Mini Project

ON
“A DETAILED STUDY OF CHALLENGES FROM
UPCOMING MALLS IN DELHI/NCR”
Submitted to:

Dr. A.P.J Abdul Kalam Technical University,

Lucknow
Batch: 2021-23
Under the Guidance of:
Dr. Ruchi Singh

Assistant Professor
Submitted by:
SRISHTI
Roll no:2102630700095
Semester: 2nd

VIDYA SCHOOL OF BUSINESS

VIDYA KNOWLEDGE PARK, MEERUT-250002

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 TO WHOM IT MAY CONCERN

This is to certify that SRISHTI is a bonafide student of MBA 2nd semester in our
Institute. she have submitted the Mini Project titled

“A DETAILED STUDY OF CHALLENGES FROM UPCOMING MALLS IN

DELHI/NCR "
fulfill the partial requirement of AKTU, Lucknow. She has completed Mini Project under
the guidance ofDr, Ruchi Singh..

DR. Ruchi Singh

DR. VASUDHA SHARMA

Acknowledgement

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Through this acknowledgement I express my sincere gratitude towards all those people
who helped me in this project, which has been a learning experience.

This space wouldn’t be enough to extend my warm gratitude towards my project

guide
Dr, Ruchi Singh for her efforts in coordinating with my work and guiding in right
direction.

I escalate a heartfelt regards to our Institution Director Dr. Vasudha Sharma for
giving me the essential hand in concluding this work.

It would be injustice to proceed without acknowledging those vital supports I received

from my beloved classmates and friends, without whom I would have been half done.

I also use this space to offer my sincere love to my parents and all others who had been
there, helping me walk through this work.

SRISHTI

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S.NO TOPIC
1. INTRODUCTION

2. CHALLENGES & ISSUE

CLASSIFICATION OF RETAIL STORE

3. FACTORS AFFECTING TOOLS IN MALLS

4. OBJECTIVE OF STUDY

5. RESEARCH METHODOLOGY

6. ANALYSIS OF DATA

7. FINDING OF THE RESEARCH STUDY

8. LIMITATION

9. CONCLUSION

10. APPENDICES
QUESTIONNAIRE

11. BIBLIOGRAPHY

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 Introduction of retail industry:
The sea of change can pull customers in many directions. It is our responsibility to light

the way and take care of them… before the competition does.

RETAILING Means “Re-tailing” to the customers so that they comeback.

Retailing consists of all activities involved in selling goods and services to consumers for

their personal, family, or household use. It covers sales of goods ranging from

automobiles to apparel and food products, and services ranging from hair cutting to air

travel and computer education. Sales of goods to intermediaries who resell to retailers or

sales to manufacturers are not considered a retail activity.

The Indian retail story couldn't have been more different. India has approx 12 million

retail stores, more than rest of the world put together. But the per capita square feet area

under retail is just 2 sq.ft or 0.2 sq. meters with fragmented kirana stores being the

predominant players.

Retailing in India has remained in the unorganized sector and largely untouched by

corporate. The first decade of modern retail in India has been characterized by a shift

from traditional channels to new formats including department stores, hypermarkets,

supermarkets and specialty stores across a range of categories.

Modern retail formats have mushroomed in metros and mini-metros, in the last few years

modern retail has also established its presence in the second rung cities. Thus, exposing

the residents of these cities to shopping options, they have never experienced before. It

has been forecasted that the share of modern retail will increase from 2 per cent currently,

to about 15-20 per cent over the next decade. To begin with, retailers today will have to

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support the large retail infrastructure in terms of Malls and Superstores that are being

created. The challenge for leading retailers shall therefore shift from diverting demand to

creating demand.

With all the modern stores offering convenience in terms of an assortment of products,

ambience, service and innovative products, the paradigm shall shift from competing with

the kirana stores to an in-house demand creation. Relevant experiences from consumer

goods companies, which have successfully crafted an explosion in demand in their

sectors, through innovation, consumer driven strategies, will be head runner. Times are

changing. With the GDP at an all time high and income levels shooting through the roof,

the average Indian consumer has never had it so good. The propensity to consume has

reached peaks that had never been scaled before. Credit cards are flashed with disdain

and shopping baskets are getting bigger all the time. Here are some factors that indicate

the potential of retail in India:

● At 271 million, one of the largest consuming base in the world, forming 27% of
the total population.

● A high spending community below 45 years comprises 81 percent of the

population.

● A young population with 54% population below 25 years

● Increased literacy from 44% in 1965 to 70% in 2003

● Increase in working women from 1.3 million in 1961 to 4.8 million in 1998.
The first decade of modern retail in India has been characterized by a shift from
traditional kirana shops to new formats including department stores, hypermarkets,
supermarkets and specialty stores across a range of categories. Modern retail formats
have mushroomed in metros and minimetros.

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In the last few years, modern retail has also established its presence in the second-rung
cities, exposing residents to shopping options like never before. However, even as
modern retailers garner share from traditional channels, there is a larger role they would
be required to play in boosting consumption levels.Figures suggest that the total turnover
of the sector is around Rs 10 lakh crores, of which 4 percent is contributed by the
organised sector.

The retail sector in India is highly fragmented with organized retail contributing to only
2% of total retail sales. The retail sector in developed countries was also highly
fragmented at the beginning of the last century but emergence of large chains like Wall
Mart, Sears, and McDonald’s led to rapid growth of organized retail and growing
consolidation of the retail industry in the developed countries.
Organized retail is growing rapidly and we see the emergence of large organized retail
chains like Shopper’s Stop, Lifestyle, and Westside. We also find retail malls
mushrooming all over the country. The opportunities in retail industry in India will
increase since Indian retailing is on the threshold of a major change.
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 favorable
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 2021from the current size of US$ 7.5 billion.
Shopping in India have witnessed a revolution with the change in the consumer buying
behavior and the whole format of shopping also altering. Industry of retail in India which
have become modern can be seen from the fact that there are multi- stored malls, huge
shopping centers, and sprawling complexes which offer food, shopping, and

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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.

Traditional Convenience Stores:

Traditional convenience stores are too well established in India than to be wiped out and
besides there is uniqueness in the traditional items that represent the sub-continent. The
retail stores in India are essentially dominated by the unorganized sector or traditional
stores. Infact the traditional stores have taken up 98 percent of the Indian retail market.
Now stores run by families are primarily food based and the set up is as Kirana or the
'corner grocer' stores. Basically they provide high service with low prices. If the stores
are not food based then the type of retail items available are local in nature.The
traditional family run convenience stores can take pride in the fact that the Kirana is the
most common outlet forms for the consumers. The tough competition for convenience
stores are coming from organized retail stores dealing in food items, like:

● Apna Bazaar

● Canteen stores

● Food World

● Subhiksha

● Food Bazaar

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Piramyd

Piramyd Retail is part of the Piramal Group, which has presence in diverse sectors

spanning Pharmaceuticals, Textiles, Real Estate, Engineering, Family Entertainment and

Retail with manufacturing operations in 19 locations across five states and employing

over 18,000 people.  

The promoters launched the apparel business in 1999 under Piramyd Retail and

Merchandising Pvt. Ltd. (PRMPL) while its food; home & personal care businesses

(FHPC) were housed under Crossroads Shoppertainment Pvt. Ltd. (CSPL). As the

apparel and food businesses individually reached a critical mass the management merged

the two companies into Piramyd Retail Ltd. due to distant synergies in two businesses in

March 2005. Pyramid also has a smaller format of stores called TruMart that caters to

Food and Personal Care products.  

Piramyd Retail currently has 5 Mega stores and 8 TruMart stores mainly in Maharashtra .

The company plans to increase these numbers to 17 Mega stores and 69 TruMarts by

2008. The floor space is expected to be 5 times on successful expansion.

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Subiksha
The Chennai based Subiksha grocery chain runs around 200 outlets all over the country

and it’s current turnover stands at Rs 224 crores. Their target customer is the middle

income value conscious buyers. The main aim of Subiksha is to offer a functional and

transactional shopping experience. This retail chain has no qualms and spends almost no

money on creating a pleasant shopping experience, and all stores are non-air conditioned.

There is no false roofing or sparkling vitrified tiles on the floor.

A few years ago, Subiksha did not even offer shoppers self service. The customer had to

place an order at a computerized teller and the goods were billed and delivered after cash

is collected. Customers had to bring their own carrybags or pay to buy them from the

store. Subiksha even attempted to charge the customers for home delivery.

However, now Subiksha has slightly tweaked their business model in order to create a

better appeal to customers who were defecting to the competitors. The store formats are

still small and non-airconditioned. But customers have the option to pick from shelf

spaces. They also get shopping bags and free home delivery. But the selling USP(unique

selling proposition) remains the same --- Subiksha tries to be as close to the customer as

possible and offers the lowest price and huge savings in comparison to competitors. It’s

slogan happens to be --- bachat mera adhikar hain (saving is my fundamental right).

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RPG Spencer
RPG’s Spencer presently has 125 stores across 25 cities covering a retail trading area of

half a million square feet and with a clientele of 3 million customers a month. Spencer's

has a national footprint with seven hypermarkets, three supermarkets and 70 daily use

outlets, called Dailies.

All the newly opened Spencer's stores stock every conceivable product that is required by

a household on a daily basis. At Spencer's Daily shoppers can get fresh fruits, vegetables,

fast-moving consumer goods, household items, groceries, with regular offers and

discounts.

Spencer's outlets are divided in to three retail formats. These are, Spencer's Hyper, the

over 25,000-sq ft hypermarkets stocking over 25,000 items. The 8,000sq ft to 15,000-sq

ft mini hyper stores, branded as Spencer's Super and the daily purchase 4,000-sq ft to

7,000-sq ft Spencer's Daily for groceries, fresh food, chilled and frozen products, bakery

and weekly top up shopping.

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Reliance Retail

On June 26, 2006, Mukesh Ambani, Chairman and Managing Director, Reliance

Industries Limited, announced a Rs 25,000-crore investment in the retail sector.

Reliance Retail started it’s retail operation with “Reliance Fresh”, a grocery store that

sells vegetables, fruits, personal care items and other food products. Soon, these retail

outlets will also be selling apparel and footwear, lifestyle and home improvement

products, electronic goods and farm implements and inputs. They will also offer products

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and services in energy, travel, health and entertainment. In addition to this, partnerships

would be developed to bring the best of global luxury brands to India as well.

Reliance Retail plans to extend it’s footprint to cover 1,500 Indian cities and towns with

outlets of a varied format, a mix of neighborhood convenience stores, supermarkets,

specialty stores and hypermarkets. Reliance also plans to open restaurant outlets,

financial services marts and tourism counters within it’s stores.

Mukesh Ambani’s ultimate ambition seems to be to create the Indian equivalent of Wal-

Mart by scaling up the business to unprecedented heights to reach every nook and corner

of the country. With it’s retailing venture, Reliance expected a revenue target of US $20

billion through it’s retail operations by 2010. Over a span of five years, RRL expects a

20% return-on-investment.

The first store christened “Reliance Fresh” opened in November 2006 at Hyderabad.

Within a few months they have now opened stores in Mumbai, Pune and Ahmedabad and

plans foray into other cities on a rapid scale.

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Bharti Wal-Mart

Bharti Retail (Pvt.) Ltd. unveiled the roadmap for its retail venture on 19 th February,

2007 envisaging an investment of $2.5 billion with expectation of revenue of $4.5 billion

(about Rs. 20,000 crore) from this business by 2015. The first retail outlet is expected to

open somewhere in the month of August .

Bharti’s plan is to invest $2.5 billion by 2015 and open stores across all major cities. This

investment would be only for setting up front-end stores. The modalities for its back-end

linkage, including its joint venture with the world's largest retailer Wal-Mart, are in the

process of being worked out.

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A high-level team from Wal-Mart was visited India in the later part of February to work

out the details of the back-end chain. While Bharti would manage front-end of the retail

venture, Wal-Mart would be involved in the back-end, including logistics, supply chain

and cash-and-carry, he added.

The JV was presently scouting for 10 million sq. ft. of retail space, which would include

hypermarkets, supermarkets and convenience stores and would provide employment to

about 60,000 people. The company would open multi-format retail outlets in all cities

with a population of about one million. Bharti is now conducting a massive consumer

survey to take a final decision on branding and promotional campaign.

However, Bharti and Wal-Mart have been facing stiff opposition from the left parties and

other political outfits who fear that the entry of the Bentonville giant will make life

difficult for the small grocers and create massive unemployment. They also expect Wal-

Mart to take a tough stance on lowering prices and force farmers to sell their produce at

lower rates. A lurking fear of monopolistic regime in the retail sector is also enhancing

their fears. Both Bharti and Walmart are presently having a tough time in convincing the

ministers, politicians, agriculturists, the NGOs and other pressure groups that their

business model would serve to work in the best interests of all the stakeholders.

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Aditya Birla – MORE

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The Aditya Birla Group is India's first truly multinational corporation. Global in vision,

rooted in values, the Group is driven by a performance ethic pegged on value creation for

its multiple stakeholders. A US$ 24 billion conglomerate, with a market capitalization of

US$ 23 billion and in the League of Fortune 500, it is anchored by an extraordinary force

of 100,000 employees belonging to over 25 different nationalities. Over 50 per cent of its

revenues flow from its operations across the world.” Our mission is to change the way

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people shop. We will give them more.” says Mr. Kumar Mangalam Birla, Chairman,

Aditya Birla Group. The more. for you advantage: more. promises a world-class

pleasurable shopping experience to Indian consumers in their very own neighborhood.

more. Quality, more. variety, more. convenience and more. value are the four delivery

cornerstones of the more. chain of supermarket stores. more.

MORE. Value MORE. promises best in market pricing. Linking up directly with farmers

to source fresh fruits, vegetables and staples ensure great quality as well as great price.

Add to this, the membership program Club more. which provides convenience,

customized shopping solutions and savings, and the more. value promise becomes all the

more evident.

More. Is an inspirational brand for an inspirational country. We have a bright and

committed, enthusiastic team that represents the best experience from India and globally.

MORE. also has a range of products from its own stable available across value, premium

and select ranges. The products have been quality-checked and are available in attractive

packaging at competitive prices. To avail additional benefits, at no extra charge,

customers can also enroll for the membership program Club more.

VISHAL RETAIL :

Vishal is one of fastest growing retailing groups in India. Its outlets cater to almost all

price ranges. The showrooms have over 70,00 products range which fulfills all your

household needs, and can be catered to under one roof. It is covering about 1282000 sq.

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ft. in 18 state across India. Each store gives you international quality goods and prices

hard to match. The cost benefits that is derived from the large central purchase of goods

and services is passed on to the consumer. What started as a humble one store enterprise

in 1986 in Kolkata(erstwhile, Calcutta) is today a conglomerate encompassing 51

showrooms in 39 cities. India’s first hyper-market has also been opened for the Indian

consumer by Vishal. Situated in the national capital Delhi this store boasts of the singe

largest collection of goods and commodities sold under one roof in India. The group’s

prime focus is on retailing.

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The Vishal stores offer affordable family fashion at prices to suit every pocket. The
group’s philosophy is integration and towards this end has initiated backward integration
in the field of high fashion by setting up a state of the art manufacturing facility to
support its retail endeavors. Company has already tied up for 5-lakh sq ft space and is
looking for more. Company will come up with 32 new stores this year. Company is
doing research on more formats. Company is looking for opportunities of expansion in
the South. Contribution of apparels business at 53% may slightly come down to 50%.
India is a big country and there is huge space for four-five big retail players. Vishal can
always sustain growth in this big market. Company can sustain margins as it is going for
backward integration. Currently manufacturing contributes 10% of the business, which in
the next two to three years, will go up to 25%. Company is increasing its focus on the
non-apparel and FMCG segment. The current share of FMCG at 15% could go up to 20-
25%. Apparel sales currently at 63% in the next 2-3 years should come down to 50% as
the company is now also focusing on different segments. With growth in volumes, the
cost of sourcing will come down in the near future. Company will venture wherever it
gets real estate space. Currently, it has very little space in the south India. Eventually, it
will have a pan-India set up.

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Convenience Stores are open for long hours and is one of the formats of the Indian retail

stores that cater to basic needs of the consumer. A good example of such would be

Convenio. These stores are found in both residential as well as commercial markets. The

food products of traditional family run convenience stores are comprised of branded as

well as non-branded items. The benefits of family run convenience stores is that they give

importance to:

● Personal touch

● Facilities of credit

● Quick home delivery

● Non-food based stock comprises of multiple and varieties of local brands.

The future of such stores as they face competition from organized sector, would depend

on the following particulars:

● Place and capacity

● Diligent area coverage

● Disciplined work schedule

● Managing turnover

● Revenue from assets

● Customer service and satisfaction

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The traditional family run convenience stores serves the purpose of the housewives who

definitely wants to avoid traveling long distances to purchase daily needs. The

convenience factor in terms of items, among people in general can be highlighted as

below:

● Groceries

● Fruits

● Drug Store

● Necessary stationery

As such traditional family run convenience stores are here to stay and cannot be

oversized by the organized retail sector besides, it represents the variety of India.

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2
 CHALLENGING TASK FOR FUTURE HR MANAGERS

The HR personnel managers of tomorrow will have to face many Problem

which should provide scope for the further development of their multi-
faceted talents. The nature of the HR function is at times confusing and
ambiguous HR managers have to engage in high and low status activities at
the same time. Although HR work is a separate specialty, it is also at the
heart of every manager’s job. Thus, they have to keep a delicate balance
between those aspects of personnel which should be looked after by the line
managers and those which should be handled by the staff specialists.
Rapidly changing technology and tremendous pace of development in the
economy would demand significant and substantial contribution from the
HR mangers. This would necessitate administering of several changes in
technology and also in the organisational set-up-. In administering these
changes, HR managers will have to a vital and pivotal role by preparing the
human resources for such changes in a smooth way, and at the same time,
ensuring the attainment of organisational goals as well as growth and
development of individuals. The other Problem of Human Resource
Management have been examined below.
Management of Human Relations
On the ‘industrial relations’ front, things are not showing much
improvement even after so many efforts by government in this direction.
Though a large number of factor are responsibility for industrial unrest but a
very significant cause is the growth of multi-unions in industrial complexes
having different political affiliations. Under the present conditions, appears
that inter – union rivalries would grow more in the coming years and might
create more problems in the industry.

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Management of human relations in the future will be more complicated than
it is today “May of the new generation of employee will be more difficult to
motivate than their predecessors. This will impart the result of a change in
value systems coupled with rising
educational levels. Greater scepticisms concerning large organisations and
less reverence for authority figures will be more common Unquestioning
acceptance of rules and regulations will be less likely”.

Motivation
Work-force in the future will comprise better educated and self-conscious
workers. They will ask higher degree of participation and avenues for self
fulfilment. Moreover the proportion of professional and technical employees
will increase in relation to blue-collar workers. The ration of female
employee will increase in relation to blue-collar workers.
The ration of female employees in the total workforce will also rise.
Integration of women within managerial ranks will itself be a problem.
Money will no longer be the sole motivating force the majority of the
workers. Non-financial incentives will also play an important role in
motivating the work force. In short, human resources will be treated as
assets which will appear in balance sheets of business organisation in future.
Leadership
The Human Resource Manager of tomorrow will not only look after personnel function.
But also be involved in the actuating process leadership and motivation of the entire
organisation, similarly, human resources management is not merely going to be an
exclusive job of the HR Manager, but every executive in the organisation would be made
responsible for the effective management of people in his unit . Thus, management of
human resources will receive greater attention of all mangers form top to bottom. The
human resource manger would play the key role in formulation of personnel policies,

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programmes, plans and strategies of the organisation. While other functional executive
will be involved in personal programmes, every HRM programme will have to be
properly planned and directed by the human resource manger in consultation with the
other functional mangers.
Empowerment
Dynamic mangers understand the role of empowerment of lower in interacting with
uncertain environment effectively; Empowerment involves efforts to take full advantage
of organisation’s human resource by giving everyone more information and control over
how they perform their jobs. Various techniques of empowerment range from
participation in decision making to the use of self-managed teams. In future, organisation
will follow team structures which will pave the way for empowerment of lower levels.
Empowerment would be all the more necessary to speed up the process of decision-
making, make use of environmental opportunities and to serve the customers and society
better.
TQM
Total quality management (TQM) refers to me4eting the requirements of customers
consistently by continuous improvement in the quality of work of all employees.
Quality Circle
A quality circle is a small group of employees doing similar or related work who meet
regularly to identify. Analyse solve product-quality problem and to improve general
operations.
BPR [ Business process re-engineering]
The fundamental rethinking and radical redesign of business processes to achieve
dramatic improvement in critical, contemporary measures of performance such as cost
quality, service and speed.
Building Responsive Organisations
The Human Resource Mangers will have to contribute tremendously to the building up of
responsible organisation. Creating adaptive customer-oriented organisation would require
soliciting employees’ commitment and self-control and encouraging empowerment of
employees. Imposing himself as the traditional boss, the future manager will have to
think of himself as a ‘team-leader’ internal consultant and ‘change facilitator’

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Change Agent
The HR managers will be required to act as change agents through greater involvement in
environmental scanning and strategic planning. The HR function will become more
creative and less mechanistic. It will be more concerned with substance rather than form,
accomplishments rather than activities, and practice rather than theory. The personnel
function will be responsible for furthering the organisation not just maintain it. HR
managers will give to devote more time to promote changes among the personnel to
prepare them to deal with the environmental uncertainties.
Greater Professionalism
In future, the HR Manager will have to be an expert in behavioural sciences; He will lay a
creative and developmental role. HR management has emerged as a discipline in its own
right and the HR manager is a professional. Professional dynamic will enhance its
prestige and quality for service. However, its survival and success in future will depend
upon the judicious application of knowledge and skills and skills available. Personnel
management will emerges as a well respected and well-rewarded profession, comparable
to other established professions provided the Problem and opportunities are successfully
exploited for its advancement
New Work Ethics
HR manager will have to mobilise a new work ethic so as to assist the top management in
setting up and enforcing good quality standards. Greater efforts will be needed to achieve
group cohesive group cohesiveness because workers will give transient commitment to
groups. As changing work ethic requires increasing emphasis on individual jobs will have
to be redesigned to provide challenge. Flexible starting and quitting times for employees
(flexi time) may be necessary. Focus will shift from extrinsic to intrinsic motivation of
employees.

In future, changes will have to be initiated and managed to improve organisational

effectiveness. A work culture conductive to absorption of changes in the technological,
economic political, socio-cultural and international environment will have to be
nourished by the HR/Personnel executives if they want to acquire higher status in

3
industry and society. They will also have to make top management more actively
involved in the development of human resources for meeting the Problem of environment
and enhancing organisational effectiveness.

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Indian organized retail market:

Indian organized retail market is growing at a fast pace due to the boom in the India retail

industry. In 2005, the retail industry in India amounted to Rs 10,000 billion accounting

for about 10% to the country's GDP. The organized retail market in India out of this total

market accounted for Rs 350 billion which is about 3.5% of the total revenues.

Retail market in the Indian organized sector is expected to cross Rs 1000 billion by 2010.

Traditionally the retail industry in India was largely unorganized, comprising of drug

stores, medium, and small grocery stores. Most of the organized retailing in India have

started recently and is concentrating mainly in metropolitan cities. The growth in the

Indian organized retail market is mainly due to the change in the consumers behavior.

This change has come in the consumer due to increased income, changing lifestyles, and

patterns of demography which are favorable. Now the consumer wants to shop at a place

where he can get food, entertainment, and shopping all under one roof. This has given

Indian organized retail market a major boost.

Retail market in the organized sector in India is growing can be seen from the fact that

1500 supermarkets, 325 departmental stores, and 300 new malls are being built. Many

Indian companies are entering the Indian retail market which is giving Indian organized

retail market a boost. One such company is the Reliance Industries Limited. It plans to

invest US$ 6 billion in the Indian retail market by opening 1000 hypermarkets and 1500

supermarkets. Pantaloons is another Indian company which plans to increase its retail

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space to 30 million square feet with an investment of US$ 1 billion. Bharti Telecoms an

Indian company is in talks with Tesco a global giant for a £ 750 million joint venture. A

number of global retail giants such as Walmart, Carrefour, and Metro AG are also

planning to set up shop in India. Indian organized retail market will definitely grow as a

result of all this investments

UNORGANISED RETAIL SECTOR:

Today, retailing doesn’t involve just dealing or marketing from shops, it includes

analyzing the market in an effort to provide reasonable prices together with an array of

options and experience to customers. The sole purpose of all this is retaining the brand

loyalty of customers. Indian retail is currently a US$ 245 billion market and is anticipated

to extend to almost US$ 385 billion mark by the next five years. The Indian retail sector

is currently sporting a brand new look and together with a 46.64 per cent three-year

Compounded Annual Growth Rate (CAGR), Conventional marketplaces are paving way

for new shopping malls, the likes of superstores, shopping plazas, supermarkets and

brand label stores. International style shopping centers have started dotting the skyline of

cities and smaller towns, acquainting the Indian customer to a unique shopping

experience. The retail industry in India is split up into the unorganized and organized

retail segments.

The unorganized retail sector includes the big, average and modest grocery stores and the

chemist shops. A changeover is taking place from the conventional retail sector to

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organized retailing. But the unorganized segment still dominates and leads the industry.

By 2010, the Indian retailing sector is anticipated to become an Rs12.5 trillion market.

The share of organized retailing is supposed to jump to about 10 per cent from the

existing three per cent. The anticipated staggering growth in organized retailing provides

an opportunity to expand the market for both established and new players. According to

the latest report India Retail Sector Analysis (2006ñ07)I by RNCOS, the total retail

market is primarily focused in rural regions, which makes up 55 per cent or US$ 165

billion of the overall retail market as opposed to urban segment, which represents 45 per

cent or US$ 135 billion of the gross retail market. The rural market is spread over

627,000 villages, even though its centre of attention is focused around a core group of

100,000 villages that makes up 50 per cent of the rural population.

India represents the most compelling international investment opportunity for mass

merchant and food retailers looking to expand overseas, according to management

consulting firm AT Kearney's 2005 Global Retail Development Index (GRDI), an annual

study of retail investment attractiveness among 30 emerging markets. India is rated as the

fifth largest emerging retail market and is seen as a potential goldmine. Driving global

brands into India is the greatly improved investment climate due to the recent relaxation

of direct ownership restrictions on foreign retailers. The country's retail market totals

$330 billion, is vastly underserved and has grown by 10 per cent on an average over the

past five years. The message for retailers on India is clear – move now or forego prime

locations and market positions that will soon become saturated. Global retailers that

missed opportunities to capture first-mover advantage in China will make up for it in

India.

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Though India has more than five million retail outlets, they are greatly unorganized.

There is no supply chain management perspective. In fact, out of the entire retail sector in

India, the organized sector is only 25 per cent and the rest is unorganized. 96 per cent of

the retail outlets are smaller in area than the standard norms. The retail industry is divided

into organized and unorganized sectors. Organized retailing refers to trading activities

undertaken by licensed retailers who are registered for sales tax and income tax. These

include corporate backed hypermarket and retail chains and so on. Unorganized retailing

is the traditional low-cost shops, handcarts and pavements and is by far the prevalent

form of trade in India. The efficiency of organized sector in retailing is manifested in

some of the newer supermarkets in urban/metropolitan India – the produce is cleaner,

fresher, well packed and often cheaper than the local shopkeeper. This is possible

because of the far more efficient distribution system, which organized retail chains are

employing, by cutting the layers of middlemen involved. There are other benefits too, of

transforming the unorganized retail sector into an organized sector. Firstly, a number of

new jobs will be created, far better paid than the underage labor working in the local

shops. Secondly, the benefits to the producer and consumer through better prices and

lesser wastage; throwing up exportable surpluses, which will also benefit the economy as

a whole. Thus one can see that allowing FDI in retailing is beneficial to all the

stakeholders involved

3
The Big Bazaars and Spencer’s, the huge unorganized retail sector is finally beginning to

see the merit of logging on, even if at a model scale.

Taxation policies also push you to automate and the push is even harder for those looking

to expand beyond their single store existence.

Though it’s early days yet to measure it penetration in the unorganized retail industry,

interest levels are surely raising fast. “It’s good to at least answer their questions. Though

the interest is more with retailers who register good sales and volumes.

Software available to the retailers is ShawMan’s RetailMagiK, which takes care of the

front-end store needs, as well as the back-end warehouse requirements. “It would surely

help the unorganized sector to get into technologies like bar-coding, which will make

their operations more efficient. Some other features are a user-defined billing screen and

discount with control mechanism from the head-office, delivery order management, batch

control and quick information search, among others. The product is a simple to use. The

screen design and the functionality are designed in such a way that the user need not

press too many keys to get things done,” says Khushroo Bagwadia, business development

manager, Shawman Software.

To begin with, most retailers look at decent entry-level solutions starting at Rs 25,000.

However, there are cheaper quick-fix solutions available too. One can even deploy a

computer and start with financial accounting programmers like Microsoft Excel, FoxPro

and Tally.

3
Small retailers seem next in line and vendors are also warming up to the opportunity. At

the low-end however, smart inexpensive solutions are the need of the hour. And solutions

providers like Microsoft, Polaris and Shawman are now working on developing smart

tools for the retail enthusiasts. For small players with just one store, the investment on

retail solutions go really low, anywhere between Rs 10,000 to Rs 25,000. Most of the

time these solutions are developed by local firms, who at times compete with the big

names in the industry.

According to Oberoi of Polaris, generally the mom-and-pop stores like to go for

technology, which will get their work done at a reasonable cost. They avoid the high-end

technology, and consider these as frills. “They are not even bothered about upgrading, so

the cheap systems are more than welcome. These solutions might not work for the mid-

sized retailers with five stores, as then one need to scale it up and take care of inventory

and supply chain management,” he says.

Comparing the case with China, Vedamani suggests India is on the right track. “In China,

we find the organized sector to be 20-23% of the total industry. Here, the technology has

advanced in phases, and so is the case in India.

3
Retailing formats in India

Malls:

The largest form of organized retailing today. Located mainly in metro

cities, in proximity to urban outskirts. Ranges from 60,000 sq ft to 7,00,000 sq ft and

above. They lend an ideal shopping experience with an amalgamation of product,

service and entertainment, all under a common roof. Examples include Shoppers Stop,

Pyramid, Pantaloon.

1. Specialty Stores:

Chains such as the Bangalore based Kids Kemp, the Mumbai books retailer

Crossword, RPG's Music World and the Times Group's music chain Planet M, are

focusing on specific market segments and have established themselves strongly in their

sectors.

2. Discount Stores:

As the name suggests, discount stores or factory outlets, offer discounts on

the MRP through selling in bulk reaching economies of scale or excess stock left over

at the season. The product category can range from a variety of perishable/ non

perishable goods.

3
 3. Department Stores:

Large stores ranging from 20000-50000 sq. ft, catering to a variety of

consumer needs. Further classified into localized departments such as clothing, toys,

home, groceries, etc

4. Department Stores:

Departmental Stores are expected to take over the apparel business from

exclusive brand showrooms. Among these, the biggest success is K Raheja's Shoppers

Stop, which started in Mumbai and now has more than seven large stores (over 30,000 sq.

ft) across India and even has its own in store brand for clothes called Stop!.

5. Hypermarts/Supermarkets:

Large self service outlets, catering to varied shopper needs are termed as

Supermarkets. These are located in or near residential high streets. These stores today

contribute to 30% of all food & grocery organized retail sales. Super Markets can further

be classified in to mini supermarkets typically 1,000 sq ft to 2,000 sq ft and large

supermarkets ranging from of 3,500 sq ft to 5,000 sq ft. having a strong focus on food &

grocery and personal sales.

6. Convenience Stores:

3
 These are relatively small stores 400-2,000 sq. feet located near residential

areas. They stock a limited range of high-turnover convenience products and are usually

open for extended periods during the day, seven days a week. Prices are slightly higher

due to the convenience premium.

International retailers :

The Australian government's National Food Industry Strategy and Austrade initiated a

test marketing food retail in India wherein 12 major Australian food producers have tied

up with India-based distributor AB Mauri to sell their products directly at retail outlets.

The largest-ever 150-member British business delegation in India committed investments

in the areas of food processing, agri retail and manufacturing. It is also likely to press for

the liberalisation of sectors like financial & legal services and retail.

Supermarkets:

4
Large self service outlets, catering to varied shopper needs are termed as Supermarkets.

These are located in or near residential high streets. These stores today contribute to 30%

of all food & grocery organized retail sales. Super Markets can further be classified in to

mini supermarkets typically 1,000 sq ft to 2,000 sq ft and large supermarkets ranging

from of 3,500 sq ft to 5,000 sq ft. having a strong focus on food & grocery and personal

sales.

Supermarkets are relatively new entrants in the market. They are so called pioneers in

organized food retailing and go by the western model in look and feel and format. This is

what everybody means when they say organized food retailing.

Franchise outlets:

Like Tommy Hilfiger and Wal Mart, other US retailers are firming up their India entry

strategies and if they are already in, they are undergoing rapid expansion. Fashion brands

DKNY is also al set to foray into the Indian fashion Industry through a franchisee

agreement with Indian company, S. Kumar Starbucks recently expressed their interest in

entering Indian company

Like Tommy Hilfiger and Wal-Mart, other US retailers are firming up their India entry

strategies and if they are already in, they are undergoing rapid expansion. Fashion brand

DKNY is also all set to foray into the Indian fashion Industry through a franchisee

agreement with Indian company, S Kumar’s.Starbucks recently expressed their interest in

entering India through the franchise route, like their AmericanF&B counterparts Pizza

Hut, Subway, and the very successful McDonald’s. McDonald’s has major expansion

4
plans lined up; in the next 3 years, it plans to open another 100 outlets

in cities across India.

Hypermarket:

A very large commercial establishment that is a combination of departmental store and a

supermarket.

The specific features of a hypermarket are the wide range of goods offered, quality

service, quality display of goods on the shelves and complex systems providing for

customers loyalty.

Hypermarket is known for a wide range of goods offered. It consist of dozens of

thousands of items, while similar goods can be offered in several forms. In order to work

with such an assortment it is necessary to group it into categories and sub categories that

would unite goods according to this or that criteria.

Shopping Malls:

The new shopping malls that have been expanding their footprint across Indian cities are

well designed, built on international formats of retailing and integrated with

entertainment and restaurants to provide a complete family experience. Over 300 malls

are expected to be built over the next two years and most Indian cities with over a million

populations will be exposed to this modern method of retailing.

4
2021Eisai Oncology and Senior Health Digest
The 2021Eisai Oncology and Senior Health Digest demonstrates Eisai's
ongoing dedication to oncology and senior care. This publication, now in its
fourth year, continues to confirm Eisai's commitment to working with health
care professionals to achieve improved patient care. The 2021edition
provides key insights to help organizations develop impactful oncology and
seniorinitiatives.

If you would like to learn more about the 2021Eisai Oncology and Senior
Health Digest, view sample data charts.

C.A.R.E. Pharmacy Award

Eisai Inc., in partnership with the Alzheimer's Association, has established
the C.A.R.E. (Commitment to Alzheimer's Recognition of Excellence)
Award to recognize the critical role pharmacists play in supporting people
with Alzheimer's disease and their families.

The award program allows for patients and families who have been affected
by Alzheimer's disease the opportunity to recognize pharmacists who have
made a positive difference in their lives.

DVTeamCare™ Hospital Award

Eisai Inc., in partnership with the North American Thrombosis Forum
(NATF), has established the DVTeamCare Hospital Award to recognize
hospitals that have made a significant commitment to preventing DVT and
dedicating the necessary resources to achieve this goal. The award program
will showcase the details of the winning hospital's protocol and

4
implementation plan to help other hospitals enhance their efforts to prevent
DVT and its potentially fatal complications.

Community Involvement
Whether they are participating in Eisai-sponsored programs or volunteering
on their own, our employees show a community spirit that reflects our
mission, vision and values. Some of the organizations and efforts Eisai and
its employees have supported include:
● Alzheimer's Association
● ALS Association
● CancerCare

● Duke Children's Hospital & Health Center

● Durhham Rescue Mission

● Epilepsy Foundation

● Family Support Center of New Jersey

● Food Bank of North Carolina

● Make-A-Wish Foundation

● March of Dimes

● National Alliance for Caregiving

● National Family Caregivers Association

● Parkinson's Disease Foundation

● PERC Homeless Shelter

● Red Cross

● Salvation Army - North Carolina

● Susan G. Komen Breast Cancer Foundation

4
Classifying Indian retail:
(A)Modern Format retailers
1) Supermarkets (Foodworld)

2) Hypermarkets (Big Bazaar)

3) Department Stores (Shoppers Stop)

4) Specialty Chains (Ikea)

5) Company Owned Company Operated (BP)

4
(B)Traditional Format Retailers:
1) Kiranas: Traditional Mom and Pop Stores

2) Kiosks

3) Street Markets

4) Exclusive /Multiple Brand Outlets

(C)Large Indian retailers

1.

Hypermarket

1) Big Bazaar

4
2) Giants

4) Star

II Department store

1) Lifestyle

2) Pantaloons

3) Piramyds

III Entertainment

1) Fame Adlabs

2) Fun Republic

4
 PRODUCTS CATEGORIES

HOME FURNISHING

Drawing Room

Bedroom

● Door Mat

● Bed Sheet

● Carpet

● Pillows

● Curtains

● Pillow Cover

FOOD & BEVERAGES

Snacks

Drinks

SPORTS & FITNESS

INDOOR GAMES

OUTDOOR GAMES

Basket Ball

4
Cricket Bat

T.T. Bat

Football

Boxing Kit

Lawn Tennis

Swimming Costumes

Tennis Racket

Water Ball

Tennis Ball

 - FOOTWEAR

BOYS

GIRLS

Shoes

Slippers

Sandals

Sandals

4
TELEMART

Communication

Mobile Accessories

Mobile

Mobile Batteries

Mobile Charger

Mobile Dori

MENS

Upper

Lower

Shirt Casual

Jeans(MP)

Shirt Formal

Cotton Trouser(MPC)

Ethnic & Sports

Winter Wear

5
Night Suits

Suit(WMC)

T-Shirts

Blazer(WMB)

Dupatta

Windcheater(WMW)

Sherwani

Jacket

LADIES ACCESSORIES

Upper

Lower

Kurta

Pants Jeans

Skirt Top

Capri

Nighty

5
Jackets

Lancha

Stawl

Sharara

LUGGAGES

Portfolio Bags

Suitcase

Shoulder Bags

Executive Bag

School Bags

Pouch & Cases

Waist Pouch

Vanity Cases

5
HOUSEHOLD

LIFESTYLE

Time Zone

Opticals

Gifts & Novelties

Ladies Wrist Watch

Ladies Sun Glass

Flower Vase

Mens Wrist Watch

Mens Sun Glass

Key Chain

TOYS & GAMES

Soft Toys

Dolls

Cycles & Scooters

Musical Toys

Barbie Doll

5
Cycles

Non-Musical

Other Dolls

Scooters

5
5
 FOOD RETAILERS

● There are large number and variety of retailers in the food-retailing sector

Traditional types of retailers, who operate small single-outlet businesses mainly

using family labour, dominate this sector In comparison, super markets account

for a small proportion of food sales in India, However the growth rate of super

market sales has being significant in recent years because greater numbers of

higher income Indians prefer to shop at super markets due to higher standards of

hygiene and attractive ambience.

● HEALTH & BEAUTY PRODUCTS

● With growth in income levels, Indians have started spending more on health and

beauty products .Here also small, single-outlet retailers dominate the

market .However in recent years, a few retail chains specializing in these products

have come into the market. Although these retail chains account for only a small

share of the total market their business is expected to grow significantly in the

future due to the growing quality consciousness of buyers for these products.

● C) CLOTHING & FOOTWEAR

● Numerous clothing and footwear shops in shopping centers and markets operate

all over India. Traditional outlets stock a limited range of cheap and popular

items; in contrast, modern clothing and footwear stores have modern products and

attractive displays to lure customers. However, with rapid urbanization, and

5
 changing patterns of consumer tastes and preferences, it is unlikely that the

traditional outlets will survive the test of time.

● D) HOME FURNITURE & HOUSEHOLD GOODS

● Small retailers again dominate this sector. Despite the large size of this market,

very few large and modern retailers have established specialized stores for these

products. However there is considerable potential for the entry or expansion of

specialized retail chains in the country.

● E) DURABLE GOODS

● The Indian durable goods sector has seen the entry of a large number of foreign

companies during the post liberalization period. A greater variety of consumer

electronic items and household appliances became available to the Indian

customer. Intense competition among companies to sell their brands provided a

strong impetus to the growth for retailers doing business in this sector.

● F) LEISURE & PERSONAL GOODS

● Increasing household incomes due to better economic opportunities have

encouraged consumer expenditure on leisure and personal goods in the country.

There are specialized retailers for each category of products (books, music

products, etc.) in this sector. Another prominent feature of this sector is popularity

of franchising agreements between established manufacturers and retailers.

5
● Today trend is the development of integrated retail cum Entertainment centers or

shopping malls. An increasing number of retailers are focusing on malls now as

opposed to stand-alone developments. While the number of shopping malls has

seen a massive surge in the recent past in the metros and their suburbs, the latest

trend in this sector is the increasing focus on providing leisure activities such as

multiplexes, facilities for kids' entertainment, eateries etc. within the mall

premises. Customer less the time consumes and more entertainment with his

family in malls because they within shopping mall number of retail shop and

variety of products and selected the product they want. Good environment in mall.

Less crowed and These are enclosed, air-conditioned, multi-level malls of at least

100,00 sq ft. Critical to these malls is the concept of the anchor, the key outlet or

store around which other outlets cluster. The most popular Indian anchors include

Shoppers' Stop, Globus, Pantaloon, Lifestyle and hypermarkets like Big Bazaar

and Giant. Cinemas also often anchor malls. Driven by the lucrative tax breaks,

the old single screen theatres are being divided into three-five smaller screens, as

was done in the US, years ago. Example for wave and PVR.

5
Consumer behavior refers to the mental and emotional process and the observable

behavior of consumers during searching, purchasing and post consumption of a product

or service. Consumer behavior involves study of how people buy, what they buy, when

they buy and why they buy. It blends the elements from psychology, sociology,

sociopsychology, anthropology and economics. It also tries to assess the influence on the

consumer from groups such as family, friends, reference groups and society in general.

Buyer behavior has two aspects: the final purchase activity visible to any observer and

the detailed or short decision process that may involve the interplay of a number of

complex variables not visible to anyone.

5
Factor affecting consumer
buying behavior

6
Consumer buying behavior is influenced by the major three factors:

● Social Factors

6
 ● Psychological Factors

● Personal Factors.

A. Social Factors

Social factors refer to forces that other people exert and which affect consumers’

purchase behavior. These social factors can include culture and subculture, roles and

family, social class and reference groups.

B. Psychological Factors

These are internal to an individual and generate forces within that influence her/his

purchase behavior. The major forces include motives, perception, learning, attitude and

personality.

C. Personal Factors

These include those aspects that are unique to a person and influence purchase behavior.

These factors include demographic factors, lifestyle, and situational factors.

6
Information Search

6
 Problem Recognition

Purchase Action

AlternativeEvaluation

Post purchase action

Information Search and Decision Making

Problem Recognition.  One model of consumer decision making involves several steps.

The first one is problem recognition—you realize that something is not as it should be. 

Perhaps, for example, your car is getting more difficult to start and is not accelerating

well.    The second step is information search—what are some alternative ways of

solving the problem?  You might buy a new car, buy a used car, take your car in for

repair, ride the bus, ride a taxi, or ride a skateboard to work.  The third step involves

6
evaluation of alternatives.  A skateboard is inexpensive, but may be ill-suited for long

distances and for rainy days.   Finally, we have the purchase stage, and a post-purchase

stage (e.g., you return a product to the store because you did not find it satisfactory).   In

reality, people may go back and forth between the stages.  For example, a person may

resume alternative identification during sometimes while evaluating already known

alternatives.

Consumer involvement will tend to vary

dramatically depending on the type of

product.  In general, consumer

involvement will be higher for products

that are very expensive (e.g., a home, a car) or are highly significant in the consumer’s

life in some other way (e.g., a word processing program or acne medication).

It is important to consider the consumer’s motivation for buying products.  To achieve

this goal, we can use the Means-End chain, wherein we consider a logical progression of

consequences of product use that eventually lead to desired end benefit.  Thus, for

example, a consumer may see that a car has a large engine, leading to fast acceleration,

leading to a feeling of performance, leading to a feeling of power, which ultimately

improves the consumer’s self-esteem.  A handgun may aim bullets with precision, which

enables the user to kill an intruder, which means that the intruder will not be able to harm

the consumer’s family, which achieves the desired end-state of security.  In advertising, it

6
is important to portray the desired end-states.  Focusing on the large motor will do less

good than portraying a successful person driving the car.

Information search and decision making. 

Consumers engage in both internal and external information search. 

6
Internal search involves the consumer identifying alternatives from his or her memory. 

For certain low involvement products, it is very important that marketing programs

achieve “top of mind” awareness.  For example, few people will search the Yellow Pages

for fast food restaurants; thus, the consumer must be able to retrieve one’s restaurant

from memory before it will be considered.  For high involvement products, consumers

are more likely to use an external search.  Before buying a car, for example, the

consumer may ask friends’ opinions, read reviews in Consumer Reports, consult several

web sites, and visit several dealerships.  Thus, firms that make products that are selected

predominantly through external search must invest in having information available to the

consumer in need—e.g., through brochures, web sites, or news coverage.

6
 Retail outlet selection and brand

selection:

There are three fundamental patterns, which a consumer can follow and they

could be:

(I) Brand first, retail outlet second

(ii) Retail outlet first, brand second

(iii) Brand and retail outlet simultaneously.

A consumer wanting to buy a car may collect information on brands and purchase it from

a retail outlet based on his perception of price offered or after sales service provided by

the outlet (typically, search for information on brands is followed by retail outlet

selection in durables). In certain product categories, especially where `category killers'

exist, consumers may think of the retail outlet initially and then the brands (television,

refrigerator and audio products retailed through outlets like Vivek and Co. in the South,

could be an example).

One more dimension may be to compare brands in the evoked set at retail outlets which

also exist in an evoked set of their own. This is highly possible, especially in the Indian

context where dealers develop a social relationship with consumers, especially in semi-

urban and rural areas. Primary research could be used to discover the specific sequence

involved in a situation of this kind. A `brand first' dimension may need feature-based

advertising and a `retail outlet first' dimension may require a set of point-of-purchase

6
(POP) materials and special training to sales personnel to recognize the needs of

consumers.

Brand first and outlet second: The brand was probably thought of by the consumers

because-

(i) the consumers may not have developed a relationship with any retailer which is strong

enough to get into the `evoked retail set' or

(ii) the brand has got into the evoked set because of advertising or positive word of

mouth. Local advertising with the mention of brand names which have already got into

the evoked set would enable consumers to be `pulled' to the outlet. Primary research may

be required to identify the brands in the evoked set.

Organized vs Unorganized Retail:

In the developed economies, organized retail is in the range of 75-80 per cent of total

retail, whereas in developing economies, the unorganized sector dominates the retail

6
business. The share of organized retail varies widely from just one per cent in Pakistan

and 4 per cent in India to 36 per cent in Brazil and 55 per cent in Malaysia (Table 2.2).

Modern retail formats, such as hypermarkets, superstores, supermarkets, discount and

convenience stores are widely present in the developed world, whereas such forms of

retail outlets have only just begun to spread to developing countries in recent years. In

developing countries, the retailing business continues to be dominated by family-run

neighbourhood shops and open markets. As a consequence, wholesalers and distributors

who carry products from industrial suppliers and agricultural producers to the

independent family-owned shops and open markets remain a critical part of the supply

chain in these countries.

Share of Organized Retail in Selected Countries, 2008-09

CountryTotal Retail Sales (US$ bn) Share of Organized Retail (%)

USA 2,983 85
Japan 1,182 66
China 785 20
United Kingdom 475 80
France 436 80
Germany 421 80
India 322
Source: Planet Retail and Technopak Advisers Pvt. Ltd

7
What are the most favored retail attributes by consumers and
how will they change in future

How are the conventional and organized retailers perceived?

7
What external forces influence the choice of
consumers and how can these forces be
accounted for in future

To study the preference given by consumers in term of

quality, ambience, service, scheme and location for retail
purchase.

What are the factors affects for the purchase?

7
Research Design:
Descriptive research design will be used.

● Type: Descriptive Study

● Scope: combination of theoretical study as well as Statistical Study

● Environment: Field Research

Data Sources:

7
Data type collected for analysis is PRIMARY i.e. data has been observed and recorded by

the researchers for the first time to their knowledge. Data collected through journals,

newspapers & internet is SECONDARY type.

Method of data collection:

This study is a research which utilizes interrogation and observation method for data

collection. Secondary data was obtained from intensive analysis & observation. The

primary data are those, which are collected afresh and for the first time, and thus happen

to be original in character. The secondary data, on the other hand, are those which have

already been collected by some one else and which have already been passed through the

statistical process. Method employed to collect data is Questionnaire. This is a simple

survey conducted by filling in questionnaire from the people who visit malls.

Collection of the Primary data:

As this study is of descriptive type, the primary data has been collected through

Questionnaire

Primary Data - Survey of Customers in Delhi ncr.

It will be collected with the help of Questionnaire Method and Survey Research.

7
Secondary Data - It will be collected with the help of Internet, books,
journals, articles of newspapers & magazines and research papers related to booming

organized retail sector.

Analysis of Data:
This research analysis is based on the answers given by the sample customers of Delhi

ncr on the basis of consumer survey questionnaire.

● Average Monthly Shopping Budget of Consumers:

7
 The below given was the interpretation of the average monthly shopping budget for

the sample size in the project survey. In the sample size most of the people (i.e.

38%)were able to do shopping betwee

n Rs. 2000-5000.

Awareness about different brands of Retail Sector:

7
The store location, its customer services, discount schemes and offers, its quality are the

important factors for the awareness of the any retailing company or brand but apart from

all these the most important thing which influence the awareness of any particular brand

is it’s advertising and other promotional activities. Big Bazaar of future group in

Lucknow is very well know brand among the people of sample because of it’s pricing,

attractive offers and discounts and its very good promotional and marketing activities.

The Vishal Mega Mart is also famous because of its reach in the various areas of the city.

● Which Retail chain Customers like to visit often:

7
.

Because of it’s attractive pricing and good schemes and offers people like to visit Big

Bazaar most often. Vishal Mega Mart is also giving attractive discount on formal

wear so it is also known for good footfall. Shoppers stop do not have discount offers

and schemes but it is still liking of some of people in sample size because of its

ambience, shopping comfort and good customer services

7
Customer Preferences for shopping from Retail chains:

The consumers of sample size were visiting the big retail outlets most because of their

good pricing and for their attractive schemes and discounts offers. After that they also

going there for the quality experience. The location of the store is also a big concern

for the consumers. Thereafter they are also looking for good customer services. They

want to get well treated by the sales persons of the stores. Ambience came in last for

all of them.

7
How much time spend every day a consumer in a mall system

The following pie chart shows that time spending by an individual consumer in a mall or

retail chain. The time represent in the term of minutes. From the following pie chart we

analysis that the number of consumer are more who spent the maximum time that is 60-

120 minutes. A less number of consumer who spent 0-30 minutes in a particular retail

shops.

8
Age of the consumers who visit in a retail system

The above bar charts shows that the percentage of the consumers whose age between the

20-30 years is maximum in comperision to the others age distribution. The percentage of

the age limit between the 10-20 years is very low with respect to others.

8
Why do you like that particular retail chain?

The above graph shows that consumers like to a particular retail chain they have find a

wide range ofchoice.The percentage of the consumers who like a retail chain to find a

free offers ia minimum in comerision to others.

8
Occupation of the consumer who visit in a retail shop

The occupation of a particular consumers who visit in a retail or mall system is

government employee have the maximum percentage. The occupation which has the

minimum percentage is student. The second maximum percentage has the private

employee. Business man have the 20% visiting option in a retail system.

8
Consumer buying behavior related to product cost

Consumer have a different type of buying behavior. The graphs shows the buying

behavior related to the product cost.Consumer who wants a average cost of a particular

product have the maximum percentage.The percentage of the consumer who wants the

very low cost of a particular product is very low.

8
Why do you like to buy a product from a mall system

The above graph shows that a consumer like to buy a product from a mall system because

it has the maximum percentage.Consumers have a different type of aspectation.The

percentage of consumer who buy a product from a mall system to find the high quality is

the15%. Every consumer wants to save their time and for this perpose they visit to a mall

system and it has the 25 persentage.

8
Consumers satisfaction with respect to retail system

The above graph shows that 40% of consumers is strongly satisfied, 30% of consumers

are only satisfied and 20%of consumers are dissatisfied and the 10% of consumers are

strongly dissatisfied.

8
Consumer expectation to some changes in retail system

The above graphs shows that the 35% of consumers strongly agree to some changes in

retail system. 30% percentage of consumers only agree to find some changes in retail

system. The 20% of consumers are disagree and 15% of consumers are strongly disagree

related to some changes in retail system.

8
Finding of the research
study

8
Findings of the research study

● Customer’s preferences for grocery shopping are gradually shifting from local

kirana stores to organized convenience stores.

● Age is one of the most important factors responsible for the changing preference

of customers.

● Payment through credit cards is increasing purchases from convenience store.

● Brand Choice of customers is changing and this is also influencing shift from

kirana to convenience store. .

● Maximum no of customers belongs to young age group.

● Maximum no of customers are male in malls due to family responsibility.

● It means maximum no of customers having nucleur family.

● Maximum no of customers are educated and aware about retail store.

● Maximum no of customers are belonging to upper middle class.

● Maximum no of customer are preferred Shopping Malls for purchasing.

● Maximum no of customers are time conscious and desire for many brand under

one roof.

● Maximum no of customers are price conscious so maximum customers belongs to

middle class.

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● Maximum no of customers did not compromise quality with discount and offers.

Limitation of the study

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Limitation of the study
Every report has its pros and cons so mine also have some limitations.

They can be pointed as:

● Sample size restricted to 100 only which was very less according total population.

● The responses given by respondents were not always accurate because the

respondents gave the response according to their understanding.

● Survey is a time consuming process but the time to collect the data for research

was very less.

● Sometimes the respondents are not willing to fill the questionnaire and hence

the resultant may not be correct.

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Conclusion of the study

9
Conclusion of the study
The past 4-5 years have seen increasing activity in retailing. And, various business

houses have already planned for few investments in the coming 2-3

years. And though the retailers will have to face increasingly demanding customers, and

intensely competitive rivals, more investments will keep flow in. And the share of

organized sector will grow rapidly. retailing in India is surely poised for a takeoff and

will provide many opportunities both to existing players as well as new entrants.. The

country is witnessing a period of boom in retail trade, mainly on account of a gradual

increase in the disposable incomes of the middle and upper-middle class households.

More and more corporate houses including large real estate companies are coming into

the retail business, directly or indirectly, in the form of mall and shopping center builders

and managers.

New formats like super markets and large discount and department stores have started

influencing the traditional looks of bookstores, furnishing stores and chemist shops. The

retail revolution, apart from bringing in sweeping, positive changes in the quality of life

in the metros and bigger towns, is also bringing in slow changes in lifestyle in the smaller

towns of India. Increase in literacy, exposure to media, greater availability and

penetration of a variety of consumer goods into the interiors of the country, have all

9
resulted in narrowing down the spending differences between the consumers of larger

metros and those of smaller towns. Lastly I want to conclude my project in some points-

⮚ The customers are attracting towards shopping malls & retail outlets.

⮚ The shopping malls & retail outlets are targeting to middle class customers

because the purchasing power of this class is rapidly growing as well as the class

is also growing.

⮚ The young generation is fashion & show-off conscious so retail outlets are

mainly focused on them.

⮚ Most of the family wants to purchase from big showrooms and malls because

there are no bargaining system so the have a trust that there is no cheating.

⮚ The main strength of most of the retail outlets are providing attractive offers to

attract customers.

⮚ Big retail stores are running customer loyalty programmes which has increased

profits and no. of customers.

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Appendices

9
Appendices

Questionnaire

Questionnaire on change in Consumer’s Behavior.due to mall system of retail

1.What is your monthly shopping budget?

0-2K 2-5K 5-10K 10-20K 20-50K >50K

2.Which retail chains did you visit ?

Big Bazaar

Shoppers Stop

Westside

Landmark

Vishal Megamart

Any other (Please specify) ________________________________

3. Which retail chains do you visit often?

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 Big Bazaar

Shoppers Stop

Westside

Landmark

Vishal Megamart

Any other (Please specify) ________________________________

4. Which retail chain did you like most?

Big Bazaar

Shoppers Stop

Westside

Landmark

Vishal Megamart

Any other (Please specify) ________________________________

5. Why did you like that particular retail chain?

Attractive Prices

Wide range of choices

Discount Schemes

Free Offers

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Any Other (Please Specify) Mark on a scale of -3 to +3 your perceptions about your

shopping experience in the following retail chains (where -3 indicates inferior and + 3

indicates superior) :

Feature Big Vishal Westsid Shoppers Landmark

Bazaar Megamart e Stop

Ambience 15

Attractive Prices 70

Range of Choices 65

Price Discounts 80

Freebies 60

Salespeople Behavior 50

Parking Facilities

Convenience

Home Delivery

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 6. How much time do you spend in the retail chain on every visit?

0-30 Minutes 30-60 Minutes 1-2 Hour 2-3 Hours

3-4 Hours

7. Consumer buying behavior related to product cost.

very high very low Average Below average

8. Why do you like to buy a product from a retail chain?

Easy to visit save time High quality Brand products

10. Consumer satisfaction with respect to retail chain.

Strongly satisfied Satisfied Strongly Dissatisfied Dissatisfied

11. . Cosumers aspectation deu to some changes in retail system?

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 Strongly Agree Agree Strongly Disagree. Disagree

Demographics

1. Name: ______________________________________________________

2. Age: 15-20 20-30 30-40

40-50 50 & above

3. Occupation: Student Govt. Employee Private Employee

Businessman Any other (Pls specify) _______________

4. Income group: 5k-10k 10k-20k 20k-30k 30k-40k

40kand above

5. Education: Student Graduate Post-Graduate

Any other (Pls specify) ___________________

6. Number of Family Dependants: Nil One Two Three

A ny other (Pls specify)

7. Telephone Number / E-mail:___________________________________________

1
Bibliography

1
Bibliography:

Goswami. P and Mishra. M, 2009, Would Indian consumers move from kirana store to

organized Retailers when shopping for groceries, Asia Pacific Journal of Marketing and

Logistics, Vol. 20, No. 1

ICRIER journal paper, September 2008

http://ssrn.com/abstract=994238

BOOKS:-

Marketing Management. ----Kotler & Keller

Marketing Management in Indian Perspective

Retail management ---Levy & Weitzs

WEBSITES

www.retailindia.net

www.retailbiz.com

www.businessworld.in