A Study on

The Brand Preference for Casual/Sport apparel among the

youth in the city of Vadodara.

Research conducted by:

Kingshuk Dutta
Roll no: 8
T.Y BBA Marketing Division
Faculty of Commerce
Maharaja Sayajirao University Baroda
“What makes India’s youth worth studying is evident; one of
the world’s hottest economies, more than a billion people,
roughly half of them between the ages of 15 and 29 years,
and rising purchasing power.
It is a demographic gold mine for marketers and a case-study-
in-progress of democratic capitalism.”

Source: Business World, November 2008

Certificate

This is to certify that Kingshuk Dutta, a student of the BBA Programme,

Maharaja Sayajirao University (Faculty of Commerce) has undertaken a research
project for the partial fulfillment of his Third Year BBA in Marketing
Management.

I certify that he has undertaken Research Project on “Brand preference for

Casual/Sport Apparel among the youth in the city of Vadodara”
I have found him to be dedicated towards the research and has prepared an
informative and knowledgeable study paper under my supervision.

I wish him a bright and prosperous future ahead.

(Mr. Kalpesh Shah)

Asst Programme Director
BBA Programme
Faculty of Commerce
MSU- Vadodara

Acknowledgement

It is the duty of the researcher to acquire maximum knowledge and to inculcate the
necessary skills along with the completion of the Project Research in order to be
more knowledgeable about the research being undertaken.

Since the commencement of my project research, I have encountered many people

who have helped and guided me all the way. These people deserve a special mention
and my project report will be incomplete without acknowledging them.
I would like to express my gratitude to Mr. Kalpesh Shah, the Asst. Programme
Coordinator at MSU BBA to give me an occasion to conduct a research on my own
and get an invaluable firsthand experience of how to go about with a research
project.

He was also the key source of guidance without which I wouldn’t have been able to
relate my learnings to what I have studied theoretically in BBA. Mr. Kalpesh Shah
has helped me in every possible way to prepare this research project and was a
constant supply of motivation and knowledge with regards to the subject matter.

It would be dereliction of duty if I do not extend my sincerest thanks to my

colleagues and the people who have responded to my questionnaires with an infinite
amount of patience.

Their Constant presence kept me all the more motivated and eager to learn more and
absorb the experience in order to make myself a better individual.

Contents
 Brand Preference

People begin to develop preferences at a very early age. Within any product category, most
consumers have a group of brands that comprise their preference set. These are the four or five
up market brands the consumer will consider when making a purchase. When building
preference, the goal is to first get on the consumer’s preference sets, and then to move up the
set’s hierarchy to become the brand consumers prefer the most – their up market brand.
Gaining and maintaining consumer preference is a battle that is never really won.

Definitions of brand preference are as follows:-

 Selective demand for a company's brand rather than a product; the degree to which the
consumers prefer one brand over another
 The percentage of people who claim that a particular brand is their first choice.
Preference is a scale, and brands move up, down and even off that scale with and without a
vigilante brand management strategy. Pricing, promotional deals and product availability all
have tremendous impact on the position of our brand in the consumer’s preference set.

If all things are equal, the best defense is to make us more relevant to consumers than the
competition. The brands potential can only be fulfilled by continually reinforcing its perceived
quality, up market identity and relevance to the consumer.

The same branding activities that drive awareness also drive preference. And, while awareness
alone will not sustain preference, it will improve the brand’s potential for building and
maintaining preference.

With a great story and a large enough investment, awareness can be attained rather quickly. It
takes time, however, and constant revaluation to build brand preference. Aristotle professed,
“We are what we repeatedly do. Excellence then is not an act, but a habit.” Attaining and
sustaining preference is an important step on the road to gaining brand loyalty.

The ability to generate more revenue, gain greater market share and beat off the competition is
the reward given by consumer towards a particular brand.

Brand preference is the Selective demand for a company's brand rather than a product; the degree
to which consumers prefer one brand over another.

In an attempt to build brand preference advertising, the advertising must persuade a target
audience to consider the advantages of a brand, often by building its reputation as a long-
established and trusted name in the industry.

If the advertising is successful, the target customer will choose the particular brand over other
brands in any category.

Basic communications model for development of brand preference

To better understand the process of brand preference, let's first look at a basic communications
model. The five components of this model are sender, medium, filter, receiver, and feedback.

On a daily basis, we are exposed to messages (sender/medium) via our radio, television,
billboards, Internet, mail, and word-of-mouth.

Although these messages are pervasive, we continually screen out (perceptual screen) or ignore
content that has little or no relevance to us.

All messages are coded patterns and sensations – colours, sounds, odours, shapes, etc. Those
messages deemed recognizable, or a basis for a relationship, are decoded and stored in our
memory (filter/screen).
A successful convergence between sender and receiver will result in some type of response to a
brand's compelling message (feedback).Stored

Stored experiences in our long-term memory are connected through a series of nodes and
networks. An example could be all the associations you might have with the word Starbucks—
including coffee, rich aroma, relaxing, sofa, earth tones, etc. As presented by Shultz and Barnes,
“This node and connection process, called spreading activation, makes every person different”
(Strategic Brand Communications Campaigns, 1999).

Since we all have different experiences, connections, and relationships, this supports a theory
that the consumer, not the organization, owns the brand.

Consumer prefer particular brand because they find it easier to interpret what benefits brand
offers feel more confident of it and get more satisfaction from using it and get more satisfaction
from using it.

Because of such consumer preference, the brand can charge a higher price, command more
loyalty, and run more efficient marketing programmes (e.g. it can spend more retailer incentive
and it cost less to launch brand extension) .The brand preference therefore commands a higher
asset value.
 Brand Preference choice criteria

There are six criteria choose brand preference. The first three element categorized as “Brand
building” in terms of how brand preference can be built up. And last three elements are known as
“defensive” because it preserved in the face of different opportunity or different brands available
in market.

 Memorable: - How easily particular brand are recalled? How easily are they recognized?
Is this true at both purchase and consumption?

 Meaningful:-To what extent particular brand prefer in corresponding category? Does it

suggest something about a product ingredient or the type of person who might use the
brand?
  Likeability:-How aesthetically appealing do customer finds the brand element? Is it
inherently likeable visually, verbally and in other ways? Concrete brand name such as
Scorpio, Splendor, Maruti 800 etc.

 Transferable: Can the brand element be used to introduce in new product in the same or
different categories? To what extent does the brand add to brand equity across
geographical boundaries and market segments?

 Adaptable:-How adaptable and updatable is the brand element? E.g. Lifebuoy, the largest
selling soap brand all over world.

 Protectable: - How legally protectable is the brand element? How comparatively

protectable? Can it easily be copied? It is important that names that becomes synonymous
with product categories. Such as Xerox, Fiberglass.

Strategies for building consumer brand preference

The branding objective:

A marketer's main objective goes beyond a single sale to one customer. Usually the ultimate
objective is to build a durable relationship between a specific brand and a particular customer
group, to create a strong bond between brand and buyer! Whether it is between parent and child,
friends, lovers, or consumer and brand, bonding is a process; not so much of war among rivals,
but of courtship between suitor and beloved.

Unlike a single seduction or conquest, the courtship process includes identifiable phases such as
introduction, familiarity, then preference, and finally, if successful, a loyalty that excludes
relationships with rival suitors.
Advertising and promotion provide the introduction and familiarity. The next two steps i.e.
building preference and loyalty are a bit stickier. A few good moves can win the day, but too
many bad ones along the way will lead to rejection and failure. So the effective marketer, like the
successful suitor, needs a good, sound game plan.

Consumer buyers almost always approach the marketplace with a well established set of tastes
and preferences. Very rarely do they make completely spontaneous impulse purchases.

The vast majority of times, even their unplanned and unanticipated purchases are strongly
influenced by pre-existing tastes and preferences. In a very real sense, marketing and promotion
constitute a battle for the minds of consumers.

While direct competitors strive to outdo one another to winning greater brand preference and
loyalty, there is also rivalry between producers and marketers in very different industries,
promoting very different kinds of goods and services. Virtually every advertiser competes with
every other to rise above the clamor and gain the attention and interest of the buying public and
the consumers.

This means that virtually everyone who promotes and markets to them should be concerned with
how consumers develop their likes and dislikes, so that they can instill strong, favorable, positive
preferences for their brand.

Six modes for building brand preference

Perhaps the first and most important question to ask is ``How will my prospective consumers
develop their preferences for my brand?'' If we know the answer to that question, then we can
help them build the kind of preference that will ensure greater patronage and loyalty.

Consumers do not develop a preference for M&Ms candy in the same way as they develop a
preference for Maytag washing machines. They do not prefer a BMW over other makes of cars
for the same reason that they prefer Budweiser over other brands of beer.

Consumer tastes and preferences for a product or brand might be built through one or more of six
distinct modes:
  Need association: the product or brand is linked to one need through repeated
association.

 Mood association: the mood is attached to the product or brand through repeated
association.

 Subconscious motivation: Suggestive symbols are used to excite consumers'

subconscious motives.

 Behavior modification: Consumers are conditioned to buy the brand by manipulating

cues and rewards.

 Cognitive processing: Perceptual and cognitive barriers are penetrated to create favorable
attitudes.

 Model emulation: Idealized social lifestyle models are presented for consumers to
emulate.

These six modes are derived from the leading theories and perspectives on human learning that
have evolved in the fields of psychology and social psychology. Need association and mood
association are most closely linked to what is commonly called ``classical conditioning'.

Subconscious motivation is derived mainly from the work of Freud and his disciples while
behavior modification has its roots primarily in the behaviorist learning theories of Skinner and
his followers. The cognitive processing mode leans heavily on the information processing
models so thoroughly presented and studied by cognitive psychological theorists.

Finally, model emulation finds its foundation in social psychology and sociology, specifically in
theories of the socialization process, social influence, and social role playing and meeting the
expectations of others.

Need association

American advertisers quickly adopted need association when the work on classical conditioning
by the Russian physiologist Pavlov was first publicized in the USA during the 1920s.
The essence of this simple brand preference-building mechanism is merely to present the product
or brand name and a particular need, simultaneously and repeatedly.

Constant repetition is the key. Those exposed to such conditioning eventually learn to associate
the brand with the need.

Advertisers who adopted this strategy abandoned the use of long, elaborate messages in favor of
many, very brief messages delivered on a saturation schedule. Nor were they concerned about
wear-out, since consistent repetition was important.
This simple brand preference-building mode was (and still is) effective for creating brand name
awareness, but of course it does very little else. Thousands of brief name/need pairings may
cause the brand name to come to mind every time the need arises for the consumer, but it says
very little about how effectively the brand will satisfy the need.

Consequently, few advertisers depended exclusively on this mode. Today, the advertisers and
promoters of consumer goods seldom depend very heavily on this simple brand preference-
building mode. Slogans and jingles receive less attention and they tend to be changed much more
frequently.

When need association is used in contemporary advertising, its main objective is usually to build
brand recognition when new brands of small ticket, frequently purchased goods are initially
introduced. Yet some marketers manage to make need association work for them throughout the
life cycle of the product, simply by including a reference to the need right in the logo or the
brand name, itself.

Mood association

Associating a mood with a need quickly followed on the heels of need association. The objective
of mood association is to imbue the product or brand with a positive aura, and it remains a
popular consumer preference building technique today.

The mechanism is basically the same close association as the result of repeated, simultaneous
presentation. But rather than associating the goods or services with the needs they are to satisfy,
mood association requires the brand name to be associated with a particular form of pleasant
hedonic state leisure, recreation, relaxation, achievement, companionship, or some such
condition.
Imparting pleasant moods and feelings to a product or brand requires more than just a few words.
It cannot be done with hundreds or thousands of very brief, simple messages. But it does imply
consistency and repetition.

A single pairing or even a few such pairings of the brand with the mood would not be sufficient
to cause the audience to associate the feeling with the brand. It takes many such presentations.
Nor does this preference-building mode work without consistency.

It would not prove effective if the brand was paired with several, distinctly different moods or
with one type of feeling in one message and a different type in another.

Today, mood association continues to be a popular method for building consumer preference for
many brands of small-ticket, frequently-purchased consumable goods ± beer, soft drinks, candy,
or greeting cards as well as for some brands of consumer services. Slogans that strongly suggest
a certain feeling are supplemented by advertising messages that convey the same basic mood.

If this kind of conditioning is effective, each time consumers are exposed to the brand in the
marketplace on the supermarket shelf, at the convenience store, in a bar or restaurant, or
wherever the product is sold they will experience a pleasant, enjoyable feeling. No small wonder
that their hands reach out for that particular brand, rather than another.

Subconscious motivation
During the 1950s and early 1960s, Freudian psychoanalytic theory captured the attention and
interest of many in the advertising community. They adopted the view that many, if not most of
the consumer drives and motives that underlie preferences reside in the id, deep within the
subconscious mind.
Thus consumers would not consciously know exactly why they entertained a given preference,
and could not possibly express their true motives, even if they were disposed to do so.

``Motivation research'' was required to discover subconscious desires, and the only way to build
consumer preferences was to stimulate subconscious drives.
This complex scheme required the advertising message to accomplish two things: first, the
appropriate words and symbols had to be included to excite hidden drives and desires. Second,
the product or service was offered as a surrogate for the actions that were inhibited by the
consumer's super ego.

Since consumers were prohibited from expressing their innermost urges and desires directly,
they could express them symbolically through the purchase and consumption of goods and
services.

Unlike need association and mood association that are both confined to promotion of small-ticket
consumable goods, preference-building through subconscious motivation was viewed as
applicable to large- and small-ticket items alike.

So the grills, fenders and hoods of automobiles took on shapes and dimensions that the
uninformed often regarded as peculiar, indeed, just as the hand movements of a woman kneading
dough in a television commercial formed some rather provocative shapes and curves.
Meanwhile, the reactions of skeptics ranged from amusement to outrage.

Behavior modification

Springing from the work of the psychologist Skinner, behavior modification through
instrumental conditioning first caught the attention of marketers and advertisers in the 1950s.

The four main elements of a behavior modification program are:

 Drive
The stronger the drive, the more quickly and completely the conditioning will be. The
consumer may not respond on cue when there is no drive whatsoever.
 Cue
The cues should be as distinctive as possible. If they are not, consumers might generalize them to
other responses, such as purchasing another brand.
  Response
The easier it is for consumers to respond, the more likely they will be to do so. If the price is too
high or the purchase or use is too difficult, they may not buy it.
 Reinforcement
The reinforcement should be a strong, positive reward the stronger the better. If they are
punished, they are likely to learn not to buy or use the product or brand.

Basic consumer needs such as hunger or thirst typically comprise the drives with which
marketers work. Such marketing stimuli as advertisements, signs, logos, or packages constitute
the cues. The responses that are to be conditioned by marketers consist mainly of purchase
and/or consumption.

The reward (or possibly the punishment) that results for the consumer provides the
reinforcement.
In this behaviorist model, learning is defined as: the increase in the probability of response
(purchase) on cue as the result of previous reinforcement.

In simple terms, a hungry (drive) consumer may notice a package (cue) of snack food at the
check-out counter, buy and eat the snack (response), and find it very tasty and satisfying
(reinforcement). If so, the probability that this person will buy the same thing on a subsequent,
similar occasion will increase. Each time it happens, the probability of purchase will increase
until the individual has developed a strong brand preference.

Cognitive processing
The more important the purchase is to the consumer, the more likely the buyer's preferences will
result from cognitive processing. This brand preference-building mode is most likely to apply to
conscious choices where the buyer is highly involved in the purchase decision process.

Those who market large-ticket consumer products such as cars or appliances and those who
provide and sell important services such as medical care or higher education use advertising and
promotion to create positive attitudes toward their products or brands. These attitudes are
composed of two main parts:

 The consumer's knowledge or beliefs about the product

 Their positive or negative evaluations of it.
Knowledge and beliefs are created by informative messages. But such advertising or promotion
has to overcome several, strong communications barriers:

 Selective exposure: Consumers choose the media to which they are exposed, so only part of the
audience will be exposed to any message.

 Selective attention: Despite exposure to a message, some consumers will merely ignore it, rather than
paying attention to the message.

 Selective perception: Even when paying attention, some of the elements will be ignored, some will be
distorted, and some will be added.

 Selective retention: Some or all of the information that is perceived will be lost almost immediately,
rather than being retained in memory.

 Selective recollection: At best, only part of what has been retained may be remembered later, and
perhaps no information will be recalled.

 Selective application: Rather than applying the information that was recalled, the consumer may
ignore the recollection and act differently.

Only a small part of the information actually gets through intact. To penetrate these
communications barriers, advertisers use media that will reach their target audience, with
sufficient frequency to provide repeated exposure.

The messages may use devices such as novelty, humor, or even satire in an attempt to gain the
audience's attention. The grammar and vocabulary of the messages are designed for easy
perception and comprehension.

Model emulation
People learn far more by emulating models than in any other way. Yet most people would
probably be surprised at that statement, and many would probably take issue with it. We are all
more aware of cognitive learning thinking and studying than any other kind.

In fact, we learned the vast majority of our behavior by emulating others when we were very
young children, including speech, gestures, and everyday behavior, as well as what is good and
bad, right and wrong, desirable and undesirable.

Even as adults we still depend very heavily on this kind of learning, especially when we are
thrust into an unfamiliar situation or role. Your first impulse (and probably the most effective
approach) would be to look around at others who were familiar with the situation and simply do
what they do put another way, model emulation.

This mode of building consumer brand preference has been used very heavily for a long time by
those who market and promote consumer goods and services. Virtually every ``slice-of-life''
advertisement implicitly depends on the audience's ability and willingness to emulate the model
presented in the ads. Many advertisements that include celebrities, movie or television stars,
famous athletes, or other prominent personalities also depend on the consumers' tendency to
emulate such famous models.

Model emulation is attractive to consumers because it is a simple, easy way to make a choice. In
effect, the buyer is letting someone else study the product or service alternatives and do the
evaluation for them.

When consumers emulate models the only choice they have to make is which models to emulate.
Given the increasing number of choices available in the marketplace, this method of choosing
among alternatives is very economical and efficient.

Yet this method for creating consumer preference has become increasingly ineffective. To be
effective, most of the consumers in the market have to be willing to emulate the models that
marketers present. But as the buying public becomes more and more diverse, it becomes
increasingly difficult to find suitable models that most potential buyers are willing to emulate.

Choose your weapons

Each of the six consumer preference-building methods outlined here requires a particular kind of
product, pricing, promotion, and distribution. The choice depends partly on the nature of the
branded product or service itself, and the extant or ``given'' aspects of the marketing mix. The
strategy selection guidelines contained in Table I provide an outline of the requirements and
prohibitions for selecting a given strategy based on the product or service characteristics.

Need association
 Product: Frequently purchased, routinely used
 Pricing: Relatively small ticket, competitively priced
 Distribution: Extensive, easily available, conventional outlets
  Promotion: Short-message, saturation, highly repetitive
 Life cycle: Early stages, typically to create awareness

Mood association
 Product: Frequently purchased, routinely used
 Pricing: Relatively small ticket
 Distribution: Easily available, conventional outlets
 Promotion: Affect-laden, vivid media, highly consistent, repetitive
 Life cycle: both introduction and retention at maturity

Subconscious motivation
 Product: Highly symbolic, socially visible, sexuality-related
 Pricing: Moderate to expensive goods, often premium priced
 Distribution: Selective, compatible outlet ambiance
 Promotion: Visual and pictorial, with suggestive symbols
 Life cycle: from introduction through early maturity

Behavior modification
 Product: Frequently purchased, viscerally rewarding impulse goods
 Pricing: Relatively small-ticket for small unit sizes
 Distribution: Very extensive, very easily identified and available
 Promotion: Short, highly repetitive, cue-laden messages
 Life cycle: From introduction through late maturity or decline

Cognitive processing
 Product: Complex, durable goods
 Pricing: Typically large-ticket goods, popular to prestige pricing
 Distribution: Outlets providing sales support and/or demonstration, trial
 Promotion: Selective media, substantial message content
 Life cycle: Late introduction through late maturity

Model emulation
 Product: Often socially visible, sometimes symbolic goods
 Pricing: Medium-ticket goods, popular to prestige pricing
 Distribution: Selective to extensive, depending on production and price
 Promotion: Demonstrational, with celebrity or audience-similar models
 Life cycle: from introduction through early maturity

Finally, the characteristics of the target market, the company's experience and expertise, and
executive preference should influence the selection of a strategy for building consumer brand
preference. In an increasingly frenetic marketplace, successful development of brand preference
rarely results by chance. Rather, it calls for a deliberate choice of strategy followed by intelligent
implementation and patient, persistent execution.

The Making of ‘Youth’ Brands

India is a predominantly young nation when compared to countries like the USA and the UK
with 55% of its population falling in the youth bracket. About 450 million individuals in India
are estimated to be below 20 years of age. 105 million in the age group of 15-19 are already in
their early years of discretionary consumption.

It is these Generation Xers who are contributing heavily to the rapid change in the Indian
economy and are fast becoming the darling of India Inc. The proliferation of the foreign
television channels like MTV and other movie channels have exposed the Indian youth to the
western style of living and thought in a big way.

The emergence of English as a common language and the importance attached to it in the Indian
society have also been found to yield rich dividends not only in the context of the careers of the
Indian youth but also it has indirectly made a marketer’s task of successfully targeting this
segment a lot easier.

The underlying factor making Generation Y an ever attractive demographic is its growing
purchasing power. The trend is being fuelled by higher disposable incomes resulting from more
generous allowances and teens opting to work part-time during schooling, less reliance on
parents to make purchases, and heightened media awareness.”
Across various industries, it has been found that successful marketers do not predict any fashion
or trend while targeting the youth; rather they follow the segment diligently. They identify the
opinion leaders, identify with them and make an effective attempt to understand what excites
them.

Accordingly, they position their products or services. Successful marketers incorporate specific
elements in their product mix, communication and branding strategies such that they effectively
target both the ‘Coconuts’ and the ‘Cappuccinos’ sub-segments of the Indian youth [Exhibit I] or
else relevantly appeal to either one of them.

Though various brands in India are increasingly focusing on the urban youth by designing their
product and strategy mix attuned to their lifestyles and attitudes, they have so far made very little
attempt to reach out to the rural youth.

Though there have been instances of ‘youth’ brands like Pepsi, Coke and mouth fresheners like
Chlor Mint and Mint o Fresh featuring rural settings and rural youth in some of their campaigns,
overall, such efforts have lacked consistency.

Though the Tier 4 of the economic pyramid doesn’t allow the marketers to pursue margins but
they hold enough zing for the marketers in terms of volume and capital efficiency. The youth-
centric marketers need to radically rethink about strategies to effectively explore the potential
offered by the youth at the bottom of the economic pyramid as that can prove to be an ideal
source for their long-term sustainability.

The brands need to create buying power, shape aspirations, improve access and tailor local
solutions if they are sincerely interested in seeking greater profits. They need to redesign their
product/service mix along with their branding strategies such that they make themselves equally
relevant to both the urban as well as the rural youth.

There have been success stories in the Indian market where a brand has been at the forefront to
understand the needs and wants of the youth. They have offered innovative solutions and
designed relevant and appealing branding strategies in their language and then there have been
brands that have continued with their decade old style of working and simply trying to transplant
strategies that have worked in other countries.

The youth market is the hottest proposition for the Indian marketers and so they need to make
that connection with the segment through relevant communication strategies. Unless India Inc.
make a more sincere effort of understanding and identifying with the youth, it’s quite unlikely
that the youth will listen to them.

The Indian Youth and the Fashion Brands

Consumers are evolving entities. Their aspirations & expectations are continuously changing.
Today’s shoppers are more intelligent, discerning & tuned to their individual preference. They
are increasingly fashion and brand conscious and select labels which define who they are or who
they want to be. The biggest challenge for all the brands is to create loyal consumer who love
them.”
Shopper’s Stop Ltd
India represents an economic opportunity on a massive scale, both as a global base and as a
domestic market. Indian consumer markets are changing fast, with rapid growth in disposable
incomes, the development of modern urban lifestyles, and the emergence of the kind of trend-
conscious consumers that India has not seen in the past.

Apparel and fashion industry in India is in its growth stage. Using consumer sales promotion to
differentiate one’s offer has become an order of the day in matured urban markets. More and
more budget is allocated to these activities in order to the lure the consumers.

In such a scenario, it is very essential to study how consumers make their choices in Apparel &
Fashion category where there are several brands in the consideration set of a consumer. The
financial risk being high consumers do switch from one brand to another due to sales promotion
offers and personal comfort zone.

Hence it would of interest to a marketer to learn about the consumer preferences with respect to
sales promotion offer; what schemes do consumer prefer for what kind of brands, which media
do they prefer to know about the brand, product, and related schemes, who prefers the branded
apparel and fashion products, the price range of the fashion products. These are the questions
which consumer considers while choosing a brand.

Brands build customer loyalty by delivering excellent value no matter the price point-high, low,
or medium. Value includes styling, durability, quality fabrics, and consistent fit. To the
consumer, a brand name represents familiarity, consistency, and confidence in performance.
Brand names when linked with lifestyle, self-expression, and aspirations epitomize intangibles
that are desirable to the consumer.

Today’s global apparel environment is tougher than ever for brands. There are many reasons for
the emergence of this challenging climate;

 A proliferation of brands

 Fierce competition from retailers acting as brands

 Smarter consumers

 The consolidation of department stores

  Mass retailers redefining themselves

 Luxury designers creating for mass

 The demand for luxury goods

 The growth of the discount sector

All of this adds up to one stark fact: those brands that break through the noise and communicate
their message to the consumer directly and clearly – in a way that means something to them.
Rising costs of living around the world cause consumers to stretch their incomes more thinly,
meaning necessities are being weighed against apparel.

Fashion must have value and purpose and truly resonate to the consumer. Strong brands with
consistent powerful messages can create loyalty and a sense of worth that transcends the burden
of choice.

The understanding of consumer’s desires, behavior, and of purchase process of fashion products
is extremely important to design products collections as well as to placement of these products in
market.

The market of fashion products is highly competitive market whose main characteristics is the
similar positioning of a large number of brands and, in this respect the brand’s image developed
by marketing communications can influence the adoption process of the products.

This process, the marketing stimuli, a side with the intention to influence the purchase decisions
must transmit similar messages in all communication support. The harmony of this complex
process must consider such aspects as the brand awareness and the brand image, both determined
by the characteristics of consumers‟ perception.

The image is a mental representation of the brand or product attributes and benefit. It is a multi
dimensional phenomenon that depends on the perception of those attributes and benefits. In
fashion products, both mental representation and its perception are built in a continuous way, and
developed through the image of fashion transmitted by each seasonal collection and by all
activities of marketing communication.

The overall effect of fashion product branding depends on the integration of all the components
of the marketing communication plan, including visual merchandizing, with the product design.
All these three elements have an impact over the adoption process and a similar final goal: to
influence the purchase option of fashion products through the satisfaction of a certain fashion
image demand.

This system reinforces the need to develop of the brands‟ image considering the implications
over the brand identity and awareness of what confirms the importance of fashion products
branding. The brand may benefit from a greater reputation and higher proximity to its buyers if
the design of each collection takes in consideration the following aspects:

 In order to keep or develop the value of the symbolic speech of the products, the brands‟
image management should be focused in one particular style;

 The consumer buys or uses fashion products of different types and styles;

 An effective fashion image developed through the seasonal collections, allows the brand
to achieve image coherence and to capitalize on it in the market by building global brand.

The adoption process of fashion products reflects the great influence of the image of fashion that
it transmits as well as its inherent identification potential (social, cultural and economic), besides
its basic functions – to protect the body. Recognizing this, consumer searches for fashions that
more nearly fit his/her own needs and wants, rather than those of the idealized people who in the
past have appeared in advertisements and commercials.

Qualitative research

It is necessary to assess the strength as well as understand nature of the brand’s equity relative to
competitive brands, and to track it over time. Assessing the strength of brand equity according
to Richard Elliot & Larry Percy can be done by finding Brand awareness & salience, Brand
preference and Brand users.

Brand according to the American Marketing Association is „ A name, term, sign, symbol, or
design, or combination of them, intended to identify the goods and services of one seller or group
sellers and to differentiate them from those of competitors‟. Branding thus is a means to
distinguish one product from another and these differences may be functional, rational, or
tangible – related to product performance of the brand.

Brand equity is added value endowed to products and services. This value may be reflected in
how consumers think, feel, and act with respect to the brand, as well as the prices, market share,
profitability that the brand commands for the firm. Brand equity is an important intangible asset
that has psychological and financial value to the firm.

Customer based brand equity can be defined as the differential effect that brand knowledge
has on the consumer response to the marketing of that brand. Positive customer based brand
equity is when consumer react more favorably to a product.

Brand knowledge consists of all the thoughts, feelings, images, experiences, beliefs, and so on
that become associated with the brand. In particular, brands must create, strong, favorable, and
unique brand associations with customers, for example Ruf & Tuf jeans were introduced as
youthful and sturdy brand.

Brand Equity model – Aaker Model – Professor David Aaker views brand equity as a set of
five categories of brand assets and liabilities to a brand that add to or subtract from the value
provided by a product or service to a firm and/or to that firm’s customers. These categories of
brand assets are:

1. Brand loyalty

2. Brand awareness

3. Perceived quality

4. Brand associations

5. Other proprietary assets such as patents, trademarks, and channel relationships.

Brand resonance model: The brand resonance model also views brand building as an
ascending, sequential series from bottom to top:
Brand Salience relates to how often and easily the brand is evoked under various purchase or
consumption situations. Brand performance relates to how the product or service meets
customers functional needs.

Brand imagery deals with the extrinsic properties of the product or service, including the ways in
the brand attempts to meet customers’ psychological or social needs. Brand judgments focus on
customers‟ own personal opinions and evaluations.

Brand feelings are customers‟ emotional responses & reactions with respect to the brand. Brand
resonance refers to the nature of the relationship that customers have with the brand and the
extent to which customers feel that they are “in sync” with the brand.

Brand awareness reflects the extent to which people can either remember or recognize a brand.
When people think about brands in a product category, those come to mind represent recall
brand awareness; they are recalled based only upon a category cue. If someone is shown a list of
brand names or pictures of packages, those that can be identified represents recognition brand
awareness.
Brand salience depends upon awareness, but reflects the relative strength of that awareness in
relation to the target market’s awareness of other brands in the category. This relationship will be
reflected in the relative relationship between what is known as „top-of-mind‟ awareness and all
the other brands in the category of which someone is aware.
Brand preference, like brand salience, can be an indicator of the strength of brand equity.
Brands that are preferred are likely to enjoy greater equity than those that are not. Preference for
a niche brand may be high in its market segment, but relatively low in the market as a whole.
Brand users or category understanding is one of the primary function of quantitative research
and specifically users of a brand vs. users of competitive brands. Based upon this, one is able to
profile various user segments.

Consumer Markets – KPMG report

Indian consumer markets are changing fast, with rapid growth in disposable incomes, the
development of modern urban lifestyles. Indian consumers are becoming increasingly
sophisticated and knowledgeable about products; media channels that allow companies to
communicate with consumers are growing in diversity and reach.

Foreign brands remain very powerful in India, especially in clothing and personal care
products, but increasingly brands have to be associated with value.

India’s consumer markets are unique. India has more people living in poverty than any other
country. Its population is less urbanized than almost every other comparable economy. Literacy
rates are lower than in most Asian competitors and income is less well distributed across the
whole population than in most Asian competitors. The market is also highly regional. A
patchwork of cultures and languages, federal India also has a highly uneven pattern of wealth.

Average state incomes in Punjab, Gujarat and Maharashtra are around five times the level in
Bihar, for example. Some urban areas continue to be richer on average, while large rural areas of
Bihar, Jharkhand, Uttar Pradesh and Orissa are officially destitute.

According to recent data from India’s Marketing White book by Business world India has around
208 million households. Of these only a little over six million are affluent – that is, with
household income in excess of INR215, 000. Another 75 million households are in the category
of well off immediately below the affluent, earning between INR45, 000 and INR215, 000.

Environment for the apparel and retail sector in India

AT Kearney Report
According to the 2008 AT Kearney Global Retail Development Index - India continues to be
among the most attractive countries for global retailers. At 511 billion $ in 2008, its retail market
is larger than ever and drawing both global and local retailers. Organized retail which still
accounts for less than 5% of the market, is expected to grow at Compound Annual Growth Rate
(CAGR) of 40% from 20 Billion $ in 2007 to 107 billion $ by 2013. India’s overall retail sector
is expected to rise to 833 Billion $ by 2013 and to 1.3 trillion $ by 2018, at a CAGR of 10%.

Consequently, as a democratic country with a high growth rates, India’s retail market
opportunity is unchallenged. Consumer’s spending has risen sharply as the youth population
(more than 33% of the country is below the age of 15) has been a significant increase in its
disposable income. In the past 4 years alone consumers spending rose an impressive 75%.

But challenges have emerged that could potentially slow the pace of growth for new global
entrants – stifling regulations, soaring real estate costs and fiercely competitive domestic retailer
groups. In addition, shopping mall projects are running resource constraints that are delaying
completions and destructing many retailer entries strategies. Global retailers, hungry to enter this
market, continue to frustrate by restrictive government regulation.

Under India’s current laws which the government relaxed somewhat in 2006, single brand
retailer can own a 51% majority stake in joint venture with a local partner. Such relaxed
regulation does not extend to multi brand retailer such as Wal-Mart, Tesco and Carrefour, which
must operate through franchise or cash & carry wholesale format. Accordingly, Wal-Mart
recently joined forces with Indian telecom giant Bharti enterprises. Bharti will own retail shop
under the Wal-Mart franchise and Wal Mart will operate logistic, procurement and storage
activities.

In the past couple of years, numerous retailers including the SPAR group, Carrefour, Marks &
Spencer and Nautica have entered the market. Earlier entrants, including Wal-Mart and Metro,
have plans for a blitz across the country. Tesco and Kroger will feel additional pressure as the
situation grows more competitive.

Local hypermarket retailers are moving aggressively to get ahead of further loosening of foreign
investment regulation. Taking their cue from success of hypermarket in china local retailer such
as Pantaloon, the Tata group’s Trent, RPG enterprises, K Raheja Corporation and Reliance have
all taken an early lead due to ambitious expansion plans. Season business such as Reliance &
Aditya Birla are locking at the upstream value chain (farms, logistics and storage) to better their
positions once they begin competing directly with the likes of Wal-Mart.

As the retail industry in India matures, companies are pursuing new business models. For
example, Reliance restructured and is now pursuing joint venture opportunities with international
retailers such as Office Depot, Marks & Spencer and Neiman Marcus.
The industry is also beginning to consolidate with Aditya Birla acquiring Trinethra Super retail,
the Wadhawan Group acquiring small regional retailers, and Actis investing in the supermarket
chain Nilgiris. The real estate costs are prohibitive and the cost to acquire to train and retain
workers has increased as more lucrative work opportunities emerged.

Although the workforce continues grow rapidly (with more women and farmers entering), it
cannot keep up with the growth across all the business sectors in India. Still, large retail outlets
hold a strong appeal for customers even though they place India’s 4 million to 6 million mom-
and-pop shops at risk. This is causing concern over the pace of change and could be another
speed bump on the road to India’s 1.2 billion consumers.

The Global Retail Apparel Index 2008

Rank Country Absolute Growth Consumer Score

market prospects affluence
size
1 Brazil 45 % 33 % 42 % 48
2 China 74 % 22 % 36 % 47
3 India 57 % 37 % 31 % 47
4 Turkey 29 % 37 % 59 % 46
5 Chile 22 % 47 % 44 % 46
6 Romania 21 % 54 % 34 % 45
7 Argentina 21 % 44 % 39 % 41
8 Thailand 22 % 25 % 57 % 40
9 Russia 52 % 22 % 39 % 39
10 UAE 31 % 42 % 28 % 38

AT Kearney Retail Apparel Index analysis evaluates more than 30 apparel markets to identify
the top 10 countries in terms of market size, growth prospects and consumer affluence.

 The retail apparel index is comprised of market indicators 55% and growth indicators
45%.
 Market indicators include total clothing sales and imports, total and youth population &
clothing sales per capita.
 Growth indicators include total clothing sales, compound annual growth rate (CAGR) in
clothing imports and clothing sales per capita, population growth and CAGR of GDP per
capita.
 Within each metric, a country is assigned points based on its value on the metric against
the largest sample.

For example, China has the largest total sales at $ 93.5 billion, so its scores 100 points in the
metric scale, Brazil has $ 76 Billion in total clothing sales, so it scores 81.4 points (76 divided by
93.5 times 100)
Apparel is India’s second largest retail category (behind food & grocery), representing 10% of
retail market. Projected to reach $ 37 billion for 2008, apparel will be among the highest growth
categories, with a CAGR of between 12 to 15%. In 2008, organized retail will represent roughly
10% of the total market. The rapid growth is supported by the burgeoning Indian middle class.
Mean Annual disposable income is growing at more than 6% CAGR, consumer spending is
expected to increase 8% per year. Other factors supporting these brisk growth rates include

 More apparel focused shopping malls

 Continued penetration of credit cards

 Organized apparel retailing in tier 2 and tier 3 cities

 The popularity of ready-to-wear clothing and western fashion for women.

Still, India’s apparel market is highly fragmented. The top 7 competitors represent less
than 10% of total market. Customers tend to be loyal to a specific retailer – Shopper’s
Stop, Westside & Pantaloon – instead of any particular apparel brand.

This has led to a thriving private label apparel market for ready-to-wear clothes and more
competition. However, brands as Benetton, Louis Phillipe, Van Heusen and Esprit are
capturing a strong following among Indian consumer. There is a flurry of activity across all
price points, with new concepts and brands being launched almost every month. Madura
Garment joined Peter England People, a mass market family store modeled after GAP and Old
Navy. Discounter Koutons has opened nearly 1000 stores in the past few years.

A key challenge for apparel retailer in India is to induce customer to purchase quickly, which
means sales promotion tactics are important, including end of season sales, festival promotion
and special events. Local firms such as Future Group are having sales of $ 845 million.

It has more than 5 million sq feet of retail space in roughly 450 stores across 40 cities. Its
principal formats include pantaloon, a departmental store chain & Big Bazaar, a hypermarket
chain. Shopper’s Stop has 5 million sq feet of retail across 88 stores in 12 cities. The group plan
6 million square feet of retail space by 2011.

Understanding buying pattern of consumers in India

According to Ernst & Young report4 Indian consumers‟ lifestyle and profile is also evolving
rapidly. India has one of the youngest populations in the world with 54% of the population
below the age of 25.

Discretionary spending has seen a 16% rise for the urban upper and middle classes and the
number of high income households has grown by 20% year on year since 1995-96. There is an
increasing shift from price consideration to design and quality, as there is a greater focus on
looking and feeling good (apparel as well as fitness).

At the same time, the new Indian consumer is not beguiled by retailed products which are high
on price but commensurately low on value or functionality.

There is an easier acceptance of luxury and an increased willingness to experiment with

mainstream fashion. This results in an increased tendency towards disposability and casting out
-from apparel to cars to mobile phones to consumer durables. The self-employed segment of
the population has replaced the employed salaried segment as the mainstream market.

40% of primary wage earners in the top 2-3 social classes in towns with a population of 1 million
or more are self employed professionals and businessmen.

This has driven growth in consumption of productivity goods, especially mobile phones and two
and four-wheelers. Finally, credit friendliness, drop in interest rates and easy availability of
finance have changed mindsets. Capital expenditure (jewellery, homes, and cars) has shifted to
becoming redefined as consumer revenue expenditure, in addition to consumer durables and loan
credit purchases.

The 4 major organized retail sectors are:

 Food & Grocery

 Clothing

 Consumer Durables

 Books & Music

In 2008-09, private consumption expenditure in India amounted to Rs 1,690,000 crores (USD

375 billion) of which, retail sales constitute about 61% (USD 230 billion).

Total Retail Sales Pie of 2009

Food & Grocery (USD154 billion) contributes about 41% of private consumption expenditure
and about 77% of total retail sales. However, this segment is largely controlled by the
unorganized small outlet sector -penetration of organized retail is about 1% in this segment.

This is one of the primary reasons for India’s low organized retail penetration rate. The sector is
defined by low gross margins, but there is a tremendous growth potential in the organized sector
in the form of hypermarkets, supermarkets and hard discount chains. In such a scenario, pricing
and network will be the key to success.

Clothing is the second largest segment in terms of retail sales.

Consumer Preference for apparel brands

India devotes roughly the same share of their income to apparel as do Chinese and Brazilian. But
the countries lower per capita income levels means overall spending on apparels is significantly
lower, and the habit of Indian shopper present intriguing challenges for multinationals eyeing the
market. For starters, nearly 40% of mass-market Indian shoppers McKinsey 5 surveyed said that their
most important shopping occasions revolved around special events such as weddings and annual
religious festivals – a figure dramatically higher than the one for shoppers in the other emerging
markets McKinsey studied. Furthermore, to a greater extent than else were shopping is a family
activity in India, nearly 70% of its shopper’s always go to stores with their family, and 74% - more
than twice than average of Brazil, China and Russia view shopping as the best way to spent time
with family.

The preference for family – oriented shopping is consistent across age groups, income segments,
regions and city sizes. As in many markets, in India women are the primary decision makers in
apparel purchases for the entire family. But India’s men also have an important role – indeed, half
of McKinsey survey respondent said that their husband had a major influence on which stores they
frequented – a proportion far higher than Brazil (3%), China (8%) and Russia (18%).

What’s more, India is unusual in that the market for men’s apparel is larger than women’s
market, where traditional Indian apparel still dominates. Mass – market apparel retailer must
therefore find formats and merchandising approaches that will attract shopper’s seeking apparel
not only for special occasion but also appealing to entire family.

According to McKinsey5 survey young Indian aged 18 – 24 years strongly trust brands from their
own country but also believe that foreign brands are of higher quality than local brand. In India,
rather than using only income bands to define category of consumers, we use the socioeconomic
class code established by the Market Research Society of India, high-end or “global” consumers are
those in socioeconomic class (SEC A), mass-market consumers are those in SECs B and C, and
struggling consumers are represented by SECs D and E. In addition to household income the class
code incorporate the levels of education and occupation.

A graph showing the brand preference of BRIC

SWOT Analysis of Indian Apparel Industry
STRENGTHS OPPORTUNITIES

 Increasing disposable incomes of the  Increasing demand for luxury brands

people from the middle class
 Brand conscious customers  Research and new product development
 Availability of cheap finance can help the companies to move across
 Growing domestic market, increase in the value chain
number of malls

WEAKNESSES THREATS

 Predominance of unorganized sector  Increased competition in the domestic

 Technological obsolescence in the markets
supply chain  Cheaper imports
 Changing Government’s policy on FDI

Various Distribution Channels

1. Owned Stores / Exclusive Brand Outlets

Advantages
 direct medium of selling apparel
 High realization for the garment sold
 End-user feedback and knowledge of their preferences

Disadvantages
 requires greater advertising expenditure–
 greater fixed costs
 Some of the Players following this channel Provogue, Raymonds, Madura Garments
Arvind Brands, Zodiac Clothing, and Century Textiles.

2. Multi-Brands Outlets or Shopping Malls

 Organization sells apparels to multi-brand outlets, which in turn sell them through large
retail space
 MBO’s are located in prime locations of the various cities and towns ensuring maximum
reach
 MBO’s are chain of shopping malls having a presence in more than one location
 Realization from this channel is lower than those earned by selling to the retailers; as
MBO’s keep higher margins because their costs are higher
 Some of the major players in this channel of distribution:
Shopper’s Stop Pantaloon Retail Westside (Trent) Globus Pyramid Retail Reliance Retail

3. Distributors
 This channel involves two middle agencies between the seller and the end-user.
 Organization sells it to the distributor, who in turn sells to the retailers or MBO’s.
 Realization from this channel is low.

4. Discount Stores
 For selling apparels at lower prices to attract larger volumes.
 Used for selling apparels with minor defects or for selling slow moving stocks.
 Low realization from this channel as garments are old-fashioned or sold at low
prices for gaining big volumes.

5. Retailers
 Company sells garment to Traders or Commission Agents.
 Greater reach of the distribution channel.
 Creation of a middle agency between the organization and the end-user.
 Lower realizations from this channel.

Industry Snapshot
AT Kearney report suggests that the Indian retail market has the largest growth potential in
comparison to the international retail market and is expected to grow to 4 to 5 per cent a year in
volume and 13 per cent in value.

Some important upcoming potential players of this market are:

•The $600 million Dubai-based The Landmark Group which entered the Indian market in
1999, with its chain of premium 'Lifestyle Store’the group aims to provide a stiff competition to
the retail majors like Pantaloon, Westside, Shopper’s Stop

 The Group has its presence in 5 cities-Chennai, Hyderabad, Bangalore, Mumbai and
Gurgaon through 10 lifestyle stores

 Also planning to bring concept stores to India including Max Retail, Home centers, Max
hypermarket

 Landmark group currently in discussions with French hypermarket operator Carrefour to

roll out the brand in India

 The leading UK fashion retailer -New Look, has signed a new Middle East regional
franchise agreement with the Landmark Group

 Also the Group intends to invest heavily in the fast growing Retail Market by opening
outlets in Delhi, Pune, Kolkata and Ahmedabad.

ITC’s Lifestyle retailing business division established a chain of exclusive specialty stores, in
July 2000.Offering to the premium consumer with:-

 Wills Classic: range of Formal Wear launched in 2002, provides the consumers a distinct
product offering

 Wills Club life: range of Evening Wear & designer accessories launched in 2003,

 Wills Sport: range of Relaxed Wear

 ITC launched its brand ‘John Players in December 2002–With this brand the company
offers a complete wardrobe of Casuals, Party, Work wear and Denims. The brand is
available across the country through a nation-wide network of exclusive stores and multi-
brand outlets.

Some of the premium international brands like the Gucci Group, Fendi, are in talks with major
retailers like the Pantaloon, Lifestyle, and Shopper’s Stop etc to set up their brands in India.
  The Murjani Group with its Joint Venture with Marvin Traub focuses on bringing
international brands to the Indian retail market.

 The Murjani Group launched Tommy Hilfiger in India in 2004.

 Future strategy of the group for the Indian markets would be to create multi-brand retail
platform.

 The Group has already formed exclusive distribution agreements with the brands like
Gucci, Jimmy Choo, Calvin Klein, FCUK, TUMI and Build-A-Bear.

The Major players in the Indian Apparel industry are:

1. Pantaloon Retail (India) Limited

2. Shopper’s Stop
3. TATA –Trent
4. Globus Stores Pvt. Ltd
5. Pyramid Retail Ltd
6. Arvind Brands Ltd
7. Provogue (India) Ltd
8. The Raymond Group
9. Madura Garment
10. Reliance retail Ltd
11. Wills Lifestyle (Lifestyle Retailing Business Division, ITC)
12. Murjani Group
13. Landmark Group
Analysis of the Primary Data
collected
 Occupation of Respondent

Cumulative
Frequency Percent Valid Percent Percent

student 61 67.8 67.8 67.8

service 20 22.2 22.2 90.0

business 9 10.0 10.0 100.0

Total 90 100.0 100.0

 Gender of Respondents

Cumulative
Frequency Percent Valid Percent Percent

male 44 48.9 48.9 48.9

female 46 51.1 51.1 100.0

Total 90 100.0 100.0

 Age of Respondent

Age
categories
Cumulative
Frequency Percent Valid Percent Percent

10-15 2 2.2 2.2 2.2

16-20 27 30.0 30.0 32.2

21-25 41 45.6 45.6 77.8

25 and above 20 22.2 22.2 100.0

Total 90 100.0 100.0

 Annual income of the Respondents

Cumulative
Frequency Percent Valid Percent Percent

Valid <2 lakhs 3 3.3 3.3 3.3

2-4 lakhs 10 11.1 11.1 14.4

>4 lakhs 20 22.2 22.2 36.7

dependent 57 63.3 63.3 100.0

Total 90 100.0 100.0

Q1.

Frequency of shopping visits

Cumulative
Frequency of Purchase Frequency Percent Valid Percent Percent

once in 6 months 57 63.3 63.3 63.3

once a year 12 13.3 13.3 76.7

only on special occasions 21 23.3 23.3 100.0

Total 90 100.0 100.0

21

once in 6 months
once a year
only on special occasions
12
57
Q2.

Preference of stores

Cumulative
Frequency Percent Valid Percent Percent

lifestyle stores 67 74.4 74.4 74.4

boutique/standalone stores 23 25.6 25.6 100.0

Total 90 100.0 100.0

70

60

50

40 67

30

20 23
10

0
lifestyle stores Boutique/standalone stores
Q3.

If people choose Lifestyle stores

Cumulative
Frequency Percent Valid Percent Percent

Valid multi brand family store 33 36.7 36.7 36.7

private label store 37 41.1 41.1 77.8

Neither of the 2 20 22.2 22.2 100.0

Total 90 100.0 100.0

20

33

Multi brand
private label
Neither of the two

27
Q4.

The amount of purchase of the respondents

Cumulative
Frequency Percent Valid Percent Percent

Valid exactly what you had planned 36 40.0 40.0 40.0

more than what you had 48 53.3 53.3 93.3

planned

much more than what you 6 6.7 6.7 100.0

had planned

Total 90 100.0 100.0

60

50
48

40
36
30

20

10
6
0
exactly the amount planned more than planned much more than planned
Q.5

Factors by which customers get attracted

Cumulative
Frequency Percent Valid Percent Percent

Valid product range and variety 33 36.7 36.7 36.7

multiple brands under 1 roof 25 27.8 27.8 64.4

ambience in the store 6 6.7 6.7 71.1

convenience in shopping 8 8.9 8.9 80.0

rebates and discounts 10 11.1 11.1 91.1

visual display 8 8.9 8.9 100.0

Total 90 100.0 100.0

10
33 Product range and variety
multiple brand under 1
roof
8 ambience in store
convenience in shopping
rebates and discounts
6 visual display

25
Q6.

Frequency of consumers being attracted by window display

Cumulative
Frequency Percent Valid Percent Percent

Valid very frequently 13 14.4 14.4 14.4

frequently 45 50.0 50.0 64.4

rarely 28 31.1 31.1 95.6

never 4 4.4 4.4 100.0

Total 90 100.0 100.0

45
40
35
30
25 45
20
28
15
10 13 4
5
0
very frequently frequently rarely never
Q7.

Frequency of consumer being attracted by outside sales promotion

Cumulative
Frequency Percent Valid Percent Percent

Valid very frequently 6 6.7 6.7 6.7

frequently 31 34.4 34.4 41.1

rarely 49 54.4 54.4 95.6

never 4 4.4 4.4 100.0

Total 90 100.0 100.0

never

rarely

frequently

very frequently

0 10 20 30 40 50 60
Q8.

Importance of Multiple brands

Cumulative
Frequency Percent Valid Percent Percent

Valid least important 1 1.1 1.1 1.1

somewhat important 6 6.7 6.7 7.8

moderately important 30 33.3 33.3 41.1

important 32 35.6 35.6 76.7

most important 21 23.3 23.3 100.0

Total 90 100.0 100.0

35
32
30 30
25
20 21

15
10
5 6

0 1
Q9.

Importance of variety

Cumulative
Frequency Percent Valid Percent Percent

Valid least important 1 1.1 1.1 1.1

somewhat important 3 3.3 3.3 4.4

moderately important 20 22.2 22.2 26.7

important 26 28.9 28.9 55.6

most important 40 44.4 44.4 100.0

Total 90 100.0 100.0

45
40 40
35
30
25 26
20 20
15
10
5
3
0 1
Q10.

Importance of quality

Cumulative
Frequency Percent Valid Percent Percent

Valid least important 4 4.4 4.4 4.4

moderately important 10 11.1 11.1 15.6

important 17 18.9 18.9 34.4

most important 59 65.6 65.6 100.0

Total 90 100.0 100.0

70
60 59
50
40
30
20
17
10 10
4
0 0
Q11.

Importance of store ambience

Cumulative
Frequency Percent Valid Percent Percent

Valid least important 1 1.1 1.1 1.1

somewhat important 20 22.2 22.2 23.3

moderately important 30 33.3 33.3 56.7

important 31 34.4 34.4 91.1

most important 8 8.9 8.9 100.0

Total 90 100.0 100.0

35
30 30 31

25
20 20
15
10
8
5
0 1
Q12.

Importance of staff behavior

Cumulative
Frequency Percent Valid Percent Percent

Valid least important 1 1.1 1.1 1.1

somewhat important 3 3.3 3.3 4.4

moderately important 28 31.1 31.1 35.6

important 42 46.7 46.7 82.2

most important 16 17.8 17.8 100.0

Total 90 100.0 100.0

45
42
40
35
30
28
25
20
15 16
10
5
3
0 1
Q13.

Importance of in-store promotion

Cumulative
Frequency Percent Valid Percent Percent

Valid least important 4 4.4 4.4 4.4

somewhat important 12 13.3 13.3 17.8

moderately important 30 33.3 33.3 51.1

important 34 37.8 37.8 88.9

most important 10 11.1 11.1 100.0

Total 90 100.0 100.0

40
35 34
30 30
25
20
15
12
10 10
5 4
0
Q14.

Importance of deals and offers

Cumulative
Frequency Percent Valid Percent Percent

Valid least important 5 5.6 5.6 5.6

somewhat important 8 8.9 8.9 14.4

moderately important 11 12.2 12.2 26.7

important 41 45.6 45.6 72.2

most important 25 27.8 27.8 100.0

Total 90 100.0 100.0

50
45 45
40
35
30
25
20 21
15
10 11
8
5 5
0
Q15.

Importance of convenience

Cumulative
Frequency Percent Valid Percent Percent

Valid least important 3 3.3 3.3 3.3

somewhat important 15 16.7 16.7 20.0

moderately important 16 17.8 17.8 37.8

important 35 38.9 38.9 76.7

most important 21 23.3 23.3 100.0

Total 90 100.0 100.0

40
35 35
30
25
20 21
15 15 16
10
5
3
0
Q16.

Importance of affordability

Cumulative
Frequency Percent Valid Percent Percent

Valid least important 1 1.1 1.1 1.1

somewhat important 4 4.4 4.4 5.6

moderately important 22 24.4 24.4 30.0

important 26 28.9 28.9 58.9

most important 37 41.1 41.1 100.0

Total 90 100.0 100.0

40
37
35
30
25 26
22
20
15
10
5 4
0 1
Q17.

Are customers attracted towards benefits and privileges

Cumulative
Frequency Percent Valid Percent Percent

Valid yes 55 61.1 61.1 61.1

no 16 17.8 17.8 78.9

indifferent 19 21.1 21.1 100.0

Total 90 100.0 100.0

19

yes
no
indifferent
16 55
Q18.

Customers perception of celebrity endorsement

Frequency Percent Valid Percent Cumulative Percent

Valid yes 31 34.4 34.4 34.4

no 59 65.6 65.6 100.0

Total 90 100.0 100.0

31

yes
no

59
Q19.

Is the purchase based on celebrity ad recall?

Cumulative
Frequency Percent Valid Percent Percent

Valid mostly 19 21.1 21.1 21.1

rarely 46 51.1 51.1 72.2

never 25 27.8 27.8 100.0

Total 90 100.0 100.0

50
45
40
35
30
46
25
20
15 25
19
10
5
0
mostly rarely never
Q20. Ranking of the features
Q21.

Are customers willing to pay more money for a particular brand?

Frequency Percent Valid Percent Cumulative Percent

Valid yes 30 33.3 33.3 33.3

no 10 11.1 11.1 44.4

maybe 50 55.6 55.6 100.0

Total 90 100.0 100.0

yes
33%

maybe
56%

no
11%
Q22. Ranking of the Sports Apparel

Q23. Ranking of the Casual Apparel