Check this out if you are looking for a branded formal shoe...
Bata is known as a family owned brand in terms of footwear globally.It brings an comfortable and light shoe, a daily office wear for men.This pair can also be used in parties.
Bata is an internationally renowned brand from switzerland.
Bata as a brand hold a unique place in the heart of Indians. It has been catering to the contemporary to modern footwear related needs of the discerning Indian customers. The brand today stands for trendy, colorful and youthful footwear destination offering shoes and accessories for your entire family.
Men's footwear
Cons:
Bata is known as a family owned brand in terms of footwear globally.It brings an comfortable and light shoe, a daily office wear for men.This pair can also be used in parties.
Bata is an internationally renowned brand from switzerland.
Bata as a brand hold a unique place in the heart of Indians. It has been catering to the contemporary to modern footwear related needs of the discerning Indian customers. The brand today stands for trendy, colorful and youthful footwear destination offering shoes and accessories for your entire family.
Men's footwear
About the Brand:
Bata (also known as Bata Shoe Organization) is a family-owned global footwear and fashion accessory manufacturer and retailer with acting headquarters located in Lausanne, Switzerland. Organized into three business units: Bata Europe, based in Italy; Bata Emerging Market (Asia, Pacific, Africa and La tin America), based in Singapore, and Bata Protective (worldwide B2B operations), based in the Netherlands, the organization has a retail presence of over 5200 retail stores in more than 70 countries and production facilities in 18 countries.
The T. & A. Baťa Shoe Company was founded on the 24th of August 1894 in Zlín (Moravia, today the Czech Republic) by Tomáš Baťa (Czech: [ˈtomaːʃ ˈbaca]), his brother Antonín and his sister Anna, whose family had been cobblers for generations. The company employed 10 full-time employees with a fixed work schedule and a regular weekly wage, a rare find in its time.
Tomáš, Antonín and their sister Anna Baťa
In the summer of 1895, Tomáš found himself facing financial difficulties, and debts abounded. To overcome these serious setbacks, Tomáš decided to sew shoes from canvas instead of leather. This type of shoe became very popular and helped the company grow to 50 employees. Four years later, Bata installed its first steam-driven machines, beginning a period of rapid modernisation. In 1904, Tomáš read a newspaper article about some machines being made in America. Therefore, he took three workers and journeyed to Lynn, a shoemaking city outside Boston, in order to study and understand the American system of mass production. After six months Tomáš returned to Zlin and he introduced mechanized production techniques that allowed the Bata Shoe Company to become one of the first mass producers of shoes in Europe. Its first mass product, the “Batovky,” was a leather and textile shoe for working people that was notable for its simplicity, style, light weight and affordable price. Its success helped fuel the company’s growth. After Antonin's death in 1908, Tomas brought two of his younger brothers, Jan and Bohuš, into the business. Initial export sales and the first ever sales agencies began in Germany in 1909, followed by the Balkans and the Middle East. Bata shoes were considered to be excellent quality, and were available in more styles than had ever been offered before. By 1912, Bata was employing 600 full-time workers, plus another several hundred who worked out of their homes in neighbouring villages.
In 1914, with the outbreak of World War I, the company had a significant development due to military orders. From 1914 to 1918 the number of Baťa’s employees increased ten times. The company opened its own stores in Zlín, Prague, Liberec, Vienna and Pilsen, among other towns.
In the global economic slump that followed World War I, the newly created country of Czechoslovakia was particularly hard hit. With its currency devalued by 75%, demand for products dropped, production was cut back, and unemployment was at an all-time high. Tomáš Baťa responded to the crisis by cutting the price of Bata shoes in half. The company’s workers agreed to a temporary 40 percent reduction in wages; in turn, Bata provided food, clothing, and other necessities at half-price. He also introduced one of the first profit sharing initiative transforming all employees into associates with a shared interest in the company's success (today's equivalent of performance-based incentives and stock option.
Consumer response to the price drop was dramatic. While most competitors were forced to close because of the crisis in demand between 1923 and 1925, Bata was expanding as demand for the inexpensive shoes grew rapidly. The Bata Shoe Company increased production and hired more workers. Zlín became a veritable factory town, a "Bataville" covering several hectares. On the site were grouped tanneries, a brickyard, a chemical factory, a mechanical equipment plant and repair shop, workshops for the production of rubber, a paper pulp and cardboard factory (for production of packaging), a fabric factory (for lining for shoes and socks), a shoe-shine factory, a power plant and a farming activities to cover both food and energy needs... Horizontal and vertical integration. Workers, "Batamen", and their families had at their disposal all the necessary everyday life services: housing, shops, schools, hospital, etc.
Bata also began to build towns and factories outside of Czechoslovakia (Poland, Latvia, Romania, Switzerland, France) and to diversify into such industries as tanning (1915), the energy industry (1917), agriculture (1917), forest farming (1918), newspaper publishing (1918), brick manufacturing (1918), wood processing (1919), the rubber industry (1923), the construction industry (1924), railway and air transport (1924), book publishing (1926), the film industry (1927), food processing (1927), chemical production (1928), tyre manufacturing (1930), insurance (1930), textile production (1931), motor transport (1930), sea transport (1932), and coal mining (1932). Airplane manufacturing (1934), synthetic fibre production (1935), and river transport (1938). In 1923 the company boasted 112 branches.
In 1924 Tomáš Baťa displayed his business acumen by figuring out how much turnover he needed to make with his annual plan, weekly plans and daily plans. Baťa utilized four types of wages – fixed rate, individual order based rate, collective task rate and profit contribution rate. He also set what became known as Baťa prices – numbers ending with a nine rather than with a whole number. His business skyrocketed. Soon Baťa found himself the fourth richest person in Czechoslovakia. From 1926 to 1928 the business blossomed as productivity rose 75 percent and the number of employees increased by 35 percent. In 1927 production lines were installed, and the company had its own hospital. By the end of 1928, the company’s head factory was composed of 30 buildings. Then the entrepreneur created educational organizations such as the Baťa School of Work and introduced the five-day work week. In 1930 he established a stunning shoe museum that maps shoe production from the earliest times to the contemporary age throughout the world. By 1931 there were factories in Germany, England, the Netherlands, Poland and in other countries.
In 1932, at the age of 56, Tomáš Baťa died in a plane crash during take off under bad weather conditions at Zlín Airport. Control of the company was passed to his half-brother, Jan, and his son, Thomas John Bata, who would go on to lead the company for much of the twentieth century guided by their father’s moral testament: the Bata Shoe company was to be treated not as a source of private wealth, but as a public trust, a means of improving living standards within the community and providing customers with good value for their money. Promise was made to pursue the entrepreneurial, social and humanitarian ideals of their father. The Baťa company was apparently the first big enterprise to systematically utilise aircraft for company purposes, including rapid transport of lesser personnel on business like delivery of maintenance men and spares to a location where needed, originating the practice of business flying.
At the time of Tomáš's death, the Bata company employed 16,560 people, maintained 1,645 shops and 25 enterprises. Jan Baťa, following the plans laid down by Tomáš Baťa before his death, expanded the company more than six times its original size throughout Czechoslovakia and the world. Plants in Britain, the Netherlands, Yugoslavia, Brazil, Kenya, Canada and the United States, followed in the decade. In India, Batanagar was settled near Calcutta and accounted from the late 1930s nearly 7500 Batamen. The Bata model fitted anywhere, creating, for example, canteens for vegetarians in India. In exchange, the demands on workers were as strong as in Europe: "Be courageous. The best in the world is not good enough for us. Loyalty gives us prosperity & happiness. Work is a moral necessity!" Bata India was incorporated as Bata Shoe Company Pvt. Ltd in 1931[1] and went on to become Bata India Ltd. in 1973. Batanagar factory is the first Indian shoe manufacturing unit to receive the ISO 9001 certification in 1993.
As of 1934, the firm owned 300 stores in North America, a thousand in Asia, more than 4,000 in Europe. In 1938, the Group employed just over 65,000 people worldwide, including 36% outside Czechoslovakia and had stakes in the tanning, agriculture, newspaper publishing, railway and air transport, textile production, coal mining and aviation realms.
Bata (also known as Bata Shoe Organization) is a family-owned global footwear and fashion accessory manufacturer and retailer with acting headquarters located in Lausanne, Switzerland. Organized into three business units: Bata Europe, based in Italy; Bata Emerging Market (Asia, Pacific, Africa and La tin America), based in Singapore, and Bata Protective (worldwide B2B operations), based in the Netherlands, the organization has a retail presence of over 5200 retail stores in more than 70 countries and production facilities in 18 countries.
The T. & A. Baťa Shoe Company was founded on the 24th of August 1894 in Zlín (Moravia, today the Czech Republic) by Tomáš Baťa (Czech: [ˈtomaːʃ ˈbaca]), his brother Antonín and his sister Anna, whose family had been cobblers for generations. The company employed 10 full-time employees with a fixed work schedule and a regular weekly wage, a rare find in its time.
Tomáš, Antonín and their sister Anna Baťa
In the summer of 1895, Tomáš found himself facing financial difficulties, and debts abounded. To overcome these serious setbacks, Tomáš decided to sew shoes from canvas instead of leather. This type of shoe became very popular and helped the company grow to 50 employees. Four years later, Bata installed its first steam-driven machines, beginning a period of rapid modernisation. In 1904, Tomáš read a newspaper article about some machines being made in America. Therefore, he took three workers and journeyed to Lynn, a shoemaking city outside Boston, in order to study and understand the American system of mass production. After six months Tomáš returned to Zlin and he introduced mechanized production techniques that allowed the Bata Shoe Company to become one of the first mass producers of shoes in Europe. Its first mass product, the “Batovky,” was a leather and textile shoe for working people that was notable for its simplicity, style, light weight and affordable price. Its success helped fuel the company’s growth. After Antonin's death in 1908, Tomas brought two of his younger brothers, Jan and Bohuš, into the business. Initial export sales and the first ever sales agencies began in Germany in 1909, followed by the Balkans and the Middle East. Bata shoes were considered to be excellent quality, and were available in more styles than had ever been offered before. By 1912, Bata was employing 600 full-time workers, plus another several hundred who worked out of their homes in neighbouring villages.
In 1914, with the outbreak of World War I, the company had a significant development due to military orders. From 1914 to 1918 the number of Baťa’s employees increased ten times. The company opened its own stores in Zlín, Prague, Liberec, Vienna and Pilsen, among other towns.
In the global economic slump that followed World War I, the newly created country of Czechoslovakia was particularly hard hit. With its currency devalued by 75%, demand for products dropped, production was cut back, and unemployment was at an all-time high. Tomáš Baťa responded to the crisis by cutting the price of Bata shoes in half. The company’s workers agreed to a temporary 40 percent reduction in wages; in turn, Bata provided food, clothing, and other necessities at half-price. He also introduced one of the first profit sharing initiative transforming all employees into associates with a shared interest in the company's success (today's equivalent of performance-based incentives and stock option.
Consumer response to the price drop was dramatic. While most competitors were forced to close because of the crisis in demand between 1923 and 1925, Bata was expanding as demand for the inexpensive shoes grew rapidly. The Bata Shoe Company increased production and hired more workers. Zlín became a veritable factory town, a "Bataville" covering several hectares. On the site were grouped tanneries, a brickyard, a chemical factory, a mechanical equipment plant and repair shop, workshops for the production of rubber, a paper pulp and cardboard factory (for production of packaging), a fabric factory (for lining for shoes and socks), a shoe-shine factory, a power plant and a farming activities to cover both food and energy needs... Horizontal and vertical integration. Workers, "Batamen", and their families had at their disposal all the necessary everyday life services: housing, shops, schools, hospital, etc.
Bata also began to build towns and factories outside of Czechoslovakia (Poland, Latvia, Romania, Switzerland, France) and to diversify into such industries as tanning (1915), the energy industry (1917), agriculture (1917), forest farming (1918), newspaper publishing (1918), brick manufacturing (1918), wood processing (1919), the rubber industry (1923), the construction industry (1924), railway and air transport (1924), book publishing (1926), the film industry (1927), food processing (1927), chemical production (1928), tyre manufacturing (1930), insurance (1930), textile production (1931), motor transport (1930), sea transport (1932), and coal mining (1932). Airplane manufacturing (1934), synthetic fibre production (1935), and river transport (1938). In 1923 the company boasted 112 branches.
In 1924 Tomáš Baťa displayed his business acumen by figuring out how much turnover he needed to make with his annual plan, weekly plans and daily plans. Baťa utilized four types of wages – fixed rate, individual order based rate, collective task rate and profit contribution rate. He also set what became known as Baťa prices – numbers ending with a nine rather than with a whole number. His business skyrocketed. Soon Baťa found himself the fourth richest person in Czechoslovakia. From 1926 to 1928 the business blossomed as productivity rose 75 percent and the number of employees increased by 35 percent. In 1927 production lines were installed, and the company had its own hospital. By the end of 1928, the company’s head factory was composed of 30 buildings. Then the entrepreneur created educational organizations such as the Baťa School of Work and introduced the five-day work week. In 1930 he established a stunning shoe museum that maps shoe production from the earliest times to the contemporary age throughout the world. By 1931 there were factories in Germany, England, the Netherlands, Poland and in other countries.
In 1932, at the age of 56, Tomáš Baťa died in a plane crash during take off under bad weather conditions at Zlín Airport. Control of the company was passed to his half-brother, Jan, and his son, Thomas John Bata, who would go on to lead the company for much of the twentieth century guided by their father’s moral testament: the Bata Shoe company was to be treated not as a source of private wealth, but as a public trust, a means of improving living standards within the community and providing customers with good value for their money. Promise was made to pursue the entrepreneurial, social and humanitarian ideals of their father. The Baťa company was apparently the first big enterprise to systematically utilise aircraft for company purposes, including rapid transport of lesser personnel on business like delivery of maintenance men and spares to a location where needed, originating the practice of business flying.
At the time of Tomáš's death, the Bata company employed 16,560 people, maintained 1,645 shops and 25 enterprises. Jan Baťa, following the plans laid down by Tomáš Baťa before his death, expanded the company more than six times its original size throughout Czechoslovakia and the world. Plants in Britain, the Netherlands, Yugoslavia, Brazil, Kenya, Canada and the United States, followed in the decade. In India, Batanagar was settled near Calcutta and accounted from the late 1930s nearly 7500 Batamen. The Bata model fitted anywhere, creating, for example, canteens for vegetarians in India. In exchange, the demands on workers were as strong as in Europe: "Be courageous. The best in the world is not good enough for us. Loyalty gives us prosperity & happiness. Work is a moral necessity!" Bata India was incorporated as Bata Shoe Company Pvt. Ltd in 1931[1] and went on to become Bata India Ltd. in 1973. Batanagar factory is the first Indian shoe manufacturing unit to receive the ISO 9001 certification in 1993.
As of 1934, the firm owned 300 stores in North America, a thousand in Asia, more than 4,000 in Europe. In 1938, the Group employed just over 65,000 people worldwide, including 36% outside Czechoslovakia and had stakes in the tanning, agriculture, newspaper publishing, railway and air transport, textile production, coal mining and aviation realms.
Bata India is the largest retailer and leading manufacturer of footwear in India and is a part of the Bata Shoe Organization.
Incorporated as Bata Shoe Company Private Limited in 1931, the company was set up initially as a small operation in Konnagar (near Calcutta) in 1932. In January 1934, the foundation stone for the first building of Bata’s operation - now called the Bata. In the years that followed, the overall site was doubled in area. This township is popularly known as Batanagar. It was also the first manufacturing facility in the Indian shoe industry to receive the ISO: 9001 certification.
The Company went public in 1973 when it changed its name to Bata India Limited. Today, Bata India has established itself as India’s largest footwear retailer. Its retail network of over 1200 stores gives it a reach / coverage that no other footwear company can match. The stores are present in good locations and can be found in all the metros, mini-metros and towns
Bata’s smart looking new stores supported by a range of better quality products are aimed at offering a superior shopping experience to its customers.
The Company also operates a large non retail distribution network through its urban wholesale division and caters to millions of customers through over 30,000 dealers.
Specification
Colour: Brown
Material Type: Synthetic
Lifestyle: Business
Closure Type: Slip On
Warranty Type: Manufacturer
Product warranty against manufacturing defects: 60 days
Care Instructions: Allow your pair of shoes to air and de-odorize at regular basis; use shoe bags to prevent any stains or mildew; dust any dry dirt from the surface using a clean cloth; do not use polish or shiner
Pros:
- looks great
- light weight. They are very light on your feet and has a great comfortable
- Value for money. It's hard to get a better formal shoe at this price
- internal flexeblity and can be used as a daily basis.
- Warranty for 60 days
Cons:
- The sizes run a bit smaller than the normal. So get a size higher than what you normally wear.
- The sole is bit stiff
- Allow to de-odoize
- Can't wash
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