TO ANALAYZE THE SELL THRU OF UCB INDIA: IMPORTED PRODUCTS

CORPORATE INTERNSHIP PROGRAM PROJECT REPORT

SUBMITTED IN PARTIAL FULFILMENT OF PGDM PROGRAM 2016-18

Submitted By

Name: Himanshu Gupta

Roll No: 81

Company Mentor Faculty Mentor

Name: Mr. Sorav Arora Name: Dr. Sudhir Rana

Designation: General Manager Designation: Assistant Professor
Company: Benetton India Pvt. Ltd.

Delhi

1
 Certificate from Company
This is to certify that Himanshu Gupta, a student of PGDM
Programme, (2016-18) Batch of Fortune Institute of International
Business, Delhi has undertaken the Corporate Internship Training at
Benetton India Pvt. Ltd. during 03/04/2017 to 03/07/2017 under my
supervision & guidance. He has conducted a study & completed the
Project on: To Analyze the Sell Thru of UCB India: Imported
Products
During Training his work was ___________________

Date: Mr. Sorav Arora

General Manager

2
 Certificate from Faculty Mentor
This is to certify that the Project Report titled: To Analyze the Sell
Thru of UCB India: Imported Products is a bonafide work carried
out by Mr. Himanshu Gupta of PGDM (2016-18) Batch of Fortune
Institute of International Business, Delhi as a fulfillment of PGDM
Programme.
He has worked under my guidance and satisfactorily completed his
project work.

Date:

Dr. Sudhir Rana

3
 Declaration by the Student

I, hereby, declare that the work presented in this report, entitled “To Analyze the Sell Thru of
UCB India: Imported Products” in fulfillment of the requirements for PGDM Programme,
submitted to Fortune Institute of International Business, Delhi is an authentic record of my
own work and is free from any type of plagiarism, carried out under the supervision of
Sorav Arora

I also declare that the work embodied in the present report

(i) Is my original work and has not been copied from any source, and

(ii) Has not been submitted for any other Degree or Diploma of any university/Institution.

Himanshu Gupta

Roll no.- 81

4
 Acknowledgement

I am grateful to Fortune Institute of International Business, Delhi for providing me opportunity

to do research work on “To Analyze the Sell Thru of UCB India: Imported Products” for
Benetton India Pvt. Ltd. EBO (Exclusive Business Outlets) in India. I express my whole
hearted thanks to my guide, Prof. Sudhir Rana for his encouragement and moral support in
giving me valuable tips for making it presentable. I am indebted to Mr. Sorav Arora, my
corporate mentor who has guided and supervised me throughout this study; I have no words to
express my gratitude to him.

I am thankful to Mr. Lalit Sharma for providing me the details of conducting the research
from its inception. My thanks are also due to Mr. Tapas Pandey for making me understand
the Sell Thru and How the Sell Thru is analyzed. I will be failing in my duty if I do not
mention the name of my CC Prof. Sudhir Rana and other faculty for his help in my research
project for motivating me to finish the study on time.

Himanshu Gupta

5
 Executive Summary

In the project I have analyzed the Sell Thru of UCB India’s: Imported Products. That how
these products are performing in the Indian market. Consumers are buying those products or
not. Did they are really preferring those products because of they are Imported or they are
buying because of the Brand name of Company.

The Apparel Industry consists of companies that design and sell clothing, footwear and
accessories. Product categories include everything from basics, such as underwear to luxury
items, for example, cashmere sweaters and alligator-skin handbags.

Benetton India Pvt. Ltd. is whole owned subsidiary of Benetton Group, established in 1965 by
the Benetton family in Ponzano, Veneto, North East Italy, is today one of the largest clothing
maker in Italy. Benetton, one of the largest clothing manufacturers in Italy, has a global
presence across 120 countries and more than 6,000 stores. Three years later the company
expanded into France. Eventually, Benetton spread throughout Europe and by 1979 it was
established in the United States. Benetton Group S.P.A is a unique global group that is a part
of a larger organization known as the Edizione Holding Group.

The apparel industry stands out as one of the most globalized industries in the world and it is a
supply driven commodity chain led by a combination of retailers, contractors, subcontractors,
merchandisers, buyers, and suppliers; each plays an important role in a network of supply
chains which spans from fibers to yarn, to fabrics, to accessories, to garments, to trading and
to marketing.

The main objective of the project is To Study Why UCB India Imports: Product Portfolio
Management. By the help of this objective I am able to identify that how these Products are
performing in the Indian Market, Are the Consumers are preferring those products or not. Is
the customer purchase those products by seeing the country name or they buy those products
by only seeing the Brand name of Benetton.

6
 Table of Contents
S.No Chapter No. Contents Page No.
From - To
1. …………………… Title Page ……………….
2. …………………… Company Certificate ………………..
3. …………………… Faculty Mentor Certificate ………………..
4. …………………… Declaration ……………….
5. …………………… Acknowledgement ………………..
6. …………………… Executive Summary In Roman Numbers
7. …………………… Table of Contents / List of In Roman Numbers
Illustrations
8. Chapter-1 Introduction to the Sector/ 8
Company
9. Chapter-2 Review of Literature 19

10 Chapter-3 Project Objectives 23

11 Chapter-4 Project Methodology Adopted 25

12 Chapter-5 Data Analysis & Interpretation / 28

Description of the Work
Performed
13 Chapter-6 Findings 43

14 Chapter-7 Recommendations 46

15 …………………… References 47

16 ………………….. Annexures 54

7
 Chapter-1

Introduction to the Sector/ Company

8
 Chapter 1

Introduction to the Sector/ Company

APPAREL INDUSTRY

The Apparel Industry consists of companies that design and sell clothing, footwear and
accessories. Product categories include everything from basics, such as underwear to luxury
items, for example, cashmere sweaters and alligator-skin handbags. Traditionally, apparel
companies were wholesalers, selling large quantities of goods to retailers, which then marked-
up items and sold them to consumers at a profit. However, it's become more difficult to draw a
line between wholesalers and retailers; most apparel companies now have both types of
operations.

Wholesale Business-

Wholesale business is what separates companies in Value Line’s Apparel Industry from those
in our Retail (Special Lines) category. Apparel companies design and produce/source items
that they sell to retailers, including department stores, specialty shops and discounters. Often, a
company owns licenses to manufacture goods under particular brand names, and will market
and advertise these lines. One license can cover many products. In some instances, an apparel
company may only have the rights to produce specific items under a brand, such as ties and
shirts, while excluding other product lines, for instance pants or sleepwear. Production is often
outsourced to developing countries, where labor costs are inexpensive, relative to those of the
United States and Europe. The wholesale market is seasonal. Retailers stock up on
merchandise before shoppers hit the stores during the peak back-to-school and holiday
periods.

Brand names, in particular familiar offerings with a good reputation for quality, style or value,
are popular among shoppers. A clothing company possessing a broad line-up of well-known
brands has a competitive advantage over its peers. This is not always the case, however. In
tough economic times, consumers might turn to similar private-label goods to save money.
Private-label goods are found in department stores and discount chains. Though they are less
expensive than branded items, such goods are often more profitable for the seller. Brand-name
items and private-label goods compete against each other for shelf space throughout the
business cycle.

Because of the seasonal nature of the wholesale market, it's better to compare sales on a year-
to-year, rather than sequential-quarter, basis. Gross and operating margins are the best gauges
9
of a company's health. Sales volume, supply chain efficiency, sourcing costs, and selling,
general and administrative (SG&A) expenses determine profitability.

Retail Operations-

There are a number of reasons why companies in the Apparel Industry establish retail
divisions. Having stores dedicated to a single brand gives a company control over a line's
image and identity. Apparel companies relinquish some control over branding and
merchandising at department stores, and their influence is diluted further at the boutique level.
Dedicated retail stores allow a company to highlight its own merchandise, without worrying
about competing labels.

Retail stores are typically more profitable than their wholesale brethren. By selling its own
merchandise at retail, an apparel company can cut out the middle man and increase profits.
However, this strategy can be risky. Instead of simply designing and producing clothes, and
filling wholesale orders, companies with retail operations have the added burden of finding
store locations with good potential and managing inventory, while avoiding big markdowns.

The Internet is another important platform for retailers, especially since consumers are
increasingly Web-savvy and have access virtually anywhere. Shoppers want to quickly find
what they are looking for on line, and demand fast processing and shipping. Direct sales via
the Internet can be a boon to a company. These sales do not entail expensive storefronts and
related staffing and, thus, are more profitable than traditional business.

Apparel sales at the retail level tend to be highly seasonal, with the majority of revenue
booked during the holiday and back-to-school periods. Industry analysts review total year-to-
year sales to identify trends. Notably, market watchers focus on "comparable-store" sales,
which indicate the year-to-year performance of locations open for a year or more. Sales-per-
square-foot is another important metric that measures how efficiently a retailer utilizes its floor
space.

As with wholesalers, the success of retailers is visible in their reported gross and operating
margins. Retail margins are influenced by several factors, including markdowns and
promotions, and SG&A expenses. Product mix also plays a role in determining profitability.
For instance, a weighting toward accessories is favorable, thanks to their high margins, since
accessories' one-size-fits-all nature involves lower costs than do fitted clothes.
Investment Considerations-

The Apparel Industry is fragmented and highly competitive. There are a number of major
players, but there are also countless niche stores and private companies that cater to specific
demographics. Too, general merchandisers and foreign companies bring more competition to
the sector. Consequently, companies in the Apparel Industry need to be nimble and highly
efficient in order to survive. Having the right product is also essential; fashion trends change
frequently, and companies need to adapt to varying consumer tastes quickly.
10
 UNITED COLORS OF BENETTON

The seed of the Benetton phenomenon was sown in the late 1950s when three brothers and a
sister merged their flair for fashion and their business acumen. Luciano Benetton, with sister
Giuliana and brother’s Carlo and Gilberto started work early in their childhood to maintain the
family. Giuliana liked to knit brightly coloured jumpers which she designed. In the late 1950s
Luciano convinced her that he could sell the brightly coloured garments, which are still the
company’s distinguishing mark.

In 1965, Luciano Benetton, the eldest of four children, was a 30 year old salesman in Treviso.
He saw a market for colourful clothes, and sold a younger brother’s bicycle in order to buy his
first second hand knitting machine. His initial small collection of sweaters received a positive
response in local stores in the Veneto region, and soon after he asked his sister and two
younger brothers, Gilberto and Carlo, to join him. In 1965, the entity known as the “Benetton
Group” is formed.

In 1966, the Benetton’s opened their first store in Belluno and three years after in Paris, with
Luciano as chairman, his brother Gilberto in charge of administration, their younger brother
Carlo running production, and Giuliana as a chief designer.

The company’s core business remains their clothes lines. Casual clothing is marked as the
“United Colors of Benetton” there is also a fashion oriented “Sisley” division, “Playlife”
leisurewear. Their products include women’s wear, men’s wear, children’s wear and
underwear and they have expanded into toiletries, perfumes and items for the home such as
kitchen accessories and baby products. The Group produces over 150 million garments every
year and has a network of around 6,000 contemporary stores around the world.

As well as having over 9,511(2009) employees, Benetton has developed a network of small
suppliers who do contracting in the Northern Italian region around Treviso. The company is
known for sponsorship of a number of sports, and for the provocative and original “United
Colors” publicity campaign. The latter originated when photographer Olivier Toscani was
given carte blanche by the Benetton management. Under Toscani’s direction, ads were created
that contained striking images unrelated to any actual products being sold by the company.

Benetton Group created Formula One as a sponsor of Tyrell in 1983, then Alfa Romeo in 1984
this arrangement was extended to both Alfa and Toleman in 1985. Benetton Formula Ltd. was
formed at the end of 1985 when the Toleman and Spirit teams were sold to the Benetton
family. The team saw its greatest success under Flavio Briatore, who managed the team from
1990 to 1997. Michael Schumacher won his first Drivers Championships with the team in
1994 and 1995, and the team won their only Constructors title in 1995.

11
From 1996, the team raced under an Italian license although it continued to be based, like
Toleman, in Oxford shire in England. The team was bought by Renault for US$120m in 2000
and was rebranded Renault F1.

In 1979, Benetton first sponsored their (then amateur) local rugby team, A.S. Rugby Treviso.
Benetton Rugby has since become a major force in Italian rugby, with 11 league titles and
supplying many players to the national team.

In 1982, the company bought its local basketball team, Pallacanestro Treviso, now commonly
known as Benetton Basket. Their Sisley brand sponsors the local volleyball team, Volley
Treviso.

PRICING AND LOGISTICS

In the mid-1990s Benetton adopted the strategy of price reduction worldwide. The strategy
was designed to enable the company to guarantee its claims an ever more suitable and
competitive supply of products. Simultaneously, Benetton decreased production costs. This
combination of price and cost reductions resulted in an 8 percent increase in both, items
produced and sold in 1994.Benetton also has an extensive system of outlet stores in which to
sell clothing at significant discounts, as a result of the price cuts.

In the late 1990s Benetton restructured its distribution network in order to implement a new
system that would integrate a logistics system in which the warehouses are the system’s
junction and are part of the distribution system rather than just places for storing facilities. The
new system would eliminate fragmentation of inventories across the world by concentrating
the finished goods in three sorting center’s one in the US, one in Italy and one in the Far East.
The automatic distribution system handles over 30,000 packages a day and is managed by a 10
member staff, rather than a traditional system that requires a staff of 400. These new
automated systems, along with the production facilities, have improved the efficiency and
speed of customer service, and reduced transport costs by more than 10 billion lire in 1966.
One feature that was crucial to Benetton’s success its early years was its advanced dyeing
process, whereby the finished product could be dyed instead of dying the yarn first. As tastes
in color changed with the whims of the fashion industry, this innovative dyeing system
allowed Benetton to establish a customized production system that keeps up with the latest
market trends.

COMMUNICATIONS

Benetton’s communications strategy was developed, as a result of the company’s desire to

produce images of global concern for its global customers. The communication strategy
targets issues rather than clothes as the leading player, with a portion of the advertising budget
devoted to communicating themes relevant to young and old people worldwide. The company
12
claims, “We realized some time ago that we had a unique tool for communicating worldwide,
as we are present in 120 countries, and that it would be cynical to waste it on self-servicing
product promotion. We trusted in the intelligence of our customers worldwide and decided to
give space to issues over redundant product claims.”

Benetton believes it is important for companies to take a stance in the real world rather than
use its advertising budget to encourage customers to think they will be happy through the
purchase of the company’s products. This strategy challenge Benetton to come up with a
selling theme that appeals to all consumers and overcomes local biases. Through this strategy,
the Benetton Group has developed advertising campaigns that are international, homogeneous,
and characterized by universal themes, which have been not only a means of communication
but also an expression of the time. Through its universal impact, the company has succeeded
in attracting the attention of the public and in standing out among the current clutter of images.

SPORT AND EVENT SPONSORSHIP

One of the avenues through which Benetton communicates to all of its customers is sports.
Benetton Sport system was renamed Playlife in 1998. This division houses the famous brand
name product lines, i.e. Prince, and reflects the Benetton Group’s involvement in the sports
arena, focusing on the world of sports from skiing and in-line skating to tennis or
snowboarding. Through the Playlife label, Benetton designs sportswear clothing as well as
state of the art sports equipment to meet the technical demands of various athletes and athletic
teams. Benetton sponsors sporting teams in the areas of basketball, rugby, volleyball,
motorcycling, and until recently, the Formula One racing team, which was just sold. Many
young athletes acquire their first taste of sport in the variety of junior clubs’ teams sponsored
by Benetton. In addition, Benetton’s success in communicating through sports can be seen by
its efforts in developing sport facilities. In 1985, the sport center at La Ghirada outside of
Treviso, Italy was built and is used today by all enthusiasts. Also, the Paladerve, a
multifunctional complex, was opened in 1983 and is used for sporting events as well as
concerts, shows and cultural activities with a capacity for a 6,000 member audience. Playlife,
in essence, is the passport to the Benetton world, a new way of embracing everyday life in the
spirit of sport.

COLORS MAGZINE

Benetton communicates through its award winning, bi- monthly magazine, Colors. It is
distributed in six bilingual editions in Europe, the United States, Latin America and Asia.

13
FABRICA PROJECT

The company also communicated through the Fabrica project, which is a workshop
environment and a center of communications for a group of twenty students selected from
countries around the world. Research into future trends and new ideas is conducted among the
students, who actively research the field of communications.

IMAGE ADVERTISING

Unlike the traditional advertising for most companies, Benetton’s images do not have a copy
or a product, only the company’s logo. The ads do not tell an individual to but Benetton
clothing or even imply this! Their ads simply attempt to promote a discussion and create
awareness about global issues that might be overlooked if conveyed through other channels.
However, as far as their products are concerned, the company advertises through its many
strategically placed stores, its catalogues, and fashion editorials that display them directly to
the consumer. Also, there are public relations offices in all of the countries that have a liaison
with fashion editors. These offices utilize traditional marketing techniques to ensure the
products receive the necessary exposure or sales personnel, among other criteria.

CAMPAIGNS

Benetton’s advertising campaigns have centred on social issues and current world wide issues
such as AIDS, peace, war and death. Many of their communication initiatives support
international humanitarian associations. For example, Benetton was part of the first global
project to redistribute clothing to people in need in 1993; it was called the “clothing
redistribution project” and was assisted by the International Federation of the Red Cross, as
well as other groups. The campaign also utilized the shock value of imaging, as Luciano
Benetton appeared nude in these advertisements. As part of their AIDS campaign, the 1994
ads showing the world “HIV Positive” tattooed on a person’s arm, abdomen and backside are
additional examples of the shock advertising conducted by the Benetton.

Those ads were used as metaphors for the more extensive branding practiced throughout
society towards those who are different. With those images, Benetton wished to highlight not
only the main channels through which HIV can be transmitted, but also the dangers of
stigmatizing certain social groups and their lifestyles.

In 1998, human rights campaign was initiated as a result of a United Nations proposal to
launch as world communications exercise to mark the fiftieth anniversary of the Declaration of
Human Rights, which was approved by the United Nations General Assembly on December
10, 1948. One of the ads for this campaign showed images of children of all colors and ages to
emphasize that “every child shall be entitled from his birth to a name and a nationality” See in
addition, Benetton’s recent campaign during 2000 addresses capital punishment by showing
14
images of some of America’s death row inmates. This campaign aims to show the public the
reality of capital punishment, so that no one around the world will consider the death penalty
as just a distant problem or as new that occasionally appears in the media.

The campaigns have won numerous award prizes and acclaim in all of the countries in which
the company is present; however, they also have aroused various strong reactions. Benetton is
aware of the controversy that surrounds the images of these campaigns. However, they believe
that all worthwhile stances will have critics and supporters. Benetton hopes that people will
move away from the discussion of whether or not a company is entitled to show its point of
view in its advertising campaigns, to a discussion of the issues themselves. This has occurred
in some countries already, which supports the company’s goal of becoming the vehicle for
discussion rather than its focus.

The Benetton Group sells apparels under the brand name of United Colors of Benetton.

Benetton India Pvt. Ltd has sought approval to undertake e-commerce and retail trading of
imported goods, According to the Department of Industrial Policy and Promotion (DIPP).

Currently, Foreign Direct Investment (FDI) up to 49% is permitted under the automatic route
but beyond that limit, government’s nod is required. Foreign investment is allowed subject to
certain conditions, which require products to be of a “single brand” only and to be sold under
the same brand globally.

Furthermore, in respect of proposals involving FDI beyond 51%, it is mandatory to source

30% of the value of goods purchased from India, preferably MSMEs. To attract more FDI in
retail sector, government is considering allowing 100% foreign investment through automatic
route in single-brand retail to attract a larger number of global players in the sector.

15
 COMPANY VISION

Source- http://www.benettongroup.com/the-group/profile/company-vision/
Benetton Group is one of the best-known fashion companies in the world, present in the most
important markets in the world with a network of about 5,000 stores; a responsible group that
plans for the future and lives in the present, with a watchful eye to the environment, to human
dignity, and to a society in transformation.

The history of Benetton is built on innovation – seen in its bright colors, the revolution of the
retail outlet, unique sales networks, and universal communications that have always been
social talking points and aroused cultural debate – and now the firm has taken up the challenge
of globalization, with constant investments and a competent, flexible organisation that takes
change in its stride.

The Group has a consolidated identity comprised of colour, authentic fashion, quality at
democratic prices and passion for its work: these values are reflected in the strong, dynamic
personality of the brands United Colors of Benetton and Sisley.

The development of the United Colors of Benetton sales network, which occupies prime
positions in historic town centres and shopping centres, is supported by a significant program
of investments around the world. The new stores exploit highly modular settings to create
spaces in which the collections, their colours and design are always at the centre of attention,
and are presented in a retail context that is increasingly attractive, dynamic and interactive.

The constant attention for new things impacts also in sector like logistics: the coordination
centre in Castrette (Treviso, Italy) is in fact one of the most modern industrial logistics
complexes in the clothing sector, serving the global retail network with great efficiency.
16
Benetton Group’s capacity to actively put down roots in the world and in society is also
expressed through Fabrica, the Group’s communication research centre. The challenge of
Fabrica is one of innovation and internationality: a way to join culture with industry through
communication, which no longer takes only the traditional forms, but seeks to become a
vehicle for the “intelligence” of an enterprise, through a range of means of expression,
including design, music, cinema, photography, publishing, internet and the new media. Of
particular note in this regard is the magazine COLORS, which has been casting its curious,
eager eye over “the rest of the world” since 1991.

The Unhate Foundation, launched in November 2011 with a worldwide communication

campaign, is just part of the new strategy of corporate social responsibility, as well as being a
channel for the Group’s social engagement. Its objective is to contribute to fighting the culture
of hatred, in line with Benetton Group’s deep-rooted values, through global communication
campaigns, and to organise concrete initiatives with a “strong impact” on the international
community, and especially on the young generations, involving institutions, international
organisation, NGOs and representatives of civil society. The projects set out from the social
role of art and self-expression in educating people to be tolerant, and involve young people in
“at risk” areas of the world, from Brazil to India, and to New York’s Puerto Rican
neighborhoods.

Benetton Group is firmly projected into the international dimension, but it still maintains
strong ties with its home area of Treviso and the Veneto region, particularly through the
cultural activities of the Fondazione Benetton Studi e Ricerche, and a number of sports-
centred projects. From its focus on rugby to the historic Formula 1 victories, the Group’s
sporting ethos proposes not only competitive excellence, but also a social dimension of
meeting, sharing and physical well-being, which amongst other things leads thousands of
young people to take up sports each year.

17
 INETRNATIONAL ADVERTISING STRATEGIES

When companies export around the world, they normally adapt their advertising to suit
different geographic markets. But, Benetton Group has followed a different path, using single,
universal message that is valid for all consumers, wherever they live, whatever the colour of
their skin and whichever language they speak.

In the early 1990s, Benetton Group introduced a new approach to corporate communication
campaigns. Products were never displayed: the messages were about civil, social and political
issues – a strategy which every wise advertising executive of the time would have been careful
to avoid. This is because in communication – as in many other areas –Benetton strives to cover
new ground, look ahead, experiment and anticipate the times.

By choosing social themes– actively promoting freedom of speech and giving visibility to
humanitarian causes which otherwise would not have been communicated on a global scale–
Benetton has 7given meaning and value to its own brand, building a lasting dialogue not only
with its customers but with people from all walks of life, all over the world.

18
 Chapter-2

Review of Literature

19
 Chapter 2

Review of Literature
The apparel industry stands out as one of the most globalized industries in the world and it is a
supply driven commodity chain led by a combination of retailers, contractors, subcontractors,
merchandisers, buyers, and suppliers; each plays an important role in a network of supply
chains which spans from fibers to yarn, to fabrics, to accessories, to garments, to trading and
to marketing. The peculiar characteristics of apparel supply chain are short product life cycle,
high volatility, low predictability and high impulsive purchasing. These factors bring high
pressure to apparel retailers to manage their supply chains. Moreover in today’s competitive
environment, markets are becoming more international, dynamic, and customer-driven and
customers are demanding more variety, better quality and service, including both reliability
and faster delivery.

Research in the effects of knowledge of country-of origin on perceptions of the quality of

products has been somewhat cyclical. Waves of research on the topic can be seen in the mid-
sixties and peaking in the early 70's, and again in the late 70's and the 1980's. However, a
rather narrow range of questions has been asked of respondents surveyed for attitudes and
opinions across these studies. This similarity makes it somewhat easier to compare the results
from different studies done on different populations at different times.

However, weaknesses revealed by reviewing the literature on this topic include the almost
universal use of atypical populations. The samples have often been drawn from student
populations (e.g. Erikson et al. 1984; Morello 1984; Reierson 1966; Schooler and Sunoo
1969) who in age, education and shopping experience bear no relationship to the general
consumer populations they supposedly represent, or else the small consumer samples have
been selected in a non-random, non-representative basis (e.g. Dornoff et al. 1974; Bannister
and Saunders 1978; Kaynak and Cavusgil 1983). Another group of studies (e.g. Cattin et
al. 1982; Nagashima 1970, 1977; White 1979) has focused on industrial buyers, which is
appropriate for certain products. However, the results can never be supposed to be relevant for
the general consuming public.

20
Another problem lies in the failure of the research to progress much beyond its original base.
This base has been expanded laterally by applications of the questionnaire instruments in
different countries and at different times. Little effort has been put into determining how
attitudes might vary among different segments of consumers, how they might be modified
over time or with experience, or what impact these attitudes have on purchasing behavior.
Although different populations (usually non-representative of the general populace) have
beenexamined, there has been little effort to compare consumers differing in such
demographics as age or sex. In short, much more descriptive work can be done and much
greater insight needs to be sought. Finally, the work-to-date has, with very few exceptions
(e.g. Kaynak and Cavusgil 1983; Stickl 1980), excluded Canada and has been focused on the
United States, Japan, and major European and Pacific Rim countries. While some similarities
may exist between American and Canadian consumer behavior patterns, it cannot be assumed
to be the case for "made-in" images.

A growing concern about consumer perceptions of product quality and rising import
penetration in the United States led the American Society for Quality Control (ASQC) to
commission a study of 10,000 consumers in 1980 to determine general attitudes toward U.S.
product quality (ASQC 1980; Binstock 1981). While the large, representative sample made
the results more powerful, no detailed comparisons with imports were made. However,
surprising results concerning low consumer confidence in their own products were found. This
is counter to prior work indicating Americans had high opinions of their products (e.g.
Nagashima 1970, 1977). The importance of consumer perceptions of quality and country-of-
origin has been emphasized in recent position papers and within the popular press (e.g.
Garvin 1984; Thurston 1985). Furthermore, the apparent ability of Japan to develop its
image into one of high quality products has recently been quoted with great frequency as a
model to emulate both in the United States and Canada.

In the apparel sector, all the Bangladeshi garment companies are subcontractor and producing
at the low end of the market. Basically they are performing cutting, making and trimming
(CMT) activities (Kabir, 2007; Siddiqi, 2007; Rashid, 2006; Abdullah and Yusuf, 2008)
The RMG industry is highly dependent on imported raw material. About 90% of woven
fabrics and 60% of knit fabrics are imported to make garments for export (Rashid, 2006;
Rahman and Anwar, 2006). That’s why this sector needs to maintain a long supply chain
(backward and forward). Besides rudimentary application of ICT and inefficient port
management limits its ability to respond quickly to market change, which is very essential in
the fashion market (Abdullah, 2008). Therefore this industry takes maximum lead time to
process an order (Hege, 2004; Nuruzzaman, 2008; Kabir, 2007; Siddiqi, 2007). In BD the
lead time for apparel export varies between 90-120 days, whereas the time for Sri Lanka is
about 19-45 days, China 40-50 days and for India 50-70 days for similar products (Rahman
and Anwar, 2006; Kabir, 2007).

21
Lam and Postle (2006) have reviewed the concept of supply chain management in textile and
apparel supply chain management in Bangladesh. They discussed the strengths and problems
faced by the Bangladesh textile apparel supply chains. They argued that Bangladesh apparel
industry is generally not aware of the concept of supply chain management and industrial
benchmark for both manufacturing and retailing industries in Bangladesh and the supply chain
performance is below the world average.

Due to the growing intensity of competition in both local and global business sectors, several
companies and service providers have realized the need to develop more strategic approaches
for managing supply chains. These affective factors and realization then led to the
development of tradition SCM systems up to the advanced systems companies apply at
present. The evolution of supply chain management occurred during the 1990s; at this time,
collaboration between manufacturers and suppliers had been established in order to enhance
traditional approaches in supply management functions. At the same time, retailers as well as
wholesalers had integrated their logistics operations as well so as to achieve greater
competitive advantages (2002).

In general there are five major elements in the apparels supply chain comprised of the
processing raw materials into fiber , shipping thread and weaving fabric assembling finished
products ( often far away from point of sales ) to goods to destination ( often through in the
traders and retail sales ( in departments stores chains shops or boutique ) ( comment 2006).
Harrison (2007) state that there are six processes in the simple apparels supplying china,
design, raw materials purchases, manufacturing distribution retails sales.

Many world class apparel companies emphasize lead time reduction. Short lead time are the
major enabler in achieving a responsive and flexible apparel supply chain as the time
reduction contribution greatly to the improvement of demand forecast accuracy. There are
three critical times in the fashion and apparel industry: Time –to Market, Time –to – Serve and
Time –to- React (Christopher & Peck 1997).

Cook C.N., Kozar J.M. (2017) has reviewed that Global apparel supply chains require
collaboration from many sectors, including consumers, retail firms, manufacturing firms and
factories. The competitive advantage of sourcing agents as a facilitating sector of global
apparel supply chains was explored as part of this study. Qualitative data was collected to
analyze how industry professionals perceive the role of sourcing agents in facilitating apparel
production movement. Participants revealed that sourcing agents provide a competitive
advantage to U.S. apparel firms by assisting manufacturers in responding to retail demands,
reducing production cost, facilitating production of complex designs, and negotiating in a
global political and regulatory environment.

22
 Chapter-3

Project Objectives

23
 Chapter 3

Project Objectives

 To Analyze the Sell Thru of UCB India: Imported Products

SUB OBJECTIVE

 To understood and evaluated the need of having imported products at UCB India
 Tracked the sales performance of imported products
 Conducted a detailed analysis of imported products

24
 Chapter-4

Project Methodology Adopted

25
 Chapter 4

Project Methodology Adopted

This research I conducted as an empirical study, where I had done the interview. We begin
with taking opinion from Head of the departments that why the imported products are
important for UCB India, This criteria and opinion helped us in developing our present study.

4.1 INTERVIEW SCHEDULE-

 Getting the details of what all techniques used by Benetton for selling the imported
products.

 And the complete knowledge of Benetton business model & what are the techniques
used for selling the imported products and how do they control all over the India’s
stores and how much the store are profitable or not.

4.2 RESEARCH DESIGN-

The study is and exploratory study and empirical qualitative in nature, where data and
information are collected by the author itself.

4.3 TYPES OF DATA TO BE USED-

4.3.1 Primary data: information is collected from head of department in
the form of interview.
4.3.2 Secondary data: is collected from websites of the organisation, research articles,
research reports and annual reports of the companies etc.

26
4.4 PROCESS METHODOLOGY:
We begin with interviews with Head of Departments to have understanding of the information
about the imported products.

4.4.1 DEVELOPED A QUESTION-

Interview with Heads of Departments (using question) for better information and interpretation
of responses.
At the same time, secondary data of basic company overview was collected through internet
sources from trusted sites (mostly from the websites of the organizations),

4.5 EXPLORATORY RESEARCH-

The exploratory research, as the name states, intends merely to explore the research questions
and does not intend to offer final and conclusive solutions to existing problems. Conducted in
order to determine the nature of the problem, this type of research is not intended to provide
conclusive evidence, but helps us to have a better understanding of the problem. When
conducting exploratory research, the researcher ought to be willing to change his/her direction
as a result of revelation of new data and new insights.

4.6 SAMPLING SIZE-

 EBO Sell Thru Analysis- 33 Stores

 Interview Analysis- 7 Peoples

4.7 SAMPLING UNIT-

 EBO Sell Thru Analysis- India

 Interview Analysis- Benetton India Pvt. Ltd.

4.8 STASTICAL TOOLS AND TECHNIQUES USED-

 EBO Sell Thru Analysis- MS Excel

 Interview Analysis- ATLAS.ti 8.0

27
 Chapter-5

Data Analysis & Interpretation / Description of

the Work Performed

28
 Chapter 5

Data Analysis & Interpretation / Description of the Work

Performed

SELLS THRU ANALYSIS

Sell Thru-

Sell through is a calculation, commonly represented as a percentage, comparing the amount

of inventory a retailer receives from a Company against what is actually sold to the customer.
The period (usually weekly, monthly, season) examined is useful when comparing the sale of
one product or style against another. Or more importantly, when comparing the sell through of
a specific product from one month to another to examine trends. By the Sell Thru only store
performance is measured by the company.

Formula for Calculation of Sell Thru-

Sell Thru= Sold Quantity

Closing Quantity + Sold Quantity

29
GENDER AND CATEGORY WISE SELL THRU ANALYSIS

56%
60%
48%
50% 44%
39%
40% 34%
31%
30%
20%
10%
0%
Boys Girls Ladies Mens Boys Girls
Accessories Footwear

Sell Thru

2016P

44% 46%
50% 43%
45% 40%
40% 34%
35% 30%
30%
25%
20%
15%
10%
5%
0%
Boys Girls Ladies Mens Boys Girls
Accessories Footwear

Sell Thru

2017P

30
Interpretation-
 Here we have taken the sell thru of last 2 seasons. On the basis of that we will compare
in which year the sells of the accessories and footwear is more.
 In the above tables of last two seasons the accessories sales of boy’s is decreasing but
the men’s sales is stable there is not having much variance from the last season sales.
 The accessories sales of girls and ladies got increase from last season.
 The footwear sales of boys got decreased very much from the last season.
 The footwear sale of girls is also decreased from the last season.

31
REGION, GENDER AND CATEGORY WISE SELL THRU ANALYSIS

91.30% 85.94%
100.00% 85.41%
90.00%
80.00%
70.00% 51.76%
60.00% 40.45% 41.19%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%

Accessories
Accessories

Accessories

Accessories
Footwear

Footwear
Boys Girls Ladies Mens
East

EAST

43.79% 44.88% 42.97%

45.00% 37.18%
40.00% 34.16%
30.53%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
Accessories

Accessories

Accessories
Accessories

Footwear

Footwear

Boys Girls Ladies Mens

North

NORTH

32
 62.67%
70.00% 54.27%
60.00% 46.67%
50.00% 35.64%
33.06% 32.61%
40.00%
30.00%
20.00%
10.00%
0.00%

Accessories

Accessories

Accessories
Accessories

Footwear

Footwear
Boys Girls Ladies Mens
South

SOUTH

42.93% 44.02%
45.00%
40.00% 33.63% 31.39% 32.30%
35.00%
30.00% 24.39%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
Accessories

Accessories

Accessories
Accessories

Footwear

Footwear

Boys Girls Ladies Mens

West

WEST

33
Interpretation-
In the above graphs the accessories and footwear sale of boys is higher in the East region as
compare to other regions.

The accessories sale of girl is higher in the North region and the footwear sale is high in the
East region.

The accessories sale of men’s higher in the East region.

The accessories sale of ladies is higher in the East region.

34
 PRODUCT SHELF LIFE
MATERIAL CODE MATERIAL GROUP GENDER SHELF LIFE
17P6BLTL0102I Belts MENS 164
17P6BLTL0103I Belts MENS 137
17P6BLTL0105I Belts MENS 127
17P6BLTL0106I Belts MENS 157
17P6BLTL0107I Belts MENS 152
17P6BLTL0108I Belts MENS 160
17P6BLTL0110I Belts MENS 164
17P6GDHUB0CLG Belts MENS 128
17P6HEDUB0A2G Belts MENS 128
17P6HEDUB0C8G Belts MENS 175
17P6HEEBB042 Belts BOYS 116
17P6HEEBB043 Belts GIRLS 145
17P6HKVD12X6 Wallets LADIES 154
17P6HKVD1314 I pad Case LADIES 145
17P6HMSBB03S Belts BOYS 154
17P6NV1E7001I Belts LADIES 98
17P6NV2E7002I Belts LADIES 98
17P6NV3E7003I Belts LADIES 98
17P6OS2E3048I Wallets LADIES 187
17P6PU1E3054I Wallets LADIES 128
17P6SH8E3039I Wallets LADIES 106
17P6WLTL0022I Wallets MENS 145
17P6WLTL0024I Wallets MENS 165
17P6WLTL0025I Wallets MENS 163
17P6WLTL0028I Wallets MENS 157
17P6WLTL0029I Wallets MENS 137
17P6WLTL0032I Wallets MENS 150
17P8G0EB144B Footwear GIRLS 116
17P8G0EB144J Footwear GIRLS 116
17P8G0EB147B Footwear BOYS 89
17P8G0EB147J Footwear BOYS 89
17P8H6DB141B Footwear GIRLS 98
17P8H6DB141J Footwear GIRLS 98
17P8H8CB140B Footwear BOYS 116
17P8H8CB140J Footwear BOYS 116
17P8HLQB148J Footwear BOYS 116

Product shelf life means how for how long the product is in the store. A company
calculates product shelf life because they want to know that which product is fast mover
and which is slow mover.

35
 QUESTIONS
1. How many Products are there?
PRORUCTS

IMPORTED PRODUCTS DOMESTIC PRODUCTS

 Accessories- Belts, Perfumes,  Dress

Wallets  Jacket
 Footwear- Footwear  Woven Bottom
 Woven Top
 Knit Bottom
 Knit Top
 Tricot
 Denim

36
 INTERVIEW ANALSIS

1. Based on your experience which category of Imported Product performs better

and why?

 Now a days consumers are attracting towards perfumes also because the fragrances that
we are offering is different from the Indian brands perfumes and as we all know the
customers perception about perfumes is it’s of good quality and fragrances will attracts
more.

 The sale of imported footwear is more as compare to other UCB imported products
because if we compare with other brands like Puma, Nike, and Adidas the price of their
footwear is very high.

 Imported wallets attract consumer dues to its Quality, Design, and material. If I talk
about the sale of imported wallets is stable. From the last previous season there is no
changes in the sale of wallet as well as in footwear, both the products has 70% stag of
imported products.

 Almost all the imported products perform well but there are few products which are
playing important role to increase the ASP of the store.

 Imported products are performing well in all the region but in the North region its sales
is more as compare to other regions in which Wallet and Performs play leadership role.

37
 Analysis of Imported Product Performance

INTERPRETATION-

The above tables provides information about the imported products-

 The performance of imported wallets is better than the other imported products
because of its quality and design.
 Thereafter the performance of perfumes is also good because of its fragrance and
attractive packaging consumer gets attracted directly towards it.

38
2. What steps have you taken so far in past 2 years to improve the
performance of imported products?

In the past 2 years we have taken the following points for selling the imported
products-

 Changed the packaging of perfumes,

 Added new fragrances in perfumes,
 Given the products according to the market trend,
 Given seasonable offers for increasing sales,
 Attractive offers Like- Combo offers, Flat 40% etc.
 Increased the social media advertisements
 Special training given to sales staff for selling the imported products,
 Added new fragrances in perfumes,
 Gives combo offers like both perfumes and deodorants in one pack.
 Social media advertisement of special day like- on any festival, mother’s day,
father’s day etc.

INTERPRETATION-

The above table provides information about that when the company gives more
attractive offer in sales time or in the festival time then the company sells got
increased. Company uses different types of promotion techniques time to time for
boosting the sales of the imported product. And the company gives special training to
employees for selling these products.

39
3. Have you observed attraction of customers toward imported products? Are there
is any specific techniques involved in selling imported products?

 Yes, the customer attracts toward the imported products such as footwear,
perfumes, wallets, and belts. Like- The fragrance of perfumes is slightly different
from Indian perfumes. The leather quality of wallets and belts are good and
company offers different sizes and colors. Unique design and patterns of footwear
is also attracts the consumers for buying.

Yes, the company uses Visual Merchandising technique for attracting the
consumers toward the product.

 Sometimes customers don’t attract with the footwear’s and belts because these
products are imported from the China and now a days we all know all the Indians
are boycotting those products which are imported from china.

Yes, the company have Visual Merchandising team they arranges the products in
the store like whenever the customers eyes goes on the store he/she will get attracts
toward the products.

 Yes, consumers attract toward the perfumes also because of new flavors of
perfumes and its fragrance and when they see it’s imported from the Italy
customers buys it because everyone knows the Italy perfumes are famous
Worldwide.

Yes, the company uses Visual Merchandising techniques for attracting the
customer toward the products.

40
INTERPRETATION-

The above table provides information about that the customers are attracting toward the
imported products and the company is using Visual Merchandising (VM) technique
for displaying the products in the store. By that whenever the consumers eyes goes
on the store he/she will gets directly attracted towards the product they see.

Company gives offers time also for increasing the sales of these imported products.

41
Chapter-6

Findings

42
 Chapter 6

Findings

The finding of the study is divided into two parts. The first Part is sell thru analysis and the
second part is Interview analysis.

FINDINGS BASED ON SELL THRU ANALYSIS

We have taken the 2 Seasons sell thru report of UCB. Sell Thru, Growth and De growth of the
stores is analyzed here. Which category of the product is selling fast and which is selling slow
everything is calculated here.

 In all the genders the sales of boys accessories is high as compare to all the genders.
 In the footwear also the sales of boys is high as compare to girls.
 The contribution in the sales of accessories in the east region is higher than the sales of
other regions except the sales of girls.
 The sales of girl’s accessories in the north region are high.
 The contribution in sales of footwear is higher in the East region in all the genders.

43
 FINDING BASED ON INTERVIEW ANALYSIS
 The performance of Imported wallets is more as compare to other products
 When the company gives more offers that time the sales of the products got boost.
 Imported wallet sales are mainly because of its quality and design.
 Perfumes flavors fragrance attracts the consumers mostly.
 Footwear business is also increasing day by day.
 The customer gets attracted toward the store by the help of Visual Merchandising
(VM).

44
 Chapter-7

Recommendations

45
 Chapter 7

Recommendations

 Company has to manufacture the products that we are importing from

China to India. It may increase the sales of company. Most of peoples are
boycotting footwears and belts due to importing products from china.

 Company has to take customers feedbacks through tablets or by mobile

phones. By this it will go directly to the company headquarter.

 Company has to organize the events in malls that will make attract the
consumer and it will increase the brand name in eyes of consumers.

46
References

47
 References

JOURNALS-

Lam and Postle (2006) have reviewed the concept of supply chain management in textile and
apparel supply chain management in Bangladesh. They discussed the strengths and problems
faced by the Bangladesh textile apparel supply chains. Vol.1, issue. April 2016

Binstock (2015) growing concern about consumer perceptions of product quality and rising
import penetration in the United States led the American Society for Quality Control (ASQC)
to commission a study of 10,000 consumers in 1980 to determine general attitudes toward U.S.
product quality VOL.3, issue. April 2015

Cook C.N., Kozar J.M. (2017) has reviewed that Global apparel supply chains require
collaboration from many sectors, including consumers, retail firms, manufacturing firms and
factories. Vol.2, issue, June 2017

48
WEBSITES-
http://www.valueline.com/Stocks/Industries/Industry_Overview__Apparel.aspx#.WT6YMJC
GPDc

http://www.benettongroup.com/

http://economictimes.indiatimes.com/topic/United-Colors-of-Benetton-India

http://www.livemint.com/Companies/cX1cxsEy4g6iSGIuXalh2J/Benetton-among-two-firms-
eyeing-India-entry-through-singleb.html

https://www.thebalance.com/sell-through-rate-2890389

https://www.bloomberg.com/research/stocks/private/snapshot.asp?privcapId=319904

https://world.benetton.com/legal-and-corporate-information/

49
Annexures

50
 Annexure ‘A’
QUESTIONS

1. How many Products are there?

2. Based on your experience which category of Imported Product performs
better and why?
3. What steps have you taken so far in past 5years to improve the
performance of imported products?
4. Have you observed attraction of customers toward imported products? Are
there is any specific techniques involved in selling imported products?

51
 Annexure ‘B’
Sell Thru Analysis

GENDER AND CATEGORY WISE SELL THRU ANALYSIS

Sum of Sum of
Sum of Sum of Sum of
Sales Closing
Category Gender Sell Thru Net Net Sold Closing
Value ( Qt.+ Net
Recvd. Qt. Qt. Qt.
MRP) -Cr. Sold Qt.
Accessories Boys 48% 5574 2668 0.21 2906 5574
Girls 44% 3223 1420 0.12 1803 3223
Ladies 39% 16779 6502 1.72 10277 16779
Men’s 34% 20591 7064 1.17 13527 20591
Footwear Boys 56% 1766 987 0.21 779 1766
Girls 31% 2658 818 0.13 1840 2658
Grand
50591 19459 3.57 31132 50591
Total
2016P

Sum of Sum of Sum of

Sum of Sum of
Net Sales Closing
Category Gender Sell Thru Net Sold Closing
Recvd. Value ( Qt.+ Net
Qt. Qt.
Qt. MRP) -Cr. Sold Qt.
Accessories Boys 44% 4185 1856 0.16 2329 4185
Girls 46% 1624 753 0.07 871 1624
Ladies 40% 16579 6595 1.57 9984 16579
Men’s 34% 13422 4621 0.86 8801 13422
Footwear Boys 43% 1308 559 0.11 749 1308
Girls 30% 1712 510 0.09 1202 1712
Grand
38830 14894 2.86 23936 38830
Total
2017P

52
REGION, GENDER AND CATEGORY WISE SELL THRU ANALYSIS

Sale
Closing
Net Sold Value Closing Sell
Category Qt.+Sold
Recd. Qty. (MRP)- Qt. Thru
Qt.
Cr.
Accessories 7,237 2,472 0.46 4,765 7,237 34%
Accessories 9,607 4,128 0.98 5,479 9,607 43%
Accessories 2,261 990 0.08 1,271 2,261 44%
Footwear 753 280 0.06 473 753 37%
Accessories 947 425 0.04 522 947 45%
Footwear 927 283 0.05 644 927 31%
Accessories 3,406 1,100 0.20 2,306 3,406 32%
Accessories 4,253 1,335 0.32 2,918 4,253 31%
Accessories 1,142 384 0.03 758 1,142 34%
Footwear 382 164 0.03 218 382 43%
Accessories 493 217 0.02 276 493 44%
Footwear 451 110 0.02 341 451 24%
Accessories 1,056 435 0.09 621 1056 41%
Accessories 1,281 663 0.17 618 1281 52%
Accessories 185 158 0.01 27 185 85%
Footwear 23 21 0.00 2 23 91%
Accessories 89 36 0.01 53 89 40%
Footwear 64 55 0.01 9 64 86%
Accessories 1,723 614 0.11 1109 1,723 36%
Accessories 1,438 469 0.11 969 1,438 33%
Accessories 597 324 0.03 273 597 54%
Footwear 150 94 0.02 56 150 63%
Accessories 245 81 0.01 164 245 33%
Footwear 120 56 0.01 64 120 47%

53
 PRODUCT SHELF LIFE

MATERIAL CODE MATERIAL GROUP GENDER STORE IN WARD WH IN WARD

17P6BLTL0102I Belts MENS 12/29/2016 12/14/2016
17P6BLTL0103I Belts MENS 1/25/2017 1/10/2017
17P6BLTL0105I Belts MENS 2/4/2017 1/20/2017
17P6BLTL0106I Belts MENS 1/5/2017 12/21/2016
17P6BLTL0107I Belts MENS 1/10/2017 12/26/2016
17P6BLTL0108I Belts MENS 1/2/2017 12/18/2016
17P6BLTL0110I Belts MENS 12/29/2016 12/14/2016
17P6GDHUB0CLG Belts MENS 2/3/2017 1/19/2017
17P6HEDUB0A2G Belts MENS 2/3/2017 1/19/2017
17P6HEDUB0C8G Belts MENS 12/18/2016 12/3/2016
17P6HEEBB042 Belts BOYS 2/15/2017 1/31/2017
17P6HEEBB043 Belts GIRLS 1/17/2017 1/2/2017
17P6HKVD12X6 Wallets LADIES 1/8/2017 12/24/2016
17P6HKVD1314 Ipad Case LADIES 1/17/2017 1/2/2017
17P6HMSBB03S Belts BOYS 1/8/2017 12/24/2016
17P6NV1E7001I Belts LADIES 3/5/2017 2/18/2017
17P6NV2E7002I Belts LADIES 3/5/2017 2/18/2017
17P6NV3E7003I Belts LADIES 3/5/2017 2/18/2017
17P6OS2E3048I Wallets LADIES 12/6/2016 11/21/2016
17P6PU1E3054I Wallets LADIES 2/3/2017 1/19/2017
17P6SH8E3039I Wallets LADIES 2/25/2017 2/10/2017
17P6WLTL0022I Wallets MENS 1/17/2017 1/2/2017
17P6WLTL0024I Wallets MENS 12/28/2016 12/13/2016
17P6WLTL0025I Wallets MENS 12/30/2016 12/15/2016
17P6WLTL0028I Wallets MENS 1/5/2017 12/21/2016
17P6WLTL0029I Wallets MENS 1/25/2017 1/10/2017
17P6WLTL0032I Wallets MENS 1/12/2017 12/28/2016
17P8G0EB144B Footwear GIRLS 2/15/2017 1/31/2017
17P8G0EB144J Footwear GIRLS 2/15/2017 1/31/2017
17P8G0EB147B Footwear BOYS 3/14/2017 2/27/2017
17P8G0EB147J Footwear BOYS 3/14/2017 2/27/2017
17P8H6DB141B Footwear GIRLS 3/5/2017 2/18/2017
17P8H6DB141J Footwear GIRLS 3/5/2017 2/18/2017
17P8H8CB140B Footwear BOYS 2/15/2017 1/31/2017
17P8H8CB140J Footwear BOYS 2/15/2017 1/31/2017
17P8HLQB148J Footwear BOYS 2/15/2017 1/31/2017

54