Professional Documents
Culture Documents
INTRODUCTION TO RETAIL
Retailing is one of the fastest growingsegments of the economy. As one of the nations
largest employers, the retail industry provides excellent business opportunities.About 12
percent of the approximately750,000 new enterprises launched between2001 and 2002 (the
latest years forwhich data is available) were retail operations.The entrepreneurs behind these
venturesrisk their capital, invest their time andmake a living by offering consumers
somethingthey need or want. Youll meet severalof them in this guide and learn howthey
created a niche for themselves.
India is a nation of shopkeepers. With over 12 million retail outlets, India probably has the
highest density of retail outlets in the world, with one for approximately every 90 persons;
little wonder that the country is the ninth-largest retail market in the world, with estimated
annual retail sales of around USD215 billion in 2005 (Rs 960,000 crore). At the sometime,
the share of organized trade in this enormous market is currently very small. It is estimated at
just USD8 billion (Rs 35,000 crore) in 2005, up fromUSD6.25 billion (Rs 28,000 crore) in
2004. This accounts for less than 4 percent of the total retail trade in the countryman
UNDERDEVELOPED RETAIL MARKET. Organised trade in India is very underdeveloped
when compared with other emerging markets in Asia, Latin America and Eastern Europe.
The Indian and Chinese markets are comparable in many aspects: Both countries are not
homogeneous. They comprise many markets within a single country, with significantly
varying cultures and customer preferences across regions.
Manufacturers make products and sell them to wholesalers, or some times to retailers.
Wholesalers resell products to the retailers and again retailers resell them to customers. Thus,
wholesalers satisfy retailers need whereas retailers direct their efforts to satisfy needs of the
ultimate consumers.
Manufacturers
wholesalers
Retailers
Ultimate Consumers
1.2 Functions of Retailers
Retailers enhance the value of the products and services they sell to ultimate consumers and
facilitates the distribution of those products and services for the manufacturers. The important
functions of retailers are given bellow
Provide assortment
Breaking bulk
Inventory holding and
Provide services
3. Globalisation
Since long time, retail has been a local business. But because of globalisation many
competitors are there in the markets and customers are getting better products at a
very less price. And retailers are getting many opportunities in other foreign countries.
4. Use Multiple Channels to Interact Customers
In recent times retailers are using many cannels to reach the customers.
Retail characteristics
1. The type of merchandise sold
2. The variety and assortment of the merchandise
3. Level of customer service
4. Price of merchandise
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. In it, step-by-
step Research Methodology is a way to systematically solve the research problem. In it, step-
by-step methods are followed to solve a particular problem. It refers to a search for
knowledge. It can also be defined as a scientific and systematic search for pertinent
information on a specific topic. In fact, research is an art of scientific investigation.
The methodology adopted for the present study was focus discussion, interview and close
observation through in-house study. Since the project is based on action research it was
necessary to build rapport to collect maximum information from the Customers. Hence the
research spent considerable time with the people who reside in city. The main focus was to
do with the assessing the satisfaction level of customer and explore the possibility of more
sound arrangement of disseminating outlook information system.
On the basis of fundamental objectives of the research, market research projects are
classified into two branches:
Exploratory Research
Conclusive Research
It seeks to discover new relationships. All marketing research projects start with it. This is
a preliminary phase & is absolutely essential in order to obtain a proper definition of
problems at hand. The major emphasis is on the discovery of ideas & insight.
Exploratory research looks for hypothesis in well-established fields of study. Hypothesis
usually comes from ideas developed in previous researches or are delivered from theory.
Hypothesis is tentative answer to the question that serves as guide for most of the research
projects.
Primary data: Primary data is the new or fresh data collected from the respondents through
direct interview using a pre-structured questionnaire..
Personal Interview
Close observation
Survey conduction
Group Discussion
Secondary data: Secondary data may be obtained from many sources, including
literature, industry surveys, compilations from computerized databases and information
systems, and computerized or mathematical models of environmental processes.
Internet
Books
Company website
2.6 STATEMENT OF PROBLEM
As retail is a growing industry in India with a rate of about 13% and very recently FDI is also
allowed in both single and multi-brand retailing to boost the growth further. This will lead to
more number of competitors in the market. As the competition increases, retaining customer
becomes very difficult for any of the firm. Therefore, an effort will be made with this study to
understand customer perception and their satisfaction towards the services provided by the
Pantaloon to its customers. The study also focused on assessing the brand awareness in the
minds of its customers and to identify the shopping experience and level of satisfaction.
The following are the objectives of the study to solve the problem.
They are:
2.9RESEARCH METHODOLOGY
According to Random and Mory, Research is a systematize effort to gain new knowledge.
According to Francis Rummel, Research is a careful inquiry or examination to discover new
information or relationships and to expand and verify existing knowledge.
Research can be define as Logical and systematize application of fundamentals of science
to the general and overall questions of the study, and scientific techniques which provide
precise tools, specific procedures and technical rather than philosophical means for getting
and ordering the data prior to their logical and manipulation.
The process used to collect information and data for the purpose of making business
decisions. The terminology may include publication research interviews, surveys and other
research techniques, and could include both present and historical information.
Primary Data
Secondary Data
The scope of this study is limited to the customer satisfaction, products of others in
comparison to Pantaloon and customer expectations from Pantaloon and the impact of sales
strategies adopted by Pantaloon to strengthen the customer relationship. Since it is one of the
leading players of retail fashion outlet, the future researchers can focus their studies on
different angles of Pantaloon and its products such as marketing share, pricing strategies,
market segmentation and so on.
Questionnaire Administration
Sampling
Statistical Tools
The results of the study cannot to be generalized as the data collected for the study
limited to Bangalore city only.
Since the data will be collected from the respondents through questionnaire, the
information may be biased depending upon the opinions of the respondents at that
point of time.
Time is the biggest constraint because the study period is just six months.
Respondent attitude may change time to time
Review of literature
Rees (1992) in his study revealed that factors influencing the consumers choice of
food are complex, and must be added to variables such as flavour, texture, appearance,
advertising etc. Demographic and household role changes and the introduction of
cooking, fragmentation of family means and an increase in snacking. The vigorous sale
of chilled and other prepared foods is related to the large numbers of working wives and
single people, who require and value convenience. Developments in retailing with
responding to messages about safety and healthy eating they are concerned about the way
in which food is produced and want safe, natural, high quality food at an appropriate
price.
Pattern and Determinants used ranking techniques to understand consumer preference for
apples in different income groups. He also used linear multi-variate regression to analyze the
and billing, range of vegetables and accessibility as the factors in the order of importance
which had influenced purchase of vegetables by respondents from modern retail outlet.
Sundar (1997) study revealed that the Grocery Department of Saravana Bava
attributes such as equality of price, behaviour of sales persons, moving space, location,
correctness of weight, packaging of goods, number of sales persons and convenient shopping
hours. At the same time, the image is weak in the attributes such as quality of goods,
availability of range of products, variety of goods, acceptance of returns, credit facility, door
Devlin et al. (2003) conducted a study on means-end chain analysis of the food sector
and explored the extent to which the findings made can be used to inform the retail
positioning strategy of food retailers in the UK, using data obtained from 15 respondents.
Using means-end theory as the theoretical underpinning of the study, the study employed
laddering methodology to identify the linkages between food retail store attributes and
personal values. The findings of the study presented a more personally relevant
representation of consumer's perceptual orientations towards food retail store image. At the
attribute level "good quality products", "good reputation", "store has additional services", and
"value for money", are most sought after. These were linked to the consequences "feel good"
and to "save time". Overall, the findings support previous value driven research, concluding
that "happiness" and "quality of life" were the most strived for personal values.
Cavard and Moreau (2003) undertook a survey among 2000 French consumers in
2002 to study their behaviour regarding the purchase of fruit and vegetables. It first appraised
purchasing frequency; the weekly purchase being prevalent. Regarding places of purchase,
supermarkets come first, followed closely by markets. In terms of modes of purchase, the self
service with assisted weighing was the preferred option. Consumer expectations concern
better control of labelling and quality on the selling place, with an indication of consumed-by
date. The main consumers, the old-aged people, appear, however, to be less concerned with
Michels et al. (2003) study revealed that almost all food retailers in Germany sold
organic products, fresh ones being estimated at 45% of the turnover. Surveys indicated that
49.7% of households bought fresh products, principally vegetables, at least once between
April and December 2002. Vegetables, fruit, potatoes, and eggs were the main categories on
offer in supermarket-type outlets; specialist whole food shops and producers' direct marketing
enterprises carried a wider range of produce including meat. Some 77% of turnover by the
larger retailers was from sales to regular purchasers. Average frequency of purchasing,
however, was not over 5 times in 9 months. Younger customers tended to buy from specialist
Manivannan and Raghunanthan (2004) observed that there was no close relationship
between the age, sex, education, occupation and extend of utilizing departmental stores where
as income alone had shown a close relationship with the extent of utilizing departmental store
at 1 % significant level, which shows that there was a close relationship between income and
Kinsey et al. (2004) in his study identified seven forces that have converged to create
a demand-driven food system in the USA are (1) more diverse consumer characteristics and
tastes; (2) the universal product code (bar code) and all the information technology that
followed; (3) Wal-Mart (biggest food retailer in the world), the early adopter of information
technology and the mother of efficient supply chain management; (4) efficient consumer
ownerships; (6) global concentration of food processing and manufacturing; and (7) new
business models.
Haese et al. (2005) study revealed that since late 1990s, the number of supermarkets
in South Africa has been steadily growing. Due to a more effective and efficient management
and procurement system, the supermarkets can benefit from economics of scale and sell food
at a relative low price. In their study they presented a case study of two villages in the
Transkei area of South Africa. In these poor rural communities, the majority of households
now buy their main food items from supermarkets rather than from local shops and farmers.
While presenting an important step towards livelihood development and food security, these
supermarkets also form a strong competitor for local agricultural sales. The supermarkets
provide many food items at lower prices. With an increase in income, the households look for
variety and exoticism in their food products, and will most likely find this in the
INDUSTRY/COMPANY PROFILE
Retailing in India is one of the pillars of its economy and accounts for 14 to 15 percent of its
GDP. The Indian retail market is estimated to be US$ 450billion and one of the top five retail
markets in the world by economic value. India is one of the fastest growing retail markets in
the world, with 1.2 billion people.
India's retailing industry is essentially owner manned small shops. In 2010, larger format
convenience stores and supermarkets accounted for about 4 percent of the industry, and these
were present only in large urban centres. India's retail and logistics industry employs about 40
million Indians (3.3% of Indian population).
Until 2011, Indian central government denied foreign direct investment (FDI) in multi-brand
retail, forbidding foreign groups from any ownership in supermarkets, convenience stores or
any retail outlets. Even single-brand retail was limited to 51% ownership and a bureaucratic
process.
In November 2011, India's central government announced retail reforms for both multi-brand
stores and single-brand stores. These market reforms paved the way for retail innovation and
competition with multi-brand retailers such as Wal-mart, Carrefour and Tesco, as well single
brand majors such as IKEA, Nike, and Apple. The announcement sparked intense activism,
both in opposition and in support of the reforms. In December 2011, under pressure from the
opposition, Indian government placed the retail reforms on hold till it reaches a consensus.
In January 2012, India approved reforms for single-brand stores welcoming anyone in the
world to innovate in Indian retail market with 100% ownership, but imposed the requirement
that the single brand retailer source 30 percent of its goods from India. Indian government
continues the hold on retail reforms for multi-brand stores. IKEA announced in January that
it is putting on hold its plan to open stores in India because of the 30 percent
requirement. Fitch believes that the 30 percent requirement is likely to significantly delay if
not prevent most single brand majors from Europe, USA and Japan from opening stores and
creating associated jobs in India.
Organised retailing, in India, refers to trading activities undertaken by licensed retailers, that
is, those who are registered for sales tax, income tax, etc. These include the publicly-
traded supermarkets, corporate-backed hypermarkets and retail chains, and also the privately
owned large retail businesses.
Unorganized retailing, on the other hand, refers to the traditional formats of low-cost
retailing, for example, the local mom and pop store, owner manned general stores, paan/beedi
shops, convenience stores, hand cart and pavement vendors, etc.
Organised retailing was absent in most rural and small towns of India in 2010. Supermarkets
and similar organized retail accounted for just 4% of the market.
3.1.1 Background:
India's retail and logistics industry, organized and unorganized in combination, employs
about 40 million Indians (3.3% of Indian population). The typical Indian retail shops are very
small. Over 14 million outlets operate in the country and only 4% of them being larger than
500 sq ft (46 m2) in size. India has about 11 shop outlets for every 1000 people. Vast majority
of the unorganized retail shops in India employ family members, do not have the scale to
procure or transport products at high volume wholesale level, have limited to no quality
control or fake-versus-authentic product screening technology and have no training on safe
and hygienic storage, packaging or logistics. The unorganized retail shops source their
products from a chain of middlemen who mark up the product as it moves from farmer or
producer to the consumer. The unorganized retail shops typically offer no after-sales support
or service. Finally, most transactions at unorganized retail shops are done with cash, with all
sales being final.
India in 1997 allowed foreign direct investment (FDI) in cash and carry wholesale. Then, it
required government approval. The approval requirement was relaxed, and automatic
permission was granted in 2006. Between 2000 and 2010, Indian retail attracted about $1.8
billion in foreign direct investment, representing a very small 1.5% of total investment flow
into India.
Single brand retailing attracted 94 proposals between 2006 and 2010, of which 57 were
approved and implemented. For a country of 1.2 billion people, this is a very small number.
Some claim one of the primary restraints inhibiting better participation was that India
required single brand retailers to limit their ownership in Indian outlets to 51%. China in
contrast allows 100% ownership by foreign companies in both single brand and multi-brand
retail presence.
Indian retail has experienced limited growth, and its spoilage of food harvest is amongst the
highest in the world, because of very limited integrated cold-chain and other infrastructure.
India has only 5386 stand-alone cold storages, having a total capacity of 23.6 million metric
tons. However, 80 percent of this storage is used only for potatoes. The remaining
infrastructure capacity is less than 1% of the annual farm output of India and grossly
inadequate during peak harvest seasons. This leads to about 30% losses in certain perishable
agricultural output in India, on average, every year.
Until 2010, intermediaries and middlemen in India have dominated the value chain. Due to a
number of intermediaries involved in the traditional Indian retail chain, norms are flouted and
pricing lacks transparency. Small Indian farmers realize only 1/3rd of the total price paid by
the final Indian consumer, as against 2/3rd by farmers in nations with a higher share of
organized retail.The 60%+ margins for middlemen and traditional retail shops have limited
growth and prevented innovation in Indian retail industry.
The Retail Business in India is currently at the point of inflection. As of 2008, rapid changes
with investments to the tune of US $ 25 billion were being planned by several Indian
and multinational companies in the next 5 years. It is a huge industry in terms of size and
according to India Brand Equity Foundation (IBEF), it is valued at about US$ 395.96 billion.
Organised retail is expected to garner about 16-18 percent of the total retail market (US $ 65-
75 billion) in the next 5 years.
India has topped the A.T. Kearneys annual Global Retail Development Index (GRDI) for the
third consecutive year, maintaining its position as the most attractive market for retail
investment. The Indian economy has registered a growth of 8% for 2007. The predictions for
2008 were 7.9%. The enormous growth of the retail industry has created a huge demand for
real estate. Property developers are creating retail real estate at an aggressive pace and by
2010, 300 malls are estimated to be operational in the country.
3.1.3 Growth after 2011
Before 2011, India had prevented innovation and organized competition in its consumer retail
industry. Several studies claim that the lack of infrastructure and competitive retail industry is
a key cause of India's persistently high inflation. Furthermore, because of unorganized retail,
in a nation where malnutrition remains a serious problem, food waste is rife. Well over 30%
of food staples and perishable goods produced in India spoils because poor infrastructure and
small retail outlets prevent hygienic storage and movement of the goods from the farmer to
the consumer.
One report estimates the 2011 Indian retail market as generating sales of about $470 billion a
year, of which a miniscule $27 billion comes from organized retail such as supermarkets,
chain stores with centralized operations and shops in malls. The opening of retail industry to
free market competition, some claim will enable rapid growth in retail sector of Indian
economy. Others believe the growth of Indian retail industry will take time, with organized
retail possibly needing a decade to grow to a 25% share.A 25% market share, given the
expected growth of Indian retail industry through 2021, is estimated to be over $250 billion a
year: a revenue equal to the 2009 revenue share from Japan for the world's 250 largest
retailers.,
The Economist forecasts that Indian retail will nearly double in economic value, expanding
by about $400 billion by 2020.The projected increase alone is equivalent to the current retail
market size of France.
In 2011, food accounted for 70% of Indian retail, but was under-represented by organized
retail. A.T. Kearney estimates India's organized retail had a 31% share in clothing and
apparel, while the home supplies retail was growing between 20% to 30% per year. These
data correspond to retail prospects prior to November announcement of the retail reform.
The Tata Group-Formats: Westside, Star India Bazaar, Steeljunction, Landmark, Titan
Industries with World of Titans showrooms, Tanishq outlets, Croma.
Reliance Retail-Formats: Reliance MART, Reliance SUPER, Reliance FRESH, Reliance
Footprint, Reliance Living, Reliance Digital, Reliance Jewellery, Reliance Trends,
Reliance Autozone, iStore
Reliance ADAG Retail-Format: Reliance World
K Raheja Corp Group-Formats: Shoppers Stop, Crossword, Hyper City, Inorbit Mall
Road Ahead
The BMI India Retail Report for the first quarter of 2012 released forecasts that the total
retail sales will grow from US$ 422.09 billion in 2011 to US$ 825.46 billion by 2015. The
report highlights strong underlying economic growth, population expansion, increasing
disposable income and rapid emergence of organised retail infrastructure as major factors
behind the forecast growth.
The report further predicts that sales through mass grocery retail (MGR) outlets will increase
by 219 per cent to reach US$ 28.14 billion by 2015 while automotive sales would swell by
almost 44.8 per cent from 3.6 million units in 2011 to 5.21 million units in 2015. Consumer
electronic sales are estimated at US$ 29.44 billion in 2011, with over-the-counter (OTC)
pharmaceutical sales at US$ 3.03 billion.
On the similar lines, global consultancy firm PricewaterhouseCoopers expects Indian retail
sector to be worth US$ 900 by 2014 in its report Strong and Steady 2011'.
Brief About Indian Retail Industry
Diagram 3.1
Table 3.1
500
496
400
421
300 368
321
278
200 238
201 204
100
0
1998 2000 2002 2004 2006 2008 2010 2012
3.2COMPANY PROFILE
The Organized retail industry in India did not evolve till the early 1990s. Until then, the
industry was dominated by the un-organized sector. It was a seller market, with a limited
number of brands, and little choice available to customers. Lack of trained manpower, tax
laws and government regulations all discouraged the growth of organized retailing in India
during that period. Lack of consumer awareness and restrictions over entry of foreign players
into the sector also contributed to the delay in the growth of organized retailing. This allowed
the un-organized sector to rule the Indian retailing industry. It was during this time that the
foundation of PRIL was laid by Biyani.
The history of PRIL can be traced to the mid -1980s, when Biyani, a commerce graduate quit
his family business of trading textiles and yarn to start manufacturing apparels. In 1987, PRIL
was incorporated as Manz Wear Pvt Ltd and manufactured readymade trousers under the
Pantaloon brand. On September 20,1991 , Manz Wear Pvt Ltd, went public and in 1992, the
name was changed to Pantaloon Fashions (India) Limited (PFIL). At that time , the company
was distributing its garments across India through multi-brand garments stores.
In 1992, the company inaugurated its first exclusive mens store called Pantaloons Shoppe
and by 1995, the number of stores had grown to 70, with most of them being franchisee
outlets . Biyani felt that the best way to realize the potential of the retail sector was to launch
departmental stores owned and managed by the company.
In august 1997, the first departmental store called Pantaloons was opened in the city of
Kolkata with an investment of Rs 0.7 million. Later the investment in this store was raised to
Rs 50 million and Rs 0.4 million was spent on advertising it, an unheard sum for a retailer to
spend on advertising at that time. The store was a success and recorded revenues of Rs 100
million within the first year of operations. It was the first retail store in India that marketed
apparel for the entire family, unlike other stores, which catered to a single market segment
such as men, women, or kids. In 1999, the companys name was changed to Pantaloon Retail
(India) Limited (PRIL).
2000
The company share transfer committee, have allotted 10, 00,000 No.of equity shares
of Rs. 10/- each at a premium of Rs. 33/- per share on privatePlacement basis to
ICICI Ltd. A/c. Structured Products Fund.
The total paid up capital of the company is 1, 25, 19,413 No. of equity shares of Rs.
10/- each, ICICI Ltd. A/c Structured Products Fund will be holding 7.99% of the
enhanced share capital.
Pantaloon Retail (India) Ltd. has launched stain free with Scotchgard, a new range of
formal shirts and trousers.
2002
Pantaloon Retail India Ltd has informed that the Board of Directors of the company
has allotted 40 lac equity shares to the promoters and their associates on preferential
basis at a price of Rs.31.50 per share.
Promoters sell 584098 shares
Pantaloon has launched a range of the movie-specific merchandise such as notebooks,
folders, pens, mouse pads etc.
Incidence of fire occurred at one of ATM centre in Maheshwari Plaza Mall/Big
Bazaar at Abids, Hyderabad.
Preferential Issue of 8,65,000 Equity shares of Rs.10 each at a premium of Rs.40 per
share to Promoters & Associates.
2003
Allotment of 8,65,000 equity shares to the promoters and their associates on
preferential basis at a price of Rs.50/- per shares as approved by the members of the
company at their meeting held on December 20, 2002
2004
Pantaloon Retail (I) Ltd. enters into Strategic alliance with ArvindBrands Ltd.
Pantaloon Retail calls off strategic alliance with Arcus Ltd.
Appoints Mr. Ved Prakash Arya as Chief Operating Officer. Mr. Arya will take
charge of the retail operations of the company.
Ties up Arvind Brands Ltd for Ruf&Tuf brand at its Big Bazaar outlets across the
country.
Pantaloon Retail (India) Ltd has signed a memorandum of understanding (MoU) with
K.J. Somaiya Institute of Management & Research Studies to offer a specialised
course in retail management.
Pantaloon join hands with Unitech for home stores chain
2005
The Pantaloon Retail has made an offer under Regulation 10 of the SEBI (SAST)
Regulations to the Public shareholders of Galaxy Entertainment Corporation Ltd
(Target Company) toacquire up to 2,542,400 fully paid equity shares of Rs 10/- each,
representing in the aggregate 20% of the Post issue voting capital at a price of Rs 51/-
(Rupees Fifty One only) per share (the Offer price) payable in cash subject to the
terms & conditions mentioned.
2006
Pantaloon Retail enters into an agreement with CapitaLand Singapore
2007
Pantaloon Retail India Ltd has entered into a 50:50 joint venture(JV) with Axiom
Telecom LLC, UAE, to do sourcing and wholesale distribution of mobile handsets,
accessories and setting up service centres and Authorised After Sales Service Centres
for mobile handsets in India.
2008
Pantaloon Retail (India) Ltd. has appointment Mr. Deepak Tanna as Deputy Company
Secretary and he shall be Compliance Officer with immediate effect.
Pantaloon Retail has inked a 50-50 joint venture pact with French apparel firm Celio
to add to its garment retailing in India.
The Company has issued Bonus Shares in the Ratio of 1:10.
Pantaloons India is one of the leading retailer stores of India, which operates numerous
formats of retail both in the lifestyle and value segment of the consumer market in India. The
company has its headquarters in Mumbai and operates more than 12 million sq. feet retail
space, with more than 1000 stores transversely in 71 Indian cities as well as employs more
than 30, 000 people. Pantaloon India is the subsidiary company of the Future Group, which is
considered as a business venture providing the needs and requirements of the Indian market
niche.
Pantaloon Retail India Limited is a leading Indian retailer, offering retail solutions for five
business segments - food, fashion and footwear, general merchandise, leisure &
entertainment and home. The Company operates in the value and lifestyle segments of the
Indian consumer market.
The Company operates through its multiple delivery formats like fashion store formats under
the Pantaloons brand, the seamless mall concept under the Central brand, hypermarket
formats under Big Bazaar, food & grocery format under the Food Bazaar brand and the home
segments solutions through formats like E-zone, Home Town and others.
The Company has also ventured into telecommunications retail and other lines of businesses
such as wellness and beauty as well as books and music. Some of its other formats include
Depot, Shoe Factory, Brand Factory, Blue Sky, Fashion Station, aLL, Top 10, mBazaar and
Star and Sitara. Its online venture includes a web-based portal, futurebazaar.com.
Pantaloons India, in association with The Future group shall deliver every time, everywhere,
and everything for every consumer of India in a profitable way.
Pantaloons India shares the belief that the potential stakeholders and customers shall be
provided by executing and creating future developments in the leading consumption space to
the economic development.
Mission
We share the vision and belief that our customers and stakeholders shall be served
only by creating and executing future scenarios in the consumption space leading to
economic development.
We will be the trendsetters in evolving delivery formats, creating retail realty, making
consumption affordable for all customer segments for classes and for masses.
We shall infuse Indian brands with confidence and renewed ambition.
We shall be efficient, cost- conscious and committed to quality in whatever we do.
We shall ensure that our positive attitude, sincerity, humility and united determination
shall be the driving force to make us successful.
Values
QUALITY POLICY:
With a focus on todays youth, Pantaloons offers trendy and hip fashion that defines their hopes
and aspirations. Our stores reflect our ideology: Fresh Feeling, Fresh Attitude, and Fresh
Fashion. We offer fresh collections that are visually stimulating thanks to appealing interiors
and attractive product display.
SERVICE PROFILE OF PANTALOON RETAIL INDIA LTD:
Pantaloon Retail is the flagship company of Future Group. The lines of business of Future
Group are:
E-commerce: Pantaloons website Futurebazaar.com has revolutionized the e-commerce
business in India. It offers a wide range of products at affordable prices. It has been named as
Best Indian Website 2007 in the Shopping category by PC World.
Food: In food business, the group offers a host of options. Food Bazaar - a chain of large
supermarkets; Brew Bar - a beer bar; caf Bollywood - a national chain of eateries; Chamosa
- a pan-Indian chain of snack counters, and Sports Bar - a bistro focused on the world of
sports.
Fashion: The group offers a variety of options in fashion. Its brands include aLL, Blue Sky,
Central, Etam, Fashion Station, Gini&Jony, Navaras, Pantaloons, and Top 10.
Table 3.2
Leisure & Entertainment: Options are: Bowling Co. - state-of-the-art premium family
entertainment Centre, offering multiple, novel and unique leisure and entertainment options;
F 123 - offers a wide range of gaming options ranging from bowling and pool to redemption
and interactive video games to bumper cars.
Wellness & Beauty: Options are: Health Village - a state-of-the art spa and yoga Centre;
Star &Sitara: Beauty salon for men and women; Tulsi - provides access to the best allopathic,
ayurvedic and homeopathic medicinal products; Turmeric - offers beauty products like colour
cosmetics, fragrances, herbal and specialty skin items, hair products and bath accessories.
Books & Music: Future Group's brand - "Depot" offers Books, CDs, and stationery items.
Pantaloons operate nationally throughout the India in the major cities. Pantaloons serve
customers in 85 cities and 60 rural locations across the country through over 15 million
square feet of retail space.As Indias leading retailer, Pantaloon Retail inspires trust through
innovative offerings, quality products and affordable prices that help customers achieve a
better quality of life every day.
Pantaloon Retail is the flagship company of Future Group, Indias retail pioneer catering to
the entire Indian consumption space. Through multiple retail formats, Pantaloons connect a
diverse and passionate community of Indian buyers, sellers and businesses. The collective
impact on business is staggering: Around 220 million customers walk into our stores each
year and choose products and services supplied by over 30,000 small, medium and large
entrepreneurs and manufacturers from across India. This number is set to grow
3.2.7 BOARD OF DIRECTORS
Shoppers Stop
Shoppers Stop is an Indian department store chain promoted by the K Raheja Corp Group
(Chandru L Raheja Group), started in the year 1991 with its first store
in Andheri, MumbaiShoppers 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. Shoppers Stop is listed on the BSE. In 2011, Shoppers Stop has 97 stores
in India.
Tata Group
Tata group is another major player in Indian retail industry with its subsidiary Trent, which
operates Westside and Star India Bazaar. Established in 1998, it also acquired the largest
book and music retailer in India Landmark in 2005. Trent owns over 4 lakh sq. ft retail
space across the country.
RPG Group
RPG Group is one of the earlier entrants in the Indian retail market, when it came into food &
grocery retailing in 1996 with its retail Foodworld stores. Later it also opened the pharmacy
and beauty care outlets Health & Glow.
Reliance
Reliance is one of the biggest players in Indian retail industry. More than 300 Reliance Fresh,
reliance trends stores and Reliance Mart are quite popular in the Indian retail market. It's
expecting its sales to reach ` 90,000 crores by 2011.
AV Birla Group
AV Birla Group has a strong presence in Indian apparel retailing. The brands like Louis
Phillipe, Allen Solly, Van Heusen, Peter England are quite popular. It's also investing in other
segments of retail. It will invest `8000-9000 crores by 2011.
Welspun
Welspun Retail Ltd Indias first and only organized retail company in the home segment
based in Mumbai, Maharashtra. It is a part of the 7,686.55 crore (US$1.46 billion) Welspun
Group. It was incorporated in 2006, to promote Welspun products. It retails its products
through its two brands: Welhome and Home Dcor. It main products includes home
furnishing such as bed, bath, kitchen, dining and living items. It has more than 200 stores and
60 Spaces stores across 120 cities with plans to open another 900 stores with over a million
sq.ft. of retail space in India in over 235 cities and town.
Trent (Westside)
Trent is the retail arm of the Tata group. Started in 1998, Trent operates Westside, one of the
many growing retail chains in India based in Mumbai, Maharashtra.
Megamart
Megamart, is a retail-value clothing store based in 60 cities of India and having around 160
divisions. It is one of the biggest clothing stores in the country and has also received attention
from the media because of its growing popularity. It was founded in 1996 by the Arvind Ltd.
foundation and has grown to a very great extent.
Organised retailing in India witnessed a gross turnover of USD 320 billion in 2008. Although
this figure is low compared with other developed economies, industry experts expect the
growth rate of this sector at 35% until 2012. At present, about 300 malls are operational at a
Pan-India level with a total area of 19 million sq ft. As per the current estimates, about 300
additional malls are expected to be constructed across the country by 2012.specific to
individual malls. We anticipate that the success of Indian malls will not only be achieved by
housing the biggest and the best mix of retailers, but also by setting up new standards and
procedures in mall management that will provide a platform to differentiate its products and
services from competitors.
Globally, mall management broadly includes: positioning a mall zoning formulating the
right tenant mix and its placement in a mall promotions and marketing facility management
infrastructure, traffic and ambience management, financemanagement. Malls success in the
future,however, a sense of concern was expressed over the following challenges to the Indian
retail market:
Lack of quality locations, shortage of trained staff, rising rental values mall management. The
first three concerns can be classified as external factors, whereas mall management is
internal. External factors are common to all players in the Indian retail industry
Positioning also refers to the location of the shopping mall. A good location defined in terms
of factors like ease of access via roads, good visibility, etc. is considered as one of the prime
prerequisites for a mall. Although other activities such as trade/tenant mix can be revisited or
redefined, the location remains fixed, making it an imperative factor for a mall.
Traffic Management Traffic management includes managing foot traffic into the mall and
parking facilities. Foot traffic management involves crowd management inside the
operational area of a mall. The flow of people is related to the design of the mall and the
spatial distribution of its tenants.
Finance management
cash receipts and collection of income including rentals, service charges, car park receipts,
electricity and other utility income developing accounting systems to track the ageing of
debts, payment delay patterns, bad debts and payment of all invoices and expenseseveloping
standard financial templates so that a detailed annual property budget is preparedat times,
organising resources to deliver an efficient and effective annual external audit
Purchasing
Retail store managers often handle purchasing duties for their specific outlets. In larger
organizations, purchasing may be centralized, with front-line managers only responsible for
reporting inventory levels to the main office. It is more likely in smaller retail businesses,
however, that store managers will handle all purchasing activities themselves. Retail
employees regularly take stock of the inventory they have on hand, including goods on the
shelf as well as inventory in storage areas. Customizing company procedures to suit their own
management styles and the specific needs of their individual outlets, managers place orders
with suppliers either on a regular basis or when they reach an optimum re-order point for a
specific item to ensure their outlets are always fully stocked.
Handling Inventory
Inventory handling duties can be a part of everyone's job in a retail store. Handling begins
with receiving shipments, which includes unpacking boxes, sorting received items, and
disposing of boxes and packing materials. Store employees store new inventory items
according to company policies -- usually following the first in, first out rule -- and restock
inventory on the shelves whenever it is needed. Store associates are responsible for
maintaining the aesthetic appeal of inventory items in the store by straightening items after
customers handle them, making sure all items are clean and free of dust, and occasionally re-
organizing shelves and displays to give the store a fresh look and feel to keep customers
engaged and interested while shopping.
Customer Service
Customer service is the core element of retail store operations, and it is the lynchpin that
holds the entire workflow together. The fundamental purpose of a retail store is to provide an
outlet for customers to view, handle and purchase items, which means all activities in a retail
store ultimately revolve around customer service. Customer service in a retail store can be
broken down into three categories: in-store assistance, transaction processing and handling
complaints. In-store assistance involves helping customers to find what they are looking for
without a hassle. Transaction processing includes ringing up transaction totals, accepting
payments and packaging items for the customer to take home. Handling complaints includes
dealing with product returns, short-change claims, potential issues arising between customers
and store staff, and general dissatisfaction with the store's service or products.
Accounting
Individual retail outlets report all that they do to a main office. One major component of retail
workflow is regularly reporting financial information to the accounting department. Store
managers send daily updates to report sales numbers, refunds, lost inventory, hourly payroll
data and information on bank deposits before the workflow cycle begins again the next day.
Keeping in mind the growing market of organized retail as well as the growing competition
the company is planning to take the following initiatives.
1) One of the strategies that Pantaloon is pursuing for the future is the wide scale
expansion of the established retail formats into new geographies and territories. The
focus is more on Pantaloons, Big Bazaar and Food Bazaar formats. Especially with
Big Bazaar the company is planning to expand in the tire II and tire III cities. It has
become a rat race among the large retailers as to who comes up with their store first in
these cities.
2) Pantaloon at the same time plans to capture the changing consumption trend. This it
plans to do so by experimenting with new formats and specialty formats.
3) Increase retail space by around 6 million sq. feet in the current financial year.
4) Since location is a very important factor in retail the company is acquiring real estate
at prime locations. However the surge in real estate prices has affected the plans of the
company. The company has already acquired 23 million sq. feet of retail space which
it plans to make operational on or before 2017.
FUTURE GROWTH
Indias largest listed retailer, Pantaloon, is expected to record a sales growth of 20 to 25 per
cent over the next two years on the back of aggressive expansion as well as a robust same
store sales growth. The company is also planning to team up with Carrefour, the worlds
second largest retailer after Wal-Mart, to set up its branded stores in India.
The company which currently operates about 16 million sq. ft. of space is expected to add
about 1.5 million to 2 million sq. ft. of retailing space annually over the next two years. On
the back of capacity addition as well as strong same store sales growth across formats (value,
lifestyle and home), the company expects to grow its sales by 25 to 30 per cent in 2011-12.
The completion of the restructuring process and the companys focus on its core retail
operations will help it improve cash flow and profits.
The group also plans to expand other subsidiaries including Central, a mall concept spanning
0.58m sq. ft.; and Big Bazaar, hypermarkets spanning 0.76m sq. ft. The company is also
reportedly planning to open 20 stores of Fashion@Big Bazaar this year.
Future Group plans to invest INR 900 crore ($195.354) to open stores in the next three years.
Biyani indicated that the group will develop around 3m sq. ft. of space, of which Big Bazaar
will account for 70%.
STRATEGY
The business strategy of Pantaloon Retail has been to capture the entire consumption space of
the Indian consumers. The company has moved from one retail business to another, keeping
in pace with the changing needs and aspirations of the Indian consumer. They company
which primarily started as a garment retailing company has moved into multiple businesses
on the backdrop of the endless opportunities being provided by the growing Indian economy.
The company has adopted a strategy to serve all segments of the Indian Consumer market
whether it is lifestyle stores like Pantaloons that aims to offer customers enhanced shopping
experience or value format stores like Big Bazaar which follows a strategy of always
providing at the lowest possible prices as well as the convenience of finding everything under
one roof.
The company has adopted a strategy of catalyzing consumption and not just capturing it. The
company follows a strategy of discovering new customers, new markets, new geographies
and new business possibilities.
STRUCTURE
Structure is the organizational structure or the hierarchy of the organization that comprises
of the authority, responsibility and relationships in the firm. This function of framework is
concerned with direction of the delegation of authority, organizational structure whether flat
or tall and the degree of centralization or decentralization.
SYSTEM
Considering this scale of expansion, technology plays a significant facilitating role. The
introduction of SAP in 2005-06 and its roll out during the year positively impacted the
business. Big Bazaar has initiated the process of Auto Replenishments Systems, thus
improving operational efficiencies and productivity. The company has also rationalized
nearly 250 vendors through better vendor management in terms of potential to expand, and
for inclusion and up gradation to the online B2B platform.
STAFF
Pantaloon has been successful in keeping its workforce of 25000 highly satisfied and
motivated. The company has an attrition rate of 8.12%, much below industry levels.
Pantaloon would not have been able to expand and have the same level of success without
hiring and taking care of quality employees. Some of Pantaloon human resource activities
include employee advancement, employee recruitment on college universities, and employee
training and development. Additionally, while most firms in retail facing talent crunch
Pantaloon has tied up with various college and institutes to ensure it has fresh supply of talent
at its disposal. Close to 46% of the employees in the organization are women and the average
age within the organization is 27 years.
The company has a adopted a policy of collaborating on joint degree programs with 15
management schools, design institutes and institutes of higher learning in areas like food
business, supply chain management, design experience management etc. This Seekho
programme for the external and internal candidates ensures a steady stream of mid-level, well
trained retail professionals every year. The companys Gurukool programme provides the
front-end employees an opportunity to imbibe the companys values and a sense of
ownership to the company.
SKILLS
Pantaloon by tying with various management institutes in India has ensured that it has
sufficient inflow of managerial skill required. In addition to that the human resource
department undertakes various training and development programs to ensure that the
employees have the necessary skills to discharge their responsibilities.
Also another area where Pantaloon scores over its competitors is its bargaining skills. It has
been able to ensure higher margins for itself from the suppliers. Also the supply chain skills
of the company are among the best in the Indian retail sector. The company carefully
rationalizes its vendors. For instance, Pantaloon buys its dry staples directly from millers for
its Food Bazaars; it is now experimenting with contract farming, too, to lower its cost
structure.
STYLE
At Pantaloon, empowerment and freedom of work is clearly apparent. This can be seen with
various category managers at each store level being empowered with taking all decisions with
respect to their departments from deciding inventory levels to placing replenishment orders.
Out of the Box thinking has become a way of life at Pantaloon and living with the change, a
habit. Such a culture in necessary to go in line with the organizational strategy of exploiting
changing consumer aspirations. In the quest of creating an Indian model of retailing,
Pantaloon has taken initiatives to launch many retail formats that have come to serve as a
benchmark in the industry. The management is very dynamic and does not focus or focus of
predicting future but rather believes in creating the future.
SHARED VALUES
The Future group as the name suggests believes in exploring areas yet unexplored. Writing
rules yet unwritten as well as creating new opportunities have been the building blocks of its
success. The group does not believe in waiting for the future to unfold itself rather it believes
in creating future scenarios. The group does not just spots trend but also creates them.
While doing all these, the following core values are shared and transpires among everyone in
the organization
The data obtained from the questionnaire were analysed with the suitable statistical tools, the
results were presented in tabular & graphical form as per the objectives in the study through
the following subheadings;
As per the objectives an effort was made to understand the customer profile of the people
who visits the Pantaloon stores and are presented in the following tables;
Source: Questionnaire
40
35
30
Percentage
25
20
15
10
0
18-30 30-45 45-60 60 & Above
Percentage 39 25 21 15
Interpretation
The above table reveals that 39% of the respondents were in age group of 18-30, 25% were
30-45, 21% were 45-60 and 15 % of them were 60 and above.
Source: Questionnaire
100
90
80
70
60
50 91 Percentage
40
30
20
10 6 3
0
Hindu Muslim Others
Interpretation
The above table reveals that majority (91%)of the respondents were Hindus followed by 6%
Muslims and three % others.
Interpretation
In the above table we can see that 27 % respondents were businessmen, 49% of them were
employees and 22% were housewives.
49
50
45
40
35
27
30
22 Percentage
25
20
15
10
5
0
Businessman Employee Housewife
No of respondents Percentage
Type of store
45 45.00
Hyper Market
27 27.00
Super Market
28 28.00
Convenience Store
100 100.00
Total
Source: Questionnaire
Graph 4.4: Purchase0of fooditems of the Respondents
28%
27%
Interpretation:
From the table we can see that 45% of respondents go to hypermarkets followed by 28%
supermarkets and 27%preferred convenience stores for their purchase of food items.
Source: Questionnaire
Graph no. 4.5 Frequency of Purchase of Non-food Items
60
50
40
30 55 Percentage
20
20 17
10
8
0
Once in month Twice in a Once in a week Twice in a week
month
Interpretation:
From the table it was observed that 55% of the respondents had a habit of buying product
once in a month. 20% of the respondents purchase twice a month others once or twice a
week.
Source: Questionnaire
Graph no. 4.6 Reason for purchase from that place
60
50
40
30
52 Percentage
20
33
10
10
0 5
Convenience No alternatives Good Availability of
relationships many items
Interpretation
From the table we can see that majority of the people purchase from the same place mainly
because of availability of many items at a time under the same place. Another 33% of the
respondent has opted because of convenience. Very few people have opted for good
relationship, few people buy from that place because of no alternatives.
Pantaloon 70 70.00
Reliance 71 71.00
More 65 65.00
80%
60%
0%
Pantaloon Life Style Reliance More Soppers' Stop West Side
Interpretation:
The above table reveals that Pantaloons, Life Style, Reliance, More and Shoppers Stop were
found to be very popular retail stores. However, Westside seems to be less popular among all
the available stores in the Bangalore city.
No of respondents Percentage
Name of the stores
19 19.00
Life Style
18 18.00
Pantaloon
8 8.00
West Side
20 20.00
Shoppers Stop
12 12.00
Reliance
8 8.00
Big Bazaar
15 15.00
Central
100 100.00
Total
Source: Questionnaire
Interpretation:
From the table we can see that Shoppers Stop has a high customer value in regards of non-
food items followed by other competitors. In this section the poor performers are West side
and Big Bazaar.
25%
20%
15%
Parents/relatives 20 20.00
Internet 7 7.00
Others 20 20.00
Source: Questionnaire
100
53
50
20
0 7 20
Percentage
Interpretation:
From the table we can see that majority of the respondents came to know about Pantaloons by
their friends ie. 53%, 20% from their parents and relative as well as others(like
advertisements, mall etc) and 6% from the internet.
Reliability 4 4.00
Source: Questionnaire
100
90
80
70
60
50 Percentage
40
30
20
10
0
Reliability Customer Availability of All the above
Service products
Source: Questionnaire
Interpretation:
The above table reveals that 4% of the respondents says that Pantaloons was famous for
reliability, 3% said customer service, 2% opined that availability of products but the majority
of them ie. 91% said all the above.
4.3 SHOPPING EXPERIENCE AND THE LEVEL OF SATISFACTION AT
PANTALOON STORES
Source: Questionnaire
Note: Recorded multiple responses from the respondents & figures in bracket shows the percentage of
respondents.
98
96
94
92
Percentage
98
90
95
88
89
86
84
Joyful Experience Value for Money Better Discounts & Offers
Interpretation:
The above table represents that 98 % of respondents had joyful Experience, 95% opined
value for money and 89 % found better discounts & offers comparing to other stores.
Table4.12: Customer Satisfaction towards Pantaloon with respect to the selected
parameters (Percentageof Respondents)
Note: Recorded multiple responses from the respondents & figures in table shows the percentage of
respondents.
Source: Questionnaire
Note: Recorded multiple responses from the respondents & figures in bracket shows the
percentage of respondents.
120
Graph no. 4.12 Customer Satisfaction towards Pantaloon
100 2
9 16
16
80 37
32 51 22
60
Note: Recorded multiple responses from the respondents & figures in bracket shows the
percentage of respondents.
90 Graph no. 4.13: Problems Faced by the Customers at Pantaloons
78
80
70
63
60 57
50
43
38
40
31
30 27
19
20
10
Percentage
Interpretation
The above table reveals that57% of respondents said that they are paying higher prices, 63%
said no availability of medium range products, 31% were facing problems with the sizes,
78% of respondents were facing problem in billing, 27% said that they were facing poor
services, 38% of them were not happy with the gift wrapping facility, 43% said non-
availability of coins for the balance money and 19% of respondents were dissatisfied because
of the bad attitude of the staff.
Chapter 5
FINDINGS, SUGGESTIONS & CONCLUSIONS
5.1 FINDINGS
39% of the respondents were in age group of 18-30, 25% were 30-45, 21% were 45-
60 and 15 % of them were 60 and above.
Majority of the respondents were Hindus ie. 91% followed by 6% Muslims and 3%
others.
27 % respondents were businessmen, 49% of them were employees and 22% were
housewives.
Shoppers Stop has a high customer value in regards of non food items followed by
other competitors. In this section the poor performers are West side and Big Bazaar.
55% of the respondents have a habit of buying product once in a month. 20% of the
respondents purchase twice a month others once or twice a week.
Majority of the people purchase from the same place because of availability of many
items at a time under the same place. Another 33% of the respondent has opted
because of convenience. Very few people have opted for good relationship, few
people buy from that place because of no alternatives.
Pantaloon, Life Style, Reliance, More and Shoppers Stop are very popular retail
stores but west side has very less popularity.
Majority of the respondents came to know about Pantaloons by their friends ie. 53%,
20% from their parents and relative as well as others (like advertisements, mall etc)
and 6% from the internet.
4% of the respondents says that Pantaloons is famous for reliability, 3% says
customer service, 2% says availability of products but the majority of them ie. 91%
says all the above.
Majority (95%) of respondents think that shopping at Pantaloon is value for money,
but other 5 % are not agreeing to them.
Majority (89%) of respondents think that shopping at Pantaloon has better discounts
and offers then others, but other 11% are not agreeing to them.
59% of respondents were satisfied with the ambience followed by 82% by location,
27% from staff services, 37% from parking reimbursement and 62% from shopping.
32% of them were moderately satisfied from ambience followed by 16% by location,
36% from staff services, 12% from parking reimbursement and 22% from shopping.
9% of respondents were satisfied with the ambience followed by 2% by location, 37%
from staff services, 51% from parking reimbursement and 16% from shopping.
57% of respondents said that they are paying higher prices, 63% said no availability
of medium range products, 31% were facing problems with the sizes, 78% of
respondents were facing problem in billing, 27% said that they were facing poor
services, 38% of them were not happy with the gift wrapping facility, 43% said non-
availability of coins for the balance money and 19% of respondents were dissatisfied
because of the bad attitude of the staff.
5.2 SUGGESTIONS
The study shown that the respondents visiting to the non-food stores profile includes
the age group of 18-45 (64%) and more than 45years (36%) and majority of them
were employees (49%) followed by businessmen (27%) and housewives
(22%).Therefore Pantaloons may think of attracting young & middle age groups than
the older ones and this category probably can be attracted through offering more and
more discounts & offers.
It was also observed that majority of the respondents visiting to these stores were
Hindus (91%), hence company can think of attracting other religions by keeping
different range of products exclusively used by these religions such as Sikh, Christian
and Muslims.
Since Shoppers Stop has got higher customer value than other retailers especially in
terms of non-food category, Pantaloons should identify their bottlenecks and improve
its performance for increasing its market share.
The results show that 55% of the respondents had a habit of buying product once in a
month and 20% of them purchase twice in a month. Therefore, company should offer
discounts and offers twice a week to attract customer walk-ins even in the week days
rather than only in weekends.
As majority of the respondents purchase repeat theirpurchases from the same place
because of the availability of many items under one roof (52%), followed by the other
reasons such as convenience (33%), good relationship (10%) andno alternatives (5%).
Therefore, company should keep all these things in mind before opening their stores
in any other places.
Pantaloons seems to be one amongmany other retailers such as Life Style, Reliance,
More and Shoppers Stop. Hence,it should maintain the same popularity for the
betterment in the future.
In Bangalore city respondents are aware of different brands of retail stores are available in
market. Among different brands of retail top 5 brands are as Shoppers Stop, Lifestyle,
Pantaloons, Central and Westside. All retail companies are doing very effective marketing
due to cut throat competition among lifestyle brands.
In the study it was found that majority of the respondents thought that shopping at Pantaloon
is a joyful experience, value for money and better discounts and offers. It shows that
respondents have a positive feedback in their minds about the company and hence it need to
maintain the same feedback for the future.
Customers are concentrated on many parameters of the products like quality, price and brand
name etc, most of the respondents were happy with the services of Pantaloons and buying
from the store but still they have point out some problems like improve and upgrade in terms
of higher prices, availability of medium range products, billing, services, gift wrapping
facility, non- availability of coins and bad attitude of the staff.
The retail industry is one of the fastest growing segments of the economy. As one of the
nations largest employers, the retail industry provides excellent business opportunities.
Chapter 6
BIBLIOGRAPHY
Book Referred
http://www.entrepreneur.com/downloads/guides/1821_retail_store_ch1.pdf
http://www.ascomp.in/DownLoad/Case%20Study%20Retail.PDF
http://www.wekepedia.com
http://www.futureretail.co.in
Company Data
Journal
YU CHIHCHING AND CONNOR, J. M., 2002, The price-concentration relationship in
grocery retailing: retesting Newmark, Agribusiness New York, 18(4): pp. 413-426.
SUNDAR, K., 1997, Store image of Saravana Bava Supermarket in Cuddalore district - (A
RUDOLPH, T., BUSCH, A. AND BUSCH, S., 2000, Retail failures and recovery strategies
Questionnaire
Mobile. No. .
Occupation...
Expenses (Rs/month) on
a. Food..
b. Non-food...
Purchase pattern:
1. 2.
3. 4.
a. Supermarkets
b. Discount Store
c. Hypermarket
d. Convenient store
a. Friends
b. Parents/relatives
c. Internet
d. Others
a. Reliability
b. Customer service
c. Availability of products
d. All the above
10. Do you think Pantaloon has got its competitors, if yes name the competitors you
know for the same
a.
b.
c.
a. yes b. no
a. yes b. no
13. Does Pantaloon give better discount/offers than other retail outlets?
a. yes b. no
Score from one to five for the questions------- 14-18
1- very poor, 2- poor, 3- good, 4- very good, 5- excellent
14. How much satisfied are you with the Staff at PANTALOON?
Score-
15. How much satisfied are you with the Ambience of PANTALOON?
score
16. How much satisfied are you with the Location of Pantaloons?
Score-
17. How much satisfied are you with the Parking reimbursements provided by Pantaloons?
Score-
Score-
1.
2.
3.
4.
20. Please, suggest some solutions to overcome from those problems by you at Pantaloon?
1.
2.
3.