Professional Documents
Culture Documents
Page No.
CHAPTER-I
INTRODUCTION
NEED FOR THE STUDY
OBJECTIVES OF THE STUDY
SCOPE OF THE STUDY
METHODOLOGY
LIMITATIONS
CHAPTER-II
LITERATURE REVIEW
CHAPTER-III
ORGANIZATION PROFILE
CHAPTER-IV
DATA ANALYSIS
&
INTERPRETATION
IN BIGBAZAAR
CHAPTER-IV
CONCLUSION
CHAPTER-V
BIBLIOGRAPHY
QUESTIONNAIRE
CHAPTER-I
INTRODUCTION
motivation, communication,
Organizations are not mere bricks, mortar, machineries or inventories. They are
people. It is the people who staff and manage organizations.
HRM functions are not confined to business establishments only. They are
applicable to non-business organizations, too, such as education, health care,
recreation, and the like.
salary and wages, bonuses, benefits, prerequisites, stock options, vacations, etc. While
setting up the packages, the following components should be kept in mind:
Salary and monthly wage: It is the biggest component of the compensation package. It
is also the most common factor of comparison among employees. It includes
Basic wage
Dearness allowance
B.Growth
Growth and development are the integral part of every individuals career. If an employee
can not foresee his path of career development in his current organization, there are
chances that hell leave the organization as soon as he gets an opportunity.
Work profile: The work profile on which the employee is working should be in
sync with his capabilities. The profile should not be too low or too high.
Personal growth and dreams: Employees responsibilities in the organization
should help him achieve his personal goals also. Organizations can not keep aside
the individual goals of employees and foster organizations goals. Employees
priority is to work for them and later on comes the organization. If hes not
satisfied with his growth, hell not be able to contribute in organization growth.
Communications skills
Technical skills
Need for such training can be recognized from individual performance reviews,
individual meetings, employee satisfaction surveys and by being in constant touch
with the employees.
C. Support
Lack of support from management can sometimes serve as a reason for Employee
retention. Supervisor should support his subordinates in a way so that each one of them is
a success. Management should try to focus on its employees and support them not only in
their difficult times at work but also through the times of personal crisis. Management
can
support
employees
by
providing
them
recognition
and
appreciation.
Employers can also provide valuable feedback to employees and make them feel valued
to the organization.
The feedback from supervisor helps the employee to feel more responsible, confident and
empowered. Top management can also support its employees in their personal crisis by
providing personal loans during emergencies, childcare services, employee assistance
programs, counseling services.
Employers can also support their employees by creating an environment of trust and
inculcating the organizational values into employees. Thus employers can support their
employees in a number of ways as follows:
By providing feedback
By counseling them
D.Relationship
Sometimes the relationship with the management and the peers becomes the reason for an
employee to leave the organization. The management is sometimes not able to provide an
employee a supportive work culture and environment in terms of personal or professional
relationships. There are times when an employee starts feeling bitterness towards the
management or peers. This bitterness could be due to many reasons. This decreases
employees interest and he becomes de-motivated. It leads to less satisfaction and
eventually attrition.
A supportive work culture helps grow employee professionally and boosts employee
satisfaction. To enhance good professional relationships at work, the management should
keep the following points in mind.
Respect for the individual: Respect for the individual is the must in the
organization.
Relationship with the immediate manager: A manger plays the role of a mentor
and a coach. He designs ands plans work for each employee. It is his duty to
involve the employee in the processes of the organization. So an organization
should hire managers who can make and maintain good relations with their
subordinates.
Relationship with colleagues: Promote team work, not only among teams but in
different departments as well. This will induce competition as well as improve the
relationships among colleagues.
dissatisfied. Employees should know what the organization expects from them
and what their expectation from the organization is. Deliver what is promised.
Promote an employee based culture: The employee should know that the
organization is there to support him at the time of need. Show them that the
organization cares and hell show the same for the organization. An employee
based culture may include decision making authority, availability of resources,
open door policy, etc.
Individual
development:
Taking
proper
care
of
employees
includes
E. Environment
It is not about managing retention. It is about managing people. If an organization
manages people well, employee retention will take care of itself. Organizations should
focus on managing the work environment to make better use of the available human
assets.
People want to work for an organization which provides
Culture
Values
Company reputation
Risk taking
Leading technologies
Trust
Flexible hours
Telecommuting
Dependent care
Vacations
Wellness
Lack or absence of such environment pushes employees to look for new opportunities.
The environment should be such that the employee feels connected to the organization in
every respect.
Objectives
METHODOLOGY
Source of data:
The study is based on both Primary data and Secondary data
Primary data:
10
Sample Size:
Sample size is 100
LIMITATIONS
1.
Study is mainly based on corporate data it may not full fill the need.
Short duration of the study, the data presentation may not give the true picture.
11
CHAPTER-II
LITERATURE REVIEW
12
Literature Review:
A literature review is a body of text that aims to review the critical points of current
knowledge including substantive findings as well theoretical and methodological
contributions to a particular topic.
Employee Retention:
1. Employers have a need to keep employees from leaving and going to work for other
companies. This is true because of the great costs associated with hiring and retraining
new employees. The best way to retain employees is by providing them with job
satisfaction and opportunities for advancement in their careers (Eskildesen 2000,
Hammer 2000)
2. Employees that are satisfied and happy in with their jobs are more dedicated in doing a
good job and taking care of customers that sustain the operation. Job satisfaction is
something that working people seek and a key element of employee retention ( Marini
2000, Denton 2000)
3. Research has shown that there may be many environmental features that can be created
and maintained to give employees job satisfaction. Pay and benefits, communication,
motivation, justice and leisure time all seem to play a part as to weather employees are
satisfied with their jobs, according to studies which helps to retain employees. (Brewer
2000, Employee 2000: Money 2000; Wagner 2000).
4. The employees are extremely crucial to the organization since their value to the
organization is essentially intangible and not easily replicated Meaghan et al (2002).
Therefore, managers must recognize that employees as major contributors to the efficient
achievement of the organizations success (Abbasi et al. (2000)).
5. Employee engagement, the organizations capacity to engage, retain, and optimize the
value of its employees hinges on how well jobs are designed, how employees time is
used, and the commitment and support that is shown to employees by the management
would motivate employees to say in organizations (Johnson et al (2000)).
6. Knowledge accessibility, the extent of the organizations collaborativeness and its
capacity for making knowledge and idea widely available to employees, would make
employees to say in the organization. Sharing of information should be made at all levels
13
14
CHAPTER-III
INDUSTRY PROFILE
15
INDUSTRY PROFILE
Retailing
Retailing is the transaction between the seller and consumer for personal
consumption. It is does not include transaction between the manufacturer,
corporate purchase, government purchase and other wholesale purchase. A
retailer stocks the goods from the manufacturer and then sells the same to the
end user for a marginal profit.
Introduction
Retailing involves all activities incidental to selling to ultimate consumer
for their personnel family and household use. It does this by organizing their
availability on a relatively large scale and supplying them to a customer on a
relatively small scale. Retailer is any person/organization instrumental in
reaching the goods or merchandise or services to the end users. Retailer is a
must and cannot be eliminated.
The Indian retailing industry is becoming intensely competitive, as more
and more payers are Vying for the same set of customers. The major retail
players are Pantaloon Retail, Shoppers Stop, Reliance, etc..,
16
A. Introduction:
Strategy suggested: A rapid penetration strategy is suggested at this Stage i.e.
low price and high promotion.
17
B. Growth:
The strategy of adopting quality and styled products with new models and
shift of advertising from product awareness to product preference Eg ; the big
bazaar advertisement says surf excel is cheaper than the market price. The idea
behind adopting strategy is to strengthen against competitors
C . Maturity:
Enter new market segments that is either enter new geographic areas e.g.
;vishal megha mart has opened stores in smaller cities tier II and III cities
Decline:
The window of opportunity is closing fast and modern retail share is reaching
40 to 60 percent. Though the opportunity is closing the existing retailers can
enter with new formats such as discount models or non-food formats such as
consumer electronics and apparel.
Window of opportunity ends for about 5 to 10years before a market
enters the closing phase and reaches saturation level. India for example, was in
the opening stage in 1995 and entered peaking stage in the year 2003 and
reached
number
rank
18
in2005.
19
Panasonic, etc.
the growing influences of domestic and foreign retail Chains. Reach of satellite
T.V. channels is helping in creating awareness about global products for local
markets.
About 47% of India's population is under the age of 20; and this will
Scope in retailing
Retail is clearly the sector that is poised to show the highest growth in the next
five years. The sector is set for a revolution, as both the present players and new
20
entrants are gearing up to explore the market. This sector contributes 10% of
India's GDP and the current growth rate is 8.5%.
The present size of the organized retailing sector is approximately 3% and is
expected to grow to 25-30% by the year 2010. There are about 300 new malls,
1500 supermarkets and 325 departmental stores currently under construction.
Many players are coming up with huge investments, due to which the present
12 million mom-and-pop shops and kirana stores fear losing their business. Most
predictions say that the sector might reach to US$ 400-600 billion by the year 2010.
Global retail giants such as Wal-Mart, Tesco, Germany's Metro AG and
many others are ready to enter the retail markets. The rising demand of branded
products and increase in purchasing power has lured these companies to enter the
market.
21
India's retail industry is the second largest sector, after agriculture, which
provides employment. According to Associated Chambers of Commerce and
Industry of India (ASSOCHAM), the retail sector wills Create 50,000 jobs in
next few years. Retail companies are starting retail management courses in
Partnership with management institutes, roping in talent from other Sectors and
developing comprehensive career growth and loyalty Plans for existing
employees. Top players like Pantaloon Retail India Limited, Trent, Shopper's
Stop,
RPG
Group
and
ebony
are
virtually
on
their
toes.
Consider the plans of largest player, The Pantaloon Retail India Ltd, The
company has developed a comprehensive strategy, where in it Expects that in
2years, it will not recruit any new managers from outside. Trent has also started
in-house learning programs and now goes to under graduate colleges to recruit
students. Since, the job market is hugely receptive to this with more and more
business schools focusing on the sector and large retailers setting up retail
academics.
22
23
advertise in newspapers, use direct mail, billboards, television, radio, and the
Internet
b. Merchandising
In retail, merchandising is the practice of making products in stores available
to consumers, primarily by stocking shelves and displays. Use these
merchandising resources to learn how to create an attractive display, get tips for
product placement and receive other retail merchandising advice.
Retail Strategy
24
25
26
format retail strategy that captures almost the entire consumption basket of Indian
customers. In the lifestyle segment, the group operates Pantaloons, a fashion retail
chain and Central, a chain of seamless malls. In the value segment, its marquee brand,
Big Bazaar is a hypermarket format that combines the look, touch and feel of Indian
bazaars with the choice and convenience of modern retail
27
Respect & Humility: to respect every individual and be humble in our country
Future group firms
28
29
CHAPTER-III
COMPANY PROFILE
30
Company Profile:
Big Bazaar is not just another hypermarket. It caters to every need of your family.
Where Big Bazaar scores over other stores is its value for money proposition for the
Indian customers.
Big Bazaar is a chain of hypermarket in India. As of June 2, 2012 there are 214 stores
across 90 cities and towns in India covering around 16 million sq.ft. of retail space.
Big Bazaar is designed as an agglomeration of bazaars or Indian markets with clusters
offering a wide range of merchandise including fashion and apparels, food products,
general merchandise, furniture, electronics, books, fast food and leisure and
entertainment sections.
Big Bazaar is part of Future Group, which also owns the Central Hypermarket, Brand
Factory, Pantaloons, eZONE, HomeTown, futurebazaar.com, KB's Fair Price to name
a few and is owned through a wholly owned subsidiary of Pantaloon Retail India
Limited(BSE: 523574 523574), that is listed on Indian stock exchanges.
History
Big Bazaar was launched in September, 2001 with the opening of its first four stores in
Calcutta, Indore, Bangalore and Hyderabad in 22 days. Within a span of ten years,
there are now 161 Big Bazaar stores in 90 cities and towns across India. By September
2012 BIG BAZAAR will have two more stores in North east namely SILCHAR and
JORHAT in Assam.
Big Bazaar was started by Kishore Biyani, the Group CEO and Managing Director of
Pantaloon Retail India. Though Big Bazaar was launched purely as a fashion format
including apparel, cosmetics, accessory and general merchandise, over the years Big
Bazaar has included a wide range of products and service offerings under their retail
chain. The current formats includes Big Bazaar, Food Bazaar, Electronic Bazaar and
31
Furniture Bazaar. The inspiration behind this entire retail format was from Saravana
Stores, a local store in T. Nagar, Chennai
The stores are customized to provide the feel of mandis and melas [2] while offering the
modern retail features like Quality, Choice and Convenience. As the modern Indian
family's favorite retail store, Big Bazaar is popularly known as the "Indian Walmart".
On successful completion of ten years in Indian retail industry, in 2011, Big Bazaar
has come up a new logo with a new tag line: Naye India Ka Bazaar, replacing the
earlier one: 'Isse Sasta Aur Accha Kahin Nahin'. [3]
Strategy
3-C Theory
According to Kishore Biyani's 3-C theory, Change and Confidence among the entire
population is leading to rise in Consumption, through better employment and income
which in turn is creating value to the agricultural products across the country.
[4]
Big
32
Operations
Respect & Humility: To respect every individual and be humble in our conduct.
Simplicity & Positivity: Simplicity and positivity in our thought, business and
action.
Culture
We work in an environment where the deadlines are tighter and the jubilations even more
exciting. We like to maintain this energy we've got going on, so we make sure to bring on
board exactly the right people. Everyone here has a range of amazing (and often hidden)
talents and creative interests.
TeamKashyap Deorah
President
34
consumers to purchase products and services by phone. In Sep 2010, Chaupaati merged
into India's largest retailer Future Group.
Earlier, Kashyap started the US office of Geodesic (NSE: 503699) in the capacity of VP,
Business Development doing online affiliate sales in North America and mobile OEM
sales in Taiwan & China. Kashyap was an early employee at Jasper Design Automation.
Besides naming the company, he made contributions to the sales campaigns for key
customers and prospects in North America and Northern Europe. While a final year
student at IIT Bombay, Kashyap co-founded Righthalf, the first campus start-up as part of
the IIT Bombay Business Incubator. After a successful acquisition of Righthalf by
Stratify, he moved to the Silicon Valley in late 2000. Since then, he has worked with
high-tech startups doing sales, business development and product management.
Kashyap graduated from IIT Bombay in 2000 with a B. Tech. in Computer Science and
Engineering. Kashyap loves traveling, snowboarding, bungee jumping and climbing
mountains.
Gaurav Agarwal
Marketing
Gaurav heads marketing at Future Bazaar. As the head of marketing, Gaurav is in-charge
of online traffic, marketing affiliates and vendor program.
Gaurav has led many roles in early stage to growth phase startups often working in
companies with less than 30 employees. His last stint was with Amar Chitra Katha where
he created the New Media Division from scratch and grew the spread of ACK Comics to
all platforms. Prior to ACK, he has worked in the microfinance technology sector and
even attempted a startup in the complex event processing space.
Gaurav graduated from IIT Bombay in 2003 with an B. Tech and M. Tech. in Micro
Electronics.
35
isn't
your
ordinary
department
store.
It's
been
36
Target Audience
Big Bazaar targets higher and upper middle class customers, the large and
growing young working population is a preferred customer segment, Big Bazaar
specifically targets working women and home makers who are the primary
decision makers.
37
Product mix
Denims& t-shirts Fabrics& cut pieces Formal wear Casual wear Party wear
Ethnic wear Accessories Under garments Night wear Dress material Saris Staples
Ready to eat Ready to cook International food Spices Imported bazaar Tea&
coffee Fruits Vegetables Imported fruits Dairy products Soft drinks Packaged
juices Milk item Frozen foods Ice creams Shampoos Detergents Soaps Liquid
wash creams deodorants Home cleaners utensils plastics crockery
Pricing
Value pricing (EDLP) Promotional pricing ,low interest financing
,psychological discounting, special event pricing Differentiated pricing ,time
pricing, Bundling.
Place-store locations
Initially identifies future/ potential development areas, acquire such areas at an
early phase before the real estate value booms, and located at high traffic areas.
Promotion
Saal ke Sabse Saste 3 Din
Future card(3% discount)
38
Shakti card
Advertising(print ads, TV ads, radio)
Brand endorsement by M.S DHONI
Exchange offer
Weekend discounts
Point of purchase promotions
` Junk' swap offer- Exchange anything
E-tailing
To overcome location disadvantage- launched a merchandise retailing
website www.futurebazaar.com which targets high-end customers ready to use
credit cards. Internet as place has put them in a profitable position because there is
minimal expense of maintaining a website.
39
40
BOARD OF DIRECTORS
Kishore Biyani is the Managing Director of Pantaloon Retail (India) Limited and
Mr.GopikishanBiyani,Wholetime Director
Gopikishan Biyani,
41
actively
involved
in
the
financial,
audit and
corporate
AWARDS
2009
42
43
The forum presents the business of retail in the region to a global audience,
with the express aim of facilitating understanding about and encouraging
investment in this massive marketplace.
Big Bazaar, the value format of Future Group bagged the Best Retailer Of The
Year Hypermarket
44
45
Employee Retention
For managers, nothing feels better than having a strong, successful,
happy workforce in place that is mutually focused on the organizations
performance. Hiring top-quality individuals is an important task on its own,
but essential to any managers ongoing process is a critical retention
strategy. In fact, hiring does not end when the candidate has accepted the
position. Advantageous initiatives and well-planned processes must be
firmly in place and consistently nurtured so that employees will have
reasons to remain with your company for growth to continue. Following a
well developed strate gy will let you reduce recruitment through retaining
your top-performing talent.
Obviously, you cannot hold onto all your best people, but you can
certainly minimize the loss. Reducing employee turnover is a strategic and
vital issue, beneficial to your companys bottom line. It has taken
considerable time and resources to attain a staff that you are proud of to
replace them starves your organization of many essential success factors
(money, overall attitude, productivity, etc.) and the companys ultimate
triumph. The intent of this whitepaper is to help you discover the importance
of retaining your valuable employees and provide you with a list of
solutions.
46
47
Like an art collector who has spent time and research attaining that
Great Masters work which embodies the talent, skills and training of the
artist, getting excellent staff requires the same passion. The collector protects
the painting with superior security and environmental methods. In your
position as a manager of people you must do whatever you can to keep that
priceless individual who works hard for your company and generates strong
results.
48
The old adage Look after the small things and the big things look after
themselves can easily apply to your workforce.
Your staff is more than employees. They are valuable individuals with
unique competencies and characteristics who require appreciation as much
as a paycheck. In fact, people are the single most valuable element within
your organization.
through a recession.
These companies will emerge from the recession stronger and
49
50
1. Recruitment costs
From advertising to the time spent interviewing and sourcing.
2. Training costs
Orientation materials and trainers time (ex. call center agents require on
average 4 - 6 weeks or more of classroom training).
51
2.
3.
52
5.
In a nutshell, champion them and they will champion you and the
company.
6.
Let them know how valuable their contributions are to the company.
Honor your commitments to them.
1.
Knowing how to select the right people, and in fact, actually selecting
them is essential to successful performance. - Bill Pollock, People Are
Everything
It is important that both the organization and the employee know what they
want to get out of the job.
54
The goal for any recruitment strategy should be to attract a top performer
who will stay with the company for as long as possible. In order to hire those
near perfect individuals, an ideal role profile should be created. If a
company spends quality time, energy and focus to create such a profile it
becomes much easier to source qualified candidates who will successfully
fill the position.
2.
Once ideal candidates are hired, their orientation to the company and the role
is paramount. Orientation is the critical fitting in phase of the training
process. New hires are oriented to the workplace culture, trained in the role
and learn the companys expected outcomes. The orientation process must
provide a clear understanding of the role and the performance targets
necessary to attain to complete the role successfully. By establishing these
55
targets from the outset, the employee will not be faced with surprise
expectations, instilling both confidence and reliability.
3.
Performance Reviews
56
4.
Clear and open communication is the best foundation for nurturing staff.
Nothing says respect or models empowerment more than managers who
actively listen to their employees. The active listener appreciates the
employees feelings, input and concerns which can be the most costeffective way to acknowledge people.
Being heard builds self-esteem and employees with high self-esteem feel
trusted and valued and are less likely to feel marginalized.
People work for people, not companies, and people need to communicate
effectively to ensure that their voices are being heard and their concerns
addressed.
5.
Morale
Whether employees are heading for the exits at an alarming rate or because
employee relations issues are becoming increasingly problematic, the issue
of morale is critical to operational success and should be the cornerstone for
57
any retention strategy. Morale directly affects the bottom line through its
impact on productivity, customer service (and therefore customer loyalty),
turnover, absenteeism and litigation.
6.
Program
Competitive compensation and benefit packages including salary, bonuses,
stock options, and the traditional health insurance and retirement packages
are tools that some companies use to help keep employees onboard. Salary
increases should be structured to stay competitive within your market sector,
geography and the position.
58
7.
Time Off
Flexible work hours
Job-sharing
Office Space
Home Office
Special Projects, Committee Involvement
Public Acknowledgment
Career development and training
Company organized discounts such as fitness memberships, discounts
on company products / services, discounts on clients products /
services
Community and Charity Involvement
59
8.
Employee Surveys
Collecting survey data and understanding concerns is only the first step.
Managers need to craft and implement policies that meet employee concerns
head-on. Organize company-wide communication sessions that feed back
survey responses and associated actions, this lets employees know they are
being heard and that their issues are being addressed. Employee surveys are
best delivered by a third party consultative company
9.
Exit Interviews
Facts do not cease to exist because they are ignored. Aldous Huxley
It is unrealistic to think that good people can be trapped. So, when people do
leave it is important to know why and adjust hiring profiles, policies and
practices within the company to address the concerns.
A structured exit interview program can play an integral role in employee
retention. Remember it is important to learn from the information gleaned in
these interviews. By not paying attention to the results turnover will
continue for the same reasons.
There are five key guidelines that should be kept in mind to help ensure that
the end result is a useful and effective survey:
60
Do not focus solely on the employees reasons for leaving but also on
the employees attitudes and experiences that identify the issues and
concerns which may not surface when asking about reasons for
leaving.
Ensure that there is more than one way for employees to express their
reasons for leaving including several open-ended questions for them
to include their own comments to get a full perspective on their
decision to leave.
Incorporate key behavioral measures such as the employees
satisfaction with the job itself, how well the employees job
responsibilities
were
defined,
perceived
opportunities
for
61
10.
The word boomerang has recently been used to describe employees who
return to an organization. Boomerang employees are usually very committed
to their position and the company and are therefore can become the some of
your best recruiters for new talent and mentors for existing employees. The
time they have spent away from the organization has given them the
additional knowledge of the market, and they have personally experienced
that perhaps the grass isnt greener on the other side.
Company Profile
Big Bazaar is a chain of hypermarket in India. As of June 2, 2012 there are 214 stores
across 90 cities and towns in India covering around 16 million sq.ft. of retail space.
Big Bazaar is designed as an agglomeration of bazaars or Indian markets with clusters
offering a wide range of merchandise including fashion and apparels, food products,
general merchandise, furniture, electronics, books, fast food and leisure and
entertainment sections.
Big Bazaar is part of Future Group, which also owns the Central Hypermarket, Brand
Factory, Pantaloons, eZONE, HomeTown, futurebazaar.com, KB's Fair Price to name
a few and is owned through a wholly owned subsidiary of Pantaloon Retail India
Limited(BSE: 523574 523574), that is listed on Indian stock exchanges.
History
Big Bazaar was launched in September, 2001 with the opening of its first four stores in
Calcutta, Indore, Bangalore and Hyderabad in 22 days. Within a span of ten years,
there are now 161 Big Bazaar stores in 90 cities and towns across India. By September
62
2012 BIG BAZAAR will have two more stores in North east namely SILCHAR and
JORHAT in Assam.
Big Bazaar was started by Kishore Biyani, the Group CEO and Managing Director of
Pantaloon Retail India. Though Big Bazaar was launched purely as a fashion format
including apparel, cosmetics, accessory and general merchandise, over the years Big
Bazaar has included a wide range of products and service offerings under their retail
chain. The current formats includes Big Bazaar, Food Bazaar, Electronic Bazaar and
Furniture Bazaar. The inspiration behind this entire retail format was from Saravana
Stores, a local store in T. Nagar, Chennai
The stores are customized to provide the feel of mandis and melas [2] while offering the
modern retail features like Quality, Choice and Convenience. As the modern Indian
family's favorite retail store, Big Bazaar is popularly known as the "Indian Walmart".
On successful completion of ten years in Indian retail industry, in 2011, Big Bazaar
has come up a new logo with a new tag line: Naye India Ka Bazaar, replacing the
earlier one: 'Isse Sasta Aur Accha Kahin Nahin'. [3]
Strategy
3-C Theory
According to Kishore Biyani's 3-C theory, Change and Confidence among the entire
population is leading to rise in Consumption, through better employment and income
which in turn is creating value to the agricultural products across the country.
[4]
Big
63
64
Respect & Humility: To respect every individual and be humble in our conduct.
Simplicity & Positivity: Simplicity and positivity in our thought, business and
action.
Culture
We work in an environment where the deadlines are tighter and the jubilations even more
exciting. We like to maintain this energy we've got going on, so we make sure to bring on
board exactly the right people. Everyone here has a range of amazing (and often hidden)
talents and creative interests.
65
Team
Kashyap Deorah
President
66
Gaurav heads marketing at Future Bazaar. As the head of marketing, Gaurav is in-charge
of online traffic, marketing affiliates and vendor program.
Gaurav has led many roles in early stage to growth phase startups often working in
companies with less than 30 employees. His last stint was with Amar Chitra Katha where
he created the New Media Division from scratch and grew the spread of ACK Comics to
all platforms. Prior to ACK, he has worked in the microfinance technology sector and
even attempted a startup in the complex event processing space.
Gaurav graduated from IIT Bombay in 2003 with an B. Tech and M. Tech. in Micro
Electronics.
67
CHAPTER - V
DATA ANALYSIS AND INTERPRETATION
68
Percentage analysis
Actual Population
Simple Percentage = -------------------------- x 100
Sample Size
69
PERCENTAGE ANALYSIS
TABLE 1
Table No.1 Shows the employees category distribution on the basis of gender
S.No.
Gender
No.of Employees
Simple Percentage
1.
2.
Male
Female
Total
58
42
100
58
42
100
Inference
The above table shows that 58% of the employees are belong to male category and the rest 42% are belongs
to female category..
Chart 1
Chart showing the number of respondents based on gender
70
TABLE 2
Table No.2 Shows the age wise distribution of the employees
S.No.
Age Group
No.of Employees
Simple Percentage
1.
2.
3.
4.
5.
18-25 Years
26-35 years
36-45 Years
46-55 Years
Above 55 Years
Total
25
50
25
0
0
100
25
50
25
0
0
100
INFERENCE
The above table shows that majority of the employees i.e., 50% are attained the age 18-25 Years,
25% of the employees are attained the age 18-25 years and 25% of the employee are attained the age
between 36-45 years and there is no respondents in the age 46-55 and above 55years.
CHART 2
Chart showing age group of respondents
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TABLE 3
Table No. 3 Shows the experience of the employees
S.No.
1.
2.
3.
4.
5.
Experience
Below 1 Year
1-3 Years
4-6 Years
7-9 Years
10-12 Years
Total
No.of Employees
48
35
17
0
0
100
Simple Percentage
48
35
17
0
0
100
INFERENCE
The above table shows the experience of the employees i.e, 48% of the employees is below 1 Year, 35% of
the employee are between 1-3 years and 17% of the employees are between 4-6 Years, there is no
respondents in the 7-9 years and 10-12 years.
CHART 3
Chart Showing the experience of the respondents
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TABLE 4
Table No.4 Shows the income level of the employees
S.No.
Income
No.of Employees
Simple Percentage
1.
2.
3.
4.
5.
68
12
5
15
0
25
68
12
5
15
0
100
INFERENCE
The above table shows the income level of the employee i.e., 68% of the employees is Rs. 3001
4000, 15% of the employees are Rs. 6001 7000 and 12 % of the employees are Rs. 4001 5000, 5% of
the employees are Rs. 5001 6000.
CHART 4
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TABLE 5
Table No.5 Salary and Compensation
S.No.
Factors
No.of Employees
Simple Percentage
1.
Highly Satisfied
2.
Satisfied
17
17
3.
Neutral
20
20
4.
Dissatisfied
43
43
5.
Highly dissatisfied
18
18
Total
100
100
INFERENCE
The above table shows employees satisfied with their salary and compensation i.e, 2% of the
employees said highly satisfied, 17% of the employees said satisfied and 20% of the employees are said
neutral and 43% of the employees said dissatisfied and 18% are highly dissatisfied.
CHART 5
Chart showing salary and compensation
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TABLE 6
Table No.6 Leave Benefits
S.No.
Factors
No.of Employees
Simple Percentage
1.
Highly Satisfied
12
12
2.
Satisfied
46
46
3.
Neutral
33
33
4.
Dissatisfied
5.
Highly dissatisfied
Total
100
100
INFERENCE
The above table shows employees leave benefits i.e, 12% of the employees said highly satisfied,
46% of the employees said satisfied and 33% of the employees are said neutral and 9% of the employees
said dissatisfied and 18% are highly dissatisfied.
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TABLE 7
Table No. 7 Health related benefits
S.No.
Factors
No.of Employees
Simple Percentage
1.
Highly Satisfied
12
12
2.
Satisfied
39
39
3.
Neutral
35
35
4.
Dissatisfied
14
14
5.
Highly dissatisfied
Total
100
100
INFERENCE
The above table shows employees Health related benefits i.e, 12% of the employees said highly
satisfied, 39% of the employees said satisfied and 35% of the employees are said neutral and 14% of the
employees said dissatisfied and 18% are highly dissatisfied.
CHART 7
Chart showing about the health related benefits
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TABLE 8
Table No. 8 Long term care insurance
S.No.
Factors
No.of Employees
Simple Percentage
1.
Highly Satisfied
12
12
2.
Satisfied
64
64
3.
Neutral
13
13
4.
Dissatisfied
11
11
5.
Highly dissatisfied
Total
100
100
INFERENCE
The above table shows employees Long term care insurance i.e, 12% of the employees said highly
satisfied, 64% of the employees said satisfied and 13% of the employees are said neutral and 11% of the
employees said dissatisfied.
CHART 8
Chart showing about the Long term care Insurance
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FINDINGS
1.
Most of the customers buy their requirement in Big Bazaar on the basis of Weekly
and monthly basis. Customers realized that Big Bazaar stores provide qualitative
products/service with reasonable price.
2. At present time Big Bazaar provide different types of product assortments to the
customers.
3. Continuously opening of Big Bazaar chains in different major cities, increasing
quantities of the customers & profit show that Big Bazaar most accepted name in
organized retail chain in India.
4. Big Bazaar mainly deal with middle income group people who want qualitative
product with reasonable cost.
5. Big bazaar has a good reputation of itself in the market.
6. Big bazaar has positioned itself in the market as a discounted store.
7. Big bazaar holds a huge customer base. The majority of customers belong to middle
class family.
8. Impulse buying behavior of customers comes in to play most of the times in big bazaar.
9. There are more than 50 big bazaars in different cities of India, it seems that there is a
vast growth of big bazaar lying as customers demand is increasing for big bazaars.
10. Big bazaar is a hypermarket as it provides various kinds of goods like apparels, grocery, stationary, food items,
electronic items, leather items, watches, jewellery, crockery, decorative items, sport items, chocolates and many more. It
competes with all the specialty stores of different products which provide goods at a discounted rate all through the year.
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11. The major players in retail industries are Big bazaar, The Tata Groups (Croma),
Vishal Retail Group, Reliance Retail, Kirana stores & Sabka Bazaar etc.
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SUGGESTIONS
Big bazaar should include more of branded products its product category so as to
attract the brand choosy people to come in to big bazaar.
Big bazaar should provide large parking space for its customers so that they can
easily park their vehicles.
It should make different cash counters for different customers. Cash counter and
credit card payment counter should be placed differently in order to reduce the
rush and save the customers time. This will be a kind of motivator for the
customers of big bazaar.
The service of the sales person is needed to be improved. Personal care should be
taken by the sales person for the customers so that the customers feel good.
During the off peak hours big bazaar should provide some offers to its customers
so that people would be encouraged to come to big bazaar during off peak hours.
The customers who are present in the mall during the off peak hours of big bazaar
will definitely go in to big bazaar if surprise offers are made at that time.
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CONCLUSION:
Retention programs often fail because managers do not know and, therefore, do not act on themost
important areas affecting and employees intention to leave. Across the organizations, individual
development and career advancement stand out as both frequent and critical key drivers of any employees
intent to leave.
While the general conclusions across organizations may appear similar,at
composition and ordering of specific retention key drivers is unique to each company. In addition, the
meaning attached to specific drivers and, therefore, the actions to be taken may vary by organization.
Before implementing targeted solutions to improve retention, managers need to determine which
factors drive retention th their organization as well as the meaning of those drivers.
Thus I conclude that this employee retention is very important task in an every organization to
have retained the employees.
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82
QUESTIONNAIRE
Name:
Designation:
Qualification:
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BIBLIOGRAPHY
Books:
Louden D.L. & bitta delia consumer behavior ( tata Mc. Graw hill, 4th edition )
Newman A.J. and Cullen P,Retailing,Environment and operations(Vikas,1st Ed.)
Websites:
www.bigbazaar.com
http://www.citehr.com/48275-executive-summary-n-conclusion-employee-retention-2.html#post222921
Retention review- From Wikipedia
http://en.wikipedia.org/wiki/employee retention
http://www.cs.ny.gov/successionplanning/workgroups/Retention/employeeretentionreport.pdf
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