Professional Documents
Culture Documents
Managing Budgets and Resources
Managing Budgets and Resources
Managing Budgets and Resources
ON
…………….
SUBMITTED BY:
PRAGATI GUPTA
ENROLLMENT NO : ……………
MBA
In
IB
2018
SL.NO CONTENTS PAGE NO.
1
PART – I
2 TO 12
EXECUTIVE SUMMARY
PART – II
2 INTRODUCTION TO THE STUDY 13 TO 25
INDUSTRY PROFILE
PART - III
3 26 TO 57
INTRODUCTION OF COMPANY
PART - IV
4 58 TO 60
RESEARCH METHDOLOGY
OBJECTIVES OF THE STUDY
6
PART - V 61 TO 72
DETAIL DESCRIPTION
PART - VI
7 73 TO 80
REVIEW, DATA ANALYSIS AND INTERPRETATION
PART – VII
CONCLUSIONS.
ANNEXURE
9 BIBILOGROPHY. 98 TO 99
EXECUTIVE SUMMARY
INDUSTRY PROFILE.
COMPANY PROFILE.
NEED FOR THE STUDY.
OBJECTIVES OF THE STUDY.
SCOPE OF THE STUDY.
LIMITATIONS OF THE STUDY.
PART - I
METHODOLOGY.
FINDINGS.
SUGGESTIONS.
CONCLUSION.
EXECUTIVE SUMMARY
INDUSTRY PROFILE.
COMPANY PROFILE.
NEED FOR THE STUDY.
OBJECTIVES OF THE STUDY.
SCOPE OF THE STUDY.
LIMITATIONS OF THE STUDY.
METHODOLOGY.
FINDINGS.
EXECUTIVE SUMMARY
“STUDY OF INTERNATIONAL BRANDS IN THE EMERGING INDIAN MARKETS:-A CASE STUDY OF PRADA”
As a part of curriculum, every student studying MBA has to undertake a project on a particular subject
assigned to him/her. Accordingly I have been assigned the project work on the study of International
Prada is an Italian luxury fashion house, specializing in leather handbags, travel accessories, shoes,
ready-to-wear, perfumes and other fashion accessories, founded in 1913 by Mario Prada.
The company was started in 1913 by Mario Prada and his brother Martino as a leather goods shop –
Fratelli Prada – in Milan, Italy. Initially, the shop sold animal goods and imported English steamer trunks
and handbags.
Mario Prada did not believe that women should have a role in business, and so he prevented female
family members from entering his company. Ironically, Mario's son harbored no interest in the business,
so it was his daughter Luisa Prada who took the helm of Prada as his successor, and ran it for almost
twenty years. Her own daughter, Miuccia Prada, joined the company in 1970, eventually taking over for
Miuccia began making waterproof backpacks out of Pocone. She met Patrizio Bertelli in 1977, an Italian
who had begun his own leather goods business at the age of 24, and he joined the company soon after.
He advised Miuccia on company business, which she followed. It was his advice to discontinue importing
So, during this report I do complete studies and research on said company and try to fulfill all objective
as mention.
India was a promising market to many international brands, it was not completely immune to the global
economic flu. More than its primary impact on the economy, it sobered the mood in the consumer
market. Even the core target group for international brands, that had just begun to splurge, apparently
without guilt, tightened the purse strings and either down-traded or postponed their purchases. The
study of showing International brands value in the Indian Market. It attempts to understand the buyer
decision processes/buyer decision making process, both individually and in groups. It studies
characteristics of individual consumers such as demographics, psychographics, and behavioral variables
I also present all research work related to this company and provide some Suggestions & Conclusions on
COMPANY PROFILE
Logo
Prada is an Italian luxury fashion house, specializing in leather handbags, travel accessories, shoes,
ready-to-wear, perfumes and other fashion accessories, founded in 1913 by Mario Prada.
The company was started in 1913 by Mario Prada and his brother Martino as a leather goods shop –
Fratelli Prada – in Milan, Italy. Initially, the shop sold animal goods and imported English steamer trunks
and handbags.
Mario Prada did not believe that women should have a role in business, and so he prevented female
family members from entering his company. Ironically, Mario's son harbored no interest in the business,
so it was his daughter Luisa Prada who took the helm of Prada as his successor, and ran it for almost
twenty years. Her own daughter, Miuccia Prada, joined the company in 1970, eventually taking over for
Miuccia began making waterproof backpacks out of Pocone. She met Patrizio Bertelli in 1977, an Italian
who had begun his own leather goods business at the age of 24, and he joined the company soon after.
He advised Miuccia on company business, which she followed. It was his advice to discontinue importing
With the Howley Brother’s growing reputation for designing and installing ground source system s in
challenging environments, it came as no surprise that Prada, probably one of the most iconic brands in
the w orld of high class fashion, had learned of the pioneering open loop ground source system installed
by them at Scott’s of Mayfair restaurant in 2006. Prada wanted to und erstand more about how they
could potentially install a system that would allow them to service their soon to be refurbished flagship
store in Old Bond Street, London. With a cha llenging timeframe ahead of them Iain and Andy Howley
set to work with Prada’s engineering team (ESA Engineering of Milan) and architects Gregori Chiarotti.
The Prada building had an initial estimated colling demand of ~ 380kW. ESA were looking for a flow
demand of approx 12l/sec to service the facility. On investigation it was discovere d that there was a
potential to expand the site and so the te am were advised to test the wells at a higher demand to
A site survey showed that it was going to be extremely difficult to install wells on the site. At the frront
of the property, there was scope to drill through old coal vaults that extended from the building façade,
which whilst a challenge, was something that we had done on a nu mber of occasions previously for
other clients.
The second location was one to really test our Engineer’s mettle. A stairwell at the back of the buildi ng
to the atmosphere was the only place to realisitically place a well. We devised an entry route to take the
rig and equipment through the front of the shop b y removing a 2.8m wide plate glass window. The
basement void beneath the shop floor traversed by the plant had to be fully propped to take the weight
of the equipment. A specialised platform was designed and constructed to take the weig ht of the
Much like Scott’s, because there was limited space between the wells and a reasonably sizeable load to
be services, the Prada team were advised that our aquifer thermal modelling work would almost
certainly show intolerable thermal interference between wells at some point in the future. Our
Designers therefore using the most advanced 3D numerical modelling software, modelled the system
with and without the inclusion of a “bleed off” facility to identify the potential volumes to be discharged
off site to make the system sustainable. The final de sign incorporated a motorised valve automatically
activated by controls acting on a signal showing increased abstraction water temperature. This system
would allow the groundwater temperatures to stabilise and switch back when it had done so.
With the Prada team fully up to speed with our intentions and all enabling and design works complete,
the drillers moved in to start the main phase of the onsite works. Casing was engineered in short leng
ths to allow them to be handled inside the building. The work area had to be kept to an absolute
minimum to allow other trades to do their works – including Italian craftsme n laying marble floors
whilst the wells were being tested!. The wells were acidised and successfully tested at the target flow
rate of 18l/sec.
The project was complete d in early 2012 and serves as our most complex open loop project by a
country mile. A challenge that was met by Our skilled and experienced team. Iain Howley commented
“Little did I know what lay ahead for the design team after taking the initial call from Paolo Chiarotti.
With a very tig ht programme and an even tighter site to be accessed this was right up our street! I
would be lying if I said there weren’t odd nights lying in bed staring at the ceiling but it is engineering
challenges like this that we really like to get our teeth into. It was great to work directly for an
organisation like Prada and off the back off this project we are now progressing with another world
famous fashion label just up the road. Iain joked… we are quickly asserting ourselves as the mo st
fashionable ground source designers in Britain. Seriously though, Prada really is one to be proud of.”
global economic flu. More than its primary impact on the economy, it sobered the mood in the
consumer market. Even the core target group for international brands, that had just begun to
splurge, apparently without guilt, tightened the purse strings and either down-traded or
So, the need for study of showing International brands value in the Indian Market and the study of
International Brands in the Emerging Indian Markets, with Case Study of Prada.
1. To study the customer perception & awareness towards the International brands.
3. To know the main factor which motivates customer to buy international brands?
4. To know the main source of awareness in them about the international brands.
The scope of the study is identified after and during the study is conducted. The main scope of the study
was to put into practical the theoretical aspect of the study into real life work experience. The study of
Prada Group give complete knowledge related to this brand and I also know about the study of
Limited interaction with the concerned heads due to their busy schedule.
The findings of the study are based on the information retrieved by the selected unit.
METHDOLOGY
In preparing of this project the information collected from the following sources.
Primary data:
The Primary data has been collected from Personal Interaction with CEO, Director and other staff
members.
Secondary data:
The major source of data for this project was collected through annual reports, profit and loss account
of 5 year’s period from & some more information collected from internet and text sources. Some
Historical Data also used to complete this report from internet, journal and Magazine.
SAMPLING DESIGN
Sampling unit : Product & Services
Tools Used: MS-Excel has been used for calculations and Ms Word used for Reporting
FINDINGS:
To study the customer perception & awareness towards the International brands.
To know the main factor which motivates customer to buy international brands?
To know the main source of awareness in them about the international brands.
SUGGESTIONS
In the face of globalization of market, the globe has become narrower in terms of culture and
consumer behaviour. Many of the reputed global firms have transformed multinational
strategies to global marketing strategies. In the face of these global trends, we are interested in
knowing how Indian consumers are reacting to new business trends. The objective of this study
was to find out the attitude of Indian University students towards local versus foreign clothing
brand. The respondents were asked to evaluate a popular local Indian casual brand and
International Brand like Prada. The variable examined were emotional value, perceived quality,
brand loyalty, brand association, overall brand equity, and purchase intention of local versus
foreign brand. From our study it was found that foreign clothing brand is highly preferred over
most popular local clothing brand on the emotional parameters taken. From the independent t
test, it was clear that there is no gender bias in developing favourable attitude toward foreign
clothing product. The finding of the study will encourage foreign retailers for successful entry
CONCLUSION:
Indian consumers are changing-disposable income is rising, consumption patterns are changing,
and the level of brand consciousness is rising. This has led to the growth of modern retail, and
many global and Indian corporate are either investing or planning to invest in the Indian retail
sector. Based on a pan-India survey of rich and middle-income consumers, this paper examines
consumer shopping behavior for brands across different product categories and knowledge and
I also study of International Brands in the Emerging Indian Markets with Case Study of Prada
Group.
PART - II
In the face of globalization of market, the globe has become narrower in terms of
culture and consumer behaviour. Many of the reputed global firms have transformed
multinational strategies to global marketing strategies. The main thrust for globalization
of market arose from Levitt. Levitt opined that the “global corporation” that has been
created does not cater to local differences in taste. These differences were being
high quality at a cost lower than that of the competitors. Levitt’s main argument is that
standardized marketing strategies lead to scale economics, cost reduction and better
profits. The consensus emerging from country of origin research suggests that
Consumer is the King of market and all the marketing activities of all the business and
industrial enterprises of today go around the habits, tastes, preferences, perception and
attitudes of consumers. All efforts are being made to provide maximum satisfaction to
maximum consumers. Goods and Services are produced according to the specifications
of these needs and wants and these goods and services are distributed to the consumers
at the right time and place through most suitable channels of distribution. Marketers
have come to realize that no marketing efforts can be successful if the choices, tastes
and attitudes of consumers are not properly considered. Therefore, they lay stress upon
marketing research and study consumer behaviour. Further, a buyer purchases a product
because of certain physical, social and economical forces creating a desire or a want for
the product. A decision to buy a product is taken after passing through different stages.
Need recognition is the first thing in the buying stages, which is followed by product
awareness, interest, evaluation and intention, source of information, purchase and post
purchase behaviour. A decision to buy a product of daily use may be taken in few
seconds while the decision to buy a durable product is taken after critical study of many
factors. According to recent survey by FICCI, India’s rapid economic growth has set the
stage for fundamental change among the country’s consumers. There is discernible shift
preference for new models. The changing dynamics of consumer behaviour reflects that
luxury goods are now being perceived as necessities with higher disposable incomes
being spent on lifestyle products. A large number of domestic and multinational
companies are already competing in the market and the challenges would force
companies to be more dynamic to adapt the rapidly changing needs and incomes of the
consumers. In recent years, consumers have shown inclination for foreign goods and
In the face of these global trends, we are interested in knowin g how Indian consumers
are reacting to new business trends. The objective of this study was to find out the
attitude of Indian University students towards local versus foreign clothing brand. The
respondents were asked to evaluate a popular local Indian casual brand and an Prada
Group. The variable examined were emotional value, perceived quality, brand loyalty,
brand association, overall brand equity, and purchase intention of local versus foreign
brand. From our study it was found that foreign clothing br and Prada Group is highly
preferred over most popular local clothing brand on the emotional parameters taken.
From the independent t test, it was clear that there is no gender bias in developing
favourable attitude toward foreign clothing product. The find ing of the study will
INDUSTRIAL PROFILE
HISTORY
Prada is an Italian luxury fashion house, specializing in leather handbags, travel accessories, shoes,
ready-to-wear, perfumes and other fashion accessories, founded in 1913 by Mario Prada.
The company was started in 1913 by Mario Prada and his brother Martino as a leather goods shop –
Fratelli Prada – in Milan, Italy. Initially, the shop sold animal goods and imported English steamer trunks
and handbags.
Mario Prada did not believe that women should have a role in business, and so he prevented female
family members from entering his company. Ironically, Mario's son harbored no interest in the business,
so it was his daughter Luisa Prada who took the helm of Prada as his successor, and ran it for almost
twenty years. Her own daughter, Miuccia Prada, joined the company in 1970, eventually taking over for
Miuccia began making waterproof backpacks out of Pocone. She met Patrizio Bertelli in 1977, an Italian
who had begun his own leather goods business at the age of 24, and he joined the company soon after.
He advised Miuccia on company business, which she followed. It was his advice to discontinue importing
Founding
The company was started in 1913 by Mario Prada and his brother Martino as a leather goods
shop – Fratelli Prada – in Milan, Italy. Initially, the shop sold animal goods and imported
Mario Prada did not believe that women should have a role in business, and so he prevented
female family members from entering his company. Ironically, Mario's son harbored no interest
in the business, so it was his daughter Luisa Prada who took the helm of Prada as his successor,
and ran it for almost twenty years. Her own daughter, Miuccia Prada, joined the company in
Miuccia began making waterproof backpacks out of Pocone. She met Patrizio Bertelli in 1977,
an Italian who had begun his own leather goods business at the age of 24, and he joined the
company soon after. He advised Miuccia on company business, which she followed. It was his
advice to discontinue importing English goods and to change the existing luggage.
Development
Miuccia inherited the company in 1978 by which time sales were up to U.S. $450,000.
With Bertelli alongside her as business manager, Miuccia was allowed time to
implement her creativity in the company's designs. She would go on to incorporate her
She released her first set of backpacks and totes in 1979. They were made out of a
tough military spec black nylon that her grandfather had used as coverings for steamer
trunks. Initial success was not instant, as they were hard to sell due to the lack of
advertising and high-prices, but the lines would go on to become her first commercial
hit.
Next, Miuccia and Bertelli sought out wholesale accounts for the bags in upscale
department stores and boutiques worldwide. In 1983, Prada opened a second boutique in
the centre of the Galleria Vittorio Emanuele in Milan's shopping heart, on the site of the
previous historic "London House" emporium run by Felice Bellini from 1870 to the
1960s, reminiscent to the original shop, but with a sleek and modern contrast to it.
The next big release was a nylon tote. That same year, the house of Prada began expansion
across continental Europe by opening locations in prominent shopping