Prof. (Dr.) A. Chatterjee - Shodhganga



Prof. (Dr.) A. ChatterjeeDeanFaculty of CommerceLucknow UniversityLucknow CertificateCertified that Supriya Pathak has completed the thesis titled “Impact of Communication Strategy on Consumer Behaviour for Apparels in Shopping Malls- A Study of Lucknow and Gurgaon City” for the award of Ph.D. degree in Commerce, Lucknow University, Lucknow under my supervision. To the best of my knowledge and belief the thesis under reference is based on original research work done by Supriya Pathak. She fulfills the condition laid down in relevant ordinances. (Prof. A. Chatterjee) SupervisorDECLARATIONI hereby declare that the thesis titled, "Impact of Communication Strategy on Consumer Behaviour for Apparels in Shopping Malls- A Study of Lucknow and Gurgaon City", is an original work undertaken by me for the award of Doctor of Philosophy in Commerce under the guidance and supervision of Prof. (Dr.) A. Chatterjee, Department of Commerce, University of Lucknow. (Supriya Pathak)PrefaceToday multi store shopping malls are a shopaholic’s paradise in Lucknow and Gurgaon. These shopping malls accommodate every taste, pocket and style. Also, the city of Lucknow and Gurgaon offers ample shopping opportunities to tourists who come here to spend their vacation. Shopping malls offer excellent parking facilities, create value for money, credit / debit card facilities, and so on. As a result, higher customer traffic is attracted towards shopping malls. All thanks to shopping malls for bringing about an overall development in Lucknow and Gurgaon. In India, while organized retail has yet not been accorded the status of an industry, it is witnessing a large number of formats emerging in the market at a very fast pace. Indian organized retail is moving with an exponential rate that no other sector has witnessed. Ample opportunities are present as 94% of the Indian retail is still unorganized. Moreover, Indian retailers can learn from the mistakes committed by their global counterparts and fuel the tremendous growth of Indian organised retail sector. In India, clothing retail accounts for 36% of organized retail business. It is the largest sector. Indian apparel retailers are increasing their brand presence overseas, particularly in developed markets. While most have identified a gap in countries in West Asia and?Africa, some majors are also looking at the?US?and Europe. Arvind Brands, Madura Garments, Spykar Lifestyle and Royal Classic Polo are busy chalking out foreign expansion plans through the distribution route and standalone stores as well. Another denim wear brand, Spykar, which is now moving towards becoming a casual wear lifestyle brand, has launched its store in Melbourne recently. It plans to open three stores in London by 2008-end With growing middle class and working sector inclusive of women wearing western wear to work, and working under time pressure, market provides ample profitable room for readymade clothes which is likely to grow by multifold.A country where more than 1000 movies are made over a year, where fashion dictates the persona of the general masses; clothing retail provides booming platform various clothing brands. Movies not only effect the clothing retail where as it has a brush off effect on other sectors as well such as footwear, wedding and fashion accessories. With presence of Modern format retailers, leading foreign clothing brands and with the use of plastic money affluent urban populations are shopping like never before. In the large urban centers, apparel retailers, like Shoppers Stop, Westside and Pantaloon have popularized their private labels, which have attracted urban shoppers. Metros having presence of world leading brands such as Versace, Dolce & Gabbana, Armani, Levis & Strauss and various others attracts the Indian consumers drastically.Small & Medium or single brand stores make commendable marketing & customer loyalty programs in order to retain their loyal customers. Large format stores such as Westside which carries only its own private labels, while for the other stores, 20-30% of their apparel turnover is from private labels. Customers have loyalty to a store rather than any particular garment brand. This has led to a thriving unbranded or local brand market for ready-to-wear clothes leading to severe competition. Customers look to design and fit of the clothes, and use the shop’s name as a quality standard.As apparel retail is led by fashion, a player needs to keep a close watch on fashion amongst teenagers as they are the trend setters. Role of Bollywood in spreading fashion needs to be understood. Seasonal variations on stocking pattern and need to clear inventory at the end of season should be understood by apparel retailer. Typically once an item is sold from the outlet, retailer ensures that there is no repetition of same. It gets replaced by different design, style, colour. Importance of store layout, décor is very critical. A browser visiting the store frequently likes to see changes in the layout otherwise he may carry the impression that stocks are not moving out of the store. Category management becomes very crucial function as transformation of design into production and delivery has to be completed before fashion or fad changes in the market. This highlights the importance of sales promotions- short term activities which induces trade or consumer to buy now rather than in future as the value of apparel after the season goes down substantially and inventory carrying burden turns out to be very high. Apparel retailer needs to understand critical role of sales promotions. Attractive promotions induces purchase acceleration, stock piling and brand switching on the part of a consumer which substantially reduces retailers financial and inventory risk and consumer’s financial risk and psychological risk. Communication activities followed by apparel retail stores in organized sector. Both exclusive and multi-brand retailers in apparel retail sector are studied. On the basis of practices, it poses few challenges which managers in the sector encounters several studies on apparel retail sector .Indian organized retail industry is poised for growth. Apparel sector in particular has a great opportunity with alignment of Indian economy to globalised markets. With the widespread use of communication activities which provide material inducements to consumers and trade it becomes imperative for managers to understand such practices and understand challenges. This study investigates communication activities of various apparel stores in Lucknow & Gurgaon market and compares them on various dimensions. It presents major findings and provides insights on consumer behavior. Pantaloon, for instance, has a loyalty program called `Green Card' Rewards programs, Westside has `Club West' to woo the customers. Managerial challenges are posed in planning and implementing such activities. The study is divided into seven chapters. The first chapter deals with the Introduction of the study, retailing in India, the growth of retail sector over 1997-2010 and the growth of retail sector after 2011. It also describes the profle of different shopping malls in Gurgaon and lucknow,plan of the study, objective of the study, the methodology which are applied in research, Limitation of the study, and plan of the study. The Chapter second deals with the review of the study. Third chapter devoted to the practices of communication strategy for retail sector mall, it also explore different marketing strategy in order to communicate specific messages to customers in the economic market, disadvantage of providing too much communication strategy, Some Research Practices used in Retail Sector, Effective Communication Strategy at Malls, Marketing Strategy for Retail Malls through Market Segmentation, Market Segment Analysis, Marketing Strategy Recommendation, Global Issues for Retail Malls in Framing their Strategy, Use of visual merchandising, elements of visual merchandising . Factor that will Impact the Retail Sector During 2013 in the U.S & Europe and Innovative Ideas for Retail Sector Mall in Present Era. Chapter four throw light on the Comparison between Exclusive and Multi Brand Outlets. It also discusses Indian Retail Reforms, Single Brand/ Exclusive Brand Outlets, its Advantages and Disadvantages, Multi Brand Outlets- its advantages and disadvantages and comparison between the Single Brand Outlets vs. Multi Brand Outlets. The Chapter fifth deals with the Perception and Attitude of Consumers towards Shopping Mall and research methodology, which is adopted to analyze and interpreted the perception and attitude of consumers towards shopping mall and to determine the effect of communication strategy on consumer’s perception, effect of visual merchandising displays on consumer behavior, impact of store layout on the amount of impulse purchase made by the consumer and how communication strategy varies according to the consumers profile, findings, recommendation and conclusion . The sixth chapter traces the Problem and Challenges of Shopping Malls in India. Chapter also analyses the Factor Driving the Growth of Shopping Mall, Challenges of Shopping Malls, Challenges Faced by Retail Brands at Indian Malls, Challenges Faced by HR in Shopping Malls, Recruitment, Challenge & Employing Strategies in Shopping Mall, Compensation Strategies, Engaging & Retailing the Talented, Career Advancement, Healthy Management Practices and Ethnic Diversity Management. Chapter seven is the concluding chapter, it consist of concluding observations and findings. The study is based mainly on primary data and personal discussions with academicians. The research material is collected from the different books on the topic, periodicals, journals, news papers and from the different websites.Every human endeavor, every achievement, every success, and every worthwhile effort is based on the invaluable and indispensable support of many individuals known and unknown. The credit of the endeavor by and large may go to a single individual, but it bis implied that it would not have been possible without the various kinds of them. ***ACKNOWLEDGEMENTSAt the very outset I acknowledge with deep sense of gratitude to Prof. A. Chatterjee, Faculty of Commerce, Lucknow University, who has given me the opportunity to pursue the research work in the Faculty of Commerce. I completed the study under the patronage of Prof. Arvind Kumar, Head of Department of Commerce, Lucknow University, I am indebted to him for allowing research work on this topic, in the department of commerce. I gratefully acknowledge the guidance and encouragements of Prof. Somesh and Professor Dinesh Sharma, Faculty of Commerce, Lucknow University and Prof. V.D.D. Mishra, Ex-Head, Department of Sociology, Lucknow University. My sincere and heartfelt thanks are due to all faculty members of the Department of Commerce, Lucknow Universitry, Lucknow, for their encouraging attitude towards the timely completion of the research work.I place on record the appreciation of Prof. A. Chatterjee, Department of Commerce, Universitry of Lucknow, under whose capable guidance I was privileged to work as a research scholar. He always took an almost paternal interest in the progress of the work. Whenever at any stage during the research, I looked forward for his guidance, his suggestion, his evaluative comments and constructive criticism, he was quick to reply. It won’t be an exaggeration to say that the paradigm shift was not rare experiences whenever he showed new ways, rather usual events and way of life.This research work is dedicated to my father-in-law Late Sri Surendra Nath Awasthi (Puttu Bhaiya), Founder, Gramyanchal Educational Society who motivated and inspired to initiate this research work. I cannot forget to mention here my mother-in-law Smt. Prema Awasthi, President, Gramyanchal P.G. College, Haidergarh, Barabanki for great inspiration, constant support and encouragement throughout my research work. I am also thankful to my husband Sri Siddharth Awasthi and my elder brothers-in-laws (Jeth) and sister-in-laws (Jethani), and Nanad Mrs. Shweta Mishra for their cooperation and encouragements. I wish to record my gratitude to my father Sri Rakesh Pathak and mother Smt. Sandhya Pathak, my mausi Ms. Vandana Sharma and other family members for their blessings, constant support and co-operation. It is virtually impossible to name here all of my relatives and well-wishers who have contributed to this study.I am also thankful to Sri Subrato Roy (Sahara Shree), C.E.O. Sahara India Parivar and Sri O.P. Srivastava, Director, Sahara India Parivar for their proper guidance and motivation for completion of my research work.I am also grateful to the librarians of the various libraries visited by me during the course of the study, specific mentions may, however be made of the Tagore Library of Lucknow University, Dr. D. Pant Library of Department of Commerce, Lucknow University, FICCI Library, P.H.D.-Chamber of Commerce and Industry, Escort Library, Ratan Tata Library, Delhi University, Ma Sharda Devi Library, Ram Krishna Math, Lucknow.Thanks are due to Mr. Ashish Kumar Gupta for taking all the pains in typing and technical assistance provided in the thesis.Last but not the least a sense of gratitude to all academicians, officers related to shopping malls, friends and researchers who directly or indirectly associated with this work.Date:Place:Lucknow (Supriya Pathak)ContentsPage No.CertificateiDeclarationiiPrefaceiiiAcknowledgementsviiiSummary1-29Bibliography30-37SUMMARYToday multi store shopping malls are a shopaholic’s paradise in Lucknow and Gurgaon. These shopping malls accommodate every taste, pocket and style. Also, the city of Lucknow and Gurgaon offers ample shopping opportunities to tourists who come here to spend their vacation. Shopping malls offer excellent parking facilities, create value for money, credit / debit card facilities, and so on. As a result, higher customer traffic is attracted towards shopping malls. All thanks to shopping malls for bringing about an overall development in Lucknow and Gurgaon. In India, while organized retail has yet not been accorded the status of an industry, it is witnessing a large number of formats emerging in the market at a very fast pace. Indian organized retail is moving with an exponential rate that no other sector has witnessed. Ample opportunities are present as 94% of the Indian retail is still unorganized. Moreover, Indian retailers can learn from the mistakes committed by their global counterparts and fuel the tremendous growth of Indian organised retail sector. Indian clothing retail sector accounts for 36% of overall organized retail business. It is henceforth the largest sector; with growing middle class and working sector inclusive of women wearing western wear to work, and working under time pressure, market provides ample profitable room for readymade clothes which is likely to grow by multifold.A country where more than 1000 movies are made over a year, where fashion dictates the persona of the general masses; clothing retail provides booming platform various clothing brands. Movies not only effect the clothing retail where as it has a brush off effect on other sectors as well such as footwear, wedding and fashion accessories. With presence of Modern format retailers, leading foreign clothing brands and with the use of plastic money affluent urban populations are shopping like never before. In the large urban centers, apparel retailers, like Shoppers Stop, Westside and Pantaloon have popularized their private labels, which have attracted urban shoppers. Metros having presence of world leading brands such as Versace, Dolce & Gabbana, Armani, Levis & Strauss and various others attracts the Indian consumers drastically.Small & Medium or single brand stores make commendable marketing & customer loyalty programs in order to retain their loyal customers. Large format stores such as Westside which carries only its own private labels, while for the other stores, 20-30% of their apparel turnover is from private labels. Customers have loyalty to a store rather than any particular garment brand. This has led to a thriving unbranded or local brand market for ready-to-wear clothes leading to severe competition. Customers look to design and fit of the clothes, and use the shop’s name as a quality standard.As apparel retail is led by fashion, a player needs to keep a close watch on fashion amongst teenagers as they are the trend setters. Role of Bollywood in spreading fashion needs to be understood. Seasonal variations on stocking pattern and need to clear inventory at the end of season should be understood by apparel retailer. Typically once an item is sold from the outlet, retailer ensures that there is no repetition of same. It gets replaced by different design, style, colour. Importance of store layout, décor is very critical. A browser visiting the store frequently likes to see changes in the layout otherwise he may carry the impression that stocks are not moving out of the store. Category management becomes very crucial function as transformation of design into production and delivery has to be completed before fashion or fad changes in the market. This highlights the importance of sales promotions- short term activities which induces trade or consumer to buy now rather than in future as the value of apparel after the season goes down substantially and inventory carrying burden turns out to be very high. Apparel retailer needs to understand critical role of sales promotions. Attractive promotions induces purchase acceleration, stock piling and brand switching on the part of a consumer which substantially reduces retailers financial and inventory risk and consumer’s financial risk and psychological risk. Communication activities followed by apparel retail stores in organized sector, both exclusive and multi-brand retailers in apparel retail sector are studied. On the basis of practices, it poses few challenges which managers in the sector encounter several studies on apparel retail sector.Indian organised retail industry is poised for growth. Apparel sector in particular has a great opportunity with alignment of Indian economy to globalised markets. With the widespread use of communication activities which provide material inducements to consumers and trade it becomes imperative for managers to understand such practices and understand challenges. This study investigates communication activities of various apparel stores in Lucknow & Gurgaon market and compares them on various dimensions. It presents major findings and provides insights on consumer behavior. Pantaloon, for instance, has a loyalty program called `Green Card' Rewards programs, Westside has `Club West' to woo the customers. Managerial challenges are posed in planning and implementing such activities. The study is divided into eight chapters. The first chapter deals with the Introduction of the study, plan of the study, objective of the study, the methodology which are applied in research, Limitation of the study, and plan of the study, traces the retailing in India, the growth of retail sector over 1997-2010 and the growth of retail sector after 2011. It also describes the profile of different shopping malls in Gurgaon and lucknow. India, which had firm cultural links from medieval time, is trying to match the standards of other developed countries. In the last decade there has been a large increase in the number of malls and shopping centers. There were about 190 malls by the end of the year 2010, which swell to 280 in 2011-12. In Uttar Pradesh, there are about 51 malls out of which more than 5 malls are in Lucknow and 43 malls are in Gurgaon. This chapter gives an account of different shopping malls in Lucknow and Gurgaon. Before switching over to the shopping malls we shall first focus on retailing in India. India in 1997 allowed Foreign Direct Investment (FDI) in cash and carry wholesale. Then, it required Government approval. The approval requirement was relaxed, and automatic permission was granted in 2006. From2000 to 2010, Indian retail attracted about $1.8 billion in Foreign Direct Investment, representing a very small 1.5% of total investment flow into India. Single brand retailing attracted 94 proposals between 2006 and 2010, of which 57 were approved and implemented. For a country of 1.2 billion people, this is a very small number. Some claim one of the primary restraints inhibiting better participation was that India required single brand retailers to limit their ownership in Indian outlets to 51%. China in contrast allows 100% ownership by foreign companies in both single brand and multi-brand retail presence. Indian retail has experienced limited growth, and its spoilage of food harvest is amongst the highest in the world, because of very limited integrated cold-chain and other infrastructure. India has only 5386 stand-alone cold storages, having a total capacity of 23.6 million metric tons. However, 80 percent of this storage is used only for potatoes. The remaining infrastructure capacity is less than 1% of the annual farm output of India and grossly inadequate during peak harvest seasons. This leads to about 30% losses in certain perishable agricultural output in India, on average, every year. Indian laws already allow Foreign Direct Investment in cold-chain infrastructure to the extent of 100 percent. There has been no interest in Foreign Direct Investment in cold storage infrastructure build out. Experts claim that cold storage infrastructure will become economically viable only when there is strong and contractually binding demand from organized retail. The risk of cold storing perishable food, without an assured way to move and sell it, puts the economic viability of expensive cold storage in doubt. In the absence of organized retail competition and with a ban on Foreign Direct Investment in multi-brand retailers, Foreign Direct Investments are unlikely to begin in cold storage and farm logistics infrastructure. Until 2010, intermediaries and middlemen in India have dominated the value chain. Due to a number of intermediaries involved in the traditional Indian retail chain, norms are flouted and pricing lacks transparency. Small Indian farmers realize only one-third of the total price paid by the final Indian consumer, as against two-third by farmers in nations with a higher share of organized retail.?The 60%+ margins for middlemen and traditional retail shops have limited growth and prevented innovation in Indian retail industry. India has years of debate and discussions on the risks and prudence of allowing innovation and competition within its retail industry.?Numerous economists repeatedly recommended to the Government of India that legal restrictions on organized retail must be removed, and the retail industry in India must be opened to competition. For example, in an invited address to the Indian parliament in December 2010,?Jagdish Bhagwati, Professor of Economics and Law at the Columbia University analyzed the relationship between growth and poverty reduction, then urged the Indian parliament to extend economic reforms by freeing up of the retail sector, further liberalization of trade in all sectors, and introducing labor market reforms. Such reforms Professor Bhagwati argued will accelerate economic growth and make a sustainable difference in the life of India's poorest. A 2007 report noted that an increasing number of people in India are turning to the services sector for employment due to the relative low compensation offered by the traditional agriculture and manufacturing sectors. The organized retail market is growing at 35% annually while growth of unorganized retail sector is pegged at 6%. The Retail Business in India is currently at the point of inflection. As of 2008, rapid changes with investments to the tune of US $ 25 billion were being planned by several Indian and?multinational companies?in the next 5 years. It is a huge industry in terms of size and according to India Brand Equity Foundation (IBEF), it is valued at about US$ 395.96 billion. Organized retail is expected to garner about 16-18 percent of the total retail market (US $ 65-75 billion) in the next 5 years. India has topped the?A.T. Kearney’s annual Global Retail Development Index (GRDI) for the third consecutive year, maintaining its position as the most attractive market for retail investment. The Indian economy has registered a growth of 8% for 2007. The prediction for 2008 was 7.9. The enormous growth of the retail industry has created a huge demand for real estate. Property developers are creating retail real estate at an aggressive pace and by 2010, 300 malls are estimated to be operational in the country. In order to sharpen the marketing mix companies have been moving from marketing at the aggregate level, called Mass Marketing, to Mass customization to the level of 1-to-1 marketing where each customer is treated as a separate segment. The factors that have weighed heavily on this decision are the need to fine-tune the marketing strategies and the realization that the cost of retaining customer (read servicing) an existing customer is much lower than acquiring a new customer.Customer acquisition and retention for a retailer is more critical and difficult for the following reasons:Most retailers have a defined physical catchment area defined by the distance that most of its shoppers would travel to visit the store. Although it differs with the kind of product bought by the shopper, there is a significant impact on the frequency of visit to the store. Thus, a store has to work within a given geographical.Not every retailers is able to offer the merchandise that is very different nor the positioning of the store is differentiated; andEvery visit of the shopper is an encounter and a moment of truth. Unless the interaction has been satisfactory, the next visit is not guaranteed. In case the store provides a compelling reason for visit, the amount of purchase per visit is likely to go down.Under this condition, it is imperative that the store should understand the shoppers it wants to attract and keep. Since retailing is a service business, and is not just distribution, there are more “soft” than “hard” variables that would lead to creation of a customer franchise. It is not only important as to what is being retailed, it is equally, may be more, important as to how it is being retailed. This condition shifts the focus from the merchandise being handled to the processes that make shopping a memorable experience. All the retailers that believe in this paradigm would require that shoppers be segmented on the basis of attitude and behavior than on demographic. The latter is a pre-condition that works as eliminator and not describing the segment the retailer would serve. Also, a retail outlet is likely to be patronized more when it becomes a part of the life of the shopperMost of the investment in a retail outlet is of fixed nature. It is more like a sunk cost, as is in the case of an airline. Of all the investments, the real estate costs are the highest and the store needs to improve on its productivity by utilizing the space optimally. This can be achieved by ensuring that there is high level of conversion rate from visitors to buyers. This conversion is possible by impacting the behavior using the variables, such as merchandise, display, layout and other communication, within the control of the retailer. It is, thus, necessary for the retailers to know how shoppers behave and whether there are any patterns that can be used to design the retail mix for specific set of shoppers. It can even be used for targeting and develop the position. Shopping is an activity aimed at collecting information. The search processes give shoppers an opportunity to ensure that they take the right decision. In addition, they also derive emotional satisfaction (Tauber, 1972). It has been found that a high level of brand awareness need not always translate into sales. Shoppers do take into consideration the information they acquire in stores, rather than just relying on out of store communication (Underhill, 1999). In a study conducted by POPAI (2001), it was found that the sales of some product categories increased by almost 60% due to effective communication at the store. Shopping involves a “see-touch-feel-select” sequence. The degree to which the shoppers follow the whole or part of this process varies with brand, product category, and other elements of the marketing mix (Connolly and Firth, 1998). In an exploratory study conducted in India (Sinha andUniyal, 2000), it was found that the extent also depended on the association that the shopper had with the store. Shoppers, who were new to the store or were, considering buying a brand for the first time, showed a higher level of information search. Those who were frequent buyers of the store would either go straight to the stack or pick up the product or would ask the retailers when trying a new brand. In some cases they would pick up the product. In many cases they would buy the product recommended by the retailers. In any case they would not do a very elaborate information search. Such behaviour has been explained as the routine, limited or complex buying behaviour in marketing literature.Demographic or psychographic, may not help the retailers understand the shoppers in their true form. Behavior may be a better base of profiling the shoppers and hence taking decisions that would improve the profitability of the store. It is also possible to mould shopper behaviour to suit the retailer’s requirements, especially in Indian context where retailing is opening up as an organised activity.In spite of the widespread use of communication activities in India no study was found examining communication practices in apparel retail sector. Apparel sector is poised for growth in domestic and global markets due to liberalization. With the rapid growth organized retailing in India, there is a dire need to understand such practices, explore rationale behind it and pose managerial challenges.Objectives of the StudyHence, the present study attempts study practices of communication of apparel retail outlets To explore the practices of communication strategy for retail sector malls.To compare exclusive and multi brand outlets. To explore rationale behind such activities by examining consumer behavior. To study and compare the personal profile of the visitor related to both formats of shopping malls.To find out the motives behind visit to shopping malls.To examine the problems faced by shopping malls in India.Hypothesis “A hypothesis is a special proposition, formulated to be tested in a certain given situation as a part of research which states what the researcher is looking for.” Null Hypothesis for Communication Strategy on Consumer BehaviourKeeping in mind the above objectives following Null Hypothesis are framed.Ho (1) There is no significant impact of communication strategy for retail sector malls depends on the profile for consumer.Ho (2) There is no significant difference between the exclusive brand outlets and multi brand outlets.Ho (3) There is no significant difference between the different taste and preference of consumer behind visit to the shopping malls.Research MethodologyResearch Methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. To do my study I have adopted exploratory research design. The Primary Data is collected through questionnaire Method. Through the various steps, which are involved in the exploratory research, are as:Research Design ExploratoryData Source Primary & Secondary dataResearch Instrument QuestionnaireSample Plan Shopping Malls of Lucknow and GurgaonSample Size 300 customersSampling Procedure Non Probability SamplingSampling Methodology Personal SurveyVisual Merchandising plays a very important role in apparel retail sector due to this separate study is done on the effect of visual merchandising which is discussed in chapter 3 and 5 Name of the Shopping Malls:In Lucknow:East End Mall (Waves)Fun Republic MallPhoniex MallRiverside MallSaharaganj MallIn Gurgaon:Ambience MallDLF Star MallGold Souk MallDLF City CentreData will be collected using both primary as well as secondary method. Primary data will be collected using structured questionnaire. The population of the study comprises of customer visiting retail malls. For the selection of respondents simple random sampling procedure is adopted. For data collection, questionnaire will be filled by personal interview technique. The respondent under study belongs to different demographic groups like sex, educational level, income level etc. A total of 300 customers will be approached to participate in the study. A pilot study will be conducted on 20 respondents to finalize the questionnaire items. Secondary data will be collected from managers of various outlets, previous studies, retailer’s records and journals.Limitations of the StudyMajor limitation of this study is the sample size which is limited to Lucknow and Gurgaon only. Most of the retailers in organized sector will be hesitant in providing information about their private brands, branding strategies and communication strategies. Most of the customers will not be willing to divulge personal details The Chapter second deals with the review of the study. Research dealing with shopping malls’ and or hypermarkets’ attributes, especially in the Indian context, is very less in number. Not many studies have empirically analyzed the influence of an assortment of attributes on buying behavior in shopping arcades and malls and customers’ shopping experiences. Mostly the researches undertaken so far have been taken from the foreign experiences, as they have come of age in the US, UK and European markets. The fourth chapter confines the concept of communication strategy which is essential requirement for any retail sector malls. It has been divided into ten parts. The First part is the Introduction. The second part emerge with the concept of communication strategy. In the third part it deals with business explore marketing strategy in which customers are considered and the third part deals with demerits of providing too much communication. The fourth part of this chapter covers the research practices used in retail sector. The fifth part it deals with effective communication strategy in malls. The sixth part deals with market segmentation of retail malls. The seventh and eights part is the marketing strategy for retail mall through market segmentation and market segmentation analysis. The ninth part is the global issues for retail malls in framing their strategies. The tenth part brings new ideas for retail sectors malls in present era. The final part of this chapter deal with the most important factor of communication that is visual merchandising and display, it emphasis on what is visual merchandising, uses of visual merchandising, consumer behaviour and perception towards visual merchandising, elements of visual merchandising, types of visual merchandising Shopping mall is one of the most complete retail industry carders. Strong market demands should result in continuous flourishing sales and continuing increase in value of?shopping mall, to achieve a win-win situation between the?shopping mall developer, operator, property management companies and consumers. However, in reality, most shopping malls have a high vacancy rate due to various problems, and this situation has become more and more bad. The expectation to make a win-win situation becomes a lose-lose reality. First, this paper analyzed the character of products in shopping malls, and then to probe into the problems on communication of the shopping mall by making use of some relevant communication theories and marketing theories. For instance: lack of strong supporting points and cultural factors in communication contents, and communication activities are short of systematicness, without clear brand communication strategies. The three corresponding communication strategies. The clear and definite subject location, including the necessity, methods of subject location and some problems needs to take care. The brand-oriented multi-brand strategies, covering functional characters and components of brand communication, as well as mutual relations between them. Giving priority to Pro-shops, namely, pro-shops should enter shopping mall in advance, and the necessity of business planning ahead of products planning for shopping malls, on this basis, sum up some brand priority communication strategies supported by pro-shop. Communication is a critical function in organizations, from the very small to the very large. Even one-to-one communications can be fraught with challenges and misunderstandings. By communicating usefully, emphasizing on results and relationships, businesses can leverage effective communication strategies to generate solid results with multiple audiences such as-Open: in an open communication environment, all members of the organization feel free to share feedback, ideas and even criticism at every level. Leaders who are committed to open communication build an environment of trust that can be the foundation for success.Inclusive: An inclusive communication strategy is one in which explicit steps are taken to ensure that all employees feel they are involved in decisions that affect their day-to-day work. Organizations with a secretive communication environment shut people out, which can stifle involvement and result in lost ideas and opportunities. Employee involvement is a key factor that affects employee satisfaction and success.Two-Way: Communication should never be one-way--either from the top-down or the bottom-up. Effective communication strategies involve two-way communication, or conversations, between members of the organization. Companies whose managers successfully engage employees in conversations about their work, their ideas and their perspectives on issues related to products, services, customers and the business environment develop a culture of inclusiveness that generates results.Results-Driven: Business communication should be results-driven and strategically focused on achieving measurable results. Organizations need to think about what employees need to know to do their jobs effectively, to interact with customers effectively and to serve as ambassadors outside of the organization. Effective communication isn't just nice to do; it's need to do.Multi-Channeled: Effective organizational communicators know that messages need to be delivered multiple times in multiple ways to have the most impact. Employee communication needs and preferences differ, different messages require different methods and busy business environments can mean that messages get lost. Using multiple channels to communicate with various audiences will increase the odds that communications are received and munication strategies encourage consumers to make a response, either by requesting further information or purchasing a product. You can improve the effectiveness of your strategies by building a greater understanding of consumers’ individual needs and preferences and personalizing communications. Strategies that build dialogue with consumers create trust and provide you with feedback that enables you to fine-tune your communications even further.Visual merchandising display plays a pivotal role and is an important subsection of visual merchandising and branches a part of visual merchandising as a whole, it is important to understand all the aspects of visual merchandising. “Visual merchandising is defined as the activity that synchronizes effective merchandise assortment with effective merchandise display.”(Bell & Ternus, 2006:20).The Objective of visual merchandise is to display a complete store together with its merchandise in such a manner that it reaches out and draws the attention of all the potential consumer’s and treats them with an appealing & gratifying shopping environment.Visual Merchandising utilizes display, colour, lighting, sounds, digital technology and uses interactive elements which catches consumers attention and ends up in persuading them to purchase products. Visual merchandising further helps to convey the image of the brand and reflects the personality of the target markets that the retail store wants to attract. Visual merchandising possess diverse functions in an apparel retail store entailing supporting sales, supporting retail strategies, communicating with consumers and assisting in communicating the apparel retailers ‘ brand image (Levi & weitz,2009;531) All the elements inside a store except the merchandise itself such as store design, lighting, product placements, atmospherics, fixtures and permanent props in total constitutes Visual Merchandising. The Solo objective of all the elements comprised in Visual merchandising is to portray the store together with its merchandise in such a manner that it draws the attention of a possible consumer. Visual Merchandise has urbanized and evolved into being more than product presentation. It contains another aspect called Visual Merchandising Display.In Indian Retail culture question which often rises is whether the visual merchandising displays of a store have the same effect on all the consumers or not. However, Retailers want their stores to attract consumers into their stores, assisting them to find the merchandise they desire and to motivate them to make unplanned, impulse purchases and ultimately provide them with an enjoyable shopping experience (Levi & Weitz, 2009: 509).The visual merchandising displays and the type of environmental stimuli these displays create could have an effect on consumers perceptions, which is the practice where a person observes, selects, organises and reacts to environmental stimuli in a significant way (du Plessis & Rousseau, 2003: 218). It is therefore important that visual merchandising displays created in an apparel retail store influence a consumer to approach that store and make a purchase, not avoid it. Apparel retailers have to ascertain how their visual merchandising displays are perceived by consumers with the intention to identify what the consumers are actually seeing, how it is interpreted and which features are most important to them. Elements of Visual Merchandising Display The foremost important objective of the elements of visual merchandising is to put up and display a store with its merchandise in such a manner that it draws the attention of every possible customer (Bell & Turnus,2008: 20-22).The rudiments of visual merchandising displays, among others, include store design, signage and graphics, atmospherics, fixtures, and props.Types of Visual Merchandising Displays The main function of a display is to present and promote the merchandise that is sold in store. Displays can generally be broken down into four different categories: on-shelf displays, off-shelf displays, point of purchase displays and window displays (Mathew, 2008: 48-52). On-shelf displays On-shelf displays are the “normal” displays that are found in a store and that show different variations of products on offer in some kind of rational order (Mathew, 2008: 48-52). They combine functionality with aesthetic sensibility. On-shelf displays are a visual merchandising necessity in displaying merchandise sold in store. The ways in which products are presented depend on the type of fixtures available; basically this could include: Vertical stacking: magazines or CDs Horizontal stacking: folded garments Hanging on hangers or hooks: front faced hangers or side hang hangers On shelf displays: makes use of floor fixtures such as hang rails, four-way stands and rounders. Off-shelf displays Off-shelf displays are intended to have added impact by showing the merchandise as it could be used, or possibly next to other merchandise to suggest complementary purchases. They are not used in the regular selling process and are therefore made to create a major visual impact. They are often creatively arranged and are only changed by the visual merchandising team. These types of displays may include props. Props are secondary to the merchandise sold in store; their main purpose is to improve the amount of merchandise that is sold, not to upstage it in order for the consumer to capture the merchandise (Colborne, 1996:109). It is very important that props should never clutter a display. Point of purchase displays Point of purchase displays used to be associated with merchandise sold at the checkout counter. Today point of purchase displays can be displays or fixtures used by stores to assist in selling their products. The displays, fixtures and assorted signage can appear outside the store, in windows, and inside the store on ledges, counters, shelves, on the floor or hanging from the roof. These types of displays can be made of cardboard, paper, wood, plastic and metal, or a combination of these materials. Window displays A window display is a window outside a retail outlet that is used by retailers to display merchandise for sale or otherwise designed to attract consumers to their store (Bell & Ternus, 2006: 290). Window displays are used to communicate to the consumers--what the retailer stands for as well as the image of the retailer; it makes consumers aware of the type of merchandise being sold and therefore creates interest with the consumer (Mathew, 2008: 45). Creative window displays may have the power to stop anyone in their tracks. As mixes of art, fashion, design and marketing, window displays have to rapidly grab the consumer’s interest and they must be created in such a way that they compel consumers into a store. By providing people with an experience, these displays also have the important duty of helping to define a brand's image. Window displays have started to become remarkable art mechanisms, although it takes significant time to conceptualize, plan and install these artistic displays (Mathew, 2008: 45). Display Settings Display settings are different approaches a visual merchandiser can make use of when presenting a display. These could include anyone of the following: realistic setting, environmental setting, semi-realistic setting, fantasy setting and an abstract setting (Pegler, 2010: 46). These settings are discussed in the following sections. Realistic setting A realistic setting is the representation of a room or an area that is reinterpreted in the display area. These settings are most effective in a closed window display where the visual merchandiser can recreate a miniature stage setting. When realism is used, it is very important that the scale is perfect. The props should be the correct size for the display area. Environmental setting An environmental setting is used when the retailer wants to illustrate how and where the merchandise could be used. Semi-realistic setting When retail stores do not have enough space or a large enough budget, the visual merchandiser may use a semi-realistic or “vignette” setting. The visual merchandiser only shows what is necessary and leaves the rest to the shopper’s imagination. Fantasy setting Fantasy is a genre of fiction that uses magic and other supernatural phenomena as a primary element of a setting. A fantasy setting is dependent on the visual merchandising budget, the amount of time available and the type of store. A good imagination goes hand in hand with a fantasy setting. It has been suggested that good visual merchandising inside a store can sustain consumer interest and persuade them to lower their psychological defences and make a purchase (Kerfoot et al., 2003: 144), therefore retailers use store design to influence consumer buying behaviour. However, do the visual merchandising displays of a store have the same effect? Retailers want the store design to attract consumers into their stores, assisting them to find the merchandise they desire and to motivate them to make unplanned, impulse purchases and ultimately provide them with an enjoyable shopping experience (Levi & Weitz, 2009: 509). The visual merchandising displays and the environmental stimuli of an apparel retail store could have an effect on a consumer’s perceptions. It is therefore important that visual merchandising displays created in an apparel retail store should influence a consumer to approach that store and make a purchase, not avoid it. Apparel retailers need to find out how their visual merchandising displays affects consumers perception and what is required in order to draw their attention towards their merchandise.Chapter four throw light on the Comparison between Exclusive and Multi Brand Outlets. It also discusses Indian Retail Reforms, Single Brand/ Exclusive Brand Outlets, its Advantages and Disadvantages, Multi Brand Outlets- its advantages and disadvantages and comparison between the Single Brand Outlets vs. Multi Brand Outlets. India approved increased competition and innovation in single-brand retail. The reform seeks to attract investments in operations and marketing, improve the availability of goods for the consumer, encourage increased sourcing of goods from India, and enhance competitiveness of Indian enterprises through access to global designs, technologies and management practices. In this announcement, India requires single-brand retailer, with greater than 51% foreign ownership, to source at least 30% of the value of products from Indian small industries, village and cottage industries, artisans and craftsmen. Mikael Ohlsson, chief executive of IKEA, announced IKEA is postponing its plan to open stores in India. He claimed that IKEA's decision reflects India’s requirements that single-brand retailers such as IKEA source 30 percent of their goods from local small and medium-sized companies. This was an obstacle to IKEA's investment in India, and that it will take IKEA some time to source goods and develop reliable supply chains inside India. Ikea announced that it plans to double what it sources from India already for its global product range, to over $1 billion a year, within three years. IKEA in the near term, plans to focus expansion instead in China and Russia, where such restrictions do not exist. On 19 Feb, 2013 Tamil Nadu became the first state in the country to stoutly resist MNC ‘invasion’ into the domestic retail sector. In Chennai, Tamil Nadu CMDA authorities placed a seal on the massive warehouse spreading across 7 acres that had reportedly been built for one of the world’s leading multinational retail giants, Wal-mart. Despite the recent government stay on allowing FDI in multi-brand retail this sector is still going strong with many local players reaping the benefits. This segment of retail has the most complex of challenges when it comes to dealing with inventory management as they need a variety of suppliers and usually deal in a variety of goods including apparel, footwear, toys, cosmetics, homeware etc. Maintaining a huge inventory master and dealing with replenishment and store planning (for multi-store chains) becomes a huge headache typically resulting in dead stock. Also buying and managing the procure-to-pay cycle is very complex without automation. Invasion of multi-national multi-brand retailers such as Walmart is now imminent since Foreign Direct Investment (FDI) in that sector is now legally encouraged by the UPA government. As it is, even today, retail outlets with foreign brands have begun to dominate the marketplace in several segments. It is clear that this will progressively cut into the standalone retailer’s market. For an increasing number of family-run small retail stores the choice would not be between growing slow or growing fast but between growing slow and closing down as their profits evaporate. It has happened everywhere in the world and Indian retailers too can't save themselves from extinction, unless they can counter it some way. In India, common people have to be innovative to fight their government to survive.?Branded foreign retailers have tempted many such stores to ride their franchisee “Brand Wagon.” The fear of survival and the greed for a rapid growth is making them surrender their independence; their identity. Franchisee route is not possible in case of multi-brand global retailers. The only beneficiaries in this whole gamut of allowing FDI in multi-brand retail will be the foreign multi-nationals and their Indian capitalist class partners. Many retailers are however, yet holding on, with a belief that their neighbor hood goodwill will help them to fend themselves from these branded chains. Some others are simply ignoring the reality, or are too proud to bother. I however, believe that there is way for the small retailers to hold their own, and grow faster and more profitable without surrendering their identity like those who opted for branded franchisee ventures. I feel, from my own experience, that they have an alternative route. There is no doubt that succeeding or surviving in today’s demanding economy, a lot of retail businesses need to undergo major changes in the way they do business. One finds that the store-fronts are changing and customers are sensing refreshing friendliness. Still many stores have no resources or courage to invest more. Stores are too small to grow with outside capital and borrowing money isn’t easy anymore. Besides, investing more money alone may not help them in facing competition from the big chain stores. It must be realized that more than money, most importantly, they lack advantage of bulk purchase as well as brand equity of their newly emerging competitors. The biggest advantage of such a cooperative lies in four important areas.?First, cost of setting up business will be very low, since all such stores already have low-cost space, unlike the multi-brand foreign retailers.?Second, in case of shop-keeper’s cooperative, every retail outlet is owner-managed and therefore, highly motivated. Good management training will also help to develop professional administration of the store and high quality customer relationship.?Third, these brand owners have huge traditional long-established and emotionally attached clientele from the locality.?Fourth, such locality retailers are never competitors, if the membership is given to one store in each area. A retail stationery shop in Dadar is not a competitor to one in Mahim, nor is one in East Mulundof the one in West Mulund. Creating brand equity of their own will start with a common name for the shops of all member retailers. Retailers normally have an emotional attachment to the store’s name—in many cases their family name. But one should realise that branding your family shop under a common name has many benefits.The Chapter five deals with the Perception and Attitude of Consumers towards Shopping Mall and research methodology, which is adopted to analyze and interpreted the perception and attitude of consumers towards shopping mall. It has been divided into two parts, separate study is done for analyzing the impact of visual merchandising on consumer behaviour. Through the study, consumer’s perception towards visual merchandising displays and what effect these displays carry on consumer’s perception and behaviour were exposed. The secondary question pertaining from the introductory literature study was to conclude the effect of visual merchandising displays on consumer perceptions. Explorative research was performed and qualitative data were collected by means of focus groups . End consumers perceptions of visual merchandising were identified and concealed in creating an interest and were longing to promote persuasion towards merchandise and aesthetically to beautify the store. Consumers expressed that the impact that visual merchandising displays had on their buying decisions depended on their personal preferences.For other objectives I have adopted exploratory research design. The Primary Data is collected through questionnaire Method. Through the various steps, which are involved in the exploratory research, are as follows:. Research Design ExploratoryData Source Primary & Secondary dataResearch Instrument QuestionnaireSample Plan Shopping Malls of Luck now & GurgaonSample Size 300 customersSampling Procedure Non Probability SamplingSampling Methodology Personal SurveyThe six chapter traces the Problem and Challenges of Shopping Malls in India. Chapter also analyses the Factor Driving the Growth of Shopping Mall, Challenges of Shopping Malls, Challenges Faced by Retail Brands at Indian Malls, Challenges Faced by HR in Shopping Malls, Recruitment, Challenge & Employing Strategies in Shopping Mall, Compensation Strategies, Engaging & Retailing the Talented, Career Advancement, Healthy Management Practices and Ethnic Diversity Management. Generally there are two types of consumers who visit malls – focused buyers and impulse buyers. The time spent by focused buyers inside the mall is relatively lower as compared with impulse buyers who spend a lot of time window shopping. Malls which have entertainment zones and/ or promotional activities have larger foot falls and more percentage of impulse buyers. Mall management becomes critical to attract impulse buyers. For example, Ansal Plaza in Delhi has ensured its success through good promotional events and mall management practices since its inception in 1999. Its amphitheater which is dedicated to promotional activities has ensured footfalls despite newer malls coming up in the NCR region. Contrary to popular misconception that mall management is synonymous with facility management, mall management actually takes care of the issues such as: Positioning, Zoning (tenant mix and placement within mall), Promotions and Marketing,Facility Management (infrastructure, footfalls, and ambiance), Finance Management.?Various business models are adopted by retailers/ developers while utilizing the services of a?There are very few mall management companies in India at present. Large real estate developers and retail chains either have their own mall management divisions or have contracts with international consultants. In developed markets mall management is an established independent service line. Till recently contract model was the norm in India. But the revenue sharing model is increasingly becoming popular with retailers in India due to the present economic situation. India is yet to embrace the concept of third party mall management in retailing. Some of the issues could be:- Planning the mall around anchor tenants,?Lack of market research by developers,Tendency to lease out on a FCFS basis,Perceive outsourcing as additional cost,Lack of accountability for in-house promotional activities.Improper planning for space (lack of parking space, single entry/ exit points)With the slowdown of the realty sector, developers might give the mall management practice a thought in order to ensure that the slowdown does not affect its footfalls. Mall market in India has become extremely competitive especially due to the sudden boom in the real estate sector. Malls have come up in the Tier II cities and rural areas as well albeit in a smaller and different format. With increasing competition from high street retailers, developers are finding it difficult to achieve 100% occupancy rates. A specialist’s retail property management skills enable property owners to receive the benefit of master planning and development expertise which is critical to ensure that malls are strategically positioned for long-term growth and success.How a retail shopping mall can be transformed into a brand? So that people recognize it with its name, and same is repeated later in other cities at other locations. But for that principle A to Z is being retailer friendly. In India, it can evidently noticed that there are Mandis/Bazaars (place where vegetables and groceries are sold) in county side, some daily and some weekly, but most people recognize them as weekly mandis only where in all house hold and vegetables are sold and later small stores came up at corners of the streets or residential locality which were called as Kirana stores now referred as Mom and Pop Stores, In the early 1980s manufacturer's retail chains like Binny, S Kumars, Vimal, Bombay Dying, HMT, Allwyn, etc started making their appearance in bigger cities. Later in 1990s Branded retail outlets like Food world, Nilgris and local retail outlets like Trinetra super market, Apna Bazaar, came into existence. Now big players like Reliance, Bharti, Tatas, ITC and other reputed companies are entering into organized retail businesses. And the big multinational retailers are waiting to enter India in the form of direct entrance eg: - Nike, Reebok, Metro etc or Joint Ventures eg: - Bharti with Wal Mart and Tatas with Tesco. India is making a landmark revolution in the retail space in the world and Asia in particular. India's strong economic growth and rising disposable incomes of middle class and lower middle class made big business houses venture in to this business, many businesses are coming from US and Europe. The Government's decision to allow foreign Direct Investment and businesses in to this sector has attracted foreign companies to establish their businesses in India. Now foreign retailers will be able to own their own stores in India for the first time as part of a major government liberalization of business. Till 2006 foreign companies were allowed to operate franchises by the government to protect the indigenous companies. Now new regulations may allow foreign companies to hold up to 100%. But the Indian government is going ahead with new reforms which may create millions of job in the near future while safeguarding the interest of domestic firms. The increase in the land value and number of real estate companies investing in this field has also helped power the boom as financing is made easier, one can see that software companies like Satyam has marked their presence in reality and infrastructure and the reality company, K Raheja group has stretched their wings to retail. The noted swift growth in reality industry is of significance and this is changing the evolution and the spectrum of whole marketing of FMCG, farm and dairy products. Retailing is still in its infancy in India. In the name of retailing, the unorganized retailing has dominated the Indian landscape so far. According to an estimate the unorganized retail sector has 97% presence whereas the organized accounts for merely 3%. Industry has already predicted a trillion dollar market in retail sector in India by 2010. However, the retail industry in India is undergoing a major shake-up as the country is witnessing a retail revolution. The old traditional formats are slowly changing into more complex and bigger formats. Malls and mega malls are coming up in almost all the places be it – metros or the smaller cities, across the length and breadth of the country. Both MNCs and Indian firms want to get their share of this burgeoning pie. Notable in Indian firms are Pantaloons Retail & Big Bazaar, Trent's Westside, Shopper's stop, Reliance and Subhiskha, Wills Lifestyle stores, Café Coffee Day, which are present in India in different retail formats. Wal-Mart stores have just started operations in India. Some leading retail coffee chains of the world like Starbucks, Barnies are planning to expand in a major way in India. leading retail coffee chains of the world like Starbucks, Barnies are planning to expand in a major way in India. Chapter seventh is the concluding chapter, it consist of concluding observations and findings. It concluded that the shopping malls is mostly visited by age group of 20 - 30 followed by 30 - 40 age groups. The reason behind this was, as most of the visitors of shopping malls are being college students and families. Out of which 23% of the students and 23% of the housewife are the most common visitors of the shopping malls, which is followed by the professional and government employee as 15% and 13% respectively. It also reveals that the income group of above 40,000 is the most common sightseer of the shopping malls with a percentage of 38. Income group of 30,000- 40,000 are having a share of 30%. Income group up to to10, 000 is having a lowest percentage of 7. The most of the respondents go for shopping purpose in shopping malls, 38% of the respondents go for entertainment purpose, and window shopping is also one big factor of attraction towards shopping malls. Mostly respondents use to go fortnight to shopping malls. 30% of respondents used to go weekly for various purposes to shopping malls. Only 10% of people go daily at shopping mall. The respondents all less than one room concept was the main motivator factor behind the success of shopping malls. Second preference of choice was availability of branded items. Mostly customers prefer show rooms and shopping malls for purchasing. 65% of the respondents are having a positive response towards the location of the shopping malls. Only 25% respondent said that location of shopping mall not affect the perception about shopping malls and 10% said they have no idea. Mostly respondents were highly unsatisfied with the parking facilities. Respondent agreed that the quality of service is up to the mark at shopping malls. Accordingly most of the respondent said that quality of the product was good. And respondents were satisfied with the money paid at shopping malls. I found that 65 % of the respondents were satisfied with the layout of shopping malls and 30% told that they do not like very much. 5% have not responded. 60% of respondents said that shopping malls always provide better services & it exceeds their expectations. 30% said that sometimes they are not satisfied with the services of shopping malls. 10% have said that they are never satisfied with the services of shopping malls. 70% of the respondents said shopping malls follow the ethical marketing practices. 25% said that the malls do not follow and 5% were having no knowledge about this. Customer said that when they think about shopping mall they think about quality. Out of 300 customer 255 customer have told this while 210 customer think about price out of 300.45 customers do not think of quality and 90 customers do not consider price of shopping mall. According to the table 80% of our respondents is aware about the brand of the shopping malls while 15% are not aware about brand while 5% were neutral. 65% of our respondents has said that big brand offers the more value for money. 33% percent do not agree and 2% can’t say anything. 84% of our respondents purchase branded items in a year from shopping malls while 14% of them do not purchase branded items from shopping malls. 32% of our respondents spends 1000 to 5000 at a onetime visit to shopping malls, while 28% spend less than 1000 at a onetime visit. 10,000 to 50,000 are spending by 12% and only 6% respondent spend more than 50,000 at one time visit to a shopping mall. We analyze that only 63% of our respondents visit to the food court of shopping malls while 37% do not visit to a shopping malls food court. The number of respondents who visit to a shopping malls 25% take coffee from a food court. Whereas ice cream and continental is on 2nd and 3rd preference of respondent with 20% and 17% and only 2% like to have a non - veg in food court of shopping malls. We analyze that 66% of our respondents believe that foods of shopping malls are costly while 24% do not agree with this. 45% of the respondents are accepting that they eat out more in shopping malls now a days from the last year where as 25% just oppose that they are not eating out in shopping malls in comparison to last year. We find that 33% of our respondents believe that there is safety in the shopping malls while 55% do not believe that shopping malls are safe for the public. The weekends rush was the one of the major problem for the normal customer. ***BIBLIOGRAPHYA.T. 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