assingment taher sir.doc

8/10/2019 assingment taher sir.doc

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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


12/55

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


16/55

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


17/55

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


18/55

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


19/55

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

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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/artic


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/en


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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
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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.


23/55

%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.


24/55

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


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


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


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

Documents

assingment taher sir.doc