ImbranghIndia, wasof modernmanagingwho was abusiness profession The objecgood steadin profess INDIA The uniquthrough thstates andterms of lhamlets o3,500 peopopulationwere 5,09National C

1 S. Rames2 Dipta Joshwww.ibef.or

Shiny Provision Store: Retailing Challenges in India

attin Madhavs a worried mn retail outlet

g and market-ba market resecould surviv

nal techniques

ctive of the resd, especially wional manage

ue challengeshe country’s gd seven unionifestyle, incom

or villages thaople).2 There wn of more tha

94 towns in thCouncil of A

sh Kumar, “Addrhi, “Indian Citiesrg/Archives/Ove

van Anandan, man. He had be

ts on the thobased skills inarcher. She, in

ve in an envs being applie

search study wwhen he coulement.

s in the Indiangeographic, dn territories ame, religious at numbered were eight citan one millionhe country. Ur

Applied Econo

ressing Diversitys Coming of Ageerview.aspx?cat

the owner of een running husands of smn running then turn, decidevironment thed to modern r

was to ultimad not afford t

n marketing aemographic, c

as geographicpractices andabout 638,59

ties with a popn and 33 citierban India acomic Researc

y : The Marketine,” Urban Develt_Id=584, acces

f Shiny Provishis retail outle

mall shops in e retail store aed to explore hhat was gettiretailing.

ately develop athe high inves

and retail concultural and p

c territories. Cd customs. Se96 (with onlypulation of mes with a popcounted for 6

ch (2005), 22

ng Challenge in lopment, www.ibssed on Aug 31,

sion Store in oet for several the city. He

and discussedhow a small ring increasin

a strategy to astments that m

ntext emergedpsychographicConsumer segeventy-two pey 100,000 havmore than fourpulation of m64 per cent of

million hous

India,” The Waibef.org/downloa

one of the subyears, well bewondered ab

d this with onretailer in the

ngly sophistic

assist Anandamultinationals

d from its divc diversity.1 Tgments differer cent of the pving a popular million peop

more than 500f consumptionseholds earne

all Street Journaad/URBAN_DE

burbs of Bangefore the onslbout his tradie of his custofood and gro

cated in term

an and stand hs were able to

versity as refThe country hred significanpopulation livation of moreple, 26 cities w,000 people. n. According ed about US$

al , Oct 29,2009EVELOPMENT.p

galore, laught itional omers, oceries ms of

him in make

flected had 28 ntly in ved in e than with a There to the

$5,377

pdf,

Page 2 9B10A017

per annum (US$1 = Rs45 (Indian Rupees)). Sixteen million households earn in the range of US$4,693 to $5,377 per annum. About 34 million households earned US$2,970 to $4,693 per annum. Eighty million households earned US$1,584 to $2,970 per annum and 53 million households earned less than US$1,584 per annum.3 INDIAN RETAILING SCENARIO An Historical Perspective Retailing was not a new chapter in the business history of India. The existence of trade and commerce in India could be traced back to the beginnings of India with the birth of the Indus Valley Civilization, one of the largest among the four ancient urban civilizations of Egypt, Mesopotamia, India and China. The ancient cities Harappa and Mohenjo-Daro traded cereals, vegetables, fruits, eggs, mutton, pork, pottery, cotton and woolen clothes, baked bricks, weapons, etc.4 India’s ancient scriptures, called Vedas, considered trading activity to be the pillar of society. 5 The Indian grocers (traders) were perhaps among the earliest in the world to acquire professional retailing skills.6 The following are some of the major traditional retail formats that prevailed in the country: Fairs: Fairs were annually conducted markets at one place on a specific auspicious day of the year.

They attracted thousands of people from nearby geographical areas. The retailers sold goods such as clothes, ornaments, spices, toys, sweets and other ready-to-eat foods, fruits, vegetables and even livestock (cattle, camels and goats).

Shandies: These were regularly organized weekly markets that were held on a particular day of the week. The retailers and farmers sold their goods and produced throughout the day. The pricing was not fixed and bargaining was quite common.

Village shopkeepers: These were the individual merchants who went about selling textiles, spices and ornamental items door-to-door. Such practices were prevalent in villages and semi-urban areas.

Public Distribution Shops (PDS): These shops were government-run chains of stores started under the government’s economic policy of ensuring the availability of food grains (e.g. wheat and rice), sugar, kerosene, etc. to the public at affordable prices, as well as of enhancing food security for the poor7 (456 million or about 42 per cent of the population earned about $1.25 per day8).

GROWTH OF RETAILING India, at the time of independence in 1947, was in the clutches of a vicious circle of poverty characterized by very low per capita consumption and one of the lowest income levels in the world. Retailing was focused more on basic necessities rather than luxury.9 In the 1950s, there were only 0.25 million retail

3 “The Marketing White Book 2010-2011 One Stop Guide for Marketers,” Businessworld, New Delhi, 2010, pp. 250-251 and 289-291. 4 http://india.gov.in/knowindia/ancient_history.php, accessed July 23, 2009. 5 R. K. Singh, Restrictive Trade Practices and Public Interest, Mittal Publications, pp. 16-20. 6 Gibson G. Vedamani, Retail Management: Functional Principles and Practices, Second Edition, Jaico Publishing House, Mumbai, 2004. 7 http://fcamin.nic.in/dfpd/EventListing.asp?Section=PDS&id_pk=1&ParentID=0, accessed July 24, 2009. 8 http://timesofindia.indiatimes.com/India/One-third_of_worlds_poor_in_India/articleshow/3409374.cms, accessed July 24, 2009. 9 Sengupta Anirban, “Emergence of modern Indian retail: an historical perspective,” International Journal of Retail and Distribution Management, 36:9, 2008.

Page 3 9B10A017

outlets in India.10 Even in the early 1960s, it was reported, “there is not a single supermarket in all of India.”11 In 1978, the country had just 2.335 million retail outlets stocking fast moving consumer goods (FMCGs), or 3.7 shops per 1,000 persons. In 1997, the total number of shops, at 5.13 million, translated into 5.55 shops per 1,000 persons. In 2005, retail density was 10.51 shops per 1,000 persons.12 There was about a tenfold increase in retail density as a result of the liberalization of the economy. Kirana stores were somewhat comparable to the “mom and pop” shops of the West. But given the diversity of the Indian market, it might be difficult to provide a definition that would convey a degree of standardization. A kirana store could normally range from 25 to 400 square feet, with a range of product categories associated with the daily requirements of the masses. These categories included branded or unbranded offerings like coffee, tea, biscuits, toffees, shampoos, soaps, hair oils, edible oils and small quantities of rice and wheat. Some kirana stores might also carry a few vegetables and fruits. Most of the millions of kirana shops catered to the mass market and hence carried offerings that had limited stock keeping units (SKUs). Low-priced SKUs were popular among kirana shops. Several of the kirana shops also carried unbranded offerings that might be priced 20 to 30 per cent lower than branded offerings but might be of inferior quality to branded offerings (biscuits, edible oil, rice and washing powder are a few examples). Kirana shops predominantly dealt with food and grocery merchandise. According to KPMG, the food and grocery market in India was valued at US$236 billion in 2008. It contributed about 60 per cent of retail sales in India and comprised mostly the unorganized sector.13 The Indian retailing industry was dominated by kirana stores14 and this unorganized retail trade (as distinct from modern retail) had created employment opportunities for nearly 39.5 million people, or nearly 9.2 per cent of the country’s population.15 More than 80 per cent of the retail outlets were run and managed by individuals or family members.16 Their very existence in local neighbourhoods acted as a competitive advantage. In contrast, modern retail outlets were not present in every locality of a large city. India had about 15 million kirana shops.17 In several non-urban markets of the country, the retailer had informal interactions with consumers and could even influence purchase and brand decisions. This aspect of Indian retailing culture had significant implications for the consumer’s perception of modern retailing versus kirana shops. Modern Retailing Formats In India, retail trade was primarily divided into two segments, which could be defined as follows: Modern/organized retailing: Any retail outlet chain (not a one-shop outlet/standalone) that was professionally managed and had transparency in accounting (with correct usage of MIS and accounting standards) and organized supply chain management, along with centralized quality control and sourcing, could be described as an organized retailer in India.

10 http://fcamin.nic.in/dfpd/EventListing.asp?Section=PDS&id_pk=1&ParentID=0, accessed July 24, 2009. 11 R. Westfall and H.W. Boyd, Jr., “Marketing in India,” Journal of Marketing, 25:2, 1960, pp. 11-17. 12 Singhal Arvind, “A Strong Pillar of Indian Economy,” 1999, www.ksa-technopak.com. 13 Chaterjee Purvita, “On a quest for value — food and grocery retailers take a leaf out of the Kirana model to stick it out in recessionary times,” The Hindu Business Line, July 2, 2009, p. 3. 14 N. Jones, P. Lasserre and C. Gehlen, “Mass retailing in Asia (A) — the markets,” INSEAD case study, February 2005, Paris, 5261. 15 Jayanthi Iyengar, “China, India Confront the Wal-Marts,” Asia Times Online, January 31, 2004, www.atimes.com. 16 http://fcamin.nic.in/dfpd/EventListing.asp?Section=PDS&id_pk=1&ParentID=0, accessed July 24, 2009. 17 S. Ramesh Kumar, Consumer Behaviour and Branding — Concepts, Readings and Cases, Dorling Kindersley (India) Pvt. Ltd., Pearson Education (South Asia), 2009, p. 291.

Page 4 9B10A017

Unorganized retailing: This included any retail outlet that was operated locally by a single owner or the caretaker of the shop. These outlets usually lacked technical and accounting standardization. Kirana shops fell under the category of unorganized retailing. Organized modern retailing in the country was expected to reach $30 billion by 2010, up from $14 billion.18 The following are some of the modern retail formats that were popular in the country: According to Technopack Analysis, Crisil Research,19 there were four types of modern retail formats that operated in India. Supermarkets included food and household products (for example, Food World, More and Nilgiris). Departmental stores had multiple categories usually lifestyle driven with apparel accessories predominating (for example, Lifestyle, Shoppers Stop and Westside). Hypermarkets /discount stores were large volume driven discount based stores (for example, Reliance Fresh and Big Bazar). Specialized/category killer stores had an extensive range of products under a single category (for example, Croma for household durables product categories, Vasant &Co and Vivek &Co in durable categories). In addition to these four types of retail outlets there were factory outlets in urban areas where offerings that were out of vogue were sold at discounted rates (for example, Van Heusen, Louis Philippe and Allen Solly in apparel, and Reebok and Nike in footwear). Exhibit 1 provides information on the shopping habits of Indian consumers. Exhibits 2 and 3 give an impression of the appearance of a modern retail outlet and a kirana store. KIRANA SHOPS VERSUS MODERN RETAIL OUTLETS — FOCUS OF RESEARCH STUDY The study attempted to provide conceptual insights into the comparison between shoppers in a modern retail outlet and those in a kirana outlet. The objective of the study was to highlight the importance of analyzing the retail strategies of kirana outlets. Such a perspective might also be useful to marketing managers managing modern retail outlets. The required information for the research study was collected from 100 respondents. The respondents were 50 shoppers from Reliance Fresh (a modern retail outlet) and 50 from Shiny Provision Store (a kirana store) located in BTM Layout (a locality in the city of Bangalore). Reliance Fresh’s store area was in the range of 3,000 to 3,500 square feet, while Shiny Provision Store’s area was in the range of 600 to 1,000 square feet. There were nearly 38 traditional kirana stores in the vicinity of BTM Layout and 11 were similar to Shiny Provision Store in size, SKUs and the trading of both vegetables and fruits along with groceries. Shiny Provision Store was selected for the study for the following reasons: 1. Shiny Provision Store and Reliance Fresh were located in the main area of BTM Layout and were

situated two kilometres apart (a two-kilometre vicinity was considered for this study). 2. Shiny Provision Store stocked several kinds of groceries and fast moving consumer goods. It also had

a mix of branded and unbranded offerings like a typical kirana store. 3. Shiny Provision Store carried several categories that were carried by Reliance Fresh. This ensured an

appropriate comparison between a kirana store and a modern outlet in terms of consumer choice. 4. Shiny Provision Store provided door delivery service and mobile/phone order delivery in the

neighbourhood, like a typical kirana store.

18 Guruswamy Mohan et al., “FDI in India’s Retail Sector — More Bad than Good?” Economic and Political Weekly, February 12, 2005, pp. 619-623. 19 “The Marketing White Book 2010-2011 One Stop Guide for Marketers,” Businessworld, New Delhi, 2010, p. 291.

.

Page 5 9B10A017

Some of the assumptions that were made during the study are as given below: 1. Households in the two-kilometre vicinity had more or less the same kind of demographic and lifestyle

preferences. 2. Consumer loyalty: Those consumers who had bought monthly groceries at least three times either from

a local kirana or from Reliance Fresh were termed as loyal consumers for the purpose of this study. The survey was conducted using a questionnaire with the following parts (see Exhibits 4 and 5). Section I: Retail store image carried five different sub-dimensions, namely aesthetic image (AI), product/brand image (PI), merchandising/stocks/variety (M), store service (SS) and store personnel (SP). In turn, each of these five sub-dimensions carried different questions (see Exhibit 4) that were ranked on five-point Likert scales, where higher ratings were better. Section II: The questions related to the demographics of the respondents were the focus of this section, which concerned information such as name, age, sex, marital status, family size/type, income, education and occupation details. Section III: This section carried questions on the psychographics of the respondents, which were grouped together under three sub-headings: activities (A), interests (I), and opinions (O). Exhibits 6 to 9 provide information on relevant factors associated with this study area and Reliance Fresh and Shiny Provision Store. The focus of the study was two-dimensional: 1. Several factors of retailing that contributed to retail image (a modern retail format or a traditional

kirana outlet) 2. The changing lifestyles of consumers that were reflected through activities (A), interests (I), and

opinions (O) (referred to as AIO) Exhibits 10 and 11 provide the average ratings of the retail image of Reliance Fresh and Shiny Provision Store, respectively. Exhibits 12 and 13 provide the average ratings of the psychographics (AIO) of the respondents of Reliance Fresh and Shiny Provision Store, respectively. With all the data in hand, it was now time to analyze it and provide recommendations to Anandan.

.

Page 6

Most Most Most w Most Most

be a d Most It is n

an arcards

Even betwe

Source: ObBehavior an

shop daily cook everydawould like to tare highly pricfamilies have

daily/weekly/mconsumers mot uncommon

rrangement w. Credit card pin geographi

een modern re

bservations of thnd Branding —

PHOTO

Frontage

SHOPP

ay without usintouch and feece sensitive w

e a budget formonthly budgemay alternate bn to find smallwith regard topenetration inical areas whetailing forma

he authors, whConcepts, Case

OGRAPHS O

of a kirana sto

E

PING HABITS

ng microwaveel a product bewhen it comesr spending onet. between branl kirana shop

o modern retan the country ihere modern ts and kirana

o have been pes and Reading

E

F INDIAN TR

ore

Exhibit 1

S OF INDIAN

es or storing foefore buying s to fast movinn basic neces

nded and unbowners provi

ailing may beis dismally lowretailing existshops in neig

part of the Indiags, Pearson Edu

Exhibit 2

RADITIONAL

N CONSUMER

food in refrigeit. ng consumer ssities. Given

randed offeriniding monthly e possible onw. ts, consumerghbourhoods.

an shopping conucation, 2009.

AND MODE

Frontage o

RS

erators.

goods (FMCGthe diversity

ngs in severay credit to theinly with consu

rs normally m.

ntext; S. Rame

ERN RETAILI

of a modern ret

9B10

G). of incomes, i

al categories. r consumers.umers using

mix their purc

esh Kumar, Con

NG

tail outlet

0A017

it may

Such credit

hases

nsumer

Page 7

Source: Fie

The ownerinside the s

Source: Fie

Merchandise

eld survey interv

r/shopkeeper ostore.

eld survey interv

e display at a ki

views with store

SHOPKE

of the kirana s

views with store

Exhibi

irana store

personnel.

E

EEPER TRAN

store does bus

personnel.

t 2 (continue

Mer

Exhibit 3

NSACTING W

siness with the

ed)

rchandise disp

WITH CUSTO

e consumer wit

lay in a moder

OMER

thout the cons

9B10

n retail outlet

sumer being a

0A017

llowed

Page 8 9B10A017

Exhibit 4

RETAIL IMAGE DIMENSIONS

Dimension Attributes

Aesthetic image/physical settings/display

The store has a pleasant atmosphere. The store has an attractive layout. The store has informative advertising. It is very easy to find the products in the shop. Products on the shelves are messy. The outlet has well-spaced merchandise. The outlet has exhibited good displays all over. The shop has attractive and informative displays. Shop signage is very good.

Product/brand Image The store has well-known brands. The store has low-quality products.

Merchandise/stocks/variety

The store has an unlimited selection of products. The store has both private and manufacturer brands. I get better prices by buying private label groceries. The store has exclusive product assortments.

Store personnel/service/behavior The store’s sales clerks are well-dressed. The store has knowledgeable sales clerks. The store has helpful sales clerks.

Page 9 9B10A017

Exhibit 5

PSYCHOGRAPHICS — AIO DIMENSIONS

Dimension Attributes

Activities (A)

When I shop, I tend to go with my friends.Buying vegetables is on the top list of my routine shopping activities. I prefer watching TV to going shopping.I do not mind shopping for groceries even on weekdays.I normally shop in the evening for groceries.I get opinions and information about retail outlets and prices from my friends. I do not mind skipping going to a movie for shopping.I spend a lot of time in cleaning groceries that I buy.I buy vegetables on a day-to-day basis.I feel cleaned vegetables would save me cooking time.I enjoy bargaining while shopping.Sales promotions by the retailer incent me to buy more.I always read point of purchase advertisements while shopping.I do not mind traveling a kilometre extra for shopping at my favourite grocery shop.I will save a lot of time if home delivery is provided by my retailer. Loyalty programs incent me to shop with a particular retailer.I would choose a retailer who provides clean and convenient packaging of groceries.I prefer to get fresh stocks all the time from the retailer.I prefer to get a credit facility from my favourite retailer.

Interests (I)

Shopping for me is more like entertainment amid my everyday routine. I wish I could win some prize in “event marketing,” which is conducted for shoppers while shopping in the outlet.I am excited to see the radio jockeys (RJs) and television jockeys (VJs) conducting some events in the shopping area.Friends/colleagues are the best shopping mates for me.I prefer to spend as much time as possible while shopping.Unplanned buys interest me and make me browse more.The new product arrival counter is what I always look at in the outlet. It makes me happy that my favourite retailers have started providing mobile recharge and electricity bill payment facilities. I am drawn to the retailer because he stocks ready-to-eat food.Special offers by marketers tempt me to buy more quantity.Clear sign boards make my shopping easier.Restrooms enable me to spend more time shopping.I prefer to have a lot of assistance from the sales personnel while shopping. I consider any kind of shopping as a choir (pleasing).I prefer to shop with different retailers for better offers that save me money.

Opinions (O)

I like shopping areas that have good lighting and space and a soothing environment. I look at the displays before buying new products.Seeing too many brands at the retailer confuses me.I prefer to pay with cash for my shopping activities.Stores with no availability of stocks make me seek other outlets.I shop for vegetables along with groceries.I would like to get credit card points on every shopping transaction. In-shop announcements make me buy more.The retailer should not compromise on quality of products.Checkouts without queues attract me to the retailer.I prefer the retailer whose billing does not have mistakes.I feel modern retailers offer exclusive sales promotion offers. I feel private label (retailers’ own brand) brands offer more value. I would prefer to shop with a retailer who accepts credit cards.I feel retailers cheat customers on sales promotional gifts.Shopping with familiar retailers is less time consuming.Going to a large department store is a waste of time as I do not get adequate returns.Shopping in a modern retail outlet gives me a thrill.People shopping in modern stores are high-income people.For me convenience means everything in shopping.

Page 10 9B10A017

Exhibit 6

NO. OF HOUSEHOLDS IN 2-KM VICINITY OF RELIANCE FRESH AND SHINY PROVISION STORE

Income range in INR No. of households % of households in BTM Layout<10,000 3,000 35

10,000-20,000 2,300 27 20,000-30,000 1,100 13 30,000-40,000 900 11 40,000-50,000 700 08

>50,000 500 06 Total 8,500 (34,500 voters) 100

Note: INR - Indian rupees; US$1 is approximately equal to INR48. Source: Mr. K. Devdas, Ex-Corporator, Bangalore Mahanagara Palike, Ward No. 65 (old), 136 (new), 2008.

Exhibit 7

AVERAGE MONTHLY EXPENDITURE ON GROCERIES/VEGETABLES/FRUITS

Reliance Fresh Shiny Provision StoreIncome range

in INR Average monthly expenditure on groceries/vegetables/fruits in INR per household

Average monthly expenditure on groceries/vegetables/fruits in INR per household

<10,000 2,000 2,000 10,000-20,000 3,500 3,100 20,000-30,000 4,600 3,300 30,000-40,000 4,700 3,700 40,000-50,000 5,600 4,900

>50,000 7,200 6,000 Total 27,600 23,000

Note: INR - Indian rupees; US$1 is approximately equal to INR48. Source: Field survey.

Page 11 9B10A017

Exhibit 8

CONSUMER CONSUMPTION PATTERN (BASED ON AVERAGE CONSUMPTION OF CONSUMERS)

Products

% of total consumption

Reliance Fresh Shiny Provision Store

Branded %

Unbranded/store brands %

Branded%

Unbranded/store brands %

Rice 40 100 100 Wheat 20 100 100 - Rawa 10 100 - 100 Sugar 5 100 - 100 Spices 3 - 100 - 100

Oil 5 100 100 - Poha (beaten rice) 5 - 100 - 100

Raagi 10 100 - 100 Total 100

Note: This exhibit refers to the unbranded offerings of Shiny. Unbranded offerings are those that have no identification with any brand, and are generally sold with loose packaging, meaning that they get packed as and when the consumer wants to buy them. They are very often sold in small quantities (such as 250 grams of rice, sugar or wheat). These are not consistent private labels, though some of these packs in small quantities may carry some names. Source: Field survey.

Exhibit 9

AVERAGE PERCENTAGES OF EXPENDITURE ON GROCERIES/VEGETABLES/FRUITS AS GIVEN BY THE RESPONDENTS

Outlets Reliance Fresh Shiny Provision Store

Income range in INR

Average % of monthly expenditure on groceries/vegetables/fruits out of the total retail (consumables) expenses

Average % of monthly expenditure on groceries/vegetables/fruits out of the total retail (consumables) expenses

<10,000 90 85 10,000-20,000 85 86 20,000-30,000 80 84 30,000-40,000 82 84 40,000-50,000 75 78

>50,000 80 80

Note: INR - Indian rupees; US$1 is approximately equal to INR48. As an illustration of how to read the table, in the income range INR <10,000 for Reliance Fresh, groceries, vegetables and fruits make up 90 per cent of total monthly retail expenditure. Apart from these expenses, consumers will also be spending on other retail expenses like personal care products, cosmetics and any other offerings relevant to them in a retail outlet. Source: Field survey.

Page 12 9B10A017

Exhibit 10

RELIANCE FRESH (AVERAGE RATINGS OF RETAIL IMAGE)

Income in INR

Aesthetic image

(AI)

Product/brand image

(PI)

Merchandising/ stocks/variety

(M)

Store service

(SS)

Store personnel

(SP) <10,000 4.30 4.33 4.42 4.00 3.78

10,000-20,000 3.80 3.38 3.52 3.56 3.89 20,000-30,000 3.51 3.25 3.68 3.73 3.83 30,000-40,000 3.81 3.75 3.78 3.66 3.92 40,000-50,000 3.74 3.58 3.81 3.83 3.62

>50,000 4.06 3.42 3.96 4.29 3.89 Total 3.87 3.62 3.86 3.84 3.82

Note: INR - Indian rupees; US$1 is approximately equal to INR48. Source: Field survey.

Exhibit 11

SHINY PROVISION STORE (AVERAGE RATINGS OF RETAIL IMAGE)

Income in INR

Aesthetic image

(AI)

Product/brand image

(PI)

Merchandising/ stocks/variety

(M)

Store service

(SS)

Store personnel

(SP) <10,000 3.00 4.43 3.39 3.29 3.38

10,000-20,000 3.12 4.65 3.21 3.34 3.20

20,000-30,000 2.90 4.94 2.97 2.39 3.11 30,000-40,000 2.96 4.38 3.53 3.34 3.67 40,000-50,000 3.76 4.64 3.18 3.61 3.57

>50,000 3.08 4.63 3.44 3.75 3.08 Total 3.14 4.61 3.29 3.29 3.33

Note: INR = Indian rupees; US$1 is approximately equal to INR48. Source: Field survey.

Exhibit 12

RELIANCE FRESH (AVERAGE RATINGS OF AIO) — PSYCHOGRAPHICS

Income in INR

Activities (A) Interests (I) Opinions (O)

<10,000 3.74 3.87 3.78 10,000-20,000 3.54 3.57 3.60 20,000-30,000 3.32 3.44 3.47 30,000-40,000 3.43 3.38 3.61 40,000-50,000 3.72 3.61 3.69

>50,000 3.52 3.81 3.77 Total 3.54 3.61 3.65

Note: INR - Indian rupees; US$1 is approximately equal to INR48. Source: From the field survey.

Page 13 9B10A017

Exhibit 13

SHINY PROVISION STORE (AVERAGE RATINGS OF AIO) — PSYCHOGRAPHICS

Income in INR

Activities (A) Interests (I) Opinions (O)

<10,000 3.24 2.88 3.14 10,000-20,000 3.11 3.25 3.32 20,000-30,000 2.93 3.13 2.99 30,000-40,000 3.19 3.33 3.39 40,000-50,000 3.67 3.52 3.65

>50,000 3.03 3.25 3.54 Total 3.19 3.22 3.37

Note: INR - Indian rupees; US$1 is approximately equal to INR48. Source: Field survey. Questions for Discussion: 1. Analyze the expenditure patterns of Reliance Fresh and Shiny Provision Store customers. 2. Discuss the retailing sales potential associated with the Bangalore suburb area in which the research study was undertaken. 3. Analyze the image dimensions associated with Reliance Fresh and Shiny Provision Store. 4. Analyze the psychographic ratings of consumers associated with the stores. 5. Using the answers to questions 1 to 5, what is the strategy that you recommend for Shiny Provision Store?