CIP Report of Devesh

CIP Report Sensory Marketing at Reliance Fresh Devesh Jain
Property of IBA For Academic Purpose i | P a g e
INDUS BUSINESS ACADEMY
LAKSHMIPURA, KANAKAPURA MAIN ROAD
BENGALURU 560 082, INDIA
WWW.IBA.AC.IN
SENSORY MARKETING OF MANGOES AT RELIANCE FRESH, VIJAYAWADA
A Project Report for the partial fulfilment of the requirement for
Post-Graduate Diploma in Management
Corporate Internship Program
Under the supervision of
Professor J. B. Shetty, Marketing Professor,
Indus Business Academy, Bengaluru
Submitted to the Indus Business Academy, Bengaluru
Submitted by
Devesh Kumar Jain
PGDM1517/008, Indus Business Academy, Bengaluru, India
Mobile: +91 86864 32925
Email: deveshgandhi10@gmail.com
Dated: 21 July 2016

Indus Business Academy For Academic Purpose ii | P a g e
DIRECTOR’S CERTIFICATE
This is to certify that, Mr. DEVESH KUMAR JAIN (FPB1517/008) is a
bonafide student of Indus Business Academy, Bangalore and is presently
pursuing a Post Graduate Diploma in Management under my guidance. He
has submitted his project entitled “SENSORY MARKETING OF MANGOES AT
RELIANCE FRESH, VIJAYAWADA” in partial fulfilment of the requirement for the
Theme Paper during the Post Graduate Diploma in Management.
To the best of my knowledge, this report not has been previously submitted as
part of another degree or diploma of another business school or university.
_______________________
Dr. Subhash Sharma
Director
Indus Business Academy
Bangalore
India

Indus Business Academy For Academic Purpose iii | P a g e
MENTOR’S CERTIFICATE
This is to certify that, Mr. DEVESH KUMAR JAIN (FPB1517/008) is a
bonafide student of Indus Business Academy, Bangalore and is presently
pursuing a Post Graduate Diploma in Management under my guidance. He
has submitted his project entitled “SENSORY MARKETING OF MANGOES AT
RELIANCE FRESH, VIJAYAWADA” in partial fulfilment of the requirement for the
Theme Paper during the Post Graduate Diploma in Management.
To the best of my knowledge, this report has not been previously submitted as
part of another degree or diploma of another business school or university.
_______________________
Prof J. B. Shetty
Professor and Mentor
Bangalore
India

Indus Business Academy For Academic Purpose iv | P a g e
STUDENT’S DECLARATION
I, DEVESH KUMAR JAIN (FPB1517/008), the undersigned, a student of
Indus Business Academy, Bangalore, declare that this project entitled
“SENSORY MARKETING OF MANGOES AT RELIANCE FRESH, VIJAYAWADA” is
submitted in partial fulfilment of the requirement for the Theme Paper during
the Post Graduate Diploma in Management.
This is my original work and has not been previously submitted by as a part of
any other degree or diploma of another business school or university. The
findings and conclusions of this report are based on my personal study and
experience.
_______________________
Devesh Kumar Jain
(FPB1517/008)
Bangalore
India

Indus Business Academy For Academic Purpose v | P a g e
ACKNOWLEDGEMENT
I am using this opportunity to express my gratitude to everyone who
supported me throughout the course of this Corporate Internship Program. I
am thankful for their aspiring guidance, invaluably constructive criticism and
friendly advice during the period. I am sincerely grateful to them for sharing
their truthful and illuminating views on a number of issues related to it.
I take this opportunity to extend my sincere thanks to Mr. Hari, Store Manager
of Reliance Fresh, Bhanavanipuram, Vijayawada.
I wish to thank my mentor Prof J B Shetty for his guidance and valuable
advice throughout the course of my internship program. He has been guiding,
inspiring and clearing doubts all the way through this period. His constant
support has helped me understand many things and gain knowledge.
_______________________
Devesh Kumar Jain
(FPB1517/008)
Bangalore
India

Indus Business Academy For Academic Purpose vi | P a g e
Table of Contents
I. EXECUTIVE SUMMARY......................................................................................1
II. INDUSTRY PROFILE...........................................................................................2
1. RETAIL SCENARIO IN INDIA:.........................................................................................2
2. GROWTH OF RETAIL INDUSTRIES IN INDIA..................................................................3
3. RETAILING FORMATS IN INDIA......................................................................................4
4. PORTER’S FIVE FORCES ON RETAIL INDUSTRY: ........................................................5
5. PEST ANALYSIS: .........................................................................................................6
6. FOOD RETAILING & SUSTAINABILITY...........................................................................7
III. COMPANY PROFILE......................................................................................... 10
1. ABOUT THE COMPANY ...............................................................................................10
2. MAIN MEMBERS..........................................................................................................11
3. GROWTH THROUGH VALUE CREATION .....................................................................12
4. BUSINESS PRACTICES OF ‘RELIANCE FRESH’..........................................................12
5. GROWTH AND DEVELOPMENT OF ORGANIZATION ...................................................13
6. PROMISE.....................................................................................................................14
7. RELIANCE FRESH .......................................................................................................14
8. RELIANCE FRESH AT A GLANCE ................................................................................14
9. RELIANCE FRESH IN BHAVANIPURAM, VIJAYAWADA................................................15
10. ORGANISATIONAL STRUCTURE .................................................................................15
11. “FARM TO FORK” MODEL:......................................................................................16
12. SWOT ANALYSIS .......................................................................................................17
13. PRODUCT MIX AT RELIANCE FRESH .........................................................................18
14. RELIANCE FRESH PRODUCT......................................................................................18
IV. PROBLEM DEFINITION & KEY RESULT AREAS (KRAS)............................. 24
1. PROBLEM DEFINITION ................................................................................................24
2. KEY RESULT AREAS (KRAS).....................................................................................24
V. ANALYSIS AND INTERPRETATION................................................................ 27
1. SURVEY ANALYSIS .....................................................................................................27
1. SALES 2015................................................................................................................35
2. TARGET FOR 2016 .....................................................................................................35
3. DAILY SALES & ITS TREND ........................................................................................36

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4. SALES ANALYSIS ........................................................................................................38
VI. FINDINGS........................................................................................................... 39
VII. RECOMMENDATIONS ...................................................................................... 40
VIII. CONCLUSION.................................................................................................... 41
IX. APPENDICES..................................................................................................... 42

Indus Business Academy For Academic Purpose viii | P a g e
Table of Figure
TABLE 1: GENDER PROFILE....................................................................................... 27
TABLE 2: AGE PROFILE ............................................................................................. 28
TABLE 3: PROFESSION .............................................................................................. 29
TABLE 4: MOST PREFERRED TYPE.............................................................................. 30
TABLE 5: FACTORS WHILE PURCHASING ..................................................................... 31
TABLE 6: FACTORS BEING ATTRACTED ....................................................................... 32
TABLE 7: WAY OF CONSUMPTION .............................................................................. 33
TABLE 8: SATISFIED WITH DISPLAY............................................................................. 34

Indus Business Academy For Academic Purpose 1 | P a g e
I. Executive Summary
India is a ‘Consumption led Economy’ because of increased life expectancy,
income, and technology. These have path the way for many companies to enter into
retail. But all did not succeed. The big Giants like Reliance, Aditya Birla, Future
Group, etc. who have huge capital and good fame in the economy are able to survive
till now. This was the reason which made Reliance to enter into retail world.
The projects main objective is to increase the sale of Mangoes by 10% for the month
of May, June & July 2016 when compared to May, June & July 2015. This objective
is to achieve through Sensory Marketing. The project also includes the survey to
understand the effect of sensory marketing and also to understand the consumer
behavior for mangoes.
The findings shows that 78% of the customers like Banganapalli type of Mango and
they purchase when the colour is yellowish and price is affordable.
The findings also include that 36% of the customers attracted by the display of
Mangoes and they consume in form of slices mostly. Despite of 36% customers
getting attracted by display, 66% of the customers like the display of Mango.

II. Industry Profile
Retailing is derived from the French word “retailer” which means: “To cut off a
piece or to break bulk”
Retailing consists of the sale of goods or merchandise from a fixed location, such as
a department store, boutique or kiosk, or by post, in small or individual lots for direct
consumption by the purchaser. Retailing may include subordinated services, such as
delivery. Purchasers may be individuals or businesses. A "retailer" buys goods or
products in large quantities from manufacturers or importers, either directly or
through a wholesaler, and then sells smaller quantities to the consumers. Retail
establishments are often called shops 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. The term "retailer" is also applied where a
service provider services the needs of a large number of individuals, such as a public
utility, like electric power.
Online retailing, a type of electronic commerce used for business-to-consumer (B2C)
transactions and mail order, are forms of non-shop retailing.
Shopping generally refers to the act of buying 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.
1. Retail Scenario in India:
Indian retail industry is the largest industry in India, with an employment of around
8% and contributing to over 10% of the country's GDP. Retail industry in India is
expected to rise 25% yearly being driven by strong income growth, changing
lifestyles, and favourable demographic patterns.
It is expected that by 2016 modern retail industry in India will be worth US$ 175- 200
billion. A further increase of 7-8% is expected in the industry of retail in India by
growth in consumerism in urban areas, rising incomes, and a steep rise in rural
consumption. It has further been predicted that the retailing industry in India will
amount to US$ 21.5 billion by 2017 from the current size of US$ 7.5 billion.
Shopping in India have witnessed a revolution with the change in the consumer
buying behaviour and the whole format of shopping also altering. Industry of retail in
India which have become modern can be seen from the fact that there are multi-

stored malls, huge shopping centres, and sprawling complexes which offer food,
shopping, and entertainment all under the same roof.
Indian retail industry is expanding most aggressively. As a result of this, a great
demand for real estate is being created. Indian retailers preferred means of
expansion is to expand to other regions and to increase the number of their outlets in
a city.
In the Indian retailing industry, food and food products is the most dominating sector
and is growing at a rate of 9% annually. The branded food industry is trying to enter
the India retail industry and convert Indian consumers to branded food. Since at
present 60% of the Indian grocery basket consists of non- branded items.
Indian retail industry is progressing well and for this to continue retailers as well as
the Indian government will have to make a combined effort.
2. Growth of Retail Industries in India
Growth of Retail Companies in India exhibits the boom in the retail industry in India
over few years. The increase in the purchasing power of the Indian middle classes
and the influx of the foreign investments have been encouraging in the Growth of
Retail Companies in India.
Growth of Retail Companies in India is still not yet in a matured stage with great
potentials within this sector still to be explored. Apart from the retail company like
Nigari’s of Bangalore, most of the retail companies are sections of other industries
that have stepped in the retail sector for a better business. The Growth of Retail
Companies in India is most pronounced in the metro cities of India, however the
smaller towns are also not lagging behind in this. The retail companies are not only
targeting the four metros in India but also is considering the second graded upcoming
cities like Ahmedabad, Baroda, Chandigarh, Coimbatore, Cochin, Ludhiana, Pune,
Trivandrum, Shimla, Gurgaon, and others.
The South Indian zone have adopted the process of shopping in the supermarkets
for their daily requirements and this has also been influencing other cities as well
where many hypermarkets are coming up day to day.

3. Retailing formats in India
 Malls: The largest form of organized retailing today. Located mainly in metro cities, in
proximity to urban outskirts. Ranges from 60,000 sq. ft. to 7, 00,000 sq. ft. and
above. They lend an ideal shopping experience with an amalgamation of product,
service and entertainment; all under a common roof. Examples include Shoppers
Stop, Pyramid, and Pantaloons.
 Specialty Stores: Chains such as the Bangalore based Kids Kemp, the Mumbai
books retailer Crossword, RPG’s Music world and the Times Group’s music chain
Planet M, are focusing on specific market segments and have established
themselves strongly in their sectors.
 Discount stores: As the name suggests, discount stores or factory outlets, offer
discounts on the MRP through selling in bulk reaching economies of scale or excess
stock left over at the season. The product category can range from a variety of
perishable/Non-perishable goods.
 Department Stores: Large stores ranging from 20000-50000 sq. ft. catering to a
variety of consumer needs. Further classified into localized departments such as
clothing, toys, home, groceries etc.
 Hyper-marts/Supermarkets: Large self service outlets, catering to varied shopper
needs are termed as Supermarkets. These are located in or near residential high
streets. These stores today contribute to 30% of all food & grocery organized retail
sales. Supermarkets can further be classified in to mini supermarkets typically 1000
to 2000 sq. ft. and large supermarkets ranging from 3500 to 5000 sq. ft. having a
strong focus on food & grocery and personal sales, examples Big bazar, Reliance
Hyper-marts.
 Convenience Stores: These are relatively small stores 400-2000 sq. ft. located near
residential areas. They stock a limited range of high turnover convenience products
and are usually open for extended periods during the day seven days a week. Prices
are slightly higher due to the convenience premium.

4. Porter’s Five Forces on Retail Industry:
Threat of Entrants
 FDI policy not favourable for international
players.
 Domestic conglomerates looking to start
retail chains.
 International players looking to foray India.
Threat of Substitute  Unorganised Retail
Bargaining power of
buyers
 Consumers are price sensitive.
 Availability of more choice.
Bargaining power of
sellers
 The bargaining power of suppliers varies
depending upon the target segment.
 The unorganized sector has a dominant
position.
 There are few players who have a slight
edge over others on account of being
established players and enjoying brand
distinction.
Rivalry among the
competitor
 Aditya Birla Group , Vishal Retail’s, Bharti and
Walmart, etc.

5. PEST Analysis:
All retail companies operate within a “macro environment,” or the sphere of influence
outside the company that shapes how companies do business. Unlike the micro
environment of a retail store, companies in the retail industry usually cannot influence
or change the macro environment and must adapt to changes as they arise. The
macro environment includes economic, technological, societal and governmental
influences. A retailer must understand the role of each to compete within the retail
industry.
The Role of Government (Political):
Laws, regulations and other government policies can have a number of positive or
negative effects on the retail industry. Government assistance, such as government-
backed loans and subsidies, can help fledgling retailers grow or allow an established
company to keep costs low for consumers. However, government policies can also
hinder businesses by imposing regulations that increase costs, such as requiring the
development and integration of new systems or procedures or establishing a
minimum wage that small retailers may not be able to afford. The retail industry also
relies heavily on government-supported road, rail and water transport infrastructure
to move goods and bring customers to retail locations.
The Role of Economic Factors:
Retail sales are driven by the economic environment. A robust economy correlates to
an increase in consumers' disposable income, increasing sales and allowing retailers
to sell more valuable goods, such as high-end electronics. On the other hand, a
sluggish economy decreases consumer confidence and can cause people to spend
less, leading to declining sales and forcing retailers to lower prices. Economic and
governmental factors often overlap in areas such as corporate taxation, import and
export laws, and inflation, which can decrease consumer purchasing power.
The Role of Social Factors:
Changes in social values and trends impact the goods retailers sell and how retailers
relate to consumers. The retail industry is often under pressure to develop and
implement socially responsible business practices, such as selling environmentally-
friendly products, placing warnings or restrictions on potentially harmful goods, and
removing recalled or controversial products from the shelves. Again, government and
social factors overlap in many areas including employment discrimination and, in
some states, the recognition of same-sex partners as legally entitled to employer-

provided benefits. Retailers that fail to conform to new social norms often lose
business to companies that are willing to adapt to changing societal values.
The Role of Technology:
Technology not only creates new products for retail companies to sell, but also plays
a major role in changing the way retail companies do business. Technological
advancements such as the Internet offer retail customers additional shopping
options. Technology also opens new retail markets, such as the Home Shopping
Network and web-based retailers such as Amazon.com. Barcoding and computerized
billing systems have improved the retail industry by allowing retailers to develop new
processes that increase efficiency. Point-of-sale systems increase sales by allowing
retailers to process cash, check, and credit & debit card payments.
6. Food Retailing & Sustainability
Major drivers of growth in the retail sector and its constituents have been the
changing age structure of the Indian population, rising incomes, increasing
number of employed women, changing food habits (increasing popularity of
convenience and western foods) and growing health and food quality
consciousness among food buyers and consumers. The growth of large food
retailing outlets has contributed to this change from the supply side (Cygnus,
2007).
The food retailing industry has annual sales of about $ 176 billion, a little over
half of total retail sales of $ 330 billion. Over the past few years, the industry
had grown at about 10% a year, exceeding the GDP growth rate. It was also
estimated that food retailing sector accounted for slightly over 50% of the
overall employment, in line with its revenue proportional to the total retail
revenue. Food retail outlets account for one third of all retail outlets and 63%
of total retail sales. The traditional food retail industry comprised of two basic
formats: kirana (mom and pop) stores and pushcart vendors. The kirana
stores were (typically) family-owned, small in size (100 sq ft. and above),
carry a limited number of 2 items, and are run mostly by family members,
supplemented with some hired help. There were approximately 12 million
such outlets in India with half of them involved in food retailing. But, only 4%
of retail outlets are bigger than 500 sq. ft. In Mumbai, excluding hawkers, 52%

had shop size less than 300 sq. ft. The most frequent shops were shops less
than 200 sq. ft. 82% of the shops had an inventory of less than Rs 10 lakh.
60% had no employees other than family members. The average employment
per shop was 3.5 persons; the most frequent type of shop had two family
members (Kalhan, 2007).
The organized retail provides employment to 1.25% of the total retail
workforce and the share of the organized retail in total retail being 4%, the
productivity per person employed in organized retail is 65-70% greater than
the productivity per person in unorganized retail. Thus, it would appear that
the organized retail would lead to massive unemployment. The organized
food retailers deployed a number of formats ranging from gigantic
hypermarkets at 3 one end to the no-frills discount stores at other end. They
were distinguished by size, number of items carried, pricing strategies and
customer segments targeted among others. The large organized retailers also
offered private label products which were generally priced lower (up to 30%)
and had higher margins compared to branded products (about 20% compared
with 15% for branded products) (Kumar et al, 2008a).
Nilgiris, established in 1905 as a dairy farm near Ootacamund in South India
was perhaps the first organised supermarket in India which opened another
store in Bangalore in 1936 and the next one at Erode (Tamil Nadu) in 1962. It
initially focused on dairy products, bakery and chocolates, but in 1945
expanded its range of products to include grocery and other food items. Now,
it has more than 90 stores under the brand name ―Nilgiris 1905‖. Another
first perishable food retail chain also had links with dairy product retailing.
Safal, established in 1988 by the National Dairy Development Board (NDDB),
sold fresh fruits and vegetables (FFVs) from Mother Dairy outlets and was the
first organised retailing venture for F&Vs in India. The only private corporate
retailer before the 2000s was the RPG Group which started with its first outlet
in Chennai in 1996 under the banner of ―Food World‖ (Suleiman et al, 2010).
In recent years, a number of corporate players have entered the organized
retail sector with various formats, including many in food retailing with specific
companies and brands like Spencer‘s, Reliance Retail‘s Reliance Fresh (RF),
Aditya Birla Retail Limited (ABRL)‘s More, Namarari Seeds Pvt Limited

(NSPL)‘s Namdahri Fresh, and ITC‘s Choupal Fresh. These food retail chains
have attempted many changes in the supply chain management and logistics
through the use of quasi-formal and formal contracts to ensure timely delivery
of products with desired quality attributes. Therefore, they can be viewed as
new institutional mechanisms for linking farmers with modern markets and
improving supply chain efficiency and farmer livelihoods. At present, Foreign
Direct Investment (FDI) in retailing is allowed only in single brand chains, that
too only up to 51% of total equity. Therefore, most of the 4 supermarket
growth in India has been driven by the domestic players unlike in many other
developing countries of Asia and Latin America.
Super Market Chain No. of Stores in India Parent Ownership Structure
Reliance Fresh 886 A highly diversified conglomerate
founded by Ambani family and
now owned by Mukesh Ambani.
More 655 A highly diversified conglomerate
founded by the Birla Group.
Entered retail with major
acquisition and takeovers of 275
Trinethra and 68 Fabmall in
South India.
Spencer’s 241 A highly diversified conglomerate
funded by the Goenka family.
Entered retailing during the
1990s.
Fresh@ 75 A dairy and food processing
company funded by the Naidu
family of Hyderabad. Diversified
into retailing. As of 2009, only in
South India.
Food World 67 Dairy Farm International is a
Hong Kong retail giant. Until
2005, the 51% Indian interest
was held by RPG and managed
alongside Spencer‘s. As of 2009,
only in South India.
Namdhari Fresh 25 High end stores with salad bar,
carry organic range also.
ITC Choupal Fresh 8 Focus on fruits and vegetables
(F&V) unlike other stores.

III. Company Profile
1. About the Company
Reliance Fresh is the convenience store format which forms part of the retail
business of Reliance Industries of India which is headed by Mukesh Ambani.
Reliance plans to invest in excess of ₹250 billion in the next 4 years in their retail
division. The company already has 1691 Reliance Fresh outlets across the country.
These stores sell fresh fruits and vegetables, staples, groceries, fresh juice, bars and
dairy products.
A typical Reliance Fresh store is approximately 3000–4000 square feet and caters to
a catchment area of 2–3 km
After launch, in a dramatic shift in its positioning and mainly due to the circumstances
prevailing in UP, West Bengal and Orissa, it was mentioned recently in news dailies
that Reliance Retail is moving out of stocking fruits and vegetables. Reliance Retail
has decided to minimise its exposure in the fruit and vegetable business.
The company may not stock fruit and vegetables in some states. 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 say the store’s 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.
Reliance Fresh, Reliance Mart, Reliance Digital, Reliance Trends, Reliance Footprint,
Reliance Wellness, Reliance Jewels, Reliance Timeout and Reliance Super are
various formats that Reliance has rolled out.
In addition, Reliance Retail has entered into an alliance with Apple for setting up a
chain of Apple Specialty Stores branded as iStore, starting with Bangalore.

2. Main Members
Board Members
Name Type of Board Members Primary Company
Mukesh Ambani Chairman of the Board Reliance Industries Limited
Manoj Modi Member of the Board of
Directors
EIH Ltd.
Dipak Jain Ph.D. Member of the Board of
Directors
INSEAD
Gwyn Sundhagul Member of the Board of
Directors
Reliance Retail Private Limited
Isha Ambani Member of the Board of
Directors
Reliance Retail Private Limited
Akash Ambani Member of the Board of
Directors
Reliance Jio Infocomm Limited
Adil Zainulbhai Member of the Board of
Directors
Network18 Media &
Investments Limited
Key executives for Reliance Retail:
Bijay Sahoo President and Chief People Officer
Shawn Gray Chief Operating Officer of Value Formats
Darshan Mehta Head of Reliance Brands
Ninu Khanna M.B.A.,
PGDM
Consultant
Sriram Srinivasan Consultant

Key Committee Members:
Name (Connections) Title
Mukesh Ambani Chairman and Chairman of Audit
Committee
Manoj Modi Director and Member of Audit
Committee
Dipak Jain Ph.D. Independent Director and Member of
Audit Committee
3. Growth through Value Creation
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 Group’s foray into organized retail.
At Reliance, the focus on growth is continuous and relentless.
The company’s motto “Growth is Life” aptly captures the ever-evolving spirit of
Reliance. Their activities span hydrocarbon exploration and production, petroleum
refining and marketing, petrochemicals, retail and telecommunications. In each of
these areas, they are committed to innovation-led, exponential growth. Their vision
has pushed them to achieve global leadership in many of their businesses –
including their position as the largest polyester yarn and fibre producer in the world.
Reliance Industries Limited is a Fortune 500 company and the largest private sector
corporation in India.
4. Business Practices of ‘Reliance Fresh’
Reliance Fresh is a supermarket chain which forms part of the retail business of
Reliance Industries of India which is headed by the corporate giant Mukesh Ambani.
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 Group’s foray into organized retail.
Since its inception in 2006, Reliance Retail Limited (RRL) has grown into an
organization that caters to millions of customers, thousands of farmers and vendors.
Based on its core growth strategy of backward integration, RRL has made rapid

progress towards building an entire value chain starting from the farmers to the end
consumers. Reliance plans to invest in excess of Rs 25000 crores in the next 4 years
in their retail division. The company already has in excess of 560 reliance fresh
outlets across the country. These stores sell fresh vegetables and fruits, staples,
groceries, fresh juice bars and dairy products. A typical Reliance Fresh store is
approximately 3000-4000 square feet and caters to a catchment area of 2-3 km. RRL
now operates 22 different formats across India. 453 Reliance Fresh stores in over 45
towns and cities are operational across India. Including the Reliance Fresh stores,
the company now operates over 900 retail stores across India.
5. Growth and Development of Organization
Post launch, in a dramatic shift in its positioning and mainly due to the circumstances
prevailing in UP, West Bengal and Odisha, it was mentioned that, Reliance Retail is
moving out of stocking vegetables and fruits. 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 like food, FMCG, home, consumer
durables, IT and wellness, with food accounting for the bulk of the business. RRL
increased its footprint to more than 900 stores in 80 cities across 14 states in India.
The company may not stock fruit and vegetables in some states. 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, not
only did the company said the store’s main focus would be fresh produce like
vegetables and fruits 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. Reliance Fresh,
Reliance Mart, Reliance Digital, Reliance Trends, Reliance Footprint, Reliance
Wellness, Reliance Jewels, Reliance Timeout and Reliance Super are various
formats that Reliance has rolled out. In addition, Reliance Retail has entered into an
alliance with Apple for setting up a chain of Apple Specialty Stores branded as iStore.
RRL has a direct engagement with over 5 million customers following a loyalty
program 'Reliance One' which was offered from the first day of its operation.

6. Promise
Reliance Fresh gives all that the customers want, wide range of brands and products
to choose from exclusive ranges like organic, regional delicacies and many more. It
offers on - time delivery at customers convenience and dedicated workforce network
and infrastructure to ensure it.
It provides convenient options of delivery slots, customer friendly interface, user
friendly and easy to navigate website, well-trained customer service agents to assist
customers during order booking and enquiries. It also ensures fresh, hygiene and
high quality products stored and transported in high standards of hygiene and
temperature control.
7. Reliance Fresh
 Forge strong and lasting bonds with millions of farmers and will transform the
Relationship with customers to a new level.
 Offer unmatched affordability, quality, convenience, service and choice
 Offer their customers the widest range of fruit and vegetables at the best prices in the
neighbourhood.
 Provide for the daily needs to customers by offering staples, grocery and household
products at great prices.
 Offer consistent high quality, unbeatable freshness and great service so that the
Customer know that the company can be trusted every day.
8. Reliance Fresh at a Glance
Reliance Fresh is the convenience store format which forms part of the retail
business of Reliance Industries of India. Taking another leap ahead, Reliance Fresh
Direct makes the grocery shopping even simpler by bringing it to customer’s door
step. A comfortable shopping can be done from home; office or on the move and
selection can be made from a wide range of 6000+ products.
Reliance Fresh offers convenience of shopping for everything that the customer
needs for his/her home - be it Fresh Vegetables and fruits, rice, dals, oil, packaged
food, bakery and dairy item, frozen and pet food, household cleaning items,
specialized beauty and personal care products from a single virtual store. The
customer can get started by registering with Reliance Fresh, select the products
he/she needs, choose the delivery time convenient to him/her and pay the way
he/she wants to-through cash/credit card/net banking and food coupons. Reliance

Fresh will handpick the customer’s order the way he/she would have done it
himself/herself and deliver it to his/her home just when he/she wants it.
9. Reliance Fresh in Bhavanipuram, Vijayawada
From Vijayawada City, Bhavanipuram is a small village area which is 5km away from
main city. In this village there was no proper store for grocery and other items.
Reliance Fresh was established in the middle of the village so that it could be
accessible by everyone. On an average, turnover of the Reliance Fresh Stores in
Bhavanipuram is 2 to 2.5 lakh per day, whereas compared to others cities it is
abysmally high. The main aim is to provide good quality products at lower price and
strive continually for customer service and satisfaction. According to one of the
Reliance Fresh Store’s manager, they were satisfying around 55% of customer
expectations.
10.Organisational Structure
CEO
Zonal Manager
Cluster Manager
Store Manager
Assistant Store
Manager
Supervisor
Customer
Service Associate

11. “FARM TO FORK” Model:
Reliance Fresh makes its purchase of green vegetables and fruits from the local
farmers but never from the mandi. They have established the rural business hubs in
many parts of the country. The objective of Reliance Fresh is to make the entire
value chain more effective, robust and responsive. By approaching farmers directly, it
thereby reduces the procurement wastage that further paves the way for better
returns to Indian farmers and wholesalers as well as it renders greater value for the
Indian consumers. In the first phase vegetables and fruits are procured from the
suppliers and wholesalers followed by processing, separating rotten ones and finally
packaging for sale.
The objective of the Collection Centre is to buy fresh and good quality of vegetables
and fruits. The company can save the mandi charge through these practices.
It is clear that the raw material is procured from farmers or suppliers and the
wholesalers, and the farmers and wholesalers use their own logistics for assembling
the same in the collection point. From the collection point, Reliance Fresh uses its
own logistics for transportation and processing in collection point, then transported to
processing point or DC and ultimately to the customers through the retail outlets.
Realistic supply chains have multiple end products with shared components, facilities
and capacities. The flow of materials may require various modes of transportation,
and the bill of materials for the end items may be both deep and large. But things
always don’t turn out to be the same as planned. Opposition against Reliance fresh
outlets in Odisha and U.P soon interrupted the momentum. Reliance wished to go
with. Bowing to mass opposition from local shopkeepers, the company closed down
20 Reliance Fresh stores in Noida and Ghaziabad. A company insider said that
Reliance Retail was being forced to exit UP owing to what he described as the
“vindictive approach” of the state government. Within the month company started
operations in Lucknow and Varanasi with 14 stores, stores had to be soon closed
down following violent protests by local traders. After the protests, the state
government instructed all standalone food and grocery stores run by corporate
companies to close down. Similar things followed in NCR, Ghaziabad and
Bhubaneswar. The strategic importance of Odisha and UP for a large-scale retailer
like Reliance was not limited to it being a large consumer market. The states are
extremely important from the sourcing point of view as well.
The Mahanadi’s plain in the state is considered to be one of the most fertile
agricultural belts in the country. Reliance’s food and grocery business was in the line

of fire, because of the popular perception of Reliance being the most „powerful‟
business conglomerate in the country. This is evident from the fact that widespread
political protests to corporate participation in retail started only after Reliance
announced its roll-out plans. Companies like Kishore Biryani’s Future group,
Subhash and Udyan Fresh have had operations in this format long before without
encountering major problems. Moreover, the positioning of the Reliance Fresh format
(small convenience stores) puts it in direct competition not only with neighbourhood
kirana’s stores, but also with small fruit and vegetable vendors. At this point of time
future and ambitions of 25000 crore Reliance retail started falling under clouds.
12. SWOT Analysis
Strength Weakness
 Strong financials of holding
company and brand.
 Private label sale – Reliance select
 Contract farming
 Network – 1600 channels in villages
 Backward integration strategy
 Experienced management team
 Strong IT and back end operations
 Vertical integration
 Backward integration
 Good financial position
 Brand equity
 There is poor inventory control not
properly managed by the company
 The staff needs to be more qualified
and more aware about the products
available in the store
 Staff takes more time in billing
 Vegetables and fruits are not always
fresh
 All types of vegetables and fruits are
not available to meet customer
demand
 Lack of strong supply chain like other
big player
 Poor inventory control
 Less innovative promotional scheme
 Lack of use of advance of
information technology
 Lack of facilities to customers like
parking, compact layout etc.
 Losses due to joint ventures
 Absence at prime locations
 Limited multi-format presence

Opportunities Threats
 Reliance wants to build a high-
profitability business and food is
perhaps, the best venture to start.
That is because the Indian supply
chain comparatively insufficient.
 There are several intermediaries,
each of them adds his profit
margin to the cost.
 Domestic competitors like Big
Bazaar, More, Spenser’s, etc.
 Brand cautious customers
 Opposition from unorganized
retailers.
 Employee attrition rate.
 Change In FDI norms in retail
sectors
13. Product Mix at Reliance Fresh
14. Reliance Fresh Product
1. Fruits
a. Musk Melon
b. Melody Melon
c. Pomelo
d. Mango Sugar Baby
e. Sapota
f. Mosambi
Product Mix at
Reliance Fresh
Fruits &
Vegetables
Beverages Staple
Non-Food
FMCG

g. Banana Robusta
h. Banana Yellaki
i. Pomegranate
j. Pears Imported Green
k. Pineapple
l. Papaya Normal
m. Orange Imported
n. Apple Granny Smith
o. Apple Royal Gala
p. Apple Fuji
q. Apple Red Delicious
r. Mango Baganapalli
2. Vegetables
a. Garlic Indian
b. Drumstick
c. Banana Raw
d. Pumpkin Disco
e. Cucumber Madras
f. Onion Sambar
g. Cluster Beans
h. Chili Bhaji
i. Pointed Gourd
j. French Beans
k. Chili Green
l. Bitter Gourd
m. Knol Knol
n. Bottle Gourd
o. P Cucumber
p. Chow Chow
q. Coconut
r. Tapioca
s. Small Cocacassia/ Ground Nut Fresh
t. Ginger
u. Beet Root
v. Radish White

w. Banana Flower
x. Beans Cowpea
y. Yam
z. Cabbage
aa. Cauliflower
bb. Beans Cowpea
cc. Carrot Hill
dd. Sweet Corn American
ee. Lemon
ff. Raw Mango
gg. Brinjal Long Green
hh. Brinjal Nagpur
ii. Brinjal Black
jj. Brinjal Purple Star
kk. Capsicum Green
ll. Cucumber
mm.Potato
nn. Onion
oo. Tomato
pp. Amaranths Green
qq. Amaranths Red
rr. Coriander Bunch
ss. Curry Leaf
tt. Mint Leaves
uu. Methi Big
vv. Spinach Bunch
ww. Dill Leaves
xx. Spring Onion
3. Dairy & bakery
a. Amul Gold Milk
b. Amul Moti Toned Milk
c. Amul Taja Toned Milk
d. Britannia Fruit Cake
e. Britannia Pineapple Cake

f. Britannia Premium Bake Rusk
g. Britannia Velvet Rich Cake
h. Cavins Chocolate Milkshake
i. Cavins Kaju Barfi Butterscotch Milkshake
j. Cavins Strawberry Milkshake
k. Fresh Baked White Bread
l. Fresh Baked Whole Wheat Bread
m. Mother Dairy Toned Milk
n. Nandini Goodlife Slim Skimmed Milk
o. Nandini Goodlife Milk
p. Nestle Long Life Toned Milk
q. Parle Rusk Elaichi
r. Parle Vanilla Cakes
s. Reliance Dairy Life Choco chill Flavored Milk
t. Reliance Dairy Life Paneer
u. Amul Badampista Shirkhand
v. Amul Butter
w. Amul Cheese Block
x. Amul Elaichi Shirkhand
y. Amul Fresh Cream
z. Amul Garlic Butter
aa. Amul Garlic Cheese Spread
bb. Amul Kool Badam Milkshake
cc. Amul Kool Badam Pet
dd. Amul Kool Café Can
ee. Amul Kool Café Flavored Milk Bottle
ff. Amul Kool Café Pet
gg. Amul Kool Elaichi Bottle
hh. Amul Kook Elaichi Pit
ii. Amul Kool Kesar Bottle
jj. Amul Kool Kesar Pet
kk. Amul Kook Koko Can
ll. Amul Kool Koko Bottle
mm.Amul Kool Rose Bottle
nn. Amul Kool Rose Pet

oo. Amul Lassi
pp. Amul Lite Skimmed Milk
qq. Amul Mango Lassi
rr. Amul Masti Dahi
ss. Amul Masti Spiced Butter Milk
tt. Amul Plain Cheese Spread
uu. Amul Processed Cheese Block
vv. Amul School Pack Butter
ww.Amul Cheese 10 Slices
xx. Amuliya Dairy Whitener Pouch
yy. Britannia Block Cheese
zz. Britannia Cow Milk
4. Grocery & staples
a. Asshirabad Whole Wheat Atta
b. Best Special Rice
c. Borges Pure Olive Oil
d. Borges Extra Virgin Olive Oil Bottle
e. Catch Amchur Powder
f. Catch Black Pepper
g. Catch Black Salt
h. Catch Chat Masala
i. Catch Chana Masala
j. Catch Chatpata Chat Masala
k. Catch Chicken Masala
l. Catch Chili Powder
m. Catch Cumin Powder
n. Catch Dahi Masala Sprinkler
o. Catch Dal Makhni Masala
p. Catch Dhaniya Powder
q. Catch Garam Masala
r. Catch Meat Masala
s. Catch Pav Bhaji Masala
t. Catch Sabji Masala
u. Ching’s Manchurian Miracle Masala
v. Daawat Rozana Gold Basumati Rice

w. Date Crown Fard
x. Everest Biriyani Pulao Masala
y. Everest Chili Tikhalal Powder
z. Everest Chole Masala
aa. Everest Coriander Powder
bb. Everest Cumin Powder
cc. Everest Garam Masala
dd. Everest Hinjraj
ee. Everest Jaljera
ff. Everest Kashmirilal Chili Powder
gg. Everest Kitchen King Masala
hh. Everest Kutilal Chili Powder
ii. Everest Meat Masala
jj. Everest Panipuri Masala
kk. Everest Pav Bhaji Masala
ll. Everest Sabji Masala
mm.Everest Sambar Masala
nn. Everest Tea Masala
oo. Everest Turmeric Powder
pp. Fortune Sunflower Oil
qq. Reliance Good Life Chili Powder
rr. Reliance Good Life Coriander Powder
ss. Reliance Good Life Jeera
tt. Reliance Good Life Long Grain Rice
uu. Reliance Good Life Mustard Big
vv. Reliance Good Life Mustard Fine
ww.Reliance Good Life Turmeric Powder
5. Packaged foods
6. Drinks
7. Confectionery & snakes
8. Household
9. Personal Care

Page 24
IV. Problem Definition & Key Result Areas (KRAs)
1. Problem Definition
The main problem which the company was facing was it was not able to increase the
sales. The sales of the mangoes are constant from the past 3 years and they were
unable to identify the reason. Hence the external mentor gave us the project of
increasing the sales of mangoes by 10% through sensory marketing.
2. Key Result Areas (KRAs)
The main KRAs in this project was understanding the behaviour of the consumers
through various senses like observe, feel, touch, smell, etc.
While coming to the observation part, the consumers who came in the store were
mostly converted into sales. The conversion ratio of footfalls into sales was 65%, i.e.
out of 100 people who came to the store 65 of them always purchased something.
The consumers who purchases mangoes had a common way of selecting them. First
they use to see the colour, then smell them and also press a little to see its firmness.
While coming to the visual part, most of the consumers were coming to the mango
section due to proper arrangement of the mangoes in a tidy way. It happens like, if
the decoration is good consumers have a positive way of perceiving that mangoes
are of good quality. The following are few photos which have been changed to attract
the customers.

Page 25

Page 26
While coming to the other senses, the staff of the reliance fresh always use to spray
some fragrance nearby to attract the consumers. This was done twice in a day. Once
in the morning 7:30 am and once in the evening 4pm.

Page 27
V. Analysis and Interpretation
1. Survey Analysis
Mention your Gender profile
Table 1: Gender Profile
Particulars Frequency Percentage
Male 17 34%
Female 33 66%
Total 50 100%
Interpretation: From the graph it is seen that 66% of the respondents are female
and 34% of the respondents are male.
34%
66%
0%
10%
20%
30%
40%
50%
60%
70%
Male Female
Gender Profile

Page 28
Mention your Age Profile
Table 2: Age Profile
15-25 years 9 18%
26-35 years 17 34%
36-45 years 14 28%
46-55 years 8 16%
56 and above 2 4%
Total 50 100%
Interpretation: From the above graph it is seen that 34% of the respondents are of
26-35 age group, 28% are of 26-45 years age group, 18% are of 15-25 years age
group, 16% are of 46-55 years age group and 4% are of 56 and above year’s age
group.
18%
34%
28%
16%
4%
0%
5%
10%
15%
20%
25%
30%
35%
40%
15-25 years 26-35 years 36-45 years 46-55 years 56 & above
Age Profile

Page 29
Mention your Profession
Table 3: Profession
Self Employed 8 16%
Businessmen 11 22%
Housewife 21 42%
Student 4 8%
Any Other 6 12%
Total 50 100%
Interpretation: From the above graph it is seen that 42% of the respondents are
housewives, 22% of the respondents are businessmen, 16% are self-employed, 8%
are students and 12% are others.
16%
22%
42%
8%
12%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Self Employed Businessmen Housewife Student Any Other
Profession

Page 30
Which type of Mango you prefer the most at Reliance Fresh?
Table 4: Most preferred type
Banganapalli 39 78%
Cherukurasam 9 18%
Suvernarekha 2 4%
Total 50 100%
Interpretation: From the above graph it is seen that 78% of the respondents like
Banganapalli, 18% of them Cherukurasam and 4% of them like Suvernarekha.
78%
18%
4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Banganapalli Cherukurasam Suvernarekha
Most prefered type

Page 31
On what parameters do you purchase Mangoes?
Table 5: Factors while purchasing
Colour 21 42%
Offers 2 4%
Price 19 38%
Smell 8 16%
Taste 0 0%
Any Other 0 0%
Total 50 100%
Interpretation: From the above table it is seen that 42% buy mangoes by looking
at its colour, 38% by when they are reasonably available, 16% smell before buying
and 4% buy when there are any offers.
42%
4%
38%
16%
0% 0%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Colour Offers Price Smell Taste Any Other
Factors while purchasing

Page 32
How do you get attracted towards Mangoes?
Table 6: Factors being attracted
Display 16 32%
Crowd 13 26%
MANGOTSAV 9 18%
Offers 2 4%
Total 50 100%
Interpretation: From the above table it is seen that 32% of respondents are
attracted by display, 26% are attracted by the crowd, 18% are attracted by the
MANGOTSAV and 4% are attracted by the offers.
32%
26%
18%
4%
0%
5%
10%
15%
20%
25%
30%
35%
Display Crowd MANGOTSAV Offers
Factors being attracted

Page 33
How do you consume Mangoes?
Table 7: Way of Consumption
Slice 29 58%
Juice 21 42%
Mix 0 0%
Total 50 100%
Interpretation: From the above graph it is seen that 58% of the respondents
consume mangoes in form of slice and 42% of the respondents consume mangoes in
form of juice.
58%
42%
0%
0%
10%
20%
30%
40%
50%
60%
70%
Slice Juice Mix
Way of Consumption

Page 34
Are you satisfied with the display of the Mangoes in Reliance Store?
Table 8: Satisfied with display
Yes 33 66%
No 17 34%
Total 50 100%
Interpretation: From the above graph it is seen that 66% of the respondents are
satisfied with the display whereas 34% of respondents are not.
66%
34%
0%
10%
20%
30%
40%
50%
60%
70%
Yes No
Satisfied with the display

Page 35
1. Sales 2015
2. Target for 2016
2015 2016 2015 2016 2015 2016 2015 2016
Banganapalli 1100.7 1210.77 950.4 1045.44 600.3 660.33 2651.4 2916.54
Cherukurasam 63.9 70.29 50.4 55.44 30.6 33.66 144.9 159.39
Suvernarekha 52.2 57.42 32.4 35.64 9.9 10.89 94.5 103.95
TOTAL 1216.8 1338.48 1033.2 1136.52 640.8 704.88 2890.8 3179.88
MONTHS
TYPE OF MANGO MAY JUNE JULY
TOTAL
MAY JUNE JULY
Banganapalli 1100.7 950.4 600.3 2651.4
Cherukurasam 63.9 50.4 30.6 144.9
Suvernarekha 52.2 32.4 9.9 94.5
TOTAL 1216.8 1033.2 640.8 2890.8
TOTALTYPE OF MANGO
MONTHS

Page 36
3. Daily Sales & its Trend
May
Date Quantity Sold
1-May-16 44.8
2-May-16 44.7
3-May-16 44.8
4-May-16 44.5
5-May-16 44.3
6-May-16 43.6
7-May-16 43.8
8-May-16 43.2
9-May-16 43.1
10-May-16 42.8
11-May-16 42.6
12-May-16 42.6
13-May-16 42.3
14-May-16 42.2
15-May-16 42.2
16-May-16 42.1
17-May-16 42
18-May-16 42
19-May-16 41.9
20-May-16 41.8
21-May-16 41.6
22-May-16 41.3
23-May-16 41.2
24-May-16 40.9
25-May-16 40.8
26-May-16 40.6
27-May-16 40.5
28-May-16 40.4
29-May-16 41.9
30-May-16 41.8
31-May-16 41.6

Page 37
June
1-Jun-16 41.8
2-Jun-16 40.9
3-Jun-16 40.7
4-Jun-16 40.3
5-Jun-16 39.9
6-Jun-16 39.5
7-Jun-16 39.3
8-Jun-16 38.3
9-Jun-16 38.1
10-Jun-16 37.9
11-Jun-16 37.4
12-Jun-16 37.1
13-Jun-16 39.2
14-Jun-16 39.9
15-Jun-16 40.8
16-Jun-16 42.6
17-Jun-16 43.5
18-Jun-16 44.4
19-Jun-16 46.2
20-Jun-16 46.7
21-Jun-16 48.3
22-Jun-16 40.6
23-Jun-16 40.1
24-Jun-16 39.6
25-Jun-16 38.3
26-Jun-16 37.3
27-Jun-16 35.6
28-Jun-16 34.7
29-Jun-16 33.6
30-Jun-16 31.2
July
1-Jul-16 30.8
2-Jul-16 29.6
3-Jul-16
4-Jul-16
5-Jul-16
6-Jul-16
7-Jul-16
8-Jul-16
9-Jul-16
10-Jul-16
11-Jul-16

Page 38
4. Sales Analysis
May June July TOTAL 3 MONTHS % INCREASE
Banganapalli
Last Year Actual 1100.7 950.4 600.3 2651.4
This year target 1210.77 1045.44 660.33 2916.54
This year actual 1188.6 1058.7 667.3 2914.6 9.03%
Month end Stock Balance 0
0
10
20
30
40
50
60
Quantity Sold

Page 39
VI. Findings
1. From the survey conducted it is seen that 39 out of 50 respondents like
Banganapalli and 9 of the respondents like Cherukurasam and 2 like
Suvernarekha. This seem that 78% of the respondents like Banaganapalli
Mangoes a lot.
2. Out of 50 respondents 42% of them purchase by looking at the colour,
38% purchase depending on the prices, 16% consumers purchase after
smelling and touching them.
3. Out of 50 respondents 32% of the respondents were attracted due to
display, 26% of the respondents were attracted due to the crowd gathered
and 18% of the respondents are attracted due to MANGOTSAV celebrated
by Reliance Fresh.
4. When asked about how they consume the mangoes 58% of the
respondents consume in the form of slices and 42% of the respondents
consume in the form of juice.
5. While coming to the satisfaction of the display, 66% of the respondents
liked the display whereas 34% didn’t like.

Page 40
VII.Recommendations
The only recommendation to the company would be is they need to have
proper display and which will make the 34% of the consumers gets attracted.
Apart from these the store also need to include various varieties in the store.

Page 41
VIII.Conclusion
The project which I have done on mangoes made me learn many new things
and I also got to know about the ground realities of the retail world. The
project on mangoes made me learn about the 12 varieties of mangoes and
how do they differ in size, shape and colour.
Apart from this I also learned about how difficult the role of store manager is.

Page 42
IX. Appendices
Questionnaire
Name ___________________________________
1) Gender
 Male
 Female
2) Age group
 15-25
 26-35
 36-45
 46-55
 56 and above
3) Profession
 Self employed
 Business men
 Housewife
 Student
 Any other
4) Which type of Mango you prefer the most at Reliance Fresh?
 Banganapalli
 Cherukurasam
 Suvernarekha

Page 43
5) On what parameters do you purchase Mangoes?
 Color (Full Yellow, Little Green)
 Offers
 Price
 Smell
 Taste
 Any other
6) How do you get attracted towards Mangoes?
 The way it is displayed
 No of consumers gathered
 MANGOTSAV
 Offers
 Any other
7) How do you consume Mangoes?
 Slice
 Juice
 Both Mix
8) Are you satisfied with the display of Mangoes in reliance store?
 Yes
 No
9) Do you suggest any other changes in terms of
 Ambience
 Offers
 Display
 Any other _________________________________________________

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