1

INTRODUCTION
BACKGROUND OF THE PROBLEM
Since the late 1980s, Business School marketing professor Itamar Simonson has looked
for ways to understand how consumers make choices. Much of his work debunks the
accepted theory that giving consumers what they want and making a profit are the most
basic principles of marketing. Customers may not know what they want, and secondguessing them can be expensive, says the professor who teaches MBA and PhD
marketing and consumer decision-making courses. In Simonsons words, The benefits
and costs of fitting individual customer preference are more complex and less
deterministic than has been assumed. Thats because customer preferences are often illdefined and susceptible to various influences, and in many cases, customers have poor
insight into their preferences. In one of his recent papers, Simonson tackles the issue of
one-to-one marketing and mass customization. Supporters of these marketing approaches
have suggested that learning what customers want and giving them exactly what they
want will create customer loyalty and an insurmountable barrier to competition.
In an example taken to the extreme in the 2002 movie Minority Report, Tom Cruises
character runs through a shopping mall past talking billboards that recognize him by
name and urge him to buy products he had earlier expressed an interest in such as jeans
and Ray-Bans, the ultimate in personalized advertising. But Simonson has this to say:
The fact that consumer preferences are often fuzzy, unstable, and manipulatable is
unlikely to change. So, the effectiveness of methods to give customers exactly what they
(say they) want has been grossly exaggerated. His take on the long-held assumption that
individual marketing will supplant targeted marketing is not so fast. In studies, he has
learned that even when customers have well-defined preferences and receive offers that
fit those preferences, it is far from certain that the response to such offers will
consistently be more favorable than those directed at larger market segments.
Its all psychology. Consumers with well-defined preferences may be skeptical that a
marketer could match expectations. Those who dont know what they want may not ever
see the fit with what the seller wants them to buy. So, individualized offers depend on
customers preferences &; how the offer was extended &; and on trust. Effective
individual marketing requires not only an understanding of individual preferences and
matching offers to those preferences, but also a thorough familiarity with the various
factors that impact customers responses, Simonson writes. This is a tall order, one that
some companies have been able to fill, at least to some extent. For example, Amazon
keeps track of customers purchases and suggests other books they might like. Dell builds
computers from mass-made parts to customers specifications. But Simonson argues
some companies can take the concept too far, like the Custom Foot chain of shoe stores
that took detailed measurements and specifications from each customer to design one-ofa-kind shoes. Custom Foot didnt take into account that some customers were put off by
the individualized attention, Simonson says, and felt obligated to buy the shoes because
the store went to so much trouble. They often didnt come back. So knowing only the
customer preferences is not enough. It is required to understand other aspects of customer

2
behavior. Kipping this in mind, present study will find out and analyze consumer
behavior of Nike shoes with reference to ladies segment.

ABOUT THE NIKE INDUSTRY

In sport, visual acuity and protection can mean the difference between winning and
losing. Light conditions have a dramatic effect on how the human eye perceives and,
subsequently how the body reacts and performs -- in the sun glinting over the upper deck,
shallow contrast on a putting green, or quickly adjusting from shadows to light on a
tennis court or mountain bike single track.
Nike knows that in athletic competition, even small advantages are critical to
performance. Nike has spent the last eight years exploring the human eye to understand
the science of vision in the development of the new Nike MaxSight Sport-Tint Contact
Lens, available August 2005.
WHAT IT IS
Nike MaxSight, developed in partnership with Bausch & Lomb, is a tinted soft contact
lens that behaves like sunglasses, reducing glare and filtering out 95% of UVA and UVB
and more than 90% of blue light. But because the lens rests directly on the eye, theres
virtually no distortion as with standard sunglasses. Athletes get the same clear view at all
angles.
Plus, Nike MaxSight eliminates the environmental effects that plague sunglasses like
fogging, scratching, additional weight, or nosepieces and frames to obstruct vision.
Theres no obstruction from the edge of the lens, the frame or the nosepiece, because they
dont exist. And there are no pressure points and no slippage. Max Sight also eliminates
light leakage, reducing the need to squint, allowing the eye to relax and perform more
naturally.
Nike MaxSight is, in effect, one giant visual sweet spot.
Nike Maxsight

HOW THEY WORK

Nikes patented Nike MaxSight Light Architecture selectively alters specific
wavelengths of light within the visual spectrum to enhance key elements in sport. The
athlete gets crisp, clear vision without anything getting in their way. By removing most of
the blue light, contrast and clarity are enhanced a decided advantage for any
competitor. For sports not conducive to eyewear, such as golf, tennis and soccer, athletes
will see marked improvement, even on days where the suns not at its brightest.
Nike MaxSight provides through-and-through tinting (unlike cosmetically tinted lenses),
so theres no bending or scattering of light. Plus theres limited incidental light or
peripheral flickering creeping around the sides, as with sunglasses. Athletes tested in
Nike MaxSight lenses found they squinted less, were able to relax more, and had
exceptional views of contours and movement.
Marco Materazzi of Italys Inter Milan football club and Baltimore Orioles second
baseman Brian Roberts are among the pro athletes wearing Nike MaxSight. It has been a
lot of fun to start the season this hot, said Roberts early in the MLB season. In fact, he
became one of the first true fans of Nike MaxSight after impressive initial results. During
a spring daytime game, Roberts said, I wore the lenses and went 2 for 4. They are so
awesome.
With Nike MaxSight, theres minimal squinting in bright light, and quicker visual
definition when going from bright light to shadows.
Wearers will also discover a game-day benefit the look. It makes the eye look distinct,
the large-pupil effect, says Alan Reichow, Nike Vision Consultant. It looks
competitive.

ROLL OVER PHOTOS FOR A MAXSIGHT LENSE SIMULATION

THE WEAR
Nike MaxSight is a 30-day lens, though most athletes will wear them selectively and for
short durations. Lenses come in six-pack packaging. Nike MaxSight is available with or
without a correction, thereby making it accessible to athletes whether they wear contacts
or not.

THE HISTORY
Nike began exploring the Nike Max Sight technology in 1997, conducting an initial
clinical project, then subsequent research projects using collegiate athletes. Oregons
Pacific University baseball players were the first athletes to undergo testing. Coach Greg
Bradley requested that he be allowed to try them before his players. Hed never worn
contacts, says Dr. Reichow. He took two pitches and turned around and said, Ive
never seen a ball that distinct and clear. Put them on anybody who wants them.
INDUSTRY OVERVIEW
Bill Bowerman said this couple of decades ago. The guy was right. It defines how he
viewed the world, and it defines how Nike pursues its destiny. Ours is a language of
sports, a universally understood lexicon of passion and competition. A lot has happened
at Nike in the 30 years since we entered the industry, most of it good, some of it
downright embarrassing. But through it all, we remain totally focused on creating
performance opportunities for everyone who would benefit, and offering empowering
messages for everyone who would listen.
We feel lucky to have a genuine, altruistic reason to be: the service of human potential.
That's the great benefit of sports, and we're glad to be in the middle of it.
What started with a handshake between two running geeks in sleepy Eugene, Oregon, are
now the world's most competitive sports and Fitness Company. The World Headquarters
is in Beaverton, Oregon. The Pacific Northwest is Nike's hometown, but like so many
ambitious souls, we have expanded our horizons to every corner of the world. Nike
employs around 23,000 people, and every one of them is significant to our mission of
bringing inspiration and innovation to every athlete in the world.
Along the way Nike joined up with some great partner companies that help extend our
reach within and beyond sports.

Cole Haan offers casual luxury footwear and accessories out of New York City and
Yarmouth, Maine.
Bauer Nike Hockey, based in Montreal, Quebec, is the world's leading manufacturer of

5
hockey equipment and a wholly owned subsidiary of Nike, Inc.
Nike partnered with Hurley International, a premium teen lifestyle brand founded by 20year industry veteran Bob Hurley based in Costa Mesa, California.
In 2003, Nike completed the acquisition of Converse, the globally recognized footwear
brand with nearly a century of sports heritage, and home of the perennially popular
Chuck Taylor All-Star and Jack Purcell footwear.
Exeter Brands Group: In August 2004, Nike created the Exeter Brands Group, a wholly
owned subsidiary, dedicated to building athletic footwear and apparel brands for the
value retail channel. This portfolio of brands includes the Official Starter Properties LLC
and Official Starter LLC which are the sole owners and licensors of the Starter, Team
Starter and Asphalt brand names as well as master licensee of the Shaq and Dunkman
brands, a line of athletic apparel, footwear and accessory products for the value retail
channel.
Separate business units within the Nike brand include The Jordan/Jumpman 23 brand and
Nike Golf.
As small as we feel, the Nike family is a fairly vast enterprise. We operate on six
continents. Our suppliers, shippers, retailers and service providers employ close to 1
million people. The diversity inherent in such size is helping Nike evolve its role as a
global company. We see a bigger picture today than when we started, one that includes
building sustainable business with sound labor practices. We retain the zeal of youth yet
act on our responsibilities as a global corporate citizen.
If you have a body, you are an athlete. And as long as there are athletes, there will be
Nike.

PRODUCT TREND
Bovine skin was by far the most preferred leather material, followed by
goat/kid/lamb/sheep skin and crocodile skin.
Respondents overwhelmingly preferred the color black and, to a lesser extent, dark
brown. For handbags/briefcases, popular colors included light brown, white and red.
Consumer Segments with the Biggest Spending Power Male professionals, managers and
executives are the segment with the biggest spending power for now and in the coming
three years. Other major consumer segments include male office workers; sole
proprietors/business owners; female office workers; and female professionals, managers
and executives.
The Competitiveness of Hong Kong Brands/Suppliers of Leather Consumer Goods. Most
retailers consider Hong Kong brands to be either very competitive or quite competitive in
both high-end and mid-range segments, but less competitive in the low-end segment. The
competitiveness of Hong Kong brands mainly rests on their product style/design and
quality, with most respondents picking those as the major reasons behind the
attractiveness of Hong Kong brands in the high-end and mid-range segments respectively.
PRODUCT PROFILE
Apart from delivering a pair of comfortable sports shoes Nike also provides a number of
value-added features with its products. The features that are a part of every Nike sports
shoe are as follows.

High Performance Sports Shoes: Nike has patented the Air system and has made it into
a regular feature in most of its models. Many models feature an air pocket in the shoe that
reduces the weight of the shoe and reduces pressure on the heels. Besides the overall
design and compactness of the shoes have made it a favorite of many professional
athletes around the world.

Comfort: Nike shoes are renowned all over the world for the comfort they provide. Well
padded and cushioned, they provide a tremendous level of comfort to the wearer and
reduce the strain to his feet while playing.

Lightweight: This attribute is in line with the two described above. A lightweight shoe
provides greater mobility and eases the pressure on the feet of the wearer.
Durability: People purchasing a pair of shoes at such a high price often feel that they have
made an investment. They would obviously want to see their shoes last a long time. To
prove this point we draw the example of the authors of this marketing plan. All of us own
a pair of Nikes and have been wearing them for well over two years a symbol of the
durability of Nike shoes.

Style: Nikes designs are considered to be the most stylish in the industry and beat all
others as far as looks are concerned. Attractively packaged, it is a delight to bring a pair
home. Add to this the Swoosh the most recognizable symbol in sports and you have a
product that would give the user a definite sense of pride.

Nike shoes also come with a guarantee card that enables the owner to return it in case of
manufacturing defects. However, owing to the fact that the company implements strict
quality control measures, coming across a defective pair in a store are a rarity. The most
recent additions to their line are the Nike 6.0 and Nike SB shoes, designed for
skateboarding. Nike has recently introduced cricket shoes, called Air Zoom Yorker,
designed to be 30% lighter than their competitors'.[ Nike positions its products in such a
way as to try to appeal to a "youthful....materialistic crowd". It is positioned as a premium
performance brand.

RESEARCH METHODOLOGY
Research comprise defining and redefining problems, formulating hypothesis or
suggested solutions; collecting, organizing and evaluating data; making deductions and
reaching conclusions; and at last carefully testing the conclusions to determine whether
they fit the formulating Hypothesis.
In short, the search for Knowledge through Objective and Systematic method of finding
solutions to a problem is Research.
RESEARCH OBJECTIVES
To study the tastes, preferences, and buying behavior of consumers in case of footwear
of Bata.
To analyze buying behavior of ladies segment of consumers.
To recommend strategies to Nike to increase sales in ladies segment.
The main objectives of this study are:
Working of Insurance Plans
SWOT analysis of the product sold
Comparative study with the competitors

RESEARCH DESIGN
TYPE OF RESEARCH: Descriptive research
Descriptive research includes Surveys and fact-finding enquiries of different kinds. The
main characteristic of this method is that the researcher has no control over the variables;
he can only report what has happened or what is happening.

10

DATA SOURCES
There are two types of data.
Source of primary data for the present study is collected through questionnaire and
answered by consumers of Nike shoes. The secondary data is collected from journals,
books and through Internet search.
PRIMARY DATA
The data that is collected first hand by someone specifically for the purpose of facilitating
the study is known as primary data. So in this research the data is collected from
respondents through questionnaire.
SECONDARY DATA
For the company information I had used secondary data like brochures, web site of the
company etc.
The Method used by me is Survey Method as the research done is Descriptive Research.
RESEARCH INSTRUMENTS
Selected instrument for Data Collection for Survey is Questionnaire.

QUESTIONNAIRE DESIGN FORMULATION

Under this method, list of questions pertaining to the survey are prepared for marketing
staff of consumers of Nike shoes.
Questionnaire has structured type questions as well as unstructured type questions.
Structured objective type questions are prepared for the respondents with fixed response
categories. Some of the questions are of multiple-choice type. The questions have more
than one alternative.
Questionnaire: - A questionnaire consists of a set of questions presented to respondent for
their answers. It can be Closed Ended or Open Ended
Open Ended: - Allows respondents to answer in their own words & are difficult to
Interpret and Tabulate.
Close Ended: - Pre-specify all the possible answers & are easy to Interpret and Tabulate.
TYPES OF QUESTION INCLUDED:
DICHOTOMOUS QUESTIONS

11
Which has only two answers Yes or No?

MULTIPLE CHOICE QUESTIONS

Where respondent is offered more than two choices.
IMPORTANCE SCALE
A scale that rates the importance of some attribute.
RATING SCALE
A scale that rates some attribute from highly satisfied to highly unsatisfied and
very inefficient to very efficient
SAMPLING UNIT: Who is to be surveyed? The marketing researcher must define the target population that
will be sampled.
The sample Unit taken by me; General public of different age group, different gender and
different profession
EXTENT:Where the survey should be carried out?
I have covered entire residential area of Delhi city for the survey
TIME FRAME:When the survey should be conducted?
I conducted my survey for 8weeks from 10th may to 10th July
SAMPLING FRAME:The source from which the sample is drawn
SAMPLING TECHNIQUE: How should the respondent be chosen?
In the Project sampling is done on basis of Probability sampling. Among the probability
sampling design the sampling design chosen is stratified random sampling.
Because in this survey I had stratified the sample in different age group, different gender
and different profession
SAMPLE SIZE
Consumers of shoes, 50 nos
STEPS FOLLOWED IN COMPLETING THE STUDY
(i) Libraries at (a) Indian Council for Applied Economic Research (ICAER), (b) Indian

12
Institute of Technology, (IIT) Delhi, (c) Council of scientific and industrial Research
(CSIR) (d) PHD chamber of commerce, are visited. Management / marketing books,
journals are consulted.
(ii) Internet sites containing information on Nike shoes & marketing are browsed.
(iii) Sample survey was conducted.
(iv) Data was thoroughly checked for error.
DATA PROCESSING METHODOLOGY
(i) Once the primary data have been collected, they are (I) edited inspected, corrected
and modified.
(ii) Tabulation bring similar data together and totaling them in meaningful categories.
Questionnaires are edited both in the field and later in home. Field editing took place just
often the interview. Generally editing is required for open type of questions. Brief notes
or symbols are frequently used during the interview to initially record the interviewers
response since it was not desirable to interrupt the flow with lengthy note taking. Then
immediately after the interview, brief notes are respondent. The responses are thoroughly
checked in home for incorrect, inconsequential or contradictions categories are developed
only often the replies has been reviewed. This review provided a feel for the pattern of
answers and thus determine what categories best represent the answers.
The collected data are placed into an order. Percentages of respondents answered
similarly are calculated and placed in a table. Then this is interpreted. This involved
drawing conclusion from the gathered data. Interpretation changes the new information
immerging from the analysis into information that is pertinent or relevant to the study.
CONCLUSION WAS DRAWN BASED ON THE SURVEY FINDINGS
Finally recommendation was made to improve the sales strategy of Nike shoes to
increase the sales volume in ladies segment.
SAMPLE DESIGN
THE BASIS OF SAMPLING: Consumers of Nike shoes are chosen randomly, so that unbiased, representative sample
may be obtained.

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LIMITATIONS OF RESEARCH
The geographical area was very much limited to residential area & so the results are not
particularly reflection of the current behavior.
BIASES AND NON-COOPERATION OF THE RESPONDENTS.
The collected data are placed into an order. Percentages of respondents answered
similarly are calculated and placed in a table. Then this is interpreted. This involved
drawing conclusion from the gathered data. Interpretation changes the new information
immerging from the analysis into information that is pertinent or relevant to the study.
Due to limited time period and constrained working hours for most of the respondents,
the answers at times were vague enough to be ignored.
Most of the people in India take their Nike Shoes in the period preceding March & so
the response to initial contacts were not all encouraging and that has been the primary
reason in the inability to quantify the results large enough so as to deduce any relevant
outcomes.

14

COMPANY PROFILE
NIKE INDUSTRIES LTD. A COMPANY PROFILE
Nike India Ltd (BIL) is Indias largest footwear company. Nike first established itself in
India in 1931 and commenced manufacturing shoes in Batanagar in 1936. The company
has its Headquarters in Kolkata and manufactures over 33 million pairs per year in five
plants located in Batanagar (West Bengal), Faridabad (Haryana), Bangalore (Karnataka),
Patna (Bihar), Hosur (Tamil Nadu). It secures its leather supply from two tanneries in
Mokamehghat (Bihar) and Batanagar (West Bengal). It has a distribution network of over
1,500 retail stores and 27 wholesale depots provide excellent access to consumers and
wholesale customers throughout India.
As on December 31, 2006, the Canadian parent had a 51 per cent stake while institutional
holding was about 13 per cent.
RECENT DEVELOPMENTS
Nike India has said that its Faridabad and Mokamehghat units are being taken over by
Fashion Shoe Private Ltd and BDCL Enterprises Pvt Ltd, respectively. The company is
also enabling the buy back provision in its Articles of association to enable buy back of
shares.
The assets and liabilities of both the units will be transferred to these companies and
shares will be offered in the agreed ratio to the existing shareholders of Nike India Ltd on
a record date, which will be fixed by the Calcutta High Court.
While retail sales have increased both in value and volume, wholesale sales have declined
due to restriction of supplies as a means to recover customersoutstanding. General
recession and sluggish market conditions in the industry also have had a direct impact on
lower sales and profitability. Resistance of consumers to price rises in popular volume
products as well as discounts to clear slow-moving stocks and under utilization of
production capacity adversely affected the operational results. The lockout declared at the
Peenya factory on October 1, 2007 due to serious industrial relation problems and noncompliance with the tripartite settlement has been withdrawn. The footwear manufactured
in this factory, which was shifted to the companys other factories and associated
manufacturers, will now be gradually produced within the factory. The commencement of
production from this factory will help in re-cooping the minimal loss being suffered by
the company from this lockout.
In Simonsons words, The benefits and costs of fitting individual customer preference
are more complex and less deterministic than has been assumed. Thats because
customer preferences are often ill-defined and susceptible to various influences, and in

15
many cases, customers have poor insight into their preferences. In one of his recent
papers, Simonson tackles the issue of one-to-one marketing and mass customization.
Supporters of these marketing approaches have suggested that learning what customers
want and giving them exactly what they want will create customer loyalty and an
insurmountable barrier to competition.
But Simonson has this to say: The fact that consumer preferences are often fuzzy,
unstable, and manipulatable is unlikely to change. So, the effectiveness of methods to
give customers exactly what they (say they) want has been grossly exaggerated. His take
on the long-held assumption that individual marketing will supplant targeted marketing is
not so fast. In studies, he has learned that even when customers have well-defined
preferences and receive offers that fit those preferences, it is far from certain that the
response to such offers will consistently be more favorable than those directed at larger
market segments.
Its all psychology. Consumers with well-defined preferences may be skeptical that a
marketer could match expectations. Those who dont know what they want may not ever
see the fit with what the seller wants them to buy. So, individualized offers depend on
customers preferences &; how the offer was extended &; and on trust. Effective
individual marketing requires not only an understanding of individual preferences and
matching offers to those preferences, but also a thorough familiarity with the various
factors that impact customers responses, Simonson writes. This is a tall order, one that
some companies have been able to fill, at least to some extent. For example, Amazon
keeps track of customers purchases and suggests other books they might like. Dell builds
computers from mass-made parts to customers specifications. But Simonson argues
some companies can take the concept too far, like the Custom Foot chain of shoe stores
that took detailed measurements and specifications from each customer to design one-ofa-kind shoes. Custom Foot didnt take into account that some customers were put off by
the individualized attention, Simonson says, and felt obligated to buy the shoes because
the store went to so much trouble. They often didnt come back. So knowing only the
customer preferences is not enough. It is required to understand other aspects of customer
behavior. Kipping this in mind, present study will find out and analyze consumer
behavior of Nike shoes with reference to ladies segment.
FUTURE PLAN
The management says that it is not averse to outsourcing if it worked out cheaper. It is
also open to the idea of importing shoes - mostly from China - if it works out cheaper.
Nike and Reebok India Company have announced an agreement to foray into retailing
partnership for sale of Reebok and Rockport footwear in Nike outlets. The partnership
entails retailing a range of sports shoes for walking, running, tennis and training for
personal fitness and sports ranging between Rs 900-2,500.
An attractive valuation compared to its peers is the main trigger for the scrip. Besides, the
companys aggressive focus on retailing and revamping of business (a division into shoes
and apparels) is also helping sentiment for the scrip. Plans are afoot to start selling

16
apparel in India made by the joint venture North Star. Theres talk that the company is
planning on a voluntary retirement scheme (VRS) to cut costs.
For the third quarter ended 30 September 2007, Nike India reduced its losses to Rs 5.68
crore (Rs 8.51 crore) on a 9.2% increase in net profit to Rs 154.27 crore (Rs 141.26
crore). Despite reducing its losses for the quarter, Nike India has, over the last few
quarters, been continuously recording weak performances as a result of an overall
slowdown in the industry due to lower consumer spending. Increasing domestic
competition, particularly from the unorganized sector, has also been eroding into the
companys market share.
The company is finding it difficult to maintain its market share in a highly price-sensitive
Indian market, despite having strong brand recall.
97% of the companys revenues are from the domestic market while the remainder is
from exports. Nike India is the biggest player in the Indian shoe market.
Nike Indias major problems include its high cost of production and low emphasis on
marketing. The company may be able to address the first problem through outsourcing
products. Batas brand image has been restricted to that of a company that emphasizes on
utilitarian products more than trendy ones. Customers feel the company is lacking in
innovation. Hence, their preference has shifted to other local brands.
Nike India has a large marketing network with over 1,500 showrooms, 27 wholesale
depots and eight retail distribution centers across the country.
Besides, there is a network of 300 exclusive wholesalers servicing 25,000 dealers all over
the country. However, in spite of this and the license to sell other brands like Nike, Hush
Puppies and Lotto, Nike has not been able to improve sales consistently. The recent rise
in sales during the third quarter ended September 2006 can be attributed to the festive
season. Recently, it also entered into a retailing tie-up for Lee Cooper shoes.
Nike India has also been trying to focus on aggressive marketing of its product. The
company has been going through a period of transition for the past one year. With the
expansion of the retail industry in New Delhi and Mumbai, the company has recently
decided to shift its marketing operations to Delhi in order to provide value shopping for
its customers. However, the manufacturing activity and the registered office will continue
at Kolkata.
Nike India has plans to invest in sophisticated machinery to retain its niche place in
manufacturing. The company has put a fresh focus to its retail business. The company has
decided to cleanse its wholesale operation by building relationships with credit-worthy
buyers.
It is to the companys credit that it has lately overhauled its marketing set-up into a fourtier retail structure that will be stocked with products matching the areas customer
profile. A Nike outlet in an up market place will offer a distinctly different range of

17
footwear from another in the suburbs.
At the top of the four-tier structure will be international stores stocking brands like Nike
and Reebok. Next will be city stores, located in up market areas and catering to middle
and high-income groups. The company has identified the brands Power, North Star,
Bubble gummers, Marie Claire and Hush Puppies for the top end of the market. Third in
line will be family stores at commercial locations displaying basic and mid-range
footwear. At the bottom will be bazaar stores that will basically aim at driving volume
sales at lower price points.
The management of Nike India is taking major steps in terms of improving market
penetration, focus on stores configuration, distribution logistics, better industrial relations
and overhead rationalization. Launching of new products always remained at the center
stage of the companys operations.
At the same time, with the opening up of the economy, more and more goods will be
imported from China. This may significantly affect Nike Indias prospects unless it
manages to wean away customers with a drastic cut in costs. Alternatively, like other
Indian manufacturers, even Nike may consider relocating its manufacturing bases in
China. However, it is not that easy a task to undertake.
Nike India, the 51% subsidiary of Toronto-based Nike Shoe Organization, remains the
biggest player in the Indian shoe market, though its share in footfalls has been decreasing
over the years.
Now in a determined bid to straddle across all product and price points, Nike India has
decided to restructure its 1,300-outlet strong retail business division along specific
customer segments into Bazaar, Family, and City and Flagship stores.
Nike India has decided to appoint brand managers for each product group in a newfound
aggression to tackle dwindling sales. Each of these managers assisted by a dedicated team
would be like a brand champion responsible for procurement, production, advertisement,
promotion and re-supply.
Nike India has roped in Ogilvy & Mother for devising its festive season advertising, sidestepping JWT, its incumbent agency. The job involves developing special communication
directed towards the festival season shoppers.
Nike India Ltd (BIL) is Indias largest footwear company selling over 60 Mn pairs per
year in India, USA, UK, Europe, Middle East and Far East. BIL has a market share of
60% in leather products and 70% in canvas shoes.
The footwear industry in India is highly fragmented and dominated by the unorganized
sector. The industry size is around Rs 75 Bn and is growing at around 10% annually. It
competes with Indian players such as Liberty Shoes, Phoenix International, Mirza

18
Tanners, Tatas, Action Shoes and Lakhani Shoes and global players like Adidas, Reebok
and Nike. Accessories and garments contribute footwear sales account for more than 96%
of sales while the balance. The turnover break up is as follows
Products Volume (%) Value (%)
Rubber and Canvas 50: 30
Leather 29 :57
Plastic 21: 9
GROWTH DRIVERS
The company has a very comprehensive distribution network which comprises its own
and franchise stores. It has 1500 showrooms, 25 wholesale depots and 8 distribution
centers.
POPULAR BRANDS
Nike owns brands like Hush Puppies, Signor, Marie Claire Power, Sandak, Hawai,
Naughty boy and Ambassador. It also distributes other brands such as Nike and Lotto.
Focus on middle-class and upper class Nike will continue to focus on middle and upper
class customers. It is introducing budget stores which will help customers to identify
with the brand. It is also increasing focus on rural thrust for volume growth in the lowpriced footwear segment.
RISK AND CONCERN
Lifting of quantitative restriction on import of footwear will lead to the market being
flooded by imports. Labor issues have always bothered BIL and this resulted in
disruption of manufacturing activities on numerous occasions. Competition is hotting up
in the domestic market due to popular brands such as Gaitonde, Red Tape, Lotus Bawa
and Tatas. These brands are gaining market share especially in the premium segment and
in this segment BIL has no significant presence.
Latest Results Sales for Q3 FY2000 increased by 5.5% yoy to Rs1.7bn. profits dropped
by 90% yoy to Rs3.8 Mn due to lower operating margins and higher depreciation and
interest. Depreciation increased by 6.3% yoy to Rs 37 Mn while interest cost increased by
9.3% yoy to Rs 23.4 Mn.
Operating margins dropped by 3.3% due to increase in input cost. The Peenya plant has
not commenced operations despite lifting up of the lock out since July 3, 2007.
VALUATION
BILs long-term success is dependent on the how labour issue is tackled and the
flexibility, which it can adopt to meet threat of imports and competition from local
footwear companies. Long term investors with a two-year investment horizon can
accumulate the stock at current levels. It is also increasing focus on rural thrust for
volume growth in the low-priced footwear segment.
Lifting of quantitative restriction on import of footwear will lead to the market being

19
flooded by imports.
Labor issues have always bothered BIL and this resulted in disruption of manufacturing
activities on numerous occasions.
Competition is hotting up in the domestic market due to popular brands such as Gaitonde,
Red Tape, Lotus Bawa and Tatas. These brands are gaining market share especially in the
premium segment and in this segment BIL has no significant presence.
Sales for Q1 CY2001 decreased marginally by 0.6% yoy to Rs 1590.7 mn. There was a
net loss of Rs 30.2 mn as against a profit of Rs 39.6 mn in the corresponding period of
the previous year. The loss is due to lower operating margins and higher interest.
BILs long-term success is dependent on the labor issue and the flexibility, which it can
adopt to meet threat of imports and competition from local footwear companies. Long
term investors with a two-year investment horizon can accumulate the stock at current
levels.
FINANCIAL HIGHLIGHTS
(In Rs Million) 200012 (12) 199912 (12) 199812 (12) Q1200103
Q1200003
Sales 7,315.70 7,103.90 6,353.20 1590.7 1600.9
% Growth 2.98 11.82 (0.6)
Net Profit 304.60 242.60 166.30 (30.2) 39.6
% Growth 25.56 45.88 (176)
EPS(Rs) 5.90 4.70 3.20 3.08
% Growth 25.53 46.88
Ratios 200012 (12) 199912 (12) 199812 (12) Q300009 Q399909
OPM(%) 9.77 9.08 7.16 1.09 6.9
NPM(%) 4.16 3.42 2.62 2.5
ROE(%) 8.95 7.44 5.31
Nike understated 9 month losses Brief Financials (in Rs. Mn.)Detailed Quarterly
Period ending (months)30-Sep-2007 (9)31-Dec-2006
(12)31-Dec-2006 (12)
Net sales 4980.206461.177172.91
Other Income42.1063.6165.21
Total Income5022.306524.777238.12
Cost of goods sold4974.706471.797051.76
OPBDIT47.6052.98186.36
PAT-117.20-74.1039.80
Gross Block-2191.072062.26

20
Equity capital-514.22514.22
EPS (Rs.)--1.440.77
DPS (Rs.)-0.000.75
BV (Rs.)-37.2738.71
P/E range (x)-0.0 - 0.00.0 - 0.0
Debt / Equity (x)-0.320.26
Operating margin (% of OI) 0.90.82.6
Net margin (% of OI)-2.3-1.10.5
As on 30 June 2007, the public, institutions and foreign bodies held
31.23%, 13.91% and 0.16% stake in the company, respectively

21

LITERATURE REVIEW
The study of consumer behavior has evolved since the Information Processing Model
(Bettman, 1979) assumed that the individual is logical in his/her buying process. This
model was criticized because it failed to treat different consumption phenomena
motivated by symbolic meanings (Holbrook and Hirschman, 1982). Individuals are not
always looking for efficiency and economy, but also for distraction, aesthetic, expression,
etc. (Boyd and Levy, 1963). Calling for a broadening of theoretical frameworks of
consumer behavior, many authors pleaded in favor of the study of all consumption forms
(Holbrook, 1986), being inspired by European semi logy and American semiotic (Levy,
1959, 1963, 1981; Hirschman, 1980; Kehret-Ward, Johnson and Louie, 1985; Mick,
1986; Holbrook, 1986; OShaughnessy and Holbrook, 1988; Nth, 1988; Stern, 1988;
Grafton-Small and Linstead, 1989). These are the study of signs, meanings and
production of symbols. Fantasy, emotion and pleasant aspects of consumption were then
tackled from an experiential point of view. The Experiential View is a phenomenological
perspective that perceives consumption as a primary state of consciousness having a
variety of symbolic meanings, responses and hedonist criteria (Holbrook and Hirschman,
1982; Olshavsky and Granbois, 1979). The basis of the traditional Information
Processing Model is the optimization of the utility of a product under the basis of a
utilitarian evaluation of its tangible characteristics. Nevertheless, it neglects emotional
aspects. On the other hand, the Experiential View leaves out different factors such as
economic conditions, expectations, some elements of the marketing mix (price,
distribution), perceived risk and conflicts, but mostly the social influence of the
consumers reference groups (Holbrook and Hirschman, 1982; Business Central Europe,
1994) which is the aim of the Symbolic Interactionism Perspective. Acquisition,
possession and consumption are activities taking place in a process of impressions
creation or identity management which is, according to Belk (1978), an interactive
process concerning both the image of goods consumed and that of the individuals
consuming them. The Symbolic Interactionism Perspective deals with the relationship
between consumers and the products they consume, and suggests that a significant
proportion of consumption behaviors consist of social behaviors, and vice versa
(Solomon, 1983). This leads us to consider the importance of socialization processes
(family, reference groups) through which individuals learn the meanings of symbols and
those of consumption. With the aforementioned meanings being negotiated and built
through interactions with others, consumption is not only an individual activity, but also a
social process of goods definition (Gallant and Kleinman, 1983). Since individuals are
often motivated to acquire products according to what they mean to them and to members
of their social reference groups (Leigh and Gabel, 1992), their behavior is subject to the
pressures of cultural norms and the expectations of socialization institutions rules such as
those coming from family and other reference groups (Faber, OGuinn and McCarthy,
1987; Engel, Blackwell and Miniard, 1993). Thus, Symbolic Interactionism Perspective
considers the human spirit as fundamentally social, and dependent on shared symbols.
The symbols being generated at a global level (Geertz, 1973; Solomon, 1983;

22
McCracken, 1986, 1988; Leigh and Gabel, 1992), the Symbolic Interactionism
Perspective accepts as precept the fact that society and its culture precede every
individual action, and that a cultural consensus results from interactions, communication,
and negotiation between social actors (Charon, 1989).
If, at a conceptual level, the consumption good becomes an instrument of
communication, at an operational level, image variables may be regarded as the
intangible attributes of the product that carry cultural and social meanings. According to
Erickson, Johansson and Chao (1984), an image variable is defined as some aspect of
the product that is distinct from its physical characteristics but that is nevertheless
identified with the product. The image variables emerge from four cognitive
representations individuals have of their environment: the symbolism of advertising, the
celebrity endorsement, the brand, and the country of origin of the product.
The made-in is considered by Dichter (1962) as the fifth element of the marketing mix,
and is defined as the country where are located the corporate headquarters of the
organization doing the marketing of the product or the brand (Johansson, Douglas and
Nonaka, 1985). The country of origin carries a rhetoric that influences consumers
preconceptions towards the products of a country. Its meaning can be conceived as an
indication serving as a basis of evaluation (Bilkey and Nes, 1982), when one considers a
product as a bundle of information. Consequently, according to Kaynak and Cavusgil
(1983), the images of a foreign country that are formed by consumers are made of
cognitive, affective and behavioral components. The first one represents the perceived
characteristics of the country. The second one concerns the appreciation or not of those
characteristics, and the third one corresponds to the actions about the country that the
consumer feels are appropriate. A tendency to evaluate positively the local production
compared to imported production, and biases in favor of industrialized countries have
been found in previous studies (Bilkey and Nes, 1982; Cordell, 1992). This does not
mean the consumer will not buy the product, but rather that he is not inclined to do so
(Schooler, 1971). When entering foreign markets, sellers often face quotas, tariffs, and
non-tariff barriers. In addition, they may face an intangible barrier in the form of
consumer bias on the basis of product origin (Schooler, 1971).
The informational value of the country of origin was also found to vary according to the
level of involvement of the consumer in purchasing the product and the presence of other
cues such as brand name, guarantee and price (Ahmed and dAstous, 1993). In a recently
published meta-analysis of country-of-origin effects, Peterson and Jolibert (1995)
conclude that the average effect size is lower (0.19) for purchase intention, higher (0.30)
for quality/reliability perceptions and context dependent. More specifically, they found
that the characteristics of the study (research design, type of respondents, study cues,
sample size, stimulus context etc.) influence the relative effect of country-of-origin to a
lesser degree for quality/reliability perceptions than for purchase intention. However, the
type of respondents (students, consumers or businesspeople) had no influence on
quality/reliability perceptions.
Stanford GSB marketing professor Itamar Simonson and Ran Kivetz, an assistant

23
professor at Columbia University, asked a group of 195 Columbia students to do; eat a lot
of sushi.Participants were offered a "frequent diner" program that would reward them for
their patronage at various university dining locations and given a card that would track
their purchases. They were randomly assigned to one of two groups those in the "low"
requirement group were told they would have to purchase 12 sandwiches to get two free
movie tickets, whereas those in the "high" requirement group were told they would have
to purchase 12 sandwiches and 12 orders of sushi to get two free movie tickets. So, the
second group had to do much more to receive the same reward. Kivetz and Simonson
also asked participants how much they liked sushi relative to the typical student. The
result? Students who liked sushi were much more likely to join the "frequent diner"
program that required them to purchase both 12 sandwiches and 12 orders of sushi. "It
shows a common mistake that consumers make & if they see an offer that seems to fit
them better than other consumers, for example, a program that requires sushi-lovers to eat
sushi that fit completely colors their assessment of how attractive the offer is," Simonson
says. "As a result, by creating what appears like personal fit, marketers can attract
consumers to frequency programs and many other promotional offers." Kivetz and
Simonson replicated these findings regarding influences on participation in frequency, or
loyalty, programs in studies with travelers interviewed at domestic airports.The sushi
study is among a number of studies Simonson has been conducting since the late 1980s
about how consumers make choices. Much of his work debunks the accepted theory that
giving consumers what they want and making a profit are the most basic principles of
marketing.
The theme that pervades Simonson's work is that customers may not know what they
want and second-guessing them can be expensive. In his words, The benefits and costs
of fitting individual customer preference are more complex and less deterministic than
has been assumed." That's because, Simonson says, "customer preferences are often illdefined and susceptible to various influences, and in many cases, customers have poor
insight into their preferences."
In another recent paper, Simonson tackles the issue of one-to-one marketing and mass
customization. Supporters of these marketing approaches have suggested that learning
what customers want and giving them exactly what they want will create customer
loyalty and an insurmountable barrier to competition. In an example taken to the extreme
in the 2007 movie Minority Report, Tom Cruise's character Anderson runs through a
shopping mall past talking billboards that recognize him by name and urge him to buy
products he has expressed interest in such as jeans and Ray-Bans; the ultimate in
personalized advertising. But Simonson has this to say: "The fact that consumer
preferences are often fuzzy, unstable, and manipulatable is unlikely to change. So, the
effectiveness of methods to give customers exactly what they (say they) want has been
grossly exaggerated." His take on the long-held assumption that individual marketing will
supplant targeted marketing is "not so fast." That's because consumers are very difficult
to figure out, science fiction and technology notwithstanding. "Furthermore, even when
customers have well-defined preferences and receive offers that fit those preferences, it is
far from certain that the response to such offers will consistently be more favorable than
those directed at larger market segments."

24

It's all psychology. Consumers with well-defined preferences may be skeptical that a
marketer could match expectations. Those who don't know what they want may not ever
see the fit with what the seller wants them to buy. So, individualized offers depend on
customers' preferences; how the offer was extended & and on trust. "Effective individual
marketing requires not only an understanding of individual preferences and matching
offers to those preferences, but also a thorough familiarity with the various factors that
impact customers' responses," he writes.
This is a tall order, one that some companies have been able to fill at least to some extent.
For example, Amazon keeps track of customers purchases and suggests other books they
might like. Dell builds computers from mass-made parts to customers' specifications. But
Simonson argues some companies can take the concept too far, like the Custom Foot
chain of shoe stores that took detailed measurements and specifications from each
customer to design one-of-a-kind shoes. Simonson argues that Custom Foot didn't take
into account that some customers were put off by the individualized attention and felt
obligated to buy the shoes because the store went to so much trouble. They often didn't
come back. Indeed, an Internet search produces no Website.
Simonson, who has received many prestigious awards for his research on consumer
behavior and marketing, teaches MBA and Ph.D. marketing and consumer decisionmaking courses. The loyalty program article is slated for publication in the Journal of
Marketing Research this year.
Online customization gives consumers the opportunity to choose characteristics they
want in a product when they shop for it online. Many companies are looking at online
customization as the future of online business Janis Crow, Kansas State University
marketing instructor, researched how people make choices on the Internet. She recently
studied consumers in an online environment and their ability to customize several
products - pizza, shoes, and electronic devices.
Crow said that her study posed two questions for respondents: first, how difficult is it to
customize a product, and secondly, how likely is the person to purchase the product he or
she has customized?
All participants in the study chose to customize products. In terms of customers
likelihood to purchase, a greater number of customers made purchase decisions when
there are more options to choose, she said. However, it was slightly more difficult when
more features were offered.
She created a website where people could customize products to their individual
preferences and needs. Crow selected three generic products: pizza, shoes, and a Personal
Digital Assistant (PDA). Thirty-one college students took part in the study.
"Students could customize the three products, and I provided a drop-down box on the site
with attributes to choose from," she explained. Consumers could click on a drop-down
box to customize a product they would want to purchase, she said. She found that more

25
people relied on the default choices rather than selecting other choices that were offered.
She said, some research suggests that many people do not want to put a lot of effort into
purchase decisions. "A lot of times, people may not have preferences already in mind,"
she said. When consumers have the chance to create preferences, the question is whether
they rely on previous preferences or if they develop new ones, she said. In the future,
Crow says she will be studying strategies that consumers go through during purchase
decisions. "I will be studying decision processes to develop computer aids that could help
the consumer reach their purchase decision," she said.
Although her current project involves analyzing the consumer behavior of college
students in an online environment, in future projects she plans to analyze other
demographic groups. Customization will be a key business opportunity in the future for
businesses online or in more typical shopping environments," Crow said.
She hopes her research will help consumers in making purchase decisions and help
businesses determine products to offer and how to offer them.
Hong Kong companies, including leather consumer goods suppliers, have shown a
growing interest in tapping the mainland consumer market after China's accession to the
World Trade Organization and gradual opening of its domestic market. For Hong Kong
companies targeting this vast market, a good understanding of the behavior of mainland
consumers is necessary in order to formulate an effective and suitable market strategy.
In view of this, the HKTDC conducted a survey study in four major mainland cities in
February 2007. The study was composed of two interlocking surveys. The first survey
(survey on shoppers) successfully interviewed a total of 1,000 shoppers of leather
consumer goods in four major cities, namely Beijing (BJ), Chengdu (CD), Guangzhou
(GZ) and Shanghai (SH). The second survey (survey on retailers) interviewed
managers/officers-in-charge of major department stores in these four cities.
The survey study analyses leather consumer goods in terms of consumer behavior, the
competitiveness of Hong Kong brands and the consumer segments with the greatest
biggest spending power. The main survey findings are as follows:

26

CONSUMER BEHAVIOR
Shopping locations, Department stores were the most preferred type of retailers, followed
by outlets in shopping malls and chain stores. Product variety, guaranteed quality, brand
choice, price, services and store environment were cited as the major reasons for visiting
a leather consumer goods store.
SHOPPING TIME
Thirty-eight percent of respondents visited leather consumer goods shops at least once a
month.
Shopping during weekends is common. Other popular shopping occasions include
National Day (1st October), Chinese New Year (January/February), New Year's Day
(January) and Labour Day (1st May).
MARKETING CHANNELS
Promotional activities in shopping malls and department stores are the most popular
promotional and sales activities, followed by discount/price reduction, TV commercials,
discount coupons, promotional stands, exhibitions, buy-one- (or more) gets-one-free.
PURCHASING POWER
On average, respondents owned 4.2 pairs of shoes, 1.2 pieces of wallets, 1.3 pieces of
belts and 1.3 pieces of handbags/briefcases. Over the past 12 months, an average
respondent's spending on leather consumer goods was as follows:
- Shoes: RMB 597 (total) RMB 328 (per pair)
- Wallet: RMB 226 (total) and RMB 193 (per piece)
- Belt: RMB 220 (total) and RMB 194 (per piece)
- Handbag/briefcase: RMB 476 (total) and RMB 359 (per piece)
SELECTION CRITERIA
When choosing leather consumer goods, product quality stood out as the principal
consideration for respondents, followed by product material, craftsmanship, style/design,
price and brand.

27

POPULAR BRANDS
Most respondents considered brands important.

4PS OF NIKE
Nikes 4Ps comprised of the following approaches to pricing, distribution, advertising
and promotion, and customer service:
Pricing: Nikes pricing is designed to be competitive to the other fashion shoe retailers.
The pricing is based on the basis of premium segment as target customers. Nike as a
brand commands high premium.
Place: Nike shoes are distributed to Multi Brand store front and the exclusive Nike stores
across countries. While this necessitates a second trip for the customer to come and pick
up the shoes, it allows Nike to offer a much wider selection than any of the competition.
Promotion: Location, targeted advertising in the newspaper and strategic alliances serves
as the foundation of Nike advertising and promotion effort. The athletes and other famous
sports personalities are always taken as brand ambassadors. They form the prime building
blocks of their portion strategy.
Product: The product range of Nike comprise of shoes, sports wear, watches etc. Its
product history began with long distance running shoes in 1963. (Past 17 years: Air
Jordan basketball shoes). Wide range of shoes, apparel and equipment. For example:
Nike Oregon Digital Super Watch
Nike Presto Cee Digital Medium Watch
Nike Presto Cee Digital Small Watch
Nike Ron Analog Watch
Nike Triax 10 Regular Watch
Nike Triax Armored II Analog Super Watch
Nike Women's Imara Fit Digital Watch

28

SWOT ANALYSIS
SWOT ANALYSIS NIKE, INC.
STRENGTHS
Nike is a very competitive organization. Phil Knight (Founder and CEO) is often
quoted as saying that 'Business is war without bullets.' Nike has a healthy dislike of is
competitors. At the Atlanta Olympics, Reebok went to the expense of sponsoring the
games. Nike did not. However Nike sponsored the top athletes and gained valuable
coverage.
Nike has no factories. It does not tie up cash in buildings and manufacturing workers.
This makes a very lean organization. Nike is strong at research and development, as is
evidenced by its evolving and innovative product range. They then manufacture wherever
they can produce high quality product at the lowest possible price. If prices rise, and
products can be made more cheaply elsewhere (to the same or better specification), Nike
will move production.
Nike is a global brand. It is the number one sports brand in the World. Its famous
'Swoosh' is instantly recognizable, and Phil Knight even has it tattooed on his ankle.
WEAKNESSES
The organization does have a diversified range of sports products. However, the
income of the business is still heavily dependent upon its share of the footwear market.
This may leave it vulnerable if for any reason its market share erodes.
The retail sector is very price sensitive. Nike does have its own retailer in Nike Town.
However, most of its income is derived from selling into retailers. Retailers tend to offer
a very similar experience to the consumer. Can you tell one sports retailer from another?
So margins tend to get squeezed as retailers try to pass some of the low price competition
pressure onto Nike.
OPPORTUNITIES
Product development offers Nike many opportunities. The brand is fiercely defended
by its owners whom truly believe that Nike is not a fashion brand. However, like it or not,
consumers that wear Nike product do not always buy it to participate in sport. Some
would argue that in youth culture especially, Nike is a fashion brand. This creates its own
opportunities, since product could become unfashionable before it wears out i.e.
consumers need to replace shoes.
There is also the opportunity to develop products such as sport wear, sunglasses and

29
jewellery. Such high value items do tend to have associated with them, high profits.
The business could also be developed internationally, building upon its strong global
brand recognition. There are many markets that have the disposable income to spend on
high value sports goods. For example, emerging markets such as China and India have a
new richer generation of consumers. There are also global marketing events that can be
utilized to support the brand such as the World Cup (soccer) and The Olympics.

THREATS
Nike is exposed to the international nature of trade. It buys and sells in different
currencies and so costs and margins are not stable over long periods of time. Such an
exposure could mean that Nike may be manufacturing and/or selling at a loss. This is an
issue that faces all global brands.
The market for sports shoes and garments is very competitive. The model developed
by Phil Knight in his Stamford Business School days (high value branded product
manufactured at a low cost) is now commonly used and to an extent is no longer a basis
for sustainable competitive advantage. Competitors are developing alternative brands to
take away Nike's market share.
As discussed above in weaknesses, the retail sector is becoming price competitive.
This ultimately means that consumers are shopping around for a better deal. So if one
store charges a price for a pair of sports shoes, the consumer could go to the store along
the street to compare prices for the exactly the same item, and buy the cheaper of the two.
Such consumer price sensitivity is a potential external threat to Nike.

30

DATA ANALYSIS
1. Demography of respondents

ANALYSIS:
It was observed that the majority of the respondents consist of professional from various
fields like engineers, software professionals, working executive etc. who effective form
38% of our database. While 36% were students from various fields. Others constitute
designers and athletes etc. the further study is carried on the buying behavior of the above
mentioned categories of consumer, which shows that our consumer is well educated and
is very well informed about the product.

2. Consumers income level and spending capacity on shoes

ANALYSIS:
In the survey conducted a direct relation between the income level and the spending
capacity was observed. Also it was found that students were spending in the range of Rs
1000 Rs 3000 as compared to the working class professionals who were ready to spend
between Rs 3000 Rs 6000, since they have higher spending power because of higher
income levels.

SHOPPING SEASON
ANALYSIS:
Amongst the student and the professional it was found the consumer buying BEHAVIOR
does not change with respect to the seasons and occasion as most of the consumer would
like to buy their shoes as and when need arises, whereas the businessman generally do
their shoes shopping during traveling or on special occasions.

31

BRAND RECOLLECTION:
ANALYSIS:
When asked about reconciling a sports shoes brand about 70% of the respondent were
able to recall REEBOK or ADDIDAS were as rest were able to remember NIKE and
FILA brands. This was due to the fact that REEBOK has brand ambassador like RAHUL
DRAVID and YUVRAJ SINGH.

FACTOR INFLUENCING THE BUYING PROCESS:

ANALYSIS:
Among the various factors like social, psychological, personal and cultural factors it was
observed that the consumer give more preference to his personal choice and
psychological factors like 50% of the people consider comfort and they generally do not
consider durability as an important aspect because they believe that it comes along with
the brand. Also the social factor like style was second most important factor behind the
consumer buying motives.

32

(B) COMPARISON WITH OTHER BRANDS

ANALYSIS:
In response to the question about giving, out of 100 point to the various factors affecting
their buying BEHAVIOR between NIKE and OTHERS following was observed:
OTHERS NIKE
a. Style ____20____ ___30_____
b. Price ____10____ ___10_____
c. Comfort _____30___ ___30_____
d. Brand ____10____ ___20_____
e. Durability _____30___ ___10____
this further shows that the consumer look for style in the NIKE more in comparison to the
other brand hence, gave their 30 points to it whereas 20 in case of other brands it was
seen that the comfort remains at equal place even while choosing a competitive brand.

BUYING FORCES
ANALYSIS:
It was observed that consumer is forced by no factors like peer pressure, family and
friends and some time people would like to buy a product because it is being endorsed by
their favorite celebrity. It was observed that the beside that personal choice of the
respondent, the pressure from the friends plays an important buying force for the
students, while the peer and college in case of the professional and the least pursuing
factor is family which was seen in case of the respondents belonging to age group 35
years and above.

NO OF PEOPLE BUYING NIKESHOES & REEBOK SHOES:

ANALYSIS:
This question was asked to know the market capture by the REEBOK and the time period
of association of the customers with REEBOK. It was deduced that more than 75% of the
respondents were using the REEBOK shoes and were mainly associated with it for a
period of 1 year or more. While the remaining respondents were using either the NIKE or
ADDIDAS brand shoes.

33

CUSTOMER SATISFACTION:
ANALYSIS:
Because of the quality product offered by the REEBOK about 60% of the respondents
were either very satisfied or satisfied, while 10% did not gave any response as they were
not using the REEBOK shoes.
3. Do you ask for a specific brand by name?

90% people say yes to this. and the remaining 10% say no.

4. Which brand do you generally use?

People in India prefer Nike the most as we can see that 24% % people prefer Nike sports
wear. Then comes Adidas and Reebok.

5. Has any sports shoes ad (seen on TV/in a magazine) made an impact on you?
YES NO IF YES, THEN WHY
NIKE 43 57
ADIDAS 63 37
REEBOK 45 55
ACTION 30 70

34

Most of the people are influenced with Adidass ad, then with Reebok and then Nike. The
most un-influential is that of action.

6. What according to you is the relative importance of the following?

V. Imp Imp. Not so Imp. Doesnt matter
PRICE 50 28 12 10
DURABILITY 55 45 0 0
BRAND IMAGE 40 20 15 15
COMFORTABLE 54 36 10 0
LOOKS 40 40 15 5

By this we infer that the consumer wants the shoe to be durable that is of primary
importance for them. Then the price is also very important for them. The shoe should be
comfortable. Along with that looks and the brand image is also important.
7. What features of Nike do you like the most?

The most liked feature of Nike is the light weight shoe. Then it is the enhanced toe
support. From here we can infer that most important aspect for the consumers is the
comfort they get from the shoes.
8. What range you prefer?

Larger number of people goes in for shoes that come under the range of Rs. 1500-3500. A
s we know that Nike is a premium brand 27% of the buy shoes that falls under the range
of Rs. 3500-7500 and lesser no. of people buy shoes ranging in between 3500 and 5500.

35

9. How often you buy Nike?

62% of the consumers buy Nike only once a year. Here we notice one thing that some
dont buy Nike.

10. Are you satisfied buying Nike?

The people who buy Nike are fully satisfied buying it, their percentage is 64%. Only 15
% are not satisfied buying it.

11. Do you think Nike serves the purpose of being a good brand, for Sports wear?

56% of the people agree that Nike serves its purpose for being a sport brand. Only 27%
people dont agree with it.

36

12. Will you prefer Nike launching a new range which can serve the purpose of service
class?

67% say yes to the idea of launching a new range for the service class. 36 dont have any
idea of this.

37

CONCLUSION & FINDINGS

The specific brand objective of Nike India would be to build up its brand reputation,
image and equity. A brand is not simply a collection of products and benefits, but also a
storehouse of value stemming from awareness, loyalty, and association of quality and
brand personality. A brand is a name, term, sign, symbol or design or a combination of
them intended to identify the goods or services of one seller or group of sellers and to
differentiate from those of competitors. In essence, a brand identifies the seller or maker.
It can convey up to six levels of meaning: Attributes, Benefits, Values, Culture,
Personality and User. If a company treats a brand only as a name it misses the point. The
branding challenge is to develop a deep set of positive associations for the brand.
Although these six meanings are noticeable in the Nike brand in the west and other parts
of the world, they are yet to be cultivated in India. Nike has to ensure that their brand is
built up on these pillars in India.
The secondary brand objective of Nike India would be to ensure that they match the
market share and sales volumes of its competitors. After all, a company is in business to
make profits and stay ahead of its competitors. A company, product or brand may have a
very good reputation and image, but if it is not profitable, it does serve its purpose. At the
same time sales figures and data can be misleading. Hence market share has also to be
paid attention to.
Nike despite being one of the most popular brands in the world has not really caught on
in India. Yet, there is reason to believe that Batas Power and Liberty would be ahead of
Nike in terms of popularity. We also notice that Nike is at par with Reebok. This again
does not reflect too well on the brand, considering that Nike outsells Reebok everywhere
else in the world.
Hence it is reasonable to state that Nikes popularity level in India could do with a boost.
The best way to achieve this would be some serious brand building. The image of the
brand has to be improved and people must be made aware of its presence. Thus, the
rationale behind choosing improvement of brand image and reputation as the companys
primary objective is quite clear.
Nikes distinctive competency lies in the area of marketing, particularity in the area of
consumer brand awareness and brand power. On the global scale this key distinctive
competency towers over the competitors. As a result, Nikes market share is number-one
in the athletic footwear industry in most places around the world. Catch phrases like,
"Just Do It," and symbols like the Nike "Swoosh," couple with sports icons to serve as
instant reminders of the Nike Empire. It is about time that this competency is leveraged
on to India.

38
Two key attributes of a distinctive competency are its inability to be easily replicated and
the value or benefit it offers to consumers. Few companies have such a recognizable
image and the resources to promote it. This ultimately translates into added value for
consumers. The public benefits from the strength of Nikes image at the point of
purchase. For decades, consumers have come to associate the Nike image with quality
products. By associating star athletes and motivational slogans like, "Just Do It," with
marketing campaigns that emphasize fitness, competition, and sportsmanship, consumers
identify their purchases with the prospect of achieving greatness. Younger consumers
especially benefit from this positive influence. This image is something that competing
companies can not easily duplicate by simply enhancing the physical characteristics of
their products.
Nikes vision is to remain the leader in the industry. The company will continue to
produce the quality products that have been provided in the past. Most importantly, Nike
will continue to meet the ever-changing needs of the customers, through product
innovation. In the past, the company has utilized product differentiation as the main
competitive strategy. As Nikes reputation dictates, it will continue to place emphasis in
this area. Nike has built its business on providing products that rise above all others and
this has made it the worldwide success that it is today.
Nike is known for its technologically advanced products and is the leader in this area.
This allows Nikes products to stand out from the rest. The companys focus also allows
it to maintain a somewhat narrow niche that enables it to effectively capture the needs
and wants of the consumers. An example of Nikes superior and innovative technology is
its new range of shoes called Air Presto. Termed as the first T-shirt for the feet, these
shoes can take the shape and size of the wearers feet. Unlike regular shoes it comes are
sizes like XL, L, M, S and XS. Each of these sizes can accommodate three conventional
foot sizes. Nike will continue to produce such path-breaking products in the future and
stay a step ahead of its competitors.
Nike will also focus on making a strong effort in price leadership. Nikes products in the
past have been concentrated in the higher end of the pricing category. An entrance will
now be made into lower price categories with these quality products. This will enable
Nike to capture an even greater hold on market share.
Presently, the only form of customer relationship management activity that Nike has
adopted in India is product warranty. Nike shoes come with a six-month warranty. If the
shoe is found to be defective or wears out within six months due to no fault of the wearer,
Nike replaces the product. This is only the first step and more needs to be dome in this
area.
Being a company that always strives towards excellence, Nike needs to know exactly
what its customers think about their products. A good way of assessing this would be to
have the customer fill in a form at the point of purchase. The form will ask the customer
his / her opinion on the product as well as the showroom. Suggestions and comments
would be welcome. However, care must be taken to ensure that these forms are not too

39
cumbersome and do not take up too much of the customers time. Surveys have indicated
that normally people dont mind filling in forms as long as they are not too long.
Another good method would be to introduce a system of customer points. Every time a
customer makes a purchase, he would earn himself a certain number of points, depending
on the price of the product. After he crosses a certain point level, he would be entitled to a
gift from the company or choose a product of a certain value from the range. This would
be helpful in building customer loyalty and give them an incentive to make repeat
purchases. A most valued customer database could be created from her e and various
forms of direct marketing could be directed at them. This would help the company to
retain its existing customers.
A third way to improve customer relationship would be to issue gift coupons and
vouchers. People would have the facility to buy these vouchers and present them to their
dear ones. This would be a good way to reach out towards newer customers through
existing ones.

40

RECOMMENDATIONS
To explore the mainland market, Hong Kong companies should position themselves in
areas in which they are strong. From the viewpoint of mainland consumers, Hong Kong's
leather consumer goods are considered competitive in the high-end and mid-range.
Mainland consumers are brand conscious, and it is vital to promote own brands which
have clear image.
This survey also shows that Hong Kong products are preferred for their design/style and
quality. Bearing these in mind, Hong Kong companies should never compromise on
quality, and they should allocate more resources to product design, selection of material
and craftsmanship.

OTHER SUGGESTION INCLUDE

Department stores are the prime sales and marketing channel for leather consumer goods.
In addition, store decorations and product displays should be designed to create a strong
first impression. Seasonal promotion campaigns, like special discounts and
advertisements, could be employed. New lines of collections should be introduced for
festivals.
In addition to promotional activities in shopping malls and department stores, discounts
and TV commercials are considered effective channels for promotion. It is advisable to
pay attention to the affordability of customers in different cities, while setting price points
for different product categories. Meanwhile, leather shoes offer better growth potential.
Popular materials used for leather consumer goods include bovine skin,
goat/kid/lamb/sheep skin and crocodile skin. Regarding colors, black is by far most
sought-after with dark brown in second place. Due to their growing spending power, the
rising middle class should be the target of Hong Kong's sellers of leather consumer
goods. Hong Kong companies should put more emphasis on products for business use. In
addition, it is useful to introduce appropriate designs that cater for the tastes of the
middles class.
Double Click 2006 Consumer Email Study October 2006, the fourth of Double-Click
annual consumer email studies points to an increasing sophistication in consumer usage
of email functionality and a corresponding complexity of purchasing behavior. The Spam
crisis continues to affect consumer behavior online but does not necessarily cloud
consumer receptiveness to legitimate marketers: an overwhelming majority of online
consumers receive offers by email and have made a purchase online or offline as a result.

41
Consumers are using available tools to limit spam and are employing operate email
accounts for purchasing, all in attempts to increase control and improve their email
experience. Working with Beyond Interactive and the NFO//net source panel of 900,000
US consumers, polled 1,000consumers via email from July 30 - August5, 2007. All
respondents recruited use email/internet 1+ times per week, which reflects the usage of
the larger online population (94% of the 18+ online population according to Nielsen,
2006).There was an equal segmentation of men and women and the average age was
42.7.This is the fourth of an annual series of consumer research studies and trending
information was derived using the data from previous years. The sample mirrored
previous studies and is reflective of the online population as a whole.
Key Findings The majority of consumers receive some kind of marketing email with
special offers from retailers most common Sender recognition most impacts operates,
while content relevance increases likeliness to purchase Frequency ascertain category, are
very specific to the category of email but vary greatly from one consumer to the next;
frequency of permission based email is clearly a great concern to consumers and has an
impact on what they consider to be Spam. Email drives multi-channel purchases and has
an immediate as well as a latent Nearly 64% of consumers cite the line as the most
important factor in opening an email.2006 Consumer Email Study impact. It drives
consumers most often to the online channel but also results in retail and catalog sales.
Consumers have become sophisticated in their use of ISP-supplied tools to limits Pam
and in their usage of various email addresses to manage their varied email activities
Home and free email addresses are most often used for purchasing, within email address
specifically designated for that usage. Men and women have radically different ideas of
what spam is and different purchasing behavior related to Spam. Women are more
receptive to promotions and discounts and correspondingly more interested in and
tolerant of marketing emails than men. Receptiveness to Marketer Emails. The vast
majority (91%) of consumers receive some form of permission-based email with 57.2%
receiving special offers from online merchants, 55.4% receiving them from traditional
retailers, and 48.5%receiving them from catalogers. Other popular types of marketing
emails included account statements/online bill payment information (received by 49.8%
of respondents), travel emails (43.3%), coupons for groceries (40.0%), health (41.1%)
and household tips/recipes/crafts (42.1%). Of categories in which consumers do not
currently receive e-mails, respondents are most interested in receiving grocery coupons
(cited by 22.1%) and household tips/recipes/crafts (13.6%).Other categories of strong
interest were electronics and computer software/hardware, 13.8% and apparel/shoes
at12.3%. Permission-based email also continues to be the preferred method of contact
from the favorite retailer regarding new products, services or promotions (preferred by
59% of consumers), while only 32.1% preferred direct mail. Sender Recognition, Content
Relevance Most Impacts Purchasing consideration behavior, the line continues to be the
most compelling reason to open permission-based email, cited by 63.3% of all
respondents, an increase from 59.9% in2005. This speaks to the growing significance of
user recognition of sender and the power of brands even more important in an era of
spam. Of all types of subject lines, discount offers are the primary motivational factor for
opening permission based email (increased to59.5% of all respondents from 56.7% in
2007), while compelling news and information fell from 57.6% of all respondents to
48.6% in 2006.Special offers from retailers/catalogers received by at least 50% of

42
respondents
When asked what most compelled them to take action on a permission-based email,
product I needed at the time, a reflection of the relevancy of the offer, was noted by37.8%
of all respondents, outranking the next most common choice, special offer or discount,
cited by 35.0% of respondents. Likeliness to respond could be increased if an email
contains relevant information (noted by 67.3% of respondents) and contains information
based on interests specified to that company. Consumers found recommendations based
on past purchasing behavior less appealing (noted by only 28.1% of all
respondents).Consumers clearly want a degree of control over what marketers send them
and would like their specified interests taken into account. Consumers are also very
specific in their frequency preferences, with news and weather most often preferred daily,
special offers from retailers, online merchants and catalogers most often preferred
weekly, and account statements/bill payment communications monthly. However,
therere significant numbers of consumers who vary in these preferences, with just
over20% of those who receive special offers and discounts from retailers, online
merchants and catalogers preferring the communications to come monthly. In accordance
with specified frequency statements, when asked what concerned them about their
inboxes, frequency of permission-based email was second only to Spam, cited by 42% of
respondents. This danger is even more pronounced considering only 28% noted
frequency of permission-based email as a concern in2006. Clearly marketers need to test
for optimal frequency and solicit customer preferences. Email Drives Multi-Channel
Purchases But at the Expense of Offline Retail Permission-based emails clearly drives
purchases. Sixty-seven percent of respondents received an email offer from a Consumers
take action on emails corresponding to product need Relevant content, information
specified by user increases likeliness to respond 2007 Consumer Email Study, Cataloger
or online merchant that resulted in a purchase. Top purchasing categories were:
apparel/shoes at 83.4%making a purchase, computer software/hardware at 81.4%,
gifts/flower sat 77.6%, travel at 77.2%, electronics at77.1% and food at 71.7%. The only
under performing category was financial products and services at 41.5%, which could
relate to the high consideration necessary for these products, the incidence of spam in this
category or lack of interest due to the economy. The channel purchased in as a result of
permission-based email is highly specific to the category of product: travel had the
highest incidence of online purchase at70% with only 13% purchasing by
catalog/phone/mail, while apparel/shoes had a relatively high incidence of online
purchase, 58% with 41% purchasing via offline retail and 23% via catalog, and over the
counter and prescription drugs had equal levels of online and retail purchase at
32%.Email marketing promotes use of the online channel. In comparing the typical
channel purchase behavior of respondents in a variety of categories to where they were
most likely to purchase after receiving permission based email, the results show that
respondents are more likely than usual to use the online channel for purchasing after
receiving a permission based email; this is true in all categories except financial services.
In apparel/shoes, where 31% would typically buy online, a permission-based email
resulted in an increase of online channel usage to 58%, gifts/flowers saw online channel
lift from 45%to 61%, and electronics from 45% to 60%.For consumers who receive email
offers from retailers in the apparel/shoes category, email marketing does increase use of

43
the catalog channel. Of those who receive emails from catalogers, 16% reported that they
typically bought via catalogs. This number rose to 23% saying they had purchased though
a catalog after receiving permission based email. This example illustrates the direct
connection between catalog drops with effectively sequenced email marketing used as a
purchase driver. The Latent Impact of Email Marketing Most action taken in response to
email marketing does not result immediately from the click. While 27% clicked through
and made a purchase during that same online session, an even greater number, 33.6%,
clicked through to find out more information, then purchased online at a later date. An
additional 12.2% clicked through to find more information and then purchase offline
through catalog or retail. Permission-based offers generate sales.
As was demonstrated by the great interesting discounts and special offers, email usage for
composing is on the rise and as offline thus latent impact as well. Seventy two percent of
respondents reported having used coupons or offer codes (an increase of 57% over the
46%who reported using them in 2007). Fifty-eight percent of respondents used the
coupon or offer code at an offline store. All of this latent activity resulting from email
marketing demands that marketers increase their own cross-channel sophistication in data
capture: unless theyre measuring both online and offline purchase activity, immediate
and latent impact, they are not capturing the full effect of their email performance.
Consumers Become More Selective in their Practices, Increasingly Use Tools to Limit
SPAME mail volume as reported by consumers was up but not markedly so (264 emails
per week vs. 254 in 2007). Spam remained the number-one concern about their email
box, noted by 89% of respondents (consistent with last year).The percent of email
received that was Spam 56% was also consistent with2007. What have changed are their
opening practices: Only 27% opened 90% of their permission based email, while about a
third (30%) did so in 2007. In regards to what they are most likely to do with Spam, an
increasing number are deleting without reading (65% as compared to60% in 2007) and
only 4% are reading to determine whether it is of interest (as compared to 5% in 2007
and 18% in2006). The likeliness of unsubscribe has declined markedly (from 33% in2006
to 24% in 2007).
Perhaps consumers have gotten fed up or decided the activity was futile. When asked
what specifically they were doing to eliminate or limit spam, a vocal minority, 36.1%
reported using a Spam function of their email program, 15.9%downloaded spam filtering
software and13.7% created a secondary email addressor making online purchases. A key
finding of the 2005 study had been the usage of on average 2.6 email addresses per
respondent. This year, respondents have clearly become tired of the complexity of
managing those accounts: this year, only 34% reported having more than two addresses
while44% reported having that many in 2007.Respondents seem to be consolidating, with
an average number of accounts at2.3 in 2007.Latent impact: nearly 46% purchase online
or offline some time after clicking through an email With more than one in-box, what do
consumers consider the primary address? Perhaps in relation to the amount of job
instability and the desire of having a more permanent address, the home address was
considered the primary one. Of those with multiple addresses, 74% had a specific email
address that they used for online purchasing, with either the home address (cited by
48.3%) and a free address (cited by 39.7%) as this purchasing address. Retail-oriented

44
email marketers clearly need to make special efforts at improving deliverability among
the major home ISPs and free email providers as this clearly will impact overall
performance. Mars & Venus: Men Really Are Different from Women in Respect to Email
Marketing Two very specific areas stand out in how men vs. women react to email
marketing: men have a much broader definition of Spam, while women are much more
likely to be active purchasers as a result of permission-based email. More men than
women consider spam to fall into these very broad definitions: 65% cited an email from a
company that I have done business with but comes too often while only 56% of women
did so, 61% of men cited an email that may have been permission based but comes too
frequently while only 55% of women did so and 36% cited any email that tries to sell me
a product or service while 32% of women did so. Correspondingly, women are more
sensitive to emails of offensive subject matter (94% women vs. 91% men) .Active
purchasers, those who purchased in multiple product categories or from various types of
companies (multi-channel shoppers) after receiving an email, are more likely to be
women than men. Aloof these data points add up to online behavior that mirrors offline.
Women remain the primary household purchasers, 2007 Consumer Email Study
Respondents with multiple accounts likely to use a free one for online purchases Women
more likely to be active purchasers, multi-channel purchasers.
The fourth of Double-Click annual consumer email studies points to an increasing
sophistication in consumer usage of email functionality and a corresponding complexity
of purchasing behavior. The Spam crisis continues to affect consumer behavior online but
does not necessarily cloud consumer receptiveness to legitimate marketers: an
overwhelming majority of online consumers receive offers by email and have made a
purchase online or offline as a result. Consumers are using available tools to limit spam
and are employing separate email accounts for purchasing, all in attempts to increase
control and improve their email experience. Objectives/Methodology Double-Click,
working with Beyond Interactive and the NFO//net source panel of 900,000 US
consumers, polled 1,000consumers via email from July 30 - August5, 2007. All
respondents recruited use email/internet 1+ times per week, which reflects the usage of
the larger online population (94% of the 18+ online population according to Nielsen,
2007).There was an equal segmentation of men and women and the average age was
42.7.This is the fourth of an annual series of consumer research studies and trending
information was derived using the data from previous years. The sample mirrored
previous studies and is reflective of the online population as a whole. Key Findings The
majority of consumers receive some kind of marketing email with special offers from
retailers, online merchants and catalogers most common Two to one consumers prefer to
be contacted by their favorite retailer regarding new products, services or promotions via
email rather than direct mail. Sender recognition most impacts operates, while content
relevance increases likeliness to purchase Frequency preferences, or how often
respondents prefer to receive emails of ascertain category, are very specific to the
category of email but vary greatly from one Consumers prefer to be contacted by their
favorite retailer via email.

45

QUESTIONNAIRE
1 I buy my own shoes
Very frequently
frequently
sometimes
never
2 I find buying shoes a pleasurable event.
Very frequently
frequently
sometimes
never
3. I buy costly shoes
Very frequently
frequently
sometimes
never
4 for purchasing shoes, I can travel long distance
Very frequently
frequently
sometimes
never
5 I buy shoes which are liked by my family
Strongly agree
Agree
Indifferent
Disagree
Strongly disagree
6 I buy shoes which are advertised attractitively
Strongly agree
Agree
Indifferent
Disagree
Strongly disagree

46

7 I buy shoes which are advertised and endorsed by celebrity.

8 I like to buy shoes which are imported from Paris or Italy.

Strongly agree
Agree
Indifferent
Disagree
Strongly disagree
9. I like to buy shoes which are designed in Paris or Italy.
10. I like to buy shoes which are very stylish & of latest design.
Strongly agree
Agree
Indifferent
Disagree
Strongly disagree
11. I like to buy shoes which are less expensive but very stylish & of latest design.
Strongly agree 30.00
Agree 50.00
Indifferent 14.00
Disagree 4.00
Strongly disagree 2.00
12. I Like to buy shoes which are not very stylish but comfortable (%.of Respondents)
Strongly agree 10.00
Agree 30.00
Indifferent 18.00
Disagree 32.00
Strongly disagree 10.00
13. I Like to buy shoes which are not stylish but comfortable and long lasting
Strongly agree
Agree
Indifferent
Disagree
Strongly disagree

47
14 I Like to buy shoes which are expensive & stylish but comfortable strongly agree
Agree
Indifferent
Disagree
Strongly disagree
15 I like to buy Nike shoes which are expensive & stylish but comfortable
Strongly agree 8.00
Agree 24.00
Indifferent 4.00
Disagree 2.00
Strongly disagree 2.00

16 I like to buy Nike shoes which are not very stylish but comfortable
Strongly agree 12.00
Agree 16.00
Indifferent 2.00
Disagree 8.00
Strongly disagree 2.00
17 I like to buy Nikeshoes which are not stylish but comfortable and long lasting
Strongly agree 8.00
Agree 16.00
Indifferent 2.00
Disagree 12.00
Strongly disagree 2.00
18 I like to buy Nikeshoes which are not very stylish but comfortable
Strongly agree 14.00
Agree 16.00
Indifferent
Disagree
Strongly disagree
19 I like to buy Nikeshoes which are less expensive but very stylish & of latest design.
Strongly agree 4.00
Agree 10.00
Indifferent 4.00

48
Disagree 14.00
Strongly disagree 4.00

20 I like to buy Nikeshoes which are very stylish & of latest design.
Strongly agree 2.00
Agree 6.00
Indifferent 8.00
Disagree 22.00
Strongly disagree 2.00
21 I like to buy Tailor made shoes which are very stylish & of latest design.
Strongly agree 10.00
Agree 38.00
Indifferent 24.00
Disagree 16.00
Strongly disagree 12.00
22 I will certainly buy shoes if high quality matching imitation jewelry given free.
Strongly agree 36.00
Agree 56.00
Indifferent 4.00
Disagree 4.00
Strongly disagree 0.00
23 I will certainly buy shoes if high quality imported scent given free.
Strongly agree 38.00
Agree 60.00
Indifferent 2.00
Disagree 2.00
Strongly disagree 0.00
24 My expectation is fulfilled by my shoe supplier.
Strongly agree 6.00
Agree 24.00
Indifferent 42.00

49
Disagree 8.00
Strongly disagree 0.00
25 Shoe companies should survey customer preferences.
Strongly agree 24.00
Agree 56.00
Indifferent 16.00
Disagree 2.00
Strongly disagree 2.00
26 Shoe companies should suggest shoe design using celebrity.
Strongly agree 32.00
Agree 52.00
Indifferent 14.00
Disagree 2.00
Strongly disagree 0.00
27 I know exactly what I want in my shoes.
Strongly agree 8.00
Agree 26.00
Indifferent 24.00
Disagree 22.00
Strongly disagree 20.00
28 I dont want to spend too much time on deciding my shoes.
Strongly agree 28.00
Agree 58.00
Indifferent 8.00
Disagree 6.00
Strongly disagree 0.00
29 Stores display is the best form of advertisement
Strongly agree 24.00
Agree 48.00
Indifferent 10.00
Disagree 4.00
Strongly disagree 0.00
30 T.V advertisement is the best form of advertisement
Strongly agree 16.00
Agree 52.00
Indifferent 4.00
Disagree 16.00
Strongly disagree 12.00

50

31 Buying customized shoe by internet is very attractive.

Strongly agree 24.00
Agree 52.00
Indifferent 4.00
Disagree 16.00
Strongly disagree 4.00

32 Buying customized shoe by internet is very attractive. But no spam mail.

Strongly agree 16.00
Agree 28.00
Indifferent 2.00
Disagree 10.00
Strongly disagree 44.00

51

BIBLIOGRAPHY

BOOKS
Marketing Management - Philip Kotler
Consumer Behavior, 6th Edition, by Hawkins, Best ad Coney.

WEBSITES

Nikebiz : NIKE, Inc. Official Site, the world?s largest, leading athletic brand[/url]
Nike town:
Business.com: - The Business Search Engine and Business Directory for Business
Information[/url]
Apna Bangalore: ]Apnabangalore.com [Home][/url]
Indiainfoline: Indiainfoline.com-Comprehensive information on stock market, equity,

52
derivatives, companies, Commodities,Forex, Global markets, Mutual fund, IPO,Personal
Finance, insurance, Loans, Credit cards,money,debt,mortgages,economy,sector[/url]
Nikes online store for India: [