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ACKNOWLEDGEMENT
It is always acknowledged so precious a debt as that of learning. It is the only
debt that is difficult to reply through gratitude. It is indeed a great
opportunity for me to pen down a few lines about people to whom my
acknowledgement is due.
I would like to acknowledge my deep sense of gratitude tour director Dr.
Raghuveer Singh for providing me adequete help and support.
Last but not the least I would also like to thanks my all those friends and all
those respondents who could not find a separate name but has help me
directly or indirectly.
Ravi Chandak
PGDM (2007- 09)
CIPS-Jaipur
1
Executive summary
The project titled “Assessment of most selling staples & FMCG products in mop & pop stores
close to ‘more’ retail outlets in Jaipur & designing an appropriate strategy for enhancing the
category volume in ‘more’ retail outlets” is made for Aditya Birla Retail Ltd. The project came
into act with a discussion when I was doing my summer training in Aditya Birla, the discussion
was about that a lot of research work is being made on consumers, what they want, what they
prefer but after the application of these research work the company is still facing stiff problem
in right assortment mix in staples & FMCG category.
So a research work started and the objective of research was to find our proper assortment
mix for ‘more’ in different areas, it was descriptive in nature as variables were known to us and
then questionnaire was appropriately designed and sample size taken was 5 shopkeepers from
each catchment area and 2 stores of each catchment area was to be taken, summing up to a
total of 60 shops. As the research started the researcher faced many problems , the
shopkeepers were very resistive .
Finally the findings so derived after the research was that there are many non branded
products which covers a major share in all 3 catchments for
e.g. Oswal soap , while there are few products which are common in all catchments so their
MBQ should be kept high. A detailed analysis of the research is discussed below.
2
Contents
Chapter no.
Particulars Page No.
1. Introduction
2. Conceptual Framework
3. Company Profile
4. Research Methodology
5. Data Findings and Analysis
7. Recommendations
8. Limitations
9. Conclusion
Annexure 1 Questionnaire
Bibliography
3
Introduction
As we enter 2008 retailers across the country speak about their vision of change for the years
ahead. It is evident that customer retention is top of mind for every retailer, regardless of format
or size.
For all the talk of growth rate of Super markets, the l market remains highly fragmented. For an
idea of just how fragmented the market is, look at the top two players: Reliance Retail and
Spencers Retail with many new companies entering into this field. In India the organized retail
covers a very low share of% and is subjected to increase to 12% in coming couple of years.
In such a high fragmented market an organization for not just to retain customers, but also to
expand its consumer base have to make continuous innovation, innovation in product, in
operations, in retail environment, in services, in everything. If your stores cannot generate
unforgettable consumer experiences, well, as the cliché goes, don’t blame it on Rio then, the
problem lies somewhere else.
Talking about the super markets, the consumer experiences can be generated by concentrating
on proper assortment mix which is an important strategic tool in retail marketing.
4
Conceptual Framework
Retailing
In an ideal business world, most marketers would prefer to handle all their distribution
activities by way of the corporate channel arrangement we discussed in the Distribution
Decisions Tutorial. Such an arrangement provides the marketer with two important benefits.
First, being responsible for all distribution means the marketing organization need only worry
about making decisions concerning their product. When others, such as resellers, are involved
in distribution attention is not given to a single supplier but is stretched across all products the
reseller carries. Second, having control on all distribution means the marketer is always in
direct contact with buyers of their products, which can make it easier to build strong, long-term
relationships with customers.
Unfortunately, as we saw in the last tutorial, for many marketing organizations a corporate
channel arrangement is not feasible. Whether due to high cost or lack of experience needed to
run a channel efficiently, the majority of marketing organizations rely on third parties to get
their products into the hands of customers.
In the next two sections of the Principles of Marketing Tutorials we examine the key parties
through which marketers seek distribution assistance. Choosing which parties to aid in product
distribution is important since a distributor’s actions can affect how customers view the
marketer and the products they offer. As we discussed in the Targeting Markets Tutorial, a
customer’s perception of a product affects how they mentally position the product in relation
to competitive products. How a product is distributed, including where it is located (e.g.,
reputation of resellers from whom they purchase) and customer experience with the
purchasing process (e.g., how long to receive, condition when received), will impact a
customer’s feelings about the product which in turn affects how a customer positions the
product in their mind.
5
Retailing Defination
Retailing is a distribution channel function where one organization buys products from
supplying firms or manufactures the product themselves, and then sells these directly to
consumers. A retailer is a reseller (i.e., obtains product from one party in order to sell to
another) from which a consumer purchases products. In the US alone there are over 1,100,000
retailers according to the 2002 US Census of Retail Trade.
In the majority of retail situations, the organization from which a consumer makes purchases is
a reseller of products obtained from others and not the product manufacturer. But as we
discussed in the Distribution Decisions Tutorial, some manufacturers also operate their own
retail outlets in a corporate channel arrangement. While consumers are the retailer’s buyers, a
consumer does not always buy from retailers. For instance, when a consumer purchases from
another consumer (e.g., eBay) the consumer purchase would not be classified as a retail
purchase. This distinction can get confusing but in the US and other countries the dividing line
is whether the one selling to consumers is classified as a business (e.g., legal and tax purposes)
or is selling as a hobby without a legal business standing.
As a reseller, retailers offer many benefits to suppliers and customers as we discussed in
the Distribution Decisions Tutorial. For consumers the most important benefits relate to the
ability to purchase small quantities of a wide assortment of products at prices that are
considered reasonably affordable. For suppliers the most important benefits relate to offering
opportunities to reach their target market, build product demand through retail promotions,
and provide consumer feedback to the product marketer.
6
Concerns of Retailers
Retailers are faced with many issues as they attempt to be successful. The key issues include:
Customer Satisfaction – Retailers know that satisfied customers are loyal customers.
Consequently, retailers must develop strategies intended to build relationships that result in
customers returning to make more purchases.
Ability to Acquire the Right Products – A customer will only be satisfied if they can purchase the
right products to satisfy their needs. Since a large percentage of retailers do not manufacture their
own products, they must seek suppliers who will supply products demanded by customers. Thus, an
important objective for retailers is to identify the products customers will demand and negotiate
with suppliers to obtain these products.
Product Presentation – Once obtained products must be presented or merchandised to
customers in a way that generates interest. Retail merchandising often requires hiring creative
people who understand and can relate to the market.
Traffic Building – Like any marketer, retailers must use promotional methods to build customer
interest. For retailers a key measure of interest is the number of people visiting a retail location or
website. Building “traffic” is accomplished with a variety of promotional techniques such as
advertising, including local newspapers or Internet, and specialized promotional activities, such as
coupons.
Layout– For store-based retailers a store’s physical layout is an important component in creating
a retail experience that will attract customers. The physical layout is more than just deciding in what
part of the store to locate products. For many retailers designing the right shopping atmosphere
(e.g., objects, light, sound) can add to the appeal of a store. Layout is also important in the online
world where site navigation and usability may be deciding factors in whether of a retail website is
successful.
Location – Where to physically locate a retail store may help or hinder store traffic. Well placed
stores with high visibility and easy access, while possibly commanding higher land usage fees, may
hold significantly more value than lower cost sites that yield less traffic. Understanding the trade-off
between costs and benefits of locations is an important retail decision.
7
Keeping Pace With Technology – Technology has invaded all areas of retailing including
customer knowledge (e.g., customer relationship management software), product movement (e.g.,
use of RFID tags for tracking), point-of-purchase (e.g., scanners, kiosks, self-serve checkout), web
technologies (e.g., online shopping carts, purchase recommendations) and many more.
Retailing in India
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.
It is expected that by 2016 modern retail industry in India will be worth US$ 175- 200 billion. India retail
industry is one of the fastest growing industries with revenue expected in 2007 to amount US$ 320
billion and is increasing at a rate of 5% yearly. A further increase of 7-8% is expected in the industry of
retail in India by growth in consumerism in urban areas, rising incomes, and a steep rise in rural
consumption. It has further been predicted that the retailing industry in India will amount to US$ 21.5
billion by 2010 from the current size of US$ 7.5 billion.
Shopping in India have witnessed a revolution with the change in the consumer buying behavior and the
whole format of shopping also altering. Industry of retail in India which have become modern can be
seen from the fact that there are multi- stored malls, huge shopping centers, and sprawling complexes
which offer food, shopping, and entertainment all under the same roof.
Retail industry
Even though India has well over 5 million retail outlets of all sizes and styles (or non-styles), the
country sorely lacks anything that can resemble a retailing industry in the modern sense of the
term. This presents international retailing specialists with a great opportunity.
It was only in the year 2000 that the global management consultancy AT Kearney put a figure
to it: Rs. 400,000 crore (1 crore = 10 million) which will increase to Rs. 800,000 crore by the
year 2005 – an annual increase of 20 per cent.
Retailing in India is thoroughly unorganised. There is no supply chain management perspective.
According to a survey b y AT Kearney, an overwhelming proportion of the Rs. 400,000 crore
8
retail market is UNORGANISED. In fact, only a Rs. 20,000 crore segment of the market is
organised.
As much as 96 per cent of the 5 million-plus outlets are smaller than 500 square feet in area.
This means that India per capita retailing space is about 2 square feet (compared to 16 square
feet in the United States). India's per capita retailing space is thus the lowest in the world
(source: KSA Technopak (I) Pvt Ltd, the India operation of the US-based Kurt Salmon Associates).
Just over 8 per cent of India's population is engaged in retailing (compared to 20 per cent in the
United States). There is no data on this sector's contribution to the GDP.
From a size of only Rs.20,000 crore, the ORGANISED retail industry will grow to Rs. 160,000
crore by 2005. The TOTAL retail market, however, as indicated above will grow 20 per cent
annually from Rs. 400,000 crore in 2000 to Rs. 800,000 crore by 2005 (source: survey by AT
Kearney)
Given the size, and the geographical, cultural and socio-economic diversity of India, there is no
role model for Indian suppliers and retailers to adapt or expand in the Indian context.
The first challenge facing the organised retail industry in India is: competition from the
unorganised sector. Traditional retailing has established in India for some centuries. It is a low
cost structure, mostly owner-operated, has negligible real estate and labour costs and little or
no taxes to pay. Consumer familiarity that runs from generation to generation is one big
advantage for the traditional retailing sector.
In contrast, players in the organised sector have big expenses to meet, and yet have to keep
prices low enough to be able to compete with the traditional sector. High costs for the
organised sector arises from: higher labour costs, social security to employees, high quality real
estate, much bigger premises, comfort facilities such as air-conditioning, back-up power supply,
taxes etc. Organised retailing also has to cope with the middle class psychology that the bigger
and brighter a sales outlet is, the more expensive it will be.
9
The above should not be seen as a gloomy foreboding from global retail operators.
International retail majors such as Benetton, Dairy Farm and Levis have already entered the
market. Lifestyles in India are changing and the concept of "value for money" is picking up.
India's first true shopping mall – complete with food courts, recreation facilities and large car
parking space – was inaugurated as lately as in 1999 in Mumbai. (this mall is called
"Crossroads").
Local companies and local-foreign joint ventures are expected to more advantageously
positioned than the purely foreign ones in the fledgling organised India's retailing industry.
These drawbacks present opportunity to international and/or professionally managed Indian
corporations to pioneer a modern retailing industry in India and benefit from it.
The prospects are very encouraging. The first steps towards sophisticated retailing are being
taken, and "Crossroads" is the best example of this awakening. More such malls have been
planned in the other big cities of India.
An FDI Confidence Index survey done by AT Kearney, retail industry is one of the most
attractive sectors for FDI (foreign direct investment) in India and foreign retail chains would
make an impact circa 2003.
Strategy
Strategy is the means by which objectives are pursued and obtained over time. This class will enable
learners to apply strategic thinking to their lives, through understanding strategy and putting it into
practice.
Military strategy is very comparable to any other form of planning. It is geared to governing a very large
group of individuals towards a very incredible goal in a highly capricious environment under astounding
constraints of space and time. That any military operations succeed at all is a testament to humanity’s
skill at the art of strategic planning. Military organizations have therefore got a great deal of the
strategic planning process down to a science. This science begins in administration and continues from
there.
10
Any organization charged with a goal to accomplish must go through a process of strategic planning. The
problem is, not many groups fully understand how to formulate a strategic plan that is at the same time
parsimonious and flexible. Most organizations attempt to perform strategic planning in the wrong order.
Many see risk analyses as the first step to be followed, some people simply break down tasks by looking
at the deadlines and performing first those that must be finished earliest. A cogent and regular system
of decision making is not often employed.
Some of the best policy-makers, however, look to the objective for their inspiration while planning. This
is the optimum mode of strategic planning, and is successful more often than not. It does not, however,
start at the very beginning of the strategic planning process. Strategic planning begins with organization.
Before anything else, or at least in tandem with the formulation of an objective, roles and
responsibilities must be given to those who will work in the execution of operations that will eventually
end in the attainment of an objective.
Strategic planning, therefore, begins with simple administration. “The Army,” after all, “marches on its
stomach.” Without adequate administration in place, logistics will not flow. When logistics do not flow,
the army cannot function. What’s more, to extend the culinary metaphor, “too many cooks spoil the
broth.” Overlapping responsibility not only begets a lack of parsimony, but it can create confusion at the
level of command. The first step to strategic planning, therefore, is to make certain the organization
charged with accomplishing a task is administrated effectively. The second stage is planning.
The intent of this Class is to give a very brief discussion of certain aspects of military administration in
their ideal forms, and then discuss strategic planning from a very high level of conceptualization. Basic
ideas about administration are rooted in the concept of chain of command, which delimit roles and
responsibilities. The roots of strategic planning are to be found in the identification of an objective, and
the processes used in planning how to attain it.
For those who have not read Sun Tzu’s military classic, the quote given above may seem mundane and
unspectacular. Sun Tzu’s mastery of war did not, however, come from crafty plans and perfect
stratagems. Though he understood the nature of deception and manoeuvre, one of his greatest
successes was knowing how to manage an army. One of the most important aspects of army
management is the chain of command. Understanding of the chain of command is essential to the
functioning of any large organization. Without adequate definition, rank structures can blur, and lines
11
that separate areas of responsibility can be crossed. Such a situation creates waste, and is to be avoided.
Firm but flexible definition of roles and levels of command eliminates overlap and creates efficiency.
The modern concept of military strategy has four basic classifications that are useful for understanding
this concept in any organizational context. They are Grand Strategy, Strategy, Operations, and Tactics.
These four basic ideas are at the root of the usefulness of military rank structure. They also assist in
dividing responsibility between levels of the chain of command so that there is no overlap. These terms
will be defined further in the next section.
The successes of the Roman Legion, for example, were to a great extent based upon its superb
organizational structure. The capabilities of humans are only as good as the work environment into
which they are put. It was the Legion’s administration that made the Legionnaire so much more capable
than the Gallic tribesman. His work environment was well structured to utilizing him in the best way
possible. Marches were measured, each man carried an equal sized pack, the art of encastramentation
(constructing camps) was perfected, each man had a grain mill and adequate supplies of food. The
Legion was thus a policy tool with exceptional utility to policy makers. When a Senator wanted to know
how long it would take an army to get to its destination, he would measure it in marches, thus he knew
how many days it would walk, how much food was needed, as well as how much pay and salt to take for
the troops. Furthermore, the army had astounding battlefield flexibility. It was organized into four ranks
of specialists, (Velites, Hastati, Principes, Triarii), as well as being divided into ten cohorts of three
maniples each plus auxilia. Every section was an army in and of itself which could be used flexibly
because of the adequate training of each commander at every level of command.
Firm definition of the chain of command is thus not a process which ossifies an organization into
inaction, but a process of liberation through accurate definition. Workers function better when they
have been given a margin of manoeuvre that is well defined. A private, for example, who relies on his
sergeant to tell him when he can breathe is a useless private (with a useless sergeant, for that matter).
Granted, this is an overstatement of fact, but a private who is told “you man that machine gun and
cover this field of fire” is a useful private who frees his sergeant to do work in other areas. When the
sergeant has to stay at the foxhole to tell the private what to shoot at, both of the troops are rendered
less useful. The chain of command assists in avoiding this kind of overlap
The Four Levels of Strategic Planning
12
The Levels of Strategic Planning: the Levels of Strategic Planning provide for a starting point from which
to organize a decision-making matrix. The four levels correspond also to ranks of military command and
general areas of interest in the planning of a military operation. These levels of analysis are useful as
they specify exact areas of responsibility for Command, Control, Communication, and Intelligence
(henceforth C3I) far more than do the simple terms “operational” and “policy.” Planning at the highest
levels is the most general and ethereal; the lowest levels are all the more specific and concrete.
Grand Strategy Political direction. As Clausewitz so accurately observed, “war is politics carried out by
other means.” The Grand Strategic decision-making process includes the decision to go to war, the
drafting of Rules of Engagement, and the decision on the GOALS to be achieved by a military operation.
The ruling government is at this level in military strategy. It plans wars.
Strategy High-level military planning. This work primarily involves LOGISTICS. The goals set are of lesser
scope than those of Grand Strategy, which is concerned with the whole war. Strategy is concerned with
dividing the war into theatres, supplying forces in these theatres, and harmonizing the Operational
objectives in-theatre to the general battle-plan. Once the army has been given its objectives by the
state, the Generals decide how best to achieve these aims. Generals plan campaigns.
Operations (Grand Tactics) In-theatre manoeuvre and attainment of limited objectives planned by the
General Staff. This work involves MANAGEMENT of forces which are attempting to make headway
towards Tactical goals which must be harmonized with the Strategic and in-theatre goals. Field/senior
officers (Colonels, Lt. Colonels, to a degree Majors) are charged with utilizing supplies provided at the
Strategic level to achieve their limited goals. These officers plan battles.
Tactics Short-term, easily identifiable objectives. With simple goals set by the Operational level of
command, the tactical goals are all bite-sized parts and parcels of the higher level game plan. This level
is primarily concerned with IMPLEMENTATION, and the personnel employed here, though not
necessarily long-term planners, are technically proficient and capable. Junior officers and senior Non-
Comissioned Officers manage combat. Securing and defending geographic points, persons, or denying
the same to the enemy are easily identifiable tactical goals. This level takes objectives within a battle.
The Objective
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In all strategic decision making, the objective must be held above all other considerations. By this it is
meant that the plan is secondary to the objective. Plans are thus made to reflect the objective first, and
other considerations second. Sun Tzu makes a very astute commentary about this aspect of planning. He
says “He wins his battles by making no mistakes. Making no mistakes is what establishes the certainty of
victory, for it means conquering an enemy that is already defeated.” This simple phrase accentuates the
importance of planning in the attainment of strategic goals. Objectives are not attained in the heat of
the moment with all your units working twenty hours a day, seven days a week. While this is proof of a
dedicated team and expert unit leaders, it is not a good reflection on the strategic planning process.
Sometimes such rushes are unavoidable, but better weather a rush while one is leisurely approaching an
accurate deadline than while rushing to complete another project. Planning is how you defeat the
problem or attain the objective before actually beginning work. Sun Tzu would say, “What the ancients
called a clever fighter is one who not only wins, but excels in winning with ease. Hence his victories bring
him neither reputation for wisdom nor credit for courage.”
Assurance of victory in this sense is accurate budgetary, time, and manpower assessments. Deadlines
are set with the knowledge of the capabilities of the organization, just as the logistical constraints of the
Legion were known because of its firm administration. Measurement and estimation is at the heart of
achievement. In order for plans to succeed, they must be made early and accurate. In order to do this, a
great range of expertise is required. This is why planning is necessarily an iterative process. Planning
considerations must incorporate the need for change. Since expertise is required, that expertise must be
used in a parsimonious fashion.
14
Company profile
Aditya Birla Group
Vision
To be a premium global conglomeratewith a clear focus on each business.
Mission
To deliver superior value to our customers, shareholders, employees and society at large.
Values
IntegrityCommitmentPassionSeamlessnessSpeed
HISTORY
The roots of the Aditya Birla Group date back to the 19th century in the picturesque town of Pilani, set amidst the Rajasthan desert. It was here that Seth Shiv Narayan Birla started trading in cotton, laying the foundation for the House of Birlas.
Through India's arduous times of the 1850s, the Birla business expanded rapidly. In the early part of the 20th century, our Group's founding father, Ghanshyamdas Birla, set up industries in critical sectors such as textiles and fibre, aluminium, cement and chemicals. As a close confidante of Mahatma Gandhi, he played an active role in the Indian freedom struggle. He
15
represented India at the first and second round-table conference in London, along with Gandhiji. It was at "Birla House" in Delhi that the luminaries of the Indian freedom struggle often met to plot the downfall of the British Raj.
Ghanshyamdas Birla found no contradiction in pursuing business goals with the dedication of a saint, emerging as one of the foremost industrialists of pre-independence India. The principles by which he lived were soaked up by his grandson, Aditya Vikram Birla, our Group's legendary leader.
Aditya Vikram Birla: putting India on the world map
A formidable force in Indian industry, Mr. Aditya Birla dared to dream of setting up a global business empire at the age of 24. He was the first to put Indian business on the world map, as far back as 1969, long before globalisation became a buzzword in India.
In the then vibrant and free market South East Asian countries, he ventured to set up world-class production bases. He had foreseen the winds of change and staked the future of his business on a competitive, free market driven economy order. He put Indian business on the globe, 22 years before economic liberalisation was formally introduced by the former Prime Minister, Mr. Narasimha Rao and the former Union Finance Minister, Dr. Manmohan Singh. He set up 19 companies outside India, in Thailand, Malaysia, Indonesia, the Philippines and Egypt.
Interestingly, for Mr. Aditya Birla, globalisation meant more than just geographic reach. He believed that a business could be global even whilst being based in India. Therefore, back in his home-territory, he drove single-mindedly to put together the building blocks to make our Indian business a global force.
Under his stewardship, his companies rose to be the world's largest producer of viscose staple fibre, the largest refiner of palm oil, the third largest producer of insulators and the sixth largest producer of carbon black. In India, they attained the status of the largest single producer of viscose filament yarn, apart from being a producer of cement, grey cement and rayon grade pulp. The Group is also the largest producer of aluminium in the private sector, the lowest first cost producers in the world and the only producer of linen in the textile industry in India.
At the time of his untimely demise, the Group's revenues crossed Rs.8,000 crore globally, with assets of over Rs.9,000 crore, comprising of 55 benchmark quality plants, an employee strength of 75,000 and a shareholder community of 600,000.
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Most importantly, his companies earned respect and admiration of the people, as one of India's finest business houses, and the first Indian International Group globally. Through this outstanding record of enterprise, he helped create enormous wealth for the nation, and respect for Indian entrepreneurship in South East Asia. In his time, his success was unmatched by any other industrialist in India.
That India attains respectable rank among the developed nations, was a dream he forever cherished. He was proud of India and took equal pride in being an Indian.
Under the leadership of our Chairman, Mr. Kumar Mangalam Birla, the Group has sustained and established a leadership position in its key businesses through continuous value-creation. Spearheaded by Grasim, Hindalco, Aditya Birla Nuvo, Indo Gulf Fertilisers and companies in Thailand, Malaysia, Indonesia, the Philippines and Egypt, the Aditya Birla Group is a leader in a swathe of products — viscose staple fibre, aluminium, cement, copper, carbon black, palm oil, insulators, garments. And with successful forays into financial services, telecom, software and BPO, the Group is today one of Asia's most diversified business groups.
MANAGEMENT GROUP
The Aditya Birla Management Corporation Private Limited, is the Group's apex decision making body and provides strategic direction to Group companies. Its Board of Directors comprises::: Mr. Kumar Mangalam Birla, Chairman:: Mr. S. Aga:: Mr. D. Bhattacharya:: Mr. S. K. Jain:: Dr. S. Misra:: Mr. S. Misra:: Dr. B. K. Singh:: Mr. K. K. Maheshwari:: Mr. Vikram Rao:: Mr. Ajay Srinivasan
17
A US $28 billion corporation, the Aditya Birla Group is in the league of Fortune 500. It is anchored by an extraordinary force of 100,000 employees, belonging to 25 different nationalities. In India, the Group has been adjudged "The Best Employer in India and among the top 20 in Asia" by the Hewitt-Economic Times and Wall Street Journal Study 2007. Over 50 per cent of its revenues flow from its overseas operations.
The Group operates in 25 countries — India, UK, Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Australia, USA, Canada, Egypt, China, Thailand, Laos, Indonesia, Philippines, Dubai, Singapore, Myanmar, Bangladesh, Vietnam, Malaysia and Korea.
Globally the Aditya Birla Group is:
:: A metals powerhouse, among the world's most cost-efficient aluminium and copper producers. Hindalco-Novelis is the largest aluminium rolling company. It is one of the three biggest producers of primary aluminium in Asia, with the largest single location copper smelter
:: No.1 in viscose staple fibre
:: The fourth largest producer of insulators
:: The fourth largest producer of carbon black
:: The 11th largest cement producer globally
:: Among the world's top 15 BPO companies and among India's top three
:: Among the best energy efficient fertiliser plants
In India:
:: A premier branded garments player
:: The second largest player in viscose filament yarn
:: The second largest in the chlor-alkali sector
:: Among the top five mobile telephony companies
:: A leading player in life insurance and asset management
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:: Among the top three supermarket chains in the retail business
Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where success does not come in the way of the need to keep learning afresh, to keep experimenting.
Beyond business — the Aditya Birla Group is:
:: Working in 3,700 villages
:: Reaching out to seven million people annually through the Aditya Birla Centre for Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla
:: Focusing on: health care, education, sustainable livelihood, infrastructure and espousing social causes
:: Running 41 schools and 18 hospitals
Transcending the conventional barriers of business to send out a message that "We care".
key products and brands locations capacities country
Hindalco Industries Ltd. alumina chemicals Renukoot (Uttar Pradesh),
Muri (Jharkhand), Belgaum (Karnataka)
1,160,000 tpa India
primary aluminium Renukoot, Hirakud (Orissa), *Taloja
489,000 tpa
extrusions Renukoot, Alupuram 27,700 tpa
rolled products Belur(West Bengal), Taloja(Maharashtra), Renukoot, Mauda(Maharashtra)
200,000 tpa
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wire rods Renukoot, Alupuram(Kerala) 64,400 tpa
aluminium foil Silvassa (Dadra & Nagar Haveli), Kalwa(Maharashtra)
11,000 tpa
aluminium wheels Silvassa (Dadra & Nagar Haveli) 300,000 pcs
*For Taloja recycling plant
Indal (subsidiary of Hindalco)
foil rolling Kollur (Andhra Pradesh) 4,000 tpa
key products and brands locations capacities country
Birla Copper (Hindalco Industries Ltd.)
copper cathodes Dahej (Gujarat) 500,000 tpa India
continuous cast copper rods 97,200 tpa
sulphuric acid 1,670,000 tpa
phosphoric acid 180,000 tpa
gold (Birla Gold) 15 mt
silver (Birla Silver) 150 mt
DAP and complexes (Birla Balwan)
400,000 tpa
Hindalco Industries Ltd. (Aditya Birla Minerals Resources Pty. Ltd.)
copper cathodes Nifty mines 25,000 tpa Australia
copper in concentrate Mt. Gordon mines 40,000 tpa Australia
power Mt. Gordon mines 28mw Australia
key products and brands capacities country
Grasim Industries Ltd.
white cement Birla White 475,000 tpa India
grey cement UltraTech Cement (formerly Birla Plus), Birla Super
13.12 mn tpa
UltraTech Cement Ltd.
ordinary portland cement, portland blast furnace slag cement, portland pozzolana cement and grey portland cement
17 mn tpa
20
key products and brands capacities country
Aditya Birla Nuvo Ltd (Hi-Tech Carbon)
carbon black Birla Carbon 230,000 mtpa India
Thai Carbon Black Co. Ltd.
carbon black Birla Carbon 220,000 mtpa Thailand
Alexandria Carbon Co. S.A.E
carbon black Birla Carbon 285,000 mtpa Egypt
Liaoning Birla Carbon Co. Ltd.
carbon black Birla Carbon 55,000 mtpa China
key products and brands capacities country
Pulp
Grasim Industries Ltd.
rayon grade pulp 70,000 tpa India
AV Cell Inc. softwood / hardwood pulp 122,500 tpa Canada
AV Nackawic Inc.
dissolving pulp 189,000 tpa Canada
Fibre
Grasim Industries Ltd.
viscose staple fibre (VSF) Birla Viscose 270,100 tpa India
Thai Rayon Public Company Ltd.
VSF Birla Viscose 110,000 tpa Thailand
PT Indo Bharat Rayon
VSF Birla Viscose 155,000 tpa Indonesia
Thai Acrylic Fibre
acrylic fibre Texlan 100,000 tpa Thailand
Alexandria Fiber Company, S.A.E
acrylic fibre 18,000 tpa Egypt
Yarn
Aditya Birla Nuvo Ltd.
viscose filament yarn Ray One 16,400 tpa India
Aditya Birla Nuvo Ltd. (Jaya Shree Textiles)
21
flax yarns 15,340 spindles India
worsted yarns 25,548 spindles
PT Indo Liberty Textiles
rayon yarn, polyester, blended yarn
45,120 ring spindles Indonesia
PT Elegant Textile Industry
rayon, polyester, rayon-polyester blended spun yarn
168,088 spindles Indonesia
PT Sunrise Bumi Textiles
viscose rayon, polyester viscose, spun polyester, polyster combed cotton, anti pill yarn, sewing thread, high twist yarn, reverse twist yarn, flame retardant yarn, rayon cotton blended yarn, micro denier polyester rayon yarn, rayon silk yarn, slub yarn, lycra core spun yarn
89,376 spindles Indonesia
Indo Phil Acrylic Manufacturing Corporation
high bulk acrylic dyed yarn, non-bulk acrylic dyed yarn
3,700 mtpa Philippines
Indo Phil Textiles Mills Inc
poly viscose blended yarn, poly cotton blended yarn, polyester yarn
13,500 mtpa Philippines
Indo Phil Cotton Mills Inc
cotton yarn 10,000 mtpa Philippines
Indo Thai Synthetics Co. Ltd.
synthetic yarns 98,568 spindles Thailand
Fabrics
Grasim Industries Ltd.
fabric - polyester, viscose, silk and wool blends 146 looms India
Uncrushables, Ice Touch, Purista, and CleanFab 18 million metres
Aditya Birla Nuvo Ltd.
pure linen and linen blends Linen Club 107 looms India
flame retardent fabrics Pyroguard
Branded apparel
Aditya Birla Nuvo Ltd. (Madura Garments)
ready-to-wear garments Louis Philippe,Allen SollyVan Heusen, Peter England
India
key products and brands capacities country
22
Indo Gulf
urea Birla Shaktiman 864,600 mt India
Birla Copper (Hindalco Industries Ltd.)
DAP/NPK complexes Birla Balwan 400,000 tpa India
key products and brands capacities country
Grasim Industries Ltd.
caustic soda 258,000 tpa India
Aditya Birla Nuvo Ltd.
caustic soda 82,125 tpa
liquid chlorine 50,340 tpa
hydrochloric acid 5,475 tpa
Tanfac Industries Ltd.
aluminium fluoride 17,000 tpa India
hydrofluoric acid 17,000 tpa
Bihar Caustic and Chemicals Ltd.
caustic soda (100% NaOH) 92,750 tpa India
liquid chlorine 56,000 tpa
hydrochloric acid (100%) 43,750 tpa sodium hypochlorite (Cl2 weight) 1,800 tpa compressed hydrogen 17,42,400 nm3/a aluminium chloride 12,000 tpa
stable bleaching powder 17,500 tpa
Aditya Birla Chemicals (Thailand) Ltd.
sodium triployphosphates,tetrasodium pyrophosphate,sodium hexametaphosphate,sodium acid pyrophosphate,monosodium phosphate,disodium phosphate,trisodium phosphate, speciality phosphates
epoxy resins (bis-a and bis-f), diluents, curing agents and allied products
sodium sulphite, sodium metabisulphite,sodium bisulphite
Polyphos® EpotecBirlasulf-SS,Birlasulf-SM,Birlasol 35
Thailand
23
epichlorohydrin caustic soda chlorine
Thai Peroxide Co. Ltd.
hydrogen peroxide, peracetic acid, calcium peroxide
Encare, Ecare, Aqua-x, Birlox 5, Birlox 12, Ocare
15,000 mtpa Thailand
PT. Indo Raya Kimia
carbon disulfide 50,000 tpa Indonesia
key products and brands capacities country
Essel Mining & Industries Ltd
iron and manganese ore 15 million tons India
key products and brands capacities country
Pan Century Surfactants Inc.
fatty acids 55000 mtpa Philippines
fatty alcohol 30000 mtpa
glycerin 6500 mtpa
key products and brands capacities country
Aditya Birla Insulators
insulators 34,500 tpa India
key products and brands capacities country
PSI Data Systems Ltd. (subsidiary of Aditya Birla Nuvo Ltd.)
IT solutions (banking, finance and insurance) India
24
key products and brands capacities country
Aditya Birla Minacs Worldwide Limited (subsidiary of Aditya Birla Nuvo Ltd.)
BPO / ITES 9,089 seats India
key products and brands capacities country
Birla Global Finance Company Ltd.
financial services India
Birla Sun Life Insurance Company Ltd.
insurance solutions India
Birla Sun Life Asset Management Company Ltd.
mutual funds India
Birla Sun Life Distribution Company Ltd.
investment planning services India
Birla Insurance Advisory Services Ltd.
non-life insurance advisory services India
key products and brands capacities country
Idea Cellular
cellular services Idea 21 million subscriber base India
key products and brands capacities country
Aditya Birla Retail Limited
25
multi-format stores 170 retail outlets India
Aditya Birla Retail Limited
The Group's foray into the retail sector began in 2006, when the Aditya Birla Group acquired Trinethra, the south-India based chain of stores. Trinethra has over 170 outlets spread across Andhra Pradesh, Karnataka, Tamil Nadu and Kerala.
May 2007 saw Aditya Birla Retail Ltd. launching their brand of stores more.
While the supermarkets will have a minimum size of 10,000 sq.ft, the hypermarkets will be spread over an area of 75,000 sq.ft.
The more. retail chain is positioned on a platform that promises consumers a refreshing shopping experience that gives them better quality, better value and more variety, combined with convenience and ease of shopping.
more. promises a world class shopping experience to consumers, in their very own neighbourhood. Fulfilling everyday shopping needs for fruits, vegetables, grocery, frozen food, bakery, homecare, personal care and pharmacy. Offering branded FMCG products and house brands.
Till date 100 supermarkets have been rolled out spanning Pune, Mumbai, Ahmedabad, Delhi, Vizag, Bangalore, Vijayawada and Chennai.
[ Buying Categories ]
- Computer and Electronics >> Audio - Computer and Electronics >> Video and Camera - Electrical and Lighting >> Fans and Air Conditioners - Home and Office >> Furniture
Home appliance, Consumer Electronics, furniture
26
Registration Date 2005/11/01 (Year/Month/Date)
Buyer / Seller in EC21 Buyer
Business Type Buying Office
Year established 1999
Employees total 11 - 50
Annual revenue USD 5,000,001 - 10,000,000
Company Aditya Birla Retail Limited
AddressNo.1023 F10, Zhonghua Plaza, Huaihai Road, Shanghai Shanghai Shanghai 200020 China
Phone 86 - 021 - 63915960
Fax 86 - 021 - 63915949
Homepage www.adityabirla.com
Contact Eric Liu / Courcing Manager
Aditya Birla Retail (Press announcement)
— To be among the leading players
"Our mission is to change the way people shop. We will give them more." says Mr. Kumar Mangalam Birla
Mr. Kumar Mangalam Birla, Chairman, Aditya Birla Group, today unveiled the brand name under which the Group's retail business will operate —"more.".
Addressing the media in Mumbai, Mr. Birla said, "We believe that the Indian consumer today is underserved. Even though we have many shopping outlets in India, many of them do not offer the kind of shopping experiences that people in most other parts of the world are used to, and even take for granted. As a result, spends by Indian consumers on their day-to-day needs and special shopping occasions are much less than they ought to be."
"Part of the reason for the underdevelopment of the Indian shopping environment is the lack of
27
suitable infrastructure — whether it be the lack of economically viable real estate, a developed supply chain, the availability of trained manpower or backward linkages with suppliers. Our mission is to change the way people shop. We will give the Indian consumers a fundamentally better shopping experience. We will offer them more. than what they expect. Hence the brand — more.", averred Mr. Birla.
"We intend to be among the leading players in India," stated Mr. Birla. Elaborating on Aditya Birla Retail's strategy, he said that they would provide multi-shopping formats, a series of conveniently located neighbourhood supermarkets that would stock the daily and weekly household shopping needs and destination hypermarkets that cater to monthly and event-based shopping needs. The Group envisions having a national presence with both these formats in the not-so-distant future.
Mr. Birla announced that the first supermarkets under the more. brand name would open shortly in Pune and then quickly expand to other major cities in India.
Aditya Birla Retail intends to differentiate itself by providing very competitive prices and the right selection of products in a friendly and exciting environment. Over time, they will be developing their own products.
To ensure the freshest supply of fruits and vegetables to customers, the company is building linkages directly with the farmers. They are also in the process of architecting a supply chain to connect households more directly to farmers and towards this invest appropriately in backend infrastructure.
In January this year, the Group had acquired Trinethra Super Retail which has given them more than half a million square feet of selling area and a strong presence in the supermarket business in the four southern states of Andhra Pradesh, Karnataka, Tamil Nadu and Kerala, where it is the No.1 retailer.
Plans to increase its penetration in the south and initiate a pan-India roll-out are on the anvil. Across all of Aditya Birla Retail's formats, the brand name will be common, i.e. more.
The company does not intend having a joint venture partner given that the Aditya Birla Group has the necessary competencies inhouse. The investment in retail will not be out of any of the listed companies in the Aditya Birla Group, informed Mr. Birla.
Mr. Sumant Sinha, the CEO of the retail business said, "more. is an aspirational brand for an aspirational country. We have a bright and committed, enthusiastic team that represents the
28
best experience from India and globally. Already on board are Mr. Andrew Denby to head the supermarkets, and Mr. Russell Berman, for the hypermarkets. We are all very excited about our business".
Research Methodology
Problem Definition: -
“Assessment of most selling staples & FMCG products in mop & pop stores close to ‘more’ retail
outlets in Jaipur & designing an appropriate strategy for enhancing the category volume in
‘more’ retail outlets”
Purpose of Research:-
29
• To identify proper assortment mix of Aditya Birla’s ‘more’ retail outlets differencing in
3 catchments.
• To design appropriate strategies for the above.
• To identify most selling staples and FMCG products in mom and pop stores close to
‘more’ retail outlets.
Research Design: -
Descriptive: -
• To find out most selling staples and FMCG products in mom and pop stores close to
‘more’ retail outlets at Jaipur.
Sampling Design: -
• Population: - All mop and pop stores close to ‘more’ retail outlets at Jaipur.
• Sampling Method: - Non-Probability
“Convenience Sampling”
Sample Size: - 60 shops in city of Jaipur
2 stores of each catchment & 5 shops in each catchment.
30
DATA COLLECTION:-
Instrument: Questionnaire
Method: -
Most of the primary data are collected through direct personal interview with the use of
structured question.
Data analysis and findings
Data analysis and findings are the most important part of a research report, one can say the essence of a report. The whole research report depends on the fact how fairly and unbaisly the researcher has collected the data and analyzed them.
In this report the researcher haven’t used any personal questions to examine since this report is based on sellers so the demographics of the person selling goods won’t matter it would all depend on the location of the shop.
The data analysis and findings are based on location on basis of 3 catchment (A, B, C) and lastly showing an overall result taking all 3 catchment in consideration. Starting with A- catchment :
31
Category : RICE
Fig 1.1 Loose/Packet fig 1.2 In packet which brand
33
67
Sales (in %age)
loosepacket
42
20
10
28
Sales (in %age)
lalquiladaawatdoonindia gate
In A-catchment area 67% of people purchase packed rice and only 33 % people purchase loose. This shows that in A-catchment area people mostly prefer branded items rather than purchasing loose.
In fig 1.2 it can be seen that 42% people in A-catchment purchase lalquila and 28% purchase india gate and rest daawat and doon resembles to 20% and 10% respectively.This shows that people in A-catchment are not price sensitive, they are ready to pay the price if they get the quality.
Category : AATA
32
Fig 1.3 In packet which brand : Fig 1.4 Pack Size
60
30
10
Sales
Aashirwaad Sarbatilaxmi bhogshakti bhogaamrit
70
30
Sales
10 kg5 kg
I00% of shopkeepers sell packed aata , which again signifies that people of A-catchment prefer packet products over loose.
In fig 1.3 it can be seen that 60% of people purchase aashirwaad sarbati and 30% laxmibhog and rest 10% is for shakti bhog. So, from the above findings the resercher can once again conclude that people of A-catchment are not price sensitive rather they are quality sensitive as aashirwaad sarbati is of high price as compared to other brands.
In fig 1.4 it can be seen that 70% of shopkeepers say that people here basically ask for 10 kg packet and only a few 30% ask for 5 kg packet
Category : DALFig 1.5 type of Dal preferred
50
30
155
Sales
Moong mogarmoong chilkamoong dalchana dal
Category : GHEE Category : Edible Oil
33
In fig 1.5 it can be seen that 50% people of A–catchment generally prefer having moong mogar and 30% prefer having moong chilka , a minor 15% prefer having moong dal nag rest 5% chana dal.
In respect to packing 100% of shopkeepers say that generally people of that area ask of 1 kg.
So the observation drawn from the above points are that people of A-catchment are very hygienic and purchase in very less quantity in perishable items as seen above.
Fig 1.6 Most preferred brand : Fig 1.7 Most Preferred brand :
40
40
20
Sales
SarasAmulMilk foodKrishna
30
40
30
Sales in %age
saffolafortunechambalsundrop
All people of A-catchment purchase ghee and edible oil in packet which signifies that these people are very hygienic and prefer packet products.
In fig 1.6 it can be seen that saras and amul dominates this category with having a share of 40% each and rest 20% is shared by milkfood. So this again shows that people of A-catchment are not price sensitive as as both saras and amul market price is Rs180 and Rs200 respectively which is much higher then other ghee’s.
In fig 1.7 frotune oil covers maximum market share with 40% ands next to it are saffola and chamble with share of 30% each. Category : Sampoo Fig 1.8 Catregory : Bathing soap fig 1.9
10
30
20
40
Sales (IN %AGE)
SUNSILKHEAD & SHOULDERSCLINIC ALL CLEARGARNIER
40
10
40
10
Sales (in %age)
lux pears dettol lifeboy
In fig 1.8 garnier covers 40%, head n shoulders 30 % , 20%clinic plus and rest by sunsilk. In Fig 1.9 lux and dettol covers 40% each and lifebuy and pears 10% each.
So it can be concluded from above that people are very helth concious as 40% use dettol soap .
Fig 1.10 Category : Washing soap Fig 1.11 Category : Washing Powder
34
40
20
40
Sales
rin wheel tide oswal
30
30
10
30
Sales
rin surf excelarieltide
In the above categories when shopkeepers were asked about pack sizes they just responded the normal pack size generally available in market.
In fig 1.10 rin and oswal having a share of 40% each and 20% is covered by wheel . So, it can be noted oswal shop shares 40% market which is a local brand .
In fig 1.11 rin , surf excel and tide share 30% each and rest 10 % is shared by ariel In this category people genrally go for branded products.
Fig 1.12 Category : Namkins fig 1.13 Category : Talcum powder
60
20
10
Sales
Bikaji haldiram ajab other
30
40
10
10 10
Sales
axe ponds dermicool
nycil boroplus
In category namkins i.e. fig 1.13 bikaji covers 60% market, 20% is covered by haldiram and 10% by ajab. Now, ajab is a local brand which signifies that in this category people also have local brands i.e. they are not very brand loyal.
In fig 1.13 ponds share 40 %, 30% Is shared by axe and dermicool ,nycil nad boroplus share 10% each.So it can be observed from above that few are very brand loyal while this category also have population which are not very brand conscious.
35
B-catchmentCategory : RICE
Fig 1.1 Loose/Packet fig 1.2 In loose of what price
60
40
Sales (in %age)
loosepacket
10
20
30
40
Rs 15-20Rs 21-25Rs 26-30Rs 31-36
In B-catchment area 60% of people purchase loose rice and only 40% people purchase packet. This shows that in B-catchment area people mostly prefer loose items . Here people are both price sensitive and quality sensitive.
In fig 1.2 it can be seen that 40% people in B-catchment purchase rice priced between 31-35 and 30% purchase between 26-30 .This shows that people in B-catchment are price sensitive, but in accordance with price they also lookfor quality.
36
Category : AATA
Fig 1.3 In packet which brand : Fig 1.4 Pack Size
30
40
10
20
Sales
Aashirwaad Sarbati laxmi bhog
shakti bhog aamrit
70
30
Sales
10 kg5 kg
I00% of shopkeepers sell packed aata , which again signifies that people of B-catchment prefer packet products over loose.
In fig 1.3 it can be seen that 40% of people purchase laxmi bhoj and 30% aasirwad sarbati and 20% is for aamrit bhog and rest 10% sakti bhog.So, from the above findings the resercher can once again conclude that people of B-catchment are price sensitive as 40% purchase laxmi bhog and they are also quality sensitive as aashirwaad sarbati is of high price as compared to other brands.
In fig 1.4 it can be seen that 70% of shopkeepers say that people here basically ask for 10 kg
Category : DALFig 1.5 type of Dal preferred
50
30
155
Sales
Moong mogarmoong chilkamoong dalchana dal
37
In fig 1.5 it can be seen that 50% people of B–catchment generally prefer having moong mogar and 30% prefer having moong chilka , a minor 15% prefer having moong dal nag rest 5% chana dal.
In respect to packing 100% of shopkeepers say that generally people of that area ask of 1 kg.
So the observation drawn from the above points are that people of A-catchment are very hygienic and purchase in very less quantity in perishable items as seen above.
Category : GHEE Category : Edible Oil
Fig 1.6 Most preferred brand : Fig 1.7 Most Preferred brand :
30
30
40
Sales
SarasAmulMilk foodKrishna
10
40
50
Sales in %age
saffolafortunechambalsundrop
All people of B-catchment purchase ghee and edible oil in packet which signifies that these people are very hygienic and prefer packet products.
In fig 1.6 it can be seen that saras and milkfood dominates this category with having a share of 30% each and rest 40% is shared by milkfood. So this again shows that people of B-catchment aret price sensitive .
In fig 1.7 chambal oil covers maximum market share with 50% ands next to it is fortune and rest 10% is shared by saffola.
Category : Sampoo Fig 1.8 Catregory : Bathing soap fig 1.9
10
30
20
40
Sales (IN %AGE)
SUNSILKHEAD & SHOULDERSCLINIC ALL CLEARGARNIER
20
10
40
30
Sales (in %age)
lux pears dettol lifeboy
In fig 1.8 garnier covers 40%, head n shoulders 30 % , 20%clinic plus and rest by sunsilk. In Fig 1.9 dettol covers 40% each and lifebuy around 30 %.
So it can be concluded from above that people are very helth concious as 40% use dettol soap .
38
Fig 1.10 Category : Washing soap Fig 1.11 Category : Washing Powder
40
20
40
Sales
rin wheel tide oswal
30
30
10
30
Sales
rin surf excelarieltide
In the above categories when shopkeepers were asked about pack sizes they just responded the normal pack size generally available in market.
In fig 1.10 rin and oswal having a share of 40% each and 20% is covered by wheel . So, it can be noted oswal shop shares 40% market which is a local brand .
In fig 1.11 rin , surf excel and tide share 30% each and rest 10 % is shared by ariel In this category people genrally go for branded products.
Fig 1.12 Category : Namkins fig 1.13 Category : Talcum powder
40
20
40
Sales
Bikaji haldiram ajab other
30
40
10
10 10
Sales
axe ponds dermicool
nycil boroplus
In category namkins i.e. fig 1.13 bikaji covers 60% market, 20% is covered by haldiram and 40% by ajab. Now, ajab is a local brand which signifies that in this category a mahor share is of ajab namkins .
In fig 1.13 ponds share 40 %, 30% Is shared by axe and dermicool ,nycil nad boroplus share 10% each.So it can be observed from above that few are very brand loyal while this category also have population which are not very brand conscious.
39
C-Catchment
Category : RICE
Fig 1.1 Loose/Packet fig 1.2 In loose of what price
80
20
Sales (in %age)
loosepacket
30
40
20
10
Rs 15-20Rs 21-25Rs 26-30Rs 31-36
In C-catchment area 800% of people purchase loose rice and only 200% people purchase packet. This shows that in C-catchment area people mostly prefer loose items . Here people are mostly price sensitive.
In fig 1.2 it can be seen that 40% people in C-catchment purchase rice priced between 21-25 and 30% purchase between 15-20 .This shows that people in C-catchment are very price sensitive, the main factor for purchasing any product from any place is price.
40
Category : AATA
Fig 1.3 In packet which brand : Fig 1.4 Pack Size
10
40
30
20
Sales
Aashirwaad Sarbati laxmi bhog
shakti bhog aamrit
70
30
Sales
10 kg5 kg
I00% of shopkeepers sell packed aata , which again signifies that people of C-catchment prefer packet products over loose.
In fig 1.3 it can be seen that 40% of people purchase laxmi bhoj and 30% sakti bhog and 20% is for aamrit bhog and rest 10% aashirwaad sarbati.So, from the above findings the resercher can once again conclude that people of C-catchment are price sensitive as 90% of sale comprises from laxmi bhog,sakti bhog and aamrit and all three comes under ame price range.
In fig 1.4 it can be seen that 70% of shopkeepers say that people here basically ask for 10 kg
Category : DAL
50
30
155
Sales
Moong mogarmoong chilkamoong dalchana dal
41
In fig 1.5 it can be seen that 50% people of B–catchment generally prefer having moong mogar and 30% prefer having moong chilka , a minor 15% prefer having moong dal nag rest 5% chana dal.
In respect to packing 100% of shopkeepers say that generally people of that area ask of 1 kg.
So the observation drawn from the above points are that people of A-catchment are very hygienic and purchase in very less quantity in perishable items as seen above.
Category : GHEE Category : Edible Oil
Fig 1.6 Most preferred brand : Fig 1.7 Most Preferred brand :
20
20
30
30
Sales
SarasAmulMilk foodKrishnaLoose
40
50
10
Sales in %age
saffolafortunechambalengine
All people of B-catchment purchase edible oil in packet and in respect of ghee 30% population purchase loose.
In fig 1.6 it can be seen that branded ones account to 70% of sale , while 30% purchase it loose.so it can be said that people of C-catchment want low ost gfhee or they cant afford in large quantity.
In fig 1.7 chambal oil covers maximum market share with 50% ands next to it is fortune and rest 10% is shared by engine.
Category : Sampoo Fig 1.8 Catregory : Bathing soap fig 1.9
10
30
30
10
20
Sales SUNSILK
HEAD & SHOULDERS
CLINIC ALL CLEAR
GARNIER
chik
20
30
20
20
20
Sales (in %age)
lux gogrej no 1 dettol
lifeboy emami
In fig 1.8 chik covers 20%, head n shoulders 30 % , 30% clinic plus and rest by sunsilk. In Fig 1.9 all soaps share equally 20% each. So it can be concluded from above that people are very helth concious as 40% use dettol soap .
42
Fig 1.10 Category : Washing soap Fig 1.11 Category : Washing Powder
40
20
40
Sales
rin wheel tide oswal
30
10
30
40
Sales
rin surf exceltideothers
In the above categories when shopkeepers were asked about pack sizes they just responded the normal pack size generally available in market.
In fig 1.10 rin and oswal having a share of 40% each and 20% is covered by wheel . So, it can be noted oswal shop shares 40% market which is a local brand .
In fig 1.11 rin , rin and tide share 30% each and rest 40 % is shared by others. In this category people of C-catchment genrally go for non-branded products.
Fig 1.12 Category : Namkins fig 1.13 Category : Talcum powder
10
10
2060
Sales
Bikaji haldiram ajab other
30
40
10
10 10
Sales
axe ponds dermicool
nycil boroplus
In category namkins i.e. fig 1.13 others covers 60% market, 10% is covered by haldiram and 20% by ajab. Now, a major 60% is shared by local brands .
In fig 1.13 ponds share 40 %, 30% Is shared by axe and dermicool ,nycil nad boroplus share 10% each.So it can be observed from above that few are very brand loyal while this category also have population which are not very brand conscious.
43
Recommendations
Aditya Birla Retail Ltd’s ‘more’ should set their assortment mix differentiating in
3 catchments (A,B,C)
‘More’ retail outlets should revise their MBQ’s ( Maximum Bin Quantity)
For A-catchment it should emphasize on quality and for perishable products it should set
less MBQ’S.
Range is also important for A-catchment area as people here are very brand loyal and if
they don’t get their brand it becomes a loss of potential customer.
For perishable products it should set MBQ very less and try and keep fresh items ,
especially for A-catchment.
Customer of A-catchment is not price sensitive.
For B-catchment customers it should emphasize both on price and quality.
It should keep loose rice if different varieties and price so that customer gets choice in
loose products also.
It should appropriately design various promotional schemes for B-catchment customers
so as to increase footfall.
C-catchment customers are very price sensitive, so it should try and keep the prices there
as low as possible.
In C-catchment it should keep products very less in quantity as their purchasing power is
very less.
It should packet various items in less quantity like 100gms,200 gms,250 gms so that
customer get a choice, as C-catchment customers purchase very less quantity at a time.
It should negotiate a deal with oswal soaps as it is sold in all 3- catchments and also
captures huge market share in washing soap category.
It should also make a deal with other local dealers in respect to namkins , washing
powder, as people of C-catchment generally prefer low priced good.
44
Few products like Frotune oil, chamble oil,milkfood ghee,oswal soaps,dettol shop etc.
which are having almost equal demands in all catchments ,their MBQ should be kept high
and should take care of never running short of these products.
45
Limitations
The sample size taken for our survey is small and hence the conclusions drawn from this
may not apply to the entire population.
Response Error: It is of two types:
a) Inability error: Many a times it so happens that the respondents are not fully
aware. In such cases it was difficult for them to fill up the questionnaire.
b) Unwillingness Error: Respondents were deterrent to provide information because
of lack of time and no incentive for them.
46
Conclusion
At the end of the research work the researcher can conclude that for the success of any retail outlet a proper assortment mix is extremely important. Today in this competitive environment especially in retail sector where every day a new company is being established we can only say ‘survival of the fittest’ and to survive here every organization must keep a check on every thing happening in and around.
So, to survive the competition every organization have to design different strategy for different areas based on its demographics and this research work is also based on proper assortment mix in different catchments of Aditya birla’s ‘more’ retail outlets. After the research it can be concluded that their needs to be difference in type , range, variety ,price in different areas.
The overall analysis can be derived in 3 points :
A-catchment people are not price sensitive, they prefer quality on price and moreover they also need variety as they are brand loyal customers.
B-catchment customers are both price and quality sensitive these people are not very brand loyal can change their brand preference but maintains a level of quality.
C-catchment customers are only price sensitive and they prefer product which is of lower price whether it be of private level or branded.
Lastly the researcher hopes that the above research will help the organization and also make a difference to it.
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Questionniare
Dear Seller , we are conducting an survey on type of grocery item mostly sold at your shop so that we can appropriately design policies on those items. So I request you give your 10 min to fill this questionnaire.
1. Name of person / Shop ………………………………………………………………………..
2. Location …………………………………………………………………………………………………
3. Rank appropriately as per Consumption/Sales ( please rank at least two )
a)
Rice Tick Loose
Category Price
Packet Rank Pack Size Rank
Loose Basmati 15-20 Lal quila 500 gms
packet Dubar 21-25 India gate 1 kg
Tibar 26-30 Doon 2 kg
Parimal 31-35 Kohinooor 5 kg
Sella 36-40 Charminar 10 kg
Kinki 41-45 Daawat
b
Aata Rank If packet then which, Pack size Rank
Packet Aashirwad 1 kg
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loose Aashirwaad Sarbati 2 kg
Laxmi Bhog 5 kg
Shakti bhog 10 kg
Aamrit
Others………………..
c)
Dal Tick If loose then which,
Rank QuantityRank Sampoo Pouch
RankBottle Rank
Packet Chana dal 500 gms Sunsilk
Loose Moong dal 1 kg Head n shoulders
Tur/arhar dal 2 kg Dove
Moong Chilka 5 kg Clinic all clear
Other…… Garnier
Chik
Pantene
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Bibliography
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d)
Ghee Tick
If Packet then which,
Rank Quantity
Rank
Oil Tick
If Packet then which,
Rank Quantity
Rank
Packe
t Saras 500 gms Packet Saffola 500 ml
Loose Amul 1 kg Loose Fortune 1 ltr
Milk food
2 kg Nature fresh
2 ltr
Mother
Dairy 5 kg
Chamba
l 5 ltr
Krishna Sundrop 15 ltr
Mahaan Dhara
Other… Engine
e.
Bathing soap
Rank Washing soap
Ran
k
Washing Powder
Rank Pack Size Rank
Lux Rin Rin
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Liril Wheel Surfexcel
Dettol Tide Ariel
Lifeboy Oswal Tide
Dove Bandar chap
Wheel
Cinthol Gharahi Gharee
Pears Sunflower Nirma
Godrej Other Other..
Others..
f.
Juices Rank Namkins Rank Pack
size
Rank Talcum powder Rank
Real Bikaja AXE
Fresh Haldiram Ponds
Kisaan Parsumal Fa
Rasna Vardaman Neviea
Other Other. Liril
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Dermicool
Nycil
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