a study on impact of big malls on sm,all vendors---reliance retail
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BIG MALLS ON SMALL VENDORS
INTRODUCTION
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OBJECTIVES
Primary objectives
1. To study the impact of Big malls on small vendors
2. To study the degree of influence of big super malls on Small vendors.
SECONDORY OBJECTIVES
3. To know the ideas of Small vendors regarding the emergence of the super malls.
4. To study the threats and weaknesses of the small vendors..
5. To know the retailers satisfaction levels towards big super malls..
6. To know the market share big super malls.
NEED FOR STUDY
As retailer, each of has a vast number of perceptions toward products, toward
services, toward company or industry, etc. It is difficult to imagine in any
research project that does not include the measurement of some aspects of
retailers s perceptions. The size of the market is vast and constantly expanding,
thus resulting in a vast number of competitors entering the market. Billions of
dollars were being spent on goods and services by tens of millions of people.
The growth of the retailers movements created urgent need to understand how
competitors form strategies and capture the market share and take strategic
decisions. For example, in order to discover how retailers respond to the
promotional offer, advertisement and distribution or service. (E.g. promotional
appeals, package labels, warranties, discounts, etc.).
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The study of retailers perception and market share would provide the company
with necessary insights to develop the product, its pricing strategy, and to design
persuasive promotional strategy, distribution system and develop defensive
strategies and elimination strategies to remove the competitors product from the
market or some promotional strategies to increase the market share of particular
products and brands. It would also support the organization to analyze its
drawbacks in its various strategies and to take corrective action to remain as
market leaders.
The study will also reveal the different aspects of retailers perception regarding
price, quality, range, availability, and advertisements of the products. The need
for the study is very essential as the competition in the soft drink and water
segment is ever increasing. Competitors are mainly struggling to shutdown the
market by capturing its market share.
SCOPE FOR STUDY:
The scope of the study is limited. The study is a very minor contribution to the
company as it is only restricted to the twin cities (Hyderabad and
Secunderabad). The study would only be a drop in the ocean, Can help the
distribution in twin cities. The study can be conducted on a national basic too
with a large sample size and interviewing many numbers of respondents.
OPERATIONAL DEFINITIONS:
Retailer: retailer is a person or business who sells products to the public.
Brand: Brand refers to the identification of the product given by the
manufacturer.
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Brand Loyalty: Brand loyalty refers to the continuous and repeated purchase
of a particular brand without any wavering purchase pattern.
Respondent: Respondent is a person who is being interviewed for the purpose
of conducting the study.
Market share: the amount that a company sells of its products or services
compared with other companies selling the same things
Promotional Activities: Promotional activities include advertising, personal
selling, sales promotion, and publicity, which have their own characteristics and
cost but have common objectives of achieving high sales by creating awareness.
Incentives: Offer of an article at frees of cost or less price of the market can be
termed as incentives.
Interviewee: A person who is answerable to the interviewer of the proposed
questions.
Interviewer: A person who carries on investigation for the purpose of
achieving the objectives of the project.
Sample: The selection of set of people from the total population for the
purchase of carrying on the investigation.
Survey: It refers to the questionnaire administered to the subject who is
identified from the population with the help of probability or non-probability
sampling.
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Research Methodology
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This study is based on survey and fact-findings inquiries with the customers
purchasing from organized FMCG retail outlets in Hyderabad. It is aimed to
collecting all the relevant data and its optimal usage keeping in mind objectives of
the research.
Sample Size: -
Sample size of 50 respondents was taken. The survey was conducted in
Hyderabad only.
Sampling technique: -
All the respondents were selected on random basis. So far every surveyed
entity, the respondents are an essential prerequisite. For broader perspective the
customers were contacted directly and by there association.
Research Instrument: -
A standard questionnaire was prepared for the collection of data from the
various respondents. The questionnaire was designed to keep objectives of the
study with the aim of collecting important information for the study.
COLLECTION OF DATA:
For this research project, data was collected both from the Primary and Secondary
sources.
1. Primary Data:
Students were personally contacted and the data was collected with the help of
questionnaire. The questionnaire was so designed so as to contain appropriate no. of
questions and to satisfy all the research objectives. The questionnaire contained both;
close-ended and open-ended questions. Special care was taken to ensure that questions
were simple & sequential.
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2. Secondary Data:
The secondary data was collected from catalogues, magazines, records and,websites,
related to organized FMCG retail outlets in the city.
LIMITATIONS OF THE STUDY:
No study is complete by itself, however good it may be, and every study has some
limitations. The limitations of this study can be summarized below:
1. Due to the constraints of time, the study was confined to Hyderabad city.
2. The sample was taken on the basis of convenience; therefore the short comings of
the convenience sampling may also be present in this study.
3. The sample size chosen for the purpose was only indicative and not exhaustive
owing to time constraints.
4. There were some inherent limitations as far as collection of data is concerned. The
respondents replied may be biased in favour of their centres
RETAILING:
Retailing consists of the sale of goods or merchandise from a fixed location, such as a
department store orkiosk, or by post, in small or individual lots for direct consumptionby
the purchaser.[1] Retailing may include subordinated services, such as delivery. Purchasers
may be individuals or businesses. In commerce, a retailerbuys goods orproducts in large
quantities from manufacturers or importers, either directly or through a wholesaler, and
then sells smaller quantities to the end-user. Retail establishments are often called shops
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http://en.wikipedia.org/wiki/Saleshttp://en.wikipedia.org/wiki/Department_storehttp://en.wikipedia.org/wiki/Kioskhttp://en.wikipedia.org/wiki/Consumption_(economics)http://en.wikipedia.org/wiki/Retail_marketing#cite_note-fas-0%23cite_note-fas-0http://en.wikipedia.org/wiki/Retail_marketing#cite_note-fas-0%23cite_note-fas-0http://en.wikipedia.org/wiki/Commercehttp://en.wikipedia.org/wiki/Retailerhttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Manufacturerhttp://en.wikipedia.org/wiki/Importerhttp://en.wikipedia.org/wiki/Wholesalerhttp://en.wikipedia.org/wiki/Saleshttp://en.wikipedia.org/wiki/Department_storehttp://en.wikipedia.org/wiki/Kioskhttp://en.wikipedia.org/wiki/Consumption_(economics)http://en.wikipedia.org/wiki/Retail_marketing#cite_note-fas-0%23cite_note-fas-0http://en.wikipedia.org/wiki/Commercehttp://en.wikipedia.org/wiki/Retailerhttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Manufacturerhttp://en.wikipedia.org/wiki/Importerhttp://en.wikipedia.org/wiki/Wholesaler -
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or stores. Retailers are at the end of the supply chain. Manufacturing marketers see the
process of retailing as a necessary part of their overall distribution strategy.
Shops may be on residential streets, shopping streets with few or no houses, or in a
shopping center or mall. Shopping streets may be forpedestrians only. Sometimes a
shopping street has a partial or full roofto protect customers fromprecipitation. Online
retailing also referred to as B2C type ofe-commerce, and mail orderare forms of non-
shop retailing.
Shopping generally refers to the act ofbuying products. Sometimes this is done to obtain
necessities such as food and clothing; sometimes it is done as a recreational activity.
Recreational shopping often involves window shopping (just looking, not buying) and
browsing and does not always result in a purchase.
Retail pricing:
The pricing technique used by most retailers is cost-plus pricing. This involves adding a
mark up amount (or percentage) to the retailers cost. Another common technique is
suggested retail pricing. This simply involves charging the amount suggested by the
manufacturer and usually printed on the productby the manufacturer.
In Western countries, retail prices are often calledpsychological prices orodd prices.
Often prices are fixed and displayed on signs or labels. Alternatively, there can beprice
discrimination for a variety of reasons, where the retailer charges higher prices to some
customers and lower prices to others. For example, a customer may have to pay more if
the seller determines that he or she is willing to. The retailer may conclude this due to the
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http://en.wikipedia.org/wiki/Supply_chainhttp://en.wikipedia.org/wiki/Marketinghttp://en.wikipedia.org/wiki/Distribution_(business)http://en.wikipedia.org/wiki/Shopping_centerhttp://en.wikipedia.org/wiki/Pedestrianhttp://en.wikipedia.org/wiki/Roofhttp://en.wikipedia.org/wiki/Precipitation_(meteorology)http://en.wikipedia.org/wiki/B2Chttp://en.wikipedia.org/wiki/E-commercehttp://en.wikipedia.org/wiki/Mail_orderhttp://en.wikipedia.org/wiki/Shoppinghttp://en.wikipedia.org/wiki/Tradehttp://en.wikipedia.org/wiki/Recreationhttp://en.wikipedia.org/wiki/Pricinghttp://en.wikipedia.org/wiki/Cost-plus_pricinghttp://en.wikipedia.org/wiki/Markup_(business)http://en.wikipedia.org/wiki/Suggested_retail_pricehttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Pricehttp://en.wikipedia.org/wiki/Psychological_pricinghttp://en.wikipedia.org/wiki/Odd_pricehttp://en.wikipedia.org/wiki/Odd_pricehttp://en.wikipedia.org/wiki/Price_discriminationhttp://en.wikipedia.org/wiki/Price_discriminationhttp://en.wikipedia.org/wiki/Supply_chainhttp://en.wikipedia.org/wiki/Marketinghttp://en.wikipedia.org/wiki/Distribution_(business)http://en.wikipedia.org/wiki/Shopping_centerhttp://en.wikipedia.org/wiki/Pedestrianhttp://en.wikipedia.org/wiki/Roofhttp://en.wikipedia.org/wiki/Precipitation_(meteorology)http://en.wikipedia.org/wiki/B2Chttp://en.wikipedia.org/wiki/E-commercehttp://en.wikipedia.org/wiki/Mail_orderhttp://en.wikipedia.org/wiki/Shoppinghttp://en.wikipedia.org/wiki/Tradehttp://en.wikipedia.org/wiki/Recreationhttp://en.wikipedia.org/wiki/Pricinghttp://en.wikipedia.org/wiki/Cost-plus_pricinghttp://en.wikipedia.org/wiki/Markup_(business)http://en.wikipedia.org/wiki/Suggested_retail_pricehttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Pricehttp://en.wikipedia.org/wiki/Psychological_pricinghttp://en.wikipedia.org/wiki/Odd_pricehttp://en.wikipedia.org/wiki/Price_discriminationhttp://en.wikipedia.org/wiki/Price_discrimination -
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customer's wealth, carelessness, lack of knowledge, or eagerness to buy. Another example
is the practice of discounting for youths or students.
EFFECT OF SHOPPING MALLS ON THE SMALL RETAILERS
Retail trade contributes around 10-11% of Indias GDP and currently employs over 4
Crores people. Within this, unorganized retailing accounts for 97% of the total retail
trade.
Traditional forms of low-cost retail trade, from the owner operated local shops and
general stores to the handcart and pavement vendors together form the bulk of this sector.
In the absence of any significant growth in organized sector employment in India in the
manufacturing or services sector, millions are forced to seek their livelihood in the
informal sector. Retail trade, which has been a relatively easy business to enter withlow
capital and infrastructure needs, has acted as a refuge source of income for the
unemployed.
Organized retailing has witnessed considerable growth in India in the last few years and is
currently growing at a very fast pace. A recent KPMG survey report prepared for the
FICCI states that organized retail, estimated as a $ 6.4 billion industry in 2006, is
projected to reach $ 23 billion by 2010. The share of organized retail in overall retail sales
is projected to jump from around 3% currently to around 9-10% in the next three years. A
number of large domestic business groups have entered the retail trade sector and are
expanding their operations aggressively. Several formats of organized retailing like
hypermarkets, supermarkets and discount stores are being set up by big business groups
besides the ongoing proliferation of shopping malls in the metros and other large cities.
This has serious implications for the livelihood of millions of small and unorganized
retailers across the country.
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Need to Regulate Organized Retail:
Large format retailing is controlled and regulated across the world. The experiences of
Western European as well as South East Asian countries are particularly relevant in this
regard. However, an appropriate regulatory framework for the organized retail sector in
India has to be framed keeping in mind the Indian specificities. India has the highest shop
density in the world with 11 shops per 1000 persons, much higher than the European or
Asian countries. The potential social costs of the growth and consolidation of organized
retail, in terms of displacement of unorganized retailers and loss of livelihoods is
enormous. Regulation in India therefore needs to be more stringent and restrictive. There
are broadly three ways in which the adverse impact of the rapid and unbridled expansion
of organized retail can be felt:
1. Around 95% of the 12 million shops in India have a floor area of less than 500 square
feet. The impact of the growing market share for organized retailers is being manifested
in the falling sales for the unorganized retailers in several places. The NSSO surveys
already indicate a significant decline of more than 12.5 lakhs in the number of self
employed retailers in urban India (by current weekly status) between 1999-2000 and
2004-05. Further acceleration in the growth of organized retail would eventually result in
making business unviable for a large number of unorganized retailers, particularly in the
event of a slowdown in consumption growth and retail sales. In the backdrop of huge
unemployment and underemployment persisting in India, small-scale retailing still
provides livelihood security to around 20 million urban workers and 12 million rural
workers. Their displacement would further worsen the unemployment scenario.
Giant organized retailers use their monopoly buying power to squeeze small producers of
agricultural as well as manufactured products. The experience of the farmers of
developing countries with the giant food retailers has been particularly bad. The farmers
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become dependent upon the inputs, credit and technology supplied by the food retailers
and end up being at their mercy in terms of prices for their produce and qualitystandards.
Contract farming, which is the preferred mode of operations as far as the agribusiness
corporations and food retailers are concerned, has led to agrarian distress in many places.
Moreover, uncontrolled diversification in agriculture away from food grains can imperil
food security. In the backdrop of the crisis being already faced in Indian agriculture, the
entry of large retailers with monopolistic control can aggravate the situation.
3. The proliferation of large format retail outlets reshapes the urban landscape in myriad
ways. Land use patterns change drastically, often in violation of city plans. Given the
unplanned and chaotic path of urban development witnessed in India over the past decade
and a half, and the pathetic state of urban infrastructure, the proliferation of large format
retailers will only accelerate the undesirable trends of predatory real estate development
and unsustainable pressures on urban infrastructure and the environment. Rather than
enhancing choices for the consumers, especially the lower income groups, proliferation of
large format retail stores would kill competition, lead to closure of neighbourhood
markets and make consumers solely dependent upon the organized retailers. This would
also increase the propensity to use private vehicles for shopping thus leading to more
pollution.
Regulation of the organized retail sector has to address all these areas of concern
mentioned above. Organized retail cannot be allowed to grow in a way, which displaces
existing unorganized retailers, jeopardizing livelihoods in the absence of other
employment opportunities. The interests of the small producers, especially farmers, also
have to be protected by preventing the emergence of local monopolies/monopolies. It has
to be ensured that competition is not stifled and potentially monopolistic practices in
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credit, input and output markets are not encouraged by the entry of large corporate
retailers. Moreover, undue pressure on urban infrastructure and the environment arising
out of the proliferation of large format retailers has to be prevented.
Framework for a National Policy on Regulating Organized Retail:
Small retailers need protection and policy support in order to compete with
organized retail. The Ministry of Housing and Urban Poverty Alleviation has formulated
a National Policy for Urban Street Vendors. The policy proposes several positive steps to
provide security to street vendors considering it as an initiative towards urban poverty
alleviation.However, what is required is a more comprehensive policy, which addresses
the needs of small retailers, especially in terms of access to institutional credit and know
how to upgrade their businesses.
A regulatory framework for organized retail should also be framed. Since the operations
of organized retailers impact upon various sectors of the economy, policy guidelines
should be framed involving all the relevant Departments, namely Commerce, Agriculture
and Urban Development. Moreover, since regulation of the large format retailers would
mainly be in the domain of the states and local bodies, State Governments have to be
consulted and involved in the process of framing policy guidelines. A Central legislation
or a Model legislation, which can be enacted by the State Governments, may also be
considered for this purpose.
In addition, the UPA Government should also abandon the moves to permit FDI in retail
trade through the back door, as in the case of the joint venture between Wal-Mart and
Bharti whereby the former proposes to operate in the cash-and-carry segment while the
latter in the front-end. It is more than obvious that this proposed joint venture is nothing
but a subterfuge, to circumvent the existing policy regime, which does not allow FDI in
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retail. The entry of giant MNCs like the Wal-Mart, TESCO, Carrefour etc, besides
accelerating manifolds the already rapid growth of organized retail, would also sabotage
any attempt by the Government to regulate the sector in order to protect the interests of
the small retailers and farmers. The UPA Government should take a categorical position
on this issue. Not allowing MNCs to operate in the retail sector should be the starting
point of the national policy on retail.
The issues, which need to be addressed in the regulatory framework for organized retail,
have already been discussed above. Some suggestions are made below which seek to
address those issues:
A Licensing System for Organized Retail:
1. A system of licensing should be introduced for organized retail. Any retail outlet with
floor area over an appropriate minimum floor area should require prior license from local
authorities (city corporations or municipalities). Corporate entities should not be allowed
to operate retail outlets below the specified minimum floor area
2. The authority to grant licenses should be the urban local bodies. A dedicated
Committee/board/department should be set up by the urban local bodies, with
representation from street vendors and small retailer associations, which should be
empowered to grant licenses to organized retailers.
3. The system should be devised in a manner so that there is transparency in the process
of granting licenses in order to prevent corrupt practices. A process of open bids for
granting licenses may be considered.
4. Considering the multiplicity of formats of organized retail, there should be separate
sets of regulations for each format, based on floor area. Slabs should be set for the
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different retail formats, like discount stores, supermarkets, hypermarkets, shopping malls
etc based on floor area.
5. Licenses for each format should be given on the basis of a population criterion,i.e. not
more than X number of large format retail stores of Y format per Population. The criteria
may vary between states and cities depending upon the nature of the retail sector and
needs of consumers. However, a commonality should exist in terms of assessing the
employment impact by the local authorities in a scientific as well as democratic manner,
before granting license for a large
format retail outlet.
6. There should be appropriate caps both on the total number of large format retail outlets
that are being granted licenses in particular areas as well as on the
maximum floor area for a retail outlet.
7. Retail outlets above a certain floor area should not be allowed to operate within
existing commercial zones/areas. In case a license is granted for a large format retailer
within an existing commercial area, it should only be on the basis of an agreement to
share a substantial proportion of its floor area with small retailers at concessional rent.
The allotment of space to small retailers in such cases should be done by the license
issuing authority.
8. Giant retail outlets like hypermarkets, which attract large numbers of customers, should
have adequate parking space and should ideally be located outside city limits.
Environmental Impact assessment should also be mandatory for giant retail outlets whose
floor area exceeds a specified limit.
9. Penal provisions, including withdrawal of licenses, should be laid down forviolation of
the terms and conditions of licenses by organized retailers.
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Governments Role in Preventing Private Monopolies:
1. A single large format retailer should not be allowed to capture a large market share. For
this it is important to restrict the number of retail outlets that a single private entity can
open in a city, state as well as region. Under no circumstances should a national level
monopoly be allowed to develop in the retail sector.
2. There should be guidelines to prevent predatory pricing and below-cost sales by
organized retailers. A mechanism should be set up where complaints against predatory
pricing can be registered by small retailers. The Competition Commission in India is not
suitably equipped to handle such issues. A dedicated mechanism is required for this
purpose.
3. In order to prevent the development of big private monopolies in retail trade, it is also
important for the Government to ensure its presence in the market. Several Government
marketing agencies exist, both at the Central as well as State levels. With a few
exceptions, these agencies have been experiencing decay, owing to various factors. These
marketing agencies should be revived and encouraged to grow and compete with private
large format retailers.
4. Consolidation of several Government marketing agencies in order to create a few big
public sector retail chains should be seriously considered, which can also invest in
developing modern supply chain infrastructure. Panchayati Raj Institutions (PRIs) should
be involved in the administration of cold storages and
Procurement centres.
5. Encouragement should be provided to the existing retail chains in the cooperative
sector. New retail cooperatives should also be promoted. Partnerships between existing
Government marketing agencies and cooperatives can also be considered, especially in
food retail where synergies exist.
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6. The State Governments or urban local bodies should levy a cess on the VAT on all
goods sold by large format retail outlets (including those in the public sector) in order to
create a level playing field between the organized and unorganized retailers. Revenues
generated from the cases can be used to create a dedicated fund to provide infrastructure
support, financial assistance or cheap credit for unorganized retailers to improve and
upgrade their operations.
7. Tax incentives should not be provided, either by the Central or State Governments, for
the setting up of procurement/distribution centres or rural business hubs by private
players. Neither should tax breaks be provided to private players for contract farming.
Safeguarding Farmers Interests:
1. Handing over farmland to food retailers for contract farming should not be permitted.
Rules for contract farming should ensure that there is no possibility of farmers being
alienated from their land, even if there is a failure in meeting contract commitments.
2. Contract farming should be regulated and monitored by the Government to protect the
interests of farmers. Farmers should be encouraged to form groups or cooperatives in
order to enter into contracts collectively with corporate rather than entering into
individual contracts.
3. The processes of credit provision linked to input supplies and subsequent purchase of
the crop, all by one private player, need to be regulated carefully by State authorities and
PRIs. Supply of inputs like seeds need to be monitored by the Government. It is also
important to ensure that monoculture is avoided.
4. It should be ensured that the farmers are not denied the opportunity of selling their
produce over and above the quantity specified in the contract to other agencies at a price
higher than what is specified in the contract. Farmers also need to be protected from
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arbitrary refusal by the contracting parties to buy their produce on grounds of poor
quality. The Government should reserve the right to intervene in such contracts in
situations when they are found to be operating to the detriment of farmers interests.
5. Large procurement centres created by corporate retailers should compulsorily have
separate space for Government agencies. The scope of activities of the Government
agencies would depend on the scale of operations. They may range from a single
information centre for Government services to various Government agencies supplying
inputs, providing extension services, disbursing credit and Undertaking procurement.
Several State Governments have amended their APMC Acts in accordance with the
Model APMC Act framed by the Central
Government. That model Act itself needs to be changed incorporating the suggestions
made above. State Governments should also be persuaded to do the same.
6. It has to be ensured that a single corporate retailer does not monopolize procurement
operations in a district or area. It is therefore absolutely critical that both public
procurement agencies and cooperatives are given support, incentives and freedom to
compete with the corporate retailers. This would require special initiatives from the State
Governments to reinvigorate the Government agencies. The Central Government should
also provide adequate funds required for the purpose.
7. Private procurement of food grains by large players who can manipulate the market
should be discouraged. The experience of the last two years shows how the free hand
given to corporate players has led to shortfalls in public procurement necessitating wheat
imports. There is an urgent need to strength and expand the public procurement
machinery into more areas and provide it with the required flexibility to ensure adequate
procurement at remunerativeprices.Private procurement of food grains, wherever it takes
place, should be closely monitored by the PRIs and the Government.
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8. Food retailers or other agribusiness companies should not be allowed to corner and
hoard food grains stocks under any circumstances. To prevent cornering of stocks by
private players with the associated potential for speculation, there should be rules for
public disclosure of stock holding levels. Public agencies should be empowered to
purchase food grains from the private holders at prespecified prices if their stocks exceed
a specified level.
Genres of retail
Some shops sell second-hand goods. In other cases, especially in the case of a nonprofits
shop, the public donates goods to the shop to be sold (see also thrift store). In give-away
shops goods can be taken for free. There are also "consignment" shops, which are where a
person can place an item in a store, and if it sells the person gives the shop owner a
percentage of the sale price. The advantage of selling an item this way is that the
established shop gives the item exposure to more potential buyers. The term "retailer" is
also applied where a service provider services the needs of a large number of individuals,
such as apublic utility like electric power.
Sales techniques
Behind the scenes at retail there is another factor at work. Corporations and independent
store owners alike are always trying to get the edge on their competitors. One way to do
this is to hire a merchandising solutions company to design custom store displays that will
attract more customers in a certain demographic. The nation's largest retailers spend
millions every year on in-store marketing programs that correspond to season and
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promotional changes. As products change, so will a retail landscape. Retailers may use
facing to create the look of a perfectly-stocked store even when it is not.
A destination store is one that customers will initiate a trip specifically to visit,
sometimes over a large area. These stores are often used to "anchor" a shopping mall or
plaza, generating foot traffic which is capitalized on by smaller retailers.
Customer service: According to the book "Discovery-Based Retail", customer service is
the "sum of acts and elements that allow consumers to receive what they need or desire
from your retail establishment."
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COMPANY PROFILE
RELIANCE GROUP
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The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India's largest
private sector enterprise, with businesses in the energy and materials value chain. Group's
annual revenues are in excess of USD 27 billion. The flagship company, Reliance
Industries Limited, is a Fortune Global 500 company and is the largest private sector
company in India.
Backward vertical integration has been the cornerstone of the evolution and growth of
Reliance. Starting with textiles in the late seventies, Reliance pursued a strategy of
backward vertical integration - in polyester, fibre intermediates, plastics, petrochemicals,
petroleum refining and oil and gas exploration and production - to be fully integrated
along the materials and energy value chain.
The Group's activities span exploration and production of oil and gas, petroleum refining
and marketing, petrochemicals (polyester, fibre intermediates, plastics and chemicals),
textiles and retail.
Reliance enjoys global leadership in its businesses; The Group exports products in excess
of USD 15 billion to more than 100 countries in the world. There are more than 25,000
employees on the rolls of Group Companies. Major Group Companies are Reliance
Industries Limited (including main subsidiaries Reliance Petroleum Limited and Reliance
Retail limited) and Reliance Industrial Infrastructure Limited.
Reliance Industries Limited is India's largest private sector conglomerate (and second
largest overall) with an annual turnover ofUS$ 35.9 billion and profit ofUS$ 4.85 billion
for the fiscal year ending in March 2008 making it one of India's private sector Fortune
Global 500 companies, being ranked at 206th position (2008). [1] It was founded by the
Indian industrialist Dhirubhai Ambani in 1966. Ambani has been a pioneer in introducing
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financial instruments like fully convertible debentures to the Indian stock markets.
Ambani was one of the first entrepreneurs to draw retail investors to the stock markets.
Critics allege that the rise of Reliance Industries to the top slot in terms of market
capitalization is largely due to Dhirubhai's ability to manipulate the levers of a controlled
economy to his advantage.
Though the company's oil-related operation forms the core of its business, it has
diversified its operations in recent years. After severe differences between the founder's
two sons, Mukesh Ambani and Anil Ambani, the group was divided between them in
2006. In September 2008, Reliance Industries was the only Indian firm featured in the
Forbes's list of "world's 100 most respected companies"
Subsidiaries of RIL:
Reliance Petroleum
Ranger Farms Limited
Retail Concepts and Services (India) Private Limited
Reliance Retail
Reliance Global Management Services (P) Limited
Reliance Biopharmaceuticals
Reliance Ghatraj Services
Reliance Engineering Associates (P) Limited
Reliance Retail Limited:
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Reliance is gearing up to revolutionize the retailing industry in India. Towards this end,
Reliance is aggressively working on introducing a pan-India network of retail outlets in
multiple formats.
A world class shopping environment, state of art technology, a seamless supply chain
infrastructure, a host of unique value-added services and above all, unmatched customer
experience, is what this initiative is all about.
The retail initiative of Reliance will be without a parallel in size and spread and make
India proud. Ensuring better returns to Indian farmers and manufacturers and greater
value for the Indian consumer, both in quality and quantity, will be an integral feature of
this project. By creating value at all levels, we will actively endeavour to contribute to
India's growth.
The project will boast of a seamless supply chain infrastructure, unprecedented even by
world standards. Through multiple formats and a wide range of categories, Reliance is
aiming to touch almost every Indian customer and supplier.
With a vision to generate inclusive growth and prosperity for farmers, vendor partners,
small shopkeepers and consumers, Reliance Retail Limited (RRL), a subsidiary of RIL,
was set up to lead Reliance Groups foray into organized retail.
With a 27% share of world GDP, retail is a significant contributor to overall economic
activity across the world. Of this, organized retailing contributes between 20% to 55% in
various developing markets. The Indian retail industry is pegged at $ 300 billion and
growing at over 13% per year. Of this, presently, organized retailing is about 5%. This is
expected to grow to 10% by 2011. RRL has embarked upon an implementation plan to
build state-of-the-art retail infrastructure in India, which includes a multi-format store
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strategy of opening neighbourhood convenience stores, hypermarkets, and specialty and
wholesale stores across India.
RRL launched its first store in November 2006 through its convenience store format
Reliance Fresh. Since then RRL has rapidly grown to operate 590 stores across 13 states
at the end of FY 2007-08. RRL launched its first Reliance Digital store in April 2007
and its first and Indias largest hypermarket Reliance Mart in Ahmadabad in August
2007. This year, RRL has also launched its first few specialty stores for apparel (Reliance
Trends), footwear (Reliance Footprints), jewellery (Reliance Jewels), books, music and
other lifestyle products (Reliance Timeout), auto accessories and service format (Reliance
AutoZone) and also an initiative in the health and wellness business through Reliance
Wellness. In each of these store formats, RRL is offering a unique set of products and
services at a value price point that has not been available so far to the Indian consumer.
Overall, RRL is well positioned to rapidly expand its existing network of 590 stores
which operate in 57 cities.
During the year, RRL also focused on building strong relationships in the agri-business
value chain and has commenced marketing fruits, vegetables and staples that the
company sources directly to wholesalers and institutional customers. RRL provides its
customers with high quality produce that has better shelf life and more consistent quality
than was available earlier. RRL has made significant progress in establishing state-of-the-
art staples processing centres and expects to make them operational by May 2008.
Through the year, RRL also expanded its supply chain infrastructure. The Company is
fully geared to meet the requirements of its rapidly growing store network in an efficient
manner.
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Recognizing that strategic alliances are going to be a key driver to its retail business, in
FY 2007-08, RRL established key joint ventures with international partners in apparel,
optical and office products businesses. Further, RRL will continue to seek synergistic
opportunities with other international players as well. This year, RRL will continue its
focus on rapid expansion of the existing and other new formats across India.
Reliance fresh is the retail chain division of reliance industries of India which is headed
by Mukesh Ambani. Reliance has entered into this segment by opening new retail stores
into almost every metropolitan and regional area of India. Reliance plans to invest rs
25000 crores in the next 4 years in their retail division and plans to begin retail stores in
784 cities across the country. The reliance fresh supermarket chain is rils rs 25,000 crore
venture and it plans to add more stores across different g, and eventually have a pan-India
footprint by year 2011. The super marts will sell fresh fruits and vegetables, staples,
groceries, fresh juice bars and dairy products and also will sport a separate enclosure and
supply-chain for non-vegetarian products. Besides, the stores would provide direct
employment to 5 lakh young Indians and indirect job opportunities to a million people,
according to the company. The company also has plans to train students and housewives
in customer care and quality services for part-time jobs
BACK GROUND
We can see many examples of businesses where, first we grow and then think
of expanding but Reliance is quite different. Reliance has developed such huge amount
of resources and capital over the years that whenever it steps into any segment it is not
required to wait for growing signal, thats why it always thinks of expanding without any
boundaries. Reliance retail is next Step by RIL which will be a pan India project.
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Reliance Fresh is the retail chain division of Reliance Industries of India
which is headed by Mukesh Ambani. Reliance has entered into this segment by opening
new retail stores into almost every metropolitan and regional area of India. Reliance plans
to invest Rs 25000 crores in the next 4 years in their retail division and plans to begin
retail stores in 784 cities across the country. The Reliance Fresh supermarket chain is
RILs Rs 25,000 crore venture and it plans to add more stores across different g, and
eventually have a pan-India footprint by year 2011.
The super marts will sell fresh fruits and vegetables, staples, groceries, fresh
juice bars and dairy products and also will sport a separate enclosure and supply-chain for
non-vegetarian products. Besides, the stores would provide direct employment to 5 lakh
young Indians and indirect job opportunities to a million people, according to the
company. The company also has plans to train students and housewives in customer care
and quality services for part-time jobs.
The company is planning on opening new stores with store-size varying from
1,500 sq ft to 3,000 sq ft, which will stock fresh fruits and vegetables, staples, FMCG
products and dairy products. Each store is said to be within a radius of 1-2 km of each
other, in relation to the concept of a neighbor store. However, this is only the entry roll-
out that the company has planned. Bangalore is said to have 40 stores in all by the end of
the year.
In a dramatic change due circumstances prevailing in UP, West Bengal and
Orissa, It was mentioned recently in News Dailies that, Reliance Retail is moving out
stocking. Reliance Retail has decided to minimize its exposure in the fruit and vegetable
business and position Reliance Fresh as a pure play super market focusing on categories
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like food, FMCG, home, consumer durables, IT, wellness and auto accessories, with food
accounting for the bulk of the business.
The company may not stock fruit and vegetables in some states, Orissa being
one of them. Though Reliance Fresh is not exiting the fruit and vegetable business
altogether, it has decided not to compete with local vendors partly due to political
reasons, and partly due to its inability to create a robust supply chain. This is quite
different from what the firm had originally planned. When the first Reliance Fresh store
opened in Hyderabad last October, not only did the company said the stores main focus
would be fresh produce like fruits and vegetables at a much lower price, but also spoke at
length about its farm-to-fork theory. The idea the company spoke about was to source
from farmers and sell directly to the consumer removing middlemen out of the way.
STEPS IN WTS MODEL:
1) Reliance has owned farms on contract basis for production of specific crop which
is decided after extensive research depending on
SOIL CONDITIONS,
CLIMATE CONDITIONS,
RETURN OVER COSTS INCURRED.
2) Different vegetables and fruits from such farms are collected through reliance own
Logistics and brought to collection Processing centres where quality check and other
required processing is done.
In processing centres workers wearing balaclavas, woollen trousers and bulky
jackets work inside a room kept at a constant 3oC, peeling and chopping vegetables,
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spinning them dry and then heaping them in small plastic packets before placing them
in plastic transport crates. At the other end of the 5,000-sq-m warehouse, men unload
crates of fruits from a truck pulled up to a spotless loading dock. A quality-control
expert samples every tenth crate; if the fruits are good a team will ready them for
delivery within hours to Reliance fresh stores around different places like U.P and as
far away as Hyderabad and even Mumbai (formerly Bombay). If they are not, workers
will inspect the entire shipment and discard anything below standard.
3) Merchandise from these collection processing centers are collected and loaded for
Wholesale mandis. As this merchandise is to be made available by 4 A.M in
morning thus deliveries in trucks are sent at time depending upon:
TRANSIT TIME. Time required reaching destination i.e. mandis.
MARGIN TIME. Time period between a truck reaching mandi and then Unloads.
Can be 2 to 3 hours.
LOADING AND UNLOADING TIME.
4)From mandis where the trucks have been unloaded, roadside vendors and pull
carters Buy fruits and vegetables to supply in households.
5) In case still some vegetables and fruits are not sold reliance logistics own
Transportation sends them to reliance fresh stores.
SWOT ANALYSIS:
The Indian retail market accounted for $ 200 billions. Food accounts for over two-thirds
of the $200-billion Indian retail market. Yet, it has seen less than 1 per cent penetration
by modern retail so far. Reliance industries which always looking for new business
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opportunities just started a new era with its introduction of new concept stores named
Reliance Fresh with opening convince store in high streets of Banjara hills of
Hyderabad. Reliance Fresh is very different from what modern retail has offered in India
so far and with this reliance is planning to establish strong retail network in India in food
and farm sector. They have started with new eleven stores in the last week and they are
thinking to add 100 more stores to their feather by the end of this year.
Lets do a SWOT analysis on the Reliance Fresh.
Strengths:
Reliance is the first into enter into this unorganized sector of vegetables and fruits.
According to them its intentions to have100% farm fresh foods in their new retail stores.
It is also adding shortly a juice bar, and even a large counter for puja flowers. In fact,
over 60 per cent of the floor space has been dedicated to fresh fruits and vegetables, the
rest to other food products like staples, spices, bakery, etc. But reliance has decided not
to add any bar soap or toothpaste and detergent in its shelves. So by using this strategy
they are positioning themselves different from other players of the industries like Food
world, Big Bazaar and Nilgiris. But over come the short comings of these specialized
stores they are also introducing new Reliance full-fledged supermarket called Shakhari
Bhandar which offers each and everything from the staple to soap. Most of the staples
are under its own private label brand Reliance Select. There is a 500g channa dal
pack priced at Rs 28, a 500g urad dal pack for Rs 39, all under Reliances own brand.
Excepting a few packets of Nestles Maggi, or MTRs masalas or Pepsis Lays chips,
there is very little shelf space given to the big brand owners in the country. Reason:
private labels offer far better profit margin to the retailer than branded products of
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FMCG companies. Most of these outlets will need only 2,000-5,000 sq. ft. A
supermarket may need as much as 8,000-10,000 sq. ft.
Weakness:
This is definitely an interesting business venture but it may miss out on the opportunity
to capture a greater share of the customers wallet. For customers, too, this could be
irksome, as they would have to visit another store to pick up essentials. Reliance could
easily fix this problem by adding a few small counters for some basic non-food
products. According to their official this format is not final one they are accepting the
new changes which are required to attract the large number of customers.
Opportunities
Reliance wants to build a high-profitability business and food is, perhaps, the best
venture to start. That is because the Indian food supply chain is grossly inefficient. There
are several intermediaries, each of whom adds his own profit margin to the cost.
Besides, there is huge wastage in transit. This offers potential for savings and profits. To
reduce the cost and increase the profit it has been sourcing out its requirements from the
farmers. For example, the leafy vegetables, brinjals, tomatoes and green chilies in the
Banjara Hills outlet were sourced directly from farmers in Vantimamdi, Chevella and
nearby mandals in Ranga Reddy district of Andhra Pradesh. The supply chain already
has been backed by few hundred farmers the number is estimated to touch million in
next five years. The main aim of the reliance is to eliminate the intermediaries in the
sector and reduce the cost. Smaller stores have two advantages. They bring down the
cost of real estate (and increase profits). It is easier to find space for small convenience
stores in a quiet neighbourhood than for supermarkets in high streets.
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Threats:
This model is engineered to clock a faster turnover of inventory Reliance expects
consumers to visit the store at least twice a week for their top-up groceries. Each store
will have an investment of Rs 50 lakh to Rs 60 lakh. Unlike global retailers who operate
on thin margins, Reliance Retail is looking at a fairly high-margin business model.
Deliberately stopped short of being a full-fledged supermarket rather, it has limited itself
to a food and grocery convenience store. They also have a threat from the existing
supermarkets which provides all the services to its customers. For Example Food world
and Nilgiris also provides food and beverages with other personal care products. These
convince are not existed in the present Reliance retail stores.
CORPORATE SOCIAL RESPONSIBILITY
Today when most of the companies are busy in making profits by any means, there are
few Ones who are focused to return this society, a part of what they have earned through
this society. Reliance retail is one of them. Following efforts of reliance retail are aimed
at benefiting the society making reliance socially responsible:
1) Reliance Retail aims at recruiting people from the underprivileged community in
society. "Hence, we are planning to train students from corporation schools and schools
run by NGOs. And, we consider this as a part of our corporate social responsibility," he
said. Asked whether the company will take students on an employment basis and pay
them a stipend during the course period, he said that actually, it is planning to charge a
"small fee" from those who want to join the course "as we want to bring in some
discipline and regularity among the students", and will reimburse that once they are
inducted into service.
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2) Farming in India is highly fragmented and subject to harsh climatic conditions: once
harvested, it is very difficult to keep fruits and vegetables fresh. To secure high quality,
Reliance Retail is directly sourcing fresh agricultural produce from thousands of farmers
from villages through Collection Centers. With this concept, Reliance has built a business
model generating shared value that links the company supply chain more closely to poor
farmers in Indian villages. Reliance is providing a guaranteed market for the farmers
produce, reducing transaction costs and training the farmers in better and sustainable
farming practices. This initiative results in higher income and upgrading of skills for the
farmers, and reduced spoilage of produce (up to 35 percent) and better quality products f
or Reliance retail stores.
3) Reliance retail has adopted farm to fork theory which means it is procuring directly
from the farmers thus offering them quite reasonable prices for their produce as now no
intermediaries are involved. In return Reliance is giving farmers information about how
can farmers improve their productivity. They have centers in villages who apart from
providing information make farmers aware of market rates of different crops so that
farmers can choose crops they want to sow to become profitable. Farmers are provided
technical help as well like information about quality of seeds and fertilizers.
Major players in retail sector:
Shoppers Stop
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Shoppers Stop is the pioneer of pan-nation one-stop retail outlets. Starting in 1991 with a
single store in Mumbai, it has now developed more than 20 stores (total retail space
crossed the 1 m mark in the second quarter of FY07). The company has added 1,568,479
sq ft of area during the year taking its total store area to 1,170,548 as on March 2007.
The company has a wholly owned subsidiary Crossword a specialty retail chain with
over 32 stores spread across the country. This store specialises in books, gift articles and
stationery. During the quarter, Crossword opened its first store and 2 Stop & Go stores
at the Mumbai domestic airport. Further, it forayed into airport retailing through a joint
venture with The Nuance Group AG of Switzerland.
The company has also made an entry into the entertainment sector by acquiring 45%
stake in Time zone Entertainment Pvt. Ltd. The recent moves by the company will widen
the offering and de-risk its dependence on the flagship Shoppers Stop stores.
Big Bazaar
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Incorporated in 1987, Pantaloon Retail is among the pioneers in chain retailing. It is the
largest retailer in the country operating 350 stores across segments in over 40 cities across
the country and constituting 5 m square feet of retail space. Starting out with dedicated
apparel stores (Pantaloon), the company has stores across the cross-section of the society.
The companys business is broadly divided into 2 segments, Lifestyle and Value retailing.
On the apparels front it has Pantaloon (31 departmental stores), Central Malls (4 seamless
malls as well as its other concepts). These stores can be classified under Lifestyle
Retailing. On the general merchandise front it has Big Bazaar (51hypermarkets), Food
Bazaar (77 supermarkets) and Fashion Station (5 fashion stores) and other delivery
formats. These fall under Value Retailing.
MORE
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The more.Chain of supermarkets, are bright and clean stores, at convenient locations with
layouts that allow ease of navigation. The product display is well organised and facilitates
ease of choice. The stores have been designed by Fitch, the leading international retail
design firm.
The stores promise a range of benefits to consumers and are a solution to the many
problems faced by housewives while shopping for their daily needs. The retail offering
from the Aditya Birla Group, has been crafted after in-depth research of the needs and
expectations of the Indian consumers. more. is the answer to the shopping needs of the
Indian housewife who wants a modern and convenient option in her neighbourhood, with
an attractive and consistent range of products? more. assures consumers the security of
knowing that they are paying the best price in the market for good quality products.
RPG Group
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RPG Enterprises is one of Indias largest business conglomerates, with a turnover of US$
2.55 bn and assets worth US$ 1.8 billion. Since its inception in1979, RPG Enterprises has
been one of the fastest growing groups in India with more than 20 companies operating
successfully in 7 business sectors: Retail, IT & Communications, Entertainment, Power,
Transmission, Tyres and Life Sciences. In 2001, it established Giant Hypermarket
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Provogue (India) Ltd., (PIL) formerly Acme Clothing Pvt. Ltd was incorporated in
November 1997, converted in to a public limited company in March 2005. It deals with
fabrics, dyestuffs, chemicals and textile machinery. PIL operates in two core industry
segments. The first being designing, manufacturing and selling branded ready-made
garments and other accessories under the brand 'Provogue'. The second business is export
of finished fabrics, dyestuffs, chemicals and textile machinery to several markets in
African continent.
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DATA ANALYSIS
&
INTERPRETATION
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1. Shop Turnover (Sales per Annum).
PARTICULARS RESPONDENTS PERCENTAGE
Below 1 lakh 12 37.5
1lakh -5 lakh 10 31.25
Above 5 lakh 10 31.25
TOTAL 32 100
Table-1
Graph 1
Interpretation:The above table shows most of the respondents i.e small vendors have
their capital as below 1 lakh Rupees. Others have a capital of above 1 lakh Rupees.
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2. Is your shop near too any Big Super Mall?
S.NO PARTICULARS %
1 24 Yes2 8 No
3 32 May be
Table-2
Graph-2
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Interpretation: Above table shows that the small vendors are mostly located near to the
big Super malls. Only few are away from the super malls.
3. In your opinion are there competitors for you?
PARTICULARS NO.OF RESPONDS %
Yes 28 87.5
N0 4 12.5
Total 32 100
Table-3
Graph-3
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Interpretation: Most of the respondents feel that these super malls are competition for
them i.e., 87.5 % feel this.
4. People from which income group are your customers?
PARTICULARS NO OF RESPONDS %
Low income 6 18.75
Middle income 26 81.25
High income - -
Total 32 100
Table-4
Graph-4
Interpretation: Most of the vendors have customers in the middle income groups. They
dont have any customer from high income group
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5. Why you think the customers prefer your shop than big malls?
PARTICULARS NO OF RESPONDS %
Nearness to house 6 18.75
First delivery 6 18.75
Last price 12 32.50
Habituated for years 8 25
Total 32 100
Table-5
Graph-5
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Interpretation: Customers often visit the small vendors as they find the prices low with
small vendors. Some are habituated to the vendors from a long time.
6. How do you attract the customers?
Table-6
44
PARTIULARS NO OF RESPONDS %
OFFERING FREE GIFTS - -
GIFT COUPONS - -
DISCOUNTS 20 62.5
BARGAINING 12 37.5
TOTAL 32 100
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Graph-6
Interpretation: Small vendors attract the customers mostly by giving them discounts
and some times they allow bargain prices
7. What do you think customers prefer in big malls?
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PARTICULARS NO OF RESPONDS %
Package - -
Low price 4 12.5
Availability 6 18.75
Quality 22 68.75
Total 32 100
Table-7
Graph-7
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Interpretation: Most of the small vendors think that often customers go to big malls as
they find high quality with the goods.
8. What do you think you must improve to get good no. of customers?
PARTICULARS NO OF RESPONDS %
New package 2 6.25
Door delivery - -
Quality improvement 26 81.25
Less price 4 12.5
Total 32 100
Table-8
Graph-8
Interpretation: Small vendors think that most of their customers are not coming to
their shops as they dont find quality in their shops.
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9. Do you think people slowly changing from small vendors to big malls?
PARTICULARS NO OF RESPONDS %
YES 30 93.75
NO 2 6.25
TOTAL 32 100
Table-9
Graph-9
Interpretation: Small vendors think that customers slowly changing their attitude to buy
their goods from big super malls.
10. If yes what percentage of customers are changing slowly?
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PARTICULARS NO OF RESPONDS %
10-20 2 6.25
20-30 10 56.2530-40 12 37.5
MORE THEN 4O - -
TOTAL 32 100
Table-10
Graph-10
Interpretation: According to the opinion of small vendors customers 10-20 percent
changing from small vendors to big super malls.
11. Do you feel there is high competition for you from big Malls?
PARTICULARS NO OF RSPONDS %
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Yes 2 6.25
No 30 93.25
Total 32 100
Table-11
Graph-11
Interpretation: According to the opinion of small vendors customers they feel that they
face a lot of competition from the big vendors
12. How do you feel about the loyalty of your customers?
PARTICULARS NO OF RESPONDS %
More loyality 6 18.75
Less loyality 8 25
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Avg 18 56.25
Total 32 100
Table-12
Table-12
Interpretation: According to the opinion of small vendors customers they feel that they
are not really sure about the loyalty.
13.Do you feel the degree of loyalty is changing now a day from your
shop to big malls?
PARTICULARS NO OF RESPONDS %
Yes 32 100
No - -
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Total 32 100
Table-13
Graph-13
Interpretation: According to the opinion of small vendors customers they feel
that the degree of the customers is changing.
14. If change how much % change you find?
PARTICULARS NO OF RESPONDS %
20-30 20 62.5
30-50 12 32.5
Above 50 - -
Total 32 100
Table-14
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Graph-14
Interpretation: According to the opinion of small vendors customers they feel that the
degree of the customers changing is very high.
15.To sustain your customers what steps you take in future?
Particulars No of Responds %
Improving Quality
Offering Discounts
Free door delivery
Any Others
24
6
-
2
75.00 %
18.75%
-
6.25%
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Total 32 100%
Table-15
Graph-15
Interpretation: According to the opinion of small vendors customers they feel that
improving quality will be a measure that would sustain the customers.
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16.What type of changes you want to make in you shop to hold to your customers?
Particulars No of Responds %
Decorating Shop
Changing Package
Bringing no.of items
2
6
24
6.25 %
18.75%
75.00%
Total 32 100%Table-16
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Graph-16
Interpretation: According to the opinion of small vendors customers they feel that
decorating shops will be one measure that can retain the customers.
17.Do you feel the profits you earn are sufficient?
Particulars No of Responds %
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Yes 12 37.5%
No 20 62.5%
Total 32 100%Table-17
Graph-17
Interpretation: According to the opinion of small vendors customers they feel that the
profits they are not sufficient
18.What type of inventory you will maintain?
Particulars No of Responds %
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High
Low
Average
_
32
_
_
100%
_
Total 32 100%
Table-18
Graph-18
Interpretation: According to the opinion of small vendors customers they will maintain
low inventory.
19.Are providing any customer services?
Particulars No of Responds %
Yes 6 20%No 8 31.26%
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Some Times 16 53.33%
Total 32 100%
Table-19
Graph-19
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Interpretation: According to the opinion of small vendors customers they sometimes
provide customer service.
20.If yes what type of services you will provide?
Particulars No of Responds %
Servicing
Delivery
Others
18
10
4
56.25 %
31.25%
12.5%
Total 32 100%
Table-20
Graph-20
Interpretation: According to the opinion of small vendors customers they sometimes provide
servicing to the products of their customers.
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21.How many customers daily visit your shop?
Particulars No of Responds %
300
500
More than 500
6
18
8
18.75 %
56.25%
25%
Total 32 100%Table-21
Graph-21
Interpretation: According to the opinion of small vendors customers they feel that aroud
500 customers visit their shop.
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22.What type of products customer will prefer?
Particulars No of Responds %
Low price low quality
Low price high quality
High price High quality
_
26
6
_
81.25%
18.25%
Total 32 100%
Table-22
Graph-22
Interpretation: According to the opinion of small vendors customers feel that their
customers prefer low price, high quality items.
23.What is the customers perception your shop?
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Particulars No of Responds %
VERY GOOD
GOOD
BAD
2
16
14
6.25 %
50.00%
43.25%
Total 32 100%
Table-23
Graph-23
Interpretation: According to the opinion of small vendors customers feel that their
customers have a good opinion on their shop.
24.Are you satisfied your shop rents and advances?
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Particulars No of Responds %
YES
NO
12
20
37.5 %
62.5%
Total 32 100%
Table-24
Graph-24
Interpretation: According to the opinion of small vendors customers feel that they are
not happy with the rents and advances provided.
25.What type of prices you will maintain?
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Particulars No of Responds %
Fixed prices
Bargaining
MRP Prices
--
18
14
_
56.25%
43.75%
Total 32 100%
Table-25
Graph-25
Interpretation: According to the opinion of small vendors customers feel that they
depend on bargaining and are flexible in terms to pricing
FINDINGS
1. According to the opinion of small vendors customers 10-20 percent changing from
small vendors to big super malls.
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2. Small vendors think that customers slowly changing their attitude to buy their goods
from big super malls.
3. Small vendors think that most of their customers are not coming to their shops as they
dont find quality in their shops.
4. Most of the small vendors think that often customers go to big malls as They find high
quality with the goods.
5. Small vendors attract the customers mostly by giving them discounts and some
Times they allow bargain prices.
6. Customers often visit the small vendors as they find the prices low with
small vendors. Some are habituated to the vendors from a long time.
7. Customers often visit the small vendors as they find the prices low with
small vendors. Some are habituated to the vendors from a long time.
8. The above table shows most of the respondents i.e small vendors have ther capital as
below 1 lakh Rupees. Others have a capital of above 1 lakh Rupees.
SUGGESTION
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This project work has been undertaken to study the impact of Big super malls on small
vendors. During this project work the above facts have been identified and we can
suggest the small vendors as follows.
1. Most of the small vendors feeling very competitive towards big super
malls. Therefore they have to do something in a way to cut the
competition.
2. As the small vendors are feeling that they are not giving their customers
the required quality , they should try to improve the quality of their goods.
3. As the small vendors feel that they are selling goods of inferior quality
because of the less capitals, they should increase their capitals so that they
can attract the customers more.
4. Small vendors should also try to decorate their shops in such a way that
they attract more no. of buyers.
5. As the Number of customers turning from small vendors to big super
malls is now very less, this is the right time to concentrate on various
strategies to stop the customers from going to big malls.
CONCLUSION
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Now days super malls are becoming a great attraction for the customers for purchasing
goods. Retail Marketing is increasing day by day and most of the small vendors are
finding cut throat competition from these big super malls. Retail Marketing has many
advantages for a customer than a small vendor where a customer finds all the goods he
require to run the house from a same shop. Where a small vendor can supply only few
varieties of goods .If at all the small vendors try to improve the quality of the goods they
can atleast reduce the degree of competition.
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BIBLIOGRAPHY
BIBLIOGRAPHY
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Book References:
1. Marketing management philip kotler
2. Marketing management- ramaswami namakumari
3. Marketing research green and tulk, gc.berry
4. Indian journal of marketing,January
Web References
1. www.google.com
2. www.indianretaining.com
3. www.indianmarketing.com
http://www.google.com/http://www.indianretaining.com/http://www.indianmarketing.com/http://www.google.com/http://www.indianretaining.com/http://www.indianmarketing.com/