1

Research Proposal

Of

“A Study on Customer Awareness &

Perception Towards private Label Brands”

Submitted to: submitted by :

Dr.Sheriff Memon Chetan Sagar (Enroll.num. 117350592102)

Chirag Vora (Enroll.num. 117350592161)

N.R. Institute of Business Management

Ahmadabad

2

1.

INTRODUCTION

OF RETAIL

INDUSTRY

3

1.1 ABOUT RETAIL INDUSTRY:

The origins for retail business in India can be traced with the emergence of Kirana stores

and mom-and-pop stores. These stores used to cater to the local people. Gradually the

government started supporting the rural retail and many indigenous franchise stores came up

with the help of Khadi & Village Industries Commission. The economy began to open up in the

1980's resulting in the change of retailing. The first few companies to

Dyeing, S Kumar's, Raymond’s, etc. Later Titan launched retail showrooms in the

organized retail sector. With the passage of time new entrants moved on from manufacturing to

pure retailing.

Retailing has been defined as business activities involved in selling goods and services to

consumers for their personal, family or household use (Berman and Evans, 2001). Although

retailing has been around for millennia, the 20th century witnessed a lot of change in the retail

sector, especially in the developed countries.

Modern formats such as department stores, discount stores, supermarkets, convenience

stores, fast food outlets, specialty stores, warehouse retailers and hypermarkets have emerged.

Retailing has become more organized and chain stores have been growing at the expense of

independent shops.

The organized retail sector is expected to see an investment of over $30 billion within the

next 4-5 years, catapulting modern retail in the country to $175-200 billion by 2016, according

to Technopak estimates.

4

1.2 RETAILING IN INDIA:

Retail is India's largest industry, accounting for over 10 per cent of the country's GDP

and around eight per cent of the employment. Retail industry in India is at the crossroads. It has

emerged as one of the most dynamic and fast paced industries with several players entering the

market. But because of the heavy initial investments required, break even is difficult to achieve

and many of these players have not tasted success so far. However, the future is promising; the

market is growing, government policies are becoming more favorable and emerging technologies

are facilitating operations.

Retailing in India is gradually inching its way toward becoming the next boom industry.

The whole concept of shopping has altered in terms of format and consumer buying behavior,

ushering in a revolution in shopping in India. Modern retail has entered India as seen in

sprawling shopping centre, multi-storeyed malls and huge complexes offer shopping,

entertainment and food all under one roof. The Indian retailing sector is at an inflexion point

where the growth of organized retailing and growth in the consumption by the Indian population

is going to take a higher growth trajectory. The Indian population is witnessing a significant

change in its demographics. A large young working population with median age of 24 years,

nuclear families in urban areas, along with increasing working-women population and emerging

opportunities in the services sector are going to be the key growth drivers of the organized retail

sector in India.

5

1.3 DIVISION OF RETAIL INDUSTRY :

The retail industry is mainly divided into: -

1) Organized and 2) Unorganized Retailing

1. Organized retailing refers to trading activities undertaken by licensed retailers, that is,

those who are registered for sales tax, income tax, etc. These include the corporate-

backed hypermarkets and retail chains, and also the privately owned large retail

businesses.

2. Unorganized retailing, on the other hand, refers to the traditional formats of low-cost

retailing, for example, the local kirana shops, owner manned general stores, paan/beedi

shops, convenience stores, hand cart and pavement vendors, etc.

The Indian retail sector is highly fragmented with 97 per cent of its business being run by the

unorganized retailers. The organized retail however is at a very nascent stage. The sector is the

largest source of employment after agriculture, and has deep penetration into rural India

generating more than 10 per cent of India’s GDP.

Today India is the fifth largest in the world in terms of Retail Industry. Comprising of

organized and unorganized sectors, Indian retail industry is one of the fastest growing industries,

especially over the last few years. Though initially, the retail industry in India was mostly

unorganized, with the change of tastes and preferences of the consumers, the industry is getting

more popular these days and getting organized as well. With growing market demand, the

industry is expected to grow at a pace of 25-30% annually. The India retail industry is expected

to grow from Rs. 35,000 crore in 2004-05 to Rs. 109,000 crore shortly.

Indian Retail Industry is the most promising emerging market for investment According

to the 8th Annual Global Retail Development Index (GRDI) of AT Kearney, the retail trade in

India had a share of 8-10% in the GDP (Gross Domestic Product) of the country in the year

2007. In 2009, it rose to 12% in the year 2008 and expected to reach 22% in the next few years.

The Indian Retail Industry is expected to grow to US$ 700 billion in the year 2010 according to a

report by Northbridge Capital. In the same year the organized sector will be 20% of the total

6

market share as compared to the share of organized sector in 2007 was 7.5% of the total retail

market.

1.4 SOME LEADING PLAYERS IN ORGANISED RETAIL MARKET:

1. Pantaloon Retail :

The flagship company of Future Group, Pantaloons Retail operates over 16 million square feet of

retail space, has over 1000 stores across 73 cities in India and employs over 30,000 people. It can

boast of launching the first hypermarket Big Bazaar in India in 2001.

2. K Raheja Group :

They forayed into retail with Shopper’s Stop, India’s first departmental store in 2001. It is the

only retailer from India to become a member of the prestigious Intercontinental Group of

Departmental Stores (IGDS).

3. Tata group :

Established in 1998, Trent - one of the subsidiaries of Tata Group - operates Westside, a lifestyle

retail chain and Star India Bazaar - a hypermarket with a large assortment of products at the

lowest prices. In 2005, it acquired Landmark, India's largest book and music retailer. Tata’s has

also formed a subsidiary named Infiniti retail which consists of Croma, a consumer electronics

chain. Another subsidiary, Titan Industries, owns brands like “Titan”, the watch of India and

Tanishq, the jewellery brand.

4. Viveks Ltd :

Vivek Limited is the largest consumer electronics and home appliances retail chain in India.

7

5. Landmark group :

Landmark Group was launched in 1998 in India. The retail ventures of Landmark Group

includes - Home Centre, Centre point, Baby shop, Splash, Shoe Mart, Lifestyle, Max, Lifestyle

Department Stores, SPAR hypermarkets, Food mark, Fun City, Fitness First, Citymax India etc.

6. Bharti-Walmart :

Bharti Walmart launched its operations in Andhra Pradesh. the store here, spread over 53,000-sq.

ft area, would be a one-stop shop for vendors, restaurants, institutions and offices, providing over

500 products including a wide range of fresh, frozen and chilled foods and vegetables, dry

groceries, personal and home care items, hotel and restaurant supplies, apparel, and general

merchandise.

7. Reliance :

In 2006, Raghu Pillai, former head of Reliance Retail, had set a revenue target of $25 billion (Rs

112,500 crore) by 2010. What Reliance Retail has managed is Rs 7,600 crore in FY 12. The

company had plans to set up 4,000 stores by 2010; five years later, it has been able to set up just

1,300 stores.

8. AV Birla Group's :

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

chain of stores based in south India. May 2007 saw Aditya Birla Retail Limited (ABRL) launch

their own brand of stores called 'More.' ABRL's vision is "to consistently provide the Indian

consumer complete and differentiated shopping experiences and be amongst India's top retailers

while delivering superior returns to all stakeholders”. Currently, there are over 487 supermarkets

and 14 hypermarkets. All the supermarkets are branded 'More.' and the hypermarkets are branded

'More Megastore'. The company has over 9,000 employees and has a pan-India presence.

8

2. PRIVATE LABEL

BRANDS

9

2.1 ABOUT PRIVATE LABEL BRANDS :

Private Labels Brands (PLBs), also called store brands (SBs), are goods owned and

merchandised by retailers. PLBs have long been considered as an important aspect of

merchandising practice, both as a strategic tool for retailers and a unique source of competition

for manufacturers. The market share for store brands across different food categories have

increased in all Western countries within the last decade and retailers have a number of

incentives to create store brand programs.

Private label brands were first introduced over 100 years ago in a few product categories,

such as tea and are now available in over 60 percent of all grocery categories in USA (Fitzell,

1982). The concept of private label brands was popularized by large corporate supermarket

chains which expanded their private label business at the expense of some heavily advertised

national brands and items (Stern, 1966).

The experience of the post-war years has seen decline of weak manufacturers’ brands

(also called national brands), especially when not in the top three of a product category, in

market share and even sometimes disappearing completely. While the major brands have

strengthened their position somewhat, increasing retail concentration has put the brands owned

by the large retailers into a strong position in a number of product categories(Morris &

Nightingale, 1980).

By 1990, private label brands had become the dominant brand for nearly 20 percent of

US supermarket product categories (Richardson, Jain, &Dick, 1996). Growth of organized retail

chain in India has also led to growth of private label brands in India. Indian economy has seen

average growth rate of more than seven percent since 1994, putting purchasing power in hands of

customer. Though, initial growth of private label brands in India has been limited to certain

categories like grocery and apparel, it is slowly expanding into other categories as well.

The Indian retail market is the fifth largest retail destination globally and has been

considered the most attractive emerging market for investment. Overall, the Indian retail market

is growing at 30% annually, with the organized segment, which currently accounts for around

9% of the Indian retail market, registering above average growth of 30% (Report on Indian retail

industry by Cygnus,2010). Thus, with growth of organized retail in India, the private label

brands are also expected to grow.

10

Preference for Private Label Brands contributes to store loyalty, resulting in higher sales

of both national and private label brands. This prevents the store from margin-killing price

promotions and an ever escalating need to respond to competitive price pressures. However, in

an increasingly competitive retail market, retailers have turn to focus on their brand image in an

attempt to further differentiate themselves from competitors. In this respect, they try to create a

distinctive retail offer, through manipulation of tangible and intangible assets. Private label

products are viewed as differentiators. They are no longer simply “me too” products that offer

“the same thing for less money.” More and more, they bring something new to the market.

Private label products are strategic weapons. Increasingly, they are tools that separate a

retailer from its competitors, hopefully in a way that helps to build loyalty and purchase

behavior. They also offer better margins, thereby supporting bottom line growth—a critical role

to be played in an industry that has forever been marked by thin margins and today is feeling

margins seemingly choked out of existence.

For consumers, private label offers money-saving opportunities. Private label also offers

value. New products, new attributes, new sizes… private label products are opening doors to

attributes which have historically been out of the reach of many consumers by bringing them into

an affordable price range. And still, private label can be—should be—even more.

2.2 THE ORETICAL FRAMEWORK :

A private-label product is a manufactured good that a retailer purchases from a supplier,

with the intention of renaming, repackaging and selling it under the distributor’s own brand

name.

Depending on the agreement between a manufacturer and a retailer, the manufacturer

sometimes handles the packaging and labeling for the retailer for an additional charge.

Otherwise, the retailer is responsible for the process of dressing up the product as its own. Thus,

it can be said that Brands owned not by a manufacturer or producer but by a retailer or supplier

who gets its goods made by a contract manufacturer under its own label are called private label

11

brands. Manufacturers use either their own name, that of a middleman, or a combination of both

when they are marketing their products. Private labeling occurs when middlemen, usually large

retailers or wholesalers, develop their own brand.

2.3 BENEFITS OF PRIVATE LABEL BRANDS :

Since manufacturers' (producers') brands have large advertising expenditures built into

their cost, a private labeler is able to buy the same goods at a lower cost and thus sell

them at a lower price and/or at a better profit margin.

Private labelers have more control over pricing and are able to advantageously display

their own brands for maximum impact. For example, a grocery store can quickly reduce

the price of its own PLB in order to meet or beat a competitor's price. Or the grocery

store can create a special point-of-purchase advertising display and/or give its brand

predominant shelf space in order to boost sales.

PLBs are usually priced lower than comparable manufacturers' brands and therefore

appeal to bargain-conscious consumers.

Retailers like PLBs because of their potential to increase store loyalty, chain profitability,

control over shelf space, bargaining power over manufacturers, and so forth.

2.4 TYPES OF PRIVATE LABELS :

Store brands : Retailer’s name is very evident on the packaging.

Store sub-brands : Products where the retailer's name is low-key on the packaging.

Umbrella branding : A generic brand, independent from the name of the retailer.

Individual brands’ name used in one category, this is only used to promote a "real" discount

product line.

12

Exclusive brands : Again a name used in one category, but to promote "added value"

products within the category.

Distributor brands : Large wholesale grocers and foodservice purveyors often have

private labels, for example the Parade brand of Federated Foodservice and the wide array

of private brands of the large food service supplier Sysco.

These brands are typically seen in non-chain independent restaurants and stores that

cannot afford their own private labeling.

Copycat private labels : Brands owned by a retailer which use similar trade dress, i.e.

packaging as a leading national brand.

2.5 THE PROCESS OF PRIVATE LABEL CREATION :

The process of private label creation is to a great extent, similar to the process involved in the

sourcing of merchandise. The steps involved in the creation of the private label are listed below:

Stage 1: Defining the Objective:

The first step towards creating a private label is to start by defining the reason for which the

retailer wishes to create the private label. Some common reasons for creating a private label are

the need to create a competitive differentiation or to offer a wide & unique product range. The

need to create private label may also be for enhancing the margin that he may be earning or to

build customer loyalty.

Stage 2: Defining the GAPS in the Market :

Once the basic reason for creating the private label is identified, the retailer needs to understand

the customer segment which is to be tapped. This enhances a further understanding of the target

profile of the customer & also helps the retailer address issues with respect to the sensitivity of

the price of the target audience, the level of experimentation within the segment & the level of

brand loyalty, if any. After having determined the objective for creating the private label the gaps

13

in the offering of the brands & products in the store & that of the competitors need to be done. A

decision needs to be taken in terms of the product mix & the pricing strategy to be adopted. It is

necessary to define the required product specifications, standards, quality estimated volumes.

Stage 3: Decision on Make or Buy & Sourcing :

After having determined the basic purpose for the creation of the private label, the method in

which the sourcing of the product is to be done has to be decided upon. This will involve a

decision on make or buy. In case the retailer decides to source the product decisions with respect

to the vendor or supplier then need to be tackled. One needs to check the ability of the supplier to

provide products within the given time frame, at the required quality & price levels, so as to

necessary that the designs & styles of the products provided are different from those available

with other retailers & brands.

Stage 4: determine the Marketing & Sales Strategy :

The product secured also has to be marketed within the store environment. This will involve

communication within the store & at times, communication in vehicles of mass media. It is

necessary to define the strategy for each brand, in line with the corporate strategy. This enables

the creation of the marketing & sales plan to define product positioning & strategy. An

advertising campaign can be created if required. This helps in creating a brand image in the

minds if the consumer & in communicating with the consumer.

Stage 5: Determine the Measures of Performance :

While creating a private label, as with creating a brand, it is necessary to identify the measures of

performance. It is necessary to develop a system to track & monitor private label program me

performance & identify recommendations for programmed refinement & improvement.

Thus private label as a concept is poised for further expansion & their popularity is

fast extending to many non food categories & formats. Retailers have realized that private labels

have a huge impact on the bottom line & the margins of private labels are usually double than

that of branded products. The power of private labels is being explored by most retailers today as

14

they do not want to be at the mercy of the big manufacturers. At the same time, they also realize

that it’s not going to be easy as it takes time & money to build private labels.

2.6 PRIVATE BRANDING STRATEGY :

Introduction of store brands is a strategy to enhance store image & profitability. Earlier

consumer perceived store brands to be low priced alternatives to national brands, but it is

seen that some private brands are positioned on par with national brands. However,

consumers consider private brands as alternatives & inferior to national brands.

Retailers use unique branding strategy to position private brands. It may be independent

stand alone strategy for different categories known as a house of brand strategy or same

across several categories known as brand house strategy. To quote the example of future

group, different brand names are given for different category of products like knighthood,

shyla, shatranj, for apparels, cube. Koeing, RIG, Lombard & UMM for lifestyle products,

care mate for personal care & clean mate for health care.

Retailers are coming up with innovative marketing techniques to position their brands on

par with the national brands. The focus is to build favorable perception around the store

brands. For example, private brands of shoppers, stop such as Vittorio Frattini, Kashish

are positioned as premium apparels. It is observed that retailers give lot of shelf space in

attractive places to store brands in order to create more visibility. Future group’s Big

Bazaar’s private brands viz tasty treat, premium harvest, tasty mate, pure & fresh are

placed at the atrium to create more visibility.

15

3. Introduction

To

Research

16

1. Statement of the Problem :

“A Study on Customer Awareness & Perception Towards private Label Brands”

The Indian retailing sector is at an inflexion point where the growth of organized retailing

and growth in the consumption by the Indian population is going to take a higher growth

trajectory. The Indian population is witnessing a significant change in its demographics. A large

young working population with median age of 24 years, in urban areas, along with increasing

working-women population and emerging opportunities in the services sector are going to be the

key growth drivers of the organized retail sector in India.

Private Labels Brands (PLBs), also called store brands (SBs), are goods owned and

merchandised by retailers. Preference for Private Label Brands contributes to store loyalty,

resulting in higher sales of both national and private label brands. This prevents the store from

margin-killing price promotions and an ever escalating need to respond to competitive price

pressures. The problem is that up to which level consumers are aware about PLBs and why they

are move towards private label brands.

2. Research Objectives :

The objectives for this study are :

To study customers awareness towards Private Label Brands.

To study perception towards Private Label Brands.

To analyze customers’ preference of purchase of Private Label Brands in various

categories of products.

To analyze various factors which attract the customers towards Private Label Brands

17

3. Significance of the Study :

Contribution to the retail industry:

Contribution to the knowledge / subject:

4. Research Methodology :

A. Research Design :

The study will about to know the customer awareness and perception towards private

label brands. This study will also help to know customers’ preference of purchase of Private

Label Brands in various categories of products and will also help in to analyze various

factors which attract the customers towards Private Label Brands. To know this detailed

questionnaire will be filled up from customers of mega stores as well as from malls.

B. Sampling Plan :

I. Sampling method :

We will use convenient customers to fill up questionnaire. So sampling method that will

be a “CONVINIENT SAMPLING METHOD”

ii.Sampling unit/element :

We will take samples from different mega stores as well as malls of the Ahmadabad city.

iii.Sample size :

Our sample size will be 200 samples.

18

4. LITERATURE

REVIEW

19

Researchers world.(July-2012)A STUDY ON THE CONSUMER PERCEPTION TOWARDS

PRIVATE LABEL BRANDS WITH SPECIAL REFERENCE TO BIG BAZAAR,

COIMBATORE, TAMIL NADU.Journal of Arts, Science & Commerce Vol.– III, Issue –3(3),pg

79-85

The private label brand choice is depending on ‘experience’, ‘value’, ‘time utility’,

‘possession utility’, ‘mechanism’ and ‘place utility’. Private labels are able to position

themselves significantly in the mind of customers and are gaining acceptance. Growth in specific

private label segments like food and apparel segments are growing at a faster rate. While, the

future of private labels is dependent on the retailer’s ability to overcome key challenges such as

adaptive supply chain practices, quality infrastructure, accelerated growth in new categories,

blurring dividing lines between private label and national brands. From the study, it was found

that good quality, price, trustworthy, large variety are the most influencing factor which drive the

customer to buy the private label brand. Therefore, these are the factors which should be

considered while coming with the future private brand. This in return it will help the retail stores

to increase sales.

Symphony Information Resources Inc. group (sep-2011) Private Label: Brand positioning in

the New World Order.

Manufacturers seeking to develop effective private label mitigation strategies should

consider the following action items:

Carefully monitor price gaps between own brands and private label alternatives to ensure that

optimal price gap is maintained, Understand private label performance across your categories;

leverage value-oriented pricing and promotion programs to protect and grow share, Explore

partnerships with key retailers to create co-branded products and multi-tiered solutions that

appeal to a broad consumer base.

20

Continually refine competitive strategies vis-à-vis private label Maintain a solid

understanding of price/value perceptions across key, consumer, segments, and ensure everyday

pricing is in lock-step with consumer needs.

Invest in innovation that will bring differentiation to the marketplace, and entice

consumers to “buy more to get more” despite a difficult economic environment ,Leverage

highly-targeted and affordability-oriented marketing campaigns, including feature ads and in-

store efforts, across categories with the highest store brands threat.

Measure and monitor actual versus planned impact of brand related initiatives Carefully

test new product concepts before embarking on development plans; frequently solicit consumer

feedback throughout the development process, Use market-level models to determine expected

results of pricing and promotional efforts; frequently measure actual versus expected results

upon and following rollout, Track and benchmark store-level shifts relative to private label

among key retail partners.

Retailers seeking to grow private label share should consider the following action items:

Continually identify and assess private label opportunities and threats Carefully monitor price

gaps between your private label offerings and national brand alternatives to ensure that optimal

price gap is maintained,

Tailor private label offerings at the market level, Support private label lines with consumer-

centric and highly integrated marketing campaigns, including in-store display and feature ad

support.

Continually refine private label development strategies maintain a solid understanding of

price/value perceptions across key consumer segments, and use this knowledge to inform

everyday and promotional pricing strategies, Invest in innovation that will bring differentiation

to the marketplace, Evaluate feasibility of multi-tier offerings across key categories/product

lines, either alone, or in partnership with brand manufacturer partners.

Measure and monitor actual versus planned impact of private label-related initiatives Test market

product, pricing and promotion changes prior to and immediately following roll out, Track and

benchmark store-level private brand share shifts relative to national brands.

21

Dr.Ranga Chimhundu(2011) Private Label Marketing Performance: An Analysis of Historical

Trends Using Theories of Cumulative Change and Punctuated Equilibrium. Canadian Center

of Science and Education.

The historical trends in the development of private label and national brands using

cumulative (gradualist) and punctuated equilibrium (punctuated evolution) theories. Market

share performance has been taken as a marketing performance measure in the balance and

development of private label and national brands. If private label is, for instance, gaining share at

the expense of national brands or vice-versa, this would be taken as an indicator of superior

marketing performance on the part of one type of brand in relation to the other brand. It has been

noted that periods of equilibrium represented by either slow, gradual change or no change at all

are followed by punctuations. Business analysts get a true picture of aspects related to the

development of private label in relation to national brands as private label has become and will

continue to be a permanent feature of the FMCG sector.

Dr.Mark Glynn(2009)Attitudes to private labels: the role of store image.AUTEC Faculty

Representative, Business management.

The literature suggests that retailer differentiation is one of the key motivations for

private labels. The literature also indicates that store image and brand image are interdependent.

This research confirms that store image plays an important role in attitudes to private labels. The

results of the research are at odds with the differentiation motive for private labels, however, and

suggest the need to examine the ‘fit’ between store positioning and private label positioning. The

research also suggests that the quality of the store‘s wider product assortment is an important

extrinsic cue for consumer assessment of private label products.

22

Richardson P.Jain,A.K.& Dick A.(1996).The influence of store aesthetics on evaluation of

private label brands. The Journal of Product and Brand Management, 5(1), 19-19.

Marketing studies have consistently shown in blind taste tests that consumers have

difficulty distinguishing between private label and national brand grocery products. Yet

consumers still prefer national brands by a large margin. There are clear strategic advantages for

retailers to promote private brands. The margins on private brands are substantial (The

Economist, 1995). Higher sales of higher margin private label brands increase profits and may

enable supermarkets with unionized labor to compete with low cost operators like Wal-Mart. The

major switch (along with the development of larger sites) was the emphasis placed by UK

supermarket operators on fresh produce. They had always provided a variety of own-brand

packaged goods mostly seen as cheaper, lower quality products compared with leading brands,

but the market for fresh produce - meat, fish, fruit and vegetables - was largely unbranded and

dominated by small, mostly owner-run, outlets. Supermarkets realized that providing a good

range of these products and promoting freshness provided a superb branding opportunity. With

fluctuating prices and no nationally branded providers the stores were also able to secure

superior margins as there was little need to compete on price with existing retailers.

Deveny, K.(1994, Jul 07).Marketscan:Big firms come out fighting, slow sales of private-label

rivals. Wall Street Journal.

After years of slowly losing market share to private-label rivals, some marketers are

finding that defensive maneuvers are paying off. Such companies as Philip Morris Cos. and

Procter & Gamble Co. have chopped prices of some of their flagship brands. Many other

marketers, including Eastman Kodak Co. and Colgate-Palmolive Co., have responded to the

private-label threat by spending more on advertising or by spinning out new products meant to

help foster a perception of a clear quality advantage. Sales data gathered by supermalls shows

that store brands are losing ground in many categories. Sales data gathered by Information

Resources from supermarkets, drugstores and mass-merchandise outlets confirm that store

brands are losing ground in many categories. Sales of store-brand films and flashbulbs, charcoal,

23

microwave popcorn, suntan lotions and dish detergents also lost market share. "Some

manufacturers have made great gains against private-label competitors," says Gary Stibel, a

principal with New England Consulting Group in Westport, Conn. "But the bloom is far from off

the rose with private label.” Drugstores and mass merchandisers, Ground, decaffeinated coffee,

antacid tablets, private-label soft drinks sale increase during the year.

24

References:

Researchers world.(July-2012)A STUDY ON THE CONSUMER PERCEPTION TOWARDS

PRIVATE LABEL BRANDS WITH SPECIAL REFERENCE TO BIG BAZAAR, COIMBATORE,

TAMIL NADU. Journal of Arts, Science & Commerce Vol.– III, Issue –3(3),pg 79-85

Symphony Information Resources Inc. group (sep-2011) Private Label: Brand positioning in

the New World Order.

Dr.Ranga Chimhundu (2011) Private Label Marketing Performance: An Analysis of Historical

Trends Using Theories of Cumulative Change and Punctuated Equilibrium. Canadian Center

of Science and Education.

Dr.Mark Glynn(2009)Attitudes to private labels: the role of store image.AUTEC Faculty

Representative, Business management.

Richardson P.Jain,A.K.& Dick A.(1996).The influence of store aesthetics on evaluation of

private label brands. The Journal of Product and Brand Management, 5(1), 19-19.

Deveny, K.(1994, Jul 07).Marketscan:Big firms come out fighting, slow sales of private-label

rivals. Wall Street Journal.

Magda Nenycz-Thiel, Jenni Romaniuk, (2009) "Perceptual categorization of private labels and

national brands", Journal of Product & Brand Management, Vol. 18 Iss: 4, pp.251 – 261

Mark S. Glynn, Shaoshan Chen, (2009) "Consumer-factors moderating private label brand

success: further empirical results", International Journal of Retail & Distribution Management,

Vol. 37 Iss: 11, pp.896 – 914

25

Michael S. Pepe, Russell Abratt, Paul Dion, (2011) "The impact of private label brands on

customer loyalty and product category profitability", Journal of Product & Brand Management,

Vol. 20 Iss: 1, pp.27 – 36

Katrina Ellis, Mark D. Uncles, (1991) "How Private Labels Affect Consumer Choice", British

Food Journal, Vol. 93 Iss: 9, pp.41 – 49

Kyoung-Nan Kwon, Mi-Hee Lee, Yoo Jin Kwon, (2008) "The effect of perceived product

characteristics on private brand purchases", Journal of Consumer Marketing, Vol. 25 Iss: 2,

pp.105 – 114.

Rajiv Vaidyanathan, Praveen Aggarwal, (2000) "Strategic brand alliances: implications of

ingredient branding for national and private label brands", Journal of Product & Brand

Management, Vol. 9 Iss: 4, pp.214 – 228

26

5.

QUESTIONNAIRE

27

Questionnaire:

We are student of N. R. INSTITUTE OF BUSINESS MANAGEMENT and we are doing

project report on private label brands. So we are requesting you to fill this questionnaire

by doing tick mark on appropriate answer which will helps us for this research.

Personal detail:

1) Name : ________________________________________________

2) Gender : [ ] male [ ] female

3) Age years : [ ] 15-24 [ ] 25-34

[ ] 35-44 [ ] > 44

4) Household size : [ ] Single person [ ] Young couple

[ ] One-child household [ ] Two-child household

[ ] Three or more children [ ] no information

5) Education : [ ] under matriculation [ ] matriculation

[ ] Graduate [ ] post graduate

6) Profession : [ ] Office worker [ ] Student

[ ] Worker [ ] Housewife

[ ] Entrepreneur [ ] Unemployed

[ ] Retired [ ] Others

7) Annual income : [ ] less than 20,000 [ ] 20,000-35,000

[ ] More than 35,000

28

8) How many times you go to the supermarket?

[ ] Once in a month [ ] twice in a month

[ ] Thrice in a month [ ] more than Thrice in a month

9) Which types of product you purchase from the supermarket?

[ ] Grocery [ ] Dairy Products

[ ] Fruits and Vegetables [ ] Food and Beverages

[ ] Apparel [ ] Home & Kitchen

[ ] Electronic Products [ ] Body care products

[ ] Sports and Leisure [ ] Other

10) Do you know about the private label brands?

[ ] Yes [ ] no

11) Which Super Market’s Private Label Brands do you know?

[ ] Big Bazaar [ ] National handloom

[ ] Shoppers Stop [ ] Sahara Q-Shop

[ ] RCM [ ] Other

12) How do you come to know about the private label brands?

[ ] Customer Sales Assistance [ ] Friends & Relatives

[ ] Shelf Display [ ] Other

13) Do you purchase any product of private label brands?

[ ] Yes [ ] no

29

14) Do you purchase any specific private label brands at every purchase?

[ ] Yes [ ] no

15) Which are the important factors while you purchase private label Brands?

[ ] Quality [ ] Packaging

[ ] Sales Promotion [ ] Price

[ ] Product Display [ ] Variety

[ ] Other

16) Give rank to the factors given below from 1 to 5 about Private Label Brands.

1 = Very Poor, 2 = Poor, 3 = Average, 4 = Good, 5 = Very Good

(Please Tick Mark On an appropriate one)

1 2 3 4 5

Quality

Price

Packaging

Sales Promotion

17) Are you satisfied with the availability of private label brands?

[ ] Poor [ ] Average [ ] Good

18) Do you satisfied with private label brands?

[ ] Fully Satisfied [ ] Moderate [ ] Dissatisfied

19) Will you purchase private label brands next time?

[ ] Yes [ ] no