Embed Size (px)
Citation preview
CHAPTER-1: INDUSTRY PROFILE
1.1 Introduction
Accounting for around 14-15 per cent of the gross domestic product (GDP), the Indian
retail industry is estimated to be worth around US$ 500 billion currently. Home to one of
the top five retail markets in the world, India offers immense scope of growth and
opportunities in this arena. As of now, almost 90 per cent of the Indian retail sector is
controlled by tiny family-run shops i.e. the unorganized segment. Thus, organized
retailers have a lot of room for further penetration in this flourishing economy. In 2010,
larger format convenience stores and supermarkets accounted for about 4 per cent of the
industry, and these were present only in large urban centers. Now the trend is changing,
and such concepts are mushrooming in smaller cities and towns as well. Organized retail
segment is expanding at 20 per cent a year, driven by the emergence of shopping centers
and malls and growing middle class.
India allowed overseas investment in its supermarket sector in September 2012. Since
then, the retail landscape is witnessing a flurry of foreign investments. Some of the facts,
recent statistics and developments related to the same are discussed hereafter.
RETAIL MEANING
Retail comes from the French word retailer which refers to "cutting off, clip and divide"
in terms of tailoring (1365). It first was recorded as a noun with the meaning of a "sale in
small quantities" in 1433 (French). It's literal meaning for retail was to "cut off, shred,
paring".
Business of selling products and services to the public as the ultimate consumer.
Retailing involves selling many different products and services, either from a store
location or in direct selling through vending machines and in-home presentations.
First retailers in India include BATA, Pantaloon, Bombay Dyeing, Spencer’s The case
highlights the emergence and evolution of PRIL from a small garment manufacturer to
Page | 1
the retailer in India by the early 21st century. It examines the evolution and growth of
PRIL until the mid 1990s, and then traces the rationale behind the launch of its first retail
format Pantaloons, a family departmental store. It discusses in detail the marketing and
promotional efforts undertaken by PRIL for Pantaloons, which made the store one of the
most successful lifestyle stores in India in the early 2000s. The case then examines the
reasons for PRIL's entry into discount store and food store businesses through Big
Bazaars and Food Bazaars and discusses in detail the strategies and marketing efforts put
in place by PRIL to promote these formats. Recent trends in the Indian retailing industry,
changing requirements and preferences of consumers, Understanding changing consumer
lifestyles.
1.2 Background
The organized retail industry in India did not evolve till the early 1990s. Until then, the
industry was dominated by the un-organized sector. It was a sellers market, with a limited
number of brands, and little choice available to customers Lack of trained manpower, tax
laws and government regulations all discouraged the growth of organized retailing in
India during that period. Lack of consumer awareness and restrictions over entry of
foreign players into the sector also contributed to the delay in the growth of organized
retailing. This allowed the un-organized sector to rule the Indian retailing industry. It was
during this time that the foundation of PRIL was laid by Biyani. Biyani was a commerce
graduate with a post-graduate diploma in marketing. After spending five years in
managing his family business of trading textile and yarn, he started with apparel
manufacturing in the mid-1980s. Is Kishor Biyani a retailer or a fund manager? That
question might well be asked of him in the not too distant future. Over the last few
months, Future Capital Holdings (FCH), led by CEO Sameer Sain, has stitched together a
fully integrated financial services business model.
Management business in India with almost $830 million in assets. Now, it has big plans
in insurance, retail lending and forex services. “Whether we have a consumer who wants
Page | 2
to leverage future income to realise his aspirations today, or wants to save and invest, or
buy protection for his family, we want to be a part of it,” says Sain. He believes that in 5-
7 years, FCH’s bottom line will be bigger than the retail business! In the insurance
business, the Future Group has managed to wrest a 74 per cent stake in a joint venture by
investing just Rs 100 crore (its JV partner invested the same amount for a 26 per cent
stake). “Italian Assicurazioni Generali, ranked 21 on the Fortune 500 list, is a good fit for
us because they derive almost 17 per cent of their sales from mall assurance. They have
also partnered another retailer in the Philippines,” says Sain. Biyani estimates that with
just a 1 per cent footfall conversion rate, the insurance business would have over 2
million customers. That would earn him huge fees on distribution and catapult the
company to amongst the largest private insurance players by way of number of policies
sold. Despite the global economic recession and a consequent slowdown in the Indian
economy, organized retail continued to make headway although at a slower pace in 2009.
Nonetheless, if the current retail landscape is compared with that of 2004, it has
undeniably become a much larger environment. Retail stalwarts such as Wal-Mart, Tesco
and Marks & Spencer have already made inroads into the Indian retail industry and with
multi-billion dollar investments.
1.3 Retail Scene in India
million sq.ft. in available mall space by the end of 2007.Food and Grocery retail holds the
most potential, as almost 99% of it is unorganized. The Omnibus edition of Pantaloon
retail papers spans this very happening sector, which not only brings so much joy to the
inveterate shoppers in terms of retail therapy, but also employment and livelihood to tens
of thousands of Indians. India’s GDP growth rate is a healthy 9% for 2005-06 – and this
has had its ripple effect on all industries – more so the Retail sector, of which only 3%
organized until now. The Indian retail industry accounts for 10% of GDP and 8% of
employment. India is being touted as the next big retail destination with an average three
Page | 3
year Compounded annual growth rate of 46.64%.The Indian economy is poised to take
the third position in the world in terms of Purchasing Power Parity by the year 2010.The
Indian Retail Market is a Rs. 1,200,000 million market as per the Images India Retail
Report 2007.Organized Retail market is zooming ahead with an annual growth rate of
30%.The Retail sector is vibrant with growth happening in all related areas – be they
malls, hypermarkets or single brand luxury stores, they have dotted the commercial
landscape of the metros, and have even percolated to the Tier II and Tier III cities.
Malls are fast becoming sought-after entertainment hotspots. From a situation where
There were no malls about a decade ago, the country will have over 300 malls translating
to over 100 Number of big players is entering the field of organized food retail like
Reliance, AdityaBirla Group and the Bharti Group, which has tied up with the world’s
largest retailer –Wal-Mart. All these major players are expected to show an annual
growth rate of 25 – 30%.
The Retail boom has also led to the opening of a large number of single brand outlets
across the country. With big brands and bigger outlets across all segments, from Apparel
and Footwear, Watches, Books and Stationary to Jewelry and Consumer Durables, the
sweep is indeed broad. In to sample the depth and breadth of this amazing sector.
Types of Retail verticals operating in India are:
Food and Beverage
Health and Beauty
Clothing and Footwear
Home Furniture and Household Goods
Consumer Durable Goods
Leisure and Personal Good
Page | 4
Economic slowdown serves as reality check for retailers
The global economic crisis and its impact on India resulted in a slowdown of the Indian
economy in 2009. This caused consumers to tighten their purses, and the availability of
financial support for retail expansion dried up. This put a halt to the unprecedented
expansion seen over the review period. Lower consumer confidence resulting from the
recession, as well as job losses, resulted in fewer visits to retail stores, and consequently
sales plummeted for major retailers. With consumers becoming highly discretionary,
spending on non-essential items such as lifestyle goods was highly impacted, making it
one of the worst performing categories.
Retailers with financial backing weather the storm
Credit from banks and other lenders has been difficult to obtain in the current
environment, and retailers have suffered severely as a result. Some retailers are unable to
pay rental fees because all lines of credit have dried up. In such a tough operating
environment, retailers under the umbrella of a diversified holding company with access to
internal funds are faring better than other players. For example, Reliance Retail and
Aditya Birla Retail emerged relatively unscathed compared with smaller players such as
Subhiksha and Vishal Retail.
Internet retailing grows at phenomenal pace
Due to the increased penetration of credit cards and availability of computing facilities to
a wider population, Internet retailing is witnessing stellar growth. Internet retailers offer
products at discounted prices to consumers compared with store-based retailers and
bargain-hunting consumers are latching on to this fact. This has become even more
pronounced in light of the economic downturn as consumers have become increasingly
sensitive to price.
Page | 5
India’s attractiveness stands over long term
India’s burgeoning middle class offers considerable promise for organized retailing,
which is expected to remain attractive to organized retailers over the long term.
Liberalization and financial reforms would remain a key factor in the expansion of the
organized retail environment. Currently, foreign direct investment is not allowed in single
brand retail, and it proved a major hurdle in IDEA’s billion-dollar plans in mid-2009 to
enter the organized retail environment.
Impact Of Recession On The Indian Retail Market
The retail market in India is facing slowdown with the ongoing financial crisis happening
across the world markets. Since the markets always have internally linked with each
other, the impact of the crisis is generally shared among all. The following circumstances
are creating unwelcome interruptions to the Indian retail industry. The industry hopes for
the best alternations to overcome the acrimonious situations. Markets in recession
worldwide and India too: The current meltdown in the world markets is shaking the globe
today. Not even a single country seems to be off the hook. The high level of inflation has
been a wet blanket for the global markets. The roots of the world markets are nearly
pulled away with the heavy downfall of the American financial giants. Amongst many
countries, India too not exempted from the impact of world financial crisis. All this is
leading to a temporary recess for the markets from a regular busy schedule. However,
These fluctuations are not new for global market. For the decades long, markets, across
the world, have been witnessing such ups and downs. But the ultimately fact is that the
market growth rate is always constantly high when comparing to such downfalls
Economic slowdown
The Financial crisis is adding to the pressure on global economies. The International
Monetary Fund (IMF) now sees the world entering a major slowdown.
Page | 6
Market Size
The Indian retail industry has expanded by 10.6 per cent between 2010 and 2012
and is expected to increase to US$ 750-850 billion by 2015, according to a report
by Deloitte. Food and Grocery is the largest category within the retail sector with
60 per cent share followed by Apparel and Mobile segment.
The foreign direct investment (FDI) inflows in single-brand retail trading during
April 2000 to June 2013 stood at US$ 96.96 million, as per the data released by
Department of Industrial Policy and Promotion (DIPP).
Online Retail
Indian consumers are demonstrating an increasing interest in online shopping, thanks to
the surging number of online users. The growing online retail market has become a very
lucrative business for international majors as well. For instance, internet giant Amazon,
which was dedicated to the biggest markets until now, has commenced an India-centric
website in June 2013.
India has surpassed Japan to become the world’s third largest Internet user after China
and the United States with almost 74 million Internet users, stated global digital
measurement and analytics firm comScore.
In addition to that, online retail web sites have witnessed a 65 per cent rise in the traffic
from the previous year, according to a survey by the Associated Chambers of Commerce
and Industry of India (Assocham).
The survey indicated that the market for online shopping in India, estimated to be around
Rs 52, 000 crore (US$ 8.19 billion), is expanding at a very fast pace. The trend is not
only catching up in metros, but in smaller towns and cities as well.
Page | 7
Retail Industry: Key Developments and Investments
Sahara Q Shop has recently initiated its operations with 100 exclusive
convenience stores in Delhi/ NCR. The company is planning to open 400 such
stores by March 2014 in the region. Currently, Sahara Q operates 901 stores in 12
states and by the end by FY14; the company intends to have 10,000 such stores
across India. About 2,000 of these will be opened in metros.
American real estate firm Trump Organization is very positive on the Indian real
estate sector. The company has bog growth plans for the Indian market and is
scouting for a local partner to achieve its goals. Trump reveals that India has
always been an important growth market for them and they want to harness the
growing demand for luxury products in the sub-continent. It believes that the
brand will add significant value to ultra-luxury developments - be in residential,
hotel, commercial, retail or golf.
International luxury products major are also very bullish on Indian retail market.
Italian luxury goods firm Bulgari is awaiting Foreign Investment Promotion Board
(FIPB)’s nod to set up exclusive retail stores in India that will sell high-end
jewellery, watches and accessories under its 'Bvlgari' brand. Part of the French
luxury major LVMH Group, Rome-headquartered Bulgai has made its application
under the single-brand route.
On the similar lines, Meanwhile, Villeroy & Boch AG, the Germany-based bath,
wellness and tableware firm, has partnered with Genesis Luxury Fashion to
commence its operations in single-brand retail trade in India.
Villeroy & Boch’s application, seeking 50 per cent equity in the joint venture (JV)
Company for single-brand retail trade, has recently got a nod from the FIPB. The
FDI infusion in the JV would be to the tune of Rs 1.12 crore (US$ 176, 949.21).
Page | 8
Genesis Luxury Fashion, that has brands such as Paul Smith, Bottega Veneta, shoe
brand Jimmy Choo, Italian label Etro and Armani and home and personal care
products from Crabtree and Evelyn under its business in India, will exclusively
manage the distribution of Villeroy & Boch tableware products in the country. The
alliance ensures the establishment of a distribution network through the opening of
Villeroy & Boch’s exclusive retail stores in India.
In a bid to tap the branded footwear market in India, which is estimated to be
about Rs 30,000 crore (US$ 4.74 billion), Aero Group (known for its flagship
Woodland brand) is planning to revive one of its old brands, Woods. The company
is contemplating to open around 30 new, revamped Woods stores in 2013. The
eight-year-old brand would now lay its focus on the fashion quotient, rather than
the typical outdoor, rough and tough image of Woodland, and will have more of
the range for women.
Government Initiatives
In order to attract more of foreign funds and woo global majors such as Wal-Mart ad
Carrefour, the Government has further liberalised rules for international investment in
multi-brand retail formats.
Foreign retailers will now be allowed to open stores in cities that have a population of
less than one million. Earlier, supermarkets could only commence their operations in 53
cities; the ones with more than a million of population. A relaxation was permitted only
in case of states that did not have a single city with a population of one million. The
initiative will now facilitate opening of stores in cities such as Gurgaon and Aurangabad.
Meanwhile, the Government of India has recently approved 18 FDI foreign direct
investment (FDI) proposals worth US$ 173 million in the single brand retail segment
during April 2010 and May 2013. Out of these, five proposals worth US$ 137.68 million
were approved during the first two months of 2013-14.
Page | 9
Fashion brand Promod, France-based crockery maker Le Creuset, accessories firm Fossil
Inc and French sports giant Decathlon are some of the firms which have received
approvals to open retail stores under the single-brand retail policy.
The Government had raised the FDI cap in single-brand retail to 100 per cent from 51 per
cent in January 2012.
Road Ahead
The domestic retail market is projected to be worth US$ 1.3 trillion by 2020, stated Mr
KV Thomas, the Consumer Affairs Minister. Future prospects pose a tremendous growth
opportunity for retail players- domestic as well as foreign. He further mentioned that the
consumer behavior is also experiencing a transition due to upcoming western concepts
like online shopping and direct selling.
Another report by Booz & Co and RAI expects that the overall Indian retail sector would
grow 9 per cent in 2012-16, with organized retail growing at 24 per cent or three times
the pace of traditional retail (which is expected to expand at 8 per cent).
Deloitte also seconds this forecast and expects that organized retail, which constitutes 8
per cent of the total retail market, will gain a higher share in the growing pie of the retail
market in India. Various estimates put the share of organized retail as 20 per cent by
2020.
Exchange Rate Used: INR 1 = US$ 0.01575 as on September 15, 2013
Page | 10
CHAPTER 2: COMPANY PROFILE
2.1 Introduction to Future Group
Future Group
Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of India’s
leading business houses with multiple businesses spanning across the consumption space.
While retail forms the core business activity of Future Group, group subsidiaries are
present in consumer finance, capital, insurance, leisure and entertainment, brand
development, retail real estate development, retail media and logistics. It employs around
30,000 people and is listed on the Indian stock exchanges. The company follows a multi-
format retail strategy that captures almost the entire consumption basket of Indian
customers. In the lifestyle segment, the group operates Brand factory, a fashion retail
chain and Central, a chain of seamless malls. In the value segment, its marquee brand,
Big Bazaar is a hypermarket format that combines the look, touch and feel of Indian
bazaars with the choice and convenience of modern retail The group’s specialty retail
formats include supermarket chain - Food Bazaar, sportswear retailer - Planet Sports,
electronics retailer - eZone, home improvement chain -Home Town and rural retail chain
- Aadhaar, among others. It also operates popular shopping portal.
www.futurebazaar.com.
Future Group believes in developing strong insights on Indian consumers and building
businesses based on Indian ideas, as espoused in the group’s core value of ‘Indianness.’
The group’s corporate credo is, ‘Rewrite rules, Retain values.’ Company Background –
Pantaloon Retail India Founded in 1987, by Mr. Kishore Biyani, Pantaloon Retail in
India’s leading Retail Company. It is the flagship company of the future group. Starting
its 1st outlet in 1997,Pantaloons in Kolkata. The company operates under multiple
formats – hypermarket, apparel stores, specialty stores under various brands including
Page | 11
Big Bazaar, Central, Food Bazaar, Brand factory, E Zone, etc. The company also
operates an online portal, futurebazaar.com. Future group is today recognized as one of
the pioneers in the business of organized retailing in the country with a turnover of over
Rs.2,884.43millions for fiscal 2006, as opposed to a turnover of Rs.1,463.12 million for
fiscal 2005and Rs.881.04 million for fiscal 2004. During the same period Pantaloon
profit after tax was Rs.124.75 million, Rs.30.20 million and Rs.3.82 million, respectively.
As a result, Pantaloon sales increased between fiscal 2004 and fiscal 2006 at a CAGR of
80.94% and Pantaloon profit after tax increased between fiscal 2004 and fiscal 2006 at a
CAGR of471.44%.
Pantaloon Retail is one of the leading retail houses in India. As of November 15,
2006,Group/Company operated 46 retail stores, including three stores which are operated
by Pantaloon franchises. These 46 stores are spread over about 1,113,000 square feet and
are located in 17 states across India. In efforts to strengthen Pantaloon supply chain,
Group/Company has set up seven regional distribution centers and an apparel
manufacturing plant.
The company is headquartered in Mumbai with zonal offices at Kolkata, Bangalore,
andGurgaon (Delhi). It has 4 kinds of stores; Pantaloon stores, Central Malls, ALL
Stores, Fashion Stations and Mela Store. In the Value segment, Group/Company cater to
themasses through Pantaloon Big Bazaar, Food Bazaar outlets and Gold Bazaar Stores
withover 6.5 lakh sq. ft. retail space across Kolkata, Mumbai, Thane, Pune, Hyderabad,
Bangalore, Nagpur, Ahmadabad, Kanpur, Chennai and Gurgaon (Delhi)..
Group/Company endeavor to facilitate one-stop-shop convenience for Pantaloon
customers and to cater to the needs of the Group/Company believes this concept as
helped us grow to Pantaloon current size within a short timeframe of four years.
Management of the Company
Future group over a period of time has built a strong management team to drive the
company for its high growth phase. Though, Mr. Kishore Biyani is the face of the
Page | 12
company is not a one man show and has built a strong second and third line of
management, to fulfill its massive expansion and growth plans. Though there have been
concerns regarding lack of talent in the growing retail sector, the company has the best
talent in place to drive each business category.
Expansion Plans
The concept of discount store resembles the Wal-Mart strategy. In India and especially in
metro cities like Mumbai, Bangalore, Calcutta and Hyderabad, where the population is
dense and consists of a high middle-class population, the concept of discount stores
ingraining a lot of acceptance. The company plans to expand rapidly. The next year it
plans to open more stores in Mumbai and Delhi at critical locations. It has planned to
open three Big Bazaars (discount stores) in ‘A-class cities’ like Bangalore. Pantaloon has
already bagged substantial retail space in Hyderabad (60,000sq. ft.), Kolkata (35,000 sq.
ft.) and Bangalore (40,000 sq. ft.).In Mumbai it acquired50,000 sq. ft. area at each of its
locations at Lower Parle, Mulund and the western suburbs.2.4 Challenges The key
challenges facing the company are as follows: Fund raising – The Company
acknowledges that expansion plans of the company Cannot be met from internal
resources. This means that the company has to tap external sources to fund expansion.
The company has recently allotted shares to promoter’s Asabi formula price. It plans to
borrow heavily to fund its expansion plans.
Page | 13
2.2 FUTUTRE LIFESTYLE FASHIONS LIMITED
Future Lifestyle Fashions Limited [FLF] has been formed through the demerger of the
lifestyle fashion businesses of Future Retail Limited (formerly Pantaloons Retail (India)
Limited) and Future Ventures India Limited.
FLF brings together the four key components in the fashion industry – a strong portfolio
of owned and licensed brands, a well established retail presence, a pan-India reach for its
brands through a strong distribution network and investments in fast growing fashion
brands – into a single entity. It thus creates a unique player in the fashion industry that is
primed to gain leadership in building both fashion brands and fashion retailing in India.
As an integrated fashion company with presence across all key segments within the
fashion industry, FLF will benefit from operating mature businesses that have built its
presence and strengths for well over a decade. Now, as an integrated entity.
FLF Approach
Live, Breathe & Think Fashion – Fashion is ever-evolving and we will be
sensitive, agile and open to the rapidly evolving fashion market
Consumers at our Core – We create exceptional brands and experiences that reflect
the various identities and aspirations of Indian consumers and their spoken and
unspoken needs, wants and desires
Design is our Soul – The spirit of our design-thinking lies not only in the brands and
experiences we create but also in building relationships, leading innovation, setting
trends and providing utmost fulfillment to consumers
Pursuit of Happiness – Above all, we will collaborate and strive to bring smiles on
the faces and happiness in the lives of our colleagues, customers, business partners
and communities we work in.
Page | 14
2.3 VISION AND MISSION
Vision
To be the leading lifestyle fashion company in India by creating exceptional brands and
shopping experiences that will bring alive the Indian idiom of fashion
Mission
We at Future Lifestyle Fashions aim to create a globally recognized fashion organization
here in India by bringing alive the Indian idiom of fashion. We thus strive to:
Be the most preferred fashion destination of India
Create the most preferred portfolio of fashion brands
Be as the most innovative, efficient, and profitable retailer
Be the preferred employer in the fashion space
Be the trendsetter in Indian fashion through superior understanding of the
culture, style code, passion and aspirations of Indian consumers
Create happiness for customers, colleagues, business partners and every
stakeholder
Board of Directors
FLF aims to emerge as a globally benchmarked fashion company built from here in India.
Mr. Kishore Biyani
Mr.Rakesh Biyani
Mr. Shailesh Haribhakti
Dr. Darlie O Koshy
Mr. Chandra Prakash Toshniwal
Page | 15
Mr. Kishore Biyani
Mr. Kishore Biyani, founder of Future Group, is the Managing Director of the Company.
He is considered as a pioneer of modern retail in India. He has led the Group’s foray into
organized retail with the opening of the Pantaloons Stores, Big Bazaar, Food Bazaar,
Central, Home Town and many other formats in fashion and accessories, and
consumption of fast moving goods. His efforts also brought the evolution of the Group in
the areas of Retail, Brands, Space, Capital, Logistics, insurance and Media. He has been
regularly ranked among India’s most admired CEOs, he is the author of the book ‘It
Happened in India’. He has won numerous awards from government bodies and the
private sector in India and abroad and is on the board of a number of bodies, including
the National Innovation Foundation in India and the New York Fashion Board.
Mr. Gopikishan Biyani, Director
Gopikishan Biyani is a commerce graduate and has more than twenty years of experience
in the textile business.
Mr. Rakesh Biyani, Whole time Director
Rakesh Biyani is a commerce graduate and has been actively involved in category
management; retail stores operations, IT and exports. He has been instrumental in the
implementation of the various new retail formats.
Mr. Vijay Biyani, Whole time Director
Vijay Biyani has more than twenty years of experience in manufacturing, textiles and
retail industry and has been actively involved in the financial, audit and corporate
governance related issues within the company.
Mr. Kailash Bhatia, Whole time Director
Page | 16
He has over 28 years of valuable experience in the fashion business and has worked
with some of the well known companies like Arvin Mills and Weekender.
Mr. Vijay Kumar Chopra, Independent Director
V.K.Chopra is a fellow member of The Institute of Chartered Accountants of India
(ICAI) by profession and is a Certified Associate of Indian Institute of Bankers
(CAIIB). His banking career spans over 31 years and he has served senior
management positions in Central Bank of India, Oriental Bank of Commerce, SIDBI,
Corporation Bank and SEBI.
Mr. Shailesh Haribhakti, Independent Director
Shri Shailesh Haribhakti is a Chartered Accountant, Cost Accountant, and a Certified
Internal Auditor. He is the Deputy Managing Partner of Haribhakti & Co., Chartered
Accountants and past president of Indian merchant Chambers. He is on the Board of
several Public Limited Companies, including Indian Petrochemicals Corporation Ltd.,
Abuja Cement Eastern Ltd. etc. He is on the Board of Company since June 1, 1999.
Mr. S Doreswamy, Independent Director
S. Doreswamy is a former Chairman and Managing Director of Central Bank of India
and serves on the board of DSP Merrill Lynch Trustee Co and Limited among others.
Page | 17
Dr. D O Koshy, Independent Director
Dr. Darlie Koshy, a PhD from IIT Delhi and rank holder in MBA headed NID
(Ministry of Commerce, GOI) as Director for 2 terms of office prior to which he was
the founding Chairperson of Fashion Management at the National Institute of Fashion
Technology (Ministry of Textiles, GOI). He is currently the Director General & CEO
of ATDC Network of 58 Institutes / Centers and two premier campuses of Institute of
Apparel Management under the aegis of AEPC (Sponsored by Ministry of Textiles,
GOI). Dr. Koshy received the Delhi IIT Alumni Award for contribution of National
Development in 2008. Dr. Darlie Koshy was also conferred with the “Star of Italian
Solidarity” one of the highest civilian awards of the Government of Italy. Dr. Koshy
is the author of three pioneering books including the much acclaimed “Indian Design
Edge”.
Ms. Bala Deshpande, Independent Director
Bala Deshpande is Independent Director, Pantaloon Retail (India) Ltd. and also
serves on the boards of Deccan Aviation, Nagarjuna Construction, Welspun India and
Indus League Clothing Ltd, among others.
Mr. Anil Harish, Independent Director
Anil Harish is the partner of DM Harish & Co. Associates & Solicitors and an LLM
from University of Miami. He also serves on the board of Mahindra Gesco, Unitech,
IndusInd
Page | 18
Business Overview
The Company is an integrated fashion company with presence across key segments
within the fashion industry i.e. design to distribution. Company’s business has been
designed to capture the trend of consumers getting more attuned to fashion and brand
preferences. We have a portfolio of fashion brands that cover the entire gamut of sub-
categories including formal menswear, casual wear, active or sportswear, women’s ethnic
wear, women’s denim wear, women’s casual wear, footwear and accessories and are
present across various price points.
Fashion Retail
The Company is an integrated fashion company with presence across key segments
within the fashion industry i.e. design to distribution. Company’s business has been
designed to capture the trend of consumers getting more attuned to fashion and brand
preferences. We have a portfolio of fashion brands that cover the entire gamut of sub-
categories including formal menswear, casual wear, active or sportswear, women’s ethnic
wear, women’s denim wear, women’s casual wear, footwear and accessories and are
present across various price points.
The Company’s flagship retail format, Central is a chain of department stores located in
central areas of large Indian metropolises and cities. There are 22 Central stores located
in large cities like Mumbai, Bengaluru, Hyderabad, Pune, Ahmedabad and Gurgaon, as
well as smaller cities like Baroda, Indore, Vizag and Surat. These are large-format stores
measuring anywhere between 60,000 square feet to 230,000 square feet and offering over
500 brands across every category including men-wear, casual wear, ethnic-wear, women-
wear, kids wear, footwear, accessories, home products, health and beauty. These stores,
Page | 19
often located in standalone locations also have food-courts, restaurants, supermarkets and
electronics superstores built within. The Company operates around 2.4 million square
feet of retail space under this brand.
Brand Factory is a outlet store, positioned as a stopover hub for graduating to lifestyle
fashion. Brand Factory targets the cost-conscious aspirational youth segment. This format
also acts as a reverse logistics chain to Central, selling the same brands and products
available at Central, at ‘smart prices.’ Brand Factory has 26 stores in 11 cities covering
0.9 million square feet.
Planet Sports is India’s leading multi-brand sportswear and sports goods chain with over
80 specialty stores. Planet Sports is a one-stop destination for the latest global trends in
the sports segment offering apparel, footwear, sports-wear, equipment and accessories.
This format has a footprint in 30 cities, majorly concentrated around Tier I and Tier II
cities.
Launched in 2005, “aLL – A Little Larger” format has established itself in the niche plus
size clothing category. aLL houses a wide range of ready to wear fashionable western and
ethnic wear and accessories that are otherwise not easily available for brand conscious
Page | 20
plus size customers. Currently present in 14 cities across India through a network of 23
exclusive brand outlets (EBOs), it also operates through store-in-stores (SIS) in
Pantaloons, Central and Brand Factory.
2.4 Fashion Brand
The company has 24 domestic and foreign brands that were developed independently of
the retail presence of the group. These brands are present in every segment within the
fashion space including, menswear, activewear, partywear, women’s ethnic and formal
wear, kidswear, footwear and accessories and are present across various price points.
While many of the brands have been developed by the company over a decade, the
company also has exclusive licensees and joint ventures of global brands.
While all the company’s brands are sold through the company’s retail chains, these
brands also distributed through independent distribution channels, exclusive brand outlets
and other modern retail chains like Lifestyle, Shoppers’ Stop, Reliance Trends,
Pantaloons, Prateek and Mega Mart.
Celio is an iconic French brand that is operating with the company as a joint venture
since June 2008. The brand offers a wide selection of casual wear and denim-wear and
also has a chain of 30 exclusive brand outlets in key cities across the country.
Page | 21
UMM is an Italian brand born out of a music label – Underground Music Movement –
that has over the years evolved into a fashion brand. The Company owns the exclusive
rights to the brand in India and is among the most popular casual wear brands in the
country.
Lee Cooper is a heritage global denim brand dedicated to style since 1908. Future Group
owns the exclusive license to manufacture and market the brand in categories like
denims, trousers, jackets, shirts and footwear.
Holii brand was launched in 2009 as part of a joint venture partnership between Hidesign
and Future Group. Aimed at bringing in a distinct Indian design aesthetic to bags and
accessories along with the high production standards of Hidesign, the company shares the
vision to be a distinct everyday affordable luxury accessories brand. The brand is sold
from over 70 locations across India through multi brand departmental stores, airports and
exclusive boutiques.
Page | 22
Bare is the company’s largest brand with presence in casual wear, denim-wear and kids-
wear. Positioned with the tagline, “Keeping it Real,” Bare Denim range includes casual
tops, t-shirts, denims and winter-wear for men and women, Bare Casual range includes
cotton and linen shirts, khakis, corduroys and cotton trousers for men and Bare Kids
offers a wide range of clothing options for kids.
Scullers is positioned for those who celebrate life offering stylish sporty casual wear. The
brand is best known for its legendary chinos. The brand is distributed through EBOs as
well as MBOs.
Indigo Nation brand focuses on the "Rockstar of Youngistan" who believes in the mantra
of “CHANGEISM”.
Converse was established in 1908, the Converse brand has built a reputation as
“America’s Original Sports Company”.
Spalding has long been a leader of innovation and quality in the sporting goods category.
Page | 23
Urban Yoga brand offers yoga apparel and accessories with a collection of casual wear
that compliments active lifestyle co-created thoughtfully with yoga practitioners.
RIG is positioned as utility clothing for the ‘brave new world,’ and has products for men,
women and kids and is now looking at foraying into accessories as well.
Manchester United is a premium lifestyle sportswear launched in India in December 2011
through an exclusive licensing arrangement with Manchester United Football Club.
Jealous 21 is India's leading exclusive women's wear brand, revolutionized the jeans
market for women by launching jeans that fits every body type of Indian women. The
brand offers an elaborate range of Hip-fit Jeans is an equally stunning range of tops &
tees. Oozing with oomph, this brand is designed to infatuate today's young women.
Page | 24
Clarks offers contemporary looks inspired by the catwalk to ‘Everyday footwear’.
Operating in North America, Europe, and China; launched in India in 2011 through a
joint venture with Future Group. The brand offers range of branded boots, sandals and
shoes for men and women. The brand already has 24 exclusive brand outlets across the
country.
CHAPTER 3: GENERAL INTRODUCTION
This study about “customer experience management” is conducted to know about the
experience of the customers in shopping with central. This study is limited to Bangalore
central which is located in residency road.
Customer experience management:
Customer experience (CX) is the sum of all experiences a customer has with a supplier
of goods and/or services, over the duration of their relationship with that supplier. This
can include awareness, discovery, attraction, interaction, purchase, use, cultivation and
advocacy. It can also be used to mean an individual experience over one transaction; the
distinction is usually clear in context. Analysts and commentators who write about
Page | 25
customer experience and customer relationship management have increasingly
recognized the importance of managing the customer's experience.
A company's ability to deliver an experience that sets it apart in the eyes of its customers
serves to increase the amount of consumer spending with the company and, optimally,
inspire loyalty to its brand. "Loyalty," says Jessica Sebor, "is now driven primarily by a
company's interaction with its customers and how well it delivers on their wants and
needs."
With products becoming commoditized, price differentiation no longer sustainable, and
customers demanding more, companies – particularly communications service providers
(landline, wireless, broadband, cable, satellite, etc.) – are focusing on delivering superior
customer experiences. A study in the year of 2009 on 860 corporate executives revealed
that companies that have increased their investment in customer experience management
over the past three years report higher customer referral rates and customer satisfaction.
The customer experience has emerged as the single most important aspect in achieving
success for companies across all industries (Peppers and Rogers 2005). For example,
Starbucks spent less than $10MM on advertising from 1987 to 1998 yet added over 2,000
new stores to accommodate growing sales. Starbucks' popularity is based on the
experience that drove its customers to highly recommend their store to friends and
family.
Customer experience management (CEM or CXM) is a strategy that focuses the
operations and processes of a business around the needs of the individual customer.
Companies are focusing on the importance of the experience. Jeananne Rae says that
companies are realizing that "building great consumer experiences is a complex
enterprise, involving strategy, integration of technology, orchestrating business models,
brand management and CEO commitment." (2006)
Page | 26
According to Bernd Schmitt, "the term 'Customer Experience Management' represents the
discipline, methodology and/or process used to comprehensively manage a customer's
cross-channel exposure, interaction and transaction with a company, product, brand or
service."
According to James Allen of Harvard Business School, 80% of businesses state that they
offer a great customer experience. This is in stark contrast to the 8% of customers who
feel the same way. Allen exerts that businesses must be able to execute what he refers to
as the "Three D's". The first D is about designing the correct incentive for the correctly
identified consumer, offered in an enticing environment. The 2nd D is about a company's
ability to focus the entire team across various functions to deliver the proposed
experience. The third D ultimately determines a company's success with an emphasis on
developing consistency in execution (see Allen, James, R., Frederick F, H., & Barney,
2005). A company must constantly teach, train and develop in order to keep up with the
constant demands of providing an exceptional customer experience.
According to Harvard Business Review blogger, Allen Richardson, a company must
define and understand all dimensions of the customer experience in order to have long-
term success. Some companies segment the customer experience into technical
interactions with the customer such as use of the web, smartphone or tablet. Other
companies define human interaction such as over the phone customer service or face to
face retail service as the customer experience. In our ever-growing global economy,
where technology and bricks-and-mortar business often interact or even compete for the
customer base, it is important to recognize all these aspects as having an impact on the
customer experience. Every business offers a customer experience. The more aware a
business is of what type of experience they want to offer, the more likely they will create
a positive experience.
However, despite the best-laid plans, there are certain aspects of the experience that
cannot be fully controlled. Individual perceptions, emotions and behaviors can alter the
Page | 27
customers' experience (Richardson, A. 2010). So, too, will bad experiences with a
product. For example, a piece of equipment that consistent fails to function reliably, or
that does not meet longevity expectations, will generate complaints that can propagate
through word of mouth or online. For these reasons, customer-experience management is
no substitute for good product design and proper product engineering. No amount of
customer-experience management can compensate for an unreliable cellphone network,
an airline that is unsafe to fly on, a computer that fails to meet expectations, a car that
repeatedly fails to start, clothing that cannot survive routine laundering, shoes that fall
apart while being worn, a wobbly bookshelf that collapses when loaded, a roof that leaks
shortly after installation, software that runs slowly and is crash-prone, or home appliances
that generate safety hazards or break down too often. The increasingly online nature of
the modern marketplace does not alter the fundamentals of sound business practice: in the
long term, there is no substitute for providing good products and services at a reasonable
price.
Perception is about how different people interpret the same environmental stimuli in
different ways. One way a company can help improve customer perception is through
utilizing diversity. Diversity in hiring will offer different insight or perspectives from
different genders, ethnicities or cultural backgrounds. Diversity in staffing also helps to
attract and retain a diverse customer base. Whether it is, age, race, gender or life
experiences customers are more likely to become a loyal customer if your company
offers someone who can understand their journey and guide them through the customer
experience.(Williams, C.,2009)
3.1 Introduction to the study:
Page | 28
Bangalore central wants to provide customers good experience so hence to analyze the
factors that affect the customer experience at store. The customer experience can be
improved by improving the quality of service provided in different touch points.
Statement of the problem:
To study the customer experience at Bangalore central, through accessing the
effectiveness of service delivered.
3.2 Objectives of the study:
To know about the buying experience and satisfaction level of the customers.
To study the impact of physical environment on buying behavior.
To study the quality of service provided at Bangalore central.
To know the effectiveness of the marketing communication and channels of
communication.
3.3 Scope of the study:
Research is done among the group of people shopping at central located in
residency road.
Research is done among the people who frequently shop at central malls all over
India.
Research is done among the people who interact with floor staff before buying
merchandise.
Research is done among the people who interact with Customer service
desk(CSD) after their purchase.
Page | 29
3.4 Research Methodology:
The research methodologies are using primary data collection and secondary data
collection. Here primary data collection is performing through questionnaire. A sample
size of 200 customers is taken randomly. The sample is limited to the visitors of
residency road central.
The sample is collected by approaching respondents personally and the people who
bought something from the store. The sampling chosen is a random sampling so that
every respondent has equal chance to respond.
The collected data I the form of questionnaires is then processed and the analysis is done
so that we can suggest improvements based on findings.
Research Design:
The research design chosen for this research is DESCRIPTIVE RESEARCH
design as there is plenty of data available as secondary data and a lot of researches
are done before.
Sampling Design:
Sample size
Sample size taken to conduct the research is 200
Sampling Method
The sampling method used to conduct the research is SIMPLE RANDOM
SAMPLING which helps all units from the sampling frame have an equal chance
to be drawn and to occur in the sample.
Sample frame
As we have selected simple random sampling the researcher had the freedom to
select the sample randomly where there is equal chance for every sample to be
taken and includes only the shoppers at residency road central.
Page | 30
Sample unit
The sample unit considered here are the people who visit central and other retail
formats to purchase merchandise in lifestyle fashions.
DATA COLLECTION DESIGN
PRIMARY DATA
Primary data is collected using a random sampling technique and with the help of
questioner. The data is collected personally by approaching the sample.
SCALING DESIGN
The questionnaire consists of questions which are based on nominal scale Likert
scale.
QUESTIONNAIER DESIGN
The questionnaire is prepared by researcher using open ended, closed ended,
dichotomous and multi-dichotomous questions.
3.5 Limitations of the study:
The study is limited only to the visitors of Bangalore central located in residency
road.
As the analysis is based on the responses given by the individuals, the study may
not always be reliable.
Sample size of the study is limited to 200.
Page | 31
CHAPTER 4: Data Analysis
Gender
Table No:1 Table showing distribution of Gender
Options No. of respondents % of respondents
Male 124 62
Female 76 38
Total 200 100
Graph No 1:Graph showing distribution of Gender
Page | 32
count percentage0
20
40
60
80
100
120
140124
62
76
38
malefemale
Inference:
The above graph indicates that the respondents are mostly men.
1.Is the store conveniently located?
Table no 2: Table showing distribution of respondent’s opinion about the convenience of
location.
Options No of Respondents % of Respondents
Strongly agree 119 59.5
Agree 67 33.5
neutral 11 5.5
Disagree 3 1.5
Strongly disagree 0 0
total 200 100
Page | 33
Graph No 2: Graph showing distribution of respondent’s opinion about the convenience
of location.
A. Strongly agree
B. Agree C. Neutral D. disagree
E. Strongly disagree
0
20
40
60
80
100
120
140
119
67
113 0
59.5
33.5
5.5 1.5 0
count%age
Inference:
The above graph indicates distribution of respondent’s opinion about the convenience of
location.60% of the respondents strongly agree that the store is conveniently located.
2. How is the store atmosphere and décor?
Table no 3: Table showing distribution of respondent’s opinion about the atmosphere and
décor of the store.
Options No of Respondents Percentage
Good 132 66
Best 50 25
Average 18 9
None 0 0
Total 200 100
Graph no 3: Graph showing distribution of respondent’s opinion about the atmosphere
and décor of the store.
Page | 34
A. Good B. best C. average D. none 0
20
40
60
80
100
120
140 132
50
18
0
66
259
0
countpercentage
Inference:
The above graph indicates that most of the respondents are quite convenient with the
décor and atmosphere of the store.
3. Are you aware of all the offers at central?
Table no 4: Table showing distribution of respondent’s opinion about the awareness of
offers at central.
Options No of Respondents Percentage
Yes 79 39.5
No 66 33
Sometimes 55 27.5
Total 200 100
Graph No 4: Graph showing distribution of respondent’s opinion about the awareness of
offers at central.
Page | 35
79
66
55
count
A. Yes B. No c. some times
Inference:
The above graph indicates that there is a need of improvement in the communication
practices regarding the offers at central.
4. How did you come to know about the new collection available at central?
Table No 5: Table showing distribution of respondent’s opinion about the knowledge of
new collection in the store.
Options No of Respondents Percentage
News Papers 92 45
SMS 31 15
E-Mailer 7 3
Others 76 37
Total 200 100
Page | 36
Graph No 5:Graph Showing distribution of respondent’s opinion about the knowledge of
new collection in the store.
A. Newspapers B. SMS C. E-mail
D. other0
10
20
30
40
50
60
70
80
90
100 92
31
7
76
44.6601941747573
15.0485436893204
3.39805825242718
36.8932038834952countpercentage
Inference: The above graph indicates that there is a lot of scope in communicating the
offers at central through SMS and E-mailers with the increase in technology.
5. Rate the promotional offers at Central? [5 being the highest]
Table No 6: Table showing distribution of respondent’s rating about the promotional
offers at central.
Option No of Respondents Percentage
5 28 14
4 76 38
3 65 33.5
2 26 13
1 5 2.5
Total 200 100
Page | 37
Graph No 6: Graph showing distribution of respondent’s rating about the promotional
offers at central.
1 2 3 4 50
10
20
30
40
50
60
70
80
28
76
65
26
5
14
3832.5
13
2.5
count percentage
Inference:
The graph indicates that most of the respondants gave a rating of 3 or 4 this shows that an
improvement in offers can be made to retain customers.
6. Do the store have a wide range of products?
Table No 7: Table showing distribution of respondent’s opinion about the range of
products in the store.
Option No of Respondents Percentage
Strongly agree 91 45.5
Agree 77 38.5
Neutral 26 13
Disagree 6 3
Strongly disagree 0 0
Page | 38
total 200 100
Graph No 7: Graph shows distribution of respondent’s opinion about the range of
products in the store.
A. Strongly agree
B. Agree C. Neutral
D. disagree
E. Strongly disagree
0102030405060708090
100 91
77
26
60
45.538.5
133 0
count percentage
Inference:
The graph indicates that the store provides a very wide range of products and
merchandise.
7. Do the staff provide a proper communication regarding the merchandise?
Table No 8: Table showing distribution of respondent’s opinion about the staff response
regarding the merchandise in the store.
Option No of Respondents Percentage
Strongly agree 88 44
Agree 81 40.5
Neutral 27 13.5
Disagree 4 2
Strongly disagree 0 0
Page | 39
total 200 100
Graph No 8: Graph showing distribution of respondent’s opinion about the staff response
regarding the merchandise in the store.
A. Strongly agree
B. Agree C. Neutral D. disagree E. Strongly disagree
0102030405060708090
10088
81
27
4 0
44 40.5
13.5
2 0
countpercentage
Inference:
Graph indicates that the sales representatives of the respective brands are well aware of
the merchandise.
8. What is your satisfaction level with the shopping?
Table No 9: Table showing distribution of respondent’s opinion about the satisfaction
level of their shopping.
Option No of Respondents Percentage
Highly satisfied 61 30.5
Satisfied 94 47
Neutral 41 20.5
Dissatisfied 3 1.5
Page | 40
Highly dissatisfied 1 0.5
Total 200 100
Graph No 9:Graph showing distribution of respondent’s opinion about the satisfaction
level of their shopping.
A. high
ly sati
sfied
B. satisfi
ed
C. Neu
tral
D. Dis s
atisfi
ed
E. high
ly diss
atisfi
ed0
102030405060708090
100
61
94
41
3 1
30.5
47
20.5
1.5 0.5countpercentage
Inference: Graph indicates the satisfaction level of the customers in extremely well and
are highly satisfied.
9. Will you purchase again?
Table No 10: Table showing distribution of respondent’s opinion about repurchase in
central.
Options No of Respondents Percentage
Definitely will 148 74
Probably will not 19 9.5
Not sure 33 16.5
Total 200 100
Page | 41
Graph No 10: Graph showing distribution of respondent’s opinion about repurchase in
central.
A. Definitely will B. Probably will not purchase
C. Not sure0
20
40
60
80
100
120
140
160148
19
33
74
9.516.5
count percentage
Inference: Graph shows that the respondents are brand loyal towards center and are
willing to purchase again at central.
10. How is the customer care response when you approach them?
Table 11: Table showing distribution of respondent’s opinion about the customer care
response.
Options No of respondents Percentage
good 129 64.5
Best 36 18
Average 26 13
None 9 4.5
Total 200 100
Page | 42
Graph11: graph showing distribution of respondent’s opinion about the customer care
response.
A. Good B. Best C. average D. none0
20
40
60
80
100
120
140 129
3626
9
64.5
1813
4.5
countpercentage
Inference:
Graph indicates that maximum of the respondents are satisfied with the responses of
customer care division at the central whenever there is an issue.
CHAPTER 5: FINDINGS AND SUGGESTIONS.
FINDINGS:
A. From the questionnaires:
1. From the location of the shoppers it is clear that many people are brand
loyal to central and come over from almost all parts of Bangalore to shop at
central.
2. Visual merchandising of the store is good and all the staffs are well aware
of the products (apparel and non-apparel) and are good in communicating
about the merchandise to the shoppers.
Page | 43
3. The store is well decorated and the ambiance of the store is nice and it
offers the shoppers a wide range of products that so that they can shop well.
4. There is no proper communication of the offers available at central through
electronic media like e-mail and SMS. Most of the respondents come to
know about offers at central through newspapers and other means (friends,
relatives etc.,).
5. The satisfaction level and experience of the customers with respect to their
shopping is good and they want to purchase again which shows central is
good in customer retention.
B. From the interaction with customers:
1. Most of the customers who comes from far places feel that the parking is a
problem and this happens when the customer traffic is more.
2. Some of the customers are not informed about the offers that are happening
in central mall and there has been a miscommunication by some staff.
3. Some customers find it difficult without a food court in residency road
central particularly people who wants to spend time with friends or family.
4. Most of the customers feel that the VM at central is very good and they
have a updated collection all the time.
Page | 44
5. Some customers feel that the merchandise is placed closely and which gives
a clumsy look which makes decision some times difficult.
SUGGESTIONS:
1. E-mail and SMS can be used as an effective channel of communicating the offers
to the customers.
2. Proper communication is to be provided to the customers through sales people so
that there will be no confusion in understanding the offers.
Page | 45
3. Future group has a tie-up with payback which is a loyalty program so the
advertisements and promotions should be communicated through mails and SMS
to the respective customers.
4. Better offers can be provided to loyal customers based on the frequency of
purchases and the type of purchases they make.
5. A food court can be opened for the convenience of the people and also it will help
to increase the inflow of the customers so that there is a possibility of converting
the visitors into customers.
6. A play area for kids can be made so that it can attract more customers.
Conclusion:
The study helped me in understanding the retail sector and the format of organized retail
sector. It also helped in understanding the customer behavior while purchasing the
merchandise in the store and also about the factors that they consider while making the
purchases.
Page | 46
Based in the study and the customer’s responses, we can be able to fill the gap between
the customer and their purchases.
The study helped in understanding the customer behavior and to identify their
considerations during the purchases. This study helps in finding the customers responses
and to make the services offered by central more efficient.
The study helped in finding about the store atmosphere, location, the merchandise offered
at central, knowledge of the sales force, customer care response and the offers provided
by central.
ANNEXURE:
Questionnaire:
Name………………………………………… Age………. Gender: Male
Female
Page | 47
Location of residence…………………………...................Phone
number……………………………
E-mail…………………………………………
1. Is the store conveniently located?
A. Strongly agree B. Agree C. Neutral D. disagree
E. Strongly disagree
2. How is the store atmosphere and decor?
A. Good B. best C. average D. none
3. Are you aware of all the offers at central?
A. Yes B. No C. Some times
4. How did you come to know about new collection available @ Central?
A. Newspapers B. SMS C. E-mail D. other
5. Rate the promotional offers at central? [5 being highest]
6. Do the store have a wide range of products?
A. Strongly agree B. Agree C. Neutral D. disagree
E. Strongly disagree
7. Do the staff provide proper communication regarding the merchandise?
Page | 48
5 4 123
A. Strongly agree B. Agree C. Neutral D. disagree
E. Strongly disagree
8. What is your satisfaction level with the shopping?
A. highly satisfied B. satisfied C. Neutral D. Dis satisfied
E. highly dissatisfied
9. Will you purchase again?
A. Definitely will B. Probably will not purchase C. Not sure
10. How is the customer care response when you approach them?
A. Good B. Best C. average D. none
11. Any suggestion……………………………………………………………
BIBLIOGRAPHY:
http://www.futuregroup.in
http://futurelifestyle.in/business.html
http://en.wikipedia.org/wiki/Future_Group
http://en.wikipedia.org/wiki/Customer_relationship_management
Page | 49
Page | 50
