Bigbazar ppt
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Big Bazaar is an Indian retail chain of hypermarkets. The retail chain was founded by Kishore Biyani in 2001 under his parent organization “Future Group” Big Bazaar is one of the oldest and largest hypermarkets chain of India, housing about 250+ stores in over 120 cities and towns across the country. Head quarters are in Jogeshwari, Mumbai. Their basic attraction associated with reasonable prices is their Unique Selling Price. Big Bazaar new tag line, “ Naye India Ka Bazaar” earlier one, ‘ Isse Sasta Aur Accha Kahin Nahin'
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This document outlines a promotional event called "Big Days" taking place from January 23-26, 2016 at various Big Bazaar hypermarkets in Delhi and surrounding areas. The objectives are to protect and expand shelf space for pickles and snack sauces, strengthen brand equity through good merchandising and visibility promotions, and increase customer base and sales. Key priorities include range, space/stability, visibility, promotion, impact and sales growth. Promoters are tasked with effectively promoting the pickle and sauce products to create new users and increase value for the brand. Homework assignments are provided to ensure good visibility at specific store locations before the promotion.
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Key measure of the retailer’s success is selling as much merchandise as possible at the highest profit margin.
Retailers can no longer depend on random sourcing / buying in the hope that they will sell them all.
There are two major areas of profit leakage in retail. Firstly - lost sales resulting from lack of stock, and secondly - forced margin reductions (markdown) due to excessive stock.
There are processes and solutions in order to reduce and eliminate excess inventory and maximise profit. That is "Merchandise Planning".
Merchandise Planning is "A systematic approach by the retailer, aimed at maximising return on investment, through sales & inventory planning, in order to increase profitability”.
Main goal of Merchandise planning is to maximize the use of assets, and resources a company owns.
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Key measure of the retailer’s success is selling as much merchandise as possible at the highest profit margin.
Retailers can no longer depend on random sourcing / buying in the hope that they will sell them all.
There are two major areas of profit leakage in retail. Firstly - lost sales resulting from lack of stock, and secondly - forced margin reductions (markdown) due to excessive stock.
There are processes and solutions in order to reduce and eliminate excess inventory and maximise profit. That is "Merchandise Planning".
Merchandise Planning is "A systematic approach by the retailer, aimed at maximising return on investment, through sales & inventory planning, in order to increase profitability”.
Main goal of Merchandise planning is to maximize the use of assets, and resources a company owns.
In the long run, effective merchandise planning can save time, help streamline business processes and objectives, and optimize and mobilize inventory to get it off the shelves into the hands of the consumers for the right price.
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Big Bazaar
1) Big Bazaar is a large retail chain in India owned by Future Group with over 250 stores. It uses a supply chain and logistics network to move products from vendors and manufacturers to regional distribution centers and then to stores.
2) Inventory is managed using a automated replenishment system to monitor stock levels. Different categories of products use different inventory management strategies like cycle counts for FMCG.
3) Stores are designed for easy navigation and visibility of products. Visual merchandising and pricing strategies aim to provide customers a convenient and low price shopping experience.
Big bazaar
Big bazaar is an Indian retail store that operates as a chain of
Hypermarkets,discount department stores and grocery stores.
The retail chain was founded by Kishore Biyani under his parent organization Future group in 2001.
Big bazaar covering three essential categories
in Indian market home,food and fashion
Food bazar and Fbb are integral part of
big bazaar.
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Whitepaper - ETP-Merchandise Planning
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Promotional offers play a vital role in the growth of retail stores. Sales are subject to dramatic increases during special occasions when promotions are attractively tied. For example, a retail store saw a 60% increase in sales during promotional periods compared to non-promotional periods. Additionally, the number of walk-ins was significantly higher when promotions were run. However, the store was not aggressive enough in advertising the promotions, and could have benefited further from stronger advertising of limited-time offers combined with festivals.
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The document discusses key aspects of merchandise management for retailers. It describes the merchandise logistics system and processes for buying, ordering, and handling merchandise. The buying process involves identifying, contacting, evaluating and negotiating with suppliers. Common errors in buying include failing to analyze past performance and ordering unsuitable products. Merchandise ordering methods range from traditional to quick response systems using new technologies. The optimal merchandise mix is determined by factors like variety, space and market constraints.
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This document summarizes research conducted to inform the marketing strategy of an upcoming clothing brand. A survey of 50 students aged 18-25 was used to identify key fashion trends and consumer preferences. Variables like preferred styles of shirts, pants and tees, pricing, colors, and environmental concerns were examined. Statistical tests of hypotheses around preferences for items like jeans and t-shirts were performed. Multiple regression analysis revealed several significant variables that influence buying habits, such as preferences for certain lower styles, colors, and fits.
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- Key elements of OTB include sales forecasts, stock cover levels, required stock levels, opening stock, closing stock, intake, orders on hand, and open orders. An example is provided to illustrate how these elements work together.
- Whether a flat or forward-looking cover approach is better depends on the product - flat is good for stable demand while forward-looking works better for seasonal products where demand fluctuates more. OTB can be calculated in units or sales value/cost depending on needs.
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this ppt is about retailer, retailing, merchant, merchandise, merchandising and RETAIL MERCHANDISING MANAGEMENT PROCESS
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This document discusses issues related to merchandising and inventory management. It notes that 33% of goods are sold at markdown prices and 8% of items customers intend to purchase are out of stock. Better merchandise management and ensuring the correct inventory is on hand and on order is ideal to satisfy customer demand and avoid excess inventory write-offs. Category killers focus on the broadest selection within a product category but may experience erratic cash flows without balancing inventory with year-round demand. Space allocation methods and factors like product dimensions, delivery cycles, and customer loyalty need to be considered to optimize merchandising.
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The document discusses the impact of store atmosphere and visual merchandising on consumer buying decisions. It describes how store atmosphere, shopping comfort, store layout, and atmospherics like lighting, music, and smells influence customers. It provides specifics on the atmospherics and visual merchandising strategies of Big Bazaar and Pantaloons, including their use of planograms, signage, mannequins, and promotional displays. Finally, it notes how well-designed shopping malls improve the consumer shopping experience through amenities, entertainment options, and varied food choices.
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1) Big Bazaar is a large retail chain in India owned by Future Group with over 250 stores. It uses a supply chain and logistics network to move products from vendors and manufacturers to regional distribution centers and then to stores.
2) Inventory is managed using a automated replenishment system to monitor stock levels. Different categories of products use different inventory management strategies like cycle counts for FMCG.
3) Stores are designed for easy navigation and visibility of products. Visual merchandising and pricing strategies aim to provide customers a convenient and low price shopping experience.
Big bazaar
Big bazaar is an Indian retail store that operates as a chain of
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The retail chain was founded by Kishore Biyani under his parent organization Future group in 2001.
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in Indian market home,food and fashion
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big bazaar.
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Big bazar
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Big Bazaar is a large chain of hypermarkets in India owned by Future Retail that offers a wide range of products across various categories. It has over 200 stores across India and employs a strategy of providing low prices on a large selection of goods through an everyday low pricing model. Big Bazaar utilizes various promotional schemes, loyalty programs, and a supply chain management system to efficiently source and provide products to customers. While it performs well in many areas, the summary identifies opportunities for Big Bazaar to improve customer experience during busy periods, increase awareness of its loyalty programs, and better link inventory to promotional activities.
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Big Bazaar is one of India's largest hypermarket chains founded in 2001. It operates over 100 stores across India, using a low price, high volume business model similar to Walmart. Big Bazaar offers a wide range of products under one roof, from groceries to clothing to appliances. It aims to provide customers with better and cheaper products than anywhere else. A key part of its success has been establishing a large network of stores across major cities and towns in India.
downfall of BB.pptx
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Big bazar operations,hr,administrations
Big Bazaar is a chain of hypermarkets owned by Future Group with over 256 stores across India. The stores range from 30,000 to 40,000 square feet and carry over 80,000 stock-keeping units. Big Bazaar uses various retail strategies like weekly sales and loyalty programs. The stores have a distinctive layout designed like convenience stores to provide a street shopping experience with different product departments and clear signage. Human resource is an important focus, with two shifts of employees and continuous training programs.
Vicky yadav b b2
- Big Bazaar is a hypermarket retail chain founded in India in 2001 that sells a wide range of products across various categories like apparel, cosmetics, grocery, and electronics.
- It is owned by Future Group and aims to provide customers an expansive shopping facility to meet all their needs in one trip at low prices.
- Big Bazaar faces competition from other value retail chains but has a large customer base among India's growing middle class due to its variety of products and everyday low cost model.
downfall of BB-compressed.pptx
Big Bazaar is a hypermarket retail chain in India founded in 2001 by Kishore Biyani. It was inspired by Biyani's family store called 'Saravana' and follows a business philosophy of "low margin, high turnover." Big Bazaar operates over 295 stores nationwide, selling a wide range of products at low prices under its slogan "Isse sasta aur accha kahin nahi." Kishore Biyani is considered the pioneer of modern retail in India with his Future Group which includes Big Bazaar and other retail formats.
Supply chain management
The document discusses the retail sector in India, describing organized retailers like supermarkets and hypermarkets as well as unorganized small shops. It analyzes the supply chain operations of traditional small retailers compared to large organized retailers, finding that traditional retailers lack proper scheduling, inventory management, and focus on the full supply chain rather than just distributors. The document was submitted by Priyanka Sharma, Shashank Kumar, Tarun Bhatia, and Saurabh Ahuja.
bigbasket.pptx
About Company
Company History
Recent Changes
Major Competitors
Success
Market Strategy
Future Plans
BigBasket was founded by V. S. Sudhakar, Hari Menon, Vipul Parekh, Abhinay Choudhari and V. S. Ramesh in 2011.
Before the establishment of BigBasket, four of its five founders, excluding Abhinay, were part of a group of six behind India's first online retail store called Fabmart.com, which launched in 1999. Fabmart.com sold music CDs and ventured into the sale of books, toys, computers, jewelry, watches, and groceries. Poor internet penetration rates, rare use of online payment methods and the dot-com bubble burst in 2002 later led to the establishment of Fabmall, which was a chain of physical retail stores.
In March 2020, they acquired micro-delivery firm, DailyNinja. As of June 2020, it was reported that BigBasket had hit the annualized gross sale run rate of US$1 billion and began selling about 18,000 products from over 300,000 orders received daily.
In February 2021, the Tata Group acquired a 64.3% stake in BigBasket for around ₹9,500 crore (US$1.2 billion
As of 2022, BigBasket caters mainly to tier 3 and tier 4 towns with its community group buying approach, wherein users can create groups through messaging and social media platforms to buy products at reduced prices.
Big bazaar's ms
Big Bazaar is an Indian retail chain operated by Pantaloon Retail that aims to provide affordable products to India's middle class. It was launched in 2001 by Kishore Biyani and pioneered organized retail in India. Big Bazaar uses strategies like low pricing, private label brands, and bulk discounts to attract customers. It has established over 100 stores across India and aims to continue its expansion through new store formats. Big Bazaar analyzes customer insights to tailor its products, promotions, and store layouts to Indian shopping preferences.
Marketing presentation
This marketing presentation discusses retail marketing in India. It begins by defining retail marketing as promoting awareness and interest in goods and services through various sales channels like stores, malls, and kiosks to generate consumer sales. It then outlines the evolution of retail formats in India from traditional weekly markets to modern outlets like supermarkets and malls. The presentation covers retail marketing principles and strategies, the importance of retail marketing, major Indian retail players, challenges in the industry, and predicts the future of retail marketing in India will include more online shopping and use of data analytics.
Competition & pricing in food retailing
The document discusses competition and pricing in the Indian food retailing industry. It provides background on the emergence of modern retail formats in India and the classification of different retail store types. It then focuses on food retailing, describing some of the major players in the industry like Reliance Fresh, Subhiksha, Food Bazaar, and More Retail. It also discusses opportunities for new food retail formats and the factors influencing the business environment for different formats.
Retailing of food in india
Retailing in India has grown significantly in recent years due to factors such as a rapidly growing middle class, rising incomes, and exposure to international brands. Food retailing makes up a large portion of the Indian retail sector, valued at $175 billion currently and expected to reach $400 billion by 2025. Several factors are driving growth in organized food retailing formats such as supermarkets, hypermarkets, and convenience stores. Major players in the Indian food retail sector include Reliance Fresh, Subhiksha, Food Bazaar, More Retail, and Wal-Mart which operates Supercenters in India.
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Bigbazar ppt
- 1. PRESENTED BY : I. AKSHATHA – PES1201802544 II. PAVITHRA – PES1201802560 III. SAKSHI – PES1201802330 IV. VISHAL SINGH – PES1201802191
- 2. INTRODUCTION • Big Bazaar is an Indian retail chain of hypermarkets. • The retail chain was founded by Kishore Biyani in 2001 under his parent organization “Future Group” Big Bazaar is one of the oldest and largest hypermarkets chain of India, housing about 250+ stores in over 120 cities and towns across the country. • Head quarters are in Jogeshwari, Mumbai. • Their basic attraction associated with reasonable prices is their Unique Selling Price. • Big Bazaar new tag line, “ Naye India Ka Bazaar” earlier one, ‘ Isse Sasta Aur Accha Kahin Nahin'
- 3. SCM AT BIG BAZAAR Currently Big Bazaar hypermarkets follows a hybrid supply chain model. Procurement in Big Bazaar happens from • Central Distribution Center. • Local Vendors.
- 4. PRICING AT STORES Big Bazaar is known as the “Indian Wal-Mart”, because they also use Every Day Low Pricing (EDLP) strategy, with a promise to save on a basket of goods. Their pricing strategy is as follows: • Value Pricing Provides Lowest available price without coupon clipping, waiting for discount promotions or comparison shopping. • Time Pricing Charges different rates for a given good or service depending on the day, month, and so on. • E.g. Wednesday Bazaar, Sabse Sasta din etc. • Differential Time Pricing Difference in rate based on peak and non-peak hours of a particular day of shopping • Bundling Selling combo-packs at discounts • E.g. 3 Good Day family packs at Rs 60 (Price/pack = Rs 22)
- 5. • Safety Stock Minimum inventory of 9 days so that there does not arise the stock out situation • MEQ Purchase System Purchase order directly placed with the supplier when quantity of a product falls below a minimum level • Automated Replenishment Systems (ARS) Automatic Replenishment System generates purchase order automatically when quantity falls below minimum level • Bi-Weekly Replenishment Local vendors replenish inventory twice a week after receiving purchase order • Dedicated Distributors Big Bazaar gets its orders fulfilled from 15-20 local distributors (for Sahara Mall) which cater specifically to the modern trade channel members, offering them deep discounts Big Bazaar USES THE FOLLOWING PROCESSES TO MAKE ITS SUPPLY CHAIN EFFECTIVE
- 7. FRAMEWORK FOR STRUCTURING DRIVERS OF BIG BAZAAR Com COMPETITIVE STRATEGY Everyday low price Differentiating product ranges SUPPLY CHAIN STRATEGY Improving logistics Increasing the effectiveness of the store LOGISTICAL DRIVERS RESPONSIVENESS FACILITIES INVENTORY TRANSPORTATION INFORMATION SOURCING PRICING CROSS-FUNCTIONAL DRIVERS SC STRUCTURE EFFICIENCY
- 8. SUPPLY CHAIN PROCESS PROCUREMENT CYCLE MANUFACTURING CYCLE • manufacturer REPLENISHMENT CYCLE • distributor CUSTOMER ORDER • Supplier • retailer
- 9. MACRO PROCESSES IN THE SUPPLY CHAIN OF BIG BAZAAR 1. C.R.M – CUSTOMER RELATIONSHIP MANAGEMENT MARKET - Where the transactions take place between buyers and sellers. PRICE – Selling of Products & Services at Reasonably Fair prices to attract customers. SELL - Sales at cheap rate along with maintaining after sales services i.e. return policies, exchange etc. 2. I.S.C.M - INTERNAL SUPPLY CHAIN MANAGEMENT Strategic Planning Demand planning Fulfilment 3. S.R.M - SUPPLIER RELATIONSHIP MANAGEMENT Source Negotiate Design Collaboration
- 10. STRENGTH 1.1. Variety of formats supporting 2.2. Better understanding of Indian Supplies 3.3.Variety of formats support WEAKNESS 1. SCM in real sense yet to evolve 2.Push mechanism in ordering 3. Least focus on Qualities OPPORTUNITIES 1. Organised retail growing at 20% CAGR 2. Growing preference to organised shopping 3. Exponentially growing Indian middle class THREATS 1. Competitors like WALMART 2. GOVERNMENT Policies 3. Unorganized Retail SWOT SWOT ANALYSIS
- 11. VALUE PRICING Provides lowest available price without coupon clipping, waiting for discount promotion or comparison shopping TIME PRICING Different rates depending on day, month. Ex – Wednesday Bazaar DIFFERENTIAL TIME PRICING Difference in rates based on peak and non – peak hours of a day BUNDLING Selling combo – packs at discounts Example- Good Day family packs at Rs 60 (Price/pack = Rs 22) PRICING STRATEGY OF BIGBAAZAR
- 12. LIMITATIONS IN BIG BAZAAR
- 13. CONCLUSION Big Bazaar does market research before entering into the market of location, consumers. Big Bazaar as a part of future group hypermart offers a big array of Goods and services at affordable prices. Big Bazaar can attract more customers by different variety and assortments. They can provide customer satisfaction by providing Home deliveries. Big Bazaar is a major retail industry in India There is a strong relationship b/w employees and managers
- 14. THANK YOU !