Detailed analysis of big basket 4 converted

A DETAILED ANALYSIS AND
COMPLETE STUDY OF BIG BASKET

An Internship report submitted in partial fulfilment of requirements for Masters of
Business Administration (Logistics and Supply Chain Management)

Under the Guidance of

Internal Guide: External Guide:
Dr. A K JHA MR. RAHUL JAIN
Assistant Professor Manager (operations)
UPES Dehradun BIGBASKET Noida

Submitted by:
Aman Goel
SAP id :500066525
Enrollment Number: R600218005
MBA - LSCM
2018-2020
School of Business, UPES

STUDENT DECLARATION

I hereby declare that this submission is my own work and that, to the best of my knowledge and
belief, it contains no material previously published or written by another person nor material
which has been accepted for the award of any other degree or diploma of the university or other
institute of higher learning, except where due acknowledgment has been made in the text.

Signature of the student

Aman Goel
SAP id – 500066525
Enrolment no. - R600218005
MBA - LSCM
2018-2020

School of Business
UPES.

CERTIFICATE

This is to certify that the summer internship report entitled “A DETAILED ANALYSIS AND
COMPLETE STUDY OF BIGBASKET ’’ submitted by Aman Goel to UPES for partial
fulfilment of requirements for Masters of Business Administration (Logistics and Supply Chain
Management) is a bonafide record of the internship work carried out by him under my
supervision and guidance. The content of the report, in full or parts have not been submitted to
any other Institute or University for the award of any other degree or diploma.

Signature of Industry mentor

Mr. Rahul Jain
Manager (operations)
Big Basket

School of Business
UPES

CERTIFICATE

This is to certify that the summer internship report entitled “A DETAILED ANALYSIS AND
COMPLETE STUDY OF BIG BASKET ’’ submitted by Aman Goel to UPES for partial
fulfilment of requirements for Masters of Business Administration (Logistics and Supply Chain
Management) is a bonafide record of the internship work carried out by him under my
supervision and guidance. The content of the report, in full or parts have not been submitted to
any other Institute or University for the award of any other degree or diploma

Signature of Faculty mentor

Dr. A.K. JHA
Assistant Professor
School of Business
UPES

ACKNOWLEDGEMENT

First and foremost, my heartfelt thanks to Mr. RAHUL JAIN and Dr. A K JHA for being my
guide (Industry and faculty mentor) during the Internship. I owe enormous intellectual debt
towards them for the kind of learning and experience that I have gained from them in these two
months has been invaluable. The project undertakes to thank my mentors for giving me the
opportunity to conduct this project/research and offering support, and for incepting the very idea
of topic and all the respondents who provided valuable time to give required responses.
It was really a wonderful opportunity. I will always be grateful to them for laying a great deal of
trust in my abilities and assigning me right where the action was.
I would like to express a deep sense of gratitude to University of Petroleum and Energy Studies
for giving us this opportunity to conduct research and undergo this internship during my MBA
program.
Last but not the least, I feel indebted to all those persons and organizations, my friends and batch
mates who have helped directly or indirectly in successful completion of this research.

Aman Goel
Sap Id – 500066525
MBA – LSCM
UPES

TABLE OF CONTENTS
Page No.
CHAPTER 1-OVERVIEW OF THE ORGANISATION (1-2)
• Introduction
• History
CHAPTER 2-TEAM BEHIND BIG BASKET (3)
• About the founders

CHAPTER 3-BIG BASKET BUSINESS MODEL (4-5)
• How big basket works?
• Product mixed
• Cities In which big basket provides services
• Promotional strategies

CHAPTER 4-JOURNEY OF BI G BASKET (6-7)
• Current status and perspective development
• Innovation
• Smart basket
• Fresho
• Express delivery
• Happy chef
• Electric vehicle

CHAPTER 5-FINANCIAL STRENGTH (8-9)
• Funding
• Helion Ventures

• Lion Rock Capital
• Ascent Capital
• Bessener Ventures
• Abraaj Group
• Series A
• Series B
• Series C

CHAPTER 6-AWARDS AND RECOGNITIO N (10-12)
• Awards and recognition
• Competitors
• Inventory Based Model
• Sourcing Product across categories
• Order and delivery Management

CHAPTER 7-PAYEMENT MODES (13)
• Payement
• Cash and delivery
• Credit card
• Coupons
• Bigbasket wallet
• Delayed order delivery
• Minimum order for delivery

CHAPTER 8-COMPLETE PROCESS OF BIGBASKET (14-17)

1

PHASE I-Cold chain
• Cold chain
• Importance of cold chain
• Types of equipment’s
• Chiller boxes
• Cold Packs
• Refrigerators
• Walk in coolers
• Cold storage rooms
• Challenges
• Methods of controlling cold chain

PHASE II –Inventory
• Inventory
• Stacking
• Pallet construction and loading
• Positioning and stacking
• Material handling
• Picking
• Strategy to make picking fast
• Buying cycle
• Stages of Buying cycle

PHASE III- F&V storage rooms
• Fruits and vegetables storage rooms

PHASE IV-Transportation

2

• Transportation
• Delivery Information

PHASE V-Stock transaction
• Stock transaction(Indent generation, Stock arrival in DC, Stock receiving ,GRN, GDN,
PRN, Cancelled order, Cancelled order stock, Cancelled return reconciliation, Cycle
Count, Bin Audit)
• Types of cycle count

CHAPTER 9-INVENTORY MODEL (35-36)
• Inventory based model
• Sourcing products across categories

CHAPTER 10-MARKETING STRATEGY (37)
• Market strategy

CHAPTER 11 (38)
• Supply chain processof big basket

CHAPTER 12-SWOT ANALYSIS (39)
• SWOT

CHAPTER 13-CHALLENGES FACED (40)
• Challenges of big basket

3

CHAPTER 14-GROWTH AND FUTURE VISION (41-43)
• Sales & revenue
• Comparison

CHAPTER 15-RESEARCH METHODOLOGY (44-59)
• Data Analysis
• Percentage Analysis
• Findings
• Suggestions and recommendations

CHAPTER 16-FUTURE PROJECTIONS (60)
CHAPTER 17-CONCLUSION (61)
REFERENCES (62)
ANNEXURE (63-66)
• Questionnaire

4

LIST OF TABLES
• Table 15.1.1 Shows the age of the respondents (45)
• Table 15.1.2 Shows the gender of the respondents (46)
• Table 15.1.3 Shows the educational qualification of the respondents (47)
• TABLE 15.1.4 Shows the family monthly income of the respondents (48)
• TABLE 15.1.5Showsthe frequency of purchase of groceries. (49)
• TABLE 15.1.6 Shows the experience of online grocery shopping (50)
• TABLE 15.1.7 Shows the reasons for online grocery shopping (51)
• TABLE 15.1.8 Shows respondents preferred grocery shopping sites (52)
• TABLE 15.1.9 Shows theproducts preferred in online shopping (53-54)
• TABLE 15.1.10 Shows the attributes of E-grocery (55)
• TABLE 15.1.11 Shows the method of payment by respondents (56)
• TABLE 15.2Shows the age factor relative to saving of time through shopping
online (57)

LIST GRAPHS
• Graph 15.1.1 Shows the age of the respondents (45)
• Graph 15.1.2 Shows the gender of the respondents (46)
• Graph 15.1.3 Shows the educational qualification of the respondents (47)
• Graph 15.1.4 Shows the family monthly income of the respondents (48)
• Graph 15.1.5Shows the frequency of purchase of groceries. (49)
• Graph 15.1.6 Shows the experience of online grocery shopping (50)
• Graph 15.1.7 Shows the reasons for online grocery shopping (51)
• Graph 15.1.8 Shows respondents preferred grocery shopping sites (52)
• Graph 15.1.9 Shows the products preferred in online shopping (53-54)
• Graph 15.1.10 Shows the attributes of E-grocery (55)
• Graph 15.1.11 Shows the method of payment by respondents (56)
• Graph 15.2Shows the age factor relative to saving of time through shopping
online (57)

5

CHAPTER 1
OVERVIEW OF THE ORGANIZATION

1.1 Company: Big Basket

Type: Private

Industry: Internet

Founded
2011

Founder
Hari Menon
V.S. Sudhakar
Vipul Parekh
Abhinay Choudhar

Headquarters Bengaluru – Karnataka – INDIA

Area Served India

Services E-Commerce (Online Grocery)

Website Big Basket.com

Employees 1800

6

1.2. INTRODUCTION

Big Basket is an Indian online grocery store which is owned and operated by the Company
Supermarket Grocery Supplies Private Limited. The company claims to have more than 18,000
products in numerous categories including grocery & staples, fruits, vegetables, beverages,
branded foods, Personal Care, Health Care, Meat, Home & Kitchen Products, Electronics &
Appliances, gourmet products, house hold among others from more than 1,000 brands. They are
planning for more categories for expansion. It was started in Bangalore and subsequently,
expanded its operations in Delhi, Chennai, Coimbatore, Hyderabad, Mysore, Pune and
expanding further in Ahmedabad, Baroda, Surat. It is currently present across 15 cities in India.
As of August 2015, Big Basket raised $100 million in fund raising rounds led by Zodius Capital
and Helion Ventures. The company is currently valued at a billion dollars.

1.3. History

In 1999, Six businessmen - K Vaitheeswaran, V S Sudhakar, V S Ramesh, HariMenon, Sundeep
Thakran and Vipul Parekh – founded Fabmart.com, an online business in India. Two years after
the start of this website, they included grocery aspart of their business. Despite being in its
nascent stage, the website fared well. Following its success, the founders started a brick and
mortar chain store namedFabmall in various parts of South India. This business grew to be a
large grocery
chain and was sold to the Aditya Birla Group in 2006, which was renamed as More. The
founders continued to be interested in the concept of an online grocery store, which ultimately
gave birth to Bigbasket.com in 2011. The company was started with three principles - a high
focus on customer satisfaction, inclusion of a wide variety of products and brands and
continuous innovation through technology. Big Basket’s success can be attributed to the
implementation of these three principles.
Customers have access to same day delivery if they are in one of the major cities where the
company operates. The company’s 99.3 per cent on-time delivery and99.5 per cent order fill rate,
along with a no-inquiry customer return policy, have greatly contributed to Big Basket’s high
customer satisfaction. More than 35 per cent of the products sold in the online grocery store are
from their own brands. Recently, the company also launched a bakery that delivers freshly baked
bread, launched its own brand of premium coffee and recipe kits for cooking gourmet meals at
home.

7

CHAPTER 2

TEAM BEHIND BIG BASKET

2.1 About The Founders

The founders of Big Basket are known in the industry for their rich experience in building a
strong and successful start-up. Mr HariMenon is the CEO & Head of Merchandising of the
Company. Before Big Basket, Hari was the CEO of India Skills,a vocational education firm. He
has also worked with Wipro and held the position ofCountry Head in Planet Asia. He is a former
student of BITS Pilani. MrVipul Parekh is the Head of Finance & Marketing at the company. He
was an Investment Director at Peepul Capital prior to his current position. Vipul is a
formerstudent of IIM Bangalore.Mr V S Sudhakar was the founder and CEO of Fabmall, a
leading retail business. Before this, Sudhakar was the CEO of Planetasia, India’s first online
service business. He also has a significant experience in senior-level management in the
ITindustry.
Mr V S Ramesh is the Head of Logistics and Supply Chain at Big Basket. He is alsothe co-
founder of Fabmall. He has also served in the Indian Navy with a total experience of over 21
years. He has a degree in Electronics Engineering from Karnataka University. Mr
AbhinayChoudhari is the Head of New Initiatives at Big Basket. Prior to this role, Abhinay has
worked with some major IT companies across the globe. He is a former student of IIM
Ahmedabad.

8

CHAPTER 3

BIGBASKET BUSINESS MODEL

3.1 HOW BIGBASKET WORKS?
The online grocery market – BigBasket’s Business Model is split into – inventory led and hyper
local – delivery. According to sources, this Bangalore-based online grocer, BigBasket, has gone
one step ahead by joining the two models. It aims to cover the whole grocery requirements of
coustmer with market place business. Soe sources says BigBAasket works on inventory model.
They buy products from leading suppliers like P&G, HUL, mills, farmers, etc. and store the
products in the large-scale warehouse, so smallgo-downs. And from there it serves the orders to
coustmers, which means for all preserved products they straightly buy the stock from
manufacturers.
Whereas for un-preserved products, to avoid the wastage, ‘they use just-in time model’
(purchase-to-order) where they link with local farmers & suppliers, and It assists in decreeing
inventory price.
While other sources say –BigBasket also works on ‘Hyper-local model, where they tie up with
2000+ grocery stress across India to deliver products within one hour the neighborhood.
BigBasket does not have the right roadmap of the working, but our assumed Grocery Business
Model helps to see how the grocery market places in India actually works.
BigBasket working model is entirely based on multi vendor model.
BigBasket is created – out of an administration of online gocery website. It collaborates with a
strong domain knowledge of grocery retailing business together with the smart use of
technology. And it even offers grocery delivery app for those who like to do shopping online
through mobile phone application.

3.2 PRODUCT MIX
• Fruits and vegetables
• Bread dairy and eggs
• Branded Food
• Household
• Meat
• Grocery and staples
• Beverages
• Personal care

9

3.3 CITIES IN WHICH BIGBASKET PROVIDE SERVICES
• Bangalore
• Hyderabad
• Mumbai
• Pune
• Chennai
• Delhi
• Noida
• Mysore
• Vijayawada-Guntur
• Kolkata
• Ahemdabad- Gandhi nagar
• Lucknow-kanpur
• Gurgaon
• Vadodara
• Vishakhapatnam
• Surat
• Nagpur
• Patna
• Indore
• Chandigarh Tricity

3.4 PROMOTIONAL STRATEIES
• Big basket came in 2011 but they didn’t do any television campaign.
• Television campaign starring ShahRukh khan because he has it’s popularity cuts across
all age groups.
• Cash back on digital wallets
• Offers for heavy shoppers and regular coustmer
• Billboard advertising

10

CHAPTER 4

JOURNEY OF BIG BASKET

4.1 Current Status and Prospective Development
Big Basket, has delivered over 3 million orders. As of March 2016, the company operates in
fifteen major cities, viz. Bangalore, Delhi, Hyderabad, Mumbai, Kolkata, Pune, Chennai,
Mysore, Madurai, Coimbatore, Vijayawada, Nashik, Vishakapatnam, Vadodara and Lucknow.
With a total employee strength of over 1,800 people, the company is serving more than 500,000
regular customers and is growing 20 per centevery month. Over the next year, the company plans
to expand its operations to more than 50cities. It also in tends to increase the product range on
offer significantly by adding more categories and expanding the existing ones.

4.2 Innovation
Big Basket has launched both iOS and Android mobile phone apps, which allow customers to
order from anywhere at any time using their smart phones.

4.3 Smart Basket
The store also has a feature called Smart Basket, which is capable of predicting the needs of
recurring customers. This can reduce order time by up to 10 minutes for regular customers. The
company utilizes the unique automation processes to run their operations. One of these is a
system to help staff pick the right items and reduce order errors to almost 0.2 per cent. To boost
customer retention, Big Basket has automated systems to gather feedback on all aspects of
service. They also make use of customer analytics for marketing automation programs directed at
specific customer life cycle stages.

4.4 Fresho
The company launched the Fresho brand of products in 2015. Fresho encompasses vegetables
and fruits, meat, coffee & bread products and currently accounts for almost 30 per cent of Big
Basket’s sales revenues. Fresho Coffee is a service that delivers freshly ground, premium filter
coffee on an order-by-order basis. The brand offers a series of in-house coffee blends, namely
Dark Nectar, Smooth Caramel, Exotica, Morning Dew, and Noir Creme. Aiming to capture a
slice of the baked goods market, Fresho also offers freshly baked bread, using a baked-to-order
business model.

4.5 Express Delivery
Logistical innovations have allowed Big Basket to provide customers with an express delivery
option. This service delivers a grocery order within one hour of processing and although it
currently exclusive to Bangalore, the company plans to extend express delivery to all major cities
in the near future.

4.6 Happy Chef
To engage more customers, Big Basket provides ready made kits for gourmet disheswhich
include recipes, cooking instructions and pre-measured ingredients. Their recipes are categorised

11

into salads, minis, casual dining, and mains. With this service, Big Basket aims to encourage
home-cooking and allow customers to eat restaurant-like food at minimal expense.

4.7Electric Vehicle
Big Basket has signed on a range of electric vehicles to increase efficiencies and cut down on
operating costs as part of its environment-friendly initiatives. The three wheelers will be used for
deliveries across tier-2 cities where Big Basket has a presence. It is the first order given to
Gayammo to works for electric autos which give a mileage of 100 to 110 km for a three-hour of
charge...........................

12

CHAPTER 5

FINANCIAL STRENGTH

5.1 Funding
As per the documents filed with the Registrar of Companies, the company has raised a total fund
of INR 695 crores from various investors including Bessemer Ventures, Helion Partners and
Sands Capital. The latest investment of INR 124 crores was done by the US based Sands Capital.

5.2Helion Ventures
Big Basket raised Rs 200 crore investment in a round led by Helion Ventures and Zodius
Capital.

5.3 Lion Rock Capital
$3 million from Lion Rock Capital, a Singapore-based private investor

5.4Ascent Capital
Online grocery store Big Basket.com has raised USD 10 million (about Rs 50 crore) from private
equity firm Ascent Capital in march 2012 in its first round of institutional funding for expansion.
The funds would be used for expansion of Big Basket.com.

5.5Bessemer Ventures
Big Basket has raised $50 million (Rs 315 crore) from its existing investors led by Bessemer
Venture Partners even as the Bangalore -headquartered startup has mandated Citigroup to raise
$150 million (Rs 950 crore) from a set of new investors, people familiar with the matter

5.6 Abraaj Group
Grocery delivery service Big Basket has raised $150 million in fresh funding in a round led by
UAE's Abraaj Group as the company looks to expand its services into smaller cities Ascent
Capital Group Series C&A
Bessemer Venture Partners Series C(Lead) Helion Venture Partners Series C ICICI Venture
Series B Zodius Capital Series B

5.7Series A.
Series A refers to the first round of stock offered to investors during early-stage rounds. Typical
Series A rounds fall in the range of $2-5M, offer options for 20-40% of the company, and are
intended to support a company through the early stages of building a business, from product
development to hiring to marketing. Because the Series A round is for more significant cash,
investors are usually professional angel investors or boutique VC firms who specialize in this
first round of financing.

5.8Series B.
Series B refers to second-stage financing. Series B usually happens after the company has
already achieved certain business mile stones and thus proven its potential viability as a
company. This series is also sometimes called a venture round since it is at this point that venture

13

capitalists usually get involved. Venture capitalists don’t just offer a greater capital investment
for a given round; there’s also a greater possibility for going back to this same well for future
rounds. Also, experienced VCs can offer the kind of networking opportunities and mentorship
that unconnected smaller angel investors may not.

5.9Series C.
As companies grow, they might continue to seek additional funds to meet future milestones.
Each successive venture round follows alphabetically down the line (e.g. C, D, E...). VCs and
private equity investors support the financing rounds as well as future funding rounds that more
established companies may have to look forward to such as bridge financing, expansion capital,
late-stage capital, and leveraged buyout.

14

CHAPTER 6

AWARDS AND RECOGNITION

6.1 Awards & Recognition
• Big Basket secured the BMA Best Startup of the Year award in 2014.
• One of its founders, Mr Abhinay Choudhari, was awarded as one of the 50Most Talented
Retail Professionals of India by CMO Asia & Asia Retail Congress.
• Consumer Internet Company of the Year : Supermarket Grocery Supplies Pvt Ltd
(Big Basket.com) by VC Circle Awards 2016

6.2 Competitors
• Local Banya
• AaramShop.com
• MyGrahek.com
• EkStop
• Zop Now
• Atmydoorsteps.com
• Grofers

6.3 Inventory Based Model
• Big Basket operates on an inventory-based model so that they can ensure delivery of
most of the products ordered. It is also partnering with about 1,800neighbourhood stores
to sell its brands of staples, fruits and vegetables.

• They cater to both consumer needs, bulk pre-planned as well as on-demand emergency
top-ups, with an inventory-led approach. For bulk orders, they fulfill orders through their
warehouses and for 1-hour express deliveries, they have set up about 63 'dark stores'
around the city.

• Dark stores are godowns or supermarket-like facilities meant specifically for companies
like Big Basket to source products and saving them from the hassle of having to go to
neighbourhood stores to pick up supplies.

• Big Basket handles about 27,000 orders a day, at an average ticket size of Rs1,500 per
order.

6.4 Sourcing Products Across Categories
They are dealing in the below broad categories.
• First is staples (rice, dhal, spices, etc.) and within a month of starting operations, they
have moved to private label. They source these from the mandis to one of their suppliers
who cleans and packages those. From mandis, they will move further down the supply
chain to the mills, and that is how the margins keep rising.

15

• One category, which will be a big differentiator for Big Basket.com, is fruit sand
vegetables. But it will be very difficult to crack. They have a farm-to-home concept
where they intend to get the produce directly from the farms, without the intermediaries.
Typically, the produce stays at least 24 hours in a store when you see it deteriorating.
They are working with Safal but over a period of time, it will build our network of
farming bodies and that will help them ship directly to buyers.
• Another growing category is frozen meat and dairy products. Then there is FMCG foods
and non-foods (toiletries and personal care). They deal with the distributors in these
categories through working closely with Metro Cash &Carry.
• Big Basket is also planning to introduce private labels in categories like jam sand
pickles, but that will be one year down the line.

6.5 Order and Delivery Management

(a) Registration
Registration on Big Basket.com is absolutely free. You can surf and add products to the cart
without registration but only registered shoppers will be able to checkout and place orders.
Registered members have to be logged in at the time of checking out the cart, they will be
prompted to do so if they are not logged in.

(b) My Shopping List
My Shopping List is a comprehensive list of all the items previously ordered by you on
Bigbasket.com. This enables you to shop quickly and easily in future.

(c) Delivery Slots
Delivery slots are time slots during which you will receive your order. Big Basket currently
offers 4 delivery slots each day. They are –
Slot 1 - 07:00 am to 09:30 am
Slot 2 - 10:00 am to 12:00 pm
Slot 3 - 05:00 pm to 07:30 pm
Slot 4 - 07:30 pm to 10:00 pm

(d) Cut-off Timing for Each Slot
Cut off time is the time after which the order gets processed for delivery. After this time you will
not be able to modify or cancel your order. Cut off time for Slot 3 &Slot 4 is 12 noon on the
same day and cut off time for Slot 1 & Slot 2 is 7 pm on the previous day. You will not be able
to make any changes to your order after the cut off time for your selected slot. However, if you
do not wish to buy a product you may return it at the time of delivery and the amount will be
credited to your big basket account. Delivery slot cannot be changed once the order is placed. In
case of an urgent requirement of change of slot customer support team can be contacted.

(e) Checking the Current Status of the Order
The only way you can check the status of your order is by contacting customer support team.
You will receive an email as well as an SMS about unavailable items before the delivery of your
order.

16

(f) Cancellation of the Order
You can cancel an order before the cut off time of your slot (1 pm for evening slots and 6 am for
morning slots) by contacting customer support team.

(g) WYSIWYG Guarantee
What You See Is What You Get is their promise to deliver every item ordered by you. If they fail
to do so they will credit your big basket account with 50% of the value of the undelivered
product immediately. For example if you had ordered for Rs. 1000 worth of products and one
product worth Rs. 100 was not delivered (orif an incorrect product was delivered) Rs. 50 will
automatically get credited .

(h) Currently Running Offers/ Promotions
There is a link called “Store Wide Offers” on the top right hand side of their website. All
products with any discount or promotions are listed under this section.

(i) Defective (broken, leaking, expired) Products
They have a no questions asked return policy. In case you are not satisfied with a product
received you can return it to the delivery
personnel at time of delivery or you can contact customer support team.

(j) Modes of Refund
The amount will be refunded to your Bigbasket.com account to use as storecredit in your
forthcoming purchases. In case of credit card payments also creditthe money back to your credit
card.

(k) Suggestions by customers
If you are unable to find a product or brand that you would like to shop for, customers can write
to them at [email protected] and they will try their best to make the product
available to you.

(l) Feedback
They always welcome feedback, both positive and negative from all their customers. Customers
can write to them at [email protected]

(m) Delivery Model
Big basket owns fleet of 50 vans, which are being commissioned for delivery. They follow a
hub-and-spoke model where all the goods are bought and stock edin a warehouse (it will be built
as the company moves into direct purchase in the next 6-8 months).
The warehouse will then supply to the hubs. They have three in Bangalore – in Whitefield,
Kanakpura and Yash wantpur – and they cover the entire city. From there, the delivery
executives (called customer experience managers) deliver thegoods in four time slots as
mentioned earlier. Big basket company acquired one of the earliest hyper local grocery
companies, Delyver, a month back and will use this acquisition to additionally do time-based
deliveries. The current model of Big Basket is full service - it has upwards of 15000 SKUs
(Stock keeping unit), owns its own inventory and delivers using four wheelers and two-wheelers
across multiple cities with deliveries done by staff.

17

CHAPTER 7

PAYMENT MODES

7.1 Payment
You can pay for your order on Bigbasket.com using the following modes of payment:
a. Cash on delivery
b. Credit and debit cards (VISA / Master card / American Express)
c. Sodexo passes on delivery (only for food items)
The Value Added Tax (VAT) is included in the MRP of products. There are no additional taxes
added by Big Basket to your order. The prices you see on their product pages are the prices you
pay. There is a delivery charge of Rs. 20 on orders below Rs. 1000.It is absolutely safe to use
your card on Bigbasket.com. A recent directive from RBI makes it mandatory to have an
additional authentication pass code verified by VISA (VBV) or MSC (Master Secure Code)
which has to be entered by online shoppers while paying online using visa or master credit card.
It means extra security for customers, thus making online shopping safer.

7.2 Cash on delivery
Cash on delivery means that you can pay for your order at the time of order delivery at your
doorstep.

7.3 Credit card
If they are not able to delivery all the products in your order and you have already paid for them
online, the balance amount will be refunded to your big basket accountants store credit and you
can use it at any time against your future orders.

7.4 Coupons
Once you are done selecting your products and click on checkout you will be prompted to select
delivery slot and payment method. On the payment method page there is a box where you can
enter any e-voucher/ coupon code that you have. The amount will automatically be deducted
from your invoice value.

7.5 Big Basket Wallet
The Big Basket Wallet is a pre-paid credit account that is associated with your bigbasket
account. This prepaid account allows you to pay a lump sum amount once to big basket and then
shop multiple times without having to pay each time.

7.6 Delayed Order Delivery
In case of delay in delivery, the customer support team will keep you updated about your
delivery. Additionally 10% of the order value will be credited to your big basket account which
can be used in your next order.

7.7 Minimum Order for Delivery
There is no minimum order for delivery but they charge a nominal delivery fee of Rs 20 for
orders below Rs1000 in value.

18

CHAPTER 8

COMPLETE PROCES OF BIG BASKET

PHASE I
COLD CHAIN
8.1 COLD CHAIN
A cold chain is a temperature controlled supply chain. Cold chain is a cold storage area where
products are stored and distributed which maintain a given temperature range. It is used to help
extend and ensure the shelf life of products such as fresh agriculture produce, seafood, frozen
food, photographic.
Cold Chain refers to the transportation of temperature sensitive products like perishable goods
from the point of origin to point of consumption in the food supply chain, which keeps it fresh
and edible for a much longer period than in normal conditions. Cold Chain helps in transporting
seasonal products and also making it available throughout the year. Two main parts of cold chain
are transportation and storage systems. The key Indian industries where cold chain logistics play
very important role are fruits and vegetables, milk and milk products (ice cream), Poultry and
processed meat, marine products, pharmaceutical (mainly vaccines) and chemicals. An efficient
cold chain industry ensures availability of food products as well as prevents spoilage of
medicines. Country like India, where infrastructure is one of the major challenges, cold chain
plays a critical role. Analysis for this study shows that cold supply chain network does not differ
significantly from products to products at least in Indian scenario. Some of the challenges to the
growth of sector in India are high energy cost, power deficit, rising real estate cost, lack of
logistical support and uneven distribution of capacity. All these challenges bring down the
operating margin of a company and makes it not so attractive business sector. But during last
couple of years there is a positive environment being created for this sector in India. The growth
in organized retail, growing interest in horticultural crops, demand for cold chain logistics from
Pharmaceutical industry and various initiatives by government are some of the reasons why there
is a renewed interest in this sector especially by private sector players.
8.2 IMPORTANCE OF COLD CHAIN
1) Storing and transporting of goods
2) Maintaining the supply of goods
3) Keeping the goods at low temperature
4) Protecting the goods from sunlight exposure
5) Maintaining potency of goods.
8.3 TYPES OF EQUIPMENTS
1) Chiller boxes
2) Cold packs
3) Refrigerators

19

4) Walk in cooler
5) Other

8.4 CHILLER BOXES
There are three types of boxes which big basket use
1. Syntax
2. Horcka
3. Prince ware
i.e. 100 ltrs boxes, 3 ltr boxes, 6 ltr boxes

8.5 COLD PACKS
Flat bottles of plastic which are filled with water. No salt should be added in the water.

8.6 REFRIGIRATORS
Types: Deep freezer, Small deep freezer or ILRs

8.7 WALK IN COOLER
This is the refrigerator of the size of a room in which all types of goods can be kept safe.
It is used to district health centers.

8.8 COLD STORAGE ROOMS
1) -5
It contain chocolates, mushrooms and F&V product which can be melt or spoiled fastly
are kept into the -5temprature room.

2) +5
The +5 room contain those product which are spoiled slowly and they need normal
temperature to save its life are kept into the +5 room.

20

3) -25
Products whose life are very short due to our environment temprature and they need very
low temperature to save its life. Those products are kept ino -25 temprature room. For
example – Ice cream, F&V products.

4) Z STORAGE ROOM
The room contained meat products and are stored in normal temprature to save it.

21

8.9 CHALLENGES
1. Staff sometimes doesn’t keep gel packs in the chiller boxes at the time of picking.
2. The door of the cold storage rooms are constantly open by staff and they do not
close the door suddenly and properly which decreases the temperature of the room
and constant temperature can’t be maintained.
8.10 METHODS OF CONTROLLING COLD CHAIN
1. Keep the goods at appropriate conditions as suggested by manufacturer.
2. Follow all the precautions while transporting goods
3. Record all the temperature of storage place twice a day and preparing the temperature
chart.
4. Maintain the equipment of cold chain and the appropriate functioning of its components,
conducting potency tests from time to time
5. Keep communication system effective and latest
6. Train all the people associated with goods, about the maintainence and control of cold
chain

PHASE II
INVENTORY

8.11 INVENTORY
Inventory is the collection of unsold products waiting to be sold. Inventory is listed as a
current asset on a company’s balance sheet. Inventory is commonly thought of as the finished
goods of a company accumulate before selling them to end users. But inventory can also
described the raw materials used to produce the finished goods, goods as they go through the
production process or goods that are in transit.

There are generally five reasons companies maintain inventories:
1. To meet an anticipated increase in demand
2. To protect against unanticipated increase in demand
3. To take advantage of price breaks for ordering raw material in bulk
4. To prevent the idling of a whole factory if one part of the process break down
5. To keep a steady stream of material flowing to retailers rather than making a single
shipment of goods to retailers.
Proceeding on, when goods comes from the DC to the warehouse, the goods are further stack on
the located wracks

22

8.12 STACKING
All workers who are or may be responsible for stacking, storing, securing, or keeping any goods,
materials, substances, or equipment require full training in safe methods of doing so. Given the
great diversity of goods and materials to be stored, and the wide range of storage methods and
handling equipment in use, how can these obligations best be met? The answer lies in developing
a safe system of work that will integrate the three main components of people, materials and
machinery within a safe and healthy working environment. We shall look at each of these in turn.

23

8.13 PALLET CONSTRUCTION AND LOADING

Pallets should be of sound construction, and be of adequate strength for the loads and conditions
under which they are used. Where pallet loads are stacked tier on tier, the lower pallets should be
of suitable strength and in good condition and the unit loads must be able to support the weight
above. The stability of stacked pallets or unit loads should be maintained by suitable bonding,
avoiding excessive stack heights, to ensure that the contents of any pallet or unit load cannot
collapse. The stability and structural strength of each pallet or unit load should be assured by
bonding, taping, shrink wrapping or other means. When pallet or unit loads of cartons or sacks
are stacked, care should be taken that they are not damaged by equipment. Pallets or other
supports used for forming unit loads should be regularly inspected for damage and wear. Items
which could cause damage to materials should be taken out of use until repaired, or be destroyed.

Four Way Pallet

8.14 POSITIONING OF STACKING

Stacks should not be built within450 mm of a wall. Most building and party walls are not
retaining walls and may not withstand the pressure set up by stacks laid against them. A 450 mm
gap between the stack and the wall also enables the construction and the condition of stacks to be
checked. Stacks should not be created where any part will be within 1.5 m of a rail track. This
clearance should be continued all the way along the stack. Extra care should be taken if the
storage area is subject to vibration from rail or road traffic, outside or inside the premises. Care
should also be taken in stacking material in the vicinity of machinery or operations which cause
vibrations. Some objects are liable to creep and lose stability under the influence of vibration.
Sacks or bales made of synthetic materials are particularly susceptible, especially when first
used. (Impregnation with wax can help to overcome this problem.) Stacks, shelving and other
fixtures for holding or storing materials should be so laid out and designed that there is sufficient
access for safe loading and unloading by either manual or mechanical means. Storage areas
should be specifically designated, be clearly marked, and be in the charge of a responsible
employee. Aisles should be clearly marked, be of ample width for the type of storage, and be
kept free from obstacles and waste materials. Stacks should not be created which will block
gangways, aisles, walkways, thoroughfares, and particularly doors and exits. Stacks should have

24

clear spaces of at least 1 m on all sides, apart from walls, where a 450 mm space should be
allowed. Goods must not be stacked within 1 m of the ceiling, roof or sprinkler heads. Base areas
and heights of stacks should be kept as small as circumstances permit. Goods should be kept well
clear of light fittings, heating pipes and appliances, firefighting and alarm equipment, and doors.
No stack, shelving, fixture or other means of storage should be placed in a position, or extended
in height, so that a person climbing on to it or removing stored goods, either manually or
mechanically, can come into contact with live electrical wiring or unfenced machinery. No
material should be loaded or unloaded from stacks, shelving or fixtures if there is a risk of
workers directly or indirectly contacting unfenced machinery, or touching live electrical wiring,
until that machinery or wiring is isolated or made safe. Storage racks and shelves should
preferably be noncombustible and not prone to retain water. Where unpalletised material, which
is otherwise secure, is handled by a crane or forklift truck, it should be placed on battens or other
devices to aid the use of slings or forks. Suitable means should be used to protect workers from
injury due to sharp corners, projections or edges on structures and/or stored material. Corners of
stored material should be clearly marked. Safe access, by means of ladders, platforms or
walkways, must be provided for workers required to climb or remove goods from stacks, shelves
and fixtures. On occasions, it may be necessary to erect scaffolding. Safety belts are useful aids
when dealing with high stacks and awkward shapes.

8.15 MATERIAL HANDLING

Equipment such as trolleys, hand trucks, pallet trucks, chain blocks and slings used for moving
and handling materials should be kept in a safe and serviceable condition. It should be free of
cracks or other defects which could cause failure of the equipment or injury to employees using
it. Such equipment should be used only for the purpose for which it was designed. Mechanical
equipment such as cranes, hoists, scoops, stackers, forklift trucks and ladders used in stacking,
moving or loading materials should be kept in a safe and serviceable condition, and should be
regularly inspected and maintained. Materials handling equipment should be used only for the
purposes for which it was designed and should not be operated on steep or rough surfaces which
could result in an accident. No worker should ride on equipment used for the moving, handling
or storage of material unless it has been designed for the purpose. All equipment should be
operated in a safe and efficient manner and should not be loaded beyond the capacity for which it
was designed. Materials handling equipment is susceptible to fire from friction heat generated by
accumulations of grease and dirt. Fires involving forklift trucks can be caused by equipment
failure due to lack of maintenance.

25

Pallet Jack

26

Lifting Equipment Steel Platform Trolley

8.16 PICKING
Picking and packing is a fundamental part of any supply chain. The picking and packing process
starts with receiving a customer order at the warehouse. Then promptly moves onto picking the
items needed to fill the request, and quickly packing the items to schedule the delivery.

27

8.17 STRATEGY TO MAKE PICKING FAST

1. Check the pick while at the slot using automation
Design your order picking strategy so that each step of the order picking process is
double checked. Humans are imperfect and so your staff will make errors. To avoid this,
it is smart to double-check (and even triple-check) to eradicate mistakes. Ideally you’ll
want the errors to be caught while the order picker is in place at the pick slot. If this error
catch is successful at this point, it eliminates any cost associated with the mistake.

2. Tactics to minimize selector walking
Minimize the need for selector walking by using these tactics:
• Placing slow-moving items on side aisles. Enter them only when needed.
• Pick from both sides of the aisle and be sure to use small pick facings.
• Batch pick, by picking multiple small orders in a single trip.

3. Ensure 100 percent product availability
Create an optimized replenishment system to ensure that any given selector will avoid dealing
with an empty pick slot that needs to be filled. Also be sure the is no order segregation that cause
wait timed for missing items prior to shipping. If possible, generate pick lists that show only
items that are in stock at any given pick slot. Don’t waste time by having pickers correct
inventory data, when missing items are discovered.
4. Touch picked items only once
Only touch each picked piece once. The picking process should be designed so that accuracy is
ensured, and further repacking, quality control checking or shipping checking is never needed. A
picked unit should go into a truck after being touched by the original picker only.
5. Segmentation of frequently picked items
Generate a short pick line that contain A-list items, so that 10 percent of SKUs that satisfy half of
all orders. This order picking strategy results in 50 percent of all your picks through 10 percent
of the pick area. Next identify 20 percent the items that satisfy 30 percent of orders. Slot these
off the short pick line. As a result a majority of all orders now require travel past only 15 to 20
percent all pick slots in your warehouse.
6. Invest in staff training and quality circles
Warehouse productivity is undermined as customer requirements change. Your staff is your first
line of defense against inefficiencies, so invest in training around productivity and accuracy
improvement. Also, introduce management-supported quality circles, because these regular
meetings can identify problems and reveal solutions. These practices will result in ongoing
improvement.

28

8.18 BUYING CYCLE
The buying cycle, sometimes known as the marketing or sales cycle, is a patterned process
consumers and business buyers go through when contemplating a purchase. Various labels and
steps have been assigned to this process, though the basic elements are consistent across most
diagrams and outlines. Understanding the pattern buyers go through in your industry is key to
effective marketing and promotions.

8.19 STAGES OF BUYING CYCLE
1. Awareness
The first step in virtually all buying cycle depictions is awareness. This is the point at which a
buyer recognizes that he needs something or the point at which he recognizes your product or
service and views it as a possibility. Much of a company's market research and promotions are
geared to reach customers with brand messages at the point they first become aware of a need or
in an effort to stimulate this reality. Billboards depicting restaurants, for instance, are often used
to trigger hunger recognition.

2. Consideration
The next broad stage in the buying cycle is consideration. This is one of the most impacting
stages in terms of your company's status with a buyer. During this stage, the buyer formulates a
consideration set and evaluates each option on factors important to him. A business buyer may
consider the scalability of a software solution, for instance, in case his company wants to expand
use over time. Your ability to convey benefits that coincide with target customer needs is crucial
during this time. Advertising, public relations and sales efforts all contribute to this
communication effort.

3. Purchase
The point of purchase is essentially crunch time in the buying cycle. This is the point at which a
buyer has determined which product or service best matches his needs at the most affordable
price. If your product, price and promotions have effectively wooed enough customers during the
consideration process, you should be in good shape at crunch time. Capturing customer contact
information to develop an ongoing relationship for future sales is important if you are the
winner of the customer's purchase decision.

4. After-Sale
While most buying cycle models include awareness, consideration and purchase stages, not all
go beyond those three steps. Those that do depict after-sale buying activities as ranging
anywhere from one to four additional steps. In general, after-sale buying cycle stages include
application or use of the product, discussions on additional uses, advocacy of the brand or

29

product with others and intention to repeat purchases. Follow-up support, inquiries and genuine
customer care are keys during these stages. Customers assess their experiences, which impacts
future buying and the positive or negative word of mouth they spread to others.

PHASE III
8.20 F&V STORAGE ROOMS (Fruits & Vegetables)

30

Without cold storage, most fruits and vegetables will not stay fresh for more than a few days. As
soon as fresh produce is harvested, it begins to deteriorate and dangerous bacteria will start to
develop.

31

The low temperatures inside cold storage units halt the growth of these pathogenic fungi,
ensuring that spoilage of fruits and vegetables is kept to a minimum. Refrigeration and blast
freezing are equally popular options for many vegetables and some selected fruits. This is why
our cold storage units have a varied temperature range for both freezing and chilling options.
Another ingenious benefit of cold storage units is that they are highly customisable, something
that is particularly important when storing fresh fruits and vegetables. Temperature and humidity
levels can vary greatly between produce, making customisation essential. Cold storage for fruit
and veg also comes in a variety of sizes, including mini chillers that are perfect for caterers and
mega cold stores made with large distributors in mind.
Whether you’re looking to extend your commercial refrigeration or are considering branching
out into the fruit and veg market, a portable cold storage solution will extend the life of your
fruits and vegetables both in storage and in transit.
There is rarely a one temperature fits all solution to storing fruit and veg. This is because factors
such as crop maturity, the season of harvest and crop origins all play a part in calculating the
optimum temperature requirements.
A general ‘rule of thumb’ is that cool season fruit and veg, such as kale and sprouts, should be
stored at around 0-2°C. Warmer season fruit and veg, such a cucumber and tomato, is best
stored around 7-10°C. However, there are exceptions to the rule, as some fruit and veg is more
greatly affected by low temperatures.

32

This table is a guideline for storing some of the most common/popular types of fruit and veg.
PRODUCT TYPE OPTIMUM
TEMPRATURE C
OPTIMUM
HUMIDITY %
STORAGE LIFE
APPLES Upt 12 months
BANANAS 13-16 80-95 Upto 3 weeks
BERRIES 0 90-95 Blackberries and
raspberries upto 3days
GRAPES 0 85 Upto 8 weeks
NECTARINES,
PLUMS AND
PEACHES
0 90-95 Upto 4 weeks
PEARS -1-0 90-95 Upto 4 weeks

BROCCOLI AND
CAULIFLOWER
0 95-100 Upto 4 weeks
CARROTS,
MATURE AND
IMMATURE
0 98-100 Mature upto 9 months
and imamature upto6
weeks
ONION , WHITE
AND RED
0 65-70 Upto 8 months
LETTUCE 0 98-100 Upto 3 weeks

PHASE IV

TRANSPORTATION

8.21 DELIVERY INFORMATION

BigBasket.com delivery systems are uniquely designed to provide you the abiliy to select a
convenient time to receive your purchases either during the day or night. You can pre-book your
delivery slot during check-out and be assured that the goods will be delivered as per your booked
slot. To maintain the freshness and quality of frozen, chilled & fresh food we have equipped our
delivery van's with multi temperature reefer units and cold storage devices which maintains
frozen and chilled range temperatures.
Delivery slot:
BigBasket.com provides a unique service and promise of delivering the goods in 2-3 hour
window based on the delivery slot selected by you. This ensures certainty and aids in planned
purchase of your household needs and eliminates long waits staying at home without knowing
the exact time of delivery or even missing your delivery. You can choose to receive your order
the same day in the 4:30 pm to 7 pm or 7:30 pm to 10 pm slot or on any day upto 6 days from the
date of placing the order. Currently we offer 4 delivery slots in a day; 7 am to 9:30 am, 10 am to

33

12:30 am, 4:30 pm to 7 pm & 7:30 pm to 10 pm. You can check the availability and book your
delivery slot at the time of checking out. For your convenience we make deliveries on all 7 days
in a week and 365 days a year with no holidays!

Order Cutoff time:
In order to facilitate timely picking and delivery of all orders we follow a cutoff time for each
delivery slot. To be able to pick a delivery slot the order needs to be placed before the cut-off
time for that particular delivery slot. The cut-off times for delivery slots are given below:

Delivery Slot Cut off time
7 am - 9:30 am
1 pm the previous day
10 am - 12:30 pm
1 pm the previous day
4:30 pm - 7 pm 6 am the same day
7:30 pm - 10 pm 6 am the same day
For e.g. Customers placing orders after the cut-off time of 6 am on any day would not be able to
book for delivery the same day in the 7-9:30 pm slot.

Delivery Charges:
We levy very nominal charges for the delivery of the orders and the delivery charge is based on
the order value as per the table below:

ORDER VALUE DELIVERY CHARGES
Rs 1000 and more Free delivery
UPTO Rs 1000 Rs. 35 (Mumbai) Rs. 30
(Bangalore, Hyderabad, Pune,
Chennai, Delhi, Gurgaon
Noida, Kolkata &
Ahmedabad-Gandhinagar)
and Rs. 20 (Mysore,
Coimbatore, Vijayawada-
Guntur, Visakhapatnam,
Lucknow-Kanpur, Vadodara,
Surat, Nagpur, Patna, Indore,
Bhopal, Chandigarh Tricity,
Ludhiana & Jaipur)

34

PHASE V

8.22 STOCK TRANSACTION

A stock transaction is what happens to a stock when it changes ownership. There are several
types of stock transactions. When you give a market order, you are ordering your brokerage firm
to buy or sell a specified number of stocks in a certain company at the current market price.

1. Indent Generation

An internal company document used indent as the purchasing process to authorize the
requisition of material prior to initiating a purchase order. Purchase indents are audit
documents used to track the movement of materials prior to the receipt by the buyer.

2. Stock Arrival In DC

3. Stock Receiving
Receiving goods from suppliers is a fundamental part of retailing. Due to the potential financial
losses that can result, it is critical that staff follow the related procedures to ensure that this is
done effectively. While different procedures apply to different merchandise, the following are
typical receiving procedures.
Receiving Goods
1. Goods are for your store
2. Goods have been ordered

35

3. Goods received agree with order and invoice quantity, description and quality.
4. Goods are not signed for before they are thoroughly checked
5. If invoice is not received with goods, there must be provision to process it in the correct
manner when it is received
6. Goods are correctly ticketed and immediately placed on the selling floor
7. Pre-sold goods allocated for earliest possible delivery
8. Damaged or incorrect goods are rejected and arrangements made for immediate repair or
replacement - delivery slip marked accordingly
9. Stock held in reserve promptly ticketed after inspection and carefully stored
10. Reserves are organised so that oldest items will be drawn first for the selling floor or for
delivery
11. Daily Goods Received record kept and processed with all relevant invoices and/or
delivery dockets
12. Receiving area kept clear at all times and rigid security adhered to

4. GRN
GRN stands for Goods Received Note. GRN is Record of goods received at the point of
receipt of stock. This record is used to confirm all goods have been received and often
compared to a purchase order before payment is issued.

A goods receipt note (GRN) is created to record the delivery of items from your
suppliers. A GRN is created against an issued purchase order. When a GRN is created for
an item, any pending item quantity for an approved indent request will be automatically
issued.

1. At the top of your dashboard, click the module access icon
> Administration > Inventory > GRN to open the GRN page.
2. In the top right, click the New button.

36

In the GRN No. field, enter the GRN number.
Note: If you’ve created GRNs before, the GRN number automatically increments
sequentially.
3. In the Purchase order field, select the purchase order.
4. In the Invoice No. field, enter an invoice number provided by the supplier.
5. In the GRN Date field, select the GRN date. The GRN date cannot be earlier than the purchase
order date.
6. In the Invoice Date field, select the invoice date provided by the supplier. The invoice date
cannot be earlier that the purchase order date.
7. In the Other Charges field, enter any additional charges incurred.
8. If necessary, you can change the required quantity.
9. In the Expiry Date field, select the item expiry date.
10. Click the Save button.

5. GDN

There are three places where errors and discrepancies can result in inaccurate
transactions. First, there is the buyer’s purchase order, usually a retailer making a request
from a supplier. Then there’s the supplier’s invoice, asking for payment for the product.
Finally, there’s the inventory that was actually delivered to the warehouse. The retailer
could ask for 100 widgets, but the supplier sends an invoice for 110 and only 90 were
delivered to the warehouse – nobody in this situation is getting what they need.

6. PRN

In PRN all the damaged goods are collected and send back to DC for its replacement or for
other reason. So al the damaged goods are listed in a PRN note.

37

7. Cancelled Order

A canceled order is a previously submitted order to buy or sell a security that gets canceled
before it executes on an exchange. Investors may cancel standing orders, such as
a limit or stop order, for any reason so long as the order has not been filled yet. Limit and
stop orders may stand for hours or days before being filled depending on price movement, so
these orders can logically be cancelled without difficulty. Market orders are a type of order
that is very unlikely to be cancelled.

8. Cancelled Order Stock

All the cancelled order products come back to the warehouse and matained a stock to
again stack the product or send back to the DC.

9. Cycle Count

A cycle count is an inventory auditing procedure, which falls under inventory management,
where a small subset of inventory, in a specific location, is counted on a specified day.
Cycle counting is a popular inventory counting solution that allows businesses to count a number
of items in a number of areas within the warehouse without having to count the entire inventory.
Cycle counting is a sampling technique where the count of a certain number of items infers the
count for the whole warehouse. This sampling method is used by pollsters every day where they
measure the opinion of a small number of the people and infer that is the opinion of the
population.
When a cycle count is performed, there are two inferences that are made. The primary inference
is that the accuracy of the items in the cycle count can be used to determine the accuracy of the
items in the warehouse as a whole. The other inference is that if an error is found in the cycle
count then that error could be expected to occur for other items in the warehouse.
8.24 Types of Cycle Counting
There are a number of types of cycle counting that can be used:
• Control Group
• Random Sample
• ABC Analysis
1. Control Group Cycle Counting
When a company starts using cycle counting they may use a control group to test that the method
they are using to count items will give the best results. The process usually focuses on a small
group of items that are counted many times in a short period. This repeated count process will
show any errors in the count technique which can then be corrected. The process is continued
until the technique has been confirmed to be accurate.

38

2. Random Sample Cycle Counting
When a number of items to be counted are chosen at random, this process is known as random
sample cycle counting. When a company’s warehouse has a large number of similar items, they
can randomly select a certain number of items to be counted. The count can be performed each
day or workday so that a large percentage of the items in the warehouse are counted in a
reasonable period.
3. ABC Cycle Counting
ABC cycle counting is an alternative to random sample counting. This method uses the Pareto
principle as the basis for this technique. The Pareto principle states that, for many events,
roughly 80 percent of the effects come from 20 percent of the causes. The ABC cycle counting
method uses this principle to assume that 20 percent of the parts in a warehouse relate to 80
percent of the sales, these are the “A” items. The principle is then extended to two other
categories where “B” items account for 30 percent of the items and 15 percent of sales and “C”
items represent 50 percent of the items in the warehouse, but only 5 percent of sales.

39

CHAPTER 9

INVENTORY MODEL

9.1 Inventory Based Model
• Big Basket operates on an inventory-based model so that they can ensure delivery of
most of the products ordered. It is also partnering with about 1,800 neighbourhood stores
to sell its brands of staples, fruits and vegetables.

• They cater to both consumer needs, bulk pre-planned as well as on-demand emergency
top-ups, with an inventory-led approach. For bulk orders, they fulfill orders through their
warehouses and for 1-hour express deliveries, they have set up about 63 'dark stores'
around the city.

• Dark stores are godowns or supermarket-like facilities meant specifically for companies
like Big Basket to source products and saving them from the hassle of having to go to
neighbourhood stores to pick up supplies.

9.2 Sourcing Products Across Categories

They are dealing in four broad categories.First is staples (rice, dhal, spices, etc.) and within a
month of starting operations,they have moved to private label. They source these from the
mandis to one of
their suppliers who cleans and packages those. From mandis, they will move further down the
supply chain to the mills, and that is how the margins keep rising. One category, which will be a
big differentiator for Bigbasket.com, is fruits and vegetables. But it will be very difficult to
crack. They have a farm-to-home concept where they intend to get the produce directly from the
farms, without the intermediaries. Typically, the produce stays at least 24 hours in a store when
you see it deteriorating. They are working with Safal but over a period of time, it will build our
network of farming bodies and that will help them ship directly to buyers. Another growing
category is frozen meat and dairy products. Then there is FMCG foods and non-foods (toiletries
and personal care). They deal with the distribution these categories through working closely with
Metro Cash & Carry. Big basket is also planning to introduce private labels in categories like
jams and
pickles, but that will be one year down the line.

40

41

CHAPTER 10

MARKETING STRATEGY

10.1 Marketing Strategy

a) Target Segment
• Students
• Families
• Corporates & Professionals
• Others i.e, Event planners, co-operatives

b) Promotion

Big basket has been largely using print and radio. Now, they have added television to their
portfolio. They use digital, also but offline push is stronger. Of the total marketing spends, They
allocated nearly 20% to digital and rest to offline. In 2016,their marketing spends is to the tune
of Rs 80 crore to Rs 100 crore. Big Basket has introduced colourful Holi kit with special
discount and Cake Box for Christmas for orders above Rs 1000.To honour women, it introduced
Women's day offers and coupons. Big Basket.com has roped in actor Shah Rukh Khan as brand
ambassador. This was followed by another— "Shah Rukh Khan is a Big Basketeer!
We felt it was important that people could relate to the Big Basket brand ambassador."
The Big Basket Customers are called as Big Basketeer.

42

CHAPTER 11

SUPPLY CAIN PROCESS OF BIGBASKET

Nty

• Currently, they are operating 25 warehouses and 63 storage facilities
• Company is targeting revenues of Rs 1800crores in FY17

WAREHOUSE
Picking up the
products get
happened in this
stage. Scanner is use
for picking up the
right product.
FRONT END
They take order
online through
phone website.
(user Interface)

us
HUB
Segregation and
consolidation
happened. Van routing
and tracking for
effectively Deliver.
DELIVERY
VAN
Tabs for deliver
and receipt
conformation.

43

CHAPTER 12

SWOT ANALYSIS

12.1 SWOT Analysis

(a) Strength
1. Huge investment capacity
2. Convenience for Customers
3. High Quality Products
4. Low inventory cost
5. Low delivery charges
6. Good relationship with Suppliers
7. Customization
8. Closer working relationship with customers
9. A vast variety of stuffs available

(b) Weakness
1. No economies of scale
2. Limited Financial Resources
3. Lack of staff
4. Weak brand name
5. Sometimes the transportation cost increases the product cost
6. Number of potential customers who can buy through Internet is not still enough.

(c) Opportunities
1. Expanding Overseas
2. Product extension
3. Strategic Alliances
4. Licensing
5. Capture Venture capitalists
6. Everyday number of Internet users is increasing in a rapid way.

(d) Threats
1. Competitors will go online
2. Changing Government policies.

44

CHAPTER 13

CHALLENGES FACED

13.1 Challenges of Big Basket

• The most common challenge for ecommerce companies has been hiring and retaining
talent. Especially, when it comes to the delivery boys. Recruiting, training and retaining
delivery boys has been little tricky for them. As thecatchment dries up, they now need to
go to smaller cities to hire them and provide them with affordable housing in the city of
operations. This helps a lotin retention.
• Since Big Basket deals with groceries which are mostly perishable, managing the
complex supply chain to reduce wastage is another big challenge. The current data of
transactions helps in predicting the orders and hence avoiding much wastage.
• Logistics is very complex as they deliver large orders unlike Flipkart or Snapdeal that
delivers only one or two items. The average basket size of bigbasket is of 25 items, which
includes frozen, liquid, chilled and perishable items. So, these need to be delivered at one
time and in a proper manner as people do not like repeat or late deliveries.
• The most pressing thing is to get fill rates right, which currently stands at 90-95 percent
for Big Basket.com. Consumers are expecting to get a 100 percent fill rate and that puts
pressure on them. People buy online for convenience and even if one item is short, they
don’t mind purchasing everything offline.
• Another problem is of suggesting alternatives for stock-outs and at present.
BigBasket.com’s platform doesn’t have the intelligence to do so. For the time being, it’s
tackling the issue by mentally preparing customers before delivery. The company has
invested heavily in technology, especially for back-endlogistics. A routing software helps
them divide the number of orders serviced by each van, which are fitted with GPRS
systems to monitor movement inreal-time.
• Competitors like grofers, aaram.com, localbanya also provide offers and discounts. So,
Retaining the customers is an important challenge.
• Cyber crime

45

CHAPTER 14

GROWTH AND FUTURE VISION

14.1 Sales & Revenue

They are growing very vast in many regions and state. Average number of transactions which
takes place in a day is around 300 and the average value of each bill is around Rs.1200/-. So, we
can clearly see the revenue they generate each dayin one state. Total revenue for the day is 1200
X 300= Rs.3, 60,000 X 30 days = 1,1908, 00,000 per month. New customers which are joining
each month each month is
around 3000 and next billing for each customer is being done in 15 – 20 days. One of the
advantage of this company is that they have is their own private staple crop which 1contributes
to 20% of their total business. Profits margins also look very attractive. Gross Profit remains in
between 20 % - 23 % and net profit is around 5% -7%.Big Basket reported revenue of INR 178
crores against loss of INR 61 crores in FY14-15. The revenue and PAT figures during the last
fiscal were INR 71crores and INR 22 crores respectively. The revenue from operations stood at
INR 170 crores inFY 14-15.

0
21
71
178
(2)
(12)
(22)
(61)
FY 11-12 FY 12-13 FY 13-14 FY 14-15
RevenuePAT

46

Big Basket operates on an inventory-led model and, hence, the biggest expense for the company
was the purchase of stock-in-trade which stood at INR 171 crores. The company spent INR 22
crores on advertising and promotional expenses in FY 14-15which was a 420 per cent increase
over the previous fiscal. The following is the breakup of the major expenses of the company:

BIG BASKET EXPENSES BREAKUP (In INR Crores)

4
69
10 10
93
22
171
26
18
237
Advertising
promotional expenses
Purchase of stock-in-
trade
Employee Benefit
Expense
Others Total
2014-152015-19

47

14.2 Comparison
Big Basket competes with players like Grofers, Peppertap and ZopNow in the online groceries
segment. Here is how it compares with the rest in FY 14-18:

Bigbasket& Competitors Revenue & PAT (In INR Crores)

177
1
9
(61)
(4)
(4)
Bigbasket Grofers ZopNow
RevenuePAT

48

CHAPTER 15

RESEARCH METHDOLOGY

15.1 DATA ANALYSIS

Analysis and interpretation are central steps in the research process. The first step in the process
of analyzing the data would normally be to recode all variables measured, however, due to the
compatibility of SPSS programs the values were already coded accordingly when importing the
raw data.

15.2 PERCENTAGE ANALYSIS

Percentage methods refer to the specific kind which is used in making a comparison between two
or more series of data collected. The percentage is based on descriptive relationship. It compares
the relative items. Through the use of percentage, the data are reduced in the form with base
equal to 100% which facilitate relative comparison.

Percentage = No of respondents *100
Total no of respondent

49

TABLE 15.1.1

TABLE SHOWING THE AGE OF THE RESPONDENTS

AGE RESPONDENTS PERCENTAGE
Below 20 years 29 32.2
20-30 42 46.7
30-40 12 13.3
Above 40 7 7.8
Total 90 100

INTERPRETATION:
Out of the total number of respondents 32.2% are below 20 years, 46.7% of respondents are 20-
30 years of age, 13.3% of people are from 30-40 of years of age and nearly 7.8% of respondents
are above 40. Majority of the respondents (46.7%) are of the age of 20-30

GRAPH SHOWING THE AGE OF THE RESPONDENTS

29
42
12
7
90
32.2
46.7
13.3
7.8
100
Below 20 yrs 20-30 30-40 Above 40 Total
RESPONDENTS PERCENTGE

50

TABLE 15.1.2
TABLE SHOWING THE GENDER OF THE RESPONDENTS

GENDER RESPONDENTS AGE
MALE 29 32.2
FEMALE 61 67.8
TOTAL 90 100

INTERPRETATION:
The numbers of respondents who are male are 32.2% and the percentage of the female is 67.8%.
Majority of the respondents (67.8%) are female.

GRAPH SHOWING THE GENDER OF THE RESPONDENTS

29
61
90
32.2
67.8
100
Male Female Total
RespondentsAge

51

TABLE 15.1.3

TABLE SHOWING THE EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

EDUCATIONAL
QUALIFICATION
RESPONDENTS PERCENTAGES
Up to school level 8 8.9
Under graduation 63 70
Post-graduation 13 14.4
Professional 6 6.7
Total 90 100

INTERPRETATION:
From the above table, it is seen that 8.9% of people are up to school level, 70% of respondents
are under graduation, 14.4% of respondents are post-graduation and 6.7% of respondents are
professional. Majority of the respondents (70%) are undergraduates.

GRAPH SHOWING THE EDUCATIONAL QUALIFICATION OF THE
RESPONDENTS

8
63
13
6
90
8.9
70
14.4
6.7
100
Up to school levelUnder graduationPost graduationProfessional Total
RespondentsPercentage

52

TABLE 15.1.4
TABLE SHOWING THE FAMILY MONTHLY INCOME OF THE RESPONDENTS

FAMILY MONTHLY
INCOME
RESPONDENTS PERCENTAGES
BELOW 10000 8 8.9
10000-20000 23 25.6
20000-30000 26 28.9
Above 30000 33 36.6
Total 90 100

INTERPRETATION:
From the above table, 8.3% of respondents earn below 10000, 25% of respondents earn from
10000-20000, 26.4% respondents earn a monthly income of 20000-30000 and 40.3% of
respondents earn above 30000.
Majority of the respondents (36.7%) have a monthly income of above 30000.

GRAPH SHOWING THE FAMILY MONT HLY INCOME OF THE RESPONDENT

8
23
26
33
90
8.9
25.6
28.9
36.6
100
Below 10000 10k-20k 20k-30k above 30k Total
RespondentsPercentage

53

TABLE 15.1.5
TABLE SHOWING TH E FREQUENCY OF PURCHASE OF GROCERIES

FREQUENCY RESPONDENTS PERCENTAGES
Daily 10 11.1
Weekly 38 42.2
Monthly 29 32.2
Only When Required 13 14.5
Total 90 100

INTERPRETATION:
From the table, the frequency of purchase of groceries are 11.1% who purchase daily, 42.2%
purchase weekly, 32.2% respondents purchase monthly, 14.4% purchase only when required.
The majority (42.2%) shows that people purchase groceries weekly.

GRAPH SHOWING THE FREQUENCY OF PURCHASE OF GROCERIES

10
38
29
13
90
11.1
42.2
32.2
14.5
100
Daily Weekly Monthly Only when required Total
RespondentsPercentages

54

TABLE 15.1.6
TABLE SHOWING E XPERIENCE OF ONLINE GROCERY SHOPPING

EXPERIENCE OF ONLINE
GROCERY SHOPPING
RESPONDENTS PERCENTAGE
Yes 51 56.7
No 39 43.3
Total 90 100

INTERPRETATION:
From the above table, it is clear that 56.7% of respondents have an experience of purchasing
groceries online and 43.3% of respondents have not experienced online grocery shopping.
Majority of the respondents (56.7%) have an experience of shopping groceries online.

GRAPH SHOWING E XPERIENCE OF ONLINE GROCERY SHOPPING

51
39
90
56.7
43.3
100
Yes No Total
RespondentsPercentage

55

TABLE 15.1.7

TABLE SHOWING REASONS FOR ONLINE GROCERY SHOPPING

REASONS RESPONDENTS PERCENTAGE
Mobility Problems 17 18.9
Shopping To Tiring 20 22.2
Recommendation 18 20
Any Time Shopping 24 26.7
No Time To Go To Store 11 12.2
Total 90 100

INTERPRETATION:

From the above table, 18.9% of people face mobility problems, 22.2% of respondents feel in
store shopping is tiring, 20% of people initiate e-grocery shopping due to the recommendation,
26.7% of people need any time shopping, and 12.2% of respondents have no time to go to the
store.
Majority of the respondents (26.7%) choose online grocery shopping because they can shop
anytime.

GRAPH SHOWING REA SONS FOR ONLINE GROCERY SHOPPING

17 20 18
24
11
90
18.9
22.2 20
26.7
12.2
100
RespondentsPercentage

56

TABLE 15.1.8

TABLE SHOWING RESPONDENTS PREFERRED GROCERY SHOPPING SITES

SHOPPING SITES RESPONDENTS PERCENTAGES
BigBasket 35 39
Amazon 24 27
Godrej Nature’s Basket 14 16
Grofers 17 18
Total 90

INTERPRETATION:
From the above table, it is clear that 39% of respondents buy their products from the big basket,
27% from Amazon, 16% from Godrej Nature’s basket and 18% from Grofers.
Majority of the respondents (39%) have preferred big basket.

GRAPH SHOWING RESPONDENTS PREFERRED GROCERY SHOPPING SITES

35
24
14
17
90
39
27
16
18
100
Bigbasket Amazon Godrej Nature's
Basket
Grofers Total
RespondentsPercentages

57

TABLE 15.1.9
TABLE SHOWING THE PRODUCTS PREFERRED IN ONLINE SHOPPING

PRODUCT RESPONDENTS PERCENTAE
Groceries 4 4.44
Edible Oils 11 12.22
Beverages 4 4.44
Milk and Dairy 10 11.11
Baby and Childcare 5 6
Laundry supplies 12 13.33
Household and
Cleaning
2 2.22
Snacks 10 11.11
Imported and
Gourmet
6 6
Fruits and Vegetables 11 12.22
Personal Care 15 17
Total 90 100

INTERPRETATION:
The table shows the products that people prefer to buy online. The above are the products that
are commonly available to the consumers which include the perishables such as fruits and
vegetables and milk and dairy products. The table shows that 16.66% of respondents prefer
personal care products, fruits, and vegetables12.22 %, 6.66% imported and gourmet, 11.11%
prefer snacks, 2.22% prefer household and cleaning, 13.33% laundry supplies, 5.55% baby and
child care, 11.11% prefer milk and dairy products, 4.44% prefer beverages, 12.22% buy edible
oils and 4.44% prefer buying groceries.
Majority of the respondents (16.66%) prefer buying personal care product.

58

GRAPH SHOWING THE PRODUCTS PREFERRED IN ONLINE SHOPPING

4
11
4
10
5
12
2
10
6
11
15
90
4.44
12.22
4.44
11.11
6
13.33
2.22
11.11
6
12.22
17
100
RespondentsPercentage

59

TABLE 15.1.10
TABLE SHOWING THE ATTRIBUTES OF E -GROCERY

ATTRIBUTES RESPONDENTS PERCENTAGE
Convenient Delivery Slots 10 11.11
Cash Free Transactions 39 43.33
Better Deals/Discount 12 13.33
Return Policy 14 15.55
Website Design 10 11.11
None 5 5.55
Total 90 100

INTERPRETATION:

The above table shows the attributes that people prefer while using e-grocery sites. It clearly
shows that 11.11%of the respondents choose convenient delivery slots, 43.33% of the
respondents prefer cash-free transactions, 13.33% with better deals or discounts, 15.55% with the
return policy, 11.11% choose website design and 5.55% say none of the attributes are
remarkable.
Majority of the respondents (43.33%) favor cash-free transactions.

GRAPH SHOWING THE ATTRIBUTES OF E -GROCERY

10
39
12
14
10
5
90
2.4
11.11
0
15.55
11.11
5.55
100
Convenient
Delivery slots
Cash free
Transactions
Bettet
Deals/Discount
Return PolicyWebsite
Design
None Total
RespondentsPercentage

60

TABLE 15.1.11

TABLE SHOWING THE METHOD OF PAYMENT BY THE
RESPONDENTS

PAYMENT METHODS RESPONDENTS PERCENTAGE
Credit Card 9 11.11
Debit Card 21 23.3
Net Banking 15 16.7
Cash On Delivery 43 47.8
Total 90 100

INTERPRETATION:

The above table shows the method of payment by the respondents where 7.8% of people use a
credit card for a purchase, 23.3% use debit card, 17.8% use net banking and 47.8% use cash on
delivery.
Majority of the respondents (47.8%) prefer cash on delivery.

GRAPH SHOWING THE METHOD OF PAYMENT BY THE
RESPONDENTS

9
21
15
43
90
11.11
23.3
16.7
47.8
100
Credit Card Debit Card Net Banking Cash On Delivery Total
RESPONDENTS PERCENTAGE

61

15.2 Chi-Square Test

The Chi-Square Test of Independence determines whether there is an association between
categorical variables i.e., whether the variables are independent or related.

TABLE SHOWING THE AGE FACTOR RELATIVE TO SAVING OF
TIME THROUGH SHOPPING ONLINE
Chi-Square Tests

VALUE Df Asymp. Sig.
(2-Sided)
Pearson Chi-
Square
31.180 16 0.13
Likelihood
Ratio
23.348 16 .105
N of Valid
Cases
86

a. 19 cells (76.0%) have expected count less than 5. The minimum expected count is .02.
H0: Online grocery shopping saves time is not associated with the age of the respondents
H1: Online grocery shopping saves time is associated with the age of the respondents
The above table has a significance level 0.013<0.05 which shows that online grocery shopping
saves time is associated with the age of the respondents. Thus, the alternative hypothesis is
accepted and the null hypothesis is reject
GRAPH SHOWING THE AGE FACTOR RELATIVE TO SAVING OF
TIME THROUGH SHOPPING ONLINE ( Chi-Square Tests)

31.18
23.348
86
16 16
0.13 0.105
Pearson Chi-Square Likelihood Ratio N of Valid Cases
ValueDfAsymp.Sig.(2 sided)

62

15.3 FINDINGS

In the survey, interviews and study conducted above, I came across many factors that are as
fallows.
• Majority of the respondents are of the age of 20-30
• Majority of the respondents are female.
• The maximum number of respondents is students
• Majority of the respondents have a monthly income of above 30000.
• The majority shows that people purchase groceries weekly.
• Majority of the respondents have an experience of shopping groceries online.
• Majority of the respondents choose online grocery shopping because they can shop
anytime
• Majority of the respondents have preferred big basket.
• Majority of the respondents prefer buying personal care products
• Majority of the respondents favor cash-free transactions
• Majority of the respondents prefer cash on delivery.
• Chi-square tests show that the association between the age of the respondents and quality
of fruits and vegetables in e-grocery shopping are not significant. Quality of fruits and
vegetables is considered important irrespective any of age of people.

15.4 SUGGESTIONS AND RECOMMENDATIONS:

• Introduce loyalty programs
• Expand geographical reach
• Increase awareness through advertisement
• Free delivery below purchase of Rs.1000
• Create awareness & manage home delivery services properly.
• Various schemes and festival offers, cash discounts on bulk purchase can be provided to
attract new customers.
• Different advertising medium should be adopted to bring awareness in shoppers about
the online grocery shopping store and its product.
• In order to increase the productivity of the site, the firm should offer special discounts
with respect to seasons like Diwali, Ganpati, Holietc, also special packages should be
created as monthly ration.
• Instead of going the regular Ecommerce way of Grocery shopping, the firm should start
up by bringing existing retailers online.

• For the purchase of the grocery item user can choose their nearby kirana Store from the
listed stores along with a convenient time of the delivery.
• The local store would be informed about the order and it would be delivered to the
address at the time mentioned with the payment of cash only on delivery.

63

• Convenience and time saving are the main reason to shop groceries online. Therefore
Business to Consumers (B2C) sites should be designed in such a way that consumers
spend less time in finding information they are looking for as delays in searching or
loading a web page might turn the consumers to other sites which have faster download
and display times.
• The key to selling to a customer which cannot be seen is to get the customer to trust the
website with which they have electronic transactions.

• Most of the Indians still like to see the product before buying; efforts should be made to
change this mindset of the people by making them aware of the benefits of online
grocery shopping.
• Vendors should educate the customers about e-commerce like educating them on safety
tips like reading the item description, looking for a seller‟s feedback score and asking
questions, detecting spoof mails and informing them about the new online crimes which
happen regularly.

64

CHAPTER 16

FUTURE PROJECTIONS

16.1 Future Projections
They have a very bright future ahead because they have identified the needs which will rise and
they have made plans to adopt those in order to survive in this competitive world. As we know
young generation is more health conscious so the yare planning to add organic food in their
portfolio, pesticides free fruits and vegetables. Though they may be bit expensive but will have a
huge demand. Not just that they planning to keep frozen foods in their cart so that people can
order the same and eat the same without spending much time in cooking it. They are also
planning to add international brands in their kitty. Also, planning to
expand their business in different cities. By doing the same, they will increase their brand value,
revenues and profits would automatically increase. Big Basket is looking at achieving the
following targets in the next one year:
1. Automation in Warehouses
2. Scale of footprint to 35 cities with 60 dark stores
3. Raising $ 150 million. The company has already appointed Citibank as its investment Bank
for the same.
Apart from expansion, the company is also constantly looking to invest in new technologies –
both online and mobile – to enhance customer experience and create warehouses for quick
delivery of the orders to various parts of a city. Finally, the company has plans to invest in last
mile delivery, which includes the addition of cold chain
enabled energy-efficient vehicles.

65

CHAPTER 17

CONCLUSION

• Big Basket being an online grocery has a bright future as people have no time to go out to
purchase groceries, traffic taking away the time of the people, variety in products, People
not willing to carry heavy bags. By giving more offers and discounts according to the
seasons Big basket has been the No.1 online grocery store in India.
• From the above data analysis it can be conclude that consumer buys goods from the
online shopping website on the basis of factors like offers and discounts, variety of
product available, free home delivery, website user friendliness and cash of delivery
payment option.
• The hypothesis framed for the project Consumer Perception towards Online Grocery
Shopping was “Online grocery shopping stores are beneficial for the consumer”.
• From the above data analysis it can be determined that most of the respondent would
agree to buy grocery online rather than shopping of grocery with the traditional method.
• Out of the agreed respondent to buy online grocery, most of the respondent would think
that it would be beneficial to shop grocery online on the basis of factors like easy to
order, variety, discounts/ offers, saves time and avoid long queues.
• With above analysis we can thus prove the hypothesis to be positive.
• The recommended business operation will not only beneficial for the consumer but also
to the firm, as it allows the firm to maintain its low operating expenses and for the
consumer.

66

REFERENCES

• "Big Basket raises Rs.200 Cr". Business Standard. Retrieved 15
September 2014.
23
• "Big Basket raises $32.8 million in series B funding". livemint. Retrieved 12
September 2014.
• "Big Basket looking for a pan India presence".Business Standard.
http://www.business-standard.com/article/companies/bigbasket-com-looks-

forpan-
india-presence-114121800664_1.html
• "BigBasket.com CEO, HariMenon’s Leadership Lessons". The Economic
Times.
• http://economictimes.indiatimes.com/magazines/corporate-dossier/fivevaluable-
leadership-lessons-from-startup-founders/articleshow/45471865.cms
• http://www.business-standard.com/article/management/bigbasket-raises-itsgame-
115121001332_1.html
• http://moneyconnexion.com/online-grocery-stores-in-india.htm
• http://economictimes.indiatimes.com/articleshow/51504841.cms?
utm_source=contentofinterest&utm_medium=text&utm_campaign=cppst
• http://articles.economictimes.indiatimes.com/2015-12-
03/news/68741848_1_bigbasket-helion-venture-partners-zodius-capital
• http://www.financialexpress.com/article/industry/companies/the-big
challengein-
grocery-e-tailing-is-last-mile-delivery-high-attrition-hari-menon-
ceobigbasket/
9082/
• http://www.bigbasket.com/checkout-flow-update/
• http://www.wikinewsindia.com/the-bigbasket-of-groceries-is-set-to-get-
bigger/
• http://timesofindia.indiatimes.com/tech/tech-news/BigBaskets-losses-
treblesales-
jump-to-Rs-170-crore/articleshow/50849764.cms
• http://www.business-standard.com/article/management/long-way-to-
go-
114071300590_1.html

67

ANNEXURE

QUESTIONNAIRE

I, Aman Goel the student of IIIrd sem MBA, bearing Reg.No R600218005 from UPES, is
carrying out dissertation titled “A DETAILED ANALYSIS OF BIGBASKET AND STUDY
ON CUSTOMER PREFERENCES TOWARDS ONLI NE GROCERY SHOPPING IN
NOIDA CITY”.
Therefore I request you to fill the following questionnaire. The information provided by you will
be only used for the academic purpose and will be kept confidential.
1) Name:………………………………………………………………………………..
2) Gender:- Male □ Female □
3) Email-…………………………………………………………………………………
4) Age:-A). 18-24□ B).25-30□ C). 30 and above□
5) Occupation:- A). Student □ B).Service □ C).Business □ D). House hold□

Q1. Do you use internet?
A). Yes B). No

Q2. Where do you have access to the internet?
A). Home B). Office C). Any other_______________

Q3. How many times per week do you go online (email, internet, facebook)?
A). 1-2 times B).3-4 times C).5-6 times D). Daily

Q4. Have you ever purchased anything online?
A).Yes B). No

Q5. Which item you shop online?
A). Apparels B). Electronics C). Food D). Books
E). Any other

Q6. Have you ever purchased groceries online via internet?
A). Yes B). No

Q7. If yes from which site you purchased
A). Bigbasket.com B). ZopNow.com C).You mart.in
D). Naturebasket.com E). Any other______________

Q8. How often do you do your grocery shopping online?
A). Weekly B).Only use for special occasion C). Monthly D). I never do my grocery shopping
online.

Q9. How much do you spend monthly on online groceries shopping?(Rupees)
A). 500 – 1000 B). 1000 – 1500

68

C). 1500 – 2500 D). 3000 & above

Likely

Neither likely
Nor unlikely

Unlikely

Very
Unlikely
Costs were slightly higher than
Regular grocery store prices
Costs were slightly lower than
Regular grocery store prices
Costs were same as a regular
Grocery store prices
There will be a service delivery free Per order

Q11. What is the maximum delivery fee you would be able to pay?
A). Rs0 B). Rs50-100 C). Rs100-150 D). Rs150 or more

Q12. How likely would you be to buy groceries online and have them delivered if there
were an annual membership fee but not delivery charge?
A). Very likely B) Likely C). Neither likely nor unlikely
D). Unlikely E). Very unlikely

Q13. What is the maximum membership fee you would be willing to pay?
A). None B).1000 C).1500 D). 2000 or more

Q14. How important are each of the following factors relative to your consideration of
Purchasing
groceries
online instead
og going to
the store?
Very
Important
Somewhat
Important
Neither
Important nor
Unimportant
Somewhat
Unimportant
Very
Unimportant
Saving time
Better prices
Easy to navigate
Product variety

Q15. Where do you shop for grocery items if not in online?
A). Local Kirana stores B). Ration Shop
C). SabziMandi D). Supermarkets

Q16. When do you feel the need to shop online?
A). When I need home delivery B). When I want something unique, special
C). When I need to compare prices D). When I don’t have time to buy
E). Any other_________________

69

Q17. What features in online shopping website attracts you?
A). The design of a website B). Discounts offered
C). Variety D). Any other______________

Q18. What are your issues regarding online shopping?
A). No guarantee B).Too much clutter C) Security issue
D). Physical examination E). Any other________________

Q19. While

shopping what
affects your
satisfaction the
most? Feature

Very important

Somewhat
important

Not important
Design
User friendly
Adequate search option
Product assortments
Payment options
Cash on delivery
Net banking
Debit/ Credit Cards
Product Options
Offers & Discounts
Free Shipping
Security
Id & password
Order confirmation screen
Delivery
Tracking of items

Q20. Do you think buying grocery online is beneficial?
A). Yes B). No

Q21. If yes, why do you think is beneficial?
A). Easy to order B).Variety at one place C) Discounts & offers□
D). Saves Time E). Avoid long queues F) Any other____________

Q22. Which is your favourite online grocery shopping website?
A) Bigbasket.co B).ZopNow.com C).Youmart.in D).Localkiranastore.com
E).Naturebasket.com F).Any other____________

70

Q23. According to you which is the easier way to make shopping
A). Online shopping B) Offline shopping

Detailed analysis of big basket 4 converted

About This Presentation

Slide Content

Tags

Categories

Download

Quick Actions

Statistics

Related Slideshows

Detailed analysis of big basket 4 converted

About This Presentation

Slide Content

Slide 1

Slide 2

Slide 3

Slide 4

Slide 5

Slide 6

Slide 7

Slide 8

Slide 9

Slide 10

Slide 11

Slide 12

Slide 13

Slide 14

Slide 15

Slide 16

Slide 17

Slide 18

Slide 19

Slide 20

Slide 21

Slide 22

Slide 23

Slide 24

Slide 25

Slide 26

Slide 27

Slide 28

Slide 29

Slide 30

Slide 31

Slide 32

Slide 33

Slide 34

Slide 35

Slide 36

Slide 37

Slide 38

Slide 39

Slide 40

Slide 41

Slide 42

Slide 43

Slide 44

Slide 45

Slide 46

Slide 47

Slide 48

Slide 49

Slide 50

Slide 51

Slide 52

Slide 53

Slide 54

Slide 55

Slide 56

Slide 57

Slide 58

Slide 59

Slide 60

Slide 61

Slide 62

Slide 63

Slide 64

Slide 65

Slide 66

Slide 67

Slide 68

Slide 69

Slide 70

Slide 71

Slide 72

Slide 73

Slide 74

Slide 75

Slide 76

Slide 77