PROJECT REPORT

ON

“Study Of Big Bazaar”

SUBMITTED TO KURUKSHETRA UNIVERSITY, KURUKSHETRA

IN PARTIAL FULFILLMENT OF

THREE YEARS

SESSION (2013-2014)

UNDER SUPERVISION OF: SUBMITTED BY:

MRS. ANITA BINDAL DIKSHA ARORA
DEPT. OF COMMERCE COLL. ROLL NO. 1212213

S.D. COLLEGE (LAHORE)

AMBALA CANTT S.D. COLLEGE

 INDEX

1) CHAPTER-1
 INTRODUCTION TO INDUSTRY
 INTRODUCTION TO COMPANY
 INTRODUCTION TO PROJECT

2) CHAPTER -2
OBJECTIVES OF THE STUDY

3) CHAPTER-3
FINDINGS

4) CHAPTER-4
LIMITATIONS

5) CHAPTER-5
RECOMMENDATIONS

6) CHAPTER-6
CONCLUSION

 BIBLIOGRAPHY
 Chapter-1
Introduction
 A) INTRODUCTION TO INDUSTRY

Global Supermarket & Hypermarket Industry:

Global supermarket food products sales are predicted to generate
revenue in excess of $1.70 trillion by 2015, according to research from
Global Industry Analysts. Market growth has been driven by the rising
importance of consumerism. Since supermarkets first appeared in the
US, they have been rolled out all over the globe, with supermarket
chains securing their place at the top of the world’s retail chain. Due to
the effects of the economic recession, the number of consumer visits to
supermarkets has fallen over recent years. However, average spends-
per-visit have risen due to a trend that has seen consumers shy away
from dining out in restaurants in favor of purchasing prepared food in
supermarkets to eat at home.
The global hypermarket industry has witnessed changes in recent years.
Faced with the obstacle of stricter legislation on expansion, superstore
retailers have sought different formats, using in-store services,
downsizing stores, and promoting click and collect services. This has
lead to a new approach to large format grocery stores, encouraging
business to diversifying in terms of the services offered to consumers,
reports Verdict. While the traditional hypermarket format is losing
popularity in established markets, the big-box format has yet to reach
its growth potential in emerging markets.
Trends
Consumers have cut down drastically on eating out due to the
budgetary restrictions imposed by the economic recession. The rise in
home cooking has lead to huge demand for packaged and semi-
prepared food products sold by supermarkets, reports Global Industry
Analysts. This new budget inspired interest in cooking has lead to
increased sales in various food categories including meat, fresh fruit
and vegetables, condiments, dressings, food flavors, oils, spices and
sauces. In response to this trend toward home cooking, supermarkets
are pushing cheaper private labeled brands to attract consumers and
promote loyalty.

Regional Market Share

 Asia-Pacific promises strong supermarket industry growth, in
countries such as India, China, Indonesia and South Korea, reports
Global Industry Analysts. The discount supermarket market is
representing an increasingly important segment within the
supermarket sector. With consumers eager to cut down on
spending, discount supermarkets have become particularly popular
over recent years due to the economic recession.

 The Chinese supermarket industry provides consumers with a

wide range of food and dairy products. Domestic manufacturers
 provide the majority of products sold by supermarkets and
hypermarkets to the general public, reports IBIS World.

 In France, Verdict underlines the success of Auchan's

Chronodrive click and collect model. This service gives customers
the possibility to choose the goods they want online and then
dictate when they will collect them from the Chronodrive
warehouse. The service fares well due to convenience and reduced
delivery costs. Carrefour continues to venture into non-food
categories to increase revenue. Health and beauty, for example,
have been expanded by 40%. Carrefour has started offering
complementary services including hairdressing. The home
department, on the other hand, has shrunk 15%.
 There are almost 1,300 Kmart stores operating in the US, reports
Verdict. More than 75% of these stores offer consumers the
convenience of an in-store pharmacy to complement the health
and beauty category. Catering to the specific needs of consumers,
the pharmacies offer a seasonal walk-in clinic, which is
particularly popular in flu season. Trained nurses can administer
vaccinations on site.

Industry Leaders
The leading players currently operating in the global supermarket and
hypermarket industry include: Edeka, Brazil’s Cencosud, Coles, Tesco,
Woolworths, Auchan, Wal-Mart, Canada’s Loblaws’s, Casino,
SUPERVALU, Kroger, Costco, Intermarché, Carrefour, Aeon, Rewe,
Sears, Sainsbury's, Target, E Leclerc, Aldi Deutscher, Royal Ahold,
Tengelmann Warenhandelsgesellschaft, and Safeway. Woolworths
leads the hypermarkets, supermarkets and discounters industry,
according to research from Canadean. Walmart and Tesco come first
for scale and growth pillar performance, also performing well in the
financial and operational efficiency categories. Safeway came last in
terms of performance, doing badly in the operational efficiency and on
scale and growth pillars.

Market Outlook
Still suffering the negative impact of the economic recession and
related decline in levels of disposable income, consumers are
constantly seeking new ways to tighten household budgets. Apart from
shopping more to eat at home rather than in restaurants, other trends
affecting the global supermarket and hypermarket industry include
consumer demand for better value for money and greater interest in
discount supermarkets. Global Industry Analysts predicts recovery
from the economic recession will put the spotlight back on the
supermarket and hypermarket industry’s growth fundamentals. The
chain supermarkets segment is expected to remain in the lead through
2015.

Indian hypermarkets constitute 1.99% of the total

organised retail and the segment was estimated at INR7.28 billion
during 2005-06, growing by 37.21% over 2004-05. Retail is India’s
largest industry, accounting for over 10% of the country’s GDP and
around 8% of the employment. Indian retail industry size was estimated
at INR10,754.21 billion in 2005-06, out of which the organised retail
contributed about 3.41% or INR366.21 billion.
Indian hypermarket industry is more vibrant than ever, with major
industry players vying for their share in the retail segment. The size and
share of Indian hypermarket is expected to increase in the coming
years, given the strong macro-economic performance, favourable
consumption pattern due to growing personal disposable income, rapid
development of Tier II and III cities, availability of quality retail space
and recent entry of big industrial houses into retailing with focus on
large store formats.

The report on ‘Hypermarket’ covers industry overview and size of

retail market, market size and cost structure of hypermarket, growth
drivers, critical success factors, major players
(2 existing and 3 emerging), 5-force analysis of hypermarket projects,
SWOT analysis of the segment and future outlook.

The report will be useful to business analysts, consultants engaged in

retail industry, industry houses aspiring for investment in retail
segment, other investors, global companies interested in future growth
of the retail segment and all those who want to analyse the growth of
this fast-growing retail segment in India.

Reasons to Buy

- Gain a thorough understanding - 5-force analysis of hypermarket

projects.
- Acquire – the knowledge on applied and emerging technologies in
hypermarkets.
- Win Business - having an insight into the dynamics of the industry
and also the issues and challenges faced by the industry.

For Whom:
This report will immensely help a wide cross section of the Customers
including.

- Hyper mart Retail Chains

- Consultants in Retail Industry
- Real Estate Companies
- FMCG Companies
- Educational Institutions
- Corporate (retail)
B) INTRODUCTION TO COMPANY
Big Bazaar is the largest hypermarket chain in India. As of June 2,
2017 there are 414 stores across 90 cities and towns in India covering
around 22 million sq.ft. of retail space. Big Bazaar is designed as an
agglomeration of bazaars or Indian markets with clusters offering a
wide range of merchandise including fashion and apparels, food
products, general merchandise, furniture, electronics, books, fast food
and leisure and entertainment sections.
Big Bazaar stores are aimed at providing a local marketplace feel to the
shoppers. They offer a wide variety of household items including retail
apparels, food products, general merchandise, furniture, electronics,
books, fast food, etc. Several stores also have leisure and entertainment
sections. The hypermarket chain crossed the 100 store mark in 2008.
Future Group also owns Central Hypermarket, Brand Factory,
Pantaloons, eZONE, HomeTown, futurebazaar.com, and KB's Fair
Price, apart from Big Bazaar.
History
Big Bazaar was introduced by the Future Group in September 2001
with the opening of its first four stores in Kolkata, Indore, Bengaluru
and Hyderabad within a period of 22 days.
Started by Kishore Biyani, Big Bazaar was launched mainly as a
fashion format selling apparel, cosmetics, accessories and general
merchandise. Over the years, the retail chain has included in its
portfolio a wide range of products and services, ranging from grocery
to electronics.
The current retail formats of the Future Group include Big Bazaar,
Food Bazaar, Electronic Bazaar and Furniture Bazaar. According to
Kishore Biyani, the inspiration behind this entire retail format was from
Saravana Stores, a local store in T. Nagar, Chennai. Big Bazaar is
popularly known as the ‘Indian Walmart’ today.
In the second year of operations, Big Bazaar tied up with Indian
banking giant ICICI Bank and launched the Big Bazaar ICICI Bank
Card. In the same year, the first Food Bazaar store was also launched at
High Street Phoenix mall in Mumbai, marking the retailer’s entry into
dedicated food retail.
In 2003, Big Bazaar made its foray into small towns and cities. The
first store in this category was launched that year in Nagpur. The
franchise also welcomed its 10 millionth customer at its new store in
Gurgaon in the same year.
Over the next two years, Big Bazaar consolidated its position in the
Indian retail landscape. This phase of growth included the setting up of
the Mumbai store in Lower Parel, which registered a record Rs 10
million turnover in a single day on Diwali-eve in 2004. In 2005, the
first Big Bazaar Exchange Offer was launched, which has quickly
gained popularity among customers.
In 2006-10, further changes in loyalty marketing took place with the
launch of the housewife-centric credit card, Shakti. Jewellery store
‘Navaras’ was also launched that year within Big Bazaar stores which
became the first store-in-store concept to be launched by the brand.
Another dedicated retail format launched in 2006 is Furniture Bazaar.
In 2007, Big Bazaar partnered with a shopping portal Futurebazaar.com
and expanded its retail footprint to 50 stores.
The following year, 2008-12, witnessed by far the fastest growth in
terms of retail expansion for Big Bazaar, with the launch of the 101st
store. Joining the league of India’s Superbrands and voted among the
top ten service brands in the country by the Pitch-IMRB international
survey, Big Bazaar became much more than a household name. The
year also saw the launch of the Monthly Bachat Bazaar (Monthly
Budget Market) campaign, which provided significantly low prices and
gave discounts on bulk purchases in the first week of the month.
Over the next two years, Big Bazaar carved its own niche in modern
retail and became the largest brand in the hypermarket format.
Capturing one-third of the food and grocery market in modern retail,
celebrity endorsements and tie-ups with other brands allowed it to
enhance its retail footprint. In 2009, Big Bazaar won the CNBC Awaaz
Consumer Awards for the third consecutive year. It was adjudged the
Most Preferred Multi Brand Food & Beverage Chain, Most Preferred
Multi Brand Retail Outlet and Most Preferred Multi Brand One Stop
Shop.

On successful completion of many years in the Indian retail industry, in

2014-17, Big Bazaar came up a new logo with a new tag line: ‘Naye
India Ka Bazaar’(New India’s Market), replacing the earlier one: 'Isse
Sasta Aur Accha Kahin Nahin' (Nothing is cheaper and better than
here).
In 2018, Big Bazaar signed a multi-million dollar deal with Cognizant
Technology Solutions for the development of an IT infrastructure,
encompassing Future Group’s entire network of stores, warehousing
and data centres and increase business.
Recently, Big Bazaar announced its plans to add more retail services to
its portfolio such as grinding, de-seeding and cutting of fruits and
vegetables.
Strategy

3-C Theory
According to Kishore Biyani's 3-C theory, Change and Confidence
among the entire population is leading to rise in Consumption, through
better employment and income which in turn is creating value to the
agricultural products across the country.[2] Big Bazaar has divided India
into three segments:
India one: Consuming class which includes upper middle and lower
middle class (14% of India's population).
India two: Serving class which includes people like drivers, household
helps, office peons, liftmen, washermen, etc. (55% of India's
population) and
India three: Struggling class (remaining 31% of India's population).
While Big Bazaar is targeted at the population across India one and
India two segments, Aadhaar Wholesale is aimed at reaching the
population in India three segment. With this, Future Group emerged as
a retail destination for consumers across all classes in the Indian
society.

Operations
Various formats and store concept
Most Big Bazaar outlets are multi-levelled stores and are located in
stand-alone buildings in city centres as well as within shopping malls.
These stores have more than 2,00,000 Stock Keeping Units (SKU) in a
wide range of categories, led primarily by fashion and food products.
The retail space of these stores in the metros range between 50,000 and
1,60,000 sq. ft.
Since its launch in 2001 in metro cities like Kolkata, Bengaluru and
Hyderabad, Big Bazaar is the largest Hypermarket chain with presence
in 90 cities and towns across the country

CSR activities
As a part of Future Group, Big Bazaar is involved in various social
activities that include green initiatives for the community, blood
donation camps, kitchen festival, drawing competition, Diwali
celebrations with orphanages, visits to orphanages and other NGOs
helping underprivileged children. These activities usually involve all
members of the management as well as staff of Big Bazaar.
• Big Bazaar created a platform called Yatra to provide women of self-
help groups across various towns and regions of Maharashtra and
Gujarat the opportunity to market their wide assortment of indigenous
food and non-food products. As part of the programme, women from
over 30 regional self-help groups were invited, encouraged and helped
to set up stalls to exhibit their products at Big Bazaar stores.
• Big Bazaar Mysore started offering a free wholesome meal to all its
customers, who in return contribute ‘Shraddha Anussar’ for a
community cause. In other words, the customers donate any amount for
the meal which would be used for a local, regional or topical cause.
Schemes and innovations
The introduction of ‘Sabse Sasta Din’ (Cheapest Day) in the year 2005
was a turning point for the Big Bazaar franchise. As part of this effort,
the Republic Day holiday was used to ensure that consumers visited
Big Bazaar outlets across the country in large numbers to get required
household items at cheaper rates.
Taking cue from this highly successful concept, another initiative was
introduced, named the ‘Purana do aur naya lo’ (give old and get new)
scheme. In this scheme, consumers were asked to bring and sell old
clothes, utensils and other household items in exchange of discount
coupons. The concept proved to be a success yet again as people from
across the country responded spontaneously, in spite of the different
preconditions associated with it.
The franchise further inaugurated the concept of ‘Hafte ka sabse sasta
din’ (Cheapest Day of the Week), wherein Wednesday was designated
to be the day when special discounts were offered to consumers during
a week.

Wednesday Bazaar
The concept of Wednesday Bazaar was promoted as ‘Hafte Ka Sabse
Sasta Din’ (Cheapest Day of the Week). The idea behind this scheme
was to draw customers to stores on Wednesdays, the day when
consumer presence is usually less. According to the chain, the aim of
the concept was ‘to give home makers the power to save the most’.[3]

Sabse Sasta Din

Big Bazaar introduced ‘Sabse Sasta Din’ (Cheapest Day) with the
intention of attaining a sales figure of Rs 26 crore in a single day. The
concept became such a hit that the time period for the offer had to be
increased from one day to three days in 2009 (January 24 to 26) and to
five days in 2011 (January 22 to 26) and in 2018 they are increase
business in world wide.

Maha Bachat
The concept of ‘Maha Bachat’ (Mega Saving) was introduced in the
year 2006 as a single day campaign with attractive promotional offers
across the company outlets. Over the years, the concept has grown to
become a six-day biannual campaign. During this campaign, attractive
offers are given in all the value formats including Big Bazaar, Food
Bazaar, Electronic Bazaar and Furniture Bazaar.[4]

The Great Exchange Offer

‘The Great Exchange Offer’ allows customers to exchange their old
goods for Big Bazaar coupons. The coupons can be redeemed later for
buying brand new goods from Big Bazaar outlets across the nation.[5]
Advertising campaigns and marketing initiatives
In view of the increasing competition in the retail market, Big Bazaar
has introduced certain steps to keep itself updated and continue
promoting the band.

New Logo
On the occasion of successful completion of 10 years in the Indian
retail industry (in 2011) Big Bazaar came up with a new logo for the
company with a new tag line that says: ‘Naye India Ka Bazaar’
(Market for New India). This replaces the earlier tag line: ‘Isse Sasta
Aur Kahin Nahin’ (Nothing is Cheaper than Here).

Advertising initiatives
Big Bazaar has recently launched a 360-degree promotion drive
covering the three prime media, television, print and social media, to
mark the launch of the new logo. The entire media campaign was
developed by Mudra Communications. Big Bazaar celebrating April
Utsav on 2013. They Offering Rs. 50 off on Rs. 500 or Rs. 100 off on
Rs. 500 or Rs. 200 off on Rs. 500 coupon through missed call.[6]
Big Bazaar wins its first award and national recognition. Big Bazaar
and Food Bazaar awarded the country’s most admired retailer award in
value retailing and food retailing segment at the India Retail Forum
A day before Diwali, the store at Lower Parel becomes the first to
touch Rs 10 million turnover on a single day
Initiates the implementation of SAP and pilots a RFID project at its
central warehouse in Tarapur
Launches a unique shopping program: the Big Bazaar Exchange Offer,
inviting customers to exchange household junk at Big Bazaar
Electronic Bazaar and Furniture Bazaar are launched
Big Bazaar and ICICI Bank launched ICICI Bank-Big Bazaar Gold
credit card program to reward its loyal customers.
Mohan Jadhav sets a national record at Big Bazaar Sangli with a Rs
1,37,367 shopping bill. The Sangli farmer becomes Big Bazaar’s
largest ever customer.
Big Bazaar launches Shakti, India’s first credit card program tailored
for housewives
Navaras – the jewellery store launched within Big Bazaar stores
The 50th Big Bazaar store is launched in Kanpur
Big Bazaar partners with Futurebazaar.com to launch India's most
popular shopping portal
Big Bazaar initiates the "Power of One" campaign to help raise funds
for the Save The Children India Fund.
Pantaloon Retail wins the International Retailer of the Year at US-
based National Retail Federation convention in New York and
Emerging Retailer of the Year award at the World Retail Congress held
in Barcelona.
Big Bazaar becomes the fastest growing hypermarket format in the
world with the launch of its 101st store within 7 years of launch
Big Bazaar dons a new look with a fresh new section, Fashion@Big
Bazaar
Big Bazaar joins the league of India’s Business Super brands. It is
voted among the top ten service brands in the country in the latest
Pitch-IMRB international survey
Big Bazaar initiated the Mega Saving "Monthly Bachat Bazaar"
campaign, to provide exceptional deals on groceries and food items
during the first week of every month.
Big Bazaar opens its second store in Assam at Tinsukia
Big Bazaar initiates Maha Annasantarpane program at its stores in
South India – a unique initiative to offer meals to visitors and support
local social organizations
Big Bazaar captures almost one-third share in food and grocery
products sold through modern retail in India
Mahendra Singh Dhoni and Asin, youth icons of India, were chosen as
the brand ambassadors of Big Bazaar
Big Bazaar announced the launch of 'The Great Exchange Offer'
Formed a joint venture with Hidesign to launch Holii, a new brand of
handbags, laptop bags and other accessories.
Future Value Retail Limited is formed as a specialized subsidiary to
spearhead the group’s value retail business through Big Bazaar, Food
Bazaar and other formats.
Big Bazaar wins CNBC Awaaz Consumer Awards for the third
consecutive year. Adjudged the Most Preferred Multi Brand Food &
Beverage Chain, Most Preferred Multi Brand Retail Outlet and Most
Preferred Multi Brand One Stop Shop
Big Bazaar connects over 30,000 small and medium Indian
manufacturers and entrepreneurs with around 200 million customers
visiting its stores
Big Bazaar opens its third store in Kanpur at Z Square Mall
Big Bazaar opens its fourth store in Kanpur at Jajmau which is the
largest leather tannery garrison of Asia
Vidya Balan was chosen as the brand ambassador of Big Bazaar's Price
Challenge exercise
Ranked 6 among the Top 50 Service Brands in India.[8]
Big Bazaar forays into the rural wholesale and distribution business
through ‘Aadhaar Wholesale’ store at Kalol, Gujarat.
Big Bazaar has come up a new logo with a new tag line: ‘Naye India
Ka Bazaar’.[9]
200th store opened in India [10]
Future Group has launched its latest venture, Foodhall – a premium
food destination across 10 metros in India [11]
For the convenience of the online customers, Big Bazaar has started
free shipping on all orders above Rs. 1000 [12]
Entered into an agreement with Hindustan Unilever to co-develop and
co-brand bakery products, which would be sold exclusively at Big
Bazaar stores.[13]
Big Bazaar entered into a five year multi-million dollar deal with
Cognizant Technology Solutions for IT infrastructure services that
support Future Group's network of stores, warehouses, offices, and data
centers.[14]
Partnered with Disney to launch "Kidz Cookies", exclusively for kids
across India.[15]
Big Bazaar is planning to add further value to its retail services by
offering Value added services like grinding, de-seeding, vegetables
cutting at free of cost
C) INTRODUCTION TO PROJECT

OBJECTIVES OF THE STUDY:

1. To study about Floor functioning and operations of Big
Bazaar.
2. To know the process of Event Management by Big Bazaar.
3. Knowledge of Loyalty Program and Customer Retention
process of Big Bazaar.
Chapter -3
Findings
 1. METHODS FOR FLOOR
OPERATIONS:

1. SCL:

2. FIFO: FIFO is an acronym for First In, First Out, which is an

abstraction related to ways of organizing and manipulation of data
relative to time and prioritization. This expression describes the
principle of a queue processing technique or servicing conflicting
demands by ordering process by first-come, first-served (FCFS)
behaviour: where the persons leave the queue in the order they arrive,
or waiting one's turn at a traffic control signal.
FCFS is also the jargon term for the FIFO operating system scheduling
algorithm, which gives every process CPU time in the order they come.
In the broader sense, the abstraction LIFO, or Last-In-First-Out is the
opposite of the abstraction FIFO organization. The difference perhaps
is clearest with considering the less commonly used synonym of LIFO,
FILO (meaning First-In-Last-Out). In essence, both are specific cases
of a more generalized list (which could be accessed anywhere). The
difference is not in the list (data), but in the rules for accessing the
content. One sub-type adds to one end, and takes off from the other, its
opposite takes and puts things only on one end.[1]
A slang variation on an ad-hoc approach to removing items from the
queue has been coined as OFFO, which stands for On-Fire-First-Out. A
priority queue is a variation on the queue which does not qualify for the
name FIFO, because it is not accurately descriptive of that data
structure's behavior. Queueing theory encompasses the more general
concept of queue, as well as interactions between strict-FIFO queues.

2. EVENT MANAGEMENT
Event management is the application of project management to the
creation and development of festivals, events and conferences.
Event management involves studying the intricacies of the brand,
identifying the target audience, devising the event concept, planning
the logistics and coordinating the technical aspects before actually
launching the event. Post-event analysis and ensuring a return on
investment have become significant drivers for the event industry.[1]
The recent growth of festivals and events as an industry around the
world means that the management can no longer be ad hoc. Events and
festivals, such as the Asian Games, have a large impact on their
communities and, in some cases, the whole country.
The industry now includes events of all sizes from the Olympics down
to a breakfast meeting for ten business people. Many industries,
charitable organizations, and interest groups will hold events of some
size in order to market themselves, build business relationships, raise
money or celebrate.
Marketing tool
Event management is considered one of the strategic marketing and
communication tools by companies of all sizes. From product launches
to press conferences, companies create promotional events to help them
communicate with clients and potential clients. They might target their
audience by using the news media, hoping to generate media coverage
which will reach thousands or millions of people. They can also invite
their audience to their events and reach them at the actual event.

Big bazaar follows following steps for the effective Event

management:

3. CUSTOMER CONNECT
4. NOMINATION
5. EVENT ORG
LOYALITY PRGM:

3. LOYALTY PROGRAM

WHAT IS CUSTOMER LOYALTY?

Loyalty Program” can be defined as a program that allows

consumers to accumulate free rewards when they make repeated
purchases with a firm.”
 Loyalty programs are structured marketing efforts that reward,
and therefore encourage, loyal buying behavior – behavior which
is potentially beneficial to the firm.[1]

Various loyalty cards

In marketing generally and in retailing more specifically, a loyalty

card, rewards card, points card, advantage card, or club card is a
plastic or paper card, visually similar to a credit card or debit card, that
identifies the card holder as a member in a loyalty program.[2] Loyalty
cards are a system of the loyalty business model. In the United
Kingdom it is typically called a loyalty card, in Canada a rewards card
or a points card, and in the United States either a discount card, a club
card or a rewards card. Cards typically have a barcode or magstripe that
can be easily scanned, and some are even chip cards. Small keyring
cards (also known as keytags) which serve as key fobs are often used
for convenience in carrying and ease of access.
By presenting the card, the purchaser is typically entitled to either a
discount on the current purchase, or an allotment of points that can be
used for future purchases. Hence, the card is the visible means of
implementing a type of what economists call a two-part tariff.
Application forms usually entail agreements by the store concerning
customer privacy, typically non-disclosure (by the store) of non-
aggregate data about customers. The store uses aggregate data
internally (and sometimes externally) as part of its marketing research.
These cards can be used to determine, for example, a given customer's
favorite brand of beer, or whether he or she is a vegetarian.
Where a customer has provided sufficient identifying information, the
loyalty card may also be used to access such information to expedite
verification during receipt of cheques or dispensing of medical
prescription preparations, or for other membership privileges (e.g.,
access to a club lounge in airports, using a frequent flyer card).

Big Bazaar’s Loyalty programs includes:

1. FORM FILLING
2. NUMBER OF CUSTOMER
 4. CUSTOMER RETENTION:
 Customer retention is the activity that a selling organization
undertakes in order to reduce customer defections. Successful
customer retention starts with the first contact an organization has
with a customer and continues throughout the entire lifetime of a
relationship. A company’s ability to attract and retain new
customers, is not only related to its product or services, but
strongly related to the way it services its existing customers and
the reputation it creates within and across the marketplace.
 Customer retention is more than giving the customer what they
expect, it’s about exceeding their expectations so that they become
loyal advocates for your brand. Creating customer loyalty puts
‘customer value rather than maximizing profits and shareholder
value at the center of business strategy’.[1] The key differentiator
in a competitive environment is more often than not the delivery
of a consistently high standard of customer service.
 Customer retention has a direct impact on profitability. Research
by John Fleming and Jim Asplund indicates that engaged
customers generate 1.7 times more revenue than normal
customers, while having engaged employees and engaged
customers returns a revenue gain of 3.4 times the norm.
 Contents
 1 Customer lifetime value
 2 Standardization of customer service
 3 See also
 4 References
 5 External links
 Customer lifetime value
 Customer lifetime value enables an organization to calculate the
net present value of the profit an organization will realize on a
customer over a given period of time. Retention Rate is the
percentage of the total number of customers retained in context to
the customers that approached for cancellation.
 Standardization of customer service
 Published standards exist to help organizations deliver process
driven customer satisfaction in order to increase the lifespan of a
customer. The International Customer Service Institute (TICSI)
has released The International Standard for Service Excellence
(TISSE 2012). TISSE 2012 enables organizations to focus their
attention on delivering excellence in the management of customer
service, whilst at the same time providing recognition of success
through a 3rd Party certification scheme. TISSE 2012 focuses an
organization’s attention on delivering increased customer
satisfaction by helping the organization through a Service Quality
Model. TISSE Service Quality Model uses the 5 P's - Policy,
Processes, People, Premises, Product/Service, as well as
performance measurement. The implementation of a customer
service standard leads to improved customer service practices,
underlying operating procedures and eventually, higher levels of
customer satisfaction, which in turn increases customer loyalty
and customer retention.[2]
SURVEY OF FLOOR
 Chapter- 4
LIMITATIONS

As nothing is perfect this study too has its limitations that limit the applicability and
validity of the study. The limitations that limit the effectiveness of the training are
like:

 TIME: Foremost of all the constraints was the limited time. The time to learn the
management was limited. So, present study is the result of whatever efforts I could
put in within the time limit.
 BIASNESS: The study sought the opinions of the employees and opinions have all
the chances to be biased.
 LIMITED VALIDITY: The business environment factors and variables underlying
the study belong to a very dynamic category.
 SECRACY: A Company never disclose the important secret records to a very short
term trainee.

Every effort and care has been taken to overcome the limitations and to
make the study useful.
 Chapter- 5

RECOMMENDATIONS

The materials like shopping bags, catalogues etc. are appealing to

attract the customers but some others materials as new offers ,free
samples of new products should be added this series to attract the
customers.•

They need not to deviate what they are providing as a loyalty program ,
i.e. future card.

Store must work upon its idea of shopping at home facility and also
delivery facilities should be improved.•

Customers want to avail discounts and clubbed offering so, they must
be given more monetary benefit in terms of cost savings.•

Since loyalty programs are motivational factors for the customer so

their expectation from such programs must be achieved.