This is one of the solutions submitted by team from NMIMS Mumbai.

1. AMARA BAZAAR
– TEAM WHISTLERS
(NMIMS)
TIRTHANKAR BEHERA
ROHIT SHAW
Plan for Amara Bazaar’s foray into Raipur

2. SWOT Analysis of RK Mall
STRENGTHS WEAKNESSES
• Located close to target consumer • No Hypermarket present in the mall
• Middle class present in Bhilai and • Less number of branded shops compared
Durg to other established malls
• Residential area around the mall
• Young crowd from colleges nearby
• A well established mall since 5 years
• Presence of multiplex as well as game
zone for children which can draw in
families
• Can expand with more number of • Presence of more established malls in
branded shops Raipur at better locations like City Centre
• Can increase footfall by improving and Majento
the ambience
• Can decorate the mall during festive
seasons to attract more people
OPPORTUNITIES THREATS

3. SWOT Analysis of Mosaic Mall
STRENGTHS WEAKNESSES
• First mover advantage in Naya Raipur • Located far away from the main Raipur
• Presence of popular brands like city
Pantaloon and Fun Republic in future • Will take considerable time for a shop to
• Proposed as the biggest mall in Raipur breakeven
• Tap customers from upcoming • Uncertainty regarding completion time of
residential areas which is currently upcoming projects in the area
under construction
OPPORTUNITIES THREATS

4. Choice of Location using Factor
Rating Method
Weighted Factor Scores
RK Mosaic Factor
Factor Factor RK Mall Mosaic
Mall Mall Weight
Factor Scores (1-5 scale) Proximity to Target Market 1.35 0.9
Proximity to Target
4.5 3 0.3
market Customer parking 0.1125 0.12
Customer parking 3.75 4 0.03
Traffic Congestion 0.12 0.16
Traffic Congestion 3 4 0.04
Competition 0.3 0.4
Competition 3 4 0.1 Labor supply 0.32 0.24
Labor supply 4 3 0.08 Sourcing 0.4 0.3
Sourcing 4 3 0.1 Location Cost (Rent,Utility
0.4 0.45
Location Cost bills,etc)
4 4.5 0.1
(Rent,Utility bills,etc) Community Attitude 0.2 0.15
Community Attitude 4 3 0.05 Transportation facilities 0.4 0.2
Transportation Plot Size 0.2 0.225
4 2 0.1
facilities Special Consideration
Plot Size 4 4.5 0.05 (Crime rate,Police 0.2 0.15
Special Consideration Security,etc)
(Crime rate, Police 4 3 0.05 Totals 4.0025 3.295
Security,etc) Best Total Score 4.0025
Total 1 Best Location RK Mall
Looking at the SWOT analysis of RK mall and Mosaic mall as well as the
results of the Factor rating method , Amara Bazaar should be set up at RK Mall.

5. Store Format
Hypermarket Supermarket Supercenter
Medium, around Very High, around 100,000
Space Required High, around 50,000 sq ft
20,000 sq ft sq ft
Stock availability High Low Very High
Low to High
Range of
High Medium (Depending upon what it
products
sells)
Medium , only
High as these are treated Medium , since it is spread
Convenience groceries are
as “one stop shop” over a large area
available
Location Cost High Medium Very High
Due to space constraint, it is very difficult to open a Supercenter in Raipur
Also RK mall is located near some of the educational hubs and students are
more interested in buying electronic items like phones, laptops and computer
accessories. So it will be better to open a hypermarket.

6. Merchandising Strategy
Features of High assortment and Features of High variety and fewer
fewer variety assortments
Satisfaction level high to find products of different
Freedom of choice in the same product category
category
Provides information to assist in developing one’s
Low regret if the product turns out to be bad
preferences
Flexibility for consumers who are certain about their Flexibility for consumers who are uncertain about
preferences and tastes their preferences and tastes
Higher chance that a consumer will find a product Higher chance that a consumer will find the best
matching his/her ideal point product
High Variety Less Assortment
Initially provide a variety of choices to the consumer
Strategy
for Identify Consumer Behavior and Buying Preferences
Amara Analyse the buying behavior of consumers to identify the fast selling and in demand products
Bazaar
Employ a combination of both the strategies
Keep high assortment of fast selling products + lesser SKUs for a variety of products

7. Merchandising Strategy
 Bottom-up Assortment Planning: Inputs
from POS data and store-SKU level demand
data have to travel from the stores upwards to
make an effective assortment plan.
 Understand Customer: Identify customer-
buying patterns and shopping behaviour.
Customer shopping basket and loyalty data
can help in achieving this target.
 Personalized offers and Coupons: Make
“The right offer to the right customer” e.g.
offer on a baby shampoo for a young mother,
dog food discounts for pet owners or on
organic food for a health conscious person

8. Merchandising Strategy
 Assortment Localization: Use a variety of
localization strategies to give shoppers the
feeling that a store is “their” store and that it
understands their specific needs closely.
 Cross-channel Synergies in Merchandising :
There has to be a cross-channel uniformity
between the merchandise across channels.
 Price Optimization: In some segments like
grocery retail where price elasticity is high, even
a margin percentage difference in pricing can
lead to major difference in sales volumes.

9. Proposed Layout
Assumption: Amara Bazaar will be spread across two floors.
The Ground floor is for groceries and related items as it will be easy for
customers to take heavy loads of grocery to the parking area.
 Dairy and Bakery complementary goods Ground Floor
 Grocery high traffic and frozen foods high
margin
 Natural foods high demand and frozen
foods high margin
 Toys to attract children and children
based purchases
 ATM to promote express counters and
outside people
 Cappuccino bar and indoor/outdoor
eating area for mobile queue
 Impulse items near queue space to
increase more impulse buying

10. Proposed Layout
The first floor is for clothes, electronics, apparels, personal grooming
items, furniture and home linen products First Floor
 Flexibility in layout
 Allowance for
browsing and
wandering freely
 Increased impulse
purchases
 Visual appeal
 Clearance items for
more impulse buying
 Changing rooms near
apparels for

11. Manpower and Shift Plan
Organizational Chart Store
manager
Floor manager Inventory Procurement Manpower
IT Manager
manager manager
Cashier
Front end job – Back end job Multi Tasking –
Customer – Able to perform
Supervisor interacting Supply chain both
activities management front and back
Customer Security staff end jobs
service associates
Cleaning staff Workers
for unpacking
Manpower Requirement Matrix
Weekdays 10 AM – 6 Weekdays 4 PM – Weekends 10 AM – Weekends 4 PM –
PM 12 PM 6 PM 12 PM
(Less Customers) (High Customers) (High Customers) (Highest
Customers)
Customer Low High Medium High
interacting
Activities
Supply chain High Low High Medium
management
Multi Low Medium High High
Tasking

12. Manpower Requirement
Front end job: Customer Back end job – Supply Multi Tasking
interacting chain management (28) (25)
Activities ( 97) • Inventory manager : 5
• Store manager : 2 • IT executives : 3 •Multitaskers: 25
• Admin. & commercial staff : 5 • Procurement manager : 5
• Supervisor : 5 • Workers for unpacking : 15
• Customer service associates : 50
• Cashier : 15
• Security staff (including parking)
:10 Total no of employees: 150
• Cleaning staff : 10

13. Queuing System
Multiple Queue Single Queue Multiple Single Queue Single
Multiple Server Server Server
Advantages Advantages
Advantages ->Fairness – Supply of ->Fairness – Supply of
->Possible to segment service provided to service provided to
customers based on customer who queued customer who queued
service needs first first
->Space available is ->Reduces possibility
equally distributed of customers
abandoning the line
Disadvantages
Disadvantages Disadvantages
->Normally the
->Person arriving earlier length of the queue ->Large waiting time for
for billing runs the risk of is larger. So people consumers
being serviced after the
person arriving later. perceive it will take
more time

14. Example comparing MQMS and
SQMS
Multiple Queue Single Queue
Multiple Server Multiple Server
Service Service Service Service Service Service
Time = Time = Time = Time = Time = Time =
3min 4min 3min 3min 4min 3min
Counter 1 Counter 2 Counter 3 Counter 1 Counter 2 Counter 3
Cust 1 Cust 2 Cust 3
Cust 1 Cust 2 Cust 3
3 min 4 min 3 min Time taken
Time taken 3 min 4 min 3 min
Cust 4 Cust 6 Cust 5
Cust 4 Cust 5 Cust 6 3 min 4 min 3 min Time taken
Time taken 3 min 4 min 3 min Cust 7 Cust 9 Cust 8
Cust 7 Cust 8 Cust 9 3 min 4 min 3 min Time taken
Time taken 3 min 4 min 3 min Cust 10 Cust 11
3 min 3 min Time taken
Cust 10 Cust 11 Cust 12
Cust 12
Time taken 3 min 4 min 3 min 3 min Time taken
Total time 15 min 12 min 12 min Total time
12 min 16 min 12 min
taken taken

15. Proposed Queuing System for
Amara Bazaar
Single Queue Multiple Server model should be used as it provides the following
advantages -:
• The total processing time for all customers is lesser
• Customers are serviced in the order in which they arrive
• The average waiting time as well as the variance in average
waiting time is lesser
• Separate queues can be maintained for Express counters ( for less
than 10 items)
• Merchandise displays along the single queue provides an
opportunity to capture a shopper's impulse purchase earlier in the
queue
• Queue busting processes – Hand held scanners and Mobile Queue

16. Strategy for Amara Bazaarto be a
National brand

17. Thank You