Retailing in Future Group

RETAILING IN FUTURE GROUP
RETAIL IN FUTURE GROUP

BACHELOR IN MANAGEMENT STUDIES
(2012-2013)
Submitted
BY
MR. PAL MAHESH
TBMS-333
SMT. PARMESHWARIDEVI DURGADUTT
TIBREWALA LIONS JUHU COLLEGE OF ARTS,
COMMERCE & SCIENCE
J.B NAGAR, ANDHERI (EAST) MUMBAI-400059
RETAIL IN FUTURE GROUP

(2012-2013)
Submitted
In partial fulfillment of the requirements
For the Award of Degree of
BY
MR. PAL MAHESH
TBMS-333
SMT. PARMESHWARIDEVI DURGADUTT
TIBREWALA LIONS JUHU COLLEGE OF ARTS,
COMMERCE & SCIENCE
J.B NAGAR, ANDHERI (EAST) MUMBAI-400059
CERTIFICATE
This is to certify that Mr. PAL MAHESH of BACHELOR IN
MANAGEMENT STUDIES (2012-2013) has successfully completed
the project on RETAIL IN FUTURE GROUP under the guidance of
PROF. MARUTHUVAR ESWARI.
COLLEGE SEAL
COURSE COORDINATOR
PROJECT GUIDE / INTERNAL EXAMINER
DECLARATION
PRINCIPAL
EXTERNAL EXAMINER
I,
Mr.
PAL
MAHESH
the
student
of
BACHELOR
IN
MANAGEMENT STUDIES (2012-2013) hereby declare that I have

completed project on RETAIL IN FUTURE GROUP. The information
submitted is true and original to the best of my knowledge.
SIGNATURE OF STUDENT
Mr. PAL MAHESH
ROLL NO. TBMS / 333
ACKNOWLEDGEMENT
I would like to thanks the teacher of SMT. PARMESHWARIDEVI

DURGAUTT TIBREWALA LIONS JUHU COLLEGE OF ARTS,
COMMERCE AND SCIENCE affiliated by University of Mumbai for
their excellent suggestions.
A special thanks to PROF. MARUTHUVAR ESWARI for her constant
encouragement and guidance from the beginning with the never ending
patience. Her constant support and efforts helped me to complete my
project on time
I would like to thanks to some of my respected professors like Dr. Nanda
Indulkar Miss. Rakhee Soni , Miss. Seema Horande, and Mr. Shahid
Qureshi without whom the project would have to not come to end.
I also take opportunity to thank my entire friend for cooperating with me
and to all the people who are and indirectly connected to the project.
Above all, I thanks to our principle Dr. Trishla Mehta for their
cooperation during the time of completion of project.
Mr. PAL MAHESH
ROLL NO. TBMS / 333
DATE:
PLACE: MUMBAI
INDEX
CH.
TOPIC
PAGE
NO.
INTRODUCTION
1 - 22
OBJECTIVE OF THE STUDY
23 - 24
RESEARCH AND METHODOLOGY
25 - 30
SWOT ANALYSIS
31 - 43
STRATEGY OF FUTURE GROUP
44 53
CASE STUDY
54 - 56
CHAPTER 1.
INTRODUCTION
1.1 INTRODUCTION IN FUTURE GROUP

Future Group understands the soul of
Indian consumers. As one of Indias
retail pioneers with multiple retail
formats, we connect a iverse and
passionate
community
of
Indian
buyers, sellers and businesses. The

collective impact on business is staggering: Around 220 million
customers walk into our stores each year and choose products and
services supplied by over 30,000 small, medium and large entrepreneurs
and manufacturers from across India. And this number is set to grow.
Future Group employs 35,000 people directly from every section of our
society. We source our supplies from enterprises across the country,
creating fresh employment, impacting livelihoods, empowering local
communities and fostering mutual growth.
We believe in the Indian dream and have

aligned our business practices to our larger
objective of being a premier catalyst in Indias
consumption-led
growth
story.
Working
towards this end, we are ushering positive socio-economic changes in

communities to help the Indian dream fly high and the Sone Ki
Chidiya so ar once again. This approach remains embedded in our ethos

even as we rapidly expand our footprints deeper into India.
1.2 VISION OF FUTURE GROUP
BUILDING A NEW INDIA
Future Groups vision of inclusive growth for a
harmonious society, points to a future in which
the entire population can enjoy a better quality of life. We aim to serve as
a catalyst that stimulates the use of inclusiveness as a powerful
development tool. Future Group aims to create and sustain an
environment conducive to the domestic growth of India by partnering
with various stakeholders and playing a proactive role in Indias
development process.
Future Group believes in broad-based growth, the fruits of which are not
concentrated in the hands of few but shared by the community as a
whole. This is the way towards achieving the dual goal of profitable and
socially responsible growth. Our initiatives in inclusive development
include livelihood issues, diversity management, skill development and
protecting the environment, to name a few.
Modern Indian retail can help improve incomes and provide
opportunities for growth to individuals with lower education levels or
from the un organised sector. With fair wages and benefits, opportunities
for further development and growth and a better working environment,
modern retail offers much more than most alternatives available to such
individuals.
3
Future Group focuses on three key enablers for inclusive growth:

employability, innovation and entrepreneurship. While employability
helps create a qualified and skilled workforce, innovation and
entrepreneurship help drive growth and generate employment.
1.3 KISHOR CEO, BIYANI FUTURE GROUP
Independent India may be over sixty years old but a large majority of
Indians today are not even in their middle age. Life expectancy has
crossed seventy years, but more than 890 million Indians are below the
age of forty-five. Half of the country hasnt yet reached the age of
twenty-five. We are a Republic of the Young wherein the young
generation has never been part of our socialist era and doesnt know
scarcity. They value choice and freedom and have seen India winning in
every arena, be it sports, business, technology or even beauty pageants.
In effect, they are far more confident about their place in the world and
justifiably proud of their Indian origins. They not only believe in change,
but are confident that they can affect change. A young working
population will not only drive productivity but also set a spiraling effect
on consumption and income generation. A young nation is willing to
work harder, earn higher and spend more on buying goods and services.
1.4 HISTORY
Big Bazaar was launched in September, 2001 with the opening of its first
four stores in Calcutta, Indore, Bangalore and Hyderabad in 22 days.
Within a span of ten years, there are now 161 Big Bazaar stores in 90
cities and towns across India. By September 2012 BIG BAZAAR will
have two more stores in North east namely SILCHAR and JORHAT in
Assam.
Big Bazaar was started by Kishor Biyani, the Group CEO and Managing
Director of Pantaloon Retail India. Though Big Bazaar was launched
purely as a fashion format including apparel, cosmetics, accessory and
general merchandise, over the years Big Bazaar has included a wide
range of products and service offerings under their retail chain. The
current formats includes Big Bazaar, Food Bazaar, Electronic Bazaar and
Furniture Bazaar. The inspiration behind this entire retail format was
from Saravana Stores, a local store in T. Nagar, Chennai
The stores are customized to provide the feel of mandis and melas while
offering the modern retail features like Quality, Choice and Convenience.
As the modern Indian family's favorite retail store, Big Bazaar is
popularly known as the "Indian Walmart".
On successful completion of ten years

in Indian retail industry, in 2011, Big
Bazaar has come up a new logo with
a new tag line: Naye India Ka
Bazaar, replacing the earlier one:
'Isse Sasta Aur Accha Kahin Nahin'.
Future Group chairman KishorBiyani to cut 18 deals to kill all debt
by March 2013 Chaitali Chakravarty & Arun Kumar, ET
Bureau Mar 19, 2012, 07.00AM IST
NEW DELHI: The Future Group, India's largest retailer, is negotiating
as many as 18 divestment and fund-raising transactions simultaneously,
including inducting a strategic partner in its flagship Big Bazaar stores, as
it seeks to pare its near Rs 7,800-crore debt and put finances back on
track.
"We are working on 18 deals and expect to consummate many of the
transactions early next fiscal. We will be a zero-debt company by March
2013,"
said FutureGroupChairman KishoreBiyani.
"We
need
to
streamline operations, enhance our focus on food and fashion, and reduce
our focus on furniture and electronics," he added.
1.5 FUNCTIONS OF RETAILING

Retailers play a significant role as a conduit between
manufacturers, wholesalers, suppliers and consumers. In this context,
they perform various functions like :(1) Sorting,
(2) Breaking bulk,
(3) Holding stock,
(4) Additional services
(5) Channel of communication,

(6) Transport & Advertising
1. Sorting
Manufacturers usually make one or a variety of products and would like

to sell their entire inventory to a few buyers to redu7ce costs. Final
consumers, in contrast, prefer a large variety of goods and services to
choose from and usually buy them in small quantities. Retailers are able
to balance the demands of both sides, by collection an assortment of
goods from different sources, buying them in sufficiently large quantities
and selling them to consumers in small units.
The above process is referred to as the sorting process. Through this

process, retailers undertake activities and perform functions that add to
the value of the products and services sold to the consumer. Supermarkets
in the US offer, on and average, 15,000 different items from 500
companies. Customers are able to choose from a wide range of designs,
sizes and brands from just one location. If each manufacturer had a
separate store for its own products, customers would have to visit several
stores to complete their shopping. While all retailers offer an assortment,
they specialize in types of assortment offered and the market to which the
offering is made. Westside provides clothing and accessories, while a
8
chain like Nilgiris specializes in food and bakery items. Shoppers Stop
targets the elite urban class, while Pantaloons is targeted at the middle
class.
2. Breaking Bulk
Breaking bulk is another function performed by retailing. The word

retailing is derived from the French word retailer, meaning to cut a piece
off. To reduce transportation costs, manufacturers and wholesalers
typically ship large cartons of the product, which are then tailored by the
retailers into smaller quantities to meet individual consumption needs.
3. Holding Stock
Retailers also offer the service of holding stock for the manufacturers.
Retailers maintain an inventory that allows for instant availability of the
product to the consumers. It helps to keep prices stable and enables the
manufacturer to regulate production. Consumers can keep a small stock
of products at home as they know that this can be replenished by the
retailer and can save on inventory carrying costs.
4. Additional Services
Retailers ease the change in ownership of merchandise by providing

services that make it convenient to buy and use products. Providing
product guarantees, after-sales service and dealing with consumer
complaints are some of the services that add value to the actual product at
the retailers end. Retailers also offer credit and hire-purchase facilities to
the customers to enable them to buy a product now and pay for it later.
Retailers fill orders, promptly process, deliver and install products.
Salespeople are also employed by retailers to answer queries and provide
additional information about the displayed products. The display itself
allows the consumer to see and test products before actual purchase.
Retail essentially completes transactions with customers.
5. Channel of Communication
Retailers also act as the channel of communication and information

between the wholesalers or suppliers and the consumers. From
advertisements, salespeople and display, shoppers learn about the
characteristics and features of a product or services offered.
Manufacturers, in their turn, learn of sales forecasts, delivery delays, and
10
customer complaints. The manufacturer can then modify defective or

unsatisfactory merchandise and services.
6. Transport and Advertising Functions
Small manufacturers can use retailers to provide assistance with

transport, storage, advertising and pre-payment of merchandise. This also
works the other way round in case the number of retailers is small. The
number of functions performed by a particular retailer has a direct
relation to the percentage and volume of sales needed to cover both their
costs and profits.
1.6 Marketing Mix Big Bazaar

1. Product:
Big Bazaar offers a wide range of products which range from apparels,
food, farm products, furniture, child care, toys, etc of various brands like
11
Levis, Allen Solly, Pepsi, Coca- Cola, HUL, ITC, P&G, LG, Samsung,
Nokia, HP etc.
Big Bazaar also promotes a number of in house brands like:
DJ & C
Tasty Treat
Clean Mate
Sensei
Care Mate
koryo and 44 other brands.
2. Pricing:
The pricing objective at Big Bazaar is to get Maximum Market Share.
Pricing at Big Bazaar is based on the following techniques:
Value Pricing (EDLP Every Day Low pricing): Big Bazaar

promises consumers the lowest available price without coupon clipping,
waiting for discount promotions, or comparison shopping.
Promotional Pricing: Big Bazaar offers financing at low interest

rate. The concept of psychological discounting (Rs. 99, Rs. 49, etc.) is
also used to attract customers. Big Bazaar also caters on Special Event
Pricing (Close to Diwali, Gudi Padva, and Durga Pooja).
Differentiated Pricing: Differentiated pricing i.e. difference in rate

based on peak and non-peak hours or days of shopping is also a pricing
technique used in Indian retail, which is aggressively used by Big Bazaar.
12
e.g. Wednesday Bazaar
Bundling: It refers to selling combo-packs and offering discount to

customers. The combo-packs add value to customer and lead to increased
sales. Big Bazaar lays a lot of importance on bundling.
e.g. 3 Good Day family packs at Rs 60(Price of 1 pack = Rs 22)
5kg oil + 5kg rice + 5kg sugar for Rs 599
3. Place:
The Big Bazaar stores are operational across three formats
hypermarkets spread over 40,000-45,000 sqft, the Express format over
15,000-20,000 sqft and the Super Centers set up over 1 lakh sq ft.
Currently Big Bazaar operates in over 34 cities and towns across India
with 116 stores. Apart from the Metros these stores are also doing well in
the tier II cities. These stores are normally located in high traffic areas.
Big Bazaar aims at starting stores in developing areas to take an early
advantage before the real estate value booms. Mr. Biyani is planning to
invest around Rs 350 crore over the next one year expansion of Big
Bazaar. In order to gain a competitive advantage Big Bazaar has also
launched a website www.futurebazaar.com, which helps customers to
orders products online which will be delivered to their doorstep. This
helps in saving a lot of time of its customers.
4. Promotion:
The various promotion schemes used at Big Bazaar include:
13
Saal ke sabse saste 3 din
Hafte ka sabse sasta din Wednesday bazaar
Exchange Offers Junk swap offer
Future card(3% discount)
Shakti card
Advertisement (print ad, TV ad, radio)
Brand endorsement by M.S. Dhoni and Asin

Big Bazaar has come up with 3 catchy lines written on hoardings taking
on biggies like Westside, Shoppers stop and Lifestyle. They are:
Keep West- a Side. Make a smart choice!
Shoppers! Stop. Make a smart choice!
Change your Lifestyle. Make a smart choice!
5. People:
Well trained staff at stores to help people with their purchases
Employ close to 10,000 people and employ around 500 more per
month.
Well-dressed staff improves the overall appearance of store.
Use scenario planning as a tool for quick decision making multiple

counters for payment, staff at store to keep baggage and security guards
at every gate, makes for a customer-friendly atmosphere.
14
6. Process:
Big Bazaar places a lot of importance on the process right from the
purchase to the delivery of goods. When customers enter the stores they
can add the products they which to purchase in their trolley from the
racks. There are multiple counters where bill can be generated for
purchases made. Big Bazaar also provides delivery of products over
purchases of Rs. 1000.
7. Physical Evidence:
Products in Big Bazaar are properly stacked in appropriate racks. There
are different departments in the store which display similar kind of
products. Throughout the store there are boards/written displays put up
which help in identifying the location of a product. Moreover boards are
put up above the products which give information about the products, its
price and offers. Big Bazaar stores are normally U shaped and well
planned & designed
1.7 Big Bazaar Marketing

MARKETING STRATEGY
OF
BIG BAZAAR
TARGET AUDIENCE:
* Big Bazaar targets higher and upper middle class customers.
15
* The large and growing young working population is a preferred

customer segment.
* Targets specifically working women and home makers who are the
primary decision makers.
BIG BAZAAR-USP:
* Low price as compared to other places.
* Schemes like Buy 1 gets 1 free, 20% discount etc
* 1 Billion Population.
* Availability of Liquid Cash/Disposable Income among Young
Generation.
* Affordable man power
* Craze, Passion among Mr. Customer (Consumer)
* Different products under one roof.
STRATEGIES:
* To minimize Retailing cost
* Operating: Fewer staff on the floor-one person for every 500 sqft
* Minimize the Furniture cost
* Saving Shelf Space
* Way to deal unsold stock off
* Todays Price:Everyday a chosen product is being sold at lower than
usual price
1.8 Marketing Mix:
16
Pricing:
The pricing objective at Big Bazaar is to get Maximum Market Share.
Pricing at Big Bazaar is based on the following techniques:
* Value Pricing (EDLP Every Day Low pricing): Big Bazaar promises
consumers the lowest available price without coupon clipping, waiting
for discount promotions, or comparison shopping.
* Promotional Pricing: Big Bazaar offers financing at low interest rate.

The concept of psychological discounting (Rs. 99, Rs. 49, etc.) is also
used to attract customers. Big Bazaar also caters on Special Event Pricing
(Close to Diwali, DurgaPooja, etc).
* Differentiated Pricing: Differentiated pricing i.e. difference in rate
based on peak and non-peak hours or days of shopping is also a pricing
technique used in Indian retail, which is aggressively used by Big Bazaar.
* Bundling: It refers to selling combo-packs and offering discount to
customers. The combo-packs add value to customer and lead to increased
sales. Big Bazaar lays a lot of importance on bundling.
1.9 RETAIL UNIT
A retail unit could be owned by:
Manufacturer (e.g., company owned retail outlets)
Wholesaler (e.g., Vastra outlet in Rajouri in New Delhi)
Independent retailer (Chanakya Sweet Shop near Hazratganj in

Lucknow)
17
Consumer (consumer owned grocery stores in man y residential

societies)
Co-operative society (e.g., Mother Dairy milk booths in Delhi)
Government (e.g., Cottage Emporia)
Ownership shared among franchiser and franchisee (e.g., Archies

Gallery)
Although most Indian retailers fall in the category of small-scale units,
there are also some very big retailers. Organized retail stores are
generally characterized by large, professionally managed store formats
providing goods and services that appeal to customers, in an ambience
that is conducive for shopping and provides a memorable experience to
customers.
From positioning and operating perspectives, each ownership format
serves a marketplace niche and presents certain advantages and
disadvantages. Retail executives must not lose sight of this in playing up
their strengths and working around their weaknesses.
1.10 Classification of Retail Units
Conceptual classification of a business unit provides the marketers
with strategic guidelines, useful in the design of retailing strategy.
Besides, retail businesses are extremely diverse and there are quite a
few types of retail units. Therefore, retail units are classified on
18
multiple of ownership, geographical locations, kind of customer

interaction level of services provided etc.
1. Retailers Classified on the Basis of Ownership
One of the first decisions that the retailer has to make as a business owner
is how the company should be structured. This decision is likely to have
long-term implications, so it is important to consult with an accountant
and attorney to help one select preferred ownership structure.
There are four basic legal forms of ownership for retailers:
Sole proprietorship:The vast majority of small businesses start

out as sole proprietorships. These firms are owned by one person,
usually the individual who has the day-to-day responsibility for running
the business.
Partnership: -A partnership is a common format in India for

carrying out business activities (particularly trading) on a small or
medium scale. In a partnership, two or more people share ownership of
a single business.
Joint venture: A joint venture is not well defined in the law.

Unless incorporated or established as a firm as evidenced by a deed,
joint ventures may be taxed like association of persons, sometimes at
maximum marginal rates. It acts like a general partnership, but is
clearly for a limited period of time or a single project.
19
Limited liability Company (public and private):- The Limited

Liability Company (LLC) is a relatively new type of hybrid business
structure that is now permissible in most states. The owners are
members, and the duration of the LLC is usually determined when the
organization papers are filed.
2. Classification of Retailers on the basis of Operational Structure
Retail businesses are classified on the basis of their operational and
organizational structure. Operational structure defines the key strategic
decision of retail entity, whether to hire employees and manage the
distributed sales function internally or to reach customers though
franchised outlets owned and operated by local entrepreneurs.
Retail firms can be classified into five heads on the basis of their
respective operational structures:
Independent retail unit: The total number of retailers in India is

estimated to be over 5 million in 2003. About 78% of these are small
family businesses utilizing only household labour. An independent
retailer owns one retail unit.
Retail Chain: A chain retailer operates multiple outlets (store

units) under common ownership; it usually engages in some level of
centralized (or coordinated) purchasing and decision making.
20
Franchising:-Franchising involves a contractual arrangement

between a franchiser (which may be a manufacturer, a wholesaler, or a
service sponsor) and a retail franchisee, which allows the franchisee to
conduct a given form of business under and establishments name and
according to a given pattern of business.
Leased Department or Shop-in-shop:- It refers to department in a

retail store that are rented to an outside party. Usually this is done in
case of department and specialty stores and also at times, in discount
stores.
Co-operative Outlets: Co-operative outlets are generally owned

and managed by co-operative societies. In this context the detailed
example of KendriyaBhandar in India.
3. Classification of Retailers on the basis or Retail Location

Retailers have also been also been classified according to their store
location. Retailers can locate their stores in an isolated place and attract
the customers to the store on their own strengthsuch as a small grocery
store or paan shop in a colony, which attracts the customers staying close
by.Classification of retailers on the basis of location is discussed below:
21
Retailers in a free-standing location: Retailers located at a site

which is not connected to other retailers depend entirely on their sores
drawing power and on the various promotional tools to attract
customers. This type of location has several advantages including no
competition, low rent, better visibility from the road, easy parking and
lower property costs. For example the Haldirams outlet on the DelhiJaipur highway and the McDonalds outlet on Delhi-Ludhiana highway.
Retailers in a Business-associated Location:- In this case, a

retailer locates his store in a place where a group o retail outlets,
offering a variety of merchandise, work together to attract customers to
their retail area, and also compete against each other for the same
customers.
Retailers in Specialized Markets: - Besides the above locationbased classification, we also have in India-retailers who prefer
specialized markets, particularly traditional independent retailers or
chain stores. In India, most of the cities have specialized markets
famous for a particular product category. For example, in Chennai,
Godown Street is famous for clothes, Bundertreet for stationery
products, Usmanstreet for jewellery, T Nagar for ready-made garments,
Govindappannaicleen Street for grocery, Poo Kodiak for food and
vegetables.
Airport Retailing: For quite some time, duty-free shops and

newsstands dominated the small amount of commercial space provided
22
at airports. Lately, serious efforts are being made to design new airport
facilities in order to incorporate substantial amounts of retail space.
The key features of airport retailing are:
Large groups of prospective shoppers
Captive audience
Strong sales per square foot of retail

space
Strong sales of gift and travel items
Difficulty in replenishment
Longer operating hours
Duty-free shopping possible

.
23
CHAPTER. 2
OBJECTIVE OF THE STUDY
24
2.1 Objectives Of The Study

To know the effective promotional strategy which influence customer to
purchase a product of BigBazaar.
Sub-objectives:
1.
To know the promotional strategy of big bazaar
2.
How Big Bazaar Establish and maintain the in retailing through

promotion
25
CHAPTER. 3
RESEARCH AND METHODOLOGY
26
3.1 THE RESEARCH PROCESS

In cases where retailers need to make significant decisions concerning
any of the aforementioned areas, they may engage in some type of formal
research. Whether the research is conducted by in-house staff, as is the
case of the industrys giants, by an independent organization, or by an
outside consultant that works with the companys own research team, the
methodology is the same. The stages and tools that researchers use for
retail problems are virtually the same as those used for other business
situations.
3.2 IDENTIFYING THE PROBLEM
The first stage is to identify the problem or area of concern. It might be
about determining the consumers level of acceptance of private-label
merchandise and whether or not the company should change its in-stock
percentage of these items. Another area may center around restructuring
price points and the potential problems associated with such change. Still
another area could be the impact of separating the companys brick-andmortar merchandising operations from those used for their off-site
ventures such as catalogs and Internet Web sites. Whatever the situation,
the problems must be identified before further action may take place.
3.3 DEFINING THE PROBLEM
After the problem is identified generally, it must be defined specifically.
For example, if the retailer wanted to concentrate on the price point
problem stated in the preceding section, the researchers would need to
know if the new restructuring is in the entire store or in a specific
27
department. In the private-label dilemma, the researchers need to know if

the retailer is focusing on every department or just menswear. Narrowing
the stated problems that have been identified is a necessity so that
researchers will be better able to solve the problem. For example, the
three problems identified in the previous section could be more
specifically stated as follows:
1. Will private labeling be accepted in the shoe department?
2. Would the store benefit from trading up in the dress department,
eliminating the lower price points and adding higher ones?
3. Should the merchandising for off-site divisions include childrens
wear?
Once the problem is narrowly defined, the research team can continue
onto the next phase of the study.
3.3 GATHERING DATA
After specifying the problem, the process moves to the stage of collecting
data. This is an extremely important area of the study, because the
divisions are based on this information. The data comes from two
sources, secondary and primary.
1. SECONDARY DATA
Data that is already available to the researcher is classified as secondary
data. It may come from such sources as the companys own records,
studies that were conducted by governmental agencies and trade
associations, private research organizations, and periodicals.
28
COMPANY RECORDS.
A great deal of information is continuously generated by the companys
computer, which keeps track of records such as sales figures for every
department and merchandise classification, customer returns, vendor
analysis, employee turnover rates, and sales associates commissions.
Each of these is important when studying retail problems.
GOVERNMENTAL AGENCIES
Various government agencies provide general information that could help
retailers researching a problem. At the federal level, for example, the
Census Bureau, undertakes periodic studies of the general population,
housing, and businesses, all of which provide valuable information for
the merchant who is considering expanding the company. The
Department of Commerce generates a great deal of timely information on
business conditions that is appropriate for retailer use. The monthly
Catalog of U.S. Governmental Publications produces a host of materials,
free of charge, on topics including regular reports on new home
construction, employment figures, and cost-of-living adjustments.
By logging onto these governmental agencies Web sites or by utilizing a
search engine such as www.askjeeves.com, researchers can access a
wealth of pertinent information. State and local governments provide a
great deal of secondary information that researchers can use to find out
about business conditions in the retailers more immediate trading area.
29
TRADE ASSOCIATIONS
There are many trade associations that deal with various specific aspects
of retailing, such as the Institute of Store Planners, (www.ispo.org), and
the International Mass Retail Association, (www.imra.org). However, the
National Retail Federation (NRF) www.nrf.com, the retail worlds largest
association, provides a wealth of information on every conceivable area
that affects retailers and their operational needs. In addition to offering a
forum that retailers from around the globe attend to learn about the latest
industry innovations, NRF regularly conducts studies that are important
to the retail community. NRF members may obtain copies of its research
that may help them with their own problems.
PRIVATE RESEARCH ORGANIZATIONS
There are numerous research organizations that engage in original
studies, two of which, Gallup & Robinson and the Olinger Group, are
discussed in separate spotlights in this chapter. Their Web sites,
www.gallup-robinson.com, and www.olingergroup.com, offer a great
deal of information on their research services. A.C. Nielsen, another
major research firm, specializes in broadcast surveys. By examining its
rankings of TV programs in terms of viewership, major fashion retailers
are able to assess which programs they should advertise on.
PERIODICALS
Numerous trade papers and magazines regularly engage in research
projects that retailers find useful. Fairchild Publications is a leader in
fashion news with its Womens Wear Daily and Daily News Record
publications. Almost every issue of these publications provides
30
meaningful information regarding the state of the fashion industry. Stores

Magazine, published by NRF, presents studies that can assist retailers
with their decision making; Visual Merchandising and Store Design, a
monthly periodical published by ST Media Group, is especially important
for fashion retailers, because its pages cover every detail of store design
and display; and Chain Store Age offers the latest developments in that
area of merchandising.
In addition to these periodicals that are expressly directed at the retail
arena, others, such as the Wall Street Journal and the New York Times,
often feature articles that may pertain to retailers and their problems.
PRIMARY DATA
Its possible that retailers can get enough information from secondary
data to make their decisions. If they require more data specific to their
particular situation, however, they need primary data. Primary data are
the data that must be obtained firsthand through original research. The
information is gathered from customers, potential customers, employees,
vendors, market specialists such as resident buying offices, and the media
through questionnaires, focus groups, and observations. Though valuable,
primary research is often very costly to obtain.
31
CHAPTER .4
S.W.O.T ANALYSIS IN RETAIL
MARKETING
32
4.1 S.W.O.T ANALYSIS IN RETAIL MARKETING

Strength
Demographic favor
Raising disposable income
Increase in No. of people in earner category
Urbanization
Shopping convenience
Changing consumer habits in life style
Plastic card revolution
Greater availability of quality retail space
Weakness
Policy related issue
- Lack of industry status for retail.
- Numerous license, permits and registration requirement.
Limited consumer insight
33
- Lack of detailed region specific customer data.

- Less data on spreading pattern.
Inadequate human resource
- Lack of trained personnel at all level.
- Fragmented approach to human resource.
Taxable hurdle
- Inconsistent octopi and entry tax structure.
- VAT n multiple tax issues.
Under developed supply chain
- Underdeveloped logistics infrastructure.
- Lack of national distribution network and hubs.
Lack of adequate utilities
- Lack of basic infrastructure like power, transportation
and
Communication creates difficulty in sustaining retail
operation across the country.
Opportunities
Potential for investment.

Location advantage.
Sectors with high potential.
Faster growing formats.
Rural retailing.
Wholesale retailing.
Falling real estate cost.
E-retailing.
Retail franchising.
Threats
Political issue
34
Social issue
Inflation
Lack of differentiation among the malls that are coming.
Poor inventory turns and stock availability measures.
STRATEGY
3-C Theory:
According to Inshore Giyanis 3-C theory, Change and Confidence

among the entire population is leading to rise in Consumption, through
better employment and income which in turn is creating value to the
agricultural products across the country. 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).
35
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).
While Big Bazaar is targeted at the population across India one and India
two segments, Aadhaar Wholesale is aimed at reaching the population in
India three segment. With this, Future Group emerged as a retail
destination for consumers across all classes in the Indian society.
Operations
The Big Bazaar Store in Nagpur.
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
36
independent locations. A typical Big Bazaar is spread across around

50,000 square feet (4,600 m2) of retail space. While the larger
metropolises have Big Bazaar Family centres measuring between 75,000
square feet (7,000 m2) and 160,000 square feet (15,000 m2), Big Bazaar
Express stores in smaller towns measure around 30,000 square feet
(2,800 m2).
Big Bazaar has the facility to purchase products online through its official
web page, and offers free shipping on some of their products.[5]
Innovations
Wednesday Bazaar
Big Bazaar introduced the Wednesday Bazaar concept and promoted it as
HafteKaSabseSasta Din. It was mainly to draw customers to the stores
on Wednesdays, when least number of customers are observed.
According to the chain, the aim of the concept is "to give home makers
the power to save the most and even the stores in the city don a fresh look
to make customers feel that it is their day".
SabseSasta Din
With a desire to achieve sales of Rs 26 Crore in a one single day, Big

Bazaar introduced the concept of "SabseSasta Din". The idea was to
37
simply create a day in a year that truly belonged to Big Bazaar. This was
launched on January 26, 2006 and the result was exceptional that police
had to come in to control the mammoth crowd. The concept was such a
huge hit that the offer was increased from one day to three days in 2009
(24 to 26 Jan) and to five days in 2011 (22-26 Jan).
MahaBachat
MahaBachat was started off in 2006 as a single day campaign with
attractive promotional offers across all Big Bazaar stores. Over the years
it has grown into a 6 days biannual campaign. It has attractive offers in
all its value formats such as Big Bazaar, Food Bazaar, Electronic Bazaar
and Furniture Bazaar - catering to the entire needs of a consumer.
The Great Exchange Offer
On February 12, 2009 Big Bazaar launched "The Great Exchange Offer",
through with the customers can exchange their old goods in for Big
Bazaar coupons. Later, consumers can redeem these coupons for brand
new goods across the nation.
38
4.2 PLAYERS IN RETAIL SECTOR IN INDIA

The Indian retail sector has been euphoria over the last five years. India
topped the A.T. Kearney's Global Retail Development Index for two
consecutive years and this has infatuated Indian as well as foreign retail
players to go gaga on the merchandising track. According to geographical
39
expansion, Delhi/NCR and Mumbai are the felicitated regions as the top
companies have rated the spending potential of consumers in the vicinity
of the national capital and the financial capital as excellent. Other metros
such as Kolkata, Chennai, Hyderabad and Bangalore have caught the
sight of investors but their fortunes are yet to be illuminated. Companies
like The Future Group, Reliance, Bharti-Walmart, DLF etc. have shown
the way for other to enter. The countries is expecting a surge in the
growth sprint and lets hope for the best
1. Bharti RetailA wholly owned subsidiary of Bharti Enterprises.has announced two joint
ventures (JV)with the international retailing behemoth, Wal-Mart. The
first JV ensures cash and carry business, in which 100 percent FDI is
permitted and it can sell only to retailers and distributors. The second JV
concerns the franchise arrangement. Sunil Mittal, Chairman of the Bharti
Group assured that the ventures will use low prices every day and best
practices for the satisfaction of the customer. Processed foods and
vegetables will be delivered by Bharti Field Fresh, Bharti's JV with
Rothschild. Bharti Retail aims to foray every city with a population
exceeding 1 million. It has plans to come up with an investment of more
than $2 billion in convenience stores, supermarkets and hypermarkets
spread over an aggregate 10 million sq. ft. The expansion drive looks
ambitious but analysts are worried that Bharti may face stiff competition
from Pantaloon and Reliance as they too have sanguine plans to flood the
markets with thousands of retail outlets in the coming five years. Bharti
40
Telecom also has plans to offer all its fixed and mobile telecom products
and services from a single window to the SMB (Small and Medium
Business) enterprises under the BhartiInfotel division
2. Reliance RetailReliance claimed last year to start a retail chain that will be unique in size
and spread, will lead to the welfare of one and all ranging from Indian
farmers, manufacturers and ultimately consumers. It is known as
Reliance Retail Ltd.(RRL) and is a 100 percent subsidiary of Reliance
industries Ltd.(RIL). Soon after the Bharti-Wal Mart tie up, there was the
news that RIL (Reliance Industries Ltd.) Chairman Mukesh Ambani met
Commerce Minister Kamal Nath to discuss the apprehension of cheap
imports from China. Reliance Retail has plans to open 4,000 outlets
across 1,500 towns for an investment of $5.6 billion. Reliance is not
away from agro-business. According to Buddhadeb Bhattacharjee, Chief
Minister of West Bengal, Reliance will hold demonstration farming,
produce good quality seeds and give inputs to farmers. Its most
significant participation has been in the food procurement business in
Madhya Pradesh and Punjab. This has in fact compelled the government
to import wheat this year. Reliance Retail has also been reported to have
entered into an agreement with footwear manufacturer Bata India Ltd. so
that they will involve in selling each other's products.
3. DLF Shopping MallsDLF Retail Developers Ltd. is one of the troikas of the DLF Group.
Besides being India's largest real estate developer, DLF is also of the
41
leaders in innovating shopping malls in India. It caught public eye when

it launched the 2,50,000sq ft. shopping mall in Gurgaon. It has brought a
dramatic change in the lifestyles and entertainment with its City Centres
and DT Cinemas. DLF has plans to invest Rs. 2000-3000 crore in all the
emerging areas from metros to A class cities in the next two years. Till
last year the company was involved in building 18 malls out of which 10
were in the NCR region. Future plans of DLF involve opening up of 100
malls( speciality malls, big box retailing and integrated malls) across 60
cities in next 8-10 years. They are slowly transforming into 'lease' and
'revenue share' models.
Local players like ITC, the A.V. Birla Group and Tatas have given the
hints to enter organised retail. Frances Carrefour SA and Britains Tesco
too were recently in news for their future plans to explore the Indian
retail market.
4. Big BazaarBig Bazaar is a chain of department stores owned by the Pantaloon
Group (Future Group) and headed by Kishor Biyani and headquartered at
Mumbai. It offers all types of household items such as home furnishing,
utensils, fashion products etc. It has a grocery department and vegetable
section known as the Food Bazaar and its online shopping site is known
as FutureBazaar.com. The real estate fund management company
promoted by the Future Group expects to develop more than 50 projects
across India covering a combined area of more than 16 million sq. ft. On
April 1 2007, Big Bazaar had to shut its outlets in Mumbai as the 120
retrenched
employees
called
a
42
strike
with
the
support
of
BhartiyaKamgarSena (the trade Union wing of Shiv Sena). Later the

management agreed to reinstate the sacked workers.
4.3 BRANDS
Future Group has built an attractive portfolio of some of the fastest
growing consumer brands in India. This activity is led through Future
Brands India Limited, a specialized subsidiary company set up to create
and build powerful brands that address the aspirations of the new Indian
consumer.
Future Brands
Future Brands Limited (FBL) is involved in the business of creating,
developing, managing, acquiring and dealing in consumer-related brands
and IPRs (Intellectual Property Rights).
We retail a wide range of products and brands, some of which have been
grown and nurtured by our group companies.
43
Big Bazaar
Big Bazaar is a chain of hypermarket in India. As of June 2, 2012 there
are 214 stores across 90 cities and towns in India covering around 16
million sq.ft. of retail space. Big Bazaar is designed as an agglomeration
of bazaars or Indian markets with clusters offering a wide range of
merchandise including fashion and apparels, food products, general
merchandise, furniture, electronics, books, fast food and leisure and
entertainment sections.Big Bazaar is part of Future Group, which also
owns the Central Hypermarket, Brand Factory, Pantaloons, EZONE,
HomeTown, futurebazaar.com, KB's Fair Price to name a few and is
owned through a wholly owned subsidiary of Pantaloon Retail India
Limited(BSE: 523574 523574), that is listed on Indian stock exchanges.
CHAPTER. 5
44
STRATEGY OF FUTURE GROUP
5.1 STRATEGY
45
Anew normal is being defined in the Indian consumer market every day.
With far-reaching socio-economic changes that India has undergone in
the last decade, the drivers in urban and rural India are maturing fast.
With a growth strategy tempered with localization and an inclusive
business model, Future Group is the only pure play local retailer poised
to lead Indias consumption story with sustainable value creation.
Our multi-format retail strategy captures almost the entire consumption

basket of Indian customers. As modern retail drives new demand,
efficiency and consumption in new categories, our strategy is based on
our deep understanding of Indian consumers. We understand the varied
buying behaviour of the Indian consumer across regional ethnicities and
are constantly innovating to craft strategies that address the subtle
differences.
Future Group's strategy is aimed at achieving inclusive, sustained
and profitable growth with three levers
Customer-orientation
The bottom line in each of our retail success stories is "know your
customer". Insights into the soul of Indian consumers - how they operate,
think, dream and line - helps us innovate and create differentiating
functionally.
Continuous-innovation
46
As India's largest retailer, we understand the importance of innovation.

We rethink strategies and realign businesses with increasing agility to
provide diverse customer groups with refreshingly different retail
experiences.
Collaborative transformation
Creating a collaborative environment combining our strengths with our
suppliers and vendors helps us create immense value for our customers
which in turn fostersmatual growth.
We believe that modern Indian retail rests on the strength of two pillars
scale and efficiencies. As front-runners in both areas, we firmly believe
our core responsibility lies in providing protection to customers from the
overall rate of inflation. While the scale and size of our operations helps
us improve efficiencies, it also ensures we deliver greater value to our
customers.
Our retail thrust is focussed on four principal verticals of Food, Fashion,
General Merchandise and Home. These four categories together account
for nearly 65% of the consumption in the country and represent mass
consumer aspirations.
Acknowledging this, we are creating retail pure play through divestment
and demerger of non-retail businesses to concentrate our efforts on these
verticals.
47
Indias retail boom is being driven by resurgence in the economy.

Modern retail still has around 6% share of the total retail spend in the
country, that is estimated at around US $ 400 billion. Thus, the potential
for modern retail growth in India is huge. Currently, leading retailers in
mature markets occupy the top three slots by turnover, employment and
value creation. As the Indian economy matures, it is upon us to make the
same happen in our country.
5.2 LOGISTIC AND SUPPLY CHAIN

In a highly competitive retail marketplace with changing consumer
preferences, different formats and large geographical spread, retail
logistics is a critical business activity.
At Future Group we believe the viability of a retail operation hinges as

much on achieving efficient logistics and supply chain as it does on
attaining success at the front end.
A seamless logistics function to move our products from the
manufacturer to our store shelves is at the heart of our retail operations.
Our robust presence in logistics and supply chain helps us move millions
of products to customers each day of the year across India in the most
efficient and cost-effective manner
48
FUTURE SUPPLY CHAINS

Future Supply Chains, a specialized subsidiary, offers a strategic, focused
and consolidated approach to meet the groups large supply chain
requirements as well as those of select suppliers and business partners.
Future Supply Chains provides integrated end-to-end supply chain
management, warehousing and distribution, multi-modal transportation
and container freight stations.
Operates
major
verticals:
Warehousing,
Transportation,
International Logistics, Brand Distribution and Reverse Logistics
Current warehouse footprint of over 3.5 million square feet with 67

warehouses across 32 locations.
Dedicated fleet of over 400 vehicles and an outsourced fleet of 400

trucks that move goods across India in the most efficient and costeffective manner
Li & Fung, the Hong Kong-based largest retail supply chain

company, is an investor and partner of Future Supply Chains.
For more information on Future Supply Chains.
5.3 EMPLOYMENT PHILOSOPHY

Start Here.Dream Big. Grow Far.
We're growing in dynamic ways and are looking for people who will
enable us to continue our success. We are looking for people who are
passionate, adaptable, self-motivated, team players and who reflect our
ideology - "Rewrite rules. Retain values".
49
If you share our passion for success, we invite you to be a part of an

amazing success story by taking up exciting growth opportunities with
us. Future Group is an equal-opportunity employer. We encourage people
to join us from all walks of life. To this end, we have implemented
numerous training programs that provide our employees avenues for
advancement. Our unflagging efforts have ensured that over 80 percent of
our people have been positively impacted. This has helped us identify
and nurture Future leaders and bringing fresh energy and perspective to
the business.
In potential employees, we value
Future Group looks to employee expertise to combine and sustain

business and community growth. We are fully committed to Indias
socio-economic development and seek the same values in those looking
to be part of the Future Group family
50
5.4 EXECUTIVE COMMITTEE BOARD

Kishore Biyani
| Founder and Group CEO, Future Group
Considered a pioneer of modern retail in India, Kishores leadership has
led the groups transformation into Indias leading player in the
consumption sector. Regularly ranked among Indias most admired
CEOs, he is the author of the book It Happened in India. He has won
multiple awards from government bodies and the private sector in India
and abroad and is on the board of a number of bodies, including the
National Innovation Foundation in India and New York Fashion Board.
Anshuman Singh
| Managing Director & CEO, Future Supply Chain Solutions Ltd.
In a career spanning over 18 years, Anshuman has worked in all aspects
of the value chain across several industry segments such as Discrete
Manufacturing, Durables, Textiles, Retail and Supply Chain with
companies like Grasim, H&R Johnson, Bombay Dyeing, and Welspun
Retail. He is responsible for starting the first Home Furnishings
Speciality Retail Chain in the country in his last assignment as the
Director and CEO of Welspun Retail Ltd. before rejoining Future Group
where he created Future Supply Chains Ltd. Anshuman is a Mechanical
Engineer and an MBA.
B. Anand
51
| Director Finance, Future Group

A Chartered Accountant by training, Anand has nearly 20 years of
experience in corporate finance and banking across diversified business
groups. Before joining Future Group, he was President-Corporate
Finance, Vedanta Resources Group. He has been associated with
Motorola India, Credit Lyonnais, HSBC, IL & FS and Citibank.
Damodar Mall
| Director, Integrated Food Strategy, Future Group
An alumnus of IIT Mumbai and IIM Bangalore, Damodar has over two
decades of experience in the FMCG and food industry. He was a cofounder of DMart, a supermarket chain in Western India, and was
associated with Uniliver in India.
Kailash Bhatia
| Director & CEO, Pantaloon Retail
Co-founder of the ColorPlus brand, Kailash has over three decades of
valuable experience in the fashion business and is considered to be a
stalwart in the Indian fashion industry. Before joining Pantaloon Retail,
he was associated with Weekender, Arvind Mills and Mafatlal Industries,
among other companies.
K. K. Rathi
52
| CEO, Future Ventures India Ltd.

A qualified Chartered Accountant and Company Secretary with
approximately 24 years of professional experience in corporate finance,
strategic business planning and investment advisory, Mr. Rathi has
worked in organizations such as KEC International, H&R Johnson and
MotilalOswal Private Equity Advisors. He has previously worked as
Group CFO with Pantaloon Retail.
Sanjay Jog
| Chief People Officer, Future Group
Sanjay has over two decade of experience in working with a wide range
of companies in the services sector in India and abroad. A post-graduate
from Pune University, he joined Future Group in July 2005. Before this
he worked with companies like DHL Limited, Indian Hotels Group,
Bharti Enterprises and RPG Enterprises.
Santosh Desai
| Managing Director & CEO, Future Brands India Ltd.
An alumnus of IIM Ahmedabad, Santosh has over two decades of
experience in advertising. He was President of McCann-Erickson, India
prior to his association with Future Group. A highly respected figure in
the advertising and marketing community in India, Santosh is a columnist
with the Times of India and several other publications and has addressed
the global management boards of several multinationals, including
53
Hersheys, Microsoft, Philips, Unilever, Coke etc. He is also the author of

the book Mother Pious Lady Making Sense of Everyday India.
Sumit Dabriwala
| Managing Director, Agre Developers Ltd.
An entrepreneur in his own right and an urban developer, Sumit has 21
years of corporate experience with significant exposure to the real estate
sector. Before joining Future Group, he was on the Board of Directors of
Calcutta Metropolitan Group and Riverbank Holdings.He has served as a
Member of Infrastructure Council in CII, Infrastructure Sub-Committee
Chairman, Regional Council Member and Core Group Retail Chairman
in CII (Eastern Region), and as an Infrastructure Committee Member,
Executive Committee Member, and Chairman of Young Leaders Forum
in the Indian Chamber of Commerce.
V. Vaidyanathan
| Vice Chairman and MD of Future Capital Holdings Ltd.
An alumnus of Birla Institute of Technology and Harvard Business
School, he joined Future Group in August 2010. Before this, he was on
the Board of ICICI Bank. He has held the positions of Managing Director
and CEO of ICICI Prudential Life Insurance Co, Chairman of ICICI
Home Finance Company, and served on the boards of ICICI Lombard
General Insurance and CIBIL. He worked with Citibank India from 1990
to 2000.
54
CHAPTER. 6
CASE STUDY
55
CASE STUDY
Promotional Strategy of Big Bazaar & Maintaining the image in
Retailing
Executive Summary
Indian retail sector is witnessing one of the most hectic Marketing
activities of all times. The companies are fighting to win the hearts of
customer who is God said by the business tycoons. There is always a
first mover advantage in an upcoming sector. In India, that advantage
goes to BIG BAZAAR. It has brought about many changes in the
buying habits of people. It has created formats, which provide all items
under one roof at low rates, or so it claims. In this project, we will study
its marketing strategies and promotional activities.
The research titled A Study on the effective promotional strategy

which influences customer to purchase a product of Big Bazaarhelps
us to understand the effect of promotional strategy which is responsible
for attracting customer towards big bazaar This study helpful to top level
management to improve the present promotional strategy of BIG
BAZAAR.
The report deals with the impact of promotional activity which attracting
customer towards big bazaar.
The research was carried out as per the steps of Marketing Research. The
well supportive objectives were set for the study. To meet the objectives
primary research was undertaken. The data collection approach adopted
56
was experimental research & survey research. The instrument used for
the data collection was observation & questionnaire. The target
respondents were the visitors of BIG BAZAAR, with the sample size of
90 for the study of sales management of the company. Tables & charts
were used to translate responses into meaningful information to get the
most out of the collected data. Based on those the inferences have been
drawn with peer supportive data.
Recommendations:
Big bazaar should keep offers in regular intervals so that there

should not be a long term gap, because offer is the most influencing
factor which is responsible for customer purchase decision.
And they also concentrate on T V advertisement they should show

ads and promotional offers in a regular interval in three languages like
Kannada Hindi English.
Hoarding should be placed uncovered area.
Limitations:
The study was restricted to only the customers of BIG BAZAAR,

Gurgaon.
The time constant was a limiting factor, as more time required

carrying out study on other aspects of the topic.
The result and analysis based on the customer survey method and
small sample size has taken only 90
57
Findings are related to particular areas
58
CONCLUSION
Indian retail sector is witnessing one of the most hectic Marketing
activities of all times. The companies are fighting to win the hearts of
customer who is God said by the business tycoons. There is always a
first mover advantage in an upcoming sector. In India, that advantage
goes to BIG BAZAAR. It has brought about many changes in the
buying habits of people. It has created formats, which provide all items
less than one roof at low rates.
The consumers preferences are changing & they are moving from
Traditional Kirana stores to Modern Retail outlet. Its the main challenge
to the Modern retail outlets to attract the customers towards them from
that of competitors. To attract more customers companies have to carry
out the promotional activities in unique way. BIG BAZAAR has
maintained that uniqueness & has succeeded in attracting customers.
The promotional activity of the company, which famous as Less Price
than others as it says Nobody Sells Cheaper and Better! is made its
place in minds of customer. As the competition is becoming stiff in the
market the activities conducted by the company are unique, that have
brought fruitful result to the company. Among them sales Promotions is
one of the leading activity or unique among all other activities & has high
influence on the customer walk-in.
BILOGRAPHY
WEB SITE
WWW.FUTUREGROUP.COM
WWW.BIGBAZAAR.COM
WWW.SCRIBD.COM
WWW.MANAGEMENTPARADISE.COM
QUESTIONERY
1. Tell me something about your firm.
Ans. Our firm is mainly into retail and logistic.
We connect a diverse and passionate community of Indian buyers,
sellers and businesses.
2. What is the job you perform? Whats your job?
Ans. I am an assistant mktg. Managing data base of the client.
3. How old is your firm?
Ans.25 years.
4. What is the process?
Ans.Mfg garments and supplying to stores.
5. Does retailing take place in your firm? If yes which type.
Ans. Yes fixed location retailing(shopping mall)
6. Where you see your future(firm)?
Ans. Ahead..
7. Is retailing profitable or not?
Ans. Yes it is profitable.
8. How retailing helped you and your firm?
Ans. Financially.
9. What is the capacity(no. of member) in your firm and recruitment.

Ans. 35 thousand.
10.Name the firm you had contract[pantaloon/shoppers stop etc].
Ans.Pantaloon retail India and Future value retail ltd.
11.How do you recruit people on what basis.(qualification/experience
etc).
Ans. Qualification as well as experience.
12.Your employees are satisfied or not?
Ans. Yes they are satisfied.
13.Does performance appraisal take place in your firm.with new
employees? If yes which model/older/360.
Ans. Yes 360
14.How wasyou experience?
Ans. Its good.

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