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CHAPTER - I INTRODUCTION

The focus mall the biggest mall of its kind in Kerala is all set to revolutionize the shopping experience in Calicut with thought fully designed space, futuristic facilities and a prime location that ensure ever increasing foot falls. Calicut is the most developed city in North Kerala with an eventful history. It is the most important coastal city of Malabar, the North region of Kerala. It was a leading trade center for spices on the west cost of India during the medieval period.

Calicut found a place in world history will the discovery of sea route to Indian in 1498 by the Portuguese navigator Vascoda Gama. He launched at Kappad a Costal fishing village and history was changed with the political

scenario of India ending with its colonization by the British. It remained under the Madras presidency till the formation of Kerala in 1956 after independence.

Objective/s of the Study

Primary To study the organized retail consumer behaviour, based on Focus Mall, Calicut.

Secondary To study the customers profile, purchase patterns and trends To evaluate the image of Focus Mall as against its competitors

Scope Of The Study The study will help to improve the standard of the mall. The study will help to increase the ratio of sales of products.
The study helps in improving the overall functioning of the mall

RESEARCHMETHODOLOGY
Research methodology is the systematic way to solve the research problem. It gives an idea about various steps adopted by the researcher in a systematic manner with an objective to determine various manners. It is the description, explanation, and justification of various methods of conducting research. This idea deals with the statement of the problem research design, source of data collection, hypothesis and statistical tools used for the data analysis and interpretation

Statement of the Problem The shopping habits and purchase patterns of Keralites have seen a drastic change in the past decade. There is a clear need to identifying the profile of this new Indian consumer, how they purchase, what are the factors that influence the consumer behaviour towards shopping malls and how do they choose their shopping destination. The study is conducted at Focus Mall, Calicut, the destination being one of the high-density shopping hubs in Calicut

RESEARCH DESIGN
A research design is considered as the framework or plan for a study that guides as well as helps the data collection and analysis of data. A researcher should think about the way in which he should proceed in attaining his objective in his research work. He has to make a plan of action before starting the research. The plan of the study of the researcher is called the research design. The research design may be exploratory, descriptive and experimental. Descriptive research design is used for this study. Descriptive research is a research of fact finding, major use of descriptive research is explanation of state of affairs as it exists at present. Descriptive research design is used to those studies which are concerned with the charecteristics of a particular individual, situation or a group and to determine the frequency of occurrence of such events.

RESEARCH APPROACH
I contacted the respondents personally with well- prepared sequentially arranged questions. The questionnaire is prepared on the basis of objectives of the study. Direct contact is used for survey, i.e., contacting consumers directly in order to collect data.

POPULATION
Population means aggregate of all units possessing certain specified characteristics on which the sample seeks to draw inferences. The population for this study is

SAMPLE SIZE
The study sample constitutes 100 respondents constituting in the research area.

SAMPLING AREA
The study is conducted with customers of FOCUS MALL CALICUT

COLLECTION OF DATA
The data is to be collected through the primary and secondary data sources:

PRIMARY DATA SOURCES


The data is collected from the customers through the following method. o Questionnaire method.

SECONDARY DATA SOURCES


o o o o From companies websites, From other websites, References also made from text book, And from other publications.

ANALYSIS OF DATA
The data are collected through survey and books, reports, newspapers and internet etc.,.. The data collected by the researcher are tabulated and analyzed in such a way to make interpretations. Various steps, which are required to fulfill the purpose, i.e., editing, coding, and tabulating. Editing refers to separate, correct and modify the collected data. Coding refers to assigning number or other symbols to each answer for placing them in categories to prepare data for tabulation refers to bring together the similar data in rows and columns and totaling them in an accurate and meaningful manner . The collected data are analyzed and interrupted using statistical tools and techniques.

STATISTICAL TOOLS For analyzing the collected data percentage method, chi square test and hypothesis are used as statistical tools.

Percentage method
Percentage method is one of the statistical methods for analyzing and interpreting the data collected from the respondents. By the percentage method the researcher can analyze and interpret the data by using the formula.

Percentage =

No of respondents Total no of respondents

x 100

Chi- square test:


Chi- square test is used for the study. It is one of the important tests developed to test hypothesis. It is a non parametric test. It is frequently used for testing hypothesis concerning the difference between a set of observed frequencies of a sample and corresponding set of expected or theoretical frequencies.

Where Oi= observed frequencies Ei= expected frequencies Degree of freedom (V)= n-k n= number of frequency classes k= number of independent constraints. For a contingency table with r number of rows and c number of columns the degree of freedom is V = ( r-1 ) ( c-1 ) The following steps are required to determine the value of the chi-square test.
1. Calculate expected frequencies 2. Take the difference between observed and expected frequencies. 3. Obtain the square of the difference. 4. Divide (O-E)2 with the expected frequency. 5. Obtain

The calculated value of X2 is compared with the table value of X2 for a given degree of freedom at a certain specified level of significance. If the calculated value is more than table value, null hypothesis is rejected and accept the alternative hypothesis. If the calculated value is less than table value, null hypothesis accepted and alternative hypothesis is rejected. The calculated value of x2is compared with the table value of x2for a given degree of freedom at certain specified level of significance. If the calculated value is more than table value, null hypothesis is rejected and accepted the alternative hypothesis. If the calculated value is less than table value, null hypothesis is accepted and alternative hypothesis is rejected. HYPOTHESIS: Hypothesis is considered as the most important instrument in research. Hypothesis is can also divided into two:

NULL HYPOTHESIS: Is a statement that no difference exists between a population parameter and a sample statistic. ALTERNATIVE HYPOTHESIS: when the null hypothesis is rejected, then, we are accepting the alternative hypothesis. The alternative hypothesis is the logical opposite of the null hypothesis.

LIMITATIONS OF THE STUDY

It is restricted to the particular mall, so generalization of result is not


possible. Perspectives of the consumers differ from person to person, so there is a

Time period of study is restricted

REVIEW OF LITERATURE

CONSUMER BEHAVIOUR THEORIES LITERATURE REVIEW Consumer Behaviour Christopher (1989) studied the shopping habits of consumers to form an idea of whether or not the store concepts, product ranges and strategies of the companies are appropriate towards consumer requirements. He believed that consumer behaviours are unpredictable and changing continuously changing; while trying to under try to understand how individual or group make their decision to spend their available resources on consumptionrelated items. These are factors that influence the consumer before, during, and after a purchase (Schiffiman and Kanuk, 1997), for example, feedback, from other customers, packing, advertising, product appearance, and price (Peter & Olsonetc, 2005). The essence of this approach is critical for organisational success, so that they can have a better understanding of their customer behaviours (Solomon et al., 2006). The physical action or behaviour of consumer and their buying decision every day can be measured directly by marketers (Papanastassiu and Rouhani, 2006). For that reason many organisations these days are spending lot of their resources to research how consumer makes their buying decision, what they buy, how much they buy, when they buy, and where they buy (Kotler, Amstrong, 2001). To get a well coherent result, organisations normally looked at these behaviour base their analysis on difference conceptions; whether customers buying behaviour were measured from different perspectives, such as product quality and better service, lower price structured etc (Papanastassiu and Rouhani, 2006) Different theories and researchers have claimed that when organisation fully meet all aspects of its customer needs, the result enhances their profitability (Chaudhuri, 2006), and also enable them to develop a better tackling strategies for consumer (Asseal, 1998). Possibly, the most challenging concept in marketing deals with the understanding why buyers do what they do and what method or philosophy are they using to evaluate the product after the transactions and what might be the effect on future transaction (Schiffman, 2004). The reason why marketer chooses to learning about consumers buying behaviour is, from a business perspective; to be able to be more effectively reach consumers and increase the chances for success (Sargeant & West, 2001). Therefore the field of consumer behaviour has take a tremendous turn in the commercial world and became the fundamental concepts of achieving company goal (Schiffman and Kanuk, 2007). More recently, different researchers and author have given their definition and meaning of consumer behaviour. For Michael R. Solomon (2001) consumer behaviours typically analyse the processes of group selected or individual purchases/dispose of product, service, concept or experiences to satisfy their need and desires. Additionally, Kotler (1996) suggested that

consumer behaviours have a huge impact in a firm marketing decision making process every year. There is a risk that what a consumer does will inflict on his or her behaviour and generate consequences. (Snoj, Pisnik Koda & Mumel, 2004). The user and the purchaser can be different person, in some cases; another person may be an influencer providing recommendations for or against certain products without actually buying or using them (Solomon 1999; Solomon et al. 1999). In this case, most of the large consumer electronics retailers tend to gathered more information about customers motivating factors and what influences their buying behaviours Solomon & Stuart (2000). To get in-depth understanding consumer behaviour concepts will gives us an idea on how its plays significance role in our life and in the whole trend of business profit to various firms which will allow the researcher to get the analysis and determine product positioning, develop the message and targeting strategy in order to reach to the market (Holskins J, 2002). Consumer behaviour involves lot aspects, such as; Complex Buying Behaviour This kind of buying behaviours significantly involved the consumers when making a purchase decision. This kind of buying behaviours demand consumer to highly involve within the process. In case of high involvement, consumers distinguish salient differences among the competing brands (Kotler, Wong, Saunders, Armstrong, 2005). This phenomenon is particularly essential for Dixons consumers to highly involve, and engage in extensive research about the product category and make a good purchase decision about the firm own manufacturing products, in case they invent a new technology electronics products or audio-video equipment that is too expensive.

Dissonance reducing buying behaviour This type of buying behaviour also has high consumer involvement. In terms of expensive and infrequent purchase, consumer also undergoes reducing dissonancy behaviour. It is extremely difficult for consumers to differential among brands in this type of buying behaviours (Kotler, Wong, Saunders, Armstrong, 2005). Differentiating Dixons electronics products/equipments in the same store from PCWorld or Currys is a daunting task and consumer buying these products may encounter dissonance reducing buying behaviour, as electronics are usually expensive and self-expressive. Consumer may easily assume that the available electronics brands in the store/market within a certain price range to be of the same quality. Then if the product does not meet customers expectations, it will result to consumer to experience post purchase dissonance (after sales discomfort) (Kotler, Wong, Saunders, Armstrong, 2005). Habitual Buying Behaviour Contrariwise, in this type of buying behaviour consumers have lesser levels of involvements. It implies that consumer do not have to bother to retrieved information about the available products and brands in the market. So therefore, there are no potential differences between the different

brands. Whether this factor will have damaging effects on Dixons will be analyse at the findings and analysis chapter below. Because of the less level of involvement, in habitual buying behaviour consumers dont often go to the stores to purchase product, (Kotler, Wong, Saunders, Armstrong, 2005). However, some believed that if the consumer persistently purchasing the same product repeatedly, it becomes habit and their mindsets and perceptions changes overtime about the brand and the provider (Cohen and Manion, 1987). This conception will portray the consumer to have unconscientiously developed a brand loyalty to that particular brand due to the consumer regular buying habits (Cohen and Manion, 1987). Variety Seeking Buying Behaviour This type of consumer level of involvement is low. However consumer may became critical in terms of brand differences. Additionally, consumer may easily switch from PCWorld to Currys i.e. from one brand to another. The consumers can now have beliefs about the various brands and choose a brand without much evaluation. But they evaluate that product at the time of purchase. In this high technology world, consumer switches their brands not because of dissatisfaction but because of that enormous trend of technological equipment (Aaker, 1991). Decision making The concept of decision making perceived by buying behaviour as a problem-solving activity that consumer undergo to solve different problems. The stages include; need recognition, striving for information, evaluates the alternative, purchase decisions, and post-purchase evaluations. Consumer decisions making can sometimes be confusing and relate to many ideas and beliefs. There are numerous perspectives of consumer decision making that include the cue utilisation theory, value perspective, emotional perspective, and information processing perspective. Value perspective This emphasises a trade-off circumstances (Lunn et al, 1997). The common value terms often involve in the trade-off between quality and price, which also may also be defined the value-formoney between quality and price, which also may defined the value-for-money perspective (Change and Wildt, 1994; Hansen, 2001; Sweeney and Soutar, 2001). Zeithaml (1988) and Levy (1999) purpose that consumers are value driven. Zeithaml (1988) claims that customers perceived value may be seen as a reacting of the overall evaluation of the consumption of a product or service based on perceptions of what is received and what is given. On the other hand, the value emerges partly from what consumers perceive they are receiving and partly from what consumers perceived they are giving. Moreover, Blackett and Robins (2001) consistently said that the key drivers of demand for products are awareness/familiarity, perceived quality, sales quality and price. These tool drivers influence the perception of customer in term of the decision making. .

Cue utilization theory

This phenomenon allowed consumer to judge the quality and multiplicity of different product when deciding what to purchase and how many. Hansen (2005) opined that, perhaps it might be extremely hard for consumers to evaluate the essence of different in quality aspects in relation to each other and in relation to requirement or intention to consumer the products. This has led consumers to encounter instabilities when making judgements about product quality, but may not have sufficient of time or the motivation to the considered products comparative. Attempting to overcome their uncertainty and the shortage of information, following the cue utilization theory (Olson and Jacoby, 1972), consumers may select one or more indicators (cues or stimuli) to help their judgement of the product quality. A number of cues are studied in many researches. In judging the product quality, these cues can be used to indicate, including country of origin (Eliot and Cameron, 1994), product composition (Olson, 1972), brand name, store name (Dodds, 1995) and price (Shapiro, 1973; Brooker et al., 1986). As mentioned in the cue utilisation theory, consumers try decrease risk by applying cues (e.g. brand name, price, colour, advertising, etc) as a way of determining the service or the product quality. Thus, the reliance on one or one or more cues is a risk-reduction strategy (Hansen, 2005). Dawar and Parker (1994) depicted that cues assist consumers to determining the quality of the product when there is a need to reduce the perceived risk of purchase and when consumer involvement is low. Low-involved consumers use simple decision ways or indicators in their assessments to the quality or the overall performance of a product. In contrast, the behaviour of high-involved consumers are analysed and described on the basis of the information processing perspective.

Information processing perspective

The information processing perspective indicated that consumer act as problem-solving cognitive individual researching for a reasoned decision (Kassarjian, 1981). Dubois (2000) describes that consumers are expected to apply their cognitive resources in creating beliefs (cognitive part) about the attribute of a product, which may result of the progression of an overall feeling (affective part) in the sense of liking/disliking product. Consumers with a positive attitude to a product are expected to be more willing to consider purchasing in (cognitive part) than consumers with less positive attitude to the same product. Emotional perspective Emotion is not the response of an evaluation process in buying a product, but it is an effective reaction to consumers perceptions of stimuli in the environment. It represents an effective view of consumer behaviours and it is caused by consumers appearance to particular stimuli (Bagozzi et al., 1999). Zajonc and markus (1982) discussed that the traditional cognitive view should be complemented by determining consumers affective responses, like the emotional responses to the perception and assessment of products and experiences. Consumer involvement also influences to emotion perspective and product evaluations. Peter et al (1999) debated that if product involvement is high, people may experience stronger affective reaction such as emotions and stronger feelings.

Additional Factors on Decision Making There are many other causes that have tremendous effect on consumer decision making process, such as perceptions and attitudes. Perceptions Perceptions take consumers to the process of selecting, organising, and interpreting stimuli to a meaningful and coherent picture of the world (Schiffman and Kanuk (2007). Because there are so many marketing stimuli, consumers need to limit the information of product that will have an effect on the decision making. Bolfing (1988) also purposed that there are plenty of customers that have perceptual vigilance which is the stage of being screening information that is relevant. On perception process, customers express their own final perception using their consuming behaviour.

Attitudes In the purchase stage, there is attitude in the consumers mind. Without attitude, an alternative brand may be purchased (Fazio et al. 1989). Good attitude towards the product might move to a purchase decision. Attitude is connected to behavioural intention and buying forecast (Fishbein, 1980). Attitude is what we can feel about a concept that could be a person, a brand, a category, an ideology or other things we can think about and applying feeling into (East, 1997). Many writers agree that attitude is an evaluation. Attitudes are individuals broad evaluations of a concept or subjective assessments of an idea (Kotler and Armstrong, 2001). Attitude can be the most important factor in consumer decision process because they theoretically conclude that a consumer evaluation of an object (product, brand or company) represent positive or negative feeling and behavioural towards the object (Belch and Belch, 1998). Attitude influences each stage of the buying decision, as the simple assumption that attitudes causes behaviour to ignores other determinants such as personality traits, self-image, motives, behaviour and the social and physical setting in which the action occurs (Foxall, 1998). Consumer Buying Behaviour Consumer purchasing behaviour tends to determine what it exactly is that drives consumers when making buying decisions. Many studies have been performed including the above mentioned with regard to consumer behaviourism. Three theories those understand the consumers buying decision are; radical, teleological, and picoeconomics behaviourism (Foxall, 2007). Even though, all three theories take their own the consumers choice, they still plays complementary role with consumer behaviour. Radical Behaviourism According to Foxall, (2007) refer to the radical behaviourism as Behavioural Perspective Model (BPM), see diagram below.

Figure 1 Summative Behavioural Perspective Model (Foxall, 2007: 136) On the one hand Figure 1, depicts two inputs of consumer behaviour, namely the behaviour setting and the learning history. These two input variables can be seen as the consumers frame of reference when making a buying decision. The behaviour setting consists of all the physical, social and temporal elements that signal the likely consequence of behaving in a particular way (Foxall, 2007: 136). The learning history refers to past experiences both positive and negative of the consumer. Additionally, it accounts for personal factors influencing the consumers choice, such as: the ability to pay, consumers mood, impulsive buying and deprivation. On the other hand, three possible consequences of consumer behaviour are depicted in Figure 1, respectively; utilitarian reinforcement, informational reinforcement and aversive consequences. Utilitarian reinforcement refers to the satisfaction consumers perceive when buying, owing and consuming economic goods. Informational reinforcement as an outcome of consumer behaviour relates to the feedback on the purchase which connects the consumers choice to the social status that comes with it. Of course the informational reinforcement outcome is not applicable to every product that can be bought, as one will not obtain any social status from buying nails for example, on the other hand, people are often judged by the car they drive, making cars an excellent example of the informational reinforcement. Lastly, aversive consequences can be described as the costs of consuming; having to wait in line, not being able to buy alternative products, relinquishing money, etc. (Foxall, 2007). Based on the level of informational and utilitarian reinforcement a grid can be composed that divides consumer behaviour in four broad categories, Maintenance purchases are characterized by necessity; therefore this category can be compared to the physiological level in Maslows hierarchy of needs, which stands for the basic requirements for human survival (Maslow, 1943). Accumulation purchases refer to consumer behaviour related to certain kinds of collecting, saving and instalment buying. Hedonism or pleasure purchases refer to the consumption of popular entertainment. Finally, accomplishment purchases reflect ones social and economic success, such as: acquisition and conspicuous consumption of status goods, displaying products and services that signal personal attainment (Foxall, 2007: 136). Foxall (2007) found that green consumer behaviour cannot be linked to a specific category but can be found in any of the four categories. Teleological Behaviourism Teleological behaviourism proposes an interpretation of complex behavior based on final causes, i.e., the consequences of behaviour (Foxall, 2007: 132). Final causes extend outwards from the person who behaves, each fitting in the next pattern (Foxall, 2007). Hence, making a sum fits into doing homework, which fits into taking the math class, which fits into studying, which in turn fits into providing yourself with a good future. Every step (cause) is wider than the previous one and therefore more embracing, making each cause more final (Rachlin, 1994). The process of finding the causes of behaviour is one of fitting the behaviour into an ever- increasing molar pattern of response and consequences (Foxall, 2007: 132). Rachlin (1994) states that mind equal behaviour and sequences or patterns of behaviour rather than single acts. This implies that mental phenomena such as intentions, attitudes as well as pain

are all defined as extended patterns of behaviour. When pain is taken as an example, people know that somebody else is in pain because of the behaviour the other person emits: grimacing, groaning, holding his arm, etc. (Foxall, 2007). A whole series of final causes may each be nested within one another, diffused over time, the whole sequence being necessary to a full explanation of the behaviour that produced them (Foxall, 2007: 132). Rachlin (1994) points out that in order to understand the full complexity of behaviours consequences, a significant elapse of time may be required, as the events that explain behaviour are temporarily extended, it will take time for the whole sequence to be completed and with that understand behaviour. When it comes to consumer buying behaviour, teleological behaviourism helps understanding consumers brand choice (Foxall, 2007). Teleological behaviourism helps to understand why consumers only consider only a few brands out of all the brands they can choose from when making a buying decision (Foxall, 2007). Consumers will only consider brands of which they have direct use-knowledge and which products characteristics show the greatest match compared to the consumers spending power. Teleological behaviourism also helps understanding why consumers change patterns and decide to buy another brand than they usually do. It does so by acknowledging the conflict consumers can face between utilitarian reinforcement and informational reinforcement. Picoeconomics Both radical behaviourism and teleological behaviourism help to understand consumer behaviour, but both are not complete explanations of it, especially when it comes to breaking of patterns. Up to a certain extend teleological behaviourism provides an explanation for the breaking of patterns, as explained in the previous paragraph. However, picoeconomics provides a much better explanation when it comes to intertemporal bargaining. The concept of picoeconomics acknowledges that a persons choice is based on more factors than just the persons preference (Foxall, 2007). Picoeconomics apply the concept of intrapersonal interests to explain the conflict between behaviours which occurs from intertemporal rewards (Foxall, 2007). How an individual prioritizes the rewards available depends on personal rules. However, seldom such a trade-off between short-term (smaller sooner) and longterm (larger later) is isolated from other choice conflicts (Foxall, 2007). Therefore an individual might adopt a strategy in which he/she bundles all the short-term and long-term rewards, also known as reward bundling, which is a means of self-control. Self-control results from the consumers perspective that a single choice is possible between a bundle of long-term rewards and a competing bundle of short-term rewards (Foxall, 2007). Of which, as Foxall (2007) points out, directly relates to green consumer behaviour. The benefits of the longterm choice are always greater than the benefits of the short-term choice, to make a rational decision in which the total rewards obtained is the greatest is a matter bringing (imagining) the long-term rewards forward in time. According to picoeconomics there is a conflict of interests brought about by the differences in situation between the point at which an intention is expressed and that at which the opportunity to behave emerges (Foxall, 2007: 141). This conflict originates due to incentives available to the consumer at the moment of purchase (Ainslie, Hofmeyr & Ross, 2010). When the opportunity to behave emerges the consumer has two choices, either he stays loyal to his buying

pattern, or, the consumer changes his pattern based on a variable presented by the current behaviour setting. A customer who has the intention to buy one particular electronic products/bran, might be tempted once entering the store to purchase either Dixon manufactured product or alternative that are on sales instead of the more expensive, also known as preference reversal. This is a typical situation where the consumer prefers a poorer pay-off (which might be temporarily) because it is available sooner, than a better long-term pay-off, which would be better for the consumer. Consumers apply this behaviour occasionally in the case of brand choice, but much more often at inter-product choices (Foxall, 2007). This leads to the question why consumers apply this kind behaviour. Foxall (2007) argues that just as in radical behaviourism and teleological behaviourism, the consumer tries to maximize the totality of reinforcement available to him, both informational as utilitarian reinforcement. However, it need to be noted that consumers often do this with a short-term perspective and therefore maximize their reinforcement on each shopping trip, which might be not the maximum reinforcement that can be obtained when a longterm perspective is applied. The dilemma consumers face is a conflict between informational reinforcement (maximizing the price) and utilitarian reinforcement (ensure an acceptable level of quality). However, this does not mean that consumers will always buy the cheapest product available. The usual consumer strategy is to: (1) select a suitable consideration set on basis of both reinforcements and experience; and (2) usually selects the least expensive option within the consideration set (Foxall, 2007).

Consumer Decision In electronics markets the consumer will make the decision to purchase technological products to fulfil and satisfy their desire. Also, there are several factors that can influence consumer to select which product they will use for provide their needs, such as; Social influences According to Boone and Kutz (2006) they have stated on this point that in every consumer belong to the each social group. As earlier mostly experience can come from a group of family, neighbourhood groups, work and community. Also, a group membership can influences individuals purchase decision by values, attitude and behaviour that a group deems appropriate for its member. Hence, many consumers are often strongly making decision by people who the consumer knows and trusts. Economic Man Many marketers understand consumer behaviour from economics. Especially, the assumption between people and rational in their behaviour by identified the behaviour that relating to price, consumer income, consumer taste, and quality of products. Therefore, the demand of medicine is positivity associated with low price of medicine, high price for products substitutes (high level of consumer income, high education, high tastes). Also, the quality of products included with services.

Personal Influences Each person is driven by variety of desires and pressures that influence behaviour by values, attitudes, personality and beliefs. This could help marketer expected the personal influence from the field of psychology. Personality and self concept that in each persons distinct personality influences his/her buying behaviour because the personality refers to unique psychological in each person. Thus, personal characteristics have relative to buying behaviour on our decision making and personality can be useful for marketer to analysing consumer behaviour for certain products or select their choice (Armstrong and Kotler, 2008). Buying Behaviour The marketers can better predict how consumers will respond to marketing strategies. Also, they need to understand the decision processes and acts of people involved in buying and using products Solomon (1991) stated that a consumer decision is a response to a problem. Schiffman and Kanuk (1978) depicted that decision is the selection of an action from two or more alternative choices. It means that there must be more that one alternative choice whenever a customer is making a decision. Kotler (1996) pointed out that the consumer buying process is the sum total of alternative, purchase decision, and purchase evaluation. DECISION MAKING PROCESS The decision making process can be used to analysed consumer purchasing decision of certain product that required enormous level of engagement from a customer (Kotler & Armstrong, 2002). The diagram below gives a brief explanation of consumer decision making process. Five-Stage Model of the buying process: (Kotler 1993, p. 182) Need recognition Need recognition is the leading thoughts that intercede between the confusing touch in customers mind, simply put; the consumer desire state and actual state (Schiffman, Lazar & Hansen, 2008). The actual state mainly focused on consumer who encounters difficulty with product that does not bring desire satisfaction, particular if the customer desire state is yearning for something new, the aspiration to minimise the gap between the customer desire state and current situation (Kotler & Armstrong 2002). Information search Consumer searches for information after they have recognised the need. In cases where customers drive is strong, information is searched externally and more extensively (Bruner & Pozmal, 1988). When a problem has been indentified the consumers tend to engaging information search, for the purpose of reducing the risk of making a wrong choice. Thus, such a consumer will have a high degree of cognitive activity and will make strong efforts in evaluating and comparing of products before making decision (Bruner & Pozmal, 1988).

And cues, which are important in low involvement, can be only as pieces of information in an information processing (Steenkamp, 1989). The products can be important in one of the elements to influence consumer to select the choice and acquisition process. On the other hand, as noted by some authors including Hupfer and Gardner (1971) and Kassarjian (1978), not all purchasing decisions involve equally the same high level of customer interest and engagement. However, Hoyer (2984) suggested that it is impossible to directly apply these theories to every aspect of decisions making. Evaluating alternatives & Purchase Alternatives valuations are significantly different from large product categories (Kotler & Armstrong, 2002). For a better understanding in a certain product category, customers use a variety of criteria in deciding which store to visit and which product to buy, including selection, price, quality, service, value, and convenience (Boone and Kurtz, 2006). According to Kotler (1996), consumer use store and product attribute varies among consumers. Management must, however, know which attribute consumers consider and the important the consumer places on them. Evaluation of alternative that consumer can make decision can be made from price, location, quality and pharmacists relationship to choose a pharmacy (David Holdford, 2007). The evaluation process is particularly helpful in influencing customers, particularly, when customers are familiar with the desire product, their purchase behaviour tends to be quite small, consisting on average between three and five brands (Schiffman et al., 2008). Purchase Decision Bruner and Pomazal (1988) argue that a purchase is done by a consumer after s/he first recognises some kind of problem, and thus the purchase is a solution to the experienced problem. Further, Bruner and Pomazal (1988) state that to be able to conduct a purchase the problem recognised needs to be defined. Consumer tend to choose to buy the product byconsidering characteristics such as location, price assortment personnel, store image and service etc (Boone and Kurtz, 2006). In executing a purchase intension, there are five purchase sub decisions, which consumers may make up (product choice, brand choice, dealer, purchase timing, and purchase amount (Kotler, 1996). In order words consumer may answer the question of which product to buy, or might as well form a purchase intention to buy the most preferred brand. Sometimes consumers may have to choose which dealer or store they will go for purchase. In some cases, consumers may be willing to accept high prices for electronically products if the quality of the product is perceived to be of high quality. Post-Purchase evaluation In most post purchase behaviours, customers tend to evaluate purchasing through a trail or experience some level of satisfaction or dissatisfaction. If the product meets his or her expectations, the consumer is likely to satisfied, but if it falls short, the consumer is likely to be dissatisfied. Thus, customers may evaluate the product prior to their preconceived expectations (Schiffman (2008). An outcome of the evaluation is either the performance that matches expectations, that performance which exceeds expectations or that the performance below

expectations. The amount of dissatisfaction depends on the size of the different between expectations and performance (Kotler, 1996).

Consumer Behaviour refers to the study of buying tendencies of consumers. An individual who goes for shoppin does not necessarily end up buying products. There are several stages a consumer goes through before he finally picks up things available in the market. Various factors, be it cultural, social, personal or psychological influence the buying decision of individuals. Marketers need to understand the buying behaviour of consumers for their products to do well. It is really important for marketers to understand what prompts a consumer to purchase a particular product and what stops him from buying. What marketers need to understand ? The psychology of consumers (what they feel about a particular product and their brand on the whole).

How consumers are influenced by their immediate surroundings, family members, friends, co workers and so on. What a consumer thinks when he goes out for shopping ? A marketer needs to first identify his target consumers and understand their lifestyles, psychologies, income, spending capabilities, mentalities to offer them the right product. Individuals from lower income group would never be interested in buying expensive and luxurious products. He would first fulfill his basic physiological needs like food, air, water etc. Trying to sell a Mercedes or a Rado watch to someone who finds it difficult to make ends meet would definitely be a disaster. Kelloggs K special would hardly find any takers in the low income group. In this segment, individuals would be more interested in buying fresh fruits, vegetables, pulses which are necessary for their survival rather than spending on health supplements. It is really essential for the marketers to understand the needs of consumers. Find out what they are actually looking for? There are ideally two different ways which enable marketers to understand their consumers. Primary Research Secondary Research Primary Research - Primary Research refers to a research methodology where marketers interact with consumers directly and gather as much information as they can. Information is generally collected through surveys, questionnaires, feedback forms, interviews etc. Secondary Research - Secondary Research often refers to relying on information which has been collected by others at some point of time. The background and family status of an individual also influence his/her buying behaviour.

Selling a laptop to an individual who is not much educated would be pointless. Remember consumers would show interest in your products only if they are of any use to them or their immediate family members. A low grade worker would never be interested in purchasing business suits or formal shirts. Canned juices are a hit among middle and higher income group where individuals are really conscious about their health and fitness. Individuals who live hand to mouth would never spend on sugar free tablets, health supplements, or for that matter Diet Coke. It is also important to give complete information to end-users. Do not hide anything from them. It is not ethical. All tobacco products come with a warning. Individuals should be familiar with not only the benefits but also the side effects of the products. Marketers must also take into account: Age group of consumers Geographical location Lifestyle of consumers Social Status of consumers Funky designs, loud colours would be a hit among teenagers whereas middle aged and elderly people would prefer subtle colours and sophisticated designs. Salwar Suits are extremely popular in North India whereas females prefer saris and skirt blouses in eastern and southern parts of India. Individuals from posh localities and good jobs would show keen interest towards buying exclusive and unique products as compared to individuals who do not come from an affluent background.

The Effect of Consumer Behavior in Marketing of an Organization


Consumer behaviors control the type of marketing strategy that organizations such as small businesses employ, so they conduct studies to determine which strategies are likely to prove most effective. Small businesses need to know the members of their target audience, what they want, where they are located and how they'll react to product promotions. They gather this information via surveys and studying data regarding the past behavior of consumers. Data is obtained from a variety of sources such as marketing databases, sales history and the Internet. Sales Forecasts Organizations study past consumer behaviors to determine future sales. Sales forecasts estimate the expected sales for a particular market during a specified time period. Sales forecasts cannot be higher than the market potential and usually fall short of expectations. Different methods exist for forecasting sales, most of which revolve around obtaining information directly from past

buyers. Some examples of forecasting methods are quantitative and qualitative. Quantitative forecasts predict the sales of products based on past results and qualitative forecasts predict sales based on expert opinions in the field. Research Surveys Research surveys are conducted for the purpose of studying consumer behaviors. They help companies learn what consumers want, as well as how they respond to advertising. They also help pinpoint potential problems. Some examples of research surveys are new-product concept tests, product use tests and brand name recognition. Organizations conduct surveys in person, on the phone, through the mail and online. These surveys target specific population groups who share a similar set of characteristics. Internet Research Companies, including small businesses, use the Internet to conduct much of their research, monitoring the Web-based behavior of consumers. Based on their findings, organizations determine the right prices, attributes and sales promotions for their products. They also reveal the optimal places and market conditions in which to sell. The Internet is a cost-effective tool marketing research tool because it pinpoints target areas and is flexible enough to adapt to the changing demands of consumers. Market Sensing Market sensing processes can help small businesses develop a competitive advantage by giving them a deeper understanding of customers. Organizations use different resources to study consumer behavior, and the process of compiling that data into a marketing and management information database is called market sensing. The database provides the framework for integrating information and presenting it to management for decision-making purposes.

PROFILES
COMPANY PROFILE
The Focus Mall, the biggest shopping mall of its kind in the State, is all set to revolutionise the shopping experience in Calicut. With thoughtfully designed spaces, futuristic facilities and a prime location that ensures ever- increasing footfalls. Focus Mall is situated in the center and heart of Calicut City with wide approach from all areas. It has got five floors with around 2.5 lakh square feet equipped with all modern amenities for total convenience. It has got all the facilities, that is par excellence, that is required for a mall including centrally air-conditioning, escalators and see-through capsule elevators. An ideal place to shop, it has a big anchor shop and all the retail outlets of leading brand names be it in apparels, clothes, footwears etc It's the only building in the state which has vehicle parking facility for more than 600 numbers both in the basement and in the top. An average of 1000 high end customers visiting daily ranging from all age groups ie, From kids to children to youngsters to adults. The Focus Mall holds the unique recognition of having the largest food court in the state. Highly trained staff and professionals have been appointed to take care of all the needs of customers.

SHOPPING AT FOCUS MALL The Focus Mall is home to just about every major fashion brand in the world. Adorned with a 120000 square feet Fashion Avenue, which is recognized as the largest collection of fashion brands under one roof anywhere in Kerala. In short for the best in luxury brands in Kerala come to The Focus Mall today.

CAD CENTER BEN 10 POGO

Training Institute KIDS GARMENTS AND ACCESSORIES

(0495) 3022421 (0495) 4050726

PARX PARK AVENUE COLOUR PLUS VENFIELD HILITE BUILDERS DELTA ENRICA PETER ENGLAND JOHN PLAYERS WHITE SALT V -Brand Gallery FABRIC INDIA EXPORTS KAIR DERBY JOCKEY RELIANCE DIGITAL LIVE IN LILLIPUT AFREENZE USE JOHN MILLER BASICS TRENDS VAN HEUSAN INDIGO NATION SCULLERS PROVOGUE MAX

Gents Garments Gents Garments Gents Garments Gents Garments BUILDERS FITNESS PRODUCTS Gents Garments Gents Garments Gents Garments Gents Garments V BRAND/LEVIS/US POLO/PEPE AND PERFUMES FURNISHINGS KIDS GARMENTS & ACCESSORIES Gents Garments Innerwear Electronics Gents Garments KIDS WEARS JEWELLARY LADIES GARMENTS Gents Garments Gents Garments BABY SHOP Gents Garments Gents Garments LADIES AND GENTS GARMENTS LADIES AND GENTS GARMENTS Gents,Ladies and kids garments, footwear and accessories

(0495) 4021109,08 (0495) 4021006\07 (0495) 4013657 (0495) 3017704 (0495) 9747515161 (0495) 2727027 (0495) 3017850 (0495) 4014881 (0495) 3017848 (0495) 4015425 (0495) 2722358 (0495) 4015588 (0495) 4012102 (0495) 3084982 (0495) 4020110 (0495) 4019970 (0495) 4022110 (0495) 4021943 (0495) 3018888 (0495) 3024660 (0495) 3262400 (0495) 3047060 (0495) 2721453 (0495) 4021404 (0495) 3224725 (0495) 3220588 (0495) (0495) 4021017

GIRLZ SEEKRETS BOSSINI SPYKAR ICE- KIDS & TEEN WEAR ZODIAC SILKY- LADIES BOUTIQUE TREND Louis Philippe COLORS FOCUS HYPERMARKET SOLES WRANGLER URBAN ETHNIC TITAN LEE ANMOL M&B FOOT WEAR BASEL WATCH HOUSE

LADIES GARMENTS LADIES INNER WEAR LADIES AND GENTS GARMENTS LADIES AND GENTS GARMENTS KIDS AND TEEN WEARS Gents Garments LADIES GARMENTS ACCESSORIES Gents garments and Accessories LADIES GARMENTS HYPERMARKET LADIES FOOTWEARS LADIES GARMENTS LADIES GARMENTS Watches LADIES GARMENTS LADIES GARMENTS Footwear Watches

(0495) 4024331 (0495) 4021121 (0495) 4021313 (0495) 4040909 (0495) 3018162 (0495) 6452174 (0495) 6499239/3013007,8 (0495) 3017770 (0495) 3040000 (0495) 4050429 (0495) 3022852 9847777000 (0495) 4099726 (0495) 4099337 (0495)3048138 (0495) 3017700 (0495) 9809700900 (0495) 4099696 (0495) 3015588

Di DINING AT FOCUS MALL


The Focus Mall holds the unique recognition of having the largest food court in the state with more than 18,000 square feet of area. It Has around 13 counters which provide different various cuisines ranging from Traditional Indian including south and North, Dosa, Noodles, Arabic to name a few. it has more than 300 seating and 111 table facility with with a large food court with a common wash & rest room, purified drinking water and Ecxellent cleaning and maintenance

FOOD COURT / M GRILL BASKIN ROBBINS

MULTI CUISINE RESTAURENT Ice creams

(0495) 4140000 (0495) 2727838

ENTERTAINMENT AT FOCUS MALL


AMOEBA FAMILY ENTERTAINMENT

FLOOR INFORMATION
The Focus Mall, the biggest shopping mall of its kind in the State, is all set to revolutionise the shopping experience in Calicut. With thoughtfully designed spaces, futuristic facilities and a prime location that ensures ever- increasing footfalls. Focus Mall is situated in the center and heart of Calicut City with wide approach from all areas. It has got five floors with around 2.5 lakh square feet equipped with all modern amenities for total convenience. It has got all the facilities, that is par excellence, that is required for a mall includ ing centrally air-conditioning, escalators and see-through capsule elevators.

EVENTS IN FOCUS MALL

The Focus Mall is the Kerala's premier lifestyle and entertainment destination, where a wide variety of events and activities are always happening. In fact The Focus Mall is the place for the biggest and the best in Indian events and activities in Kerala. Below you can find all the current and upcoming events taking place in the mall along with relevant details including locations and timings.

LADIES FOOTWEAR GROUND FLOOR Venue: THE FOCUS MALL Date: NA Time: NA

GROUND FLOOR Venue: THE FOCUS MALL Date: NA Time: NA

THIRD FLOOR Venue: THE FOCUS MALL Date: NA Time: NA

FOR THE FIRST TIME IN MALABAR. 6D RIDER FOCUS MALL. Venue: FOCUS MALL - 3RD FLOOR Date: Time:

INDUSTRY PROFILE

Organised retail industry emergent in India


The markets love growth stories and "big" themes that will provide untold future riches. One strong theme this year has been the emergence of the "organised" retail industry in India. Leading consulting firms, analysts and many others predict this will be one of the fastest growing sectors in India, which in turn is fuelling a spate of investments in the sector. The stockmarkets too, have picked up the signals, and Pantaloon Retail India has seen its share price appreciate by a whopping seven times, from below Rs 20 in late 2001 to current levels of Rs 146, down from a recent high of Rs 176. This superb performance has generated its own bullish fan following amongst investors and analysts. I've even seen a few reports, which label the company as the "Indian Wal-Mart"! This kind of unbridled hype always makes me wary. There are two issues that I'd like to examine. The first is the retail story itself, and the second is Pantaloon's performance. Every report starts with the great potential of organised retailing in India. This is predicated on the fact that only 2-3% of India's retail outlets are "organised", while comparable numbers in the US are around 85%. Even in other developing countries, the number is reported to be between 20% and 50%. In the past, such simplistic per-capita consumption arguments have fallen flat, mainly because they've grossly underestimated the time it would take for India to achieve consumption levels similar to other countries, as well as intrinsic differences in consumer behaviour. In the case of retailing too, there is a danger that we might be doing the same. Most of the new chains are struggling to make money, and still experimenting to find a model that will work in India. Clearly, the US model of large format malls or supermarkets cannot be directly transplanted into Indian cities - for several reasons. Firstly, developed markets are characterized by a "car culture", where almost every family has a car. This makes it easy to travel some distance to shop. However, in India, the middle class population is dependent on two-wheelers or public transportation. The hazards of carrying a full shopping bag in a Mumbai train, Delhi bus or on a scooter can deter the most enthusiastic. There are several elements that attract shoppers - ambience, price and convenience. However, in the Indian context price and convenience are paramount. Travelling half an hour each way through traffic snarls, breathing noxious gases and dust can negate all the perceived benefits of air-conditioned shopping. In other words, the convenience factor helps the neighbourhood shop over the mall. One of the advantages that large chains or stores like Big Bazaar have is scale. This allows them to negotiate better terms with manufacturers/ distributors and hence offer discounts to customers.

However, travelling to the mall also costs money and time, and this is the trade-off. On top of all this, finding parking can be another nightmare, and providing these facilities adds to the investment by retailers. Hence location is crucial, and a better format might be chains of smaller outlets in multiple locations. This point is further driven home by the limited success stories in supermarkets or "groceries", where the ubiquitous "kirana" shop dominates the market. These shops provide home delivery and even credit to known customers. In terms of economics, employees are family members and cost nothing, as opposed to the MBAs employed by large chains. I'm not saying that "organised" retailing will not take off in India. The issue is what is the right format! Better quality high-street shops might be the answer, as we're already seeing in Brigade Road, Linking Road or Chandni Chowk. Even in the West, in high-density cities like New York and London, malls are less visible than the multitude of smaller "specialised" shops. The problem in India is compounded by the usual herd mentality. Before even figuring out what works and what doesn't we have a situation where developers have committed to building upwards of 20 million square feet of mall space in the next two years. Just how many malls can Gurgaon support? As for Pantaloon, analysts have been raving, saying that they've cracked the right model in Big Bazaar, with its "value for money" proposition. Maybe so, but what happens when there are more than 50 copycat outlets in Mumbai? Maybe Pantaloon will win, but not before a bruising battle. The company's FY03 (June end) numbers are due this week, and expectations are that they will gross around Rs 400 crore. Mr Biyani, the promoter has publicly stated his intention to achieve Rs 1,000 crore by 2005. This might well happen, but does it necessarily mean gains for shareholders?

Despite the supposed scale advantages, their working capital management is worrying. Normally retailers manage to get goods on credit, while taking in cash from customers. Pantaloon reportedly pays cash to get discounts. Working capital demands have meant that net cash from operations have been negative and rising. On top of this, they're investing heavily in new stores, and will spend another Rs 100 crore in the next couple of years. Analysts argue that this is natural, as the company is in "investment" mode and ultimately scale economies will pay off. However, last year's ROCE of 7.5% and RONW of 4.3% do not inspire confidence. This is less than what a money market mutual fund will get you! Most worrying, however, is that promoter history suggests a penchant for repeatedly tapping the stock markets. Already, in January promoters bought 8,65,000 shares at Rs 50, which helped raise their holding to over 51%. Then a couple of months ago, they sold nearly 2 million shares to institutional investors at Rs 115. Now the company plans to give a further 9,53,000 shares to promoters at Rs 112, along with convertible debentures. Given their large funding needs, you can bet there will be further dilution in the next couple of years. On top of this, there is the controversy about their foray into films.

The FY03 numbers are not yet in, but even if they achieve the expected EPS of Rs 6, the P/E ratio will be around 24. Given the uncertainties in their model, negative cash flows and promoter risk, it might be better to spend your money shopping in their store than buying the stock.

A shopping mall

A shopping mall, shopping center/centre, shopping arcade, shopping precinct, or simply mall is one or more buildings forming a complex of shops representing merchandisers, with interconnecting walkways enabling visitors to easily walk from unit to unit, along with a parking area a modern, indoor version of the traditional marketplace. Modern "car-friendly" strip malls developed from the 1920s, and shopping malls corresponded with the rise of suburban living in many parts of the Western World, especially the United States, after World War II. From early on, the design tended to be inward-facing, with malls following theories of how customers could best be enticed in a controlled environment. Similar, the concept of a mall having one or more "anchor store" or "big box stores" was pioneered early, with individual stores or smaller-scale chain stores intended to benefit from the shoppers attracted by the big stores.[1]

The Indian retail segment accounts for 22 per cent of the country's gross domestic product (GDP) and contributes about 8 per cent to the total employment. India continues to be among the most attractive investment propositions for global retailers. India has emerged as the fifth most favourable destination for international retailers, outpacing the UAE, Russia, Indonesia and Saudi Arabia, according to A T Kearney's Global Retail Development Index (GRDI) 2012. "India remains a high potential market with accelerated retail growth of 15-20 per cent expected over the next five years," highlighted the report. Market Size India's retail sector is worth US$ 350 billion and is growing at a compound annual growth rate (CAGR) of 15 per cent to 20 per cent at present, as per a PricewaterhouseCoopers (PwC) research report titled, 'Winning in India's retail sector: Factors for Success'. Mass grocery and apparel are the two most favoured segments for foreign direct investment (FDI) in multi-brand retail in India, according to a study titled 'Indian Retail Market-Opening More Doors' by Deloitte Touche Tohmatsu India. The FDI inflows in single-brand retail trading during April 2000 to December 2012 stood at US$

42.70 million, as per the data released by Department of Industrial Policy and Promotion (DIPP). E-tailing The Indian retailers are using a mix of formats, of which a relatively new but rapidly growing retail format is the online channel, which offers consumers convenience, price benefits and the ability to shop around the clock. Though in a nascent stage, India's online retail market is growing at double-digit rates and is likely to be the next format that retailers will incorporate into their array of channels. The Indian digital consumer industry, e-tailing is set to become a Rs 53,000 crore (US$ 9.71 billion) market by 2015 from the current Rs 3,600 crore (US$ 659.34 million), as per a November report by Avendus Capital Pvt Ltd. Edukart.com, an online education company is planning to extend its franchise network across India. The company aims to open more than 50 centers in the coming year. The focus of such expansion will be metro cities, tier I and tier II cities. Retail in Rural India Rural chains in India are focussing on hinterlands in a big way. For many companies, a large portion of their revenues comes from rural sales. The companies thus are aligning their marketing strategies in accordance to the requirements of their customers in rural areas. Turtle, one of India's leading men's lifestyle brands unveiled their limited edition collection of Khadi menswear with the theme "Ecological Weave". This is an initiative which not only hopes to revive the khadi industry and the livelihood of its weavers and their families in rural India, but is also poised to revolutionalise menswear fashion.

Investments

Interem, relocation and warehousing company, plans to invest Rs 200 crore (US$ 36.63 million) over the next three years, as part of its plan to increase its business in the consumer retail segment in India Tesco Plc has set up an Indian subsidiary to buy fresh and processed foods from the country for its global stores, a move that could help the world's third largest retailer to develop local expertise before opening shops in India Italian luxury clothing and accessories brand Versace 19.69 has announced its entry in India in partnership with fashion apparels and leather exporter, Majgenta Fashions. Versace plans to open about 70 stores in the country with an investment of US$ 25 million over the next three years. "India is a very important luxury market for us that is growing at a rapid pace... We are here to bridge the luxury and affordability gap," said Mr Theofanis Papadas, CEO, Versace 19.69

L'Oreal SA plans to invest Rs 970 crore (US$ 177.65 million) in India, a market that the French cosmetics giant considers amongst the top five in the world Swedish fast-fashion giant Hennes & Mauritz (H&M) has asked leading mall developers to block space for its initial stores in India, as the world's second largest fashion retailer hopes to open a local office in the next three months British billionaire Philip Green owned Topshop is finalising plans to enter the Indian retail space through a local joint venture, as global biggies revive interest in India on the back of recovering consumer sentiments and the recent reform push Promart Retail, a value format concept in lifestyle, is looking for pan-India expansion that will cover cities. For extending its retail presences the brand has planned to open 100 stores by the end of 2013 The World of Titan, India's largest watch retail chain, plans to expand its presence via franchising in high traffic areas, including high streets and malls with small format stores

Government Initiative

The Government of India has approved nine foreign direct investment (FDI) proposals amounting to Rs 1,140.14 crore (US$ 208.82 million), based on the recommendations of Foreign Investment Promotion Board (FIPB) Foreign retailers can enter India by forming a joint venture (JV) company that could have multi-brand retail stores. "Alternatively, the foreign investor may also consider acquiring 51 per cent stake in the existing business set-up of the potential Indian joint venture partner," added Mr Gaurav Gupta, Senior Director, Deloitte Touche Tohmatsu India The Government has passed a cabinet note and permitted FDI up to 51 per cent in multibrand retailing with prior Government approval and 100 per cent in single brand retailing, further liberalising the sector. This policy initiative is expected to provide further fillip to the growth of the sector Opening up of FDI in retail and insurance sector will generate lakhs of additional jobs in India, as per global human resource consultancy, Mercer In a major step aimed to boost the Indian civil aviation sector, the Cabinet Committee of Economic Affairs (CCEA) has relaxed the FDI norms in aviation, which will allow foreign aviation companies to invest in Indian aviation companies. The foreign carriers can now pick up to 49 per cent stake in domestic Indian aviation firms

Road Ahead The Indian retail sector is evolving rapidly and those who enter the market now can learn about local dynamics, develop market insights and establish leadership positions. Domestic and global retailers who have entered the Indian market are learning about consumer wants, preferences and needs. Powered by strong internal demand, the country has displayed robust growth which is likely to be sustained in the coming years. Research and development (R&D), innovation and new product development are emerging as key drivers of success. As part of this effort, product localisation has emerged as a driver of sales, customer excitement, customer interest, e

Retailing through the Modern Shopping Centre: Principles and Trends

The history or evolution of the shopping centre as a vehicle for retailing; from its beginning as the linking of a few stores in a small unified strip, to the major enclosed regional centres, which are now becoming more than a place to shop, but a total entertainment centre; The various types of centres and what makes them regional in nature in both larger metropolitan areas and in smaller towns; Specific retail opportunities in smaller communities and in downtowns and some of the problems faced by downtowns and these smaller communities; and The major changes happening in the retail industry and some new emerging trends and vehicles for selling goods and services. First, the characteristics of the typical regional shopping centre and how they began. The shopping centre has been perhaps the most successful land use, development and retail concept of the 20th century. The shopping centre has been to the 20th century what the department store or large general merchandiser such as Eaton's or Simpsons was to the 19th century. These department stores still play a major role in regional shopping centres, but today to a lesser extent. Shopping centre owners and developers are now faced with creating new types of anchors for their projects that have made department stores less important as major drawing cards. The shopping centre is basically a creation of suburbia and remained as such until the late 1970's. As cities expanded, the shopping facilities located in the downtown areas were too far away from their potential customers. Consequently, retail facilities had to be provided in closer proximity to growing suburban populations. Hence, the regional shopping centre. Only in recent years has there been renewed interest in downtown centres and in smaller markets. The Eaton's Centre in Downtown Toronto, which was actually initiated from a planning perspective in the 1950's, has sparked renewed interest in the downtown shopping centre. Also, many smaller communities are beginning to develop their own smaller scale versions of Eaton's Centre in an effort to help revitalize their downtowns. Whether in suburbia or downtown, there are a number of important elements that make a shopping centre substantially different from traditional retail developments such as the original European or Middle Eastern markets or the traditional downtown cores common to all Canadian cities. The characteristics separating shopping centres from these retail predecessors include: A unified architectural treatment providing space for many different tenants who are selected and managed as a unit for the mutual benefit of a single landlord who develops and manages the project for all tenants. Shopping centres are also easily accessible to the population living within their market, whether it be vehicular or pedestrian traffic. In fact, the shopping centre is in part a creation of the controlled access expressway and it is unlikely to find many successful regional shopping centres

which are not located at a major expressway interchange. Today however, proximity to transit facilities is also important and particularly for downtown centres or projects at inner city locations. Sufficient parking must also be provided in these centres to meet the expected demand generated by the retail stores in the project. Parking is a science and its arrangement around the project is important in distributing pedestrian traffic to maximize exposure and access to all stores and to provide acceptable walking distances from parked cars to centre entrances and individual stores. If stores are too far away, customers just won't visit them. Shopping centres also have centralized service and delivery facilities which are screened from customers. Site improvements for a shopping centre such as signage, landscaping, lighting are all done in a consistent manner to create a unified theme and in many cases these site improvements are regulated by the municipality. Specific tenant groupings are often established in the centre to create anchors. This promotes merchandising interaction between all stores. An attempt is also made to provide the widest range of merchandise possible within the size of centre permitted. This need to maximize the range of goods and tenants available in the centre increases the overall attraction by providing comparison shopping opportunities. Also tenant mix is important to centres and is a science. The right amount of certain store ypes to match market needs is important to the overall attraction of the shopping centre. For example, if the centre is located in a high income market, higher end specialized fashion stores are normally provided. Also, the location of certain store groups within the centre is important in creating customer flow. For example, the high fashion stores in a two-level centre are concentrated on the floor where fashion in the major department stores is located. This creates additional attraction. Centres are also normally laid out with the segregation of fashion stores from discount stores. Tenant layout also maximizes interaction between different stores or areas of the mall and creates both vertical and horizontal customer flows. These are the important factors which make a retail development a shopping centre and different from traditional retail concepts. In order to better understand what a regional centre is it is important to compare it to the other types of centres. 1. Neighbourhood Shopping Centre This type of facility provides for the sale of convenience goods such as food and drugs and other personal services which meet the daily needs of the immediate neighbourhood. The primary anchor in this type of centre has typically been a supermarket and the total size of centre ranges from 50,000 square feet to 100,000 square feet. Centres of this type normally are strip centres (not enclosed) and are located on arterial or collector streets, often at the entrance to the neighbourhood which they serve. The population or market threshold, which largely reflects the population or market required for the supermarket, would range between 10,000 to 15,000 persons.

Historically, a second type of smaller centre, and smaller than the neighbourhood centre, is the strip convenience centre, with between 10,000 and 15,000 square feet, where the major anchor might be a drug store, but most likely a convenience or jug milk store. Other stores in this centre might include: a series of specialty food stores like a bakery, deli or cheese shop, as well as the odd specialty store such as a florist, hardware store or a host of service outlets. 2. Community Centre This type of centre is normally anchored by a discount or promotional department store and a supermarket. In Canada, these discount department stores include: Woolco, K-Mart, Zellers and Towers. These discount stores may also locate in regional centres, but normally are in addition to at least one traditional full-line department store like Eaton's, Sears, Simpsons, The Bay, or Woodwards in Western Canada. Now however, newer types of tenants are becoming anchors for community centres such as home improvement centres like Beaver, home and auto centres like Canadian Tire and of course the large super store supermarkets like Loblaws Superstores, which have up to 100,000 square feet and by their size alone, create a substantial market draw. The community centre is basically the in between centre, between the regional and the neighbourhood facility. They generally range in size from 150,000 to 300,000 square feet and serve a market of between 30,000 and 50,000 persons. The community centre is also the most vulnerable to competition since the large regional centres by their size and range of goods have a substantial impact on this type of centre. Consequently, when developing a community centre, it is important not to duplicate the store types included in the regional centres nearby. It makes more sense to put in stores, which are complementary instead of those in direct competition with other centres. 3. Regional Shopping Centre Are characterized typically by having at least two full-line department stores, which are stores with a minimum of 100,000 square feet. As previously mentioned, these department stores include: Eaton's, Simpsons, The Bay and Sears, all stores which are known as the traditional department stores. In the past, these large stores have been the major attraction for regional centres, and have helped draw customers from a large regional market. By placing these stores at either end of an enclosed mall, customers are drawn from one end of the mall to the other, therefore being exposed to the specialty stores located between these major magnets. This is why department stores are traditionally offered lower rents when compared to the specialty stores which actually subsidize the department stores because of the larger store's ability to attract customers to the centre. In recent years customers have been shifting their expenditures to the smaller specialty stores that are now able to offer better service and credit (once only available at department stores) at competitive prices. Today department stores are not the only attractors to regional centres, but a substantial assortment and variety of smaller specialty stores and services can act as major attractions on their own. 4. Super Regional Centre Are larger regional centres which offer more than two department stores. Examples in Canada

include Square One in Mississauga, which will eventually expand to five department stores, Scarborough Town Centre and the West Edmonton Mall, with five department stores. With the large range of stores and services offered in the super regional centres, these developments are actually attempting to produce the shopping facilities once available only in downtowns. In size, traditional regional centres in major urban areas range in size from 500,000 to 1,000,000 square feet, depending on the size of market served. Super regionals are much larger. For example, if we consider the entertainment facilities and hotel in West Edmonton Mall, this centre is close to 5,000,000 square feet. This is much larger than many existing downtown areas in Canada. Regional centres are found mainly in major urban markets. But a regional shopping centre can also exist in a smallertown. This town probably serves a rural hinterland and acts as a service town for surrounding rural communities. A community does not have to have a West Edmonton Mall or an Eaton's Centre to have a regional facility. Any development that has a range or retailers with the ability to retain or keep dollars within the community and attract additional business from the outlying market can fulfill a regional role. This centre in a small community could be as small as 25,000 square feet, if it has the right tenant mix and character. Where should these centres be located in smaller communities? Ideally, this new retail development should be placed in the downtown core, which in many towns and cities in Canada suffer from the competition created by a suburban centre or a major commercial project in a neighbouring community. In addition, downtown merchants often become complacent, due to their historic captive market and consequently they can loose market share to other communities or centres. A new shopping centre in a downtown area can provide the stimulus needed to build up the area again and create productive competition. This new centre may also help retain dollars in the community that would otherwise leave because people can't obtain the goods and services they require. What type of centre should be put in the downtown of a smaller community? It can be any size depending on the market and it could be a strip or enclosed facility. If it is enclosed however, it is important to make sure that the project is open to the street. It must not turn itself inward and move the street indoors, but must interact with existing stores and services in the downtown core or it can create more harm than good. It is also important to establish the right tenants for this type of project. They must be new stores in the community. Examples could be more specialized fashion stores, home furnishing facilities not now available, perhaps a department store or something like a Sears mail order. The key is that these stores be different and provide additional shopping options. This helps retain sales in the market for the benefit of all retailers, including the existing merchants in the downtown core. These new stores will also help increase the attraction of the town for people living in the surrounding secondary market. The fact that these stores are different also minimized the impact on existing retailers. A downtown location for this new development may not be available for a number of reasons including:

the downtown merchants' fear of competition. Consequently opposition from this group limits the opportunity for developing downtown; parking may be limited in the core and therefore expensive parking structures are required; higher land costs in the downtown versus the suburbs, and limited site sizes or limited availability of land, may also make this option impractical; and the downtown core may be laid out in such a configuration that a development may create more harm than good. For example, a very linear downtown with a new centre at one end can have substantial impact on the opposite end of the traditional commercial strip due to the walking distances customers must travel to the new facility. On the other hand, a compact downtown with a new centrally placed facility is more likely to be successful in stimulating rejuvenation of the existing core. With the potential problems of developing a centre in the downtown core it may be necessary to build the new centre on the periphery. The developer may actually prefer this location due to higher downtown land costs, better accessibility of the suburban location and the availability of land for parking. If a suburban site is selected it is important to ensure that the site is at a location with good access to the downtown core. This provides the opportunity for residents living in the regional market who are attracted to the community, to shop in both the downtown and the new centre. Also, when a suburban shopping centre develops in a smaller community, there is usually a substantial increase in the total amount of retail space. This could potentially create impact on the core. Therefore, the core area often must become something very different. The shopping centre will probably have most of the major chain stores and therefore, the downtown must concentrate on becoming more unique and more specialized, with more specialty stores, boutiques and perhaps more services. Downtown must create its own unique image or theme, which can successfully compete with the suburban centre by capturing the additional traffic attracted to the community by the new regional facility. The key for any downtown area is to face the new competition in a positive way by creating a new market niche and attempt to benefit from the increased drawing power of the community created by the new competition. It is also important when looking at the retail situation in various communities to be aware of current trends in this area. Some recent trends in retailing and shopping centre development are outlined below: 1. Some of the most significant changes in retailing have occurred in the food distribution industry. The traditional supermarkets operated by chain stores such as A&P or Loblaws and comprising approximately 25,000 square feet or less are no longer economically viable. The increase in the size of individual supermarkets has been dramatic in recent years, growing to 45,000 and 50,000 square feet and more and recently to 60,000 to 90,000 square feet and larger. In fact, Knob Hill Farms has recently opened a store in excess of 200,000 square feet. These larger stores tend to be free standing and do not form part of a shopping centre. They also tend to

serve a much larger market base. In fact, these centres are becoming retail nodes with community or even regional shopping centre drawing power. With their increased size, these superstores are selling more non-food merchandise and one chain, Loblaws SuperCentres, are now as large as 140,000 square feet and up, with only 6096 of their space devoted to typical food store merchandise. This particular store is finding its drawing power so substantial, that it is now leasing space to other specialty tenants, who are locating in a mall attached to the SuperCentre. These facilities are in effect becoming community shopping centres on their own. 2. The second major change in the food store industry is the emergence of the ethnic supermarket, which is frequently a large fruit and vegetable store ranging in size from 30,000 to 40,000 square feet. Such stores include Longos or Sunkist in the Toronto market which are now moving from just fruit and vegetables to more varied product lines, including meat. 3. The third change is the development of the 'market' concept, consisting of many specialty food stores grouped together. These markets are now even located in the suburbs. Farmers markets have been located in most city centres for years. The new markets however, have a large selection of specialty food retailers rather than farmers. These markets can actually take the place of traditional supermarkets in regional shopping centres. Supermarkets have been suffering lately in regional centres and are often being replaced by a large number of smaller specialty stores. This also increases the rent generated to the developer, who received lower rents from the traditional supermarket. 4. The department store industry has been suffering of late. Their level of current profits or in fact losses have lead to a change in priorities for these major stores from an interest in new locations to urgent attention to improving the operation of existing facilities. Therefore, these chains are making few commitments to new shopping centre locations, consequently few regional shopping centres are being built. 5. The limited expansion opportunities presented by these department stores have forced developers to find new vehicles to sell goods and services and provide anchors for their centres. It is not unusual to see centres anchored by stores such as Toys'R'Us, major drug warehouses, home improvement centres or home and auto centres like Canadian Tire. 6. Also, many regional or community centres which were built in the last 30 years are in definite need of revitalization. Markets are dynamic and the characteristics which influenced the design or tenant composition of a centre years ago have now changed. The population of the area has aged, often moved away, changed its income characteristics and expenditure habits, and new competition has entered the market, resulting in limited potential for sales growth for the existing stores in the centre. Therefore, a major trend in the shopping centre industry has been to reassess the market characteristics and competitive factors operating in a centre's trade area and modernize, expand and change the tenant mix of the centre to regain lost market share. When centres are being remerchandised or even when a new centre is being built, it is recognized that there has been a definite change in the space requirements for individual retailers. This trend to a large degree has been created through escalating rents which have forced retailers to build smaller and more efficient stores with support services and warehousing often

provided offsite in cheaper premises. Therefore, many more stores can be accommodated in existing centres, when they are remerchandised, and the increased range of goods and services increases the overall attraction of the shopping centre and therefore its overall productivity. Therefore, in some ways, higher rents have been beneficial in forcing retailers and shopping centre developers to be more efficient. 7. In recent years there has also been a trend to new and very large specialty stores, not necessarily associated with traditional shopping centres, though they can act as anchors for these centres. Some of these facilities are actually located in industrial areas, where land costs are cheaper, if zoning restrictions permit it. Some of these stores include: the large furniture stores like Ikea, Leon's and others, large hardware stores such as Pascal's, the toy stores such as Toys'R'Us and of course the large drug warehouses, which sell a substantial amount of food, like Howies and Hy & Zel's. 8. Regional shopping centres were initially developed as single use facilities, comprised mostly of retail and service uses. However, developers learned to appreciate that shopping centres with their excellent access characteristics, superior in most cases to downtown cores, were able to generate sufficient traffic and create opportunities for other land uses such as professional offices, hotels and entertainment facilities. Consequently, regional centres have often been developed as the downtown or town centre for newly developing suburban communities. Other community services such as libraries, hospitals and schools may also locate in close proximity, with higher density residential uses such as condominiums and seniors housing as well. Examples of this type of development are Square One in Mississauga and Scarborough Town Centre in Scarborough. 9. Obviously the shopping centre has changed over the years, it is no longer just a place to shop, but also a place to be entertained. This concept started with the introduction of food courts and restaurants and has now gone to the extreme like West Edmonton Mall and Woodbine Centre where the Midway or Fantasyland and other entertainment facilities act as additional anchors or attractions to the centre. Whether these entertainment areas are profitable on their own is questionable but their effect on increasing mall traffic is said to be substantial. 10. Also anchorless centres like theme centres. The theme centre in most cases is a smaller centre developed around a historical theme or type or merchandise. Centres of this type include smaller upscale fashion centres, which were historically, only located in upper end inner city areas. This is not a locational requirement anymore as these centres now locate in higher income suburban areas, as well. Other theme oriented projects include: home furnishings oriented projects, and other types of projects such as automotive campuses, where a large number of car dealers and service facilities group together in one location. Also the restaurant campus, provides a major attraction on its own through the grouping together of a large number of restaurants and fast food facilities. The nature of the shopping centre and retail industry is continuously evolving. Consequently, there will always be need for new facilities in different shapes and forms to respond to changing market requirements and new competitive forces. In the retail industry it is essential to monitor those changes if retailers and developers are to remain competitive. It is also important for

communities to understand these changes if they are to evaluate the need for or impact of new developments that are coming to their communities.

Shopping Innovations The Mall A shopping center, shopping mall, or shopping plaza, is the modern adaptation of the historical marketplace. The mall is a collection of independent retail stores, services, and a parking area, which is conceived, constructed, and maintained by a separate management firm as a unit. They may also contain restaurants, banks, theaters, professional offices, service stations etc. The first shopping mall was the Country Club Plaza, founded by the J.C. Nichols Company and opened near Kansas City, Mo., in 1922. The first enclosed mall called Southdale opened in Edina, Minnesota (near Minneapolis) in 1956. In the 1980s, giant megamalls were developed. The West Edmonton Mall in Alberta, Canada, opened in 1981 - with more than 800 stores and a hotel, amusement park, miniature-golf course, church, "water park" for sunbathing and surfing, a zoo and a 438-foot-long lake. Shopping Carts Sylvan Goldman invented the first shopping cart in 1936. Sylvan owned a chain of Oklahoma City grocery stores called Standard/Piggly-Wiggly. He invented the first shopping cart by adding two wire basket and wheels to a folding chair. Goldman, together with mechanic Fred Young, later designed a dedicated shopping cart in 1947 and formed the Folding Carrier Co. to manufacture the carts. In 1946, Orla Watson, of Kansas City, MO, invented thetelescoping shopping cart. By using hinged baskets, each shopping cart fitted into the shopping cart ahead for compact storage. The telescoping shopping carts were first used at Floyd Day's Super Market in 1947. Smart Cart Silicon Valley inventor George Cokely - the same guy behind the Pet Rock - has come up with a modern solution to one of the supermarket industry's oldest problems: stolen shopping carts. It's called Stop Z-Cart. The wheel of the shopping cart hold the device which contains a chip and some electronics, when the cart is rolled over a certain distance away from the store, the shopping cart owners know about it. Shopping Cart Bumpers with Advertising Harold Evans patented (US patent #5,306,033) a shopping cart bumper system, a foam wraparound unit that protects while providing valuable advertising space.

Automatic Doors Horton Automatics developed and sold the first automatic sliding door in America in 1960. The company co-founders Dee Horton and Lew Hewitt invented the sliding automatic door in 1954. Their automatic doors used a mat actuator. "The idea came to Lew Hewitt and Dee Horton to build an automatic sliding door back in the mid-1950's, when they saw that existing swing doors had difficulty operating in Corpus Christi's winds. So the two men went to work inventing an automatic sliding door that would circumvent the problem of high winds and their damaging effect. Horton Automatics Inc. was formed in 1960, placing the first commercial automatic sliding door on the market and literally establishing a brand-new industry." source The Horton Family - Automated Entry If Horton Automatics of Corpus Christi has its way, homes in the United States will begin installing sliding automatic doors, which company co-founders Dee Horton and Lew Hewitt invented in 1954. Their first door in operation was a unit donated to the City of Corpus Christi for its Shoreline Drive utilities department. The first one sold was installed at the old Driscoll Hotel for its Torch Restaurant. Coupons A Philadelphia pharmacist named Asa Candler invented the coupon in 1895. Candler bought the Coca-Cola company from the original inventor Dr. John Pemberton, an Atlanta pharmacist. Candler placed coupons in newspaper for a free Coke from any fountain - to help promote the new soft drink. Bar Codes The first patent for bar code (US Patent #2,612,994) was issued to inventors Joseph Woodland and Bernard Silver on October 7, 1952. Cash Register In 1884, James Ritty invented what was nicknamed the "Incorruptible Cashier" or the first working, mechanical cash register. Credit Cards and Money Past, present and future, the history of money. Mail Order Catalog Aaron Montgomery Ward sent out his first mail order catalog in 1872 - for his Montgomery Ward mail order business located at Clark and Kinzie Streets in Chicago. The first catalog consisted of a single sheet of paper with a price list, 8 by 12 inches, showing the merchandise for sale with ordering instructions. "Ward's gradually expanded the catalog. They became bigger, more heavily illustrated, chock full of goods-- often referred to as "dream books" by rural families." Aaron Montgomery Ward was born on Feb. 17, 1844 and died on Dec. 7, 1913. He first worked for Marshall Field, a department store, as both a store clerk and a traveling salesman. As a traveling salesman, he realized that his rural customers could be better served by mail-order, a revolutionary idea. He started his business with only $2,400 in capital. Montgomery Ward was a mail-order only business until 1926, when the first Montgomery Ward retail store opened in Plymouth, Indiana. 1872 Montgomery Ward-First Mail-Order House Catalog Image

Department Stores According to Hoover's online, "Bloomingdale's was founded in 1872 by brothers Lyman and Joseph Bloomingdale, the store rode the popularity of the hoop skirt to sales success and practically invented the department store concept at the beginning of the 20th century. Bloomingdale's joined the Federated corporate family in 1930." In 1877, John Wanamaker opened "The Grand Depot" a six story round department store in Philadelphia. According to Andrew Maykuth Online, "John Wanamaker never claimed to have invented the department store, but he was on the cutting edge of a trend. The retail giants of the day, Marshall Field in Chicago, Alexander T. Steward in New York, were discovering that the vast power of buying wholesale could cut costs to reduce retail prices." John Wanamaker is credited with developing one of the first (if not the first) true department stores in the country, and with creating the first White Sale, modern price tags, and the first in-store restaurant. He also pioneered the use of money-back guarantees and newspaper ads to advertise his retail goods.

DATA ANALYSIS AND INTERPRETATION

GENDER OF RESPONDENTS

TABLE SHOWING THE GENDER OF RESPONDENTS Option Male Female Total Number of Respondents 73 27 100 Percentage 73% 27% 100

CHART -1 CHART SHOWING THE GENDER OF RESPONDENTS

80 70 60
Percentage

73

50

40 30 20
10

27

0 Male Gender Female

Interpretation From the above table it is observed as 73% of the respondents are male and 27% are female. The maximum customers dominates with males

TABLE -2 TABLE SHOWING THE AGE GROUP OF RESPONDENTS Option Below 25yrs 25-35yrs 35-50yrs Above 50 yrs Total Number of Respondents 40 20 35 5 100 Percentage 40% 20% 35% 5% 100

CHART -2 CHART SHOWING THE AGE GROUP OF RESPONDENTS

40 40
35

35

30
Percentage

25

20

20
15

10 5
0 Below 25yrs 25-35yrs 35-50yrs

Above 50 yrs

Age Group

Interpretation From the above table and graph it is observed as 40% of respondents are aged below 25 years, 20% are between 25-35 years, 35% are between 35-50 years and 5% are aged above 50 years. It also infers that youngsters visit the mall maximum, and the mall needs to work on to attract other aged group customers to

TABLE -3 TABLE SHOWING THE PROFESSION OF RESPONDENTS

OPTIONS

Business Salaried Housewife Student Others Total

NUMBER OF RESPONDENTS 13 50 7 20 10

PERCENTAGE 13 50 7 20 10

100

100

CHART -3 CHART SHOWING THE PROFESION OF RESPONDENTS

60 50 40 30 20 10 0 Business Salaried Housewife Student Others

Interpretation- From the above table and graph it is clear that maximum customers at the mall are salaried it accounts to 50% then comes students which accounts to 20% followed by business people,10% others and the least customers to the mall is housewife that is 7%

TABLE -4 TABLE SHOWING THE FAMILY INCOME


OPTIONS

Under Rs.25,000 25,00034,999 35,00044,999 45,00054,999 55,00064,999 65,000 74,999 Over 75,000

NUMBER OF RESPONDENTS 11 23 19 16 14 10

PERCENTAGE 11% 23% 19% 16% 14% 10%

4%

Total

100 100

CHART -4 CHART SHOWING THE FAMILY INCOME


25 20 15 10 5 0

Inference- Family income of the maximum respondents accounts to range of 25000-34999 that is around 23% then it follows by 19% of respondents ranges from 35000-44999 ,16% of respondents ranges from 45000-54999,14% ranges from 55000-64999 and 65000-7499 to 10% the least accounts to 4% with a income of over 750000. This infers that maximum customers are not that high class but maximum are middle class family therefore the products there must not cost too high which will affect their business at the mall

TABLE -5 TABLE SHOWING THE FAMILY STATUS


OPTIONS

Single Newly married Married, with small children Married, with grown children Other Total

RESPONDENTS 30 20 38

PERCENTAGE 30% 20% 38%

12 0 100

12% 0% 100

CHART-5 CHART SHOWING THE FAMILY STATUS

Single Newly Married Married with small children Married with grown children Other

Interpretation- From the above table and graph it is clear that maximum people who visit the mall are married with small children that accounts to38% then the respondents are single which accounts to 30% and finally 20% respondents status is newly married and the the least is married with grown children with 12%,by this it could be inferred that in the mall there must be some attraction or shopping spots which could attract middle aged people who fall under the group of married with grown children

TABLE -6 TABLE SHOWING THE FREQUENCY OF VISITING FOCUS MALL

Option Weekly Fortnightly Monthly On unplanned Basis

Number of Respondents 10 40 38 12

Percentage 10% 40% 38% 12%

Total

100

100

CHART -6 CHART SHOWING THE FREQUENCY OF VISITING FOCUS MALL


50 45 40 35 30 25 20 15 10 5 0 Weekly Fortnightly Monthly On unplanned Basis

Interpretation - From the above graph it is clear that10% of the respondents visits the mall weekly,40% of the respondents visits the mall fortnightly ,12% visits on unplanned basis

TABLE -8 TABLE SHOWING THE PREFFERD DAY OF THE WEEK TO VISIT FOCUS MALL

Options
Weekdays Weekends On Unplanned Basis

Number of Respondents
25 60 15 100

Percentage
25% 60% 15%
100

Total

Chart-8 CHART SHOWING THE PREFFERD DAY OF THE WEEK TO VISIT FOCUS MALL

Weeekdays weekends On unplanned Basis

Interpretation- From the above table and graph it is clear that the respondents visits the mall maximum at weekends which accounts to 60% and 25% visits on weekdays finally 15% of the respondents visits the mall on unplanned basis. From the above interpretation it could be clear that crowd is more on weekend and thus the stores focus could avail offers or get new products at weekends which could avail both the customers and the stores a better opportunity for purchase and sales to

TABLE -9 TABLE SHOWING THE PREFFERD TIME OF THE DAY TO VISIT FOCUS MALL

Options
10 am-1pm 1-3pm 3-6pm 6-10pm Total

Respondents
20 10 30 40 100

Percentage
20% 10% 30% 40% 100

Chart -9 CHART SHOWING THE PREFFERD TIME OF THE DAY TO VISIT FOCUS MALL

50 45 40 35 30 25 20 15 10 5 0 10am-1pm 1-3pm 3-6pm 6-10 pm

Interpretation- From the above table and graph it is clear that maximum respondents visits the mall at around 6-10 pm that accounts to 40% then 30% vists at around 6-10 pm remaining 20% and 10% would like to visit the mall at 10 am -1pm and 1-3pm respectfhully

TABLE -10 TABLE SHOWING THE PURPOSE OF VISIT TO THE FOCUS MALL

Options

Number Of Respondents 30 45 10 15 100

Percentage 30% 45% 10% 15% 100

Shopping Entertainment Networking Mix of All Total

Chart -10 CHART SHOWING THE PURPOSE OF VISIT TO THE FOCUS MALL

Shopping Entertainment Networking Mix of all

Interpretation- from the above graph it is clear that purpose of visiting of focus mall is primarily for entertainment which accounts to 45% of respondents , then for shopping which accounts to 30% then finally the purpose is for networking which includes 10% of respondents then mix of all the above the respondents accounts to 15%

TABLE -11

TABLE SHOWING THE PRODUCTS YOU PREFER TO BUY FROM FOCUS MALL
Options Dress Number of Respondents
40 15 25 10 5 0 5 100

Percentage
40% 15% 25% 10% 5% 0% 5% 100

Footwear Accessories Ornaments Watch Health / Fitness products Catering


Total

Chart -1

CHART SHOWING THE PRODUCTS YOU PREFER TO BUY FROM FOCUS MALL

40 35 30 25 20 15 10 5 0

Interpretation-From the above graph and chart it is clear that 40% of respondents prefer to buy dress from focus mall,25% prefer to buy accessories ,15% prefer to buy footwear ,10% prefer to buy from ornaments , and 5% prefer to buy watch . Therefore it is evident that areas were respondents do not prefer to buy must be looked over and must be overcomed

TABLE -12

Table Showing the Percentage of Year-Long Purchase Done In Focus Mall

Options Less than 10% 10 20% 20 30% More than 30% Total

Number of Respondents
45 37 10 8 100

Total
45% 37% 10% 8%

100

Chart -12 Chart Showing the Percentage of Year-Long Purchase Done In Focus Mall

Less than 10% 10-20% 20-30% More than 30%

Interpretation- From the above table and graph it is clear that 45% of respondents agree for less than 10% of year long purchase,37% of respondents agree for 10-20% of year long purchase,10% agree for 20-30% and 8% agree for more than 30%

TABLE-13

TABLE SHOWING THE MODE OF PAYMENT


Options Cash Debit card Credit card Total Number of respondents 60 25 15 100

Total
60% 25% 15% 100

Chart-13

CHART SHOWING THE MODE OF PAYMENT

Series 1
60 50 40 30 20 10 0 Cash Debit Card Credit Card

Interpretation- From the above graph and table it is clear that the mode of payment the respondents maximum choose is cash which accounts to around 60%, then respondents wish to

pay through debit card that is around 25% and least respondents wish to pay through credit cards which accounts to 15%

TABLE-14 TABLE SHOWING THE ENVIRONMENT ATTRACTING RESPONDENTS IN FOCUS

Options Price Service Quality Variety Ambiance

Number of Respondents
10 15 30 25 20

Percentage
10% 15% 30% 25% 20%

Total

100

100

Chart-14 CHART SHOWING THE ENVIRONMENT ATTRACTING RESPONDENTS IN FOCUS

Price Service Quality Variety Ambience

Inference- From the above table and graph it is clear that the factors of the focus mall environment which attracts the customer most is the quality it accounts to 30% , then comes the variety it accounts to 25%,the ambiance of the mall also is factor which is accounting to 20% and finally service and price of the mall accounting to 15% and 10% respectfully

TABLE-15 TABLE SHOWING THE PEOPLE VIST MALL WITH


Options Alone Friends Family Others Number of Respondents 8 55 30 7 Total 8% 55% 30% 7%

Total

100

100

Chart-15 CHART SHOWING THE PEOPLE VIST MALL WITH

70 60 50 40 30 20 10 0 Alone friends Family Others

Series 3 Series 2 Series 1

Inference- From the above table and graph it is clear that 55% of respondents likes to visit the mall with friends, 30% visit with their family, 8% like to visit the mall alone and finally 7% with others

TABLE-16 TABLE SHOWING THE TIME SPEND IN FOCUS MALL

Options Less than 30 minutes 30 minutes to 1 hour 1 hour to 2 hours More than 2 hours Total

Number of Respondents
20 30 35 15 100

Total
20% 30% 35% 15% 100

Chart-16 CHART SHOWING THE TIME SPEND IN FOCUS MALL

Less than 30% 30 minutes to 1hour 1 hour to2 hours More than 2 Hours

Intrepretation- From the above graph and table it is clear that maximum of respondents would spend around 1-2 hours at the mall which accounts to 35%, the 30% would spend around 30 minutes to 1 hour , finally 20% would spend less than 30 minutes and the least accounts to that 15% spend around 2 hours

TABLE -16 TABLE SHOWING THE EXPENDITURE FOR SHOPPING IN THE MALL
Options Below 500 500-1000 1000-2000 More than 2000 Number of Respondents
15 35 30 20

Total
15% 35% 30% 20%

Total

100

100

Chart -16 CHART SHOWING THE EXPENDITURE FOR SHOPPING IN THE MALL
45 40 35 30 25 20 15 10 5 0 Below 500 500-1000 1000-2000 More than 2000

INTERPRETATION-From the above table and chart it is clear that 30% of respondents spend around 500-1000 in the mall .30% spend around 1000-2000,20% spend more than 2000 and finally 15% below 500

TABLE -17 TABLE SHOWING THE SHOPPING FRIENDLINESS OF FOCUS MALL


0ptions Strongly Agree Agree Neutral Disagree Strongly Disagree Total Number of Respondents 45 36 16 3 0 100 Total 45% 36% 16% 3% 0 100

Chart -17 CHART SHOWING THE SHOPPING FRIENDLINESS OF FOCUS MALL

Strongly agree Agree Neutral Disagree Strongly disagree

INTERPRETATION- From the above table and graph its clear that 45% strongly agree that focus mall is shopping friendly,36% agree with the above,16% go with a neutral response and finally 3% disagree

TABLE-18 TABLE SHOWING THE SATISFACTION LEVEL OF THE PARKING FACILITY AT THE MALL

Option Yes No Total

Number of Respondents 62 38 100

Percentage 62% 38% 100

CHART -18 CHART SHOWING THE SATISFACTION LEVEL OF THE PARKING FACILITY AT THE MALL

70 60 50 40 30 20 10 0 Yes NO

Interpretation 58% are satisfied with the parking facility at the mall and 42% does not

TABLE -19

TABLE SHOWING THE SATISFACTION LEVEL OF THE STAFFS SERVICE OF THE MALL

Option Yes No Total

Number of Respondents 88 12 100

Percentage 88% 12% 100

Interpretation .

CHART -19 CHART SHOWING THE SATISFACTION LEVEL OF THE STAFFS SERVICE OF THE MALL

Yes No

Interpretation
88% are satisfied with the service of the staff at the mall and 12% does not

TABLE -20 TABLE SHOWING THE SATISFACTION LEVEL OF THE SAFETY STANDARDS OF THE MALL

Option Yes No Total

Number of Respondents 81 19 100

Percentage 81% 19% 100

CHART -20 CHART SHOWING THE SATISFACTION LEVEL OF THE SAFETY STANDARDS OF THE MALL

100 80
Percentage

81

60 40
20

19

0 Yes Option No

Interpretation 81% are satisfied with safety level at the mall and 19% does not

TABLE -21 TABLE SHOWING THE DIFFICULTY BILL CLEARANCE DUE TO LONG QUEUE

Option Yes No Total

Number of Respondents 51 49 100

Percentage 51% 49% 100

CHART -21 CHART SHOWING THE DIFFICULTY BILL CLEARANCE DUE TO LONG QUEUE

49%
51%

Yes No

Interpretation- From the above table and chart it is clear that 51% of respondents agree that it is not difficult for bill clearance due to long queue and 49% do not agree for it

TABLE -22 TABLE SHOWING ANY SUGGESTION TO IMPROVE THE MALL VISIT AND SHOPPING EXPERIENCE

Option Yes No Total

Number of Respondents 20 80 100

Percentage 20% 82 100

CHART -22 CHART SHOWING SHOWING ANY SUGGESTION TO IMPROVE THE MALL VISIT AND SHOPPING EXPERIENCE

80 80
Percentage

60
40 20 20

0
Yes Option No

. Interpretation
51% find it difficult to pay the bill due to buy queue and 49% of respondents does not

Chi Square Test of Independence For a contingency table that has r rows and c columns, the chi square test can be thought of as a test of independence. In a test of independence the null and alternative hypothesis are:

Null Hypothesis H0: The two categorical variables are independent or not associated.

Alternative Hypothesis H1: The two categorical variables are related.

We can use the equation Chi Square = the sum of all the (Oi Ei)2. Here Oi denotes the frequency of the observed data and Ei is the frequency of the expected values. The general table would look something like the one below:

Category I Sample A Sample B Sample C Column Totals a d g a+d+g

Category II b e h b+e+h

Category III c f I c+f+I

Row Totals a+b+c d+e+f g+h+I a+b+c+d+e+f+g+h+i=N

Now we need to calculate the expected values for each cell in the table and we can do that using the row total times the column total divided by the grand total (N). For example, for cell a the expected value Ei would be (a+b+c)(a+d+g)/N.

Once the expected values have been calculated for each cell, we can use the same procedure are before for a simple 2 x 2 table.

Observed Expected |Oi - Ei|

(Oi - Ei)2

(Oi - Ei)2/Ei

Chi Square observe value =

2 (Oi Ei) / Ei

in this example, Degrees of Freedom for 3x3 table= (r - 1)(c - 1) = 2(2) =4

Chi Square test for association between Gender and Satisfaction towards overall functioning of the mall

Null Hypothesis H0: There is no association between Gender and satisfaction towards overall functioning of the mall. Alternative Hypothesis H1: There is an association between Gender and satisfaction towards overall functioning of the mall. Level of Significance: 5% level or =0.05.

Satisfaction towards overall functioning of the mall Gender Male Female Total Satisfied 58 22 80 Not satisfied 15 5 20

Total

73 27 100

(O-E)^2 O 58 15 22 5

((O-E)^2)/E 0.16 0.16 0.16 0.16 0.00274 0.010959 0.007407 0.02963 0.050736

O-E
58.4 14.6 21.6 5.4

(O-E) -0.4 0.4 0.4 -0.4 TOTAL

X = (O-E) / E = 0.050736 Number of Degree Of Freedom: Ndf = (row-1) (column-1) = (1) (1) = 1

Table value of X at 5% level of significant = 3.841

Conclusion: Ho is accepted since the calculated value of X (0.050736) less than the table value of X (3.841) hence there is no association between Gender and satisfaction towards overall functioning of the mall.
Interpretation: Since the Chi Square observed value (0.12) is less than the Chi square expected value (3.84) at 5% level of significance with probability 0.725 for 1 d.f., we accept the null hypothesis and say that gender and satisfaction towards overall functioning of the mall are not associated. The satisfaction towards overall functioning of the mall is equally distributed over gender.

Chi Square test for association between profession and overallSatisfaction Null Hypothesis H0: There is no association between profession and satisfaction towards overall functioning of the mall. Alternative Hypothesis H1: There is an association between profession and satisfaction towards overall functioning of the mall. Level of Significance: 5% level or =0.05.

Profession

Satisfaction towards overall functioning yes no 3 40 6 18 10 1 2 4 20

total

business salaried House wife student others Total

10

13 50 7 20 10 100

6 80

O 10 3 40 10 6 1 18 2 6 4

E 10.4 2.6 40 10 5.6 1.4 18 4 8 2

O-E -0.4 0.4 0 0 0.4 -0.4 0 -2 -2 2

(O-E)^2 0.16 0.16 0 0.16 0.16 0 4 4 4 TOTAL

[(O-E)^2]/E 0.0153846 0.0615385 0 0 0.0285714 0.1142857 0 1 0.5 2 3.7197802

X = (O-E) / E = 3.7197802 Number of Degree Of Freedom: Ndf = (row-1) (column-1) (4) (1) =4

Table value of X at 5% level of significant = 9.448 Conclusion: Ho is accepted since the calculated value of X (3.7197802) less than the table value of X (9.448) hence there is no association between profession and satisfaction towards overall functioning of the
mall.

FINDINGS

The majority of the respondents are youngsters below 25 years,therefore its necessary that the mall must inbuilt certain stores and services which attracts middle aged and senior citizens Maximum of profession of respondents are salaried (50%) 40% of the respondents visits the mall fortnightly The majority of the respondents visits the mall for entertainment(45%), and then 30% for shopping, therefore its necessary , to concentrate on other factors too to attract the customers to the mall The majority of the respondents does cash payment (60%) The majority of the respondents are attracted to the mall due to the quality(30%) , therefore other factors to attract the customers must be improved on to attract more customers Majority of the respondents strongly agree to the shopping friendliness of the mall(45%) Majority of the respondents are happy with service of the staff in the mall (88%) Majority of the respondents are happy with the safety standard of the the mall(81%) Majority respondents agree that it is not difficult for bill clearance due to long queue (51%) The majority of the respondents dont have any suggestion regarding the improvement of the standards and sales of the products The majority of the respondents are satisfied with the parking facilities of the mall The majority of the respondents spend up to 30 minutes to 1 hour in the mall

The majority of the respondents visit the mall with friends

SUGGESTIONS
Parking facilities of the mall should be improved Programmes like fashion shows , car expo.etc should be conducted in order to increase the walk in to the mall and also to improve the standards and the sales ratio of the mall More number of bill counters should be introduced in order to reduce the difficulty faced by the shoppers in billing procedures. There must be more entertainment facilities for attracting the young crowd in to the mall

CONCLUSION
The study of consumer behavior is the most important factor for marketing of any goods and services. The consumer behavior suggest how individual, groups and organization select, buy, use and dispose of goods, services, ideas or experience to satisfy their needs and wants. It also clues for improving or introducing products or services, setting price, devising channels, etc.

The marketers always look for emergent trends that suggest new marketing opportunities and here in India a lot of opportunities are available

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