Big Bazar Case Study

BIG BAZAR CASE STUDY Big bazar is a wholly owned subsidiary of Pantaloons India PVT LTD and has been an extremely successful retail store from starting which resulted a rapid increase in the market share as well as profit of PRIL. Kishore Biyani, Founder of Big Bazar has deep understanding of Traditional and the cultural values of the Indian customer due to which he was able to create a market space which exactly give Indian customers the same feeling as of the Traditional retail  bazaar under one roof that too air conditioned. His vision behind opening big bazar was to capture as much share of the customer wallet as possible by retai ling everything that goes in to customer shopping basket. 

Entirely new experience that modern retailers offered, namely, décor, improved ambience, display, Product packaging, Facilities, and service. All these are expected to provide a growth rate of around 25-30% per year to the organised retail sector.

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Big Bazaar’s strategy is all about to develop a retail store that would cater to the maidservant and memsahib, so that the consumer is convinced that the store understands his or her needs like the neighbourhood retail store does.

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The stores had given extreme Positive growths just by increasing inventory levels. The  barrier was their own ability to think big.

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To persuade Indian Customers Big Bazaar incorporated elements of the bazaar experience into its stores. For example, “my shopping for food grains in local bazaar consumers usually touched products to access quality. Hence, in addition to offering pre-packaged grains big  bazaar stores what is the time to offer lose self -served grains that consumers could touch touch””.

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Conveniences of modern retail were just as important to the success of Big Bazaar as the familiarity of the bazaar environment.

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'Indian consumers love begins' hence, Big Bazaar marketing communication suggested that it provided lower prices the neighbouring stores and bazaars.

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Big Bazaar used innovative promotions to assure consumers that their prices were competitive. It also drew in consumers who had not shopped at organised retailers yet.

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Self-service Self-service stores encouraged consumers to “touch and feel” the merchandiseme rchandise- a new concept in Indian retailing.

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82 % of India’s retail India’s retail sales what made through kirana stores. The traditional outlets what is successful due to their convenient proximity to consumers' homes, low prices and a longstanding tradition of offering credit.

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The Indian consumer is not yet ready for a store with a clean, linear layout.