TABLE OF CONTENTS

Chapter No Title

1 Introduction
1.1 Industry Profile

1.2 Economic Growth During Liberalization Measures

1.3 Growth of Logistics Industry during recent decade

1.4 Organizational Profile

1.5 Review of Literature

1.6 Need for study

1.7 Objective of study

1.8 Limitation of study

2 Methodology

1.5 Research Methodology

2.2 Research design

2.3 Sampling

2.4 Tools used

2.5 Limitations

3 Data Analysis and Interpretation

4 Finding of study and Suggestions

5 Conclusion

6 References / Bibliography
Annexure Questionnaire

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 INTRODUCTION

1.1 Introduction to the concept of the study

Retail mix is the combination of factor retail used to satisfied customer needs
and influences their purchase decision. Retail mix is term used to describe the various
elements and required to formulate and execute retail marketing strategy. The mix
may vary greatly according to the retailer and the type of product/service. A retailing
mix is the package of goods and services that store offers to the customers for sale. It
is the combination of all efforts planned by the retailer and embodies the adjustment
of the retail store to the market environment. Retailing mix is a communication mix
and the distribution mix creates maximum satisfaction to the customers and its
achieved by a proper blend of all three.

The success of the retail stores, therefore, depends on customers’ reaction to

the retailing mix which influences the profits of the store, its volume of turnover, its
share of the market, its image and status and finally its survival. The Aim of such
coordination is for each store to have adistinct retail image in consumers mind

Elements of Retail mix

 Store location

 Store assortment

 Store ambience

 Product and service

 Promotion

 Communication

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 1.2 Theoretical background of the study

A retailer or retail store is any business enterprise whose sales volume comes
primarily from retailing. Retail organizations exhibit great variety and new forms
keep emerging. There are store retailers, non store retailers, and retail organizations.
Consumers today can shop for goods and services in a wide variety of stores. The
best-known type of retailer is the department store. Japanese department stores such
as Takashimaya and Mitsukoshi attract millions of shoppers each year. These stores
feature art galleries, cooking classes and children’s playgrounds.

A retailer is at the end of the distributive channel. He provides goods and

service to the ultimate consumers. This does through his small organization, with the
help of a few personnel. In an individual retail store there is not much scope for
organization except in the sense that the shopkeeper has to organize apportions his
time and resources. The need for organization becomes essential as soon as he hires
people o enters into partnership or takes the help of members of his family in running
his store.

Customer perception is an ambiguous and abstract concept and the actual

manifestation of the state of perception will vary from person to person and
product/service to product/service. The state or perception depends on a number of
both psychological and physical variables. The level of perception can also vary
depending on other options the customer may have and other products against which
the customer can compare the organization’s product.

Fig.1.1 Retail mix

Store location

Store assortment

Retail mix
Store ambience

Product & service

Promotion

Communication

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 INDUSTRY PROFILE

1.3 ECONOMIC GROWTH DURING LIBERALIZATION MEASURES:

Defining a new consumer culture, retailing beats everything else hollow.

Though still at anascent stage, the rate at which retail outlets are mushrooming
could give an amoeba a complex. From supermarkets and hypermarkets to
department stores and convenience stores and one-stopshops, a retailing wave is
currently on in the country. And from food to music and apparel to teaand coffee
bars, companies of all hues are indulging in retail speak.
Organized retailing has grown three-fold from Rs 5,000 crore in 2000 to Rs
1,44,253 crore today, with a potential to expand to Rs 235,000 crore by 2015.
The Indian consumer initially accepted everything that was offered to them but from
the nineties the trend changed and the market became more consumer driven.
Consumers became more specific about what they wanted and did not pick up
anything and everything that was given to them. In short they became very choosy
and needed alternatives to choose from. These in turn made the Indian consumers
more knowledgeable about the products and facilities and they have now become
tough critics, savvy, purchasers, value driven spenders and practical thinkers when it
comes to shopping. The demand for their time at work and home has made the
consumers extremely selective about how they would spend their limited time on
shopping.
The rate of growth in India has gradually picked up in the last two decades.
Growth prospectsapart, India's very size acts as the fourth largest economy in the
world. It is also the second mostpopulous nation in the world. This clearly indicates
that within the broad picture of a developingnation, there are segments big enough to
represent large markets for organized retail. Due to theincreasing demand of
consumers for variety and convenience under one single roof, the concept of
shopping malls started taking shape in India. Though the concept of shopping
malls camefrom the west, when it was introduced in India is was according to Indian
taste and preferences. Shopper's stop was the first Shopping mall to start in India. It
was promoted by Mr.K.Raheja , aprominent Mumbai-based builder, opened the first
outlet in Andheri, Mumbai in 1991, initially itunderwent a fair share of growing
pains but slowly it caught on and has now been very well accepted by the masses.

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 In India there are a number of large towns and the population in these towns is also
very high. This acts as a very important factor to attract the large retailers in venturing
into these towns. In the ascending traffic congestion levels, the net result is over
crowded towns and parking hassles, One-stop shops have become the places of
choice in such a scenario.
There has been an explosion of branded goods as a corollary to the receptive
conditions created by The new trend; For example: In the eighties there was only one
brand of salt available in the Indian market but today there are many brands that are
available. Garments, cosmetics, shoes, etc are no way different as a number of brands
have entered into the market.

1.4 GROWTH OF RETAIL INDUSTRY IN RECENT DECADE

The changing structure of the industry is in response to global forces. There is
a perspective of the existing opportunities and the future potential areas across
various segments of the retail industry. While this sector hasn't yet been thrown open
to foreign investments, the potential for the same in the future is huge. Technology is
playing an increasingly crucial role for the success of a retail venture. Retailers are
scrambling to tap the vast consumer information at their disposal using technological
advancements. The section on such initiatives in the Indian retail scenario is a must
for any potential entrant and for majors in the software industry wanting to tap the
potential in this industry.

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 Traditional retailing continues to be the major form of retail system contributing to
over 97% of total retail revenues. Indian retail market is in a transition phase with a
fast paced shift towards organized retail which is predicted to capture 15-20% market
share by 2011. Initially organized retail stores made their entry through metro cities.
But with the increased spending capacities of

consumers in tier-2 cities, the new retail stores are entering smaller upcoming cities.
There are only a handful of companies with a retail background. Most new entrants to the Indian
retail scene are real estate groups who see their access to and knowledge of land,
location and construction as prime factors for entering the market. Quite interestingly,
the share of retail market in urban and rural India is not very skewed. The organized
retail is expected to grow at a rate of 35% in large cities because of shortage of space,
while in small towns it would grow at a rate of 50-60 per cent, where ample land is
available (NSSO and KPMG analysis).

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 retail destination. The Indian retail sector is highly fragmented with 95% of its
business being run by the unorganized retailers like the traditional family run stores
and corner stores. The organized retail is at a very nascent stage though attempts are
being made to increase its proportion to 15-20% by the year 2010 bringing in a huge
opportunity for prospective new players. “Retail Revolution” is just beginning in
India. This presents a unique opportunity in time to “organized” retailers in the
western world to leverage and scale-up in India utilizing their well defined and
proven processes, procedures and controls. The supply chain, procurement systems
and understanding of global trends & fashion will enable them to succeed.

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 According to the research conducted by Sumitra group, from the setting up of
India’s first mall in 1999, there has been a steady proliferation of malls, a trend
specially pronounced in the urban cities. Total number of malls was estimated at 200
in 2005-06 and projected to increase to 715 by

2015.
The mall mania has bought in a whole new breed of modern retail formats across the
country catering to every need of the value-seeking Indian consumer. An average
Indian would see a mall as a perfect weekend gateway with family offering them
entertainment, leisure, food, shopping all less than one roof. FDI up to 51 per
cent is allowed, with prior Government approval for retail trade in ‘Single Brand’
products with the objective of attracting investment, technology and global best
practices and catering to the demand for such branded goods in India (KPMG
Research Group).

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 1.5 ORGANISATIONAL PROFILE

Trent is the retail arm of the Tata group. Started in 1998, Trent operates Westside,
one of the many growing retail chains in India based in Mumbai,
Maharashtra and Landmark, a bookstore chain with Brick and mortar stores in various
locations of India.

In 1998 Tata sold of their 50% stake in the cosmetic products company Lakme to
HLL for Rs 200 Crore (approx. 45 million US$), and created Trent from the money it
made through the sale. All shareholders of Lakme were given different shares in
Trent. Simone Tata, the chairperson of Lakme, went on to head Trent. The reason
behind the sale was that Simone Tata saw a greater growth potential in retail, and
believed that it would be much more difficult for an Indian company to release new
cosmetic products in a market that had opened up to global companies.
STAR Bazaar, A Tata enterprise, is a multi-format hypermarket chain present in
Mumbai, Bengaluru, Pune, Ahmedabad, Surat, Chennai, Kolhapur and Aurangabad.
Each of our 15 stores are spread over a large area ( 40000 – 80000 sq. ft.) and offer
the entire spectrum of product categories, ranging from fresh food, grocery, apparel,
general merchandise and consumer durables. We provide a range of more than 30,000
items at great prices, showcased in a modern shopping environment and backed by
the strong values of the Tata Group. We also offer a wide range of services and
facilities to our customers such as express counters, free wheat grinding, live bakery,
free home delivery within a specified radius and for a minimum value, modern
shopping environment, serviced by friendly staff and shopper friendly return policies,
trial rooms and alteration facilities.Star Bazaar is a unit of Trent Hypermarket Ltd
which is a subsidiary of Trent. Trent, a Tata Group entity in retailing, is a Rs. 1,845
Crore enterprise with 100 stores in 38 cities across the formats : Westside, Star
Bazaar and Landmark.

The company has a turnover of Rs. 357.6 crores (FY 2005-2006) and currently
operates more than 60 stores in the major metros and mini metros of India.

 The company has retail stores in 32 major Indian cities under the Westside brand.
 Trent also operates the hypermarket Star Bazaar in 8 Indian cities.

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  In Aug, 2005 Trent acquired a 76% controlling stake in Landmark, a Chennai-
based privately owned books and music retailer and completed 100% acquisition
in April 2008. Landmark currently has 16 stores.
The India’s Favourites campaign was launched by HUL CEO, Nitin Paranjpe, Trent
Hypermarket, CEO Jamshed Daboo and Harish NandanSahay, Director-Operations,
Smile Foundation, at a Star Bazaar outlet in Mumbai on August 29, 2011.
India’s Favourites is a three-week consumer initiative which starts on August 29th
and runs until September 21st in all 13 Star Bazaar stores across seven cities in India.
The consumer initiative will offer consumers attractive discounts on specific units of
leading brands of HUL namely, Brooke Bond Red Label, Kissan, Knorr, Kwality
Walls, Clear, Dove, Vaseline, Axe, Surf & Vim.
Five percent of the sales proceeds of this consumer initiative will be donated to Smile
Foundation, Parikrma and Thozhamai, which work in the area of education for
underprivileged children. The campaign will be promoted to consumers through in-
store displays, leaflets and mailers. Consumers will also have opportunity to interact
with NGO representatives to understand the social cause and how it benefits
underprivileged children to pursue their education. While consumers get access to
value offers during their shopping they also have an enriching experience of
contributing to a social cause and thus making a difference to society.
As part of this consumer initiative, shoppers have the opportunity to also win a
weeklygrand prize by participating in the ‘Vote for India’s Favourite Brand’ contest
which will be run at the Star Bazaar stores. Shoppers can participate in the contest by
voting for their favourite product and a winner will be shortlisted for each store
through a lucky draw.
HUL and Star Bazaar had conducted the ‘India’s Favourites’ campaign in September
2010. The event had helped create awareness about various social causes including
education of underprivileged children, welfare of blind children and support for
orphans and deepened the emotional connect for the shopper with their favourite
HUL brands. The NGO partners were Pratham, Akshara, Andhjanmandal and
UdavamKarangal.
HUL and Star Baazar are committed to promoting the India’s Favourites campaign
every year and will seek to continuously increase consumer awareness on social
issues and provide them an

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 opportunity to contribute to social causes through their shopping thus making it
fulfilling experience.

Nitin Paranjpe, CEO, Hindustan Unilever Limited, said, “It is heartening for us to
partner with Star Bazaar for this consumer initiative. This is a very good example
of our well established business approach of ‘doing well by doing good’. Such
initiatives help us to strengthen our relationships with our Customers, build
preference for our brands and simultaneously contribute to a social cause.”
The Unilever Sustainable Living Plan was launched on November 15, 2010.
Hindustan Unilever Limited is a subsidiary of Unilever. The Sustainable Living Plan
aims to help everyone enjoy a good quality of life while respecting the planet. The
Unilever Sustainable Living Plan decouples business growth from environmental
impact. It sets out over 50 social, economic and environmental targets.

The Unilever Sustainable Living Plan has set three big goals for Unilever to
achieve by2020:

• Help more than one billion people improve their health and well-being

• Halve the environmental impact of our products

• Source 100% of our agricultural raw materials sustainably

“One of the key endeavors as part of the Unilever Sustainable Living Plan is to
motivate consumers to take the small achievable actions that add up to a big
difference. The India’s Favourites campaign helps us to further this cause of
increasing awareness among consumers and helping them to contributing to an
important social cause.” Nitin said.

JamshedDaboo, CEO, Trent Hypermarket, said, “Actively supporting our local

community is one of the promises we have on our community plan. We believe that
providing our customers opportunities to support good causes in a simple and
meaningful way is the right approach. We are delighted to associate with HUL on the
India’s Favourites initiative. We had received encouraging feedback last year and do
hope our customers continue to see value in such initiatives.”

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 About Hindustan Unilever Limited
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer
Goodscompany touching the lives of two out of three Indians. HUL works to create a
better future every day. We help people feel good, look good and get more out of life
with brands and services that are good for them and good for others.
About Star Bazaar
Launched in 2004, Star Bazaar provides a large assortment of high quality
products made available at the lowest prices and aptly embodies its ‘Helping You
Spend Less’ motto. Star Bazaar currently has 13 stores of 50,000-60,000 square feet
size stores in Ahmedabad, Mumbai, Bengaluru, Chennai, Aurangabad, Pune and
Surat.

About Star Bazaar’s Corporate Responsibility Program

Star Bazaar has the following promises on the Community initiatives. We have
champions who work on several projects under these themes and continue to help us
be a sustainable and responsible retailer:

1. Actively supporting local communities

2. Buying and selling products responsibly

3. Caring for the environment

4. Giving customer healthy choices

5. Good jobs for local people.

Hypermarkets like Star Bazaar are changing the way people shop for their groceries
and household essentials. People who used to visit the local shops and vegetable
markets frequently are now buying at hypermarkets such as Star Bazaar that offer
customers a variety of products at affordable prices, in a comfortable environment.
But while affordability is a big factor for customers, they also seek value and quality
which they know they will get at Star Bazaar, a Tata enterprise.

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 The uniqueness of each Star Bazaar store lies in the size and spread of its
merchandise range. Shoppers can select from alarge range of staples, fresh goods,
apparel, luggage, consumer durables, household products and much more and also
enjoy the benefit of generous reductions on the market rate.
"A customer who is buying in a hypermarket is, in his mind, comparing it with what
is available elsewhere. There is always in the customer’s mind a value equation and
we have to be able to deliver that," says Neeti Chopra, head, marketing, Trent.

The stores stock goods according to regional customer preferences, as customers in

different regions favour different essentials. For instance, in Gujarat, people tend to
stock up on their pulses whereas in northern India, basmati rice is a big item.

Star Bazaar is aware that people today look at value as a critical component while
shopping. And that the first visit may be put down to curiosity, but customers will
keep coming back only ifthey are satisfied with the choices, the quality and the value
of the products on sale. So the big focus is on understanding its customers — who
they are, what they want, what is relevant to them, and how to package it in a
manner that makes the store more attractive to them.

Regionalism also comes into play in the back end of the retail operation — Star
Bazaar has tied up with local and regional vendors for supplies and transportation of
goods. The chain will focus largely on the metros; by year 2010, the chain hopes to
have 20-25 stores across the country.

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 PRODUCTS OFFERED BY STAR BAZZAR

 Agrochemicals and agricultural services

 Air conditioning and refrigeration
 Automobile and automotive services
 Automobiles, auto assemblies & auto components
 Chemicals
 Construction equipment
 Consumer products
 Consumer products – retailing
 Defence & aerospace
 Drugs
 Engineering services
 Financial services
 Hotels and hospitality
 Industrial infrastructure – EPC projects
 Industrial machinery and equipment
 Investment services
 IT and IT-enabled services
 Logistics
 Material handling equipment
 Media and entertainment
 Mining
 Power
 Realty and infrastructure
 Renewable energy
 Retail chains
 Services – miscellaneous
 Steel products and services

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 SERVICES OFFERED BY STAR BAZZAR:

1. CLUB CARD FACILITY

Clubcard is free to join and it’s a great way to get something back – simply for
doing yourshopping.

How do I collect points?

You can collect points on almost everything you buy at Star Bazaar stores. . 200 = 1
point = 1 .Also there are plenty of offers to choose & earn exclusive points on special
products which change each month, but be quick, when they’re gone, they’re gone!

Where can I spend my points?

You can use your Clubcard on your shopping at Star Bazaar. Simply use it at
checkouts & theirvalue will be taken off the shopping

What else has Club Card got to offer?

Exclusive promotions during Festivals

Clubcard points will be credited only if you present you Clubcard at the time of
payment. Clubcard points will only be redeemed when your present your Clubcard at
the time of payment.Sorry points are not given when you are redeeming the points.
Sorry points are not given when you use Star Bazaar Gift Vouchers and coupons to shop.

How can I become a club card member?

Please visit your nearest Star Bazaar to get your free Club Card today.

When will I be able to login online? I have just filled up a Club Card form
and become amember today?

Your Clubcard form details, including your date of birth can take upto 3 weeks to be
updated inour systems. We request you to login online to your Clubcard account
thereafter. You can still continue to earn points by swiping your card in the interim.

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 2. EASY SHOP CARD FACILITY:

What is an Easy Shop Card?

Easy Shop Card is a unique facility by Star Bazaar to make your

hypermarket shoppingexperience more convenient and hassle-free than ever
before.

We are introducing Easy Shop card to eliminate the need for our customers to carry
cash for theirconvenient shopping and a product for gifting.

The first-of-its-kind in the market, this card allows you to make completely cashless
purchases atany Star Bazaar store in one convenient swipe, and it can be recharged
with amounts that suit your budget and spending pattern.

What’s more, there is no monthly minimum recharge required and no limit on any
products orsections at Star Bazaar. It comes with a validity of 1 year from the date
of issue or last reload whichever is later & unique in the market that can boast of
that

The card is a fantastic gifting option as well. It allows the person your are gifting the
freedom tochoose anything they want from Star Bazaar’s wide array of shopping
categories.

This card is also great to give your domestic help as it is completely cashless and
safe. It’s so easy to use that even he or she will do it in a breeze. So you can relax
while your help does theessential shopping for you.

Why Have an Easy Shop Card?

Cashless
No more fear of losing cash and easy to carry!

Rechargeable
You can recharge the card with customized amounts that suit your budget and spending
pattern.

Convenient
Quick and easy, one-swipe billing. No need to count money and no fear of giving away extra
notes.

Smart Gifting
A meaningful gift for your loved ones. Something that really shows you care.

For an Easy Shop card all you have to do is ask the cashier for the card and load it
with your required / convenient amount and you are ready for smart shopping.No

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 Review of literature

Brown (1969)4 in his study he found that the highlighted the difference between
consumers’ perceptions of price levels in various stores and reality, showing that consumers
may use non-price related cues like service offerings and quality levels to form their price
perceptions.

Mehrabian and Russell (1974)3 in his study he found that the note response that
atmosphere elicits from consumers varies along three main dimensions of pleasantness,
arousal, and dominance. This response, in turn, influences behavior, with greater likelihood
of purchase in more pleasant settings and in settings of intermediate arousal level. Different
elements of a retailer’s in-store environment

Lal (1990)2 in his study he reveled that the most common held belief about
price promotion is that it has positive effect in the short term and possibly in the
long term as well. Continuously it is said that there is no evidence showing that
price promotion has a long term positive effect, the market share may remain the
same since the increase in amount purchased is offset in the period followed by
promotion.

Germain, P.J (2004)5 in his study he found that the Customer perception is an
important component of our relationship with our customers. Given that 90% plus of
our orders at some point involve the phone, how we handle the telephone is essential
to creating a perception for our customer that aligns with the company mission of
service. Smiling stretches your vocal cords, and gives a more upbeat presentation to
the customer. Slowing down ensures that the customers perception is of an organized
systematic company that can handle their project. Getting it done right and on time
consistently.
Brown (1969)1 in his study he found that the highlighted the difference between consumers’
perceptions of pricelevels in various stores and reality
Pj Germain(2004)2, Affiliate-success.Org, Top Advertising Resources, And Affiliate-success. Info Article source:
http://www.fibre2fashion.com.
Lal, Y. (2000)3 “Promoting business” with corporate gift –major and empirical
evidence, corporatecommunication ; an international
journal, vol 11 issue 1,pp.42-55
Mehrabian and Russell (1974)4 study that “atmosphere in the store” Info Article source:
http://www.fibre2fashion.com./mar

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 Soumen Chatterjee 20055 According to Soumen, chatterjee “Unique Customer
Perception is what is required by companies instead of Unique Selling Proposition. It
is ultimately that customer look for satisfaction based on the picture of perception
derived from various sources. If these perceptions of customer can be analysed then
promotion would be easier for customer centric marketing. This has led to the concept
- “Customer Perception is the Rule and not Customer Satisfaction”.

Alvarez,(2005)6 in his study he found that the implementation of an adequate

sales promotion may guarantee an increase in the short- term sales figures . This
justifies the tendency of corporation to invest large promotions of their into sales
promotion. Customers who purchase the promoted brand dud to attraction of the
promotional activity may later go back to their favorite brand when purchasing a
product later.

Vaishali, D 20117 in his study he found that is a method of combining

different retail variables in alternative ways to achieve a high marketing strategy to
attract the customers. The different variables may include product merchandising,
price, promotion, store location, resources and processes. In other words retail mix is
an approach in which retailers setup their stores by mixing different retail variables to
attract the customers by offering different services to yield the maximum profit. The
mixing of different retail components differs from store to store and the products, and
services offered by the retailer.

Soumen Chatterjee7, Basic Level Expert Author, Joined EzineArticles on Dec 17, 2005 Article Source:
http://EzineArticles.com/?expert=Soumen_Chatterjee, About author:

Vaishali D6 Basic Level Expert Author,Joined EzineArticles on Aug 24, 2011

Article Source:http://EzineArticles.com/?expert=vaishali D

Aivarez, A.B & Caasiselles R..v (2005). “Consumer evaluation of sales promotions”. the effect on
brand choice,European journal of marketing , vol 39 No.1.pp.54-70

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 1.6 NEED FOR STUDY:

At present, the Star Bazaar products are not moving well because of lack in
retail mix. Hence the researcher is undertaken the study that the factors influencing
“customer perception towards retail marketing mix in Star Bazaar” factors such
product availability, store location, store ambience, Sales promotion, Communication
and product assortment.

Retailing mix can help a lot in running a profitable business with good
customer relationship and repeated business transactions. Retailing mix are the
elements used by retailers to satisfy their customers’ needs and wants. The efficient
retail mix helps in hostile and complex retail environment. The external and internal
retail organization factors will result in Maximizing revenue, Maximizing profit, and
Maximizing return on investment and Minimizing costs.

1.7 OBJECTIVE OF THE STUDY

 To study the store location and its product assortment.

 To identify the sales personnel communication level and store ambience.
 To study about the availability of products and promotional schemes.

1.8 SCOPE OF THE STUDY

The study is conducted on the topic “Consumer Perception Towards Retail

Marketing Mix in Star Bazaar” and the primary data is collected from 200
customers of through questionnaire. Customers expectation more in retail store, the
more customers coming into the store because of word-of-mouth advertisement will
making the business more profitable than the competitors.

. The study reveals that location and ambience plays a very important role in
enhancing customers’ perception, and the researcher has taken the study on various
factors that influence retail marketing mix. Hence thus study is conducted in Star
Bazaar Coimbatore and it cannot be generalized.

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 2.1 RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem.

It is a science of studying how research is done scientifically. The researchers need to
understand the assumptions underlying various technique and they need to know the
criteria by which they can decide that certain techniques and producers will be
applicable to certain problems and otherswill not.
2.1.1 Research Design
A research design is a specification of methods and for acquiring the
information needed to structure or solve problems. It is overall operational pattern or
framework of the project that stipulates what information is to be collected from
which sources and from which procedure. A research design might be described as a
series of advance decisions that taken together, from a specific master plan or model
for the conduct of the investigation.
The research design taken for the study is Descriptive study, which is
concerned with describing the characteristics of a particular individual or of a group.

2.1.2 Data Source

Data has taken from both Primary and Secondary Data,

Primary Data Collection

Primary data is collected using structure Questionnaire.

Secondary Data

Secondary is taken from the books, journals, web sites.

2.1.3 Sampling Technique

The sampling technique used for this study is convenience sampling, a form of
non- probability sampling. When population elements are selected for inclusion in
the sample basedon the ease of access, it can be called convenience sampling.
2.1.4 Sample Size
The size of the sample is 200 respondents. Sample size refers to the number
of items tobe selected from universe to constitute a sample.

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 2.1.5 Tools Used

The collected data has been analyzed using percentage analysis and chi-square.

2.2 LIMITATION

 Time is one of the factor which affects the study

 Consumer perception varies from time to time. It will not remain constant. 
 The study is constrained only to the Star Bazaar customers Coimbatore and
it cannot begeneralized

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 DATA ANALYSIS AND INTERPRETATION

An analysis of the backgrounds and perception of the customers was

undertaken by collecting the primary data through questionnaire from 200
respondents. The chi-square test is used to analysis the relationship between
demographic variables and retail mix elements.

Table 3.1 Gender of the respondents

Gender Respondents Percent

Male 112 56

Female 88 44

Total 200 100

Sources:
primary data
Interpretation
The above table shows that 56% of the respondents are male and 44% of the
respondentsare female.

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 Table 3.2 Age of the respondents

Age
Respondents Percent
18 – 20
13 7

21 – 25
50 25

26 – 30
70 35

30 And Above
67 33

Total
200 100

Sources: primary data

Interpretation
From the table, it is clear that 33% of respondents belong to the age above 30
years, 25% are of the respondents belong to the 21 to 25 years, 35 % of the
respondents belong to the 26 to350 years and 7% of respondents belong to the age 18
to 20 years .

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 Table 3.3 Annual Income of the respondents

Annual Income Respondents Percent

14
1,00,000 and below 29
1,00,000 -2,00,000
60 30

2,00,000 - 3,00,000
76 38

Above 3,00,000 35 18

Total 200 100

Sources:
primary data
Interpretation
From the above it is found that 14% of the respondent’s annual income are
between Rs.1,00,000 and below, 30% of the respondents are between Rs. 1,00,000 to
2,00,000, and 38% of the respondent is Rs.2,00,000, to 3,00,000 and 18% of
respondents income is above 3,00,000.
Fig.3.1 Annual Income

Annual income
80
70
60
no of respondent

50
40
30
annual income
20
10
0
below 100000 100000 to 200000 to 300000 and
200000 300000 above
annual income

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 4.2 Chi-square test

Relationship between demographic variables and geographic location

To draw interference about the perception and to find relationship

demographic variablesand geographic location chi square test were preformed.

Null hypothesis (H0) - There is no significant relation between demographic

variables andgeographic location.
Alternative hypothesis (H1) – There is a significant relation between demographic
variables andgeographic location.

Table 4.21 Relationship between Demographic variables and

geographic location

Gender Age

P Value 11.772 7.700

Asymp. Sig. (2-

sided) .019 .808

Sources:
primary
data
Interpretati
on
It was found that signification value > 0.05, the null hypothesis is accepted.
Hence it canbe concluded there is no significance difference between demographic
variable and geographic location.

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 Relationship between demographic variables and product display

To draw interference about the perception and to find relationship

demographic variablesand product display chi square test were preformed.

Null hypothesis (H0) - There is no significant relation between demographic

variables andproduct display

Alternative hypothesis (H1) – There is a significant relation between demographic

variables andproduct display

Table 4.22 Relationship between demographic variables and product

display

Gender Age Education

P Value 11.460 22.760 11.200

Asymp. Sig. (2-

sided) .022 .030 .512

Sources:
primary
data
Interpretati
on
It was found that signification value > 0.05, the null hypothesis is accepted.
Hence it canbe concluded there is no significance difference between demographic
variable and product display.

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 Relationship between demographic variables and signage

To draw interference about the perception and to find relationship

demographic variablesand signage display chi square test were preformed.

Null hypothesis (H0) - There is no significant relation between demographic

variables andsignage display.

Alternative hypothesis (H1) – There is a significant relation between demographic

variables andsignage display.

Table 4.23 Relationship between demographic variables and signage

Gender Age Annual Income Education

P Value 2.154 15.236 7.345 6.084

Asymp. Sig. (2-

sided) .707 .229 .834 .912

Sources:
primary
data
Interpretati
on
It was found that signification value > 0.05, the null hypothesis is accepted.
Hence it canbe concluded there is no significance difference between demographic
variable and signage.

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 Relationship between demographic variables and back ground music

To draw interference about the perception and to find relationship

demographic variablesand back ground music chi square test were preformed.

Null hypothesis (H0) - There is no significant relation between demographic

variables and background music

Alternative hypothesis (H1) – There is a significant relation between demographic

variables andback ground music

Table 4.24 Relationship between demographic variables and back

ground music

Gender Age Education

P Value 3.615 12.402 6.321

Asymp. Sig. (2-

sided) .461 .414 .899

Sources:
primary
data
Interpretati
on
It was found that signification value > 0.05, the null hypothesis is accepted.
Hence it canbe concluded there is no significance difference between demographic
variable and music.

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 Relationship between demographic variables and rest room and drinking water

To draw interference about the perception and to find relationship

demographic variablesand rest room and drinking facility water chi square test were
preformed.

Null hypothesis (H0) - There is no significant relation between demographic

variables and restroom and drinking water
Alternative hypothesis (H1) – There is a significant relation between demographic
variables andrest room and drinking water

Table 4.25 Relationship between demographic variables and rest room and drinking water

Gender Age Annual Income Education

P Value 2.930 24.764 14.959 3.210

Asymp. Sig. (2-

sided) .570 .011 .244 .994

Sources:
primary
data
Interpretati
on
It was found that signification value > 0.05, the null hypothesis is accepted.
Hence it canbe concluded there is no significance difference between demographic
variables and rest room and drinking water.

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 Relationship between demographic variables and exchange offer

To draw interference about the perception and to find relationship

demographic variablesand exchange offer chi square test were preformed.

Null hypothesis (H0) - There is no signification relation between demographic

variables andexchange offer.
Alternative hypothesis (H1) – There is a signification relation between demographic
variablesand exchange offer.

Table 4.26 Relationship between demographic variables and exchange

offer

Gender Age Annual Income Education

P Value 3.111 7.825 9.325 9.526

Asymp. Sig. (2-

sided) .540 .799 .675 .657

Sources:
primary
data
Interpretati
on
It was found that signification value > 0.05, the null hypothesis is accepted.
Hence it canbe concluded there is no significance difference between demographic
variables and exchange offer.

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 Relationship between demographic variables and discount price

To draw interference about the perception and to find relationship

demographic variablesand discount price chi square test were preformed.

Null hypothesis (H0) - There is no signification relation between demographic

variables anddiscount price
Alternative hypothesis (H1) – There is a signification relation between demographic
variablesand discount price

Table 4.27 Relationship between demographic variables and discount

price

Gender Age Annual Income Education

P Value 5.453 14.256 9.783 7.566

Asymp. Sig. (2-

sided) .244 .285 .635 .818

Sources:
primary
data
Interpretati
on
It was found that signification value > 0.05, the null hypothesis is accepted.
Hence it canbe concluded there is no significance difference between demographic
variables and discount price.

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 Relationship between demographic variable and their day offer

To draw interference about the perception and to find relationship

demographic variablesand day offer chi square test were preformed.

Null hypothesis (H0) - There is no signification relation between demographic

variable and dayoffer.
Alternative hypothesis (H1) – There is a signification relation between
demographic variableand day offer.

Table 4.28 Relationship between demographic variable and day offer

Gender Age Annual Income Education

P Value 3.689 15.481 11.483 5.961

Asymp. Sig. (2-

sided) .450 .216 .488 .918

Sources:
primary
data
Interpretati
on
It was found that signification value > 0.05, the null hypothesis is accepted.
Hence it canbe concluded there is no significance difference between demographic
variable and day offer.

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 Relationship between demographic variables and sales person services

To draw interference about the perception and to find relationship

demographic variablesand sales person services chi square test were preformed.

Null hypothesis (H0) - There is no significant relation between demographic

variables and salesperson services.
Alternative hypothesis (H1) – There is a significant relation between demographic
variables andsales person services.

Table 4.29 Relationship between demographic variables and sales person services

Gender Age Annual Income Education

P Value 9.074 19.779 12.092 11.387

Asymp. Sig. (2-

sided) .059 .071 .438 .496

Sources:
primary
data
Interpretati
on
It was found that signification value > 0.05, the null hypothesis is accepted.
Hence it can be concluded there is no significance difference between demographic
variables and sales personservices.

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 CHAPTER 5 FINDINGS & SUGGESTION
5.1 Findings:
The results of the demographic profile of the respondent are as follows
5.1.1 Personal profile of the respondents
• Majority (35%) of the respondents are under the age group of 26 to 30 years
• Majority (56%) of the respondents are male.
• Most (47%) of the respondents are under graduates.
• Most (38%) of the respondents are belongs to the annual income group of
2, 00,000 to3, 00,000.
• Majority (60%) of the respondents are received good shopping experience
5.1.2Store location
• Most (51%)of the respondents are satisfied with geographic location
• Most (40%)of the respondents are dissatisfied with parking facility
5.1.2 Store Assortment
• Most (45%)of the respondents are satisfied with product display
• Most (43%)of the respondents are satisfied with signage
5.1.3 Store ambience
• Most (41%)of the respondents are satisfied with air-conditioning
• Most (34%)of the respondents are neutral in rest room & drinking water
• Most (39%)of the respondents are satisfied with cleanliness
• Most (45%)of the respondents are satisfied with music
5.1.4 Product and services in food bazaar
• Most (45%)of the respondents are satisfied with product availability
• Most (35%)of the respondents are neutral with home delivery
5.1.5 Promotion
• Most (46%)of the respondents are satisfied with exchange offer
• Most (47%)of the respondents are satisfied with day offers
• Most (41%)of the respondents are satisfied with discount price

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