REGIONAL COLLEGE OF PROFESSIONAL STUDIES & RESEARCH Affiliated to M.J.P Rohilkhand University, Bareilly Pilibhit Bypass, Bareilly (UP)
PROJECT ON
“MIRZA INTERNATIONAL PVT. LTD (RED TAPE)” TAPE)”
Session:2017-18
Submitted By: ISHA KASHYAP B.Com (Honours) IInd Year
REGIONAL COLLEGE OF PROFESSIONAL STUDIES & RESEARCH Affiliated to M.J.P Rohilkhand University, Bareilly Pilibhit Bypass, Bareilly (UP
CERTIFICATE THIS IS TO CERTIFY THAT THE PROJECT TITLED
“MIRZA INTERNATIONAL PVT. LTD (RED TAPE)” TAPE)” HAS BEEN PREPARED BY
ISHA KASHYAP AS PER REQUIREMENT OF CURRICULUM OF B.COM. (HONOURS)- II Year. THIS WORK IS AS PER GUIDELINES LAID OUT FOR THE SAME AND IS WORTHY OF APPROVAL.
Date :
Signature of Panel of Teacher
REGIONAL COLLEGE OF PROFESSIONAL STUDIES & RESEARCH Affiliated to M.J.P Rohilkhand University, Bareilly Pilibhit Bypass, Bareilly (UP
CERTIFICATE THIS IS TO CERTIFY THAT THE PROJECT TITLED
“MIRZA INTERNATIONAL PVT. LTD (RED TAPE)” TAPE)” HAS BEEN PREPARED BY
ISHA KASHYAP AS PER REQUIREMENT OF CURRICULUM OF B.COM. (HONOURS)- II Year. THIS WORK IS AS PER GUIDELINES LAID OUT FOR THE SAME AND IS WORTHY OF APPROVAL.
Date :
Signature of Panel of Teacher
REGIONAL COLLEGE OF PROFESSIONAL STUDIES & RESEARCH Affiliated to M.J.P Rohilkhand University, Bareilly Pilibhit Bypass, Bareilly (UP
ACKNOWLEDGEMENT I AM EXTREMELY THANKFUL TO ALL THOSE WHO HAVE HELPED ME IN COMPLETION OF MY PROJECT
“MIRZA INTERNATIONAL PVT. LTD (RED TAPE)” TAPE)” MY PROJECT WOULD NOT HAVE COMPLETED WITHOUT THE ENCOURAGEMENT, GUIDANCE AND MOTIVATION PROVIDED TO ME BY
Dr. Anjali Chaudhary & Dr. Priya Verma LASTLY, I WOULD THANK ALMIGHTY GOD FOR GIVING ME COURAGE, WILL AND INTELLIGENCE TO COMPLETE THIS WORK.
Signature of Student ISHA KASHYAP
CONTENT LIST CHAPTERS
Certificate
Acknowledgement
Content list
Main content
List of tables and figure
Abstract
Research Methodology
Limitations of projects
1. CHAPTER 1
Introduction of the company 2. CHAPTER 2
Organization structure 3. CHAPTER 3
Complete product range 4. CHAPTER 4
Plant locations 5. CHAPTER 5
Market share product wise
PAGE NO.
6. CHAPTER 6
Marketing strategies 7. CHAPTER 7
Competitors 8. CHAPTER 8
Data analysis 9. CHAPTER 9
Findings & Recommendations 10. CHAPTER 10
Conclusion
BIBLIOGRAPHY
MAIN CONTENT LIST CHAPTER 1. CHAPTER 1: INTRODUCTION OF THE COMPANY
1.1 INTRODUCTION 1.2 THE STORY OF BRITANNIA 1.3 MILE STONES 2. CHAPTER 2: ORGANIZATION STRUCTURE
2.1 ORGANIZATION STRUCTURE 2.2 FUNCTIONAL AREAS 3. CHAPTER 3: COMPLETE PRODUCT RANGE
3.1 PRODUCT PROFILE 4. CHAPTER 4: PLANT LOCATIONS
4.1 PLANT LOCATION 5. CHAPTER 5: MARKET SHARE PRODUCT WISE
5.1 MARKET SHARE REPORT 6. CHAPTER 6: MARKETING STRATEGIES
6.1 MARKETING MIX 6.2 MARKETING EFFECTIVENESS 6.3 MARKET STRATEGY 7. CHAPTER 7: COMPETITORS
7.1 COMPETITORS PROFILE 8. CHAPTER 8: DATA ANALYSIS
8.1 DATA ANALYSIS AND INTERPRETATION
PAGE NO.
9. CHAPTER 9: FUTURE PLANS
9.1 FUTURE PLANS 9.2 BRITANNIA TO KICKSTART 10. CHAPTER 10: FINDINGS & SUGESSTIONS 11. CHAPTER 11: CONCLUSIONS
BIBLIOGRAPHY
LIST OF TABLES Table No. 1. Table no. 1 2. Table no. 2 3. Table no. 3 4. Table no. 4 5. Table no. 5 6. Table no. 6 7. Table no. 7
Page No.
LIST OF FIGURES Figure No. 1. Figure No. 1 2. Figure No. 2 3. Figure No. 3 4. Figure No. 4 5. Figure No. 5 6. Figure No. 6 7. Figure No. 7 8. Figure No. 8 9. Figure No. 9
Page No.
EXECUTIVE SUMMARY
RESEARCH METHODOLOGY Research is a common language refers to a search of knowledge. Research is scientific & systematic search for pertinent information on a specific topic, infect research is an art of scientific investigation. Research Methodology is a scientific way to solve research problem. It may be understood as a science of studying how research is don’t scientifically. In it we study
various steps that are generally adopted by researchers in studying their research problem. It is necessary for researchers to know not only know research method techniques but also technology. The scope of Research Methodology is wider than that of research methods. The research problem consists of series of closely related activities. At times, the first step determines the native of the last step to be undertaken. Why a research has been defined, what data has been collected and what a particular methods have been adopted and a host of similar other questions are usually answered when we talk of research methodology concerning a research problem or study. The project is a stud y where focus is on the following points: RESEARCH DESIGN
A research design is defined, as the specification of methods and procedures for acquiring the Information needed. It is a plant or organizing framework for doing the study and collecting the data. Designing a research plan requires decisions all the data sources, research approaches, Research instruments, sampling plan and contact methods. Research design is mainly of following types: -
1. Exploratory research. 2. Descriptive studies
3. Casual studies EXPLORATORY RESEARCH
The major purposes of exploratory studies are the identification of problems, the more precise Formulation of problems and the formulations of new alternative courses of action. The design of exploratory studies is characterized by a great amount of flexibility and ad-hoc veracity. DESCRIPTIVE STUDIES Descriptive research in contrast to exploratory research is marked by the prior formulation of specific research
Questions. The investigator already knows a substantial
amount about the research problem. Perhaps as a Result of an exploratory study, before the project is initiated. Descriptive research is also characterized by a Preplanned and structured design. CASUAL OR EXPERIMENTAL DESIGN A casual design investigates the cause and effect relationships between two or more variables. The hypothesis is tested and the experiment is done. There are following types of casual designs: I.
After only design
II.
Before after design
III.
Before after with control group design
IV.
Four groups, six studies design
V.
After only with control group design.
VI.
Consumer panel design
VII.
Exposit facto design
Area of study : The study is exclusively done in the area of marketing. It is a process requiring
care, sophistication, experience, business judgment, and imagination for which there can be no mechanical substitutes. Sampling Design : The random sampling is done because any probability sampling procedure
would require detailed information about the universe, which is not easily available further, it being an exploratory research. Sample Procedure : In this study “random sampling procedure is used. Random sampling is
preferred because of some limitation and the complexity. Area sampling is used in combination with random sampling so as to collect the data from different regions of the city and to increase reliability. Sampling Size: The sampling size of the study is 100 Respondents.
LIMITATIONS OF THE STUDY Limitations are influences that the researcher cannot control. They are the shortcomings,
conditions or influences that cannot be controlled by the researcher that place restrictions on your methodology and conclusions of this project report are as follow: 1. It was an academic effort and limited to cost, time and geographical area. 2. Numbers of respondents were restricted due to the time factor. 3. Scattering from respondents and dealers. 4. There is a lack of time. 5. Research is limited to Bareilly city. 6. Respondents are from different back ground. 7. Respondents are from different age group. 8. Respondents have different income level.
CHAPTER 1 INTRODUCTION OF THE COMPANY
1.0 INTRODUCTION Mirza International Limited was incorporated on September 5, 1979 with a small tannery for manufacturing finished leather at Magarwara near Kanpur. The company, established by Irshad Mirza and Rashid Mirza, was then called ‘Mirza Tanners Private Limited’.
The company focused on supplying high quality leather and leather products to the overseas markets and gradually became one of the largest exporters of finished leather in the country. During this phase, Mirza took a significant leap, by venturing into newer areas which were extensions of its existing competencies. The global shoe market was then looking upon outsourcing of leather footwear in a big way. To take advantage of this opportunity, Mirza diversified into manufacturing of shoes. Very swiftly, four state – of – the – art manufacturing units were setup at Unnao and Noida. Having gained a foothold in the footwear business, Mirza quickly reorganized itself by setting up in – house design and development studios, marketing offices and a strong distribution and logistics network. After successfully reorganizing itself, Mirza moved a step ahead of others by launching its own brands ‘Red Tape’ and ‘Oaktrak’.
Having firmly established its product line and market geographies, the company spread its wings to several other countries through its marketing companies and networking associates. Some of countries where Mirza has a significant presence are UK, Portugal, South Africa, USA, Germany, France, Scandinavian countries and UAE. 80% of company’s sales being contributed
by overseas sales to 24 countries.
Today, the company has emerged as a frontrunner in the manufacturing and marketing of leather and leather footwear. The company is listed on the NSE, BSE and UP Stock exchanges and is ISO 9001, 9002 and 14000 certified. The company has four fully integrated in – house shoe production facilities with an installed production capacity of 3.35 mn pairs of shoes per annum. The manufacturing plants are located at Magarwara and Sahjani in Unnao, and in Noida. The tannery is located at Magarwara in Unnao. These facilities are backed by a state – of – the – art double density direct injection polyurethane plant, a tannery with a capacity of 20 million sq ft per annum & its own effluent treatment plant and 25 dedicated ancillary units. Shoes are produced at these facilities using latest methods like Stuck on, Double Density Direct Injection & Moccassins The company sources its cowhides from Europe and manufactures leather in stringent adherence to international norms, ensuring that no banned chemicals are used in the production process. In addition to direct sales to leading global footwear retailers, the company also has a strong presence in the branded segment through three brands: Red Tape, Oak Trak, Red Tape Gal. Mirza International Limited’s focus on design is a key differentiator for its shoes. The company
invests considerable resources on research and development on an ongoing basis, in order to introduce new designs, styles and product lines into the market.
Product range of the company include:
Red Tape – The flagship brand of Mirza International Limited, was launched in the year 1996.
The brand has today become synonymous with hi – fashion & lifestyle, owing to its unmatched
quality, skilled craftsmanship and trendy products. Endorsed by the style icon Salman Khan, Red Tape has become India’s most loved premium lifestyle brand.
Red Tape Gal – It is a stylish footwear range for women that bring in a fresh, energetic and
youthful appeal through its trendy designs. Introduced in March 2007, the brand is Mirza International Limited’s first step towards tapping the immense opportunity available in the
women footwear segment. The range is available in a variety of styles and shapes and has already become a preferred brand of the Indian women. It is endorsed by the critically acclaimed actress Kangana Ranaut. Oaktrak – It is a niche brand of formal footwear, designed exclusively for the upwardly mobile
executives and businessmen. The range is both casual and urban, with the emphasis on comfort with style. Oaktrak is sold through independents, small retailers and multiples. Primary markets for the brand are UK and South Africa
1.1 MILE STONES 2000 - The Board had made allotment of Bonus Shares in the ratio of 1:1 to the members of the company. - The company issued 11.75 per cent secured redeemable NCDs aggregating Rs 7.50 crore on private placement basis to Jammu & Kashmir Bank Ltd. on October 17. 2001 - Mirza Tanners Ltd., the manufacturer of the Red Tape brand, has launched its new range called the Sports Collection, for men. 2004 -Mirza Tanners Ltd has informed that management of the company is contemplating restructuring of the group operations and has accordingly appointed M/s.Price Waterhouse
Coopers (P) Ltd. to examine various options in this regard. 2007 -Mirza International Limited has informed that Mr. S.K. Bajpai has resigned from the post of Company Secretary & Compliance Officer of the Company effective from November 30, 2007. The Company further informed that Mr. Dinesh Chandra Pandey, a member of ICSI will be the Company Secretary & Compliance Officer of the Company w.e.f. December 01, 2007. - The Company has splits its face value from Rs10/- to Rs2/-. 2008 -Mirza International Ltd has appointed Mr. Islam-Ul-Haq as additional director. 2009 - First place in leather footware(Above US$15million). - Award for Oustanding Export Performance From Government of U.P. 2010 - Second Place in overall exports by The Council for Leather Exports. 2011 - First Place in Leather Footware by The Council for Leather Exports. - The Regular Production of Shoes has started at the Company's newly set up unit (Unit-VI) situated at Plot no.01A, Sector Ecotech-1, Extn-1, Industrial Area, Greater Noida. - Company has made disinvestment of the Company's entire stake 900 shares in the Company's Associate - Mirza (U.K.) Ltd., U K. 2012 - Second Place in overall exports by The Council for Leather Exports. 2013 - Board recommended a Dividend of Re. 0.50 (25%) per Equity Share of Rs. 2/- each. 2014 - Board recommended a Dividend of Re. 0.50 (25%) per Equity Share of Rs. 2/- each.
CHAPTER 2 ORGANISATION STRUCTURE
2.0 ORGANIZATION STRUCTURE Executive Chairman
Irshad Mirza
Managing Director & CEO
Rashid Ahmed Mirza
Whole-time Director
Tauseef Ahmad Mirza
Independent Director
Yashveer Singh
Whole-time Director
Shahid Ahmad Mirza
Independent Director
Pashupati Nath Kapoor
Independent Director
Qazi Noorul Salam
Whole-time Director
Tasneef Ahmad Mirza
Whole-time Director
N P Upadhyay
Independent Director
Subhash Sapra
Independent Director
Sudhindra Jain
Independent Director
Vinita Kejriwal
Company Secretary
Ankit Misra
2.1LEADERSHIP TEAM Mr. Irshad Mirza, Promoter, Executive Chairman
Recipient of the prestigious Padma Shri Award in 2010 in recognition of his contribution to Trade & Industry, Mr. Irshad Mirza is the visionary leader responsible for founding Mirza International. He has a vast experience spanning around 50 years in the field of Industrial & Leather Technology and Business Management.
Mr. Rashid Ahmed Mirza, Promoter, Managing Director
Mr. Rashid Ahmed Mirza has been the driving force behind Mirza’s sustained growth and
success since inception. He holds a Diploma in Leather Technology from London. His expertise extends across Industrial & Leather Technology and Business Management, having extensive experience of about four decades in these areas.
He is responsible for the overall management of the Company.
Mr. Shahid Ahmad Mirza, Whole-time Director
Mr. Shahid Ahmad Mirza holds a Diploma in Leather Goods Technology from UK.
With an experience of about three decades in the field of leather goods, Mr. Shahid Ahmad Mirza has an excellent track record of expertise in Leather Technology. He is the overall incharge of Shoe Division of the Company and for the purchase of local raw materials and equipments etc
Mr. Tauseef Ahmed Mirza, Whole-time Director
Mr. Tauseef Ahmed Mirza holds a Diploma in Shoe Technology from UK and has a vast experience of more than three decades in the Leather Industry.
Mr. Tauseef Ahmed Mirza is looking after all manufacturing operations of Shoe Division of the Company at Noida and Greater Noida. His responsibilities include the management of design and development function and support to the shoes manufacturing function at different units of the Company. Further, he is actively involved in setting up of ultra-modern Shoe manufacturing unit at Greater Noida and is also engaged in the overseas marketing operations of the Company.
Mr. Tasneef Ahmed Mirza, Whole-time Director
Mr. Tasneef Ahmed Mirza is a Leather Technologist having an experience of over 20 years in his line of business. He is looking after the core operations of the Company (manufacturing of high quality leather) and is the overall in-charge of Tannery Division of the Company. He holds a Degree in Leather Technology from the renowned Leicester University of UK.
Mr. N.P. Upadhyaya, Whole-time Director
With an experience of over five decades in the field of Engineering and Chemicals, apart from an in-depth understanding of the Leather Industry, Mr. N. P. Upadhyaya is closely associated with operations of the Shoe Units of the Company.
He graduated with a B.Tech in Mechanical Engineering and Post-graduate Diploma in Business Management.
Mr. Shuja Mirza, President - Marketing
Mr. Shuja Mirza is associated with marketing operations in the domestic market, having a rich experience in this field. He graduated in Science ( Computer Information System and telecommunication) from California State University , USA.
Mr. Faraz Mirza, President - Marketing
With a proficient knowledge of marketing across geographies, Mr. Faraz Mirza oversees the overseas marketing operations of the Company. He also supervises the production function and the day-to-day operations. Mr. Faraz Mirza has received his educational degree from USA.
2.2 INDEPENDENT DIRECTORS
Dr. Yashvir Singh (68) a Post-graduate in Science and holds a Degree in M.Phil, PhD. He is a scientist and has an experience of more than three decades in the Industry, Government Bodies and Institutions.
He is an Independent Director of the Company.
Mr. P.N. Kapoor (78) is an Independent Director of the Company. He is B.Tech (Mech), IIT & M.S. (Mech), Chicago (USA), having a vast experience of more than five decades in the Engineering Industry and business in India and abroad.
He is the Chairman of the Share Transfer And Investor’s Grievance Committee and a member of
the Audit Committee and the Remuneration Committee.
Mr. Sudhindra Kumar Jain (59) is an Independent Director of the Company. He is a Practicing Chartered Accountant having wide experience of more than thirty years in the field of Income Tax and Accountancy etc. He is also a paper writer and speaker in Seminars on various subjects in Direct Taxes. He has been an Independent Director in Nationalised Banks.
He is the Chairman of the Audit Committee and a Member of the Shareholders and Investor Grievance Committee & CSR Committee of the Company.
Mrs. Vinita Kejriwal (56) is a graduate in the field of Arts and is a well known Social Activist having rich and varied experience in promoting woman empowerment and welfare of handicapped children.
She is an Independent Director in the Company.
Mr. Islamul Haq (80) is a Commerce graduate and is an Independent Director of the Compan y, having vast experience around five decades in the field of Leather Industry & Business Management.
He is a member of the Remuneration Committee of the Company.
Mr. Subash Sapra (74) is an Independent Director of the Company. He is B.Tech in Mechanical Engineering and has a vast experience in the field of Water/ Waste Water Sewage Treatment Systems.
He is a member of the Audit Committee and Remuneration /Committee of the Company.
2.2 FUNCTIONAL AREAS HR Practices: Today companies are trying to reinvent HR practices. Likewise Goodyear tyre also is continuously adopting new changes that can be in mutual benefit of their employees and organization’s business. Goodyear tyre human resource team is reconfiguring their HR processes
and run innovative employee engagement programs to improve motivation among employees and reduce costs. Mirza International Pvt. Ltd. HR practices includes
Talent Acquisition and Talent Management
Resourcing from referrals, online portals, campus placements and walk ins.
Payroll Administration
Compensation Management
Workforce Management
CHAPTER 3 COMPLETE PRODUCT RANGE
3.1 PRODUCT PROFILE
CHAPTER 4 PLANT LOCATIONS
4.1 PLANT LOCATION REGISTERED OFFICE
14/6, Civil Lines,Kanpur, Uttar Pradesh-208001 Tell. : +91-0512-2530775 Website : http://www.mirza.co.in Email :
[email protected]
REGISTRAR OFFICE
Karvy Selenium Tow-B, Nanakramguda,Hyderabad-500032 INDIA Tell. : +91-40-67161606/1602 Website : www.karvycomputershare.com Email :
[email protected]
CHAPTER 5 MARKET SHARE
5.1 MARKET SHARE REPORT Mirza International Sector: FMCG | Industry: Footwear R 135.00
-0.05 | -0.04%
50.42%
NSE Price: Mar 06, 12:24 Change R | %
20.88
1,629.54
1-Year Change P/E Market Cap (R Cr)
Detailed Quote including BSE Prices NSE Mar 06,
135.00
-0.05 -0.04%
137.00
135.05
32,790 135.00 - 137.00
135.15
135.05
4,046 135.15 - 136.35
Open
Prev
12:24 BSE Mar 06,
135.25
0.20
0.15%
12:35
Exchange &
Last Price
Day Change
Time 6M Average Volume: 576,693
Volume
1-Day Range
Close P/B: 2.94
NSE Code: MIRZAINT
52-Week Range: R 84.00 - 183.65
Dividend Yield: 0.66%
BSE Code: 526642
TTM EPS: R 6.49
Book Value: R 46.07
Face Value: R 2
Price Graph
Sreeleathers (NSE)
S&P BSE Sensex
ZoomFromMar 06, 2017ToMar 06, 2018Mirza International (BSE)S&P BSE Small CapS&P BSE FMCGMay-17Jul-17Sep-17Nov-17Jan-18Mar-1825%0%+25%+50%+75%+100%+125%200520102015YTD1m3m1y3y5y10yAll© Value Research Get the best stock ideas
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Mirza International
1-Month 3-Month
1-Year
3-Year
5-Year
10-Year
-15.04
3.09
-14.58
51.23
18.03
46.63
22.25
S&P BSE Small Cap
-6.98
0.60
-0.17
31.14
16.00
23.81
7.34
S&P BSE FMCG
-2.91
-3.00
1.16
18.11
7.96
12.82
16.61
Company's return has been calculated on basis of BSE's price. As on Mar 05, 2018
Key Ratios Revenue Per Share ( R )
Mar-14Mar-15Mar-16Mar-
Earnings Per Share ( R )
Mar-14Mar-15Mar-16Mar-
Return on Networth (%)
Mar-14Mar-15Mar-16Mar-
17Dec-17*050100150© Value 17Dec-17*02.557.510© Value 17Dec-17*0102030© Value Research
Research
Research
*TTM (Trailing Twelve Months) data based on in come statement of last 4 quarters and interim half yearly balance sheet. Annual Ratios (%)
1-Year 3-Years 5-Years Growth
Revenue
1.07
9.79
10.95
Net Profit
-8.82
17.97
15.06
-17.92
8.15
9.21
2.30
10.64
13.42
17.25
17.17
17.35
EPS Book Value Average
Operating Margin
Net Margin
7.60
7.19
6.89
Return on Networth
15.04
17.60
17.58
Return on Investment
20.20
22.72
22.81
Interim Growth Ratios (%)
QoQ
YoY
YTD
Quarterly
Revenue
5.64
11.37
23.32
Operating Profit
8.56
15.43
15.31
Net Profit
8.07
20.96
18.45
EPS
8.07
20.96
18.45
Revenue
2.80
1.71
1.70
Operating Profit
3.71
-1.72
6.51
Net Profit
4.87
-5.67
9.28
EPS
4.87
-9.19
9.28
TTM
Peer Comparison Market
Revenue
Net
Net
RoE
Cap
(R Cr) Cr)
Profit
Margin
(%)
(R Cr) Cr)
(%)
(R Cr) Cr)
Mirza International
Price to Price to Book Earnings
1,629.54
952.36
78.05
8.19
22.41
2.94
20.88
Liberty Shoes
361.25
569.33
5.80
1.02
4.02
2.17
62.28
Sreeleathers
611.27
135.31
19.44
14.33
6.27
2.36
31.45
Insider Trades Date
Feb 23,
Person
Buy /
Transaction
No of
Price
Value
Sell
Type
Shares
(R )
(R Lakhs) Lakhs)
Rashid Ahmed Mirza
Buy
Market
Shahid Ahmad Mirza
Buy
Sch Of
3,397,450 131.70
4,474.44
2018 Apr 02, 2016 Feb 19, 2016
12,000,000
97.90 11,748.00
27,600,000
96.95 26,758.20
Amalgamation Tasneef Ahmad Mirza
Buy
Sch Of Amalgamation
Fund Houses invested in the stock Fund
Dec-17
Sep-17
Jun-17
Mar-17
Dec-16
L&T Mutual Fund
2.066
1.890
1.592
-
-
IDFC Mutual Fund
0.589
0.590
0.623
-
-
CHAPTER 6 MARKETING STRATEGIES
6.1 MARKETING MIX PRODUCT MARKETING Product marketing deals with the first of the "4P"'s of marketing, which are Product, Pricing,
Place, and Promotion. Product marketing, as opposed to product management, deals with more outbound marketing tasks. For example, product management deals with the nuts and bolts of product development within a firm, whereas product marketing deals with marketing the product to prospects, customers, and others. Product marketing, as a job function within a firm, also differs from other marketing jobs such as Marcom or marketing communications, online marketing, advertising, marketing strategy, etc. A Product Market is something that is referred to when pitching a new product to the general public. The people you are trying to make your product appeal to is your consumer market. For example: If you were pitching a new video game console game to the public, your consumer market would probably be a younger/teenage market (depending on the type of game). Thus you would carry out market research to find out how best to release the game. Likewise, a massage chair would probably not appeal to younger children, so you would market your product to an older generation. PRODUCT PRICING Pricing is one of the four p's of the marketing mix. The other three aspects are product,
promotion, and place. It is also a key variable in microeconomic price allocation theory. Price is the only revenue generating element amongst the 4ps,the rest being cost centers. Pricing is the manual or automatic process of applying prices to purchase and sales orders, based on factors such as: a fixed amount, quantity break, promotion or sales campaign, specific vendor quote, price prevailing on entry, shipment or invoice date, combination of multiple orders or lines, and
many others. Automated systems require more setup and maintenance but may prevent pricing errors. The effective price is the price the company receives after accounting for discounts, promotions, and other incentives. Price lining is the use of a limited number of prices for all your product offerings. This is a
tradition started in the old five and dime stores in which everything cost either 5 or 10 cents. Its underlying rationale is that these amounts are seen as suitable price points for a whole range of products by prospective customers. It has the advantage of ease of administering, but the disadvantage of inflexibility, particularly in times of inflation or unstable prices. A loss leader is a product that has a price set below the operating margin. This results in a loss to the enterprise on that particular item, but this is done in the hope that it will draw customers into the store and that some of those customers will buy other, higher margin items. Promotional pricing refers to an instance where pricing is the key element of the marketing
mix. The price/quality relationship refers to the perception by most consumers that a relatively high price is a sign of good quality. The belief in this relationship is most important with complex products that are hard to test, and experiential products that cannot be tested until used (such as most services). The greater the uncertainty surrounding a product, the more consumers depend on the price/quality hypothesis and the more of a premium they are prepared to pay. The classic example of this is the pricing of the snack cake Twinkies, which were perceived as low quality when the price was lowered. Note, however, that excessive reliance on the price/quantity relationship by consumers may lead to the raising of prices on all products and services, even those of low quality, which in turn causes the price/quality relationship to no longer apply.
Premium pricing (also called prestige pricing) is the strategy of consistently pricing at, or near,
the high end of the possible price range to help attract status-conscious consumers. A few examples of companies which partake in premium pricing in the marketplace include Rolex and Bentley. People will buy a premium priced product because: 1. They believe the high price is an indication of good quality; 2. They believe it to be a sign of self worth - "They are worth it" - It authenticates their success and status - It is a signal to others that they are a member of an exclusive group; 3. They require flawless performance in this application - The cost of product malfunction is too high to buy anything but the best - example : heart pacemaker. The term Goldilocks pricing is commonly used to describe the practice of providing a "gold plated" version of a product at a premium price in order to make the next-lower priced option look more reasonably priced; for example, encouraging customers to see business-class airline seats as good value for money by offering an even higher priced first-class option. Similarly, third-class railway carriages in Victorian England are said to have been built without windows, not so much to punish third-class customers (for which there was no economic incentive), as to motivate those who could afford second-class seats to pay for them instead of taking the cheaper option. This is also known as a potential result of price discrimination. The name derives from the Goldilocks story, in which Goldilocks chose neither the hottest nor the coldest porridge, but instead the one that was "just right". More technically, this form of pricing exploits the general cognitive bias of aversion to extremes. This practice is known academically as "framing". By providing three options (i.e. small, medium, and large; first, business, and coach classes) you can manipulate the consumer into choosing the middle choice
and thus, the middle choice should yield the most profit to the seller, since it is the most chosen option. Demand-based pricing is any pricing method that uses consumer demand - based on perceived
value - as the central element. These include : price skimming, price discrimination and yield management, price points, psychological pricing, bundle pricing, penetration pricing, price lining, value-based pricing, geo and premium pricing. Pricing factors are manufacturing cost,market place,compitition,maket condition,Quality of product. Multidimensional pricing is the pricing of a product or service using mutliple numbers. In this
practice, price no longer consists of a single monetary amount (e.g., sticker price of a car), but rather consists of various dimensions (e.g., monthly payments, number of payments, and a downpayment). Research has shown that this practice can significantly influence consumers' ability to understand and process price information PROMOTION Promotion involves disseminating information about a product, product line, brand, or
company. It is one of the four key aspects of the marketing mix. (The other three elements are product marketing, pricing, and distribution.) Promotion is generally sub-divided into two parts:
Above the line promotion: Promotion in the media (e.g. TV, radio, newspapers, Internet and Mobile Phones) in which the advertiser pays an advertising agency to place the ad
Below the line promotion: All other promotion. Much of this is intended to be subtle enough that the consumer is unaware that promotion is taking place. E.g. sponsorship, product placement, endorsements, sales promotion, merchandising, direct mail, personal selling, public relations, trade shows
The specification of these four variables creates a promotional mix or promotional plan. A promotional mix specifies how much attention to pay to each of the four subcategories, and how much money to budget for each. A promotional plan can have a wide range of objectives, including: sales increases, new product acceptance, creation of brand equity, positioning, competitive retaliations, or creation of a corporate image. DISTRIBUTION Distribution (or place) is one of the four elements of marketing mix. An organization or set of
organizations (go-betweens) involved in the process of making a product or service available for use or consumption by a consumer or business user. Channels A number of alternate 'channels' of distribution may be available:
Selling direct, such as via mail order, Internet and telephone sales
Agent, who typically sells direct on behalf of the producer
Distributor (also called wholesaler), who sells to retailers
Retailer (also called dealer or reseller), who sells to end customers
Advertisement typically used for consumption goods
Distribution channels may not be restricted to physical products alone. They may be just as important for moving a service from producer to consumer in certain sectors, since both direct and indirect channels may be used. Hotels, for example, may sell their services (typically rooms) directly or through travel agents, tour operators, airlines, tourist boards, centralized reservation systems, etc. There have also been some innovations in the distribution of services. For example, there has been an increase in franchising and in rental services - the latter offering anything from
televisions through tools. There has also been some evidence of service integration, with services linking together, particularly in the travel and tourism sectors. For example, links now exist between airlines, hotels and car rental services. In addition, there has been a significant increase in retail outlets for the service sector. Outlets such as estate agencies and building society offices are crowding out traditional grocers from major shopping areas. CHANNEL MOTIVATION It is difficult enough to motivate direct employees to provide the necessary sales and service support. Motivating the owners and employees of the independent organizations in a distribution chain requires even greater effort. There are many devices for achieving such motivation. Perhaps the most usual is `incentive': the supplier offers a better margin, to tempt the owners in the channel to push the product rather than its competitors; or a competition is offered to the distributors' sales personnel, so that they are tempted to push the product. MONITORING AND MANAGING CHANNELS In much the same way that the organization's own sales and distribution activities need to be monitored and managed, so will those of the distribution chain. In practice, many organizations use a mix of different channels; in particular, they may complement a direct salesforce, calling on the larger accounts, with agents, covering the smaller customers and prospects. SERVICE
A service is the non-material equivalent of a good. A service provision is an economic activity that does not result in ownership, and this is what differentiates it from providing physical goods. It is claimed to be a process that creates benefits by facilitating either a change in customers, a change in their physical possessions, or a change in their intangible assets.
By supplying some level of skill, ingenuity,and experience, providers of a service participate in an economy without the restrictions of carrying stock (inventory) or the need to concern themselves with bulky raw materials. On the other hand, their investment in expertise does require marketing and upgrading in the face of competition which has equally few physical restrictions. Any service can be completely, consistently and cleary specified by means of the following 12 standard attributes 1. Service Consumer Benefit(s) 2. Service-specific Functional Parameter(s) 3. Service Delivery Point 4. Service Consumer Count 5. Service Readiness Time(s) 6. Service Support Time(s) 7. Service Support Language(s) 8. Service Fulfillment Target 9. Maximum Impairment Duration per Incident 10. Service Delivering Duration 11. Service Delivery Unit 12. Service Delivering Price The meaning and content of these attributes are: 1. Service Consumer Benefits describe the (set of) benefits which are callable, receivable and
effectively utilizable for any authorized service consumer and which are provided to him as soon
as he requests the offered service. The description of these benefits must be phrased in the terms and wording of the intended service consumers. 2. Service-specific Functional Parameters specify the functional parameters which are
essential and unique to the respective service and which describe the most important dimension of the service output, e.g. maximum e-mailbox capacity per registered and authorized e-mail service consumer. 3. Service Delivery Point describes the physical location and/or logical interface where the
benefits of the service are made accessible, callable and receivable to the authorized service consumers. At this point and/or interface, the preparedness for service delivery can be assessed as well as the effective delivery of the service itself can be monitored and controlled. 4. Service Consumer Count specifies the number of intended, identified, named, registered and
authorized service consumers which are allowed and enabled to call and utilize the defined service for executing and/or supporting their business tasks or private activities. 5. Service Readiness Times specify the distinct agreed times of day when
the described service consumer benefits are o
accessible and callable for the authorized service consumers at the defined service delivery point
o
receivable and utilizable for the authorized service consumers at the respective agreed service level
all service-relevant processes and resources are operative and effective
all service-relevant technical systems are up and running and attended by the operating team
the specified service benefits are comprehensively delivered to any authorized requesting service consumer without any delay or friction.
The time data are specified in 24 h format per local working day and local time, referring to the location of the intended service consumers. 6. Service Support Times specify the determined and agreed times of day when the usage and
consumption of the contracted services is supported by the service desk team for all identified, registered and authorized service consumers within the service customer's organizational unit or area. The service desk is the single point of contact for any service consumer inquiry regarding the contracted and delivered services. During the defined service support times, the service desk can be reached by phone, e-mail, web-based entries and/or fax, respectively. The time data are specified in 24 h format per local working day and local time, referring to the location of the intended service consumers. 7. Service Support Languages specifies the languages which are spoken by the service desk
team(s) to the service consumers calling them. 8. Service Fulfillment Target specifies the service provider's promise of effective and seamless
delivery of the defined benefits to any authorized service consumer requesting the service within the defined service times. It is expressed as the promised minimum ratio of the counts of successful individual service deliveries related to the counts of called indivdual service deliveries. The effective service fulfillment ratio can be measured and calculated per single service consumer or per consumer group and may be referred to different time periods (workday, calenderweek, workmonth, etc.) 9. Maximum Impairment Duration per Incident specifies the allowable maximum elapsing
time [hh:mm] between
the first occurrence of a service impairment, i.e. service quality degradation or service delivery disruption, whilst the service consumer consumes and utilizes the delivered service,
and the full resumption and complete execution of the service delivery to the content of the affected service consumer.
10. Service Delivering Duration specifies the promised and agreed maximum period of time for
effectively delivering all specified service consumer benefits to the requesting service consumer at the defined service delivery point. 11. Service Delivery Unit specifies the basic portion for delivering the defined service consumer
benefits. The service delivery unit is the reference and mapping object for all cost for service generation and delivery as well as for charging and billing the consumed service volume to the service customer who has ordered the service delivery. 12. Service Delivering Price specifies the amount of money the service customer has to pay for
the consumption of distinct service volumes. Normally, the service delivering price comprises two portions
a fixed basic price portion for basic efforts and resources which provide accessibility and usability of the service delivery functions, i.e. service access price
a price portion covering the service consumption based on o
fixed flat rate price per authorized service consumer and delivery period without regard on the consumed service volumes,
o
staged prices depending on consumed service volumes,
o
fixed price per particularly consumed service delivering unit.
SERVICE DELIVERY
The delivery of a service typically involves six factors:
The accountable service provider and his service suppliers (e.g. the people)
Equipment used to provide the service (e.g. vehicles, cash registers)
The physical facilities (e.g. buildings, parking, waiting rooms)
The requesting service consumer
Other customers at the service delivery location
Customer contact
The service encounter is defined as all activities involved in the service delivery process. Some service managers use the term "moment of truth" to indicate that defining point in a specific service encounter where interactions are most intense. Many business theorists view service provision as a performance or act (sometimes humorously referred to as dramalurgy, perhaps in reference to dramaturgy). The location of the service delivery is referred to as the stage and the objects that facilitate the service process are called props. A script is a sequence of behaviours followed by all those involved, including the client(s). Some service dramas are tightly scripted, others are more ad lib. Role congruence occurs when each actor follows a script that harmonizes with the roles played by the other actors. In some service industries, especially health care, dispute resolution, and social services, a popular concept is the idea of the caseload, which refers to the total number of patients, clients, litigants, or claimants that a given employee is presently responsible for. On a daily basis, in all those fields, employees must balance the needs of any individual case against the needs of all other current cases as well as their own personal needs.
6.2 MARKETING EFFECTIVENESS Marketing effectiveness is the quality of how marketers go to market with the goal of
optimizing their spending to achieve good results for both the short-term and long-term. It is also related to Marketing ROI and Return on Marketing Investment (ROMI). Marketing effectiveness has four dimensions:
Corporate – Each company operates within certain bounds. These are determined by
their size, their budget and their ability to make organizational change. Within these bounds marketers operate along the five factors described below.
Competitive – Each company in a category operates within a similar framework as
described below. In an ideal world, marketers would have perfect information on how they act as well as how their competitors act. In reality, in many categories have reasonably good information through sources, such as, IRI or Nielsen. In many industries, competitive marketing information is hard to come by.
Customers/Consumers – Understanding and taking advantage of how customers make
purchasing decisions can help marketers improve their marketing effectiveness. Groups of consumers act in similar ways leading to the need to segment them. Based on these segments, they make choices based on how they value the attributes of a product and the brand, in return for price paid for the product. Consumers build brand value through information. Information is received through many sources, such as, advertising, wordof-mouth and in the (distribution) channel often characterized with the purchase funnel, McKinsey & Company concept. Lastly, consumers consume and make purchase decisions in certain ways.
Exogenous Factors – There are many factors outside of our immediate control that can
impact the effectiveness of our marketing activities. These can include the weather, interest rates, government regulations and many others. Understanding the impact these factors can have on our consumers can help us to design programs that can take advantage of these factors or mitigate the risk of these factors if they take place in the middle of our marketing campaigns. There are five factors driving the level of marketing effectiveness that marketers can achieve: 1. Marketing Strategy – Improving marketing effectiveness can be achieved by employing a superior marketing strategy. By positioning the product or brand correctly, the product/brand will be more successful in the market than competitors’ products/brands.
Even with the best strategy, marketers must execute their programs properly to achieve extraordinary results. 2. Marketing Creative – Even without a change in strategy, better creative can improve results. Without a change in strategy, AFLAC was able to achieve stunning results with its introduction of the Duck (AFLAC) campaign. With the introduction of this new creative concept, the company growth rate soared from 12% prior to the campaign to 28% following it. (See references below, Bang) 3. Marketing Execution – By improving how marketers go to market, they can achieve significantly greater results without changing their strategy or their creative execution. At the marketing mix level, marketers can improve their execution by making small changes in any or all of the 4-Ps (Product, Price, Place and Promotion) (Marketing) without making changes to the strategic position or the creative execution marketers can improve their effectiveness and deliver increased revenue. At the program level marketers can
improve their effectiveness by managing and executing each of their marketing campaigns better. It's commonly known that consistency of a Marketing Creative strategy across various media (e.g. TV, Radio, Print and Online), not just within each individual media message, can amplify and enhance impact of the overall marketing campaign effort. Additional examples would be improving direct mail through a better call-toaction or editing web site content to improve its organic search results, marketers can improve their marketing effectiveness for each type of program. A growing area of interest within (Marketing Strategy) and Execution are the more recent interaction dynamics of traditional marketing (e.g. TV or Events) with online consumer activity (e.g. Social Media). (See references below, Brand Ecosystems) Not only direct product experience, but also any stimulus provided by traditional marketing, can become a catalyst for a consumer brand "groundswell" online. 4. Marketing Infrastructure (also known as Marketing Management) – Improving the business of marketing can lead to significant gains for the company. Management of agencies, budgeting, motivation and coordination of marketing activities can lead to improved competitiveness and improved results. The overall accountability for brand leadership and business results is often reflected in an organization under a title within a (Brand management) department. 5. Exogenous Factors - Generally out of the control of marketers external or exogenous factors also influence how marketers can improve their results. Taking advantage of seasonality, interests or the regulatory environment can help marketers improve their marketing effectiveness.
6.3 MARKET STRATEGY A marketing strategy can serve as the foundation of a marketing plan. A marketing plan contains a set of specific actions required to successfully implement a marketing strategy. For example: "Use a low cost product to attract consumers. Once our organization, via our low cost product, has established a relationship with consumers, our organization will sell additional, higher-margin products and services that enhance the consumer's interaction with the low-cost product or service." A strategy consists of a well thought out series of tactics to make a marketing plan more effective. Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill market needs and reach marketing objectives. Plans and objectives are generally tested for measurable results. A marketing strategy often integrates an organization's marketing goals, policies, and action sequences (tactics) into a cohesive whole. Similarly, the various strands of the strategy , which might include advertising, channel marketing, internet marketing, promotion and public relations can be orchestrated. Many companies cascade a strategy throughout an organization, by creating strategy tactics that then become strategy goals for the next level or group. Each one group is expected to take that strategy goal and develop a set of tactics to achieve that goal. This is why it is important to make each strategy goal measurable. TYPES OF STRATEGIES
Marketing strategies may differ depending on the unique situation of the individual business. However there are a number of ways of categorizing some generic strategies. A brief description of the most common categorizing schemes is presented below:
Strategies based on market dominance - In this scheme, firms are classified based on their market share or dominance of an industry. Typically there are three types of market dominance strategies:
o
Leader
o
Challenger
o
Follower
Porter generic strategies - strategy on the dimensions of strategic scope and strategic strength. Strategic scope refers to the market penetration while strategic strength refers to the firm’s sustainable competitive advantage.
o
Product differentiation
o
Market segmentation
Innovation strategies - This deals with the firm's rate of the new product development and business model innovation. It asks whether the company is on the cutting edge of technology and business innovation. There are three types:
o
Pioneers
o
Close followers
o
Late followers
Growth strategies - In this scheme we ask the question, “How should the firm grow?”. There are a number of different ways of answering that question, but the most common gives four answers: o
Horizontal integration
o
Vertical integration
o
Diversification
o
Intensification
A more detailed scheme uses the categories:
Prospector
Analyzer
Defender
Reactor
Marketing warfare strategies - This scheme draws parallels between marketing strategies and military strategies.
CHAPTER 7 COMPETITORS
7.1 COMPETITORS PROFILE Major companies such as Bata, Reliance Footprint, and Liberty have been increasing their stores in a frenetic pace in the last couple of years. They have also started to open larger outlets in the smaller locations. The biggest retailer of shoes in India is Bata India. Rajeev Gopalakrishnan, the organization’s
MD, has stated that the greater competition has led to the companies to improve their offerings at a quicker pace compared to before. At present Bata and Liberty are opening hundred stores on a yearly basis. In the last 3 years Metro Shoes have opened approximately 200 stores, while Louis Philippe has come up with 20 to 25 outlets in that time. Reliance Footprint has been opening around 9 stores per month and for Woodland the yearly rate is within 60 to 70. Insiders in Indian footwear industry are saying that the speed of opening stores has increased at a significant pace. Normally men purchase a pair every 3 months while women do so after a couple of months. The MD of Lifestyle International, a chain of department stores, Kabir Lumba, has said that people are now looking to change their shoes in tune with the changes in their clothes. Lifestyle International has grown by 50 percent, on an average, from 2008 onwards. List of leading shoe brands of India REEBOK
Reebok is one of the leading global brands for lifestyle and sports products. It has a commendable tradition and is one of the most authoritative brands in this domain. The brand is focused on creating products, which show the wish and originality needed to constantly come up with new challenges for the established norms. Its shoes are available in the following categories:
Men’s
Girls
Women’s
Sports
Boys’
Classics
BATA
Bata India is the biggest maker and retailer of shoes in the country and belongs to the Bata Shoe Organization. It was established during 1931 as Bata Shoe Company Private Limited. Its Batanagar manufacturing facility is also the first of its kind in India to have been given the ISO: 9001 certification. Its major product categories are:
Women
Kids
Men NIKE
Nike is a global footwear, accessories, apparel, services, and equipment brand that is based at Portland, Oregon. It is the global leader in athletic apparel and footwear as well as sports equipment. Its revenue is presently US$ 24.1 billion and it has at least 44 thousand employees around the world. Its present worth is approximately US$ 10.7 billion making it the top sports business brand in that regard. It is a Fortune 500 company as well. Nike offers shoes in the following categories:
Men
Men’s training
Women
Women’s training
Kids
Golf
Running
Skateboarding
Basketball
Snowboarding
Football
Surfing
Soccer
Tennis
ADIDAS
Adidas is one of the most popular shoe brands in India and its sneakers, fashion oriented, and sports shoes are highly sought after. The company was founded by Dassler brothers – Adi and Rudolph – who came up with the first soccer shoes that had studs. Its shoes are available in the following categories and more:
Women
Adventure
Men
Outdoor
Girls
Sneakers/canvas
Boys
Sandals
Casual
Slippers
Sports
Chappals/sandals LIBERTY
Liberty Shoes has been in the business for more than 5 decades and is globally known. At present its yearly revenue is at least INR 600 crore and it is one of the leading 5 global makers of leather footwear. It operates in 25 countries including France, Germany, and Italy and has 150 distributors, at least 6000 multi brand showrooms, and 400 exclusive outlets around the world. It has also received the ISO 9001:2000 official recognition. Its shoes are available in the following ranges:
Men
Boys
Women
Girls
WOODLAND
Woodland is owned by Aero Group that has been in the business of outdoor shoes since the early 50s. The brand was introduced during 1992. At present, the brand has 350 exclusive outlets across the world and is present in at least 3000 multi brand stores in several countries. The major product ranges of Woodland may be enumerated as below:
Boots
Casual
Shoes
Travel
Sandals
Climbing
Slippers
Trekking
Men’s
Hiking
Women’s VALENTINO
Valentino is the brainchild of Guru Shoes Tech Private Limited. The company’s head offices are
situated at Agra and it was set up during 1985 by Moti Lal Daultani. It offers the following sorts of shoes:
Casuals
Evening wears
Boots
Semi formals (Only for men)
Business shoes
Slippers & sandals (Only for men) CONVERSE
Converse, a leading American brand, deals with athletic apparel and lifestyle fashion in addition to footwear. It is presently owned by Nike and was set up during February 1908 in Malden,
Massachusetts. At present its head offices are at North Andover in the same state. Its shoes are available in the following ranges:
Collections
Kids
Men
Sales
Women LANCER
Lancer is one of the leading shoe makers in India. The organization was incorporated during 1989 and its head offices are at Udyog Nagar, Delhi. It offers products in the following range:
PVC footwear
Air slippers
Sports shoes
Belly
Sandals
Moccasin
School shoes
Canvas
PU slippers
Kids range LOTTO
Lotto is one of the leading global brands in footwear. It offers a wide range of shoes comprising the following:
Laceless
Shock-Off
ReactiveArch
Stitched Outsole
Syn-Pulse
Longlast 40
Heel Control
Dry Out Tech
Side Stability Support
Puntoflex
Foot Arch Support
Reactive Insole
Dual Density HITZ
Hitz was established during 1990 and its head offices are at Agra. It deals in men’s shoes and following are its major ranges:
Brutni
Splash
Churchill
Zara
Goldy
Puzo
Kangi
Philp
Pearl
Lotus
Rubby
Crazy PUMA
Puma is one of the world leaders when it comes to sports and lifestyle products such as footwear, accessories, and apparels. Apart from the Puma brand, the synonymous parent group owns Tretorn, and Cobra Golf. Its registered offices are at Herzogenaurach in Germany. Its footwear comes in the following ranges:
Men
Sport
Women
Motorsport
Lifestyle PARAGON
Paragon was introduced during 1975 and its head offices are at Kerala. At present it operates through 16 depots across the country and 300 distributors, who form the backbone of the company. Apart from shoes, the organization also deals in school bags and solid tyres. Following are its various footwear brands:
Rubber Based
Max
Solea
Walkie
Vertex
Escoute
Slickers
Meriva
Stimulus
Fookids
Para Lite
School Worth RELAXO
Relaxo started operations during 1976 and officially became a company during 1984 and went public during 1995. The company earned in excess of INR 8700 million in 2011-12 and has a current daily manufacturing rate of 3 lakh pieces. Its 9 manufacturing units are located in northern India. Following are its major brands:
Hawaii
Sparx
Casualz
Flite
Schoolmate
Elena
ACTION
Action Shoes are owned by Action Group, one of the top conglomerates of India. Action Shoes have been in the footwear industry since 30 years and has millions of consumers across India. Following are its various brands:
Campus
Flotter
Dotcom
Hooha
Milano
Fun Time
Chanchal
Micro
Florin
Easy Line
Roaming
Fly Float
School Time
Health Plus
Eva Flotter
Synergy Shoes
Mausam TIRUBALA
Tirubala is one of the leading footwear makers of India. The company operates with designers from Italy and Spain and focuses primarily on summer footwear. It also works for European retailers like Esprit, Bershka, Zara, Topshop, and Mango, as well as brands such as Gioseppo and Mexx. Its footwear related products may be categorized into the following:
Ladies footwear
Boots
Gents footwear
Kids footwear
FILA
Fila is one of the biggest brands of the world when it comes to sportswear including athletic shoes, accessories, and clothing. The company was established during 1911 in Italy and at present its head offices are at Seoul, South Korea. It operates in 11 countries across the world INBLU
Inblu was established in Surat, Gujarat during 1997 as Condor Footwear (India) Ltd in association with Condor Trade SRL, one of the leading footwear companies from Italy. At present, the company has a manufacturing capacity of 40,000 pairs each day. It offers sandals and
slippers
for
men,
children,
and
women
Other Leading Shoe brands in India Following are other leading shoe brands of India:
VKC
Coolers
Forest
Force 10
Sharon
Fermani
Italiano
Lues Club
Loochi
Lues Alberto
Amblin
Khadims
Genius
Cyke
Mainly
Vans
Beneto
Vivobarefoot
Subtraction
in
addition
to
related
accessories.
G Sports
Montee Cairo
Globalite
Green Waves
Big Boon
Stiflex
Valentino
Wood Style
Alberto Torresi
Aria
Language
Womenz Collection
Style Centrum
F9
Kook N Keech
Catwalk
Sole Threads
Nine West
Havaianas
Gliders
Timberland
United Colors of Benetton
Tiptopp
CHAPTER 8 DATA ANALYSIS
8.1 DATA ANALYSIS AND INTERPRETATION (1) For how long you are using Mirza Int. Products? TABLE No. 1 – Responses of customers towards duration of using Mirza Int. Producst? Use duration
respondent
Percentage % (base 100)
Below 1year
35
35%
1-2 year
28
28%
2-3 year
27
27%
More than 3year
10
10%
DURATION OF USE 10 35
BELOW 1YRS 1-2YRS
27
2-3YRS MORE THAN3YRS 28
Fig No. 1 – Responses of customers towards duration of using Mirza Int. Products.
INTERPRETATION:
Out of 100 customers, maximum number of customers are using Samsung mobile phone for 1year,and minimum number of customers are using Mirza Int. Products for more then 3 years.
(2)Are you satisfied with the after sale services?
TABLE No. 2- Responses of customers towards satisfaction level for after sales services.
Satisfaction level
respondents
Percentage% (base 100)
Yes
70
NO
20
20%
Cannot say
10
10%
70%
satisfaction level of after sale services 10
20
yes no can not say 70
Fig.NO.2-Customers response towards after sale services
INTERPRETATION
Out of 100 customers maximum number of customers are satisfied with after sale services. This means after sale services of Mirza Int. Products are satisfactory.
(3) Are you satisfied with the prices in context to features available?
TABLE No.3- Responses of customers towards prices in context to features available.
Satisfaction with price in Context to features
Respondents
Percentage%
Yes
73
73%
No
21
21%
Can not say
06
06%
COMPARISION OF PRICES IN CONTEXT TO FEATURES 6
21 YES NO CAN NOT SAY 73
Fig No. 3 – Responses of customers towards price in context to features available.
INTERPRETATION
Out of 100 customers, maximum number of customers are in favor of price w.r.t features available. So it is clearly seen that price of Mirza Int. Products is also a motivational factor for customers.
(4)Are you satisfied with variety of Mirza Int. Products available?
TABLE No. 4- Responses of customers towards satisfaction level of variety of Mirza Int. Products available. Satisfaction with variety of mobiles available
Respondents
Percentage%
Yes
37
37%
No
51
51%
Cannot say
12
12%
Satisfiction with availability of varity of mobile 12
37
yes no can not say
51
Fig No. 4- Responses of customers towards satisfaction level of variety of Mirza Int. Products available.
INTERPRETATION
Out of the response of 100 customers, it is clear that maximum number of customers are not happy with the variety of Mirza Int. Products available in the market. It means that Samsung is lacking behind in this field till now.
(5)Are you aware about new Product’s available in market?
TABLE No. 5- Responses of customers towards awareness about new product’s available in market.
Awareness level about new product’s
Respondents
Yes
Percentage%
13
No
87
Can not say
0
13% 87% 0%
Awareness about new product's available
13
yes no can not say
87
Fig.No.5-Customers awareness about newly launched Mirza Int. product’s.
INTERPRETATION
It is clearly shown that out of 100 customers, maximum number of customers are not aware about the newly launched Mirza Int. Products, . It implies customer awareness about new sets is very low. This means they have to work on their promotional strategies.
(6) Will you suggest other to use Mirza Int. product’s?
TABLE No. 6- Responses of customers for suggestion to others to use Mirza Int. product’s.
Suggest others
Respondents
Percentage%
Yes
67
67%
No
17
17%
Can’t say
16
16%
suggestion to others
16
yes 17
no can not say 67
Fig No. 6- Responses of customers for suggestion to others to use Mirza Int. product’s.
INTERPRETATION
Out of 100 customers, maximum number of customers seems ready for suggesting others to use Mirza Int. product’s.
product’s. This means customers are having positive attitude towards Mirza Int.
(7)Do you face any problem while using Other Product’s ?
TABLE No. 7- Responses of customers towards facing problems while using Other Product’s.
Problems faced while using
Respondents
Percentage%
Yes
73
73%
No
27
27%
0
0%
Can not say
problems faced while using other products
27 yes no can not say
73
Fig No. 7- Responses of customers towards facing problems while using other product’s.
INTERPRETATION
Out of 100 customers, maximum number of customers do not face any problems and few of them faces some technical problems. This shows that Mirza Int. operated.
Pr oduc’ts can be easily
(8) Are you satisfied with the performance of Mirza Int. parameter?
Product’s on following
TABLE No.8- Responses of customers towards satisfaction level with the performance of Mirza Int. Product’s on different parameter . Satisfaction level
Respondents
Percentage%
Yes
63
63%
No
30
30%
Can’t say
07
07%
80 70 60 50 yes 40
no
30
can not say
20 10 0 battery backup
features
can not say
Fig No. 8- Responses of customers towards satisfaction level with the performance Mirza Int. Product’s on different parameter.
INTERPRETATION IN CASE OF BATTERY BACKUP
Out of 100 customers, maximum number of customers are satisfied Mirza Int. Product’s IN CASE OF FEATURES
Out of 100 customers, maximum customers seem satisfied. few customers are not satisfied.
(9)Which is the most influencing advertising media?
TABLE No. 9- Responses of customers towards most influencing advertisement media.
Influencing media
Respondents
Percentage%
T.V
27
27%
Hording
06
06%
Newspaper
37
37%
Magazine Others
02 28
02% 28%
advertising media
27
28
T.V Hoarding newspaper 2
6
magazine other (specify)
37
Fig No. 9- Responses of customers towards most influencing advertisement media
INTERPRETATION
Out of 100 customers, maximum number of Mirza Int. Product’s customers are influenced by the television mode of advertisement media. So they have to work on other modes also.
(10) Would you like to switch to other product’s in future?
TABLE No.10- Responses of customers towards switching to other product’s in future.
Switch to other product’s in Future Yes
Respondents
Percentage%
35
35%
No
42
42%
Cannot say
23
23%
change product's
23 35 yes no
can not say
42
Fig NO.10-Response of customers towards switching to other product’s in future
INTERPRETATION
Out of 100 customers, maximum number of customers seems ready to continue with product’s,
So we can say that the Samsung mobile phones are up to the satisfactory level of customers.
CHAPTER 9 SWOT ANALYIS
9.1 SWOT ANALYSIS
CHAPTER 10 FUTURE PLANS
9.1 FUTURE PLANS
9.2 BRITANNIA TO KICKSTART
CHAPTER 11 FINDINGS & SUGGESTIONS
FINDINGS
SUGGESTIONS
CHAPTER 12 CONCLUSION
CONCLUSION
BIBLIOGRAPHY
