DECLARATION

I hereby declare that this project report entitled “A study on

Customer Relationship Management in Big Bazaar” with special

reference to Future Value Retail Ltd, Hyderabad, submitted by me

to the College of GITAM Institute Of Management, Visakhapatnam,

in partial fulfilment of the award of the degree of Master of

Business Administration.

I also declare that this project work is the result of my own

effort and has not been submitted to any other

university/institution for the award of any other Degree/Diploma,

fellowship or similar titles.

Visakhapatnam D. Anand Prasad

Date Regd. No: 1225112104

CERTIFICATE BY

GUIDE

This is to certify that this project entitled “A study on

Customer Relationship Management in Big Bazaar “with special

reference to Future Value Retail Ltd, Hyderabad is a bona fide

work submitted by Mr D. Anand Prasad in partial fulfilment of

the requirements for the degree of Master of Business

Administration to College of GITAM Institute Of Management, GITAM

University, Visakhapatnam.

Program Coordinator

Project Guide

Leben Johnson Mannariat

Dr A. Sakuntala

ACKNOWLEDGEMENT

It is my greatest pleasure to thank Prof. K. Siva Rama Krishna,

Dean & Principal, GITAM Institute of Management, Visakhapatnam

for giving me the opportunity to do this project.

It is my greatest pleasure to thank Prof. P. Sheela, vice

principal, GITAM Institute of Management, Visakhapatnam for

giving me the opportunity to do this project.

I am very grateful to the my program Coordinator Mr. Leben

Johnson Mannariat for giving me the opportunity in doing my

internship in Big Bazaar, which made me to acquire lot of

information about how the retail sector plays an important rule.

I take this opportunity to sincerely express my profound

gratitude to Dr. A. Sakuntala, Assistant Professor and Department

of MBA, who have been our project guide and who have helped me in

preparation of the project report.

I am highly indebted to the Management of Future Value Retail Ltd

for permitting me to do the project. My special thanks to Ms

Deepthi RVS (Asst Manager-Store People Officer), Hyderabad, for

allowing me to undertake this project and for all the facilities

provided to me, and for giving encouragement, inspiration and

guidance.

I also thank all my family members and friends for their

cooperation and encouragement during the project.

D. Anand Prasad

Contents: pageno:

Chapter 1

Introduction of the topic

Need of the Study………………………………………………… Objectives of the study…………………………………………… Scope of the study………………………………………………… Research design……………………………………………………

Chapter 2

Profile of Future Value Retail Ltd……………………………….

Chapter 3

Profile of Big Bazaar……………………………………………….

Chapter 4

Analysis of Study…………………………………………………..

Chapter 5

Summary on Findings & suggestions

Conclusion…………………………………………………….. Bibliography…………………………………………………… Annexure……………………………………………………….

LIST OF TABLES

S.No Table Number

Table Name Page Number

1 Table-1 Gender2 Table-2 Age3 Table-3 Occupation4 Table-4 Factors attracting respondents5 Table-5 Availing Big Bazaar services6 Table-6 Monthly Expenditure7 Table-7 Awareness on Big Bazaar8 Table-8 Rating on store Assistants9 Table-9 Receiving messages for offers10 Table-10 Aware of Customer seva desk11 Table-11 Rating on Customer seva desk12 Table-12 Complaints frequently faced by

respondents13 Table-13 Response on complaints14 Table-14 Aware of Pay back card15 Table-15 Rating on Pay back card16 Table-16 Aware of T24 SIM card17 Table-17 Rating on T24 SIM card18 Table-18 Aware of Profit club card19 Table-19 Rating on Profit club card

20 Table-20 Recommended to others21 Table-21 Level of satisfaction

S.No Figure Number

Figure Name Page Number

1 Figure-1 Gender2 Figure-2 Age3 Figure-3 Occupation4 Figure-4 Factors attracting respondents5 Figure-5 Availing Big Bazaar services6 Figure-6 Monthly Expenditure7 Figure-7 Awareness on Big Bazaar8 Figure-8 Rating on store Assistants9 Figure-9 Receiving messages for offers10 Figure-10 Aware of Customer seva desk11 Figure-11 Rating on Customer seva desk12 Figure-12 Complaints frequently faced by

respondents13 Figure-13 Response on complaints14 Figure-14 Aware of Pay back card15 Figure-15 Rating on Pay back card16 Figure-16 Aware of T24 SIM card17 Figure-17 Rating on T24 SIM card18 Figure-18 Aware of Profit club card19 Figure-19 Rating on Profit club card20 Figure-20 Recommended to others21 Figure-21 Level of satisfaction

INTRODUCTION

Customer relationship management

Customer relationship management (CRM) is a widely implementedmodel for managing a company’s interactions with customers,clients, and sales prospects. It involves using technology toorganize, automate, and synchronize business processes—principally sales activities, but also thosefor marketing, customer service, and technical support. Theoverall goals are to find, attract, and win new clients; nurture

and retain those the company already has; entice former clientsback into the fold; and reduce the costs of marketing and clientservice. Customer relationship management describes a company-wide business strategy including customer-interface departmentsas well as other departments. Measuring and valuing customerrelationships is critical to implementing this strategy.

Benefits of Customer Relationship Management

A Customer Relationship Management system may be chosen becauseit is thought to provide the following advantages:

Quality and efficiency Decrease in overall costs

Challenges

Successful development, implementation, use and support ofcustomer relationship management systems can provide asignificant advantage to the user, but often there are obstaclesthat obstruct the user from using the system to its fullpotential. Instances of a CRM attempting to contain a large,complex group of data can become cumbersome and difficult tounderstand for ill-trained users. The lack of senior managementsponsorship can also hinder the success of a new CRM system.Stakeholders must be identified early in the process and a fullcommitment is needed from all executives before beginning theconversion. But the challenges faced by the company will lastlonger for the convenience of their customers.Additionally, an interface that is difficult to navigate orunderstand can hinder the CRM’s effectiveness, causing users topick and choose which areas of the system to be used, whileothers may be pushed aside. This fragmented implementation cancause inherent challenges, as only certain parts are used and thesystem is not fully functional. The increased use of customer

relationship management software has also led to an industry-wideshift in evaluating the role of the developer in designing andmaintaining its software. Companies are urged to consider theoverall impact of a viable CRM software suite and the potentialfor good or bad in its use.

ComplexityTools and workflows can be complex, especially for largebusinesses. Previously these tools were generally limited tosimple CRM solutions which focused on monitoring and recordinginteractions and communications. Software solutions then expandedto embrace deal tracking, territories, opportunities, and thesales pipeline itself. Next came the advent of tools for otherclient-interface business functions, as described below. Thesetools have been, and still are, offered as on-premises softwarethat companies purchase and run on their own IT infrastructure.

Poor usabilityOne of the largest challenges that customer relationshipmanagement systems face is poor usability. With a difficultinterface for a user to navigate, implementation can befragmented or not entirely complete.The importance of usability in a system has developed over time.Customers are likely not as patient to work through malfunctionsor gaps in user safety, and there is an expectation that theusability of systems should be somewhat intuitive: “it helps makethe machine an extension of the way I think — not how it wants meto think.”An intuitive design can prove most effective in developing thecontent and layout of a customer relationship management system.Two 2008 case studies show that the layout of a system provides astrong correlation to the ease of use for a system and that itproved more beneficial for the design to focus on presentinginformation in a way that reflected the most important goals and

tasks of the user, rather than the structure of the organization.This “ease of service” is paramount for developing a system thatis usable.In many cases, the growth of capabilities and complexities ofsystems has hampered the usability of a customer relationshipmanagement system. An overly complex computer system can resultin an equally complex and non-friendly user interface, thus notallowing the system to work as fully intended. This bloatedsoftware can appear sluggish and/or overwhelming to the user,keeping the system from full use and potential. A series of 1998research indicates that each item added to an information displaycan significantly affect the overall experience of the user.

FragmentationOften, poor usability can lead to implementations that arefragmented — isolated initiatives by individual departments toaddress their own needs. Systems that start disunited usuallystay that way: [soloed thinking] and decision processesfrequently lead to separate and incompatible systems, anddysfunctional processes.A fragmented implementation can negate any financial benefitassociated with a customer relationship management system, ascompanies choose not to use all the associated features factoredwhen justifying the investment. Instead, it is important thatsupport for the CRM system is companywide. The challenge offragmented implementations may be mitigated with improvements inlate-generation CRM systems.

Business reputationBuilding and maintaining a strong business reputation has becomeincreasingly challenging. The outcome of internal fragmentationthat is observed and commented upon by customers is now visibleto the rest of the world in the era of the social customer; inthe past, only employees or partners were aware of it. Addressing

the fragmentation requires a shift in philosophy and mind-set inan organization so that everyone considers the impact to thecustomer of policy, decisions and actions. Human response at alllevels of the organization can affect the customer experience forgood or ill. Even one unhappy customer can deliver a body blow toa business.Some developments and shifts have made companies more consciousof the life-cycle of a customer relationship management system.Companies now consider the possibility of brand loyalty andpersistence of its users to purchase updates, upgrades and futureeditions of software.Additionally, CRM systems face the challenge of producing viablefinancial profits, with a 2002 study suggesting that less thanhalf of CRM projects are expected to provide a significant returnon investment. Poor usability and low usage rates lead manycompanies to indicate that it was difficult to justify investmentin the software without the potential for more tangible gains.

Security, privacy and data security concernsOne function of CRM is to collect information about clients. Itis important to consider the customers' need for privacy and datasecurity. Close attention should be paid to relevant laws andregulations. Vendors may need to reassure clients that their datanot be shared with third parties without prior consent, and thatillegal access can be prevented.A large challenge faced by developers and users is found instriking a balance between ease of use in the CRM interface andsuitable and acceptable security measures and features.Corporations investing in CRM software do so expecting a relativeease of use while also requiring that customer and othersensitive data remain secure. This balance can be difficult, asmany believe that improvements in security come at the expense ofsystem usability.

Research and study show the importance of designing anddeveloping technology that balances a positive user interfacewith security features that meet industry and corporatestandards. A 2002 study shows, however, that security andusability can coexist harmoniously. In many ways, a secure CRMsystem can become more usable.Researchers have argued that, in most cases, security breachesare the result of user-error (such as unintentionally downloadingand executing a computer virus). In these events, the computersystem acted as it should in identifying a file and then,following the user’s orders to execute the file, exposed thecomputer and network to a harmful virus. Researchers argue that amore usable system creates less confusion and lessens the amountof potentially harmful errors, in turn creating a more secure andstable CRM system.Technical writers can play a large role in developing contentmanagement systems that are secure and easy to use. A series of2008 research shows that CRM systems, among others, need to bemore open to flexibility of technical writers, allowing theseprofessionals to become content builders. These professionals canthen gather information and use it at their preference,developing a system that allows users to easily access desiredinformation and is secure and trusted by its users.

Types/variations

Sales force automationSales force automation (SFA) involves using software tostreamline all phases of the sales process, minimizing the timethat sales representatives need to spend on each phase. Thisallows a business to use fewer sales representatives to managetheir clients. At the core of SFA is a contact managementsystem for tracking and recording every stage in the salesprocess for each prospective client, from initial contact tofinal disposition. Many SFA applications also include insights

into opportunities, territories, sales forecasts and workflowautomation.

MarketingCRM systems for marketing help the enterprise identify and targetpotential clients and generate leads for the sales team. A keymarketing capability is tracking and measuring multichannelcampaigns, including email, search, social media, telephone anddirect mail. Metrics monitored include clicks, responses, leads,deals, and revenue. Alternatively, Prospect RelationshipManagement (PRM) solutions offer to track customer behaviour andnurture them from first contact to sale, often cutting out theactive sales process altogether.In a web-focused marketing CRM solution, organizations create andtrack specific web activities that help develop the clientrelationship. These activities may include such activities asfree downloads, online video content, and online webpresentations.

Customer service and supportCRM software provides a business with the ability to create,assign and manage requests made by customers. An example would beCall Center software which helps to direct a customer to theagent who can best help them with their current problem.Recognizing that this type of service is an important factor inattracting and retaining customers, organizations areincreasingly turning to technology to help them improve theirclients’ experience while aiming to increase efficiency andminimize costs. CRM software can also be used to identify andreward loyal customers which in turn will help customerretention. Even so, a 2009 study revealed that only 39% ofcorporate executives believe their employees have the right toolsand authority to solve client problems.

AppointmentCreating and scheduling appointments with customers is a centralactivity of most customer oriented businesses. Sales, customersupport, and service personnel regularly spend a portion of theirtime getting in touch with customers and prospects through avariety of means to agree on a time and place for meeting for asales conversation or to deliver customer service. AppointmentCRM is a relatively new CRM platform category in which anautomated system is used to offer a suite of suitable appointmenttimes to a customer via e-mail or through a web site. Anautomated process is used to schedule and confirm theappointment, and place it on the appropriate person's calendar.Appointment CRM systems can be an origination point for a saleslead and are generally integrated with sales and marketing CRMsystems to capture and store the interaction.

AnalyticsRelevant analytics capabilities are often interwoven intoapplications for sales, marketing, and service. These featurescan be complemented and augmented with links to separate,purpose-built applications for analytics and businessintelligence. Sales analytics let companies monitor andunderstand client actions and preferences, through salesforecasting and data quality.Marketing applications generally come with predictiveanalytics to improve segmentation and targeting, and features formeasuring the effectiveness of online, offline, and searchmarketing campaigns. Web analytics have evolved significantlyfrom their starting point of merely tracking mouse clicks on Websites. By evaluating “buy signals,” marketers can see whichprospects are most likely to transact and also identify those whoare bogged down in a sales process and need assistance. Marketingand finance personnel also use analytics to assess the value ofmulti-faceted programs as a whole.

These types of analytics are increasing in popularity ascompanies demand greater visibility into the performance of callcenters and other service and support channels, in order tocorrect problems before they affect satisfaction levels. Support-focused applications typically include dashboards similar tothose for sales, plus capabilities to measure and analyzeresponse times, service quality, agent performance, and thefrequency of various issues.

Integrated/collaborativeDepartments within enterprises — especially large enterprises —tend to function with little collaboration. More recently, thedevelopment and adoption of these tools and services havefostered greater fluidity and cooperation among sales, service,and marketing. This finds expression in the concept ofcollaborative systems that use technology to build bridgesbetween departments. For example, feedback from a technicalsupport center can enlighten marketers about specific servicesand product features clients are asking for. Reps, in their turn,want to be able to pursue these opportunities without the burdenof re-entering records and contact data into a separate SFAsystem.

Small businessFor small business, basic client service can be accomplished by acontact manager system: an integrated solution that letsorganizations and individuals efficiently track and recordinteractions, including emails, documents, jobs, faxes,scheduling, and more. These tools usually focus on accountsrather than on individual contacts. They also generally includeopportunity insight for tracking sales pipelines plus addedfunctionality for marketing and service. As with largerenterprises, small businesses may find value in online solutions,especially for mobile and telecommuting workers.

Social mediaSocial media sites like Twitter, LinkedIn, Facebook and GooglePlus are amplifying the voice of people in the marketplace andare having profound and far-reaching effects on the ways in whichpeople buy. Customers can now research companies online and thenask for recommendations through social media channels, as well asshare opinions and experiences on companies, products andservices. As social media is not as widely moderated or censoredas mainstream media, individuals can say anything they want abouta company or brand, positive or negative.Increasingly, companies are looking to gain access to theseconversations and take part in the dialogue. More than a fewsystems are now integrating to social networking sites. Socialmedia promoters cite a number of business advantages, such asusing online communities as a source of high-quality leads and avehicle for crowd sourcing solutions to client-support problems.Companies can also leverage client stated habits and preferencesto "Hypertargeting" their sales and marketing communications.Some analysts take the view that business-to-business marketersshould proceed cautiously when weaving social media into theirbusiness processes. These observers recommend careful marketresearch to determine if and where the phenomenon can providemeasurable benefits for client interactions, sales andsupport. It is stated that people feel their interactions arepeer-to-peer between them and their contacts, and resent companyinvolvement, sometimes responding with negatives about thatcompany.

Non-profit and membership-basedSystems for non-profit and membership-based organizations helptrack constituents and their involvement in the organization.Capabilities typically include tracking the following: fund-

raising, demographics, membership levels, membership directories,volunteering and communications with individuals. Some analyststake the view that business-to-business marketers should proceedcautiously when weaving social media into their businessprocesses. These observers recommend for the careful marketresearch.

StrategyFor larger-scale enterprises, a complete and detailed plan isrequired to obtain the funding, resources, and company-widesupport that can make the initiative of choosing and implementinga system successfully. Benefits must be defined, risks assessed,and cost quantified in three general areas:

Processes: Though these systems have many technologicalcomponents, business processes lie at its core. It can be seenas a more client-centric way of doing business, enabled bytechnology that consolidates and intelligently distributespertinent information about clients, sales, marketingeffectiveness, responsiveness, and market trends. Therefore, acompany must analyse its business workflows and processesbefore choosing a technology platform; some will likely needre-engineering to better serve the overall goal of winning andsatisfying clients. Moreover, planners need to determine thetypes of client information that are most relevant, and howbest to employ them.

People: For an initiative to be effective, an organizationmust convince its staff that the new technology and workflowswill benefit employees as well as clients. Senior executivesneed to be strong and visible advocates who can clearly stateand support the case for change. Collaboration, teamwork, and

two-way communication should be encouraged across hierarchicalboundaries, especially with respect to process improvement.

Technology: In evaluating technology, key factors includealignment with the company’s business process strategy andgoals, including the ability to deliver the right data to theright employees and sufficient ease of adoption and use.Platform selection is best undertaken by a carefully chosengroup of executives who understand the business processes tobe automated as well as the software issues. Depending uponthe size of the company and the breadth of data, choosing anapplication can take anywhere from a few weeks to a year ormore.

Implementation

Implementation issuesIncreases in revenue, higher rates of client satisfaction, andsignificant savings in operating costs are some of the benefitsto an enterprise. Proponents emphasize that technology should beimplemented only in the context of careful strategic andoperational planning. Implementations almost invariably fallshort when one or more facets of this prescription are ignored:

Poor planning: Initiatives can easily fail when efforts arelimited to choosing and deploying software, without anaccompanying rationale, context, and support for theworkforce. In other instances, enterprises simply automateflawed client-facing processes rather than redesign themaccording to best practices.

Poor integration: For many companies, integrations arepiecemeal initiatives that address a glaring need: improving aparticular client-facing process or two or automating afavored sales or client support channel. Such “pointsolutions” offer little or no integration or alignment with a

company’s overall strategy. They offer a less than completeclient view and often lead to unsatisfactory user experiences.

Toward a solution: overcoming siloed thinking. Experts adviseorganizations to recognize the immense value of integratingtheir client-facing operations. In this view, internallyfocused, department-centric views should be discarded in favorof reorienting processes toward information-sharing acrossmarketing, sales, and service. For example, salesrepresentatives need to know about current issues and relevantmarketing promotions before attempting to cross-sell to aspecific client. Marketing staff should be able to leverageclient information from sales and service to better targetcampaigns and offers. And support agents require quick andcomplete access to a client’s sales and service history.

Adoption issuesHistorically, the landscape is littered with instances of lowadoption rates. Many of the challenges listed above offer aglimpse into some of the obstacles that corporations implementinga CRM suite face; in many cases time, resources and staffing donot allow for the troubleshooting necessary to tackle an issueand the system is shelved or sidestepped instead.Why is it so difficult sometimes to get employees up to date onrapidly developing new technology? Essentially, your employeesneed to understand how the system works, as well as understandthe clients and their needs. No doubt this process is timeconsuming, but it is well worth the time and effort, as you willbe better able to understand and meet the needs of your clients.CRM training needs to cover two types of information: relationalknowledge and technological knowledge.

StatisticsIn 2003, a Gartner report estimated that more than $1 billion hadbeen spent on software that was not being used. More recent

research indicates that the problem, while perhaps less severe,is a long way from being solved. According to CSO Insights, lessthan 40% of 1,275 participating companies had end-user adoptionrates above 90 %. Additionally, many corporations only use CRMsystems on a partial or fragmented basis, thus missingopportunities for effective marketing and efficiency. In a 2007 survey from the UK, four-fifths of senior executivesreported that their biggest challenge is getting their staff touse the systems they had installed. Further, 43% of respondentssaid they use less than half the functionality of their existingsystem; 72% indicated they would trade functionality for ease ofuse; 51% cited data synchronization as a major issue; and 67%said that finding time to evaluate systems was a majorproblem. With expenditures expected to exceed $11 billion in2010, enterprises need to address and overcome persistentadoption challenges.The amount of time needed for the development and implementationof a customer relationship management system can prove costly tothe implementation as well. Research indicates thatimplementation timelines that are greater than 90 days in lengthrun an increased risk in the CRM system failing to yieldsuccessful results.

Increasing usage and adoption ratesSpecialists offer these recommendations for boosting adoptionsrates and coaxing users to blend these tools into their dailyworkflow:Additionally, researchers found the following themes were commonin systems that users evaluated favourably. These positiveevaluations led to the increased use and more thoroughimplementation of the CRM system. Further recommendations include

“Breadcrumb Trail”: This offers the user a path, usually atthe top of a web or CRM page, to return to the starting point

of navigation. This can prove useful for users who might findthemselves lost or unsure how they got to the current screenin the CRM.

Readily available search engine boxes: Research shows thatusers are quick to seek immediate results through the use of asearch engine box. A CRM that uses a search box will keepassistance and immediate results quickly within the reach of auser.

Help Option Menu: An outlet for quick assistance or frequentlyasked questions can provide users with a lifeline that makesthe customer relationship management software easier to use.Researchers suggest making this resource a large component ofthe CRM during the development stage.

A larger theme is found in that the responsiveness, intuitivedesign and overall usability of a system can influence the users’opinions and preferences of systems.Researchers noted a strong correlation between the design andlayout of a user interface and the perceived level of trust fromthe user. The researchers found that users felt more comfortableon a system evaluated as usable and applied that comfort andtrust into increased use and adoption.

Help menusOne of the largest issues surrounding the implementation andadoption of a CRM comes in the perceived lack of technical anduser support in using the system. Individual users — and largecorporations — find themselves equally stymied by a system thatis not easily understood. Technical support in the form of aqualified and comprehensive help menu can provide significantimprovement in implementation when providing focused, context-specific information. Data show that CRM users are often unwilling to consult a helpmenu if it is not easily accessible and immediate in providingassistance. A 1998 case study found that users would consult the

help menu for an average of two or three screens, abandoning theassistance if desired results weren’t found by that time.

Researchers believe that help menus can provide assistance tousers through introducing additional screenshots and other visualand interactive aids. A 2004 case study concluded that the properuse of screenshots can significantly support a user’s “developinga mental model of the program” and help in “identifying andlocating window elements and objects.” This research concludedthat screen shots allowed users to “learn more, make fewermistakes, and learn in a shorter time frame,” which can certainlyassist in increasing the time frame for full implementation of aCRM system with limited technical or human support.Experts have identified five characteristics to make a help menueffective:

“context-specific” — the help menu contains only theinformation relevant to the topic that is being discussed orsought

“useful“ — in conjunction with being context-specific, thehelp menu must be comprehensive in including all of theinformation that the user seeks

“obvious to invoke“ — the user must have no trouble inlocating the help menu or how to gain access to its contents

“non-intrusive“ — the help menu must not interfere with theuser’s primary path of work and must maintain a distance thatallows for its use only when requested

“easily available“ — the information of the help menu must beaccessible with little or few steps required

Need of the Study:

1. The current study intends to know the customers

relationship management of Big Bazaar.

2. To know, what methods Big Bazaar using to increase the

sales..

3. To study how the customers using the loyalty programs

which are provided by the Big Bazaar.

4. To know, what made the customer to visit the mall

again.

Scope of the study:

The scope of the project is wide and the study is confined to the

welfare schemes in Big Bazaar.

It also included the marketing and

promotional aspects, the marketing & promotional activities have

been carried out at the Ameerpet branch, Hyderabad. They have

provided an opportunity to apply the financial planning process

in practice & recommending financial strategies to investor’s. It

enabled to create awareness among the investors about the right

investment products, helping investors understand the risk &

return in the fund investing recommending model portfolios and

selecting the right fund.

It has helped to put the learning into practice

and to get a feel of the market by interacting with the

prospective investors.

Objectives of the Study

1. To study about the services provided by the big bazaar.

2. To identify the loyalty programs implemented by Big

Bazaar.

3. To know about the customer service desk (CSD) services

provided by the Big Bazaar to maintain CRM.

4. To know, what methods Big Bazaar using to maintain CRM.

RESEARCH DESIGN

Research

Investigation and analysis focused on a better or fullerunderstanding of a subject, phenomenon or a basis law ofnature instead of on a specific practical application of the results.

Collection of data

Generating or bringing information that has beensystematically observed, recorded, organized, categorized or defined,in such a way that logical processing and inferences may occur.

Sampling Technique

Sampling Technique is Random Sampling.

Sample Size

Sample size is 200 respondents.

Methods of collecting data

The requisite data been gathered through twoimportant sources

1. Primary Data

2. Secondary Data

Primary Data

“The primary data are those, which are collected afresh and forthe first time, and thus happen to be original in character.”

There are several methods of collecting primary data,particularly in surveys and descriptive researches. Those are:

(i) Observation method(ii) Interview method(iii) Through Questionnaires(iv) Through Schedules

The primary data collected in this survey is throughquestionnaires.

Secondary Data

“The secondary data, on the other hand, are those which havealready been collected by someone else and which have alreadybeen passed through the statistical process.”

Usually secondary data available in various publicationsof the central, state are local governments, technical and tradejournals, reports and historical documents and other sources ofpublished information.

CHAPTER-II

INDUSTRY PROFILE

Profile of Future Group

As India’s leading multi-format retailer Future Group inspirestrust through innovative offerings, quality products andaffordable prices that help customers achieve a better quality oflife every day.

Future Group comprises operating businesses in threesectors: Retail, Allied Services and Finance. Leveraging a strongunderstanding and knowledge of Indian consumer preferences,habits and aspirations, we have built some of the most respectedretail brands in the country.  Our retail business across thevalue and lifestyle segments focuses on 4 key consumptionverticals: food, fashion, general merchandise and home.

RETAIL

FINANCE

SERVICE

Future Group, led by its founder and Group CEO, Mr.Kishore Biyani, is one of India’s leading business houses withmultiple businesses spanning across the consumption space. Whileretail forms the core business activity of Future Group, groupsubsidiaries are present in consumer finance, capital, insurance,leisure and entertainment, brand development, retail real estatedevelopment, retail media and logistics..

Future Value Retail Limited is a wholly ownedsubsidiary of Pantaloon Retail (India) Limited. This entityhas been created keeping in mind the growth and the currentsize of the company’s value retail business, led by its formatdivisions, Big Bazaar and Food Bazaar.

The company operates 120 Big Bazaar stores, 170 Food Bazaarstores, among other formats, in over 70 cities across thecountry, covering an operational retail space of over 6million square feet. As a focussed entity driving the growthof the group's value retail business, Future Value RetailLimited will continue to deliver more value to its customers,supply partners, stakeholders and communities across thecountry and shape the growth of modern retail in India.A subsidiary company, Home Solutions Retail (India) Limited,operates Home Town, a large-format home solutions store,Collection i, selling home furniture products and EZonefocussed on catering to the consumer electronics segment.

Pantaloon Retail is the flagship company of Future Group, a business group catering to the entire Indian consumption space.

Pantaloon Retail (India) Limited, is India’s leading retailerthat operates multiple retail formats in both the value andlifestyle segment of the Indian consumer market. Headquarteredin Mumbai (Bombay), the company operates over 16 millionsquare feet of retail space, has over 1000 stores across 73cities in India and employs over 30,000 people.

The group’s speciality retail formats include supermarketchain - Food Bazaar, sportswear retailer - Planet Sports,electronics retailer - eZone, home improvement chain -HomeTown and rural retail chain - Aadhaar, among others. It alsooperates popular shopping portal - www.futurebazaar.com.

Future Group believes in developing strong insights on Indianconsumers and building businesses based on Indian ideas, asespoused in the group’s core value of ‘Indianans.’ The group’scorporate credo is, ‘Rewrite rules, Retain values.’

FUTURE GROUP MANIFESTO

"Future" - the word which signifies optimism, growth,achievement, strength, beauty, rewards and perfection. Futureencourages us to explore areas yet unexplored, write rules yetunwritten; create new opportunities and new successes. Tostrive for a glorious future brings to us our strength, ourability to learn, unlearn and re- learn, our ability to evolve.We, in Future Group, will not wait for the Future to unfolditself but create future scenarios in the consumer space and

facilitate consumption because consumption is development.Thereby, we will effect socio-economic development for ourcustomers, employees, shareholders, associates and partners. Our customers will not just get what they need, but also getthem where, how and when they need. We will not just post satisfactory results, we will writesuccess stories.

We will not just operate efficiently in the Indian economy, wewill evolve it. We will not just spot trends; we will set trends by marryingour understanding of the Indian consumer to their needs oftomorrow.It is this understanding that has helped us succeed. And it isthis that will help us succeed in the Future. We shall keeprelearning. And in this process, do just one thing...

FUTURE GROUP VISION

Future Group shall deliver Everything, Everywhere, Everytimefor Every Indian Consumer in the most profitable manner.

FUTURE GROUP MISSION

We share the vision and belief that our customers andstakeholders shall be served only by creating and executingfuture scenarios in the consumption space leading to economicdevelopment. We will be the trendsetters in evolving delivery formats,creating retail realty, making consumption affordable for allcustomer segments - for classes and for masses. We shall infuse Indian brands with confidence and renewedambition.

We shall be efficient, cost- conscious and committed toquality in whatever we do. We shall ensure that our positive attitude, sincerity, humilityand united determination shall be the driving force to make ussuccessful.

CORE VALUES

Indian ness: Confidence in ourselves. Leadership: To be a leader, both in thought and business. Respect and 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 and 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.

FUTURE GROUP PRODUCTS AND SERVICES

roup CompaniesRetail

Pantaloons - Fresh fashion store BiG Bazaar - Hypermarket chain

Food Bazaar - Supermarket chain eZone - Electronics superstore

Central - Seamless department store Aadhar - Rural retail chain

Planet Sports - Sportswear retailer

Home Solutions Retail (India) Limited

Home Solutions Retail (India) Limited (HSRIL) offers completeretailing solutions for all products and services related tohome building and home improvement. The key product categoriesare Consumer Durable & Electronics (CDE), Furniture, Homefurnishing & decor, Home improvement and Home services. HSRILoperates retail format Collection-i, Furniture Bazaar,Electronics Bazaar, Home Town and e-zone.

Future Brands Limited

Future Brands Limited (FBL) has been incorporated on November,2006 and is involved in the business of creating, developing,managing, acquiring and dealing in consumer-related brands andIPRs (Intellectual Property Rights).

Future Media (India) Limited

Future Media (India) Limited (FMIL) was incorporated as theGroup’s media venture aimed at creation of media properties in

the ambience of consumption and thus offers active engagementto brands and consumers. FMIL offers relevant engagementthrough its media properties like Visual Spaces, Print, Radio,Television and Activation.

Future Supply Chains Solutions Limited

Future Supply Chains Solutions Limited (FSCSL) has beenincorporated as a separate entity and is involved in thebusiness of providing logistics, transportation andwarehousing services for all group companies and third-parties.

Future Axiom Telecom Limited

Future Axiom Telecom Limited is a Joint Venture with AxiomTelecom LLC, UAE. The Company has a 50% stake in Future AxiomTelecom Limited (FATL) which is a joint venture Company withAxiom Telecom LLC, UAE. The Company would be engaged insourcing and wholesale distribution of mobile handsets,accessories and in setting up service centres for mobilehandsets in India.

Pantaloon Food Product (India) Limited

Pantaloon Food Product (India) Limited (PFPIL) wasincorporated with the object of sourcing and backwardintegration of food business of the Company. PFPIL has sourcingand distribution bases at all key cities across the country. Future Knowledge Services Limited

Future Knowledge Services Limited (FKSL) was incorporated on

January, 2007 and is engaged in the business of businessprocess outsourcing and knowledge process outsourcing.

Future Capital Holdings Limited

Future Capital Holdings Limited (FCH) was formed to manage thefinancial services business of Pantaloon Retail (India)Limited and other group entities. FCH is one of the fastestgrowing financial services company in India, with presence inAsset Advisory, Retail Financial Services and ProprietaryResearch. The company operates a consumer finance retailformat, Future Money and manages assets worth over US$ 1Billion through Indivision, Kshitij, Horizon and FutureHospitality Funds. FCH subsidiary companies include KshitijInvestment Advisory Company Ltd., Ambit Investment AdvisoryCompany Ltd., and Indivision Investment Advisors Ltd.

Future Generali India Life Insurance Company Limited

Future Generali India Life Insurance Company Limited (FGILICL)was incorporated on October 30, 2006 to establish and conductthe business of life insurance in India, which comprises ofwhole life insurance, endowment insurance, double benefit andmultiple benefits insurance etc. The approval for carrying onLife Insurance Business has been received from the IRDA inSeptember, 2007.

Future bazaar India Limited

Futurebazaar India Limited (FBIL) is set up as the e-Retailingarm of the Future Group for providing on-line shopping

experience. Futurebazaar.com was launched on January 2, 2007,and has emerged as one of the most popular online shoppingportals in India. It was awarded with the “Best IndianWebsite” award, in the shopping category, by the PC WorldIndian Website Awards.

Staples Future Office Products Private Limited

Staples Future Office Products Private Limited (SFOPPL) wasincorporated on January, 2007 and is involved in the businessof dealing in all kinds of office supplies, office equipmentsand products. SFOPPL is a joint venture between the Companyand Staples Asia Investment Limited (a subsidiary of StaplesInc USA). The company’s first retail outlet opened inBangalore in December, 2007.

COMPANY PROFILE

COMPANY PROFILE

Big Bazaar

Type Public

Industry Retailing

Founded 2001

Headquarters

Mumbai, Maharashtra, India

Products Department store

Revenue Rs 6000 crores (in 2011)(Big Bazaar and Food Bazaar combined)

Employees ~ 36000 people [1]

Parent Future Group

Divisions ~ 100

Website Big Bazaa r

Big Bazaar is a chain of hypermarket in India.Currently there are 214 stores across 90 cities and towns inIndia covering around 16 million sq.ft. of retail space. BigBazaar is designed as an agglomeration of bazaars or Indianmarkets with clusters offering a wide range of merchandiseincluding fashion and apparels, food products, generalmerchandise, furniture, electronics, books, fast food and leisureand entertainment sections.Big Bazaar is part of Future Group, which also owns the CentralHypermarket, Brand Factory, Pantaloons, EZONE, Hometown,futurebazaar.com, KB's Fair Price to name a few and is ownedthrough a wholly owned subsidiary of Pantaloon Retail IndiaLimited (BSE: 523574 523574), that is listed on Indian stockexchanges.

History

Big Bazaar was launched in September, 2001 with the opening ofits first four storesin Calcutta, Indore, Bangalore and Hyderabad in 22 days. Within aspan of ten years, there are now 161 Big Bazaar stores in 90cities and towns across India.Big Bazaar was started by Kishore Biyani, the Group CEO andManaging Director of Pantaloon Retail India. Though Big Bazaarwas launched purely as a fashion format including apparel,cosmetics, accessory and general merchandise, over the years BigBazaar has included a wide range of products and serviceofferings under their retail chain. The current formats includeBig Bazaar, Food Bazaar, Electronic Bazaar and Furniture Bazaar.

The inspiration behind this entire retail format wasfrom Saravana Stores, a local store in T. Nagar, ChennaiThe stores are customized to provide the feel of mandis andmelas while offering the modern retail features like Quality,Choice and Convenience. As the modern Indian family's favoriteretail store, Big Bazaar is popularly known as the"Indian Walmart".On successful completion of ten years in Indian retail industry,in 2011, Big Bazaar has come up a new logo with a new tag line:‘Naye India Ka Bazaar’, replacing the earlier one: 'Isse SastaAur Accha Kahin Nahin'. 

A PICTURE OF BIG BAZAAR

Big Bazaar at Ameerpet, Hyderabad.

Most Big Bazaar stores are multi-level and are located in stand-alone buildings in city centres as well as within shopping malls.These stores offer over 200,000 SKUs in a wide range ofcategories led primarily by fashion and food products.Food Bazaar, a supermarket format was incorporated within BigBazaar in 2002 and is now present within every Big Bazaar as wellas in independent locations. A typical Big Bazaar is spreadacross around 50,000 square feet (4,600 m2) of retail space.While the larger metropolises have Big Bazaar Family centresmeasuring between 75,000 square feet (7,000 m2) and 160,000

square feet (15,000 m2), Big Bazaar Express stores in smallertowns measure around 30,000 square feet (2,800 m2).Big Bazaar has the facility to purchase products online throughits official web page, and offers free shipping on some of theirproducts.

Innovations

Wednesday BazaarBig Bazaar introduced the Wednesday Bazaar concept and promotedit as “Hafte Ka Sabse Sasta Din”. It was mainly to draw customersto the stores on Wednesdays, when least number of customers areobserved. According to the chain, the aim of the concept is "togive homemakers the power to save the most and even the stores inthe city don a fresh look to make customers feel that it is theirday".Sabse Sasta DinWith a desire to achieve sales of Rs 26 Crore in a one singleday, Big Bazaar introduced the concept of "Sabse Sasta Din". Theidea was to simply create a day in a year that truly belonged toBig Bazaar. This was launched on January 26, 2006 and the resultwas exceptional that police had to come in to control the mammothcrowd. The concept was such a huge hit that the offer wasincreased from one day to three days in 2009 (24 to 26 Jan) andto five days in 2011 (22-26 Jan).Maha BachatMaha Bachat was started off in 2006 as a single day campaign withattractive promotional offers across all Big Bazaar stores. Overthe years it has grown into a 6 days biannual campaign. It hasattractive offers in all its value formats such as Big Bazaar,Food Bazaar, Electronic Bazaar and Furniture Bazaar - catering tothe entire needs of a consumer.

The Great Exchange OfferOn February 12, 2009 Big Bazaar launched "The Great ExchangeOffer", through with the customers can exchange their old goodsin for Big Bazaar coupons. Later, consumers can redeem thesecoupons for brand new goods across the nation. Timeline:

2001

Three Big Bazaar stores launched within a span of 22 days in Kolkata, Bangalore and Hyderabad

2002

Big Bazaar - ICICI Bank Card is launched. Food Bazaar becomes part of Big Bazaar with the launch of the

first store in Mumbai at High Street Phoenix2003

Big Bazaar enters Tier II cities with the launch of the store in Nagpur

Big Bazaar welcomes its 10 million-th customer at its new store in Gurgaon

2004

Big Bazaar wins its first award and national recognition. BigBazaar and Food Bazaar awarded the country’s most admiredretailer award in value retailing and food retailing segmentat the India Retail Forum

A day before Diwali, the store at Lower Parel becomes thefirst to touch Rs 10 million turn over on a single day.

2005

Initiates the implementation of SAP and pilots a RFID projectat its central warehouse in Tarapur

Launches a unique shopping program: the Big Bazaar ExchangeOffer, inviting customers to exchange household junk at BigBazaar

Electronic Bazaar and Furniture Bazaar are launched Big Bazaar and ICICI Bank launched ICICI Bank-Big Bazaar Gold

credit card program to reward its loyal customers.

2006

Mohan Jadhav sets a national record at Big Bazaar Sangli witha Rs 1,37,367 shopping bill. The Sangli farmer becomes BigBazaar’s largest ever customer.

Big Bazaar launches Shakti, India’s first credit card programtailored for housewives

Navaras – the jewellery store launched within Big Bazaarstores

2007

The 50th Big Bazaar store is launched in Kanpur Big Bazaar partners with Futurebazaar.com to launch India's

most popular shopping portal Big Bazaar initiates the "Power of One" campaign to help raise

funds for the Save The Children India Fund Pantaloon Retail wins the International Retailer of the Year

at US-based National Retail Federation convention in New Yorkand Emerging Retailer of the Year award at the World RetailCongress held in Barcelona.

2008

Big Bazaar becomes the fastest growing hypermarket format inthe world with the launch of its 101st store within 7 years oflaunch

Big Bazaar dons a new look with a fresh new section,Fashion@Big Bazaar

Big Bazaar joins the league of India’s Business Super brands.It is voted among the top ten service brands in the country inthe latest Pitch-IMRB international survey

Big Bazaar initiated the Mega Saving "Monthly Bachat Bazaar"campaign, to provide exceptional deals on groceries and fooditems during the first week of every month.

2009

Big Bazaar opens its second store in Assam at Tinsukia Big Bazaar initiates Maha Annasantarpane program at its stores

in South India – a unique initiative to offer meals tovisitors and support local social organizations

Big Bazaar captures almost one-third share in food and groceryproducts sold through modern retail in India

Mahendra Singh Dhoni  and Asin, youth icons of India, werechosen as the brand ambassadors of Big Bazaar

Big Bazaar announced the launch of 'The Great Exchange Offer' Formed a joint venture with Hidesign to launch Holii, a new

brand of handbags, laptop bags and other accessories.2010

Future Value Retail Limited is formed as a specialized subsidiary to spearhead the group’s value retail business through Big Bazaar, Food Bazaar and other formats.

Big Bazaar wins CNBC Awaaz Consumer Awards for the third consecutive year. Adjudged the Most Preferred Multi Brand Food& Beverage Chain, Most Preferred Multi Brand Retail Outlet andMost Preferred Multi Brand One Stop Shop

Big Bazaar connects over 30,000 small and medium Indian manufacturers and entrepreneurs with around 200 million customers visiting its stores

Big Bazaar opens its third store in Kanpur at Z Square Mall

Big Bazaar opens its fourth store in Kanpur at Jajmau which isthe largest leather tannery garrison of Asia

Vidya Balan  was chosen as the brand ambassador of Big Bazaar'sPrice Challenge exercise

Ranked 6 among the Top 50 Service Brands in India. 2011

Big Bazaar forays into the rural wholesale and distribution business through ‘Aadhaar Wholesale’ store at Kalol, Gujarat.

Big Bazaar has come up a new logo with a new tag line: ‘Naye India Ka Bazaar’. 

200th store opened in India  Future Group has launched its latest venture, Foodhall – a

premium food destination across 10 metros in India. For the convenience of the online customers, Big Bazaar has

started free shipping on all orders above Rs. 1000  Entered into an agreement with Hindustan Unilever to co-

develop and co-brand bakery products, which would be sold exclusively at Big Bazaar stores. 

2012

Big Bazaar entered into a five year multi-million dollar deal with Cognizant Technology Solutions for IT infrastructure services that support Future Group's network of stores, warehouses, offices, and data centers. 

Partnered with Disney to launch "Kidz Cookies", exclusively for kids across India. 

Big Bazaar is planning to add further value to its retail services by offering Value added services like grinding, de-seeding, vegetables cutting at free of cost. 

CHAPTER-III

DATA ANALYSIS AND INTERPRETATION

1. Age group of respondents

Table-1: age

Age group No ofrespondents

Percentage

17-25 36 18%25-35 70 35%35-45 56 28%

Above 45 38 19%Total 200 100%

Figure-1: Age group

18%

35%28%

19%

17-2525-3535-45Above 45

Interpretation: From the above analysis, 18% respondents are in17-25 age group, 35% respondents are in 25-35 age group, 28%respondents are in 35-45 age group and 19% respondents arein above 45 age group.

2. Respondents Gender

Table-2: gender

Gender No of respondents Percentage

Male 65 32%

Female 135 68%

Total 200 100%

Figure-2: Gender

33%

68%

MaleFemale

Interpretation:

From the above analysis, 32% are male and 68%are female.

3. Occupation of respondents

Table-3: Occupation

Occupation No of respondents PercentageStudent 35 17%

Business 33 16%Job Holders 21 11%

Householders 111 56%Total 200 100%

Figure-3: Occupation of Respondents

18%

17%

11%

56%

StudentBusinessJob HoldersHouse holders

Interpretation:

From the above analysis, 17% respondents arestudents, 16% respondents are Business People, 11%respondents are Job Holders and 56% respondents areHouseholds.

4. Factors attracting respondents to came to Big Bazaar

Table-5: Factors attracting Respondents

Factors No of respondents Percentage

Low price 36 18%

Good Quality 32 17%

Service 31 15%

Offers 56 28%

Discounts 43 22%

Total 200 100%

Figure-3: Factors attracting Respondents

18%

17%

16%

28%

22%

Low priceGood QualityServiceOffersDiscounts

Interpretation:

From the above analysis, 18% respondents areattracted for low price,17% respondents are attracted forgood quality, 15% respondents are attracted for service,28%respondents are attracted for offers and 22% respondents areattracted for Discounts.

5. Respondents availing the Big Bazaar services

Table-5: Availing Big Bazaar Services

How Long No of respondents Percentage

Less than 1 year 32 16%

1-2 years 56 28%

2-3 years 42 21%

Above 3 years 70 35%

Total 200 100%

Figure-5: Availing Big Bazaar Services

16%

28%

21%

35%

Less than 1 year1-2 years2-3 yearsAbove 3 years

Interpretation:

From the above analysis, 16% respondents are availing thebig bazar services less than 1 year, 28% respondents areavailing the big bazar services 1-2 years, 21% respondentsare availing the big bazar services 2-3 years, 35%respondents are availing the big bazar services above 3years.

6. Respondents monthly expenditure at Big Bazaar

Table-6: Monthly Expenditure

Expenditure No of respondents Percentage

Less than 500 26 13%

Less than 1000 42 21%

Less than 2500 54 27%

Less than 5000 52 26%

Above 5000 26 13%

Total 200 100%

Figure-6: Monthly Expenditure

13%

21%

27%

26%

13%

less than 500less than 1000less than 2500less than 5000above 5000

Interpretation:

From the above analysis, 13% respondents monthly expenditureis less than 500, 21% respondents monthly expenditure isless than 1000, 27% respondents monthly expenditure is lessthan 2500, 26% respondents monthly expenditure is less than5000and 13% respondents monthly expenditure is above 5000.

7. Awareness source about Big Bazaar

Table-7: Awareness on Big Bazaar

Source No of respondents PercentageTV advertisements 83 41%

Hoardings 11 5%News Papers 33 17%

Family/FriendsSuggestions

42 21%

Pamphlet 25 13%Others 6 3%Total 200 100%

Figure-8: Awareness on Big Bazaar

42%

6%17%

21%

13%3%

TV AdvertisementsHoardingsNewspapersFamily/Friends suggestionsPamphletothers

Interpretation:

From the above analysis, 41% respondents areattracted by TV advertisements, 5% respondents are attractedby Hoardings, 17% respondents are attracted by Newspapers,21% respondents are attracted by family/Friends Suggestions,13% are attracted by pamphlets and 3% are attracted byothers.

8. Rating of store assistant’s

Table-8: Rating

Rating of storeassistant’s

No of respondents Percentage

Excellent 37 18%Good 34 17%

Average 89 45%

Satisfied 22 11%Unsatisfied 18 9%

Total 200 100%

Figure-8: Rating on store Assistants

19%

17%

45%

11%

9%

No of respondents

ExcellentGoodAverageSatisfiedUnsatisfied

Interpretation:

From the above analysis, 18% respondents are excellent, 17%respondents are good, 45% respondents are average,11%respondents are satisfied and 9% respondents are unsatisfiedfor the Store Assistant’s service.

9. Receiving messages for offers

Table-9: Receiving Messages

Receiving Messages No of respondents PercentageYes 112 56%No 40 20%

Sometimes 48 24%Total 200 100%

Figure-9: Receiving Messages

56%

20%

24%

YesNoSometimes

Interpretation: From the above analysis, 56% respondents are receiving message, 20% respondents are not receiving messages and 245 respondents are receiving messages sometimes.

10. Aware of Customer Seva Desk

Table-10: Awareness

Aware of CSD No of respondents PercentageYes 168 84%No 32 16%

Total 200 100%

Figure-10: Awareness

84%

16%

YesNo

Interpretation:

From the above analysis, 84% respondents are awareof Customer Seva Desk and 16% are not aware of Customer SevaDesk.

11. Rating of Customer Seva Desk

Table-11: Rating

Rating of storeassistant’s

No of respondents Percentage

Excellent 28 14%Good 34 17%

Average 66 33%Satisfied 57 28%Unsatisfied 15 8%

Total 200 100%

Figure-11: Rating

14%

17%

33%

29%

8%

ExcellentGoodAverageSatisfiedUnsatisfied

Interpretation:

From the above analysis, 14% respondents are excellent, 17%respondents are good, 33% respondents are average, 28%respondents are satisfied and 8% respondents are unsatisfiedfor the Customer Seva Desk.

12. Complaints frequently faced by respondents

Table-12: Complaints

Complaints No of respondents PercentageMismatching of

price38 19%

Size problem ofmerchandise

84 42%

Damage ofMerchandise

35 17%

Others 43 22%Total 200 100%

Figure-12: Complaints

19%

42%

18%

22%

Mismatching of priceSize problem of merchandiseDamage of merchandiseOthers

Interpretation:

From the above analysis, 19% respondents are complaint on mismatching of price, 42% are complaint on Size problem of the merchandise, 17% respondents are complaint on damage of merchandise and 22% are complaint on others.

13. Response for Complaints

Table-13: Response about the complaints

Response onComplaints

No of respondents Percentage

Excellent 21 10%Good 27 14%

Average 70 35%Satisfied 62 31%Unsatisfied 20 10%

Total 200 100%

Figure-13: Response on Complaints

11%

14%

35%

31%

10%

ExcellentGoodAverageSatisfiedUnsatisfied

Interpretation:

From the above analysis, 10% respondents are excellent, 14%respondents are good, 35% respondents are average, 31%respondents are satisfied and 10% respondents areunsatisfied for the response on the complaints.

14. Respondents aware of Pay Back Card

Table-14: Aware of Pay Back card

Aware of Pay BackCard

No of respondents Percentage

Yes 155 77%No 45 23%

Total 200 100%

Figure-14: Aware of Pay Back Card

78%

23%

YesNo

Interpretation:

From the above analysis, 77% respondents are aware of Pay Back Card and 23% respondents are not aware of Pay Back Card.

15. Respondents rating for Pay Back Card

Table-15: Rating for Pay Back card

Rating for PayBack Card

No of respondents Percentage

Excellent 28 18%Good 72 47%

Average 30 19%Satisfied 25 16%Unsatisfied 0 0%

Total 155 100%

Figure-15: Rating for Pay Back card

18%

46%

19%

16%

ExcellentGood AverageSatisfiedUnsatisfied

Interpretation:

From the above analysis, 18% respondents areexcellent, 47% respondents are good, 19% respondents areaverage, 16% respondents are satisfied and 0% respondentsare unsatisfied for the Pay Back Card.

16. Respondents aware of T24 SIM Card

Table-16: Aware of T24 SIM Card

Aware of T24 SIMCard

No of respondents Percentage

Yes 121 60%No 79 40%

Total 200 100%

Figure-16: Aware of T24 SIM Card

61%

40%

Yes No

Interpretation:

From the above analysis, 60% respondents are aware of T24 SIM card and 40% respondents are not aware of T24 SIM card.

17. Respondents rating for T24 Services

Table-17: Rating for T24 Services

Rating for PayBack Card

No of respondents Percentage

Excellent 14 11%Good 48 40%

Average 39 32%Satisfied 18 15%Unsatisfied 2 2%

Total 121 100%

Figure -17: Rating for T24 services

12%

40%32%

15%

2%

ExcellentGood AverageSatisfiedUnsatisfied

Interpretation:

From the above analysis, 11% respondents areexcellent, 40% respondents are good, 32% respondents areaverage, 15% respondents are satisfied and 2% respondentsare unsatisfied for the T24 SIM Card service.

18. Respondents awareness about Profit Club Card

Table-18: Awareness on Profit Club card

Aware of ProfitClub Card

No ofrespondents

Percentage

Yes 155 77%No 45 23%

Total 200 100%

Figure-18: Awareness on Profit Club card

44%

56%

YesNo

Interpretation:

From the above analysis, 44% respondents are aware of Profit Club Card and 56% are not aware of Profit Club card.

19. Respondents rating on Profit Club Card

Table-19: Rating on Profit Club Card

Rating for Profit No of respondents Percentage

Club Card

Excellent 12 14%Good 16 18%

Average 22 25%Satisfied 30 34%Unsatisfied 8 9%

Total 88 100%

Figure-19: Rating on Profit Club Card

14%

18%

25%

34%

9%

ExcellentGood AverageSatisfiedUnsatisfied

Interpretation:

From the above analysis, 14% respondents are excellent, 18%respondents are good, 25% respondents are average, 34%respondents are satisfied and 9% respondents are unsatisfiedfor the Profit Club Card service.

20. Respondents recommend to others

Table-20: Recommended to Others

Recommend No of Respondents PercentageYes 85 42%No 5 3%

Sometimes 110 55%Total 200 100%

Figure-20: Recommended to Others

43%

3%

55%

YesNoSometimes

Interpretation:

From the above analysis, 42% respondents are recommended to others, 3% respondents are not recommended toothers and 55% respondents are recommending to others for sometimes.

21. Respondents Level of Satisfaction on Big Bazaar

Table-21: Level of Satisfaction

Level ofsatisfaction

No of respondents Percentage

Extremely satisfied 85 42%Satisfied 97 49%

Dissatisfied 18 9%Extremely

Dissatisfied0 0%

Total 200 100%

Figure-21: Level of Satisfaction

43%

49%

9%

Extemely satisfiedSatisfiedDissatisfiedExtremely dissatisfied

Interpretation:

From the above analysis, 42% respondents are extremelysatisfied, 49% respondents are satisfied, 9% respondents aredissatisfied, 0% respondents are extremely dissatisfied and9% respondents are unsatisfied for the overall satisfactionlevel of Big Bazaar.

FINDINGS

65% of customers are satisfied with themembership card.

21% of customers are satisfied withT24sim loyalty programme.

55% of customers are satisfied with theresponse towards complaints.

72% 0f customers are satisfied with thehelpline facilities provided by CSD.

60% 0f customers are satisfied with theavailable products of Bigbazaar.

SUGGESTIONS

Make the branded products available for the customers.

Providing the service in time and fullfilthe customers need.

Providing more information about T24sim. Provide more staff to assist the customer.

QuestionnaireRespected sir/madam,

Please spare some time to this survey The survey will help us to gathermore information to make our projectName:……………. . Gender:………………Age:……………. Occupation:……………..

1) What made you to be aware of Big Bazaar?A)Print Media B)Electronic Media C)Friends D)Others

2) How would you rate the available products in Big Bazaar?A)Excellent B)Good C)Average D)Poor

3) Why did you prefer the Big Bazaar?A)Customer service B)price C)Available of products D)Quality

4) State the level of help line facilities provided by customer service desk in Big Bazaar?A)Excellent B)Good C)Average D)Poor

5) How is the response towards the complaints? A)Excellent B)Good C)Average D)Poor

6) State the level of performance and experience of the service provided by Big Bazaar?A)Excellent B)Good C)AverageD)Poor

7) What is your opinion about MENBERSHIP Card?

A)Excellent B)Good C)Average D)Poor

8). Do you have T24 SIM, is it useful to you?A)Yes, it is beneficial B)Yes, it is not good C)NO

9).Are you satisfied with the following services provided byBig Bazaar?

10).What is your overall experience in Big Bazaar?

A)Highly satisfied B)Satisfied C)Dissatisfied

C HAPTER 6

Services YES NOBaggage counterFree gift counterParking area

QUESTIONNAIRE BIBLIOGRAPHY

BIBILIOGRAPHY

BOOKS AUTHOR PUBLISERS

PRINCIPLES OF MARKETING PHILIP KOTLER PEARSON

CRM PHILIP KOTLER PEARSON

CRM, AT THE SPEED OF LIGHT GREENBERG, PAUL MEGRAHILL

WEB SITES:

GOOGLE SEARCH

WWW.FUTUREBYTES.COM

WWW.PANTHALOONS.COM

WWW.FUTUREGROUP.COM