Professional Documents
Culture Documents
On
SUBMITTED BY:
KAPIL BHATI
Enrollment No. : A0102107042
MBA (E&L) Class of 2009
To
DECLARATION
I further declare that the information presented in this project is true and original
to the best of my knowledge.
CERTIFICATE
“No Project is ever a work of only one person and this one is no exception”
This project is the product of many hands, and countless hours from many people. My
thanks go out to all those who helped, whether through their comments, feedback or
suggestions.
I am deeply indebted to all the Store Managers of different Lifestyle Stores, for
providing me with best information and shared their vast knowledge and technical
expertise for completing this project.
Sincere thanks to all the people who have worked under this project. Lastly, no words
could adequately convey my heartfelt thanks to the family members and friends who
indirectly co-operated with us.
Kapil Bhati
A0102107042
MBA (E&L)
CONTENTS
Declaration
Acknowledgement
1 Introduction
1. Industry Insight – Indian Retail Industry
1.1 Introduction
1.1.1 Growth in organized retail
1.1.2 Drivers for retail transformation in India
1.1.3 Challenges for organized retail
1.2 Evolution of Retail
1.3 Retailing Formats in India
1.4 Some Facts
1.5 Marketing segmentation of retail industry
2 Literature Review
3 Problem Statement
4 Methodology
References
Annexure
Industry Insight – Indian Retail Industry:
The retail sector in India is witnessing a huge revamping exercise as traditional markets
make way for new formats such as departmental stores, hypermarkets, supermarkets and
specialty stores. Western-style malls have begun appearing in metros and second-rung
cities alike introducing the Indian consumer to a shopping experience like never before.
Value Retailing
These stores primarily retail primarily food and house hold items. These are primarily
large stores with volume based discounted prices. The share of expenditure on food and
grocery in a consumer’s wallet, availability of a vide variety of products at a reasonable
price are the main factors which has contributed to the growth of this segment. The larger
chain of supermarkets and hypermarkets (namely Big Bazaar, Star India, Nilgiris, Food
world) has presence in metros and mini metros.
Lifestyle retailing
These stores retail primarily non-food items such as apparel, footwear, accessories,
cosmetics and household products. They stock multiple brands across product categories,
though some of them focus on their in house store label (on the lines of Marks &
Spencer’s and St. Michael). These stores are found on high streets and as Anchor Tenants
of shopping malls.
Several local department store chains have opened shop in India in the past five years.
The convenience factor coupled with the inspirational perception of shopping in a
department store has contributed to their growth. The larger chains of department stores
(Namely Pantaloons’, Shoppers’ Stop, Westside, and Lifestyle) have presence in the
metros and mini metros.
Evolution of Retail
Source: 1) www.ey.com/india
Source: 1) http://www.scribd.com/doc/4782190/The-Indian-Retail-Snapshot
Convenience Stores:
These are relatively small stores 400-2,000 sq. feet located near residential areas. They
stock a limited range of high-turnover convenience products and are usually open for
extended periods during the day, seven days a week. Prices are slightly higher due to the
convenience premium.
MBO’s:
Multi Brand outlets, also known as Category Killers, offer several brands across a single
product category. These usually do well in busy market places and Metros.
Some Facts:
• Global Retail industry is of size USD 8 Trillion
• Over 50 of the Fortune 500 companies are retailers
• 25 of the Asian Top 200 companies, are retailers
• Fortune #1 “Wal-Mart” is a Retailer
• Over 12 Million Outlets in India
• Organized Retail < 3%
• Set to grow to 8-10% by 2010
• Organized Retail expected to be around Rs.110,000 Cr(USD 25 b) by 2010
Source: 1) http://www.scribd.com/doc/4782190/The-Indian-Retail-Snapshot
APPAREL RETAIL: Moving Beyond Customer Expectations
The influence of fashion clearly, fashion has also played an important role in shaping
apparel consumerism. As lifestyles change, fashion in India is becoming more stratified,
as in the West. Technology, ideas and lifestyles are moving concurrently, and quickly.
Companies and brands that offered monotonous, mundane products for years have now
tripled their product ranges and new appealing shapes and forms are being launched each
Season.
Top-notch fashion professionals came together four years ago to form the Fashion Design
Council of India. Under the aegis of the Union textile ministry and in tandem with
National Institute of Fashion Technology, FDCI now provides professional inputs for
designing labels and is now working towards developing the fashion supply chain
through backward linkages with suppliers and mills, and forward linkages with the retail
and distribution network.
The boom in domestic apparel, nevertheless, tells only part of the story. India has huge
potential as a market for foreign clothing, given its large population and growing
household incomes. A few significant foreign players—such as Levi Strauss, Benetton
and Lacoste—have been selling their branded apparel in India for a number of years. But
now, just like their Indian counterparts, global apparel brands are setting up their own
apparel outlets, instead of just selling through departmental stores. Ralph Lauren, for
example, has a limited range exhibited in generic department stores located in metro
cities. Yet it has now set up its own stand-alone stores, which showcase all the company’s
brands.
Now, with the government’s proposal to let in branded retail players— brands like
Benetton and Lacoste currently sell mostly through the franchise route—investments in
India’s apparel sector are likely to go up substantially.
buyers is also at a high. Today many leading fashion labels are being associated with
Indian products. India is increasingly being looked upon as a major supplier of high
quality fashion apparels and Indian apparels have come to be appreciated in major
markets internationally. The credit for this goes to our exporter community.
Consistent efforts towards extensive market coverage, improving technical capabilities
and putting together an attractive and wide merchandise line has paid rich dividends. But
till today, our clothing industry is dominated by sub-contractors and consists mainly of
small units of 50 to 60 machines.
India's supply base is medium quality, relatively high fashion, but small volume business.
Recent recession in Europe and the South Asian currency crisis have also contributed
their own bits to the decimating Indian exports. Though these are expected to fizzle out
soon, there is no reason for complacency on the part of Indian exporters or of the garment
industry. The industry will be soon faced with open competition shorn of quotas or tariffs.
Thus the need of the hour is to enlarge both manufacturing as well as the marketing base.
Inculcation of a spirit of innovation by way of research and development and tapping new
markets especially in South Africa, Central Africa, CIS, East European countries, Latin
America and Australia is also mandatory for export growth.
In India, clothing retail accounts for 36% of organized retail business. It is the largest
Sector. Ready-made apparel accounted for an estimated 20% of domestic clothing sales
in 2005. With growing working women wearing western wear to work, and pressed for
time, market for good readymade clothes is likely to grow. India is a film-crazy nation,
and the largest producer of films, with more than 1,000 every year. They provide
entertainment and an escape from reality for India’s masses, and set the popular fashion
trend. Bollywood fashions have become pan Indian. They affect various sectors of the
market including clothing, footwear, weddings and fashion accessories.
With the advent of modern format retailers and the growth of plastic cards, affluent urban
Indian women are shopping like never before.
Source: 1) www.ibef.org
They spend mornings browsing in stores looking for deals or latest styles. Upper income
urban women are adopting ethnic chic.
These are designer clothes that incorporate Indian motifs, ethnic fabrics and are a fusion
of western and Indian styles.
In the large urban centres, apparel retailers, like Shoppers Stop, Westside and Pantaloon
have popularized their private labels, which have attracted urban shoppers. Westside
carries only its own private labels, while for the other stores, 20-30% of their apparel
turnover is from private labels. Customers have loyalty to a store rather than any
particular garment brand. This has led to a thriving unbranded or local brand market for
ready-to-wear clothes leading to severe competition. Hence organized retailers like
Lifestyle, for instance, has a loyalty programme called `The Inner Circle', while
Pantaloons offers a `Green Card' Rewards programmes, Westside has `Club West' to
Woo the customers. Customers look to design and fit of the clothes, and use the shop’s
name as a quality standard.
Indian textile and clothing industry during 2006 is estimated to be about INR1,511
billion ( USD 38 billion) , which includes apparel of men, women and kids .
Source: 1) www.iimahd.ernet.in/publications/data/2007-07-01Preeta.pdf
Source:
1. www.scribd.com/doc/2100112/Indian-Retail-Sector\
2. www.ibef.org/artdisplay.aspx?tdy=1&cat_id=60&art_id=20386
• Even within the top income segments, there is a fivefold difference in per capita
income in apparel
Some of the major Indian Players:
• Pantaloons
• Globus
• Lifestyle
• Ebony
• Westside
• Shopper’s Stop
• Metro
• Pyramid
Introduction to some retail stores:
• Pantaloons:
This Company was incorporated on October 12, 1987 as Manz Wear Private Limited.
The Company was converted into a public limited company on September 20, 1991 and
on September 25, 1992 the name was changed to Pantaloon Fashions (India) Limited and
in the same year the Company made an initial public offering. Later they changed their
name to Pantaloon Retail (India) Limited on July 7 1999.
Source: 1) www.scribd.com/doc/47945/McKinsey-MGI-india-consumer-full-report
2) www.pantaloon.com/companyinfo.asp
Pantaloons believes in managing customer expectation by offering them all the
requirements for their entire family under one roof is the key to being a successful
retailer, and hence have built their business model around ‘Family focus’ rather than
‘individual focus’.
Pantaloons clearly define Lifestyle products under Private Labels and third party brands.
They have a loyalty card programme with a name of ‘Green Card'. It is divided
hierarchically into one star, three star and five star. Every point generated at all the levels
is equivalent to Rs.1
It also stays in touch with its loyal customers through Mailers, SMS’s E-mails and
Telephone informing them about the developments and promotions.
• Globus :
Launched in January 1998, Globus is a part of the Rajan Raheja group. The company
opened its first store in 1999 at Indore followed by the launch of its second store in
Chennai (T-Nagar).
The Globus has a Privilege Club card which is very unique in a way that Members are
immediately rewarded for purchases at any of their stores, in addition to a host of other
privileges such as exclusive tie ups, promotion and special shopping hours. To each his
own individual needs vary. This is why Globus offers 2 different card categories, each
with it own benefits designed to suit the needs of the customers.
• Shopper’s Stop:
Shoppers Stop is an Indian department stores promoted by the K Raheja Corp Group
(Chandru L Raheja Group), started in the year 1991 with its first store in Andheri,
Mumbai Shoppers Stop Ltd has been awarded "the Hall of Fame" and won "the Emerging
Market Retailer of the Year Award", by World Retail Congress at Barcelona, on April 10,
2008
Shopper’s stop has co-branded credit card tie-up with Citibank to provide its customers
with exclusive benefits for shopping, The Company has launched a new consumer
promotion called ‘Make Your Own Sale Day’.
Shopper’s stop has a loyalty card program with the name of first citizen card wherein
Every point generated at all the levels is equivalent to Rs.1
• Westside:
Established in 1998 as a part of TATA group.
Westside idea is Club West, a customer loyalty programme launched in May 2001. The
30,000-plus members of this club get rebates at restaurants and on holiday packages from
the Taj Group of Hotels, home delivery of alterations, and best of all, special shopping
hours on the first day of any discount sales event organized by the chain.
• Lifestyle
Lifestyle International (P) Ltd is part of the Landmark Group, a Dubai – based retail
chain. With over 30 years’ experience in retailing, the Group has become one of the
foremost retailers in the Gulf.
Positioned as a trendy, youthful and vibrant brand that offers customers a wide variety of
merchandise at an exceptional value for money, Lifestyle India began operations in 1999
with its first store in Chennai. Lifestyle has a loyalty card programme Known as the ‘The
Inner Circle ' For every Rs.50 spent at any of the stores, 1 point is earned. For every 100
points earned, gift voucher of Rs.100 is received.
Source: 1) www.globus.in
2) http://www.chipsbooks.com/lifestyl.htm
3) en.wikipedia.org/wiki/Shoppers'_Stop
Average 1000on 1200 in week 2000 in week 1200 in week 25-45 per hour
footfalls weekday days & 6000 days & 7400 days & 7000
& 1500 to 2000 during week durin week during week
on weekends, end end end
holidays
Sales
promotion:
5. Joint No Yes No No No
promotion
What is CRM ??
What ever the customer buys for him, Every experience should be completely
satisfactory, some delightful. Best CRM strategies should be implemented helping the
customers to save the money, time and heartburn by providing comprehensive customer
reviews at a click. CRM stands for Customer Relationship Management. It is a process
or methodology used to learn more about customers' needs and behaviors in order to
develop stronger relationships with them. There are many technological components to
CRM, but thinking about CRM in primarily technological terms is a mistake. The more
useful way to think about CRM is as a process that will help bring together lots of pieces
of information about customers, sales, marketing effectiveness, responsiveness and
market trends.
Dimensions of CRM:
• Identifying the customers
• Acquiring the customers
• Retaining the customers
A store should be customer-oriented - the technology, the supply chain, the design -
everything should be geared to making the buying experience as good as possible. Also
employees should be trained in much better way because if the employees will be loyal
only then customers can be loyal. Loyal employees help bring in the business.
Foremost thing for better CRM: Getting value out of real time customer
information
Today, retailers spend an excessive amount of time and money collecting, analyzing and
trying to utilize customer data by turning it into information and knowledge that is
actionable. Loyalty programs have allowed retailers to collect and analyze vast quantities
of data on purchases by individuals. E-retailing has added to the avalanche of data.
While this information is essential to understanding changing customer needs and
expectations, it's important that the systems you use to gather this information are
efficient and cost-effective. Now a days many retail outlets are using the IT advisory
services that will enable them to gather and evaluate critical customer information, assess
customer requirements and develop customer plans and strategies.
Source:
1) http://www.creatingloyalty.com/story.cfm?article_id=625
2) http://www.pwc.com/ca/eng/main/home/index.html
Every business organization depends on customers for sustenance, the question is how to
create and maintain customer satisfaction. Every business communicates with their
clients in many different ways, especially in our technology rich and information based
society. How we treat all of this information is where CRM plays a key role. CRM acts as
a central repository of information on clients and potential clients of any store.
Customer Relation-Profile
When mapping the quality of a customer relationship, the following model is being used
symbolizing the communication and co-operation, and the Legs concern the
responsibility and professionalism with which we implement or deliver the competencies
we have agreed upon.
Customer Loyalty:
It is becoming more and more evident to retailers that the customer shopping experience
is a critical pathway to the financial success of the store. Setting aside unique location or
competitive differences, stores with higher levels of customer loyalty should see higher
same store sale increases year over year. Likewise, over a long period of time, bad
customer service will result in brand and profitability erosion.
Loyalty is most influenced by the shopping experience and the brand (the cumulative
impact of many experiences over time). There are a lot of components to the shopping
experience such as availability of parking, store cleanliness, friendliness and helpfulness
of sales staff, easily located products, and checkout experience.
It is not surprising that the personal interaction of store associates is a significant
component of driving loyalty. Even in today's self-service retailing environment,
customers still need to be guided into finding the right products. Without that help and
support they become easily frustrated, and eventually shop at the competition.
As busy consumers, we all face time and cost trade-offs. Surprisingly, price is an
element we do not find to be a significant driver of loyalty. Not that pricing is
inconsequential or immaterial to the consumer's choice of where to shop, but if price
were the only thing driving loyalty we would all be frequenting garage sales and flea
markets.
There is nothing worse than having a great shopping experience, finding exactly what
you want, and then being held hostage by the checkout process. Retailers figuring out
the best ways to make the checkout process more effective through the use of
technology are the most successful in the long run.
One way to take action on customer feedback would be to develop training programs
geared toward those responsible for fostering the customer experience in the store.
These programs would teach what actions are necessary to improve low scores. It is not
until a store is confronted with unacceptable scores that they take the time to understand
what to do with the customer feedback information.
Literature Review:
Several studies on CRM and apparel retail sector are reported in the context of developed
markets. A brief overview is presented below:
According to Pine and Gilmore (1999) experiences can be described by two dimensions.
The first dimension refers to the customer’s degree of active participation in the creation of
the experience. The second dimension of experience describes the degree to which the
customer adsorbs or immerses the experience.
Bitner and Zenithal (2003) stated that satisfaction is the customer’s evaluation of a product
or service has met their needs & expectations.
In the recent information Week survey, of the companies actively implementing CRM, 93
percent claimed increased customer loyalty and customer Satisfaction would justify their
CRM investment. The Second highest percentage, 83 percent, stated the need to
demonstrate increased revenue. The implied, mandate for most of these early adopters
seems to be “customer loyalty at any cost-even is we don’t see a return on investment.”
Peppers and Rogers (1993) stated that to build the relationships with your individual
customers, you need to sell maximum products over a long period of time and across
different product lines.
Deeter-Schmelz, Dawn R.; Moore, Jesse N.; Goebel, Daniel J, (2000) examined Prestige
clothing shopping by consumers by a confirmatory assessment and refinement of the
PRECON scale. Aspects studied include background on the symbolic aspects of
consumption; prestige shopping behavior; reassessment and refinement of the PRECON
scale and impact of income and age on prestige shopping. The paper concludes with
managerial implications for the United States apparel retailers dealing in prestige
clothing.
Kincade, Doris H.; Woodard, Ginger A.; Park, Haesun (2002) studied Buyer–seller
relationships for promotional support in the apparel sector which is critical for success.
The purpose of the study was to define promotional support categories offered to apparel
retailers by manufacturers, to identify the retailer's perceptions of the offering frequency
and importance of the promotional support, and to investigate the relationship between
offering frequency and perceptions of importance. Results indicated that monetary
support was regarded as the most important promotional support.. A positive and
significant correlation was found between items the buyers perceived as important and the
frequency of offerings of these items.
Liu, Yuping, (2007) found out the Long-Term Impact of Loyalty Programs on Consumer
Purchase Behavior and Loyalty. Using longitudinal data from a convenience store
franchise, the study found out that consumers who were heavy buyers at the beginning of
a loyalty program were most likely to claim their qualified rewards, but the program did
not prompt them to change their purchase behavior. In contrast, consumers whose initial
patronage levels were low or moderate gradually purchased more and became more loyal
to the firm. For light buyers, the loyalty program broadened their relationship with the
firm into other business areas. Thus there is a need to consider patronage to decide
rewards for loyalty programmes.
In the context of French market, Meyer-Waarden, Lars; Benavent, Christophe. (2006)
studied the Impact of Loyalty Programmes on Repeat Purchase Behaviour based on the
Behavior Scan single-source panel which has been compared with the store data base .
The double jeopardy phenomenon was present and loyalty programmes did not
substantially change market structures. When all companies had loyalty programs, the
market was characterized by an absence of change of the competitive situation.
Hyllegard, Karen; Eckman, Molly; Descals, Alejandro Molla; Borja, Miguel Angel
Gomez (2005), studied Spanish consumers' perceptions of US apparel speciality
retailers' products and services. The study emphasized that speciality retailers' success in
international markets is contingent upon their knowledge of culturally-defined values,
norms and behaviour that influence consumer decision making and impact acceptance of
products and services. The study examined consumers' store patronage and apparel
purchase behaviour, acceptance of US apparel brands, perceptions of retailers' products
and services, and perceptions of the impact of foreign retailers on local communities. It
found out that the perceptions differed regarding quality, fashionability, product
assortment, extent and quality of customer service, convenience of location, payment
options, national brands and store layout. Consumers' acceptance of US apparel brands
was a function of age, household income, apparel product country of manufacture and
price.
References:
1. http://apparel.indiamart.com/lib/textile/textile07301998.html
2. Hyllegard, Karen; Eckman, Molly; Descals, Alejandro Molla; Borja, MiguelAngel
Gomez., ”Spanish consumers' perceptions of US apparel speciality retailers' products and
services “Journal of Consumer Behaviour, Sep2005, Vol. 4 Issue 5,
p345-362, 18p, 7 charts.
3. Kincade, Doris H.; Woodard, Ginger A.; Park, Haesun,”, International Journal of
Consumer Studies, Dec2002, Vol. 26 Issue 4, p294-302, 9p.
4. Liu, Yuping,” The Long-Term Impact of Loyalty Programs on Consumer Purchase
Behavior and Loyalty,” Journal of Marketing, Oct2007, Vol. 71 Issue 4, p19-35, 17p.
5. Meyer-Waarden, Lars; Benavent, Christophe,” The Impact of Loyalty Programmes on
Repeat Purchase Behaviour,” Journal of Marketing Management, Feb2006, Vol. 22 Issue
1/2, p61-88, 28p.
6. Lara, Pedro Reinares.,” Exploring the Benefits Obtained in a Loyalty Programme
applied to Retailing,” European Retail Digest, Winter2005 Issue 48, p48-52, 5p.
7. Deeter-Schmelz, Dawn R.; Moore, Jesse N.; Goebel, Daniel J.,” prestige clothing
shopping by consumers: a confirmatory assessment and refinement of the precon
scale with managerial implications”, Journal of Marketing Theory & Practice,
Fall2000, Vol. 8 Issue 4, p43, 16p.
8. “Consumer Lifestyles in India” Euromonitor, International Consumer Lifestyles
Database(2005)
9. “Global Apparel, Accessories and Luxury Goods” Datamonitor, (2006)
10. Zeithaml, V.A., (2000). Service quality, profitability, and the economic worth of
customers: Wwhat we know and what we need to learn. Journal of the Academy of
Marketing Science 28(1), 67-85
11. Sweat, Jeff. “Lots of companies are thinking about customer relationship management,
But progress can be very slow-CRM under scrutiny.” Information Week via COMTEX
online, September 15,2000.
12. Peppers, Don and Martha Rogers. Ph.D., The one to one future: Building
Relationships One Customer At a Time. New York:Doubleday,1993
13. http://www.scribd.com/doc/95637/Customer-Relationship-Management
RESEARCH DESIGN
Research objectives
The survey was conducted among the customers shopping in the mall.
To do the comparative analysis of different Lifestyle Stores on different store dimensions.
To study the perception of customers towards the CRM strategies implemented by the different
Lifstyle Stores.
To study the association between the Customer’s Services & the Customer Loyalty.
To get an insight of the Retailer’s perspective towards the customer’s expectation in
terms of CRM
Statistical analysis
The statistical treatment of the study included the determination of the association between the steps
in the CRM model and the customer service offered by the organization. Use was made of Pearson’s
coefficient to determine the level of association between the store attributes, customer service & the
customer loyalty.
The level of association as measured by Pearson’s co-efficient falls between -1.0 and +1.0, which indicates
the strength and direction of association between the two variables.
The measure was standardized through computation of reliability & validity. T-test was applied in order to
compare significant difference between the store attributes of different lifestyle store.
Qualitative Analysis of the Retailer’s Perspective was done to get an insight of their perception towards the
customers expectations & to study the CRM strategies implemented by them esp. the applications of IT.
The companies serve two types of consumers: for the practical consumer, they provide sensible
and affordable clothing whose styles will not change drastically from year to year, and for
the fashion-conscious consumer, industry types will attempt to provide styles of clothing
that will keep up with the current season’s trends and for which they are able to command
a price premium.
The apparel industry exists in a very competitive environment where companies need to adopt new
technologies in order to improve profitability and lower costs.
One can come to the conclusion that the designer clothing industry is pretty volatile and subject to unpredictable
swings which is reflected in the quality.
The brand’s recent revival was a result of several key strategic plans. Key strategic initiatives included: “the much-
valued positioning as a lifestyle brand, flagship stores and presence in high-end department stores,
expansion of licenses into areas such as watches and sunglasses and a product mix toward accessories and
gifts. For consumers Luxury means exclusivity. The store focuses on accessibility while maintaining its
exclusivity and protecting its tradition and heritage while striving to be innovative and inspiring.
CONCLUSIONS
The luxury goods industry is unique in a sense that it relies solely on promotion and marketing to sell products and
not so much on product attributes but on the individual images certain brands convey. It is also an industry
that is well guarded and difficult to find any information on. However
the lifestyle stores are is very fascinating and the products themselves signify prestige and status.
But every customer has a different perception Although a select few are able to afford luxury goods, the vast
majority of people who are exposed to advertisements for certain products generally have aspirations of
being able to own these products someday.
RESEARCH DESIGN
The study is exploratory in nature with survey method being used to complete the study.
Both Exploratory & Causal Research Design were taken
Research objectives:
The survey was conducted among the customers shopping in the mall.
To do the comparative analysis of different Lifestyle Stores on different store dimensions.
To study the perception of customers towards the CRM strategies implemented by the different
Lifstyle Stores.
To study the association between the Customer’s Services & the Customer Loyalty.
To get an insight of the Retailer’s perspective towards the customer’s expectation in
terms of CRM
Statistical analysis
The statistical treatment of the study included the determination of the association between the steps
in the CRM model and the customer service offered by the organization. Use was made of Pearson’s
coefficient to determine the level of association between the store attributes, customer service & the
customer loyalty.
The level of association as measured by Pearson’s co-efficient falls between -1.0 and +1.0, which indicates
the strength and direction of association between the two variables.
The measure was standardized through computation of reliability & validity. T-test was applied in order to
compare significant difference between the store attributes of different lifestyle store.
Qualitative Analysis of the Retailer’s Perspective was done to get an insight of their perception towards the
customers expectations & to study the CRM strategies implemented by them esp. the applications of IT.
Occupation
Cumulative
Frequency Percent Valid Percent Percent
Valid Business 63 31.5 31.5 31.5
Service 87 43.5 43.5 75.0
Student 50 25.0 25.0 100.0
Total 200 100.0 100.0
Results:
• The service class people prefer to make the purchase of apparels monthly i.e.
44%.
• The business class people prefer to make the purchase of apparels occasionally
but sometimes monthly too.i.e.31%
• While a student prefer to make the purchase of apparels occasionally.i.e.25%
1) Income * How often do you make your purchase of Apparels?
Cross tabulation
Cumulative
Frequency Percent Valid Percent Percent
Valid <12 K 39 19.5 19.5 19.5
12-18 K 30 15.0 15.0 34.5
18-30 K 62 31.0 31.0 65.5
>30 K 69 34.5 34.5 100.0
Total 200 100.0 100.0
Results:
• People from income group of 18-30 K prefer to make the purchase of apparels
monthly i.e. 31%.
• People from income group of >30 K prefer to make the purchase of apparels
occasionally.i.e.34%
• People from income group of <12 K prefer to make the purchase of apparels
occasionally i.e.20%.
• People from income group of 12-18 K prefer to make the purchase of apparels
monthly.i.e.15%
Count
Do you owe Loyalty Cards?
Yes No Total
Gender Male 74 30 104
Female 69 27 96
Total 143 57 200
Gender
Cumulative
Frequency Percent Valid Percent Percent
Valid Male 104 52.0 52.0 52.0
Female 96 48.0 48.0 100.0
Total 200 100.0 100.0
Results:
• Out of 104, 74 Male respondents have the loyalty cards of different lifestyle
Stores.
• Out of 96, 69 Female respondents have the loyalty cards of different lifestyle
Stores.
Finding:
Females are prone to shopping that is why maximum females have loyalty cards.