Prof. (Dr.) A. ChatterjeeDean

Faculty of CommerceLucknow University

Lucknow

Certificate

Certified that Supriya Pathak has completed the thesis titled “Impact

of Communication Strategy on Consumer Behaviour for Apparels in

Shopping Malls- A Study of Lucknow and Gurgaon City” for the award of

Ph.D. degree in Commerce, Lucknow University, Lucknow under my

supervision. To the best of my knowledge and belief the thesis under reference

is based on original research work done by Supriya Pathak. She fulfills the

condition laid down in relevant ordinances.

(Prof. A. Chatterjee) Supervisor

DECLARATION

I hereby declare that the thesis titled, "Impact of Communication

Strategy on Consumer Behaviour for Apparels in Shopping Malls- A

Study of Lucknow and Gurgaon City", is an original work undertaken by

me for the award of Doctor of Philosophy in Commerce under the

guidance and supervision of Prof. (Dr.) A. Chatterjee, Department of

Commerce, University of Lucknow.

(Supriya Pathak)

ii

Preface

Today multi store shopping malls are a shopaholic’s paradise in

Lucknow and Gurgaon. These shopping malls accommodate every taste,

pocket and style. Also, the city of Lucknow and Gurgaon offers ample

shopping opportunities to tourists who come here to spend their vacation.

Shopping malls offer excellent parking facilities, create value for money, credit

/ debit card facilities, and so on. As a result, higher customer traffic is attracted

towards shopping malls. All thanks to shopping malls for bringing about an

overall development in Lucknow and Gurgaon. In India, while organized retail

has yet not been accorded the status of an industry, it is witnessing a large

number of formats emerging in the market at a very fast pace. Indian organized

retail is moving with an exponential rate that no other sector has witnessed.

Ample opportunities are present as 94% of the Indian retail is still unorganized.

Moreover, Indian retailers can learn from the mistakes committed by their

global counterparts and fuel the tremendous growth of Indian organised retail

sector. In India, clothing retail accounts for 36% of organized retail business. It

is the largest sector. Indian apparel retailers are increasing their brand presence

overseas, particularly in developed markets. While most have identified a gap

in countries in West Asia and Africa, some majors are also looking at

the US and Europe. Arvind Brands, Madura Garments, Spykar Lifestyle and

Royal Classic Polo are busy chalking out foreign expansion plans through the

distribution route and standalone stores as well. Another denim wear brand,

Spykar, which is now moving towards becoming a casual wear lifestyle brand,

has launched its store in Melbourne recently. It plans to open three stores in

London by 2008-end

With growing middle class and working sector inclusive of women

wearing western wear to work, and working under time pressure, market

iii

provides ample profitable room for readymade clothes which is likely to grow

by multifold.

A country where more than 1000 movies are made over a year, where

fashion dictates the persona of the general masses; clothing retail provides

booming platform various clothing brands. Movies not only effect the clothing

retail where as it has a brush off effect on other sectors as well such as

footwear, wedding and fashion accessories.

With presence of Modern format retailers, leading foreign clothing

brands and with the use of plastic money affluent urban populations are

shopping like never before.

In the large urban centers, apparel retailers, like Shoppers Stop,

Westside and Pantaloon have popularized their private labels, which have

attracted urban shoppers. Metros having presence of world leading brands such

as Versace, Dolce & Gabbana, Armani, Levis & Strauss and various others

attracts the Indian consumers drastically.

Small & Medium or single brand stores make commendable marketing

& customer loyalty programs in order to retain their loyal customers. Large

format stores such as Westside which carries only its own private labels, while

for the other stores, 20-30% of their apparel turnover is from private labels.

Customers have loyalty to a store rather than any particular garment brand.

This has led to a thriving unbranded or local brand market for ready-to-wear

clothes leading to severe competition. Customers look to design and fit of the

clothes, and use the shop’s name as a quality standard.

As apparel retail is led by fashion, a player needs to keep a close watch

on fashion amongst teenagers as they are the trend setters. Role of Bollywood

in spreading fashion needs to be understood. Seasonal variations on stocking

pattern and need to clear inventory at the end of season should be understood

by apparel retailer. Typically once an item is sold from the outlet, retailer

iv

ensures that there is no repetition of same. It gets replaced by different design,

style, colour. Importance of store layout, décor is very critical. A browser

visiting the store frequently likes to see changes in the layout otherwise he may

carry the impression that stocks are not moving out of the store. Category

management becomes very crucial function as transformation of design into

production and delivery has to be completed before fashion or fad changes in

the market.

This highlights the importance of sales promotions- short term activities

which induces trade or consumer to buy now rather than in future as the value

of apparel after the season goes down substantially and inventory carrying

burden turns out to be very high. Apparel retailer needs to understand critical

role of sales promotions. Attractive promotions induces purchase acceleration,

stock piling and brand switching on the part of a consumer which substantially

reduces retailers financial and inventory risk and consumer’s financial risk and

psychological risk.

Communication activities followed by apparel retail stores in organized

sector. Both exclusive and multi-brand retailers in apparel retail sector are

studied. On the basis of practices, it poses few challenges which managers in

the sector encounters several studies on apparel retail sector .

Indian organized retail industry is poised for growth. Apparel sector in

particular has a great opportunity with alignment of Indian economy to

globalised markets. With the widespread use of communication activities

which provide material inducements to consumers and trade it becomes

imperative for managers to understand such practices and understand

challenges. This study investigates communication activities of various apparel

stores in Lucknow & Gurgaon market and compares them on various

dimensions. It presents major findings and provides insights on consumer

behavior. Pantaloon, for instance, has a loyalty program called `Green Card'

v

Rewards programs, Westside has `Club West' to woo the customers.

Managerial challenges are posed in planning and implementing such activities.

The study is divided into seven chapters. The first chapter deals with the

Introduction of the study, retailing in India, the growth of retail sector over

1997-2010 and the growth of retail sector after 2011. It also describes the

profle of different shopping malls in Gurgaon and lucknow,plan of the study,

objective of the study, the methodology which are applied in research,

Limitation of the study, and plan of the study. The Chapter second deals with

the review of the study. Third chapter devoted to the practices of

communication strategy for retail sector mall, it also explore different

marketing strategy in order to communicate specific messages to customers in

the economic market, disadvantage of providing too much communication

strategy, Some Research Practices used in Retail Sector, Effective

Communication Strategy at Malls, Marketing Strategy for Retail Malls through

Market Segmentation, Market Segment Analysis, Marketing Strategy

Recommendation, Global Issues for Retail Malls in Framing their Strategy, Use

of visual merchandising, elements of visual merchandising . Factor that will

Impact the Retail Sector During 2013 in the U.S & Europe and Innovative

Ideas for Retail Sector Mall in Present Era. Chapter four throw light on the

Comparison between Exclusive and Multi Brand Outlets. It also discusses

Indian Retail Reforms, Single Brand/ Exclusive Brand Outlets, its Advantages

and Disadvantages, Multi Brand Outlets- its advantages and disadvantages and

comparison between the Single Brand Outlets vs. Multi Brand Outlets.

The Chapter fifth deals with the Perception and Attitude of Consumers

towards Shopping Mall and research methodology, which is adopted to analyze

and interpreted the perception and attitude of consumers towards shopping mall

and to determine the effect of communication strategy on consumer’s

perception, effect of visual merchandising displays on consumer behavior,

impact of store layout on the amount of impulse purchase made by the

vi

consumer and how communication strategy varies according to the consumers

profile, findings, recommendation and conclusion . The sixth chapter traces the

Problem and Challenges of Shopping Malls in India. Chapter also analyses the

Factor Driving the Growth of Shopping Mall, Challenges of Shopping Malls,

Challenges Faced by Retail Brands at Indian Malls, Challenges Faced by HR in

Shopping Malls, Recruitment, Challenge & Employing Strategies in Shopping

Mall, Compensation Strategies, Engaging & Retailing the Talented, Career

Advancement, Healthy Management Practices and Ethnic Diversity

Management. Chapter seven is the concluding chapter, it consist of concluding

observations and findings.

The study is based mainly on primary data and personal discussions

with academicians. The research material is collected from the different books

on the topic, periodicals, journals, news papers and from the different websites.

Every human endeavor, every achievement, every success, and every

worthwhile effort is based on the invaluable and indispensable support of many

individuals known and unknown. The credit of the endeavor by and large may

go to a single individual, but it bis implied that it would not have been possible

without the various kinds of them.

***

vii

ACKNOWLEDGEMENTS

At the very outset I acknowledge with deep sense of gratitude to Prof. A. Chatterjee, Faculty of Commerce, Lucknow University, who has given me the opportunity to pursue the research work in the Faculty of Commerce. I completed the study under the patronage of Prof. Arvind Kumar, Head of Department of Commerce, Lucknow University, I am indebted to him for allowing research work on this topic, in the department of commerce. I gratefully acknowledge the guidance and encouragements of Prof. Somesh and Professor Dinesh Sharma, Faculty of Commerce, Lucknow University and Prof. V.D.D. Mishra, Ex-Head, Department of Sociology, Lucknow University. My sincere and heartfelt thanks are due to all faculty members of the Department of Commerce, Lucknow Universitry, Lucknow, for their encouraging attitude towards the timely completion of the research work.

I place on record the appreciation of Prof. A. Chatterjee, Department of Commerce, Universitry of Lucknow, under whose capable guidance I was privileged to work as a research scholar. He always took an almost paternal interest in the progress of the work. Whenever at any stage during the research, I looked forward for his guidance, his suggestion, his evaluative comments and constructive criticism, he was quick to reply. It won’t be an exaggeration to say that the paradigm shift was not rare experiences

viii

whenever he showed new ways, rather usual events and way of life.

This research work is dedicated to my father-in-law Late Sri Surendra Nath Awasthi (Puttu Bhaiya), Founder, Gramyanchal Educational Society who motivated and inspired to initiate this research work. I cannot forget to mention here my mother-in-law Smt. Prema Awasthi, President, Gramyanchal P.G. College, Haidergarh, Barabanki for great inspiration, constant support and encouragement throughout my research work. I am also thankful to my husband Sri Siddharth Awasthi and my elder brothers-in-laws (Jeth) and sister-in-laws (Jethani), and Nanad Mrs. Shweta Mishra for their cooperation and encouragements. I wish to record my gratitude to my father Sri Rakesh Pathak and mother Smt. Sandhya Pathak, my mausi Ms. Vandana Sharma and other family members for their blessings, constant support and co-operation. It is virtually impossible to name here all of my relatives and well-wishers who have contributed to this study.

I am also thankful to Sri Subrato Roy (Sahara Shree), C.E.O. Sahara India Parivar and Sri O.P. Srivastava, Director, Sahara India Parivar for their proper guidance and motivation for completion of my research work.

I am also grateful to the librarians of the various libraries visited by me during the course of the study, specific mentions may, however be made of the Tagore Library of Lucknow University, Dr. D. Pant Library of Department of Commerce, Lucknow

ix

University, FICCI Library, P.H.D.-Chamber of Commerce and Industry, Escort Library, Ratan Tata Library, Delhi University, Ma Sharda Devi Library, Ram Krishna Math, Lucknow.

Thanks are due to Mr. Ashish Kumar Gupta for taking all the pains in typing and technical assistance provided in the thesis.

Last but not the least a sense of gratitude to all academicians, officers related to shopping malls, friends and researchers who directly or indirectly associated with this work.

Date:Place: Lucknow (Supriya Pathak)

x

Contents

Page No.

Certificate i

Declaration ii

Preface iii

Acknowledgements viii

Summary 1-29

Bibliography 30-37

xi

SUMMARY

Today multi store shopping malls are a shopaholic’s paradise in

Lucknow and Gurgaon. These shopping malls accommodate every taste,

pocket and style. Also, the city of Lucknow and Gurgaon offers ample

shopping opportunities to tourists who come here to spend their vacation.

Shopping malls offer excellent parking facilities, create value for money, credit

/ debit card facilities, and so on. As a result, higher customer traffic is attracted

towards shopping malls. All thanks to shopping malls for bringing about an

overall development in Lucknow and Gurgaon. In India, while organized retail

has yet not been accorded the status of an industry, it is witnessing a large

number of formats emerging in the market at a very fast pace. Indian organized

retail is moving with an exponential rate that no other sector has witnessed.

Ample opportunities are present as 94% of the Indian retail is still unorganized.

Moreover, Indian retailers can learn from the mistakes committed by their

global counterparts and fuel the tremendous growth of Indian organised retail

sector. Indian clothing retail sector accounts for 36% of overall organized retail

business. It is henceforth the largest sector; with growing middle class and

working sector inclusive of women wearing western wear to work, and

working under time pressure, market provides ample profitable room for

readymade clothes which is likely to grow by multifold.

A country where more than 1000 movies are made over a year, where

fashion dictates the persona of the general masses; clothing retail provides

booming platform various clothing brands. Movies not only effect the clothing

retail where as it has a brush off effect on other sectors as well such as

footwear, wedding and fashion accessories.

With presence of Modern format retailers, leading foreign clothing

brands and with the use of plastic money affluent urban populations are

shopping like never before.

In the large urban centers, apparel retailers, like Shoppers Stop,

Westside and Pantaloon have popularized their private labels, which have

attracted urban shoppers. Metros having presence of world leading brands such

as Versace, Dolce & Gabbana, Armani, Levis & Strauss and various others

attracts the Indian consumers drastically.

Small & Medium or single brand stores make commendable marketing

& customer loyalty programs in order to retain their loyal customers. Large

format stores such as Westside which carries only its own private labels, while

for the other stores, 20-30% of their apparel turnover is from private labels.

Customers have loyalty to a store rather than any particular garment brand.

This has led to a thriving unbranded or local brand market for ready-to-wear

clothes leading to severe competition. Customers look to design and fit of the

clothes, and use the shop’s name as a quality standard.

As apparel retail is led by fashion, a player needs to keep a close watch

on fashion amongst teenagers as they are the trend setters. Role of Bollywood

in spreading fashion needs to be understood. Seasonal variations on stocking

pattern and need to clear inventory at the end of season should be understood

by apparel retailer. Typically once an item is sold from the outlet, retailer

ensures that there is no repetition of same. It gets replaced by different design,

style, colour. Importance of store layout, décor is very critical. A browser

visiting the store frequently likes to see changes in the layout otherwise he may

carry the impression that stocks are not moving out of the store. Category

management becomes very crucial function as transformation of design into

production and delivery has to be completed before fashion or fad changes in

the market.

2

This highlights the importance of sales promotions- short term activities

which induces trade or consumer to buy now rather than in future as the value

of apparel after the season goes down substantially and inventory carrying

burden turns out to be very high. Apparel retailer needs to understand critical

role of sales promotions. Attractive promotions induces purchase acceleration,

stock piling and brand switching on the part of a consumer which substantially

reduces retailers financial and inventory risk and consumer’s financial risk and

psychological risk.

Communication activities followed by apparel retail stores in organized

sector, both exclusive and multi-brand retailers in apparel retail sector are

studied. On the basis of practices, it poses few challenges which managers in

the sector encounter several studies on apparel retail sector.

Indian organised retail industry is poised for growth. Apparel sector in

particular has a great opportunity with alignment of Indian economy to

globalised markets. With the widespread use of communication activities

which provide material inducements to consumers and trade it becomes

imperative for managers to understand such practices and understand

challenges. This study investigates communication activities of various apparel

stores in Lucknow & Gurgaon market and compares them on various

dimensions. It presents major findings and provides insights on consumer

behavior. Pantaloon, for instance, has a loyalty program called `Green Card'

Rewards programs, Westside has `Club West' to woo the customers.

Managerial challenges are posed in planning and implementing such activities.

The study is divided into eight chapters. The first chapter deals with the

Introduction of the study, plan of the study, objective of the study, the

methodology which are applied in research, Limitation of the study, and plan of

the study, traces the retailing in India, the growth of retail sector over 1997-

2010 and the growth of retail sector after 2011. It also describes the profile of

3

different shopping malls in Gurgaon and lucknow. India, which had firm

cultural links from medieval time, is trying to match the standards of other

developed countries. In the last decade there has been a large increase in the

number of malls and shopping centers. There were about 190 malls by the end

of the year 2010, which swell to 280 in 2011-12. In Uttar Pradesh, there are

about 51 malls out of which more than 5 malls are in Lucknow and 43 malls

are in Gurgaon. This chapter gives an account of different shopping malls in

Lucknow and Gurgaon. Before switching over to the shopping malls we shall

first focus on retailing in India. India in 1997 allowed Foreign Direct

Investment (FDI) in cash and carry wholesale. Then, it required Government

approval. The approval requirement was relaxed, and automatic permission

was granted in 2006. From2000 to 2010, Indian retail attracted about $1.8

billion in Foreign Direct Investment, representing a very small 1.5% of total

investment flow into India. Single brand retailing attracted 94 proposals

between 2006 and 2010, of which 57 were approved and implemented. For a

country of 1.2 billion people, this is a very small number. Some claim one of

the primary restraints inhibiting better participation was that India required

single brand retailers to limit their ownership in Indian outlets to 51%. China in

contrast allows 100% ownership by foreign companies in both single brand and

multi-brand retail presence. Indian retail has experienced limited growth, and

its spoilage of food harvest is amongst the highest in the world, because of very

limited integrated cold-chain and other infrastructure. India has only 5386

stand-alone cold storages, having a total capacity of 23.6 million metric tons.

However, 80 percent of this storage is used only for potatoes. The remaining

infrastructure capacity is less than 1% of the annual farm output of India and

grossly inadequate during peak harvest seasons. This leads to about 30% losses

in certain perishable agricultural output in India, on average, every year. Indian

laws already allow Foreign Direct Investment in cold-chain infrastructure to the

extent of 100 percent. There has been no interest in Foreign Direct Investment

4

in cold storage infrastructure build out. Experts claim that cold storage

infrastructure will become economically viable only when there is strong and

contractually binding demand from organized retail. The risk of cold storing

perishable food, without an assured way to move and sell it, puts the economic

viability of expensive cold storage in doubt. In the absence of organized retail

competition and with a ban on Foreign Direct Investment in multi-brand

retailers, Foreign Direct Investments are unlikely to begin in cold storage and

farm logistics infrastructure. Until 2010, intermediaries and middlemen in India

have dominated the value chain. Due to a number of intermediaries involved in

the traditional Indian retail chain, norms are flouted and pricing lacks

transparency. Small Indian farmers realize only one-third of the total price paid

by the final Indian consumer, as against two-third by farmers in nations with a

higher share of organized retail. The 60%+ margins for middlemen and

traditional retail shops have limited growth and prevented innovation in Indian

retail industry. India has years of debate and discussions on the risks and

prudence of allowing innovation and competition within its retail

industry. Numerous economists repeatedly recommended to the Government of

India that legal restrictions on organized retail must be removed, and the retail

industry in India must be opened to competition. For example, in an invited

address to the Indian parliament in December 2010, Jagdish Bhagwati,

Professor of Economics and Law at the Columbia University analyzed the

relationship between growth and poverty reduction, then urged the Indian

parliament to extend economic reforms by freeing up of the retail sector,

further liberalization of trade in all sectors, and introducing labor market

reforms. Such reforms Professor Bhagwati argued will accelerate economic

growth and make a sustainable difference in the life of India's poorest. A 2007

report noted that an increasing number of people in India are turning to the

services sector for employment due to the relative low compensation offered by

the traditional agriculture and manufacturing sectors. The organized retail

5

market is growing at 35% annually while growth of unorganized retail sector is

pegged at 6%. The Retail Business in India is currently at the point of

inflection. As of 2008, rapid changes with investments to the tune of US $ 25

billion were being planned by several Indian and multinational companies in

the next 5 years. It is a huge industry in terms of size and according to India

Brand Equity Foundation (IBEF), it is valued at about US$ 395.96 billion.

Organized retail is expected to garner about 16-18 percent of the total retail

market (US $ 65-75 billion) in the next 5 years. India has topped the A.T.

Kearney’s annual Global Retail Development Index (GRDI) for the third

consecutive year, maintaining its position as the most attractive market for

retail investment. The Indian economy has registered a growth of 8% for 2007.

The prediction for 2008 was 7.9. The enormous growth of the retail industry

has created a huge demand for real estate. Property developers are creating

retail real estate at an aggressive pace and by 2010, 300 malls are estimated to

be operational in the country.

In order to sharpen the marketing mix companies have been moving

from marketing at the aggregate level, called Mass Marketing, to Mass

customization to the level of 1-to-1 marketing where each customer is treated

as a separate segment. The factors that have weighed heavily on this decision

are the need to fine-tune the marketing strategies and the realization that the

cost of retaining customer (read servicing) an existing customer is much lower

than acquiring a new customer.

Customer acquisition and retention for a retailer is more critical and

difficult for the following reasons:

Most retailers have a defined physical catchment area defined by the

distance that most of its shoppers would travel to visit the store. Although it

differs with the kind of product bought by the shopper, there is a significant

impact on the frequency of visit to the store. Thus, a store has to work

6

within a given geographical.

Not every retailers is able to offer the merchandise that is very different nor

the positioning of the store is differentiated; and

Every visit of the shopper is an encounter and a moment of truth. Unless the

interaction has been satisfactory, the next visit is not guaranteed. In case the

store provides a compelling reason for visit, the amount of purchase per

visit is likely to go down.

Under this condition, it is imperative that the store should understand the

shoppers it wants to attract and keep. Since retailing is a service business, and

is not just distribution, there are more “soft” than “hard” variables that would

lead to creation of a customer franchise. It is not only important as to what is

being retailed, it is equally, may be more, important as to how it is being

retailed. This condition shifts the focus from the merchandise being handled to

the processes that make shopping a memorable experience. All the retailers that

believe in this paradigm would require that shoppers be segmented on the basis

of attitude and behavior than on demographic. The latter is a pre-condition that

works as eliminator and not describing the segment the retailer would serve.

Also, a retail outlet is likely to be patronized more when it becomes a part of

the life of the shopper

Most of the investment in a retail outlet is of fixed nature. It is more like

a sunk cost, as is in the case of an airline. Of all the investments, the real estate

costs are the highest and the store needs to improve on its productivity by

utilizing the space optimally. This can be achieved by ensuring that there is

high level of conversion rate from visitors to buyers. This conversion is

possible by impacting the behavior using the variables, such as merchandise,

display, layout and other communication, within the control of the retailer. It is,

thus, necessary for the retailers to know how shoppers behave and whether

there are any patterns that can be used to design the retail mix for specific set of

7

shoppers. It can even be used for targeting and develop the position.

Shopping is an activity aimed at collecting information. The search

processes give shoppers an opportunity to ensure that they take the right

decision. In addition, they also derive emotional satisfaction (Tauber, 1972). It

has been found that a high level of brand awareness need not always translate

into sales. Shoppers do take into consideration the information they acquire in

stores, rather than just relying on out of store communication (Underhill, 1999).

In a study conducted by POPAI (2001), it was found that the sales of some

product categories increased by almost 60% due to effective communication at

the store. Shopping involves a “see-touch-feel-select” sequence. The degree to

which the shoppers follow the whole or part of this process varies with brand,

product category, and other elements of the marketing mix (Connolly and Firth,

1998). In an exploratory study conducted in India (Sinha andUniyal, 2000), it

was found that the extent also depended on the association that the shopper had

with the store. Shoppers, who were new to the store or were, considering

buying a brand for the first time, showed a higher level of information search.

Those who were frequent buyers of the store would either go straight to the

stack or pick up the product or would ask the retailers when trying a new brand.

In some cases they would pick up the product. In many cases they would buy

the product recommended by the retailers. In any case they would not do a very

elaborate information search. Such behaviour has been explained as the routine,

limited or complex buying behaviour in marketing literature.

Demographic or psychographic, may not help the retailers understand

the shoppers in their true form. Behavior may be a better base of profiling the

shoppers and hence taking decisions that would improve the profitability of the

store. It is also possible to mould shopper behaviour to suit the retailer’s

requirements, especially in Indian context where retailing is opening up as an

organised activity.

8

In spite of the widespread use of communication activities in India no

study was found examining communication practices in apparel retail sector.

Apparel sector is poised for growth in domestic and global markets due to

liberalization. With the rapid growth organized retailing in India, there is a dire

need to understand such practices, explore rationale behind it and pose

managerial challenges.

Objectives of the StudyHence, the present study attempts study practices of communication of

apparel retail outlets

1) To explore the practices of communication strategy for retail sector malls.

2) To compare exclusive and multi brand outlets.

3) To explore rationale behind such activities by examining consumer

behavior.

4) To study and compare the personal profile of the visitor related to both

formats of shopping malls.

5) To find out the motives behind visit to shopping malls.

6) To examine the problems faced by shopping malls in India.

Hypothesis “A hypothesis is a special proposition, formulated to be tested in a

certain given situation as a part of research which states what the researcher is

looking for.”

Null Hypothesis for Communication Strategy on Consumer Behaviour

Keeping in mind the above objectives following Null Hypothesis are

framed.

9

Ho (1) There is no significant impact of communication strategy for retail

sector malls depends on the profile for consumer.

Ho (2) There is no significant difference between the exclusive brand outlets

and multi brand outlets.

Ho (3) There is no significant difference between the different taste and

preference of consumer behind visit to the shopping malls.

Research MethodologyResearch Methodology is a way to systematically solve the research

problem. It may be understood as a science of studying how research is done

scientifically. To do my study I have adopted exploratory research design. The

Primary Data is collected through questionnaire Method. Through the various

steps, which are involved in the exploratory research, are as:

1. Research Design Exploratory

2. Data Source Primary & Secondary data

3. Research Instrument Questionnaire

4. Sample Plan Shopping Malls of Lucknow and Gurgaon

5. Sample Size 300 customers

6. Sampling Procedure Non Probability Sampling

7. Sampling Methodology Personal Survey

Visual Merchandising plays a very important role in apparel retail sector

due to this separate study is done on the effect of visual merchandising which

is discussed in chapter 3 and 5

10

Name of the Shopping Malls:In Lucknow:

East End Mall (Waves)

Fun Republic Mall

Phoniex Mall

Riverside Mall

Saharaganj Mall

In Gurgaon: Ambience Mall

DLF Star Mall

Gold Souk Mall

DLF City Centre

Data will be collected using both primary as well as secondary method.

Primary data will be collected using structured questionnaire. The population

of the study comprises of customer visiting retail malls. For the selection of

respondents simple random sampling procedure is adopted. For data collection,

questionnaire will be filled by personal interview technique. The respondent

under study belongs to different demographic groups like sex, educational

level, income level etc. A total of 300 customers will be approached to

participate in the study. A pilot study will be conducted on 20 respondents to

finalize the questionnaire items. Secondary data will be collected from

managers of various outlets, previous studies, retailer’s records and journals.

Limitations of the Study

11

Major limitation of this study is the sample size which is limited to

Lucknow and Gurgaon only. Most of the retailers in organized sector will be

hesitant in providing information about their private brands, branding strategies

and communication strategies. Most of the customers will not be willing to

divulge personal details The Chapter second deals with the review of the study.

Research dealing with shopping malls’ and or hypermarkets’ attributes,

especially in the Indian context, is very less in number. Not many studies have

empirically analyzed the influence of an assortment of attributes on buying

behavior in shopping arcades and malls and customers’ shopping experiences.

Mostly the researches undertaken so far have been taken from the foreign

experiences, as they have come of age in the US, UK and European markets.

The fourth chapter confines the concept of communication strategy which is

essential requirement for any retail sector malls. It has been divided into ten

parts. The First part is the Introduction. The second part emerge with the

concept of communication strategy. In the third part it deals with business

explore marketing strategy in which customers are considered and the third part

deals with demerits of providing too much communication. The fourth part of

this chapter covers the research practices used in retail sector. The fifth part it

deals with effective communication strategy in malls. The sixth part deals with

market segmentation of retail malls. The seventh and eights part is the

marketing strategy for retail mall through market segmentation and market

segmentation analysis. The ninth part is the global issues for retail malls in

framing their strategies. The tenth part brings new ideas for retail sectors malls

in present era. The final part of this chapter deal with the most important factor

of communication that is visual merchandising and display, it emphasis on

what is visual merchandising, uses of visual merchandising, consumer

behaviour and perception towards visual merchandising, elements of visual

merchandising, types of visual merchandising

Shopping mall is one of the most complete retail industry carders.

12

Strong market demands should result in continuous flourishing sales and

continuing increase in value of shopping mall, to achieve a win-win situation

between the shopping mall developer, operator, property management

companies and consumers. However, in reality, most shopping malls have a

high vacancy rate due to various problems, and this situation has become more

and more bad. The expectation to make a win-win situation becomes a lose-

lose reality. First, this paper analyzed the character of products in shopping

malls, and then to probe into the problems on communication of the shopping

mall by making use of some relevant communication theories and marketing

theories. For instance: lack of strong supporting points and cultural factors in

communication contents, and communication activities are short of

systematicness, without clear brand communication strategies. The three

corresponding communication strategies. The clear and definite subject

location, including the necessity, methods of subject location and some

problems needs to take care. The brand-oriented multi-brand strategies,

covering functional characters and components of brand communication, as

well as mutual relations between them. Giving priority to Pro-shops, namely,

pro-shops should enter shopping mall in advance, and the necessity of business

planning ahead of products planning for shopping malls, on this basis, sum up

some brand priority communication strategies supported by pro-shop.

Communication is a critical function in organizations, from the very

small to the very large. Even one-to-one communications can be fraught with

challenges and misunderstandings. By communicating usefully, emphasizing

on results and relationships, businesses can leverage effective communication

strategies to generate solid results with multiple audiences such as-

Open: in an open communication environment, all members of the

organization feel free to share feedback, ideas and even criticism at every

level. Leaders who are committed to open communication build an

environment of trust that can be the foundation for success.

13

Inclusive: An inclusive communication strategy is one in which explicit

steps are taken to ensure that all employees feel they are involved in

decisions that affect their day-to-day work. Organizations with a secretive

communication environment shut people out, which can stifle involvement

and result in lost ideas and opportunities. Employee involvement is a key

factor that affects employee satisfaction and success.

Two-Way: Communication should never be one-way--either from the top-

down or the bottom-up. Effective communication strategies involve two-

way communication, or conversations, between members of the

organization. Companies whose managers successfully engage employees

in conversations about their work, their ideas and their perspectives on

issues related to products, services, customers and the business environment

develop a culture of inclusiveness that generates results.

Results-Driven: Business communication should be results-driven and

strategically focused on achieving measurable results. Organizations need

to think about what employees need to know to do their jobs effectively, to

interact with customers effectively and to serve as ambassadors outside of

the organization. Effective communication isn't just nice to do; it's need to

do.

Multi-Channeled: Effective organizational communicators know that

messages need to be delivered multiple times in multiple ways to have the

most impact. Employee communication needs and preferences differ,

different messages require different methods and busy business

environments can mean that messages get lost. Using multiple channels to

communicate with various audiences will increase the odds that

communications are received and understood.

Communication strategies encourage consumers to make a response,

either by requesting further information or purchasing a product. You can

improve the effectiveness of your strategies by building a greater understanding

14

of consumers’ individual needs and preferences and personalizing

communications. Strategies that build dialogue with consumers create trust and

provide you with feedback that enables you to fine-tune your communications

even further.

Visual merchandising display plays a pivotal role and is an important

subsection of visual merchandising and branches a part of visual merchandising

as a whole, it is important to understand all the aspects of visual

merchandising. “Visual merchandising is defined as the activity that

synchronizes effective merchandise assortment with effective merchandise

display.”(Bell & Ternus, 2006:20).The Objective of visual merchandise is to

display a complete store together with its merchandise in such a manner that it

reaches out and draws the attention of all the potential consumer’s and treats

them with an appealing & gratifying shopping environment.

Visual Merchandising utilizes display, colour, lighting, sounds, digital

technology and uses interactive elements which catches consumers attention

and ends up in persuading them to purchase products. Visual merchandising

further helps to convey the image of the brand and reflects the personality of

the target markets that the retail store wants to attract. Visual merchandising

possess diverse functions in an apparel retail store entailing supporting sales,

supporting retail strategies, communicating with consumers and assisting in

communicating the apparel retailers ‘ brand image (Levi & weitz,2009;531) All

the elements inside a store except the merchandise itself such as store design,

lighting, product placements, atmospherics, fixtures and permanent props in

total constitutes Visual Merchandising. The Solo objective of all the elements

comprised in Visual merchandising is to portray the store together with its

merchandise in such a manner that it draws the attention of a possible

consumer. Visual Merchandise has urbanized and evolved into being more than

product presentation. It contains another aspect called Visual Merchandising

Display.

15

In Indian Retail culture question which often rises is whether the visual

merchandising displays of a store have the same effect on all the consumers or

not. However, Retailers want their stores to attract consumers into their stores,

assisting them to find the merchandise they desire and to motivate them to

make unplanned, impulse purchases and ultimately provide them with an

enjoyable shopping experience (Levi & Weitz, 2009: 509).

The visual merchandising displays and the type of environmental stimuli

these displays create could have an effect on consumers perceptions, which is

the practice where a person observes, selects, organises and reacts to

environmental stimuli in a significant way (du Plessis & Rousseau, 2003: 218).

It is therefore important that visual merchandising displays created in an

apparel retail store influence a consumer to approach that store and make a

purchase, not avoid it. Apparel retailers have to ascertain how their visual

merchandising displays are perceived by consumers with the intention to

identify what the consumers are actually seeing, how it is interpreted and which

features are most important to them.

Elements of Visual Merchandising Display The foremost important objective of the elements of visual

merchandising is to put up and display a store with its merchandise in such a

manner that it draws the attention of every possible customer (Bell &

Turnus,2008: 20-22).The rudiments of visual merchandising displays, among

others, include store design, signage and graphics, atmospherics, fixtures, and

props.

Types of Visual Merchandising Displays The main function of a display is to present and promote the

merchandise that is sold in store. Displays can generally be broken down into

four different categories: on-shelf displays, off-shelf displays, point of purchase

16

displays and window displays (Mathew, 2008: 48-52).

On-shelf displays On-shelf displays are the “normal” displays that are found in a store and

that show different variations of products on offer in some kind of rational

order (Mathew, 2008: 48-52). They combine functionality with aesthetic

sensibility. On-shelf displays are a visual merchandising necessity in displaying

merchandise sold in store. The ways in which products are presented depend on

the type of fixtures available; basically this could include:

Vertical stacking: magazines or CDs

Horizontal stacking: folded garments

Hanging on hangers or hooks: front faced hangers or side hang hangers

On shelf displays: makes use of floor fixtures such as hang rails, four-way

stands and rounders.

Off-shelf displays Off-shelf displays are intended to have added impact by showing the

merchandise as it could be used, or possibly next to other merchandise to

suggest complementary purchases. They are not used in the regular selling

process and are therefore made to create a major visual impact. They are often

creatively arranged and are only changed by the visual merchandising team.

These types of displays may include props. Props are secondary to the

merchandise sold in store; their main purpose is to improve the amount of

merchandise that is sold, not to upstage it in order for the consumer to capture

the merchandise (Colborne, 1996:109). It is very important that props should

never clutter a display.

Point of purchase displays Point of purchase displays used to be associated with merchandise sold

17

at the checkout counter. Today point of purchase displays can be displays or

fixtures used by stores to assist in selling their products. The displays, fixtures

and assorted signage can appear outside the store, in windows, and inside the

store on ledges, counters, shelves, on the floor or hanging from the roof. These

types of displays can be made of cardboard, paper, wood, plastic and metal, or

a combination of these materials.

Window displays A window display is a window outside a retail outlet that is used by

retailers to display merchandise for sale or otherwise designed to attract

consumers to their store (Bell & Ternus, 2006: 290). Window displays are used

to communicate to the consumers--what the retailer stands for as well as the

image of the retailer; it makes consumers aware of the type of merchandise

being sold and therefore creates interest with the consumer (Mathew, 2008:

45). Creative window displays may have the power to stop anyone in their

tracks. As mixes of art, fashion, design and marketing, window displays have

to rapidly grab the consumer’s interest and they must be created in such a way

that they compel consumers into a store. By providing people with an

experience, these displays also have the important duty of helping to define a

brand's image. Window displays have started to become remarkable art

mechanisms, although it takes significant time to conceptualize, plan and install

these artistic displays (Mathew, 2008: 45).

Display Settings Display settings are different approaches a visual merchandiser can

make use of when presenting a display. These could include anyone of the

following: realistic setting, environmental setting, semi-realistic setting, fantasy

setting and an abstract setting (Pegler, 2010: 46). These settings are discussed

in the following sections.

18

Realistic setting A realistic setting is the representation of a room or an area that is

reinterpreted in the display area. These settings are most effective in a closed

window display where the visual merchandiser can recreate a miniature stage

setting. When realism is used, it is very important that the scale is perfect. The

props should be the correct size for the display area.

Environmental setting An environmental setting is used when the retailer wants to illustrate

how and where the merchandise could be used.

Semi-realistic setting When retail stores do not have enough space or a large enough budget,

the visual merchandiser may use a semi-realistic or “vignette” setting. The

visual merchandiser only shows what is necessary and leaves the rest to the

shopper’s imagination.

Fantasy setting Fantasy is a genre of fiction that uses magic and other supernatural

phenomena as a primary element of a setting. A fantasy setting is dependent on

the visual merchandising budget, the amount of time available and the type of

store. A good imagination goes hand in hand with a fantasy setting.

It has been suggested that good visual merchandising inside a store can

sustain consumer interest and persuade them to lower their psychological

defences and make a purchase (Kerfoot et al., 2003: 144), therefore retailers

use store design to influence consumer buying behaviour. However, do the

visual merchandising displays of a store have the same effect? Retailers want

the store design to attract consumers into their stores, assisting them to find the

merchandise they desire and to motivate them to make unplanned, impulse

19

purchases and ultimately provide them with an enjoyable shopping experience

(Levi & Weitz, 2009: 509).

The visual merchandising displays and the environmental stimuli of an

apparel retail store could have an effect on a consumer’s perceptions. It is

therefore important that visual merchandising displays created in an apparel

retail store should influence a consumer to approach that store and make a

purchase, not avoid it. Apparel retailers need to find out how their visual

merchandising displays affects consumers perception and what is required in

order to draw their attention towards their merchandise.

Chapter four throw light on the Comparison between Exclusive and

Multi Brand Outlets. It also discusses Indian Retail Reforms, Single Brand/

Exclusive Brand Outlets, its Advantages and Disadvantages, Multi Brand

Outlets- its advantages and disadvantages and comparison between the Single

Brand Outlets vs. Multi Brand Outlets. India approved increased competition

and innovation in single-brand retail. The reform seeks to attract investments in

operations and marketing, improve the availability of goods for the consumer,

encourage increased sourcing of goods from India, and enhance

competitiveness of Indian enterprises through access to global designs,

technologies and management practices. In this announcement, India requires

single-brand retailer, with greater than 51% foreign ownership, to source at

least 30% of the value of products from Indian small industries, village and

cottage industries, artisans and craftsmen. Mikael Ohlsson, chief executive of

IKEA, announced IKEA is postponing its plan to open stores in India. He

claimed that IKEA's decision reflects India’s requirements that single-brand

retailers such as IKEA source 30 percent of their goods from local small and

medium-sized companies. This was an obstacle to IKEA's investment in India,

and that it will take IKEA some time to source goods and develop reliable

supply chains inside India. Ikea announced that it plans to double what it

sources from India already for its global product range, to over $1 billion a

20

year, within three years. IKEA in the near term, plans to focus expansion

instead in China and Russia, where such restrictions do not exist. On 19 Feb,

2013 Tamil Nadu became the first state in the country to stoutly resist MNC

‘invasion’ into the domestic retail sector. In Chennai, Tamil Nadu CMDA

authorities placed a seal on the massive warehouse spreading across 7 acres

that had reportedly been built for one of the world’s leading multinational retail

giants, Wal-mart. Despite the recent government stay on allowing FDI in multi-

brand retail this sector is still going strong with many local players reaping the

benefits. This segment of retail has the most complex of challenges when it

comes to dealing with inventory management as they need a variety of

suppliers and usually deal in a variety of goods including apparel, footwear,

toys, cosmetics, homeware etc. Maintaining a huge inventory master and

dealing with replenishment and store planning (for multi-store chains) becomes

a huge headache typically resulting in dead stock. Also buying and managing

the procure-to-pay cycle is very complex without automation.

Invasion of multi-national multi-brand retailers such as Walmart is now

imminent since Foreign Direct Investment (FDI) in that sector is now legally

encouraged by the UPA government. As it is, even today, retail outlets with

foreign brands have begun to dominate the marketplace in several segments. It

is clear that this will progressively cut into the standalone retailer’s market. For

an increasing number of family-run small retail stores the choice would not be

between growing slow or growing fast but between growing slow and closing

down as their profits evaporate. It has happened everywhere in the world and

Indian retailers too can't save themselves from extinction, unless they can

counter it some way. In India, common people have to be innovative to fight

their government to survive. Branded foreign retailers have tempted many such

stores to ride their franchisee “Brand Wagon.” The fear of survival and the

greed for a rapid growth is making them surrender their independence; their

identity. Franchisee route is not possible in case of multi-brand global retailers.

21

The only beneficiaries in this whole gamut of allowing FDI in multi-brand

retail will be the foreign multi-nationals and their Indian capitalist class

partners. Many retailers are however, yet holding on, with a belief that their

neighbor hood goodwill will help them to fend themselves from these branded

chains. Some others are simply ignoring the reality, or are too proud to bother.

I however, believe that there is way for the small retailers to hold their own,

and grow faster and more profitable without surrendering their identity like

those who opted for branded franchisee ventures. I feel, from my own

experience, that they have an alternative route. There is no doubt that

succeeding or surviving in today’s demanding economy, a lot of retail

businesses need to undergo major changes in the way they do business. One

finds that the store-fronts are changing and customers are sensing refreshing

friendliness. Still many stores have no resources or courage to invest more.

Stores are too small to grow with outside capital and borrowing money isn’t

easy anymore. Besides, investing more money alone may not help them in

facing competition from the big chain stores. It must be realized that more than

money, most importantly, they lack advantage of bulk purchase as well as

brand equity of their newly emerging competitors.

The biggest advantage of such a cooperative lies in four important

areas. First, cost of setting up business will be very low, since all such stores

already have low-cost space, unlike the multi-brand foreign retailers. Second,

in case of shop-keeper’s cooperative, every retail outlet is owner-managed and

therefore, highly motivated. Good management training will also help to

develop professional administration of the store and high quality customer

relationship. Third, these brand owners have huge traditional long-established

and emotionally attached clientele from the locality. Fourth, such locality

retailers are never competitors, if the membership is given to one store in each

area. A retail stationery shop in Dadar is not a competitor to one in Mahim, nor

is one in East Mulundof the one in West Mulund. Creating brand equity of their

22

own will start with a common name for the shops of all member retailers.

Retailers normally have an emotional attachment to the store’s name—in many

cases their family name. But one should realise that branding your family shop

under a common name has many benefits.

The Chapter five deals with the Perception and Attitude of Consumers

towards Shopping Mall and research methodology, which is adopted to analyze

and interpreted the perception and attitude of consumers towards shopping

mall. It has been divided into two parts, separate study is done for analyzing the

impact of visual merchandising on consumer behaviour. Through the study,

consumer’s perception towards visual merchandising displays and what effect

these displays carry on consumer’s perception and behaviour were exposed.

The secondary question pertaining from the introductory literature study was to

conclude the effect of visual merchandising displays on consumer perceptions.

Explorative research was performed and qualitative data were collected by

means of focus groups . End consumers perceptions of visual merchandising

were identified and concealed in creating an interest and were longing to

promote persuasion towards merchandise and aesthetically to beautify the

store. Consumers expressed that the impact that visual merchandising displays

had on their buying decisions depended on their personal preferences.

For other objectives I have adopted exploratory research design. The

Primary Data is collected through questionnaire Method. Through the various

steps, which are involved in the exploratory research, are as follows:.

1. Research Design Exploratory

2. Data Source Primary & Secondary data

3. Research Instrument Questionnaire

4. Sample Plan Shopping Malls of Luck now & Gurgaon

5. Sample Size 300 customers

23

6. Sampling Procedure Non Probability Sampling

7. Sampling Methodology Personal Survey

The six chapter traces the Problem and Challenges of Shopping Malls in

India. Chapter also analyses the Factor Driving the Growth of Shopping Mall,

Challenges of Shopping Malls, Challenges Faced by Retail Brands at Indian

Malls, Challenges Faced by HR in Shopping Malls, Recruitment, Challenge &

Employing Strategies in Shopping Mall, Compensation Strategies, Engaging &

Retailing the Talented, Career Advancement, Healthy Management Practices

and Ethnic Diversity Management. Generally there are two types of consumers

who visit malls – focused buyers and impulse buyers. The time spent by

focused buyers inside the mall is relatively lower as compared with impulse

buyers who spend a lot of time window shopping. Malls which have

entertainment zones and/ or promotional activities have larger foot falls and

more percentage of impulse buyers. Mall management becomes critical to

attract impulse buyers. For example, Ansal Plaza in Delhi has ensured its

success through good promotional events and mall management practices since

its inception in 1999. Its amphitheater which is dedicated to promotional

activities has ensured footfalls despite newer malls coming up in the NCR

region. Contrary to popular misconception that mall management is

synonymous with facility management, mall management actually takes care of

the issues such as:

Positioning,

Zoning (tenant mix and placement within mall),

Promotions and Marketing,

Facility Management (infrastructure, footfalls, and ambiance),

Finance Management. 

Various business models are adopted by retailers/ developers while

24

utilizing the services of a There are very few mall management companies in

India at present. Large real estate developers and retail chains either have their

own mall management divisions or have contracts with international

consultants. In developed markets mall management is an established

independent service line. Till recently contract model was the norm in India.

But the revenue sharing model is increasingly becoming popular with retailers

in India due to the present economic situation. India is yet to embrace the

concept of third party mall management in retailing. Some of the issues could

be:-

Planning the mall around anchor tenants, 

Lack of market research by developers,

Tendency to lease out on a FCFS basis,

Perceive outsourcing as additional cost,

Lack of accountability for in-house promotional activities.

Improper planning for space (lack of parking space, single entry/ exit

points)

With the slowdown of the realty sector, developers might give the mall

management practice a thought in order to ensure that the slowdown does not

affect its footfalls. Mall market in India has become extremely competitive

especially due to the sudden boom in the real estate sector. Malls have come up

in the Tier II cities and rural areas as well albeit in a smaller and different

format. With increasing competition from high street retailers, developers are

finding it difficult to achieve 100% occupancy rates. A specialist’s retail

property management skills enable property owners to receive the benefit of

master planning and development expertise which is critical to ensure that

malls are strategically positioned for long-term growth and success.

How a retail shopping mall can be transformed into a brand? So that people

25

recognize it with its name, and same is repeated later in other cities at other

locations. But for that principle A to Z is being retailer friendly. In India, it can

evidently noticed that there are Mandis/Bazaars (place where vegetables and

groceries are sold) in county side, some daily and some weekly, but most

people recognize them as weekly mandis only where in all house hold and

vegetables are sold and later small stores came up at corners of the streets or

residential locality which were called as Kirana stores now referred as Mom

and Pop Stores, In the early 1980s manufacturer's retail chains like Binny, S

Kumars, Vimal, Bombay Dying, HMT, Allwyn, etc started making their

appearance in bigger cities. Later in 1990s Branded retail outlets like Food

world, Nilgris and local retail outlets like Trinetra super market, Apna Bazaar,

came into existence. Now big players like Reliance, Bharti, Tatas, ITC and

other reputed companies are entering into organized retail businesses. And the

big multinational retailers are waiting to enter India in the form of direct

entrance eg: - Nike, Reebok, Metro etc or Joint Ventures eg: - Bharti with Wal

Mart and Tatas with Tesco. India is making a landmark revolution in the retail

space in the world and Asia in particular. India's strong economic growth and

rising disposable incomes of middle class and lower middle class made big

business houses venture in to this business, many businesses are coming from

US and Europe. The Government's decision to allow foreign Direct Investment

and businesses in to this sector has attracted foreign companies to establish

their businesses in India. Now foreign retailers will be able to own their own

stores in India for the first time as part of a major government liberalization of

business. Till 2006 foreign companies were allowed to operate franchises by

the government to protect the indigenous companies. Now new regulations

may allow foreign companies to hold up to 100%. But the Indian government is

going ahead with new reforms which may create millions of job in the near

future while safeguarding the interest of domestic firms. The increase in the

land value and number of real estate companies investing in this field has also

26

helped power the boom as financing is made easier, one can see that software

companies like Satyam has marked their presence in reality and infrastructure

and the reality company, K Raheja group has stretched their wings to retail.

The noted swift growth in reality industry is of significance and this is

changing the evolution and the spectrum of whole marketing of FMCG, farm

and dairy products. Retailing is still in its infancy in India. In the name of

retailing, the unorganized retailing has dominated the Indian landscape so far.

According to an estimate the unorganized retail sector has 97% presence

whereas the organized accounts for merely 3%. Industry has already predicted

a trillion dollar market in retail sector in India by 2010. However, the retail

industry in India is undergoing a major shake-up as the country is witnessing a

retail revolution. The old traditional formats are slowly changing into more

complex and bigger formats. Malls and mega malls are coming up in almost all

the places be it – metros or the smaller cities, across the length and breadth of

the country. Both MNCs and Indian firms want to get their share of this

burgeoning pie. Notable in Indian firms are Pantaloons Retail & Big Bazaar,

Trent's Westside, Shopper's stop, Reliance and Subhiskha, Wills Lifestyle

stores, Café Coffee Day, which are present in India in different retail formats.

Wal-Mart stores have just started operations in India. Some leading retail

coffee chains of the world like Starbucks, Barnies are planning to expand in a

major way in India. leading retail coffee chains of the world like Starbucks,

Barnies are planning to expand in a major way in India.

Chapter seventh is the concluding chapter, it consist of concluding

observations and findings. It concluded that the shopping malls is mostly

visited by age group of 20 - 30 followed by 30 - 40 age groups. The reason

behind this was, as most of the visitors of shopping malls are being college

students and families. Out of which 23% of the students and 23% of the

housewife are the most common visitors of the shopping malls, which is

followed by the professional and government employee as 15% and 13%

27

respectively. It also reveals that the income group of above 40,000 is the most

common sightseer of the shopping malls with a percentage of 38. Income group

of 30,000- 40,000 are having a share of 30%. Income group up to to10, 000 is

having a lowest percentage of 7. The most of the respondents go for shopping

purpose in shopping malls, 38% of the respondents go for entertainment

purpose, and window shopping is also one big factor of attraction towards

shopping malls. Mostly respondents use to go fortnight to shopping malls. 30%

of respondents used to go weekly for various purposes to shopping malls. Only

10% of people go daily at shopping mall. The respondents all less than one

room concept was the main motivator factor behind the success of shopping

malls. Second preference of choice was availability of branded items. Mostly

customers prefer show rooms and shopping malls for purchasing. 65% of the

respondents are having a positive response towards the location of the shopping

malls. Only 25% respondent said that location of shopping mall not affect the

perception about shopping malls and 10% said they have no idea. Mostly

respondents were highly unsatisfied with the parking facilities. Respondent

agreed that the quality of service is up to the mark at shopping malls.

Accordingly most of the respondent said that quality of the product was good.

And respondents were satisfied with the money paid at shopping malls. I found

that 65 % of the respondents were satisfied with the layout of shopping malls

and 30% told that they do not like very much. 5% have not responded. 60% of

respondents said that shopping malls always provide better services & it

exceeds their expectations. 30% said that sometimes they are not satisfied with

the services of shopping malls. 10% have said that they are never satisfied with

the services of shopping malls. 70% of the respondents said shopping malls

follow the ethical marketing practices. 25% said that the malls do not follow

and 5% were having no knowledge about this. Customer said that when they

think about shopping mall they think about quality. Out of 300 customer 255

customer have told this while 210 customer think about price out of 300.45

28

customers do not think of quality and 90 customers do not consider price of

shopping mall. According to the table 80% of our respondents is aware about

the brand of the shopping malls while 15% are not aware about brand while 5%

were neutral. 65% of our respondents has said that big brand offers the more

value for money. 33% percent do not agree and 2% can’t say anything. 84% of

our respondents purchase branded items in a year from shopping malls while

14% of them do not purchase branded items from shopping malls. 32% of our

respondents spends 1000 to 5000 at a onetime visit to shopping malls, while

28% spend less than 1000 at a onetime visit. 10,000 to 50,000 are spending by

12% and only 6% respondent spend more than 50,000 at one time visit to a

shopping mall. We analyze that only 63% of our respondents visit to the food

court of shopping malls while 37% do not visit to a shopping malls food court.

The number of respondents who visit to a shopping malls 25% take coffee from

a food court. Whereas ice cream and continental is on 2nd and 3rd preference of

respondent with 20% and 17% and only 2% like to have a non - veg in food

court of shopping malls. We analyze that 66% of our respondents believe that

foods of shopping malls are costly while 24% do not agree with this. 45% of

the respondents are accepting that they eat out more in shopping malls now a

days from the last year where as 25% just oppose that they are not eating out in

shopping malls in comparison to last year. We find that 33% of our respondents

believe that there is safety in the shopping malls while 55% do not believe that

shopping malls are safe for the public. The weekends rush was the one of the

major problem for the normal customer.

***

29

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