Future Group PDF

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE
CHAPTER I
INTRODUCTION
An organisation is a consciously co-ordinate social entity, with an identifiable
boundary that functions on a relative continuous basis to achieve a common goal or set of
common goals. Organisations are a dominant component of contemporary society that
always surrounds us. Thus there is a very serious need to study and analyse the structure of
an organisation. It cannot be termed as an academic exercise only. Organisations are
continuously analysed from various perspective.
Future Group is an Indian private conglomerate, headquartered in Mumbai. The
company is known for having a significant prominence in Indian retail and fashion sectors,
with popular supermarket chains like Big Bazaar and Food Bazaar, lifestyle stores like
Brand Factory, Central etc. and also for having notable presence in integrated foods and
FMCG manufacturing sectors. Future Retail (initially Pantaloons Retail India Ltd
(PRIL)) and Future Lifestyle Fashions, two operating companies of Future Group, are
among the top retail companies listed in BSE with respect to assets and in NSE with
respect to market capitalization.
1.1 BACK GROUND OF STUDY

Organisation is set of people working together for accomplishment of a common
objective. The roles and responsibilities are stated clearly without any ambiguity. The
positions occupied by different individuals are presented in the form of organisation chart.
Organisational structure is essential for continuity of the mission & co-ordinates and
controls the business activities. Organisation helps management to perform its actives
effectively, optimum use of technological improvement growth & diversification,
creatively, effective use of physical resources & HR.
ACHARYA BANGALORE B SCHOOL, BANGALORE
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1.2 NEED FOR THE STUDY
In the understanding of various forms of business organisations and their
operations, practical and internship approach play an important role in addition to the
regular learning from the course delivery. In this connection it is felt that there is a need to
undertake an organisational study which enables the scholar to be familiar with the profile
of retail industry and profile and functioning of BIG BAZAAR, RAJAJI NAGAR,
BANGALORE and keeping the main purpose of the study as to know the application of
the theoretical aspects in the course in the corporate environment and to gain first-hand
experience and expose to policies of the company.
1.3 OBJECTIVES OF THE STUDY
To study the profile of retail industry.
To know the profile of Big Bazaar in general and of Big Bazaar, Rajaji Nagar,
Bangalore in particular.
To understand the organisational structure of the company.
To understand the working of the various departments of the company.
To perform SWOT analysis for Big Bazaar.
To offer suggestions and recommendations based on the study carried out.
1.4 SCOPE OF THE STUDY
This report is based on the study conducted at BIG BAZAAR, Rajaji Nagar
Bangalore.
It aims at understanding the companys establishment, organisation structure,

departments, techniques, marketing strategies and the advantages it is having over
the competitors.
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An attempt is made to analyse the companys performance in comparison to the

theoretical aspects.
It aims to understand the skills of the company in the areas like technological
advancements, competition and in management.
1.5 LIMITATIONS OF THE STUDY
Time limit is a major constraint.
As per the company rules many information was not disclosed.
As the managers are busy in their daily schedules it is not possible for us to spend
more time in interaction and discussion with them.
Sometimes respondents dont provide accurate information which may influence

the survey result
1.6 METHODOLOGY
Observing the working of various departments like Finance, safety, human

resource, production, purchasing etc.
Discussion with the company executive, managers and employees.
Visiting and surfing websites of the company.
1.7 SCHEME OF CHAPTERISATION

The s t ud y capt i oned AN ORGANISATION STUDY AT BIG BAZAAR (FUTURE
RETAIL LTD), RAJAJI NAGAR, BANGALORE has been br anch ed off i nt o 6
chapt ers. Th e y ar e b ri efed b el ow.
CHAPTER I - INTRODUCTION
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CHAPTER II INDUSTRY PROFILE, COMPANY PROFILE AND PRODUCT
PROFILE
CHAPTER III - ORGANISATIONAL STRUCTURE
CHAPTER IV FUNCTIONAL DEPARTMENTS
CHAPTER V - SWOT ANALYSIS
CHAPTER VI - FINDINGS, RECOMMENDATIONS AND CONCLUSION
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CHAPTER II
INDUSTRY PROFILE, COMPANY PROFILE AND PRODUCT
PROFILE
2.1 INDUSTRY PROFILE

Retail is the sale of goods and services from individuals or businesses to the enduser. Retailers are part of an integrated system called the supply chain. A retailer
purchases goods or products in large quantities from manufacturers directly or through a
wholesale, and then sells smaller quantities to the consumer for a profit.
Retailing can be done in either fixed locations like stores or markets, door-to-door
or by delivery. Retailing includes subordinated services, such as delivery. The term
"retailer" is also applied where a service provider services the needs of a large number of
individuals, such as for the public. Shops may be on residential streets, streets with few or
no houses or in a shopping mall. Shopping streets may be for pedestrians only. Sometimes
a shopping street has a partial or full roof to protect customers from precipitation.
Online retailing, a type of electronic commerce used for business-to-consumer
(B2C) transactions and mail order, are forms of non-shop retailing. Shopping generally
refers to the act of buying products. Sometimes this is done to obtain necessities such as
food and clothing; sometimes it is done as a recreational activity. Recreational shopping
often involves window shopping (just looking, not buying) and browsing and does not
always result in a purchase.
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Etymology
Retail comes from the Old French word tailler, which means "to cut off, clip, pare,
divide" in terms of tailoring. It was first recorded as a noun with the meaning of a "sale in
small quantities" in (from the Middle French retail, "piece cut off, shred, scrap, paring").
Like in French, the word retail in both Dutch and German also refers to the sale of small
quantities of items.
Types of retail outlets San Juan de Dios Market in Guadalajara, Jalisco Inside a
supermarket in Russia, Walnut Market in Katra, Jammu & Kashmir, India a marketplace is
a location where goods and services are exchanged.
The traditional market square is a city square where traders set up stalls and buyers browse
the stores. This kind of market is very old, and countless such markets are still in operation
around the whole world. In some parts of the world, the retail business is still dominated
by small family-run stores, but this market is increasingly being taken over by large retail
chains. Retail is usually classified by type of products as follows:
Food products hard goods or durable goods - appliances, electronics, furniture, sporting
goods, etc.
Goods that do not quickly wear out and provide utility over time. Soft goods or
consumables - clothing, apparel, and other fabrics. Goods that are consumed after one use
or have a limited period (typically under three years) in which you may use them.
Hypermarkets
Provides variety and huge volumes of exclusive merchandise at low margins. The
operating cost is comparatively less than other retail formats.
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Supermarkets
Is a self-service store consisting mainly of grocery and limited products on non-food

items. They may adopt a Hi-Lo or an EDLP strategy for pricing. The supermarkets can be
anywhere between 20,000 and 40,000 square feet (3,700 m2).
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Example: SPAR, BIG BAZAAR supermarket.
Malls
Has a range of retail shops at a single outlet. They endow with products, food and
entertainment under a roof. Category killers or Category Specialist: By supplying wide
assortment in a single category for lower prices a retailer can "kill" that category for other
retailers. For few categories, such as electronics, the products are displayed at the centre of
the store and sales person will be available to address customer queries and give
suggestions when required. Other retail format stores are forced to reduce the prices if a
category specialist retail store is present in the vicinity.
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E -tailers
The customer can shop and order through internet and the merchandise are
dropped at the customer's doorstep. Here the retailers use drop shipping technique. They
accept the payment for the product but the customer receives the product directly from the
manufacturer or a wholesaler. This format is ideal for customers who do not want to travel
to retail stores and are interested in home shopping. However it is important for the
customer to be wary about defective products and non-secure credit card transaction.
Example: Amazon, Pennyful and eBay.
Vending Machines
This is an automated piece of equipment wherein customers can drop the money in
the machine and acquire the products. Some stores take a no frills approach, while others
are "mid-range" or "high end", depending on what income level they target.
Other types of retail store include
Automated Retail stores are self-service, robotic kiosks located in airports, malls
and grocery stores. The stores accept credit cards and are usually open 24/7.
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Examples include Zoom Shops and Red box. Big-box stores encompass larger department,
discount, general merchandise, and warehouse stores.
Retailers can opt for a format as each provides different retail mix to its customers based
on their customer demographics, lifestyle and purchase behaviour. A good format will
lend a hand to display products well and entice the target customers to spawn sales.
Worldwide Top Five Retailers
2013/14
Retail
group
Sales
Company Country of
revenue
Rank
Origin
(US $mil)
Walmart
US
$464,162
Tesco
UK
$120,052
Costco
US
$105,156
Carrefour
France
$103,555
Kroger
US
$96,751
Operations
Retail pricing
The pricing technique used by most retailers is cost-plus pricing. This involves
adding a mark-up amount (or percentage) to the retailer's cost. Another common technique
is suggested retail pricing. This simply involves charging the amount suggested by the
manufacturer and usually printed on the product by the manufacturer.
In Western countries, retail prices are often called psychological prices or odd prices.
Often prices are fixed and displayed on signs or labels. Alternatively, when prices are not
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clearly displayed, there can be price discrimination, where the sale price is dependent upon
which the customer is.
For example, a customer may have to pay more if the seller determines that he or she is
willing and/or able to. Another example would be the practice of discounting for youths,
students, or senior citizens.
Staffing
Because patronage at a retail outlet varies flexibility in scheduling is desirable.
Employee scheduling software is sold which, using known patterns of customer patronage,
more or less reliably predicts the need for staffing for various functions at times of the
year, day of the month or week, and time of day. Usually needs vary widely.
Conforming staff utilization to staffing needs requires a flexible workforce which is
available when needed but does not have to be paid when they are not, part-time workers;
as of 2012 70% of retail workers in the United States were part-time. This may result in
financial problems for the workers, who while they are required to be available at all times
if their work hours are to be maximized, may not have sufficient income to meet their
family and other obligations.
Transfer mechanisms
There are several ways in which consumers can receive goods from a retailer.
Counter service
Where goods are out of reach of buyers and must be obtained from the seller. This
type of retail is common for small expensive items (e.g. jewellery) and controlled items
like medicine and liquor. It was common before the 1900s in the United States and is more
common in certain countries like India.
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Delivery
Where goods are shipped directly to consumer's homes or workplaces. Mail order
from a printed catalogue was invented in 1744 and was common in the late 19th and early
20th centuries. Ordering by telephone was common in the 20th century, either from a
catalogue, newspaper, television advertisement or a local restaurant menu, for immediate
service (especially for pizza delivery), remaining in common use for food orders.
Internet shopping a form of delivery has eclipsed phone-ordering and, in several sectors such as books and music - all other forms of buying.
Challenges
To achieve and maintain a foothold in an existing market, a prospective retail
establishment must overcome the following hurdles:
Regulatory barriers including

o
Restrictions on real estate purchases, especially as imposed by local

governments and against "big-box" chain retailers;
Restrictions on foreign investment in retailers, in terms of both absolute

amount of financing provided and percentage share of voting stock (e.g.,
common stock) purchased;
Unfavourable taxation structures, especially those designed to penalize or keep out

"big box" retailers (see "Regulatory" above);
Absence of developed supply chain and integrated IT management;
High competitiveness among existing market participants and resulting low profit
margins, caused in part by
o
Constant advances in product design resulting in constant threat of product

obsolescence and price declines for existing inventory; and
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Lack of properly educated and/or trained work force, often including management,
caused in part by
o
Lack of educational infrastructure enabling prospective market entrants to

respond to the above challenges.
Sales techniques
Behind the scenes at retail, there is another factor at work. Corporations and
independent store owners alike are always trying to get the edge on their competitors. One
way to do this is to hire a merchandising solutions company to design custom store
displays that will attract more customers in a certain demographic.
The nation's largest retailers spend millions every year on in-store marketing programs
that correspond to seasonal and promotional changes. As products change, so will a retail
landscape. Retailers can also use facing techniques to create the look of a perfectly stocked
store, even when it is not. A destination store is one that customers will initiate a trip
specifically to visit, sometimes over a large area. These stores are often used to "anchor" a
shopping mall or plaza, generating foot traffic, which is capitalized upon by smaller
retailers.
Customer service
Customer service is the "sum of acts and elements that allow consumers to receive
what they need or desire from your retail establishment." It is important for a sales
associate to greet the customer and make himself available to help the customer find
whatever he needs.
When a customer enters the store, it is important that the sales associate does everything in
his power to make the customer feel welcomed, important, and make sure he leaves the
store satisfied. Giving the customer full, undivided attention and helping him find what he
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is looking for will contribute to the customer's satisfaction. For retail store owners, it is
extremely important to train yourself and your staff to provide excellent customer service
skills. By providing excellent customer service, you build a good relationship with the
customer and eventually will attract more new customers and turn them into regular
customers. Looking at long term perspectives, excellent customer skills give your retail
business a good ongoing reputation and competitive advantage.
RETAILING IN INDIA
Retailing in India is one of the pillars of its economy and accounts for 14 to 15 percent of
its GDP. The Indian retail market is estimated to be US$ 500 billion and one of the top
five retail markets in the world by economic value. India is one of the fastest growing
retail markets in the world, with 1.2 billion people.
As of 2013, India's retailing industry was essentially owner manned small shops. In 2010,
larger format convenience stores and supermarkets accounted for about 4 percent of the
industry, and these were present only in large urban centers. India's retail and logistics
industry employs about 40 million Indians (3.3% of Indian population).
Until 2011, Indian central government denied foreign direct investment (FDI) in multibrand retail, forbidding foreign groups from any ownership in supermarkets, convenience
stores or any retail outlets. Even single-brand retail was limited to 51% ownership and a
bureaucratic process.
In November 2011, India's central government announced retail reforms for both
multi-brand stores and single-brand stores. These market reforms paved the way for retail
innovation and competition with multi-brand retailers such as Walmart, Carrefour and
Tesco, as well single brand majors such as IKEA, Nike, and Apple. The announcement
sparked intense activism, both in opposition and in support of the reforms. In December
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2011, under pressure from the opposition, Indian government placed the retail reforms on
hold till it reaches a consensus.
In January 2012, India approved reforms for single-brand stores welcoming anyone in the
world to innovate in Indian retail market with 100% ownership, but imposed the
requirement that the single brand retailer source 30 percent of its goods from India. Indian
government continues the hold on retail reforms for multi-brand stores.
In June 2012, IKEA announced it had applied for permission to invest $1.9 billion in India
and set up 25 retail stores. An analyst from Fitch Group stated that the 30 percent
requirement was likely to significantly delay if not prevent most single brand majors from
Europe, USA and Japan from opening stores and creating associated jobs in India.
On 14 September 2012, the government of India announced the opening of FDI in multibrand retail, subject to approvals by individual states. This decision was welcomed by
economists and the markets, but caused protests and an upheaval in India's central
government's political coalition structure. On 20 September 2012, the Government of
India formally notified the FDI reforms for single and multi-brand retail, thereby making it
effective under Indian law.
On 7 December 2012, the Federal Government of India allowed 51% FDI in multi-brand
retail in India. The government managed to get the approval of multi-brand retail in the
parliament despite heavy uproar from the opposition. Some states will allow foreign
supermarkets like Walmart, Tesco and Carrefour to open while other states will not.
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Modern retailing in India
Punjab
Telangana
Madhya Pradesh
Delhi
Uttar Pradesh
West Bengal
Karnataka
Tamil Nadu
Gujarat
Kerala
Maharashtra
Haryana
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Indian market has high complexities in terms of a wide geographic spread and distinct
consumer preferences varying by each region necessitating a need for localization even
within the geographic zones.
India has highest number of outlets per person (7 per thousand) Indian retail space per
capita at 2 sq. ft. (0.19 m2)/ person is lowest in the world Indian retail density of 6 percent
is highest in the world. 1.8 million Households in India have an annual income of over 4.5
million (US$74,700.00).
While India presents a large market opportunity given the number and increasing
purchasing power of consumers, there are significant challenges as well given that over
90% of trade is conducted through independent local stores. Challenges include:
Geographically dispersed population, small ticket sizes, complex distribution network,
little use of IT systems, limitations of mass media and existence of counterfeit goods.
Modern
Retail
Country
(in 2011, % of total)
India
7%
China
20%
Thailand
40%
United States 85%

A number of merger and acquisitions have begun in Indian retail market. PWC estimates
the multi-brand retail market to grow to $220 billion by 2020.
Indian retailers
A 2012 PWC report states that modern retailing has a 5% market share in India with about
$27 billion in sales, and is growing at 15 to 20% per year.
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There are many modern retail format and mall companies in India. Some examples are in
the following table.
INDIAN
MARKET REACH IN 2011
RETAIL
GROUP
Pantaloon Retail
65 stores and 21 factory outlets in 35 cities, 2 million square feet

space
Shoppers Stop
51 stores in 23 cities, 3.2 million square feet space
Spencers Retail
200 stores in 45 cities, 1 million square feet space
Reliance Retail
708 mart and supermarkets, 20 wholesale stores in 15 cities, 508

fashion and lifestyle, 1206 crore (US$200 million) per month sales
in 2013
Bharti Retail
Birla More
74 Easyday stores, plans to add 10 million square feet by 2017

575 stores nationwide
Tata Trent
59 Westside mall stores, 13 hypermarkets
Lifestyle Retail
15 lifestyle stores, 8 home centers
Future Group
193 stores in 3 cities, one of three largest supermarkets retailer in

India by sales, 916 crore (US$150 million) per month sales in 2013
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2.2 COMPANY PROFILE
FUTURE GROUP
Future group, led by its founder and Group CEO, Mr. KISHORE BIYANI, is one
of Indias leading business houses with multiple businesses spanning across the
consumption space. While retail form the core business activity of Future Group, group
subsidiaries are present in consumer finance, capital, insurance, leisure and entertainment,
brand development, retail real estate development, retail media and logistics.
Big Bazaar is the largest hypermarket chain in India. As of August31, 2014 there are 167
stores across 100 cities and towns in India covering around 18 million sq. ft. of retail
space. Big Bazaar is designed as an agglomeration of bazaars or Indian markets with
clusters offering a wide range of merchandise including fashion and apparels, food
products, general merchandise, furniture, electronics, books, fast food and leisure and
entertainment sections.
Big Bazaar stores are aimed at providing a local marketplace feel to the shoppers. They
offer a wide variety of household items including retail apparels, food products, general
merchandise, furniture, electronics, books, fast food, etc. Several stores also have leisure
and entertainment sections.
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Future Group also owns Central Hypermarket, Brand Factory, Pantaloons, eZONE, Home
Town, futurebazaar.com, and KB's Fair Price, apart from Big Bazaar.
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Big Bazaar was introduced by the Future Group in September 2001 with the
opening of its first four stores in Kolkata, Indore, Bangalore and Hyderabad within a
period of 22 days. Started by MR. KISORE BIYANI Big Bazaar was launched mainly as
a fashion format selling apparel, cosmetics, accessories and general merchandise.
Future groups joint venture partners include, US-based stationery product retail, staples
and Middle East- based Axiom Communications. The current retail formats of the Future
Group include Big Bazaar, Food Bazaar, Electronic Bazaar and Furniture Bazaar.
According to MR. KISORE BIYANI, the inspiration behind this entire retail format was
from Saravana Stores, a local store in T. Nagar, Chennai. Big Bazaar is popularly known
as the INDIAN WALMART today.
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BOARD OF DIRECTORS
Mr. Kishore Biyani- Group CEO, Future Group
Mr. Anil Biyani- Director, Future Group
Mr. Rakesh Biyani- Director, Future Group
Mr. Sunil Biyani- Director, Future Group
Mr. Vijay Biyani- Director, Future Group
Future Ideas
We Future Ideas
Work to create the Idea
Economy Ideas have currency
and create human progress
Ideas build and transform the
world
We Future Ideas Take deep
pride in empathizing with
consumers We are NOT Hired
Consultants but Idea Partners
That work with you as seekers
To deliver solutions We are
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Facilitators We believe in
collaboration
We Future Ideas
Build values and scenarios.
And create Ideas that can
impact Business,
Organizations, Individuals
and Society
We Future Ideas
Work to create Intellectual
Property for you not for
money alone but for the
belief in Ideas and the power
embedded in Ideas.
We Future Ideas Are humbled
that you give us a chance.
Milestones
25 years ago, we began our pioneering journey transforming the Indian retail landscape,
whole-heartedly
believing
in
rewriting
rules
and
retaining
values.
Today, our deep footprint across India and landmark growth is testament to our enduring
values.
2011
April 2011 KBs Fair price celebrates opening its 200 stores in India
May 2011 Future Supply Chains becomes ISO certified
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2010
Future Group launches its telecom brand T24 in partnership with Tata Teleservices
to provide additional loyalty benefits to its customers.
Future Group launches products in key FMCG categories through SACH, a brand
co-created with Sachin Tendulkar.
Future Group connects over 4000 small and medium Indian manufacturers and
entrepreneurs with consumers.
2009
Future Group celebrates its first Shopping Festival across all retail formats in key
Indian cities.
Future University starts its campuses in Ahmadabad, Bangalore and Kolkata to

offer degree programs through a tie-up with IGNOU.
Future Group partners with Hong Kong-based Li & Fung Group to strengthen its
supply chain and logistics network across the country.
2008
Future Capital Holdings becomes the second group company to make a successful
Initial Public Offering (IPO) in the Indian capital market.
Big Bazaar crosses the 100-store mark, marking one of the fastest expansions of
the hypermarket format anywhere in the world.
Total operational retail space crosses the 10 million square feet mark.
Future Group acquires rural retail chain Aadhar from the Godrej Group, which has
a presence in 65 rural locations.
2007
Future Group crosses the $1 billion turnover mark.
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Specialized companies in retail media, logistics, IPR and brand development and
retail-led technology services become operational.
Pantaloon Retail wins the International Retailer of the Year award at US-based
National Retail Federation convention in New York, and Emerging Retailer of the
Year award at the World Retail Congress held in Barcelona.
Online portal Futurebazaar.com becomes Indias most popular shopping portal.
2006
Future Capital Holdings, the groups financial arm, is formed to manage over $1.5
billion in real estate, private equity and retail infrastructure funds.
Home Town, the home building and improvement products retail chain, is
launched along with consumer durables format e zone and furniture chain
Furniture Bazaar.
Future Group enters into joint venture agreements to launch insurance products
with Italian insurance major Generali.
Future Group forms joint ventures with US office stationery retailer Staples.
2005
Future Group moves beyond retail and acquires a stake in Galaxy Entertainment,
Indus League Clothing and Planet Retail.
Future Group sets up Kshitij, Indias first real estate investment fund, to build a
chain of shopping malls.
2004
Future Group launches Indias first seamless mall, Central, in Bangalore.
2002
Food Bazaar, the supermarket chain is launched.
2001
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Future Group launches three Big Bazaar stores within a span of 22 days in Kolkata,
Bangalore and Hyderabad.
1997
Future Group enters modern retail with the launch of the first 8000-sq. ft. store
Pantaloons in Kolkata.
1995
Future Group launches John Miller, a brand for Formal shirts.
1994
The Pantaloon Shoppe, Future Groups exclusive menswear store in a franchisee

format is launched across the nation. The company starts distribution of branded
garments through multi-brand retail outlets across the nation.
1992
Pantaloon Retail India Ltd makes an Initial public offer (IPO).
1991
BARE, an Indian denim brand is launched.
1987
The company is incorporated under the name of Manz Wear Private Limited.
Pantaloons, one of Indias first formal trouser brands, is launched.
AWARDS AND RECOGNITION

2014
CII- Supply Chain and Logistics Excellence Awards
Future Supply Chain awarded with CII- Supply Chain and Logistics Excellence
Awards of the year 2014.
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Supply Chain Personality of the Year
Mr. Anshuman Singh, Managing Director & CEO, Future Supply Chains awarded
with Supply Chain Personality of the year 2014.
Operational Excellence in Warehousing of the year
Future Supply Chains awarded with Operational Excellence in Warehousing of the

year 2014.
Emerging Player of the Year 2014
Indian Chamber of Commerce recognized FSC as Emerging Player of the Year

2014.
India Retail Award 2014
Big Bazaar Direct Retail store of the year honoured with eRetailer of the Year
2014
Indian eRetail Award 2014
Big Bazaar Direct, our eRetailing format awarded with Disruptive Retailer of the
Year 2014
2013
Future Retail Limited Won the Best Run Award in IT (Technology Solutions) at SAP
ACE 2013
HomeTown became the first Indian retailer to bag Global Innovation Award for
the year 2012- 2013
Best Run Award 2013
Future Retail Limited Won the Best Run Award in IT (Technology Solutions) at
SAP ACE 2013
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EMC Transformers Award 2013
Technology Services Team at Future Group won the EMC Transformers Awards
for their smart and judicious use of IT services.
CIO100 Awards 2013
Business Technology Services of Future Group won this award for the 2nd
consecutive year for the project "Pratibimb", a project carried for virtualization of
desktops to enhance user productivity.
CISO Award 2013
IT support services received this prestigious for innovative ways to secure the
business in the most effective manner and deliver business value, by creating
competitive advantage, optimizing business processes, enabling growth and
improving relationships with customers.
CIO100 Awards 2013
Future Group's Business Technology Services team was recognized for its
successful efforts in virtualization of desktops within the organization.
Consumer Survey of Product Innovation 2013
Sach Handwash voted product of the year by Consumer Survey of Product

Innovation 2013
Images Fashion Awards 2013
The Most Admired Fashion Retail Personality of the Year Mr. Kailash Bhatia
The Global Innovation Award
International Home + Housewares Retail Excellence /Global Innovation' for the

year 2012-2013 HomeTown
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Retailer Technology Awards 2013
Future
Group's
Retail
IT
IT
team
was
felicitated
Application
Team
with
the
of
of
following
the
the
awards:
year
year
Supply Chain Software Solution

Rural Marketing Association of India's (RMAI) Corporate Awards 2012
Best marketing communication towards women, youth and children Future

Learning
2012
Best FMCG 3PL Company of the Year 2012
Future Supply Chain awarded as Best FMCG 3PL Company at Express, Logistics
and Supply Chain Conclave.
CISO Award 2012
Future Group was felicitated for using Information security technology in the most
effective and innovative manner
Golden Spoon Awards 2012
Most Admired Food and Grocery Retailer of the Year for its Private Labels in Big
Bazaar Future Group
Retail Professional of the Year for innovation in Private Brands- Mr. Devendra
Chawla, President Food & FMCG Category
Images Fashion Awards (IFA) 2012
Most Admired Private Label Retailer - Pantaloons
ET Retail Awards 2012
FedEx Most Trusted Retailer of the Year Award Big Bazaar
TRRAIN Retail Employee of the Year Award Mr. Jitendra Kalyani, Big Bazaar
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Recognition by CMO Council, USA and CMO Asia
Master Brand Award - Future Supply Chains
Retail Icon of the Year- Mr. Anshuman Singh, MD & CEO, Future Supply Chains
Bloomberg UTV B-School Excellence Award
Best educational institute in Retail- Future Innoversity
2011
Retail Supply Chain Excellence Award
Future Supply Chain awarded with Retail Supply Chain Excellence Award at
Express, Logistics and Supply Chain Conclave in the 2011.
Designomics Awards 2011 - Recognising Businesses that build value through Design
Winning Designomist at the World Brand Congress 2011 - Future Group
CNBC AWAAZ Consumer Awards 2011
Most Recommended Modern Retail Brand of the Year in the Popular Choice
category- Big Bazaar
Brand Equity's Most Trusted Brands 2011 awards
Most Trusted Retailer - Big Bazaar
Images Retail Awards 2011
Most Admired Retailer of the year 2011 in the Home Products CategoryHomeTown
Excellence Awards & Recognition 2011 for Finance & Accounting Transformation
through Shared Services
Best Shared Service Centre (SSC) for the category of Shared Service Centre
Servicing Clients in an Indian Sub-Continent- nuFuture Digital India Ltd. (NDIL)
Most Admired Food & Grocery Retailer of the Year: Private Labels Food Bazaar
Page 30
Most Admired Retail Professional in Food & Grocery category Mr. Damodar
Mall, Head, Integrated Food Strategy.
Marketing Excellence Awards 2011 held by Indira Group of Institutes
Best Employer Of The Year - Future Supply Chains
DNA and Stars of the Industry Group Innovative B-school Awards
Star News National B-School Award for being an outstanding B School with an
Industry Related Curriculum Future Innoversity
ACE (Awards for Customer Excellence) 2011
2011 SAP ACE award in the Best-Run Business in Mobility Adoption - Pantaloon
Retail
Franchise India Expo 2011
Best Food And Grocery Chain Of 2011 - Food Bazaar
Best Value Retailer of 2011 - Big Bazaar
Best Brand Licensee In FMCG - Walt Disney Brands By Future Consumer

Enterprises
Industry Institute Partnership Symposium
Appreciation for contribution to placement of over 75 rural Below Poverty Line

youth at McDonalds Mr. Ayan Thankur, Future Learning
Star News Brand Excellence (B.E.) Awards
Brand Excellence (B.E.) Awards in the Retail Sector - Future Group
ICAI Awards 2011
CFO - Service Sector category Mr. C.P.Toshniwal
Food Retail & SCM and Agro Logistics: Summit & Awards 2011
Food Supply Chain Company Of The Year In Retail Category - Food Bazaar
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2010
Images Fashion Awards 2010
Most Admired Large Format National Fashion Retailer of the Year - Central
Titan IFA Most Admired Large Format Retailer of the Year - Central
Most Admired Food & Grocery Retailer of the Year : Private Label Pantaloon
Retail
Coca-Cola Golden Spoon Awards 2010
Most Admired Retail Group of the Year - Future Group
Most Admired Retailer in Food Category - Food Bazaar
Most Admired Retailer in Hypermarket Category - Big Bazaar
CNBC Awaaz Consumer Awards
Most Preferred Multi Brand Food & Beverage Chain - Big Bazaar
Most Preferred Multi Brand Retail Outlet- Big Bazaar
Most Preferred Multi Brand One Stop Shop- Big Bazaar
Most Admired F&G Retailer of the Year: Private Label - Pantaloon Retail
Most Admired F&G Retailer of the Year: Large Formats - Big Bazaar
exchange4media Radio Advertising Awards (ERAA) 2010
Advertiser of the year - Future Group
Best Brand Integration on Radio (Retail): GOLD - Fashion@BigBazaar - RJ Style

O Meter
Best On Ground Activation for a client (Retail): GOLD - Fashion@BigBazaar - RJ

Style O Meter
Page 32
Best Use of Radio in a Media Plan: SILVER Fashion@BigBazaar - RJ Style O

Meter
Best Brand Integration on Radio (Retail): SILVER - Pantaloons 3 Idiots
Best Campaign of the year: SILVER - Future Group Shopping Festival
Asia's Best Employer Brand Awards
HR Leadership award - Mr. Ameet Naik, General Manager HR FHDL
Employer of the Year (Retail Category) by Indira Group of Institutes Future

Learning & Development Limited (FLDL)
2009
Retail Supply Chain Excellence Award
Future Supply Chain awarded with Retail Supply Chain Excellence Award at
Express, Logistics and Supply Chain Conclave in the 2009.
CNBC Awaaz Consumer Awards 2009
Most Preferred Multi Product Chain - Big Bazaar
Most Preferred Multi Brand Food & Beverage Chain - Big Bazaar
Images Fashion Forum 2009
Most Admired Fashion Group Of The Year - Future Group
Most Admired Private Label - Pantaloons, lifestyle format
Critics' Choice for Pioneering effort in Retail Concept Creation - Central
Indian Retail Forum 2009
Most Admired Retail Group of the Year - Future Group
Asia Retail Congress 2009
Retail Marketing Campaign of the year - Future Group - The Great Indian
Shopping festival
Retailer of the Year Hypermarkets - Future Group
Page 33

Most Admired Food & Grocery Retailer Of The Year PRIL
Most Admired F&G Retailer of the Year: Large Formats - Big Bazaar
Most Admired F&G Retailer of the Year: Private Label - Pantaloon Retail
The Gurukul Awards
The Best Upcoming Institute Award Future Learning & Development Limited
(FLDL)
Indian Merchant Chambers and Asian Centre for Corporate Governance and
Sustainability
Best Audit Committee 2009 Award for Pantaloon Retail
In-Store Asia 2009
Gold in Sports & Equipment Category - Planet Sport Vashi Central
Gold in Departmental Store of the Year - Goregaon Central
Gold in Shopping Mall & Arcade of the Year - Gurgaon Central
Merit in Window Display of the Year HomeTown
Merit for Electronic store larger than 5000 sq.ft - eZone Goregaon
Merit for Best Visual Merchandising - Future Axiom
2008
Indian Retail Forum Awards 2008
Most Admired Retail Group of the year Future Group
Most Admired Retail Face of the Year - Kishore Biyani
Most Admired Retailer (Hypermarket) Big Bazaar
Page 34

The INDIASTAR Award 2008
Food Bazaar: Best Packaging Innovation With this award, Pantaloon Retail (India)
Limited becomes the first Indian Retailer to win the prestigious INDIASTAR
Award.
Retail Asia Pacific 500 Top Awards 2008
Gold Winner - Top Retailer 2008 Asia Pacific For more information on the
awards, kindly click here.
Coca-Cola Golden Spoon Awards 2008
Most Admired Food & Grocery Retail Visionary of the Year: Kishore Biyani.
Most Admired Food & Grocery Retailer of the Year Supermarkets: Food Bazaar.
Most Admired Food & Grocery Retailer of the Year - Hypermarkets: Big Bazaar.
Most Admired Retailer of the Year - Dynamic Growth in Network Expansion

across Food, Beverages & Grocery: Future Group.
Most Admired Food & Grocery Retailer of the Year - Consumer's Choice: Big
Bazaar.
The Reid & Taylor Awards for Retail Excellence 2008
Retail Leadership Award: Kishore Biyani
Retail Best Employer of the Year: Future Group
Retailer of The Year: Home Products and Office Improvements: HomeTown
CNBC Awaaz Consumer Awards 2008
Most Preferred Multi Brand Food Retail- Big Bazaar
2007
Images Retail Awards
Most Admired Retail Face of the Year: Kishore Biyani
Most admired retailer of the year: Large format, multi product store: Big Bazaar
Page 35
Most admired retailer of the year: Food and Grocery: Food Bazaar
Most admired retailer of the year: Home & office improvement: HomeTown
Most admired Retail Company of the year: Pantaloon Retail (India) Ltd.
National Retail Federation, New York
International Retailer for the Year 2007 Pantaloon Retail (India) Ltd.
World Retail Congress, Barcelona
Emerging Market Retailer of the Year 2007 Pantaloon Retail (India) Ltd.
Hewitt Best Employers 2007
Best Employers in India (Rank 14th) Pantaloon Retail (India) Ltd.
PC World Indian Website Awards
Best Indian Website In The Shopping Category - Futurebazaar.com
Reader's Digest Trusted Brands Platinum Awards
Trusted Brands Platinum Award (Supermarket Category) Big Bazaar
2006
13th Lions Gold Award 2006
Future Supply Chain was awarded with Lions Gold Award by Lions Club of SOL,
Mumbai
Retail Asia Pacific Top 500 Awards, Singapore
Asia Pacific Best of the Best Retailers Pantaloon Retail (India) Ltd
Best Retailer in India Pantaloon Retail (India) Ltd
Asiamoney Awards
Best Managed Company in India (Mid-cap) Pantaloon retail (India) Ltd.
Ernst & Young Entrepreneur of the Year Award
Ernst & Young Entrepreneur of the Year (Services) Kishore Biyani
Page 36

CNBC Indian Business Leaders Awards
The First Generation Entrepreneur of the Year Kishore Biyani
Lakshmipat Singhania IIM Lucknow National Leadership Awards
Young Business Leader Kishore Biyani
CNBC Awaaz Consumer Awards
Most Preferred Large Food & Grocery Supermarket Big Bazaar
Images Retail Awards
Best Value Retail Store Big Bazaar
Best Retail Destination Big Bazaar
Best Food & Grocery Store Food Bazaar
Retail Face of the Year Kishore Biyani
Reader's Digest Awards
Platinum Trusted Brand Award - Big Bazaar
Reid & Taylor Awards for Retail Excellence
Retail Entrepreneur of the Year Kishore Biyani
2005
PRIL- Most Admired Retailer of the Year
Food Bazaar- Retailer of the Year(Food and Grocery)
Big Bazaar-Retailer of the Year(Value Retailing)
Central-Retail Launch of the Year
Voted by Business Today magazine as one of the
Top 20 Companies in India to watch in 2005
India's most investor-friendly companies in the top 75
India's Biggest wealth creators in the top 100
Page 37

DAKS London
PRIL- Brand Builder of the Year
2004
PRIL- Most Admired Retailer of the Year
Food Bazaar- Retailer of the Year(Food and Grocery)
Big Bazaar-Retailer of the Year(Value Retailing)
Central-Retail Launch of the Year
Reid & Taylor and DLF Awards
PRIL - Retailer of the year
2003
Indian Express Award
PRIL Marketing Excellence and Excellence in Brand Building
Indusland Bank (India Brand Summit)
PRIL - Excellence in Brand Building
OUR BELIEFS
Future Group was founded on a simple idea: Rewrite rules, retain values. This
fundamental belief created a new kind of marketplace, forever transforming Indian retail.
Today our core values continue to guide how we do business and improve the quality of
life of the people we serve.
At Future Group we are committed to being a catalyst of positive change in the
communities, societies and business sectors in which we operate. We envision Indias
transformation into the legendary 'Sone Ki Chidiya' (golden bird), taking wings once
again to reach greater heights.
Page 38

We take pride in our Indianness. Our belief in inclusiveness for long-term sustainable
growth and economic prosperity evokes trust among consumers, employees, suppliers,
partners, shareholders and the community.
Group Vision
Future Group shall deliver Everything, Everywhere, Everytime for Every Indian
Consumer in the most profitable manner.
Group Mission
We share the vision and belief that our customers and stakeholders shall be served
only by creating and executing future scenarios in the consumption space leading
to economic development.
We will be the trendsetters in evolving delivery formats, creating retail realty,

making consumption affordable for all customer segments for classes and for
masses.
We shall infuse Indian brands with confidence and renewed ambition.
We shall be efficient, cost- conscious and committed to quality in whatever we do.
We shall ensure that our positive attitude, sincerity, humility and united
determination shall be the driving force to make us successful.
Core Values
Indianness: Confidence in ourselves.
Leadership: To be a leader, both in thought and business.
Respect & Humility: To respect every individual and be humble in our conduct.
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Introspection: Leading to purposeful thinking.
Openness: To be open and receptive to new ideas, knowledge and information.
Valuing and Nurturing Relationships: To build long term relationships.
Simplicity & Positivity: Simplicity and positivity in our thought, business and
action.
Adaptability: To be flexible and adaptable, to meet challenges.
Flow: To respect and understand the universal laws of nature
2.3 PRODUCT PROFILE

Future Brands
Future Brands Limited (FBL) is involved in the business of creating, developing,
managing, acquiring and dealing in consumer-related brands and IPRs (Intellectual
Property
Rights).
We retail a wide range of products and brands, some of which have been grown and
nurtured by our group companies.
Page 40

Mobile Telephony T24
In partnership with Tata Teleservices Limited, Indias dual-technology telecom

operator, Future Group provides mobile telephony services under the brand name T24 on
the GSM platform. T24 (Talk 24 hours) provides mobile telephony services to the customers of
Future Groups retail stores. A differentiated offering in the crowded telecom space, T24 aims to
increase loyalty among the millions of customers who patronize our retail stores. Based on the
concept of Talk More, Shop More the T24 brand offers unique benefits for customers shopping
at Future Groups shopping network.
Future Group is focused on building partnerships with the three pillars of

Collaboration, Assistance and Synergy.
Collaboration
Collaboration is achieved in business planning and management to ensure optimal growth
by creating joint business plans with a constant review of performance.
Assistance
Assistance is extended by leveraging Future Group's resources.
Synergy
Synergy is generated by putting our strengths together to create a unique position in the
marketplace. We combine our strengths to create a unique value proposition by sharing
Page 41

consumer insights and product knowledge, joint brand building, value engineering and
developing new products. With a proven track record of developing long-term partnership
models on a win-win basis, Future Group is a partner to some of the most reputed
speciality retailers from around the world.
Page 42

Payback Loyalty Program
Future Group has taken the whole concept of customer loyalty to the next level by
joining hands with PAYBACK. PAYBACK is Indias largest and one of Europes most
successful multi-partner loyalty programs. With PAYBACK, customers can shop, save
and get rewarded. This program enables consumers to collect millions of points across
online and offline partners with just a single card. Customers can accumulate points
across Future Group formats, thereby making shopping rewarding.
PAYBACK is Europe's leading customer loyalty program, headquartered in
Germany, with a total of 25.5 million active cardholders in Germany and Poland. In India,
Now that Future Group has become a part of this bandwagon, customers are bound to earn
points at every step from formats like Big Bazaar, Food Bazaar, Pantaloons, Central,
Home
Town,
eZone,
Brand
Factory
and
Future
Bazaar.
These points can then be redeemed for air miles, movie tickets, air tickets and vice versa.
With Future Group and PAYBACK Shopping is Rewarding.
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Benefits of PAYBACK
Our formats Big Bazaar, Food Bazaar, Pantaloons, Central, Home Town, eZone, Brand
Factory and Future Bazaar are a part of the PAYBACK Loyalty program.
PROFIT CLUB MEMBERSHIP CARD
Profit club membership card is the card where Big Bazaar gives the customer to
make profit @ 20%. In this card if customer deposits Rs.10000, then Big Bazaar gives
customer Rs. 12000 back. customer loyal to purchase worth Rs.1000 every month and
after 10 month when the customer money will over then Big Bazaar provides 2 months
extra purchasing power. With this money customer makes 20 % profit.
Page 44

CHAPTER III
ORGANISATIONAL STRUCTURE
3.1 ORGANISATIONAL STRUCTURE

An organizational structure defines how activities such as task allocation, coordination
and supervision are directed towards the achievement of organizational aims.
STORE MANAGER
ASST. STORE MANAGER
DEPT. MANAGER
HR
MANAGER
VISUAL
MARCHANDISING
ASST. DM
INFO.
ADMINISTRATION
SALES
MANAGER
MARKETING
MANAGER
TEAM LEADER
ASST. DM
SECURITY
MAINTENANCE
TEAM MEMBER
CSD
HOUSE
KEEPING
CASHIER
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STORE MANAGER
The store manager works at a top level in organization. He has responsibilities of the store
and he will take the decision in the organization.
ASSISTANT STORE MANAGER

The assistant store manager takes the role of the second store manager as vice store
manager. Sometimes assistant manager works like a store manager when the store
manager is absent.
DEPARTMENT MANAGERS
There are the departmental managers; they take place their respective department.
HR MANAGER
HR manager handles the Human Resource department and he will recruit the
suitable employee. The HR department of BIG BAZAAR is very dynamic. Employees are
the biggest strength and asset of any organization and the HR dept. realizes this very well.
This is very evident from the way of the HR dept. handles all its employees. They take
almost care to selection, train, motivate and retain all the employees. They have
continuous developmental programmed for all the employees.
MARKETING MANAGER
The marketing manager takes the responsibilities of marketing department.
Marketing concept is a customer orientation backed by integrated marketing aimed at
generating customer satisfaction as the key to satisfying organizational goal. For a firm in
order to implement the marketing concept it has to focus its attention on the consumer,
ascertain his/her needs, discuss and want before.
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CHAPTER IV
FUNCTIONAL DEPARTMENTS
Functional department is the most common type of organizational management.

The organization is grouped by areas of specialty within different functional areas (e.g.,
finance, marketing, and engineering).
HUMAN RESOURCE DEPARTMENT

The HR department of BIG BAZAAR is very dynamic. Employees are the biggest
strength and asset of the organization and the HR dept. realizes this very well.
This is very evident from the way of the HR dept. handles all its employees. They take
almost care to selection, train, motivate and retain all the employees. They have
continuous developmental programmed for all the employees.
HR MANAGER
ASST. HR MANAGER
EMPLOYEE
EMPLOYEE
EMPLOYEE
KEY FUNCTIONS OF THE HR Dept.

1) Recruitment and Selection
2) Training and Development
3) Promotion and Transfer
4) Wages and salary administration
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5) Performance Appraisal
6) Industrial Relations
7) Disciplinary Action and
8) Welfare Measures
Policies at Big Bazaar
The Company has formulated the following HR policies for the welfare of the employees
in the organization. They are as follows:
Carrier Development Plan and Promotion Rules for employee.
Big Bazaar conduct and Disciplinary Action Rules for junior employee and above.
Medical Attendance Rules.
Leave Rules.
Education Advance.
Delegation of Powers.
Annual Increment.
Education offer.
MARKETING DEPARTMENT
Marketing concept is a customer orientation backed by integrated marketing aimed
at generating customer satisfaction as the key to satisfying organisational goal. For a firm
in order to implement the marketing concept it has to focus its attention on the consumer,
ascertain his/her needs, discuss and want before.
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ORG (Operational Research Group)
Operational Research Group report main source of marketing research private
agency which study the competitors consumer demand, market etc. that generates the
report.
DEPT. MANAGER
ASST. MANAGER
SALES MANAGER
FUNCTIONS OF MARKETING DEPARTMENT

1.
Marketing Mix : it is the policy adopted by the RETAIL Industry to get success in
the field of marketing
2.
Product Policy:
It includes both the turns of development & improvement
produced and existing products. This all totally done by both marketing & R & D
department.
3.
Sales & Promotion: Big Bazaar want to make the more profit by sales
maximisation. Big Bazaar done the promotion with help of
a. Sponsorship.
b. CSR Activity.
FINANCE DEPARTMENT
It is the life blood of every organization. It is concerned with managerial decision making.
This department is concerned with proper utilization of cash. It identifies the source of
finance where to borrow.
It has abundant of function which can be enumerated as follows:
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Effective funds management which is inverted in beneficial projects.
Decision making regarding fixing of cash account.
Obtaining trade credit.
Profit Maximization.
Wealth Maximization.
Preparation of cash budgets.
Systematic approach to working capital management.
To protect financial interest of the company.
ORGANIZATION STRUCTURE OF FINANCE DEPARTMENT

FINANCE DEPARTMENT
Account Manager
Auditor
AUDIT DEPARTMENT
Big Bazaar audit wing is headed by internal auditor. Auditing is vital for the company as it
facilitates verifying of all the books of a/c by trial balance, it also comply with
requirements for central excise & income tax purposes.
After the Auditors monitor everything they give report which is helpful to the company.
Page 50

MAIN ITEMS OF PROFIT AND LOSS ACCOUNT
Turnover or sales: The aggregate amount of sales and connected items with the
sales such as commission paid to sole-selling agents and other selling agents and
brokerage and discounts on sales other than usual trade discount.
Miscellaneous expenses: In this head items such as rates and taxes, insurance
premium etc., must be stated separately.
Preliminary expenses: Such expenses include the costs of formation of a

company and since their amount is usually large, it is not desirable to write off
them in one year.
Unclaimed dividends: It is shown on the liabilities side of the balance sheet under
the heading current liabilities .
Interim dividends: It is an item of appropriation. It is transferred to the debit side

of the Profit and loss appropriation account.
Final dividend as an item of the trial balance: This is shown in the debit side of
the appropriation section of the profit and loss account.
Proposed dividend or final dividend proposed: Since it is an adjustment item, it

has to be shown at two places- In the debit side of the profit and loss appropriation
account and on the liabilities side of the balance sheet under the head current
liabilities and provisions.
Political donations: It must be shown as a separate item in the profit and loss
account.
Dividend on interest income: This item is transferred to the credit side of the
profit and loss account.
Payment to auditors: It must be stated separately. This will include consultancy

fee, auditing fees management services etc.
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Managerial remuneration: This includes the payments made to managerial

remuneration directors fee, pension, other allowances and commission.
STORES DEPARTMENT
Big Bazaar has well- managed stores department for each of the division in the
factory; there are separate miscellaneous stores department for goods and tools.
Objectives;
Assuring the availability of material at right quantity.
Maintenance of adequate, but not excessive storage of materials at all
time.
Achieving maximum efficiency in sales with least investment in
inventory.
Types of stores:
Logistics stores
Food stores.
Goods stores
These stores play a great role in maintaining of required stock. It also facilitates
maintenance of suitable store organization structure. It monitors the procedures of the
receipt.
LOGISTICS
Logistics is very important department of Big Bazaar. It is responsible for
procuring the all the products of the different departments. The logistics department
receives the goods from the warehouse. The logistics department receives the stock of
Page 52

different goods and verifies the quantity and quality of the goods with the particulars given
in the Goods Received Statement which it receives along with the stock.
The logistics department receives two truck loads of stock every day. It is the respective
departmental Managers who place an order to the zonal head office through e-mail for
stock of goods when they feel that stock has to be replenished. The logistics department
work in complete coordination with all the other departments to ensure that the stocks are
received and maintained properly continuously for the smooth functioning of Big Bazaar
and avoid any inconvenience to the customer.
CUSTOMER SERVICE DESK (CSD)

As the name suggests this is the separate dept. which mainly focuses on customer
service like if a customer finds difficulty in finding any product, if there are customer
complaints, they are also looked into, any customer assistance etc. is also provided.
There is also an exchange counter where if a customer is dissatisfied or wants to exchange
the product he/she has purchased for any reason, the customers can exchange them within
7 days their purchase. This department is also responsible for announcing all the offers
running in the store on different products throughout the day. This dept. also gift wrapping
for any product if the customer wants it at free of cost. The ultimate aim of this department
is to help and satisfy the customer in every possible manner and makes the customer
experience memorable.
Strategy
3-C Theory
According to Mr. Kishore Biyani's 3-C theory, Change and Confidence among the
population is leading to rise in Consumption, through better employment and income. Big
Bazaar has divided India into three segments:
Page 53
India one: The Consuming class which includes upper middle and lower middle
class (14% of India's population).
India two: The Serving class which includes people like drivers, household helps,
office persons, liftmen, and washermen (55% of India's population) and
India three: The Struggling class (31% of India's population).
Schemes and innovations

Wednesday Bazaar
The concept of Wednesday Bazaar was promoted as 'Hafte Ka Sabse Sasta Din'
(Cheapest Day of the Week). Initiated in January 2007, the idea behind this scheme was to
draw customers to stores on Wednesdays, the day when consumer presence is usually less.
According to the chain, the aim of the concept was 'to give home makers the power to save
the most'.
Maha Bachat
The concept of 'Maha Bachat' (Mega Saving) was introduced in the year 2006 as a single
day campaign with promotional offers across the company outlets. Over the years, the
concept has grown to become a six-day biannual campaign. During the campaign, offers
are given in all the value formats including Big Bazaar, Food Bazaar, Electronic Bazaar,
Furniture Bazaar, Fashion bazaar.
The Great Exchange Offer

Introduced on 12 February 2009, 'The Great Exchange Offer' allows customers to
exchange their old goods for Big Bazaar coupons. The coupons can be redeemed later for
buying brand new goods from Big Bazaar outlets across the nation.
Page 54

CHAPTER V
SWOT ANALYSIS
This part of the report on the organisational study conducted at Big Bazaar,
Bangalore has been allotted to narrate the SWOT analysis carried out for the study unit.
SWOT analysis is very much significant so as to identify the internal strengths and
weaknesses, external opportunities and threats. The rest of the part of this chapter gives a
vivid account on the Strengths, Weaknesses, Opportunities and Threats of Big Bazaar,
Rajaji Nagar, Bangalore.
5.1 STRENGTHS
Strengths are internal attributes that are helpful to the organization to achieve its
objectives. The strengths segment of SWOT analysis provides an area to list everything
done right either individually or as an organization. This section contains both strengths
within the organization and external strengths, such as client relationships. Organizations
should seek to reflect their strengths honestly to maintain the integrity of the SWOT
analysis. Feedback from others can also provide clarification on strengths captured in this
segment of the SWOT analysis. A good first step before a more in depth analysis or a
good summary of detailed findings takes into consideration of external business
environment as well as internal capabilities. Here are some strengths of Big Bazaar.
Better understanding of customer helping the company to serve them better.
Vast range of product under one roof helping in attracting customer and their
family to shop together and enjoy the experience.
Benefit of early entry into the retail industry.
Diversified business operating all over India in various retail formats.
Page 55
Ability to get products from customers at discounted price due to the scale of
business.
Huge loyal customer base therefore maximum percentage of footfalls converted in

sales.
High brand equity in retail market.
State of art infrastructure of the Big Bazaar outlet.
Huge investment capacity.
5.2 WEAKNESSES
Weaknesses are internal attributes that are harmful to the organization to achieve
its objectives. The weaknesses segment contains needed improvements within an
organization or personally. Analysis in this segment can provide a clear list of areas that
need a development plan to remedy the issues identified. Tools such as action plans and
goal formation provide ways to improve weaknesses. It may tend to persuade companies
to compile lists rather than think about what is actually important in achieving objectives.
No suggestions for solving disagreements can become too focused on the short term or no
obligation to verify statements or aspects based on the data or the analysis. It also presents
the resulting lists uncritically and without clear prioritization. From a competitive
standpoint, organizations should attempt to mitigate weaknesses as soon as possible since
they can offer an undesired opportunity to their competitors. Here are some weaknesses of
Big Bazaar.
High cost of operation due to large fixed costs.
Very thin margin.
High attrition rate of employee.
Lacks in branded products.
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Long lines at billing counters which are time consuming
5.3 OPPORTUNITIES
Opportunities are external factors that help the organization to achieve its future
objectives. Opportunities for improvement exist within all organizations. This makes the
opportunities segment of the SWOT analysis important. Within this segment,
organizations identify internal and external opportunities. To have a comprehensive list,
organizations sometimes use group facilitation to identify these opportunities.
Organizations can add both current and future opportunities to this segment of the
quadrant. Here are some opportunities for Big Bazaar.
Lot of potential in the urban as well as rural market.
Can enter into production of various products due to its in depth understanding of
customers test and preference.
Can expand the business in smaller cities as there are a lot of opportunities.
To bring the customers of the other retail outlet by dealing with branded products.
More people these days prefer to big stores where they can find large varieties of
product under one roof.
5.4 THREATS
Threats are external factors that are harmful to the organization to achieve its
objectives. By examining threats, such as new competitors in the market, organizations
can implement counter measures prior to the threat occurring. To ensure success,
organizations may need to deal with both future and present threats. Here are some threats
of Big Bazaar.
High business risk involved.
Page 57
Lot of competitors coming up to tap the market potential.
Margin of business reducing all the time.
Convenience of customers to nearby Kirana store.
Opening up the other discounted stores.
Competitors, big global players are planning to foray in the market.
Competition from existing value retail chains such as Reliance (fresh and trends),
Birla More etc.
Page 58

CHAPTER VI
SUMMARY OF FINDINGS, RECOMMENDATIONS AND
CONCLUSION
This chapter deals with summary of findings, recommendations and conclusion.
Findings are the act of determining the properties of Big Bazaar. It is a source of
information of the functioning of the retail outlet while the recommendations are the
suggestion provided to the retail outlet to meet its short and long term goals. It is a source
of channel through which management of Big Bazaar can come up with new business
marketing ideas to maximize the sales as well as revenue. The rest of the chapter describes
specific findings, recommendations based on the study carried out and conclusion for the
study.
6.1 FINDINGS
Big Bazaar is undoubtedly the number one retailer in India. It has built a very
emotional and cordial relationship with its customers. It is also very intending to
build long term relationship with all its stakeholders which are very essential for a
successful business venture.
It is observed that the organisation hierarchy is professional as all the departmental
Managers directly report to the Store Manager who in turn reports to the Zonal
Head.
Big Bazaar, with 25 year of experience in the field of weaving fabrics, is the
leading Apparels and fashion design fabric company.
There exist a healthy and positive relationship between employees and managers.
Page 59

The employees accept their responsibilities wholeheartedly, accept that it is their
responsibility to carry out a part of the activities of the company and they will be
held accountable for the quality of their work.
It is found that more than 60% of the employees are of the age group of
20-
35.From this it reveals that company is having young and energetic workforce who
are very creative, enthusiastic and also very determined to grow in their career and
in turn helping the company to grow.
Working environment is good and also the various facilities provided helps in
motivating the employees.
The company is reaching out to all the sections of the society as it is creating a
hypermarket where not only the rich people shop but also the middle and lower
class customers come to enjoy the whole shopping experience.
6.2 RECOMMENDATIONS
As the sales promotion schemes are major tool to influence the buyer, so the
company should maintain their proper flow of the promotional schemes as
compare to the competitors.
Relationship between customer and employees of BIG BAZAAR should be good.
Feedback of customer needs to be taken.
A proper communication channel should be implanted in the organization to

improve productivity and reduce confusion.
Proper inventory management techniques should be evolved.
The company faces severe competition in the global market hence it should
develop a new strategy not only to increase exports but also to make more
customer faith.
Page 60
The company should give due care to environmental concerns.
Social media marketing is lacking in the organization hence it should be given

priority for cost effective marketing.
6.3 CONCLUSION
Retail market has been very much competitive since last one decade. Big Bazaar
has been a consistent performer in retail industry and has been in stable state, but the retail
market is getting cut throat competition because of the advanced technology adopted by
other retail companies. So as to make it profitable Big Bazaar should adopt latest
technology to make changes in the environment of the business. It should release the new
added features in the market and use new marketing strategies so that business can endure
in the market. By providing a better working conditions and refreshments to the
employees will lead reinforcements and commitments towards their work and
responsibilities to meet organisations future goals as well as to take the organisation at
commanding heights. And thus it can be concluded that the retail industry in general will
be playing a dominant role in the economy in the days to come.
6.4 LEARNING EXPERIENCE

The organisation study which I have done in BIG BAZAAR (FUTURE RETAIL
LTD.) graves a lot of learning experience to me. The organisation study helps me to
familiarize the business environment. It helps me to identify and evaluate the strengths,
weaknesses, opportunities and threats faced by the company. The study helps me to
understand that the company is facing tough competition but still able to make profit. The
company has good organisational structure and effective working team. The exposure
received from the study is a turning point in the academic curriculum. It helps to acquire
Page 61

knowledge about functional and managerial aspects of the company. I thank all the
members of BIG BAZAAR for their valuable support during my learning period.
Page 62

BIBLIOGRAPHY
BOOKS
Kishore Biyani (2007), It happened in India (1 Edition), Rupa Publications.
Stephen Covey (1994), The Seven Habits of highly effective people
(6th
Edition), Simon & Schuster UK Ltd.
Anthony Robbins (1992), Awaken The Giant Within You (1st Edition), Simon &
Schuster UK Ltd.
Robbins, Stephen P. (2004), Organizational Behaviour (10 Edition), PrenticeHall India.
WEBSITES
www.pantaloonretail.in
www.futurebazaar.com
www.futurebrands.co.in
www.futuregroup.in
www.fch.in
www.fldl.in
www.futuresupplychains.com
www.futuremedia.in
www.google.co.in
en.wikipedia.org
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AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

1.1 BACK GROUND OF STUDY

ACHARYA BANGALORE B SCHOOL, BANGALORE

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

1.3 OBJECTIVES OF THE STUDY

To study the profile of retail industry.

To understand the organisational structure of the company.

To understand the working of the various departments of the company.

To perform SWOT analysis for Big Bazaar.

To offer suggestions and recommendations based on the study carried out.

1.4 SCOPE OF THE STUDY

It aims at understanding the companys establishment, organisation structure,

ACHARYA BANGALORE B SCHOOL, BANGALORE

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

An attempt is made to analyse the companys performance in comparison to the

1.5 LIMITATIONS OF THE STUDY

Time limit is a major constraint.

As per the company rules many information was not disclosed.

Sometimes respondents dont provide accurate information which may influence

Observing the working of various departments like Finance, safety, human

Discussion with the company executive, managers and employees.

Visiting and surfing websites of the company.

1.7 SCHEME OF CHAPTERISATION

ACHARYA BANGALORE B SCHOOL, BANGALORE

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

ACHARYA BANGALORE B SCHOOL, BANGALORE

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

2.1 INDUSTRY PROFILE

ACHARYA BANGALORE B SCHOOL, BANGALORE

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

ACHARYA BANGALORE B SCHOOL, BANGALORE

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

Is a self-service store consisting mainly of grocery and limited products on non-food

ACHARYA BANGALORE B SCHOOL, BANGALORE

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

ACHARYA BANGALORE B SCHOOL, BANGALORE

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

ACHARYA BANGALORE B SCHOOL, BANGALORE

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

ACHARYA BANGALORE B SCHOOL, BANGALORE

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

ACHARYA BANGALORE B SCHOOL, BANGALORE

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

Regulatory barriers including

Restrictions on real estate purchases, especially as imposed by local

Restrictions on foreign investment in retailers, in terms of both absolute

Unfavourable taxation structures, especially those designed to penalize or keep out

Absence of developed supply chain and integrated IT management;

Constant advances in product design resulting in constant threat of product

ACHARYA BANGALORE B SCHOOL, BANGALORE

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

Lack of educational infrastructure enabling prospective market entrants to

ACHARYA BANGALORE B SCHOOL, BANGALORE

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

ACHARYA BANGALORE B SCHOOL, BANGALORE

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

ACHARYA BANGALORE B SCHOOL, BANGALORE

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

ACHARYA BANGALORE B SCHOOL, BANGALORE

AN ORGANISATIONAL STUDY AT BIG BAZAAR, BANGALORE

United States 85%

ACHARYA BANGALORE B SCHOOL, BANGALORE