Professional Documents
Culture Documents
Master of Business Administration: Project Oncustomer Services Provided by Big Bazaar
Master of Business Administration: Project Oncustomer Services Provided by Big Bazaar
By
ABRAR KALKERI
REG No: 2SU18MB801
SRINIVAS UNIVERSITY
Mukka, Mangalore - 574146
2020 – 2021
1|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
ACKNOWLEDGEMENT
The credit of making this study report a accomplishment goes to many individuals for their
supervision & help. However first & foremost I would like to thank the Almighty God for his
blessing.
I am very thankful to Dr. P.S Aithal, vice chancellor, college of Management & commerce,
Srinivas University for giving me the opportunity of carrying out this project work.
I am very thankful to Dr. Shailashri VT, Head of department, college of Management &
Commerce for providing me the proper format and guidance of the project work
I am very grateful to my project guide Mr. Sagar Srinivas, Faculty at Srinivas Institute of
Management Studies Pandeshwar, Mangalore. For guiding me, for this project, with his
marketing inputs.
ABRAR KALKERI
2|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
DECLARATION
I am submitting this Project Report / Dissertation in partial fulfillment of the requirement for
the award of the degree of Master of Business Administration by the Srinivas University
during the academic year 2019-2020
I declare that this project report has been tested for plagiarism, and has passed the plagiarism
test with the similarity score less than and it satisfies the academic requirements in respect
of project work prescribed for the said degree.
I further declare that this project/ dissertation report o any part of it has not been submitted
for award of any other Degree/ Diploma of this university or any other University/ Institution
Date:
3|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
CERIFICATE
4|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
ABSTRACT
CUSTOMER SERVICES are all what the company does for the satisfaction of its customer.
They help to gain higher profit from sold product. It is the provision of services to customer
before, during and after a purchase. Customer services is a series of activities designed to
enhance the level of customer satisfaction –that is, the feeling that a product or services has
met the customer expectations”
Customer services play an important role in an organisation’s ability to generate income and
revenue. From that perspective, customer services should be included as part of an overall
approach to systematic improvement. A customer services experience can change the entire
perception a customer has of the organisation
Customer support is a range of customer services to assist customers in making cost effective
and correct use of product. It includes assistance in planning, installation, training, trouble
shooting, maintenance, upgrading and disposal of product.
Big bazaar is a new type of market which came into existence in India since 1994. It is owned
by pantaloon retail India Ltd. It is a type of market was various kinds of products are
available under one roof.
5|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
TABLE OF CONTENTS
V FINDINGS 76-77
ANNEXURE/APPENDIX 84-86
Questionnaire
6|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
LIST OF TABLES
2 .Gender 53
3 Marital status 54
4 The store has modern looking equipment’s and fixtures 55
5 Material associated with this store service (such as shopping bags, catalogs, or 56
statement are visually appealing)
6 The store layout at this store makes it easy for customers to find what they need 57
7 The store layout at this store make it easy for customer to move around 58
8 This store provides plenty of convenient parking for customer 59
64
13 When a customer has a problem, this store shows a sincere interest in solving it
14 . This store gives customers individual attention 65
15 Employees in this store are consistently courteous with customers 66
16 Employees of this store are able to handle customer complaints directly and 67
immediately
7|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
LIST OF GRAPHS
2 .Gender 53
3 Marital status 54
4 The store has modern looking equipment’s and fixtures 55
5 Material associated with this store service (such as shopping bags, catalogs, or 56
statement are visually appealing)
6 The store layout at this store makes it easy for customers to find what they need 57
7 The store layout at this store make it easy for customer to move around 58
8 This store provides plenty of convenient parking for customer 59
64
13 When a customer has a problem, this store shows a sincere interest in solving it
14 . This store gives customers individual attention 65
15 Employees in this store are consistently courteous with customers 66
16 Employees of this store are able to handle customer complaints directly and 67
immediately
8|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
CHAPTER N.O: 1
INTRODUCTION
9|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
The consequences of such misfortunes cannot be in many instances borne by the individual,
and so the insurance company is prepared to shoulder the burden of these consequences in
exchange for an assessed payment for the risk undertaken. Those who avail themselves of
this service know that such misfortunes will occur but do not know to whom, and when, and
they are willing to make such contributions to a common fund to buy the right to be
compensated of misfortunes if they should befall them. Over the years, the insurance industry
has provided succor to person and business that experience disaster in varying proportion. It
played a positive role in stimulating activities in all areas of human life and investment with
economic importance of reducing the financial implication of disasters, thereby, creating a
sense of security which encourage people to engage in commercial activities irrespective of
degree of uncertainty and provides a crucial service which has helped to place back life to
better or last position before the advent of risk.
1|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
The dramatic increase in competition within the insurance sector and the needs of insurance
by people has concurrently resulted in more policy options being available in Indian market.
Also, individuals make decision each time relative to the perceived risk in similar situation
due to differences in their attitudes towards risk, while in some cases two individuals facing
the same situation may react differently but still behave rationally due to financial instability
and some are different because of differences in opinion and interpretation of risks.
These leads to the problems encounter by insurance consumers in making a rightful choice
as well as satisfaction to be derived from a product or service provided by insurance
companies. In today‘s competitive world, measurement of customer satisfaction has become
a key performance indicator of an organization and valuable management tool for companies
to expand their current customer relationships and remain competitive. Customer‘s needs and
requirements have been changed substantially over the last few decades. With the increase in
complexities of life, the requirements of customers have also become complex and diverse.
Customers not only buy the products but also the bundle of needs and emotions. Companies
should plan and offer products which can assist their customers in fulfilling their exact set of
needs. Hence, insurance companies must move from selling insurance to changing need
identification and offering suitable products to satisfy those.
It cannot be denied that insurance is the backbone of a country‘s risk management system.
Risk is inherent part and parcel of our lives. None of us know what is going to happen to us
in the future but what we do know is that accidents happen. This is the simple idea that the
insurance industry is founded on. The insurance industry in India has changed swiftly in the
turbulent economic environment throughout the world. Indian insurance companies have
become competitive in nature and are undoubtedly serving customers in manifold ways. The
insurance providers offer a variety of products to businesses and individuals in order to
provide protection from risk and to ensure financial security.
2|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
They are also an important component in the financial intermediation chain of a country and
are a source of long-term capital for infrastructure and long-term projects. Through their
participation in financial markets, they also provide support in stabilizing the markets by
evening out any fluctuations.
According to this definition, the satisfaction goals are established by the customers
themselves before they set out to make a purchase. This is also why they start looking for
more information at this point — reviews, comparisons, alternatives, etc.
Your website, content marketing efforts, and presence on other review sites make a
difference at this point. So do customer stories and testimonials.
Once the customer selects the product or service, they’ll start evaluating the actual experience
against the expected one. This is where a trial period and a well thought out onboarding
process make a difference for high ticket products and especially for low ticket products with
low stickiness.
3|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Satisfied customers contribute to customer retention and reducing churn. It leads to fewer
spending or more budget to spend on other activities. It brings in more revenue and also word
of mouth. And the pursuit of keeping our customers satisfied will enable us to continually
improve upon our support functions, call center interactions, our communications and the
product itself. It will also help us set the stage for the next task – winning customer
loyalty. As customer service expert Shep Hyken has to say, “There is a big difference
between satisfied customers and loyal customers. Satisfactory is a rating. Loyalty is an
4|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
emotion.” Interestingly, Shep says this in a blog post titled ‘Why Customer Satisfaction is a
Myth’. Well.
MEANING OF RETAIL:
Retail comes from the French word retailer, which refers to "cutting off, clip and divide" in
terms of tailoring (1365). It first was recorded as a noun with the meaning of a "sale in small
quantities" in 1433 (French). Its literal meaning for retail was to "cut off, shred, paring”.
Retail is the final stage of any economic activity. By virtue of this fact, retail occupies an
important place in the world economy. According to Philip Kotler, Retailing includes all the
activities involved in selling goods or services to the final consumers for personal, non-
business use. A retailer or retail store is any business enterprise whose sale volume comes
primarily from retailing. These are the final business entities in a distribution channel that
links manufacturers to customers. Manufacturers typically make products and sell them to
retailers or wholesalers.
Wholesalers resell these products to the retailers and finally, retailers resell these products to
the ultimate consumers. Any organization selling to final consumers whether it is a
manufacturer, wholesaler or retailer-is doing retailing. It does not matter how the goods or
services are sold (by person, mail, telephone, vending machine, or internet or where they are
sold-in a store, on the street, or in the consumer’s home).
A Retailer thus, provides value creating functions like assortment of products and services to
the consumers, breaking bulk, holding inventory and provides services to consumers,
manufacturers and wholesalers. Retailing broadly involves:
1. Understanding the consumers’ needs
2. Developing good merchandise assortment and
3. Display the merchandise in an effective manner so that shoppers find it easy and attractive
to buy.
5|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Retail Concept:
The retailing concept is essentially a customer oriented, company-wide approach to
developing and implementing a marketing strategy. It provides guidelines which must be
followed by all retailers irrespective of their size, channel design, and medium of selling. The
retailing concept covers the following four broad areas:
Customer orientation:
The retailer makes a careful study of the needs of the customer and attempts to satisfy those
needs.
2. Goal orientation The retailer has clear cut goals and devises strategies to achieve those
goals.
3. Value driven approach the retailer offers good value to the customer with merchandise
keeping the price and quality appropriate for the target market.
4. Coordinated effort Every activity of the firm is aligned to the goal and is designed to
maximize its efficiency and deliver value to the customer.
6|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
7|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Review of Literature
No researcher can do justice with the research problem at hand unless one is having proper
understanding of all its related aspects. This requires detailed study of available literature and
deciding the framework of the research project to be undertaken. Academicians, Bank
professionals and researchers have carried out a number of studies on Retail Banking and
various articles have been published over the time.
To take up the study in this area of Customer Satisfaction & Loyalty in Retail Banking the
researcher has scanned the available literature and would concentrate here on the important
studies and publications in this field. Some of the objectives of the literature review for this
research are to ensure:
1. No important variable should be left.
2. To optimally use the time by using the help of studies in the existing literature.
3. Reliability and Authentication of the findings are enhanced.
8|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Kassem (1989) has opined that service companies can ill afford to neglect customer service
quality issues. In the past, quality was the prerogative of manufacturing sector. However, in
the modern day fiercely competitive service sector, quality of services has become as
important (if not more) as quality of goods.
Binks et al., (1989) have pointed out that banks are not trying to differentiate their
products/services while targeting small business sector. They can’t afford to do so in future as
the markets are becoming more and more heterogeneous. The authors have strongly
recommended that mass marketing must pave way to nice and customized marketing. They
have revealed that Indian customers have lot of resentment regarding more time taken by
banks in rendering services at counters. The studies have strongly recommended establishing
standard timings for various banking services which, must be abided by the banks.
Berry et al., (1990) are of the view that the sole judge of service quality is the customer and
to get a positive feedback from him; the service companies should implement the five
imperatives of service quality viz. Reliability, Assurance, Tangibles, Empathy and
Responsiveness in their services. The authors have advocated knowing the expectations of
the customers on the said fronts and further measuring their actual perception. It becomes
imperative for service companies to improve themselves on whichever front expectations of
the customers outscores their perception.
Reichheld and Sasser (1990) have suggested “Zero Defection of Profitable Customers” as
an ideal approach to attain higher profitability in service sector. Their assertion is based on
the fact that it is less costly and hence more profitable for the service firms to retain existing
profitable customers than to attract new customers. The profitable customers not only add to
the profits of the companies but also bring new customers in their kitty by spreading positive
word of mouth.
Narayana and Brahmanandan (1990) have opined that reputation, complaint and
suggestion system and staff behaviour are critical elements which customers take into
consideration while assessing a bank. The authors have advocated practicing following
mantras for attaining success in banking industry:
9|Page
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Leonard (1991) has opined that investment in employees in banking sector leads to better
service quality, which in turn leads to better customer retention. This assertion is based in the
fact that employees of the banks are inseparable to customers. A direct interaction between
them demands that employees are possessing adequate skills to interact with customers. Such
skills add to the service quality and go a long way in preventing customers’ churn.
Pyanne and Ballantyne (1991) have observed that satisfied banking customers initially
become friends of the bank, then they become supporters and finally advocates. Thus, the
starting point of any relationship marketing endeavor of any bank should be to leave no stone
unturned in satisfying customers to a desired extent. This, in turn, is possible if and only if the
bank is keeping a ‘service quality’ focus.
Rust and Zoharik (1993) have developed a mathematical model for assessing the value that
any bank could attach to different elements of customer satisfaction. They have suggested
that banks may adopt their model to get the best result of their endeavour leading to customer
satisfaction.
Keavency (1995) has noticed that factors such as core service failure, service encounter
failure and inappropriate pricing as most important factors contributing to ‘Customer Switch’
in banking industry. The author has recommended following ways to avoid customer churn: x
Designing the service in the right earnest. x Ensuring that employees stick to the designed
service while interacting with customers. x Involving customers while setting the price in
banking industry so that the same may be customer centric.
Herbig et al., (1996) have found that service quality in banks is better in developed countries
in comparison to developing and under-developed countries. The authors are of the view that
banks in underdeveloped and developing countries are still undermining the importance of
service quality in retaining customers on sustained basis. This may not, however, continue for
a long period as customers in such countries have started becoming more demanding on
account of intensifying competition in the banking industry of these countries.
10 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Buttle (1996) has viewed that since its launch in 1985, SERVQUAL has become a widely
adopted technique for measuring service quality. However, there is a need to deliberate upon
the ‘expectations’ aspect of the model as the same is reflected in perception itself. The author
has opined that low perception score itself convey high customer expectations while high
perception score signify that expectations are met to a desired extent. Moreover, expectations
of modern day customers are always sky high and comparing it with perception does not
make too much of a sense.
Yavas et al., (1997) in their study have revealed a positive relationship between customers’
satisfaction through service quality and their long term commitment to the bank. Further, the
relationship between service quality and complaint behaviour of the customers, was found to
be negative. Better the quality, lower will be the number of complaints received from the
customers and vice-versa.
Sarkar and Das (1997) have compared the productivity of public, private and foreign banks
operating in Indian and have observed that public sector banks are lagging way behind the
other banks on this front. The prominent reasons behind poor performance of public sector
banks have been found to be: Overstaffing. Perusal of social banking. Undue interference of
Government in their working.
Storbacka et al., (1994) had worked on Managing Customer Relationships for Profit: The
Dynamics of Relationship Quality. They observed customer-relationship economic issues,
more specifically the link between service quality and profitability from a relationship
marketing and management perspective. In this perspective the task of marketing is not only
to establish customer relationships, but also to maintain and enhance them in order to
improve customer profitability. Customer relationship economics and customer profitability.
The said linkages are the links between:
1.Service quality and customer satisfaction.
2. Customer satisfaction and relationship strength.
Jones and Sasser (1995) observed in their own analysis of the Xerox study The only truly
loyal customers are totally satisfied customers. Hence, the Xerox study shed new light on
what had previously been relatively unexplored territory: the link between customer
satisfaction and customer loyalty. Yet, in 1991 the Xerox Corporation made a surprising –
11 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
and disquieting – discovery. It was found that ‘‘satisfied’’ customers were not behaving the
way they were expected: they were not coming back to Xerox to repurchase. ‘‘Merely
satisfying customers, who have the freedom to make choices, is not enough to make them
loyal,’’ customers have been thought of as less price sensitive, less influenced by
competitors, buying additional products and/or services and staying loyal longer.
Seal (1998) has asserted that marketing endeavors of banking players should be directed
towards maximization of trust amongst all stakeholders. He further advocated for pursuance
of ‘System delivery Approach’ of marketing. Sarkar et al., (1998) have observed that foreign
banks operating in India are more productive followed by Indian private and public sector
banks. One of the prominent reasons behind such a difference is that foreign banks, to a
greater extent and Indian private banks, to a lesser extent have confined their operations to
metropolitan and other big and lucrative places.
Bloemer et al., (1998) they had worked on Investigating drivers of bank loyalty: the
complex relationship between image, service quality and satisfaction. This article unfolds
First of all a brief outline of the construct of loyalty. Next, differentiate conceptually between
service quality and satisfaction as determinants of customer loyalty. Subsequently, introduce
the construct of image and focus on the relationship between image, satisfaction, service
quality and loyalty by formulating a set of formal hypotheses. After dealing with the
conceptual issues, the results of an empirical study that was undertaken to test our research
hypotheses for the setting of retail banking. In conclusion, they address the theoretical as well
as the managerial implications of findings on the relationship between image, service quality,
satisfaction and loyalty. This article investigates how image, perceived service quality and
12 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
satisfaction determine loyalty in a retail bank setting at the global construct level, as well as
the level of construct dimensions.
Drake et al., (1998) they worked on Barclays Life customer satisfaction and loyalty tracking
survey: a demonstration of customer loyalty research in practice. This paper outlines the
development by Barclays Life of a tracking survey to collect information concerning
customers’ feelings of satisfaction and loyalty. It describes the determinants of satisfaction
amongst customers and the importance of each of these elements in determining loyalty.
Initial qualitative research was undertaken to allow the company to develop a frame of
reference concerning the elements of service which customers considered important. These
initial findings were used in later quantitative studies to establish the relative importance of
the different elements, with a view to understanding what was determining customer loyalty.
The research culminated in the development of a tracking survey instrument, now used by the
company to monitor customer satisfaction and loyalty levels across time and customer
groups.
Nataranjan and Jahera (1999) have found the Indian customers becoming more
demanding for service quality since mid 1990s. This is on account of the fact that Indian
banking sector was opened up by this time and it suddenly led to enhanced choices for Indian
customers.
Verma and Verma (1999) have evaluated the profitability of SBI group, nationalized banks
and foreign banks on various parameters and concluded that profitability of public sector is
low on account of the fact that they are bound to take banking to rural and less developed
areas. This is, however, not the case with foreign banks. Hence, profitability is not the best of
the criteria to measure the real performance of the banks operating on Indian soil.
Das (1999) has observed a substantial increase in the non-interest income of commercial
banks of India in the post-reform period. This is an indication of banks’ starting offering
lucrative products to Indian customers and them, in turn, finding these worth purchasing.
Russell and Russell (1999) worked on Relationship marketing in private banking in South
Africa .This study establish which criteria people use in the selection of a private bank. It
13 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
aimed to establish whether relationship marketing was an appropriate framework within the
private banking environment. Price prevails as the most important criteria in the selection of a
private bank. This is moderated by trust, service quality and the bank being available at a
time of crisis. The results show that relationships are important criteria in the selection of a
private bank. It also shows that the Beatty et al. (1996) model, originally developed for the
retail industry, can be applied to the private banking environment. Relationship marketing is
working well in private banks because this study shows that clients are more likely to be
retained by the bank when they have a personal banker or consultant. Consistency of the bank
service, and trust the client has in the bank, need to be enhanced to ensure the relationship
develops to a level where there is friendship and confidence.
Meuter et al., (2000) have observed that factors contributing to customers’ satisfaction
include time saving devices and behavior of front line employees. Further, technology
failures and poor service design are dissatisfiers.
Parsuraman (2000) has concluded that conventional marketing will merely become a ticket
to enter in the competitive service industry. To stay and prosper, the service providers would
require a genuine commitment to serve customers well. This demands a through change in
their existing outlook. They need to come out with everything that can enhance the
satisfaction level of their customers.
Mehta et al., (2000) have observed that customers demand value for the money they are
spending to avail services. They can get such a value provided they get better services at the
same prices or same services at the lower prices. The authors have highlighted the importance
of bringing in quality in the services.
Srivadas and Baker (2000) have found a high degree of positive correlation between service
equality and satisfaction level of the customers. This is true in case of services ranging from
banking to tourism and aviation and so forth. The service providers can ill-afford to ignore
service quality any longer.
Sharma and Patterson (2000) had proved Satisfaction has a significant impact on customer
loyalty and as a direct antecedent; leads to commitment in business relationships thus greatly
14 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
influencing customer repurchase intention (Morgan and Hunt 1994). Indeed, the impact of
satisfaction on commitment and retention varies in relation to the industry, product or service,
environment, etc. Indeed, if the firm is able to manage the customer switching costs, it can
still retain the customer even though the satisfaction may be lower. The longer the
relationship, the more the two parties gain experience and learn to trust each other (Dwyer et
al., 1987).
Jamal and Naser (2002) they worked on Customer satisfaction and retail banking: an
assessment of some of the key antecedents of customer satisfaction in retail banking they
explained how Understanding of the antecedents to and outcomes of customer satisfaction is
a critical issue for both academics and bank marketers. Previous research has identified
service quality, expectations, disconfirmation, performance, desires, affect and equity as
important antecedents of customer satisfaction. The impact of service quality dimensions and
customer expertise on satisfaction.
Mohan Ram (2002) has observed that public sector banks of India have woken up to the
competition and are catching up the private and foreign banks. The author has witnessed
significant positive change in their working since the advent of the competition. The ultimate
beneficiary of this change is the enormous customer base these banks are having.
15 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
CHAPTER N.O:2
COMPANY PROFILE
16 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
India has one of the largest numbers of retail outlets in the world. Of the 12 million retail
outlets present in the country, nearly 5 million sell food and related products. Thought the
market has been dominated by unorganized players, the entry of domestic and international
organised players is set to change the scenario.
Organized retail segment has been growing at a blistering pace, exceeding all previous
estimates. According to a study by Deloitte Haskins and Sells, organised retail has
increased its share from 5 per cent of total retail sales in 2006 to 8 per cent in 2007. The
fastest growing segments have been the wholesale cash and carry stores (150 per cent)
followed by supermarkets (100 per cent) and hypermarkets (75-80 per cent). Further, it
estimates the organised segment to account for 25 per cent of the total sales by 2011.
India 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 favourable
demographic patterns.
It is expected that by 2016 modern retail industry in India will be worth US$ 175- 200
billion. India retail industry is one of the fastest growing industries with revenue expected
in 2007 to amount US$ 320 billion and is increasing at a rate of 5% yearly. A further
increase of 7-8% is expected in the industry of retail in India by growth in consumerism in
urban areas, rising incomes, and a steep rise in rural consumption. It has further been
predicted that the retailing industry in India will amount to US$ 21.5 billion by 2010 from
the current size of US$ 7.5 billion.
Shopping in India has witnessed a revolution with the change in the consumer buying
behaviour and the whole format of shopping also altering. Industry of retail in India which
17 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
has become modern can be seen from the fact that there are multi- stored malls, huge
shopping centres, and sprawling complexes which offer food, shopping, and entertainment
all under the same roof.
India retail industry is expanding itself most aggressively; as a result a great demand for
real estate is being created. Indian retailers preferred means of expansion is to expand to
other regions and to increase the number of their outlets in a city.
India retail industry is progressing well and for this to continue retailers as well as the
Indian government will have to make a combined effort. It is expected that India may have
600 new retail outlet till 2010.
Retail space
Driven by changing lifestyles, strong income growth and favourable demographic patterns,
Indian retail is expanding at a rapid pace. Mall space, from a meagre one million square
feet in 2002, is expected to touch 40 million square feet by end-2007 and an estimated 60
million square feet by end-2008, says Jones Lang LaSalle's third annual Retailer Sentiment
Survey-Asia.
Alongside, Indian cities are witnessing a paradigm shift from traditional forms of retailing
into a modern organized sector. A report by Images Retail estimates the number of
operational malls to more than double to over 412 with 205 million square feet by 2010 and
further 715 malls by 2015, on the back of major retail developments even in tier II and tier
III cities in India.
The challenges facing the Indian organized retail sector are various and these are stopping
the Indian retail industry from reaching its full potential. The behaviour pattern of the
Indian consumer has undergone a major change. This has happened for the Indian
consumer is earning more now, western influences, women working force is increasing,
desire for luxury items and better quality. He now wants to eat, shop, and get entertained
under the same roof. All these have lead the Indian organized retail sector to give more in
order to satisfy the Indian customer.
18 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
The biggest challenge facing the Indian organized retail sector is the lack of retail space.
With real estate prices escalating due to increase in demand from the Indian organized retail
sector, it is posing a challenge to its growth. With Indian retailers having to shell out more
for retail space it is effecting there overall profitability in retail.
Trained manpower shortage is a challenge facing the organized retail sector in India. The
Indian retailers have difficultly in finding trained person and also have to pay more in order
to retain them. This again brings down the Indian retailers profit levels.
The Indian government have allowed 51% foreign direct investment (FDI) in the India
retail sector to one brand shops only. This has made the entry of global retail giants to
organized retail sector in India difficult. This is a challenge being faced by the Indian
organized retail sector. But the global retail giants like Tesco, Wal-Mart, and Metro AG are
entering the organized retail sector in India indirectly through franchisee agreement and
cash and carry wholesale trading. Many Indian companies are also entering the Indian
organized retail sector like Reliance Industries Limited, Pantaloons, and Bharti Telecoms.
But they are facing stiff competition from these global retail giants. As a result discounting
is becoming an accepted practi
19 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
"COMPANY INTRODUCTION"
Future Group
Future Group is India’s leading business group that caters to the entire Indian
consumption space. Led by Mr. Kishore Biyani, the Future Group operates through six
verticals: operates through six verticals: Retail, Capital, Brands, Space, Media and
Logistics.
Apart from Pantaloon Retail, the group’s presence in the retail space is complemented by
group companies, Indus League Clothing, which owns leading apparel brands like Indigo
Nation, Scullers and Urban Yoga, and Galaxy Entertainment Limited that operates Bolwing
Co, Sports Bar and Brew Bar ,
The group’s joint venture partners include French retailer ETAM group, US-based
stationary products retailer, Staples and UK-based Lee Cooper. Group Company, Planet
Retail, owns and operates the franchisee of international brands like Marks & Spencer,
Next, Debenhams and Guess in India. The group’s Indian joint venture partners include,
Manipal Healthcare, Talwalkar’s, Blue Foods and Liberty Shoes.
Future Capital Holdings, the group’s financial arm, focuses on asset management and
consumer credit. It manages assets worth over $1 billion that are being invested in
developing retail real estate and consumer-related brands and hotels. The group has
launched a consumer credit and financial supermarket format, Future Money and soon
plans to offer insurance products through a joint venture with Italian insurance major,
Generali.
The group is currently developing over 50 malls and consumption centers across the
country and has formed a joint venture company focusing on mall management with
Singapore-based CapitaLand, one of Asia’s largest property companies Future Group’s
vision is to, “deliver Everything, Everywhere, Every time to Every Indian Consumer in the
most profitable manner.” The group considers ‘Indian-ness’ as a core value and its
corporate credo is - Rewrite rules, Retain values.
20 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
“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.
The motto of Future Group, to not to wait for the Future to unfold itself but create future
scenarios in the consumer space and facilitate consumption because consumption is
development. Thereby, it will effect socio-economic development for their customers,
employees, shareholders, associates and partners. Their customers will not just get what
they need, but also get them where, how and when they need. They are not just posting
satisfactory results, they are writing success stories.
Future Retail
All the retail lines of business like food fashion and home will come under this vertical.
Future Brand
Custodian of all the present and future brands that are either developed or acquired by the
group.
Future Space
Will have a presence in property and mall management.
Future Capital
Will provide consumer credit and micro finance services, including marketing of MFs and
insurance policies, and management of real estate and consumer fund.
Future Media
Will focus on revenue generation through effective selling of retail media spaces.
Future Logistic
To drive efficiencies across businesses via better storage and distribution.
21 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
GROUP VISION:
Future Group shall deliver Everything, Everywhere, Every time
for Every Indian Consumer in the most profitable manner.
GROUP MISSION:
Future Group shares the vision and belief that their customers and stakeholders shall be
served only by creating and executing future scenarios in the consumption space leading to
economic development.
They will be the trendsetters in evolving delivery formats, creating retail realty, making
consumption affordable for all customer segments - for classes and for masses.
They shall infuse Indian brands with confidence and renewed ambition.
They shall be efficient, cost- conscious and committed to quality in whatever they do.
They shall ensure that their positive attitude, sincerity, humility and united determination
shall be the driving force to make them successful.
CORE VALUES:
Indian ness: Confidence in themselves.
Major Milestones
1987 Company incorporated as Menz Wear Private Limited. Launch of Pantaloons
trouser, India’s first formal trouser brand.
22 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
1992 Initial public offer (IPO) was made in the month of May.
1994 The Pantaloon Shoppe – exclusive men’s wear store in franchisee format launched
across the nation. The company starts the distribution of branded garments
through multi-brand retail outlets across the nation.
2001 Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s first hypermarket chain
launched.
2002 Food Bazaar, the supermarket chain is launched.
2004 Central – ‘Shop, Eat, Celebrate in the Heart of Our City’ - India’s first seamless
mall is launched in Bangalore.
2005 Fashion Station - the popular fashion chain is launched all – ‘a little larger’ -
exclusive stores for plus-size individuals is launched
2006 Future Capital Holdings, the company’s financial arm launches real estate funds
Kshitij and Horizon and private equity fund in division. Plans forays into insurance
and consumer credit
Multiple retail formats including Collection Furniture Bazaar, Shoe Factory, E-
Zone, Depot, and futurebazaar.com and are launched across the nation. Group
enters into joint venture agreements with ETAM Group and Generali
23 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
AWARDS
BOARD OF DIRECTORS
24 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Format -1
Pantaloon Retail (India) Limited, is India's leading retail company with
presence across multiple lines of businesses. The company owns and manages
multiple retail formats that cater to a wide cross-section of the Indian society
and is able to capture almost the entire consumption basket of the Indian
consumer. Headquartered in Mumbai (Bombay), the company operates
through 5 million square feet of retail space, has over 331 stores across 40
cities in India and employs over 17,000 people. The company registered a
turnover of Rs. 2,019 crore for FY 2005-06.
Pantaloon Retail forayed into modern retail in 1997 with the launching of
fashion retail chain, Pantaloons in Kolkata. In 2001, it launched Big Bazaar, a
hypermarket chain that combines the look and feel of Indian bazaars, with
aspects of modern retail, like choice, convenience and hygiene. Food Bazaar,
food and grocery chain and launch Central, a first of its kind seamless mall
located in the heart of major Indian cities, followed this. Some of its other
formats include, Collection i (home improvement products), E-Zone (consumer
electronics), Depot (books, music, gifts and stationary), all (fashion apparel for
plus-size individuals), Shoe Factory (footwear) and Blue Sky (fashion
accessories). It has recently launched its etailing venture, future bazaar.com
25 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Format-2
CENTRAL
26 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
into, like Etam, Lee Cooper and Gini & Jony will also share space within all
Central malls
Format-3
PLANET RETAIL
Format-4
Depot
This largely untapped unorganized market for
books and music with very few players, throws up
27 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Format-5
Fashion Station
28 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Format-6
Home Improvement
Some of the key factors contributing to
growth in the housing sector in India are
increasing purchasing power increasing number of nuclear families, softer
interest rates, easy availability of finance schemes and an overall real estate
boom across the country. There is a shortage of more than 33 million dwelling
units. With the average age of a homebuyer reducing from 50 to sub-30, 4
million new homes are being bought annually. With every house, a dream is
planted to decorate the house. And this creates a demand for furniture,
electronics and home improvement products. Modern retail is ideally placed to
capture a significant chunk of consumer spend made by a new homebuyer. The
market for home décor and improvement is largely unorganized and hence a
new homeowner has to literally visit several markets and stores for meeting his
home needs. This was the opportunity that Pantaloon perceived and the reason
why it entered the Rs. 90,000 crore home solutions market in 2004-05. With its
presence in the modern retail and consumer space, this new concept was an
29 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
opportunity for the company to leverage its experience and offer the consumer
an alternative solution to canalize his consumption needs.
Format-7
COMMUNICATION
With over 2 billion phone users worldwide, mobility has now become an
intrinsic part of our personal and working lives. Mobile operators, cell phone
manufacturers, content publishers, wireless application service providers and
many other key players in the mobile industry are all working to carve out the
best position in the value chain, to find the right place from where they can best
serve both their own and their customers’ needs. En route towards 3 billion
phones worldwide, a major shift would occur in consumer interest from carriage
to content and from a verbal to a growing visual world. With more mobile
cameras sold in 2005 than digital cameras, with more music/video players in
mobiles than iPods, with more messaging reach than PCs, convergence with the
online world is now very much a reality. In India, the story is no different. With
30 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
over 150 million mobile subscribers expected by 2008, there exists a huge
potential for all players in the mobility space. Most of the mobile phones in
India are sold through ‘mom and pop ‘stores, and there is a huge grey market
that exists.
MBazaar
Pantaloon realized this largely untapped opportunity and intended to be a
dominant modern retail player in the mobile space. This is what prompted the
company to set up a new division ConvergeM in 2005-06 to identify, develop
and bring to the market, mobile products and solutions tailor-made to suit the
consumers requirements at competitive prices. ConvergeM adopts a unique
approach of establishing, multi-brand, multi-category, multi-format and
comprehensive solution outlets to lead and exponentially expand the market. As
in most other formats, ConvergeM too operates in the lifestyle and value
platforms. Its value offering, MBazaar is a format that addresses the value
seeker’s quest for possessing latest technologies at lowest prices. Primarily
aimed at the replacement market, a typical
MBazaar is located within most Big Bazaar stores as well as stand-alone
options. This 250-500 square feet offering retails both GSM and CDMA and
landline phones, while providing options of M Pods, downloads to name a few.
The mission for Converge M is to emerge as the largest organized retailer in the
31 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
mobile space, while leading innovation in mobile applications and being the
most favored destination for all communication needs.
Format-8
F123, the entertainment zone offering is a leisure solution for all age groups.
The focus would be to offer a wide range of gaming options from bowling and
32 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
pool, interactive video games to bumper cars. The entire concept is built around
international thinking and gaming knowledge, with Indian pricing. For the year
ending 2005-06, there were three F123’s operational, with the first one opening
in November 2005.
Format-9
33 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
equipments, yoga centers and books on health and fitness etc. The company
plans to open at least three Health & Beauty Malls during the year 2006-07 in
Bangalore, Ahmedabad and Mumbai.
Format-10
E-TAILING
The emergence of a mass base of net savvy Indians is realty today. Access to
Internet is no longer limited to a small segment of young, male urban people.
Cutting across age groups, gender, geography and socio-economic backgrounds,
Indians are taking to the net like fish to water. It is estimated that there are at
least 25 million Indians who access the Internet on a regular basis. Falling
prices of personal computers and laptops coupled with increasing penetration of
internet, and broadband services is driving more and more Indians to the
Internet. In fact, Indians are no longer limiting their Internet usage to email and
chatting. Online shopping has finally come of age. As the leading retailer in
India, Pantaloon could ill afford to overlook this emerging segment. There is a
sufficiently large segment of online shoppers whose consumption spends needs
to be captured. It’s with this belief that the company started exploring this area.
Pantaloon perceives its online business as yet another delivery format that can
potentially reach out to 25 million customers. Future Bazaar, has modeled itself
on a unique complete retailer platform. Etailing requires extensive sourcing
capabilities, warehousing capacity, buying trends understanding & most
importantly a robust & efficient logistic backend. Future Bazaar leverages the
offline brand equity and brick & mortar presence of the group via multi channel
34 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Format-11
Liberty Shoes
With fashion being the focus of the company, the intent is to provide a complete
wardrobe experience to the consumer that includes not just apparel but fashion
accessories also. Accessories speak a lot about the personality of the individual
and are a reflection of the attitude of the wearer. Footwear is one such category
in the fashion sphere that truly embodies the phrase-best foot forward.
Footwear as a category has been present in most of the company’s Big Bazaar;
Fashion Station, Pantaloons and Central retail formats. During the year under
review, Pantaloon explored the opportunity to get into branded footwear, by
partnering with the well-established footwear company Liberty Shoes. The joint
venture named Foot Mart Retail (India) Limited would launch branded
footwear retail chains in the country under the ‘Shoe Factory’ brand. These
stores would be located within most retail spaces that Pantaloon would be
present in, and as stand alone stores across the country. Shoe Factory stores
would be a destination for men, women and children of all ages, who can
choose from a wide variety of quality footwear at various price points, suiting
their budgets. The venture launched its first store in Ahmedabad on 5th May
2006. Spread over nearly 13,000 square feet, this value format houses a wide
range of the latest and trendiest foo
twear and accessories for all occasions, at unbeatable prices.
35 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Format-12
The company recognizes that the organized kids wear category has shown signs
of sizeable growth over the past couple of years. In order to expand and
consolidate its presence in this category, the company entered into a joint
venture with the country’s leading kids wear retailer, Gini & Jony Apparels Pvt.
Ltd. This equal joint venture named GJ Future Fashions Limited, apart from
gaining additional visibility within all existing and upcoming Pantaloons stores
and Central malls will set up a chain of exclusive kids wear stores throughout
the country, addressing fashion needs of children in all age groups, from 5 to 15
years. This initiative witnessed the opening of two stand-alone stores during the
year 2005-06 in Indore and Ahmedabad.
Format-13
BIG BAZAAR
Isse sasta aur accha kahin nahi!
36 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
the Indian consumer, on account of its value offerings, aspirational appeal and
service levels.
Shop till you drop! Big Bazaar has democratized shopping in India and is so
much more than a hypermarket. Here, you will find over 170,000 products
under one roof that cater to every need of a family, making Big Bazaar India’s
favorite shopping destination.
At Big Bazaar, you will get the best products at the best prices from apparel to
general merchandise like plastics, home furnishings, utensils, crockery, cutlery,
sports goods, car accessories, books and music, computer accessories and many,
many more. Big Bazaar is the destination where you get products available at
prices lower than the MRP, setting a new level of standard in price, convenience
and quality.
If you are a fashion conscious buyer who wants great clothes at great prices, Big
Bazaar is the place to be. Leveraging on the company’s inherent strength of
fashion, Big Bazaar has created a strong value-for-money proposition for its
customers. This highlights the uniqueness of Big Bazaar as compared to
traditional hypermarkets, which principally revolve around food, groceries and
general merchandise.
Boasting of an impressive array of private labels, Big Bazaar is continually
striving to provide customers with a ‘complete’ look. So be it men’s wear,
women’s wear, kids wear, sportswear or party wear, Big Bazaar fashions has it
all!
This large format store comprise of almost everything required by people from different
income groups. It varies from clothing and accessories for all genders like men, women and
children, playthings, stationary and toys, footwear, plastics, home utility products, cosmetics,
crockery, home textiles, luggage gift items, other novelties, and also food products and
37 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
grocery. The added advantage for the customers shopping in Big Bazaar is that there are all
time discounts and promotional offers going on in the Big Bazaar on its salable products.
Shopping in the Big Bazaar is a great experience as one can find almost everything under the
same roof. It has different features which caters all the needs of the shoppers. Some of the
significant features of Big Bazaar are:
The Food Bazaar or the grocery store with the department selling fruits and
vegetables
There is a zone specially meant for the amusement of the kids
Furniture Bazaar or a large section dealing with furniture
Electronics Bazaar or the section concerned with electronic goods and cellular
phones
FutureBazaar.com or the online shopping portal which makes shopping easier as one
can shop many products of Big Bazaar at the same price from home
Well regulated customer care telecalling services
38 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
39 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Big Bazaar announced The Great Exchange Offer with a “Bring anything old and take
anything new” concept which started from the 16th of Feb 2008 at the Landmark store. The
offer was valid till the 16th of March 2008 at the store. Under the exchange offer, old
garments, utensils, furniture, plastic ware, newspapers or just about anything was weighed
and valued and customers were given exchange coupons. The customer could redeem the
coupons before the due date on the condition that he/she shops four times the value of the
coupon. There were also direct exchanges on mobiles and electronic goods during the period
with attractive discounts on new purchases. The prices fixed by Big Bazaar were: clothes (Rs
200 per kg), newspaper (Rs 25 per kg), plastics/utensils/leather goods (Rs. 75 per kg),
footwear/luggage (Rs. 100 per kg), Pet/beer bottles (Rs 15 per kg), tyres (Rs 50 per kg),
furniture (Rs 75 per kg) and others (Rs 20 per kg). These exchange values were found to be
almost 4 to 5 times higher than the road side “kabari wala”. For the consumer, this offer
aimed at helping the housewife clean out the junk while getting a good value for it. The
coupons availed by the customer were equivalent to a 25% discount on products that could be
40 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
purchased under this offer. For Big Bazaar, this promotion campaign helped boosting sales
during the period of February and March as it has been noticed that these months are dull
months for consumer buying. Big Bazaar undertook the following ways to promote The Great
Exchange Offer: Below the line activities for The Great Exchange Offer involved:
• Sufficient visual merchandizing within the store that included danglers, signages, standees,
distribution of pamphlets, which gave details of the offer.
• Frequent announcements made by the staff inside the store at regular intervals.
Above the line activities for The Great Exchange Offer involved:
• TVC on popular entertainment channels like Star Plus, Sony, Set Max, Star One.
• Road shows carried out by the Big Bazaar staff with announcements about the offer to make
people aware.
• Newspaper ads in almost all the local dailies like Sakal, The Times of India, on different
days during the period of the offer.
In January 2007, Big Bazaar introduced a Wednesday Bazaar concept called “Hafte Ka Sabse
Sasta Din” with the aim to give homemakers the power to save the most on this day of the
week. Wednesday Bazaar offers clothes, accessories and fashion jewellery and personal care
products on greater discounts. In the hypermarkets or supermarkets business, it is noted that
the highest footfalls generated by these stores are mostly on the weekends or on national
holidays.
41 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Therefore, it becomes very important for the retailer to plan certain offers in such a manner
that it can attract people on the weekdays too. For the customers, Wednesday Bazaar is the
“Hafte Ka Sabse Sasta Din” which the customers leverage on and for Big Bazaar; Wednesday
Bazaar is an opportunity to maintain footfalls to its standards on weekdays too.
For Big Bazaar, Wednesday Bazaar is a concept, which it intends to run on a long-term basis.
For which the aim is to inculcate in the minds of customers that every Wednesday is a day of
greater savings at Big Bazaar. It is therefore, incumbent on the brand to have the offer grow
and create deep impact on the minds of the customers. It has tried to do this in the following
ways:
• Visual merchandizing promoting the offer with the help of danglers, signages, standees, etc.
• Frequent announcements made by the staff inside the store on a regular basis.
• TVC on popular entertainment channels like Sony, Star Plus, Set Max, Star One.
• Newspaper ads on Wednesday in the local dailies, Sakal and Times of India.
42 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
“26 Jan Republic Day a National Holiday”Big Bazaar Marketing Department gave a new
thought on this day in 2006 they started a new shopping festival, i.e. Sabse Saste Teen Din.
None of the retail industry was aware about this surprise shopping festival. Big Bazaar did it
in its own way!! They showed this National holiday can be celebrate in festival mode , while
doing shopping Big bazaar throwed up to 65% of on each & every products in the store for
three days. So the promotion was called Sabse Saste Teen Din.
Promotion
Promotion can be loosely classified as "above the line" and "below the line" promotion. The
promotional activities carried out through mass media like television, radio, newspaper etc. is
above the line promotion.
Below the line sales promotions are short-term incentives, largely aimed at consumers. With
the increasing pressure on the marketing team to achieve communication objectives more
efficiently in a limited budget, there has been a need to find out more effective and cost
efficient ways to communicate with the target markets. This has led to a shift from the regular
media based advertising.
43 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
'An immediate or delayed incentive to purchase, expressed in cash or in kind, and having
only a short term or temporary duration'.
1. Price promotions
Price promotions are also commonly known as" price discounting". These can be done in two
ways:
2. Coupons
Coupons are another, very versatile, way of offering a discount. Consider the following
examples of the use of coupons:
- In coupon books sent out in newspapers allowing customers to redeem the coupon at a
retailer
44 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
The key objective with a coupon promotion is to maximize the redemption rate – this is the
proportion of customers actually using the coupon.
It must be ensured when a company uses coupons that the retailers must hold sufficient stock
to avoid customer disappointment.
Use of coupon promotions is often best for new products or perhaps to encourage sales of
existing products that are slowing down.
The "gift with purchase" is a very common promotional technique. In this scheme, the
customer gets something extra along with the normal good purchased. It works best for
This is an important tool to increase brand awareness amongst the target consumer. It can be
used to boost up sales for temporary period and ensure usage amongst first time users.
5. Money refunds
Here, a customer receives a money refund after submitting a proof of purchase to the
manufacturer.
Customers often view these schemes with some suspicion – particularly if the method of
obtaining a refund looks unusual or onerous.
45 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Repeat purchases may be stimulated by frequent user incentives. Perhaps the best examples
of this are the many frequent flyer or user schemes used by airlines, train companies, car hire
companies etc.
7. Point-of-sale displays
Shopping habits are changing for the people living in metropolitan cities. People prefer big
retail outlets like Big Bazaar to local kirana stores. Most of the decisions of buying are taken
by the virtue of point-of-sale displays in these retail outlets.
Most of the educational institutes like career launcher, Time and PT are holding informative
workshops and free tests for students which give a direct interaction of these institutes with
the target customer and hence a suitable platform to sell themselves.
Ring tones and music videos on cell phones are helping the entertainment industry to promote
for a music video or a movie for dirt-cheap rate as compared to media promotion.
Various companies sponsor sport events to promote their brand, but nowadays media
companies like Hindustan Times are holding weekly events through out the country in which
companies can put up their stalls, display banners and posters and arrange for some fun
activities.
46 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
These events give the companies a platform at very low price to promote their brand and
increase visibility among target consumer. These companies also give discount coupons to
winners in the games, which in turn boost the sales of the products and ensure that first time
users try these products as well.
Pepsi organized an inter school cricket event for 425 schools across 14 cities which did
wonders for the company by promoting the brand amongst the right target customer for
almost no cost.
Most of the pharmacy companies do BTL promotion by getting shelf space through doctors
to display their products or by giving away free calcium tablets again through doctors,
knowing that for a patient a personal advise from a doctor would hold more value as
compared to a commercial advertisement.
Another interesting BTL promotion was by NIKE, an athlete dressed up in Nike sportswear
could be seen jogging on an elevated treadmill for the whole day on National Highway 8,
Delhi.
BTL promotions are gaining popularity among all big companies nowadays considering their
effectiveness because of the "individual customer promotion" at a price, which is much lesser
than the normal media promotions.
• Promotional offers
47 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Khushi Ki Barsaat
A press release issued by the company says the customer can bring anything old, such as
newspaper, and get coupons issued in exchange of the junk. The customer can redeem the
coupons before the due date on the condition that he/she shops four times the value of the
coupon.
The prices fixed by Big Bazaar are: clothes (Rs 200 per kg), newspaper (Rs 25 per kg),
plastics/utensils/leather goods (Rs. 75 per kg), footwear/luggage (Rs. 100 per kg), Pet/beer
bottles (Rs 15 per kg), tyres (Rs 50 per kg), furniture (Rs 75 per kg) and others (Rs 20 per
kg).
"This offer will help the housewife clean out the junk while getting a good value for it," says
Mr Sanjeev Agarwal, President (Marketing), Pantaloon Retail (India) Ltd.
48 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Kishore Biyani-led Future Group is considering hiving-off its hypermarket format Big Bazaar
into a separate company. “Managing a $1 billion business already is a challenge”, Biyani said
speaking to the reporters on Friday, referring to the big Bazaar format, which is expected to
generate revenue of $1 billion in the fiscal 2007-08. Big Bazaar is a hypermarket format of
the Pantaloon Retail (India) Ltd.
The Group expects to increase its revenues to $7-8 billion by 2011, of which Big Bazaar is
expected to contribute a large chunk of around $4 billion. It has emerged as the largest retail
format of Future Group's retail division. Biyani said that the proposal is at a very initial stage
and has to be taken to the board. “Currently we have more than 80 Big Bazaars and we are
planning to scale it up to 160 by the year end”, he said. Highlighting that the company was
going to go very aggressive in rolling out the Big Bazaar format, he said that the total floor
area by 2011 would scale up to 30 million square feet from the present figure of 10 million
square feet. Speaking on the other formats, Biyani said that the group was expecting a
revenue of Rs 1,300 crore from the Home Town stores which the company launched last
year.
49 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
CHAPTER N.0:3
RESEARCH DESIGN
50 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Research Methodology
A structured questionnaire was used to collect primary data. Convenient random sample of 33
respondents were asked to fill the questionnaire consisting of closed ended questions.
Respondents were randomly intercepted in the Big Bazaar. Five point Likert scale was used
to record and measure the satisfaction level. Secondary data has been collected from journals,
magazines, internet and other documented material. Primary data was analyzed using simple
percentages, and inferences were drawn.
Objectives
To find out the factors that affect the buyers decision in Big Bazaar
Limitations
The Project is limited primarily to the single outlet of Big Bazaar and hence does not
capture the essence of the entire outlet of Big Bazaar.
The components of variations in store choice with accordance to profession have not
been studied.
51 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
CHAPTER N.O:4
DATA ANALYSIS AND
INTERPRETATION
52 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
1. Data Analysis
4.1 AGE:
AGE N.o
Sl. No OF RESPONDENTS OF PERCENTAGE
RESPONDEN
TS
01 10-20 7 14
02 20-30 22 44
03 30-40 16 32
04 40 AND ABOVE 5 10
50 100%
Interpretation:
The above Table 4.1 & Figure 4.1 Exhibits Age distribution of the respondents .Out of 50
respondents, 7 respondents are between 10-20 years of age, 22 respondents are in between
20-30 years of age, 16 respondents are in between 30-40 years of age and rest 5 are 40 and
above.
53 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
.
4.2. GENDER:
GENDER
SL.N.O OF N.O OF PERCENTAGE
RESPONDENTS RESPONDENTS
01 MALE 22 44
02 FEMALE 28 56
TOTAL 50 100%
Interpretation:
Above Table 4.2 & Figure 4.2 exhibits the sex distribution of the respondents. Out of Total
50 respondents, Majority 28 (28%) of respondents are Female and remaining 22 (22%)
respondents are Male.
54 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
MARITAL N.O
SL.N.O STATUS OF OF PERCENTAGE
RESPONDENTS RESPONDENT
S
01 MARRIED 36 72
02 SINGLE 14 28
TOTAL 50 100%
Interpretation:
Above Table 4.3 & Figure 4.3 exhibits the Marital status of the respondents. Out of 50
respondents Majority of 36 respondents are married and rest 14 are single
55 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Interpretation:
Above Table 4.4 & Figure 4.4 exhibits preferences’ of respondents towards the Modern
looking equipments of big bazaar out of total 50 respondent, majority of 20 respondent are
56 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
somewhat agree with it .11 says neutral,13 are strongly agreed,3 are somewhat disagree and
rest 3 strongly disagree
Interpretation:
Above Table 4.5 & Figure 4.5 exhibits material associated with the store are vusually
appealing out of 50 respondents, majority of 18 says strongly agree.15 says somewhat agree,
12 says neutral, 4 says somewhat disagree and rest 1 says strongly disagree
57 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Interpretation:
Table N.o 4.6 & figure N.o 4.6 exhibits the store layout to make
customer feel easy to find what they need out of 50 respondents
58 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Interpretation:
59 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Table N.o 4.7 & figure N.o 4.7 exhibits the store layout to make
customer move around easily out of 50 respondents, majority of 23
respondents are somewhat agreed, 21 are strongly agreed, 4 are
neutral, and rest 1 are strongly disagree, 1 are somewhat agree
Interpretation:
60 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Table N.o 4.8 and figure N.o 4.8 exhibits convenient parking for
customers out of 50 respondents, 27 are somewhat agreed,12 are
strongly agreed,9 says neutral,2 says strongly disagree
Interpretation:
61 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Table N.o 4.9 & Figure N.o exhibits employees having knowledge to
answer customer questions out of 50 respondents majority of 24 says
somewhat agreed, 16 says strongly agreed., 7 says neutral and rest 3
says somewhat disagree
62 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Interpretation:
Tabke N.o 4.10 & Figure N.o 4.10 exhibits the behavior of employees
in the store instills confidence in customers out of 50 respondents 24
are somewhat agree, 12 are strongly agree, 11 are neutral and rest 3
are somewhat disagree
4.11. CUSTOMERS FEEL SAFE IN THEIR TRANSACTIONS
WITH THIS STORE
Interpretation:
63 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Table N.o 4.11 and figure N.o 4.10 exhibits the safest transactions of
customer in big bazaar out of 50 respondents 22 are somewhat agreed,
17 are strongly agreed, 7 are neutral and rest 4 are somewhat
disagree.
64 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Interpretation:
Table N.o 4.12 & Figure N.o 4.12 exhibits prompt service to
customer, out of 50 respondents majority of 22 says somewhat agree,
11 are neutral, 8 are strongly agreed, 6 are somewhat disagree, and
rest 3 are strongly disagreed.
65 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Interpretation:
Table N.o 4.13 & figure N.o 4.13 exhibits the stores sincere interest to
solve customer problems out of 50 respondents Majority of 31 are
somewhat agreed, 8 are neutral, 5 are strongly agreed, 4 are somewhat
agreed, and rest are 2 strongly disagreed.
4.14. THIS STORE GIVES CUSTOMERS INDIVIDUAL ATTENTION
66 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Interpretation:
Table N.o 4.14 and Figure N.o 4.14 exhibits the store giving attention
to every individual out of 50 respondents, Majority of 29 says
somewhat agreed, 8 are neutral, 7 are strongly agreed, 6 are somewhat
disagreed, rest 2 are strongly disagreed.
67 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Interpretation:
Table N.o 4.15 & Figure N.o 4.15 exhibits the stores are courteous
with the customers out of 50 respondents, majority of 29 are
somewhat agreed, 7 are neutral, 1 are strongly agreed and rest 1 are
somewhat disagreed.
68 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Interpretation:
Table N.o 4.16 and figure N.o 4.16 exhibits how employees are
handling the customers problems out of 50 respondents, Majority of
20 are somewhat agreed, 12 are neutral, 10 are somewhat disagree 7
are strongly agreed, and rest 1 are strongly disagreed.
69 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Interpretation:
Table N.o 4.17 & figure N.o 4.17 exhibits high quality merchandise
out of 50 respondents, Majority of 21 says somewhat agreed, 11 says
neutral, 10 are strongly agreed, 6 are somewhat disagreed and rest 2
are strongly disagreed.
70 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Interpretation:
Table N.o 4.18 & figure N.o 4.18 exhibits how often
respondents visit bi bazaar out of 50 respondents, Majority of 17
says twice in a month, 15 says once in a week, 8 says once in a
month and rest 10 says twice in a week.
GENDER * The store layout at this store makes it easy for customers to
find what they need. Cross tabulation
71 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Interpretation :
The above data analysis is done by SPSS software. From the analysis interpret the
crosstabulation It is based on the gender male and female. Where it shows 44% of male and
56% of the female customers responded for store layout at this store which makes it easy for
customers to find what they need.
Chi-Square Tests
N of Valid Cases 50
a. 3 cells (37.5%) have expected count less than 5. The minimum expected count is 2.64.
Chi-Square Tests:
72 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Interpretation:
The table reveals that, there is no significant difference between customers of bigbazar
and their satisfaction leve of satisfaction towards the store layout. The Sig value of
p = 0.954 is more than 0.05,(x²=50 , df=0.331) which accepts the Null Hypothesis.
Despite as stated above under the cross-tabulation report interpretation, this does no
confirm the Alternative hypothesis for full page images being more than quarter or half
page images.
Symmetric Measures
Value Asymp. Std. Approx. Tb Approx. Sig.
a
Error
Nominal by Contingency Coefficient .081 .954
Nominal
Interval by Pearson's R -.062 .140 -.431 .669c
Interval
Ordinal by Spearman Correlation -.055 .140 -.385 .702c
Ordinal
N of Valid Cases 50
73 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Interpretation:
From the above data it is clear that the mean for Pearson’s contingency.
Co-efficient. The Pearson correlation evaluates the linear relationship between two
continuous variables. A relationship is linear when a change in one variable is
associated with a proportional change in the other variable. The above table indicates
that there is a positive correlation that exists between the Rewards and Recognition
has a positive relationship with employee retention. The correlation is significant. P
< 0.001 and r = 0.140 which is closer to 1. The spearman’s correlation =-0.55.
Statistics
Mean 2.8600
Std. Error of Mean .18297
Median 2.0000
Mode 2.00
Std. Deviation 1.29378
Variance 1.674
74 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Skewness .860
Std. Error of Skewness .337
Kurtosis -.802
Std. Error of Kurtosis .662
Range 4.00
Minimum 1.00
Maximum 5.00
75 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Interpretation:
From the above Table and Graph it is analyzed that that this store provides plenty of
convenient parking for customers. There are 4% of the respondents are strongly disagree
54% are Somewhat agree 18% Neutral and 24% are strongly agree.
ANNOVA:
Descriptives
76 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
When a customer has a problem, this store shows a sincere interest in solving it
N Mea Std. Std. 95% Confidence Mini Maxi
n Deviatio Error Interval for Mean mum mum
n Lower Upper
Bound Bound
strongly 3 4.00 .00000 . 4.0000 4.0000 4.00 4.00
disagree 00 0000
0
somewhat 6 3.83 .98319 . 2.8015 4.8651 2.00 5.00
disagree 33 4013
9
neutral 11 4.00 .44721 . 3.6996 4.3004 3.00 5.00
00 1348
4
somewhat 22 3.36 .95346 . 2.9409 3.7864 1.00 5.00
agree 36 2032
8
strongly 8 3.75 1.28174 . 2.6784 4.8216 1.00 5.00
agree 00 4531
6
Total 50 3.66 .91718 . 3.3993 3.9207 1.00 5.00
00 1297
1
ANOVA
When a customer has a problem, this store shows a sincere interest in solving it
Sum of df Mean F Sig.
Squares Square 77 | P a g e
Between Groups 3.796 4 .949 1.141 .349
Within Groups 37.424 45 .832
Total 41.220 49
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
Interpretation:
The Sig value of p = 0.349 is less than 0.05, rejects the Null Hypothesis. Thus, there is
statistically significant difference between the means. Some of the respondent’s
opinions when a customer has a problem, this store shows a sincere interest in solving
it. A large F ratio indicates that variations among the group means are more than we
did expect to see by chance. The Mean Plot chart further highlights the above point.
Additionally, it also shows that the mean=3.66 and SD=.91718.
CHAPTER N.O:5
FINDINGS
78 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
FINDINGS
1. Majority of 44% respondents are 20-30 age.
2. Majority of 56% are Female in gender distribution rest are Male .
3. Majority of 72% of respondents marital status are married rest are single .
4. Majority of 38% respondents have somewhat agreed for the modern looking
equipments and fixture in the stores.
5. Majority of 50% respondents are strongly agreed for the material associated with the
stores are visually appealing.
6. Majority of 55% are somewhat agreed for the store layouts are easy to the customers
to find what they need.
7. Majority of 50% are somewhat agreed for store layout are easy to move around for
customers.
8. Majority of 60% are somewhat agreed for stores providing plenty of convenient
parking for customers.
9. Majority of 40% are somewhat agreed for employees having knowledge answer
customer questions.
10. Majority of 50% are the behavior of employees in this store instills confidence in
customers
11. Majority of 40% are somewhat agreed for customer feeling safe in their transactions.
79 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
12. Majority of 50% are somewhat agreed for exhibits the safest transactions of customer
in big bazaar.
13. Majority of 50% are somewhat agreed for employees in the store gives prompt
services to customers.
14. Majority of 40% are somewhat agreed for store gives customer individual attention.
15. Majority of 50% are somewhat agreed for employees in the store are consistently
courteous with customers
16. Majority of 30% are somewhat agreed for employees of this store are able to handle
customers complaints directly and indirectly.
17. Majority of 53% are somewhat agreed for the store offers high quality merchandise.
18. Majority of 45% are agreed for their twice in a month visiting big bazaar.
CHAPTER N.O:6
SUGGESTION
AND CONCLUSIONS
80 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
SUGGESTIONS
The materials like shopping bags, catalogues etc. are appealing to attract the
customers but some others materials as new offers ,free samples of new products
The store should increase its product line and for this it should contact to many
distributors so they can provide a huge amount of products so that they can find
The space should be increased in the store for the customers to move to find every
products of their choice. The employees should be trained in this way so that they
81 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
can answer the questions of the customers regarding their problems in services
efficiently.
CONCLUSION
There are many who are satisfied with the modern looking equipments and fixtures
but there are 1/4th customers who are not much satisfied .There are many customers
There are 2/4th customers who don’t find everything in the particular outlet always but
There are many customers who find the proper space in the outlet to move and most
There are many customers who are satisfied with the answers of the employees
regarding their problems and there are not much satisfied with the behavior of
employees.
There are maximum customers who are highly satisfied with their transaction in the
store but sometimes they find some faults. There are customers who agree that
82 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
employees in the store give prompt services but there are many customers who are not
There are many customers who find the individual attention of the employees but
sometimes they are not satisfied with the services and the behavior of the employees
in the store.
There are maximum customers who are satisfied with the merchandising of the store
and they find every product of brand every b in each category and shelf according to
their choices.
83 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
BIBLIOGRAPHY
WEBSITES:
1. http://www.managementparadise.com/forum/index1.php/t-42178.html
2. http://www.managementparadise.com/forums/archive/index.php/t-25624.html
3. http://www.scribd.com/doc/5994975/consumer-behaviour-on-impulse-buying?
autodown=pdf
4. http://www.scribd.com/doc/4905033/A-project-on-Store-Operation-of-Big-Bazaar?
autodown=pdf
REPORTS
1. The Icfai Journal of Marketing Management, Vol. VI, No. 1, Feb 2007
2. The Icfai Journal of Services Management, Vol. IV, No. 1, March 2007
84 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
REFERENCES:
1. Anderson, E.W., & Mittal, V. (2000). Strengthening the satisfaction-profit chain. Journal
of Service Research.
2. Anderson, E.W., Fornell, C., & Lehmann, D.R. (1994). Customer satisfaction, market
share and profitability: Findings from Sweden. Journal of Marketing.
5. Clancy, R.( 2010), ‘Smaller UK Banks Offer Better Customers Satisfaction, Annual
Survey Shows’, Investment International, (23rd August), Retrieved on 5th September
2011
6. Christopher Gan, Mike Clemes (2011) An empirical analysis of New Zealand bank
customers’ satisfaction, Banks and Bank Systems, Volume 6, Issue 3
7. Dash, M.K and Mahaptra, D.M. (2006), ‘Measuring Customer Satisfaction in The
Banking Industry. International Journal of Bank Marketing
8. Dr. Mohd Khalaf Ahmad, Dr. Hasan Ali (2011) International journal of marketing study
Vol-3 No.1
10. Faizan Mohsan (2011) Impact of Customer Satisfaction on Customer Loyalty and
Intentions to Switch: Evidence from Banking Sector of Pakistan International Journal of
Business and Social Science Vol. 2 No. 16.
11. Fornell, C. (1992). A national customer satisfaction barometer: The Swedish experience.
Journal of Marketing, 56, 6-21.
85 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
12. Goedee, J., Reijnders, W., & van Tiel, D. (2008) Bankieren in 2020: Amsterdam: FT
Prentice Hall
13. Zahorik, A. J., & Rust, R. T. (1993). Customer satisfaction, customer retention, and
market share. Journal of retailing, 69(2), 193-215.
15. Bergman, B., & Klefsjö, B. (2010). Quality from customer needs to customer satisfaction.
Studentlitteratur AB.
17. Anderson, E. W., Fornell, C., & Mazvancheryl, S. K. (2004). Customer satisfaction and
shareholder value. Journal of marketing, 68(4), 172-185.
18. Hallowell, R. (1996). The relationships of customer satisfaction, customer loyalty, and
profitability: an empirical study. International journal of service industry management.
19. Szymanski, D. M., & Henard, D. H. (2001). Customer satisfaction: A meta-analysis of the
empirical evidence. Journal of the academy of marketing science, 29(1), 16.
20. Anderson, E. W., Fornell, C., & Rust, R. T. (1997). Customer satisfaction, productivity,
and profitability: Differences between goods and services. Marketing science, 16(2), 129-
145.
86 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
ANNEXURE
Respected Sir/Madam,
Name : Age:
Strongly
Agree
and fixtures.
87 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
service to customers.
attention.
88 | P a g e
COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
and immediately.
a. twice in a week
b. once in a week
c. once in a month
d. twice in a month
89 | P a g e