ITM331
Fundamentals of Retailing
Assignment - I
Assignment Code: 2015ITM331A1 Last Date of Submission: 15th April 2015
Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
Ques. 1 Explain Non store retailing. What are different formats of Non Store retailing? Compare
the benefits of Non store retailing to a Retailer and to a Customer. Give suitable
examples
Ques. 2 Explain Various Theories of Retail Evolution and give suitable Indian Examples for
each Retail Theory.
Ques. 3 Do you agree that there are three keys to success in retailing – Location, Location and
Location? What factors should a retailer consider while selecting the location for his
stores? Discuss with examples.
Ques. 4 How can small, independent retailers compete against large national chains?
Section-B
Case Study
Carrefour SA, France-based world’s second largest retailer, which clocked global revenues of E 97.8 billion in 2008, has according to an announcement, decided to foray into the country’s retail sector by opening its first Cash & Carry store in the National Capital Region (NCR) in mid-2009 or early 2010.
The Europe’s largest retailer has been looking for opportunities to enter the country’s fast growing retail sector since 2006 as its sales in its home market France, which accounts for nearly one-half of its global sales, have been stagnating for sometime. Last year (2008), sales in France grew by a mere one per cent.
Despite adverse impact of global economic slowdown, sales in the nascent organised retail sector of India still grew at a healthy pace of around 15 per cent in 2008. This growth, though was slower than the previous years when the business grew at around 30 to 35 per cent per annum.
In order to give a fillip to its India plans and finalise sourcing arrangements, the European retail giant recently organised a meeting of food and non-food vendors in Delhi.
“Every market we enter, we work closely with local producers, farmers, agricultural cooperatives and manufacturers. In most Carrefour stores, around 90 per cent of the sold items are locally sourced,” said Carrefour in a statement.
“This meeting had three objectives: to introduce the Carrefour Group and its project in India, to return on the concept of the cash-and-carry store and to present the working specifications and the mode of collaboration with suppliers.”
Apart from introducing the group and its India plans, according to Herve Clec’h, Managing Director, Carrefour India, the meet was also organised to build relationships and open business opportunities for suppliers in the company’s global sourcing network.
While, the world’s largest retailer Wal-Mart has recently opened its first Cash & Carry store in India in partnership with telecom giant Bharti Enterprises, the world’s fourth largest retailer Metro AG of Germany is is already present on its own in the Cash & Carry segment with 5 C&C stores operating across large metro cities of Bangalore, Hyderabad, Mumbai, and Kolkata in India.
The two other Europerean retail giants Carrefour SA of France (world’s second largest) and Tesco plc of UK (world’s third largest) are now preparing blueprints for setting up their C&C format stores in India. While Tesco plc has joined hands with Star Bazaar retail chain of Tata group retail arm Trent Limited, Carrefour is believed to be in talks with the country’s largest retailer Fututure group for a possible tie-up.
All the major Indian retail players, who were earlier planning to foray into Cash & Carry wholesale retail, including Reliance Retail, Future group, Videocon, Indiabulls, appear to have withdrawn from the race to enter this segment that apart from heavy cash investment requires long gestation period to make operations viable.
5. Case Questions:
a. What is cash and carry format? Explain in detail, its advantages and disadvantages.
b. Why are global retailer look at investment opportunities in India?
c. Why is it important for a retailer to have a in-depth knowledge of local vendors?
(7+6+7)
ITM331
Fundamentals of Retailing
Assignment - II
Assignment Code: 2015ITM331A2 Last Date of Submission: 15th May 2015
Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
Ques. 1 Write Short notes explaining the following:
(i)Ethical and Legal Issues in retailing
(ii)Dealing with Unprofitable customers
Ques. 2 Write Short notes explaining the following:
(a)Flow chart of Retail Strategic Planning Process
(b)Different types of Positioning alternatives for a Retail Store
Ques. 3 Define CRM? Briefly explain (CLTV) Customer Life Time Value and Customer
Pyramid? Explain different CRM methods / approaches used by retailers for customer
retention.
Ques. 4 Define Customer satisfaction? Explain importance of customer service in Retail?
Illustrate with a Flow Chart various types of Service Gaps in context of Retail?
Section-B
Case Study:
Reliance Jewels, a speciality format of Mukesh Ambani-led Reliance Retail, which specialises in offering a wide range of certified gold, gold jewellery, and diamond jewellery, launched its 12th store in the National Capital Region (NCR). The new store is located at the Gold Souk Mall in Sushant Lok-1, in Gurgaon. Reliance Jewels offers more than 10,000 stunning designs of jewellery from all regions of rhe country.
“We are delighted to bring the Reliance Jewels experience to the people residing in the NCR. It has always been the endeavour of Reliance to provide consumers with a wide range of high quality products at competitive prices. Reliance Jewels is another step in that direction- we offer consumers an unparalleled range of jewellery, backed by the assurance of hallmarked gold and certified diamonds, in an unmatched shopping ambience. We are confident that the Reliance Jewels experience will be appreciated by our customers here,” said Bijou Kurien, President and Chief Executive - Lifestyle, on the occasion.
The first Reliance Jewels store was opened on 17th November, 2007. According to the original plan Reliance had targeted to open 300 speciality jewellery stores and garner 10 per cent of the total market overtaking the business of another jewellery retailer Tanishque, owned by Titan Ltd of Tata group.
Gitanjali Group, the country’s largest integrated jewellery maker and pioneer in the business of branded jewellery, which among others offers branded ornaments under Gili, D’Damas, and Nakshatra brands, is going in for an aggressive expansion of its retail network.
Aerens Gold Souk (AGS) Luxury Retail, a Delhi-based venture of Aerens family, which presently operates two Gold Souks at Gurgaon and Ludhiana, is preparing itself to launch a Rs 250 crore multi-specialty mall in the last quarter of 2010. The mall is coming up at Vandalur, near Chennai.
Case Questions:
5. a. Why are all Indian retailer investing in gold market? Discuss with reference to potential market and growth opportunities.
b. Why is certification important in the sector?
c. Do a customer profiling for Reliance Jewels.
d. As the chief of marketing Reliance Jewels, outline the market expansion and service strategy.
(5+5+5+5)
Fundamentals of Retailing
Assignment - I
Assignment Code: 2015ITM331A1 Last Date of Submission: 15th April 2015
Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
Ques. 1 Explain Non store retailing. What are different formats of Non Store retailing? Compare
the benefits of Non store retailing to a Retailer and to a Customer. Give suitable
examples
Ques. 2 Explain Various Theories of Retail Evolution and give suitable Indian Examples for
each Retail Theory.
Ques. 3 Do you agree that there are three keys to success in retailing – Location, Location and
Location? What factors should a retailer consider while selecting the location for his
stores? Discuss with examples.
Ques. 4 How can small, independent retailers compete against large national chains?
Section-B
Case Study
Carrefour SA, France-based world’s second largest retailer, which clocked global revenues of E 97.8 billion in 2008, has according to an announcement, decided to foray into the country’s retail sector by opening its first Cash & Carry store in the National Capital Region (NCR) in mid-2009 or early 2010.
The Europe’s largest retailer has been looking for opportunities to enter the country’s fast growing retail sector since 2006 as its sales in its home market France, which accounts for nearly one-half of its global sales, have been stagnating for sometime. Last year (2008), sales in France grew by a mere one per cent.
Despite adverse impact of global economic slowdown, sales in the nascent organised retail sector of India still grew at a healthy pace of around 15 per cent in 2008. This growth, though was slower than the previous years when the business grew at around 30 to 35 per cent per annum.
In order to give a fillip to its India plans and finalise sourcing arrangements, the European retail giant recently organised a meeting of food and non-food vendors in Delhi.
“Every market we enter, we work closely with local producers, farmers, agricultural cooperatives and manufacturers. In most Carrefour stores, around 90 per cent of the sold items are locally sourced,” said Carrefour in a statement.
“This meeting had three objectives: to introduce the Carrefour Group and its project in India, to return on the concept of the cash-and-carry store and to present the working specifications and the mode of collaboration with suppliers.”
Apart from introducing the group and its India plans, according to Herve Clec’h, Managing Director, Carrefour India, the meet was also organised to build relationships and open business opportunities for suppliers in the company’s global sourcing network.
While, the world’s largest retailer Wal-Mart has recently opened its first Cash & Carry store in India in partnership with telecom giant Bharti Enterprises, the world’s fourth largest retailer Metro AG of Germany is is already present on its own in the Cash & Carry segment with 5 C&C stores operating across large metro cities of Bangalore, Hyderabad, Mumbai, and Kolkata in India.
The two other Europerean retail giants Carrefour SA of France (world’s second largest) and Tesco plc of UK (world’s third largest) are now preparing blueprints for setting up their C&C format stores in India. While Tesco plc has joined hands with Star Bazaar retail chain of Tata group retail arm Trent Limited, Carrefour is believed to be in talks with the country’s largest retailer Fututure group for a possible tie-up.
All the major Indian retail players, who were earlier planning to foray into Cash & Carry wholesale retail, including Reliance Retail, Future group, Videocon, Indiabulls, appear to have withdrawn from the race to enter this segment that apart from heavy cash investment requires long gestation period to make operations viable.
5. Case Questions:
a. What is cash and carry format? Explain in detail, its advantages and disadvantages.
b. Why are global retailer look at investment opportunities in India?
c. Why is it important for a retailer to have a in-depth knowledge of local vendors?
(7+6+7)
ITM331
Fundamentals of Retailing
Assignment - II
Assignment Code: 2015ITM331A2 Last Date of Submission: 15th May 2015
Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
Ques. 1 Write Short notes explaining the following:
(i)Ethical and Legal Issues in retailing
(ii)Dealing with Unprofitable customers
Ques. 2 Write Short notes explaining the following:
(a)Flow chart of Retail Strategic Planning Process
(b)Different types of Positioning alternatives for a Retail Store
Ques. 3 Define CRM? Briefly explain (CLTV) Customer Life Time Value and Customer
Pyramid? Explain different CRM methods / approaches used by retailers for customer
retention.
Ques. 4 Define Customer satisfaction? Explain importance of customer service in Retail?
Illustrate with a Flow Chart various types of Service Gaps in context of Retail?
Section-B
Case Study:
Reliance Jewels, a speciality format of Mukesh Ambani-led Reliance Retail, which specialises in offering a wide range of certified gold, gold jewellery, and diamond jewellery, launched its 12th store in the National Capital Region (NCR). The new store is located at the Gold Souk Mall in Sushant Lok-1, in Gurgaon. Reliance Jewels offers more than 10,000 stunning designs of jewellery from all regions of rhe country.
“We are delighted to bring the Reliance Jewels experience to the people residing in the NCR. It has always been the endeavour of Reliance to provide consumers with a wide range of high quality products at competitive prices. Reliance Jewels is another step in that direction- we offer consumers an unparalleled range of jewellery, backed by the assurance of hallmarked gold and certified diamonds, in an unmatched shopping ambience. We are confident that the Reliance Jewels experience will be appreciated by our customers here,” said Bijou Kurien, President and Chief Executive - Lifestyle, on the occasion.
The first Reliance Jewels store was opened on 17th November, 2007. According to the original plan Reliance had targeted to open 300 speciality jewellery stores and garner 10 per cent of the total market overtaking the business of another jewellery retailer Tanishque, owned by Titan Ltd of Tata group.
Gitanjali Group, the country’s largest integrated jewellery maker and pioneer in the business of branded jewellery, which among others offers branded ornaments under Gili, D’Damas, and Nakshatra brands, is going in for an aggressive expansion of its retail network.
Aerens Gold Souk (AGS) Luxury Retail, a Delhi-based venture of Aerens family, which presently operates two Gold Souks at Gurgaon and Ludhiana, is preparing itself to launch a Rs 250 crore multi-specialty mall in the last quarter of 2010. The mall is coming up at Vandalur, near Chennai.
Case Questions:
5. a. Why are all Indian retailer investing in gold market? Discuss with reference to potential market and growth opportunities.
b. Why is certification important in the sector?
c. Do a customer profiling for Reliance Jewels.
d. As the chief of marketing Reliance Jewels, outline the market expansion and service strategy.
(5+5+5+5)
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