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With operations in India and the Middle East, it is safe to say Otobi has
already ventured on the journey to go international. Some of the new
concepts that have been implemented in order to mae the Otobi e!perience
distinct and uni"ue are the simulated interview for new recruits, theinduction
and as well as training. In our path towards reaching e!cellence in all that we
do at Otobi, as monotony and dullness are two concepts that are non#e!istent
in Otobian$s vocabulary. Otobi is a company that firmly believes in the
power of teamwor, and the %we& culture that upholds this belief. It is
remarable how despite the si'e of the company, we are all
dependent on each other, and the relationship between departments is one of
the dedication, loyalty, sincerity and cooperation, allowing the compan
y$s day to day activities to tae place fluidly. With a total of nineteenprimary
departments, Otobi is well armed to face the challenges of (angladesh$s
competitive corporate world. )ere is a brief loo at the departments that
aspire to tae Otobi$s name to greater heights.20
OtobisbusinessResearchdepartmentprovidesinternalaswell
asexternalinsight,suchasinformationaboutcompetitors,customerschoice,
andleadershipsurveyandsoon.
Category
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Management,Cat.Mandeals
withforecasting,conceptdevelopment,businessplanning,merchandisedevelopmentandassortment
planning.he
CustomerOrderManagementdepartment,COM,completesthecustomer
orderfulfillmentprocessofOtobiandensuresthatordersare
met.he
Communicationdepartmentletsthepu
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blic!nowaboutbrandcampaigns
andoffershe
"umanResourcedepartmenthandlesindustrialrelationshipsand
Otobis#inanceand$egal
%ffairsaremanagedbythecollaborated
effortsof
accounts,&nternal
%udit,Costing,$egalaffairsandaxation
department.heypreservethecompanysassetsand
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analy'ewhereitisgoing.
heyprovidesgeneralservicesaswell,li!echec!ingcontracts,defending
thecompanyinlegalcases,issuinglicensesandpermitsand
soon.he&ndustriali'ationdepartmentisinvolvedinreengineering,semi
automaoftion,andthecommissioningnew
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plants.he
(trategic"umanResourcesdepartmentdeignsinterviews,motivatesthetas!force,andorgani'estraining,le
adershipandsoon.he
)roduct
*evelopmentteamwor!swithCatmantoproduceproductarchetypes.he
(upplyManagementdepartmentengagesinhardcorenegotiation
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withsuppliersinorderto
ensuretheac+uisitionofre+uiredrawmaterialswithinaspecified
time.he*istributionandarehousedepartmentswor!toensurethat
rawmaterialsandfinishedgoodsareintherightplace,attherighttime,intherightcondition.
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*etailing in the -st century means doing bu
siness with customers on their terms. It
involves selling not only in stores, but al
so through the Web, catalogs, call centers,
interactive television, and mobile devices.
Otobi believes to tae the positive e!perience
of the customer at the
very beginning. We try
to give such an environment to the customer
s that they will come and tae our assistance
again and again. or giving these supports we
try our best so that the customers are
encouraged to come himself and give advice
to another for taing the e!perience.
/nowledge Sharing in *etailInternationali'ation+ I/E0$s+2-
*esearch on retail internationali'ation and in
ternationali'ation in general acnowledges the
relevance of nowledge management and organi
'ational learning, even though there is a
lac of discussion about the specific construc
ts and approaches that would be most fruitful.
1he central role of nowledge sharing in the i
nternationali'ation process is rarely stressed.
urthermore, the specificities of retailing are lie
ly to re"uire special considerations if we are
to be able to develop a theoretical as well
as a practical understan
ding of nowledge and
nowledge sharing in the internationali'ation pr
ocess. 1he aim of this paper, therefore, is to
develop a tentative approach to nowledge and
nowledge sharing in international retailingbased upon previous literature about nowledge
sharing and the internationali'ation process
and a case study of I/E0$s entry into the
different maret. It is often argued that the
internationali'ation of retailers is particular
ly challenging and comple!, especially when
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compared to manufacturing.
or each new maret, a retailer has to go thr
ough the whole process of understanding the
new maret and consumers, prospecting and de
veloping stores, solving logistical problems,
recruiting new staff, etc. or a retailer who st
rives to manage this process effectively as well
as efficiently, i.e. to develop a strategy fo
r how to share nowledge between marets, this
should be especially crucial. *ecently, re
searchers focusing specifically on retail
internationali'ation have stre
ssed the importance of learning
processes using the framewor
developed by 2almer and 3uinn 4-5567 showswhat retailers can learn from their
international e!periences and argu
es that we need to now more
about this in order to better
understand retail internationali'ation.
urthermore, another research shows that now
ledge sharing does occur, but not how it
occurs, which is a prere"uisite for fully
understanding its impact on retail
internationali'ation. 1hus, there appears to be
a need for more research on especially the
role of nowledge and nowledge sharing as a
retailer enters new ma
rets. 1he need for
more research and a better empirical understanding of retail
internationali'ation is further
illustrated by the differing views on whether ge
neral internationali'ation theories can be
applied to retailing. While some maintain that it is possible to adopt thesemore or less in
their entirety in retailing some
argue that they could be applie
d only to some e!tent. Other
researchers, however, view this as less desirable since these theorie
s were developed in
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relation to manufacturing firms. Organi'atio
nal differences between manufacturing and
retailing firms are argued to hinder the appl
ication of international business paradigms and
by applying these models the specific re"uir
ements of retailing may be neglected.
E!periential 8earning Methods+22
While mareters are generally aware of the impo
rtance of having the best retail location,
very few educators have practical e!perience in
the selection of retail sites. Our typical
academic training offers very little insight on
this topic either. In a
ddition, there appears tobe a lac of case and project materials, for educational purposes, to assist in
the teaching of
site selection. 1his can become problematic,
since merely e!plaining to students the
importance of site selection,
without application, does not e!
pand the learning e!perience.
0 more conse"uential educational e!perience
might involve the student in an active
learning project whereby they analy'e the loca
tion factors to determine the best site
solution. 1he "uestion then becomes, %)ow to
develop a meaningful si
te selection project9&
1he project method illustrated in this article coul
d be applied to a broad array of industries
giving students application to an important,
albeit under#emphasi'ed, area of retail
education. Mareting educators may find this article purposeful in gaining a better
understanding of site select
ion or for the development of
regression models as an
instructional tool. Either way,
the students will surely bene
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fit from greater e!posure to
active learning projects such as the one
illustrated here. 1he further e!ploration and
development of active learning will surely benefit mareting education.
:ompetition with Other brands+
0s this is the leading company in furniture busi
ness in (angladesh so their growth is very
high rather than any other furni
ture company in (angladesh.0-020/0010
02003 2005 20-0Otobi)artex6avana"atil
%!hter
rom this chart we can easily evaluate
the growth performance of Otobi with its
competitors.2/
In -55; Otobi$s growth was -6
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items, match to e!isting furniture and life style. In addition because of the
significant
e!pense and long product life cy
cle of furniture, consumers have
to mae difficult trade#off
decisions about important factors such as
price, style, "uality and functionality.
urthermore after the choice is made consum
ers are often feeling unsure about whether they
made the right choice. :onsumers fre"uently as
"uestion+ will it fit in the room9 Will it
wor with the rest of the furniture and decors
of my home9 1his uncertainty which results
from consumers$ inability to try out furniture
combination in a real setting eeps consumersout of the furniture maret place or
maes them delay purchase decision.
urniture retailers also face challenges in
meeting consumers$ demands because consumers
are looing for furniture that represents who they
are, furniture retailers have to carry a wide
selection to meet customer e!pectation. )o
wever traditional bric#and#mortar furniture
retailers are limited by the buly nature of the product, space limitation and
diverse
consumers tastes, ending up with a signific
ant amount of interiors. Every year O1O(I
slightly different styles at furniture maret whil
e eeping the old product lines. (ecause they
do not now which style consumers will acce
pt end up with an enormous number of
different products resulting in the costs of ho
lding huge inventories. 1o mae matters worse
customer dissatisfaction with the long deliveryprocess is a discouraging factor for Otobi
furniture.2
Maret Share+
0s Otobi provide furniture for not only a specif
ic class of the socity, they have got a huge
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maret share all over the country. 0nd this is
a very positive sign that they are treating
different customers in a same way. 1he upper#
middle class people are ready to buy "uite
e!pensive product, so they have captured -5< of
the total maret share. )ere other >-< of
the furniture users prefer to use normal furnitur
e which is only made
of normal wood and
they find it from )atil,
0ther, and 8egacy etc.
Mar!et (hareOtobi, /1)artex,
16avana,-1"atil, 21Others,20
Si! tips for maing
the most of e!pe
riential mareting+
7
Bo your homewor+
Start by assessing which consumer you want to target, says
Mie (ills, managing partner at retail
consultancy and design firm itch. 0n
electronics merchant targeting women mig
ht start by e!ploring where women shop,
how they typically purchase electronics,
what they want in a shopping e!perience,
and who. if anyone, is already mareting to women.
-7
2lay to your strengths+Belve into what maes your company uni"ue. 0naly'e your
brand, what it stands for, and what it me
ans to consumers, says Eri )auser, director
of the International E!periential Maret
ing 0ssociation in San rancisco. 1hen
thin of ways to bring
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your companyCs brand21
0void trying to loo lie your compet
itors. 0 common mistae is to copy an
approach thatCs woring for another comp
an
y without considering whether it fits
A7
est, and test+
(ecause e!periential retailing involves connecting with
dividuals, merchants need to be aware
of differences among customers in various
@7
who is interacting with the
customer. 1o succeed at e!periential67
)auser says. 1he best
>7
ng bac+
Even e!periential stores can get
ale to customers. D/eeping your concept
model fresh is always a challenge for any
Iea$s brand comes first thining of Otobi$s+
your company s identity. Instead, concentrat
e on bringing out the best of your brand
image.
1est, t
in
marets. So donCt contemplate a national ro
llout right off the bat. )auser says. Start
by testing in one maret, then proceed to
other areas. DMae it relevant to that
particular area,D he says. DIt may mean doing
it one way in Firginia and another wayin Seattle.D
Educate your sales force+
1he success of a hands#on mareting strategy often
depends on
mareting, you need a nowledgeable, personable sales staff.
1hin beyond the superstore+
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E!periential retailing
doesnCt necessarily mean
supersi'e retail. DBo something ama'ing on
a small scale,D
point for activation is closest to the purc
hase. 1hin about Dwhat are you going to do
at that very moment so that the customer
is going to pic your brand over someone
elseCs brand,D he says. In#s
tore demonstrations and other events can convert even a
small location into an e!periential format.
/eep things fresh to eep
customers comi
st
retailer,Da
rtially followed by Otobi.1his international
rand actually very similar with
Otobi$s "ualityG as we believe that we are producing world
I/E0, an international furniture brand which p
b
class furniture. One of the great benefits of I
eaCs buling out of town superstores is that
once you have reali'ed the erro
r of going once, it is not easy to he lured into maing the
same mistae again. 1he e!perience is too trauma
tic to repeat. So if those roller blinds you
brought fall apart H as mine did H you canCt
be bothered to tae
them bea. =o wonder
I/E0 too more than billion
at the till in -55@.(ut now the
arma is disturbed I/E0 is
opening shops in town centers. Similarly Otobi has already opened ; branches inside the
Bhaa city and within this year they are planning
to open more > branches inside the city
and 6 outside of the city. 1he chain is tryi
ng to suggest that nothing has changed by
commissioning a design
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which loos lie a slimmed#down
version of its megastores.2
Otobi has always treated its customers with the mi
nimum of respect, and that loos liely to
be repeated in its attitude towa
rds citiesG which is completely
one of the main activ
ities in
tobi to get nearer to the customers. 1he ne
w stores are designed to create the bargain#
O
basement allure that wors for Ot
obi in the suburbs. It just
seems unfair to do so with adesign that says more about its brand than it do
es about the companyCs interest in the city.
*ecommendation+
1hough Otobi is a giant company in our countr
y and try to enter the worldwide competitio
n
cies with their customer
support. 0s I am woring here since January
-55 I have seen some proble
m inside it. 1hose are+
e for getting a good e!perience current
web page do not provide enough informatio
n about product categories, price list,
b.
mae delivery process
fulfill. Belivery process is slower, because
of hiring third party taes time and they
c.
followmanufacturing world class furniture but do no
t implement just in time process in
d.
er instantly from all of our
showrooms. So storage capacity should in
crease immediately for deliver the product
8/10/2019 assingment taher sir.doc
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it has some deficien
a.
oreign customers living in (angladesh are one of the target marets for
Otobi, who
see information from OtobiCs web page. Si
nc
cross selling option or online booing
system. So Otobi should tae immediate
action to redesign their webpage to meet customers demand.
Slow delivery process+ Sinc
e Otobi do not have enough vehicles to delivery products
to customer mailing address and often hire
third party to
often are not serious to deliver the product
to customer mailing address on time.Even for improper monitoring we face many
odd situations in front of the customers.
So Otobi should use their own vehicle or to
tal with third party about the problem
of delivery process for giving a
good e!perience to the customer.
2roduction 8imitation+ Manufacturing proce
ss vastly depends on receiving order
from customers and getting raw materials from suppliers.
Since Otobi
their manufacturing plant, which is very im
portant part of logistics in manufacturing
industry. 0bsence of JI1 in this competit
ive maret create delay in manufacturing
products, result lose of potenti
al and e!isting customers.
8ac of showroom storage+ 1here are ? outl
ets inside the Bhaa city. (ut all outlets
don$t have enough storage. or this reason wecan$t deliv
to the customer$s end as soon as possible.27
:
onclusion+
tobi is operating their services in urniture
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business is our country for the last thirty four
years. It creates a strong position for furnitu
re as it successfully competing with the other
ni'ations of (angladesh. Managing brand is an essential tas in every
o a
ynamic way for researchers to understand the
customer within the holistic conte!t. If
searchers and managers of Otobi are to gain the
most out of the e!periential environment,
eferences+
O
furniture orga
organi'ation. Otobi has successfully created thei
r brand name and able to spread its wing
internationally which is not only promising for Otobi itself but also for the local brands.
Employing in Otobi ethnography within the e!pe
riential retail setting gives rise t
d
re
and develop e!periential competencies, they ar
e re"uired to loo be
yond the "uestioning
level. It can be seen that traditional "ualit
ative techni"ues, such as focus groups and
interviews, are comparatively limited within
the e!periential environment, in that they
cannot truly capture the informant$s natural behavior K words are not the
entire story.
8eaving e!periential research at the "uestion
ing level can lead to inaccurate findings,
predominantly due to a lac of comparison a
gainst what consumers ac
tually do inside thestore. or this reason it is important to
assess the degree of mismatch between what
informants say and what they do. or managers
the implications are significant. *etailers
cannot truly assess, establish or improve their e!
periential position un
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less they identify what
customers actually do inside
the authentic conte!t.
*7
http+www.accessmylibrary.comartic
le#L#@5A@6?;e!periential#value#
tion#measurement.html
4conceptuali'a
234-
72ine, II, (. J. and Lilmore, J. ). 4???7 N1
he E!perience Economy$, )arvard (usiness School
.sciencedirect.comscience9obP0r
ticle8istQ*8RmethodPlistR0rticle8istIBPRv
ersionPRurlFersionP5RuseridP;>5;6
5Rmd6Pfaac@aAe?f@5;ac5;Abb6@da@
+ Strategies for Mareting the 2erforming
ool 2ress, (oston.
d Llynn, M. 0. 4??67 NQnderstanding
s.
Journal of
*etailing
,d self.
Journal of :onsumer *esearch
,
W., Jr. 4?;67, D(ringing *eality to the Introductory Mareting Student,D
Journal
osemary *. and 1imothy 0. 8ongfellow 4?;?7, D1he Impact of :lassroom Style
on
:onsumer *esearch, A4@7, pp. A?K@5.
ess
and research implications,shin, 8.S., ??. *etail
relationships and store loyalty+ a multi#level
6.
66.
2ress, (oston.
4A7
http+www.integratedretailing.com9pPA
http://www.accessmylibrary.com/artichttp://www.integratedretailing.com/?p=131http://www.integratedretailing.com/?p=131http://www.accessmylibrary.com/artic8/10/2019 assingment taher sir.doc
20/55
4@7
http+www
-?;>5@;A6RsortPrRviewPcRacctP:5555@@55
467
http+www.furnituretoday.com
4>7http+www.answers.comtopicfurniture#stores
47
http+www.iea.com
4;7
http+www.iea.comgben
4?7/otler, 2. and Scheff, J. 4??7 NStanding *oom Only
0rts$, )arvard (usiness Sch
457 (hattacharya, :. (., *ao, ). an
the (ond of Identification+ 0n Investigation of its :orrelates among 0rt Museum
Members,$Journal of
Mareting
, Fol. 6?, =o. @, pp. @>K>@.470rnould, M.J. R *eynolds, /.E. 4-55A7 )edonic shopping motivation79
, -, pp. K?6.
4-7(el, *. 4?;;7 2ossessions and the e!tende15
, -, p. A?.
4A7 )ene, Johnof Mareting Education
4fall7, 6?#.
4@78agace, *
Student 0ttitudes toward Sales :a
reers+ 0 :omparative 0pproach,DJournal of Mareting
Education
4fall7, -#?.
467 (urt, S. 8. 4??A7 1emporal trends in
the internationali'ation of (ritish retailing,
International Journal of*etail, Bistribution and
4>7 letcher, *. 4-557 0 holistic approach
to internationali'ation, International (usin
*eview, 5,pp. -6K@?.
47 *oberts, L. ). 4-5567 0uchan$s entry into
*ussia+ prospects
http://www/http://www.furnituretoday.com/http://www.answers.com/topic/furniture-storeshttp://www.ikea.com/http://www.ikea.com/gb/enhttp://www/http://www.furnituretoday.com/http://www.answers.com/topic/furniture-storeshttp://www.ikea.com/http://www.ikea.com/gb/en8/10/2019 assingment taher sir.doc
21/55
International Journal of *etail and Bist
ribution Management, AA47, pp. @?K>;.
4;7 Macintosh, L., 8oc
perspective. International Journal of
*esearch in Mareting @ 467, @;K@?.
4?7Mahler, B.3., -555. 0n 0merican century of retailing. :hain Store 0ge, @@K
4-57Martineau, 2., ?6;. 1he personality of the
retail store. )arvard (usiness *eview A>, @K
25
)ome
0rts
(usiness
Science
Assignment Point - Solution for Best
Assignment Paper
0ssignment
0rticle
2resentation
8ecture
1erm 2aper
1hesis 2aper
*esearch 2aper
*eport
Internship *eport
3uestionnaire
8etter
http://www.assignmentpoint.com/http://www.assignmentpoint.com/artshttp://www.assignmentpoint.com/businesshttp://www.assignmentpoint.com/sciencehttp://www.assignmentpoint.com/http://www.assignmentpoint.com/artshttp://www.assignmentpoint.com/businesshttp://www.assignmentpoint.com/science8/10/2019 assingment taher sir.doc
22/55
)ome (usiness Mareting Marketing Activities of Partex Furniture Limited
Marketing Activities of Partex Furniture Limited
Introduction:
Buring the past century most :ompanies were small and new their customer firsthand .Managers piced up mareting information by being around people, observing
them and asing "uestions. Buring this century, however, many factors have increase of
the need for more and better information .0s companies become nation or international in
scope, they need more information or larger, more distant marets. 0s sellers use morecomple! mareting approaches and face and more competition ,they need information of
the effectiveness of their mareting tools .Managers need more up#to#date information to
mae timely decision.
In crying out mareting analysis, strategies, planning, implementation and control
mareting managers need information at almost every turn 1hey need information about
customers, compactors and other forces in the maret place. One mareting e!ecutive putit this way %1o manage a business well is to manage future and to manage the future is to
manage information& .Increasingly mareters are viewing information net just as input
for maing better decision. (ut also as an important strategic asset and mareting tools.
In this project wor the topic was to %mareting strategy for 2arte! urniture Industries
8td in (angladesh. Buring the project, a conclusive method of the mareting researchwas followed to find out the problem and its solution. While woring n the project, it wasreali'ed that the research wor is very important to establish any mareting strategic
before maing decision.
Since the real life business is always very comple! and competitive, every business has toface the interns competition and those who can successfully operate within this critical
situation can become and brand awareness is very important.
O!ectives of t"e stud#$
1he objective of the internship program is to be familiari'ed me with the real maret
situation and compares it with booish concept. 1he main objectives of this report are to
have an assessment about the situation in addition the study sees to achieve thefollowing objectives+
1o find out the overall pictures of the company.
1o indentify strength and weaness of the company.
1o recommend action that may be necessary to redesign operational and
mareting strategy of the company.
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%eneral o!ective:
1he objective of the study is to find out the perception and brand awareness of theconsumer towards. 1he research is focused on the perspective of the consumer and their
views towards, what are their need and wants.
Limitation :
1o complete the study I have fa'ed some problems, which can be termed as the limitation
of the study .
=ot having an accurate customer database in divitm that caused waste of time,
=o response is obtained from a certain part of our samples.
It is "uite difficult to complete for such research program for one person in a
certain time limit,
1he researches had to depend on personal interview for collecting data.
1here was tie limitation for this research project. 1hat made difficult to get allinformation.
Purpose of t"e report
My corporate purpose is state that to succeed the problem and pattern statement of parte!
furniture .(ut the whole information about parte! furniture as lie what is woringsystem and etc .are not clearly given on its website.
Origin of t"e report:
1his report is development as a course of the ((0 program .When I have presented myreport to my supervisor, he will authori'e my report. 1his project report is written by me
under the supervisor Md. Sawat 0li.
Met"odolog# :
Sources and Met"od of collect:
I have collected the information from the Secondary data, such asG :ompanies journal,brochure, articles, websites and Monipuripara Lallery.
Scope:
2arte! furniture is world class furniture providing company has a big functioning networ
of its business in our country and other country .It has several Lallery and (ranches. I
have tried to cover about mareting strategy of parte! furniture.
Stud# approac":
1he study is e!plorative in the conte!t of (angladesh for the aspects focused mainly on
urniture maret .)oweverG it can also be termed as descriptive and analytical.
&istor#:
2arte! urniture is leading manufacturing furniture, brought revolutionary changes in thefurniture maret in our country since its start -555 and owned by Mr 'A(i( 0l /aiser.
8/10/2019 assingment taher sir.doc
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irst it had started in a small scale, but today parte! furniture is fully e"uipped with latest
technologies.
In ?-;, the signature of the *ed 8ine 0greement and the confirmation of the
shareholding participations of the 1urish 2etroleum :ompany 412:7 mared the
consolidation of :alouste Lulbenian$s firm involvement in the oil industry in the region.
12: then changed its name to Ira" 2etroleum :ompany.
0 decade later, in June ?A;, :alouste Lulbenian decided to incorporate his assets in the
oil business in a :ompany that he created in 2anama+ 2articipations and E!plorations:orporation. 1he name of the Lroup K 20*1ET K originates from the name of this
:ompany.
Since :alouste Lulbenian$s death, in ?66, the Middle East oil industry and, as a result,the Lroup$s holdings have changed significantly. 1hese changes particularly affected the
concessions held by the Ira" 2etroleum :ompany which were nationali'ed in ?A.
0s a result of the strategic decisions and business re"uirements of 2arte!, new companieshave been created over the years. In March ??;, almost >5 years after the first company
was created, a holding company was incorporated in :ayman Island K 2arte! Oil and Las4)oldings7 :orporation K owned 55< by the :alouste Lulbenian oundation. Itbecame the holder of the Lulbenian participations in the oil and gas business and,
directly or indirectly, the only shareholder of all the Lroup :ompanies.
Organi(ation And Structure
1he 2arte! Oil and Las Lroup is organi'ed basically by geographical areas and holds
interests in concessions and joint ventures engaged in upstream activities related to the oil
and gas industry, namely, e!ploration, development, production and sales.
1he Lroup is structured in sub#holding companies, management units, concession
companies and service companies that provide to the joint ventures and operating
companies in which the Lroup participates all the necessary advice and financial,technical, management and human resources support that they re"uire, in accordance
with the strategy and guidelines defined by the )olding.
2arte! Lroup is among the large (angladesh private sector manufacturing and service
based enterprises, owning and operating over twenty units giving value for money to all
customers. 1he group started modestly in ?6? in tobacco trading and with prudent
entrepreneurship of our ounder :hairman Mr. M.0, )ashem today we have a stae intobacco, food, water, soft drins, steel container, edible oil, wooden board, furniture,
cotton yarn and the I1 sector. 0fter (angladesh was established our :hairman set up MS
)ashem :orporation 42vt7 8td, in :hittagong city meeting the large demand of food andmaterials needed for sustaining the needs of a new nation through imports. rom
importing to import substitution was the ne!t logical step and the stepping stone into the
manufacturing sector, which has matured to the multi million dollar diverse investment ofthe 2arte! Lroup today. 0 dedicated wor force and committed board members led by
our :hairman and baced by a maret oriented corporate strategy has been the
cornerstone of our success. 1oday the group has over tweenty family owned privatelimited companies with a si'able turnover. Ours is a dynamic organi'ation always
e!ploring new ideas and avenues to e!pand and grow further,
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%roup Management
Mr' M' A) &as"em
:hairman
Mr' A(i( Al-*aiser
Fice :hairman
Mrs' Sultana &as"em
Birector
Mr' A(i( Al-Ma"mood
Birector
+orporate Office:
Sena /alyan (haban 4> th. loor7,
?6 Motijheel :0, Bhaa K 555, (angladesh,
&o, to started:
0:ombination of special imported laminated board, stainless steel accessoriesand high standard plywood offers the best "uality and cost effective substitute for natural
timber for custom made innovative, modern and use of timber substitutes as well as
products of solid timber. Within a short span of time lamination board furniture has beenable to clams a si'able portion of the maret .1his is a commitment of parte! Lroup to
use eco#friendly materials ,as much as possible .:urrently ,we are providing an ever
increasing range of product to meet greater than ever demand of furniture for
household ,offices and educational institutions.
ision
We are the leading furniture solution provider in (angladesh achieving our businessvision through growth in maret reach, increasing operation si(e) international
distribution, total service and consistent branding activities by the being most
customer focused and innovative ,cost effective Refficient, environmentallyreasonable R"uality concerned company in the business.
Mission
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1o be the most consumer focused, competitive, efficient, innovative, and environmentally
responsible and "uality concerned leading maret oriented furniture manufacturing ,sales
and distributor of (angladesh.
+ustomer F.cused / Innovative
We believe our success depends on our customers. 1hus, our primary value is fulfillmentof our customer$s needs .our manner of achieving this success is to include value for
money, different price ranged functional products, complete solutions, free technical
consultancy services, after sales support, efficient delivery, and above all "uality productthat e!ceeds e!pectation .we believe in providing our customers new and innovative
product with international standards to match wit the changing lifestyle of today.
+ompetitive / 0fficient
We believe our competitive nature thoroughly ensured as when we provide highest
"uaiity product in the most perceived prices. We are committed to our Falue In
relationship with our staeholders where our core product is associated with efficient andreliable services.
0nvironmental Ste,ards"ip / 0xcellence In 1ualit#
We believe in maintaining, operating our business in such a manner so that it is
sustainable for the future. We went to combine comic use of wood and create wood
substitute product for our furnishing needs and constantly devote our production,researchR development to remain environmentally responsible. We are committed to find
new methods and technologies to improve our services .we believe e!cellence is our only
standard for ail our approaches.
2"e Marketing Planning process
+orporate Strateg#
2arte! has vertically integrated in to the furniture industry. 2arte! had the upper hand inproducing the particle board which is the raw material to produce furniture and they used
to supply this particle board to other furniture maing companies to produce furniture
.(ut the corporate manager decided that they could vertically integrated in to the furnitureindustry since they would be producing their own raw material .they also came up with
an innovative idea of maing use of the unused part of the log which they use for maing
particle board. 2arte! also has a widespread distribution networ which it can use for thefurniture as well.
It may be added that parte! has vertically integrated in other businesses as well apart
from the furniture industry .r e!ample, under comple! #parte! had Banish condensedMil 4(B7 8td. Banish ood product, Banish mil mills 8td .1hen parte! vertically
integrated and came up with Banish Bistribution =etwor 8td.
(ecause of vertical integration, parte! enjoys some competitive advantage compared toits competitors.
2arte! has invested in the furniture industry and this huge investment acts as an entrybarrier to its potential new entrant.
2arte! will also be able to reali'e Economics of scope since they are fully integrated in
the furniture industry i.e. from producing raw materials to distribution them.
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1hey have two in the furniture industry+ one is timber based furniture and the other is
panel based furniture
1imber (ased+
1his is considered as 3uestion Mars since the relative maret share is low, but there is
tremendous potential for growth in this industry .this S(Q need a lot of cash injectionwhich parte! has already done and plans to do the same in furniture.
Panel Based:
1his is considered to be a cash cow. 1hey have a high maret share and they are
generating positive cash flow forparte!.
3ra,ack of t"e +urrent Strateg#
2arte! is finding it very difficult to integrate all their businesses in the industry Jn
additionG parte! has a very comple! structure. 1hus their bureaucratic cost is very high.
4ecommended Strateg#
2arte! should change its current organi'ation structure and mae it simpler so that their
bureaucratic cost can be lowered which will give them a competitive advantage.
+orporate level strateg#
2arte! has vertically integrated both into the panel based and timber #based furnitureindustry because of strength in raw material supply.
(ecause of vertical integration, 2arte! enjoys competitive advantage compared to its
competitors.
2arte! has invested t. core in the furniture industry and this huge investment acts as an
entry barrier to its potential new entrant.
integrated in the furniture industry i.e. from producing raw materials to distributing
them.
1hus the two
in the furniture industry+ One is timber based furniture and the other is panel based
furniture
Business-level Strateg#:
Interestingly enough the generic strategy for parte! is Ncost 8eadership and
Bifferentiation Nrather it is differentiation 4not pure differentiation7 baced up by absolutecost advantage .the result is premium price charged for products similar to the
competitors and obtaining lower cost than pure differentiation and higher levels of profits
than firms pursuing only one of the generic strategies.Principal Issues
2arte! strategy manager$s plan of action for using the companies resources and
distinctive competencies to gain a competitive advantage over its rivals in the localmaret is based mostly on its cost advantage over the competitors. 0t the heart of the
generic business level strategy for the company lie the choices concerning product
differentiation, maret segmentation, and distinctive competency. 1hese issues of(usiness level strategy information according to parte! are discussed below+
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2"e differentiation of furniture according
1he study on parte! product offerings con not that the company follows two differentstrategies for both paneU based furniture and 1imber based furniture. 1hese current are as
below+
+urrent product 3ifferentiation Issues:
1ype of furniture Issues for product differentiation 2anel #based 1his type of
furniture is target to satisfy special category of needs office furnishing, itchen and home
appliance, lower middle class home furnishing by offering low #priced products.
)owever, selected customi'ation of these products is also offered allowing minor
differentiation for upper middle to higher economic classes in the local maret 1imber
1his type of furniture offers uni"ueness through the product appeal to the consumersphysiological needs such as brand image and perception of parte! furniture being high
end product.
4ecommended 3ifferentiation Issue:
1he capacity and the maret forces suggest that the current strategy is sufficient forparte! to continue in the industry.
2"e Segmentation of t"e furniture market:
2arte! management grouped their consumer in terms if the income based classificationand performances. 1he segmentation is unusually large and loos 0pparently unrealistic
to allow parte! to gain competitive advantages. )owever, due to the nature of the
business of two types of furniture, the target group is bound to be relatively larger. 1he
current segmentation strategy is followed for both panel and timber based furnituremaret.
+urrent Segmentation Issue$
1he current segmentation strategy of parte! for both of its product line panel based andtimber based is a broad rang #lower middle class to the upper up per class of the
economic division of the (angladesh maret,
4ecommended Segmentation strateg#:
2#pe of furniture Issues of segmentation
2anel #based 8ower middle to upper upper furniture class as panel basedconsumer can be targeted for+
V Office furnishing.
V /itchen furnishing with customi'ation.
V )ome furnishing for lower middle class1imber1imber based furniture with newconception of brand furniture is suitable for the upper middle to the upper end maret
with focus on appeal.
3istinctive competenc# for t"e usiness -level strateg#:
0s previously discount parte! current distinctive competency is focused on+
+urrent distinctive Issue:
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ocused on continual product "uality parte! strive to reach for better customer
responsiveness through a clear focus of the maret trends and product innovation by
newer designs. 1he organi'ation of distinctive competencies includes superior efficiencyin production for the panel based furniture but does not entail for the timber based
furniture 1his is however not a weaness, rather a characteristics for the timber furniture
industry,4ecommended 3istinctive Issues:
Since costs #Eldership is followed is panel #based furniture the corresponding distinctive.similarly ,for timber #based furniture following a differentiation strategy should
ideally have *RB sales and mareting as its distinctive competency parte!
fulfills both these criteria .
2"e c"oice of t"e %eneric Business level strateg# :
2aarte! enjoys a distinctive production development within the system as the raw
materials for its panel and timber based furniture both come from the single source .0s aresult the company manager to reap gains from cost advantage as well as brand image
and appeal, leading to differentiation strategy.
+urrent Business 5Level Strateg# :
Interestingly enough the generic strategy for parte! is not cost 8eadership and
Bifferentiation rather it is differentiation baced up by absolute cost advantage. 1heresult is premium price charged for product similar to the competitor and obtained lower
cost than pure differentiations and higher levels of profits than firms pursuing only one
the generic strategies.
4ecommended Business -Level Strateg#:
Outwardly, the Leneric Strategic for parte! may seem to be a stuc in the middle as no
pure strategy is followed and as a result wrong resource allocation decision may occurleading to a loss of control in the genetic strategy .however the cost advantage achieved
by vertical integration and the image of parte! brand helps the company to be an a
position where it can change presume price for the product. Which has differentiationability9 1his recommendation strategy should beG
1ypes of urniture Leneric strategies
2anel #based :ost 8eadership and Bifferentiation as competitors4otobi7 follows Bifferentiation strategy as well.
1imber Bifferentiation strategy with absolve cost advantages
gained from production development and verticalintegration.
+urrent Investment Strateg#6 :
2arte! is investment resources to develop new sales and mareting strategy. 1he newshow room and the plan to employ architects in the sales forces is an e!ample to this
strategy implementation .0lso the investment of 1.lOOcrore is a strategy to build
resources that the company is following now.
4ecommended Investment strateg# :
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0side from following the current strategy parte! should also engages in *RB to maintain
their lead as a differentiator and introduce newer designs to capture more maret share .
1he *ecommended (usiness K
Level strateg#:
2arte! should follow two different (usinesses #8evel strategy for panel timber furnituremaret. More narrow segmentation should be focused with differentiation strategy for
timber ftirniture and cost 8eadership in panel furniture baced up by the cost advantage
achieved from vertical integration in both the field. inally, investment should be made tocapture more maret share by innovation and furniture growth .this will increase the
profit margin in even higher e!tent.
+ompan# Profile Partex Furniture Ltd'
Location:
2arte! urniture is one of the ; sister concerns of the 2arte! Lroup. 1he plant for 2arte!urniture 8td. Is located at Jangaliapara, Joydevpur, La'ipur. 1he site enjoys e!cellentin
frastructure lie good road communication ,gas, power, water, telecommunication and
manpower.
Background O!ectives:
It is committed to produce the best "uality import substitute preform and closures with
the best machineries. 0ll around the world there has been a noticeable growth andsuccess of the 2lastic pacaging industry. (eing inspired by this e!cellent growth,
financial performance and future prospects of the 2lastic maret, sponsors are confident
that it would be beneficial and worthy to invest into the plastics industry. With this end inview the company has decided to set#up a whole new line of business under the same
management. 1he e!cellence of the technology, the genius of company$s personnel, clear
vision and commitment of management %Simply the best& in the 2E1 2lastic arena is the
main stay of this bold initiative.
Marketing Advantage:
1he promoters of the company are members of 2arte! Lroup who owns and successfullyoperates more than -6 manufacturing and trading concerns and offers the best 4value of
money7 to customers of (angladesh. 0lU the directors of arte! Lroup have contributed a
lot as promoter#directors in the growth of all Lroup. Sponsors of the project properlyutilise this cumulative strength of nowledge to solve the manifold problems of fast#
changing economy. 1hus this management set#up is a mareting advantage.
Main Furniture companies in Banglades"
7' 8ame of t"e companies:
a7 Otobi8td.
b7 2arte! urniture
c7 )atil
d7 =avana urniture
e7 0hter urniture
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f7 (rothers urniture
g7 8egacy
Source+ (angladesh urniture Indus. Owners 0ssociation *eport#-55. Segmentation,
1argeting Rpositioning 4S127 of parte! urniture+
Segmentation:2arte! urniture Industries 8td. products international "uality furniture. 0 combination of
special imported board, stainless steel accessories and high standard plywood offers thebest "uality and cost effective substitute for natural timber foe custom made innovative,
modern and stylish furniture. 2arte! urniture produces a diversity of products
ma!imi'ing the use timber substitutes as well as products of solid timber. 2arte!
urniture segregates its product with individual care wise .such as+
2argeting:
1he Sy is not the limit for urniture Maret but e!pectation is within limits 1herefore,our imagination soars beyond conventional barriers. ou share or destiny with our
beloved motherland. ou went to serve her in the greeter "uest for national uplift .parte!Lroup is committed to the prosperity of (angladesh. our enterprises play a positive rolein alleviating poverty and generating employment an important objective of our
country .his has been possibly though continuous customer support and loyalty which we
are proud .ou endeavor to reach our product and services at the client doorstep througha networ of sales and distribution outlets. )uman resources is our ey asset, who
translate the group$s objectives into realistic performance. ou are committed to have the
best people and train them to get best from them. our is a free maret economy, where
privet sectored plays a ey role in establishing an industrial base. ou believe in newideas and technology which the road to the furniture. ou shall travel this road hand in
hand with our customers and our employees to see and find prosperity for the Lroup
and the country .ou are the leading furniture solution provider in (angladesh achievingyour business vision through growth in maret reach activities by the being most
customers focusedR Innovative, cost effectiveR efferent, environmentally responsible
R"uality concerned company in the business. 1o be the most consumer focused,competitive, efficient, innovative, and environmentally responsible and "uality concerned
leading maret oriented furniture manufacturer, sales and distributor of (angladesh.
Positioning:positioning or maret Share + per year
a. Otobi 8td #655 :roneyear
b. 2arte! urniture #55
c. )atil urniture #@6
d. =avana urniture #@5
e. 0hter urniture #-5
f. (rothers urniture #6
g. 8egacy #5
It is clear that parte! urniture is in the second position in the urniture maret of
(angladesh.
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Internal Anal#sis- Summar#
+orporate Structure
Strengt"s 9eaknesses
V 1op level Becision Maing with vast
information seeing from low levelmanagersftae inputs
V :omple! structure# difficult to
understand
V :entrali'ed BM
V 2oor understanding of the structure by the mid level manager
V 2resent structure hampers successful growth in the future
+orporate culture
Strengt"s 9eaknesses
V :onsistent culture V amily owned business concept
very prominent
V Emphasis on "uality, craftsmanship and designand
integrity is maintained. . i VV V
companyV 2romotion only up to a certain position, which may be de#corporate ladderV
:ustomers are not refused a certain limitation of the company
Strengt"s 9eaknesses
V Wide range of customer base
V 1he corresponding strategy is to focus on
"uality first and then respond to demand
V 2lanning many program but not
clearly stated ,mereiy impliedV 2lanning many programs for growth
V 2rograms consistent With corporate mission V 2ositioning by high "uality productat affordable price. 1herefore product
m! needs to be suited for each incomegroup
V =o past trends to base its
judgments or strategy formulation butcan be countered with good research
and forecasting
Strengt"s 9eaknesses
V 1echnologically advanced in terms of
developing new product
V *esearch is mainly observational
and participation
V :ost and "uality can be controlled as they arealready in the supply side
V :onsistent with mission and values
0xternal Anal#sis Summar# Five factor model
opportunities 2"reats
Intensity of *ivalry
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Bue to the si'e of parte!, the business can
e!pect lower intensity of rivalry
(rand image pioneered by hatil
and otobi #parte! not thepioneer
1imber based furniture
industry is in mature stage
:urrent in an oligopoly
2ossibility for being highly consolidated
in the future due to its si'e ,investment
and integration
Economies of scale and
e!perience curve effects are
not present in timber
1he brand furniture is growing
Bemand is increasing every year by 6