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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 Bazaarwith 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 DrA.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
Professorand 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: page no:

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 Gender
2 Table-2 Age
3 Table-3 Occupation
4 Table-4 Factors attracting respondents
5 Table-5 Availing Big Bazaar services
6 Table-6 Monthly Expenditure
7 Table-7 Awareness on Big Bazaar
8 Table-8 Rating on store Assistants
9 Table-9 Receiving messages for offers
10 Table-10 Aware of Customer seva desk
11 Table-11 Rating on Customer seva desk
12 Table-12 Complaints frequently faced by respondents
13 Table-13 Response on complaints
14 Table-14 Aware of Pay back card
15 Table-15 Rating on Pay back card
16 Table-16 Aware of T24 SIM card
17 Table-17 Rating on T24 SIM card
18 Table-18 Aware of Profit club card
19 Table-19 Rating on Profit club card
20 Table-20 Recommended to others
21 Table-21 Level of satisfaction







S.No Figure
Number
Figure Name Page Number
1 Figure-1 Gender
2 Figure-2 Age
3 Figure-3 Occupation
4 Figure-4 Factors attracting respondents
5 Figure-5 Availing Big Bazaar services
6 Figure-6 Monthly Expenditure
7 Figure-7 Awareness on Big Bazaar
8 Figure-8 Rating on store Assistants
9 Figure-9 Receiving messages for offers
10 Figure-10 Aware of Customer seva desk
11 Figure-11 Rating on Customer seva desk
12 Figure-12 Complaints frequently faced by respondents
13 Figure-13 Response on complaints
14 Figure-14 Aware of Pay back card
15 Figure-15 Rating on Pay back card
16 Figure-16 Aware of T24 SIM card
17 Figure-17 Rating on T24 SIM card
18 Figure-18 Aware of Profit club card
19 Figure-19 Rating on Profit club card
20 Figure-20 Recommended to others
21 Figure-21 Level of satisfaction



















INTRODUCTION
Customer relationship management
Customer relationship management(CRM) is a widely implemented model for managing a
companys interactions with customers, clients, and sales prospects. It involves using technology
to organize, automate, and synchronize business processesprincipally sales activities, but also
those for marketing, customerservice, and technicalsupport.The overall goals are to find, attract,
and win new clients; nurture and retain those the company already has; entice former clients
back into the fold; and reduce the costs of marketing and client service.Customer relationship
management describes a company-wide business strategy including customer-interface
departments as well as other departments. Measuring and valuing customer relationships is
critical to implementing this strategy.

Benefits of Customer Relationship Management
A Customer Relationship Management system may be chosen because it is thought to provide
the following advantages:
Quality and efficiency
Decrease in overall costs

Challenges
Successful development, implementation, use and support of customer relationship management
systems can provide a significant advantage to the user, but often there are obstacles that obstruct




the user from using the system to its full potential. Instances of a CRM attempting to contain a
large, complex group of data can become cumbersome and difficult to understand for ill-trained
users. The lack of senior management sponsorship can also hinder the success of a new CRM
system. Stakeholders must be identified early in the process and a full commitment is needed
from all executives before beginning the conversion. But the challenges faced by the company
will last longer for the convenience of their customers.
Additionally, an interface that is difficult to navigate or understand can hinder the CRMs
effectiveness, causing users to pick and choose which areas of the system to be used, while
others may be pushed aside. This fragmented implementation can cause inherent challenges, as
only certain parts are used and the system is not fully functional. The increased use of customer
relationship management software has also led to an industry-wide shift in evaluating the role of
the developer in designing and maintaining its software. Companies are urged to consider the
overall impact of a viable CRM software suite and the potential for good or bad in its use.

Complexity
Tools and workflows can be complex, especially for large businesses. Previously these tools
were generally limited to simple CRM solutions which focused on monitoring and recording
interactions and communications. Software solutions then expanded to embrace deal tracking,
territories, opportunities, and the sales pipeline itself. Next came the advent of tools for other
client-interface business functions, as described below. These tools have been, and still are,
offered as on-premises software that companies purchase and run on their own IT infrastructure.

Poor usability
One of the largest challenges that customer relationship management systems face is
poor usability. With a difficult interface for a user to navigate, implementation can be
fragmented or not entirely complete.
The importance of usability in a system has developed over time.Customers are likely not as
patient to work through malfunctions or gaps in user safety, and there is an expectation that the
usability of systems should be somewhat intuitive: it helps make the machine an extension of
the way I think not how it wants me to think.
An intuitive design can prove most effective in developing the content and layout of a customer
relationship management system. Two 2008 case studies show that the layout of a system
provides a strong correlation to the ease of use for a system and that it proved more beneficial for
the design to focus on presenting information 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 that is usable.
In many cases, the growth of capabilities and complexities of systems has hampered the usability
of a customer relationship management system. An overly complex computer system can result
in an equally complex and non-friendly user interface, thus not allowing the system to work as
fully intended.This bloated software can appear sluggish and/or overwhelming to the user,
keeping the system from full use and potential. A series of 1998 research indicates that each item
added to an information display can significantly affect the overall experience of the user.

Fragmentation
Often, poor usability can lead to implementations that are fragmented isolated initiatives by
individual departments to address their own needs. Systems that start disunited usually stay that
way: [soloed thinking] and decision processes frequently lead to separate and incompatible
systems, and dysfunctional processes.
A fragmented implementation can negate any financial benefit associated with a customer
relationship management system, as companies choose not to use all the associated features
factored when justifying the investment. Instead, it is important that support for the CRM system
is companywide. The challenge of fragmented implementations may be mitigated with
improvements in late-generation CRM systems.

Business reputation
Building and maintaining a strong business reputation has become increasingly challenging. The
outcome of internal fragmentation that is observed and commented upon by customers is now
visible to the rest of the world in the era of the social customer; in the past, only employees or
partners were aware of it. Addressing the fragmentation requires a shift in philosophy and mind-
set in an organization so that everyone considers the impact to the customer of policy, decisions
and actions. Human response at all levels of the organization can affect the customer experience
for good or ill. Even one unhappy customer can deliver a body blow to a business.
Some developments and shifts have made companies more conscious of the life-cycle of a
customer relationship management system. Companies now consider the possibility of brand
loyalty and persistence of its users to purchase updates, upgrades and future editions of software.
Additionally, CRM systems face the challenge of producing viable financial profits, with a 2002
study suggesting that less than half of CRM projects are expected to provide a significant return




on investment. Poor usability and low usage rates lead many companies to indicate that it was
difficult to justify investment in the software without the potential for more tangible gains.

Security, privacy and data security concerns
One function of CRM is to collect information about clients. It is important to consider the
customers' need for privacy and data security. Close attention should be paid to relevant laws and
regulations. Vendors may need to reassure clients that their data not be shared with third parties
without prior consent, and that illegal access can be prevented.
A large challenge faced by developers and users is found in striking a balance between ease of
use in the CRM interface and suitable and acceptable security measures and features.
Corporations investing in CRM software do so expecting a relative ease of use while also
requiring that customer and other sensitive data remain secure. This balance can be difficult, as
many believe that improvements in security come at the expense of system usability.
Research and study show the importance of designing and developing technology that balances a
positive user interface with security features that meet industry and corporate standards. A 2002
study shows, however, that security and usability can coexist harmoniously. In many ways, a
secure CRM system can become more usable.
Researchers have argued that, in most cases, security breaches are the result of user-error (such
as unintentionally downloading and executing a computer virus). In these events, the computer
system acted as it should in identifying a file and then, following the users orders to execute the
file, exposed the computer and network to a harmful virus. Researchers argue that a more usable
system creates less confusion and lessens the amount of potentially harmful errors, in turn
creating a more secure and stable CRM system.
Technical writers can play a large role in developing content management systems that are
secure and easy to use. A series of 2008 research shows that CRM systems, among others, need
to be more open to flexibility of technical writers, allowing these professionals to become
content builders.These professionals can then gather information and use it at their preference,
developing a system that allows users to easily access desired information and is secure and
trusted by its users.

Types/variations




Sales force automation
Sales force automation (SFA) involves using software to streamline all phases of the sales
process, minimizing the time that sales representatives need to spend on each phase. This allows
a business to use fewer sales representatives to manage their clients. At the core of SFA is
a contact management system for tracking and recording every stage in the sales process for each
prospective client, from initial contact to final disposition. Many SFA applications also include
insights into opportunities, territories, sales forecasts and workflow automation.

Marketing
CRM systems for marketing help the enterprise identify and target potential clients and generate
leads for the sales team. A key marketing capability is tracking and measuring multichannel
campaigns, including email, search, social media, telephone and direct mail. Metrics monitored
include clicks, responses, leads, deals, and revenue. Alternatively, Prospect Relationship
Management (PRM) solutions offer to track customer behaviour and nurture them from first
contact to sale, often cutting out the active sales process altogether.
In a web-focused marketing CRM solution, organizations create and track specific web activities
that help develop the client relationship. These activities may include such activities as free
downloads, online video content, and online web presentations.

Customer service and support
CRM software provides a business with the ability to create, assign and manage requests made
by customers. An example would be Call Center software which helps to direct a customer to the
agent who can best help them with their current problem. Recognizing that this type of service is
an important factor in attracting and retaining customers, organizations are increasingly turning
to technology to help them improve their clients experience while aiming to increase efficiency
and minimize costs. CRM software can also be used to identify and reward loyal customers
which in turn will help customer retention. Even so, a 2009 study revealed that only 39% of
corporate executives believe their employees have the right tools and authority to solve client
problems.
Appointment
Creating and scheduling appointments with customers is a central activity of most customer
oriented businesses. Sales, customer support, and service personnel regularly spend a portion of
their time getting in touch with customers and prospects through a variety of means to agree on a
time and place for meeting for a sales conversation or to deliver customer service. Appointment




CRM is a relatively new CRM platform category in which an automated system is used to offer a
suite of suitable appointment times to a customer via e-mail or through a web site. An automated
process is used to schedule and confirm the appointment, and place it on the appropriate person's
calendar. Appointment CRM systems can be an origination point for a sales lead and are
generally integrated with sales and marketing CRM systems to capture and store the interaction.

Analytics
Relevant analytics capabilities are often interwoven into applications for sales, marketing, and
service. These features can be complemented and augmented with links to separate, purpose-
built applications for analytics and business intelligence. Sales analytics let companies monitor
and understand client actions and preferences, through sales forecasting and data quality.
Marketing applications generally come with predictiveanalytics to improve segmentation and
targeting, and features for measuring the effectiveness of online, offline, and search marketing
campaigns. Web analytics have evolved significantly from their starting point of merely tracking
mouse clicks on Web sites. By evaluating buy signals, marketers can see which prospects are
most likely to transact and also identify those who are bogged down in a sales process and need
assistance. Marketing and finance personnel also use analytics to assess the value of multi-
faceted programs as a whole.
These types of analytics are increasing in popularity as companies demand greater visibility into
the performance of call centers and other service and support channels, in order to correct
problems before they affect satisfaction levels. Support-focused applications typically include
dashboards similar to those for sales, plus capabilities to measure and analyze response times,
service quality, agent performance, and the frequency of various issues.

Integrated/collaborative
Departments within enterprises especially large enterprises tend to function with little
collaboration. More recently, the development and adoption of these tools and services have
fostered greater fluidity and cooperation among sales, service, and marketing. This finds
expression in the concept of collaborative systems that use technology to build bridges between
departments. For example, feedback from a technical support center can enlighten marketers
about specific services and product features clients are asking for. Reps, in their turn, want to be
able to pursue these opportunities without the burden of re-entering records and contact data into
a separate SFA system.





Small business
For small business, basic client service can be accomplished by a contact manager system: an
integrated solution that lets organizations and individuals efficiently track and record
interactions, including emails, documents, jobs, faxes, scheduling, and more. These tools usually
focus on accounts rather than on individual contacts. They also generally include opportunity
insight for tracking sales pipelines plus added functionality for marketing and service. As with
larger enterprises, small businesses may find value in online solutions, especially for mobile
and telecommuting workers.

Social media
Social media sites like Twitter, LinkedIn, Facebook and Google Plus are amplifying the voice of
people in the marketplace and are having profound and far-reaching effects on the ways in which
people buy. Customers can now research companies online and then ask for recommendations
through social media channels, as well as share opinions and experiences on companies, products
and services. As social media is not as widely moderated or censored as mainstream media,
individuals can say anything they want about a company or brand, positive or negative.
Increasingly, companies are looking to gain access to these conversations and take part in the
dialogue. More than a few systems are now integrating to social networking sites. Social media
promoters cite a number of business advantages, such as using online communities as a source of
high-quality leads and a vehicle for crowd sourcing solutions to client-support problems.
Companies can also leverage client stated habits and preferences to "Hypertargeting" their sales
and marketing communications.
Some analysts take the view that business-to-business marketers should proceed cautiously when
weaving social media into their business processes. These observers recommend careful market
research to determine if and where the phenomenon can provide measurable benefits for client
interactions, sales and support. It is statedthat people feel their interactions are peer-to-peer
between them and their contacts, and resent company involvement, sometimes responding with
negatives about that company.

Non-profit and membership-based
Systems for non-profit and membership-based organizations help track 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 analysts take the view that business-to-business
marketers should proceed cautiously when weaving social media into their business processes.
These observers recommend for the careful market research.



Strategy
For larger-scale enterprises, a complete and detailed plan is required to obtain the funding,
resources, and company-wide support that can make the initiative of choosing and implementing
a system successfully. Benefits must be defined, risks assessed, and cost quantified in three
general areas:
Processes: Though these systems have many technological components, business processes
lie at its core. It can be seen as a more client-centric way of doing business, enabled by
technology that consolidates and intelligently distributes pertinent information about clients,
sales, marketing effectiveness, responsiveness, and market trends. Therefore, a company
must analyse its business workflows and processes before choosing a technology platform;
some will likely need re-engineering to better serve the overall goal of winning and
satisfying clients. Moreover, planners need to determine the types of client information that
are most relevant, and how best to employ them.
People: For an initiative to be effective, an organization must convince its staff that the new
technology and workflows will benefit employees as well as clients. Senior executives need
to be strong and visible advocates who can clearly state and support the case for change.
Collaboration, teamwork, and two-way communication should be encouraged across
hierarchical boundaries, especially with respect to process improvement.
Technology: In evaluating technology, key factors include alignment with the companys
business process strategy and goals, including the ability to deliver the right data to the right
employees and sufficient ease of adoption and use. Platform selection is best undertaken by a
carefully chosen group of executives who understand the business processes to be automated
as well as the software issues. Depending upon the size of the company and the breadth of
data, choosing an application can take anywhere from a few weeks to a year or more.





Implementation
Implementation issues
Increases in revenue, higher rates of client satisfaction, and significant savings in operating costs
are some of the benefits to an enterprise. Proponents emphasize that technology should be
implemented only in the context of careful strategic and operational planning. Implementations
almost invariably fall short when one or more facets of this prescription are ignored:
Poor planning: Initiatives can easily fail when efforts are limited to choosing and deploying
software, without an accompanying rationale, context, and support for the workforce. In
other instances, enterprises simply automate flawed client-facing processes rather than
redesign them according to best practices.
Poor integration: For many companies, integrations are piecemeal initiatives that address a
glaring need: improving a particular client-facing process or two or automating a favored
sales or client support channel. Such point solutions offer little or no integration or
alignment with a companys overall strategy. They offer a less than complete client view and
often lead to unsatisfactory user experiences.
Toward a solution: overcoming siloed thinking. Experts advise organizations to recognize
the immense value of integrating their client-facing operations. In this view, internally
focused, department-centric views should be discarded in favor of reorienting processes
toward information-sharing across marketing, sales, and service. For example, sales
representatives need to know about current issues and relevant marketing promotions before
attempting to cross-sell to a specific client. Marketing staff should be able to leverage client
information from sales and service to better target campaigns and offers. And support agents
require quick and complete access to a clients sales and service history.

Adoption issues
Historically, the landscape is littered with instances of low adoption rates. Many of the
challenges listed above offer a glimpse into some of the obstacles that corporations
implementing a CRM suite face; in many cases time, resources and staffing do not allow for the
troubleshooting necessary to tackle an issue and the system is shelved or sidestepped instead.
Why is it so difficult sometimes to get employees up to date on rapidly developing new
technology? Essentially, your employees need to understand how the system works, as well as
understand the clients and their needs. No doubt this process is time consuming, but it is well
worth the time and effort, as you will be better able to understand and meet the needs of your




clients. CRM training needs to cover two types of information: relational knowledge and
technological knowledge.

Statistics
In 2003, a Gartner report estimated that more than $1 billion had been 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, less than 40% of 1,275 participating
companies had end-user adoption rates above 90 %. Additionally, many corporations only use
CRM systems on a partial or fragmented basis, thus missing opportunities for effective
marketing and efficiency.
In a 2007 survey from the UK, four-fifths of senior executives reported that their biggest
challenge is getting their staff to use the systems they had installed. Further, 43% of respondents
said they use less than half the functionality of their existing system; 72% indicated they would
trade functionality for ease of use; 51% cited data synchronization as a major issue; and 67%
said that finding time to evaluate systems was a major problem. With expenditures expected to
exceed $11 billion in 2010, enterprises need to address and overcome persistent adoption
challenges.

The amount of time needed for the development and implementation of a customer relationship
management system can prove costly to the implementation as well. Research indicates that
implementation timelines that are greater than 90 days in length run an increased risk in the
CRM system failing to yield successful results.

Increasing usage and adoption rates
Specialists offer these recommendations for boosting adoptions rates and coaxing users to blend
these tools into their daily workflow:
Additionally, researchers found the following themes were common in systems that users
evaluated favourably. These positive evaluations led to the increased use and more thorough
implementation of the CRM system. Further recommendations include
Breadcrumb Trail: This offers the user a path, usually at the top of a web or CRM page, to
return to the starting point of navigation. This can prove useful for users who might find
themselves lost or unsure how they got to the current screen in the CRM.




Readily available search engine boxes: Research shows that users are quick to seek
immediate results through the use of a search engine box. A CRM that uses a search box will
keep assistance and immediate results quickly within the reach of a user.
Help Option Menu: An outlet for quick assistance or frequently asked questions can provide
users with a lifeline that makes the customer relationship management software easier to use.
Researchers suggest making this resource a large component of the CRM during the
development stage.
A larger theme is found in that the responsiveness, intuitive design and overall usability of a
system can influence the users opinions and preferences of systems.
Researchers noted a strong correlation between the design and layout of a user interface and the
perceived level of trust from the user. The researchers found that users felt more comfortable on
a system evaluated as usable and applied that comfort and trust into increased use and adoption.

Help menus
One of the largest issues surrounding the implementation and adoption of a CRM comes in the
perceived lack of technical and user support in using the system. Individual users and large
corporations find themselves equally stymied by a system that is not easily understood.
Technical support in the form of a qualified and comprehensive help menu can provide
significant improvement in implementation when providing focused, context-specific
information.
Data show that CRM users are often unwilling to consult a help menu if it is not easily accessible
and immediate in providing assistance. A 1998 case study found that users would consult the
help menu for an average of two or three screens, abandoning the assistance if desired results
werent found by that time.
Researchers believe that help menus can provide assistance to users through introducing
additional screenshots and other visual and interactive aids. A 2004 case study concluded that the
proper use of screenshots can significantly support a users developing a mental model of the
program and help in identifying and locating window elements and objects. This research
concluded that screen shots allowed users to learn more, make fewer mistakes, and learn in a
shorter time frame, which can certainly assist in increasing the time frame for full
implementation of a CRM system with limited technical or human support.
Experts have identified five characteristics to make a help menu effective:
context-specific the help menu contains only the information relevant to the topic that is
being discussed or sought




useful in conjunction with being context-specific, the help menu must be
comprehensive in including all of the information that the user seeks
obvious to invoke the user must have no trouble in locating the help menu or how to
gain access to its contents
non-intrusive the help menu must not interfere with the users primary path of work and
must maintain a distance that allows for its use only when requested
easily available the information of the help menu must be accessible with little or few
steps required


Needof the Study:
1. The current study intends to know the customers relationshipmanagement 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 investors. 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 BigBazaar.
3. To know about the customer service desk(CSD) services provided by the
BigBazaar to maintain CRM.
4. To know,what methods BigBazaar using to maintain CRM.



RESEARCH DESIGN

Research
Investigation and analysis focused on a better or fuller understanding of a subject, phenomenon or a
basis law of nature instead of on a specific practical application of the results.
Collection of data
Generating or bringing information that has been systematically 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 two important sources
1. Primary Data

2. Secondary Data





Primary Data
The primary data are those, which are collected afresh and for the 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 through questionnaires.


Secondary Data
The secondary data, on the other hand, are those which have already been collected by someone
else and which have already been passed through the statistical process.
Usually secondary data available in various publications of the central, state are local governments,
technical and trade journals, reports and historical documents and other sources of published
information.
































CHAPTER-II
INDUSTRY PROFILE


















Profile of Future Group

As Indias leading multi-format retailer Future Group inspires trust through innovative offerings,
quality products and affordable prices that help customers achieve a better quality of life every
day.

Future Group comprises operating businesses in three sectors: Retail, Allied Services and
Finance. Leveraging a strong understanding and knowledge of Indian consumer preferences,
habits and aspirations, we have built some of the most respected retail brands in the
country. Our retail business across the value and lifestyle segments focuses on 4 key
consumption verticals: food, fashion, general merchandise and home.

RETAIL

FINANCE







SERVICE


Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of Indias leading
business houses with multiple businesses spanning across the consumption space. While retail
forms the core business activity of Future Group, group subsidiaries are present in consumer
finance, capital, insurance, leisure and entertainment, brand development, retail real estate
development, retail media and logistics..

Future Value Retail Limited is a wholly owned subsidiary of Pantaloon Retail (India)
Limited. This entity has been created keeping in mind the growth and the current size of the
companys value retail business, led by its format divisions, Big Bazaar and Food Bazaar.

The company operates 120 Big Bazaar stores, 170 Food Bazaar stores, among other formats,
in over 70 cities across the country, covering an operational retail space of over 6 million
square feet. As a focussed entity driving the growth of the group's value retail business,
Future Value Retail Limited will continue to deliver more value to its customers, supply
partners, stakeholders and communities across the country 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 EZone
focussed 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 Indias leading retailer that operates multiple retail
formats in both the value and lifestyle segment of the Indian consumer market.




Headquartered in Mumbai (Bombay), the company operates over 16 million square feet of
retail space, has over 1000 stores across 73 cities in India and employs over 30,000 people.

The groups speciality retail formats include supermarket chain - Food Bazaar, sportswear
retailer - Planet Sports, electronics retailer - eZone, home improvement chain -Home Town
and rural retail chain - Aadhaar, among others. It also operates popular shopping portal -
www.futurebazaar.com.

Future Group believes in developing strong insights on Indian consumers and building
businesses based on Indian ideas, as espoused in the groups core value of Indianans. The
groups corporate credo is, Rewrite rules, Retain values.

FUTURE GROUP MANIFESTO
"Future" - the word which signifies optimism, growth, achievement, strength, beauty, rewards
and perfection. Future encourages us to explore areas yet unexplored, write rules yet unwritten;
create new opportunities and new successes. To strive for a glorious future brings to us our
strength, our ability to learn, unlearn 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...

FUTURE GROUP VISION
Future Group shall deliver Everything, Everywhere, Everytime for Every Indian Consumer in
the most profitable manner.
FUTURE 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.
CORE VALUES
Indianness: 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 Companies
Retail

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 complete retailing solutions for all
products and services related to home building and home improvement. The key product
categories are Consumer Durable & Electronics (CDE), Furniture, Home furnishing & decor,
Home improvement and Home services. HSRIL operates 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 and IPRs (Intellectual Property Rights).

Future Media (India) Limited

Future Media (India) Limited (FMIL) was incorporated as the Groups media venture aimed
at creation of media properties in the ambience of consumption and thus offers active
engagement to brands and consumers. FMIL offers relevant engagement through its media
properties like Visual Spaces, Print, Radio, Television and Activation.

Future Supply Chains Solutions Limited

Future Supply Chains Solutions Limited (FSCSL) has been incorporated as a separate entity
and is involved in the business of providing logistics, transportation and warehousing
services for all group companies and third-parties.

Future Axiom Telecom Limited





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

Pantaloon Food Product (India) Limited (PFPIL) was incorporated with the object of sourcing
and backward integration of food business of the Company. PFPIL has sourcing and
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 business process outsourcing and knowledge process outsourcing.


Future Capital Holdings Limited

Future Capital Holdings Limited (FCH) was formed to manage the financial services
business of Pantaloon Retail (India) Limited and other group entities. FCH is one of the
fastest growing financial services company in India, with presence in Asset Advisory, Retail
Financial Services and Proprietary Research. The company operates a consumer finance
retail format, Future Money and manages assets worth over US$ 1 Billion through
Indivision, Kshitij, Horizon and Future Hospitality Funds. FCH subsidiary companies
include Kshitij Investment Advisory Company Ltd., Ambit Investment Advisory Company
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 conduct the business of life insurance in India, which
comprises of whole life insurance, endowment insurance, double benefit and multiple
benefits insurance etc. The approval for carrying on Life Insurance Business has been
received from the IRDA in September, 2007.

Futurebazaar India Limited





Futurebazaar India Limited (FBIL) is set up as the e-Retailing arm 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 shopping portals in India. It was awarded
with the Best Indian Website award, in the shopping category, by the PC World Indian
Website Awards.

Staples Future Office Products Private Limited

Staples Future Office Products Private Limited (SFOPPL) was incorporated on January,
2007 and is involved in the business of dealing in all kinds of office supplies, office
equipments and products. SFOPPL is a joint venture between the Company and Staples Asia
Investment Limited (a subsidiary of Staples Inc USA). The companys first retail outlet
opened in Bangalore 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 Bazaar





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

History
Big Bazaar was launched in September, 2001 with the opening of its first four stores
in Calcutta, Indore, Bangalore and Hyderabad in 22 days. Within a span of ten years, there are
now 161 Big Bazaar stores in 90 cities and towns across India.
Big Bazaar was started by Kishore Biyani, the Group CEO and Managing Director of Pantaloon
Retail India. Though Big Bazaar was launched purely as a fashion format including apparel,
cosmetics, accessory and general merchandise, over the years Big Bazaar has included a wide
range of products and service offerings under their retail chain. The current formats include Big
Bazaar, Food Bazaar, Electronic Bazaar and Furniture Bazaar. The inspiration behind this entire
retail format was from Saravana Stores, a local store in T. Nagar, Chennai
The stores are customized to provide the feel of mandis and melas while offering the modern
retail features like Quality, Choice and Convenience. As the modern Indian family's favorite
retail 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:
'IsseSastaAurAcchaKahinNahin'.






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 of
categories led primarily by fashion and food products.
Food Bazaar, a supermarket format was incorporated within Big Bazaar in 2002 and is now
present within every Big Bazaar as well as in independent locations. A typical Big Bazaar is
spread across around 50,000 square feet (4,600 m
2
) of retail space. While the larger metropolises
have Big Bazaar Family centres measuring between 75,000 square feet (7,000 m
2
) and 160,000
square feet (15,000 m
2
), Big Bazaar Express stores in smaller towns measure around 30,000
square feet (2,800 m
2
).
Big Bazaar has the facility to purchase products online through its official web page, and offers
free shipping on some of their products.

Innovations

Wednesday Bazaar
Big Bazaar introduced the Wednesday Bazaar concept and promoted it as HafteKaSabseSasta
Din. It was mainly to draw customers to the stores on Wednesdays, when least number of
customers are observed. According to the chain, the aim of the concept is "to give homemakers
the power to save the most and even the stores in the city don a fresh look to make customers
feel that it is their day".
SabseSasta Din
With a desire to achieve sales of Rs 26 Crore in a one single day, Big Bazaar introduced the
concept of "SabseSasta Din". The idea was to simply create a day in a year that truly belonged to




Big Bazaar. This was launched on January 26, 2006 and the result was exceptional that police
had to come in to control the mammoth crowd. The concept was such a huge hit that the offer
was increased from one day to three days in 2009 (24 to 26 Jan) and to five days in 2011 (22-26
Jan).
MahaBachat
MahaBachat was started off in 2006 as a single day campaign with attractive promotional offers
across all Big Bazaar stores. Over the years it has grown into a 6 days biannual campaign. It has
attractive offers in all its value formats such as Big Bazaar, Food Bazaar, Electronic Bazaar and
Furniture Bazaar - catering to the entire needs of a consumer.
The Great Exchange Offer
On February 12, 2009 Big Bazaar launched "The Great Exchange Offer", through with the
customers can exchange their old goods in for Big Bazaar coupons. Later, consumers can redeem
these coupons 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 Phoenix
2003
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. Big Bazaar and Food Bazaar
awarded the countrys most admired retailer award in value retailing and food retailing
segment at the India Retail Forum
A day before Diwali, the store at Lower Parel becomes the first to touch Rs 10 million
turnover on a single day.






2005
Initiates the implementation of SAP and pilots a RFID project at its central warehouse in
Tarapur
Launches a unique shopping program: the Big Bazaar Exchange Offer, inviting customers to
exchange household junk at Big Bazaar
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 with a Rs 1,37,367 shopping bill.
The Sangli farmer becomes Big Bazaars largest ever customer.
Big Bazaar launches Shakti, Indias first credit card program tailored for housewives
Navaras the jewellery store launched within Big Bazaar stores

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 York and Emerging Retailer of the Year award at the World
Retail Congress held in Barcelona.


2008
Big Bazaar becomes the fastest growing hypermarket format in the world with the launch of
its 101st store within 7 years of launch
Big Bazaar dons a new look with a fresh new section, Fashion@Big Bazaar
Big Bazaar joins the league of Indias Business Super brands. It is voted among the top ten
service brands in the country in the latest Pitch-IMRB international survey
Big Bazaar initiated the Mega Saving "Monthly Bachat Bazaar" campaign, to provide
exceptional deals on groceries and food items during the first week of every month.





2009
Big Bazaar opens its second store in Assam at Tinsukia
Big Bazaar initiates MahaAnnasantarpane program at its stores in South India a unique
initiative to offer meals to visitors and support local social organizations
Big Bazaar captures almost one-third share in food and grocery products sold through
modern retail in India
Mahendra Singh Dhoni and Asin, youth icons of India, were chosen 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 groups
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 and Most 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 is the largest leather tannery
garrison of Asia
VidyaBalan was chosen as the brand ambassador of Big Bazaar's Price 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 of respondents Percentage
17-25 36 18%
25-35 70 35%
35-45 56 28%
Above 45 38 19%
Total 200 100%

Figure-1: Age group





Interpretation:

From the above analysis,18% respondents are in 17-25 age group, 35% respondents are
in 25-35 age group,28% respondents are in 35-45 age group and 19% respondents are in
above 45 age group.



18%
35%
28%
19%
17-25
25-35
35-45
Above 45





2. Respondents Gender
Table-2: gender

Gender No of respondents Percentage
Male 65 32%
Female 135 68%
Total 200 100%


Figure-2: Gender







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



32%
68%
Male
Female





3. Occupation of respondents

Table-3: Occupation


Occupation No of respondents Percentage
Student 35 17%
Business 33 16%
Job Holders 21 11%
Householders 111 56%
Total 200 100%


Figure-3: Occupation of Respondents






Interpretation:

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

17%
16%
11%
56%
Student
Business
Job Holders
House holders





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



Interpretation:

From the above analysis,18% respondents are attracted forlow price,17% respondents are
attracted for good quality, 15% respondents are attractedfor service,28% respondents are
attracted for offers and 22% respondents are attracted for Discounts.

18%
17%
15%
28%
22%
Low price
Good Quality
Service
Offers
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




Interpretation:

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

16%
28%
21%
35%
Less than 1 year
1-2 years
2-3 years
Above 3 years





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


Interpretation:

From the above analysis, 13% respondentsmonthly expenditure is less than 500,21%
respondentsmonthly expenditure is less than 1000, 27% respondentsmonthly expenditure
is less than 2500, 26% respondentsmonthly expenditure is less than 5000and 13%
respondentsmonthly expenditure is above 5000.
13%
21%
27%
26%
13%
less than 500
less than 1000
less than 2500
less than 5000
above 5000





7. Awareness source about Big Bazaar

Table-7: Awareness on Big Bazaar

Source No of respondents Percentage
TV advertisements 83 41%
Hoardings 11 5%
News Papers 33 17%
Family/Friends Suggestions 42 21%
Pamphlet 25 13%
Others 6 3%
Total 200 100%

Figure-8: Awareness on Big Bazaar




Interpretation:

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



41%
5% 17%
21%
13%
3%
TV Advertisements
Hoardings
Newspapers
Family/Friends
suggestions
Pamphlet
others





8. Rating of store assistants

Table-8: Rating

Rating of store assistants 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




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
unsatisfied for the Store Assistants service.


18%
17%
45%
11%
9%
No of respondents
Excellent
Good
Average
Satisfied
Unsatisfied





9. Receiving messages for offers

Table-9: Receiving Messages

Receiving Messages No of respondents Percentage
Yes 112 56%
No 40 20%
Sometimes 48 24%
Total 200 100%

Figure-9: Receiving Messages




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









56%
20%
24%
Yes
No
Sometimes







10. Aware of Customer Seva Desk

Table-10: Awareness

Aware of CSD No of respondents Percentage
Yes 168 84%
No 32 16%
Total 200 100%

Figure-10: Awareness




Interpretation:

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








84%
16%
Yes
No





11. Rating of Customer Seva Desk

Table-11: Rating


Rating of store assistants 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



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
unsatisfied for the Customer Seva Desk.


14%
17%
33%
28%
8%
Excellent
Good
Average
Satisfied
Unsatisfied





12. Complaints frequently faced by respondents
Table-12: Complaints
Complaints No of respondents Percentage
Mismatching of price 38 19%
Size problem of
merchandise
84 42%
Damage of Merchandise 35 17%
Others 43 22%
Total 200 100%


Figure-12: Complaints


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.


19%
42%
17%
22%
Mismatching of price
Size problem of
merchandise
Damage of merchandise
Others





13. Response for Complaints

Table-13: Response about the complaints

Response on Complaints 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



Interpretation:

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


10%
14%
35%
31%
10%
Excellent
Good
Average
Satisfied
Unsatisfied





14. Respondents aware of Pay Back Card

Table-14: Aware of Pay Back card

Aware of Pay Back Card No of respondents Percentage
Yes 155 77%
No 45 23%
Total 200 100%

Figure-14: Aware of Pay Back Card




Interpretation:

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











77%
23%
Yes
No





15. Respondents rating for Pay Back Card
Table-15: Rating for Pay Back card
Rating for Pay Back 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


Interpretation:
From the above analysis, 18% respondents are excellent, 47% respondents are good, 19%
respondents are average,16% respondents are satisfied and 0% respondents are
unsatisfied for the Pay Back Card.



18%
47%
19%
16%
0%
Excellent
Good
Average
Satisfied
Unsatisfied





16. Respondents aware of T24 SIM Card

Table-16: Aware of T24 SIM Card


Aware of T24 SIM Card No of respondents Percentage
Yes 121 60%
No 79 40%
Total 200 100%

Figure-16: Aware of T24 SIM Card




Interpretation:

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










60%
40%
Yes
No





17. Respondents rating for T24 Services

Table-17: Rating for T24 Services

Rating for Pay Back 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


Interpretation:
From the above analysis, 11% respondents are excellent, 40% respondents are good,32%
respondents are average, 15% respondents are satisfied and 2% respondents are
unsatisfied for the T24 SIM Card service.


11%
40%
32%
15%
2%
Excellent
Good
Average
Satisfied
Unsatisfied





18. Respondents awareness about Profit Club Card
Table-18: Awareness on Profit Club card

Aware of Profit Club Card No of respondents Percentage
Yes 155 77%
No 45 23%
Total 200 100%

Figure-18: Awareness on Profit Club card



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




44%
56%
Yes
No





19. Respondents rating on Profit Club Card
Table-19: Rating on Profit Club Card

Rating for Profit Club Card

No of respondents Percentage
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


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
unsatisfied for the Profit Club Card service.

14%
18%
25%
34%
9%
Excellent
Good
Average
Satisfied
Unsatisfied





20. Respondents recommend to others

Table-20: Recommended to Others

Recommend No of Respondents Percentage
Yes 85 42%
No 5 3%
Sometimes 110 55%
Total 200 100%


Figure-20: Recommended to Others



Interpretation:

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









42%
3%
55%
Yes
No
Sometimes





21. Respondents Level of Satisfaction on Big Bazaar
Table-21: Level of Satisfaction
Level of satisfaction No of respondents Percentage
Extremely satisfied 85 42%
Satisfied 97 49%
Dissatisfied 18 9%
Extremely Dissatisfied 0 0%
Total 200 100%

Figure-21: Level of Satisfaction


Interpretation:
From the above analysis, 42% respondents are extremely satisfied, 49% respondents are
satisfied, 9% respondents are dissatisfied, 0% respondents are extremely dissatisfied and
9% respondents are unsatisfied for the overall satisfaction level of Big Bazaar.






42%
49%
9%
0%
Extemely satisfied
Satisfied
Dissatisfied
Extremely dissatisfied











































FINDINGS
65% of customers are satisfied with the
membership card.




21% of customers are satisfied with T24sim
loyalty programme.
55% of customers are satisfied with the response
towards complaints.
72% 0f customers are satisfied with the helpline
facilities provided by CSD.
60% 0f customers are satisfied with the available
products of Bigbazaar.
SUGGESTIONS
Make the branded products available for the
customers.
Providing the service in time and fullfil the
customers need.
Providing more information about T24sim.
Provide more staff to assist the customer.







Questionnaire
Respected sir/madam,
Please spare some time to this survey The survey will help
us to gather more information to make our project
Name:. . 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)Average D)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 by Big Bazaar?






10).What is your overall experience in Big Bazaar?
A)Highly satisfied B)Satisfied C)Dissatisfied

Services YES NO
Baggage counter
Free gift counter
Parking area






C HAPTER 6




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


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