Chapters Chapter 1
CONTENTS
Page No.
COMPANY PROFILE 1.1 Vision, Mission & Core Values 1.2 Company History 1.3 About Pantaloon 1.4 About Future Group 1.5 Affiliated Companies 1.6 Lines of Business
2 4 6 7 8 9
INTRODUCTION TO BIG BAZAAR 2.1 About Big Bazaar 2.2 Timeline 2.3 Innovations 2.4 Store Operations 2.5 SWOT Analysis
12 13 15 16 18
RESEARCH METHODOLOGY 3.1 Project Objective 3.2 Research Methodology 3.3 Sampling Plan 3.4 Research Limitations
21 21 22 22
RESEARCH ANALYSIS & INTERPRETATION 4.1 Analysis 4.2 Findings
24 47
CUSTOMER SERVICE DESK 5.1 Introduction 5.2 Functions of CSD
49 49
Chapter 6
CONCLUSIONS & RECOMMENDATIONS
64
Chapter 7
BIBLIOGRAPHY
67
Chapter 8
QUESTIONNAIRE
69
Chapter 2
Chapter 3
Chapter 4
Chapter 5
CHAPTER 1 COMPANY PROFILE
1
1.1 VISION, MISSION & CORE VALUES
1.1.1 GROUP VISION Pantaloon (Future Group) shall deliver Everything, Everywhere, Every time for every Indian consumer in the most profitable manner. 1.1.2 GROUP MISSION Pantaloon share the vision and belief that their customers and stakeholders shall be served only by creating and executing future scenarios in the consumption space leading to economic development. We will be the trendsetters in evolving delivery formats, creating retail realty, making consumption affordable for all customer segments – for classes and for masses. We shall infuse Indian brands with confidence and renewed ambition. We shall be efficient, cost- conscious and committed to quality in whatever we do. We shall ensure that our positive attitude, sincerity, humility and united determination shall be the driving force to make us successful.
2
1.1.3 CORE VALUES
Indianness: confidence in ourselves. Leadership: to be a leader, both in thought and business. Respect & Humility: to respect every individual and be humble in our conduct. Introspection: leading to purposeful thinking. Openness: to be open and receptive to new ideas, knowledge and information. Valuing and Nurturing Relationships: to build long term relationships. Simplicity & Positivity: Simplicity and positivity in our thought, business and action. Adaptability: to be flexible and adaptable, to meet challenges. Flow: to respect and understand the universal laws of nature. Corporate Credo: - Rewrite rules, Retain values.
3
1.2 COMPANY HISTORY The Company was incorporated on the 12th of October 1987, under the name of Manz Wear Private Limited. The Company was converted into a Public Limited Company under the name of Manz Wear Limited on 20th September 1991. The Company name was changed to Pantaloon Fashions (India) Limited vide certificate of incorporation dated the 25th September, 1991. The Company has successfully launched the `Pantaloon` Trousers, Shirts, Denims, Sleep Suits and other ready-made garments in 1992. The first Pantaloon was opened in Gariahat in 1997. The Company opened a state-of-art family store at prestigious `Crossroads`, Hajji Ali, Mumbai, spread over an area of 4,500 sq. ft in 1999 The name of the Company was changed with the approval of the Members to Pantaloon Retail (India) Ltd in 1999. Tied up with Andhra Pradesh Handloom Weavers` Co-operative Society and National Institute of Fashion Technology in 2001. Pantaloon Retail (I) Ltd. enters into Strategic alliance with Arvind Brands Ltd in 2004 Ties up Arvind Brands Ltd for Ruff & Tuff brand at its Big Bazaar outlets across the country in 2004.
4
1.2.1 COMPANY TIMELINE
1987-
Company incorporated as Manz Wear Private Limited. Launch of Pantaloons trouser, India‟s first formal trouser brand.
1991-
Launch of BARE, the Indian jeans brand.
1992-
Initial public offer (IPO) was made in the month of May.
1994-
The Pantaloon Shoppe – exclusive menswear store in Franchisee format launched across the nation. The Company starts the distribution of branded garments through multi-brand retail outlets across the nation.
1995-
John Miller – Formal shirt brand launched.
1997-
Pantaloons – India‟s family store launched in Kolkata.
2001-
Big Bazaar, ‘Is se sasta aur accha kahi nahin’ – India‟s first hypermarket chain launched.
2002-
Food Bazaar, the supermarket chain is launched.
2003-
Central – „Shop, Eat, Celebrate In the Heart of Our City‟ India‟s first seamless mall is launched in Bangalore.
2005-
Fashion Station - the popular fashion chain is launched. aLL – „a little larger‟ - exclusive stores for plus-size individuals is launched.
2006-
Future Capital Holdings, the company‟s financial arm launches real estate funds „Kshitij‟ and Horizon and private equity fund Indivision. Plans forays into insurance and consumer credit. Multiple retail formats including collection i, Furniture Bazaar, Shoe Factory, EZone, Depot and futurebazaar.com are launched across the nation. Group enters into joint venture agreements with ETAM group and Generali.
5
1.3 ABOUT PANTALOON Pantaloon Retail (India) Limited, is India‟s leading retailer that operates multiple retail formats in both the value and lifestyle segment of the Indian consumer marker. Headquartered in Mumbai (Bombay), the company operates over 5 million square feet of retail space, has over 350 stores across 40 cities in India and employs over 18,000 people. The company‟s leading formats include Pantaloons, a chain of fashion outlets, Big Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain, blends the look, touch and feel of Indian bazaars with aspects of modern retail like choice, convenience and quality and Central, a chain of seamless destination malls. Some of its other formats include, Depot, Shoe Factory, Brand Factory, Blue Sky, Fashion Station, aLL, Top 10, mBazaar and Star and Sitara. The company also operates an online portal, futurebazaar.com. A subsidiary company, Home Solutions Retail (India) Limited, operates Home Town, a large-format home solutions store, Collection i, selling home furniture products and EZone focused on catering to the consumer electronics segment. Pantaloon Retail was recently awarded the International Retailer of the Year 2007 by the US-based National Retail Federation (NRF) and the Emerging Market Retailer of the Year 2007 at the World Retail Congress held in Barcelona. Pantaloon Retail is the flagship company of Future Group, a business group catering to the entire Indian consumption space.
6
1.4 FUTURE GROUP Future Group is India‟s leading business group that caters to the entire Indian consumption space. Led by Mr. Kishore Biyani, the Future Group operates through six verticals: operates through six verticals: Retail, Capital, Brands, Space, Media and Logistics. Apart from Pantaloon Retail, the group‟s presence in the retail space is complemented by group companies, Indus League Clothing, which owns leading apparel brands like Indigo Nation, Scullers and Urban Yoga, and Galaxy Entertainment Limited that operates Bowling Co, Sports Bar, F123 and Brew Bar. The group‟s joint venture partners include French retailer ETAM group, US-based stationary products retailer, Staples and UK-based Lee Cooper. Group Company, Planet Retail, owns and operates the franchisee of international brands like Marks & Spencer, Next, Debenhams and Guess in India. The group‟s Indian joint venture partners include, Manipal Healthcare, Talwalkar‟s, Blue Foods and Liberty Shoes. Future Capital Holdings, the group‟s financial arm, focuses on asset management and consumer credit. It manages assets worth over $1 billion that are being invested in developing retail real estate and consumer-related brands and hotels. The group has launched a consumer credit and financial supermarket format, Future Money and soon plans to offer insurance products through a joint venture with Italian insurance major, Generali. Future Group‟s vision is to, “deliver Everything, Everywhere, Every time to Every Indian Consumer in the most profitable manner.” The group considers „Indian-ness‟ as a core value and its corporate credo is - Rewrite rules, Retain values.
7
1.5 AFFLAITED COMPANIES 1.5.1 PARTNER COMPANIES 1.5.1.1 Home Solutions Retail (India) Ltd. Home Solutions Retail (India) Ltd. (HSRIL) leads the groups foray in the home improvement and consumer electronics retailing segment. It caters to home management requirements and products, including furnishings and textiles, furniture, consumer electronics, home electronics and home services. It operates retail formats like Home Town, Furniture Bazaar, Collection I, E-Zone, Electronics Bazaar and Got It. 1.5.1.2 Future Capital Holdings Future Capital is the financial arm of the group and is involved in asset management (both private equity and real estate funds) with plans to get into other financial services including insurance, credit and other consumer related financial services. Its associate companies are Kshitij Investment Advisory Co. Ltd., Indivision Investment Advisers Ltd., and Ambit Investment Advisory Co. Ltd. 1.5.1.3 Indus League Clothing Ltd. The group owns a majority stake in Indus League Clothing Ltd., one of the leading apparel manufacturers and marketers in India. Some of its leading brands include Indigo Nation, Scullers, Urbana, Urban Yoga and Jealous. 1.5.1.4 Galaxy Entertainment Corporate Ltd.
The group owns a stake in Galaxy Entertainment Corporate Ltd. that operates chains like Bowling Company, Sports Bar and Brew Bar.
1.5.2 JOINT VENTURE COMPANIES 1.5.2.1 Planet Retail Holdings Ltd. The group is a joint venture partner in Planet Retail Holdings Ltd., which operates sports, lifestyle and leisure retail chain. It also owns the franchisee and distribution rights of brands like Marks & Spencer, Guess, Debenhams and Puma in India.
8
1.5.2.2 Footmart Retail Footmart Retail is a joint venture with Liberty Shoes and is engaged in the retailing of footwear products in India. 1.5.2.3 CapitaLand Retail India The group is a joint venture partner in CapitaLand Retail India, along with Singaporebased CapitaLand Limited. The company provides retail management services to retail properties owned or managed by various group companies and investment funds.
1.6 LINES OF BUSINESS
Pantaloons Fresh Fashion
aLL, the Fashion Apparel store for plus-size individuals
Big Bazaar, a hypermarket chain
A chain of destination malls
Food Bazaar, a food and grocery store 9
The Fashion Chain
For Fashion Accessories
For Salon and Beauty products
Depot for Books, music, Stationery etc.
Futurebazaar.com for e-tailing
10
CHAPTER 2 INTRODUCTION TO BIG-BAZAAR
11
2.1 ABOUT BIG BAZAAR Big bazaar is a hypermarket chain owned by the Pantaloon Retail India Limited, with currently more than 50 outlets in metros, medium, and small cities. Big Bazaar combines the look and feel of Indian bazaars with aspect of modern retail like choice, convenience, and hygiene. It works on the same economy model like Wal Mart, and has had considerable success in many Indian cities and small towns. The idea was pioneered by entrepreneur Kishore Biyani, the head of Pantaloon Retail India Limited. Big Bazaar is not just another hypermarket. It caters to every need of your family. Where Big Bazaar scores over other stores is its value for money proposition for the Indian customers. At Big Bazaar, you will definitely get the best products at the best prices - that‟s what they guarantee. With the ever increasing array of private labels, it has opened the doors into the world of fashion and general merchandise including home furnishings, utensils, crockery, cutlery, sports goods and much more at prices that will surprise you. And this is just the beginning. Big Bazaar plans to add much more to complete your shopping experience. Living up to its motto of “Isse sasta aur accha kahin nahi”, all products in Big Bazaar will be available at prices lower than the MRP, often up to 60% discount. In addition to this, various offers, discounts and promotions will be regularly held at the store. The consumer will experience a new level of standard in price, convenience and comfort, quality, quantity, and store service levels. BIG BAZAAR in its true hypermarket model will offer all of the above for both leading brands as also for its private labels.
12
2.2 TIMELINE 2001
Three Big Bazaar stores launched within a span of 22 days in Kolkata, Bangalore and Hyderabad.
2002
Big Bazaar - ICICI Bank Card is launched. Food Bazaar becomes part of Big Bazaar with the launch of the first store in Mumbai at High Street Phoenix.
2003
Big Bazaar enters Tier II cities with the launch of the store in Nagpur. Big Bazaar welcomes its 10 million-th customer at its new store in Gurgaon.
2004
Big Bazaar wins its first award and national recognition. Big Bazaar and Food Bazaar awarded the country‟s most admired retailer award in value retailing and food retailing segment at the India Retail Forum. A day before Diwali, the store at Lower Parel becomes the first to touch Rs 10 million turnovers on a single day.
2005
Initiates the implementation of SAP and pilots a RFID project at its central warehouse in Tarapur. Launches a unique shopping program: the Big Bazaar Exchange Offer, inviting customers to exchange household junk at Big Bazaar. Electronic Bazaar and Furniture Bazaar are launched.
2006
Mohan Jadhav sets a national record at Big Bazaar Sangli with a Rs 1,37,367 shopping bill. The Sangli farmer becomes Big Bazaar‟s largest ever customer. Big Bazaar launches Shakti, India‟s first credit card program tailored for housewives. Navaras – the jewellery store launched within Big Bazaar stores.
13
2007
The 50th Big Bazaar store is launched in Kanpur. Big Bazaar partners with Futurebazaar.com to launch India's most popular shopping portal. Big Bazaar initiates the Power of One campaign to help raise funds for the Save the Children India Fund. Pantaloon Retail wins the International Retailer of the Year at US-based National Retail Federation convention in New York and Emerging Retailer of the Year award at the World Retail Congress held in Barcelona.
2008
Big Bazaar becomes the fastest growing hypermarket format in the world with the launch of its 101st store within 7 years of launch. Big Bazaar dons a new look with a fresh new section, Fashion@Big Bazaar. Big Bazaar joins the league of India‟s Business Super brands. It is voted among the top ten service brands in the country in the latest Pitch-IMRB international survey.
2009
Big Bazaar opens its second store in Assam at Tinsukia. Big Bazaar initiates Maha Annasantarpane program at its stores in South India – a unique initiative to offer meals to visitors and support local social organizations. Big Bazaar captures almost one-third share in food and grocery products sold through modern retail in India.
2010
Future Value Retail Limited is formed as a specialized subsidiary to spearhead the group‟s value retail business through Big Bazaar, Food Bazaar and other formats. Big Bazaar wins CNBC Awaaz Consumer Awards for the third consecutive year. Adjudged the most preferred Most Preferred Multi Brand Food & Beverage Chain, Most Preferred Multi Brand Retail Outlet and Most Preferred Multi Brand One Stop Shop. Big Bazaar connects over 30,000 small and medium Indian manufacturers and entrepreneurs with around 200 million customers visiting its stores.
14
2.3 INNOVATIONS
2.3.1 Wednesday Bazaar Big Bazaar introduced the Wednesday Bazaar concept and promoted it as “Hafte Ka Sabse Kimti Din”. It was mainly to draw customers to the stores on Wednesdays, when least number of customers is observed. According to the chain, the aim of the concept is "to give homemakers the power to save the most and even the stores in the city don a fresh look to make customers feel that it is their day".
2.3.2 Maha Bachat Maha Bachat was started off in 2006 as a single day campaign with attractive promotional offers across all Big Bazaar stores. Over the years it has grown into a 6 days biannual campaign. It has attractive offers in all its value formats such as Big Bazaar, Food Bazaar, Electronic Bazaar and Furniture Bazaar - catering to the entire needs of a consumer.
2.3.2.1 Big Bazaar, Wazirpur Big bazaar Wazirpur is the first discount hypermarket that has opened at a station. Big bazaar, wazirpur started operating around two years back on 22 of July 2005. Big Bazaar is proud to be the first to offer a never-before shopping experience to the metro commuters. Big Bazaar, Wazirpur is the 4th Big Bazaar in National Capital Regions and around 20th in the country. Big Bazaar, Wazirpur also has Food Bazaar within the store. The total area of Big Bazaar, Wazirpur is 48,641 Sq. Feet in which 60% is the selling area, 25% is for the back areas and 15% is for the circulation.
15
2.4 STORE OPERATIONS
Administrative Process
Stock Transactions
Sales Process
Cashiering & Check out Process
HR & Welfare
Facilities Management
Visual Merchandising & Display
Marketing & In Store Promotions
IT & Systems
Customer Service
16
Organization Structure of Big Bazaar, Wazirpur
Store Manager
Assistant store Manager
Department Managers
Assistant Department Managers
Team Leaders
Team Members
17
2.5 SWOT ANALYSIS STRENGTHS:o
EDLP [ Every Day Low Pricing]
o
Experienced marketing team & executive staff.
o
Strong culture, ethics and values are followed
o
Emphasis on providing total customer satisfaction
o
Point of purchase promotion to increase the purchase
o
Variety of stuff under single roof
o
Increase sales with the help of healthy competition between different department
o
Maintains good employer-employee relation
o
Cost control initiatives that is critical in a retail operations business
o
Periodical reviews of the various operations have been done on regular basis to identify the any possible threat and address the same within time
WEAKNESSES:o
Unable to meet store opening targets.
o
Unavailability of popular brand items with regard to clothing.
OPPORTUNITIES:o
Population of the country is growing where the scope of market is kept on increasing for the retail sector.
o
Organized Retail less penetrated in India so it acts as a great opportunity to the organization for its growth.
o
Evolving consumer preferences.
o
Economy is developing as the employment opportunities are increasing and the income of the people is also increasing which increases life standards of people.
o
Company has more scope of expansion in two and three tier cities.
18
THREATS:o
Competitors Strategies
o
Advancement of technology day by day.
o
Government policies.
o
Unorganized Retail sector
o
Foreign direct investment cause more problems in future because of that many mergers and acquisition are happening in Indian retail sector
19
CHAPTER 3 RESEARCH METHODOLOGY
20
3.1 PROJECT OBJECTIVE To study all the processes and the Customer interface at CSD and to devise strategies to make it more efficient. In simple words, the objective is to improve customer service and satisfaction so as to retain customers.
3.2 RESEARCH METHODOLOGY Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them. It is necessary for the researcher to know not only the research methods or techniques but also the methodology. The work is divided into two parts: 1. CASE STUDY PROCESSES: In this part we need to study all the functions that are undertaken and all the records that are maintained by the CSD staff. A detailed study of What, Why, How, and When these process are undertaken. CUSTOMER INTERFACE: Customer interface is to be done by the observations. In this We need to observe following things: 1. What the customers know about CSD? 2. How is the current scenario of CSD? 3. What is customer satisfaction level regarding CSD? 2. RESEARCH In this part, we need to conduct a survey on the existing Customers of the store analysis of the data to convert it into meaningful information and then using that information to devise strategies to minimize the existing limitations and improve efficiency of CSD. The research will include the study and analysis of both the processes and the Customer Interface.
21
Data type:
Primary Data
Research Approach:
Survey Research
Survey Type:
Non-Disguised
Research Instruments:
Structured Questionnaire
Type of Questions:
Closed-Ended
3.3 SAMPLING PLAN Sampling Unit:
Only those Customers Who Have visited CSD.
Sampling Size:
50
Contact Methods:
Direct Contact
3.4 LIMITATIONS OF RESEARCH 1. Small Sample Size: A sample size of 250 respondents will not yield the more accurate results. 2. Lack of availability of secondary data. 3. Less reliability of primary data.
22
CHAPTER 4 RESEARCH ANALYSIS & INTERPRETATION
23
4.1 ANALYSIS
Gender:
37% Male Female
63% FIG. 1
This research was mainly focused towards house-wives as they are the major target segment of Big Bazaar. That is why the number of females is more than males. This research also targeted only those customers who are aware of the CSD (Customer Service Desk). First time visitors were not included.
24
Age Group:
60% 50% 40% 30%
Age in Years
20% 10% 0% <20
20-35 35-50
>50
FIG. 2
Most of the Customers fall in the age group of 35-50 and 25-30.Customers in the age group of less than 20 and above 50 hardly comes to the CSD.
25
Annual Income:
40%
35% 30% 25% 20% 15% 10% 5% 0% <2 lacs
2-4 lacs
4-6 lacs
6-8 lacs
FIG. 3 Most of the Customers have their annual income between 2 to 4 lacs and 4-6 lacs, but the Customers hardly reveal their true income. The major segment of Customers falls in the annual income group of 2-4 lacs. But the interesting thing is that we have very few customers having annual income of less than 2 lacs.
26
Occupation:
9%
3%
Self-Employed Salaried House-wife Others
42%
46% FIG. 4
Most of the Customer segment is a service group. But a healthy amount of Customers are house-wives. A very few amount of business class are our Customers. The first four graphs reveal the Customer profile. The major segment of our customers is the service class with an annual income of 2-4 lacs and fall in the age group of 20-50.
27
Frequency of Visits to Big Bazaar:
40% 35% 30% 25% 20% 15% 10% 5%
0% Weekly
Monthly Fortnightly
Occasionally
FIG. 5 Most of the customers visit Big Bazaar fortnightly or monthly. Big Bazaar has retained customers to a good extent by giving the best deals (i.e. Schemes & Discounts).
28
Service of Store-Staff:
50% 40% 30% 20% 10% 0% Outstanding
Satisfactory
Needs improvement
Poor
FIG. 6
Around 70 Customers feel that the service of the store staff is satisfactory, but around 42 feel that it needs improvement. The major reason for Customer dissatisfaction is the staff unavailability and unawareness about the schemes and discounts. Still there is no customer who feels that the performance is poor which is a plus point for us.
29
Difficulty in Locating CSD for the First-time:
2% 34%
Yes No Difficulty
64% FIG. 7
34% of the customers find difficulty in locating CSD for the first time while the 64% customers didn‟t find any problem. If we can move our CSD near or along with the cash counter this difficulty can be reduced.
30
Reasons for Visiting CSD:
Exchange Suggestion
3% 37%
Complaint Enquiry
24%
Alteration
5% 2% 12%
7%
10%
Offers & Schemes Free-Sugar Others
FIG. 8
The main reasons for visiting CSD is the exchanges and for the replenishment of free sugar. Very few customers come for suggestions, for enquiry and for asking about schemes and discounts.
31
Complaints:
70% 60% 50% 40% 30% 20% 10% 0% Resolved
Not Resolved
FIG. 9
Out of the total complaints very few were not resolved. The major complaints were wrong billing, quality of apparels and shoes.
32
Complaint Resolved By
50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% CSD Executive
Manager
FIG. 10
Out of the total complaints 50% were solved by the CSD executives and 50% solved by the Department managers or ADM‟s
33
Were u asked Too-many Questions at CSD?
80% 70%
60% 50% 40% 30% 20% 10% 0% Yes
No
Doesn't Matter
FIG. 11 Around 115 of the customers say that CSD staff doesn‟t ask unnecessary questions. But around 15 customers believe that the same things are asked repetitively by the different people. Customers get irritated in explaining the complaint repetitively. Around 21 customers say that the number of questions doesn‟t matter if the issue is resolved.
34
Response Time at CSD
50% 40% 30% 20% 10% 0% 0-5 mins.
5-10 mins.
10-15 mins.
>15 mins.
FIG. 12
The response time of the CSD in case of exchanges is around 5-10 mins, in case of complaints it extends to around 10-15 and in case of alteration the minimum time taken is around 40 mins.
35
Training of CSD Staff
On the Basis of Rank-Scale
60% 50% 40% 30%
20% 10% 0% One
Two
Three
Four
Five
FIG. 13
Training of the CSD staff is measured on the Rank scale, 1 is very poor and 5 are outstanding. Most of the Customers (approximately 60%) rate training of CSD staff 3 out of 5 i.e. satisfactory. No customer graded it poor, but a very few customers grate it outstanding.
36
Awareness of CSD staff about the Schemes & Discounts On the Basis of Rank-Scale
60% 50% 40%
30% 20% 10% 0% One
Two
Three
Four
Five
FIG. 14 Most of the Customers don‟t ask about the Schemes and discounts, those who have asked they grade their awareness 2 or 3 out of 5. i.e. their awareness needs improvement. Not a single customer grades their awareness about schemes and discounts outstanding
37
Courtesy & Politeness of CSD staff
On the Basis of Rank-Scale
60% 50% 40% 30% 20% 10% 0% One
Two
Three
Four
Five
FIG. 15
Most of the Customers (approximately 57%) grade the courtesy and politeness of the CSD staff good. Very few customers find it poor. Most of Customers give 4out of 5 on the rank scale.
38
Product Knowledge of CSD staff On the Basis of Rank-Scale
60% 50% 40% 30% 20% 10%
0% One
Two
Three
Four
Five
FIG. 16 Most of the Customers think that the CSD staff doesn‟t have much of the product knowledge; they give them 2 or 3 out of 5 on the rank scale.
39
Communication of CSD staff On the Basis of Rank-Scale
70% 60% 50% 40% 30%
20% 10% 0% One
Two
Three
Four
Five
FIG. 17
Customers are happy with the way CSD staff communicates with them. Most of the customers find the communication good or outstanding. So they give them 4 or even 5 out of 5.
40
Overall Performance of the CSD staff
50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Outstanding
Satisfactory Needs Improvement Poor FIG. 18
Around 47% of the customers grade the overall performance satisfactory and around 38% find it outstanding. 15% feel that they need improvement and no customer grades it poor.
41
Have you ever made a Phone Call?
80% 70% 60% 50% 40% 30% 20% 10% 0% Yes
No FIG. 19
76% percent of the customers under study don‟t make phone calls and only 24% agreed that they have made a phone call.
42
Phone Call Attended
50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Immediately
Took some time
had to ring again
never picked
FIG. 20
Only 16% of the customers who have made phone calls say that the phone call was received immediately. Otherwise, we don‟t have a good record in receiving customer complaints on phones. The CSD staff usually remains busy that is why there is a delay always in receiving phone calls. Around 46% of customers say that CSD staff takes a long time in picking phone calls.
43
Problem Responded:
70% 60% 50% 40% 30% 20% 10%
0% Solved on Phone
Had to Come
Partly Solved
FIG. 21
Good thing about phone calls is that most of the Customer queries are solved on the phone. Only 15% had to come to the store.
44
Do you listen to Announcements?
80% 70% 60% 50% 40% 30% 20% 10% 0% Yes
No FIG. 22
76% of the customers listen to the announcements that are made in the store, while 24% don‟t listen to them carefully; they find these scheme announcements useless.
45
Are these Announcements?
50% 40% 30% 20% 10% 0% Helpful
Comfortable
Disturbing
Irritating
Noisy
FIG. 23
Around 43% of the customers say that the announcements are helpful. Some of them are very happy for the Customer announcements like lost and found announcements. Only 28% find these announcements comfortable. Around 10% of the customers are not happy with the announcements in the store they find them irritating, disturbing and noisy.
46
4.2 FINDINGS: o Some of the Customers who have already done exchanges from our store aren‟t aware of the CSD. It is because the Customer Service Desk board is hanging above the eye level. People tend to see only those things which come in the line of sight. o What functions are being carried out at CSD, it is not mentioned anywhere. So many customers are unaware about the different facilities being provided. E.g. free alteration facility. o Wrong Billing is one of the main causes of exchanges. o Few customer calls, on an average there are around 20-30 customer calls in a day. o We are very lenient to customers in case of exchanges. o Exchange rules are not strictly followed by the CSD staff. o CSD is involved in packing of free sugar for most of the time Rather than its primary functions. o Another over burden on the CSD is of billing. o CSD space is less than required. o There is no separate uniform or outlook of the CSD staff that is why Customers don‟t have a different perception towards CSD; they take it one of the cash counters. o First time visitors usually take it as one of the billing counters. o Changing schemes are not properly being updated in the system which is one of the major causes of cash refunds. o Customers get irritated when we say that these offers are available only in some of the big bazaar stores only. o We don‟t provide free home delivery to the customers like Subhiksha and some of the other stores do. At least regular customers should get this benefit for food products.
o
Exit gate is required near the CSD for the Customers who are coming only for the exchanges.
47
CHAPTER 5 CUSTOMER SERVICE DESK
48
5.1 INTRODUCTION CSD (customer service desk) is a counter where the queries of the customers are solved. Whenever the customer is having any kind of problem he comes to the CSD. The major activity performed by the CSD is the exchanges and handling customer complaints. The objective of the CSD is to provide service to the customer and hence to improve customer satisfaction.
Problem Customer
CSD Query
5.2 FUNCTIONS OF CSD 1. 2. 3. 4. 5. 6.
7.
Maintaining Registers Exchanges Announcements and paging Handling customer phone calls and complaints Billing of Watches and shades Customers Feedback Free Gifts / Sugar
49
5.2.1 Maintaining Registers: CSD currently maintains six different registers manually so as to keep records of its different activities. These registers are: 1. 2. 3. 4. 5.
6.
Cash Refund Register and Credit note Register Customer Requirement Register Tailoring Register Hourly Sales Report Share With Us Courier Inward /Outward Register
1. Cash Refund Register and Credit note Register: Cash Refund Register: Cash Refund Register (CR) is used to keep the records of all transactions where the customer has returned goods and cash has been refunded to them. This register is maintained manually. A payment Voucher (Which consists of name of the customer, reason for refund and rupees refunded) and the bill of refunded items are maintained by CSD staff. All the cash refunds are to be approved by ASM or SM. Finally, after approval these are submitted to Accounts Department and they generate it in the computer system.
Register To Be Filled By: CSD Staff Placement of Register: CSD Updating: Whenever cash has been refunded Monitored By: Head Cashier Approved Daily By: ASM (Assistant Store Manager) or SM
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Process of Cash Refund: Reason for Refund is asked/ Bill No. is checked
Payment Voucher (cash) and Bill of Refunded items are maintained
Cash Refunded to the Customer
Approved by SM or ASM
Generated in the System by Accounts Department
Why Cash is refunded? The main reasons for cash refund are: 1. Wrong billing 2. Scheme not given 3. Discount not given 4. Did not like 5. Defective The cash is refunded in the first reasons without any question because the fault is ours but in the last two cases i.e. did not like and Defective CSD staff needs the permission of the department manager (DM).
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Who Refunds the Cash? CSD staff refunds the cash and maintains the payment vouchers and the bill of all the returned items against which the refunds have been given. CSD staff is responsible for all the cash refunds. At the end of the day all the payment vouchers are to be approved by the SM or ASM.
Format of Cash Refund Register: S.No Date .
G.P.no Customer‟ . name
Ph.no.
old LP bill Cod no. e
Qty.
Product Details
Problem
Cash refund value
Approved by
This format does not contain cash memo number (C.M.No.) which is very important and necessary to maintain. Also the space for LP code is very less, it should be expanded. Cash Refund is considered to be the loss of the company because the same money cannot come back.
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Section Of Prod -uct
sign
Credit Note Register: Credit Note Register (CN) is used to keep the records of all the transactions where the customer has returned goods and credit note has been issued to them. Credit note doesn‟t need any kind of an approval and is hence generated by the CSD staff itself in the system. In case of any discrepancy ASM or SM has to be informed.
Register To Be Filled By: CSD Staff Placement of Register: CSD Updating: Whenever Credit Note is issued Monitored By: Head Cashier (Daily), ASM (fortnightly) and SM (monthly)
Process of Issuing Credit Note: Check the Bill No. and the Problem
Issue the Credit Note to the Customer
Generate in the System
Maintain a copy of Credit Note issued
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Why Credit Note is issued? 1. Did not Like 2. Size Problem 3. Defective 4. Colour The reasons of refunding cash can also act as the reason for issuing credit note. We actually prefer issuing credit note instead of refunding cash. A credit note issued can be used within our store only, which is why it is not counted as the loss. Whenever a credit note is issued, customer‟s name and phone no. are recorded. Also the name and signature of issuing person from the CSD staff are recorded. Credit note doesn‟t need any approval.
Who Issues the Credit Note? Anyone in the CSD staff can issue a Credit Note. A credit note doesn‟t need any kind of an approval. A record of all the Credit notes issued in a day is recorded in the Credit note register.
Format of Credit Note Register: S.No Date .
G.P.no Customer‟ . name
Ph.no.
old LP bill code no.
Qty.
Product Details
Problem
Credit note
Approved by
This format does not contain cash memo number (C.M.No.) which is very important and necessary to maintain. Also the space for LP code is very less, it should be expanded. Credit Note is considered to be the loss of the company but which can be recovered within a fixed amount of time.
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Section Of Prod -uct
sign
Process in the system: We have software called REM (Retail Enterprise Management) With the help of which we maintain the record of all the cash refunds and issued credit notes in the system. The system process Is as follows:
Window1 (Cash Memo) Press F4
Window 2 Enter Sales return reason, Bill No. and date Press Enter
Window 3
Enter Bar Code Number And Press F12
Enter Cash refund / Credit Note and Enter Rupees to be refunded
Print
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2. Customer Requirement Register: Whenever a customer requires a product which is not available in the store he or she can register his requirement in the Customer Requirement Register. This register is also maintained by the CSD department but it is not put in the display. It is not used efficiently by the CSD. Format of Customer Requirement Register: Date
Customer Name
Contact No.
Customer Requirement
Action taken
There is no problem with the format of this register. The only problem is that we don‟t make an efficient use of it. It is supposed to be checked by the Team leaders or Department managers. It is not maintained in the system.
3. Tailoring Register: Tailoring Register is maintained to keep the record of alterations that are done in a day. CSD maintains this register and is hence responsible for all the alterations. Whenever any garment (e.g. trouser, kurta) is taken for the alterations, a slip is given to the customer. When the customer recollects the garment after the alteration he has to show that slip. A signature of the customer is also taken on the tailoring register to keep a record.
Format of Tailoring Register: S.no.
Date
Customer name
Contact Bill no. no.
Quantity Alteration Customer Remarks Slip no. Signature
There is no problem in the format of tailoring Register. Timing and what was the alteration etc
4. Hourly Sales Report: A note book for keeping the record of hourly sales in a day is also maintained by the CSD staff. It consists of two columns, Time and Sales. Computer system in the CSD is connected with all the cash counters. Hourly sales are automatically updated in the system which consists of sum bills made on each cash counter. Sales of each hour are recorded in the note book. 56
Format: Time
Sales
5. Share with Us Register: This Register contains the comments of the customer. Whenever, the customer is having a complaint or something to praise he can use this register. This register is not kept in display and we give it to customer only when he asks for it.
Format: Your Comment
Thanks for your comments Your name Contact details Date and Time
For customer Service Executive How do you resolve the issue?
Signature
6. Courier Inward/Outward Register: All the couriers are sent or received by the CSD staff. So to keep a record of all the courier transactions, CSD staff maintains a Courier Inward/Outward register.
Format: Courier Inwards S.no.
Date
Courier Details
Docket No.
Courier 57Name
Received From By Whom
Consignee Signature
Courier Outwards
S.no.
Date
Destination Address
Courier Details
Courier Name
Docket Number
Senders Name
Signature
There is a requirement of another important register i.e. Lost and Found or Complaint register. CSD staff maintains it on their own but no formal register for this purpose has been provided as yet.
5.2.2 Exchanges: Exchange is one of the most important functions of CSD. It is the exchanges in which the CSD staff is involved most of the time. We guarantee the exchange of any product that a customer have bought from Big Bazaar and are not satisfied with it. But there are some conditions for the exchanging the goods bought from our store.
Conditions for Exchange: 1. Product should be brought back within the seven days of its purchase. 2. Exchanges are permitted only between 11:00 AM to 4:00 PM 3. No exchanges on Saturdays and Sundays.
Drawback: These conditions are also written on the back side of every bill, but we hardly follow these rules. The truth is that we do the exchanges on anytime and any day.
Why the Exchanges? A customer doesn‟t actually buy the product he buys the value associated with it. Whenever the Customer‟s expectations are not met or he is not satisfied, he comes for an exchange.
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The main excuses for the exchanges are: 1. Did not like 2. Incorrect size 3. Defective 4. Colour problem 5. Wrongly billing 6. Discounts not given 7. Scheme not given 8. Scheme not Updated 9. Price difference 10. Alteration error
Process for Exchange: Old Bill no. and the Gate pass is checked
Customer comes with a new product
Price of the old product is compared with the new one in the system
A new bill is generated and given to the Customer
Customer has to pay the extra charges A customer needs to make sure that the price of the new product is equal or more than the older one. No cash refunds or Credit notes are issued in case of exchanges. The system process is same as in the case of Cash refunds and Credit notes.
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Who Does the Exchanges? CSD staff does all the exchanges that happen in the store. Sometimes we need to take the permission of the Department Head for the exchange.
5.2.3. Announcements and Paging: The CSD staff also makes announcements of the offers and discounts going on in the store. This is simply done to update customers about the discounts that keep on changing during the day. E.g. heavy discounts are given on the vegetables and fruits during the late hours. Paging means to make staff and customer announcements during the day. A mike is kept within the CSD to make all these announcements and paging. Anyone in the CSD staff can do it.
Types of Announcements: 1. Staff Announcements 2. Scheme Announcements 3. Lost and Found Announcements 4. Customer Announcements 5. Birthday Announcements
.
5.2.4 Handling Phone Calls and Complaints: CSD is also responsible to handle all the customer calls and complaints on phone. Two Phones are kept in the CSD in which one is for the customer service and another is for back office calls. We don‟t encourage customers to make the phone calls regarding their complaints and requirements. There are hardly more than 30 customer phone calls received in a day.
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5. 2.5 Billing of Watches and Shades: We don‟t have a separate billing counter for watches and shades. So CSD is responsible for making bills of those customers who are buying only watches or shades. This is usually done in order to minimize the theft of such products. Billing is an additional function of the CSD. It acts as a hurdle in providing customer service efficiently. To remove billing from CSD we need to place our CSD besides the billing counters.
Process of Billing: Window 1 (cash memo)
Enter the Bar code of the product
Press F11 for Discounts and schemes
Press F9 and take the cash
Return the balance to the Customer and Print bill
If a customer wants to pay through credit card we use F12 key, enter the credit card name, amount and the Bill no. then we print the statement.
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5.2.6 Feedback Forms: CSD is also responsible for making customers fill the feedback form. These feedbacks are stored in the system and then sent to the Zonal office. CSD staff is also engaged in some other activities like providing free sugar to the customers on behalf of ICICI free sugar coupons, explaining bills to the customers whenever asked etc. There is four staff members involved in CSD.
5.2.7 Observations The first time visitors take CSD as a billing counter and those who have already visited take it as free Sugar counter. The primary functions of the CSD are not clear to the Customer. Daily average of customers visits at CSD: 1) For Exchanges: 2) Credit Notes made: 3) Cash Refunds made: 4) For Free Sugar 5) Alterations done: 6) Customer phone calls 7) For Billing 8) Others
60 11 13 70 09 25 30 32
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Reasons for Customer visits Exchanges Credit notes 12% 24% 13%
cash refunds Free sugar
4% 10%
Alterations
5% Customer phone calls Billing
4% 28%
Others
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CHAPTER 6 CONCLUSIONS AND RECOMMENDATIONS
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CONCLUSIONS
Big Bazaar offers a wide variety of products of different prices and different qualities satisfying most of its customers.
Prices and offers in Big Bazaar have been one of the main attractions and reasons for its popularity. The price ranges and the products offered are very satisfying to the customers. Considering the fact that there are huge middle class families in India, Big bazaar has had a huge impact on the middle class section of India, the prices, variety and sales strategy has helped in getting the middle income groups getting attracted towards Big Bazaar.
The store layout and the assortment of goods is not the best at Big Bazaar, Customers find it hard to find what they require; this leads to dissatisfaction of customers.
Big Bazaar is not acclaimed for high class service. The staffs recruited is not very well trained and the billing queues take a long time to move, this irritates customers which makes them visit the store more seldom.
The customer get all kind of products in the Big Bazaar, i.e. they are following good merchandising mix, but in some section like apparels they have to keep different brands in order to attract more customer.
Word of mouth publicity played major role in making Big Bazaar so popular where as media is used to communicate new offers at the store.
Customers are not aware and hence don‟t avail value added services provided by the store.
Customers are more satisfied with the merchandising present in the food bazaar and household utensils section.
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RECOMMENDATIONS
Customer service Desk board should be brought down to the line of sight so that customers can view it and keep it in mind.
A board or something should be there at the CSD to highlight its different functions. Customers should be aware of all the facilities being provided as it acts as a plus point.
We should keep all the schemes and discounts updated within the system so that we can minimize the wrong billing and hence the cash refunds.
Customer‟s phone calls are not attended immediately, that is the reason why customers don‟t call much. Customer‟s phone calls should be taken seriously because it is one of the important services we provide. Our seriousness can increase the number of phone calls.
CSD staff should strictly follow the rules and regulations in case of exchanges. We should exchange only up to 4:00 pm There should be no exchanges on Saturdays and Sundays.
CSD should be involved in its primary functions i.e. handling customer queries rather than in billing. If we shift CSD to a place which is near the cash counters we can reduce the number of bill that is being made from the CSD counter.
Customers should themselves be able to differentiate between a cash counter and CSD. There should be a different Uniform for the CSD staff and different outlook of CSD counter.
Space of the CSD counter should also be increased and if possible there should be at least one more computer system so as to counter the long queues.
We should provide free home deliveries to those customers who purchase food items in bulk. This would also help to counter the competition of Subhiksha.
When there is the entrance there should be an exit gate also near the CSD.
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CHAPTER 7 BIBLIOGRAPHY
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BIBLIOGRAPHY
Magazines: Business Today
Websites: www.wikipedia.com www.pantaloon.com www.Futuregroup.com www.business-standard.com
References: Internal company data Employees of the store and the sales staff
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CHAPTER 8 QUESTIONNAIRE
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QUESTIONNAIRE ON CSD OF BIG-BAZAAR 1) How often do you come to Big-Bazaar? o First Visit o Fortnightly o Weekly o Monthly o Occasionally 2) How do you find the service experience with our store associates? o Outstanding o Needs Improvement o Satisfactory o Poor 3) Are you aware of the Customer Service Desk (CSD) in our store? o Yes o No 4) Did you find any difficulty to navigate the CSD for the first time? o Yes o No 5) Have you ever visited Customer Service Desk? If yes, what was the reason? o Exchange o Suggestion o Complaint o Enquiry o Alteration o Offers and Schemes o Free Sugar o If any other please specify………………………… 6) If for a Complaint. What was that? …………………………………………………………………………… 7) Was your Complaint heard and resolved? o Yes
o No
8) Who resolved your complaint? o CSD executive o Manager 9) If for a suggestion. What was that? …................................................................................................................
10) Was your suggestion implemented? o Yes
o No 70
11) Were you asked too many questions while you were at CSD? o Yes o It doesn‟t matter if the issue is resolved
o No
12) What was the response time at CSD? o 0-5 mins o 5-10 mins
o 10-15mins o 15-20 mins
13) CSD executives are……………… o Properly trained and very helpful o Urgent need for Training
o Need some Training o Aware of the schemes and Discounts
14) How would grade the performance of the CSD staff? o Outstanding o Satisfactory
o Needs improvement o Poor
15) Have you ever made phone calls to Big-Bazaar? If yes, for what? ………………………………………………………………………… 16) Was your phone call attended……………… o Immediately o Had to ring again
o Took some time o Never picked
17) Do you listen to the scheme announcements that are made in our store? o Yes o No
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18) Are these announcements………………….. o o o o o
Helpful in your purchase Comfortable for your ear Irritating Noisy Disturbs you while purchasing
19) Will you like to give any suggestions to improve our CSD? ………………………………………………………………………… …………………………………………………………………………
Customer Information Name……………………………………….. Gender: Male ( ) Female ( ) Age group: < 20 ( ) 20-35 ( ) 35-50 ( ) >50 ( ) Annual income: <2 lacs. ( ) 2-4 lacs. ( ) 4-6 lacs ( ) >6 lacs ( ) Occupation: Self-Employed ( ) Salaried ( ) House-wives ( ) others ( )
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