Here are the key services provided by Aarong:
- Clothing and accessories for men, women, and children made by artisans using traditional techniques like weaving, embroidery, pottery, woodwork, etc. This includes items like kurtas, shirts, saris, jewelry, bags, home decor.
- Support for over 65,000 artisans and craftspeople across Bangladesh, primarily rural women, by providing stable income, training, healthcare and other services.
- Marketing and sales of artisan products through Aarong retail stores in major cities in Bangladesh as well as international exports.
- Collaboration with NGO BRAC to further their poverty alleviation and community development missions. A portion of
Aarong is a Bangladeshi retail brand owned by BRAC that sells local crafts and textiles. It uses segmentation based on geography, demographics, psychographics, and behavior to target middle and upper class Bangladeshis. Aarong differentiates its products by offering a wide variety of men's, women's, children's, and household items made from different materials and in various sizes. It has positioned itself as the top retailer of locally made Bangladeshi products through its large selection, competitive pricing, and socially responsible mission of empowering artisans.
Aarong is a leading Bangladeshi fashion brand known for its high quality sharees. It was founded in 1978 and now has 16 outlets across Bangladesh as well as online shopping. Aarong targets middle and upper class customers, especially women aged 19-36. It offers a wide variety of cotton, silk, muslin and jamdani sharees with traditional and contemporary designs. Aarong ensures quality through its production process and offers various payment and delivery options for customers' convenience.
This document summarizes a presentation about the Bangladeshi brand Aarong. Aarong is a chain of department stores owned by the nonprofit BRAC that employs thousands of rural artisans. It was started in 1976 and has grown to 23 stores. The presentation covers Aarong's vision, mission, market segmentation, targeting upper and middle class Bangladeshis and foreigners, product portfolio including clothing, home goods and crafts. It discusses pricing strategies, distribution channels, promotional activities, and concludes with a SWOT analysis and reiteration of Aarong's positive impact through employment.
Aarong is a social enterprise of BRAC that was established in 1978 to empower marginalized rural women in Bangladesh. It began by ensuring fair payment to silk farmers in Manikganj and has grown into one of the largest retail chains in Bangladesh with 12 outlets. Aarong works with over 65,000 artisans, primarily women, across Bangladesh to produce and sell handicrafts including silk, cotton, terracotta and more. It aims to provide stable employment, marketing support, skills training and fair prices to disadvantaged artisans. Aarong has expanded its product selection and grown internationally while remaining committed to its social mission of empowering women and promoting Bangladeshi culture.
Aarong is one the most popular and leading handicraft and ethnic lifestyle brands in Bangladesh.
It has started their journey back in 1978 under BRAC initiative to empower rural artisans and
craftsman. It has supported almost 65000 rural artisans across the country. Throughout the last
decade it has gain major attention and name for themselves also as a fashion retail brand who
promotes Bengali ethnicity and tradition through their products to mass market. But over the
years, there are several major competitors arrived in the market and deshi dosh and their ten
brands are the strong one who are competing with Aarong. Apart from the emergence of these
competition, Aarong is currently in their “maturity” stage in terms of product life cycle. Even in
terms of Michael Porter’s five competitive forces theory, threat of new entrants is high, threat of
substitute is moderate, bargaining power of suppliers is low, and bargaining power of customers
is moderate. So the threat of upcoming competitors overtaking the market is quite high along
with bargaining power of suppliers is low which give Aarong the opportunity to extent their
number of artisans by investing more money which initially can be done by lower bargaining
power of suppliers. So overall the whole market situation indicates that, Aarong should extent
their market and capture major attention of customers by grabbing new market share. And one of
the major ways to achieve this target is, revising the market targeting and coming up with new
strategic positioning strategy for Aarong. In terms of targeting strategy, Aarong is currently
following “extensive targeting approach” where they serve multiple segments with product
variety, in terms of revised targeting, we are going to suggest Aarong to take “selective targeting
approach” where Aarong should target “niche segment” and in those niche segments there will
be “older customers” and “students” and they should also target to offer “product specialization”
by putting more emphasis on “Nakashi Kantha”. And in terms of positioning strategy, Aarong is
following all the three positioning concepts like functional, symbolic, experiential positioning
concepts through their clothing & accessories, home textiles & décor items, jewelry items, metal,
leather items, bamboo goods and food items among customers. So to achieve revise positioning
strategy, they should more focus on enhancing “experiential positioning concept”. To come up
with revised positioning strategy Aarong has to adjust and change their marketing program
decisions. All the marketing components like, product, value chain, price, promotion and its
strategy has to revise according to revised targeting and positioning objectives.
This document discusses the fashion brand AaRoNg. It provides an overview of AaRoNg including that it is the most popular lifestyle retail chain in Bangladesh, established in 1978. It operates production units rurally to provide market linkages through its 15 retail stores across Bangladesh selling over 100 fashion and lifestyle products. The document then provides a SWOT analysis of AaRoNg identifying strengths like its leading brand reputation and production quality, weaknesses like limited R&D budget, and opportunities and threats in the external environment.
Aarong promotes and preserves traditional Bangladeshi crafts and designs. It houses an extensive design library cataloging heritage items like Nakshikantha art and Jamdani patterns. Aarong provides marketing and support services to artisans across Bangladesh, helping to position the country's handicraft industry globally. The brand offers men's, women's and children's products in various styles, colors and materials to suit different genders and regions. Orange and black colors are prominently featured in Aarong's designs and branding.
Aarong is a Bangladeshi retail brand owned by BRAC that sells local crafts and textiles. It uses segmentation based on geography, demographics, psychographics, and behavior to target middle and upper class Bangladeshis. Aarong differentiates its products by offering a wide variety of men's, women's, children's, and household items made from different materials and in various sizes. It has positioned itself as the top retailer of locally made Bangladeshi products through its large selection, competitive pricing, and socially responsible mission of empowering artisans.
Aarong is a leading Bangladeshi fashion brand known for its high quality sharees. It was founded in 1978 and now has 16 outlets across Bangladesh as well as online shopping. Aarong targets middle and upper class customers, especially women aged 19-36. It offers a wide variety of cotton, silk, muslin and jamdani sharees with traditional and contemporary designs. Aarong ensures quality through its production process and offers various payment and delivery options for customers' convenience.
This document summarizes a presentation about the Bangladeshi brand Aarong. Aarong is a chain of department stores owned by the nonprofit BRAC that employs thousands of rural artisans. It was started in 1976 and has grown to 23 stores. The presentation covers Aarong's vision, mission, market segmentation, targeting upper and middle class Bangladeshis and foreigners, product portfolio including clothing, home goods and crafts. It discusses pricing strategies, distribution channels, promotional activities, and concludes with a SWOT analysis and reiteration of Aarong's positive impact through employment.
Aarong is a social enterprise of BRAC that was established in 1978 to empower marginalized rural women in Bangladesh. It began by ensuring fair payment to silk farmers in Manikganj and has grown into one of the largest retail chains in Bangladesh with 12 outlets. Aarong works with over 65,000 artisans, primarily women, across Bangladesh to produce and sell handicrafts including silk, cotton, terracotta and more. It aims to provide stable employment, marketing support, skills training and fair prices to disadvantaged artisans. Aarong has expanded its product selection and grown internationally while remaining committed to its social mission of empowering women and promoting Bangladeshi culture.
Aarong is one the most popular and leading handicraft and ethnic lifestyle brands in Bangladesh.
It has started their journey back in 1978 under BRAC initiative to empower rural artisans and
craftsman. It has supported almost 65000 rural artisans across the country. Throughout the last
decade it has gain major attention and name for themselves also as a fashion retail brand who
promotes Bengali ethnicity and tradition through their products to mass market. But over the
years, there are several major competitors arrived in the market and deshi dosh and their ten
brands are the strong one who are competing with Aarong. Apart from the emergence of these
competition, Aarong is currently in their “maturity” stage in terms of product life cycle. Even in
terms of Michael Porter’s five competitive forces theory, threat of new entrants is high, threat of
substitute is moderate, bargaining power of suppliers is low, and bargaining power of customers
is moderate. So the threat of upcoming competitors overtaking the market is quite high along
with bargaining power of suppliers is low which give Aarong the opportunity to extent their
number of artisans by investing more money which initially can be done by lower bargaining
power of suppliers. So overall the whole market situation indicates that, Aarong should extent
their market and capture major attention of customers by grabbing new market share. And one of
the major ways to achieve this target is, revising the market targeting and coming up with new
strategic positioning strategy for Aarong. In terms of targeting strategy, Aarong is currently
following “extensive targeting approach” where they serve multiple segments with product
variety, in terms of revised targeting, we are going to suggest Aarong to take “selective targeting
approach” where Aarong should target “niche segment” and in those niche segments there will
be “older customers” and “students” and they should also target to offer “product specialization”
by putting more emphasis on “Nakashi Kantha”. And in terms of positioning strategy, Aarong is
following all the three positioning concepts like functional, symbolic, experiential positioning
concepts through their clothing & accessories, home textiles & décor items, jewelry items, metal,
leather items, bamboo goods and food items among customers. So to achieve revise positioning
strategy, they should more focus on enhancing “experiential positioning concept”. To come up
with revised positioning strategy Aarong has to adjust and change their marketing program
decisions. All the marketing components like, product, value chain, price, promotion and its
strategy has to revise according to revised targeting and positioning objectives.
This document discusses the fashion brand AaRoNg. It provides an overview of AaRoNg including that it is the most popular lifestyle retail chain in Bangladesh, established in 1978. It operates production units rurally to provide market linkages through its 15 retail stores across Bangladesh selling over 100 fashion and lifestyle products. The document then provides a SWOT analysis of AaRoNg identifying strengths like its leading brand reputation and production quality, weaknesses like limited R&D budget, and opportunities and threats in the external environment.
Aarong promotes and preserves traditional Bangladeshi crafts and designs. It houses an extensive design library cataloging heritage items like Nakshikantha art and Jamdani patterns. Aarong provides marketing and support services to artisans across Bangladesh, helping to position the country's handicraft industry globally. The brand offers men's, women's and children's products in various styles, colors and materials to suit different genders and regions. Orange and black colors are prominently featured in Aarong's designs and branding.
This document discusses the fashion brand AaRoNg. It provides an overview of AaRoNg as the most popular lifestyle retail chain in Bangladesh, established in 1978. It operates production units in rural and semi-urban areas as part of its social enterprise model. The document then analyzes AaRoNg's strengths, weaknesses, opportunities, and threats through a SWOT analysis. It identifies AaRoNg's leading brand reputation and production quality as strengths, and limited R&D budget and higher closing inventory as weaknesses. International markets and cultural events are opportunities, while small competitors and price wars are threats.
The document discusses the internship report of Sadaf Min on the web usability of Aarong's e-commerce website www.aarong.com. It provides background on Aarong, which was established in 1978 as a social enterprise under BRAC to support artisans and empower women. It details Sadaf Min's internship tasks in Aarong's e-commerce, marketing, and social compliance departments. The report aims to analyze Aarong's website usability and identify any issues that could impact its search engine optimization and performance. Recommendations will be provided to improve the website and help Aarong reach more customers internationally through its online presence.
Aarong is a fair trade organization in Bangladesh dedicated to empowering disadvantaged artisans. It sources handicrafts from over 65,000 artisans across Bangladesh. Aarong was established in 1978 and has grown to 11 branches. It aims to provide stable employment, promote traditional Bangladeshi crafts, and open international markets for artisan products. Aarong offers a wide range of men's, women's, children's products and home goods crafted from materials like silk, cotton, bamboo, and terracotta. Through training, payments upon delivery, and marketing support, Aarong works to improve artisans' livelihoods and skills while connecting them to customers globally.
Aarong is a social enterprise founded in 1978 by BRAC to provide market linkages and livelihood opportunities for rural artisans in Bangladesh, especially women. It sources handicraft products from over 60,000 artisans through its production centers and the Ayesha Abed Foundation. Aarong has grown to become the nation's leading lifestyle brand with over 100 product categories sold through multiple retail outlets. Profits from Aarong are reinvested into BRAC's development programs in health, education, microcredit and legal services, aiming to alleviate poverty and empower rural communities. Looking ahead, Aarong aims to expand its retail presence, launch e-commerce, and export handicrafts to more international markets.
The ready-made garments (RMG) industry in Bangladesh started in the late 1970s and has since grown to become the backbone of Bangladesh's economy, contributing billions in export earnings and employing millions of workers. RMG, particularly knitwear, has experienced strong growth due to trade preferences from markets like the EU and Canada. Bangladesh has developed clusters of supplier firms and a large, low-cost, skilled workforce to support a thriving garment export industry. However, it must continue to address infrastructure and skills challenges to sustain its growth and meet projections that RMG exports will double by 2015 and triple by 2020.
Team Hawaith Mithai consists of 5 members with student IDs. Aarong started in 1978 in Bangladesh as a lifestyle brand and is now a leading brand in that sector. It is a sister concern of BRAC, the largest development program in the world. Aarong's mission is to make it the best brand in the world for Bangladeshi lifestyle and culture while protecting the environment. It has stores in several cities in Bangladesh and one in London. It sells men's, women's, children's products and home decor. Aarong manages its supply chain through procurement, warehouses, inventory management, transportation and distribution to customers at stores and online/via app.
Aarong is a social enterprise and leading fashion house in Bangladesh that supports over 65,000 artisans. This study analyzes Aarong's human resource policies and practices, including their recruitment process, HR department structure, employee benefits, and training programs. Based on observations and findings, recommendations are provided such as improving compensation packages, addressing competency gaps through training, and hiring more HR personnel. The conclusion states that Aarong promotes Bangladeshi culture while empowering artisans.
The presentation is on Aarong- A social enterprise for Bangladesh's rural poor. The company works to empower the poor by giving means of earning their livelihood. This presentation attempts to explain how their business model works and what problems do they usually face with a few recommended solutions.
This presentation provides an overview of Bangladesh's ready-made garments sector. It discusses the sector's history and growth since the 1970s. Currently, there are over 5,600 factories employing around 4 million workers, mostly women. The sector accounts for around 80% of Bangladesh's total exports and has helped the country become the second largest apparel exporter in the world. However, the sector also faces challenges such as infrastructure and safety issues, as evidenced by the 2013 Rana Plaza building collapse that killed over 1,000 people. The government has since taken initiatives to improve workplace safety standards and regulations in the industry.
This document is a strategic management report on the ready-made garments (RMG) industry in Bangladesh. It begins with an introduction to the importance and growth of the RMG sector in Bangladesh. It then provides an external analysis, including a PEST analysis examining the political, economic, social and technological environment. It also performs a five forces analysis, finding competitive rivalry between existing players and low bargaining power of suppliers. The document then analyzes internal factors like core competencies, SWOT analysis, strategies and success factors of the industry. It concludes the industry has been very successful but also faces threats that must be addressed.
Working environment of RMG sector in bangladeshMahfuz Islam
The document summarizes a presentation on the working environment of the ready-made garments (RMG) sector in Bangladesh. It includes an introduction stating that the RMG sector is the largest export earner in Bangladesh. It then lists the objectives, contents, methodology, and key factors influencing the RMG sector. Findings from surveys found issues like lack of worker training, poor air circulation, and inadequate transportation. Recommendations include more audits, safety training, improved facilities, and following industry standards to create a healthier working environment.
This document provides an analysis of Apex Footwear Limited, a footwear company in Bangladesh. It was submitted by 4 MBA students to their professor as a requirement for their Brand Management course. The analysis includes an overview of the growing footwear industry in Bangladesh, a description of Apex Footwear Limited and its brand, an examination of the competitive landscape and competitors, and a gap analysis of Apex's current versus projected brand equity. The students conducted research to gather information and analyze Apex Footwear Limited's brand in order to provide insights to improve its brand positioning and marketing strategies.
Here is my report on PRAN-RFL group
// TEAM STARK //
- American International University Bangladesh -
Take Idea from this report but do not copy from this ...
The document is a report analyzing the performance and future prospects of Walton in Bangladesh's growing electronics market. It finds that Walton has become a reliable brand for customers due to its nationwide network, focus on quality, and dedicated employee team. While starting in home appliances, Walton now also produces motorcycles and air conditioners. It aims to double its overall market share in the next 5 years through competitive pricing and increased promotional activities. However, to become the market leader, Walton may face challenges from foreign brands and growing customer demand for electronics.
This report analyzes the marketing strategy of Walton Bangladesh Ltd. It finds that Walton has become a reliable brand for customers due to its countrywide network, focus on quality, and dedicated employees. While starting in home appliances, Walton now produces a variety of electronics, motorcycles, and air conditioners. Its goal is to double its market share in the next five years. Walton positions itself as customer-friendly and eco-friendly, and its after-sales service has helped build this image. As its target market is middle-income consumers, Walton keeps prices lower than competitors while maintaining quality. It will face challenges to maintain leadership from foreign brands in the growing electronics market.
Yellow is a design-driven clothing brand in Bangladesh that started in 2004 and now has 15 outlets. It aims to provide modern, high-quality fashion for women, men, and children. Yellow follows a divisional structure with separate design teams for male and female clothing. A SWOT analysis identified strengths such as loyal customers and experience, weaknesses like limited outlets, opportunities in online retail and expansion, and threats from political instability and foreign competitors. Recommendations include increasing advertising, occasional discounts, and not underestimating new entrants.
This document provides an agenda and additional details for a meeting between Pran RFL Group and NKID Group. The agenda includes introductions, a discussion of best selling plastic products, a partnership proposal, pricing details, and next steps for product selection, sampling, contracting, and follow up. Additional information is provided on Pran RFL Group's operations and product categories. Links are included to a video introduction and the company website for more information.
This presentation discusses SWOT analysis, which analyzes a company's strengths, weaknesses, opportunities, and threats. It was developed at Stanford over 9 years with Fortune 500 company funding. SWOT allows businesses to define goals, improve capabilities, overcome weaknesses with strengths, and identify threats that can become opportunities. The document then provides an example SWOT analysis for a company called Debonair, identifying its internal strengths and weaknesses as well as external opportunities and threats. It concludes that SWOT analysis has benefits and limitations but can help a company overcome threats and weaknesses.
This presentation discusses Bangladesh's garments industry. It outlines the industry's history and growth, current problems like unsafe working conditions, and recent tragedies like the Rana Plaza collapse that killed over 1000 people. The presentation performs a SWOT analysis of the industry and discusses how Bangladesh ranks as a garments exporter worldwide. It concludes by recommending policy changes to address infrastructural and safety issues in order to further the industry's prospects.
Yellow is a Bangladeshi fashion brand that sells clothing, accessories, and home goods. It started in 2004 and now has 15 stores in Bangladesh and Pakistan. Yellow focuses on design-driven, high-quality fashion for men, women, and children. Though it is a leading brand, Yellow could improve its marketing and promotional activities to better compete with other local brands.
Sushil Kumar Mandlekar conducted a study on store choice behavior for grocery products in organized retail outlets in Nagpur city. The project was submitted in partial fulfillment of the MBA degree from Rashtrasant Tukdoji Maharaj Nagpur University. Data was collected through a survey using a questionnaire administered to 100 consumers who visited organized retail shops. The study aimed to understand consumer shopping preferences and behaviors in the emerging organized retail sector in India compared to traditional markets. Key findings suggested that while organized retail is growing, many Indian consumers remain unaware and do not prioritize shopping experience, with only 27-38% purchasing groceries from major retail chains.
This document discusses the fashion brand AaRoNg. It provides an overview of AaRoNg as the most popular lifestyle retail chain in Bangladesh, established in 1978. It operates production units in rural and semi-urban areas as part of its social enterprise model. The document then analyzes AaRoNg's strengths, weaknesses, opportunities, and threats through a SWOT analysis. It identifies AaRoNg's leading brand reputation and production quality as strengths, and limited R&D budget and higher closing inventory as weaknesses. International markets and cultural events are opportunities, while small competitors and price wars are threats.
The document discusses the internship report of Sadaf Min on the web usability of Aarong's e-commerce website www.aarong.com. It provides background on Aarong, which was established in 1978 as a social enterprise under BRAC to support artisans and empower women. It details Sadaf Min's internship tasks in Aarong's e-commerce, marketing, and social compliance departments. The report aims to analyze Aarong's website usability and identify any issues that could impact its search engine optimization and performance. Recommendations will be provided to improve the website and help Aarong reach more customers internationally through its online presence.
Aarong is a fair trade organization in Bangladesh dedicated to empowering disadvantaged artisans. It sources handicrafts from over 65,000 artisans across Bangladesh. Aarong was established in 1978 and has grown to 11 branches. It aims to provide stable employment, promote traditional Bangladeshi crafts, and open international markets for artisan products. Aarong offers a wide range of men's, women's, children's products and home goods crafted from materials like silk, cotton, bamboo, and terracotta. Through training, payments upon delivery, and marketing support, Aarong works to improve artisans' livelihoods and skills while connecting them to customers globally.
Aarong is a social enterprise founded in 1978 by BRAC to provide market linkages and livelihood opportunities for rural artisans in Bangladesh, especially women. It sources handicraft products from over 60,000 artisans through its production centers and the Ayesha Abed Foundation. Aarong has grown to become the nation's leading lifestyle brand with over 100 product categories sold through multiple retail outlets. Profits from Aarong are reinvested into BRAC's development programs in health, education, microcredit and legal services, aiming to alleviate poverty and empower rural communities. Looking ahead, Aarong aims to expand its retail presence, launch e-commerce, and export handicrafts to more international markets.
The ready-made garments (RMG) industry in Bangladesh started in the late 1970s and has since grown to become the backbone of Bangladesh's economy, contributing billions in export earnings and employing millions of workers. RMG, particularly knitwear, has experienced strong growth due to trade preferences from markets like the EU and Canada. Bangladesh has developed clusters of supplier firms and a large, low-cost, skilled workforce to support a thriving garment export industry. However, it must continue to address infrastructure and skills challenges to sustain its growth and meet projections that RMG exports will double by 2015 and triple by 2020.
Team Hawaith Mithai consists of 5 members with student IDs. Aarong started in 1978 in Bangladesh as a lifestyle brand and is now a leading brand in that sector. It is a sister concern of BRAC, the largest development program in the world. Aarong's mission is to make it the best brand in the world for Bangladeshi lifestyle and culture while protecting the environment. It has stores in several cities in Bangladesh and one in London. It sells men's, women's, children's products and home decor. Aarong manages its supply chain through procurement, warehouses, inventory management, transportation and distribution to customers at stores and online/via app.
Aarong is a social enterprise and leading fashion house in Bangladesh that supports over 65,000 artisans. This study analyzes Aarong's human resource policies and practices, including their recruitment process, HR department structure, employee benefits, and training programs. Based on observations and findings, recommendations are provided such as improving compensation packages, addressing competency gaps through training, and hiring more HR personnel. The conclusion states that Aarong promotes Bangladeshi culture while empowering artisans.
The presentation is on Aarong- A social enterprise for Bangladesh's rural poor. The company works to empower the poor by giving means of earning their livelihood. This presentation attempts to explain how their business model works and what problems do they usually face with a few recommended solutions.
This presentation provides an overview of Bangladesh's ready-made garments sector. It discusses the sector's history and growth since the 1970s. Currently, there are over 5,600 factories employing around 4 million workers, mostly women. The sector accounts for around 80% of Bangladesh's total exports and has helped the country become the second largest apparel exporter in the world. However, the sector also faces challenges such as infrastructure and safety issues, as evidenced by the 2013 Rana Plaza building collapse that killed over 1,000 people. The government has since taken initiatives to improve workplace safety standards and regulations in the industry.
This document is a strategic management report on the ready-made garments (RMG) industry in Bangladesh. It begins with an introduction to the importance and growth of the RMG sector in Bangladesh. It then provides an external analysis, including a PEST analysis examining the political, economic, social and technological environment. It also performs a five forces analysis, finding competitive rivalry between existing players and low bargaining power of suppliers. The document then analyzes internal factors like core competencies, SWOT analysis, strategies and success factors of the industry. It concludes the industry has been very successful but also faces threats that must be addressed.
Working environment of RMG sector in bangladeshMahfuz Islam
The document summarizes a presentation on the working environment of the ready-made garments (RMG) sector in Bangladesh. It includes an introduction stating that the RMG sector is the largest export earner in Bangladesh. It then lists the objectives, contents, methodology, and key factors influencing the RMG sector. Findings from surveys found issues like lack of worker training, poor air circulation, and inadequate transportation. Recommendations include more audits, safety training, improved facilities, and following industry standards to create a healthier working environment.
This document provides an analysis of Apex Footwear Limited, a footwear company in Bangladesh. It was submitted by 4 MBA students to their professor as a requirement for their Brand Management course. The analysis includes an overview of the growing footwear industry in Bangladesh, a description of Apex Footwear Limited and its brand, an examination of the competitive landscape and competitors, and a gap analysis of Apex's current versus projected brand equity. The students conducted research to gather information and analyze Apex Footwear Limited's brand in order to provide insights to improve its brand positioning and marketing strategies.
Here is my report on PRAN-RFL group
// TEAM STARK //
- American International University Bangladesh -
Take Idea from this report but do not copy from this ...
The document is a report analyzing the performance and future prospects of Walton in Bangladesh's growing electronics market. It finds that Walton has become a reliable brand for customers due to its nationwide network, focus on quality, and dedicated employee team. While starting in home appliances, Walton now also produces motorcycles and air conditioners. It aims to double its overall market share in the next 5 years through competitive pricing and increased promotional activities. However, to become the market leader, Walton may face challenges from foreign brands and growing customer demand for electronics.
This report analyzes the marketing strategy of Walton Bangladesh Ltd. It finds that Walton has become a reliable brand for customers due to its countrywide network, focus on quality, and dedicated employees. While starting in home appliances, Walton now produces a variety of electronics, motorcycles, and air conditioners. Its goal is to double its market share in the next five years. Walton positions itself as customer-friendly and eco-friendly, and its after-sales service has helped build this image. As its target market is middle-income consumers, Walton keeps prices lower than competitors while maintaining quality. It will face challenges to maintain leadership from foreign brands in the growing electronics market.
Yellow is a design-driven clothing brand in Bangladesh that started in 2004 and now has 15 outlets. It aims to provide modern, high-quality fashion for women, men, and children. Yellow follows a divisional structure with separate design teams for male and female clothing. A SWOT analysis identified strengths such as loyal customers and experience, weaknesses like limited outlets, opportunities in online retail and expansion, and threats from political instability and foreign competitors. Recommendations include increasing advertising, occasional discounts, and not underestimating new entrants.
This document provides an agenda and additional details for a meeting between Pran RFL Group and NKID Group. The agenda includes introductions, a discussion of best selling plastic products, a partnership proposal, pricing details, and next steps for product selection, sampling, contracting, and follow up. Additional information is provided on Pran RFL Group's operations and product categories. Links are included to a video introduction and the company website for more information.
This presentation discusses SWOT analysis, which analyzes a company's strengths, weaknesses, opportunities, and threats. It was developed at Stanford over 9 years with Fortune 500 company funding. SWOT allows businesses to define goals, improve capabilities, overcome weaknesses with strengths, and identify threats that can become opportunities. The document then provides an example SWOT analysis for a company called Debonair, identifying its internal strengths and weaknesses as well as external opportunities and threats. It concludes that SWOT analysis has benefits and limitations but can help a company overcome threats and weaknesses.
This presentation discusses Bangladesh's garments industry. It outlines the industry's history and growth, current problems like unsafe working conditions, and recent tragedies like the Rana Plaza collapse that killed over 1000 people. The presentation performs a SWOT analysis of the industry and discusses how Bangladesh ranks as a garments exporter worldwide. It concludes by recommending policy changes to address infrastructural and safety issues in order to further the industry's prospects.
Yellow is a Bangladeshi fashion brand that sells clothing, accessories, and home goods. It started in 2004 and now has 15 stores in Bangladesh and Pakistan. Yellow focuses on design-driven, high-quality fashion for men, women, and children. Though it is a leading brand, Yellow could improve its marketing and promotional activities to better compete with other local brands.
Sushil Kumar Mandlekar conducted a study on store choice behavior for grocery products in organized retail outlets in Nagpur city. The project was submitted in partial fulfillment of the MBA degree from Rashtrasant Tukdoji Maharaj Nagpur University. Data was collected through a survey using a questionnaire administered to 100 consumers who visited organized retail shops. The study aimed to understand consumer shopping preferences and behaviors in the emerging organized retail sector in India compared to traditional markets. Key findings suggested that while organized retail is growing, many Indian consumers remain unaware and do not prioritize shopping experience, with only 27-38% purchasing groceries from major retail chains.
“To evaluate the consumer acceptance of Fabels - A Fabindia ethnic western we...Srishti Raut
A market research project conducted to understand the favourability of the consumer towards the recently launched western wear brand of Fabindia - Fabels
International management of future grouphiteshkrohra
This document provides an overview of Future Group, one of India's largest retailers. It discusses Future Group's various business lines including retail formats like Big Bazaar and Pantaloons, joint ventures, financial services, and BPO operations. The objectives of the study are to analyze consumer behavior and shopping patterns at Big Bazaar, identify influencing factors, and determine suitable marketing strategies. It includes sections on the company introduction, product portfolio, market orientation, macroenvironment analysis, and more.
Aarong is a social enterprise and retail chain in Bangladesh established in 1978 by BRAC to provide market access to artisans. It operates production units that employ over 65,000 artisans, primarily women in rural areas. Aarong ensures fair prices and skills training for artisans. It has become a leader in the handicraft market, capturing 68% share, and promotes Bangladeshi handicrafts globally through high quality, innovative products. While successful, it faces challenges in timely production and higher prices compared to competitors. Opportunities exist in new markets and seasonal products. Threats include smaller competitors and price wars. The report recommends addressing prices and training to strengthen Aarong's position.
The document discusses rural marketing initiatives by Hindustan Unilever Limited (HUL) in India. It outlines several programs launched by HUL to target rural consumers, including Project Shakti, Shaktiman, Khushiyon ki Doli, and Lifebuoy Swasthya Chetna. Project Shakti aimed to create women entrepreneurs in rural areas, while Shaktiman expanded distribution through rural men. Khushiyon ki Doli promoted HUL brands across several states. Lifebuoy Swasthya Chetna focused on spreading hygiene awareness. The study aims to assess the impact of these initiatives on HUL's growth in rural markets and identify future opportunities. It
Aarong is Bangladesh's most popular lifestyle retail chain that began in 1978 to empower rural artisans and lift them out of poverty. It now has 20 stores across Bangladesh and supports over 65,000 artisans through fair trade. Aarong revolutionized retail with high quality crafts that blend traditional and contemporary styles. It was founded by BRAC in 1976 to pay rural women for crafts on time, and has since impacted over 325,000 people through small businesses and the Ayesha Abed Foundation's production hub.
The document describes SOFI (Social Fashion India), an online portal being created to connect Indian craftsmen with UK designers. SOFI aims to create a platform for Indian artisans to reach buyers and for UK businesses to source materials and products from Indian artisans. It then provides details on several Indian enterprises, such as Jugaad and Dastkar, that support craftspeople and could partner with SOFI.
The document describes SOFI (Social Fashion India), an online portal being created to connect Indian craftsmen with UK-based designers. SOFI aims to create a platform for Indian artisans to reach buyers and for British designers to source materials and products from skilled Indian artisans. It will explore potential links between the UK and Indian fashion industries through developing locally sourced products in India for export to the UK. The document provides information on several Indian enterprises involved in handicrafts that could participate in SOFI.
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The fashion industry has made a considerable growth
in the global market all over the world comparing to the rest
of market representatives. Many experienced entrepreneurs
strive to invest their money in this area of business because
they find it profitable to set up and develop in Asian and
Central Asian countries. However, many young companies
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market and getting to the same level of success that fashion
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market taking into account that giant companies such as Zara,
Bershka, H & M penetrated the Kazakh clothing market not a
long time ago and gained its success by paying attention to
some factors that have a significant impact on the consumer
attitude in Kazakhstan. This makes sense to study the main
aspects influencing on the behavior of customers in
Kazakhstan based on previous works which were made in this
particular field. Studying these factors might help to
understand the consumer behavior from it’s the most
important side of management.
Customer behavior is an activity that is directly
involved in the acquisition and consumption of goods and
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Project report of coca cola summer internshipSourab Kesar
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This document provides an overview of the retail industry in India and the challenges faced. It discusses the unorganized nature of traditional Indian retail and how the industry is transitioning. The document also provides context about the location of Apla Bazaar in Guhagar, Maharashtra and highlights key retail challenges such as location, merchandise, pricing, target audience and scale of operations. It profiles the current Indian retail scenario and traditional retail models in India. In summary, the document analyzes the retail industry in India and provides background information for a study on merchandising mix analysis conducted at a store in Apla Bazaar, Guhagar.
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Users innovation as a model for the development of handicraftAracha
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2. 2
1.1 – Origin of the Report
This report was assigned by Mr. Tanvir Ahmad Torophder, Lecturer, Leading
University, Sylhet, as a requirement for the fulfillment of BUS – 214: Business
communication Course. After visiting Aarong we gather some necessary
information and opinions from the employees and consumers to prepare this
report. This report will submit on January 5, 2012.
1.2 – Objectives of the Study
The topic chosen for the report is “Measurement of consumer satisfaction of
Aarong”. The underlying objectives of this report can be classified in the
following two types-
1.2.1 Broad Objectives:
To find out the consumer satisfaction from Aarong.
1.2.2 Specific Objectives:
To identify the satisfaction level of consumer.
To identify the price level of Aarong.
To evaluate the pros and cons of Aarong products.
To find out the number of consumers of different age groups.
To highlight the problems and necessary recommendations to
overcome this problems.
1.3 – Scope
This report focuses on the consumer satisfaction from Aarong in various
aspects. Aarong is a very popular shop in Sylhet. To analyze its popularity and
service, we select people from different ages. This study cover the users of
Aarong‟s product especially Men‟s product. This study mainly deals with the
goods & services, employee behavior, quality of products of Aarong.
3. 3
1.4 – Limitation of the Study
We did our best and there has no dearth of sincerity on our part to make the
report. But we face some limitations also –
In this case, up to date information is not published.
At the time of preparing survey, most of the people weren‟t
willing to give all information.
Beside these, the study has been conducted to analyze the consumer
satisfaction from Aarong. On the way of our study, we faced the following
problems, which may be termed as the limitations of the study.
At this time of preparing the report, we tried to gather every
details of process but the major limitation is lack of adequate
information.
Lack of enough experience for field work.
Lack of primary and secondary data.
The internal and sensitive information was not found properly
from the organization.
Unavailability of enough relevant records and information.
1.5 – Literature Review
Aarong is a chain of retail outlets located in the major cities of Bangladesh. It is
an enterprise of BRAC, the largest non-governmental development
organization in the world. In the Bangla language, "Aarong" means a village
fair. At present Aarong has 11 domestic outlets (6 in Dhaka, 2 in Chittagong, 1
in Sylhet,1 in Moulvibazar and 1 in Khulna), 1 franchise in London as well as
considerable export operation in many European, North American and Asian
countries. Aarong started its venture in 1978 and currently supports over
65,000 Bangladeshi artisans of whom 85 percent are women. Through a
network of 647 production sub-centers and 13 production centers, Aarong has
developed a platform for the underprivileged artisans across more than 2000
villages of Bangladesh, where they can utilize their indigenous skills to earn a
living. Aarong works in collaboration with the Ayesha Abed Foundation, which
provides the artisans the platform to exercise their expertise. Additionally,
4. 4
Thousands of independent artisans, small entrepreneurs also earn their
livelihood by marketing their craft products through Aarong.
1.6 - Methodology
1.6.1 Data Types:
In this study we used two types of data – primary data and secondary data.
1.6.2 Source of Data
The study includes both primary and secondary sources of data. The primary
sources of data are –
Interview
Face-to-face conversation
Questionnaire
The secondary sources of data are –
Internet
Websites
1.6.3 Collection of Data
In this study the primary data is collected by developing and asking questions
from the users of different products of Aarong. The secondary data is collected
by browsing internet.
1.6.4 Sampling
1.6.4.1 Sample Size:
The size of the study includes 60 people of different ages.
1.6.4.2 Sampling Techniques:
The sampling techniques of this study will be random.
5. 5
1.7 - Report Preview
The report starts with the prefatory section contained in chapter one. Following
the introduction, the chapter covers origin, objectives, scope, limitations, history,
methodology and acronyms of the study of consumer satisfaction in Aarong.
The report proceeds to second chapter to fifth chapter which named “Report
Body”.
Second chapter describes overview, history, logo, mission, vision, goals of
Aarong.
Third chapter describes about some men‟s products, other products and outlet of
Aarong.
Fourth chapter describes SWOT analysis and Strategies objectives of Aarong. It
fully discussed about the Strength, Weakness, Opportunity and Threats of
Aarong. Than it discuss about possible Strategies objectives should be taken by
Aarong.
Fifth chapter describes survey analysis of 60 people from different ages who are
the consumers of Aarong. It discuss about the consumer satisfaction, benefit,
problem in Aarong briefly.
Sixth chapter describes major finding, recommendation and conclusion of this
report.
After presenting all of the information related to Aarong with questionnaires,
summary table etc. are enclosed in chapter seven that is appended parts.
This way of report organizing would be helpful to conceptualize the practical
conception of Aarong in the light of theoretical knowledge.
7. 7
2.1 - A Brief History of Aarong
With the vision of enlightened, healthy and democratic societies free from hunger,
poverty environmental degradation & forms of exploitation BRAC started its
journey in 1972after the liberation war. Aarong began as a cause – a means to an
end for a quiet organization fighting to uphold the dignity of the marginalized. In
1976, when BRAC- a Bangladeshi NGO dedicated to alleviating poverty and
empowering the poor, first began encouraging sericulture for women in
Manikganj, their only buyers were a few scattered retailers in Dhaka. Weeks,
even months would pass between supply and payment, until BRAC intervened.
Aarong was born out of a need to ensure that the penniless silk farmers of
Manikganj were paid for their goods upon delivery, so that they could feed their
families.
Today, Aarong's reach has spread beyond Manikganj to the rest of the country. It
has grown into a thriving international enterprise showcasing ethnic wear to
beautiful crafts from silks, handloom cotton, endi to terracotta, bamboo, jute and
much more. From a single shop, Aarong has grown into one of Bangladesh's
biggest retail chains, with eight stores spread across the major metropolitan areas
of the country - in Dhaka, Chittagong, Khulna and Sylhet and one in London, UK.
Established in 1978, Aarong is a fair trade organization dedicated to bring about
positive changes in the lives of disadvantaged artisans and underprivileged rural
women by reviving and promoting their skills and craft. Reaching out to weavers,
potters, brass workers, jewelers, jute workers, basket weavers, wood carvers,
leather workers and more, Aarong embraces and nurtures a diverse
representation of 65,000 artisans, 85% of whom are women. Today, Aarong has
become the foundation upon which independent cooperative groups and family-
based artisans market their craft, in an effort to position the nation‟s handicraft
industry on a world platform of appreciation and acknowledgement. Over the
years, Aarong has earned a name as one of the finest rural craft producers and
marketer in home and abroad.
“To provide a stable and gainful source of employment for the under privileged
rural artisans, lift up the traditional identity and the commitment of quality service”
On the basis of these principal Aarong started its journey in Bangladesh. Aarong
is an organization that is dedicated to change the lives of disadvantages,
8. 8
promoting traditional products from Bangladesh and opening the doors so their
products can be exported. Throughout Bangladesh and in international
destinations, the name of Aarong is the synonym of quality originality and
uniqueness. The designer and the creators of the product range offered by
Aarong, have not only established the organization as leaders in deshi handicraft,
but have also reignited interest and popularity for styles and traditional crafts that
are native to the country. It is the gracious blend of contemporary and customary
that ensures that each product is original and saleable in modern society. Aarong
therefore has thousands of artisans producing pottery work, jewelry, woven
baskets, silk, leather items, brass pieces and magnificent wood carvings. Today,
few urban consumers will argue that Aarong is the local Mecca for deshi
handicraft. Aarong‟s product designs has brought consumer attention back to the
products and styles that are indigenous to Bangladesh, its designers blending the
traditional with the contemporary in a manner that has won instant consumer
appeal, starting a revolution in trends that has now been taken up by countless
other boutiques and stores. Aarong‟s product designs focus on the diverse types
and textures of crafts and patterns that have been passed along from generation
to generation among weavers and artisans in craft hubs around the country.
2.1.1 Name Creation Process of Aarong
The name of the organization Aarong is a Bangla word. It means “a village fair or
market”. The village fair provides craftsmen of all trades a marketplace to display
and sell their traditional handicrafts. The naming of Aarong as such upholds the
organizations commitment to promote the indigenous goods of our country, which
are a part of our rich cultural and artistic heritage.
Aarong has created a village fair for the craftsmen of all trades come together to
exhibit and sale their traditional handicrafts. It helps vitalize the traditional
craftsmanship and find a wider market for their products nationally and
internationally.
9. 9
2.2 - Relationship between BRAC & Aarong
The women Aarong employs are among the country‟s most disadvantaged.
Through Aarong they have been offered a way out of destitution and degradation
where before they had none. And the benefits that they received extend well
beyond simply the wages they earn of their products, since every single woman
who works in Aarong- owned product facilities is also a beneficiary of BRAC‟s
multifaceted development programs. As a support entity of BRAC, a significant
portion of Aarong earnings go directly into financing the NGOs development
programs in healthcare, education as well as economic and social development.
2.3 - Aarong Production Centre (Ayesha Abed Foundation)
The Ayesha Abed Foundation (AAF) is an organization that aims to provide
avenues for employment and income generation for underprivileged rural women.
It is an enclave for women, formed to uplift them economically, through their work
as producers, and also socially, through their development into entrepreneurs.
The Foundation provides an appropriate working environment, financial and
technical assistance, and training to develop the women‟s skills in various crafts.
The Foundation was established to commemorate the memory and work of late
Mrs. Ayesha Abed, a co-worker and wife of the Founder and Chairperson of
BRAC. The work that is done in the Foundation is a testament to her commitment
to the issues of education, training and employment opportunities for
disadvantaged women. It was she who in 1976 initiated all the present major
activities of AAF in Manikgonj.
The AAF aims to work with the most underprivileged women in the society. These
women are often the most neglected and are in need of much assistance and
support. The AAF plays the role of a facilitator. The women are placed in an
enabling environment, with other women of similar socio-economic backgrounds.
They are trained and then given the opportunity to generate income. One of the
major challenges that these women have to face is that they are marginalized and
they, on their own, have no way of becoming part of the economic system. This is
where the AAF steps in, helping such marginalized women out of their peripheral
existence in society, and giving them the opportunity to become involved in
sustainable enterprise.
10. 10
The AAF is closely interrelated with other programs, especially BRAC
Development Program (BDP) and Aarong. The women workers of the AAF come
from the BDP organized Village Organizations. Working at the AAF thus gives the
women access to other BRAC programs. All of the AAF‟s finished products are
sold through Aarong, which additionally provides designs, raw materials and
financial support to the AAF. Since AAF supplies exclusively to Aarong, it is
treated as Aarong Production Centres.
2.4 – Logo of Aarong
The logo of Aarong is an image of peacock. It is spectacularly beautiful because
of the brilliant, iridescent, diversified colorful pattern in its tail. The color of the
peacock in the logo is orange because it represents energy. By this logo Aarong
communicates that its products are as stunning and as unique as a peacock.
Moreover it wants to emphasize its natural, eco-friendly products through the
emblem.
2.5 - Aarong’s Mission Statement
“To make Aarong the best in the world in providing a unique Bangladeshi lifestyle
experience to empower people and promote Bangladesh while protecting our
environment.”
11. 11
2.6 - Vision:
Aarong has a vision to establish them as world„s one of the famous fare trade
fashion house. Aarong‟s vision is to remain market leader throughout its business.
Aarong expand its business in international arena. Aarong has a dream to
develop more artisans of Bangladesh and make them dependent and attract more
and more international customers toward Bangladeshi Culture.
2.7 - Goals:
•Empowering destitute rural women by providing opportunities for employment
and income generation.
•Ensuring commercial success of the enterprise of women producers.
•Reviving traditional skills of rural artisans.
2.8 - Services:
•Free Medical check-up including free eye treatment, eye-glasses and treatment
costs for severe illnesses
•Advance wage payments for employees in need
•Day care services
•Workers retirement fund
Twenty five thousand independent cooperative groups and traditional family-
based artisans also market their crafts through Aarong. Potters, Brass Workers,
Jewelers, Jute workers, Basket Weavers, Handloom Weavers, Silk Weavers,
Wood Carvers, Leather workers and various artisans with specialized skills from
all over the country come to Aarong for marketing and support services.
13. 13
3.1 - Goods and services of Aarong:
Holding the steadfast to its original Mission, Aarong today supports the
lives and livelihoods of thousands of rural artisans and handicraft
producers. These producers and artisans create wide range of products for
the different types of consumers in home and abroad. The products are
unique and traditional and appealing to the modern consumers, staring
from clothes, accessories to home wares. Aarong designs and creates
clothes for women, men and children. There are designers and more than
3000 weavers across the country are involved with the production of
Aarong clothing lines. And for the fashionable accessories there is one
special department called jewelry department where jeweler creates
elegant jewelries that are contemporary yet traditional using gold, silver and
jewels like pearl, emerald and diamonds. The other accessories like bag,
sandals and produced in AAF centers using leather, jute, bamboo etc. In
home ware and decorative Aarong produces pottery vases and sculpture of
wood, bamboo, brass and clay etc.
For exporting the products Aarong has a separate department in head
office and very selective artisans work here to produce fine quality products
and these are sent to the production centers as sample of the exporting
products. Here is the list of products Aarong produces:
MEN'S PRODUCTS
1. Traditional
2. Executive Shirts
3. Maanja
4. Fotua
5. Short Kurta
6. T‐shirts
7. Stoles/Shawls
8. Sandals
WOMEN'S PRODUCTS
1. Traditional
2. Western
3. Nightwear
4. Shawls/Scarves
5. Shoes
6. Bags
7. Fabrics
8. Tops, Pants
15. 15
Other Products
1. Herbals 3. Oil
2. Shampoo 4. Toothpaste
3.2 – Description of some Men’s Products
3.2.1 – Shirt (Full & Half)
Shirt is a very popular product for men. Aarong produce full & half shirts.
They produce many new design shirts. The minimum price of shirt is 571
and maximum is 1200.
3.2.2 – T – shirt
T- Shirt is very popular for young boys and girls. They like it very much.
Aarong produce many new design of T – shirt for young generation. The
price of it is 400 – 650.
3.2.3 – Executive shirt
Executive shirt is very popular for employees. Aarong produce many
design of Executive shirt. They sell this shirt at a price of 1000 – 1500.
3.2.4 – Panjabi, Pajama & Tupi
Panjabi is very popular for Muslim men. It is very nice & beautiful. They sell
this product at a price of 1000 – 25000. Pajama is essential when someone
put Panjabi. They sell this product at a price of 1000 – 1200. Tupi is
another product that is used by Muslim men when they go for prayer.
Aarong produce many design of Tupi. They sell this product at a price of
350 – 1000.
3.2.5 – Sandal
Sandal is essential for human being when they go to somewhere. Aarong
produce many types of new design sandal for the consumers. They sell this
product at a price of 650 – 1300.
16. 16
3.2.6 – Wallet & Belt
Wallet is now most important things to carry money and some small
important papers. Most of people use this. Aarong produce many design of
wallet. They sell this product at a price of 350 – 1000. Belt is essential for
putting a pant. They sell this product at a price of 750 – 1000.
3.2.7 – Fatua
Now a day‟s Fatua is very popular dress for boys & girls. Most of the
people ware it. That‟s why Aarong produce many new design fotua. They
sell this product at a price of 650 – 1400.
3.3 – Description of some goods & Services
3.3.1 - Children garments:
1. Girls: Pant tops, Skirts, Lehenga sets.
2. Boys: Pant shirts, Fatua, Panjabee- pajama
3. New born Baby: Nima, panty, Dry paper, Baby sets.
3.3.2 - Nakshi katha:
The word “Kantha” originally suggests a light quilt of mild winter and cool
monsoon nights. Through the concepts exist in almost all parts of the world,
the form of quilting that‟s prevails in Bengal is unique and not only serves
as functional article but also represents the cultural identity and folk arts of
this land. The colorful patterns and designs that are embroidered on these
articles results in the name “Nakshi Kantha”. Each of this kanthas
represents the contents of a woman‟s mind and fields with romance,
sentiment and philosophy. Cushion covers, Bed covers, tapestry, jewelry
boxes, ladies parts etc.
3.3.3 - Jewelry:
Aarong is sold silver, Gold, pearl, Beads, Clay & Jute Jewelry. Gold
Jewelry of Aarong is guaranteed to be 21 karat. Aarong is the first silver
jewelry selling outlets in Bangladesh. Silver jewelry from Tangail, Savar ,
Dhaka, Mymensingh, Rangpur. Some jewelry products are Bangles/
Bracelets, Ear rings, Necklace, Anklets, Nose pins, Rings and newly
Diamond jewelry.
17. 17
3.3.4 - Metal/ Brass:
The metal products are also available for exclusive home decoration and
used Candle stands, Photo frames, Lamps, CD racks Napkins Holder,
Flower Vases, Ashtrays, Wall mirror, showpieces & Decorative Wall
hanging re the metal and brass items.
3.3.5 – Leather
Aarong offers the finest quality of leather produced in Bangladesh. It is to
be noted that everything is hand done by the artisans. Aarong‟s leather
product includes all kinds of desk, home, gift and personal accessories.
The leather is made by small leather workshop situated in and around
Dhaka10 to 15 worker and some trainees are employed. Sheep and calf
leather is generally used, sheep leather can be embossed, embroidered,
printed and hand printed. Calf leather is stronger and harder than that of
sheep. However, it can only be screen printed. Some products like Ladies
sandal, ladies bag, Gents sandals, Jewelry box, Belts, Wallet, Key rings,
Optical cases, jackets, executive bags, Folder/ Files.
3.3.6 - Terracotta/ Ceramics? Clay:
Clay items are produced by family based groups all over Bangladesh. It is
traditional skill handed down through generations. Once upona time all
cooking vessels, storage vessels, many toys are made with clay. Clay
products are of two types:
1. Wheel based
2. Dice based.
Some products are- Dinning ware, Mugs, Glasses, Pitchers, Plates, Bpwls,
Vases, Lamps, cups, hot plates. Aarong also provides a huge range of
ceramic accessories in different designs and collection to its customers.
3.3.7 - Bamboo/ Cane/Leaf:
Cane and bamboo abundantly found raw gave rise to traditional industry
that is using this as raw materials. Traditional items include furniture.
Aarong makes other products for day to day use decorations, gifts etc.
Bamboo such as trays, racks, baskets, toys etc.
18. 18
3.3.8 - Candles:
The types of candle design which are offered by Aarong are: Floating
candles, birthday Candles, Pyramid, Pillar, Valentine, Circle etc.
3.3.9 - Jute/ wood:
Bangladesh produces 80% of the world‟s jute. It is famous for jute industry.
Some of the modern products alongside traditional items are: Bags, Show
pieces, Wall hang, Carpets, hammock etc.
3.3.10 - Tapestry:
Tapestry is the nontraditional item developed from ideas of Naksi kantha to
frame and hang on wall. The themes are either scene from everyday life or
of the mughal court. The designs are nontraditional and fabrics used for
silk. Tapestry is also called Bhorat kantha.
3.3.11 - Toys:
1. Staff toy
2. Traditional toy
3.3.12 - Paper:
Wrapping paper, Greeting cards, Boxes etc.
3.4 - Outlets of Aarong
Place of outlet Description of outlet
Aarong Center 346, Tejgaon 1/A, Dhaka – 1208
Tel: 02-8832139
Fax: 02-9898267
E-mail: export.Aarong@Brac.net
Aarong at Dhanmondi 1/1, Block – A, Lalmatia
Manik miah Avenue,Mirpur Road
Dhaka – 1207
Tel: 02-8111607
Fax: 02-8828567
19. 19
Opening hours: 10:00 Am – 8:00 Pm
Open 7 days a week
Aarong at Gulshan Gulshan - Tejgaon link Road, Dhaka – 1208
Tel: 8821052,8825986
Opening hours: 12:00 Am – 8:00 Pm
Open 7 days a week
Aarong at Maghbazaar Aarong Plaza
61, Shahid Shangbadik Selina Parveen Sarak,
Maghbazzar, Dhaka – 1217
Tel: 9334766,9366260
Opening hours: 10:00 Am – 8:00 Pm
Open 7 days a week
Aarong at Uttara Mascot Plaza(4th
Floor)
Plot 107/A, Sector 7, Uttara model town
Dhaka – 1230
Tel: 8916097,8914125
Opening hours: 10:00 Am – 8:00 Pm
Open 7 days a week
Aarong at Wari 36/1 Rankin Street (1st
Floor)
Wari, Dhaka – 1203
Tel : 7114244
Opening hours: 10:00 Am – 8:00 Pm
Open 7 days a week
Aarong in Wasirbad,
Chittagong
Golden Plaza (1st
Floor)
1692 CDA Avenue, Chittagong
Tel: 031-654030,06074485325
Opening hours: 10:00 Am – 8:00 Pm
Open 7 days a week
20. 20
Aarong in Halishahar,
Chittagong
House 1, Lane 1, Block L, Halishahar, Chittagong
Tel: 031-2515644-45
Opening hours: 10:00 Am – 8:00 Pm
Open 7 days a week
Aarong in Sylhet 413 Nayasarak, Sylhet
Tel: 0821-815988, 713150
Opening hours: 10:00 Am – 8:00 Pm
Open 7 days a week
Aarong in Khulna Plot A43-A44.
Majeed Sharani Avenue, Shib Bari, Khulna
Tel: 641-730547
Opening hours: 10:00 Am – 8:00 Pm
Open 7 days a week
Aarong in London 69, Vallance Road
London 615BS
Phone: +4420724777727
Opening hours: 12:00 Am – 9:00 Pm
Open 7 days a week
22. 22
4.1 SWOT analysis:
SWOT analysis means four types of analysis of an organization.
They are – 1 – Strength
2 – Weakness
3 – Opportunity
4 – Threats
1 – Strength: Internal strength of an organization is the capability to
compete on having advantage over other competitors.
2 – Weakness: Weakness is the company‟s disabilities in the market
places.
3 – Opportunity: A chance of capturing market place with the help of
internal strength.
4 – Threats: Any kind of discomfort may feel in market place.
4.1.1 – Internal Factors
Positive Negative
Strength(S) Weakness(W)
1 – Leading brand reputation.
2 – Specialist marketing expertise.
3 – Customer loyalty.
4 – High production quality.
5 – Maximum level of sales.
6 – Strong management.
7 – Low product damage rate.
8 – Practice of indigenous customs
and values.
9 – Excellent working condition.
10 – Varity of products.
1 – Price is higher.
2 – Limited outlets.
3 – Confined with limited customer.
4 – Poor access to collection.
5 – Vulnerable to producer.
6 – No direct market experience.
7 – Limited budget for research and
development.
8 – Limited financial support.
9 – Sales persons need more
training.
23. 23
4.1.2 – External Factors
Positive Negative
Opportunity(O) Threats(T)
1 – Varity of product to impress the
customer.
2 – New distribution channel.
3 – Top grabs international market.
4 – Capture more market share.
5 – Local event.
6 – New market segmentation.
7 – Seasonal fashion influence.
8 – Can be surprised competitors.
9 – Cost advantages.
1 – Rise of the competition.
2 – Price wars with competitors.
3 – Competitors have some superior
products.
4 – Changing technology.
5 – Political instability.
6 – Economy.
7 – Sudden surprise.
4.2 – Strength
Aarong is a very reputed organization. They are now capturing 68%
of total handicraft market share in Bangladesh. It‟s a local brand now
exporting their products outside of the country. Aarong has good reputation
for fine quality products. It has a strong management team who are
continuously giving their great effort to make it a successful one. Another
important fact is that, Aarong has almost “Zero” production damage rate
which reduces their cost. They are innovative and always bring some new
products in the market which meets customer requirement and expectation.
The organization is a respected employer that values its workforce.
4.3 – Weakness
Aarong has a reputation for new product development and creativity.
However, they remain vulnerable to the possibility that their producer may
not be able to produce product timely due to their inability. The collection
channel of the organization is not that much structured. So that they can
24. 24
got the products from the producer on time and it may create problem for
them in future. If any producer is not able to make the product on time, this
is a big problem and it happens most of the time on delivery. Aarong
charges higher price relatively then their other competitors. As a result
sometimes customers lose their interest to buy and they make customers
disappointed by their attitude and customer doesn‟t feel good to buy from
there. Sometimes they suffer for financial problem, although it‟s a rare
situation.
4.4 – Opportunities
Aarong is very good at capturing the advantages of opportunities. It
can go for new distribution channel like it can make some joint venture with
some other small shops and sales its products in more places. Through
that it can capture more market share in the handicraft industry in
Bangladesh. Aarong can expand its business globally. New market for
handicraft such as Europe and America are beginning to emerge. People
are now interesting about local events and functions like Pahela Falgun,
Pahela Baishakh, Victory Day, Independence Day etc and they buy new
and special products to sell in those special occasions. According to the
season change, people are also changing their preference in buying
products and considering this scenario. Aarong can produce products on
the basis of seasonal variations.
4.5 – Threats
Aarong doesn‟t have any big competitors right now. But they have
some small competitors like Maha, She, Estacy, Menz, Von Dutch, Plus
point etc. in Sylhet. In other area they have some other competitors like
Anjans, Deshal, Jattra, Rina Latif, OZ, Rong and others. It may take 48% of
customer from Aarong. Aarong always face wars with their competitors, its
competitors have some superior products like Plus point have some
superior products like Shirt & T- Shirts. Maha give customer various types
of Salwar Kamiz with good quality. It decreases Aarong market share and
sales. But now they are responsibilities their brand to compete with them.
25. 25
4.6 – Strategic objectives
On the basis of SWOT analysis we set the strategic objective for
Aarong.
Strategic objectives Financial objectives
1 – New and improved product line.
2 – Focusing on international
business though franchising.
1 – 10% off at sale.
2 – Increasing sales by 20%.
4.6.1 – Action plan
1 – Introduce new outlet within the country.
2 – Investment in research and development to develop new product
line.
3 – Make efficient inventory management and increases productivity.
27. 27
5.1 – Survey analysis
We have made a survey of 60 people who are the consumers of Aarong.
This survey is made on the basis of the age distribution of the consumers.
We selected 20 people of the age 10 – 18, other 18 people of the age 18 –
26, another 15 people of the age 26 – 36 and of the rest of 7 people is 36
above. They all are educated and is known about Aarong. After completing
this survey by asking them some questions regarding Aarong, we got some
clear conception about their problems, benefits, views and opinions about it
and also realize the popularity and acceptability of Aarong. Now the data
that we collected are represented below:
5.1.1 – Consumers of Aarong
Age group Numbers of Consumers (in percentage)
10 – 18 20%
18 – 26 45%
26 – 36 20%
36 – above 15%
The following pie chart represents the consumers of Aarong in different
ages:
28. 28
Here we can see that the maximum numbers of consumers of Aarong are
young generation.
5.1.2 – Reason for preferring Aarong by most of the consumer
From the survey we found that most of the young generation of our country
would like to go to Aarong most. In the following table, different reasons for
preferring Aarong most and the percentage of 60 consumers for each
reason are showed.
Reason for going Aarong Percentage of people
It is most popular 38%
High quality products 31%
Employee behavior 11%
Other 20%
Numbers of consumers(in percentage)
10 to 18
18 to 26
26 to 36
36 to above
29. 29
5.1.3 – Benefits from Aarong
From the analysis of survey we find that by the consumer‟s of Aarong, they
are enjoying many benefits. Some of these are mentioned below –
Varity of product.
Discount for old customer.
Excellent atmosphere.
Nice employee behavior.
5.1.4 – Problems faced by consumers
Some common problems that all respondent are usually facing, they are –
High price level.
Only one discount offer provide in a year.
Lack of new style product.
5.2 – Case study
As we made the survey on the basis of different age distribution of the
consumers, we are presenting here three case studies of three individuals
of different ages.
5.2.1 - Case study: 1
Age group: 10 – 18
Name: Shakib Ahmad (Pseudo name)
Age: 17
Organization: Jalalabad cantonment public school & college
30. 30
Designation: Student
Shakib Ahmad is very well known about Aarong. He is a regular customer
of Aarong. He buys some types of Men‟s product like Fotua, T – shirts,
Sandals from Aarong. He buys these products because of its higher quality,
discount rate and popularity. He has chosen Aarong because most of his
friends buy products from it and his family members also buy products from
Aarong. He is very much like to shopping and regular go to Aarong to find
new design of products. He like Aarong for its new collection of T – shirts.
He goes to Aarong once or twice in a month. He buys products from
Aarong last two years. The most interesting things he finds employee
behavior of Aarong. About half of his clothing products he buy from Aarong.
But he‟s very dissatisfied with the room conditions of Aarong like heating &
air conditioning, maintenance etc. he has said that working conditions of
Aarong should be more improved and discount rate should be higher for
old customer.
5.2.2 - Case study: 2
Age group: 18 – 26
Name: Rezaul islam (Pseudo name)
Age: 25
Organization: Leading University
Designation: Student
Rezaul islam is very well known about Aarong. He is a regular customer of
Aarong. He buys some types of Men‟s product like shirt (full, half),
Executive shirt and T – shirt. He is enjoying shopping from Aarong. He
chose Aarong for popularity and high quality of products. He buys products
from Aarong last five years. He goes to Aarong frequently like once in two
month. He buys about a quarter of his product from Aarong. He fined most
interesting things of its company policy. He says to us it is one of the most
well organized shopping center in Sylhet. But he‟s very dissatisfied with the
31. 31
employee cooperation of Aarong. He has said that employee cooperation
should be improved to find many new customers.
5.2.3 - Case study: 3
Age group: 26 – 36
Name: Md. Shahin Ahmad (Pseudo name)
Age: 32
Organization: The City Bank Limited
Designation: Employer
Md. Shahin Ahmad is very well known about Aarong. He is a regular
customer of Aarong. He buys some types of Men‟s product like shirt (full,
half), Executive shirts, jewelry, Salwar kamiz. He likes to shop from Aarong.
He chose Aarong for popularity and high quality of products. He buys
products from Aarong last seven years. He goes to Aarong once in a
month. He buys about a quarter of his product from Aarong. He fined most
interesting things of its company policy. He says to us it is one of the most
well organized shopping center in Sylhet. But he‟s very dissatisfied with the
room conditions of Aarong like heating & air conditioning, maintenance,
electrical etc. He has said that room conditions should be improved to find
many new customers. He also suggest four necessary measures that also
improve the sales of Aarong, they are –
Improve air conditioning system
Increase discount rate
Decrease the price level
Open new outlet
33. 33
6.1 – Major finding
In this study we find out some major things that is affected Aarong in future.
Now we point out some major finding about Aarong that is given below.
High quality products produced by Aarong.
Consumer satisfaction is higher.
Well designed organization structure.
Nice employee behavior.
Competence gap for the employees is noticeable, the gap
between the standard and actual performance is noticeable in
employees.
Compensation and benefits at Aarong is not attractive
comparing to other organizations.
Air conditioning, Maintenance, electrical condition is not well at
all.
Employee turnover rate is high because of the salary structure.
Unless Aarong improve their salary Structure they will have
hard times finding employees with higher competencies.
Lack of training for employees.
Aarong website is not fulfill and not updated during this year at
all.
Discount rate given once in a year.
Lack of new design product.
34. 34
6.2 – Recommendations
In this study we find out some major problem of Aarong. We have come up
with some recommendation which Aarong can use for their advancement.
These are –
Air conditioning, Maintenance, electrical condition should be
improved at all.
Aarong‟s website should be updated more frequently with the
current issues and vacancies.
The compensation package in Aarong is not Attractive they
should restructure their salary and other compensation.
The Training for the sales associates should be more related to
their job responsibilities rather than just product orientation.
As there is competency gap in employees Aarong should start
employee training and other development programs to develop
the employees.
The company police should be increased.
Price level should be reduced.
Discount rate should be given more than one time in a year.
Produce new style of product.
Hire well educated creative designer.
Aarong should be improved its social compliance and producer
relation department.
35. 35
6.3 – Conclusion
Aarong is not only a fashion house it is more than that. Aarong has
celebrated 33 years of its success. Over the year it has brought positive
change in the life style of disadvantaged people. With times Aarong has
evolved itself as one of the most successful lifestyle store in our country
maintaining the tradition and the trends. Besides becoming the leading
lifestyle chain store in Bangladesh they have cherished the traditional crafts
of Bangladesh through Ayesha Abed Foundation and have been able to
create employment of thousands of people. As a result Aarong is a fair
trade organization reaching global market by representing folklore tradition
of Bangladesh. Aarong & AAF plays the role of protector and promoter of
traditional Bangladeshi products and designs. The designers and the
innovators of the products offered by Aarong have not only established the
organization of as leaders in handicrafts but have also reignited interest
and popularity for styles and traditional crafts that are native to the country.
It is this gracious blend of contemporary and customary that ensures that
each product is original and saleable in a modern society.
37. 37
7.1 – Appendix 1
In this chapter all questionnaires of different age‟s people which are used
for the survey of the study on the topic “Measurement of consumer
satisfaction of Aarong” are included.
Measurement of consumer satisfaction of Aarong
Questionnaires for Different Age’s People (10 – Above)
Dear represent, a very good day to you. This survey questionnaires
endeavors to understand the Measurement of consumer satisfaction
of Aarong on our city as well as our today’s shopping. Your personal
perception and honest answer is considered of vital importance for
the success of this study. Please answer all Questions. No answer is
considered right or wrong. The result of this study will give a clear
conception of importance, acceptability and popularity to general
people. Thank you very much for your valuable time and interest. May
we now start the survey please?
Name of the respondent:
Age:
Organization/Address:
Designation:
Q1. Have you heard about Aarong?
Yes
No
If no please return the questionnaire. Else, please proceed.
Q2. Do you buy any products from Aarong?
Yes
No
38. 38
Q3. How much products you buy from Aarong?
1 – 5
5 – 10
10 – 15
More then 15
4. Do you buy any men’s products from Aarong?
Yes
No
5. What types of men’s products you buy from Aarong?
Shirt(Full/Half)
T-shirt
Panjabi
Others (Please specify)
6. Have you satisfied with your products?
Yes
No
If No, Why you didn’t satisfy with these products?
Lack of quality
High price level
Others (please specify)
If Yes, Why you satisfied with these products?
High quality
Low price level
Others (please specify)
7. What is the rate of satisfaction level you find in Aarong?
1 – Strongly satisfied
7 – Strongly dissatisfied
1 2 3 4 5 6 7
8. How frequently do you go Aarong?
1-5 times a month
2-4 time a month
Once in a month
Less than once in a month
9. Why you choose Aarong to consume products?
Popularity
High quality
Lower cost
Others(Please specify)
39. 39
10. What types of behavior you face when you go to consume a
product from Aarong?
Much better
somewhat better
somewhat worse
Mush worse
11. How much of your shopping items do you buy from Aarong?
Most of it
About half of it
About one-quainter
Less than one
12. What do you find most interesting when you go to consume a
product?
The company policy
Room conditions
Employee behavior
Others(Please specify)
13. What do you find most difficult when you go to consume a
product?
Billing system
Employee cooperation
The company policy
Others(Please specify)
14. How many years you buys product from Aarong?
6-12 month
1-2 year
2-4 year
More than 4 years
15. Do Aarong give discount for old customers?
Yes
No
If yes, then go to next question.
If no, go to 17 no question.
16. What is the discount rate you find?
1 – More discount
7 – Lower discount
1 2 3 4 5 6 7
40. 40
17. Do you recommend your colleague to buy product from Aarong?
Yes
No
18. Why you recommend your colleague to buy product from Aarong?
Popularity
Better service
High quality
Other(Please specify)
19. Please estimate what percentage of your opinion about Aarong for
their.
________% heating & Air-conditioning
________% Electrical
________% Maintenance
________%Other
20. In your view, what the measure do you think Aarong can take to be
more successful and popular?
.
Date:
Starting time:
Ending time:
Place of survey:
Signature of surveyor conductor
(Thank you for your kind cooperation)
41. 41
7.2 – Appendix 2
Wage level of employees
Category Wage
Manager 30000*
Supervisor 20000*
“A” level employee 6000
New employees 4400- 6000
Opening time in some category given below
Category Time
Regular 100:00 AM – 8:00 PM
Eid – ul – Fitor 10:00 AM – 1:00 PM
Eid – ul – Azha 10:00 AM – 12:00 PM
New discount offer
Now, 10% to 15% discount for victory day.
Requirement of employees
Aarong recruits five types of employees, these are –
Regular
Part time
Temporary
Contractual
Project based