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CHAPTER – 1 INTRODUCTION 1
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Page 1: 1_introduction and Review of Litracture.docx Training in Bigbazaar

CHAPTER – 1

INTRODUCTION

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INTRODUCTION

The project was undertaken at Big Bazaar, Thrissur to analyze the

effectiveness and satisfaction level of employees regarding the training program. The

study was a great success which through insight into the overall carrier development

of employees. The data was collected from 35 prospective employees of the company.

One of the key factors that every organization should focus is the training and

development of employees. Training plays an important role in human resource

development. it is necessary, useful and productive for all categories of staff. It is

important in present scenario when science and technology are introducing radical

changes in the industrial field.

Now as we know that in our day to day life the role of training is indispensable

part of our life .because we are passing through a period in every walk o life, people

talk of the need of training whenever the new employee selected whether they are

new hires or they have transferred from another office within the same agency it is

vital that they get off to a good start in their new position they need to understand

their role in the organization as whole through the proper guidance of training that

why in every organization need trained person for performing the activity in a

systematic way

Taylor M. H : defined training as means to bring about a continuous improvement in

the quality of work performed it would equip them with necessary ,skill, abilities and

attitudes to perform their job.

The objective of the training is to provide an individual with the knowledge of

the environment under which he is to function; knowledge of administrative

management to achieve optimum performance and continuation of necessary attitudes

.training is a set of programs that help employees to develop their skills, knowledge,

ability etc.

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Training has greater significant for the success of modern organization .core

competencies and expertise give the organizations as edge over their competitors and

training place a vital role in developing and strengthening these competencies.

Change of technologies demand that the employees update their knowledge, skills

abilities and technical expertise. Jobs are becoming more interdependent high

interpersonal and problem solving skills which can be acquired only through training

Training makes the new employees fully productive in the shortest possible time.

The main aim of training is to cultivate a new attitude and behavior in human

personality. Development of rational thinking, development of objective thinking,

development of social understanding, development of aesthetic responsiveness and

practical abilities etc are the ingredients to promote right and rational attitude.

All employees in the organization need more skill and wider knowledge in order

to succeed in today’s fiercely, competitive market. It is possible through by

implementing proper training program given all things and opportunities equal

training provides wining edge leads to success

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1.1 INDUSTRY PROFILE

RETAIL INDUSTRY-WORLD SCENARIO

The retail industry emerged in the US in the eighteenth century, restricted to

general stores. Specialty stores were developed only in those areas that had a

population of above 5,000. Supermarkets flourished in the US and Canada with the

growth of suburbs after World War II. The modern retail industry is booming across

the world. Revenues from retail sales in the US alone stood at $4.48 trillion in 2007,

according to a report by the US Census Bureau.

The latter half of the 20th Century, in both Europe and North America, has

seen the emergence of the supermarket as the dominant grocery retail form. The

reasons why supermarkets have come to dominate food retailing are not hard to find.

The search for convenience in food shopping and consumption, coupled to car

ownership, led to the birth of the supermarket. As incomes rose and shoppers sought

both convenience and new tastes and stimulation, supermarkets were able to expand

the products offered. The invention of the bar code allowed a store to manage

thousands of items and their prices and led to 'just-in-time' store replenishment and

the ability to carry tens of thousands of individual items. Computer-operated depots

and logistical systems integrated store replenishment with consumer demand in a

single electronic system. The superstore was born.

On the Global Retail Stage, little has remained the same over the last decade.

One of the few similarities with today is that Wal-Mar was ranked the top retailer in

the world then and it still holds that distinction. Other than Wal-Mart’s dominance,

there’s little about today’s environment that looks like the mid-1990s. The global

economy has changed, consumer demand has shifted, and retailers’ operating systems

today are infused with far more technology than was the case six years ago.

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Saturated home markets, fierce competition and restrictive legislation have

relentlessly pushed major food retailers into the globalization mode. Since the mid-

1990s, numerous governments have opened up their economies as well, to the free

markets and foreign investment that has been a plus for many a retailer. However, a

more near-term concern, has been the global economic slowdown that has

resulted from dramatic cutback in corporate IT and other types of capital

spending. Consumers themselves have become much more price sensitive and

conservative in their buying, particularly in the more advanced economies.

From an operational point of view, active practitioners have voiced

their opinion that retailer concerns in 2003 have turned to deflation, lack of

pricing power, global over- capacity, low interest rates, economic stagnation,

slump in world tourism and declining consumer confidence. But, even before the

global economic slowdown that forced retailers into monitoring costs more

effectively, technological advances were a way of life in retail organizations.

Technology has become the real enabler for retailers over the last six years. Supply

chain innovations for retailers were particularly strong in the second half of the 1990s

and have continued into today.

The global retail industry has travelled a long way from a small beginning to

an industry where the world wide retail sales alone are valued at $ 7 trillion (Source:

2003 Global Retail Report, Deloitte Touche Tohmatsu). The top 200 retailers alone

account for 30% of worldwide demand. Retail sales being generally driven by

people’s ability (disposable income) and willingness (consumer confidence) to buy,

compliments the fact that the money spent on household consumption worldwide

increased 68% between 1980 and 2003. The leader has in-disputably been the USA

where some two-thirds or $ 6.6 trillion out of the $ 10 trillion American economy is

consumer spending. About 40% of that ($ 3 trillion) is spending on discretionary

products and services. Retail turnover in the EU is approximately Euros 2000 billion

and the sector average growth looks to be following an upward pattern. The Asian

economies (excluding Japan) are expected to grow at 6% consistently till 2005-06.

Positive forces at work in retail consumer markets today include high rates of

personal expenditures, low interest rates, low unemployment and very low inflation.

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Negative factors that hold retail sales back involve weakening consumer confidence.

The Food Retail Industry in the Far East has evolved into what could be

called ‘the breeding ground’ for emerging models with countries like Singapore being

the home to some of the big players in the industry in these parts of the world. The

presence of all the major players of the retailing industry is found in Singapore.

Singapore has 2 hypermarkets, one run by Carrefour and the other by Giant

Hypermarket, part of Dairy Farm International. According to the government, there

are slightly more than 11,000 market stalls operating in 150 markets located all across

Singapore Island. The markets further spread to China, Thailand, and Malaysia thanks

to the major support that the local governments provided in creating the necessary

regulatory framework in establishing their presence. Singapore, Malaysia and

Thailand not only fuelled the retail industry within the country, but also attracted

hordes of tourists to experience the shopping “experiences” that they created in

these islands. The markets are now saturated with no additional space for a new

entrant and are expected to consolidate within the next few years.

Apart from Singapore, which is a more recent development, Japan enjoys an

active spot on the retailers’ map. The retail industry is as huge as US$ 1088 Billion,

with a split of US$ 594.8 Billion in the non-food segment and US$ 493. Billion in

the food-retailing sector. The leaders in sales are Ito-Yokado, Aeon, Daiei,

Takashimaya, and in that order. Several retailers, however, have made recent

improvements in their warehousing and distribution technologies to make their

presence felt in the Japanese market. Convenience stores, which are small and suitable

in a country where land is very expensive, continue to do well. Food, in fact, has been

one of the few sectors that have experienced growth over the last several years. A

period of shake up in the industry is likely now that Wal-Mart has entered Japan.

Numerous smaller, less efficient retailers may become takeover targets. The entire

Japanese retail sector will likely undergo some form of restructuring over the next

decade as a result of overcapacity, dismal profits and the Wal-Mart factor. In

Mainland China, the retail markets have mushroomed over the years of intense

economic development to a very considerable size. The total volume of retail sales for

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Consumer goods and food increased by 10.6 percent in China over the last couple of

years which shows tremendous growth. Consumer spending has held strong. A decade

ago, the top five retail enterprises in China were all traditional merchandise

companies, but now the top five are mainly supermarkets and chain stores. The world

is enamored with China’s potential and opportunities. But in medium-sized and small

cities and rural areas, traditional retailing methods, such as department stores and

local

World’s Top Retailers

Wall-mart

Carrefour

Home Depot

Kroger

Metro AG

Target

Kmart

TESCO

Costco

Safeway

Sears

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RETAIL INDUSTRY-INDIAN SCENARIO

Retailing is one of the pillars of the economy in India and accounts for 22% of

GDP. The retail industry is divided into organized and unorganized sectors. Over 14

million outlets operate in the country and only 4% of them being larger than 500 sq ft

(46 m2) in size. 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. Unorganized retailing, on the other hand, refers to the

traditional formats of low-cost retailing, for example, the local kirana (corner) shops,

owner manned general stores, paan/beedi shops, convenience stores, hand cart and

pavement vendors, etc.

Most Indian shopping takes place in open markets and millions of independent

grocery shops called kirana. Organized retail such supermarkets accounts for just 4%

of the market as of 2008. Regulations prevented most of the foreign investment in

retailing. Moreover, over thirty regulations such as "signboard licenses" and "anti-

hoarding measures" may have to be complied before a store can open doors. There are

taxes for moving goods to states, from states, and even within states. However the

Indian government has recently approved 51% FDI in multi brand retail and 100%

retail in single brand retail paving way for giants such as Wal-Mart, Carrefour and

Tesco that have long sought to enter an underserved market of 1.2bn people. 

The Retail Business in India is currently at the point of inflection. Rapid

change with investments to the tune of US $ 25 billion is being planned by several

Indian and multinational companies in the next 5 years. It is a huge industry in terms

of size and according to India Brand Equity Foundation (IBEF), it is valued at about

US$ 395.96 billion. Organized retail is expected to garner about 16-18 percent of the

total retail market (US $ 65-75 billion) in the next 5 years.

India has topped the A.T. Kearney’s annual Global Retail Development Index

(GRDI) for the third consecutive year, maintaining its position as the most attractive

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

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2007. The predictions for 2008 are 7.9%. The enormous growth of the retail industry

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

estate at an aggressive pace and by 2010, 300 malls are estimated to be operational in

the country.

With over 1,000 hypermarkets and 3,000 supermarkets projected to come up

by 2011, India will need additional retail space of 700,000,000 sq ft (65,000,000 m2)

as compared to today. Current projections on construction point to a supply of just

200,000,000 sq ft (19,000,000 m2), leaving a gap of 500,000,000 sq ft (46,000,000

m2) that needs to be filled, at a cost of US$15–18 billion.

According to the Icrier report, the retail business in India is estimated to grow at 13%

from $322 billion in 2006-07 to $590 billion in 2011-12. The unorganized retail sector

is expected to grow at about 10% per annum with sales expected to rise from $ 309

billion in 2006-07 to $ 496 billion in 2011-12

Indian market has high complexities in terms of a wide geographic spread and

distinct consumer preferences varying by each region necessitating a need for

localization even within the geographic zones. India has highest number of outlets per

person (7 per thousand) Indian retail space per capita at 2 sq ft (0.19 m2)/ person is

lowest in the world Indian retail density of 6 percent is highest in the world. 1.8

million Households in India have an annual income of over  45 lakh (US$91,260).

Delving further into consumer buying habits, purchase decisions can be

separated into two categories: status-oriented and indulgence-oriented.

CTVs/LCDs, refrigerators, washing machines, dishwashers, microwave ovens and

DVD players fall in the status category. Indulgence-oriented products include plasma

TVs, state-of-the-art home theatre systems, iPods, high-end digital cameras,

camcorders, and gaming consoles. Consumers in the status category buy because they

need to maintain a position in their social group. Indulgence-oriented buying happens

with those who want to enjoy life better with products that meet their requirements.

When it comes to the festival shopping season, it is primarily the status-oriented

segment that contributes largely to the retailer’s cash register.

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While India presents a large market opportunity given the number and increasing

purchasing power of consumers, there are significant challenges as well given that

over 90% of trade is conducted through independent local stores. Challenges include:

Geographically dispersed population, small ticket sizes, complex distribution

network, and little use of IT systems, limitations of mass media and existence of

counterfeit goods.

Opening of FDI in Indian retail sector

The government of Manmohan Singh, prime minister, decided to allow

foreign groups to invest up to 51 per cent in "multi-brand retailers", as supermarkets

are known in India, in the most radical pro-liberalisation reform passed by an Indian

cabinet in years. It also increased to 100 per cent from a cap of 51 per cent the level of

foreign direct investment allowed in single-brand retailers. It will have a very deep

and long-lasting impact on the Indian landscape. It will redefine the way consumers

shop in India, but more importantly the way supply chains in India run. India, Asia's

third-largest economy and home to one in every six people on earth, has proved

highly lucrative for foreign groups that have managed to negotiate its sometimes

unpredictable business climate. Telecoms groups in particular have invested billions.

Wal-Mart, the world's biggest retailer by sales, its French rival Carrefour and others

have lobbied for years to relax the 51 per cent cap on foreign supermarket

investments. Only about 8 per cent of urban Indian retail spending takes place in the

"organised" sector. But spending in modern retail stores has grown 20 per cent

annually over the past four years, a pace expected to accelerate. The move by the

Congress-led coalition government, which has been rocked by corruption scandals,

comes ahead of crucial state elections next year. It is expected to help tame stubbornly

high inflation but is likely to be vehemently opposed by millions of small retailers,

who see large foreign chains as a threat. The need to control food price inflation --

averaging double-digit rises over the past 12 months -- prompted the government to

open the sector, analysts said. Hitherto India's food supplies have been controlled by

tens of millions of middlemen, a powerful political constituency that stands between

farmers and consumers. Traders add huge mark-ups to farm gate prices, while

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Offering little by way of technical support to help farmers boost their productivity,

pushing up retail prices significantly. Analysts said allowing in big foreign retailers

Would provide an impetus for them to set up modern supply chains, with refrigerated

vans, cold storage and more rational logistics. Foreign chains can also bring in

humongous logistical benefits and capital. The biggest beneficiary would be the small

farmers who will be able to improve their productivity by selling directly to large

organised players.

3.4 MAJOR INDIAN RETAILERS

FUTURE GROUP-“BIGBAZAAR, FOODBAZAAR”

RAYMOND LTD.

ADITHYA BIRLA GROUP-“MORE”

RELIANCE RETAIL-“RELIANCE FRESH”

TATA GROUP-“LANDMARK, TITAN”

PGC RETAIL

SUBHIKSHA RETAIL

PYRAMID RETAIL

NEXT RETAIL INDIA LTD

MARKS AND SPENCER

PYRAMID RETAIL

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1.2 COMPANY PROFILE

Big Bazaar

Is Se Sasta Aur Accha Kahin Nahin!

Big Bazaar was launched in September, 2001 with the opening of its first four

stores in Calcutta, Indore, Bangalore and Hyderabad in 22 days. Within a span of ten

years, there are now 150 Big Bazaar stores in 80 cities and towns across India.

Big Bazaar was started by Kishore Biyani, the Group CEO and Managing

Director of Pantaloon Retail. Though Big Bazaar was launched purely as a fashion

format including apparel, cosmetics, accessory and general merchandise, over the

years Big Bazaar has included a wide range of products and service offerings under

their retail chain. The current formats includes Big Bazaar, Food Bazaar, Electronic

Bazaar and Furniture Bazaar

Big Bazaar is a chain of hypermarket in India. Big Bazaar is designed as an

agglomeration of bazaars or Indian markets with clusters offering a wide range of

merchandise including fashion and apparels, food products, general merchandise,

furniture, electronics, books, fast food and leisure and entertainment sections.

Big Bazaar is part of Future Group, which also owns the Central Hypermarket,

and is owned through a wholly owned subsidiary of Pantaloon Retail India

Hypermarket is a superstore combining a supermarket and a department store.

The result is an expansive retail facility carrying a wide range of products under one

roof, including full groceries lines and general merchandise.

Big Bazaar is a chain of shopping malls in India which work on Wal-Mart

type economies of scale. They have had considerable success in many Indian cities

and small towns. Big Bazaar provides quality items but at an affordable price. It is a

very innovative idea and this hypermarket has almost anything under one

roof….Apparel, Footwear, Toys, Household Appliances and more.

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Big bazaar is the company’s foray into the world of hypermarket discount

stores, the first of its kind in India. Close to two lakh products are available under one

roof at prices lower by 2 to 60 per cent over the corresponding market prices industry.

A leading foreign broking house compared the runs at Big Bazaar to that of a local

suburban train.

Pantaloons Retail (India) Limited

Pantaloons Retail (India) Limited, is India’s leading retailer that operates

multiple retail formats in both the value and lifestyle segment of the Indian consumer

market. Head quartered in Mumbai (Bombay), the company operates over 10 million

square feet of retail space, has over1000 stores across 61 cities in India and employs

over 30,000 people and as of 2010, it was the country's largest listed retailer by

market capitalization and revenue.

The company’s leading formats include Pantaloons, a chain of fashion outlets,

Big Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain,

blends the look, touch and feel of Indian bazaars with aspects of modern retail like

choice, convenience and quality and Central, a chain of seamless destination malls.

Some of its other formats include, Depot, Shoe Factory, Brand Factory, Blue Sky,

Fashion Station, all, Top 10, Bazaar and Star and Sitar. The company also operates an

online portal, futurebazaar.com. A subsidiary company, Home Solutions Retail

(India)Limited, operates Home Town, a large-format home solutions Store, Collection

in, selling home furniture products and E-Zone focused on catering to the Consumer

electronics segment. Pantaloons Retail was awarded the International Retailer of the

Year 2007 by the US based National Retail Federation (NRF) and the Emerging

Market Retailer in the Year 2007 at the World Retail Congress held in Barcelona.

Pantaloons Retail is the flagship company of Future Group, a business group

catering to the entire Indian consumption space. Pantaloons are not just an

Organization it is an institution, centric of learning & development. We believe that

knowledge is the only weapon at our disposal and our quest for it is focused,

systematic and unwavering. At Pantaloons, we take pride in challenging conventions

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and thinking out of the box, in travelling on the road less travelled. Our corporate

doctrine ‘Rewrite Rules, Retain Values’ is derived from this spirit.

Over the years, the company has accelerated growth through its ability to lead

change. A number of its pioneering concepts have now emerged as industry standards.

For instance, the company integrated backwards into garment manufacturing even as

it expanded its retail presence at the front end, well before any other Indian retail

company attempted this. It was the First to introduce the concept of the retail

departmental store for the entire family through Pantaloons in 1997. The company

was the first to launch a hypermarket in India with Big Bazaar, a large discount store

that it commissioned in Kolkata in October 2001. And the company introduced the

country to the Food Bazaar, a unique 'bazaar' within a hypermarket, which was

launched in July 2002 in Mumbai. Embracing our leadership value, the company

launched all in July 2005 in Mumbai, making us the first retailer in India to open a

fashion store for plus size men and women. Today we are the fastest growing retail

company in India. The number of stores is going to Increase many folds year on year

along with the new formats coming up. The way we work is distinctly "Pantaloons".

Our courage to dream and to turn our dreams into reality that change people’s lives

is our biggest advantage. Pantaloon Is an invitation to join a place where there are no

boundaries to what you can achieve. It means never having to stop asking questions; it

means never having to stop raising the bar. It is an opportunity to take risks, and it is

this passion that makes our dreams a reality. Come enter a world where we promise

you good days and bad days, but never a dull moment!

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FUTURE GROUP

Future Group is one of the country’s leading business groups present in retail,

asset management, consumer finance, insurance, retail media, retail spaces and

logistics. The group’s flagship company, Pantaloons Retail (India) Limited operates

over 10 million square feet of Retail space, has over 1,000 stores and employs over

30,000people. Future Group is present in 61 cities and 65 rural locations in India.

Some of its leading retail formats include, Pantaloons, Big Bazaar, Central, Food

Bazaar, Home Town, e Zone, Depot, Future Money and online retail format,

futurebazaar.com. Future Group companies includes, Future Capital Holdings, Future

Generali India, Indus League Clothing and Galaxy Entertainment that manages Sports

Bar, Brew Bar and Bowling Co. Future Capital Holdings, the group’s financial arm,

focuses on asset management and consumer credit. It manages assets worth over $1

billion that are being invested in developing retail real estate and consumer-related

brands and hotels. The group’s joint venture partners include Italian insurance major,

General, French retailer, ETAM group, US-based stationary products retailer, Staples

Inc. and UK-based Lee Cooper and India-based Talwalkar’s, Blue Foods and Liberty

Shoes. The group considers ‘Indian-nessas a core value and its corporate credo is-

Rewrite rules, Retain values.

GROUP VISION:

Future Group shall deliver Everything, Everywhere, Every time for Every Indian

Consumer in the most profitable manner.

GROUP MISSION:

We share the vision and belief that our customers and stakeholders shall be served by

creating and executing future scenarios in the consumption space leading to economic

development.

We will be the trendsetters in evolving delivery formats, creating retail realty, making

consumption affordable for all customer segments – for classes and for masses.

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We shall infuse Indian brands with confidence and renewed ambition.

We shall be efficient, cost- conscious and committed to quality in whatever we do.

We shall ensure that our positive attitude, sincerity, humility and united determination

shall be the driving force to make us successful.

CORE VALUES:

Indianess: confidence in ourselves.

Leadership: to be a leader, both in thought and business.

Respect & Humility: to respect every individual and be humble.

Introspection: leading to purposeful thinking.

Openness: to be open and receptive to new ideas, knowledge and information.

Relationships: to build long term relationships.

Simplicity & Positivity: Simplicity and positivity in our thought, business and action.

Adaptability: to be flexible and adaptable, to meet challenges.

Flow: to respect and understand the universal laws of nature.

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THE BIG BAZAAR PROMISES:

1. MANUFACTURER’S WARRANTIES ON ALL PRODUCTS:

Big Bazaar promises to sell only the original products from the authorized dealers; so

that all a liable products carry the original manufacturer’s warranty. To service any

product purchased at Big Bazaar, customer can visit the authorized service centre of

the manufacturer. The invoice accompanying the product is the warranty document.

2. GUARANTEED DELIVERY:

Big Bazaar guarantees to deliver the exact product that has selected, without defects.

In case of receiving a different product, or if the product is damaged in transit, the

customer should contact it within the stipulated time period and Big Bazaar will

ensure that it is replaced or refunded.

3. SECURE PAYMENT:

It commits to ensure that no payment misuse happens, so we work with banks and

payment gateways to ensure that your information is protected. Payments are

protected both by it and by the policies of customer’s bank, and the chances of fraud

in these channels are actually very low. Big Bazaar openly publishes its office

addresses and is part of India’s largest retail company with a presence all over India –

so you know how to contact us in person, if required.

4. OUR SIMPLE 7-DAYS RETURN POLICY: If customer has purchased something

at Future Bazaar and the product did not meet its expectations or does not fit to his

needs, then it can return the product to us; no questions asked, as long as it is in its

original packaging and accompanied by its invoice. We will even make the return

process simple for you – just contact our customer support and we’ll arrange to pick

up the product from your home. Alternately, you can drop it off at the nearest Big

Bazaar.

5. PROMPT CUSTOMER SUPPORT:

Our customer support is manned by dedicated call centre personnel, who can take

decisions and resolve your problems. They are eager to solve your problems and are

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aware of the processes and means to handle them. In case they cannot solve the

problem at their end, they will trigger the required action on your behalf or advise you

the best possible method to a successful fulfillment of all your queries/issues. Be

assured that when you call us, your call is being taken seriously.

Innovations

1. Wednesday Bazaar

Big Bazaar introduced the Wednesday Bazaar concept and promoted it as “Hafte

Ka Sabse Sasta Din”. It was mainly to draw customers to the stores on

Wednesdays, when least number of customers are observed. According to the

chain, the aim of the concept is "to give homemakers the power to save the most

and even the stores in the city don a fresh look to make customers feel that it is

their day".

2. Maha Bachat

Maha Bachat was started off in 2006 as a single day campaign with attractive

promotional offers across all Big Bazaar stores. Over the years it has grown into a

6 days biannual campaign. It has attractive offers in all its value formats such as

Big Bazaar, Food Bazaar, Electronic Bazaar and Furniture Bazaar - catering to the

entire needs of a consume

3. Payback card

Future Group has launched the PAYBACK loyalty program in its six retail

formats across more than 300 stores of Big Bazaar, Central, Brand Factory,

Ezone, Food Bazaar & Hometown and also through its online shopping website

Futurebazaar.com.  Customers will be able to enrol into the program at the stores,

earn points for their daily shopping and also redeem their collected points, in-

store. For example, one can buy their desired items at any of the above mentioned

Future Group stores directly through the points collected across PAYBACK

partners. – An innovative offer not yet used by many Indian retailers. More brands

from Future Group, like Pantaloons, will also join the PAYBACK program soon.

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To make the shopping experience more rewarding, Future Group is issuing co-

branded PAYBACK cards, which will allow customers to collect points across

different shopping formats giving customers an incentive to SHOP!

PAYBACK, India’s largest multi-partner loyalty program is launching a

nationwide media campaign to announce its new brand identity. The new avatar

will also introduce its new program partners from Future Group, India’s retail

giant. The 360 campaign is slated to kick start from November 15 th and will

continue till the end of December. PAYBACK partners including Big Bazaar,

HPCL, ICICI Bank & Makemytrip.com will also be a part of the new PAYBACK

campaign. This is the first time that a customer loyalty program will be rolled out

on a large scale in Indian retail space. As the shopping season continues, the aim

is to add value to the existing PAYBACK members while enrolling new members

at Future Group stores.

4. T24

T24, India’s first unpaid GSM mobile services from Future Group in association

with Tata Teleservices Ltd (TTSL) launched its service in Kerala telecom circle.

The service was first launched in Andhra Pradesh in June lastyear.T24 now has

footprint in 17 regions namely-West Bengal, Chhattisgarh, Orissa, Kolkata, UP

West, UP East, Gujarat, Kerala, Andhra Pradesh, Tamil Nadu, Rajasthan,

Haryana, Punjab, Maharashtra, Madhya Pradesh, Karnataka and Jharkhand.T24 or

Talk 24 mobile services offers GSM services using GSM network of Tata

Docomo. It offers free talk time/VAS to its users when they buy products from

Future Group stores like Big Bazaar, Food Bazaar, Central, Pantaloon, Ezone,

Brand Factory & Home Town.T24 has two tariff plans – per second and per

minute which offers 1p/second and 50p/minute call rate respectively .Future group

will be offering this new service from different Big Bazaar stores in Kerala.

Connections will be sold exclusively from different Big Bazaar stores.

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MAJOR MILESTONES

2001

Three Big Bazaar stores launched within a span of 22 days in Kolkata, Bangalore and Hyderabad

2002

Big Bazaar - ICICI Bank Card is launched. Food Bazaar becomes part of Big Bazaar with the launch of the first store in

Mumbai at High Street Phoenix

2003

Big Bazaar enters Tier II cities with the launch of the store in Nagpur Big Bazaar welcomes its 10 million-th customer at its new store in Gurgaon

2004

Big Bazaar wins its first award and national recognition. Big Bazaar and Food Bazaar awarded the country’s most admired retailer award in value retailing and food retailing segment at the India Retail Forum

A day before Diwali, the store at Lower Parel becomes the first to touch Rs 10 million turnover on a single day

2005

Initiates the implementation of SAP and pilots a RFID project at its central warehouse in Tarapur

Launches a unique shopping program: the Big Bazaar Exchange Offer, inviting customers to exchange household junk at Big Bazaar

Electronic Bazaar and Furniture Bazaar are launched

2006

Mohan Jadhav sets a national record at Big Bazaar Sangli with a Rs 1,37,367 shopping bill. The Sangli farmer becomes Big Bazaar’s largest ever customer.

Big Bazaar launches Shakti, India’s first credit card program tailored for housewives

Navaras – the jewellery store launched within Big Bazaar stores

2007

The 50th Big Bazaar store is launched in Kanpur Big Bazaar partners with Futurebazaar.com to launch India's most popular

shopping portal

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Big Bazaar initiates the Power of One campaign to help raise funds for the Save The Children India Fund

Pantaloon Retail wins the International Retailer of the Year at US-based National Retail Federation convention in New York and Emerging Retailer of the Year award at the World Retail Congress held in Barcelona.

2008

Big Bazaar becomes the fastest growing hypermarket format in the world with the launch of its 101st store within 7 years of launch

Big Bazaar dons a new look with a fresh new section, Fashion@Big Bazaar Big Bazaar joins the league of India’s Business Superbrands. It is voted

among the top ten service brands in the country in the latest Pitch-IMRB international survey

2009

Big Bazaar opens its second store in Assam at Tinsukia Big Bazaar initiates Maha Annasantarpane program at its stores in South India

– a unique initiative to offer meals to visitors and support local social organisations

Big Bazaar captures almost one-third share in food and grocery products sold through modern retail in India

2010

Future Value Retail Limited is formed as a specialized subsidiary to spearhead the group’s value retail business through Big Bazaar, Food Bazaar and other formats.

Big Bazaar wins CNBC Awaaz Consumer Awards for the third consecutive year. Adjudged the most preferred Most Preferred Multi Brand Food & Beverage Chain, Most Preferred Multi Brand Retail Outlet and Most Preferred Multi Brand One Stop Shop

Big Bazaar connects over 30,000 small and medium Indian manufacturers and entrepreneurs with around 200 million customers visiting its stores

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BOARD OF DIRECTORS

Mr.Kishore BiyaniManaging Director

Mr. Gopikrishnan BiyaniWhole Time Director

Mr.Rakesh BiyaniDirector

Mr. Shailesh HaribhakthiDirector

Mr. S DoreswamyDirector

Dr. Darlie KoshyDirector

Mr.Anil HarishDirector

Mr. Baladesh PandeyDirector

Mr. Vijay Kumar Chopra Director

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VARIOUS TRAINING PROGRAMS IN BIG BAZAAR

PRARAMBH

It is designed to induct all new people into the retail business. It helps participants to

gain an overview of the business and built interpersonal as well as customer skills. It

not only equips them with the required product and process and process knowledge,

but also the mind set required to provide customers with unforgettable experience.

GURUKOOL

Gurukool is an initiative to build self esteem of people to live life better through the

synchronization of the body, mind and soul. It is an instrument to discover the inner

potential and to help enhance self image or self respect to renew commitment to self

and towards the organization.

STORE GURU

It is responsible for deliver training on process excellence and product knowledge in

the store and to help the store karthas to run the store and help the store karthas to run

to run the store into a centre of excellence for retail knowledge and skills, building

self sufficiency at the store level.

PRISM

Future business growth requires a large number of competencies. Store karthas who

are integrated with our culture, values and beliefs while having the required skills for

running store successfully. PRISM is a development program to identify and groom

potential store karthas from the existing pool of middle level executives.

LEAP

LEAP stands for leadership excellence advancement program. It is an integrated

potential identification and development program for future area karthas. LEAP

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nurtures identified potential and groom them into area karthas who care, protect,

enable and deliver their promise to their business and to their people.

SARADHI

It includes various training programs like product knowledge, personality development, SOP (standard operating procedures), leadership quality etc.

Training centers of Big Bazaar in South India

Bangalore Palakkad Calicut Trivandrum Chennai

Employee welfare activities of Big Bazaar, Thrissur

Future Innoversity

Big Bazaar is conducting BBA course for employees through their college

called “Future Innoversity”

Employee stock discount card

Employees of Big Bazaar will get more than 20% discount when they

purchase from there.

Prarana Box

Employees can put their suggestions, complaints in it.

Saturday meetings

Saturday meeting will be there in every 1st and 3rd Saturday of every month.

Here employees can share their suggestions and all.

Fun zone for employees. Employee prudent fund for every employee. Insurance coverage of all employees. Big Bazaar, Thrissur have there on cricket teams.

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A STUDY ON EFFECTIVENESS OF TRAINING AND DEVELOPMENT WITH SPECIAL REFERENCE TO

BIG BAZAAR, THRISSUR

1.3) RESEARCH PROBLEM

Big Bazaar is interested to assess the effectiveness of the existing training

program and to identify the area of improvement. They intended to understand the

perception of the employees regarding the “Training and Development Programs”

they attended and how far it has enabled them to develop the required skills.

Training refers to the teaching/learning activities carried for the primary

purpose of helping members of an organization to require and apply the knowledge,

skills, abilities needed by the organization. Broadly speaking, training is an act of

increasing the knowledge of an employee for doing a particular a particular job. This

study will also help the organization, to plan training programs accordingly. It will

help them to look into the trainer’s skill, employees benefit, atmosphere of the

training venue etc.

This study is carried out for Big Bazaar, Thrissur in order to provide the

information it seeks.

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1.4) SCOPE OF THE STUDY

i. The study has acquired shape from the inputs provided by the employees of

Big Bazaar, Thrissur.

ii. The study revealed the worth of training and development programs of the

employees and the effectiveness.

iii. The study helps to identify the improvements of different skills of the

employees.

iv. The study helps the employees to express their views and expectations

towards the training program.

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1.5) OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES:

To study the effectiveness of training and development methods offered by the

company.

To determine the satisfaction level of the employees towards the existing

training program.

To suggest measures to improve the quality of training program.

SECONDARY OBJECTIVES:

To know about the company.

Familiarization with organizational environment and organizational structure.

To be acquainted with the functioning of department and overall management

of the organization.

To get hands on experience with the behavioral pattern of the employees.

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1.6) RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem.

It is the science of studying how research is clone scientifically. In it we studied

various steps that are generally adopted by a researcher in studying his research

problem along with the logic behind them. Research refers to a search for knowledge.

It is a scientific and systematic search for pertinent information on a specific topic.

Some of the type of research is Descriptive research, Analytical research, Applied

research, Fundamental research, Fundamental research, Quantitative research,

Qualitative research, Conceptual research and Empirical research. Here researcher

uses :

a) Research Design: Descriptive study

b) Sample Size : 50

c) Sampling Method: Convenient sampling

TYPE OF RESEARCH

This research is Descriptive in nature, as it attempts to study the facts, as they

exist. Descriptive research includes surveys and fact finding enquires of different

kinds. The major purpose of Descriptive Research is description of the state of affairs,

as it exists at presents.

RESEARCH DESIGN

Research design specifies the procedure for conducting and controlling research

projects.

POPULATION

The population of the research consists of the employees working in Big Bazaar,

Thrissur.

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SAMPLING TECHNIQUE

For this survey, Convenient Sampling method is adopted. In this method, the

information is gathered from the members of the population who are convenient

available to provide it.

SAMPLE SIZE

The total population consists of 108 employees out of which 50 employees are taken

as the sample for this study.

DATA COLLECTION

Data was collected through personal interview and with the help of questionnaire.

DATA SOURCE

The major sources of data are:

1. Primary Data

2. Secondary Data

Primary Data was collected using tools like questionnaires, interview, schedules and

observation method.

Secondary Data was gathered from internal reports, previous research study reports,

websites etc.

RESEARCH INSTRUMENT

A question is framed with the question containing the objectives of the study. The

questionnaire consists of a number of questions serially numbered and arranged in a

definite order in form.

NATURE OF QUESTIONS

Rating questions were included in the questionnaire.

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STUDY PERIOD

Study period was limited to a period of 21 days. During the period, the following

steps were taken:

- Objectives were set and finalized.

- Data was collected and recorded.

1.7) LIMITATION OF THE STUDY

Respondents show reluctance for giving correct information’s to some extent.

The sample is conducted on a sample consists only 50 units.

Employees and management were very busy.

Time limit is a major constraint.

The responses to the question might be biased.

Accuracy of finding depends on the truth of data given by the respondents.

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CHAPTER-2

LITERATURE REVIEW

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REVIEW OF LITERATURE

Training is important not only from the point of view of organization, but also for

employees. Training is valuable to the employees because it will give them greater job

security and an opportunity for advancement .a skill acquired through training is an

asset for the organization and the employee

Definition:

Training is the act of increasing the knowledge and skill of an employee for doing a

particular job.

The purpose of training is to bring about improvement in the performance of the

workers .it makes newly recruited employees fully productive in the minimum of time

The need for training arises because of:

Changing Technology

Quality conscious customers

Greater productivity

Stable workforce

Increased safety

Better Management

Significance of training

Training plays an important role in human resource development. It is necessary,

useful and productive for all categories of workers and supervisory staff.

Modern organization arrange for the training of their human resources to achieve

certain benefits

1. Quick learning

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2. Higher productivity

3. Standardization of procedures

4. Less supervision

5. Economical operations

6. Higher morale

7. Preparation of future managers

8. Better management

Types of training

1. Introduction or orientation training

2. Job training

3. Apprenticeship training

4. Internship training

5. Refresher training or retraining

6. Training for promotion

Methods of training

On-the-job training

Vestibule training

Off –the-job training

Designing a training program

Identification of training needs

Setting training objectives

Organization of training

Evaluation of training outcomes or results

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Effectiveness of training

Training effectiveness is the degree to which trainees are able to learn and apply the

knowledge and skills acquired during the program .it is influenced by the attitudes, interests,

values and expectations of the trainees and the training environment .a training program is

likely to be more effective when the trainees want to learn, are involved in their job and have

career plans

Measuring the effectiveness of the training programs gives a realistic idea of how effective

the training program gives a realistic idea of how effective the training program really has

been, its technical preciseness notwithstanding.

Criteria to measure the effectiveness of the training:

A. Reactions

B. Learning

C. Behavior

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