INTRODUCTION OF THE STUDY

On the sports goods market, brands permanently seek new

means of conquest and strategic positioning in order to be
more competitive. For that purpose, they place innovation
more and more at the centre of their development. With the
Decathlon Group, it is interesting to see how a retailer decided
to take a way of “intrapreneurial” expansion consisting in
carrying out an upstream vertical integration through the
creation of independent and autonomous specialised brands
(“passion-brands”). This paper shows how the European
leader of the sports goods market set up, on the level of its
R&D, an innovation and innovating ideas management system
particularly powerful which distinguishes it from the
international sports brands. Through two recent examples of
innovation, we will see that this company has implemented a
dual management in order to create new sports goods, one
being part of a rational type process, and the other of a
turbulent type process. Consumer perception of a product or
service influences their behaviour. Usually, consumer
perception is used by marketers when designing a campaign
for a product or brand. In general psychological terms,
perception is the ability to make some kind of sense of reality
from the external sensory stimuli to which we are exposed.
Several factors can influence our perception, causing it to
change in certain ways. For example, repeated exposure to
one kind of stimuli can either make us oversensitive or
desensitized to it. Additionally, the amount of attention we
focus on something can cause a change in our perception of it.

STATEMENT OF THE PROBLEM

Retail industry is found to have continuous growth in the past
days due to the growing competition; a retail outlet needs to
undertake many steps to remain in the industry and being
profitable. One of such measures is that conducting a survey
is to understand the consumer preference.
It helps the service to identify the strengths and weaknesses of
the outlet from the customers’ perspective. This study aims to
reveal the consumer preference towards sports goods sold by
Decathlon.

OBJECTIVES OF THE STUDY

 Primary objective
 Primary objective of the study is to analyse the
consumers preference towards Decathlon products.
  Secondary objective
 To understand differences in consumers concern for
other sports brands in terms of quality.
 To identify the factors that influences customer in their
buying decision.
 To understand the experience of customer with the
products and brand.
 To study the customer experience with the store.

SCOPE OF THE STUDY

It helps the organization to understand the consumer
psychology on choosing the service so that services can be
easily positioned. It assesses the preference of choosing the
Decathlon products by the customers. This study helps us to
know the consumer preference towards Decathlon India Pvt
Ltd and other competing brands. It also helps to assess the real
opinion and mind set of consumers and aids to meet their
expectation in future that will increase the volume of sales. It
helps the organization to understand the efficiency of
competitors so that it can create the root for further
improvement. It identifies the usage level of the consumers so
that it helps the company to educate the customers towards the
product and services availability. So that it really creates an
impact on consumer preference towards the product and
service. Through this research the company can understand
the preference of consumers regarding Decathlon products;
this set of study will give us a clear result of the consumers
mind set towards the Decathlon products, price and the quality
of the products, if we will compare the se with other different
sports brands.

RESEARCH METHODOLOGY
Research is the process of systematic and in depth study or
search for any particular topic, subject or area of
investigation, backed by the collection, compilation,
presentation and interpretation of relevant details or data. It is
a careful search of inquiry into any subject or subject matter,
which is an endeavour to discover or find out valuable facts,
which would be useful for further application or utilization.
Research may involve a scientific study or experimentation
and result in discovery or invention, which would aid either
scientific development or decision-making.
Research comprising of defining and redefining problems,
formulating the hypothesis or suggested solutions, collections,
organizing and evaluating the data: making deduction,
reaching the conclusions, and at last carefully testing the
conclusions to determine whether the y will fit the
formulating hypothesis research is thus an original
contributing to the existing stock of knowledge making for its
advancements.
Marketing basically consist of spotting the needs of customers
and meeting the m in the best possible manner marketing
research play a key role in the process starting with the market
measurement, market research helps the firm in every
component of the total market task. It helps the firm to acquire
a better understanding of the consumer, the competition and
marketing environments. It is also aids in the formulation of
the marketing mix.
With the ever increasing of complexity of marketing and
business, activity-marketing research has also grown in
complexity. Today purpose of this information input is to
narrow decision-making perspective. Better decisions results
from better information inputs.

RESEARCH DESIGN
The study is descriptive in nature. A descriptive study is one
in which information is collected without changing the
environment. Sometimes the se are referred to as
“correlational” or “observational” studies. The Office of
Human Research Protections (OHRP) defines a descriptive
study as “Any study that is not truly experimental”. In human
research, a descriptive study can provide information about
the naturally occurring health status, behaviour, attitudes or
other characteristics of a particular group. Descriptive studies
are also conducted to demonstrate association or relationship
between things in the world around us.
The main objective of the studies are diagnose to the problem,
to specify accurately the characteristics, to determine the
frequencies of significant variables and find out whether
certain variables are associated. In this study the data
collected by questionnaire.

SAMPLING METHOD
The aggregate of all the units pertaining to a study is called
population or the universe. Population is the largest group to
be studied; a member of the population is an element. It is the
unit of study, a part of the population is known as a sample.
The process of drawing a sample from a larger population is
called sampling. The total number of respondents selected for
study is 120 customers from the store. The study was
undertaken by convenience sampling.
CONVENIENCE SAMPLING
Convenience sampling is a non-probability sampling. It means
selecting sampling units in a just hit and miss fashion,
example interviewing people whom you happen to meet.

SAMPLING SIZE
The sampling size of the customer has chosen for the study is
one hundred and twenty customers from small-scale
enterprises. That is 120 respondents were surveyed and
interviewed directly, keeping in mind the constraints.
Individuals consisting of both men and women of the study
were undertaken by convenience sampling.

SAMPLE DESIGN
It is basically encircles two major facts – what will be the type
and size of the samples. In this research, the sampling type is
convenience sampling which is a type of Non-probabilistic
sampling and the sample size is 120. The se samples/
customers will be selected from the Decathlon store itself to
fill the sets of questions in suitable ratio. Based on this testing,
final decision will be drawn.
DATA COLLECTION METHOD
This research is based on primary & secondary data.
Primary Data:
• A sample questionnaire survey based on convenience
sampling.
Secondary Data:
 Study of secondary data in reports, books and
technical articles.
 Information gathered during the course of
experimental interventions.
 Information from internet.

METHODOLOGICAL ASSUMPTIONS
For the purpose of the study following assumptions are made
 It has been assumed that the information given by
the respondent are authentic, bonfire and genuine.
 The source of the data is the basis, from which the
actual required information can be extracted.
 The sampling procedure adopted will help in
choosing an appropriate sample that truly represents
that actual population.
  It has also been assumed that interview
questionnaire is more suitable for collecting data for
the present day.

LIMITATION OF THE STUDY

 Limited time duration.
 Certain individuals took more time than required for
answering the questionnaire.
 The study was based on the assumption that the
respondent will always be faithful and correct,
which cannot be always right.
 The sample size cannot represent the features and
characteristics of the universe entirely.
 The survey was limited to Calicut store only.

INDUSTRY PROFILE

Introduction

The words 'sports goods' have become synonymous with the

passion that India has for sports. The sports goods industry in
India is nearly a century old and has flourished due to the
skills of its workforce. Being labour-intensive in nature, the
industry provides employment to more than 500,000 people.
The nucleus of this industry in India is in and around the
states of Punjab and Uttar Pradesh.

Jalandhar in the state of Punjab and Meerut in the state of

Uttar Pradesh account for nearly 75 per cent of total
production.

Together, the two towns house more than 3,000

manufacturing units and 130 exporters.

About 60 per cent of the sports goods manufactured in

Jalandhar consist of different kinds of inflatable balls.

The Indian sports goods industry also has a presence in the

cities of Mumbai, Kolkata and Chennai, albeit at a lower
scale.

Exports - A Momentous Growth

India's share of the global sports goods export market is

expected to grow manifold, with the country establishing the
credibility of its goods in the international market. Indian
sporting goods are well known around the world and have
made a mark in the global sports goods market. The industry
exports nearly 60 per cent of its total output to sports-loving
people the world over.
The sports goods market in India was valued at US$ 2 billion
in 2012-13. The market is growing as 35-40 per cent a year
and is expected to reach US$ 3.6 billion by 2015. The growth
is expected on account of increasing awareness about health
and fitness in the country.

India exported sports goods worth around US$ 256 million in

2013-14 as compared to US$ 214.95 million in 2012-13 and
registering a growth of about 19 per cent.

The major items to be exported during 2013-14 includes

inflatable balls, cricket bats general exercise equipment’s,
sports nets and protective equipment for cricket.

Retailing is one of the largest industries in India and one of

the biggest sources of employment in the country. In India
retail sales amount is to US$180 billion and account for 10-
11% of gross domestic product. The Indian retail market has
around 14 million outlets and has the largest retail outlet
possibilities in the world. The retail industry in India is largely
unorganized and predominantly consists of small,
independent, self-managed shops. However the retail sector in
India is witnessing a huge revamping exercise as the
traditional retailers are making way for new formats.
The se modern retail formats provide a wide variety of
products and services to customers and offer an ideal
shopping experience with an amalgamation of product,
entertainment and service all under a single roof. The
emerging retail formats that are considered in the present
study are.

Malls

Malls range from 60,000 sq.ft. To 7, 00,000 sq.ft, are the

largest form of organized retailing today. The se lend an ideal
shopping experience with an amalgamation of product,
service and entertainment; all under a common roof.

Convenience Stores

These are relatively small stores located near residential areas

and open for long hours for all seven days a week. The se
carry a limited line of high turnover convenience products and
fill an important consumer need. People are willing to pay for
the convenience.

Department Stores

Department Stores are another type of emerging formats and

the se carry several product lines- typically clothing, home
furnishings and house-hold goods- with each line operated as
a separate department managed by specialist buyers or
merchandisers.

Hypermarkets/Supermarkets

Hypermarkets and supermarkets are the latest formats located

in or near residential high streets. Hypermarkets carries a
product range varying from foods, home-ware, appliances,
furniture, sports, toys and clothing and supermarkets are large
self service outlets, catering to varied shopper needs and
mainly focus on food and grocery and personal sales.

Discount Stores

Consumers preferring to pay a low price can visit the discount

stores or factory outlets, which offer discounts on the MRP, as
the y sell in bulk and have higher economies of scale.

Specialty Stores

These stores especially cater to consumers who are looking

for assorted brands at one store for instance: apparel stores,
sporting goods stores, furniture stores and book stores are
some of the examples of specialty stores.
The modern Indian consumer is seeking more value in the
forms of consistent availability, improved quality, pleasant
shopping environment, financing options, trial rooms for
clothing products, return and exchange policies and
competitive pricing. This has created a rapid growing
opportunity for organized, modern retail formats to emerge in
recent years and grow at a fast pace.

 Rapid income growth: consumers have a greater ability

to spend,
 Increasing Urbanization: larger urban population that
value convenience, coupled with the higher propensity of
the urban consumers to spend,
 Growing young population: growth of the post-
liberalization maturing population, with the attitude and
willingness to spend and
 Spend now vs. save earlier: consumers are willing to

borrow for present consumption.

India has witnessed a fast pace of retail development over the

last few years. Customer taste and preferences are changing
leading to radical transformation in lifestyles and spending
patterns which in turn is giving rise to new business
opportunities. There is a change being observed in the
shopping pattern of customers, which has resulted in the
emergence of big retail chains in most metros; mini metros
and towns. India still faces alarming issues that pose a serious
hurdle to the growth opportunity that the retail industry
promises for the country’s economic progress. These issues
include: underdeveloped supply chain capabilities, inadequate
utilities, infrastructure, real estate, taxation challenges, and
limited consumer insight. These issues are somewhat
universally experienced by retailers in India and need to be
addressed to enable prosperity in this sector. In the changing
retail environment, understanding the psyche of customer is
critical to success in retailing. In India, there is a need to go in
for a study to identify the winning format suited to different
segments.

COMPETITOR ANALYSIS

Competitors of Decathlon Sports India Private Limited are:

All the Sports company in India especially the International

sports brands are the major competitors of Decathlon Sports
India Private Limited. Some of the m are:

 NIKE
 ADIDAS
 FILA
  PUMA
 REEBOK
 ASICS
 SKETCHERS
 WILDCRAFT
 SPORTEX

All the Sports company in India especially the International

sports brands are the major competitors of Decathlon Sports
India Private Limited. Some of them are:

 NIKE
Nike, Inc. is an American multinational corporation that is
engaged in the design, development, manufacturing and
worldwide marketing and sales of footwear, apparel, equipment,
accessories and services. The company is headquartered near
Beaverton, Oregon, in the Portland metropolitan area. It is one
of the world's largest suppliers of athletic shoes and apparel and
a major manufacturer of sports equipment, with revenue in
excess of US$24.1 billion in its fiscal year 2012 (ending May
31, 2012). As of 2012, it employed more than 44,000 people
worldwide. In 2014 the brand alone was valued at $19 billion,
making it the most valuable brand among sports businesses.
The company was founded on January 25, 1964, as Blue Ribbon
Sports, by Bill Bower man and Phil Knight, and officially
became Nike, Inc. on May 30, 1971. The company takes its
name from Nike, the Greek goddess of victory. Nike markets its
products under its own brand, as well as Nike Golf, Nike Pro,
Nike+, Air Jordan, Nike Blazers, Air Force 1, Nike Dunk, Air
Max, Foamposite, Nike Skateboarding, and subsidiaries
including Brand Jordan, Hurley International and Converse.
Nike also owned Bauer Hockey (later renamed Nike Bauer)
 between 1995 and 2008, and previously owned Cole Haan and
Umbro. In addition to manufacturing sportswear and equipment,
the company operates retail stores under the Nike town name.
Nike sponsors many high-profile athletes and sports teams
around the world, with the highly recognized trademarks of
"Just Do It" and the Swoosh logo.
 ADIDAS
Adidas AG (German pronunciation: [ˈaides] is a German
multinational corporation that designs and manufactures sports
shoes, clothing and accessories. The company is based in
Herzogenaurach, Bavaria, Germany. It is the holding company
for the Adidas Group, which consists of the Reebok sportswear
company, Taylor Made-Adidas Golf Company (including
Ashworth), Rockport, and 9.1% of FC Bayern Munich. Besides
sports footwear, Adidas also produces other products such as
bags, shirts, watches, eyewear and other sports and clothing-
related goods. Adidas is the largest sportswear manufacturer in
Europe and the second biggest in the world, after Nike. The
company's clothing and shoe designs typically feature three
parallel bars, and the same motif is incorporated into Adidas's
current official logo] The company revenue for 2012 was listed
at €14.88 billion.
 FILA
Fila were founded in 1911 in Italy, and are one of the world's
largest sportswear manufacturing companies. Since a takeover
in 2007 by Fila Korea, Fila are now owned and operate from
South Korea. Headed by chairman and CEO Yoon-Soo Yoon,
Fila have offices in 11 countries worldwide.
 PUMA
Puma SE, branded as PUMA, is a major German multinational
company that designs and manufactures athletic and casual
footwear and clothing, headquartered in
HerzogenaurachBavaria. The company was formed in 1924 as
GebrüderDasslerSchuhfabrik by Adolf and 32
Rudolf Dassler. The relationship between the two brothers
deteriorated until the
 two agreed to split in 1948, forming two separate entities Adidas
and Puma. Both companies are currently based in
Herzogenaurach, Germany. Puma makes football boots and has
sponsored a number of footballers, including Pelé, Eusébio,
Johan Cruyff, Diego Maradona, LotharMatthäus, Kenny
Dalglish, Thierry Henry, Robert Pirès, Adam Lallana,
RadamelFalcao, Sergio Agüero, CescFàbregas,SamuelEto'o,
Olivier Giroud, Marco Reus, Marco Verratti, Gianluigi Buffon,
Mario Balotelli and Diego Godín. Puma is the sponsor of the
Jamaican track athlete Usain Bolt. The first endorser for Asian
Region is Luhan, a Chinese actor and singer. In the United
States, the company is known for the suede basketball shoe it
introduced in 1968, which eventually bore the name of New
York Knicks basketball star Walt "Clyde" Frazier, and for its
endorsement partnership with Joe Namath. Following the split
from his brother, Rudolf Dassler originally registered the new-
established company as Ruda, but later changed the name to
Puma. Puma's earliest logo consisted of a square and beast
jumping through a D, which was registered, along with the
company's name, in 1948. Puma's shoe and clothing designs
feature the Puma logo and the distinctive "Form strip”. The
company offers lines of shoes and sports clothing designed by
LamineKouyate, Amy Garbers, and others. Since 1996 Puma
has intensified its activities in the United States. Puma owns
25% of American brand sports clothing maker Logo Athletic,
which is licensed by American professional basketball and
association football leagues.
Since 2007 Puma has been part of French group Kering
(formerly known as Pinault-Printemps-Redoute or PPR).Puma
also manufactures other products such as clothes and bags. Most
of them have a tag that includes a fingertip design and phrases
like 'Always be you' and 'Wash this when dirty'.
 REEBOK
 Reebok International Ltd. is an athletic footwear and apparel
company. Reebok produces and distributes fitness and sports
items including shoes, workout clothing and accessories, and
training equipment. Reebok is the official footwear and apparel
sponsor for UFC, Cross Fit, Spartan Race, and Les Mills. The
company was founded in 1895 as J.W. Foster and Sons in
Bolton, Lancashire, England. It was later renamed Reebok and
has been operating as a
 subsidiary of Adidas since 2005.[6] The global headquarters are
located in Canton, Massachusetts, U.S. with regional offices in
Amsterdam (EMEA), Montreal (Canada), Hong Kong (Asia
Pacific) and Mexico City (Central and South America).
 KITBAG

 Kitbag Limited has the exclusive rights to operate the official

online stores of Manchester United, Chelsea, Real Madrid,
Barcelona, Everton, Celtic, Sunderland, Manchester City,
Nottingham Forest, Borussia Dortmund, Football
Association/England team, British Lions (rugby), RFU (rugby),
Le Tour, Wimbledon, Roland Garros, NBA, NFL, Open Tour
and European Golf Store.[citation needed] Kitbag runs several
retail stores. In addition to these online and retail stores, Kitbag
runs the online and offline direct mailings/catalogues, call centre
operations, and pick pack and dispatch parcel distribution and
warehousing for sports companies. It has also had experience in
running the official internet retail sites for other partners, such
as Nike, Reebok, Umbro, FIFA and UEFA through merchandise
agreements. Kitbag Ltd runs its own online sports store,[3] with
over 10,000 sports products. The site is a licensed reseller of
football shirts,[4] football boots [5] and other sports apparel and
equipment.
 EARLY WINTER

 Early Winters, Ltd. of Seattle, Washington, USA was founded

in 1972 by William S. Nicolai, who formed the company after
creating a tent called the Omnipotent. Early Winters was the
first company to create and sell a consumer product made with
Gore-Tex laminates produced by W.L. Gore & Associates in
Elkton, Maryland. The first product made with Gore-Tex fabric
debuted in 1976 and was a streamlined, two-person tent called
The Light Dimension. The tent was createdby Nicolai and
William H. Edwards and was marketed by Ron Zimmerman.
 In 1975, Gore salesman Joe Tanner introduced Early Winters to
the fabric product, which at that time was still without a name.
Over a two-year period, Tanner had made numerous sales calls
and had been turned down by companies 19
  such as REI, Eddie Bauer, and The North Face. Early winters were the
first company to realize the significance of Gore-Tex fabrics for outdoor
applications. In fact, the timing of Tanner's visit was fortuitous since
Early Winters had a lightweight, single-walled tent design for which they
were seeking a waterproof and breathable fabric solution.
 JD SPORTS

 JD Sports Fashion plc, more commonly known as just JD (stylized as

jD[2]), is a sports-fashion retail company based in Bury, Greater
Manchester, England with shops throughout the United Kingdom, and
now has 25 stores in Ireland, after taking over Irish sports retailer
Champion Sports, in January 2011.Since October 1996, it has been listed
on the London Stock Exchange, and is a constituent of the FTSE 250
Index. JD Sports Fashion Plc is also a subsidiary of the Pentland Group.

COMPANY PROFILE

FOUNDER
Decathlon started with a store in Lille, France in 1976,
founded by Michel Leclercq.

HISTORY OF THE COMPANY

Decathlon is one of the world's largest sporting goods
retailers. It started to expand abroad a decade later, to
Germany in 1986, Spain in 1992, Italy in 1998, Portugal, the
United Kingdom in 1999, China in 2003, India in 2009 and
Southeast Asia in 2012. Today, there are more than 850 stores
in 22 countries. The company employs more than 60,000 staff
from 80 different nationalities.
The retailer stocks a wide range of sporting goods, from
tennis rackets to advanced scuba diving equipment, usually in
large superstores which are sized at an average of 4,000m².
Decathlon Group also owns 20 brands, with development
facilities all over France to develop the latest innovative
designs, registering up to 40 patents per year. Each brand
represents a different sport or group of sports, with a
dedicated product development and design team.
In India, Decathlon products can be bought directly through
their stores subsequent to change in India's FDI policy and
approval for Decathlon in February 2013. In addition to this,
Decathlon products are also available online through their
online resellers.
In 2009, Decathlon's sector rivals, Go Sport (fr) and Sport
2000, joined forces to set up a common purchasing centre in
Switzerland, intended to "pressurize most of the major
international suppliers”, according to François Neukirsh,
Managing
Director of Go Sport, in the newspaper Les Échos. Otherwise,
the company does not have significant competition due to
their specific target audience in mass-market retail. Its success
has greatly contributed to the decline of selling prices in
France, while the innovation of its own brands has caused
great difficulties for other traditional manufacturers. 2008 was
a record year for the company as the brand Decathlon had
beaten all its competitors on three key points: margin, market
share, and highest turnover per square meter of retail space. It
is arguably the third at a global level. A 2008 survey of 774
catchment areas at the request of the Ministry of Economy
and Finance shows that "for sporting goods, Decathlon is
dominant in 92.8% of zones". This dominant position has the
effect of marginalizing its commercial competitors, including
independent retailers.
Decathlon has now become a designer of brands that controls
its own distribution. This is what differentiates from the sports
section of Wal-Mart or sports unlimited. When its lowest
price products are labeled as best price technical „products,to
remind us that the ethics of spots forbid sacrificing everything
for money; there is a threshold below which a football is no
longer a genuine football in terms of quality and security other
might sell in anyway, in order to maintain the image of always
having the lowest price, but not Decathlon. This process
which transformed the store into a brand may also be
illustrative by gap. The decathlon ideal is the same as gaps to
reduce its main manufacture brand to 10 per cent of sales in
running department.
This is already the case in the camping department: all the
rucksacks sleeping bags and tents are private label products.
In order to succeed, decathlon needs to do much more than
buy and sell it needs to innovate, design, establish its own
production plans, and choose its own partners. This is why
decathlon is now the world’s fifth largest producer of spots
goods. Its business model is the integration of
design/production/distribution.
Decathlon began life 30 years ago as discount store. It sold all
branded products and only branded products, in all sports.
Today more than 55 per cent of its turnover is made on store
brands, although, in accordance with its company culture,
decathlon never speaks of store brand in sport. The sports
brand is built first internally. It is a true culture. Then it is
carried outward by those who are passionate about it.
Moreover, few stores take their own bands as seriously as
decathlon does. Decathlon shows how the organization must
be able to adapt to the brand, rather than the reverse. Finally
decathlon enact its brand policy worldwide which is all the
more challenging since decathlon dominates its original
market, France, by some distance, but is only just making its
debut in china, where its products are produced, and has
pulled out of the US .

PRODUCT LINES
The chain develops and sells its own brands. Each group of
activities has a separate brand
BRANDING: The chain develops and sells its own brands,
each group of activities has a separate brand name:

 APTONIA - Nutrition and health care

 ARTENGO - Racket sports
 B'TWIN - Cycling
 CAPERLAN - Fishing
 DOMYOS - Fitness, dance, martial arts and contact
sports
 FLX - Cricket
 FOUGANZA - Horse riding
 GEOLOGIC - Outdoor sports, archery, darts and
petanque
 GEONAUTE - Sports & Electronics
 INESIS - Golf
 KALENJI - Running
 KIPSTA - Team sports
 NABAIJI ¡V Swimming
 NEWFEEL - Walking
 OXELO - Roller, skate and ice sports
 QUECHUA - Mountain and outdoor sports
 ROCKRIDER - Mountain biking
  SIMOND - Mountaineering
 SOLOGNAC - Hunting
 TRIBORD - Water sports
 WED'ZE - Skiing, snowboarding
 MYSPORTEEZY - Event organization (birthday,
corporate day...)
 Decathlon has also developed brands for components
which provide technical support for the products of its
passion brands:
 EQUAREA - Clothing designed for the active removal of
sweat
 ESSENSOLE - Shoe soles and insoles
 NOVADRY - waterproof and breathable clothes
 OUTCHOC - Sport protection
 STRATERMIC - Warm and light clothes
 STRENFIT - Light and Robust Synthetic fabrics (non-
garment)
 SUPPORTIV - Support and compression

VISION STATEMENT

Make the pleasure and benefits of sport accessible to all.

MISSION STATEMENT

Decathlon is a French sports equipment and sportswear

company founded in 1976. We sell Sports products in more
than 1000+ stores in 18 countries around the world and
develop our own products with one goal in mind: make the
pleasure and benefits of sports accessible to all.
The way Decathlon makes the pleasure and benefits of sports
accessible to all is to produce ourselves and sell under one
roof high quality sporting products, with prices so low that a
maximum number of people can afford the m.

 To provide sports products and facilities with high

quality but low prices.
 At Decathlon we love sports, all sports and all those who
play and practice sports. We offer sports enthusiast¡¦s
products and solutions to each of their level, their
rhythms and their demands.
 We believe that the pleasure and benefits of sports
contribute to the good health balanced education, social
integration and sustainable development the world over.
In India it is our aim to do our best to help more and
more Indians play more by paying less for their sports
equipment.
DEPARTMENTS
 Production Department
 Operations Department
 Logistic Department
 Finance Department
 Human Resource Department
 IT Department

GLOBAL SCENARIO

 Lack of official data

  In most countries contribution of sports sector to GDP is
less than 5% strong inter linkages with other sectors like
tourism, audio-visual, etc. Multiplier effect
 Labour intensive sector, contributes significantly to
employment V 5% of EU (2% in UK)
 Size of global market: $284 bl. in 2008 growing at 4%
(before Slowdown)
 Global market driven by sports apparel 50% of total
demand
 US is largest market for sports products 1/3rd of global
market
 Asian market is currently less than 25%
 Major exporters: China, Hong Kong, France, Italy,
Germany, US
 Major importers: US, Japan, Germany, France, UK,
Italy.

INDIAN SCENARIO
 Constitute 2.7% of total retail market
 Organised retail market share 10%
 In total sports market, around 30% is organized
 Manufacturing growing at 10% -12%
 AT Kearney ranked India 1st among 30 emerging
markets for sports in 2009 Annual Spending on
Recreational Products and Services will grow at 8.9%
 Among largest sports goods manufacturers in Asia after
China and Japan
 Sports retailing underwent massive change since 1995
 Sports culture
 Consumers changing
 International sports
 Increasing private participation
 As India globalise, modernization will continue
 Key question is how can the country benefit from it?
 Allow 51% FDI in multi-brand retailing in sports and
other no sensitive sector
 Streamline regulations
 International Negotiating strategies should be consistent
 Since the core problems of large and small retailers are
same they should jointly push for the removal of these
barriers
 Retailers/manufacturers need to know that Indian market
is large but their customer base is small Customize
products Invest in supply chain Focus on systematic
 data/information collection Choose the right partner,
Associate with sports.

DECATHLON EXPANSION PLAN IN INDIA: 2016-2017

BUSINESS VOLUME

BUSINESS VOLUME AND TURNOVER

Turnover
International – 55.4%
France - 44.6%

Services provided in Decathlon Calicut

 Home delivery the sport goods.
 Cycle servicing and repairs of B-Twin sub labelled cycles
(no other cycles).
 Stringing of tennis, squash badminton Artengo sub labelled
rackets (no other rackets).
 Playground rental (Rs800/h on week days and RS 1000/h
on weekends and national holidays).

THEORETICAL FRAME WORK

All of us are customers. We purchase and consume the goods

and services of companies. These can be consumable goods,
durable goods, speciality goods or industrial goods. What we
buy, how we buy, where and when we buy, in how much
quantities we buy depends on our perception , self-concept,
social and cultural background and our age and family cycle,
attitudes, beliefs, values, motivation, personality, social class
and many other factors that are both internal and external to
us. While buying we also consider whether to buy or not to
buy and these consumer can barely meet this barest needs.

There are many factors, which influence buying decision of a

consumer which includes

 Price
 Value
 Quality
 Service quality
 Store environment

PRICE

 Price is the amount of money charged for a product or

service. Or price is the total amount that being exchange
by the customer to obtain a benefit of the product or
service owning.
 Price is the amount of money or goods needed to acquire
some combination of another goods and its companying
services. Price is the element of the marketing mix that
stable in certain period but at one moment the price
might be increase or decrease and price becomes as the
single element that revenue from the selling.
  Price is the quantity of payment or compensation given
by one party to another in return for goods or services..
 Price sometimes refers to the quantity of payment
requested by a seller of goods or services, rather than the
eventual payment amount. This requested amount is
often called the asking price or selling price, while the
actual payment may be called the transaction price or
traded price. Likewise, the bid price or buying price is
the quantity of payment offered by a buyer of goods or
services, although this meaning is more common in asset
or financial markets than in consumer markets.
 Price more generally as the ratio of the quantities of
goods that are exchanged for each other.

PRICE AND VALUE

 Price is commonly confused with the notion of cost of

production, as in paid a high cost for buying my new
plasma television¡¨; but technically these are different
concepts. Price is what a buyer pays to acquire products
from a seller. Cost of production concerns the sellers
investment in the product being exchanged with a buyer.
 For marketing organizations seeking to make a profit, the
hope is that price will exceed cost of production so that
the organization can see financial gain from the
transaction.
 Finally, while pricing is a topic central to a company's
profitability, pricing decisions are not limited to for-
profit companies. The behaviour of non-profit
organizations, such as charities, educational institutions
and industry trade groups, also involve setting prices. For
instance, charities seeking to raise money may set
different target levels for donations that reward donors
with increases in status, gifts or other benefits; likewise
educational and cultural non-profits often price seats for
events in theatres, auditoriums and stadiums.
Furthermore, while non-profit organizations may not
earn a "profit", by definition, it is the case that many non-
profits may desire to maximize net revenue-total revenue
less total cost-for various programs and activities, such
as selling seats to theatrical and cultural performances.

QUALITY

 Quality is a perceptual, conditional, and somewhat

subjective attribute and may be understood differently by
 different people. Consumers may focus on the
specification quality of a product/service, or how it
compares to competitors in the marketplace. Producers
might measure the conformance quality, or degree to
which the product/service was produced correctly.
 The common element of the business definitions is that
the quality of a product or service refers to the perception
of the degree to which the product or service meets the
customer's expectations. Quality has no specific meaning
unless related to a specific function and/or object.
 A combination of quantitative and qualitative
perspectives for which each person has his or her own
definition; examples of which include, "Meeting the
requirements and expectations in service or product that
were committed to" and "Pursuit of optimal solutions
contributing to confirmed successes, fulfilling
accountabilities".
 The characteristics of a product or service that bear on its
ability to satisfy stated or implied needs;
 A product or service free of deficiencies.
 Quality combines people power and process power.
 Conformance to requirement. The requirement may not
fully represent customer expectation.
 Concentrating on "the efficient production of the quality
that the market expects, ie: linked quality and
management: Costs go down and productivity goes up as
improvement of quality is accomplished by better
management of design, engineering, testing and by
improvement of processes.
 Quality in a product or service is not what the supplier
puts in. It is what the customer gets out and is willing to
pay for.
 One view of quality is that it is defined entirely by the
customer or end user, and is based upon that person's
evaluation of his or her entire customer experience. The
customer experience is defined as the aggregate of all the
interactions that customers have with the company's
products and services. For example, any time one buys a
product, one forms an impression based on how it was
sold, how it was delivered, how it performed, how well it
was supported etc.
 Quality has been defined as fitness for use, or the extent
to which a product successfully serves the purposes of
 consumers. Customer service is one of the organizational
processes which companies perform considering the
growing competition and for attracting entrepreneurial
opportunities for increasing profitability and better
access to the market and increasing the customer
satisfaction and loyalty level.

SERVICE QUALITY

 Service quality is an achievement in customer service. It

reflects at each service encounter. Customers form
service expectations from past experiences, word of
mouth and advertisement. In general, Customers
compare perceived service with expected service in
which if the former falls short of the latter the customers
are disappointed.
 The measurement of subjective aspects of customer
service depends on the conformity of the expected
benefit with the perceived result. This in turns depends
upon the customer's expectation in terms of service, they
might receive and the service provider's ability and talent
to present this expected service. Successful Companies
add benefits to their offering that not only satisfy the
 customers but also surprise and delight them. Delighting
customers is a matter of exceeding their expectations.
 Service quality can be related to service potential (for
example, worker's qualifications); service process (for
example, the quickness of service) and service result
(customer satisfaction
 Service quality is a comparison of expectations with
performance.
 Definitions of quality, the core interpretation of quality is
Customers expressed and implied requirements are met
fully
 Customer service is important one because it ends in
increasing product quality, gaining competitive
advantage, gaining profitable opportunities, and as a
result increasing sales and income
 A business with high service quality will meet customer
needs whilst remaining economically competitive.
Improved service quality may increase economic
competitiveness.
 This aim may be achieved by understanding and
improving operational processes; identifying problems
quickly and systematically; establishing valid and
 reliable service performance measures and measuring
customer satisfaction and other performance outcomes.

STORE ENVIRONMENT

 A stores environment can be defined as external source

to the person being studied, which can be measured
independently of the person.
 The environment is never natural, but includes cues,
messages, and suggestions to consumers
 Retailers are known to design store environments in a
manner that will enhance consumers positive feelings,
assuming this will lead to desired consumer¡¦s
behaviours, such as higher willingness to purchase or
longer stays.
 5 categories of store environment
 Outside of the store.
 General interior.
 Layout and design.
 Point of purchase and decoration.
 Human.
.
LITERATURE REVIEW

 Sheila J. Backman& John L. Crompton (2009)

The concept of loyalty is receiving increased attention from
recreation and park researchers. Previous investigations
have shown that, in general, participants exhibit low levels
of loyalty to recreation and park services, but little attention
has been given to identifying variables that could be useful
in predicting activity loyalty. Three measures of activity
loyalty (attitudinal, behavioural, and composite) were used
in this study to assess it. It was hypothesized that
participants who exhibited higher levels of loyalty would be
intrinsically motivated, perceive personal competency and
mastery as important, report high levels of involvement, be
less price. sensitive, have accrued a substantial number of
side bets, and participate in fewer other recreation activities
than those exhibiting lower levels of activity loyalty.
Results of the multiple regression analyses suggest that
behavioral, attitudinal, and composite measures of activity
loyalty capture three different dimensions of the
phenomenon.
 K Alexandris, (Aristotle University of Thessaloniki,
Thessalonica, Greece), S.Douka, (Aristotle University of
 Thessaloniki, Thessalonica, Greece), P. Papadopoulos,
(Aristotle University of Thessaloniki, Thessalonica,
Greece), A. Kaltsatou, (Aristotle University of
Thessaloniki, Thessalonica, Greece) (2008)
The exploratory factor analysis revealed eight brand
association factors: popularity, management, logo, escape,
vicarious achievement, nostalgia, pride and affect. In terms
of the relationships among brand associations, loyalty and
service quality, the regression analyses revealed that: five
of the eight brand associations (escape, nostalgia, pride,
logo, and affect) significantly contributed to the prediction
of loyalty, the service quality dimensions predicted
significant amount of variances in all the eight brand
associations.
 ErdenerKaynak, GulberkGultekin Salman and
EkremTatoglu(2007)
This study provides a conceptual framework linking brand
loyalty and brand associations in professional team sports.
The study is primarily inspired from Gladden and Funk
where they examined the link between brand associations
and loyalty in professional sports in USA, without
distinguishing between sports and clubs. Based on Aaker's
 general conceptualization of brand equity and Keller's
model on consumer-based brand equity, an integrative
conceptual framework is developed for identifying various
dimensions of brand associations that are predictive of
brand loyalty in professional sports.

 Hans H. Bauer, (Department of Business

Administration and Marketing II, University of
Mannheim, Mannheim, Germany), Nicola E. Sauer,
(Department of Business Administration and Marketing
II, University of Mannheim, Mannheim, Germany),
Philipp Schmitt, (University of Mannheim, Hirschberg,
Germany) (2005)
Results highlight the adequacy of a parsimonious brand
equity model in team sport (BETS) model and the
importance of the brand in team sport for economic
success.
 Gary Davies, (Manchester Business School, Manchester,
UK) (2008)
Satisfaction was predicted by agreeableness (supportive,
trustworthy); affinity by a combination of agreeableness
and (surprisingly) ruthlessness (aggressive, controlling);
 and perceived differentiation and loyalty by a combination
of both enterprise (exciting, daring) and chic (stylish,
prestigious). Competence (reliable, leading) was not
retained in any model.
 Dhruv Grewal (2014)
This article synthesizes recent advances in pricing and
promotions findings as they pertain to enhanced targeting,
new price and promotion models, and improved
effectiveness. A retail business model articulates how a
retailer creates value for its customers and appropriates
value from the markets. Innovations in retail business
models are increasingly critical for building sustainable
advantage in a marketplace defined by unrelenting change,
escalating customer expectations, and intense competition.
 Urvashi Gupta (2013)
This study was conducted for the purpose of understanding
the changes taking place in the minds of consumers towards
modern retail formats and traditional retailers. It was
observed that due to the changing demographics,
urbanization, and awareness due to electronic media
especially internet the customers have multiple options to
choose from modern retail outlets to neighbourhood shops.
 Majority of the consumers are visiting organized formats
for variety, easy availability, cleanliness with additional
facility of entertainment for children and convenient
parking facility and restaurant etc. In case of unorganized
outlets immediacy of the store, credit and bargaining
facility balance the tilt. Unlike higher age groups who
prefer to visit Kirana stores, the younger generation has
more inclination towards organized retail. Both organized
as well as unorganized retailers need to add value added
services to make the shopping experience more comfortable
and value oriented.
 Suman Yadav, Sadaf Siraj, Richa Arora (2012)
This paper highlights the research done in last two decades
on customer patronage behaviour in shopping mall and
identifies areas for future research with India as focus.
Organized retailing is changing the whole concept of
shopping in terms of consumer buying behaviour. Shopping
today is much more than just buying it is an experience
itself. The retailing business in India has witnessed huge
growth due to emergence of supermarkets as well as
centrally air-conditioned malls.
 The Indian consumer is changing rapidly. They now have a
choice of wide range of products, quality, variety and
prices. Consumer is now showing preference for shopping
malls, which enable the m to shop variety of products under
one roof. Kameshwar Mishra, Abhinav Kumar Shandilya-
The Study shows that people use to purchase their daily
needs in small quantities from the retailers whenever
required and the retailer keeps a stock on behalf of
consumers to meet the demand.

QUESTIONNAIRE

1. Age
 18-24
 25-34
 35-44
 45-54
 55 and above
2. Gender
 Male
 Female
 Other
3. Education
  Below graduate
 Graduate
 Above graduate
4. Occupation
 Student
 Employee
 Business
 Professional
5. How often do you practice sport?
 More or less a everyday
 1or 2 times a week
 2 or 3 times a month
 Less often
 I don’t practice any sport
6. Type of customers
 Beginner of sport-discovers new sport
 Intermediate user-practices a sport weekly
 Advanced user-practice a sport daily
 Consumer-uses a product for life style purpose
7. Which is your favourite sport?
 Fitness
 Badminton
  Cricket Skating and Scooters
 Cycling Hiking and Trekking
8. How did you hear about Decathlon?
 By passing near a decathlon store
 Friends/ Family
 Online Advertising/ Banners online
 Facebook/ Instagram/ Youtube
 Decathlon.in (Website)
9. In what other stores do you buy sports items from?
 Wildcraft
 Reebok
 Adidas
 Nike
 Puma
10. In what other websites do you buy sports items from?
 Amazon
 Flipkart
 Myntra
 Jabong
 None
11. Which is your preferable sports outlet?
 Decathlon
  Cosmos
 Peloton
 Others
12. On an average, how many times a year do you come to
this Decathlon store?
 First time
 2-5 times
 More than 5 times
13. How was your overall experience at decathlon store?
 Highly satisfied
 Satisfied
 Highly dissatisfied
 Dissatisfied
 Neutral
14. Does advice from sport leaders helps you in decision
making process?
 Very helpful
 Fairly helpful
 Slightly helpful
 No help at all
15. Does the products in the store can be located and found?
 Yes
  No
16. Do you think the product range at decathlon capture
customer attention?
 Yes
 Absolutely
 No
 Not at all
17. Compared to other sports store how would you rate the
competence of sports leaders at decathlon Calicut?
 Better
 The same
 Worse
 Don’t know
18. How do you define quality of products at decathlon
Calicut?
 Excellent
 Good
 Average
 Fair
 Poor
19. Do you think Decathlon is undertaking practical
measures with regard to sustainable development?
  Yes, definitely
 Yes, somewhat
 No, not at all
 Don’t know
20. Are you part of any sports community?
 On Facebook
 On Instagram
 On Whatsapp
 Offline (Sports club)
 I’m not a part of any sport Community
21. The main reason for choosing decathlon
 Price
 Quality
 Availability
 Service
 Discounts
22. Dissatisfaction towards decathlon store
 Long queue on cash counter
 Unavailability of the product
 Pricing
 Service/ Assistance
 Quality
23. How much do you rate the prices on a scale of 1 to 5 for
a particular product
 Not much
 Little
 Somewhat
 Much
 A lot
24. Where decathlon needs to improve
 Include more variety of products
 Stock management
 Pricing
 Other
25. Would you recommend Decathlon to a friend or family?
 Yes
 No
DATA ANALYSIS AND INTERPRETATION TABLE

Table showing age group of respondents

Age
Valid Cumulative
Frequency Percent Percent Percent
Valid 18-24 50 41.0 41.7 41.7
25-34 34 27.9 28.3 70.0
35-44 22 18.0 18.3 88.3
45-54 10 8.2 8.3 96.7
55 & 4 3.3 3.3 100.0
above
Total 120 98.4 100.0
Missing System 2 1.6

Total 122 100.0

Chart showing age group of respondents

Inference:

From the above table and chart shows that 41.7 % of the
customers are between 18-24 , 28.3% of the customers are

25-34, 18.3% are between 35-44, 8.3% are 45-54 and 3.3%
of the customers are above 55. It shows majority of Decathlon
customers are youngsters.
Table showing gender of respondents

Gender
Cumulative
Frequency Percent Valid Percent Percent
Valid Male 77 63.1 64.2 64.2
Female 43 35.2 35.8 100.0

Total 120 98.4 100.0

Missing System 2 1.6

Total 122 100.0

Chart showing gender of respondents

Inference:
From the above table and chart shows that 64.2% of the
customers are male and 35.8% of the customers are
female.

Table showing educational qualification of the

respondents

Education
Valid Cumulative
Frequency Percent Percent Percent
Valid Below 8 6.6 6.7 6.7
graduate

Graduate 82 67.2 68.3 75.0

Above 30 24.6 25.0 100.0
graduate

Total 120 98.4 100.0

Missing System 2 1.6

Total 122 100.0

Chart showing educational qualification of the
respondents

Inference:

From the above table and chart shows the Education of

the customers 68.3% of the customers are Graduate,
25 % of the customers are above graduate and 6.7% of
the customers are under Below Graduate
Table showing occupation of the respondents

Occupation
Cumulative
Frequency Percent Valid Percent Percent
Valid Student 5 4.1 4.2 4.2
Employee 70 57.4 58.3 62.5
Business 30 24.6 25.0 87.5
Professional 15 12.3 12.5 100.0

Total 120 98.4 100.0

Missing System 2 1.6

Total 122 100.0

Chart showing occupation of the respondents

Inference:

From the above table and chart shows that the 58.3% of the
customers are employees, 25 % of the customers have
business and 12.5% of the customers are professionals and
4.2% of the customers are students
Table showing customers response on practising sports

Practice Sports
Valid Cumulative
Frequency Percent Percent Percent
Valid More or less a 46 37.7 38.3 38.3
everyday
1or 2 times a week 35 28.7 29.2 67.5

2 or 3 times a month 28 23.0 23.3 90.8

Less often 8 6.6 6.7 97.5

I don’t practice any 3 2.5 2.5 100.0
sport
Total 120 98.4 100.0
Missing System 2 1.6

Total 122 100.0

Chart showing customers response on practising sports

Inference:

From the above table and chart shows that 38.3% practice
sports every day, 29.2 % practice sports 1 or 2 times a week,
23.3% practice 2 or 3 times a month, 6.7% practice sports less
often and 2.5% of the respondents are not part of any sports
community.
Table showing the type of customers

Type of Customers
Valid Cumulative
Frequency Percent Percent Percent
Valid Beginner of sport- 28 23.0 23.3 23.3
discovers new
Intermediate user- 46 37.7 38.3 61.7
practices a sport
weekly
Advanced user- 25 20.5 20.8 82.5
practice a sport daily

Consumer-uses a 21 17.2 17.5 100.0

product for life style
purpose
Total 120 98.4 100.0
Missing System 2 1.6

Total 122 100.0

Chart showing the type of customers

Inference
The above table and chart shows that 38.3% of the
respondents are intermediate sports users, 23.3% are
beginners, 20.8% are advanced users and remaining 17.5% of
them uses a product for a life style purpose.
Table showing customers response on favorite sport

Favourite sport
Valid Cumulative
Frequency Percent Percent Percent
Valid Fitness 32 26.2 26.7 26.7
Badminton 22 18.0 18.3 45.0
Cricket 25 20.5 20.8 65.8
Skating and 8 6.6 6.7 72.5
scooters
Cycling 18 14.8 15.0 87.5
Hiking and 15 12.3 12.5 100.0
Trekking
Total 120 98.4 100.0
Missing System 2 1.6

Total 122 100.0

Chart showing customers response on favorite sport

Inference
The above table and graph shows that 26.7% of the
respondents are interested in fitness related activities, 20.8%
are interested in cricket, 18.3% are into badminton, 15% are
interested in cycling, 12.5 % are into hiking and trekking and
remaining 6.7% are interested in skating and scooters.
Table showing how customers came to know about
decathlon

Hear about decathlon

Valid Cumulative
Frequency Percent Percent Percent
Valid By passing near a 38 31.1 31.7 31.7
decathlon store
Friends/Family 52 42.6 43.3 75.0
Online 12 9.8 10.0 85.0
Advertising/Banners
online
Facebook/Instagra 14 11.5 11.7 96.7
m/You tube
Decathlon.in(Websit 4 3.3 3.3 100.0
e)
Total 120 98.4 100.0
Missing System 2 1.6
Total 122 100.0
Chart showing how customers came to know about
decathlon

Inference
The above table and graph shows that 43.3% of the
respondents came to know about decathlon through
friends/family, 31.7 % of the people hear by passing through,
11.7% became aware through social media, 10% through
online advertising and the rest 3.3 % hear about decathlon
through their online portal decathlon.in.
Table showing customers preferential sports stores other
than decathlon

Other Stores
Cumulative
Frequency Percent Valid Percent Percent
Valid Wildcraft 18 14.8 15.0 15.0
Reebok 38 31.1 31.7 46.7
Adidas 32 26.2 26.7 73.3
Nike 30 24.6 25.0 98.3
Puma 2 1.6 1.7 100.0
Total 120 98.4 100.0
Missing System 2 1.6
Total 122 100.0
Chart showing customers preferential sports stores other
than decathlon

Inference
The above table and chart shows 31.7% of the respondents
prefer Reebok, 26.7% have a liking towards Addidas, 25%
prefer Nike, 15% of the respondents like wildcraft and
remaining 1.7% prefer Puma. This data is based on goods
except decathlon make.
Table showing websites customers purchase sports items
from

Other Websites
Valid Cumulative
Frequency Percent Percent Percent
Valid Amazon 42 34.4 35.0 35.0
Flipkart 38 31.1 31.7 66.7
Myntra 12 9.8 10.0 76.7
Jabong 26 21.3 21.7 98.3
None 2 1.6 1.7 100.0
Total 120 98.4 100.0
Missing System 2 1.6
Total 122 100.0
Chart showing websites customers purchase sports items
from

Inference
The above table and graph shows 35% of the respondents
purchase through Amazon, 31.7 % through Flipkart, 21.7%
through Jabong, 10% through Myntra.
Table showing customers preferential sports outlet

Sport Outlet
Valid Cumulative
Frequency Percent Percent Percent
Valid Decathlon 46 37.7 38.3 38.3
Cosmos 30 24.6 25.0 63.3
Peloton 28 23.0 23.3 86.7
Others 16 13.1 13.3 100.0
Total 120 98.4 100.0
Missing System 2 1.6
Total 122 100.0

Chart showing customers preferential sports outlet

Inference
The above table and chart shows 38.3% of the respondents
prefer decathlon, 25% of them prefer Cosmos, 23.3% of the
respondents prefer Peloton and 13.3 % of the respondents
prefer other stores.

Table showing how often a customer visits a decathlon

store

Visit Decathlon Store in a Year

Valid Cumulative
Frequency Percent Percent Percent
Valid First time 2 1.6 1.7 1.7

2-5 times 82 67.2 68.3 70.0

More than 5 36 29.5 30.0 100.0

times

Total 120 98.4 100.0

Missing System 2 1.6

Total 122 100.0

Chart showing how often a customer visits a decathlon
store

Inference
The above table and graph shows 68.3% of the respondents
visits decathlon store 2-5 times annually, 30% of them visits
more than 5 times and 1.7% of the respondents visits the store
for the first time.
Table showing respondents overall experience at
decathlon store

Overall Experience

Valid Cumulative
Frequency Percent Percent Percent
Valid Highly 103 84.4 85.8 85.8
satisfied

Satisfied 9 7.4 7.5 93.3

Neutral 8 6.6 6.7 100.0

Total 120 98.4 100.0

Missing System 2 1.6

Total 122 100.0

Chart showing respondents overall experience at
decathlon store

Inference
The above table and graph show that 85.8% of the
respondents are highly satisfied with the overall store
experience, 7.5% of them are satisfied and 6.7% of the
respondents have a neutral opinion.
Table showing sport leaders advice in decision making
process

Advice from sports leaders

Valid Cumulative
Frequency Percent Percent Percent
Valid Very helpful 116 95.1 96.7 96.7

Fairly 4 3.3 3.3 100.0

helpful

Total 120 98.4 100.0

Missing System 2 1.6

Total 122 100.0

Chart showing sport leaders advice in decision making
process

Inference

Inference
The above table and graph shows 96.7% of the respondents
says the sports leaders are very helpful and 3.3 % of
respondents have a fair opinion.
Table showing whether the products can be easily located
and found

Product Location and Finding

Valid Cumulative
Frequency Percent Percent Percent
Valid Yes 115 94.3 95.8 95.8

No 5 4.1 4.2 100.0

Total 120 98.4 100.0

Missing System 2 1.6

Total 122 100.0

Chart showing whether the products can be easily located
and found

Inference
The above table and graph shows that 95.8% of the
respondents says the products can be easily located and found,
and 4.2% of the respondents could not find the products
easily.
Table showing the product range of decathlon captures
customer attention

Product Range Capturing Customer Attention

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 65 53.3 54.2 54.2

Absolutely 47 38.5 39.2 93.3

No 6 4.9 5.0 98.3

Not at all 2 1.6 1.7 100.0

Total 120 98.4 100.0

Missing System 2 1.6

Total 122 100.0

Chart showing the product range of decathlon captures
customer attention

Inference
The above table and graph shows that 54.2 % have responded
that the product range do capture customer attention, 39.2% of
them have a very positive response of product attention, and
5% of them have a negative opinion.
Table showing the competence of sports leaders

Competence of sports leaders

Cumulative
Frequency Percent Valid Percent Percent
Valid Better 112 91.8 93.3 93.3

The same 8 6.6 6.7 100.0

Total 120 98.4 100.0

Missing System 2 1.6

Total 122 100.0

Chart showing the competence of sports leaders

Inference
The above table and graph shows that 93.3% of the
respondents have a positive opinion on the competence of
sports leaders at decathlon store and 6.7% of the respondents
considers the sports leaders as the same when compared to
other stores.
Table showing the quality of products at decathlon

Quality of Products

Cumulative
Frequency Percent Valid Percent Percent
Valid Excellent 65 53.3 54.2 54.2

Good 39 32.0 32.5 86.7

Average 12 9.8 10.0 96.7

Fair 4 3.3 3.3 100.0

Total 120 98.4 100.0

Missing System 2 1.6

Total 122 100.0

Chart showing the quality of products at decathlon

Inference
The above table and chart shows that 54.2% of the
respondents have an excellent opinion on the quality of the
products, 32.5% of them have a good opinion, 10% of them
have an average opinion about the quality and 3.3% of them
have a fair opinion.
Table showing customers response on whether decathlon
is contributing to sustainable development

Sustainable Development

Valid Cumulative
Frequency Percent Percent Percent
Valid Yes, definitely 66 54.1 55.0 55.0

Yes, somewhat 32 26.2 26.7 81.7

Don’t know 22 18.0 18.3 100.0

Total 120 98.4 100.0

Missing System 2 1.6

Total 122 100.0

Chart showing customers response on whether decathlon
is contributing to sustainable development

Inference

The above table and graph shows that 55% of the respondents
believe that decathlon is contributing to sustainable
development, 26.7% of the respondents have a mixed opinion
and remaining 18.3% of the respondents don’t know about
their contribution.
Table showing customers response on being part of any
sports community

Sports Community

Valid Cumulative
Frequency Percent Percent Percent
Valid On Facebook 54 44.3 45.0 45.0

On Instagram 46 37.7 38.3 83.3

On Whatsapp 2 1.6 1.7 85.0

Offline (Sports club) 6 4.9 5.0 90.0

I’m not a part of any 12 9.8 10.0 100.0

sport Community

Total 120 98.4 100.0

Missing System 2 1.6

Total 122 100.0

Chart showing customers response on being part of any
sports community

Inference
The above table and graph shows that 45% of the respondents
are part of sports community on Facebook, 38.3% on
Instagram, 1.7% are part on Whatsapp, and 5% of them are
part of offline communities and remaining 10% of the
respondents are not part of any sports community.
Table showing customers reason for choosing decathlon

Choosing Decathlon

Valid Cumulative
Frequency Percent Percent Percent
Valid Price 9 7.4 7.5 7.5

Quality 54 44.3 45.0 52.5

Availability 14 11.5 11.7 64.2

Service 23 18.9 19.2 83.3

Discounts 20 16.4 16.7 100.0

Total 120 98.4 100.0

Missing System 2 1.6

Total 122 100.0

Chart showing customers reason for choosing decathlon

Inference
The above table and graph shows that 45% of the respondents
choose decathlon because of the quality of the products they
offer, 19.2% opt decathlon due to the service rendered by
them, 16.7 choose the store because of discounts, 11.7 choose
decathlon because of the availability of the products and 7.5%
of them choose decathlon because of the price factor.
Table showing customers dissatisfaction towards
decathlon store

Dissatisfaction

Valid Cumulative
Frequency Percent Percent Percent
Valid Long queue on cash 44 36.1 36.7 36.7
counter

Unavailability of the 27 22.1 22.5 59.2

product

Pricing 36 29.5 30.0 89.2

Service/Assistance 8 6.6 6.7 95.8

Quality 5 4.1 4.2 100.0

Total 120 98.4 100.0

Missing System 2 1.6

Total 122 100.0

Chart showing customers dissatisfaction towards

decathlon store
Inference
The above table and graph shows 36.7% of the respondents
have a dissatisfaction towards the store due to the long queue
on cash counter, 30% unlike because of the price factors,
22.5% dissatisfies due to the unavailability of products, and
4.2% have an issue on the quality of the products.
Table showing customers response on the pricing of the
product

Prices

Valid Cumulative
Frequency Percent Percent Percent
Valid Not much 22 18.0 18.3 18.3

Little 52 42.6 43.3 61.7

Somewhat 20 16.4 16.7 78.3

Much 22 18.0 18.3 96.7

A lot 4 3.3 3.3 100.0

Total 120 98.4 100.0

Missing System 2 1.6

Total 122 100.0

Chart showing customers response on the pricing of the
product

Inference
The above table and graph shows 43.3% of the respondents
have an opinion of decent pricing, 18.3% of them say its
reasonable, 18.3% of the respondents says the prices are high,
16.7% have a fair pricing opinion and 3.3% of the respondents
says the prices are too high.
Table showing where decathlon need to improve

Improvisation

Valid Cumulative
Frequency Percent Percent Percent
Valid Include more variety 64 52.5 53.3 53.3
of products

Stock management 36 29.5 30.0 83.3

Pricing 18 14.8 15.0 98.3

Other 2 1.6 1.7 100.0

Total 120 98.4 100.0

Missing System 2 1.6

Total 122 100.0

Chart showing where decathlon need to improve

Inference
The above table and chart shows that 53.3% of the
respondents have an opinion that decathlon should improve
more on product choices, 30% have a suggestion to improve
stock management, 15% responds to work on their pricing and
remaining 1.7% of the respondents have a different opinion.
Table showing whether customers recommend decathlon
stores to others
Recommend

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 120 98.4 100.0 100.0

Missing System 2 1.6

Total 122 100.0

Chart showing whether customers recommend decathlon

stores to others
Inference
The above table and graph shows that 100% of the
respondents would recommend decathlon to their friends and
family.

Testing of relationship between gender and overall

experience at decathlon store.
Set the hypothesis :
H0: There is no significant relationship between gender and
overall experience at decathlon store.
H1: There is a significant relationship between gender and
overall experience at decathlon store.

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
Gender: Overall 120 98.4% 2 1.6% 122 100.0%
Experience
 Gender: Overall Experience Cross Tabulation
Overall Experience

Highly
satisfied Satisfied Neutral Total
Gender Male Count 77 0 0 77

Expected 66.1 5.8 5.1 77.0

Count

Female Count 26 9 8 43

Expected 36.9 3.2 2.9 43.0

Count

Total Count 103 9 8 120

Expected 103.0 9.0 8.0 120.0

Count

Chi-Square Tests

Value df Asymptotic Significance (2-sided)

Pearson Chi-Square 35.466a 2 .000
Likelihood Ratio 40.202 2 .000
Linear-by-Linear 24.271 1 .000
Association
N of Valid Cases 120
a. 2 cells (33.3%) have expected count less than 5. The minimum
expected count is 2.87.
Interpretation

P < 0.05 (significant)

P = 0.000

So, that means the calculated value (0.000) is less than 0.05.
So we accept the alternative hypothesis (H1) that there There
is a significant relationship between gender and overall
experience at decathlon store.

Testing of relation between frequency of visit and the type

of customers
Set the hypothesis:
H0: There is no significant relation between frequency of visit
and type of customers
H1: There is a significant relationship between frequency of
visit and type of customers
One-way Anova
Descriptives

Type of customers
95% Confidence
Interval for Mean Minimum Maximum
Std. Std. Lower Upper
N Mean Deviation Error Bound Bound
First time 2 1.00 .000 .000 1.00 1.00 1 1

2-5 times 82 1.80 .637 .070 1.66 1.94 1 3

More than 5 36 3.58 .500 .083 3.41 3.75 3 4

times
Total 120 2.33 1.022 .093 2.14 2.51 1 4

Test of Homogeneity of Variances

Type of customers

Levene Statistic df1 df2 Sig.

2.549 2 117 .082
 ANOVA

Type of customers

Sum of Squares df Mean Square F Sig.

Between Groups 82.697 2 41.348 116.214 .000

Within Groups 41.628 117 .356

Total 124.325 119

Interpretation
P < = 0.05 (significant)
P = 0.000
So, that means the calculated value (0.000) is less than 0.05.
So, we accept alternative hypothesis (H1) that there is a
significant relation between frequency of visit and type of
customers.
Testing of relation between occupation and sports
community
Set the hypothesis:
H0: There is no significant relation between occupation and
sports community
H1: There is a significant relationship between occupation
and sports community
 Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
Occupation: 120 98.4% 2 1.6% 122 100.0%
Sports Community

Occupation: Sports community Cross Tabulation

Sports community Total
I’m not a
Offline: part of any
On On On Sports sport
Facebook Instagram Whatsapp club Community
Occupat Student Count 5 0 0 0 0 5
ion Expected 2.3 1.9 .1 .3 .5 5.0
Count
Employe Count 49 21 0 0 0 70
e Expected 31.5 26.8 1.2 3.5 7.0 70.0
Count
Business Count 0 25 2 3 0 30
Expected 13.5 11.5 .5 1.5 3.0 30.0
Count
Professio Count 0 0 0 3 12 15
nal Expected 6.8 5.8 .3 .8 1.5 15.0
Count
Total Count 54 46 2 6 12 120
Expected 54.0 46.0 2.0 6.0 12.0 120.0
Count
 Chi-Square Tests

Asymptotic
Value df Significance (2-sided)
Pearson Chi-Square 160.116a 12 .000
Likelihood Ratio 147.744 12 .000
Linear-by-Linear Association 88.654 1 .000

N of Valid Cases 120

a. 13 cells (65.0%) have expected count less than 5. The minimum expected count is .08.

So, that means the calculated value (0.000) is less than 0.05.
So, we accept alternative hypothesis (H1) that there is a
significant relation between occupation and sports
community.

FINDINGS
o Majority of decathlon customers are male contributing
64.2% and female 35.8%.
o Majority of the customers are in the age group of 18-24
o 38.3% customers practise sports everyday. 29.2%
practise sports on a weekly basis, 23.3% practise twice a
month and 6.7 customers practise sports less often.
o Most of the customers has chosen Decathlon store
because of providing good quality of products.
o Many of the customers come to know about Decathlon
products through word of mouth.
o Majority of the customers are interested in fitness
contributing 26.7%, 20.8% of them have interest in
cricket , 18.3% shows interest in badminton and 15%
like cycling and the remaining are interested in trekking.
o 43.3% came to know about decathlon store through
family members or friends.
o Many of the customers recommend the Decathlon
products to their friends, relatives and others
o 85.8% of the customers are highly satisfied with the
overall experience at the store.
o 96.7% of the customers have an opinion that the sports
leaders at the store are very helpful.
o 36.7% of the customers are dissatisfies due to long queue
on cash counter
o 43.3%customers are agree that price of Decathlon
products are below the market price
o Majority of the customers are very satisfied and agree
with the customer service provided by Decathlon
o There is a significant relation between gender and overall
experience at decathlon store.
 o There is a significant relationship between frequency of
visit and type of customers.
o There is a significant relationship between occupation
and sports community.

SUGGESTIONS
 The researcher suggests include more staffs for cash
counter to make the customer happy especially during
weekends.
 There should be no compromise in quality as the most
important influencing factor towards the brand is product
quality.
 As it was found that product quality, price, and service
quality are the crucial factors of brand acceptance so they
should focus more on these factors to retain their
acceptance among the Indian customers.
 The researcher would like to suggest adopting a suitable
pricing strategy to retain the consumer for a long time.
 The researcher suggests making available of more range
of the product demanded by the customers.
 As the competition in the sportswear market is increasing
day by day the brand should start promoting their brand
 through advertisements and also through conducting
promotional activities and sponsorship in major sports
events.
 The researcher suggests ensure proper stock management
for good business in coming days.

CONCLUSION
In their preparation to face fierce competitive pressure, Indian
retailers must come to recognize the value of building their
own stores as brands to reinforce their marketing Positioning,
to communicate quality as well as value for money.
Sustainable competitive advantage will be dependent on
translating core values combining products, image and
reputation into a coherent retail brand strategy. With the
generous use of Global and Local Experiences, Indian
retailers are going to improve their bottom lines with efficient
management of Supply Chain and Logistics. To retain them,
retailer has to adopt various brilliant strategies like
• Range of the products

• Quick purchase

• Pricing
• Quality

• Service assistance and personality of salesman and

executives

• Offer and compliments

From this study it is understood that Price and Product quality

are the most crucial factors that makes the customer to
purchase the products. Because Decathlon is a new company
to India, for getting good business company should ensure all
the customers are happy with the products and services
provided by Decathlon, quality is the reason why sport
professional love the Decathlon. At the same time, what more
hopeful for the Decathlon is that youngsters are getting very
much attracted to the Decathlon products now. This opens a
great market for the Decathlon. So Decathlon, one of the most
popular sportswear company in western countries can repeat
the history in India also by focusing on these factors.