Study of Consumer Signals: Behavioural Insights of Croma and Vijay Sales

A Project Submitted to
Dr Homi Bhabha State University for partial
completion of the degree in
Bachelor of Commerce,
under the Faculty of Commerce

By
Hiten Paresh Mistry

Under the Guidance of

Shruti Ujgaonkar
Sydenham College of Commerce & Economics
B-road, Churchgate, Mumbai,
Maharashtra, Pincode-400020.

October 2025.

1
Study of Consumer Signals: Behavioural Insights of Croma and Vijay Sales

A Project Submitted to
Dr Homi Bhabha State University for partial
completion of the degree in
Bachelor of Commerce,
under the Faculty of Commerce

By
Hiten Paresh Mistry

Under the Guidance of

Shruti Ujgaonkar
Sydenham College of Commerce & Economics
B-road, Churchgate, Mumbai,
Maharashtra, Pincode-400020.

October 2025.

2
 Sydenham College of Commerce & Economics
B-road, Churchgate, Mumbai, Maharashtra, Pincode-400020.

Certificate
This is to certify that Mr Hiten Paresh Mistry has worked and duly completed
his Field Project Work for the degree of Bachelor of Commerce under the
Faculty of Commerce in the subject of Field Project, and his project is entitled,
“Study of Consumer Signals: Behavioural Insights of Croma and Vijay
Sales”, under my supervision. I further certify that the entire work has been
done by the learner under my guidance, and that no part of it has been submitted
previously, for any Degree or Diploma from any University. It is his own work
and facts reported by her/his personal findings and investigations.

Shruti Ujgaonkar

Date:

3
 Declaration by the Learner

I the undersigned Mr. Hiten Paresh Mistry here by, declare that the work embodied in this
field project titled “Study of Consumer Signals: Behavioural Insights of Croma and Vijay
Sales”, forms my own contribution to the project work carried out under the guide Shruti
Ujgaonkar is a result of my own project work and has not been previously submitted to any
other University for any other Degree/ Diploma to this or any other University.

Wherever reference has been made to previous works of others, it has been clearly indicated
as such and included in the bibliography.
I, here by further declare that all information in this document has been obtained and
presented in accordance with academic rules and ethical conduct.

Hiten Paresh Mistry

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 Acknowledegment

To list who all have helped me is difficult because they are so numerous
and the depth is so enormous.

I would like to acknowledge the following as being idealistic channels and

fresh dimensions in the completion of this project.

I take this opportunity to thank Dr Homi Bhabha State University for

Giving me the chance to do this project.

I would like to thank my Principal for providing the necessary facilities

required for the completion of this project.

I would also like to express my sincere gratitude towards my Project guide,

whose guidance and care made the project successful.

I would like to thank my College Library for providing various reference

books and magazines related to my project.

Lastly, I would like to thank every person who directly or indirectly

helped me in the completion of the project, especially my Parents and
Peers who supported me throughout my project.

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Index

Chapter no. Chapter name Page no.

1 Introduction 7
2 Review of literature 20
3 Research Methodology 24
4 Data Analysis & 29
Interpretation
5 Conclusion 52

List of Tables used

Chapter no. Table data Page no.
3 Hypothesis 26
4 Age of the respondents 29
4 Retailer preferences 32
4 Competitive Dynamics 40
4 Competitive Factor Analysis 43

List of charts
Chapter no. No. of charts
4 14

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1. Introduction.
1.1 Introduction to the Topic
India’s consumer electronics market is expanding at a breakneck pace, and the battleground
for customer loyalty is shifting from price tags to experiences and data-driven
personalisation. Among the key players, Croma and Vijay Sales have emerged as front-
runners, each vying for the same digitally aware, value-seeking shopper. While both brands
offer overlapping product lines and competitive pricing, their real differentiator lies in how
well they understand and anticipate customer behaviour.

This project, “Retail Reality Check: Predictive Preference Modelling for Croma and
Vijay Sales,” tackles that challenge head-on. By harnessing customer reviews, purchase
histories, and sentiment data, it explores not just what customers say they want, but what they
are likely to choose next. Using predictive analytics—techniques such as machine learning–
driven sentiment analysis and preference mapping—the research aims to convert scattered
consumer feedback into actionable insights.
The core objective is to provide evidence-backed insights that go beyond surface-level
comparisons. Instead of merely describing which retailer customers prefer today, the study
seeks to forecast future trends: how shopping habits might shift, what product categories will
gain traction, and how service quality, in-store experience, and digital touchpoints drive
loyalty.

In a market where a single poor experience can send a customer to a rival with one click,
predictive modelling becomes more than a research tool—it becomes a strategic asset. The
findings of this project will help both Croma and Vijay Sales identify gaps, fine-tune their
customer engagement strategies, and develop innovative retail experiences that align with
evolving consumer expectations. This introduction frames the research as a strategic
roadmap for staying competitive in India’s rapidly transforming electronics retail
landscape.

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 1.2 Definitions

I. Retail:

Retail is the business of selling goods or services directly to the final consumer for
their personal use, not for resale.

Key elements:

Direct to end user: The transaction ends the distribution chain.

Small quantities: Items are sold in units or packs suited for individual consumption, not
bulk wholesaling.

Wide formats: It includes physical stores, e-commerce sites, pop-up shops, and even
subscription services.
II. Customer Loyalty

Customer loyalty refers to the ongoing preference and repeat purchasing behaviour a
customer exhibits toward a particular brand, product, or service—even when
competitors offer similar choices or lower prices.

Key aspects to keep in view:

• Emotional connection – trust, satisfaction, and positive experiences create an
attachment that goes beyond simple habit.
• Behavioural evidence – repeat purchases, higher spend per visit, and willingness to
recommend the brand to others.
• Resistance to switching – loyal customers stay even when alternatives look tempting,
because the relationship feels more valuable than a short-term deal.

III. Customer Reviews

Customer reviews are public evaluations or feedback shared by buyers about their
experience with a product, service, or brand after purchase or use.
Core elements:
• First-hand opinion – written comments, star ratings, photos, or videos reflecting
what the customer actually experienced.
• Credibility signal – potential buyers treat reviews as social proof, helping them judge
quality and reliability.
• Two-way value – shoppers use them to decide what to buy, while companies mine
them for insights to improve products, service, and marketing.

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IV. Sentiment Data

Sentiment data is the measurable information that captures how customers feel about a
brand, product, or experience—positive, negative, or neutral—based on what they
write or say.
Here’s how it fits your context:
• Source – it comes from customer reviews, social media posts, surveys, call transcripts,
or chat logs.
• Content – words, emojis, ratings, and even tone or phrasing that reveal attitudes and
emotions.
• Purpose – analysts use text-mining or natural language processing (NLP) to classify
the mood behind those comments and quantify overall sentiment.

V. Predictive Modelling

Predictive modelling is a data-analysis technique used to forecast future outcomes by

finding patterns in historical and current data.
In a customer research project, it works like this:
• Input – past customer behaviour, reviews, sentiment scores, purchase histories,
demographics.
• Process – statistical algorithms or machine-learning methods detect relationships and
trends.
• Output – probabilities or predictions, such as which store a shopper is likely to choose
next, how satisfied they’ll be, or when they might churn.

VI. Surface level comparison

Surface-level comparisons are evaluations that focus only on obvious, easily visible
differences—such as price tags, store size, colour schemes, or one-off customer
comments—without exploring the deeper factors that truly drive outcomes.

The term is often used to signal that a study aims to move past these quick, shallow
observations toward data-backed, root-cause analysis and more meaningful
conclusions.

VII. Trends

Trends are patterns of change or consistent directions in data, behaviour, or

preferences over time. Spotting trends is powerful because it separates short-term

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 noise from meaningful movement, helping retailers anticipate what customers will
want next and adjust strategy before the market fully shifts.

VIII. Strategic Roadmap

A strategic roadmap is a high-level plan that outlines the steps, priorities, and
milestones an organisation will follow to achieve long-term goals. Essentially, it’s a
blueprint that connects data-driven understanding to practical business actions,
ensuring that insights don’t just sit on paper but guide competitive strategy effectively.

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1.3 Background of the problem.

1.2.1 CROMA
➢ Background of Croma

1. Origins and Ownership

• Croma is the consumer electronics retail chain of Infiniti Retail Ltd., which is a part
of the Tata Group.
• It was launched in October 2006 as a large-format specialist retail store that sells
multi-brand digital gadgets and home electronics.

2. Mission & Early Differentiator

• Croma’s tagline/promise when it started was “We help you buy.”
• Key differentiation:
o Large-format stores where customers could see, touch, and demo products.
o Trained staff who could explain product features well, not just sell.

3. Scale and Reach

• Over the years, Croma has expanded its store footprint significantly. As of recent data,
there are 500+ stores across 200+ cities in India.
• Offers a broad assortment: tens of thousands of products, hundreds of brands.

4. Own-label / Private Label Products

• In 2008, Croma began its own-label line (“Croma Life Accessories” etc.) to offer
value products, with competitive features.
• This private-label portfolio spans many categories: accessories, kitchen appliances,
TVs, etc.
• The aim: getting margin control, opening price points, and also serving customers
who want “feature-rich” but value-priced options.

5. Challenges & Adaptations

• With the rise of e-commerce (especially after 2011-2012), Croma faced pricing
pressure, competition, and changing customer behaviour (research online, buy
online/offline).
• Response: improved staff training, better in-store experience, more clarity about what
the store offers vs what online stores don’t (e.g., installation, service, return policies).

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 6. Brand Recognition & Awards
• Croma has been repeatedly recognised as a leading retailer in the consumer
electronics category. For example, “Most Admired Retailer of the Year” by the Images
Retail Awards.
• Has been featured among valuable Indian brands in ranking lists.

➢ History of Croma

Croma was born out of a particular retail gap that the Tata Group spotted in mid-
2000s India. At that time, buying electronics was fragmented: small neighbourhood
shops sold a limited range, while big-box experiences common in the US or Europe
barely existed. Customers who wanted to compare products hands-on—such as
laptops, televisions, and refrigerators—had no single destination with transparent
pricing, reliable after-sales service, and trained staff.

Why was it started

• Untapped market: Rapid growth of India’s middle class meant exploding demand
for consumer electronics and home appliances.
• Customer experience gap: Existing stores often pushed whatever gave them margin,
with little emphasis on demos or advice.
• Tata’s diversification: Tata Group was expanding its retail footprint beyond apparel
and groceries, looking for a tech-forward format.

How it was started

• In 2005, Tata set up Infiniti Retail Ltd. as a wholly owned subsidiary to run a
national electronics chain.
• They partnered initially with Australian retailer Woolworths Limited (for know-how
in large-format electronics retailing).
• The first Croma store opened in Mumbai in October 2006, designed as a spacious,
experience-driven outlet where customers could touch and test gadgets before buying.
• Tagline: “We help you buy,” signalling that staff would advise rather than just sell.
The strategy worked: by combining Tata’s brand trust, professional store layouts, and
later an e-commerce arm, Croma filled the white space between mom-and-pop shops
and pure-play online sellers, setting the standard for multi-brand electronics retailing
in India.

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1.2.2 Vijay Sales
➢ Background of Vijay Sales

Founding & Early Days

• Founded in 1967 by Nanu Gupta, Vijay Sales began as a small television showroom
(“Vijay Television Store”) in Mahim, Mumbai.

• Nanu Gupta had been involved in distribution (Usha electric fans) before starting
Vijay Sales.

Evolution & Expansion

• Name change: The store evolved, and in 1981, it adopted the name Vijay Sales.

• Physical growth:
• First branch outside the original showroom was in Bandra (1986) with about 600 sq
ft.
• In the 1990s, larger store formats opened (e.g. Shivaji Park, Sion) to accommodate
broader product ranges.
• Strategic growth surge after the mid-2000s: Sensing competition from large retail
chains like Croma and Reliance Retail, Vijay Sales accelerated its expansion. It
opened stores in Pune, Gujarat (Surat, etc.), Delhi/NCR, and other major markets.

• Acquisition: In 2019, Vijay Sales bought out TMC (Tirumala Music Centre), a chain
in Andhra Pradesh & Telangana, rebranding them under Vijay Sales to strengthen its
southern presence.

Current Scale & Presence

• As of recent data, they operate over 150-160 stores across major states (Maharashtra,
Gujarat, Delhi, Haryana, Uttar Pradesh, Telangana, Andhra Pradesh).

• Stocking a large number of products: ~5,000+ electronics & consumer durable SKUs
across many categories.

• Leadership: Founder Nanu Gupta still plays a guiding role; the next generation (his
sons Nilesh Gupta, Ashish Gupta; later others) manage operations.

Business Model & Key Strategic Moves

• Focus on offline stores first: For decades, their strength was in physical
showrooms—good locations, display formats, customer experience.

• Display concept: Around the mid-2000s, Vijay Sales emphasised letting customers
see/hands-on feel the products (keeping TVs “on” etc.), something that distinguishes
them from smaller shops.

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 • Supply chain & logistics: They use a hub-and-spoke or city-wise distribution
centres/warehouses to support multiple stores. Helps with faster replenishment,
reducing overstock and understock.

• Pricing strategy: Often buys discounted inventory (e.g. when multinational

companies have excess inventory) to offer lower prices. This gives them a competitive
advantage in price-sensitive segments.
• Omnichannel efforts: Although offline remains core, they have been investing in
online sales (website, perhaps marketplaces) more recently.
Vision & Differentiators

• Customer-centric service: Strong emphasis on post-sales support and service.

Showrooms are designed to appeal aesthetically and have convenient locations.
• Slow & steady growth philosophy: Rather than trying to grow too fast, their strategy
has often been consistent expansion, maintaining inventory quality, focusing on
customer experience rather than just spreading thin.

Recent Goals & Direction

• Expansion goal: Aiming to increase store count to ≈200 stores in the coming years.

• Growing online segment: They plan to boost revenue from online channels while
strengthening in tier-2 cities as well as metros.

➢ History of Vijay Sales.

Vijay Sales began as a classic “see a need, fill a need” story set in 1960s Mumbai.

Why was it started

• In the mid-1960s, televisions were just entering Indian homes, and there were few
organised, trustworthy stores selling them.
• Founder Nanu Gupta noticed that customers wanted a place where they could
actually view sets working, get clear product advice, and feel confident about after-
sales service—something tiny electronics shops weren’t offering.
• He believed a specialised showroom with transparent pricing and good service could
win repeat buyers as consumer electronics became a household staple.

How it was started

• 1967: Gupta opened a small shop called Vijay Television Store in Mahim, Mumbai.
It focused entirely on televisions, letting customers see the sets switched on—an
unusual and appealing practice at the time.

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• 1981: As the product range expanded beyond TVs into other appliances, the business
adopted the broader name Vijay Sales.

• Through the 1980s and 1990s, it slowly added larger showrooms across Mumbai and
nearby cities, keeping growth measured so quality and customer trust stayed intact.
That mix of a clear market gap, a founder obsessed with customer experience, and
gradual, service-driven expansion is what turned a single neighbourhood TV shop into
one of India’s best-known multi-brand electronics retailers.

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1.4 Statement of Problem

To evaluate overall consumer behaviour and purchasing preferences when

choosing between Croma and Vijay Sales.

The primary aim of this study is to understand how consumers make purchasing decisions
when choosing between Croma and Vijay Sales, two of India’s leading electronics and
appliance retailers. Both brands compete in a fast-moving market where product availability,
competitive pricing, and customer service heavily influence buying behaviour. By
investigating customer preferences, the research seeks to uncover the subtle factors that drive
a shopper to select one store over another. This includes exploring perceptions of
convenience, brand reputation, promotional appeal, and the overall shopping experience—
both in physical outlets and online platforms.

A central part of this aim is to evaluate specific elements that shape consumer satisfaction
and loyalty. These elements include the ease of reaching the store and navigating it, the
variety and quality of products on offer, the effectiveness of advertising and promotional
campaigns, and the level of trust and goodwill each brand has earned over time. Payment
convenience is another key area, covering options such as credit and debit cards, EMI plans,
UPI transactions, and digital wallets. Understanding how these factors interact provides a
comprehensive view of what customers value most, offering insights beyond simple price
comparisons.

Ultimately, this study aims to provide actionable insights for both retailers and the
broader electronics retail sector. By highlighting the strengths and weaknesses of Croma
and Vijay Sales from a consumer perspective, the research can guide strategic decisions on
marketing, customer service, and technological upgrades. The findings will also help identify
trends in modern consumer behaviour—such as the growing preference for seamless digital
payments or the impact of social media marketing—allowing both companies to adapt and
stay competitive. In a marketplace where customer expectations continue to rise, such
analysis is crucial for building lasting customer relationships and driving sustainable growth.

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1.5 Related Concepts

1.5.1 Consumer
A consumer is any individual or group that uses goods or services to satisfy their needs
and wants. Unlike a producer or seller, a consumer is at the end of the supply chain—the one
for whom products and services are ultimately created.

The sub-categories of consumers can be

[Link] Based on the Purpose of Purchase.

[Link] Based on buying behaviour
[Link] Based on demographics
[Link] Price-sensitive consumers
[Link] Quality-oriented consumers
[Link] Impulse Buyers
[Link] Loyalty-driven customers

1.5.2 Marketing

Marketing is the process of creating, communicating, delivering, and exchanging offerings

that have value for customers, clients, partners, and society at large. At its core, marketing is
not just about selling or advertising—it’s about understanding consumer needs and wants
and then designing products, services, and experiences that satisfy them profitably.

The sub-categories of marketing are,

[Link] Based on Approach & Objective

• Traditional Marketing – offline methods like TV, radio, print, and billboards.
• Digital Marketing – online platforms: social media, SEO, email, influencers.
• Direct Marketing – reaching customers personally via SMS, emails, or telecalling.
• Relationship Marketing – building long-term customer loyalty through service,
rewards, and engagement.
• Experiential Marketing – creating memorable experiences in-store (e.g., demo zones
at Croma).

[Link] Based on Target Market

• B2C Marketing (Business to Consumer) – directly selling to individual customers

(Croma, Vijay Sales).
• B2B Marketing (Business to Business) – selling to organisations, offices, or
institutions.
• Niche Marketing – targeting a specific segment (e.g., gaming laptops marketed to
gamers).
• Mass Marketing – appealing to the broad population with generic promotions.

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[Link] Based on Strategy & Techniques

• Content Marketing – blogs, videos, tutorials, product comparisons.

• Social Media Marketing – campaigns on Instagram, Facebook, and YouTube.
• Influencer Marketing – using popular figures to recommend products.
• Inbound Marketing – attracting customers through valuable content, reviews, and
SEO.
• Outbound Marketing – pushing ads to customers via TV, banners, and cold emails.
• Performance/Pay-Per-Click (PPC) Marketing – running paid ads online for
visibility.

[Link] Based on Consumer Perception

• Emotional Marketing – appealing to feelings (comfort of home appliances, pride of

owning a premium gadget).
• Cause Marketing – linking products to social issues (eco-friendly electronics).
• Value Marketing – focusing on discounts, EMI, and cashback offers.
• Luxury/Premium Marketing – highlighting exclusivity and quality.

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1.6 Significance of the study.

For your topic “Study of Consumer Signals: Behavioural Insights of Croma and Vijay
Sales”, the significance of the study is about showing why it matters, both academically and
practically. Here’s how you can frame it:

1. Academic/Research Significance

• Helps in understanding consumer behaviour patterns in the Indian electronics retail

sector.

• Provides insights into how consumer signals (purchase decisions, preferences,

loyalty, complaints, reviews) can be interpreted by businesses.

• Adds value to marketing and retail management studies by comparing two leading
players in the same industry.

• Builds a foundation for further research on omnichannel behaviour—how online and

offline strategies work together.

2. Practical/Business Significance

• Identifies what factors (price, service, variety, after-sales, ambience) influence

consumers’ choice between Croma and Vijay Sales.

• Helps retailers fine-tune their marketing strategies to align with actual consumer
preferences.

• Offers insights into customer loyalty vs. switching behaviour, which is crucial in a
competitive market.

• Provides guidelines for improving customer experience (CX)—in-store and online.

• Assists businesses in designing targeted promotions for different consumer sub-

categories (price-sensitive, quality-oriented, impulse buyers, etc.).

3. Societal Significance
• Consumers benefit from better services, transparent offers, and improved after-sales
support.

• Promotes awareness about consumer rights and expectations, empowering people to

demand more value.

In simple terms, the study is significant because it helps retailers improve strategies,
marketers understand consumer psychology, and consumers get a better shopping
experience.

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2. Review of literature
2.1 Introduction to the Review of Literature.
The review of literature is an essential part of any research study, as it provides a
comprehensive understanding of the work already carried out in the chosen field. It helps in
identifying key concepts, theoretical frameworks, and findings from previous studies that are
relevant to the current research. By analysing existing literature, a researcher can recognise
gaps in knowledge, avoid duplication, and build on the strengths of earlier studies. It also
assists in forming a solid foundation for the research objectives and methodology. Reviewing
past studies allows the researcher to critically examine different perspectives, compare
results, and establish the significance of their own study. In this way, the review of literature
not only enhances the quality of research but also ensures that it is well-grounded in
established knowledge and practices.

Pratik C. Patel (2020): The study aimed to compare customer satisfaction for the Croma
and Vijay Sales electronics retail chains in Surat City, using a descriptive research design with
a sample size of 200 customers. Data was collected through a structured questionnaire and
analysed using the weighted mean, Chi-Square, and Cross-tabling. The research concluded
that Croma is superior to Vijay Sales on almost all parameters. However, Vijay Sales was
found to be better than Croma specifically in the areas of "Quality of product available in the
store," "offers and discounts," and "employees' knowledge about the product in the store".
The highest weighted mean score for Croma was for both "Availability of product" and
"Employee's ability to help". The highest weighted mean score for Vijay Sales was for
"Availability of product". Chi-Square tests revealed that for Croma, customer satisfaction for
quality of product, price of product, offers & discount, and financing service all had a
relationship with the customer's income. For Vijay Sales, overall satisfaction was found to
have a relationship with customers' occupation. The main limitations of the study were its
restriction to Surat City and the small sample size of 200.

IIMS Pune (2024): This study investigates consumer buying behaviour when purchasing
electronic products, specifically mobile phones and laptops, by analysing the influence of
various factors like cultural, social, personal, psychological, and marketing mix elements.
The data was collected through a questionnaire from 130 respondents, mainly from the
Mumbai region, following a quantitative research approach, and analysed using SPSS and
Microsoft Excel. While the overall set of independent variables showed a weak association
with consumer behaviour, an in-depth analysis indicated that social factors, physical factors,
and marketing mix elements are strongly associated with it. Key findings show a strong
preference for online shopping (Amazon and Flipkart) over offline stores for mobile phones
(57.7% for Amazon), but a shift towards offline stores (46.9%) for purchasing laptops. This
difference is largely attributed to laptops being costlier products where consumers prefer to
check specifications and performance physically, giving showrooms an advantage, especially

20
for high-priced items. Furthermore, as the price of a mobile phone or laptop increases,
consumer preference shifts from online platforms to offline stores. Age also plays a role, with
those

below 35 years preferring online shopping, while respondents aged 35 to 50 prefer offline
shopping for mobiles. The study recommends that offline sellers like Croma and Vijay Sales
continue focusing on the high-price segment while also increasing their penetration in the
low-price segment, and online platforms like Amazon and Flipkart need to strategise to
increase revenue from high-priced products.

Sunetra Saha and Dr Ashok Sharma: Based on the study comparing customer satisfaction
in Surat City, Vijay Sales, established in 1967 and known for providing quality electronics
and consumer durables 1111, was found to be superior to Croma in three specific attributes: the
Quality of product available in the store, the Offers and discount provided, and the
Employee's knowledge about the product. In terms of weighted mean satisfaction, Vijay
Sales' highest score was 3.88 for the "Availability of product". The research, which utilised a
sample size of 200 customers, also found specific relationships between customer satisfaction
at Vijay Sales and customer demographics through Chi-Square testing. Notably, there is a
relationship between satisfaction with the Quality of the product available and Financing
service with the customer's income, and a relationship between Overall Satisfaction and the
customer's occupation. Additionally, customer satisfaction with the "Employee's Ability to
Understand your requirement" was found to have a relationship with the customer's gender.

Vijay Vyas (2021): The presentation, "Retail study of CROMA - Technology Retailer in
India," is a mid-review project centred on analysing trends in the retail industry and the
marketing tool of Space on Hire (SOH) used by electronics retailers, with a specific focus on
Croma. SOH is defined as the space leased to vendor brands inside the store as a source of
revenue generation for the retailer, and is crucial for creating foot traffic, captivating the
audience, and building brands. The study details the various physical elements Croma offers
for SOH branding, such as pillars, perimeters, elevators, walls, glass, floor graphics, and
facade branding, and names major vendor partners, including LG, Sony, Canon, and
Microsoft. The research includes a competitor analysis of Croma, E-Zone, Vijay Sales, and
Hypercity stores across Mumbai, documenting the total store size, total saleable SOH space,
and space actually sold for various locations of each retailer. Finally, it provides a rate card
detailing the cost per month for different SOH elements at Croma, such as flooring graphics
($3500 per square foot) and Shop-in-Shop areas ($25000 for 50 sq feet), with the ultimate
goal of formulating an SOH policy for Croma's retail division.

Anuradha Agarwal (2014): The document, titled "RETAIL EXPERIENCE: EVIDENCE

FROM ORGANIZED AND UNORGANIZED INDIAN RETAIL SECTOR," outlines a study
aimed at providing an overview of the Indian retail sector and the customer retail experience.

21
The paper's primary objective is to offer a comparative picture of the retail experience
between the organised and unorganised sectors through the use of descriptive statistics. This
research is set against the backdrop of a revolutionised Indian shopping concept, where
modern formats increasingly offer shopping, food, and entertainment under one roof, leading
to intense competition among retailers. In this environment, the study emphasises the need to
provide a complete "retail experience"—all elements that influence pre- and post-shopping
behaviour—to retain customers and build long-term relationships.

Mohan Iyer, Shubham Srivastav, Tushar Pradhan (2021): The study on the "Consumer
Buying Behaviour of Flagship Smartphones" in Vadodara City included Croma (listed as
Chroma) and Vijay Sales as two of the three major Offline Stores in Vadodara. The presence
of these two organised retailers, alongside a local "Mobile wala" shop, positioned them as the
brick-and-mortar competitors to online giants Amazon and Flipkart in the premium
smartphone segment (costing more than 30k-50k). Specifically, the primary research for the
study involved conducting structured questionnaires to understand the decision-making
process by observing buying behaviour directly at the Croma Store and the Mobile Wala
shop. The overall survey results indicated a strong consumer preference for purchasing
premium phones through the offline platform, with 71.4% of respondents choosing offline,
suggesting that retailers like Croma and Vijay Sales still hold a significant advantage for
high-value mobile purchases where customers may prefer physical inspection.

Vivaan Rai (2025): The user's experience highlights a crucial difference in customer service
efficiency between Croma and its competitor, Vijay Sales, underscoring the vital role of the
retail experience in offline shopping. The user praised Croma for a seamless, sub-five-minute
transaction to purchase a trimmer, which involved minimal friction, as the billing required
only a phone number. In sharp contrast, a purchase at Vijay Sales for a specific watch model
became a frustrating, 30-minute ordeal, despite the quick help from the staff in finding the
item; the prolonged delay was caused by the inefficient, redundant process of manually
recording customer details twice (once on paper and again on a desktop). This disparity in
transaction speed led the user to conclude that for offline retail to remain competitive against
the convenience of online shopping, stores must prioritise and simplify the entire purchase
journey, arguing that the future belongs to brands that offer superior speed, ease, and
efficiency.

Prashant Dubey (2014): The presentation provides a comparative analysis of modern

electronics retail formats, specifically focusing on TATA Croma and NEXT Retail, based on a
convenience-sampled survey of 100 customers in Ahmedabad, Gujarat. The study's objectives
were to compare the store attributes of these two retailers and analyse the factors that
differentiate them. The analysis revealed that NEXT Retail leads the market with
approximately 550 to 700 stores across 25 states, while the more trusted TATA Croma has a

22
smaller footprint of 92 stores. In terms of customer experience and store attributes (covering
21 different elements), TATA Croma was generally preferred by customers and was found to
lead in most areas, with higher positive response rates for attributes like "Main Signboard"
(82% for Croma vs. 68% for Next) and "Quality of Product" (74% vs. 56%). However, the
study noted that while NEXT Retail had highly skilled technical staff and competitive
pricing, it suffered from weaknesses such as poor customer retention measures and a lack of
store consistency, including varying product ranges across its franchise outlets. The
conclusion emphasised that for both retailers, building customer relationships and offering a
memorable experience are key to long-term competitiveness.

Raghav Agarwal (2025): The news report from The Financial Express focuses on Croma's
strategic move to launch same-day delivery for air conditioners and coolers across more than
30 cities, intensifying the competitive landscape of consumer durables retail just ahead of the
summer season. The Tata-owned brand's initiative applies to orders placed before 6 PM,
regardless of whether the purchase is made through its physical stores, website, or the Tata
Neu app, and builds on its existing 'Croma Express' service. This move is a direct response to
the increasing consumer demand for speed driven by quick commerce (q-commerce)
platforms. The report notes that Croma's competitor, Vijay Sales, had previously launched a
similar same-day shipping and 24-hour installation service for ACs and coolers. Retail
experts argue that established omni-channel retailers like Croma and Vijay Sales are better
positioned to capitalise on this accelerated delivery trend in the bulky, high-value consumer
durables category, leveraging their existing supply chain capabilities and warehouse
networks, which present significant logistical and cost challenges for pure-play q-commerce
firms like Blinkit.

Ranjit Acharay (2025): The news reports and presentations collectively summarise the
strategies of electronics retail chains like Croma and Vijay Sales in India's highly
competitive market, particularly against e-commerce giants. Historical analysis confirms that
these traditional retailers have survived the e-commerce wave by strategically maintaining a
physical presence (Croma operates over 100 stores), combined with a strong online channel.
The foundation of Croma's success lies in its core brand philosophy, "We Help You Buy,"
which focuses on a positive customer experience through trained advisors, wide product
assortment (over 6,000 products), after-sales service, and continuous investment in store
formats, promotions, and customer support, while also acknowledging the need to improve
advertising and increase its number of outlets to counter tough competition.

23
3. Research Methodology
3.1 Introduction
This chapter outlines the research methodology used in this study. It explains the research
design, data collection methods, sampling strategy, data analysis techniques, and ethical
considerations. The methodology is chosen to ensure valid and reliable results that address
the research questions.

3.2 Research Design

This study uses a descriptive research design, which aims to describe the characteristics of a
population or phenomenon without manipulating variables. This design helps to provide a
clear picture of the research subject.

3.3 Universe
The population of this study includes undergraduate students, post-graduate students, and
working people. These participants were selected because they are directly relevant to the
research on the Study of Consumer Signals: Behavioural Insights of Croma and Vijay sales.

3.4 Sampling Technique

A convenience sampling method was used to select participants. This method involves
choosing individuals who are easily accessible and willing to participate. While not fully
representative of the entire population, this approach allows for quick and practical data
collection.

3.5 Sample size

The study surveyed a total of 101 participants. This sample size was chosen based on the
availability of participants and the time frame for data collection. Though not fully
representative of all, it provides sufficient data for descriptive analysis.

24
3.6 Data Collection Methods
Introduction

Based on the research and presentations on customer satisfaction in the consumer electronics
retail sector, the primary data collection method used is a quantitative research design
utilising structured questionnaires and personal interviews. This approach is employed to
gather primary data directly from customers of major electronic chains like Croma and
Vijay Sales. The studies aim to analyse consumer perception and behaviour by surveying a
sample group—often using a simple random design to collect feedback on factors such as
service quality, product assortment, promotional techniques, and store loyalty. The
information gathered through these questionnaires allows researchers to conduct statistical
analyses, such as calculating weighted means and performing Chi-Square tests, to draw
comparative conclusions about customer satisfaction between competing retailers.

➢ Primary Data: Primary data refers to information collected first-hand, directly from
respondents, for a specific research purpose. It is original in nature and has not been
previously published or used. In this study, primary data were collected using a
questionnaire that included both open-ended and closed-ended questions.

Questionnaire:

Open-Ended Questions: These are questions that allow respondents to answer in

their own words, providing detailed and descriptive responses. They help capture
opinions, ideas, and insights beyond fixed options.

Close-Ended Questions: These are questions with predefined answer choices, where
respondents select from given options. They help in obtaining quantifiable, structured,
and comparable data.

➢ Secondary Data: Data were collected from different websites and AI tools.

1. Google Gemini: For getting different backgrounds about CROMA and Vijay
Sales.
2. [Link] for the collection of research papers.
3. Chat GPT: For the definitions.

25
3.7 Objectives of the Study.

1) Examining how store accessibility influences consumer choice.

2) To examine the major factors shaping consumer preference.

3) To determine what kind of products are preferred by consumers.

4) To examine which retailer enjoys higher brand goodwill and trust

among consumers.

5) To evaluate, from the consumers’ perspective, which retailer has

more effective advertising and marketing strategies.

6) To assess, from the customer’s perspective, which retailer offers

more convenient payment options.

3.8 Hypothesis

A hypothesis is a testable statement about the relationship between two or more variables.
Here are the hypotheses for the two research objectives, framed in the context of a
comparative study on Croma and Vijay Sales.

Objective Null Hypothesis Alternative Hypothesis

There is no significant
Perceived superior store
difference in the influence
accessibility (e.g., more convenient
of perceived store
1) Store location or extended hours)
accessibility (e.g., location,
Accessibility significantly and positively
parking, and convenience
and Consumer influences a consumer’s choice to
of visiting) on a
Choice patronise one retailer (Croma or
consumer’s choice to
Vijay Sales) over the other for
select Croma versus Vijay
electronic goods.
Sales.

2) Major The core marketing mix Major factors related to the In-
Factors elements (product quality, Store Retail Experience (e.g.,

26
 Objective Null Hypothesis Alternative Hypothesis

Shaping pricing, and promotions) employee product knowledge,

Consumer are not the primary factors quality of after-sales service, and
Preference shaping a consumer’s physical store atmosphere) are more
preference between Croma significant in shaping consumer
and Vijay Sales. preference for electronic goods at
Croma and Vijay Sales than purely
transactional factors like pricing.

Summary Hypothesis Paragraph

The study hypothesises that the perceived superiority of store accessibility, including the
convenience of location, will significantly influence a consumer's decision to choose one
electronics retailer, Croma or Vijay Sales, over the other. Furthermore, it is hypothesised that
consumer preference is primarily shaped not by the traditional marketing mix, but by
experiential factors such as the knowledge and helpfulness of the sales employees and the
perceived reliability of the after-sales service, which create a higher degree of trust and
loyalty.

3.9 Chapter Formation

• Chapter 1: Introduction Introduces the research problem, objectives, research questions, and
significance of the study.

• Chapter 2: Literature Review Reviews relevant theories, previous studies, and gaps in the
existing research.

• Chapter 3: Research Methodology Describes the research design, data collection methods,
sampling strategy, and analysis techniques.

• Chapter 4: Data Analysis and Interpretation Presents and interprets the data collected,
supported by charts, tables, or quotes.

• Chapter 5: Conclusion and Recommendations Concludes the study and offers suggestions
for future research or practical applications.

27
3.10 Further Scope of the Study.

✓ Studies can expand the sample size for more generalizable results.
✓ The research can be extended to different geographic locations or populations.
✓ A longitudinal study could provide deeper insights over a longer time period.
✓ Comparative studies can be conducted across different groups or sectors for broader
insights.

3.11 Limitations of the study.

✓ The respondent has been limited to only 101.

✓ An interpretation of this study is based on the assumption that the respondents have
given correct information.
✓ As it used a sampling method to collect data so there was a lack of support from
respondents in some cases.
✓ Due to the shortage of time and its limited availability of time, it may be possible that
all the related and concerned aspects may not be covered in this project.
✓ Questions were not understood by the respondent, so there were some errors in the
answers.

28
4. Data Analysis & Interpretation.
4.1 Demographic Questions
4.1.1 Age of the people from whom the response is collected.

Age Group No. of Respondents Percentage

0 to 18 32 31.68%
18 to 25 37 36.63%
25 to 40 17 16.84%
40 and above 15 14.85%
Total 101
The above chart and table display the data collected from the individuals surveyed.

Interpretation of Age Distribution

The primary finding is that the survey population is overwhelmingly young.

Key Observations
• Youth Dominance: The two youngest groups, 0 to 18 and 18 to 25, together
constitute the majority of the survey sample, totalling 68.31% (31.68%+36.63%).

• Largest Cohort: The 18 to 25 age group is the largest single cohort, representing
over one-third of all responses (36.63%). This suggests the survey was highly
successful in reaching young adults, likely students or those just starting their careers.

• Second Largest Cohort: The 0 to 18 age group is the second largest, making up
nearly one-third of the responses (31.68%).

• Underrepresentation of Older Respondents: The 25 to 40 and 40 and above

groups are significantly smaller. Together, they account for approximately one-third of
the responses (31.69%). This indicates that the survey may not be representative of
the opinions or characteristics of the older population.

29
 • Smallest Cohort: The 40 and above group is the smallest, contributing only 14.85%
of the total responses.

4.1.2 Educational background of the data.

The data reveal that the customer base of these two electronic retailers, as captured by this
survey, is heavily dominated by the youth and academic population.
1. Key Customer Profile

The typical respondent who shops at Vijay Sales or Croma is a:

• Young Adult/Late Teenager: The strongest age groups are 17 to 19 years old,
making up over 57% of the responses. College/University Student: Over 80% of
respondents are currently pursuing higher education (Degree College Student,
Undergraduate, Postgraduate).

• Conclusion: The electronic shopping patterns captured here are primarily those of
students purchasing items, likely for academic use (laptops, smartphones,
accessories) or personal gadgets.

2. Implications for Retail Strategy

This demographic profile suggests several key insights for Vijay Sales and Croma:

• Successful Youth Engagement: Both retailers appear highly effective in capturing

the youth and student market. This could be a result of targeted marketing, student-
friendly pricing, financing options, or store locations near major educational hubs.

• Focus on Entry-Level & Mid-Range Items: The current purchasing trends are likely
focused on essential, entry-level, or mid-range electronics that fit a student's budget.

• Future Customer Loyalty: By securing loyalty from this young segment, the
retailers are establishing a relationship with customers who will soon enter the
workforce. As their disposable income increases, this cohort represents a high-

30
 potential market for upgrading to larger, more expensive electronics (TVs, major
appliances, high-end gadgets).

• Potential Gaps in Market Reach: The very low response rate from people 40 and
above (only 14.85% based on detailed analysis) suggests a few possibilities:

o Survey Bias: The method used to collect the data did not effectively reach
older demographics.

o Retailer Challenge: The retailers may need to reassess their marketing and
product selection to better attract or cater to the purchasing needs of older,
more established consumers.

31
4.2 Shopping experience includes purchasing from CROMA and Vijay Sales.

Retailer Preference Analysis (Based on 101 Responses)

The table below summarises customer preferences for shopping at Vijay Sales, Croma, or
both.

Retailer Preference No. of Respondents Percentage

Vijay Sales (Only) 42 41.6%

Both (Croma & Vijay Sales) 41 40.6%

Croma (Only) 27 26.7%

Key Findings and Explanation

1. High Cross-Shopping and Low Exclusive Loyalty (40.6%)

The most significant finding is the high number of customers who purchase from both
retailers.
• Interchangeability: This suggests that a vast segment of the market does not view
Vijay Sales and Croma as distinct in terms of product range, pricing, or service
quality.

• Customers likely treat them as interchangeable options and base their decision on
immediate factors like proximity, current promotional offers, or specific item
availability on the day of shopping.

32
 • Weak Brand Loyalty: For nearly half the market, brand loyalty to a single chain is
weak. Both retailers must continually compete for the same customer, even after an
initial purchase.

2. Vijay Sales' Slight Individual Edge (41.6%)

Vijay Sales has the highest share of customers who shop only at their stores, capturing the
market.

• Primary Destination: This indicates that Vijay Sales is the primary or preferred
destination for a larger group of shoppers who are brand-exclusive (or at least,
exclusive in this survey).
• Total Reach: When accounting for those who shop at "Both," the total number of
customers who use Vijay Sales is.

3. Croma's Smaller Individual Share (26.7%)

Croma has the lowest rate of exclusive shopping, with only a few respondents shopping
there.
• Secondary Option: Croma appears to function more often as a secondary or
alternative option, especially for the high-volume cross-shoppers.
• Total Reach: The total number of customers who use Croma is.

Summary of Competition

The data points to a highly competitive environment where the battle for market share is
fought primarily over the 40.6% of customers who are willing to shop at either store.
Vijay Sales currently holds a slight advantage, attracting more customers who exclusively
choose their brand.

33
4.3 The frequency of store visits is a key factor in consumer behaviour analysis.

1. Customer Profile: Young, Academic, and Tech-Savvy

The survey respondents represent a highly concentrated demographic:

• Age Dominance (Picture 1): The customer base is overwhelmingly young, with the
17 to 19 age group forming the core market. This age range constitutes over 57% of
all responses, indicating that the retailers are most successful in attracting students
and first-time buyers.

• Academic Focus (Picture 2): The youth profile is confirmed by the education
breakdown, where over 80% are current college or university students (Degree
College Student at 50.5% and Undergraduate at 29.7%).

• Implication: Any conclusions drawn from this survey primarily reflect the purchasing
habits and preferences of students buying electronics for academic or personal-use
needs (e.g., smartphones, laptops, small gadgets).

2. Shopping Behaviour: Infrequent and Transactional

The frequency of store visits suggests that electronics shopping is a low-involvement, needs-
based activity for this group:

Low Regularity (Picture 4): The vast majority of respondents visit the stores
infrequently.

o A few times a year is the largest group.

o Rarely is the second largest at.

o Only a tiny fraction (5.9%) visit monthly or weekly.

• Conclusion: This pattern indicates that customers are driven to the store only when
they need to make a specific purchase or upgrade, rather than visiting for browsing
or recreational shopping.

34
3. Retailer Competition: High Cross-Shopping and Weak Loyalty

The purchase data highlights the intense competition between the two chains:

• High Cross-Shopping (Picture 3): A significant number of customers reported

purchasing from both Croma and Vijay Sales. This is nearly as high as the individual
preference for Vijay Sales (41.6%).

• Interchangeability: The high rate suggests customers view the two retailers as
largely interchangeable, lacking strong exclusive loyalty to either brand. Decisions are
likely driven by immediate factors like convenience, price matching, or current
promotions.
• Vijay Sales Edge: Vijay Sales currently holds a slight individual advantage, with the
highest single-choice preference, indicating it is the preferred destination for those
who choose only one.

Overall Summary

The data describes a highly competitive electronics market where Vijay Sales and Croma
are primarily catering to young, academic customers who shop infrequently and exhibit
weak exclusive loyalty to a single brand. To secure long-term business, both retailers must
focus not just on drawing in new customers, but on building strong loyalty among the large
cross-shopping segment.

35
4.4 The accessibility evaluation of the stores focuses on location and available
transport options.

1. Customer Profile: Young, Academic, and Needs-Driven

The combined Age and Education data defines a very specific target customer:

• Youth Dominance (Age): The customer base is overwhelmingly young, with the
primary peak at 18 years and a significant concentration in the 17 to 19 age range
(totalling the labelled counts). This confirms the retailers are most effective at
capturing the late-teen/young-adult market.

• Academic Focus (Education): This youth segment is largely composed of students.

Over 80% of respondents are currently enrolled in college or university (Degree
College Student, Undergraduate).

• Infrequent Visits (Frequency): Shopping for electronics is a low-involvement activity.

94.1% of customers visit the stores "Few times a year" or "Rarely". This indicates
customers are transactional, driven by a specific need for a purchase, rather than
recreational browsing.

2. Competitive Landscape: Parity and Location

The data on retailer preference and store reach highlights the intense competition between
Croma and Vijay Sales:

• Location is the Key Tie-Breaker (Store Reach): The largest segment finds "Both
equally" easy to reach. This makes location a neutral factor for a large portion of the
market, forcing the retailers to compete on price, inventory, and service.

o Vijay Sales holds a slight edge over Croma, finding it easier to reach
compared to Croma. This marginal locational advantage may contribute to its
higher purchase share.

36
 • High Cross-Shopping (Purchase): A significant number of customers have purchased
from both retailers. This high rate of cross-shopping confirms that brand loyalty is
weak within this customer segment.

• Vijay Sales Edge in Purchase: Despite the high cross-shopping, Vijay Sales has the
highest individual purchase rate, slightly ahead of the "Both" categories.

Synthesis

The market is highly competitive for young, academic, and infrequent shoppers. Since the
vast majority of purchases are needs-based and customers are willing to shop at either store
(or both), the competition for sales likely boils down to the store that is easiest to reach at the
moment of need or the one offering the best deal on the desired product.

37
4.5 Assessment of the shopping experience includes the rating of the store
layout and navigation.

1. Customer Profile and Shopping Context

The data clearly defines a highly specific, low-involvement customer base:

• Age and Education: The typical respondent is a young, academic customer. The
sample is dominated by individuals aged 17 to 19 (the core market), and over 80%
are currently Degree College Students or Under Graduates.

• Shopping Frequency (Picture 4): Electronics shopping is overwhelmingly

infrequent and transactional. A massive number of customers visit the stores "a
Few times a year" or "Rarely." They are driven by a specific need for a product, not
recreational browsing.

2. Competitive Dynamics: Parity and Convenience

The data on where and why customers choose a retailer highlights intense competition and
weak exclusive loyalty:

• High Cross-Shopping (Picture 3): The market is not exclusive. 40.6% of

respondents shop at "Both" Croma and Vijay Sales, almost matching Vijay Sales'
individual preference. This suggests customers view the two brands as highly
interchangeable.

• Vijay Sales' Slight Edge: While loyalty is low, Vijay Sales has the highest individual
purchase share and is also found to be easier to reach by a larger percentage of
customers than Croma. Location is a Neutral Factor ([Link]): The largest segment
finds "Both equally" easy to reach. This means that for a large portion of the market,
neither retailer has a decisive locational advantage, forcing the competition to rely on
other factors like price and product availability.
3. Evaluation of Store Experience

38
The physical store experience is generally viewed positively, but neutrally, suggesting it is
not a key differentiator:

• Positive Layout Perception ([Link]): The majority of customers rate the store
layout and navigation positively. Over two-thirds find it "Very Easy" or "Somewhat
Easy" to navigate.

• Low Friction, Low Delight: While positive, the large "Neutral" segment indicates
that the layout is functional and non-frustrating, but not necessarily a source of
competitive advantage or "delight" that would drive loyalty.

Strategic Summary
The competition between Croma and Vijay Sales takes place in a highly sensitive market of
young, transactional shoppers who are highly prone to cross-shopping.

To win market share, both retailers must focus on:

1. Retention: Converting the large cross-shopping segment into loyal, exclusive
customers.
2. Convenience: Capitalising on the slight locational advantage Vijay Sales currently
holds, while ensuring the seamless in-store experience is maintained (since layout is
not an issue).

3. Targeting: Doubling down on product and promotion strategies tailored to academic

needs (laptops, phones, accessories) to appeal directly to the core student customer
base.

39
4.6 The study is focused on which store provides clearer product information
and signage.

1. Customer Profile and Shopping Behaviour

The survey defines a highly specific, low-involvement customer:

• Young and Academic: The customer base is overwhelmingly young, with the 18 to
19 age group forming the core market. This is compounded by the fact that over 80%
are current college or university students.

• Infrequent and Transactional: Shopping is not a recreational activity of customers

visiting the stores, "Few times a year" or "Rarely," indicating their purchases are
needs-based (driven by a specific requirement for an electronic item).

2. Competitive Dynamics: The Core Differentiators

The data reveals that Vijay Sales holds a slight, but clear, competitive advantage over
Croma in the factors that matter most to shoppers.

Factor Vijay Sales Croma Both

Product Information 32.7% 27.7% 38.6%
Ease of Reach 29.7% 26.7% 39.6%
Purchase Preference 41.6% 26.7% 40.6%
• Preference Correlates with Experience: Vijay Sales maintains the highest individual
purchase rate, which aligns with its slight lead in two key customer experience areas:
easier reach/location and clearer product information/signage. These small
advantages likely translate into higher conversion for the brand.

3. The Neutralising Force: High Cross-Shopping

The most significant competitive challenge is the high rate of parity and cross-shopping,
which prevents either retailer from establishing a dominant, exclusive market share:

• Weak Exclusive Loyalty: Loyalty of customers reports shopping at "Both" retailers.

This high rate of cross-shopping confirms that customers lack strong exclusive brand
loyalty and are willing to switch based on immediate incentives.

40
 • Location and Information Parity: For a significant portion of the market (around in
each category), location and product clarity are non-differentiating factors ("Both
equally" is the largest segment).

Synthesis and Strategic Takeaways

The survey concludes that the electronic retail market for this young, academic segment is
highly competitive and transactional.

1. Vijay Sales has a slight advantage in accessibility and information clarity, which
helps secure its individual purchase lead.

2. The number of cross-shoppers is the key battleground. Since layout and navigation
are perceived as positive for both (nearly Easy/Very Easy), competition must focus
on factors outside the basic store structure, such as pricing, promotions, and staff
expertise, to break the parity and convert "Both" shoppers into exclusive customers.

41
4.7 Frequency of consumers visiting the stores to check on the offers.

Product Information and Signage Interpretation

• Parity is the Largest Segment: The largest group of respondents finds that "Both"
Croma and Vijay Sales provide clear product information and signage equally. This
suggests that for a significant portion of the customer base, information clarity is not
a point of competitive differentiation.

• Vijay Sales' Advantage: Vijay Sales is next, with several respondents stating it
provides clearer information and signage. This is the highest individual preference,
indicating a marginal strength in on-the-floor communication (displays, labelling,
price tags).

• Croma's Lowest Individual Share: Croma has the lowest individual preference,
with only a small number of customers choosing it as the store with clearer product
information and signage.

Strategic Implication

Since customers in this market are often transactional and cross-shopping (as seen in other
related survey data), clear and easy-to-understand product information is crucial for fast
purchasing decisions. Vijay Sales' slight lead in this area, combined with its advantage in ease
of reach, contributes to its overall higher individual purchase share, as better clarity
minimises friction and helps customers find what they need quickly.

42
4.8 Preference of Consumers based on the following factors.

Competitive Factor Analysis (Croma vs. Vijay Sales)

Factor Croma Vijay Sales Key Finding

Discount & offers Lower Higher Vijay Sales is
(approx. 43) (approx. 57) strongly preferred
for discounts and
values.
Range of products Higher Lower Croma is preferred
(approx. 53) (approx. 47) by the maximum
people for the
range of products.

After-Sales Services Lower Higher Vijay Sales is

(approx. 43) (approx. 57) preferred by more
people for post-
purchase support.
Employee Behaviour Lower Higher Vijay Sales is
(approx. 49) (approx. 51) marginally
preferred for staff
conduct and
service.

Interpretation of Key Findings

1. Vijay Sales' Core Competitive Edge: Value and Trust

Vijay Sales' strength lies in factors that directly impact the customer's wallet and sense of
security:

43
 • Discount and Offers (Strong Lead): Vijay Sales is overwhelmingly preferred for.
Given the young, student-heavy demographic (as established in other charts), price
sensitivity is a major driver, making this Vijay Sales' most significant competitive
advantage.
• After Sales Services (Strong Lead): Vijay Sales is also strongly preferred for. This
suggests customers have a higher level of trust in Vijay Sales to handle issues,
returns, or warranty claims effectively, which is critical for expensive electronic
purchases.

• Employee Behaviour (Marginal Lead): While close, Vijay Sales is also preferred
for, suggesting its staff are perceived as marginally more helpful or professional.

2. Croma's Differentiator: Product Range

Croma's only area of clear superiority is the Range of Products.

• Product Selection: Croma is preferred for its Range of Products. This indicates that
customers are more likely to visit Croma when looking for a hard-to-find item, a
specific niche product, or simply a broader selection of brands and models.

Synthesis

The data suggests a strategic trade-off in the market:

• Customers view Vijay Sales as the "value and assurance" destination (best prices and
best after-sales support).

• Customers view Croma as the "selection" destination (best range of products). The fact
that Vijay Sales leads in price, after-sales service, and employee behaviour—three
critical factors in high-value electronic purchases—helps explain its higher overall
individual purchase preference seen in the previous data.

44
4.9 Product categories preferred by consumers at their preferred store.

Key Findings

• Smartphones are the most frequently bought category, cited by 56 respondents

(55.4%).

• Home Appliances are the second most popular choice, selected by 50 respondents
(49.5%).

• Laptop & Computers follow closely behind, chosen by 47 respondents (46.5%).

Less Frequent Categories

The remaining product categories were significantly less popular:

• Accessories were bought by 26 respondents (25.7%).

• TV and an unspecified category (represented by the solitary bar labelled -1) were the
least purchased, with only 1 respondent (1%) each.

Conclusion
The data indicates that the preferred store is primarily a destination for major electronic
purchases, specifically Smartphones, Home Appliances, and laptops & Computers, as
these three categories account for over half of the respondents' usual purchases. Accessories
are a secondary purchase, while the store is rarely used for buying TVs.

45
4.10 Reputation of the stores as per the consumers.

Key Findings on Store Reputation

The data indicates a clear preference for Croma over Vijay Sales when considering store
reputation, although a significant portion of respondents considers both equally reputable.

• Croma is considered the most reputed store by the highest percentage of respondents:
38.6%.

• The option "Both" is the second most common choice, selected by 37.6% of
respondents, suggesting that many view the two stores as having comparable
reputations.

• Vijay Sales is considered the most reputed store by the smallest segment of
respondents: 23.8%.

• The category for "None" is not visible on the chart, meaning it received no responses
or was too small to register a slice (less than).
Conclusion

Overall, the preferred store for reputation is Croma. However, the combined responses for
Croma (38.6%) and "Both" (37.6%) suggest that a large majority of the respondents
(76.2%) either prefer Croma or see it as equally reputable as Vijay Sales. This implies Croma
has a slight edge in terms of perceived reputation among the stores compared.

46
4.11 Convenient payment options available at stores.

Key Findings on Payment Convenience

The data strongly suggests that respondents find both stores to be comparable in terms of
providing convenient payment options, with this being the overwhelming majority opinion.

• "Both" is the most frequent response, selected by 45.5% of respondents. This

indicates nearly half of the participants find Croma and Vijay Sales to offer equally
convenient payment methods.

• Vijay Sales is next, cited by 28.7% of respondents as having more convenient

payment options.

• Croma is considered the store with the most convenient payment options by the
smallest major segment, at 23.8%.

• The category for "None" is tiny, representing the remaining 2.0% (calculated as).

Conclusion

The primary conclusion is that Croma and Vijay Sales are generally perceived as equally
convenient in terms of payment. While Vijay Sales has a slight advantage over Croma when
respondents pick a single store, the combined preference for both (45.5%) means there is no
dominant winner in this aspect.

47
4.12 Review of customers based on payment options available.

Overall Satisfaction

The data indicate a generally high level of satisfaction with the variety of payment methods
offered at the stores.

• Over three-quarters of respondents are satisfied or very satisfied (Ratings 4 or

5). Specifically, the top two ratings account for 76.2% of all responses:

o Rating 4 (Satisfied): The highest number of responses, with 46 people

(45.5%).

o Rating 5 (Very Satisfied): The second-highest number, with 31 people

(30.7%).

Neutral and Dissatisfied Responses

A small minority of respondents expressed neutral or low satisfaction:

• Rating 3 (Neutral): 21 people (20.8%) gave a neutral score.

• Rating 2 (Dissatisfied): A negligible number of 2 people (2%) rated their satisfaction

as 2.

• Rating 1 (Very Dissatisfied): Only 1 person (1%) was very dissatisfied.

Conclusion
The vast majority of respondents are either satisfied or very satisfied with the variety of
payment options provided by the stores being evaluated. The high concentration of responses
in the 4 and 5 categories suggests that the payment options are generally perceived as robust
and adequate for customer needs.

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4.13 Preference between online purchase and in-store purchase.

Key Findings on Purchase Preference

The data shows a decisive preference for the traditional in-store purchase method over the
"click-and-collect" model (online purchase with store pick up).

• In-store purchase is the overwhelming favourite, preferred by 67.3% of respondents.

This indicates that more than two-thirds of customers prefer to complete their entire
transaction physically inside the store.

• No Preference is the second-largest segment, with 16.8% of respondents indicating

they are indifferent between the options.

• Online Purchase with pick up is the least preferred method, chosen by only 15.8%
of respondents.

Conclusion

The vast majority of respondents (67.3%) strongly prefer the traditional in-store experience
for their purchases. The combined preference for the two alternative options (Online with
pick up and No preference) only reinforces the dominance of the physical shopping method.

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4.14 Suggestions and Recommendations by customers to their preferred stores.

4.14.1 CROMA:

Based on the survey data (which showed Croma with a slight reputation edge but lagging in
perceived payment convenience), Croma should strategically modernise its systems and
offers to solidify its market position. To enhance customer value perception, Croma needs to
establish more dynamic and aggressive pricing policies that are responsive to competitor
offers, especially for high-volume categories like smartphones and laptops. Implementing a
real-time price monitoring and matching system, paired with more frequent, attractive, and
easily redeemable promotional offers—such as bundle discounts for home appliances or
loyalty-based savings—will directly appeal to the majority of customers looking for the best
deal.

Simultaneously, Croma must urgently invest in comprehensive IT modernisation, directly

tackling its reliance on legacy systems. This modernisation should focus on replacing
outdated infrastructure with a fully integrated, cloud-native platform to improve operational
agility. Specifically, upgrading the systems responsible for inventory management, checkout,
and customer relationship management (CRM) will enable the smooth rollout of the dynamic
pricing and offer policies mentioned above. Furthermore, a modern, unified IT stack will
allow Croma to enhance the omnichannel experience, support more diverse and flexible
payment methods (a current pain point), and build the technological foundation necessary to
maintain its reputation and compete effectively against fast-moving online and physical
retailers.

4.14.2 Vijay Sales:

Based on the provided survey data, which indicated that Vijay Sales is often chosen or
considered equally reputable as Croma (and even slightly ahead in payment convenience), its
focus should now shift to enhancing the in-store experience and strengthening customer
loyalty.

To attract a wider customer base and better serve the majority who prefer in-store shopping,
Vijay Sales must bring a wider range of products to ensure customers don't look elsewhere
for niche electronics or appliances. Crucially, they need to prioritise improving staff
guidance by investing in comprehensive product training to transform sales associates into
knowledgeable consultants, ensuring they provide seamless, expert advice. Furthermore, to
build long-term trust, Vijay Sales should significantly decrease or eliminate after-sales

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service charges, offering transparent and complimentary support within a reasonable
warranty period to remove a major customer friction point.

To excel in the modern retail environment, Vijay Sales must invest in an integrated, seamless
online-offline service system. This involves fully syncing inventory and pricing across all
physical stores and their website, allowing for smooth online browsing and in-store
interaction, and better accommodating the small but growing "online purchase with pick up"
segment. Simultaneously, a robust Customer Relationship Management (CRM) system is
essential for capturing purchase history and preferences, enabling personalised offers and
targeted communication that fosters loyalty. Finally, to match the perceived reputation and
create a more inviting environment for high-value purchases, Vijay Sales should commit to
significantly improving store interiors. Modern, well-lit, and organised store designs that
feature interactive product displays will enhance the shopping experience, justify its strong
reputation and prepare it for continued competition with Croma.

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 5. Conclusion & Suggestions.

5.1 Research Findings

1. The majority of consumers are in the age group of 18 to 40. Out of 101
respondents total of 69 respondents are of this age group. That is 68.32% of
the total population.
2. Both retail stores are on the edge, competing with each other. Approximately
49% of the respondents prefer CROMA; on the other hand, the remaining
51% of respondents prefer Vijay Sales.
3. Both retail stores are easily accessible to consumers based on location and
transport, and most respondents visit the store occasionally.
4. Based on different factors like offers & discounts, after-sales services,
employee behaviour, etc. Vijay Sales is considered the most chosen brand by
consumers.
5. After examining, people prefer more smartphones and laptops to purchase
from these retail stores, and the second most purchased category is home
appliances like refrigerators, ovens, televisions, etc.

5.2 Conclusions

The study indicates that the consumer electronics market is largely driven by the 18-to-40
age demographic, which constitutes nearly 70% of the total respondents. The competitive
landscape is characterised by an extremely tight contest, with overall brand preference split
almost evenly between CROMA (49%) and Vijay Sales (51%). Despite both stores being
rated highly for accessibility and occasional visitation, Vijay Sales secures a marginal but
decisive advantage as the most chosen brand by consumers, primarily due to its perceived
strength in key factors like offers, discounts, after-sales services, and employee behaviour.
Analysis of buying habits further revealed that consumers predominantly rely on these retail
stores for purchasing high-value personal electronics, with smartphones and laptops being
the most sought-after products, followed by major home appliances (refrigerators,
televisions, etc.).

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5.3 Suggestions and Recommendations.

• For Policymakers

I. CROMA

1. Enhance Perceived Product Quality: CROMA should focus on improving

the quality of products available in the store. While Croma is generally
rated superior, Vijay Sales had a marginally higher weighted mean for product
quality. This can be achieved by carefully curating product selection and
highlighting the assurance of quality associated with the Tata brand.

2. Improve Offers and Discount Strategy: CROMA needs to make its offers
and discounts more compelling. Vijay Sales scored slightly better in this
crucial area. Implementing more attractive, frequent, or clearly communicated
promotional schemes could effectively shift customer preference.

3. Invest in Employee Product Knowledge: CROMA must enhance employee

training to boost their knowledge about the product. The study found Vijay
Sales employees were perceived as having better knowledge. Highly
knowledgeable employees are essential for providing informed advice
(aligning with Croma's "we help you buy" tagline) and can significantly
increase customer trust and conversion.

4. Enhance Employee Professionalism (Dressing): CROMA should focus on

improving the professionalism and uniformity of its staff's appearance, as
satisfaction with Employee's Dressing received CROMA's lowest weighted
mean score (3.59). A well-dressed and professional staff enhances the overall
retail ambience and contributes positively to customer trust, which is vital for
a specialist electronic chain with a "we help you buy" philosophy.

II. Vijay Sales.

1. Improve Store Layout and Product Arrangement: Enhance the

visual merchandising and organisation of products to make browsing
easier and more appealing, as Croma scored better on both Store
Layout (3.64 for Croma vs. 3.56 for Vijay Sales) and Product
Arrangement (3.85 for Croma vs. 3.64 for Vijay Sales).

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 2. Enhance Ambience and Atmosphere: Invest in better lighting, music,
and overall store cleanliness to improve the Store
Ambience/Atmosphere, where Croma's rating (3.75) surpassed Vijay
Sales' (3.65).

3. Review Modes of Payment and Financing: Simplify the payment

process and make financing options more attractive or clearly
communicated, as Croma had a significantly higher score for Modes of
Payment (3.84 for Croma vs. 3.61 for Vijay Sales) and a slightly better
score for Financing Service.

4. Improve Operational Convenience: Evaluate the possibility of

extending or optimising Operating Hours and ensure superior
Parking Space & Facilities to match Croma's higher ratings in
accessibility and convenience.

• For Investors

A. Vijay Sales

1. Prioritise Location and Parking: Invest in securing prime retail

locations with superior public transport access and significantly
better Parking Space & Facilities (Croma's weighted mean was
3.67 vs. Vijay Sales' 3.50) to enhance convenience and draw a
larger customer base.

2. Optimise Operating Hours: Review the current operational

schedule and invest in extending or adjusting Operating Hours
(Croma WM: 3.76 vs. Vijay Sales WM: 3.53) to better serve the
market, especially working professionals and those with non-
traditional schedules.

3. Modernise Store Design: Allocate funds for redesigning Store

Layout (Croma WM: 3.64 vs. Vijay Sales WM: 3.56) and
improving Product Arrangement (Croma WM: 3.85 vs. Vijay
Sales WM: 3.64) and overall Store Ambience/Atmosphere
(Croma WM: 3.75 vs. Vijay Sales WM: 3.65). A superior physical
environment translates directly to higher customer satisfaction.

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 4. Expand Product Depth and Variety: Invest in optimising
inventory and sourcing to increase Product Variety (Croma WM:
3.88 vs. Vijay Sales WM: 3.74), ensuring a comprehensive and
attractive range of the latest electronics.

B. CROMA

1. Product Sourcing and Quality Assurance: Invest in supply

chain management and inventory selection to guarantee and
communicate superior Quality of product available in the
store (Vijay Sales Weighted Mean: 3.85 vs. Croma: 3.80). This
reinforces the perception of Croma as a trusted, premium
retailer.

2. Aggressive Pricing and Promotions: Increase the budget for

promotional activities and pricing research to make Offers and
Discounts decisively more attractive than competitors (Vijay
Sales Weighted Mean: 3.66 vs. Croma: 3.65). The Chi-Square
test for Croma showed a relationship between satisfaction for
price, offers, and discounts with customer income, indicating
promotions are a key lever for driving sales across income
groups.

3. Expert Training for Sales Staff: Significantly increase

investment in product training to boost employees’ Knowledge
about the product (Vijay Sales Weighted Mean: 3.74 vs.
Croma: 3.72). Highly knowledgeable staff are crucial for
converting Croma's "we help you buy" brand promise into
actual sales and justifying its positioning as a specialist
electronic chain.

4. Elevate Employee Professionalism: Mandate stricter, more

consistent standards for Employees’ Dressing (Croma’s lowest
weighted mean score: 3.59) and invest in Communication
Skill training (Croma WM: 3.64). A polished, professional staff
directly elevates the brand image of a Tata Group company.

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Annexure

Questionnaire

1. Name
2. Age
3. Gender
4. Education
5. Email
6. Have you purchased any product from CROMA & Vijay Sales?
7. How often do you visit these stores?
8. Which store is easier for you to reach in terms of location and transport?
9. How do you rate the store layout & navigation for ease of shopping?
10. Which store provides clearer product information and signage?
11. How often do you visit the stores specifically to check exclusive launches or
new products?
12. From the following factors, which would you prefer between the retail stores?
13. Which product categories do you usually buy at your preferred store?
14. Which Store do you consider more reputable?
15. Which stores provide more convenient options for payment?
16. How satisfied are you with the variety of payment methods at these stores?
17. How satisfied are you with the variety of payment methods at these stores?
18. What improvements would you like to see in your preferred stores?

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