Master of Business Administration: Project Oncustomer Services Provided by Big Bazaar

COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE
PROJECT ONCUSTOMER SERVICES PROVIDED BY

BIG BAZAAR
A Project Report submitted to Srinivas University in Partial Fulfillment of the

requirement for
The Award of Degree in

Master of Business Administration
By
ABRAR KALKERI
REG No: 2SU18MB801
Under the Guidance of

Mr. Sagar Srinivas
College of Management & Commerce,
City Campus, Srinivas University
SRINIVAS UNIVERSITY
Mukka, Mangalore - 574146
2020 – 2021
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ACKNOWLEDGEMENT
The credit of making this study report a accomplishment goes to many individuals for their
supervision & help. However first & foremost I would like to thank the Almighty God for his
blessing.
I am very thankful to Dr. P.S Aithal, vice chancellor, college of Management & commerce,
Srinivas University for giving me the opportunity of carrying out this project work.
I am very thankful to Dr. Shailashri VT, Head of department, college of Management &
Commerce for providing me the proper format and guidance of the project work
I am thankful to the college-College of Management & Commerce, Srinivas University for

having given me an opportunity to carry out my winter Internship program for a period of
one month as part of my MBA curriculum.
I am very grateful to my project guide Mr. Sagar Srinivas, Faculty at Srinivas Institute of
Management Studies Pandeshwar, Mangalore. For guiding me, for this project, with his
marketing inputs.
I express my heartfelt gratitude to Mr. Mr. Faizal Rehman (Manager) BHAWAR

LIFESTYLE PUMA SHOWROOM Manager of PUMA for giving me an opportunity to
carry put an internship under his guidance at & other staff members for their direct and
indirect support.
ABRAR KALKERI
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DECLARATION
I, Mr. ABRAR KALKERI student of MBA, Belonging to college of management and

commerce, Srinivas University, declare that this project Report/ Dissertation entitled “The
PROJECT ON CUSTOMER SERVICES PROVIDED BY BIG BAZAAR is the result of
project/dissertation work done by me under the supervision of Mr. Sagar Srinivas, Lecturer,
at College of Management and commerce, Srinivas University.
I am submitting this Project Report / Dissertation in partial fulfillment of the requirement for
the award of the degree of Master of Business Administration by the Srinivas University
during the academic year 2019-2020
I declare that this project report has been tested for plagiarism, and has passed the plagiarism
test with the similarity score less than and it satisfies the academic requirements in respect
of project work prescribed for the said degree.
I further declare that this project/ dissertation report o any part of it has not been submitted
for award of any other Degree/ Diploma of this university or any other University/ Institution
(Signature of the candidate)
Date:
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CERIFICATE
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ABSTRACT
CUSTOMER SERVICES are all what the company does for the satisfaction of its customer.
They help to gain higher profit from sold product. It is the provision of services to customer
before, during and after a purchase. Customer services is a series of activities designed to
enhance the level of customer satisfaction –that is, the feeling that a product or services has
met the customer expectations”
Customer services play an important role in an organisation’s ability to generate income and
revenue. From that perspective, customer services should be included as part of an overall
approach to systematic improvement. A customer services experience can change the entire
perception a customer has of the organisation
Customer support is a range of customer services to assist customers in making cost effective
and correct use of product. It includes assistance in planning, installation, training, trouble
shooting, maintenance, upgrading and disposal of product.
A multi task position drawing on extensive CUSTOMER SERVICES= experience to advance

a proven track record for developing and maintaining key accounts and improving
departmental efficiencies.
Big bazaar is a new type of market which came into existence in India since 1994. It is owned
by pantaloon retail India Ltd. It is a type of market was various kinds of products are
available under one roof.
Key words: customer services, customer expectations, customer satisfaction
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TABLE OF CONTENTS
CHAPTER PARTICULARS PAGE

NO
I INTRODUCTION
 Introduction to customer services 1-15
 Literature Review
II INDUSTRY PROFILE AND COMPANY PROFILE

 Introduction to Retail Industry 17-48
 About BIGBAZAR
III RESEARCH DESIGN
49-50
 About the present Study
 Objectives of the Study
 Limitations of the Study
IV DATA ANALYSIS & INTERPRETATION 51-75
V FINDINGS 76-77
VI SUGGESTIONS AND CONCLUSION 78-80

BIBLIOGRAPHY 81-83
ANNEXURE/APPENDIX 84-86
 Questionnaire
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LIST OF TABLES
S.No Title Page

No
1 Age 52
2 .Gender 53
3 Marital status 54
4 The store has modern looking equipment’s and fixtures 55
5 Material associated with this store service (such as shopping bags, catalogs, or 56
statement are visually appealing)
6 The store layout at this store makes it easy for customers to find what they need 57
7 The store layout at this store make it easy for customer to move around 58
8 This store provides plenty of convenient parking for customer 59
9 Employees in this store have the knowledge to answer customers questions 60

10 The behavior of employees in this store instills confidence in customers 61
11 Customers feel safe in their transactions with this store 62
12 Employees in this store give prompt service to customer 63
64
13 When a customer has a problem, this store shows a sincere interest in solving it
14 . This store gives customers individual attention 65
15 Employees in this store are consistently courteous with customers 66
16 Employees of this store are able to handle customer complaints directly and 67
immediately
17 This store offers high quality merchandise 68

18 How often do you visit bigbazar 69
19 The store layout at this store makes it easy for customers to find what they need. 70
Cross tabulation
20 Chi-Square Tests 71
21 Correlation Co-Efficient 72
21 This store provides plenty of convenient PARKING FOR CUSTOMER 73
22 When a customer has a problem, this store shows a sincere interest in solving it 75
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LIST OF GRAPHS
S.No Title Page

No
1 Age 52
2 .Gender 53
3 Marital status 54
4 The store has modern looking equipment’s and fixtures 55
5 Material associated with this store service (such as shopping bags, catalogs, or 56
statement are visually appealing)
6 The store layout at this store makes it easy for customers to find what they need 57
7 The store layout at this store make it easy for customer to move around 58
8 This store provides plenty of convenient parking for customer 59
9 Employees in this store have the knowledge to answer customers questions 60

10 The behavior of employees in this store instills confidence in customers 61
11 Customers feel safe in their transactions with this store 62
12 Employees in this store give prompt service to customer 63
64
13 When a customer has a problem, this store shows a sincere interest in solving it
14 . This store gives customers individual attention 65
15 Employees in this store are consistently courteous with customers 66
16 Employees of this store are able to handle customer complaints directly and 67
immediately
17 This store offers high quality merchandise 68

18 How often do you visit bigbazar 69
19 This store provides plenty of convenient PARKING FOR CUSTOMER 74
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CHAPTER N.O: 1
INTRODUCTION
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INTRODUCTION TO CUSTOMER SERVICES

Customer satisfaction is the backbone of any service industry. It is the customer that can
bring prosperity and success to any organization. So, it is important to satisfy the myriads
needs of the customers. Life insurance industry is one such industry where customer
satisfaction is of utmost importance. In any activity of life there is a possibility that a desired
event may fail to occur and that pecuniary (financial) loss may arise. In adventures by sea the
ship may fail to make the port (remember Titanic!); or the cargo may be damaged or lost. In
the adventure of life itself, the life may fail and death may occur, causing suffering to
dependents. Human life is really unpredictable. Death comes to all sooner or later, and it is
the only truth in this world. The rest as they say is all Maya (illusion). So if death is the only
truth, then why do we ignore the implications of the event? Because of the nature of its
permanence, and all pervasive; death requires understanding the financial implications on the
dependents. Life insurance is therefore the most important of all forms of insurance. Its
significance pales the other forms of not just insurance but also all investment instruments.
The theory of insurance, in general terms, may be expressed to mean that the good fortune of
the many compensates for the misfortune of the few.
The consequences of such misfortunes cannot be in many instances borne by the individual,
and so the insurance company is prepared to shoulder the burden of these consequences in
exchange for an assessed payment for the risk undertaken. Those who avail themselves of
this service know that such misfortunes will occur but do not know to whom, and when, and
they are willing to make such contributions to a common fund to buy the right to be
compensated of misfortunes if they should befall them. Over the years, the insurance industry
has provided succor to person and business that experience disaster in varying proportion. It
played a positive role in stimulating activities in all areas of human life and investment with
economic importance of reducing the financial implication of disasters, thereby, creating a
sense of security which encourage people to engage in commercial activities irrespective of
degree of uncertainty and provides a crucial service which has helped to place back life to
better or last position before the advent of risk.
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The dramatic increase in competition within the insurance sector and the needs of insurance
by people has concurrently resulted in more policy options being available in Indian market.
Also, individuals make decision each time relative to the perceived risk in similar situation
due to differences in their attitudes towards risk, while in some cases two individuals facing
the same situation may react differently but still behave rationally due to financial instability
and some are different because of differences in opinion and interpretation of risks.
These leads to the problems encounter by insurance consumers in making a rightful choice
as well as satisfaction to be derived from a product or service provided by insurance
companies. In today‘s competitive world, measurement of customer satisfaction has become
a key performance indicator of an organization and valuable management tool for companies
to expand their current customer relationships and remain competitive. Customer‘s needs and
requirements have been changed substantially over the last few decades. With the increase in
complexities of life, the requirements of customers have also become complex and diverse.
Customers not only buy the products but also the bundle of needs and emotions. Companies
should plan and offer products which can assist their customers in fulfilling their exact set of
needs. Hence, insurance companies must move from selling insurance to changing need
identification and offering suitable products to satisfy those.
It cannot be denied that insurance is the backbone of a country‘s risk management system.
Risk is inherent part and parcel of our lives. None of us know what is going to happen to us
in the future but what we do know is that accidents happen. This is the simple idea that the
insurance industry is founded on. The insurance industry in India has changed swiftly in the
turbulent economic environment throughout the world. Indian insurance companies have
become competitive in nature and are undoubtedly serving customers in manifold ways. The
insurance providers offer a variety of products to businesses and individuals in order to
provide protection from risk and to ensure financial security.
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They are also an important component in the financial intermediation chain of a country and
are a source of long-term capital for infrastructure and long-term projects. Through their
participation in financial markets, they also provide support in stabilizing the markets by
evening out any fluctuations.
Customer satisfaction defined by Philip Kotler

Philip Kotler defines customer satisfaction as a ‘person’s feeling of pleasure or
disappointment, which resulted from comparing a product’s perceived performance or
outcome against his/her expectations’. Although Kotler uses abstract terms like pleasure and
disappointment, the definition is by no means ambiguous.
Customer satisfaction = f(perceived performance, buyer’s expectations)

Here, customer satisfaction is a function of perceived performance and expectations.
Perceived performance is the consumer’s belief about the product or service experience.
Buyer’s expectations, on the other hand, are influenced by:
 Performance of the product in the recent past
 Word of mouth, recommendations or testimonials
 Reviews
 What competitors say about the product or service
 What its own marketers promise
According to this definition, the satisfaction goals are established by the customers
themselves before they set out to make a purchase. This is also why they start looking for
more information at this point — reviews, comparisons, alternatives, etc.
Your website, content marketing efforts, and presence on other review sites make a
difference at this point. So do customer stories and testimonials.
Once the customer selects the product or service, they’ll start evaluating the actual experience
against the expected one. This is where a trial period and a well thought out onboarding
process make a difference for high ticket products and especially for low ticket products with
low stickiness.
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AK Rai would like to add to that definition

While Rai agrees that customer satisfaction depends on perceived performance and
expectations, he lays down a more detailed customer satisfaction formula:
Customer satisfaction = Customer perception of the service received – Customer expectation
from the service
why is customer satisfaction important?

We’ve gone through three different takes on what customer satisfaction is. But why do
businesses need to emphasize on it? It does seem like intuitive things for companies to do,
but there’s more to it. We’ve already seen that customer satisfaction is a leading indicator to
purchase intentions and customer loyalty. Customer loyalty is also a lagging indicator of
customer retention, and here are 5 compelling reasons why customer retention matters.
 As quoted by HBR, acquiring a new customer is anywhere from 5x to 25x more
expensive than retaining an existing one.
 According to Gartner, your loyal customers who form the 20% of your customer base
drive an additional 80% of business.
 As per MarTech, existing customers are 3x to 10x more likely to spend than a cold
lead.
 According to Fred Reichheld, inventor of the net promoter score, a 5% increase in
customer retention results in a 25% to 95% increase in profits.
 Compared to a new person evaluating it, price consciousness also decreases the longer
a customer stays with a product.
 All this applies to your website visitors as well. Repeat visitors spend more time per
page and are more likely to leave a review too.
Satisfied customers contribute to customer retention and reducing churn. It leads to fewer
spending or more budget to spend on other activities. It brings in more revenue and also word
of mouth. And the pursuit of keeping our customers satisfied will enable us to continually
improve upon our support functions, call center interactions, our communications and the
product itself. It will also help us set the stage for the next task – winning customer
loyalty. As customer service expert Shep Hyken has to say, “There is a big difference
between satisfied customers and loyal customers. Satisfactory is a rating. Loyalty is an
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emotion.” Interestingly, Shep says this in a blog post titled ‘Why Customer Satisfaction is a
Myth’. Well.
MEANING OF RETAIL:
Retail comes from the French word retailer, which refers to "cutting off, clip and divide" in
terms of tailoring (1365). It first was recorded as a noun with the meaning of a "sale in small
quantities" in 1433 (French). Its literal meaning for retail was to "cut off, shred, paring”.
Retail is the final stage of any economic activity. By virtue of this fact, retail occupies an
important place in the world economy. According to Philip Kotler, Retailing includes all the
activities involved in selling goods or services to the final consumers for personal, non-
business use. A retailer or retail store is any business enterprise whose sale volume comes
primarily from retailing. These are the final business entities in a distribution channel that
links manufacturers to customers. Manufacturers typically make products and sell them to
retailers or wholesalers.
Wholesalers resell these products to the retailers and finally, retailers resell these products to
the ultimate consumers. Any organization selling to final consumers whether it is a
manufacturer, wholesaler or retailer-is doing retailing. It does not matter how the goods or
services are sold (by person, mail, telephone, vending machine, or internet or where they are
sold-in a store, on the street, or in the consumer’s home).
A Retailer thus, provides value creating functions like assortment of products and services to
the consumers, breaking bulk, holding inventory and provides services to consumers,
manufacturers and wholesalers. Retailing broadly involves:
1. Understanding the consumers’ needs
2. Developing good merchandise assortment and
3. Display the merchandise in an effective manner so that shoppers find it easy and attractive
to buy.
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Retail Concept:
The retailing concept is essentially a customer oriented, company-wide approach to
developing and implementing a marketing strategy. It provides guidelines which must be
followed by all retailers irrespective of their size, channel design, and medium of selling. The
retailing concept covers the following four broad areas:
Customer orientation:
The retailer makes a careful study of the needs of the customer and attempts to satisfy those
needs.
2. Goal orientation The retailer has clear cut goals and devises strategies to achieve those
goals.
3. Value driven approach the retailer offers good value to the customer with merchandise
keeping the price and quality appropriate for the target market.
4. Coordinated effort Every activity of the firm is aligned to the goal and is designed to
maximize its efficiency and deliver value to the customer.
Characteristics of Retailing can be distinguished in various ways from other business

activities.
It has following characteristics:
 There is a direct end-user interaction in retailing.
 It is the only point in the value chain to provide platform for promotions.
 Sales at the retail level are generally in small unit sizes.
 Location is a critical factor in retail business.
 In most retail business, services are as important at core products.
 There are a larger number of retail units compared to other members of the value chain.
This occurs primarily to meet the requirements of geographical coverage and population
density.
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EVOLUTION OF RETAIL IN INDIA:

The origin of retailing in India can be traced back to the emergence of Kirana stores and
mom-and-pop stores. These stores used to cater to the local people. Eventually the
government supported the rural retail and many indigenous franchise stores came up with the
help of Khadi & Village Industries Commission. The economy began to open up in the 1980s
resulting in the change of retailing. The first few companies to come up with retail chains
were in textile sector, for example, Bombay Dyeing, S Kumar's, Raymonds, etc. Later Titan
launched retail showrooms in the organized retail sector. With the passage of time new
entrants moved on from manufacturing to pure retailing.
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Review of Literature
No researcher can do justice with the research problem at hand unless one is having proper
understanding of all its related aspects. This requires detailed study of available literature and
deciding the framework of the research project to be undertaken. Academicians, Bank
professionals and researchers have carried out a number of studies on Retail Banking and
various articles have been published over the time.
To take up the study in this area of Customer Satisfaction & Loyalty in Retail Banking the
researcher has scanned the available literature and would concentrate here on the important
studies and publications in this field. Some of the objectives of the literature review for this
research are to ensure:
1. No important variable should be left.
2. To optimally use the time by using the help of studies in the existing literature.
3. Reliability and Authentication of the findings are enhanced.
1.2 Literature Survey The review of extant literature is as follows:

Parasuraman et al., (1985) they worked on a conceptual model of service quality and its
implication for future research. In their study customer satisfaction can thus be based not only
on the judgment of customers towards the reliability of the delivered service but also on
customers’ experiences with the service delivery process. They further viewed that services
are intangible since they are performances and experiences rather than objects that can be
precisely manufactured. Services are heterogeneous, that is, their performance often varies
from producer to producer, customer to customer, and day to day. More importantly,
production and consumption of services are inseparable. Unlike goods that can be engineered
at a manufacturing plant and delivered intact to the customer, quality in services often occurs
during service delivery, which is the interaction between a customer and a service provider.
Given the differences between services and goods as previously mentioned, quality of service
is more difficult for customers to evaluate than quality of goods. Customers evaluate service
quality not only on the outcome of the service but also on the process of service delivery, and
from how well a service provider actually performs, given their expectations of service
performance.
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Kassem (1989) has opined that service companies can ill afford to neglect customer service
quality issues. In the past, quality was the prerogative of manufacturing sector. However, in
the modern day fiercely competitive service sector, quality of services has become as
important (if not more) as quality of goods.
Binks et al., (1989) have pointed out that banks are not trying to differentiate their
products/services while targeting small business sector. They can’t afford to do so in future as
the markets are becoming more and more heterogeneous. The authors have strongly
recommended that mass marketing must pave way to nice and customized marketing. They
have revealed that Indian customers have lot of resentment regarding more time taken by
banks in rendering services at counters. The studies have strongly recommended establishing
standard timings for various banking services which, must be abided by the banks.
Berry et al., (1990) are of the view that the sole judge of service quality is the customer and
to get a positive feedback from him; the service companies should implement the five
imperatives of service quality viz. Reliability, Assurance, Tangibles, Empathy and
Responsiveness in their services. The authors have advocated knowing the expectations of
the customers on the said fronts and further measuring their actual perception. It becomes
imperative for service companies to improve themselves on whichever front expectations of
the customers outscores their perception.
Reichheld and Sasser (1990) have suggested “Zero Defection of Profitable Customers” as
an ideal approach to attain higher profitability in service sector. Their assertion is based on
the fact that it is less costly and hence more profitable for the service firms to retain existing
profitable customers than to attract new customers. The profitable customers not only add to
the profits of the companies but also bring new customers in their kitty by spreading positive
word of mouth.
Narayana and Brahmanandan (1990) have opined that reputation, complaint and
suggestion system and staff behaviour are critical elements which customers take into
consideration while assessing a bank. The authors have advocated practicing following
mantras for attaining success in banking industry:
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Leonard (1991) has opined that investment in employees in banking sector leads to better
service quality, which in turn leads to better customer retention. This assertion is based in the
fact that employees of the banks are inseparable to customers. A direct interaction between
them demands that employees are possessing adequate skills to interact with customers. Such
skills add to the service quality and go a long way in preventing customers’ churn.
Pyanne and Ballantyne (1991) have observed that satisfied banking customers initially
become friends of the bank, then they become supporters and finally advocates. Thus, the
starting point of any relationship marketing endeavor of any bank should be to leave no stone
unturned in satisfying customers to a desired extent. This, in turn, is possible if and only if the
bank is keeping a ‘service quality’ focus.
Rust and Zoharik (1993) have developed a mathematical model for assessing the value that
any bank could attach to different elements of customer satisfaction. They have suggested
that banks may adopt their model to get the best result of their endeavour leading to customer
satisfaction.
Keavency (1995) has noticed that factors such as core service failure, service encounter
failure and inappropriate pricing as most important factors contributing to ‘Customer Switch’
in banking industry. The author has recommended following ways to avoid customer churn: x
Designing the service in the right earnest. x Ensuring that employees stick to the designed
service while interacting with customers. x Involving customers while setting the price in
banking industry so that the same may be customer centric.
Herbig et al., (1996) have found that service quality in banks is better in developed countries
in comparison to developing and under-developed countries. The authors are of the view that
banks in underdeveloped and developing countries are still undermining the importance of
service quality in retaining customers on sustained basis. This may not, however, continue for
a long period as customers in such countries have started becoming more demanding on
account of intensifying competition in the banking industry of these countries.
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Buttle (1996) has viewed that since its launch in 1985, SERVQUAL has become a widely
adopted technique for measuring service quality. However, there is a need to deliberate upon
the ‘expectations’ aspect of the model as the same is reflected in perception itself. The author
has opined that low perception score itself convey high customer expectations while high
perception score signify that expectations are met to a desired extent. Moreover, expectations
of modern day customers are always sky high and comparing it with perception does not
make too much of a sense.
Yavas et al., (1997) in their study have revealed a positive relationship between customers’
satisfaction through service quality and their long term commitment to the bank. Further, the
relationship between service quality and complaint behaviour of the customers, was found to
be negative. Better the quality, lower will be the number of complaints received from the
customers and vice-versa.
Sarkar and Das (1997) have compared the productivity of public, private and foreign banks
operating in Indian and have observed that public sector banks are lagging way behind the
other banks on this front. The prominent reasons behind poor performance of public sector
banks have been found to be: Overstaffing. Perusal of social banking. Undue interference of
Government in their working.
Storbacka et al., (1994) had worked on Managing Customer Relationships for Profit: The
Dynamics of Relationship Quality. They observed customer-relationship economic issues,
more specifically the link between service quality and profitability from a relationship
marketing and management perspective. In this perspective the task of marketing is not only
to establish customer relationships, but also to maintain and enhance them in order to
improve customer profitability. Customer relationship economics and customer profitability.
The said linkages are the links between:
1.Service quality and customer satisfaction.
2. Customer satisfaction and relationship strength.
Jones and Sasser (1995) observed in their own analysis of the Xerox study The only truly
loyal customers are totally satisfied customers. Hence, the Xerox study shed new light on
what had previously been relatively unexplored territory: the link between customer
satisfaction and customer loyalty. Yet, in 1991 the Xerox Corporation made a surprising –
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and disquieting – discovery. It was found that ‘‘satisfied’’ customers were not behaving the
way they were expected: they were not coming back to Xerox to repurchase. ‘‘Merely
satisfying customers, who have the freedom to make choices, is not enough to make them
loyal,’’ customers have been thought of as less price sensitive, less influenced by
competitors, buying additional products and/or services and staying loyal longer.
Levesque and McDougall (1996) had worked on Determinants of customer satisfaction in

retail banking they had pointed out that customer satisfaction and retention are critical for
retail banks, and investigates the major determinants of customer satisfaction and future
intentions in the retail bank sector. Identified the determinants which include service quality
dimensions (e.g. getting it right the first time), service features (e.g. competitive interest
rates), service problems, service recovery and products used. The authors also find, in
particular, that service problems and the bank’s service recovery ability have a major impact
on customer satisfaction and intentions to switch.
Seal (1998) has asserted that marketing endeavors of banking players should be directed
towards maximization of trust amongst all stakeholders. He further advocated for pursuance
of ‘System delivery Approach’ of marketing. Sarkar et al., (1998) have observed that foreign
banks operating in India are more productive followed by Indian private and public sector
banks. One of the prominent reasons behind such a difference is that foreign banks, to a
greater extent and Indian private banks, to a lesser extent have confined their operations to
metropolitan and other big and lucrative places.
Bloemer et al., (1998) they had worked on Investigating drivers of bank loyalty: the
complex relationship between image, service quality and satisfaction. This article unfolds
First of all a brief outline of the construct of loyalty. Next, differentiate conceptually between
service quality and satisfaction as determinants of customer loyalty. Subsequently, introduce
the construct of image and focus on the relationship between image, satisfaction, service
quality and loyalty by formulating a set of formal hypotheses. After dealing with the
conceptual issues, the results of an empirical study that was undertaken to test our research
hypotheses for the setting of retail banking. In conclusion, they address the theoretical as well
as the managerial implications of findings on the relationship between image, service quality,
satisfaction and loyalty. This article investigates how image, perceived service quality and
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satisfaction determine loyalty in a retail bank setting at the global construct level, as well as
the level of construct dimensions.
Drake et al., (1998) they worked on Barclays Life customer satisfaction and loyalty tracking
survey: a demonstration of customer loyalty research in practice. This paper outlines the
development by Barclays Life of a tracking survey to collect information concerning
customers’ feelings of satisfaction and loyalty. It describes the determinants of satisfaction
amongst customers and the importance of each of these elements in determining loyalty.
Initial qualitative research was undertaken to allow the company to develop a frame of
reference concerning the elements of service which customers considered important. These
initial findings were used in later quantitative studies to establish the relative importance of
the different elements, with a view to understanding what was determining customer loyalty.
The research culminated in the development of a tracking survey instrument, now used by the
company to monitor customer satisfaction and loyalty levels across time and customer
groups.
Nataranjan and Jahera (1999) have found the Indian customers becoming more
demanding for service quality since mid 1990s. This is on account of the fact that Indian
banking sector was opened up by this time and it suddenly led to enhanced choices for Indian
customers.
Verma and Verma (1999) have evaluated the profitability of SBI group, nationalized banks
and foreign banks on various parameters and concluded that profitability of public sector is
low on account of the fact that they are bound to take banking to rural and less developed
areas. This is, however, not the case with foreign banks. Hence, profitability is not the best of
the criteria to measure the real performance of the banks operating on Indian soil.
Das (1999) has observed a substantial increase in the non-interest income of commercial
banks of India in the post-reform period. This is an indication of banks’ starting offering
lucrative products to Indian customers and them, in turn, finding these worth purchasing.
Russell and Russell (1999) worked on Relationship marketing in private banking in South
Africa .This study establish which criteria people use in the selection of a private bank. It
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aimed to establish whether relationship marketing was an appropriate framework within the
private banking environment. Price prevails as the most important criteria in the selection of a
private bank. This is moderated by trust, service quality and the bank being available at a
time of crisis. The results show that relationships are important criteria in the selection of a
private bank. It also shows that the Beatty et al. (1996) model, originally developed for the
retail industry, can be applied to the private banking environment. Relationship marketing is
working well in private banks because this study shows that clients are more likely to be
retained by the bank when they have a personal banker or consultant. Consistency of the bank
service, and trust the client has in the bank, need to be enhanced to ensure the relationship
develops to a level where there is friendship and confidence.
Meuter et al., (2000) have observed that factors contributing to customers’ satisfaction
include time saving devices and behavior of front line employees. Further, technology
failures and poor service design are dissatisfiers.
Parsuraman (2000) has concluded that conventional marketing will merely become a ticket
to enter in the competitive service industry. To stay and prosper, the service providers would
require a genuine commitment to serve customers well. This demands a through change in
their existing outlook. They need to come out with everything that can enhance the
satisfaction level of their customers.
Mehta et al., (2000) have observed that customers demand value for the money they are
spending to avail services. They can get such a value provided they get better services at the
same prices or same services at the lower prices. The authors have highlighted the importance
of bringing in quality in the services.
Srivadas and Baker (2000) have found a high degree of positive correlation between service
equality and satisfaction level of the customers. This is true in case of services ranging from
banking to tourism and aviation and so forth. The service providers can ill-afford to ignore
service quality any longer.
Sharma and Patterson (2000) had proved Satisfaction has a significant impact on customer
loyalty and as a direct antecedent; leads to commitment in business relationships thus greatly
14 | P a g e
influencing customer repurchase intention (Morgan and Hunt 1994). Indeed, the impact of
satisfaction on commitment and retention varies in relation to the industry, product or service,
environment, etc. Indeed, if the firm is able to manage the customer switching costs, it can
still retain the customer even though the satisfaction may be lower. The longer the
relationship, the more the two parties gain experience and learn to trust each other (Dwyer et
al., 1987).
Jamal and Naser (2002) they worked on Customer satisfaction and retail banking: an
assessment of some of the key antecedents of customer satisfaction in retail banking they
explained how Understanding of the antecedents to and outcomes of customer satisfaction is
a critical issue for both academics and bank marketers. Previous research has identified
service quality, expectations, disconfirmation, performance, desires, affect and equity as
important antecedents of customer satisfaction. The impact of service quality dimensions and
customer expertise on satisfaction.
Mohan Ram (2002) has observed that public sector banks of India have woken up to the
competition and are catching up the private and foreign banks. The author has witnessed
significant positive change in their working since the advent of the competition. The ultimate
beneficiary of this change is the enormous customer base these banks are having.
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CHAPTER N.O:2
COMPANY PROFILE
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The Retail Industry in India
India has one of the largest numbers of retail outlets in the world. Of the 12 million retail
outlets present in the country, nearly 5 million sell food and related products. Thought the
market has been dominated by unorganized players, the entry of domestic and international
organised players is set to change the scenario.
Organized retail segment has been growing at a blistering pace, exceeding all previous
estimates. According to a study by Deloitte Haskins and Sells, organised retail has
increased its share from 5 per cent of total retail sales in 2006 to 8 per cent in 2007. The
fastest growing segments have been the wholesale cash and carry stores (150 per cent)
followed by supermarkets (100 per cent) and hypermarkets (75-80 per cent). Further, it
estimates the organised segment to account for 25 per cent of the total sales by 2011.
India retail industry is the largest industry in India, with an employment of around 8% and
contributing to over 10% of the country's GDP. Retail industry in India is expected to rise
25% yearly being driven by strong income growth, changing lifestyles, and favourable
demographic patterns.
It is expected that by 2016 modern retail industry in India will be worth US$ 175- 200
billion. India retail industry is one of the fastest growing industries with revenue expected
in 2007 to amount US$ 320 billion and is increasing at a rate of 5% yearly. A further
increase of 7-8% is expected in the industry of retail in India by growth in consumerism in
urban areas, rising incomes, and a steep rise in rural consumption. It has further been
predicted that the retailing industry in India will amount to US$ 21.5 billion by 2010 from
the current size of US$ 7.5 billion.
Shopping in India has witnessed a revolution with the change in the consumer buying
behaviour and the whole format of shopping also altering. Industry of retail in India which
17 | P a g e
has become modern can be seen from the fact that there are multi- stored malls, huge
shopping centres, and sprawling complexes which offer food, shopping, and entertainment
all under the same roof.
India retail industry is expanding itself most aggressively; as a result a great demand for
real estate is being created. Indian retailers preferred means of expansion is to expand to
other regions and to increase the number of their outlets in a city.
India retail industry is progressing well and for this to continue retailers as well as the
Indian government will have to make a combined effort. It is expected that India may have
600 new retail outlet till 2010.
Retail space
Driven by changing lifestyles, strong income growth and favourable demographic patterns,
Indian retail is expanding at a rapid pace. Mall space, from a meagre one million square
feet in 2002, is expected to touch 40 million square feet by end-2007 and an estimated 60
million square feet by end-2008, says Jones Lang LaSalle's third annual Retailer Sentiment
Survey-Asia.
Alongside, Indian cities are witnessing a paradigm shift from traditional forms of retailing
into a modern organized sector. A report by Images Retail estimates the number of
operational malls to more than double to over 412 with 205 million square feet by 2010 and
further 715 malls by 2015, on the back of major retail developments even in tier II and tier
III cities in India.
Challenges facing the Indian Organized Retail sector
The challenges facing the Indian organized retail sector are various and these are stopping
the Indian retail industry from reaching its full potential. The behaviour pattern of the
Indian consumer has undergone a major change. This has happened for the Indian
consumer is earning more now, western influences, women working force is increasing,
desire for luxury items and better quality. He now wants to eat, shop, and get entertained
under the same roof. All these have lead the Indian organized retail sector to give more in
order to satisfy the Indian customer.
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The biggest challenge facing the Indian organized retail sector is the lack of retail space.
With real estate prices escalating due to increase in demand from the Indian organized retail
sector, it is posing a challenge to its growth. With Indian retailers having to shell out more
for retail space it is effecting there overall profitability in retail.
Trained manpower shortage is a challenge facing the organized retail sector in India. The
Indian retailers have difficultly in finding trained person and also have to pay more in order
to retain them. This again brings down the Indian retailers profit levels.
The Indian government have allowed 51% foreign direct investment (FDI) in the India
retail sector to one brand shops only. This has made the entry of global retail giants to
organized retail sector in India difficult. This is a challenge being faced by the Indian
organized retail sector. But the global retail giants like Tesco, Wal-Mart, and Metro AG are
entering the organized retail sector in India indirectly through franchisee agreement and
cash and carry wholesale trading. Many Indian companies are also entering the Indian
organized retail sector like Reliance Industries Limited, Pantaloons, and Bharti Telecoms.
But they are facing stiff competition from these global retail giants. As a result discounting
is becoming an accepted practi
19 | P a g e
"COMPANY INTRODUCTION"
Future Group
Future Group is India’s leading business group that caters to the entire Indian
consumption space. Led by Mr. Kishore Biyani, the Future Group operates through six
verticals: operates through six verticals: Retail, Capital, Brands, Space, Media and
Logistics.
Apart from Pantaloon Retail, the group’s presence in the retail space is complemented by
group companies, Indus League Clothing, which owns leading apparel brands like Indigo
Nation, Scullers and Urban Yoga, and Galaxy Entertainment Limited that operates Bolwing
Co, Sports Bar and Brew Bar ,
The group’s joint venture partners include French retailer ETAM group, US-based
stationary products retailer, Staples and UK-based Lee Cooper. Group Company, Planet
Retail, owns and operates the franchisee of international brands like Marks & Spencer,
Next, Debenhams and Guess in India. The group’s Indian joint venture partners include,
Manipal Healthcare, Talwalkar’s, Blue Foods and Liberty Shoes.
Future Capital Holdings, the group’s financial arm, focuses on asset management and
consumer credit. It manages assets worth over $1 billion that are being invested in
developing retail real estate and consumer-related brands and hotels. The group has
launched a consumer credit and financial supermarket format, Future Money and soon
plans to offer insurance products through a joint venture with Italian insurance major,
Generali.
The group is currently developing over 50 malls and consumption centers across the
country and has formed a joint venture company focusing on mall management with
Singapore-based CapitaLand, one of Asia’s largest property companies Future Group’s
vision is to, “deliver Everything, Everywhere, Every time to Every Indian Consumer in the
most profitable manner.” The group considers ‘Indian-ness’ as a core value and its
corporate credo is - Rewrite rules, Retain values.
20 | P a g e
“Future” – the word which signifies optimism, growth, achievement, strength, beauty,
rewards and perfection. Future encourages us to explore areas yet unexplored, write rules
yet unwritten; create new opportunities and new successes. To strive for a glorious future
brings to us our strength, our ability to learn, unlearn and re-learn our ability to evolve.
The motto of Future Group, to not to wait for the Future to unfold itself but create future
scenarios in the consumer space and facilitate consumption because consumption is
development. Thereby, it will effect socio-economic development for their customers,
employees, shareholders, associates and partners. Their customers will not just get what
they need, but also get them where, how and when they need. They are not just posting
satisfactory results, they are writing success stories.
Future Group conglomerate
Future Group has six business pillars:
Future Retail
All the retail lines of business like food fashion and home will come under this vertical.
Future Brand
Custodian of all the present and future brands that are either developed or acquired by the
group.
Future Space
Will have a presence in property and mall management.
Future Capital
Will provide consumer credit and micro finance services, including marketing of MFs and
insurance policies, and management of real estate and consumer fund.
Future Media
Will focus on revenue generation through effective selling of retail media spaces.
Future Logistic
To drive efficiencies across businesses via better storage and distribution.
21 | P a g e
GROUP VISION:
Future Group shall deliver Everything, Everywhere, Every time
for Every Indian Consumer in the most profitable manner.
GROUP MISSION:
Future Group shares the vision and belief that their customers and stakeholders shall be
served only by creating and executing future scenarios in the consumption space leading to
economic development.
They will be the trendsetters in evolving delivery formats, creating retail realty, making
consumption affordable for all customer segments - for classes and for masses.
They shall infuse Indian brands with confidence and renewed ambition.
They shall be efficient, cost- conscious and committed to quality in whatever they do.
They shall ensure that their positive attitude, sincerity, humility and united determination
shall be the driving force to make them successful.
CORE VALUES:
 Indian ness: Confidence in themselves.
 Leadership: To be a leader, both in thought and business.
 Respect and Humility: To respect every individual and be humble in their

conduct.
 Introspection: Leading to purposeful thinking.
 Openness: To be open and receptive to new ideas, knowledge and information.
 Valuing and Nurturing Relationships: To build long-term relationships.
 Simplicity and Positivity: Simplicity and positivity in their thought, business

and action.
 Adaptability: To be flexible and adaptable, to meet challenges.
 Flow: To respect and understand the universal laws of nature.
Major Milestones
1987 Company incorporated as Menz Wear Private Limited. Launch of Pantaloons
trouser, India’s first formal trouser brand.
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1991 Launch of BARE, the Indian jeans brand.
1992 Initial public offer (IPO) was made in the month of May.
1994 The Pantaloon Shoppe – exclusive men’s wear store in franchisee format launched
across the nation. The company starts the distribution of branded garments
through multi-brand retail outlets across the nation.
1995 John Miller – Formal shirt brand launched.
1997 Pantaloons – India’s family store launched in Kolkata.
2001 Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s first hypermarket chain
launched.
2002 Food Bazaar, the supermarket chain is launched.
2004 Central – ‘Shop, Eat, Celebrate in the Heart of Our City’ - India’s first seamless
mall is launched in Bangalore.
2005 Fashion Station - the popular fashion chain is launched all – ‘a little larger’ -
exclusive stores for plus-size individuals is launched
2006 Future Capital Holdings, the company’s financial arm launches real estate funds
Kshitij and Horizon and private equity fund in division. Plans forays into insurance
and consumer credit
Multiple retail formats including Collection Furniture Bazaar, Shoe Factory, E-
Zone, Depot, and futurebazaar.com and are launched across the nation. Group
enters into joint venture agreements with ETAM Group and Generali
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AWARDS
Indian Retail Forum Awards 2008
The INDIASTAR Award 2008
Retail Asia Pacific 500 Top Awards 2008
Coca-Cola Golden Spoon Awards 2008
The Reid & Taylor Awards For Retail Excellence 2008
Platinum Trusted Brand Award Images Retail Award 2005,06
DLF Award 2004
BOARD OF DIRECTORS
Mr. Kishore Biyani, Managing Director
Mr. Gopikishan Biyani, Whole Time Director
Mr. Rakesh Biyani, CEO – Retail
Ved Prakash Arya, Independent Director
Mr. Shailesh Haribhakti, Independent Director
Mr. S.Doreswamy, Independent Director
24 | P a g e
Dr. D.O.Koshy, Independent Director
Different Formats of Future Group
Format -1
Pantaloon Retail (India) Limited, is India's leading retail company with
presence across multiple lines of businesses. The company owns and manages
multiple retail formats that cater to a wide cross-section of the Indian society
and is able to capture almost the entire consumption basket of the Indian
consumer. Headquartered in Mumbai (Bombay), the company operates
through 5 million square feet of retail space, has over 331 stores across 40
cities in India and employs over 17,000 people. The company registered a
turnover of Rs. 2,019 crore for FY 2005-06.
Pantaloon Retail forayed into modern retail in 1997 with the launching of
fashion retail chain, Pantaloons in Kolkata. In 2001, it launched Big Bazaar, a
hypermarket chain that combines the look and feel of Indian bazaars, with
aspects of modern retail, like choice, convenience and hygiene. Food Bazaar,
food and grocery chain and launch Central, a first of its kind seamless mall
located in the heart of major Indian cities, followed this. Some of its other
formats include, Collection i (home improvement products), E-Zone (consumer
electronics), Depot (books, music, gifts and stationary), all (fashion apparel for
plus-size individuals), Shoe Factory (footwear) and Blue Sky (fashion
accessories). It has recently launched its etailing venture, future bazaar.com
25 | P a g e
Background: Founded in 1987 as a garment manufacturing company, the

company forayed into modern retail in August 1997 with the launch of its first
department store, Pantaloons in Kolkata.
Listing: Pantaloon Retail is a listed company on the Bombay Stock Exchange

(BSE, Scrip Code: 523574) and National Stock Exchange (NSE, Symbol:
PANTALOONR).
Format-2
CENTRAL
Central, the showcase seamless mall

concept is one of the more popular offerings in the lifestyle segment that
celebrates shopping in India. During the year, Central capitalized on its
positioning of being a destination where citizens can just come and unwind,
whether it’s for shopping for a wide range of national and international brands,
enjoying their favorite cuisine at the multiple specialty restaurants and food
courts or watching the latest movie releases at the in-house multiplexes.
The most reputed brands are showcased in Central. It is also emerging as the
destination of first choice for new fashion brands in India. Central assures better
visibility, instant recognition, good quality and commercially viable space on
the basis of the optimum space utilization concept, taking the brand closer to the
consumer. With brands within Central competing against the best brands in the
country, it also allows benchmarking for these brands.
The coming year will also witness many new concepts being introduced at all
Central malls. Some of these concepts include communications (MPort and Gen
M), electronics (E-Zone), furniture and accents (Collection I), fitness
equipments and wellness zones, books, music, gifts & stationery (Depot) and
fine dining restaurants etc. Some of the new alliances that the group has entered
26 | P a g e
into, like Etam, Lee Cooper and Gini & Jony will also share space within all
Central malls
Format-3
PLANET RETAIL
A young and emerging India is also eager to experience international brands. We

sensed this opportunity some time back and have built a strong portfolio of
international brands through our strategic partnership with Planet Retail
Holdings Pvt. Ltd. The alliance with Planet Retail provides access to
international fashion retail chains like Marks & Spencer, with 9 stores at
present; Guess the US brand that has 12 retail stores currently, and the Spanish
brand Women’s Secret which is retailed through 2 outlets. Planet Retail also has
a multi-brand international sportswear format under the brand ‘Planet Sports’.
The company is the sole licensee for sportswear brands such as Converse,
Spalding and the Athlete’s Foot the venture has also launched other formats like
Sports Warehouse, Accessorize, Monsoon, Next, and Debenhams.
Format-4
Depot
This largely untapped unorganized market for
books and music with very few players, throws up
27 | P a g e
an enormous opportunity; something that prompted Pantaloon to make its foray

through its own format, Depot in 2005-06. Located as stand-alone stores and
within most Pantaloons, Central and Big Bazaar retail formats, Depot’s vision is
to be a one-stop shop where customers will find an extensive range of books,
multimedia, toys, gifts and stationery, thereby transforming the way books,
music, multimedia and gifts are bought, sold and perceived in India. This would
be made possible by the creation of a portfolio of exclusive titles, an Indian
experience while shopping and connecting with the mind and soul through
different languages, ideas and tunes.
Books, Music and Gifts
Reading as a habit is ingrained into the Indian psyche from time immemorial.
However, it is being increasingly associated with a select few. The company
believes that existing formats in the segment offer an intimidating environment
that alienates the masses. The company has therefore taken this initiative of
launching a chain of books, music and gifts stores that will once again
democratize the reading habit in the country. The company believes that with
1.2 billion people, the habit of reading can become a strong business
proposition. Depot seeks to work with communities in and around the area
where it is located and hopes to attract the entire family to spend quality time
together. It is focusing on the introduction of old classics and books in regional
languages with an objective to make these affordable to a mass audience.
Format-5
Fashion Station
28 | P a g e
Fashion Station, which represents the company’s offering of the latest in

fashion for the masses, has met with reasonable success since its launch in
2004-05. These thematic stores that offer the most contemporary in fashion and
accessories, is another of the value added propositions that Pantaloon seeks to
offer. The aspirational mass of consumers who are bombarded with the latest in
style through media penetration, hedonism and peer emulation, need an outlet
that meets their requirements of trendy, latest and yet affordable fashion.
Fashion Station is positioned to meet their requirements, and thereby take
fashion to the masses.
Format-6
Home Improvement
Some of the key factors contributing to
growth in the housing sector in India are
increasing purchasing power increasing number of nuclear families, softer
interest rates, easy availability of finance schemes and an overall real estate
boom across the country. There is a shortage of more than 33 million dwelling
units. With the average age of a homebuyer reducing from 50 to sub-30, 4
million new homes are being bought annually. With every house, a dream is
planted to decorate the house. And this creates a demand for furniture,
electronics and home improvement products. Modern retail is ideally placed to
capture a significant chunk of consumer spend made by a new homebuyer. The
market for home décor and improvement is largely unorganized and hence a
new homeowner has to literally visit several markets and stores for meeting his
home needs. This was the opportunity that Pantaloon perceived and the reason
why it entered the Rs. 90,000 crore home solutions market in 2004-05. With its
presence in the modern retail and consumer space, this new concept was an
29 | P a g e
opportunity for the company to leverage its experience and offer the consumer
an alternative solution to canalize his consumption needs.
In the Rs.25000 crore consumer durable industry,

which is growing at nearly 6 per cent every year, E-
Zone has already emerged as a force to reckon with. This lifestyle retail format
offers a never experienced before environment for shopping for the best in
national and international consumer electronic and durables brands. It retails
products ranging from music systems to laptops, from the latest plasma
television sets to DVD players, from washing machines to air-conditioners to
name a few. Typically in excess of 12,000 square feet in size, E-Zones are
primarily stand-alone concepts, but are also present within the company’s
Central malls
Format-7
COMMUNICATION
With over 2 billion phone users worldwide, mobility has now become an
intrinsic part of our personal and working lives. Mobile operators, cell phone
manufacturers, content publishers, wireless application service providers and
many other key players in the mobile industry are all working to carve out the
best position in the value chain, to find the right place from where they can best
serve both their own and their customers’ needs. En route towards 3 billion
phones worldwide, a major shift would occur in consumer interest from carriage
to content and from a verbal to a growing visual world. With more mobile
cameras sold in 2005 than digital cameras, with more music/video players in
mobiles than iPods, with more messaging reach than PCs, convergence with the
online world is now very much a reality. In India, the story is no different. With
30 | P a g e
over 150 million mobile subscribers expected by 2008, there exists a huge
potential for all players in the mobility space. Most of the mobile phones in
India are sold through ‘mom and pop ‘stores, and there is a huge grey market
that exists.
MBazaar
Pantaloon realized this largely untapped opportunity and intended to be a
dominant modern retail player in the mobile space. This is what prompted the
company to set up a new division ConvergeM in 2005-06 to identify, develop
and bring to the market, mobile products and solutions tailor-made to suit the
consumers requirements at competitive prices. ConvergeM adopts a unique
approach of establishing, multi-brand, multi-category, multi-format and
comprehensive solution outlets to lead and exponentially expand the market. As
in most other formats, ConvergeM too operates in the lifestyle and value
platforms. Its value offering, MBazaar is a format that addresses the value
seeker’s quest for possessing latest technologies at lowest prices. Primarily
aimed at the replacement market, a typical
MBazaar is located within most Big Bazaar stores as well as stand-alone
options. This 250-500 square feet offering retails both GSM and CDMA and
landline phones, while providing options of M Pods, downloads to name a few.
The mission for Converge M is to emerge as the largest organized retailer in the
31 | P a g e
mobile space, while leading innovation in mobile applications and being the
most favored destination for all communication needs.
Format-8
Restaurant, Leisure & Entertainment
Increasing urbanization and rising disposable

incomes are characteristics that are common in
emerging economies like India. Estimates suggest a growth in urban
consumption at potentially 20% per annum in nominal terms for at least the next
5-7 year period.
The total number of middle to high income households is projected to reach 105
million by 2010, thereby adding a large number of people to the consuming
class. These demographic numbers represent a young nation, which has an
increased propensity to spend in restaurants and other food service sectors,
fuelling growth in the Leisure, Restaurants and Entertainment industries.
The company is using the collaborative approach to strengthen its position in
the leisure and entertainment space. This has helped the company build a
complete bouquet of brands that span from food courts to fine dining. As the
shift from high street to malls continues, the restaurant business is expected to
increase significantly. For Indians, shopping comes hand in hand with eating
and celebrating and these formats are being developed keeping this in mind.
F123 is designed as a entertainment zone that can be present in every mall and
this business is expected
to gain traction in the coming year.
F123, the entertainment zone offering is a leisure solution for all age groups.
The focus would be to offer a wide range of gaming options from bowling and
32 | P a g e
pool, interactive video games to bumper cars. The entire concept is built around
international thinking and gaming knowledge, with Indian pricing. For the year
ending 2005-06, there were three F123’s operational, with the first one opening
in November 2005.
Format-9
Star and Sitara
Delivery Formats Star & Sitara

In the beauty space, the company’s offering, Star & Sitara aims at pampering
the beauty conscious consumer by offering the latest beauty products, ranging
from cosmetics, skin and hair care, aromatherapy and fragrances. Star & Sitara
is set to be part of most Big Bazaar and every Beauty and Health Mall, which
the company is in the process of setting up. There were 6 Star & Sitara
operational as on June 2006.
Star & Sitara Beauty Salon

Star & Sitara, the beauty services offering, doubles as a unique parlor and salon
for men and women. Customers will be treated to the best quality hair and skin
services at unbelievable prices. One such store was operational as on the 30th
June 2006.
Beauty & Health Mall

Pantaloon, will be the first retailer in India to
offer health, beauty and wellness products and
services. This will be led through its Beauty &
Health Mall format. Typically, of around 25,000 square feet each, these centers
will include pharmacies and beauty product zones and a host of other offerings
such as health cafes, gymnasium, healthcare services, retailing fitness
33 | P a g e
equipments, yoga centers and books on health and fitness etc. The company
plans to open at least three Health & Beauty Malls during the year 2006-07 in
Bangalore, Ahmedabad and Mumbai.
Format-10
E-TAILING
The emergence of a mass base of net savvy Indians is realty today. Access to
Internet is no longer limited to a small segment of young, male urban people.
Cutting across age groups, gender, geography and socio-economic backgrounds,
Indians are taking to the net like fish to water. It is estimated that there are at
least 25 million Indians who access the Internet on a regular basis. Falling
prices of personal computers and laptops coupled with increasing penetration of
internet, and broadband services is driving more and more Indians to the
Internet. In fact, Indians are no longer limiting their Internet usage to email and
chatting. Online shopping has finally come of age. As the leading retailer in
India, Pantaloon could ill afford to overlook this emerging segment. There is a
sufficiently large segment of online shoppers whose consumption spends needs
to be captured. It’s with this belief that the company started exploring this area.
Pantaloon perceives its online business as yet another delivery format that can
potentially reach out to 25 million customers. Future Bazaar, has modeled itself
on a unique complete retailer platform. Etailing requires extensive sourcing
capabilities, warehousing capacity, buying trends understanding & most
importantly a robust & efficient logistic backend. Future Bazaar leverages the
offline brand equity and brick & mortar presence of the group via multi channel
34 | P a g e
integration to benefit on economy of scales, economy of scope in promotion &

distribution and utilizing the offline learning into online & vice-versa to grow at
a faster pace. As a new delivery format, Future Bazaar can benefit from the
learning’s and expertise gathered in existing formats as well as boost sales at
these formats through the online sale of
gift vouchers
Format-11
Liberty Shoes
With fashion being the focus of the company, the intent is to provide a complete
wardrobe experience to the consumer that includes not just apparel but fashion
accessories also. Accessories speak a lot about the personality of the individual
and are a reflection of the attitude of the wearer. Footwear is one such category
in the fashion sphere that truly embodies the phrase-best foot forward.
Footwear as a category has been present in most of the company’s Big Bazaar;
Fashion Station, Pantaloons and Central retail formats. During the year under
review, Pantaloon explored the opportunity to get into branded footwear, by
partnering with the well-established footwear company Liberty Shoes. The joint
venture named Foot Mart Retail (India) Limited would launch branded
footwear retail chains in the country under the ‘Shoe Factory’ brand. These
stores would be located within most retail spaces that Pantaloon would be
present in, and as stand alone stores across the country. Shoe Factory stores
would be a destination for men, women and children of all ages, who can
choose from a wide variety of quality footwear at various price points, suiting
their budgets. The venture launched its first store in Ahmedabad on 5th May
2006. Spread over nearly 13,000 square feet, this value format houses a wide
range of the latest and trendiest foo
twear and accessories for all occasions, at unbeatable prices.
35 | P a g e
Format-12
GINI & JONY
The company recognizes that the organized kids wear category has shown signs
of sizeable growth over the past couple of years. In order to expand and
consolidate its presence in this category, the company entered into a joint
venture with the country’s leading kids wear retailer, Gini & Jony Apparels Pvt.
Ltd. This equal joint venture named GJ Future Fashions Limited, apart from
gaining additional visibility within all existing and upcoming Pantaloons stores
and Central malls will set up a chain of exclusive kids wear stores throughout
the country, addressing fashion needs of children in all age groups, from 5 to 15
years. This initiative witnessed the opening of two stand-alone stores during the
year 2005-06 in Indore and Ahmedabad.
Format-13
BIG BAZAAR
Isse sasta aur accha kahin nahi!
Big Bazaar has clearly emerged as the

favorite shopping destination for millions of its consumers, across the country,
it’s success is a true testament to the emotional bonding it has established with
36 | P a g e
the Indian consumer, on account of its value offerings, aspirational appeal and
service levels.
Shop till you drop! Big Bazaar has democratized shopping in India and is so
much more than a hypermarket. Here, you will find over 170,000 products
under one roof that cater to every need of a family, making Big Bazaar India’s
favorite shopping destination.
At Big Bazaar, you will get the best products at the best prices from apparel to
general merchandise like plastics, home furnishings, utensils, crockery, cutlery,
sports goods, car accessories, books and music, computer accessories and many,
many more. Big Bazaar is the destination where you get products available at
prices lower than the MRP, setting a new level of standard in price, convenience
and quality.
If you are a fashion conscious buyer who wants great clothes at great prices, Big
Bazaar is the place to be. Leveraging on the company’s inherent strength of
fashion, Big Bazaar has created a strong value-for-money proposition for its
customers. This highlights the uniqueness of Big Bazaar as compared to
traditional hypermarkets, which principally revolve around food, groceries and
general merchandise.
Boasting of an impressive array of private labels, Big Bazaar is continually
striving to provide customers with a ‘complete’ look. So be it men’s wear,
women’s wear, kids wear, sportswear or party wear, Big Bazaar fashions has it
all!
The variety of product range in Big Bazaar :
This large format store comprise of almost everything required by people from different
income groups. It varies from clothing and accessories for all genders like men, women and
children, playthings, stationary and toys, footwear, plastics, home utility products, cosmetics,
crockery, home textiles, luggage gift items, other novelties, and also food products and
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grocery. The added advantage for the customers shopping in Big Bazaar is that there are all
time discounts and promotional offers going on in the Big Bazaar on its salable products.
The significant features of Big Bazaar:
Shopping in the Big Bazaar is a great experience as one can find almost everything under the
same roof. It has different features which caters all the needs of the shoppers. Some of the
significant features of Big Bazaar are:
 The Food Bazaar or the grocery store with the department selling fruits and
vegetables
 There is a zone specially meant for the amusement of the kids
 Furniture Bazaar or a large section dealing with furniture
 Electronics Bazaar or the section concerned with electronic goods and cellular
phones
 FutureBazaar.com or the online shopping portal which makes shopping easier as one
can shop many products of Big Bazaar at the same price from home
 Well regulated customer care telecalling services
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The Great Exchange Offer
Big Bazaar announced The Great Exchange Offer with a “Bring anything old and take
anything new” concept which started from the 16th of Feb 2008 at the Landmark store. The
offer was valid till the 16th of March 2008 at the store. Under the exchange offer, old
garments, utensils, furniture, plastic ware, newspapers or just about anything was weighed
and valued and customers were given exchange coupons. The customer could redeem the
coupons before the due date on the condition that he/she shops four times the value of the
coupon. There were also direct exchanges on mobiles and electronic goods during the period
with attractive discounts on new purchases. The prices fixed by Big Bazaar were: clothes (Rs
200 per kg), newspaper (Rs 25 per kg), plastics/utensils/leather goods (Rs. 75 per kg),
footwear/luggage (Rs. 100 per kg), Pet/beer bottles (Rs 15 per kg), tyres (Rs 50 per kg),
furniture (Rs 75 per kg) and others (Rs 20 per kg). These exchange values were found to be
almost 4 to 5 times higher than the road side “kabari wala”. For the consumer, this offer
aimed at helping the housewife clean out the junk while getting a good value for it. The
coupons availed by the customer were equivalent to a 25% discount on products that could be
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purchased under this offer. For Big Bazaar, this promotion campaign helped boosting sales
during the period of February and March as it has been noticed that these months are dull
months for consumer buying. Big Bazaar undertook the following ways to promote The Great
Exchange Offer: Below the line activities for The Great Exchange Offer involved:
• Sufficient visual merchandizing within the store that included danglers, signages, standees,
distribution of pamphlets, which gave details of the offer.
• Frequent announcements made by the staff inside the store at regular intervals.
Above the line activities for The Great Exchange Offer involved:
• TVC on popular entertainment channels like Star Plus, Sony, Set Max, Star One.
• Road shows carried out by the Big Bazaar staff with announcements about the offer to make
people aware.
• Newspaper ads in almost all the local dailies like Sakal, The Times of India, on different
days during the period of the offer.
Wednesday Bazaar – Hafte ka sabse sasta din
In January 2007, Big Bazaar introduced a Wednesday Bazaar concept called “Hafte Ka Sabse
Sasta Din” with the aim to give homemakers the power to save the most on this day of the
week. Wednesday Bazaar offers clothes, accessories and fashion jewellery and personal care
products on greater discounts. In the hypermarkets or supermarkets business, it is noted that
the highest footfalls generated by these stores are mostly on the weekends or on national
holidays.
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Therefore, it becomes very important for the retailer to plan certain offers in such a manner
that it can attract people on the weekdays too. For the customers, Wednesday Bazaar is the
“Hafte Ka Sabse Sasta Din” which the customers leverage on and for Big Bazaar; Wednesday
Bazaar is an opportunity to maintain footfalls to its standards on weekdays too.
For Big Bazaar, Wednesday Bazaar is a concept, which it intends to run on a long-term basis.
For which the aim is to inculcate in the minds of customers that every Wednesday is a day of
greater savings at Big Bazaar. It is therefore, incumbent on the brand to have the offer grow
and create deep impact on the minds of the customers. It has tried to do this in the following
ways:
Below the line activities for Wednesday Bazaar involves:
• Visual merchandizing promoting the offer with the help of danglers, signages, standees, etc.
• Frequent announcements made by the staff inside the store on a regular basis.
Above the line activities for Wednesday Bazaar involves:
• TVC on popular entertainment channels like Sony, Star Plus, Set Max, Star One.
• Newspaper ads on Wednesday in the local dailies, Sakal and Times of India.
• Hoardings at Swargate and Pune-Solapur Highway.
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Sabse Saste Teen Din (Big days)
“26 Jan Republic Day a National Holiday”Big Bazaar Marketing Department gave a new
thought on this day in 2006 they started a new shopping festival, i.e. Sabse Saste Teen Din.
None of the retail industry was aware about this surprise shopping festival. Big Bazaar did it
in its own way!! They showed this National holiday can be celebrate in festival mode , while
doing shopping Big bazaar throwed up to 65% of on each & every products in the store for
three days. So the promotion was called Sabse Saste Teen Din.
Promotion
Promotion can be loosely classified as "above the line" and "below the line" promotion. The
promotional activities carried out through mass media like television, radio, newspaper etc. is
above the line promotion.
The terms 'below-the-line' promotion or communications, refers to forms of non-media

communication, even non-media advertising. Below-the-line promotions are becoming
increasingly important within the communications mix of many companies, not only those
involved in fmcg products, but also for industrial goods.
Some of the ways by which companies do BTL (below the line) promotions are by
exhibitions, sponsorship activities, public relations and sales promotions like giving freebies
with goods, trade discounts given to dealers and customers, reduced price offers on products,
giving coupons which can be redeemed later etc.
BELOW THE LINE SALES PROMOTION
Below the line sales promotions are short-term incentives, largely aimed at consumers. With
the increasing pressure on the marketing team to achieve communication objectives more
efficiently in a limited budget, there has been a need to find out more effective and cost
efficient ways to communicate with the target markets. This has led to a shift from the regular
media based advertising.
A definition of below-the-line sales promotion given by Hugh Davidson:
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'An immediate or delayed incentive to purchase, expressed in cash or in kind, and having
only a short term or temporary duration'.
Methods of below the line sales promotion
1. Price promotions
Price promotions are also commonly known as" price discounting". These can be done in two
ways:
 A discount to the normal selling price of a product, or

 More of the product at the normal price.
Price promotions however can also have a negative effect by spoiling the brand reputation or
just a temporary sales boost (during the discounts) followed by a lull when the discount
would be called off.
2. Coupons
Coupons are another, very versatile, way of offering a discount. Consider the following
examples of the use of coupons:
-On a pack to encourage repeat purchase
- In coupon books sent out in newspapers allowing customers to redeem the coupon at a
retailer
- A cut-out coupon as part of an advert
- On the back of till receipts
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The key objective with a coupon promotion is to maximize the redemption rate – this is the
proportion of customers actually using the coupon.
It must be ensured when a company uses coupons that the retailers must hold sufficient stock
to avoid customer disappointment.
Use of coupon promotions is often best for new products or perhaps to encourage sales of
existing products that are slowing down.
3. Gift with purchase
The "gift with purchase" is a very common promotional technique. In this scheme, the
customer gets something extra along with the normal good purchased. It works best for
- Subscription-based products (e.g. magazines)
- Consumer luxuries (e.g. perfumes)
4. Competitions and prizes
This is an important tool to increase brand awareness amongst the target consumer. It can be
used to boost up sales for temporary period and ensure usage amongst first time users.
5. Money refunds
Here, a customer receives a money refund after submitting a proof of purchase to the
manufacturer.
Customers often view these schemes with some suspicion – particularly if the method of
obtaining a refund looks unusual or onerous.
6. Frequent user / loyalty incentives
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Repeat purchases may be stimulated by frequent user incentives. Perhaps the best examples
of this are the many frequent flyer or user schemes used by airlines, train companies, car hire
companies etc.
7. Point-of-sale displays
Shopping habits are changing for the people living in metropolitan cities. People prefer big
retail outlets like Big Bazaar to local kirana stores. Most of the decisions of buying are taken
by the virtue of point-of-sale displays in these retail outlets.
SOME INTERSTING EXAMPLES OF BTL PROMOTION

Most of the big brands are following the suit of BTL promotion because of rising prices of
media based promotion, advertising clutter and increased impulse purchasing.
Some of the interesting examples are:
Most of the educational institutes like career launcher, Time and PT are holding informative
workshops and free tests for students which give a direct interaction of these institutes with
the target customer and hence a suitable platform to sell themselves.
Ring tones and music videos on cell phones are helping the entertainment industry to promote
for a music video or a movie for dirt-cheap rate as compared to media promotion.
Various companies sponsor sport events to promote their brand, but nowadays media
companies like Hindustan Times are holding weekly events through out the country in which
companies can put up their stalls, display banners and posters and arrange for some fun
activities.
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These events give the companies a platform at very low price to promote their brand and
increase visibility among target consumer. These companies also give discount coupons to
winners in the games, which in turn boost the sales of the products and ensure that first time
users try these products as well.
Pepsi organized an inter school cricket event for 425 schools across 14 cities which did
wonders for the company by promoting the brand amongst the right target customer for
almost no cost.
Most of the pharmacy companies do BTL promotion by getting shelf space through doctors
to display their products or by giving away free calcium tablets again through doctors,
knowing that for a patient a personal advise from a doctor would hold more value as
compared to a commercial advertisement.
Another interesting BTL promotion was by NIKE, an athlete dressed up in Nike sportswear
could be seen jogging on an elevated treadmill for the whole day on National Highway 8,
Delhi.
BTL promotions are gaining popularity among all big companies nowadays considering their
effectiveness because of the "individual customer promotion" at a price, which is much lesser
than the normal media promotions.
• Low prices on Wednesday Low prices on Wednesday
• Concept of Big Day Concept of Big Day
• Promotional offers
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School Jao Khushi Khushi
Khushi Ki Barsaat
Happy Father’s Day
Big Bazaar's `junk' swap offer

Big Bazaar is launching a promotional offer from Saturday, with the slogan, "Bring anything
old and take something new".
A press release issued by the company says the customer can bring anything old, such as
newspaper, and get coupons issued in exchange of the junk. The customer can redeem the
coupons before the due date on the condition that he/she shops four times the value of the
coupon.
The prices fixed by Big Bazaar are: clothes (Rs 200 per kg), newspaper (Rs 25 per kg),
plastics/utensils/leather goods (Rs. 75 per kg), footwear/luggage (Rs. 100 per kg), Pet/beer
bottles (Rs 15 per kg), tyres (Rs 50 per kg), furniture (Rs 75 per kg) and others (Rs 20 per
kg).
"This offer will help the housewife clean out the junk while getting a good value for it," says
Mr Sanjeev Agarwal, President (Marketing), Pantaloon Retail (India) Ltd.
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News related big bazaar
Future Group to hive off Big Bazaar
Kishore Biyani-led Future Group is considering hiving-off its hypermarket format Big Bazaar
into a separate company. “Managing a $1 billion business already is a challenge”, Biyani said
speaking to the reporters on Friday, referring to the big Bazaar format, which is expected to
generate revenue of $1 billion in the fiscal 2007-08. Big Bazaar is a hypermarket format of
the Pantaloon Retail (India) Ltd.
The Group expects to increase its revenues to $7-8 billion by 2011, of which Big Bazaar is
expected to contribute a large chunk of around $4 billion. It has emerged as the largest retail
format of Future Group's retail division. Biyani said that the proposal is at a very initial stage
and has to be taken to the board. “Currently we have more than 80 Big Bazaars and we are
planning to scale it up to 160 by the year end”, he said. Highlighting that the company was
going to go very aggressive in rolling out the Big Bazaar format, he said that the total floor
area by 2011 would scale up to 30 million square feet from the present figure of 10 million
square feet. Speaking on the other formats, Biyani said that the group was expecting a
revenue of Rs 1,300 crore from the Home Town stores which the company launched last
year.
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CHAPTER N.0:3
RESEARCH DESIGN
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Research Methodology
A structured questionnaire was used to collect primary data. Convenient random sample of 33
respondents were asked to fill the questionnaire consisting of closed ended questions.
Respondents were randomly intercepted in the Big Bazaar. Five point Likert scale was used
to record and measure the satisfaction level. Secondary data has been collected from journals,
magazines, internet and other documented material. Primary data was analyzed using simple
percentages, and inferences were drawn.
About the Present Study

The present study is undertaken to understand the impact of customer services provided by
Big Bazaar. The study will be helpful in finding out the profile, perception and satisfaction
level of the customers who visit the outlet of Big Bazaar at bharath Mall, Mangalore .
Objectives
 To find out the factors that affect the buyers decision in Big Bazaar
 To evaluate the strength of these factors in buying decision of the customers.
 To understand customer’s level of satisfaction with Big Bazaar outlet.
Limitations
 The Project is limited primarily to the single outlet of Big Bazaar and hence does not
capture the essence of the entire outlet of Big Bazaar.
 The components of variations in store choice with accordance to profession have not
been studied.
 The project shows a picture of outlet of Big Bazaar only in Mangalore.
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CHAPTER N.O:4
DATA ANALYSIS AND
INTERPRETATION
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1. Data Analysis
4.1 AGE:
AGE N.o
Sl. No OF RESPONDENTS OF PERCENTAGE
RESPONDEN
TS
01 10-20 7 14
02 20-30 22 44
03 30-40 16 32
04 40 AND ABOVE 5 10
50 100%
Interpretation:
The above Table 4.1 & Figure 4.1 Exhibits Age distribution of the respondents .Out of 50
respondents, 7 respondents are between 10-20 years of age, 22 respondents are in between
20-30 years of age, 16 respondents are in between 30-40 years of age and rest 5 are 40 and
above.
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.
4.2. GENDER:
GENDER
SL.N.O OF N.O OF PERCENTAGE
RESPONDENTS RESPONDENTS
01 MALE 22 44
02 FEMALE 28 56
TOTAL 50 100%
Interpretation:
Above Table 4.2 & Figure 4.2 exhibits the sex distribution of the respondents. Out of Total
50 respondents, Majority 28 (28%) of respondents are Female and remaining 22 (22%)
respondents are Male.
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4.3. MARITAL STATUS:
MARITAL N.O
SL.N.O STATUS OF OF PERCENTAGE
RESPONDENTS RESPONDENT
S
01 MARRIED 36 72
02 SINGLE 14 28
TOTAL 50 100%
Interpretation:
Above Table 4.3 & Figure 4.3 exhibits the Marital status of the respondents. Out of 50
respondents Majority of 36 respondents are married and rest 14 are single
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4.4 THE STORE HAS MODERN LOOKING EQUIPEMENTS AND

FIXTURES:
SL.N.O MODERN N.O OF PERCENTAGE

LOOKING RESPONDENTS
EQUIPEMENT
01 STRONGLY 3 10
DISAGREE
02 SOMEWHAT 3 10
DISAGREE
03 NEUTRAL 11 12
04 SOMEWHAT 20 38
AGREE
05 STRONGLY 13 30
AGREE
TOTAL 50 100%
Interpretation:
Above Table 4.4 & Figure 4.4 exhibits preferences’ of respondents towards the Modern
looking equipments of big bazaar out of total 50 respondent, majority of 20 respondent are
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somewhat agree with it .11 says neutral,13 are strongly agreed,3 are somewhat disagree and
rest 3 strongly disagree
4.5. MATERIAL ASSOCIATED WITH THIS STORE SERVICE (SUCH

AS SHOPPING BAGS, CATALOGS, OR STATEMENT ARE VISUALLY
APPEALING)
SL.N.O MATERIAL N.O OF PERCENTAGE

ASSOCIATED RESPONDENTS
01 STRONGLY 1 6
DISAGREE
02 SOMEWHAT 4 9
DISAGREE
03 NEUTRAL 12 15
04 SOMEWHAT 15 20
AGREE
05 STRONGLY 18 50
AGREE
TOTAL 50 100%
Interpretation:
Above Table 4.5 & Figure 4.5 exhibits material associated with the store are vusually
appealing out of 50 respondents, majority of 18 says strongly agree.15 says somewhat agree,
12 says neutral, 4 says somewhat disagree and rest 1 says strongly disagree
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4.6. THE STORE LAYOUT AT THIS STORE MAKES IT EASY FOR

CUSTOMERS TO FIND WHAT THEY NEED.:
SL.N.O CUSTOMER N.O OF PERCENTAGE

NEED RESPONDENTS
01 STRONGLY 0 2
DISAGREE
02 SOMEWHAT 6 8
DISAGREE
03 NEUTRAL 11 10
04 SOMEWHAT 18 55
AGREE
05 STRONGLY 15 25
AGREE
TOTAL 50 100%
Interpretation:
Table N.o 4.6 & figure N.o 4.6 exhibits the store layout to make
customer feel easy to find what they need out of 50 respondents
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majority of 18 says somewhat agree, 15 are strongly agree, 11 are

neutral, and rest 6 are somewhat disagree
4.7. THE STORE LAYOUT AT THIS STORE MAKE IT EASY FOR

CUSTOMER TO MOVE AROUND
SL.N.O CUSTOMER TO N.O OF PERCENTAGE

MOVE AROUND RESPONDENTS
01 STRONGLY 1 5
DISAGREE
02 SOMEWHAT 1 5
DISAGREE
03 NEUTRAL 4 10
04 SOMEWHAT 23 30
AGREE
05 STRONGLY 21 50
AGREE
TOTAL 50 100%
Interpretation:
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Table N.o 4.7 & figure N.o 4.7 exhibits the store layout to make
customer move around easily out of 50 respondents, majority of 23
respondents are somewhat agreed, 21 are strongly agreed, 4 are
neutral, and rest 1 are strongly disagree, 1 are somewhat agree
4.8. THIS STORE PROVIDES PLENTY OF CONVENIENT PARKING

FOR CUSTOMER
SL.N.O PARKING FOR N.O OF PERCENTAGE

CUSTOMERS RESPONDENTS
01 STRONGLY 2 3
DISAGREE
02 SOMEWHAT 0 2
DISAGREE
03 NEUTRAL 9 15
04 SOMEWHAT 27 60
AGREE
05 STRONGLY 12 20
AGREE
TOTAL 50 100%
Interpretation:
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Table N.o 4.8 and figure N.o 4.8 exhibits convenient parking for
customers out of 50 respondents, 27 are somewhat agreed,12 are
strongly agreed,9 says neutral,2 says strongly disagree
4.9. EMPLOYEES IN THIS STORE HAVE THE KNOWLEDGE TO

ANSWER CUSTOMERS QUESTIONS
SL.N.O ANSWER N.O OF PERCENTAGE

CUSTOMER RESPONDENTS
QUESTIONS
01 STRONGLY 0 2
DISAGREE
02 SOMEWHAT 3 8
DISAGREE
03 NEUTRAL 7 20
04 SOMEWHAT 24 40
AGREE
05 STRONGLY 16 30
AGREE
TOTAL 50 100%
Interpretation:
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Table N.o 4.9 & Figure N.o exhibits employees having knowledge to
answer customer questions out of 50 respondents majority of 24 says
somewhat agreed, 16 says strongly agreed., 7 says neutral and rest 3
says somewhat disagree
4.10. THE BEHAVIOR OF EMPLOYEES IN THIS STORE

INSTILLS CONFIDENCE IN CUSTOMERS.
SL.N.O BEHAVIOUR OF N.O OF PERCENTAGE

EMPLOYEES RESPONDENTS
01 STRONGLY 0 5
DISAGREE
02 SOMEWHAT 3 5
DISAGREE
03 NEUTRAL 11 10
04 SOMEWHAT 24 50
AGREE
05 STRONGLY 12 30
AGREE
TOTAL 50 100%
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Interpretation:
Tabke N.o 4.10 & Figure N.o 4.10 exhibits the behavior of employees
in the store instills confidence in customers out of 50 respondents 24
are somewhat agree, 12 are strongly agree, 11 are neutral and rest 3
are somewhat disagree
4.11. CUSTOMERS FEEL SAFE IN THEIR TRANSACTIONS
WITH THIS STORE
SL.N.O SAFE N.O OF PERCENTAGE

TRANSACTIONS RESPONDENTS
01 STRONGLY 0 5
DISAGREE
02 SOMEWHAT 4 5
DISAGREE
03 NEUTRAL 7 20
04 SOMEWHAT 22 40
AGREE
05 STRONGLY 17 30
AGREE
TOTAL 50 100%
Interpretation:
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Table N.o 4.11 and figure N.o 4.10 exhibits the safest transactions of
customer in big bazaar out of 50 respondents 22 are somewhat agreed,
17 are strongly agreed, 7 are neutral and rest 4 are somewhat
disagree.
4.12. EMPLOYEES IN THIS STORE GIVE PROMPT

SERVICE TO CUSTOMER
SL.N.O SERVICE TO N.O OF PERCENTAGE

CUSTOMER RESPONDENTS
01 STRONGLY 3 4
DISAGREE
02 SOMEWHAT 6 6
DISAGREE
03 NEUTRAL 11 20
04 SOMEWHAT 22 50
AGREE
05 STRONGLY 8 20
AGREE
TOTAL 50 100%
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Interpretation:
Table N.o 4.12 & Figure N.o 4.12 exhibits prompt service to
customer, out of 50 respondents majority of 22 says somewhat agree,
11 are neutral, 8 are strongly agreed, 6 are somewhat disagree, and
rest 3 are strongly disagreed.
4.13. WHEN A CUSTOMER HAS A PROBLEM, THIS STORE SHOWS

A SINCERE INTEREST IN SOLVING IT
SL.N.O INTEREST TO N.O OF PERCENTAGE

SOLVE RESPONDENTS
CUSTOMER
PROBLEM
01 STRONGLY 2 5
DISAGREE
02 SOMEWHAT 4 11
DISAGREE
03 NEUTRAL 8 20
04 SOMEWHAT 31 50
AGREE
05 STRONGLY 5 14
AGREE
TOTAL 50 100%
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Interpretation:
Table N.o 4.13 & figure N.o 4.13 exhibits the stores sincere interest to
solve customer problems out of 50 respondents Majority of 31 are
somewhat agreed, 8 are neutral, 5 are strongly agreed, 4 are somewhat
agreed, and rest are 2 strongly disagreed.
4.14. THIS STORE GIVES CUSTOMERS INDIVIDUAL ATTENTION

INDIVIDUAL RESPONDENTS
ATTENTION
01 STRONGLY 2 3
DISAGREE
02 SOMEWHAT 6 7
DISAGREE
03 NEUTRAL 8 30
04 SOMEWHAT 29 40
AGREE
05 STRONGLY 7 20
AGREE
TOTAL 50 100%
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Interpretation:
Table N.o 4.14 and Figure N.o 4.14 exhibits the store giving attention
to every individual out of 50 respondents, Majority of 29 says
somewhat agreed, 8 are neutral, 7 are strongly agreed, 6 are somewhat
disagreed, rest 2 are strongly disagreed.
4.15. EMPLOYEES IN THIS STORE ARE CONSISTENTLY

COURTEOUS WITH CUSTOMERS
SL.N.O COURTEOUS N.O OF PERCENTAGE

WITH RESPONDENTS
CUSTOMER
01 STRONGLY 0 5
DISAGREE
02 SOMEWHAT 1 10
DISAGREE
03 NEUTRAL 7 25
04 SOMEWHAT 29 50
AGREE
05 STRONGLY 1 10
AGREE
TOTAL 50 100%
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Interpretation:
Table N.o 4.15 & Figure N.o 4.15 exhibits the stores are courteous
with the customers out of 50 respondents, majority of 29 are
somewhat agreed, 7 are neutral, 1 are strongly agreed and rest 1 are
somewhat disagreed.
4.16. EMPLOYEES OF THIS STORE ARE ABLE TO HANDLE

CUSTOMER COMPLAINTS DIRECTLY AND IMMEDIATELY

COMPLAINTS RESPONDENTS
01 STRONGLY 1 5
DISAGREE
02 SOMEWHAT 10 22
DISAGREE
03 NEUTRAL 12 25
04 SOMEWHAT 20 30
AGREE
05 STRONGLY 7 18
AGREE
TOTAL 50 100%
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Interpretation:
Table N.o 4.16 and figure N.o 4.16 exhibits how employees are
handling the customers problems out of 50 respondents, Majority of
20 are somewhat agreed, 12 are neutral, 10 are somewhat disagree 7
are strongly agreed, and rest 1 are strongly disagreed.
4.17. THIS STORE OFFERS HIGH QUALITY MERCHANDISE
SL.N.O HIGH QUALITY N.O OF PERCENTAGE

MERCHANDISE RESPONDENT
S
01 STRONGLY 2 5
DISAGREE
02 SOMEWHAT 6 10
DISAGREE
03 NEUTRAL 11 12
04 SOMEWHAT 21 53
AGREE
05 STRONGLY 10 20
AGREE
TOTAL 50 100%
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Interpretation:
Table N.o 4.17 & figure N.o 4.17 exhibits high quality merchandise
out of 50 respondents, Majority of 21 says somewhat agreed, 11 says
neutral, 10 are strongly agreed, 6 are somewhat disagreed and rest 2
are strongly disagreed.
4.18. HOW OFTEN DO YOU VISIT BIGBAZAR
SL.N.O VISITING BIG N.O OF PERCENTAGE

BAZAR RESPONDENTS
01 TWICE IN A 10 20
WEEK
02 ONCE IN A 15 25
WEEK
03 TWICE IN A 17 45
MONTH
04 ONCE IN A 8 10
MONTH
TOTAL 50 100%
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Interpretation:
 Table N.o 4.18 & figure N.o 4.18 exhibits how often
respondents visit bi bazaar out of 50 respondents, Majority of 17
says twice in a month, 15 says once in a week, 8 says once in a
month and rest 10 says twice in a week.
CASE PROCESSING SUMMARY

Cases
Valid Missing Total
N Percent N Percent N Percent
GENDER * The store 50 100.0% 0 0.0% 50 100.0%
layout at this store
makes it easy for
customers to find what
they need.
GENDER * The store layout at this store makes it easy for customers to
find what they need. Cross tabulation
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The store layout at this store makes it easy for Total

customers to find what they need.
somewha neutral somewhat strongly
t agree agree
disagree
G M Count 2 5 8 7 22
E A % within GENDER 9.1% 22.7% 36.4% 31.8% 100.0%
N L % within The store 33.3% 45.5% 44.4% 46.7% 44.0%
D E layout at this store
E makes it easy for
R customers to find
what they need.
% of Total 4.0% 10.0% 16.0% 14.0% 44.0%
F Count 4 6 10 8 28
E % within GENDER 14.3% 21.4% 35.7% 28.6% 100.0%
M % within The store 66.7% 54.5% 55.6% 53.3% 56.0%
A layout at this store
L makes it easy for
E customers to find
what they need.
% of Total 8.0% 12.0% 20.0% 16.0% 56.0%
To Count 6 11 18 15 50
tal % within GENDER 12.0% 22.0% 36.0% 30.0% 100.0%
% within The store layout 100.0% 100.0% 100.0% 100.0% 100.0%
at this store makes it easy
for customers to find what
they need.
% of Total 12.0% 22.0% 36.0% 30.0% 100.0%
Interpretation :
The above data analysis is done by SPSS software. From the analysis interpret the
crosstabulation It is based on the gender male and female. Where it shows 44% of male and
56% of the female customers responded for store layout at this store which makes it easy for
customers to find what they need.
Chi-Square Tests
Value df Asymp. Sig. (2-sided)
Pearson Chi-Square .331a 3 .954
Likelihood Ratio .338 3 .953
Linear-by-Linear Association .189 1 .664
N of Valid Cases 50
a. 3 cells (37.5%) have expected count less than 5. The minimum expected count is 2.64.
Chi-Square Tests:
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Interpretation:
The table reveals that, there is no significant difference between customers of bigbazar
and their satisfaction leve of satisfaction towards the store layout. The Sig value of
p = 0.954 is more than 0.05,(x²=50 , df=0.331) which accepts the Null Hypothesis.
Despite as stated above under the cross-tabulation report interpretation, this does no
confirm the Alternative hypothesis for full page images being more than quarter or half
page images.
Pearson’s contingency Co-efficient:
Symmetric Measures
Value Asymp. Std. Approx. Tb Approx. Sig.
a
Error
Nominal by Contingency Coefficient .081 .954
Nominal
Interval by Pearson's R -.062 .140 -.431 .669c
Interval
Ordinal by Spearman Correlation -.055 .140 -.385 .702c
Ordinal
N of Valid Cases 50
a. Not assuming the null hypothesis.
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b. Using the asymptotic standard error assuming the null hypothesis.

c. Based on normal approximation.
Interpretation:
From the above data it is clear that the mean for Pearson’s contingency.
Co-efficient. The Pearson correlation evaluates the linear relationship between two
continuous variables. A relationship is linear when a change in one variable is
associated with a proportional change in the other variable. The above table indicates
that there is a positive correlation that exists between the Rewards and Recognition
has a positive relationship with employee retention. The correlation is significant. P
< 0.001 and r = 0.140 which is closer to 1. The spearman’s correlation =-0.55.
This store provides plenty of convenient PARKING FOR CUSTOMER:
Statistics
This store provides plenty of convenient PARKING FOR CUSTOMER

Valid 50
N
Missing 0
Mean 2.8600
Std. Error of Mean .18297
Median 2.0000
Mode 2.00
Std. Deviation 1.29378
Variance 1.674
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Skewness .860
Std. Error of Skewness .337
Kurtosis -.802
Std. Error of Kurtosis .662
Range 4.00
Minimum 1.00
Maximum 5.00
This store provides plenty of convenient PARKING FOR CUSTOMER
Frequency Percent Valid Percent Cumulative

Percent
Valid strongly disagree 2 4.0 4.0 4.0
somewhat agree 27 54.0 54.0 58.0

neutral 9 18.0 18.0 76.0
strongly agree 12 24.0 24.0 100.0
Total 50 100.0 100.0
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Interpretation:
From the above Table and Graph it is analyzed that that this store provides plenty of
convenient parking for customers. There are 4% of the respondents are strongly disagree
54% are Somewhat agree 18% Neutral and 24% are strongly agree.
ANNOVA:
Descriptives
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When a customer has a problem, this store shows a sincere interest in solving it
N Mea Std. Std. 95% Confidence Mini Maxi
n Deviatio Error Interval for Mean mum mum
n Lower Upper
Bound Bound
strongly 3 4.00 .00000 . 4.0000 4.0000 4.00 4.00
disagree 00 0000
0
somewhat 6 3.83 .98319 . 2.8015 4.8651 2.00 5.00
disagree 33 4013
9
neutral 11 4.00 .44721 . 3.6996 4.3004 3.00 5.00
00 1348
4
somewhat 22 3.36 .95346 . 2.9409 3.7864 1.00 5.00
agree 36 2032
8
strongly 8 3.75 1.28174 . 2.6784 4.8216 1.00 5.00
agree 00 4531
6
Total 50 3.66 .91718 . 3.3993 3.9207 1.00 5.00
00 1297
1
ANOVA
When a customer has a problem, this store shows a sincere interest in solving it
Sum of df Mean F Sig.
Squares Square 77 | P a g e
Between Groups 3.796 4 .949 1.141 .349
Within Groups 37.424 45 .832
Total 41.220 49
Interpretation:
The Sig value of p = 0.349 is less than 0.05, rejects the Null Hypothesis. Thus, there is
statistically significant difference between the means. Some of the respondent’s
opinions when a customer has a problem, this store shows a sincere interest in solving
it. A large F ratio indicates that variations among the group means are more than we
did expect to see by chance. The Mean Plot chart further highlights the above point.
Additionally, it also shows that the mean=3.66 and SD=.91718.
CHAPTER N.O:5
FINDINGS
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FINDINGS
1. Majority of 44% respondents are 20-30 age.
2. Majority of 56% are Female in gender distribution rest are Male .
3. Majority of 72% of respondents marital status are married rest are single .
4. Majority of 38% respondents have somewhat agreed for the modern looking
equipments and fixture in the stores.
5. Majority of 50% respondents are strongly agreed for the material associated with the
stores are visually appealing.
6. Majority of 55% are somewhat agreed for the store layouts are easy to the customers
to find what they need.
7. Majority of 50% are somewhat agreed for store layout are easy to move around for
customers.
8. Majority of 60% are somewhat agreed for stores providing plenty of convenient
parking for customers.
9. Majority of 40% are somewhat agreed for employees having knowledge answer
customer questions.
10. Majority of 50% are the behavior of employees in this store instills confidence in
customers
11. Majority of 40% are somewhat agreed for customer feeling safe in their transactions.
79 | P a g e
12. Majority of 50% are somewhat agreed for exhibits the safest transactions of customer
in big bazaar.
13. Majority of 50% are somewhat agreed for employees in the store gives prompt
services to customers.
14. Majority of 40% are somewhat agreed for store gives customer individual attention.
15. Majority of 50% are somewhat agreed for employees in the store are consistently
courteous with customers
16. Majority of 30% are somewhat agreed for employees of this store are able to handle
customers complaints directly and indirectly.
17. Majority of 53% are somewhat agreed for the store offers high quality merchandise.
18. Majority of 45% are agreed for their twice in a month visiting big bazaar.
CHAPTER N.O:6
SUGGESTION
AND CONCLUSIONS
80 | P a g e
SUGGESTIONS
 The materials like shopping bags, catalogues etc. are appealing to attract the
customers but some others materials as new offers ,free samples of new products
should be added this series to attract the customers.
 The store should increase its product line and for this it should contact to many
distributors so they can provide a huge amount of products so that they can find
every product according to their need.
 The space should be increased in the store for the customers to move to find every
products of their choice. The employees should be trained in this way so that they
81 | P a g e
can answer the questions of the customers regarding their problems in services
efficiently.
CONCLUSION
 There are many who are satisfied with the modern looking equipments and fixtures
but there are 1/4th customers who are not much satisfied .There are many customers
who agree with the materials provided by outlet.
 There are 2/4th customers who don’t find everything in the particular outlet always but
more than 1/4th customers always find everything in the store.
 There are many customers who find the proper space in the outlet to move and most
of the customers are satisfied with the parking facility.
 There are many customers who are satisfied with the answers of the employees
regarding their problems and there are not much satisfied with the behavior of
employees.
 There are maximum customers who are highly satisfied with their transaction in the
store but sometimes they find some faults. There are customers who agree that
82 | P a g e
employees in the store give prompt services but there are many customers who are not
happy with the services provided by the store.
 There are many customers who find the individual attention of the employees but
sometimes they are not satisfied with the services and the behavior of the employees
in the store.
 There are maximum customers who are satisfied with the merchandising of the store
and they find every product of brand every b in each category and shelf according to
their choices.
83 | P a g e
BIBLIOGRAPHY
JOURNALS & BOOKS
1. Zeithaml.A, Service Marketing, Tata Mc Graw-Hills Publications, New Delhi.
2. G.P.Gupta, Business Statistics, Sultanchand Publication, Mumbai.

3. R.K. Uppal, Indian Banking Industry and Information Technology, New Century
Publication, new delhi.
4. Kothari.C.R , Research Methodology, New Age International Publication , New Delhi
5. Kotler, Marketing Management, Prentice Hall Publication; 12 edition
6. Oliver, Satisfaction: A behavioural perspective on the consumer. New York: McGraw

Hill.
WEBSITES:
1. http://www.managementparadise.com/forum/index1.php/t-42178.html
2. http://www.managementparadise.com/forums/archive/index.php/t-25624.html
3. http://www.scribd.com/doc/5994975/consumer-behaviour-on-impulse-buying?
autodown=pdf
4. http://www.scribd.com/doc/4905033/A-project-on-Store-Operation-of-Big-Bazaar?
autodown=pdf
REPORTS
1. The Icfai Journal of Marketing Management, Vol. VI, No. 1, Feb 2007
2. The Icfai Journal of Services Management, Vol. IV, No. 1, March 2007
84 | P a g e
REFERENCES:
1. Anderson, E.W., & Mittal, V. (2000). Strengthening the satisfaction-profit chain. Journal
of Service Research.
2. Anderson, E.W., Fornell, C., & Lehmann, D.R. (1994). Customer satisfaction, market
share and profitability: Findings from Sweden. Journal of Marketing.
3. Aurora S. and Malhotra M. (1997), “Customer Satisfaction: A Comparative Analysis of

Public and Private Sector Banks”; Decision 24(1-4), JanuaryDecember, IIM Calcutta.
4. Banking Industry Scores above Average in Customer Satisfaction, ACSI Report.
Publication: CBA Reports (March 1. 2005).
5. Clancy, R.( 2010), ‘Smaller UK Banks Offer Better Customers Satisfaction, Annual
Survey Shows’, Investment International, (23rd August), Retrieved on 5th September
2011
6. Christopher Gan, Mike Clemes (2011) An empirical analysis of New Zealand bank
customers’ satisfaction, Banks and Bank Systems, Volume 6, Issue 3
7. Dash, M.K and Mahaptra, D.M. (2006), ‘Measuring Customer Satisfaction in The
Banking Industry. International Journal of Bank Marketing
8. Dr. Mohd Khalaf Ahmad, Dr. Hasan Ali (2011) International journal of marketing study
Vol-3 No.1
9. Factors influencing customer satisfaction in the retail banking sector in Pakistan.

International Journal of Commerce & Management.(JAN 2003)
10. Faizan Mohsan (2011) Impact of Customer Satisfaction on Customer Loyalty and
Intentions to Switch: Evidence from Banking Sector of Pakistan International Journal of
Business and Social Science Vol. 2 No. 16.
11. Fornell, C. (1992). A national customer satisfaction barometer: The Swedish experience.
Journal of Marketing, 56, 6-21.
85 | P a g e
12. Goedee, J., Reijnders, W., & van Tiel, D. (2008) Bankieren in 2020: Amsterdam: FT
Prentice Hall
13. Zahorik, A. J., & Rust, R. T. (1993). Customer satisfaction, customer retention, and
market share. Journal of retailing, 69(2), 193-215.
14. Fornell, C. (1992). A national customer satisfaction barometer: The Swedish

experience. Journal of marketing, 56(1), 6-21.
15. Bergman, B., & Klefsjö, B. (2010). Quality from customer needs to customer satisfaction.
Studentlitteratur AB.
16. Anderson, E. W. (1998). Customer satisfaction and word of mouth. Journal of service

research, 1(1), 5-17.
17. Anderson, E. W., Fornell, C., & Mazvancheryl, S. K. (2004). Customer satisfaction and
shareholder value. Journal of marketing, 68(4), 172-185.
18. Hallowell, R. (1996). The relationships of customer satisfaction, customer loyalty, and
profitability: an empirical study. International journal of service industry management.
19. Szymanski, D. M., & Henard, D. H. (2001). Customer satisfaction: A meta-analysis of the
empirical evidence. Journal of the academy of marketing science, 29(1), 16.
20. Anderson, E. W., Fornell, C., & Rust, R. T. (1997). Customer satisfaction, productivity,
and profitability: Differences between goods and services. Marketing science, 16(2), 129-
145.
86 | P a g e
ANNEXURE
Respected Sir/Madam,
We are the student of COLLEGE OF MANAGEMENT AND COMMERCE,
SRINIVAS UNIVERSITY, MANGALORE, ABRAR KALKERI doing a survey on
customer services provided by Big Bazaar,
This Questionnaire is a part of a survey being conducted to understand the services
provided by Big Bazaar to their customers.
Name : Age:
Gender: Male Female
Marital Status : Married Single
Strongly Somewhat Neutral Somewhat
Strongly
Disagree Disagree Agree
Agree
1. This store has modern-looking equipment
and fixtures.
2. Materials associated with this store's
service (such as shopping bags, catalogs,
or statements) are visually appealing.
3. The store layout at this store makes it easy
87 | P a g e
for customers to find what they need.
4. The store layout at this store makes it easy
For customers to move around the store.
5. This store provides plenty of convenient
Parking for customers.
6. Employees in this store have the knowledge
to answer customers' questions.
7. The behavior of employees in this store
Instills confidence in customers.
8. Customers feel safe in their transactions
with this store.
9. Employees in this store give prompt
service to customers.
10. When a customer has a problem, this store
shows a sincere interest in solving it.
11. This store gives customers individual
attention.
88 | P a g e
12. Employees in this store are consistently
courteous with customers.
13. Employees of this store are able to
handle customer complaints directly
and immediately.
14. This store offers high quality merchandise.
15.. how often do you visit bigbazar
a. twice in a week
b. once in a week
c. once in a month
d. twice in a month
89 | P a g e

Master of Business Administration: Project Oncustomer Services Provided by Big Bazaar

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COLLEGE OF MANAGEMENT AND COMMERCE, SRNIVAS UNIVERSITY, MANGALORE

PROJECT ONCUSTOMER SERVICES PROVIDED BY

A Project Report submitted to Srinivas University in Partial Fulfillment of the

The Award of Degree in

Under the Guidance of

I am thankful to the college-College of Management & Commerce, Srinivas University for

I express my heartfelt gratitude to Mr. Mr. Faizal Rehman (Manager) BHAWAR

I, Mr. ABRAR KALKERI student of MBA, Belonging to college of management and

(Signature of the candidate)

A multi task position drawing on extensive CUSTOMER SERVICES= experience to advance

Key words: customer services, customer expectations, customer satisfaction

CHAPTER PARTICULARS PAGE

II INDUSTRY PROFILE AND COMPANY PROFILE

IV DATA ANALYSIS & INTERPRETATION 51-75

VI SUGGESTIONS AND CONCLUSION 78-80

S.No Title Page

9 Employees in this store have the knowledge to answer customers questions 60

17 This store offers high quality merchandise 68

S.No Title Page

9 Employees in this store have the knowledge to answer customers questions 60

17 This store offers high quality merchandise 68

INTRODUCTION TO CUSTOMER SERVICES

Customer satisfaction defined by Philip Kotler

Customer satisfaction = f(perceived performance, buyer’s expectations)

AK Rai would like to add to that definition

why is customer satisfaction important?

Characteristics of Retailing can be distinguished in various ways from other business

EVOLUTION OF RETAIL IN INDIA:

1.2 Literature Survey The review of extant literature is as follows:

Levesque and McDougall (1996) had worked on Determinants of customer satisfaction in

The Retail Industry in India

Challenges facing the Indian Organized Retail sector

Future Group conglomerate

Future Group has six business pillars:

 Leadership: To be a leader, both in thought and business.

 Respect and Humility: To respect every individual and be humble in their

 Introspection: Leading to purposeful thinking.

 Openness: To be open and receptive to new ideas, knowledge and information.

 Valuing and Nurturing Relationships: To build long-term relationships.

 Simplicity and Positivity: Simplicity and positivity in their thought, business

 Adaptability: To be flexible and adaptable, to meet challenges.

 Flow: To respect and understand the universal laws of nature.

1991 Launch of BARE, the Indian jeans brand.

1995 John Miller – Formal shirt brand launched.

1997 Pantaloons – India’s family store launched in Kolkata.

Indian Retail Forum Awards 2008

The INDIASTAR Award 2008

Retail Asia Pacific 500 Top Awards 2008

Coca-Cola Golden Spoon Awards 2008

The Reid & Taylor Awards For Retail Excellence 2008

Platinum Trusted Brand Award Images Retail Award 2005,06

DLF Award 2004

Mr. Kishore Biyani, Managing Director

Mr. Gopikishan Biyani, Whole Time Director

Mr. Rakesh Biyani, CEO – Retail

Ved Prakash Arya, Independent Director

Mr. Shailesh Haribhakti, Independent Director

Mr. S.Doreswamy, Independent Director

Dr. D.O.Koshy, Independent Director

Different Formats of Future Group

Background: Founded in 1987 as a garment manufacturing company, the

Listing: Pantaloon Retail is a listed company on the Bombay Stock Exchange

Central, the showcase seamless mall