Star bazzar

7/29/2019 Star bazzar

1/54

1. INTRODUCTION To retail Industry

.

RETAIL INDUSTRYIn the Indian retailing industry, food is the most dominating sector and is

growing at a rate of 9% annually. India retail industry is progressing well

and for this to continue retailers as well as the Indian government will have

to make a combined effort. The branded food industry is trying to enter the

India retail industry and convert Indian consumers to branded food. Since

at present 60% of the Indian grocery basket consists of non- branded

items.

India retail industry is expanding itself most aggressively; as a result a

great demand for real estate is being created. Indian retailers preferred


2/54

means of expansion is to expand to other regions and to increase the

number of their outlets in a city. It is expected that by 2010, India may

have 600 new shopping centers.

The Indian retail market, which is the fifth largest retail destination globally,according to industry estimates is estimated to grow from the US$ 330billion in 2007 to US$ 427 billion by 2010 and US$ 637 billion by 2015.Simultaneously, modern retail is likely to increase its share in the totalretail market to 22 per cent by 2010.

Continuing the robust growth of the organized retail in India, according tothe Credit Rating and Information Services of India, the industry raked inUS$ 25.44 billion turnover in 2007-08 as against US$ 16.99 billion in 2006-07, a whopping growth rate of 49.73 per cent.

India retail industry is the largest industry in India, with an employment of

around 8% and contributing to over 10% of the country's GDP. Retail

industry in India is expected to rise 25% yearly being driven by strong

income growth, changing lifestyles, and favorable demographic patterns.

"The story is not about us, but this story is about the people who visit our

stores. This is a proud moment for India."

One of the biggest retail here in India we know is Kishore Biyanis big

bazaar. The company ended 2007-08 with Rs5048crore in revenue.

Biyani's and Big Bazaar's, march comes at a time when several new

retailers are slowing expansion, reducing the number of outlets, effecting


3/54

layoffs, even exiting the business.

By 2011, he claims, there will be 300 Big Bazaars, and Pantaloon Retail

(India) Ltd, his flagship, will have revenue of Rs13000crore.

Thus here we will know about the company profile, operations and also

about the consumer behavior towards the schemes, discount, etc which

are offered by the store to facilitate customers.

PRODUCT LINE

Here, one finds over 170,000 products under one roof that cater to everyneed of a family, making StarBazaar Indias favorite shopping destination.Where STAR Bazaar scores over other stores is its value for moneyproposition for the Indian customers. Star Bazaar, one finds a huge

variety of products to select from with a good price and quality. With theever increasing array of private labels, it has opened the doors into theworld of fashion and general merchandise including home furnishings,utensils, crockery, cutlery, sports goods and much more at surprisingly lowprices.In recent years, Star Bazaar has adopted value pricing in which they winloyal customers by charging a fairly low price for a high quality offering.However, consistent low price for the products is not only the universallydesired characteristic.


4/54

Pricing Strategy Beginning

Star Bazaar for a shopping spree

Hypermarkets offer customers a value equation that includes quality and

convenience in an unbeatable combination

Hypermarkets like Star Bazaar

are changing the way people

shop for their groceries and

household essentials. People

who used to visit the local

shops and vegetable markets frequently are now

buying at hypermarkets such as Star Bazaar that

offer customers a variety of products at affordableprices, in a comfortable environment. But while

affordability is a big factor for customers, they also

seek value and quality which they know they will get

at Star Bazaar, a Tata enterprise.
http://ts%28%27content%27%2C-1%29/http://ts%28%27content%27%2C1%29/http://ts%28%27content%27%2C-1%29/http://ts%28%27content%27%2C1%29/http://ts%28%27content%27%2C-1%29/http://ts%28%27content%27%2C1%29/http://ts%28%27content%27%2C-1%29/http://ts%28%27content%27%2C1%29/http://ts%28%27content%27%2C-1%29/http://ts%28%27content%27%2C1%29/


5/54

The uniqueness of each Star Bazaar store lies in

the size and spread of its merchandise range.

Shoppers can select from a large range of staples,

fresh goods, apparel, luggage, consumer durables,

household products and much more and also enjoythe benefit of generous reductions on the market

rate.

"A customer who is buying in a hypermarket is, in

his mind, comparing it with what is available

elsewhere. There is always in the customers mind

a value equation and we have to be able to deliver

that," says Neeti Chopra, head, marketing, Trent.

The stores stock goods according to regional

customer preferences, as customers in different

regions favour different essentials. For instance, in

Gujarat, people tend to stock up on their pulses

whereas in northern India, basmati rice is a big item.

Star Bazaar is aware that people today look at value

as a critical component while shopping. And that thefirst visit may be put down to curiosity, but

customers will keep coming back only if they are

satisfied with the choices, the quality and the value

of the products on sale. So the big focus is on

understanding its customers who they are, what

they want, what is relevant to them, and how to

package it in a manner that makes the store more

attractive to them.

Regionalism also comes into play in the back end of

the retail operation Star Bazaar has tied up with

local and regional vendors for supplies and

transportation of goods. The chain will focus largely

on the metros; by year 2010, the chain hopes to


6/54

have 20-25 stores across the country.

PRICING:

Pricing is basically setting a specific price for a product or serviceoffered. In a simplistic to the concept of price as the amount ofmoney that customers have to pay to obtain the product. Setting aprice is not something simple. Normally it has been taken as ageneral law that a low price will attract more customers. It is not avalid argument as customers do not respond to price alone; theyrespond to value so a lower price does not necessarily meanexpanded sales if the product is not fulfilling the expectation of thecustomers

Generally pricing strategy under marketing mix analysis is dividedinto two parts: price determination and price administration (ibid).

Price determination is referred to as the processes and activitiesemployed to arrive at a price for a product including considerationof relative prices of products within the same line, and differences

in price for similar products of differing grades and qualities.Price administration is referred to as the activities involved infitting basic prices to particular sales situations such asgeographic locale, functions performed by customers, position ofdistribution channel members, or special sales situations.


7/54

MARKETING STRATEGY


8/54

PROCESS FOLLOWED

Segmentation, targeting, and positioning together comprise athree stage process.

a. Determine which kinds of customers exist,

b. Select which ones we are best off trying to serve,

c. Implement our segmentation by optimizing ourproducts/services for that segment and communicating that wehave made the choice to distinguish ourselves that way.

SEGMENTATION:

Segmentation involves finding out what kinds of consumers withdifferent needs exist. In the auto market, for example, someconsumers demand speed and performance, while others aremuch more concerned about roominess and safety. In general, itholds true that You cant be all things to all people, andexperience has demonstrated that firms that specialize in meeting

the needs of one group of consumers over another tend to bemore profitable.

Several different kinds of variables can be used for segmentation:-

1. Demographic variables essentially refer to personal statistics such

as income, gender, education, location (rural vs. urban, East vs. West),

ethnicity, and family size. Campbells soup, for instance, has found

that Western U.S. consumers on the average prefer spicier soups

thus, you get a different product in the same cans at the East and West

coasts. Facing flat sales of guns in the traditional male dominated

market, a manufacturer came out with the Lady Remmington, a more


9/54

compact, handier gun more attractive to women. Taking this a step

farther, it is also possible to segment on lifestyle and values.

2. Some consumers want to be seen as similar to others, while a

different segment wants to stand apart from the crowd.

3. Another basis for segmentation is behavior. Some consumers are

brand loyali.e. they tend to stick with their preferred brands even

when a competing one is on sale. Some consumers are heavy users

while others are light users. For example, research conducted by the

wine industry shows that some 80% of the product is consumed by20% of the consumerspresumably a rather intoxicated group.

4. One can also segment on benefits sought, essentially bypassing

demographic explanatory variables. Some consumers, for example,

like scented soap (a segment likely to be attracted to brands such as

Irish Spring), while others prefer the clean feeling of unscented soap

(the Ivory segment). Some consumers use toothpaste primarily to

promote oral health, while another segment is more interested in

breathe freshening.

TARGETING:

1. In the next step, we decide to target one or more segments. Our

choiceshould generally depend on several factors:-

First


10/54

How well are existing segments served by other manufacturers? It will

be more difficult to appeal to a segment that is already well served

than to one whose needs are not currently being served well.

Secondly

How large is the segment, and how can we expect it to grow?

Thirdly

Do we have strengths as a company that will help us appeal

particularly to one group of consumers?

2. Star Bazaar targets higher and upper middle class customers.

3. The large and growing young working population is a preferredcustomer segment.

4. StarBazaar specifically targets working women and homemakers who are the primary decision makers.It is part of StarBazaars new Guerrilla Marketing Strategy.

5. Guerrilla force is divided into small groups that selectivelyattack the target at its weak points. Guerilla marketing is just one

of the strategies and surely one can learn a lot from the ongoingbattle, especially people interested in marketing/marketingtechniques.

POSITIONING:


11/54

Positioning involves implementing our targeting. For example, Apple

Computer has chosen to position itself as a maker of user-friendly

computers.


12/54


13/54

RETAIL MIX:

1.Merchandise assortment

The company was looking for a solution that would bring all of itsbusinesses and processes together. After a comprehensiveevaluation of different options and software companies, themanagement at Pantaloon decided to go in for SAP.

Some of the qualities of SAP retail solutions are that it supportsproduct development, which includes ideation, trend analysis, andcollaboration with partners in the supply chain; sourcing andprocurement, which involves working with manufacturers to fulfil

orders according to strategic merchandising plans and optimisecost, quality, and speedvariables that must be weighteddifferently as business needs, buying plans, and market demandpatterns change; managing the supply chain, which involveshandling the logistics of moving finished goods from the sourceinto stores and overseeing global trade and procurementrequirements; selling goods across a variety of channels tocustomers, which requires marketing and brand management;

managing mark-downs and capturing customer reactions,analysing data, and using it to optimise the next phase of thedesign process.

2. Place

In the channels of distribution, the physical facilities point oflocation.

3. Price

4. Visual merchandising

Visual merchandising supports:-

a. sales
http://void%280%29/http://void%280%29/


14/54

b. retail strategies

c. communicates with customers

d. communicates imagee. supports retailing trends.

Visual merchandising includes:-

1. Interior merchandising

Sufficient visual merchandizing within the store that includeddanglers, signage, standees, distribution of pamphlets, which

gave details of the offer.

Display, point of purchase, fixture, equipment and furnishingsstore layout.

Product packaging and labels.

2. Exterior merchandising

TVC on popular entertainment channels like Star Plus, Sony,Set Max, and Star One.

Road shows carried out by the Big Bazaar staff withannouncements about the offer to make people aware.

Newspaper ads in almost all the local dailies like Sakal, TheTimes of India, on different days during the period of the offer.

Store atmosphere.


15/54

8. SUPPLY CHAIN:

Supply chain, is a coordinated system of organizations, people,

activities, information and resources involved in moving a productor service in physical or virtual manner from supplier to customer.

Supply chain activities transform raw materials and components

into a finished product that is delivered to the end customer.
http://void%280%29/http://void%280%29/


16/54

COMPETITORS

Star bazaar operates in a competitive environment. For each line ofbusiness, they face competition from established national and regional

companies. In the fashion segment, they probably face competitionfrom Shoppers Stop, Trent and Lifestyle. The hypermarket business isrelatively new, being just about three to four years old in the country.Starbazaar faces competition from the likes of RPG (Spencers), andwith Shoppers Stop too indicating their entry into the hypermarketsegment. In the Food business, Star Bazaar faces competition fromSubhiksha, Food World to name a few.

a. RPG GROUP: Spencer & CompanyLimitedanother large retail group incountry withsupermarkets,stores, and the beauty and hchainHealth & Glow.

Food world, operated byWorld Supermarkets Limited,Health &Glow by the RPG Grou

is also Planning IPO, will haveplus Music World, 50-plus SpenHyper covering 4 mn sq.ft by 2

b.KRAHEJAS

DEPARTMENTSTORECHAIN:

K Rahejas Shoppers Stop, issecond largest retailer in the coand became in retailing oper

an Indian success story. Itacquired the Crossword chaibookstores.

It Operates ShoppersCrossword, In orbit Mall, and 'H


17/54

Stop' formats. Will operate 55 hcity hypermarkets with USmillion sales across India by 201

c.SUBHIKSHASUPERMARKET:

Subhiksha was immensely poin the South, particularly in Chewhere it sold groceriespharmaceutical products belowMRP. It expected to earn aturnover of Rs 1,200 crore in 209 as it planned to expand ouTamil Nadu and Pondicherr

planned for 550 stores in thefive years.

d. RELIANCE RETAIL: Investing Rs.30000 crore($6.67 billion) in setting upmultiple retail formats withexpected sales of Rs.90,000

crore-plus ($20 billion) by2009-10.

e. LIFESTYLE: Investing Rs.400 crore-plus($90 mn) in next five years onMax Hypermarkets & valueretail stores, home and lifestyle

centers.

f. PIRAMYD RETAIL: Aiming to occupy 1.75 millionsq.ft retail space through 150


18/54

stores in next five years.


19/54

BUYING PROCESS

a. NEED RECOGNITION:

The customer first points out the things which he need. His goodpart of income is spend on things of his daily requirement.

b. INFORMATION SEARCH:

Before purchasing of a product, customer research internally andexternally. Internally-retrieving information about similar purchasemade earlier, decision about choice criteria, brand included, oradvertisement related to the product. Externally- source such as

family, friends, commercial sources, etc.c. EVALUATION OF ALTERNATIVES:

Before, purchasing customer looks for the alternatives of thatproduct. Customer goes for good quality in cheapest rate.

d. PURCHASES:

Purchaser many times faces cognitive dissonance which arises

due to uncertainty of making right decision. This is becausechoice of one product often means rejection of attractive featuresof the alternatives.

e. AFTER PURCHASE EVALUATION:

Customer by using the product comes to know about the real

value of product.

CONCLUSION:


20/54

It should be considered that big bazaar targets every class. Thus weknow that different people have different thinking style.

Most of their buying decisions or his behavior depends on his:-

a. PERCEPTION:

Perception is the process by which a customer makes sense ofinformation that he receives. Therefore, it is to be tried that customerreceives the right information about every product and about itsscheme, because a single error in communication to customer cancreate confusion to him and he may not buy the product.

b. LEARNING:It is the change in the content or organization of long time memory andis a result of information processing. Thus company should try to hitthe customers memory. I.e. Company should have good impressionon the memory of the customer. As this memory acts as a internainformation source in the decision making process.

c. MOTIVATION:

Motivation helps a lot to maintain loyal customers. A customer is

loyal only when he sees any extra benefits. Thus discounts, free

gifts, free coupons, etc such schemes motivate them a lot. Many

times, good quality of the product, reasonable prices, packaging,

etc also works as motivational tool.

d. PERSONALITY:

Personality can be of many types as introvert-extrovert, sociable-

loner, and competitive-cooperative. Brand personality is the


21/54

characterization of brands as perceived by customers. Brand may

be as for young like branded jeans of Levis, Lee, Woodland, etc.

Big bazaar also target same concept.

e. CUSTOMER LOYALITY AND PROFITABILITY:

Relationship between loyalty and profitability should be decided

on the basis of loyal customers that are really profitable forcompany.

The loyal customers are believed to be cost less to serve, they

are willing to pay more than other customers and act as a word-

of- mouth promoters for the company. It is believed that one sure

way to earn greater profits is to win loyalty of customers.

TO GET THE RIGHT POSITIONING DONE OF THEPRODUCT UNDER SCHEME:

It is the customers beliefs about the companys product being of,

say, high quality, or low price, or durable, etc. Thus it is very

necessary that product should be according to the customers

need. It should not be damaged, in store product should be givenopen facing. For pack of two the products were given alternate 4

facing. I.e., one row of single and other row of double


22/54

TO MAINTAIN STOCK ON THE FLOOR:

In retail stores less stock is maintained. This stock on other handis sufficient enough to fulfill the demand of that vary product in

store.

To know the exact amount to be maintained on floor it is verynecessary to know:-

a. Product facing

b. Capability to maintain stock in warehouse

c. Demand of the product.

d. Profit margin on the product.

5.3.4. TO UPDATE THE PRICES:

Pack of two was the new scheme, so its prices to be get changed

on rem for those products whose prices have changed by the

producing company. The work was to report DM or team leader

about the increase in prices and get it updated on rem so that

discount could be given accordingly.

5.3.5. DISCOUNT CRITERION:

a. The discount was given on the scheme of pack of two.

b. The discount was 1/4th on the profit of the retail company.

c. I. e if the company is getting profit of rs10 on a product, whose

mrp is 100.

d. Then after discount it is sold at rs97.5 in the store.


23/54

5.3.6. INVENTORY CONTROL:

Since inventory represents cost, managers seek stock

minimization. To always have in stock every conceivable itemthat a customer might order would normally be prohibitively

expensive for companies marketing many items.

One solution is to separate items into those that are in high

demand and those that are is slow moving. Two related inventory

decisions are knowing when and how much to order so thatstocks are replenished. This is because there is a lead time

between ordering and receiving inventory, and there should not

be stock out as the company is waiting for the order items to

arrive. The more variable the lead time and higher will be the

safety or buffer stock that the company will be required to keep to

prevent a stock out.

At the store (Lucknow) I saw this problem many times with many

of the products. The stock order placed should be more in the

starting of the month as at that time customers purchasing power

is more. But I usually saw that order placed was somewhat same

throughout the month due to which there was stock out in some of

the items in food.


24/54

HOW TO WORK ON BARCODE TENDER:

Barcodes are the labels which shows price of product after giving the

discount on that product.

Bar tender is the software by which we use to take out the barcodes.

Process:-

a. To select items according to their EAN numbers Include forexport exit enter.

b. No. of quantity done.

c. now go to next program of print select the items;

ok

EMPLOYMENT GENERATION:

Finally, but most importantly, the employment generated by

organized retail is building a quality labour class that is gaining

vocational training in skilled and unskilled jobs at the graduate

and tenth class level Foreseeing the demand for trained staff,

leading organized retailers are creating their captive human

resources pool through internal


25/54

COMPETITORS STRATEGY:

Subhiksha Value

Low-price high-volume strategy: by keeping no fancy frills front-

end and by becoming an intermediary at the back end, Subhiksha

leverages on discounted prices on bulk purchases and cash

payments.

Trent Limited Lifestyle &

Value

Single- brand strategy: leverages on high margins in private

labels, and targets consumers in socio-economic class B and C.

ITC Choupal Sagar & Choupal

Fresh Value

Backward integration through IT-based business model:

leverages by building direct relationship with the supply source,

the farmers, to sell as well as purchase products and services.


26/54

Spencers Retail Value

The duck and the duckling model: by having two- or three- value

segment stores, backed by a cluster of small-sized Fresh, Daily,

and

Express stores, to leverage on economies of scale at back-end

value chain.

NDDB: MotherDairy Value

Operates on a co-operative model with the objective of increasing

farmers welfare. Has a strong presence in Delhis NCR region.

Strategically located in residential areas and follows a low-price

strategy for fruit and vegetables.


27/54


28/54

Sources of Conflict

Personal/ Role Conflict: conflict between whattheir job requiresand their own personalities,self perceptions, and beliefs

Organization/ Client Conflict: dilemma of whether they shouldfollow the companys rulesor satisfy customer demands.

Interclient Conflict: conflict between customers.Eg: speaking omobile phone in a cinema hall,noisy guests in a restaurant


29/54

Pricing

VALUE PRICING (EDLP)

PROMOTIONAL PRICING

- LOW INTEREST FINANCING

- PSYCHOLOGICAL DISCOUNTING


30/54

- SPECIAL EVENT PRICING (GUDI PADVA)

DIFFERENTIATED PRICING

- TIME PRICING

BUNDLING

PEOPLE

Well Trained Staff

Appearance

Empowered Individual

Encouraged To Think Out Of The Box

Employ close to 10,000 people and recruit nearly

500 additional people every month


31/54

Use Scenario Planning as a tool for Quick Decision

Making

Security Gaurds At All Gates

Strength- High Brand

Equity- State-of-art

infrastructure- EDLP- PoP promotions- Variety of stuff

Weakness- Unable to meet

store openingtargets

- Fallingrevenue/sq. ft.

- Generalperception


32/54

under single roof

Opportunity- Organized retail

(4.15%)- Evolving

consumerpreferences

Threat- Competitors- Government

policies

- Unorganizedretail


33/54

The Critical Importance Of Service Employees

Key focus on customer contact service employees because:

They are theservice

They are theorganization

in customers eye

They are thebrand

They are themarketers

Their importance is evident in:

The Services Marketing Mix (People)

The Service-Profit Chain

The Services Triangle


34/54

The Service Triangle


35/54


36/54


37/54

Sources of Conflict

Personal/ Role Conflict: conflict between what their job

requires and their own personalities, self perceptions, and

beliefs

Organization/ Client Conflict: dilemma of whether they

should follow the companys rules or satisfy customer

demands.

Interclient Conflict: conflict between customers. Eg:

speaking o mobile phone in a cinema hall, noisy guests in a

restaurant


38/54


39/54


40/54


41/54


42/54


43/54


44/54


45/54


46/54

TARGET AUDIENCE:

Star Bazaar targets higher and upper middle class

customers

The large and growing young working population is a

preferred customer segment

Targets specifically working women and home makers who

are the primary decision makers

CORE VALUES:


47/54

Indian ness: Confidence in ourselves

Leadership: To be a leader, both in thought and business

Respect&Humility: To respect every Individual and behumble in conduct

Introspection: Leading to purposeful thinking

Openness: To be open and receptive to new ideas,

knowledge and information

Valuing and Nurturing relationship: To build and maintainlong term relationships

Simplicity&Positivety: Simplicity and positive approach in

though, business and actions

Adaptability: To be flexible and adaptable, to meet

challenges

STAR BAZAAR-USP:

1Billion population.

Availability of Liquid Cash \Disposable Income among

Young Generation

Affordable man power

Craze, Passion among Mr. Customer (Consumer)

More products .UnderONE roof


48/54

Affordable price

Sentiments -To infuse confidence in Indian brands

Schemes-Buy 01 gets one free, 20% dis...etc

STRATEGIES:

To minimize Retailing cost:

Operating: Fewer staff on the floor-one person for every

500 sq ft

Minimize the Furniture cost

Sourcing: Cut Down 25-30 %

Channel-Cut Down 15-20%

Saving Shelf Space

Way to deal unsold stock off

Plans to have In-Store promotions as well slow-moving

products off

To ensure enough pull to snatch away customers from theneighborhood


49/54

OPPURTUNITIES:

Early Entry in Indian Retail

Organized retail

Evolving consumer preferencesTargeting area more prone to developments

Global Expansion

In-Store Experience improvements

THREATS:

Government policies like complex sales and excise policies.

Unorganized retail.

Large Foreign Competitors like Wal-Mart, Metro and Domestic

player like Reliance.

Burgeoning real estate prices which leads to high rentals.

Economic Conditions

Lowering Margins

OPPURTUNITIES:

Early Entry in Indian Retail

Organized retail

Evolving consumer preferences

Targeting area more prone to developments

Global ExpansionIn-Store Experience improvements

THREATS:


50/54

Government policies like complex sales and excise policies.

Unorganized retail.

Large Foreign Competitors like Wal-Mart, Metro and Domestic

player like Reliance.Burgeoning real estate prices which leads to high rentals.

Economic Conditions

Lowering Margins

PEST ANALYSIS:

Political and Legal Factors:

A stable government at the centre will facilitate speedy economic

recovery and create an encouraging investment climate

Problems of getting subsidy from Octrai and on different taxes like

land, water taxes

Problems of taking over properties and real estate

Economical:

India, one of the fastest growing economies(6-6.5% GDP growth

rate)

Retail Industry to grow to 300 billion by 2010

Increase in the percentage contribution of the service sector to

GDP


51/54

Increase in the investment on IT with focus on cost minimization

Socio-Cultural Factors:

Increase in Nuclear families

People prefer to shop in local stores with the reasonable prices

Increase in working womens proposition

Life style changes

Shift in Product and service preferences

Increase in Young population

Technological:

Technological development for fast billing and the service

Better applications of information technology in the modern retailindustry, like in supply chain management, store management,

point of sale and customer relationship management

CORE COMPETENCIES:

A choice of more than 20,000 productsDelivery across more than 1500 cities and towns in India covering

around 16,000 pin codes

Fast deliveriestie ups with world leaders in logistics &

transportation services


52/54

A dedicated Customer Care helpline for any queries

Always offering Manufacturers guarantee as opposed to Sellers

guarantee, which most of the other online shopping sites offers

Talks of Quality and Cost

Special emphasis on apparels and life style products

Providing interesting discounts

RECOMMENDATIONS:

Retailing through Internet & web based technologies.

Star Bazaar needs to focus more on Customer RelationshipManagement {CRM} and improved in-store assistance

(Building loyal customers base and developing a more

profitableloyalty cycle).

Customer Care Centre to guide and counsel about customerloyalty program.

Training must be provided to sales personnel not only of

their counters but for other functions also. Job rotation and

training will enhance their knowledge, job profile and boost

the morale of employees to effectively perform their duties

and the responsibilities.

Stress Buster Exercises must be organized during eveningsin sessions as employees have to stand all throughout the

day.


53/54

More hoardings could be placed that could bring awarenessto people (at metro station).

More brands should be included.

Exchange offers must be made clear as the consumers areoften not clear about how to use them.

Seating arrangements must be made for customers as wellas for employees also.

Customers usually face problem in billing their purchased

goods. Waiting in long queues forces them to leave certain

products thereby loss of sale to Star Bazaar. So billing

counters must be increased and employees at the billing

should be given training so that they could bill the products

in much lesser time and the people at the billing stationsshould have the information about the special offers and the

events that are being conducted at the store so that the

customer inflow can be accordingly handled.

Care to be taken to maintain proper inventory levels and the

varieties and offer the customer what is needed rather than

offering what is available.(Brands like Nike, Adidas,Reebok,etc)

Invest in supply chain infrastructure

Ease distributioninfrastructure creation


54/54

Aggressive expansive plans in II tier cities will open up

new world of opportunities

Added on facilities like Home Delivery and to an extentcredit it plays an important role in Customer Acquisition

and retention programs.

Offer most exclusive brands under all categories

Documents

Star bazzar