INTRODUCTION:

Competition is one of the hardest things to avoid in the global economy of today. No matter how big or
small a company is, it has competitors, and the ways those competitors do business affect how strategic
plans are made. Competition is a normal part of business for organisations that make money.

ABOUT COMPANY:
Bata Ltd. is an international company that makes and sells shoes and has its headquarters in Ontario,
Canada. The business is run by a third-generation Bata family member. Bata works in 68 countries and
has four different business sectors. Bata Canada, which is based in Toronto and has 250 stores, meets
the needs of the Canadian market. Bata Europe is a service company with headquarters in Paris and 500
stores all over Europe. Bata Worldwide is run out of Singapore, which is also where its 3,000 stores are
located. These stores serve markets in Asia, the Pacific, and Africa. Bata Latin America Corporation sells
shoes. Its main office is in Mexico City. Bata is in charge of 46 production sites and 4,700 places where its
products are sold. The company employs somewhere around 50,000 people. (Enayet, 2013)
The fact that Bata has 373 retail stores and 12 bulk facilities in Pakistan is very impressive. In 1942, Bata
started making leather shoes for the military in Pakistan. They did this by building a factory in Bata,
which is about 20 kilometres from the provincial capital of Lahore. At the beginning of the 1940s, there
were not many tanneries that could consistently make finished leather of high quality. Because of this,
the company started tanning in its Bata factory. Researching a company's competitors can help it figure
out what its limits, opportunities, and threats are in its industry. When making a company's strategy,
managers need to think about what their competitors plan to do. The strategy of a company is affected
by a competitive analysis and how other companies in the same industry act or react. The company does
a competitive study to figure out where it stands in relation to its competitors. The terms competitive
analysis and competitor analysis are used interchangeably in strategic management, even though
competitor analysis is a bit more specific. This is often called "the process through which a corporation
strives to define and comprehend its industry, identify its competitors, assess the strengths and
weaknesses of its rivals, and forecast its rivals' activities" (Zahra and Chaples, 1993). In addition, it
"embodies both competitive intelligence to gather information on competitors and the analysis and
interpretation of the data for managerial decision-making." A competitive analysis's purpose is to
provide a comprehensive picture of the dynamics of competition in any organization's competitive
environment. It will be tried to figure out why the company exists and what makes it successful, as well
as its market and its competitors. (Oxenfeldt and Schwartz, 1981).
The research gives managers a chance to talk about and evaluate their ideas about the company's
strengths, competition, and market position. It also helps them make strategic decisions that will
improve the business's position in the market. So, the process of making a strategy starts with analyzing
the competition. Strategic analysis as a whole includes a step called "competitive analysis." Strategic
analysis is a look at both the inside and outside of an organisation. The organization's competitive skills,
resources, and internal strengths and weaknesses must all be taken into account while formulating a
strategy. Competition analysis is a method for investigating the external setting in which a business
operates. (Abraham, 2006).

IMPORTANT COMPETITOR INFORMATION:

Once we have identified our rivals, we must determine what specific data we need in order for our
approach to be successful. According to (Hoque, 2006), we need to make an effort to remain current on
the following concerns with each of our significant competitors: What are the enemy's present
objectives? To what end are they working, and do they intend to take a larger market share at our
expense? Tell me about the greatest and worst aspects of the rivalry. If a competitor, for instance, has
high operating leverage, then changes in sales volume will have a significantly larger impact on profits
than would be expected from the changes in sales volume alone. Therefore, high levels of operating
leverage are advantageous in a booming economy but disastrous in a contracting one (e.g., in a time of
fiscal slump). I was wondering how the competition has been doing recently. Can we predict what the
rival will do next? As a matter of fact, we might learn that a competitor has made a lot of money, has a
track record of paying out tiny dividends, and intends to invest heavily in R&D to create innovative new
items. That said, it's still possible that our rivals will try to steal customers away from us by producing
equivalent or superior goods at lower prices. The study by Fleisher et al. (2003) provides a
comprehensive checklist of competitor data that should be collected. Segmentation plans, market
research know-how, brand and image development, promotional campaigns, an emphasis on customer
service, and potential expansion avenues are all included. The parent firm must understand that not all
data will be gathered in every situation. The results of a cost-benefit analysis, for instance, could
discourage further study of some areas. The majority of the data presented by Fleisher et al. can still be
obtained, despite the aforementioned difficulties. A lot of marketing data, such as demographic
breakdowns, segmentation methods, and customer service objectives, is either easily accessible or may
be inferred. Quantitative data is relatively scarce. It may be difficult to learn what the competition is up
to, though. It is difficult for businesses to see the direct monetary value in competitiveness studies.
However, it is obvious that tiny enterprises cannot afford market research.
As another issue, most people's attention in competition analysis is drawn to competitors' external
behaviour. If you fail to pay attention to less evident attributes and competencies, like organisational
structure, culture, human resources, service features, intellectual capital, and strategy, you may
misjudge the capabilities or strategic aims of a competition. Trying to anticipate what your competitors
will do is the hardest and most rewarding part of doing competition analysis. Predicting a competitor's
future move requires understanding the degree of pressure the company has to increase its financial
performance. Aggressive foes typically initiate a new tactic. Most businesses in the content market will
make only minor adjustments to their existing strategy in the near future. It's possible that troublesome
opponents are faring so poorly that we can anticipate either offensive or defensive changes. Managers'
views on strategy can be gleaned through listening to their statements regarding the company's health,
learning about its current activities, and assessing the actions and leadership styles of the competition.
They can also refer to their public statements regarding the future of the industry and the requirements
for success. Most managerial choices are informed by the manager's view on the industry's trajectory
and the current health of the company.
A good strategist must also evaluate the extent to which an adversary can adapt to new circumstances.
When an organisation is contemplating expansion or diversification, or when new developments in the
industry warrant investigation, market research is essential. Other times, too, such research is
warranted, such as when a company needs to determine how to meet future demand or how to
increase its market share. Gaining insight into the benefits and drawbacks of a competitor's present
approach might help you identify potential problems and opportunities that need to be addressed.
Consider factors such as size, growth, profitability, reputation, goals, culture, cost structure, strengths
and weaknesses, business strategies, and barriers to exit when evaluating rivals' performance. The
examination of the market and its existing competitors is another crucial component of any viable
company plan. Readers and investors will find it useful because it illustrates the company's "market-
space," standing and assists in the development of sound business strategy.
In order to better understand your rivals' capabilities and limitations, competitor profiling is another tool
that has proven effective. Knowing who you're up against seems like a no-brainer from a strategic
standpoint: One surefire strategy to gain an advantage over the competition is to learn as much as
possible about them. To get traction in the target market, a business must provide superior value for its
product or service. Consumers place a high value on the adjective "superior" Knowing what your rivals
are up to is crucial to business planning, as the worth of a consumer depends on the products and
services offered by other firms. In three crucial ways, profiling aids in achieving this overarching
objective (Magretta, 2014). The initial results of a profile could reveal strategic gaps that the corporation
could exploit. To add to this, if the company takes a preventative stance toward competitor profiling, it
will be able to foresee how its rivals will respond to its own planned tactics, those of other rivals, and
changes in the external environment. Last but not least, this data will allow businesses to be more
adaptive in their strategic planning. You may make the most of opportunities and strengthen your
position by acting swiftly on an ambitious plan. Defensive measures can be put in place more swiftly to
protect against threats from competing firms that take advantage of the firm's shortcomings, as stated
by (Fleisher and Bensoussan, 2007).
Smart and in-depth competition profiling gives an organisation an unbeatable edge. That's why it's
crucial to have a firm grasp on profiling if you want to make it in this cutthroat industry.
If the chess analogy holds, then this benefit is similar to knowing your opponent's next move. A player
has more time to gain an advantage as checkmate approaches. If you want to defend yourself in
business, the same strategy that works in chess will also help you out (Fleisher et al., 2007). Creating in-
depth profiles of all of your major competitors is a popular strategy, as noted by O'Connor (2010). You
may learn everything you need to know about the competition by reading these profiles, which cover
their origin stories, resources, goods, markets, organisational structure, personnel, and strategies. This
includes the company's ownership, corporate governance, and organisational structure, as well as its
history, key dates, events, and trends. Financial information includes the price-to-earnings ratio,
dividend policy, profitability, various financial indicators, liquidity, cash flow, profit growth profile, and
expansion strategy (organic or acquisitive).
Products consist of items supplied, product depth and breadth, product portfolio balance, new product
development, new product success rate, and R&D strengths, brands, brand portfolio strength, brand
loyalty and awareness, patents and licences, and quality control compliance. Gain a larger proportion of
the market, a larger client base, a higher growth rate, and more loyal customers by retracing your steps
or creating them from scratch. Sales force efficiency, promotion topics, promotion spend, and
promotion mix. Everything from selling prices and bonuses to distribution channels and exclusive
collaborations. The efficiency and effectiveness of a facility can be affected by a number of factors,
including its location, shipping logistics, product mix by facility, age, capacity utilisation, and efficiency.
Personnel in general, key employees and their qualifications and positions, management's efficiency and
philosophy, compensation and benefits, and turnover and retention rates. Goal setting, an overarching
purpose statement, expansion plans, and acquisitions are all components of a company's marketing and
business strategy.

MICROANALYSIS:
Competitors: Puma, Nike, Reebok, Adidas, Woodlands, Liberty, and Action are some of Bata India's rivals
in the market. A highly competitive environment has been formed in the footwear sector as a result of
the entry of local and foreign brands into the Indian market. The products of the rivals can be
substituted by customers.
Suppliers: Animal skins and PVC soles serve as the business's primary raw materials. The sources of
these basic resources, whether they be individuals or companies, are referred to as suppliers. The raw
material suppliers to Bata are Chinese companies, as well as regional cottage enterprises.

LEARNING FROM THE PAST LOSS:

Bata In the past, Pakistan's marketing strategy has made some significant errors. BATA's decision to
include Pakistan's luxury shoe markets in its target market was one of them. It developed a variety of
brands with higher price tags for this market. Due to the activity, BATA had problems. The intended
audience for this programme was not BATA. This market niche was initially small for a corporation-
operating BATA. Second, the passage fails to recognize Bata's remarkable expertise. This sector
represented only 5 to 10% of the footwear market in Pakistan. It was unable to offer the bulk quantities
that BATA was accustomed to, as BATA wanted large quantities. Instead of focusing on its primary
business, the shoes that gave it its name, the company quickly shifted its attention to the upper end of
the market. A few close competitors also began to pose a threat to Bata's staple. In fact, Bata was
squeezed in from both sides. Smaller competitors at the bottom of the market were attracted to Bata's
extensive selection of school shoes and chapels, which the corporation had essentially abandoned by
ignoring them entirely. Bata was competing with more qualified specialty competitors for the top spot.
From 15% in the mid-1990s to 10% in the mid-2000s, Bata's market share for footwear declined. The
company lost 42 million rupees in 2001.
After failing terribly with the luxury market, BATA turned around and returned to the mainstream
market. The new approach required a return to the original low-end clients in order to maintain the
company's primary focus on this market segment. Clearly, the corporation, which had entered a brand-
new market in the early 2000s, did not abandon it entirely. One of the brands that Bata continued to
advertise was Hush Puppies, albeit sparingly and in only a few locations. (June 2003, 'Marketing
Management' by Anil Chawla). After overcoming obstacles, BATA successfully repositioned itself as a
recognized retailer offering clients the finest in footwear in terms of design and quality, and developed
the concept of flagship stores to deliver a complete and unique shopping experience based on modern
trends, laid-back ambiance, fantastic items, and courteous staff. Each of these components of Bata's
new marketing plan will contribute to the company's success. The company's trade debt has been
significantly reduced as a result of Bata's successful consolidation of the preexisting branded commercial
operations into a leading and professional organisation. By closely regulating its credit and minimizing its
outstanding receivables, the business is better positioned to strengthen its financial position. The
increasing P/E ratio and market value per share demonstrate that BATA Pakistan's position on the stock
exchange has strengthened. EPS had been increasing due to expanding demand until recently, when it
began to decrease as a result of political unrest in the country, which reduced foot traffic at the
company's retail locations. The corporation's net value is small. The company recommended a dividend
increase in November 2007 due to its better performance. The 20% increase in final dividends gave
investors further reason to be optimistic. (Business Leader, March 2008, "Investors' Guide to BATA
Pakistan Ltd.)

FUTURE OUTLOOK:
Cost increases may result in lower sales and a negative impact on the company's top and bottom lines.
To maintain its consumer base, Bata Pakistan should focus more on innovation, fresh concepts, and the
maintenance of its retail locations. The fierce competition from imported inexpensive shoes and a big
number of new and existing local businesses may have a considerable impact on the corporation's
operations. Bata should concentrate inventiveness and higher-quality research at the heart of its
product development strategy if it wishes to maintain its status as a household name in Pakistan.
Bata must consistently focus on designing shoes with high levels of comfort, technology features, and
designs that are accessible to the general public through a network of modern, large-format, and sport
concept stores in order to meet the needs of both the conventional and the fashionable. Customer
information throughout areas of expertise or guidance counters, gifts with purchases, retailer rewards,
and promotional products such as T-shirts with "BATA" printed on them, sponsorship of sports,
particularly cricket because it is the most popular sport in Pakistan, issuance of loyalty cards, and
delivery services are all extremely beneficial to Bata.

CONCLUSION:
Therefore, Bata has been considered as the most famous and well-liked brand of leather shoes since
before the partition because to its outstanding quality. A well-known brand adapts to the requirements
of each location where it operates by taking into account the unique cultural norms, climatic conditions,
and client attitudes. Bata's only objectives are to provide shoes for everyone, for every situation, and for
every profession. Bata offers the best value and level of ease with a wide variety of styles. The products
sold by this brand are the only ones on the market that have undergone extensive testing and research.
Customers feel that Bata Shoes is in front of the curve when it comes to generating fashion trends since
the company continually introduces new designs of footwear for men, women, children, schoolchildren,
and slippers. Brands like Bata are known for their high standards of quality and style. Although other
new brands have entered the market, Bata is still unique compared to the rivals. While maintaining the
quality of its products, Bata continuously studies trends and develops new models and variations. The
need for long-lasting, high-quality goods is driven by environmental concerns. Our research shows that
the shoe industry is growing and that its main drawbacks are a lack of innovation to keep up with a
rapidly evolving market, a lack of promotional activities, and a downward trend in quality. On the other
hand, Bata's distribution network and vertical integration are its strong suits. We can see that Bata is
improving in almost every aspect from the standpoint of strategic marketing. There are only a few things
missing from Bata. The Bata Shoe Company will be able to grow despite the fierce rivalry in the shoe
industry by using the suggested strategies, which are based on these facts.

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