INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING,  
MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)  
ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
Customer Perception of Two Leading Footwear Companies in  
Bangladesh: BATA and APEX  
1Taposh Ranjan Sarker*, 1Rajib Saha, 2S. M. Tufazzal Haider, 3Monica Sarker, 4Masrur Alvee, 4Md.  
Adib Ibne Yousuf  
1Department of Textile Engineering, Southeast University, Tejgaon, Dhaka, Bangladesh  
2Department of Textile Engineering, Northern University Bangladesh  
3Department of Zoology, University of Chittagong  
4Department of Business Administration, Bangladesh University of Professionals  
DOI : https://doi.org/10.51583/IJLTEMAS.2025.1412000023  
Received: 12 December 2025; Accepted: 19 December 2025; Published: 29 December 2025  
ABSTRACT  
This research aims to assess customer perceptions of two leading Bangladeshi footwear brands, BATA and  
APEX. A structured questionnaire was designed to evaluate factors such as price, size, durability, design, and  
additional benefits influencing consumer beliefs. The study examines how sudden price changes, trust in  
information sources, aesthetic appeal, and willingness to pay affect customer perceptions. It also segments  
respondents by age, gender, occupation, monthly income, and preferred brand to gain deeper insights into  
consumer behavior. Additionally, the research analyzes media and promotional content of BATA and APEX,  
identifying implicit and explicit messages, characteristic language associated with positive or negative beliefs,  
and the impact of celebrity endorsements. Comparisons between the two brands are drawn across all examined  
dimensions, providing a comprehensive understanding of consumer perceptions and preferences in the  
Bangladeshi footwear market.  
Keywords: Customer perception, satisfaction, price, quality, design, endorsement.  
INTRODUCTION  
The footwear sector is one of the oldest industries in Bangladesh and makes a substantial contribution to the  
national economy, enjoying a strong reputation in the global market. As an agro-based by-product industry, it  
utilizes locally available indigenous raw materials and holds significant potential for export expansion and long-  
term sustainable growth. Bangladeshi footwear is internationally recognized for its superior quality, fine grain,  
uniform structure, smooth texture, and natural feel. Notable advancement in product development, particularly  
in crust and finished leather, commenced during the 1990s [1].  
Bata Bangladesh is a public limited company in which the Government of Bangladesh holds a 49–51%  
ownership stake. Bata companies emphasize understanding customer needs in their respective local markets and  
aim to deliver footwear that exceeds customer expectations in terms of quality, style, and value [2]. Bata first  
entered the region during the Pakistan period and, following independence, continued its commitment to offering  
high-quality footwear at affordable prices. Over time, Bata Bangladesh has undergone significant  
transformation, expanding beyond durability to incorporate contemporary designs aligned with consumer  
preferences. The company has also broadened its operations nationwide, establishing an extensive network of  
stores, agencies, dealers, and wholesalers, and is widely recognized as the largest shoe manufacturing and  
marketing organization in Bangladesh [3].  
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Apex Footwear Limited began its journey over two decades ago, initially inspired by the leather trade before  
gradually transitioning into footwear manufacturing. As the largest shoe manufacturer in the subcontinent, the  
company accounts for approximately 15% of Bangladesh’s leather footwear exports, contributing to leather  
exports valued at around USD 1.1 billion [4]. Shoemaking being a highly labor-intensive process, the company  
employs around 5,500 workers, the majority of whom are women, to manufacture stylish leather footwear. Their  
designs are inspired by the latest international footwear trends. As a leading footwear company, APEX takes on  
the responsibility of serving as a role model in workforce development and environmental stewardship. The  
company’s core values are grounded in the belief of valuing people through continuous growth and creating  
pathways for greater achievements. The name “APEX” signifies the peak or zenith, and since 1975, the company  
has endeavored to uphold this ideal [5].  
The primary objective of this report is to examine customer perceptions of the two leading competitors, Bata  
and Apex, within the footwear industry.  
Conducting a comparative study on independent variables such as quality, durability, variety, brand  
image, price, design, reliability, assurance, and perceived value.  
Assessing the price-to-product-quality ratio between the two competitors.  
Analyzing the competitive market structure of the footwear industry with a focus on Bata and Apex.  
BACKGROUND OF THE STUDY  
Perception is the process through which individuals interpret and organize their sensory experiences to make  
sense of their environment. However, a person’s perception may differ significantly from objective reality.  
Customer perception, as a marketing concept, reflects what customers think about a brand, company, or its  
products. It encompasses the positive or negative feelings, beliefs, predispositions, expectations, or experiences  
that a customer associates with a brand [6].  
Apex Adelchi Footwear Limited ranks as one of Bangladesh’s leading footwear companies, currently occupying  
the second position in the market, just following BATA [7]. The company has been operating with a strong  
reputation for over two decades, exploring both the domestic and international footwear markets. Apex began  
its journey in late 1975 as an export-oriented enterprise and has been recognized from the outset as a  
manufacturer of high-quality footwear for the global market. The company has since expanded its offerings to  
include children’s products as well as specialized shoes and apparel for men and women. By establishing strong  
brand equity among customers, the company can achieve its strategic goals and reach its desired market position.  
Founder Tomas Bata was a visionary committed to meeting the needs of the people. In 1904, he introduced  
mechanization and mass production to shoemaking and developed the “Batovka,” a working-class shoe noted  
for its simplicity, style, lightweight design, and affordability. The Bata brand soon became synonymous with  
quality and value, and within just over twenty years, the company was selling 2 million pairs of shoes annually,  
with exports increasing dramatically [8].  
Both Apex and Bata footwear have customers in North America, Central Europe, and the Middle East. By  
establishing strong brand equity through effective pricing strategies and promotional activities, the companies  
can not only strengthen their market leadership domestically but also enhance their prospects of gaining global  
recognition as top-quality footwear exporters [9]. Today, the footwear industry is a key contributor to  
Bangladesh’s economic growth. Following the ready-made garment sector, it has emerged as a primary focus  
for investors. This study on customer perception primarily aims to identify the factors influencing consumers’  
willingness to purchase footwear.  
Numerous studies have examined customer perception across various products. This research, however, focuses  
specifically on customer perception in the footwear industry. In this context, only a few Bangladeshi researchers  
have conducted comparative analyses of two different footwear companies. Most prior studies concentrated on  
single products, gathering customer feedback and analyzing the data [10]. This literature review highlights  
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ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
selected previous studies and establishes connections between the current research and existing literature.  
Aynadis (2014) conducted a study on customer behavior in retail shops, focusing on Dhaka city. The research  
examined customers, managers, and marketers, integrating key concepts across various shopping dimensions to  
effectively target customers and optimize the operational productivity and performance of retail outlets [11].  
Rizwan et al. (2013) collected data on customer satisfaction levels at retail footwear shops in Dhaka and  
Chittagong. The study highlighted the success of both national and international brands and emphasized that  
strong branding serves as a sustaining force to remain competitive in the market [12].  
Vavra conducted research in the western United States, examining consumer satisfaction experiences in  
shopping malls compared to local stores [13]. Cochran (2003) developed and tested a model of store choice  
dynamics to assess how consumer demographics influence grocery store selection and switching behavior. A  
dynamic hazard model was employed to analyze the factors affecting purchase timing, store choice, and  
competitive interactions within the retail sector. This hazard model was integrated with an internal market  
structure analysis using a generalized factor analytic framework [14].  
In today’s evolving environment, both in terms of customer preferences and organizational offerings, it has  
become essential to closely monitor customer perception, particularly for products like footwear that vary in  
size, design, durability, and promotional activities. Customer perception is now a critical concern for most  
organizations, especially in the service sector. Accordingly, customer satisfaction needs to be analyzed,  
evaluated, and translated into measurable parameters. Previous research indicates that customer perception can  
be understood in two ways: as an outcome and as a process of service delivery. Key factors influencing  
perception include service, price, quality, promotional tools, brand switching, celebrity endorsements, and  
similar elements [15]. The parameters analyzed in this study are inherently subjective; consequently, the scope  
of customer perception factors can be broadened based on the practices of the two footwear companies and the  
experiences and sentiments of customers during or following the service.  
METHODOLOGY  
Research Design  
This study adopts a quantitative, cross-sectional research design to examine and compare customer perceptions  
and brand loyalty toward two leading footwear brands in Bangladesh: BATA and APEX. A survey-based  
approach was selected as it is appropriate for capturing consumer attitudes, perceptions, and behavioral  
intentions at a single point in time and allows for statistical comparison between brands.  
Data Sources  
The study utilizes primary data, collected directly from consumers, and secondary data, obtained from published  
reports, academic literature, company websites, and industry-related documents.  
Primary data were gathered through a structured questionnaire designed to capture respondents’  
perceptions regarding brand image, price fairness, product quality, promotion, customer service, and  
overall reputation of BATA and APEX.  
Secondary data were used to support the conceptual understanding of customer perception and to provide  
contextual background for the footwear industry.  
Sample Size and Sampling Technique  
The study is based on a sample of 123 respondents, selected using a convenience sampling method due to time  
and accessibility constraints. All findings and interpretations are derived from the perceptions and responses  
provided by these participants.  
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Measurement of Customer Perception  
Customer perception was measured using multiple dimensions commonly cited in branding and consumer  
behavior literature, including product quality, pricing, promotional communication, service experience, and  
brand reputation. Respondents evaluated these attributes based on their personal experiences with the selected  
brands.  
Data Analysis Techniques  
The collected data were analyzed using descriptive statistical techniques. These included frequency distributions,  
percentages, mean scores, and graphical representations to summarize and compare customer perceptions of  
BATA and APEX. No inferential statistical analyses, such as correlation, regression, or hypothesis testing, were  
conducted, as the primary aim of the study was exploratory and comparative, rather than explanatory or  
predictive. The descriptive approach enables a clear presentation of consumer opinions and highlights perceptual  
differences between the two brands.  
Scope of the Study  
The scope of this study is limited to analyzing customer perceptions of BATA and APEX within the footwear  
industry in Bangladesh. The research focuses on selected perceptual dimensions derived from consumer  
experiences and publicly available brand-related information. The findings are intended to provide comparative  
insights that may be useful for managerial decision-making and future academic research in brand perception.  
Limitations of the Study  
Despite careful design, the study is subject to several limitations:  
Some previous and recent data relevant to the footwear industry were not available.  
Certain information could not be obtained due to organizational confidentiality policies.  
The availability of secondary data was limited, as relatively few academic studies have been conducted  
in this specific research area.  
Access to internal operational data of the selected companies was restricted.  
Collecting competitor-related information was challenging, as some officials were unwilling to share  
data or provide consent.  
Consumer misconceptions, variations in purchasing power, and the overall economic condition of the  
country may have influenced respondents’ perceptions, thereby affecting the generalizability of the  
findings.  
Ethical Considerations  
Ethical standards were strictly maintained throughout the research process. Respondent anonymity and  
confidentiality were ensured during data collection. Participation was voluntary, and respondents were informed  
of the academic purpose of the study. All collected data were securely stored and used exclusively for research  
and academic analysis.  
DISCUSSION AND RESULT  
Customer Perception  
Customer perception reflects how consumers actually view a brand, its products, and services. Often, customers  
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develop impressions, beliefs, and opinions about a brand that can differ significantly from the brand’s own self-  
perception. The following examples illustrate this concept.  
Brand: A company may position its brand as a luxury offering, yet customers might perceive it as more of a  
budget option.  
Prices: Generally, customers perceive prices as high, low, or fair, while some may remain indifferent to the price  
of certain products.  
Engineering: Software engineers may claim that a feature is functioning properly, yet customers might still  
perceive it as faulty.  
Usability: Customers frequently hold well-defined opinions about the usability of products such as mobile  
devices, software, and appliances.  
Senses: The sensory attributes of products and environments, including taste, smell, touch and sound.  
Promotion: Customers may perceive advertising and promotional messages differently from the intentions of  
the creative teams.  
Quality: Customers assess the quality of products and services based on criteria that can vary widely among  
individuals. For example, one customer may consider a beverage in an easy-to-open plastic bottle as high quality,  
while another may perceive beverages in glass bottles as inherently superior.  
Reputation: A brand that claims to be sustainable and trustworthy may not be seen that way by customers if the  
company’s actions do not match its claims.  
Customer Service: Some customers value friendly service, including personal interactions, while others prefer  
a more professional, distant approach. Experienced customer service professionals are able to recognize and  
adapt to these preferences.  
Features: Certain features may be perceived as flaws or annoyances. For instance, repetitive, trivial, or poorly  
designed notifications with unpleasant sounds can be unpopular with users.  
Lack of Features: Features that competitors offer or that customers instinctively expect, but which are lacking  
in the product.  
Factors deciding customer perception: In general, customer perception can be influenced by numerous  
factors. Some of the key factors include:  
Consistency of performance – Evaluates how the brand has performed historically and how it performs  
currently.  
Emotional connection – Leading brands recognize that building an emotional bond with customers is  
essential for brand development.  
Marketing communications – Refers to how the brand engages with customers through various media  
channels.  
Holistic marketing – A brand cannot excel with strong sales alone but weak support; it must perform well  
across all touchpoints to satisfy customers comprehensively.  
Based on the definitions and key determinants of customer perception, the footwear industry was selected as the  
research field, focusing on two leading companies, BATA and APEX. Customer perceptions of these companies  
were then collected and systematically analyzed.  
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Demographic Information:  
Table 4.1: Gender  
Gender  
No of Respondents  
Respondents %  
61.8%  
Male  
76  
47  
Female  
38.2%  
Analysis:  
Of the 123 respondents, 76 were male  
(61.8%) and 47 were female (38.2%).  
The graph shows that Males are more  
active in footwear purchases.  
Fig 4.1: Gender distribution  
Table 4.2: Respondents age group  
Age  
18-21  
No of Respondents  
Respondents %  
8.1%  
10  
103  
9
22-29  
83.7%  
30-45  
7.3%  
46 and above  
1
0.9%  
Analysis:  
Out of 123 respondents, 10 (8.1%)  
belong to the 18-21 years, 103 (83.7%)  
belong to the 22-29 years, 9 (7.3%)  
belong to the 30-45 years and 1 (0.9%)  
belong to the 46 & above age group. This  
indicates that the majority of respondents  
belong to the younger generation. From  
the graph, it stands that younger  
customers (18–21) dominate footwear  
purchases, indicating higher digital  
literacy and adoption among millennials  
and Gen Z. one respondent from the 46  
and above age confirms the "digital  
divide" where older generations prefer  
less footwear purchasing practice.  
Fig 4.2: Age Group  
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Table 4.3: Educational level  
Educational Level  
High School  
No of Respondents  
Respondents %  
51.2%  
63  
54  
6
Bachelors  
43.9%  
Post-Graduation  
MPhil/ PhD  
4.9%  
0
0%  
Analysis:  
Of the 123 respondents, 63 (51.2%)  
hold a postgraduate degree, while 54  
(43.9%)  
undergraduate  
have  
completed  
degree.  
an  
The  
remaining 6 respondents (4.9%) are  
from high school or MPhil/PhD  
programs.  
The  
overwhelming  
dominance of young consumers  
(68.7% aged 18-25), ranging from  
Graduation and Post-Graduation  
levels, presents a golden opportunity  
for aspiring footwear entrepreneurs  
in Bangladesh.  
Fig 4.3: Educational level  
Table 4.4: Occupational level  
Occupational  
Category  
No of Respondents  
Respondents %  
Student  
Business  
65  
4
52.83%  
3.25%  
1.64%  
3.25%  
2.44%  
34.15%  
2.44%  
Self-Employed  
Unemployed  
Govt. Job  
2
4
3
Private Job  
House wife  
42  
3
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Analysis:  
The majority of respondents are  
students, totaling 65 (52.83%). The  
remaining 42 respondents (34.15%)  
comprise private sector employees,  
business  
owners,  
self-employed  
individuals, government employees,  
and unemployed participants. From  
the graph it stands that students are  
more prone to the usage of  
footwears.  
Fig 4.4: Occupation  
Table 4.5: Marital status  
Marital Status  
Single  
No of Respondents  
Respondents %  
82.1%  
101  
20  
2
Married  
16.5%  
Separated  
Divorced  
1.4%  
0
0%  
Analysis:  
A total of 101 respondents (82.1%)  
were single, while the remaining  
participants were married. The  
graph indicates that the single  
category demonstrates a higher level  
of concern regarding footwear usage  
compared to other categories.  
Fig 4.5: Marital Status  
Table 4.6: Income level  
Income Level Range  
Below Tk. 10000  
No of Respondents  
Respondents %  
44.8%  
55  
51  
10  
7
Tk. 10000-40000  
41.5%  
Tk. 40000-80000  
8.0%  
Tk. 80000 and above  
5.7 %  
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Analysis:  
Monthly income influences  
the purchasing pattern of  
footwear.  
participants,  
Among  
the  
55  
respondents (44.7%) earn  
below BDT 10,000. A total  
of 51 respondents (41.5%)  
earn between BDT 10,000  
and BDT 40,000. The  
remaining 17 respondents  
(13.1%) earn BDT 40,000  
or more.  
Fig 4.6: Monthly Income  
Customer Perceptions with respect to Different Factors:  
Table 4.7: Preferred brand  
Brand Name  
Bata  
No of Respondents  
Respondents %  
50.4%  
62  
61  
Apex  
49.6%  
Analysis:  
Data were collected through both  
online surveys and direct interviews to  
examine customer perceptions. The  
graph shows that, brand preference was  
nearly evenly distributed between  
BATA and APEX, with 62 respondents  
(50.4%) preferring BATA and 61  
respondents (49.6%) preferring APEX.  
Fig 4.7: Preferred Brand  
Table 4.8: Satisfaction level with respect to quality  
Opinion  
Yes  
No of Respondents  
Respondents %  
86.18%  
106  
17  
No  
13.82%  
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Analysis:  
Respondents were asked about  
their satisfaction with the quality  
of their preferred brand. While  
customers  
generally  
prioritize  
quality, not all are fully satisfied,  
even with their preferred brand.  
Among the participants, 7 BATA-  
preferring respondents reported  
dissatisfaction, and 10 APEX-  
preferring customers were not  
satisfied with the product quality.  
Fig 4.8: Satisfaction level with respect to quality  
Table 4.9: Impact of design  
Opinion  
No of Respondents  
Respondents %  
90.2%  
Yes  
No  
111  
12  
9.8%  
Analysis:  
Here, most of the customers think  
about the design specifically 90.2%  
before purchasing footwear. Only  
9.8% respondents are not bothered  
by the footwear design. Therefore,  
design is an important factor  
influencing  
the  
respondents’  
footwear purchasing decisions.  
Fig 4.9: Impact of design  
Table 4.10: Satisfaction level with price range  
Opinion  
Yes  
No of Respondents  
Respondents %  
80  
43  
65%  
35%  
No  
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Analysis:  
Respondents were asked questions  
regarding the satisfaction level of  
the preferred brand’s price range.  
Most of the customers, precisely  
65%, are not satisfied with the  
price of their preferred brand.  
However, 35% were satisfied with  
this  
aspect,  
which  
is  
not  
remarkable. Price is an important  
factor for respondents with low-  
and middle-income levels.  
Fig 4.10: Satisfaction level with price range  
Table 4.11: Impact of price increase  
Opinion  
No of Respondents  
Respondents %  
Same Brand  
46  
25  
52  
37.4%  
20.3%  
42.3%  
Cheaper Brand  
Any Other Brand  
Analysis:  
Respondents were asked about  
their opinions on price increases  
for their preferred brand. Survey  
responses show that the majority  
(42.3%) will switch to any other  
brand. 20.3% will look for a  
cheaper footwear brand. And the  
percentage of loyal customers  
are  
37.4%  
who  
prefer  
to  
purchase  
the  
same  
brand  
although the price of their  
favorite brand is increased.  
Fig 4.11: Impact of price increase  
Table 4.12: Lower price over quality for preferred brand  
Opinion  
Yes  
No of Respondents  
Respondents %  
80.5%  
80  
43  
No  
19.5%  
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Analysis:  
The majority of respondents  
(80.5%) prefer to purchase  
their preferred brand at a lower  
price, even if it means a slight  
compromise in quality. A few  
people of 19.5% still do not  
prefer to compromise with the  
quality.  
Fig 4.12: Lower price over quality for preferred brand  
Table 4.13: Preference to alternative brands offering same quality at reduced cost  
Opinion  
Yes  
No of Respondents  
Respondents %  
81.3%  
100  
23  
No  
18.7%  
Analysis:  
Respondents were asked whether they  
would continue purchasing from their  
preferred brand or switch to an  
alternative brand offering similar  
quality at a lower price. Among the  
123 respondents, only 23 (18.7%)  
indicated that price does not influence  
their purchasing decision. In contrast,  
the remaining 100 (81.3%) stated that  
they would switch to another brand if  
Fig 4.13: Preference to alternative brands offering same quality at  
reduced cost  
a
comparable  
alternative  
were  
available at a lower price.  
Various factors act as catalysts in a customer’s purchase decision, as individuals consider multiple aspects  
before making a purchase.  
Fig 4.14: Factors to go for a particular brand  
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Analysis:  
The questionnaire identified various factors that influence respondents’ preference for BATA or APEX. The  
responses related to these factors are presented below:  
Table 4.14: Different factors  
Factors  
Variety  
Price  
BATA  
16  
APEX  
14  
Total  
30  
29  
19  
48  
Durability  
Quality  
Other  
43  
35  
78  
46  
44  
90  
4
5
9
Most customers prioritize quality when purchasing footwear. However, it was observed that BATA’s customers  
tend to remain loyal due to the durability of its products. Price is also an important consideration for respondents  
in the low- and middle-income groups.  
Table 4.15: Switching brand  
Opinion  
Yes  
No of Respondents  
Respondents %  
53.7%  
66  
57  
No  
46.3%  
Analysis:  
Retaining existing customers is one of  
the  
most  
challenging  
tasks  
for  
marketers, as customers increasingly  
switch brands to experience variety.  
The findings indicate that 53.7% of  
customers tend to switch brands over  
time, regardless of price increases or  
decreases. In contrast, 46.3% of  
customers do not exhibit a switching  
tendency and remain loyal to their  
preferred brand.  
Fig 4.15: Switching brand  
Table 4.16: Celebrities’ influence  
Opinion  
Yes  
No of Respondents  
Respondents %  
84.6%  
104  
19  
No  
15.4%  
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Analysis:  
In the survey, respondents were  
asked about the influence of  
celebrities on their purchasing  
decisions. They reported that these  
two  
popular  
brands  
do  
not  
extensively  
use well-known  
celebrities in their advertising or  
promotional campaigns; therefore,  
celebrity  
endorsements  
have  
limited influence. Customers tend  
to prioritize product quality over  
celebrity  
impact.  
Nevertheless,  
Fig 4.16: Impact of celebrities  
84.5% of respondents believe that  
celebrities can create a positive  
influence  
on  
the  
purchasing  
decisions for their favorite brands.  
Customers’ Authentic Feedback  
The questionnaire included an option for customers to provide honest feedback about their preferred brand.  
Valuable insights regarding their perceptions of BATA and APEX were obtained. A few illustrative examples  
are followings:  
“Overpriced brands don’t work for me. As a student, I prefer products that are durable and reasonably priced.  
Design and color are important to me, as I like to stay stylish.”  
“I purchase Apex because I trust its quality. I once bought Bata, but now I consider it a waste of money. I do not  
visit other shoe stores and exclusively choose Apex. However, if I notice a decline in Apex’s quality, I would  
consider switching to another brand.”  
“Brand loyalty is influenced by factors such as price, quality, and service standards. Additionally, brand image  
is a key psychological factor closely linked to brand loyalty. Bata has been serving the country for over two  
decades with high-quality footwear, and for many customers, it has become an indispensable part of their daily  
life.”  
CONCLUSION:  
This study examined customer perceptions of two leading footwear brands in Bangladesh—BATA and APEX—  
by looking at demographics, brand preference, satisfaction, price sensitivity, switching behavior, and key factors  
influencing purchases. The results show that customers mainly consider quality, durability, price, and design  
when buying footwear, especially younger, single, student, and low- to middle-income consumers.  
The comparison between BATA and APEX shows almost equal brand preference, indicating strong competition.  
BATA enjoys slightly higher customer loyalty due to its durability and long-standing reputation. APEX  
customers are more sensitive to price and quality, showing that they make more value-driven decisions. Both  
brands need to pay attention to quality and durability, as these are the most important factors for buyers.  
Price sensitivity is significant, as many respondents are not satisfied with current prices and would switch to  
another brand offering similar quality at a lower cost. This shows that brand loyalty is fragile in a market where  
purchasing power is limited and alternatives are available.  
From a managerial perspective, BATA should continue emphasizing durability and brand trust while considering  
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INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING,  
MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)  
ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
pricing strategies to keep price-conscious customers. Offering different product lines at varied prices could help  
retain younger consumers. APEX should focus on maintaining quality, improving affordability and enhancing  
post-purchase satisfaction to turn switchers into loyal buyers. Since celebrity endorsements have little effect,  
both brands should focus more on product quality, comfort and value-for-money in their marketing. Following  
these strategies can help BATA and APEX strengthen their position and maintain long-term growth in the  
Bangladeshi footwear market.  
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