ISSN

2321-5763 (Online)
0976-495X (Print)


Author(s): M. Vasudevan, V.M. Senthilkumar

Email(s): vasudevan30@gmail.com , vasudevan.m@christuniversity.in

DOI: 10.5958/2321-5763.2017.00085.3   

Address: M. Vasudevan, Dr. V.M. Senthilkumar
1Ph.D., Research Scholar, Research & Development Centre, in Management Studies, Bharathiar University Coimbatore and Assistant Professor of Institute of Management, Christ University, Bangalore
2Professor, Department of Humanities, Sri Shanmuga College of Engineering and Technology, Sankari
*Corresponding Author

Published In:   Volume - 8,      Issue - 3,     Year - 2017


ABSTRACT:
The sale of goods or commodities in small quantities for final consumption is retailing. Hypermarkets in India sell different types of essential commodities in addition to luxury items. These Hypermarkets are mainly located in tier I and tier II cities of India. Majority of the hypermarkets sell branded products produced by domestic and International companies. Hypermarkets of India offer products with varied price bands for each and every sections of urban society. Promotion stands for all the communications that a retailer may use in the marketplace. Promotion mix is composed of four distinct elements: Advertising, Sales Promotions, Word of mouth and Public Relations. The present research work examines the impact of promotional strategies employed by Hypermarkets in Bangalore. The survey was carried out in the selected hyper markets of Bangalore city. The primary data was collected from 400 customers of hyper markets. A properly structured questionnaire was used to collect data. Convenience sampling technique was used and data was analyzed by using statistical tools. The results showed that sales promotion has very high impact and other components of promotional mix like advertisements, public relations can be improved. This can be achieved by using an integrated marketing communications approach.


Cite this article:
M. Vasudevan, V.M. Senthilkumar. Impact of Promotional Strategies of Hypermarkets. Asian J. Management; 2017; 8(3):531-534. doi: 10.5958/2321-5763.2017.00085.3


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DOI: 10.5958/2321-5763 


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