaar plans to add much more to
complete your shopping experience.
Future group
Future group is one of the countrys leading business groups present in retail, asset
management, consumer finance, insurance, retail media, retail spaces and logistics. The
groups flagship company, pantaloon Retail (India) Limited operates over 7 million
square feet of retail space, has over 1000 stores of its leading retail formats include,
Pantaloon, Big Bazaar, Central, Food Bazaar, Home Town, Ozone, Depot, future Money
and online retail format, futurebazaar.com.
Future group includes, Future Capital Holding, Future Generally India Indus league
clothing and Galaxy Entertainment that manages sports Bar, Brew Bar and Bowling Co.
Future Capital Holding, the group s financial arm, focuses on asset management and
consumer
Most Big Bazaar stores are multi-level and are located in stand-alone buildings in city
Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of Indias
leading business houses with multiple businesses spanning across the consumption space.
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While retail forms the core business activity of Future Group, group subsidiaries are
present in consumer finance, capital, insurance, leisure and entertainment, brand
development, retail real estate development, retail media and logistics. Led by its flagship
enterprise, Pantaloon Retail, the group operates over 12 million square feet of retail space
in 71 cities and towns and 65 rural locations across India. Headquartered in Mumbai
(Bombay), Pantaloon Retail employs around 30,000 people and is listed on the Indian
stock exchanges. The company follows a multi-format retail strategy that captures almost
the entire consumption basket of Indian customers. In the lifestyle segment, the group
operates Pantaloons, a fashion retail chain and Central, a chain of seamless malls. In the
value segment, its marquee brand, Big Bazaar is a hypermarket format that combines the
look, touch and feel of Indian bazaars with the choice and convenience of modern retail.
In 2008, Big Bazaar opened its 100th store, marking the fastest ever organic expansion of
a hypermarket. The first set of Big Bazaar stores opened in 2001 in Kolkata, Hyderabad
and Bangalore.
The groups specialty retail formats include, books and music chain, Depot, sportswear
retailer, Planet Sports, electronics retailer, Ezone, home improvement chain, Home Town
and rural retail chain, Aadhar, among others. It also operates popular shopping portal,
futurebazaar.com.
Future Capital Holdings, the groups financial arm provides investment advisory to assets
worth over $1 billion that are being invested in consumer brands and companies, real
estate, hotels and logistics. It also operates a consumer finance arm with branches in 150
locations.
Other group companies include, Future Generali, the groups insurance venture in
partnership with Italys Generali Group, Future Brands, a brand development and IPR
company, Future Logistics, providing logistics and distribution solutions to group
companies and business partners and Future Media, a retail media initiative.

15

The groups presence in Leisure & Entertainment segment is led through, Mumbai-based
listed company Galaxy Entertainment Limited. Galaxy leading leisure chains, Sports Bar
and Bowling Co. and family entertainment centers, F123. Through its partner company,
Blue Foods the group operates around 100 restaurants and food courts through brands
like Bombay Blues, Spaghetti Kitchen, Noodle Bar, The Spoon, Copper Chimney and
Gelato. Future Groups joint venture partners include, US-based stationery products
retailer, Staples and Middle East-based Axiom Communications.
The groups flagship company, Pantaloon Retail was awarded the International Retailer
of the Year 2007, by the US-based National Retail Federation, the largest retail trade
association and the Emerging Market Retailer of the Year 2007 at the World Retail
Congress in Barcelona.
Future Group believes in developing strong insights on Indian consumers and building
businesses based on Indian ideas, as espoused in the groups core value of Indianness.
The groups corporate credo is, Rewrite rules, Retain values.

AFFILIATE COMPANIES
Home Solutions Retail (India) Limited
Future Media (India) Limited
Future Logistic Solutions Limited
Future Axiom Telecom Limited
Pantaloon Food Product (India) Limited
Future General India Insurance Company Ltd
Future Capital Holdings Ltd
Future Bazaar India Ltd
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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.
Lines of Business of the Above Store
1. E-tailing
2. Food
3. Fashion
4. Home Solution
5. General Merchandise
6. Leisure and Entertainment
7. Wellness and Beauty
8. Books and Music
9. Footwear
10. Electronics
11. Children Accessories

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12. Crockery.

Operations
Most Big Bazaar stores are multi-level and are located in stand-alone buildings in city
centers as well as within shopping malls. These stores offer over 200,000 SKUs in a wide
range of categories led primarily by fashion and food products.
Food Bazaar, a supermarket format was incorporated within Big Bazaar in 2002 and is
now present within every Big Bazaar as well as in independent locations. A typical Big
Bazaar is spread across around 50,000 square feet (4,600 m 2) of retail space. While the
larger metropolises have Big Bazaar Family centers measuring between 75,000 square
feet (7,000 m2) and 160,000 square feet (15,000 m 2), Big Bazaar Express stores in smaller
towns measure around 30,000 square feet (2,800 m2).
Marketing Strategies for Various Products:
1. Convenience Products:
Price: convenience products are usually low priced goods.
Distribution/Place: the distribution is widespread and the products are made to be
available easily. Convenient locations are also very essential.
Promotion: the promotion activities are usually mass promotion by the producer.
Examples: toothpaste, magazines.
2. Shopping Products:
Price: shopping products are usually high priced goods.
Distribution/Place: the distribution is selective and there are fewer outlets.
Promotion: the promotion activities are usually advertising and personal selling by both
producer and resellers. Examples: televisions, furniture.
3. Specialty Products:
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Price: specialty products are usually high priced goods.

Distribution/Place: the distribution is exclusive and there are fewer outlets per market
area.
Promotion: the promotion activities are more carefully targeted these activities are
carried on by both producer and resellers.
Examples: Rolex watches, fine crystal.
CONSUMER BEHAVIOUR TOWARDS VARIOUS PRODUCTS
1. Convenience Products:
These products are frequently purchased by the consumer as they are required for daily
use. There is very little planning involved and there are very little comparisons between
similar or subsidiary products. The shopping efforts are also very low and the customer
does not involve himself while shopping.
2. Shopping Products:
These products are purchased less frequently as they are usually durables. There is a lot
of planning involved while shopping and shopping efforts are also high. There is a lot of
comparison between brands, price, quality, style etc. and the consumer may postpone the
purchase to get a better product.
3. Specialty Products:
These products have strong brand preference and brand loyalty. There are special
shopping efforts made by the customer to get these products. There is low comparison of
brands and there is low price sensitivity.
DEPARTMENT STORES
Big Bazaar operates in a building and they are divided into various sections called
Department Stores.
The various department stores are:
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1. Food Bazar
2. Plastics - Unsils - Crockery Department,
3. Mobile Mart
4. Apparel
5. Electronic Mart
6. Furniture Mart

Big bazaar
Key Facts
Year of Launch: -

2001

No of Stores: -

214

No of Cities with presence: - 90

A total retail space covered: - 16 million sq.ft.
Core Value Model: -Customer Connectivity experimenting with products and services
Savings Lowest Price
Focus of Marketing Initiatives: - Engage the customers by adapting to local culture
Focus on the lowest price guarantee in all the campaigns
Key Driver of Footfall: - Large Product Mix
Growth rate: -

19%-22%

For the last 12 years Big Bazaar is the brand associated with value for money and
convenience. Launched in the year 2001, Brand Big Bazaar wanted to bring affordability,
20

variety and hygiene within the reach of the common man. The big Bazaar growth story is
an ideal example of the expansion of the hypermarket format in the Indian subcontinent.
Today, Big Bazaar provides a platform for over 15,000 small, medium and large
producers and manufacturers to sell their products to Indian consumers.
In a more recent move Future Group merged its largest business unit, Future Value
Retail, which houses Big Bazaar and Food Bazaar, with Pantaloons Retail, a listed
company that runs the groups smaller retail operations. This move is expected to reduce
operating costs and restore investor confidence (www.economictimes.indiatimes.com).
But what remains same is the target audience of the brand the value seeking middle
class man, with Kanjoosi as his shopping ethos.
Price is the main value proposition for Big Bazaar. Prices are usually 5 to 60 percent
lower than the market price.

The Average Size of Big Bazaar store is 50,000 sq ft and the Big Bazaar family center
is 80,000-120,000 sq. ft.
Stocks 3,000 to 4,000 SKUs (stock-keeping units) of merchandise
Food and groceries account for 40% of Big Bazaars revenue, whereas fashion and
apparel make up for about 30% of the overall revenue. The remaining 30% comes
from the other units such as electronics.
Marketing Strategy
3-C Theory
According to Kishore Biryanis 3-C theory, Change and Confidence among the entire
population is leading to rise in Consumption, through better employment and income
21

which in turn is creating value to the agricultural products across the country.[3] Big
Bazaar has divided India into three segments:
India one: Consuming class which includes upper middle and lower middle class (14% of
India's population).
India two: Serving class which includes people like drivers, household helps, office
peons, liftmen, washer men, etc. (55% of India's population) and
India three: Struggling class (remaining 31% of India's population).
Schemes and innovations
Wednesday Bazaar:
The concept of Wednesday Bazaar was promoted as Hafte Ka Sabse Sasta Din
(Cheapest Day of the Week). Initiated in January 2007, the idea behind this scheme was
to draw customers to stores on Wednesdays, the day when consumer presence is usually
less. According to the chain, the aim of the concept was to give homemakers the power
to save the most.
Maha Bachat:
The concept of Maha Bachat (Mega Saving) was introduced in the year 2006 as a single
day campaign with attractive promotional offers across the company outlets. Over the
years, the concept has grown to become a six-day biannual campaign. During this
campaign, attractive offers are given in all the value formats including Big Bazaar, Food
Bazaar, Electronic Bazaar and Furniture Bazaar.

The Great Exchange Offer:

Introduced on February 12, 2009, The Great Exchange Offer allows customers to
exchange their old goods for Big Bazaar coupons. The coupons can be redeemed later for
buying brand new goods from Big Bazaar outlets across the nation.
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Advertising campaigns and marketing initiatives

After completing ten years of operation in India Big Bazaar India revamped its logo and
appeal with a new brand campaign Naye India Ka Bazaar
The inspiration for the new ad campaign comes from an ancient Jain custom of
Michchami Dukkadam, which translates into colloquial language as Bhool-chook
maaf or Please forgive me if I have offended you knowingly or inadvertently.
In view of the increasing competition in the retail market, Big Bazaar has introduced
certain steps to keep itself updated and continue promoting the brand.
On the occasion of successful completion of 10 years in the Indian retail industry (in
2011) Big Bazaar came up with a new logo for the company with a new tag line that says:
Naye India Ka Bazaar (Market for New India). This replaces the earlier tag line: Isse
Sasta Aur Kahin Nahin (Nothing is Cheaper than Here).
Advertising initiatives
Big Bazaar has recently launched a 360-degree promotion drive covering the three prime
media, television, print and social media, to mark the launch of the new logo. The entire
media campaign was developed by Mudra Communications.
The band also roped in Cricket Player M. S. Dhoni and Sin as their Brand Ambassadors
in year 2009
Big Bazaar is portrayed as a value store and visual merchandising is purposely not done
according to International standards. Stores are designed to accommodate heavy crowds
and has organized kind of Chaos and Chaotic LayoutStore focusses on using
attractive drop down banners and price synagogues.
Another concepts used in Big Bazaar stores are Bin Baskets install near the cash
counters where any kind of product can be placed be it cosmetics of mobiles. These Bin
Baskets accounts for nearly 1%-2% of average store sales .

23

Best store campaigning has also moved focus to Furniture and electronic items.
Television stars Sakshi Tanwar and Ram Kapoor were ropped in to promote Big Bazaar
Stylish Home contest in 2013.
Big Bazaar Home Contest
Big Bazar claims to improve focus on customer experience and make stores more
friendly for senior citizens, pregnant women and mothers. Stores across the country will
also be rolling out signature community initiatives like Annasantharpane and
Protsahan

Big Bazaar store study

Different levels of the store:
Level 1:

Departments with their Products: a) Depot:

1) General books
2) Office stationary
3) Children stationary
4) Film VCDs & DVD

b) NBD (New Business Development)

1) Watches
2) Fashion Jewelry
3) Sunglasses
4) Auto accessories
24

5) Car audio systems

c) Gold Bazaar:
Navaras Gold Jewelry
(This is the separate unit not related to Big Bazaar they share profits on percentage basis)
d) Mobile Bazaar:
1) All kinds of Handsets ranging from Rs 1000 to !8000 of different companies
2) Mobile accessories
3) Codeless phones & land line phones
e) Star Sitara:
1) Cosmetics
2) Fragrances
3) Herbals
4) Pharmaceuticals
f) Shringar :
1) Bangles
2) Jewelry sets
3) Bracelets
4) Hair Accessories
5) Bidies
6) Chins

Plastics, Utensils, Crockery (PUC)

g) Plastics:
25

1) Buckets
2) Casseroles
3) Containers
4) Boxes
5) Flasks
6) Bowls
7) Jugs & sippers
8) Bottles & Mugs
h) Utensils:
1) Plates, Bowls, Glasses
2) Non stick Cookwares
3) Kitchen tools
4) Tiffin Boxes
5) i) Crockery
1) Crockery cutlery
2) Table Materials / Napkins
3) Casseroles
4) Dinner sets
5) Wine, Juice Glasses
j) Luggage:
1) Travel bags
2) Trolleys
3) Bags: Schools, Collage Ladies purse
4) Suitcase

Level 2

a) Ladies Department:(SKD)
26

1) Sarees
2) Dress materials
3) Under garments
4) Nightwears
5) Western wears
b) Mens Department:
1) Formals (Shirts & Pants)
2) Casuals (Shirts & pants)
3) Party wears
4) Jeans T-Shirts
5) Others Accessories (Lungi Dhoti etc)
6) Fabrics (Cut pieces)
7) Suits & Blazers
8) Levis Signature garments
Level 3

a) Furniture Department:
1) Dining Table
2) Bedroom Accessories
3) Hall accessories (Sofa sets, Chairs, Computer table etc)
4) Mattresses
b) Footwear Bazaar :
1) Sports Shoes
2) Formal Shoes
3) Casual Shoes
4) Mens Sandals
5) ladies Sandals
6) Ladies Casuals
27

7) Ladies Chappel
8) Ladies fancy Sleepers
9) ladies Sports shoes
c) Home Dcor:
1) Flower vase
2) Artificial Flowers
3) Religious gifts
4) Candle stand
5) Umbrellas
6) Photo Frames
7) Assorted color Stones
8) Frame Paintings
9) Water falls (artificial)
10) Birthday items

d) Home line:
1) bed sheets, Pillows , bed spreads
2) Towels, Yellow dust
3) Razai , Carpets, Cushion covers
4) Chair bags
e) Toys Dept:
1) Soft toys
2) Educational toys
3) Board games, Action figures
4) Dolls
Kids department
f) Boys section:
28

1) T-Shirts, Trousers, jeans

2) Cotton shirts, Cargo, Codraw
3) Ethic wears
4) Co ordinates
5) Rain cotes

g) Girls Section:
1) Ethic wears
2) Co- ordinates
3) Cotton frocks
4) Western wears

h) Infants:
1) Jhablas
2) Vests
3) Bibs feedings
4) Bed items
5) Baba suits
6) Frocks

Level 4

a) Beverages:
1) Soft drinks
29

2) Mineral water
3) Juices
4) Health drinks
5) Frozen items

b) Confectionaries:
All kinds of Chocolates & Confectionaries
c) Fruits & Vegetables:
d) Staples Dept:
1) Dal, Rice, Atta, Rava items
2) Oils, Masala items
3) Dry fruits
4) Spicy items
5) Ready meals
6) Breakfast cereals
e) Process Dept:
1) Health drinks
2) Ready to eat
3) Corn flaks, Chips
4) Instant mixes
5) Soups, Bread items, pickle
6) Spreads
Non-food Dept
f) Home care:
1) Phenyl, Detergents
2) Dish wash, Tissue papers, Scratch
3) Shoe cases, Fresh wrap,
30

g) Personal care:
1) Soaps, tooth paste, Shampoo
2) Deodorants, Body spry
3) Baby food, Talcum powder
4) Mens apparel
Level 5
Electronic Bazaar:

1) Televisions
2) Sound System
3) Refrigerators
4) Washing machines
5) Microwave
6) Rice cookers
7) Juicers
8) Irons, Mixers & Grinders
Organization Structure of the store
They look after Departmental Managers:
There are 2 departments and 8 assistant department managers in this store like Electronic
dept., Depot dept., NBD dept., Mobile Bazaar Dept, Star sitar Dept, PUC Dept, Ladies
Dept, Mens Dept, Furniture Dept, Footwear Dept, and Home Dcor Dept. Each
department will be assigned with targets which has to be achieved within the assigned
period that may be of Daily, Weekly, monthly and yearly.
Each department has a department Manager & Assist DM. Their job is concerned mainly
with sales customers orders delivery post sale service if any etc . All Dept managers
ADM, Team members work under coordination & cooperation.
Administration:
31

Store administration comes under Store Manager its functions are store maintenance,
House Keeping, Security etc.
Information Technology:
This department is responsible for the maintenance of the systems of the stores. All
billing machines their functioning networking with the master machine etc. If there is any
problem with the machine then this department comes into function.
Cashing Dept:
This department is responsible for the collection of sales amount ie cash sales, Credit
sales, etc under this department all billing machines of the stores comes. The sales
amount collected throughout the day by the cashiers has to be submitted to this
department.
Marketing Executive:
This dept is responsible for the marketing of the store in different different media like
Television, Newspaper, and Holdings etc. the authorized person has to visit different
companies and has to look after for tie-ups etc.
Visual Merchandise:
This department is responsible for the product arrangement at the store with respect to
their nature. The basic function of this dept is it divides the store into some departments
based on the nature of the product and within the department it decides how the products
should be arranged by keeping in mind the customer should not suffer.
HR Executive:
Human Resource executive mainly look after employees mainly their problems. This
department performs the functions like Recruitment, Selection, Training and
development.
CSD (Customer Service Desk):
This is the separate unit, which is mainly focuses on customer service like if the customer
find difficulty in finding any product, Customer complaints any replacement, Customer
assistance etc.

32

Comparative Analysis of Big Bazaar with Total Mall

The present study is undertaken in the context of retail evolution taking
place in India and the growth in retail chains. A study on consumer
shopping habits and preferences is viewed important from the view point
of industry analysts and policy makers.
The study is made with reference to two hyper market chains Big Bazaar
and Total Mall
Operations of Big Bazaar & Total Mall

Table 1. Ownership, format and lay out: Big Bazaar vs TOTAL

Parameters

Ownership

Big Bazaar

Owned by future group,

it has
120 outlets across the
country.

Total

Owned by Jubilant
Group; it
has 5 hyper markets in
India
(All in Bangalore

Location strategy

Format

Stand alone

Part of a Mall

Only store formats

Store formats,
Catalogues
(Home delivery)

40,000+ sq feet
33

70,000 sq feet

Size

Store layout

2nd floor of the mallStore

Store has 3 floors

layout

Table 2. Stock keeping, Merchandise and sales: Big Bazaar vs

TOTAL

Aspect

Stock keeping

Merchandise

Sales from food

Big
Bazaar

Total

Variety:80,
units
0000
,
assortment avera
is
ge
and
Check out line is
deep.

Variety:80,0
00
units,
assortme
averag
nt
is e
and
Checkout line is
average.

Decisio
ns
made by
respective stores on
the basis
of the kind of goods
that are
sold
most.
The
stores
are
connected to a
warehous From
central e

Centraliz purchasin
ed
g,
but
modificatio are
ns
done
to
meet various store
needs.
Tender is sent to Domlur
head
office and they have
to
approve
it.

50+%

30%

Table 3. Pricing and promotion: Big Bazaar vs TOTAL

Parameters

Big
Bazaar

Total

Low margin-high
volume,

Low margin-high
volume,

34

Pricing

Communication

Sales promotion

Price bundling, Loss

leaders

Below MRP, Price

bundling.

Communication
through
TV,
Newspape
r
inserts
(Associatio
n
with ToI), Palm
let Banne an Hoardings
s, rs
d
,
In store
announcements.

Communicatio throug
n
h
Newspaper inserts,
Palm
lets, Banners and
Hoardings,
In store announcements

Yearly savings
Special days and
bazaar
during Occasions,
Januar
saving Gift cards and
y,
Monthly
s vouchers.
bazaar Wednesda saving
,
y
s
bazaar.

Table 4. HR management aspects : Big Bazaar vs TOTAL

Aspect
Recruitment

Big
Bazaar

Tot
al

typ
Three es
:
Managerial
Sales

of

staff One In -store manager, 50

candidat sale
es, s
personnel and

executives and employees.

employees

Problems faced

Attrition and
integrity

Theft, absenteeism and

social
loafing issues

35

DATA ANALYSIS
TABLE-I
1. SEX
SEX

RESPONDENTS

PERCENTAGE

MALE

51

63.75%

FEMALE

29

36.25%

TOTAL

80

100%

36

INTERPRETATION: Above table shows that 63.75% % of the

customers are male, and 36.25 % of the respondents are female.

TABLE-2
2. AGE
AGE

RESPONDENTS

PERCENTAGE

Under-25

28

35%

25-35

22

27.5%

35-45

24

30%

45&above

7.5%

TOTAL

80

100%

37

INTERPRETATION:
Above table shows that 35% of the respondents fall under the age
group of below under 25. 30% of the respondents fall under the age
group of 35-45 years, 27.5% % of the respondents fall under the age
group of 25-35 years of age, 7.5 %of the respondents

are 45 and

above years of age group.

TABLE-3
3.

OCCUPATION

OCCUPATION

RESPONDENTS

PERCENTAGE

PROFESSIONAL

20

25%

SERVICE

5%

SELF-EMPLOYED

10%

STUDENT

28

35%

HOUSE-WIFE

20

25%

TOTAL

80

100%

38

INTERPRETATION:
Above table shows that 35 % of the respondents are students, 25% of
the customers are professional, 25 % of the respondents are housewife, 10 % of the customers are self-employed and, 5 % of the
customers are service employees.
TABLE-4
4. MARTIAL STATUS
MARTIAL-STATUS

RESPONDENTS

PERCENTAGE

SINGLE

28

35%

MARRIED

52

65%

TOTAL

80

100%

39

INTERPRETATION:
Above table shows that 65 % of the respondents are married and 35%
of the respondents are single.
TABLE-5
5. INCOME LEVEL
INCOME

RESPONDENTS

PERCENTSGE

BELOW-10000

48

60%

10000-20000

12

15%

20000-40000

10

12.5%

40000&ABOVE

10

12.5%

TOTAL

80

100%

40

INTERPRETATION:
Above table shows that 60% of the respondents fall under the income
group of below 10000 Rs. 15% of the customers fall under the income
group of Rs.10000-20000, 12.5% percent of respondents fall under
income group of Rs.20000-40000 and 12.5% of the respondents fall
under income group of 40000 and above.
TABLE-6
6. How frequently do you visit Big-Bazaar?
FREQUENCY

RESPONDENTS

PERCENTAGE

ONCE IN WEEK

16

20%

ONCE IN 15 DAYS

15

18.75%

ONCE IN MONTH

47

58.75%

ONCE IN 2-3

2.5%

80

100%

MONTH
TOTAL

41

GRAPH-6

INTERPRETATION:
The above table shows that 58.75% of the customers visit ONCE IN A
MONTH, 20% of the customers visit ONCE IN WEEK, 18.75% of the
customers visit ONCE IN 15 DAYS, 2.5% of the customers visit ONCE IN
2-3 MONTHS
TABLE-7
7. Which products do you purchase more often at Big-Bazaar?

PRODUCTS

RESPONDENTS

PERCENTAGE

CLOTHES

30

37.5%

FOOD-BAZAAR

26

32.5%

ELECTRONICS

12

15%

HOME-ITEMS

11.25%

ACCESSORIES

3.75%

42

TOTAL

80

100%

GRAPH-7

INTERPRETATION:
Above Table shows that 37.5 % of the customers are purchasing
Clothes at fashion bazaar, 32.5% of the customers purchased food
bazaar items, 15% of the customers purchased electronic teams.
11.25% of the customers purchased home products. 3.75% of the
customers are purchased access
TABLE-8
8. Which source made you to buy products from Big-Bazaar?

SOURCE

RESPONDENTS

PERCENTAGE

F.M RADIO

2.5%

TELE-VISION

10

12.5%

NEWS PAPER

48

60%

FRIENDS/OTHERS

20

25%

TOTAL

80

100%

43

INTERPRETATION:
Above table shows that 60 %of the customers are buy products by
source of news-papers, 25% of the customers are buy products by
source (influenced by) of Friends & others, 12.5%of the customers are
buy products by source of Televisions. 2.5% of the customers are buy
products by source of F.M radio
TABLE-9
9. Why do you make purchase of products from Big-Bazaar?
REASON

RESPONDENTS

PERCENTAGE

BETTER-QUALITY

32

40%

LOW-PRICE

30

37.5%

VARIETY OF

12

15%

VARIOUS BRANDS

7.5%

TOTAL

80

100%

PRODICTS

44

INTERPRETATION:
Above table shows that 40% of the customers approached Big Bazaar
due to BETTER-QUALITY, 37.5% of the customers approached due to
LOW-PRICE of products 15% of the customers approached due to
VARIETY OF PRODUCTS, 7.5% of the customers approached due to
availability VARIOUS BRANDS
TABLE-10
10. Will Big-Bazaar provide more type of company products in
one product category?
RESPONSE

RESPONDENTS

PERCENTAGE

YES

55

68.75%

NO

11

13.75%

NOT-MANY

14

17.5%

NONE

0%

TOTAL

80

100%

45

INTERPRETATION:
Above table shows that we conclude that the 68.75 customers are
getting more products in one category. 17.5% of the customers are not
getting too-many products in one category... 13.75% of the customers
are not getting more products in one product category. NONE of the
customers cant respond for none categories of products available in
one product category.
TABLE-11
11. How is the store space in Big-Bazaar for moving around for
products?
RESPONSE

RESPONDENTS

PERCENTAGE

SMALL-SPACE

7.5%

FREE-SPACE

58

72.5%

NOT-FREE SPACE

13

16.25%

CONGESTED

3.75%

TOTAL

80

100%

46

INTERPRETATION:
Above table shows that 72.5% of the customers can freely moving
around in store for products, 16.25% of customers can not freely
moving around in store for products,,

7.5% of the customers can get

small

around

space

in

store

for

moving

for

products,

3.75%

respondents can get congested space in store for moving around for
products.
TABLE-12
12. How is the re-preventatives interaction are at Big-Bazaar?
INTERACTION

RESPONDENTS

PERCENTAGE

EFFECTIVE

38

47.5%

NOT-EFFECTIVE

30

37.5%

GOOD

10

12.5%

NO-INTERACTION

2.5%

TOTAL

80

100%

47

INTERPRETATION:
From above table shows 47.5% of the customers getting effective
interaction from store re-preventatives for products. 37.5% of the
customers

cant

not

get

effective

interaction

from

store

re-

preventatives for products. 12.5% of the customers can get Good

integration from store re-preventatives for products. 2.5% of the
customers cannot get interaction from store re-preventatives for
products.
TABLE-13
13. Will Big-Bazaar reminding & intimating their store
discounts & prices to all customers in store?
48

RESPONSE

RESPONDENTS

PERCENTAGE

YES/CLEAR

43

53.75%

26

32.5%

11

13.75%

80

100%

INTIMATING
NO CLARITY
INTIMATING
NO INTIMATION
AT ALL
TOTAL

INTERPRETATION:
Above table shows that we conclude that the 53.75% of the customers
are getting clear announcement from store about store discounts,
prices... 32.5% of the customers are not getting clear announcement
from store about store discounts, prices 13.75% customers are not
getting any announcement from store about store discount, prices...

TABLE-14

49

`14. How the customer service department in store is is

effective in providing service?

RESPONSE

RESPONDENTS

PERCENTAGE

FAST-SERVICE

38

47.5%

SLOW-SERVICE

28

35%

NOT-

11.25%

6.25%

SUFFICIENT
SERVICE
NOT-GOOD
SERVICE
TOTAL

100%

INTERPRETATION:
Above table shows that we conclude that the 47.5% of the customers
are getting fast customer-service from customer service department
35% of the customers are getting slow- service from customer service
department 11.25% of the customers are getting not-sufficient service
50

from customer service department. 6.25% of the customers are getting

not-good service from customer service department.
TABLE-15
15. Will Big-Bazaar offer any special discount prices?
RESPONSE

RESPONDENTS

PERCENTAGE

YES

69

86.25%

NO

11

13.75%

TOTAL

80

100%

INTERPRETATION:
Above table shows that we conclude that the 86.25% of the customers
respond store offering special discount prices.13.75% of the customers
respond store did not offer special discount prices.
TABLE: 15.A
If yes, what are the offers that are provided by big bazaar?
51

OFFERS &
DISCOUNTS

RESPONDENTS

PERCENTAGE

Buy one get one

free

30

37.5%

50%, 40%, 60%,

Etc

20

25%

Buy one get two

10

12.5%

Get two for 900

10%

Buy one get

second one 60% on
price

7.5%

Other offers &

discounts

7.5%

TOTAL

80

100%

INTERPRETATION:
Above table shows that 37.5% of customers were aware buy one get
one offer, 25% of customers were aware 50%, 40%, 60%, offer, 12.5%
of customers were aware buy one get two offers. 10% of customers
were aware get two 900(example) offer 7.5% were customers were
aware buy one get second one 60% on price & other offers.
52

Table-16
16. Are you waiting for a long time at the billing section at big
bazaar?

RESPONSE

RESPONDENTS

PERCENTAGE

YES

69

86.25%

NO

11

13.75%

TOTAL

80

100%

INTERPRETATION:
Above table shows that 86.25% of the customers are waiting for long
time in billing section.13.75% of the customers are not waiting for long
time for long time at billing section at big bazaar
TABLE-17
53

17. DO you prefer food courts & gaming section at big bazaar?

RESPONSE

RESPONDENTS

PERCENTAGE

YES

49

61.25%

NO

31

38.75%

TOTAL

80

100%

GRAPH: 17

INTERPRETATION:
Above table shows that 61.25% of the customers want food & gaming
section at store.38.7% of the customers dont want Food Gaming
section at Big Bazaar
TABLE-18
18. Why do you visit the retail stores?
54

CAUSE OF VISITING

RESPONDENTS

PERCENTAGE

BUYING INTREST

73

91.25%

PRODUCT INTREST

8.75%

INFORMATION

0%

GENERAL INTREST

0%

TOTAL

80

100%

SEEKING

INTERPRETATION:
Above table shows that the 91.25% of the customers are went to retail
stores for buying interest. .8.75% of the customers is gone to retail
stores for product interest. None of the customers are not gone to
retail-stores for information-seeking & general interest.
TABLE-19
19.

Have you purchased any product at Big-Bazaar just by

visiting first time?

55

RESPONSE

RESPONDENTS

PERCENTAGE

YES

18

22.5%

NO

52

65%

NOT-FIRST TIME

11.25%

MORE THAN TWO-

1.25%

80

100%

TIMES
TOTAL

INTERPRETATION:
Above table shows that 65% of the customers are not buy the products
for first-time visiting the store. 22.5% of the customers are buying the
products just by visiting first-time the store... 11.25% customers are
not buying the products just by visiting first-time the store. 1.25%
customers are buying the products by more than visiting Two-times.
TABLE-20
20.. What are your intentions to re-inter the store?
56

INTENTIONS

RESPONSE

PERCENTAGE

Product quality &

availability

30

37.5%

Customer service

11.25%

Seasonal offers &

discounts

18

22.5%

Ambience

3.75%

Low-prices

20

25%

TOTAL

80

100%

INTERPRETATION:
Above table shows that 37.5% of the customers intention is to re-enter
into the store is product quality & availability. 25% customers intention
is to re-enter into store is low prices. 22.5% customers intention is to
re-enter in to store is seasonal offers & discounts. 11.25% of the
customers intention is to re-enter into store is customer service.
3.75% of the customers intention is to re-enter in to the store is
Ambience.
TABLE-21
57

21. How is Big-Bazaar maintaining product QUALITY, QUANTITY

compare to other retail stores?
RESPONSE

RESPONDENTS

PERCENTAGE

GOOD

73

91.25%

NORMAL

8.75%

NOT-GOOD

0%

POOR

0%

TOTAL

80

100%

INTERPRETATION:
Above table shows that the 91.25% of the customers are respond bigbazaar maintain good product quality, quantity compare to other retailstores 8.75% of the customers are respond big-bazaar maintain normal
product quality, quantity compare to other retail stores.. None of the
customers cant respond for big-bazaar maintaining poor, not-good
product quality, quantity compare to other retail-stores.
58

TABLE-22
22. How do you feel (SATISFIED) after SHOOPING AT BigBazaar?
RESPONSE

RESPONDENTS

PERCENTAGE

SATISFIED

17

21.25%

FEEL-VERY

63

78.75%

NOT-SATISFIED

0%

TOTAL

80

100%

SATISFIED

INTERPRETATION:
Above table shows that the 78.75%of the customers are respond they
can feel very-satisfied after shopping at big-bazaar. 21.25% of the
customers are respond they can feel satisfied after shopping at bigbazaar.. None of the customers cant respond they can feel not-satisfied
after shopping at big-bazaar
59

FINDINGS

1. 91.25% of customers feel that the quality of products at big

bazaar is better than at other retail stores
2. 78.75% of customers are satisfied for shopping at big bazaar
3. 61% of customers who visit Big Bazaar fall in the income level
Below-10000/- per month.
60

4. 40% of customers prefer big bazaar for shopping because of low5.

price and good quality products.

51% of customers were aware

of

Big

Bazaar

through

advertisements.
6. 86.25% of customers expect to have food court and gaming
section in the big bazaar, which can lead to increase the
shopping duration.
7. 61.25% of customers are in the billing section, which makes them
to wait for a long time.
8. 91% of customers are visiting Big Bazaar for purchase of
products rest of them is for information seeking.
9. 63.75% of customers who are visiting Big Bazaar are male.
10.
53% of customers who are visiting Big Bazaar are for
F.M.C.G products.
11.

37.5% of customers visit Big Bazaar because of lower-prices

and 22.5% customers visit due to availability of large number of

products.
12.

72.5% of customers are happy about the availability of free

space for display of products.

13.

It has been found out that most of the people in Pune city

visit malls for refreshment and enjoy.

14.

Consumers choose malls to stop because they all want

variety and brands and shopping at malls according to the

consumers is economic as compared to shopping at other places.

LEARNINGS

1. To attract more customers, big bazaar

needs

to offer more

brands of products
2. Advertising through television and F.M radio needs to be
improved

61

3. Sign boards which show restrooms and trail rooms should be

visible to the customers, and also trial rooms are to be increased.
4. Increase the customer billing section transactions in store. (for
fast transactions)
5. Increase the food court and games section at big bazaar to
increase the customer shopping duration.
6. Big bazaar can improve their customer satisfaction level, by
providing better service like home delivery etc.
7.

To increase the footfall of the store during the weekday.

8.

Customers are more attracted towards Discount Schemes &

Sales.

9.

Various Product lines also attract customers to choose their

retails stores.

10.

Entertainment units & Kids zone should be provided in

Retail stores in order to cater more customers.

11.

The after sales service of retail stores should be helpful &

effective. This after sales service creates loyal customers.

CONCLUSION

The study concludes that majority of the customers prefer shopping at

big-bazaar, because of product variety, quality, service facility,
62

reasonable prices which make the customers feel more comfortable in

visiting the store again & again.
Customers shop more in the food bazaar and the mens wear
department in Big Bazaar.
Customers feel that Big Bazaar has variety of products available in
various departments
Considering the fact that there are a lot middle class families in India,
Big bazaar has had a huge impact on the middle class section of India,
the prices, quality and sales strategy has helped in getting the middle
income groups getting attracted towards Big Bazaar.
Big bazaar has been known for its great sale and great offers&
discounts. Big bazaar has had long lines of people waiting to get into
the store for the sale. Therefore, the sales that Big Bazaar has had
increased in a huge way due to offers & discounts, thus this has been
one of the main advantages of Big Bazaar.
After completing this research we come to know that BIG BAZAAR is ahead of all malls
because of its prime location and higher product range.
Advertising, consumer satisfaction is an important factor of getting sales promotion.
Both have conversed a large number of Indian retail markets and have equal
opportunities to spread its business in Indian market in upcoming times.

QUESTIONNAIRE

Name:
1. Age:
63

[ ] under 25

[ ] 25-35 [ ] 35-45 [ ] 45 & above

2. Sex:
[ ] Male
[ ] Female.

3. Occupation:
Student [ ]
Self-employed [ ]
Professional [ ]
Service [ ]
Housewife. [ ]

4. Are you:
[ ] Single

[ ] Married.

5. Monthly income:
[ ] Below 10000 [ ] Rs 10000-20000 [ ] Rs 20000-40000 [ ] Rs40000 & above

6 How frequently do you visit Big Bazaar?

[ ] Once in a week

[ ] Once in 15 days
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[ ] Once in a month

[ ] Once in 2-3 months

7. Which products do you purchase more often in Big Bazaar?

[ ] Groceries

[ ] Electronic Goods

[ ] Apparels

[ ] Others (specify)
8. Which source made you to buy product from Big-Bazaar
[ ] News paper

[ ] F.M radio

[ ] News paper

[ ] Friends/others

9. Why do you make purchase of products from Big Bazaar?

[ ] Low price

[ ] Better Quality

[ ] Variety of products

[ ] Various Brands

[ ] others (specify)

10. Will big bazaar provide more type of company products in one product category?
[ ] yes

[ ] no

[ ] not many

[ ] none

11. How is the store space in B.BAZAAR for moving around for products?
[ ] its free space

[ ] not free space

[ ] small space

[ ] congested

12. How are the re-preventatives interactions are at big bazaar?

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[ ] effective

[ ] not effective

[ ] Good

[ ] no Interaction

13. Will big bazaar reminding & intimating their store discounts & prices to all customers
in store
[ ] YES cleanly intimating

[ ] NO clarity intimating

[ ] NO intimation at all

14. How is the customer service department in store, is it effective in providing service?
[ ] fast service

[ ] slow service

[ ] not sufficient service

[ ] not good service

15. will big bazaar offer any special, discount on prices?

[ ] yes season wise service

[ ] no special offers

16. (A) IF YES WHAT ARE THEY

(A) Buy one Get one

(b) 50% off,40%,off 60% off

(c) Buy one get two

(d)Get two for 900 (example) (e) Buy one get second one 60% off on price
(f) others discounts.

17. Are you waiting for a long time at the billing section at big bazaar?
A [ ] YES

B [ ] NO

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17. DO you prefer food courts & gaming section at big bazaar?
A [ ] YES

B [ ] NO

18. Why customers visiting (went) to retail stores

[ ] general interest

[ ] product interest

[ ] buying interest

[ ] information seeking

19. Have you purchased any product at BIG BAZAAR just by visiting first time?
[ ] yes

[ ] no

[ ] not first time [ ] more than two times (visiting)

20. What are your intentions to re-enter the store?

[ ] Low prices

[ ] product quality & availability

[ ] seasonal offers & discounts

[ ] customer service

[ ] Ambience

The Big Future Group Sale A CASE STUDY

ITs not about whats the right thing to do. Its about whats the first thing
you

can

do.

Nobody had looked Kishore Biyani in the eye before and told him that.
But Sameer Sain, the founder of Everstone Capital, had to do it. His
words made Biyani squirm. Its not the kind of thing you tell a man whos
demonstrated to the world you can build an empire worth $2.5 billion (Rs
67

13,800 crore) in 15 years. But that said, his debts were in the region of a
back breaking Rs 9,000 crore, roughly $1.66 billion at todays exchange
rates.
Biyani knew it was the kind of number which could swamp all the Future
Group companies he had meticulously built over the years to earn
himself the title of Indias Retail King. To rid himself of the burden, he
was negotiating with prospective lenders and suitors of all kinds. But
Biyanis problem was this: How do you make a considered decision when
youre running out of time? More importantly, how do you know what is
the

right

thing

and

what

can

possibly

go

awry?

Biyani and Sain had known each other for a long time. When Biyani was
starting out, Sains father was one of his most trusted partners. That is
how, when he was just 18, Sain got to intern at Pantaloon, one of Biyanis
earliest ventures. He recalls those times in the mid-90s when Biyani
placed him at his trouser manufacturing facility in a run-down part of
Andheri, a Mumbai suburb, to iron trousers with three pleats. Sain was
pretty damn sure the trousers would bomb. Another matter altogether
that the trousers went on to become a rage and he got a glimpse of
Biyanis

genius.

The

man

knew

what

the

market

wanted.

And then, in 1997, Pantaloon made its retail debut with a store in Kolkata
that catered to men. It was the start of Biyanis incredible run. On Sains
part, soon after his internship was done, he went off to the US to pursue
a degree in finance and ended up at Goldman Sachs. But he stayed in
touch with Biyani and they bounced ideas off each other regularly.
In 2007, when Biyani thought up of creating a financial services firm that
could piggyback on his fast-growing retail empire, he asked Sain to come
back and set up Future Capital Holdings (FCH). Three years later, after an
68

acrimonious parting, Sain took the investment banking and private

equity

portfolios

of

FCH

to

set

up

Everstone

Capital.

But it didnt stop Biyani from calling up Sain for advice. When you have
people out to kill you, you dont wait to think what the best move to
strike

back

probably

is,

Sain

told

him.

On April 30, this year, four weeks after his chat with Sain, Biyani made a
move no one expected of him. He agreed to hand over majority control of
Pantaloon, his department store chain to Kumar Mangalam Birla,
chairman of the Aditya Birla group. It helped that Birla was a fellow
Marwari. Biyani retained a 25 percent stake for himself. And then three
weeks later, Biyani sold his majority stake in FCH to Warburg Pincus, the
blue-blooded

private

equity

firm.

These two transactionsalong with a few others in the pipelineought to

help

Biyani

halve

his

debt

and

move

to

safer

harbour.

What nobody is clear about though is the endgame. With debt out of the
way, will the maverick think up something dramatic as he had 15 years
ago? Or will he simply ride away into the sunset by selling his stakes to a
global retailer at a fancy valuation? The latter has been the subject of
intense speculation since 2001 when he thought up Big Bazaarthe
Indian version (or a Biyani-version, if you will) of a hypermarket.
What we know is this: The endgame will be around what he does with Big
Bazaar. It contributes to half of the groups turnover and is his crown
jewel. But after taking in Sains advice and doing the unthinkable by
giving up stakes in Pantaloon and FCH, hes earned some breathing
space. Trying to second guess him though is a bit like watching S
Sreesanth run in to bowl. Nobody has a clue where hell pitch the next
69

ball.
Beginning

of

the

end

How does an entrepreneur obsessed with growth live in a world where

interest rates are on the rise, the economys slowing down and the
balance sheet is stretched? The most obvious thing to do is curb the
appetite to grow. But thats awfully difficult he admits. It is like a snake
shedding

skin,

says

Biyani.

Two people helped him take the call. The first was Ashni, his elder
daughter, whose judgement he trusts. The second was Anil Agarwal,
chairman of Vedanta. Agarwals nephew Viraj Didwania married Ashni a
couple of years ago. Biyani says he learnt from Agarwals sense of
detachment. But it is never easy to question all that youve done, and
turn

out

new

leaf

overnight,

Biyani

explains.

After much brainstorming with them, Biyani decided to put everything on

the table. This March, he called in all of his key lieutenants and
announced a war on debt. It was pretty clear we had to put all the rods
in the fire and depending on the outcomes, wed figure out how to move
forward, says Damodar Mall, director of food strategy at Future Group.
Biyani was to lead the charge aided by his cousin Rakesh Biyani, Mall and
Anshuman

Singh,

CEO

of

Future

Logistics.

The plan to sell FCH was set in motion sometime last June. V
Vaidyanathan, or Vaidi as the CEO of FCH is popular known as, got to
know of that on television when Biyani described FCH as a non core
asset. He was just in his 10th month at the company and had joined
after being relentlessly wooed by Biyani to walk out of his job at ICICI
Prudential. Vaidi bit the bait when he was offered a 10 percent stake in
70

the

venture

and

the

challenge

of

creating

new.

All Vaidi could do was shrug his shoulders, gather his wits and start
looking for a new strategic investor in place of Future Group. The
mandate was given to Morgan Stanley. But the problem was, FCH didnt
have a business model. Vaidi had just about managed to rebuild the top
team. Private equity firms like Baring and Bain Capital considered the
proposition as did the South-based Deccan Chronicle group. But fact was,
the Pantaloon stock was underperforming the market, its book was full of
debt

and

Biyani

was

in

tearing

hurry

to

get.

Luckily for Vaidi, while on a flight to Mumbai, he got talking to his copassenger. He turned out to be Narendra Ostawal, a principal at Warburg
Pincus. Three months later, Warburg Pincus decided to buy into FCH. The
deal

reduced

Biyanis

debt

by

Rs

500

crore

($90

million).

Even as all this was happening, Biyani reached out to Vishal Kampani of
investment bank JM Financial six months ago. He wanted to leverage
Kampanis relationship with Kumar Birla to hammer a supply chain
relationship with the latters Madura Garments. Biyani argued the two
businesses could benefit a lot if Maduras strengths in mens wear could
be

combined.

When I started to get to know the two businesses better, I could see he
[Biyani] would have to sell something big, says Kampani. As things
turned out, Birlas strategy team, led by Dev Bhattacharya, had figured
as well that if Biyani had to get out of the hole he was in, hed have
So, late in March this year, Kampani told Biyani, the Birlas would be
interested, but only if they could acquire a controlling stake in Pantaloon.
Biyani was taken aback. It took Kampani three one-on-one meetings with
Biyani to persuade him to even consider the deal. Eventually, Kumar Birla
71

had to step in. After three rounds of closed door meetings and persuasion
on part of Kampani to up the Birla offer, a deal was struck. It helped
Biyani offload Rs 1,600 crore ($288 million) of debt and retain a 25
percent

stake

in

the

demerged

entity.

What eventually caught Biyanis eyes were the numbers. In two years,
the value of the 25 percent in the demerged entity will perhaps be worth
much more than when it was part of the holding company Pantaloon
Retail India Ltd (PRIL), says Biyani. By combining the two retail chains,
Kampani says he expects a margin boost of at least 2-3 percent from
rentals

alone.

This month, Biyani says he is likely to exercise a put option in his joint
venture with Staples that will bring him Rs 200 crore. He plans to also
exit his insurance joint venture with Italys Generalii. And it could be
tough for Biyani to get a buyer to cough up the Rs 1,000 crore ($180
million) that he expects from his stake sale. If all of these go to plan,
Biyani would have halved his debt across the group to Rs 3,800 crore
($684

million).

The single-minded determination with which Biyani has pursued the war
on debt has caught many by surprise. Yet those who know him for long
say that he revels in such tough situations and it usually brings out the
underdog in him. Kishore has a remarkable quality of passionately
pursuing an ideaand when that doesnt work, he knows how to walk
away from it, says Madhav Bhatkuly, who was among the first investors
to spot Biyanis entrepreneurial flair in 2003 before selling out at a
significant

multiple

in

2007.

His entrepreneurial flair and instinct helped Biyani experiment with

72

different retail formats and junk them as easily whenever it didnt work.
But the model works only when theres liquidity in the markets and
raising capital is easynot in the kind of world we live in now.
Privately though, Biyani has confided in at least two institutional
investors that hes prepared to sell everything, provided he gets full
value. While his debt may have gone down, he knows there isnt much
he can do without additional capital. That is why hes hoping the
government will allow foreign direct investment (FDI) in multi-brand
retail.
Insiders say hes made several trips to Bentonville, headquarters to the
American retail giant Walmart, where hes met the top brass to discuss
options. At his peak, sources say Biyani was offered a term sheet from an
undisclosed buyer that valued Big Bazaar at Rs 12,000 crore ($2,160
million).
Image: Biyani, Birla: Vikas Khot; Ambani: Reuters; Jain: Amit Verma;

73

74

75

But it is unlikely his Indian competitors, Reliance or Bharti-Walmart, will

pay that kind of money to acquire the 165 hypermarkets he now has.
Given market realities, it is unreasonable to expect any Indian group to
pay more than Rs 7,000 crore ($1,260 million) for these assets argues
Kampani of JM Financial. Simple back-of-the-envelope calculations
indicate it is cheaper for them to pursue organic growth. Malls have
fewer takers, rents are moving south and with downsizing across the
retail business, the cost of acquiring talent is cheaper as well.
Another possibility being spoken of is that if FDI is allowed, it is entirely
possible Kishore Biyani, Sunil Mittal and Walmart will come together to
form a three-way alliance. It sounds plausible because Biyani and Mittal
share a good rapport and Mittal on his part in already in a relationship
with

Walmart.

The hitch here though is that of late, Walmart is increasingly wary of the
integration challenges that come with buying out local retailers in
emerging markets. For instance, it struggled to merge its $1 billion
buyout of Trust Mart, a Taiwanese chain of super stores in China. After
investing tens of millions of dollars in renovating Trust-Marts three
outlets in Shenzhen and Guangzhou, to Walmarts disappointment,
performance declined 30 percent. Several Trust-Mart executives quit as
well during the three-year merger period and Walmart was compelled to
announce

temporary

suspension

of

the

merger

process.

Much the same challenges could come up with Big Bazaar. It is still to
achieve

cash

break-even,

has

many

unprofitable

stores,

lacks

standardised systems and processes to track inventory and reduce

wastage. It also places too much reliance on the entrepreneurial ability
of each store manager. And unlike Best Price Wholesale, the cash-andcarry format launched by the Bharti-Walmart alliance, or its Easyday
76

hypermarkets, almost every Big Bazaar store is unique, depending on

size

and

location.

India's No.2 Offline Retailer, Battles Booming Online Rivals AN ARTICLE

Kishore Biyani, founder & CEO of large Indian retailer Future Group, has a plan. He
wants to crush online competition with a carefully thought-out strategy that includes
several if-you-cant-beat-them-join-them moves. Yet he continues to ask, Whos afraid
of e-commerce?
Biyani who owns several well-recognized brands like supermarket chain, Big Bazaar,
premium food chain, Foodhall, convenience store chain, Nilgiris, and electronics chain,
eZone, detailed his next moves to Forbes. In a counter to online grocery deliveries
growing business, though Biyani doesnt say it like that, Big Bazaar will launch an app
that will offer a pizza delivery-type grocery supply service that will reach daily essentials
and produce to customers doorsteps within 30 mins in the countrys financial capital,
Mumbai (to start with). We have a store located every 2-3 kilometers and well launch
the service in the coming weeks, Biyani said in an interview.
Two things are worrying traditional retailers like Biyani. Online retailers arecommanding
several multiples of offline retailers valuation. More importantly, online retails market
share is slowly creeping up to equal the share of offline retailers.
In the offline retail sector, Biyanis $2.4 billion-in-revenues Future Group is second only
to Reliance Retail owned by billionaire and Indias richest man, Mukesh Ambani. The
group which operates brick&mortar stores in 244 Indian cities, made news recently with
its merger with Bharti Airtel, owned by the parent of Indias telecom giant, Bharti Airtel.
Bharti which earlier broke off its India partnership with Walmart, ran the Easyday brand
of stores.
77

Biyani said consolidation is a logical step in the retail sector and the merged entitys near600 stores will grow to 2,000 stores in the next few years and bring cost and supply chain
efficiencies through scale. (Earlier this month, in a similar move, billionaire Kumar
Mangalam Birla merged his two fashion retail formats Pantaloon Fashions acquired
from Biyani and Madura Garments.)
Biyani is not stopping there. He is taking the battle further into e-commerce territory by
countering online discount offers with his own price match offer. If we are more
expensive than online retailers, the difference will directly get credited to customers
wallets, said Biyani who said the price match offer will go live in a few weeks.
Biyani has been an unconventional player in Indian retail, setting the agenda for rivals
with steps such as carefully-curated disorder in the supermarket aisles to recreate the
chaos of Indias ubiquitous street markets.
Biyani prophecies that pure play online in segments like grocery will not work in India,
just as they have not been wildly successful in the West. Omni channel retailers like us
will be the future as we have the products, brands, the supply chain said Biyani who said
multi-channel retailers accounted for over half the revenues in global e-commerce.
Like online retailers, Future Group is heavily relying on data science and data analytics to
get its 28 million loyalty club customers to increase their spend to at least 100,000 rupees
($1,600) a year at his stores.

78

Broachers, Photos, Leaflets

Broachers:

79

80

81

Photos:

82

Leaflets:

83

84

85

BIBILOGRAPHY

BOOKS:

1). PHILIP KOTLER, The principles of marketing, Tata Mc Grew-Hill Publishing.

2). Willian.D.perreault, Jr. Basic Marketing E.J.erom.e.mccarthy.

3).sass A.SIVAKUMAR Retail Marketing Excel books publication.

4). C.R.KOTHARI, Research Methodology New age international publication, 2nd revised
edition.

WEBSITES:

FutureBazaar (www.futurebazaar.com)

Future Brands (www.futurebrands.co.in)

Future Group (www.futuregroup.in)

Google search

Scribd.com

Wiki pedia.com

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