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 Introduction
 Mission Statement
 External Factor Evaluation (EFE Matrix)
 Competitive Profile Matrix (CPM)
 Threats, Opportunities, Weaknesses, Strengths
Analysis (TOWS) Matrix
 Strategic Position and Action Evaluation (SPACE)
Matrix
 Boston Consultant Group (BCG) Matrix
 Balanced Scorecard
 Blue Ocean Strategy
6
 

Bata Pakistan was established in 1942 when


Pakistan came into being, it was ready to serve
the nation.

It was incorporated in Pakistan as Bata Shoe


Company (Pakistan) Limited in 1951 and went
public to become Bata Pakistan Limited in the
year 1979.

http://www.bata.pk/about-us.html
6
 

 ºuring the last year Bata produced over 17.2 million


pairs and sold 16.9 out of them with the help of their
large distribution network of 400 Retail Stores and
Agencies, 13 Wholesale ºepots, 23 ºistributors and
about 400 Registered Wholesale ºealers who are selling
goods as independent retailers.

 In 2009 the company generated turnover of Rs.6.5, billon


showed an increase of 26% against previous year.
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- To grow as dynamic, innovative, profitable
and market driven domestic manufacturer and
distributor, with footwear as our core
business, while maintaining a commitment to
our employees, to the country, culture and
environment in which we operate.
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1 Advertising 0.2 3 0.6 2 0.4 1 0.2 2 0.4


2 Product Quality 0.3 4 1.2 2 0.6 2 0.6 4 1.2

3 R&º 0.05 3 0.15 2 0.1 3 0.15 4 0.2

4 Customer Loyalty 0.05 2 0.1 2 0.1 2 0.1 2 0.1

5 Financial Position 0.15 3 0.45 2 0.3 3 0.45 3 0.45


6 Global Expansion 0.05 2 0.1 2 0.1 3 0.15 3 0.15

7 Market Share 0.05 3 0.15 3 0.15 3 0.15 2 0.1

8 Pricing 0.04 3 0.12 3 0.12 3 0.12 1 0.04

9 E-Commerce 0.03 2 0.06 3 0.09 1 0.03 3 0.09

10 Customer Service 0.03 3 0.09 3 0.09 1 0.03 1 0.03

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1. Strong supply of raw material 1. Bata does not present itself as a brand
! |&%+) (leather). of corporate and sports personalities.
TOWS Matrix
2. Advanced manufacturing plants.
3. It annually produces more than 12
2.
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Old fashion and old designs.
Retail management and customer
million pairs of leather, rubber, canvas support.
and PVC Plastic footwear of high 4. Supply chain and Inventory
quality. management issues.

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1. Sports and performance market to be 1. Can get national and international 1. Can transform itself or develop an
penetrated. contracts of Sports manufacture (S1, SBU to reflect an image of fashion and
2. The income of the business is still O1, O3). innovation (O1, W1).
heavily dependent upon its share of 2. Can diversify the nature of business 2. Improved international marketing and
the footwear market. This may leave it (S1, S2, O2). supply chain management can assist
vulnerable if for any reason its market 3. South American markets can be in penetrating international markets
share erodes. explored and captured through exports (O2, O4, W1, W4).
3. Transforming BATA in to a fashion (S1, S2, S3, O4).
brand.
4. Export opportunities in new markets.

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1. Continuous market penetration of local 1. Product development for local taste 1. Improvement in distribution channels
and international footwear and requirements (S1, T1). and retail management to combat the
manufacturers and suppliers. 2. Right sizing and cost minimization to penetration of competitors (W3, W4,
2. The retail sector is becoming price cater inflation and retailing problems T1, T2).
sensitive by each period. (T2, T3, S3). 2. Project and target based assignments
3. Increasing inflation in Pakistan. to development teams in efficient
4. Power shortages and lapse of resource utilization environment. (T3,
manufacture orders. T4, W4).
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 Training and 65% of Employees Specialized Trainings
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&)  Employee turnover rate Limit turnover to 2 % High rewards for best performers

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 Employee Productivity 35% Improvement Employee Involvement and


&+(&) challenges
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interventions corporate citizenship

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the time of sales retention Warrantees
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Market share for exceeding periodic targets
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) (& )&)  Quality/performance Improved designs and Research and development budget
ratings and Surveys endurance capability to be increased by 25%, involving
customers input in innovation

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 00 ºelivered Cost of 15 % cost reduction Improved stock and spares
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& Raw Materials through supply chain management and supplier
ºistribution Cost efficiency collaborations
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 Ratings of ºealers Evaluate strategic hubs Setup new dealerships and
and core markets showrooms
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 % &) Sales Growth by market penetration 10% increase in each
product line
.)&   &) Reduced raw material and process costs Unit Cost reduction

&  ) .0& Ratio 5% up
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&  ) 
& Ratio 5% up
A *& *B Less labor intensive work environment 15% labor cost cut
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 Increase in market value of shares and 5% EPS

 & increased dividend 10% ºPS


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-
- Conglomerate diversification.
- The raw material can be optimally utilized.
- Collaborations in distribution channels of
partners (e.g. Toyota, Honda, Suzuki).
- Cost leadership through economy of scales.
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 &2& should focus on highlighting itself as a


leading choice for the youth and athletes.

 Product development and Total Quality Management


should be catered for in future strategies to compete
against international brands.

 Research & ºevelopment and implementation of State-


of-the-art technology should be emphasized in internal
and external processes.

 Strategic diversification should also be pursued keeping


in view the high apparent returns and increasing threats.
We value your feedback«

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