INDEX

Chapter No Topic Page No

Executive summary 2
1 Introduction 3-9
2 DmartCompany’s overview 10 –22
3 Literature Review 23-28
4 Research design 29-33
5 Data analysis and interpretations 34-48
6 Findings, observations and suggestions 49-52
6.1 Findings
6.2 observations
6.3 suggestions
7 Summery and conclusion 53-54
7.1 summery
7.2 conclusion
8 Bibliography and references 55-56
Annexure – questionnaire 57-60

1
 EXECUTIVE SUMMARY

Dmart is a major supermarket chain in India. Customers from all around India shop at Dmart.
There are over 196 dmart locations in India. Dmart has gained notoriety for its consistently
cheap prices and specials. As well as displaying the list price, both the outside and dmart pricing
are also shown. It makes it simpler for customers to understand the value of their dmart
purchases. For most buyers, the products are a one-month investment at the most. For them, it
has to be worthwhile financially. How dmart manages to consistently turn a healthy profit year
after year is a mystery worth investigating. Good operational execution is the key to every
successful firm. That's why I decided to look into this: I'm curious to see just how well dmart
runs its business.

This project introduces the dmart, its union territories, places, fascinating facts about the
dmart, original data, and the opinions of the general public. These initiatives have goals, and
secondary data will reveal the full scope of those goals, including the land, transportation,
logistics, revenues, and profit margins.

I was surprised to learn how they were able to make a profit while running such a smooth
business. One striking difference is that rather than renting, they purchase everything outright.
It was suggested that in the future, improvements in technology that make shopping easier for
both them and their customers be prioritised. Therefore, it seems like dmart is running quite
smoothly and efficiently. Dmart no longer faces any serious rivals in the market.

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 INTRODUCTION

1.1 AN EXPLANATION OF THE CENTRAL CONCEPT OF THE SUBJECT MATTER

People in this day and age are so busy that they hardly ever have the time to go out and get the
goods that they need on a daily basis. The development of supermarkets and hypermarkets
brought a significant improvement in the level of convenience offered by food shopping. Our
requirements may all be satisfied in a single, easily accessible area. D-mart made its debut in
the Indian retail market in the year 2002. There is a lot of competition from places like Reliance
Fresh, Huge Bazaar, and Hyper City. There are already 191 locations of the Indian grocery
business D-mart in that country. And finishing first in the rankings of Indian supermarkets in
2020.

It is remarkable that D-mart was able to establish 191 stores throughout the whole of India in
only 18 years. D-mart has amassed a massive empire as a result of his dominance over
significant swaths of territory and the astute management he has exercised over his distribution
network.

You may be able to get knowledge on the backend operations of Dmart with the assistance of
this project, such as the number of suppliers it collaborates with and how they manage
payments. The manner in which the backends of separate Dmart shops maintain their own
inventories. If you would want an explanation of where Dmart receives its money, which allows
it to deliver such low pricing on everything, go here.

3
1.2 D-MART: AN EXPLANATION

DMart is a one-stop-shop food retailer that offers a comprehensive range of products, including
those that customers need for their households as well as their bodies. You can get a large
selection of the things you need on a daily basis at prices that won't put a dent in your wallet at
DMart. We sell a wide variety of products, including food, toiletries, beauty aids, apparel,
kitchenware, bedding, and appliances. One of our key objectives is to provide products that are
of exceptional quality at costs that are affordable.

DMart was established by Mr. Radhakishan Damani and his family to cater to the ever-
increasing needs of India's growing middle class. DMart has grown to a total of 196 locations in
the states of Maharashtra, Gujarat, Andhra Pradesh, Madhya Pradesh, Karnataka, Telangana,
Chhattisgarh, the National Capital Region (NCR), Punjab, Rajasthan, and Tamil Nadu since it
opened its first store in Powai, Maharashtra in the year 2002. Our objective is to be the retailer
with the lowest prices in the regions where we do business, and our growth into new cities
helps us get closer to achieving that goal.

Avenue Supermarts Ltd. is the owner of the DMart supermarket chain and also runs those
stores (ASL). The main office of the organisation may be found in Mumbai.A variety of well-
known retail brands, including D Mart, D Mart Minimax, D Mart Premia, D Homes, Dutch
Barbour, and others are owned by ASL.

DMart is owned by Avenue Supermarts Ltd. (ASL), which was founded by Mr. Radhakishan
Damani. ASL is responsible for the store's operation. In addition to Mr. Radhakishan Damani's
well-deserved reputation as a savvy investor in the Indian equity market, the company that he

4
founded places a premium on learning as much as possible about its clients so that it can better
meet their requirements.

This allows the company to provide a higher level of service to its customers. Because of Mr.
Damani's unwavering dedication to morally responsible and effective methods of conducting
business, the DMart retail chain that he founded and leads has flourished into one that is
productive, substantial, and highly profitable. As a result, DMart is held in high esteem by its
clientele, business partners, and employees.

DMart conducts ongoing research, identifies new product categories and categories that suit
the recurring needs of Indian families, and makes these discoveries and these categories and
products available to customers. When a customer makes a purchase from our company, one of
our primary objectives is to provide them the best possible value for their money, so that they
are certain that they are receiving a good deal.

On the pricing card, both the D-Mart offer price and the Maximum Retail Price are shown in an
easy-to-read format. Merchandise categories such as clothing, stationery, crockery, sanitary
products, gift items, steel goods, detergents, fresh produce, and so on each received their own
part of the market. According to the executives at D-Mart, the success of the firm can be traced
back to the effectiveness of the operational approach that the chain uses. According to the first
CEO who was referenced before, the chain's 1-2% lower cost margin may be attributed, in large
part, to the fact that it pays its suppliers within 48 hours following delivery. This is in contrast to
other national retailers that do not pay their suppliers within this time frame.

In spite of having a "well-established mini-hypermarket company," Aditya Birla Retail Ltd CEO
Thomas Varghese remarked that competing with "hypermarkets, which are larger, give foreign
knowledge, and fantastic value positioning" would be a "challenge" for Mart's. To put it another

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way, D-Mart provides everything that a household would ever need or want. D-Mart is well-
known for offering customers discounted prices on a variety of goods.

Features similar to this are often used in retail establishments in the interest of making
shopping more convenient for consumers. Customers' intelligence is valued by D-Mart, thus the
retailer offers a wide selection of brands and pack sizes, in addition to information and
communication that are both clear and unambiguous. D-mission The goal is for Mart's to fulfil
all of your family's needs in an one convenient location. There is a wide variety of basics for the
home accessible, including but not limited to food, toiletries, cosmetics, apparel, kitchenware,
bedding, appliances, and many more things.

D-Mart is constantly expanding across departments in order to keep up with our rapidly growing
firm, and our goal is to offer items and categories that are useful to our customers for their day-
to-day activities accessible to them at the "best" possible price. Join D-Mart if you are looking
for a career that is both difficult and fulfilling, one in which you will have the opportunity to
have a genuine impact on the lives of both your customers and your fellow employees.

At D-Mart, we believe that getting hands-on experience is the best way to learn. D-Mart is an
equal opportunity employer, and we encourage people of all qualifications to submit their
resumes for consideration. Candidates from all walks of life are encouraged to offer their unique
points of view, inventive ideas, and positive attitudes in their applications. Only the applicant's
and worker's qualities as professionals are taken into consideration throughout the evaluation
process.

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1.3 WE HAVE ESTABLISHMENTS LOCATED IN 11 OF INDIA'S STATES AS WELL AS IN
ONE OF THE COUNTRY'S UNION TERRITORIES.

1. Maharashtra
2. Gujarat
3. Telangana
4. Andhra Pradesh Province
5. Karnataka
6. Madhya Pradesh's provincial jurisdiction
7. Chhattisgarh
8. NCR
9. India's Tamil Nadu area
10. Punjab
11. Rajasthan

As the retailing industry plays an essential role in the massive growth of the service industry, it is
essential for retailers to realise the value of listening to the inner voice of customer demands in
order to generate, enhance levels of customer satisfaction. It is also crucial for retailers to
realise the value of listening to the outer voice of customer demands. In the long run, pleased
consumers have a greater propensity to remain loyal to a shop via repeat purchases and word-
of-mouth advertising, both of which are beneficial to a company's bottom line. Since an
improvement in customer satisfaction leads directly to better loyalty and retention, grocery
stores have no choice but to make the building of long-lasting ties with their clientele a top
priority in order to keep up with the increasingly sophisticated needs of their clientele.

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1.4 COMPETITORS

Any adversary or potential danger to another is referred to as a competitor, opponent, or rival.

A company is considered to be a competitor if it offers a service or product that is comparable
to that of another company's rival. When faced with increased levels of competition, firms may
choose to cut their prices in order to appeal to a more diverse range of consumers and win their
business. Businesses have been forced to boost their efficiency in order to reduce costs and
remain competitive as a result of the fierce competition that exists in the market. Direct
competitors include restaurants like McDonald's and Burger King, beverage companies like
Coca-Cola and Pepsi, and retail stores like Wal-Mart and Target.

Consumers have the option of using D-Mart Ready to make online purchases, which will
afterwards be brought to a pick-up location in their neighbourhood. The company now operates
196 D-Mart Ready pick-up sites, and it believes there is room for growth in this business model
inside major urban areas.

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1.5 INTERESTING NUGGETS OF KNOWLEDGE

1. The current owner of a supermarket chain was once an investment trader and is 61
years old.Damani and his family own a combined 42.8 percent of Avenue Supermarkets,
with Damani controlling 39.4 percent of the company's shares personally.

2. The value of the Damani family's shareholdings is now estimated to be Rs 32,870 billion.
Greater than the total worth of the Nifty 50 enterprises that make up the Nifty 50
combined (Tata Power Ltd. and ACC Ltd.).

3. The value of D-Mart is forty billion dollars. That's more than twice as much as its two
biggest rivals, Future Retail Ltd. and Aditya Birla Fashion Ltd., are worth on the market.

4. Other businesses in which Damani is invested include VST Industries Ltd., a producer of
cigarettes, and Blue Dart Express Ltd., a provider of shipping services. Damani is a
shareholder in both of these companies with a stake of more than 1%.

9
 CHAPTER 2

DEMART COMPANY’S PROFILE

The strategy that Walmart uses for their company is successful. These are the reasons that have
been given.

SUPER TARGET

As a result of the fact that the majority of Indian retailers, both brick-and-mortar and online,
have difficulty turning a profit, the largely unheard-of Mumbai-based retailer DMartrevitalised
the struggling retail sector with its successful debut on Tuesday.

2.1 THE FOLLOWING ARE THE FEW REASONS THAT MAY BE GIVEN:

 Absolutely No Sidetracks

The western and southern parts of India are predominantly served by this network of discount
supermarkets, which only provide a limited range of merchandise.

 Outside of the larger cities, it was quite successful.

The majority of commercial firms that deal in retail are found in suburban and rural enclaves.
Only addresses the markets for fast-moving consumer goods (FMCG), retail, and fashion.

10
  planning with an eye towards strategy

D-Mart is the owner of the buildings that house its shops, and it is also responsible for the
maintenance and operation of all of the sites that it leases.

 Deficiency in Form

Planning both strategically and tactically

Inventory management must be very precise in order to achieve high operational efficiency and
low cost structures.

 The number of sales rose...

Over the period from FY12 to FY16, the income climbed by an average of 40% annually, going
from Rs 2,222 crore to Rs 8,606 crore. From Rs 60 crore in the previous fiscal year (FY12) to Rs
319 crore in the most recent fiscal year (FY17), the net profit increased by an annualised 51.6%.

 Origins and genesis

After beginning operations in 2002 with a single storefront in Bombay, the firm has grown to 45
distinct sites and 118 individual stores as of the end of the month of January 2017. The state of
Maharashtra was responsible for 63% of the company's total sales revenue during the 2016
fiscal year. This was followed by the states of Gujarat (19%), Telangana (10%), and Karnataka
(6%).

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  Existing conditions at this time

The leading merchants in the food and grocery business now own a 37% share of the $14 billion
organised market, which is a decrease from their 49% share in 2012. The Future Group is in
second place, after D-Mart (10%) and Reliance (8%), with a market share of 13% because to the
many brands that it owns and operates. These three shops represent 31% of the total food and
grocery market when their sales are combined together.

 a well-established track record of success as a bargain shop

DMART positions itself as an all-in-one destination for consumers with incomes ranging from
the medium to the upper middle class who are searching for discounts (typically in income
bracket of INR25,000-75,000 per month). We believe that its success may be related to the fact
that its positioning as a bargain retailer fits in well with the make-up of India's consumer
market. This is something that we think may be the case. DMART's strategy of value retailing
has been successful, resulting in a compound annual growth rate (CAGR) of 28% in the number
of bills over FY12-17 to 108.5 million, a 40% CAGR in revenue, and a consistent 20%+ in like-to-
like (24month) revenue growth. The increase in income per square foot was 16% during the
course of the five-year period from FY2012 to FY2017, when it reached INR29,019. In contrast
to its rivals, DMART has been successful in maintaining its profitable expansion without
suffering a corresponding reduction in its margins.

 progression towards exponentiality from the start

When it originally opened its doors in 2002, DMART has seen an incredible amount of growth.
As of the 31st of March in 2017, there were 131 sites spread throughout 11 different states. The
number of stores has expanded from 75 in the previous fiscal year to 131 as of the 31st of

12
March this year, and the total shop area has increased from 2.2 million square feet to 4.1 million
square feet (million square feet).

The company offers a diverse selection of products, which it classifies according to the three
headings listed here: food, non-food, and other items (including clothing). Food accounted for
54% of total sales in FY17, while non-food products accounted for 20% and other categories
such as clothes and accessories accounted for 26%.

FOODS:

This category include consumables such as pantry items, groceries, fresh fruits and vegetables,
snacks, prepared meals, dairy products, and frozen and chilled foods, as well as sweets and
beverages.

NON-FOODS:

There are items for the kitchen, for personal care and hygiene, and for usage in and around the
home. All of these categories are covered here.

MERCHANDISE FOR THE HOUSE AND THE WARDROBE INCLUDING:

This category includes things like furniture, crockery, cookware, plastics, clothing, and footwear,
as well as products for the bedroom, the bathroom, and the home's appliances.

 Formerly undiscovered locations offer significant potential for economic development.

The expansion of D-future market into new locations paves the way for a significant possibility
for business expansion. The states of Gujarat and Maharashtra are D-primary Mart's core
markets; nevertheless, the tremendous economic growth occurring in other regions of India
makes the rest of the nation an appealing and potentially successful expansion target.

13
The fact that Tier 1 cities like Delhi and Chennai have experienced GDP growth of more than 9%
suggests that these places have a significant amount of potential that has not yet been fully
realised. In spite of the absence of a D-mart location, the economies of Tier 2 and Tier 3 cities
like Gurgaon, Kota, and Karnal have all seen substantial growth in recent years. Establishing a
stronger presence in the sorts of areas that are quickly emerging is essential to achieving
sustainable development.

The food and grocery business has a very low market share, which means that there is a
significant amount of room for growth. F&G purchases account for 67 percent of the total
amount of money produced in retail sales. Despite the fact that the F&G market's share has
decreased by 1% since 2012 and is projected to drop to 66% by 2020, the F&G market's share in
organised retail has increased from 1.5% in 2012 to 3% in 2016 and is projected to increase to
5% by 2020. This is in spite of the fact that the F&G market's share in organised retail has
increased from 1.5% in 2012 to 3% in 2016. As compared to other kinds of retail businesses,
food and grocery stores have not yet reached the same degree of market penetration as those
other kinds of stores. As compared to its current market share of 40% in the footwear category
in organised retail, F&G has a significant chance to grow its business in this sector.

The organised food and beverage industry grew by 33 percent between 2012 and 2016,
reaching a total of 13 billion USD. It is anticipated that the market would grow by 26 percent by
the year 2020, reaching a value of USD31 billion. There are sixteen states in India that are
responsible for roughly 85 percent of the total retail spending in the nation. These states would
continue to account for a significant share of the total retail consumption throughout the
country. Possibility of a retail market increase in the three southern statesnow surpasses $100
billion USD between the states of Karnataka, Andhra Pradesh, and Telangana. According to
Technopak's findings, these three significant southern states are key.

14
D-Mart has chosen the states that do the best in terms of retail sales. At the present time,
DMART stores can be found in the following states in India: Maharashtra (60 stores), Gujarat (29
shops), Telangana and Andhra Pradesh (21 stores each), Karnataka (10 stores), Madhya Pradesh
and Chhattisgarh (5 stores each), the National Capital Region (NCR) (1), Daman (1), Rajasthan
(3), and Tamil Nadu (5). (1). The overall retail spending in Maharashtra, which comes to USD94
billion (15 percent of the total USD616 billion), places Maharashtra at the top of the list of the
five significant states where DMART is already functioning. The state of Maharashtra has the
most DMART sites (60 out of 131) and generates the most money (63%) out of all the states in
India, with Gujarat coming in second place (19%).

 A strategy for growing based on the concept of clustering

The store network that DMART is developing is done so in logical groupings. It places its new
retail outlets and distribution hubs within a few kilometres of its existing retail outlets and
distribution centres.

This assists the company in

(a) becoming more acquainted with local preferences and traditions;

(b) expanding into areas that had not been explored;

(c) taking advantage of economies of scale to reduce unit costs; and

(d) raising its profile in the market. DMART takes into account a number of factors when
determining where to locate its new stores.

15
These factors include, among others:

(a) population density;

(b) customer and vehicular traffic;

(c) customer accessibility;

(d) the potential growth of the local population and economy; and

(e) the area's development potential and future development trends.

(f) the expected payback period based on the projected sales potential, strategic advantages,
closeness to competitors, and retail site qualities; and

(g) the estimated spending power of the population and the local economy.

Because of the company's strategy for the market, it is possible for it to establish stores with
floor plans ranging in size from 10,000 square feet to 60,000 square feet in any location,
including low-population suburbs as well as cities with high populations. This allows for more
room for growth and expansion. The company's goal is to expand into 25 additional sites every
year, and they want to do so by investing 75% of their revenues in expanding its existing shop
clusters and 25% of those profits in launching brand new retail establishments.

The number of stores has increased to twenty-one, andDuring the 2017 fiscal year, the
previously established clusters saw the opening of a total of 15 new businesses, accounting for
71% of the total. Long-term objectives for the company include expanding their market share
and store count in Maharashtra and Gujarat, as well as expanding their shop presence in Andhra
Pradesh, Telangana, Madhya Pradesh, Karnataka, Chhattisgarh, and Tamil Nadu; these
objectives are in addition to expanding the shop presence in Northern India.

16
It anticipates having added 3.4 million square feet of retail space by the end of the fiscal year
2021. According to us, the location of a grocery store chain's shops is one of the most crucial
factors they should take into account. Unlike some other retailers, who are opting for quick
expansion, DMART is adopting a cautious approach by establishing stores in strategically
selected locations within a single state. Due to the fact that the majority of D-Marts are located
in the middle class suburbs of major, secondary, and tertiary cities, they are able to keep their
pricing at a reasonable level.

It enjoys the first mover advantage in several places, such as Koparkhairne and Malad in
suburban Bombay, where no other retail chains are present. This results in better traction and
early customer loyalty. As a result of this, we predict that DMART will continue its expansion
and introduce its successful value retailing model to further market segments, often known as
"clusters."

 It is essential to get the appropriate assortment of merchandise.

According to the results of our channel checks, it seems that DMART places the utmost
importance on stocking just the SKUs that have shown to be the most popular in the region. As
a direct consequence of this, sales velocity is raised, while the incidence of theft is decreased.
For instance, we observed that D-Mart only offered two different quantities of detergents
(500gm and 2kg) yet a competition just down the street had six different sizes. It is important to
stock and sell enormous quantities of a chosen few SKUs in order to get the greatest potential
rates on those items. Since the majority of paid people only go grocery shopping once a month,
we've learnt that DMART bases its decisions on which SKUs to stock on the requirements of a
typical middle-class customer once a month.

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DMART has refined the art of stocking shelves with exactly the right amount of variety by
understanding the appropriate quantity of each national, state, and local brand to have on hand
in accordance with the preferences of customers in each specific location. The company offers a
diverse selection of products, which it classifies according to the three headings listed here:
food, non-food, and other items (including clothing). In FY17, sales of food accounted for 53.7%
of total sales, sales of nonfood products for 20%, and sales of other things, including apparel,
accounted for 26.3%.

 Having shops that are owned by the firm gives protection against ever-increasing
rents, hence many companies are adopting this business approach.

DMART, in contrast to its rivals, operates its stores in a model that is wholly controlled by the
corporation. The return on invested capital (RoIC) may be better in the first eight to nine years
of the asset-light leased shop model, but beyond that, increasing rents may diminish
profitability. Around fifteen percent of DMART's 131 stores are owned outright, while the other
stores are leased on long-term leases. It has secured contracts for a total of sixty sites, the vast
majority of which will be greenfield projects. It chooses to position its stores outside of
expensive retail centres, either in the suburbs of big cities or close to residential colonies in tier-
II and tier-III cities. A large retail footprint (the usual shop is 28,000 square feet) and controlled
marketing are two of the reasons that contribute to the low overhead that is attained by the
company.

DMART is experimenting with a leased retail concept for its test run of pickup sites, which it
refers to as D-Mart Ready. DMART decided to grow its retail network by using one of the
following three strategies:

1. It makes a purchase of a piece of land on which, after a period of between three and
four years, a retail store is built.

18
 2. Finds a piece of property that would do, purchases it, and then bargains with the owner
of the land for the right to have the business constructed on the site. Using this
approach, it is possible to finish the building of the store in a shorter amount of time.
3. Identifies and acquires ownership of an existing structure. It's the simplest way to get
started building up your retail storefront portfolio. Because of this information, DMART
has been in a position, ever since the company was established, to fulfil the most
essential needs of its consumers. Because it follows a no-frills store design, instead of
opening its stores in shopping malls, it opens them in high catchment residential areas.
Additionally, it provides fewer options of no-frills items, and it owns the majority of its
stores. These factors contribute to the lack of frills in its shops.

Maintaining an efficient level of control over the supply chain while also paying all vendors in a
timely manner. During the course of its history, DMART has worked to enhance its supply chain
management. This involves activities like as planning, marketing, procurement, maintaining
connections with suppliers, transportation, quality assurance, control of theft, and repair and
replenishment. Without having a firm grasp on the art of inventory management, it is hard to
turn a profit in the retail industry. DMART's ability to have inventory turnover that leads the
industry is made possible by their strategy of building stores in closely knit clusters (34 days in
FY17). SAP was implemented, which enables constant monitoring of stock levels, which was
previously impossible.

DMART pays its suppliers and logistical partners in advance to maintain solid relationships with
them, as well as to keep its costs to a minimum. In spite of the fact that DMART gives a lower
revenue per kilometre, according to what we learned from a chat we had with a supplier of
logistics services, it also offers higher turnover and quicker payment. In addition to this, this
guarantees that sourcing is trustworthy and that there are no shortages of inventory.

19
  Productivity has benefited from the growing tendency towards consolidated sourcing,
which has been on the rise recently.

At the moment, DMART is dependent on centralised sourcing to satisfy forty percent of its
demand. Warehouses that are positioned closer to clusters are used to store items that are
used more quickly, such as food, while warehouses that are located farther away from clusters
are used to store items that are consumed more slowly, such as garments. In order to provide
service to its 131 retail locations, the company maintains a total of 21 distribution facilities as
well as six packaging centres. We believe that as retail chains continue to grow in size, there will
be an increase in the use of consolidated sourcing, which will result in even higher efficiency.

 There will be less money spent on payroll overall.

To satisfy its need for labour, DMART employs a strategy with two components: first, it fills key
positions inside the company via internal recruitment, and second, it hires employees for jobs
with high turnover rates through the use of contract labour. They currently have 4,200
individuals working for them. The fact that the majority of the customer-facing employees and
the security team are independent contractors is another factor that helps the organisation
maintain low overhead costs. DMART's employee expenditures as a proportion of sales have
consistently been lower than 2% on an annual basis.

 Input-metric-oriented business entity

DMART evaluates the performance of store managers based on indicators such as (a) the
percentage of cash registers that are actually being used at a certain location, (b) the availability
of product, especially in situations when it is in stock at the warehouse but not at the shop, and
(c) theft. Return on Investment in Capital is the only thing that this corporation is concerned
about (RoIC). The typical targets for the first twenty-four months are a 5% EBITDA margin and a
10% return on invested capital.

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If this is successful, the company will turn its focus to achieving a RoIC of 15%, and once that
objective is attained, it will stop paying attention to this statistic in favour of factors that are
more open to interpretation. If a store hasn't attained a RoIC of 10% after 24 months, the firm
will make an effort to fix the issues, but they will cease investing in the location if they are
unable to do so. The management of the organisation asserts that some of the more
established sites have already achieved 100% RoIC.

 establishing a system of constructive feedback loops

Due of its extremely low costs (EDLC), DMART is able to provide its goods and services to
customers at prices that are very reasonable (EDLP). Consumers are more inclined to make a
purchase when the price is reduced, which leads to an increase in sales and the rate of turnover,
which in turn leads to an increase in buying power and efficiency. Because of this, a robust
growth-fueling virtuous cycle has been developed.

 By the conclusion of the fiscal year in 2020, e-commerce will make up between 4 and
6% of the retail industry in India.

E-commerce is expected to account for between 4 and 6% of India's retail sector by FY20, which
is an increase from its current 2% share in FY16. It is projected that it will have growth
comparable to that of China due to (a) low levels of penetration of organised retail and (b) high
levels of dominance of web-only e-tailers. To put it another way, Technopak estimates the
potential market size to be in the range ofD-Mart is currently testing out a new online pickup
service that they call "D-Mart Ready." This service is part of the trial programme.

21
Due to the fact that it contributes over 54% of DMART's total revenue, the F&G department is
an essential one. Notwithstanding the possibility that this particular sector of the market does
not provide a significant risk to the firm, DMART is doing research into the viability of the
internet channel via its "D-Mart Ready" pilot stores. The software is now in the testing phase in
some regions of Mumbai's metropolitan area. A differentiated model, in which customers have
the option of choosing between two distinct offerings, will be part of the business plan that
DMART will implement.

The consumer has the choice of making an online purchase and making arrangements for in-
store pickup at a time and place that is suitable for them; alternatively, the goods may be sent
straight to the customer's residence.

Option two involves paying an extra price to have the merchandise delivered to your home. The
online shop has a necessary minimum purchase of a thousand Indian Rupees (INR1,000). Since
DMART is of the opinion that it is conceivable for a cheap retailer to lose money by offering free
home delivery, they provide consumers with the option of either picking up their purchases at
the store for free or paying to have them delivered to their homes.

22
 CHAPTER 3

LITERATURE REVIEW

The study's data was gleaned through secondary sources, and the research method used was a
combination of these two approaches. Several well-known persons, experts, researchers, and
contributors have previously done this kind of work and published their findings in scholarly
publications and books. The researcher has made sufficient attempts to arrange the data in a
logical fashion that serves the purposes of the study.

1. According to Abdul Rahim Munshi (2018). The purpose of this research, which analysed
customer behaviour at a D-MART store in the Vadodara District, was to determine how much
the store's background noise affected their purchasing decisions. The retail industry is becoming
more competitive as a result of the proliferation of convenience shops in the city, therefore the
bigger companies need to make this extra effort to attract more customers and turn them into
buyers. For many stores, the answer to the question "how can merchants expand their premium
lines?" remains an elusive mythological creature. Can in-store noise be used to set one retail
institution apart from its rivals, enticing consumers to spend more time and money there?
Primary data was gathered via a survey study from 301 shoppers at a D-Mart location in
Vadodara. The effect of background noise on consumers' purchasing decisions was analysed
using the geographical factors of customer foot traffic, retail space available, and product range.
Victimization designations were randomly assigned to respondents in the sample. Data was
gathered by a non-random method of convenience sampling, and answers were recorded on a
form based on a Likert Scale. Data analysis was often performed using SPSS. Customers'
purchasing habits at the D-Mart in Vadodara are significantly influenced by the store's product
selection, size, and number of customers.

23
2. Author: Desmarais, Julie Eve 2018. Nowadays, structured and disorganised forms of selling
are losing ground to internet shopping. Although the growth of organised retail has been steady,
it still only makes up around 10% of the retail industry. This demonstrates the phenomenal
expansion of both conventional stores and e-commerce. Notwithstanding unorganisedretail's
over 90% market share, significant competitors like Big Bazaar, Easy Day, D Mart, Wall Mart,
Spencers, etc. make it difficult for organised retail to thrive. It is important to recognise and
understand the characteristics or components of organised retail that may result in altered
customer behaviour and increased contentment. Insights gained from this research may be
used to better serve customers and increase the likelihood of their happiness. Retail, Organized
Retail, Determinants of Organized Retail, Consumer Behaviour, Purchasing Behavior are all
relevant terms to keep in mind.

3. From Mahmoud Khalid (2019). In this article, we take a look at how the queuing model might
be applied to a single-server scenario. In this scenario, the model has chosen the checkout line
at the massive D-mart supermarket. A single server is located in the checkout area of this type.
This server uses a series of Queues to handle requests. If the current demand exceeds the
existing capacity to attend, a queue will emerge at the checkout counter. This happens if the
part of the service process that deals with incoming customers is too busy to handle them right
away. Given that consumers come in at all hours of the day and night, the likelihood of more
customers coming in after regular business hours has ended is high. The research here examines
the superioritydeal of the supermarket account service department. The focus of this study is
on improving facility efficiency in terms of resource usage, namely by shortening client wait
times even when all available service staff are otherwise occupied. Here, we're looking for
instances of delay in both service and time, with the goal of eliminating such occurrences and so
improving the quality of the relevant infrastructure. In this case, the research requires observed
data that include factors like check-in and check-out times, number of customers serviced each
hour, etc. All of the factors and the superstore's response to each individual consumer that
walks through the door are analysed in this process.

24
4. Amin Almfraji (2018), D-Mart is a grocery store that seeks to provide its clients with
everything they need, including food, cleaning supplies, and personal care items, all in one
convenient location. Purpose: Learning How Customers Feel About D Mart's Products and
Services and What They Like Most About Them. According to the results, the services are well-
received by the clientele. Due to its importance to the global economy, the service sector, and
the retail market in particular, have seen increased levels of competition throughout the current
economic downturn. The global retail sector is flourishing because to technological
advancements. Hence, it is crucial for businesses to use techniques aimed at keeping their
present clientele happy. When they first arrived, supermarkets and hypermarkets performed a
crucial role in feeding the public. People now rely on supermarkets, the contemporary ancestors
of traditional markets, to fulfil their daily food requirements. It's no longer just a normal part of
life, but rather a major event, to go grocery shopping. Also, the researchers looked in a
supermarket environment, which completely reflects both product and service aspects, unlike
earlier studies which have focused more on service industries like banking, healthcare, and the
beauty sector. As a result of the arrival of so many new companies, the Indian retail sector has
become one of the most exciting and rapid-fire in the world. It contributes more than 10% of
the country's GDP.Gross Domestic Product (GDP) and accounts for around 8% of all jobs. When
it comes to international shopping destinations, India is sixth on the list.

5. Mr. Beardslee, Jordan (2018)DMart's operational strategy is advantageous since its locations
produce throughput that is approximately two to three times as high as that of other retailers.
High store traffic does assist to rationalise the businesses' larger discounts ('Every Day Low Price'
instead of festival or seasonal related limited time discounts) and the expense of owning the
stores themselves (including the cost of the land on which they are located). The second reason
is the management's persistent attention to operational savings, the benefits of which are re-
invested to provide the most competitive price possible to the company's clients. As several fast
dip-stick studies have shown, a typical middle-class Indian buyer is primarily concerned with
'value-for-money,' DMart has found success by focusing its value proposition on low prices. If
DMart had followed the standard retail model of leasing stores like its competitors do, its rental

25
costs would have been lower than competitors' anyway, given that the company does not
operate out of 'expensive' locations, and the company might have enjoyed the same efficiencies
and still been able to price its products as attractively even then. For a breakdown of how much
money DMart would have made had it adopted a rental business model, see a later section of
this study. Yet, DMart is able to choose the optimal location thanks to its store ownership
model, since it is not limited to sites with acceptable lease terms. To be more precise, DMart is
free to choose and own whatever sites it deems appropriate for its retail operations.

6. First published in 2017 by BalkrushnaPotdar. Business owners in every country have to deal
with the issue of dishonest customers. Competition among Indian supermarkets is fierce due to
the proliferation of shopping malls and grocery stores. If a product's price is reduced and
discounts are increased, it will likely sell well at the supermarket. Visitors to shopping centres
and supermarkets may examine the goods up close and even try them on (in the case of
clothing). They're on the right track with their marketing strategy, since it should lead to more
product sales. While there are more real customers in general, no culture is immune to
squatters and phoney consumers. Bogus shoppers are those who frequent supermarkets and
shopping centres for no other reason than to look about or to steal. A small percentage of
shoppers engage in inappropriate behaviour at some point during their mall visits. The practise
is plainly undesirable. Each of these misbehaving customers has unique emotional,
psychological, socioeconomic, and cultural backgrounds. This study aims to shed light on the
many factors that contribute to customer misconduct, which has a negative impact on retail
establishments like supermarkets and shopping centres.

7. Mr. Vishal Khasgiwala (2015) A department store or supermarket that has a prime location in
a shopping mall is an example of a "anchor store," which is designed to draw visitors to the mall
and, in turn, the smaller stores inside the mall. Big Bazaar, More, D-mart, Reliance Mart, and
many more are just few of the many successful anchor stores in India.

26
Consumers' propensity for making hasty purchases peaks between the ages of 18 and 39, and
then gradually declines after that. It was discovered that impulse purchases decrease with age.
Researchers discovered that the connection was not constant. It peaks between the ages of 18
and 39 and declines after that (wood, 1998). Consumers between the ages of 18 and 40 are
known to be more prone to impulse purchases than older generations.

8. Author: Kiran Mishra (2018) This research was place in Hiranandani Gardens, Powai, a
neighbourhood in Bombay that is home to supermarkets, kirana shops, and DMart, an
organised retail outlet. This research aims to de-emphasize the convenience aspect while
deciding where to buy food. Study participants are 35-45-year-old women who make up the
majority of grocery buyers, and their purchasing habits are analysed in great detail.
Relationships between shopping-destination preference, risk perception, and demographic
factors were investigated by statistical analysis. It was shown that customers had a clear
preference for one shop type over another across all grocery product categories when the
various store layouts were compared. More often than not, one factor—price, quality, or
timeliness—dominated as the primary determinant.

Although while many people have switched to more convenient shop models, a sizable minority
still buys a significant amount of their weekly goods from traditional Kirana markets. The
aforementioned benefits, together with the time savings from not having to visit as many
stores, seem to more than outweigh the drawbacks of buying at a Kirana, which include a
smaller selection of brands, questionable quality, and a smaller storefront.

27
9. Research by Bhavika. A. Thakkar (2018) Consumers desire to make purchases based on the
expectation that those items would fulfil some aspect of their lifestyle. The primary objective of
the research presented here is to assess how consumers feel about private labels and whether
or not they are willing to buy them to meet their specific demands.

To further delineate between public andtrademarks and labels of a national scope. This study,
conducted in a variety of Metro and non-metro Indian supermarkets like More, D'art, Apna
Bazar, and Reliance Fresh, reveals that food, grocery, and personal care consumption would vary
by marital status, age range, and degree of education, as well as by store.

28
 CHAPTER 4

RESEARCH METHODOLOGY

4.1 MEANING

Research may be defined as "creative and methodical labour conducted to enhance the store of
information, including understanding about persons, culture, and society, and the application of
this stock of knowledge." The process of gathering data, sorting it, and analysing it to learn
more about something. In general, there are three stages to a research project:

1. Inquire.
2. Get information to help you answer the question. Provide a response to the inquiry.
3. The steps involved should be well-known. Day in and day out, you ask yourself a
question, do some research, and then come up with a solution to a problem.

There are two major reasons why research is so crucial.

1. When educators do research, they are adding to the body of knowledge already
available on a topic.
2. The second reason why research is so important is that it helps to inform how practise
might be improved.

29
DEFINITION

There are a variety of methods to characterise research.

"Research is a methodical effort to characterise, explain, forecast, and manage the observable
phenomena," writes American sociologist Earl Robert Babbie. In research, you use both
inductive and deductive reasoning.

"Any creative systematic action conducted to grow the stock of knowledge, including
understanding of man, culture, and society, and the use of this information to design new
applications," as defined by the Organization for Economic Co-operation and Development.

"Research is a series of processes used to gather and evaluate information to expand our
knowledge of a subject or problem," writes John W. Creswell to provide yet another definition
of the term. In its simplest form, it entails three actions: asking a question, gathering
information about that subject, and presenting the results.

4.2 REASONS FOR CONDUCTING THE STUDY

The "why" or "objective" of the research is a declaration of the "what" or "how" of the
investigation. The sort of study that has to be undertaken is determined by the research
question or problem that needs to be addressed, such as the identification or description of a
concept, or the explanation or prediction of a situation or its solution. Determining the study's
variables, population, and context from the stated goal is essential. The reason for doing any
given research might be stated openly or tacitly. The study's declared goal should be neutral, or

30
free of the researcher's own preferences and views. Researchers who fail to reflect on their own
values risk introducing bias into their findings.

Understanding the floor operations of D-mart is the goal of this study.

1. The goal of this research is to better understand how D-mart handles its stock.
2. To investigate D-frugal mart's shopping procedures.
3. A familiarity with logistics and supply chain procedures.

4.3CHOOSING THE TOPIC

Among the numerous possible fields of study are:

researcher chose to study the operation management of dmart because it was the only area of
study that had not already been covered by other researchers (e.g., the revenue of dmart, how
to increase foot traffic to dmart, dmart's advertising and marketing strategies, and the process
by which foreign supermarket chains entered the Indian market).

4.4 SAMPLE SELECTION PROCEDURE

There are many of dmarts in Bombay, but the researcher only had any success finding one near
his home. Because it's inconvenient for the researcher to cover the whole Dmart district in
Mumbai. As a result, the study region was selected from the researcher's immediate vicinity.

4.5 SAMPLE SIZE SELECTION

the 100-person sample has been collected. In other words, the calculations and conversions to
percentages become simpler.

31
4.6 OBJECTIVES

1. One goal is to learn how D-sales mart's floors work.

2. In order to analyse D-stock mart's management system.
3. Third, to examine how D-mart might help you save money while shopping.
4. Be well-versed in the inner workings of logistics and the supply chain.

4.7 A PROBLEM STATEMENT.

Advertisements, logos, and brand names often use recognisable celebrities for added impact.

Companies have offered excellent sales training and a pleasant working environment, and they
have delivered high-quality products on time without compromising on security—a daunting
but crucial feat made possible by efficient logistics and reliable suppliers. These facts are missing
from your brain in some way.As a result, the researcher has identified these issues.

4.8 ANALYSIS OF DATA COLLECTED

The term "data" denotes any piece of information or piece of knowledge. It's not only a
monetary term; it also encompasses qualitative details. In terms of research design, we have
two options.

1. Information gathered from firsthand sources

Fresh and original information obtained from respondents themselves constitute primary data.
Specifically, we use the following techniques to get this information.

 Questionnaire
 Interview

32
  Observation

We gathered much of our information by use of questionnaires. Regarding a sample size of 100

2. Collecting supplementary information

Secondary data refers to information that has previously been gathered and processed
statistically. There are two main types of secondary data sources: public statistics and
unpublished data.

 Journal Articles Found Online

 Papers in the News Have Stories

4.9 QUANTITATIVE METHODS AND STATISTICS

 Primary data analysis included the use of pie charts.

4.10 RESTRICTIONS OF THE STUDY

 In order to keep the scope manageable, the researcher has chosen to focus on a small
geographical region in and around Mumbai.
 The second restriction is that it may only be used at dmart and not any other
supermarket.
 The results are dependent on the people who answered the researcher's questions.
 Due to the location that was chosen, the sample size of the main data is small.
 Dmart's higher-ups wouldn't provide any specifics about the company's operations or
logistics.

33
 CHAPTER 5

DATA ANALYSIS AND INTERPRETATION

INTERPRETATION:

There were 111 replies total, with males accounting for about 80% and women for the
remaining 20%. By this, we may get a deeper understanding of how men typically see
purchasing. The business practises and customer opinions of damart are the focus of this study.

34
INTERPRETATION:

Nearly 107 are between the ages of 15 and 30, the demographic most likely to engage in home
shopping. The rest of the group ranges in age from 31 to 45. As a group, the respondents'
average age was 46.5.

35
INTERPRETATION:

Students make up the bulk of the sample since they are heavy dmart users. Want to hear more
MBA students' ideas. Second place goes to the employed, followed by the self-employed and
stay-at-home moms.

36
INTERPRETATION:

The larger the family, the greater the number of individuals who know them. Those who are
currently use dmart are a welcome sight.

37
INTERPRETATION:

Sixty-plus percent of the 111 respondents who shopped at dmart did so once a month, when
they had run out of necessities at home. Alternately, the other instances are more ad hoc.
Dmart is where they do their shopping. Moreover, there are times other than every day when
dmart provides deeper discounts than usual.

38
INTERPRETATION:

When it comes to price, it's obvious that dmart has no competitors. Dmart's competitive prices
are a major draw for more than 36 percent of customers. Most others provide better quality
and quantity at a far lower price. The remaining portions of the total price are allocated to
service and ambiance.

39
INTERPRETATION:

Naturally, evenings are best, and dmart is not only a location to go shopping; it's also a place
where families can obtain sound advice from one another. However, after a long day at work or
at the office, family members often get the evenings to themselves. And when you've done that,
going shopping will be a whole lot more enjoyable. but you'll still need to face the public
anyhow. The greatest time to go shopping is in the afternoon, when you'll have more time and
less crowds.

40
INTERPRETATION:

Sixty percent or more of respondents stated they would wait for a better price before making a
purchase. Everyone knows that during every Indian holiday dmart has deeper discounts than
their regular everyday deals. While packing for a festival, most people merely bring the
essentials plus a few standard items.

41
INTERPRETATION:

Such broken parts frequently occur when a customer inadvertently picks up the goods when
they don't want to. It is reasonable to expect this given the average daily traffic of over a
thousand people at dmart. Unlike dmart service guy, we don't maintain such style of thinking in
a progressive manner. Because of this, harm is caused. Furthermore, the goods might have been
damaged during shipping or improper care was taken of it throughout the ordering process.

42
INTERPRETATION:

Twelve-year-olds make up the bulk of the staff at dmart and in the billing departments. Many of
the employees are young individuals who are interning or working part-time. That way, they can
respond to questions and concerns from clients without losing their cool.

43
INTERPRETATION:

Many are aware that dmart offers lower prices, but they may not realise that many moderate-
quality items, such as sugar, wheat, rice, daal, etc., are sold in bulk and not packaged. Dmart
should use the middle-of-the-road price to boost quality in this area.

44
INTERPRETATION:

People, as we can see, prefer to buy in bulk rather than repeatedly. Dmart is ubiquitous, but not
always convenient. So, shoppers often made bulk purchases in the past to avoid making
repeated trips. In addition, shoppers must wait in long lines to make their purchases. A lot of
people who live far from dmart prefer to buy at specialty stores, however dmart is a wonderful
option for those who need just a few items.

45
INTERPRETATION:

Cheese and other edibles People often visit dmart to stock up on Pepsi biscuits. Mostly, it is for
groceries and home goods.

46
INTERPRETATION:

That's great to know since it means we can always get what we need. Maybe the stockout
accounted for the remaining 7% of individuals who couldn't locate it. Dmart has to eliminate the
product's single most limiting factor.

47
INTERPRETATION:

It's encouraging to see folks provide honest ratings to the dmart. Virtually a perfect 5/5. No one
has ever supplied consumers with such a combination of product variety, low prices, discounts,
and special deals in the run-up to a holiday. Dmart is deserving of these high marks.

48
 OBJECTIVES INTERPRETATION

1) To learn how the sales floors of D-mart function.

Conclusion:

Secondary research indicates that the Every dmart adheres to the universal plan, in which
frequently purchased goods (FMCG) are stocked on the first level. On the ground level, you'll
also find the produce section and the pharmacy. Clothing for both men and women, as well as
children, may be found on the first level. Since the second level has everything from
kitchenware to sporting goods to gift items, etc., the aim is achieved.

2) Examine D-stock-control mart's procedures.

Conclusion:

All consumables and nonconsumables are managed within a 30% bottleneck, it is determined.
When there has been a 30% sale, the dmart floor staff will replenish the stock to the full 100%.
And that's how dmart handles stock levels. hence, it's reasonable to aim towards this end result.

49
3) To investigate D-streamlined mart's and economical shopping procedure.

Conclusion:

According to dmart's no-rent policy, it's safe to assume that this is the case. Dmart has formed
partnerships with groups of farmers that specialise in producing goods for sale only at dmart.
Moreover, Dmart does not pay rent but rather owns the property. In the long run, they help you
save quite a bit of cash. Dmart's acquisition of products from vendors results in substantial price
reductions for the consumer. Because of this, D-Mart is able to provide deals, sales, and price
reductions often. For this reason, buying from dmart is a wise financial decision. hence, it's
reasonable to aim towards this end result.

4. Be familiar with supply chain and logistics principles.

Conclusion:

This determined that, according with Dmart's policy, no rental purchases would be permitted.
The whole distribution network is under their control. Dmart manages its own logistics in-house
and operates its own fleet of delivery vehicles. This helps keep costs down and streamlines
shipping processes. This goal has been reached. hence, it's reasonable to aim towards this end
result.

50
 CHAPTER 5

THE FINDINGS, OBSERVATIONS AND SUGGESTIONS

6.1 FINDINGS:

Scientists have discovered that dmart is open daily from 8:00 AM to 11:00 PM. Everything,
including the delivery trucks and materials, arrives before eight o'clock. By 3 o'clock in the
afternoon, the logistics provider returns, and most of the goonies who stock the dmart
warehouses do so with grains like rice and wheat. The busiest times of day are between 7 and
10 p.m. and again in the early afternoon, around 2.

6.2 OBSERVATIONS:

The dmart has been purchasing millions of things every day from suppliers throughout India.
Dmart doesn't have any ideal competitors. You can locate certain items at reliance fresh mega
city large bazaar, but there's no one else quite like dmart where you can get almost anything.
Customers like the variety of lines available, the daily deals, and the knowledge of how many
people shop each day. Even today, dmart has dmart ready, an online supermarket that
competes with established players like Big Basket. There is always a satisfied clientele. It's
estimated that around 10% of dmart customers make fewer purchases than average. The other
90% have been the major buyers over the last several weeks. Dmart is expanding rapidly and
eliminating its rivals.

51
6.3 SUGGESTIONS:

There are around 50,000 regular customers that shop at dmart every day. From my own
experience, I can attest that dmart has a smooth-operating layout and a respectable bottleneck
of 30%. The product presentation is equally impressive. Nevertheless, there are plenty of
instances in which consumers buy something they don't need. result in an overabundance for
dmart. Even after repeated exposure, the location of this product remains in the minds of
customers. Although though dmart's structure is simple and efficient, waiting in line may still be
tedious because of how long it often lasts. Spending so much time in line is inefficient. As soon
as an item is placed in the trolly, the shopper should be able to see the complete cost of their
purchase. Because of this, we expect to see a significant decrease in wait times.

52
 CHAPTER 7

CONCLUSION AND SUMMERY

7.1 SUMMARY:

Dmart is a major supermarket chain in India. Customers from all around India shop at Dmart.
There are over 196 dmart locations in India. Dmart has gained notoriety for its consistently
cheap prices and specials. As well as displaying the list price, both the outside and dmart pricing
are also shown. It makes it simpler for customers to understand the value of their dmart
purchases. For most buyers, the products are a one-month investment at the most. For them, it
has to be worthwhile financially. How dmart manages to consistently turn a healthy profit year
after year is a mystery worth investigating. Good operational execution is the key to every
successful firm. That's why I decided to look into this: I'm curious to see just how well dmart
runs its business.

Researchers have discussed such topics as the dmart's launch, the union regions in which it
operates, its locations, some noteworthy facts about the chain, some source data, and the
opinions of the general public. These initiatives have goals, and secondary data will reveal the
full scope of those goals, including the land, transportation, logistics, revenues, and profit
margins.

Overall, you can see how they were able to make so much money and run so smoothly. One
striking difference is that rather than renting, they purchase everything outright. It was
suggested that in the future, improvements in technology that make shopping easier for both

53
them and their customers be prioritised. Therefore, it seems like dmart is running quite
smoothly and efficiently. Dmart no longer faces any serious rivals in the market.

7.2 CONCLUSION:

Dmart is able to keep their rent down since they own their land. Their own supply chain
partners with a major agricultural cooperative. Its supply chain management capabilities are
extensive. Dmart prefers the concept of purchasing rather than renting. Everything at all,
including land and transportation vehicles, counts. It's not like they're even putting in any more
effort on a credit-based basis. The dmart chain is the biggest in the country. Supply chain
management is something many companies pay attention to. Dmart often picks up at the state's
most recognisable locations, which helps expedite the delivery process and saves time for both
the company and its customers. Roads in well-known regions are usually well-maintained as
well, making it easier to run a business there.

Dmart's consistently high volume of customers is more evidence that no viable alternative
exists. Even more so, no other competitors are available to supply the same quantity of deals
and discount as dmart does to its clients. Quick and simple relocation. All fast-moving consumer
goods (FMCG) that are purchased on a regular basis are often located on the bottom level of a
dmart, as is the case with most supermarkets. On the ground level, you'll also find the produce
section and the pharmacy. Clothing for both men and women, as well as children, may be found
on the first level. All of the kitchenware, sporting goods, and gift items are located on the
second level.

54
 CHAPTER 8

BIBLIOGRAPHY

1) The Influence of D-MART Store Atmosphere on Customers' Propensity to Make Purchases

Abdul Rahim Munshi, a research assistant professor at ITM Universe in Vadodara, Gujarat, India
30 Aug 2018

2) a well-structured retail environment and the discovery of the characteristics that lead to
contented consumer behaviour (International Journal of Enhanced Research in Management &
Computer Applications ISSN: 2319-7471, Volume 7 Issue 4, April-2018, Impact Factor: 3.578)

3) SERVICE QUALITY ANALYSIS FOR SUPERSTORE CHECKOUT PROCESS USING QUEUEING

THEORY (Journal of Interdisciplinary Cycle Research Volume XI, Number XII, December/2019
ISSN NO: 0022-1945)

4) International Journal of Innovative Science and Research Technology, Volume 3, Issue 11,
November 2018

5) Avenue Supermarkets, Ltd., JM Financial Institutional Securities Ltd 2 April 2018

55
6) the factors that lead to bad behaviour on the part of shoppers at stores like supermarkets
and shopping centres Dr. BalkrushnaPotdar

7) FACTORS THAT INFLUECE WOMEN'S STORE SELECTION WHEN PROCURING FOOD FOR THE
FAMILYProf. Bhavika. A. Thakkar's article, "Consumer Attitude: Emerging Trends and Direction in
PLB," compares a popular local brand to a more well-known one.

WEBSITES:

 https://gcc.geojit.net
 https://www.motilaloswal.com
 http://jmflresearch.com https://m.economictimes.com www.dmart.com

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 CHAPTER 9

ANNEXURE

QUESTIONS ANNEXE

NAME:

GENDER:

OCCUPATION:

1. First of all, tell me how you found out about DMART.

- FRIENDS

- FAMILY

- ADVERTISEMENT

2. How often do you shop at d-mart?

- ONCE WEEKLY

- TWICE A MONTH

- ON RARE OCCASIONS

57
- AS AND AS REQUIRED

3. Tell me why DMART is your go-to store for shopping.

- AMBIENCE

- SERVICE

- AVAILABILITY/VARIETY

- PRICE

- QUALITY

4. When do you prefer to make your dmart purchases?

- MORNING

- AFTERNOON

- EVENING

5. The next question is whether or not you wait for sales before making a purchase.

- YES

- NO

6. Have you ever found a broken part in a product?

- YES

58
- NO

7. how do dmart sales representatives react?

 GOOD
 BETTER
 WORST

8. What do you want from dmart?

 PRODUCT WITH HIGH STANDARDS

 PRODUCT OFFERS OF HIGH QUALITY
 CHEAPER

9. Which Would You Rather Have, Number Nine?

 YOU SHOULD ONLY MAKE A MAJOR PURCHASE ONCE A MONTH.

 INDIVIDUAL ORDERS AS NEEDED

10. What kinds of goods do you prefer to buy?

 GROCERY
 CLOTHS
 FAMILY UNIT
 PRODUCTS FOR EATING

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11. Do you find your product listed on dmart each and every time?

- YES

- NO

12. RATE DMART

-1

-2

-3

-4

-5

X-X-X-X

60