Decathlon Faridabad Project Report - Rahul Arora

Internship Project Report
“Develop strategy to Increase Market

Share of Badminton”
Submitted By
Rahul Arora
PGDM at IMI, New Delhi
Interning at Decathlon Faridabad

6th Apr’18 ~ 6th Jun’18
STRATEGY TO INCREASE MARKET SHARE OF BADMINTON AT DSI FARIDABAD
TABLE OF CONTENTS
1 Introduction ............................................................................................................. 2
2 Objectives of Study ................................................................................................... 2
3 Brief Description about Organisation ...................................................................... 3
3.1 About Decathlon ............................................................................................... 3
3.2 Approach ........................................................................................................... 4
3.3 Passion Brands ................................................................................................. 4
3.4 Decathlon Footprint in India ............................................................................ 6
4 Methodology Followed ............................................................................................. 7
4.1 Market Analysis ................................................................................................ 7
4.2 Customer Preferences ....................................................................................... 7
5 Data Analysis .......................................................................................................... 15
5.1 Market Analysis .............................................................................................. 15
5.1.1 Competitor Analysis .................................................................................... 15
5.1.2 SWOT Analysis ......................................................................................... 16
5.2 Customer Preference Analysis ........................................................................ 16
5.2.1 Demographics .......................................................................................... 16
5.2.2 Univariate Analysis .................................................................................. 17
5.2.3 Hypothesis Testing ..................................................................................20
5.2.4 Ranking of Characteristics based on which Racket is purchased ........... 21
6 Interpretation & Conclusions ................................................................................ 22
6.1 Market Analysis .............................................................................................. 22
6.2 Customer Preferences Analysis ...................................................................... 23
7 Recommendations – Market Strategies ................................................................ 24
7.1 Brand Awareness ............................................................................................ 24
7.2 Sports Associations & Tie-Ups ....................................................................... 24
7.3 Better Guidance & infrastructure ................................................................... 25
8 References .............................................................................................................. 26
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1 INTRODUCTION
The Indian retail industry has emerged as one of the most dynamic and fast-paced
industries due to the entry of several new players. It accounts for over 10 per cent of
the country’s Gross Domestic Product (GDP) and around 8 per cent of the
employment. India is the world’s fifth-largest global destination in the retail space.
Indian Retail Industry has immense potential as India has the second largest
population with affluent middle class, rapid urbanisation and solid growth of internet.
Within this retail industry there is also growth of sports industry, which is driven by
ever-increasing popularity of involving sports in daily life by major part of population.
Today all premier schools are focussing on training kids in at least one sport in
addition to the regular curriculum. Sports academies are also gaining popularity,
which is accelerating demand of sports equipment’s in India.
India’s sports goods industry is nearly a century old and has flourished, driven by a
skilled workforce. Being labour-intensive in nature, the industry provides employment
to more than 500,000 people. India’s sporting goods are popular around the world
and have made a mark in the global sports goods market. The domestic industry
exports nearly 60 per cent of its total output.
Total sports goods exports for the year ended FY 2016-17 is US$ 227.70 million, as
compared to the US$ 274.50 million during the previous year.
In 2014–15, the UK, the US, the UAE, Australia, South Africa and Germany were the
major export markets for Indian sports goods. France, Poland, the Netherlands,
Canada, Belgium, New Zealand and Italy, were among other export destinations.
Inflatable balls, cricket bats & leg pads, rugby balls, sports nets and gymnasium &
athletics equipment accounted for about 35 per cent share of the total sports goods
exports, as of 2014–15.
Indian sports products have been exported for global events.
India has emerged as the leading international sourcing destination for inflatable balls
and other sports goods for international brands such as Mitre, Lotto, Umbro and
Wilson.
And Decathlon is looking towards India to expand its business by riding on this growth
wave and increasing demand for sports among new generation.
2 OBJECTIVES OF STUDY
This project is undertaken to look for potential areas where sale of badminton products
of decathlon is lagging and what measures could be undertaken to increase the sale of
products.
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The main aim of this project is to develop strategy, which could target potential buyers
of badminton products in Faridabad. And it also aims to increase overall sale of figures
Decathlon Store. So just my spreading awareness about badminton products we could
also achieve getting more walk-ins in store, which in turn would help, in increasing the
overall sales figures of Decathlon Store.
By following this project, I am also trying to find out preferences of badminton players.
And whether they differ with level of experience or are common throughout.
This project would also help me identify whether people who are already following a
brand are likely to switch or change brands or not.
3 BRIEF DESCRIPTION ABOUT ORGANISATION
3.1 ABOUT DECATHLON
Decathlon started with a store in Lille, France in 1976, founded by Michel Leclercq. It
started to expand abroad a decade later, to Germany in 1986, Spain in 1992, Italy in
1998, Portugal, the United Kingdom in 1999, China in 2003, India in 2009 and
Southeast Asia in 2012. Today, there are more than 1000 stores in 26 countries. The
company employs more than 60,000 staff from 80 different nationalities.
The retailer stocks a wide range of sporting goods, from tennis rackets to advanced
scuba diving equipment, usually in large superstores, which are sized at an average of
4,000m². Decathlon Group also owns 20 brands, with research and development
facilities all over France to develop the latest innovative designs, registering up to 40
patents per year. Each brand represents a different sport or group of sports, with a
dedicated product development and design team.
At Decathlon, 70,000 of them live their common Purpose on a daily basis: “to make
the pleasure and benefits of sport accessible to many”.
In every country where they are present, they share a strong and unique company
culture, reinforced by their two values: Vitality and Responsibility. At Decathlon, they
place innovation at the heart of their activities: from research to retail, including
design, production and logistics. Their twenty Passion Brand teams channel all their
energy in to developing technical, good-looking and simple products, always at the
lowest possible prices.
These products are aimed at all sports enthusiasts, from beginners to experts, and are
sold exclusively at Decathlon.
Page | 3
3.2 APPROACH
We design, we manufacture & we sell products that are technically

superior at affordable prices.
3.3 PASSION BRANDS
Twenty Passion Brand teams channel all their energy into developing attractive,
technical, yet simple products, always at the lowest possible prices.
The retailer develops and sells its own brands. Each sport or group of sports has a
separate brand name:
Aptonia - Nutrition and Healthcare
Artengo - Racket Sports
B'Twin - Cycling
Page | 4
Caperlan - Fishing
Domyos - Fitness, Gym, Yoga, Dance,
Fouganza - Horse Riding
Geologic - Target Sports such as Archery, Darts and Pétanque
Geonaute - Sports Electronics
Inesis - Golf
Kalenji - Running
Kipsta - Team Sports
Nabaiji - Swimming
Newfeel - Walking and Urban Wear
Orao - Eyewear and Optical Accessories
Outshock - Martial Sports
Oxelo - Rollersports, Skating and Scooters
Quechua - Hiking, Camping and Outdoor Gear
Simond - Mountaineering
Solognac - Hunting
Tribord - Watersports
Wed'Ze - Skiing and Snowboarding
Brands providing technical support for the products of its passion

brands:
EQUAREA - Clothing designed for the active removal of sweat
ESSENSOLE - Shoe soles and insoles
NOVADRY - Waterproof and breathable clothes
STRATERMIC - Warm and light clothes
STRENFIT - Light and Robust Synthetic fabrics (non-garment)
SUPPORTIV - Support and compression
Page | 5
3.4 DECATHLON FOOTPRINT IN INDIA
2015 – 37 stores in 15 States

2016 – 65 stores in 18 states
Page | 6
4 METHODOLOGY FOLLOWED
Project research was done in two parts one was market analysis and other preferences
of customers or potential customers.
4.1 MARKET ANALYSIS
To get idea of the current market in which decathlon Faridabad is operating,

competitor analysis and SWOT analysis is done to find out the differences among
various competitors operating in that area.
Also to ascertain the approximate market share of Decathlon Faridabad, I have visited
various other sports retailers and tried to find out their monthly sales which products
they deal with, their best selling products and how other sports manufacturer
compensate them.
4.2 CUSTOMER PREFERENCES
Customer preferences research was carried out to find out various preferences of
customers what price range they prefer how it varies with their experience level.
Various inputs have been collected from customers visiting in store regarding how they
choose rackets and shuttles. What are the various parameters they search for while
making decisions. Who are the major influencers for them?
Based on all inputs customer survey was conducted to find out consumer perceptions
and preferences. Data was collected by asking players who were playing at Sports
academy in Sector -14 Faridabad and also through online forms from badminton
players in NCR region.
Following questionnaire was used to conduct research
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Based on above questionnaire customer responses were collected which were used to
analyse and come up with useful interpretation and conclusions to increase sale of
badminton products at Decathlon Faridabad.
Page | 14
5 DATA ANALYSIS
5.1 MARKET ANALYSIS
5.1.1 Competitor Analysis
Since Decathlon is both sports goods manufacturer and retailer, competitors could be
divided on basis of these categories.
SPORTS RETAILERS
There are number of sports retailers that are providing sports equipment’s and
accessories to customers. And the main advantage they hold is availability of multi
brand goods, which provides customers to easily compare and choose products.
Following are some of the prominent shops in Faridabad.
Sports Approx. Brands Best Best Best

Retailer Sales (p.m) Selling Selling Selling
Racket Shuttle Shoe
Brand Brand Brand
Tiger Rs 50,000 ~ Yonex, Cosco, Yonex, Yonex Nivia
Sports – 75,000 Nivia, Victor Cosco
Sector 7
Universal Rs 1,00,000 ~ Yonex, Cosco, Yonex Yonex Victor
Sports – 1,25,000 Victor, Li-
NIT-1 Ning, Ashaway
Sanmig Rs 1,00,000 ~ Yonex, Cosco, Yonex Yonex Yonex
Sports – 1,25,000 Victor, Li-Ning
NIT-1
Academy Rs 1,50,000 Yonex Cosco, Yonex, Li- Yonex Yonex, Li-
Sports – Kawasaki, Ning Ning
NIT-1 Victor, Li- ning
Naveen Rs 40,000 ~ Cosco, Yonex, Cosco, Cosco Nivia
Sports 60,000 Nivia, Victor Yonex
Shop –
Old
Faridabad
There are others shops like Sports Hub, Prince Sports, and Vaibhav International also
but they refused to share sales data.
Their main strategy is to keep collaborations with school and sports coaches, which
drive their sales, or indirectly by recommending their products.
Page | 15
5.1.2 SWOT Analysis
5.2 CUSTOMER PREFERENCE ANALYSIS
5.2.1 Demographics
This analysis is done on basis of the research survey done. In total there, 41 valid
responses were collected. Out of which eight were female & 33 were male.
Gender Occupation
Female Salaried
20% 17%
Male Student Self

80% 81% Employ
ed
2%
Age
25
20
22
15
10 13
5 2 2 2
0
15 & less 16 - 20 21 - 25 26 - 30 31 - 35
Page | 16
On basis of demographics sample size was divide into three categories in terms of
occupation where majority i.e. 80% were students and 17% were salaried people.
And on basis of age, responses collected were in the interval of 15 to 35 years of age
where majority lies in age group of 21-25 followed by 16-20.
5.2.2 Univariate Analysis
In this analysis, we have taken single variable at a time and using
5.2.2.1 Players Profile
Level of Playing
Frequency Percent Valid Percent Cumulative
Percent
Valid Beginner 14 34.1 34.1 34.1

Intermediate 16 39.0 39.0 73.2
Experienced 6 14.6 14.6 87.8

Play for Fun 5 12.2 12.2 100.0
Total 41 100.0 100.0
Based on results we can conclude that majority of players are beginner or intermediate
which could be our target group
5.2.2.2 Playing Duration
Playing Duration
Percent
Valid Less than 6 months 11 26.8 26.8 26.8
Less than 1 year 7 17.1 17.1 43.9
Less than 2 years 5 12.2 12.2 56.1
Less than 3 years 6 14.6 14.6 70.7
Less than 5 years 4 9.8 9.8 80.5
More than 5 years 8 19.5 19.5 100.0
Total 41 100.0 100.0
Playing duration is evenly distributed 50% on less than 2 years and 50% on higher than 2 years.
Page | 17
5.2.2.3 Brand Recognition

Brand Total %age
Yonex 38 93%
Cosco 22 54%
Artengo 10 24%
Li-Ning 13 32%
Ashaway 6 15%
Carlton 9 22%
Wilson 1 2%
Silver's 2 5%
Kawasaki 2 5%
Maxbolt 1 2%
It is clear almost 93% of players have used yonex racket at least once whereas cosco is
second with 54% while artengo is only at 24%.
5.2.2.4 Preferred Brand
Preferred Brand (Rackets)

Percent
Valid Yonex 23 56.1 56.1 56.1
Li-Ning 6 14.6 14.6 70.7
Artengo 6 14.6 14.6 85.4
Cosco 3 7.3 7.3 92.7
Ashaway 3 7.3 7.3 100.0
Total 41 100.0 100.0
Preferred Brand (Shuttles)

Percent
Valid Yonex 31 75.6 75.6 75.6
Cosco 6 14.6 14.6 90.2
Artengo 3 7.3 7.3 97.6
Li-Ning 1 2.4 2.4 100.0

Total 41 100.0 100.0
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Preferred Brand (Shoes)

Frequency Percent Valid Percent Cumulative Percent
Valid Yonex 16 39.0 39.0 39.0

Li-Ning 9 22.0 22.0 61.0
Artengo 7 17.1 17.1 78.0
Nivia 7 17.1 17.1 95.1

Victor 2 4.9 4.9 100.0
Total 41 100.0 100.0
Yonex is mostly preferred brand in case of each racket, shuttles and shoes.
5.2.2.5 Purchasing Location
Purchasing Location (Racket)

Percent
Valid Online Portals 2 4.9 4.9 4.9

Exclusive Stores 13 31.7 31.7 36.6
Multi-brand Stores 26 63.4 63.4 100.0

Total 41 100.0 100.0
Purchasing Location (Shuttles)

Percent
Multi-Brand Outlets 30 73.2 73.2 100.0
Total 41 100.0 100.0
Purchasing Location (Shoes)

Percent
Multi-Brand Outlets 20 48.8 48.8 100.0
Total 41 100.0 100.0
Page | 19
Multi-brand are preferred for buying badminton goods.
5.2.3 Hypothesis Testing
One-Sample Test
Test Value = 3
t df Sig. (2- Mean 95% Confidence Interval of
tailed) Difference the Difference
Lower Upper
I am following same 6.429 40 .000 .951 .65 1.25
brand for most of the
time I played
I look online to 4.578 40 .000 .829 .46 1.20
compare rackets
before buying
I am quite concerned 5.025 40 .000 .707 .42 .99
about brands
I choose rackets 6.124 40 .000 .902 .60 1.20
based on my level of
experience
I keep an extra racket -1.052 40 .299 -.195 -.57 .18
for emergencies
I am unlikely to switch 1.461 40 .152 .220 -.08 .52
brands in future
Based on above results we can say following things

 People tend to stick to one brand that they like the most
 Most of the players tend to search or compare rackets online before buying
 They are very cautious about the brand they use.
 Majority of people don’t keep extra rackets and tend to stick to one
 But based on responses they are ready to switch brands if better option given.
Page | 20
5.2.4 Ranking of Characteristics based on which Racket is purchased
Rank 1 2 3 4 5
Weight 12 13 8 6 2
Frame & shaft material 9 13 11 6 2
Tension (strength) 6 5 13 3 14
Price 5 7 5 14 10
Brand 9 3 4 12 13
Total 41 41 41 41 41
Rank Score Rank

Weight 96 1
Frame & shaft material 102 2
Tension (strength) 137 3
Price 140 4
Brand 140 4
Clearly, weight is the first thing that most players look for in badminton racket
followed by material and then tension (strength). Price and brand value are tied at
number four.
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6 INTERPRETATION & CONCLUSIONS

Based on the data analysis done above regarding both market analysis and customer
preferences analysis, we can interpret following conclusions.
6.1 MARKET ANALYSIS
 Based on sales data collected from other stores, their total comes out to be
5,00,000 Rs per month. Adding another 50% of this for all the other shops,
which were not visited or refused to give data. The total comes out to be
7,50,000 Rs per month. And adding 4,50,000 as avg sales of Decathlon
Faridabad. The total is 12,00,000 Rs. Adding another 25% sales due to online
purchasing. The rough estimates equal to 15,00,000 Rs per month. Which
calculates Decathlon share to 30% of Faridabad total badminton products.
 The major competitor for Decathlon is not other retail suppliers but the brands
that people are attached to or does not want move away due to the trust they
have established over past long time. Brands such as Yonex, Li-Ning and Cosco
are the most trusted ad recommended brands among player community in
Faridabad.
 Beginners are highly likely to purchase decathlon products as they may have
pre-conceived notions about other brands but they have not yet become loyal
as much other intermediate or experienced players did. There the role of
coaches comes into play, which recommends particular rackets to their
students, which starts their journey.
 Most people come and look for other brands, but the best part here they can
actually try the rackets and accessories before buying which they will not get at
any other place which is best advantage that Decathlon holds and should use it
wisely.
 Other brands offer higher margins to retailers, which really motivates them to
sell their products more. But at decathlon, prices are kept at minimum to have
cost advantage but sometimes these costs can be read as sign of low quality as
they are cheap. Therefore, it is better to make customer understand why prices
are low so they can avoid such thoughts.
 Tie-ups with schools and clubs play a major role in other sports retail shops.
Those bulk orders drives way more sales than one day of sales in Decathlon. It
should also look for such tie-ups where both could be promoted simultaneously.
 The main thing decathlon is lagging is awareness, most of the people do not
know about decathlon, its concept, its origin and thus they confuse it with local
brand or Chinese product. Therefore, Decathlon has to work carefully to spread
awareness in a way that their concept and origin also becomes clear to potential
customers.
Page | 22
6.2 CUSTOMER PREFERENCES ANALYSIS
 The major result is that Yonex is the most trusted and used brand. 93%
respondents have used Yonex rackets at least one time in past. Still 56% have it
as most preferred brand, which is quite higher but gives option to other brand
to step in.
 More than 75% of respondents have termed Yonex as their preferred shuttle
brand, which leaves out chance for other brand to get in. Mavis 350 is the most
preferred shuttle used in indoor courts by players. And they are ready to 120-
150 Rs per shuttle for that. Whereas decathlon has its best shuttle at 75Rs,
which is, still lower quality than that.
 Multi brand stores are still the most preferred location to buy badminton
products as it gives more advantage to buyers to see and compare different
brand products. The luxury, which Decathlon does not hold.
 While selecting rackets weight is the first thing that customers notices so it is
better to highlight weight of rackets to display to customer. The weight is then
followed by frame and shaft material and then strength. The price and brand
usually the last. Tis may be due to the fact that most customers are loyal to one
or the other brand so they don’t even bother to think about brand and hence
less rating to that. Bit brand is still the most dominating factor.
 Now there are also some results about perceptions and behaviour of badminton
players.
 Most of the people play with one brand most of the time and this brand
is either they get to start with or get used while thy are at beginner level.
SO it is better to target customers at their beginner level when they can
have unbiased opinions about rackets and other equipment’s.
 Online websites and review portals are most trusted way to choose and
compare rackets. Blogs and comparison websites offer detailed analysis
of equipment is which people trusts rather than any retailer.
 Brand is still the factor people keep in mind before buying anything.
Whether they are buying the durable and reliable product or not is the
question when they go for choosing rackets.
 Regarding extra rackets, most people do not keep more than one racket
with them at a time.
 But the main thing people are not sure that they would stick with the
same brand or not which clearly they are in constant lookout for better
products at better price. This gives opportunity to strategize products in
away so that they can have better products at better prices.
Page | 23
7 RECOMMENDATIONS – MARKET STRATEGIES

Based on the above conclusions and interpretations, following strategies could be
recommended to increase the sale of badminton products or Artengo in Decathlon
Faridabad.
7.1 BRAND AWARENESS
Brand awareness is the most important thing that Decathlon need in Faridabad. Lot
of people know about it but still they are not completely knowledgeable about the
Decathlon as a brand and its concept and its outreach. Following steps could be taken
to achieve this.
 It can choose one place to put a hoarding from where the most people could
notice like the toll near Crown Interior Mall. Many people goes in the morning
and come back in the evening from Delhi, Noida. That would be the best place
to put hoarding to create awareness.
 Also advertisements could also be done near sports academies so that kids and
their parents would think of visiting decathlon when they need to buy some
gear.
 Digital medium is the best way to communicate with mass. And it can be used
much effectively to spread awareness. Blogs could be written regarding reviews
of racket or details could be mentioned. These could be posted on Facebook and
Instagram pages.
 Also a campaign could be launched where every day one racket is explained in
detail its play and technical information. People could be asked to put their
views or reviews regarding that.
7.2 SPORTS ASSOCIATIONS & TIE-UPS
The opportunity that Decathlon hold is to form tie-ups with various academies and
schools. Sponsor and organize tournaments which could benefit both of them is best
and cheapest way to increase footfall in stores.
 There are various badminton academies in Faridabad. Decathlon can tie-up
with one to organize tournament in one of them and in turn promote the same
academy at store. This is beneficial for both of them and prizes given in terms
of coupons would pull customers.
 Most of the time schools need bulk orders, so tie-ups with them could help boost
sales of whole store irrespective of sport.
Page | 24
7.3 BETTER GUIDANCE & INFRASTRUCTURE
 Due to space constraint there is lack of dedicated space to play badminton,

availability of which could attract more sales in the department.
 Most of the time customers ask for comparison of racket with brands like
Yonex, Li-Ning. Therefore, there should be full guide available with sports
leader to guide customers for better buying.
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8 REFERENCES
IBEF. (2017, October). Sports Industry in India. Retrieved from IBEF.org:
https://www.ibef.org/exports/sports-industry-india.aspx
IBEF. (2018, April). Retail Industry in India. Retrieved from IBEF:
https://www.ibef.org/industry/retail-india.aspx
Mysore, A. (2016, November 22). A research on retail chain - Decathlon. Retrieved
from SlideShare: https://www.slideshare.net/AnupMysore1/a-research-on-
retail-chain-decathlon
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Internship Project Report

“Develop strategy to Increase Market

Interning at Decathlon Faridabad

3 BRIEF DESCRIPTION ABOUT ORGANISATION

3.1 ABOUT DECATHLON

We design, we manufacture & we sell products that are technically

3.3 PASSION BRANDS

Brands providing technical support for the products of its passion

3.4 DECATHLON FOOTPRINT IN INDIA

2015 – 37 stores in 15 States

4.1 MARKET ANALYSIS

To get idea of the current market in which decathlon Faridabad is operating,

4.2 CUSTOMER PREFERENCES

Following questionnaire was used to conduct research

5.1 MARKET ANALYSIS

5.1.1 Competitor Analysis

Sports Approx. Brands Best Best Best

5.1.2 SWOT Analysis

5.2 CUSTOMER PREFERENCE ANALYSIS

Male Student Self

5.2.2 Univariate Analysis

In this analysis, we have taken single variable at a time and using

5.2.2.1 Players Profile

Valid Beginner 14 34.1 34.1 34.1

Experienced 6 14.6 14.6 87.8

Total 41 100.0 100.0

5.2.2.2 Playing Duration

5.2.2.3 Brand Recognition

5.2.2.4 Preferred Brand

Preferred Brand (Rackets)

Total 41 100.0 100.0

Preferred Brand (Shuttles)

Li-Ning 1 2.4 2.4 100.0

Preferred Brand (Shoes)

Valid Yonex 16 39.0 39.0 39.0

Nivia 7 17.1 17.1 95.1

5.2.2.5 Purchasing Location

Purchasing Location (Racket)

Valid Online Portals 2 4.9 4.9 4.9

Multi-brand Stores 26 63.4 63.4 100.0

Purchasing Location (Shuttles)

Purchasing Location (Shoes)

Multi-brand are preferred for buying badminton goods.

5.2.3 Hypothesis Testing

Based on above results we can say following things

5.2.4 Ranking of Characteristics based on which Racket is purchased

Rank Score Rank

Frame & shaft material 102 2

Tension (strength) 137 3

6 INTERPRETATION & CONCLUSIONS

6.1 MARKET ANALYSIS

6.2 CUSTOMER PREFERENCES ANALYSIS

7 RECOMMENDATIONS – MARKET STRATEGIES

7.1 BRAND AWARENESS

7.2 SPORTS ASSOCIATIONS & TIE-UPS

7.3 BETTER GUIDANCE & INFRASTRUCTURE

 Due to space constraint there is lack of dedicated space to play badminton,

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