CRM On Big Bazaar

Improving Retail Sales Through Effective CRM
FIELD SURVEY REPORT ON
BIG BAZAAR
SUBJECT:- MARKETING MANAGEMENT MBA-IT( 2ND SEM) UNDER THE SUPERVISION OF:Dr.M.D.KAKADE SUBMITTED BY:ROHIT MOHOD (19)
INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE
INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT
2ND MARCH,2013 CERTIFICATE

This is to certify that, the work embodied in the field survey report entitled BIG BAZAAR (the retail industry) has been, carried out by ROHIT MOHOD under our supervision for reports on for the degree of Master of Business Administration.
Dr. M.D.KAKADE ( PROGRAM DIRECTOR )
DECLARATION
I Rohit mohod confirm that this work submitted for assessment is my original work and is, expressed in my own words. Any uses made within it of the works of other authors in any form (e.g. ideas, equations,figures,text,tables) are properly acknowledged at the point of their use. A full list of the references employed has been included. We also declare that this project report has not been submitted anywhere in any form for the partial fulfilment of the award of degree. We understand that our project report may be , made electronically to the public.
Signature of the student ROHIT MOHOD(19)
ACKNOWLEDGEMENT
We are thankful to Dr. Sachin S. Vernekar, Director , IMED,pune for providing all the necessary requirements and for his moral support for this dissertation work as well during the course of MBA. I am also thankful to, Program Director IMED, Pune for his honest dedication towards our education and career and for being with us in various levels of academic pursuits. In this report, I was greatly assisted, inspired by my mentor and supervisor without them, the completion of this project was almost impossible. With great reverence, I acknowledge them for providing me an environment to involve as an independent researcher. Their constant encouragement and affection gave me courage to tackle the failure days, which is inevitable in a researchers life. Our primary thanks goes to Dr. M D KAKADE for his deep commitment & guidance. We are also grateful to Dr Kirti Gupta and all faculties in for their support and motivation throughout my project work. It is my pleasure to thank all the people who helped to turn this project a success. I am also very thankful to ALL CLASSMATE and my colleagues for their support.
INDEX
S.NO. CONTENT 1. Executive Summary 2. Introduction 2.1. Objectives 2.2. Hypotheses 2.3. Purpose 2.4. Methodology 3. 2.5 Limitations Company profile 3.1. Organisation chart 3.2 Board of directors 3.3 Company profile 3.4 Awards and recognitions 4. 5. 6. 7. 8. 9. 3.5 Literature of overview Theoretical aspects of the survey Analysis and interpretation of data Findings,suggestions and conclusions Bibliography Annexure 19-33 34-35 36 37-38 39-45 46-50 11-18 PAGE NO. 4 5-10
Remarks
Chapter 1
INTRODUCTION OF THE SURVEY
1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 EXECUTIVE SUMMARY INTRODUCTION OF THE STUDY OBJECTIVES OF THE STUDY HYPOTHESS PURPOSE OF STUDY METHODOLOGY SCOPE OF THE STUDY LIMITATIONS OF THE STUDY
1.1 EXECUTIVE SUMMARY

The project undertaken at Big Bazaar, Belgaum is about studying the relationship between consumers. The entitled ROLE OF CRM INCREASING RETAIL SALES. Customer Relationship Management is the important task for most of the entrepreneurs for their business purpose towards customer. Now the entrepreneurs activity have come from product centric to customers centric. There are three main elements to customer when aligning Retailer towards a customer relationship format. The first is to do with retention. Image that you were newer to gain another new customer, this would probably be horrifying thought for most businesses, but when you considered it carefully you would realise that if you just kept the customers that you have than would probably be able to grow and prosper in much the same way as now. There are course exceptions. Most businesses only get a small percentage of the share of each of their customers. This Leaky bucket effect is not only expensive; it is also reasonably unmotivating for the staff who have to serve these customers.
The Second element is to develop customer potential: turning that one off infrequent casual customer into a higher spending, more frequent referring advocate. Third element of customer relationship management and perhaps the most controversial one is de-selection of customer. If a organization were to put more of its efforts into its existing customer it would make sense that it did this with customers that had the greatest potential. . This means that at some point, it has to start to lose those customers that are not ones that offer long-term future value. This might be because of transaction spend, the value of a customer or the cost of transacting or dealing with that customers. OBJEVTIVES 1. Analyze the change in customer expectation. 2. To develop customer relationship strategy. 3. Increase in customer partnering (win-win combination). 4. To retain profitable customer
The objective of the study was to understand the functioning of Big Bazaar and making people aware of the concept of improving sales. The project involved surveying the users in the domestic market, the target segment was of the present customers their views and perception towards this stores. The survey was conducted through a questionnaire, which was exhaustive enough to collect all the related information required for study purpose.
1.2 INTRODUCTION OF THE STUDY ROLE OF CUSTOMER RELATIONSHIP MANAGEMENT IN INCREASING RETIL SALES
Customer Relationship Management is business philosophy and set of strategy, programs and systems that focuses on identifying building loyalty with the retailers most valued customer. CRM is based on the philosophy that retailers can increase their profitability by building relationship with their better customers. Customer Relationship Management is the important task for most of the entrepreneurs for their business purpose towards customer. Now the entrepreneurs activity have come from product centric to customers centric. The satisfaction of the customer not only by the quality of the product but also by quality of the services rendered to the
customers has retained the value of the companies among them.
It the companies try to retain the values of customers such process will lead them as a customer centric one. Also creating a belief, image, loyalty, honesty and the trust among the customers are the important task of an origination. CRM means Acquiring, Developing and retaining satisfied royal customer, achieving profitable growth and creating economic value in companys brand.
EMERGING CONCEPTS IN CRM

Increase in customer partnering Expansion of customer base Reduction in advertisement and others expenses Generating of more and more loyal customers Easy introduction of new products Reduction in customer recruitment cost Increase in customer partnering Increase in the number of profitable
sales promotion
1.3 OBJECTIVES 1.
Analyze the change in customer expectation.
2. To develop customer relationship strategy. 3. Increase in customer partnering (win-win combination). 4. To retain profitable customer.
1.4 HYPOTHESES
Using Customer Relationship Management strategy will
improve Retail Sales.
1. 5
PURPOSE OF THE STUDY

As observed in Big Bazaar, most of the sales
persons do not develop an emotional relationship with customer. The shopping area do not even display sing boards and other informations in local language and traditions. Therefore the purpose of study is to bring the
change in the present practice and develop a methodology for lasting relationship with customers.
1.6 METHODOLOGY: To achieve the objectives of the report

it is important to have proper methodology. To know the customer satisfaction in private life insurance companies it is obvious to go to the market and find out how customers are getting satisfaction through these companies. Hence, Market research is the best option available to achieve the objectives of this project.
1. Data Collection: To collect the data a set of questionnaires are prepared and survey is conducted on walking customers Big Bazaar and is interviewed personally.
2. Data Analysis: Data Analysis is the most important stage of the methodology. Once the data is collected it is sorted on the basis of characteristics of the respondents and answers given by them. For example, respondents can be classified as people who believe in insurance and people who do not believe in insurance.
3. Sample: Sampling is the process of identifying a part of the population in such a way that the characteristics of the Population and the characteristics of that part matches. The part of the population is called as sample. Selection of the sample depends on the factors like money, time and human resources required collecting the data. In this research the sample size will be 110. This sample will be selected on the basis of stratified sampling. That is, some number of respondents is selected from particular class of profession and some other respondents would be selected form the other class of profession.
4. Drawing Conclusion: Conclusions are drawn from the sampling process by using combined mean and other statistical tolls like hypothesis etc. Statistics without any graphs are not effective and hence each question of the questionnaire is represented in appropriate graphs.
1. 7 SCOPE OF THE STUDY The scope of the study includes the information collected from sample respondents. It is confined to only existing customers of Big Bazaar. The study is done only in Belgaum city. The scope includes consumer expectation and their satisfaction level there by assisting in finding the gap between expectation and satisfaction and suggestions to bridge the gap
1. 8 LIMITATIONS OF THE STUDY
The study was confined to Belgaum city only. The sample size was limited to 110. The study was conducted for a period of four months.
Chapter 2 COMPANY PROFILE

2.1 2.2 2.3 2.4 2.5 ORGANISATION CHART BORD OF DIRECTORS CAMPANY PROFILE AWARDS AND RECOGNITIONS LITERATURE OF OVERVIEW
2.1 ORGANISATION CHART
2.2 BORD OF DIRECTORS

Mr. Kishor Biyani, Managing Director Mr. Gopikishan Biyani, Wholetime Director Mr. Rakesh Biyani, Wholetime Director Mr. Ved Prakash Arya, Director Mr. Shailesh Haribakti,Independent Director Mr. S Doreswamy, Independent Director Dr. D O Koahy, Independent Director Ms. Anju Poddar, Independent Director Ms. Bala Deshpande, Independent Director Mr. Anil Harish, Independent Director
2.3 COMPANY PROFILE

There are also several best practice organizations from which Indian retailers can pick relevant lessons and tailor them to suit local requirements. Organizations that experiment and innovate across different aspects will be the ones that emerge as winners. Presently there are 10 retail companies are in the country. There is only one company BIG BAZAR which is discount sector and the rest 9 are the not discount related sector.
(Sources from: Retail Sector in India FDI in India Retail, Retail Industry in India, Retail Market India.htm)
2.3.1 Big Bazaar

Big Bazaar is not just another hypermarket. It caters to every need of your family. Where Big Bazaar scores over other stores is its value for money proposition for the Indian customers. Your shopping experience. 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.
Pantaloon Retail (India) Limited
Pantaloon Retail is the flagship enterprise of the Future Group. Pantaloon Retail (India) Limited has spread across various businesses and cities in India. Pantaloon owns multiple retail formats and is able to cater to a large section of the society. The company has over 140 stores across 32 cities in India and 14000 employees. The headquarters of the company are situated at Mumbai. The organization made an incursion into the modern retail (fashion) in 1997. Big Bazaar, a hypermarket chain, was introduced in the year 2001, with an Indian touch of convenience and hygiene. Food Bazaar, food and grocery chain, and Central Mall located at various Metros are other important parts of the group. Others include Collection (home improvement products), E-zone
(consumer electronics), Depot (books, music, stationery and gifts), Blue Sky (fashion accessories) and Shoe Factory (footwear). The company has also launched a retailing venture known as futurebazaar.com. The vision of Future group is to "Deliver Everything, Everywhere, Every time to Every Indian Consumer in the most profitable manner."
National Retail Federation gave Pantaloon the 'International Retailer of the Year' Award.
2.3.2 Vision
Future Group shall deliver Everything, Everywhere, Every time for Every Indian Consumer in the most profitable manner.
2.3.3 Mission
We share the vision and belief that our customers and stakeholders shall be served only by creating and executing future scenarios in the consumption space leading to economic development. We will be the trendsetters in evolving delivery formats, creating retail realty, making consumption affordable for all customer segments for classes and for masses. We shall infuse Indian brands with confidence and renewed ambition. We shall be efficient, cost- conscious and committed to quality in whatever we do. We shall ensure that our positive attitude, sincerity, humility and united determination shall be the driving force to make us successful.
2.3.4 Core values

Confidence in ourselves. A leader, both in thought and business. Humility: to respect every individual and be humble in our conduct. Leading to purposeful thinking. open and receptive to new ideas, knowledge and information. Nurturing Relationships: to build long term relationships. Positivity: Simplicity and positivity in our thought, business and action. Flexible and adaptable, to meet challenges. a) DISTRIBUTION Big Bazaar Pvt Ltd has one of the largest supply chains in India, having more than 700 outlet in cities and towns in India, it started and spread its network in all over in India. In March 2002 Big Bazaar wants open its 700 outlets. The company buys all the FMCG, Pharmacy direct from manufacturing unit. Vegitable from form fresh. b) PRODUCTS Big Bazaar is having four sectors i.e. FMCG, Groceries, Vegetable & Pharmacy. Here they give up to 10% on FMCG & Groceries. For vegetables they give the below the market the price & in pharmacy they give exactly 10% discount.
c) Details: 1. FMCG: Big Bazaar buys all the products from the
manufacturing unit. Because of that only they are able to give discount on each and every product. 2. Groceries: On Groceries all they give discounts. 3. Pharmacy: In Pharmacy also they will give discount. They mainly concentrated on long term diseases. 4. Vegetables: They sell the vegetables below the market price. 5. Telecom: They have newly started the Telecom sector in which they will kind of mobiles are offer price.
2.3.5 INTRODUCTION
Marketing is typically seen as the task of creating, promoting and delivery of goods and services to customer and business. Infact marketing people are involved in marketing of ten types of entities; they are Goods, Services, Experience, Events, Persons, Places, Priorities, Organization, Information and Ideas. The customer plays a vital role in the marketing process. The manufacturers produce goods according to the customer
expectations. Customer satisfaction is also one of the main parts of marketing process. The customer while purchasing goods/service should see that he is getting satisfied with goods/service which he is purchased and now a days many companies are giving more importance to CRM (Customer Relationship Management) and TCS (Total Customer Satisfaction). When the customer is not satisfied he start switching to another brand and when the customer is highly satisfied or delighted he will be continuing with the same product. Satisfaction can defined as fulfilling the demand for same time period. The customer expectations are too high and they need some additional benefits with it. The producer/manufacturer should know how to retain customer by giving continuous service and on time i.e. to overcome competition. The total customer satisfaction plays a key role in success or unsuccessful of product in the market. To satisfy the present and prospective customer the marketer should know customer attitude and perception towards product or service as they are mid point of marketing action.
2.3.6 Pantaloon Retail (India) Limited
Pantaloon Retail is the flagship enterprise of the Future Group. Pantaloon Retail (India) Limited has spread across various businesses and cities in India. Pantaloon owns multiple retail formats and is able to cater to a large section of the society. The company has over 140 stores across 32 cities in India and 14000 employees. The headquarters of the company are situated at Mumbai. The organization made an incursion into the modern retail (fashion) in 1997. Big Bazaar, a hypermarket chain, was introduced in the year 2001, with an Indian touch of convenience and hygiene. Food Bazaar, food and grocery chain, and Central Mall located at various Metros are other important parts of the group. Pantaloon Retail (India) Limited, is Indias leading retailer that operates multiple retail formats in both the value and lifestyle segment of the Indian consumer market. Headquartered in Mumbai (Bombay), the company operates over 5 million square feet of retail space, has over 450 stores across 40 cities in India and employs over 18,000 people. 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, mBazaar and Star and Sitar. 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.e., 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 Barcelona.
No power on earth can stop an idea whose time has come Dr Man Mohan Singh, then Finance Minister of India, quoted Victor
Hugo while presenting the Union Budget 1994-95, making a reference to the Indian economy's unlimited potential. If Dr Singh were to use the quote again today, he would probably apply it in the context of the promise contained in the Indian retail industry and, in particular, organized retail in India in the days to come. Retailing in India is currently estimated to be a US$ 200 billion industry, of which organized retailing makes up 3 percent or US$ 6.4 billion. By 2010, organized retail is projected to reach US$ 23 billion. Indian retailing set to double in the next three years, with the emergence of more national retail chains .The optimism about Indian retail is corroborated by the KPMG in India 2008-09 Retail Survey. More than 70 percent of our survey respondents expect to grow in excess of 40 percent per annum in the next three years. Going by the growth plans of the retailers we met, modern retailing is expected to double in terms of the number of outlets and amount of retail space in the next three years, with the emergence of more national retail chains. Modern retailing action is in urban areas but India is witnessing experiments to tap rural retail potential. A majority of our survey respondents felt that the opportunity for modern retailing is in the urban areas.
2.4 AWARDS AND RECOGNITIONS

Images Retail Awards National Retail Federation Awards World Retail Congress Awards Hewitt Best Employers 2007 PC World Indian Website Awards Readers Digest Trusted Brands Platinum Awards
2.5 LITERATURE OF OVERVIEW 2.5.1 Beginnings of Retail Trade

Early Trade: - When man started to cultivate and harvest the

land, he would occasionally find himself with a surplus of goods. Once the needs of his family and local community were met, he would attempt to trade his goods for different goods produced elsewhere. Thus markets were formed. These early efforts to swap goods developed into more formal gatherings. When a producer who had a surplus could not find another producer with suitable products to swap, he may have allowed others to owe him goods. Thus early credit terms would have been developed. This would have led to symbolic representations of such debts in the form of valuable items (such as gemstones or beads), and eventually money.
Early Markets: - Over time, producers would have seen value in

deliberately over-producing in order to profit from selling these goods. Merchants would also have begun to appear. They would travel from village to village, purchasing these goods and selling them for a profit.
Over time, both producers and merchants would regularly take their goods to one selling place in the centre of the community. Thus, regular markets appeared.
The First Shops: - Eventually, markets would become permanent fixtures i.e. shops. These shops along with the logistics required to get the goods to them were, the start of the Retail Trade. Opportunities are there for taking are the retailers prepared? In such a scenario of rapid growth, the preparedness of Indian retailers in terms of having appropriate formats, scalable processes, appropriate technology and relevant organization capability will be crucial to success. The survey explored these aspects. Can Indian retailers learn from international experience and leapfrog to the most successful formats used abroad? The survey respondents felt that it may be difficult to transplant a successful international format directly and expect a similar performance in India. Local conditions and insights into local buying behavior have to shape the format choice. The lessons learned from multinationals expanding to new geographies also point to this. India would see experimentation by retailers to identify the winning format suited to different geographies and segments implying multiple formats by
retailers.
Such
experimentation
and
identification
of
an
appropriate format for local conditions would differentiate winners from losers in the Indian retail market of the future. India is heading towards mall over-capacity A majority of respondents felt that India is heading towards mall over-capacity. A reason for this opinion is the fact that there may not be sufficient anchor tenants to occupy all the malls that are being planned. Also all emerging malls have very little differentiated value propositions. Malls need to differentiate themselves clearly and one option may be to specialize. Operations at a nascent stage of evolution KPMG surveyed the retailers in India along three dimensions: internal processes (supply chain management, private label management and loss prevention): real estate availability and costs, finance availability and costs. Easy availability of finance at competitive rates is a key enabler for growth in India. Retail space availability and costs are also prime issues to be dealt with. With respect to operations management and leveraging technology, retailers in India are at a nascent stage. This would be another area of opportunity
for winners of the future to distinguish themselves clearly from the rest of the industry.
Human resources the impending war for talent

India is already facing retail manpower and capability shortages. These are set to intensify, given the rapid growth forecast for the industry. Attrition levels, while low compared to global standards, are set to increase going forward. Winning the imminent war for talent is imperative for success in Indian retailing. Indian retailers need to develop a combination of good HR practices to enhance competency and retention while simultaneously developing processes and systems to ensure that high personnel turnover does not disrupt operations. Winners of tomorrow will be those that experiment and innovate While there are obstacles, there are clear opportunities in modern retailing in India. There are many lessons India can take from other countries that have moved along the path of retail evolution. There are also several best practice organizations from which Indian retailers can pick relevant lessons and tailor them to suit local requirements .Organizations that experiment and innovate
across different aspects will be the ones that emerge as winners.
2.5.2 Non-Franchised Chain

Structure Each store in a chain (or multiple store) is called a branch. The original store, or the most important store, may double as the head office. Very large chains may have a completely separate building as their head office. The way chain stores are managed can vary from a centrally controlled operation at one extreme where virtually all decisions are made by the head office, to the other extreme where each store can be run as a mini business and simply return a profit to the centre. It is very common for chain store management arrangements to be somewhere in between these extremes, where smaller scale and local decisions are made by the branches and decisions affecting the whole chain are made by the head office.
Economies of Scale As the chain grows in size and total sales volumes increase, the company managing the chain is able to purchase goods for the stores at terms that are more favorable. They can also exert
more influence over the attributes of the goods they buy and sell such as the sourcing the products' features the packaging they come in and even the distribution and logistics involved in getting them to the stores. Other benefits also arise, such as rationalising some
management tasks across the whole chain and having uniform procedures and systems common to all of the stores. They can also rationalize marketing across the chain. This not only is more efficient, it also allows marketing messages to be more potent. An example of a non-franchised chain is Wal-Mart.
2.5.3 Clothing and Accessory Store

Products:Clothing and accessory stores sell apparel for all members of the family, as well as luggage, leather goods, lingerie, jewellery, uniforms, and bridal gowns. Stores in this sector may sell all of the above items or concentrate on a few.
Expertise:-
Clothing
and
accessory
stores
are
often
staffed
with
knowledgeable salespersons who can help in the selection of sizes, styles, and accessories. Department Store:Department stores sell a wide selection of merchandise with no one line predominating. These stores generally are arranged into departments with a manager heading each department. Products:Departments stores may sell apparel, furniture, appliances, home furnishings, cosmetics, jewellery, paint, hardware, electronics, and sporting goods. They may also sell food and services such as optical, photography, pharmacy, insurance, travel brokerage and funerals. They are the ultimate one-stop shop. Discount Department Stores:-Discount department stores typically have fewer sales workers, relying more on self-service features, and have centrally located cashiers. Department stores that sell bulk items, like major appliances, usually provide delivery and installation services. Upscale department stores may offer tailoring for their clothing lines and more personal service
Distance Retailing:Rather than visiting a store to make a purchase, a customer may order products from a remote location. This may be done by mail, telephone, internet/email or other digital device such as interactive television and even from a refrigerator. Physical Stores v Virtual Stores:Retailers that practice distance retailing may also have physical stores, such as Wal-Mart. Others may not, such as Amazon and Arkay Hygiene Products All manner of products can be sold in this way, from food groceries and large items like beds that are usually delivered by dedicated vehicles to many smaller non-food items that tend to be delivered by a courier or by parcel mail, such as fly killers. The range of products on offer is only limited by the budget of the customer and the shipping infrastructure available in a given region.
Advantages of Distance Retailing to the Customer
The customer does not need to travel to the store in order to purchase goods, saving time and travel costs. Browsing through different catalogues or on the internet or mobile phone can also save a lot of time compared with traveling from store to store.
Disadvantages of Distance Retailing to the Customer There are certain products that customers prefer to touch, feel and even try out before they purchase. An example of this is clothing. There is, however, a distinction to be made between different types of distance selling. For example, music can be sampled on the internet or some mobile phones but this cannot be done with printed catalogues.
Some customers are uncomfortable purchasing goods at a distance if the seller isn't known to them. Whilst local stores will develop a word-of-mouth reputation in the community, it is harder to poll opinions for stores that are far away.
Door-to-Door Retailing
This kind of retailing is as old as retailing itself and is still very common, although less so in recent times. A door-to-door salesperson may be self-employed or employed by a company and will usually specialize in a particular product group, often household items. Although it is common for them to visit houses, they may also sell to businesses. Area of Coverage Door-to-door salespeople can be split into two main groups. The first groups are those that stay in one locality, selling to regular customers. Greengrocery or fresh meat sales are typically made by these local salespeople. They will have regular rounds and will try to time their visit so that they appear at a given location at the same time each week (or day or month). This way, customers may come to depend on them. The local door-to-door salesperson may also try to extend their round to take in more customers. The second groups are traveling salespeople. They may procure goods in a more opportunist way, taking advantage of a bargain when it comes along, or buying goods to coincide with environmental changes or particular events in the calendar. For instance, such a salesperson may sell warm clothes at the onset of cold weather but also sell gifts at festive times. Once they have sold their goods, or reached the point where they
have few customers left to sell to, they will move to another area and repeat the process. As well as buying goods to sell on, they may also sell goods that they have made themselves or that their family or community have made. They also may provide services to customers, such as mending, sewing, light maintenance, knife sharpening etc. Advantages One advantage of being a door-to-door salesperson is that the overheads are relatively low. Some door-to-door salespeople will carry all of their stock on a vehicle but others may store it in their homes or a small warehouse (sometimes known as a lock up). They can also be flexible in the range that they can carry. This can allow them to be very up-to-date with the products that they can offer. Disadvantages Disadvantages include the lack of security in traveling door-todoor whilst carrying a high value of stock or money (some door-to-door salespeople can take card payment.
Thus reducing the risk of carrying a lot of money). Another disadvantage is that where a shops customers come to the
shop, door-to-door salespeople spend a lot of valuable time and often transport costs visiting their customers - and there is no guarantee of a sale.
2.5.4 Party and Event Retailing

This is usually a form of franchising where the retailer invites people from the locality to a common location. The event or the party will be a mix of socializing and retailing, usually themed around the products on offer. Most commonly, the retailer will be a franchisee to a wider organisation. Products Although party and event selling can involve a variety of goods, it is very common that cosmetics, small household goods, clothing and sex-aids are sold. Low Cost Party selling is common throughout the world and can be a low cost way of retailing for both the franchisor and franchisee.
Samples Often the franchisor will supply samples and a small selection of goods to the franchisee so that their potential customers at the event can try the products out. Recruitment These parties can also be used to recruit new franchisees.
2.5.5 Single Independent Non-Franchised Store

A single independent store may be run an individual, but is more typically run by a family. Decline In highly industrialized regions, these types of outlets have decreased in number, in favour of franchise operations or chains. Products and Catchments They may be general stores, catering to a limited geographical range or may sell specialized products to a wider area.
Pros and Cons The advantages of single independent stores are that they can be tailored to their customers needs and offer a more personal service. One of the main disadvantages is that the running costs may not be as favorable as with a chain or franchise. If the store is selling general goods, the costs of purchasing stock will also be higher. Street Market The tradition of selling from market stalls goes back to the early days of retailing where traders could gather in one area to sell their wares. Location Street markets, or open-air markets, are common around the world and are particularly popular in temperate or warm climates. Regulation In many countries, street trading has been increasingly regulated through history. In England, towns were given rights by the King or Queen of the day to hold a market.
These charters specified the nature of the market and laid down the days when it could operate. Some towns had a permanent market while others were permitted to hold their market just one or two days in the week (or even less frequently). Many of these arrangements continue to this day. Types of Street Market Retailer Street market traders can be put into two categories, (i) those that sell goods opportunistically, taking advantages of low cost goods that come available, or environmental and other conditions that temporarily increase demand for particular products; (ii) those that regularly sell one product type to regular customers. Governance The way that street markets are operated and governed varies. The following variations are possible, including a mix of some of them: 1. No formal governance. Traders will simply share a space along a road (or an off-street area) and trade as separate businesses.
This type of arrangement has little or no bureaucracy and can be very efficient for the traders. Often traders will not pay any rent for their space (or "pitch"). Many traders will keep their pitch for many years, even handing their "right" to this space from generation to generation. Although it can be advantageous to the incumbent stall holders, this can lead to a lowering of competition as new stall holders find it difficult to come onto the market. Occasionally this informal arrangement can lead to gangsters and even violence between stall holders and with potential stall holders. It could also give rise to protection rackets and other illegal activity. 2. Council Run Street markets are commonly run by local councils, who set the regulations and, where appropriate charge rental fees. The regulations can range from informal arrangements involving the allocation of street area only to very strict regulations with an enforcement regime where traders may be inspected regularly for health and safety and other legal requirements and may be restricted to selling certain types of goods. As well as renting plots of land, some council may even rent the stalls themselves, which may be permanent fixtures on a street (or off-street area).
3. Run by a Company A company may own or rent a street (or an off-street area) and, in turn, rent small plots of land to stallholders. They may also impose regulations in a similar way that councils do. Some companies such as large retailers may have a street market on their forecourt or other area that they own. Good street markets can attract many shoppers. A retailer may find that having a market outside their bricks and mortar store may be good for their trade. They may charge a low rent or no rent at all in order to encourage stall holders to trade on their land and to keep their prices low, thereby attracting more customers. They, may, however, restrict stall holders to selling goods that do not compete with their own products, subject to competition laws that may exist in the jurisdiction. 4. Run by a Co-operative (Co-op) The stallholders themselves may own or rent the land on which their stalls are trading. They may contribute towards the costs of maintaining or paying for the site by each paying an amount of money. The amount paid may simply be commensurate with the amount of stalls they own, or may be linked to the amount of turnover they can achieve or may be negotiated on a stallholder-by-stallholder basis.
It is common for street trader co-ops to have regulations that are binding on each member. Once again, these regulations may range from a few informal rules to detailed and specific rules. Many co-ops will operate a democratic system whereby they may elect a leader, or a council (or both) to run the co-op, or may even vote on every decision. Pros and Cons The advantages of street market retailing are that it has relatively low overheads and allows flexibility. The disadvantages are that sales can be adversely affected in inclement weather and the stall (usually) needs to be set up each day, which can take a considerable amount of time and effort. There also needs to be an area for goods to be stored when the stall is not being used.
Chapter 3 3. THEORETICAL ASPECTS OF THE SURVEY

3.1 INTRODUCTION OF THEOTICAL ASPECTS
3.1
INTRODUCTION OF THEOTICAL ASPECTS
3.1.1 UNDERSTANDING CUSTOMER SERVICE

Marketers must determine what customers does want-and then give it to them. This can be done in several ways. Once is by getting feedback regarding buyer preferences and then suing this information to customize the service delivery. For example, what do restaurant guests want? It has been found that these are gender preferences.
3.1.2 IDENTTY YOURE CUSTOMERS

The customer can fall into different groupings; the way to cater to one group may be deferent from that of another. There are other customers groups besides men and women. Today, many fast food giants McDonald's for example is now targeting on kids (refer fig 1). Some eating-houses load the area with toys and games, and supervise the children, which their families eat in the main dining hall.
3.1.3 CUSTOMER LOYALTY

The traditionally role of marketing has been to win customers. No emphasis was on retaining them.
Research studies indicate that most service firms lose more than 30 per cent of their customer before, or at the time of a repurchase decision mainly through poor service, and the only reason market shares do not drop is because competitors are usually in the same position and are losing customers to their rivals. This means there is a high turnover of dissatisfied customers who are looking customers to their rivals.
3.1.4 ADDER OF LOYALT

Customer loyalty is commitment to do business with a company on ongoing basis. The idea of loyalty can be displayed with a ladder. Through appropriate marketing strategies marketer should aim to convert suspect into committed loyal advocated for the firm. Set of scales cam also be used to view the loyalty concept. Service firms must arrest growing number of disaffected ex-customer who will be critical and advise other .customer or prospects not to buy from the organization.
3.1.5
RELATIONSHIP
AND
AVERAGE
CUSTOMER
LIFETIME
The measurement of customer loyalty is known as the customer retention rate. With the firm with improved retention rate the average life of a customer increase. For example, if a firm is able to increase its average
retention from an annual 80 per cent of 90 per cent it will accurately double the average customer lifetime from five to ten year if it period (5x20). If it is retains 90 percent it will lose just half of (hem over a five-year period (5x10=50%).It has been found that increased customer retention brought increase customer lifetime value. Lifetime value of a customer can be calculated.
3.1.6 CUSTOMER SATISFACTION IN SERVICE The primary objective of service producers and marketers is identical to that of all markets, to develop and provide offering that satisfy consumer needs and expectations, thereby ensuring their own economic survival. In other words, service marketers need to be able to close the customer gap between expectations and perceptions. To achieve this object, service producers need to understand how consumers choose and evaluating their services offerings. Unfortunately, most of what knows about consumer evaluation processes pertains specifically to goods. The assumption appears to be that services, if not identical to goods, are at least similar enough in the consumer's mind that
they are choosing and evaluate in the same manner means that satisfaction is the customer's evaluation of a product or service in term of whether that product or service has met their needs and expectations. Failure to meet needs and expectations is assumed to result in dissatisfaction with the product or service.
Customer satisfaction is influenced by specific product or service features and by perceptions of quality as suggested. Satisfaction is also influenced by customer emotional responses, their attributions, and their perceptions of equity.
Product and service Features Customer satisfaction with a product or service is influenced significantly by the customer evaluation of product or service features. Customers' emotions can also affect their perceptions of satisfaction with products and service. This emotion can be stable, pressing emotions. Specific emotions may also be induced by the consumption experience itself, influencing a consumer's satisfaction with the service. Attributions the perceived causes of events influence perceptions of satisfaction as well.
When they have been surprised by an outcome {the service is either much better or much worse than expected), consumer tends to look for the reasons. And then assessments of the reasons can influence their satisfaction. A customer satisfaction is also influenced by the perceptions of equity and fairness, in addition to products or services are offered in combination with a physical product, services quality may be very critical in determining customers' satisfaction. Reliability: ability to perform the promised service dependably and accurately Assurance employees' knowledge and courtesy and their
ability to inspire trust and confidence. Tangibles: appearance of physical facilities, equipment, personnel, and written materials.
3.1.7 Responsiveness: Willingness to help customers and provide prompt service. Reliability is defined as the ability to perform the promised service dependable and accurately. In its broadest sense, reliability means that the company
promise about delivery, service provisions, problems resolution and pricing. Customer want to do business with the companies that keep their promises, particularly their promises about the service out comes and core service attributes. Assurances are defined as employee's knowledge and courtesy and the ability of the firm and its employee to inspire trust and confidence. This dimension is likely to be particularly important for services that the customer perceives as involving high risk and or about which the feel uncertain about their ability to evaluate outcomes-for example banking, insurance, brokerage, medical and legal service. Empathy is defined as the caring, individualized attention the firm provides to its customers. The essence of the empathy is conveying, through personalized or customer service, those customers are unique and special. Customers want to feel understood by and important to firm that provides service to them. Tangibles are defined as the appearance of physical facilities, equipment, personnel and communication material.
All of these provide physical representation or image of the

service that customer, particularly new customers, will use to evaluate quality. Service industries that emphasize tangible in their strategies include hospitality service where the customer visits the establishment to receive the service, such as restaurants and hotels, rattails stores, and entertainment companies.
Responsiveness is the willingness to help customers and to provide prompt and service. This in dimension dealing emphasizes customer attentiveness promptness with
requests, questions, complaints, and problems. Responsiveness is communicated to customer by the length of time they have to wait for assistance, answers to questions, or attentions to problems. customer needs. 3.1.8 IMPORTANCE OF CUSTOMER SATISFACTION Customer satisfaction is a marketing tool and a definite value added benefit. Customers often perceive customer satisfaction as important as the primary product or service your organization offers. Responsiveness also captures the notion of flexibility and ability to customize the service to
3.1.9 FOUR STEPS TO ENSURE CUSTOMER SATISFACTION

1. Always create a good first Impression, in person and on the phone 2. Communicate effectively (listen and ask questions) and give each customer your full attention. 3. Handle each transaction fast, accurately, and professionally 4. Thank each customer for the opportunity to serve them and make sure they are completely satisfied.
3.1.10 DEFINING CUSTOMER VALUE AND SATISFACTION

Peter Drcucker observes that a companys first task is to create customers. However, customers face a vast array of product and brand choices, prices and suppliers. How do they make their choices? We believe that customers estimate which offer will deliver the most value.
3.1.11 Customer perceived value
A) Total customer value is the perceived monetary value of the bundle of economic, functional, and psychological benefits customers expect from a given market offering. B) Total customer cost is the bundle of cost customers expect from incur in evaluating, obtaining, using and disposing of the given market offering.
C) TOTAL CUSTOMER SATISFACTION Whether the buyer is satisfied after purchase depends on the offers performance in relation to the buyers expectation. In general, satisfaction is a persons feeling of pleasure or disappointment resulting from comparing a products perceived performance in relation to his or her expectations.If the performance falls short of expectations, the customers are dissatisfied. If the performance matches the expectation, the customer is satisfied. If the performance exceeds expectations, the customer is highly satisfied or delighted.
D) Customer Expectations
If marketers raise expectations too high, the buyer is likely to be disappointed. However, if the company sets expectations too low, it wont attract enough buyers. E) Delivering High Customer Value The key to generate high customer loyalty is to deliver high customer value. According to Michael Lannig, in his Delivering Profitable Value, a company must design a competitively superior value proposition aimed at a specific market segment, backed by a superior value- delivery system.
F) Measuring Satisfaction
Although the customer-centered firm seeks to create high customer satisfaction that is not its main goal. If the company increases customer satisfaction by lowering its price or increasing its services, the result may be lower profit. The company might able to increase its profitability by means other than increased satisfaction. Also the company has many stakeholders, including employees, dealers, suppliers and stock holders. Spending more to increase customer satisfaction might divert funds from increasing the satisfaction of other partners.
Ultimately, the company must operate on the philosophy that it is trying to deliver a high level of customer satisfaction subject to delivering acceptable levels of satisfaction to other stake holders, given its total resources. G) DELIVERING CUSTOMER VALUE AND SATISFACTION This involves the following five capabilities: understanding customer value; creating customer value; delivering customer value; capturing customer value; and sustaining customer value. To succeed, a company needs to use the concepts of a value chain and a value-delivery network. H) Value Chain Michael Porter of Harvard proposed the value chain as tool for identifying ways to create more customer value. Every firm is a synthesis of activities that are performed to design, produce, and market, deliver and support its products. The value chain identifies nine strategically relevant activities that create value and cost in a specific business. These nine values- creating activities consists of five primary activities and four supports activities.
The firms task is to examine its costs and performance in each value- creating activity and to look for ways to improve it.
The
firm
should
estimate
its
competitors
costs
and
performance as benchmark against which to compare its own costs and performances. It should go further and study the best of class practices of the worlds best companies.The firms success depends not only on how well each department performs its work, but also on how well the various department activities are coordinated. Too often, company departments act to maximize their interests. A credit department may take along time to check a prospective customers credit so as not to incur bad debts. Mean while, the customer waits and the sales person is frustrated. A traffic department chooses to ship the goods by rail to save money and again the customer waits. Each department has erected walls that slow down the delivery of quality customer service. The solution of this problem is to place more emphasis on the smooth management of core business process.
These include:INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE
The market sensing process
The new offering realization process The customer acquisition process The customer relationship management process The fulfillment management process.
CHAPTER 4 ANALYSIS AND INTERPRETATION OF DATA
TABLE NO.1 How frequently you visit Big Bazaar?

Particulars First Time Second Time Third Time Many Time Total Respondents 10 25 35 40 110 Percentage 9% 23% 32% 36%
Source- Compiled Survey
Customers are Visit Big Bazaar 40% 30% 20% 10% 0% First Time Second Time Third Time Many Time Percentage
INTERPRETATONS-
The
above
table
shows
that
9%
respondents are First time visit to Big Bazaar, 23% respondents are Second time, 32% respondents are Third time and 36% respondents are Many times. Customer having many time are 36% which is higher, it indicate Big Bazaar better CRM.
TABLE NO.2
How did you come to know about Big Bazaar? Particulars Advertisement Friend & Relatives Total Respondents 60 50 110 Percentage 55% 45%
customers frequently visit Big Bazaar 60% 50% 40% 30% 20% 10% 0% Advertisement Friend & Relatives
Percentage
INTERPRETATONS-
The
above
table
shows
that
55%
respondents are come to the Advertisement, 45% respondents are Friends & relatives. Customer awareness about big bazaar through various sources indicates that 36% of respondents know about big bazaar through advertisement.
TABLE NO.3
Is your expectation meet in Big Bazaar? Particulars Yes No Total Respondents 80 30 110 Percentage 73% 27%

Customer Expectations
80% 60% 40% 20% 0% Yes No Percentage
INTERPRETATONS- The above table shows that 73% respondents are satisfied for the expectation and 27% respondents are not satisfied. Customers are satisfied is their expectations, the satisfaction ratio is high i.e, 73% which is a good sign.
TABLE NO.4
What is your opinion about the service in Big Bazaar? Particulars Very Good Good Average Total Respondents 35 40 35 110 Percentage 32% 36% 32%

Customers opinion about service

38% 36% 34% 32% 30% Very Good Good Average Percentage
INTERPRETATONS-
The
above
table
shows
that
32%
respondents are opinion was
Very good, 36% respondents are
Good and 32% respondents are opinion about service was Average. It has very good, 36% of them rate it has good and others as average
TABLE NO.5
Is employees communication is good with customers? Particulars YES NO Total Respondents 60 50 110 Percentage 55% 45%

Empol yee's communi cati on wi th customers
60% 50% 40% 30% 20% 10% 0% YES NO
Percentage
INTERPRETATONS-
The
above
table
shows
that
55%
respondents said that well communication with us, 45% respondents said that No. Maximum of the customers say it was good (55% of the respondents).
TABLE NO. 6
Is rate the employees behavior with customers? Particulars Respondents Percentage Excellent 25 23% Good 30 27% Better 50 48% Worst 05 2% Total 110

Empolyee's behaviour with customers
60% 50% 40% 30% 20% 10% 0% Excellent

INTERPRETATONS-
Percentage
Good
The
Better
above
Worst
table shows that 47%
respondents are said that better behavior with customers, 35% respondents are said that good behavior, 16% respondents said that excellent and 2% respondents said that worst. Better percentage is very high which good sign from the company point of view.
TABLE NO.7
Is their any additional benefit in Big Bazaar? Particulars Yes No Total Respondents 60 50 110 Percentage 55% 45%

Additional benefits in Big Bazaar
60% 50% 40% 30% 20% 10% 0% Yes No
Percentage
INTERPRETATONS-
The
above
table
shows
that
55%
respondents know about additional benefit in Big Bazaar, 45% respondents are said that No.
TABLE NO.8 Are you aware of Discount facilities available in Big Bazaar?
Particulars Yes Respondents 80 Percentage 73%
No Total
30 110
27%

Di scount facil i ty in Bi g Bazaar
INTERPRETATONS-
The
above
table
shows
that
73%
respondents are said that Discount facilities available, 27% respondents are no Discount facilities. Which shows that customers have a great intrest in the discount offers available at Big Bazaar.
TABLE NO.9 Which factors influence you to buy at Big Bazaar?

Particulars Low Price Respondents 20 Percentage 18%
Discount Nearness Offers Total
30 10 50 110
27% 9% 46%

Factors influence custome to buy
50% 40% 30% 20% 10% 0% Low Price Discount Nearness Offers Percentage
INTERPRETATONS-
The
above
table
shows
that
18%
respondents know about the Low price, 27% respondents are Discount, 9% respondents are Nearness and 46% respondents are opinion about Offers. The customers to buy at big bazaar, 46% respondents are influenced with offers provided their.
TABLE 10 Are you aware of free Home Delivery offer at Big Bazaar?
Particulars Respondents Percentage
Yes No Total
45 65 110
49% 51%

Free home delivery offered at Big Bazaar
INTERPRETATONSNo - 51%
The
above
table
shows
that
ratio
awareness of free home delivery at Big Bazaar. YES 49%,
TABLE NO.11 Your opinion on prices in Big Bazaar?

Particular Very Less Respondents 35 Percentage 32%
Normal Higher TOTAL
50 25 110
45% 23%

Opinion on prices
50% 40% 30% 20% 10% 0% Very Less Normal Higher
Percentage
INTERPRETATONS-
The
above
table
shows
that
32%
respondents know about the Very less, 45% respondents are Normal and 23% respondents are opinion about Higher. 45% of the respondents say it is normal, compared to other supermarkets.
TABLE NO.12 Your opinion about the quality of groceries in Big Bazaar?
Particular Respondents Percentage
Very Good Good Average TOTAL
35 50 25 110
32% 45% 23%

Opinion about the quality of grceries
50% 40% 30% 20% 10% 0% Very Good Good Average Percentage
INTERPRETATONS-
The
above
table
shows
that
32%
respondents know about the Very good, 45% respondents are Good and 23% respondents are opinion about Average. Maximum of respondents rate it has good i.e.45%.
TABLE NO.13 Your opinion on stock availability of groceries in Big Bazaar?

Particular Respondents Percentage
Always Sometimes Rarely TOTAL
70 25 15 110
63% 23% 14%

Opinion on stock availability of groceries
80% 60% 40% 20% 0% Always Sometimes Rarely Percentage
INTERPRETATION-
The
above
table
shows
that
63%
respondents are said that Always, 23% respondents are sometimes and 14% respondents are opinion about rarely. Maximum of the respondents are happy with stock availability.
TABLE NO.14 Your opinion on prices of fruits & vegetables in Big Bazaar?
Particular Very Less Normal Higher TOTAL
Respondents 25 50 35 110
Percentage 23% 45% 32%
Compiled Source- Survey

Prices of fruits & vegetables
50% 40% 30% 20% 10% 0% Very Less Normal Higher
Percentage
INTERPRETATION-
The
above
table
shows
that
23%
respondents are said that Very less, 45% respondents are Normal and 32% respondents are said that price was Higher. 45% of respondents are of the opinion that it is normal compared to others.
TABLE NO.15 Your opinion on quality in fruits & vegetables in Big Bazaar.
Particular Very Good Good Average TOTAL
Respondents 35 55 20 110
Percentage 32% 50% 18%
Compiled Source- Survey

Quality of fruits & vegetables
60% 50% 40% 30% 20% 10% 0% Very Good Good Average
Percentage
INTERPRETATION-
The
above
table
reveals
that
32%
respondents are said that quality was Very good, 50% respondents are said Good and 18% respondents are said Average. 50% of the respondents rate has good which is satisfactory.
CHAPTER 5
FINDINGS, SUGGESTIONS & CONCLUSIONS

5.1 5.2 5.3 5.4 5.5 FINDINGS SUGGESTIONS CONCLUSIONS BIBILIOGRAPY ANNEXURE
5.1 FINDINGS
5.1.1) Customer having many time are 36% which is higher, it indicate that Big Bazaar better CRM. 5.1.2) Customer awareness about big bazaar through various sources indicates that 36% of respondents know about big bazaar through advertisement. 5.1.3) Customers are satisfied is their expectations, the satisfaction ratio is high i.e. 73% which is a good sign. 5.1.4) 36% of respondents are say that service is good in Big Bazaar and others as average. 5.1.5) Maximum of the customers says it was good (55% of the respondents).The communication of the level of the employees with customer was satisfactory. 5.1.6) Employees behavior with customer, better percentage is very high which good sign from the company point of view. 5.1.7) Customers have a great intrest in the discount offers
available at Big Bazaar.
5.1.8) the customers to buy at big bazaar, 46% respondents are influenced with offers provided by Big Bazaar.. 5.1.9) 45% of the respondents say it is normal prices in Big Bazaar, compared to other supermarkets. 5.1.10) Maximum of respondents say it is good quality of
groceries rate it has good i.e.45%. Compared to other supermarkets. 5.1.11) Maximum of the respondents are happy with stock availability in Big Bazaar. 5.1.12) 45% of respondents opinion about prices on fruits and vegetables is normal, compared to others. 5.1.13) 50% of the respondents rate has well which is satisfactory on quality of fruits and vegetables.
5.2
SUGGESTIONS
5.2.1) Customer having many time are only 36%, this is good Relationship ratio with customers. But you more develop CRM programs than automatically customers are visiting your organization. 5.2.2) Most of customers are come to Big Bazaar through advertisement, you implimating CRM programs than customers closely relationship with Big Bazaar. 5.2.3) Only 27% of Customers are unsatisfied their own expectations that is good ratio. You study your target customer needs and fulfilled their expectations. Than this percentage came into 0%. 5.2.4) customers opinion about the service was average, so you more training your executives on handling to the customers. 5.2.5) Customers facing problems of setting and water, so you arrange chairs and water facility in every floor. Because here not only come young peoples but also elders. 5.2.6) Some peoples are told to me here not available Tea and Coffee. Because some people are after eating a bakery items they also interest drinking tea or coffee, so you please arrangement.
5.2 CONCLUSION
Customer Relationship Management strategy and object will change they have to if one has to continues competing however no matter where begins CRM they the benefits will start from day one. Where they are in the from of profits decreased higher staff moral or greater band equity. Promotional activities should be carried out in order to compete effectively with its competitors and to create awareness. Company should fulfill the said promises about the lucky draws & additional discounts. Unity of command should me maintained in the
organization
5.4 BIBILIOGRAPHY:
Customer Relationship Management How to turn a good business into a great one Written By- Graham Roberts, Phelps Published By- Viva Books Private ltd New Delhi. Customer Relationship ManagementDelivering the Benefits. A whitepaper by CRM ( UK) Ltd and sector consulting ltd. Broachers of Big Bazaar, Belgaum Web Siteswww.kpmg.ca www.iimahd.ernet.in/publications/data/200507-04pksinha.pdf www.ciionline.org/events/2825/cii_con.pdf www.sify.com www.itcportal.com www.kpmg.com.cn/redirect.asp?id=6772
ANNEXURE
NAME: MR/MRS----------------------------------------------------------------------------------------------------------------------------AGE--------------------------------------------------------------------Telephone number-----------------------------------------------Address----------------------------------------------------------------------------------------------------------------------------------------Occupation: Professionals Housewives Business Other
1. How frequently you visit to Big Bazaar? a) First Time [ ] c) Third Time [ ] d) Many Time [ ] b) Second Time [ ]
2. How did you come to know about Big Bazaar? a) Advertisement b) Friends and relatives c) Other sources [ ] [ ] [ ]
3. Is your expectations meet in Big Bazaar? Yes [ ] No [ ]
4. What is your opinion about the service in Big Bazaar? a) Very good b) Good c) Average [ ] [ ] [ ]
5. Is employees customers?
communication
is
good
with
Yes
[ ]
No [ ]
6. Is rate the employees behavior with customer? a) Excellent c) Good [ ] [ ] b) Better d) Worst [ ] [ ]
7. Is their any additional benefits in Big Bazaar? Yes [ ] No [ ]
8. Are you aware of Discount facilities available in Big Bazaar? Yes [ ] No [ ]
9. Which factors influence you to buy at Big Bazaar? a) Low Price b) Discount c) Nearness d) Offers [ ] [ ] [ ] [ ]
10. Are you aware of free Home Delivery offers at Big Bazaar? Yes [ ] No [ ]
11. Your opinion on prices in Big Bazaar?

a) Very less b) Normal c) Higher
[ ] [ ] [ ]
12. Your opinion about the quality of groceries in Big Bazaar? a) Very good b) Good c) Average [ ] [ ] [ ]
13. Your opinion on stock availability of groceries in Big Bazaar? a) Always b) Sometimes c) Rarely [ ] [ ] [ ]
14. Your opinion on prices in fruits & vegetables in Big Bazaar?

a) Very less b) Normal c) Higher
[ ] [ ] [ ]
15. Your opinion on quality in fruits & vegetables in Big Bazaar? a) Very good b) Good c) Average [ ] [ ] [ ]
16. Any Suggestions about where you would like Big Bazaar should improve?
________________________________________________________ ____________________________________________________

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Improving Retail Sales Through Effective CRM

FIELD SURVEY REPORT ON

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE

Improving Retail Sales Through Effective CRM

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT

2ND MARCH,2013 CERTIFICATE

Dr. M.D.KAKADE ( PROGRAM DIRECTOR )

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE

Improving Retail Sales Through Effective CRM

Signature of the student ROHIT MOHOD(19)

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE

Improving Retail Sales Through Effective CRM

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE

Improving Retail Sales Through Effective CRM

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE

Improving Retail Sales Through Effective CRM

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE

Improving Retail Sales Through Effective CRM

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE

Improving Retail Sales Through Effective CRM

1.1 EXECUTIVE SUMMARY

Improving Retail Sales Through Effective CRM

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE

Improving Retail Sales Through Effective CRM

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE

Improving Retail Sales Through Effective CRM

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE

Improving Retail Sales Through Effective CRM

customers has retained the value of the companies among them.

EMERGING CONCEPTS IN CRM

Improving Retail Sales Through Effective CRM

improve Retail Sales.

PURPOSE OF THE STUDY

Improving Retail Sales Through Effective CRM

1.6 METHODOLOGY: To achieve the objectives of the report

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE

Improving Retail Sales Through Effective CRM

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE

Improving Retail Sales Through Effective CRM

1. 8 LIMITATIONS OF THE STUDY

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE

Improving Retail Sales Through Effective CRM

Chapter 2 COMPANY PROFILE

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE

Improving Retail Sales Through Effective CRM

2.1 ORGANISATION CHART

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE

Improving Retail Sales Through Effective CRM

2.2 BORD OF DIRECTORS

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE

Improving Retail Sales Through Effective CRM

2.3 COMPANY PROFILE

Improving Retail Sales Through Effective CRM

2.3.1 Big Bazaar

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE

Improving Retail Sales Through Effective CRM

Pantaloon Retail (India) Limited

INSTITUTE OF MANAGEMENT AND ENTREPRENEURSHIP DEVELOPMENT,PUNE