bata

Business process:

 Highlighting the classes of information involved in the planning, i.e.

qualitatively and quantitatively identifying the single activities sales,
procurement and stock levels each in terms of quantity, value and
margin.
 Defining the levels of detail for structuring the information classes. The
fashion industry, characterised by extremely rapidly evolving dynamics,
demands a multiplicity of perspectives: not only the time, the
merchandise category, the sales outlet and the company but also the
collection and the age of the goods, closely related to the sales
potential. The philosophy underlying the choice of planning is based on
the search for a benchmark somewhere between depth, accuracy and
simulation speed.
 Formally expressing the operational logics of the forecasting model: the
numerical constituents of the model are organised to form a rational
path that isolates the individual planning levers, so as to highlight the
contribution in relation to the final result.

Value chain

Comparision with Other Brands

In order to devise a competitive strategy for BATA, we need to analyze Porter‟s Five Forces Model. The
model analyses the different aspects of attractiveness and competitiveness of the market.

Bargaining power of customers:

High

The potential customers for footwear industries can be broadly classified into two categories-five
customers who have a huge bargaining power owing to the presence of low cost brands and local
products. High end customers who prefer to buy discounted and high sale products from retail outlets
or through online shopping like Jabong, Myntra, Yebhi etc.
Bargaining power of suppliers:

Low

As this company has established its name in billion hearts, customers are keen to go for well-known
brand; hence the prospects of a new entrant in the market are significantly reduced.

New entrants like Sreeleather, Relaxo are constantly challenging Bata in low cost segment for last 5-10
years.

Threat of substitute products:

High

As customers are often ready to switch brands and try out different products of the competitors in their
search for the best possible deal in terms of price, quality of service etc, the threat of substitute
products of Khadims, Liberty, Paragon etc is high.

Intensity of competitive rivalry:

High

Rivalry is more intense as there are lots of equally-sized competitors in India e.g- Liberty, Khadims etc.
Aggressive growth strategy of other brands with low switching cost rivalry is more intense in footwear