About Aditya Birla Group

A US $35 billion corporation, the Aditya Birla Group is in the League of Fortune

500. It is anchored by an extraordinary force of over 133,000 employees,

belonging to 42 different nationalities. The Group has been ranked Number 4 in

the Global 'Top Companies for Leaders' survey and ranked Number 1 in Asia

Pacific for 2011. 'Top Companies For Leaders' is the most comprehensive study

of organisational leadership in the world conducted by Aon

Hewitt, Fortune Magazine and RBL (a strategic HR and Leadership Advisory

firm).

Over 60 per cent of its revenues flow from its overseas operations. The Group

operates in 36 countries – Australia, Austria, Bangladesh, Brazil, Canada, China,

Egypt, France, Germany, Hungary, India, Indonesia, Italy, Ivory Coast, Japan,

Korea, Laos, Luxembourg, Malaysia, Myanmar, Philippines, Poland, Russia,

Singapore, South Africa, Spain, Sri Lanka, Sweden, Switzerland, Tanzania,

Thailand, Turkey, UAE, UK, USA and Vietnam.

Aditya Birla Group is organized into various subsidiaries that operate across

different sectors. Among these are viscose staple fibre, non- ferrous

metals, cement, viscose filament yarn, branded apparel, carbon

black, chemicals, Retail (under the 'More' brand of

supermarkets), fertilizers, chemicals, insulators, financial services,

telecom, BPO and IT services. The Group consists of five main companies, which

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 operate in various industry sectors through subsidiaries, joint ventures, etc. These

are Hindalco, Grasim, Aditya Birla Nuvo, Idea cellular and UltraTech Cement.

In India

  The second-largest player in viscose filament yarn

  The largest producer in the chlor-alkali sector

  Among the top three mobile telephony companies

 A leading player in life insurance and asset management

  Among the top 10 BPO companies

 A top fashion (branded apparel) and lifestyle player

Globally

A metals powerhouse, among the world’s most cost-efficient aluminium

and copper producers. Hindalco-Novelis is the largest aluminium rolling

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company. It is one of the three biggest producers of primary aluminium in

Asia, with the largest single location copper smelter.

 No.1 in viscose staple fibre

 No.1 in carbon black

 The fourth-largest producer of insulators

 The fifth-largest producer of acrylic fibre

 Among the top 10 cement producers

 Among the best energy-efficient fertiliser plants

 The largest Indian MNC with manufacturing operations in the USA

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 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 USD 450 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.

India's retailing industry is 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).

Over 14 million outlets operate in the country and only 4% of them being larger

than 500 sq ft (46 m2) in size. India has about 11 shop outlets for every 1000

people. The Economist forecasts that Indian retail will nearly double in economic

value, expanding by about $400 billion by 2020. The projected increase alone is

equivalent to the current retail market size of France.

In 2011, food accounted for 70% of Indian retail, but was under-represented by

organized retail. A.T. Kearney estimates India's organized retail had a 31% share

in clothing and apparel, while the home supplies retail was growing between 20%

to 30% per year. The Indian market offers endless possibilities for investors.

Challenges

Total retail employment in India, both organized and unorganized, account for

about 6% of Indian labor work force currently - most of which is unorganized.

This is about a third of levels in United States and Europe; and about half of

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 levels in other emerging economies. A complete expansion of retail sector to

levels and productivity similar to other emerging economies and developed

economies such as the United States would create over 50 million jobs in India.

Training and development of labor and management for higher retail productivity

is expected to be a challenge.

Major Indian Retailers

The low-intensity entry of the diversified Mahindra Group into retail is unique

because it plans to focus on lifestyle products. The Mahindra Group is the fourth

largest Indian business group to enter the business of retail after Reliance

Industries Ltd, the Aditya Birla Group, and Bharti Enterprises Ltd. The other

three groups are focusing either on perishables and groceries, or a range of

products, or both.

 Future Groups-Formats: Big Bazaar, Food Bazaar, Pantaloons, Central, Fashion

Station, Brand Factory, Depot, aLL, E-Zone etc.

 Aditya Birla Group - "More" Outlets

 The Tata Group-Formats: Westside, Star India Bazaar, Steeljunction, Landmark,

Titan Industries with World of Titans showrooms, Tanishq outlets, Croma.

 Reliance Retail-Formats: Reliance MART, Reliance SUPER, Reliance FRESH,

Reliance Footprint, Reliance Living, Reliance Digital, Reliance Jewellery,

Reliance Trends, Reliance Autozone, iStore

 Nilgiri’s-Formats: Nilgiris’ supermarket chain

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 About Aditya Birla Retail Ltd.

Vision:
"To consistently provide the Indian consumer complete and differentiated
shopping experiences and be amongst India's Top retailers, while delivering
superior returns to all stakeholders".

Values:

 Integrity
 Commitment
 Passion
 Seamlessness
 Speed

The Group's foray into the retail sector began in December 2006 when it acquired

Trinethra, the chain of stores based in south India. May 2007 saw Aditya Birla

Retail Limited (ABRL) launch their own brand of stores called 'More.' ABRL's

vision is "to consistently provide the Indian consumer complete and differentiated

shopping experiences and be amongst India's top retailers while delivering

superior returns to all stakeholders".

Currently, there are over 575 supermarkets and 12 hypermarkets. All the

supermarkets are branded 'More.' and the hypermarkets are branded 'More

Megastore'. The company has over 11,000 employees and has a pan-India

presence. It plans to increase the no. of stores to 300 supermarkets and 65

hypermarkets respectively by 2016.

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‘More’ supermarkets are neighborhood stores with the core proposition of

offering value, convenience and trust to the customers and averaging 2,500 sq ft

area. The hypermarkets are self-service superstores offering value and range in

food and non-food products and services at a single location. Hypermarkets are

located in large catchment areas and encourage mass consumption with discount

prices and substantial depth of assortment with an average store size of 55,000 sq

ft shopping area.

In May 2009 Aditya Birla Retail introduced a value proposition for its

supermarkets and encapsulated it into a promise of giving its customers "Hamesha

Extra" which has resonated with the consumer. "Hamesha Extra" is the core

essence of More. It means customers will always feel that they have got

something extra while shopping at More.

Within a short span of less than three years, More. has more than one million

members as part of its loyalty programme. More. has also launched a huge range

of private labels in food and grocery, staples and apparel which have already

obtained a significant share of category as well as salience with the consumer.

Aditya Birla Retail was presented the 'Retail Best Employer of the Year' award at

the Reid and Taylor Awards for Retail Excellence, by the global jury of the Asia

Retail Congress 2009 and again in 2011. In the same forum, ABRL's CEO, Mr.

Thomas Varghese was awarded the Prestigious Retail Icon Award by the global

jury of the Asia Retail Congress 2011.

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 Aditya Birla Retail Limited was also awarded the Reid & Taylor Award for Retail

Excellence by the global jury of Asia Retail Congress 2010 for the best marketing

campaign of the year – Launch of Hamesha Extra. It was also presented the

Golden Star Award 2009-2010 for the most admired Retailer of the year (Food &

Grocery) for excellence in Food, Hospitality, Service and Retailing.

In March 2011, the 10th Indira Award for Marketing Excellence was awarded to

Aditya Birla Retail Limited CEO, Mr. Thomas Varghese for his outstanding

contribution to brand building.

Features of More

 Supermarket

More for you – conveniently located neighborhood supermarket chain.

Supermarkets cater to the daily weekly and monthly shopping needs of

customers. Spread across a wide range of products of food and non-food items,

ranging from basic necessities such as, fruits and vegetables, staples, personal

care, home care, household care products, general merchandise, and dairy

products. More provides a one stop solution for their customer’s grocery shopping

needs. Also in store are essentials such as, innerwear, kids essentials, and a

pharmacy, bakery and a mobile store.

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 Hypermarket

Hypermarkets are what can be described as a complete destination shopping area,

where one can enjoy a day out with the entire family because of a simple fact that

hypermarket consists of variety of options under just one roof. The result is a very

large retail facility which carries an enormous range of products like grocery,

fruits & vegetables, general merchandise, electronics, computers, mobile phones,

apparel, footwear sports and FMCG products, with national, international and

house brands all under a single roof.

Currently, thirteen hypermarkets operate under the brand more.MEGASTORE in

Mysore, Vadodara, Indore, Mahadevpura, Old Madras Road & Bull Temple Road

in Bengaluru, Mumbai, Saroor Nagar & Kukatpally in Hyderabad, Vashi, Rohini

& Kirti Nagar in New Delhi & Nashik.

 Clubmore

The loyalty program in More. It has a strong membership base of over 1 million

members. Through this program customers enjoy a range of exclusive promotions

and offers. Becoming a Clubmore member is so easy. Anyone who is making a

purchase of more than Rs 250 can become a member. Only thing he has to do is to

fill up a form given from the store with his details. After that he/she can enjoy the

benefits of shopping from day one. As an esteemed member, each time customer

shop at more outlet they earn Reward Points which can be redeemed in their

preferred more outlet. A Clubmore member will be entitled to special benefits,

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besides the regular offers and promotions at more. As a Clubmore member

customer will also receive exclusive SMS alerts for special offers on the products

and services.

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 ABSTRACT

The project consists of two parts. The first part is a study on the Profitability of

the store and the second is a survey on Customers to find out their perception

about More store and their general shopping preferences. The Profitability Study

is done to find out whether the store is profitable or not. It deals with examining

all the parameters which contribute to the profitability of the store. It will help the

organization to find out the contribution of a particular store to the profit of the

organization.

The store which I took for study was More, Alinchvadu, Kochi, Kerala. For

finding the profitability of the store all data needed were collected and

calculations were done.

The second part of the project was a customer survey to find out the customers

perception about the More store and their general shopping trends. The survey

was conducted with the help of a questionnaire. A questionnaire was designed and

the survey was completed. Analysis was also done.

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 Part 1

Profitability of the Store

It is also known as contribution of the store. A store is healthy only when it is

profitable. It has to do its own contribution to the company. That is the reason
why a lot of stores are getting shut down. For finding the profitability first we
have to consider all the parameters which contribute in the profitability. The
below mentioned parameters are the ones which constitute mainly in the store
profitability.

Realized Sale

An accurate early indicator of monthly retail sales. It is the total sales made by the
company for a particular period of time. Here we are taking it per month.

VAT

A value added tax (VAT) is a form of consumption tax. It is a tax only on

the value added to a product, material, or service. A VAT is like a sales tax in that
ultimately only the end consumer is taxed. With the VAT, collections, remittances
to the government, and credits for taxes already paid occur each time a business in
the supply chain purchases products.

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Net Sales

Net sales is the difference between the realized sales and the value added tax

Net Sales = Realized Sales – Value Added Tax (VAT)

COGS (Cost of Goods Sold)

Cost of goods sold (COGS) refer to the inventory costs of those goods a business
has sold during a particular period. Costs are associated with particular goods
using one of several formulas, including specific identification, first-in first-out
(FIFO), or average cost. Costs include all costs of purchase, costs of conversion
and other costs incurred in bringing the inventories to their present location and
condition. Costs of goods made by the business include material, labor, and
allocated overhead. The costs of those goods not yet sold are deferred as costs of
inventory until the inventory is sold or written down in value.

It mainly consists of the cost of purchase, reprocessing cost, fruits & vegetables
center cost, processing center cost, transport cost etc.

Intake Margin

It is the difference between the net sales and the cost of goods sold. The amount
of gross profit made when items are sold.

Intake Margin = Net Sales – COGS (Cost of Goods Sold)

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Gross Margin

Gross margin (also called gross profit margin or gross profit rate) is the difference
between revenue and cost before accounting for certain other costs. Here it is the
difference between the intake margin and other costs.

Gross Margin = Intake Margin – Other Costs

Other Costs

Other costs include the store dump, loss on expiry and net discounts. Store dump
is the amount of vegetables/fruits which are dumped as waste due to the decay of
the same. The company does not show any sort of lenience on the quality of
goods sold, so a very high value has been set aside as store dump.

Loss on expiry is the loss incurring due to the expiry of products. As a quality
standard products expired or near to expiry are not sold in any of the More stores.
It will be dumped.

From time to time to attract customers and to retain them the store has to provide
discounts. The discounts are not decided on a store to store basis but are decided
by the corporate office and the message on what discount is to be given and for
what product is conveyed and the same is implemented here.

Merchandising Income

In addition to sales and general and administrative expenses, an arts and crafts
merchandising business income statement includes a cost of goods sold. As a
merchandiser, you'll be buying your arts and crafts products from other
companies so you won't have any raw material or labor costs.

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Total Commercial Income

It is the sum total of the gross margin and other income which include the
merchandising income.

Total Commercial Income = Gross Margin + Other Income

Store Costs

The main costs coming under store cost are manpower cost, rent and taxes,
communication expenses, repair and maintenance, housekeeping, security
charges, travel and conveyance, finance charges, shrinkage, utility charges, IT
operation expenses, miscellaneous expenses etc.

Man power Cost

Manpower is necessary in any store for various roles namely shop floor staff,
stacking, billing, assistant store manager, store manager all these can never be
done without. The number of staff in the company is 12. The salary for them per
month comes to approximately 1 lakh. The value changes over the months due to
the appointment/ leaving of staff.

Rent

Rent for the store needs no importance statement as it is the basic place where we
have the store. The position of the store is a very important factor which is
considered in the time of opening a store itself. The rent is decided for a long term
on contract basis.

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Repair & Maintenance Cost

Repair and maintenance is set aside a fixed amount every month. This is because
there will always be some maintenance work being done from time to time to
ensure that the store is in perfect order, safe and complies to all regulations. The
amount varies from month to month.

Shrinkage

Theft of products by customers or staff, difference in the actual stock etc.

contributes to the shrinkage. As the security measures in the store are not
stringent, there are no cameras or enough staff for the store the shrinkage losses
play a major part in the losses/cost of the store. The shrinkage loses should be
made the minimum and should ever be let go off

Financial Charges

The charges incurred for auditing and other book keeping purposes comes under
this head. A regular maintenance of the sales income and all financial transactions
are done in the store. These charges are unavoidable under any cost.

House Keeping Charges

The maintenance of the store in proper conditions, the hygiene maintained, the
arrangement and deployment of staff all come under housekeeping dept. the staff
under this dept. makes it sure that the customers take home the best experience
from the store.

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Security Charges

The security measures in the store have to be taken care properly as the amount of
money invested and the value of goods in the store run onto lakhs. The nominal
amount invested in security head will reap much more returns in security and
peace of mind.

Miscellaneous Expenses

Home Delivery charges, refreshments and other such factors occur every month
has been put under this head.

Contribution or Profitability

After all the costs what is the profit which the company gets from the store is the
contribution or profitability of the store. It is calculated on the total commercial
income of the store and the store costs. In calculation it is the difference between
the total commercial income and store costs

Profitability = Total Commercial Income – Store Costs

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PROFITABILITY ANALYSIS

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 Profitability Analysis Table

APRIL MAY JUNE

Realized Sales (RS) 28.53 30.87 31.63
VAT 1.8 2.04 2.03
Net Sales (NS)
(RS - VAT) 26.73 28.83 29.61

COGS 22.91 24.83 25.31

Intake Margin (IM)
(NS - COGS) 3.82 4 4.3
Other Costs (OC) .72 .76 .23
Gross Margin (GM)
(IM - OC) 3.1 3.24 4.07
Other Income (OI)
(Merchandising Income) .99 1.07 .95
Total Commercial
Income 4.09 4.31 5.02
(GM + OI)

Store Cost (SC) 3.49 3.04 3.19

CONTRIBUTION OR
PROFITABILITY .6 1.27 1.83
(TCI - SC)

All the data given in the above table are hypothetical since the original data is
strictly confidential.

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 Findings from the profitability study

As can be observed from the values obtained from the above tabular column the
contribution from the store is on a steady rise. It is .6 lakhs for April, 1.27 lakhs
for May and 1.83 lakhs for June. This shows the efficiency of the management of
the store. The various practices they have employed starting from the arrangement
of articles in the shelves to factors like timely ordering of goods ordering the
EOQ, reducing the shrinkage factors and such measures have surely found result.
A lot of factors such as shortage of staff and shrinkage losses etc. are surely
pulling the store down in many respects but the future is bright for the store. The
practices which are adopted by the management is surely showing results.

The store can become even more profitable by concentrating more on the
following things.

1. Renegotiation of rent with landlord.

Now the rent paid is Rs 86000. If the management can negotiate with the
landlord on rent, the contribution of the store can be increased. Every
month that much amount of saving will contribute in the store
profitability.
2. Selling high margin SKUs.
By selling high margin store keeping units the intake margin will increase.
Dry fruits, spices and other general merchandise having high margin can
be given more boost.
3. Reduction of utility cost
Under the accrual basis of accounting, this account reports the cost of the
electricity, heat, sewer, and water used during the period. By the optimum
utilization of power, water etc. the utility cost can be reduced to a large
extend.

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CUSTOMER SURVEY

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 Part 2

SURVEY ON CUSTOMERS

Research Methodology:

The study is based on research method that is survey method. The survey was
conducted with the help of questionnaire which comprised of both open &close
ended questions. All the respondents are contacted personally & interviewed with
the help of questionnaires. This report on primary as well secondary data,
however primary data collection was given more importance since it is more
applicable to get research results for this kind of study. One of the most important
users of research methodology is that it helps in identifying the problem,
collecting, analysing the required information data and providing an alternative
solution to the problem .It helps in collecting the vital information that is required
by the top management to assist them for the better decision making both day to
day decision and critical ones.

Research Design:
Type of Research: Exploratory and descriptive experimental research
Size of sample: 80 Customers
Area of study: More Alinchuvadu Store
Sampling procedure: Random Sampling
Method: The research is primarily both exploratory as well as descriptive in
nature. The sources of information are both primary & secondary. A well-
structured questionnaire was prepared and personal interviews were conducted to
come to the conclusion.

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Meaning of Survey:
Survey is a fact finding study. It is a method of research which involves
collection of Data directly from a population or a sample at a particular time. It
requires expert and imaginative planning, careful analysis, and rational
interpretations of the findings. Data is collected by questionnaire. The analysis of
data is made by using simple statistical techniques depending upon the objectives
of the study

Characteristics of Survey Method: -

 It is always conducted in a natural setting.
 It is a field study.
 It covers a very large population.
 It seeks responses directly from the respondents.

Questionnaire Design:
The survey method was the basic research method. The questionnaire was
prepared according to predefined objective of the study under the guidance of
respective guides. Working in the store helped to learn about the retail operations
and find out various problems. It also helped to get the idea for preparing a
questionnaire. A questionnaire designing plays a major role as the information is
to be collected on that basis. After careful studies questionnaire was prepared
keeping in mind the objectives of the project. Pre testing was done and final
questionnaire was prepared.
The questionnaire was designed to obtain the customer perception about the store
and their general shopping trends. A sample of the final questionnaire can be seen
in annexure.

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SURVEY ANALYSIS AND
INTERPRETATION

24 | P a g e
Table No. 1

Age Wise Classification

Age Group No. of Respondents Percentage

Less than 20 2 2%
20 – 30 30 38%
31 – 40 33 41%
41 – 50 7 9%
More than 50 8 10%

Total 80 100%

INTERPRETATION

From the table it is observed that most of the customers were of age group 20-30
and 31-40 years. Their percentage is 38% and 40% respectively.

INFERENCE

Most of the customers who shop at MORE are of age group 20-40 years

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Chart No. 1

Age Wise Classification

AGE GROUP
35 33

30
30

25

20

AGE GROUP
15

10 8
7

5
2

0
Less than 20 20-30 31-40 41-50 More than 50

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Table No. 2

Gender Wise Classification

Gender No. of Respondents Percentage

Male 61 76%
Female 19 24%

Total 80 100

INTERPRETATION

From the table it is inferred that out of the 80 customers surveyed 61 are male and
19 female ie 76% are male and 24% female.

INFERENCE

Most of the customers are male. This shows a varying shopping trend. A job which was
considered earlier as the job of a woman is done now a days by men also.

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Chart No. 2

Gender wise Classification

SEX

Female
19
24%

Male
Female

Male
61
76%

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Table No.3

Awareness of Club More Program

Public Opinion No. of Respondents Percentage

Yes 61 76%
No 19 24%

Total 80 100%

INTERPRETATION

From the table it is inferred that 61 people are aware of Clubmore Program and 19
people are not.

INFERENCE

So the awareness level of the Clubmore Program is pretty good.

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Chart No. 3

Are you aware of Club MORE Program?

NO
19
24%

YES
NO

YES
61
76%

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Table No. 4

No. of Club More Members

Public Opinion No. of Respondents Percentage

Yes 47 59%
No 33 41%

Total 80 100%

INTERPRETATION

From the above table it is observed that only 59% of people were registered to be
a part of the Clubmore Program. Rest 41% are not.

INFERENCE

Out of the 80 Customers surveyed only 59% of people are a part of the Clubmore
Program. Even though the awareness level of the program is high (ie 76%) it
couldn’t communicate the benefits of the program to the customers. This shows
that extra effort is required to make the rest of the people a member of the loyalty
program.

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Chart No. 4

Are you a Club MORE Member?

NO
33
41%
YES
NO
YES
47
59%

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Table No. 5

From where Customers buy the goods

Places No. of Respondents Percentage

Supermarket 74 83%
Market 10 11%
Kirana Stores 5 6%

Total 80 100%

INTERPRETATION

From the table it is clear that 83% of customers buy goods from the supermarkets,
11% from markets and 6% from kirana stores.

INFERENCE

A majority of customers buy goods mainly from supermarkets.

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Chart No. 5

Usually from where you buy goods?

Kirana Stores
6%
Markets
11%

Super Markets
Markets
Kirana Stores

Super Markets
83%

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Table No. 6

How often the Customers buy goods

No. of Respondents Percentage

Daily 7 9%
Weekly 56 70%
Monthly 16 20%
No Response 1 1%

Total 80 100%

INTERPRETATION

From the survey of 80 customers 70% people said they buy goods weekly. Only
20% buy monthly and 9% daily. 1 % didn’t give any reply.

INFERENCE

Majority of customers buy household items weekly.

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Chart No. 6

How often do you buy goods?

1% 9%
20%

Daily
Weekly
Monthly
No response

70%

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Table No. 7

Distance from Customer’s house to MORE

Distance No. of Respondents Percentage

Less than 1 Km 21 26%

1 – 2 Kms 37 46%
3 – 5 Kms 16 20%
More than 5 Kms 6 8%

Total 80 100%

INTERPRETATION

Out of the 80 customers 46% were coming from a distance of 1-2 Kms from the
store, 26% less than 1 Km, 20% about 3-5 Km and 8% more than 5 Kms.

INFERENCE

About 75% of people who came to the store were living within 2 Kms. People
prefer to go to a shop near to their home for shopping.

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Chart No. 7

Distance from Customer's house to

MORE

More than 5 Kms

8%
Less than 1 Km
3-5 Kms 26%
20%
Less than 1 Km
1-2 Kms
3-5 Kms
More than 5 Kms

1-2 Kms
46%

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Table No. 8

Duration of shopping with MORE

Duration No. of Respondents Percentage

Less than 1 Month 12 15%

1 - 3 Months 6 7%
3 - 6 Months 4 5%
More than 6 Months 58 73%

Total 80 100%

INTERPRETATION

Out of the 80 customers 73% of customers were shopping with more for more
than 6 Months. Out of the rest 15% shop for less than 1Month, 7% for 1-3 Months
and 5% for 3-6 Months

INFERENCE

Majority of customers were shopping with More for more than 6 Months. 73% of
the people are the older customers. The percentage of new ones was really less.

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Chart No. 8

Duration of shopping with MORE

15%

7%
Less than 1 Month
1 - 3 Months
5%
3 - 6 Months
More than 6 Months
73%

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Table No. 9

Customer’s last purchase in More

Purchase No. of Respondents Percentage

Last Week 53 66%

Last Month 16 20%
Before 2-3 Months 6 7%
Long Back 3 4%
First Time 2 3%

Total 80 100%

INTERPRETATION

From the table it is observed that the last purchase of 66% of respondents were
the previous week. 20% did their purchase in the previous month, 7% before 2-3
Months and 4% long back. For 3% it was the first time.

INFERENCE

From the table it is inferred that most of the customers do a weekly purchase. 66%
of respondents came to More the previous week for shopping.

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Chart No. 9

Customer's last purchase at MORE

4% 3%
7%

Last week
Last Month
20%
Before 2-3 Months
Long back
First time
66%

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Table No. 10

Did the Customer get all the products which they planned
to buy?

Public Opinion No. of Respondents Percentage

YES 49 61%
NO 31 39%

Total 80 100%

INTERPRETATION

39% of the customers didn’t get the products which they planned to buy that day.
61% are happy that all the products which they planned to buy were available.

INFERENCE

This shows that there was unavailability of products in the store at times. Those
39% of people will be disappointed because they didn’t all the products which
they planned to buy that day of shopping.

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Chart No. 10

Did you get all the products which you

planned to buy today?

NO
31
39%
YES
YES NO
49
61%

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Table No. 11

Customer’s easiness in finding out the products

Public Opinion No. of Respondents Percentage

YES 13 16%
NO 67 84%

Total 80 100%

INTERPRETATION

84% of respondents didn’t find any difficulty in finding out the products from the
shelf. 16% feel that it was difficult for them to find the products.

INFERENCE

This shows that the stacking in the shelves didn’t have much problem because
most of the respondents said that the products were visible to them.

45 | P a g e
Chart No. 11

Difficulty in finding the products?

YES
13
16%

YES
NO

NO
67
84%

46 | P a g e
Table No. 12

Price of products in MORE

Price No. of Respondents Percentage

Too High 0 0
High 11 14%
Low 15 19%
Too Low 1 1%
Same 45 56%
No Response 8 10%

Total 80 100%

INTERPRETATION

From the survey it is observed that 56% of people felt that the price of products in
More are same as that when compared to other stores. Only 19% of respondents
felt it is low and 14% felt it is high. 10% of people didn’t give any response.

INFERENCE

Customers didn’t feel much difference in the price of products in More when
compared to other stores. 56% of respondents felt it is still the same.

47 | P a g e
Chart No. 12

Price of products in MORE compared to

other shops
No Response High
10% 14%

Low
19%

Too Low
1%
Same
56%

48 | P a g e
Table No.13

Quality of products in MORE

Quality No. of Respondents Percentage

Excellent 1 1%
Good 60 75%
Average 18 23%
Bad 0 0
No Response 1 1%

Total 80 100%

INTERPRETATION

Out of the 80 respondents 75% said that the quality of products in more is good.
23% of people said the quality is average and 1 % said it is excellent.

INFERENCE

Most of the respondents are satisfied with the quality of products in More.

49 | P a g e
Chart No. 13

Quality of products in MORE

1%
0% 1%

23%

Excellent
Good
Average
Bad
No Response

75%

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Table No.14

If a new Supermarket starts in the Customer’s place will

they go?

Public Opinion No. of Respondents Percentage

YES 48 60%
NO 29 36%
No Response 3 4%

Total 80 100%

INTERPRETATION

Out of the 80 respondents 60% said that if a new supermarket like More starts in
their place they will go shopping there. 36% of people said they will continue
shopping with More.

INFERENCE

This shows that out of the 80 customers surveyed only 36% were loyal to More.
60% didn’t show any loyalty to the store.

51 | P a g e
Chart No. 14

If a new Supermarket starts in your place

will you go there?
No Response
4%

NO
36%
YES
NO
YES
No Response
60%

52 | P a g e
Table No. 15

Better store than MORE

Store No. of Respondents Percentage

Reliance Super 47 54%

Varkey’s 5 6%
Spencer’s Daily 5 6%
Margin Free Market 10 11%
More 20 23%

INTERPRETATION

54% of the respondents felt Reliance retail store better than More. 23% said that
they feel More the best. 11% said Margin Free Market, 6% said Varkey’s and 6%
said Spencer’s the best

INFERENCE

Most of the respondents felt that Reliance Super is better than More. Only 23% of
people felt that More is the best.

53 | P a g e
Chart No. 15

Do you feel any store among these better

than MORE?
None
23%

Reliance Super
Varkey's
Spencer's
Margin Free
Margin Free Market
Market
11% None

Spencer's Reliance Super

6% 54%
Varkey's
6%

54 | P a g e
 Evaluation Of Store Staff

Table No.16

Staff’s Knowledge of products

Knowledge No. of Respondents Percentage

Poor 0 0
Fair 9 11%
Good 25 31%
V.Good 14 17%
Excellent 2 3%
Not interacted 30 38%

Total 80 100%

INTERPRETATION

Out of the 80 respondents 38% said that they didn’t interact with a service
representative. 31% said the staff had good knowledge of the products. 17% said
they were very good, 11% said they were fair and 3% said they had excellent
knowledge of the products.

INFERENCE

38% of respondents didn’t interact with staff. That was a bad remark. But 31%
said the staff had good knowledge about the product.
55 | P a g e
Chart No. 16

Knowledge of the product

Poor
Fair
0%
11%

Dealt with no
staff Poor
38%
Fair
Good
Good V.Good
31%
Excellent
Dealt with no staff

Excellent
3%
V.Good
17%

56 | P a g e
Table No. 17

Staff’s Courteousness

Courteousness No. of Respondents Percentage

Poor 1 1
Fair 7 9%
Good 20 25%
V.Good 17 21%
Excellent 5 6%
Not interacted 30 38%

Total 80 100%

INTERPRETATION

38% of customers didn’t deal with a store staff. 25% of respondents rate the
courteousness of staff as good. 21% rate it as very good, 9% as fair and 6% as
excellent.

INFERENCE

A lot of people didn’t deal with a store staff. Most respondents who dealt with
staff felt that the courteousness of staff was good

57 | P a g e
Chart No. 17

Courteousness
Poor
Fair
1%
9%

Dealt with no
staff Poor
38%
Good Fair
25% Good
V.Good
Excellent
Dealt with no staff

Excellent
6% V.Good
21%

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Table No. 18

Staff’s Willingness to help

Willingness No. of Respondents Percentage

Poor 0 0
Fair 4 5%
Good 21 27%
V.Good 20 25%
Excellent 5 5%
Not interacted 30 38%

Total 80 100%

INTERPRETATION

38% of respondents didn’t meet with a service representative. 27% rate the
willingness of staff to help as good. 25% rate it as very good, 5% as excellent and
5% as fair.

INFERENCE

Most of the respondents who interacted with staff said that the willingness of staff
to help was good. A lot of people didn’t interact with staff.

59 | P a g e
Chart No. 18

Willingness to help
Poor Fair
0% 5%

Dealt with no Good

staff 27% Poor
38%
Fair
Good
V.Good
Excellent
Dealt with no staff

Excellent
5% V.Good
25%

60 | P a g e
Table No. 19

Staff’s Efficiency

Efficiency No. of Respondents Percentage

Poor 0 0
Fair 8 10%
Good 18 22%
V.Good 20 25%
Excellent 4 5%
Not interacted 30 38%

Total 80 100%

INTERPRETATION

38% of respondents didn’t interact with a service representative. 25% of

customers rate the efficiency of staff as very good. 22% rate it as good, 5% as
excellent and 10% as fair.

INFERENCE

Most of the respondents who interacted with staff said that the efficiency of staff
was good. A lot of people didn’t interact with staff.

61 | P a g e
Chart No. 19

Efficiency/Quickness
Poor
Fair
0%
10%

Dealt with no
staff Poor
38% Good
Fair
22%
Good
V.Good
Excellent
Dealt with no staff

Excellent
5% V.Good
25%

62 | P a g e
Table No. 20

Staff’s ability to complete transaction

Ability to complete No. of Respondents Percentage

transaction
Poor 1 1%
Fair 8 10%
Good 20 25%
V.Good 17 21%
Excellent 4 5%
Not interacted 30 38%

Total 80 100%

INTERPRETATION

38% of respondents didn’t meet with a service representative. 25% rate the ability
of staff to complete transaction as good. 21% rate it as very good, 5% as excellent
and 10% as fair.

INFERENCE

Most of the respondents who interacted with staff said that the ability of staff to
complete transaction was good. A lot of people didn’t interact with staff .

63 | P a g e
Chart No. 20

Ability to complete transaction

Poor
1% Fair
10%

Dealt with no
staff Poor
38%
Fair
Good
Good
25%
V.Good
Excellent
Dealt with no staff

Excellent
5%
V.Good
21%

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Table No. 21

Most essential elements of a Supermarket

Elements No. of Respondents Percentage

Ambience 26 33%
Offers 35 44%
Variety of Products 62 78%
Service 45 56%
Parking 45 56%
Location 26 33%
Cleanliness 33 41%

INTERPRETATION

78% of respondents said the most essential element of a supermarket was that it
should have a large variety of products. 56% said the essential element was
service and parking.44% said it as offers, 41% said it as cleanliness, 33% said it
as location and ambience

INFERENCE

According to the customers variety of products was the essential element of a

supermarket. Less preferred was location and ambience

65 | P a g e
Chart No. 21

Most essential elements of a

Supermarket

Cleanliness Ambience
33 26

Location Offers Ambience

26 35
Offers
Variety of Products
Service
Parking Parking
45 Variety of
Location
Products
62 Cleanliness

Service
45

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Table No. 22

Attractiveness & Usefulness of Offers in MORE

Public Opinion No. of Respondents Percentage

YES 52 65%
NO 25 31%
No Response 3 4%

Total 80 100%

INTERPRETATION

65% of respondents felt the offers in More attractive and useful. 31% felt it was
not. 4% people had no response.

INFERENCE

Most of the customers felt the offers in More attractive and useful

67 | P a g e
Chart No. 22

Offers in MORE attractive and useful

No Response
4%

NO
31%
YES
NO
No Response

YES
65%

68 | P a g e
Table No. 23

Satisfaction in Parking Facility

Satisfied No. of Respondents Percentage

YES 71 89%
NO 6 7%
No Response 3 4%

Total 80 100%

INTERPRETATION

89% of respondents felt the parking facility in More satisfactory. 7% felt it was
not. 4% people had no response.

INFERENCE

Most of the customers felt that the parking facility in More was very good.

69 | P a g e
Chart No. 23

Parking facility Satisfaction

No Response
NO 4%
7%

YES
NO
No Response

YES
89%

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Table No. 24

Customer Satisfaction

Satisfied No. of Respondents Percentage

YES 76 95%
NO 4 5%

Total 80 100%

INTERPRETATION

95% of the respondents were satisfied with their shopping experience. 5% were
not satisfied

INFERENCE

95% of customers surveyed were satisfied with their overall shopping experience.
This is a really good figure.

71 | P a g e
Chart No. 24

Customer Satisfaction
NO
5%

YES
NO

YES
95%

72 | P a g e
 Customer Suggestions

1. A lot of customers had a feeling that the store lacks variety of products.
They said that the store had more of private label products. The customers
want more variety of products.
2. Some customers suggested keeping required amount of cash change in the
billing counter.
3. A lot of customers felt that the store is little crowded. They said that it
lacked cleanliness also.
4. A lot of customers had problem with billing. They complained that it took
a lot of time for billing as the staff in the counter lacked the proficiency.
So they suggested giving sufficient training to staff before appointing.
5. Some customers said that the store didn’t have much household utensils.
They wanted the management to keep more of that.
6. A lot of people had a complaint that the fruits and vegetables were getting
over by evening. They said that it would be a great relief for them if the
management can keep more stock because most of the customers come for
shopping in the evening after their work.

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 Survey Findings & Suggestions

1. Most of the customers were of the age group of 20 – 40 years. So that is

the target group. New programs can be implemented keeping this target
group in mind.
2. Penetration of the Clubmore program is not satisfactory. Staff should be
given instructions to make more customers member of the Clubmore
program. They should be made aware of the benefits of the loyalty
program. As the membership is free of cost customers won’t be having
any problem in joining the program.
3. Most of the customers do a weekly purchase
4. A lot of people didn’t get all the products which they planned to buy that
day. This will stay as a bad remark about the store in the mind of
customers.
5. 58% of the respondents felt that Reliance Super is a better store than
More. More can consider them as a tight competitor and should keep a
track on all their activities as it is necessary to keep an eye on our
competitor
6. About 38% of respondents didn’t have interaction with staff. This shows
that there is not enough staff in the store. If people get assistance from
staff their shopping will become easier and their satisfaction level will
increase. This will help to build a strong relationship with the customers
and they will become loyal to the company.
7. 78% of customers said that variety of products is the main thing that they
look for in a supermarket. So the management should keep the maximum
variety of products to attract more customers and increase the shopping
satisfaction of the customers.

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8. 89% of people were satisfied with the parking facility of the store. So the
management doesn’t have to worry much on that.

9. 95% of customers said that they were satisfied with their shopping
experience. That is a very good remark. 73% of customers were shopping
with More for more than 6 months.

Other Findings & Suggestions

1. Staff shortage
More Alinchuvadu store is a store which had a total of 16 staff in the
beginning. Now there are only 10 staff including the Store Manager. 5
lady staff in the morning shift (from 7.30am to 4.30 pm) and 4 gents staff
in the evening shift (from 4.30pm to 9.30pm). Most of the time staff are
taking leave. So staffing should be an important issue which the
management should give more priority to.

2. Staff Training
The new staff recruited were not given any training before they were
placed in the post. They were placed on the job without any training. They
were learning everything after coming to the store. At least they should be
given training on billing. Billing by the new staff has created a lot of
issues in the store.

3. Stacking of products
Due to lack of staff stacking is a main problem in the store. There are not
enough staff to stack the new stock which comes twice every week. So the
stock is piled up in the corner of the store for long days.

75 | P a g e
4. Shrinkage
Lack of staff is one of the main reason for shrinkage of products. There is
no proper arrangement of products also due to the same. Due to the
stringent measures adopted by the new Store Manager, shrinkage was
reduced to a large extend. Shrinkage which was Rs 69000 in the month of
April was reduced to Rs 21000 and Rs 19000 in the subsequent months.

5. Home Delivery
A lot of customers said that they had problems with home delivery. They
said a lot of stuff were find missing when the delivery reaches their home

6. Flyers
The monthly offer flyers which had to be circulated to the customers
through newspapers are simply dumped in the back store. Atleast it can be
distributed by the security staff to the customers as they enter the store so
that they get an idea of all the offers in the store.

7. Check list
A checklist of shopping can be given to the customers as they enter the
store. This will help the customers to remember all the products which
they have to buy and this will help to push sales.

76 | P a g e
 Reference

1. www.morestore.com

2. www.moreretail.co.in

3. en.wikipedia.org/wiki/More_(store)

4. www.adityabirla.com

5. en.wikipedia.org/wiki/Aditya_Birla_Group

6. RESEARCH METHODOLOGY Concepts And Cases

By Chawla & Sondhi

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