project on ticket size management

Project on Ticket Size Management

Executive Summary

The project report includes the information regarding the industry profile, profile of

Future Value Retail India Ltd and about Big Bazaar- Bangalore (Hebbal Outlet). It also

gives details about the major findings from study and the research methodology, data

analysis and interpretation, conclusion and suggestions to improve the Ticket Size at Big

Bazaar- Bangalore (Hebbal Outlet).

The project is about how to increase in the ticket size and methods used to increase the

ticket size (bill size) of the Big Bazaar- Bangalore (Hebbal Outlet). The project gives a

brief about the company and what they are right now working on. Ticket size will include

two things to increase i.e. average item per bill and average bill size. The item per bill is

10 pieces per bill which needs to increase to 11 per bill. The average bill size is Rs. 996

which needs to increase to Rs. 1050. The tools used to increase in the ticket size are

Cross Merchandising

Bin Management

Promotional Area/Selling Areas

Concentration on particular product for the particular period of time from each

LOB.

In the research project the primary data collected through questionnaire. And my sample

size was 200 customers of the Big Bazaar- Bangalore (Hebbal Outlet). For analysis

purpose, Pie charts are been used through which I had done the data analysis and

interpretation. The research design is causal research. Sampling method is convenience

sampling because of time constraints. The sample size is 200 customers of Big Bazaar.

Of which most of the customer are family people who come to Big Bazaar-Bangalore

(Hebbal Outlet) for their weekly shopping or monthly shopping. The Big Bazaar-

Bangalore (Hebbal Outlet) is hyper market which provides products for each person of

family.

Acharya Institute of Technology Page 1


The wide range of the product is available for all the age group people at Big Bazaar. The

people are satisfied with the quality and price provided to them. They feel outstanding

about the price given to them in comparison to competitors. The arrangements of the

products and placement of the products are done with the departmental allocation of

space.

People consider Big Bazaar as the most preferred destination for shopping at Hebbal and

most of the people are visiting the mall twice for shopping. The major purchasing is done

by the 20 to 40 years of the age group people.



1. Industry Profile: Retail Industry

1.1 Meaning of Retail

The term "retailer" is applied where a service provider services the needs of a large

number of individuals, such as a public utility.

Retail consists of the sale of physical goods or merchandise from a fixed location, such

as a department store, boutique or kiosk, or by mall, in small or individual lots for

direct consumption by the purchaser. Retailing may include subordinated services, such

as delivery. Purchasers may be individuals or businesses.

The word "Retail" originates from a French-Italian word. Retailer - someone who cuts off

or sheds a small piece from something. Retailing is the set of activities that markets

products or services to final consumers for their own personal or household use. It does

this by organizing their availability on a relatively large scale and supplying them to

customers on a relatively small scale. Retailer is a Person or Agent or Agency or

Company or Organization who is instrumental in reaching the Goods or Merchandise or

Services to the End User or Ultimate Consumer

In commerce, a "retailer" buys goods or products in large quantities from manufacturers

or importers, either directly or through a wholesaler, and then sells smaller quantities to

the end-user. Retail establishments are often called shops or stores. Retailers are at the

end of the supply chain.

Manufacturing marketers see the process of retailing as a necessary part of their

overall distribution strategy. Shops may be on residential streets, shopping streets with

few or no houses or in a shopping mall. Shopping streets may be for pedestrians only.

Sometimes a shopping street has a partial or full roof to protect customers



from precipitation. Online retailing, a type of electronic commerce used for business-to-

consumer (B2C) transactions and mail order, are forms of non-shop retailing.

India has moved into 21st century and is showing marked changes to push the organized

retail development even further. India is rated as the fifth most striking emerging retail

market. India is on the threshold of a revolution in its retail industry.

1.2 Retail in India

Retail is India’s largest industry, accounting for over 10 percent of the country’s GDP

and around 8 percent of the employment. Retail industry in India is at the crossroads. It

has emerged as one of the most dynamic and fast paced industries with several players

entering the market. But because of the heavy initial investments required, break even is

difficult to achieve and many of these players have not tasted success so far. However the

future is promising; the market is growing, government policies are becoming more

favorable and emerging technologies are facilitating operations.

Retailing in India is gradually inching its way toward becoming the next boom industry.

The whole concept of shopping has altered in terms of format and consumer buying

behavior, ushering in a revolution in shopping in India. Modern retail has entered India as

seen in sprawling shopping centers, multi-storied malls and huge complexes offer

shopping, entertainment and food all under one roof. The Indian retailing sector is at an

inflexion point where the growth of organized retailing and growth in the consumption by

the Indian population is going to take a higher growth trajectory. The Indian population is

witnessing a significant change in its demographics. A large young working population

with average age of 24 years, nuclear families in urban areas, along with increasing

working-women population and emerging opportunities in the services sector are going

to be the key growth drivers of the organized retail sector in India.

The retail industry in India is of late often being hailed as one of the sunrise sectors in the

economy. AT Kearney, the well-known international management consultancy, recently



identified India as the ‘second most attractive retail destination’ globally from among

thirty emergent markets. It has made India the cause of a good deal of excitement and the

cynosure of many foreign eyes. Retail is India’s largest industry, accounting for over 10

percent of the country’s GDP and around 8 percent of the employment.

India is one of the largest and highly fragmented Retail markets globally with the highest

retail outlets in the world crossing over 12 million with unorganized players accounting

for around 5% of market share. Among this unorganized player more than 80 percent of

these run as small family businesses in small towns and cities in the form of ‗kirana

stores‘, ‘push cart vendors‘, ‘meals’ and ‘mandis’. In terms of employment the retail

outlet in the unorganized sector feeds a household of six to seven members. The big retail

players are beginning to realize the significance of this untapped market by entering these

markets and are being accepted by these rural consumers. The rural retail revenues are

estimated to increase by 60 per cent by 2012, with larger share of increase in demand for

consumer and household products.



1.3 Major Retail Formats

Departmental Stores Hypermarkets Supermarkets and Conv. Stores

Well established, limited competition

Entrenched in Indian Mindset

Score on shopping experience

Stress on branding Price not critical as

they cater to upper income class

Relatively new concept, but already as big as department stores

Growing fast, but competition to intensify

Price Discount and Wide Varieties act as key attractions

Key to success will be efficient Supply Chains and Store locations

Main challenge to mom and pop stores

How to compensate for facilities that mom and pop stores provide namely Home Delivery and Monthly Credit?

Immense Competitions, building scale to achieve cost efficiencies will be critical

Hyper marts/supermarkets: large self-servicing outlets offering products from a variety of

categories.

Mom-and-pop stores: they are family owned business catering to small

sections; they are individually handled retail outlets and have a personal touch.

Departmental stores: are general retail merchandisers offering quality products

and services.

Convenience stores: are located in residential areas with slightly higher prices

goods due to the convenience offered.

Shopping malls: the biggest form of retail in India, malls offers customers a

mix of all types of products and services including entertainment and food under a

single roof.



E-trailers: are retailers providing online buying and selling of products and

services.

Discount stores: these are factory outlets that give discount on the MRP.

Vending: it is a relatively new entry, in the retail sector. Here beverages,

snacks and other small items can be bought via vending machine.

Category killers: small specialty stores that offer a variety of categories. They

are known as category killers as they focus on specific categories, such as

electronics and sporting goods. This is also known as Multi Brand Outlets or

MBO's.

Specialty stores: are retail chains dealing in specific categories and provide

deep assortment. Mumbai's Crossword Book Store and RPG's Music World is a

couple of examples.

1.4 Structure of Indian Retail Sector

The Indian retail industry can therefore be broadly divided into organized and

unorganized retailing. Unorganized sector constitutes of the local kirana, hand cart, the

vendors on the pavement etc. Unorganized retailing is still the backbone of the Indian

retail industry contributing to over 95 per cent of total retail revenues. The organized

sector on the other is hand trading undertaken by the licensed retailers who have

registered themselves to sales as well as income tax. They constitute of corporate backed

hypermarkets and retail chains. This modern retail has entered India as seen in sprawling

shopping centers, multi-storied malls and huge complexes offer shopping, entertainment

and food all under one roof.



1.5 Key challenges impeding the growth of Organized Retail in India

The key challenges facing Organized Retail in India are acceptance of Organized Retail

by the Traditional retailers (which is leading to tougher regulatory measures by the

government), supply chain inefficiencies, high real estate costs, increasing personnel

costs, High cost of real estate, High stamp duties, Multiple & complex taxation system,

high execution risks in terms of store rollouts and high shrinkage that hits Retailers'

Bottom-lines. We believe that these challenges would result in Margin contraction for

most players. However, increasing economies of scale and scope would result in savings

for the Retailers and mitigate Margin contraction to a large extent.

1.6 Growth prospects in Indian Retail Sector

The Indian retail industry today is the 5th largest retail destination and the second most

attractive market for investment in the globe after Vietnam as reported by AT Kearney's

seventh annual Global Retail Development Index (GRDI), in 2008.The growing

popularity of the Indian retail sector has resulted in a growing awareness about brands

and quality products. As a whole Indian retail sector has made life convenient, easy,

quick and affordable. Indian retail sector, especially organized retail is growing rapidly,

with the customer spending growing in an unpredicted manner. It is undergoing a

metamorphosis. Till 1980 the retail industry continued in the form of kirana that is

unorganized retailing. Later in 1990s Branded retail outlets like Food world, Nilgris and

local retail outlets like Trinetra super market, Apna Bazaar, came into existence. Now big

players like Reliance, Bharti, Tatas, ITC and other reputed companies are entering into

organized retail businesses



The big multinational retailers are slowly entering India in the form of direct entrance eg:

- Nike, Reebok, Metro etc or Joint Ventures e.g.: - Bharti with Wal-Mart and Tata‘s with

Tesco. Growth rate of retail sector in India is 8-10% per annum.

1.7 Major Retailers in India

Pantaloon: Future Value Retail Ltd

Pantaloon is one of the biggest retailers in India with more than 450 stores across the

country. Headquartered in Mumbai, it has more than 5 million sq. ft retail space located

across the country. It's growing at an enviable pace and is expected to reach 30 million

sq. ft by the year 2010. In 2001, Pantaloon launched country's first hypermarket ‘Big

Bazaar’. It has the following retail segments:

Food & Grocery: Big Bazaar, Food Bazaar

Home Solutions: Hometown, Furniture Bazaar, Collection

Consumer Electronics: e-zone

Shoes: Shoe Factory

Books, Music & Gifts: Depot

Health & Beauty Care: Star, Sitara

E-tailing: Futurebazaar.com

Entertainment: Bowling Co.

Tata Group

Tata group is another major player in Indian retail industry with its subsidiary TRENT,

which operates Westside and Star India Bazaar. Established in 1998, it also acquired the

largest book and music retailer in India ‘Landmark’ in 2005. Trent owns over 4 lakhs sq.

ft retail space across the country.



RPG Group

RPG Group is one of the earlier entrants in the Indian retail market, when it came into

food & grocery retailing in 1996 with its retail Food world stores. Later it also opened the

pharmacy and beauty care outlets ‘Health & Glow’.

Reliance

Reliance is one of the biggest players in Indian retail industry. More than 300 Reliance

Fresh stores and Reliance Mart are quite popular in the Indian retail market. It's expecting

its sales to reach ` 90,000 crores by 2010.

Aditya Birla Group

Aditya Birla Group has a strong presence in Indian apparel retailing. The brands like

Louis Philippe, Allen Solly, Van Heusen, and Peter England are quite popular. It's also

investing in other segments of retail. It will invest `8000-9000 crores by 2010.

1.8 Challenges Facing Indian Retail Industry

The tax structure in India favors small retail business

Lack of adequate infrastructure facilities

High cost of real estate

Dissimilarity in consumer groups

Restrictions in Foreign Direct Investment

Shortage of retail study options

Shortage of trained manpower

Low retail management skill



2. Company Profile

Future Value Retail (India) Limited, is India’s 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 12 million

square feet of retail space, has over 1000 stores across 71 cities in India and employs over

30,000 people.



2.1 Background and Inception of the company

Future Value Retail Limited is a wholly owned subsidiary of Pantaloon Retail (India)

Limited. This entity has been created keeping in mind the growth and the current size of

the company’s value retail business, led by its format divisions, Big Bazaar and Food

Bazaar.

Big Bazaar is a chain of department stores in India currently with 120 outlets. It is owned

by Pantaloon Retail India Ltd, Future Group. It works on the same economy model as

Wal‐Mart and has been successful in many Indian cities and small towns. The idea was

pioneered by entrepreneur Mr. Kishore Biyani, the CEO of Future Group. Currently Big

Bazaar stores are located only in India. It is the fastest growing chain of department

stores and aims at having 350 Stores by 2010.Big Bazaar is the destination where you get

products available at prices lower than the MRP, seeing a new level of standard in price,

convenience and quality.

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 propos iron for the Indian

customers.

At Big Bazaar, you will definitely get the best products at the best prices ‐ that’s what we

guarantee. With the ever increasing array of private labels, it has opened the doors into

the world of fashion and general merchandise including home furnishings, utensils,

crockery, cutlery, sports goods and much more at prices that will surprise you. And this is

just the beginning. Big Bazaar plans to add much more to complete your Shopping

experience.



About Big Bazaar Hypermarket Chain of Departmental Stores

Outlet 120 outlets in IndiaLocated in 70 Cities

Parent group Future Value Retail India ltd(FVRIL)Subsidiary of Future Group

Owner Kishore Biyani

Founded 2001

Headquarter Jogeshwari, Mumbai

Industry Retail

Tag Line ‘India Ka Naya Bazaar’



Man behind Big Bazaar

Kishore Biyani is the Managing Director of Pantaloon Retail (India) Limited and Group

Chief Executive Officer of Future Group.

He was born in August 1961.

Kishore founded Pantaloons in 1997

Considers ‘Indianan’s’ as the core value driving the group

Mr. Kishore has won following awards and honors:

2006 Ernst & Young Entrepreneur of the Year award.

2006 Lakshmipat Singhania ‐ IIM Lucknow Young Business Leader



2.2 Vision, Mission and Quality Policy

Vision:

“To Deliver Everything, Everywhere, Every time, to Every Indian Customer in

the most profitable manner.”

One of the core values at Future Group is, ‘Indian’s’ and its corporate credo

is-“Rewrite rules, Retain values

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.

Price guarantee

If within two days of purchase, you find a product of same brand /quality

available at a lesser price, please bring back to us within ten days along with

cash memo and we will give you a gift voucher which will be of DOUBLE the

value of the price difference



Core Values:

Indianans’: confidence in ourselves.

Leadership: to be a leader, both in thought and business.

Respect & Humility: to respect every individual and be humble in our conduct.

Introspection: leading to purposeful thinking.

Openness: to be open and receptive to new ideas, knowledge and information.

Valuing and Nurturing Rela6onships: to build long term relationships.

Simplicity & Posi6vity: Simplicity and Positivity in our thought, business and

work.

Adaptability: to be flexible and adaptable, to meet new challenges.

Flow: to respect and understand the universal laws of nature



2.3 Products/service profile

Big Bazaar-Bangalore (Hebbal Outlet) offers a wide range of products which range from

apparels, food, farm products, furniture, child care, toys, etc. Products of all the major

brands are available at Big Bazaar. Also, there are many in house brands promoted by

Big Bazaar-Bangalore (Hebbal Outlet). In all, the fashion, electronics and travel segments

made up about 70% of sales. Last year, these categories made up only about 60%.

:



2.4 Area of operation:

Big Bazaar is a chain of shopping malls in India currently with 129 outlets, owned by the

Pantaloon Group. It works on it the economy model as Wal-Mart and has had

considerable success in many Indian cities and small towns. The idea was pioneered by

entrepreneur Kishore Biyani, the head of Pantaloon Retail India Ltd. Big Bazaar stores in

Metros have a gaming area and kids play area for entertainment...BIG BAZAAR stores

are located all over the India.

Agra

Ahmadabad

Allahabad

Ambala

Asansol

Bangalore

Bhubaneswar

Cuttack

Chennai

Coimbatore

Palakkad

Kolkata

Delhi

Durgapur

Ghaziabad

Gurgaon

Hyderabad

Indore

Lucknow

Kanpur

Mangalore

Mumbai

Nagpur

Nasik

Panipat

Pune

Rajkot

Surat



2.5 Ownership Pattern

Future Industries Limited (FIL) was incorporated under the Companies Act, 1956 on July

15, 1987 and has its registered office at Pantaloon Knowledge House, Shyam Nagar,

off Jogeshwari-Vikhroli Road, Jogeshwari (East), Mumbai 400 060.

The main activities of Pantaloon Industries Limited are to set up textile units and

manufacturing and marketing of fabrics and readymade garments.

BOARD OF DIRECTORS

Mr. Kishore Biyani, Managing Director:

Kishore Biyani is the Managing Director of Pantaloon Retail (India) Limited and

the Group Chief Executive Officer of Future Group.

Mr. Gopikishan Biyani, Whole time Director :

Gopikishan Biyani, is a commerce graduate and has more than twenty years of

experience in the textile business

Mr. Rakesh Biyani, Whole time Director:

Rakesh Biyani is a commerce graduate and has been actively involved in category

management; retail stores operations, IT and exports. He has been instrumental in

the implementation of the various new retail formats.

Mr. Vijay Biyani, Whole time Director :

Vijay Biyani has more than twenty years of experience in manufacturing, textiles and

retail industry and has been actively involved in the financial, audit and corporate

governance related issues within the company.

Mr. Vijay Kumar Chopra, Independent Director:

V.K.Chopra is a fellow member of The Institute of Chartered Accountants of

India (ICAI) by profession and is a Certified Associate of Indian Institute of

Bankers (CAIIB). His banking career spans over 31 years and he has served

senior management positions in Central Bank of India, Oriental Bank of

Commerce, SIDBI, Corporation Bank and SEBI



Mr. Shailesh Haribhakti, Independent Director:

Shri Shailesh Haribhakti is a Chartered Accountant, Cost Accountant, and a

Certified Internal Auditor. He is the Deputy Managing Partner of Haribhakti &

Co., Chartered Accountants and past president of Indian merchant Chambers. He

is on the Board of several Public Limited Companies, including Indian

Petrochemicals Corporation Ltd., Ambuja Cement Eastern Ltd. etc. He is on the

Board of Company since June 1, 1999.

Ms. Bala Deshpande, Independent Director:

Bala Deshpande, is Independent Director, Pantaloon Retail (India) Ltd. and also serves

on the boards of Deccan Aviation, Nagarjuna Construction, Welspun India and Indus

League Clothing Ltd, among others

Mr. Anil Harish, Independent Director:

Anil Harish is the partner of DM Harish & Co. Associates & Solicitors and an LLM from

University of Miami. He also serves on the board of Mahindra Gesco, Unitech, IndusInd

Bank and Hinduja TMT, among others.

Mr. S Doreswamy, Independent Director:

S. Doreswamy is a former Chairman and Managing Director of Central Bank of India and

serves on the board of DSP Merrill Lynch Trustee Co and Ceat Limited among others.

Dr. D O Koshy, Independent Director:

D. O. Koshy holds a doctorate from IIT, Delhi and is the Director of National Institute of

Design (NID), Ahmadabad. He has over 24 years of rich experience in the textiles and

garment industry and was instrumental in the setting up of NIFT centers in Delhi,

Chennai and Bangalore.

2.6 Major Milestones



1987 Company incorporated as Men’s Wear Private Limited. Launch of

Pantaloons trouser, India’s first formal trouser brand.

1991 Launch of BARE, the Indian jeans brand.

1992 Initial public offer (IPO) was made in the month of May.

1994 The Pantaloon Shoppe – exclusive menswear store in franchisee format

launched across the nation. The company starts the distribution of branded

garments through multi-brand retail outlets across the nation.

1995 John Miller –Formal shirt brand launched.

1997 Pantaloons – India’s family store launched in Kolkata.

2001 Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s first hypermarket

chain launched.

2002 Food Bazaar, the supermarket chain is launched.

2004 Central – ‘Shop, Eat, Celebrate in the Heart of Our City’ - India’s first

seamless mall is launched in Bangalore.

2005 Fashion Station - the popular fashion chain is launched

2006 Future Capital Holdings, the company’s financial arm launches real estate

funds Kshitij and Horizon and private equity fund in division. Plans forays into

insurance and consumer credit. Multiple retail formats including Collection,

Furniture Bazaar, Shoe Factory, EZone, Depot and futurebazaar.com are

launched across the nation. Group enters into joint venture agreements with

ETAM Group and General.



2007- Future group cross $1 billion mark.

2008- Future group holding becomes the second group company to make a

successful initial public offering in the Indian capital market.

2.7 COMPETITORS INFORMATION

Reliance Fresh. (Is headed by, Mukesh Ambani).

Subhiksha (managed by, R Subramaniam).

More (Aditya Birla Group).

Spencer's Retail (It is owned by the RPG group)

2.8 INFRASTRUCTURE FACILITIES

It consists of FOUR floors and a basement, Back office at fourth floor

and building is fully equipped with AC (Air Cooler), music facility for

entertainment of Customer



2.9 Future Growth

Building a new India

Future Group’s vision of inclusive growth for a harmonious society, points to a future in

which the entire population can enjoy a better quality of life. We aim to serve as a

catalyst that stimulates the use of inclusiveness as a powerful development tool. Future

Group aims to create and sustain an environment conducive to the domestic growth of

India by partnering with various stakeholders and playing a proactive role in India’s

development process.

Future Group believes in broad-based growth, the fruits of which are not concentrated in

the hands of few but shared by the community as a whole. This is the way towards

achieving the dual goal of profitable and socially responsible growth. Our initiatives in

inclusive development include livelihood issues, diversity management, skill

development and protecting the environment, to name a few.

Modern Indian retail can help improve incomes and provide opportunities for growth to

individuals with lower education levels or from the unorganized sector. With fair wages

and benefits, opportunities for further development and growth and a better working

environment, modern retail offers much more than most alternatives available to such

individuals.

Future Group focuses on three key enablers for inclusive growth: employability,

innovation and entrepreneurship. While employability helps create a qualified and skilled

workforce, innovation and entrepreneurship help drive growth and generate employment.



2.10 layout chart of Big Bazaar located at Hebbal, Bangalore

Help Desk – As you can see from the layout, the Help Desk is located in a place where

everyone has their first sight that is in first floor in front of Cash counter. This shows that

when a person enters in to Big Bazaar-Bangalore (Hebbal Outlet)it can get all

information about the stores of Big Bazaar-Bangalore (Hebbal Outlet)from the person

sitting in the help desk. Help Desk uses paging service as a tool for the convenience of its

employees and customers.

Kids Section – The kids section is located at second floor left corner of the entrance of

big bazaar. In the kid’s section kid’s accessories like diapers, trolleys, suckers, water

bottles are available in one part. Kid’s jackets and baby suits are available in another part.

Kids casual wear (jeans and shorts) are placed in one part of it and infant shirts & t-shirts

are also placed in another part. In this section the pillars are used for displaying

information like size chart and section description. The apparels are available at a price of

Rs59 onwards.

Men’s Section– Next to it is the men’s section that is in the center. It is divided in to five

parts. At one part men formal shirts are available. In other parts men trousers, suits and

blazers, fabrics and ethnics are available respectively. Here the price ranges from a

minimum of Rs99 to Rs899.

Ladies Section – Next to it is the ladies section that is in the extreme right side. The

ladies section is segregated in to six parts. Ladies section starts from ladies ethnics, ladies

western wear, ladies accessories – lingerie’s, ladies perfumeries, and ladies cosmetics

respectively. Here the price of the apparel ranges from Rs99 to Rs1000 approx.



Promotional scheme – With add on to the above products there are various other

products which are available with a promotional scheme. The various products under this

scheme includes girl t-shirts, infant winter wear etc.

Non-Promotional scheme – There are various other products available without any

promotional scheme which includes jeans, infant baby suits, infant t-shirts, kids night

wear, kids salwar suits etc.

Sports Store – At the extreme corner there is a sports store where various kinds of sport

items are available.

Food Bazaar – The food bazaar is in the 3rd floor of the building. Various kinds of food

items, fruits and vegetables are available there. Sitting arrangements are well made so

that people can sit and take ice creams, snacks or any other food item and can relax.

Cash Counter – The cash counter is located just near the exit of every floor.



3. The McKinsey 7S model

The McKinsey 7S model was named after a consulting company, McKinsey and

Company, which has conducted applied research in business and industry. The

McKinsey 7S Framework was created as a recognizable and easily remembered model in

business. The seven variables, which the authors term "levers", all begin with the letter

"S":

These seven variables include structure, strategy, systems, skills, style, staff and shared

values. Structure is defined as the skeleton of the organization or the organizational chart.

The authors describe strategy as the plan or course of action in allocating resources to

achieve identified goals over time. The systems are the routine processes and procedures

followed within the organization. Staff are described in terms of personnel categories

within the organization (e.g. engineers), whereas the skills variable refers to the

capabilities of the staff within the organization as a whole. The way in which key

managers behave in achieving organizational goals is considered to be the style variable;

this variable is thought to encompass the cultural style of the organization. The shared

values variable, originally termed super ordinate goals, refers to the significant meanings

or guiding concepts that organizational members share.


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From above 7, three are called hard ‘S these are such as

Strategy

Structure

System

And other four are called Soft ‘S’, namely

Skills

Staff

Shared value

Style



3.1 McKinsey’s 7s at Big Bazaar-Bangalore (Hebbal Outlet):

Strategy:

Strategy is the plan of action an organization prepares in response to, or anticipation of,

changes in its external environment. Strategy is differentiated by tactics or operational

actions by its nature of being premeditated, well thought through and often practically

rehearsed.

In store:

Food – Fill rate strategy

APPARELS – MPM/VM &Impulse strategy

Electronics - Demonstration strategy

Value for money

Service

Profitability (Returns, productivity)

Service to society (Exchange policy, Old to new offer, demonstration

Low price.

Best offer.

Maximum brand Coverage.

Premium customer service.

High Promotional activity

Different kind of schemes, offers, discounts, scratch cards, coupons.

Customer support desk.

Guarantees and warrantees.

Store in customer sensitive locations.

Customer centric working environment.



System:

There is type of procedure for different-different department. Every department carries

Asst manager, dept manager, team leader and team member etc. to look after the

particular department. It’s very easy to handle work and they work in a systematic way.

The coordination between the staff member is very good which make the Big Bazaar-

Bangalore (Hebbal Outlet) system perfect. E.g.-Inventory control system at Logistic

department, order execution system by Vendor Help Desk etc.

Skills:

They have to be able to understand the customer and proper communicating people and

taking corrective action and solving problems like accountability.

1. Core Competence of Big Bazaar

Festival type creation

Fight competition (price)

Keeping customer busy

Creating desire

2. Job description and Strength

Staff:

Organizations are made up of humans and it's the people who make the real difference to

the success of the organization in the increasingly knowledge-based society. The

importance of human resources has thus got the central position in the strategy of the

organization, away from the traditional model of capital and land.

There are totally 335 employees or staffs. They have out of this, 210 on roll of employees

and 35 securities, 35 housekeeping and 55 promoters. The coordination between the staff

member is good which make the corporate perfect. This also helps the store to work in a

better way. Every staff knows there work nicely and they do all the work on time and

systematically according to the order of head of department.



Style:

Top down / Bottom up. – Both

Authoritarian / Participative. – Participative

Any one decision making parameter should be studied pertaining to day-to-day

operation, to conclude the style of functioning. – Style of functioning- MBO

(Management by Objective) - a process of agreeing upon objectives within an

organization so that management and employees agree to the objectives and

understand what they are in the organization

Shared value:

Vision:

To Deliver Everything, Everywhere, Every time, to Every Indian Customer in the

most profitable manner.”

One of the core values at Future Group is, ‘Indian’s’ and its corporate credo is

– “Rewrite rules, Retain values.

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 trends ears in evolving delivery formats, creating retail realty,

making consumption affordable for all customer segments

We follow Management by Objectives, where in the organization goals are formulated

with the company’s mission & vision. These Org. goals are further broken into

departmental goals, from which the KRAs (Key Result Areas) are arrived for each

individual based on the role he/ she performs.



Structure:





4. SWOT analysis:

It is an acronym for the internal strength and weakness of affirm and the environmental

opportunities and threats facing that firm. It is a technique through which a manager

creates a quick overview of a company’s strategic situation. So SWOT analysis of

BIGBAZAAR is flows.

Strengths

Bearer understanding of customers helping the company to serve them bearer.

Vast range of products under one roof helping in aerating customer and their

family to shop together and enjoy the experience.

Benefit of early entry into the retail industry.

Diversified business operating all over India various retail formats.

Large variety option

Cheap price

Huge customer Base

Volume sales

Weaknesses

High cost of operation due to large fixed costs.

Very thin margin.

High attrition rate of employee.

Specific items are not consistently available

Low incentives are provided to the sales executives

Lacks in branded products

Low in product quality

Unable to provide enough parking space to its customers



Opportunities:

Lot of potential in the rural market.

Can enter into production of various products due to its in depth understanding of

customers’ tastes and preferences.

Can expand the business in smaller cities as there is a lot of opportunity.

Add more products to its product category

Threats:

High business risk involved.

Lot of competitors coming up to tap the market potential.

Margin of business reducing all the time.

High taxes in India suppress consumption

Opening up of other discounted stores like Vishal mega mart

Convenience of customers to nearby kirana stores

Availability of products in other retail outlets



5.0 Financial Statement of Future Value Retail India Ltd

Total Liabilities

Jun '07 Jun '08 Jun '09 Jun '10 Jun '11

12 months

12 months

12 months

12 months

12 months

Sources Of Funds

Total Share Capital 97.35 121.38 107.59 110.75 181.75

Equity Share Capital 29.35 31.86 38.07 41.23 43.42

Share Application Money 23.32 84.16 67.84 203.96 160.9

Preference Share Capital 68 89.52 69.52 69.52 138.33

Contribution Settler 0 0 0 0 0

Preference Share Application Money 0 0 0 0 0

Employee Stock Option 0 0 0 0 0

Reserves 1,071.25 2,021.63 2,326.83 2,561.66 2,799.30

Revaluation Reserves 0 0 0 0 0

Net worth 1,191.92 2,227.17 2,502.26 2,876.37 3,141.95

Secured Loans 1,095.32 2,393.10 3,250.85 3,252.55 5,539.65

Unsecured Loans 367.76 374 549.96 1,083.01 2,306.49

Total Debt 1,463.08 2,767.10 3,800.81 4,335.56 7,846.14

Minority Interest 54.3 406.16 384.59 318.3 331.25

Policy Holders Funds 0 0 0 0 0

Group Share in Joint Venture 0 0 201.14 312.31 0

Total Liabilities 2,655.00 4,994.27 6,303.07 7,211.93 10988.1



Total Assets

Jun '07 Jun '08 Jun '09 Jun '10 Jun '11

12 months

12 months

12 months

12 months

12 months

Application Of Funds

Gross Block 1,012.77 1,881.02 2,494.46 3,024.11 4,026.02

Less: Accumulated. Depreciation

106.54 210.42 393.58 439.98 678.7

Net Block 906.23 1,670.60 2,100.88 2,584.13 3,347.32

Capital Work in Progress 167.75 384.04 429.72 304.38 344.55

Investments 90.25 726.5 633.92 435.82 1,296.69

Inventories 1,078.63 1,771.09 2,178.15 2,482.29 3,679.13

Sundry Debtors 68.03 288.14 273.54 340.51 529.82

Cash and Bank Balance 115.06 285.85 129.9 183.95 552.04

Total Current Assets 1,261.72 2,345.08 2,581.59 3,006.75 4,760.99

Loans and Advances 712.93 1,408.41 2,022.07 2,675.60 4,567.66

Fixed Deposits 120.45 79.52 17.58 28.68 0

Total CA, Loans & Advances 2,095.10 3,833.01 4,621.24 5,711.03 9,328.65

Deferred Credit 0 0 0 0 0

Current Liabilities 534 1,189.21 1,376.65 1,888.77 2,827.65

Provisions 16.45 24.66 27.46 42.8 170.22

Total CL & Provisions 550.45 1,213.87 1,404.11 1,931.57 2,997.87

Net Current Assets 1,544.65 2,619.14 3,217.13 3,779.46 6,330.78

Minority Interest 0 0 0 0 0

Group Share in Joint Venture 0 0 504.66 738.75 0

Miscellaneous Expenses 0.42 0.15 2.49 0 0



Total Assets 2,709.30 5,400.43 6,384.14 7,103.79 11319.3

Analysis of the Financial Statement

Preference Dividend 0.01 0 0 0 0Equity Dividend 20.27 17.13 11.57 10.67 7.54Equity Dividend (%) 46.68 41.54 30.39 33.49 25.68Shares in Issue (Lakhs)

2,170.72 2,061.43 1,903.21 1,592.92 1,467.51

EPS - Annualized (Rs)

3.63 8.71 7.39 7.91 8.18

There is the total increase of 318% in the total assets in which the major

contribution is through current assets such as inventories, debtors, cash and bank

balances.

The preference share capital has increased by 103% which shows the company

has got the large amount for the investment which is used for the growth of

company.

There is a major increase in the amount of reserves which is 161% which shows

that the company is going to start new project in the near future. These reserves

can be used to make the expansion of the business of the company.

There is huge increase in the investment which shows that the company has used

the application money in the expansion of the business. The money collected is

invested and made the company to grow in the near future.

There is a increase in the current assets which they have got from the cash and

debtors. As the company has got a large amount of money from application which



has been used in cash and bank balance. The company has given the credit to its

suppliers to grow the business.

The company’s net worth has increased more than 150% which is because they

have called the application money and few new shares has been introduced to

public in the form of equity capital.

Findings and Learning’s

Bearer understanding of customers helping the company to serve them bearer.

Vast range of products under one roof helping in aerating customer and their

family to shop together and enjoy the experience.

Benefit of early entry into the retail industry.

Diversified business operating in various retail formats all over India.

Large variety option

Cheap price

Huge customer Base

Volume sales

Lot of potential in the rural markets.

Can enter into production of various products due to its in depth understanding of

customers’ tastes and preferences.

Can expand the business in smaller cities as there is a lot of opportunity.

Add more products to its product category



1. Theoretical Background of the research:

Typically a sales ticket size translated into the higher sales profitability per rupee of

sale. Sales people are always encouraged and incentivized for having larger ticket size.

While the ticket size has to do with the sales effort, here are the other factors which

influence the ticket size.

Sales ticket-size is the sales value of a sales unit. Typically a sales ticket size

translated into the higher sales profitability per rupee of sale. Sales people are always

encouraged and incentivized for having larger ticket size. While the ticket size has to

do with the sales effort, here are the other factors, which influence the ticket size:

The product: Some products are inherently small ticket (like commodity

products...).

The channel: 3rd party distribution typically is for small ticket size.

Product Life Cycle: The average ticket size changes given the stage of product

life cycle. For example- in case of toys OR electronics, a new and latest

product ends up with a higher ticket size because of its newness, and it reduces,

as the product reaches its maturity.

Seasonality: A festive season may lead to a higher ticket size.

A sales person has to balance between the ticket size and sales velocity and

productivity. Going only for big ticket size (which assumingly take longer lead times)



may not be the best approach, when you have a threat of losing the sale all to gather.

Sometime a small ticket size 'foot in the door' approach may work better. That's why;

the ticket size targets are set keeping the above factors in mind.

Big retailers with a substantial store presence most often have a big online presence

with thousands of SKUs. Apart from drawing consumers who might solely look online

to buy products, they also help consumers in the earlier research phase of the buying

cycle. Sometimes, the merchant will complete a transaction online that might have

otherwise happened in the store.

Small ticket items contribute to 91% of all transactions but only 43% of revenue. Big

ticket items on the other hand contribute only 3% of all transactions but 37% of all

revenue. Clearly, while big ticket items are small in number, they are big revenue

drivers.

When a marketer tracks daily transactions coming from small and big ticket items,

another pattern becomes very apparent. Small, mid and big ticket items are statistically

different in behavior. Small ticket items show a definite pattern: Strong performance

on Mondays, decreasing steadily over the remainder of the week.

The difference between best and worst performance over this time period was 25%.

Mid-ticket items exhibit more variance but are quite steady. Big ticket on the other

hands exhibit significant volatility.

The items like socks, utensils cleaner, biscuits and confectionary and many more items

are the small ticket size items and the items such as furniture and electronics are the

big ticket size items. So the items selling in the various times will provide a varied

ticket size and make on the impact of the company’s revenue and affect the working in



the specified manner.

1.1 Statement of the problem:

How to Increase Ticket size and Methods to be used to increase Ticket Size:

Ticket size is a bill size to the company. As the ticket size increase it will generate the

more revenue for the company. The various methods which will make the people to buy

more than they have planned for or make them buy the products which have greater

margins. The ticket size will make the company to grow their business and have a greater

profitability to the business.

1.2 Objectives of the research

Increase Ticket size- Increase in the average bill size of the Big Bazaar-Bangalore

(Hebbal Outlet) i.e. from Rs.996 to Rs. 1050 per bill.

Increase awareness among customers regarding Big Bazaar-Bangalore (Hebbal

Outlet) offerings.

Increase in the average item per bill i.e. from 10 items to 11 items per bill.



Cross Merchandising-To search the items those are interrelated and create the

better sale from the existing place. To make the concentration on each product

from each line of business from each department.

To promote offer products in the promotional areas/selling areas.

To create the easy purchase for the customer.

To make customer buy more than the budget made by the customer.

To make customer satisfy with their last minute purchase.

To make the customer aware for the various newly launched products and the low

products available in the store.

1.3 Scope of the Research

The research is purely based on the study conducted at Big Bazaar, Bangalore.

An attempt is made analyze the company’s Performance in comparison to the

theoretical aspect.

It aims to understand the skills of the company in the areas like sales advancement,

competition and in management.

The companies ticket size will effect on the in the performance of the sales.

The total increase in the company’s revenue and overall profitability.

The change in the placement will give a better look to the store and will provide

customer a better impact of the purchase.



1.4 Tools used in the increase in ticket size:

1) Cross merchandising: Cross merchandising is the practice of marketing, or

displaying products from different categories (or store departments) together, in

order to generate additional revenue, known sometimes as add-on sales,

or incremental purchase. This can often be done in conjunction with customer-

centric strategies, aimed at improving the overall customer experience. Product

selection in most retail environments is based on consumer usage patterns. Retail

stores will also sometimes categorize certain demographics of

customers, Examples would include:

Displays, which may feature a complete clothing ensemble on a mannequin, or a

complete set of furniture in a showcase window.

Merchandising, which involves the actual positioning or stocking of merchandise

on shelves, pegs or other fixtures; batteries featured next to electronic items,

gardening gloves featured next to lawn care products.



Two types of merchandising

i) Departmental cross merchandising:

Which is done in between one and the other department by the

exchange of product places and creates easy purchase of the

customer

ii) Add on:

This done when the product from the same department will be

merchandised with product which is been used with it. Eg fruits

and juices, Milk and Breakfast cereals

2) Bin Management:

i) Bin Management refers to as the arrangement of products in the bins near

the cash counter.

ii) It will include the products which can be easily picked up while billing.

iii) It is done for the convenience of the customer as they can have an easy

access to the products which are needed for the regular use.

iv) It will help in add the extra revenue to the company.

Rules to be followed in Bin Management

Only 3 Bins at every cash tills (GM,APPS & FOOD Products)

Each line should contain products from each department



The products should have the proper signage with the proper display of offer or its

prices.

Each line should contain only Big or Small Bins, no mixing of small or big bins.

As this will create a mess in the bins and the line even will creates a shabby look.

The Bins should contain only products ranging from Rs 30 to Rs 150

The tracking should be kept on the Bins so that the bins which are not selling the

products should be replaced time by time.

The proper number to be given to the Bins which will specify the various bins

available in each department.

3) Promo Areas/ Selling Areas:

Promo Area should contain the best offer products from each department.

The various products displayed of every department will make the

customer to have a look to the products for the product even he is not

willing to buy the product.

The product with the regular offers will make the people attract and

creates easy purchase which cannot happen easily in the department itself.

4) Concentration on particular product for the particular period of time from

each LOB.

The products from each line of business will be taken and seen that what the

regaular sale is. The measurement of the sale will make you ensure that

product to be concentrated for all the week. The sales of that product should



be increased from the regular sales of the two weeks. They have increased the

sales in such a way that the product gets maximum output for the whole

month. Eg. If the line of business is luggage then concentrate on only one

luggage i.e. VIP then whole weekly and monthly sale to be seen and then set

target to sell maximum in the particular week.

1.5 Research Design:

Causal Research: Causal research is used to obtain evidence of cause and effect

relationships. It is appropriate for the following purposes:

1. To understand which variables are the causes (independent variables) and which

variables are the effects (dependent variables) of a phenomenon.

2. To determine the nature of the relationship between the causal variables and the

effect to be predicted.

3. For eg. In the context of department store project, a researcher wishes to

determine whether the presence and helpfulness of salespeople (causal variable)

will influence the sales of house wares (effect variable). A causal design could be

formulated in which two groups of otherwise comparable house wares

departments of a particular chain are selected. For four weeks, trained salespeople



are stationed in one group of house wares departments but not in the other. Sales

are monitored for both groups, while controlling for other variables. A

comparison of sales for the two groups will reveal the effect of salespeople on

house wares sales in department stores.

1.6 Sampling Method

1.6.1 Sample Size: The sampling was done 200 people. The sample taken is from the

people coming to Big Bazaar. The sample was of multiple age groups. They consist of

the multiple professions.

1.6.2 Sampling Technique: the sampling technique used if non-probability sampling

that is Convenience Sampling

Convenience Sampling: Attempts to obtain a sample of convenient elements. The

selection of sampling units is left primarily to the interviewer. Often, respondents are

selected because they happen to be in the right place at the right time.

1.6.3 Sample Description: The sample chosen was all from the Big Bazaar-Bangalore

(Hebbal Outlet). The sample contains the majority of the people from the age group of



20-40 years old. The sample size contains more of females then males. The sample size is

consists of more of married couples then the singles. So it the contains mixture of all the

age groups which will make them to understand the purchasing habits of the products

placed at the various places and what make the difference on the consumer on the change.

1.7 Primary Data

Data Collection

The final draft of the questionnaire was prepared on the basis of the observations from

the pilot study. These were then finally filled by 200 customers, for the conclusive study.

Types of Primary Data collected:

Socioeconomic Characteristics:

Socioeconomic characteristics are sometimes called “states of being” in that they

represent the type of people. The factors on which we are working are occupation.

Monthly transaction is also an important parameter but it is difficult to verify.

Although the amount of money that business unit earns in a month is an absolute,



not a relative quantity but it is a sensitive topic in our society and it is difficult to

determine.

Attitudes/Opinions:

Through the questionnaire we have tried to get hold of customer’s preference,

inclination and requirement. Attitude is an important notion in the marketing

literature, since it is generally thought that the attitudes are related to the behavior

of customer.

Motivation:

Through the questionnaire we have tried to find the hidden need or want of

customer and have tried to find if these people can be tapped as the potential

customer for Big Bazaar.

Behavior:

Behavior concerns what subjects have done or are doing. Through the

questionnaire we have tried to find out the behavior of the individuals

regarding the product and their responses. If the responses are favorable

then the person can be said to be our potential customer. The primary data

serves as an important tool to measure the behavioral trend of the customer.

It helps in answering some of the vital Questions.

Obtaining the Primary Data:

The data collection was primarily done through communication. Communication

involves questioning respondents to secure the desired information, using a data



collection instrument called questionnaire. The questions were in writing and so were the

responses.

Versatility:

It is the ability of a technique to collect the information on the many types of primary

data of interest to marketers. It has also been found that some of the people do not answer

truthfully to all the questions especially in the case of the personal details.

1.8 Instrument Design

1.8.1 Method adopted for communication: Personal communication

1.8.2 Structure of the instrument: Structure interview with the help of pre designed

questionnaire. The questionnaire contains the proper knowledge of the subject of research

which will give a proper view of the customer. This type of interview will give proper

information needed by the company to increase the ticket size.

1.9 Limitations of the Study

The study was only reserved to the Big Bazaar-Bangalore (Hebbal Outlet).

The data collected from the student can be biased.

The study done will have the space constraint, as each department will have

a proper allocated space which will make the promotion of the products to

be limited to the area of the working.

The offers and discounts made for the products are decided by the journal

office which made in flexibility to work.



The respondents are not cooperative while filling the questionnaire.

The product varieties are not sufficient for cross merchandising of the

products.

The Bins are been changed according to the offers so it is very difficult to

track the various SKUs available in the Bins.

The availability of the various SKUs merchandised if not proper.

Moving of the perishable SKUs is not permitted from the each department.

The shrinkage of the stock is not allowed.

Own brands have to be promoted. As the margins will be more for the store

and the easy availability will be there.

2. Data Analysis

The tools and methods of data collection identified earlier were employed to gather data

on the consumer perception on Big Bazaar. The data accrued, especially from the

interviews and questionnaires circulated, are tabulated and depicted on graphs in the

following pages. The data thus gathered and tabulated is analyzed. The data is then

scrutinized and relevant interpretations are drawn.

The major objectives of analysis of data are:

1. To evaluate and enhance data quality

2. Examine effects of other relevant factors

3. Customer satisfaction ratio,

4. Level of satisfaction,



5. Causes of dissatisfaction,

6. Customer responses regarding services.

The data collection plan, including procedures, instruments, and forms, was designed and

pre-tested to maximize accuracy. All data collection activities were monitored to ensure

adherence to the data collection protocol and to prompt actions to minimize and resolve

missing and questionable data. Monitoring procedures were instituted at the outset and

maintained throughout the study, since the faster irregularities can be detected; the

greater the likelihood that they can be resolved in a satisfactory manner and the sooner

preventive measures can be instituted.

CUSTOMER DEMOGRAPHIC

Table 3.2.1: TABLE SHOWING THE VARIOUS REPONDENTS COMING

FROM VARIOUS PLACES EXISTING NEAR BIG BAZAAR-BANGALORE

(HEBBAL OUTLET)

Place Number of Respondents Percentage

N.S.HALLI 16 8%

MATIKARI 20 10%

DEVINAGAR 16 8%

SANJAY NAGAR 20 10%



BHUPSENDRA 16 8%

HEBBAL 20 10%

JALLHALLI 12 6%

R.T.NAGAR 26 13%

RAM MURTI NAGAR 18 9%

M.S.PALLYA 14 7%

LINGRAJPURAM 12 6%

OTHERS 10 5%

Chart 3.2.1: CHART SHOWING REPONDENT COMING FROM VARIOUS PLACES TO BIG BAZAAR-BANGALORE (HEBBAL OUTLET)



Table 3.2.2: TABLE SHOWING THE AGE OF THE RESPONDENTS



AGE NO.OF RESPONDENTS PERCENTAGE

16-22 40 20%

23-29 60 30%

30-36 44 22%

37-43 38 19%

44-50 14 7%

51-57 2 1%

58 & ABOVE 2 1%

TOTAL 200 100%

ANALYSIS

The above table analyses shows the age of the respondents at big bazaar. 20% of the

respondents are 16yrs-22yrs, 30% of the respondents are 23-29 years, and 22% of the

respondents are 30-36years, 19% of the respondents fall in 37yrs-43yrs, 7% of the

respondents fall in 44yrs-50yrs, 1% of the respondents fall in 51yrs-57yrs and 1% of the

respondents fall in the age group of 58 and above.

Chart 3.2.2: CHART SHOWING THE AGE OF THE RESPONDENTS



INFERENCE

It is inferred that the respondents are not evenly distributed on the basis of age and a high

percentage of the respondents coming to Big Bazaar-Bangalore (Hebbal Outlet) are

family or working people who are high purchasing power. These are mostly employed

people.

Table 3.2.3: TABLE SHOWING THE GENDER OF THE RESPONDENTS



GENDER NO.OF RESPONDENTS PERCENTAGE

MALE 106 52%

FEMALE 94 48%

TOTAL 200 100%

ANALYSIS

The above table analyses the gender wise classification of the respondents at Big Bazaar.

It is seen that 52% of the respondents are male and 48% are female.

Chart 3.2.3: CHART SHOWING THE GENDER OF THE RESPONDENTS



INFERENCE

It is inferred that the survey group was not distributed evenly on the basis of gender and

the population of male respondents is more compared to female respondents.

Table 3.2.4 TABLE SHOWING THE MARITAL STATUS OF THE

RESPONDENTS



STATUS NO.OF RESPONDENTS PERCENTAGE

SINGLE 78 39%

MARRIED 122 61%

TOTAL 200 100%

ANALYSIS

The above table shows the marital status of the customers at Big Bazaar. It is that 61% of

the respondents are married and 39% are single. The analysis will make the people know

what the description is and how the people can be made influenced to increase the ticket

size.

Chart 3.2.4 CHART SHOWING THE MARITAL STATUS OF THE

RESPONDENTS



INFERENCE

It is inferred that the survey group was not evenly distributed on the bases of marital

status. The people who are coming to Big Bazaar-Bangalore (Hebbal Outlet) are mostly

married which infer that they are coming for the monthly or weekly buying of the

household which will affect the Ticket size. As these married couple coming to Big

Bazaar-Bangalore (Hebbal Outlet) will have more of the purchasing power.

Q1: What is the size of your Family?



Table 3.2.5: TABLE SHOWING THE SIZE OF THE FAMILY OF THE

RESPONDENTS

ANALYSIS

The above table analysis shows the size of family customers who came to visit Big

Bazaar. Out of the respondents coming to Big Bazaar-Bangalore (Hebbal Outlet) 50% are

nuclear families, 30% are joint families and 20% of the customers are single.

Chart 3.2.5: CHART SHOWS SIZE OF THE FAMILY OF THE RESPONDENTS


Nuclear Family 100 50%

Joint Family 60 30%

Single 40 20%


INFERENCE

It was inferred that families are the main target population who prefer visiting Big

Bazaar-Bangalore (Hebbal Outlet) regularly where as singles are not frequent visitors. So

it creates a major scope for Big Bazaar-Bangalore (Hebbal Outlet) as people who are

coming will buy for their whole family. They can be convinced for the more purchase

then the budget they made to spend in the store.

Q2: How did you come to know about BIG BAZAR?



Table 3.2.6: TABLE SHOWING PEOPLE COME TO KNOW ABOUT BIG BAZAAR

Newspaper 92 46%

Magazines 5 3%

Pamphlets 0 0%

TV Advertisements 44 22%

Others 58 29%

ANALYSIS

The table analysis shows the sources of visit to Big Bazaar. Accordingly majority of

them visitor who came to known about Big Bazaar-Bangalore (Hebbal Outlet) were

through news paper. TV and others forms such as word of mouth are also effective

followed by newspaper.

Chart 3.2.6: CHART SHOWING PEOPLE COME TO KNOW ABOUT BIG

BAZAAR



INFERENCE

It is inferred that majority of the customers who came to known about Big Bazaar-

Bangalore (Hebbal Outlet)were through News paper and TV Advertisement respectively.

The respondent coming to Big Bazaar-Bangalore (Hebbal Outlet) is the literate who

knows about the various advertisements given in the newspaper or TV. The media used

for the conveying the best offers is newspaper or TV which will provide the high

productive conversion ratio for the Big Bazaar. Through which the Ticket size of Big

Bazaar-Bangalore (Hebbal Outlet) will increase.

Q3: How frequently do you visit BIG BAZAR?

Table 3.2.7: TABLE SHOWING THE FREQUENCY OF VISIT TO BIG BAZAAR



Daily 0 0%

Weekly 62 31%

Monthly 90 45%

Fortnight 12 6%

Offers and discounts 36 18%

ANALYSIS

The above table analysis shows the frequency of visiting Big Bazaar. The chart show that

31% of the population visits weekly and 45% of population visits monthly and 6% of

them come every 15 days and 18% left come in offers and Discounts.

Chart 3.2.7: CHART SHOWING THE FREQUENCY OF VISIT TO BIG

BAZAAR



INFERENCE

It is inferred that majority of customers visit Big Bazaar-Bangalore (Hebbal Outlet) on

monthly bases. As the big bazaar offer a monthly saving bazaar in their food bazaar

which attracts the customer to come and buy more in those days. The remaining majority

comes on the weekly basis i.e. particularly on the Wednesday bazaar which contains

largest offers available in the week. The other people comes occasionally and there

purchasing will be affect by the offers and discounts going on in the store.

. Q4: What drives you to visit BIG BAZAR?



Table 3.2.8: TABLE SHOWING WHAT DRIVES THE RESPONDENTS OR

PEOPLE TO BIG BAZAAR

REASON TO VISIT NO.OF RESPONDENTS PERCENTAGE

Price 90 45%

Service 16 8%

Quality 46 23%

Proximity 34 17%

Product Varieties 14 7%

ANALYSIS

It is found that majority of customer visits because of price i.e. 45%, as to 23% of

customers who comes for quality, 17% comes for proximity which means that it is near

to their house and whereas service and product varieties plays a minor role.

Chart 3.2.8: CHART SHOWING WHAT DRIVES THE RESPONDENTS OR

PEOPLE TO BIG BAZAAR



INFERENCE

It was inferred that the customers are very satisfied with price, quality. They are more

attracted to price in the big bazaar. The people coming to Big Bazaar-Bangalore (Hebbal

Outlet) are giving more stress to prices as to service. The majority of them are coming for

the price or quality. So the major stress is to be given on the signage which will give

them a proper information about the product and the price which is been given to them by

big bazaar.

Q5: Overall, how satisfied are you with BIG BAZAR?



Table 3.2.9: TABLE SHOWING THE OVERALL SATISFACTION OF

CUSTOMERS TOWARDS BIG BAZAAR

RATINGS NO.OF RESPONDENTS

PERCENTAG

E

very satisfied 24 12%

satisfied 124 62%

Neutral 52 26%

dissatisfied 0 0%

very dissatisfied 0 0%

ANALYSIS

It is found that majority of customers are satisfied i.e. 62% and only 12% of the

respondents are very satisfied towards Big Bazaar. A population of 26% rate that it is

neither satisfied nor dissatisfied as their satisfaction level is neutral towards Big Bazaar.

Chart 3.2.9: CHART SHOWING THE OVERALL SATISFACTION OF

CUSTOMERS TOWARDS BIG BAZAAR



INFERENCE

It was inferred that majority of the customers are satisfied with the Big Bazaar. But the

people coming are only with the price perceptive which make them satisfy. If the

customer will get the service as well as the varieties of the products will turn to very

satisfied. They can be the most loyal customer to the Big Bazaar-Bangalore (Hebbal

Outlet) which can contribute the maximum to the revenue of the company.

Q6: How would you rank the interrelated products in Big Bazaar-

Bangalore (Hebbal Outlet) in comparison to others?



Table 3.2.10: TABLE SHOWING THE RATINGS FOR BIG BAZAAR-

BANGALORE (HEBBAL OUTLET) IN COMPARISION WITH OTHER OUTLETS.

RATINGS NO.OF RESPONDENTS PERCENTAGE

very satisfied 22 11%

Satisfied 124 62%

Neutral 32 16%

Dissatisfied 22 11%

very dissatisfied 0 0%

ANALYSIS

The above table analyses the perception of customers towards Big Bazaar-Bangalore

(Hebbal Outlet) when compared to other outlets in comparison to the interrelated

products placed in big bazaar. It is found that customers 62% find it satisfied, 11% of the

customer find it very satisfied where as 16% are neutral and 11% are dissatisfied which

don’t find the products anywhere in the related places.

Chart 3.2.10: CHART SHOWING THE RATINGS FOR BIG BAZAAR-

BANGALORE (HEBBAL OUTLET) IN COMPARISION WITH OTHER

OUTLETS.



INFERENCE

It is inferred that the majority of customers are satisfied with Big Bazaar-Bangalore

(Hebbal Outlet) when compared to other outlets but the people are not very satisfied as

they know the product place so they are comfortable with the placement of products. The

major 27% of the people who are neutral or dissatisfied did not find the products where

they have expected it to be placed. So the products should be placed accordingly with

finding the relation in the products which make the customer to easy purchase and make

the product sell faster with the interrelation.

Q7: Do you plan Before Shopping?

Table 3.2.11: TABLE SHOWING THE PLANNING OF THE RESPONDENTS

BEFORE SHOPPING



Yes 86 43%

No 72 36%

May Be 42 21%

ANALYSIS

It is found that 43% of customers stick on to their plans. They come with a list or plan

what they need to shop, 36% of the respondents they have no plan only whatever they

needs they buy. There are 21% of them who are flexible to their shopping. They make the

plan occasionally.

Chart 3.2.11: CHART SHOWING THE PLANNING OF THE RESPONDENTS

BEFORE SHOPPING



INFERENCE

It was inferred that 43% of customers plan which means they are strict to their purchase.

They only purchase what they have planned for not anything extra. Whereas there are

majority of 57% of the respondents who are flexible to their purchase they buy the

products which they feel useful to them or the products which adds to the style or looks.

So the concentration on the cross merchandising will affect the respondents purchasing.

As more they will get the interrelated products they will more.

Q8: Do you the buy the products more than the plan when you come to Big Bazaar?



Table 3.2.12: TABLE SHOWING WHETHER THE RESONDENTS BUY

PRODUCTS MORE THAN WHAT THEY PLANNED.

SHOPPED MORE THAN THE

PLANNING

NO.OF

RESPONDENTS PERCENTAGE

Yes 104 52%

No 32 16%

May be 64 32%

ANALYSIS

It is found that majority of customers (52%) find that they buy more than what they plan

and the minority of customers (16%) find that they stick on to their plan and (32%) of the

respondents may or may not buy products more than what they plan.

Chart 3.2.12: CHARTS SHOWING WHETHER THE RESONDENTS BUY

PRODUCTS MORE THAN WHAT THEY PLANNED.



INFERENCE

It was inferred that most of the customer buy the products more than what they plan and

minority of the population stick on to their plan and 32% of the customers may or may

not buy the products what they plan. As the 32% can be the target population which can

be converted into buy more if the product varieties are been increase. The better service is

been provided to the customer which will make them convinced to buy more. There is a

great opportunity of 32% to increase the ticket size as these can be convinced through

various ways.

Q9: Do you make budget buying over the amount Rs.500?

Table 3.2.13: TABLE SHOWING THAT CUSTOMERS PLANNING ON PURCHASE

OF Rs.500 AND MORE IN BIG BAZAAR.



Yes 114 57%

No 38 19%

May Be 48 24%

ANALYSIS

The above table shows that 57% of the respondents do make the budget buying if they are

purchasing over Rs. 500, 19% does not plan as if they purchasing of any amount and 24%

says that they will make or not it depends on the situation when they are buying.

Chart 3.2.13: CHART SHOWING THE BUDGET OF THE CUSTOMERS OF BIG

BAZAAR.



INFERENCE

It is inferred that majority of the customer who buy the products more than Rs.500 will

make a budget what they need to buy. They have a proper plan which will give them

instructions to buy the particular product. As more than 40% of the people don’t plan

before they have to buy. They got convinced with the product depending on the price,

quality and variety of the product delivered to them. Big Bazaar-Bangalore (Hebbal

Outlet) should concentrate on all the aspects while making a delivery of a product to the

customer.

Q10: Do discount/offers affect your Purchase decision?



Table 3.2.14: TABLE SHOWING WHETHER DISCONTS AND OFFERS

EFFECTS THE PURCHASE DECISION OF THE CUSTOMERS.

Whether Discounts affects the decision NO.OF RESPONDENTS PERCENTAGE

Yes 160 80%

No 26 13%

May Be 14 7%

ANALYSIS

The above table analysis shows that the majority of the respondents accept that discounts

and offers i.e.80% of the respondents have a effects their purchasing decision.13% of the

respondents think that discounts and offers do not have any effect on their purchase

decision. Whereas 7% of the respondents thinks that discount and offers do not affect

their purchasing decision always, but only sometimes.

Chart 3.2.14: CHART SHOWING WHETHER DISCONTS AND OFFERS

EFFECTS THE PURCHASE DECISION OF THE CUSTOMERS.



INFERENCE

It is inferred that majority of customers find that discounts and offers do effect their

purchasing decision. So the products having the regular offer or discounts should be

highlighted properly in the department as well as in the promo area. The product should

be given a proper promo with the help of CSD announcements regarding the offers going

on the various products available. This will give a better impact on the customer and will

make the customer to buy more then what he has planned before coming to big bazaar.

Q11: What influences you the most when you make a purchase

decision?



Table 3.2.15: TABLE SHOWING WHAT INFLUENCES THE PURCHASING

DECISIONS OF THE CUSTOMERS THE MOST.

INFLUENCING FACTOR NO.OF RESPONDENTS PERCENTAGE

Placement of Products 24 12%

Price 102 51%

Service 20 10%

Quality 54 27%

Proximity 0 0%

ANALYSIS

It is found that majority prefer that prices are reasonable i.e. 51% of the customer make

decision with the price available for the product, as to 27% of customers who finds the

quality which make the decision of the buying and rest all will be thinking about the

service or place of the product where they pick it from.

Chart 3.2.15: CHART SHOWING WHAT INFLUENCES THE PURCHASING

DECISIONS OF THE CUSTOMERS THE MOST.



INFERENCE

It was inferred that the customers are very satisfied with price, quality. The placement of

the product and finds that services are been improved then the customer will make the

better decision of the product. The placement of products on the ramp area or in the

promo area will make the customer to have a better effect on the decision. So the

products promoted on the ramp area should be seen before how it is been merchandised

in the particular department. This will give a right impact on the sale of the product. The

product is not been sold from the department so they will make change in the place to

make the customer aware of the product from different space available.

Q12: Usually what is the last minute purchase?



Table 3.2.16: TABLE SHOWING THE LAST MINUTE PURCHASE OF THE

CUSTOMERS.

PRODUCTS NO.OF RESPONDENTS PERCENTAGE

Biscuits and Confectionary 86 43%

Socks and handkerchiefs 40 20%

Utensils Scrubbers 16 8%

Plastic Utensils 24 12%

Others 34 17%

ANALYSIS

From the above table it is analyzed that 43% of the respondents prefer going for biscuits

and confectionary, 20% prefer for socks and hankies, 8% prefer utensils scrubbers, 12%

prefer plastic utensils and 17% of the respondents prefer other things as their last minute

purchase.

Chart 3.2.16: CHART SHOWING THE LAST MINUTE PURCHASE OF THE

CUSTOMERS.



INFERENCE

From the above analysis it is inferred that majority of the respondents prefer biscuits and

confectionary as a last minute purchase. This can be inferred as the bins available on the

each floor should contain one bin of confectionary. The items available in the bins should

not be perishable and should be much costly. The bins will not cost any person to sell and

make the sale automatically and will give a huge hike in the ticket size. The major two

products are to be placed on the multiple locations which will make the customer to have

an easy access to product and the last minute purchase is been satisfied easily.

Q13: Have you picked the products from the Bins Castles placed near

the cash counters?



Table 3.2.17: TABLE SHOWING THE NO OF RESPONDENTS WHO PICKED

THE PRODUCT FROM THE BINS CASTLES.

PURCHASED FROM BINS CASTLE NO.OF RESPONDENTS PERCENTAGE

Yes 56 28%

No 86 43%

May Be 58 29%

ANALYSIS

The above table shows the analysis that 28% of the respondents has purchased products

placed in the bins castle placed near the cash counter, 43% of the respondents do not

purchase from the bin and the remaining 29% says that they purchase from the bin once

or twice times, not always.

Chart 3.2.17: CHART SHOWING THE NO OF RESPONDENTS WHO PICKED

THE PRODUCT FROM THE BINS CASTLES.



INFERENCE

From the above analysis one can infer that more people don’t purchase from the bins. The

last minute purchase is not been satisfied. The products they have planned for the last

minute of the purchase are not available in the bins castle. So the stock available in the

bins should be changed according to the preference of the customer so that they can the

sale maximum through these bins.

Q14: Did the Bins Castles satisfy the last minutes purchase decisions?



Table 3.2.18: TABLE SHOWING WHETHER THE BINS CASTLE SATISFIED

THE LAST MINUTE PURCHASE.

SATISFIED NO.OF RESPONDENTS PERCENTAGE

Yes 60 30%

No 65 32%

May Be 75 38%

ANALYSIS

From the above table we can analyze that 30% of the respondents are satisfied with last

minute purchase from the bin castle placed near the cash counter, 32% says that they do

not make last minute purchases from the castle bin where as the remaining 38% states

that they make the purchase when they got attracted products.

Chart 3.2.18: CHARTS SHOWING WHETHER THE BINS CASTLE SATISFIED

THE LAST MINUTE PURCHASE.



INFERENCE

From the above table one can infer that more people are not satisfied with the last minute

purchases from the castle bins placed near the cash counter. The reason can be that the

products in the bin are not so attractive. So the products should be made which they need

not to think while purchasing as the main reason of not purchasing the product can be

price which made them think before they purchase.

So the products should be put which have the reasonable price and don’t make the

customer bother to buy the product.



Q15: Did the Interrelated products placed by on the same floor create

easy purchase?

Table 3.2.19: TABLE SHOWING WHETHER THE INTERRELATED PRODUCTS

PLACED ON THE SAME FLOOR HAS MADE PURCHASE EASIER.

MADE PURCHASE EASY NO.OF RESPONDENTS PERCENTAGE

Yes 136 68%

No 22 11%

May Be 42 21%

ANALYSIS

The above table shows that 68% of the respondents agree that the interrelated products

placed on the same floor has made their purchase easier, whereas only 11% has given a

negative response and the remaining 21% says that it has helped them at times not

always.

Chart 3.2.19: CHART SHOWING WHETHER THE INTERRELATED

PRODUCTS PLACED ON THE SAME FLOOR HAS MADE PURCHASE

EASIER.



INFERENCE

From the above table one can infer that majority of the people think that placing inter

related product on the same floor has made their purchase more convenient and easy. As

this will make the customer don’t move and search on all floor for the same product. This

will make increase in the sale of both the department and give better space for the display

of the products.

Q16: Would you advise that other interrelated products should be kept

in the same floor?



Table 3.2.20: TABLE SHOWING THAT OTHER INTERELATED PRODUCTS

SHOULD BE KEPT ON THE SAME FLOOR

Washing Machine and detergents 38 19%

Fashion and Cosmetics 82 41%

Utensils and Utensil Cleaner 14 7%

Breakfast Cereal and Milk 42 21%

Induction Utensils and Induction

Cooking

24 12%

ANALYSIS

The above table shows that 41% of the respondents would like fashion cloths and

cosmetics to be add as one of the interrelated products to be kept on the same floor’

whereas12% prefer induction cooking and induction utensils, 21% prefer breakfast

cereals and milk another 7% prefer utensils and utensil cleaners kept and the remaining

19% prefer washing machine and detergents to be involved.

Chart 3.2.20: CHART SHOWING THAT OTHER INTERELATED PRODUCTS

SHOULD BE KEPT IN THE SAME FLOOR



INFERENCE

From the above observation one can infer that majority of the respondents prefer to have

fashion cloths and cosmetics to be included as one of the interrelated products. As the

products such as deos and other are needed by the youngsters which will create easy

purchase for them and make the other department to sell more than they have expected

from there department. This is followed by breakfast and milk which makes the people

doesn’t search for every item in food bazaar.



4. Major Findings and Learning’s

4.1 Major Findings and Learning’s from Cross Merchandising

The Detergents been promoted will not move from the fashion floor.

The deos if been given the full Shelf space with help to increase the ticket size of

the company. The more stock should be ordered off own brands Such as Dj&c

(men’s). It is the most sell able as it has offers and company will get better

margins.

The cross merchandising of the products makes easy for the customer to buy and

create add on to the department sales.

The display of the products will make different from the competitors products

such as Lysol or Harpic. So sale of own brand will be more. If the Proper display

is given with the various varieties of products will give a better profit to be

generated from the single merchandise.

The various products displayed of every department will make the customer to

have a look to the products for the product even he is not willing to buy the

product.

The product with the regular offers will make the people attract and creates easy

purchase which cannot happen easily in the department itself. Eg jute bags

hanging in the selling area, double line bed sheets Buy 1 Get 1, Tasty Treat juices

MRP Rs.80 Offer price Rs.59.

Many people don’t plan to buy so the cross merchandising can successful.



4.2 Major Findings and Learning’s from Bin Management

There is no proper allocation of bins for each department

The bins allocated to the products “Scotch Brite” and “Gabi” are more as many

alligators have also been provided to them so the different stock should be tried in

those Bins

The Bags containing in the Bins are of no use. As these will not move from bin.

They should be hanged on a T- shaped browser and promoted on ramp area.

There should be minimum 3 Bins of Food Bazaar that with the main lanes

occupying. As the last counters are been closed sometimes so the customer will

unable to access food items which makes the Bins sales to decrease.

The food Bazaar should remove the nail polish Bin.

The Extra Bins used in fashion and home fashion department should be put on 2

floors.

The Bins should be changed every month. So the that the new stock can be

checked and make the sale of increase

There can be proper stands kept near the cash tills which will contain only

chocolates, mouth fresheners and other gums. As the it will look and help to

increase revenue

The ramp area should promote more things such as the non moving footwear's

such as Chapels or ladies Napkins or Socks.

The Bins should contain the new stocks and the stock to be cleaned every 15 days.

The fashion should be updated as the people need more varieties of stocks in

Ladies wear department.



4.3 Suggestions

There should be continuous cross merchandise done to make the customer easily

purchase the product. This will make the customer to have a better purchasing

power and get attracted to the products newly launched.

The bins should look for the best stock available in the store ranging not more

than Rs. 150.

The best offers should be seen and then made the bins ready. Each department bin

should be allocated to the each floor so that the customer will get the products at

every bill counter.

Special freezer to be ordered which can be placed near the cash counter and serve

the customer soft drinks as the last minute purchase and creates easy and will

increase the ticket size.

The premium quality of products should be promoted near the cash counter which

makes the customer attract to buy the products. These include handkerchiefs,

newly launched products in a specially design boxes which can be seen and make

the customer attract.

The bin should be counted and given the proper numbers. So that there is no

departmental issues in the allotment of the bins.

There should be a better use of the ramp area. The large variety of the products

can be used for the display which makes the customer not only see but also buy

from that area.

The space constraints should be removed in the display of the products. Each

department should help the other department to displays the products which make

them easy selling and faster selling.



Questionnaire:

Customer Feedback

Name……………………………………… Address and Contact no: ……………………………………

Age…………… Sex: Male [ ] Female [ ]

Marital Status: Single [ ] Married [ ] Occupation/Designation…………………

01. What is the size of your Family? [ ] Single (Bachelors/Spinsters) [ ] Nuclear Family [ ] Joint Family

02. How did you come to know about BIG BAZAR? [ ] News Paper [ ] Magazines [ ] Pamphlets [ ] TV Advertisement [ ] Others ……………

03. How frequently do you visit BIG BAZAR? [ ] Daily [ ] Weekly [ ] Monthly [ ] Fortnight [ ] When there is a Offers and Discounts

04. What drives you to visit BIG BAZAR? [ ] Price [ ] Quality [ ] Proximity [ ] Service [ ] Product Varieties

05. Overall, how satisfied are you with BIG BAZAR? [ ] Very satisfied [ ] Satisfied [ ] Neutral [ ] Dissatisfied [ ] Very dissatisfied

06. How would you rank the interrelated products in Big Bazaar-Bangalore (Hebbal Outlet) in comparison to others? [ ] Very satisfied [ ] Satisfied [ ] Neutral [ ] Dissatisfied [ ] Very dissatisfied 07. Do you plan Before Shopping? [ ] Yes [ ] No [ ] Sometimes/May be

08. Do you the buy the products more than the plan when you come to Big Bazaar? [ ] Yes [ ] No [ ] Sometimes/May be

09. Do you make budget buying over the amount Rs.500? [ ] Yes [ ] No [ ] Sometimes/May be

10. Do discount/offers affect your Purchase decision? [ ] Yes [ ] No [ ] Sometimes/ May be

11. What influences you the most when you make a purchase decision? [ ] Placement of Products [ ] Services given by Staff [ ] Price [ ] Quality [ ] Proximity

12. Usually what is the last minute purchase? [ ] Biscuits and Confectionary [ ] Socks and Hankies [ ] Other………………………. [ ] Utensils Scrubbers [ ] Plastic Utensils



13. Have you picked the products from the Bins Castles placed near the cash counters? [ ] Yes [ ] No [ ] May be

14. Did the Bins Castles satisfy the last minutes purchase decisions? [ ] Yes [ ] No [ ] Sometimes

15. Did the Interrelated products placed by on the same floor create easy purchase? [ ] Yes [ ] No [ ] Sometimes

16. Would you advise that other interrelated products should be kept in the same floor? [ ] Washing Machines and Detergents [ ] Fashion cloths and Cosmetics [ ] Utensils and Utensil cleaner [ ] Breakfast cereals and Milk [ ] Induction cooking and Induction Utensils

17. Do you have suggestions for improvement in different services at BIG BAZAR? [ ] Yes [ ] No YOUR VALUABLE FEEDBACK ABOUT BIG BAZAAR



Books Referred

Retail Management by Chetan Bajaj by Oxford Publication

Retail Management by Uniyal & Sinha by Oxford Publication

Business Research Methodology by S N Murthy and U Bhojanna

Business Research Methodology by Tata McGraw Hill publication (9th Edition)

Websites Referred

www.futuregroup.com

www.google.com

www.wikipedia.com

www.slideshare.com

www.timesofindia.com

www.pantaloons.com

www.answerquestions.com


http://www.answerquestions.com/

http://www.pantaloons.com/

http://www.timesofindia.com/

http://www.slideshare.com/

http://www.wikipedia.com/

http://www.google.com/

project on ticket size management

Documents

executing

indian retail

diversified

minutes purchase

evolving delivery

sprawling

making consumption

primary data