A Project Report on

A STUDY ON ANALYSIS OF STOCK TRADING

IN BIG BAZA
BAZAAR RETAIL OUTLET

Submitted in the partial fulfillment of B.B.A

Bangalore City University
By
KAVAN K R
Reg.No.B1828652

Under the guidance of

Prof. VENKATLAXMI
M.Com, MBA, M Phil

SESHADRIPURAM FIRST GRADE COLLEGE

YELAHANKA, BANGALORE
2020-21
 GUIDE CERTIFICATE

This is to certify that the project report entitled “A STUDY ON ANALYSIS OF

STOCK TRADING IN BIG BAZAAR RETAIL OUTLET’’ submitted by KAVAN K R
in partial fulfillment of requirement of degree of business administration, and was conducted
under my guidance. The report is the result of his own research work and is a record of
candidate’s personal efforts. The work has not been submitted to any other institutes or
university.

SIGNATURE OF THE GUIDE:

DATE:
 ACKNOWLEDGEMENT

At the outlet, I would like to thank all the people who helped in completing this
project. I thank SESHADRIPURAM FIRST GRADE COLLEGE, YELAHANKA, the
college that has been working towards the Nobel mission of providing quality and hoslistic
knowledge to its students.

I wish to take This opportunity to express my deep sense of gratitude to DR. S.N.
VENKATESH, principal of our college for giving us an opportunity to make this project.

I am grateful to my internal guide Prof. VENKATLAXMI who has guide me in each and
every mode of the project work and helped me in understanding better.

I am grateful to our BBA CO-ORDINATOR, VAISHALI NARAYAN who has given brief
information about whole project. I am very grateful for their inspiration, advice and support in
completion of this project work.

I would like to thank my family and friends who have directly or indirectly helped me in
successful completion of this project, and will remain the source of inspiration to ensure the
success of this project.

PLACE: BANGLORE KAVAN K R

 DECLARATION

I KAVAN K R hereby, declare that the project work titled, “A STUDY ON

ANALYSIS OF STOCK TRADING IN BIG BAZAR RETAIL OUTLET” is an
independent study carried out by me during my major concurrent project. I also hereby
declare that this report is not being submitted to any institution and the data will be held
confidential.

PLACE: CHICKABALLPURA
KAVAN K R
DATE:
REG NO: B1828652
 CONTENTS

Sl No Particulars Page no.

1 INTROUCTION 1

2 COMPANY PROFILE 16

3 RESEARCH DESIGN 28

4 DATA ANALYSIS AND INTERPRETATION 32

5 SUMMARY OF FINDING AND CONCLUSIONS 44

BIBLIOGRAPHY 48

ANNEXTURES 49
 List of Figures
Sl No Particulars Page no.
1(a) Traditional Retail Model 3
1(b) Hub and Spoke Model 4
1.1(c) Value Chain Model 6
2(a) Big bazaar online shopping app window 17
2(b) Figure big bazaar vegetables at outlets. 26
2(c) Big bazaar vegetables offers at outlets 27
3(a) Flowchart of methodology of project 30
4(a) Stocks data collected at Big Bazaar traders 33
4(b) Collecting data about vegetables collected at Big Bazaar traders 34
4(c) Bill receipt of the vegetables 35
5(a) Comparison of Indent and Availability during Pre-Covid 44
5(b) comparison of Indent and Availability during Covid 45
5(c) Comparison of Indent and Availability during Post-Covid 46
5(d) Comparison of Indent during Pre-Covid, Covid and Post-Covid 47
 Analysis of Stock Trading in Big Bazaar Retail outline

CHAPTER-1
INTRODUCTION
Stock Trading is referred to the collecting and transporting the vegetables to the Big
Bazaar vegetable malls. Here the vegetables are purchased directly from the farmers and sent
to the Big Bazaar. The vegetables are usually graded and selected good quality veg
vegetables are
only sent to the Big Bazaar.

1.1 VEGETABLE RETAIL MODELS

Distinct and primary routes adopted in the retail vegetable marketing have been revealed by
this exploratory study. The study found three business models of vegetable retailing.
Traditional retailers follow “Traditional Retail Model”(TRM) and organised retailers
implementt two different business models “Hub and Spoke Model” (HSM) and “Value Chain
Model” (VCM). “Reliance Fresh” (Reliance Retail Ltd.) strategically deployed value chain
model andd rest of the organised players in the industry go with Hub and Spoke model with
minor modifications to fit in to their marketing and logistical strategies.

1.1.1 Traditional Retail Model

'Traditional Retail Model' is a complex route for the logistical flow of vegetables, which is
predominantly followed currently in tradit
traditional
ional retail marketing. Figure 1(a) outlines the
logistical route of TRM of vegetable retail marketing. Players involved in this model are
agents (commission agents), auctioneers, whole
wholesalers,
salers, traditional retailer of all type of formats
family run 'mom and pop' stores, roadside shops, pavement shops and cart vendors apart from
farmers and customers. Agents, auctioneers, and wholesalers are traders in vegetable
marketing.

Farmers are the cultivators of produce and source of vegetable supply. They are small by land
holding and yield volume of crop and are highly fragmented across geographical areas. In this
traditional retail model, farmers sell their produces to customers and to agents in
intermediately.
Agent and auctioneers are first level of middlemen in vegetable supply chain and transfer
vegetable from customers to wholesalers. Numbers of transfers of ownership as well as
transshipments of vegetable depend upon the number of agents prese
present
nt in between farmers

Sheshadripuram First Grade College 1

 Analysisof
of Stock Trading in Big Bazaar Retail outline

and wholesalers. An agent operates from shops of small space, works for one or more
wholesalers and normally deals with a particular range of vegetables. Most of the wholesalers
at Periyar Vegetable Market, Koyambedu deal with specifi
specificc vegetable(s) only and there are
very few exceptions in the range of products. Normally wholesalers do not get involved in
transportation of vegetables, both inward and outward transportation. The traditional retailers
buy vegetables from wholesalers and sell directly to customers. The families-run
families 'mom and
pop' type stores sell staple products including vegetables. Customers constitute small
domestic customers who buy vegetables for household consumption from traditional retailers.
Hoteliers who buy for commercial
ommercial consumption procure their vegetables form the wholesale
market.

Vegetable logistics in TRM have four phases producers (farmers) to (commission) agents,
agents to wholesalers, wholesalers to traditional retailers and traditional retailers to customers.
In the first phase, vegetables are transported from farmland to agents. Farmers are responsible
to bring the vegetables to agent's premises. In case of contract, the auctioneers take care of the
transportation of vegetables from farmland to his premises and transportation is seller's
responsibility for the transaction of vegetable between the agents and auctioneers. Agents
arrange to pickup vegetables directly form farming locations to deliver at wholesaler's
premises for huge volume of produce aand
nd cost of transport is on farmers account. The second
phase of vegetable movement starts with outward transportation form agents to wholesalers.

Agents handle the transportation from agents to wholesalers. During the third phase,
Traditional retailers, cart
art vendors and commercial customers buy vegetables and make their
own arrangement for transport from wholesale market to their destinations. The retailers
jointly hire a truck to share the transportation cost. Customers and retailers are the player in
the fourth phase. Domestic customers shop for their vegetables at traditional retailers stores
that are conveniently located closer to their residence and walk down. Vegetables are
delivered at door steps of the customers by cart vendors who sell vegetables iin push carts,
tricycles, and bullock carts.

Sheshadripuram First Grade College 2

 Analysisof
of Stock Trading in Big Bazaar Retail outline

Figure 1(a): Traditional Retail Model

Cane baskets and jute or gunny bags are used in handling vegetables. Loading and unloading
are carried out manually. Vegetables are not cleaned and washed of dirt and soil. Sorting,
grading and packaging of any kind is being done. No temperature controlled storage or
warehousing is used across the TRM route. Information technology and advanced
management techniques are not deployed. Movement of vegetables in this Traditional Retail
Business Model has four legs.

1.1.2 Hub and Spoke Model

At present, organised retailers including prominent pla
players
yers like Spencer's Retail, More
(Trinethra Super retail Ltd.) and Food Bazaar (Pantaloon Retail (India) Ltd) are adopting 'Hub
and Spoke' business model of retai
retail vegetables marketing. Figure 1(b) illustrates the Hub and
Spoke business model of retail vegetable marketing. Fewer players are involved in this model
compare to the traditional retailing model. Farmers, organised retailers, wholesalers and
customers form this chain. Buying centres, hub and stores (retail outlets) are operational units
of the organised retailers. Small farmers and contract farmers who executed a trade contract
with the organised retailers are the primary sour
source
ce of supply of vegetables to the organised
retailers. The buying centres make the vegetable purchases directly from the farmers and
transport to the hubs. A hub is served by one or more buying centre and a buying centre
serves one or more hubs. Hub infrequently buys small volume of vegetables from the local
wholesale market to balance demand supply gap. Hub in turn distributes vegetables to stores
Sheshadripuram First Grade College 3
 Analysisof
of Stock Trading in Big Bazaar Retail outline

attached to it. A store is served by only one hub. Store sells vegetable in retail quantity to the
customers.

Figure 1(b): Hub and Spoke Model.

Vegetables travel in four phases, namely farmers to organised retailer's buying centres, buying
centre to hubs, from hub to retail stores and retail outlet to customer. Farmers transport
vegetables from farming loc
location
ation to the buying centres. The transport of vegetables in the
second phase from buying centres to hub is arranged by buying centre. Mode of transport is
unconditioned trucks. Fresh vegetables are transported in the third phase from hub to stores
and Shelf life-expiring
expiring vegetables are returned from stores to hub.

The shelf life-expired

expired vegetables are sold to cart vendor. Customers buy and pick up
vegetables from the organised retail stores. The stores offer home delivery for a shorter
coverage area and high value of purchases. Vegetables are handled in stackable plastic crates
and corrugated fiberboard boxes. The loading and unloading are carried out manually.
Vegetables are cleaned and washed at the hub on arrival. The sorting and grading is done at
the hub without packaging. The space available for temperature-controlled
controlled storage is very
less, but warehousing is used for it. Information technology and advanced management
techniques are deployed partially. Connectivity between hub and corporate office is
established.

Sheshadripuram First Grade College 4

 Analysisof
of Stock Trading in Big Bazaar Retail outline

1.1.3 Value Chain Model

These are sold to cart vendor. Customers buy and pick up vegetables from the organised retail
stores. The stores offer home delivery for a shorter coverage area and high value of purchases.
Vegetables are handled in stackable plastic crates aand
nd corrugated fiberboard boxes. The
loading and unloading are carried out manually. Vegetables are cleaned and washed at the hub
on arrival. The sorting and grading is done at the hub without packaging. The space available
for temperature-controlled
controlled storage is very less, but warehousing is used for it. Information
technology and advanced management techniques are deployed partially. Connectivity
between hub and corporate office is established. Transportation of procured vegetabl
vegetables has
four legs and food mileage values for the selected vegetabl
vegetables
es for this study are shown in
figure1.1(c).

Source: Calculated from survey data ('NA' – Not applicable, * No Data available)
Leg 1: Farmers transport vegetables from farming location to th
thee buying centres. Modes of
transport are mini truck, farm tractor, bullock cart, bicycle, tricycle, motor cycle and baskets.
Buying centres arrange to pick up vegetables in a truck from the farm gates of the contract
farmers.

Leg 2: The transport of veget

vegetables
ables from buying centres to hub is arranged by buying centre
and mode of transport is unconditioned trucks.

Leg 3: Fresh vegetables are transported from hub to stores and shelf life
life-expiring vegetables
are picked up from stores to hub. Mode of transport is unconditioned small trucks.
trucks

Leg 4: Customers buy and pick up vegetables from the organised retail stores. The modes of
transport are motorcycle, car and public transport vehicles.

Currently, organised retailer Reliance Fresh (Reliance Retail Ltd) follows a Value Chain
business model (VCM). Organised retailers who adopt VCM procure the produces directly
from farmers and sell to customers by avoiding intermediaries. This model is based on its core
growth strategy of backward integration and progressi
progressing
ng towards building an entire value

Sheshadripuram First Grade College 5

 Analysisof
of Stock Trading in Big Bazaar Retail outline

chain starting from the farmers to the end consumers. Very fewer players are involved in this
model compared to the traditional retailing model or organised retailer's hub and spoke model.

Farmers, organised retailers, and customers are the players who form this value chain. In this
practice, farmers, organised retailer's operational units, consolidation centres, hub
(distribution centres) and retail outlets stores, and customers are players. Small farmers,
contract farmers
ers and lease farmers are the primary source of supply of vegetables to the
organised retailers. Contract farmers and lease farmers are farmers who execute a trade
agreement with the organised retailers for sale of vegetables. Figure 1.1(c) illustrates the
VCM business model of vegetable retailing. Vegetables move from farm locations to
customers in four phases farmers to consolidation centres, consolidation centres to hub, hub to
retail outlets (stores) and stores to customers. Independent farmers supply ttheir produces to
the consolidation centres; contract farmers and lease farmer's produces are picked up by
consolidation centres. One consolidation centre supplies vegetables to multiple hubs,
depending upon the product. Hubs get direct delivery from the co
contract
ntract farming locations.

Figure 1.1(c): Value Chain Model

Sheshadripuram First Grade College 6

 Analysisof
of Stock Trading in Big Bazaar Retail outline

1.2 INDIAN RETAIL SECTOR:

The Indian Retail sector has come off age and has gone through major transformation
over the last decade with a noticeable shift towards organized retailing. A T Kearney, a US
Based global management consulting firm has ranked India as the fourth most attractive
nation for retail investment among 30 flourishing markets. The retail market is expected to
reach a whooping Rs.47 lakh crore by 2016
2016-17, as it expands at a compounded annual growth
rate of 15 per cent, accordingly to the ‘Yes Bank - Assocham’ study.

The retail market, (including organized and unorganized retail), was at Rs.23 lakh
crore in2011-12.
12. According to the study, organized retail, that comprised ju
just seven per cent
of the overall retail market in 2011
2011-12,
12, is expected to grow at a CAGR of 24 per cent and
attain10.2 per cent share of the total retail sector by 2016
2016-17.In
17.In terms of sheer space, the
organized retail supply in 2013 was about 4.7 million ssquare feet (sq ft). This showed a 78 per
cent increase over the total mall supply of just 2.5 million sq ft in 2012.

1.2.1 Retail classification

Retail industry can be broadly classified into two categories namely
namely- organized and
unorganized retail.
 Organized retail - Organized traders/retailers, who are licensed for trading activities
and registered to pay taxes to the government.

 Unorganized retail - It consists of unauthorized small shops - conventional kirana

shops, general stores, corner shops among various other small retail outlets – but remain as
the radiating force of Indian retail industry.

1.2.2
.2 Key drivers of the Indian Retail Industry
 Emergence of nuclear families
 An increase in the double
double-income households trend
 Large working population
 Reasonable Real estate prices
 Increase in disposable income and customer aspiration
 Demand as well as increase in expenditure for luxury items

Sheshadripuram First Grade College 7

 Analysisof
of Stock Trading in Big Bazaar Retail outline

 Growing preference for branded products and higher aspirations

 Growing liberalization of the FDI policy in the past decade
 Increasing urbanization.
 Rising affluence amid consumers

Retail industry in Bangalore is having the highest penetration comparing to all the other cites
of India. As per industry estimates, for every 100 household, there is more than one retail
outlet in Bangalore which is not so in other cities of the country like Mumbai. With more than
25,000 retail outlets in Bangalore, the livelihood of more than three to four lakh people is at
stake. On an average, a single outlet provides employment to three families or an estimated 10
people. Way back in 1971 itself, the establishment of Nilgiris super market paved way for the
starting of the food retail chain in Bangalore. As there were no new players entering in the
t
next two decades, there was not much growth of food retail chains in Bangalore. But with the
entry of Food World in 1996, there was a rapid expansion of organized food retail chains in
Bangalore with many new players like Fab Mall, Subiksha,Trinethra, N
Namdhari Fresh, etc.
entering the market and opening up their outlets in the city. The rapid rise in the super market
chains can also be attributed to many international and national players showing interest in
Bangalore to star.

1.3 ABOUT AGRICULTURE

The history of Agriculture in India dates back to Indus Valley Civilization.
India ranks second worldwide in farm outputs. As per 2018, agriculture employed more than
50% of the Indian work force and contributed 17
17–18% to country's GDP.

In 2016, agricultu
agriculture and allied sectors like animal husbandry,
forestry and fisheries accounted for 15.4% of the GDP (gross
ss domestic product) with about
41.49% of the workforce in 2020. India ranks first in the world with highest net cropped area
followed by US and China. The
he economic contribution of agriculture to India's GDP is
steadily declining with the country's broad
broad-based
based economic growth. Still, agriculture is
demographically the broadest economic sector and plays a significant role in the overall
socio-economic fabric of India.

Sheshadripuram First Grade College 8

 Analysisof
of Stock Trading in Big Bazaar Retail outline

The total agriculture commodities export was US $ 3.50 billion in March - June 2020. India
exported $38 billion worth of agricultural products in 2013, making it the seventh largest
agricultural exporter worldwide and the sixth largest net expo
exporter. Most of its agriculture
exports serve developing and least developed nations. Indian agricultural/horticultural and
processed foods are exported to more than 120 countries, primarily to the Japan, Southeast
Asia, SAARC countries, the European Union and the United States.

From the twentieth century, intensive agricu

agriculture
lture increased productivity. It substituted
synthetic fertilizers and pesticides for labour, but caused incre
increased
ased water pollution, and often
involved farm subsidies. In recent years there has been a backlash against the environmental
effects of conventional
ional agriculture, resulting in the organic, regenerative, and sustainable
agriculture movements. One of the majo
major forces behind this movement has been the European
Union, which first certified organic food in 1991 and began reform of its Common
Agricultural Policy (CAP) in 2005 to phase out commodity
commodity-linked
linked farm subsidies, also known
as decoupling. The growth of organic farming has renewed research in alternative
technologies such as integr
integrated pest management, selective breeding, and controlled-
environment agriculture. Recent mainstream technological developments include genetically
modified food. Demand for non
non-food biofuel crops, development of former farm lands, rising
transportation costs, climate change, growing consumer demand in China and India,
and population growth,[ are threatening food security in many parts of the
world. The International Fund fo
for Agricultural Development posits that an increase
in smallholder agriculture may be part of the solution to concerns about food prices and
overall food security, given the favorable experience of Vietnam.

Modern agronomy, plant breeding, agrochemicals such as pesticides and fertilizers,

and technological developments have sharply increased crop yields, while causing widespread
ecological and environmental damage. Selective breeding and modern practices in animal
husbandry have similarly increased the out
output
put of meat, but have raised concerns about animal
welfare and environmental damage. Environmental issues include contributions to global
warming, depletion of aquifers, deforestation, antibiotic resistance, and growth hormones
in industrial meat production.
on. Agriculture is both a cause of and sensitive to environmental
degradation, such as biodiversity loss, desertification, soil degradation and global warming,

Sheshadripuram First Grade College 9

 Analysisof
of Stock Trading in Big Bazaar Retail outline

all of which can cause decreases in crop yield. Genetically modified organisms are widely
used, although some are banned in certain countries.

The major agricultural products can be broadly grouped in

into foods,
fibers, fuels and raw materials (such as rubber). Food classes include cereals
(grains), vegetables, fruits, oils, meat, milk, fungi and eggs. From the twentieth century,
intensive agriculture increased productivity. It substituted synthetic fertilizers and pesticides
for labour, but caused increased water pollution, and often involved farm subsidies. In recent
years there has
as been a backlash against the environmental effects of conventional agriculture,
resulting in the organic, regenerative
regenerative, and sustainable agriculture movements. One of the
major forces behind this movement has been the European Union,
Union which first
certified organic food in 1991 and began reform of its Common Agricultural Policy (CAP) in
2005 to phase out commodity
commodity-linked farm subsidies, also known as decoupling.
decoupling

Shifting ation (or slash and burn

burn)) is a system in which forests are burnt, releasing
nutrients to support cultivation of annual and then perennial crops for a period of several
years. Then the plot is left fallow to regrow forest, and the farmer moves to a new plot,
returning after many more years (10
(10–20).
20). This fallow period is shortened if population
populati density
grows, requiring the input of nutrients (fertilizer or manure)) and some manual pest control.
Annual cultivation is the next phase of intensity in which there is no fallow period. This
requires even greater nutrient and pest control inputs. Soil degradation and diseases such
as stem rust are major concerns globally; approximately 40% of the world's agricultural
agricult land
is seriously degraded byy 2015, the agricultural output of China was the largest in the world,
followed by the European Union, India aand the United States.

Further industrialization led to the use of monocultures, when one cultivar is planted on a
large acreage. Because of the low biodiversity, nutrient use is uniform and pests tend to build
up, necessitating the greater use of pesticides and fertilizers. Multiple cropping, in which
several crops are grown sequentially in one year, and intercropping, when several crops are
grown at the same time, are other kinds of annual cropping systems known as polycultures.

Sheshadripuram First Grade College 10

 Analysisof
of Stock Trading in Big Bazaar Retail outline

In subtropical and arid environments,

nvironments, the timing and extent of agriculture may be
limited by rainfall, either not allowing multiple annual crops in a year, or requiring irrigation.
In all of these environments perennial crops are grown (coffee, chocolate) and systems are
practiced such as agro-forestry.
forestry. In temperate environments, where ecosystems were
predominantly grassland or prairie, highly productive annual farming is the dominant
agricultural system.

Eutrophication,, excessive nutrient enrichment in aquatic ecosystems resulting

in algal blooms and anoxia, leads to fish kills, loss of biodiversity,
ersity, and renders water unfit
for drinking and other industrial uses. Excessive fertiliz
fertilization
ation and manure application to
cropland, as well as high liv
livestock stocking densities
ties cause nutrient
(mainly nitrogen and phosphorus) runoff and leaching from agricultural land. These
nutrients are major nonpoint pollutants contributing to eutrophication of aquatic ecosystems
and pollution of groundwater; with harmf
harmful effects on human
n populations.
populations Fertilisers also
reduce terrestrial biodiversity by increasing competition for light, favouring those species
that are able to benefit from the added nutrients. Agriculture accounts for 70 percent
per of
withdrawals of freshwater resources. Agriculture is a major
or draw on water from aquifers,
and currently draws from those underground water sources at an unsustainable rate. It is
long known that aquifers in areas as diverse as northern China, the Upper
per Ganges and the
western US are being depleted, and new research extends thesee problems to aquifers in Iran,
Mexico and Saudi Arabia. Increasing pressure is bei
being
ng placed on water resources by
industry and urban areas, meaning that water scarcity is increasing
asing and agriculture is facing
the challenge of producing more food for the world's growin
growingg population with reduced water
resources. Agricultural water usage can also cause major environmental problems, including
the destruction of natural wetlands, the spread of water
water-borne
borne diseases, and land degradation
through Stalinization and water logging, when irrigation is performed incorrectly.

1.4 MARKETING METHODS

Retailers of fresh produce like fruits and vegetables ca
cann enjoy sustainable earnings
since these are the products that people would normally consume all year round. If you are
thinking of entering this type of business, you must equip yourself with effective marketing

Sheshadripuram First Grade College 11

 Analysisof
of Stock Trading in Big Bazaar Retail outline

strategies that cannot only help you promot

promotee your products but can also educate consumers
about the consumption of fresh produce.

Nutrition Labeling
When you sell your fruits and vegetables, it is recommended that you supply the
necessary nutritional information about these products with the help of package labels.
Standard nutrition labels include a list of micro and macronutrients found on your fruit and
vegetables. These labels also provide information on a product’s serving size and the
number of calories per serving. Potential health bene
benefits
fits from your products can also be
included on the label.

Preparation Ideas
Some people don’t know how to incorporate fruits and vegetables into their meals,
which makes them shy away from purchasing fruits and vegetables. As a retailer, you have
the power
er to encourage them in making their own nutritious meal and snacks out of fresh
produce.

Recipes that you will create for your products must be consulted first with
professional cooks, registered dietitians, and other related professionals. Once you hav
have
consolidated all possible recipes, you can now include some of them on the packaging of
specific fruit and vegetables. If the packaging is too small for a lengthy recipe, you can still
be creative by placing a QR code or a specific link that redirects th
thee consumer to a detailed
recipe and meal preparation steps of the involved produce.

Online Presence
Maintaining an online presence can boost your ability to sell more fresh produce.
Preparing recipes out of your products can be shared online with the help of photographs
and videos. Moreover, blog posts and ee-book
book that have cooking tips and full recipes for main
courses, side dishes, salads, and desserts can also be maximised online.

You can partner with cookbook authors, bloggers, social media influencers, and
television show hosts who want to receive fresh produce for their cooking activities.

Sheshadripuram First Grade College 12

 Analysisof
of Stock Trading in Big Bazaar Retail outline

Working with them can help expand your business’s market reach. You can also sponsor a
contest
est that encourages consumers in developing and submitting their favourite recipes out
of your products in exchange for a prize.

Pre-packaged Produce
With available resources, you can pre
pre-package
package your fruits and vegetables so that
your consumers can enjoy additional value out of their purchased products. One pre-
pre
packaging option that you can do is to pre
pre-cut
cut vegetables. Some consumers don’t want to
spend a lot of time washing, peeling, and cutting vegetables. So, if you will be selling
vegetables, you may want to pre
pre-cut
cut some of them to cater to this type of individual.
Another option for a pre-packaging
packaging option is to produce single
single-serve
serve snacks and meals and
party tray. Single-serve
serve snacks are often made up of pre
pre-cut
cut and prewashed vegetables and
dips like hummus, crackers, or cheese. Party trays, on the other hand, include vegetable
crudités and ranch or onion dip, fruit and cheese platters, and fruit platters with a sweet dip
option.

Prepared Meals
There are some consumers who would like to just eat at hhome
ome without the need to
cook for a long time. To help them out, you may want to sell meal kits, heat
heat-and-eat meals,
and fully prepared food. Meal kits have pre
pre-portioned
portioned ingredients and step-by-step
step
instructions on how to cook them, allowing consumers to ccook
ook their food with adequate
assistance. Alternatively, heat
heat-and-eat
eat meals offer a fully prepared sealed meal that can be
heated at a consumer’s convenience. Lastly, preparing hot and cold recipes with fresh fruits
and vegetables can also be an option for customers who would want to eat right away.
These marketing strategies for retailing fruits and vegetables can help you boost your
business at any given aspect. If you need a fresh supply of fruits and vegetables, you can
partner with us at Fruitique Whole
Wholesale.

1.4.1 RETAIL MARKETING

Agents, auctioneers, and wholesalers are traders in vegetable marketing. Farmers are the
cultivators of produce and source of vegetable supply. ... The traditional retailers buy

Sheshadripuram First Grade College 13

 Analysisof
of Stock Trading in Big Bazaar Retail outline

vegetables from wholesalers and sell directly to customers. The families--run 'mom and pop'
type stores sell staple products including vegetables.

1.4.2 BIG BAZAR

 Impact of technology result in the growth of retail sector by transformation of ideas and
thoughts with the help of electronic device and thr
through computers.
 Reduces the gap between consumers and the manufactures.
 The level of income is high among the individuals and the standard of living increases.
 Number of working women increases day by day, they like to buy quality of products at
short intervals of time.
 It easily attracts the foreign investors.
 It educates the customer about quality and the variety.
 It provides wide variety of quality products under one roof and helps in managing the
time in an effective manner.

1.4.3 REALIANCE
Reliance Retail started its journey in 2006 with the opening of its first Reliance Fresh
store. Total Reliance Fresh is Chikkaballpur leading neighborhood retail chain, synonymous
with freshness & savings. With the three core promises of Fresh Hamesha, Available
Hamesha
mesha and Savings Hamesha, Reliance Fresh is a one
one-stop-shop
shop for fresh shopping, fresh
savings and fresh happiness.

From fresh fruits & vegetables to dairy, cereals to spices, processed food &
beverages to home & personal care products, we have the entire gamut of your grocery
needs covered.
Across our stores, we retain a strong customer centric approach to meet all your shopping
needs - be it routine or seasonal, well known brands or popular local products.
Reliance Retail’s sourcing ecosystem supports sm
small
all producers and manufacturers (SMB’s)
to modernize their operations to produce high quality products more efficiently. Further, its
consumer centric business model has built strong bonds between manufacturers and
consumers by minimizing inefficiencies in the system and reducing leakages.

Sheshadripuram First Grade College 14

 Analysisof
of Stock Trading in Big Bazaar Retail outline

1.4.4 REGULATED MARKET

Chikkaballapura Agriculture Produce Market Committee (APMC) was established
on October 12, 1967 and it has a marketyard of 28.31 acres of land. The APMC has three
sub-market
market yards located at Peres
Peresandra,
andra, which consist of about 4.5 acres, whereas
Sidlaghatta submarket and Melur sub market doesnot consist any land. Vegetables are the
major commodities traded in ChikkaballapuraAPMC. Vegetables traded in APMC are
tomato, potato, cabbage, cucumber, onion
onion,, ridge gourd, beetroot, carrot, beans, capsicum,
chilly, radish, cauliflower, brinjal, knoll
knoll-khol,
khol, little gourd, bottle gourd, bitter gourd, snake
gourd, ginger and okra. Every Monday, sheep and goat shandy will take place in Peresandra
and Sidlaghatta subb market yard. Three hundred and fifty nine traders, 165 commission
agents, 130 hamals, eight processors and five weighmen are working at Chikkaballapura
APMC. The sale of agricultural producein Chikkaballapura APMC is undertaken by open
auction, which ensure
ure a fair and competitive price for the agricultural produce and prevent
the cheating of farmers by market functionaries. By these methods, the sale is carried out
under the supervision of an official of the market committee. The benefits for farmers from
Chikkaballapura APMC includes: farmers gets a fair price for the produce, maintenance of
daily list of prices of commodities, correct weighment of agricultural produce, and
immediate payment after disposal of the produce.

It also provide marketing facilities to the farmers such as auction platforms, raitha
bhavan, and shop-cum
cum godowns, weigh bridge, electronic weighing machine, warehouse,
cold storage, administrative office, pump house, canteen, shade trees, guest house, wa
water
facility, roads, toilets, street lights, parking facility etc. With this background, the present
study is carried with the following specific objectives:
 To analyze the attitude of vegetable growers towards Chikkaballapura APMC.
 To find out the association
ciation and extent of contribution of personal, socio
socio-economic,
psychological and communication characteristics of vegetable growers on the attitude level.

Sheshadripuram First Grade College 15

 Analysisof
of Stock Trading in Big Bazaar Retail outline

CHAPTER-2
COMPANY PROFILE
2.1 Company Profile
Big Bazaar is not just another hypermarket; it caters to every need of your family.
Where Big Bazaar scores over other stores is its value for money proposition for Indian
customers. We guarantee that at Big Bazaar you will definitely get the best products at the
best prices. With the ever-increasing
increasing aarray of in-house
house brands, it has opened doors in the
world of fashion and general merchandise, including home furnishings, utensils, crockery,
cutlery, sports goods and much more at prices that will surprise you. And this is just the
beginning.

Future Retail
il operates some of India’s most popular retail chains that inspires trust
through innovative offerings, quality products and affordable prices that help customers
achieve a better quality of life every day. We serve millions of customers in more than 400
cities in every state of the country through digital platforms and over 1500 stores that cover
over 16 million square feet of retail space.

The word of market is most wider spread word, its include every resource of
marketing and it is involving to provid
providee all the necessary facilities of good and services
through directly from manufacture. Marketing is the most important factors in creation of
effective use of resource and there is an utgent need in the developing country for building up
the supply of thee market manager.

Marketing is more important for any company, because so many copetior and every
want get market share and customer.

Big Bazaar, our flagship chain is regularly ranked among the most trusted retail brands
in the country. Our small store neighborhood retail chains, EasyDay Club and Heritage Fresh
operates closer to the home of customers and offers member
member-customers
customers a range of services.

Sheshadripuram First Grade College 16

 Analysisof
of Stock Trading in Big Bazaar Retail outline

Figure 22(a): big bazaar online shopping app window

Big Bazaar is an Indian retail chain of hypermarket, discount department store, and
grocery store. The retail chain was founded by kishore biyani under his parent organization
future group, which is known for having a significant prominence in Indian retail and fashion
sectors. Big Bazaar is also also the pparent chain of food bazaar.

Big Bazaar owns and operates a chain of grocery and departmental stores that offers
fruits, vegetables, personal care and dairy products. Big Bazaar is a Private company. Big
Bazaar's parent company has been Reliance Retail Limited since Aug 2020. Big Bazaar's top
competitor is DMart, led by Neville Noronha, who is their CEO. Big Bazaar has 2,146
followers on Owler.

Future group is one of the India’s leading business houses with multiple businesses
spanning across the consumption
mption space with a turnover of 35,796.92 (2012
(2012-2013). Future
group
roup is an Indian private conglomerate, headquartered in Mumbai. The founder and the
present CEO of the company is Mr. Kishore Biyani. The company is known for having a
significant prominence inn Indian retail and fashion sectors, with popular super market chains

Sheshadripuram First Grade College 17

 Analysisof
of Stock Trading in Big Bazaar Retail outline

like Big Bazaar and Food Bazaar, lifestyle stores like Brand Factory, Central etc. and also for
having notable presence in integrated foods and FMCG manufacturing sectors and they have
also
lso engaged in the industries like insurance, logistics and media. Future Retail (initially
Pantaloons Retail India Ltd (PRIL)) and Future Lifestyle Fashions, two operating companies
of Future Group, are among the top retail companies listed in BSE with respect
re to assets and
in NSE with respect to market capitalization. As per the details there are more than 36000
employees in the future group. Future Group is a corporate group and nearly all of its
businesses are managed through its various operating compa
companies based on the target sectors.
For e.g., retail supermarket/hypermarket chains Big Bazaar, FBB, Food Bazaar, Food Hall,
Hometown etc. are operated through its retail hand, Future Retail Ltd, while its fashion outlets
Brand Factory, Central, Planet Sport
Sports etc. are operated via another of its subsidiaries, Future
Lifestyle Fashions. With these many fashion outlets and supermarket, the group also promotes
respectively, its fashion brands like Indigo Nation, Spalding, Lombard, Bare etc., and FMCGs
like Tasty Treat, Fresh & Pure, Clean Mate, Ektaa, Premium Harvest, Sach etc. It also has
operating companies to cater specifically to internal financial matters and consulting within its
group of companies. The companies which are operating under the Future retail are
 Big Bazaar
 Easyday
 Food Bazaar
 FBB (Fashion @ Big Bazaar)
 HomeTown
 E Zone
 Foodhall
 Brand Factory

2.2 Mission of the Future Group

 We share the mission and belief that our customers and stake holders shall be served
only by creating and executing future scenarios in the consumption space leading to economic
development.
 We will be trendsetters in evolving delivery formats creating retail reality making
consumption affordable for all customer segments
segments- for classes and for masses.
 We shall infuse Indian br
brands
ands with confidence and renewed ambition.

Sheshadripuram First Grade College 18

 Analysisof
of Stock Trading in Big Bazaar Retail outline

 We shall be efficient, cost

cost- conscious and committed to quality in whatever we do.
 We shall ensure that our positive attitude, sincerity, humility and united determination
shall be the driving force to make us successful.

2.3 Vision of Future Group

Future Group shall deliver Everything, Everywhere, Every time for every Indian
Consumer in the most profitable manner.

2.3.1 BIG BAZAAR

Big Bazaar was introduced by the Future Group in September 2001 Big Bazaar
popularly known as the “Indian Wal - Mart “is the largest hypermarket chain in India with
turnover of18342.82 crores in the financial year 2014
2014-2015.
2015. Big Bazaar is headquartered in
Mumbai. “Naye India Ka Bazaar” was the tagline used by the company in their starting days.
Big Bazaar is designed as an agglomeration of bazaars or Indian markets with clusters
offering a wide range of merchandise including fashion and apparels, food products, general
merchandise, kitchen products, and entertainment sections. Big Bazaar was started by Mr.
Kishore Biyani, the first four stores were opened in Kolkata, Indore, Bengaluru and
Hyderabad within a period of 22 days. In the second year of operations, the first Food Bazaar
store was launched at High Street Phoenix mall in Mumbai, marking the retailer’s entry into
dedicated food retail. There are total 256 stores all over in India (till September2015), and 19
stores in Bangalore city. Most Big Bazaar outlets are multi
multi-leveled
leveled stores and are located in
stand- alone buildings in city center’s as well as within shopping malls.

These stores have more than 2, 00,000 Stock Keeping Units (SKU) in a wide range of
categories, led primarily by fashion and food products. This large format store comprise of
almost everything required by people from different income groups. It varies from clothing
and accessories for all genders like men, women and children, playthings, stationary and toys,
footwear, plastics, home utility products, cosmetics, crockery, home textiles, luggage gift
items, other novelties, and also food products and grocery. The added advantage for the
customers shopping in Big Bazaar is that there are all time discounts and promotional offers
going on in the Big Bazaar on its saleable Bazaar was initiated in January 2007 and
an was
promoted as ‘Hafte Ka Sabse Sasta Din’ (Cheapest Day of the Week). The idea behind this

Sheshadripuram First Grade College 19

 Analysisof
of Stock Trading in Big Bazaar Retail outline

scheme was to draw customers to stores on Wednesdays, the day when consumer presence is
usually less. According to the chain, the aim of the concept was ‘to give homemakers the
power to save them .In 2007, Big Bazaar partnered with a shopping portal Futurebazaar.com
and expanded its retail foot print to 50 stores.

In the year 2008 Big Bazaar launched its 101 store. The same year “Monthly Bachat
Bazaar” (Monthly Budget Market) campaign was launched which provided significantly low
prices and gave discounts on bulk purchases in the first week of the month. Big Bazaar
opened the 200th store in the year 2011. In 2012, Big Bazaar signed a multi
multi-million dollar
deal withh Cognizant Technology Solutions for the development of an IT infrastructure,
encompassing Future Group’s entire network of stores, warehousing and data centers. In 2014
Big Bazaar launches new advertisement campaign Making India Beautiful and they had
changed
nged the logo. The main objective is to create demand for new categories and products,
while working on the repositioning of ‘Making India Beautiful’. “The brief was to make a
happy campaign, to make an upgrade, and to get more customers into the stores.

2.3.2 Awards and Accolades

 Big Bazaar wins best retailing shopping destination 2015 -India's
India's favorite Bazaar was
awarded with the title of 'Best Retail Shopping Destination' for the year 2015at Retail India
India.
 Hat -trick
trick of awards at INTEROP awards 2014 - Business
siness Technology Services Scores
a Hat-trick
trick Of Awards at INTEROP Awards 2014.
 Best Run Award- 2013 - Future Retail Limited Won the Best Run Award in
IT(Technology Solutions) at SAP ACE 2013
2013.
 Golden Spoon Awards
Awards- 2012- Most Admired Food
ood and Grocery Retailer
Retail of the year
for its Private Labels in Big Bazaar - Future Group.
 Images Fashion Brands
Brands- 2012 - Most Admired Private Label Retailer.
 ET Retail Awards --2012- FedEx Most Trusted Retailer of the Year Award - Big
Bazaar.
 CISO Award 2012
 Designomics Awards 2011 - Recognizing Businesses that build value through Design.
 CNBC Awaaz Consumer Awards - 2010- Most preferred Multi Brand Retail Outlet.
Outlet

Sheshadripuram First Grade College 20

 Analysisof
of Stock Trading in Big Bazaar Retail outline

Managing directort Kishore Biyanithy

Joint Managing Director Rakesh Biyani
Whole Time Directorth Vijay Biyanit
Chairman Shailesh Hari Bhakthi
Director Darlie Koshy
Director Anil Harish
Director Bala Deshpande
Director Doreswamy
Director Gopikrishna Biyani
Director V.K Chopra

2.3.3 Major Competitors of Big Bazaar

 Spar Hyper marts
 Vishal mega mart
 More Retail
 Reliance Retail
 Total Mall
 D Mart
 Shoppers stop

2.3.4 BIG BAZAR:

The largest hyper market chain in India is Big Bazar

Type: Hindu undivided company
Business: Retailing
Established: 2001
Head office: Mumbai, Maharashtra India
Format: hypermarket
Income: Rs. 140 billion (US $2.1billion)
Number of employees: More than 50000 people
Parent: Future group
Slogan: Naye India ka bazaar
Sheshadripuram First Grade College 21
 Analysisof
of Stock Trading in Big Bazaar Retail outline

VISION, MISSION AND QUALITY POLICY:

Vision
Future group delivery services to Indian everywhere, Everything and every time in most
profitable manner.

Mission
We will serve all the classes of the society with better quality and quantity.
We will sell Indian products with confidence and enthusiasm.

Quality Policy
We shall be very conscious about the price and mo
more
re committed towards the quality.
We shall ensure that sincerity, Hardworking and the positive attitude among employer and
the team motivates to achieve goal and it uplift the step of success. Consumption is through
providing better employment opportunity and income. Based on this theory Big Bazar serve
all the classes of people equally such as upper middle classes, lower middle classes.

2.3.5 BIG BAZAAR TIMELINE:

2001:
 After starting of few days three stores are launched in Kolkata, Bangalore and
Hyderabad.

2002:
 At high street phoenix
enix Mumbai, in Big Bazaar food bazaar as become the part of it
 Credit card was launched by icici bank

2003:
 Big Bazar launched its new store in Nagpur with tiers of two cities.
 Big Bazar gets ready to welcome 10th million customers at Gorgon store.

2004;
 Big Bazar and food Bazar was won national award and the most Admiral Award.
 During Diwali in a single day the company profit was touched Rs 10 million.

Sheshadripuram First Grade College 22

 Analysisof
of Stock Trading in Big Bazaar Retail outline

2005:
 In Tarapur central warehouse RIFD and SAP was implemented.
 House hold junk items exchange was launched.
 E-Zone
Zone and Home town was launched.
 For loyal customer ICICI bank launched golden credit card.

2006:
 The jewelry store called Navars was launched the store.
 Sangali farmers become the largest ever customers with the Rs.137367 shopping bills

2007:
 In Kanpur 50th store was launched.
 The Champaign called “power one “was started to save Indian children.

2008:
 The new campaign called MahaBachat was launched.
 Fashion @ Big Bazar (FBB) was started.

2009:

 Youth icon Mahindra sing Dhoni and Aswin, was chosen as a brand ambassador of
Big Bazar.
 “The great exchange offers “was started.

2010:
 In third consecutive year Big Bazar won CNBC consumer award.
 At Z square mall third store was opened at Khanpur.
 For Big Bazar price challenge Vidhya Balan was chosen as Brand Ambassador.

2011:
 Aadhar wholesale store was started at kalo at Gujrat and also it enters rural wholesale
and distributing business.
 Naye India ka Bazar as become the new logo.
 Big Bazar as opened
ened its 200th store in India.

2012:

Sheshadripuram First Grade College 23

 Analysisof
of Stock Trading in Big Bazaar Retail outline

 Kapoor chosen, Sakshi Tanwae and Ram brand ambassador to promo turnover.
 “Kids’ cookies “was launched with Disney.
 Big Bazar has launchedthy its home deliverythy servicesthy in Mumbai.

2013:
 The Big bazaar profit clu
clubb was introduced for unique customer membership.
 They starting celebrating April Utsav

2014:
 Big bazaar is planning to invest Rs.100 crores for marketing 2015:
 Online shopping facility was started
 Pay on delivery.

2016:
 Future group negotiation with grocery retailer hyper city for a tentative and they
started end of the year.
 They open 300 stores across 100 cities in the country.

2017:
 They focused more on social media for influence customer and they give 180000
offer coupons.
 They reached 20000 cro
crores.
res. It’s one of the best performance by any chain retail in
India.

2018:
 Big Bazaar in order to increase footfall in its offline store, has partnered with online
giant google to create” smart search” where the query will get exclusive offers which
can redeem in its stor

3.6.7 Controversies:

Jeff Bezos, Mukesh Ambani and the battle for India’s retail supremacy

Accusations of insider trading and contractual breaches, as well as nationalistic cries to keep
the US giant at bay, mark the high
high-stakes fight, which has snowballed from what began as a
dispute between Amazon and Future.

Sheshadripuram First Grade College 24

 Analysisof
of Stock Trading in Big Bazaar Retail outline

Jeff Bezos and Mukesh Ambani, two of the world’s richest men, face a turning point in a
battle for preeminence in India’s booming, nearly trillion
trillion-dollar
dollar retail market.
The outcomee of a legal dispute which has embroiled the billionaires’ Amazon.com and
Reliance Industries Ltd empires - where a court ruling is imminent - may shape India’s retail
landscape for years to come.

The winner in the fight for Future Retail Ltd, Amazon’s estranged local partner, will
get pole position in the race to meet the daily needs of more than a billion people.

Accusations of insider trading and contractual breaches, as well as nationalistic cries

to keep the US giant at bay, mark the high
high-stakes fight,
ght, which has snowballed from what
began as a dispute between Amazon and Future.

If Amazon succeeds, it may slow Reliance’s plans to expand its ee-commerce and
brick-and-mortar
mortar operations. If Amazon loses, its hopes of expanding its interests in India’s
second-largest
largest retailer and cashing in on its key grocery supply chain will be dashed, industry
insiders say.

Amazon is trying to stop Reliance’s $3.4 billion purchase of Future Group’s retail
assets. The US company, which won an injunction from an arbitra
arbitrator
tor to block the Reliance-
Reliance
Future deal, accuses its partner of breaching some pre
pre-existing
existing agreements, misleading the
public and insider trading. Future denies the allegations.

Amazon, Reliance and Future did not respond to requests for comment. Bezos’s
behemoth is a formidable foe, but Ambani has a history as a disrupter. He has shaken foreign
telecom firms by offering dirt
dirt-cheap data. Industry executives see his e-commerce
commerce plans as a
threat for Amazon and Walmart Inc’s Flipkart.
“If Reliance moves faste
fasterr and faster, obviously it’ll become very difficult for anyone
else to gain,” said Himanshu Bajaj, head of consulting firm Kearney’s India retail practice.
Reliance, seeking to expand its JioMart ee-commerce
commerce business, this month completed a $6.4
billion fund-raising
raising by selling a stake in its retail arm to such investors as Silver Lake Partners
and KKR & Co.

Sheshadripuram First Grade College 25

 Analysisof
of Stock Trading in Big Bazaar Retail outline

Groceries, ‘big brother’ in America

India’s retail market will grow 46% over the next four years to an annual $1.3 trillion,
reckons Forrester Research. The key battle is over groceries, expected to be worth around
$740 billion a year by 2024.
Founded by Kishore Biyani, dubbed India’s retail king, Future transformed the country’s
retailing in recent decades, before COVID
COVID-19
19 hit the business so hard this year
ye that Biyani
was forced to find a new buyer.

Around 1,300 of Future’s more than 1,700 retail outlets in 400 cities sell groceries. Its
budget supermarkets cater to middle
middle-class
class shoppers, while its upmarket stores offer products
like imported cheese and fresh guacamole, relatively rare in India’s retail landscape.

Figure 22(b): big bazaar vegetables at outlets.

That makes Future a prized asset for both Reliance and Amazon.
Reliance and Future dominate the market, with the next competitor, Avenue Supermarts Ltd’s
DMart, having just 220 outlets in around 70 cities. While Reliance boasts around 11,000 retail
stores, just 800 of those offer food and groceries, UBS estimates. Future’s retail assets would
nearly triple Reliance’s footprint in the grocer
grocery segment and boost its e-commerce
commerce plans, said
Forrester analyst Satish Meena. Amazon sees Future as a long-term
term play to optimise its supply
chain for grocery delivery, an area where it has lagged, Meena said.

Sheshadripuram First Grade College 26

 Analysisof
of Stock Trading in Big Bazaar Retail outline

“Grocery is the category in which you fight,” he said, while losing Future to Reliance would
“slow Amazon”.

Figure 22(c): Big Bazaar vegetables offers at outlets.

Amazon, Future and Reliance this month hired some of India’s top lawyers, who argued at
length before a New Delhi judge. She is expected to decide soon whether to restrain Amazon
from approaching regulators to block the Future
Future-Reliance deal.
Amid heated legal arguments and patriotic appeals, Future’s lawyer attacked Amazon as “Big
Brother” in America, arguing Future faces bankruptcy if the Reliance deal fails.

Sheshadripuram First Grade College 27

 Analysisof
of Stock Trading in Big Bazaar Retail outline

CHAPTER-3
RESEARCH DESIGN
3.1
.1 STATEMENT OF THE PROBLEM:

The study has been conducted on Big

Big-Bazaar
Bazaar vegetables stock trading at Chickballapur. To
find customer preferences in choosing Big
Big-Bazaar.
Bazaar. This study done on certain aspect (income
level, price, selection of products satisfaction level of customers) during three specific times
like pre covid, post covid and during covid.

Stock Trading is referred to the collecting and transporting the vegetables to the Big Bazaar
vegetable malls.
alls. Here the vegetables are purchased directly from the farmers and sent to the
Big Bazaar. The vegetables are usually graded and selected good quality vegetables are only
sent to the Big Bazaar.

3.2
.2 NEED FOR THE STUDY
Now a day’s retail industry is facing more problem, every retail shop is looking to get more
market share of customer. Every day market condition is going to change cause of offers, low
price so we need to know customer preference and their expectation and also check our
service and process
cess by getting feedback of customer. This research show
shows how covid has
effected the customers, farmers and their lives
lives.

3.3 OBJECTIVES OF STUDY

 To study the existing indenting system in vegetables stock trading in Big bazaar retail
out based customer preferences.
ferences.
 To study the quantity of indenting of vegetables during covid, pre covid and post
covid lockdown in Big bazaar retail out.
 To analyse the quantity of indenting of vegetables during covid, pre covid and post
covid lockdown in Big bazaar retail ou
out.

Sheshadripuram First Grade College 28

 Analysisof
of Stock Trading in Big Bazaar Retail outline

3.4 SCOPE OF THE STUDY

The Scope of the studies includes analysis of quantity of indenting of vegetables
during covid, pre covid and post covid lockdown in Big bazaar retail out based on customer
preferences. This project also helps to know about process chain between indenting the
vegetables, price fixing, billing
ling and cash transferring to the farmers account. The challenges
faced by the farmers during lockdown to sell their vegetables. Acceptable quality of
vegetables, grading of vegetables and varieties of vegetables required for big bazaar.
This research will
ll be applicab
applicability
ility in the area of customer decision making process,
purchasing of product at Big
Big-Bazaar. This report will be helping in understand customer
preference at Big-Bazaar,
Bazaar, and it would help Big
Big-Bazaar
Bazaar in designing their marketing,
promoting sales.

3.5 RESEARCH METHODLOGY

Researchthy is based on the scientific, logical and the systematic way of studying the
tools and techniques are used for the systematic procedure and to collect the data. Most of the
data collected by customers and some of the data collected by website or internet. Based on
type of study we can apply any kinds of research design.
For doing this study we adopted two type of research desig
design:-
 Descriptive research
 Causal research
We mainly focused on descriptive research, in this we go one by one process and the aspect. It
briefly explains aspects what, why, when, how, and by whom. It is really helpful for statistical
calculation which help for the conducting the study.

Sheshadripuram First Grade College 29

 Analysisof
of Stock Trading in Big Bazaar Retail outline

Figure 3(a): Flowchart of methodology of project

Sheshadripuram First Grade College 30

 Analysisof
of Stock Trading in Big Bazaar Retail outline

3.6 DATA GATHERING TECHNIQUE: -

In this research we used internal and external sources for collecting data, internal data
collected from company book records, documents and company website, and external data
through facts and figures such as structured questions.

 Main sources:
This method also called primary data collection, this process consuming more time for
collecting row data. It can be done through personal, interv
interview,
iew, by method of observation and
by filling questionnaire.

 Resultant sources: -
This is also called secondary data. Where it is collected by internet, books, magazines,
newspapers, annul reports of company etc.

Sampling design: - non- probability sampling

Sampling technique- convenient sampling and simple random
Sampling unit- 100 respondents
Sampling tool- structured question

Sheshadripuram First Grade College 31

 Analysisof
of Stock Trading in Big Bazaar Retail outline

CHAPTER- 4
DATA ANALYSIS AND INTERPRETATION
4.1 DATA COLLECTION

Data collection is the process of gathering and measuring information on

targeted variables in an established system, which then enable one to answer
relevant question and evaluate outcomes. Data collection is a research
component in all study field, including physical and social science, humanities
humanities,
and business.
Primary and Secondary data will be collected for this research. Primary Data
include Interview with farmers supplying the vegetables
vegetables,, Observations
Observation like
grading and weighing. Secondary Data Collection method includes Company
Reports like price
ce fixing, indents of vegetables and transfer of money to farmers
account. The figure 4(a)
(a) and 4(b)
(b) shows the collecting the secondary data at Big
Bazaar traders.

Sheshadripuram First Grade College 32

 Analysisof
of Stock Trading in Big Bazaar Retail outline

Figure 4(a)
(a): stocks data collected at Big Bazaar traders

Sheshadripuram First Grade College 33

 Analysisof
of Stock Trading in Big Bazaar Retail outline

Figure 4(b): Collecting

ollecting data about vegetables collected at Big Bazaar traders

Figure 4(c) shows the receipt of the vegetables trading at Big Bazaar retail
trading outlet. Usually the prices are dispatch every day at evening. These prices
are decided based on the APMC and other local market prices of the day.
Usually the prices are comparatively higher than the local markets since the
quality of the vegetables are graded and accepted.

Sheshadripuram First Grade College 34

 Analysisof
of Stock Trading in Big Bazaar Retail outline

Figure 4(c): Bill receipt of the vegetables

4.2 Different Vegetables Traded by Big Bazaar Retail trade outlet

Sl
SOUTH REGIONAL SPECIFIC NAME IMAGE
No

1. ASH GOURD

Sheshadripuram First Grade College 35

 Analysisof
of Stock Trading in Big Bazaar Retail outline

2. BEANS COWPEA GREEN

3. BEETROOT REGULAR

4. BITTER GOURD LOOSE

5. BOTTLE GOURD LONG

Sheshadripuram First Grade College 36

 Analysisof
of Stock Trading in Big Bazaar Retail outline

6. BRINJAL KATERI VARIKATERI

7. CABBAGE REGULAR

8. PUMPKIN DISCO

Sheshadripuram First Grade College 37

 Analysisof
of Stock Trading in Big Bazaar Retail outline

9. CAULIFLOWER

10. CHILLI LIGHT GREEN

GREEN-REGULAR

11. COCCENIA TENDLI LOOSE

12. CUCUMBER EUROPEAN LOOSE

Sheshadripuram First Grade College 38

 Analysisof
of Stock Trading in Big Bazaar Retail outline

13. TOMATO HYBRID LOOSE

14. PUMPKIN RED

15. RIDGE GOURD

16. SNAKE GOURD

Sheshadripuram First Grade College 39

 Analysisof
of Stock Trading in Big Bazaar Retail outline

17. TENDER JACK FRUIT

18. CARROT ENGLISH

ENGLISH-LOCAL-LOOSE

Sheshadripuram First Grade College 40

 Analysisof
of Stock Trading in Big Bazaar Retail outline

4.3 Average indent of vegetables per day before lockdown (Pre covid)
During Pre covid i.e. before march 2021, the indents and availability of
vegetables are tabulated in tabular column.

INDENT AVAILABILTY
ART CODE SOUTH REGIONAL SPECIFIC NAME
in kgs in kgs
108100373 ASH GOURD 160 160
108100355 BEANS COWPEA GREEN 70 75
1001294630 BEETROOT REGULAR 233 230
108100330 BITTER GOURD LOOSE 252 255
108100331 BOTTLE GOURD LONG 690 700
108100280 BRINJAL KATERI VARIKATERI 291 300
1001180925 BRINJAL LONG GRREN LOOSE 98 100
108100288 CABBAGE REGULAR 528 530
300325860 PUMPKIN DISCO 137 140
1001137549 CAULIFLOWER 295 300
108100297 CHILLI LIGHT GREEN
GREEN-REGULAR 195 200
108100337 COCCENIA TENDLI LOOSE 185 190
108100307 CUCUMBER EUROPEAN LOOSE 174 180
108100382 TOMATO HYBRID LOOSE 530 540
1000629967 CHOW CHOW 142 150
108100374 PUMPKIN RED 140 145
108100335 RIDGE GOURD 290 300
108100377 SNAKE GOURD 132 140
300263114 TENDER JACK FRUIT 30 40
108100294 CARROT ENGLISH
ENGLISH-LOCAL-LOOSE 340 350

Total in Kgs 4912 6095

Sheshadripuram First Grade College 41

 Analysisof
of Stock Trading in Big Bazaar Retail outline

4.4 Average indent of vegetables per day during lockdown (covid)

During Pre covid i.e. between march to may 2021, the indents and availability
of vegetables are tabulated in tabular column.
INDIENT AVAILABILTY
ART CODE SOUTH REGIONAL SPECIFIC NAME
in kgs in kgs
108100373 ASH GOURD 115 145
108100355 BEANS COWPEA GREEN 33 50
1001294630 BEETROOT REGULAR 163 190
108100330 BITTER GOURD LOOSE 172 190
108100331 BOTTLE GOURD LONG 300 500
108100280 BRINJAL KATERI VARIKATERI 185 240
1001180925 BRINJAL LONG GRREN LOOSE 49 65
108100288 CABBAGE REGULAR 405 450
300325860 PUMPKIN DISCO 88 103
1001137549 CAULIFLOWER 195 250
108100297 CHILLI LIGHT GREEN
GREEN-REGULAR 145 170
108100337 COCCENIA TENDLI LOOSE 115 140
108100307 CUCUMBER EUROPEAN LOOSE 85 125
108100382 TOMATO HYBRID LOOSE 250 400
1000629967 CHOW CHOW 88 100
108100374 PUMPKIN RED 90 100
108100335 RIDGE GOURD 120 170
108100377 SNAKE GOURD 79 95
300263114 TENDER JACK FRUIT 8 20
108100294 CARROT ENGLISH
ENGLISH-LOCAL-LOOSE 170 270

Total in Kgs 2855 3723

Sheshadripuram First Grade College 42

 Analysisof
of Stock Trading in Big Bazaar Retail outline

4.5 Average indent of vegetables per day during lockdown (post covid)
During Pre covid i.e. after may 2021, the indents and availability of vegetables
are tabulated in tabular column.
SOUTH REGIONAL SPECIFIC INDIENT in AVAILABILTY in
ART CODE
NAME kgs kgs
108100373 ASH GOURD 155 105
108100355 BEANS COWPEA GREEN 63 50
1001294630 BEETROOT REGULAR 223 190
108100330 BITTER GOURD LOOSE 222 190
108100331 BOTTLE GOURD LONG 600 500
108100280 BRINJAL KATERI VARIKATERI 271 240
1001180925 BRINJAL LONG GRREN LOOSE 79 65
108100288 CABBAGE REGULAR 508 450
300325860 PUMPKIN DISCO 117 90
1001137549 CAULIFLOWER 285 250
CHILLI LIGHT GREEN
GREEN-
108100297 195 170
REGULAR
108100337 COCCENIA TENDLI LOOSE 165 140
108100307 CUCUMBER EUROPEAN LOOSE 144 125
108100382 TOMATO HYBRID LOOSE 500 400
1000629967 CHOW CHOW 122 100
108100374 PUMPKIN RED 130 100
108100335 RIDGE GOURD 200 170
108100377 SNAKE GOURD 102 88
300263114 TENDER JACK FRUIT 18 10
CARROT ENGLISH
ENGLISH-LOCAL-
108100294 300 270
LOOSE
Total in kgs 4399 3603

Sheshadripuram First Grade College 43

 Analysisof
of Stock Trading in Big Bazaar Retail outline

CHAPTER- 5
SUMMARY OF FINDING AND CONCLUSIONS
5.1 ANALYSIS OF STOCK TRADING DURING PRE
PRE-COVID
COVID

As it is seen in the figure 5(a) during pre

pre-covid time, theree was a coincidence of both
indent and availability of vegetables in kgs. It was because of pre plan and routine
ro practice of
stock trading.

Figure 5(a): Comparison

omparison of Indent and Availability during Pre
Pre-Covid.

Sheshadripuram First Grade College 44

 Analysisof
of Stock Trading in Big Bazaar Retail outline

5.2 ANALYSIS OF STOCK TRADING D

DURING COVID
As it is seen in the figure 5(b) during Covid time, there was a more imbalance between
indent and availability of vegetables in kgs. It was because of fewer indents due to lockdown
and more availability of stocks
stocks.

Figure 5(b): comparison of Indent and A

Availability
vailability during Covid.

Sheshadripuram First Grade College 45

 Analysisof
of Stock Trading in Big Bazaar Retail outline

5.3 ANALYSIS OF STOCK TRADING DURING POST

POST-COVID
COVID
As it is seen in the figure 5(c) during Post
Post-covid
covid time, there was a more imbalance
between indent and availability of vegetables in kgs. It was because of more indents due to
unlock of lockdown and fewer availability of stocks. It is due to afraid of lockdown like covid
wave 3, the farmers are still in confusion whether to grow or not.

Figure 5(c): comparison of Indent and Availability during Post

Post-Covid.

Sheshadripuram First Grade College 46

 Analysisof
of Stock Trading in Big Bazaar Retail outline

5.4 ANALYSIS OF INDENT IN STOCK TRADING

As it is seen in the figure 5(
5(d) during Post-covid and pre covid time, there
ther was almost
coincidence happened. But during covid the indent is very less. It was because lockdown and
shut down of Big Bazaar.

Figure 5(d): comparison of Indent during Pre

Pre-Covid,
Covid, Covid and Post-Covid
Post

Sheshadripuram First Grade College 47

 Analysisof
of Stock Trading in Big Bazaar Retail outline

BIBILOGRAPHY

1. https://www.google.com/

2. http://www.pantaloon.com/

3. futurebytes.com

4. https://www.slideshare.net/tjmatharu/projectreportonbigbazaar

5. https://www.slideshare.net/hemanthcrpatna/a
https://www.slideshare.net/hemanthcrpatna/a-projects-report-on-effectiveness
effectiveness-of-

retailing-mix-in-big-bazaar.
bazaar.

6. https://www.scribd.com/doc/56600151/Report
https://www.scribd.com/doc/56600151/Report-on-Big-Bazar

7. Research methodology methods and techniques by C R Kothari. Second revised edition.

New age international publishers.

8. https://market.todaypricerates.com/Chikkaballapur
https://market.todaypricerates.com/Chikkaballapur-vegetables-price-in
in-Karnataka

9. https://smallbusiness.chron.com/marketing
https://smallbusiness.chron.com/marketing-strategies-fresh-fruits-vegetables
vegetables-66635.html

10. https://fruitiquewholesale.com.au/marketing
https://fruitiquewholesale.com.au/marketing-strategies-for-retailing-fresh
fresh-fruits-

vegetables/ "Future Retail CFO sees doub

double-digit
digit sales growth in Q2 of FY18".
FY18"

Moneycontrol.. Retrieved 24 August 2017.

11. "Big Bazaar company snapshot and profile"

profile". Bloomberg. Retrieved 10 April 2018.

12. "Big Bazaar owner Future Retail, India's biggest department store, gains steam as hhore

Biyani rides demonetisation"

demonetisation". The Financial Express. Bloomberg. 18 April 2017.
2017

Retrieved 21 April 2017

2017.

Sheshadripuram First Grade College 48

 Analysisof
of Stock Trading in Big Bazaar Retail outline

Annexure

Workforces in Lockdown
Agriculture requires people. Whether it’s harvesting vegetables, de
de-tasseling
corn, or pruning vines, people are vital in many aspects of farming. Global travel
restrictions and isolation orders have become one of the main challenges facing
farmers.
Mechanization means many row crop farms can carry out vital seasonal tasks, such as
seeding in the northern hemisphere and harvesting in the southern, even with fewer

Sheshadripuram First Grade College 49

 Analysisof
of Stock Trading in Big Bazaar Retail outline

workers. However, for fruit and vegetable farmers, travel restrictions could have a
potentially
tially devastating impact.

Harvesting fruit and vegetables requires large teams of people, often working in close
proximity, to quickly pick produce just in time for it to be delivered at peak flavor and
freshness. Many of the farmers that Western Growers represents are heavily dependent
on migrant laborers.

“We are very concerned about the health of our workforce, and our members have been
taking steps to keep workers informed and increase hygiene, sanitation and distancing
wherever we can,” explains Pug
Puglia.

However, for certain crops these measures are just not possible, and some farmers are
simply unable to harvest their fields or load produce for transport. The result
is substantial food and financial losses
losses.. Western Growers is already projecting losses
among its members in the fresh produce sector alone as high as $5 billion.

For farm workers too, closed borders are taking an enormous economic toll. Umakant
Singh’s two hectare farm in the Indian state of Uttar Pradesh depends on migrant labor
from the neighbouring
hbouring state of Bihar to harvest horticulture crops and wheat.

However, since March, India’s internal borders have been closed. While for Singh this
means longer periods of field work for his reduced team, for migrant laborers it is a
grave situation.
“Most farm workers come from very poor economic backgrounds and rely on daily
wages for their livelihoods,” explains Singh. “They have families to look after, but the
lockdown has worsened their situation even more.”

Breaks in Supply Chains

Reducing the numbers
umbers of employees on sites, to enable safe working distances, is
occurring in all kinds of industries. And it is one of a number of factors currently
impacting the supply chains that transport food from the fields to our fridges.

Sheshadripuram First Grade College 50

 Analysisof
of Stock Trading in Big Bazaar Retail outline

The movement of goods between countries is significantly restricted with some borders
completely closed. The result is backlogs and waste produce at one end and shortages at
the other, which in turn drive up prices for consumers.

Julio Fernandéz Speroni is an Argentine farmer currently in the midst of harvesting

more than 400 hectares of soybeans, corn and wheat. But wi
with
th many ports in Argentina
only operating at around 50% of their normal capacity, there is a limit to how much of
Speroni and other farmers’ crops are able to make it onto ships to be exported or
transported around the country.

“Farmers need to be able to sell about 30% of their crops during the harvest to bring in
money to pay contractors and wages,” he says. “In most places that’s not going to be
possible, so there will be a financial struggle over the coming months.”

Speroni doesn’t foresee major losse

lossess yet, but the amount of soybeans and corn that can
be stored as dry grains at his farm is limited. “Right now, 50% of my harvest is ready at
the farm,” he says. “If transport restrictions aren’t lifted by mid
mid-May,
May, I’m going to have
issues.”

However, in markets
arkets where products are perishable, such as fruit and vegetables,
supply chain disruptions have an even greater impact. Not being able to quickly get
food from the field to consumers can result in massive levels of food loss and wastage,
with many farmerss poised to suffer.
Rapidly Shifting Markets
In the United States, roughly 50% of every dollar spent on food goes to into the food
service industry, including restaurants, hospitality and schools. However, with orders
cancelled overnight as businesses shut
shutter,
ter, perishable producers are now trying to
transition to supplying retail buyers, such as grocery stores.

This is not always possible, with consumers using different ingredients at home than
those used by restaurants to prepare meals. Moreover, after ini
initially
tially high sales during

Sheshadripuram First Grade College 51

 Analysisof
of Stock Trading in Big Bazaar Retail outline

early waves of panic buying, consumers in the U.S. are buying less fresh produce and
more processed and canned foods with longer shelf lives.

This, combined with more farms competing to supply fresh produce, is driving down
market prices. “The marketplace is very confused, and it will be for some time,” says
Puglia. “The magnitude of the losses from our farmer members is pretty staggering.”

The effects of the food service and hospitality industry effectively closing down is
having a truly global impact. In India too, Singh said the local vegetable market is
being rocked by the crisis.

“Vegetable prices are severely affected as most of the bulk buyers are local hotels,
restaurants and tea shops who buy green chillies in bulk,” says Singh. “With restaurants
being shut, there is no demand.”

The economic effects of COVID

COVID-19
19 are also being strongly felt by the Capurso family,
who own a 15-hectare
hectare vineyard on the outskirts of Verona in Northern Italy. Travel
restrictions and distancing orders mean the family is currently unable to bottle its wine
as the process uses an outside service.

And with Italian restaurants and wine shops remaining shuttered, the Capursos are also
prevented from
om supplying their business customers or operating the hospitality side of
the winery business.

“Coronavirus is affecting our farm in a devastating way, in economic terms,” says

Selene Capurso. “Before a resolution is found the most important thought is oour
family’s health.”

Agriculture in Isolation
There are also mental health challenges for farmers and farm workers. Long periods of
separation in remote areas are not uncommon in farming, but the uncertainty about
when travel restrictions will be eased creates a new set of problems for isolated

Sheshadripuram First Grade College 52

 Analysisof
of Stock Trading in Big Bazaar Retail outline

workforces.

There are also more modern drawbacks to social distancing orders. Cherilyn Jolly-
Nagel grows grains, legumes and oilseeds on her farm in Saskatchewan, Canada, that
sits 17 miles from the nearest town.

“We have two daughters, who are 13 and 11, and fortunately for us we are very
sheltered from the pandemic,” says Jolly
Jolly-Nagel.
Nagel. “We really wouldn’t want to be
anywhere else during an event like this.” However, while having her daughters there
means two extra pairs of hands to help around the farm, it also means their home is now
doubling as a classroom.

Rural communities around the world often suffer from po

poor
or connectivity and that
creates a real problem for modern farmers. “We had a terrible internet service before
coronavirus, but now we have an increased need to use it for our daughters to do their
schoolwork,” says Jolly-Nagel.
Nagel. “It sounds like I’m complai
complaining
ning about not being able to
watch Netflix, but it’s a challenge just to conduct business.”

The impact of COVID-19

19 on smallholder farmers in India and the way forward IGC’s look at
COVID-19’s economic influence in developing countries continued with an
event focused on India, where the pandemic reveals the increasing vulnerabilities of
smallholder farmers and an agricultural market badly in need of reform.

Nearly 90% of India’s agricultural sector is made up of small and marginal farmers. These
farmers aree particularly vulnerable to economic shocks, include those sparked by COVID
COVID-19
lockdowns. In August 2020, IGC collaborated with the Asian Development Research Institute
(ADRI) to convene a panel to discuss three key influences that COVID
COVID-19
19 has had on India’s
Ind
agricultural markets:
 Differential impacts on staple versus perishable foods
 Disrupting labour supply chains
 Ongoing consequences of ineffective social safety nets

Sheshadripuram First Grade College 53

 Analysisof
of Stock Trading in Big Bazaar Retail outline

The discussion, moderated by Anjani Kumar (International Food Policy Research Institute
Institute),
featured J. V. Meenakshi (Delhi School of Economics), S. Mahendra Dev (Indira Gandhi
Institute of Development Research), and N. Saravana Kumar (Secretary, Agriculture
Department, Government of Bihar). All panelists offered policy recommendations that mi
might
help repair the sector and ensure resiliency for farmers.

Staple versus perishable foods: The impact of government reforms

Reflecting on India’s March 2020 nationwide lockdown, J. V. Meenakshi presented
her research focussed on the the differential impact on staple food crops and perishable
produce in Haryana, Madhya Pradesh, Punjab, Rajasthan, and Uttar Pradesh. This research
assessed if states that had undertaken a greater degree of market reforms were better able to
protect farmers from disruptions and how well procurement and agricultural market reform
mitigated the lockdown’s adve
adverse impacts .
The results show that the adoption of market reforms matters much more for the perishables
than for staples. This is because the Minimum Support Price (MSP) for wheat acts as a price
anchor. The results suggest that states that de
de-listed fruits
ts and vegetables were able to prevent
a decrease in prices by over 10 percentage points. Market arrivals affect price effects, and it
was seen that perishables saw relatively more sales where markets were deregulated. This
highlights the importance of the government’s role both in procurement and market reforms.

Supply chain and labour disruptions: Consequences for harvesting

Saravana Kumar echoed the thought that the COVID
COVID-19-related
related lockdown exacerbated the
vulnerabilities of small and marginal farmers by disrupting agricultural inputs and outputs and
the harvesting of rabi crops, which are cultivated and harvested in the dry months.
According to Kumar, farmers in Bihar found their movements restricted and faced a shortage
of labourers, including farm wo
workers
rkers and operators for harvest machinery. When the
government lifted the ban on the movement of farm workers, 650 drivers had to be mobilised
from Punjab, Haryana, and western Uttar Pradesh to support the harvest in Bihar.
Kumar emphasised the possibility of nimble reform. For example, numerous efforts made by
the Government of India (GOI) and the Government of Bihar (GOB) to strengthen the
agriculture supply chain during this time include improving income through payments of INR
6,000 to every farmer, approving
roving new subsidy and assistance schemes, promoting Farmer

Sheshadripuram First Grade College 54

 Analysisof
of Stock Trading in Big Bazaar Retail outline

Producer Organisations (FPOs), and addressing pressures beyond the pandemic, such as
climate change.

Safety nets: Influencing farmers’ socioeconomic well-being

Discussing the impact of COVID
COVID-19 and
nd associated lockdowns on agriculture using
available data, Mahendra Dev stated that smallholder farmers are not homogeneous. Rather
they boast a diverse set of farm and household characteristics and their practises can vary
according to the constraints tthey
hey face. Still, Dev shared that the income of small farmers is
very little—almost one-tenth
tenth of large farmers.
While early evidence suggested that the rural economy is reviving more quickly than
in urban areas—where
where the agriculture sector’s growth rate ma
mayy be 2.3-3%
2.3 – severe
consequences remain for some. Perishable agri
agri-products
products incurred severe losses as compared
to non-perishables.
perishables. As per data collected by Azim Premji University, 37% of the farmers were
unable to harvest, 37% of the harvest was sold at re
reduced
duced prices, and 77% of the households
surveyed consumed less food during the nationwide lockdown. Dev also shared that as per the
CMIE Data, the rural unemployment is 22%. He added that even the Consumer Price Index
(CPI) and the Wholesale Price Index (W
(WPI)
PI) declined which means that farmers are not getting
the benefit of the higher prices being paid by consumers. He opines that the government
should increase investment in rural infrastructure, storage, and warehouses.

In the post-COVID-19
19 period, Dev not
notes,
es, the government should provide a minimum income
for the poor and vulnerable groups. He also emphasised the issue of access to credit during the
pandemic. As the COVID-19
19 situation worsened, farmers faced a cash crunch due to the
lockdown and closure of microfinance institutions and impact of the new reforms on small
small-
holder farmers is yet to be seen particularly the Essential Commodities Act, AMPC Act, and
Contract Farming act with respect to addressing price volatility, centre
centre-state coordination,
contract
ct farming, and taxes in APMC and non
non-APMC
APMC traded areas. He also added that the
network of illegal moneylenders spread across the eastern states of India has become more
active, and the dependence on moneylenders increased during the lockdown.

Sheshadripuram First Grade College 55

 Analysisof
of Stock Trading in Big Bazaar Retail outline

COVID-19: 60% farmers suffered yield loss on their harvest,

shows survey
Survey aimed to evaluate the impact of the nationwide lockdown against the novel
coronavirus disease (COVID
(COVID-19)
19) on agricultural production and livelihood

more than half the farmers who harvested their crops suffered a lower yield during the
nationwide lockdown, compared to the last season of sowing the same crop, revealed a survey
of 1,500 farmers in 200 districts across 12 states.

The lockdown — to curb the spread of the novel coronavir

coronavirus
us disease (COVID-19)
(COVID — also
forced 55 per cent of the farmers to store their crops as they were unable to sell them.

The survey — aimed to evaluate the impact of the lockdown on agricultural production and
livelihood — was conducted by the Harvard TH Chan School of Public Health, Public Health
Foundation of India and Centre for Sustainable Agriculture from May 3 to May 15, 2020.

Farmers across Andhra Pradesh, Bihar, Gujarat, Haryana, Karnataka, Madhya Pradesh,
Maharashtra, Punjab, Rajasthan, Telangana, Utt
Uttar
ar Pradesh and West Bengal were roped in for
the survey.

Sheshadripuram First Grade College 56

 Analysisof
of Stock Trading in Big Bazaar Retail outline

Losses for 40 per cent of the farmers who experienced a yield loss, occurred from a lack of
labour, storage or transport options, said the survey. Weather was also cited as a reason for the
loss in yield
ield by 80 per cent of the farmers.

Around 30 per cent of them were unable to harvest their crops because of issues related to the
lockdown, said the survey.

Out of the 63 per cent farmers who could harvest their crops, 22 per cent had to store their
crop due to lockdown related issues. Around 12 per cent farmers were still trying to sell their
crop, while 44 per cent farmers managed to sell their produce.

State-wise trends of wheat

wheat-harvesting states showed farmers in Bihar, Haryana, MP,
Rajasthan and UP — except Punjab — stored large quantities of the crop. Farmers in these
states were still trying to sell their crops, according to the survey.

In Bihar and Rajasthan, for example, while 83 and 86 per cent of the respondents in the
respective states harvested their crops, only 18 and 10 per cent respectively were able to sell
it.

In Karnakata, out of 95 per cent farmers who harvested their crops, around 88 per cent
managed to sell their harvest.

Around 52 per cent of the respondents were small and marginal far
farmers,
mers, 6.7 per cent were
landless farmers, 19.9 per cent medium farmers and 20.7 per cent were large farmers. Over
half of the farmers said the process of harvesting cost more compared to last season, primarily
because of a lack of labour or machinery or hi
higher cost of machinery.

Around 20 per cent, however, said their cost of harvest was lower than last year. “The most
most-
cited reason was a shift to family labour because of no labour availability,” said Divya
Veluguri, a research assistant at Harvard TH Chan S
School
chool of Public Health.

The situation was similar for vegetables and other crops in non-wheat
wheat growing states.

In West Bengal, only 19 per cent of the 81 per cent farmers who harvested vegetables were
able to sell their produce. Vegetable farmers across the surveyed states, in fact, reported the
highest amount of wastage.

Sheshadripuram First Grade College 57

 Analysisof
of Stock Trading in Big Bazaar Retail outline

Wheat farmers were better placed as they either sold or stored their harvest. Vegetable
farmers, however, struggled, according to Veluguri. Around 10 per cent farmers with a crop
to harvest were unable to do so because of issues related to the lockdown.

“Some felt the market price was too low so they could not afford to harvest. Others could not
physically access markets or their fields because of restrictions on travel. There was also a
shortage
rtage of labour,” Veluguri said.

The survey also asked farmers about their apprehensions from the upcoming season: Fifty
Fifty-six
per cent of them said they anticipated issues like labour shortage and unavailability or high
cost of seeds and fertilisers.

Out of total 77 per cent of livestock farmers, 63 per cent reported a decline in income, with an
average decline of 36 per cent compared to January and February.

Agriculture is an intricate issues that rasises important question not just for Indian but
for all economies struggling to strike a balance between the market and the state.

If the government permitted farmers to sell their products outside the mandi, the farmers
would surely benefit, even if the market outside the mandi was unregulated. With all else
remaining
emaining constant, they would simply be gaining an additional option. But belief in the
ceteris paribus condition—that
that all other conditions will remain unchanged
unchanged—requires farmers
to trust the government. They clearly don’t
don’t—and,
and, on closer examination, with good reason.

Farmers the world over receive government subsidies. In 2019, China spent an estimated
$185.9 billion on farm subsidies, followed by the European Union ($101.3 billion), the United
States ($48.9 billion), and India ($11 billion). But different countries give these subsidies in
different ways.

Indian farmers currently have the right to sell their products, mainly wheat and rice, to the
government for a guaranteed minimum support price (MSP) that is set periodically each year.
The MSP system runss largely on trust. Policymakers can effectively dismantle it by setting the
price so low that no farmer will want to sell, or by not providing accessible product collection

Sheshadripuram First Grade College 58

 Analysisof
of Stock Trading in Big Bazaar Retail outline

centers. In many parts of India today, for example, farmers are told they can sell their grain at
a certain price, but there is nowhere in their vicinity to sell it.

If the government dismantles the MSP system instead of reforming it, millions of farmers will
be forced to sell their products to four or five big agribusiness corporations
corporations. And this is
precisely what the fine print of the new laws reveals.

If a corporation violates a contract with a farmer, the new laws prohibit the farmer from
seeking redress in a regular court. The legislation further helps big business by removing
restrictions
ctions on stockpiling food grain that were put in place to discourage firms from
artificially raising prices.

I believe big corporations are needed in agricultural markets. And I think the Indian
government’s new laws would have been more acceptable had po
policymakers shown
sensitivity to the need for antitrust enforcement to level the playing field for the millions of
farmers who would be pitted against a few large firms. Even in the supposed free
free-market
bastion of the U.S., prominent legal scholars such as Eric Posner Suresh Naidu, Glen Weyl,
and Cass Sunstein have expressed concern about the need for antitrust laws to regulate
monopsonies, like big corporate buyers.

Government Initiatives

Some of the recent major Government initiatives in the sector are as follows:

 As per Union Budget 2021

2021-22,
22, Rs. 4,000 crore (US$ 551.08 million) was allocated
towards implementing Pradhan Mantri Krishi Sinchayee Yojana (PMKSY
(PMKSY-PDMC).

 The Ministry of Food Processing has been allocated Rs. 1,308.66 crore (US$ 180.26
million) in the Union Budget 2021
2021-22.

 In April 2021, the Government of India approved a PLI scheme for the food
processing sector with an incentive outlay of Rs 10,900 crore (US$ 1,484 million)
over a period of six years starting from FY22.

Sheshadripuram First Grade College 59

 Analysisof
of Stock Trading in Big Bazaar Retail outline

 In November 2020, the ggovernment

overnment inaugurated a mega food park in Punjab worth Rs.
107.83 crores (US$ 14.6 million) that will be spread across over 55 acres of land.

 In October 2020, the Tribal Cooperative Marketing Development Federation of India

(TRIFED) included 100 new Forest Fresh Organic Products sourced from tribes across
India on its e-marketplace
marketplace (tribesindia.com).

 In October 2020, Agri

Agri-lender
lender Nabard (National Bank for Agriculture and Rural
Development) proposed plans to set up a subsidiary to provide guarantee for loans
under agriculture and rural development.

 In October 2020, the government announced that it is putting up a common data

infrastructure for farmers in the country. PMFBY (Pradhan Mantri Fasal Bima
Yojana), PM-Kisan
Kisan and the Soil Health Card will be integrated through a common
database, along with land record details.

 In September 2020, the government launched the PM Matsya Sampada Yojana, ee-
Gopala App and several initiatives in fisheries production, dairy, animal husbandry
and agriculture. Under this scheme, aan
n investment of Rs. 20,000 crore (US$ 2.7
billion) will be made in the next 44-5 years in 21 states.

 In May 2020, Government announced the launch of animal husbandry infrastructure

development fund of Rs. 15,000 crore (US$ 2.13 billion).

 In September 2019, Prime Minister, Mr Narendra Modi launched National Animal

Disease Control Programme (NADCP), expected to eradicate foot and mouth disease
(FMD) and brucellosis in livestock. In May 2020, Rs. 13,343 crore (US$ 1.89 billion)
was allocated to the scheme.

 The Government of India came out with Transport and Marketing Assistance (TMA)
scheme to provide financial assistance for transport and marketing of agriculture
products in order to boost agriculture exports.

 The Agriculture Export Policy, 2018 was approved by the Government of India in
December 2018. The new policy aimed to increase India’s agricultural export to US$

Sheshadripuram First Grade College 60

 Analysisof
of Stock Trading in Big Bazaar Retail outline

60 billion by 2022 and US$ 100 billion in the next few years with a stable trade policy
regime.

 The Government of India is going to provide Rs. 22,000

,000 crore (US$ 306.29 million) for
computerization of Primary Agricultural Credit Society (PACS) to ensure cooperatives
are benefitted through digital technology.

 The Government of India launched the Pradhan Mantri Krishi Sinchai Yojana
(PMKSY) with an in
investment
vestment of Rs. 50,000 crore (US$ 7.7 billion) aimed at
development of irrigation sources for providing a permanent solution from drought.

 Government plans to triple the capacity of food processing sector in India from the
current 10% of agriculture produc
producee and has also committed Rs. 6,000 crore (US$
936.38 billion) as investments for mega food parks in the country, as a part of the
Scheme for Agro-Marine
Marine Processing and Development of Agro
Agro-Processing Clusters
(SAMPADA).

 The Government of India has allowed 1100%

00% FDI in marketing of food products and in
food product E-commerce
commerce under the automatic route.

 Rabi losses

 Farmers have harvested their Rabi crop. But sales have been impacted as COVID
COVID-19
infections have risen and mandis (wholesale markets) have remained closed since
April 2021 due to lockdown
lockdown-like restrictions in many states.

 During the first wave, there were some supply chain issues related to the produce’s
transport from the primary mandis to the secondary and bigger markets. But this time
around, there are several concerns about taking the produce even to the primary
mandis due to rising COVID
COVID-19 cases in rural
ral areas and imposition of lockdowns.

 Last year, even though the lockdowns were more stringent, primary mandis at village
level were largely kept out of the restrictions. This was because the infections were
low or nil in rural areas.

Sheshadripuram First Grade College 61

 Analysisof
of Stock Trading in Big Bazaar Retail outline

 In states like Punjabb and Haryana, where there is high government procurement, most
of the wheat crop has been lifted. But this is not the case in other wheat
wheat-producing
states like Uttar Pradesh (UP), Madhya Pradesh (MP), and Rajasthan.

 Comparative data of wheat arrivals betw

between May 1-May
May 21, 2021 and the same period
last year shows the arrivals are dismal.

 In MP, the arrivals are down by 2.3 million tonnes compared to last year — a 77 per
cent decrease, data collated from Agmarknet, a government portal, shows. In UP, they
are down by 36 per cent.

 “It looks like more than 50 per cent of the overall wheat crop is still stuck in states like
Rajasthan, UP, Maharashtra, and MP,” Prasanna Rao, co
co-founder
founder and chief executive,
Arya, a warehousing and finance platform for farmers and ffarmer
armer producer
organisations, said.

 Soybean arrivals in MP are also down by 76 per cent.

 Rao said:

 For us, May is a busy month since a lot of harvest and commodity arrivals happen. But
this time, it is a complete washout. There is an impact on farmers’ liv
livelihood also as
those who want to sell their produce are unable to do so. The transaction volume will
likely increase towards the end of May or June when mandis will open.
 In Maharashtra, the onion Rabi crop, which is harvested between March and May, is
ready.
ady. But farmers have been unable to sell as all mandis in the state, including
Lasalgaon, Asia’s largest onion mandi, have been closed since May 12.

Sheshadripuram First Grade College 62