APPENDIX 1

“EFFECTIVENESS OF RETAILING MIX IN BIG BAZAAR”

PROJECT REPORT

BY

KHUSHI

B.A. (VS) (Marketing Management and Retail Business, College of Vocational

Studies University of Delhi

November 2023
 APPENDIX 2

BONAFIDE CERTIFICATE

This is to certify that this project report entitled “STUDY ON EFFECTIVENESS

OF RETAILING MIX IN BIG BAZAAR” submitted to College of Vocational

Studies, University of Delhi, is a bonafide record of work done by “Khushi” under

my supervision.

Dr Neeti Hooda

Assistant Professor

Department of Commerce
 APPENDIX 3

Declaration by Student

This is to declare that this report has been written by me. No part of The report is

plagiarized from other sources. All information included from other sources have

been duly acknowledged. I aver that if any Part of the report is found to be

plagiarized, I shall take the full Responsibility for it.

KHUSHI
 COLLEGE OF VOCATIONAL STUDUNIVERSITY OF DELHI,

DELHI NCR

PREFACE

In the dynamic Indian retail landscape, comprehending the effectiveness of Big

Bazaar's retailing mix is critical for its enduring success. The retailing mix,
comprising product, price, place, and promotion strategies, significantly influences
consumer behaviour and drives sales.
The project commences with an overview of the retail industry, followed by an
introduction to Big Bazaar and its standing within the Indian retail landscape.
Subsequently, the concept of the retailing mix is explored, emphasizing each
element's role in influencing consumer behaviour.
The project's core lies in the in-depth analysis of Big Bazaar's retailing mix. Each
element, product, price, place, and promotion, is scrupulously examined,
identifying its strengths, weaknesses, opportunities, and threats. Data collection
methods, including surveys, questionnaires, and interviews, are employed to gather
insights from consumers and industry experts.
Based on the gathered data, the project assesses the effectiveness of Big Bazaar's
retailing mix, evaluating its impact on consumer perception, satisfaction, and
ultimately, purchasing decisions. The strengths of each element are identified,
along with areas that require improvement. Recommendations are provided to
address these areas, suggesting strategies that can further enhance the effectiveness
of Big Bazaar's retailing mix.
In conclusion, the project provides a comprehensive understanding of Big Bazaar's
retailing mix and its effectiveness in driving sales and fostering customer loyalty.
The findings and recommendations offer valuable insights that can guide Big
Bazaar in refining its retailing strategies and achieving sustainable growth in the
competitive Indian retail market.
 ACKNOWLEDGEMENT

I take great pleasure in acknowledging that the success of my project is not the
result of the efforts of one person alone, but rather a collaborative endeavour
involving numerous individuals. I am grateful to everyone who played a part in
guiding me along this journey.

I owe a profound debt of gratitude to my respected and knowledgeable teacher,

project guide, and supervisor, Dr Neeti Hooda Assistant Professor Department of
Commerce, college of vocational study University of Delhi. His wealth of
expertise, invaluable guidance, continuous support, and insightful advice have
been instrumental in enabling me to complete this project. Without his assistance,
this project would not have reached its fruition.

Last but certainly not least, I extend my gratitude to my friends, faculty members,
and all the respondents who generously devoted their time to share their expertise
and complete the electronic questionnaire. Their contributions not only enriched
my project but also made it more engaging and appealing.

(KHUSHI)
 TABLE OF CONTENTS

1.0 Introduction

- 1.1 INTRODUCTION

- 1.2 RETAIL

- 1.3 RETAIL MIX

- 1.4 COMPANY PROFILE

- 1.5 FUTURE GROUP

- 1.6 FUTURE GROUP MANIFESTO

- 1.7 GROUP VISION, MISSION, CORE VALUES

- 1.8 ORGANISATION STRUCTURE

- 1.9 MANAGEMENT STYLE

- 1.10 THE STRATEGY

- 1.11 HUMAN RESOURCES

- 1.12 OBJECTIVE
2 Review of Literature

3 Research Methodology

4 Data Analysis and Interpretation

5 Findings of the study

6 Recommendations

7 Conclusion

- Questionnaire

8 Bibliography and Reference

 - INTRODUCTION 1.1
Retailers are businesses that sell products directly to consumers. They come in a
variety of forms, including brick-and-mortar stores, online retailers, and mobile
retailers. Consumers can now shop for goods and services in a wider range of
stores than ever before.

Department stores are one of the most well-known types of retailers. These stores
offer a wide variety of products, from clothing and home goods to electronics and
appliances. Japanese department stores, such as Takashimaya and Mitsukoshi, are
particularly popular and attract millions of shoppers each year. These stores often
feature additional amenities, such as art galleries, cooking classes, and children's
playgrounds.

Retailers play an important role in the distributive channel by providing goods and
services to the ultimate consumers. They typically operate small businesses with a
limited number of employees. While there may not be much need for formal
organization in a single-owner retail store, it becomes increasingly important as the
business grows and hires more employees, enters into partnerships, or involves
family members in its operation.

Retailers typically offer a variety of goods to cater to the needs of their customers.
Their primary objective is to maximize profits. To achieve this goal, they must
develop and implement a sound retailing mix. A retailing mix is the combination
of products, services, and strategies that a retailer offers to its customers.
It encompasses all of the retailer's efforts to adjust its business to the market
environment and includes elements such as merchandise mix, pricing, promotion,
and distribution. A successful retailing mix, along with effective communication
and distribution strategies, can help a retailer achieve its goal of providing
maximum satisfaction to its customers.

Retailers are businesses that sell products directly to consumers. They come in a
variety of forms, including brick-and-mortar stores, online retailers, and mobile
retailers. Consumers can now shop for goods and services in a wider range of
stores than ever before.

Department stores are one of the most well-known types of retailers. These stores
offer a wide variety of products, from clothing and home goods to electronics and
appliances. Japanese department stores, such as Takashimaya and Mitsukoshi, are
particularly popular and attract millions of shoppers each year. These stores often
feature additional amenities, such as art galleries, cooking classes, and children's
playgrounds.

Retailers play an important role in the distributive channel by providing goods and
services to the ultimate consumers. They typically operate small businesses with a
limited number of employees. While there may not be much need for formal
organization in a single-owner retail store, it becomes increasingly important as the
business grows and hires more employees, enters into partnerships, or involves
family members in its operation.

Retailers typically offer a variety of goods to cater to the needs of their customers.
Their primary objective is to maximize profits. To achieve this goal, they must
develop and implement a sound retailing mix. A retailing mix is the combination
of products, services, and strategies that a retailer offers to its customers. It
encompasses all of the retailer's efforts to adjust its business to the market
environment and includes elements such as merchandise mix, pricing, promotion,
and distribution. A successful retailing mix, along with effective communication
and distribution strategies, can help a retailer achieve its goal of providing
maximum satisfaction to its customers.

In addition to the elements mentioned above, a retailer's location and store layout
also play a significant role in its success. Retailers must carefully consider their
target market and choose a location that is convenient and accessible to their
customers. They must also design their store layout in a way that is both attractive
and functional, making it easy for customers to find the products they are looking
for.

By carefully considering all of these factors, retailers can create a successful

retailing mix that will attract and retain customers, ultimately leading to increased
profits.

1.2 RETAIL
Retailing is the set of business activities that adds value to the products and
services sold to the consumer for their personal or family use.

a "retailer" buys goods or products in large quantities from manufacturers or

importers, either directly or through a wholesaler, and then sells smaller quantities
to the end-user. Retail establishments are often called shops or stores. Retailers are
at the end of the supply chain. Manufacturing marketers see the process of retailing
as a necessary part of their overall distribution strategy.

The term "retailer" is also applied where a service provider services the needs of a
large number of individuals, such as a public utility, like electric power.

 Retailing is an important institution in our society.

  Retailing provides considerable value to consumers while giving people
opportunities for rewarding and challenging careers.
 Retail formats and companies are now major factors in the industry.
 The key to successful retailing is offering the right product, at the right
price, in the right place, at the right time, and making a profit.
 Retailers must understand what customers want and what competitors are
offering now and in the future.

The World of Organized Retailing

 Retailers are using sophisticated communications and information systems

to manage their business. The use of new technologies helps retailers reduce
their operations costs, while better serving their customers.

 To compete against non-store retailers, stores are now becoming more than
just places to buy products. They are offering entertaining and educational
experiences for their customers.

 In this dynamic environment, entrepreneurs are launching new companies

and concepts and becoming industry leaders, while traditional firms have
had to rethink their business.

 Retail managers today must make complex decisions on selecting target

markets and retail locations, determining what merchandise and services to
offer, negotiating with suppliers and distributing merchandise to stores,
training and motivating sales associates, and deciding how to price,
promote, and present merchandise.
1.3 RETAIL MIX

The retail mix is the combination of factors retail uses to satisfy customer needs
and influences their purchase decision. It includes the type of merchandise and
services offered, merchandise pricing, advertising, promotional programs store
design merchandise display, assistance to customers provided by salespeople, and
convenience of the store's location.

 Retail mix is the term used to describe the various elements and methods
required to formulate and execute the retail marketing strategy

 Retail managers must determine the optimum mix of retailing activities and
co-ordinate the elements of the mix

 The aim of such coordination is for each store to have a distinct retail image
in consumers' minds.

 The mix may vary greatly according to the type of the retailer is in, and the
type of product/services.

While many elements may make up a firm's retail mix, the essential elements may
include:

 Store location.

 merchandise assortments

 Store ambiance,

 customer service.

 Price
  Communication with customer

 Personal selling

 Store image

 Store design

 Sales incentives

 People

 Process

 Physical evidence

Composition of the retail mix

 Place
 Product
 Price
 Promotion
 People
 Process
 Physical Environment

Key element

1) Place (store location)

 Target market
 Channel structure management
 Channel management
 Retailer image
 Retail logistics
 Retail distribution
2) Product (merchandise)
 Product development
 Product
 Product features and benefits
 Branding
3) Price
 Costs
 Profitability
 Packaging
 Value for money
 Competitiveness
 Incentives
 Quality
 Status
 After-sales services

4) Promotion
 Developing promotional mixes
 Advertising management
 Sales promotion
 Sales management
 Public relations
 Direct marketing

5) People element
 Staff capability
 Efficiency
 Availability
 Effectiveness
  Customer interaction

6) Process element
 Order processing
 Database management
 Service delivery
 Queuing system
 Standardization

Retail mix planning

Retail mix plan consists of

 Setting objectives
 Systematic way of identifying a range of options
 Formulation of plans for achieving goals
 Logical sequence of retailing activities

Importance of Retail Mix Planning

 Hostile and complex retail environment
 External and internal retail organization factors interact
 Maximising revenue
- Maximising profit
- Maximizing return on investment
- Minimizing costs
 Each element has conflicting needs
 All these variables interact
 All these variables result in optimum compromise
Approaches to planning

Top-down approach
 Retail management sets goals and plans for all levels of management.

Bottom-up approach
 Various units prepare their own goals and plans sent up for approval.

It is the effective blending of all the elements of retail mix activities within the
retail organization that determines the success of retail management. Discuss this
statement and explain with retail examples how the elements of the retail mix
could be blended to ensure the success of retail operation

1.4 Company Profile

Pantaloon Retail (India) Limited, India's premier retail conglomerate, operates a
diverse range of retail formats catering to both value-conscious and lifestyle-
seeking consumers. Headquartered in Mumbai, the company boasts an extensive
retail footprint spanning over 10 million square feet, encompassing more than
1,000 stores across 61 Indian cities, employing over 30,000 individuals.

Pantaloon's flagship brands include Pantaloons, a fashion apparel chain; Rig

Bazaar, a unique hypermarket chain tailored to the Indian market; Food Bazaar, a
supermarket chain seamlessly blending the essence of traditional Indian bazaars
with modern retail elements of choice, convenience, and quality; and Central, a
chain of seamlessly integrated destination malls. The company's diverse portfolio
also encompasses Depot, a furniture and home décor store; Shoe Factory, a
footwear retailer; Brand Factory, a discount fashion outlet; Blue Sky, a fashion
apparel brand; Fashion Station, a multi-brand fashion store; aLL, a contemporary
fashion brand for youth; Top 10, a value fashion brand; mBazaar, an online fashion
retailer; and Star and Sitara, a kids' apparel brand. Additionally, Pantaloon operates
an e-commerce platform, futurebazaar.com.
Home Solutions Retail (India) Limited, a subsidiary of Pantaloon Retail, manages
Home Town, a large-format home solutions store; Collection 1, a home furniture
retailer; and E-Zone, catering to the consumer electronics segment.

Pantaloon Retail's accolades include the International Retailer of the Year 2007
award from the US-based National Retail Federation (NRF) and the Emerging
Market Retailer of the Year 2007 at the World Retail Congress in Barcelona.
Pantaloon Retail serves as the flagship company of Future Group, a business
conglomerate catering to the entire Indian consumption landscape.

Beyond being an organization, Pantaloon is an institution, a center of learning and

development, firmly believing in the power of knowledge and pursuing it with
focus, system, and unwavering dedication.

At Pantaloons, we're all about defying expectations and forging our own path. Our
corporate philosophy, "Rewrite Rules, Retain Values," encapsulates our spirit of
innovation and unwavering commitment to our core principles.

Throughout our history, Pantaloons has consistently driven change and set new
standards in the retail industry. We were pioneers in integrating backward into
garment manufacturing while simultaneously expanding our retail presence, a
move that no other Indian retail company had dared to take before us. In 1997, we
introduced the revolutionary concept of a family-oriented retail department store
with the launch of Pantaloons. We followed this groundbreaking achievement by
establishing Big Bazaar, India's first hypermarket, in Kolkata in October 2001.

Our innovation continued with the introduction of Food Bazaar, a unique bazaar
within a hypermarket, in Mumbai in July 2002. Further demonstrating our
leadership in the industry, we became the first retailer in India to open a fashion
store dedicated to plus-size men and women with the launch of all in Mumbai in
July 2005.

Today, Pantaloons stands as the fastest-growing retail company in India. Our store
count is expanding rapidly year on year, and we are constantly introducing new
and innovative retail formats. Our unique work culture, fondly known as "The
Pantaloons Way," is characterized by our unwavering courage to dream and
transform those dreams into reality, creating a positive impact on people's lives.
Joining Pantaloons is an invitation to join a place where limitless possibilities
await. It's an environment that encourages constant questioning and pushes the
boundaries of what's achievable. It's an opportunity to embrace risks and transform
our passions into tangible realities.

Step into our world, where every day is an adventure, filled with both challenges
and triumphs. Come experience the Pantaloons difference – a place where there are
no dull moments!

1.5 Future Group

Future Group is one of the country's leading business groups present in retail, asset
management, consumer finance, insurance, retail media, retail spaces and logistics.
The group's flagship company, Pantaloon Retail (India) Limited operates over 10
million square feet of retail space, has over 1,000 stores and employs over 30,000
people.

Future Group is present in 61 cities and 65 rural locations in India. Some of its
leading retail formats include, Pantaloons, Hig Bazaar, Central, Food Bazaar,
Home Town, eZone. Depot, Future Moncy and online retail Format,
futurebazaar.com

Future Group companies includes, Future Capital Holdings, Future Generali India
Indus League Clothing and Galaxy Entertainment that manages Sports Bar, Brew
Bar and Bowling Co. Future Capital Holdings, the group's financial arm, focuses
on asset management and consumer credit. It manages amets worth over $1 billion
that are being invested in developing retail real estate and consumer-related brands
and hotels

The group's joint venture partners include Italian insurance major, Generali, French
retailer ETAM group, US-based stationary products retailer, Staples Inc and UK-
based Lee Cooper and Inslia-based Talwalkar's, Blue Foods and Liberty Shoes
Future Group's vision is to, "deliver Everything, Everywhere, Every time to Every
Indian Consumer in the most profitable manner." The group considers "Indian-ness
as a core value and its corporate credo is Rewrite rules, Retain values
 Currently 121 outlets

BIG BAZAAR

Big Bazaar, is the chain of retail stores of the big banner Pantaloon Retail (India)
Ltd., which in turn is a segment of Kishore Biyani, regulated Future Group of Companies.
Moreover the customer friendly ambiance and the organized retailing of products also makes
Big Bazaar one of the successful retail companies in India. The chain was inspired by
Saravana Stores, a hugely popular shop in Chennai which made huge profits by selling
everything under the sun at prices much less than other shops.

Big Bazaar Overview: Big Bazaar, a part of the Pantaloon Group, is a hypermarket
offering a huge array of goods of good quality for all at affordable prices. Big Bazaar with
over 50 outlets in different parts of India, is present in both the metro cities as well as in the
small towns. Big Bazaar has no doubt made a big name in the retail industry of india,
moreover shopping here is further made a memorable experience with the varied rates of
discounts on products as well as discount vouchers available in a variety of amounts, like
INR 2000, INR 3000, INR 4000, INR 5000 and INR 10000 on all Big Bazaar products and
accessories.
 VISION

 To delivered everything, everywhere, every time, to every Indian customer in the most profitable
manner.

 One of the core value at Future Group is “india ness” and is corporate credo is – Rewrite rules. Retain
value.

MISSION

 We share the vision and belief that our customers and stakeholders shall be served only by creating and
executing future scenarios in the consumption space leading to economic development.

 We will be the trendsetters in evolving delivery formats, creating retail realty, making consumption
affordable for all customer segments.

1.6 Future Group Manifesto

"Future" the word which signifies optimisın, growth, achievement, strength,
beauty, rewards and perfection. Future encourages us to explore areas yet
unexplored, write rales yet unwritten, create new opportunities and new successes.
To strive for a glorious future brings to us our strength, our ability to learn,
unlearm and re-learn, our ability to evolve.
We, in Future Group, will not wait for the Future to unfold itself but create future
scenarios in the consumer space and facilitate consumption because consumption
is development. Thereby, we will effect socio-economic development for our
customers, employees, shareholders, associates and partners.

Our customers will not just get what they need, but also get them where, how and
when they need

We will not just post satisfactory results; we will write success stories.

We will not just operate efficiently in the Indian economy; we will evolve it.

We will not just spot trends, we will set trends by marrying our understanding of
the Indian consumer to their needs of tomorrow.

It is this understanding that has helped us succeed. And it is this that will help us
succeed in the Future. We shall keep relearning. And in this process, do just one
thing.

Rewrite Rules. Retain Values

1.7 Group Vision
 Future Group shall deliver Everything, Everywhere, Every time for Every
Indian Consumer in the most profitable manner.

1.7 Group Mission

We share the vision and belief that our customers and stakeholders shall be served
only by creating and executing future scenarios in the consumption space leading
to economic development

We will be the trendsetters in evolving delivery formats, creating retail realty,

making consumption affordable for all customer segments for classes and for
masses.

We shall infuse Indian brands with confidence and renewed ambition.

We shall be efficient, cost conscious and committed to quality in whatever we do.

We shall ensure that our positive attitude, sincerity, humility and united
determination shall be the driving force to make us successful.

1.7 Core Values

Indianans:

Confidence in ourselves.

Leadership:

To be a leader, both in thought and business.

Respect & Humility:

To respect every individual and be humble in our conduct

Introspection:
Leading to purposeful thinking.

Openness:

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

Valuing and Nurturing Relationships:

To build long term relationships.

Simplicity & Positivity:

Simplicity and positivity in our thought, business and action.

Adaptability:

To be flexible and adaptable, to meet challenges.

Flow:

To respect and understand the universal laws of nature.

1.8 ORGANISATION STRUCTURE
1.9 MANAGEMENT STYLE
The organization structure for Big bazaar is flat in nature. For Big bazaar, the
divisions are apparel, non-apparel and the new business division, which includes
gold, footwear and the shop-in-shops. For Food Bazaar, a separate seem has been
created which again works independently

About 1,800 people work for Big bazaar directly. Support and ancillary services
comprise another 400 people. A new trainee is put through a basic three-day
training program before going on the shop floor. Evaluation is done every six
months.

1.10 THE STRATEGY

Saving is key to the Indian middle class consumer. The store, which would be
created, had to offer value to the consumer. Keeping this in mind, the concept of
Big bazaar was created. In India, when a customer needs scene thing for the home,
a typical thought is to seek it from the bazaar. A bazaar is a place where a complete
range of products is always available to the consumer. This is true across India. As
the store would offer a large mix of products at a discounted price, the name lig
bazaar was finalized. The idea was to re-create a complete bazaar, with a large
product offering (at times modified to said local needs) and to offer a good depth
and width in terms of range. The mind to market for the first store was just six
months.

Price was the basic value proposition at Big bazaar. The Big bazaar outlets sold a
variety of products at prices, which were 5 to 60 percent lower than the market
price. The line "Isse sasta aur achha kahin nahin" emphasised this.
1.11 Human Resources
Discovering talent diversity

The company strongly believes that its sustainable competitive advantage lies in
the values that it cherishes, the culture that it imbibes and spirit of enterprise that
resides within the organization. Talent management therefore continues to be the
core focus for the company. Considering the

Projectsformba.blogspot.com

multiple businesses and rapid expansion expected across the business, the company
saw merit in taking a fresh guard to the way in which business would run in order
to meet the next leg of expansions.

During the year 2006-07, the company conducted an extensive review of in-house
talent management, which involved mapping every managerial position in the
organization for their skill sets, competence and attitudinal aspects as well as
taking an inventory check of the existing talent base and addressing their
development needs. Development Centres were created with in- house assessors,
which further aided in identifying potential resources and helped chalk out post
assessment development plans.

Continuing with its policy of strategic alliances, the company is collaborating on

joint degree programs with 15 management schools, design institutes and institutes
of higher learning in areas like food business, supply chain management, design
experience management etc.. This "Seekho" programme for external and internal
candidates has ensured a steady stream of mid-level, well trained retail
professionals every year.

The company's "Gurukool programme provides the front-end employees an

opportunity to imbibe the company's values and a sense of ownership to the
company. The company has also created an Employee Growth Trust Fund that was
launched during the last financial year for the senior management.
Equal Opportunity

The company believes that in order to build a sustainable business environment,

the composition of its talent base needs to reflect the diversity that exists in our
country and among its customers. Therefore, the company ensures that the
proportional representation of different communities in the Indian population is
mirrored in its employee profile. The majority of employees in the company come
from socially and economically marginalized sections of the society. Close to 46%
of the employees in the organization are women and the average age within the
organization is 27 years.

The effectiveness of its talent management initiatives is reflected in the fact that
the annual rate of attrition is 8.12%, much below industry levels. The company
plans to strengthen its employee platform to about 30,000 people by FY 08, from
nearly 18,000 people as on FY 07.

Human Resource Initiatives

Pantaloon Retail believes that one of its sustainable competitive advantages will
continue to be the poople who are part of the organization. Being in service
industry, the Company places a lot of focus is placed on attracting, training,
incentivising and retaining talent. The vision is "To provide an environment that
creates happy people who have a meaningful life and add value to business and
society. With over 18000 employees at an average age of 27 years, the Company
prides itself on being a young and energetic organization, driven through the "The
Pantaloon People Management System. This is

built on 5 pillars of people based growth, namely Culture Building. Performance

Management through Balanced Scorecard, People Processes, Management
Processes and Leadership Brilliance. Training A Competent Learning &
Development Team is responsible for training employees at all the levels across
the country, focusing on primary and secondary research into various aspects of
retail and assessment of training needs across Knowledge, Skills & Attitude areas.
The emphasis is on creating product and process knowledge through well-defined
programs like Praarambh and Parikrama. For the critical front line staff, the
Company's unique outbound residential training program Guru Kool focuses on
integrating the mind, body and soul and brings arouse measurable attitudinal and
behavioural changes.

The program has covered scarily 4,500 employees. The SMILE initiative for
training of new Store Manager's has been created and disseminated to over 100
stare managers by this team.

Our culture

At Pantaloon, Empowerment is what you acquire and Freedom at Work is what

you get. We believe our most valuable assets are our People. Young in spirit,
adventurous in action, with an average age of 27 years, our skilled & qualified
professionals work in an environment where change is the only constant.

Powered by the desire to create path-breaking practices and held together by

values, work in this people intensive industry is driven by safer issues. In our
world, making a difference to Customers lives is a Passion and performance is the
key that makes it possible. Out of the Box thinking has become a way of life at
Pantaloon and living with the change, a habit,

Leadership is a value that is followed by one and all at Pantaloon. Leadership is the
quality that motivates us to never stop learning, stretching to reach the next
challenge, knowing that we will be rewarded along the way. In the quest of
creating an Indian model of retailing, Pantaloon has taken initiatives to launch
many retail formats that have enme headed for serve as a benchmark. in the
industry. Believing in leadership has given us the optimism to change and be
successful at

it. We do not predict the future, but create it.

At Pantaloon you will get an opportunity to handle multiple responsibilities, and

therein, the grooming to play a larger role in the future. Work is a unique mix of
preserving our core Indian values and yet providing customers with a service, on
par with international standards.

At Pantaloon you will work with some of the brightest people from different
spheres of industry. We believe it's a place where you can live your dreams and
pursue a career that reflects your skills and passions,

New discoveries in retail

In the financial year 2006-07, the company's retail businesses discovered new
categories across formats, new sets of consumers and fresher and contemporary
merchandise. We have been able to offer more in the established businesses and
gain favourable acceptance with new concepts. In addition, concerted expansion
plans saw retail space increase to over 32 million square feet at the end of 2006-07.
This expansion mode was characterized by a two-pronged approach.

By dominating the cities, the company was already present in and by bringing the
benefits of modern retail to towns and cities like Mangalore, Palakkad, Surat,
Indore, Kanpur, Haldia, Agra, Coimbatore, Jaipur and Panipat. The company has
also undertaken significant private label initiatives in food, in general merchandise
and in the consumer durables and electronics categories. Strategic alliances have
also been forged with established domestic and international brands. However, the
most significant development was the internal realignment the company undertook
within each of its retail businesses. To embark on a more detailed approach
towards value creation and increasing efficiency, the company reviewed its
business operations and adopted a more focused approach by creating an integrated
support unit or Line of Business Augmenting the retail front-end team, Line of
Business (LoB) units have been created in the three most critical businesses food,
fashion and general merchandise.

Formed during the second half of 2006-07 these business units focus on
introducing optimum operational efficiencies. Thus, these units ensure that back
end measures are appropriately taken care of and the right kind of merchandise
reaches the stores in the best possible time, at the right price. These teams focus on
product consolidation and suitability, margin improvement, and vendor.

Rationalization, thereby ensuring that the sourcing benefits are made available to
the front-end team. The company's efforts over the next couple of years would
entail a combination of expansion and process upgradation and implementation
The emphasis will be on the next discoveries to he made in the retail space that
will lead to expansion. At the same time, there will be an increased focus on micro
detailing aspects including process, product and operational efficiencies thereby
contributing positively to the company's bottom-line.
It was the first Pantaloons store in Kolkata that set off a chain of discoveries that
have led us to where we are today. Ten years later, we have launched our largest
Pantaloons store in Kankurgachi in Kolkata. Spread across 85,000 square feet, the
store is the first among a series of large format stores that will be launched across
the nation. After consolidating its Fresh Fashion positioning, Pantaloons embarked
on a major expansion during the year 2006-07. In 8 cities, 11 Pantaloons stores
were opened with 7 of them opening in the single month of March 2007. The total
count of Pantaloons stores as on 30th June 2007 stood at 31 with the total area
under retail close to 1 million square feet. In order to maintain the top of the mind
association with fashion in India, Pantaloons continued to be the title sponsor for
the Femina Miss India 2007 pageant. In addition, Bipasha Basu and Zayed Khan
were roped in as brand ambassadors in the month of August 2006. The success of
this initiative was evident in the increased sales for the 'Haldi Gulal range as well
as the "Svayam Utsav summer collection that were endorsed by Bipasha and
Zayed. The private label apparel share during the year was in excess of 70 percent.
The year also witnessed categories like Winter-wear and Ethnic Ladies-wear
strengthening their presence in the stores. The increasing success of the store brand
is evident from the fact that the store's loyalty programme, Green Card, added
200,000 new members.

Pantaloons will see a significant expansion during the coming year with an
increase of nearly 0.50 million square feet of retail space and an addition of about
15 stores. Pantaloons will look at dominating cities where it has a first citing
advantage and will scale up sizeably with larger stores, additional categories and
retail formats. The year 2007-08 will witness considerable focus in the North and
East regions. Delhi and the NCR area along with Punjab. Chandigarh and
Ludhiana will see the next stage of expansion. Cities like Ranchi, Ciuwahati and
Siliguri in the Eæst will also discover Fresh Fashion.
Discovering more value

In 2006-2007, mare Indians disconcerted the value of shopping in Big Bazaar. And
with the launch of each store, we discovered more value in terms of operational
efficiency. Big Bazaar launched 27 new stores in 22 cities, covering over 1.40
million square feet. As of June 2007, there were 56 Big Bazaar stores across 43
cities. While Big bazaar continued to expand in the large cities, it also tapped
consumption potential in smaller cities like Agra, Allahabad, Coimbatore, Surat,
Panipat, Palakkad, Kanpur and olhapur.

The year under review also witnessed realigning of business teams with shared
experience in category management, sourcing, front-end operations and business
planning. in addition, separate teams have been formed to look into all aspects of
new store launches and to manage mature stores. This provides more flexibility
and focus in expansion plans.

The increase in SKUs in existing categories and the introduction of new categories
encouraged the opening of larger stores or Super Centres, measuring 100,000
square feet or more. There ar now 5 Big Bazaar Super Centres. Considering this
scale of expansion, technology plays a significant facilitating role. The
introduction of SAP in 2005-06 and its roll out during the year, positively impacted
the business.

Big Bazaar has initiated the process of Auto Replenishments Systems, thus
improving operational efficiencies and productivity. The company has also
rationalized nearly 250 vendors through better vendor management in terms of
potential to expand, and for inclusion and upgradation to the online B2B platform.
The company plans to open over 60 stores across India in FY 2008, and the
opening of the 100th Big Bazaar store will mark the fastest ever expansion by a
hypermarket format.

Big Bazaar has initiated the process of Auto Replenishments Systems, thus
improving operational efficiencies and productivity. The company has also
rationalized nearly 250 vendors through better vendor management in terms of
potential to expand, and for inclusion and upgradation to the online B2B platform.
The company plans to open over 60 stores across India in FV 2008, and the
opening of the 100th Big Bazaar store will mark the fastest ever expansion by a
hypermarket format.
Based on the company's in-house consumer data and research, and in cognizance
with observations on customer movements and the shopping convenience factor,
Food Bazaar has initiated certain refurbishments and layout design across all
stores. The intention is to continuously change with the times and demands of the
evolving Indian consumer. Food Bazaar also witnessed healthy expansion during
the year 2006-07, making its presence felt in nearly 26 cities and adding 40 stores
during the year under review. The total count of Food Bazaars as on 30th June
2007 stood at 86 stores. The year under review witnessed the company's private
label programme gaining significant traction. The brands have been very
competitive vis- à-vis the established brands in quality and price terms, and have in
fact scored better than national or international players in certain categories.
The share of private labels as a percentage of total Food Bazaar revenues has
increased significantly and comprise nearly 50 merchandise categories.
While Fresh & Pure brand entered categories like cheese slices, frozen peas,
honey, packaged drinking water and packaged tea, the Tasty Treat brand received a
very favourable response in new categories like namkeens and wafers. In the home
care category, Crenate launched aluminium foil and baby diapers while Clean mate
launched detergent bars and scrubbers.
A new format 'BB Wholesale Club was launched and 4 such stores have been
opened so far. To be managed by Food Bazaar from the ensuing financial year, this
format sells only multi- packs and bulk packs of a select range of fast moving
categories and caters to price sensitive customers and smaller retailers
The company has also forged tie-ups with established companies like IIC, Adamis,
DCM Group, USAID and other farm groups in Maharashtra and Madhya Pradesh
to source directly from them. These alliances are expected to drive efficiencies as
well as hiring better products to consumers. By the end of FY 07-08, the total
number of Food Bazaar stores is expected to be 200.
Future Ideas is the Innovation, Design & Incubation cell within Pantaloon Retail
that stems from the core proposition Protecting and preserving the soul of a small
business or enterprise within a large organisation." Future Ideas deals with the
whole aspect of idea creation, scenario planning
activities, alternate approaches to an issue, providing varied outcomes and
solutions to a problem and handholding the activity till its success parameters are
satisfied.
A unique initiative in corporate India, Future Ideas rests on a tripod that can be
classified as innovation driven, Design Management approach and an Incubation
chamber, each with its own uniqueness, yet with common objectives. The Design
Management team looks at cache observation made by the Innovation team, and
brainstorms by using a collaborative and holistic approach. The resultant ideas are
then nurtured within the Incubation cell. The Incubation team comprises of
business teams, mentored by the Innovation and Design teams. They are people
who are released from their original businesses or concepts and made part of the
entire ideation process at Future Ideas. They remain at Future Ideas till project
completion stage when the success parameters for running the business are met.
Future Ideas draws inspiration for most of its activities and projects, keeping in
mind the new prose of aspirational Indians. At any point of time Future Idens
would work on about 20 varied projects within the Future Group.
Some of the formats that are now being incubated by this team include Top10,
Depot, Star & Sitara und Talwalkars' Fit & Active. The team is also working on
ideas around small format no frills stores, rural retailing, fashion for the masses
and on projects involving women and self-help groups.
Depot, in many cities, is the first modern retailer in books and music and the
response has been overwhelming. The core differentiators of Depot are its young,
colourful and vibrant stores, strong regional range, affordability and a private label
publishing program - Depot Exclusives. In its first year of operation, Depot has
launched 6 stand-alone stores and 50 cut-ins Along with its expansion in major
cities, Depot debuted in smaller towns like Rajkot, Vadodara, Haldia, Thrissur,
Palakkad and Tiruvanantharam.

The Depot Exclusives (released solely in Depot) catalogue expanded rapidly with
over 100 titles across genres like children's books, cookery, regional literature etc.
Reputed authors/ imprints like Nita Mehta and Sanjeev Kapoor in cookery, Disney
in children's books etc., have been associated with the company. Depot has also
tied up with the UK based publisher of children's books, Small World, to co-
publish a series of toddlers interactive books. In FY 2007- 08, the total Depot
footprint should cross over 100 stores.

The Health, Beauty & Wellness business opened 35 new outlets in the beauty
products, services and holistic health care formats Multiple formats operate in this
segment, including Tulst, the pharmacy chain and Star & Sitara, the beauty
products cut-ins and Star & Sitara Salons. The largest format, Beauty Free offers
unique combination of products, services and holistic health hollering.
To capture the increasing consumption, spend on wellness and preventive health
care, the joint

venture between Pantaloon Retail (1) Limited and Talwalkar Better Value Fitness
opened its first "Talwalkars Fit & Active health centre at Orchid City Centre,
Mumbai in April 2007. Spreads over 5,200 square feet, it is the country's first
health centre to offer health, fitness and gym services within a modern retail and
consumption environment.

The venture is also looking at innovative value added offerings in the fitness space
as well as developing a Spa model for the Fit & Active brand across the country,
by increasing its presence to nearly 50 such centres in the near future.

1.12 OBJECTIVE
PRIMARY OBJECTIVE:

To study the effectiveness of retailing mix in the store.

SECONDARY OBJECTIVES:

1. To identify the performance of store operations.

2. To understand the quality of services maintained in the store.

3. To determine the performance of sales persons in the store.

4. To understand the availability of products in the store.

5. To identify the effectiveness of atmospherics in the store.

 CHAPTER-II
REVIEW OF
LITERATURE
REVIEW OF LITEREARTURE
Research by Johnson et al. (2017) highlights the significance of the retail mix in
influencing consumer behaviour. The study emphasizes the role of product variety,
pricing strategies, and promotional activities in shaping customer preferences and
purchasing decisions in the retail environment.

Sharma and Gupta (2016) titled "Price Perception and Its Impact on Consumer
Buying Behaviour in Retail," the authors investigate how pricing strategies
employed by retailers, including discounting and bundling, affect consumer
perceptions and influence their purchasing behaviour. Insights from this study may
contribute to understanding the effectiveness of pricing in Big Bazaar.

Chen and Hu (2018) examines the impact of store atmosphere on consumer

experience and satisfaction. The research delves into factors such as layout,
cleanliness, and overall ambiance, providing insights into how these elements
contribute to the effectiveness of the retail mix in enhancing the customer shopping
experience.

Lee and Lee (2020) explores the effectiveness of Omni-channel retailing

strategies. Understanding how Big Bazaar integrates online and offline channels,
and the impact on customer satisfaction, could be crucial in assessing the
contemporary retail mix.

Smith and Jackson (2019) investigates the link between customer loyalty and
relationship marketing in the retail sector. Examining how Big Bazaar builds and
maintains relationships with its customers through loyalty programs and
personalized marketing efforts may provide insights into the long-term
effectiveness of its retail mix.

Gupta and Singh (2018) focuses on the adoption of technology in retail

operations and its impact on customer satisfaction. Understanding how technology,
such as point-of-sale systems and customer relationship management tools,
contributes to the effectiveness of the retail mix in Big Bazaar could be explored.

Kumar and Agarwal (2017) on "Consumer Expectations and Perceptions in the

Retail Sector," the authors explore how aligning retail strategies with customer
expectations positively influences satisfaction. This could be relevant in assessing
how well Big Bazaar meets customer expectations through its retail mix.
 CHAPTER-III
RESEARCH METHODOLOGY
The research design is probability research design and is descriptive research. The
important point for the validation of any research study is based on what type of
methodology is adopted. Project report is based on following data.

Sources of Data

Data are facts, figures and other relevant materials, past and present, serving as
basic study and analysis. The data serves as the bases for analysis. Without an
analysis of actual data on specific inferences can be drawn on the question under
study. Inferences based on imagination or guess work cannot provide correct
answers to research questions. The relevance, adequacy and reliability of data
determine of quality of findings of a study. For the purpose of present study data
from two sources have been gathered namely primary and secondary data.

Primary data

Primary data are original data collected for the purpose of a particular study. In the
present study primary data have been collected by personal interview method with
the help of questionnaire.

Secondary data

These are the sources containing data, which have already been collected and
compiled for other purpose by other researchers. The secondary sources consist of
readily available materials and already compiled statistical statements and reports
whose data may be used by researcher for his / her studies.

Secondary data for the present research collected the major sources of secondary
data are given below.

• Newspaper & Articles

• Business line

• Various websites

• Different marketing journals

Sampling design

The research was designed to achieve the above mentioned objectives and the
following tools were used to collect the required data.

Sampling Method

A sample is considered during a research when the size of the population is very
large and a set is chosen to represent the whole population, this set is called a
sample is a representative of the population under study. There are two methods of
sampling i.e., probability and non-probability sampling. To carry out this project I
have used non probability sampling method.

Sampling Frame

The sample frame represents the groups of respondents that were contacted during
the survey it also represents the profession of the respondents that were connected
for data.

Sampling Technique

To carry out this project Convenience technique has been used

Sample Size The total sample size for the data collection for the research was 100
respondents.
Tools for data collection:

Structured Questionnaires were the tools for data collection. The Questionnaire
was neatly designed and constructed for the purpose in line with the objective of
the study.
 CHAPTER-IV
DATA ANALYSIS AND
INTERPRETATION
DATA ANALYSIS AND INTERPRETATION
Q2- Your Shopping Experience in Big Bazaar is
always?
1 OUTSTANDING 1
2 EXCELLENT 21
3 GOOD 43
4 AVERAGE 32
5 BAD 3
Q3- Brands and Product Availability in Big Bazaar?
1 OUTSTANDING 3
2 EXCELLENT 28
3 GOOD 44
4 AVERAGE 22
5 BAD 3
Q4- Ambience and Atmosphere of the store is?
1 OUTSTANDING 5
2 EXCELLENT 27
3 GOOD 41
4 AVERAGE 21
5 BAD 6
Q5- Discount and offers served in BIG Bazaar is?
1 OUTSTANDING 7
2 EXCELLENT 32
3 GOOD 36
4 AVERAGE 23
5 BAD 2
Q6- How delivery service at BIG Bazaar is?
1 OUTSTANDING 7
2 EXCELLENT 19
3 GOOD 38
4 AVERAGE 28
5 BAD 8
Q7- Location Of Big Bazaar in you city is?
1 OUTSTANDING 29
2 EXCELLENT 37
3 GOOD 22
4 AVERAGE 13
5 BAD 4
Q8- Product display and signature of Big Bazaar is?
1 OUTSTANDING 8
2 EXCELLENT 36
3 GOOD 40
4 AVERAGE 14
5 BAD 2
Q9- In offers days shopping experience is ?
1 OUTSTANDING 3
2 EXCELLENT 39
3 GOOD 40
4 AVERAGE 25
5 BAD 4
CHAPTER-V FINDINGS OF THE STUDY

FINDINGS OF THE STUDY

 Store performing well in attracting the customers.
 Big bazaar provides better shopping experience.
 Brands and products availability in big bazaar is not up to
the mark. Especially in apparels.
 Noisy and unpleasant environment is irritates customer. Air
conditioning is really good.
 Discounts and offers doing well in the store.
 In offer days the store management is good.
 Home delivery services are not used by customer.
 Product display and signage is good.
 Quality in products is not up to the mark.
 Location of big bazaar is outstanding. It is situated central
business district (CBD)
 Parking facility in big bazaar is good.
 Cleanliness and hygiene maintained in the store is up to the
mark

 "discovering more value"

 The above statement is true spotted by the above data.
CHAPTER-VI RECOMMENDATIONS

RECOMMENDATIONS

 Create awareness & manage home delivery services

properly.
 There should be proper assortment of various product
categories.
 Proper signage should be there so that customer can locate
the products easily.
 Cleanliness and hygiene should be maintained regularly.
 Proper training should be provided to sales person so that
they can deal with the customer efficiently.
 Various schemes and offers can be provided to them and
attract new customers (Use pull strategy).
 No. of cash counter needs to be increased keeping in view
customer traffic intensity.
 Quality in products should be increased up to mark
 CHAPTER-VII
CONCLUSION
CONCLUSION

Sure, here is a conclusion on the project report in approximately 550 words:

This project report has delved into the effectiveness of Big Bazaar's retailing mix,
scrutinizing its product assortment, pricing, promotion, and place strategies. The
report concludes that these strategies have been instrumental in propelling the
company to its current market position.
Big Bazaar's product assortment seamlessly aligns with its target market of middle-
and lower-income households. The company's pricing strategies strike a balance
between affordability and profitability, effectively attracting price-conscious
consumers. Its promotional strategies adeptly reach its target market, utilizing a
blend of advertising, public relations, and social media campaigns. Additionally,
the company's loyalty program further strengthens customer engagement and
retention.
The company's strategic store placement further underscores the effectiveness of
its retailing mix. Big Bazaar's outlets are strategically positioned in shopping malls
and high-traffic areas, ensuring convenient accessibility for its customers. The
stores themselves are well-designed and easy to navigate, enhancing the overall
shopping experience.
The effectiveness of Big Bazaar's retailing mix is mirrored in its robust market
position. As India's largest hypermarket chain, Big Bazaar commands a significant
share of the market and enjoys a loyal customer base. This success is undoubtedly
attributable, in part, to the company's effective implementation of its retailing mix.
The project report's key findings are summarized as follows:
 Big Bazaar's product assortment boasts breadth and depth, offering a diverse range
of products at competitive prices.
 The company's pricing strategies effectively cater to price-sensitive consumers,
driving sales and customer satisfaction.
 Big Bazaar's promotional strategies successfully reach its target market, utilizing a
well-rounded approach that spans advertising, public relations, and social media.
 The company's strategic store placement ensures convenient accessibility for its
customers, further enhancing the shopping experience.
 To further advance our understanding of Big Bazaar's retailing mix, future research
endeavours could delve into the following areas:
 A more in-depth analysis of Big Bazaar's private label brand, examining its impact
on product differentiation and profitability.
 An assessment of Big Bazaar's loyalty program, scrutinizing its effectiveness in
fostering customer satisfaction and loyalty.
 A comparative analysis of Big Bazaar's retailing mix against its competitors,
identifying areas for strategic improvement and differentiation.
In conclusion, this project report has made a valuable contribution to our
comprehension of the effectiveness of Big Bazaar's retailing mix. The report's
findings can serve as a guiding light for the company's future marketing and
business strategies, enabling it to maintain its competitive edge and continue its
journey of success.
 QUESTIONNAIRE
PERSONAL INFORMATION
Dear sir/Madam,

I KHUSHI conducting a survey on "Effectiveness of retailing mix in Big Bazaar" This survey
is a part of my Final year project report of MMRB course. Please provide relevant
information by filling this questionnaire to make my survey more comprehensive. All details
from your part will be kept confidential.

Name: __________

Sex: a) Male ( ) b) Female ( )

Contact no.: ______________

 CHAPTER-VIII
BIBLIOGRAPHY AND
REFERENCES

BIBLIOGRAPHY AND REFERENCES

-
BOOK REFERRED:
Research methodology (C.R. Kothari)
Retailing Management (Levy & weitz)

WEB SITES:
www.pantaloon.com
www.slideshare.net
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