Levis Pre Mid Sem

8/3/2019 Levis Pre Mid Sem

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FASHION RETAIL MANAGEMENT

Assignment on

Retail Study on the brand Levis

SUBMITTED TO,

DR. G.H.S PRASAD

FMS DEPARTMENT

NIFT, HYDERABAD

SUBMITTED BY,

JHALAK NATHWANI

VIJAY CHANDRA

RUCHITA SHAH

DELWIN ARIKATT


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LEVIS BACKGROUND:

Levi Strauss & Co. (LS&CO) is a privately held American clothing companyknown worldwide for its Levi's brand ofdenim jeans. It was founded in 1869

when Levi Strauss came from Buttenheim, Franconia,(Kingdom of Bavaria) to San

Francisco, California to open a west coast branch of his brothers' New Yorkdry

goodsbusiness. Although the company began producing denim overalls in the 1870s,

modern jeans were not produced until the 1920s. The company briefly experimented

(in the 1970s) with employee ownership and a public stock listing, but remains

owned and controlled by descendants and relatives of Levi Strauss' four nephews.

Levi Strauss & Co. is a worldwide corporation organized into three geographic

divisions: Levi Strauss Americas (LSA), based in the San Francisco headquarters;

Levi Strauss Europe, Middle East and Africa (LSEMA), based in Brussels; and Asia

Pacific Division (APD), based in Singapore. The company employs a staff of

approximately 10,500 people worldwide. The core Levi's was founded in 1873 in San

Francisco, specializing in riveted denim jeans and different lines of casual and street

fashion.

From the early 1960s through the mid 1970s, Levi Strauss experienced

explosive growth in its business as the more casual look of the 1960s and 1970s

ushered in the "blue jeans craze" and served as a catalyst for the brand. Levi's, under

the leadership of Jay Walter Haas Sr., Peter Haas Sr., Paul Glasco and George P.

Simpkins Sr., expanded the firm's clothing line by adding new fashions and models,

including stone-washed jeans through the acquisition ofGreat Western Garment

Co. (GWG), a Canadian clothing manufacturer. GWG was responsible for the

introduction of the modern "stone washing" technique, still in use by Levi Strauss.

The company experienced rapid expansion of its manufacturing capacity from

fewer than 16 plants to more than 63 plants in the United States from 1964 to 1974.

Levi's expansion under Simpkins was accomplished without a single unionized
http://en.wikipedia.org/wiki/Clothinghttp://en.wikipedia.org/wiki/Denimhttp://en.wikipedia.org/wiki/Jeanshttp://en.wikipedia.org/wiki/Levi_Strausshttp://en.wikipedia.org/wiki/Buttenheimhttp://en.wikipedia.org/wiki/Franconiahttp://en.wikipedia.org/wiki/Kingdom_of_Bavariahttp://en.wikipedia.org/wiki/San_Francisco,_Californiahttp://en.wikipedia.org/wiki/San_Francisco,_Californiahttp://en.wikipedia.org/wiki/New_Yorkhttp://en.wikipedia.org/wiki/Dry_goodshttp://en.wikipedia.org/wiki/Dry_goodshttp://en.wikipedia.org/wiki/Overallhttp://en.wikipedia.org/wiki/San_Franciscohttp://en.wikipedia.org/wiki/Brusselshttp://en.wikipedia.org/wiki/Singaporehttp://en.wikipedia.org/wiki/Rivethttp://en.wikipedia.org/wiki/Great_Western_Garment_Co.http://en.wikipedia.org/wiki/Great_Western_Garment_Co.http://en.wikipedia.org/wiki/Stone_washinghttp://en.wikipedia.org/wiki/Stone_washinghttp://en.wikipedia.org/wiki/Great_Western_Garment_Co.http://en.wikipedia.org/wiki/Great_Western_Garment_Co.http://en.wikipedia.org/wiki/Rivethttp://en.wikipedia.org/wiki/Singaporehttp://en.wikipedia.org/wiki/Brusselshttp://en.wikipedia.org/wiki/San_Franciscohttp://en.wikipedia.org/wiki/Overallhttp://en.wikipedia.org/wiki/Dry_goodshttp://en.wikipedia.org/wiki/Dry_goodshttp://en.wikipedia.org/wiki/New_Yorkhttp://en.wikipedia.org/wiki/San_Francisco,_Californiahttp://en.wikipedia.org/wiki/San_Francisco,_Californiahttp://en.wikipedia.org/wiki/Kingdom_of_Bavariahttp://en.wikipedia.org/wiki/Franconiahttp://en.wikipedia.org/wiki/Buttenheimhttp://en.wikipedia.org/wiki/Levi_Strausshttp://en.wikipedia.org/wiki/Jeanshttp://en.wikipedia.org/wiki/Denimhttp://en.wikipedia.org/wiki/Clothing


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employee. Simpkins' use of "pay for performance" manufacturing at the sewing

machine operator level up. As a result, Levi's' plants were perhaps the highest

performing, best organized and cleanest textile facilities of their time. Levi's even

piped in massive amounts of air conditioning for the comfort of Levi's workers into

its press plants, which were known in the industry to be notoriously hot. 2004 saw a

sharp decline of GWG in the face of global outsourcing, so the company was closed

and the Edmonton manufacturing plant shut down.

The Dockersbrand, launched in 1986[5]which is sold largely through

department store chains, helped the company grow through the mid-1990s, as denim

sales began to fade. Dockers were introduced into Europe in 1993. Levi Strauss

attempted to sell the Dockers division in 2004 to relieve part of the company's $2

billion outstanding debt. Launched in 2003, Levi Strauss Signature features jeans

wear and casual wear.[7]In November 2007, Levi's released a mobile phone in co-

operation with Mode Labs. Many of the phone's cosmetic attributes are customisable

at the point of purchase.

CORPORATE HISTORY:

Levis history and longevity are unique in the apparel industry. Its

commitment to quality, innovation and corporate citizenship began with the founder,

Levi Strauss, who infused the business with the principle of responsible commercial

success that has been embedded in its business practices throughout our more than

150-year history. This mixture of history, quality, innovation and corporate

citizenship contributes to their iconic reputations of brands. In 1853, during the

California Gold Rush, Mr. Strauss opened a wholesale dry goods business in San

Francisco that became known as Levi Strauss & Co. Seeing a need for work pants

that could hold up under rough conditions, he and Jacob Davis, a tailor, created the

first jean. In 1873, they received aU.S. Patent for waist overalls with metal rivets at
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points of strain. The first product line designated by the lot number 501 was

created in 1890.

In the 19th and early 20th centuries, work pants were worn primarily by

cowboys, miners and other working men in the western United States. Then, in 1934,Levis introduced our first jeans for women, and after World War II, jeans began to

appeal to a wider market. By the 1960s they had become a symbol of American

culture, representing a unique blend of history and youth. It opened export and

international businesses in the 1950s and 1960s. In 1986, it introduced the

Dockers brand of casual apparel which revolutionized the concept of business

casual.

Throughout this long history, Levis has upheld their strong belief that theycan help shape society through civic engagement and community involvement,

responsible labor and workplace practices, philanthropy, ethical, conduct,

environmental stewardship and transparency. It has engaged in a profits through

principles business approach from the earliest years of the business. Among

milestone initiatives over the years, it had integrated its factories two decades prior

to the U.S. civil rights movement and federally mandated desegregation, it developed

a comprehensive supplier code of conduct requiring safe and healthy working

conditions among its suppliers (a first of its kind for a multinational apparel

company), and offered full medical benefits to domestic partners of employees prior

to other companies of its size, a practice that is widely accepted today.

Modern jeans began to appear in the 1920s, but sales were largely confined to

the working people of the western United States, such as cowboys, lumberjacks, and

railroad workers. Levis jeans apparently were first introduced to the East during

the dude ranch craze of the 1930s, when vacationing Easterners returned home with

tales (and usually examples) of the hard-wearing pants with rivets. Another boost

came in World War II, when blue jeans were declared an essential commodity and

were sold only to people engaged in defense work. From a company with fifteen

salespeople, two plants, and almost no business east of the Mississippi in 1946, the

organization grew in thirty years to include a sales force of more than 22,000, with

50 plants and offices in 35 countries.

In the 1950s and 1960s, Levi's jeans became popular among a wide range ofyouth subcultures, including greasers, mods, rockers, hippies and skinheads. Levi's
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popular shrink-to-fit 501s were sold in a unique sizing arrangement; the indicated

size referred to the size of the jeans prior to shrinking, and the shrinkagewas

substantial. The company still produces these unshrunk, uniquely sized jeans, and

they are still Levi's number one selling product.

VALUES & VISION:

Levis believe that business can drive profits through principles, and that our values

as a company and as individuals give us a competitive advantage.

EMPATHYwalking in other peoples shoes

Empathy begins with paying close attention to the world around us. We listen and

respond to the needs of our customers, employees and other stakeholders.
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ORIGINALITY being authentic and innovative

The pioneering spirit that started in 1873 with the very first pair of blue jeans still

permeates all aspects of our business. Through innovative products and practices, we

break the mold.

INTEGRITY doing the right thing

Integrity means doing right by our employees, brands, company and society as a

whole. Ethical conduct and social responsibility characterize our way of doing

business.

COURAGE standing up for what we believe

It takes courage to be great. Courage is the willingness to tell the truth and tochallenge hierarchy, accepted practice and conventional wisdom. It means standing

by our convictions and acting on our beliefs.

ANNUAL REPORT

The following table sets forth Levis selected historical consolidated financial data

which are derived from our consolidated financial statements for 2010, 2009, 2008,

2007 and 2006. The financial data set forth below should be read in conjunction

with, and are qualified by reference to, Item 7 Managements Discussion and

Analysis of Financial Condition and Results of Operations, our audited consolidated

financial statements for 2010 and 2009 the related notes to those audited

consolidated financial statements, included elsewhere in this report.


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MANAGEMENTS DISCUSSION AND ANALYSIS OF

FINANCIAL CONDITION AND RESULTS OF

OPERATIONS

OVERVIEW:

Levis design and market jeans, casual and dress pants, tops, jackets, footwear and

related accessories for men, women and children under Levis, Dockers,

Signature by Levi Strauss & Co. (Signature) and Denizen brands around the world.


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They also license trademarks in many countries throughout the world for a wide

array of products, including accessories, pants, tops, footwear and other products.

Business is operated through three geographic regions: Americas, Europe and Asia

Pacific. Products are sold in approximately 55,000 retail locations in more than 110

countries. Levis supports brands through a global infrastructure, developing,

sourcing and marketing products around the world. It distributes Levis and

Dockers products primarily through chain retailers and department stores in the

United States and primarily through department stores, specialty retailers and nearly

1,800 franchised and other brand-dedicated stores outside of the United States. It

also distributes Levis and Dockers products through 470 company-operated

stores located in 27 countries, which collectively generated approximately 15% of our

net revenues in 2010, as compared to 11% in 2009. In addition, it distributed Levis

and Dockers products through their respective brand-dedicated online stores

operated by self as well as the online stores of certain of its key wholesale customers

and other third parties. It distributes products under the Signature brand primarily

through mass channel retailers in the United States and Canada and franchised

stores in Asia Pacific. It currently distributes Denizen products through franchised

stores in Asia Pacific, Europe and Asia Pacific businesses, collectively, contributed

approximately 42% of its net revenues and 38% of its regional operating income in

2010. Sales of Levis brand products represented approximately 81% of total net

sales in 2010. Pants, including jeans, casual pants and dress pants, represented

approximately 84% of our total units sold in 2010, and mens products generated

approximately 72% of our total net sales.

TRENDS AFFECTING BUSINESS

Levis believes the key business and marketplace factors affecting us include the

following:

Continuing pressures in the U.S. and global economy related to the global economic

downturn, access to credit, volatility in investment returns, real estate market and

employment concerns, and other similar elements that impact consumer

discretionary spending, which continues to be weak in many markets, especially in

Europe, are creating a challenging retail environment for us and our customers.


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Wholesaler/retailer dynamics are changing as the wholesale channels face slowed

growth prospects asa result of consolidation in the industry and the increasing

presence of vertically integrated specialty stores. As a result, many of its customers

desire increased returns on their investment with Levis through increased margins

and inventory turns, and they continue to build competitive exclusive o r private-

label offerings. Many apparel wholesalers, seek to strengthen relationships with

customers as a result of these changes in the marketplace through efforts such as

investment in new products, marketing programs, fixtures and collaborative

planning systems.

Many apparel companies that have traditionally relied on wholesale distribution

channels have invested in expanding their own retail store distribution network,which has raised competitiveness in the retail market.

More competitors are seeking growth globally, thereby raising the competitiveness

of the international markets. Some of these competitors are entering into markets

where Leviss already has a mature business such as the United States, Japan,

Western Europe and Canada, and those new brands provide consumers discretionary

purchase alternatives and lower-priced apparel offerings. Opportunities for major

brands also are increasing in rapidly growing developing markets such as India,

China, Brazil and Russia.

The increasingly global nature of Levis business exposes it to earnings volatility

resulting from exchange rate fluctuations.

Brand and product proliferation continues around the world as Levis and other

companies compete through differentiated brands and products targeted for specific

consumers, price-points and retail segments. In addition, the ways of marketingthese brands are changing to new mediums, challenging the effectiveness of more

mass-market approaches such as television advertising.

Competition for resources throughout the supplychain has increased, causing

Levis and other apparel manufacturers to continue to seek alternative sourcing

channels and create new efficiencies in our global supply chain.


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TRENDS AFFECTING THE SUPPLY CHAIN INCLUDE:

The proliferation of low-cost sourcing alternatives around the world, which enables

competitors to attract consumers with a constant flow of competitively-priced new

products, resulting in reduced barriers to entry for new competitors.

The impact of increasing prices and tightened supply of labor and raw materials,

such as cotton, which has contributed, and may continue to contribute, to ongoing

pricing pressure throughout the supply chain. In particular, during the second half of

2010, the price of cotton increased substantially as a result of various dynamics in

the commodity markets.

Trends such as these has brought additional pressure on Levis and other

wholesalers and retailers to shorten lead-times, reduce costs and raise product

prices, and both the increased cost and lower availability of cotton may have an

adverse impact on our cash and working capital needs as well as those of our

suppliers. It has already begun to raise product prices in an attempt to mitigate the

impact of these higher costs. However, further increases in cotton prices and other

costs of production and distribution could negatively impact financial results.

These factors contribute to a global market environment of intense

competition, constant product innovation and continuing cost pressure, and combine

with the global economic downturn to create a challenging commercial and economic

environment. It is expected that these factors continue into the foreseeable future. In

addition to these industry trends, Levis will remain focused on its key strategies and

will continue to invest in the business, including investments in retail and wholesale

network and information technology infrastructure, resulting in increased

advertising and promotion expense, capital expenditure and selling expense. Levis

believes that it will maintain a gross margin in the high-40s to low-50s.


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LEVIS 2010 RESULTS

Levis 2010 results reflect net revenue growth and the effects of the strategic

investments it has made to support its long-term objectives.

NET REVENUES Its consolidated net revenues increased by 7% compared to

2009, an increase of 6% on a constant-currency basis, reflecting growth in each of its

geographic regions. Increased net revenues driven by acquisitions in 2009, growth

in revenues associated with the Levis brand, and the expansion of its dedicated

store network globally were partially offset by declines in the wholesale channel in

certain markets.

OPERATING INCOMELevis operating income increased by $3 million

and its operating margin declined as compared to 2009, as the benefits from a higher

gross margin and the increase in net revenues were offset by continued strategic

investments, including the expansion of dedicated store network as well as

advertising and promotion expenses to support the growth of its brands.

CASH FLOWS - Cash flows provided by operating activities were $146 million

in 2010 as compared to $389 million in 2009. This reflects planned expenditures intheir strategic business initiatives and inventory build in support of growth. Lower

operating cash flows were countered by decline in required payments on the

trademark tranche of its senior secured revolving credit facility and a significant

decline in cash used for acquisitions as compared to 2009.

FINANCIAL INFORMATION PRESENTATION:

FISCAL YEAR:Levis fiscal year ends on the last Sunday of November in each

year, although the fiscal years of certain foreign subsidiaries are fixed at November

30 due to local statutory requirements. Apart from these subsidiaries, each quarter of

fiscal years 2010, 2009 and 2008 consisted of 13 weeks, with the exception of the

fourth quarter of 2008, which consisted of 14 weeks.

SEGMENTS:Levis manages its business according to three regional segments:

the Americas, Europe and Asia Pacific. In the first quarter of 2010, accountability for

information technology and marketing staff costs of a global nature, that in prior


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years were captured in geographic regions, was centralized under corporate

management in conjunction with its key strategy of driving productivity. Beginning

in 2010, these costs have been classified as corporate expenses. These costs were not

significant to any of their regional segments individually in any of the periods

presented herein, and accordingly, business segment information for prior years has

not been revised. The September 2010 announcement of Levis brand-led

organization focuses on creating a leadership structure to enable a consistent product

and consumer experience around the world for each of our brands. We continue to

measure our business performance by region.

CLASSIFICATION: Levis classification of certain significant revenues and

expenses reflects the following:

Net sales is primarily comprised of sales of products to wholesale customers,

including franchised stores, and direct sales to consumers at our company-operated

and online stores and at its company-operated shop-in-shops located within

department stores. It includes discounts, allowances for estimated returns and

incentives.

Licensing revenue consists of royalties earned from the use of our trademarks bythird-party licensees in connection with the manufacturing, advertising and

distribution of trademarked products.

Cost of goods sold is primarily comprised of product costs, labor and related

overhead, sourcing costs, inbound freight, internal transfers, and the cost of

operating its remaining manufacturing facilities, including the related depreciation

expense.

Selling costs include, among other things, all occupancy costs and depreciation

associated with company-operated stores and commission payments associated with

company-operated shop-in-shops.

We reflect substantially all distribution costs in selling, general and administrative

expenses, including costs related to receiving and inspection at distribution centres,


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warehousing, shipping to customers, handling, and certain other activities associated

with its distribution network.

Levis gross margins may not be comparable to those of other companies in the

industry since some companies may include costs related to their distribution

network and occupancy costs associated with company-operated stores in cost of

goods sold.

Constant-currency comparisons are based on translating local currency amounts in

both periods at the foreign exchange rates used in the Companys internal planning

process for the current year. We routinely evaluate our financial performance on a

constant-currency basis in order to facilitate period-to-period comparisons without

regard to the impact of changing foreign currency exchange rates.

RESULTS OF OPERATIONS - 2010 COMPARED TO

2009

The following table summarizes, for the periods indicated, the consolidated

statements of income, the changes in these items from period to period and these

items expressed as a percentage of net revenues:


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NET REVENUES:

The following table presents net revenues by reporting segment for the periods

indicated and the changes in net revenues by reporting segment on both reported

and constant-currency bases from period to period:


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Total net revenues increased on both reported and constant-currency bases for the

year ended November 28, 2010, as compared to the prior year. Changes in foreign

currency exchange rates affected our consolidated reported amounts favourably by

approximately $53 million.

AMERICA: On both reported and constant-currency bases, net revenues in our

Americas region increased in 2010. Currency affected net revenues favorably by

approximately $23 million. Levis brand net revenues increased, driven by the

outlet stores we acquired in July 2009, as well as strong performance of its mens

and juniors products in the wholesale channel. The improved Levis brand

performance was partially offset by declines of net sales from Signature and U.S.

Dockers brands as compared to 2009, although for the fourth quarter, Dockers

brand net sales increased as compared to the prior year, primarily driven by mens

long bottoms.

EUROPE: Net revenues in our Europe region increased on both reported and

constant-currency bases. Currency affected net revenues unfavourably by

approximately $18 million. The increase was driven by the positive impact of our

Levis brand, including our 2009 footwear and accessories business acquisition

and our expanding company-operated retail network throughout the region, and waspartially offset by continued sales declines in traditional wholesale channels,

reflecting the regions ongoing depressed economic environment.

ASIA PACIFIC: Net revenues in Asia Pacific increased on both reported and

constant-currency bases. Currency affected net revenues favourably by

approximately $48 million. Net revenues in the region increased primarily due to the

continued expansion of its brand-dedicated retail network in emerging markets of


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China and India, offset by continued net revenue declines due to the weak

performance of business in Japan.

GROSS PROFIT:

The following table shows consolidated gross profit and gross margin for the periods

indicated and the changes in these items from period to period:

Compared to the prior year, gross profit increased in 2010 primarily due to the

increase in constant-currency net revenues, improved gross margins in each of our

regions, and a favorable currency impact of approximately $47 million. The

improvement in our gross margin primarily reflected the increased contribution

from our company-operated retail network, which generally has a higher gross

margin than our wholesale business.

SELLING, GENERAL AND ADMINISTRATIVE

EXPENSES


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The following table shows Levis selling, general and administrative expenses

(SG&A) for the periods indicated, the changes in these items from period to period

and these items expressed as a percentage of net revenues:

Currency contributed approximately $12 million of the $246.2 million increase in

SG&A expenses as compared to the prior year.

SELLING: Selling expenses increased across all business segments, primarily

reflecting higher costs, such as rents and increased headcount, associated with the

continued expansion of our company-operated store network.

ADVERTISING AND PROMOTION: The increase in advertising and

promotion expenses was attributable to the planned increase in support of our U.S.

Levis and U.S. Dockers brands, as well as global launch ofour Levis Curve ID

jeans for women and the launch of Denizen TM brand in the Asia Pacific region.

ADMINISTRATION: The increase in administration expenses reflect higher

costs associated with its pension and postretirement benefit plans, as well as higher

costs related to various corporate initiatives, including costs in the third quarter of

2010 associated with executive separations.

OTHER: Other SG&A expenses include distribution, information technology, and

marketing organization costs. The increase in expenses was primarily due to

increased marketing project costs related to our strategic initiatives.

LEVIS PRODUCT LINES

RED TAB


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SILVERTAB (this line started in 1990 and is marketed to a more fashion-forward demographic; the last five years this line got a make-over to resemble

an urbanwear look rather than the traditional Levi's look)

DOCKERS LEVI STRAUSS CIRCLE R RED LOOP TAB TWISTS LEVI'S VINTAGE CLOTHINGL.V.C) LEVI STRAUSS SIGNATURE NEXT CUBE BLUE PRINT (N3BP) CAPITAL E LEVIS LADY STYLE EDISON BLACK BLUE

Levi Strauss has designed a pair of jeans, called RedWire DLX Jeans, able to control

a wearer's Apple iPod music player. The RedWire DLX Jeans will have an iPod

remote control and docking station fitted in its pockets, and comes complete with

attached headphones. Launched in August 2006, the jeans costs approximately

$300. Levi Strauss is not the first to produce iPod-compatible clothing, but it is

believed to be the first to do so for trousers or jeans.

LEVIS TARGET CUSTOMERS:

Levi's target customer into the 1990's became a customer who did not want to betargeted by Levi's. The target customers identified by the company were teens and


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young adults. In the 90's, Levi's continued insistence to portray their jeans as a

classic, standard, mythical brand became inconsistent with its markets' trend toward

individuality. While blue jeans were the cool attire of John Travolta in Grease and the

rugged companion of the Great American Cowboy, folks are now demanding jeans

that provide a specific and comfortable fit, reflect a personality, signify inclusion to a

societal class, or simply separate the style of today from the style of one's parents


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ORGANIZATIONAL STRUCTURE

R. JOHN ANDERSON

SVP, NORTH AMERICAN

REGION OPERATION

CHAIRMAN

BOB HASS

HANS

PLOOSVAN

AMS TEL

DAVID

PRESIDENT

COO, AND

DIRECTOR

HILARY KRANE

SVP AND

GENERAL COUSEL

LAWRENCE RUFF

SVP, STRATEGY AND

WORLDWIDE MARKETING

GARY GRELLMAN

VP AND CONTROLLER

PAUL SMITH

VP, GLOBAL TAX

DEPARTMENT

MARY BOLAND

VP, FINANCE

LEVI STRAUSS

NORTH

AMERICAN

AMY JASMER

DIRECTOR LEVIS

PRESENCE AND

PUBLICITY

JEFF BECKMAN

DIRECTOR, WORLDWIDE

AND U.S.

COMMUNICATION

EJ BERNAKI

SENIOR MANAGER,

WORLD WIDE

COMMUNICATIONS

KEIJI AMEMIYA

SENIOR COMMUNICATION

SPECIALIST, LEVI STRAUSS, JAPAN


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CONTENTS

1. LEVIS BACKGROUND2. CORPORATE HISTORY3.VALUE AND VISION4. ORGANIZATIONAL STRUCTURE5.ANNUAL REPORT6. MANAGEMENTS DISCUSSION AND ANALYSIS OF FINANCIAL

CONDITION AND RESULTS OF OPERATION

7. TRENDS EFFECTING THE SUPPLY CHAIN8. LEVIS 2010 RESULTS9. FINANCIAL INFORMATION PRESENTATION

10.RESULTS OF OPERATIONS-2010 VS 200911. NET REVENUES12.GROSS PROFIT13.SELLING, GENERAL AND ADMINISTRATIVE EXPENSES14.PRODUCT LINES15.TARGET CUSTOMERS


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Levis Pre Mid Sem

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