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Submitted To: ALOKA MENDENS. (General Manager) Indo German Training Centre, Bangalore.
Executive summary
I have undertaken this study for my project work to fulfil the requirement of PGPBA Degree course through Indo German Training Centre, Bangalore hence the theme of my project is based on Retail Organisational study on Customer Service Desk at Big Bazaar. Firstly I spend some time on floor and see the customer buying behaviour, customer preference, customer need etc. The visualisation part done by the V.M. and floor team arrangement of the material on the floor to attract the customers. I have done market research on buying behaviour of customers towards three main players of the retail industry. Questionnaire is customer oriented in spite of vendor oriented because according to me customer is the king of Retail chain. I made questionnaire and did a survey by filling the questionnaires and get findings from the result of these questionnaires. By the help of these findings I came to know that before entering in to a retail outlet customer weighs that retail outlet on some parameters. By the help of findings from questionnaires I came to know the sequence and weighing of these parameters preferred by the customers. Big Bazaar is on the right track by using these parameters for being customer oriented. After the above studies and insight of the workings a few hindrances where spotted but on an overall we can say that the store is quite well maintained and customers are satisfied.
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Acknowledgement
It gives me immense pleasure, having done a project on an interesting and knowledgeable topic like Retail Organisational study on Customer Service Desk at Big Bazaar. This project has not only widened my horizon as far as academics are concerned but also helped me to enlarge my knowledge bank. There are many people associated with this project without which this project would not have been made possible. I take this opportunity to express my sincere gratitude to Mr. Sunu Sundran, (Store Manager Big Bazaar, OMR), Ms. Gayatri V M,( HR Big Bazaar, OMR) who provided me this great opportunity to work and learn at Big Bazaar and other staff at CSD who encouraged and guided me in doing this wonderful project on CSD. I am indebted to my college in particular to Ms. Aloka Mendens(Manager, IGTC Bangalore) and would like to acknowledge and extend my heartfelt gratitude for providing me this great opportunity and encouraging me to learn more during my stay at Big Bazaar, OMR. I would like to thank all fellow management trainees who assisted with constant support and shared their experiences with me which added to my knowledge in completion of this project successfully. I would also like to thank all those persons who assisted me in the completion of my project at Big Bazaar, OMR, successfully, whom I could not mention name by name due to lack of space,Last but not least, I would like to express my sincere gratitude to all authors of various books and articles who indirectly helped me in gaining knowledge about Retail Industry.
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4 5 5 5 7 9 10 10 11 12 13 15 16 17 18 18 20 23 25 28 36 36 46 48 48 50 52
Chapter 3
Chapter 4
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Findings and Suggestions Customer Service Desk, Big Bazaar, OMR, Bangalore Functions of Customer Service Desk, OMR, Bangalore SWOT analysis on Customer Service Desk(CSD) Suggestions Bibliography Annexure: Questionnaire on Customer Satisfaction
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1. Objectives
The first and foremost objective of this study is the study of Organisation and Customer Service Desk at Big Bazaar.
The study of customer satisfaction is the most important factor to thrive in any bunisess. It's a well known fact that no business can exist without customers.
Customer satifaction is determined in terms of how well customers are dealt, their problems resolved, etc. The study has been conducted on the basis of my experience at Big Bazaar for more than a month and survry done here. This study mainly reveals the SWOT analysis that I have done here and the suggestions that follow. As the new connotation goes-customer is the king, the study in brief is about the retail scenario in India and the world, profile and evolution of Big Bazaar, a Future Group venture, how the Customer Service Desk operates, its activities and how it is very important in bringing success to an organization called Big Bazaar, followed by its SWOT analysis, findings and suggestions.
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cent) and hypermarkets (75-80 per cent). Further, it estimates the organized segment to account for 25 per cent of the total sales by 2011. India retail industry is the largest industry in India, with an employment of around 8% and contributing to over 10% of the country's GDP. Retail industry in India is expected to rise 25% yearly being driven by strong income growth, changing lifestyles, and favorable demographic patterns. It is expected that by 2016 modern retail industry in India will be worth US$ 175- 200 billion. India retail industry is one of the fastest growing industries with revenue expected in 2007 to amount US$ 320 billion and is increasing at a rate of 5% yearly. A further increase of 7-8% is expected in the industry of retail in India by growth in consumerism in urban areas, rising incomes, and a steep rise in rural consumption. It has further been predicted that the retailing industry in India will amount to US$ 21.5 billion by 2010 from the current size of US$ 7.5 billion. Shopping in India has witnessed a revolution with the change in the consumer buying behavior and the whole format of shopping also altering. Industry of retail in India which has become modern can be seen from the fact that there are multi- stored malls, huge shopping centers, and sprawling complexes which offer food, shopping, and entertainment all under the same roof. India retail industry is expanding itself most aggressively; as a result a great demand for real estate is being created. Indian retailers preferred means of expansion is to expand to other regions and to increase the number of their outlets in a city. It is expected that by 2010, India may have 600 new shopping centers. In the Indian retailing industry, food is the most dominating sector and is growing at a rate of 9% annually. The branded food industry is trying to enter the India retail industry and convert Indian consumers to branded food. Since at present 60% of the Indian grocery basket consists of non- branded items. India retail industry is progressing well and for this to continue retailers as well as the Indian government will have to make a combined effort. 7|Page
organized retail sector. But the global retail giants like Tesco, Wal-Mart, and Metro AG are entering the organized retail sector in India indirectly through franchisee agreement and cash and carry wholesale trading. Many Indian companies are also entering the Indian organized retail sector like Reliance Industries Limited, Pantaloons, and Bharti Telecoms. But they are facing stiff competition from these global retail giants. As a result discounting is becoming an accepted practice.
2.5.2 Merchandise:
The primary goal of the most retailers is to sell the right kind of merchandise and nothing is more central to the strategic thrust of the retailing firm. Merchandising consists of activities involved in acquiring particular goods and services and making them available at a place, time and quantity that enable the retailer to reach its goals. Merchandising is perhaps, the most important function for any retail organization, as it decides what finally goes on shelf of the store.
2.5.3 Pricing:
Pricing is a crucial strategic variable due to its direct relationship with a firm's goal and its interaction with other retailing elements. The importance of pricing decisions is 9|Page
growing because today's customers are looking for good value when they buy merchandise and services. Price is the easiest and quickest variable to change.
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- Food world - Shoppers' Stop - Vivek's - Subhiksha - Westside - Planet M - Nilgris - Lifestyle - Music World - Adani- Rajiv's - Pyramid - Crossword - Nirma-Radhey - Globus - Life spring
the commodities were on the scene including livestock. Bargaining was the unwritten law of market. Educational qualification level of these retailers was always low. Hence market was controlled by handful of distributors &/or Wholesalers. Virtually there was only one format of retailing & that was mass retail. Retailer to consumer ratio was very low, for all the categories without exception. Varity in terms of quality, Styles were on regional basis, community based & truly very low range was available at any given single place. Almost all the purchases / (buying) by mass population was need oriented & next turn may be on festivals, Marriages, Birthdays & some specific occasions. Impulsive buying or consumption is restricted to food or vegetables etc. Having extra pair of trousers or Shirts or Casuals & Formals & leisure wear & sports wear & different pair of shoes for occasions is till date is a luxury for majority population except for those living in Metros. Purchasing power of Indian urban consumer is very low and that of Branded merchandise in categories like Apparels, Cosmetics, Shoes, Watches, Beverages, Food, Jewellery, are slowly seeping into the lifeline of Indian City folks. However electronic & electrical home appliances do hold appropriate image into the minds of consumers. Brand name does matter in these white goods categories. In the coming times also majority of organized retailers will find it difficult to keep balance with rest of the unbranded retail market which is very huge.
* Emergence of pure retailers * Retailers getting multi-locational and multi-format * Global retailers evincing interest in India
2.9 Conclusion
For a start, these retailers need to invest much more in capturing more specific market. Intelligence as well as almost real-time customer purchase behavior information. The retailers also need to make substantial investment in understanding/acquiring some advanced expertise in developing more accurate and scientific demand forecasting models. Re-engineering of product sourcing philosophies-aligned more towards collaborative planning and replenishment should then be next on their agenda. The message, therefore for the existing small and medium independent retailers is to closely examine what changes are taking place in their immediate vicinity, and analyze Whether their current market offers a potential redevelopment of the area into a more modern multi-option destination. If it does, and 13 | P a g e
most commercial areas in India do have this potential, it would be very useful to form a consortium of other such small retailers in that vicinity and take a pro-active approach to pool in resources and improve the overall infrastructure. The next effort should be to encourage retailers to make some investments in improving the interiors of their respective establishments to make shopping an enjoyable experience for the customer.As the retail marketplace changes shape and competition increases, the potential for improving retail productivity and cutting costs is likely to decrease. Therefore, it will become important for retailers to secure a distinctive position in the marketplace based on value, relationships or experience. Finally, it is important to note that these strategies are not strictly independent of each other; value is function of not just price, quality and service but can also be enhanced by Personalization and offering a memorable experience. In fact, building relationships with customers can by itself increase the quality of overall customer experience and thus the perceived value. But most importantly for winning in this intensely competitive marketplace, it is critical to understand the target customer's definition of value and make an offer, which not only delights the customers but also is also difficult for competitors to replicate.
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Company Profile
Pantaloon Retail (India) Limited, Headquartered in Mumbai (Bombay), is Indias leading retailer that operates multiple retail formats in both the value and lifestyle segment of the Indian consumer market. The company by 9th april 2009 operates over 11 million square feet of retail space, has over 1000 operational stores across 71 cities and towns and 65 rural locations in India and employs over 30,000 people. The company saw a 52 per cent increase in its total income from Rs 33.29 billion in FY 2006-07 to Rs 50.53 billion in FY 2007-08. The companys leading formats include Pantaloons, a chain of fashion outlets, Big Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain, blends the look, touch and feel of Indian bazaars with aspects of modern retail like choice, convenience and quality and Central, a chain of seamless destination malls. Some of its other formats include, Depot, Shoe Factory, Brand Factory, Blue Sky, Fashion Station, all Top 10, m Bazaar and Star and Sitara. The company also operates an online portal, futurebazaar.com. A subsidiary company, Home Solutions Retail (India) Limited, operates Home Town, a large-format home solutions store, Collection I, selling home furniture products and E-Zone focused on catering to the consumer electronics segment. Pantaloon Retail was recently awarded the International Retailer of the Year 2007 by the US-based National Retail Federation (NRF) and the Emerging Market Retailer of the Year 2007 at the World Retail Congress held in Barcelona. Pantaloon Retail is the flagship company of Future Group, a business group catering to the entire Indian consumption space. 15 | P a g e
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.
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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 & Humility: to respect every individual and be humble in our conduct. Introspection: leading to purposeful thinking. Openness: to be open and receptive to new ideas, knowledge and information. Valuing and Nurturing Relationships: to build long term relationships. Simplicity & Positivity: Simplicity and positivity in our thought, business and action. Adaptability: to be flexible and adaptable, to meet challenges. Flow: to respect and understand the universal laws of nature.
Furniture - Collection i, Furniture Bazaar, Home Bazaar E-tailing (Online Shopping) - www.futurebazaar.com Books & Music - Depot Leisure & Entertainment - Bowling Co., F123 Wellness - Star & Sitara, Tulsi Telecom & IT - Gen M, M Bazaar, M-Port, ConvergeM, Future Axiom Consumer Durables - Koryo, Sensei ,IPAQ Service - E Care , H Care Malls - Central (Bangalore, Hyderabad, Pune, Mumbai, Vadodara, Gurgaon, Indore) Investment & Savings - Insurance: ULIP, Pension, Endowment etc.
Food Bazaar, the supermarket chain was launched. Central Indias first seamless mall was launched in Bangalore. Group moves beyond retail, acquires stakes in Galaxy Entertainment, Indus League Clothing and Planet Retail. Sets up Indias first real estate investment fund Kshitij to build a chain of shopping malls.
2006
Future Capital Holdings, the companys financial is formed to manage over $ 1.5 billion in real estate, private equity and retail infrastructure funds. Plans forays into retaining of consumer finance products. Home Town, a home building and improvement products retail chain was launched along with consumer durables format, Ezone and furniture chain, Furniture Bazaar. Furure group enters into joint venture agreements to launch insurance products with Italian insurance major, Generali. Forms joint ventures with US office stationery retailer, staples.
2007
Future Group crosses $1billion mark. Specialised companies in retail media, logistics, IPR, and brand development and retail-led technology services become operational. 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 Retain Congress held in Barcelona. Futurebazaar.com becomes Indias most popular shopping portal.
2008
Future Capital Holdings becomes the second group company to make a successful Initial Public Offering in the Indian capital markets. Big Bazaar crosses the 100 store mark, marking one of the fastest ever expansion of a hypermarket anywhere in the world. Total operational retail space crosses 10 million square feet mark.
Kishore Biyani is the Managing Director of Pantaloon Retail (India) Limited and the Group Chief Executive Officer of Future Group.
Mr. Gopikishan Biyani, Wholetime Director Gopikishan Biyani, is a commerce graduate and has more than twenty years of experience in the textile business. Mr. Rakesh Biyani, Wholetime Director Rakesh Biyani, is a commerce graduate and has been actively involved in category management; retail stores operations, IT and exports. He has been instrumental in the implementation of the various new retail formats. Mr. Vijay Kumar Chopra, Independent Director V.K.Chopra is a fellow member of The Institute of Chartered Accountants of India (ICAI) by profession and is a Certified Associate of Indian Institute of Bankers (CAIIB). His banking career spans over 31 years and he has served senior management positions in Central Bank of India, Oriental Bank of Commerce, SIDBI, Corporation Bank and SEBI. Mr. Shailesh Haribhakti, Independent Director Shri Shailesh Haribhakti, is a Chartered Accountant, Cost Accountant, and a Certified Internal Auditor. He is the Deputy Managing Partner of Haribhakti & Co., Chartered Accountants and past president of Indian merchant Chambers. He is on the Board of several Public Limited Companies, including Indian Petrochemicals Corporation Ltd., Ambuja Cement Eastern Ltd. etc. He is on the Board of Company since June 1, 1999. Mr. S Doreswamy, Independent Director S. Doreswamy, is a former Chairman and Managing Director of Central Bank of India and serves on the board of DSP Merrill Lynch Trustee Co and Ceat Limited among others. Dr. D O Koshy, Independent Director 20 | P a g e
D. O. Koshy, holds a doctorate from IIT, Delhi and is the Director of National Institute of Design (NID), Ahmedabad. He has over 24 years of rich experience in the textiles and garment industry and was instrumental in the setting up of NIFT centres in Delhi, Chennai and Bangalore. He is a renowned consultant specializing in international marketing and apparel retail management. Ms. Bala Deshpande, Independent Director Bala Deshpande, is Independent Director, Pantaloon Retail (India) Ltd. and also serves on the boards of Deccan Aviation, Nagarjuna Construction, Welspun India and Indus League Clothing Ltd, among others. Mr. Anil Harish, Independent Director Anil Harish, is the partner of DM Harish & Co. Associates & Solicitors and an LLM from University of Miami. He also serves on the board of Mahindra Gesco, Unitech, IndusInd Bank and Hinduja TMT, among others. Rakesh Biyani CEO - Retail Anshuman Singh CEO - Value Fashion Damodar Mall CEO - Incubation & Innovation Hans Udeshi CEO - General Merchandising Hemchandra Javeri CEO - Home Solutions Retail (India) Ltd. Kailash Bhatia CEO - Integrated Merchandising Group Madhumati Lele CEO - Services Rajan Malhotra CEO - Big Bazaar Sadashiv Nayak CEO - Food Bazaar Sanjeev Aggarwal CEO - Pantaloons Vishnu Prasad CEO - Central & Brand Factory Kruben Moodliar President- Operations (Value Retailing) Mayur Toshniwal Head - Operations (North Zone) Rajesh Joshi Head - Operations (West Zone) Rohit Malhotra Head - Operations (South Zone) 21 | P a g e
Sandeep Marwaha Head - Operations (East Zone) Sanjay Jog Head - Human Resources Ushir Bhatt Executive Board Member
Juna do aur naya lo where customers were encouraged to bring in their old clothes, utensils, furniture and electronics, sell them at a predetermined price and receive coupons that enabled them to receive a discount on goods in store. Even with preconditions like the customer has to buy four times the value of the coupon, the coupon is valid only for seven days, the mounds of old clothes and items outside these collection centers were testimony to the success of this gambit. Big Bazaar was also the first to designate Wednesday as the hafte ka sabse sasta din with extra special discounts offered to lure the customer into the store midweek with the usual result, a crowded store! This naturally has been copied by every retailer in the same bandwidth, pronto. Kishore Biyani is reported to have said that the word bazaar was mandatory for the name as they wanted to replicate the Indian mandi or market feel, and big came about because this was a much larger concept than just a regular market. The clarity of ideas is evidenced by the fact that they had frozen the punch line Isse Se Sasta Aur Achha Kahi Nahi much before any meeting with creatives to design the final logo of Big Bazaar. It was intentional then and has been kept up to date as the stores reflect India and Indianness by keeping tabs on the local culture, diversity and customs to grow with society rather than as a separate entity. Of course the experience in each store varies as individual stores are treated like a small family with its own head of the family Karta the store manager. This is sometimes a negative thing if the influence of the head or karta cannot be perceived or counted upon and leads to vastly varied customer interactions, where one store scores over the other, within the same locality, a very confusing thing for the customer. The standardization that one expects with a multi city and store operation is somewhat lacking whether in terms of merchandise stocked, service offered or even just the overall intangible feel of vibrancy that exists in some stores and is completely absent in others. This in spite of
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Kishore Biyani inculcating the habit of observing and understanding customers behavior in every employee of the group. But this is definitely sidelined by the continuing success story of this store, where even a recession has not dented their customer base probably because they are perceived as being on the customers side.
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There are many promotional activities done in the store to promote the in house brands. These activities are usually performed on big days in the week like Sundays, Saturday and Wednesday. The activities done are fashion show to promote fashion @ big bazaar. Fashion show was conducted in the exterior of the store by models that performed on the ramp wearing big bazaar clothing. Other activities are small games such as quiz contest, fashion show, etc. are been played to entertain customers and on the same front promote their products. Wednesday bazaar is mostly targeted at house wife handling low budgets for the week. Impulse bins are kept in areas where there are heavy footfalls and cash counters to make customers buy the products.
The health and safety measures i.e. the security guards. Exterior of the store is attractive and inviting. It highlights the seasonal attraction of different sections with the help of huge hoardings. Parking is design according to the convenience of the customer as customers have entries close to the Parking spaces for both Two and Four Wheelers. Customers have proper places to put their luggage while entering the store, proper security feature are provided to give them a feeling of safety and wellbeing. Small eateries and Snacks shop are there for the customers in wait and for those who wants to pass their time.
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Interior store design is a function of the aesthetic within the store, the merchandise sold within and the space used for the same and the overall layout of the store. The factors that affect the interior store design are: Space planning i.e. location of various departments, location of various products in the department (plan gram), relation of space to profitability. Fixtures that are used for storing and displaying merchandise. Lighting scheme has to be decided on the product that is displayed. Graphics and signage in the store provide information about the product, location, facilities etc. in the store. Overall format of the store, look, feel, colure scheme are decided to give a Bazaar look where the Target Customer can have a feeling of having convenient and valued shopping Experience. For the convenient movement of the customers in the store there are escalators and lifts. The store layout is such that when one reaches at a particular level he /she can get an overall picture of the floor in a single view. Proper spacing is provided for fixtures, walking area and Highlights like Boards and Signages are provided in each section. Every section is arranged in accordance to a preplanned theme for each Season and Shopping Festival. These themes have a same kind of patter or look such that different sections are connected in accordance with the buying behavior of the customer. The floor arrangements are planned to suit the buying need and convenience of the customers like grocery, food and FMCG products (daily necessities) are kept on the ground floor as no customer will go to the 5th floor to buy vegetables. Thus the store designs are according to this plan. Comfortable ambience is created with the help soothing music. Proper ventilation and lights add to the shopping experience at OMR big bazaar. Attractive schemes and
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discounts on different products on different levels are announced at regular intervals at every floor to attract customers. At Big Bazaar, you will definitely get the best products at the best prices - thats what we guarantee. With the ever increasing array of private labels, it has opened the doors into the world of fashion and general merchandise including home furnishings, utensils, crockery, cutlery, sports goods and much more at prices that will surprise you. And this is just the beginning. Big Bazaar plans to add much more to complete your shopping experience. It is chain of shopping malls in India currently with 31 outlet owned by Kishore Big bazaar is not just another hypermarket. It provides the best products at the best price. It reflects the look and feel of Indian bazaars at their modern outlets . All over India, Big Bazaar attracts a few thousand customers on any regular day.
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Unisex salon Star N Sitara is there. The food court is there where one can have refreshments and relax.
Sales
The Contribution of Food Bazaar to the total sales for the year 2008-09 of the store was 31% . The space occupied by the Food Bazaar is 8076 Sq. feet out of 65043 of the total retail space i.e 12% of the total Store retail space. The per sq feet sales of Food Bazaar is Rs 2862.
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The first floor accommodates apparel department (men & ladies). Ladies and men mannequins dressed in updated trends on cubes & platforms looks attractive. Secondly the heavy discounts entice the customer to buy the products. One gets everything he/she needs in apparels. The categories are: 1. Men wear o o o o o o o o 2. Ladies wear o ladies accessories o ladies nightwear o ladies ethnic(dress materials, sari, kurtas etc) o ladies western o ladies western formals o ladies western party wear o ladies seasonal wear o ladies sportswear 3. Jewelry 4. Loot mart 5. Cosmetics 6. Customer Service Desk men casuals men formals men denims & tees men nightwear men seasonal wear men accessories men sport wear men occasional wear
Sales of Apparels:
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The Contribution of Apparels Segment to the total sales for the year 2008-09 of the store was 15%. The space occupied by the Apparels segment is is 8076 Sq. feet out of 65043 of the total retail space i.e 15% of the total Store retail space. The per sq feet sales of Food Bazaar is Rs 1129.
3. soft toys 4. sports equipments 5. footwear 6. luggage 7. ladies handbags(jute cottage is a shop in shop 8. Hardware & auto accessories. 9. PUC (plastic, utensils & crockery) 10. cookware 11. Navras gold jewelry(shop in shop) 12.
The Contribution of to the total sales for the year 2008-09 Financial year are: 1. Childrens wear & accessories is 4% 2. Luggage is 2.34% 3. Footwear 2.5% 4. Sports goods 0.72% 5. Toys 1.1% 6. PUC is 7.94%
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1. Childrens wear & accessories 17600 Rs. 2. Luggage is 12794 Rs. 3. Footwear 17043 Rs. 4. Sports goods and toys 15119 Rs. 5. PUC is 16560 Rs.
o carpets o pillows 9. home dcor 10. home lights 11. home accessories
o mirrors o bathroom sets 2. staples(SIS) 3. depot 4. Electronic bazaar. o white goods o AC & geysers o LCD o audio 5. future money
The Contribution of Electronics & Depot Segment to the total sales for the year 2008-09 of the store was 9.88% and 1.10% respectively. The space occupied by these segments is 6527 and 2514 Sq. feet resp. out of 65043 of the total retail space i.e 10.03% and 3.86% respectively of the total Store retail space.
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or coupons. In some cases, customer service representatives are required to follow up with an individual customer until a question is answered or an issue is resolved. Some customer service representatives help people decide what types of products or services would best suit their needs. They may even aid customers in completing purchases or transactions. Although the primary function of customer service representatives is not sales, some may spend time encouraging customers to purchase additional products or services. Customer service representatives also may make changes or updates to a customers profile or account information. They may keep records of transactions and update and maintain databases of information. Most customer service representatives use computers and telephones extensively in their work. Customer service representatives frequently enter information into a computer as they are speaking to customers. Often, companies have large amounts of data, such as account information, that is pulled up on a computer screen while the representative is talking to a customer so he or she can answer specific questions. Customer service representatives also usually have answers to the most common customer questions, or guidelines for dealing with complaints. In the event that they encounter a question or situation to which they do not know how to respond, representatives consult with a supervisor to determine the best course of action. They generally use multiline telephone systems, which may route calls directly to the most appropriate representative. However, at times, they must transfer calls to someone who may be better able to respond to the customers needs. In some organizations, customer service representatives spend their entire day on the telephone. In others, they may spend part of their day answering e-mails and the remainder of the day taking calls. For some, most of their contact with the customer is face to face. Customer service representatives need to remain aware of the amount of time spent with each customer so that they can fairly distribute their time among the people who require their assistance. This is particularly important for those whose primary activities are answering telephone calls and whose conversations are required to be kept within a set time limit. For those working in call centers, there is usually very little time between telephone calls. When working in call centers, customer service representatives are likely to be under close supervision. Telephone calls may be taped and reviewed by supervisors to ensure that company policies and procedures are being followed. Job responsibilities also can differ, depending on the industry in which a customer service representative is employed. For example, those working in the branch office of a bank may assume the responsibilities of other workers, such as teller or new account clerk, as needed. In insurance agencies, a customer service representative interacts with agents, insurance companies, and policyholders. These workers handle much of the paperwork related to insurance policies, such as policy applications and changes and renewals to existing policies. They answer questions regarding policy coverage, help with reporting 38 | P a g e
claims, and do anything else that may need to be done. Although they must have similar credentials and knowledge of insurance products as insurance agents, the duties of a customer service representative differ from those of an agent as they are not responsible for seeking potential customers. Customer service representatives employed by utilities and communications companies assist individuals interested in opening accounts for various utilities such as electricity and gas, or for communication services such as cable television and telephone. They explain various options and receive orders for services to be installed, turned on, turned off, or changed. They also may look into and resolve complaints about billing and other service.
4.1.2Work environment:
Although customer service representatives work in a variety of settings, most work in areas that are clean and well lit. Many work in call or customer contact centers where workers generally have their own workstation or cubicle space equipped with a telephone, headset, and computer. Because many call centers are open extended hours, beyond the traditional work day, or are staffed around the clock, these positions may require workers to take on early morning, evening, or late night shifts. Weekend or holiday work also may be necessary. As a result, the occupation is well suited to flexible work schedules. About 17 percent of customer service representatives work part time. The occupation also offers the opportunity for seasonal work in certain industries, often through temporary help agencies. Call centers may be crowded and noisy, and work may be repetitious and stressful, with little time between calls. Workers usually must attempt to minimize the length of each call, while still providing excellent service. To ensure that these procedures are followed, conversations may be monitored by supervisors, which be stressful. Also, long periods spent sitting, typing, or looking at a computer screen may cause eye and muscle strain, backaches, headaches, and repetitive motion injuries. Customer service representatives working outside of a call center environment may interact with customers through several different means. For example, workers employed by an insurance agency or in a grocery store may have customers approach them in person or contact them by telephone, computer, mail, or fax. Many of these customer service representatives work a standard 40-hour week; however, their hours generally depend on their employers hours of operation. Work environments outside of a call center also vary accordingly. Most customer service representatives work either in an office or at a service or help desk.
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Customer service representatives may have to deal with difficult or irate customers, which can be challenging. However, the ability to resolve customers problems has the potential to be very rewarding.
and to remain courteous when faced with difficult or angry people is very important. Also, a customer service representative needs to be able to work independently within specified time constraints. Workers should have a clear and pleasant speaking voice and be fluent in English. However, the ability to speak a foreign language is becoming increasingly necessary. Although some positions may require previous industry, office, or customer service experience, many customer service jobs are entry level. However, within insurance agencies and brokerages, these jobs usually are not entry-level positions. Workers must have previous experience in insurance and often are required by State regulations to be licensed like insurance sales agents. A variety of designations are available to demonstrate that a candidate has sufficient knowledge and skill, and continuing education courses and training often are offered through the employer.
4.1.6 Advancement:
Customer service jobs are often good introductory positions into a company or an industry. In some cases, experienced workers can move up within the company into supervisory or managerial positions or they may move into areas such as product development, in which they can use their knowledge to improve products and services. As they gain more knowledge of industry products and services, customer service representatives in insurance may advance to other, higher level positions, such as insurance sales agent.
4.1.7 Employment:
Customer service representatives held about 2.2 million jobs in 2006. Although they were found in a variety of industries, about 23 percent of customer service representatives worked in finance and insurance. The largest numbers were employed by insurance carriers, insurance agencies and brokerages, and banks and credit unions. About 14 percent of customer service representatives were employed in administrative and support services. These workers were concentrated in the business support services industry (which includes telephone call centers) and employment services (which includes temporary help services and employment placement agencies). Another 11 percent of customer service representatives were employed in retail trade establishments such as general merchandise stores and food and beverage stores. Other industries that employ significant numbers of customer service representatives include information, particularly the telecommunications industry; manufacturing, such as printing and related support activities; and wholesale trade.
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Customer service representatives are expected to experience growth that is much faster than the average for all occupations through the projection period. Furthermore, job prospects should excellent as workers who leave the occupation will need to be replaced.
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Furthermore, the job responsibilities of customer service representatives are expanding. As companies downsize or take other measures to increase profitability, workers are being trained to perform additional duties such as opening bank accounts or cross-selling products. As a result, employers increasingly may prefer customer service representatives who have education beyond high school, such as some college or even a college degree. While jobs in some industriessuch as retail trademay be affected by economic downturns, the customer service occupation generally is resistant to major fluctuations in employment.
4.1.11 Earnings:
In May 2006, median hourly earnings for wage and salary customer service representatives were $13.62. The middle 50 percent earned between $10.73 and $17.40. The lowest 10 percent earned less than $8.71 and the highest 10 percent earned more than $22.11. Earnings for customer service representatives vary according to level of skill required, experience, training, location, and size of firm. Median hourly earnings in the industries employing the largest numbers of these workers in May 2006 were: Insurance carriers Agencies, brokerages, and other insurance related activities Depository Credit Intermediation Employment services Telephone call centers $15.00 14.51 13.68 11.74 10.29
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In addition to receiving an hourly wage, full-time customer service representatives who work evenings, nights, weekends, or holidays may receive shift differential pay. Also, because call centers are often open during extended hours, or even 24 hours a day, some customer service representatives have the benefit of being able to work a schedule that does not conform to the traditional workweek. Other benefits can include life and health insurance, pensions, bonuses, employer-provided training, and discounts on the products and services the company offers.
times more to generate a new customer than to keep the ones we have. Effective problem resolution is a powerful way to generate customer loyalty and positive word of mouth. Most people have either heard a positive customer service story from Nordstrom, or have a personal experience of their own to share. These shared stories are the most effective source of advertising. Our company's reputation depends on positive customer relations. As our department's function is no less important than the sales or advertising department, we represent it thus. We negotiate from a position of priority for resources (budget, training, tools, recognition, etc.) We also represent the best interests of our department in management decisions. Most top managers have never had direct customer service management experience, and don't know what makes the department thrive. We are responsible for representing the customer service function and its needs. The needs might include budget, tools, personnel, training, recognition, and especially supportive organizational policies and structures. On behalf of our employees and our department, we represent their best interests to upper management and affirm their value to the organization. Just as we serve as an ombudsman for our employees to upper management, we are also responsible for interpreting upper management's perspective to our people. Often management decisions make sense only when viewed from a larger perspective. We have access to the "big picture." In sharing our interpretation we help people understand the company and the importance of their contribution. They become more knowledgeable about their role in the company. They gain a sense of purpose and commitment. Customer service managers strengthen the role of the department by implementing ten key actions:
Circulate results of customer satisfaction surveys. Publish customer service victories. Reinforce value by researching how much company spends to acquire a new customer. Document cases of "valued customers/business saved" and estimate dollar savings to the company. Promote alliances with other departments and champion interdepartmental communication. Document potential career paths for Customer Service Representatives so the job won't be perceived as "dead end" or "low end". Manage positively and develop "esprit de corps." Make your department the "in" place to work. Read current industry and customer service publications to stay informed and motivated.
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Encourage employees to develop visibility and professionalism. Train people thoroughly. If training budget is limited, train them yourself.
Identifying areas of concern and initiating timely actions become the responsibilities of every person involved in financial management. Timely resolution of issues is especially important in managing federally appropriated funds that have specific parameters for availability and usage. As customer service providers, we must consider our role as an opportunity to gain skills and knowledge critical to success in our profession. Most of us are entrusted with and responsible for the proper use of organizational resources. In a resource-dependent society, we communicate and effect necessary actions that impact various organizations; and customer service is an integral part of our stewardship responsibilities. Consequently, our personal goals must include reliable and timely customer service through proactive professional behavior. Time constraints are further complicated by the performance of interrelated functions by agencies in various locations. Since each of us depends extensively on the efforts of others, it is essential that everyone in the process understand the necessity of efficient customer service and mutual cooperation to that end. Customer service, the customer, and ultimately the entire organization are affected for better or worse in direct proportion to our success or lack thereof. Within the last couple of decades, computer capabilities that generate large volumes of data have enabled us to manage in a way never before possible. Automation greatly enhances our ability to recognize, review, and evaluate potential problems, all to the benefit of the customer. We now have the tools to recognize inconsistencies quickly and initiate corrective actions; but again, we are dependent on the assistance of others. Whether we assist others or require their assistance, the quality of customer service is directly impacted by our mutual commitment to that service. We as individuals are responsible for pro viding the quality of customer service that reflects favorably on our organizations and ourselves. The responsibility of management is to fully commit to effective customer service and to instill that commitment in their subordinates. Naturally, good managers provide a framework for achieving the goals and objectives of the organization; this is accomplished through a customer service plan.
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change. The objective is not to achieve perfection at the outset, but to provide a framework for building and improving as you progress toward a realistic and workable plan. Starting out with a simple plan is easier to implement and allows for more flexibility; details can be added later. The validity of the plan to reach the objectives should be reviewed during various stages. Consider lessons learned, and don't hesitate to incorporate changes based on findings from milestone reviews. As a customer service plan develops, it will no doubt encounter challenges. We plan to succeed when outlining a strategy to implement our goals, and we must include within that strategy a plan to overcome obstacles. A lack of funds for training is a significant challenge for managers today, but most will agree that training is an integral part of performance. So a strategy to overcome this obstacle might include looking within our own organizations for answers. There are individuals within most organizations who have a depth of institutional knowledge as well as organizational expertise. These individuals will no doubt be very familiar with the organization's goals and objectives and will be instrumental in developing the customer service plan. As these experienced individuals train and mentor less experienced members, many of the organizational training objectives are accomplished in-house. As with other objectives, the results of measuring and evaluating the training plan provide a basis to recognize and reward motivation and promote success. Implemented correctly, an effective customer service plan leads to a more effective and efficient workforce. Invaluable knowledge and skills are gained by search--problem solving is a natural result. Likewise, we gain a greater understanding of what we do and how it impacts others. Inherent in the process, we learn what others need from us and how we can support them in their efforts to improve customer service. The ultimate reward for management is customer satisfaction provided by a skilled and committed workforce able to solve problems and understand the importance of effective customer service. Time invested initially results in time saved in the future.
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Summary:
There should be no question that we are all customers who rely on each other in performing our duties. As we consider customer service, we examine the roles of individuals and organizations and how customer service impacts our ability to perform our jobs and the ability of organizations to perform their missions. For this reason, it is important that organizational goals and objectives are clearly defined and mirrored in a customer service plan. A successful plan is developed and owned by all members of the organization and has the enthusiastic support of management. Measuring and evaluating actual performance in relation to objectives provides a "report card" with vital information and leads to opportunities for management to recognize and reward excellent performance. Developing a strategy to overcome obstacles such as lack of training funds and time constraints leads to positive results in efficiency and motivation. The successful manager turns obstacles into opportunities by capitalizing on the expertise and commitment to service of those within their organization. In conclusion, the understanding of and commitment to customer service has far-reaching implications, and we as individuals have the ability to make a difference. Let us accept and focus on individual responsibility as we empower ourselves to make that difference. A federal service employee of 19 years, Ramona Butler currently works for the Space and Missile Defense Command, Kwajalein Support Directorate, Huntsville, Alabama. She is responsible for the customer reimbursable pro gram for the Reagan Test Site. Working exclusively with customer funds contributed to her particular interest in this year's essay topic, "What Is Customer Service?" She holds a bachelor of science degree in business administration and has completed courses toward a master's degree in 50 | P a g e
business administration. A former Wiregrass Chapter vice president and president, Ms. Butler is now a member of the Redstone/Huntsville Chapter of the American Society of Military Comptrollers. This is her second ASMC essay award, having placed second for her ASMC essay titled "The Ideal Work Environment."
Zeithaml and Berry as two different measures (perception and expectation of performance) into a single measurement of performance according to expectation. According to Garbrand, customer satisfaction equals perception of performance divided by expectation of performance.
4.7 Methodologies
The University of Michigan's American Customer Satisfaction Index (ACSI) is a scientific standard of customer satisfaction. Academic research has shown that the national ACSI score is a strong predictor of Gross Domestic Product (GDP) growth, and an even stronger predictor of Personal Consumption Expenditure (PCE) growth. On the microeconomic level, research has shown that ACSI data predicts stock market performance, both for market indices and for individually traded companies. Increasing ACSI scores has been shown to predict loyalty, word-of-mouth recommendations, and purchase behavior. The ACSI measures customer satisfaction annually for more than 200 companies in 43 industries and 10 economic sectors. In addition to quarterly reports, the ACSI methodology can be applied to private sector companies and government agencies in order to improve loyalty and purchase intent. Two companies have been licensed to apply the methodology of the ACSI for both the private and public sector: CFI Group, Inc.applies the methodology of the ACSI offline, and Foresee Results applies the ACSI to websites and other online initiatives The Kano model is a theory of product development and customer satisfaction developed in the 1980s by Professor Noriaki Kano that classifies customer preferences into five categories: Attractive, One-Dimensional, Must-Be, Indifferent, Reverse. The Kano model offers some insight into the product attributes which are perceived to be important to customers. Kano also produced a methodology for mapping consumer responses to questionnaires onto his model. SERVQUAL or RATER is a service-quality framework that has been incorporated into customer-satisfaction surveys (e.g., the revised Norwegian Customer Satisfaction Barometer to indicate the gap between customer expectations and experience. J.D. Power and Associates provides another measure of customer satisfaction, known for its top-box approach and automotive industry rankings. J.D. Power and Associates'
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marketing research consists primarily of consumer surveys and is publicly known for the value of its product awards. Other research and consulting firms have customer satisfaction solutions as well. These include A.T. Kearney's Customer Satisfaction Audit process, which incorporates the Stages of Excellence framework and which helps define a companys status against eight critically identified dimensions.
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You can ask them: Face-to-face As they are about to walk out of your store or office, ask them. Call them on the phone If you have their phone number, and their permission, you can call them after their visit and ask how satisfied they are. Mail them a questionnaire This technique has been used for a long time. The results are predictable. Email them a customer satisfaction survey Be careful to not violate Spam laws Email them an invitation to take a customer satisfaction survey
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Also ask what the customer liked and didn't like about the product, your service, and your company.
A key driver analysis, sometimes known as an importance - performance analysis, is a study of the relationships among many factors to identify the most important ones. A key driver analysis can be used in many applications. One of the most common, and a good example for us to use, is in the area of customer satisfaction and loyalty.
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primary level. The ascts of the employees bind the people at CSD. So, the representatitives must learn how to tackle various situations effectively. Paging is done at CSD; to have a smooth communication within the employees of the store across various departments and to guide the customers. Credit notes are given to the customers who approach the CSD for various reasons viz., wrong billings, exchanges, etc.
5.2.4 Packagings: Packings are made to serve the customers. Gift wrapings are made as a free service to customers on all the week days. Separate gift packs viz.; rice, sugar etc., are made on global offers for the sake of serving the customers at ease.
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5.2.5Exchange Counter:
All exchanges are primarily dealt at exchange counters. The person at exchange counter verifies whether any exchange can be done and attaches with a tag, then the customer is asked to go to CSD where actual exchange is done.
5.2.6 Alterations:
Alterations take place once the goods(clothes) are sold and only if they are found to be unfit for the customers. They are altered and adjusted according to the specifications of customers.
5.2.7 Security:
Customer service representatives are answerable for the acts of Security guards across the store. The following are the functions perfomed by the security guards:
Monitor and authorize entrance and departure of employees, visitors, and other persons to guard against theft and maintain security of premises. Write reports of daily activities and irregularities such as equipment or property damage, theft, presence of unauthorized persons, or unusual occurrences. Call police or fire departments in cases of emergency, such as fire or presence of unauthorized persons. Answer alarms and investigate disturbances. Circulate among visitors, patrons, or employees to preserve order and protect property. Patrol industrial or commercial premises to prevent and detect signs of intrusion and ensure security of doors, windows, and gates. Escort or drive motor vehicle to transport individuals to specified locations or to provide personal protection. Operate detecting devices to screen individuals and prevent passage of prohibited articles into restricted areas. Answer telephone calls to take messages, answer questions, and provide information during non-business hours or when switchboard is closed. Warn persons of rule infractions or violations, and apprehend or evict violators from premises, using force when necessary.
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5.3 SWOT Analysis of CSD, Big Bazaar, OMR, Bangalore Customer Service Desk Strengths:
Helpfulness/ Assistance to customers Provides an opportunity for the customers to lodge their complaints. Exchanges are done within 15 days of purchasing, if the customers are not satisfied with the product purchased. Tracking of credit notes. Answering customers queries. Maintaining the data of the customers to let the customers know about future offers.
Weakness:
Poor complaints resolution. The complaints lodged at CSD are rarely resolved. Customers dissatisfaction with respect to the availability of stock of Global Offers. Wrong billings, which kills the time of both the customers and the employees and leads to frustrations. There is no track on the calls made at CSD. Employees at cash counters are not adequately trained. There is no concrete track on the issue and store of excess stock of offer gifts at the baggage counter. Lack of proper coordination between employees at cash counters and the employees at baggage counters. Lack of proper coordination between cashiers and sales executives across various departments. Alterations are made late and some times they are not done at all by the respective people.
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Opportunities:
To assure there is enough stock to dispatch before the offers is announced. To show an interest in customers opinions and feelings. To have company policies that work for customers and not against them. To have a concrete track on the issue of the free gifts at the baggage counter. Computerise the baggage counter; there by the burden of executives and also the amount spent on employing new executives is saved. To make use of the excess stock kept idle at the baggage counter. To resolve customers complaints as soon as possible. Customers are keen to know about the Global Offers that are offered on special occasions, make use of the data of the customers( for further business) judiciously, which is alredy available. Employ one person exclusively for the purpose of wrapping gifts, so that the customers do not think of turning to another mall just for the sake of getting the gifts wrapped. To have department wise track on the complaints received; there by the burden at CSD is reduced and the complaints are resolved faster.
Threats:
Lack of track on the number of complaints which are not lodged with the complaints register, affects goodwill of the organisation. Ther e is no department wise track on the complaints. There is no track on how many complaints related to each departments are resolved per day, week, or month, etc. Clubbing of bill is not accepted at the time of issuing Global offer, even though the billing is done at the same time across various counters. There is no variation in issuing Global offer, even though the bill bears high amount. There is no proper information to the customers that gift wrappings are not done on Saturdays and Sundays.
5.4 Suggestions
The following suggestions have been given after care full observation and the survey done at Bib Bazaar-
Have a sepate e-mail for Customer Service Desk to assist the customers. Encourage customers to send their complaints or suggestion via e-mails besides telephone calls and direct contact. Encourage customers to express their views with regards to customer Service. Maintain a suggestion box at Customer Service Desk to drop in customers suggestions. If any of the suggestions dropped in by the customers are considered, acknowledge with thanx next to the suggestion box.
To be implemented at Cash counters Cashiers must be given adequate training before the job is entrusted to them. They must be attentive while billing in order to avoid wrong billings, entering wrong bar codes, illegible printings, etc. Cashiers should make the customers know about the slab offers if there, before the billing is done; so that more sales will be done and the customer will also be satisfied with the service provided.
To be implemented at Baggage counter Computerise the baggage counter and train the executives how to work on the system. Give a printed sheet to the executives at baggage counter about the offers on specific products and update it from time to time. When the free items are sent to baggage counter, make sure that the executives at baggage counter are aware of the items sent and where the items were kept. Paste a sheet of complete list of free items on specific products at respective departments besides placing at the products placed for sale; so that the customers and other executives will have a better idea about the gifts on various items. Allow the customers to get the bill split and get free gifts as many as they are supposed to get accordingly, if the bill bears huge amount. Allow customers to club the bill and issue them global offers.
To be implemented for Packagings Employ a person exclusively for wrapping the gifts. Employ a person exclusively for packing global offer gifts viz., rice and suger, etc. Assure that the packer does not mis-utilise the time sitting idle when there is no crowd. It is the duty of the packer to see that the packs are readily available whenever there is need. Make sure the gift packs are readily available before the offers are announced. Get the gift packs ready for at least 3 days and never give a chance for out of stock. Make packs in better polythene covers and store them safe in case of excess stock.
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Websites: www.retailbiz.com
www.google.com www.retailyatra.com www.wikipidea.com www.timesofindia.com www.economictimes.com www.future.com www.amazon.com www.futurebazaar.com
Retail Management Book by Suja Nair ICFAIs Journals. BUSINESS TODAY HARVADS Journals MARKETING MANAGEMENT BY Philip Kotler IT HAPPENED ONLY IN INDIA by Kishore Biyani.
An article by Donna Earl(Specialist in Customer Service)
5.6 Annexure Questionnaire on Customer Service Satisfaction: The survey of 100 respondents was finished in two months.
Response Format: The questions are a mix of open-ended, close-ended questions, binary, ranking and multiple choice questions. They have been so inserted into the questionnaire, to get the appropriate response for a particular situation. Limitations of the study:
Time Constraint: Analysis pertaining to project title and the field
survey has to be done in a span of two months. This may limit the scope of the survey.
Biasness: The respondents may give a biased view.
Big Bazaar
Nobody sells cheaper and better Dear Customer: As a management trainee at Big Bazaar, OMR, I want to thank you for giving me an opportunity to serve you. Please help me serve you better by taking a couple of minutes to tell me about the service that you have received so far. Sincerely, [Nehul M. Kawa] Management Trainee, Big Bazaar, OMR, Bangalore. Question 1a): Do you frequently shop at big bazaar? Table No.7.1: No of customer Yes 74 Figure No.7.1: No of customers No 26 Total 100
Inference: From the above chart we can ascertain that majority of customers i.e., around 74% of sample customers frequently visits to the store and 26% of the customer visits the store rarely. 66 | P a g e
Question 1b): How frequently do you shop at big bazaar? TableNo.7.2: Customer Response Sr.No. 1. 2. 3. 4. Response Every week Once in two week Once in three week Once in month No. of customers 38 24 16 22
Inference: From the above table we can analyze that the majority of the customers i.e. 38 out of 100 customer visits store every week , followed by 24 customer once in two week. Thus we can say that majority of customer visit big bazaar every week, may be during weekends. We can conclude that the customer visit Big Bazaar for their weekly purchase. Question 2a): What comes to your mind when you think about big bazaar? Table.No.7.3: Unique Selling Propositions of big bazaar Sr.No. 1. 2. 3. 4. 5. 6. 67 | P a g e USPs Discount Product Variety Brand Quality Free offer Others No. of customers 34 24 4 8 28 2
Inference: From the data collected we can determine that among 5 USPs of big bazaar most recognised are discounts and free offers, along with that it also recognised for product varieties. But they have to rethink about the brand available in the store and they have to expand their brand availability. Question 2b): Do you feel that you find different variety of product in Big Bazaar? Table No.7.4: No of customer Yes 66 No 34 Total 100
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Inference: From the above chart we can asertain that upto 66% percent i.e. majority of customers satisfied with the variety of product in the store. Question 2c): Do you find the specific brand that; you look in the big bazaar? Table No.7.5: No. of Customers Yes 37 No 63 Total 100
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Inference: From the above chart we can ascertain that 63% of customers find it difficult to get specific brand. Mostly customers were not satisfied with brand availability in apparels section. Question 3: In which section do you spend more time while shopping? Table No.7.6: Customer Response Sr.No. 1. 2. 3. 4. Response Food bazaar Apparels Utensils Other No. of Customers 36 21 28 15
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Inference: Most of the customer who visits to the Big Bazaar, would like to visit to the food bazaar first which means it shows customer preference towards food bazaar followed by House hold utensils section as they find more products varieties and offers in these sections. Question 4: Do you think this store has good parking facilities? TableNo.7.7: Parking Facilities Sr.No. 1. 2. Response Yes No No. of Customers 52 48
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Inference: From the data, we conclude that still 48% of customers are not satisfied with the parking facilities as they have to wait for long time to park their vehicle because of full parking. Question 5: How is the ambiance of floor inside the store? Table No.7.8: Store Ambiance
Sr.No. 1. 2. 3. 4.
No. of Customers 17 31 44 8
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Inference: From the data collected with this question, 44 out of 100 customer to respond about cleaning of store is ok, 8 customers respond is bad, 17 customers is excellent, and 31 customers respond is good, most of the customers were not satisfied with cleanliness and temperature maintained in the store. There is need to improve cleanliness.
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Question 6: How do you feel about sales persons and promoters? Table No.7.9: Sales persons and promoters behavior
Sr.No. 1. 2. 3. 4.
No. of Customers 17 22 29 32
Inference: From the above data we can conclude that 62% of customers feel the behavior of sales person and promoters is from average to bad. Customers are not satisfied with sales person and promoters behavior as there interaction is very less with customers.
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Sr.No. 1. 2. 3. 4.
No. of Customers 12 23 27 38
Inference: From the above data we can conclude that 38% of customers are not satisfied with billing facilities. Question 8: Do you feel that Big Bazaar provides you value for money? TableNo.7.11: Value for Money Sr.No. 1. 2. Response Yes No No. of Customers 87 13
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Inference: From the above data, we come to know that majority of the customer said that they are really getting value for there money.
The above statement is truly spotted by the above data Question 9: The cleanliness and hygiene maintained in the store isTable No.7.12: Cleanliness and Hygiene Sr. No. 1. 2. 3. 4. Response Excellent Good Average Bad No. of customers: 6 24 38 32
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Inference: From the above data, we come to know that most of customers i.e. 70% of customers are not satisfied with cleanliness maintained in the store. Question 10: Product display and signage in the store isTable No.7.13: Product display and Signage Sr.No. Response Excellent 1. Good 2. 3. 4. Average Bad
No. of customers 11 18 58 13
Inference: From the above data, we can conclude that most of customers marked product display and signage as average to bad and expect improvement so that they can easily find what they want. Question 11: Location of Big Bazaar in your city isTable No.7.14: Location of Store Sr.No. Response Excellent 1. Good 2. 3. 4. Average Bad
No. of customers 38 31 9 6
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Inference: From the above data we can conclude that 69% of customers feel that location of store is excellent to good. Question 12: The store layout at this store makes it easy for customers to move around the store and find what they want? Table No.15: Store Layout Sr. No. 1. 2. 3. 4. 5. Response Strongly Disagree Somewhat Disagree Neutral Somewhat Agree Strongly Agree No. of customers: 13 28 41 11 7
Figure No.15;
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Inference: From the above data we can conclude that 41% of customers feel store layout is not up to mark and still more 41% customers not able to categories as good. Question 13: Through which promotional source you come to know about Big Bazaar? Table No.16: Promotional Source Sr. No. 1. 2. 3. 4. Response Print Media Electronic Media Word of Mouth Magazine No. of customers: 33 32 24 11
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Inference: From the above data we can conclude that Most of customers came to know about Big bazaar by Electronic Media (32%) and Print Media (33%). 24% of customers came to know by word of mouth. Question 14: Which type of media appeals you more for purchasing from Big Bazaar? Table No.17: Promotional Media Sr. No. Response No. of customers: 1. Print Media 27 2. Electronic Media 23 3. Word of Mouth 36 4. Magazine 14
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Inference: From the above data we can conclude that 36% customers feel word of mouth plays a major role in their decision making.
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Question 15: How much do you think that the promotional activities help in making your shopping beneficial? Table No 18: Promotional Activities Sr. No. Response No. of customers: 1. To great Extent(1) 27 2. 2 35 3. 3 24 4. 4 12 5. Not Much(5) 2
Inference: From the above data we can conclude that Promotional scheme is beneficial in making shopping easy. 27 customers ranked it at scale of great extend. 24 believe that it is effective where as 37 said it is most effective and need this type of information before actual purchase. Question 16: Which of the following service you have used most frequently? Table No.7.19: Service used by customers most frequently Sr.No. 1. 2. 3. 4. 5. 6. 83 | P a g e Service Home delivery Exchange Gift Hampers Baggage Counter Parking Helpline No. of customers: 23 10 6 78 51 4
7. 8.
Alteration Other
8 2
Inference: Above chart indicate that, most of customers use Baggage and Parking facility. Very few customers use helpline, alteration and other facilities where as Home delivery, exchange and gift hamper service attracts some customers. a. Thank you for your feedback. We sincerely appreciate your honest opinion and will take your input into consideration while providing products and services in the future. If you have any comments or concerns about this survey please contact: Nehul M.Kawa Management Trainee, IGTC-Bangalore, Batch 2009-2011
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