CHAPTER I

INTRODUCTION AND RESEARCH METHODOLOGY

1
 INTRODUCTION

The retail clothing industry in India has witnessed significant growth in

recent decades, emerging as one of the most vibrant and competitive sectors in
the economy. The rise of urbanization, increasing disposable incomes, and
growing exposure to global fashion trends have shaped consumer preferences,
making clothing retail a highly dynamic and rapidly evolving market. Amidst this
competitive landscape, M Square Clothing Centre has positioned itself as a
leading clothing retail store, catering to a diverse clientele with its extensive range
of quality apparel that combines style, affordability, and customer-centric service.

Located strategically to attract customers from both urban and semi-urban

areas, M Square Clothing Centre specializes in meeting the varied needs of its
patrons by offering casual wear, formal wear, ethnic attire, and seasonal
collections. The store serves as a one-stop destination for families, professionals,
and youth who seek trendy, high-quality clothing at reasonable prices. Its mission
is not only to provide value for money but also to enhance customer experiences
through innovative marketing strategies, personalized service, and an evolving
product line that reflects the latest trends in the fashion world.
The Indian clothing retail sector, valued at billions of dollars, has become
a highly competitive market with local players like M Square Clothing Center
vying with national and international brands. To thrive in this competitive
environment, M Square Clothing Center has adopted a blend of traditional and
digital marketing strategies. Traditional marketing methods, such as in-store
promotions, billboards, and local sponsorships, help maintain strong visibility
among local customers. Simultaneously, the growing influence of the internet
on consumer behaviour has pushed the brand to invest in digital platforms,
including social media campaigns, influencer collaborations, and online
advertising, to engage a tech-savvy audience.

2
 M Square Clothing Centre’s marketing strategy is rooted in its
understanding of customer preferences, which vary widely based on factors like
age, lifestyle, and budget. For instance, young adults are drawn to fast fashion
collections, whereas working professionals may prioritize formal and
comfortable clothing. Families, on the other hand, often seek a mix of ethnic
and casual wear that is suitable for multiple occasions. Recognizing these
diverse needs, the store continuously adapts its product offerings and
promotional tactics to ensure that it remains relevant and attractive to its
customer base.
A key component of M Square Clothing Centre’ success lies in its
commitment to customer satisfaction and trust. The store emphasizes
transparency in pricing, clear communication of promotional offers, and the
provision of high-quality products that deliver on their promises. Additionally,
the store has invested in building long-term relationships with its customers
through loyalty programs, personalized recommendations, and excellent after-
sales service. This focus on customer engagement has helped M Square build a
loyal customer base while attracting new patrons through positive word-of-
mouth referrals and online reviews.
At the same time, the digital revolution has transformed how clothing
retailers approach marketing. For M Square Clothing Centre, platforms like
Facebook, Instagram, and WhatsApp have become vital tools for reaching
younger, tech-savvy consumers who spend a significant amount of time online.
Social media allows the store to showcase its latest collections, announce sales
and discounts, and interact directly with customers through comments,
messages, and user-generated content. Additionally, the rise of e-commerce has
encouraged M Square to explore online sales channels, making its products
accessible to a broader audience.

3
 Need of the study

The Indian clothing retail market is experiencing rapid growth, with

increased competition from domestic and international brands Evolving customer
preferences for affordable yet trendy clothing have created new challenges for
retailers Effective marketing strategies are critical for gaining a competitive edge
and building long-term customer loyalty.
Understanding consumer preferences regarding fashion trends, pricing,
and promotional offers is essential for success. M Square Clothing Retail must
continually assess the effectiveness of its marketing practices to adapt to the fast-
changing market dynamics. This study aims to analyze the marketing strategies
of M Square Clothing Retail to offer recommendations for improvement and
innovation.

4
 Significance of the study

➢ Identifies best practices and areas for improvement in M Square Clothing

Retail’s marketing campaigns.
➢ Provides insights into customer preferences, enabling the company to
tailor its product offerings and promotional efforts.
➢ Highlights the importance of digital marketing for increasing brand
visibility and competitiveness in the clothing retail sector.
➢ Offers practical recommendations for enhancing operational efficiency
and customer engagement.
➢ Adds to the existing literature on marketing strategies in the Indian retail
market, serving as a reference for future research.

Objectives of the Study

➢ To analyze the marketing strategies employed by M Square Clothing Retail

in attracting and retaining customers.
➢ To identify consumer preferences for clothing types, price ranges, and
shopping experiences.
➢ To understand the factors influencing customer purchasing decisions in the
retail clothing sector.
➢ To evaluate the challenges faced by M Square Clothing Retail in
implementing effective marketing campaigns.
➢ To provide recommendations for enhancing the company’s marketing
strategies to achieve sustained growth.

5
 Limitations of the study
The study does not directly analyze external economic changes such as
inflation, fluctuating textile costs, or job market dynamics that could impact
consumer purchasing behavior in the clothing retail sector. While the study
addresses digital marketing strategies, it may not comprehensively explore all
emerging online platforms, such as the latest social media trends or cutting-edge
e-commerce innovations that are rapidly influencing customer engagement.
The sample size of customers and marketing campaigns analyzed may be
limited, which might not fully represent the broader population of M Square
Clothing Center’s target market across different demographic segments.
Changes in government regulations or policies affecting the retail and textile
industries, such as GST rates or import/export policies, are not covered in detail
within the scope of this research.

Scope of the study

The study focuses on the marketing practices of M Square Clothing
Retail in urban and semi-urban markets. It examines customer behavior,
purchasing patterns, and preferences based on primary and secondary data
sources. The research includes an analysis of both traditional marketing
methods and digital marketing initiatives undertaken by the company.
The study spans a three-year period to identify trends, challenges, and
opportunities in the clothing retail sector. The findings will contribute to
developing more effective marketing strategies for M Square Clothing Retail,
with a focus on customer-centric approaches.

6
 CHAPTER II

THEORATICAL BACKGROUND

7
 Theoretical background
Marketing strategy is a comprehensive plan designed to help an
organization increase its market share and achieve competitive advantage. It
involves the systematic planning and execution of marketing activities aimed at
connecting a company’s products with its target market. The core of strategic
marketing lies in understanding customer needs, leveraging the company’s
resources, and creating a unique value proposition that sets the business apart
from competitors. Effective marketing strategies do not simply revolve around
selling a product, but about building relationships with customers, enhancing
their experience, and ensuring long-term brand loyalty.
Marketing strategy, as a distinct field, evolved during the 1970s and 1980s
as it started branching out from strategic management. While strategic
management primarily focused on corporate planning and competitive advantage,
marketing strategy specifically began to address how organizations could
effectively communicate and deliver value to their customers. The field focuses
on establishing a long-term vision of where the company wants to be in the market
and determining the methods to achieve that vision by evaluating the market,
understanding consumer behavior, and analyzing competitors.
The scope of marketing strategy includes defining target markets,
positioning products, and selecting the right marketing mix (product, price, place,
and promotion) to serve the needs of consumers. It involves choosing appropriate
marketing tactics and channels that align with the company’s goals. As
companies strive for growth, marketing strategies are crafted to differentiate the
product or service from the competition, emphasize the brand’s unique selling
proposition (USP), and ultimately achieve profitability.

8
Meaning of marketing
Marketing is about connecting your company with potential customers
and connecting those customers with your products. It involves understanding
customer needs, translating those needs into products and services, packing and
pricing those products and services, and then convincing customers that they need
to buy those products and services.
At the heart of marketing is the process of understanding. Customers are
not just looking for products; they are seeking solutions that fulfill their needs,
whether those needs are practical, emotional, or aspirational. For instance, when
customers buy clothing, they may be seeking comfort, style, or a way to express
their identity. Marketing ensures that companies listen to these demands and
respond with offerings that satisfy those expectations in a meaningful way
.
What is a marketing strategy?
A marketing strategy is more than just a short-term plan to increase sales;
it is a well-thought-out, long-term approach designed to achieve a company's
broader goals. These goals may range from building brand recognition and
customer loyalty to capturing market share and ensuring sustained profitability.
At its core, a marketing strategy revolves around understanding customers’ needs,
preferences, and behaviors, ensuring that every action taken by the company
aligns with creating value for its target audience.
By understanding the needs of customers, companies can tailor their
products, services, and communications to resonate with their audience. This
understanding is not static but dynamic, as customer needs evolve over time due
to changes in technology, culture, and economic conditions. A successful
marketing strategy incorporates ongoing research and analysis to stay attuned to
these changes, ensuring the company remains relevant and competitive.

9
Key takeaways
➢ Marketing is more than just advertising and promotion – it's all about
connecting with the customer.
➢ A marketing strategy sets the direction for all your product and marketing-
related activities.
➢ Having a marketing strategy helps keep all your activities on track.
➢ Developing a marketing strategy involves setting goals, researching the
market, developing product plans, defining your marketing initiatives, and
following the '7 Ps'.

What is included in a marketing strategy?

In essence, a marketing strategy determines the general direction – but not
the specific details – for a variety of marketing-related activities. Ideally, your
marketing strategy should help you define the following for your company:
• Target audience: Who you're going after
• Value proposition: What your USP or competitive value is
• Product mix: What you're offering
• Brand messaging: Where (and how) you stand in the market
• Promotional initiatives: What other benefits can you offer
• Content marketing: How you'll use content to meet your goals

How to create an effective marketing strategy:

There are several steps you need to take to create a successful marketing
strategy for business.
1. Set definable business goals
Your company's vision and objectives are the driving factors behind your
marketing strategy. These overall objectives help determine your marketing
goals, which your marketing strategy is in service of your marketing goals build
on your company's goals. You might set a goal to achieve a specific market
10
share, dominate a particular channel or reach a certain percentage of a certain
type of consumer. Your goals should be reachable and measurable.

2. Identify and research the target market

The goals you set help you define the target market to pursue. This
requires you to get familiar with the customers in this market, which requires
some degree of market research and analysis. You need to determine the
following about the target market and its customers:
2.1 Market size and growth potential
2.2 Trends in your market
2.3 Competitors
2.4 Geographic and demographic characteristics
2.5 Customer behaviour
From here, you can really develop your ideal customer profiles and buyer
personas. And remember: you can't be competitive without knowing what your
competitors are up to - competitor analysis is key to market penetration and
moving up those search rankings.

3. Focus on the 7 Ps
As you develop your marketing strategy, you should focus on the traditional 7 Ps
of marketing:
product

process price

promotio
packaging
n

people place

11
Product: How you satisfy customer needs
Price: How much customers are willing to pay for your product
Promotion: Which channels you use to tell customers about your product
Place: Where you sell your product
People: Individuals who help sell your product to customers
Packaging: How you present your product to the customer
Process: How you deliver your product to customers

4. Develop product plans

Once you understand your target customers, you can determine what products
best serve those customers' needs. When you know what a customer wants, you
can build the right product for that customer. Developing the product falls outside
the parameters of the marketing department, of course, as does producing the
product. But marketing should have a prominent and vocal role in determining
the product's features, pricing and packaging, as determined by customer needs
and metrics.

5. Identify the key benefits

Savvy marketers know that new customers don't make decisions based on a new
product's features but rather on how that product benefits them. It's essential to
identify the key benefits of the products you develop – how that product best
serves the customers' wants or needs. It's not a matter of "if you build it, they
will come," it's a matter of meeting your customers' needs. .

6. Craft your positioning and messaging

Product positioning should build on a product's benefits and how the product
meets the needs of the target audience. You have to deeply understand what your
customer’s value and then position your product accordingly. This follows
through into all messaging surrounding the product. The product position may be

12
that it's the best for meeting a particular need – the messaging communicates that
positioning in a clear, concise and attention-getting fashion. Don't forget to follow
marketing trends as this can really increase your opportunity. For example, user-
generated content (UGC) has become a real hit in recent years, so try and embrace
this. This has developed from simple referral strategies or word-of-mouth, which
can be done via testimonials and case studies that talk about your unique value.

Marketing Strategy
1. Customer Behaviour Theories
Understanding customer behaviour is central to designing effective
marketing strategies. Theories such as Maslow’s Hierarchy of Needs and the
Theory of Planned Behaviour (Ajzen) explain how psychological and social
factors drive purchasing decisions. These theories help marketers tailor their
strategies to influence customer preferences and buying patterns.

2. Porter’s Five Forces Model-

Michael Porter’s Five Forces Model provides a framework to assess
the competitive environment and industry profitability by analysing:
o Threat of New Entrants: The ease with which new competitors can enter
the market
o Bargaining Power of Suppliers: The power suppliers have to influence the
cost and quality of inputs
o Bargaining Power of Buyers: The influence customers have on price and
demand for higher value
o Threat of Substitute Products: The likelihood that alternative products will
replace current offerings.
o Rivalry Among Existing Competitors: The intensity of competition
between existing firms in the market. This model guides marketers in

13
 crafting strategies that reduce risks and capitalise on competitive
opportunities.

3. STP Model (Segmentation, Targeting, Positioning)

The STP Model is critical for identifying and focusing on the most
valuable segments of the market. It involves:
Segmentation: Dividing the market into homogeneous groups based on
characteristics like demographics or behaviour.
Targeting: Selecting one or more segments to serve.
Positioning: Crafting a unique market position to appeal to the selected segment,
often through differentiated offerings.

4. SWOT Analysis
The SWOT Analysis framework helps in identifying internal and external factors
that influence strategy:
Strengths: Internal capabilities that give the organisation a competitive edge.
Weaknesses: Internal factors that may hinder performance.
Opportunities: External factors that the business can leverage.
Threats: External risks that could challenge the business. SWOT analysis enables
marketers to prioritise strategic goals by understanding where the business stands
in the market.

5. Brand Equity Theories

Building and maintaining strong brands is crucial in marketing strategy.
Aaker’s Brand Equity Model and Keller’s Customer-Based Brand Equity
(CBBE) Model focus on the value created by strong brands. Brand equity refers
to the additional value a brand brings to a product or service, influencing customer
loyalty, perception, and price tolerance.

14
6. Digital Marketing and Network Theory
With the rise of the digital age, marketing strategies have increasingly
shifted toward digital platforms. Network theory explores how information flows
within social networks and how businesses can utilise this knowledge to create
viral marketing campaigns, leverage influencers, and enhance customer
engagement. Digital tools such as SEO, content marketing, and social media play
a key role in modern marketing strategy.

15
 CHAPTER III

PROFILE OF THE ORGANISATION

16
 Company Profile

M Square Clothing Center is a well-established retail outlet renowned for

offering an extensive variety of fashionable and affordable clothing. Strategically
located to serve urban and semi-urban customers, the store has earned a reputation
for quality products, exceptional customer service, and a diverse product range.
With a keen understanding of customer preferences, M Square combines
traditional retail approaches with innovative strategies to create a shopping
experience that meets the needs of individuals and families alike. By continuously
adapting to fashion trends, the center positions itself as a leader in the regional
clothing retail industry

Mission and Objectives

M Square Clothing Center is guided by a clear and customer-focused mission:
➢ Delivering High-Quality and Stylish Clothing: Every product offered
by M Square undergoes rigorous quality checks to ensure that customers
receive durable, comfortable, and fashionable attire. By sourcing high-
quality materials and staying updated with market trends, the center
ensures that its collections always resonate with current fashion
standards.
➢ Providing a Diverse Range of Apparel: Catering to varied customer
demographics, M Square offers a broad spectrum of clothing. This
includes options for men, women, children, and even niche segments like
ethnic and professional wear. The goal is to ensure that every shopper
finds something suitable for their needs, preferences, and occasions.
➢ Enhancing the Shopping Experience: Customer satisfaction is at the
core of M Square’s operations. The center focuses on friendly,
knowledgeable staff, a well-organized store layout, and innovative

17
 services like personalized styling to ensure an enjoyable shopping
experience.
➢ Promoting Sustainable Fashion: Acknowledging the environmental
impact of the clothing industry, M Square takes steps to adopt ethical
sourcing practices and eco-friendly packaging, appealing to
environmentally conscious consumers.
➢ Staying Ahead of Market Trends: M Square invests in market research
and customer feedback to anticipate emerging trends. This proactive
approach allows the store to consistently offer collections that align with
the evolving tastes of its customer base.

Product Categories
M Square Clothing Center prides itself on its extensive range of clothing,
catering to the diverse needs of its customers.
1. Casual Wear:
Comfortable, stylish, and ideal for everyday use, M Square’s casual wear
includes a variety of T-shirts, jeans, tops, leggings, and dresses. These
items are designed to offer functionality without compromising on style,
making them perfect for work-from-home setups, outings, or relaxed
weekends.
2. Formal Wear:
For professionals and those attending formal events, M Square offers a
sophisticated collection of blazers, trousers, shirts, and skirts. These items
are tailored to perfection, combining elegance with practicality to ensure
that customers look and feel their best in professional settings.
3. Ethnic Wear:
Reflecting the richness of Indian culture, M Square’s ethnic wear range
includes sarees, kurtas, lehengas, and sherwanis. These garments are

18
 crafted to suit festivals, weddings, and cultural celebrations, blending
traditional designs with contemporary aesthetics.
4. Seasonal Collections:
Understanding the importance of season-specific attire, M Square
introduces exclusive collections for summer, winter, and monsoon. These
collections feature lightweight, breathable fabrics for hot weather, cozy
layers for colder months, and water-resistant options for rainy days.
5. Children’s Wear:
Offering comfort and durability, M Square’s children’s collection
includes playful designs, vibrant colors, and practical styles for kids. This
range ensures that children are not only comfortable but also stylish,
whether at school, family gatherings, or outdoor activities.

Services Offered
M Square Clothing Center is committed to enhancing its customers’ shopping
experience through a range of value-added services:
1. Personalized Styling Assistance:
Customers can receive guidance from trained staff who help them select
outfits that suit their preferences, body type, and occasions. This
personalized touch ensures customers leave the store with items that
boost their confidence and style.
2. Loyalty Programs:
M Square rewards its repeat customers through a comprehensive loyalty
program. Members enjoy benefits such as exclusive discounts, early
access to sales, and personalized offers, creating a sense of belonging and
encouraging long-term relationships.
3. Custom Alterations:
To ensure a perfect fit, M Square provides on-site tailoring services.
Customers can get their purchased garments adjusted for size or style,

19
 adding convenience and a personalized touch to their shopping
experience.
4. Seasonal Sales and Discounts:
Regular promotional events, such as festive discounts and end-of-season
sales, allow customers to enjoy premium products at reduced prices.
These sales not only attract new customers but also ensure that existing
customers feel valued.
5. Online Shopping:
Adapting to modern retail trends, M Square offers a seamless e-
commerce platform where customers can browse and purchase products
online. Features like home delivery, secure payment options, and virtual
try-on tools enhance the digital shopping experience.

•ACHIEVEMENTS
➢ Customer Satisfaction Excellence:
M Square consistently receives positive feedback for its superior
customer service. Surveys and reviews highlight the store’s ability to
meet and exceed customer expectations, making it a trusted name in the
region.
➢ Sustainability Initiatives:
Demonstrating its commitment to the environment, M Square has
launched eco-friendly packaging and introduced a line of sustainable
fashion products. These initiatives have resonated with environmentally
conscious consumers and set a benchmark for responsible retailing.
➢ Community Engagement:
M Square actively participates in community events, organizing
initiatives such as clothing donation drives for underprivileged families.
These efforts strengthen the store’s connection with its local community.

20
 ➢ Trend Leadership:
With its keen focus on emerging fashion trends, M Square has
successfully launched seasonal collections that have been well-received.
These collections often set the tone for regional fashion, reinforcing the
brand’s leadership in the market.

GOVERNANCE
The leadership team at M Square Clothing Center is dedicated to ensuring that
the store's operations and strategies align with its mission and customer needs.
The team’s focus includes monitoring market trends, maintaining operational
excellence, and fostering a customer-first approach. By emphasizing
accountability and innovation, the leadership ensures that M Square remains a
trusted and forward-thinking retail destination.

Contributions to the Industry

➢ Best Practices in Retail Marketing:
M Square identifies and implements innovative marketing strategies,
setting benchmarks for retail excellence. Its focus on customer
engagement and digital outreach provides valuable insights to the
industry.
➢ Customer-Centric Product Development:
By staying attuned to customer preferences, M Square designs and offers
products that reflect the demands of its audience, ensuring high
satisfaction and loyalty.
➢ Digital Marketing Leadership:
The center’s emphasis on leveraging social media, email campaigns, and
e-commerce has positioned it as a leader in digital retail marketing.
➢ Operational Efficiency:
M Square’s efficient inventory management, staff training programs, and

21
 tailored services offer a model for optimizing retail operations while
enhancing customer satisfaction.
➢ Thought Leadership:
By continuously contributing to the literature and practices surrounding
marketing strategies in the retail sector, M Square Clothing Center serves
as a resource and inspiration for other businesses in the industry.
M Square Clothing Center remains committed to adapting and thriving in an
ever-changing retail landscape, ensuring that it consistently delivers quality,
style, and value to its customers.

22
 CHAPTER IV

ANALYSIS AND INTERPRETATION OF DATA

23
 1. Primary Source of Customers
Question:
What are the primary sources of customers for M Square Clothing Center over
the past five years?"

Year SOURCE [Link] PERCENTAGE

RESPONDENTS
2019 Walk-ins 500 50%
Online inquiries 150 15%
Referrals 200 20%
Advertisements 150 15%
2020 Walk-ins 520 52%
Online inquiries 180 18%
Referrals 150 15%
Advertisements 150 15%
2021 Walk-ins 470 47%
Online inquiries 200 20%
Referrals 180 18%
Advertisements 150 15%
2022 Walk-ins 450 45%
Online inquiries 250 25%
Referrals 150 15%
Advertisements 150 15%
2023 Walk-ins 480 48%
Online inquiries 200 20%
Referrals 160 16%
Advertisements 160 16%

24
 primary source of customers
0 16
0 16
0 20
2023 0 48
0 15
0 15
0 25
2022 0 45
0 15
0 18 Source
0 20
2021 0 47 No. of Respondents
0 15
0 15
0 18
2020 0 52
0 15
0 20
0 15
2019 0 50
0 10 20 30 40 50 60

Interpretation:
The data over the five years shows that walk-ins consistently represent the
largest source of customers for M Square Clothing Center, accounting for
around 45–52% annually. However, there is a slight decline in reliance on walk-
ins over time, likely due to growing digital engagement.
Online inquiries have steadily increased, peaking at 25% in 2022, indicating
the rising importance of digital platforms and online visibility in attracting
customers.
Referrals and advertisements have remained relatively stable at around 15–
20%, suggesting they play a supportive but less dynamic role in customer
acquisition.
This trend underscores the need to balance traditional in-store experiences with
enhanced online marketing strategies to maintain and grow the customer base.

25
2. Customer Preferences for Payment Options
Question:
What are the preferred payment options for customers when purchasing from M
Square Clothing Center

Year Payment Option [Link] PERCENTAGE

RESPONDENTS
2019 Cash 600 50%
UPI 250 20.83%
Credit Card 150 12.5%
Other 200 16.67%
2020 Cash 600 50%
UPI 350 29.17%
Credit Card 150 12.5%
Other 100 8.33%
2021 Cash 300 25%
UPI 400 33.33%
Credit Card 300 25%
Other 200 16.67%
2022 Cash 576 48%
UPI 360 30%
Credit Card 192 16%
Other 72 6%
2023 Cash 600 50%
Cash 300 25%
UPI 150 12.5%
Credit Card 150 12.5%

26
 PAYMENT OPTIONS
Payment Option [Link] RESPONDENTS
600 600 600
600 576

500
400
400 350 360
300 300 300
300 250
200 200 192
200 150 150 150 150
100
100 72
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0
2019 2020 2021 2022 2023

Interpretation:
Cash payments were dominant but showed a decline in 2021 (25%), and
partially recovered in 2022 (48%), remaining strong at 50% in 2023. UPI
payments increased steadily, peaking at 33.33% in 2021 but slightly decreased
in 2022. Credit Card payments remained stable, fluctuating between 12.5%
and 25%, with no significant growth. Other payment methods decreased over
the years, from 16.67% in 2019 to 6% in 2022, indicating a shift towards more
mainstream payment options.
In conclusion, cash and UPI are the primary payment methods, with UPI
showing growth, while credit card and other methods saw less adoption.

27
3. Popular Marketing Channels
Question:
Which marketing channels have the most impact on attracting customers
to M Square Clothing Center?

Year Marketing [Link] PERCENTAGE

Channel RESPONDENTS
2019 Social Media 600 50%
Online Ads 250 20.83%
In-Store 150 12.5%
Influencer 650 54.17%
2020 Social Media 300 25%
Online Ads 150 12.5%
In-Store 700 58.33%
Influencer 350 29.17%
2021 Social Media 200 16.67%
Online Ads 750 62.5%
In-Store 400 33.33%
Influencer 250 20.83%
2022 Social Media 800 66.67%
Online Ads 450 37.5%
In-Store 250 20.83%
Influencer 600 50%
2023 Social Media 250 20.83%
Online Ads 150 12.5%
In-Store 650 54.17%
Credit Card 300 25%

28
 Marketing Channels
900

800

700

600

500
[Link] RESPONDENTS
400
750 800 Marketing Channel
650 700 650
300 600 600
200 400 450
300 350 300
100 250 200 250 250 250
150 150 150
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
2019 2020 2021 2022 2023

Interpretation:
• Social Media is the dominant marketing channel, especially in 2019 and
2022, accounting for 50% and 66.67% of respondents, respectively.
However, it dropped significantly in 2023 to 20.83%, suggesting a shift in
focus or reduced reliance on this channel over time.
• Online Ads showed steady usage, particularly in 2021 (62.5%) and 2022
(37.5%). The percentage of respondents relying on online ads grew
significantly in 2020, indicating increased digital engagement during the
year.
• In-Store marketing saw a notable rise in 2020 (58.33%) and remained a
key channel, especially in 2023 (54.17%), pointing to the importance of
physical store experiences for customer engagement.
• Influencer marketing had fluctuating importance, with a peak in 2019
(54.17%) and a decrease in 2023 (25%), showing that while it remains
effective, its role in marketing strategy has diminished over time.
In conclusion, Social Media and Online Ads have remained the key
marketing drivers, with In-Store and Influencer marketing showing varying
degrees of influence across the years.
29
4. Factors Influencing the Purchase Decision
Question:
What factors most influence customers when deciding to buy clothing at
M Square Clothing Center?

Year Factor [Link] PERCENTAGE

RESPONDENTS
2019 Price 600 50%
Quality/Material 300 25%
Brand 150 12.5%
Style/Trend 150 12.5%
2020 Price 700 55%
Quality/Material 350 28%
Brand 100 8.33%
Style/Trend 50 4.17%
2021 Price 750 45%
Quality/Material 400 24%
Brand 200 12.67%
Style/Trend 250 18.67%
2022 Price 800 40%
Quality/Material 500 25%
Brand 300 15%
Style/Trend 400 20%
2023 Price 900 45%
Quality/Material 450 22.5%
Brand 250 12.5%
Style/Trend 600 30%

30
 Factors Influencing the Purchase
Decision

1000
900 900
800 800
750
700 700
600 600 600
500 500 Factor
450
400 400 400 [Link] RESPONDENTS
350
300 300 300
250 250
200 200
150
150
100 100
50
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
2019 2020 2021 2022 2023

Interpretation:
➢ Price remains the most influential factor for customers, consistently
representing around 45%-55% of responses across the years.
➢ Quality/Material is the second most important factor, holding steady
between 22.5%-28% over the years.
➢ Brand holds a smaller share, fluctuating between 8.33%-15%, indicating
it is important but not a major deciding factor.
➢ Style/Trend has fluctuated but generally holds the least influence, ranging
from 4.17% in 2020 to 30% in 2023, showing some growth but still less
important than price and quality.

31
5. Preferred Cloths Brands
Question:
Which clothing brands are most popular among the clothing buyers at M Square
Clothing Center ?

Year Clothing Brand [Link] PERCENTAGE

RESPONDENTS
2019 Nike 360 36%
Adidas 240 24%
Levis 180 18%
H&M 120 12%
2020 Others 60 6%
Nike 400 40%
Adidas 250 25%
Levis 200 20%
2021 H&M 100 10%
Others 50 5%
Nike 450 45%
Adidas 275 27.5%
2022 Levis 225 22.5%
H&M 150 15%
Others 100 10%
Nike 480 48%
2023 Adidas 300 30%
Levis 240 24%
H&M 120 12%
Others 60 6%

32
 Preferred Cloths Brands

0 60
0 120
0 240
2023 0 300
0
0 100 480
0 150
2022 0 225
0 275
0
0 50 450
2021 0 100
0 200
0
0 250
2020 0 60
0 120 400
0 180
0
2019 0 240
0 360
100
200
300
400
500

[Link] RESPONDENTS Clothing Brand

Interpretation:
Nike is consistently the most popular brand, leading each year and increasing in
popularity from 36% in 2019 to 50% in 2023.
Adidas remains the second most popular brand, with its percentage growing
from 24% in 2019 to 32% in 2023, showing a steady preference for the brand.
Levis also holds a significant share but has a more stable presence, fluctuating
between 18-25% across the years.
H&M shows a steady but lower preference, with its share between 6-15%,
reflecting a stable customer base.
Others declined in preference over time, from 6% in 2019 to 8% in 2023,
suggesting a smaller segment of customers choosing alternative brands.

33
 6. Age Group of Buyers
Question:
What is the age group of most customers purchasing clothes at M Square
Clothing Center?

Year Age Group [Link] PERCENTAGE

RESPONDENTS
2019 18-25 900 45%
26-35 500 25%
36-45 400 20%
46-55 120 6%
2020 56 and above 80 4%
18-25 950 48%
26-35 550 27.5%
36-45 380 19%
2021 46-55 100 5%
56 and above 70 3.5%
18-25 1000 50%
26-35 600 30%
2022 36-45 400 20%
46-55 100 5%
56 and above 50 2.5%
18-25 1100 52%
2023 26-35 650 30%
36-45 400 18%
46-55 100 5%
56 and above 50 2.5%

34
 Age Group of Buyers
1200

1000

800

600 Age Group

1100
950 1000 [Link] RESPONDENTS
900
400
600 650
500 550
200 400 380 400 400
0 0 0 120
0 0
800 0 0 100
0 0700 0 0 100
0 0
500 0 0 100
0 0
50
0
2019 2020 2021 2022 2023

Interpretation:
➢ The 18-25 age group consistently represents the largest portion of
customers, increasing from 45% in 2019 to 55% in 2023, indicating a
growing preference among younger shoppers.
➢ The 26-35 age group holds the second position, making up around 25-
32% of the customers, showing steady interest from adults in their prime
working years.
➢ The 36-45 age group remains consistent at 18-20%, while the older age
groups (46-55 and 56 and above) represent smaller portions of the
customer base, with percentages between 4% and 6%.
➢ This suggests that M Square Clothing Center attracts a younger
demographic, particularly those in their 18-35 age range, while
maintaining a smaller but steady audience from older age groups.

35
 7. Frequency of Clothing Purchases
Question:
How often do customers purchase clothing at M Square Clothing Center?

Year Replacement [Link] PERCENTAGE

Frequency RESPONDENTS
2019 Every 1-2 years 400 40%
Every 3-4 years 120 12%
Every 5+ years 280 28%
Never 100 10%
2020 Every 1-2 years 450 45%
Every 3-4 years 150 15%
Every 5+ years 270 27%
Never 90 9%
2021 Every 1-2 years 500 50%
Every 3-4 years 180 18%
Every 5+ years 250 25%
Never 70 7%
2022 Every 1-2 years 600 60%
Every 3-4 years 180 18%
Every 5+ years 180 18%
Never 60 6%
2023 Every 1-2 years 650 65%
Every 3-4 years 200 20%
Every 5+ years 150 15%
Never 50 5%

36
 Frequency of Clothing Purchases

700

600

500

400
Replacement Frequency
650
300 600 [Link] RESPONDENTS
500
200 400
450
280 270 250
100 180 180
180 200
120 100 150 150
90 70 60 50
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
2019 2020 2021 2022 2023

Interpretation:
➢ Every 1-2 years is the most common purchase frequency, showing an
increasing trend over the years, from 40% in 2019 to 65% in 2023. This
suggests that most customers buy clothing regularly, with a growing
number doing so annually or bi-annually.
➢ Every 3-4 years remains consistent but less common, making up around
12-20% of respondents.
➢ Every 5+ years shows a declining trend, with fewer customers
purchasing clothing at these intervals.
➢ Never shows a slight decrease over the years, from 10% in 2019 to 5%
in 2023, indicating fewer customers are abstaining from purchasing
clothes.
Overall, the data indicates that customers are purchasing clothing more
frequently, with a noticeable preference for buying clothes every 1-2 years, and
a smaller segment purchasing less frequently.

37
 8. Customer Satisfaction with Clothing Retail Services
The following table shows the ratings for the past 5 years, as no significant
changes have occurred during this period.
Question:
How satisfied are customers with the services provided by M Square
clothing retailers?

SATISFACTORY LEVEL [Link] RESPONDENTS PERCENTAGE

Very satisfied 1400 28%

Satisfied 2000 40%

Neutral 100 20%

Dissatisfied 600 12%

Customer satisfaction level

Dissatisfied

Neutral

Satisfied

Very satisfied

0 500 1000 1500 2000 2500

PERCENTAGE [Link] RESPONDENTS

Interpretation:
A majority of customers express satisfaction with dealer services, with
40% satisfied and 28% very satisfied. However, 12% are dissatisfied, indicating
potential areas for improvement.

38
9. Marketing Campaigns That Attract the Most Clothing Buyers
Question:
Which types of marketing campaigns are the most effective in attracting
clothing buyers at M Square Clothing Center?

Year Marketing Campaign [Link] PERCENTAGE

RESPONDENTS
2019 Discount offers 180 36%
Festive campaigns 140 28%
Referral programs 100 20%
Others 80 16%
2020 Discount offers 220 40%
Festive campaigns 160 29%
Referral programs 120 22%
Others 100 9%
2021 Discount offers 250 45%
Festive campaigns 180 33%
Referral programs 150 27%
Others 120 10%
2022 Discount offers 280 48%
Festive campaigns 200 34%
Referral programs 180 30%
Others 100 8%
2023 Discount offers 300 50%
Festive campaigns 220 35%
Referral programs 150 28%
Others 50 10%

39
 Effective marketing campaigns
0 50
0 150
0 220
2023 0
0 100 300
0 180
0 200
2022 0
0 120 280
0 150
0
2021 0 180 Marketing Campaign
0 100 250
0 120 [Link] RESPONDENTS
0
2020 0 160
0 80 220
0 100
0
2019 0 140
180
0
100
200
300

Interpretation:
• Discount offers are consistently the most effective marketing campaign,
showing a steady increase from 36% in 2019 to 50% in 2023, making it
the primary driver for attracting customers.
• Festive campaigns maintain a strong presence, rising from 28% in 2019
to 35% in 2023, reflecting the effectiveness of seasonal promotions and
special holiday offers.
• Referral programs contribute moderately, with their effectiveness
increasing from 20% in 2019 to 28% in 2023, suggesting that word-of-
mouth marketing is gaining traction.
• Other campaigns consistently show the least impact, with percentages
ranging from 8% to 16%, indicating that alternative methods have less
influence compared to discounts and festive campaigns.
Overall, Discount offers remain the most successful, while festive
campaigns and referrals are effective supplementary strategies.

40
 10. Influence of Reviews and Ratings on Clothing Purchases
The following table shows the ratings for the past 5 years, as no significant
changes have occurred during this period.
Question:
How much do online reviews and ratings influence customers’ purchase
decisions?

INFLUENCE LEVEL [Link] RESPONDENTS PERCENTAGE

strong influence 1800 36%

Moderate influence 2000 40%

Little influence 1000 20%

No influence 200 4%

INFLUENCE OF REVIEWS AND RATINGS

strong influence Moderate influence Little influence No influence

4%

20%
36%

40%

Interpretation:
36% of customers say that online reviews have a strong influence on their decisions,
showing the importance of online reputation in the used car market.

41
11. Preferred Clothing Shopping Channels
Question: Which shopping channels do customers prefer for purchasing
clothing at M Square Clothing Center?

Year Shopping Channel [Link] PERCENT

RESPONDE AGE
NTS
2019 Online Stores 700 70%
Physical Stores 200 20%
Hybrid (Both Online and In-store) 100 10%
Other 50 5%
2020 Online Stores 800 72%
Physical Stores 150 13.5%
Hybrid (Both Online and In-store) 150 13.5%
Other 100 9%
2021 Online Stores 900 75%
Physical Stores 100 8%
Hybrid (Both Online and In-store) 150 12.5%
Other 50 4.5%
2022 Online Stores 1000 80%
Physical Stores 50 4%
Hybrid (Both Online and In-store) 100 8%
Other 50 4%
2023 Online Stores 1100 85%
Physical Stores 100 7%
Hybrid (Both Online and In-store) 100 7%
Other 50 3%

42
 Preferred Clothing Shopping
Channels

1200
1100
1000 1000
900
800 800
700
600 Shopping Channel
[Link] RESPONDENTS
400

200

0 0 0 0 0 0
2018 2019 2020 2021 2022 2023 2024

Interpretation:
• Online stores remain the most preferred shopping channel, growing from 70% in
2019 to 85% in 2023, reflecting the increasing trend toward digital shopping.
• Physical stores have seen a steady decline, dropping from 20% in 2019 to just 7% in
2023, suggesting customers are less inclined toward in-store shopping.
• Hybrid (Both Online and In-store) has fluctuated but remains relevant, accounting
for around 7-13.5% of preferences across the years.
• Other channels have consistently had the smallest impact, with 3-5% of customers
choosing them, indicating they are not a significant part of the customer base.
Overall, online shopping has become the dominant channel, while physical stores and
hybrid models have seen reduced relevance. Other channels have remained a small, niche
option.

43
12. Key Factors in Online Clothing Shopping
The following table shows the ratings for the past 5 years, as no significant
changes have occurred during this period.

Question:
What factors most influence your decision to shop for clothing online?

FACTORS [Link] PERCENTAGE

RESPONDENTS

Convenience 5000 50%

Variety of Options 3000 30%

Price 2000 20%

KEY FACTORS IN ONLINE CLOTHING SHOPPING

Convenience Variety of Options Price

20%

50%

30%

Interpretation:
The majority of respondents (50%) prefer online shopping for its convenience,
followed by the variety of options (30%) available, and price being the third most important
factor (20%).

44
13 . Frequency of Clothing Brand Purchases
The following table shows the ratings for the past 5 years, as no significant
changes have occurred during this period.
Question:
How frequently do customers purchase from the same clothing brand?

PURCHASE FREQUENCY [Link] PERCENTAGE

RESPONDENTS

Always 4000 40%

Sometimes 5000 50%

Never 1000 10%

Frequency of Clothing Brand Purchases

Never

Sometimes

Always

0 1000 2000 3000 4000 5000 6000

[Link] RESPONDENTS

Interpretation:
50% of customers purchase from the same clothing brand sometimes, while 40% are
loyal to their chosen brands, and 10% never make repeat purchases.

45
14. Clothing Shopping Preferences
Question:
What types of clothing do customers prefer to buy most at M Square
Clothing Center?

Year Clothing Type [Link] PERCENTAGE

RESPONDENTS
2019 Casual Wear 600 60%
Formal Wear 250 25%
Sportswear 150 15%
Other 650 55%
2020 Casual Wear 300 26%
Formal Wear 200 19%
Sportswear 700 58%
Other 350 29%
2021 Casual Wear 250 21%
Formal Wear 750 52%
Sportswear 400 28%
Other 250 20%
2022 Casual Wear 800 50%
Formal Wear 450 30%
Sportswear 300 20%
Other 600 60%
2023 Casual Wear 250 25%
Formal Wear 150 15%
Sportswear 650 55%
Other 300 26%

46
 Clothing Shopping Preferences

800 800
750
700
700 650
600 650
600 600
500
450
400 400
350
300 250 300 300 [Link] RESPONDENTS
250 250 300
200 150 200 250
100 00000 150
0
00000
00000
0 0 0 0
2019
2020
0
2021
2022
2023

Interpretation:
• Casual wear remains the most preferred clothing type, consistently
making up around 50-60% of respondents across all years, showing its
widespread popularity.
• Formal wear has maintained a steady but lower preference, fluctuating
between 25-30%, suggesting that while still significant, it is less popular
than casual wear.
• Sportswear has a consistent but smaller share of the market, ranging
from 15-20%, indicating that it appeals to a niche group of customers.
In conclusion, casual wear dominates the clothing preferences of M Square's
customers, followed by formal wear, with sportswear maintaining a steady but
lesser demand.

47
 Annexure
Questions
1. What is the primary marketing strategy used by M Square Clothing
Retail?
A. Telemarketing
B. Social Media Campaigns
C. Print Advertising
D. Door-to-Door Marketing
Answer: B. Social Media Campaigns
2. Which age group constitutes the largest customer base for M Square
Clothing Retail?
A. 18–25 years
B. 26–35 years
C. 36–45 years
D. 46–55 years
Answer: 18–25 years

3. What is the most commonly purchased clothing category at M Square

Clothing Retail?
A. Formal Wear
B. Sportswear
C. Casual Wear
D. Ethnic Wear
Answer: Casual Wear
4. What is the main driver for customers choosing online shopping at M
Square Clothing Retail?
A. Pricing
B. Convenience
C. Variety of Options
D. Loyalty Programs
Answer: Convenience
48
5. Which brand has the highest customer loyalty at M Square Clothing
Retail?
A. Adidas
B. H&M
C. Nike
D. Levis
Answer: Nike
6. Which payment method has seen significant growth over the years among
M Square customers?
A. Cash
B. Credit Card
C. UPI
D. Checks
Answer: UPI
7. What percentage of customers expressed high satisfaction with M Square
Clothing Retail’s services?
A. 40%
B. 28%
C. 50%
D. 12%
Answer: 40%
8. Which marketing campaign has been most effective in attracting
customers?
A. Referral Programs
B. Discount Offers
C. Festive Campaigns
D. Online Ads
Answer: Discount Offers

49
9. What is one key suggestion provided for M Square Clothing Retail to
improve?
A. Focus only on physical stores
B. Reduce online campaigns
C. Expand eco-friendly product lines
D. Avoid digital payment methods
Answer: Expand eco-friendly product lines
[Link] is the least significant factor influencing customer purchase
decisions?
A. Price
B. Brand
C. Style/Trend
D. Quality
Answer: Brand

50
 CHAPTER V

FINDINGS, SUGGESTION AND CONCLUSION

51
 FINDINGS
Customer Preferences:
• Walk-ins have consistently been the largest source of customers,
accounting for 45–52% annually, but online inquiries have shown steady
growth, peaking at 25% in 2022. This reflects the increasing importance of
digital engagement in customer acquisition.
• Younger demographics, especially those aged 18–25, dominate the
customer base, growing from 45% in 2019 to 55% in 2023. The 26–35 age
group follows, highlighting the store's appeal to millennials and Gen Z
shoppers.
• Casual wear remains the most purchased clothing type, preferred by 50–
60% of customers annually. Formal wear and sportswear cater to niche
markets but are less dominant.
Marketing Effectiveness:
• Discount offers have been the most effective campaigns, consistently
attracting around 36–50% of customers over the years. Festive promotions
and referral programs complement this, with 28–35% and 20–30% of
effectiveness, respectively.
• Social media dominated marketing channels initially (66% in 2022) but
saw a sharp decline in 2023 (20%), indicating a need to revitalize this
channel. In-store marketing has shown resilience, accounting for over 50%
in recent years.
Payment Trends:
• Cash remains a preferred payment method, used by 50% of customers in
2023. UPI payments have risen significantly, peaking at 33% in 2021,
reflecting a shift toward digital transaction preferences. Other payment
methods, such as credit cards, remain stable but less popular.

52
Online Shopping:
• Convenience is the primary driver for online purchases, favored by 50% of
respondents, followed by a variety of options (30%) and competitive
pricing (20%). The online shopping channel now accounts for 85% of
preferences, reflecting its growing dominance.

Brand Preferences:
• Nike leads in customer preference, growing from 36% in 2019 to 50% in
2023. Adidas and Levis maintain steady followings, but smaller brands like
H&M remain niche players.

53
 Conclusion
M Square Clothing Center has successfully established itself as a competitive
player in the Indian retail clothing market by focusing on quality products,
customer-centric marketing, and adaptability to changing consumer behavior.
The report highlights several key trends and insights:
1. Customer-Centric Approach:
o The store's ability to cater to a diverse customer base, particularly
young shoppers, has been instrumental in maintaining its market
position. Tailoring product offerings to meet the specific needs of
these groups has fostered customer loyalty.
2. Digital Transition:
o While traditional methods like walk-ins and in-store promotions
remain strong, the growing influence of digital platforms is
reshaping customer interactions. The rise in online inquiries and
shopping suggests that embracing e-commerce is critical for future
growth.
3. Price and Convenience as Drivers:
o Price sensitivity and convenience dominate purchasing decisions,
emphasizing the need for competitive pricing strategies and
customer-friendly shopping options.
4. Sustainability and Brand Loyalty:
o Initiatives like eco-friendly products and strong brand loyalty,
particularly for Nike and Adidas, position the store as a forward-
thinking retailer.
Despite its strengths, the store faces challenges in sustaining social media
engagement and optimizing its hybrid shopping model. Addressing these gaps
can ensure sustained growth and market relevance.

54
 Suggestion
1. Strengthen Online Presence:
o Revitalize social media campaigns with fresh content, interactive
posts, and partnerships with influencers to reconnect with younger,
tech-savvy audiences.
o Enhance the e-commerce platform with features like personalized
recommendations, virtual try-ons, and exclusive online discounts to
drive sales.
2. Focus on Younger Demographics:
o Introduce limited-edition collections and trendy casual wear
targeted specifically at the 18–35 age group.
o Host events like online styling workshops or seasonal fashion
launches to engage these audiences.
3. Optimize Payment and Shopping Experiences:
o Partner with digital wallets and payment apps to offer exclusive
UPI-based discounts.
o Implement a seamless click-and-collect service, allowing
customers to combine the convenience of online shopping with the
immediacy of in-store pickup.
4. Diversify Marketing Campaigns:
o Explore creative campaigns such as bundling discounts for family
purchases, “buy more, save more” promotions, and gamified
loyalty programs to attract diverse customer groups.
o Leverage festive seasons more strategically by collaborating with
local influencers and offering culturally themed collections.
5. Invest in Sustainability:
o Expand the eco-friendly product line, promote it through targeted
advertising, and educate customers about sustainable fashion to
build an ethical brand image.
55
 o Reduce waste by offering incentives for customers who recycle
clothing or opt for minimal packaging.
6. Innovate Hybrid Models:
o Offer hybrid shopping features like live online shopping events
with in-store pickups or returns. This will cater to customers who
prefer both physical and digital touchpoints.
7. Improve Customer Feedback Mechanisms:
o Use surveys and analytics to continuously evaluate satisfaction and
adapt services based on customer preferences.
By addressing these areas, M Square Clothing Center can sustain its competitive
edge, expand its customer base, and adapt to the evolving retail landscape while
maintaining its commitment to quality, style, and customer satisfaction.

56
● BIBLIOGRAPHY

➢ Kotler, Philip, and Keller, Kevin Lane. Marketing Management. Pearson

Education, 15th Edition.
➢ Solomon, Michael R. Consumer Behaviour: Buying, Having, and Being.
Pearson, 12th Edition.
➢ Fashion United. “Fashion Industry Trends.” Retrieved from:
[Link]
➢ Vogue Business. “The Future of Fashion.” Retrieved from:
[Link]
➢ Huffman, Cynthia, and Kahn, Barbara E. Retail Management: A Strategic
Approach. Pearson Education.

57
1