1

SUMMER TRAINING PROJECT

ON
SALES OF CUT FRUITS AND VEGETABLES
AT RELIANCE FRESH STORES

In partial fulfillment for the entitlement of Post Graduate Diploma in Management

(2007-2009)
UNDER THE GUIDANCE OF

Mr. Akshay Aghi Mr. Divykant Miss Sukhpreet Kaur

AGM, Reliance Fresh Category Head Assistant Manager HR
Punjab Reliance Fresh Reliance fresh
CHD.& LUD. Punjab

SUBMITTED BY
PARDEEP NEGI
MASTER SCHOOL OF MANAGEMENT
F-17 , SHASTRI NAGAR , MEERUT-250005,U
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CONTENTS

 ACKNOWLEDGEMENT

 EXECUTIVE SUMMARY

 INTRODUCTION
 EVOLUATION OF RETAIL
 RETAIL SECTOR IN INDIA
 RELIANCE INDUSTRIES
 RELIANCE RETAIL
 RELIANCE FRESH
 CUT FRUITS AND VEGETABLE

 OBJECTIVE OF THE RESEARCH

 RESEARCH METHODOLOGY

 DATA ANALYSIS

 FINDINGS

 RECOMMENDATIONS AND SUGGESTIONS

 CONCLUSION

 ANNEXURE

 BIBLIOGRAPHY
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ACKNOWLEDGEMENT

I feel privileged to express my deep sense of gratitude to MASTER

SCHOOL OF MANAGEMENT, MEERUT for providing me the
opportunity during our course so that I have a glimpse of an enterprise in a
way of practical training before finally making into the professional world to
show our efficiency and capacity

Words seem inadequate to express my sincere thanks to RELIANCE FRESH

for giving the opportunity to be a part of their summer training project. Mr.
Akshay Aghi (AGM), Mr. Divykant (Category Head) and Ms. Sukhpreet Kaur
(Assistant Manager) for his valuable guidance and immense encouragement
during the entire course of training

I would be failing from my duty if I do not express my gratitude to all Faculty

members, for all the encouragement and inspiration given to me during the
preparation of project report and for their valuable teaching and guidance
throughout.

I am also grateful to my friends ……… for their encouragement, cooperation

and help from time to time during the tenure of my course.

Last but not least I am indebted to retail staff of the company for their
assistance. To all those people and to those unmentioned my heartfelt thanks.

PARDEEP NEGI

EXECUTIVE SUMMARY
4

The project undertaken in RELIANCE FRESH at Chandigarh, Mohali and

Panchkula for a period of two months was to increase the sales of cut fruits
and vegetables.
Reliance is gearing up to revolutionize the retailing industry in India. Reliance Fresh as
an independent company, Reliance Industries is planning to make its foods
vertical an end-to-end business with a fresh impetus on all its categories
ranging from fresh fruits and vegetables to having its own FMCG brands for
general trade.

Reliance Retail, the 100% subsidiary of Reliance Industries, on October 28 unveiled

Reliance Fresh, the first of its multi-format retail foray involving an investment of Rs
25,000 crore.

The survey conducted reveals that RELIANCE FRESH has to work upon the
physical evidence and the performance of the staff. These are important
factors to retain and attract customers and to have a strong brand loyalty.

When compared to its competitors SUBHIKSHA, 6 TEN and CHOPAL no

one providing cut fruits and vegetables Thus it has a better opportunity to
work upon so as to grab the potential market.
5

DECLARATION

I …hereby declare that to best of my knowledge and belief this project for
Reliance fresh have been prepared by me and it is true and fair one. I submit
this project of PGDM course for Master School of Management ,Meerut .I
further declare that this project have not been submitted to any other
university or further of any course.

Fabrication, data tampering, improper sampling methods have not crept in

during the course of study, to the best of my knowledge, references have been
taken from bona fide resources and graphs and data presentation has been
done on proper detailed analysis. Recommendations have been given on the
basis of outcomes of the results and have been suggested with a free and fair
consent.

INTRODUCTION
6

EVOLUTION OF RETAIL

December 13, 1621 - First American furs to be exported from

America leave for England aboard the Fortune under the care of
Robert Cushman; colonists developed an economic system in
which their chief crop, Indian corn, was traded with Native
Americans to the north for highly valued beaver skins; sold
profitably in England to pay the Plymouth Colony's debts and buy
necessary supplies.

May 2, 1670 - King Charles II of England grants a permanent

charter to the Hudson's Bay Company, made up of the group of
French explorers who opened the lucrative North American fur
trade to London merchants. The charter conferred on them not
only a trading monopoly but also effective control over the vast
region surrounding North America's Hudson Bay; highly
successful in exploiting what would become eastern Canada.
During the 18th century, the company gained an advantage over
the French in the area but was also strongly criticized in Britain for
its repeated failures to find a northwest passage out of Hudson
Bay; after France's loss of Canada at the end of the French and
Indian Wars, Montreal merchants and Scottish traders established
the North West Company; 1821 - the two companies merged
under the name of the Hudson's Bay Company; ruled a vast
territory extending from the Atlantic to the Pacific, and under the
7

governorship of Sir George Simpson from 1821 to 1856, reached

the peak of its fortunes. 1867 - Canada granted dominion status,
company lost its monopoly on the fur trade, but it had diversified
its business ventures and remained Canada's largest corporation
through the 1920s.

April 6, 1808 - John Jacob Astor incorporated the American Fur

Company; installed himself as the lone stockholder of his New
York City-based company and proceeded to make inroads into the
fur business; mounted serious challenge to industry leaders like
the North West Company; 1810 - created the Pacific Fur Company;
1811 - established the South West Fur Company; 1828 - unrivaled
kings of the fur industry.

July 16, 1808 - Meriwether Lewis and William Clark (and other
experienced fur traders, businessmen Manuel Lisa, Pierre
Choteau, Auguste Choteau) formed the St. Louis Missouri River Fur
Company to exploit region's abundant fur-bearing animals; 1825 -
dissolved.

June 23, 1810 - John Jacob Astor established the Pacific Fur
Company to conquer the Pacific Northwest; 1808 - incorporated
American Fur Company which dominated trade in the Missouri
River valley, Rocky Mountains and Great Lakes regions; 1811 -
used Pacific Fur to found the village, trading post of Astoria, OR;  
designed to facilitate exchanges with China (curtailed by War of
1812); 1834 - Astor left the business to manage his fortune.
8

September 8, 1810 - Pacific Fur Company's first ship, Tonquin, left

New York for Oregon with 33 employees on board; arrived six
months later at mouth of Columbia River, established town of
Astoria, OR, began trading for furs with the Indians; late 1813 - 
Astor's mostly Canadian partners decided to sell out to the British
North West Company;  British Navy took control of Astoria during
the War of 1812. Astor dissolved Pacific Fur Company, focused on
American Fur Company (eventually controlled three-quarters of
American fur trade). Astor's profits from American Fur Company,
War of 1812, large investments in real estate, made him wealthiest
American of his day.  

October 23, 1813 - Americans sell the Pacific Fur Company

trading post in Astoria, OR (founded in 1811 by John Jacob Astor)
to their rivals in the British North West Company (due to threat that
a British might seize Astoria as a spoil of War of 1812); December
1813 - Astoria became Fort George; British maintained control of
Fort George and the Pacific Northwest fur trade (traders, settlers,
Indians) primarily through the royally chartered Hudson Bay
Company for the next three decades; 1846 -British agreed to
accept American control of the territory below the 49th parallel,
ceded to the U.S. the territory encompassing the future states of
Washington, Oregon, and Idaho.

November 16, 1821 - Missouri Indian trader William Becknell

arrives in Santa Fe, New Mexico (from his base in Franklin,
Missouri), sells his goods at an enormous profit, makes plans to
return the next year over the route that will become known as the
9

Santa Fe Trail (first businessman to revive the American trade with

Santa Fe); known as "Father of the Santa Fe Trail," one of the most
important and lucrative of the Old West trading routes.

August 2, 1824 - Fifth Avenue, home to upscale commerce,

opened in New York. 1906 - Benjamin Altman moved his store into
an empty space near the corner of 34th Street. The appearance of
a store in their midst wound the area's inhabitants into a snit, to
appease them Altman designed business resemble a Florentine
palace *even left the name of his store off the outside of the
building). New stores also deigned to mesh with the tony
neighborhood - Oppenheim Collins (1907), McCreeery's (1913),
Tiffany opened a jewelry store with an entrance that closely
echoed the Palazzo Vendramini in Venice, new Lord and Taylor
building opened (embraced and even praised. Small stores
followed suit, retrofitted swank exteriors with large display
windows. By the dawn of World War I, however, Fifth Avenue had
arrived as a hot-spot for high-class shopping; rents skyrocketed,
small businesses crowded out by big stores able to afford prime
real estate.
10

RETAIL SECTOR IN INDIA

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
2010 from 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 entertainment all under the same roof.
11

India retail industry is expanding itself most aggressively; as a

result a great demand for real estate is being created. Indian
retailers preferred means of expansion is to expand to other
regions and to increase the number of their outlets in a city. It is
expected that by 2010, India may have 600 new shopping
centers.

In the Indian retailing industry, food is the most dominating sector

and is growing at a rate of 9% annually. The branded food industry
is trying to enter the India retail industry and convert Indian
consumers to branded food. Since at present 60% of the Indian
grocery basket consists of non- branded items.

RELIANCE INDUSTRIES
Introduction

One of India's largest companies, Reliance Industries Limited (RIL)

has successfully followed a policy of backward integration since
the seventies. It started off with textiles and then forayed into
polyester, fibre intermediates, plastics, petrochemicals, petroleum
refining and oil and gas exploration and production. For the
financial year ending 31 March  2006, RIL touched a turnover of
$19,976 million.

Some of the important chapters in the Reliance story:

 1977: Reliance goes public with an IPO.

12

 1982: Launches the first phase of the Polyester Filament Yarn

(PFY) plant at Patalganga.
 1986: The Polyester Staple Fibre (PSF) plant at Patalganga is
commissioned.
 1991: Reliance commissions the first phase of the Hazira
Petrochemicals Complex.
 1992: Raises funds by pioneering foray into overseas capital
markets with the first ever international GDR offering by an
Indian corporate.
 1993: Reliance Petroleum Limited public issue - India's largest
public offering.
 1995: Net profit crosses the Rs.10 billion mark, unparalleled in
the Indian Private sector.
 1996: First corporate in Asia to issue 50 and 100 years bond in
US debt market.
 1998: Reliance founder Dhirubhai Ambani awarded the
Dean's Medal by the Wharton School, University of
Pennsylvania, USA, for setting an outstanding example of
leadership.
 1999: Jamnagar Petrochemicals complex and bulk of
integrated refinery complex commissioned.
 2001: Reliance Industries Ltd. and Reliance Petroleum Ltd.
became India's two largest companies in terms of all major
financial parameters2003: Reliance Infocomm acquires FLAG
Telecom,
13

 2003: BSES, a leading utility company, engaged in the

generation, transmission and distribution of electricity,
becomes a part of the Reliance Group.
 2004: The European Commission approves the acquisition of
the German specialty polyester manufacturer 'Trevira' by
Reliance.
 2004: RIL becomes the first private sector company in India to
record a net profit of more than one billion US dollars.
 2004: An associate company of Reliance, Sunbright, signs a
MoU with National Organic Chemicals Industries Limited
(NOCIL) to take over its petrochemicals and plastics products
divisions.

Business
  Exploration and production: Crude oil and natural gas.
 Refining: LPG, propylene, naphtha, gasoline, superior
kerosene oil, high speed diesel, petroleum coke.
 Polymers: Polypropelene, High Density Polyethylene (HDPE),
Polyvinyl Chloride (PVC), Poly-Olefin (HDPE & PP).
 Chemical: Linear Alkyl Benzene (LAB).
 Acrylic: Wet spun acrylic fibre, Dry spun acrylic fibre.
 Polyesters: Texturised yarn, twisted /dyed yarn, staple fibre
filament yarn, polyethylene terephthalate (PET).
 Fibre Intermediates:  Paraxylene (PX), Purified Terephthalic
Acid (PTA), Mono Ethylene Gycol (MEG).
14

 Textiles: Suitings, shirtings, dress material, Sarees, furnishing

fabrics, day curtains, automotive upholstery, readymade
garments.

        

Brands

Some of the popular RIL brands are Vimal, Harmony, Relene,

Relab, Recrylon and Recron.

Partnership

Over the years, RIL has had technical partnerships with numerous
global giants like E.I. DuPont (USA),  Sinco (Italy), UOP (USA), ICI
(UK) and ABB Lummus Crest (Netherlands).

Location

RIL has set up world-class manufacturing facilities at Naroda,

Patalganga, Hazira and Jamnagar, all in western India. The
Naroda facility has a textile plant on a 150 acre site. The
Patalganga complex, spread over 200 acres, has polyester, fibre
intermediates and linear alkyl benzene manufacturing plants.  The
Hazira complex, has a naphtha cracker feeding downstream fibre
intermediates, plastics and polyester plants and is spread over 700
acres of land. And the Jamnagar
15

History of Reliance Industries:

Reliance Industries limited is the main company within the Reliance
Group, comprising of the subsidiary companies like the Reliance
Petroleum Limited and Reliance Retail Limited. In 1975, the company
explored the textile sector and after two years it stepped backwards to
produce petrochemicals. Thereafter the Reliance Industries also got
involved in the refining of crude oil. The main manufacturing units of
the Reliance Industries are in different parts of westernIndia like at
Naroda, Hazira, Patalganga, and Jamnagar.

COMPANY PROFILE

Reliance Industries
Type Public (NSE: RELIANCE)
Founded 1966 As Reliance Commercial Corporation
Headquarters Mumbai, India
Key people Mukesh Ambani, Chairman & Managing
Director
Industry Oil Conglomerates
Products Petroleum and Petroleum Products
Retail Stores
Polymers
Polyesters
16

Chemicals
Textile Revenue $39 billion (2007) Employees ~ 100,000 (2007)
Website www.ril.com

RELIANCE RETAIL

Reliance Retail Limited (RRL), a subsidiary of Reliance Industries

Limited a $20 Billion enterprise; opened its first retail store in
November 2006 and today operates over 500 stores in over 49
cities spanning over 3.5 million Sq ft.

Reliance has unveiled its ambitious Rs 25,000 crore retail initiative

across 1500 towns and cities in India. Offering a gamut of services
and products including food, clothing, consumer durables,
healthcare and education, the Reliance network of supermarkets
and neighborhood convenience stores are surely a hit

Company Profile

Basic Information

Company Name: RELIANCE RETAIL LTD. 

Business Type: Buying Office  
17

Product/Services: Home Appliances, Steam Irons  

Number of
Above 1000 People  
Employees:

Trade & Market

Main Markets: Southeast Asia

Total Annual Sales
Above US$100 Million  
Volume:

RELIANCE FRESH
 

Reliance Fresh is the retail chain division of Reliance Industries of

India which is headed by Mukesh Ambani. Reliance Fresh is the
company’s brand for neighbourhood fresh-food outlets. It is also
sell kitchen equipment and other edibles.

Reliance has entered into this segment by opening new retail

stores into almost every metropolitan and regional area of India.
Reliance plans to invest Rs 25000 crores in the next 4 years in their
retail division and plans to begin retail stores in 784 cities across
the country.

The Reliance Fresh supermarket chain is RIL’s Rs 25,000 crore

venture and it plans to add more stores across different g, and
eventually have a pan-India footprint by year 2011. The super
marts will sell fresh fruits and vegetables, staples, groceries, fresh
18

juice bars and dairy products and also will sport a separate
enclosure and supply-chain for non-vegetarian products. Besides,
the stores would provide direct employment to 5 lakh young
Indians and indirect job opportunities to a million people,
according to the company. The company also has plans to train
students and housewives in customer care and quality services for
part-time jobs.

Reliance Fresh stocks fresh fruits and vegetables, staples, fast

moving consumer goods and dairy products. The stores are
already selling over 1,000 tones of fresh produce daily and also
250 categories of commodities. The company is approaching
farmers directly for the procurement of produce, seeking to reduce
the 40% wastage that occurs through the traditional supply chain .
 19

CUT FRUITS AND VEGETABLES

INTRODUCTION

• The fresh-cut produce industry, the fastest growing food sector in

world

• Increasing of consumer demand for fresh, healthy, natural, is a

strong marketing drive.

• The higher standard of living of consumers implies ability to pay

for convenience and value added foods. They also seek for
varieties

• The fresh fruit market increasing its focus on added value.

 20

• More firms have introduced the products. They perceived to be

the next great opportunity and a driver of industry sale growth.

• Health has become the key driver.

• Fresh fruits and salads made the “Top 10”of the fastest-growing
foods.

• US, sales of fresh-cut produce were $11 billion in 2000, and are
expected to reach $15 billion in 2005.

• Fresh-cut sales are higher in Europe and are beginning to

develop in Asia as well.

• European retailers have already achieved year round distribution

of fresh-cut produces in partnership with multi-national fresh-cut
producers. The success of this initiative indicates that the
approach could
be replicated elsewhere.

• Thai fresh- cut processors should examine this new, emerging

market

Definition of Fresh- cut

• “Fresh-cut produce are fruits or vegetables that have been

trimmed, and /or peeled and/or cut into 100% usable product that
21

is subsequently packaged to offer consumers high nutrition,

conveniences and flavor while maintaining

Fresh- cut in India

1. Street vendors
Fruits –washing (no sanitizer)-peeling-precutting-placing on ice
block-then cutting for customer and placing in plastic bags.
Shelf-life 1 day.

2. Open market/fresh market

Vegetables-pre trimming / pre trimming and then cutting into
pieces- no Packaging/no cooling/sometime spraying with water.

Large fruits - peeling and cutting. Day by day selling.

3. Supermarket/mini mart
Vegetables- washing-pre-trimming and selling as bundles or
packages in refrigerated display cabinet.

Vegetables for salad bars.

Fruits (processed by supermarket)-Peeling-cutting-putting in

Styrofoam- shrink wrapping, displaying in refrigerated cabinet, 4-8°
C 2-3 days.
22

Processing of fresh-cut vegetables

Vegetables

Pre-grading/trimming/cleaning

Cut in to specifications

Wash + Sanitize

Spin dry
23

Packaging

Distributions

Fresh- cut Indian fruits

Some Indian fruits are large consumer cannot eat all of the whole
fruit.

Some fruits are difficult to peel and cut.

Some fruits are covered with skin and consumer can not perceive
the quality of the fresh.
24

Some fruit has a non-uniform shape and blemished skin which

detract consumer acceptance of the whole fruit. Removal of the
skin would reveal the attractive color of the flesh.

In addition, freight weight for fresh-cut products is significantly

reduced and customs clearance is generally granted more quickly
because the edible parts are more readily cleared for pathogen
and insect inspections.

Processing of fresh-cut fruits

Fruit

Wash + Sanitize

Peel
25

Anti-browning treatment

Slice

Packaging system

Distributions

CUT FRUITS AND VEGETABLES IN RELIANCE FRESH

Reliance ‘Fresh’– the neighborhood, convenience format of

Reliance Retail has simplified the cooking process. It has to
sell packaged cut fruits and vegetables required for making
specific regional delicacies like Rasam (South), Pulav (North),
Chhochori (East) and Undhiyu (West). The customer would,
thus, besides getting ready to cook fruit/ vegetable
combination, will not be required to buy large quantities of
26

each item. This will also come as a boon for young working
couples who are always struggling to find spare time.

Cut fruits and vegetables will simplify the cooking process and
help the young working couple save time yet savor the best
delicacies

CUT FRUITS AND VEGEATBLES ITEMS

 VEG FOR MEXI SPICY CRN SLAD 250GM

 CAULIFLOWER FLORETS 250GM
 BEANS SLICE 250GM
 VEG FOR PULAV/BIRLYANI 250GM
 PUMPKIN SLICE
 JACKFRUIT PIECES 250GM
 PINE APPLE SLICE 200GM
 SPROUT BEANS 250GM
27

 SPROUTS MIX 250GM

 SPROUTS CHANNA BROWN 250GM
 BITTER GOURD RINGS 250GM
 OKRA CUT 250GM
 BABYCORN 100GM
 OYESTE MUSHROOM
 BUTTON MUSHROOM KG
 GARLIC PEELED 100GM
 ONION IN SIRKA 150GM
 PICKLE MANGO KG
 TENDER COCONUT CHILLED CLING WRAPED
 STUFFED KARELA 500GM
 STUFFED BHINDI 300GM

OBJECTIVE OF THE RESEARCH

There are many objectives while conducting the research,

the objectives are as follows:

 To find out the type of customers visiting the store

 The frequency of the customers visiting the store
 The frequency of the customers purchasing cut f&v from
the store
28

 The reasons for not purchasing cut f&v whether it is for

the following
 Quality
 Price
 Other reason
 To find out the preference of the customers in terms of
the product and services provided to them.

RESEARCH METHODOLOGY

For the purpose of this study, the tool used is a questionnaire to

find out the relevant primary data pertaining to the functioning and
working all eight stores of Chandigarh, Mohali and Panchkula
region.

The data was collected based on information provided by

customers visiting reliance fresh stores. The data is basically
primary data.
29

The questionnaire is structured with multiple choices and open

questions. The method of administering the process is through
personal interviewing with the customers at the respective stores
The average interviewing time taken for each customer is about 2-
3 minutes.
The survey areas that has allotted are:
 Sector 22-B Chandigarh
 Sector 38 Chandigarh
 Phase-5 Mohali
 Phase-7 Mohali
 Phase-10 Mohali
 Sector 14 Panchkulas
 Sector 16 Panchkula
 Sector 20 Panchkula

Sample type: Convenient sampling

Sample size: 242 respondents

The Tools of analysis are:

 Pie- chart
 % analysis

Field survey duration

The survey was conducted from 6th May to 5th July 2008,
30

DATA ANALYSIS

ANALYSIS-1

People know about cut fruits and vegetables

TOTAL KNOW DON’T KNOW

242 210 32
87% 13%
31

Figure 1

Fig-1 shows that 87%of total respondents know about cut

fruits and vegetable and 13% are those who don’t know about
cut fruits and vegetables

ANALYSIS-2

NUMBER OF PEOPLE PURCHASED OR NEVER PURCHASED

32

TOTAL PURCHASED NEVER PURCHASED

210 75 135

36% 64%

Figure 2

This analysis is about to know the number of respondent of

purchaser of cut fruits and vegetables
Fig-2 represent that 36% people have ever purchased cut f&v
and 64% never purchased

ANALYSIS-3

REASON FOR NOT PURCHASING

33

TOTAL QUALITY PRICE OTHER REASON

135 44 15 76

33% 11% 56%

Figure 3

Above data and fig-3 shows the reason of not purchasing cut
fruits and vegetables.
33% respondents believe that quality of cut f&v is not so
good, 11% said high price is the reason of not purchasing and
rest 56% have some other reason. `

ANALYSIS-4

FRQUENCY OF PURCHASING

TOTAL ONCE MORE THAN ONCE

34

75 17 58
23% 77%

Figure 4

This analysis is to know frequency of purchasing cut fruits

and vegetables.
There are 23% people who purchased cut f&v only once and
rest 77% purchased more than once.

ANALYSIS-5

REASON FOR NOT PURCHASING MORE THAN ONCE

TOTAL QUALITY PRICE OTHER REASON
17 9 3 5
35

53% 18% 29%

Figure 5

Fig-5 shows that 53% respondents not purchased again due to

quality reason, 18% respondents not purchased again due to
high price and rest 29% respondents have some other reasons

ANALYSIS-6

REASON FOR PURCHASING MORE THAN ONCE

TOTAL QUALITY SAVE TIME BOTH OTHER

58 27 27 2 2
36

47% 47% 3% 3%

Figure 6

Above fig-6 indicates that 47% respondents purchase again

due to good quality, 47% said cut fruits and
vegetables save time, 3% believe in both (quality and save
time) and rest 3% have some other reason
ANALYSIS-7

SATISFACTION WITH RANGE OF CUT FRUITS AND

VEGETABLES

TOTAL SATISFIED NOT SATISFIED

75 57 18
37

76% 24%

Figure 7

Above graph indicates that 76% are satisfied with the current
available range of cut fruits and vegetables and 24% are not
satisfied with current available range.

FINDINGS

There are some results comes from the above data

analysis

 From analysis-1 it comes that most of the customers that comes

in reliance fresh stores know about cut fruits and vegetables.
 38

 87 % of target of customers knows about cut f&v but out of

which there are 64% who have never purchased , this shows
that maximum people are not interested in buying cut f&v

 According to analysis-3, 56% of target customers have some

other personal reason of not purchasing cut f&v but 33% said
quality and rest 11% is due to high price. This shows many
customers not rely on quality of f&v without using once.

 Aanalysis-4 shows that 77% of target customers purchase again

after using once. This also shows major part of targeted
customers interested in buying cut f&v again and again.

 Result of Analysis-5 shows that major part of targeted

customers not purchased more than once due to not satisfied
with the quality of cut f&v

RECOMMENDATIONS AND SUGGESTIONS

Reliance Fresh has done extremely well so far to project itself as

an affordable customer- oriented brand. But there are still certain
areas where it needs to be much stronger.
 There is a need of improvement in display of cut fruits and
vegetables. Proper display of cut fruits and vegetables has greater
 39

impact on customer’s eye. Display should be like in such a way so

that it creates a visual effect.

 There should be proper placing of cut fruits and vegetables. While

doing survey it was found that most of the time product was not
properly placed as a result it got spoiled. Also according to
analysis 3 and 5 it was found that most of the customer not
purchased due to quality reason. So it is very important to
maintain the quality of cut fruits and vegetables by proper
displaying. For example okra cut and cauliflower should be place
together which give a colour combination of dark and light.

 As all cut fruits and vegetables stored in chiller machine and

all cut fruits and vegetables required 2 to4 degree Celsius
temperature but sometime temperature of chiller machine
get fluctuate as result it affect the freshness of cut fruits and
vegetables. Therefore temperature should remain constant
and temperature of chiller should be same as mention on the
package of cut fruits and vegetables.
 40

 Some of the costumers don’t know about cut fruits and

vegetables. According to analysis-1 it shows that 13% of
targeted customers are unaware to cut fruits and vegetables
in reliance stores. There should be some information chart
near to chiller machine. The information chart should be
clearly visible to all visitors. There should be some
announcement in reliance stores regarding cut fruits and
vegetables.

 Some promotional schemes also help in increasing the sales

of cut fruits and vegetables. Promotion like discount offers
encourage the costumer for buying.

 Packaging should be improve and creative. Fancy kind of

packaging attracts the customers. Packaging should depend

CONCLUSION

Reliance Fresh

Areas of Excellence
 Strong customer orientation:
The Reliance Fresh always has been, extremely customer- oriented.
Reliance fresh is the only provider of cut fruits and vegetables in tri
 41

city, there is huge potential for Reliance Fresh to take the advantage.
The untapped market share and potential for growth is enormous
 Useful for working couple:
Cut fruits and vegetables are more useful for working couple. Now a
days in India most of the husband and wife are working and have less
time to cook, there is an opportunity for Reliance Fresh to target this
segment.

Areas Needing Improvement

 Inefficient human resources:
According to the market survey, Reliance Fresh staff received only an
average rating for their behavior and service. Reliance Fresh needs to
work hard at this aspect. Employers can make the greater impact.
 Ambience & Décor:
The Ambience & Décor of Reliance Fresh stores received a below-
average rating from respondents of the market survey. A lot of
respondents did not like the service provided by Reliance Fresh stores.
 Quality of products:
Reliance Fresh got a high rating in the market survey, for the Quality
of their other products like fresh fruits and vegetables. If they work on
quality of cut fruits and vegetable, there is huge potential for them to
attract customers, just based on the quality of products. This is also
helped by proper packaging and placing of cut fruits and vegetables
this provides an important base for future expansion and growth.

ANNEXURE-1
Questionnaire

1. Name _____________________
2. Age _____________________
3. Gender _____________________
4. Profession ___________________
5. How frequently you visit in a store in a week
a) Once in a week
b) twice a week
c) thrice a week
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d) more than three in a week

6. Do you know about cut fruits & vegetables?
a) Yes
b) No
7. If yes, have you ever purchases it?
a) Yes
b) No
8. If no, what is the reason of not purchasing?
a) Quality
b) Price
c) Other (specify) ___________________
9. If yes, how frequently you purchased cut fruits & vegetables?
a) Only once
b) Regular
c) Not regular
10. If once, why did not you purchase again?
a) Quality
b) Price
c) Other (specify) ___________________
11. If more than once, what positive point you looked in the product?
a) Quality
b) Save time
c) Other (specify) ___________________
12. Are you satisfied with available product range in store?
a) Yes
b) No
13. If no, what more ranges should be available?
_______________________________________________________
_______________________________________________________
14. Any opinion or suggestion regarding cut fruits & vegetables
_______________________________________________________
______________________________________________________
_______________________________________________________

BIBLIOGRAPHY:
WEBSITES-
 www.reliancefresh.info
 www.ril.com
43

 Kotler,Philip,” Marketing Management,Ninth Edition” , Prentice

Hall, Printed in India