CHAPTER - I

INTRODUCTION

1
 INTRODUCTION

Retailers is the king, this is all the more apt for today's business environment where, all
other factors remaining more or less constant, it is the value addition to the Retailers that is
making all the difference.
RETAILERS SATISFACTION depends on the performance relative to a expectations.
A key premise in RETAILERS SATISFACTION is understanding the needs and meeting or
exceeding the expectations of Retailerss. Furthermore, this is done while optimally using
resources. While most companies have developed strategies to improve quality and external
Retailers service, internal RETAILERS SATISFACTION is a much neglected component of
quality improvement. To this end, it is important to emphasize that total RETAILERS
SATISFACTION can be attained only if all employees devoted to external RETAILERS
SATISFACTION can work together and assist each other to achieve the common objective,
when the internal Retailers isn't satisfied, Relationships with the external Retailers suffer. So, it
is suggested to adopt Retailers oriented approach to keep the internal Retailers satisfied and
motivated, who in turn will focus their attention and energy upon meeting the requirements of
their Retailerss, thereby maximizing the Retailers, thereby maximizing the RETAILERS
SATISFACTION.
RETAILERS SATISFACTION survey is the process to monitor the satisfaction quotient
of their people. In internal satisfaction surveys therefore tracks the return on your investments in
keeping your people happy, high salaries, a quality culture, a healthy work environment.
Last, but not the least internal RETAILERS SATISFACTION survey helps in finding
the critical areas, which need further improvement.
NEED OF INTERNAL RETAILERS SATISFACTION SURVEY ARISES DUE TO
FOLLOWING REASONS.
Rapidly growing organization.
High or growing turnover rate.
Excessive rumor's
Highly competitive industry.
Planned and recent organizational changes.

2
 In a buyers market where the Retailers is the king, business begins and ends with the
Retailers. The business growth, profitability, liquidity and image of an organization depend
upon the Retailers. It is therefore essential that a supplier meets the Retailers’s expectations fully
and ensures that he is satisfied. Hence it is necessary to place emphasis on building and
maintaining RETAILERS SATISFACTION by putting the Retailers first in all activities.

Realising the importance of customer satisfaction, organisations are making efforts to

know the reasons as to why a customer does not stay with the organisation and how to keep their
customers loyal, even a satisfied customer looks for better satisfaction elsewhere. Reichheld
(1996) pointed out that some customers expect better satisfaction elsewhere. The empirical
results of Anderson (1996), Anderson et al. (1994 and 2004) and Bolton (1998) show a strong
relationship between customer satisfaction and economic performance. Other studies by Fornell
(2001), Ittner and Larcker (1996), Rust et al. (2004) and Ali (2008a,b) also force customer
satisfaction, but not much is known about how the companies could be benefited by measuring
retailers’ satisfaction and virtually, there are fewer efforts to keep the retailers satisfied. From
retailers’ perspective, customer service may have become the only way to differentiate them
from competitors because the products that they offer often differ insignificantly from one store
to another with varied service.

It is proposed that retailers could enhance customers’ repeat purchase behaviour if they
could successfully increase customer satisfaction through improved service quality. The products
reach customers through retailers whose function is to make products available to customer. The
basic rule for organisation is to consider the retailer as a very important person who bridges the
gap for B-to-B selling of their products. Companies doing a lot to check B-to-C satisfaction,
instead, have to realise the importance of B-to-B satisfaction also for their growth. Realising the
importance of distributors and retailers in achieving customer satisfaction this paper has been
focussed to evaluate retailers/distributors satisfaction

3
 1. Repeat customers

Satisfied customers are likely to purchase from you again. One easy way of knowing this
is through customer satisfaction surveys. Ask them to rate their satisfaction levels on a scale of 1
to 10 and see who will be happy to purchase from you in the future. Customers that rated you 7
or more are satisfied and are likely to engage with your business again. A score of 6 or below is
cause for concern; these customers are unhappy with you and are a huge attrition risk.

Customers that rated 9 or 10 are your biggest advocates and most loyal customers. You
may use them to promote your brand and improve your CSAT scores.

2. Competition differentiator

Customer satisfaction is the key to making or breaking brands. In this competitive world
of a huge number of brands, customer satisfaction has to be focal to your customer strategy. No
amount of marketing campaigns and promotions will help you if your customers are not
satisfied. Brands that have low levels of customer satisfaction are likely to perish in the future.
Brands that have advocates are far likely to do better than brands that do not. You will have
brand advocates when you have satisfied customers. So, as you see, it all begins and ends with
customer satisfaction.

3. Reduce customer churn

Contrary to popular belief, pricing is not the main reason for customer churn. Yup, you
guessed it right; it’s customer service. We know of several brands that have a huge customer
base despite high prices. You can use customer satisfaction scores and inputs from your CSAT
surveys to improve upon your customer service processes. Poor customer service quality will
hurt you and cost you customers in the long term. Seek continuous customer feedback to track
your progress and routinely share it with your customer service reps.

4. Decrease negative word of mouth

According to McKinsey’s research, an unhappy customer will tell about their experience
to anywhere between 9-15 people. Considering the number of dissatisfied customers you may
have, that’s a lot of negative press. This will directly impact your business revenue and brand

4
reputation. Repeat business rides on customer satisfaction, and unhappy customers are
detrimental to your business. There will always be customer churn, but you do not want to lose
customers based on bad word of mouth. Conducting regular CSAT surveys will help
you measure customer satisfaction and identify factors that may be hampering your CSAT
scores.

5. Retaining customers is cost-effective

The cost to acquire new customers is 6-7 times more than retaining your current
customers. This puts into perspective how vital customer satisfaction is. Rather than spending
huge amounts of money on acquiring new customers, spend a fraction of it on improving your
existing processes and systems to retain customers. This will go a long way in saving costs and
growing your business revenue.

Top five key benefits of customer satisfaction

Brands need to understand customer satisfaction benefits before they invest effort and
resources in processes and systems to improve their CSAT score. Here are some key benefits of
customer satisfaction that all brands need to take into account.

1. Customer loyalty

When your customers are satisfied, they believe in the brand and become loyal. These
loyal customers give brands repeat business and form a major part of the revenue. Losing
customers takes a huge toll on your business revenue and customer churn numbers. Adobe’s
report said loyal customers spent 67% more than new ones via repeat orders, upsells, etc. Add to
this the positive word of mouth to friends and family from your loyal customers, and it really
starts to add up. Satisfied existing customers feel they can promote the brand to their loved ones
for the great experiences they’ve had.

2. Support pillars

Satisfied customers are more likely to stand by in times of crisis; they care for the brand
and want to see it thrive. This has been observed in many cases for big brands such as

5
McDonald’s, when there rumors of caterpillars in their foods. They trust the brand and are
understanding of any shortcomings or crisis that may befall them.

3. Sales revenue

Brands focussing on customer satisfaction actively have healthy sales revenue. They do
not lose old customers and have a steady revenue stream from repeat business. Customer
satisfaction and increased revenue are directly correlated. Satisfied customers stay loyal to your
brand, interact with it, buy ofter, and make recommendations to their colleagues, friends, and
family. Run online customer surveys to note which areas are impacting customer satisfaction
negatively and need improvement. This will help improve customer satisfaction and reduce
customer churn.

6
 4. Boost brand reputation and popularity

Customer satisfaction impacts brand reputation and popularity. See customer feedback
and figure out which areas could be improved and improve satisfaction. Is it accounts or
customer service? Don’t be afraid to ask your customers; honest feedback will help manage
expectations and act accordingly. Famous brands have dedicated teams and initiatives for
improving customer satisfaction, which helps them achieve high sales figures.

5. Reduce marketing expenses

Satisfied customers are your biggest advocates. Their positive word-of-mouth lends your
brand credibility, popularity, and helps acquire new customers. This saves brands a lot of money
that they would spend on marketing and promotional campaigns to acquire new customers.

7
 CHAPTER – II
REVIEW OF LITERATURE

8
 REVIEW OF LITERATURE
RETAILERS SATISFACTION is the Retailers’s perception that a vendor has met his
expectation fully, efficiently and promptly.

This may pertain to different segments of business from marketing, engineering,

manufacturing, timely project completion, quality, response to Retailers
queries/suggestions/letters, post-installation services, complaint handling etc.. RETAILERS
SATISFACTION is the summary of the opinion of the Retailers about the vendor. Right from
pre-marketing to after-installation service and complaint management, the Retailers comes in
contact with carious departments and functions of vendor organization and the opinion he makes
about the supplier is the sum total of his experience and perception he makes while coming in
contact with different sections of vendor. The Retailers ultimately chooses a vendor who
provides him more value for his money and with whose product he is comfortable and satisfied.
Higher the satisfaction level, the better is the emotional and sentimental attachment to that brand
and more intense is the relationship between the Retailers and the vendor. With all the products
and services, these are always chances of problem arising. What makes a company stands out
from the rest is the way these problems are handled. The Retailers expects that when he makes a
request for assistance, it will be listened to the issue will be resolved as quickly as possible. Will
have a bearing on the trouble free operation and lesser maintenance requirement after the product
has come into the operation, i.e. efficiency and performance and its maintenance requirement. If
a product is having frequent breakdowns or is requiring expert attention more frequently, it
becomes a source of irritation for the Retailers apart from the financial loss. Similarly, if the
equipment is not operating efficiently and consuming higher resources, it becomes a source of
worry and headache for the Retailers.

The American Customer Satisfaction Index (ACSI) is an economic indicator that measures the
satisfaction of consumers across the U.S economy. It is produced by the National Quality
Research Centre (NQRC) at the University of Michigan. As long as repeat business is important
and as long as customers have chance to go somewhere else, employees must deliver high level
of customer satisfaction for a company to be successful. In a competitive market place that offers
meaningful consumer choice alternatives firms that do well by their customers are rewarded by
repeat business, lower price elasticity, higher reservation prices, more cross selling opportunities,
greater marketing efficiency and a host of other things that usually lead to earnings growth

9
(Fornell et al. 1996). Customer satisfaction with a company’s products or services is often seen
as the key to company’s success and long term competitiveness. In the context of relationship
marketing, customer satisfaction is often viewed as a central determinant of customer retention.
Customer satisfaction is an abstract concept and the actual manifestation of the state of
satisfaction will vary from person to person and product/service to product/service. The state of
satisfaction depends on a number of both psychological and physical variables which correlate
with satisfaction behaviors such as return and recommend rate.

The level of satisfaction can also vary depending on other factors the customer, such as other
products against which the customer can compare the organization's products. Work done by
Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988 delivered SERVQUAL
which provides the basis for the measurement of customer satisfaction with a service by using
the gap between the customer's expectation of performance and their perceived experience of
performance. This provides the researcher with a satisfaction "gap" which is semi-quantitative in
nature. Cronin and Taylor extended the disconfirmation theory by combining the "gap" described
by Parasuraman, Zeithaml and Berry as two different measures (perception and expectation) into
a single measurement of performance relative to expectation. In a study of catalogue retailer,
Reinartz and Kumar(2000,2002) find a weaker than expected (but significant) relationship
between customer retention and profitability.

The strength of any customer retention-profitability relationship depends on the cost of creating
and maintaining repeat customers. If repeat business is created through price discounts or other
means that do not cause an upward shift in the firm’s demand curve, the relationship will be
weaker. The repeat business produced by higher customer satisfaction will be more profitable in
general than repeat business generated by price discounts. Porter(1985) emphasized the
importance of retaining customers and and suggested how the competitive advantage of retaining
customers is beneficial to firms.

ACSI when put to measure the customer satisfaction in stock market, reveal that satisfied
customers ameliorate the level of net cash flows resulting in high return with low risk (Fornell et
al 2006) Customer satisfaction should not be of theoretical nature, it should reflect the prevailing
culture of organization and should be more practical in nature (Going and Lindholm, 2002). Gale
and Wood (1994) suggested the excellence in quality and service that drives the customer
attention. Satisfaction being the most important concept in marketing drives attention of most of
the researchers. Ali and Bhardwaj (2009) has taken service quality gap approach as a measure of
satisfaction in banking industry and laid emphasis that banks should excel in their corporate
quality programme and customer service system.

Davis-Sramek, Droge, Mentzer and Myers (2009) The Quality of the service is offered by a
supplier helps in creating commitment and loyalty among retailers. The service quality is
independently determined by the quality of different services like trade credits, display units,

10
discount on bulk purchases, regular visits, etc. This study fills a gap by investigating retailer
evaluations.

Curhan & Kopp (1987) Curhan & Kopp (1987) states that manufacturer with strong and weaker
brands. A manufacturer with strong brands mainly depends upon customer demand and may not
have to opt for developing a close relationship with the retailer. On the other hand, a
manufacturer with weaker brands mainly depends upon to achieve retailer cooperation and less
capable of depending on the market demand.

Goaill, Perumal & Nor Azila (2013) Goaill, Perumal & Nor Azila (2013) examining the
influence of manufacturer brands’ strength which is to be considered as a moderator in the
relationship between retailer’s satisfaction dimensions and its commitment. So, the manufacturer
satisfies the retailers by giving the Product quality, discount, Pricing policy, etc. The retailer
satisfaction leads to customer satisfaction and towards customer loyalty.

Geyskens and Steenkamp (2000) According to Geyskens and Steenkamp (2000) states that the
retailer’s economic satisfaction is defined by the retailer evaluation from the relationship with
the supplier. It describes the positive reaction from the supplier that stems from the economic
rewards obtained like volume, profit margins and discounts.

Glynn (2010) According to Glynn (2010) states that an unstable relationship between suppliers
and retailers influence the manufacturer’s strong brand. They also added that brand strength
linked with B2B relationship because the handling of B2B relationship by the retailer and
manufacturers determine the strong brand.

Greasley, Assi (2012) Greasley, Assi (2012) states that among quality, pricing, packaging and
manufacturer-retailer relationship the most important factor is the delivery from retailers’ view
point. This theory describes two important attribute such as delivery and logistics which directly
affects the retailers. Hamister (2012)

Hamister (2012) explains that supply chain management practices are positively related to the
retail and supplier levels. The goal of supply chain management is increasing customer value and
achieving a sustainable competitive advantage in the supply chain. It covers all the activities
such as product development, sourcing, production, and logistics, inorder to coordinate these
activities the information systems also required.

Piercy (2010) According to Piercy (2010) describes that competition strategy is primarily
analysed based on the cooperative channel settings and contingently interpreted for competitive
situations between channel. For a long time if the manufacturers have cooperated with retailers
contact the end-users also satisfied with this approach.

Gueimonde-Canto (2011) In Gueimonde-Canto (2011), the retailer satisfaction has huge impact
on supply chain management so they maintain contingent cooperative relationships with both

11
their suppliers and customers. To satisfy the retailers the manufacturers should concentrate in the
supply chain system.

Ren, Oh, & Noh (2010) In Ren, Oh, & Noh (2010), the developing countries the manufacturers
and large retailer relationship significantly different from those of developed countries in many
aspects. To assess the validity of existing marketing theories in the context of developing
countries is a real need.

O’Brain (2010) According to O’Brain (2010) talks about relationship quality between retail
relationships and loyalty. The loyalty program quality and Page personal interaction quality are
an antecedent to investigate the relationship quality in retail relationships. Credit policy plays an
important role in relationship development between the retailer and supplier. This gap will be
filled by the dissertation.

Vlachos and Bourlakis (2006) According to Vlachos and Bourlakis (2006) in today’s competitive
markets, to develop joint marketing programs and to increase their performance channel
members are increasingly looking for having fewer but stronger relationships with their partners.
The strong relationship build up by the retailer satisfaction based on the products.

Ramanathan,V (2001) Ramanathan,V (2001) states that the strategies adopted by the FMCG
companies to satisfy the retailing channel by using various components and policies.

12
 CHAPTER - III
RESEARCH METHODOLOGY

13
 NEED OF THE STUDY:
From the days of industrial revolution when goods & services were produced to the
present day, the emphasis has shifted from the Producers to the consumer and his needs, and with
the consumer becoming more involved, in the marketing process there is greater need for
information regarding the consumer needs, preferences and making them satisfied of the
products & services, which has led to a constant but increasing need to conduct marketing
research.

This research is an insight into the mind of the consumer, with the help of which the
organizations will become aware of their pitfalls and in turn can also make improvements in the
product regarding the level of satisfaction of the consumers.

OBJECTIVES OF THE STUDY:

1. To identify the RETAILERS SATISFACTION towards various brands of SUGUNA
POULTRY FARM.
2. To know the problems faced by the retailer with the distributor.
3. To know the problems faced by distributor with the company.
4. To know the persons feeling towards the product.
5. Preparing strategies for the business development of SUGUNA POULTRY FARM
product over the competitors.
6. To analyze the complaints and suggestions given by the Retailerss.

RESEARCH METHODOLOGY

Research Methodology : Survey Method

Research Instrument : Questionnaire
Contact Method : Personal Interview
The Questionnaire was the main tool used for securing the responses from the responders
regarding the company’s product.
The Respondents were contacted personally and were interviewed and collected their
views, opinions and suggestion given by them.

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DATA COLLECTIONS

The data collection is of two types.They are:

1) Primary Data
2) Secondary Data

Primary Data
The primary Data is collected through the data collection instrument (or) Tool.
Questionnaire by adopting a data collection method of personal interviewing survey method.
Completed questionnaires are revised on a regular basis as the research study progressed to
ensure that the recorded responses are chosen complete and legible.

Secondary DataSecondary information is any data originally generated for some purpose other
than the present research objectives. It include findings based on research done outside as well as
generated in house for earlier studies or even Retailers information collected by the firms sales
department. Data collected from the new papers. Brochures and Internet sites

COMPANY ADDRESS:
Address:- Musheerabad, Bakaram, Kavadiguda, Secunderabad, Telangana 500020
The method of sampling used was random sampling. The main aim of the study was to cover
employee’s at all hierarchical levels. Therefore, a sample of respondents was chosen at each
level of hierarchy in all the departments and services. The sample size was taken as 50. The
respondents were from 4 categories as Scientific Staff, Technical Staff, Administrators, and
Supporting Staff.

Respondents
Employee Details Supporting Technical Scientific
Administrators
Staff Staff Staff
Total No. of.
700 100 105 100
Employees
Sample No. of.
20 10 10 10
Employees
Sample selection is random from all the 4 categories

15
 SCOPE OF THE STUDY
The opening up of the insurance sector to private companies has made available more product
and world class service to Indian Retailers. To quote Mr. n.rangachari former chairman of IRDA
“ all these years the nationalized insurance
have been bleeding us” “ the future for liberalized insurance sector looks bright with amonitoring
agency committed to promoting the interest of the Retailerss”. According
to business world, “the sheer size and potential of Indian insurance market has attractedmany
new players. Even going by govt estimates there are about 312 million middle class

Retailerss with financial resources to purchase insurance products, only 2.5 % of this is covered
by any form of insurance Sales agents will remain the prime distribution channel, and according
to some estimated insurance could finally end up creating over 20,000 jobs for sales
representatives alone. The IRDA has already accredited 14 insurance training schools spread
over a few major cities of our country, which would churn out about some 1500students
annually. So the scope of the insurance sector is wide and open where there a lot of opportunities
for the sector to grow in the next couple of years. More and more private companies with
international experiences are entering into the market with knowing the scope that is available.
Moreover each and every individual have started realizing the importance of life insurance in
their life as the life is considered to be really unexpected in the world we live today.

LIMITATIONS OF THE STUDY

1. Since the Questionnaire involves the view of Retailerss, brand messages & suggestions
regarding promotional activities, they were not prepared to disclose the actual view.
2. Only Hyderabad was selected for the study. Thus the sample may not be considered as
the true study of the whole market.
3. As the duration of the study was to only a limited period of 40 days.
4. The opinions expressed by the respondents are subjective in nature.
5. Some respondents were not interested to give the accurate information of products.
6. The recommendations at the end of the report are made based on the information
obtained through the survey.

16
 CHAPTER - IV
THEORETICAL FRAME WORK

17
 THEORETICAL FRAME WORK

In the year 1980 Oklahoma City had four large shopping malls and three smaller malls that were
prospering, today there are two large malls and one small mall in this same area (Currin, 2013).
The changes for the retail industry have been and will continue to be constant. Retail
accommodates changes, and those that change with the times are successful. The firms that can
adjust quickly will remain more competitive; those that do not will suffer. Consumer shopping
behavior has always changed with the updates in technology and changing retail landscape. The
purpose of this project was to look at retail change over time and study the impact of current
technology and multi-channel retailing on the success of retailers today. The questions to be
answered were: What are the historical retail changes? Do multi-channel retailers’
brickandmortar locations benefit from online shopping? What consumer and business trends are
multichannel retailers encountering? How are multi-channel retailers adjusting to the increase of
technology and use of the internet? Which retailers have shown success over time and why?
What can retailers do to remain profitable and satisfy customers in the multi-channel retail
environment? In this paper, information from industry reports and research studies will be
reviewed to show how retailing has changed over the years. Data from multi-channel retailers
will be analyzed and reviewed. Successful multi-channel retailers will be noted and explored to
identify best practices. Consumer behavior studies will be reviewed as they relate to retail
shopping patterns in the multi-channel environment.

Early Retail During the early 1800’s, general stores supplied food and other manufactured items.
The rural areas of the 19th century were regularly visited by peddlers who carried their wares on
their backs or on the packs of their animals. While lower cost distribution entered American
cities with the arrival of department stores, rural America continued to suffer the higher costs of
small stores and peddling. In 1872 the first mail order catalog was created by Aaron
Montgomery Ward as a one-page catalog for rural shoppers.

This was Ward’s solution for the rural community that was too long a distance from a store
(“The Museum,” n.d.). Mid-nineteenth-century grocers typically sold goods that were impossible
to manufacture or process cheaply at home, such as flour, sugar, salt, tea, and tobacco. The
phenomenal growth of the city in the second half of the nineteenth century lead to city markets
that became less convenient to the growing number of people (Gilmore, n.d.). In 1879, the first
five and dime store was opened in New York by Frank Woolworth. Woolworth priced all items
at five cents and pioneered the concept of fixed prices versus haggling. Weeks later his business
was failing, so a second store was opened that included ten cent items and this was a success
(“U.S. History,” n.d.).

The late nineteenth century saw the growth of independent mom and pop stores. As residents
moved into neighborhoods created by the new street railway and railroads and segregated by

18
class and ethnicity, small family-run stores popped up to meet their needs. The rise of chain store
companies after WWI challenged the dominance of independent grocers. After WWII the
industry shifted to include fewer, larger grocery stores (Gilmore, n.d.).

From the 1890’s to 1920’s, there was a retail focus on family shops, general stores and
department stores. Marshall Field and R.H. Macy realized that the railroad system and
refrigeration enabled shoppers to travel more broadly and choose from a greater variety of
merchandise. Department stores offered consolidated locations, longer hours, convenience, and
better prices. Department store business grew briskly, especially during wartime, when jobs and
wages were on the rise. In the 1920’s, many downtown stores were able to be remodeled as their
cash flow was good. Marble floors, wide aisles, high ceilings, and wide cathedral-like columns
became common in these major department stores. These stores stunned the public with modern
marvels that still were not yet available in many households. At the same time, the stores could
no longer succeed with customers on price appeals alone, as they now faced competition from
newly introduced dime stores. With the war rationing of the 1940s, American cities began to
struggle as did the big stores. Consumer demand skyrocketed with the post-war baby boom, but
families moved to suburbs and preferred to shop closer to home. The downtown stores saw a
decline, and eventually opened branches in suburban shopping malls to keep afloat (Larson,
2006). From 1920’s to 1950’s technological advances included automobiles, refrigerators in
homes and the increase of catalogs. In 1929 supermarket chains were established and the Great
Depression put a third of workers out of work. The first mall opened in the 1930’s in Dallas. In
1956 the first indoor regional mall was built in Edina, MN (“A timeline,” 2012). In the 1960’s
Sam Walton opened the first Walmart, soon followed by K-Mart and Target. These discount
stores relied on low costs and high turnover to offer customers low prices (“A timeline,” 2012)

Technology in Retail The term “e-commerce” initially was the process of completing
commercial transactions electronically. Leading technologies such as Electronic Data
Interchange (EDI) and Electronic Funds Transfer (EFT) have allowed users to exchange business
information and do electronic transactions. E-commerce became possible in 1991 when the
Internet was opened to commercial use. In 1994 the Internet began to gain popularity with the
public. It took a few years to develop the security protocols such as Hypertext Transfer Protocol
(HTTP), and Digital Subscriber Line (DSL) which allowed rapid access to connection to the
Internet. In 2000 many businesses

represented their companies on the World Wide Web (“History of,” 2014).

In 1994 the Yahoo! Search engine was started as a directory of websites. Amazon.com

became the first online book retailer in 1994 and shortly after EBay was created in 1995 as an

online auction site. From 1996 to 2000 many “Dot-com” companies were created and run by

people barely out of college. The NASDAQ exploded from 600 to 5,000 points in a four year

19
period. In 1999 at the peak of the dot-com bubble, it was said that a new millionaire was created

every 60 seconds. The Internet created an ecstatic attitude toward business and inspired many

hopes for the future of online commerce. Many of the dot-coms were not successful and

overvalued, and many of these companies crashed (Smith, n.d.) The collapse of the dot-com

happened in 1999-2001, when many companies failed completely and others lost a large portion

of their market capitalization (“History of,” 2014).

Shortly following the dot-com collapse, Radio Frequency Identification (RFID) came into

the spotlight when Wal-Mart made a public announcement to use this technology in 2003. RFID

is technology that allows businesses to share accurate information about inventory data and the

supply chain network’s product flow between suppliers and retailers. Wal-Mart was the first to

issue a RFID technology mandate, which meant that its top 100 supplies were required to put

RFID tags on their pallets and cases beginning in 2005. Soon after Target, Kroger, Home Depot,

BestBuy, and Walgreens announced similar mandates. RFID allows for wireless automatic

scanning, which can reduce scanning error rates as well as man-power required to scan the

products. RIFD can also reduce stockouts, which can lead to improved customer satisfaction and

reduced revenue loss (Shin & Eksioglu, 2014).

Other technology that has affected retail over time is the invention of tablet computers.

The first tablet, Linus Write-Top was seen in 1987 and was very revolutionary for its time (Bort,

2013). Two years later, 1989, the GridPad was created by Palm Computing. Some consumers

believe that the GridPad was the first tablet computer, but typically it was overlooked. It was

heavy and pricey compared to laptops in the same era. Through the years many different versions

of tablets have been introduced. It was not until 2000 that Microsoft introduced its first Tablet,

created by Bill Gates. Some credit Microsoft for coining the term “Tablet PC” with its earliest

tablet devices. In 2010 Apple introduced the iPad which had an easy touch screen. By October

of 2012 Apple sold 100 million dollars in iPad sales, and the sales were expected to continue to

20
soar (Bort, 2013).

The iPad’s success spawned new tablet competitors such as the Samsung Galaxy Tab,

Android, and Kindle Fire. The Kindle Fire undercut all other competitors’ prices and made the

tablet affordable to everyone. This set the precedent that a quality tablet could be inexpensive

and accessible. To date, no other tablets have been as successful as the iPad, mostly attributed to

the superior hardware and broad collection of apps. Tablets are hurting the netbook market and

are quickly changing the traditional PC. The evolution of tablets has taken decades, and will

keep evolving for decades to come. It is predicted (by Cisco, the world’s largest maker of

network equipment) that by the year 2017 consumers will each have five Internet devices such as

a tablet, smartphone, laptop, and desktop computer (Bort, 2013). Many consumers are using

their Internet devices to shop online. There are several different arguments that this way of

shopping, while growing in popularity is hurting the future of shopping malls.

CURRENT RETAIL

Malls

The first enclosed mall in the United States (U.S.) was developed in Minneapolis in 1956

and was designed to get the shopper out of harsh weather. The two main benefits were

airconditioning and plenty of parking. By 1960 there were around 4,500 U.S. malls (accounting

for 14% of retail sales) and by 1975 there were 16,400 (accounting for 33% of retail sales). In

1987 there were over 30,000 malls accounting for over 50% of retail sales. In the first decades

that malls were built, competition was primarily from downtown retailers, but by the 1990’s

malls were competing with one another. Nearly 140 malls were built every year in the 1990’s.

Today, about a third of the malls have either closed or are “dying”, but the largest and newest

malls are doing well. Most “dying” malls are in poor locations, mismanaged, or should not have

been built. While the economic crash of 2008 is a factor, another contributor is the popularity of

the Internet (Fisher, 2014).

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Mall traffic has seen slow decreases since 2010 (Dixon, 2014) as seen in Figure 1 found

in Banjo & Fitzgerald (2014). Shopping centers have struggled to rebound from the business

downturn, while facing competition from Internet rivals and over development in the boom years

(Hudson, 2012). Many malls are struggling with vacancies, and some malls have closed

completely (Moss, 2013). Vacancy rates of more than 40% are increasing, with the Internet

mostly to blame (Moss, 2013). Rental rates for most shopping centers remain far below levels

seen during the boom (Hudson, 2012). Once the mall experiences the loss of an anchor store, it

usually cannot be replaced, which has a snowball effect on the mall. The closure forces others

out of the mall because the mall does not see as much traffic (Kapner &Whelan, 2014). This is

one example of a common trend seen in malls across America (Kapner & Whelan, 2014).

Mall space is dependent on sales volume. If a retailer cannot boost their customer traffic

and sales, they are likely to dispose of that space or use less space (Gregory, 2014). Historically,

20 to 40% of retail sales are usually seen during November and December. The number of visits

to retail stores in November and December has plummeted by 50% since 2010 (Bainbridge,

2014).

The UCLA Anderson Forecast (2014) looks at predictions for economic outlooks for

California and the nation. They present data that illustrates that commercial real estate is seeing

disruptions from surging e-commerce sales (currently around 6.25% of U.S. retail sales) and high

mall-vacancy rates which is currently about 11% among strip malls. The sales per square foot in

the nations’ malls grew by 2.6% in 2013, which is the slowest growth since 2009, according to

the International Council of Shopping Centers (Kapner & Whelan, 2014).

One reason for the decreased mall traffic is a shift in consumer behavior (Dixon, 2014).

Consumers have less time now for shopping, so they turn to smartphones, tablets, email and

social networking. There is a mind shift change to what can be done more efficiently and what

22
can be done from home or on the road (Dixon, 2014). Consumers are making fewer trips to the

malls due to the fact that they are shopping more from mobile devices (Gregory, 2014).

Retailers that are able to forecast and adapt to the changing consumer behavior will have

an advantage and edge over those that are slow to recognize trends (Gregory, 2014). They are

having to find unique ways to motivate consumers to visit their stores. Some examples of

retailers that are not losing traffic are fast fashion retailers, off-price/dollar stores, warehouse

clubs, housing-related retailers, and those catering to a healthy lifestyle (Dixon, 2014).

There have been no new fully enclosed indoor malls opened in the U.S. since 2006

(Heywood, 2014). Streets are the number one retail location now, because of convenience for

the consumer to jump out of their car and walk directly into the store. Indoor malls are not

seeing growth post-recession due in part to the increase of e-commerce (Heywood, 2014). In the

last 35 years, brick-and-mortar retail space has grown at twice the rate of the population

(Bainbridge, 2014). Now U.S. domestic retailers are cutting back, claiming too many stores in

too many malls (“United States,” 2013). Malls are struggling with store closures and vacancies,

or closing altogether (Moss, 2013).

In recent years more developed markets have seen an increase of non-traditional retailers,

particularly with the growth of online sales, which cut out the store as the middle man (“United

States,” 2013). According to the United States Real Estate Report (“United States,” 2013), the

Wall Street Journal has reported that mall occupancy in the U.S. is improving because of

10

discount retailers and international retailers expanding into the U.S. Online retail for the U.S.

will continue to outpace the growth of physical retail stores (Lomas, 2013).

The two key drivers of demand for retail growth are population and income growth, both

of which are declining in America (Bainbridge, 2014). These two factors along with

overbuilding and competition from online sales in the last few years are hurting retail in

23
traditional stores in the U.S. The retail industry has seen an increase in vacancies, lower rents,

and plummeting values for brick-and-mortar stores (Bainbridge, 2014).

Location has mattered and always will in retailing, but the rising number of Internet

shoppers is likely to change the current dynamic for shopping centers, with further emphasis on

store productivity over new brick-and-mortar store openings. Many retail chains are already

establishing smaller and fewer stores situated closer to their customers. In addition, the evolution

of mobile point of sale (POS) systems and other cloud applications has allowed retailers to do

business from anywhere, paving the way for on-the-go stores such as pop-ups (Bandolik,

Lobaugh, & Simpson, 2014).

The demand for large physical spaces is likely to diminish with the rising popularity of

virtual stores, and retailers may need to prioritize their real estate investments based on the

highest potential for foot traffic (Bandolik, et al., 2014). The decline of department stores has

been forcing regional malls to search for alternative anchors for years. In 2010 some malls

replaced failing anchor stores with supermarkets, wholesale clubs, gyms, and theaters. Many of

these new tenants are seeing less segregation of tenants by property type. Department stores’

share of U.S. retail market dropped to 7% in 1990, and then to 2.5% in 2010, according to

research by Customer Growth Partners, a consulting firm. One in every four malls in the country

features at least one unconventional anchor (Misonzhnik, 2011).

Having a greater holistic view of customer behaviors and desires is expected to be

invaluable in selecting optimal retail locations and providing an experience that is seamless for

the customer (Bandolik, et al., 2014).

24
There are a variety of different perspectives on the future

of U.S. malls. Some believe that in five to ten years, up to half of American retail centers will be

empty (Bainbridge, 2014). Green Street Advisors forecast that 10% of the nation’s 1,000 malls

will fail by 2022, and be converted to uses other than retail (Currin, 2013). But even as small

shopping centers struggle with high vacancy rates and more shoppers are heading online, big

malls are going strong and refuse to die (Binkley, 2011). Only time will tell what the future

outlook will be for U.S. malls.

25
 CHAPTER – V
COMPANY PROFILE

26
 COMPANY PROFILE

Over a period of 35 years, Suguna has gone from strength to strength and has become a Rs.
8700+ crore company that makes it India’s No. 1 broiler producer. Along the way, Suguna’s
pioneering efforts in contract farming helped create thousands of rural entrepreneurs who share
the growth successfully. "Poultry Integration" introduced and pioneered by Suguna in the
country has energized the livelihoods of farmers in rural India.

Suguna ranks among the top ten poultry companies worldwide. With operations in 18 States
across India, it offers a range of poultry products and services. The fully integrated operations
cover broiler and layer farming, hatcheries, feed mills, processing plants, vaccines and exports.
Suguna markets live broiler chicken, value added eggs and frozen chicken. With the intent to
provide consumers with fresh, clean and hygienic packed chicken, Suguna has set up a chain of
modern retail outlets.

Today, the company’s brand Suguna Chicken is a household name in India. With its Suguna
Daily Fressh outlets, Suguna Home Bites - ready-to-eat home meal replacement (HMR), Suguna
Anytime processed chicken and four varieties of specialty Suguna value added eggs, Suguna is
the undisputed leader in poultry products.

History
Chairman Mr. B.Soundararajan and Managing Director Mr. G.B.Sundararajan saw potential in
growing the Indian Poultry Industry through integration, which later came to be known as
Contract Farming. This led Suguna Poultry to pioneer contract farming in India

In 1986, Mr. B.Soundararajan and Mr. G.B.Sundararajan set up a poultry farm with 200 layer
birds at Udumalpet. During 1989 - 90, when chicken prices crashed because of an over-supply of
birds in the local market, Suguna saw an opportunity for business growth by helping the poultry
farmers who had bought feed and medicines on credit and could not clear their dues. To help
them recover their money, these visionaries began to provide feed and health support to indebted
farmers in return for the end product - eggs. The success of this exercise gave birth to the Suguna
Integration Model.

The poultry integration model has set a win-win situation for both the farmer and the integrator.
Farmers are provided with day-old chicks, feed and health support. Performance is monitored on
a daily basis with Suguna field staff visiting the farms to check on the health of the birds, feed
intake, growth and mortality levels. In six weeks time, the birds are weighed and are ready to be
sold by Suguna. Farmers are paid a handsome growing charge for the birds at the end of this
period. Thus, Suguna takes this success model to the next level vision of energising rural India
benefiting the country, farmer and the company.

A constant and relentless drive has taken the company's growth and expansion which covers over
42,000 farmers from 8,000 + villages in 18 Indian States. Impressed by the model and its
success, Suguna received invitations from many State governments to set up its operations.

27
Many investors and delegates from across borders visit Suguna’s facilities to study this model
and later adopt in their own countries.

With mastery and success in contract farming, Suguna has shaped the poultry industry to its
current position in India.

Awards and recognition

 In 1994 National Trade Excellence Award, Ministry for Power, Government of India
 In 1995-2000 Best Performance Award, National Productivity Council, New Delhi
 In 2007 Asian Livestock Industry Award, Malaysia
 In 2010 Entrepreneur of the year, TiE, Chennai
 In 2011 Asian Poultry Personality, International poultry Production, Bangkok
 In 2012 Green Ambassador Award, Rotary International
 In 2012 Entrepreneur of the year- India
 In 2012 "Consumer Products" Ernst & Young
 In 2012 National Entrepreneurship and Quality Assurance award, National Association of
Public Health Veterinarians
 In 2012 "Agriculture Leadership Award", Agriculture Today

28
 CHAPTER - VI
DATA ANALYSIS AND
INTERPRETATION

29
 DEMOGRAPHIC PROFILE OF THE RESPONDENTS

1. AGE GROUP OF THE RESPONDENT

S.NO AGE No. Of respondent Percentage

1 15-24 22 15
2 25-34 38 25
3 35-44 60 40
4 Above 45 30 20
Total 150 100

INTERPRETATION

From the above table it is inferred that 40% of the respondents age group is 35-44, 25% of the
respondents are in the age group is 25- 34, 20% of the respondents are in the age group above
45 and 15% of the respondents are in the age group of 15 -24.

AGE GROUP OF THE RESPONDENTS

AGE
20% 15%
15-24

25-34
25%
35-44

40% Above 45

30
2. GENDER OF THE RESPONDENT

S.NO Gender No. Of respondent Percentage

1 Male 100 33
2 Female 50 67
3 Total 150 100

INTERPRETATION:

From the above table it is inferred that 67% of the respondents are male and 33 %of the
respondents are female.

GENDER OF THE RESPONDENT

100
90
80
70
60
YES/NO
50
Yes
40
30
20
10
0

31
3. EDUCATION QUALIFICATION OF RESPONDENTS

S.NO Educational No. of respondent Percentage

qualification
1 SSLC 38 25
2 Hsc 32 21
3 Graduate 37 25
4 Diploma 20 13
5 Other specify 23 16
Total 150 100

INTERPRETATION

From the above table it is inferred that 25 % of the respondents completed SSLC & Graduation
respectively, 21% of the respondents completed HSC,13 % of the respondents completed
diploma and 16 %the respondents completed technical courses.

EDUCATION QUALIFICATION OF RESPONDENTS

120

100

80

60

40

20

0
YES/NO Yes No Total

32
4. MARITAL STATUS OF RESPONDENTS

S.NO Marital status No. Of Respondent Percentage

1 Married 120 80
2 Un married 30 20
3 Total 150 100

INTERPRETATION

from the above table it is infered that 80%of respondents are married and 20 % of respondents
are unmarried.

MARITAL STATUS OF RESPONDENTS

80%

70%
P
E
60%
R
C
E 50%
N
T 80%
40%
A
G
E 30%

20%

20%
10%

0%
Married Un married

MARITAL STATUS

33
5. How long have you been a customer?

S.NO Time period No. Of respondent Percentage

1 More than a year 55 55
2 Less than a year 45 45
3 Total 100 100

INTERPRETATION:

From the above table it is inferred that 55% of the respondents were customer for more than
a year and 45 %of the respondents were less than a year.

60

50

40

30 More than a year

Less than a year
20

10

0
No. Of respondent Percentage

34
6. What was the total purchase amount on your receipt today?

S.NO Amount No. Of respondent Percentage

1 Below 1000 85 85
2 Above 2000 15 15
3 Total 100 100

INTERPRETATION:

From the above table it is inferred that 85% of the were having a purchase below 1000 and
remaining were having 15% above 2000.

90

80

70

60

50
Below 1000
40
Above 2000
30
20

10

0
No. Of respondent Percentage

35
7. How often do you visit this store?

S.NO Visiting No. Of respondent Percentage

1 Twice a week 85 85
2 Once in a month 15 15
3 Total 100 100

INTERPRETATION:

From the above table it is inferred that 85% of the respondents are visiting the store in twice
in a week and remaining 15% were visiting once in a month.

90

80

70

60

50
Twice a week
40
Once in a month
30

20

10

0
No. Of respondent Percentage

36
8. Did you visit the store based on a promotion or sale?

S.NO Based No. Of respondent Percentage

1 Sales 90 90
2 Promotion 10 10
3 Total 100 100

INTERPRETATION:

From the above table it is inferred that 90% of respondents were visiting the store for sales
and 10% were visiting for promotion.

102

100
98

96

94
Promotion
92
Sales
90

88

86

84
No. Of respondent Percentage

37
9. How do you feel about your overall experience at this store?

S.NO Level of satisfaction No.of respondent Percentage

1 Very good 21 21
2 Good 37 37
3 Neither good or bad 15 15
4 Bad 17 17
5 Very bad 10 10
Total 100 100

INTERPRETATION:

From the above table it is inferred that the experience of customer at the store for very good
it was 21 % , for good it is 37%, for neither good nor bad the percentage respondent was 15%,
and for bad it was 17%, very bad experience it is 10%.

No.of respondent

Very good
Good
Neither good or bad
Bad
Very bad

38
10. Were the associates knowledgeable?

S.NO YES/NO No. Of respondent Percentage

1 YES 75 75
2 NO 25 25
3 Total 100 100

INTERPRETATION:

From the above table it is inferred that 75% of the respondents are Yes and 25 %of the
respondents are No.

80

70

60

50

40 YES
NO
30

20

10

0
No. Of respondent Percentage

39
 11. Were the items appropriately priced?

S.NO YES/NO No. Of respondent Percentage

1 YES 60 60
2 NO 40 40
3 Total 100 100

INTERPRETATION:

From the above table it is inferred that 60% of the respondents are Yes and 40 %of the
respondents are No.

70

60

50

40
YES
30 NO

20

10

0
No. Of respondent Percentage

40
 12. Were the items you looked for in stock?

S.NO YES/NO No. Of respondent Percentage

1 YES 90 90
2 NO 10 10
3 Total 100 100

INTERPRETATION:

From the above table it is inferred that 90% of the respondents are Yes and 10 %of the
respondents are No.

100
90
80
70
60
50 YES

40 NO
30
20
10
0
No. Of respondent Percentage

41
 13. Was your customer service issue resolved?

S.NO YES/NO No. Of respondent Percentage

1 YES 85 85
2 NO 15 15
3 Total 100 100

INTERPRETATION:

From the above table it is inferred that 85% of the respondents are Yes and 15 %of the
respondents are No.

90

80

70

60

50
YES
40
NO
30

20

10

0
No. Of respondent Percentage

42
14. How satisfied were you with the service overall?

S.NO Levels of satisfaction No. of respondent Percentage

1 Highly satisfied 17 17
2 Satisfied 23 23
3 Neutral 30 30
4 Dissatisfied 17 17
5 Highly dissatisfied 13 13
Total 100 100
INTERPRETATION:

From the above table it is inferred that the satisfied respondents for highly satisfied it is
17% for satisfied it is 23% and for neutral it was 30%, the dissatisfied were 17%, highly
dissatisfied were 13%.

35
30
25
20
15
No. of respondent
10
Percentage
5
0

43
 CHAPTER - VII
RESEARCH FINDINGS &
SUGGESTIONS

44
 RESEARCH FINDINGS
 From the above table it is inferred that 40% of the respondents age group is 35-44, 25%
of the respondents are in the age group is 25- 34, 20% of the respondents are in the age
group above 45 and 15% of the respondents are in the age group of 15 -24.
 From the above table it is was analysed 100 employees from different company and the
response were for 1 rating 8 percentage and for the 2nd rating the percentage was 10 per
cent and for 3 rating it was 12 per cent, for the fourth rating the percentage was 20 and
the last 5 rating it was 40 percentage.
 From the above table it is inferred that 33% of the respondents are male and 67 %of the
respondents are female.
 From the above table it is inferred that 45% of the respondents are male and 55 %of the
respondents are female
 From the above table it is inferred that 75% of the respondents are Yes and 25 %of the
respondents are No.
 From the above table shows that 95% of the respondents are aware of SUGUNA.
 From the above table it is infered that 20, 50 %of the respondents get information by
advertisement & by friends, 10% of the respondents get information through shops,15 %
of the respondents get information by relative,12 % of the respondents get information
by neighbour and 2 %of the respondents get information by others sources 3
 From the above table it is infered that 50 % of the customers are occasionally purchasing
SUGUNA,9 % of the respondents are rarely purchasing SUGUNA ,40 % of the
respondents are regularly purchasing SUGUNA,1 % of the respondents are never
purchasing SUGUNA.
 From the above table it is inferred that 25 % of respondents prefer SUGUNA, 20 %
prefer airtel, and 41 prefer for docomo, the last 14% prefer for jio.
 From the above table it is inferred that 30% of the respondents are using SUGUNA for
the 2-3 years, 20 % of the respondents are using SUGUNA for 1-2 years, 40 % of the
respondents are using SUGUNA for 3-4 years, 10% of the respondents are using
SUGUNA above four years.
 From the above table it is inferred that 80 % of the respondents are satisfied with
SUGUNA, and 20 % of respondents are dissatisfied with SUGUNA
 From the above table it is inferred that 30%of the respondents are neutral with
advertisement,23% of the respondents are satisfied with advertisment,17 % of the
respondents are highly satisfied with advertsment,17 % of the respondents dissatisfied
with advertisment,13 % of the respondents are highly dissatisfied with advertisment

45
 SUGGESTIONS

 Use proven strategies to build customer loyalty

Building customer loyalty is one of the essential things you will need to do for your business to
grow. It is more costly to acquire new clients than retaining existing ones.

To keep your customers happy, ensure you do the following:

 Updates. Keep your customers up to date through a friendly email newsletter or phone call.
 Personalize. Make emails and letters personal so they know you are genuinely interested in their
affairs.
 Get involved. Congratulate them on their peak moments.
 Share. If you read an article or a book or heard about an opportunity your client might be
interested in, kindly let them know as soon as possible.
 Engage. Engage your clients through various social media platforms. Know where they normally
hang out and stay there with them.
 Be genuine. Be honest and reliable, build trust, offer an amazing level of service and if you say
you are going to help someone solve a problem, keep your word.
 Measure customer effort score
 Motivate your team to learn how to resolve issues effectively and quickly and exceed
expectations. Focus on how to improve your results by building a reliable customer
experience. Set appropriate key performance indicators (KPIs) and then ensure that your
team knows what they are and why they should be working to hit those metrics.
 One of the key KPIs to measure is customer effort score (CES). The less effort customers
have to put into doing business with you, the more likely they will be to stick with your
company year after year.
 Demonstrate excellent product knowledge

46
 CHAPTER –VIII
SUGGESTIONS &
RECOMMENDATIONS

47
 SUGGESTIONS & RECOMMENDATIONS
 Use proven strategies to build customer loyalty

Building customer loyalty is one of the essential things you will need to do for your business to
grow. It is more costly to acquire new clients than retaining existing ones.

To keep your customers happy, ensure you do the following:

 Updates. Keep your customers up to date through a friendly email newsletter or phone call.
 Personalize. Make emails and letters personal so they know you are genuinely interested in their
affairs.
 Get involved. Congratulate them on their peak moments.
 Share. If you read an article or a book or heard about an opportunity your client might be
interested in, kindly let them know as soon as possible.
 Engage. Engage your clients through various social media platforms. Know where they normally
hang out and stay there with them.
 Be genuine. Be honest and reliable, build trust, offer an amazing level of service and if you say
you are going to help someone solve a problem, keep your word.
 Measure customer effort score
 Motivate your team to learn how to resolve issues effectively and quickly and exceed
expectations. Focus on how to improve your results by building a reliable customer
experience. Set appropriate key performance indicators (KPIs) and then ensure that your
team knows what they are and why they should be working to hit those metrics.
 One of the key KPIs to measure is customer effort score (CES). The less effort customers
have to put into doing business with you, the more likely they will be to stick with your
company year after year.
 Demonstrate excellent product knowledge
 Comprehensive product knowledge is an essential part of customer service. This fact has
become even more important in today’s AI world. Customers can self-serve, figuring out

48
 basic facts on their own or with the help of a bot. Once they have escalated to a customer
service call, they really need help, and they need it NOW.

 Manage clients’ complaints and compliments

 Motivate your customer service team
 Be available via social media
 Remember that the customer is always at the center

49
BIBLIOGRAPHY

50
 BIBLIOGRAPHY

REFERENCE BOOKS
 G.P.Gupta, Business Statistics, Sultanchand Publication, Mumbai.
 R.K. Uppal, Indian Banking Industry and Information Technology, New Century
Publication, new delhi. Kothari.C.R , Research Methodology, New Age International
Publication , New Delhi
 Kotler, Marketing Management, Prentice Hall Publication; 12 edition
 Oliver, Satisfaction: A behavioural perspective on the consumer. New York: McGraw Hill.

JOURNAL
 Ahmed, Z., Johnson, J., Ling, C.P., Fang, T.W and Hui, A.K. (2002), “Country-of-origin and
Brand effects on consumer’s Evaluations of cruise Lines”, International Marketing Review,
19, 2&3).
 Alok Mittal and PrernaSirohi, (2007), “Factor Affecting, Selection of Cell Services: A Cross-
Segmental Study”, Synergy, 4 (1).
 Anderson, E.W., Fornell, C. and Leomann, D.R., (1994), “RETAILERS SATISFACTION,
Market Share and Profitability: Findings from Sweden”, Journal of Marketing, 58 (3), pp.53-
66. Andreassen, T.W. (2000), “Antecedents to Satisfaction with Service Recovery”,
European Journal of Marketing, 34 (1&2).
 Balasubramanian, Paterson and Jarvenpaa, S.L. (2000), “Exploring the implications of M-
convenience for markets and marketing”,

WEBSITES
 www.Humanpsychology.com
 www.mbahotspot.com
 www.wikipedia.com/Retailers_satisfaction
 http://findarticles.com/p/articles/mi_7058/is_1-2_17/ai_n28556199/
 http://masterstudies.net/media/pdf/MBA%20Proj/banks%20Retailers%20satis
faction%20in%20kuwait.pdf

51
QUESTIONNAIRE

52
 QUESTIONNAIRE

1. Name :

2. Age group :15-24 25-34 35-44 45-54 above54

3. Gender : Male Female

4. Education qualification : SSLC HSC Graduate Diploma

Other specify

5. Marital status : Married Unmarried

6. How long have you been a customer?

More than a year

Less than a year

7. What was the total purchase amount on your receipt today?

1 Below 1000

2 Above 2000

8. How often do you visit this store?

1 Twice a week

2 Once in a month

9. Did you visit the store based on a promotion or sale?

1 Sales

2 Promotion

10. How do you feel about your overall experience at this store?

Very good good Neither good or bad Bad very bad

11. Were the associates knowledgeable?

Yes No
12. Were the items appropriately priced?

53
 Yes No
13. Were the items you looked for in stock?

Yes No
14. Was your customer service issue resolved?

Yes No
15. How satisfied were you with the service overall?

1 Highly satisfied

2 Satisfied

3 Neutral

4 Dissatisfied

5 Highly dissatisfied

54