PROJECT REPORT

on

STRATEGIC ANALYSIS OF BATA INDIA LTD

BY

PRAVEEN. N

USN-1NZ18MBA61

Submitted to

DEPARTMENT OF MANAGEMENT STUDIES

NEW HORIZON COLLEGE OF ENGINEERING,

OUTER RING ROAD, MARATHALLI,

BENGALURU
In partial fulfilment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Under the guidance of

Dr. Sheelan Misra

Head of department

2018 - 2020
 CERTIFICATE

This is to certify that Praveen.N bearing USN 1NZ18MBA61, is a

bonafide student of Master of Business Administration course of the
Institute 2018-2020, autonomous program, affiliated to Visvesvaraya
Technological University, Belgaum. Project report on “Strategic
Analysis of Bata India Ltd” is prepared by him under the guidance of
Dr.Sheelan Misra, in partial fulfillment of requirements for the award of
the degree of Master of Business Administration of Visvesvaraya
Technological University, Belgaum Karnataka.

Signature of Internal Guide Signature of HOD Principal

Name of the Examiners with affiliation Signature with date

1. External Examiner

2. Internal Examiner
 DECLARATION

I, Praveen.N, hereby declare that the project report on “Strategic Analysis of Bata India
Ltd” with reference to “Bata India Ltd” prepared by me under the guidance of Dr. Sheelan
Misra, head of M.B.A Department, New Horizon College of Engineering.

I also declare that this project report is towards the partial fulfilment of the university
regulations for the award of the degree of Master of Business Administration by Visvesvaraya
Technological University, Belgaum.

I have undergone an industry project for a period of Eight weeks. I further declare that this
report is based on the original study undertaken by me and has not been submitted for the award
of a degree/diploma from any other University / Institution.

Signature of Student
Place:
Date:
 ACKNOWLEDGEMENT

The successful completion of the project would not have been possible without
the guidance and support of many people. I express my sincere gratitude to
Mr.Mohammad Israr, Retail trainer, Bata India Ltd, Bengaluru, for
allowing to do my project at Bata India Ltd.

I thank the staff of Bata India Ltd, Bengaluru for their support and guidance and
helping me in completion of the report.

I am thankful to my internal guide Dr. Sheelan Misra, for her constant support and
inspiration throughout the project and invaluable suggestions, guidance and also
for providing valuable information.

Finally, I express my gratitude towards my parents and family for their continuous
support during the study.

STUDENT NAME
USN NO.
 TABLE OF CONTENTS

SL. NUMBER CONTENTS PAGE NUMBERS

1 Executive Summary 1

2 Industry Profile &Company Profile 9

3 Application Of Theoretical Framework 17

4 Theoretical Background Of The Study 22

5 Analysis And Interpretation Of Financial 27

Statements And Reports
6 Learning Experience- Findings, 44
Suggestions And Conclusion
7 Bibliography 47
 Grey Rock 1st Floor #-10,24th Main
J P Nagar 1st Phase
Bangalore,
Karnataka, India – 560037
www.bata.in
customer.service@bata.com

__________________________________________________________________________________

Date: 4th May 2020

TO WHOM SO EVER IT MAY CONCERN

This is to certify that Mr. Praveen N (1NZ18MBA61), a student of MBA from New Horizon
College of Engineering, Bangalore has completed from 10th Feb 2020 to 5th Apr 2020 internship
at Bata India Limited Pvt Ltd.

The project that he worked was on “Strategic Analysis Of Bata India Ltd”. During his
internship, Mr. Praveen N has been punctual, hardworking and has shown leadership
qualities.

We wish him all the best in his future endeavors.

For BATA INDIA LIMITED

Vijay Kumar M A

Sr. Manager- HR

BATA INDIA LIMITED

CIN-L19201WB1931PLC007261
th
Grey Rock 1st Floor #-10,24 Main J P Nagar 1st Phase Bangaluru-560078 Tel: +91 80 3367 5600 / 601

REGISTERED OFFICE: 27B, Camac Street, 1st Floor, KOLKATA-700 016, INDIA Tel:
+91 33 3980 2001 Email: corporate.relations@bata.com Website: www.bata.in
 CHAPTER 1

EXECUTIVE SUMMARY

OVERVIEW OF Indian Footwear Industry

The Footwear Industry is a significant segment of the Leather Industry in India. India ranks second
among the footwear producing countries next to China. The industry is labour intensive and is
concentrated in the small and cottage industry sectors. While leather shoes and uppers are
concentrated in large scale units, the sandals and Chappals are produced in the household and cottage
sector. India produces more of gents’ footwear while the world’s major production is in ladies
footwear. In the case of Chappals and sandals, use of non-leather material is prevalent in the domestic
market.

The major production centers India are Kolkata, Hosur in Tamil Nadu, , Mumbai in Maharashtra,
Kanpur in U.P. , Jalandhar in Punjab, Agra and Delhi.

The following table indicates concentration of units in various parts of the

country:

Region Household
Large & Medium Scale SSI

Tamil Nadu 64 31 7

Delhi& up North 4 8 2

Agra, Kanpur 9 34 14

Calcutta 1 3 19

Bangalore 6 3 4

Mumbai 3 11

Others 13 10 3

1
The estimated annual footwear production capacity in 2019 is nearly 1736 million pairs (776 million
pairs of leather footwear and 960 million pairs of non-leather footwear).

Region-wise share of total estimated capacities is as follows:

Non-leather Leather Shoe Leather Non Leather

Region Leather Shoes
Shoes Uppers Sandals Sandals

Percentage

Tamil Nadu 26 5 54 1 0

Delhi& up North 10 77 4 1 60

Agra, Kanpur 45 0 32 62 0

Calcutta 12 0 2 3 0

Bangalore 3 3 4 0 0

Mumbai 4 2 1 32 0

Others 0 13 3 1 40

Total 100 100 100 100 100

Shoes manufactured in India wear brand names like Relaxo footwears, Liberty, Gabor, Clarks,
Salamander and St. Michael’s. As part of its effort to play a lead role in the global trade, the Indian
leather industry is focusing on key deliverables of innovative design, consistently superior quality
and unfailing delivery schedules.

India in itself has a huge domestic market, which is largely untapped.

The Indian footwear industry is provided with institutional infrastructure support through premier
institutions like Central Leather Research Institute, Chennai, Footwear Design & Development
Institute, Noida, National Institute of Fashion Technology, New Delhi, etc in the areas of
technological development, design and product development and human resource development.
2
The availability of abundant raw material base, large domestic market and the opportunity to cater to
world markets makes India an attractive destination for technology and investments.

Production capacity of Shoe Industry

The leather industry is spread in different segments, namely, tanning & finishing, footwear &
footwear components, leather garments, leather goods including saddler & harness, etc.

The estimated production capacity in different segments is as under

• Hides:64 million pieces

• Skins:166 million pieces

Footwear & Footwear Components

• Shoes:100 million pairs

• Leather shoe uppers:78 million pairs
• Non-leather shoes/chap pals etc:125 million pairs
• Leather Garments:6 million pieces
• Leather Products:70 million pieces
• Industrial Gloves:40 million pairs
• Saddlery:6000 pieces

The major production centers for leather and leather products are located at Chennai, Amber, Ran
pet, Vaniyambadi, Trihi, and Dindigul in Tamil Nadu, Calcutta in West Bengal, Kanpur in Uttar
Pradesh, Jalandhar in Punjab, Bangalore in Karnataka, Delhi and Hyderabad in Andhra Pradesh.

Raw material supplies:

There exists a large raw material base. This is on account of population of 194 million cattle, 70
million buffaloes, 95 million goats. According to the latest census, India ranks first among the major
livestock holding countries in the world. In respect of sheep with 48 million sheep’s, it claims the
3
sixth position. These four species provide the basic raw material for the leather industry.

The annual availability of 166 million pieces of hides and skins is the main strength of the industry.
This is expected to go up to 218 million pieces by the end of year 2020. Some of the goat/calf/sheep
skins available in India are regarded as specialty products commanding a good market. Abundance
of traditional skills in training, finishing and manufacturing downstream products and relatively low
wage rates are the two other factors of comparative advantage for India.

Export and Import overview

India's export of Leather & Leather

Products has reached US $ 3.47 billion in
dollar terms and Rs.14, 000 crore in rupee
terms. In dollar terms, there has been an
export growth of 13.67% and in rupee
termsl.13%Footwear alone holds a major
share of 42.44% in India's total leather
products export trade. As against the export
target of US $ 3042 million for the financial year
2020, the achievement was 114.32%

Footwear is the engine of growth for the entire Indian leather industry and India is the second largest
global producer of footwear after China, accounting for 14% of global footwear production. Of 14.52
billion Pairs.

India produces 2065 million pairs of Different Categories of Footwear (Leather Footwear 909 million
pairs, Leather Shoe uppers 100 million pairs and Non-leather footwear 1056 million pairs)

India exports about 115 million pairs. Thus, nearly 95% of its production goes to meet its own
domestic demand.

4
Footwear exported from India are Dress Shoes, Casuals, Moccasins, Sport Shoes, Hierarchies,
Sandals, Ballerinas, Boots, Sandals and Chap pals made of rubber, plastic, P.V.C. and other materials.

MNC Brands sourced : from India Acme, Clarks, Coleman, Deichmann, Ecco, Elefanten, Florsheim,
Gabor, Haley, Hush Puppies, Double H, Justin, Marks & Spencer, Nautica, Nike, Nunn.

MNC Brands Sold in India: Bally, Clarks, Hush Puppies, Lee cooper, Lloyd,
Marks Spencer, Nike, Nine West, New Balance, Reebok, Stacy Adams

Indian Brands sold in India: Red Tape, Bata, Relaxo, Liberty, Khakis, Lakhani, and Action

• Nearly 75% of India’s Export of Footwear is to the European Countries and the USA.

• The Indian Footwear Industry provides employment opportunities to a total of 1.1 million
people, mostly from the weaker sections of the society. Out of this, about 0.2 million are
employed in the organized sector, 40% of who are women. Remaining 0.9 million people are
engaged in unorganized footwear sector like rural artisans, cottage and household units etc.

• The Footwear Sector is now de-licensed and de-reserved, paving the way for expansion of
capacities on modern lines with state-of-the-art machinery. To further assist this process, the
Government has permitted 100% Foreign Direct Investment through the automatic route for
the Footwear Sector.

Footwear export has increased from US$40.15 million in 1977-78 to US$ 1975.83 million in 2019-
2020

5
India’s Exports of Footwear – Country-wise Share in Total Exports (2019-2020)

The European Union and the USA are the major markets for Indian Footwear accounting for 79.95%
and 9.22% share respectively in India’s total footwear export. The major markets for Indian Footwear
are Germany 16.66%, UK 16.31%, Italy 15.32%, USA 9.22%, France 7.81%, Spain 5.10%,
Netherlands 4.91%, Portugal 2.50%, UAE 2.48% and Denmark 1.18%. These 10 countries together
accounts for nearly 81.49% of India’s total leather products export.

NOTE:- 20% of total Indian shoe production come from Bata. i.e about 8crore pairs.

ROLE OF GOVERNMENT IN SHOE INDUSTRY IN INDIA

Piyush Goyal Minister of state for Commerce has announced Rs.1.6-billion (Rs.160-crore) package
to boost the local shoe industry, but the state government, chief minister opposed this. Ramesh made
the announcement on Saturday when he was inaugurating an international fair on leather, footwear
components and technology at the Kalakriti Grounds near the TajMahal.

6
The package comprises of Rs.600-million Leather Park, Rs.200-million footwear design development
centre, Rs.100-million design studio, a testing laboratory and a permanent exhibition ground to be
developed on investment of Rs.500-600 million, on similar to Pragati Maidan exhibition in New
Delhi.

Shoe industry directly and indirectly supports 100,000 families, mostly from the dalit community.
But the industry believes once the schemes starts, exports could reach Rs.30 billion (Rs.3000 crore)
from the present level of around Rs.8 billion (Rs.800 crore).

More than 200 national and international components and raw materials manufacturers have put up
their stalls at the exhibition.

Design-cum-Resource Centre for Footwear & Leather Industry:

Leather goodsand shoes as well as items of fur are being manufactured in the Small Scale
Industry/Tiny sector traditionally in Srinagar and Jammu. The Central Government would make an
initial contribution of Rs. 1.00 crore as grant for setting up a Design/Resource Centre and National
Leather Development Programme (NLDP) will provide assistance for machinery, training and
salaries of professionals. Under the National Leather Development Prograramme, exclusive
assistance will be provided to market finished leather products of the artisans of the State in the form
of buyer seller meets and exhibitions.

RAW MATERIAL FOR SHOES

• Synthetic leather
• Shoe leather
• PU leather
• Air blown PVC soles
• PU welted sole
• TPR soles for men

7
• PU sleeper sole
• PVC gents sole
• PU shoe sole
• Emulsion polymers (latexes)
• Pell ethane thermoplastic polyurethane elastomers
• Polyurethanes
• Vocalist polyurethane system
• Microfiber leath

8
 CHAPTER-2

INDUSTRY PROFILE AND HISTORY

All about Bata:

Bata India is the largest retailer and leading manufacturer of footwear in India and is a part of the
Bata Shoe Organization.

Incorporated as Bata Shoe Company Private Limited in 1931, the company was set up initially as a
small operation in Konnagar (near Calcutta) in 1932. In January 1934, the foundation stone for the
first building of Bata's operation - now called the Bata. In the years that followed, the overall site was
doubled in area. This township is popularly known as Batanagar. It was also the first manufacturing
facility in the Indian shoe industry to receive the ISO: 9001 certification.

The Company went public in 1973 when it changed its name to Bata India Limited. Today, Bata India
has established itself as India's largest footwear retailer. Its retail network of 1500+ stores gives it a
reach/ coverage that no other footwear company can match. The stores are present in good locations
and can be found in all the metros, mini-metros and towns
Bata's smart looking new stores supported by a range of better quality products are aimed at
9
offering a superior shopping experience to its customers. And the new face of Bata India is now
visible to the industry as well as its customers. Today, backed by a brand perception of experience,
the company is working towards positioning itself as a vibrant and contemporary young brand. It has
significantly transformed its retail formats to become more lifestyle-oriented, which has helped
change consumer perceptions to a large extent.

Key Milestones:

Date/Year Event

1894 The Bata Shoe Organization was founded by Tomas J. Bata, a ninth
generation shoe maker

1931 The Company was incorporated in India.

1933 The production of footwear commenced in rented premises at Konnagar, a

few miles away from Kolkata, where for the first time rubber and canvas
shoes were manufactured in India.

October 28, The foundation stone was laid on land purchased from the Port
1934 Commissioners and small landowners in the outskirts of Kolkata and the first
manufacturing unit were set up, at a place now known at Batanagar. The
factory shifted from Konnagar to Batanagar
1936 The construction work at the Batanagar factory was completed, and factory
operation shifted from Konnagar to Batanagar. Towards the end of 1936, the
factory produced leather footwear for the first time

1937 Batanagar tannery became operational towards the end of 1937

1939 The Batanagar factory was complete in terms of every activity related to

10
 Footwear. The Batanagar township grew to become self-sufficient with the
acquisition of more land and the erection of schools, places of worship,
Hospitals, entertainment and recreational centers.

1940-45. During the World War II the factory’s production was geared to meet war
Requirements.

1942 A footwear manufacture plant, a machinery department was set up at

Batanagar, which produced the first India-made major shoe machine.
Simultaneously, several auxiliary departments were started. This was
Followed by the setting up of the factory at Bataganj, Bihar.

1950 Bata successfully launched the brand .Hawaii

1951 The rubber/canvas factory was set-up at Faridabad, Haryana.

1952 One of Asia’s largest tanneries was set-up at Mokemehghat, Bihar.

1988 The Bata factory was set-up in Peenya, Bangalore

1994 The Company’s factory at Hosur in the State of Tamil Nadu became
operational, which was originally an Export Oriented Unit, but now caters
to the domestic Indian market

1993 Batanagar factory became the first Indian shoe-manufacturing unit to receive
the ISO 9001 certification.

Our Values

• Constant innovation in design and product development

11
 • Superior customer service
• Excellence in operational and commercial execution
• Entrepreneurial spirit and passion to win
• Teamwork in international environment
• Trust and respect for our employees
• Adding value to the community
• Delivering on our commitment to shareholders

Our commitments

• Your Purchase Guarantee

In case of any problem, bring back the pair shoes within the next 15 days from the date of
purchase and we will replace it with another pair. Condition applies.

• Wide collection
With more than 1000 different designs to choose from, we have one of the widest selection
shoes, handbags and accessories.

• Assured Quality
Strict quality measure are followed during and often the production of all our products. We
have our own factories and warehouse that are supervised by trained and experience personas.

• Personalized Attention
In all our stores, our trained professional sales staff is at your service. In case you have any
query about Bata products or services, please feel free to ask for any assistance.

• Product Detail

12
 We ensure that you get complete detail of all our products in the most convenient way. Each
item carries tags that clearly mention type, price, size or other necessary information. It not
only saves your time but also helps you in your selection.

Bata India - Today

• Sells over 45 million pairs of footwear every year

• Serves over 150,000 customers every day
• Sells through over 1500+ retail stores
• Operates 5 manufacturing facilities
• Employs more than 7800 people

13
 Bata
Global

Subsidiary CompanysOf Bata India

14
Products Profile

PRODUCTS

Bata India Ltd. has a large variety of shoes for all the sections. They also make accessory for men’s
and women’s.

Bata India Ltd. make products of the following categories:

1.) Men`s Wear: They make products of preferably for service men and also have
Segment of sports shoes for young men under a different company name POWER . they have a large
Variety of products such as:-

• Closed dress
• Closed casual
• Sandals
• Chapels
• Sports wear

Closed dress range starts from 699 to 2699

Closed casual range starts from 399 to 1999

Sandals range starts from 399 to 1899

Chappals range starts from 169-1799

Sports shoes range start from 699-1799

15
2.) Women’s wear: They make products of preferably missy and have large variety of products
such as:-

Chappals range starts from 139 to 1249

Closed range starts from 299 to 1299
Sandals range starts from 299 to 1249

3.) Kid`s wear: they make products of the age group 6-17 years

Infant range from 199

Closed range from 159 to 699

Sandals range from 199 to 599

16
 CHAPTER-3

THEORETICAL FRAMEWORK OF THE STUDY

Richard L. Prime(2004) states that as a potential theory, the elemental resource-based view
(RBV) is not currently a theoretical structure. Moreover, RBV proponents have assumed stability in
product markets and eschewed determining resources' values. As a perspective for strategic
management, imprecise definitions hinder prescription and static approaches relegate causality to a
“black box.” We outline conceptual challenges for improving this situation, including rigorously
formalizing the RBV, answering the causal “how” questions, incorporating the temporal component,
and integrating the RBV with demand heterogeneity models.

John E. Butler (1991) states that how attitude affects an entrepreneur strategy selection at
organizational level. It also attempts to discover its contingencies exist in these relationships that may
account for difference in firm performance. The model developed based on the existing literature is
tested using the sample of 60 wineries, still operated by their binding entrepreneurs. The results
indicate that an entrepreneur used different approaches to impart their values and beliefs to their firms.
While we show that this affects the eventual strategy choice, data indicates that firms can eventually
be profitable with multiple set of attitudes and strategy combinations.

Saikatbanerjee (2008) Globe has become a small village from the point of view of
communication and market access, but till today country-specific culture plays a deciding role behind
the success of any marketer. To ignore country-specific culture and to move on the assumption of
presence of global culture may well offer a bumpy road to a brand marketer. A close match between
country-culture and brand-culture adds significantly to effectiveness of strategy execution. Marketers
face a tough time to

17
integrate brand-culture in different countries of operation. This paper has offered a conceptual
framework to manage the integration of brand-culture with the culture of the country of operation. A
matrix framework is proposed for position identification and possible branding strategies, which is
applicable regardless of the type of product or service provided and country of operation.

C. Chet Miller (1994) Building on previous contingency frameworks, we developed an

encompassing contingency model that might explain the inconsistent planning-performance findings
reported in previous research. The model was empirically tested using meta-analytic data drawn from
26 previously published studies. Results suggest that strategic planning positively influences firm
performance and those methods factors are primarily responsible for the inconsistencies reported in
the literature. The substantive contingency factors that we examined, some of which have been
frequently cited as important by previous researchers, did not have a large impact.

Michael W. Lawless Technology and Strategy presents models that help put technology and its
market impacts into perspective. It addresses the broad questions of how technology and markets
evolve, how technology can re-order the "rules" of competition, and how it can shift the balance of
individual firms' competitive advantage. It also blends topics currently capturing attention in business
circles--such as Total Quality Management and the resource-based view of the firm--into a clear view
of technology.
Technology and Strategy also describes methods to develop specific strategies to cope with
challenges facing executives--like evaluating promising, but untried, new technologies. Using actual
case studies from the electronics and bio-tech industries, Goodman and Lawless demonstrate the use
of new techniques to formulate strategy, including Technology Mapping and the Innovation Audit.
Both were created to help executives choose the approach to technology best suited to their firms ‘.

18
Offering clear, practical guidance through a complex, fast-changing world of competition, this new
analysis of technology and strategy is a valuable guide for general managers, R&D and manufacturing
managers, strategic planners, and academics.

P. Christopher Early (1987) Only a few studies that have examined the effects of participation
on an individual's goal acceptance and performance have been conducted within a cross-cultural
context. In the present study, we tested for the contingency between the effectiveness of goal-setting
strategies and cultural values. We examined three goal-setting strategies within three different cultural
groups—assigned goals, goals participative set by a group representative and the experimenter, and
goals participative set by a group. The three cultural groups studied were U.S. students (n60),
individualistic and having a high power distance; Israeli students from urban areas ( = n60),
collectivistic and having a low power distance; and Israeli students from kibbutzim ( = n 60), highly
collectivistic and having a low power distance. Results = indicated that participative strategies led to
higher levels of goal acceptance and performance than the assigned strategy. Culture did not moderate
the effect of goal-setting strategies on goal acceptance, but it appeared to moderate the strategy on
performance for extremely difficult goals.

Robert Jacobson (1987) Determine the strategic role of product quality. American firms losing
markets to Japanese Prior research focused on Study by Phillips, Chang &and European brands other
strategic variables like Buzzel (1983) on the impact thanks to their market share, price or of quality
on ROI, market(perceived) higher advertising. Share, price and cost. Quality products. Seminar
„Essential Models and Theories in Marketing” Fall Term 2010

S. PrakashSethi (1977) A conceptual framework is developed to analyze and evaluate business

response patterns under different temporal and sociocultural conditions. Corporate responses are
classified along three dimensions: corporate behavior or social obligation, social responsibility, and
social responsiveness. The contextual component (external environment) is analyzed by dividing the
elapsed time between the emergence of a problem and its ultimate solution into four categories: the
19
preproblem stage, the problem identification stage, the remedy and relief stage, and the prevention
stage. Examples of current application of the framework and directions for future research are
indicated.

20
 JOB PROFILE

Job title

Job that I performed as intern in Bata limited was of “Store Manager”

Where I have to perform job to increase the growth and sales of Bata. Strategies were to be made to
achieve organizational goal

The strategies that the company has adopted from past few years and what all are the future prospects
and the strategies that the company can follow

The strategies that the company is following from past few years to increase their sales, increase their
profit margin and shareholder’s wealth. Here we learnt how the company is getting their funds and
how they can increase their investors to invest more in the company.

Duties and responsibilities that were to be performed by us as an intern were as follows:

• To expand their business

• To increase shareholder’s wealth
• To beat their competitors
• To increase the profit margin
• To increase their sales
• To enhance their product variety
• To improve their product quality
• To improve their financial position
• To improve their market share
• To improve the goodwill of the company

21
 CHAPTER-4

THEORETICAL BACKGROUND OF STUDY

Objectives –

Here we will study the financial position of the company for past few years and make analysis and
future studies by taking out the ratios of the financial account of the company. also to analyze the
marketing strategies through graphs and make future strategies to improve marketing strategies of the
company.

RESEARCH METHODOLOGY

Meaning:

Methodology is the systematic, theoretical analysis of the methods applied to a field of study. It
comprises the theoretical analysis of the body of methods and principles associated with a branch of
knowledge. Typically, it encompasses concepts such as paradigm, theoretical model, phases and
quantitative or qualitative techniques.

A methodology does not set out to provide solutions - it is, therefore, not the same thing as a method.
Instead, it offers the theoretical underpinning for understanding which method, set of methods or so
called “best practices” can be applied to specific case, for example, to calculate a specific result.

It has been defined also as follows:

1. "the analysis of the principles of methods, rules, and postulates employed by a discipline"
2. "the systematic study of methods that are, can be, or have been applied within a discipline"
3. "the study or description of methods"

22
 Research design:

A research design is a systematic plan to study a scientific problem. The design of a study defines
the study type (descriptive, correlation, semi-experimental, experimental, review, meta-analytic)
and sub-type (e.g., descriptive-
longitudinal casestudy), researchquestion, hypotheses, independent and dependent
variables, experimental design, and, if applicable, data collection methods and a statistical
analysis plan. Research design is the framework that has been created to seek answers to research
questions.

Types of research design:

• Descriptive (e.g., case-study, naturalistic observation, Survey)

• Correlation (e.g., case-control study, observational study)
• Semi-experimental (e.g., field experiment, quasi-experiment)
• Experimental (Experiment with random assignment)
• Review (Literature review, Systematic review)
• Meta-analytic (Meta-analysis)

3.3.1 Descriptive research design:

Descriptive research is used to describe characteristics of a population or phenomenon being studied.

It does not answer questions about how/when/why the characteristics occurred. Rather it addresses
the "what" question (What are the characteristics of the population or situation being studied?) The
characteristics used to describe the situation or populations are usually some kind of categorical
scheme also known as descriptive categories. For example, the periodic table categorizes the
elements. Scientists use knowledge about the nature of electrons, protons and neutrons to devise this
categorical scheme. We now take for granted the periodic table, yet it took descriptive research to
23
devise it. Descriptive research generally precedes explanatory research. For example, over time the
periodic table’s description of the elements allowed scientists to explain chemical reaction and make
sound prediction when elements were combined.

Hence, research cannot describe what caused a situation. Thus, Descriptive research cannot be used
to as the basis of a causal relationship, where one variable affects another. In other words, descriptive
research can be said to have a low requirement for internal validity.

The description is used for frequencies, averages and other statistical calculations. Often the best
approach, prior to writing descriptive research, is to conduct a survey investigation. Qualitative
research often has the aim of description and researchers may follow-up with examinations of why
the observations exist and what the implications of the findings are.

3.3.2 Method of data collection:

• Secondary data

Secondary data, is data collected by someone other than the user. Common sources of secondary data
for social science include censuses, organizational records and data collected through qualitative
methodologies or qualitative research. Primary data, by contrast, are collected by the investigator
conducting the research.

Secondary data analysis saves time that would otherwise be spent collecting data and, particularly in
the case of quantitative data, provides larger and higher-quality databases that would be unfeasible
for any individual researcher to collect on their own. In addition, analysts of social and economic
change consider secondary data essential, since it is impossible to conduct a new survey that can
adequately capture past change and/or developments

Sources of secondary data:

As is the case in primary research, secondary data can be obtained from two different research strands:

24
 • Quantitative: Census, housing, social security as well as electoral statistics and other related
databases.
• Qualitative: Semi-structured and structured interviews, focus groups transcripts, field
notes, observation records and other personal, research-related documents.

A clear benefit of using secondary data is that much of the background work needed has already been
carried out, for example: literature reviews, case studies might have been carried out, published texts
and statistics could have been already used elsewhere, media promotion and personal contacts have
also been utilized.

This wealth of background work means that secondary data generally have a pre-established degree
of validity and reliability which need not be re-examined by the researcher who is re-using such data.

Furthermore, secondary data can also be helpful in the research design of subsequent primary
research and can provide a baseline with which the collected primary data results can be compared
to. Therefore, it is always wise to begin any research activity with a review of the secondary data.

3.3.2.1 Instrument of data collection:

• RATIOS

• GRAPHS

• OBSERVATION

• PERFORMANCE EVALUATION

3.3.3 Limitations

• Sample size -- the number of the units of analysis you use in your study is dictated by the type of
research problem you are investigating. Note that, if your sample size is too small, it will be difficult
to find significant relationships from the data, as statistical tests normally require a larger sample

25
 size to ensure a representative distribution of the population and to be considered representative of
groups of people to whom results will be generalized or transferred.
• Lack of available and/or reliable data -- a lack of data or of reliable data will likely require you
to limit the scope of your analysis, the size of your sample, or it can be a significant obstacle in
finding a trend and a meaningful relationship. You need to not only describe these limitations but
to offer reasons why you believe data is missing or is unreliable. However, don’t just throw up
your hands in frustration; use this as an opportunity to describe the need for future research.
• Lack of prior research studies on the topic -- citing prior research studies forms the basis of your
literature review and helps lay a foundation for understanding the research problem you are
investigating. Depending on the currency or scope of your research topic, there may be little, if
any, prior research on your topic.

• Measure used to collect the data -- sometimes it is the case that, after completing your
interpretation of the findings, you discover that the way in which you gathered data inhibited your
ability to conduct a thorough analysis of the results. For example, you regret not including a specific
question in a survey that, in retrospect, could have helped address a particular issue that emerged
later in the study. Acknowledge the deficiency by stating a need in future research to revise the
specific method for gathering data.
• Self-reported data -- whether you are relying on pre-existing self-reported data or you are
conducting a qualitative research study and gathering the data yourself, self-reported data is limited
by the fact that it rarely can be independently verified. In other words, you have to take what people
say, whether in interviews, focus groups, or on questionnaires, at face value. However, self-
reported data contain several potential sources of bias that should be noted as limitations: (1)
selective memory (remembering or not remembering experiences or events that occurred at some
point in the past); (2) telescoping [recalling events that occurred at one time as if they occurred at
another time]; (3) attribution [the act of attributing positive events and outcomes to one's own
agency but attributing negative events and outcomes to external forces]; and, (4) exaggeration [the
act of representing outcomes or embellishing events as more significant than is actually suggested
from other data]
26
 CHAPTER-5

ANALYSIS AND INTERPRETATION OF FINANCE

STATEMENTS

value creation
dec'15 dec'16 dec'17 dec'18 dec'19
return on capital employed 21.32% 25.91% 31.23% 28.20% 27.14%
growth parameter
net sales (cr) 1092 1258 1543 1842 2065
Y-o-Y Growth .Rt. 10.60% 15.30% 22.60% 19.40% 12.10%
adjusted EPS 10.47 14.72 22.91 26.66 31.11
book value per share 46.15 56.57 84.76 104.12 126.53
adjusted net profit 67.3 94.6 147 171 200
net op. cash flow (cr) 110 82.9 69.8 185 182

CAGR (compounded annual growth rate)

9yr 5yr 3yr 1yr

net sales 12.90% 15.90% 18% 12.10%
adjusted EPS NA 26.40% 28.30% 16.70%
book value per share 28.5 27 30.8 21.1

27
Key financial parameter

dec'15 dec'16 dec'17 dec'18 dec'19

return on equity(%) 21.52 25.82 30.28 26.89 25.94

operating profit 11.87 13.35 15.51 15.56 16.35
margin(%)
net profit margin(%) 6.17 7.53 9.55 9.3 9.68
debt to equity 0.08 0.04 0 0 0
working capital days 128 123 118 114 123
cash conversion cycle 34 21 25 35 39

entity percentage
holding
promoter 52.96%
institution 30.45%
non-institution 16.59%

28
Five year analysis:

The financial performance of the company was satisfactory in the later part of the decade i.e. from
FY 2015 - FY 2020; thereafter the company restructured its business and improved its financial
performance over the last six years. The consolidated 10 Year X-Ray of Bata India Ltd. has been
considered for analysis owing to the significant contribution of its subsidiaries.
Since 2015, Bata India Ltd. has reported improved performance. The Value Creation Index has been
above our benchmark of 0.25. ROCE and ROE figures have been very good with 6 year average
figures of 26% and 27%, respectively.
The recent years’ considerable improvements in manufacturing, supply chain management; retail
expansion program have boosted the margins. Moreover in last 2 years, selling & distribution
expenses and employee cost as a percentage of sales have declined causing expenditure in sales term
to drop on Y-O-Y basis. In addition to this, sudden fall in tax expenses has resulted in steep rise in
margins. The improving margins along with increasing turnover ratio have resulted in increasing
returns.
Bata India Ltd. has continued its strategy of large scale expansion of retail stores, renovation of
existing stores & improvement in customer service and introduction of new value oriented products.
This has enabled the company to report 16% CAGR growth in sales during last 6 years. The rise in
EPS has been in proportion to rise in net sales as company recorded higher net profits in last 4 years.
Over the last 7 years, the company has reduced its debtor and inventory days, which helped the
company to post positive cash flow over the period indicating efficient working capital management.
In FY 17 & 18, there has been enormous other income and increase in change in working capital (esp.
increase in inventory), depressing the CFO for respective years vis-a-vis the net profit figures.
The company has also reduced its debt over the last 6 years, which helped the company to maintain
the Debt to Net Profit ratio below our benchmark of 3. Moreover, in the last 2 years it has been able
to be debt free company.
Considering improved performance in the latter half of the last decade, we can say that the 5
Year X-Ray of Bata India Ltd. is Green (Very Good).

29
FINANCIAL HIGHLIGHTS 2015-2019

(Rs. In millions) 2015 2016 2017 2018 2019

PROFITS AND APPROPRIATIONS

sales and other incomes 7289.93 7525.39 8219.79 9038.05 10235.32
profit before depreciation and tax -510.52 255.93 628 711.61 908.41
Depreciation -124.16 -120.02 -136.17 -160.11 -190.01
profit before tax -634.67 135.91 491.82 551.5 718.4
Taxation 7.19 -11 -90.31 -40.62 -111.03
profit after tax -627.48 124.91 401.51 510.88 607.37
prior period items 0 0 0 -36.44 0
net profit -627.48 124.91 401.51 474.44 607.37
dividend and dividend dist. Tax 0 0 0 -150.37 -187.96
retained earnings 0 0 401.51 324.07 419.4

ASSETS EMPLOYED
Fixed assets-Gross 3594.9 3639.1 3076.87 3251.91 3506.48
fixed assets-net 1396.55 1319.24 802.47 1042.33 1178.8
Investments 48.52 49.77 172.43 172.48 172.48
net current assets 1379 2061.99 1750.39 1805.05 1930.06
other current assets 0 0 0 0 0
(includes DTA, long term loans and
advances
2824.06 3431 2725.3 3019.87 3281.34

FINANCED BY
equity shares 514.22 642.64 642.64 642.64 642.64
Reserves 1066.36 1972.07 1477.35 1859.22 2192.4
shareholder funds 1580.59 2614.71 2119.98 2501.86 2835.04
loan funds 1243.48 816.29 605.32 518.01 446.3
non-current liabilities 0 0 0 0 0
2824.06 3431 2725.3 3019.87 3281.34

30
SIGNIFICANT RATIOS 2016-2018

2016 2017 2018

MEASURE OF
INVESTMENTS

Return on equity profit after tax/shareholder fund (%) -25.41 4.01 18.94
earnings per share net profit/no. of shares (RS) -12.2 2.07 6.25
dividend cover (TIME 0 0 0
S)
dividend (%) 0 0 0
book value of an equity shareholder funds/ no. of shares (RS) 48.02 48.51 32.99
share

MEASURE OF
PERFORMANCE

Profitability a) profit before tax/sales (%) 8.76 1.85 6.19

b) profit after tax/sales (%) 8.66 1.7 5.05
capital turnover sales/total funds (times) 1.95 1.87 2.92
stock turnover sales/stocks (times) 2.76 2.63 2.88
working capital turnover sales/net current assets (times) 3.2 2.87 4.54

MEASURE OF FINANCIAL STATUS

Debt-equity ratio debt/equity (times) 0.5:1 0.26:1 0.29:1

current ratio current assets/current liabilities (times) 1.91:1 1.94:1 1.93:1
F.A to Shareholder funds net F.A/shareholder fund (times) 0.56:1 0.42:1 0.38:1

31
FINANCIAL REVIEW

2018 2019
(in Rs. millions) (in Rs. millions)

Gross Turnover 20,984.06 18,717.54

Less: Excise Duty on Turnover 332.32 293.01

Net Turnover 20,651.74 18,424.53

Other Income 313.48 299.52

Total 20,965.22 18,724.05

Profit/(Loss) before Depreciation and Taxation 3,418.21 3,033.39

Less: Depreciation 591.97 513.75

Profit / (Loss) before Taxation 2,826.24 2,519.64

Provision for Taxation:

– Current Tax 1,156.01 908.43

– Deferred Tax Charge/ (Credit) (Net) (237.20) (101.44)

– Income Tax for earlier year — (3.38)

Net Profit 1,907.43 1,716.03

Profit available for Appropriation 6,576.46 5,288.76

32
MARKETING ANALYSIS

Bata India Company Marketing Analysis and Breakdown:

Bata India is the leading and largest manufacturers of footwear in India, which is a part of Bata
Shoe Organization (BSO). Initially footwear was produced in handicrafts and small segments
before the entry of Bata in Indian market. Bata Shoe Company Private Limited was incorporated
as a small operation unit in 1931 in Konnagar, India. It built its first manufacturing unit in the start
of 1934. The company expanded in the years followed in its size and the township was known as
Batanagar. It was the first company to receive ISO: 9001 certification for its manufacturing unit
in the Indian shoe industry. The company went public in 1973 and changed its name to Bata India
Limited. It has its manufacturing units and tannery in five specialized location across the country.
The company has more than 1200 stores in its retail network in the metros, mini-metros and towns.
The retail concept includes four types of stores across the country. They are City store, large store
format, and Family store and Factory store. These four types were introduced by company in-order
to reach all segments of customers from Tier1 to Tier3 locations. It also operates in non retail
distribution with 12 depots across the country, which sells its products through more than 160
distributors and 20,000 independent shoe dealers. The company collaborates with corporate
customers to design various shoe lines under both international and national brands such as Hush
Puppies, Marie Claire, Mocassino, Ambassador, Comfit, School, Quovadis, North Star, Scholl’s,
Weinbrenner, Bubble Gummers, Baby Bubble, Power and Sparks. The collaboration is done in
order stay in-line with latest technology and industry specification to meet the customer
requirements. It also focuses on army, police forces and mining industries with canvas shoes,
hunter shoes and miner’s shoes. It currently employs more than 7800 people. The company sells
more than 45 million pairs of shoes every year and also serves 150,000 customers every day.

Macro Analysis
It is very important for an organization to consider its environment before initiating a marketing
process. This must be a continuous process and should help in the positioning the organization in
the market. The factors that are considered are Political, Economical, Social and Technology.

33
POLITICAL FACTORS
• Rules and regulations for tannery wastes.
• Government stability.
• Fewer sports events apart from cricket to attract the customers.
• Merging of Adidas and Reebok
• Market pressure on sales.

ECONOMICAL FACTORS
• Seasonal Issues: Sports is more encouraged in summer.
• Increasing buyer power makes the customers to look at branded shoes.
• Lack in targeting the women and kid segments.
• Huge consumer market.

SOCIAL FACTORS
• Change in the lifestyle of the people (buyer).
• Increasing fashion trends.
• Advertising, publicity and media.
• Change in buyer behavior.

TECHNOLGICAL FACTOR
• Increase in competing technology development.
• Up-ward shift in innovation and manufacturing maturity.

34
Micro Analysis:
Customers – The products of Bata targets a wide range of customers which also includes Army,
Police Force and Mining industries in all locations. This is mainly due to the wide range of products
made available in market by the company. The company has two types of customers they are the
final users and the It offers good quality products with best price in market, which means that the
price-quality ratio is excellent for the Bata products.
Competitors – The competitors for Bata India in the market are Puma, Nike, Reebok, Adidas,
Woodlands, Liberty and Action. The arrival of local and international brands in the Indian market
has created a highly competitive environment in the footwear industry market. The products from
the competitors serve as substitutes to the customers.
Suppliers – The raw materials for the company is PVC soles and the animal skin, the people or
organization which supplies these raw material are known as the suppliers. Bata’s suppliers are
Chinese raw material holders and the local cottage industries that supplies raw materials to the
company.

SWOT ANALYSIS

Strength
• Availability of raw materials and other inputs for the company’s operations.
• Manufacturing units in various places helps in distribution.
• Subsidiaries and Tax incentives on machineries.
• Established links with buyers from Europe and US.
• Friendly government policies for export.
• The brand name is immediately identified with footwear by the consumers.

Weakness
• Facing challenges to move to new production technology, because of its existence for more
than seven decades.
• High labour costs, as the company has large number of employees.

35
Opportunities
• There is a good scope for diversification into other products like leather wallets, seat covers
and other types of leather garments.
• Growing National and International market.
• Developing fashion consciousness globally.
• Being in a large developing market which offers a demand for footwear, the company finds
its potential in leveraging the Bata brand for marketing other merchandise consumer
products.

Threats
• Changing fashion trends is hard to adopt for the Indian Leather Industries.
• Entry of global competitors into National market brings heavy competition in the market.

Financial & Marketing Aims and Objectives

Bata India has around 13.7 percent of the market share and the company has decided to increase
its market share by introducing a new product under the brand Power in the market. Power brand
is exclusively meant for sportswear. The company expects to have an increase of 3.25 percent in
its market share by introducing this product. The product to be launched is named as Power - Lite.
It sells around 45 million pairs every year and has decided to increase its sales by introducing
Power- Lite. The decision to introduce a new product was made in-order to compete with the
global brands like Nike, Adidas, Reebok, Puma etc in the Indian market. These global brands were
the suppliers of specialized sports shoes and thus Bata is trying to capture its position in the market
for the specialized sports shoes. The company identified some issues and customer needs with
respect to their product. Their product was lagging behind in latest design (style) and the
customer’s comfort when wearing the shoe. The company has invested in huge amount in changing
its store appearance and has also taken steps to incorporate the new technology involved in
manufacturing specialized shoes. The company forecasted the sales of specialized sports shoes for
the upcoming years and will have an increase by 14 percent in its revenue, after the launch of the
new product. The new specialized sports shoes targets the people involved in sports and all

36
segments of customers from children to adults. Thus the marketing, financial aims and objectives
are discussed.

Market Segmentation & Target Segment/s

The process of grouping the market is known as Segmentation. The market segmentation is done
based on the demographic and psychographic factors for Bata. The demographic factors are age,
sex and occupation. Personal Activities like hobby, social events (marathon), sports, shopping and
Personal interests like fashion, styles were considered in psychographic factors and buyer
behaviour which includes the changing trend in buying pattern for the segmentation of market [ref-
module book]. The foot wear industry market falls under the ideal type market, as it covers all
segments of customers. The customers share their needs in this market. The target segments are
classified into three categories namely Display Buyers, Knowledge Buyers and Fashion/Stylish
Buyers. The customers who come under these buyer categories are children, students, adults,
elderly people and sports people.

Positioning
Positioning is done in-order to locate the brand in the minds of the customers, which in-turn
increases the benefits of the company. Positioning results in customer-focused value proposition.
The positioning is done with respect to the brand and product portfolio. Positioning strategy is
done by identifying the possible competitive advantages through which a company can attain
sustainable position in the market. Bata always aims to be sustainable in the market and it has
proved it over years. The company has taken various steps to increase its market share, some of
them are renovating its already existing stores, opening new stores in sub-urban places and the
main strategy which is followed by the company is high quality and low price. This has made the
company sustainable for more than seven decades in India. The company will follow the same
strategy for the new product Power-Lite. On the other hand when looking into the market for the
products from Nike, Puma, Adidas and Reebok, they charge a huge amount for their sports
products. The cost of shoes from Bata is relatively low, when compared to others.

37
Positioning Map of Bata’s Product in Footwear Industry Designed by Author.
There are few local manufacturers who produce the replica of the branded products with low
quality and low costs. This makes the customers feel unsatisfied. Bata is already filling the
positional gap in the market following low price and high quality strategy. This new product also
comes under the same category, which adds value to the impression given to the customers in
relation with the competing product. The low price and high quality strategy works well in the
Indian market as it is a developing market.

Product
A product/service is anything that a firm or an individual cells, which satisfies the customer needs.
The new product will replace an existing product named Life-Line under the same brand Power.

Core, Formal and Augmented Products.

The core product is the Power Lite; the formal products are its comfort, style, brand name and
features. The augmented product is something which is offered after sales, in this case free
repairing service is offered by the company for about 6 months from the time of sale. The product
should have the following features wearing comfort, styling and latest design to compete with the
competitor’s product.

Developing a new product involves the following processes.

Innovation of new ideas: A research done by the company among its employees, customers,
competitors and other sources using feedback, surveys and other questionnaire in-order to generate
a new idea.
Screening the ideas: In this stage all the feasible idea are selected from the bunch of idea that is
generated with the help of the footwear industry checklist.
Testing the concept: The new product is tested conceptually with the help of selected customers
(eg – athletes) for any changes or improvements, before it reaches the market.
Planning a strategy: Marketing and Financial objectives for the new product is set, which helps the
company to face the success and further development or failure of the product.

38
Market Test: The new product is made available in the selected places and tested with selected
customers and their feedback is got on the product.
Life Cycle of the Product
The product life cycle of a shoe is short, when compared to many other products. The shoe seemed
to have a short introduction period, a little bigger growth period where it reaches its maturity stage.
It stays in the maturity stage for longer time and then decline stage starts when a new product or a
replacing product is launched in the market.

Product Life Cycle of Shoe

Pricing
The company operates with low price market penetration strategy. The main advantages of this
strategy is increased sales growth, builds strong market position and high product awareness in the
market. The price of the Power-Lite is determined to be Rs 2799 (Indian Rupee - INR) considering
variable, fixed costs and the market floor, ceiling price. The company gets its contribution (profit)
after selling 20,000 units of Power-Lite.

Pricing Model help in determining the price of Power-Lite

The pricing level of Nike, Adidas, Puma and Reebok are higher than Bata, they must follow this
during the launch of the product in-order to sell their product initially. The break even analysis
determines the point at which the contribution is made with respect to he number of products sold.

Break Even Analysis of product Power-Lite

Place
The company will launch its new product in all the Tier 1 and Tier 2 locations of the market. This
is done because of the demographic factors, psychographic factors and the target segments (wide
range of customers). These are the changes that the company must do instead of launching the
product in all the locations of the market. The firm a good distribution channel, they sell their
products directly through their factory retail stores, franchise merchants, wholesalers, distributors,

39
independent dealers and also in online. Hence they cover all the locations of the market in different
ways.

Marketing Channels of Bata.

Promotion
As this is a new product the company must advertise in media such as newspaper, TV, Banners
and internet. They should follow the push and pull promotions in the initial stage which can be
later changed to pull promotions, if the product is success in the market. The push and pull
promotions include discounts to the wholesalers, staff incentives, advertising, display at point of
sale. This should be done in consideration with the estimated budget for promotion purpose.

Physical Evidence
The company has taken steps to change the buying experience of the customers by renovating and
expanding its stores in all the location, initially in Tier 1 location and it has started slowly to
continue in Tier 2 location which makes the customers to have good shopping experience.

Store Layout source from Bata India website.

The company has four types of stores that opened in recent years; they are City store, Large store
format, Family store and Factory store. They must also expand and renovate stores in tier 3
locations of the market.

Marketing Strategy Communication

The main objective of the strategy communication is to create the awareness and interest in
customers of the new product, which in-turn benefits the organization to capture the market share
and increase its contribution (profit). This is done by the AIDA model, where attention, interest,
desire and necessary action is done for the demand in the market.

40
AIDA Model for BATA.
Awareness of the new product: Generating awareness is done through advertising in media like
TV, newspaper, magazines, banners and internet. When this is done, the customers will be aware
of the new product in the market.
Creating Interest: Done through advertising by emphasizing the formal products such as brand
name, features, comfort and latest design. Thus creating an interest in the customer’s mind for the
new product.
Arousing Desire: This can be done through sales promotions, word of mouth from the customers,
who have already used the product.
Actions: When all the above strategic plans are done, the product must be made available in the
market. If in case the product is not available, the customer gets disappointed and they find a
substitute for their needs, which decrease the reputation of the brand and the company’s profit.

Sales Strategy
This explains how the new product (Power-Lite) is sold in the market. The plan involves two types
of promotions Push and Pull. During the introduction stage the product can be pushed into the
market by promotional offers such as discounts to the wholesalers, distributors when ordered in
bulk numbers. Another type of pushing is done by giving incentives to the employees who the sell
the new product in more numbers when compared to other employees. Pulling promotion
influences the customers to buy it. The wholesalers, distributors and customers can be pulled by
giving credit when ordered in bulk, displaying at the point of sale (stores), and complements when
purchased the Power-Lite.

Profit and Loss Forecast

The below given is the profit and loss account of Bata India, this an assumption made by the author
considering that the product is success in the market. The P&L forecast very clearly shows that
the company will have profit (contribution) from the Power-Lite product which is launched.

41
Timing
The product will be launched during the Indian Premier League, this is done because of the because
of the influence of cricket among the people. The product’s result will be known in six weeks of
time from the date of launch.

Contingency
Few sports shoes of Bata are already available in the market; however most of the customers were
unsatisfied with the medium quality and comfortless products. Hence Bata has decided to launch
the Power-Lite, with low price and good quality feature which is well suited for the developing
Indian market. This would replace many global brands’ product with its high quality, new style,
comforts, latest design and technology used in the sole of the shoe. The product Power-Lite would
be big success, if no competitors are providing such a good quality product at low price.

FUTURE PROSPECTS:

The Indian Leather Industry occupies a place of great prominence in the Indian economy in view
of its substantial export earnings, employment generation and growth potential. The leather
industry is an employment intensive sector, providing jobs to about 2.5 million people, mostly
from the weaker sections of our society.
The Indian footwear industry is the world’s second largest footwear producing country, second to
china and the third largest market. In the last five years, the leather footwear and footwear
component production increased by 60%. Today, about 220 Cr. pairs of shoes are made in the
organized and unorganized sector. The Indian footwear market, as of FY 2018, is estimated to be
Rs. 20-22,000 Cr., growing at 12% per year. Of this, 40% is organized; with rural India accounting
for 75% of the consumption. The retail footwear segment in India is extremely price sensitive and
has been steadily growing over the years. Major part of the demand is met by the unorganized
sector. The branded shoes market only accounts for 20 per cent of the entire market. While
International Brands mainly dominate the higher end of the consumers, the lower and middle end
is dominated by home grown players like Bata India as well as unorganized players.

42
The focus of the company would be to shift the consumers who buy footwear from the unorganized
sector to buy from the company's branded footwear range at price points which will be affordable
and competitive with the unorganized sector.

Key concern:

Competition from global players in domestic market:

As the company is continuously increasing its presence in the premium footwear segment, thus, it
is expected to face tough competition from Global players like Nike, Adidas in premium footwear
market segment in domestic market. It might affect the profitability of the company as the company
has to increase its expenditure on ads to increase the sales of premium products.
Considering above points, we can say that the long term future prospects of the company
are Green (Very Good).

43
 CHAPTER 6
KEY LEARNING’S AND RECOMMENDATIONS
Findings/Learning’s:

• The financial performance of the company was below satisfactory in the early part of the
decade i.e. from FY 18 - FY 19; thereafter the company restructured its business and
improved its financial performance over the last six years.
• The consolidated 10 Year X-Ray of Bata India Ltd. has been considered for analysis owing
to the significant contribution of its subsidiaries.
• Since 2015, Bata India Ltd. has reported improved performance. The Value Creation Index
has been above our benchmark of 0.25. ROCE and ROE figures have been very good with
6 year average figures of 26% and 27%, respectively.
• The considerable improvements in manufacturing, supply chain management; retail
expansion program have boosted the margins. Moreover in last 2 years, selling &
distribution expenses and employee cost as a percentage of sales have declined causing
expenditure in sales term to drop on Y-O-Y basis.
• In addition to this, sudden fall in tax expenses has resulted in steep rise in margins. The
improving margins along with increasing turnover ratio have resulted in increasing returns.
• Bata India Ltd. has continued its strategy of large scale expansion of retail stores,
renovation of existing stores & improvement in customer service and introduction of new
value oriented products. This has enabled the company to report 16% CAGR growth in
sales during last 6 years.
• The rise in EPS has been in proportion to rise in net sales as company recorded higher net
profits in last 4 years.
• The company has also reduced its debt over the last 6 years, which helped the company to
maintain the Debt to Net Profit ratio below our benchmark of 3. Moreover, in the last 2
years it has been able to be debt free company.
• The company is continuously increasing its presence in the premium footwear segment

44
Suggestions:
• Company should continues to open approx. 100 new retail stores every year across India
and shut down or relocate unviable stores.
• Company should increase rate of dividend for dividend holder to attract more investors to
invest in company.
• Company should start accepting fixed deposits from investors to increase their funds.
• Company should open more retail stores in the market to capture more market share than
its competitors.
• Company should provide more variety of products to customers to attract new and retain
old.
• Company should perform regular CSR to improve the goodwill and build trust amongst
people.
• Company should take into consideration their micro and macro factors while continuing
and making future strategies for expansion.
• Company should adopt price sensitive techniques against competitors.
• Company can provide large employment opportunities to weaker section people.

• The focus of the company should be to shift the consumers who buy footwear from the
unorganized sector to buy from the company's branded footwear range at price points
which will be affordable and competitive with the unorganized sector.
• Company should adopt aggressive expansion plan which is considered to be key factor for
revenue growth
• Company can adopt online business expansion plan.
• Company should provide operational efficiency amongst peer group.
• Company should open Foot in stores with a new range of footwear focusing on affordable
fashion and trendy styles to attract young crowd.

45
Conclusion

The financial performance of the company was below satisfactory in the early part of the decade
i.e. from FY 11 - FY 15; thereafter the company restructured its business and improved its financial
performance over the last six years. The consolidated 10 Year X-Ray of Bata India Ltd. has been
considered for analysis owing to the significant contribution of its subsidiaries.

Since 2015, Bata India Ltd. has reported improved performance. The Value Creation Index has
been above our benchmark of 0.25. ROCE and ROE figures have been very good with 6 year
average figures of 26% and 27%, respectively. The considerable improvements in manufacturing,
supply chain management; retail expansion program have boosted the margins. Moreover in last
2 years, selling & distribution expenses and employee cost as a percentage of sales have declined
causing expenditure in sales term to drop on Y-O-Y basis. In addition to this, sudden fall in tax
expenses has resulted in steep rise in margins. The improving margins along with increasing
turnover ratio have resulted in increasing returns.

stores & improvement in customer service and introduction of new value oriented products. This
has enabled the company to report 16% CAGR growth in sales during last 6 years. The rise in EPS
has been in Bata India Ltd. has continued its strategy of large scale expansion of retail stores,
renovation of existing proportion to rise in net sales as company recorded higher net profits in last
4 years. The company has also reduced its debt over the last 6 years, which helped the company
to maintain the Debt to Net Profit ratio below our benchmark of 3. Moreover, in the last 2 years it
has been able to be debt free company.
Therefore Company should continues to open new retail stores every year across India and shut
down or relocate unviable stores. They should increase rate of dividend for dividend holder to
attract more investors to invest in company. Company should start accepting fixed deposits from
investors to increase their funds. Company should perform regular CSR to improve the goodwill
and build trust amongst people. Company should take into consideration their micro and macro
factors while continuing and making future strategies for expansion. Company should adopt price
sensitive techniques against competitors. Company can provide large employment opportunities
to weaker section people. The focus of the company should be to shift the consumers who buy
footwear from the unorganized sector to buy from the company's branded footwear range at price
points which will be affordable and competitive with the unorganized sector.

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 BIBLIOGRAPHY

• https://www.scribd.com/doc/19538378/Strategic-Analysis-of-Case-study-Bata-Strategic-
Choices
• (http://www.indianshoebazaar.com/ind_india.asp)
• http://leather.indiabizclub.com/info/indian_leather_industry_overview
• http://footwearsinfoline.tripod.com/export_import.htm)
• http://www.thaindian.com/newsportal/politics/big-boost-for-agras-shoe-industry-if-state-
government-helps_100116975.html#ixzz0XAkn7VPx)
• (jammu.gov.in/departments/.../Central-Policy%20and%20Procedures.pdf)
• www.tradeindia.com/seller...38/shoes-materials-accessories. html)
• (www.dow.com/products-services/division/textiles.html)
• (http://www.sharekhan.com/MarketCorner/DetailedReport.aspx?Type=COMP-
HIS&SSKICode=BATA)
• (http://www.sebi.gov.in/dp/bata.pdf)
• (http://www.bataindia.com/page.php?kon=5_2_1)
• (http://www.bataindia.com/page.php?kon=4_0)
• (http://www.bata.in/catlist.php?catItem=11)
• http://indmin.nic.in

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