Bb178919 - Irfan Khan N

.
KUVEMPU UNIVERSITY
Project Report
A STUDY ON CUSTOMER SATISFACTION
TOWARDS LEVI’S BRAND
Submitted in Partial Fulfillment of the Requirement for the Award of the Degree
In
BACHELOR OF BUSINESS ADMINISTRATION

BY
IRFAN KHAN N
Register No.BB178919
UNDER THE GUIDANCE OF
Dr. G.M SUDHARSHAN

Assistant Professor & HOD
Department of Commerce and Management
PESIAMS, SHIVAMOGGA
PES Institute of Advanced Management Studies,

(Affiliated to Kuvempu University)
Recognized by Government of Karnataka
N H 206, Sagar Road, SHIVAMOGGA – 577 204
2019-2020
CERTIFICATE
This is to certify that IRFAN KHAN N bearing the Register No.
BB178919 of VI Semester BBA has carried out the Project Work entitled
“A STUDY ON CUSTOMER SATISFACTION TOWARDS LEVI’S
BRAND” under guidance of Dr. G.M Sudharshan as part of her/his
curriculum activity as per the norms for obtaining Degree in Bachelor of
Business Administration from PES Institute of Advanced Management
Studies, Shivamogga during the Academic year 2019-2020.
Dr. G M Sudharshan Dr. G M Sudharshan Dr.K.Sailatha

Assistant Professor HOD Principal
Department of Commerce and Department of Commerce and PESIAMS
Management, Management, Shivamogga
PESIAMS PESIAMS
Shivamogga Shivamogga
Place: Shivamogga
Date:
DECLARATION
I hereby declare that the project work entitled “A STUDY ON

CUSTOMER SATISFACTION TOWARDS LEVI’S BRAND” is the
result of my own study done under the supervision and guidance of
Dr. G.M Sudharshan., Assistant Professor & HOD, Department of
Commerce and Management, PES Institute of Advanced Management
Studies, Shivamogga – 577204 and I further declare that the findings in
this project report are independent study done by me and it has not been
submitted earlier to any University/Institution for the award of any other
course.
IRFAN KHAN N
Reg. No. BB178919
VI Semester BBA
Place: Shivamogga
Date:
.
TABLE OF CONTENTS
Chapter Chapter names Page No.
Introduction 1-4
Company profile 5-33
Industry profile 34-38
Theoretical Background 39-56
Survey Analysis 57-63
Suggestions And Conclusion 64-65
Questionaire 66-68
Bibliography 69
LIST OF TABLES
Table Page
Title
no no
5.1 Survey on the distribution of respondents as Brand Users. 57
Survey on the Best Brands of Cloth Wears that consumers

5.2 58
like to use (in Shimoga)
Survey on the factors that motivated the consumers to buy

5.3 59
the products of LEVIS:
5.4 Survey on the reasons of not using LEVIS footwear 60
Survey on the opinion about the price of the Products of

5.5 61
LEVIS
5.6 Survey on the design of the product of Levis 62

LIST OF GRAPHS
Table Page
Title
no no
4.1 Survey on the distribution of respondents as Brand Users. 57
Survey on the Best Brands of Cloth Wears that consumers

4.2 58
like to use (in Shimoga)
Survey on the factors that motivated the consumers to buy

4.3 59
the products of LEVIS
60-
4.4 Survey on the reasons of not using LEVIS footwear
61
Survey on the opinion about the price of the Products of

4.5 62
LEVIS
4.6 Survey on the design of the product of LeviS 63

A STUDY ON CUSTOMER SATISFACTION TOWARD LEVI’S BRAND
CHAPTER - 1
INTRODUCTION
Founded in 1853 by Bavarian immigrant Levi Strauss, Levi Strauss & Co. is one
of the world's largest brand-name apparel marketers with sales in more than 110
countries. There is no other company with a comparable global presence in the jeans
and casual pants markets. Our market-leading apparel products are sold under the
Levi's®, Dockers® and Levi Strauss Signature® brands.
Levi Strauss & Co. is privately held by descendants of the family of Levi Strauss.
Shares of company stock are not publicly traded. Shares of Levi Strauss Japan K.K., our
Japanese affiliate, are publicly traded in Japan.
We employ a staff of approximately 10,000 worldwide, including approximately

1,010 at our San Francisco, California Headquarters.
1.1 Outline of Ethics:

Our success as a company is built upon an unwavering commitment to responsible
business practices. Integrity has always been at the heart of how we operate and is one
of Levi Strauss & Co.’s (LS&CO.) core corporate values. For more than 155 years, we
have demonstrated the highest ethical standards in the conduct of our business.
Our Worldwide Code of Business Conduct reflects our commitment to manage

our business affairs responsibly, with the utmost integrity and in compliance with all
applicable laws. It offers guidance to our employees on a host of potential business
situations and emphasizes the importance of making business decisions through the lens
of our values.
The Global Anti-Bribery and Anti-Corruption Policy provides additional, specific

guidance on two critical sections of the Worldwide Code of Business Conduct –
Compliance with Laws, Rules and Regulations and Government Officials. Recognizing
that anti-bribery and anti-corruption laws vary by jurisdiction and are not always easy to
understand, our Global Anti-Bribery and Anti-Corruption Policy is designed to help
LS&CO. employees worldwide identify and avoid situations that may potentially violate
ethics laws.
Dept. of Commerce and Management of PESIAMS Shimoga 1

Compliance with the Worldwide Code of Business Conduct and the Global Anti-
Bribery and Anti-Corruption Policy is mandatory for everyone at LS&CO. worldwide –
from the back room to the board room. An Ethics and Compliance Reportine allows
LS&CO. employees worldwide to report ethics concerns anonymously, and company
policies strictly prohibit retaliation against anyone for raising or helping to address any
issue related to the Worldwide Code of Business Conduct or the Global Anti-Bribery
and Anti-Corruption Policy.
Our customers have been writing to us for as long as we've been making Levi's®
jeans, jackets and other products. The Levi Strauss & Co. Archives has consumer letters
going all the way back to the early 20th century (though not any earlier, thanks to the
earthquake and fire of 1906 which reduced our offices to rubble).
Here's a sample of some of our favorites, ranging from celebrity kudos, to stories
about Levi's® jeans saving life and limb, to simple thanks for a product well done.
1.2 INTERESTING HOLDINGS

• The "XX" - the oldest pair of 501® jeans in the world, from c1879
• 10 pairs of jeans from the 19th century
• A pair of jeans from 1938 that towed a car
• Denim jackets redesigned or decorated by Elton John, Queen Latifah, Yves St.
Laurent, Elizabeth Taylor and others
• A pair of jeans that prevented a child from being burned
• Letters from Cary Grant, Henry Kissinger, Clint Eastwood, Lady Bird Johnson, and
silent-movie cowboy William S. Hart
• A one-piece garment for women called "Freedom-Alls" from 1918
• A denim tuxedo jacket made for Bing Crosby in 1951
• A jacket and pair of jeans signed by The Rolling Stones
1.3 FOR THE STUDENT AND TEACHER

Levi Strauss & Co. is happy to provide basic historical information for students,
whether you're a fourth grader studying California history, or a college junior writing a
paper for your marketing class. Follow the links here to find printable documents on
these topics:

• The invention of blue jeans by Levi Strauss & Co. in 1873

• A biography of our founder, Levi Strauss
• A biography of Levi Strauss' business partner, Jacob Davis
• A history of everyone's favorite fabric: denim
• A timeline on the history of the Levi's® 501® jean
• The Archives staff is happy to answer basic questions about our history or about
the company, but we cannot undertake large-scale research. Here are some tips on
finding the information you need:
• One of the best places to find material on Levi Strauss & Co.'s modern history is
in the Reader's Guide to Periodical Literature. This reference book indexes
magazine articles published in the United States and every library has a copy.
Look under Levi Strauss & Co. or Levi's® jeans to find articles about our
marketing strategies, production, advertising and other topics.
• You can also do an Internet search, as some articles are printed in full text online.
• Younger students will find many biographies of Levi Strauss in the juvenile
section of school and public libraries. Keep in mind that books published before
1995 tend to be historically inaccurate, so for the most up-to-date information
about Levi himself, use the articles in this link or find books published in 2000 or
later.
• There's a lot of mythology about our company and our jeans in the cyberspace
universe, so don't rely on the Internet to do your historical research. Use the
documents provided here, and we also recommend the following books:
• This is a Pair of Levi's® Jeans, published by Levi Strauss & Co.
Denim: From Cowboys to Catwalks, by Paul Trynka
Vintage Denim, by David Little Compassionate Capitalism: How Corporations
Can Make Doing Good an Integral Part of Doing Well, by Marc Benioff and
Karen Southwick
1.4 OBJECTIVES
• To know the satisfaction level towards Levi’s Brand.
• To study the major competitors and market shares of Levi’s.
• To know the market strategy of Levi’s.
• To study the factors considered while buying the Levi’s.

1.5 LIMITATIONS
“Perfection is a Myth”- Trying for perfection is the essence of truth. This study
has got its limitations. They are the main limitations is making the report is the time
factor. The Survey does not cover then entire city.
1.6 Some of the Information Likes

a) Company profile in made in brief.
b) Short information has been given relating to working capital by the firm.
c) Much time was spent in explaining to the respondent about the real purpose of
survey.
d) This project is purely done for academic.
1.7 METHODOLOGY
In the light of the above objectives, the investigation is based on both Primary &
secondary data.
Primary research tools were personal interviews as well as observation. Questions

were raised and Consumers Solicited in the interviews with the dealers & general
Public.
The secondary data was collected from various public books, journals, & News
Papers, apart from the Companies broachers, besides the study takes into consideration
the spirit of difficult theoretical foundation of the disciplines & economics.

CHAPTER – 2
COMPANY PROFILE
2.1 HISTORY OF LEVIS
Biography of Levi Strauss
When news of the California Gold Rush made its way east, Levi emigrated to San
Francisco to make his fortune, though he knew he wouldn't make it panning gold.
2.2 LEVI’S STRUASS FOUNDTION

Established in 1952, the Levi Strauss Foundation is an independent private
foundation that provides grants to community based organizations working to create
meaningful social change. The Foundation funds programs worldwide that advance the
human rights and well being of underserved people where Levi Strauss and Co. has a
business presence. The Levi Strauss Foundation’s giving is guided by a belief in
empowering individuals and communities; a resolve to address social biases and
inequalities and their impact on people and communities; and a commitment to work
with other founders and encourage the collaborative efforts of its grantees.
Like our parent company, the Levi Strauss Foundation drives meaningful change
from deep authenticity and integrity. We operate boldly and courageously, applying the
best practices of private foundations. We take risks, occasionally supporting causes that
some have called contrary to our business interests.
2.3 LEVI STRAUSS: A SHORT BIOGRAPHY

Lynn Downey, Levi Strauss & Co. Historian 2008
Levi Strauss, the inventor of the quintessential American garment - the blue jean -
was born in Buttenheim, Bavaria on February 26, 1829 to Hirsch Strauss and his second
wife, Rebecca Haas Strauss. Levi - named "Loeb" at birth – had three older brothers and
three older sisters, but his sister Fanny (born Vogele) was the only other child of his
mother, Rebecca.
Hirsch succumbed to tuberculosis in 1845 and two years later Rebecca, Levi,
Fanny, and the next oldest sister Maila emigrated to New York. There, they were met by
Jonas and Louis, two of the older brothers, who had already made the journey and had
started a wholesale dry goods business, called “J. Strauss Brother & Co.” Young Loeb

soon began to learn the trade himself, and by 1850 he was known among his family and
customers as “Levi” (in the census of that year, his name is spelled “Levy.”).
When news of the California Gold Rush made its way east, Levi emigrated to San
Francisco to make his fortune, though he knew he wouldn’t make it panning gold. At
the end of January 1853, he became an American citizen, and in February he headed for
the West coast via the Isthmus of Panama. He arrived in bustling, noisy San Francisco
in early March, establishing a wholesale dry goods business under his own name and
also serving as the West Coast representative of the family’s New York firm. His new
company imported dry goods – clothing, underwear, umbrellas, handkerchiefs, bolts of
fabric – and sold them to the small stores that were springing up all over California and
the West. It was these stores that helped outfit the miners of the Gold Rush and,
eventually, the new families that began to populate the western regions.
The first address where Levi conducted business (that we know of) was at 90
Sacramento Street, and the name of his firm was simply, “Levi Strauss.” In the 1850s
this location was very close to the waterfront, handy for receiving and selling the goods
that arrived by ship from his brother Jonas in New York. In 1856 Levi moved the
business to 62 Sacramento Street and then to 63 & 65 Sacramento as its trade and
reputation expanded. By this time David Stern - who was married to Levi’s sister Fanny
- was associated with the firm. In 1861 the business relocated to 317 & 317 Sacramento
Street, and in 1863 the company was renamed “Levi Strauss & Co.” Then in 1866 Levi
moved the headquarters again, to larger quarters at 14-16 Battery Street, where it
remained for the next forty years.
In his mid-thirties, Levi was already a well-known figure around the city. He was
active in the business and cultural life of San Francisco, and actively supported the
Jewish community, including Temple Emanu-El, the city's first synagogue. Despite his
stature as an important business man, he insisted that his employees call him Levi, and
not Mr. Strauss.
In 1872, Levi received a letter from Jacob Davis, a Reno, Nevada tailor. Davis
was one of Levi Strauss’ regular customers; he purchased bolts of cloth from the
company to use for his own business. In his letter, he told the prosperous merchant about
the interesting way he made pants for his customers: he placed metal rivets at the points
of strain - pocket corners, and at the base of the button fly. He did this in order to make

the pants stronger for the laboring men who were his customers. He wanted to patent this
new idea but needed a business partner to get the idea off the ground. So he suggested
that the two men take out the patent together (sharing the costs, as well). Levi was
enthusiastic about the idea and the patent was granted to both men on May 20, 1873. The
blue jean was born.
He knew that demand would be great for these riveted "waist overalls" (the old
name for jeans), so Levi brought Jacob Davis to San Francisco to oversee the first West
Coast manufacturing facility. It’s possible that the first manufacture of the jeans was
undertaken space and then opened his own factory south of Market Street (though the
dates and information are a bit vague here, thanks to the loss of the company’s historical
records in the 1906 earthquake and fire). The famous 501® jean – known at the time
simply as “XX” – was soon a best seller, as were the other riveted products Levi and
Jacob added to their new manufacturedlines. Levi ca and treasurer of the San Francisco
Board of Trade in 1877. He was a director of the Nevada Bank, the Liverpool, London
and Globe Insurance Company and the San Francisco Gas and Electric Company. In 1875
Levi and two associates purchased the Mission and Pacific WooleMills from the estate of
former silver millionaire William Ralston, and the mill's fabric was used to make the Levi
Strauss & Co. "blanket-lined" pants and coats. He was also one of the city’s greatest
philanthropists. Levi was
Hebrew Orphan Asylum and Home, the Eureka Benevolent Society and the
Hebrew BoardRelief. In 1895 he and a number of other prominent San Franciscans
provided funds to build anew railroad from San Francisco to the San Joaquin Valley (a
project which unfortunately failed)And in 1897 Levi provided the funds for twenty-eight
scholarships at the University of California, Berkeley. As the end the business, though he
had brought his nephews into the firm by this time. David Stern had diedin 1874 and his
four sons - Jacob, Sigmund, Louis and Abraham – were now working with their uncle
Levi. In 1890 - the year that the XX waist overall was given the lot number "501®" - Levi
and his nephews officially incorporated the company. During the week of September 22,
1902 Levi began to the 26th, he felt well enough to attend the family dinner at the home
on Leavenworth Street which he shared with Jacob Stern’s family. He awakened briefly
in the night, and told the nurse in attendance that he felt "as comfortable as I can under
the circumstances.” Then, peacefully, he died. His dea Monday, the day of his funeral,
local businesses were temporarily closed so that their proprietors could attend the
services. The eulogy was read at Levi’s home by Rabbi Jacob Voorsanger of Temple
Emanu-El; afterward, company employees escorted the casket to the Southern Pacific
railway station, where it was transported to the Hills of Eternity Cemetery in Colma (now
Home oPeace), south of San Francisco. Levi's estate amounted to nearly other family
members. Other bequests were made to the Pacific Hebrew Orphan Asylum, the Home
for Aged Israelites, the Roman Catholic and Protestant Orphan Asylums, Eureka
Benevolent Society and the Emanu-El Sisterhood. In summing up Levi's life and the
establishment of hi "Fairness and integrity in his dealings with his Eastern factors and his
customers and liberality toward his employees soon gave the house a standing second to
none on the coast." An even more fitting testimonial was pronounced by the San
Francisco Board of Trade in a special resolution: On April 18, 1906 San Francisco was
devastated by a massive earthquake and fire. Counted among the buildings which did not
survive the catastrophe was the headquarters of Levi Strauss & Co. on Battery Street. The
building survived the earthquake, but not the fire, which raged for three long days: all dry
goods, furnishings and business records were destroyed. The factory suffered the same
fate.
It was a great loss; but it did not signal the end to the company. As the ashes
cooled, the Stern brothers made plans for a new facility and a new factory, as their uncle
Levi would no doubt have done. They also continued to pay employee salaries and
extended credit to other, less fortunate merchants until they could get back on their feet.
For although buildings and factories fell, the company built by Levi Strauss was
bedrock solid, due to his foresight, his business sense and his unswerving devotion to
quality.
2.4 A Short History of Denim

In 1969 a writer for American Fabrics magazine declared, "Denim is one of the
world's oldest fabrics, yet it remains eternally young."
2.5 A SHORT HISTORY OF DENIM

(c) 2007 Lynn Downey
Levi Strauss & Co. Historian
Denim is more than just a cotton fabric; it inspires strong opinions within the
hearts of historians, designers, teenagers, movie stars, reporters and writers. Interest

bordering on passion can be found among textile and costume historians today,
especially in the debate over the true origins of denim. These experts have put decades
of work into their research; here are summarized the prevailing opinions about the birth
of denim, followed by a discussion of the way Levi Strauss & Co. has helped to
contribute to denim’s movement around the world.
In 1969 a writer for American Fabrics magazine declared, “Denim is one of the
world’s oldest fabrics, yet it remains eternally young.” If continuous use of and interest in
an item makes it “eternally young” then denim certainly qualifies. From the 17th century
to the present, denim has been woven, used and discarded; made into upholstery, pants
and awnings; found in museums, attics, antique stores and archaeological digs; worn as
the fabric of hard honest work, and as the expression of angry rebellion; used for the sails
of Columbus’ ships in legend; and worn by American cowboys in fact.
Legend and fact are also interwoven when scholars discuss the origin of the name
denim itself. Most reference books say that denim is an English corruption of the French
“serge de Nimes;” a serge fabric from the town of Nimes in France. However, some
scholars have begun to question this tradition.
There are a few schools of thought with regard to the derivation of the word
“denim.” Pascale Gorguet-Ballesteros, of the Musee de la Mode et du Costume in Paris,
has done some interesting research on both of these issues. A fabric called “serge de
Nimes,” was known in France prior to the 17th century. At the same time, there was also
a fabric known in France as “nim.” Both fabrics were composed partly of wool.
Serge de Nimes was also known in England before the end of the 17th century.
The question then arises: is this fabric imported from France or is it an English fabric
bearing the same name? According to Ms. Gorguet-Ballesteros, fabrics which were
named for a certain geographic location were often also made elsewhere; the name was
used to lend a certain cachet to the fabric when it was offered for sale. Therefore a “serge
de Nimes” purchased in England was very likely also made in England, and not in Nimes,
France.
There still remains the question of how the word “denim” is popularly thought to
be descended from the word “serge de Nimes.” Serge de Nimes was made of silk and
wool, but denim has always been made of cotton. What we have here again, I think, is a

relation between fabrics that is in name only, though both fabrics are a twill weave. Is the
real origin of the word denim “serge de nim,” meaning a fabric that resembled the part-
wool fabric called nim? Was serge de Nimes more well-known, and was this word mis-
translated when it crossed the English Channel? Or, did British merchants decide to give
a zippy French name to an English fabric to give it a bit more cachet? It’s likely we will
never really know.
Levi’s® jeans, of course, are named for the founder of the company that makes
them. A lot of people over the years have thought that Levi Strauss & Co. was started by
a Mr. Levi and a Mr. Strauss; or even by the French philosopher/anthropologist Claude
Levi-Strauss. The truth is, the company was founded by a man born as “Loeb” Strauss in
Bavaria in 1829. He, his mother and two sisters left Germany in 1847 and sailed to New
York, where Loeb’s half-brothers were in business selling wholesale dry goods (bolts of
cloth, linens, clothing, etc.). For a few years, young Loeb Strauss worked for his brothers,
and in 1853 obtained his American citizenship. In that same year, he decided to make a
new start and undertake the hazardous journey to San Francisco, a city enjoying the
benefits of the recent Gold Rush. At age 23, Loeb either decided to go into the dry goods
business for himself (perhaps thinking that the easiest way to make money during a Gold
Rush was to sell supplies to miners), or he was sent there by his brothers, in order to open
the West Coast branch of the family business. No matter what the reason, San Francisco
was the kind of city where people went to reinvent themselves and their lives, and this
proved to be true for Loeb, who changed his name to “Levi” sometime around 1850, - for
which we should be grateful, or else today we would all be wearing “Loeb’s Jeans.”
We don’t know how young Levi Strauss got his business off the ground; what his
thinking was; if he travelled into the gold country in search of customers, because
LS&CO. lost virtually all of its records, inventory, and photographs in the great San
Francisco earthquake and fire of 1906. This has led to many problems for company
officers, researchers, and certainly those interested in LS&CO.’s history. Chief of these is
digging up the true story of the invention of blue jeans, and separating popular myth from
historical reality.
For decades, the story ran like this: Levi Strauss arrived in San Francisco, and
noticed that miners needed strong, sturdy pants. So he took some brown canvas from the
stock of dry goods supplies he brought with him from New York, and had a tailor make a
pair of pants. Later, he dyed the fabric blue, then switched to denim, which he imported

from Nimes. He got the idea of adding metal rivets to the pants from a tailor in Reno,
Nevada, and patented this process in 1873.
Luckily, the company obtained copies of the patent papers for the riveting process
a number of years ago so we know that Jacob Davis, the Nevada tailor, did come up with
this idea and worked with Levi Strauss to manufacture riveted clothing. However, the
brown canvas pants story is really just an attractive myth.
This story likely arose because evidence had been found of some brown pants
made of a heavy material which the company sold in the 19th century. However,
historical research done at institutions in the San Francisco area provides us with the truth
within the myth.
Levi Strauss was a wholesale dry goods merchant beginning with his arrival in
San Francisco in 1853. He sold the common dry goods products, including clothing
whose manufacturers are unfortunately unknown to us. Levi worked hard, and acquired a
reputation for quality products over the next two decades. In 1872 he got a letter from
tailor Jacob Davis, who had been making riveted clothing for the miners in the Reno area
and who purchased cloth from Levi Strauss & Co. He needed a business partner to help
him get a patent and begin to manufacture this new type of work clothing. Well, Levi
knew a good business opportunity when he saw one, and in 1873 LS&CO. and Davis
received a patent for an “Improvement in Fastening Pocket-Openings.”
As soon as the two men got their manufacturing facility under way, they began to
make copper riveted “waist overalls” (which is the old name for jeans) out of a brown
cotton duck, and a blue denim. It’s likely that a pair of these duck pants (which survived
the 1906 fire) confused early historians of the company, as duck looks and feels like
canvas. The denim, however, was true blue. Of course, Levi did not dye any brown fabric
blue, as the myth has proclaimed, nor did he purchase it from Nimes. Knowing that the
riveted pants were going to be perfect for workwear, it’s likely he decided to make them
out of denim rather than jean for the reasons mentioned earlier: denim was what you used
when you needed a very sturdy fabric for clothing to be worn by men doing manual labor.
The denim for the first waist overalls came from the Amoskeag Manufacturing
Company in Manchester, New Hampshire, on the East Coast of the United States. This
area, known as New England, was the site of the first American textile mills, and by 1873
their fabrics were well-known and well-made. Amoskeag was incorporated in 1831 and
their denim production dated to the mid-1860s (this being the time of the American Civil
War, the company also manufactured guns for a few years).
In 1914 an article about the association between LS&CO. and Amoskeag

appeared in the mill’s own newspaper. It read in part, “In spite of the many cheaper
grades offered in competition, the sale of the Amoskeag denim garment has kept up due
in part to the superior denim used in its construction and in part to superior workmanship
such as sewing with linen thread, etc. Doubtless the Amoskeag denim has contributed in
no small degree to the success of Levi Strauss & Co. and, in return, that concern has
contributed in an equal degree to the success of Amoskeag denims, advertising as it does,
their superiority over all other denims.”
At Levi Strauss & Co., the duck and denim waist overalls were proving to be the
success that Jacob Davis had predicted. Levi Strauss was now the head of both a dry
goods wholesaling and garment manufacturing business. In addition to the waist overalls,
the company made jackets and other outer wear out of denim and duck; they also
branched out into shirts of plain or printed muslin.
Levi Strauss died in 1902, at the age of 73. He left his thriving business to his four
nephews - Jacob, Louis, Abraham and Sigmund Stern - who helped rebuild the company
after the disaster of 1906. The earliest surviving catalog in the Archives shows a
wonderful variety of denim products for sale.
Within a few years, it became obvious to the Stern brothers that they needed a
new source of denim. Near the end of the 19th century Amoskeag and other New England
mills had begun to experience a slow decline, due to competition from mills in the
southern states, higher labor and transportation costs, outdated buildings and equipment
and high taxes. The demand for waist overalls was so great that LS&CO. needed a more
reliable method of obtaining the fabric they needed. Interestingly, by around 1911 the
company had stopped making garments out of cotton duck. It’s possible that this was due
to customer preference: once someone had worn a pair of denim pants, experiencing its
strength and comfort - and how the denim became more comfortable with every washing
- he never wanted to wear duck again; because with cotton duck, you always feel like
you’re wearing a tent.

By 1915 the company was buying the majority of its denim from Cone Mills, in
North Carolina (by 1922 all the denim came from Cone). Founded in 1891, it was the
center of denim production in America by the turn of the century. Cone developed the
denim which brought Levi’s ® jeans their greatest fame during the following decades.
By the 1920s, Levi’s® waist overalls were the leading product in men’s work
pants in the Western states. Enter the 1930s - when Western movies and the West in
general captured the American imagination. Authentic cowboys wearing Levi’s® jeans
were elevated to mythic status, and Western clothing became synonymous with a life of
independence and rugged individualism. Denim was now associated less often with
laborers in general, and more as the fabric of the authentic American as symbolized by
John Wayne, Gary Cooper and others. LS&CO. advertising did its part to fuel this craze,
using the West’s historic preference for denim clothing to advertise Levi’s® waist
overalls. Easterners who wanted an authentic cowboy experience headed to the dude
ranches of California, Arizona, Nevada and other states, where they purchased their first
pair of Levi’s (the products were still only sold West of the Mississippi).
2.6 Jacob Davis: His Life and Contributions

The inventor of riveted pants, Mr. Davis joined Levi Strauss to oversee the
manufacturing of the first "waist overalls," known today as blue jeans.
2.7 JACOB DAVIS:

HIS LIFE AND CONTRIBUTIONS
❖ Born Jacob Youphes in Riga, Latvia, 1831.
❖ Came to America and in 1854, changed his name to Jacob Davis. Operated a tailor
❖ shop in New York City and Augusta, Maine.
❖ Moved to San Francisco in 1856, then moved to the gold country town of
Weaverville,
❖ working as a tailor. In 1858 he left California for western Canada (likely Cariboo and
❖ Victoria, British Columbia), where he lived for nine years.
❖ He married Annie (Parksher/Packscher) from Germany, in 1865. They had six
children.

❖ Davis returned to San Francisco from Victoria, B.C. in January of 1867. Then he
moved to Virginia City, Nevada where he opened a cigar store. Three months later,
however, he was working again as a tailor
❖ In June of 1868 he settled in the little railroad town of Reno, Nevada. He invested his
money in a brewery but lost it all. By 1869 he had opened a tailoring shop on Virginia
Street. He began making wagon covers and tents from an off-white cotton duck cloth
which he purchased from the wholesale house of Levi Strauss & Co. beginning in
1870.
❖ In late 1870 a woman customer came to him for a pair of “cheap” pants for her
“large” husband who had a habit of going through pants rather quickly. She paid him
$3.00 in advance for the white duck pants, and told Davis she wanted them made as
strong as possible.
❖ Davis had some copper rivets in his shop, which he used to attach straps to the horse
blankets he made for local teamsters. When he had finished making the pants, it
occurred to him that it might be a good idea to fasten the pockets with the same rivets.
The pants were an immediate success.
❖ Within eighteen months he had made and sold two hundred pairs of the riveted pants,
and he was beginning to be imitated by other tailors. By 1871 he was routinely using
rivets on the pants he made - first on duck pants, but soon thereafter denim, as well.
❖ An old hand at applying for patents (previous applications had been for a steam
powered canal boat and steam-powered ore crusher), he wrote to Levi Strauss,
describing his success with the riveted waist overalls and asking if he would like to
jointly apply for a patent with him. His riveted overalls were selling for $3.00 a pair -
a premium price.
❖ Levi agreed and in addition invited Davis to San Francisco to oversee manufacture of
the riveted pants for the company. Davis and family arrived on April 26, 1873 and the
patent was approved on May 20, 1873.
❖ Initially, the pants were sewn by women working in their homes, but demand
necessitated the construction of a manufacturing facility in San Francisco, for which
Davis was named supervisor.
❖ In the 1874 City Directory of San Francisco Davis’ occupation was listed as
“manufacturer.” In the 1903 City Directory, his occupation was listed as “capitalist.”
❖ Around 1907 Davis sold his interest in the patent and the manufacturing to Levi
Strauss & Co., but he continued to supervise the factory until his death.
2.8 BRANDS
Invented in 1873, Levi's® jeans are the original, authentic jeans. They are the
most successful, widely recognized, and often imitated clothing products in the history of
apparel. Levi's® jeans have captured the attention, imagination, and loyalty of
generations of diverse individuals.
As the inventor of the category, the Levi's® brand continues to define jeanswear
with the widest range of products available, from quintessential classics, such as the
famous Levi's® 501® Original jean, to favorite fits and styles in our Red Tab™ and
Premium collections.
The Dockers® brand is the leader in providing stylish and comfortable casual
wear. The brand continues to expand its offerings to provide men and women with
clothes that offer versatility for an on-the-go lifestyle.
Dockers® khakis were first introduced in 1986 as the casual alternative to jeans
and dress pants. The line has since expanded from men's casual pants to an entire
wardrobe offering of tops, pants, shoes, belts, outerwear and hosiery for men and women
in more than 50 countries in every region of the world.
The Signature by Levi Strauss & Co.™ brand was launched in 2003 exclusively
for value-conscious consumers. The brand provides these consumers with high-quality,
affordable, fashionable Jeanswear and casualwear from a company and name they trust.
The Signature by Levi Strauss & Co.™ brand includes a collection of denim and
non-denim pants, shirts, skirts, and jackets for men, women, and children. All Signature
by Levi Strauss & Co.™ apparel is designed with the high-quality construction and
craftsmanship that makes Levi Strauss & Co. famous
2.9 COMPANY
Founded in 1853 by Bavarian immigrant Levi Strauss, Levi Strauss & Co. is one
of the world's largest brand-name apparel marketers with sales in more than 110
countries. There is no other company with a comparable global presence in the jeans and
casual pants markets. Our market-leading apparel products are sold under the Levi's®,
Dockers® and Levi Strauss Signature® brands.

Levi Strauss & Co. is privately held by descendants of the family of Levi Strauss.
Shares of company stock are not publicly traded. Shares of Levi Strauss Japan K.K., our
Japanese affiliate, are publicly traded in Japan.
We employ a staff of approximately 10,000 worldwide, including approximately

1,010 at our San Francisco, California Headquarters.
2.10 VALUES AND VISION

Our values are fundamental to our success. They are the foundation of our
company, define who we are and set us apart from the competition. They underlie our
vision of the future, our business strategies and our decisions, actions and behaviors. We
live by them. They endure.
Four core values are at the heart of Levi Strauss & Co.: Empathy, Originality,
Integrity and Courage. These four values are linked. As we look at our history, we see a
story of how our core values work together and are the source of our success.
2.11 Empathy—Walking in Other People's Shoes

Empathy begins with listening ... paying close attention to the world around us ...
understanding, appreciating and meeting the needs of those we serve, including
consumers, retail customers, shareholders and each other as employees.
Levi Strauss and Jacob Davis listened. Jacob was the tailor who in the early 1870s
first fashioned heavy cotton cloth, thread and metal rivets into sturdy "waist overalls" for
miners seeking durable work pants. Levi in turn met Jacob's needs for patenting and mass
production of the product, enthusiastically embracing the idea and bringing it to life. The
rest is history: The two created what would become the most popular clothing in the
world — blue jeans.

Our history is filled with relevant examples of paying attention to the world
around us. We listened. We innovated. We responded.
• As early as 1926 in the United States, the company advertised in Spanish,

Portuguese and Chinese, reaching out to specific groups of often-neglected
consumers.
• In the 1930s, consumers complained that the metal rivets on the back pockets of
our jeans tended to scratch furniture, saddles and car seats. So we redesigned the
way the pockets were sewn, placing the rivets underneath the fabric.
• In 1982, a group of company employees asked senior management for help in
increasing awareness of a new and deadly disease affecting their lives. We quickly
became a business leader in promoting AIDS awareness and education.
We are market driven, which means that we walk in our consumers' shoes. In the
company's early years, that meant making durable clothes for workers in the American
West. Now, it means anticipating the casual clothing needs of a broad range of consumers

around the world. Understanding and appreciating needs — consumer insight — is

central to our commercial success.
Being empathetic also means that we are inclusive. Levi Strauss' sturdy work
pants are sold worldwide in more than 110 countries. Their popularity is based on their
egalitarian appeal and originality. They transcend cultural boundaries. Levi's® jeans —
the pants without pretense — are not just for any one part of society. Everyone wears
them.
Inclusiveness underlies our consumer marketing beliefs and way of doing

business. We bring our Levi's®, Dockers® and Signature by Levi Strauss & Co.™ brands
to consumers of all ages and lifestyles around the world. We reflect the diverse world we
serve through the range and relevancy of our products and the way we market them.
Likewise, our company workforce mirrors the marketplace in its diversity, helping
us to understand and address differing consumer needs. We value ethnic, cultural and
lifestyle diversity. And we depend and draw upon the varying backgrounds, knowledge,
points of view and talents of each other.
As colleagues, we also are committed to helping one another achieve exceptional

performance. We are sensitive to each other's goals and interests, and we strive to ensure
our mutual success through outstanding leadership, career development and supportive
workplace practices.
Empathy also means engagement and compassion. Giving back to the people we
serve and the communities we operate in is a big part of who we are. Levi Strauss was
both a merchant and a philanthropist - a civic-minded leader who believed deeply in
community service. His way lives on. The company's long-standing traditions of
philanthropy, community involvement and employee volunteerism continue today and
contribute to our commercial success.

Originality—Being Authentic and Innovative
Levi Strauss started it and forever earned a place in history. Today, the Levi's®
brand is an authentic American icon, known the world over.
Rooted in the rugged American West, Levi's® jeans embody freedom and
individuality. They are young at heart. Strong and adaptable, they have been worn by
generations of individuals who have made them their own. They are a symbol of frontier
independence, democratic idealism, social change and fun. Levi's® jeans are both a
work pant and a fashion statement — at once ordinary and extraordinary. Collectively,
these attributes and values make the Levi's® brand unlike any other.
Innovation is the hallmark of our history. It started with Levi's® jeans, but that
pioneering spirit permeates all aspects of our business — innovation in product and
marketing, workplace practices and corporate citizenship. Creating trends. Setting new
standards. Continuously improving through change. For example:
• In 1984 we relaunched our original, Levi’s® Shrink-To-Fit® 501® jeans, and

transformed the jeans category. In addition to marketing rigid and rinsed 501® jeans
through groundbreaking TV advertising, we also introduced innovative product
finishes involving techniques such as stonewashing and bleaching. Increasingly
popular for years to come on all styles of Levi’s® jeans, these finishes dramatically

changed the look of jeans fashion worldwide and substantially fueled Levi Strauss &
Co.’s growth.
• With the introduction of the Dockers® brand in 1986, we created an entirely new
category of casual clothing in the United States, bridging the gap between suits and
jeans. A year later, Dockers® khakis had become the fastest growing apparel brand in
history. Throughout the 1990s, we were instrumental in changing what office workers
wear on the job.
• In 2003, we created a new brand to offer stylish casual clothing to a growing number of
value-conscious consumers worldwide. Initially launched in the United States, the
Signature by Levi Strauss & Co.™ brand was the first full range of quality jeanswear
for men, women and children available in the U.S. mass channel. We drove category
growth within this channel by establishing a premium jeanswear marketing position that
did not previously exist. And we did this without cannibalizing our core Levi’s® brand
business.
Now, more than ever, constant and meaningful innovation is critical to our
commercial success. The worldwide business environment is fiercely competitive. Global
trade, instantaneous communications and the ease of market entry are among the forces
putting greater pressure on product and brand differentiation. To grow continuously, it is
imperative that we change, competing in new and different ways that are relevant to the
shifting times.

As the "makers and keepers" of Levi Strauss' legacy, we must look at the world
with fresh eyes and use the power of ideas to improve everything we do across all
dimensions of our business, from modest improvements to total reinventions. We must
create product news that comes from the core qualities of our brands — comfort, style,
value and the freedom of self-expression — attributes that consumers love and prefer.
Integrity—Doing the Right Thing

Ethical conduct and social responsibility characterize our way of doing business.
We are honest and trustworthy. We do what we say we are going to do.
Integrity includes a willingness to do the right thing for our employees, brands,
the company and society as a whole, even when personal, professional and social risks or
economic pressures confront us. This principle of responsible commercial success is
embedded in the company's experience. It continues to anchor our beliefs and behaviors
today, and is one of the reasons consumers trust our brands. Our shareholders expect us to
manage the company this way. It strengthens brand equity and drives sustained, profitable
growth and superior return on investment. In fact, our experience has shown that our
"profits through principles" approach to business is a point of competitive advantage.
This values-based way of working results in innovation:
• Our commitment to equal employment opportunity and diversity predates the U.S. Civil
Rights movement and federally mandated desegregation. We opened integrated factories
in California in the 1940s. In 1960, we combined our need for more production and our
desire to open manufacturing plants in the American South into an opportunity to make
change; we led our industry by sending a strong message that we would not locate new
plants in Southern towns that imposed segregation. Our approach changed attitudes and
helped to open the way for integration in other companies and industries.

• In 1991, we were the first multinational company to develop a comprehensive code of

conduct to ensure that individuals making our products anywhere in the world would do
so in safe and healthy working conditions and be treated with dignity and respect. Our
Terms of Engagement are good for the people working on our behalf and good for the
long-term reputation of our brands.
Trust is the most important value of a brand. Consumers feel more comfortable
with brands they can trust. Increasingly, they are holding corporations accountable not
only for their products but also for how they are made and marketed. Our brands are
honest, dependable and trusted, a direct result of how we run our business.
Integrity is woven deeply into the fabric of our company. We have long believed
that "Quality Never Goes Out of Style®." Our products are guaranteed to perform. We
make them that way. But quality goes beyond products: We put quality in everything we
do.
Courage—Standing Up for What We Believe

It takes courage to be great. Courage is the willingness to challenge hierarchy,
accepted practices and conventional wisdom. Courage includes truth telling and acting
resolutely on our beliefs. It means standing by our convictions. For example:
• It took courage to transform the company in the late 1940s. That was when we made the
tough decision to shift from dry goods wholesaling, which represented the majority of
our business at the time, and to focus instead on making and selling jeans, jean jackets,
shirts and Western wear. It was a foresighted — though risky — decision that enabled
us to develop and prosper.
• In the 1980s, we took a similar, bold step to expand our U.S. channels of distribution to
include two national retail chains, Sears and JCPenney. We wanted to provide
consumers with greater access to our products. The move resulted in lost business in the

short term because of a backlash from some important retail customers, but it set the
stage for substantial growth.
• We also demonstrated courage in our workplace practices. In 1992, Levi Strauss & Co.
became the first Fortune 500 company to extend full medical benefits to domestic
partners of employees. While controversial at the time, this action foreshadowed the
widespread acceptance of this benefit and positioned us as a progressive employer with
prospective talent.
With courage and dedication, we act on our insights and beliefs, addressing the needs of
those we serve in relevant and significant ways. We do this with an unwavering
commitment to excellence. We are a team of high achievers. We hold ourselves
accountable for attaining the high-performance standards and results that are inherent in
our goals. We learn from our mistakes. We change. This is how we build our brands and
grow our business. This is how we determine our own destiny and achieve our vision of
the future.
2.12 VISION
The story of Levi Strauss & Co. and our brands is filled with examples of the key
role our values have played in meeting consumer needs. Likewise, our brands embody
many of the core values that our consumers live by. This is why our brands have stood the
test of time.
Generations of people have worn our products as a symbol of freedom and self-
expression in the face of adversity, challenge and social change. They forged a new
territory called the American West. They fought in wars for peace. They instigated
counterculture revolutions. They tore down the Berlin Wall. Reverent, irreverent — they
all took a stand.
They drive us to achieve our commercial and citizenship
2.13 HISTORY
We've been the innovation leader in apparel since 1873, the year we created the
world's first blue jean. We didn't stop there. We've had an impact on every decade since,
from activewear for women in the early 20th century, to leading the casual businesswear

revolution of the 1990s with the Dockers® brand, to providing everyday values with the
Levi Strauss Signature® brand.
Being a leader in corporate citizenship is just as important to us as being an

apparel innovator. Levi Strauss himself started this tradition and we're keeping the spirit
of his commitment to corporate citizenship alive. We opened integrated factories in the
American South before it was mandated by the government, we were the first to create
responsible product sourcing guidelines and pioneered policies to help employees with
HIV/AIDS.
Throughout our long history we've driven change in the marketplace and in the
world, offering products that are right for every generation. We invite you to take a look
at our proud heritage.
Our clothing has actually saved lives.
2.14 LETTERS OF LEVIS

Our customers have been writing to us for as long as we've been making Levi's®
jeans, jackets and other products. The Levi Strauss & Co. Archives has consumer letters
going all the way back to the early 20th century (though not any earlier, thanks to the
earthquake and fire of 1906 which reduced our offices to rubble).
Here's a sample of some of our favorites, ranging from celebrity kudos, to stories
about Levi's® jeans saving life and limb, to simple thanks for a product well done.
2.15 OUR ARCHVIES

What comes to mind when you hear the word "archives?" Dusty shelves with
rows of tidy boxes? Dimly lit, windowless basement rooms? Although this is what many
people may envision, at Levi Strauss & Co., "archives" means something completely
different.
Our historical collections of documents, clothing, photographs, films, posters,

advertising materials and artifacts - dating back to the mid 1800s and including such
items as the 1974 Levi's® edition of the Gremlin automobile - comprise one of the most
fascinating corporate archives in the world. But our Archives are more than boxes of
jeans or reels of old commercials. It's a living, working and vital part of our business.

The Levi Strauss & Co. Archives is a kind of laboratory for innovation and new
design ideas. Our designers from around the world are its most frequent visitors. A 130-
year-old pair of Levi's® jeans can either be authentically replicated for our Levi's®
Vintage Clothing line or the inspiration for an innovative finish on a pair of our most
cutting-edge new jeans.
The Levi Strauss & Co. Archives helps us build our future by providing insight
into our unique and legendary past.
Many items and historical information from the Levi Strauss & Co. Archives are
available for public viewing in our Visitors Center, located in the lobby of our
headquarters in San Francisco. And we are happy to assist with questions you might have
about our history or products.
Here's a quick snapshot of what we have in our Archives.
2.16 INTERESTING HOLDINGS

• The "XX" - the oldest pair of 501® jeans in the world, from c1879
• 10 pairs of jeans from the 19th century
• A pair of jeans from 1938 that towed a car
• Denim jackets redesigned or decorated by Elton John, Queen Latifah, Yves St.
Laurent, Elizabeth Taylor and others
• A pair of jeans that prevented a child from being burned
• Letters from Cary Grant, Henry Kissinger, Clint Eastwood, Lady Bird Johnson, and
silent-movie cowboy William S. Hart
• A one-piece garment for women called "Freedom-Alls" from 1918
• A denim tuxedo jacket made for Bing Crosby in 1951
• A jacket and pair of jeans signed by The Rolling Stones
2.17 WHO USES THE ARCHIVES

• Designers, pattern makers
• Print and broadcast media
• Marketing Agencies
• Executive Office

2.18 FOR THE CONSUMER

Levi's® jeans, jackets and shirts have been the top clothing collectible for 20
years. We always enjoy hearing from you if you have an item from our history. But how
do you know if it's old or desirable as a collectible?
Let's start with our famous 501® jeans. Turn up the cuff and check and see if
there is a section of white fabric or "selvage" showing, as shown in the photo. If not, then
it's a pretty modern pair and doesn't fit into the historical category. However, if the jeans
do have the selvage, read on.
Next, take a look at the right back pocket. Do you see our famous red Tab? Is the
word LEVI'S® in all capital letters, or does the word Levi's® look like it has a small
letter "e" instead? Check out the photos; the Tab with LEVI'S (also known as "Big E") is
the older one, and these jeans are from before 1971.
If you have a pair with a buckle and strap on the back of the waistband, like this
pair, then you're really cooking: this is from the 1930s or earlier.
As you go further back in time the jeans are much harder to find because they are
really getting old. The jeans won't have a red Tab, they won't have belt loops, etc. Take a
look at the timeline on the history of the 501® and you will see how the jeans have
evolved.

What about jackets? Well, older jackets will have only one pocket on the chest,
like the one shown here. And if the jacket doesn't have the red Tab it will be from before
the mid 1930s so we're really getting into the desirable area.
We've made so many collectible products over the years: gabardine shirts, rayon
Western shirts, khaki riding pants, you name it. We're always interested in hearing about
these products and are happy to provide historical information for you about anything you
have.
So, if you want to know the age or historical context for your garment, here's what you
can do:
❖ Take photographs of the front, back and any labels of your garment and e-mail
them to Historian Lynn Downey, LDowney@levi.com.
❖ Or, if you prefer, you can send your photographs to Lynn Downey via the U.S.
mail: Levi Strauss & Co., 1155 Battery Street, San Francisco CA 94111.
❖ Due to the volume of requests we receive, we cannot reply via phone. And please
allow 1-2 weeks for a response via email, 3-4 weeks by U.S. mail.
2.19 FINANCIAL NEWS

Levi Strauss & Co. is a privately held company, owned by the descendants of the
family of Levi Strauss. Shares of the company's stock are not publicly traded. Levi
Strauss & Co. has publicly traded bonds, and shares of the company's affiliate, Levi
Strauss Japan K.K., are publicly traded in Japan.
2.20 EARNING WEBCASTS

elcome to Levi Strauss & Co.'s Webcast of First-Quarter 2010 Financial Results
To listen to the Webcast, you will need to have RealPlayer® or Windows
Media™ installed on your computer:
To listen to the live or archived Q1 2010 Earnings Webcast, click here:

To listen to the LIVE Webcast via telephone, please dial:
U.S./Canada (800) 891-4735
International (973) 200-3066

To join this LIVE Webcast via Telephone, you will be required to provide the
conference ID number: 66026948
Replay
This Webcast will be archived and available at this site for replay for one month.
A telephone replay also is available through April 30, 2010 at (800) 642-1687 in the U.S.
and Canada, and at (706) 645-9291 internationally. To access the replay, you must input
the conference ID number: 66026948.
Financial News Release

LS&Co.'s Q1 2010 earnings news release will be available on levistrauss.com
beginning at 3 p.m. EDT/ noon. PDT on April 13, 2010. To review this or any other
financial news release issued by LS&CO., please visit the Financial News Releases
section of this Web site.
Forward-Looking Statements
The discussion in this conference call, Webcast and Web site may contain, in
addition to historical information, forward-looking statements within the meaning of the
Private Securities Litigation Reform Act of 1995. These forward-looking statements may
include statements relating to our anticipated sales performance and trends; gross margins
and operating income margins; cash flows; business strategies and initiatives; and other
matters. We have based these forward-looking statements on the assumptions,
expectations and projections about future events that we hold at the time the statements
are made. We use words like "believe," "anticipate," "intend," "estimate," "expect,"
"project" and similar expressions to identify forward-looking statements, although not all
forward-looking statements contain these words. These forward-looking statements are
necessarily estimates reflecting the best judgment of our senior management and involve
a number of risks and uncertainties that could cause actual results to differ materially
from those suggested by the forward-looking statements.
Investors should consider the information contained in our filings with the U.S.
Securities and Exchange Commission (the "SEC"), including our Annual Reports on
Form 10-K, especially in the "Management's Discussion and Analysis of Financial
Condition and Results of Operations" and "Risk Factors" sections, our most recent
Quarterly Reports on Form 10-Q and our Current Reports on Form 8-K. Other unknown
or unpredictable factors also could have material adverse effects on our future results,
performance or achievements. In light of these risks, uncertainties, assumptions and
factors, the forward-looking events discussed in this conference call, Webcast and Web
site may not occur. You are cautioned not to place undue reliance on these forward-
looking statements, which reflect our beliefs at the time the statements are made.
We do not undertake any obligation to update or revise publicly any forward-

looking statements, whether as a result of new information, future events or otherwise,
nor any other information provided in a conference call, Webcast, news release, SEC
filing or Web site.
Retail Sales Measures

During this call and Webcast, you may hear us talk about sell-through numbers or
retail sales trends. When we talk about sell-through and retail sales, we are referring to
retail over-the-counter dollar sales of our non-licensed products. We use sell-through data
internally as an indicator of consumer demand for our products at retail. We compile sell-
through data based on information we receive from a group of our top U.S. retail
accounts. Our sell-through methodology may change in the future based on changes in
our customer base or channels of distribution. Sell-through dollars do not include taxes
and may not be consistently calculated from retailer to retailer including, for example, the
treatment of markdowns, coupons and discounts. Other companies may discuss sell-
through and could obtain data or compute it differently from us.
FINANCIAL INFORMATION
• Net income and net revenue grow
• Solid cash flow and liquidity
• Levi’s® brand grows worldwide
SAN FRANCISCO (April 13, 2010) – Levi Strauss & Co. (LS & Co.) today announced
financial results for the first quarter ended February 28, 2010, and filed its first quarter
2010 results on Form 10-Q with the Securities and Exchange Commission.
Highlights include:
Three Months Ended % Increase
($ millions) February 28, 2010 March 1, 2009 As Reported
Net revenues $1,035 $951 9%
Net income $56 $48 17%

Net revenues increased during the first-quarter, reflecting the continued growth of
the Levi’s® brand worldwide including the benefit of business acquisitions made during
2009. Revenue improvements were partially offset by revenue declines in the wholesale
channel in certain markets. Quarterly net revenues were up 4 percent excluding the
positive effects of currency.
The increase in first-quarter net income was largely driven by the effects of
currency. The company reported a strong liquidity position including cash and cash
equivalents of $315 million and availability under the company’s revolving credit facility
of $193 million.
"We’re off to a good start for 2010 with revenue growth and our Levi’s® brand
performing well around the world,” said John Anderson, president and chief executive
officer. “Our strategies are beginning to fuel top-line growth, with the acquisitions we
made last year contributing to our overall revenue gains. We continue to invest in our
business even as retail conditions remain challenging in many mature markets around the
world, especially in Europe. These investments will put pressure on the bottom line in the
near-term, but are essential to achieve our goal of sustained, profitable growth.”
First-Quarter 2010 Highlights

• Gross profit in the first quarter increased to $533 million compared with $445
million for the same period in 2009. Gross margin for the first quarter increased to
51.5 percent of revenues compared with 46.8 percent of revenues in the same
quarter of 2009. The gross margin improvement reflected strong Levi’s® brand
performance, lower inventory markdown activity and increased contribution from
company-operated retail stores, which typically generate a higher gross margin
than the wholesale business.
• Selling, general and administrative (SG&A) expenses for the first quarter increased
to $426 million from $339 million in the same period of 2009. Higher SG&A was
primarily due to additional selling expenses related to the expansion of the
company-operated retail network, higher advertising and promotion expense as the
company increased support for its Levi’s® and Dockers® brands, and higher
administration expenses associated with pension and postretirement benefit plans.

• Operating income for the first quarter was $107 million compared with $106
million for the same period of 2009. Higher regional operating income, resulting
from higher revenues and gross margins, was offset by higher corporate expenses.
Regional Overview
Regional Net Revenues for the quarter were as follows:
% Increase (Decrease)
Net Revenues ($ February 28, March 1, As Constant
millions) 2010 2009 Reported Currency
Americas $545 $504 8% 7%
Europe $306 $267 15% 6%
Asia Pacific $184 $180 2% (5) %
• The net revenue increase in the Americas was primarily due to the contribution
to revenues from the Levi’s® and Dockers® outlet stores acquired in 2009 and
the performance of Levi’s® brand products across all consumer segments in the
wholesale channel. These improvements were partially offset by lower Signature
and U.S. Dockers® brand sales.
• Net revenues improved in Europe, benefiting from the impact of currency, the
acquisition of the footwear and accessory business during 2009, and expansion
of the company-operated retail network across the region. Revenue gains were
partly offset by continued lower sales in the wholesale channel, reflecting the
continued difficult retail environment across the region.
• Net revenues in Asia Pacific increased on a reported basis and decreased on a
constant currency basis. Growth in the company’s developing markets in the
region – driven by brand-dedicated retail store expansion – was more than offset
by lower revenue performance in several mature markets.
Cash Flow and Balance Sheet Company ended the first quarter with cash and
cash equivalents of $315 million, an increase of $45 million from November 29, 2009.
Cash provided by operating activities was $76 million, compared with $10 million for
the same period in 2009, primarily reflecting the company’s operating results and focus
on inventory management. Net debt was $1.51 billion at the end of the quarter, down
from $1.58 billion at the end of 2009.

“With net revenues up, improved gross margins and growth at the bottom line, we
are delivering solid performance across the key financial metrics,” said Blake Jorgensen,
chief financial officer. “Our strong cash flow and improved liquidity position enable us to
continue to invest behind our strategic growth initiatives and position the company for
profitable growth when economic conditions improve.”
Investor Conference Call The company’s first-quarter 2010 investor conference

call will be available through a live audio Webcast at
www.levistrauss.com/Financials/EarningsWebcasts.aspx today, April 13, 2010, at 1 p.m.
PST/4 p.m. EST. A replay is available on the Web site the same day and will be archived
for one month. A telephone replay also is available through April 30, 2010 at 800-642-
1687 in the United States and Canada, or 706-645-9291 internationally; I.D. No.
66026948.
This news release contains, in addition to historical information, forward-looking

statements within the meaning of the Private Securities Litigation Reform Act of 1995.
We have based these forward-looking statements on our current assumptions,
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we can,” “when,” “anticipate,” “intend,” “estimate,” “expect,” “project” and similar
expressions to identify forward-looking statements, although not all forward-looking
statements contain these words. These forward-looking statements are necessarily
estimates reflecting the best judgment of our senior management and involve a number of
risks and uncertainties that could cause actual results to differ materially from those
suggested by the forward-looking statements. Investors should consider the information
contained in our filings with the U.S. Securities and Exchange Commission (the “SEC”),
including our Annual Report on Form 10-K for the fiscal year ended 2009, especially in
the “Management’s Discussion and Analysis of Financial Condition and Results of
Operations” and “Risk Factors” sections. Other unknown or unpredictable factors also
could have material adverse effects on our future results, performance or achievements. In
light of these risks, uncertainties, assumptions and factors, the forward-looking events
discussed in this news release may not occur. You are cautioned not to place undue
reliance on these forward-looking statements, which speak only as of the date stated, or if
no date is stated, as of the date of this news release. We are not under any obligation and
do not intend to make publicly available any update or other revisions to any of the
forward-looking statements contained in this news release to reflect circumstances

existing after the date of this news release or to reflect the occurrence of future events
even if experience or future events make it clear that any expected results expressed or
implied by those forward-looking statements will not be realized.

CHAPTER – 3
INDUSTRY PROFILE
3.1 TEXTILE INDUSTRY IN INDIA
The textile industry in India traditionally, after agriculture, is the only industry
that has generated huge employment for both skilled and unskilled labour in textiles.
The textile industry continues to be the second-largest employment generating sector in
India. It offers direct employment to over 35 million in the country.[1] According to
the Ministry of Textiles, the share of textiles in total exports during April–July 2010 was
11.04%. During 2009–2010, the Indian textile industry was pegged at US$55 billion, 64%
of which services domestic demand. In 2010, there were 2,500 textile weaving factories
and 4,135 textile finishing factories in all of India.] According to AT Kearney’s ‘Retail
Apparel Index’, India was ranked as the fourth most promising market for apparel
retailers in 2009.
India is first in global jute production and shares 63% of the global textile and
garment market. India is second in global textile manufacturing and also second in silk
and cotton production. 100% FDI is allowed via automatic route in textile sector. Rieter,
Trutzschler, Saurer, Soktas, Zambiati, Bilsar, Monti, CMT, E-land, Nisshinbo, Marks &
Spencer, Zara, Promod, Benetton, and Levi’s are some of the foreign textile companies
invested or working in India.
3.2 HISTORY OF TEXTILE INDUSTRY IN INDIA
The archaeological surveys and studies have indicated that the people of Harrapan
civilization were familiar with weaving and the spinning of cotton for as long as four
thousand years ago. Reference to weaving and spinning materials is found in the Vedic
Literature. There was textile trade in India during the early centuries. A block printed and
resist-dyed fabric, whose origin is from Gujarat was found in the tombs of Fostat, Egypt.
This proves that Indian export of cotton textiles to Egypt or the Nile Civilization in
medieval times were to a large extent. Large quantity of north Indian silk were traded
through the silk route in China to the western countries. The Indian silks were often
exchanged with the western countries for their spices in the barter system. During the late
17th and 18th century there were large export of the Indian cotton to the western

countries to meet the need of the European industries during industrial revolution, apart
from the domestic requirement at the Indian Ordnance Factories.
Up until the 18th century, Mughal Empire was the most important center
of manufacturing in international trade. Up until 1750, India produced about 25% of the
world's industrial output. The largest manufacturing industry in Mughal Empire (16th to
18th centuries) was textile manufacturing, particularly cotton textile manufacturing,
which included the production of piece goods, calicos, and muslins, available unbleached
and in a variety of colours. The cotton textile industry was responsible for a large part of
the empire's international trade. Bengal had a 25% share of the global textile trade in the
early 18th century. Bengal cotton textiles were the most important manufactured goods in
world trade in the 18th century, consumed across the world from the Americas to Japan.
The most important center of cotton production was the Bengal Subah province,
particularly around its capital city of Dhaka.
Bengal accounted for more than 50% of textiles and around 80% of silks imported
by the Dutch from Asia and marketed it to the world, Bengali silk and cotton textiles were
exported in large quantities to Europe, Asia, and Japan, and Bengali muslin textiles from
Dhaka were sold in Central Asia, where they were known as "daka" textiles. Indian
textiles dominated the Indian Ocean trade for centuries, were sold in the Atlantic
Ocean trade, and had a 38% share of the West African trade in the early 18th century,
while Bengal calicos were major force in Europe, and Bengal textiles accounted for 30%
of total English trade with Southern Europe in the early 18th century.
In early modern Europe, there was significant demand for textiles from The
Mughal Empire, including cotton textiles and silk products. European fashion, for
example, became increasingly dependent on textiles and silks imported from The Mughal
Empire. In the late 17th and early 18th centuries, The Mughal Empire accounted for 95%
of British imports from Asia.
The Textile industry was the major component of economic income in India
before the English colonies. "The hand-loom and the spinning-wheel, producing their
regular myriads of spinners and weavers, were the pivots of the structure of that society,"
described by Karl Marx.[15] Due to the abolishment of slavery in the Americas, England
began to search for another source of cheap cotton, and saw India as a ripe place for this.
They convinced many farmers to switch from subsistence farming to producing and

exporting huge amounts of cotton, after a long period of protectionism over the English
textile industry.[16] Eventually, through the technical and marketing advances made
possible by colonisation, the traditional method of artisan textile production was
destroyed, and replaced with large scale factory production.
3.3 PRODUCTION
India is the second largest producer of fibre in the world and the major fibre
produced is cotton. Other fibres produced in India include silk, jute, wool, and man-made
fibers. 60% of the Indian textile Industry is cotton based. The strong domestic demand
and the revival of the Economic markets by 2009 has led to huge growth of the Indian
textiles industry. In December 2010, the domestic cotton price was up by 50% as
compared to the December 2009 prices. The causes behind high cotton price are due to
the floods in Pakistan and China . India projected a high production of textile (325 lakh
bales for 2010 -11). There has been increase in India's share of global textile trading to
seven percent in five years. The rising prices are the major concern of the domestic
producers of the country.
• Man Made Fibres: This includes manufacturing of clothes using fibre or

filament synthetic yarns. It is produced in the large power loom factories.
They account for the largest sector of the textile production in India. This
sector has a share of 62% of the India's total production and provides
employment to about 4.8 million people.
• The Cotton Sector: It is the second most developed sector in the Indian Textile
industries. It provides employment to a huge number of people but its
productions and employment is seasonal depending upon the seasonal nature
of the production.
• The Handloom Sector: It is well developed and is mainly dependent on the
SHGs for their funds. Its market share is 13%.of the total cloth produced in
India.
• The Woolen Sector: India is the 7th largest producer. of the wool in the world.
India also produces 1.8% of the world's total wool.
• The Jute Sector: The jute or the golden fibre in India is mainly produced in the
Eastern states of India like Assam and West Bengal. India is the largest
producer of jute in the world.

• The Sericulture and Silk Sector: India is the second largest producer of silk in
the world. India produces 18% of the world's total silk. Mulberry, Eri, Tasar,
and Muga are the main types of silk produced in the country. It is a labour-
intensive sector.
3.4 COTTON TEXTILE
In the early years, the cotton textile industry was concentrated in the cotton
growing belt of Rajasthan, Maharashtra and Gujarat. Availability of raw materials,
market, transport, labour, moist climate and other factors contributed to localisation. In
the early twentieth century, this industry played a huge role in Bombay's economy but
soon declined after independence. While spinning continues to be centralised in
Maharashtra, Gujarat and Tamil Nadu, weaving is highly decentralised. As of 30
September 2013, there are 1,900 cotton textile mills in India, of which about 18% are in
the private sector and the rest in the public and cooperative sector. Apart from these, there
are several thousand small factories with three to ten looms.
India exports yarn to Japan, United States, United Kingdom, Russia, France,
Nepal, Singapore, Sri Lanka and other countries. India has the second-largest installed
capacity of spindles in the world, with 43.13 million spindles (30 March 2011) after
China. Although India has a large share in world trade of cotton yarn, its trade in
garments is only 4% of the world's total.
3.5 JUTE TEXTILES
India is the largest producer of raw jute and jute goods and the third largest
exporter after Bangladesh. There were about 80 jute mills in India in 2010–11, most of
which are located in West Bengal, mainly along the banks of the Hooghly River, in a
narrow belt (98 km long and 3 km wide).
In 2010-2011 the jute industry was supporting 0.37 million workers directly and
another 400,000 small and marginal farmers who were engaged in the cultivation of jute.
Challenges faced by the industry include stiff competition in the international

market from synthetic substitutes and from other countries such as Bangladesh, Brazil,
Philippines, Egypt and Thailand. However, the internal demand has been on the rise due
to Government policy of mandatory use of jute packaging. To stimulate demand, the
products need to be diversified. In 2005, the National Jute Policy was formulated with the

objective of improving quality, increasing productivity and enhancing the yield of the
crop.
The main markets for jute are the United States, Canada, Russia, United
Kingdom and Australia.
3.6 MINISTRY OF TEXTILE AND INDUSTRY
In 2000, the Government of India passed the National Textile Policy. The major
functions of the Ministry of Textiles are formulating policy and coordination of man-
made fiber, cotton, jute, silk, wool industries, decentralization of power loom sector,
promotion of exports, planning & economic analysis, finance and promoting use of
information technology. The Ministry is currently led by Smriti Irani who has been the
Minister of Textiles since 5 July 2016. The advisory boards for the ministry include All
India Handlooms Board, All India Handicrafts Board, All India Power looms Board,
Advisory Committee under Handlooms Reservation of Articles for Production and Co-
ordination Council of Textiles Research Association. There are several public sector units
and textile research associations across the country.

CHAPTER – 4
THEORYTICAL BACKGROUNG
4.1 MARKETING RESEARCH
Marketing research is the systematic gathering, recording, and analysis

of qualitative and quantitative data about issues relating to marketing products and
services. The goal is to identify and assess how changing elements of the marketing
mix impacts customer behavior.
This involves specifying the information required to address these issues, then
designing the method for collecting information, managing and implementing the data
collection process. After analyzing the data collected, these results and findings,
including their implications, are forwarded to those empowered to act on them.
Market research, marketing research, and marketing are a sequence of business

activities; sometimes these are handled informally.
The field of marketing research is much older than that of market

research. Although both involve consumers, Marketing research is concerned
specifically about marketing processes, such as advertising effectiveness and salesforce
effectiveness, while market research is concerned specifically with markets and
distribution. Two explanations given for confusing Market research with Marketing
research are the similarity of the terms and also that Market Research is a subset of
Marketing Research. Further confusion exists because of major companies with
expertise and practices in both areas.
4.2 OVERVIEW
Marketing research is often partitioned into two sets of categorical pairs, either by
target market:
• Consumer marketing research, (B2C) and

• Business-to-business (B2B) marketing research.
Or, alternatively, by methodological approach:
• Qualitative marketing research, and

• Quantitative marketing research.
Consumer marketing research is a form of applied sociology that concentrates on

understanding the preferences, attitudes, and behaviors of consumers in a market-based
economy, and it aims to understand the effects and comparative success of marketing
campaigns.
Thus, marketing research may also be described as the systematic and objective
identification, collection, analysis, and dissemination of information for the purpose of
assisting management in decision making related to the identification and solution of
problems and opportunities in marketing.[11] The goal of market research is to obtain and
provide management with viable information about the market (e.g. competitors),
consumers, the product/service itself etc.
4.3 ROLE
The purpose of marketing research (MR) is to provide management with relevant,

accurate, reliable, valid, and up to date market information. Competitive marketing
environment and the ever-increasing costs attributed to poor decision making require that
marketing research provide sound information. Sound decisions are not based on gut
feeling, intuition, or even pure judgment.
Managers make numerous strategic and tactical decisions in the process of

identifying and satisfying customer needs. They make decisions about potential
opportunities, target market selection, market segmentation, planning and implementing
marketing programs, marketing performance, and control. These decisions are
complicated by interactions between the controllable marketing variables of
product, pricing, promotion, and distribution. Further complications are added by
uncontrollable environmental factors such as general economic conditions,
technology, public policies and laws, political environment, competition, and social and
cultural changes. Another factor in this mix is the complexity of consumers. Marketing
research helps the marketing manager link the marketing variables with the environment
and the consumers. It helps remove some of the uncertainty by providing relevant
information about the marketing variables, environment, and consumers. In the absence
of relevant information, consumers' response to marketing programs cannot be predicted
reliably or accurately. Ongoing marketing research programs provide information on

controllable and non-controllable factors and consumers; this information enhances the
effectiveness of decisions made by marketing managers.
Traditionally, marketing researchers were responsible for providing the relevant

information and marketing decisions were made by the managers. However, the roles are
changing and marketing researchers are becoming more involved in decision making,
whereas marketing managers are becoming more involved with research. The role of
marketing research in managerial decision making is explained further using the
framework of the DECIDE model.
4.4 HISTORY
Evidence for commercial research being gathered informally dates to the

Medieval period. In 1380, the German textile manufacturer, Johann Fugger, travelled
from Augsburg to Graben in order to gather information on the international textile
industry. He exchanged detailed letters on trade conditions in relevant areas. Although,
this type of information would have been termed "commercial intelligence" at the time, it
created a precedent for the systemic collection of marketing information.
During the European age of discovery, industrial houses began to import exotic,
luxury goods - calico cloth from India, porcelain, silk and tea from China, spices from
India and South-East Asia and tobacco, sugar, rum and coffee from the New
World. International traders began to demand information that could be used for
marketing decisions. During this period, Daniel Defoe, a London merchant, published
information on trade and economic resources of England and Scotland. Defoe was a
prolific publisher and among his many publications are titles devoted to the state of trade
including; Trade of Britain Stated, (1707); Trade of Scotland with France, (1713) and The
Trade to India Critically and Calmly Considered, (1720) - all of which provided
merchants and traders with important information on which to base business decisions.
Until the late 18th-century, European and North-American economies were

characterized by local production and consumption. Produce, household goods and tools
were produced by local artisans or farmers with exchange taking place in local markets or
fairs. Under these conditions, the need for marketing information was minimal. However,
the rise of mass-production following the industrial revolution, combined with improved
transportation systems of the early 19th-century, led to the creation of national markets

and ultimately, stimulated the need for more detailed information about customers,
competitors, distribution systems and market communications.
By the 19th-century, manufacturers were exploring ways to understand the

different market needs and behaviours of groups of consumers. A study of the German
book trade found examples of both product differentiation and market segmentation as
early as the 1820s. From the 1880s, German toy manufacturers were producing models
of tin toys for specific geographic markets; London omnibuses and ambulances destined
for the British market; French postal delivery vans for Continental Europe and American
locomotives intended for sale in America. Such activities suggest that sufficient market
information was collected to support detailed market segmentation.
In 1895, American advertising agency, N. H. Ayer & Son, used telegraph to

contact publishers and state officials throughout the country about grain production, in an
effort to construct an advertising schedule for client, Nichols-Shephard company, an
agricultural machinery company in what many scholars believe is the first application of
marketing research to solve a marketing/ advertising problem)
Between 1902 and 1910, George B Waldron, working at Mahin's Advertising

Agency in the United States used tax registers, city directories and census data to show
advertisers the proportion of educated vs illiterate consumers and the earning capacity of
different occupations in a very early example of simple market segmentation. In
1911 Charles Coolidge Parlin was appointed as the Manager of the Commercial Research
Division of the Advertising Department of the Curtis Publishing Company, thereby
establishing the first in-house market research department - an event that has been
described as marking the beginnings of organised marketing research. His aim was to turn
market research into a science. Parlin published a number of studies of various product-
markets including agriculture (1911); consumer goods (c.1911); department store lines
(1912) a five-volume study of automobiles (1914).
In 1924 Paul Cherington improved on primitive forms of demographic market

segmentation when he developed the 'ABCD' household typology; the first socio-
demographic segmentation tool. By the 1930s, market researchers such as Ernest
Dichter recognised that demographics alone were insufficient to explain different
marketing behaviours and began exploring the use of lifestyles, attitudes, values, beliefs
and culture to segment markets.

In the first three decades of the 20th-century, advertising agencies and marketing
departments developed the basic techniques used in quantitative and qualitative research -
survey methods, questionnaires, gallup polls etc. As early as 1901, Walter B Scott was
undertaking experimental research for the Agate Club of Chicago.] In 1910, George B
Waldron was carrying out qualitative research for Mahins Advertising Agency. In 1919,
the first book on commercial research was published, Commercial Research: An Outline
of Working Principles by Professor C.S. Duncan of the University of Chicago.
Adequate knowledge of consumer preferences was a key to survival in the face of

increasingly competitive markets. By the 1920s, advertising agencies, such as J Walter
Thompson (JWT), were conducting research on the how and why consumers used brands,
so that they could recommend appropriate advertising copy to manufacturers.
The advent of commercial radio in the 1920s, and television in the 1940s, led a
number of market research companies to develop the means to measure audience size and
audience composition. In 1923, Arthur Nielsen founded market research company, A C
Nielsen and over next decade pioneered the measurement of radio audiences. He
subsequently applied his methods to the measurement of television audiences. Around the
same time, Daniel Starch developed measures for testing advertising copy effectiveness in
print media (newspapers and magazines), and these subsequently became known as
Starch scores (and are still used today).
During, the 1930s and 1940s, many of the data collection methods, probability
sampling methods, survey methods, questionnaire design and key metrics were
developed. By the 1930s, Ernest Dichter was pioneering the focus group method of
qualitative research. For this, he is often described as the 'father of market
research. Dichter applied his methods on campaigns for major brands including Chrysler,
Exxon/Esso where he used methods from psychology and cultural anthropology to gain
consumer insights. These methods eventually lead to the development of motivational
research. Marketing historians refer to this period as the "Foundation Age" of market
research.
By the 1930s, the first courses on marketing research were taught in universities
and colleges. The text-book, Market Research and Analysis by Lyndon O. Brown (1937)
became one of the popular textbooks during this period.] As the number of trained
research professionals proliferated throughout the second half of the 20th-century, the

techniques and methods used in marketing research became increasingly sophisticated.

Marketers, such as Paul Green, were instrumental in developing techniques such
as conjoint analysis and multidimensional scaling, both of which are used in positioning
maps, market segmentation, choice analysis and other marketing applications.
Web analytics were born out of the need to track the behavior of site visitors and,
as the popularity of e-commerce and web advertising grew, businesses demanded details
on the information created by new practices in web data collection, such as click-
through and exit rates. As the Internet boomed, websites became larger and more
complex and the possibility of two-way communication between businesses and their
consumers became a reality. Provided with the capacity to interact with online customers,
Researchers were able to collect large amounts of data that were previously unavailable,
further propelling the marketing research industry.
In the new millennium, as the Internet continued to develop and websites became
more interactive, data collection and analysis became more commonplace for those
marketing research firms whose clients had a web presence. With the explosive growth of
the online marketplace came new competition for companies; no longer were businesses
merely competing with the shop down the road — competition was now represented by a
global force. Retail outlets were appearing online and the previous need for bricks-and-
mortar stores was diminishing at a greater pace than online competition was growing.
With so many online channels for consumers to make purchases, companies needed
newer and more compelling methods, in combination with messages that resonated more
effectively, to capture the attention of the average consumer.
Having access to web data did not automatically provide companies with the
rationale behind the behavior of users visiting their sites, which provoked the marketing
research industry to develop new and better ways of tracking, collecting and interpreting
information. This led to the development of various tools like online focus groups and
pop-up or website intercept surveys. These types of services allowed companies to dig
deeper into the motivations of consumers, augmenting their insights and utilizing this data
to drive market share.
As information around the world became more accessible, increased competition

led companies to demand more of market researchers. It was no longer sufficient to
follow trends in web behavior or track sales data; companies now needed access to

consumer behavior throughout the entire purchase process. This meant the Marketing
Research Industry, again, needed to adapt to the rapidly changing needs of the
marketplace, and to the demands of companies looking for a competitive edge.
Today, marketing research has adapted to innovations in technology and the

corresponding ease with which information is available. B2B and B2C companies are
working hard to stay competitive and they now demand both quantitative (“What”) and
qualitative (“Why?”) marketing research in order to better understand their target
audience and the motivations behind customer behaviors.
This demand is driving marketing researchers to develop new platforms for

interactive, two-way communication between their firms and consumers. Mobile devices
such as Smart Phones are the best example of an emerging platform that enables
businesses to connect with their customers throughout the entire buying process.
As personal mobile devices become more capable and widespread, the marketing
research industry will look to further capitalize on this trend. Mobile devices present the
perfect channel for research firms to retrieve immediate impressions from buyers and to
provide their clients with a holistic view of the consumers within their target markets, and
beyond. Now, more than ever, innovation is the key to success for Marketing
Researchers. Marketing Research Clients are beginning to demand highly personalized
and specifically-focused products from the marketing research firms; big data is great for
identifying general market segments, but is less capable of identifying key factors of
niche markets, which now defines the competitive edge companies are looking for in this
mobile-digital age
4.5 CHARACTERISTICS
First, marketing research is systematic. Thus, systematic planning is required at all

the stages of the marketing research process. The procedures followed at each stage are
methodologically sound, well documented, and, as much as possible, planned in
advance. Marketing research uses the scientific method in that data are collected and
analyzed to test prior notions or hypotheses. Experts in marketing research have shown
that studies featuring multiple and often competing hypotheses yield more meaningful
results than those featuring only one dominant hypothesis.

Marketing research is objective. It attempts to provide accurate information that

reflects a true state of affairs. It should be conducted impartially. While research is always
influenced by the researcher's research philosophy, it should be free from the personal or
political biases of the researcher or the management. Research which is motivated by
personal or political gain involves a breach of professional standards. Such research is
deliberately biased so as to result in predetermined findings. The objective nature of
marketing research underscores the importance of ethical considerations. Also,
researchers should always be objective with regard to the selection of information to be
featured in reference texts because such literature should offer a comprehensive view on
marketing. Research has shown, however, that many marketing textbooks do not feature
important principles in marketing research.
4.6 RELATED BUSINESS RESEARCH
Other forms of business research include:
• Market research is broader in scope and examines all aspects of a business

environment, but not internal business processes. It asks questions
about competitors, market structure, government regulations, economic trends,
technological advances, and numerous other factors that make up the external
business environment (see environmental scanning). Sometimes the term refers
more particularly to the financial analysis of competing companies, industries,
or sectors. In this case, financial analysts usually carry out the research and
provide the results to investment advisors and potential investors.
• Product research — This looks at what products can be produced with available
technology, and what new product innovations near-future technology can
develop (see new product development).
• Advertising research – is a specialized form of marketing research conducted to
improve the efficacy of advertising. Copy testing, also known as "pre-testing," is a
form of customized research that predicts in-market performance of an ad before it
airs, by analyzing audience levels of attention, brand linkage, motivation,
entertainment, and communication, as well as breaking down the ad's flow of
attention and flow of emotion. Pre-testing is also used on ads still in rough
(ripomatic or animatic)

4.7 CLASSIFICATION
Organizations engage in marketing research for two reasons: firstly, to identify

and, secondly, to solve marketing problems. This distinction serves as a basis for
classifying marketing research into problem identification research and problem-solving
research.
Problem identification research is undertaken to help identify problems which are,

perhaps, not apparent on the surface and yet exist or are likely to arise in the future like
company image, market characteristics, sales analysis, short-range forecasting, long range
forecasting, and business trends research. Research of this type provides information
about the marketing environment and helps diagnose a problem. For example, the
findings of problem-solving research are used in making decisions which will solve
specific marketing problems.
The Stanford Research Institute, on the other hand, conducts an annual survey of
consumers that is used to classify persons into homogeneous groups for segmentation
purposes. The National Purchase Diary panel (NPD) maintains the largest diary panel in
the United States.
Standardized services are research studies conducted for different client firms but
in a standard way. For example, procedures for measuring advertising effectiveness have
been standardized so that the results can be compared across studies and evaluative norms
can be established. The Starch Readership Survey is the most widely used service for
evaluating print advertisements; another well-known service is the Gallup and Robinson
Magazine Impact Studies. These services are also sold on a syndicated basis.
• Customized services offer a wide variety of marketing research services

customized to suit a client's specific needs. Each marketing research project is
treated uniquely.
• Limited-service suppliers specialize in one or a few phases of the marketing
research project. Services offered by such suppliers are classified as field services,
coding and data entry, data analysis, analytical services, and branded products.
Field services collect data through the internet, traditional mail, in-person, or
telephone interviewing, and firms that specialize in interviewing are called field
service organizations. These organizations may range from small proprietary
organizations which operate locally to large multinational organizations with
WATS line interviewing facilities. Some organizations maintain extensive

interviewing facilities across the country for interviewing shoppers in malls.
• Coding and data entry services include editing completed questionnaires,
developing a coding scheme, and transcribing the data on to diskettes or magnetic
tapes for input into the computer. NRC Data Systems provides such services.
• Analytical services include designing and pretesting questionnaires, determining
the best means of collecting data, designing sampling plans, and other aspects of
the research design. Some complex marketing research projects require
knowledge of sophisticated procedures, including specialized experimental
designs, and analytical techniques such as conjoint analysis and multidimensional
scaling. This kind of expertise can be obtained from firms and consultants
specializing in analytical services.
• Data analysis services are offered by firms, also known as tab houses, that
specialize in computer analysis of quantitative data such as those obtained in large
surveys. Initially most data analysis firms supplied only tabulations (frequency
counts) and cross tabulations (frequency counts that describe two or more
variables simultaneously). With the proliferation of software, many firms now
have the capability to analyze their own data, but, data analysis firms are still in
demand.
• Branded marketing research products and services are specialized data collection
and analysis procedures developed to address specific types of marketing research
problems. These procedures are patented, given brand names, and marketed like
any other branded product.
4.8 TYPES
• Ad Tracking – periodic or continuous in-market research to monitor

a brand's performance using measures such as brand awareness, brand preference,
and product usage.
• Advertising Research – used to predict copy testing or track the efficacy of
advertisements for any medium, measured by the ad's ability to get attention
(measured with Attention Tracking), communicate the message, build the brand's
image, and motivate the consumer to purchase the product or service.

• Brand awareness research — the extent to which consumers can recall or

recognize a brand name or product name
• Brand association research — what do consumers associate with the brand?
• Brand attribute research — what are the key traits that describe the brand
promise?
• Brand name testing – what do consumers feel about the names of the products?
• Buyer decision making process— to determine what motivates people to buy and
what decision-making process they use; over the last
decade, Neuromarketing emerged from the convergence of neuroscience and
marketing, aiming to understand consumer decision making process
• Commercial eye tracking research — examine advertisements, package designs,
websites, etc. by analyzing visual behavior of the consumer
• Concept testing – to test the acceptance of a concept by target consumers
• Coolhunting (also known as trendspotting) – to make observations and predictions
in changes of new or existing cultural trends in areas such as fashion, music,
films, television, youth culture and lifestyle
• Copy testing – predicts in-market performance of an ad before it airs by analyzing
audience levels of attention, brand linkage, motivation, entertainment, and
communication, as well as breaking down the ad's flow of attention and flow of
emotion.
• Customer satisfaction research – quantitative or qualitative studies that yields an
understanding of a customer's satisfaction with a transaction
• Demand estimation — to determine the approximate level of demand for the
product
• Distribution channel audits — to assess distributors’ and retailers’ attitudes toward
a product, brand, or company
• Internet strategic intelligence — searching for customer opinions in the Internet:
chats, forums, web pages, blogs... where people express freely about their
experiences with products, becoming strong opinion formers.
• Marketing effectiveness and analytics — Building models and measuring results
to determine the effectiveness of individual marketing activities.
• Mystery consumer or mystery shopping – An employee or representative of the
market research firm anonymously contacts a salesperson and indicates he or she

is shopping for a product. The shopper then records the entire experience. This
method is often used for quality control or for researching competitors' products.
• Positioning research — how does the target market see the brand relative to
competitors? – what does the brand stand for?
• Price elasticity testing — to determine how sensitive customers are to price
changes
• Sales forecasting — to determine the expected level of sales given the level of
demand. With respect to other factors like Advertising expenditure, sales
promotion etc.
• Segmentation research – to determine the demographic, psychographic, cultural,
and behavioral characteristics of potential buyers
• Online panel – a group of individuals who accepted to respond to marketing
research online
• Store audit — to measure the sales of a product or product line at a statistically
selected store sample in order to determine market share, or to determine whether
a retail store provides adequate service
• Test marketing — a small-scale product launch used to determine the likely
acceptance of the product when it is introduced into a wider market
• Viral Marketing Research – refers to marketing research designed to estimate the
probability that specific communications will be transmitted throughout an
individual's Social Network. Estimates of Social Networking Potential (SNP) are
combined with estimates of selling effectiveness to estimate ROI on specific
combinations of messages and media.
All of these forms of marketing research can be classified as either problem-

identification research or as problem-solving research.
There are two main sources of data — primary and secondary. Primary research is
conducted from scratch. It is original and collected to solve the problem in hand.
Secondary research already exists since it has been collected for other purposes. It is
conducted on data published previously and usually by someone else. Secondary research
costs far less than primary research, but seldom comes in a form that exactly meets the
needs of the researcher.
A similar distinction exists between exploratory research and conclusive research.

Exploratory research provides insights into and comprehension of an issue or situation. It

should draw definitive conclusions only with extreme caution. Conclusive research draws
conclusions: the results of the study can be generalized to the whole population.
Exploratory research is conducted to explore a problem to get some basic idea

about the solution at the preliminary stages of research. It may serve as the input to
conclusive research. Exploratory research information is collected by focus group
interviews, reviewing literature or books, discussing with experts, etc. This is
unstructured and qualitative in nature. If a secondary source of data is unable to serve the
purpose, a convenience sample of small size can be collected. Conclusive research is
conducted to draw some conclusion about the problem. It is essentially, structured and
quantitative research, and the output of this research is the input to management
information systems (MIS).
Exploratory research is also conducted to simplify the findings of the conclusive

or descriptive research, if the findings are very hard to interpret for the marketing
managers.
4.9 METHODS
Methodologically, marketing research uses the following types of research

designs. Based on questioning
• Qualitative marketing research – generally used for exploratory purposes — small

number of respondents — not generalizable to the whole population — statistical
significance and confidence not calculated — examples include focus groups, in-
depth interviews, and projective techniques
• Quantitative marketing research – generally used to draw conclusions — tests a
specific hypothesis – uses random sampling techniques so as to infer from the
sample to the population — involves a large number of respondents — examples
include surveys and questionnaires. Techniques include choice
modelling, maximum difference preference scaling, and covariance analysis.
• Based on observations
• Ethnographic studies — by nature qualitative, the researcher observes social
phenomena in their natural setting — observations can occur cross-sectionally
(observations made at one time) or longitudinally (observations occur over several
time-periods) – examples include product-use analysis and computer cookie
traces. See also Ethnography and Observational techniques.
• Experimental techniques – by nature quantitative, the researcher creates a quasi-

artificial environment to try to control spurious factors, then manipulates at least
one of the variables — examples include purchase laboratories and test markets.
• Secondary research – by nature qualitative, the researcher gathers information by
accessing online and offline sources of information. These sources can be publicly
available ones - examples include the Office of National Statistics in the UK, or
data.gov in the US - or private sources of information - examples include
textbooks and reports that are behind a paywall.
• Researchers often use more than one research design. They may start with
secondary research to get background information, then conduct a focus group
(qualitative research design) to explore the issues. Finally, they might do a full
nationwide survey (quantitative research design) in order to devise specific
recommendations for the client.
4.10 BUSINESS TO BUSINESS
Business to business (B2B) research is inevitably more complicated than

consumer research. The researchers need to know what type of multi-faceted approach
will answer the objectives, since seldom is it possible to find the answers using just one
method. Finding the right respondents is crucial in B2B research since they are often
busy, and may not want to participate. Encouraging them to “open up” is yet another
skill required of the B2B researcher. Last, but not least, most business research leads to
strategic decisions and this means that the business researcher must have expertise in
developing strategies that are strongly rooted in the research findings and acceptable to
the client.
There are four key factors that make B2B market research special and different
from consumer markets:
• The decision-making unit is far more complex in B2B markets than in consumer
markets.
• B2B products and their applications are more complex than consumer products.
• B2B marketers address a much smaller number of customers who are very much
larger in their consumption of products than is the case in consumer markets.
• Personal relationships are of critical importance in B2B markets.

4.11 INTERNATIONAL PLAN
International Marketing Research follows the same path as domestic research, but
there are a few more problems that may arise. Customers in international markets may
have very different customs, cultures, and expectations from the same company. In this
case, Marketing Research relies more on primary data rather than secondary information.
Gathering the primary data can be hindered by language, literacy and access to
technology. Basic Cultural and Market intelligence information will be needed to
maximize the research effectiveness. Some of the steps that would help overcoming
barriers include:
1. Collect secondary information on the country under study from reliable international
source e.g. WHO and IMF
2. Collect secondary information on the product/service under study from available
sources
3. Collect secondary information on product manufacturers and service providers
under study in relevant country
4. Collect secondary information on culture and common business practices
5. Ask questions to get better understanding of reasons behind any recommendations
for a specific methodology
4.12 COMMON TERMS
Market research techniques resemble those used in political polling and social
science research. Meta-analysis (also called the Schmidt-Hunter technique) refers to a
statistical method of combining data from multiple studies or from several types of
studies. Conceptualization means the process of converting vague mental images into
definable concepts. Operationalization is the process of converting concepts into specific
observable behaviors that a researcher can measure. Precision refers to the exactness of
any given measure. Reliability refers to the likelihood that a given operationalized
construct will yield the same results if re-measured. Validity refers to the extent to which
a measure provides data that captures the meaning of the operationalized construct as
defined in the study. It asks, “Are we measuring what we intended to measure?”
• Applied research sets out to prove a specific hypothesis of value to the clients
paying for the research. For example, a cigarette company might commission

research that attempts to show that cigarettes are good for one's health. Many
researchers have ethical misgivings about doing applied research.
• Sugging (from SUG, for "selling under the guise" of market research) forms a
sales technique in which sales people pretend to conduct marketing research, but
with the real purpose of obtaining buyer motivation and buyer decision-making
information to be used in a subsequent sales call.
• Frugging comprises the practice of soliciting funds under the pretense of being a
research organization.
4.13 CAREERS
Some of the positions available in marketing research include vice president of

marketing research, research director, assistant director of research, project manager, field
work director, statistician/data processing specialist, senior analyst, analyst, junior analyst
and operational supervisor.
The most common entry-level position in marketing research for people with
bachelor's degrees (e.g., BBA) is as operational supervisor. These people are responsible
for supervising a well-defined set of operations, including field work, data editing, and
coding, and may be involved in programming and data analysis. Another entry-level
position for BBAs is assistant project manager. An assistant project manager will learn
and assist in questionnaire design, review field instructions, and monitor timing and costs
of studies. In the marketing research industry, however, there is a growing preference for
people with master's degrees. Those with MBA or equivalent degrees are likely to be
employed as project managers.
A small number of business schools also offer a more specialized Master of

Marketing Research (MMR) degree. An MMR typically prepares students for a wide
range of research methodologies and focuses on learning both in the classroom and the
field.
The typical entry-level position in a business firm would be junior research

analyst (for BBAs) or research analyst (for MBAs or MMRs). The junior analyst and the
research analyst learn about the particular industry and receive training from a senior staff
member, usually the marketing research manager. The junior analyst position includes a
training program to prepare individuals for the responsibilities of a research analyst,
including coordinating with the marketing department and sales force to develop goals for

product exposure. The research analyst responsibilities include checking all data for
accuracy, comparing and contrasting new research with established norms, and analyzing
primary and secondary data for the purpose of market forecasting.
As these job titles indicate, people with a variety of backgrounds and skills are
needed in marketing research. Technical specialists such as statisticians obviously need
strong backgrounds in statistics and data analysis. Other positions, such as research
director, call for managing the work of others and require more general skills. To prepare
for a career in marketing research, students usually:
• Take all the marketing courses.

• Take courses in statistics and quantitative methods.
• Acquire computer skills.
• Take courses in psychology and consumer behavior.
• Acquire effective written and verbal communication skills.
• Think creatively.
4.14 CORPORATE HIERARCHY
1. Vice-President of Marketing Research: This is the senior position in marketing

research. The VP is responsible for the entire marketing research operation of the
company and serves on the top management team. Sets the objectives and goals of
the marketing research department.
2. Research Director: Also, a senior position, the director has the overall
responsibility for the development and execution of all the marketing research
projects.
3. Assistant Director of Research: Serves as an administrative assistant to the
director and supervises some of the other marketing research staff members.
4. (Senior) Project Manager: Has overall responsibility for design, implementation,
and management of research projects.
5. Statistician/Data Processing Specialist: Serves as an expert on theory and
application of statistical techniques. Responsibilities include experimental design,
data processing, and analysis.
6. Senior Analyst: Participates in the development of projects and directs the
operational execution of the assigned projects. Works closely with the analyst,

junior analyst, and other personnel in developing the research design and data
collection. Prepares the final report. The primary responsibility for meeting time
and cost constraints rests with the senior analyst.
7. Analyst: Handles the details involved in executing the project. Designs and
pretests the questionnaires and conducts a preliminary analysis of the data.
8. Junior Analyst: Handles routine assignments such as secondary data analysis,
editing and coding of questionnaires, and simple statistical analysis.
9. Field Work Director: Responsible for the selection, training, supervision, and
evaluation of interviewers and other field workers.

CHAPTER - 5
SURVEY ANALYSIS
1. Survey on the distribution of respondents as Brand Users.

(TABLE 5.1)
Name of Brands No. of Respondents
SPYKAR 10
BELMONTE 15
LEVIS 35
LEE 10
KILLER 9
PETER ENGLAND 21
Total 100
(GRAPH 5,1) GRAPH OF Survey on the distribution of respondents as Brand

Users.
customers
10
21
15
10
35
SPYKAR BELMONTE LEVI'S LEE KILLER PETER ENGLAND
From the above graph we can figure out that we gave 100 respondents the survey out of
which most number of respondents that is 35 is from Levi’s.

2. Survey on the Best Brands of Cloth Wears that consumers like to use (in
Shimoga)
(TABLE 5.2)
Name of Brands No. of Respondents
SPYKAR 10
BELMONTE 20
LEVIS 30
LEE 15
KILLER 14
PETER ENGLAND 21
Total 100
(GRAPH 5.2) OF Survey on the Best Brands of Cloth Wears that consumers like to
use (in Shimoga)
35
30
25
20
15
10
No.of Respondents
5
0
As per the above information we came to know that the customers likely to use Levi’s
brand in compare to other brand which 30 /100

3. Survey on the factors that motivated the consumers to buy the products of
LEVIS:
(TABLE 5.3)
Gender Self – Family & Advertisement Others Total
interested friends
Male 3 21 4 4 30
Female 2 3 16 1 24
Total 5 24 20 5 54
In the survey on factory that motivated the consumer to buy the product of Levis
we got 54 respondents & this was their response.
(GRAPH 5.3) Survey on the factors that motivated the consumers to buy the
products of LEVIS:
1 2 3 High
4 price, 4,
41.30%, 1%
High
price, 1,
7, 18%
High price, High price,

3, 19, 50% 2, 12, 31%

4. Survey on the reasons of not using LEVIS footwear

(TABLE 5.4)
Particulars No of respondents Total %
Male female
High price 7 12 19 41.30%
Low quality 2 5 07 15.21%
Less ___ 12 12 26.08%
durability
Others 2 6 08 17.41%
Total 11 35 46 100%
From the table we come to know that the products of Levis satisfy 54
respondents. 31 respondents told that the products are good so they are satisfied 23 of
the respondents told that the products of Levis are the best available in the market so it
has satisfied their need in the best way.
Graph of Survey on the reasons of not using LEVIS footwear

(GRAPH 5.4)
SATISFACTION
Series1
Series2
Series3

DISSATISFACTION
Poor
Bad
5. Survey on the opinion about the price of the Products of LEVIS

(TABLE 5.5)
Reasons No. Of Respondents %
High 19 19%
Average 15 15%
Reasonable 55 55%
Competitive 11 11%
Total 100 100%
In this survey we come to know that 19 (19%) of respondents feel that the prices
of products are high. 15 respondents gave a response saying the princess were average
but a majority of respondents i.e., 55 (55%) of respondents gave the response saying the
price are reasonable compared to other similar products available in the market. But
11% of the respondents said that the princesses are very competitive which are available
in the market.

GRAPH of Survey on the opinion about the price of the Products of LEVIS
(GRAPH 5.5)
High Series1,
Average Reasonable Competitive
Competitive, Series1, High,
11, 11% 19, 19%
Series1,
Average, 15,
Series1, 15%
Reasonable,
55, 55%
6. Survey on the design of the product of Levis

Particulars No. Of Respondents %
Very good 25 25%
Good 9 9%
Average 20 20%
Bad 19 19%
Poor 27 27%
Total 100 100%
In the above table we have depicted the survey on the design of the products of
Levis. This was the findings of the survey.
25(25%) of the respondents were of the opinion that the design of the products are
very good. 9 of the respondents told it was good. 20% of the respondents told it was of
average when compared to the competitive designs available in the market.
On the darket side 19% of the respondents told the design was bad, 27 as poor but
the respondents to say that it can be improved.

GRAPH of Survey on the design of the product of LeviS

(GRAPH 5.6)
Very good Good Average Bad Poor
Series1, Series1, Very

Poor, 27, good, 25, 25%
27%
Series1, Bad, Series1, Good,
19, 19% 9, 9%
Series1,
Average, 20,
20%

CHAPTER - 6
SUGGESTION AND CONCLUSION
6.1 SUGGESTIONS:
Regarding survey findings:
➢ The company has to recruit new and young worker for production process. The older
employees replaced for clerical working and all helping works.
➢ The lack of Co-ordination between old employees and new employees, the company
should concentrate on that.
➢ The training output not satisfied the each and every workers the Company should
reach the each and every workers.
➢ The training inputs like skills, knowledge, attitude not to make any delaying
providing training to employees.
➢ In any team, if any member will come out with innovative ideas, then those idea
should be considered by other members who are in the team, all the ideas need to be
carefully evaluated without any personal bias.
➢ Career planning needs immediate alteration to a retain “STAT” employees. Definite
policy needs to be evolved for marketing efficiency.
➢ Manpower rationalization also need to be carried out to avoid duplication of job dual
reporting relationship and reduce excess manpower.
➢ The Company should concentrate mainly on production. Because the Company
involved in community and rural development.
➢ The success of organization on team efforts and thrust among the member in a team.
But HPF team members have destruct among themselves so the company must try to
find the measures such that a team delivers the result. Team must be responsible and
accountable and further performance.
➢ The security measures taken by the company is assam. The security cast is highly so
the company should find for solution.
➢ The company has to invite workers in his affairs then the workers are very happy to
do for the company.

6.2 CONCLUSIONS:
In Conclusion it may be said that Levis has a very good market shall in the
competitive market. Now a day Levis has become a leader leaving behind compotators
like Belmonte, LEE, Killer, Reebok, etc., in Shimoga City.
Producers have taken a word advertising already. They have adapted different
media like newspaper, Television, Radio, and Magazine etc.
Comparing to early period the frequency of purchaser by a customer is good in

now days. But still it is very low so, always customers should be attracted, large
advertising efforts used to be kept in effective continuously so that present and prospects
customers are aware of qualities, varieties and charges etc.
It is necessary to being out the superiority of the product against competitive

important role in this project.
Different commercial measures like contest price, coupons, and premium, should
be attached to sales.

QUESTIONAIRE
NAME :
ADDRESS :
GENDER : MALE [ ] FEMALE [ ]
AGE :
QUALIFICATION:
OCCUPATION : RURAL [ ] URBAN [ ]
1] DO YOU LIKE LEVI’S BRAND?

a] Yes [ ]
b] No [ ]
2] if yes?
a] brand [ ]
b] out look [ ]
c] for both [ ]
3] Do you wear branded clothes?

a] yes [ ]
b] no [ ]
4] How do you come know about Levi’s?

a] advertisement [ ]
b] relatives [ ]
c] friends [ ]
d] publicity [ ]

5] What kind of levi’s brand do u like?

a] levi,s signature [ ]
b] levi’s [ ]
c] levi’s strauss [ ]
6] Do you satisfy by the quality of Levi’s brand?

a] yes [ ]
b] no [ ]
7] Are you regular customer of levi’ s brand?

a] yes [ ]
b] no [ ]
8] In your city there is Levi’s outlet?

a] yes [ ]
b] no [ ]
9] In what terms levi’s clothes superior than other brand of clothes ?

a] better quality [ ]
b] best price [ ]
c] fine clothing [ ]
10] Are you credit customer?

a] yes [ ]
b] no [ ]
11]On which season u purchase clothes?

a] during special offers [ ]
b] regular offers [ ]
c] during festive season [ ]
12] In which range you will buy the clothes?

a] below 1500 [ ]
b] above 1500 [ ]
13] Have you come across any defects in levi’s cloths ?

a] yes [ ]
b] no [ ]
14] What is the liquidity position of levi’s brand ?

a] good [ ] c] poor[ ]
b] average [ ] d] excellent[ ]
15] What is the solvency position of levi’s brand ?

a] good [ ] c] poor [ ]
c] average [ ] d] excellent [ ]
16] Do you need advertisement to the levi’s brand ?

a] yes [ ]
b] no [ ]
17] What do you feel about levi’s brand ?

a] excellent [ ]
b] attractive [ ]
18] would you like to give any suggestion ?

a] yes [ ]
b] no [ ]
19]Any complaints ……………………………………………….
…………………………………………………………..
THANK YOU FOR THE VALUEABLE TIME AND INFORMATION

YOU HAVE GIVEN

BIBLIOGRAPHY
MAGAZINES REFERRED
BUSINESS WORLD
JOURBALS REFERRED
INDIAN JOURNAL OF MARKETING
NEWS PAPER :
BUSINESS LINE
TIMES OF INDIA
WEB SITE –WWW.GOOGLE.COM

WWW.Levisstraus.com

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.

BACHELOR OF BUSINESS ADMINISTRATION

UNDER THE GUIDANCE OF

Dr. G.M SUDHARSHAN

PES Institute of Advanced Management Studies,

Dr. G M Sudharshan Dr. G M Sudharshan Dr.K.Sailatha

I hereby declare that the project work entitled “A STUDY ON

Chapter Chapter names Page No.

Company profile 5-33

Industry profile 34-38

Theoretical Background 39-56

Survey Analysis 57-63

Suggestions And Conclusion 64-65

5.1 Survey on the distribution of respondents as Brand Users. 57

Survey on the Best Brands of Cloth Wears that consumers

Survey on the factors that motivated the consumers to buy

5.4 Survey on the reasons of not using LEVIS footwear 60

Survey on the opinion about the price of the Products of

5.6 Survey on the design of the product of Levis 62

4.1 Survey on the distribution of respondents as Brand Users. 57

Survey on the Best Brands of Cloth Wears that consumers

Survey on the factors that motivated the consumers to buy

Survey on the opinion about the price of the Products of

4.6 Survey on the design of the product of LeviS 63

We employ a staff of approximately 10,000 worldwide, including approximately

1.1 Outline of Ethics:

Our Worldwide Code of Business Conduct reflects our commitment to manage

The Global Anti-Bribery and Anti-Corruption Policy provides additional, specific

Dept. of Commerce and Management of PESIAMS Shimoga 1

1.2 INTERESTING HOLDINGS

1.3 FOR THE STUDENT AND TEACHER

Dept. of Commerce and Management of PESIAMS Shimoga 2

• The invention of blue jeans by Levi Strauss & Co. in 1873

Dept. of Commerce and Management of PESIAMS Shimoga 3

1.6 Some of the Information Likes

Primary research tools were personal interviews as well as observation. Questions

Dept. of Commerce and Management of PESIAMS Shimoga 4

2.2 LEVI’S STRUASS FOUNDTION

2.3 LEVI STRAUSS: A SHORT BIOGRAPHY

Dept. of Commerce and Management of PESIAMS Shimoga 5

Dept. of Commerce and Management of PESIAMS Shimoga 6

2.4 A Short History of Denim

2.5 A SHORT HISTORY OF DENIM

Dept. of Commerce and Management of PESIAMS Shimoga 8

Dept. of Commerce and Management of PESIAMS Shimoga 9

Dept. of Commerce and Management of PESIAMS Shimoga 10

In 1914 an article about the association between LS&CO. and Amoskeag

Dept. of Commerce and Management of PESIAMS Shimoga 12

2.6 Jacob Davis: His Life and Contributions

2.7 JACOB DAVIS:

Dept. of Commerce and Management of PESIAMS Shimoga 13

Dept. of Commerce and Management of PESIAMS Shimoga 15

We employ a staff of approximately 10,000 worldwide, including approximately

2.10 VALUES AND VISION

2.11 Empathy—Walking in Other People's Shoes

Dept. of Commerce and Management of PESIAMS Shimoga 16

• As early as 1926 in the United States, the company advertised in Spanish,

Dept. of Commerce and Management of PESIAMS Shimoga 17

around the world. Understanding and appreciating needs — consumer insight — is

Inclusiveness underlies our consumer marketing beliefs and way of doing

As colleagues, we also are committed to helping one another achieve exceptional

Dept. of Commerce and Management of PESIAMS Shimoga 18

Originality—Being Authentic and Innovative