m


 
 m

 
   
 

Name Roll No.

Mahesh Mhaske 35
Anand Sachade 47
Jyothiraj Nair 38
Salil Hardikar 17
Pallavi Guhagarkar 15
ata Ltd-Founded in 1894
 The ata family's ties to shoemaking span more than two
dozen generations in the year 1580 Czech village of Zlin.

 In 1894, the family began to make transition from cobblers

to industrialists.

 Same year, Tomas G. ata, Sr., along with his brother

Antonin and sister Anna, borrowed 800 florins,(approx.
$350)from their mother and launched a shoemaking
business.
ata Ltd-Founded in 1894
 They rented a pair of rooms, acquired two sewing
machines on an installment plan, and paid for their
leather and other materials with promissory notes.

 They produced stitched, coarse-woolen footwear. Within a

year, the business was successful enough to enable the
atas to employ ten people in their factory, and another
forty who worked out of their own homes.

 In the same year, 1895, Antonin was drafted into the

military and Anna quit the business to get married, forcing
Tomas to assume complete control of the venture. He was
just 19 years old.
 As war swept across Europe in 1939, Tom ata Sr. was faced
with a difficult situation.

 ecause of the Nazi invasion of Czechoslovakia and the

uncertain future engendered by the resulting occupation,
Tom ata Sr., sought to preserve his father's business by
abandoning his Czechoslovakian operations and
emigrating to Canada with a hundred of his managers and
their families.

 ata operates 63 companies in various industries but

footwear remains the core business with 60 million pairs
sold per year in more than 30 countries.
 Canada's government issued very conservative voluntary
guidelines on new investments in South Africa. As a result,
ata sold its holdings in South Africa in 1986.

 ata also faced problems trying to get back into Slovakia.

The problem was that the Czech and Slovak governments
wanted compensation for the factories, but ata felt the
factories were still his.
¦


 The key to ata's success has traditionally been a low-cost
manufacturing base tied to an extensive distribution
network

 ata not prefers export production; when possible, it

chooses local production to serve the local market rather
than imports!

 Healthy competition in global market


 To adjust to the market evolution ata undertakes a major
reorientation from manufacturing to designing, marketing
and distribution.
 ata brought in Jim Pantelidis to assume the CEO position.
Pantelidisǯs background was in retail gasoline sales
 Pantelidis instituted a plan to develop regional shoe lines,
as opposed to lines created for individual countries. In
addition, he wanted to create economies of scale by
building regional infrastructures.
 The goal was to use the regional infrastructures to position
the ata brand on a global basis.
 
 The tenure of Pantelidis lasted just two years.
 Thomas G ata, founderǯs grandson becomes the Groupǯs
chairman.
 ata began to reorganize the company, essentially running the
business out of Switzerland
 A new international structure is implemented around 4
meaningful business units (M s) to give more focus to the
business and gain synergies within each region, especially in
sourcing and product development
 

 
ata Europe, Lausanne
ata Asia Pacific-Africa, Singapore
ata Latin America, Mexico
ata North America, Toronto
 
 As part of re-inventing its core competencies, ata Shoe
innovation Centres open around the world to focus on the
development of shoes with exclusive comfort technology
features and designs.


 New steps in China with the opening of the ata

procurement centre in Guanzhou and a distribution
partnership for the opening of ata retail stores.
 
 Start of the 262 acres Riverbank township construction to
modernize the atanagar factory complex, near Kolkata.
It is expected to be completed by 2011 with 2500 modern
housing for employees, a large hospital, a school, an IT
park, a hotel and residential flats along the riverside.

 Launch of the randed usiness Division to consolidate

our existing worldwide branded business activities into a
leading industrial and professional footwear company.
 
 Communist verdict against Jan A. ata overturned

 Tie up with Nike for franchisee in angladesh


   
 Today, ATA operates in 50 countries across five continents
 One million customers per day
 Runs 40 production facilities across 26 countries
 Employs more than 40,000 people.
 Operates 5000 retail stores.
 ata India, with 1,250 stores, is the largest company in the ata
tree in terms of shoe sales and the second largest in terms of
revenues.
 Since the day it was founded over 100 years ago, ata has sold
more than 14 billion pairs of shoesȄmore than the number of
human feet that have walked the earth.
 ataǯs popular brands include Marie Claire, Dr Scholls and
Hush Puppies.
~
 ata operates 5 shoe innovation centers (S.I.C). Research
is conducted into the application of new technology,
materials and design for shoe comfort features.
Each S.I.C has a product focus to supply complete
packages of services for the manufacturing and marketing
of innovative shoes.

 
ata Premium Collection

m

!
Athletic footwear
"# Childrenǯs shoes
!
Affordable footwear for tropical climates
m$
Fashion and casual shoes
~

 In each S.I.C, international designers and technicians conduct

advanced product research and establish strict quality control
procedures. The focus is on introducing new and exciting
products that are competitively priced and give the best value to
customers.

 Always ahead in new designs, new features, new products. A

relentless search will continue for better quality and pursuit of
excellence.
Î
 

 Is the positioning strategy right?
 Today are they market driven or manufacturing
driven?
 Are they changing enough with the competitive world?
 Are the product ranges and pricing strategy enough to
beat the global competition?

*