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)”

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)”

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)”

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 PAGE NO.

 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

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 PAGE NO.

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

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. Page 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
 LIST OF FIGURES
Figure No. Page 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
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 study 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 in-
charge 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 Company,
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% 20.88 1,629.54

NSE Price: Mar 06, 12:24 Change R | % 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
12:24

BSE Mar 06, 135.25 0.20 0.15% 135.15 135.05 4,046 135.15 - 136.35
12:35

Exchange & Last Price Day Change Open Prev Volume 1-Day Range
Time Close

6M Average Volume: 576,693 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-18-
25%0%+25%+50%+75%+100%+125%200520102015YTD1m3m1y3y5y10yAll© Value
Research

Get the best stock ideas

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Performance

YTD 1-Month 3-Month 1-Year 3-Year 5-Year 10-Year

Mirza International -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) Earnings Per Share (R) Return on Networth (%)

Mar-14Mar-15Mar-16Mar- Mar-14Mar-15Mar-16Mar- 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 income 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

EPS -17.92 8.15 9.21

Book Value 2.30 10.64 13.42

Average

Operating Margin 17.25 17.17 17.35

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

TTM

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

Peer Comparison

Market Revenue Net Net RoE Price to Price to

Cap (R Cr) Profit Margin (%) Book Earnings
(R Cr) (R Cr) (%)

Mirza International 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 Person Buy / Transaction No of Price Value

Sell Type Shares (R) (R Lakhs)

Feb 23, Rashid Ahmed Mirza Buy Market 3,397,450 131.70 4,474.44
2018

Apr 02, Shahid Ahmad Mirza Buy Sch Of 12,000,000 97.90 11,748.00
2016 Amalgamation

Feb 19, Tasneef Ahmad Mirza Buy Sch Of 27,600,000 96.95 26,758.20
2016 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, word-

of-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-to-

action 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 in addition to related accessories.
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
 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

27 1-2YRS
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 70%
NO 20 20%
Cannot say 10 10%

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 Respondents Percentage%

Context to features
Yes 73 73%
No 21 21%
Can not say 06 06%

COMPARISION OF PRICES IN CONTEXT TO

FEATURES

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 Respondents Percentage%

mobiles available

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 Respondents Percentage%

product’s
Yes 13 13%
No 87 87%
Can not say 0 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. This means customers are having positive attitude towards Mirza Int.
product’s.
(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%
Can not say 0 0%

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. Produc’ts can be easily
operated.
(8) Are you satisfied with the performance of Mirza Int. Product’s on following
parameter?
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 02 02%
Others 28 28%

advertising media

28 27
T.V
Hoarding
newspaper
magazine
2 6
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 Respondents Percentage%

Future
Yes 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
 BIBLIOGRAPHY

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