Professional Documents
Culture Documents
CONTENTS COMPANY PROFILE 1.1 Vision, Mission & Core Values 1.2 Company History 1.3 About Pantaloon 1.4 About Future Group 1.5 Affiliated Companies 1.6 Lines of Business
Page No.
2 4 6 7 8 9
Chapter 2
INTRODUCTION TO BIG BAZAAR 2.1 About Big Bazaar 2.2 Timeline 2.3 Innovations 2.4 Store Operations 2.5 SWOT Analysis RESEARCH METHODOLOGY 3.1 Project Objective 3.2 Research Methodology 3.3 Sampling Plan 3.4 Research Limitations
12 13 15 16 18
Chapter 3
21 21 22 22
Chapter 4
24 47
Chapter 5
CUSTOMER SERVICE DESK 5.1 Introduction 5.2 Functions of CSD CONCLUSIONS & RECOMMENDATIONS BIBLIOGRAPHY
49 49 64 67
Chapter 6 Chapter 7
Chapter 8
QUESTIONNAIRE
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1.1.1 GROUP VISION Pantaloon (Future Group) shall deliver Everything, Everywhere, Every time for every Indian consumer in the most profitable manner. 1.1.2 GROUP MISSION Pantaloon share the vision and belief that their customers and stakeholders shall be served only by creating and executing future scenarios in the consumption space leading to economic development. We will be the trendsetters in evolving delivery formats, creating retail realty, making consumption affordable for all customer segments for classes and for masses. We shall infuse Indian brands with confidence and renewed ambition. We shall be efficient, cost- conscious and committed to quality in whatever we do. We shall ensure that our positive attitude, sincerity, humility and united determination shall be the driving force to make us successful.
Indianness: confidence in ourselves. Leadership: to be a leader, both in thought and business. Respect & Humility: to respect every individual and be humble in our conduct. Introspection: leading to purposeful thinking. Openness: to be open and receptive to new ideas, knowledge and information. Valuing and Nurturing Relationships: to build long term relationships. Simplicity & Positivity: Simplicity and positivity in our thought, business and action. Adaptability: to be flexible and adaptable, to meet challenges. Flow: to respect and understand the universal laws of nature. Corporate Credo: - Rewrite rules, Retain values.
1987-
Company incorporated as Manz Wear Private Limited. Launch of Pantaloons trouser, Indias first formal trouser brand. Launch of BARE, the Indian jeans brand. Initial public offer (IPO) was made in the month of May. 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. John Miller Formal shirt brand launched. Pantaloons Indias family store launched in Kolkata. Big Bazaar, Is se sasta aur accha kahi nahin Indias first hypermarket chain launched. Food Bazaar, the supermarket chain is launched. Central Shop, Eat, Celebrate In the Heart of Our City Indias first seamless mall is launched in Bangalore. Fashion Station - the popular fashion chain is launched. aLL a little larger - exclusive stores for plus-size individuals is launched.
199119921994-
199519972001-
20022003-
2005-
2006-
Future Capital Holdings, the companys financial arm launches real estate funds Kshitij and Horizon and private equity fund Indivision. Plans forays into insurance and consumer credit. Multiple retail formats including collection i, Furniture Bazaar, Shoe Factory, EZone, Depot and futurebazaar.com are launched across the nation. Group enters into joint venture agreements with ETAM group and Generali.
The group owns a stake in Galaxy Entertainment Corporate Ltd. that operates chains like Bowling Company, Sports Bar and Brew Bar.
1.5.2 JOINT VENTURE COMPANIES 1.5.2.1 Planet Retail Holdings Ltd. The group is a joint venture partner in Planet Retail Holdings Ltd., which operates sports, lifestyle and leisure retail chain. It also owns the franchisee and distribution rights of brands like Marks & Spencer, Guess, Debenhams and Puma in India.
1.5.2.2 Footmart Retail Footmart Retail is a joint venture with Liberty Shoes and is engaged in the retailing of footwear products in India. 1.5.2.3 CapitaLand Retail India The group is a joint venture partner in CapitaLand Retail India, along with Singaporebased CapitaLand Limited. The company provides retail management services to retail properties owned or managed by various group companies and investment funds.
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2.2 TIMELINE
2001
Three Big Bazaar stores launched within a span of 22 days in Kolkata, Bangalore and Hyderabad.
2002
Big Bazaar - ICICI Bank Card is launched. Food Bazaar becomes part of Big Bazaar with the launch of the first store in Mumbai at High Street Phoenix.
2003
Big Bazaar enters Tier II cities with the launch of the store in Nagpur. Big Bazaar welcomes its 10 million-th customer at its new store in Gurgaon.
2004
Big Bazaar wins its first award and national recognition. Big Bazaar and Food Bazaar awarded the countrys most admired retailer award in value retailing and food retailing segment at the India Retail Forum. A day before Diwali, the store at Lower Parel becomes the first to touch Rs 10 million turnovers on a single day.
2005
Initiates the implementation of SAP and pilots a RFID project at its central warehouse in Tarapur. Launches a unique shopping program: the Big Bazaar Exchange Offer, inviting customers to exchange household junk at Big Bazaar. Electronic Bazaar and Furniture Bazaar are launched.
2006
Mohan Jadhav sets a national record at Big Bazaar Sangli with a Rs 1,37,367 shopping bill. The Sangli farmer becomes Big Bazaars largest ever customer. Big Bazaar launches Shakti, Indias first credit card program tailored for housewives. Navaras the jewellery store launched within Big Bazaar stores.
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2007
The 50th Big Bazaar store is launched in Kanpur. Big Bazaar partners with Futurebazaar.com to launch India's most popular shopping portal. Big Bazaar initiates the Power of One campaign to help raise funds for the Save the Children India Fund. Pantaloon Retail wins the International Retailer of the Year at US-based National Retail Federation convention in New York and Emerging Retailer of the Year award at the World Retail Congress held in Barcelona.
2008
Big Bazaar becomes the fastest growing hypermarket format in the world with the launch of its 101st store within 7 years of launch. Big Bazaar dons a new look with a fresh new section, Fashion@Big Bazaar. Big Bazaar joins the league of Indias Business Super brands. It is voted among the top ten service brands in the country in the latest Pitch-IMRB international survey.
2009
Big Bazaar opens its second store in Assam at Tinsukia. Big Bazaar initiates Maha Annasantarpane program at its stores in South India a unique initiative to offer meals to visitors and support local social organizations. Big Bazaar captures almost one-third share in food and grocery products sold through modern retail in India.
2010
Future Value Retail Limited is formed as a specialized subsidiary to spearhead the groups value retail business through Big Bazaar, Food Bazaar and other formats. Big Bazaar wins CNBC Awaaz Consumer Awards for the third consecutive year. Adjudged the most preferred Most Preferred Multi Brand Food & Beverage Chain, Most Preferred Multi Brand Retail Outlet and Most Preferred Multi Brand One Stop Shop. Big Bazaar connects over 30,000 small and medium Indian manufacturers and entrepreneurs with around 200 million customers visiting its stores.
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2.3 INNOVATIONS
2.3.1 Wednesday Bazaar Big Bazaar introduced the Wednesday Bazaar concept and promoted it as Hafte Ka Sabse Kimti Din. It was mainly to draw customers to the stores on Wednesdays, when least number of customers is observed. According to the chain, the aim of the concept is "to give homemakers the power to save the most and even the stores in the city don a fresh look to make customers feel that it is their day".
2.3.2 Maha Bachat Maha Bachat was started off in 2006 as a single day campaign with attractive promotional offers across all Big Bazaar stores. Over the years it has grown into a 6 days biannual campaign. It has attractive offers in all its value formats such as Big Bazaar, Food Bazaar, Electronic Bazaar and Furniture Bazaar - catering to the entire needs of a consumer.
2.3.2.1 Big Bazaar, Wazirpur Big bazaar Wazirpur is the first discount hypermarket that has opened at a station. Big bazaar, wazirpur started operating around two years back on 22 of July 2005. Big Bazaar is proud to be the first to offer a never-before shopping experience to the metro commuters. Big Bazaar, Wazirpur is the 4th Big Bazaar in National Capital Regions and around 20th in the country. Big Bazaar, Wazirpur also has Food Bazaar within the store. The total area of Big Bazaar, Wazirpur is 48,641 Sq. Feet in which 60% is the selling area, 25% is for the back areas and 15% is for the circulation.
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HR & Welfare Facilities Management Visual Merchandising & Display Marketing & In Store Promotions IT & Systems Customer Service
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Store Manager
Department Managers
Team Leaders
Team Members
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EDLP [ Every Day Low Pricing] Experienced marketing team & executive staff. Strong culture, ethics and values are followed Emphasis on providing total customer satisfaction Point of purchase promotion to increase the purchase Variety of stuff under single roof Increase sales with the help of healthy competition between different department Maintains good employer-employee relation Cost control initiatives that is critical in a retail operations business Periodical reviews of the various operations have been done on regular basis to identify the any possible threat and address the same within time
WEAKNESSES:o o
Unable to meet store opening targets. Unavailability of popular brand items with regard to clothing.
OPPORTUNITIES:o
Population of the country is growing where the scope of market is kept on increasing for the retail sector. Organized Retail less penetrated in India so it acts as a great opportunity to the organization for its growth. Evolving consumer preferences. Economy is developing as the employment opportunities are increasing and the income of the people is also increasing which increases life standards of people. Company has more scope of expansion in two and three tier cities.
o o
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THREATS:o o o o o
Competitors Strategies Advancement of technology day by day. Government policies. Unorganized Retail sector Foreign direct investment cause more problems in future because of that many mergers and acquisition are happening in Indian retail sector
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Data type: Research Approach: Survey Type: Research Instruments: Type of Questions:
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4.1 ANALYSIS
Gender:
37%
Male Female
63%
FIG. 1
This research was mainly focused towards house-wives as they are the major target segment of Big Bazaar. That is why the number of females is more than males. This research also targeted only those customers who are aware of the CSD (Customer Service Desk). First time visitors were not included.
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Age Group:
Age in Years
>50
Most of the Customers fall in the age group of 35-50 and 25-30.Customers in the age group of less than 20 and above 50 hardly comes to the CSD.
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Annual Income:
40%
35%
30% 25% 20% 15% 10% 5% 0% <2 lacs 2-4 lacs
FIG. 3 Most of the Customers have their annual income between 2 to 4 lacs and 4-6 lacs, but the Customers hardly reveal their true income. The major segment of Customers falls in the annual income group of 2-4 lacs. But the interesting thing is that we have very few customers having annual income of less than 2 lacs.
4-6 lacs
6-8 lacs
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Occupation:
3%
9%
42%
Others
46%
FIG. 4
Most of the Customer segment is a service group. But a healthy amount of Customers are house-wives. A very few amount of business class are our Customers. The first four graphs reveal the Customer profile. The major segment of our customers is the service class with an annual income of 2-4 lacs and fall in the age group of 20-50.
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0%
Weekly
Fortnightly
FIG. 5 Most of the customers visit Big Bazaar fortnightly or monthly. Big Bazaar has retained customers to a good extent by giving the best deals (i.e. Schemes & Discounts).
Monthly
Occasionally
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Service of Store-Staff:
50%
40% 30% 20% 10% 0%
Outstanding Satisfactory Needs improvement Poor
FIG. 6
Around 70 Customers feel that the service of the store staff is satisfactory, but around 42 feel that it needs improvement. The major reason for Customer dissatisfaction is the staff unavailability and unawareness about the schemes and discounts. Still there is no customer who feels that the performance is poor which is a plus point for us.
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2% 34%
Yes No Difficulty
64%
FIG. 7
34% of the customers find difficulty in locating CSD for the first time while the 64% customers didnt find any problem. If we can move our CSD near or along with the cash counter this difficulty can be reduced.
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Exchange
The main reasons for visiting CSD is the exchanges and for the replenishment of free sugar. Very few customers come for suggestions, for enquiry and for asking about schemes and discounts.
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Complaints:
70% 60% 50% 40% 30% 20% 10% 0% Resolved Not Resolved
FIG. 9
Out of the total complaints very few were not resolved. The major complaints were wrong billing, quality of apparels and shoes.
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Complaint Resolved By
50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% CSD Executive
FIG. 10
Manager
Out of the total complaints 50% were solved by the CSD executives and 50% solved by the Department managers or ADMs
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80% 70%
60%
50% 40% 30% 20% 10% 0% Yes No
FIG. 11 Around 115 of the customers say that CSD staff doesnt ask unnecessary questions. But around 15 customers believe that the same things are asked repetitively by the different people. Customers get irritated in explaining the complaint repetitively. Around 21 customers say that the number of questions doesnt matter if the issue is resolved.
Doesn't Matter
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50% 40% 30% 20% 10% 0% 0-5 mins. 5-10 mins. 10-15 mins. >15 mins.
FIG. 12
The response time of the CSD in case of exchanges is around 5-10 mins, in case of complaints it extends to around 10-15 and in case of alteration the minimum time taken is around 40 mins.
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20%
10% 0% One Two Three
FIG. 13
Four
Five
Training of the CSD staff is measured on the Rank scale, 1 is very poor and 5 are outstanding. Most of the Customers (approximately 60%) rate training of CSD staff 3 out of 5 i.e. satisfactory. No customer graded it poor, but a very few customers grate it outstanding.
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30%
20% 10% 0% One Two Three Four Five
FIG. 14 Most of the Customers dont ask about the Schemes and discounts, those who have asked they grade their awareness 2 or 3 out of 5. i.e. their awareness needs improvement. Not a single customer grades their awareness about schemes and discounts outstanding
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Four
Five
Most of the Customers (approximately 57%) grade the courtesy and politeness of the CSD staff good. Very few customers find it poor. Most of Customers give 4out of 5 on the rank scale.
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0%
One Two Three
FIG. 16 Most of the Customers think that the CSD staff doesnt have much of the product knowledge; they give them 2 or 3 out of 5 on the rank scale.
Four
Five
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20%
10% 0% One Two Three
FIG. 17
Four
Five
Customers are happy with the way CSD staff communicates with them. Most of the customers find the communication good or outstanding. So they give them 4 or even 5 out of 5.
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Around 47% of the customers grade the overall performance satisfactory and around 38% find it outstanding. 15% feel that they need improvement and no customer grades it poor.
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42
FIG. 20
Only 16% of the customers who have made phone calls say that the phone call was received immediately. Otherwise, we dont have a good record in receiving customer complaints on phones. The CSD staff usually remains busy that is why there is a delay always in receiving phone calls. Around 46% of customers say that CSD staff takes a long time in picking phone calls.
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Problem Responded:
0%
Solved on Phone Had to Come
FIG. 21
Partly Solved
Good thing about phone calls is that most of the Customer queries are solved on the phone. Only 15% had to come to the store.
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No
76% of the customers listen to the announcements that are made in the store, while 24% dont listen to them carefully; they find these scheme announcements useless.
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Around 43% of the customers say that the announcements are helpful. Some of them are very happy for the Customer announcements like lost and found announcements. Only 28% find these announcements comfortable. Around 10% of the customers are not happy with the announcements in the store they find them irritating, disturbing and noisy.
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4.2 FINDINGS:
o Some of the Customers who have already done exchanges from our store arent aware of the CSD. It is because the Customer Service Desk board is hanging above the eye level. People tend to see only those things which come in the line of sight. o What functions are being carried out at CSD, it is not mentioned anywhere. So many customers are unaware about the different facilities being provided. E.g. free alteration facility. o Wrong Billing is one of the main causes of exchanges. o Few customer calls, on an average there are around 20-30 customer calls in a day. o We are very lenient to customers in case of exchanges. o Exchange rules are not strictly followed by the CSD staff. o CSD is involved in packing of free sugar for most of the time Rather than its primary functions. o Another over burden on the CSD is of billing. o CSD space is less than required. o There is no separate uniform or outlook of the CSD staff that is why Customers dont have a different perception towards CSD; they take it one of the cash counters. o First time visitors usually take it as one of the billing counters. o Changing schemes are not properly being updated in the system which is one of the major causes of cash refunds. o Customers get irritated when we say that these offers are available only in some of the big bazaar stores only. o We dont provide free home delivery to the customers like Subhiksha and some of the other stores do. At least regular customers should get this benefit for food products.
Exit gate is required near the CSD for the Customers who are coming only for the exchanges.
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5.1 INTRODUCTION
CSD (customer service desk) is a counter where the queries of the customers are solved. Whenever the customer is having any kind of problem he comes to the CSD. The major activity performed by the CSD is the exchanges and handling customer complaints. The objective of the CSD is to provide service to the customer and hence to improve customer satisfaction.
7.
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6.
1. Cash Refund Register and Credit note Register: Cash Refund Register:
Cash Refund Register (CR) is used to keep the records of all transactions where the customer has returned goods and cash has been refunded to them. This register is maintained manually. A payment Voucher (Which consists of name of the customer, reason for refund and rupees refunded) and the bill of refunded items are maintained by CSD staff. All the cash refunds are to be approved by ASM or SM. Finally, after approval these are submitted to Accounts Department and they generate it in the computer system.
Register To Be Filled By: CSD Staff Placement of Register: CSD Updating: Whenever cash has been refunded Monitored By: Head Cashier Approved Daily By: ASM (Assistant Store Manager) or SM
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Process of Cash Refund: Reason for Refund is asked/ Bill No. is checked
Approved by SM or ASM
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This format does not contain cash memo number (C.M.No.) which is very important and necessary to maintain. Also the space for LP code is very less, it should be expanded. Cash Refund is considered to be the loss of the company because the same money cannot come back.
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Register To Be Filled By: CSD Staff Placement of Register: CSD Updating: Whenever Credit Note is issued Monitored By: Head Cashier (Daily), ASM (fortnightly) and SM (monthly)
Process of Issuing Credit Note: Check the Bill No. and the Problem
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This format does not contain cash memo number (C.M.No.) which is very important and necessary to maintain. Also the space for LP code is very less, it should be expanded. Credit Note is considered to be the loss of the company but which can be recovered within a fixed amount of time.
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Window 2 Enter Sales return reason, Bill No. and date Press Enter
Window 3
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2. Customer Requirement Register: Whenever a customer requires a product which is not available in the store he or she can register his requirement in the Customer Requirement Register. This register is also maintained by the CSD department but it is not put in the display. It is not used efficiently by the CSD. Format of Customer Requirement Register:
Date Customer Name Contact No. Customer Requirement Action taken
There is no problem with the format of this register. The only problem is that we dont make an efficient use of it. It is supposed to be checked by the Team leaders or Department managers. It is not maintained in the system.
3. Tailoring Register:
Tailoring Register is maintained to keep the record of alterations that are done in a day. CSD maintains this register and is hence responsible for all the alterations. Whenever any garment (e.g. trouser, kurta) is taken for the alterations, a slip is given to the customer. When the customer recollects the garment after the alteration he has to show that slip. A signature of the customer is also taken on the tailoring register to keep a record.
There is no problem in the format of tailoring Register. Timing and what was the alteration etc
Format:
Time Sales
Signature
Courier Outwards
S.no.
Date
Destination Address
Courier Details
Courier Name
Docket Number
Senders Name
Signature
There is a requirement of another important register i.e. Lost and Found or Complaint register. CSD staff maintains it on their own but no formal register for this purpose has been provided as yet.
5.2.2 Exchanges:
Exchange is one of the most important functions of CSD. It is the exchanges in which the CSD staff is involved most of the time. We guarantee the exchange of any product that a customer have bought from Big Bazaar and are not satisfied with it. But there are some conditions for the exchanging the goods bought from our store.
Drawback:
These conditions are also written on the back side of every bill, but we hardly follow these rules. The truth is that we do the exchanges on anytime and any day.
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The main excuses for the exchanges are: 1. Did not like 2. Incorrect size 3. Defective 4. Colour problem 5. Wrongly billing 6. Discounts not given 7. Scheme not given 8. Scheme not Updated 9. Price difference 10. Alteration error
Process for Exchange: Old Bill no. and the Gate pass is checked
Price of the old product is compared with the new one in the system
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Who Does the Exchanges? CSD staff does all the exchanges that happen in the store. Sometimes we need to take the permission of the Department Head for the exchange.
Types of Announcements:
1. Staff Announcements 2. Scheme Announcements 3. Lost and Found Announcements 4. Customer Announcements 5. Birthday Announcements
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If a customer wants to pay through credit card we use F12 key, enter the credit card name, amount and the Bill no. then we print the statement.
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5.2.7 Observations The first time visitors take CSD as a billing counter and those who have already visited take it as free Sugar counter. The primary functions of the CSD are not clear to the Customer. Daily average of customers visits at CSD: 1) For Exchanges: 2) Credit Notes made: 3) Cash Refunds made: 4) For Free Sugar 5) Alterations done: 6) Customer phone calls 7) For Billing 8) Others 60 11 13 70 09 25 30 32
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CONCLUSIONS
Big Bazaar offers a wide variety of products of different prices and different qualities satisfying most of its customers. Prices and offers in Big Bazaar have been one of the main attractions and reasons for its popularity. The price ranges and the products offered are very satisfying to the customers. Considering the fact that there are huge middle class families in India, Big bazaar has had a huge impact on the middle class section of India, the prices, variety and sales strategy has helped in getting the middle income groups getting attracted towards Big Bazaar. The store layout and the assortment of goods is not the best at Big Bazaar, Customers find it hard to find what they require; this leads to dissatisfaction of customers. Big Bazaar is not acclaimed for high class service. The staffs recruited is not very well trained and the billing queues take a long time to move, this irritates customers which makes them visit the store more seldom. The customer get all kind of products in the Big Bazaar, i.e. they are following good merchandising mix, but in some section like apparels they have to keep different brands in order to attract more customer. Word of mouth publicity played major role in making Big Bazaar so popular where as media is used to communicate new offers at the store. Customers are not aware and hence dont avail value added services provided by the store. Customers are more satisfied with the merchandising present in the food bazaar and household utensils section.
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RECOMMENDATIONS
Customer service Desk board should be brought down to the line of sight so that customers can view it and keep it in mind. A board or something should be there at the CSD to highlight its different functions. Customers should be aware of all the facilities being provided as it acts as a plus point. We should keep all the schemes and discounts updated within the system so that we can minimize the wrong billing and hence the cash refunds. Customers phone calls are not attended immediately, that is the reason why customers dont call much. Customers phone calls should be taken seriously because it is one of the important services we provide. Our seriousness can increase the number of phone calls. CSD staff should strictly follow the rules and regulations in case of exchanges. We should exchange only up to 4:00 pm There should be no exchanges on Saturdays and Sundays. CSD should be involved in its primary functions i.e. handling customer queries rather than in billing. If we shift CSD to a place which is near the cash counters we can reduce the number of bill that is being made from the CSD counter. Customers should themselves be able to differentiate between a cash counter and CSD. There should be a different Uniform for the CSD staff and different outlook of CSD counter. Space of the CSD counter should also be increased and if possible there should be at least one more computer system so as to counter the long queues. We should provide free home deliveries to those customers who purchase food items in bulk. This would also help to counter the competition of Subhiksha. When there is the entrance there should be an exit gate also near the CSD.
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CHAPTER 7 BIBLIOGRAPHY
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BIBLIOGRAPHY
References: Internal company data Employees of the store and the sales staff
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CHAPTER 8 QUESTIONNAIRE
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11) Were you asked too many questions while you were at CSD? o Yes o It doesnt matter if the issue is resolved o No
12) What was the response time at CSD? o 0-5 mins o 5-10 mins 13) CSD executives are o Properly trained and very helpful o Urgent need for Training o Need some Training o Aware of the schemes and Discounts o 10-15mins o 15-20 mins
14) How would grade the performance of the CSD staff? o Outstanding o Satisfactory o Needs improvement o Poor
15) Have you ever made phone calls to Big-Bazaar? If yes, for what? 16) Was your phone call attended o Immediately o Had to ring again o Took some time o Never picked
17) Do you listen to the scheme announcements that are made in our store? o Yes o No
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18) Are these announcements.. o o o o o Helpful in your purchase Comfortable for your ear Irritating Noisy Disturbs you while purchasing
19) Will you like to give any suggestions to improve our CSD?
Customer Information
Name.. Gender: Male ( ) Female ( ) Age group: < 20 ( ) 20-35 ( ) 35-50 ( ) >50 ( ) Annual income: <2 lacs. ( ) 2-4 lacs. ( ) 4-6 lacs ( ) >6 lacs ( ) Occupation: Self-Employed ( ) Salaried ( ) House-wives ( ) others ( )
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