This document discusses the growth of modern organized retailing in India and the perceptions of traditional retailers about modern retailing. It provides background on the evolution of retailing in India from small neighborhood shops to larger modern retailers. A study was conducted through questionnaires with over 100 traditional retailers in Jaunpur city to understand their perceptions. The results found that over half of traditional retailers feel modern retailing will lead to healthy competition but also cut their profit margins and reduce sales volumes. Overall the document examines the changes happening in Indian retailing and the challenges for traditional retailers.
FACTORS AFFECTING CONSUMER BEHAVIOUR WHILE SHOPPING AT SHOPPING MALLSGirish Kumar
This document provides an introduction to a study on factors affecting consumer behavior while shopping at shopping malls. It includes a brief history of shopping malls from their origins in ancient bazaars to modern developments. It also discusses the growth of shopping malls in India and changing consumer behavior towards shopping malls in India, noting that malls now provide a one-stop destination for shopping, entertainment, leisure and dining. The document outlines the table of contents which includes sections on literature review, research methodology, industry profile, findings and analysis, and recommendations.
This document discusses the unorganized retail sector in India. It defines the unorganized sector as small businesses with less than 10 employees that are owned by individuals. The sector accounts for about two-thirds of the Indian retail market and is made up of small shops and street vendors. It has a large presence due to low barriers to entry, small scale operations, local ownership, and flexible pricing. However, it also faces bottlenecks like limited packaging, branding, storage, and access to government schemes. The document compares the traditional unorganized sector to the growing organized sector and examines trends in their relative sizes over time.
Big Bazaar is a chain of hypermarkets owned by Future Group founded in 2001 with 214 stores across India. The document discusses two Big Bazaar store locations in Shipra Mall and Aditya Mall, and analyzes their primary, secondary, and tertiary trade zones. It also outlines Big Bazaar's target markets and marketing strategies such as weekly discounts and exchange offers. The store layout is designed to be convenient for customers. Signage, pricing, promotions, planograms, space utilization, and fixtures are all discussed. In conclusion, Big Bazaar aims to provide a holistic shopping experience. Recommendations include product demonstrations, adjusting staffing levels, and managing crowds during busy periods.
Big Bazaar is a chain of hypermarkets in India owned by Future Group. It has over 104 outlets located across India. Big Bazaar offers a wide range of products across categories like electronics, fashion, furniture, toys and others. It targets middle and upper middle income customers, especially working women. Big Bazaar uses various marketing strategies like promotional pricing, bundling offers, and guerrilla marketing to attract customers. In the future, it plans to expand through smaller store formats and partnerships.
Big Bazaar was started in 2001 by Kishore Biyani in India. It has grown to 133 stores across various formats like Big Bazaar, Food Bazaar, and Electronic Bazaar. Some key events include launching 4 stores within 22 days in 2001, entering tier 2 cities in 2003, and becoming the fastest growing hypermarket in the world in 2008. However, recently Big Bazaar has been facing issues with high prices compared to competitors, unaddressed customer complaints, and lack of connectivity with customers. Potential solutions discussed include offering better deals and discounts, improving response time to customer complaints to under 2 days, and implementing loyalty programs to enhance customer connectivity.
Godrej Consumer Products Limited (GCPL) is an Indian consumer goods company and subsidiary of the Godrej Group. It produces soap, hair colorants, household insecticides, and laundry detergents. GCPL segments its markets based on demographics, psychographics, behaviors, and geography. It targets both urban and rural Indian consumers through a large distribution network. GCPL positions its brands based on attributes, user benefits, competitors, quality, and price. Recent trends include focusing on research and development to create new products, standardize testing methods, and find alternative raw materials based on consumer feedback.
FACTORS AFFECTING CONSUMER BEHAVIOUR WHILE SHOPPING AT SHOPPING MALLSGirish Kumar
This document provides an introduction to a study on factors affecting consumer behavior while shopping at shopping malls. It includes a brief history of shopping malls from their origins in ancient bazaars to modern developments. It also discusses the growth of shopping malls in India and changing consumer behavior towards shopping malls in India, noting that malls now provide a one-stop destination for shopping, entertainment, leisure and dining. The document outlines the table of contents which includes sections on literature review, research methodology, industry profile, findings and analysis, and recommendations.
This document discusses the unorganized retail sector in India. It defines the unorganized sector as small businesses with less than 10 employees that are owned by individuals. The sector accounts for about two-thirds of the Indian retail market and is made up of small shops and street vendors. It has a large presence due to low barriers to entry, small scale operations, local ownership, and flexible pricing. However, it also faces bottlenecks like limited packaging, branding, storage, and access to government schemes. The document compares the traditional unorganized sector to the growing organized sector and examines trends in their relative sizes over time.
Big Bazaar is a chain of hypermarkets owned by Future Group founded in 2001 with 214 stores across India. The document discusses two Big Bazaar store locations in Shipra Mall and Aditya Mall, and analyzes their primary, secondary, and tertiary trade zones. It also outlines Big Bazaar's target markets and marketing strategies such as weekly discounts and exchange offers. The store layout is designed to be convenient for customers. Signage, pricing, promotions, planograms, space utilization, and fixtures are all discussed. In conclusion, Big Bazaar aims to provide a holistic shopping experience. Recommendations include product demonstrations, adjusting staffing levels, and managing crowds during busy periods.
Big Bazaar is a chain of hypermarkets in India owned by Future Group. It has over 104 outlets located across India. Big Bazaar offers a wide range of products across categories like electronics, fashion, furniture, toys and others. It targets middle and upper middle income customers, especially working women. Big Bazaar uses various marketing strategies like promotional pricing, bundling offers, and guerrilla marketing to attract customers. In the future, it plans to expand through smaller store formats and partnerships.
Big Bazaar was started in 2001 by Kishore Biyani in India. It has grown to 133 stores across various formats like Big Bazaar, Food Bazaar, and Electronic Bazaar. Some key events include launching 4 stores within 22 days in 2001, entering tier 2 cities in 2003, and becoming the fastest growing hypermarket in the world in 2008. However, recently Big Bazaar has been facing issues with high prices compared to competitors, unaddressed customer complaints, and lack of connectivity with customers. Potential solutions discussed include offering better deals and discounts, improving response time to customer complaints to under 2 days, and implementing loyalty programs to enhance customer connectivity.
Godrej Consumer Products Limited (GCPL) is an Indian consumer goods company and subsidiary of the Godrej Group. It produces soap, hair colorants, household insecticides, and laundry detergents. GCPL segments its markets based on demographics, psychographics, behaviors, and geography. It targets both urban and rural Indian consumers through a large distribution network. GCPL positions its brands based on attributes, user benefits, competitors, quality, and price. Recent trends include focusing on research and development to create new products, standardize testing methods, and find alternative raw materials based on consumer feedback.
The document provides an executive summary and introduction about organized retail stores in India. It discusses that organized retail stores are market leaders in retailing that have been successful in upgrading consumers and introducing new products. It also discusses that most respondents prefer branded products and purchase items based on brand name. The document then discusses the importance of customer satisfaction for businesses in a competitive marketplace.
The document summarizes trends in the Indian fashion retail market. It discusses how the market is expected to grow significantly by 2023 due to India's growing population and economy. However, recent economic slowdown and high inflation have impacted consumer demand, leading consumers to spend less on fashion and demand more value. The document also covers how retailers are adapting to changing consumer behavior through private labels, customizing product offerings, and using technology more effectively.
Competition Analysis for the Home Furniture MarketAyushi Mona
Godrej Interio, Durian, and Damro are the main direct competitors as they have large furniture showrooms across India. Indirect competitors include Good Earth, Portico, and Home Center for home decor items. Online marketplaces like Pepperfry.com and FabFurnish.com are also major competitors as they offer a wide range of furniture from various brands. Furniture manufacturing in India is dominated by unorganized local producers but organized players are growing at a fast pace, led by Godrej Interio, Durian, and IKEA which is launching in India. The home furniture market is valued at over half a trillion rupees and growing rapidly.
Big Bazaar is the largest hypermarket chain in India owned by Future Group. It began in 2001 with the opening of the first store in Kolkata. Big Bazaar offers a wide range of grocery, general merchandise, and other products under one roof. The intern worked at the customer service desk, sold Kurkure snacks, issued coupons, and assisted with human resources management during Big Bazaar's 5-day sales event. The experience provided exposure to retail store operations and customer and employee interactions.
This document provides information about Big Bazaar, an Indian retail chain of hypermarkets and supermarkets established in 2001. It has over 250 stores across India. Kishore Biyani established Big Bazaar under his company Future Group. The document lists the key leadership positions and discusses Big Bazaar's organization culture, what motivates employees, and how those motivators relate to motivation theories. It also covers diversity management, stress management, and leadership approaches at Big Bazaar.
Marketing is defined as the process of creating, communicating, delivering and exchanging products and services that have value for customers, partners and society. The key elements of marketing include identifying customer needs, developing products to meet those needs, determining appropriate pricing, selecting distribution channels and promoting products. Marketing aims to create value for customers to build strong, long-term customer relationships and capture value in return. It involves identifying, satisfying and retaining customers while focusing on customer needs above all else.
Grasim Industries was established in 1947 and is India's largest producer of viscose staple fiber and edible oil. It has grown significantly over the years through both vertical and horizontal expansion. Today, Grasim is a leading industrial conglomerate with operations in textiles, cement, chemicals, and other industries. The company differentiates its textile brands through innovative fabrics. It has a strong nationwide retail network of over 110 exclusive showrooms and 12,000 multi-brand outlets. Grasim is committed to social causes like education, healthcare, and community development. Its main products include viscose staple fiber, cement, textiles, and chemicals.
This document contains information about State Bank of India (SBI), including its history, branches, products, and services. It discusses SBI's evolution from the Bank of Calcutta established in 1806. It provides details on SBI's large branch network of over 13,500 branches in India and overseas. The summary describes SBI's personal banking, corporate banking, retail banking, and tax-related products. It concludes by emphasizing SBI's focus on launching innovative products, customized services, better customer service, fast problem solving, and customer retention.
The document discusses the PESTEL analysis of the banking sector in India. It outlines several political, economic, social, technological, environmental, and legal factors influencing the banking industry. The banking sector has grown significantly in recent years due to strong economic growth, regulatory intervention, and declining non-performing assets. However, factors like population growth, literacy rates, and technology continue to impact opportunities and growth in the sector. The Reserve Bank of India and government policies play a key role in regulating the industry.
An overview on Indian retail industry. Included information like evolution of retail in India, retail formats in India, key players, competitive landscape, key strategies, industry growth, etc.
Here are the key points regarding customer behavior towards Pantaloons during the pandemic:
- Increased online shopping and reduced footfalls in stores due to safety concerns. Pantaloons saw a significant growth in its e-commerce business as customers shifted online.
- Preference for trusted brands. Customers were likely to opt for well-known brands like Pantaloons that they feel can ensure a safe shopping experience both online and offline. This enhances Pantaloons' brand equity.
- Focus shifted to essential and casual clothing. Demand increased for comfortable clothing, loungewear, activewear that can be worn at home. Formal and occasion wear sales declined as social gatherings reduced.
-
The document summarizes the history of mergers in the Indian banking system from the 1960s to present. It discusses that mergers began in the 1960s to bail out weaker banks and protect customers. It then outlines some of the major mergers that have occurred during different time periods due to economic reforms, nationalization efforts, and the goal of creating stronger, more competitive banks. The key mergers discussed include the merging of State Bank of India with its associate banks in 2017 and the merging of 10 public sector banks into 4 that was announced in 2019. Advantages and problems arising from mergers are also presented.
This document discusses operations management at Big Bazaar, an Indian retail chain. It provides background on Big Bazaar and analyzes several aspects of its operations, including facility location, layout planning, supply chain management, inventory management, and queuing times. The document finds that Big Bazaar's main competitive advantages are its everyday low pricing strategy and large product variety. It aims to provide more or less the same products at lower prices than other retailers.
The document outlines a business plan for Friends Jewelry Store, which will be located in Bashundhara City Shopping Mall in Dhaka, Bangladesh. The store will offer a variety of gold jewelry including bracelets, necklaces, earrings and rings. It will also provide a custom design service. The plan discusses the store's objectives, financial requirements, products, services, competitors, marketing strategy and financial projections. It aims to provide high quality customized jewelry and excellent customer service.
This document provides an overview of a study on consumer behavior conducted at Big Bazaar. It includes an introduction to Big Bazaar as a leading Indian retail company. The study aimed to understand consumer buying behaviors and identify strategies to attract customers. A questionnaire was developed and surveys were conducted to collect data on consumer preferences, shopping habits, and factors influencing purchasing decisions. The results of the analysis provided insights into how Big Bazaar can better satisfy customer needs and improve customer retention.
This document provides an overview of the retail industry and Max, a value fashion and footwear retailer in India. It discusses that retailing creates economic value through employment and sales. Major retailers like Walmart and Sears employ over 1.6 million people globally. The document then describes Max's target market of value fashion, their expansion plans across India, and their goal of becoming the top value retailer in India and the Middle East. It provides details on Max's product segments and store formats.
Bank of Baroda is an Indian state-owned bank headquartered in Vadodara, Gujarat. It was founded in 1908 by Maharaja Sayajirao Gaekwad III of Baroda. In 1969, it was nationalized along with 13 other major commercial banks. Today, it has a presence in 22 countries across 5,481 branches. The bank's key functions include accepting deposits, lending funds, and providing other banking and financial services. It has over 55,000 employees serving over 82 million customers globally. Bank of Baroda remains committed to serving customers and augmenting stakeholder value through concern, care and competence.
Bhat-Bhateni is a leading supermarket chain in Nepal established in 1986 with one store. It now has 6 stores located in Kathmandu and Pokhara with over 2,200 employees. Bhat-Bhateni offers over 120,000 products from 700 suppliers and sees over 40,000 customers daily. The company aims to expand its warehouse and wholesale operations while establishing farmer cooperatives to source products and employ people.
This document provides a plan for a new Android app called "Gift It" that aims to provide customized gifting services. The summary includes:
1. "Gift It" will offer gift ideas and shopping for different occasions through a free basic app and premium app with additional features.
2. The goals are to generate $1 billion in revenue within 3-4 years and become the leading gift shopping platform.
3. The tactics include developing products for various occasions, free and premium app services, establishing the "Gift It" brand, implementing various price plans, incentives for users, and distribution partnerships.
Unorganized retail makes up the vast majority of India's retail sector. It includes small shops, general stores, street vendors, and markets. Unorganized retail has several advantages, including proximity to customers' homes, appealing to traditional mindsets, strong customer relationships where bargaining is common, a variety of products, promotional activities, large market size, and specialized wholesale markets. It accounts for around 97% of India's retail sector.
Retail evolution trends & business ppt @ bec domsBabasab Patil
This document discusses business opportunities in India, specifically in the retail sector. It provides background on India's growing economy and positive macroeconomic environment. It then discusses key trends in the Indian retail landscape, including the large potential for growth of organized retail as consumption increases. Specific sectors highlighted as emerging opportunities include infrastructure, education, healthcare, and insurance. The retail sector is poised for phenomenal 35-40% annual growth as organized retail expands across India. Challenges and opportunities for retail businesses are also summarized.
The document provides an executive summary and introduction about organized retail stores in India. It discusses that organized retail stores are market leaders in retailing that have been successful in upgrading consumers and introducing new products. It also discusses that most respondents prefer branded products and purchase items based on brand name. The document then discusses the importance of customer satisfaction for businesses in a competitive marketplace.
The document summarizes trends in the Indian fashion retail market. It discusses how the market is expected to grow significantly by 2023 due to India's growing population and economy. However, recent economic slowdown and high inflation have impacted consumer demand, leading consumers to spend less on fashion and demand more value. The document also covers how retailers are adapting to changing consumer behavior through private labels, customizing product offerings, and using technology more effectively.
Competition Analysis for the Home Furniture MarketAyushi Mona
Godrej Interio, Durian, and Damro are the main direct competitors as they have large furniture showrooms across India. Indirect competitors include Good Earth, Portico, and Home Center for home decor items. Online marketplaces like Pepperfry.com and FabFurnish.com are also major competitors as they offer a wide range of furniture from various brands. Furniture manufacturing in India is dominated by unorganized local producers but organized players are growing at a fast pace, led by Godrej Interio, Durian, and IKEA which is launching in India. The home furniture market is valued at over half a trillion rupees and growing rapidly.
Big Bazaar is the largest hypermarket chain in India owned by Future Group. It began in 2001 with the opening of the first store in Kolkata. Big Bazaar offers a wide range of grocery, general merchandise, and other products under one roof. The intern worked at the customer service desk, sold Kurkure snacks, issued coupons, and assisted with human resources management during Big Bazaar's 5-day sales event. The experience provided exposure to retail store operations and customer and employee interactions.
This document provides information about Big Bazaar, an Indian retail chain of hypermarkets and supermarkets established in 2001. It has over 250 stores across India. Kishore Biyani established Big Bazaar under his company Future Group. The document lists the key leadership positions and discusses Big Bazaar's organization culture, what motivates employees, and how those motivators relate to motivation theories. It also covers diversity management, stress management, and leadership approaches at Big Bazaar.
Marketing is defined as the process of creating, communicating, delivering and exchanging products and services that have value for customers, partners and society. The key elements of marketing include identifying customer needs, developing products to meet those needs, determining appropriate pricing, selecting distribution channels and promoting products. Marketing aims to create value for customers to build strong, long-term customer relationships and capture value in return. It involves identifying, satisfying and retaining customers while focusing on customer needs above all else.
Grasim Industries was established in 1947 and is India's largest producer of viscose staple fiber and edible oil. It has grown significantly over the years through both vertical and horizontal expansion. Today, Grasim is a leading industrial conglomerate with operations in textiles, cement, chemicals, and other industries. The company differentiates its textile brands through innovative fabrics. It has a strong nationwide retail network of over 110 exclusive showrooms and 12,000 multi-brand outlets. Grasim is committed to social causes like education, healthcare, and community development. Its main products include viscose staple fiber, cement, textiles, and chemicals.
This document contains information about State Bank of India (SBI), including its history, branches, products, and services. It discusses SBI's evolution from the Bank of Calcutta established in 1806. It provides details on SBI's large branch network of over 13,500 branches in India and overseas. The summary describes SBI's personal banking, corporate banking, retail banking, and tax-related products. It concludes by emphasizing SBI's focus on launching innovative products, customized services, better customer service, fast problem solving, and customer retention.
The document discusses the PESTEL analysis of the banking sector in India. It outlines several political, economic, social, technological, environmental, and legal factors influencing the banking industry. The banking sector has grown significantly in recent years due to strong economic growth, regulatory intervention, and declining non-performing assets. However, factors like population growth, literacy rates, and technology continue to impact opportunities and growth in the sector. The Reserve Bank of India and government policies play a key role in regulating the industry.
An overview on Indian retail industry. Included information like evolution of retail in India, retail formats in India, key players, competitive landscape, key strategies, industry growth, etc.
Here are the key points regarding customer behavior towards Pantaloons during the pandemic:
- Increased online shopping and reduced footfalls in stores due to safety concerns. Pantaloons saw a significant growth in its e-commerce business as customers shifted online.
- Preference for trusted brands. Customers were likely to opt for well-known brands like Pantaloons that they feel can ensure a safe shopping experience both online and offline. This enhances Pantaloons' brand equity.
- Focus shifted to essential and casual clothing. Demand increased for comfortable clothing, loungewear, activewear that can be worn at home. Formal and occasion wear sales declined as social gatherings reduced.
-
The document summarizes the history of mergers in the Indian banking system from the 1960s to present. It discusses that mergers began in the 1960s to bail out weaker banks and protect customers. It then outlines some of the major mergers that have occurred during different time periods due to economic reforms, nationalization efforts, and the goal of creating stronger, more competitive banks. The key mergers discussed include the merging of State Bank of India with its associate banks in 2017 and the merging of 10 public sector banks into 4 that was announced in 2019. Advantages and problems arising from mergers are also presented.
This document discusses operations management at Big Bazaar, an Indian retail chain. It provides background on Big Bazaar and analyzes several aspects of its operations, including facility location, layout planning, supply chain management, inventory management, and queuing times. The document finds that Big Bazaar's main competitive advantages are its everyday low pricing strategy and large product variety. It aims to provide more or less the same products at lower prices than other retailers.
The document outlines a business plan for Friends Jewelry Store, which will be located in Bashundhara City Shopping Mall in Dhaka, Bangladesh. The store will offer a variety of gold jewelry including bracelets, necklaces, earrings and rings. It will also provide a custom design service. The plan discusses the store's objectives, financial requirements, products, services, competitors, marketing strategy and financial projections. It aims to provide high quality customized jewelry and excellent customer service.
This document provides an overview of a study on consumer behavior conducted at Big Bazaar. It includes an introduction to Big Bazaar as a leading Indian retail company. The study aimed to understand consumer buying behaviors and identify strategies to attract customers. A questionnaire was developed and surveys were conducted to collect data on consumer preferences, shopping habits, and factors influencing purchasing decisions. The results of the analysis provided insights into how Big Bazaar can better satisfy customer needs and improve customer retention.
This document provides an overview of the retail industry and Max, a value fashion and footwear retailer in India. It discusses that retailing creates economic value through employment and sales. Major retailers like Walmart and Sears employ over 1.6 million people globally. The document then describes Max's target market of value fashion, their expansion plans across India, and their goal of becoming the top value retailer in India and the Middle East. It provides details on Max's product segments and store formats.
Bank of Baroda is an Indian state-owned bank headquartered in Vadodara, Gujarat. It was founded in 1908 by Maharaja Sayajirao Gaekwad III of Baroda. In 1969, it was nationalized along with 13 other major commercial banks. Today, it has a presence in 22 countries across 5,481 branches. The bank's key functions include accepting deposits, lending funds, and providing other banking and financial services. It has over 55,000 employees serving over 82 million customers globally. Bank of Baroda remains committed to serving customers and augmenting stakeholder value through concern, care and competence.
Bhat-Bhateni is a leading supermarket chain in Nepal established in 1986 with one store. It now has 6 stores located in Kathmandu and Pokhara with over 2,200 employees. Bhat-Bhateni offers over 120,000 products from 700 suppliers and sees over 40,000 customers daily. The company aims to expand its warehouse and wholesale operations while establishing farmer cooperatives to source products and employ people.
This document provides a plan for a new Android app called "Gift It" that aims to provide customized gifting services. The summary includes:
1. "Gift It" will offer gift ideas and shopping for different occasions through a free basic app and premium app with additional features.
2. The goals are to generate $1 billion in revenue within 3-4 years and become the leading gift shopping platform.
3. The tactics include developing products for various occasions, free and premium app services, establishing the "Gift It" brand, implementing various price plans, incentives for users, and distribution partnerships.
Unorganized retail makes up the vast majority of India's retail sector. It includes small shops, general stores, street vendors, and markets. Unorganized retail has several advantages, including proximity to customers' homes, appealing to traditional mindsets, strong customer relationships where bargaining is common, a variety of products, promotional activities, large market size, and specialized wholesale markets. It accounts for around 97% of India's retail sector.
Retail evolution trends & business ppt @ bec domsBabasab Patil
This document discusses business opportunities in India, specifically in the retail sector. It provides background on India's growing economy and positive macroeconomic environment. It then discusses key trends in the Indian retail landscape, including the large potential for growth of organized retail as consumption increases. Specific sectors highlighted as emerging opportunities include infrastructure, education, healthcare, and insurance. The retail sector is poised for phenomenal 35-40% annual growth as organized retail expands across India. Challenges and opportunities for retail businesses are also summarized.
The document provides an overview of the retail industry in India. It discusses the evolution of retailing from traditional formats to modern retail chains. It then analyzes the Indian retail market, including key segments, growth trends, and demographics of target consumers. A SWOT analysis identifies strengths, weaknesses, opportunities, and threats. Challenges in the industry such as competition and supply chain issues are also examined. Finally, factors for success in Indian retail are outlined.
This document discusses the history and evolution of retail in India. It begins with a brief overview of how retail has traditionally functioned in India through small family-owned shops and open-air markets. It then outlines the emergence of organized retail in India in the late 19th century with the establishment of large markets in major cities. The document further explores the transformation of retail in India over the last few decades with the growth of retail chains, shopping malls, and the entry of foreign retailers into the Indian market. It concludes by categorizing the various retail formats currently operating in India, including traditional, established, and emerging modern formats.
This document summarizes the gradual development and evolution of retail formats in the United States and India from the barter system to modern organized retailing. It traces the key phases in the United States from Montgomery Ward establishing mass retailing in the 1800s to the rise of shopping malls, discount stores, and franchising in the post-WWII era. In India, it notes the dominance of small unorganized family-run stores and rural markets, but also the recent growth of branded stores, department stores, and specialty retailers since economic liberalization in the 1990s as organized retail has begun to develop and replace the unorganized sector.
The document provides an overview of the global retailing scenario and its future. It discusses the evolution of retailing formats in India from traditional mom and pop stores to modern hypermarkets and malls. FDI in Indian retailing is currently restricted but expected to grow the sector significantly. The changing Indian consumer and anticipated growth of the Indian retail market present opportunities for both domestic and global retailers.
A project report on retail industry in global environmentProjects Kart
This document is a project study report submitted for a Master's degree in Business Administration (Finance). It examines the retail industry in a global environment. The report includes an introduction to the retail industry, objectives and role of the industry, a literature review on challenges in the industry, hypotheses on the past, present and future of the industry, limitations of the study, methodology, and significance of studying the industry. It also includes sections on opportunities for Western retailers in India, benefits to Indian consumers, research and analysis of trends and major players, findings, and conclusions.
A STUDY ON CUSTOMER SATISFACTION AT BIG BAZAAR (PATIA, BBSR)malaya_123
This document provides an overview of the retail industry in India. It discusses how the retail industry has evolved from small local shops to the emergence of organized retail chains. Key factors driving growth in the Indian retail sector are increasing disposable incomes, urbanization, and changing consumer preferences. While organized retail currently accounts for only 5-6% of the total retail market, it is expected to grow significantly due to continued economic and demographic changes in India. The future outlook for the retail sector remains positive with the market projected to double in size by 2020.
Retail is the sale of goods and services from businesses to end users. In India, retail is divided into organized and unorganized sectors. Major players in organized retail include Future Group, Reliance Retail, Bharti-Walmart, and Tata-Tesco. The retail industry employs 8% of the workforce and is a major contributor to GDP and employment. Growth is driven by changing lifestyles and increasing consumerism. The future of retail in India is expected to include continued growth in sectors like fashion, food, and electronics, as well as increased competition from foreign investment and organized retailers.
The Indian retail sector is undergoing a transformation driven by changing demographics and rising incomes. Organized retail is growing as consumers aspire to modern formats that offer a wide range of products under one roof alongside entertainment options. While the sector remains highly fragmented with millions of small stores, large retailers are expanding across the country offering value and lifestyle products. Key formats include department stores, supermarkets, hypermarkets and specialty stores. Challenges include regulations around foreign investment and a lack of infrastructure and trained staff.
Ascendancy of organized retailing in indian retailprjpublications
The document discusses the rise of organized retailing in India. It provides background on the Indian retail industry and how it has traditionally been dominated by small, unorganized stores. However, in recent years organized retail has grown rapidly due to changes in consumer preferences and demand for improved shopping experiences. The growth of organized retail is expected to benefit the Indian economy in several ways, including by improving prices and supply chains for farmers, boosting small and medium enterprises, increasing employment, and contributing to overall economic growth and productivity. While some jobs may be displaced, organized retail also creates many new, higher quality positions.
This document summarizes the changing face of the Indian retail sector, including the growth of organized retail in India in recent years. It discusses ethics and challenges in the retail sector, noting that ethical guidelines need to be clearly communicated to retail salespeople. The document also outlines key statistics on the size and growth of the Indian retail market, including that organized retail is expected to increase from 5% to 14-18% of the total market by 2015. Retail sales in India are projected to grow significantly by 2015.
This document provides an overview of the evolution of organized retail in India, with a focus on food and grocery retailing. It discusses the shift from traditional unorganized retailing to modern organized formats like supermarkets and hypermarkets. Food and grocery makes up the largest segment of retail spending in India. While organized retail currently accounts for only 4% of the market, it is projected to more than double in the coming years. Major players in the Indian food retail space utilizing various formats like hypermarkets, supermarkets, and convenience stores are discussed. Trends like private labels, health and wellness products, and technological innovations that can provide competitive advantages are also summarized.
This document summarizes a project report on why customers choose to shop at Pantaloon stores in Patna, India. A survey was conducted with 50 respondents at a Pantaloon store, including housewives, professionals, and students. The primary reasons identified for choosing Pantaloon were its ambience, low prices, and convenience. Respondents also provided suggestions such as having more staff during sales and adding more seating and product variety.
Greporttheindianretailsector 100223025247-phpapp01Revathi R
The summary provides an overview of the Indian retail sector. Key points include:
- India has over 12 million retail outlets, one of the highest retail densities in the world, but the sector is highly fragmented and unorganized.
- Organized retail is growing due to changing demographics, rising incomes, and increasing consumerism. This is driven by factors like nuclearization of families and more working women.
- The top categories for consumer spending in retail are food and beverages, apparel, and consumer durables, accounting for 87% of total retail sales.
- While retail globally is a large, organized industry, Indian retail remains fragmented with many small, independent shops. Growth of organized retail presents opportunities to provide
This document provides information about organized retail outlets in Bareilly, India. It discusses Vishal Mega Mart, the flagship store of Vishal Retail Ltd, which operates 172 hypermarket stores across 110 cities in India totaling over 2.4 million square feet of retail space. Vishal Mega Mart stores offer a wide variety of fashion garments and products at affordable price points. The stores have become popular destinations for bargain hunters and fashion enthusiasts. Vishal Retail Ltd was founded in 2001 to capitalize on the emerging potential of India's growing retail industry.
The document provides an overview of the retail industry in India. It discusses that the industry is divided into organized and unorganized sectors. The organized sector accounts for only 2-3% of the market currently. Food and grocery, apparel, gems and jewelry, pharmaceuticals, music, books, and consumer durables are some of the key retail segments discussed. It also profiles three major players in the Indian retail industry - Pantaloon Retail, Lifestyle International, and RPG Retail. Pantaloon Retail operates various retail formats across India, while Lifestyle focuses on high-end department stores and RPG Retail operates Spencer's, the largest supermarket chain in India.
The Indian retail industry is divided into organized and unorganized sectors, with the unorganized sector accounting for 97% of the market. However, organized retail is growing rapidly at around 46% annually and modern retail formats such as department stores, supermarkets, and malls are becoming more common. Several factors are driving this growth, including changing demographics, increased international brands, urbanization, and infrastructure development. While kirana stores still dominate, large Indian companies are investing heavily in organized retail and introducing new retail concepts. Food, apparel, jewelry, pharmaceuticals, and consumer durables are some of the largest and fastest growing retail segments in India.
The Indian retail industry is divided into organized and unorganized sectors, with the unorganized sector accounting for 97% of the market. The organized retail sector is growing rapidly at around 46% annually and introducing Western-style shopping experiences. Food and grocery, apparel, gems and jewelry, pharmaceuticals, music, books, and consumer durables are the major retail segments in India. While traditional small stores still dominate, modern retail formats like department stores, hypermarkets, and malls are growing. However, international retailers face restrictions on foreign direct investment in India.
The Indian retail industry is divided into organized and unorganized sectors, with the unorganized sector accounting for 97% of the market. The organized retail sector is growing rapidly at around 46% annually and introducing Western-style shopping experiences. Food and grocery, apparel, gems and jewelry, pharmaceuticals, music, books, and consumer durables are the major retail segments in India. While traditional small stores still dominate, modern retail formats like department stores, hypermarkets, and malls are growing. However, international retailers face restrictions and regulations on foreign direct investment in India.
The Indian retail industry is divided into organized and unorganized sectors, with the unorganized sector accounting for 97% of the market. However, organized retail is growing rapidly at around 46% annually and modern retail formats such as department stores, supermarkets, and malls are becoming more common. Several factors are driving this growth, including changing demographics, increased international brands, urbanization, and infrastructure development. While kirana stores still dominate, large Indian companies are investing heavily in organized retail and introducing new retail concepts. Food, apparel, jewelry, pharmaceuticals, and consumer durables are some of the largest and fastest growing retail segments in India.
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Survival strategy for unorganised retailers
1. ISSN 0975 – 5942
Survival Strategy for Traditional Retailers in the Era of
Modern Retailing
H. C. Purohit and Kavita
Department of Business Economics, VBS Purvanchal University, Jaunpur, UP
Corresponding author: hcpurohit_mbe@yahoo.co.in
Abstract
India is the fastest growing market in Asia Pacific for
international tourist spending, according to the latest Visa Asia
Pacific release. The economy is growing by over 8% a year and
India’s growth rate can actually exceed that of China by 2015.
Favorable demographic and psychographic changes relating to
India’s consumer class international exposure, availability of quality
retail space, wider availability of products and brand communication
are some of the factors that are driving the retail in India.
Development of India as a sourcing hub shall further make India as
an attractive retail opportunity for the global retailers. Retailers like
Wal-Mart, GAP, Tesco, JC Penny, H&M, Karstadt-Quelle, Sears
(Kmart) etc stepping up their sourcing requirements from India and
moving from third-party buying offices to establishing their own
wholly owned/wholly managed sourcing & buying offices shall
further make India an attractive retail opportunity for the global
players.
Increasing growth of modern retailing in across product
categories, food and grocery, wet groceries, apparel and jewelry etc
are the areas where lucrative opportunities for modern retailing
exist. The traditional retailers have the challenges in the era of
modern retailing. The proposed study covers the issues related to the
growth of modern retailing and the perception of the traditional
retailers about the modern retailing.
Keywords: Traditional, Modern, Retailers, Survival, Strategy
2. 199
Introduction
Retailing is one of the world’s largest industries. It is in a
permanent state of change, and the pace of this change has been
accelerating over the last decade. Retail outlets are the main source
of purchase for consumers. Retailing is the final stage in the
distribution process (from manufactures to consumer), in which the
retailer, as an intermediary, collects an assortment of goods and
services from various sources and offers them to the customer.
Retailing goes back to centuries it started as a very primitive
business but today has grown tremendously. First people were doing
business with their neighbors. Goods were exchanged between them.
Gradually people began to collect themselves to a given
neighborhood, which provides a geographical place to do the
exchange. This not only increases the exposure of a given good but
also helps a lot towards the development of a more formalized
system, gradually, a few more start to get together to a place which in
turn creates a need for a common place. Later this common place
time was called a fair. With the passing of time, the number of
people doing businesses in a given fair increased, issues like security,
transportation, become a matter of concern. This semi formalized
system then gave birth to small scale groceries, where people start to
provide more combinations in their own neighborhoods. Then came
the issue of choice in given grocery, the choices the customer had
was limited, this was the beginning of the concept of everything
under one roof. Rapid evolution of these small scale groceries gave
birth to the modern retail grocery system where, super markets were
considered as the major form of retailing. Delivering a superior
quality of service has long been considered the basic retailing
strategy (Berry, 1986, Cronin and Taylor, 1992, Parasuraman,
Zeithamal and Berry, 1988).
Organized retailing, which aims at providing an ideal
shopping experience for the consumer based on the advantages of
large- scale purchases, consumer preference analysis, excellent
ambience and choice of merchandise, has been in a large number of
cities in India with many business houses investing in this segment.
Retailing environment has evolved tremendously over the last 10
years. Indian retail network has grown through what are called
“mom- and- pop” small grocery stores that are run by individuals or
families and cater to their immediate neighborhood or locality. Like
3. 200
in most other countries, India’s retail industry is slowing getting
organized and giant networks of stores are spreading themselves
across the Indian landscape, starting with the larger and more
populated cities and towns.
The entire retail industry can be segmented based on the kind
of goods they carry, these can be:
Food and grocery
Consumer durables
Clothing, Textiles and fashion accessories,
Jewelry
Watches
Footwear
Health and beauty care products (including
pharmaceuticals)
Mobile handsets and accessories
I). Furniture and furnishings.
Organized Verses Unorganized Retailing:
Retailers include street vendors, supermarkets, department
stores, restaurants, hotels and even two-wheeler and car showrooms.
While Counter stores, kiosks, street markets and vendors, where the
ownership and management rest with one person, are classified as
traditional or unorganized retail outlets.
The Indian retail story of transformation began a few years
ago and is rapidly spreading across the more densely populated cities
and towns but it is still a small fraction of the total retail potential
that exists.
An overview of the retail industry:
The organized retail business in India is booming and various
expert studies has pointed out that it is set to grow exponentially in
the coming years . The unstated fact of organized retailing is that the
first phase of organized retailing came into existence way back, when
few textile mills showrooms, Khadi Bhavan outlets were opened
across the nation. Jewelry showrooms were among the first to offer
air conditioned facility to make customer feel comfortable. Probably
Raymonds was the first one to open chain store with décor and
ambience resulting in a chain reaction amongst established brands
4. 201
and retailers in the country. Until 90’s, there were just 3 international
style shopping malls in India-Ansal in Dehli, Spencer in Chennai,
Crossroad in Mumbai (Bhatnagar 2004). Opening up of the Indian
economy, market liberalization, growing purchasing power of middle
class, increasing number of rich and increasingly self-confident
consumers are sowing the seeds for a retail transformation that will
bring more Indian and multinational players on the scene. The Indian
retail sector continues to be one of the largest sectors attracting fresh
investments from private sector. Currently Indian retail distribution is
completely fragmented with about 13 million players. The majority
of these are very small players operating from small shops (below 50
square feet in size) and with handcarts. These retail outlets are spread
across the country in over 5,000 cities and 6, 00,000 villages. The
Indian retail industry is estimated to provide employment to over 18
million people, the largest employment after agriculture. FICCI
Retail Report, 2007 indicates that organized retail will grow at
significant CAGR of around 50 percent till 2011 mainly due to the
investments of more than $ 30 billion budgeted by big and small
players in the organized retail sector over coming five to seven years.
Organized retail sector has witnessed a CAGR of around 35 percent
over the past five years and contributing around 10 percent to the
country’s GDP and eight percent of the employment. The retail
sector is seeing investments of up to Rs.6000 crore by the 20
prominent retail players. Organized corporate retailing is poised to
become the business of the decade in India. The value of organized
retail is expected to grow 2.8 times in the coming four years to a
Rs.1, 000 billion industry, attracting many global retail chains like
Wal- Mart, Tesco, and Carrefore (Outlook, October 16, 2006),
Foreign Direct Investment (FDI) up to 51 percent in single brand
retail was permitted and multi-brand retail is expected to open up to
51 percent of FDI soon. Meanwhile Indian retail chains like Reliance
Retail, Croma, Aditya Birla group, S. Kumars, Shopper’s stop
,Wetside, Subhiksha and Trinetra have all been consolidating their
reality, brands, market shares and locations. Retail giants, the largest
being Wal-Mart- Bharati, Reliance, AV.Birla group and Future
group, Pantaloon, plan to expand the share of organized retail from
the current 3 percent to approximately 15-20 percent in four years by
investing more than $25 billion (excluding real estate investment). Of
the proposed investment, 60-65 percent will go towards setting up
the supply chain for food and groceries, (CII-Kearney2006).
According to the India Retail report 2007, the organized retail sector
5. 202
accounted for Rs.55,000 crore ($12.4 billion)business at current
prices in the calendar year 2006, increasing its share to 4.6 percent of
the total Indian Retail value that stood at Rs.12,00,000 crore ( $270
billion). Moving forward, organized retailing is projected to grow at
the rate of about 37 percent in 2007 and 42 percent in 2008 It is also
said that the organized retail sector is expected to generate 10 to 15
million jobs over the next five years, and that the value of the
organized retail sector in India by 2010 would be around Rs.2,
00,000 crore or US $45 billion. According to the report organized
retail in India has the potential to generate some 2.5 million
additional jobs in retain support activities including contract
production and processing, supply chain and logistics, retail real
estate development and management etc. On the other hand, a report
published in 2004 by the centre for policy alternatives entitled FDI in
India’s Retail sector: More Bad than Good stated that retailing is
probably the primary form of disguised unemployment,
underemployment in the country”. As per the report, due to
overcrowding in the agricultural sector and stagnation in the
manufacturing sector, millions of Indians are forced into the service
sector. Given the lack of opportunities it is almost a natural decision
for an individual to set up a small shop or store depending on his or
her means or capital and thus a retailer is born seemingly out of
circumstances rather than choice (Trivedi et. al.2007).
Review of Literature:
Review of existing literature and different reports which are
published from time to time are flashing that, to- date there is very
little understanding of what the impact of corporate retail will be on
the so called unorganized retail sector and the agricultural sector (the
country’s two largest sources of employment). Retailing
encompasses the business activities involved in sending goods and
services to their consumers for their personal family or household
use. It includes sale to the final consumers ranging from cars to
apparel, to meals at restaurant to theater tickets. Retail is the largest
private industry in the world and is playing a significant role in the
world economy because of the contribution that it makes to the
economy of the country. The major impact which the retailing has
made in India is that it has changed the whole concept of shopping in
terms of setup and consumer buying behaviour. The trend shows that
it is not only the consumers of the metro and other big cities of India
but also those of the small cities who are experiencing this retail
6. 203
revolution. They show that many more consumers in various cities
are eagerly waiting for the opening up of the shopping malls (Gupta
et al 2008).
Objectives
to study the growth of modern organized retailing in
India.
to find out the perception of traditional retailers about
modern retailing.
Methodology
To gather the required information for this study, both
secondary and primary source of data was used. Secondary data has
been collected from journals, magazines, news articles, books,
internet and other documented materials. Information obtained from
retailers was analyzed using the SPSS computer package.
Questionnaire construction: To measure the perception of the
Kirana store keepers towards the organized retailing, a questionnaire
was developed on 5-point Likert type scale, ranging from “Strongly
Agree --- --- --- --- --- Strongly Disagree”, in all seventeen items
were constructed to measure the perception of traditional retailers
toward the modern retailing. And some more questions related to the
demography were also included in the questionnaire.
Data Collection
The primary data was gathered by administrating a structured
questionnaire with more than 100 retailers of grocery, cosmetics,
jewelry, and apparel items in Jaunpur city.
Sampling
The Selection of the retail outlets was based on convenient
sampling, according to the availability of the shop keeper in a
particular time period of the survey.
Sample Size: In all more than 100 questionnaires were distributed
but only 89 questionnaires were included in the study rest were
rejected due to incomplete information or did not return from the
shop keepers.
7. 204
Sample Profile: The sample profile of the respondents is presented
below:
Age: A great majority (65%) of the respondents was from young age
group i.e. 20 to 40 years, with 35% respondents 20 to 30 years of
age. One third (33%) of the respondents were from mature age group
i.e. more than 40 years, with 12% old age group (more than 50 years
of age) (Table-1).
Gender: Almost all (93%) of the respondents were male (Table-1).
Income: Less than half (40%) of the respondents were from middle
income group i.e. 10,000 to 30,000 per month, and more than one
third (35%) of the respondents were from lower income group i.e
upto Rs. 10,000 per month (Table-1).
Capital Invested: An overwhelming majority (88%) of the
respondents was having an investment of upto Rs. 5, 00,000 in their
business concern (Table-1).
Education: (42%) of the respondents were highly educated with 5%
professionally educated, and 44% of the respondents were having
upto intermediate education (Table-1).
Family Size: A great majority (68%) of the respondents were having
large family size with more than 5 members in their family, and one
fourth (25%) of the respondents were having middle family size
(Table-1).
Table-1: Sample Profile
Age Gender Income (000) Investment (000) Education Family Size
Years % Category % Levels % Capacity % Levels % No. %
< 20 2 Male 93 < 10 35 < 500 88 Inter 44 < 3 7
20-30
35
Female 7 10-20
17
500-
1000
5
Graduate
37
3-5
25
30-40 30 Total 100 20-30 23 > 1000 7 Professional 5 > 5 68
40-50 21 > 30 25 Total 100 Uneducated 14 Total 100
>50 12 Total 100 Total 100
Total 100
8. 205
Validity of the Tool
In order to test the validity of the tool developed for the
purpose to measure the perception of the traditional retailers and
before going to apply the tool, a chi square test was done and it was
found that almost all the items except the item that ‘modern retailing
will have negative impact on traditional retail outlets’ and ‘the
traditional retailer will improve their customer services in the era of
modern retailing’ were significant of .000 level. As the sample size
of the study is less so these two items were also included for final
survey (Table-2).
Table-2 : Validity of the Tool
Sl.
No.
Name of the Item
Chi
Square
Significance
1 Healthy Competition 39.75 .000
2 Cut The Profit Margin 32.38 .000
3 Reduce the Sales Volume 19.84 .000
4 Negative Impact 6.84 .084
5 Unhealthy Competition 14.49 .006
6 Positive Impact 25,01 .000
7 Way of Cooperative Marketing 26.77 .000
8 Change of Strategy 34.66 .000
9 Violation of Socio-Cultural Values 21.15 .000
10 Association of Traditional Retailers 23.08 .000
11 Change of Distribution Strategy 13.26 .010
12 Violation of Business Ethics 20.80 .000
13 Improvement of Customer Service 6.78 .079
14 Replacement of Traditional Retail
Stores
31.68 .000
15 Employment Opportunity 14.84 .005
16 Economic Development 23.61 .000
17 Impact on Entrepreneurship 56.24 .000
Results
The perceptions of the traditional retailers were analyzed with
the help of SPSS and presented as below:
Healthy Competition: More than half (55%) of the respondents
were agree with the statement that modern retailing will lead a
healthy competition in the market, while 19% of the respondents
were disagree and more than one fourth (26%) of the respondents
were undecided. The mean value of the item is 3.34 with .937 S.D.
and .124 S.E.
9. 206
Cut The Profit Margin: A great majority (63%) of the respondents
were agree that modern retailing will cut the profit margin of the
traditional retailers, while 21% of the respondents were undecided
and 16% of the respondents were disagree with the statement. The
mean score of the item is 3.61 with .977 S.D. and .129 S.E.
Reduce the Sales Volume: Around half (51%) of the respondents
were agree with the statement that modern retailing will reduce the
sales volume of their business, while 30% of the respondents were
undecided and 19% of the respondents were disagree with the
statement. The mean value of the item is 3.36 with .858 S.D. and
.113 S.E.
Negative Impact: Less than half (47%) of the respondents were
agree with the statement that the modern retailing will have negative
impact on traditional retail outlets, while 30% of the respondents
were undecided and more than one fifth (23%) of the respondents
were disagree with the statement. The mean score of the item is 3.36,
with .975 S.D. and .129 S.E.
Unhealthy Competition: More than (39%) of the respondents were
disagree with the statement that modern retail will lead an unhealthy
competition in the market, while less than one third (31%) of the
respondents were agree and 30% of the respondents were undecided
with the statement. The mean score of the item is 2.91, with .1.09
S.D. and .144 S.E.
Positive Impact: More than one third (38%) of the respondents
were agree with the statement that modern retail will have a positive
impact on traditional retail outlets, while 32% were undecided and
30% of the respondents were disagree with the statement. The mean
score of the item is 3.01, with 1.00 S.D. and .133 S.E.
Way of Cooperative Marketing: Less than half (41%) of the
respondents were agree that the modern retail will pave way for co-
operative marketing, while around equal number of the respondents
(40%) were disagree and rest (19%) of the respondents were
undecided. The mean value of the item is 2.92, with 1.06 S.D. and
.141 S.E.
10. 207
Change of Strategy: Around half (46%) of the respondents were
agree with the statement that the traditional retailers will have to
change their supply chain and store strategy for their survival, while
one third (33%) of the respondents were undecided about their
strategy. The mean value of the item is 3.24 with .911 S.D. and .120
S.E.
Violation of Socio-Cultural Values: More than one third (35%) of
the respondents were disagree that the modern retailers are violating
the socio-cultural norms of the society, while 40% of the respondents
were agree and one fourth (25%) of the respondents were undecided
with the statement. The mean value of the item is 3.00 with 1.06 S.D.
and .141 S.E.
Association of Traditional Retailers: Less than one fourth (24%) of
the respondents were agree with the statement that modern retailing
will lead an association of the traditional retailers, while 39% of the
respondents were undecided and 37% of the respondents were
disagree. The mean value of the item is 2.82 with .984 S.D. and .130
S.E.
Change of Distribution Strategy: 38% of the respondents were
agree that the traditional retailers will have to change their
distribution strategy and around equal number (39%) of the
respondents were disagree with this statement, with 3.03 mean, 1.14
S.D. and .152 S.E.
Violation of Business Ethics: more than one third (37%) of the
respondents were agree with the statement that modern retailers are
violating the ethics and values of the business, while 35% of the
respondents were disagree with the statement. The mean value of the
item is 3.01 with 1.02 S.D. and .135 S.E.
Improvement of Customer Service: Around half (51%) of the
respondents were agree with the statement that the traditional
retailers will improve their customer services in the era of modern
retailing, while more than one third (35%) of the respondents were
neutral with the statement. The mean value of the item is 3.56 with
.964 S.D. and .128 S.E.
11. 208
Replacement of Traditional Retail Stores: On fourth (25%) of the
respondents were disagree with the statement the modern retailing
will replace the traditional retailers, while 29% of the respondents
were agree with the statement and around half (46%) of the
respondents were neutral with the statement. The mean value of the
item is 3.00 with .963S.D. and .127 S.E.
Employment Opportunity: More than one third (36%) of the
respondents were agree that the modern retailing will close
employment opportunity in the country, while an equal number of
the respondents (32%) were neutral and disagree with this statement.
The mean value of the item is 3.10 with 1.08 S.D. and .143 S.E.
Economic Development: 40% of the respondents were agree that
modern retailing is good for economic development of the country,
while more than one third (35%) of the respondents were neutral and
one fourth (25%) of the respondents were disagree with the
statement. The mean value of the item is 3.23 with .963 S.D. and
.138 S.E.
Impact on Entrepreneurship: More than half (56%) of the
respondents were neutral with the statement that modern retailing
will have negative impact on entrepreneurship development in the
country, while 23% of the respondents were disagree and rest 21% of
the respondents were agree with the statement. The mean value of the
item is 2.98 with .743S.D. and .098 S.E.
Table-3
Perception of Traditional Retailers towards Modern Retailing
Sl.
No.
Name of the Item
Agree
(%)
Neutral
(%)
Disagree
(%)
Mean S.D. S.E.
1 Healthy Competition 55 26 19 3.36 .937 .124
2 Cut The Profit Margin 63 21 16 3.61 .977 .129
3 Reduce the Sales
Volume
51 30 19 3.36 .858 .113
4 Negative Impact 47 30 23 3.36 .975 .129
5 Unhealthy
Competition
31 30 39 2.91 1.09 .144
6 Positive Impact 38 32 30 3.01 .133 1.00
7 Way of Cooperative
Marketing
41 19 40 2.92 1.06 .141
8 Change of Strategy 46 33 21 3.24 .911 .120
9 Violation of Socio-
Cultural Values
40 25 35 3.00 1.06 .141
12. 209
10 Association of
Traditional Retailers
24 39 37 2.82 .984 .130
11 Change of Distribution
Strategy
38 23 39 3.03 1.14 .152
12 Violation of Business
Ethics
37 28 35 3.01 1,02 .135
13 Improvement of
Customer Service
51 35 14 3.56 .964 .128
14 Replacement of
Traditional Retail
Stores
29 46 25 3.00 .963 .127
15 Employment
Opportunity
36 32 32 3.10 1.08 .143
16 Economic
Development
40 35 25 3.23 .963 .138
17 Impact on
Entrepreneurship
21 56 23 2.98 .743 .098
Relationship of Demography and Perception
The relationship between the perception items and
demography of the respondents a Bivariate correlation was done and
it is found that the Family size and capital investment of a traditional
retailer was having significant relationship with the perception
variables. Rest of the demography variables was not having any
correlation with the perception variables. The family size was having
significant negative correlation with healthy competition (r= -.273),
and capital invested is having relationship with cut of profit margin
(r= .308), negative impact of modern retailing (r=.332), cooperative
marketing (-.373), improved customer service (r= .298) close
employment opportunity (r= .266).
The variables which are having significant relationship with
capital investment are negative or against the modern retailing. It is
clear that as majority of the respondents are from lower investment
group i.e. <Rs.5, 00,000 so they have more challenges with the entry
of modern retailing. The formation of cooperation of traditional
retailers is having significant negative relationship this relationship
shows that the chance of formation of cooperation is not very much
clear, as the cooperative movement has been failed in India.
13. 210
Table-4
Correlation between Family Size and Capital Invested with Perception Variables
Items
Family
Size
Capital
Invested
Healthy Competition -.273* .102
Cut Profit Margin -.132 .308*
Reduced Sales Volume -.030 .225
Negative Impact .003 .332*
Unhealthy Competition .002 -.061
Positive Impact .068 .220
Cooperative Marketing -.123 -.373**
Change Store & Supply Chain
Strategy
-.082 -.096
Violating Socio-Cultural Norms .162 -.030
Lead Association Of Traditional
Retailers
.121 -.101
Change Distribution Strategy .044 .131
Violating Ethical Values .151 .152
Improved Customer Service -.019 .298*
Modern Retailing Will Replace
Traditional Retailing
-.060 -.135
Close Employment Opportunity .062 .266*
Economic Development -.029 -.186
Negative Impact On
Entrepreneurship
.101 .358**
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).
Conclusion
It is clear from the study that the traditional retailers are not
very much clear about the consequences of the modern retailing as
most of the responses about the impact of the modern retailing given
by the traditional retailers are neutral or undecided, except the item
like; the modern retailing will cut the profit margin of the traditional
retailers, as a great majority of the respondents were agree with the
statement and, the around half of the respondents were also agree
with three more items like; the modern retailing will lead healthy
competition in the market, modern retailing will reduce the sales
volume of the traditional retailers, and traditional retailers should
improve customer care services in the era of modern retailing, Rest
of the items were almost equal rating within agree, disagree and
14. 211
undecided. This may be because of low penetration of the modern
retail stores in the each and every town/city of the country, and most
of the modern retail stores are located in the metro cities so the
traditional retailers may not have the knowledge of its consequences.
In metro cities the shopping from modern retail store is the symbol
of high status in the society and it is an entertainment source also as
all facilities are available under one roof.
The initiatives should be taken to protect the interest of the
unorganized retailers as this sector is having the employment
opportunity to the majority of society and this is one of the areas of
entrepreneurship development in the country as the most of the
respondents are having less than Rs.5,00,000 lakh initial investment
and belonging to the large families.
The traditional retailers should make strategy to retain their
customers by providing quality goods and services and they should
also go for collaboration within the regional level then only they can
survive and win in this globally competitive environment.
15. 212
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Outlook (2006), October, 16
http://retailindustry.about.com/od/technology/
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http://www.retailtechnology.co
www.india retailing.Com
www.commerce.nic.in
FICCI Retail Report 2007