Study on the Difficulties of a Foreign Fashion

Brand in Entering India and its Success

|DIESEL|

Faculty: Submitted by:

Ms. Lavanya Venkatraman Koustav Ghosh (MFM/18/59)

14th November, 2018

 CONTENTS

1. Executive Summary…………………………………………………………………….2
2. Diesel…………………………………………..……………………………………….3
2.1. About the Company………………………………………………………………..3
2.2. Launch in India…………………………………………………………………….4
3. Diesel’s Positioning in India………………………………………….………………...6
3.1. Diesel’s Potential in the Indian Market…………………………………………….6
3.2. Difficulty in Entering India………………………………………………………...6
3.3. Overcoming the Problem…………………………………………………………..7
4. Marketing Mix of Diesel…………………………………………………………..…....8
4.1. Product……………………………………………………………………………..8
4.2. Price………………………………………………………………………………..9
4.3. Place………………………………………………………………………………10
4.4. Promotion…………………………………………………………………………10
5. PESTEL Analysis of Diesel………………………..…………………………………..11
5.1. Political……………………………………………………………………………11
5.2. Economic………………………………………………………………………….11
5.3. Social……………………………………………………………………………...11
5.4. Technological……………………………………………………………………..11
5.5. Environmental…………………………………………………………………….12
5.6. Legal………………………………………………………………………………12
6. SWOT Analysis of Diesel……………………………………………………………..13
6.1. Strength…………………………………………………………………………....13
6.2. Weakness………………………………………………………………………….13
6.3. Opportunity………………………………………………………………………..14
6.4. Threat……………………………………………………………………………...14
7. Competitor Analysis of Diesel……………………………..…………………………..15
8. Gap Analysis of Diesel……………………………………………….………………..17
9. Conclusion……………..……………………………………………………………....18
10. References……………………………………………………………………………...19

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1. Executive Summary
Diesel, one of the leading brands in denim wear has always created viral marketing campaigns
due to its surreal advertisement content such as “Be Stupid”. Yet the promotional effort is
effective in pooling a group of niche market segments that embrace individualism and rebellion.

Even though Diesel’s brand image is very strong, it cannot sustain its brand image longer
without latest fashion trends. It has to come up with new strategies to rise above its competitors
that have introduced new fashion trends and low price products to the clothing market. Its main
competitors including Levi’s, Lee, Wrangler, Pepe Jeans have also formed its very strong and
rigid brand images in the market by making their products at medium to low cost and carry on to
gain apparent value in the industry. The clothing industry is now a very established industry with
several competitors. The competitors has on offer very similar products, also they have the same
services that Diesel can produce.

Therefore, it is very important to have a product differentiation that will be the added advantage
in order to increase the perceived value of the new product.

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2. Diesel
2.1 About the Company

Diesel is an Italian brand which sells jeans, clothing and other accessories which include
watches, shoes etc. its headquarters are in Breganze in the Veneto region of Italy. In 1978, the
Diesel brand was created by Renzo Rosso. He chose this name because it’s easy to remember
and spoken in similar fashion throughout the world. It signified an alternate taste in fashion as
Diesel represented an alternative fuel during those times. The clothing line has two different
brands: Diesel and Diesel Black Gold. There is also a line for children, called Diesel Kid. The
company is known for its surreal advertising campaigns.

Diesel has experienced extraordinary growth and has evolved from being a leading pioneer in
denim into the world of premium casual wear, becoming a true alternative to the established
luxury market. Diesel’s brand stands for passion, individuality and self-expression. Diesel is an
innovative brand which constantly tries to bring in new products and style. On an average, it
produces around 3000 new products during every season. The company believes in providing
authentic denims to its customers. To achieve this, they heat print a QR code into the jeans and
any QR scanner on a cell phone can be used to authenticate the denim. Diesel have a loyalty
program called D:Code which provides personalized birthday and anniversary gifts, exclusive
sale previews, see new collections first and get behind the scenes access, unite at international
parties. Department stores do not come under the purview of this program.

With a history stretching back 40 years, the company now employs some 2,750 people globally
with a turnover of €2.9 billion and its products are available in more than 5,500 outlets.
However, this list of numbers is far less interesting than the company, people and founder behind
them. Diesel is a remarkable company with a unique mindset. A mindset which puts sales and
profit second to building something special, something ‘cool’ and something which can change
the world through fashion.

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2.2 Launch in India

Diesel launched in India in March, 2010 in partnership with Reliance Brands Ltd, a unit of
Reliance Industries Ltd. Diesel SpA has been trying to enter India since 2007, but its previous
joint venture with Arvind Mills Ltd fell through.

A Diesel store coming up on Juhu Tara Road in Mumbai.

The premium apparel and accessory brand initially had five stores—two in Mumbai, and one
each in New Delhi, Hyderabad and Bangalore. Positioned as an “alternate to luxury”, to take on
brands such as Hugo Boss and Paul Smith, starting with its debut spring-summer collection.

Experts said the fact that Diesel is reasonably well known within its up-market target group,
especially for its denims, will make its jeans, priced at Rs. 8,000-17,000, the brand’s primary
driver. The Diesel range starts at Rs. 2,000 and goes all the way up to Rs. 50,000. While it may
be too expensive for the average Indian, it is priced on par with its international range and the
firm was confident of its pricing strategy.

While experts recommend aggressive pricing to generate volumes, Reliance Brands believes that
if the service quality and supply chain is under control, the volumes will automatically rise. So it
focused its energies on distribution, store design and marketing.

Globally, Diesel typically spends 8-10% of its annual sales on its advertising, which is
considered iconic by many because of its provocative and sometimes shocking ads.

In January, 2010, Diesel globally launched the “Be Stupid” campaign, which showed the brand
and its patrons as bold, brave and young at heart.

The same campaign was extended to launch the brand in India in a few days’ time. While
traditional media such as print, outdoor and cinema will be included in the media plans, the firm
plans to use activation and virals to reach out to potential customers.

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Diesel is used to selling an attitude. But Indians may wear that attitude only if it comes at the
right price. Although industry experts have mixed feelings about the brand’s success, Reliance
Brands believes it has a good bet going.

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3. Diesel’s positioning in India
As for Diesel, whose creation was quite recent, it was able to gain market shares due to an
effective differentiation strategy and a strong brand identity.

Diesel has a very different approach regarding its target. Indeed, it makes the choice to target
young adults between 18 and 35 years old. This core target is in line with the eccentric and
provocative image promoted in its communication and products.

Diesel relies on a very strong and differentiated positioning compared to the well established old
brands. The idea was to reject fashion stereotypes and conventions and propose a more dynamic
and imaginative line of jeans. The values communicated by Diesel are unconventional, singular,
independent and avant-garde. The brand wants to share an original lifestyle and promote fashion
rebellion and provocation.

3.1 Diesel’s potential in the Indian market

Diesel in India was moving little bit slowly compared to China but is a country that is very safe
because it was going slow but was very stable. By now there are 12 exclusive Diesel stores and
every year they are improving, they are doing in the region of another 4 stores for the next
couple of years. Before opening a store, the right mall needs to be selected because it’s not just to
open a store, a brand needs to be in the right position, the right mall with the right brand close
together as it is necessary to be in the right position because the brand is really an alternative to
the luxury and the prices are quite high.

Diesel has an aspirational value and that positioning of the brand continues to be maintained.
They do not open shop-in-shops to expand their business. Diesel has 100,000 customers who are
repeat buyers and they want that bucket of customers to increase.

As India gets more infrastructures in terms of new malls, the OTB (Only The Brave) group will
be able to bring more brands like Marni, Viktor Rolf and Maison Margiela.

3.2 Difficulty in entering India

India is one of the toughest markets for premium brands. For an international brand to sell their
products in India, the brand has to get into a joint venture with an Indian company. This proved
to be a hardship for Diesel as finding the right partner was not easy. There were talks going on
with Aditya Birla group for 3 years but it went futile.

Finally in 2010, Rosso entered into his first joint venture—a 51%-49% deal with Reliance
Brands, with Diesel holding the majority stake (though legally the two are equal partners).

Rosso was checking India out 15 years ago, watching the market and observing how licenses
were doing. He had stayed away from licensing Diesel, worried that the brand would slip
through his fingers and he would end up with a hodgepodge of “different products in different

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countries”. Going all in with a powerful partner—Reliance Brands’s portfolio includes the likes
of Ermenegildo Zegna, Superdry, Kate Spade, Thomas Pink, Kenneth Cole, Paul & Shark,
Brooks Brothers, and BCBG Max Azria—made sense.

Diesel’s biggest challenge in India, where the market for denim took shape in the 1980s with
budget brands like Flying Machine, Avis, and Buffalo sold in a largely unorganized manner. In
the early ’90s, the perception changed somewhat with the entry of multinationals Levi Strauss &
Co., Lee, and Pepe, which sold their wares through exclusive outlets that focused on experience.
All the while, mass Indian labels with mass appeal, like Kewal Kiran’s Killer, continued to
thrive.

3.3 Overcoming the problem

The joint venture with Reliance Brands has proved to be crucial and is paying off well. Diesel
claims to have broken even in India in 2014 and stayed profitable since. In the past six years
Diesel has expanded rapidly. It now runs 12 stores and is planning four more in the next two
years—one each in Noida, Delhi, Mumbai, and Kolkata, and one in a domestic airport (one store
in Ludhiana was shut down for non-performance). A host of Bollywood stars, from Salman Khan
to John Abraham, are among the brand’s early adopters, giving it an aspirational glow in a
country with rising income levels and a large millennial population.

To overcome the problem of high manufacturing costs, Diesel started working with local vendors
to make a range of apparel and accessories for both India and exports. Diesel thinks that can be
easily scaled, since India is the world’s largest producer of cotton, the raw material for denim.

Percentage of female customers globally and in India

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4. Marketing Mix of Diesel
Marketing Mix is about putting the right product or a combination thereof in the right place, at
the right time, and at the right price.

4.1 Product

Diesel is a major clothing brand having its business spread globally. The brand has a wide
product range in its marketing mix & has a clothing line for men, women & kids. Some of the
offerings of Diesel are:

Denim and Clothing: Denim, Jogg-Jeans, Jackets, Trousers and Shorts, Shirts, Sweaters,
Knitwear, Polos, T-shirts & Tops, Underwear, Beachwear

Shoes and Accessories: Footwear, Bags, Wallets, Belts, Eyewear, Perfumes, Watches,
Smartwatches and Bijoux.

Kids: Denim, Apparel, Accessories

Most of the products of Diesel have a unique design and a rugged look. The designers in Diesel
always try to create innovative designs that stand out in the cluttered apparel market. They try to
promote a life style by creating a style statement. They have licenses with top companies like
Fossil to develop watches and jewelry, for eyewear with Marcolin and for fragrances with
Loreal.

Diesel denim jacket Diesel jogg jeans

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 Diesel women’s jeans Diesel watch

A Diesel store

4.2 Price

Diesel is a premium brand targeting the upper class society in the urban densely populated areas.
It has created a brand culture, the Diesel way of life and charges a heavy premium for its high
quality uniquely designed products. No two Diesel products are same even within in the same
category. Diesel clothes can cost anywhere between Rs. 6000 to Rs. 1,20,000. The watches and
shoes are priced based on the high value of products offered. The pricing strategy in its
marketing mix is not competitive and customers pay a huge brand premium.

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4.3 Place:

Diesel directly manages around 20 subsidiaries across Europe, Asia and the Americas. It is
present in more than 80 countries. There are about five thousand points of sale and about five
hundred different sub categories. There are Diesel brand outlets in Mumbai, Hyderabad,
Mangaluru and Bengaluru. Diesel stores are also present in major mall throughout the country.
Diesel also sells through Diesel Online Store and other ecommerce players like Amazon, Myntra
and Flipkart.

4.4 Promotion:

Diesel’s Creative Team has executed ground breaking advertising campaigns in collaboration
with a variety of talents, from promising newcomers to leading names in the worlds of
photography and art direction. Diesel’s campaigns have generated shock, laughter and disbelief,
as well as shelf-loads of awards. The Ads by Diesel were full of irony, intelligence, provocation
and appeal. ''Be Stupid'' is one of the most famous Diesel brand campaigns. Here, stupidity does
not really mean in the traditional sense. It means to be gutsy, spontaneous, creative and
unpredictable. These are the core ideas that symbolize the Diesel brand. The “Go with the Flaw”
Ad campaign highlights the out of the box thinking of the brand and showcases how its design
eccentricities add to the beauty and appeal of its products. The Ad campaigns are beautifully shot
and the cinematography and editing shows the high quality and thought put behind them by the
team. They clearly portray what Diesel brand is about i.e. quality and taking a different path and
breaking the norms. Hence this completes the Diesel marketing mix.

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5. PESTEL Analysis of Diesel
5.1 POLITICAL:

 Promotional activities are regulated in all countries by legislation.

 The ending of import quotas of textiles creates an advantage for retailers who rely on
outsourcing but it is a disadvantage for clothing manufacturers.

5.2 ECONOMIC:

 Global economic crisis context: the economic crisis of 2008 has affected the purchasing
power of consumers, which is an important determinant of the size of a market.

 The stage of the economic development of a country affects also the advertising
campaign chosen by denim manufacturers.

 Distribution channels may require adaptation in relation to the stage of development of

each local market.

 Competition in the denim market is very strong.

 Increase in cotton prices: Beyond the decline in orders due to economic crisis, the
industry has also faced rising cotton prices. Indeed, cotton price had flown in 2011,
before falling back.

5.3 SOCIAL:

 Cultural differences are important: needs and fashions are different according to cultures.
Brands have to adapt their products to these different needs.

 Colors are a cultural dimension: for example, the white color is associated with death in
India but black is the color of death in Europe.

 Jeans are seen as second-skin: at the beginning, it was designed for workers and then for
cow-boys.

5.4 TECHNOLOGICAL:

 Development of online shopping.

 Mobile applications for iPhone and Android: this strategy takes the denim market into an
all new era.

 Social-media marketing such as Facebook: Facebook enables to encourage consumers to

connect to Facebook page of the brand and become fan. This strategy increases the sense
of belonging to the brand.
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  Denim brands increasingly develop their advertising strategy.

 According to Ademe (French Environment and Energy Management Agency), now there
are new ways of producing jeans which enable to take care of the health and the
environment.

5.5 ENVIRONMENTAL:

 52% of the damages relating to the jeans occur during the production step. From the
cotton crop until its delivery and its clothing manufacture, one denim consumes the
equivalent of 25 liters of oil and resulted in a rejection of 2 kg CO2 in the atmosphere.
(according to ADEME).

 The jeans industry is faced with consumers who are increasingly demanding on
environmental matters. The industry must provide sustainable and ethical products that
respect the planet.

 Reducing consumption of forest resources by using recycled material and reducing

packaging.

5.6 LEGAL

 Some jeans have received the label Confiance Textile. These products are certified Oeko-
Tex and guarantee textiles without risks to health.

 Passed in 2005, the European regulation REACH (Registration, Evaluation and

Authorization of Chemicals) is now one of the main levers to force the textile industry to
be clean. Such substances known under the acronym SVHC (substances of very high
concern) are allowed in textiles at a lower 0.1% rate, as in all other sectors of production.

 Improving labor standards in emerging countries like India reduces cost advantage.

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6. SWOT Analysis of Diesel
6.1 STRENGTHS
Strengths are defined as what each business does best in its gamut of operations which can give
it an upper hand over its competitors. The following are the strengths of Diesel:

 6.1.1. Strong brand image: Diesel is an iconic denim brand which is hugely popular
amongst youth world over. The brand carries an image of a good old-fashioned denim
which is not just stylish but also comfortable. In order to sustain the image Diesel has
always been conscious about understanding the style statements that prevail in each
generation and customizing the denim to suit these requirements.
 6.1.2. Selective distribution: Diesel was a brand which made denim a global phenomenon
and took the clothing to the world. However a number of casual wear brands started
cropping up and in order to defend its image and appeal, the company decided to opt for
selective distribution cutting down its network from a global 10,000 store to 5,000.
 6.1.3. Advertising strategy: Diesel is a brand that has created a difference in its image
through a plethora of bizarre advertising campaigns. Some of their advertisements have
been shocking and the controversies that they created have worked in favor of the brand
making its image as a youthful one stronger.
 6.1.4. Strong online presence: Diesel was one the first denim brands to move into the
online space and just like its other campaigns the brand has also been highly innovative on
social media. One of their most successful social media campaigns was the application ‘Be
Stupid at Work’ which turned a Facebook page into an excel sheet helping people who don’t
want to be seen on facebook while at work. This increased their brand impact profusely and
had a positive impact on sales worldwide.
 6.1.5. Celebrity support: Diesel has always been vouched for by A-list youth icons. Right
from celebrity directors like David La Chapelle, or models like Sara Cumming or Ernest
Klimko. Diesel has always been popular amongst youth icons.

6.2 WEAKNESSES
Some of the key weaknesses of Diesel are:

 6.2.1. The reduced market for jeans: The market for jeans and types of denim has been
falling across the world. This is affecting the sales of most denim brands and for Diesel
which is primarily positioned in this category; this has been a huge hit.
 6.2.2. Brand Dilution: In order to beat competition and market pressures Diesel has been
diversifying its collection aggressively. In the long run, however, this has affected the brand
image adversely and the brand message is confusing.
 6.2.3. Alienation of core markets: Diesel in its attempt to move to global markets and to
establish a strong market presence has become too populist and everyone wants to own a
Diesel. This has alienated their core customer group namely celebrities and opinion leaders.

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6.3 OPPORTUNITIES
Opportunities refer to those avenues in the environment that surrounds the business on which it
can capitalize to increase its returns. Some of the opportunities include:

 6.3.1. Growth in Asia: There is a huge potential today in Asia and though there are a lot of
regional brands which are growing in popularity as well as American brands, Diesel is well
known here. The increased income levels, upwardly mobile population, as well as gender
equations amongst youngsters are trends in this region which will trigger denim sales.

6.4 THREATS
Some of the threats include:

 6.4.1. Competition: The main competitors of Diesel are Dolce & Gabbana, Versace,
Forever 21, Lee, Calvin Kelin, and Wrangler.
 6.4.2. Cheap imitations: Diesel has been struggling to keep counterfeit products and cheap
imitation under control and this is emerging as a critical threat for the brand.

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7. Competitor Analysis of Diesel
The Jeans and urban clothing industry has many competitors: Levi’s, Wrangler, Lee, Energie,
Gas, G-Star Raw, Calvin Klein and others. More specifically, with the new revival of stylish
jeans many brands have joined the jeans wave such as Seven for All Mankind, Blue Cult, True
Religion, Chip & Pepper, Earnest Sewn, Citizen of Humanity, Rock and Republic, Stitch’s and
Yanuk. Even though Diesel started as a jeans and work wear apparel brand and the fact that
denim is still very present in every season they are not perceived as a jeans only brand anymore.
In this sense now they are regarded more as a urban fashion brand.

Early in the 90s Diesel made a statement by opening a flagship store in New York right across
Levi’s store. Obviously an early competitor is Levi’s but this legendary brand that everybody
wanted to wear in the end of the 80s has lost most of its appeal and cannot be considered a
serious competitor anymore. Among all this brands and clothing companies that target the casual
fashionable youth the ones that can be considered more direct competence for Diesel are Energie
and G-Star.

Energie is also an Italian based company that basing its collection on denim, it provides other
clothing alternatives, not so stylish and designed but also appealing to a casual youth. GStar is a
Dutch brand that with the launch of its last collection by renowned product designer Marc
Newson they are targeting a design style conscious crowd that want jeans and other clothing with
a high level of detail and differentiation, not only on fabrics and style but also on the cut of the
clothes. The truth is that Diesel has been so many years in the business and have done things so
well that is difficult to find a company now that can shadow it. The fact that is growing so much
can damage their reputation as a non mainstream brand but nowadays they are working to
counter effect this by setting their own network of self owned stores where they can control
better the environment where the product is sold and are removing their clothes from big
commercial centers where they are seen in the same environment with other brands.

7.1 Diesel: Diesel has a model based on premium pricing; the average price of a pair of jeans is
around $400. Diesel is not only a clothing brand but also a lifestyle brand. The price values the
quality and the brand experience. The high price of their jeans are not because they are “haute
couture jeans”. Actually, a premium is charged because the jeans and the brand encourage a
premium, dynamic lifestyle.

Following are some details of competitors of Diesel:

7.2 Levi’s: Levi’s is a brand whose products are situated in the mid-range. Consequently, the
average price is around $70 for a pair of jeans. Levi’s products are really strong but their price
is not so high if compared with brands like PRPS, Diesel or Dsquared whose jeans can attain
$500. It is one of the reasons of the success of Levi’s, the product is available for a great
majority of people. Actually, the customer will find more benefits with the Levi's brand in terms
of values than with the brand at $400.
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7.3 Wrangler: Created in 1897 and initially made for workers or soldiers, this American brand
belongs now to the VF Corporation which also owns Lee, The North Face and Timberland.
Wrangler has a strong brand image referring to rodeo and cow-boys. Their collections reflect an
adrenalin-fuelled and a rugged attitude to life with casual models. Being part of US market
leaders, Wrangler’s jeans average price is around $75.

7.4 Gap: Since its creation in1969, customers have looked to Gap for updated casual clothing
and accessories that help them express their own personal sense of style. Such as H&M or Zara,
the US company has become a cultural icon by offering clothing and accessories rooted in cool,
confident and casual style to customers around the world. Average price is approximately $90.

7.5 Pepe Jeans: Launched in 1973, the British company has quickly and successfully achieved
to establish itself as a key Denim market leader. Pepe Jeans is a global, fashion brand targeting
mainly 18-25 years old customers. Average jeans price is $70.

7.6 G-Star RAW: It is one of the top competitors of Diesel. G-Star RAW is headquartered in
Amsterdam, Other, and was founded in 1989. G-Star RAW competes in the Apparel Retail field.
G-Star RAW generates 0.21% the revenue of Diesel. The average price is $150.

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8. Gap Analysis of Diesel
Diesel Clothing's target market consists of male and female aged between 18 and 25 years. The
2000 United States Census had revealed that of the total population of the United States,
39,184,614 (13.9%) are aged 18-25 (U.S. Census Bureau, 2000). Of the total population aged 3-
25, 21.4% are enrolled in high school, and 22.8% are enrolled in college or graduate school.

This customers segment, aged 18-25 is probably the most difficult one to deal with. Needs and
tastes of customers segment changes very fast. The factors that influence the buying behavior of
these customers are divided into three different categories: personal, psychological, and social.

The personal factors that need to be taken into consideration for Diesel's customers are related to
age, sex, and race. The age of 18-25 is the most suitable age for wearing and buying the type of
clothing that Diesel manufacturing and selling. At this age, an important role in the customers'
buying behavior is played by friends. Customers aged 18-25 rely very much on what their friends
think, and they are therefore influenced by their friends or by other individuals in their close
entourage. Culture is a very important factor that influences customers aged 18-25 when
shopping for clothing.

Another factor of influence that specifically needs to be taken into consideration here is related
to income and cost. Customers nowadays, especially those aged 18-25 that do not have high
incomes, prefer lower priced clothing items, even if this means lower quality also.

The secondary target market is consisted of people aged between 25 and 35 years. Of the United
States' total population, 14.2% are aged between 25 and 35 years. This secondary market for
Diesel has certain traits that make it a little different than the primary one. In the first place, the
secondary target is more sophisticated than the primary one. The buying decision for the
secondary target market is no longer influenced by fiends, but by social status.

For the primary target, the 18-25 years of age customers, Diesel must focus on pricing. Price is
the most sensitive aspect for this target of customers. Diesel should insist on the price and
speculate this aspect. The lower the price, the more customers Diesel will attract.

For the secondary target of customers, aged 25-35, the situation is a little different. This
customer segment is not as price sensitive as the primary segment of customers is. For the
secondary segment of customers Diesel should insist more on the product strategy. The 25-35
aged customers are very different from the 18-25 aged ones. They are not easily influenced by
low prices or friends. Actually, the low price strategy would probably not be a very suitable one
for this second situation. The secondary target is more fashion oriented. It is consisted of people
with medium to high incomes, so setting a proper price is the key to success for this segment.

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9. Conclusion
Contrary to popular perception that the Indian market is perennially in discount mode, the
percentage of products sold at full prices is much higher here: 65% compared with 50% in
developed markets. Discounting only happens twice a year, for around 60 days.

Diesel India is indeed “little” in revenue terms. Diesel sells 5.5 million pairs of jeans across 400
exclusive stores, departmental stores, and online channels in 80 countries. A fifth of those are
sold in Japan, one of the world’s most fashion-forward markets where Diesel has been around for
30 years, and about 17% in the U.S. In contrast, Diesel India sells some 45,000 pairs a year. But
Renzo Rosso believes in time, India could leap to Diesel’s top five markets.

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10. References
 Surendar, T. and Roy, S. (2010), Diesel Founder Renzo Rosso Knows What Matters In
Fashion, Forbes India. Available at: http://www.forbesindia.com/article/cross-
border/diesel-founder-renzo-rosso-knows-what-matters-in-fashion/14622/1
 Srivastava, S. (2017), The Indian customer is more loyal: Diesel founder, Forbes India.
Available at: http://www.forbesindia.com/article/special/the-indian-customer-is-more-
loyal-diesel-founder/45569/1
 Lall, P. (2016), Diesel’s discovery of India, Fortune India.
Available at: https://www.fortuneindia.com/enterprise/diesels-discovery-of-india/100314
 Raghavendra, N. (2010), Italian clothing brand Diesel to make India outsourcing
base, ET. Available at: https://economictimes.indiatimes.com/opinion/interviews/italian-
clothing-brand-diesel-to-make-india-outsourcing-base/articleshow/5870217.cms
 Bhasin, H. (2018), SWOT Analysis of Diesel, Marketing91.
Available at: https://www.marketing91.com/swot-analysis-of-diesel/
 Prakash, S. (2017), Diesel Marketing Mix (4Ps) Strategy, MBA Skool.
Available at: https://www.mbaskool.com/marketing-mix/products/17470-diesel.html
 Blue Jeans team, (2014), PESTEL analysis of the Denim Industry, Nevada $ Sons.
Available at: https://brandsandco.wordpress.com/2014/11/14/pestel-analysis-of-the-
denim-industry/

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