A

SUMMER TRAINING PROJECT REPORT

ON
“MARKETING STRATEGY OF PUMA AT PUMA
SHOES
COMPANY LTD”
IN

Submitted in partial fulfillment of the Requirement for the

Award of the Degree
of
BACHELOR OF BUSINESS ADMINISTRATION
Affiliated To: C.C.S. University, Meerut
Session: 2016-2019

Submitted to: Submitted by:

Miss.Ruchi Sharma Harsh yadav
(faculty) Roll No.-169109024
BBA- VIth semester

INSTITUTE OF PROFESSIONAL EXECELLENCE AND MANAGEMENT, GHAZIABAD

 TO WHOM IT MAY CONCERN
This is to certify that Mr. HARSH YADAV student of BBA from
IPEM,GHAZIABAD, has completed a project from 15th JUNE
2018 to 28th 2018JULY in our organization. He has prepared
his project report on “Marketing Strategy of PUMA at PUMA
SHOES COMPANY Ltd” with his findings and efforts.

During his Training his Performance was found to be good.

We wish him all the best for future endeavours.

Mr. Amit Singh

(Area sales manager)

B1/F4MOHAN COOPERATIVEINDUSTRIAL AREA, MAIN MATHURA ROAD, NEW

DELHI, SOUTH DELHI DL 110044 IN, 01143582596
 INSTITUTE OF PROFESSIONAL EXCELLENCE & MANAGEMENT
(AFFILIATED TO DR. APJ ABDUL KALAM TECHNICAL NIVERSITY, LUCKNOW APPROVED BY AICTE)
(AFFLIATED CCS UNIVERSITY MEERUT, APPROVED BY NCTE & BCI)

REF NO. : IPEM/BBA/PROJECT/2019 DATE : 01/05/2019

TO WHOM IT MAY CONCERN

This is to certify that Roll No. 169109024, HARSH YADAV, is a

bonafide student of BBA Course (2016-2019Batch). He has completed
the project report on “Marketing Strategy of PUMA at PUMA SHOES
COMPANY LTD”.
He has performed all the duties assigned to him from time to time in
highly professional mannner.
He was very sincere & honest towards the work assigned to him. We
wish him success in his future endeavors.
This project work is quite satisfactory.

Project Guide HOD, MANAGEMENT

Miss Ruchi Sharma (Dr. DOLLY PHILLIPS)

A13/1, S.S G.T ROAD, INDUSTRIAL AREA, NH24,GHAZIABAD201010 PH. : 01204174500, WEBSITE :
WWW.IPEMGZB.AC.IN ,email: INFO@IPEMGZB.AC.IN
 DECLARATION

I HARSH YADAV, Roll no. 169109024, student of BBAVIth

Semester of IPEM, Ghaziabad hereby declare that the research project

report on “MARKETING STRATEGY OF PUMA AT PUMA

SHOES COMPANY LTD” is an original and authenticated work

done by me.

I further declare that it has not been submitted elsewhere by any other

person in any of the University for the Award of any degree or

diploma.

Date:

Place:

HARSH YADAV
Roll No.: 169109024
 BBA VIthSem.

ACKNOWLEDGEMENT

The present work is an effort to throw some light

on Marketing Strategy of Puma at “Puma
Company Limited”.

The work would not have been possible to come

to the present shape without the able guidance,
supervision and help to me by number of people.

With deep sense of gratitude I acknowledge the

encouragement and guidance received by my
organizational guide MR. Vinay Sharma and other
staff members.

I convey my heartful affection to all those people

who helped and supported me during the course,
for completion of my Project Report.

……………………..
 PREFACE

This marketing strategic plan has been written keeping

in mind the Indian operations of Puma Inc. – the global
sports shoe giant. It aims first, at analyzing the sports
shoe Company India and finding a place in it for Puma.
It then sets out to describe the target audience for the
product range and finally suggests a host of marketing
strategies and activities that will help Puma to achieve
its target of becoming the #1 sports shoe brand in
India.
The plan begins with a brief overview of the product
category being dealt with, namely premium quality
sports shoes. It also dwells briefly on the history of the
company and its current position and activities.

The project moves on to the crux of the matter – the

marketing plan to be followed by Puma in India.
Firstly,the objectives behind this plan and the core
strategy are stated. Customers to be eventually
targeted are described and compared with competitors’
customer targets. After starting the objectives and
reasoning behind them, the actual marketing programs
are described in detail. This includes aspects such as
pricing, advertising, promotion, sales, channels, and
the company website. Suggestions are made on each
and every one of these aspects; improvements and
innovations are recommended.
The plan then goes on to the customer analysis section.
The customer base is identified and various segments
are pointed out. Various criteria and factors have been
taken into consideration while segmenting the market.
 TABLE OF CONTENT

1) INTRODUCTION
a) Background of the problem
b) About The PumaCompany
c) Puma Maxsight
d) Company Overview
e) Product Trend
2) RESEARCH METHODOLOGY
a) Research objectives
b) Research design
c) Data sources
i) Primary data
ii) Secondary data
d) Questionnaire design formulation
e) Sample design
f) Limitations of the research
3) COMPANY PROFILE
a) Puma Company Ltd. – A company profile
b) Recent Development
c) Future Plan
d) Risk and Concern
e) Literature Review
f) 4ps of Puma
g) SWOT Analysis
4) DATA ANALYSIS
5) CONCLUSION & FINDINGS
6) RECOMMENDATIONS
a) Other suggestion include
7) ANNEXURE
8) BIBLIOGRAPHY
 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 second guessing
them can be expensive, says the professor who teaches MBA
and PhD marketing and consumer decision making courses. In
Simonson’s words, “The benefits and costs of fitting individual
customer preference are more complex and less deterministic
than has been assumed.” That’s because “customer
preferences are often ill-defined 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 Cruise’s 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.”
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,” 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-of-a-kind shoes. Custom Foot didn’t 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 didn’t 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 Puma
shoes with reference to ladies segment.

………………………….
 ABOUT THE Puma COMPANY
Puma SE, branded as Puma, is a German multinational
company that designs and manufactures athletic and
casual footwear, apparel and accessories, which is
headquartered in Herzogenaurach, Bavaria, Germany.
PUMA is the third largest sportswear manufacturer in
the world.The company was founded in 1948 by Rudolf
Dassler. In 1924, Rudolf and his brother Adolf
Dassler had jointly formed the company Gebrüder
Dassler Schuhfabrik (Dassler Brothers Shoe Factory).
The relationship between the two brothers deteriorated
until the two agreed to split in 1948, forming two
separate entities, Adidas and Puma. Both companies
are currently based in Herzogenaurach, Germany.
Puma has been a public company since 1986, listed at
the Frankfurt Stock Exchange. French luxury
group Kering (formerly known as Pinault-Printemps-
Redoute or PPR) holds 16%, Kering's largest
shareholder Artemis SA owns 29% of the share capital.
Since 1 July 2013, the company has been led by former
football professional Bjørn Gulden (CEO).
As of 2017, Puma SE employs more than 13,000
people worldwide and distributes its products in more
than 120 countries.
Following the split from his brother, Rudolf Dassler
originally registered the new-established company
as Ruda, but later changed the name to Puma.
Puma's earliest logo consisted of a square and beast
jumping through a D, which was registered, along with
the company's name, in 1948. Puma's shoe and
clothing designs feature the Puma logo and the
distinctive "Formstrip" which was introduced in 1958.
 HOW THEY WORK
Puma’s patented Puma 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
sun’s not at its brightest.

Puma provides through-and-through tinting

(unlike cosmetically tinted lenses), so there’s no
bending or scattering of light. Plus there’s limited
incidental light or peripheral flickering creeping
around the sides, as with sunglasses. Athletes
tested in Puma MaxSight lenses found they
squinted less, were able to relax more, and had
exceptional views of contours and movement.
Wearers will also discover a game-day benefit –
the look.

“It makes the eye look distinct, the large-pupil

effect,” says Alan Reichow, Puma Vision
Consultant. “It looks competitive.”
Marco Materazzi of Italy’s Inter Milan football
club and Baltimore Orioles second baseman Brian
Roberts are among the pro athletes wearing
Puma 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 Puma 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 Puma MaxSight, there’s minimal squinting
in bright light, and quicker visual definition when
going from bright light to shadows.

Puma MaxSight is a 30-day lens, though most

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

Christoph von Wilhelm Dassler was a worker in a shoe factory,

while his wife Pauline ran a small laundry in the Franconian
town of Herzogenaurach, 20 km (12.4 mi) from the city
of Nuremberg. After leaving school their son, Rudolf Dassler,
joined his father at the shoe factory. When he returned from
fighting in World War I, Rudolf was trained as a salesman at
a porcelain factory, and later in a leather trading business
in Nuremberg.
In 1924, Rudolf and his younger brother, Adolf, nicknamed
"Adi", founded a shoe factory. They named the new business
"Gebrüder Dassler Schuhfabrik" (Dassler Brothers Shoe
Factory) which was the only business at the time that
manufactured sports shoes. The pair started their venture in
their mother's laundry. At the time, electricity supplies in the
town were unreliable, and the brothers sometimes had to use
pedal power from a stationary bicycle to run their
equipment. In 1927, they moved into a separate building.
The brothers drove from Bavaria to the 1936 Summer
Olympics in Berlin with a suitcase full of spikes and persuaded
United States sprinter Jesse Owens to use them, the first
sponsorship for an African American. Owens won four gold
medals. Business boomed; the Dasslers were selling 200,000
pairs of shoes annually before World War II.
Both brothers joined the Nazi Party, but Rudolf was slightly
closer to the party. A growing rift between the brothers
reached a breaking point during a 1943 Allied bomb attack.
Adi and his wife climbed into a bomb shelter that Rudolf and
his family were already in. "Here are the bloody bastards
again," Adi remarked, apparently referring to the Allied war
planes, but Rudolf, due to his apparent insecurity, was
convinced his brother meant him and his family. When Rudolf
was later picked up by American soldiers and accused of being
a member of the Waffen SS, he was convinced that his brother
had turned him in.
 COMPANY OVERVIEW

Organizations that were promoting fair trade and

worker's rights did not criticize PUMA's employment
practices in their developing world factories,
predominantly relating to workers in China, Turkey, El
Salvador, and Indonesia.
The company has made some steps towards greater
transparency. In 2000, PUMA began auditing all of its
suppliers on a yearly basis, and makes the results
available in its sustainability reports. Since 2005, it has
publicly provided a list of its suppliers.
PUMA has made a strong commitment to respecting
workers rights in some areas. For example, PUMA has
obtained the Ethical Clothing Australia accreditation for
its Australian-made products. This labour-friendly
accreditation applies to only a tiny percentage of
PUMA’s total production.
In May 2011, The Guardian released an article saying
that Puma was the "world's first major company to put
a value on its environmental impact".
According to the article the company "has made a
commitment that within four years, half its
international collections will be manufactured according
to its internal sustainability standard, by using more
sustainable materials such as recycled polyester, as
well as ensuring its suppliers develop more sustainable
materials and products."
Puma is also known for boosting positive environmental
practices in its supply chain through financial
incentives. The innovative Supply Chain Finance
scheme implemented links the sustainability
performance of key suppliers to the costs at which they
can access finance. Such scheme won the company an
"Innovation Award" in Supply Chain Finance in 2016.
PUMA SE is engaged in designing, developing, selling
and marketing footwear, apparel and accessories. The
Company's segments include Europe, Middle East and
Africa (EMEA), Americas (North and Latin America) and
Asia/Pacific. The Company offers performance, as well
as sportstyle products across six business units:
Teamsport, Running and Training, Golf, Motorsport,
Fundamentals and Sportstyle, and Accessories and
Licensing. The Company is engaged in the sale of
products from the PUMA and COBRA Golf brands
through the wholesale and retail trade, as well as from
sales directly to consumers in its own retail stores and
online stores. The Company markets and distributes its
products across the world primarily through its own
subsidiaries. The Company distributes its products in
approximately 120 countries. For various product
segments, such as fragrances, eyewear and watches,
the Company issues licenses authorizing independent
partners to design, develop and sell these products.

[
 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 Puma also provides a number of value-added
features with its products. The features that are a part
of every Puma sports shoe are as follows.

High Performance Sports Shoes: Puma 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: Puma 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.
Style: Puma’s designs are considered to be the most
stylish in the Company 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.

Puma 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 Puma

6.0 and Puma SB shoes, designed for skateboarding.
Puma has recently introduced cricket shoes, called Air
Zoom Yorker, designed to be 30% lighter than their
competitors'.[ Puma 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 Puma 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 factfinding

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.

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 Puma 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.
QUESTIONNAIRE DESIGN FORMULATION
Under this method, list of questions pertaining to the
survey are prepared for marketing staff of consumers
of Puma 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

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.

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.
 STEPS FOLLOWED IN COMPLETING THE STUDY

1.Libraries at
(a)Indian Council for Applied Economic Research
(b)Indian Institute of Technology, (IIT) Delhi
(c)Council of scientific and industrial Research (CSIR)
(d)PHD chamber of commerce, are visited.
2.Internet sites containing information on Puma
shoes & marketing are browsed.
3. Sample survey was conducted.
4. Data was thoroughly checked for error.

DATA PROCESSING METHODOLOGY

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 interviewer’s 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.

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 Puma shoes to increase the sales volume in
ladies segment.

SAMPLE DESIGN

THE BASIS OF SAMPLING: -

Consumers of Puma shoes are chosen randomly, so
that unbiased, representative sample may be obtained.
 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 Puma 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.
 COMPANY PROFILE

PUMA COMPANY LTD. – A COMPANY PROFILE Puma

India Ltd (BIL) is India‘s largest footwear company.
The company has a few dozen small corporate offices
around the world, and four "international
hubs": Boston, Massachusetts (moving to Assembly
Row, Somerville, Massachusetts; Hong Kong; Ho Chi
Minh City, Vietnam; and global headquarters
in Herzogenaurach, Germany.

Puma Sports India Pvt Limited operates as a

manufacturer and distributor of sports products in
India. The company offers footwear, apparel, and
sports accessories for football, motorsport golf and
everyday use. The company was founded in 2005 and
is based in Bengaluru, India. Puma Sports India Pvt
Limited operates as a subsidiary of Puma AG Rudolf
Dassler Sport.

RECENT DEVELOPMENTS

Puma India has said that it’s 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 Puma 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 sale have declined due torestriction
of supplies as a means to recover customers
outstanding. General recession and sluggish market
conditions in the Company 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
non-compliance with the tripartite settlement has been
withdrawn. The footwear manufactured in this factory,
which was shifted to the company‘s 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 Simonson’s words, “The benefits and costs of fitting

individual customer preference are more complex and
less deterministic than has been assumed.” That’s
because “customer preferences are often ill-defined
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 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.” 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,”
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-of-a-kind shoes.

Custom Foot didn’t 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
didn’t 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 Puma 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.
Puma and Reebok Company have announced an
agreement to foray into retailing partnership for sale of
Reebok and Rockport footwear in Puma 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 company’s 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 apparel in
India made by the joint venture North Star. There’s
talk that the company is planning on a voluntary
retirement scheme (VRS) to cut costs.
97% of the company’s revenues are from the domestic
market while the remainder is from exports. Puma
India is the biggest player in the Indian shoe market.

For the third quarter ended 30 September 2007, Puma

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, Puma India has, over the last few
quarters, been continuously recording weak
performances as a result of an overall slowdown in the
Company due to lower consumer spending. Increasing
domestic competition, particularly from the
unorganized sector, has also been eroding into the
company’s 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.
Puma India’s 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. Bata’s 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.
Puma 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 Puma,
Hush Puppies and Lotto.Puma 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.
Puma 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 Company 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.
Puma 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 company’s credit that
it has lately overhauled its marketing set-up into a
four-tier retail structure that will be stocked with
products matching the area’s customer profile. A Puma
outlet in an up market place will offer a distinctly
different range of footwear from another in the
suburbs. At the top of the four-tier structure will be
international stores stocking brands like Puma and
Reebok. Next will be city stores, located in up market
areas and catering to middle and highincome 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 Puma 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 company’s 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 Puma India’s prospects unless it
manages to wean away customers with a drastic cut in
costs. Alternatively, like other Indian manufacturers,
even Puma may consider relocating its manufacturing
bases in China. However, it is not that easy a task to
undertake.
Puma India, the 51% subsidiary of Toronto-based
Puma 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, Puma 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.
Puma 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.
Puma India has roped in Ogilvy & Mother for devising
its festive season advertising, side-stepping JWT, its
incumbent agency. The job involves developing special
communication directed towards the festival season
shoppers. Puma India Ltd (BIL) is India’s 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 Company in India is highly fragmented

and dominated by the unorganized sector. The
Company 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
Tanners, Tatas, Action Shoes and Lakhani Shoes and
global players like Adidas, Reebok and Puma.
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
Focus on middle-class and upper class Puma 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 low-priced 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

BIL’s 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 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.

BIL’s 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
Puma 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
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
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; O’Shaughnessy and Holbrook, 1988; Nöth,
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, O’Guinn and McCarthy,
1987.

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; 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.
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 nontariff 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 d’Astous, 1993). In a recently
published metaanalysis 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 the type of respondent.

Stanford GSB marketing professor Itamar Simonson

and Ran Kivetz, an assistant 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 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 ill-defined 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 longheld
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. "Further more,
even when customers have well defined preferences
and receive offers that fit those preferences.

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 decision-making
courses. The loyalty program article is slated for
publication in the Journal of Marketing Research this
year. Online customization gives consumers the
opportunity to select a product.
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
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.

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.

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.

POPULAR BRANDS
Most respondents considered brands important.

SELECTION CRITERIA

When choosing leather consumer goods product quality

stood out as the principal consideration for respondent,
followed by product material, craftsmanship,
style/design, price and brand.

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)

4PS OF PUMA

Puma’s 4Ps comprised of the following approaches to

pricing, distribution, advertising and promotion, and
customer service:

Pricing: Puma’s 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.
Puma as a brand commands high premium.

Place: Puma shoes are distributed to Multi Brand store

front and the exclusive Puma stores across countries.
While this necessitates a second trip for the customer
to come and pick up the shoes, it allows Puma 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 Puma 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 Puma 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:

 Puma Oregon Digital Super Watch

 Puma Presto Cee Digital Medium Watch
 Puma Presto Cee Digital Small Watch
 Puma Ron Analog Watch
 Puma Triax 10 Regular Watch
 Puma Triax Armored II Analog Super Watch
 Puma Women's Imara Fit Digital Watch
 SWOT ANALYSIS
SWOT ANALYSIS PUMA, INC.

STRENGTHS

Puma is a very competitive organization. Phil Knight

(Founder and CEO) is often quoted as saying that
'Business is war without bullets.'
Puma has a healthy dislike of is competitors. At the
Atlanta Olympics, Reebok went to the expense of
sponsoring the games. Puma did not. However Puma
sponsored the top athletes and gained valuable
coverage.

Puma has no factories. It does not tie up cash in

buildings and manufacturing workers. This makes a
very lean organization. Puma 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), Puma will move production.

Puma 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. Puma does

have its own retailer in Puma 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
on to Puma.

OPPORTUNITIES

Product development offers Puma many opportunities.

The brand is fiercely defended by its owners whom
truly believe that Puma is not a fashion brand.
However, like it or not, consumers that wear Puma
product do not always buy it to participate in sport.
Some would argue that in youth culture especially,
Puma 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 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

Puma 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 Puma 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 Puma
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 Puma.
DATA ANALYSIS

1.BRAND POSITIONING OF PUMA SHOES ..?

Particular Respondent
Puma 32
Relaxo 25
Nike 43

50
45
40
35
30
25
20
15
10
5
0
Puma Relaxo Nike

Interpretation:-
The most preferred brand in the market is Nike (43%)
followed by Puma (32%) & Relaxo (25%).
2. WHAT TYPES OF SHOES DO YOU LIKE TO
PURCHASE MOSTLY?

Particuler Respondent
Sports 47
Canvas 18
Formal 35

50

45

40

35

30

25

20

15

10

0
Sports Canvas Formal

Interpretation:-
In the above graph we find out which type of shoes
company purchase. 47% company purchase the order
of sports shoe.18% company purchase the order of
canvas shoe, 35% company prefer formal shoes.
3. HOW DO YOU KNOW PUMA SHOES?

Particular Respondents
Advertisement 16
References 33
Past purchase 26
Sale person visit 25

35

30

25

20

15

10

0
Advertisement References Past purchase Sale person vist

Interpretation:-
In this question we have the survey about the how the
other company should know about the select shoes.
Where the result is shown that 16% know through
advertisement, 33% are references , 26% are past
purchase & 25% are sale person visit.
4. HAVE YOU HEARD THE NAME OF THE PUMA
SHOES?

Particular Respondent
Yes 89
No 11

100

90

80

70

60

50

40

30

20

10

0
Yes No

Interpretation:-
The graphically result shows that 89% people are
known about the Puma shoes & 11% people are not
know about the name of Puma shoes.
5. WHICH TYPE OF ADVERTISEMENT YOU DO THE
ATTRACT MORE?

Particular Respondent
Internet 48
TV 22
Bill boards 9
Newspaper 21

60

50

40

30

20

10

0
Internet TV Bill boards News paper

Interpretation:-
The graphically result shows that 48% say internet,
22% say TV, 9% say bill boards & remaining 21% say
newspaper.
6. FACTORS AFFECTING THE PURCHASING
DECISION?

Factors Respondent
Price 28
Quality 31
Size 11
Brand image 18
Design 12

35

30

25

20

15

10

0
Price Quality Size Brand image Design

Interpretation:-
Studies reveals that price, quality, size, brand image &
design fall between large extent & extent others
attributes like colour of the shoes lies between the
some extent and least extent.
7. PRODUCT QUALITY OF PUMA SHOES?

Particular Respondent
Poor 3
Fair 26
Average 22
Good 44
Excellent 5

50

45

40

35

30

25

20

15

10

0
Poor Fair Average Good Excellent

Interpretation:-
The graphically result shows that 3% is poor, 26% is
fair, 22% is average, 44% is good & 5% is excellent
quality of shoes.
8. DO YOU HAVE ANY COMPLAINTS ABOUT THE
PRODUCT OF THE COMPANY?

 Yes 17%
 No 83%

Yes
No

9. DO YOU PREFER BUYING THE PRODUCT

ONLINE?

 Yes 60%
 No 40%

Yes
No
Do you ask for a specific brand by name?

 90% people say yes to this. and the remaining

10% say no.

Which brand do you generally use?

 People in India prefer Puma the most as we can
see that 17% people prefer Puma sports wear.

Has any sports shoes ad made an impact on you?

 Most of the people are influenced with Adidas’s ad,
then with Reebok and then Puma. The most
uninfluential is that of action.

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.
 CONCLUSION
The specific brand objective of Puma 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

Puma brand in the west and other parts of the world,
they are yet to be cultivated in India. Puma has to
ensure that their brand is built up on these pillars in
India.

The secondary brand objective of Puma 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.
Puma 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 Bata’s Power and Liberty
would be ahead of Puma in terms of popularity. We
also notice that Puma is at par with Reebok. This again
does not reflect too well on the brand, considering that
Puma outsells Reebok everywhere else in the world.

Hence it is reasonable to state that Puma’s 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 company’s primary objective is
quite clear.
Puma’s 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, Puma’s market share is
number-one in the athletic footwear Company in most
places around the world. Catch phrases like, "Just Do
It," and symbols like the Puma "Swoosh," couple with
sports icons to serve as instant reminders of the Puma
Empire. It is about time that this competency is
leveraged on to India.
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
Puma’s image at the point of purchase.

For decades, consumers have come to associate the

Puma 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.

Puma’s vision is to remain the leader in the Company.

The company will continue to produce the quality
products that have been provided in the past. Most
importantly, Puma will continue to meet the
everchanging needs of the customers, through produc
innovation. In the past, the company has utilized
product differentiation as the main competitive
strategy. As Puma’s reputation dictates, it will continue
to place emphasis in this area. Puma has built its
business on providing products that rise above all
others and this has made it the worldwide success that
it is today.
Puma is known for its technologically advanced
products and is the leader in this area. This allows
Puma’s products to stand out from the rest. The
company’s focus also allows it to maintain a some what
narrow niche that enables it to effectively capture the
needs and wants of the consumers. An example of
Puma’s 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 wearer’s feet.
 FINDINGS
The most preferred brand in the market is Nike (43%)
followed by Puma (32%) & Relaxo (25%).We find out
which type of shoes company purchase. 47% company
purchase the order of sports shoe,18% company
purchase the order of canvas shoe, 35% company
prefer formal shoes.

We have the survey about the how the other company

should know about the select shoes. Where the result
is shown that 16% know through advertisement, 33%
are references , 26% are past purchase & 25% are sale
person visit. We shows that 89% people are known
about the Puma shoes & 11% people are not know
about the name of Puma shoes.

We shows that 48% say internet, 22% say TV, 9% say

bill boards & remaining 21% say newspaper. Studies
reveals that price, quality, size, brand image & design
fall between large extent & extent others attributes like
colour of the shoes lies between the some extent and
least extent.

We shows that 3% is poor, 26% is fair, 22% is

average, 44% is good & 5% is excellent quality of
shoes.
 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.
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 at 12.3%.
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 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, there’re 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/h
ardware 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
permissionbased 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 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 crosschannel
sophistication in data capture: unless they’re
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. Retailoriented 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.
 ANNEXURE

QUESTIONNAIRE

1. WHAT TYPES OF SHOES DO YOU LIKE TO

PURCHASE MOSTLY?

 Sports 47.00
 Canvas 18.00
 Formal 35.00

2. HOW DO YOU KNOW PUMA SHOES?

 Advertisement 16.00
 References 33.00
 Past Purchases 26.00
 Sale Person Visit 25.00

3.BRAND POSITIONING OF SHOES?

 Puma 32.00
 Relaxo 25.00
 Nike 43.00

4. HAVE YOU HEARD THE NAME OF THE PUMA

SHOES?

 Yes 89.00
 No 11.00

5. WHICH TYPE OF ADVERTISEMENT YOU DO THE

ATTRACT MORE?

 Internet 48.00
  TV 22.00
 Bill boards 09.00
 Newspaper21.00
6.FACTOR AFFECTING THE PURCHASING DECISION?

 Price 28.00
 Quality 31.00
 Size 11.00
 Brand image 18.00
 Design 12.00

7. PRODUCT QUALITY OF PUMA SHOES?

 Poor 03.00
 Fair 26.00
 Average 22.00
 Good 44.00
 Excellent 05.00

8. DO YOU HAVE ANY COMPLAINT ABOUT THE PRODUCT

OF THE COMPANY?

 Yes 17.00
 No 83.00

9. DO YOU PREFER BUYING THE PRODUCT ONLINE?

 Yes 60.00
 No 40.00

10. EFFECT OF PRICE?

 Yes 83.00
 No 17.00
 BIBLIOGRAPHY

BOOKS

Marketing Management - Philip Kotler

Consumer Behavior, 6th Edition, by Hawkins, Best
ad Coney.

WEBSITES

http://in.puma.com : PUMA, Inc. Official Site,

the world?s largest,
leading athletic brand[/url]
Puma 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, derivatives,
companies, Commodities,Forex, Global markets,
Mutual fund, IPO,Personal Finance, insurance,
Loans,Creditcards,money,debt,mortgages,economy,sec
tor[/url]
Puma’s online store for India.

NEWSPAPER
Economic Times