Title: MOST SUCCESSFUL INDIAN CHAIN OF

SUPERMARKETS: A PROJECT REPORT ON

DMART
ABSTRACT

Currently, the retailing industry is a flourishing industry in India. It has been considered equally
competent with the IT industry. Retailing is one such step in the marketing chain of activities that
facilitates the distribution function. Initially, it was considered as just another step in the
marketing chain, and the function was accepted as obvious. As the competition increased
globally, differentiation became more and more difficult. Consumer purchasing power increased
as the economy opened up into a more market-oriented mode. Often used as a final link with
the ultimate consumer, marketers thought of using it for differentiating and positioning. So,
retailing ceased to be considered as an outgrowth of traditional marketing activity, rather it was
recognized as an important business proposition in its own accord, which ultimately helps
marketing in performing its function and successfully satisfying the objectives. Therefore,
retailing emerged as a discipline and considerable thinking and research went into it for the
development and substantiation. The research paper considers understanding customer
satisfaction towards DMart. DMart is one of the renowned retail establishments in India. It is
famous for its low price and good quality products. It has branches all over India The objectives
of the study are to understand customer satisfaction towards various products sold by DMart
and also analyze the satisfaction level of customer experience while shopping at DMart. DMart
is one such big retail giant that has a wide market with a variety of product lines. It has introduced
its own brands of products to its customers. This research study mainly focuses on the marketing
activities and consumer response towards DMart. The research methodology adopted in the
study is descriptive in nature and a non-probability convenience sampling technique was used
with a sample size of 192 respondents through an online structured questionnaire with Google
Forms. The data collected was later analyzed and interpreted. The findings and suggestions
provided in the research study will certainly help DMart to make necessary changes to provide
enhanced customers to its customers in the said outlet.
CHAPTER -1

INTRODUCTION
1.1 INTRODUCTION

INTRODUCTION TO RETAIL INDUSTRY

The retail industry is a dynamic and ever-evolving sector that significantly contributes to the economy
and the consumer market. Retail refers to the process of selling goods or services directly to consumers.
It involves a wide range of activities, including product sourcing, inventory management, pricing,
marketing. and customer service. Retailers serve as intermediaries between manufacturers or
wholesalers and end consumers. The retail industry acts as a bridge between producers and consumers,
connecting the supply
and demand sides of the market.

The retail industry holds significant importance in driving economic growth and creating employment
opportunities. It contributes to the growth of GDP, kindles consumer spending, raises competition. and
fosters innovation. Retail operates through a series of interconnected processes and functions. Retail
businesses create jobs across various sectors, including sales, marketing, logistics, and customer support.

Additionally, retail concerns often serve as community hubs, influencing local economies and boosting
India is one of the fastest flourishing retail markets in the world with 1.4 billion people. Indian retail
industry has emerged as one of the most dynamic and fast-paced industries due to the entry of several
new players. It accounts for over 10% of the country's Gross Domestic Product (GDP) and around 8% of
the employment. India is the world's fifth-largest global destination in the retail space. The urban Indian
consumer's purchasing power is increasing, and branded goods in categories like apparel, cosmetics.
footwear, watches, beverages, food, and even jewellery are gradually evolving into business and leisure
that are well-liked by the urban Indian consumer.
Being a daily requirement, customers spend a large share of their income on food and grocery retailers.
Small retailers and Kirana stores, also known as provision stores, have shaped India's retail landscape
and serve as a foundation for the nation's retail sector. Major retail companies do not specialize in one
specific genre but engage in various retail categories from apparel and footwear to groceries, and
consumer electronics.

INTRODUCTION TO DMart

DMart is a renowned Indian retail chain that operates hypermarkets, supermarkets, and convenience
stores. Founded in 2002 by Radhakishan Damani, DMart has grown exponentially, with over 250 stores
across India. The company's mission is to provide customers with a wide range of products at everyday
low prices, while ensuring a convenient and enjoyable shopping experience.

DMart's business model is based on efficient supply chain management, minimizing advertising
expenses, and optimizing store operations. The company offers a wide range of products, including fresh
produce, groceries, personal care products, home and kitchen appliances, electronics, and fashion
apparel. DMart's private label offerings account for a significant portion of its sales, providing customers
with high-quality products at affordable prices.

In recent years. DMart has also ventured into the e-commerce space, launching its online platform to
cater to the growing demand for online shopping in India. This move allows DMart to reach a broader
customer base and enhance its competitiveness in the retail industry.

Since the time Radhakishan Damani was an investor, he liked the consumer-based business and was
seen investing in similar stocks to grow more. Therefore, Damani always had a strong affinity to start up
a business in the same sector. In the year 1999, when the retailing business was far from reality in India.
he decided to enter the ring of this market with a strong will to win.

He suddenly shocked everyone and left the stock market for about six years, and along with his Damodar
Mall, took a 5000 sqft land for the 'Apna Bazaar' franchisee in Nerul, Navi Mumbai, and soon, added
many more outlets. After two years, they finally set up D mart and took over Apna Bazaar which is their
brand.

The early days of their business were all about intensive learning for the market, majorly
understanding the customer's mindset and accordingly creating a store chain, improving billing systems
in India, gaining the confidence of vendors, etc. D mart has conservative but a fully profitable approach
that seems to be modeled after its founder and Damani is a notoriously media-shy personality and gives
no interviews.

D'amani used tactics that were unique to Indian retail. Most retail chains rented their businesses up
until that time, but DMart chose deliberately to complete its research and, for the most part, owned its
stores. which is why they have never closed a store since it launched.

1.2 IMPORTANCE OF THE STUDY

This study on DMart emphasizes its importance by exploring its successful retail business model, offering
valuable insights for entrepreneurs, researchers, and students interested in retail management. It
examines DMart's strategies to uncover the key factors behind its competitive advantage in the Indian
market. The findings also serve as a guide for retailers, manufacturers, and suppliers in making informed
business decisions. Additionally, the study contributes to retail literature by providing fresh insights and
perspectives on the Indian retail industry.

1.3 NEED FOR THE STUDY

This study highlights the need to explore the retail sector, a key contributor to India's GDP and economic
development, amidst growing competition and numerous market players. Despite its importance,
research on Indian retailers, particularly their business models and strategies, remains limited. DMart's
remarkable growth offers a compelling case study for researchers and practitioners, addressing the
existing gap in literature on retail management and providing deeper insights into successful retail
practices in India.

1.4 SCOPE OF THE STUDY

The scope of this study on DMart encompasses various dimensions. Geographically, it focuses on DMart's
operations in India, including its hypermarkets and convenience stores. Organizationally, it explores
DMart's business model, strategies, and practices, such as supply chain, inventory, and customer
relationship management. Functionally, the study examines key business areas like marketing,
operations, logistics, and human resources. Covering a time span of 10 years, it analyzes DMart's growth,
challenges, and developments during this period. Methodologically, the study adopts a mixed-methods
approach, combining qualitative and quantitative research techniques, including case studies, surveys,
and personal interactions with DMart management.

This study will not only help me as a student but also to know the current customer satisfaction,
preference and problems of the customer that they are facing today. This study will be effective for the
survey of the supermarket and as well as manufacturers. According to this study we can know about the
customer needs and wants taste and preferences that they are facing day today.

1.5 OBJECTIVES OF THE STUDY

1. To analyze DMart's business model, revenue streams and cost structure:

2. To examine DMart's operational strategies, practices, Supply chain management and inventory
management.

3. To identify the key factors contributing to DMart's critical success factor .

4. To evaluate DMart's marketing and customer relationship management strategies.

5. To provide recommendations for DMart's future growth and sustainability.

1.6 RESEARCH METHODOLOGY

1.6.1 Research Design

The project report is based on evolution of Dmart as a Successful supermarket chain in India and
customers satisfaction towards DMart .Both Primary and secondary data were used in the report.
Primary data was obtained from a questionnaire prepared with the questions regarding customer’s
experience with DMart ,While the secondary data was collected from various websites, blogs, books,
magazines.

1.6.2 Sample Design

The data in the report is analyzed based on a sample population by distributing questionnaire, a group
of persons. The research was carried out by selecting a sample of 192 people with homogenous
attributes. Random sampling method was used to collect the primary data.

1.6.3 Sources of Information

The information required for the study is both primary and secondary sources. So that study uses both
the primary and secondary data sources in accordance with importance.

Primary sources include questionnaire filled by 192 respondents from various areas

Secondary sources consist of various websites, blogs, articles, journals, magazines, books etc., which
provided the information.
1.7 LIMITATIONS OF THE STUDY

1. Geographical limitations: The study focused on DMart's operations in India, which may not be
representative of its global operations (if any).

2. Time constraints: The study was conducted within a limited timeframe, which may not have allowed
for an exhaustive analysis of DMart's business model and strategies.

3. Limited scope: The study focused on specific aspects of DMart's business, such as its operational
strategies and marketing practices, but did not examine other important areas, such as its financial
performance or human resources management.
CHAPTER – 2
LITERATURE REVIEW
1. DMart: Will it Regain its Leadership Position in the Indian Retail Industry? By
Deeksha Gupta and Rohit Kumar

The case study examines the evolving competitive landscape of India’s retail industry in 2021, focusing
on how Reliance Retail’s acquisition of Future Group disrupted the market and caused D-Mart to lose its
leadership position. Operated by Avenue Supermarts Ltd., D-Mart now faces intensified competition in
both offline and online retail spaces, requiring strategic adjustments to sustain its growth.

The study explores the challenges and strategic dilemmas faced by CEO Neville Noronha, who must
balance cost efficiency, expansion, and digital transformation while staying true to D-Mart’s core
strength—offering value-for-money products. Additionally, it delves into D-Mart’s market positioning,
aspirations, and competitive strengths, along with the potential obstacles in its quest to regain its
dominance. As the retail industry evolves, the case highlights how D-Mart can leverage its operational
efficiency, customer loyalty, and pricing strategies to compete effectively in a rapidly changing market.

2. Enhancing Organizational Efficiency and Security in Supermarkets: A Case Study

of DMart by
Bhargavi Badve, Khushi Gandhi, Ganesh S. Jadhav

The study focuses on D-Mart, a leading supermarket chain in India with 341 stores, analyzing the
challenges it faces due to high foot traffic, which affects organizational efficiency, security, and customer
satisfaction. Overcrowding leads to operational inefficiencies, increased theft risks, and customer
dissatisfaction, making it crucial for D-Mart to enhance store management.Using a mixed-methods
approach, the research combines qualitative observations and case studies with quantitative surveys to
identify key problem areas. Findings indicate that inefficient store layouts and inadequate security
measures contribute to these issues.
To address these challenges, the study suggests redesigning store layouts for smoother customer
movement and enhancing security systems to minimize theft risks. These improvements aim to boost
efficiency, enhance the shopping experience, and maintain D-Mart’s market competitiveness. The
research emphasizes the need for continuous adaptation and innovation in retail operations to sustain
customer loyalty and operational success.

3. DMart: driving growth in a changed business environment by

Swapna Pradhan, Smeeta Bhatkal

The paper focuses on the unique features of the DMart business model and the dynamics of the Indian
food and grocery market, particularly in the context of the challenges faced during the COVID-19
pandemic, which led to a significant revenue dip for DMart stores due to temporary closures and changes
in consumer behavior.
It outlines the efforts of Pegasus Consulting to evaluate business options for DMart's future growth,
emphasizing the importance of analyzing the company's financial health through financial ratios and
understanding the impact of business and operating strategies on financial statements.

4. Consumer Buying Behavior towards Supermarkets in Indore city by

Rupendra Singh Chouhan

The study focuses on consumer buying behavior towards supermarkets in Indore city, examining

how various social, economic, psychological, and demographic factors influence consumers'

choices when selecting and purchasing products from supermarkets. It highlights the rapid

growth of the Indian retail sector, particularly the rise of organized supermarkets like D-mart, Big
Bazaar, Reliance Fresh, and Metro, amidst a still significant unorganized retail market.

Key factors attracting consumers to supermarkets include increased disposable income, the

convenience of accessing a wide range of household products in one location, and the ability to
make payments using cards. The research aims to identify these influencing factors by

conducting a study in two specific supermarkets in Indore.

5. Similar yet Different: A Comparative Study of Profitability Performance of Indian

Retail Sector with a Special Reference to Big Bazaar and D Mart
Dharmendra S. Mistry, P. R. Vya

The review highlights the transformation of modern retail organizations, which are larger and offer a
wider variety of products than traditional stores. This shift has resulted in higher sales per unit space and
improved stock turnover, though net profit margins may sometimes be lower. It discusses various
financial performance metrics, such as annual revenue, profit, earnings per share, and price-earning
ratios, which provide insights into the overall health of retail businesses.

Additionally, the study emphasizes the importance of consumer satisfaction, innovative marketing
strategies, and product attributes in influencing financial performance. It compares Future Group (Big
Bazaar) and Avenue Supermarts (D-Mart) with global benchmarks like Walmart, analyzing their
operational models and alignment with international best practices.

The review also identifies challenges faced by organized retailers, including competition from
unorganized vendors, logistical hurdles, and government policies, all of which affect profitability. To
remain competitive, retailers must focus on value addition and optimizing store layouts to enhance
customer experience and drive sales. The review concludes that while retail performance has been
widely studied, a direct profitability comparison between Big Bazaar and D-Mart has been lacking, which
this paper aims to address
6. A Comprehensive Study on D-Mart Services: Understanding Consumer
Perceptions and Market Dynamics by
Ruksana Begum, A. Varalakshmi, Naseema Sultana, Nashra Fatima, Nausheen
Sultana, Nazim

The literature review examines D-Mart’s service quality and customer experience using a mixed-
methods approach, incorporating qualitative techniques such as in-depth interviews and focus group
discussions, alongside quantitative surveys. This approach helps analyze key factors like consumer
perceptions, satisfaction levels, loyalty, and the impact of pricing strategies on shopping behavior within
a competitive retail market.

The study highlights D-Mart’s strengths and areas for improvement, emphasizing the role of service
quality in driving customer retention and long-term loyalty. It explores how various service elements,
including pricing, store management, and customer engagement, influence consumer behavior and
impact D-Mart’s market positioning. Additionally, it aims to provide actionable insights for management,
helping refine service strategies to enhance customer satisfaction.

By examining these factors, the research contributes to a broader understanding of consumer behavior
in modern retail, reinforcing the importance of efficient service strategies and customer-centric
improvements to sustain competitive advantage in the evolving retail landscape.

7. "Contemporary Issues in Marketing and Finance: A Study on the Impact of D-

Mart on Small Grocery Retailers and Kirana Stores in Jaipur" by Aditi Khandelwal
and Tanisha Ramchandani
The study explores the expansion of the Indian retail market, with a focus on D-Mart’s influence and
business strategies. The Indian retail industry is projected to experience significant growth, but it also
faces challenges such as low productivity and increasing competition from both e-commerce platforms
and traditional retailers.

D-Mart has distinguished itself through a cost-effective business model and rapid expansion, allowing it
to achieve substantial market capitalization. The company’s primary revenue drivers include strategic
pricing, operational efficiency, and a carefully curated product selection, which cater to middle-income
consumers seeking affordability and value.

To maintain its competitive edge, D-Mart must continuously innovate and adapt to the evolving retail
landscape. As consumer preferences shift and digital retail gains momentum, the company needs to
refine its strategies while staying true to its low-cost, high-efficiency approach. The study highlights D-
Mart’s resilience and adaptability, reinforcing its role as a dominant player in India’s dynamic and
competitive retail sector

8. A STUDY ON ROLE OF RETAIL CHAIN IN INDIA: THE BUSINESS MODEL

OF D-MART by GALI SWETHA CHOWDARY, S. CHANDRA SEKHAR

The study examines the expansion of the Indian retail market, focusing on D-Mart’s business model and
strategies. While the Indian retail sector is poised for significant growth, it faces challenges such as low
productivity and increasing competition from both e-commerce platforms and traditional retailers.

D-Mart has established itself as a cost-effective and rapidly expanding retail chain, achieving substantial
market capitalization through its strategic pricing, operational efficiency, and curated product selection.
Its ability to maintain low costs while maximizing customer value has been a key driver of its success.

To sustain its market position, D-Mart must continuously adapt and innovate in response to evolving
consumer preferences and the competitive landscape. The study highlights the need for ongoing
strategic improvements to ensure continued growth and resilience in India’s dynamic retail industry,
reinforcing D-Mart’s role as a leader in cost-effective retail operations.

9. CONSUMER PREFERENCE AND SATISFACTION OF CUSTOMERS TOWARDS D-MART

by DR. A. SANDHYA RANI in February 2024
This study looks into the expansion of the Indian retail market, emphasizing the influence and strategies
of D-Mart. The Indian retail industry is expected to grow considerably, although it encounters obstacles
such as low productivity. D-Mart, recognized for its cost-effective model and swift growth, has reached
significant market capitalization. The main revenue sources for D-Mart are its strategic pricing,
operational efficiency, and tailored product selections. Competing with e-commerce and traditional
retailers, the company must consistently adapt and innovate in its methods.

10. The Study Of Customer Satisfaction With The Special Reference To Panvel D-
Mart by
A. K. Ghadge, A. K. Dixit, N. R. Madhavi

The study examines customer satisfaction at Panvel D-Mart, a leading supermarket chain in India, by
analyzing key factors such as product variety, pricing, store layout, staff behavior, and the overall
shopping experience. It employs a mixed-method approach, combining qualitative and quantitative
techniques to assess customer perceptions and identify the store’s strengths and areas for improvement.

The research aims to enhance customer satisfaction and loyalty by providing actionable
recommendations tailored to Panvel D-Mart. These insights can also be applied to the broader D-Mart
chain and the Indian retail sector, helping improve overall service quality and efficiency.

By understanding consumer preferences and shopping behavior, the study contributes to retail strategy
development, ensuring a better shopping experience and reinforcing D-Mart’s position in India’s
competitive supermarket industry. The findings underscore the importance of customer-centric
improvements to sustain growth and customer retention in an evolving retail market.
11. DMart: driving growth in a changed business environment
Swapna Pradhan, Smeeta Bhatkal

The article explores D-Mart’s business model and the evolving dynamics of India’s food and grocery
market, particularly in response to challenges posed by the COVID-19 pandemic. Temporary store
closures and shifts in consumer behavior led to a significant revenue decline, impacting the company’s
operations and financial performance.

To assess D-Mart’s future growth strategies, Pegasus Consulting conducted an evaluation focusing on
business options, financial health, and operational strategies. The study highlights the use of financial
ratios to analyze D-Mart’s performance and understand how business decisions influence financial
statements.

By examining the company’s resilience and adaptability, the research underscores the importance of
strategic planning and financial assessment in overcoming market disruptions. The findings provide
insights into how D-Mart can sustain growth and strengthen its market position amidst evolving retail
challenges.

12. “A Study of The Impact of Promotional Strategies Adopted by Big Bazaar & D-
Mart on Consumer with Reference to Nagpur City.” By Miss. Sanskruti Narendra
Bhongade in 2024

Miss Sanskruti Narendra Bhongade’s (2024) study, “A Study of The Impact of Promotional Strategies
Adopted by Big Bazaar & D-Mart on Consumers with Reference to Nagpur City,” examines the role of
promotional strategies in shaping consumer behavior. Key factors such as pricing strategies, promotional
events, and brand image significantly influence purchasing decisions. Retailers adopt promotional
techniques like discounts, sales promotions, and advertising campaigns to attract customers. Consumer
responses vary based on demographics such as age, income, and shopping preferences. D-Mart, known
for its value pricing and customer service, effectively utilizes these strategies to retain a strong customer
base. The research highlights how these promotional strategies impact consumers in Nagpur, providing
valuable insights for retailers to optimize their marketing efforts and enhance customer engagement in
a competitive retail environment.

13. CUSTOMER SATISFACTION TOWARDS THE SERVICES RENDERED BY

SUPERSTORE RETAILERS by Dr. Vinay deep Brar, Dr. Atul Kumar

Dr. Vinay Deep Brar and Dr. Atul Kumar’s (2017) study, “Customer Satisfaction Towards the Services
Rendered by Superstore Retailers,” emphasizes the critical role of retail services in shaping consumer
behavior and satisfaction. Modern retailers focus on enhancing customer service, aligning with Mahatma
Gandhi’s philosophy that customers are the core of any business. The study utilizes both primary data,
collected through structured questionnaires, and secondary data from books and journals. Research
suggests that providing high-quality services at affordable prices is essential for attracting and retaining
customers. Studies indicate a direct link between service quality and customer loyalty—greater service
offerings lead to higher customer retention. Satisfaction is measured using a rating scale from 1 to 5,
allowing for quantitative analysis. D Mart's emphasis on customer-centric services strengthens its
customer base, highlighting the importance of superior service in sustaining competitive advantage in
the retail sector. Additionally, customer expectations and service innovation play a key role in long-term
business success.

14. Customer Relationship Practices in Indian Supermarket by Dr. R Jeyalakshmi,

Mr. M. Gopinath, Ms. Ramya. A, Dr. Yogaraja Nannthagopan in 2020

Dr. R. Jeyalakshmi, Mr. M. Gopinath, Ms. Ramya A., and Dr. Yogaraja Nannthagopan’s (2020) study,
“Customer Relationship Practices in Indian Supermarket,” explores the significance of Customer
Relationship Management (CRM) in understanding consumer needs and behaviors. CRM plays a vital
role in strengthening the relationship between customers and retailers like D Mart, ultimately
contributing to business success. Retailers procure goods in bulk from manufacturers and sell them in
smaller quantities to consumers, ensuring accessibility and affordability. The research analyzes CRM
effectiveness in understanding customer preferences and enhancing their shopping experience. Studies
suggest that improvements such as additional billing counters, increased staff, better replacement
policies, and faster access to premium loyalty cards can significantly enhance CRM. Effective customer
relationship strategies foster brand loyalty and long-term engagement. By continuously refining CRM
practices, supermarkets can improve customer satisfaction, strengthen consumer trust, and maintain a
competitive edge in the retail industry.

15. Study on the Consumer Preference and Perception of Supermarket Chain - Case
of D mart by M. Guruprasad in November 2018

M. Guruprasad’s (2018) study, “Study on the Consumer Preference and Perception of Supermarket Chain
- Case of D Mart,” examines the rapid expansion of India’s retail industry and D Mart’s significant role
within this sector. Established in 2002, D Mart has grown to 163 stores across India, offering a diverse
range of products, including groceries, home utilities, skincare, clothing, and footwear. The study
highlights the importance of consumer preference and perception in driving the success of supermarket
chains. D Mart leverages past consumer shopping data to tailor its product offerings and improve
business operations in an increasingly competitive market. Additionally, D Mart enhances customer
convenience by accepting multiple payment methods, such as UPI, cards, and cash. Research indicates
that key factors behind D Mart’s success include competitive pricing, extensive product variety, and
strong service quality. These elements have positioned D Mart as a preferred choice among Indian
consumers. The findings emphasize that adapting to consumer preferences and maintaining high service
standards are crucial for sustained growth and customer loyalty in the retail industry.
CHAPTER – 3
COMPANY PROFILE
3.1 INTRODUCTION TO THE COMPANY

D-Mart is a chain of hypermarket and supermarkets in India started by R.K Dumani. It was founded on
15th may 2002. As on 11th July 2019, it had 186 across India in the states of Maharashtra, Andhra Pradesh,
Telangana, Gujarat, Chhattisgarh, Madhya Pradesh, Delhi, Rajasthan, Tamil Nadu, Uttar Pradesh,
Karnataka and Punjab. D-Mart is promoted by Avenue Supermarkets Ltd. The Company has its
headquarters in Mumbai.

D-Mart is a one-stop supermarket chain that aims to offer customers a wide range of basic home and
personal products under one roof. Each D-Mart store stocks home utility products – including food,
toiletries, beauty products, garments, kitchenware, bed and bath linen, home appliances and more –
available at competitive prices that our customers appreciate. Our core objective is to offer customers
good products at great value.

Avenue Supermarkets which run the retail chain D-mart had a spectacular debut on the stock exchanges
with its market value doubling in a single trade session. Some may say it is a result of the hype created
around the listing of the shares while some may give credit to the reputation of its Promoter Mr.
Radhakishna. However, if one tries to decipher the strong business underlying, it is not difficult to say
that D-Mart has not only outpaced its competitors during the last decade but it has also shown how a
retail chain is operated successfully in a consumer driven market like India.

The study deals with the buying behavior of the local consumers from D-Mart. Consumers have a positive
attitude towards D-Mart due to the numerous benefits it provides. It has almost all sorts of products
under one roof.
D-Mart has increased the variety of products a lot. It now provides a wide range of products than any
other mall. The most important objective behind its establishment is to provide good quality products
at best affordable value. And our study provides the feedback which shows they are successfully
achieving their core objective. Along with providing comfortable and convenient shopping experience to
people D-Mart has a simple and easy policy for return and exchange. They prefer to deal with this
manually in the particular branch. Thus, they don’t entertain the queries asked via email or any other
medium.

Apart from Maharashtra. D-Mart has its branches in Andhra Pradesh, Telangana, Gujarat, Madhya
Pradesh, Chhattisgarh, Rajasthan, Tamil Nadu, Karnataka, Uttar Pradesh and Punjab`s headquarters is
situated in Poway, Mumbai,

D-Mart executives informed that the smooth functioning possible due to the chain’s operating model.
This operating chain pays its supplies within 48 hours of delivery. It was found by keeping in mind
themiddle-income group people, but today people belonging from all income groups prefer to buy from
it. Our present study has shown people from high income group also shop from D-Mart. As of June 2019,
it had 191 stores across the country. The company aims to establish more branches in the near future to
address the growing needs of the Indian family.

Dolphin Mart Limited, founded in 1992 is engaged in Lifestyle Retail Marketing of imported rare
collectibles ranging from home decoration, art pieces, corporate gifts, furniture and furniture accessories
under two established premium brands namely D- Mart Exclusive and Wood mart Exclusive. A national
player in the premium luxury segment is dedicated to offering a range of aspiration and lifestyle
decorative handpicked from renowned world class brands across the world, with products from the
classic to the contemporary.
It is a challenge to handle fresh produce, says S Jagdish Krishnan, chief operating officer, retail and bakery
divisions, at Heritage Foods. -For, it goes through the farmer-broker- whole seller-retailer chain which
roughly takes a day. If we work along with farmers and process it quickly, we can sell it profitably. I
besides; it also has a 50-member team which procures 55 per cent of its fresh produce locally in the
areas where it operates.

It has one of the largest multiproduct, multi brand service center in the country, where 400 service staff
and 120 skilled technicians work, who provide after-sales, collection and delivery services to customers.
So, whenever a customer buys a big product like air-conditioner, its service center is informed about the
purchase which in turn calls the customer and says it will send technicians to install it. Its technicians get
in touch with customers and install it.
Trade Name: DMART
Company type: Public
Traded as
BSE: 540376
NSE: DMART
ISIN: INE192R01011
Industry: Retail
Founded: May 15, 2002; 22 years ago
Founder: Radhakishan Damani
Headquarters: Powai, Mumbai, Maharashtra, India
Number of stores: 387 stores (as of 31st December, 2024)
Area served: India
Key people: Radhakishan Damani (Chairman)
Ignatius Navil Noronha (CEO)
Revenue: Increases ₹49,533 crore (2024)
Operating income: Increases ₹4,106 crore (2024)
Net income: Increases ₹2,695 crore (2024)
Total assets: Increases ₹23,040 crore (2024)
Total equity: Increases ₹15,565 crore (2024)
Owner: Radhakishan Damani (74.65%)
Number of 13,971 permanent (2024)
Employees: 59,961 Contractual (2024)
Website: WWW.dmartindia.com
3.2 SWOT ANALYSIS OF D-MART

Strengths in the SWOT analysis of D mart:

Strengths are defined as what each business does best in its gamut of operations which can give it an
upper hand over its competitors. The following are the strengths of D-Mart:

• Focus on long-term: Damani, the founder of D Mart is an investor and thus the company has
been focused entirely on long-term gains. This has made the company maximize its returns
through a value is driven pricing strategy.
• Slow scaling up: D Mart started off on a very low key note and slowly took its time to move up
the ladder. This gave the company a better control and deeper understanding of its supply chain
and also helped they manage the bottom line better.
• People-centric management style: D Mart has a very good employee policy in place and is very
transparent in its employee relations. They also have a good relationship with vendors and
suppliers and the stakeholders are happy.
• Discount Policy: One factor that delineates D Mart from its competitor is its huge discount policy.
The retailer sells essential goods at a flat discount price which most competitors cannot match
and this helped them penetrate the market.
• Clear price-based differentiation: D Mart never followed the trends set by other competing retail
brands but believed in setting their own trends. They captured the market through a clear price-
based differentiation and priced their goods at significantly lower prices than competitors.

Weaknesses in the SWOT analysis of D mart

Weaknesses are used to refer to areas where the business or the brand needs improvement.
Some of the key weaknesses of D Mart are:

• Focus on certain places: Quite unlike their competitors, who are present everywhere, D

Mart has focused more on the Western States and has a very low presence in the South. This has
restricted them from gaining market prominence.

• Slow growth: D Mart has established almost 16 years ago much before the retail boom set a fire
in India. However, it has not been able to capture the market even as much as many of the later
entrants primarily because of its long-term focus
• Sustainability of low pricing: The Company has a zero-credit policy and thus vendor and suppliers
give them a much better price which is how the company is able to afford the low prices that the
competitors cannot imagine.

• No frills: D Mart follows a no-frills approach where the focus in to cut costs wherever possible.
Their facilities are basic and lack the frills of most upmarket retailers. The customer who come
here essentially look at the low prices of products on offer. So, thus the sustainability of this
differentiator is questionable.

Opportunities in the SWOT analysis of D mart

Opportunities refer to those avenues in the environment that surrounds the business on which it can
capitalize to increase its returns. Some of the opportunities include:

• Technology: Technology has a lot to offer to retailers in terms of in-store experiences and retailer
can use It, artificial intelligence to create value-adding services to their customers for which a
premium can be charged.
 • Personalization of services: Customers are looking for personalized services for which they are
willing to pay extra. Retailers should capitalize on this propensity to pay more and increase the
quality of their services.

Threats in the SWOT analysis of D mart

Threats are those factors in the environment which can be detrimental to the growth of the business.
Some of the threats include:

• Online retailers: People in cities especially are highly lethargic about leaving their homes and
prefer to shop online today. Companies like Amazon and Flipkart thus become major threats to
most retailers.
• Online Start-ups: The hottest trend in India is online start-ups. Many of them are aggregators
who bring together the supplier and the customer cost-effectively. These companies are the
emerging threats more so because many new brands are cropping up in the aggregation market
primarily because of lower barriers to entry.
3.3 4P’S OF D-MART

Product in the Marketing Mix of D-Mart

D-Mart is a one-stop outlet that offers a wide range of choice in home and personal products its
customers. It believes in mass commodities and therefore its products are available in different sizes and
colors. Apparels are displayed in a systematic manner in accordance with their size options.

Retail price, actual discount and offer price are displayed on the tags for the convenience of customers.
Area of the outlet is divided in accord with products as every product has a separate section from which
a customer can easily make a choice. Each D-Mart outlet has following products in its portfolio-

• Food items including vegetables, fruits, dairy products, frozen eatables

• Grocery items like flour, rice, dal, sugar, salt
• Apparels for kids, male and females
• Beauty products and personal care including soap, shampoo, cleanser, toner
• Kitchenware including crockery, utensils, plastic containers
• Toys and games for children
• Home appliances like iron, mixer grinder, grill toaster
• Bed and bath linen
• Luggage like trolley bags
• Footwear for everyone including children, men and women
• Daily essentials like biscuits
Place in the Marketing Mix of D-Mart

D-Mart has a reach in most of the important cities in India including Ahmadabad, Surat, Rajkot, and Bhuj
in Gujarat, Tirupati in Andhra Pradesh, Hyderabad in Telangana, and Bangalore in Karnataka, Mumbai
and Kolhapur in Maharashtra. It is able to provide its products through a network of one hundred and
ten stores and has its headquarters base in Mumbai, India. D-Mart has set up its stores at very strategic
points to gain maximum advantage from its locations because easy accessibility and proper
transportation facilities are very important for the survival of any outlet.

Exceptional service is not the vital factor for such outlets. They have reliable and trained employees to
help customers in hours of need but the consumers are generally self-sufficient and are likely to pick up
items from various shelves themselves in a walking trolley basket and take it to billing counter for
payment.

Price in the Marketing Mix of D-Mart

D-Mart is a departmental store and believes in levying an economic pricing policy for its products. The
company has taken a low-cost approach to target that group which is price sensitive. As mass
merchandise is its mantra it has kept prices at reasonable and economic rates so that a customer can
easily purchase it. D-Mart has adopted a simple strategy of garnering huge sales through affordable
prices and keeping price range within reach of customers is its top priority.

It offers a 5% of minimum discount on MRP at any given time on all items except fruits, grocery,
vegetables and medicines. D-Mart has also adopted a discount pricing policy and it periodically offers its
customers various incentives and lucrative discounts, especially during festival seasons. Customers at
such times buy in bulk quantities resulting in a huge volume of sales. This is the reason why such stores
are able to earn greater revenues.

Promotions in the Marketing Mix of D-Mart

D-Mart is one of the largest multi-brands in India and to maintain its position as one of the best, company
has adopted several promotional activities. It offers gift coupons to reward its employees and during
certain periods to boost its sales, coupons are also allotted to customers when they meet certain
standards of bulk purchase. Discounts are offered during festive seasons, for example, there was a 10%
off on prices of Cadbury products during Raksha Bandhan. D-Mart also creates brand awareness and
visibility through hoardings. Latest offers and schemes can be easily known through its promotional
activities that are published in newspapers.
3.4 PEST ANALYSIS OF D-MART

Pest analysis of FMCG sector in India is carried out on political, economical, social and technological
aspects. It is explained below:
(1). Political:

Tax exemption in sales and excise duty for small scale industries. Transportation and infrastructure
development in rural areas helps in distribution network. Restrictions in import policies. Help for
agricultural sector.

(ii). Economical:

The GDP rate of Indian economy is comparatively better. It is expected in future it would be better only
in comparison with other countries, Inflation rate is increasing across the world and India is also no
exception. The government and Reserve Bank of India both are trying to control the inflation rate with
the help of different measures. Increase in disposable income

Has taken place due to higher GDP rate. The per capita income is increasing so the customers are having
more income to spend for various reasons. Indian FMCG sector recorded 16% sales growth in last fiscal
year and it is expected it would further improve in the forthcoming years. The FMCG sector is a 4th largest
sector of Indian economy with market size of more than 60,000 crores. The Indian Territory is very large
and number of customers is also very high.

(iii). Social:

The Indian culture, social & life styles are changing drastically. The total population is nearly 115 crores
and population includes rich, poor, middle class, male, female, located in rural, urban and sub urban
areas, different level of education etc.
(iv). Technology:

Technology has been simplified and available in the industry. Where technology is not available then it
is brought from foreign countries to meet FMCG sector requirements.

Foreign players help in high technological development. With research and development facilities the
new technologies are developed alone or with the help of foreign players.
4.1 Data Analysis
This section presents the analysis of the relationship between consumers' monthly income (Q4) and their
amount spent per purchase (Q12) at DMart.

Variables:
• Independent Variable (Q4): Monthly income category.
• Dependent Variable (Q12): Amount spent per purchase.

Null and Alternative Hypotheses:

• H₀ (Null Hypothesis): Monthly income (Q4) has no significant impact on the amount spent per
purchase (Q12).
• H₁ (Alternative Hypothesis): Monthly income (Q4) has a significant impact on the amount spent
per purchase (Q12).

To examine this relationship, a simple linear regression analysis was conducted.

Results:

Regression Statistics

Statistic Value
Multiple R 0.15011
R Square 0.02253
Adjusted R Square 0.01736
Standard Error 1.36348
Observations 191

Regression Coefficients

Predict Coefficie Standard Lower Upper Lower Upper

t-Stat P-Value
or nts Error 95% 95% 95.0% 95.0%
Interce 13.126 2.127E-
2.53776 0.19333 2.1564 2.91912 2.1564 2.919
pt 57 28
2.0873 0.0381
A4 0.23259 0.11143 0.01279 0.45238 0.0128 0.452
9 9
Table 1: Impact of Monthly Income on Spending at DMart

Regression Statistics
• Multiple R: 0.1501 → Indicates a weak positive correlation between income and spending.
• R Square: 0.0225 → Suggests that only 2.25% of the variance in spending is explained by income,
meaning other factors (e.g., shopping frequency, household size, promotions) also play a role.
• Adjusted R Square: 0.0174 → Adjusted for sample size; still very low, confirming a weak model
fit.
• Standard Error: 1.36 → Represents the average deviation of actual spending from predicted
values.
• Observations: 191 → Total sample size.

Regression Coefficients
• Intercept (2.54K) → When income = 0, the estimated amount spent is ₹2.54K.
• Income Coefficient (0.233K) → For every increase in income category, spending increases by ₹233
on average.
• P-value for Income (0.038) → Since p < 0.05, the relationship between income and spending is
statistically significant.
• Confidence Interval (95%): [₹12.79, ₹452.38] → Since the interval does not contain zero, the
effect of income is confirmed.

Interpretation
• The regression results suggest that income has a weak but statistically significant effect on
spending at DMart.
• While income does influence spending, it only explains 2.25% of the variation, meaning other
factors (such as shopping habits, household size, and discounts) also play a major role.
• Since the p-value is below 0.05, we reject the null hypothesis (H₀) and accept the alternative
hypothesis (H₁): Income does have a significant impact on spending at DMart.
• However, given the low R² value, this model alone is not a strong predictor of spending behavior,
and additional variables should be considered for better accuracy
4.2 DATA ANALYSIS

A Chi-Square test of independence was conducted to examine the association between Gender and how
often respondents visit D-Mart.

Variables:

• Independent Variable (Gender): Categorical variable with two levels: Male and Female.
• Dependent Variable (Q5 - Frequency of visiting D-Mart): Categorical variable with six levels
representing different visit frequencies.

Null and Alternative Hypotheses:

• H₀ (Null Hypothesis): There is no statistically significant association between Gender and
Frequency of visiting D-Mart (Q5). In other words, the frequency of visits to D-Mart is
independent of gender.
• H₁ (Alternative Hypothesis): There is a statistically significant association between Gender and
Frequency of visiting D-Mart (Q5). This means that visit frequency to D-Mart varies based on
gender.

Crosstabulation Table: Gender * Q5 Frequency of Visiting D-Mart

Q5 Frequency Female Male Total

1 (Least frequent) 7 0 7
2 27 8 35
3 31 52 83
4 20 37 57
5 3 3 6
6 (Most frequent) 1 3 4
Total 89 103 192
Chi-Square Test Results

Test Value df p-value (2-sided)

Pearson Chi-Square 27.825 5 < 0.001
Likelihood Ratio 31.141 5 < 0.001
N of Valid Cases 192

Note: 6 cells (50.0%) have expected counts less than 5, with a minimum expected count of 1.85. This
could impact the reliability of the results.

Interpretation of Results

1. Statistical Significance:
a. The Pearson Chi-Square value of 27.825, with a p-value less than 0.001, indicates a
statistically significant association between Gender and the frequency of visiting D-Mart.
b. Since the p-value is below the standard significance threshold (0.05), we reject the null
hypothesis (H₀) and conclude that there is a significant relationship between these
variables.
2. Observations from the Crosstabulation:
a. A higher proportion of males (52 out of 103) visit D-Mart at frequency level 3 compared
to females (31 out of 89).
b. Females have a relatively even spread across different visit frequencies, with a notable
proportion in category 2 (27 respondents).
c. Males show a higher concentration in category 3 and 4, indicating they visit D-Mart more
frequently than females on average.
d. Very few respondents from either gender visit D-Mart at the highest frequency levels (5
and 6).

3. Conclusion:
a. The analysis suggests that there is a gender-based difference in how frequently
individuals visit D-Mart.
b. Further investigation could explore the reasons behind this trend.

c. The presence of low expected counts in some categories suggests that aggregating

categories or increasing sample size might improve future analysis.

4.3 DATA ANALYSIS

An ANOVA test was conducted to examine the relationship between Q5 (How often do you visit D-Mart)
and Q11 (How satisfied are you with the product pricing at D-Mart).

Variables

• Independent Variable (Q5 - Frequency of Visiting D-Mart): A categorical variable representing six
different visit frequency levels.
• Dependent Variable (Q11 - Satisfaction with Product Pricing at D-Mart): A categorical variable
measuring customer satisfaction with product pricing at D-Mart.

Null and Alternative Hypotheses

• Null Hypothesis (H₀): There is no statistically significant relationship between the frequency of
visiting D-Mart (Q5) and satisfaction with product pricing (Q11).
• Alternative Hypothesis (H₁): There is a statistically significant relationship between the frequency
of visiting D-Mart (Q5) and satisfaction with product pricing (Q11).

ANOVA Results Summary

Source df SS MS F Significance F
Regression 1 8.371 8.371 9.593 0.002

Residual 189 164.927 0.873

Total 190 173.298

ANOVA Analysis: Examining the Relationship Between Frequency of Visits to D-Mart and Satisfaction
with Product Pricing

Interpretation of ANOVA Results

1. F-Statistic (9.593):
a. The F-value of 9.593 suggests that there is a notable variation in satisfaction with pricing
(Q11) that can be attributed to the frequency of visits (Q5).
2. Significance F (p-value = 0.0022):
a. Since p < 0.05, we reject the null hypothesis (H₀).
b. This confirms that there is a statistically significant relationship between visit frequency
(Q5) and satisfaction with product pricing (Q11).

3. Conclusion and Implications:

a. The results indicate that customers’ satisfaction with product pricing at D-Mart varies
based on how often they visit the store.
b. Frequent visitors may have greater price awareness and different expectations compared
to occasional shoppers.
c. Future research could explore whether higher frequency visitors find D-Mart’s pricing
more favorable or if they become more critical due to exposure to price fluctuations.
4.4 Data Analysis
This section presents the analysis of the relationship between Customer rating of product quality at DMart
(Q13) and their satisfaction with DMart’s services (Q17)

Variables:

• Independent Variable: Q13 - Customer rating of product quality at DMart (continuous variable).
• Dependent Variable: Q17 - Customer satisfaction with DMart’s services (continuous variable).

Hypotheses:

• Null Hypothesis (H₀): There is no significant relationship between customers' rating of product
quality at DMart and their satisfaction with the services provided.
• Alternative Hypothesis (H₁): There is a significant relationship between customers' rating of
product quality at DMart and their satisfaction with the services provided.

Regression Statistics

Regression Statistics Values

Multiple R 0.4307
R Square 0.1855
Adjusted R Square 0.1812
Standard Error 0.8018
Observations 191

Regression Coefficients

t- P- Upper
Coefficients Standard Error Lower 95%
Statistic Value 95%
12.57
Intercept 3.1571 0.2510 9.32E-27 2.6620
86
 -
Product Quality Rating (Q13) -0.4429 0.0675 6.561 4.99E-10 -0.5760
0

Table 1: Impact of Product quality on Customer satisfaction at DMart

Interpretation:

1. Relationship Between Product Quality Ratings and Service Satisfaction:

a. The negative coefficient (-0.4429) for product quality ratings indicates an inverse
relationship between how customers rate product quality and their satisfaction with
DMart’s services.
b. This suggests that as customers give higher ratings to product quality, their satisfaction
with DMart's services tends to be lower.
2. Significance of the Relationship:
a. The p-value (4.99E-10) is well below the standard threshold of 0.05, confirming that the
relationship between product quality rating and service satisfaction is statistically
significant.
b. The R-Square value (0.1855) suggests that approximately 18.55% of the variance in
customer satisfaction with services can be explained by their rating of product quality.
3. Confidence Intervals:
a. The 95% confidence interval for the coefficient of product quality rating ranges from -
0.5760 to -0.3097, indicating a consistent negative impact.

Conclusion and Implications:

The results indicate a significant yet negative relationship between customers’ ratings of product quality
and their satisfaction with DMart’s services. This counterintuitive finding may suggest that customers
who perceive the product quality as high may have greater service expectations, leading to lower
satisfaction if those expectations are not met.

Future research could explore whether specific aspects of service (e.g., checkout experience, staff
behavior, store ambiance) contribute to this trend, helping DMart refine its service strategy to meet
customer expectations better.
4.5 DATA ANALYSIS

A one-way ANOVA test was conducted to examine the relationship between the reason for preferring
shopping at DMart (Q9) and satisfaction with product pricing at DMart (Q11).

Variables

• Independent Variable (Q9): Reason for preferring shopping at DMart (categorical variable).
• Dependent Variable (Q11): Satisfaction with product pricing at DMart (categorical variable).

Null and Alternative Hypotheses

• Null Hypothesis (H₀): There is no statistically significant association between the reason for
preferring shopping at DMart (Q9) and satisfaction with product pricing at DMart (Q11).
• Alternative Hypothesis (H₁): There is a statistically significant association between the reason for
preferring shopping at DMart (Q9) and satisfaction with product pricing at DMart (Q11).
ANOVA Test Results

Source df SS MS F Significance F
Regression 1 2.1646 2.1646 8.2786 0.00447

Residual 189 49.4166 0.2615

Total 190 51.5812

ANOVA Analysis: Examining the Relationship Between Reason for preferring shopping at DMart &
Satisfaction with product pricing at DMart .

Interpretation:

• The p-value (0.00447) is less than 0.05, indicating that we reject the null hypothesis.
• This means that there is a statistically significant relationship between the reason for preferring
shopping at DMart and satisfaction with product pricing.
• The F-statistic (8.2786) suggests a notable variation in satisfaction levels based on different
reasons for preferring DMart.
• The regression sum of squares (SS = 2.1646) indicates that a portion of the variation in satisfaction
is explained by the reason for preferring DMart.
• However, since the residual sum of squares (SS = 49.4166) is still substantial, other factors may
also contribute to satisfaction with pricing.

Conclusion and Implications:

The findings suggest that customers’ satisfaction with product pricing at D-Mart is significantly
influenced by their reasons for preferring to shop at the store.

Customers who prioritize affordability may perceive pricing differently compared to those who value
convenience or product variety.
Future research could further investigate whether price-conscious shoppers find D-Mart’s pricing more
favorable or if their expectations shift over time based on their shopping priorities
5.1 FINDINGS

Customer satisfaction play-vital role for developing and competitive in any business format. Retail
industry is fastest growing industry in India. We know that without customer no industry can develop
and survive. The customer satisfaction and service quality as direct relation. If the quality of service
improves customer satisfaction increase and vice versa. They are mentioned as follows:

• Most of the customers buy their requirement in D-mart or any other stores on daily basis. Customers
retailed that d-mart provides qualitative products and services with reasonable prices.

• At present d-mart provides different types of product assortments to the customers.

• D-mart mainly deals with middle income group people who want qualitative product at reasonable
cost.

• It seems that there is a vast growth of d-mart lying as customers demand is increasing for d-mart when
compared to other stores.

• D-mart is a hypermarket as it provides various kinds of goods like apparels, grocery, stationary, food
items, electronic items, leather items, watches, jewelry, crockery, decorative items, sport items,
chocolates and many more. It competes with all the specialty stores of different products which provide
goods at a discounted rate all through the year.
5.2 SUGGESTIONS

• D-mart should provide large parking space for its customers so that they can easily park their vehicles.

• The infrastructure is needed to be changed a bit during weekends as heavy crowd comes in to d-mart
during those days.

• D-mart should include more of branded products its product category so as to attract the brand choosy
people to come in to big bazaar.

• D-mart should keep offers in regular intervals so that there should not be a long-term gap, because
offer is the most influencing factor which is responsible for customer purchase decision

• They also concentrate on TV advertisement they should show ads and promotional offers in a regular
interval in languages like Hindi, English.

• Hoarding should be placed uncovered area.

5.3 CONCLUSION

The study on DMart highlights its strong market position, driven by cost-effective operations,
competitive pricing, and customer-centric strategies. As one of India's leading retail chains, DMart has
successfully built a loyal customer base by offering affordable, high-quality products. However, the
findings indicate areas where improvements can enhance long-term sustainability.

One key insight from the analysis is the relationship between shopping frequency and customer
satisfaction. Frequent visitors tend to have higher price awareness and expectations, making them more
critical of service inconsistencies. The ANOVA and regression analyses reveal that income levels have a
weak but statistically significant effect on spending, indicating that pricing strategies, promotions, and
shopping habits influence consumer behavior more than income alone.

Interestingly, the study also found a negative relationship between product quality ratings and service
satisfaction. Customers who rate product quality highly may have higher service expectations,
suggesting a need for better customer service to match expectations. Additionally, as e-commerce and
online grocery shopping grow, DMart must strengthen its digital presence to stay competitive.

In conclusion, DMart’s success lies in its affordability, operational efficiency, and understanding of
consumer needs. However, enhancing service quality, investing in digital retail, and refining promotional
strategies will be crucial for sustaining growth. Future research should explore emerging consumer
trends and the impact of online retail on supermarket chains to help DMart maintain its industry
leadership