Professional Documents
Culture Documents
BB WZP Report
BB WZP Report
BB WZP Report
ANALYSIS”
REPORT BY
VINAY KUMAR SINGH
Roll No.: GJU09058
Batch 2009-2011
CERTIFICATE
Prof. Alok
Satsangi
Corporate
Relations Cell
ACKNOWLEDGEMENT
EXECUTIVE SUMMARY
Another credible factor in the prospects of the retail sector in India is the increase
in the young working population. In India, hefty pay-packets,
India is being seen as a potential goldmine for retail investors from over the world
and latest research has rated India as the top destination for retailers for an
attractive emerging retail market. India’s vast middle class and its almost
untapped retail industry are key attractions for global retail giants wanting to
Retailing is the largest private sector industry in the world economy with the
global industry size exceeding $6.6 trillion and a latest survey has projected India
as the top destination for retail investors. And the further upsurge is anticipated in
the retail sector as the Government of opened up 51% FDI in single brand retail
outlets. And as the government is in a process to initiate a second phase of
reforms, it is cautiously exploring the avenues for multi-brand segment. The
Government is seeking for these options keeping in view the existing social
framework of India and the will ensure that the entry of global retail giants do not
displace the existing employment in the retail business.
Industry experts are sensitive to the point that local markets have an edge over
the retail investors in India as they have unique advantages such as an
understanding of local needs and extended service like home delivery. As the
FDI influence on the Indian retail sector sets in, the total size of the retail trade is
expected to grow extensively in the coming years and the consumer segments
patronizing the big malls will create frenzy for organized retailing predicting a
growth of 25-30 per cent per annum over the next decade. Moreover, Indian
retail chains would get integrated with global supply chains since FDI will bring in
technology, quality standards and marketing thereby, leading to new economic
opportunities and creating more employment generation.
Industry trends for retail sector indicate that organized retailing has major impact
in controlling inflation because large organized retailers are able to buy directly
from producers at most competitive prices. World Bank attributes the opening of
As foreign investors exploring their potentials in the retail sector, are keen on
developing malls in India, the size of organized retailing is expected to touch $30
billion by 2010 or approximately 10 per cent of the total. This has initiated
market-entry announcement from some retailers and has signaled to
international retailers about India’s seriousness in promoting the sector. While
there are reports of international retailers like Wal-Mart analyzing business
opportunities in India; Reliance, the largest Indian conglomerate is investing $3.4
billion to become India’s largest contemporary retailer. There are also reports of
investments for ‘Hypercity Retail’ by K.Raheja Group to establish 55
hypermarkets by 2015. All these factors will contribute in taking Indian retail
business to unexpected growth based on the consumer preference for shopping
in congenial environs and also availability of quality real estate.
Introduction Of PRIL
Pantaloon Retail (India) Limited (PRIL) was incorporated on October 12, 1987 as
Menz Wear Private Limited under the stewardship of Mr. Kishor Biyani. The
Company was converted into a public limited company on September 20, 1991
and on September 25, 1992 the mane was changed to Pantaloon Fashions
(India) limited and the same time it went public and today it has approximately
14,000 shareholders. It later changed its name to Pantaloon Retail (India) Limited
on 7th July 1999.
Pantaloon Retail India Ltd, is India’s leading retail company with presence across
food, fashion, home solutions and consumer electronics, books and music,
health, wellness and beauty, general merchandise, communication products, E-
tailing and leisure and entertainment. Headquartered in Mumbai (Bombay), the
company operates through 3.5 million square feet of retail space, has over 100
stores across 30 cities in India and employs over 14,000 people. The company
owns and manages multiple retail formats catering to a wide cross-section of the
Indian society and its width and depth of merchandise helps it capture almost the
entire consumption basket of the Indian consumer. For the financial year ended
June 2006, it had a turnover of Rs. 1,867.77 crores.
Founded in 1987, Pantaloon Retail forayed into modern retail in 1997 with the
opening up of a chain of department stores, Pantaloons. In 2001, it launched Big
Bazaar, a hypermarket chain, followed by Food Bazaar, a supermarket chain. It
went on to launch Central, a first of its kind, seamless mall located in the heart of
Milestones
1992 - Initial public offer (IPO) was made in the month of May.
2001 - Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s first hypermarket
chain launched.
2006 - Future Capital Holdings, the company’s financial arm launches real estate
funds Kshitij and Horizon and private equity fund Indivision. Plans forays into
insurance and consumer credit.
Group enters into joint venture agreements with ETAM Group and Generali.
We, in Future Group, will not wait for the Future to unfold itself but create future
scenarios in the consumer space and facilitate consumption because
consumption is development. Thereby, we will effect socio-economic
development for our customers, employees, shareholders, associates and
partners.
Our customers will not just get what they need, but also get them where,
how and when they need.
We will not just post satisfactory results, we will write success stories,We
will not just operate efficiently in the Indian economy, we will evolve it.
We will not just spot trends, we will set trends by marrying our understanding of
the Indian consumer to their needs of tomorrow.
It is this understanding that has helped us succeed. And it is this that will help us
succeed in the Future. We shall keep relearning. And in this process, do just one
thing.
Group Vision
Future Group shall deliver Everything, Everywhere, Everytime for Every Indian
Consumer in the most profitable manner.
We share the vision and belief that our customers and stakeholders shall be
served only by creating and executing future scenarios in the consumption
space leading to economic development.
We shall ensure that our positive attitude, sincerity, humility and united
determination shall be the driving force to make us successful.
COPORATE VISION
“We share the vision and belief that by improving our performance through
innovative spirit and dedication, we shall serve our customers and stakeholders
satisfactorily”.
CORPORATE MANIFESTO
Our quest for knowledge will be focused, systematic and unwavering. But, it will
never be at expense of our values or our values o our beliefs
We are committed to apply knowledge we gather to ensure that:
• Our customer will not just get what they want; they will also get what they
need.
We will not just live up to the expectations of our subscribers, we will exceed
them
And, in the process we will unite the dreams and aspirations of our employees,
shareholders, associates and partners to do just one thing………..
PRIL is in the process of constant evolution and believe in creating the present
with the future in mind. They have the only vision – to capture the highest share
of the consumer’s wallet. This has prompted them to diversify into different lines
of business, such as Wellness, Home Solution, Leisure & entertainment,
communications, Financial Products, to name a few.
It has indeed been a remarkable journey for Pantaloon, as it has evolved from
apparel manufacture to distribution to franchisee retailing find specialty retailing –
a completely integrated player controlling the entire value chain.
It does not, however, seek to be the jack of all trades. The joint-venture with
Liberty shoes for footwear retailing, association with Unitech Enterprises for
home solution retailing, and the stake it has acquired in Planet Sports and
Galaxy entertainment, reflect its efforts to rope in those with category expertise.
The group also operates India’s leading rural retailing chain, Aadhaar
that is present in over 65 locations in rural India. Aadhaar, an agri-
service cum rural retail initiative, provides a complete solution provider
for the Indian farmer.
The Company Structure of Pantaloon retail is given below
20
Store Manager
Assistant Store
Manager
↓
Dept. HR Administrati Sales Marketin Info
Manager Manage on Manage g
r r Executiv
Assistan e Security
t DM Cashier
Team
Leader
Team
Member
Cluster Marketing
Head
Senior Manager
Manager
Deputy Manager
Assistant
Manager
Senior Executive
Manager
Executive
Data Collection:
Data constitutes the foundation of any research.. Data for this study is obtained
from secondary and primary sources. The primary data for the research will be
collected through the following methods.
Primary Data:
a) Questionnaire- To obtain information from customers which will enable us
to understand the strategies adopted by the retailers and the its effect on
the customers preference for a product or shop
b) Questionnaire filled by Employee gave us important knowledge about the
service provided, and customer’s expectation.
c) Interview- Interviews were of the managers who gave a lot of information
about the project. For retail managers time is very precious thing, so I was
clearly
Explain the purpose of the interview
Explain the format of the interview
Indicate how long the interview will last for
Prepare and rightly sequence the set of questions
Probe to obtain accurate information regarding the research
Acknowledge the valuable inputs provided
Secondary Data:
Secondary data has been collected through surfing of various websites. The
internet was used exhaustively in order to find research papers etc which were
important for the completion of the project
Scaling Technique
Interval
When you are asked to rate your satisfaction with a piece of software on a
7 point scale, from Dissatisfied to Satisfied, you are using an interval
scale.
Interval scales are also scales which are defined by metrics such as
logarithms. In these cases, the distances are noted equal but they are
strictly definable based on the metric used.
statistics
A simple random sample gives each member of the population an equal chance
of being chosen. It is not a haphazard sample as some people think! One way
of achieving a simple random sample is to number each element in the
sampling frame (e.g. give everyone on the Electoral register a number) and
then use random numbers to select the required sample.
The optimum sample is the one which maximises precision per unit cost, and by
this criterion simple random sampling can often be bettered by other methods.
Advantages
Disadvantages
hard to achieve in practice
requires an accurate list of the whole population
expensive to conduct as those sampled may be scattered over a wide
area
Introduction
SWOT Analysis
SWOT stands for strengths, weaknesses, opportunities and threats. It is a
methodology used to aid strategic planning that gained popularity during the 80's.
To do a SWOT analysis considers the following questions:
• Strengths:
What are your advantages?
What do you do well?
• Weaknesses:
What could be improved?
What is done poorly by the company?
What areas are simply not covered by the company's skill set?
• Opportunities:
What are the opportunities facing you specifically?
What are opportunities facing your industry in general that you
choose to pursue?
What are the trends that you can take advantage of?
What technology-related opportunites are there currently?
• Threats:
What obstacles do you face?
What is your competition doing?
Are the requirements for your company changing?
What technology-related threats are there currently?
Do you have resource problems that will hold you back?
The term customer prospecting refers to all the various means employed in
business to track, locate, and attract new customers.
2) Price
Price should be such that it attract new customer. Indian customers are very
price sensitive, so the price should be fair. The cost of merchandise will be at one
end of the price range and the level above which consumers will not buy the
product at the other end. The importance of price depends on the specific
product and on the specific individual. Some shoppers are very price conscious.
Others want convenience and knowledgeable sales personnel. Because of these
variations, you need to learn about your customers' desires in relation to different
products.
This concept stresses the importance of identifying the customer’s desires and
supplying to those customers products and services that meet their expectations
describe understanding customer expectations as the strategy adopted by firms
to generate more knowledge of customer expectations and needs and to provide
customers with the best services in order to win their loyalty.
Competitors are key component in SWOT and GAP analysis. The main
competitors I have taken are
LOCAL SHOPES
BIG APPLE
A-1 STORE
The competitors give idea about the threats and also provide me key information
about my merchandise strengths and weaknesses.
Some experts suggest that you first consider outlining the external opportunities
and threats before the strengths and weaknesses. Marketing Plan Pro's
EasyPlan Wizard will allow you to complete your SWOT analysis in whatever
order works best for you. In either situation, you will want to review all four areas
in detail.
Strengths
You may want to evaluate your strengths by area, such as marketing, finance,
manufacturing, and organizational structure. Strengths include the positive
attributes of the people involved in the business, including their knowledge,
backgrounds, education, credentials, contacts, reputations, or the skills they
bring. Strengths also include tangible assets such as available capital,
equipment, credit, established customers, existing channels of distribution,
copyrighted materials, patents, information and processing systems, and other
valuable resources within the business.
Weaknesses
Note the weaknesses within your business. Weaknesses are factors that are
within your control that detract from your ability to obtain or maintain a
competitive edge. Which areas might you improve?
Weaknesses capture the negative aspects internal to your business that detract
from the value you offer, or place you at a competitive disadvantage. These are
areas you need to enhance in order to compete with your best competitor. The
more accurately you identify your weaknesses, the more valuable the SWOT will
be for your assessment.
Opportunities
Opportunities assess the external attractive factors that represent the reason for
your business to exist and prosper. These are external to your business. What
opportunities exist in your market, or in the environment, from which you hope to
benefit?
These opportunities reflect the potential you can realize through implementing
your marketing strategies. Opportunities may be the result of market growth,
lifestyle changes, resolution of problems associated with current situations,
positive market perceptions about your business, or the ability to offer greater
Threats
What factors are potential threats to your business? Threats include factors
beyond your control that could place your marketing strategy, or the business
itself, at risk. These are also external – you have no control over them, but you
may benefit by having contingency plans to address them if they should occur.
DATE 27/04/2010(WEDNESDAY)
FOOD RELIANCE
Product BAZAAR(WAZIRPURI) FRESH(PITAMPURA)
Potato 4.9 9.9
Tomato 18 13.5
Karela 17 12.5
Kheera 11.9 11.9
Bhindi 16.9 12.5
Lauki 10 5.5
Safeda 32 23.9
Dushari 16.9 18.9
Watermelon 7 4.9
AppleFuji 69.9 74.9
Plum 38 34.9
Anar 33.9 33.9
Beans 22 22.9
Dushari
)
RELAINCE FRESH
Safeda PITAMPURA
Lauki FOOD
BAZAAR(WAZIRPUR)
Bhindi
Kheera
Karela
Tomato
Potato
0
20 40 60 80
MOONG DHULI 53 65 56
MASOOR RED 46 45 45
MASOOR KALI 42 43 39
TOOR 48 47 45
CHANA KALA 40 39
KABLI CHANA
CHANA KALA
CHANA DAAL
TOOR
MASOOR KALI
MASOOR RED
MOOG CHILKA
MOOG SABUT
MOONG DHULI
0
20 40 60 80
Potato 10 10.2 10
Tomato 21 15 23.9
Cauliflower 34 36 19.5
Capsicumgreen 24 24 25
Tinda 22 116 17
Kheera 10 6.5 11
Mango chausa 24 15 27
Anar 36.9 45 44
Tori 14 10.2 15
0
50
100
150
Vinay Singh (PGPBM)
200
250
SAF AL
SUBHIKSHA
43
F OOD BAZAAR
Vishal mega
PRODUCTS Subhiksha Reliance Food bazaar mart
ashirwad 5kg 75 75 90 81
fortune 1ltr 56 54 57 56
Tomato 12 9.9
Peas 34 36.9
Capsicumgreen 23 29.9
LadyFinnger 26 28.9
Cucumber 10 10.9
Pineapple 24 26
AppleFuji 89 89
Banana 27 26
MangoSafeda 29.9 25
Chili 24 25.9
Lemon 46 45.9
Cauliflower 34 31.9
Beans 28 24.9
Onion 9 13.9
Muskmelon 30 28
Pumpkin 6 14.9
Grapes 65 75
0
50
100
150
46
B IG A P P L E
F O O D B A ZA A R
MERCHANDISE CATEGORY AVAILABLE IN FOOD BAZAAR
Food Bazaar
Department SubDepartment Category Class Merchandise Category
FB- Farm FB- Fruits & FB- Fruits &
Fresh Vegetables Vegetables FB- Fruits Imported Fruits
Non-seasonal Fruits
Seasonal Fruits
FB-
Vegetables Exotic Vegetables
Leafy Vegetables
Non-leafy Vegetables
Root Vegetables
FB- Additives
FB- Fmcg &
Foods FB- Chef Zone Preservatives FB- Additives BAKING NEEDS
Coconut Milk
Salad Drssng&Spreads
Sauces
Sweetners
Vinegar
FB-
Preservative
s Jams
Pickles
Preserves
FB- Ready To FB- Dessert
Cook Mixes Condensed Milk
CONTINENTAL DESSERTS
Dessert Toppings
FB- Instant
Mixes NORTH INDIAN MIXES
OTHER MIXES
SOUTH INDIAN MIXES
FB- Italian
Delicacies Macaroni
OTHER PASTAS
VERMCICELLI
FB- Noodles Chinese Noodles
Instant Noodles
FB- Ready To
Fry PAPPADS
VEG-FRYUMS
FB- Soups CANNED SOUPS
NON VEG POWDER
VEG POWDER
FB- Dairy
FB- Chill Station Products FB- Coffee Coffee Powders
INSTANT COFFEE
FB- Milk Flavoured Milk
Plain Milk
Soya Milk
FB- Milk
Products Butter
1. Strength:
1. Weakness:
2. Opportunities:
3. Threats:
Heavy competition.
People still prepare categories like Achar and Papad at home.
Local market players offer Additives, preservatives, ready to cook
item at cheaper prices as they do not offer brands. Like Wednesday
market prices are very less.
1. Strength:
2. Weakness:
3. Opportunities:
4. Threats:
High competition.
Require high degree of checking expiry etc.
1. Strength:
2. Weakness:
3. Opportunities:
4. Threats:
1. Strength:
2. Weakness:
3. Opportunities:
4. Threats:
1. Strength:
2. Weakness:
3. Opportunities:
4. Threats:
High competition.
1. Strength:
Discounted pricing.
All home care products like utensil cleaners, shoe care, pooja
needs, pet care insecticides killer, house cleaning, fresheners and
disposable goods available under one roof.
Good variety.
2. Weakness:
3. Opportunities:
4. Threats:
High competition.
1. Strength:
2. Weakness:
3. Opportunities:
4. Threats:
1. Strength:
2. Weakness:
3. Opportunities:
4. Threats:
High competition.
1. Strength:
2. Weakness:
3. Opportunities:
4. Threats:
High competition.
Local market.
1. Strength:
2. Weakness:
Less variety.
Fewer Designs.
Less sale
3. Opportunities:
4. Threats:
1. Strength:
2. Weakness:
3. Opportunities:
4. Threats:
1. Strength:
2. Weakness:
3. Opportunities:
4. Threats:
High Competition.
Increasing market share of Cheap Local mobile.
No of
ANS
responses
Excellent 14
Very
116
Good
Good 40
Fair 16
Poor 14
100
80
Excellent
Very Good
60
Good
Fair
40
Poor
20
0
Responses
No of
ANS
responses
Excellent 38
Very Good 78
Good 57
Fair 20
Poor 7
70
60
50 Excellent
Very Good
40
Good
Fair
30
Poor
20
10
0
Responses
No of
ANS
responses
Excellent 62
Very Good 63
Good 42
Fair 26
Poor 7
60
50
Excellent
40
Very Good
Good
30
Fair
20 Poor
10
0
Responses
70
60
50 Excellent
Very Good
40
Good
30 Fair
Poor
20
10
0
Responses
6)And how would you rate the representative on being courteous? Would
you say …
ANS No of responses
Excellent 57
Very Good 64
Good 45
Fair 25
Poor 9
60
50
Excellent
40
Very Good
Good
30
Fair
Poor
20
10
0
Responses
ANS No of responses
Excellent 41
Very Good 57
60
50
40
Excellent
Very Good
30
Good
Fair
20
Poor
10
0
Responses
ANS No of responses
Excellent 46
Very Good 76
Good 44
Fair 30
Poor 4
70
60
50 Excellent
Very Good
40
Good
30 Fair
Poor
20
10
0
ANS
Once a month
Twice a months
Thrice a month
Four times
More
90
80
70
60
50
ANS
40
30
20
10
0
A B C D E
ANS
A
B
C
D
100
90
80
70
60 Excellent
50 Very Good
40 Good
30 Fair
20 Poor
10
0
Responses
ANS
90
80
70
60 Excellent
50 Very Good
40 Good
30 Fair
20 Poor
10
0
Responses
Representative’s knowledge
Representative courteous
Overall strategy
Availability
Price
Quality
It is sometimes state that the 'mean' means average. This is incorrect as there are different
types of averages: the mean median and mode. For instance, average house prices almost
always use the median value for the average.
For a real-valued random variable X, the mean is the expectation of X. Note that not every
probability distribution has a defined mean (or variance); see the Cauchy distribution for
an example.
For a data set, the mean is the sum of the observations divided by the number of
observations. The mean is often quoted along with the standard deviation: the mean
describes the central location of the data, and the standard deviation describes the spread.
(1)
(2)
(3)
(4)
(5)
Figure 1. Idealized distributions for treated and comparison group posttest values.
Figure 1 shows the distributions for the treated (blue) and control (green) groups in a
study. Actually, the figure shows the idealized distribution -- the actual distribution
would usually be depicted with a histogram or bar graph. The figure indicates where the
control and treatment group means are located. The question the t-test addresses is
whether the means are statistically different.
What does it mean to say that the averages for two groups are statistically different?
Consider the three situations shown in Figure 2. The first thing to notice about the three
situations is that the difference between the means is the same in all three. But, you
should also notice that the three situations don't look the same -- they tell very different
stories. The top example shows a case with moderate variability of scores within each
group. The second situation shows the high variability case. the third shows the case with
low variability. Clearly, we would conclude that the two groups appear most different or
distinct in the bottom or low-variability case. Why? Because there is relatively little
overlap between the two bell-shaped curves. In the high variability case, the group
difference appears least striking because the two bell-shaped distributions overlap so
much.
This leads us to a very important conclusion: when we are looking at the differences
between scores for two groups, we have to judge the difference between their means
relative to the spread or variability of their scores. The t-test does just this.
The top part of the formula is easy to compute -- just find the difference between the
means. The bottom part is called the standard error of the difference. To compute it,
we take the variance for each group and divide it by the number of people in that group.
We add these two values and then take their square root. The specific formula is given in
Figure 4:
Figure 4. Formula for the Standard error of the difference between the means.
Remember, that the variance is simply the square of the standard deviation.
The t-value will be positive if the first mean is larger than the second and negative if it is
smaller. Once you compute the t-value you have to look it up in a table of significance to
test whether the ratio is large enough to say that the difference between the groups is not
likely to have been a chance finding. To test the significance, you need to set a risk level
(called the alpha level). In most social research, the "rule of thumb" is to set the alpha
level at .05. This means that five times out of a hundred you would find a statistically
significant difference between the means even if there was none (i.e., by "chance"). You
also need to determine the degrees of freedom (df) for the test. In the t-test, the degrees of
freedom is the sum of the persons in both groups minus 2. Given the alpha level, the df,
and the t-value, you can look the t-value up in a standard table of significance (available
as an appendix in the back of most statistics texts) to determine whether the t-value is
large enough to be significant. If it is, you can conclude that the difference between the
means for the two groups is different (even given the variability). Fortunately, statistical
computer programs routinely print the significance test results and save you the trouble of
looking them up in a table.
It tests a null hypothesis that the relative frequencies of occurrence of observed events
follow a specified frequency distribution. The events are assumed to be independent and
have the same distribution, and the outcomes of each event must be mutually exclusive.
A simple example is the hypothesis that an ordinary six-sided die is "fair", i.e., all six
outcomes occur equally often. Pearson's chi-square is the original and most widely-used
chi-square test.
Chi-square is calculated by finding the difference between each observed and theoretical
frequency for each possible outcome, squaring them, dividing each by the theoretical
frequency, and taking the sum of the results:
Oi = an observed frequency;
Ei = an expected (theoretical) frequency, asserted by the null hypothesis.
Pearson's chi-square is used to assess two types of comparison: tests of goodness of fit
and tests of independence. A test of goodness of fit establishes whether or not an
observed frequency distribution differs from a theoretical distribution. A test of
independence assesses whether paired observations on two variables, expressed in a
contingency table, are independent of each other – for example, whether people from
different regions differ in the frequency with which they report that they support a
political candidate.
Correlation
In probability theory and statistics, correlation, also called correlation coefficient,
indicates the strength and direction of a linear relationship between two random
variables. In general statistical usage, correlation or co-relation refers to the departure of
two variables from independence. In this broad sense there are several coefficients,
measuring the degree of correlation, adapted to the nature of data.
A number of different coefficients are used for different situations. The best known is the
Pearson product-moment correlation coefficient, which is obtained by dividing the
covariance of the two variables by the product of their standard deviations. Despite its
name, it was first introduced by Francis Galton.
While Pearson correlation indicates the strength of a linear relationship between two
variables, its value alone may not be sufficient to evaluate this relationship, especially in
the case where the assumption of normality is incorrect.
The image on the right shows scatterplots of Anscombe's quartet, a set of four different
pairs of variables created by Francis Anscombe.[2] The four y variables have the same
mean (7.5), standard deviation (4.12), correlation (0.81) and regression line ( ).
However, as can be seen on the plots, the distribution of the variables is very different.
The first one (top left) seems to be distributed normally, and corresponds to what one
would expect when considering two variables correlated and following the assumption of
normality. The second one (top right) is not distributed normally; while an obvious
relationship between the two variables can be observed, it is not linear, and the Pearson
correlation coefficient is not relevant. In the third case (bottom left), the linear
relationship is perfect, except for one outlier which exerts enough influence to lower the
correlation coefficient from 1 to 0.81. Finally, the fourth example (bottom right) shows
another example when one outlier is enough to produce a high correlation coefficient,
even though the relationship between the two variables is not linear.
These examples indicate that the correlation coefficient, as a summary statistic, cannot
replace the individual examination of the data.
Cases
Included Excluded Total
N Percent N Percent N Percent
overall satisfaction *
200 100.0% 0 .0% 200 100.0%
overall strategy
recommend to other *
200 100.0% 0 .0% 200 100.0%
overall strategy
repurchase products *
200 100.0% 0 .0% 200 100.0%
overall strategy
overall satisfaction *
200 100.0% 0 .0% 200 100.0%
avalibility
recommend to other *
200 100.0% 0 .0% 200 100.0%
avalibility
repurchase products *
200 100.0% 0 .0% 200 100.0%
avalibility
overall satisfaction * price
200 100.0% 0 .0% 200 100.0%
recommend to other *
200 100.0% 0 .0% 200 100.0%
price
repurchase products *
200 100.0% 0 .0% 200 100.0%
price
overall satisfaction *
200 100.0% 0 .0% 200 100.0%
Quality
recommend to other *
200 100.0% 0 .0% 200 100.0%
Quality
repurchase products *
200 100.0% 0 .0% 200 100.0%
Quality
overall satisfaction *
200 100.0% 0 .0% 200 100.0%
representative courteous
recommend to other *
200 100.0% 0 .0% 200 100.0%
representative courteous
repurchase products *
200 100.0% 0 .0% 200 100.0%
representative courteous
overall satisfaction *
representative'sknowledg 200 100.0% 0 .0% 200 100.0%
e
recommend to other *
representative'sknowledg 200 100.0% 0 .0% 200 100.0%
e
repurchase products *
representative'sknowledg 200 100.0% 0 .0% 200 100.0%
e
T-Test
One-Sample Statistics
Std. Error
N Mean Std. Deviation Mean
overall satisfaction 200 3.50 .987 .070
recommend to other 200 3.60 1.017 .072
repurchase products 200 3.74 1.136 .080
representative'sknowled
200 3.73 1.093 .077
ge
representative courteous 200 3.68 1.147 .081
overall strategy 200 3.35 1.226 .087
avalibility 200 3.65 1.055 .075
price 200 3.34 .772 .055
Quality 200 3.61 1.065 .075
Test Value = 0
95% Confidence
Interval of the
Mean Difference
t df Sig. (2-tailed) Difference Lower Upper
overall satisfaction 50.131 199 .000 3.500 3.36 3.64
recommend to other 50.039 199 .000 3.600 3.46 3.74
repurchase products 46.484 199 .000 3.735 3.58 3.89
representative'sknowled
48.183 199 .000 3.725 3.57 3.88
ge
representative courteous 45.306 199 .000 3.675 3.52 3.83
overall strategy 38.580 199 .000 3.345 3.17 3.52
avalibility 48.927 199 .000 3.650 3.50 3.80
price 61.105 199 .000 3.335 3.23 3.44
Quality 47.951 199 .000 3.610 3.46 3.76
T-Test
Std. Error
Mean N Std. Deviation Mean
Pair overall satisfaction 3.50 200 .987 .070
1 price 3.34 200 .772 .055
Pair overall satisfaction 3.50 200 .987 .070
2 avalibility 3.65 200 1.055 .075
Pair overall satisfaction 3.50 200 .987 .070
3 Quality 3.61 200 1.065 .075
Cases
Included Excluded Total
N Percent N Percent N Percent
overall satisfaction *
200 100.0% 0 .0% 200 100.0%
overall strategy
recommend to other *
200 100.0% 0 .0% 200 100.0%
overall strategy
repurchase products *
200 100.0% 0 .0% 200 100.0%
overall strategy
overall satisfaction *
200 100.0% 0 .0% 200 100.0%
avalibility
recommend to other *
200 100.0% 0 .0% 200 100.0%
avalibility
repurchase products *
200 100.0% 0 .0% 200 100.0%
avalibility
overall satisfaction * price
200 100.0% 0 .0% 200 100.0%
recommend to other *
200 100.0% 0 .0% 200 100.0%
price
repurchase products *
200 100.0% 0 .0% 200 100.0%
price
overall satisfaction *
200 100.0% 0 .0% 200 100.0%
Quality
recommend to other *
200 100.0% 0 .0% 200 100.0%
Quality
repurchase products *
200 100.0% 0 .0% 200 100.0%
Quality
overall satisfaction *
200 100.0% 0 .0% 200 100.0%
representative courteous
recommend to other *
200 100.0% 0 .0% 200 100.0%
representative courteous
repurchase products *
200 100.0% 0 .0% 200 100.0%
representative courteous
overall satisfaction *
representative'sknowledg 200 100.0% 0 .0% 200 100.0%
e
recommend to other *
representative'sknowledg 200 100.0% 0 .0% 200 100.0%
e
repurchase products *
representative'sknowledg 200 100.0% 0 .0% 200 100.0%
e
overall satisfaction
avalibility
price
Quality
overall
satisfaction avalibility price Quality
Chi-Squarea 192.600 68.600 183.550 88.150
df 4 4 4 4
Asymp. Sig. .000 .000 .000 .000
a. 0 cells (.0%) have expected frequencies less than 5. The
minimum expected cell frequency is 40.0.
o v e r a ll o v e r a l l r e c o m m er ne dp u r c h ar es pe r e s e n rt ae tpivr e s e n t a t iv e
s a t is f a c t si ot rn a t e g ay v a l ib i li t py r i c e Q u a li t y t o o t h e r p r o d u c t s' s k n o w le d cg oe u r t e o u s
o v e r a l l s a t i s f a cPt ioe an r s o n C o r r e l a t i o1 n - . 0 3 1 - . 0 5 8 . 1 8* 8* -.0 8 1 .0 6 0 .0 0 7 - .0 2 6 .0 1 6
S ig . ( 1 - t a i le d ) .3 3 1 .2 0 8 .0 0 4 .1 2 6 .1 9 9 .4 6 2 .3 5 9 .4 1 4
N 200 200 200 200 200 200 200 200 200
o v e r a l l s t r a t e g yP e a r s o n C o r r e l a- t. i0o 3n 1 1 -.0 1 5 -.0 9 1 .0 9 2 .0 2 7 -.0 7 5 .0 9 0 . 1 4* 8
S ig . ( 1 - t a i le d ) . 3 3 1 .4 1 7 .1 0 0 .0 9 7 .3 5 4 .1 4 7 .1 0 3 .0 1 8
N 200 200 200 200 200 200 200 200 200
a v a l ib il i t y P e a r s o n C o r r e l a- t. i0o 5n 8 - . 0 1 5 1 .0 1 5 -.0 7 7 - . 1 1* 7 .0 8 2 - .0 4 0 .0 2 2
S ig . ( 1 - t a i le d ) . 2 0 8 . 4 1 7 .4 1 6 .1 3 8 .0 4 9 .1 2 6 .2 8 6 .3 8 0
N 200 200 200 200 200 200 200 200 200
p r ic e P e a r s o n C o r r e l a .t1i o8*n8* - . 0 9 1 . 0 1 5 1 - . 1 6* 4 .0 6 9 - . 1 5* 6 .1 0 4 - .0 4 7
S ig . ( 1 - t a i le d ) . 0 0 4 . 1 0 0 . 4 1 6 .0 1 0 .1 6 5 .0 1 4 .0 7 2 .2 5 6
N 200 200 200 200 200 200 200 200 200
Q u a li t y P e a r s o n C o r r e l a- t. i0o 8n 1 . 0 9 2 - . 0 7 7 - . 1 6* 4 1 -.0 1 5 .0 1 0 .0 6 3 - .0 6 7
S ig . ( 1 - t a i le d ) . 1 2 6 . 0 9 7 . 1 3 8 . 0 1 0 .4 1 7 .4 4 6 .1 8 8 .1 7 2
N 200 200 200 200 200 200 200 200 200
r e c o m m e n d t o P oe t ah re sr o n C o r r e l a .t0i o6 n0 . 0 2 7 - . 1 1* 7 . 0 6 9 -.0 1 5 1 .0 6 4 - .0 5 4 - .0 6 0
S ig . ( 1 - t a i le d ) . 1 9 9 . 3 5 4 . 0 4 9 . 1 6 5 .4 1 7 .1 8 3 .2 2 3 .1 9 8
N 200 200 200 200 200 200 200 200 200
r e p u r c h a s e p r oP de ua cr tsso n C o r r e l a .t0i o0 n7 - . 0 7 5 . 0 8 2 - . 1 5* 6 .0 1 0 .0 6 4 1 - .0 7 9 - .0 7 4
S ig . ( 1 - t a i le d ) . 4 6 2 . 1 4 7 . 1 2 6 . 0 1 4 .4 4 6 .1 8 3 .1 3 3 .1 4 8
N 200 200 200 200 200 200 200 200 200
r e p r e s e n t a t iv e P' s ek an ro swo len dC o r r e l a- t. i0o 2n 6 . 0 9 0 - . 0 4 0 . 1 0 4 .0 6 3 -.0 5 4 -.0 7 9 1 - .0 8 8
ge S ig . ( 1 - t a i le d ) . 3 5 9 . 1 0 3 . 2 8 6 . 0 7 2 .1 8 8 .2 2 3 .1 3 3 .1 0 9
N 200 200 200 200 200 200 200 200 200
r e p r e s e n t a t iv e Pc eo au rrst eo on u Cs o r r e l a .t0i o1 n6 . 1 4* 8 . 0 2 2 - . 0 4 7 -.0 6 7 -.0 6 0 -.0 7 4 - .0 8 8 1
S ig . ( 1 - t a i le d ) . 4 1 4 . 0 1 8 . 3 8 0 . 2 5 6 .1 7 2 .1 9 8 .1 4 8 .1 0 9
N 200 200 200 200 200 200 200 200 200
* * .C o r r e la t io n i s s i g n if i c a n t a t t h e 0 . 0 1 l e v e l ( 1 - t a i l e d ) .
* .C o r r e l a t io n i s s ig n i f ic a n t a t t h e 0 . 0 5 l e v e l ( 1 - t a i le d ) .
C o r re la t io n s
o v e r a ll o v e r a ll r e c o m m re en pd u r c h r ae sp er e s e nr tea pt ir ve es e n t a t i v e
s a t i s f a c tsi ot r na t e ga yv a l i b i l itpy r i c e Q u a l i t y t o o t h e r p r o d u c t' s k n o w l e dc go eu r t e o u s
o v e r a l l s a t i s f a Pc et i oa nr s o n C o r r e l a t1i o n - . 0 3 1 - . 0 5 8 . 1 8* *8 -.0 8 1 .0 6 0 .0 0 7 -.0 2 6 .0 1 6
S ig . ( 2 - t a ile d ) .6 6 2 .4 1 6 .0 0 8 .2 5 3 .3 9 8 .9 2 5 .7 1 9 .8 2 7
N 200 200 200 200 200 200 200 200 200
o v e r a l l s t r a t e gP ye a r s o n C o r r e l-a. 0t i 3o 1n 1 - .0 1 5 - .0 9 1 .0 9 2 .0 2 7 - .0 7 5 .0 9 0 . 1 4* 8
S ig . ( 2 - t a ile d ) . 6 6 2 .8 3 4 .2 0 1 .1 9 5 .7 0 9 .2 9 3 .2 0 6 .0 3 6
N 200 200 200 200 200 200 200 200 200
a v a lib ilit y P e a r s o n C o r r e l-a. 0t i 5o 8n - . 0 1 5 1 .0 1 5 -.0 7 7 - .1 1 7 .0 8 2 -.0 4 0 .0 2 2
S ig . ( 2 - t a ile d ) . 4 1 6 . 8 3 4 .8 3 2 .2 7 6 .0 9 9 .2 5 1 .5 7 1 .7 5 9
N 200 200 200 200 200 200 200 200 200
p r ic e P e a r s o n C o r r e l .a1t 8i*o*8n - . 0 9 1 . 0 1 5 1 - . 1 *6 4 .0 6 9 - . 1 *5 6 .1 0 4 -.0 4 7
S ig . ( 2 - t a ile d ) . 0 0 8 . 2 0 1 . 8 3 2 .0 2 0 .3 3 1 .0 2 7 .1 4 4 .5 1 2
N 200 200 200 200 200 200 200 200 200
Q u a lit y P e a r s o n C o r r e l-a. 0t i 8o 1n . 0 9 2 - . 0 7 7 - . 1 *6 4 1 - .0 1 5 .0 1 0 .0 6 3 -.0 6 7
S ig . ( 2 - t a ile d ) . 2 5 3 . 1 9 5 . 2 7 6 . 0 2 0 .8 3 5 .8 9 2 .3 7 7 .3 4 4
N 200 200 200 200 200 200 200 200 200
r e c o m m e n d t oP eo at hr se or n C o r r e l .a0t 6i o 0n . 0 2 7 - . 1 1 7 . 0 6 9 -.0 1 5 1 .0 6 4 -.0 5 4 -.0 6 0
S ig . ( 2 - t a ile d ) . 3 9 8 . 7 0 9 . 0 9 9 . 3 3 1 .8 3 5 .3 6 5 .4 4 6 .3 9 7
N 200 200 200 200 200 200 200 200 200
r e p u r c h a s e p rPo ed au r cs tos n C o r r e l .a0t 0i o 7n - . 0 7 5 . 0 8 2 - . 1 *5 6 .0 1 0 .0 6 4 1 -.0 7 9 -.0 7 4
S ig . ( 2 - t a ile d ) . 9 2 5 . 2 9 3 . 2 5 1 . 0 2 7 .8 9 2 .3 6 5 .2 6 5 .2 9 7
N 200 200 200 200 200 200 200 200 200
r e p r e s e n t a t i v eP ' es ka nr so own l e Cd o r r e l-a. 0t i 2o 6n . 0 9 0 - . 0 4 0 . 1 0 4 .0 6 3 - .0 5 4 - .0 7 9 1 -.0 8 8
ge S ig . ( 2 - t a ile d ) . 7 1 9 . 2 0 6 . 5 7 1 . 1 4 4 .3 7 7 .4 4 6 .2 6 5 .2 1 7
N 200 200 200 200 200 200 200 200 200
r e p r e s e n t a t i v eP ec ao ru sr ot en o Cu so r r e l .a0t 1i o 6n . 1 4* 8 . 0 2 2 - . 0 4 7 -.0 6 7 - .0 6 0 - .0 7 4 -.0 8 8 1
S ig . ( 2 - t a ile d ) . 8 2 7 . 0 3 6 . 7 5 9 . 5 1 2 .3 4 4 .3 9 7 .2 9 7 .2 1 7
N 200 200 200 200 200 200 200 200 200
* * C. o r r e l a t i o n i s s i g n i f i c a n t a t t h e 0 . 0 1 l e v e l ( 2 - t a i l e d ) .
* .C o r r e l a t i o n i s s i g n i f i c a n t a t t h e 0 . 0 5 l e v e l ( 2 - t a i l e d ) .
Representative’s knowledge
Representative courteous
Overall strategy
Availability
Price
Quality
By staff member I came to know that we are not using all the opportunity
created by modern era. There are many type of problem behind it are
Demand estimation
The Opportunity GAP exists in Food Bazaar Rohini. We should try to gain
benefit like Archies.
http://www.csse.monash.edu.au/~smarkham/resources/scaling.htm
http://www.bplans.com/dp/article.cfm/148
http://www.pantaloon.com
http://www.mis.coventry.ac.uk/~nhunt/meths/random.html
Questionnaire
Date_________ Q. No. _________
Dear Sir / Madam,
We are doing a brief survey. We would be grateful if you could spare a few minutes to
participate in it.
1) On a scale of 1 to 5 where 1 represents “Extremely satisfied” and 5 represents
“Extremely Dissatisfied,” how would you rate your level of overall satisfaction with Food
Bazaar?
1 2 3 4 5
2) How likely are you to recommend the Food bazaar to a friend or relative? Would you say
the chances are …
Excellent
Very Good
Good
Fair
Poor
3) How likely are you to repurchase products and services from Food Bazaar? Would you
say the chances are…
Excellent
Very Good
Good
Fair
Poor
4) Please list the top two reasons you initially became a loyal member of Food Bazaar in
order of importance?
a)
b)
5) How would you rate the representative's overall knowledge of your problem or
question? Would you say …
Excellent
Very Good
Good
Fair
Poor
7) Regarding the statement, "I am aware of Food Bazaar’s overall strategy," would you say
you …?
Strongly Agree
Agree
Somewhat Agree
Disagree
Strongly Disagree
8) How likely are you to repurchase products and services from Food Bazaar? Would you
say the chances are …
Excellent
Very Good
Good
Fair
Poor
9) How frequently you visit shopping mall?
Once a month
Twice a months
Thrice a month
Four times
More
Excellent
Very Good
Good
Fair
Poor
3. Sex ____________________________
10. Do you fill we provide the customer service stander the company sets.
Name …………………………………………………………..
Emp no …………………………………………………………