A STUDY ON

“Loyalty Program with respect to Big Bazaar customers”

 INDEX

CHAPTER 1 Pg.’s

 Introduction 4-6
 Need of the study 7
 Objectives of the study 8
 Methodology 9
CHAPTER 2

 Industry profile 10-11

 Company profile 12-24

CHAPTER 3

 Theoretical frame work 25-40

CHAPTER 4

 Data analysis & Interpretation 41-50

CHAPTER 5

 Findings 51
 Conclusion 52

Bibliography 52

Annexures 53

1
 Introduction

The project is about understanding the Loyalty programs of the company. Loyalty
cards are the most common form of loyalty programs found throughout the world
today. Loyalty programs are initiated by businesses with two main goals. The
primary goal for most loyalty programs is the acquisition of information relating
to their customers' spending habits, while the secondary goal is to actively
cultivate loyalty amongst customers to ensure they continue patronizing the
business. A loyalty program enables a company to gain detailed knowledge about
its customers. Companies typically have several goals when launching loyalty
programs, all of which are focused on generating greater profits from the
program’s members. These goals include Improving knowledge of the customer,
increasing customer retention and purchase frequency and leveraging that
knowledge to increase the sales of undersold and/or highly profitable
products/services.
In Big Bazaar loyalty programs are operated by offering a discount on certain
products, usually marked throughout the store. In Big Bazaar there are 3 types of
loyalty cards.
1. Pay back card –
In this loyalty program when customers buy products points will be added to this
card. The customer earns 2 PAYBACK points for every Rs200 spent. For 1-point
0.25 paisa will be added to this card. Not only points the customer gets exclusive
Big Bazar offers for being a PAY BACK customer. With Big Bazaar-
PAYBACK loyalty program, shopping for daily essentials can bring in rewards
points. You now get benefits of not only the best prices and Big Bazaar offers,
but also earn 2 PAYBACK Points for every Rs 200 spent.
Big Bazaar is India’s largest hypermarket chain which offers best prices and a
wide range of products in Fashion & Apparel, Food Products, Electronics &
Kitchen Appliances, Home Decor, Plastics, Utensils, Crockery and Furniture.

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It’s simple! Just quote your PAYBACK Number or your Linked Mobile No,
while checking out at Big Bazaar and reap the benefits.

Advantages:
1. Customer get exclusive Big Bazaar offers for being a PAYBACK
Customer.’
2. Customer earn 2 PAYBACK Points for every Rs 200 spent
3. Customer can collect PAYABCK Points from various Future Group
formats, like Central, Food Bazaar, Brand Factory, food hall, Ezone
4. Customer can redeem PAYBACK Points at Big Bazaar, or at any of the
50+ online & instore PAYBACK Partners, including Future Group brands.

2. Future pay app –

It is a digital wallet for shopping across FUTURE GROUP stores such as Big
Bazar, Brand Factory, Central, FBB, Nilgiris, Easy day. It also allows all your
loyalty accounts at your fingertips. Simple, Fast Hassle-Free Payments,
Exclusive Offers & Savings. India's smartest shopping wallet.
In this app when customer buys a product which is of FUTURE PAY PRICE
they get cashbacks to their wallets. Future pay price means the difference between
the actual price and lower price given to that item.

Features:
1. Easy to use and secure.
2. Use on-the-go with your mobile phone & avail exclusive offers at Future
Group Stores.
3. Link multiple loyalty cards in one single app.
4. Track transactions and balances virtually.
5. First of its kind! compare your shopping - with local or online competitors.

3
 6. Fund your wallet using net banking, credit/debit card or even by cash at
Future Group stores.
7. Be a part of the cashless & digital revolution.

3. Profit club card –

Big Bazaar Profit Club is the most innovative product that the Indian retail market
has ever witnessed. It is a unique membership program where there are two
schemes.
1. A customer can pay Rs 10,000 and Big Bazar will add Rs 2000 to the card so
that a customer can shop for next 12 months for Rs 1000 per month.
2. A customer can pay Rs 5,000 and Big Bazar will add Rs 1000 to the card so
that a customer can shop for next 6 months for 15 months for Rs 400 per
month.
At Big Bazaar we have always tried to understand our customer's wellbeing,
keeping in mind their love for better bargains and getting maximum value out
of each rupee they spend. This has always pushed us to think innovatively and
strive to continuously giving our customers additional reasons to shop. With a
simple yet value adding proposition, we always strive to bring exclusivity to our
members in terms of the offers presented and additional benefits to be availed.

Besides the Rs.2000/- benefit for Profit Club Members, some of the other
exclusive privileges are:
1. Personal Accident Insurance Cover.
2. Exclusive Monthly Offers and Discounts.
3. Cashback and Bonus amounts during festivals.
4. Free Shopping benefits during promotional initiatives.
5. Priority Billing counters and much more.

4
 NEED FOR THE STUDY

The scope of this research is to study the loyalty program with respect to Big
Bazaar customers in Visakhapatnam. The study is taken up to gain and insight in
retail marketing. This research is based on the primary and secondary data
collected from employees working in the organisation. It aims at understanding
the store and floor design at Big Bazaar and organisation structure, department,
techniques, marketing strategies, operations and advantages it has over the
competitor.

By observing the conditions and by interviewing through questionnaire method

the data is collected. Based on the perception levels of the customers at Big
Bazaar have given their opinion regarding the questions asked.

A detailed explanation regarding the questions was given to seek the right answer
from the customers. This study made me to analyse the issues in the organisation
given by the customers

5
 OBJECTIVES OF THE STUDY

1. To study the various marketing activities at Big Bazar.

2. To know what the loyalty programs are there in Big Bazaar.
3. To know overall performance of the Marketing department.
4. To know what the customers perception about the loyalty cards in Big
Bazaar.
5. To understand the organisation structure and hierarchy of the company.
6. To understand various duties and responsibilities carried out by each
department.

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 METHODOLOGY

Observing various departments like marketing, operations, human resource, etc.

Interaction with the employees, managers and customers.

The methodology used to analyse the study is mainly based on questionnaire

method and this study includes direct interaction with the customers who visit
Big Bazaar. The samples are collected from 50 respondents in Big Bazaar,
Vizag.
The research includes data collection from primary and secondary source.

Area of Study:
The study is exclusively in marketing. It is a process requiring care experience,
interaction, business judgement and imagination.

Sampling Size:
The sampling size of study is 50.

Sources of Data:
a) Primary data:
The data collected for the first time through observation and survey method.
The data is collected by interviewing directly with customers.

b) Secondary data:
The data is collected by secondary sources also. The data is collected by the
help off staff members.

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 INDUSTRY PROFILE

Retailing is the transaction between the seller and consumer for personal
consumption. It is does not include transaction between the manufacturer,
corporate purchase, government purchase and other wholesale purchase. A
retailer stocks the goods from the manufacturer and then sells the same to the end
user for a marginal profit. Retailing involves all activities incidental to selling to
ultimate consumer for their personnel family and household use. It does this by
organizing their availability on are relatively large scale and supplying them to a
customer on a relatively small scale. Retailer is any person/organization
instrumental in reaching the goods or merchandise or services to the end users.
Retailer is a must and cannot be eliminated. India’s retail market is expected to
grow tremendously in next few years. The Indian retailing industry is becoming
intensely competitive, as more and more players are Vying for the same set of
customers. The major retail players are Pantaloon Retail, Shoppers Stop,
Reliance, etc. Most modern retailers typically make a variety of strategic level
decisions including the type of store, the market to be served, the optimal product
assortment, customer service, supporting services and the store's overall market
positioning. Once the strategic retail plan is in place, retailers devise the retail
mix which includes product, price, place, promotion, personnel and presentation.
The retail sector in India is merging as one of the largest sectors in the economy.
In 2015 the total market was approximately $600 billion and CAGR was 7.45
since 2000. Retail industry is expected to grow to $1.3 trillion by 2020, thereby
registering a CAGR of 9.7% in 2020. India's retail market is expected to grow
tremendously in next few years. India shows US$330 billion retail market that is
expected to grow 10% a year, with modern retailing just beginning. India ranks
first in2005. In fact, in 2005 and 2006, India is the most compelling opportunity
for retailers, because now India is in peaking stage.

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Retailing support services may also include the provision of credit, delivery
services, advisory services, stylist services and a range of other supporting
services.
The Company is part of the Future Group, which is a pioneer in the organised
retail & consumption industry. It stands as the only truly Pan India retail chain.
As of March 31, 2018, the Company is present through the large format stores
and small stores prominently across most consumption centres. Its presence
across 321 cities, including the metro cities, prominent tier two cities, fast
growing cities and new consumption centres, ensures that the Company is present
in all consumption areas across length and breadth of India to serve the maximum
consumers. The Company has attracted best talents from the industry as well as
successful in retaining its core team, which has rich experience of last 20 years
leading the Company’s core retail business. According to various research reports
on Retail industry, it is believed that retail industry in India is on a strong growth
trajectory, since per capita GDP in India is close to $2,000, post which the
consumption across Food, Fashion & Home is expected to grow 2-3x in the next
decade. This trend has been established in many other emerging markets reaching
per capita GDP around $2,000. Key industry drivers are India’s favourable
demographics, rising middle class with increasing share of discretionary spends
and a rise of shopping area and e-commerce. Future Retail has an established
network of stores under various formats, spread across pan India basis, and is
poised to get the maximum benefit of the surge in the consumption drive. The
network of Future Retail is strategically well placed to capture the value shift,
through the high consumption centers as well as the upcoming cities. In FY 2018-
19, FRL would lead from front in the Retail Industry, taking advantage of its
experience in the retail sector, scale of operations, technological advancements,
strong distribution network and experienced and skilled workforce. The efforts
initiated “to get more out of the same” could increase productivity per square foot
of retail space.

9
 COMPANY PROFILE

Future Group is India’s largest retailer and one of the leading business houses. Its
founder and group CEO is Kishore Biyani. The company had incorporated as
Manz Wear Pvt Ltd. Future group is and Indian private conglomerate company.
The company is known for having a significant prominence in India retail and
fashion sectors, with popular super market chains like Big Bazar and Food Bazar
lifestyle stores like Brand factory, Central etc.

Growth Started:

1. In 1987 company incorporated as Manz Wear Pvt Ltd. India’s first formal
trouser brand was Pant looms trouser.
2. In 1992 initial public offer (IPO) was made in the month of May.
3. In 1994 Future Group India was established with a vision to provide
diverse services in India and Global markets.
4. In 1997 Pant looms was the India’s family store launched in Kolkata.
5. In 2001 Big Bazar was the India’s first hype market chain launched in
Jogeshwari, Mumbai.
6. In 2002 Food Bazar, the super market chain is launched.
7. In 2007 Future Group crossed $1 billion turnover mark.

Brands:

1. Big Bazaar
2. Central
3. E zone
4. Brand Factory
5. Food Bazaar

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 6. Nilgiris
7. Hyper City
8. Food World

Divisions of Future Group:

1. Future Retail Limited

2. Future Lifestyle Fashion Limited.
3. Future Consumer Enterprise Limited
4. Future Supply Chains Limited
5. Future Brands Limited
6. Future Capital Holdings Limited
7. Future Style Lab

Organisation Profile:

Rewrite Rules, Retain Values, this simple idea has been at the core of their
business since the inception of Future Group. Today, a wide portfolio of brands
in food, FMCG and fashion, complement the country’s pioneering modern retail
networks. More than 600 million customer visits are recorded across the 2,000
Future Group retail stores, covering over 24 million square feet of space in over
400 cities and towns. Millions more interact with group’s brands and businesses
through ecommerce sites, social media and mobile apps like Future Pay.
Future Group’s food value chain operates with its nation-wide network, reaching
the smallest towns and cities with its sourcing and manufacturing units, and
integrated distribution systems. Tasty Treat, Golden Harvest, Karmiq, Kara,
Sunkist, Think Skin, Mother Earth, Kosh, Nilgiris are among the leading brands
from the Future Group. In fashion, our manufacturing facilities produce garments

11
designed and sourced by a talented team of trend-spotters, designers and
merchandizers. Brands like Lee Cooper, John Miller, Cover Story, Indigo Nation,
Scullers, Knighthood, DJ&C, Bare, UMM, and Ancestry are some of our key
brands. Future Group is a corporate group and nearly all its businesses are
managed through its various operating companies based on the target
sectors. For e.g., retail supermarket/hypermarket chains Big Bazaar, FBB, Food
Bazaar, Food Hall, Hometown etc. are operated by its retail division, Future
Retail Limited, while its fashion and clothing outlets Brand Factory, Central, and
Planet Sports are operated via another of its subsidiaries, Future Lifestyle
Fashions Limited. With these many fashion outlets and supermarkets, the group
also promotes its fashion and sports brands like Indigo Nation, Spalding,
Lombard, Bare etc., and FMCGs like Tasty Treat, Fresh & Pure, Clean Mate,
Ektaa, Premium Harvest, Sach etc. It also has operating companies to cater
specifically to internal financial matters and consulting within its group of
companies. On November 21, 2014, Future Consumer Enterprises Limited.
acquired the 98% from Actis Capital and other promoters. With that, Nilgiris is a
fully owned subsidiary of Future Consumer Enterprises Limited (FCEL).
Future Retail operates some of India’s most popular retail chains that inspires
trust through innovative offerings, quality products and affordable prices that
help customers achieve a better quality of life every day. We serve millions of
customers in more than 400 cities in every state of the country through digital
platforms and over 2000 stores that cover over 16 million square feet of retail
space. Big Bazaar, our flagship chain is regularly ranked among the most trusted
retail brands in the country. Our small store neighbourhood retail chains, Easy
Day and Heritage Fresh operates closer home to customers and offers member-
customers a range of services.

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Big Bazaar:

Big Bazaar is an Indian retail chain of hypermarkets, discount department stores,

and grocery stores. The retail chain was founded by Kishore Biyani under his
parent organisation Future Group, which is known for having a significant
prominence in Indian retail and fashion sectors. Big Bazaar was founded in 2001
by Kishore, the founder and chief executive officer (CEO) of the parent company,
the Future Group. Indian actress Asin and the former Captain of Indian cricket
team, Mahendra Singh Dhoni have previously endorsed for the fashion vertical
of Big Bazaar. There are 256 stores nationwide. The headquarters of Big Bazar
is Mumbai, Maharashtra. Big Bazar offers every day lowest price to attract
customers.

Products:

1. Electronics
2. Home & Furniture
3. Home Improvement
4. Home needs
5. Health & Beauty
6. Grocery, Staples and more
7. Clothing
8. Footwear
9. Toys
10.Sports goods & Fitness
11.Craft Supplies
12.Photo Finishing
13.Bread, dairy and eggs
14.Beverages

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 15.Fruits and vegetables
16.Personal care
17.Kids utilities

Vision:

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

Mission:

i. Future Group shares the vision and belief that their customers and
stakeholders shall be served only by creating and executing future
scenarios in the consumption space leading to economic developers.
ii. They will be the trendsetters in evolving delivery formats, creating retail
reality, making consumption affordable for all customer segments – for
classes and for masses.
iii. They shall infuse Indian brands with confidence and renewed ambition.
iv. They shall be effective, cost-conscious and committed to quality in
whatever they do.
v. They shall ensure that their positive attitude, sincerity, humility and united
determined shall be the driving force to make them successful.

Core Values:

1. Indianness
2. Leadership
3. Respect and Humility

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 4. Introspection
5. Openness
6. Valuing and Nurturing Relationships
7. Simplicity and Positivity
8. Adaptability
9. Flow

Departments in Big Bazaar:

1. Foot wear
2. Fashion:
i. Men’s wear
ii. Ladies wear
iii. Kids wear
3. Toys and Stationary section
4. Home wear
5. Home fashion
6. Bags & Luggage’s
7. Electronic zone (e-zone)
8. Processing food and Non-processing food
9. Fruits & Vegetables
10.Staples
11.FMCG products
12.T24
13.Beverages
14.Food court

15
Competitors:

Significant Features:
Shopping in the Big Bazaar is a great experience as one can find almost
everything under the same roof. It has different features which caters all the needs
oh the shoppers. Some of them are:
 The Food Bazaar or the grocery store with the department selling fruits and
vegetables.
 There is a zone specially meant for amusement of the kids.

16
  Electronics zone also called e-zone concerned with electronic goods and
cellular phones.
 Future Bazaar.com or the online shopping portal which makes shopping
easier as one can shop many products of Big Bazaar at the same price from
home.
 There is a Customer Seva desk (CSD) for customers. It deals with problems
and doubts if customers are facing.

Wednesday Bazaar – HAFTE KA SABSE SASTA DIN

In January 2007 Big Bazaar introduced a Wednesday Bazaar concept called
“Hafte Ka Sabse Sasta Din” with the aim to give homemakers the power to save
the most on this day of the week.

India's Biggest Offline Retail Store Big Bazaar has come up again with another
sale named Wednesday Bazaar which will live on weekly basis on
every Wednesday. They have announced Wednesday Bazaar as 'Hafte Ka Sabse
Sasta Din'.

17
Wednesday Bazaar offers grocery clothes, accessories and personal care products
on greater discounts. In the hyper markets or supermarkets business, it is noted
that the highest footfalls generated by these stores are mostly on the weekends or
on national holidays. Therefore, it becomes very important for the retailer to plan
certain offers in such a manner that it can attract customers on the weekdays too.
For the customers, Wednesday Bazaar is the “Hafte Ka Sabse Sasta Din” which
the customers leverage on and for Big Bazaar, Wednesday Bazaar is an
opportunity to maintain footfalls to its standards on weekdays too.
For Big Bazaar, Wednesday Bazaar is a concept, which it tends to run on a long-
term basis. For which the aim is to inculcate in the minds of customers that every
Wednesday is a day of greater savings at Big Bazaar.

Sales on Big days:

Generally, every day sales in Big Bazaar reaches up to 15 to 20 lakhs. And on
Wednesday in Big bazaar the sale reaches up to 35 to 40 lakhs. But on Big days
the sales reache up to 90 lakhs.
In Big Bazaar the Big days means Jan 26th, Aug 15th Oct 2nd, Good Friday.
The acceptance and loyalty that Big Bazaar has gathered over the years was well
evident on Big days. The day India celebrates its Republic Day, the company
honoured the customers by calling the “Maha Savings day”. Shoppers at all Big
Bazaar and Food Bazaar outlets across the country were offered products at prices
never heard before in the history of shopping. The offers spread across categories
from electronics to utensils and from fashion to food. This event received
tremendous response from the regular and new set of shoppers, which resulted
nearly 2 million customers visiting the stores on that day. And most stores were
able to post record sales for a single day.

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Big Bazaar has clearly emerged as favourite shopping destination for millions of
customers across the country. Its success is the true testament to the emotional
bonding it has established with the Indian customers, because of its value
offerings inspirational appeal and service levels.

Fixed Deposits in Big Bazaar (FD):

Companies with a net worth of not less than Rs. 100 crore or turnover of not less
than Rs.500 crore can raise deposits from the public. Future Enterprises Limited
(FEL) is one such company currently in the market raising deposits through their
FDs. Some of its affiliate company’s formats are Big Bazaar, FBB (Fashion Big
Bazaar), Home Town etc. The minimum depo the deposits can be made for 1 – 2
or 3 years under both cumulative and non-cumulative option. Under the
cumulative option, the compounding will happen on a quarterly basis, while for
regular income, the interest pay-out happens every quarter.

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The Fixed Deposit scheme offers an Interest rate of ‘up to 10.10%’ on your
deposits with an additional 0.25% Interest if you are either a Future Pay Member,
a Big Bazaar Profit Club Member, Company Shareholder or a Senior Citizen.
The FD offered under the scheme brings you high returns with high safety. With
Interest rate of ‘up to 10.10% (for 3 yrs. cumulative scheme) and CARE rating
of AA- (FD) Outlook Stable, our Fixed Deposit ensures you safe and best returns
on your money which is superior to other fixed returns investment options. The
FEL deposits are being accepted only from resident citizens having the PAN and
deposits from non-resident Indians and foreign nationals are not allowed. The
deposits may be made jointly in two or three names. The first-named depositor
will be regarded as the beneficial owner after clubbing all deposits in which the
person has been named as the first/sole depositor in his/her individual capacity.
The Fixed Deposit Receipt will be issued in physical form unless the Applicant
has opted for the issuance of Fixed Deposit Receipt in Digital Form.

Minimum Deposit Amount:

Deposits will be accepted in multiples of Rs. 1,000/-, subject to a minimum of
Rs. 10,000.

Additional Rate of Interest:

Additional Interest of 0.25% p.a. is offered to Shareholders of the Company,
Existing Employees of Future Group, Senior Citizen, Members of Future Group
Customer Loyalty program viz. Future Pay, Big Bazaar Profit Club, Easy day
Saving Club, irrespective of eligibility of Depositor in one or more categories.

Interest Frequency & Payment:

Both the Scheme are offering Quarterly Interest frequencies:

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In case of Non-Cumulative FDs, the Interest will be paid to the First/ Sole
Applicants Bank Account at the end of Calendar Quarters and at Maturity or on
previous business day in case end of quarter happens to be a Holiday.
In case of Cumulative Deposits, the Interest is compounded (added to the
Principal) at the end of each Calendar Quarter and will be paid to the First/ Sole
Applicants Bank Account, on maturity date or on previous business day, in case
the maturity date happens to be a holiday.

Swot analysis:
Strengths:

1. Wide presence in India covering almost all major cities and towns.
2. Efficient and cost conscious committed quality service.
3. High brand equity in evolving market.

4. Everyday low prices, which attract customers, and has a Huge investment
capacity.

5. It offers a family shopping experience, where entire family can visit

together.

6. Available facilities such as online booking and delivery of good .

Weakness:

1. Dependent heavily on India and is susceptible to foreign players.

2. Stiff competition from global players means market share growth is
limited.
3. Extremely popular means heavily crowded during festive/discount
seasons.

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Opportunities:

1. Evolving customer preference in recent year.

2. Organized retail is minute in India.
3. Global expansion and tie-ups with international brands.

Threats:

1. Global players trying to enter into Indian market.

2. Low priced product could be perceived as low-quality product.
3. Government policies are not well defined in country like India.

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THEORETICAL FRAMEWORK OF LOYALTY PROGRAMS

From the design perspective, a loyalty program needs three key specifications:
1. Participation requirements
2. Point structure
3. Rewards

The first element pertains to the convenience and cost of participation.

Participation modes can be differentiated by voluntary versus automatic
enrolment and free versus fee-based membership. Programs also differ in terms
of how convenient it is for consumers to participate. The second aspect of a
loyalty program, point structure, involves how reward points are issued, what
the point thresholds are for redeeming rewards, and whether a tiered structure is
used. The third design element, choice and availability of rewards, has received
the most extensive attention in existing studies. This design element includes
reward value and cost, actual rewards offered, and their compatibility with the
focal brand.
In addition to program design factors, research has shown the impact of
program management on the success of a loyalty program. It may be surmised
that the success of a loyalty program also depends on organizational support of
the program and the amount of resources dedicated to program management,
but these organizational factors have not been subject to empirical testing.

The goal of every loyalty programme is to increase profit, revenue and market
share, thus securing the company’s stability and existence. But these are often
mid-term or even long-term goals which can only be achieved if other
intermediate goals are reached first. The following figure shows the typical five
main goals of many customer loyalty programs.

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 Main Goals of Customer Loyalty Programs:

Customer loyalty Win in New customers

Increase in
 Revenue
 Profit
 Market share

Create communication Build a strong Data base

opportunities

Support other company

departments

Primary Loyalty Program goals:

1. Customer Loyalty:
A customer loyalty program’s primary purpose is to build a relationship with
the customers that turn them into long term loyalty customers, who ideally
will obtain their lifetime demand for a specific product or service from the
company sponsoring the loyalty program.

2. Win a New customer:

The second main goal is to attract new customers through the loyalty program.
This happens in two ways. First satisfied loyalty programme members increase
their word of mouth advertising because of the loyalty programme activities. The
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program’s benefits give the customers something to talk about, and the increased
number of contacts between customer and manufacturer or dealer through the
loyalty programme communication ensures that the product has a higher profile
in the members ‘minds. This may well increase the number of times they refer to
the product or recommend it to the friends. The other way a customer loyalty
program can lead to new customers is that the value of the loyalty program
benefits themselves is so attractive that non- customers join the loyalty program.
These new members will eventually try the product and will continue using it
after satisfactory initial experience.

3. Build a strong database:

A third main goal is the creation of a customer database. A well-maintained
database that is constantly loaded with up to date information is one of the
most powerful marketing tools a company can have and can be used for a large
variety of marketing activities. Using the data from the loyalty program
database in a professional way is a strategic weapon. Ideally the database not
only contains sociodemographic data, but also detailed information on
purchase behavior (brand usage, purchase frequency, purchase volume or
switching between products) and preference data. This information is
normally difficult to obtain and can only be collected if customers use a
company’s own credit card or identify them in some other way at the point of
payment, like giving by giving the cashier a membership number. In both 58
cases, the purchase details can be linked to a name or household and used for
further analysis and marketing activities. If the credit card is not only accepted
at the company’s own points of sale but is also accepted in other stores, and
even more complete picture of the customer’s purchasing behavior is painted.
Data on purchases of competing products, related products and so on is
available. In the case of a customer loyalty programme, such a card would the
membership card, enhanced with a credit function.

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A customer loyalty programme has an advantage over other loyalty programs
in that it achieves the goal of data collection more effectively. By joining the
loyalty program, the members have already identified themselves as having a
special interest in the products or services that the loyalty programme
represents. In most cases, a joining fee must be paid, or a similar hurdle has to
be overcome to join the loyalty programme- an effort that non-interested
customers would probably not invest. In many other loyalty programs,
membership comes automatically with a product purchase or is granted
without any formal process. The existence of this special interest means that
the sponsor of a customer loyalty program can therefore easily approach its
members with detailed surveys concerning their purchase behavior, purchase
motivation, related attitude and beliefs, product perception and so on. All this
detailed information can be entered into the database. The members are in
many cases delighted that finally somebody, whom they know and whose
products they care about, shows interest in and concern for their opinions.

4. Support other company departments:

Building a strong database supports the fourth main goal of a customer loyalty
program, which is to assist other departments such as R&D, product
marketing, or market research. The loyalty programme offers a unique
opportunity for these departments to communicate with customers who are
certainly more willing to share information and opinions with the company
than mall intercept interview recruits will ever be. This situation provides a
great potential to find out about market trends, consumer demands or to test
new products. Nowhere else a company will find a group of consumers with
more interest in the product and all related issues, and whose opinion could be
more valuable. A dialogue with these customers can help to identify 59
problems with the use of existing products, possible areas of improvement,
ideas for new products and many other issues.

26
 5. Create communication opportunities:
The fifth and final main goal is to make communication opportunities that can
be used to intensify contact with the members. This is not only leading to more
regular contact with the members, which is initiated and thus controlled by the
manufacturer or dealer, but also leads to direct and personalized
communication. In contrast to mass communication through advertising and
direct mail- which even today is far from being truly personalized –this
ensures more efficient use of the communication budget, and a much more
positive effect.

Secondary loyalty program goals:

Apart from these main goals, a customer loyalty programme can pursue further
goals, such as:
i. Increasing product, brand and company image trough the positive effect
of the loyalty program and its activities
ii. Increasing visit frequency by attracting customers to the points of sale
through special promotions, sales or events.
iii. Increasing usage frequency by ensuring that the product is constantly in
the mind of the users
iv. Developing solutions for members’ problem (especially in B2B loyalty
program).
v. Supporting the company’s public relation activities through reports on the
loyalty program’s activities in the media.
vi. Adding customer support capacity which is qualitatively superior to the
support a customer could receive from a dealer (especially for more
complicated products or products that need more intensive explanation,
such as high-tech products).

27
Loyalty Programs and long-term effect:

A customer loyalty program does not create the same short-term results as does
an enticing special offer via direct mail or heavy local advertising. Even so,
certain results can be seen rather quickly. The secondary goals can be achieved
in the short term. However, the primary goals are of long-term nature, and only
if customers are committed to the loyalty programme, and thereby to the
company, is the true profit potential of a customer loyalty programme realized
over time. It can take several months or years to set up a database that is complete
and detailed enough to be used for large scale marketing activities.
A customer loyalty programme does not lead immediate business improvement
and success, but gradually works towards all these goals over the months and
years of the relationship with its members. No loyalty programme will double
profit within weeks. However, the relationship that a loyalty programme helps to
build is very strong and productive. From a long-term perspective, there are other
three points to be considered are:
 To plan and manage a customer loyalty programme properly, an
organization must realize that loyalty programme membership is never a
goal but is always a means of achieving their marketing goals.
 No loyalty program can be successful if the product behind it is not good.
A loyalty program is not a cure for price, distribution or quality problems.
A customer loyalty program can add value to a product but can’t be the
value. Likewise, the loyalty programme can’t overcome significant
discrepancies on other decisive factors.
 As members are used to provide information, a service provider is holding
the responsibility to give something valuable and significant returns to
them.

28
The loyalty program’s target groups:
The target groups for a customer loyalty program consist of those customers with
whom the sponsoring company primarily wants to develop [long term
relationships. The primary target group for a company’s customer loyalty
program should be their most important customers, those who constitute the
major portion of the company’s business, as securing these relationships is most
vital for their future success. Smaller customers and potential customers should
not be excluded from the loyalty program, but the primary focus should be on
developing a program that fits the needs of the top customers. Other customers
will still benefit from such a program, but company will want to target them with
concepts that take their needs into consideration.
The decision about whether to define the target groups narrowly or broadly
depends largely on the goals of loyalty program. If a company is aiming to set up
a complete database of their customer base, then a wide definition of target groups
is necessary; if the goal is to secure business from current key accounts, then
focus is more appropriate. Another factor to be considered is how potential
customers or competitors’ customers are to be approached. Sometimes, a loyalty
program can create a wave of new customers for sponsoring company, but that
will depend on the value and attractiveness of the benefit package. Customer
loyalty programs are very flexible and can cover several target groups, so it is
possible to remain in touch with customers even if their habits change and they
move from one target group or segment to another.

Steps in Developing, Implementing, and Controlling an Effective Loyalty

Program:
The planning and implementation of an effective loyalty program goes through a
ten-step process:

29
 1. Outlining Loyalty Program Objectives

2. Developing a Budget

3. Determining Loyalty Program Eligibility

4. Selecting Loyalty Program Rewards

5. Considering Partnerships with Others

6. Building an Appropriate Organization

7. Developing and Maintaining the Loyalty Program Database

8. Managing an Internal Data Warehouse and Data Mining Capacity

9. Evaluating the Success or Failure of the Loyalty Program

10.Taking Corrective Action

30
1. Outlining Loyalty Program Objectives:
Loyalty program objectives can be based on revenues, profits, customer loyalty,
and increased information on consumers. Common specific loyalty program
objectives are increasing the number of members, reducing member attrition,
increasing member purchases, increasing member purchase frequency, increasing
member profitability, and generating a satisfactory return on loyalty program
investment and receiving valuable market research data.

2. Developing a Budget:
The loyalty program budget needs to reflect various expenses like initial and
ongoing promotional expenses (including costs of communicating with
members), IT hardware and hardware servicing costs, database creation and
maintenance expenses, editorial and production costs of loyalty magazines, the
direct costs of loyalty rewards, and fulfilment function expenses. Some marketers
have defrayed some of the start-up and maintenance costs by imposing initial
membership fees for their loyalty programs. This initial fee can also reduce
memberships by casual customers (where the cost of maintaining their
membership is greater than their profitability) and can help create value to new
members. A major academic study found that higher membership fees increase
consumers’ preference for luxury versus necessity rewards and that high fees
increase the likelihood that consumers will join a program that offers a luxury
reward.

3. Determining Loyalty Program Eligibility:

A major question to be answered while designing a loyalty program is whether a
loyalty program should be open to all customers or only to a select group of
customers (such as the firm’s best customers or those segments most amenable
to a firm’s incentives). Loyalty program eligibility issues need to be related to a
firm’s loyalty program objectives and budget issues. Objectives based on sales
31
volume are best linked with an open eligibility program, while a closed program
may be better associated with profit-based objectives. The closed program also
generally requires smaller budgets than an open eligibility program. Program
eligibility should be based on customer profitability. Through developing a
loyalty program based on ―invitation 66 only, ‖ a marketer can exclude the
customer segments with the lowest profitability (who only purchase merchandise
on sale, frequently request that the marketer match a discounter’s price, or often
return merchandise) by not inviting them into the closed program. Another
alternative is to require minimum purchase requirements or a fee to discourage
low potential customers from applying.

4. Selecting Loyalty Program Rewards:

A loyalty program reward decision should be based on the type of programs
offered by the retailer. The factors need to be considered while making loyalty
program reward decision is choice of currency, tier structure, redemption option
and ease of use.

5. Considering Partnerships with Others:

Partnering with other organizations can reduce the expense of setting up and
maintaining a loyalty program system, increase the desirability of loyalty
program membership, and complement each organization’s strengths and
weaknesses through multi-partner or coalition loyalty programs. Partner firms
may also be able to access each other’s databases to determine cross-selling
opportunities. A popular combination of loyalty program partners includes travel,
grocery, gasoline, and financial services firms.

32
6. Building an Appropriate Organization:
An effective loyalty program requires the development of an appropriate
organization to effectively plan, implement, and fine-tune the program. Firms can
outsource those activities where they have little expertise or where the outsourced
firm has greater skills. Activities that lend themselves to outsourcing include 67
developing and maintaining the member database, developing and maintaining
the loyalty member web site, and data mining.

7. Developing and Maintaining the Loyalty Program Database:

Unlike direct marketers, many store-based retailers generally collect and analyse
data based on products, not customers. Retailers need to see the role of loyalty
programs as an important source of customer-based data. Without a database that
tracks member behavior and offers different rewards to each major consumer
group, a firm cannot achieve the full potential benefits of its loyalty program. The
loyalty program database needs to reflect purchase data from each of the firm’s
channels, as well as its loyalty program partners. Firms also need to integrate
members’ demographic and credit history data into their loyalty program
database. This enables marketers to build an integrated profile of its members.

8. Managing an Internal Data Warehouse and Data Mining Capacity:

Unlike direct marketers, many store-based retailers generally collect and analyse
data based on products, not customers. Retailers need to see the role of loyalty
programs as an important source of customer-based data. Without a database that
tracks member behavior and offers different rewards to each major consumer
group, a firm cannot achieve the full potential benefits of its loyalty program. The
loyalty program database needs to reflect purchase data from each of the firm’s
33
channels, as well as its loyalty program partners. Firms also need to integrate
members ‘demographic and credit history data into their loyalty program
database. This enables marketers to build an integrated profile of its members.
The best loyalty programs were also found to use enrolment forms to capture
demographic, usage frequency, and preference-related data. Airlines, hotels, and
car rental firms have an advantage over other firms in this area since consumers
must identify themselves at the time of purchase.

9. Evaluating the Success or Failure of the Loyalty Program:

The final stage is to evaluate the success or failure of the loyalty program. The
success or failure of a program needs to measure through multiple various factors
like increased sales, increased customer retention, increased purchases, and lower
acquisition costs for new customers.

10.Taking Corrective Action:

The last step in this process involves taking corrective action if loyalty program
performance does not meet objectives. These outlines specific corrective actions
to meet six specific loyalty program objectives: increasing membership, reducing
attrition, increasing member purchases, increasing member gross profit,
improving return on loyalty program investment, and increasing the quality of
market research.

The Loyalty program benefits:

The most important part of any customer loyalty programme is the benefit
package that the members of the programme are offered. These benefits are the
heart and soul of any loyalty programme and are the main factor which
determines whether the programme will be success and fulfil its retention goals.
34
As a customer loyalty programme primarily aims at building up emotional
relationships, the task of finding the right benefits becomes more important. The
benefit needs to be valuable and capable of establishing this emotional connection
between the customer and the company. Following are the factors to be
considered while deciding a loyalty program benefit:

i. Selecting the right benefits:

When thinking about joining a customer loyalty program, customers will weigh
their input (membership fee, data release, membership obligation and so on)
against the output they receive from the programme (benefits, special customer
status, image and so on). Only if the balance of input and output is in favour of
the potential member will they sign up for the programme. A favourable balance
is also necessary for the customer loyalty programme to establish a relationship
with the customer, use their 72 data in a customer loyalty program database, and
pick the fruits that stem from a long-term customer relationship. The right
benefits are those that have a high perceived value from the customer’s point of
view. The following are the three key elements important in this statement:
The first is high value. Every benefit has a certain value for customers, but only
those benefits that have a high value will make membership attractive. To have a
high value, a benefit must meet the expectations of the target groups, have a
certain exclusiveness and/or stand out from the crowd. The value of a benefit
must also be high in absolute terms, and not only in comparison to other
programme benefits. The second important aspect is the perceived value. The
benefits must not only be good from the sponsoring company’s perspective, the
customers must also see it that way. It is not enough to think that a benefit offers
a high value. If the customers perceive it differently, because it is not the benefit
they desire, has not been explained well enough or is too complicated, then the
value is certainly reduced.

35
The third aspect is the selection of the benefits must be made from the customer’s
point of view. The customer’s opinion is what matters, and the only way to find
out what they think is to ask them. The program will only work if it offers benefits
that the customer like, rather than those that company want them to like.

ii. Value oriented approach to benefit selection:

To create a customer loyalty program which goes beyond what is currently
available, one needs to adopt a value-oriented approach. This is the next main
step towards building real, long term customer relationships. Only benefits that
are perceived positively by the customers and have a value for them will have
desired retention effect. If a company wants to start a loyalty program, it must
have good ideas to convince customers of the advantage of a membership. In
contrast to a socially oriented loyalty program that is founded because the
members have common interests, such as a fan club for a sports team, or a bridge
club, the company, as sponsor of a customer loyalty program, must create these
common interests first, then channel and strengthen them.

iii. Hard and Soft benefits:

A good and successful customer loyalty program concept will offer a value-
oriented combination of hard and soft benefits, taking into consideration such
factors as cost and competencies as shown in the Figure below:

Figure: Right mixtures of loyalty program benefits

Soft benefits (e.g.

Hard Benefits (e.g.
Magazine, travel aids,
Discounts, rebates,
special products,
Coupons)
services, events)

36
The right mixture of hard and soft benefits ensures the loyalty program’s
attractiveness and the achievements of its retention goals. Hard benefits are
tangible benefits which are immediately recognizable by all members and lead to
saving in some form or another. In most cases hard benefits are financial benefits
like discounts, rebates or coupons. Although savings are always at the top of
customers wish list and have a certain value for them, these financial benefits will
not be the retention drivers of the program. Such benefits are certainly appreciated
but are not the barrier against defection that a company is trying to build with the
customer loyalty programme. A company must always remember that a customer
who joins their loyalty programme simply because of a discount will be the first
to leave if the competitors next door offers an even better deal. What will make a
company’s loyalty program successful are soft benefits. These soft benefits are
the special offers, the value-added services, the special treatment, the recognition
and reward that the customer is looking for. The soft benefits are responsible for
the major proportion of loyalty effect. As most of the soft benefits included in a
customer loyalty program are intangible, company and/or product related, they
are also less likely to be copied by the competition. They ensure that the loyalty
program has the unique elements that make it attractive to the customers, and that
it offers the high value they are looking for.

iv. The value of the benefits:

There are three main factors which determines the value of the benefit:
 The financial value
 The relevance for the individual
 The ease with which a member can use the benefit or accumulate the
necessary points to earn rewards.

Relevance for the customer means that an offered benefit must be in some way
related to the best interests of the member, so that there is an incentive and interest
37
in using the loyalty program benefits. Therefore, the benefit must be something
that the customer needs or wants, or at least could use. It is necessary to consider
in depth the needs and value structure of the specific target groups that are
approached by the customer loyalty program. Apart from the value aspects, a
loyalty program benefit must also fulfil other conditions which are more relevant
from the loyalty program sponsor’s point of view, such as practicability.
Finally, ease of use means that loyalty program benefits are clearly
communicated and can be called on without much effort. If the customer loyalty
program includes some sort of reward program which allows the customer to
accumulate points and then exchange these for specific rewards after reaching a
certain level, that must not be set too high. If rewards can only be reached after a
very long period and heavy purchases, this is not very encouraging and can often
lead to a negative perception.

Customer Loyalty program – Communication:

A customer loyalty programme mainly communicates in three areas: with loyalty
program members, with the personnel of the sponsoring company, and with those
in its external environment, such as the media. There are a variety of
communication methods, such as loyalty programme magazine, regular
newsletter or mailings, a loyalty programme hotline, a web page, loyalty program
meetings and events or loyalty programme outlets. Communication with
members should not be limited to sales information and special offer brochures.
Information about the loyalty program must also be communicated within the
company. A customer loyalty program will work only if all employees throughout
the sponsoring company support the loyalty program and its concept, as well as
playing their part in making customers loyal. It is especially important for those
employees who have regular contact with the customers to understand the
principles and goals of the loyalty programme, the importance of its members,
and to treat loyalty program members with the appropriate attitude.
38
 DATA ANALYSIS & INTERPRETATION

1. How frequently do you shop in big bazaar?

a. Once in 2 weeks
b. Once in a month
c. More than once in 2 weeks
d. More than once in a month.

Shopping Responses Percentage

Once in 2 weeks 20 40%
Once in a month 16 32%
More than once in 2 weeks 3 9%
More than once in a month 11 22%

Total 50 100%

Frequently of Shopping
25

20
Responses

15

10 20
16
5 11
3
0
Once in 2 weeks Once in a month More than once in 2 More than once in a
weeks month
Shopping

Interpretation:

40% of the customers shop once in 2 weeks are the age (36-45), 16% of the
customers shop once in a month are the age (26-35), 9% of the customers shop
more than once in 2 weeks are between the age (18-25) and 22% of the customers
shop more than once in a month in Big Bazaar are 45 above.

39
 2. Are you aware of loyalty cards in big bazaar?
a. Yes
b. No

Loyalty Cards Responses Percentage

Yes 40 80%

No 10 20%

Total 50 100%

Aware of Loyalty Cards

45

40

35

30
Responses

25

20 40

15

10

5 10

0
Yes No
Loyalty Cards

Interpretation:

80% of the customers are aware of the loyalty cards in the Big Bazaar. And 20%
of the customers whose are aware of Loyalty cards.

40
 3. If the answer is “YES” for the above question which type of loyalty card
do you use?
a. Payback card
b. Future Pay
c. Profit club card (PC)
d. All

Loyalty Card Responses Percentage

Payback Card 25 50%
Future Pay 12 24%
Profit Club Card (PC) 7 14%
All 6 12%
Total 50 100%

Type of Loyalty Card

30

25

20
Responses

15
25
10

5 12
7 6
0
Payback Card Future Pay Profit Club Card (PC) All
Loyalty Card

Interpretation:

50% of the customers use Payback card are between the age (26-35), 24% of the
customers use Future pay app are the age (18-45) and above, 14% of the
customers use Profit club card are the age (35-45) and above. and 12% of the
customers use all the Loyalty cards in Big Bazaar are the age 45 above.

41
 4. Did you benefit by these loyalty cards?
a. Yes
b. No

Benefit Responses Percentage

Yes 35 70%

No 15 30%

Total 50 100%

Benefit of Loyalty Cards

40

35

30

25
Responses

20
35
15

10
15
5

0
Yes No
Benfits

Interpretation:

70% of the customers agreed that they are benefited by these loyalty cards in the
Big Bazaar. And 35% of customers disagreed for this.
42
 5. By using these loyalty cards, did you get discounts on any products?
a. Yes
b. No

Discounts Responses Percentage

Yes 45 90%

No 5 10%

Total 50 100%

Discounts on any products

50
45
40
35
30
Responses

25
45
20
15
10
5
5
0
Yes No
Discounts

Interpretation:

45% of the customers gets discounts on any products by using these loyalty cards
in the Big Bazaar. But 5% of customers does not discounts by using these cards.

43
 6. Do you get message alerts whenever there are discounts or offers and new
products launched to your future pay app?
a. Every time
b. Sometimes
c. Never
d. Don’t know

Messages Responses Percentage

Every time 35 70%
Sometimes 15 30%
Never 0 0%
Don’t know 0 0%

Total 50 100%

Message Alerts
40

35

30
Responses

25

20
35
15

10
15
5

0 0 0
Every time Sometimes Never Don’t know
Messages

Interpretation:

70% of the customers gets message alerts every time. But only 30% of the
customers gets message alerts sometimes.

44
 7. Does Future Pay app add value to your shopping?
a. Yes
b. No

Value Responses Percentage

Yes 35 70%

No 15 30%

Total 50 100%

Future pay add value to shopping

40

35

30

25
Responses

20
35
15

10
15
5

0
Yes No
Value

Interpretation:

100% of the customers agreed that Future pay app add value to the shopping.

45
 8. Do cash backs come to the Future Pay wallet whenever you buy a product
which is of “Future Pay Price”?
a. Never
b. Sometimes
c. Every time

Cash backs Responses Percentage

Never 2 4%

Sometimes 39 78%

Every time 9 18%

Total 50 100%

Cash backs to the wallet

45
40
35
30
Responses

25
20 39
15
10
5 9
0 2
Never Sometimes Every time
Cash backs

Interpretation:

4% of the customers never gets cash backs, 18% of the customers gets cash backs
every time. But only 78% of the customers gets cash backs sometimes

46
 9. Does “Future Pay Price” will be there every time when you visit big bazar?
a. Agree
b. Disagree
c. Don’t know

Price Responses Percentage

Agree 44 88%

Disagree 4 8%

Don’t know 2 4%

Total 50 100%

Future pay price

50
45
40
35
Responses

30
25
44
20
15
10
5
4 2
0
Agree Disagree Don’t know
Price

Interpretation:

44% of the customers agreed that Future pay price will be there every time
whenever they visit Big Bazaar. 4% of the customers disagreed for this. And 2%
of the customers don’t know whether there will be Future pay price or not
whenever they visit Big Bazaar
47
 10. What is your overall rating on loyalty cards?
a. Excellent
b. Good
c. Average
d. Poor

Rating Responses Percentage

Excellent 26 52%
Good 14 28%
Average 6 12%
Poor 4 8%

Total 50 100%

Overall rating on Loyalty cards

30

25

20
Responses

15
26
10
14
5
6
4
0
Excellent Good Average Poor
Rating

Interpretation:

52% of the customers gave Excellent rating for the Loyalty cards, 28% of the
customers gave Good, 12% of the customers gave Average and 4% of the
customers gave Poor rating for this.

48
 FINDINGS
1. When compared to all frequently shopping customers, the customers who
shop once in 2 weeks is more when compared to customers who shop more
than once in 2 weeks. The customers who shop more than once in a month
and once in a month are medium.
2. Only some customers are aware of loyalty cards who shop in Big Bazaar.
3. When compared to all cards most of the customers use Pay back card and
least is Profit club card. And customers who use all the loyalty cards or any
two are medium.
4. Some customers are benefited, and some are not by these Loyalty cards.
5. Most of the customer gets discounts or offers on any products by using
these loyalty cards.
6. Most of the customers said that they get message alerts every time to their
mobiles whenever a new product is launched and discounts or offers
available. But only few customers said that they get message alerts
sometimes to their mobiles.
7. More customer has agreed that by using Future pay app it adds value to
their shopping but very few customers disagreed.
8. Most of the customers gets cash backs every time to Future pay wallet
whenever they buy a product which is oh Future pay price. But there are
some customers who gets cash backs sometimes to Future pay wallet.
9. The customers who agreed that there will be Future pay price whenever
they visit big Bazaar is more when compared to customers who disagreed.
There are only few customers who don’t know whether there will be future
Pay price or not whenever they visit Big Bazaar.
10. The customers who gave overall rating Excellent for Loyalty cards is high.
The customers who gave rating Good is medium and the customers who
gave rating Average and Poor is less.

49
 CONCLUSION

Big Bazaar is undoubtedly the number one retailer in India. It is a major shopping
complex for today’s customers. It is a place where customers find variety of
products of a reasonable price. Big Bazaar has a good reputation of itself in the
market. It has positioned itself in the market as a discounted store. It holds a huge
customer base. Majority of customers belong to middle class family. The young
generation also likes shopping and moving around Big Bazaar.
Big Bazaar is a hypermarket as it provides various kinds of goods like apparels,
grocery, stationary, food items, electronics items, etc. It competes with all the
speciality stores of different products which provide goods at a discounted rate
all through the year.
Different types of products are available starting from baby food to pizzas under
one roof. In Big Bazaar not only rich people shop but also middle- and low-class
people come to enjoy the shopping experience.

BIBLIOGRAPHY

https://www.futuregroup.in/

https://www.bigbazaar.com/

https://www.futureretail.in/pdf/Annual_Report_2017_18.pdf

https://www.futureretail.in/investors/annual-reports.html

50
 ANNEXURES

Personal Information

Age?
a. 18-25 b. 26-35 c. 36-45 d. 45 above
Your Marital Status?
a. Married b. Unmarried
What is your profession?
a. Student b. Self-employed c. Salaried d. Others

1.How frequently do you shop in big bazaar?

a. Once in 2 weeks b. Once in a month c. More than once in 2 weeks
d. More than once in a month.
2.Are you aware of loyalty cards in big bazaar?
a. Yes b. No
3.If the answer is “YES” for the above question which type of loyalty card do
you use?
a. Payback card b. Future Pay c. Profit club card (PC) d. All
4.Did you benefit by these loyalty cards?
a. Yes b. No
5.By using these loyalty cards, did you get discounts on any products?
a. Yes b. No
6.Do you get message alerts whenever there are discounts or offers and new
products launched to your future pay app?
a. Every time b. Sometimes c. Never d. Don’t know
7.Does Future Pay app add value to your shopping?
a. Yes b. No
8.Do cash backs come to the Future Pay wallet whenever you buy a product which
is of “Future Pay Price”?
a. Never b. Sometimes c. Every time
9.Does “Future Pay Price” will be there every time when you visit big bazar?
a. Agree b. Disagree c. Don’t know
10. What is your overall rating on loyalty cards?
a. Excellent b. Good c. Average d. Poor

51