CHAPTER 1
1.1 INTRODUCTION
The increasing competition due to new entrants among retail industry makes it crucial for the
retailers to place major emphasis on maintaining the high level of satisfaction of the customers
and to divert its marketing strategies from exclusively considering the attracting of new
customers as a priority aim. Customer loyalty is one of the decisive factors in stiff business
competition (Gremler & Brown, 1996) and is one of the most widely studied areas by researchers
and one of the most widely implemented marketing initiatives by practitioners (Kumar &
Shah,2004). In retailing format, interpersonal relationships exist between a person performing
retail sales and the end customer, but customers also tend to inadvertently establish relationships
with the stores themselves and with the brands that stores carry (Dodd’s, Monroe, & Grewal,
1991). Footfall is the bread and butter for any store manager – intrinsically linked to driving sales
in retail and improving conversion rates, the more people that come into your store, the more
chance they will buy something.
Retail industry in India is expected to grow to US$ 1400 billion by 2024, registering a
compounded annual growth rate (CAGR) of 8.9 per cent during 2000-18. India’s retail market is
expected to double to US$ 1 trillion by 2020 from US$ 600 billion in 2015 driven by income
growth, urbanization and attitudinal shifts. (Source: The Boston Consulting Group and Retailers
Association of India’s report titled, Retail 2020: Retrospect, Reinvent, Rewrite). While the
overall retail market will grow at 12 per cent per annum, modern trade will grow twice as fast at
20 per cent per annum, and traditional trade at 10 per cent. (Source: The Boston Consulting
Group and Retailers Association of India’s report titled, ‘Retail 2020: Retrospect,
Reinvent, Rewrite and Retailers Association of India).
Moreover, the prevailing intense competition from traditional joints and Indian organised
retailers also necessitated the modern MNC retailers to develop an innovative marketing strategy
for acquisition and retention of enigmatic consumers. This is mounting an increasing pressure
today on the modern retailing to deliver on time and every time and thus the marketers have
recognized the ever growing importance of the marketing mix elements to best cater to the need
of the market and potential customers.
In view of the above discussions the present study attempts to investigate the customer footfall
in max fashion with respect to selaiyur and perungudi branch and to put forth a base model that
can be of use in customer acquisition and retention for Max fashion.
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1.2 OVERVIEW OF CUSTOMER FOOTFALL
Footfall is defined as the number of people, or traffic, entering a store, and is an important
indicator of how successful a company’s marketing is at bringing customers into stores.
Understanding footfall also means you can work out other key metrics such as conversion rate
and average transaction value, and can help you determine demand and staffing levels.
In order to increase sales and ultimately profit, it is important that you have a way of measuring
and analysing your footfall. At its most basic level footfall analysis means counting the people
who visit your store. The old-fashioned way was to have an employee stand at the entrance with
a customer counter – a manual clicker that they used to keep track of the number of store visitors.
Newer systems use video cameras, thermal imaging, infrared beams, and facial profiling to help
retailers gain a better understanding of how people move around their stores. With hourly
analysis you can capture the flow of potential customers and identify customer buying behaviour
and trends. The number of people visiting a shop or a chain of shops in a period of time is called
its footfall. Footfall is an important indicator of how successfully a company's marketing, brand
and format are bringing people into its shops.
Footfall is an indicator of the reach a retailer has, but footfall needs to be converted into sales
and this is not guaranteed to happen. Many retailers have struggled to turn high footfall into
sales.
Before a business even decides to set up shop in an area, the company's research team will study
the foot traffic in the area during different times of the day and the week. Companies that are
chain stores or franchises study traffic patterns in an area as well as median income, crime rates,
and local foot traffic. If it's a larger business and is interested in the area, it might contract out
the work. Consultants are often used to conduct surveys and analyse foot traffic patterns at
different times of the year.
Street-level retail establishments, naturally, depend heavily on foot traffic, but businesses on a
second or third floor of a building also need foot traffic to get noticed. On the street level might
be a retail store, such as a coffee shop. However, on the upper floors might be professional
service stores, such as law firms, financial advisers, and accountants. The signage and marketing
at the street level is a crucial element in boosting foot traffic for the businesses located on the
second and third floors.
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1.2.1 Foot Traffic and Competition
Typically, locations with higher amounts of foot traffic tend to command higher rents. Any given
city or suburban town has a popular area where foot traffic is bustling. These are desirable spots
for shops and restaurants, but they can be expensive to operate. As a result, once businesses have
been established, the focus shifts to competing for foot traffic with other local businesses in the
area.
Large numbers of people don't necessarily guarantee profitability for retailers and restaurateurs
in high-traffic zones. Highly sought after areas with foot traffic tend to have higher rents, higher
taxes, and fierce competition. As a result, companies need to offer a product or service that
differentiates them with the competition to win the battle for foot traffic but also justify the higher
operational costs.
1.2.2 Foot Traffic and Urban Planning
Foot traffic is also an important consideration in urban planning. If an area is or is expected to
become popular with pedestrians, planners will want to ensure proper aesthetic design and
placement of buildings along with safety factors to protect pedestrians from vehicles. Street trees,
crosswalks, and extended curbs are integrated into spatial planning. Urban planners can play a
role in determining whether an area will be popular with shoppers.
State and local governments often allocate funds to renovate and improve areas where small
businesses are located. The funds might be used for improving local parks, the waterfront, adding
new lighted walkways and greenery, as well as improving access to the train station. The
strategies are all designed to redirect or entice foot traffic to shopping areas.
1.2.3 Tracking Foot Traffic
There are various methods used to track and interpret foot traffic. The information gathered is
critical to boosting sales and profits Insights gained from studying foot traffic include:
Peak hours and days for customer activity.

Numbers and the types of products purchased, whether the products bought were on sale,
or were they in a specific location, such as near the door or cash register.

Lost sales tracking, which helps businesses plan inventory. If sales for a product was poor
during peak foot traffic hours, the product might not be worth selling.
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
How much time spent in the store or the average time spent by customers. Data showing
time spent in a store combined with the time of day, week, or year can provide critical
insight to customer buying patterns and interests.

Traffic patterns outside the store, such as rush hour, as well as the distance from the store
to the customer's home can be studied and correlated with foot traffic.
Companies can track point-of-sale (POS) transactions done in the store to determine what
merchandise was purchased as well as the time of day or week. Small businesses that are momand-pop shops might monitor foot traffic manually. Tracking foot traffic could be as simple as
keeping a notebook by the register; counting customers and noting the times of day.
For larger, busier retail stores, electronics are usually employed to track foot traffic. Data from
sensors and cameras that's connected to the Wi-Fi network can be saved and studied to determine
the highest traffic times. From there, a business could increase staff or adjust employee hours so
that the best salespeople are working during the peak times of foot traffic.
1.2.4 Special Considerations: Foot Traffic Trends
Foot traffic at shopping malls, strip malls, and traditional street-side brick-and-mortar stores have
been on the decline in the U.S. for years. As a result, a wave of mall and store closings,
particularly in secondary and tertiary locations, have occurred. The cause, according to
widespread belief, is the rise of e-commerce, which offers convenience, selection, and
competitive prices. Landlords are scrambling to keep up with the changes. Retailers and
landlords have been collaborating to find ways to fight downward trends in foot traffic.
Many malls and shopping centers are employing an experience-shopping strategy whereby they
strategically place restaurants, coffee shops, movie theaters, and activity-based stores to boost
foot traffic to the other retail stores. The key is to come up with a plan to give people reason to
walk around and enjoy the shopping experience instead of staying home and shopping online.
Trends in footfall do tell investors something useful. They may be an indicator of growth and
help investors to understand why a retailer's sales growth (or decline) is happening. Investors
may want to know whether sales growth due to an increase in the number of people entering the
shops (footfall) or more success at turning visitors into buyers (which can be seen by comparing
footfall to the number of transactions).
Sales growth may also come from selling more items to each buyer (compare number of
transactions to sales volumes), selling more expensive items (an improvement in the sales mix),
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or increasing prices. Which of these numbers is disclosed varies from company to company.
Investors should look at whatever is available.
Calculating footfall is a key metric for store and senior managers wanting to increase sales and
drive profits up. By counting footfall, retailers can identify at any time of day – how many
purchasing opportunities they have in-store and crucially, by incorporating that with sales data –
how many they are missing.
Knowing your hourly, daily and weekly retail footfall can give retailers that extra edge to target
peak hours, convert browsers into customers and ultimately optimize store performance.
Counting the number of people who enter your store tells you how many buying opportunities
you have had in-store for any particular day. By dividing total transactional sales by footfall data
for that same period, you can find out how many shoppers were persuaded to put their hand in
their pocket and make a purchase: i.e. your conversion rate.
By measuring customer footfall and establishing your conversion rate, you can focus on key
areas to improve store performance. Just some of the insights you can measure, include:

Lowest performing hours

Staff scheduling

Effect on sales volumes

Percentage of shoppers who purchase

Underperforming stores

Marketing effectiveness

Real time footfall traffic
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1.3 OBJECTIVE OF THE STUDY
1.3.1 Primary objective

To increase the customer footfall at max fashion with respect to selaiyur and perungudi
branch by accessing and understanding data.
1.3.2 Secondary objective

To understand customer behaviour pattern who are coming to max fashion.

To analyse the level of customer satisfaction by identifying their core characteristics
including psychographics, demographics and shopping attitudes and its impact on
shopping at Max Fashion.
 To analyse customer experience at max fashion by using research methods with respect to
selaiyur and perungudi branch.
1.4 SCOPE OF THE STUDY

The research study entitled “A STUDY ON INCREASING CUSTOMERS
FOOTFALL AT MAX FASHION WITH RESPECT TO SELAIYUR AND
PERUNGUDI BRANCH” will help to understand customer experience about the max
fashion and boost the sales of the company.

The study involves to understand the CRM, improve store layout and ease customer
navigation and Optimize store performance.

The study also emphasizes on managing & balancing the footfall of the max fashion in
selaiyur and perungudi branches.
1.5 LIMITATION OF THE STUDY

Individual surveys generally cannot provide strong evidence of cause and effect.

Insecurity limiting access to the population of concern.

The lack of time to carry out a survey.

They are based only on the information given by the respondents.

The responses from the respondent could be casual in nature. This may be due to lack of
interest or time on their part.
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1.6 INDUSTRY OVERVIEW
1.6.1 Global Retail Industry:
Global Retail industry is one fastest growing industry worldwide. In growing economy like India
and Chine it has a lot of potential for growth. Apart from this South Asian countries are countries
are preferred for investment over other parts of the world. This is mainly because of the low risk
factors in these markets compared to other European and other western countries.
Even though the global economy struggled to gain momentum, the Global Powers of Retailing
Top 250 achieved profitable growth in FY2015, generating aggregate retail revenues of US$4.31
trillion and resulting in an average size of US$17.2 billion per company. Rising GDP growth,
increasing population, greater disposable income, and increasing consumer spending are
combining to drive the Global retail market and opportunities for retail segment players. The
market is forecast to reach an estimated $20,002 billion in 2017 with a CAGR of 3.9% over the
next six years
1.6.2 Indian Retail Industry:
India is one of the hotspot for retail investments. Many of the companies are investing heavily
in the retail market of India. The Indian retail industry has emerged as one of the most dynamic
and fast-growing industries due to the entry of several new players. It accounts for over 10 per
cent of the country’s GDP and around 8% of the employment. India is the world’s fifth-largest
global destination in the retail space.
Coming to the market size of Indian retail sector the growth is expected to double to US$ 1
trillion by 2020 from US$ 600 billion in 2015, driven by income growth, urbanisation and
attitudinal shifts. While the overall retail market is expected to grow at 12% per annum, modern
trade would expand twice as fast at 20% per annum and traditional trade at 10%.
India’s Business to Business (B2B) e-commerce market is expected to reach US$ 700 billion by
2020. Online retail is expected to be at par with the physical stores in the next five years.
India is expected to become the world’s fastest growing e-commerce market, driven by robust
investment in the sector and rapid increase in the number of internet users. Various agencies have
high expectations about growth of Indian e-commerce markets. Indian e-commerce sales are
expected to reach US$ 120 billion by 2020 from US$ 30 billion in FY2016. Further, India's ecommerce market is expected to reach US$ 220 billion in terms of gross merchandise value
(GMV) and 530 million shoppers by 2025, led by faster speeds on reliable telecom networks,
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faster adoption of online services and better variety as well as convenience. The Indian retail
trading has received Foreign Direct Investment equity inflows totalling US$ 935.74 million
during April 2000–December 2016, according to the Department of Industrial Policies and
Promotion (DIPP).
With the rising need for consumer goods in different sectors including consumer electronics and
home appliances, many companies have invested in the Indian retail space in the past few
months. US apparel retail major Gap Inc., has tied up with Arvind Group’s fashion portal
NNNow.com to sell its products online, which will help the retailer expand its presence beyond
metros and Tier-I cities.
1.6.3 Indian fashion Retail Industry:
The Indian retail market is expected to demonstrate a promising year-on-year growth of 6% to
reach USD 865 billion, by 2023, from the current USD 490 billion. The share of apparel in
India’s retail market is 8%, corresponding to a value of USD 40 billion. In addition to fashion
apparel, the growing demand for fashion accessories makes the Indian fashion market both
interesting and lucrative.
Contribution in organised retail(august 2019)
Courtesy:Care Ratings India
As we can see in the image apparel has second highest share in the retail market with share of
8%. Food and grocery has the highest share with 69% and apparel market won’t be able to over
throw food and grocery any time soon.
The distinct trends in the macroeconomic scenario, the favourable demographic dividend, retail
specific policies, and consumer buying behaviour, have triggered a transformation in the fashion
retail market which is also reflected in the changes undergone by the Indian retail industry. These
take the form of modernization and corporatization of retail businesses, the evolution of
alternative retail landscapes, the customization of product portfolios to address the specific needs
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of various consumer segments, the increasing success of private labels, and the growing focus
on business efficiency.
Courtesy: Care Ratings India
Talking about the corporatized retail industry, footwear industry is highly corporatized. This
followed by IT and apparel industry. One thing we can observe here is that apparel and footwear
both come under fashion and lifestyle industry, so considering this we can say that fashion
industry is highly organised and corporatized.
1.6.4 Evolution of Indian Retail Industry:
Indian Retail Industry is standing at its point of inflexion, waiting for the boom to take place.
The inception of the retail industry dates back to times where retail stores were found in the
village fairs, Melas or in the weekly markets. These stores were highly unorganized. The
maturity of the retail sector took place with the establishment of retail stores in the locality for
convenience. With the government intervention the retail industry in India took a new shape.
Outlets for Public Distribution System, Cooperative stores and Khadi stores were set up. These
retail Stores demanded low investments for its establishment.The retail industry in India
gathered a new dimension with the setting up of the different International Brand Outlets, Hyper
or Super markets, shopping malls and departmental stores.
The origins of retailing in India can be traced back to the emergence of Kirana stores and momand-pop stores. These stores used to cater to the local people. Eventually the government
supported the rural retail and many indigenous franchise stores came up with the help of Khadi
& Village Industries Commission. The economy began to open up in the 1980s resulting in the
change of retailing. The first few companies to come up with retail chains were in textile sector,
for example, Bombay Dyeing, S Kumar's, Raymonds, etc. Later Titan launched retail showrooms
in the organized retail sector. With the passage of time new entrants moved on from
manufacturing to pure retailing.
Retail outlets such as Foodworld in FMCG, Planet M and Musicworld in Music, Crossword in
books entered the market before 1995. Shopping malls emerged in the urban areas giving a
world-class experience to the customers. Eventually hypermarkets and supermarkets emerged.
The evolution of the sector includes the continuous improvement in the supply chain
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management, distribution channels, technology, back-end operations, etc. this would finally lead
to more of consolidation, mergers and acquisitions and huge investments.
Phases in the evolution of retail sector
Weekly Markets, Village and Rural Melas
 Source of entertainment and commercial exchange
Convenience stores, Mom-and-pop / Kirana shops
 Neighbourhood stores/convenience
 Traditional and pervasive reach
PDS outlets, Khadi stores, Cooperatives
 Government supported
 Availability/low costs/distribution
Exclusive brand outlets, hypermarkets and supermarkets, department stores and shopping malls
 Shopping experience/ efficiency,
 Modern formats/international
COURTESY: JUSTSEE QUICKCMS BLOG
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1.7 COMPANY PROFILE
1.7.1 Landmark Group
Landmark Group is a multinational conglomerate based in Dubai, UAE headed by Micky
Jagtiani who is the Founder & Chairman of the company. The group is involved in retailing of
apparel, footwear, consumer electronics, cosmetics & beauty products, home improvement and
baby products. The group also has interests in hospitality & leisure, healthcare and mall
management. The group has several in-house brands and also works with other brands, acting as
a retailer.
Founded in 1973 with a single store in Bahrain, the Landmark Group has successfully grown
into one of the largest and most successful retail and hospitality conglomerates in the Middle
East, Africa and India.
1.7.2 Overview
- Over 44 years of retail experience.
- Over 55,000 employees.
- Presence across the Middle East, Africa and the Indian subcontinent.
- Over 2,200 outlets and 30 million sq. ft. retail space across 21 countries.
- driven product range for the entire family through a diverse portfolio of 57 brands
- 27 own brands and 30 franchised.
The company has a revenue of US$ 6 billion and currently employs 55000 people. Apparel
retailing is the main business of the company and it owns popular brands like Max, Lifestyle,
Baby shop and Splash.
The company has CSR initiative against diabetes. The Beat Diabetes Initiative is an awareness
campaign that had over 60,000 participants across 7 countries including UAE, Kuwait, Bahrain,
Qatar, Oman, KSA and India in its 7th Beat Diabetes Walk.
1.7.3 Landmark Retail Portfolio
Landmark Retail operates several home-grown and franchise brands, across diverse categories.
Categories: Fashion, Footwear, Home décor, Lifestyle, Electronics, Sporting Goods, Beauty.
Centrepoint (a destination bringing together the Group’s four core retail brands), Babyshop (onestop destination for kids between 0-16 years), Splash (multi-brand fashion retailer), Lifestyle
(home décor, fashion accessories, beauty products, gifts and much more) Shoe Mart (multi-brand
footwear and accessories store) Max (value fashion and footwear store) Iconic (fashion, art, make
up, and gadgets), Sports One (multi-brand, multi-category sporting goods retailer), Shoexpress
(value footwear and accessories store) Home Centre (a complete home experience), Home Box
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(value furniture & home furnishings), Emax (large format electronics store) Landmark
International (a division that includes international franchise brands – New Look, Koton, Reiss,
Lipsy and Yours), and Shoe Mart International Footwear Division (a division that includes
franchise footwear brands – Kurt Geiger, Ecco, Pablosky, Dumond, Nose, Steve Madden,
BLOCCO 31, Aerosoles and Carpisa). The Group’s offerings have evolved to be the preferred
choice for consumers and core brands are market leaders in the region.
1.7.4 Landmark Hospitality Portfolio
The Group has also diversified into leisure, food, wellness and hotels segment and has strong
customer loyalty for its varied offer. Categories: Leisure, F&B, Wellness and Hotels Landmark
Leisure (chain of indoor entertainment centres for children and teens: Fun City, Fun Ville, Fun
Box, Tridom and Fun Works) Foodmark (a division that includes franchise and joint venture
brands such as Carluccio’s, Nandos, Max’s, Ushna, GRK Fresh Greek and Jamba Juice; as well
as the home-grown brand Zafran.), Candelite (snacks and confectionery store), Balance Spa and
Salon (grooming and relaxation centre), Fitness First (fitness centres), and Citymax Hotels
(comfortable budget hotels). The Landmark Group has also diversified into healthcare with iCare
Clinics (primary healthcare clinics for the family).
1.7.5 Landmark India
In 1999, Landmark Group entered India, to revolutionize retailing in the country with the
introduction of Lifestyle department stores. Positioned as a trendy, youthful and vibrant brand
that offers customers a wide variety of merchandise at an exceptional value for money, Lifestyle
Stores began operations in Chennai. In its 17 years of retailing in India, Landmark Group has
launched several of its core retail concepts in the country including Home Centre, Splash and
Max. The Group’s Hospitality portfolio has Spar supermarkets and hypermarkets, Fun City,
Citymax and Krispy Kreme
1.7.6 Landmark Loyalty Programmes
The Landmark Group operates two of the largest, most comprehensive loyalty programmes –
Shukran in the Middle East and Landmark Rewards in India. The region’s largest retail loyalty
programme, Shukran is testament to the Landmark Group’s commitment and passion towards
enhancing its relationships with customers across diverse brands. Shukran offers a world of
privileges to its members including added value, enriching rewards and an enhanced customer
experience. The programme covers over 55 brands, across 9 countries, and has over 16 million
members. Launched in 2001, Landmark Rewards is an exclusive customer loyalty programme
offered by the Group in India. The programme covers 9 brands and has over 15 million members.
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1.7.7 Logistics and Distribution Strength
Landmark Group has created a comprehensive infrastructure including a full-fledged logistics
and distribution division to support its retail operations. The Group has a total warehouse space
of over 9.3 million sq. ft. The Group’s Logistics and Re-distribution Centre is one of the largest
privately owned in the Jebel Ali Free Zone, Dubai encompassing 3.1 million sq. ft.
1.7.8 Corporate Social Responsibility
A company that is founded on sound ethical principles, the Landmark Group also seeks
opportunities to contribute to the communities where it operates. Its commitment to Corporate
Social Responsibility (CSR) is not merely about charity, but also about playing a more
responsible part in the society, be it within the organisation or towards its stakeholders
(customers, partners and employees), the environment, society and the world at large. In 2009,
the Landmark Group adopted diabetes awareness as part of its long term CSR initiative.
Launched in the UAE, the Beat Diabetes’ programme aims to increase awareness amongst people
regarding the condition. Today the programme runs in seven countries; UAE, Kuwait, Oman,
Qatar, Bahrain, KSA and India and reaches out to over 20 million people annually through events
and educational initiatives. In India, the Group’s Chairman, Micky Jagtiani initiated the LIFE
Trust programme (Landmark International Foundation for Empowerment) in 2000. LIFE focuses
on rehabilitating the less fortunate through various programmes and initiatives such as delivering
non-formal education in rural areas, setting up health centres in urban slums as well as training
centres for the underprivileged youth and imparting life skills training.
1.7.9 Major subsidiaries of Landmark group are as follows:

Max Fashion

Splash

Home Centre

Lifestyle

Spar

Citymax

Fun city
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1.7.9.a Max Fashion
Max is a fashion brand offering customers a one stop shop for clothing, accessories and footwear
needs for the entire family. Max, a part of $5 billion Dubai based Landmark Group, has
pioneered the concept of ‘value fashion’ in India. In 2014 it is India's fastest growing fashion
brand and in terms of size, it contributed one fourth of the Landmark Group's revenue as of 2014.
Max Fashion currently operates around 300 new stores in India by the end of 2019. Max fashion
is considered to be one of the best places to work for in retail industry, mainly because of its
work culture.
Tag Line: Look good Feel good.
Statement of Purpose: Creating exceptional value for all lives we touch.
Core values:

Passion for excellence

Integrity in everything we do

Empowering people to strive and deliver

Adapting to changing market and consumer needs
1.7.9.b Splash
Headquartered in Dubai, Splash is Middle East's largest fast fashion retailer and part of the
Landmark Group, one of the biggest retail conglomerates in the Middle East, India and Africa.
Founded in 1993 as a single brand store in Sharjah, Splash currently operates over 220 stores
and 55 brand stores (Lee Cooper, Bossini, Kappa etc.) across 14 countries.
Showcasing popular collections for men, women and teens, Splash's existing product portfolio
includes a uni-brand concept across its stores providing a comfortable and easy shopping
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environment. Alongside, the brand also houses a gamut of international brands under its portfolio
like Lee Cooper, Bossini, ELLE and Being Human among others.
Over the years, Splash has received several significant industry accolades that include being
awarded 'Power brand' status for 2013. Splash has also won the Dubai Lynx Awards in the
Design category for the Splash 2014 calendar. A winner of several marketing awards of great
significance, Splash has also won the Most Admired Marketing Campaign at the Retail ME
Awards 2011 along with the Most Admired Retailer award.
1.7.9.c Home Centre
With more than 80 stores across the Middle East, North Africa and India, Home Centre offers an
impressive variety of fine furniture and furnishings, home accessories, kitchenware, outdoor
furniture and gift ideas distinguished by affordable prices, excellent value and comprehensive
service. From the first store in Sharjah, UAE in 1995, Home Centre today occupies half a million
sq. ft. of retail space within its stores in the UAE and over 3 million sq. ft. of retail space across
all its markets.
1.7.9.d Lifestyle Store
Tagline: Your Style, Your Store.
Lifestyle entered in India in 1999 and in a little over a decade has come to be recognized as one
of the leading retail companies in the country. Positioned as a trendy, colourful and vibrant store,
Lifestyle offers consumers ease of shopping and an enjoyable shopping experience.
Each Lifestyle store from Lifestyle International (P) Ltd. brings together five concepts under one
roof - Apparel, Footwear, Children's Wear & Toys, Household & Furniture and Health & Beauty,
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offering convenient one-stop shopping and a choice of over 250 national & international brands.
The Group has also introduced Home Centre, a one stop destination for affordable furniture,
home décor and soft furnishing that represents style, comfort and individuality.
In keeping with the Group's tradition of making every shopping experience more rewarding and
memorable, The Inner Circle, Landmark Group's loyalty programme allows members to enjoy
exclusive benefits and privileges such as reward points and exciting offers.
1.7.9.e Spar
Tagline: Live Better, Spend Less.
SPAR is the world's largest food store chain with over 12000 stores in 38 countries across 4
continents and meets the needs of over 10 million consumers every day. SPAR Hypermarkets
and supermarkets in India is the result of a license agreement between the Dubai based Landmark
Group's Max Hypermarkets India Pvt. Ltd. and SPAR International. SPAR is the world's largest
independent food retail chain which operates on the principle of a 'Co - operative of Independent
Retailers and Wholesalers.'
Customers have the option to choose from a wide variety of quality products in every category
ranging from grocery, fruits and vegetables, bakery, dairy, meat, poultry and fish, wine, beer and
spirits, home textiles, personal care, crockery utensils, plastics and kitchen appliances,
electronics and IT accessories and much more. SPAR promises to elevate shopping from a daily
chore to a world class shopping experience that also offers value for money. SPAR's retail
philosophy is to provide freshness, choice, value and service to its customers
SPAR assures excellent value for money throughout the year. The stores have a "Everything
Below MRP" concept. This simply means that SPAR offers the customer prices which are a
minimum of 4% and more below the actual MRP of the products. The customer therefore is able
to save a substantial amount on his groceries and regular monthly shopping. SPAR also has Best
Deals that run every fortnight and offer the customer the best bargains. In conjunction with the
Landmark Group's corporate loyalty programme, SPAR launched The Inner Circle, a loyalty
program for its customers in March 2009 which offers shopping and saving benefits in all stores
across the group.
Max Hypermarket India Pvt. Ltd. currently operates 16 stores in 9 locations. These cities are
Bangalore, Mangalore, Coimbatore, Hyderabad, Delhi, Ghaziabad, Gurgaon, Chennai and Pune.
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The average hypermarket size is 50,000 sft. The company will be opening on an average 5 stores
a year over the next few years.
1.7.9.f City Max:
Citymax India is the Hospitality division of the Dubai based retail giant Landmark Group, one
of the largest & most respected retailers in India and the Middle East. The group is well known
for its Lifestyle chain of retail stores in India. Bringing customers, a gamut of choices, Citymax
operates in business verticals of Casual Dine in restaurants (Polynation), International Coffee
house (Gloria Jean's Coffees) and Family Fun & Entertainment Centres (Fun City) across India.
Citymax has recently signed a franchisee agreement with Krispy Kreme Doughnut Corporation
for the South and West regions of India. Krispy Kreme (NYSE: KKD) is a leading branded
specialty retailer and wholesaler of premium quality sweet treats and complementary products,
including its signature Original Glazed® doughnut. Headquartered in Winston-Salem, NC, the
Company has offered the highest quality doughnuts and great tasting coffee since it was founded
in 1937.
1.7.9.g Gloria Jean's Coffees:
It was originally established 30 years ago, Gloria Jean's Coffees has today become a global coffee
brand, committed to delivering the ultimate specialty coffee experience. With over 1000 outlets
across 39 countries worldwide, Gloria Jean's Coffees is a leading specialty coffee retailer and
one
of
the
fastest
growing
franchise
organizations
in
the
world.
Gloria Jean's Coffees entered the Indian market in 2008 and is expanding across key cities.
Currently the brand has 27 outlets across Mumbai, Bangalore, New Delhi, Gurgaon, Chennai,
Hyderabad, Ahmedabad and Pune.
17
1.7.9.h Easybuy
It is the new value retail format conceptualized and launched for India from Landmark Group.
Easybuy was launched in September 2014 with an aim to make fashion affordable for the huge
population of India who live in small towns which we call ‘Navbharat’ ’Easy buy promises
“super styles” at “super prices” offering more than 1000 styles from Rs 69 to Rs 699. The product
range is trendy with integrated design & colour palette of the season and at the same time appeal
to the local sensibilities through appropriate styling. Easybuy also ensures quality at par to
international standards given strong sourcing expertise from Landmark group. To make this
vision a reality, Easybuy has embarked on a franchisee business model with store size of 50006000 sq. ft in high street and malls across the country. Currently, Easybuy has 64 stores across
India including 45 exclusive stores and 19 shop in shop stores at select SPAR hypermarkets.
1.7.9.i Babyshop
Babyshop is a children's retail store and the first company under Landmark Group. The company
serves 19 countries with over 235 stores, and has over 4.8 million customers. The store focuses
on children's products for ages 0 to 16 and sells major brands including Barbie, Disney, Philips
AVENT, Fischer-Price, and Ferrari. Over and above its physical stores, Babyshop also retails
around 10,000 products online through its E-commerce site, which was launched on November
24, 2016.
1.7.9.j Shoemart
It is the largest retailer of footwear and accessories in the Middle East, offering a galore of brands
and value-for-money products for men, women and children. The brand offers an extensive range
of in-house brands like Duchini, Paprika and Little Missy and leading international labels like
Ecco, Lee Cooper, Puma, Reebok and Skechers. SHOEMART’s product offering also includes
18
accessories such as belts, handbags, luggage bags, wallets, socks, purses, school bags and an
array of shoe care products.
Year of inception-1990
Origin-UAE
Stores-176
Retail space-1.4 Msq.ft
1.7.9.k Fun City
It an international chain of 'Family Entertainment Centres (FEC), is the first leisure concept of
the retail giant, the Landmark Group. It aims to bring the best of entertainment, amusement, fun
options under one roof for the entire family. Fun City offers truly world class facilities with a
value for money experience.
Fun City is presently having 16 operational outlets across India (Gurgaon, Delhi, Jaipur, Kanpur,
Jalandhar, Ludhiana, Ghaziabad, Mumbai, Pune, Hyderabad, Bangalore, Chennai, Mangalore,
Ahmedabad, and Coimbatore). Fun City also has an exclusive area demarcated for activities such
as celebrating birthday parties, small family gathering and special fun occasions.
1.7.9.l VIVA
It literally means ‘long life’, and your lifestyle gets more affordable with us. As a food discounter,
we offer a complete shopping trip with a range of products at cheaper prices. All our products
are handpicked by our experienced buyers and offered under VIVA exclusive brands. They meet
19
or exceed the national brands on taste, quality and, of course, price. More than 80% of those
products are of European Product Quality too.
Year of inception-2018
Origin-UAE
Stores-17
Retail space-122,792sq. ft
1.7.10 VISION AND MISSION
1.7.10.1 VISION
To create a truly global brand that provides growth opportunities for the company and its
employees, whilst achieving its goal of becoming the number one value fashion retailer across
the Middle East and India"
1.7.10.2 MISSION STATEMENT VALUES

Be a market leader in the field of value retailing.

Provide fashionable products at affordable prices.

Be innovative, cost effective and globally competitive.

Exceed our customer's expectations
1.7.11 CATEGORY OF RETAILING
Max is a fashion apparel retailing store; it provides 'fashion value retailing".

Max retails private label clothing for men, women and children as well as footwear and
home.

Max store promises to be a one-stop shop for latest fashion buys at pocket- friendly prices
ranging between Rs.199-599.

A good shopping experience with fashionable products at great value is an assurance that
translates into making customers "Look good, Feel good" with Max.
20
CHAPTER 2
2.1 REVIEW OF LITERATURE
Krishan Kumar Joshi, Dr Sachin Gupta (2018)
Shopping centers have become a center of convergence providing an opportunity to shop,
entertain, relax and socialize. The quantum of foot traffic to the mall indicates the preference of
the customers to visit a specific mall as the customers believe that their interests will be best met
there in terms of ambiance, shopping, facilities and convenience. Though, footfalls indicate
preference but it does not anyway relate to actual conversions because there are many other
parameters that influence their buying decision. On the other hand, presence of diverse categories
inside the mall helps in their decision to buy as the customers want multiple engagements for his
family besides shopping at one place. This study aims to find which impacts more footfalls or
presence of category mix on the performance of the mall.
Pauwels & Neslin (2018) examined sales data from one multi-channel retailer and demonstrate
that such offline strategies lead to an increase in purchase frequency because of the “availability
effect”. Footfall is still therefore drawn to the high streets and is in turn attracting new retailers
who can embrace the new technologies.
Agarwal, (2017)
The study stated that malls are reinventing themselves to offer larger food and entertainment
zones and reducing the size of department stores and electronic retail stores to bring in
international brands and increase consumer footfalls.
Nitin Bhardwaj (2017) This study aims to ascertain the importance and role played by
Traditional 4Ps and Service Industry specific additional 3Ps of Marketing Mix in enhancing
customer footfall and thus ensuring retention of the existing customers. The present study is an
attempt to highlight the marketing strategies directed towards the acquisition and retention of
customer in organised retail food sector. The proposed study will also analyse the role played by
7Ps with reference to the expectations of the customers, its effect on the customer mind frame
and loyalty towards its bank.
Streak, (2016)
The author observed that New design elements need to be incorporated which improves
customer’s experiences inside the common areas, use of digital technologies, visual
merchandizing, convenience of customers need to be focused, Cinema, Food & Beverage
category should be well represented that helps in engaging the customers.
21
subhashree Natarajan(2016)
The methodology adopted includes Catchment analysis of customers reinforce the right choice
of stores based on customer location, flow and the customized store promotion strategies
designed based on the store choice behaviour of customers. The Catchment Analysis is expected
to theoretically eliminate the difference in ‘between the store-promotions’
Dr Mamta Mohan, Kavita Tandon (2015) The purpose of this study is to analyse the behaviour
of mall shoppers that will drive footfalls in the malls. Like any other business thorough
understanding of consumer is must, it is important to understand the consumer and shoppers
profile in the catchment area, before leasing out space to anchor tenants in Malls
Bera & Valsan (2015)
The author suggested that the developers need to make the spaces more vibrant by bringing
leisure to shopping and develop more quality spaces. Brands do not prefer sub-optimal design
and low footfalls. Focus on differentiators.
Deciding on the assortment in retailing is an extremely difficult task as the consumer preferences
and perceptions are ever evolving, there are also some constraints at the retailer’s end which
poses a great difficulty for assortment. Assortment plays a fundamental role from the consumer’s
perspective for a store choice (Ishita & Suhsma, 2015).
Pauwels & Neslin (2015) examined sales data from one multi-channel retailer and demonstrate
that such offline strategies lead to an increase in purchase frequency because of the “availability
effect”. Footfall is still therefore drawn to the high streets and is in turn attracting new retailers
who can embrace the new technologies.
Choudhury, Alam & Islam, (2014) observed that incorporation of Entertainment & Food
Facilities, Maintenance of Service quality and providing Facilities to Socialize are the factors
that affect customer’s attitude towards a Mall.
Reimers and Chao, (2014) found that time convenience, spatial convenience, access
convenience and parking convenience all influence perceptions of the overall convenience of a
strip and for shopping to be considered “fun”, a shopping strip must offer extended trading hours,
one-stop shopping and a compact, dedicated retail environment.
Earlier studies have shown that atmospheric design of a retail store has the significant impact on
consumer behavior (Priyanka et al., 2014). Store atmospherics influences cheerfulness, pleasure
level, and mood in the store which in turn has a positive impact on consumer buying behavior
(Sabrina, 2014)
Khong and Ong, (2014) found that Shopper’s exhibit patronage loyalty when they see the malls
favourably based on the style, variety and quality of their products and services.
22
Vashisht, Wadhwa and Uppal, (2014) stated consumers prefer to buy from a place where the
accessibility is higher and where they can buy everything under one roof.
Wrigley and Lambini (2014) found from a large national study that shaped by routine,
consumer purchasing is moving back into town but is becoming convenience driven. Pure-play
online and catalogue retailers are also moving onto the high streets to access new consumer
purchase occasions with some effect.
23
CHAPTER 3
3.1 RESEARCH METHODOLOGY
3.1.1 INTRODUCTION
Research is the process of systematic and in-depth study or search for any particular topic,
subject or area of investigation, backed by collection, compilation, presentation and
interpretation of relevant details or data. Research methodology is a way to systematically solve
the research problem. It may be understood as a science of studying how research is done
scientifically.
Research may develop hypothesis and test it. In it we study the various steps that are generally
adopted by the researcher in studying his research problem along with the logic behind them.
Research must be based on fact observable data forms a sound basis for research inductive
investigation lead better support to research finding for analysing facts a scientific methodology
of analysis must be developed and result interpreted logically.
It is necessary for the researcher to know not only the research method or techniques but also the
methodology. Thus, when we talk of research methodology we not only talk of the research
methods but also consider the logic behind the methods we use in the context of our research
study and explain why we are using a particular method or technique and why we are not using
others so that research results are capable of being evaluated either by the researcher himself or
by others.
Research problems would result in certain conclusions by means of logical analysis which the
decision-maker may use for his action or solution.
3.1.2 RESEARCH DESIGN
Research design is a framework or blueprint for conducting the marketing research project. It
details the procedures necessary for obtaining the information needed to structure or solve
marketing research problems.
3.2 TYPE OF RESEARCH DESIGN
The type of research design used in this study is the descriptive research. The main characteristics
of this method is that the researcher has no control over the variables and the researcher can only
report what has happened or what is happening. This study which concentrates mainly on
24
increasing footfalls of the max fashion and it has been undertaken based on the opinions of the
consumers. Hence, this research study is categorized as Descriptive Research Method.
3.2.1 QUESTIONNAIRE
A questionnaire is defined as a research instrument that consists a set of questions or other types
of prompts that aims to collect information from a respondent.
3.2.2 TYPES OF QUESTIONS
3.2.2.a Open ended question
Open ended questions are the type of question used to get suggestion from the respondent in
order to give feed back to the organization.
3.2.2.b Close ended question
Close ended questions are the type of questions with a clear declined se of alternatives that
confine the respondents to choose one of them.
3.2.2.c Multiple choice question
It consists of multiple choices in which the respondents. can choose more than one Likert scale
It uses 5 point or 7-point scale to elicit respondent’s favour or unfavour towards all object.
3.2.2.d Dichotomous question
It consists of two choices of answers in which the respondent has to choose one of them.
3.2.2.e Ranking
In ranking, questions will have the ranking skill, which the respondents are free to rank them
according to their preference.
3.3 SAMPLING
In statistics, a sample is a subset of a population. Typically, the population is very large, making
a census or a complete enumeration of all the values in the population impractical or impossible.
The sample represents a subset of manageable size Samples are collected and statistics are
calculated from the samples so that one can make inferences or extrapolations from the sample
to the population. This process of collecting information from a sample is referred to as sampling.
3.3.1 Sampling method
The type of sampling method used in this research method is simple random sampling. Simple
random sampling is the most straightforward approach for getting a random sample. It involves
picking a desired sample size and selecting observations from a population in such a way that
each observation has an equal chance of selection until the desired sample size is achieved.
25
3.3.2 Sample unit
Customers of the MAX FASHION with respect to selaiyur and perungudi branch, represents
the sample unit.
3.3.3 Size of sample
The sample size of the study is 109
3.4 DATA COLLECTION
The data collection is the combination of both primary and secondary data.
3.4.1 Method of data collection
This study is a research which utilizes interrogation and observation method for data collection.
Secondary data was obtained from intensive analysis & observation. The primary data are those,
which are collected afresh and for the first time, and thus happen to be original in character. The
secondary data, on the other hand, are those which have already been collected by someone else
and which have already been passed through the statistical process.
3.4.2 Primary Data
The primary data collected from the customers of MAX FASHION with respect to selaiyur and
perungudi branch through survey. Questionnaire is used for the survey.
3.4.2.a Collection of Primary Data

Personal interaction with company guide.

Discussion with other Max fashion officials.

Questionnaire Surveys and suggestions
3.4.3 Secondary Data:
The secondary data is collected from the internal records of the company, Books, Journals and
website.
3.4.4 Geographical area
Sampling units were taken from customers at Max Fashion with respect to Selaiyur and
Perungudi branch.
3.4.5 Sampling Procedures
Selected for this study in area sampling /cluster sampling.
Convenience sampling techniques were used for the study.
26
3.5 RESEARCH INSTRUMENT
3.5.1 STATISTICAL TOOLS USED
The commonly used statistical tools for analysis of collected data are:
1. Simple Percentage analysis
2. Chi-square Analysis
3. Correlation
4. Regression
3.5.1.a SIMPLE PERCENTAGE ANALYSIS
This method is used to compare two or more series of data, to describe the relationship or
the distribution of two or more series of data. Percentage analysis test is done to find out the
percentage of the response of the respondent. In this tool various percentage are identified in the
analysis and they are presented by the way of Bar Diagrams in order to have better understanding
of the analysis.
No. of respondents
Simple percentage =
……………………………… X 100
Total No. of respondents
3.5.1.b CHI- SQUARE ANALYSIS
Chi-square was done to find out one-way analysis between socio demographic variable
and various dimensions of the program
(O – E)2
ᵡ2
=
E
where
O – Observed value
E – Expected value
In general, the expected frequency for any call can be calculated from the following equation.
E = RT × CT / N
The calculated value of chi-square is compared with the table value of ᵡ2 given degrees of
freedom of a certain specified level of significance. It at the stated level of the calculated value
27
of ᵡ2 the difference between theory and observation is considered to be significant. Otherwise it
is in significant.
3.5.1.c CORRELATION
Correlation is computed into what is known as the correlation efficient, which ranges
between -1 to +1. Perfect positive correlation (a correlation co-efficient of +1) implies that as
one security moves, either up or down, the other security will move in lockstep, in the same
direction.
𝑟=
∑ XY
√(∑ X 2 ) (∑ 𝑌 2 )
3.5.1.d REGRESSION
Regression analysis is a set of statistical methods used for the estimation of relationships between
a dependent variable and one or more independent variables. It can be utilized to assess the
strength of the relationship between variables and for modeling the future relationship between
them.
Regression Analysis – Simple linear regression
Simple linear regression is a model that assesses the relationship between a dependent variable
and an independent variable.
The simple linear model is expressed using the following equation:
Y = a + bX + ϵ
Where:
Y – dependent variable
X – independent (explanatory) variable
a – intercept
b – slope
ϵ – residual (error)
28
CHAPTER IV
DATA ANALYSIS & INTERPRETATION
TABLE 4.1: GENDER
NUMBER OF
RESPONDENTS
PERCENTAGE
(%)
Male
44
40.4
Female
65
59.6
Total
109
100.0
PARTICULARS
INTERPRETATION:
From the above table ,60% of the respondents are female and the remaining 40% of the
respondents are male.
CHART 4.1: GENDER
29
TABLE 4.2: AGE
PARTICULARS
NUMBER OF
RESPONDENTS
PERCENTAGE
(%)
Below 25 years
51
46.8
26 to 30 years
37
33.9
30 to 35yrs
21
19.3
Total
109
100.0
INTERPRETATION:
From the above table,47% of the respondents are below 25 Years age group people, 33% of the
respondents are 26-30 Years age group people, 20% of the respondents are 30-35 Years age
group people.
CHART 4.2: AGE
30
TABLE 4.3: HOW OFTEN DO RESPONDENT VISITS MAX FASHION IN A MONTH
NUMBER OF
RESPONDENTS
PERCENTAGE
(%)
Once
Twice
Thrice
61
27
17
56.0
24.8
15.6
Others
Total
4
109
3.7
100.0
PARTICULARS
INTERPRETATION:
From the above table, 56% of respondents visits Max Fashion once in a month,25% of
respondents visits max fashion twice in a month,16% of respondents visits max fashion thrice in
a month,4% respondents visits max fashion more than thrice in a month.
CHART 4.3: HOW OFTEN DO RESPONDENT VISITS MAX FASHION IN A MONTH
31
TABLE 4.4: WHAT DO RESPONDENT PREFER FROM MAX FASHION
NUMBER OF
RESPONDENTS
PERCENTAGE
(%)
Men’s wear
22
20.2
Women’s wear
45
41.3
Kid’s wear
42
38.5
Total
109
100.0
PARTICULARS
INTERPRETATION:
From the above table,20% of respondents prefer Men’s wear from Max Fashion, 41% of
respondents prefer Women’s wear from Max Fashion,39% Number of respondents prefer kid’s
wear from Max Fashion.
CHART 4.4: WHAT DO RESPONDENT PREFER FROM MAX FASHION
Prefer from Max Fashion
32
TABLE 4.5: DO RESPONDENT KNOW ABOUT THE SEASONAL OFFERS OF MAX
FASHION
PARTICULARS
NUMBER OF PERCENTAGE (%)
RESPONDENTS
Yes
47
43.1
No
62
56.9
Total
109
100.0
INTERPRETATION:
From the above table,43% Number of respondents knows the seasonal offers of Max Fashion,
60% number of respondents does not know about seasonal offers of Max Fashion.
CHART 4.5: DO RESPONDENT KNOW ABOUT THE SEASONAL OFFERS OF MAX
FASHION
33
TABLE 4.6: HOW DID RESPONDENT KNOW ABOUT THE SEASONAL OFFER AT
MAX FASHION
PARTICULARS
NUMBER OF
RESPONDENTS
PERCENTAGE (%)
9
5
8.3
4.6
42
27
24
2
109
38.5
24.8
22.0
1.8
100.0
Newspaper
Tv advertisement
Hoarding
Local walking
Word of mouth
Others
Total
INTERPRETATION:
From the above table,8% of respondents know the seasonal offers by newspaper,5% of
respondents know the seasonal offers by Tv advertisement, 39% of respondents know the
seasonal offers by Hoarding, 25% of respondents know the seasonal offers by Local walking,
22% of respondents know the seasonal offers by Word of mouth, 2% of respondents know the
seasonal offers through others (Mail).
CHART 4.6: HOW DID RESPONDENT KNOW ABOUT THE SEASONAL OFFER AT
MAX FASHION
How people knows the seasonal offer in Max fashion
34
TABLE 4.7: DO RESPONDENT THINK THAT THE ADVERTISEMENT OF MAX
FASHION’S IS ATTRACTIVE AND INFORMATIVE
NUMBER OF
RESPONDENTS
PERCENTAGE
(%)
Yes
34
31.2
No
60
55.0
Haven't seen the
advertisement
15
13.8
Total
109
100.0
PARTICULARS
INTERPRETATION:
From the above table, 34% of respondents thought that the advertisement is attractive and
informative, 55% of respondents thought that the advertisement is not attractive and not
informative,14% of respondents haven't seen the advertisement.
CHART 4.7: DO RESPONDENT THINK THAT THE ADVERTISEMENT OF MAX
FASHION’S IS ATTRACTIVE AND INFORMATIVE
35
TABLE 4.8: WERE RESPONDENT MADE TO FEEL WELCOME DURING YOUR
VISIT
NUMBER OF
RESPONDENTS
PERCENTAGE (%)
Yes
88
80.7
No
21
19.3
Total
109
100.0
PARTICULARS
INTERPRETATION:
From the above table, 81% of respondents were felt welcome during the visit at Max Fashion,
19% of respondents were not felt during the visit at Max Fashion.
CHART 4.8: WERE RESPONDENT MADE TO FEEL WELCOME DURING YOUR
VISIT
36
TABLE 4.9: IS MAX FASHION’S OPENING HOURS APPROPRIATE FOR
RESPONDENT NEEDS
NUMBER OF
RESPONDENTS
PERCENTAGE (%)
Yes
93
85.3
No
16
14.7
Total
109
100.0
PARTICULARS
INTERPRETATION:
From the above table, Max fashion’s opening hours appropriate for 85% of respondents, Max
fashion’s opening hours wasn’t appropriate for 15% of respondents.
CHART 4.9: IS MAX FASHION’S OPENING HOURS APPROPRIATE FOT
RESPONDENT NEEDS
37
TABLE 4.10: HOW WELL STOCKED DO RESPONDENT THINK MAX FASHION
STORE IS
NUMBER OF
RESPONDENTS
PERCENTAGE
(%)
Extremely well stocked
30
27.5
Good stocked
63
57.8
Poorly stocked
16
14.7
Total
109
100.0
PARTICULARS
INTERPRETATION:
From the above table, 28% of respondents thought that the Max fashion store is extremely well
stocked, 58% of respondents thought that the Max fashion store is good stocked, 15% of
respondents thought that the Max fashion store is poorly stocked.
CHART 4.10: HOW WELL STOCKED DO RESPONDENT THINK MAX FASHION
STORE IS
38
TABLE 4.11: IS MAX FASHION STORE ACCESSIBLE, WERE RESPONDENT BLE
TO GO WHERE YOU WANTED TO
NUMBER OF
RESPONDENTS
PERCENTAGE (%)
Totally
77
70.6
Poorly
32
29.4
Total
109
100.0
PARTICULARS
INTERPRETATION:
From the above table, 70% of respondents felt that the max fashion store is totally accessible,
29% of respondents felt that the max fashion store is poorly accessible.
CHART 4.11: IS MAX FASHION STORE ACCESSIBLE, WERE RESPONDENT ABLE
TO GO WHERE YOU WANTED TO
39
TABLE 4.12: HOW SATISFIED WERE RESPONDENT WITH THE PRODUCT
INFORMATION PROVIDED FROM MAX FASHION’S WEBSITE
NUMBER OF
RESPONDENTS
PERCENTAGE
(%)
Very satisfied
41
37.6
Satisfied
45
41.3
Neutral
20
18.3
Dissatisfied
3
2.8
Total
109
100.0
PARTICULARS
INTERPRETATION:
From the above table, 38% of respondents were very satisfied with the product information
provided from max fashion’s website, 41% of respondents were satisfied with the product
information provided from max fashion’s website, 18% of respondents were neutral with the
product information provided from max fashion’s website, 3% of respondents were dissatisfied
with the product information provided from max fashion’s website.
CHART 4.12: HOW SATISFIED WERE RESPONDENT WITH THE PRODUCT
INFORMATION PROVIDED FROM MAX FASHION’S WEBSITE
40
TABLE 4.13: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECTIVE PRICING ON A 1 -7 SCALE
NUMBER OF
RESPONDENTS
PERCENTAGE (%)
1
12
11.0
3
21
19.3
4
35
32.1
5
18
16.5
6
17
15.6
7
6
5.5
109
100.0
PARTICULARS
Total
INTERPRETATION:
From the above table, 11% of respondents were least satisfied with the pricing, 19% of
respondents were scaled 3 for the pricing, 32% of respondents were scaled 4 for the pricing, 17%
of respondents were scaled 5 for the pricing, 16% of respondents were scaled 6 for the pricing,
6% of respondents were most satisfied with the pricing.
CHART 4.13: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO PRICING ON A 1 -7 SCALE
41
TABLE 4.14: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO QUALITY OF PRODUCT ON A 1 -7 SCALE
NUMBER OF
RESPONDENTS
PERCENTAGE (%)
1
3
2.8
2
9
8.3
3
17
15.6
4
45
41.3
5
23
21.1
6
10
9.2
7
2
1.8
109
100.0
PARTICULARS
Total
INTERPRETATION:
From the above table, 3% of respondents were least satisfied with the Quality of product, 8% of
respondents were scaled 2 for the Quality of product, 16% of respondents were scaled 3 for the
Quality of product, 41% of respondents were scaled 4 for the Quality of product, 21% of
respondents were scaled 5 for the Quality of product, 9% of respondents were scaled 6 for the
Quality of product 2% of respondents were most satisfied with the Quality of product.
CHART 4.14: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO QUALITY OF PRODUCT ON A 1 -7 SCALE
42
TABLE 4.15: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO QUALITY OF SERVICE PROVIDED BY EMPLOYEES ON A 1 -7
SCALE
NUMBER OF
RESPONDENTS
PERCENTAGE (%)
1
3
2.8
2
3
4
5
14
14
27
31
12.8
12.8
24.8
28.4
6
7
Total
19
1
109
17.4
.9
100.0
PARTICULARS
INTERPRETATION:
From the above table, 3% of respondents were least satisfied with the quality of service provided
by employees, 13% of respondents were scaled 2 for the quality of service provided by
employees, 13% of respondents were scaled 3 for the quality of service provided by employees,
25% of respondents were scaled 4 for the quality of service provided by employees, 28% of
respondents were scaled 5 for the quality of service provided by employees, 17% of respondents
were scaled 6 for the quality of service provided by employees, 1% of respondents were most
satisfied with the quality of service provided by employees.
CHART 4.15: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO QUALITY OF SERVICE PROVIDED BY EMPLOYEES ON A 1 -7
SCALE
43
TABLE 4.16: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO OFFERS AVAILABLE ON A 1 -7 SCALE
NUMBER OF
RESPONDENTS
PERCENTAGE (%)
1
2
3
3
18
20
2.8
16.5
18.3
4
5
6
7
28
19
19
2
25.7
17.4
17.4
1.8
Total
109
100.0
PARTICULARS
INTERPRETATION:
From the above table, 3% of respondents were least satisfied with the offers available, 17% of
respondents were scaled 2 with the offers available, 18% of respondents were scaled 3 for the
offers available, 26% of respondents were scaled 4 for the offers available, 17% of respondents
were scaled 5 for the offers available, 17% of respondents were scaled 6 for the offers available,
2% of respondents were most satisfied with the offers available.
CHART 4.16: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO OFFERS AVAILABLE ON A 1 -7 SCALE
Variety of offers available
44
TABLE 4.17: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO CONVENIENCE WHILE SHOPPING ON A 1 -7 SCALE
NUMBER OF
RESPONDENTS
PERCENTAGE (%)
1
3
2.8
2
19
17.4
3
39
35.8
4
31
28.4
5
7
6.4
6
6
5.5
7
4
3.7
109
100.0
PARTICULARS
Total
INTERPRETATION:
From the above table, 3% of respondents were least satisfied with the convenience while
shopping, 17% of respondents were scaled 2 for the convenience while shopping, 36% of
respondents were scaled 3 for the convenience while shopping, 28% of respondents were scaled
4 for the convenience while shopping, 6% of respondents were scaled 5 for the convenience
while shopping, 6% of respondents were scaled 6 for the convenience while shopping, 4% of
respondents were most satisfied with the convenience while shopping.
CHART 4.17: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO CONVENIENCE WHILE SHOPPING ON A 1 -7 SCALE
45
TABLE 4.18: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO AMBIENCE ON A 1 -7 SCALE
NUMBER OF
RESPONDENTS
PERCENTAGE (%)
1
2
1.8
2
9
8.3
3
21
19.3
4
29
26.6
5
30
27.5
6
16
14.7
7
2
1.8
109
100.0
PARTICULARS
Total
INTERPRETATION:
From the above table, 2% of respondents were least satisfied with the ambience of Max Fashion,
8% of respondents were scaled 2 for the ambience of Max Fashion, 19% of respondents were
scaled 3 for the ambience of Max Fashion, 27% of respondents were scaled 4 for the ambience
of Max Fashion, 28% of respondents were scaled 5 for the ambience of Max Fashion, 15% of
respondents were scaled 6 for the ambience of Max Fashion, 2% of respondents were most
satisfied with the ambience of Max Fashion.
CHART 4.18: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO CONVENIENCE WHILE SHOPPING ON A 1 -7 SCALE
46
TABLE 4.19: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO PARKING SPACE ON A 1 -7 SCALE
NUMBER OF
RESPONDENTS
PERCENTAGE (%)
1
18
16.5
2
12
11.0
3
8
7.3
4
33
30.3
5
23
21.1
6
13
11.9
7
2
1.8
109
100.0
PARTICULARS
Total
INTERPRETATION:
From the above table, 17% of respondents were least satisfied with the parking space at Max
Fashion, 11% of respondents were scaled 2 for the parking space at Max Fashion, 7% of
respondents were scaled 3 for the parking space at Max Fashion, 30% of respondents were scaled
4 for the parking space at Max Fashion, 21% of respondents were scaled 5 for the ambience of
parking space at Max Fashion, 20% of respondents were scaled 6 for the parking space at Max
Fashion, 2% of respondents were most satisfied with the parking space at Max Fashion.
CHART 4.19: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO PARKING SPACE AT MAX FASHION ON A 1 -7 SCALE
47
TABLE 4.20: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO OVERALL SHOPPING EXPERIENCE ON A 1 -7 SCALE
PARTICULARS
NUMBER OF
PERCENTAGE (%)
RESPONDENTS
1
5
4.6
2
6
5.5
3
8
7.3
4
34
31.2
5
34
31.2
6
20
18.3
7
2
1.8
109
100.0
Total
INTERPRETATION:
From the above table, 5% of respondents were least satisfied with the overall shopping
experience at Max Fashion, 6% of respondents were scaled 2 for the shopping experience at
Max Fashion, 7% of respondents were scaled 3 for the shopping experience at Max Fashion,
31% of respondents were scaled 4 for the shopping experience at Max Fashion, 31% of
respondents were scaled 5 for the shopping experience at Max Fashion, 18% of respondents
were scaled 6 for the shopping experience at Max Fashion, 2% of respondents were most satisfied
with the overall shopping experience at Max Fashion.
CHART 4.20: RESPONDENT SATISFATION LEVEL OF MAX FASHION WITH
RESPECT TO OVERALL SHOPPING EXPERIENCE ON A 1 -7 SCALE
48
TABLE 4.21: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO RECOMMENDING TO OTHERS ON A 1 -7 SCALE
PARTICULARS
NUMBER OF
PERCENTAGE (%)
RESPONDENTS
1
3
2.8
2
9
8.3
3
26
23.9
4
27
24.8
5
33
30.3
6
10
9.2
7
1
.9
Total
109
100.0
INTERPRETATION:
From the above table, 3% of respondents were least satisfied with recommending to others, 8%
of respondents were scaled 2 for recommending to others,24% of respondents were scaled 3 for
recommending to others, 25% of respondents were scaled 4 for recommending to others, 30% of
respondents were scaled 5 for recommending to others, 9% of respondents were scaled 6 for
recommending to others, 1% of respondents were most satisfied with recommending to others
about Max fashion.
CHART 4.21: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO OVERALL SHOPPING EXPERIENCE ON A 1 -7 SCALE
49
TABLE 4.22: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO HOW EASY TO FIND THE PRODUCTS ON MAX FASHION WEBSITE
ON A 1 -7 SCALE
PARTICULARS
NUMBER OF
RESPONDENTS
PERCENTAGE (%)
1
5
4.6
2
18
16.5
3
11
10.1
4
39
35.8
5
29
26.6
6
3
2.8
7
4
3.7
Total
109
100.0
INTERPRETATION:
From the above table, 5% of respondents were least satisfied with finding products on Max
Fashion website, 17% of respondents were scaled 2 for finding products on Max Fashion
website,10% of respondents were scaled 3 for finding products on Max Fashion website, 36% of
respondents were scaled 4 for finding products on Max Fashion website, 27% of respondents
were scaled 5 for finding products on Max Fashion website, 3% of respondents were scaled 6
for finding products on Max Fashion website, 4% of respondents were most satisfied with finding
products on Max Fashion website.
CHART 4.22: RESPONDENT SATISFACTION LEVEL OF MAX FASHION WITH
RESPECT TO HOW EASY TO FIND THE PRODUCTS ON MAX FASHION WEBSITE
ON A 1 -7 SCALE
50
TABLE 4.23: ANY OTHER RETAIL OUTLETS RESPONDENT PREFER TO BUY
PARTICULARS
NUMBER OF
RESPONDENTS
PERCENTAGE (%)
Trends
46
42.2
Pantaloons
37
33.9
Unlimited
26
23.9
Total
109
100.0
INTERPRETATION:
From the above table,42% of respondents were prefer to buy at Trends,34% of respondents were
prefer to buy at Pantaloons,24% of respondents were prefer to buy at unlimited.
CHART 4.23: ANY OTHER RETAIL OUTLETS RESPONDENT PREFER TO BUY
51
TABLE 4.24: LOCATION OF CUSTOMER
PARTICULARS
NUMBER OF
RESPONDENTS
PERCENTAGE
(%)
Thiruvanmaiyur
20
18.3
kanthachavadi
13
11.9
Perungudi
32
29.4
sozhinganallur
6
5.5
selaiyur
15
13.8
sembakkam
8
7.3
MCC
9
8.3
Thoraippakam
5
4.6
kamarajapuram
1
.9
109
100.0
Total
INTERPRETATION:
From the above table,18% of respondents were from the thiruvanmaiyur,20% of respondents
were from the kanthachavadi,29% of respondents were from the perungudi,6% of respondents
were from the sozhinganallur, 14% of respondents were from the selaiyur,7 % of respondents
were from the sembakkam, 8% of respondents were from the MCC,5% of respondents were from
the Thoraippakam,1% of respondents were from the kamarajapuram.
CHART 4.24: LOCATION OF CUSTOMER
52
CHI SQUARE METHOD BETWEEN CUSTOMER SATISFACTION
AIM: To test the significant association between the customer satisfaction.
NULL HYPOTHESIS: There is no significant association between customer
satisfaction.
ALTERNATIVE HYPOTHESEIS: There is significant association between the customer
satisfaction.
CALCULATION:
TABLE 4.25
CROSS TABULATION
How seasonal offers known by customers
Feel Welcome during visit
Total
Newspaper
Yes
9
No
0
9
Tv advertisement
Hoarding
Local walking
Word of mouth
Others
Total
5
42
27
22
0
105
0
0
0
2
2
4
5
42
27
24
2
109
Chi-Square Tests
Value
df
Asymp. Sig. (2-sided)
Pearson Chi-Square
Likelihood Ratio
57.138a
20.524
5
5
.000
.001
Linear-by-Linear Association
11.491
1
.001
N of Valid Cases
109
a. 8 cells (66.7%) have expected count less than 5. The minimum expected count is .07.
INTERPRETATION:
From the table 4.25 shows that the significant level is lesser than .005.Hence the null
hypothesis is rejected and the alternative hypothesis is accepted at 95% confidence level.
Therefore, there is significant association between the customer satisfaction.
53
CORRELATIONS METHOD BETWEEN THE
CUSTOMER
BEHAVIOUR
AIM: To test the significant association between the customer behaviour
NULL HYPOTHESIS: There is no significant association between the customer
behaviour
ALTERNATIVE HYPOTHESEIS: There is significant association between the
customer behaviour.
CALCULATION:
TABLE 4.26
Correlations
People Know
about offers or not
Advertisement is
attractive or not
1
.735**
Pearson Correlation
People Know about
offers or not
Advertisement is
attractive or not
Sig. (2-tailed)
.000
N
109
109
Pearson Correlation
.735**
1
Sig. (2-tailed)
.000
N
109
109
**. Correlation is significant at the 0.01 level (2-tailed).
INTERPRETATION:
From the table 4.26 shows that the significant level is lesser than .005.Hence the null
hypothesis is rejected and the alternative hypothesis is accepted at 95% confidence level.
Therefore, there is significant association between the customer behaviour.
54
REGRESSION
METHOD
BETWEEN
THE
CUSTOMER
EXPERIENCE
AIM: To test the significant association between the customer experience
NULL HYPOTHESIS: There is no significant association between customer
experience.
ALTERNATIVE HYPOTHESEIS: There is significant association between the
customer experience.
CALCULATION:
TABLE 4.27
Model
1
Regression
Sum
Squares
49.570
of df
Mean Square F
Sig.
1
49.570
.000b
Residual
25.182
107
.235
Total
74.752
108
210.629
a. Dependent Variable: visits Max Fashion in a month
b. Predictors: (Constant), Recommending to others.
Model
(Constant)
Unstandardized
Coefficients
B
-.518
Standardiz
t
ed
Coefficient
s
Std. Error
Beta
.157
-3.307
1
Recommending to
.539
.037
others
a. Dependent Variable: Visit Max fashion
.814
14.513
Sig.
.001
.000
INTERPRETATION:
From the table 4.27 shows that the significant level is lesser than .005.Hence the null
hypothesis is rejected and the alternative hypothesis is accepted at 95% confidence level.
Therefore, there is significant association between the customer experience.
55
CHAPTER V
FINDINGS, SUGGESTION AND CONCLUSION
5.1 FINDINGS:
According to the analysis and the discussions listed in the previous chapters, the findings
of the research are listed in this chapter. The aim of the study is to increase customer
footfall at Max Fashion with respect to selaiyur and perungudi branch. The major findings
are:

The maximum (60%)of the respondents are female in the customer survey and the
remaining 40% of the respondents are male in the customer survey at Max Fashion.

The maximum (47%) of the respondents are below 25 Years age group people in the
customer survey at Max Fashion.

The maximum (56%) of respondents visits Max Fashion once in a month.

The maximum (41%) of respondents prefer Women’s wear from Max Fashion.

The maximum (60%) number of respondents does not know about seasonal offers of
Max Fashion.

The maximum (39%) of respondents know the seasonal offers by Hoarding.

The maximum (55%) of respondents thought that the advertisement is not attractive.

The maximum (81%) of respondents were felt welcome during the visit at Max
Fashion.

Max fashion’s opening hours appropriate for 85% of respondents.

The maximum (58%) of respondents thought that the Max fashion store is good
stocked.

The maximum (70%) of respondents felt that the max fashion store is totally
accessible.

The maximum (41%) of respondents were satisfied with the product information
provided from Max fashion’s website.

The maximum (32%) of respondents were scaled neutral for the pricing at Max
fashion.

The maximum (41%) of respondents were scaled neutral for the Quality of product at
Max fashion.

The maximum (28%) of respondents were scaled more than neutral for the quality of
service provided by employees at Max fashion.
56

The maximum (26%) of respondents were scaled neutral for the offers available at
Max fashion.

The maximum (36%) of respondents were scaled neutral for the convenience while
shopping at Max fashion.

The maximum (28%) of respondents were scaled more than neutral for the ambience
of Max Fashion.

The maximum (31%) of respondents were scaled more than neutral for the shopping
experience at Max Fashion.

The maximum (30%) of respondents were scaled more than neutral for recommending
to others about Max fashion.

The maximum (36%) of respondents were scaled neutral for finding products on Max
Fashion website.

The maximum (42%) of respondents were prefer to buy at Trends other than Max
fashion.

The maximum (29%) of respondents were from perungudi for kanthachavadi(OMR)
branch, the maximum (14%) of respondents were from selaiyur for selaiyur branch.

From the table 4.25 shows that the significant level is lesser than .005.Hence the null
hypothesis is rejected and the alternative hypothesis is accepted at 95% confidence
level. Therefore, there is significant association between the customer satisfaction.

From the table 4.26 shows that the significant level is lesser than .005.Hence the null
hypothesis is rejected and the alternative hypothesis is accepted at 95% confidence
level. Therefore, there is significant association between the customer behaviour.

From the table 4.27 shows that the significant level is lesser than .005.Hence the null
hypothesis is rejected and the alternative hypothesis is accepted at 95% confidence
level. Therefore, there is significant association between the customer experience.
57
5.2 SUGGESTION
India replaced China to be the most promising market for retail expansion recently. This was
supported by our expanding economy, coupled with booming consumption rates, urbanizing
population and a growing middle class.
In the context of retail, footfall is a critical metric to monitor. That's because footfall is the
measure of how many people enter your store during a chosen period. To make the venture
booming and ensure a bright future ahead, it is necessary to adopt certain steps that will ensure
that the volume of footfall ascends with time.
To the Retailer

As there are limited customers enrolled in the loyalty programme like coupons, point
system, privilege card, the BRO can innovate new loyalty programmes like discount sale,
door delivery, buy one get one offers, (Every Day Low Price) EVLP, etc., to increase the
loyalty of the existing customers and to convert potential customer to loyal customer.
There is an evidence of vivid change in trend in retailing. This can be utilised for the
customers‟ benefit, by which the market growth and development can be enhanced.

The use of technology to the fullest extent will help strengthening the retailers by
minimising the operating cost. This also improves the market communication process
between the retailers and the customers. Effective marketing channel like internet,
hoardings, SMS, EMAIL and TV will lead to the betterment of the service.

The potential customers who are in the threshold of entering the elite customer group of
BROs need to be focused by BROs taking into consideration their needs. This can be
achieved by a proper market study about the income and culture of that particular group.

The research suggested the retailer to provide efficacious training for their staff members
towards awareness of the products and services, greater customer perception to serve
them better, customer satisfying techniques and optimal problem solving methods.
The following suggestions would help to germinate suitable strategies which in turn will help to
develop the MAX FASHION by making them more competitive:
I.
The retail outlet may create a positive ambiance by providing optimised ventilation for
the consumers to enjoy their shopping.
II.
Effective product display planning can be made based on the consumer’s feedback which
improves footfall in to the retail outlet.
58
III.
Retailers should emphasis on the space allocated to different category of products based
on the priority given by the customer.
IV.
The floor employees must assist the consumers in choosing an appropriate product to
avoid frustration among the consumers.
V.
The offer label is to be displayed properly by the BROs. Though the display was there
the offer price is not updated often in the billing system which leads to confusion and
frustration for the BRO customer.
VI.
This not only puts down the loyalty of the customers but also loses the potential customer.
A good retail outlet should guide the customers who walk in.
59
5.3 CONCLUSION
The study helped to conclude that footfalls to the Max Fashion have a significant impact on the
store performance as more the customers visiting a property more will the probability of
conversion to sales. However, this doesn’t mean higher actual conversions to sales.
Shopping has become an integral part of everyone’s life. This determines the status symbol of
an individual being used as a tool to build one’s self esteem. It is very clear from the above
mentioned points with all the findings and suggestions given by the research shall be adopted by
the MAX FASHION WITH RESPECT TO SELAIYUR AND PERUNGUDI branch will
increase their volume of business, increase sales, drive profits up and also increase more traffic
to stores. This study provided the greatest opportunity for business growth and also its provided
various ideas related to customer retention.
To conclude this final project report I would like to say that this was a different experience where
I learnt how to deal with the people having different views, opinions, thoughts and attitudes. The
internship opportunity I had with MAX FASHION with respect to selaiyur and perungudi was a
great chance for learning and practical experience. Therefore, I consider myself as great that I
was provided with an opportunity to be a part of it.
60