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Introduction
Retailing consists of the sale of goods or merchandise from a fixed location, such as a department
store, shopping mall etc .The retailer buys goods or products in large quantities
from manufacturers either directly or through a wholesaler, and then sells smaller quantities to the
end-user. Retail establishments are often called shops or stores. Retailers are at the end of
the supply chain. Manufacturing marketers see the process of retailing as a necessary part of their
overall distribution strategy.
In the retail outlet various type of good and service are provide to the customer but all the goods
and services are generally homogenous in nature through all the other retail outlets. Product and
services of every company are available in every retail outlet. It is also find that many customer
only used to shopping in own decided outlet rather from every outlets even there is homogenous
among the product and service offer by the every retail outlet .So This put the question in the mind
of the every retailer that is there is any gap between what customer expected from retailers and
what retailer provides to customer during shopping.
No two customers have the identical likes and preferences. Delivery value and narrowing down
the zone of tolerance is a tightrope walk for marketer in organized retail sector. Especially in
market like India the challenges is formidable because organizations need to cater to a wide and
diverse group of customers. Thus building equity and generating volumes in such complex market
tapers down to the function of managing customer expectation.
Customers take their time to first sketch their needs and then arrive at a specific decision. At the
end of the day the question is what does the customer expect? How to fulfill the glaring gap
between need and expectations? The answers to this question are “by delivering the value “
But in many case retailers are not aware of what their customer expect. Hence they are unable to
deliver the right value to the right customer and satisfy them. Especially in this competitive
scenario where the customer are well informed, commanding and demanding at the same time it
has become imperative for the organization to be updated on the “WHAT”, ”WHY” and “HOW”
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of each and every customer. This calls for empathizing with the customer by indulging into their
priorities and decision-making.
Even in the case of a product as simple as beauty soap, customer has versatile expectations like,
good packaging fragrance, herbal or medical benefit, glowing skin etc. and all this at an affordable
price. A daunting task but companies have no option but to offer the expected value that too by
keeping the operating costs low.
Following general expectations of a typical customer
1) Value of Money
2) Availability and location
3) Service expectations
4) Quality in Product
5) Need based solution
So in other to deliver the value, Retail outlets in addition to providing products and services, need
to cater for a wide range of motives. The various determinants of retail outlet preference include
cleanliness, well-stocked shelves, and range of products, helpful staff, disabled access, wide aisles,
car parking, multiple billing points and environmentally friendly goods. These differing motives
arise as retailers cater to different types of shoppers who include economic consumers (concern
with value), personalized consumers (concern with relationships), recreational shoppers (shopping
as a leisure activity) and apathetic consumers (who dislike shopping). Retailers have to satisfy
budding customers, older consumers as well as time crunched individuals whose motives all tend
to be conflicting as well as different. Retailers need to establish a good image to prevent customers
from shopping around. They must cater to shoppers need for pleasure and practicality.
If expressed as a calculation, customer satisfaction might look something like this:
Customer expectations = Companies Performance/ Companies Satisfaction
Satisfaction is a consumer’s post-purchase evaluation of the overall service experience. It is an
affective reaction (Menon and Dubé, 2000) in which the consumer’s needs, desires and
expectations during the course of the service experience have been met or exceeded (Lovelock,
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2001). Satisfaction in this sense could mean that a supermarket has just barely met the customer’s
expectations, not exceeded nor disappointed those expectations. The benefits of taking the
customer’s response beyond satisfaction at this level by exceeding expectations, is a competitive
strategy many retailers aspire to achieve. There is a recurrent struggle for existence and survival in
the wake of deep competition, drastically changing customer attitudes and expectation levels.
The study would enable us to understand the impact of various factors that influence a consumer’s
shopping behavior in a departmental store. It would also help in knowing the magnitude and
direction of movement of these factors amongst each other. These factors have been divided into
three heads- Store, Situation and Shopper factors.
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Literature Review
The concept of store loyalty is derived from the concept of brand loyalty, which refers to the
tendency to make repeat purchases of products of the same brand. Store loyalty refers to the
tendency to repeatedly shop at the same store for similar or other products. A loyal customer
would give preference to a specific store and would tend to be far more forgiving of errors of the
store.
There are three main sets of variables that have been found to have an impact on loyalty of
customers:
1. Store Related Variables
2. Shopper Related Variables
3.Situation Related Variables
Westside stands out from the competition for a variety of reasons. One is that a majority of the
brands the chain stocks and sells are its own, unlike retailers who store multiple labels. About 90
per cent of Westside offerings are homegrown, and they cater to different customer segments. The
other 10 per cent includes toys, cosmetics and lingerie.
Agrawal Sujata,(May 2002), article on: The Westside story: the fashioned to succeed.
Style, affordable prices, and quality these are the factors that have shaped Westside success story
in the retail fashion stores business. 'Being a brand retailer, they are able to develop their style and
image in a manner whereby customers can build a relationship with them. They also have the
flexibility of pricing and are able to fulfill the promise of affordable style. Price is crucial in the
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Indian retail scenario and Westside focus on this factor is part of the reason it increased sales in
October-December 2001 by a whopping 71 per cent over the same period the previous year.
Singh, Piya, August 29/2001, TNN, article on: Slowdown? Retail isn’t ever gonna go bust.
Westside of the Tata’s will open another outlet in borivali by next year. And shoppers stop
opening two more retail stores here is old hat. “Apparel retailers have to be clear that price points
are the issue. Affordability is the key in the India market. As long as a retailer communicates this
clearly and follows it up with value-for-money products, I don't see a problem," says Westside
GM (marketing) Himanshu Chakrawarti. He also claims that the stores have seen a 90 per cent
increase in retail sales and profit for the quarter ended June 30, 2001. Westside plans to increase
the number of stores from 7 to 15 by end-2002. The Tata’s have also announced that they will be
opening a grocery retail chain under a separate brand.
Loyalty has been found to be greatly influenced by Store Related Variables. Some of the
important store related variables are Shop location, Products Range and Store Image. In consumer
priorities, assortment and variety come after convenience and price.
Arnold Stephen J., Tae H. Ourn, Tigert, and Douglas (1983),’ Determining
Attributes in Retail Patronage Shop location is an influencing variable on loyalty as convenience
of shopping is among the main criteria of the customers. Location related variables are given
importance in analyzing both trade areas and retail patronage behavior.
'Hubbard, Raymond (1978),’ A review of Selected Factors Conditioning Consumer
Travel Behavior’, journal of Consumer Research says that-The consumers are favorably inclined
to revisit a store where they have positive shopping experiences like a great range of assortments,
good environment etc. The image of the store has also great effect on the loyalty of the customers.
Store image reflects shopper’s perception of a store in terms of functional and psychological
attributes.
Loyalty is also influenced by shopper related variables. Several factors such as age, income and
social class of the shopper have found to influence on customer’s decisions.
Moore, Charles Thomas , and Joseph Barry Mason (1969), ‘ A research
Note on major Retail Centre Patronage says that-Customers belonging to different age groups
prefer different stores. There have been researches done which suggests that the greater the
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congruence between self-image and store image, the greater is the probability that the customer is
loyal.
Pathak, D.S., W.J.E .Crissy, and R.W Sweitzer (1974),’ Customer Image
Versus the Retailers’ Anticipated Image,’ Journal of Retailing, Vol.50.There is a direct linkage
between personal values and desired consumer benefits. This means different customers have
different levels of desired consumer benefits, which vary according to their own perceived values.
Moschis, G.P .(1976),’ Shopping Orientations and Consumer Uses of Information.
Loyalty is also influenced by the situation related variables. These factors include task definition,
level of involvement, shopping orientation and usage of information. These indicate the intensity
of need and the comfort of the shopper in taking a purchase decision. The store choice has been
found to depend on buying situations that differ with the level of involvement.
Thus we can say that the existence of the customer is integral to the existence of the retailer. The
ability to understand consumers is the key to developing a successful retail strategy. A key factor
in understanding customers is identifying the customers for product or service, which means the
target segment, and the demographics of this segment, their needs and buying behavior.
Recognition of the need for a product or a service is the first stage that may lead to a consumer
buying. The need may be psychological or functional.
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OBJECTIVE OF THE STUDY
1. To judge the brand image and loyalty of customers towards Westside.
2. To ascertain the satisfaction level of customers towards Westside.
3. Responses of customers towards the services provided in the outlet and other customers
Oriented factors.
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Retail Industry: An Overview
Retailing is the interface between the producer and the individual consumer buying for personal
consumption. This excludes direct interface between the manufacturer and institutional buyers
such as the government and other bulk customers. A retailer is one who stocks the producer’s
goods and is involved in the act of selling it to the individual consumer, at a margin of profit. As
such, retailing is the last link that connects the individual consumer with the manufacturing and
distribution chain.
Retail has played a major role world over in increasing productivity across a wide range of
consumer goods and services .The impact can be best seen in countries like U.S.A U.K Mexico,
Thailand and more recently China. Economies of countries like Singapore, Malaysia, Hong Kong,
Sri Lanka and Dubai are also heavily assisted by the retail sector.
Top Retailers Worldwide: Rank Retailer Home Country
1. Wal-Mart Stores, Inc. U.S.A.
2. Carrefour Group France
3. The Kroger Co. U.S.A.
4. The Home Depot, Inc. U.S.A.
5. Metro Germany
The retail industry in India is of late often being hailed as one of the sunrise sectors in the
economy. AT Kearney, the well-known international management consultancy, recently identified
India as the ‘second most attractive retail destination’ globally from among thirty emergent
markets. It has made India the cause of a good deal of excitement and the cynosure of many
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foreign eyes. With a contribution of 14% to the national GDP and employing 7% of the total
workforce (only agriculture employs more) in the country, the retail industry is definitely one of
the pillars of the Indian economy.
Retail sales in India amounted to about Rs.7400 billion in 2002, expanded at an average annual
rate of 7% during 1999-2002. With the upturn in economic growth during 2003, retail sales are
also expected to expand at a higher pace of nearly 10%. Across the country, retail sales in real
terms are predicted to rise more rapidly than consumer expenditure during 2003-08. The forecast
growth in real retail sales during 2003- 2008 is 8.3% per year, compared with 7.1% for consumer
expenditure. Modernization of the Indian retail sector will be reflected in rapid growth in sales of
supermarkets, departmental stores and hyper marts. Sales from these large-format stores are to
expand at growth rates ranging from 24% to 49% per year during 2003-2008, according to a latest
report by Euro monitor International, a leading provider of global consumer-market intelligence.
A. T. Kearney Inc. Places India 6th on a global retail development index. The country has the
highest per capita outlets in the world - 5.5 outlets per 1000 population. Around 7% of the
population in India is engaged in retailing, as compared to 20% in the USA.
In a developing country like India, a large chunk of consumer expenditure is on basic necessities,
especially food-related items. Hence, it is not surprising that food, beverages and tobacco
accounted for as much as 71% of retail sales in 2002. The share of food related items had,
however, declined over the review period, down from 73% in 1999. This is not unexpected,
because with income growth, Indians, like consumers elsewhere, have started spending more on
non-food items compared with food products. Sales through supermarkets and department stores
are small compared with overall retail sales. Nevertheless, their sales have grown much more
rapidly, at almost a triple rate (about 30% per year during the review period). This high
acceleration in sales through modern retail formats is expected to continue during the next few
years, with the rapid growth in numbers of such outlets due to consumer demand and business
potential. The factors responsible for the development of the retail sector in India can be broadly
summarized as follows:
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Rising incomes and improvements in infrastructure are enlarging consumer markets and
accelerating the convergence of consumer tastes. Looking at income classification, the National
Council of Applied Economic Research (NCAER) classified approximately 50% of the Indian
population as low income in 1994-95; this is expected to decline to 17.8% by 2006-07.
• Liberalization of the Indian economy which has led to the opening up of the market for
consumer goods has helped the MNC brands like Kellogs, Unilever, Nestle, etc. to make
significant inroads into the vast consumer market by offering a wide range of choices to
the Indian consumers.
• Shift in consumer demand to foreign brands like McDonalds, Sony, Panasonic, etc.
• The Internet revolution is making the Indian consumer more accessible to the growing
influences of domestic and foreign retail chains. Reach of satellite T.V. channels is helping
in creating awareness about global products for local markets. About 47% of India’s
population is under the age of 20; and this will increase to 55% by 2015. This young
population, which is technology-savvy, watch more than 50 TV satellite channels, and
display the highest propensity to spend, will immensely contribute to the growth of the
retail sector in the country. As India continues to get strongly integrated with the world
economy riding the waves of globalization, the retail sector is bound to take big leaps in
the years to come.
The Indian retail sector is estimated to have a market size of about $ 180 billion; but the organized
sector represents only 2% share of this market. Most of the organized retailing in the country has
just started recently, and has been concentrated mainly in the metro cities. India is the last large
Asian economy to liberalize its retail sector. In Thailand, more than 40% of all consumer goods
are sold through the super markets and departmental stores. A similar phenomenon has swept
through all other Asian countries. Organized retailing in India has a huge scope because of the vast
market and the growing consciousness of the consumer about product quality and services. A
study conducted by Fitch, expects the organized retail industry to continue to grow rapidly,
especially through increased levels of penetration in larger towns and metros and also as it begins
to spread to smaller cities and B class towns. Fuelling this growth is the growth in development of
the retail-specific properties and malls. According to the estimates available with Fitch, close to
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25mn sq. ft. of retail space is being developed and will be available for occupation over the next
36-48 months. Fitch expects organized retail to capture 15%-20% market share by 2010. A
McKinsey report on India says organized retailing would increase the efficiency and productivity
of entire gamut of economic activities, and would help in achieving higher GDP growth. At 6%,
the share of employment of retail in India is low, even when compared to Brazil (14%), and
Poland (12%).
Malls in India
Over the last 2-3 years, the Indian consumer market has seen a significant growth in the number of
modern-day shopping centers, popularly known as ‘malls’. There is an increased demand for
quality retail space from a varied segment of large-format retailers and brands, which include food
and apparel chains, consumer durables and multiplex operators. Shopping-centre development has
attracted real-estate developers and corporate houses across cities in India. As a result, from just 3
malls in 2000, India is all set to have over 220 malls by 2005. Today, the expected demand for
quality retail space in 2006 is estimated to be around 40 million square feet. While previously it
was the large, organized retailers –with their modern, up-market outlets, and direct consumer
interface- who had been a key factor driving the growth of organized retail in the country, now it
is the malls which are playing the role.
Factors such as availability of physical space, population densities, city planning, and socio-
economic parameters have driven the Indian market to evolve, to a certain extent, its own
definition of a ‘mall’. For example, while a mall in USA is 400,000 to 1 million sq.ft. In size, an
Indian version can be anywhere between 80,000 sq.ft. And 500,000 sq.ft. By 2005, total mall
space in the 6 cities of Mumbai, Bangalore, Hyderabad, Chennai, Kolkata, and National Capital
Region (Delhi, Noida, Gurgaon) is expected to increase to over 21.1 million sq. ft. Compared to
other big cities, Kolkata and Hyderabad are relatively new entrants in the mall segment, but are
witnessing quick growth. Smaller cities like Pune, Ahmedabad, Lucknow, Ludhiana, Jaipur,
Chandigarh and Indore, are also expected to see a formidable growth in the growth of malls in the
near future. But malls in India need to have a clear positioning through the development of
differential product assortment and differential pricing, in order to compete effectively in a
growing mall market. Segmentation in malls, like up-market malls, mid-market malls, etc., proper
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planning, correct identification of needs, quality products at lower prices, the right store mix, and
the right timing, would Ensure the success of the ‘mall revolution’ in India.
Challenges of Retailing in India
Retailing as an industry in India has still a long way to go. To become a truly flourishing industry,
retailing needs to cross the following hurdles:
• Automatic approval is not allowed for foreign investment in retail.
• Regulations restricting real estate purchases, and cumbersome local laws.
• Taxation, which favors small retail businesses.
• Absence of developed supply chain and integrated IT management.
• Lack of trained work force.
• Low skill level for retailing management.
• intrinsic complexity of retailing – rapid price changes, constant threat of product obsolescence
and low margins.
The retailers in India have to learn both the art and science of retailing by closely following:
How retailers in other parts of the world are organizing, managing, and coping up with new
challenges in an ever-changing marketplace. Indian retailers must use innovative retail formats to
enhance shopping experience, and try to understand the regional variations in consumer attitudes
to retailing.
Retail marketing efforts have to improve in the country - advertising, promotions, and campaigns
to attract customers; building loyalty by identifying regular shoppers and offering benefits to
them; efficiently managing high-value customers; and monitoring customer needs constantly, are
some of the aspects which Indian retailers need to focus upon on a more pro-active basis.
Despite the presence of the basic ingredients required for growth of the retail industry in
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India, it still faces substantial hurdles that will retard and inhibit its growth in the future.
One of the key impediments is the lack of FDI status. This has largely limited capital investments
in supply chain infrastructure, which is a key for development and growth of food retailing and
has also constrained access to world-class retail practices.
Multiplicity and complexity of taxes, lack of proper infrastructure and relatively high cost of real
estate are the other impediments to the growth of retailing. While the industry and the government
are trying to remove many of these hurdles, some of the roadblocks will remain and will continue
to affect the smooth growth of this industry.
Fitch believes that while the market share of organized retail will grow and become significant in
the next decade, this growth would, however, not be at the same rapid pace as in other emerging
markets. Organized retailing in India is gaining wider acceptance. The development of the
organized retail sector, during the last decade, has begun to change the face of retailing, especially,
in the major metros of the country. Experiences in the developed and developing countries prove
that performance of organized retail is strongly linked to the performance of the economy as a
whole. This is mainly on account of the reach and penetration of this business and its scientific
approach in dealing with customers and their needs. In spite of the positive prospects of this
industry, Indian retailing faces some major hurdles (see Table 1), which have stymied its growth.
Early signs of organized retail were visible even in the 1970s when Nilgiris (food), Viveks
(consumer durables) and Nallis (sarees) started their operations.
However, as a result of the roadblocks (mentioned in Table 1), the industry remained in a
rudimentary stage. While these retailers gave the necessary ambience to customers, little effort
was made to introduce world-class customer care practices and improve operating efficiencies.
Moreover, most of these modern developments were restricted to south India, which is still
regarded as a ‘Mecca of Indian Retail’.
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Customers
Men
While guys tend to prioritize fashion to a lesser degree than girls, “right-look” and the
“dude” image is still important to them.
Boys tend to spend more money on electronic gadgets, food, sports goods and music.
Women
“Tween” girls represent a lucrative opportunity for retailers. They are going to become the
future buyers.
“Teen” girls are more trend savvy. It’s not just the clothes and accessories, but the whole look
that the teen girls aspire to define.
“Post teen” girls spend more on jewellery and household items and thus they contribute
a lot more in terms of revenue.
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Westside-Retail Giant
Established in 1998 as part of the Tata Group, Trent Ltd. operates Westside, one of India's
largest and fastest growing chains of retail stores.
The Westside stores have numerous departments to meet the varied shopping needs of
customers. These include Menswear, Women’s wear, Kid’s wear, Footwear, Cosmetics,
Perfumes and Handbags, Household Accessories, lingerie, and Gifts. The company has
already established 36 Westside departmental stores (measuring 15,000-30,000 square feet
each) in Ahmedabad, Bangalore, Chennai, Delhi, Gurgaon, Ghaziabad & Noida (to be
considered as 1 city), Hyderabad, Indore, Jaipur, Kolkata, Ludhiana, Lucknow, Mumbai,
Mysore, Nagpur, Pune, Rajkot, Surat, Vadodara and Jammu. The company hopes to expand
rapidly with similar format stores that offer a fine balance between style and price retailing.
Trent ventured into the hypermarket business in 2004 with Star Bazaar, providing an ample
assortment of products made available at the lowest prices, aptly exemplifying its ‘Chota Budget,
Lambi Shopping’ motto. At present Star Bazaar has 4 stores in 3 cities located in Ahmedabad,
Mumbai and Bangalore. This store offers customers an eclectic array of products that include
staple foods, beverages, health and beauty products, vegetables, fruits, dairy products, consumer
electronics and household items at the most affordable prices. Star Bazaar also includes a large
range of fashionable in-house garments for men, women and children, exclusively available at the
store.
In addition, Trent recently acquired a 76% stake in Landmark, one of the largest books & music
retail chains in the country. Landmark began operations in 1987 with its first store in Chennai with
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a floor space of 5500 sq. ft. At present Landmark have 10 stores, varying in size from 12,000 sq.
ft. to 45,000 sq. ft, 3 in Chennai and 1 each in Bangalore, Gurgaon, Mumbai, Vadodara, Gurgaon,
Pune, Lucknow and Ahmedabad. Until 1996, Landmark’s product portfolio comprised books,
stationery, and greeting cards.
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It was later that music was added to it. Landmark also sparked the trend of
stocking curios, toys and other gift items. What separates Landmark from other
stores of its kind is the range and depth of its stock.
This story began circa 1998 when The Tata’s acquired Littlewoods – a London
based retail chain. This acquisition was followed by the establishment of Trent
Ltd (a Tata enterprise that presently operates Westside). Littlewoods was
subsequently renamed Westside.
In a rapidly evolving retail scenario, Westside has carved a niche for its brand of
merchandise creating a loyal following. Currently, the company has 36 Westside
stores measuring 15,000-30,000 square feet each across 20 cities. With a variety
of designs and styles, everything at Westside is exclusively designed and the
merchandise ranges from stylized clothes, footwear and accessories for men,
women and children to well-co-coordinated table linens, artifacts, home
accessories and furnishings. Well-designed interiors, sprawling space, prime
locations and coffee shops enhance the customers’ shopping experience.
Westside has garnered numerous accolades –
1. Balanced Scorecard Hall of Fame
2. India Brand Summit – Brand Leadership Retail
3. IFA Visionary of the Year Award, 2002 – Mrs. Simone N. Tata
4. Most Admired Large Format Retail Chain of the Year - Lycra Images Fashion Awards
2005
5. NDTV Profit Business Leadership Awards 2006 - Retail Category
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Mission Statement
“To be regarded by our customers as the most relevant retailer in the
country.”
In order to achieve this goal, we shall develop a comprehensive understanding of their
needs, strive to win their confidence, and offer them best-in-class products and
services at affordable prices. We shall always be in the forefront of fashion and
services by anticipating and exceeding the expectations of our customers.
Our leadership will be the product of our styling, quality and service consciousness.
We will continue to scale new heights of excellence through teamwork, in an
atmosphere that encourages creativity and innovativeness.
It is their policy to satisfy our customers with the range, quality and value of the
products we offer. However, if they were dissatisfied with any item that they might
have purchased they would take the necessary measures to assist them. The customers
are expected to return unused merchandise along with its receipt within 30 days.
“We would exchange the returned items or give our customers a complete refund.
In the event that they do not have the receipt we would offer them an exchange or
provide them a gift voucher to the current or last known selling price. We have
complete confidence in the quality of our merchandise however should our
customers have any grievances, we would be happy to address them once they
are brought to our attention” said an employee.
Style, affordable prices, and quality: these are the factors that have shaped West side’s
success story in the retail fashion stores business. Launched in 1998 in Bangalore, the
Westside chain has, ever since, been setting the standards for other fashion retailers to
follow.
Westside stands out from the competition for a variety of reasons. One is that a
majority of the brands the chain stocks and sells are its own, unlike retailers who store
18
multiple labels. About 90 per cent of West side’s offerings are homegrown, and they
cater to different customer segments. The other 10 per cent includes toys, cosmetics
and lingerie.
Westside has recently expanded its range of merchandise by offering outfits from
some of India’s best-known fashion designers, among them Wendell Rodericks, Anita
Dongle, Krishna Mehta and Mona Pali. This is an interesting marketing shift, since it
means moving away from the chains only-our-own-brands concept.
Westside is a departmental store having several product line & according to ET
500 list out of top four retail companies Trent ranked 3rd as
Pantaloon retail
Shoppers shop
Trent
Provogue India
Arrangement
1. Ground Floor
Cosmetics
Jewellery
Watches
Bags
2. Ist Floor
Women Section
Children Section
Household items
3. IInd Floor (Men Section)
Casual Clothing
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Formal Wear
Ethnic Wear
Shoes
Private Brands in Westside
2 F 4 U
SRC
Gia
Urban angel
Intima
David Jones
Ascot
Blackberry
Lee
Spykar
Provogue
To irrigate the space better Westside have the entrance on the ground floor and
exit on the first floor. In case of visual merchandising all the category of clothes
of all sizes and varieties are displayed and hence the consumption of space for
shelves is reduced. And it is convenient for customers to choose and for the
attendants to support buying. Profitability of Westside Delhi is more than that in
Pune and Bangalore because youth here have much spending power. It is also
driven from strong demand backed by quality products and latest fashion.
Services & Store Atmosphere in Westside
Prepurchase services include accepting telephone & mail orders,
advertising, window & interior display, fitting rooms, fashion shows
It provides post purchase service including shipping & delivery, gift
wrapping, adjustments & returns, alteration & tailoring
It also provides ancillary services including general information, check
cashing, parking, restaurants, repairs, interior decorating, credit etc.
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The Westside stores wear a bright, festive look and, in keep with the
mood of the season, hosting a festival bright.
With the sole objective of rewarding its loyal customers for their patronage, Westside
has lined up a bonanza of surprise gifts. Every shopper gets a scratch-and-win card,
which entitles them entry into a contest. Those making purchases above Rs 1,500 are
also entitled to receive other pleasant surprises
The trendy household section has a complete new range of bed linen in elephant
motifs, floral motifs and paisley design. The color palette for the festive collection
includes flaming orange, royal blue and other vibrant colors to depict festivity.
The gift section has a plethora of gifts — terracotta pots, urns, knick-knacks and
diyas in beautiful colors, shapes and sizes. The store has also introduced a new range
of furniture and other household goods, including cabinets, butler trays and mirrors in
wood with an antique finish. An innovative range in wrought iron and rope has been
introduced in utility items, which include magazine racks, folding stools, jam pots on
trays and Ganesha in brass and terracotta.
Facing the challenge
The greatest challenge for Westside in its quest for a place in the retail sun is not the
competition from similar organized players, but from the unorganized sector (98 per
cent of India’s retail garment industry operates in the unorganized sector).
The other challenge for Westside is that the retail fashion business in the country is
becoming increasingly crowded with new players, Indian and foreign. Among the
new entrants have been Wills Sport, Lifestyle, Raymond’s (Be), Primus Globus, Nike,
Crocodile, Mango and the latest, Marks & Spencer.
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Promotions
1. Club west card program
An assured return-and-exchange policy reinforces customer confidence in the
chain. Another winning Westside idea is Club West, a customer loyalty
programme launched in May 2001. The 30,000-plus members of this club get
rebates at restaurants and on holiday packages from the Taj Group of Hotels,
home delivery of alterations, and best of all, special shopping hours on the first
day of any discount sales event organized by the chain.
Important benefits of club west card
Most attractive rewards shopping
Instant use of the card
Easy to operate
Extra convenience
Validity at all stores
Westside does its regular brand building through advertisements in the media
with brand ambassador Yuvraj Singh and other young models; more important
are its in-house promotions, which peak during the three main festive seasons:
summer, Diwali and Christmas. The promotions are mostly theme based, with
decorations to match, live bands and other attractions.
2. Fashion Logy
Westside has launched a new ad campaign titled 'Fashion Logy'. The campaign
is designed to provide the buyer with not just clothing, but also guides and aid on
dressing smart, styling and accessorizing. The campaign sees on-ground activities
and promotions designed to interact with the consumer about their style
It includes women’s corporate wear, girl’s wear, and glam denim.
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The Three Cs
Corporate clothing is a major component of Westside merchandise. The emphasis
here is on the three Cs: Comfort, Crispness and Coordination, and the goal is to
provide the complete corporate look, where color, clothes and accessories are mixed
and matched in a manner that creates harmony between the person and the clothes he
or she wears.
Westside employees are given regular training for better interaction. Some things may
take longer. The wish list, a tool for customers to let Westside know their preferences,
cannot be realized immediately. Only if there is an optimum demand can the store
look at fulfilling it. Gia, West side’s brand for larger-sized requirements, was the
outcome of one such need.
The company identifies star employees in each store and designates them as coaches
responsible for the training of their own store staff. Today, each store has three kinds
of coaches — a customer service coach, an IT skills coach and a product knowledge
coach. The success of this programme has made it a benchmark for all Tata Group
companies.
Westside provides four levels of service
Self service-
Self-service is the corner stone of all discount operations. Many customers are
willing to carry out there own locate compare select process to save money.
Self selection-
Customer find own goods, although they can ask for assistance.
Limited Service-
Westside also offers services like credit, merchandizing etc.
Full Service- Sales people are ready to assist to any phase of the locate compare
select process. Customers who like to be waited own prefer these types of stores
23
Research Methodology
Sample and data collection
This survey was conducted in the context of retail. For 70 percent of the interviews,
data were collected in face-to-face interviews of customers coming to Westside while
exiting point-of-sale venues. For the remaining 30 percent, because certain retailers
prohibit the interviewing of their clients exiting their stores, interviews took place at
IMS,hostel, as a function of the store they attended most frequently. The study
provides a representative sample of the main Shopping centre in Ghaziabad. In order
to reckon with possible multi-loyalty, questions related to satisfaction, loyalty and
behavior were asked for the regular main store visited (at least once a week).
Research design
The research design would be descriptive and cross sectional
Data collection
The data would be collected from primary source through questionnaires, interviews,
observations etc. The sample would be surveyed on the basis of questionnaire and
data would be quantified for further analysis.
Sample size
The sample would be selected on random basis at the store itself. A sample of 100
respondents would be used in the research. These would be further divided amongst
the stores for an evenly distributed data collection.
Data Sources
Both Secondary and Primary Sources of data will be used.
The major type of information used is primary data. This is done thru primary survey.
The literature review is a secondary data type. The sources include books, periodicals,
websites, printed literature etc.
24
Data Analysis
Salesperson Services
Satisfaction Level
Statement Mean
a. Price of the items 3.48
b. Convenience in approach 3.42
c. Ease of availability 2.73
d. Sales Promotion Offers 2.79
e. Store Ambience 3.17
F For me Word of Mouth is important 3.15
g. Packing Facilty 3.53
Grand mean 3.17
25
‘ Statement Meana. Easily approachable 3.35b. Humble and Soft Spoken 3.22c. Able to provide Complete solution to your problems 3d. Initiative of salesman to solve the problem 3.1
Grand mean 3.16
Trust
Statement mean
A Find products reliability 3.55
B Biling process 3.95
Grand mean 3.25
Future relationship
Statement mean
A Consider buying from this store
3.09
B Increase the purchase from this sectors
3.29
Grand mean 3.19
Commitment level
Statement mean
A I am proud to be a customer of this retail outlet.
2.98
B I am a loyal patron of this company.
2.97
Grand mean 2.98
26
GENDER 1-Male, 2-Female
5.strongly agree(sa), 4.agree(a), 3.neutral(n) (neither agree nor disagree) 2.disagree(d), 1.strongly disagree(sd)
product reliability and gender
(CROSS TABULATION)
pdt_reliability * gender Crosstabulation
Count
Gender
Totalm F
pdt_reliability
1 2 2 4
2 3 9 12
3 15 16 31
4 14 17 31
5 10 12 22
Total 44 56 100
Interpretation
From the Product reliability-Gender Cross tabulation table, we can see that 53% people agree by the fact that Product reliability of retail outlets are attractive. Out of 53, 24 are males and 29 are females. So, we can conclude that more females believe that product reliability of retail outlets is the major source of trust than males.
27
28
Billing process and gender cross tabulation
billing_process * gender Crosstabulation
Count
Gender
Totalm F
billing_process
1 0 1 1
2 1 1 2
3 17 16 33
4 15 19 34
5 11 19 30
Total 44 56 100
Interpretation
From the Billing_process-Gender Cross tabulation table, we can see that 64% people agree by the fact that Billing_process of retail outlets is the source of trust. Out of 64, 26 are males and 38 are females. So, we can conclude that more females believe that billing_process of retail outlets is one of the source of trust than males.
29
30
considering_buying_4mdisstore * gender Crosstabulation
Count
gender
TotalMale female
considering_buying_4mdisstor
e
1 5 4 9
2 15 11 26
3 15 12 27
4 12 11 23
5 6 9 15
Total 53 47 100
Interpretation
From the Considering_buying_4mdisstore Cross tabulation table, we can see that 38% people agree by the fact that customer consider buying from this retail outlets. Out of 38, 18 are males and 20 are females. So, we can conclude that more females believe that they like to buy from this store.
31
32
increase_d_purchase * gender Crosstabulation
Count
gender
Totalmale female
increase_d_purchase 1 2 5 7
2 14 9 23
3 14 8 22
4 14 16 30
5 9 9 18
Total 53 47 100
Interpretation
From the increase_d_purchase Cross tabulation table, we can see that 48% people agree by the fact that they will like to increase their purchase from this store. Out of 48, 23 are males and 25 are females. So, we can conclude that more females believe that they will increase their purchase in near future.
33
34
Chi-Square Tests:-
H0: There is no significant difference between price, increase the purchase with respect to
gender
H1: There is significant difference between price, increase the purchase with respect to
gender
Interpretation :-
The calculated value of the chi square test is 0.622 and .181, which is greater than the tabulated value at 5% level of significant so the null hypothesis is accepted.Hence, The conclusion is that there is no significant difference between price, increase the purchase with respect to gender.
35
Chi-Square Tests
gender Value df
Asymp. Sig. (2-
sided)
m Pearson Chi-Square 9.936a 12 .622
Likelihood Ratio 11.841 12 .459
Linear-by-Linear Association .008 1 .929
N of Valid Cases 44
f Pearson Chi-Square 20.935b 16 .181
Likelihood Ratio 24.575 16 .078
Linear-by-Linear Association .942 1 .332
N of Valid Cases 56
Chi-Square Test
H0: There is no significant difference between product reliability, billing process with respect
to gender
H1: There is significant difference between product reliability, billing process with respect to
gender
Interpretation :-
The calculated value of the chi square test is 0.196 and .810, which is greater than the tabulated value at 5% level of significant so the null hypothesis is accepted.
Hence, the conclusion is that there is no significant difference between product reliability,
billing process with respect to gender.
36
Chi-Square Tests
gender Value df
Asymp. Sig. (2-
sided)
m Pearson Chi-Square 15.893a 12 .196
Likelihood Ratio 16.667 12 .163
Linear-by-Linear Association .024 1 .877
N of Valid Cases 44
f Pearson Chi-Square 10.985b 16 .810
Likelihood Ratio 10.764 16 .824
Linear-by-Linear Association .152 1 .697
N of Valid Cases 56
Compare Means
Price
Ease of availaibi
ltySales
PromotionStore
Ambience Convenience
Word of
mouthParking facility
Pdt reliabilit
y
Billing
process
gender
3 1 2 2 4 5 2 1 3 14 3 3 3 4 4 2 4 3 12 4 4 1 3 3 5 3 4 14 2 1 3 4 5 4 3 4 14 1 1 4 2 3 2 5 4 14 4 2 4 4 4 5 5 4 15 3 3 3 4 3 5 4 3 14 3 3 3 2 2 1 3 3 13 2 1 5 4 3 2 5 3 12 3 3 3 1 5 4 3 4 14 4 2 4 2 3 3 5 4 14 4 4 5 2 3 1 4 5 13 1 3 3 5 2 5 4 3 14 2 2 2 1 5 2 5 3 14 1 3 5 2 2 5 4 3 15 4 2 1 2 4 2 4 5 14 3 2 2 3 2 4 3 4 14 2 3 1 5 3 1 3 2 13 4 3 2 3 1 4 4 3 12 3 2 3 5 4 5 3 5 13 3 5 5 3 3 1 5 5 14 3 4 2 1 3 5 4 4 13 4 2 3 4 4 3 4 3 13 4 1 2 4 5 2 4 4 13 2 2 2 5 4 3 3 4 13 2 3 2 4 3 5 2 5 13 2 1 4 3 2 3 4 5 14 1 4 2 2 3 2 5 5 13 3 2 3 5 4 5 3 3 14 4 5 5 4 3 4 4 3 14 3 3 5 5 3 3 3 3 13 4 4 3 3 2 4 3 4 12 2 2 5 2 3 2 5 5 13 2 3 4 3 1 4 3 3 12 3 2 5 5 4 3 5 4 14 3 3 3 3 1 5 2 5 14 3 4 3 5 3 5 3 4 14 3 4 5 3 4 4 1 4 14 2 2 3 4 3 5 2 5 15 3 4 4 2 2 5 5 3 14 4 3 3 3 1 5 3 3 14 3 2 5 4 3 3 4 5 14 3 4 5 5 3 4 4 4 14 4 2 5 4 3 5 3 3 1
3.55 2.82 2.73 3.34 3.36 3.09 3.50 3.61 3.82 3.22
4 2 3 1 5 3 4 2 4 23 3 1 2 1 3 1 3 5 24 2 2 3 2 2 4 3 4 24 1 3 4 5 5 2 4 5 23 2 2 2 2 4 5 4 4 22 2 3 2 5 5 5 5 4 23 3 3 1 3 2 1 5 5 21 2 1 2 4 3 5 4 5 24 4 2 2 2 4 2 3 3 25 1 4 1 3 4 5 3 3 23 3 2 2 5 4 5 3 4 25 2 2 2 3 4 4 4 5 2
37
4 3 2 1 3 3 2 2 4 23 1 3 3 4 2 5 5 3 22 3 2 5 3 4 4 5 4 25 4 3 2 2 3 2 3 3 22 2 2 5 4 3 2 1 4 23 2 3 1 2 4 2 2 3 24 4 4 3 4 3 4 3 3 25 2 1 2 5 4 3 3 3 22 2 2 3 2 3 2 4 5 24 3 3 4 4 5 4 5 3 23 2 4 2 5 3 2 2 4 22 1 3 2 3 2 2 3 5 23 3 4 3 4 5 3 5 5 23 4 3 4 1 3 1 4 3 22 4 5 2 2 4 3 2 4 23 1 2 3 4 3 5 5 5 23 3 1 5 4 3 3 5 4 25 1 2 2 4 4 5 1 5 24 2 1 1 4 4 4 4 4 24 2 1 2 5 2 5 4 4 22 3 3 1 2 1 5 4 4 24 3 5 2 3 3 4 3 4 25 3 4 5 4 3 5 3 5 24 4 2 3 3 4 4 5 5 25 3 3 5 3 3 5 4 5 22 3 1 2 3 3 2 3 3 23 3 2 4 5 1 5 4 2 22 3 4 5 4 3 5 5 1 24 4 3 5 5 4 3 3 4 22 2 4 2 4 3 5 4 3 23 3 4 3 4 3 5 4 5 22 3 4 5 4 3 2 3 5 24 4 4 5 2 2 4 4 4 23 4 2 2 4 3 3 4 3 24 2 3 5 4 2 2 2 3 24 3 2 3 2 4 3 3 3 23 4 4 5 4 3 2 4 4 24 3 4 5 5 3 3 5 3 24 3 2 3 4 4 5 2 5 25 2 3 5 1 3 4 3 5 24 2 2 5 4 3 5 4 3 24 3 4 3 2 2 4 2 4 24 3 4 3 5 3 3 5 5 24 3 2 5 4 3 5 2 5 2
3.43 2.66 2.75 3.04 3.46 3.20 3.55 3.50 3.96 3.21
Interpretation:
Gender 1-male, 2-femaleMean price for male is 3.55Mean price for female is 3.43So, we can say that males are satisfied more with price than females.
Average of ease of availability for males is 2.82Average of ease of availability for females is 2.66So, we can say that males are satisfied more with ease of availability service of Westside than females.
38
Average of sales promotion for males is 2.73Average of sales promotion for females is 2.75So, we can say that females are satisfied more with sales promotion service of Westside than males.
Average of store ambience for males is 3.34Average of store ambience for females is 3.04So, we can say that females are satisfied more with store ambience service of Westside than males.
But overall average for males is 3.22and overall average for females is 3.21Hence, there is no significant difference between the means of males and females.
CONSUMER PULL FACTORS
39
A critical factor in West side’s success has been its strategy to attract shoppers
& keep them in stores- the amount of time shoppers spend in a store is perhaps the
single most important factor in determining how much they will buy. . In having
understood the pulse of the customers in India, Westside has clearly established itself
as a brand with an Indian heart.
Over the years Westside has also developed and successfully introduced a range of
new brands especially suited to the Indian palate. These brands like 2F 4U have been a
tremendous success amongst the new generation. What has also given Westside a
competitive edge is that in addition to an extensive range of internationally renowned
brands like Spykar, Lee and Fast Track they also offer the option of a less known brands for
low budget customers
All the three floors are carefully structured. Ist floor and IInd floor caters exclusively
to Women and Men respectively. Thus giving them privacy and more freedom to look into
their products.
Women’s need more space and look for comfort. They are less likely to buy if
the place is congested and makes them feel uncomfortable. At Westside sofas have
been placed in the women section so as to make the females more comfortable.
Westside has been able to create a brand image and is consistently
maintaining its brand identity by new additions in products and catering to the market
need.
They are catering to different age groups under one roof. For ex. On the IInd
floor, which is, men’s section both formal and college wear is available. This way
they are able to build a huge customer loyal base.
Westside caters to not only the clothing needs and desires of its customers.
They have bed sheets, kitchenware, jewellery, perfumes, baby products, household
items, etc. This way a customer who enters Westside just to buy one or two items
usually ends up buying a lot more.
40
The in-store experience in Westside is very delightful. Their fully skilled and
trained staff caters to the needs of the public in the right way. They don’t pounce
upon the customer as soon as he enters the store. They wait till the time a customer
starts selecting and then they come and help. This way the customer gets acclimatize
with the store and the environment.
Price of brands available at Westside is not too high as compared to its
competitor’s brands. This is due to their cost effective supply chain management.
They directly pick up the goods from the manufacturer thus ensuring low price tag at
their store.
Recommendations
41
To increase more footfalls more promotional activities must be carried out.
For this Westside can either offer more discounts or increase their advertisements.
Increase in the number of footfalls will lead to increase in sales.
Since Westside is not only catering to apparel need of the society a few
additions like Books, Music items, Electronic gadgets etc can also be added to the
products available inside their store. The demand for the above products is always in
the market.
Allowing more space between the entrance of a store and a product gives it
more time in the shopper’s eye as he or she approaches it. It builds a little visual
anticipation.
The number of trial rooms available at Westside is very less as compared to
the number of people coming. This usually results in long queues and waiting by
customers.
Install more full-length mirrors inside the store so as to assist the customers to
make better purchase decisions.
Play light music inside the store to make the shopping a pleasurable
experience.
They can also exhibit their new line of clothing through events like fashion
shows.
Baskets should be scattered throughout the store, wherever shoppers might
need them. Many customers don’t begin seriously considering merchandise until they
have browsed a bit.
Limitations
42
This research has a number of limitations that must be acknowledged.
1) First, the sample used for this study consisted mostly of college students.
Therefore, these results may not be applicable to the wider population in general.
2) Secondly, the results of this study are limited to a specialty retail branded
purchasing context.
3) Lastly, it must be acknowledged that there may be numerous other variables that
contribute to the development of customer satisfaction, customer loyalty, and word of
mouth communication, which are briefly touched upon below.
All of the hypotheses in the study were supported by the data. The hypothesis test
results indicated that both utilitarian and hedonic shopping benefits have a positive
effect on customer satisfaction. The results also indicate that customer repurchase is
positively associated with customer loyalty and word of mouth communication.
There are studies, which have contributed for extending the consumer benefit/loyalty
framework to the retail-branding context. Customer satisfaction is an antecedent of
word of mouth communication, but customer loyalty (favorable relative attitude)
must be present to mediate the relationship. This finding is important for theory
building in this and other marketing and consumer contexts.
In the increasingly competitive environment faced by today's retailers, the pursuit of
consumer loyalty is paramount. In order to be competitive, retailers must identify the
key ingredients of consumer loyalty and the relationships between the benefits
delivered to the consumer and important outcomes (i.e. satisfaction, loyalty, word of
mouth communication).
This study doesn’t identify two types of benefits mostly desired by the consumer:
utilitarian and hedonic. Retailers should understand this if they expect to provide
utilitarian benefits to consumers by way of having the right product on hand at the
right place and time. In addition, they must recognize that the consumer also desires a
hedonic benefit in terms of the shopping experience. The results of this study don’t
43
indicate that consumers expect the purchase experience to offer hedonic qualities
such as excitement, entertainment, escapism, fantasy, and fun. Retailers that utilize
the store-as-the-brand strategy should recognize this and work to deliver hedonic
value throughout the purchase experience. In addition, retailers should recognize that
their performance in the delivery of these consumer benefits is linked to important
outcomes such as satisfaction, loyalty, and word of mouth communication.
Another important finding not undertaken in this study indicates that consumer
satisfaction is linked to attitudinal loyalty. Although one could argue that other
variables not examined in this study contribute equally to attitudinal loyalty,
satisfaction appears to be an important antecedent. Therefore, retailers should
recognize that in order to create a loyal customer base, they must satisfy the desires
and needs of the consumer. One way that retailers can provide satisfaction to the
consumer is through the delivery of value in the form of utilitarian and hedonic
benefits associated with the purchase experience. Retailers should recognize that they
must meet or exceed the consumer's expectations in terms of the benefits the
consumer is seeking. It is also important for retailers to understand the link between
satisfaction and other important outcome variables (i.e. attitudinal loyalty, word of
mouth communication) because satisfaction contributes to these outcomes.
The finding of this study doesn’t talk about the attitudinal loyalty, which serves as a
mediator between consumer satisfaction and consumer word of mouth
communication. It is reasonable that attitudinal loyalty would mediate the relationship
between these constructs because it is a more enduring concept when compared to
consumer satisfaction. In their pursuit of customer loyalty, it is important for retailers
to understand this relationship and the associated implications. Delivering a satisfying
purchase experience can lead to attitudinal loyalty, and in turn, that attitudinal loyalty
can lead to the consumer engaging in word of mouth communication about the retail
store brand.
The extant body of literature on the consumer benefits/loyalty framework is in an
early stage of development. The primary goal for future research should be to identify
and examine the various types of consumer benefits that influence consumers'
satisfaction, loyalty, and word of mouth communication. In-depth qualitative research
in the form of personal interviews and focus groups would provide a better
44
understanding of the benefits desired by consumers. This qualitative research would,
in turn, contribute to the development of better measures to capture each type of
benefit. In turn, it is important to continue to examine the relationships between
consumer benefits and outcome variables that are crucial to the success of the retail
firm (e.g. customer satisfaction, customer loyalty, and word of mouth
communication). A particularly important area of investigation is the role of
attitudinal loyalty as a mediator between customer satisfaction and word of mouth
communication.
Future research should also focus on replicating this study with a different target
respondent. A large survey of consumers of various backgrounds in various
geographic areas could help to make the findings of this study more generalizable to
the overall population.
Bibliography
45
CII Report on Retail 2008,
Journals from www.emeraldinsight.com
www.esnips.com
www.mywestside.com
Suggestions from Why We Buy? By Paco Underhill
www.retailinsights.com
Baker, J., D. Grewal, and Levy 1992, ‘ An Experimental Approach to
Making Retail Store Environment Decisions’, Journal of Retailing, Vol. 68,
Winter, pp.445-60
Baker, J., D. Grewal, and A. Parasuraman and B. Glenn 2002, ‘The
Influence of Multi-Store Environmental Clues on Perceived Merchandise Value
and Patronage Intentions’, Journal of Marketing, Vol.66, April, pp. 120-41.
Bell, David R., Tech-Hua Ho, and C.S. Tang 1998, ‘Determining
Where to Shop: Fixed and Variable Cost of Shopping’, Journal of Marketing
Research, Vol. 35, August, pp. 352-69.
Bellenger, Danny N. 1980, ‘Shopping Center Patronage Motives’,
Journal of Retailing, Vol. 53, April, pp 29-38.
Bitner, M.J. (1990), ‘Evaluating Service Encounters: The Effects of
Physical Surroundings and Employee Responses’, Journal of Marketing, Vol. 54,
pp. 69-82.
46
Black, William C. 1984, ‘Choice-set Definition in Patronage
Modeling’, Journal of Retailing, Vol. 60, No. 2, summer, pp. 63-85.
QUESTIONNAIRE
Dear Respondent,
47
We are the students of Institute Of Management Studies, Ghaziabad and doing a
research for a study for which we intend to pose a questionnaire aimed at analyzing
the Brand Image and Loyalty of customers towards Westside.
Your cooperation is deeply solicited to provide the relevant information. We assure
that information will be kept confidential.
Gender:
Age :
Below 18 18-25 25-40 40 & above
Please tick at the place that matches your opinion.
1. Through which source did you come to know about this retail outlet?
2. As per your views about Westside Stores. Rank the following from 1 to 5
1-Strongly Disagree 2- Disagree 3- Neutral 4- Agree 5- Strongly Agree
Salesperson Services
Satisfaction Level
48
MALE FEMALE
Advertisements (Media)Friends/Relatives Company Outlet Internet
Statement 1 2 3 4 5
a. Easily approachable
b. Humble and Soft Spoken
c. Able to provide Complete solution to your problems
d. Initiative of salesman to solve the problem
Future relationship
Trust
Commitment level
4. No. of times visiting the retail outlet per week.
THANK YOU.
49
Less than once
1-2 times
2-4 times
More than 4 times
Statement 1 2 3 4 5A I am proud to be a customer of this retail outlet.B I am a loyal patron of this company.
Statement 1 2 3 4 5A Find products reliabilityB Biling process
Statement 1 2 3 4 5
A Consider buying from this store
B Increase the purchase from this sectors
Statement 1 2 3 4 5a. Price of the itemsb. Convenience in approach c. Ease of availability
d. Sales Promotion Offers
e. Store Ambience
F For me Word of Mouth is important
g. Packing Facilty
