MINOR PROJECT REPORT ON

Marketing Strategies and Customer Attitude towards the product

offered by Lifestyle

Submitted in Partial Fulfillment of Requirement of Bachelor of

Business Administration (B.B.A) General

GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY (GGSIPU),

DELHI

BBA III SEMESTER

BATCH 2016-2019

SUBMITTED TO: SUBMITTED BY:

MS. ANJU POONIA VIVEK NEGI

PROJECT GUIDE Enrolment No:

NEW DELHI INSTITUTE OF MANAGEMENT

TUGHLAKABAD INSTITUTIONAL AREA

NEW DELHI-62
 ACKNOWLEDGEMENT

I would like to thank my Project Guide Ms. ANJU POONIA for her
immense guidance, valuable help and the opportunity provided to me to
complete the project under her guidance.

I would like to thank all faculty members of New Delhi Institute of

Management for guiding and supporting me in the completion of project
from time to time.

Last but not the least, my gratitude to great almighty, my parents and brother
without whose concerned and devoted support the project would not have
been possible.

ii
 CERTIFICATE

This is to certify that the project titled Marketing Strategies followed by

Lifestyle and Customer Attitude towards the Strategies is an academic
work done by Vivek Negi submitted in the partial fulfillment of the
requirement for the award of the degree of Bachelor of Business
Administration from NEW DELHI INSTITUTE OF MANAGEMENT,
Delhi, under my guidance & direction.
To the best of my knowledge and belief the data & information presented by
him in the project has not been submitted earlier.

MS. ANJU POONIA

PROJECT GUIDE

iii
 TABLE OF CONTENTS

Executive Summary 1
CHAPTER 1: INTRODUCTION OF THE STUDY 2-5
Over view of study 2
Objectives of the study 5
Scope and significance of the study 5
Limitations of the study 5
CHAPTER 2: RESEARCH METHODOLOGY 6-7
Universe 6
Sample size and sampling technique 6
Data collection 7
Presentation tools 7
CHAPTER 3: INDUSTRY OVERVIEW 8-13
Past, present and future trends 8
Major players and their respective market share 10
CHAPTER 4: COMPANY PROFILE 14-25
History 14
Vision, mission, and objective of the company 17
Organizational structure 18
Marketing strategies 18
CHAPTER 5: THEORETICAL PROSPECTIVE 26
CHAPTER 6: FINDINGS AND ANALYSIS 44-51
CHAPTER 7: CONCLUSION AND SUGGESTIONS 52-55
Conclusion 52
Suggestion 55
BIBLIOGRAPHY 56
QUESTIONNAIRE 57

iv
 EXECUTIVE SUMMARY
The study is aimed to investigate the marketing strategies Lifestyle in Indian retail sector.
The retail growth is pushing brand visibility, brand awareness, brand availability. But
some crucial factors still need to be addressed by Indian branded apparel manufacturers -
evolving a brand, differentiating a brand, offering real value for money. Brand image
refers to rational measurements like quality, strength, flavour. It includes consumer's
impressions about brand's physical attributes, its performance, the functional benefits, the
kind of people who use it, the emotions and associations it develops and the imagery or
the symbolic meanings it generates. To put it differently, how a consumer perceives a
brand in its totality is the brand image and encompasses both physical and perceptual
components.

Changes in retailing and in customers’ shopping behaviour are not only shifting the
competitive situation, but also rise new requirements to the management of retail
companies and stimulate searching for new and more effective competition strategies. In
modern theory and practice of retail management and retail marketing, more and more
attention is being paid to positioning, i.e. to the marketing strategy that being enables to
develop in customers’ mind such an image of a retail company like Lifestyle which helps
to differentiate it from competitors and, using various marketing tools, to satisfy
customers’ needs better and strengthen their loyalty.

1
 CHAPTER-1

INTRODUCTION
Over view of the study

India has the highest shop density in the world and the present retail market in India is
estimated to be US$ 200 billion of which only 3% (around US$ 6 billion) is in the
organized Sector. This organized retail sector is poised for a take off. India is ranked
second in the global retail development index out of 30 by AT Kearney. With the
organized retail segment growing at the rate of 25-30 per cent per annum, revenues from
the sector are expected to triple from the current US$ 7.7 billion to US$ 24 billion by
2010. The share of modern retail is likely to grow from its current 3 per cent to 15-20
percent over the next decade. 85 per cent of organized retailing is taking place in India’s
urban areas while 66 per cent of it taking place in India’s 6 main cities alone. The growth
is much faster in south India than in northern states. The total retail market in south India
is $94 billion and of this organized retail is $8.5 billion. In southern part of India the
organized retail market growth is estimated as 35 per cent per annum. In Chennai the
growth rate is 12 percent while in Hyderabad it is 7 percent and in Kerala it is 3-4 per
cent per annum. As per Technopark study the sales in the organized sector for food,
beverage and tobacco is $195 billion which cover 65 per cent. Sale of personal care
product is $15 billion (5 per cent) and apparel at 7 percent around $21 billion. In coming
years Co-brands labels was more in these products. The paper explores the evolution of
this sector of economy. The main theme of enquiry of this paper is what it all means for
the Indian society. Recognizing the short-term and long-term growth of retail in India, a
number of domestic business giants have entered the retail industry or are planning to do
so in the near future. Some like Pantaloon Retail, Shopper’s Stop and Pyramid Retail
have been in the industry for a decade. Others like Reliance Retail Ltd.(RRL) have just
entered and opened up a number of stores across the country. Each of these domestic and
international retail giants have or will introduce a number of modern retail formats like
malls, hypermarkets and supermarkets. Initial consumer response to these novelties in the
retail sector has been very promising and as the middle-class continues to grow,

2
organized retail in India is sure to see large returns. In fact, organized retail is growing at
a staggering 35% per year. As organized retailers enter the Indian market, however, they
must be mindful of the unique status of retail in the country. Retail in the country has
been dominated by millions of unorganized retailers who have used consumer proximity
and home-delivery as their operating ideals to cater to the Indian consumer that has
become accustomed to this convenience. Individually they are a minor factor in the retail
plans of any giant organized retailer but collectively they represent the historic state of
retail in India that is so deeply intertwined in the economy of the country and the psyche
of the Indian consumer that co-existence with them is a better policy rather than
competition.

There is growing managerial interest in the study of consumer shopping orientations as a

means for market segmentation and positioning. A variety of shopping behaviors have
been identified in previous literature. Studies on shopping orientations cover different
industries, products, and groups of consumers. Examples include: catalogue shopping,
grocery shopping, non-store retailers shopping, supermarket shopping, cosmetics
shopping elderly shoppers and recreational shoppers.

In an attempt to measure the decision-making styles of consumers in shopping

orientations, developed a Consumer Style Inventory (CSI) that has been widely validated
and applied in different countries. The CSI is believed to be a significant counseling
device to consumer affairs specialists and a good instrument for segmentation and
positioning to marketers.

In the past two decades, global marketers have been attempting to explore various market
opportunities in Asia, with particular focus on Indian market. The development of
consumerism in India has helped to increase the retails sales from 126.49 billion in 1978
to 3,915 billion in 2011. Because of this trend, India has attracted more than US$ 175
billion in foreign investments. In the light of the retail development, a study of the
characteristics of Indian consumer behavior is noteworthy.

3
The thesis has attempted to serve two purposes: first, to examine the cross-cultural
applicability of the Consumer Style Inventory in India; second, to identify the decision
making styles of the Indian consumers. As marketers manipulate the various principles of
marketing, so do the consumers they seek to reach–choosing which products and services
to buy, and which not to buy, choosing which brands to use, and which brands to ignore.
Consumers make decisions based on the expected outcomes of their decisions. In this
model consumers were viewed as rational actors who were able to estimate the
probabilistic outcomes of uncertain decisions and select the outcome which maximized
their well-being.
However, as one might expect, consumers are typically not completely rational, or
consistent, or even aware of the various elements that enter into their decision making. In
addition, though consumers are good at estimating relative frequencies of events, they
typically have difficulty translating these frequencies into probabilities. Consumers got
approximately where they wanted to go and then stopped the decision-making process.

With Satisfying, however, consumers might just evaluate apartments within a certain
distance to their desired location, stopping when they found one that was “good enough.
After all, if a marketing executive can’t predict consumer behavior, then what use is a
decision-making paradigm? The investigation of the field of bounded rationality. For
each product, marketers need to understand the specific decision-making strategy utilized
by each consumer segment acquiring that product. If this is done, marketers can position
their product in such a manner that the decision-making strategy leads consumers to
select their product.
Consumers form a subset of brands from which the decision-making strategies are
applied. For example, if asked to enumerate all the restaurants that one could recall, the
list might be quite extensive for most consumers. However, when a consumer first
addresses the question of where to dine that evening, a short list of restaurants that are
actively considered is utilized for the decision-making process. The increasing
complexity of a decision produces more steps in the decision process. In essence, more
cognitive effort would be expended in evaluating members of the consideration set and
reducing that number to an eventual choice.

4
The quality of life can come directly from the benefits supplied by the product, or can
come indirectly from the social accolades or sanctions provided by members of the peer
group. When one is attempting to manipulate marketing variables such as price or
promotion, or even conduct research into consumer decision-making, it is critical that a
solid theoretical base be used. Without this base, the potential of producing contradictory
or misleading answers and the attempts to manipulate the variables at hand may produce
less than satisfying results.

RESEARCH OBJECTIVES:

 To examine the marketing strategies adopted by Lifestyle to tackle the

stiff competition in the Indian retail sector.
 To upgrade my knowledge in the field of retail sector.

SCOPE AND SIGNIFICANCE

The scope of this research focuses on respondents who intend to buy a product from
supermarkets. This research focuses on consumers who thought that the supermarket is
the best option for purchase the product. Even the consumers can play the important role
in different supermarket in India.

As I have to find the brand image, loyalty, preference and acceptability of Lifestyle from
its existing customers and new potential customers. The study aims to analyses the
consumer buying behavior with respect to brand image.

LIMITATION OF THE STUDY

In this research, only four factors are being studied to determine the position of
supermarkets in India. The study also focuses on only the consumer who influenced or
intent to purchase a product from retail organization.

5
 CHAPTER-2

RESEARCH METHODOLOGY

RESEARCH DESIGN

Keeping in mind the objective of the study the research design kept is descriptive and
exploratory. It allows the study of specific concerns and theory. The researcher was
consulted various magazines, newspapers, books, and reference materials, based on
which a pre test was conducted. A pre test is essential to have an idea of the most
preferred brand in the urban market based on which the final questionnaire was prepared.

UNIVERSE

As my study is base on the urban sector; my target population for sampling was on
Rajouri Garden, Delhi.

SAMPLE SIZE AND SAMPLING TECHNIQUE

Since the reported study was concerned to analyses the consumer buying behaviors.

1. Sampling Technique -I may use both Probability and Non probability sampling
techniques, i.e. , convenient sampling

2. Sampling size - 100

DATA COLLECTION

Primary Data was collected through structured questionnaire. The research was carried
out by collection of data through interviews conducted at the personal interview, via
telephone and via e-mail. To meet the required objectives the instrument was used for
collecting data was questionnaire method. Questionnaire is defined as a general term to
include all techniques of data collection in which each person is asked to respond to the
same set of questions in a predetermined order. Descriptive research using opinion
questionnaires will enable researcher to identify and describe the consumer preferences
and needs.

6
Secondary data sources such as use of the books, research journals, websites and
commercial reports published by well-known authors in the similar area have been
analyzed. However, these are the only important secondary sources that were found to be
of any relevance to the research area.

TOOLS
Pie charts, bar diagrams and excel sheets

7
 CHAPTER-3

INDUSTRY OVERVIEW
PAST PRESENT AND FUTURE TRENDS

India preferred as the 5th most favorable destination for international retailers The Indian
retail market is estimated to exceed US$ 750 billion by 2015, according to the India
Retail Report 2013 (IRIS Research), presenting a strong potential for foreign retailers
planning to enter India. According to A T Kearney’s Global Retail Development Index
(GRDI) 2012, India is the 5th most favorable destination for international retailers. Of the
total Indian retail market, 8% constitutes the organized retail segment which is estimated
to grow at a rate of almost 30% by 2015, and hence at a much faster pace than the overall
retail market which is forecast to grow by 16% in the same period.

Until 2011, the Indian Central Government denied Foreign Direct Investment (FDI) in
multi-brand retail, forbidding foreign groups from any ownership in supermarkets,
convenience stores or other retail outlets. In late 2012, the Government of India passed a
Foreign Direct Investment policy which allows foreign retailers to own up to 51 per cent
in multi-brand retail and 100% in single brand retail.

Talent Pool Availability

The introduction of the FDI in retail policy will impact the availability of talent. Many
institutes have now introduced specialised post graduate degrees in retail management; i.e
approximately 6,000 qualified professionals with expertise in the field of retail
management are being trained every year. Until now, retailers have sponsored courses in
some of the top B-schools to attract talent at a junior level , while hiring at a mid to senior
level has primarily been from competitors.

Pantaloon has sponsored L.N Welingkar, Kriloskar Group – KIAMS, RPG Group – RPG
institute of retail management, Future Group – IGNOU, Brila Group – Bimtech, Garware
Group – Garware institute of management.

We believe that the current trends and the rapid growth of the market will create an acute
shortage of talent at the mid to senior level, creating high demand for candidates that are

8
experienced in setting up large retail chains as well as candidates with international
exposure. This increase in demand is likely to drive up salaries. The figure below
illustrates the inflation rate in India over the last 5 years;, consequently average annual
increase in salary was between 12-18% in the retail sector as a result of skill shortages
spurred by the entry of new foreign players. In addition, salary increases are likely to go
up by 20-25%.3

The modern supermarket is an American invention. When the first one – called King
Kullen – was established in 1930 by an Irish-American salesman Michael J Cullen
(1884–1936) by introducing the concept of self-service, people thought everything at his
store will get stolen and he will go bankrupt soon. But in the space of only one year,
Cullen started seven more stores!

In the 1960s, the supermarket concept got maturity and was acknowledged around the
globe. Interestingly, the first supermarket of India – Delhi’s Super Bazar – was started
way back in 1967.

This retail buzzword is actually not a format. A mall means a large building complex
with a conglomeration of shops of various sizes and types, with fun, food and
entertainment facilities. The first mall in India was set up in 1997 by the Goenka Group
in Chennai, called Spencer Plaza. A mall can never be successful until it has at least five
anchor tenants, a successful hypermarket or a destination supermarket, an established
department store, a multiplex, a food court and an outlet of a QSR brand such as
McDonald’s, Domino’s or Pizza Hut. The anchor tenants always pay much less rent than
the market rate. Mall builders who forget this rule usually end up in failure. Global
retailers follow mainly four formats: hypermarket, warehouse club, super-centre and
department store. Retailers interested in becoming national players should adopt any
large format that is suitable. For the local level, the supermarket format is the best
advisable.

The basic objective of all these retail formats is to attract customers and generate good
sales. Therefore, they must focus on the needs and preferences of customers. The owners,
promoters and the operations team should also understand their format’s USP and work
accordingly.

9
MAJOR PLAYERS AND MARKETING SHARE

Just like a lengthy soap opera, it has been unfolding for almost a year. Each episode
brings a new development. The Indian public has been lapping it up in right earnest. And
a quiet revolution is brewing in the Indian retail space. Every industry major worth its salt
is putting money into retail ventures tempted by the thickening pay packets of the
spending public. Why not? For, statistics show that retail industry accounts for 10 per
cent of the GDP of India, which is projected to grow at 8 per cent. The appearance of the
$20 billion Reliance Industries Ltd, India's largest private sector player, in the retail
space, everyone thought, was the ultimate. But telecom heavyweight Bharti Enterprises
has struck a deal with world's largest retailer Wal-Mart to go one up. Will it herald a flow
of leading foreign retailer chains to India? Well, one has to wait and watch. The share of
organized retailing is about 3 per cent of the total retail industry in the country estimated
to be around $300 billion. It is still dominated by the unorganized sector. But organized
retail sector is predicted to grow at over 20 per cent annually and touch $23 billion by
2010 indicating that there is room for more players. It is this massive scope of the retail
industry that is prompting leading brands like Reliance, Tatas and Birlas to take the
plunge and try their luck. The existing retail kings Pantaloon and Shoppers' Stop are
unfazed by the development for they feel the huge domestic market with rising consumer

10
spending is hardly even-stretched now and hence is capable of absorbing much more. The
entry of Wal-Mart had been in the air for some time. So it comes as no surprise. The
French retail giant Carrefour and the UK-based Tesco are already in talks with Indian
companies to set foot in the country. The Gulf-based Emke Group with its popular Lulu
hypermarkets has targeted Kerala to open its account. Of all the factors, none has
energized the organized retail sector than the entry of Reliance Industries Ltd., one of the
leading private sector players in the country. The RIL Chairman Mukesh Ambani
announced investment of more than $2 billion into its retail venture called Reliance
Retail Ltd. Lifestyle also promised to spend over $5 billion in the coming years in RRL,
the wholly owned subsidiary of Reliance to cover 1500 cities. The company began its
foray into retailing by opening Reliance Fresh, dealing in dairy products and grocery, in
Hyderabad in October. Unlike other retailers, Reliance has gone for non-metros because
of low rentals. After Hyderabad it is planning to move to Chennai. It has zeroed in on
Ahmedabad to start the hypermarket chain. Perhaps drawing inspiration from Reliance's
arrival in the retail scene, Birlas and Tatas have also declared their plans. The Aditya
Birla Group comes with next biggest investment after Reliance. It will shell out over $1.3
billion in the next three years. Starting from 2007, it will have 6000 stores during the
period with major focus on food, grocery and lifestyle garments. Tata Sons director R.K.
Krishna Kumar had recently made it clear that the company's debut in consumer durables
product retailing through its arm Infiniti Retail will cement Tata's presence in the ongoing
retail revolution. Tata will pump in $80 million in the retail venture to set up 100 stores in
the next few years selling a range of electronic products and brands. It has already begun
the retail voyage from Mumbai. It has technical support of Australia-based Woolworths
Ltd. in the venture. Lording over the retail scene in the country currently is Kishore
Biyani-led Future Group. The group, started as a garment manufacturing company almost
20 years ago, entered modern retail with Pantaloon Retail outlet in Kolkata in 1997. It has
now grown into a retail giant with 140 stores across 32 cities in the country, which
includes hypermarket chain Lifestyle, supermarket chain Food Bazaar and malls called
Central. In a recent interview, Kishore Biyani said Pantaloon may sell stakes in some of
its units to partly fund 4000 stores it aims to open by 2010. He plans to spend $1 billion
to stave off challenge from the new entrants, particularly Reliance. Biyani reckons that

11
the cushion of substantial acquired retail space in the backdrop of rising rentals will give
him a head start over others. Pantaloon Retail (I) Ltd, which clocked gross sales of $410
million for the financial year ended June 2006, operates through close to 4 million sq ft.
of retail space. Keeping pace with Pantaloon is the Raheja Group retail firm Shoppers'
Stop.
This member of the global entity of the Intercontinental Group of Department
Stores have 20 lifestyle and 33 Crossword outlets. It has also introduced value retailing
business with hyper city. The group plans to extend its retail space six times to over 6
million sq ft. in three years. Managing director and CEO B.S. Nagesh has also announced
his intention of expanding footprint to tier 2 and 3 cities in the country. The galloping
retail bandwagon is expected to have significant impact on the employment scene in
India. Their new business will generate one million jobs of the company's AGM.
Pantaloon currently employs over 14,000. Now with Birlas and Tatas in the fray, it is
good news for job seekers. There are several big and medium retail players who are doing
brisk business, be it in consumer products or in fashion apparels. They include Trent,
Titan, Wills Lifestyle, Raymond, Café Coffee Day, Provogue, Trinethra etc. As for
foreign retail majors, Wal-Mart's arrival has come even as they have been waiting for a
clear-cut foreign direct investment (FDI) policy. At present 51 per cent FDI is allowed in
single brand retailing and they are hoping that it would be extended to multi-brand
outlets. The global players have been entering India through licensee or franchisee route.
Wal-Mart is no different. Bharti Enterprises was the franchisee of Wal-Mart in India and
will own the retail shops in the country. Bharti Enterprises chairman and group managing
director Sunil Mittal has described the union as a joint venture of equals. The rollout of
retail shops is slated to begin from August 15, 2007. In the Asian region, Wal-Mart has
presence in China and Japan. It was only a matter of time it came to India, the second
fastest growing economy after China. Most of the globally famous brands like Nike,
Levis, McDonald's, Domino, Benetton, Swarovski, Tommy Hilfiger, Revlon, Marks &
Spencer, etc. have been operating from big cities, mainly from shopping malls, through
franchisee route. The Dubai-based Landmark Group and Abu-Dhabi-based Emke Group
could be other big ticket foreign investors in the country. The $65 million Emke Group
has its Lulu hypermarket chain spread over all the Gulf countries. Chairman

12
M.A.Yusufali, a Keralite, has preferred to start his retail foray from his home state. He
has identified Kochi for starting the first Lulu hypermarket in India. One factor which can
be a stumbling block before the organized retailers could be quality retail space. In the
face of surging rentals in metros, this is definitely something the players have to grapple
with. This may not be a problem for established retailers like Pantaloon, who have been
in the scene for several years. Pantaloon is learnt to have blocked 10 million sq ft. of
space at reasonable rental for its future expansion. It is aiming for 30 million sq ft. by
2010 while Reliance is targeting something like 100 million sq ft. in three years. But even
established players cannot remain complacent and have to be constantly on the lookout
for retail space or they was left behind in the retail juggernaut. No wonder many new
comers are looking to start with smaller cities and towns and gradually work their way to
the big cities.

13
 CHAPTER-4

COMPANY PROFILE

HISTORY

Lifestyle International (P) Ltd. started it operations in India in the year 1999. It is a part
of the Dubai based retail and hospitality conglomerate Landmark Group and comprises
Lifestyle stores (Large format Departmental stores), Home Centre (Home Improvement
stores) and Max (Value fashion chain) along with International fashion apparel brand
Bossini.

Lifestyle started its journey in India with the launch of its first Lifestyle store in Chennai
in 1999. Positioned as a trendy, youthful and vibrant store, Lifestyle offers consumers the
latest in fashion and lifestyle in an enjoyable shopping experience. Each Lifestyle brings
together multiple concepts under one roof – Apparel, Footwear, Children’s Wear, Beauty
& Accessories offering a convenient one-stop and a choice of leading national &
international brands. Present across major metros in India, Lifestyle is rapidly expanding
its footprint across the country. Currently there are 44 Lifestyle stores across Ahmedabad,
Bangalore, Chandigarh, Chennai, Coimbatore, Calicut, Delhi, Gurgaon, Jalandhar,
Jammu, Kanpur, Kolkata, Hyderabad, Jaipur, Surat, Mangalore, Mohali, Noida,
Vijaywada, Mumbai, Nagpur, Ludhiana, Ghaziabad, Bhopal, Kolkata, Thane, and Pune.

In keeping with the tradition of making every shopping experience even more rewarding
and memorable, Lifestyle introduced membership to the most privileged shopping circle
in the country – Landmark Rewards. As a privileged member, every shopper gets to
enjoy exclusive benefits and privileges such as reward points. Lifestyle International Pvt
Ltd today offers a truly international shopping experience, a fact borne by numerous
accolades:

 Top 10 Best Companies To Work For In India: 2015 Great Place To Work®
Institute

14
 No. 1 Best Company In Large Organizations (10,000+ Employees) 2015 Great
Place To Work® Institute
 No 1. Company To Work For In Retail Sector In India By Great Places To Work
Institute And RAI For Two Consecutive Years 2015 & 2014
 Lifestyle International Pvt Ltd Recognized As The 21st Best Place To Work For
In Asia In The 'Best Workplaces: 500+ Employees' Category By Great Place To
Work
 Lifestyle Receives Most Admired Fashion Retail Destination Of The Year At The
Images Fashion Awards For Five Consecutive Years 2015, 2014, 2013, 2012 &
2011
 Lifestyle International Pvt. Ltd. Recognized As 42nd Best Workplace In The
Country And 2nd Best Company To Work For In The Retail Sector In India By
Great Place To Work Institute Survey 2013
 Lifestyle International Pvt. Ltd. Recognized For ‘Best HR Strategy In Line With
Business’ At 4th Asia’s Best Employer Brand Awards 2013
 Images Most Admired Beauty Products Retailer Of The Year: Department Store
Chain At Images Beauty & Wellness Awards 2013
 Retail Supply Chain Excellence Award – Express Logistics & Supply Chain
Conclave & Awards 2012
 Lifestyle Awarded Most Admired Retailer Of The Year, Department Store
Category At The Images Retail Awards 2012, 2011 & 2008
 Home Centre Awarded Most Admired Retailer Of The Year, Home And Interiors
Category At The Images Retail Awards 2010 & 2009
 ‘Reid And Taylor’ Retailer Of The Year Award For The Year 2006 For Lifestyle
 Lycra Images Fashion Awards For The ‘Most Admired Large Format Retailer Of
The Year’ In 2006 For Lifestyle
 ‘ICICI – KSA Technopak Award For Retail Excellence’ In 2005 For Lifestyle
 ‘Most Respected Company In The Retail Sector’ By Business World – IMRB In
2003 And 2004 For Lifestyle

15
 20/07/2015 Top 10 Best Companies To Work For In India: 2015 Great Place To
Work® Institute
 20/07/2015 No. 1 Best Company In Large Organizations (10,000+ Employees)
2015 Great Place To Work® Institute
 18/03/2015 ‘Code By Lifestyle’ Signs Farhan Akhtar As Brand Ambassador
 25/02/2015 Lifestyle Inspires Insta-Style With Its Chic Spring Summer 2015
Collection
 12/02/2015 Lifestyle International Pvt. Ltd. Recognized As No. 1 Best Workplace
In India: Retail
 08/02/2015 Lifestyle International Pvt. Ltd. Recognized Amongst 25 Best
Workplaces In Asia
 Lifestyle Receives Most Admired Fashion Retail Destination Of The Year At The
Images Fashion Awards For Five Consecutive Years 2015, 2014, 2013, 2012 &
2011

 September 2014 Kabir Lumba Recognized As The ‘Most Admired Retail

Professional Of The Year’ At The Images Retail Awards 2014
 25/07/2014 Lifestyle Launches 1st Store In Jammu
 January 2014 Lifestyle International Pvt. Ltd. Relocates Corporate Office To
Yamlur, Bangalore

 Lifestyle International Pvt. Ltd. Recognized As 42nd Best Workplace In The

Country And 2nd Best Company To Work For In The Retail Sector In India By
Great Place To Work Institute Survey 2013
 Lifestyle International Pvt. Ltd. Recognized For ‘Best HR Strategy In Line With
Business’ At 4th Asia’s Best Employer Brand Awards 2013
 Images Most Admired Beauty Products Retailer Of The Year: Department Store
Chain At Images Beauty & Wellness Awards 2013

16
VISION, MISSION AND OBJECTIVES

Vision:

To create a truly global brand that provides growth opportunities for the company and its
employees, whilst achieving its goal of becoming the number one value fashion retailer
across the Middle East & India.

Mission:

 Be a market leader in the field of value retailing.

 Provide fashionable products at affordable prices.
 Be innovative, cost effective and globally competitive.
 Exceed our customer’s expectations.
 Provide opportunities of growth for our employees.

Core values

 Constant focus and development on the product & value offered.

 Continuous improvement of the customer’s shopping experience.
 Commitment towards staff training & development.
 Encouraging open work culture.

17
ORGANIZATIONAL STRUCTURE

MARKETING STRATEGIES OF LIFESTYLE:

Target Audience:

 Lifestyle targets higher and upper middle class customers.

 The Large and growing young working population is a preferred customer
segment.
 Lifestyle specifically target working women and home makers who are the
primary decision makers.

Different Elements of Retail mix:

 Merchandise assortment

18
  Location
 Price
 Visual merchandising

Retail Mix Contend:

 Store atmosphere
 Customer service
 Advertising
 Promotion
 Personal selling

Product Values

Brand Lifestyle stands for delivering value for money. Customer service and shopping
comfort are at the core of Lifestyle’s philosophy. Innovation and initiative define its
brand character. It strives to reach out to its customers by imbibing the local flavor and
melting into the local geography.
Lifestyle has recently launched a campaign titled Power of One. This initiative
encourages customers to add One Rupee to their bill towards donation to a social cause.
Lifestyle makes an equal contribution and donates the entire proceeds to an NGO called
Save the Children India. This is a selfless body which has been working for the welfare
of children from marginalized sections of society. Lifestyle has recently launched a
corporate campaign which revolves around a family having a great time together. The
brand anthem Khushiyon se Bhari Jholi connects with the customers at an emotional
level positioning Lifestyle as part of the happy moments.
Brand Image and Identity:

The brand image that Lifestyle aimed at portraying was of a trustworthy, reliable store
that cared for the customer and ensured the best deals or lowest prices for them. It aimed

19
at being perceived as a trusted source of household needs, easily accessible and one that
offered great prices and savings.
Brand Positioning:
Discount retail chains like Lifestyle needed to position themselves against the
neighborhood stores, which were their major competition. The latter offered personalized
service and had small scale operations. However, they were not technology savvy and did
not have economies of scale. They were seen as profiteers rather than relationship
builders. The unique position of Lifestyle stemmed from the relentless focus on value
delivery.

Brand Strategy:

By opting for smaller outlets, Lifestyle increased its presence. The aim was that no one
should be further than 2 km away from a Lifestyle outlet. The target obviously was the
masses. To succeed, the discount chain needed to integrate backwards into the supply
chain cut out middlemen and offer better prices to consumers. Organized discount
retailing was still relatively unexploited in India, and Lifestyle was cashing in on this
opportunity. Lifestyle worked on the premise that it would do business with the customer
for the next 30-40 years. Therefore, the focus was on building a lifetime relationship with
the customer than merely a transactional one. In this respect, the company attempted to
know the customers—where they lived and what exactly their needs were.
Logistics:
 Logistics is the art and science of managing and controlling the flow of goods,
energy, information and other resources like products, services and people from
the source of production to the market place.
 It’s important to have professional logistical support.
 The operating responsibility of logistics is the geographical repositioning of raw
material, work in process and finished inventories where required at the lowest
cost possible.

20
Branding through Advertising:
Lifestyle had initially used only print advertisements and mailers to promote its services.
It began advertising on television before the Diwali firecracker sale and also to position
itself as a retail store brand which gave a value offering to customers that contributed to
better savings and hence an improved lifestyle. The creative of the Lifestyle TVC pointed
out: Colour coding was used in the TVC. The housewife’s clothes reflected the brand
colours, and the brand logo was shown prominently. As regards the branding strategy of
the commercial, the brand promised meaning a prosperous life. The problem the agency
faced with the brand image was that Lifestyle was viewed as just a discount store. This in
turn meant that it was regarded as not really “up there” with the big stores. People could
dismiss it as a place where you saved just a few paise. The strategy was to convert these
savings into something much more. The route taken was to talk about how small amounts
saved today could mean a better life tomorrow. All the ten rupee savings taken together
would enable the housewife to indulge her husband with a new watch, her father-in-law
with his supari, her son with a computer! This value addition made the discount concept
more palatable, transforming it into a quest for a better life.
Brand Perception:
One hundred respondents from Delhi were administered a questionnaire that tested their
perception of Lifestyle, their preferences during supermarket shopping, their priorities
regarding ambience, savings and so on. The results of the survey could help determine
the strategy that Lifestyle could follow to remain the undisputed leader of retailing. The
results showed that there was a perception among over 50% of the customers that the
quality of the stock at Lifestyle was not up to the mark. Two-thirds of the respondents
considered price to be an important choice driver for retail stores. Over one-third did not
have a favorable opinion of quality of Lifestyle. It was perceived as a down-market store.
This was a phenomenon particularly in higher income groups. Other observations were
that customers found the lack of product display a disadvantage but they were willing to
travel ten minutes to reach a Lifestyle store. People who visited Lifestyle also visit corner
stores and Food World. Basic expectations like quality and availability figured high in the
list of priorities. Little or no importance was given to peripherals like friendly assistants

21
and ambience. They found the communication that the idea of saving hard earned money
relevant.

Lowest Prices:

The same has been possible due to the following factors

Buying from the source of production.

Buying in large quantities by catering to the needs of all the Apna Bazaar outlets in
the state apart from our institutional sales.

The above two points provide the base for securing all the stocks at a very cheap rate and
the accrued profits are passed on to the consumers in the shape of the following

Providing all items at less than MRP rates.

Promotional activities.

Discounts and offers (freebies).

Lifestyle has achieved tremendous success in the same and also it has been possible due
to our loyal nationwide producer base.

Quality:

Lifestyle adheres to the best quality standards, that is, our products are AGMARK
accredited. The same has been possible due to the long process commencing from
identification, selection, cleaning, purification, packaging and storage. The whole work
process tackled from the following angles - adulteration, mixing and imitation. The other
notable factor is that we ensure the weighment and quantity of the products before they
are dispatched for sale (before packing and after packing) in the warehouse.

Work Force Productivity:

22
Lifestyle possesses an army of well-trained large volunteer force that ensures maximum
interactivity. The same has given the advantage to get the best out of their capacity vide
making them work on a flexi-hour basis. Lifestyle volunteer-to-outlet ration has enabled
us to divide work among them in areas as:

 Service
 Maintenance
 Monitoring
 Point-of-purchase assistance

Lifestyle is proud to reveal the fact Pre-employee productivity of is one of the best
among all the retail chains in India.

Easy and Quick Availability:

All our outlets are equipped with a complete range of products that forms a part of the
daily/regular needs of a typical Indian family. All the products are available under one
roof, groceries, food and beverages, milk, personnel care products, vegetables, crockery
items and so on and also they come with depth in range and makes. The whole process is
based on the foundation of “Freedom of Choice” to shop at a one-stop!

Home Delivery:

Lifestyle have introduced for the benefit of our consumers the concept of “Home
Delivery”, the same has been utilized well by people who are busy and have little time to
spare for shopping. The same is worked out by dialing helpline at no extra cost.

Ambience:

To put their customers in the proper frame of mind and instill the dose of “shopping
spirit”, Lifestyle outlets are done up in the most modern, tasteful and well-decorated
manner. The blue hoardings at their outlet's entrance signify a positive spirit and
approach serenity, calmness and above all that “feel at home” theme. In addition to this,

23
Lifestyle are further guided by the themes of “Shop-at-Ease in Peace” or “Shopping
Peacefully”.

Other Advantages:

 Lifestyle network extends to more than 1,100 mandals and has specified
consumer cells.
 Lifestyle possesses a network of 30 branches in various parts of the city.

Value-added Services:

 Customer Suggestion Box: Every outlet possesses special boxes wherein,

Lifestyle customers can deposit their suggestions and complaints pertaining to any
product or service.
 Consumer Grievance Cell: Problems faced by the customers in their day-to-day
life relating to products and services used by them and the complaints against
defects in them are lodged in cell. The same are maintained carefully and resolved
through consumer courts.
 Convenience–Joints: Lifestyle are initiating the introduction of “Bill Payment”
service through which our customers can pay their telephone, water, electricity
bills and bookings for cooking gas, travel, etc.
 Supplier focus towards achieving world class supply chain efficiency. Lifestyle
are very much focused and believe in the theme, “Together let us redefine the
view of business in the minds of consumers”.

Advantages:

 Continuous Availability
 Authentic Promotions
 Sale
 Good Will
 Brand Penetration
 Low Transaction

24
Strengths:

 Higher Retention Rates

 “Stable” Supplier Relations
 Multiplier Effect

Up-gradation at the Outer Level:

 Increase in display space

 Creation of separate section called “Latest” or “New Arrivals” in each product
category (Encouragement to niche products)
 Induction of more product lines into our product portfolio range
 Implementation of innovative, makes customers feel happy resulting in an
increase in the sales
 Creation of regular promotional (frontage) space in all the outlets thus helping the
suppliers working out their business more practically at the outlet level

Lifestyle encourage:

 Quality Products
 More Discounts / Margins
 Your participation in various welfare activities conducted by CARS (Trust)

The other noted point is that Lifestyle has a solid and established base all over the state
which is a major plus to the suppliers, manufacturers and farmers. The same comes about
in the form of no investment required on advertising and publicity and instead they can
avail the facility of outlets all over the state, reaching so many consumers is a task
possible only through Apna Bazaar. The Producer/Manufacturer also need not invest any
money on advertising since Apna Bazaar will ensure the sale of his product. More than
20 lakhs consumers all over the state are being introduced to new products, through Apna
Bazaar.

25
 CHAPTER-5

LITERATURE REVIEW

Evolution of Retail Market in India:

In the beginning there were only kirana stores called Mom and Pop Stores, the Friendly
neighborhood stores selling every day needs. In the 1980s manufacturer’s retail chains
like DCM, Gwalior Suitings, Bombay Dying, Calico, Titan etc started making its
appearance in metros and small towns. Multi brand retailers came into the picture in the
1990s. In the food and FMCG sectors retailers like Food world, Subhiksha, Nilgris are
some of the examples. In music segment Planet M, Music world and in books Crossword
and Fountainhead are some others. Shopping Centres began to be established from 1995
onwards. A unique example was the establishment of margin free markets in Kerala. The
millennium year saw the emergence of super markets and hyper markets. Now big
players like Reliance, Bharti, Tatas, HLL, ITC are entering into the organized retail
segment. The big international retail bigwigs are waiting in the wings as the present FDI
guidelines do not allow them to own retail outlets in the country. Wallmart is testing the
waters by agreeing to provide back end and logistic support to Bharti for establishment of
retail chains with a view to study the market for future entry when the FDI guidelines
change and to establish a backbone supply chain. The different phases are in the growth
of organized retailing in India. The drivers for the impending retail boom or ‘R’
revolution are many. The increasing purchasing power of the Great Indian Middle Class
is the major reason for retail rush that is being witnessed. Fueling this fact is the changing
demography of the Indian populace. The percentage of young people in the country is
increasing. It portends well for the retail business as it is the young people who buy more
than the old. Again the percentage of women in the population is showing an increasing
trend. This again is good news for the retail market as women are more avid shoppers
compared to men folk. The spread of the visual media is contributing its might in
spreading visibility of various consumer goods to the public which heighten their
aspirations to consume more and to shop in more congenial and luxurious environment.

26
The increasing number of double income family who has more disposable income is
another contributing factor for this phenomenon.

Indian Consumer:
The Indian consumer has undergone a remarkable transformation. Just a decade or two
ago, the Indian consumer saved most of his income, purchased the bare necessities and
rarely indulged himself. Today, armed with a higher income, credit cards, exposure to the
shopping culture of the west and a desire to improve his standard of living, the Indian
consumer is spending like never before. Organized retail with its variety of products and
multitude of malls and supermarkets is fueling his addiction. His new mentality, in turn,
is fueling the growth of organized retail in India.
Young Shoppers:
India’s population is young, very young consumers have grown up with television, the
internet, and have been exposed to the standards of living and consumer culture abroad.
This generation is also making money at a younger age and lots of it, thanks to call
centers and other avenues of employment opening up that cater to students in college and
schools. As a result they are ready to spend most, if not all of their income on apparel,
accessories, and electronics. Higher Incomes Liberalization of the country’s economy has
brought a number of employments opportunities. With the entry of a number of
multinationals and the expansion of domestic corporations, job prospects in the country
are looking up. As a result, incomes and consumption are projected to increase rapidly

27
over the next couple of years. This sets the stage for a very exciting and promising retail
market in the future.
No Money, No Problem:
The finance sector has already seen a huge expansion. Unlike a decade ago, credit cards
and short-term loans have become easily accessible and have contributed to the
emergence of a consumer culture in India. Credit card rewards schemes, flexible
financing options and all the other common lures are tempting the Indian consumer to
shop. With loans for everything from a home to an automobile freely available, the Indian
consumer can start spending on big-ticket items that were traditionally within his reach
only after years of savings.
Urbanization:
Growing urbanization is also responsible for the changing consumer psyche. As
urbanization spreads beyond the major cities, it converts the local population from net
savers to net spenders. This is consistent with what has been observed in developing
countries like Thailand, Malaysia and developed countries like U.S.A and the U.K.
The Lure of Organized Retail:
Another important factor to consider is the effect of existing organized retail in India in
fueling consumerism. New malls and supermarkets with their modern decors and
multiple products are enticing Indian consumers. This is one of the most direct factors
responsible for the mentality change of the Indian consumer. As people see their
relatives, friends, neighbors shopping at these new establishments, they are bound to
jump on the bandwagon as well.
Current and Future Players:
Organized retail in India is currently dominated by players that have been in the market
for at most two decades. Lifestyle Retail is the market leader with its multipurpose low
cost stores as well as specialized clothing retail outlets. Shopper’s Stop operates multi-
storey malls in the major metros and is the equivalent of a Macy’s in the U.S. A number
of other individual brand retailers like Haldiram, Raymonds and Titan also represent
organized retail in India. Today, a number of major business houses in India are
launching massive organized retail ventures like Reliance, Bharti (in a Joint-Venture with
Wal- Mart) and The Aditya Birla Group. These companies that control many of the other

28
industries in India have recognized the potential of organized retail. They are leveraging
their enormous cash reserves and decades of experience of doing business in the Indian
economy and reaching out to the Indian consumer to launch a number of multi-store retail
chains.
The Success of Organization in other Domestic Industries:
Aside from international examples, India can also draw from domestic instances to
support the bright future of the organized retail sector in the country. The telecom
industry in India saw a stagnant 1% market penetration. With the introduction of multiple
technologies, removal of market regulations and influx of capital, the telecom industry
saw a compressed evolution cycle where penetration reached 10% in a matter of 8 years.
Today, the Indian cell-phone industry is one of the fastest growing in the world.
Organization of the telecom sector was integral to tap into the unrealized potential of the
giant but unrecognized Indian consumer market. Organization in the retail sector is likely
to have the same effect.
Interest Shown by the Government:
The government too has recognized the potential of the organized retail sector and is
beginning to make changes the will remove the barriers to entry in this sector and open it
up for expansion. Through the implementation of Value Added Tax (VAT), sanction of
large plots of land for retail development, permission of Foreign Direct Investment (FDI)
in real-estate and partial FDI in retail, the government has initiated the changes needed in
the organized retail sector.
Critical Policy Improvements Required:
Yet, despite all the optimistic projections of organized retail in India, a number of
improvements in a number of areas was required for organized retail in India to truly live
up to its enormous potential. With the current status-quo, organized retail is a large
market in India but with certain improvements, organized retail in India can be one of the
biggest sectors in the world.
 Currently, the government permits 51% FDI by a single-brand retailer. The retail
market needs to be opened up to 100% FDI to invite significant foreign
competition that will introduce best practices, improve productivity in the
industry and accelerate its development and penetration.

29
  The government must also reduce the amount of bureaucracy that an organized
retailer has to deal with. Currently, a large organized retailer’s needs to obtain a
variety of permits from different departments to open each outlet. This creates
significant barriers to entry and increases administrative costs. The government
must set up a one-stop department that caters to the requirements of organized
retail given the potential of this sector in bringing gains to the economy.
 The government must give the retail sector industry status to allow it to enjoy the
benefits that come with this status.
The government needs to introduce a number of policies to accelerate the growth of the
Indian retail industry. The dormancy of the government, challenges posed by inadequate
infrastructure together with a lack of exposure to best-practices have been responsible for
low productivities experienced by the few organized retailers that have been present in
the sector. Organized retailers that entered the sector before the current boom were
plagued with a number of problems that were responsible for their poor performance. It is
critical for new entrants to learn from their mistakes in order to succeed in the industry.
Productivity Performance of the Organized Retail Sector:
This section tries to outline the challenges which need to be overcome by retailers
thinking about entering the organized retail sector. The labor productivity of retail in
India stands at a low 6% of US levels, according to a Mckinsey Global Institute’s report
on Indian Retail Sector. This 6% per cent is distributed unevenly with 5 per cent for food
retailing and 8 per cent for non-food retailing. In comparison, the food retailing
productivity in Brazil is 14 per cent and non-food retailing in Poland is 25 per cent. The
rural retail employment accounts for about 60 per cent28 of the total employment in the
sector. Rural productivity in retail is about 60-65 per cent that of urban centers. There are
certain clear cut reasons why this should be the case. The average sales, in terms of
rupees per day, in a rural store are close to Rs. 1000 compared to Rs. 700029 per day for
a store in an urban area. Some of the reasons for this can be attributed to lower
purchasing power in the rural areas, self-consumption of agri-produce and a tendency of
villagers to purchase from cities. Because of these reasons, people in the villages
generally stock consumables such as tea, sugar, bulbs, wires, stationery, and a few items

30
of clothing. Low opportunity cost of the labor entails longer work hours in this rural
setting.
Reasons for Low Productivity:
Some of the reasons that have been outlined for the poor productivity performance are – a
format mix which skews towards transition formats, and poor operational efficiency of
modern formats.
Vicious Circle:
At any place, big supermarkets and specialty stores leverage their volumes to drive costs
down and possess superior skills (especially in managing inventory and marketing) to
make them more productive than counter stores. A key factor behind the miniscule
growth share of supermarkets in India, especially in food retail is the under-developed
nature of upstream industries. This results in a relatively higher pricing in the
supermarkets when compared with counter stores, giving counter stores or the
unorganized sector an edge over the organized sector in retail. A fragmented supply
chain, a sub-scale processing sector and lack of proper cold storage facilities are some of
the problems which plague the organized retail sector, especially
in food. The current government policies are also favorable to counter stores in the form
of relaxed labor and tax regulations.
Poor Productivity in modern formats:
Supermarkets in India have to operate in face of productivity hassles which can be
attributed to some of the following operational aspects of this sector: Scattered and
inefficient supply chain which inflates procurement costs (lack of focus in having a few
nation wide suppliers and instead having up to 400 per region30 needs a huge sourcing
and quality control team raising costs of procurement). The supply chain for food in India
has two or three additional intermediaries on an average compared with supply chains in
the India. This can, in part, be attributed to the market regulations such as constraints in
food grain movement across states, inability to purchase directly from farmers, etc. This
in turn slows down the growth of large processors.
Non-level playing field in the retail sector:
Counter stores in India take advantage of some of the following benefits accorded to
them by the government:

31
  Tax Vacation: The government policy enforces higher tax rates for organized
retailers, with making them pay at corporate rates, while counter stores still pay at
individual income tax rates. Tax evasion is rampant among small counter stores
owners, in fact so few of the small mom and pop store owners pay taxes, that
most of them could be thought of being on a tax vacation with the government
conveniently looking the other way.
 Uneven tax rates across states: The present tax structure necessitates the
imposition of tax on retail chains operating in a non-localized fashion. The sales
tax structure has differences in rates across states, in addition to the imposition of
a central levy on inter-state sales. It doesn’t end there, another tax (octroi) is
levied on the movement of goods from one district to another.
 Labor laws: Developing countries in general have generous labor laws. The labor
laws in India ask that work for a retail employer is limited to 8 hours, and also
require that the shop be shut for one day in a week. Though organized retailers
adhere to these laws, the counter stores remain open throughout the year, making
labor work for over 12 hours a day.
 Non-payment of market rates for inputs: Lower rent and nominal power cost
(if any) characterizes the counter stores in India, as opposed to extremely high
land and property rent paid by the organized sector.
Consolidation of market share - The big getting bigger:
In the early stages of development in retail markets, there is a proliferation of players. For
example in India in 2006 the top 100 players accounted for only 8% of the total retail
market with the top ten accounting for 3.2% of the market. However, when retail markets
develop there is a consolidation of players with fewer large players dominating the
market. This trend is starkly visible in the developed economies of US and Europe. As
per data from M+M Planet Retail, 30 retailers accounted for 20% share of the Indian
retail market. By 2007, only 8 retailers accounted for the same 20% share of the market.
Similarly, in 1990 37 retailers accounted for 20% share of the European retail market. By
2007, only 10 retailers accounted for the same share of the market.
The retail market is the next growth frontier for corporate India. It offers an opportunity
for a large player to build a Rs. 40,000 Cr retail business spanning multiple categories by

32
2015 (at current prices). Compared to this, the revenue of the largest Indian retailer Big
Bazaar was only Rs 1085 Cr in 2008. No wonder large domestic business houses and
international retailers have expressed keen interest to enter the retail sector in India.
However, to capitalize on the opportunity, a player needs to be aggressive in its outlook
and build scale quickly.

CROSS-CULTURAL DECISION-MAKING STYLES IN SHOPPING MALLS

Consumer decision-making style is defined "as a mental orientation characterizing a

consumer’s approach to making choice” basic consumer personality" that is analogous to
the concept of personality in psychology.

They are namely:

 Perfectionist and High-Quality-Conscious Consumers,

 Brand-Conscious and Price-equals-Quality Consumers,
 Novelty and Fashion-Conscious Consumers,
 Recreational and Hedonistic Consumers,
 Price-Conscious and Value-for-Money Consumers,
 Impulsive and Careless Consumers,
 Confused-by-Over choice Consumers, and

33
  Habitual and Brand-Loyal Consumers.

Traditional methods of market segmentation based on demographic variables have shown

mixed results in differentiating between those who are more likely to buy own brand
products and those who prefer national brands. Taking advantage of the emerging
convergence in human personality research on the Big Five dimensions, we focus on the
potential of human personality as a method of identifying different customer segments.
Two types of own brands are considered, those labeled with the retailer’s corporate name
and those labeled with a name independent of the retailer. Two product categories are
included, cola as an example of a low-involvement product and cosmetics as an example
of a high-involvement product. The personality profiles of buyers of these and the leading
national brands in each category are compared. Stepwise regression is used to identify
those aspects of shopper personality that predict purchase rates of all products.
Individuals who are more open to experience report higher purchases of corporately
named products, while individuals who are more extrovert report higher purchases of
national brands. Those reporting higher rates of purchase for own brands with
independent names tend to be more agreeable and extrovert. The positioning of the three
types of brands against the 5 dimensions of human personality is illustrated using
correspondence analysis.
The last stream focused on developing profiles for consumers who prefer own brands.
This provides the primary focus for our current study. Concentrate on developing profiles
of shoppers of own and national brands on the basis of demographic, socio-economic,
and attitudinal or behavioral characteristics. The market for own brands focused primarily
on demographics but more recent studies maintain an ongoing interest in profiling the
market for own brand customers using consumer characteristics.

SCALING UP MALLS

Any developer's merchandising plans should be able to determine this. Merchandising

plans are formulated through research on the demographics of the area the mall is coming
up in, competition, spending potential and behavior of the consumer. This tells the
developer about the trade-mix -- the kind of brands to stock, cinemas, accessories, food.

34
Depending on the trade - mix, the retailer decides the tenant mix - the kind of brands that
should grace the store. This creates the positioning of the mall, Says Jayant Kocher,
managing director, Lacoste, "We do look at merchandise mix, but that doesn't influence
our decision as none of the malls have any positioning."

Interestingly, this differentiation exists in India, For instance, you won't find an Ensemble
store in Lajpat Nagar market in Delhi nor will you find it on Linking Road in Mumbai.
The catch is that it needs to get more scientific, As Sharvan Gupta, director, MGF, the
company that is promoting Metropolitan, a mall in the outskirts of Delhi says: "Market
research is an important marketing tool for developers, it helps us to convince retailers to
come and occupy space."

Here's example of how a positioning gone awry can be detrimental: Crossroads, the mall
in the heart of Mumbai. Having Shyam Ahuja, JJ Valya, Zegna and Swarovski under the
same roof as Pantaloon blurs the mall's positioning. Crossroads was not able to control
crowds on the weekends and ruled that only people with credit cards, cars or cellphones
would be allowed into the mall. This put off many consumers, but the real problem was
that Crossroads tried to create the differentiation too late.

Creating differentiation within departmental stores is another important aspect, Says

Pranay Sinha, head, retail and leisure advisory services, Jones Lang LaSalle, "There are
about eight departmental stores in India, but there is no clear differentiation between
them." In more developed markets departmental stores constantly try and innovate to
bring in more footfalls. Most stores carry more or less the same brands so the latest trend
is t o work closely with these brands to develop unique merchandise to avoid competition
with stores with similar product offerings. True, these are mature and larger markets but
this is just an example of how important differentiation is.

Anshuman Magazine, managing director CB Richard Ellis sums it up: "Awareness is

making people cautious. This is leading to categorization. A middle - class customer in
Delhi is different from that in say Gwalior. One household income is say Rs 10,000
whereas in Delhi it is Rs 30,000, so the value at booth these levels was different.
Retailers have to offer products keeping in mind the value propositions."

35
But all this is part of the maturing process and it is from these mistakes that newer
entrants wasnefit. For the first movers in Indian retailing this entire process has been an
experiment that they are learning from. For instance, today Crossroads is talking in terms
of trade and tenant mix. Says Jaydev Mody, CEO, Crossroads, "We look at our mall
positioning, based on that we identify product categories and the stores that we identify
product categories and the stores that should be at the mall. We also have some other
criteria like a retailer's commitment to the business plans, financial standing and
mindset." One also has to take into account Crossroads' limitations of merging three old
factory buildings into a single mall. At the end of the day, it was job well done
considering the constraints that development was under.

Shoppers' Stop, for instance, was faced with the dilemma of whether to expand or not. It
saw great demand from places like Jaipur, Hyderabad, Chennai, Bangalore and New
Delhi, so it went ahead and expanded even though its back-end was not completely in
place nor were the trained people. Lack of trained man power for both the shop floor as
well as the back end is an issue that every retailer faces. Turnover is high and training is
expensive. Says Kocher of Lacoste, "People are bound to make mistakes but overall I am
happy with the direction retailing in India is taking." Adds Vikram Bakshi, managing
director, Connaught Plaza Restaurants, one of McDonlald's franchisees in India: "When
you create your own formats you are bound to make mistakes and brands have a lot of
learning to do."

There are several indicators to this change, for instance, the developers community which
was so far. unaware of trade and tenant mix is waking up. Says Gupta of MGF, "The
concept of malls is becoming more acceptable and with this happening, issues like trade
and tenant mix are assuming greater significance. "For instance, Metropolitan's position
is upper mid-market, which means no brands like Zegna or Louis Vuitton, "Right now
the merket is not mature enough but we want to be relevant in the mature market scenario
and positioning is key here," says Gupta.

The concept of anchor stores is becoming very important. An anchor store within a mall
is one that helps to attract people. The idea is to get people in with the lure of the anchor
and then offer them other brands under the same roof. For instance, Shoppers Stop is the

36
anchor store at Ansal Plaza and Pyramid, the anchor store at Crossroads. Says Bakshi,
"Retail projects require huge investments. The right mix of anchors is important to
ensure a high level of footfalls and developers today understand what these footfalls
mean to other retailers and they don't want to get stuck with products that don't do
anything for them." Bakshi also feels that more brands talk to each other now before
deciding on any mall.

Which basically means that tenants are becoming more demanding. "Brands like
Shoppers Stop, Music World, Westside, McDonald's Planet M add a lot of value and by
having them as one of the anchors, developers can get other brands to join in. This way
we get the site that we want, at a certain value, which is the benefit we have for being
approached," he says. This also ensures that the developer's product lives up to the
quality and time parameters. Says Kishore Biyani, managing director, Pantaloon
Fashions, "We have started considering the anchor space, the developer, the layout,
tenant mix, location and services like parking space, air conditioning and power backup.
We sign up only after making sure that the developer has an understanding of operating a
mall.

BUYING BEHAVIOUR AND APPLICATION TO THE RETAIL INDUSTRY

The essence of retail marketing management is to identify in numerical terms a target

market that is not being adequately served at present and to which the retailer can
respond with existing or potentially available resources. The role of the marketing
manager is to identify the opportunities available in the market. This can be done by
reference to economic and demographic data. For retailers the key points to consider are
the dynamics of the market that result in demographic and social change and that these
changes have on their customers.

This section discusses the importance, reason and the application of consumer behavior
to the retail industry. Consumer behavior theory is a simplified and complex theory. This
theory gives us an idea about consumers enabling retailers to gain acceptance from
shoppers and manufactures for their retail marketing plans and ideas. This theory guides
retail managers in interpreting the result of the analysis in terms of the design of retail
marketing strategies and market planning.

37
One of the best models that been developed to explain this theory is of Howard and Sheth
(1969). Of its various components, inputs that the consumer receives from the
environment are defined as:-

1. Significative- the real (physical) aspects of the product or service (which he

consumer will make use of);

2. Symbolic- the ideas or images attached by the supplier (for example by

advertising);

3. Social- the ideas or images attached to the product or service by society (for
example by reference groups).

Outputs are what happen- the consumer’s actions as observed results of the input stimuli.
Between the inputs and the outputs are the constructs- the process which the consumer
goes through to decide upon the desirable action. Howard and Sheth group these into
perceptions and learning.

Howard’s consumer decision model is more relevant for retail management and is
reproduced in simple forms. The CDM (CONSUMER DECESION MODEL) is defined
as a model made up of interrelated components including INFORMATION, BRAND
RECOGNITION, ATTITUDE, CONFIDENCE, INTENTION, and PURCHASE. Out of
these the three main components are brand recognition, attitude and confidence towards a
brand.

APPLICATION OF THE MODEL

In applying the model, information or facts has to be defined with care amount. First as a
stimulus it is some physical event that one or more of the shopper’s five sense organs are
exposed to, either voluntarily or involuntarily. Typically, broachers, newspapers radio,
television and word of mouth are sources of information for the shopper.

Once the retail manager acquires an understanding of the shopper provided by the theory,
he has to relate that understanding to the companies needs. The vehicle to accomplish this
is the marketing strategy as applied to retailing. In the past decades the role of the
marketing strategy in retailing has been a major development in management practice, by
providing the thinking and organizing framework through which the annual retailing

38
plans for a brand are created. The retailer’s task is the complex one of designing this
strategy for a brand through the use of marketing management tools.

RETAILERS PERCEIVED VALUE

This section shall discuss the impact that a retailer’s perceived value has on customer
loyalty. Four aspects that can help increase the perceived of the retailer which are service
and quality that a positive impact on the perceived value of the retailer, thus the higher
they are the higher was the perceived value. There are 2 other components which are time
and effort and price which have a negative impact on perceived value, thus the higher
they are the lower was the perceived value.

The very first point in perceived value that needs to be evaluated is price. It is assumed
that the lower the price is the greater was the value. This is a dangerous tactic because the
general competitive environment is becoming harder to make high margins because of
increased competition and therefore engaging in price wars is not suitable. The overall
relationship between price and quality is low. Price is the last important off all attributed
that consumers associate with quality.

Retailers charge low prices so as to gain access and control over consumers to have a
proper customer base. Prices set by retailers are depended upon factors like the volume of
sales, profits, mark up percentage, competitor’s price. Another factor that affects pricing
is the concept of big- middle set.

39
The concept of big- middle.

Four types of retail which are the low price, the innovative, the big middle or those
retailers in trouble. They said that the majority of the retailers enter the big middle
segment because they are able to thrive on their value offerings to customers since they
are able to have a leverage their strength, of wither initially being low-price retailers or
innovative retailers, and cannot concert niche appeal into a mass market appeal. Its been
identified that the retailers in the big middle offer innovative merchandise at low prices
because they appeal to a larger customer base and give great value for a broader array of
merchandise.

The levels of perceived value will lead to satisfaction among the customers. It is when the
level of satisfaction among the customers have risen, it is then the retailers find it
affordable to spend time in stores because the customers have developed some sort of
link with the retailer.

REVIEW OF CUSTOMER SATISFACTION

Customer satisfaction has been defined in many ways, but the conceptualization which
appears to have achieved the widest acceptance, is that satisfaction is a post-choice

40
evaluative judgment of a specific transaction. Satisfaction can be assessed as an overall
feeling. In addition he suggested that customers have an idea about how the products or
service compares with an ideal norm. Thus a person may be satisfied with the focal
product or service and at the same time evaluate the performance as mediocre, compared
with what it should or could have done.

Customer satisfaction is considered to be one of the most important competitive forces

for the future and one of the best indicators of firm’s future profits. Some consequences
of customer satisfaction are improvement of the firm’s reputation and image, reducing
customer turnover, increased attention to customer needs in TQM planning, reducing the
market costs, reducing of cost related to products and services. Customer satisfaction also
creates a very strong switching barrier, above all, in business to business relationship.

Positioning in retailing

Specifics of positioning in retailing Retail trade is developing rapidly, its influence on

manufacturing companies and wholesalers increases. Retail companies take over part or
even all functions of wholesalers. Finally, competition among retailers also increases. For
these reasons retailing companies need to search for new ways of effective competition.

One of the possible ways seems to be competition based on positioning. Development

and implementation of positioning strategy enables retailing companies to compete not
on price, but on other elements of marketing mix. While developing the positioning
strategy, attention is focused on elucidating the needs and priorities of a target market
segment and evaluation how competitors try to satisfy customers’ needs, searching for
ways to differentiate from competitors. This enables satisfying customers’ needs better,
increasing customers’ loyalty and improving the quality of retail services.

Application of the concept of positioning in retailing requires evaluation of retailing

specifics. First, retailing services consist of a combination of various manufacturers’
products and special services. Second, most buyers still often shop in a store, so the place
of a store is very important. Third, a retailing marketing mix includes more elements than
a product marketing mix. Fourth, multiple retailers have to position not a single store, but
a number of stores. For these reasons the concept of positioning should be modified
according to the specifics of retailing.

41
Positioning in retailing is defined as a preparation of strategy for developing the image of
a retail company or store1. Through development and implementation of the positioning
strategy, a retail company is differentiated from competitors and a retail company’s
strengths are revealed. Also, through development of positioning strategy proper
marketing tools are selected for attracting target segment’s customers and ensuring their
loyalty for a retail company

The image in retailing refers to how a retail company is perceived by customers and
stakeholders (e.g., partners, suppliers, other members of the distribution channel); in
other words, the image is an overall impression of a retail company as perceived by
customers and stakeholders. The image is a combination of a retail company’s functional
qualities and psychological attributes. The image is a basis for a retail company
differentiation. The image not only distinguishes a retail company from competitors, but
also provides the basis for its competitive advantage. For a retail company, the image is
an important component in a retail company choice decision and in a retail company
patronage decision Positioning in retailing has a certain sequence of actions and
consistency, which is specific if compared to product positioning. The object of
positioning in retailing is a retail company name, store name or the name of a chain of
stores, unlike in product positioning. Considering various methodologies of positioning in
retailing, which are discussed in different sources of literature, we prefer a certain
sequence of actions for positioning in retailing

One of the most important issues in the positioning of a retail company is the criteria that
customers evaluate while selecting a particular brand of positioning starts from this stage.
Information on customers’ behaviour is useful for identifying a retail company’s image
attributes that are important to customers. It is important not only to identify what
criterion customers evaluate while selecting a retail company, but also to clarify if all
criteria are of equal importance. Therefore, in the second stage of positioning the
importance of one criterion versus the other criteria should be evaluated.

The next step in the process of positioning is naming the competitors. Here all
competitors of a retail company should be identified for further analysis. When all
competitors are identified, their allocation in customers’ perception space is analyzed.

42
This is done mostly for evaluating the competition intensity in the market. For analysis of
competitors’ distribution, two- or three-dimensional perception maps are mostly used. If
there is a lot of important image attributes, several perception maps can be compiled. An
ideal retail company is realized as a combination of a retail company’s image attributes
most acceptable for target customers. An ideal retail company most often is a guide for
selectiing a retail company’s image and position which correspond to a retail company’s
possibilities and customers’ desires. A retail company’s target image and position are
selected according to its possibilities to satisfy customers’ desires and requirements.
Target image and position depend not only on customers’ desires and requirements, but
also on the retail company’s long-term goals and strategy.

When the target image and position are selected, the next decision is to set the marketing
mix elements that should be used for achieving the desirable image and position.

43
 CHAPTER-6

Findings and Analysis

1. Have you heard about Lifestyle at Rajouri?

Attributes No. of Respondents

Yes 100

No 0

Yes
No

All respondents aware about Lifestyle. Lifestyle at the higher end of the market were
using this approach and may continue to do so with the new categories they are into in
the form of brand extension. This approach to create awareness about the sub-category of
Lifestyle brand

44
2. How frequently do you visit the store?

Attributes No. of Respondents

Once in 2 months 8

Once a month 15

Twice a month 34

Once a week or more 23

Occasionally 25

34
35
30
25
25 23

20
15
15
10 8

5
0
Once in 2 Once a month Twice a month Once a week or Occasionally
months more

From the data analysis it is evident that visit to shopping malls is not apart of a routine
unlike what we find in the west where consumers ship more often. This could be
attributed to the lack of spending power among the consumers and also a lack of
awareness among them about the efficacies of a big shopping mall. There are very few
who visit once in a week or more. Many of them don’t have a specific pattern of visit
making it occasional.

45
3. What factors influence you to make purchase?

Attributes No. of Respondents

Shop display 7
Novelty of products 46
Special discount deal 22
Family insistence 20
Any other 5

50
46
45

40

35

30

25 22
20
20

15

10 7
5
5

0
Shop display Novelty of Special discount Family Any other
products deal insistence

Novely has become extremely important these days especially for any service unit in
which human touch is of crucial importance. Respondents have pointed out that novelty
of products is an extremely important factor that influences their decision to visit a
shopping mall or not. Consumers always like to be pampered and it is here the kind of
service provided by the personnel come into picture. If they are able to give personalized
service to the customers then retailers are going to succeed in gaining and retaining
clientele.

About 22 of the respondents felt that discounts offered by the retailers is an important
factor that attracts them to the stores. This makes it imperative for the retailers to come
out with attractive discount schemes to lure the visitors to their stores.

46
4. Do you think that the goods available in Lifestyle are as compared to the market?

Attributes No. of Respondents

Cheaper 10

More expensive 50

Same price 40

Cheaper
10%
Same price
40%

More
expensive
50%

About 50% of the respondents said that lifestyle goods are more expensive, 40% thinks
that life style goods are same price compared to market and 10% said life style goods are
cheaper than market price.

47
 5. Please rate the factors given below that influence your visit to Lifestyle, Rajouri
Garden (5 - Not at all important, 4 - Some what important, 3 - Important, 2 – very
important, 1 – Most Important)
1 2 3 4 5
Brand Image 44 22 11 14 9
Advertisement 25 34 15 10 16
Discount 18 22 18 21 21
Location 6 5 10 19 60
Service 20 20 10 30 20
Referrals 38 23 14 15 10
Live entertainment shows 20 20 20 20 20
Face to face with 31 18 14 7 30
celebrities

120

100

80

60

40

20

0
Brand Image

Advertisement

Discount

Location

Service

Referrals

entertainment

with celebrities
Face to face
shows

Live

The graph shows that most of the respondents prefer to visit Lifestyle influences
brand image.

48
 6. Would you recommend Lifestyle to your friends and relatives?

Attributes No. of respondents

Definitely Yes 46

Probably Yes 49

Probably No 5

Definitely No 0

60

49
50
46

40

30

20

10
5

0
0
Definitely Yes Probably Yes Probably No Definitely No

The graph shows that out of 100, 49 respondents said that they are probably refer
Lifestyle for relatives and friends. Best form of getting increase in business is making use
of the existing customer base to promote the brand. Word of mouth communication
between the shoppers and prospective shoppers is the cheapest way to increase the
footfall in a shopping mall.

49
7. Do you think brand image influence the consumer purchase behavior?

Attributes No. of Respondents

Yes 90

No 10

A positive brand image is created by marketing programmes that link strong, favourable,

No
10%

Yes
90%

and unique associations to the brand in memory. The definition of customer-based brand
equity does not distinguish between the source of brand associations and the manner in
which they are formed; all that matters is the resulting favoiurability, strength and
uniqueness of brand associations.

50
 8. How does sales promotion schemes effect the image of the brand in your mind ?

Attributes No. of respondents

Positive Effect 82

Negative Effect 6

No Effect 12

90
82
80

70

60

50

40

30

20
12
10 6

0
Positive Effect Negative Effect No Effect

It analyzes the kind of sales promotion schemes liked by consumers. The sales promotion
schemes have a positive effect on the sales and brand image in the short run. But
regularity of schemes with a brand creates a negative impression, in the long run.

51
 CHAPTER-7
CONCLUSION AND RECOMMENDATIONS
CONCLUSION

The study paints a verbal picture of the impending retail boom likely to happen sooner
than later. The signs are all over the place. For few years organized retailers will have the
role of facilitator for to standardize the agribusiness and to unify customer’s preference
across the country. The competition will help to increase the quality of service of the
existing local retailers and greater customer satisfaction in Indian society. Concept of self
employment will vanish and sustainable small industries was roped with the big chains.
Paper gives a glimpse of the slow evolution of retail market over the years. The likely
positive and negative impact of this revolution is enumerated. This paper lays out before
the reader the state of the Indian retail sector at a moment in time when it is in great flux.
Almost every two months big corporations are who had previously shied away from the
retail industry, announcing huge investments into the sector. Companies already in the
market are coming up with new formats almost every quarter. Coupled with the economy
growing in leaps and bounds and the government at the center obliging with favorable
policies, the retail sector is a bus no one wants to miss in India. However, to succeed in
India requires knowing what’s on the mind of the Indian consumer, what works for him
and what does not, and understanding that global products and pricing need to be
customized to fit with the local scheme of things. Without having a strategy in place for
the Indian consumer market in place, foreign retails would find it tough to compete with
the local organized retailers and the mom and pop shops; local retailers with their recent
entry into the market should try to leverage their knowledge of the consumers and
experiment with formats to see how they can capture the maximum market share. In the
few years to come, it would be interesting to see who comes out on top and what the
winning strategy is, and also why the strategy succeeded and others failed.

One to the company’s long term marketing efforts and protect, enhancement and
marketing of their brand name, Lifestyle is one of the most recognizable brands in Indian
market. Advertisements and sales promotion, the main promotional tools used by the

52
company have helped the brand considerably to create a favorable market share for itself.
The company has finally understood the Indian market and changed its promotional
strategies to suit the divertive of Indian market. After identifying the passion areas of an
Indian consumer, the brand has come on the same attitudinal plane as the consumer.

At Lifestyle, customers can browse at leisure, and shop in a relaxed and pleasing
atmosphere. The use of space is refreshing, which is reflected even in the spacious
changing rooms. Every store offers an international retailing ambience with the extensive
use of glass, steel and granite, reflecting the most contemporary trends in store design,
thereby creating a splendid backdrop for the premium offerings.

Changing its advertisement strategy has helped the brand identify with its target
marketing and communicate its message through the audience affectively. The consumers
can identity with the present advertisements of the brand, but the earlier advertisement.
Lifestyle effort is to become a part of Indian consumer’s everyday life by associating
itself with energy passion of the country.

Relationship management to enhance in-store shopping experience: Competition will

force retailers to think about their customers as individuals, analyze their shares of
customers and calculate their customer lifetime values. Retailers need to build data bases
using in-store data collection and launch frequent shopper rewards, carry on an
interactive communication with them, make special offers, drive traffic and add value
outside the in-store relationship.

Retail brands get built by developing personal relationships with consumers rather than
only through product and pricing. For example, staff should be trained to recognize their
V.I.P customers. ‘Soft’ rewards for V.I.P customers include priority service, free gift
wrapping, enhanced guarantees and sales pre-notifications. ‘Hard’ benefits include
privileged rewards and extra value offers as well as straight discounts.

The quality of management of the customer is becoming an increasingly important source

towards building the retail brand. Education and training of staff needs to be done to
enhance customer service. Local store management can be empowered to maximize the
value of each customer visit. Analysis of customer behavior can guide store

53
merchandising to match the profile of their customers and even the needs of the shoppers
at different times of the day.

External communication to add value outside the store: Retailers use advertising to build
their brands and promotions to drive store traffic. Retailers have, still not felt the concept
of individual customer communication outside the stores as a necessity. It is necessary
that they seek to add a new form of dialogue with their customers. Lifestyle mails a
broadsheet to its customers giving them details of the promotional offers available and
price comparisons across brands that help its customers to take more informed decisions.

Motivating the staff to volunteer value: - The quality of in-store service is a key factor in
differentiating the retailer and winning a higher share of customer spend. In one survey,
shoppers were asked, would they ask for the same salesperson on their next purchase
visit; the ‘yes’ respondents were found to more likely give the store a 8-10 rating. On the
Building Successful Indian Brands by Sundar other hand, shoppers unhappy with the
salesperson gave the store a very low performance on overall service and performance.
Staff must be trained and motivated to recognize their best customers and to offer them
superior service.

Successful retailing has always been said to be, about getting the nitty-gritty right of
merchandising, forecasting, the supply chain, training and recruitment of high quality
personnel and category management. Building retail brands that offer value will, in
future, overshadow all these areas, and emerge as the dominant reason for the success of
the organized Indian retailer. Indian retailers should also understand that the retail
experience has become a popular leisure activity and they are vulnerable to any new
competition for customers’ entertainment. Indian retailers must build their brands with
images that seek to entertain and involve their customers. It is the quality and value of the
retail brands that they have sought to establish that will determine the loyalty of the retail
shopper in future.

54
 SUGGESTIONS

Lifestyle are a consumer organization as well as a retail chain – Lifestyle basic service to
the consumers start at the supermarket level and towards the same we seek the
cooperation from all their regular and trusted suppliers.

As a result, Lifestyle demand more sops from the suppliers on mutually-beneficial terms
which will result in a substantial sale increase as well as quality service to the consumers.
The facility of this “prompt service to the consumers” can only be understood by the
suppliers/manufacturers who want enduring returns (in retailing parlance) and not by
those who look for “everything quick in today’s competitive business world”.

The most difficult problem faced by most well-known brands today is 'imitation'.
Imitation is so close to the real product that it is difficult for the consumer to distinguish
between the real product and the imitation. As a result, the manufacturers of the quality
products and the buyers of the imitation products are the ultimate losers. Manufacturers
can also avoid the hurdle of imitations, by selling their products through the totally
centralized and transparent functioning of the Lifestyle. The members of the Lifestyle are
also members of the local Consumer Association, so they will have a good idea of the
quality of the products. In this way, the sales of pure and quality products will increase by
leaps and bounds. Future is here, it beckons and it sure glows brightly and emits that
priceless quality called “Pride of Place”, the future is Lifestyle.

55
 BIBLIOGRAPHY

Saunders, M., Lewis, P. And Thornhill, A., 2005. Research Methods For Business
Students. Fourth Edition. Prentice Hall, England
Arjun Swarup,” India’s Retail Revolution”, Blog Globaleconomydeos matter, March,
2007.

Kotler P, Keller K.L., Koshy A., Jha M. (2007), Marketing Management, 12th edition,
Pearson Education Pte.

Schiffman, Leon G.; Kanuk, Leslie Lazar. (2005) Consumer behavior. Prentice-Hall
International

Confederation of Indian Industry (CII) Report (2010), Retail Scenario in India: Unlimited
Opportunity.
ICRIER Retail Report (May, 2009) Impact of Organized Retailing on the Unorganized
sector

ICR, Advertising and Branding

http://www.icrsurvey.com/Advertising_and_Branding.aspx

Brand positioning & punch lines http://lazith.blogspot.com/2006/04/brand-postioning-

punchlines.html

http://www.thehindubusinessline.com/2007/03/20/stories/2007032005370500.htm

http://www.indiatodaygroup.com/btoday/20010621/cover.html

56
 ANNEXURE
QUESTIONNAIRE

1. Have you heard about Lifestyle at Rajouri?

 Yes  No

2. How frequently do you visit the store?

 Once in two months  Once a month
 Twice a month  Once a week or more
 Occasionally

3. What factors influence you to make purchase?

 Shop display  Novelty of product

 Special discount deal  Family’s insistence
 Any other__________

4. Do you think that the goods available in Lifestyle are as compared to the market?

 Cheaper 
 More expensive 
 Same priced 

5. Please rate the factors given below that influence your visit to a Lifestyle.
1 2 3 4 5
Brand Image
Advertisement
Discount
Display
Location
Ambience
Service Quality
Referrals
Live entertainment shows
Face to face with celebrities
Playing arena for kids
Membership privilege

57
6. Would you recommend Lifestyle to your friends and relatives?
Definitely Yes 
Probably Yes 
Probably No 
Definitely No 

7. Do you think brand image influence the consumer purchase behavior?

Yes 
No 

8. How does sales promotion schemes effect the image of the brand in your mind ?

Positive Effect 
Negative Effect 
No Effect 

58