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The Company was incorporated as Bata
Shoe Company Limited on December
23, 1931.

Subsequently, the Company changed its

name to Bata Shoe Company Private
Limited vide Certificate of
Incorporation dated April 6, 1956

The Company changed its name from

Bata Shoe Company Private Limited to
Bata Shoe Company Limited

The name was once again changed to

Bata India Limited on April 23, 1973.
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It has segmented its retail outlets into discount outlets and higher-end ones

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   he-engineered collection by doubling
design team, refreshing range regularly and outsourcing parts to improve
margins.

  Used the cash flowing from higher margins to expand
primarily through large-format stores.

 
: To improve quality and cut costs made its factories
specialists-Bangalore makes school shoes, Hosur is for Hush Puppies and
Kolkata turns out sports shoes and sandals.
KRost optimization and margin improvement
K ogistics and demand based production
KTax- ree zone manu acturing base
KRationalizing and re-engineering
KFocus on collecting old outstanding dues
KTraining and restructuring the rontline sales orce
KTechnology-
KRost- cutting-
K rands and designs
Bata was considered as manufacturing oriented company who
concentrate on producing footwear and sell them in market at
anyhow. Bata wanted to change this image of production oriented
company to affordable, market driven, fashion conscious, lifestyle
brand. That¶s why Bata wanted to reposition itself.
ðDue to increase in cost of raw material, sale went up by 21 crore, cost has
gone up by 68 crore. So profit affected due to increased input cost.
ðCompany has been in existence for more than seven decades and faces a
challenge in switching to new product technology.
ðSales and distribution cost is also very high because most of shops are owned
by company itself and staffed employee.
ðHigh value added footwear did not find acceptance in the market and led to
drop in sale volume. So 2 million shoes were sold at a discount of 50 % at a
loss of 41 crore.
ðBata was focusing on premium segment which account very less in footwear
industry in India.
ðConflict of management with Mazdoor union is main weakness of BIL.
KIt is repositioning its image rom a manu acturing
company to a marketing company, ata's ne emphasis
is on marketing o quality products and services.

K nder the plan, ata has adopted restructuring

measures to improve distribution logistics, reduce costs,
strengthening merchandising and marketing along ith
launch o ne products.

KThe main thrust o the company is on innovation.

1. Bata India is planning to introduce cricket boot in domestic
market and also working on improvement of abrasion
resistance property of PVC air blow sole increase durability.

2. Introduction of improved mould design technique to reduce

cracking in PVC soles and upgrading the quality of TPh Unit
Sole to have more comfort in wearing are also on the agenda.
K—
 Company sent its two marketing research teams independently to assess
the market potential of its shoes in African continent.

KBoth the teams surveyed the shoe-bearing habits of people in a number of countries
and both the teams observed that people are not wearing shoes at all.

KBoth the teams returned back to head office of the company and presented reports
to management. The first team mentioned in its report, ³There is no scope of
marketing shoes in African continent as no one wears shoes there.´

KThe second team mentioned in its report, ³there is very high scope of marketing
shoes in African continent as no one has shoes.´
KIt is the largest manufacturer and marketer of footwear products in India

KSells over 45 million pairs of footwear every year

KServes over 120,000 customers every day

KSells through over 1200 retail stores

KOperates 5 manufacturing facilities

KEmploys more than 6800 people

Bata India Ltd plans to add around 60 stores every year.

Trying to reach out to the rural market through their dealer network .

The major improvement in the shoe line by introducing shoes with

some additional features to target more premium distribution
channels
The holesale division as restructured into our independent
distribution channels ± urban, sa ety, institutional and branding
each ith its o n sales teams to create more impact and result
in better sales.

ata has also invested in building its technology backbone and

systems
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