A study on Consumer Behavior in Buying Vegetables with Respect to Food Retail in India

A PROJECT SUBMITTED IN PART COMPLETION OF MASTERS IN MARKETING MANAGEMENT TO TIMSR

BY MR. SHUKLA RATNESH ROLL NO. 48

UNDER THE GUIDANCE OF PROF. MRS. APARNA KHARE

TIMSR MMM Vth SEM SHYAMNARAYAN THAKUR MARG, THAKUR VILLAGE, KANDIVALI (E), MUMBAI 400 101.

CERTIFICATE

This is to certify that the study presented by Mr. Shukla Ratnesh to TIMSR in part completion of Master in Marketing Management under A study on -

Consumer Behaviour in Buying Vegetables with Respect to Food Retail in India has been done under my
guidance in the year Vth sem 2010-2011. The project is in the nature of original work that has not so far been submitted for any other course in this institute or any other institute. Reference of work and relative sources of information have been given at the end of the project.

(Mr. Shukla Ratnesh)

( Prof. Mrs. Aparna Khare ) Project Guide

ACKNOWLEDGEMENT

This is to certify, that the project on A study on -Consumer Behaviour in Buying Vegetables with Respect to Food Retail in India is submitted by Mr. Shukla Ratnesh to TIMSR Institute in part completion of Masters In Marketing Management for the year 2010 2011. The data included in it is true and base on current market survey.

Contents

SERI AL NO

TOPIC NAME Executive summary Introduction to problem Theoretical perspective Food retailing

PAGE NO

1. 2. 3. 3(i)

5 6

8 13 20 25 26 42 50 52 53 54 55

3 (ii) Value chain 3(iii) Examples of food retail chains 4 5 5(i) 5(ii) 6 7 8 9 Research Methodology Analysis and Finding Alternate channels of distribution and their problems and advantages Consumer buying model Conclusion Recommendation Bibliography Appendix

Executive Summary

Now a days there has been a mushrooming of food retail chains in India like Subhishka, Reliance Fresh etc. The increasing number of nuclear families, double income households and working women, greater work pressure and increased commuting time have put the consumers under constant time pressure, thus it attract them toward these food chain. But still a question remain unanswered that household will prefer go to buy vegetables in these stores or buy from Local vendor or weekly Markets. The study analysis the Consumer behavior in buying vegetables, what are the influencing factors in buying vegetables like reference group, family group or the attitude of buyer is itself the main motivational factor. The project also analyzed what are the evaluating factors the consumer considers in buying vegetables like freshness, size etc. The project also depict some light on the Value chain of food retail stores, how it is different from traditional supply chain, where the influence of middlemen was higher thus result in increase in price of vegetable. There are also some examples of recent food chain and their specific model ( 4 ps). The main focus is on alternate distribution channels and their respective advantages and problems which help a food retailer to take benefit from its advantage and take cues from other failures. The average price of vegetables is also shown of different alternative channels which give a clear view of variation in prices, It was also found out that household would like to go to food retail for buying groceries and Fmcg products rather then vegetables, thus the food chain has to lay more focus on attracting consumers toward shopping of vegetables. With the increase in Variety, stock and stores they will be able to attract more household. No doubt the price is lower than other channels but they have to find a mechanism to tell it to every one. Hence the future of food retail is bright but they have to solve the problems what the buyer are facing form them and from other channels.

INTRODUCTION OF THE PROBLEM

Retailing is on the cusp of a transformation. A combination of increased consumer demand, improved sourcing options and larger availability of real estate are creating the foundation for a significant growth in the organized retail sector. The concept of retailing though not new, but organized food retailing is a new concept. Retailing in India is still in nascent stage. Most retail firms are companies from other industries that are now entering the food retail sector on account of its amazing market potential eg. Reliance, Bharti , Subhishka, food Bazaar etc. Vegetables are one of the essential commodities which these food retail chains are selling and are boasting of it low prices, ambience etc. Thus the study of my research is to find out consumer behaviour in buying vegetables. Are the consumers really interested in this food chain to buy vegetables or still they prefer their local vendors and weekly markets. The study will help in identifying the evaluating factors the consumers consider while buying vegetables. The problems and advantages of alternative distribution channel, consumer motives in choosing particular stores and thus it will help in making a different positioning of food retail chain to attract the consumers to it stores.

OBJECTIVES
To find out consumer behavior in buying vegetables

To find out evaluating factors consumers take into consideration while choosing a particular place for buying vegetables

To find out the need and future of food retail in India. and whether buyer prefer to buy vegetables over groceries and other product in these stores.

To identify the problems and advantages of different alternative channels.

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Theoretical Perspectives Food Retailing
Organized retailing in the last decade has emerged as the sunrise industry in India. The boom in retail sector started after the liberalization measures which were initiated in 1991 in the country. Globally, retailing is done in a more organized way than it is done in India. We are the nation of budding shopoholics. A recent study by Assocham pegs the size of the Indian retail market at Rs. 5,88,000 Crores. This is particularly important for the agricultural sector. Organized retailing will deliver an efficient farm-to fridge supply chain wherein, the farmers will get a better return and the consumers will get products at a reasonable price. This sector due to its tremendous growth opportunities has attracted many investors giving rise to many food retail chains. The live examples that can be quoted here are Food Bazaar, Food World, Nilgris, Trinethra, Subhishka, Mother Diary, Retail Fresh those who have already entered into the organized food retailing and reaping the benefits from it. Also we have Field Fresh of Bharti retail , which is joint venture between Bharti and Rotchchild and they export the quality vegetables from India. Food retailing-Indian scenario Retailing is on the cusp of a transformation. A combination of increased consumer demand, improved sourcing options and larger availability of real estate are creating the foundation for a significant growth in the organized retail sector. The concept of retailing though not new, but organized food retailing is a new concept. Retailing in India is still in nascent stage. Most retail firms are companies from other industries that are now entering the retail sector on account of its amazing market potential eg. Reliance and Bharti.. With more than one billion people, the third largest economy in Asia is on a track to overtake China, as the most populous in the world by 2050. India is a young country, with 24 percent of the population within the age group of 20-34. Its also becoming a richer country: GDP per capita is expected to rise almost 4 percent per annum for the next 10 years, indicating significant increase in the purchasing power. According AT Kearney report, by 2010, 49 percent of households are expected to be classified as middle-to-high income group. Consumer spending will pick up even more as these more affluent members of the middle class move in to urban areas and clamor for pricey products will further increase. Indias retail industry, both food and non-food, is the second largest employer (after agriculture) and the second largest untapped market (after China). Organized retailing in India constitutes only around 3 percent of the countrys overall retailing business. 8

According to a study on the food and grocery retail market by CRISIL More than 70% of retailing in India comes from the largely unorganized food & grocery segment At an estimated Rs.10 trillion in 2006, India's retail industry is almost one-third the country's GDP. Food and grocery (F&G) items account for more than 70 per cent of all retail sales. However, the penetration of organised retail in the F&G segment is negligible at around 1 per cent. The F&G segment consists of fresh fruits and vegetables, milk and milk products, fast moving consumer goods and food grains. About half of the total F&G retail comes from food grains and unprocessed fruits & vegetables - items that are purchased from farmers. CRISIL Research estimates the retail value of these unprocessed items at approximately Rs.3.8 trillion. Food and grocery retail offers the biggest opportunity for growth, provided levels of investment are high, says KSA Study., India is the most attractive destination for retailers, according to A.T.Kearneys Global Retail Development Index 2006 (GRDI).

Key Drivers for food retailing:

The changes in the nations social structure like, improvement of the Indian economy, consumerism, urbanisation, profusion of brands have been the main causal factor for the development of these modern formats. Indian food buying behaviour is gradually changing in response to the changing social structure. The increasing number of nuclear families, double income households and working women, greater work pressure and increased commuting time have put the consumers under constant time pressure. The other equally important factors in the changing Indian landscape are the increasing influence of children, gradual acceptance of frozen, semi-processed and processed foods by the Indian consumer, the growing influence of television in decision making and improvement in literacy rates. As the modern housewife starts shopping for herself she appreciates and welcomes: a pleasant shopping environment; convenience of one-stop shopping with wider product portfolio at a single location; speed and efficiency in processing; more information; better quality and hygiene; Discount too if possible.

Information Technology is bound to open new vistas for food retailing. Use of ERP packages like Retail pro, will bring down the lead time, inventory size, and software packages like OCAP, CPFR, will aid in analyzing consumers behavior which in turn will give the retailers to stay in the competitive market.

At this juncture when the GOI is mulling to allow phased FDI in retail sector the opportunities for food retailing seems phenomenal. Income and consumption growth, rise in literacy level, changing family structure, and gradual acceptance of frozen foods give enough indications that future of food retailing in India will be sanguine. India is quickly emerging on the radar of food retailing, thanks to its large 4-7 crore strong Indian middle class which is focused in specific regions and give critical mass to retailers.

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Issues and challenges:

Despite the fact that the Indian consumers spend most of their monthly income on food and grocery (48%), the development in this sector has been quite slow. The constraints to food retailing in India are from many quarters. Some of the major implications and bottlenecks that have deterred a fast growth of food retailing are as follows: FDI Restrictions: 100 % Foreign direct investment in retailing is not allowed per se, foreign retailers can operate in India through joint ventures, where the Indian partner is an export house, Eg Rotchild ( Farm Fresh) Franchising/ local manufacturing/ sourcing from small sector, cash and carry operations. It is acting as hurdle to entry of global players and exposure to best practices. A) Problems in consolidation All the retail giants in the country believe that any good retail operation thrives on the consolidation of purchases, which ultimately leads to volume benefits. In India, where basic staples dominate a major proportion of the food purchases, this kind of consolidation is almost non-existent. For this purpose, chain stores should ideally source commodities in bulk from major growing areas. This would help the retailer to leverage the quality to price benefits to the fullest. However, this does not happen, because of the following reasons:

Ai) Inadequate transport infrastructure In spite of improvements in the road network, transportation of food across large distances still remains expensive. The transport infrastructure has still not evolved to provide adequate support to enable safe food transportation. The problem is further compounded due to the wastage that happens during mishandling, rodents and pests on route. A ii) Absence of adequate storage infrastructure: Ideally, bulk purchases during the harvest season help operators leverage on lower prices. In addition to this, it also gives the retailers a competitive advantage during the remaining months. However, this becomes a non-viable option for chain retailers in the absence of well-designed affordable storage solutions. For instance, in case of perishable commodities absence of an integrated cold chain can adversely affect product quality.

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B. Legal Restrictions The legal structure in the country does not allow free consolidation of produce by private operators. Special licenses are required in order to purchase and store more than the adequate quantity of staple goods. Such policy implications combined with inter-state taxations do not create an encouraging environment for consolidated buying and bulk storage. C. Land and Space restrictions

In India, restrictive zonal laws post limitations on the use of land. The initial urban planning of cities was done with smaller plots in mind, which along with rigid building and zoning laws make it difficult for procurement of retail space. There is a shortage of good quality retail space and rents are high for what is available. One of the drivers of property prices is the high demand for space in the cities. Further, only Indians can own property in India, which compliments the restrictions placed on FDI, thereby restricting the entry of foreign players D. Construction/infrastructure There are no set standards or formats that exist in India for retail spaces. In addition, power deficits add to overhead cost. This makes up a significant proportion of operating costs in retailing. Though the current trends poise to transform traditional Indian retailing to more organized and globally competitive retail industry, the challenges that lie ahead are: The first challenge facing the organized retail industry in India is: competition from the unorganized sector. Traditional retailing has established in India for some centuries it is a low cost structure, mostly owner-operated, has negligible real estate and labor costs and little or no taxes to pay, consumer familiarity that runs from generation to generation is one big advantage for the traditional retailing sector. In contrast, players in the organized sector have big expenses to meet and yet have to keep prices low enough to be able to compete with the traditional sector. High cost for the organized sector arises from: higher labor cost, social security to employees, high quality real estate, much bigger premises, comfort facilities such as air conditioning, back up power supply, taxes etc. Further to cater to a wide diversity of customer needs, retail chains have to hold large number of SKUs at store level.

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Value chain and Supply chain

The Indian farming industry is dominated by small and marginal farmers and has suffered from lack of investment in the supply chain for years. Supply chain plays a very important role as the whole distribution network and price mechanism depend upon it. Traditional Agri supply chain has many flaws and irregularity which lead to wastage, inefficiency in distribution, high cost of vegetables to end consumers and minimal price of goods to farmers. But with the emergence of food Retail in India a new supply chain has been made by these retailers which lead to elimination of middlemen and proper utilization of resources which result in elimination of inefficiency of traditional supply chain

Traditional Supply chain

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Different Parties to supply chain:

Producers:

1. Small producers: These farmers have low produce and themselves go to the market to sell. They live in the villages near larger cities. 2. Cooperatives are informal in nature. Informal groups of farmers get together and sell their produce in the market and share the transport cost. 3. Big producers these farmers produce in large quantities mainly potatoes and onions. They are located either near the city or live in distant states from where they hire agents to sell their goods in different places

Transporters: Transporters play in the whole system, as they are the ones who are responsible for reaching the vegetable in the market in time so that rest of the chain doesnt get disturbed. They have a considerable share in the total costing of vegetables. They charge per trip to the market irrespective of the load.

APMC market: APMC (Agricultural Produce Marketing Complex). This complex has different sections in the market dedicated to different kinds of agro products. Vegetable Market is a part of it. This is the place that brings the producers and the retailers together strike a deal. To ensure this market has indigenously developed many middle men so that the deal happens smoothly. It comprises of Wholesale Dealers, Agents, Preharvest contractors (This person buys the vegetables from the farmers in advance), and the informal Cooperatives.

Retailers: Retailers are those who are in direct contact with the consumer. Retailers in this segment i.e. the vegetable market, can be categorized in three different ways on the basis of their contact with the consumer, the retailers (who sell in the normal vegetable market), the sub retailers (who sells door to door) and the exporters (packages and sells vegetables in the supermarkets).

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Consumers: The consumers are the last link in the chain. The study revealed that there are four kinds of people who generally buy vegetables the housewives, the office goers, some elderly member of the family or the servants.

Traditional Agri chain suffers from huge inefficiencies on the distribution side in terms of lack of organized pricing information, inadequate storage and transport infrastructure and a high level of intermediation. Cumulative wastage in this supply chain is estimated at about US$11 billion, or 9.8% of the agriculture component of GDP. Some of the problems that are faced by this chain are: Fragmented structure of farm produce market: About 60% of the farm land area is with marginal, small and semi-medium farmers (about 107 million land-holdings). The average land size per farmer is only 0.005 square miles (1.4 hectares). These farmers lack the bargaining power to deal with market intermediaries and hence are often exploited. The archaic infrastructure for transporting agricultural produce from farm gate to consumers has meant huge losses in transit and large mark-ups in pricing due to extra layers of intermediation. Outdated marketing structure and laws: Currently, much agricultural produce is sold by farmers, primarily via government-mandated market yards (known locally as mandis). Until, recently, the private sector was restricted from directly purchasing agricultural produce from farmers. The market yards serve, at an average, a very high radius of almost 459 square kms (177 square miles) owing to which farmers have to travel long distances to sell their limited produce. Additionally, the mandis also suffers from inefficiencies. There is considerable malpractice, which results in farmers realizing less than market value. Transactions tend to favor traders. The infrastructure of the marketplace is also lacking in terms of efficiency, frustrating the farmers. Until recently, most states controlled the marketing of agricultural produce through the Agricultural Produce Marketing Committee (APMC) Act. The governments effort to regulate the farm produce market through the APMC Act, so as to ensure better realization to the farmer, is now effectively becoming a major hurdle to achieving that very objective. APMCs are supposed to be formed through regular elections with farmer representation, but in many states government machinery dominates the governance of these markets in practice.

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New Agri Retail(Organized) Chain formed by food Retails

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The emergence of organized sector retail chain stores and a rise in competition is encouraging Food Retailers to look towards improving efficiency in the agriculturerelated supply chain. Some of the large players are beginning to initiate efforts to improve efficiency in terms of how the produce is procured from farmers. The private sector is influencing the government to liberalize regulations that constrict the operational environment. In addition, political pressure is also rising, invoking a response from the government to change the regulations so as to enable farmers to operate more productively. Structure of new Retail Chain: The large retailers directly take the produce from Market Yard where the small and middle level farmers send their agri produce. There is elimination of middle men and as result the farmers get the actual market price of their produce. The large retailers then distribute the produce to their super markets, hyper markets and stores and from their consumers purchase the goods at the less price form the near by vendors due to elimination of various middlemen. To cope up with the competition from unorganized retailers all the retail giants in the country believe that it is imperative to follow tight inventory, ensure quality and restrict margins to the minimum. To ensure this all the players in organized retailing are finetuning their supply chains. Some of the initiatives taken in this direction include: Tight inventory control and logistics through the use of information technology. Control price by direct sourcing from manufacturer and farmers. Procurement of raw ingredients from the places that are reputed for their production Maintaining very high quality standards right from procurement to sale Buy-back arrangement of leftovers Use of modern technology such as RFID for better tractability, inventory control and prevention of theft etc.

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Below are the key changes in the farming-related business environment that should help bring about an improvement in agricultural output over the next three to four years. Regulatory environment has already started changing: Many states have recently amended the APMC Act, which in effect was restricting the private sector from directly transacting with farmers. This Act forced farmers to use government-mandated markets (mandis) to market their produce. Thirteen states and three union territories have amended the APMC Act, allowing private sector participation in the direct purchase of agricultural produce from farmers. The most important change in the amended AMPC Acts is encouragement to the private sector to transact directly with farmers. Currently, due to malpractice and the high number of intermediaries, the farmers share of the final price paid by consumers is lower than one-third. Price discovery is not transparent and commission agents take an unduly high share of the final price. Amendment of the APMC Act should provide the regulatory environment to allow private sector participation. Information access is changing: Large consumer staple companies such as ITC and Hindustan Lever are making a significant effort to improve information access for farmers and help reduce malpractice in the farm produce trade. Indeed, the objective of these companies is to build a competitive advantage over other players by building a franchise with farmers, which, in turn, should help them reduce their farm produce procurement costs and increase the distribution reach for their products. For instance, ITC has installed about 6,500 internet kiosks (called eChoupals) in the distant villages allowing 3.5 million farmers to access information related to agriculture. Each eChoupal helps the farming community come together and access information related to weather, gauge local/global market prices of farm produce and order inputs such as fertilizers and seeds. . Retail chain stores also beginning to change the environment: Food and beverages account for about 70% of the addressable market (relevant private final consumption expenditure) for the retail chain stores (supermarkets and hypermarkets). All large companies intending to build a major network of chain stores are working on a plan to connect to farmers for sourcing their requirements at a reasonable cost and at the right quality. The private sector has refrained from investing in 18

agri-marketing infrastructure because of excessive government intervention and dominance of the unorganized sector.

Changing price discovery mechanism The government has also encouraged exchange-trading in agricultural commodities. In yr 2004, the government removed the prohibition on futures trading in all commodities. The volumes of exchange-traded commodities have increased significantly and helped improve the efficiency of agricultural marketing in the country. The new trading systems, which allow trading based on warehouse receipts, will help reduce price risk. The National Commodity and Derivatives Exchange has also initiated pilot projects in a few states to help farmers start hedging their price risk by trading on the exchange. Efficient price discovery, better price dissemination to farmers, provision of a delivery platform, warehousing logistics support and provision of quality checks are some of the key advantages of full-fledged commodity exchanges.

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Food retail chains in India:

Few Examples: 1) Food World: Food World is one of the biggest retail chains in India. The RPG group opened the first Food World outlet on May 9 1996 at Chennai, which was a 2400 square feet store. It is the only national chain, having Foreign Direct Investment to the extent of 49% that is permitted in India. Now Food world, operates as a 51:49 joint venture with Dairy Farm International of the Jardine Matheson Group, a US $ 4.5 billion\ retail giant operating in the Asia-Pacific markets with the requisite experience. Food World has decided to concentrate more on local areas rather than to go for a nationwide presence in its expansion plans at the beginning. South India was chosen, with focus on Bangalore and Chennai and later in Hyderabad. They identified areas within the city with more than 4000 households in a 2-kilometer radius with an average monthly income more than Rs. 4000. The important variables considered while setting up an outlet are choosing the right location, sourcing the merchandise and recruiting a trained workforce. A typical store is around 3000-3500 sq. ft. in size and carries about 5500 items. Food world handles on average 600 customers per day per store, which translates to 1.5 million transactions per month. It is estimated that the chain serves more than three lakh families. Their product portfolio includes grocery of all kinds, fresh foods viz., fruits and vegetables in fresh/chilled/frozen form, food that can be directly consumed, food and non-food FMCG products, general merchandise required in homes like buckets, cups, shelves etc. Indian Made Foreign Liquor is also sold at certain outlets. Their Pricing strategy is to sell around 100-120 items at any point of time at below Maximum Retail Price (MRP) rates. These are generally the key necessary items or the items for which the customer attaches

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more value. In addition there are also lots of schemes and offers to attract and retain customers. For procurement they follow a strategy of Hub and Spoke. The purchasing for each state is done collectively to reduce costs. The distribution to each outlet is done by Food World in such a way as to reduce the total handling costs. To source its daily requirement of fruits and vegetables, Food World participates in the early morning auctions at the major wholesale markets and has a set of suppliers who then grade, clean, pack and label the products in time for early morning dispatch to the stores. At peak season, the Fruit & Vegetable shelf in a Food World store stocks around 125 items, making it the widest range available under one roof in this category. 2) Subhiksha: Chennai-based Subhiksha started its service in 1997. The aim of Subhiksha is to setup an outlet every 2 km in residential areas, where the average monthly income is more than Rs 4000. The retail outlets under this chain are mainly organized on the concept of a discount store that meets all the monthly household needs of a family. Subhiksha not only serves its customers through its outlets alone but also meets their demands through the home delivery concept and currently, the company makes around 16,000 deliveries every month. The chain expects to earn a total turnover of about Rs 1200 crore in 2008-09 as it plans to expand to other larger metros like Bangalore, Delhi, Bombay and Ahmedabad. The retail food and pharmacy chain plans to have 550 stores in the next five years with an anticipated investment of about Rs 145 crore for the expansion plan..

3) Namdharis fresh: Namdharis Fresh, a subsidiary of Namdhari seeds that is involved in the production, distribution and export of fresh vegetables and fruits. It is growing gradually to become the leader in organized retailing of fresh vegetables and fruits. Namdharis Fresh, grows vegetables and fruits in its own fields and green houses. To meet the growing demand for fresh vegetables it also out sources produce from over 2000 growers. Procured vegetables are transported in refrigerated trucks to the air conditioned grading halls where they are graded hygienically and packed in bulk and consumer packs and distributed through its

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own outlets spread all over the city of Bangalore. Namdharis Fresh, also packs vegetables, garden fresh and exports it to European countries. Thus by amalgamating both self growing activities and outsourcing from large number of farmers Namdharis Fresh aspires to become a successful organized food retailer.

4) Safal:
The Fruit and Vegetables unit of the National Dairy Development Board (NDDB) was set up in 1988 with the objective of ensuring a direct link between the farmers and the consumers. The aim is to ensure that the customer gets the highest quality produce. The processed products of the unit are marketed with the brand name SAFAL. The Safal Group acts as the link between the farmer and the consumer in a procurement process that benefits both. The farmers get the most remunerative price and the consumers get the best produce at a reasonable price. A large and ultramodern central distribution facility was set up to handle fresh and frozen fruits and vegetables. Initial cleaning, grading, sorting is done followed by cooling to ensure the freshness till the product reaches the consumers. Specially designed modern retail outlets, the first of their kind in India, have been set up at various localities in Delhi and Mumbai to market good quality. fruit and vegetables at reasonable prices directly to the consumers. 279 specially designed modern retail outlets have been set up in and around Delhi to market fresh and frozen fruit and vegetables, directly to the consumers. Each shop caters to large number of customers, with a capacity to sell 1,600 kilos of fruit and vegetables a day. The shops are equipped with electronic machines that automatically weigh the produce and print item wise bills.

5) HOPCOMS:
Department of Horticulture of the Government of Karnataka took an initiative in 1959 and formed The Horticulture Producer and Cooperative Marketing Society (HOPCOMS) with farmers as members. The prime objective of HOPCOMS is to promote and encourage the development of horticultural produce. This is achieved by selling horticultural produce through retailing and by providing cold storage and marketing assistance to its members. The Cooperative also provides training, technical advice and agricultural inputs to its members (farmers).The society has gradually

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grown big and presently it has 11,680 member farmers .HOPCOMS has set up retail outlets throughout Bangalore, Bangalore Rural, Mysore, Mangalore,Tumkur, Hassan and Kolar districts. There are around239 outlets in Bangalore. In addition there are around 150 outlets located in the other districts of Karnataka. These outlets are small, leased from the respective civic bodies at nominal rates and the average number of employees per outlet is four. HOPCOMS collects the horticultural produces directly from its member farmers as per the prefixed quota and sells them in these outlets. Direct procurement of vegetables eliminates the intermediaries, and consequently, a remunerative price is paid to the farmers. The farmer gets more than 70% of the consumers price when he sells his produce to the HOPCOMS. Even when the price falls during the glut seasons, HOPCOMS assures a minimum price to its member farmers. It also pays the farmers on the day of transaction and thereby eliminates the need for credit, which is prevalent in private business. The selling price to the consumers too is also estimated to be about 10% less than the prevalent retailers price. It spends around Rs. 10 lakhs a day for the purchase of vegetables and fruits. Sales have steadily increased from around Rs 10 million in 1992-1993 to reach above Rs 400 million in 2000-2001. Sale of vegetable account for 91% of the total sales whereas chemicals formed 6% and the remaining is from sales of seeds and fertilizers. By its effective retailing business HOPCOMS earned a gross profit in each year of operations. It also has cold storages for preservation of vegetables during the peak season. To reduce its high overhead costs, HOPCOMS had decided to expand its operations by establishing more retail outlets and introducing new products.

6) Rythu bazaar:
Farmers in India realize less profit due to middlemen intervention. To free the farmers from the clutches of middlemen, the Government of Andhra Pradesh had came out with a new concept of establishing farmers markets called Rythu bazaar. The concept of Rythu bazaar benefits both the producer and the consumer. Farmer brings the produce and sells directly to the consumers and realizes better profits. On the other hand consumers get fresh vegetables and other produces at reasonable prices as the market operations are free from middlemen who increase the prices to many folds.

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Rythu bazaar was first established in 1999. Presently there are 97 Rythu bazaars spread all over the state of Andhra Pradesh. The Government officials guide the farmers in forming the proposed bazaar. After studying the need of setting up a Rythu bazaar the State Government allots money to the Agricultural Produce Market Committees which in turn release money for building all the basic infrastructures like shops, electricity, parking and storage facilities required for the Rythu bazaar. Rythu bazaar is well organized from the district level to the individual market level. The farmers sell their produce directly to consumers at rates that are above the wholesalers rate and below the retailers rate in a particular area. Nominal cess is collected from the farmers who have their stalls in the Rythu bazaar. Every farmer in the bazaar sells his produce as a retailer and realize expected profit.

7) Choupal fresh:
lTC's International Business Division has plans to develop Choupal Fresh, a fresh food fruit and vegetable initiative for sophisticated metro dwellers. Choupal Fresh is a new and unique format. These stores operate as wholesale stores between 5 am and 7 am and are open for the retail customers for the rest of the day." lTC's vast experience in backward integration with farmers and managing supply chain dynamics, courtesy its e-Choupal rural initiative, will help it in making a grand success. Having already set up stores in Hyderabad, Pune and Chandigarh, the company is now looking at the other metros like Kolkata. And the model will be something akin to Choupal Saagar .

8) Food Bazzar: (Ab Ghar Chalaana Kitna Aasaan)

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Flagged off in April02, Food Bazaar is a chain of large supermarkets with a difference, where the best of Western and Indian values have been put together to ensure your satisfaction and comfort while shopping. It is venture of Pantloon group At Food Bazaar consumer find a hitherto unseen blend of a typical Indian Bazaar and International supermarket atmosphere. It has a unique a shopping experience, unique by its ambience. The western values of convenience, cleanliness and hygiene are offered through pre packed commodities and the Indian values of "See-Touch-Feel" are offered through the bazaar-like atmosphere created by displaying staples out in the open, all at very economical and affordable prices without any compromise on quality

9) Reliance Fresh
These stores, ranging from 2,000 to 5,000 sq feet, will provide customers with a variety of fresh fruits, vegetables, staple foods and other products in a world-class ambience, The strategy is to open one Reliance Fresh store in a radius of three to four km to serve 1,000-2,000 families. This means about 30-40 stores in the major metros. Reliance Fresh is selling vegetables and fruits sourced from farmers through the companys agri hubs. Reliance Fresh is very different from what modern retail has offered in India so far. Second, unlike global retailers who operate on thin margins, Reliance Retail is looking at a fairly high-margin business model. In its current pilot form, Reliance Fresh is a unique format. It has deliberately stopped short of being a full-fledged supermarket (a tried and tested model in India). Rather, it has limited itself to a food and grocery convenience store.

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RESEARCH METHODOLOGY

Data source: Primary data, Secondary data Research type: - survey research, Research instrument: - Questionnaire (closed and Open ended questions)

SAMPLING PLAN
SURVEY 1: To understand the consumer behavior in buying vegetables with respect to food retail in India. Sample size: 60 Sampling area: Sampling procedure: Area sampling Contact method: Personal interview.

Limitation of study: The survey is done only in

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Analysis and Findings
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Qi) How often do you go to buy vegetables?

purchase of vegetable
no of households 30 25 20 15 10 5 0 daily twice a week weekly others 10 28 22

Response collected suggested that most of the household prefer to buy vegetables twice a week as they buy the stock which can be kept maximum for 3 days, so that the fresh can be purchased again and they have limited storage space. also Most of the respondents purchase their vegetables weekly from the weekly markets as they buy the vegetables in bulk quantity and if they find out the stock is going to finish they go and buy from local vendors. It has been found out that onion, tommato and potato are the most favourite of household and they purchase it in the bulk from weekly markets. Some of the household prefer to buy daily as they want to eat vegetables fresh and most of them prefer to buy from mother diary at the time of morning walk as in morning the vegetables are fresh or from local vendors which are near the parks etc. Q2) Where do you prefer to buy vegetables?

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preferance of place
no. of household 3 5 3 0 2 5 2 0 1 5 1 0 5 0 fo retail od m e oth r diary v d en ors we e kly m rkets a 2 6 3 0 22 Serie s1

Response collected from the respondents suggested that most of the households prefer to buy from the local vendors as it is convenient to their home. Consumer also likes to purchase from weekly markets as they get the cheapest price of vegetables and the working woman saves their time to purchase the vegetables once in bulk quantity. Mother dairy are choosen by those people who buy vegetables in morning or at 4 pm when the vegetables are fresh. Very few people prefer t buy fron food retail outlet Subhishka as thier first choice as the outlet is not at the stone throw away distance from their homes and they feel that vegetables are no fresh at evening. And they also dont prefer to go to subhishka to buy vegetables only.

Q3) On scale of 1-5 rank the evaluating factors which you take in buying vegetables?

28

Evaluating Factor for buying vegetable

60 no. of household 50 40 30 20 10 0 rank 1 rank2 rank3 rank rank4 rank5 price size availabilty freshness Sp prop. of Veg,

The response collected from the respondents suggested that freshness is the most important criteria in evaluating vegetables. After that price is being taken into consideration. Thirdly they rank the specific properties of the vegetables i.e. Potato should not be sweat etc. availability of vegetables is one of the criteria as sometimes they buy what is available at a particular vendor. Size of the vegetable is the least evaluating criteria in choosing particular vegetable

Q4) Rank on scale of 1-4 the factors which influence you in buying vegetables?

29

Factors influencing in buying Veg.

50 no of households 40 refrence group 30 20 10 0 rank 1 rank2 rank rank3 rank4 Family Culture Attitude of buyer

Response collected from the respondents suggested that Family members are the one who most influenced the buyer to buy the vegetables of their particular choice. It is also been told by the woman that sometimes they have to made food of choice of each family members. After family next influencer is Culture as the buyers generally prefer to buy veg, which are in their tradition and culture. Attitude of buyer is ranked third by the household because sometimes they generally buys what they prefer and last it is the reference group which generally influence them but it is not very motivational factor which influence them.

Q5) Rank factors on scale of (1-5) which you consider while choosing a particular place?

30

1) Local Vendors
rank 1

10% 10% 3%

3% price conv enience freshness relationship 74% bargaining

74% of respondents has ranked convenience as the main factor in choosing Vendor

ra k2 n

p rice 1% 0 2% 7 1% 0 3 % 3 % 3 % v rie a ty co v n. a b n m ie ce fre n ss sh e 1% 0 3% 4 re tio sh la n ip b rg in g a a in fre . V g e e

34 % of respondents has given 2 rank to freshness.

31

rn 3 ak

pic r e 1% 9 5 % 1% 4 1% 0 2% 0 1% 9 1% 0 3 % v r ty aie c n. ov a b ne m ie c fr s n s ehes re tio s ip la n h b r a in ag in g fr e V g e. e

rank 4

p rice 2% 8 1% 0 30 % % v rie a ty 7% con . v a b ce m ien fresh ss ne 7 % 2% 0 2% 5 re tion la ship b a in arg in g free Ve . g

ra k5 n

p rice 2% 5 4 % 1% 5 1% 1 4 % 1% 7 9 % v rie a ty co v n. a b n m ie ce fre n ss sh e 1% 5 re tio sh la n ip b rg in g a a in fre . V g e e

32

Respose collected from the respondents suggested that the main reason to go to vendor is convenience as these vendors are near to their house and it saves time of working woman too. After that second main reason is bargaining of prices as they cant bargain in mother diary and subhishka. They feel that by bargaining they are getting psycocological feeling that they are buying at reasonable price. Thirdly freshness is the main consideration for going to vendors as they prefer to buy in the morning from these vendors. Other intresting reason is free vegetables like Dhaniya, chillies etc which they get with other purchases. And rank fifth on relationship factor as they generally made a relation with the vendor and feel that they are giving fresh veg. Other reason is free home delivery by the vendors.

33

2) Mother Diary
ra k 1 n

9 % 1% 9

4 % p rice v rie a ty co v n n n e ie ce 6% 0 a b n m ie ce fre n ss sh e

8 %

ra k 2 n

0 % 2% 6

7 %

2% 6

p rice v rie a ty co v n n n e ie ce a b n m ie ce fre n ss sh e

4% 1

rank 3

27%

13% 11% price variety convenience ambience freshness

21%

28%

34

rank 4

5% 26% 46% price variety convenience am bience 10% 13% freshness

rank 5

0% 37%

16% 0% price variety convenience am bience freshness 47%

Response collected from the respondents suggested that Price is the main motive to go to mother diary as the price of it is cheaper than local vendor. Variety is ranked second by the buyers. And convenience is ranked third as mother diaries are there in every locality; no doubt people generally have to go a long distance than local vendors. Freshness is the fourth and most interesting factor in case of mother diary as in Mother diary vegetables came at 6.00 am and good/ fresh last till 8.30 am so buyer who goes for

35

morning walk or prefer to buy from M. diary normally go and buy vegetables at that time and rest shy away as they feel that it is not fresh after that. And in second shift of fresh veg. that came at 3.30 pm working people cant buy at this time. Ambience is fifth factor which made them buy from mother diary. Also one of the reason is regarding Frozen vegetables ( SAFAL) for which they go to Mother diary.

3) Weekly Markets

rank 1

4%

7%

0% price 41% v ariety conv . freshness

48%

bargaining

rank 2

4% 23%

23%

price v ariety conv . freshness

9% 41%

bargaining

36

rank 3

21%

12% 12% price v ariety conv . freshness 38% bargaining

17%

rank 4

4%

15%

0%

price variety conv. freshness

44% 37%

bargaining

37

rank 5

8%

0% 8% 16%

price variety conv. freshness

68%

bargaining

Response collected from the respondents suggested that Variety is the main motivator for people to purchase vegetable from weekly markets. Secondly price is the reason to choose weekly markets as the price of vegetable is cheap as compared to local vendor, mother diary and equivalent to food retail. Lastly bargaining is also one of the factor as generally people bargain for prices of vegetable at night as after 10 pm they get the vegetables at dirt cheap price.

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4) Food retail ( Subhishka)

rank 1

4%

17% 12%

price v ariety conv . am bience freshness

63%

4%

rank 2

% 0% 5 2 3% 3 4% price v rie a ty co . nv am ien b ce fre ne sh ss 3% 8

rank 3

9% 5%

9%

28%

price v ariety co . nv am bience fre shness

49%

39

rank 4

34%

23%

price variety conv. 6% ambience freshness

11% 26%

rank 5

11% 11% price variety conv. 56% 22% 0% ambience freshness

Response collected from the respondents suggested that Ambience is the most imp motivator for going to food retail, Secondly the variety of vegetables is good which attract the household to go to foods retail. The price of Subhishka is cheapest as compare to other channels but still people does not go their as it is far from their places. Problem of freshness is same as of Mother dairy as timing for arrival of vegetables is at 6 and 3.30 pm in afternoon. Those people generally prefer to go to Subhiska who lives near to it.

40

Q7) Do you go to Food retail like subhishka to buy vegetables only?

70 60 no . of households 50 40 Series1 30 20 10 0 no yes 60

Respondents were asked whether they go to food retail to buy vegetables only , Response clearly suggests that none of them go to food chain to buy vegetables only

Q7a) If no then rank (1-4) for which items you normally go for buying in these stores?

preferance for subhishka

45 40 35 30 25 20 15 10 5 0 rank 1 rank2 rank rank3 rank4

no. of household

vegetable grocerry fmcg others

41

Above bar chart clearly depicts that household prefer to go to food retail to buy groceries as their first preference, Secondly they like to buy Fmcg products as all these things are little cheaper than market price and they too have a discount on it Thirdly they rank Vegetables as they buy vegetables when they go to buy groceries or occasionally go to purchase vegetable only They also go to buy Medicines, mobile phones etc from Subhishka or food Bazaar. Thus it clearly reflect that subhishka is more popular for Groceries and fmcg products

Q8) If you face any Bad experience regarding purchase from above places then still you purchase from these places.?

postpurchase behaviour
50 45 40 35 30 25 20 15 10 5 0 47

no.of households

Series1 13

no

yes

Response collected from the respondents suggested that majority of them dont go to same place to buy vegetables if they have any bad experience and rest will go to same place as they have no other alternative left.

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Channels of distributions
There are different channels of distribution where the consumers can purchase the vegetables. Every channel has its own pros and cons and thus it depend upon the consumers to choose from the best ones. Generally consumers buy vegetables from multiple channels at their own purchasing factors like convenience, price etc.

Hawkers/ local vendorsThey sold vegetables door to door and are generally near the societies at large. They buy the vegetables from the local mandis. The prices of the vegetables are generally high while compare to other channels due to lot of intermediateries in the buying process, but the convenience to consumer make it a favorite buy. Also it is seen that hawkers maintain a good relationship with the consumers and thus it reduce the buying risk of consumers. Problems

1. The hawker sells at higher prices 2. No method to find the market prices 3. Limited variety of vegetables 4. Quality to choose from becomes narrow 5. Bargaining on the terms of the vendors 6. Behavior of vendors is not good. 7. Inaccuracy of weights Advantages 1. The vegetable is at your door step thus there is lot of convenience 2. Saves time and effort 3. Some of the vendors have also started free home delivery. 4. Vegetables can be purchased any time. 5. No need to buy in bulk, fresh vegetables can be purchased every day

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Food retail outlet:

They are the branded retail outlet which purchase the vegetables in bulk from farmers and then distribute to consumers at cheaper price than local hawkers. Some of the retail outlets are food world, Subhishka, Retail Fresh etc. They are the combination of food and general merchandise retailer. They stock large assortments and hence offer more variety of merchandise and produce. They offer a clean hygienic and bright environment for shopping. They offer variety of promotional schemes to shoppers. The main reason for lower price is economies of scale and efficient management of demand and supply

Problems 1. Lack of convenience of door to door shopping. 2. Consumers cant bargain 3. As these stores are generally far away so the vegetables have to purchase in bulk 4. These stores do not give free vegetables like Dhaniya and green chillies 5, there is only one machine for billing purpose and if it breaks up buyer have to wait for too long 6. billing problem 7. vegetables arrive at these stores at 6.00 am and 3.30 pm in afternoon thus the stock remain fresh for only limited period of time, and at evening the working woman cant find the fresh stock. 8. long ques for billing Advantages 1. Vegetables are quality checked. 2. No bargain so less hassles 3. Crowd is not a problem 4. Variety of vegetables under one roof. 5. Good ambience of Shopping 6. Accuracy in weights

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Mother Diary:
Mother Dairy Delhi was set up in 1974 under the Operation Flood Programme. It is now a subsidiary company of a wholly owned company of the National Dairy Development Board (NDDB). The company markets an array of fresh and frozen fruit and vegetable products under the brand name SAFAL through a chain of 295 owned Fruit and Vegetable shops and more than 20,000 retail outlets in various parts of the country. Problems: Frozen vegetables: 1. Pricing of frozen foods are very high compared to market 2. Freshness of vegetables 3. Quality seems good but no facility of choosing 4. Limited variety 5. Quantity is fixed Unfrozen vegetables: 1. Lack of convenience of door to door shopping. 2. Consumers cant bargain 3. Dont gave polybags 4. Dont give free vegetables like dhaniya etc.

Advantages: 1. Cheaper prices than hawkers 2. Availability of vegetables in non season too. 3. Variety of vegetables under one roof 4. Mother diary stores are in vicinity to every household.

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Weekly Markets:
This type of market operates once in a week on a fixed day in a particular area. In these markets there are lots of hawkers selling vegetables at a price lower than the market price. Generally most of the household buy the vegetables from these markets in bulk quantity as they are getting at cheaper rate. Problems: 1. Vegetables to be purchased in bulk, lack of storage space 2. Weighing of vegetables is not done properly 3. Prices vary with time, price lowered at night 4. The place become very crowdy 5. Threat of theft 6. Need a helper to purchase vegetables in Bulk. Advantages: 1. Lot of variety to choose from 2. Prices are lower than market price. 3. Convenience to purchase

46

Average price of Vegetable 4) Potato

price of pottato
9 8 7
price per kg

6 5 4 3 2 1 0

5.5

5 4

Subhishka Mother Diary Local vendor Thusday mkt ths, mkt after ( bef- 10.30. 10.30

4) Onion:

47

price of onion
18 16 14 12 10 8 6 4 2 0 14.75 16 16 16 12 Series1

price per kg

Subhishka

Mother Diary

Local vendor

Thusday thurs, mkt mkt ( bef- after 10.30 10.30.

3) Tomato price of tommato

16 14 12 10 8 6 4 2 0 13 14 15 14 12

price per kg

Series1

Subhishka

Mother Diary

Local vendor

Thusday mkt ( bef11.

ths, mkt after 11

4) Reddish

48

price of reddish
9 8 7 6 5 4 3 2 1 0 7.5 8 7 5 Series1

6.75

price per kg

Subhishka

Mother Diary

Local vendor

Thusday mkt ( bef11.

ths, mkt after 11

5) Peas
price of peas
16 14 12 10 8 6 4 2 0 13.5 15 14 10 Series1

12.5

price per kg

Subhishka

Mother Diary

Local vendor

Thusday mkt ( bef11.

ths, mkt after 11

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6) Bell pepper
price of bell pepper
30 25 price per kg 20 15 10 5 0 Subhishka Mother Diary Local vendor Thusday mkt ( bef11. ths, mkt after 11 17 22 28 20

18 Series1

Average price per kg of 6 vegetables were taken from Subhishka, Mother diary, Local Vendor, weekly market ( before 10.30) and after 10.30 It has been found that prices after 10.30 in weekly markets are cheaper than any other place as the vendor want to finish its inventory. After that price of Subhishka is cheaper than Mother diary, local vendor, weekly Markets. The prices of local vendor are highest in comparison to others.

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Consumer buying Behaviour (5 stage model)

There are 5 stage in consumer buying behaviour: 1) 2) 3) 4) 5) Need recognition Search Evaluation Purchase Post purchase

Stage 1 Need Recognition: Need is recognized when there is a discrepancy between desired need and actual need. In case of vegetables following reasons can their which recognize the need for buying vegetables In adequate stock of vegetable Influence from family members Reference group or a society where a household live as it can identify a need for a particular vegetable Marketing activities of companies which made customers to buy specific vegetables to remain health conscious Health reasons Festivals, parties etc

Stage- 2: Information Search: After recognizing the need next stage is information search. If it IS inadequate stock then it is routinised problem then it will be low involvement decision for the buyer and he will not go for search process. If it is from any reference group, health reason etc then he can do internal as well as external search. In internal search it will be an ongoing search for him as he is seeing advertisement, cookery shows or remember the particular vegetable dish at a party or at some of his friend house. In external search the buyer can ask from doctors, reference group, opinion leaders etc ,

51

Stage 3: Evaluation: In evaluating a vegetable household generally look at the following factors in this chronological order ( by survey) Freshness Price Specific properties of vegetables Availability at particular counter Size Normally buyer look for freshness in vegetable and then price is also a major factor. As the consumer limits the quantity of vegetable if the price is too high. Stage -4 Purchase: To purchase a particular product he/ she can go to Local vendor, Mother diary, food retail chain , weekly markets. In choosing a particular store there are different factors which induce the household to go at particular store ( which is covered earlier ).and it is found out that local vendor and weekly markets are most prefersed ones due to their convenience and price respectively,

Stage 5 Post purchase Behaviour: After the vegetable is purchased from a particular store/ place the buyer can be satisfied or dissastisfied with the purchase he made. If he is satisfied with the quality, price etc then he regularly purchase from that particular place and recommend other, but if he is dissatisfied from the purchase than he stop purchasing from that place unless he does not other alternative and also he/ she complaint and discourage other to buy from that place.

52

Conclusion
Food retail stores give a different experience to buy a vegetable as they provide a ambience and variety of items under one place to the buyer which he cant get at any other place. It has been found out in the study that people go to this place to buy groceries and fmcg products more often than to buy vegetables. They prefer to buy vegetable either from local vendor or at weekly markets. Local vendor is preferred for the convenience, bargaining and free vegetables while weekly market are preferred for price, and variety. No doubt Freshness is also a main reason. A household normally lives near food retail outlet likes to visit the place or in morning when the fresh vegetables arrive. Household also like to go to these chains to find a particular veg. which they cant find at local vendor at particular period of time.as the variety of veg. is more than local vendor. Vegetable buying is a high involvement decision for a household and the decision is influenced by many factors and motives. A household normally look at the freshness of vegetable and thus made his decision to purchase a vegetable and a particular store accordingly, but apart from freshness he look at prices and specific prop. Of vegetable therefore he does not order the vegetables on phone from food retail chain which can be more convenient than going to local vendor. Family is the most influencing factor which made a buyer to buy a particular vegetable. Culture also plays a very imp role as people generally likes to buy vegetable belonging to their culture and to buy these veg, they dont mind going at particular distance it has been found out that Food retail like subhishka does not offer much variety in States veg. It is also been found out that people who go for morning walk prefer to purchase from mother diary or food retail as the stock is fresh in morning and those who cant access to these places prefer to buy from local vendors, working woman prefers to purchase from weekly mkt or from local vendor as it saves time and the stock is not fresh in evening in mother diary and subhishka. People would like to go to food retail chain if it is convenient to buy at these stores, they get a variety to choose from as many people complaint they dont get variety in subhishka because most of the time the veg. is out of stock . The future of food chains are bright because the demand of vegetables are more than the supply by these outlets, and if the problems are solved ( stated earlier ) people will likely to buy from these stores.

53

Recommendation
They should give free vegetables like Dhaniya, chillies etc to attract customers They should stress on giving their phone nos. to people so that people can enquire about daily prices of vegetables which can be comparable to others channels They should increase the variety of the vegetables, must keep cultural vegetables like south Indian, rajasthani etc They should keep seasonal vegetables of their own brand name thus they can easily give competition to Safal They should increase the stock as people normally dont find it when they come for shopping and they felt dissatisfied and resist coming again to Subhishka There should be proper billing arrangement and if required should have two billing machine so that people should not stay in que for long time. They should give cut vegetables ( palak etc) as it save time of woman at home.

54

Bibliography
www.manage.gov.in www.ibef.org www.ficci.com AT Kearny research on Retail in India 2006 Morgan Stanley research on Agri Retail.

55

Appendix
*********************************************************************** * This Questionnaire will be used only for academic purpose. All the information will be kept fully confidential. *********************************************************************** * Name: Address: Sex: Working Status: 1. How often do you go to buy vegetables? Daily Twice a week weekly others 2. Where do you prefer to buy vegetables?

Local vendors Weekly markets Mother diary Food retail

3. On scale of 1-5 rank the evaluating factors which you take in buying Vegetables?

Price Specific properties of veg. Availability Freshness Size

4. Rank on scale of 1-5 the factors which influence you in buying vegetables?

Reference group Family

56

Social class Culture. Attitude of buyer.

5. Rank the factors on scale of (1-5) which you consider while choosing a particular place?

COMPARISON
Multiplexes Local Vendor Parameters Price Variety Convenience Ambience freshness relationship bargaining Free veg. others Mother Diary Weekly Market Food Chain

57

6. List five problem you faced in buying vegetables from particular place? Mother Diary Food retail store Local vendor Weekly Markets

7) Do you go to food retail store to buy vegetables only?

YES NO

7a) If no then rank (1-4) for which items you normally go for buying in these stores?

Vegetables groceries Fmcg products Others

8) If you face any bad experience regarding purchase from above places then still you go for same place?

YES NO

9)

In future will you buy from food retail like Subishka, Food bazaar etc? YES No

58

10) Any recommendation you want to give for to food Retail stores like Subishka etc?

59

60