This document provides a case study and analysis of Haleeb Foods Limited (HFL), a Pakistani food company. It discusses HFL's background, operations, products, vision, policies, and details the author's internship experience at HFL. The document analyzes HFL's downsizing efforts in 2009 and 2013 when it laid off hundreds of employees. It also performs a SWOT analysis of HFL, identifying strengths like its distribution network but also weaknesses such as reliance on third parties for milk. The author concludes the internship was helpful but that HFL needs some improvements, and provides recommendations such as expanding product lines and improving promotional activities.
The document summarizes the supply chain network of Tapal Tea Pvt Ltd. It discusses the company's history and brands. It then outlines the key functions and processes of the tea supply chain department and overall supply chain department. These include tea procurement, quality control, warehousing, blending, packaging material procurement, and logistics. Flowcharts demonstrate the tea supply chain process from plucking to blending and the overall supply chain process from sales forecasting to production planning.
Tapal is a leading tea company in Pakistan with a diverse product portfolio. It has a wide distribution network of 410 distributors across the country. Tapal follows a strategy of continuous innovation, high-medium pricing, and maximizing market coverage through distribution. It faces competition from other branded tea companies like Lipton as well as unbranded tea. Tapal's strengths include a history of innovation, catering to all market segments, and strong brand awareness. Opportunities for growth include new product categories like ice tea and expanding into new markets.
Presentation on "Advertising Plan of Nestle Milkpack Re-Launch" by Dr.Syed Ahmed Owais, Shahzad Naseem & Zaheer to Sir.Shahzeb Abbasi in Advertising class given at Hamdard University City Campus, (HIMS).
References:
Advertising Principles & Practice, 7 th edition, Wells, Moriarty, Burnet.
Websites of Nestle, Olpers and Goodmilk.
The document summarizes the history, products, and operations of Nestle. It discusses how Henri Nestle developed the first condensed milk and infant cereal in the 1860s. Today, Nestle offers over 8,500 brands and 10,000 products worldwide through 487 factories in 86 countries. In Pakistan, Nestle acquired Milkpak in 1988 and has since expanded its product portfolio to include brands like Nido, Milo, Nescafé and Pure Life. The presentation outlines Nestle's strengths in strong brands and innovation, and weaknesses in managing subsidiaries. It also describes opportunities in the Pakistani market and threats from competition and changing consumer tastes.
Tapal is Pakistan's largest tea manufacturer. They recently introduced an ice tea product targeting youth. The document discusses Tapal Ice Tea's positioning in the market as a refreshing tea-based drink with antioxidants and less sugar than soft drinks. It provides details on the marketing mix, including pricing at Rs. 30 for a 320ml can. The SWOT analysis notes Tapal's strengths in introducing innovations but also competitors as a weakness. Recommendations include expanding the target market, repositioning ice tea against soft drinks, and promoting it at different locations.
Nestle Milkpak is a leading dairy brand in Pakistan owned by Nestle Pakistan. The report provides an overview of Nestle's history and operations in Pakistan. It details Milkpak's logo, launch date, target markets and value proposition of providing high quality milk products. The marketing mix and strategies used by Milkpak are explained, including customer segmentation, pricing, distribution channels, and promotional activities. SWOT and external factor analyses are presented for Milkpak. In conclusion, the report evaluates Milkpak's marketing performance and competitive position in the Pakistani dairy market.
Hilal Foods is a family-owned Pakistani confectionery company with over 50 products including candies, cakes, chocolates, and powdered drinks. It is headed by Muhammad Ali Munshi and also run by his son and two grandsons. The company values teamwork, quality, innovation, integrity and people development. Hilal Foods exports its products to several countries and aims to become a global food leader through diversified halal products. It faces challenges in marketing such as improving return on investment and keeping up with trends.
This marketing plan summarizes Nestle Cerelac's product offerings, target markets, and marketing strategies. Nestle Cerelac provides baby food products for infants in various stages. It targets urban and suburban families with average to above average incomes. Nestle Cerelac positions itself as a provider of healthy, high-quality food and differentiates itself through nutritional value and product variety. The marketing mix discusses pricing, promotion, placement and packaging. Competition and growth strategies are also outlined.
The document summarizes the supply chain network of Tapal Tea Pvt Ltd. It discusses the company's history and brands. It then outlines the key functions and processes of the tea supply chain department and overall supply chain department. These include tea procurement, quality control, warehousing, blending, packaging material procurement, and logistics. Flowcharts demonstrate the tea supply chain process from plucking to blending and the overall supply chain process from sales forecasting to production planning.
Tapal is a leading tea company in Pakistan with a diverse product portfolio. It has a wide distribution network of 410 distributors across the country. Tapal follows a strategy of continuous innovation, high-medium pricing, and maximizing market coverage through distribution. It faces competition from other branded tea companies like Lipton as well as unbranded tea. Tapal's strengths include a history of innovation, catering to all market segments, and strong brand awareness. Opportunities for growth include new product categories like ice tea and expanding into new markets.
Presentation on "Advertising Plan of Nestle Milkpack Re-Launch" by Dr.Syed Ahmed Owais, Shahzad Naseem & Zaheer to Sir.Shahzeb Abbasi in Advertising class given at Hamdard University City Campus, (HIMS).
References:
Advertising Principles & Practice, 7 th edition, Wells, Moriarty, Burnet.
Websites of Nestle, Olpers and Goodmilk.
The document summarizes the history, products, and operations of Nestle. It discusses how Henri Nestle developed the first condensed milk and infant cereal in the 1860s. Today, Nestle offers over 8,500 brands and 10,000 products worldwide through 487 factories in 86 countries. In Pakistan, Nestle acquired Milkpak in 1988 and has since expanded its product portfolio to include brands like Nido, Milo, Nescafé and Pure Life. The presentation outlines Nestle's strengths in strong brands and innovation, and weaknesses in managing subsidiaries. It also describes opportunities in the Pakistani market and threats from competition and changing consumer tastes.
Tapal is Pakistan's largest tea manufacturer. They recently introduced an ice tea product targeting youth. The document discusses Tapal Ice Tea's positioning in the market as a refreshing tea-based drink with antioxidants and less sugar than soft drinks. It provides details on the marketing mix, including pricing at Rs. 30 for a 320ml can. The SWOT analysis notes Tapal's strengths in introducing innovations but also competitors as a weakness. Recommendations include expanding the target market, repositioning ice tea against soft drinks, and promoting it at different locations.
Nestle Milkpak is a leading dairy brand in Pakistan owned by Nestle Pakistan. The report provides an overview of Nestle's history and operations in Pakistan. It details Milkpak's logo, launch date, target markets and value proposition of providing high quality milk products. The marketing mix and strategies used by Milkpak are explained, including customer segmentation, pricing, distribution channels, and promotional activities. SWOT and external factor analyses are presented for Milkpak. In conclusion, the report evaluates Milkpak's marketing performance and competitive position in the Pakistani dairy market.
Hilal Foods is a family-owned Pakistani confectionery company with over 50 products including candies, cakes, chocolates, and powdered drinks. It is headed by Muhammad Ali Munshi and also run by his son and two grandsons. The company values teamwork, quality, innovation, integrity and people development. Hilal Foods exports its products to several countries and aims to become a global food leader through diversified halal products. It faces challenges in marketing such as improving return on investment and keeping up with trends.
This marketing plan summarizes Nestle Cerelac's product offerings, target markets, and marketing strategies. Nestle Cerelac provides baby food products for infants in various stages. It targets urban and suburban families with average to above average incomes. Nestle Cerelac positions itself as a provider of healthy, high-quality food and differentiates itself through nutritional value and product variety. The marketing mix discusses pricing, promotion, placement and packaging. Competition and growth strategies are also outlined.
Haleeb product is of the ancient and historic product of Pakistan. It is still used by many of the residents of Pakistan. Now Haleeb has become among one of the competitors of milk producers.
This document provides a report on Managerial Economics analyzing Tapal Tea, a leading tea company in Pakistan. It discusses Tapal and its competitors Vital Tea and Unilever, as well as the tea market structure and dynamics in Pakistan. Key points covered include Tapal's market share and manufacturing operations, customer tastes that vary regionally in Pakistan, competition and market shares of major players, Porter's five forces analysis of the industry, segmentation of the consumer market, and recommendations on areas like cost management, product offerings, distribution, and advertising.
Ismail Industries Ltd is the largest manufacturer and exporter of confectionery products in Pakistan. It has 4 divisions: CandyLand (confectionery), Bisconni (biscuits), AstroPack (packaging films), and SnackCity (snacks). CandyLand is one of Pakistan's leading confectionery companies, exporting to over 30 countries. It has over 3,500 employees and aims to be the top choice for customers through quality products and innovation.
Tapal Danedar is the largest selling tea brand in Pakistan with a 41% market share. It is positioned as an all-purpose, quality brand that emphasizes family values, traditions, and togetherness. While Tapal Danedar is at the maturity stage of its product lifecycle and enjoys high profits, its top-of-mind awareness still lags behind competitor Lipton. The brand is seen as reliable but not necessarily superior. Consumer associations with Tapal include strength, warmth, and security.
Olper's Milk is a brand of processed milk owned by Engro Foods. It was launched in 2006 and has seen success, with over 1.4 billion in sales in its first year. Engro Foods has strengths in its established brand name, relationships with distributors and farmers, and research capabilities. However, it faces weaknesses such as high milk collection and distribution costs across Pakistan and a narrow product portfolio compared to competitors. Opportunities for growth include increasing government support for farmers and rising processed milk consumption. Threats include price competition and established brands like Nestle. Olper's uses an integrated marketing mix of advertising, promotions, distribution network, and targeting of health-conscious middle and upper-class consumers.
Sajjad Hussain presents on the marketing strategies of Tapal, a Pakistani tea company. Tapal has a long history in Pakistan dating back to its founder Adam Ali Tapal. The presentation analyzes Tapal's industry, market share, strengths as the first Pakistani tea to achieve ISO certification. It also examines Tapal's brands, target markets, major competitors like Unilever, and provides a SWOT analysis and overview of Tapal's marketing mix focusing on its popular Danedar brand.
This document provides information about Mehran Bottlers (Pvt.) Ltd., a company that produces Pakola brand soft drinks. It includes the following key points:
- The company aims to provide premium quality beverages globally and opportunities for employees and communities. Pakola fulfills its promise of international quality beverages made with fine ingredients.
- Pakola is a soft drink brand owned by Mehran Bottlers, launched in 1950. The company has a modern bottling plant that can fill 200 cans/minute and 240 bottles/minute.
- The organizational structure includes departments for finance, procurement, sales/marketing, quality assurance, and production. Decision-making is centralized with multiple management levels.
This document provides an overview of Nestle's history and operations over the past decade. It discusses how Nestle started as a condensed milk factory in 1866 and has since grown to become a global food and beverage company offering over 8,500 brands. The document outlines Nestle's mission, vision, and slogans. It also details Nestle's worldwide presence, with 487 factories across 86 countries. The document summarizes Nestle's focus on growth over the past 10 years through acquisitions and expanding into new markets globally.
The document is a marketing plan report for a new women's crossbody handbag produced by the company "Fashionable Life". It includes an executive summary, table of contents, and sections on the company/product overview, advertising, competition, SWOT analysis, market segmentation, distribution, expenses/financial analysis, and conclusion. The report was created using both primary and secondary research to develop an effective marketing strategy to promote the new product.
This document compares Milk Pak and Olper's, two leading packaged milk brands in Pakistan. Milk Pak has been the market leader for many years, while Olper's entered in 2006 and gained a 22% market share. Milk Pak is perceived as more healthy and pure due to its longer history and focus on quality processing. However, Olper's has grown through aggressive marketing, appealing packaging, and emotional ads focusing on family and unity. Both brands aim to build trust and create positive perceptions of health and purity, though they target different segments and position themselves differently.
Sales Structure of Tapal Tea (Pvt) LimitedImad Baig
Tapal is a leading tea brand in Pakistan with a 34% market share of the branded tea market. It has various tea products and uses a multi-level sales structure with regional, zonal, and territory managers to sell its tea. Tapal forecasts sales through market potential estimates and sales force input. It recruits and trains salespeople and distributors, and motivates its sales force through incentives like commissions, bonuses, and recognition programs.
This document provides a report on the marketing of Olpers milk by Engro Foods. It includes an overview of Engro Foods' history and organizational structure. It discusses the marketing research conducted by Engro Foods before launching Olpers milk. It then covers how Engro Foods segmented and targeted the market for Olpers, and how it positioned the brand. The report also includes a SWOT analysis of Olpers milk and discusses Engro Foods' social responsibility initiatives.
Nestlé is a global food and beverage company established in 1905 in Switzerland. It has grown significantly through acquisitions and innovation to offer products from morning to night including baby food, bottled water, cereal, chocolate and other confections. To continue growing, Nestlé focuses on emerging markets, health and wellness products, and out-of-home consumption. It aims to increase organic growth and profit margins through constant efficiency improvements and investments in research and development.
This document provides information about Nestle Pakistan's HR department. It discusses Nestle's vision, mission, products, and HR practices. The HR department ensures the right employees are hired and provides training. However, problems can arise from differing values, interests, conflicts and poor communication. Recommendations include improving communication, promoting external hiring, training for culture integration, and identifying strategies to attract and motivate productive employees. The conclusion discusses Nestle's role in developing sustainable solutions.
Introduction of food industry in pakistan & the present status of nestle paki...Muhammad Usman Waheed
This document provides an overview of the food industry in Pakistan and summarizes the history and operations of Nestle Pakistan. It notes that the food industry is the second largest in Pakistan, accounting for 27% of value-added production. It then discusses Nestle Pakistan specifically, describing its history dating back to 1912, vision to be a leading nutrition company, product portfolio, manufacturing processes, financial performance, certifications, and future plans to invest in expanding operations.
Pakistan imported 8,178 metric tons of black tea worth $16.1 million in March 2009, a 10% decline from the previous year. International tea prices had risen in recent months, and domestic inflation also increased costs, limiting import quantities. However, domestic tea consumption patterns did not decline significantly due to the availability of smuggled tea. Pakistan relies almost entirely on tea imports, with over half of imports from Kenya. The tea industry faces challenges from rampant smuggling, which costs the government $5-5.5 billion annually in lost revenue. Increasing domestic tea production could help address trade deficits and revenue losses.
The document summarizes a report completed by a group of MBA students at Nestle. It includes an introduction of the group members, acknowledgements, and an outline of the report contents. The report focuses on Nestle's performance management and how the Human Resources Continuous Excellence department contributes to increasing employee performance. It discusses Nestle's organizational structure, information systems, reward programs, training initiatives, and other human resource practices that aim to achieve high performance. The findings are analyzed across two dimensions: the key elements of a high performance work system, and the intended outcomes of such a system for Nestle.
This document provides an overview of Nestle, including its history, organizational structure, brands and products, and financial analysis. It discusses that Nestle is a multinational food and beverage company founded in 1866, with over 2000 brands across 150 countries. The document outlines Nestle's mission to positively influence social environments as responsible corporate citizens. It also describes Nestle's matrix organizational structure with top, middle and lower level management, and key departments like sales, R&D, and human resources. Finally, it summarizes Nestle's financial performance in 2018, including metrics like sales growth, gross profit ratio, and earnings per share.
Zainab Zahra presented on the principles of marketing for Nestle Pakistan. Nestle was founded in the 1860s by Henri Nestle and today operates factories around the world. In Pakistan, Nestle arrived in 1988 through a joint venture and has since expanded to include 4 production facilities and over 3,500 employees. Nestle offers a variety of products in Pakistan including dairy, beverages, water, coffee, and confectionery. Through market segmentation, differentiation, and a focus on health and nutrition, Nestle has positioned itself as the leading food and beverage brand in Pakistan.
Nestle and Haleeb Foods are compared in this document. Nestle is the largest food company in the world with annual sales of $120 billion, operating in 86 countries. Haleeb Foods is a leading local Pakistani food company focused on dairy. While Nestle has strong global marketing, distribution networks, and brand positioning, Haleeb Foods has more limited promotional strategies, distribution within Pakistan, and weaker brand positioning compared to Nestle. The document analyzes the companies' histories, product lines, pricing, placement, segmentation, targeting, positioning, and competitive strategies.
This document provides information about a training program on health and safety conducted by Haleeb Foods Ltd. It includes an executive summary describing the training process, from conducting a needs assessment of employees to evaluating the training. The training was delivered over four days in January and February in response to a previous incident at the organization. It aimed to educate laborers on safety and its importance through lectures, videos and practical demonstrations. Overall, the training was found to be a positive experience for employees and the company hopes it will help prevent future incidents.
Haleeb product is of the ancient and historic product of Pakistan. It is still used by many of the residents of Pakistan. Now Haleeb has become among one of the competitors of milk producers.
This document provides a report on Managerial Economics analyzing Tapal Tea, a leading tea company in Pakistan. It discusses Tapal and its competitors Vital Tea and Unilever, as well as the tea market structure and dynamics in Pakistan. Key points covered include Tapal's market share and manufacturing operations, customer tastes that vary regionally in Pakistan, competition and market shares of major players, Porter's five forces analysis of the industry, segmentation of the consumer market, and recommendations on areas like cost management, product offerings, distribution, and advertising.
Ismail Industries Ltd is the largest manufacturer and exporter of confectionery products in Pakistan. It has 4 divisions: CandyLand (confectionery), Bisconni (biscuits), AstroPack (packaging films), and SnackCity (snacks). CandyLand is one of Pakistan's leading confectionery companies, exporting to over 30 countries. It has over 3,500 employees and aims to be the top choice for customers through quality products and innovation.
Tapal Danedar is the largest selling tea brand in Pakistan with a 41% market share. It is positioned as an all-purpose, quality brand that emphasizes family values, traditions, and togetherness. While Tapal Danedar is at the maturity stage of its product lifecycle and enjoys high profits, its top-of-mind awareness still lags behind competitor Lipton. The brand is seen as reliable but not necessarily superior. Consumer associations with Tapal include strength, warmth, and security.
Olper's Milk is a brand of processed milk owned by Engro Foods. It was launched in 2006 and has seen success, with over 1.4 billion in sales in its first year. Engro Foods has strengths in its established brand name, relationships with distributors and farmers, and research capabilities. However, it faces weaknesses such as high milk collection and distribution costs across Pakistan and a narrow product portfolio compared to competitors. Opportunities for growth include increasing government support for farmers and rising processed milk consumption. Threats include price competition and established brands like Nestle. Olper's uses an integrated marketing mix of advertising, promotions, distribution network, and targeting of health-conscious middle and upper-class consumers.
Sajjad Hussain presents on the marketing strategies of Tapal, a Pakistani tea company. Tapal has a long history in Pakistan dating back to its founder Adam Ali Tapal. The presentation analyzes Tapal's industry, market share, strengths as the first Pakistani tea to achieve ISO certification. It also examines Tapal's brands, target markets, major competitors like Unilever, and provides a SWOT analysis and overview of Tapal's marketing mix focusing on its popular Danedar brand.
This document provides information about Mehran Bottlers (Pvt.) Ltd., a company that produces Pakola brand soft drinks. It includes the following key points:
- The company aims to provide premium quality beverages globally and opportunities for employees and communities. Pakola fulfills its promise of international quality beverages made with fine ingredients.
- Pakola is a soft drink brand owned by Mehran Bottlers, launched in 1950. The company has a modern bottling plant that can fill 200 cans/minute and 240 bottles/minute.
- The organizational structure includes departments for finance, procurement, sales/marketing, quality assurance, and production. Decision-making is centralized with multiple management levels.
This document provides an overview of Nestle's history and operations over the past decade. It discusses how Nestle started as a condensed milk factory in 1866 and has since grown to become a global food and beverage company offering over 8,500 brands. The document outlines Nestle's mission, vision, and slogans. It also details Nestle's worldwide presence, with 487 factories across 86 countries. The document summarizes Nestle's focus on growth over the past 10 years through acquisitions and expanding into new markets globally.
The document is a marketing plan report for a new women's crossbody handbag produced by the company "Fashionable Life". It includes an executive summary, table of contents, and sections on the company/product overview, advertising, competition, SWOT analysis, market segmentation, distribution, expenses/financial analysis, and conclusion. The report was created using both primary and secondary research to develop an effective marketing strategy to promote the new product.
This document compares Milk Pak and Olper's, two leading packaged milk brands in Pakistan. Milk Pak has been the market leader for many years, while Olper's entered in 2006 and gained a 22% market share. Milk Pak is perceived as more healthy and pure due to its longer history and focus on quality processing. However, Olper's has grown through aggressive marketing, appealing packaging, and emotional ads focusing on family and unity. Both brands aim to build trust and create positive perceptions of health and purity, though they target different segments and position themselves differently.
Sales Structure of Tapal Tea (Pvt) LimitedImad Baig
Tapal is a leading tea brand in Pakistan with a 34% market share of the branded tea market. It has various tea products and uses a multi-level sales structure with regional, zonal, and territory managers to sell its tea. Tapal forecasts sales through market potential estimates and sales force input. It recruits and trains salespeople and distributors, and motivates its sales force through incentives like commissions, bonuses, and recognition programs.
This document provides a report on the marketing of Olpers milk by Engro Foods. It includes an overview of Engro Foods' history and organizational structure. It discusses the marketing research conducted by Engro Foods before launching Olpers milk. It then covers how Engro Foods segmented and targeted the market for Olpers, and how it positioned the brand. The report also includes a SWOT analysis of Olpers milk and discusses Engro Foods' social responsibility initiatives.
Nestlé is a global food and beverage company established in 1905 in Switzerland. It has grown significantly through acquisitions and innovation to offer products from morning to night including baby food, bottled water, cereal, chocolate and other confections. To continue growing, Nestlé focuses on emerging markets, health and wellness products, and out-of-home consumption. It aims to increase organic growth and profit margins through constant efficiency improvements and investments in research and development.
This document provides information about Nestle Pakistan's HR department. It discusses Nestle's vision, mission, products, and HR practices. The HR department ensures the right employees are hired and provides training. However, problems can arise from differing values, interests, conflicts and poor communication. Recommendations include improving communication, promoting external hiring, training for culture integration, and identifying strategies to attract and motivate productive employees. The conclusion discusses Nestle's role in developing sustainable solutions.
Introduction of food industry in pakistan & the present status of nestle paki...Muhammad Usman Waheed
This document provides an overview of the food industry in Pakistan and summarizes the history and operations of Nestle Pakistan. It notes that the food industry is the second largest in Pakistan, accounting for 27% of value-added production. It then discusses Nestle Pakistan specifically, describing its history dating back to 1912, vision to be a leading nutrition company, product portfolio, manufacturing processes, financial performance, certifications, and future plans to invest in expanding operations.
Pakistan imported 8,178 metric tons of black tea worth $16.1 million in March 2009, a 10% decline from the previous year. International tea prices had risen in recent months, and domestic inflation also increased costs, limiting import quantities. However, domestic tea consumption patterns did not decline significantly due to the availability of smuggled tea. Pakistan relies almost entirely on tea imports, with over half of imports from Kenya. The tea industry faces challenges from rampant smuggling, which costs the government $5-5.5 billion annually in lost revenue. Increasing domestic tea production could help address trade deficits and revenue losses.
The document summarizes a report completed by a group of MBA students at Nestle. It includes an introduction of the group members, acknowledgements, and an outline of the report contents. The report focuses on Nestle's performance management and how the Human Resources Continuous Excellence department contributes to increasing employee performance. It discusses Nestle's organizational structure, information systems, reward programs, training initiatives, and other human resource practices that aim to achieve high performance. The findings are analyzed across two dimensions: the key elements of a high performance work system, and the intended outcomes of such a system for Nestle.
This document provides an overview of Nestle, including its history, organizational structure, brands and products, and financial analysis. It discusses that Nestle is a multinational food and beverage company founded in 1866, with over 2000 brands across 150 countries. The document outlines Nestle's mission to positively influence social environments as responsible corporate citizens. It also describes Nestle's matrix organizational structure with top, middle and lower level management, and key departments like sales, R&D, and human resources. Finally, it summarizes Nestle's financial performance in 2018, including metrics like sales growth, gross profit ratio, and earnings per share.
Zainab Zahra presented on the principles of marketing for Nestle Pakistan. Nestle was founded in the 1860s by Henri Nestle and today operates factories around the world. In Pakistan, Nestle arrived in 1988 through a joint venture and has since expanded to include 4 production facilities and over 3,500 employees. Nestle offers a variety of products in Pakistan including dairy, beverages, water, coffee, and confectionery. Through market segmentation, differentiation, and a focus on health and nutrition, Nestle has positioned itself as the leading food and beverage brand in Pakistan.
Nestle and Haleeb Foods are compared in this document. Nestle is the largest food company in the world with annual sales of $120 billion, operating in 86 countries. Haleeb Foods is a leading local Pakistani food company focused on dairy. While Nestle has strong global marketing, distribution networks, and brand positioning, Haleeb Foods has more limited promotional strategies, distribution within Pakistan, and weaker brand positioning compared to Nestle. The document analyzes the companies' histories, product lines, pricing, placement, segmentation, targeting, positioning, and competitive strategies.
This document provides information about a training program on health and safety conducted by Haleeb Foods Ltd. It includes an executive summary describing the training process, from conducting a needs assessment of employees to evaluating the training. The training was delivered over four days in January and February in response to a previous incident at the organization. It aimed to educate laborers on safety and its importance through lectures, videos and practical demonstrations. Overall, the training was found to be a positive experience for employees and the company hopes it will help prevent future incidents.
Candia milk failure and revival REBRANDING saad ali
This document provides an executive summary and marketing plan for relaunching the Candia milk brand in Pakistan under a new name, MILCY. Candia originally failed in Pakistan due to poor advertising, unattractive color and taste, low pricing seen as inferior quality, and packaging that discolored the milk. The plan proposes changing consumer perception through improved pricing, marketing, and expanded product offerings beyond just milk. Social media and an online presence will feature prominently in the new promotion strategy to establish MILCY in the Pakistani market.
The document discusses Engro Foods, a Pakistani food company and subsidiary of Engro Pvt Ltd. It was established in 2005 and processes milk at plants in Sukkur and Sahiwal. It has crossed 1.5 billion PKR in revenue. The document performs a situational, industrial, external consumer and internal company analysis of Engro Foods. It discusses the packaged milk industry in Pakistan and Engro Foods' competitors. It also covers Engro Foods' marketing strategy, segmentation, targeting, marketing mix and competitive analysis.
Dalda Foods - Secondary Sales Management Software (eLink by EfroTech) Case StudyEfroTech
Dalda’s story begins in early 1930s when Hindustan Vanaspati Manufacturing Co (today’s Hindustan Unilever Limited) wanted to start manufacturing Vanaspati locally. At that time hydrogenated vegetable oil was imported in India by a memon family from Bantva, Dada & Co, under the leadership of Hussain Kassim Dada. Dada & Co, insisted that the branded product should reflect their name, hence in a bid to establish their ownership of the brand Hindustan UniLever introduced the letter ‘L’ for Lever into the name; and thus was born DALDA, one of the longest-living brands in India. Dalda came to be synonymous with the vanaspati (hydrogenated vegetable fat) genre.
In July 2004, Unilever Pakistan accepted the offer of Rs. 1.33 Billion for the sale of its "Dalda" brand to Westbury Group in collaboration with Unilever Employee Welfare Group, who formed a separate company under Dalda Foods (Private) Ltd.. Dalda Foods (pvt) ltd took Dalda’s over 60 years of heritage combined with continuous innovation and in depth consumer understanding and maintenance of high quality standards has made it the leading brand in the Cooking Oil and Fats industry. Within a short span of 6 years Dalda Foods expanded its Brand Portfolio through:
the launch of Manpasand; to meet the needs of the vast middle-income segment. Manpasand Banasapti and Cooking oil was launched at end-2005 and has grown to become one of the most formidable players in the industry.
to seize the opportunity arising from changing consumer lifestyles and increased health awareness; the company entered the pure-oil segment in early 2007.
In a bid to expand capacity and further strengthen position in the premium segment and enter the lower-income segment; Dalda Foods acquired the brand “Tullo” & “Pride” from Wazir Ali Industries in January 2007
Today Dalda Foods has become one of the largest foods FMCG organizations in Pakistan leading the local category of oil and fats. In Pakistan, Dalda has now diversified into Canola and Olive Oil product variants as well.
Hydrogenated oils are main source for Trans fats. Of all the fats, trans fatty acids are considered to have an adverse effect on blood lipids and immune system.[citation needed] Dalda is the only brand in Pakistan which produces a vanaspati (hydrogenated oils) which is the most popular brand in Pakistan, which happens to be VTF (virtually trans fats free). VTF means that content of Trans Fats in Dalda Vanaspati is less than 1% as against other ordinary vanaspati brands which contain around 20-25% trans fats.
Source: http://en.wikipedia.org/wiki/Dalda
Nokia was founded in 1865 and over the following century grew to include several Finnish companies, ultimately merging in 1967 to form Nokia Corporation. Nokia entered the mobile phone industry in 1979 through its Mobira subsidiary and helped drive innovations in mobile technology. By the 1990s under CEO Jorma Ollila, Nokia focused exclusively on telecommunications and became the world's largest mobile phone manufacturer. The document traces Nokia's history from its founding to its leadership in mobile through innovations like the first GSM handset and development of smartphones.
Nokia was once a dominant player in the mobile phone market but experienced a decline in the late 2000s. It had to sell its headquarters, Nokia House, to Microsoft as financial problems grew. The company shifted from paper production to technology under CEO Kari Kairamo in the 1970s-80s but culture and strategy issues emerged as it grew complex. Jorma Ollila led a successful focus on mobile communications in the 1990s-2000s before complacency set in. The company struggled under Windows Phone and sold its business to Microsoft in 2013. While Nokia connected many people, it lost focus on innovation and was disrupted by competitors like Apple.
Tarang is a tea whitener produced by Engro Foods that is targeted at lower and middle income families in Pakistan. It is positioned as an affordable alternative to other milk powders that can be used for drinking, in tea, and for other purposes. Tarang has a competitive advantage due to Engro Foods' strong supply chain and distribution network. However, it faces threats from established competitors with strong brand loyalty like Nestle. Its marketing strategy involves segmenting customers based on demographics, psychographics and benefits sought. It is targeting children, teenagers, and older consumers by developing products tailored to their nutritional needs.
Health Consortium of Pakistan launched HeartStar@ cooking oil in 2012. It is a combination of sunflower, canola, and soybean oils formulated to provide a perfect ratio of Omega-3, 6, and 9 fatty acids, which are considered good for health. HeartStar@ brings out the natural flavors and aromas of recipes while being processed using advanced European technology to ensure quality and consistency. It is targeted at health-conscious women and provides value through its high quality and benefits.
Unilever's Pond's toothpaste failed in the Indian market due to brand perception issues. As a skin cream and soap brand, Pond's was associated with smell and topical use, whereas toothpaste is associated with taste and internal mouth use. Customers did not find the brand attributes of Pond's suitable for toothpaste. Similarly, Tata Nano failed due to incorrect positioning as a budget upgrade from two-wheelers, when customers instead aspired to own a regular car. Kellogg's cereal also failed in India by not recognizing that Indians prefer a filling breakfast like chapatis over corn flakes, and by not adapting products to local tastes.
The document provides an overview of Nestle, including its mission, history, brands, and marketing strategies. It discusses how Nestle was founded in 1866 by Henri Nestle to develop infant formula. It then summarizes Nestle's expansion over the decades through acquisitions of companies and introduction of new products. The marketing mix section outlines Nestle's approach to the four P's of marketing - product, price, place, and promotion.
Nokia was once the dominant mobile phone manufacturer, holding over 30% of the global market share. However, its market share dropped below 30% in 2011 as it struggled to compete with smartphones running Android and iOS that had more advanced apps and processors. In an attempt to turn things around, in 2011 Nokia partnered with Microsoft to use the Windows Phone platform for future devices. However, Nokia remained dependent on Microsoft and faced strong competition from Apple and Google, making a full recovery difficult. The partnership aimed to combine Nokia's manufacturing and distribution with Microsoft's software expertise to build a new mobile ecosystem.
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2) An overview of recent UK law changes affecting parental leave, sick pay, and redundancy pay.
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Downsizing (Haleeb Foods Limited)
1. 1 | P a g e
ALLAMA IQBAL OPEN UNIVERSITY
Course Management Theory & Practice
Code (8506)
Semester Autumn, 2014
Level MBA Marketing (3½ Years)
Tutor Sir Imran Inam
Name waQas ilYas
Roll # BA 582702
Assignment # 02
Topic = Downsizing
2. 2 | P a g e
ACKNOWLEDGEMENT
All gratitude and thanks to almighty “ALLAH” the gracious,
the most merciful and beneficent who gave me courage
to undertake and complete this task. I am very much
obliged to my ever caring and loving parents whose
prayers have enabled to reach this stage.
I am grateful to almighty ALLAH who made me able to
complete the work presented in this report. It is due to HIS
unending mercy that this work moved towards success.
I am highly indebted to my course instructor for providing
me an opportunity to learn about the “which is vital
ingredient” of MBA program. I am very grateful to my
teacher (Sir Imran Inam) for providing me guideline for the
completion of this report.
I feel great pride and pleasure on the accomplishment of
this report.
3. 3 | P a g e
ABSTRACT
This report is the Practical part of the most vital practice of
our MBA-Marketing program. The sole objective of my
activity is to familiarize with the practical manipulation of
business organization. This report has been written to know
how big organizations like HALEEB FOOD LIMITED manage
their teams to achieve their common goals.
In the first phase of the report there is the general
introduction about the company and then different terms
have been explained, then the mission, values, different
services and different strategies of the organization have
been explained. In the next part, SWOT analysis of the firm
have been done by the help of which it is identified that
what are the strong areas of the company and where it
lacks so that it can improve, and then in the end most
important my experience while visiting in the HFL.
4. 4 | P a g e
DEDICATION
This report is dedicated to the greatest man in
the world that shows us the right path. Who is
the great patron of the mankind that is Holy
Prophet Hazrat Muhammad (PBUH).
I would also like to dedicatethis small effort of
extract to my Parents and Teachers. They
have always been a shining star to look upon,
to give light and to show me the directions
wheneverI am lost. May Allah give them more
strength and long life to guide me forever.
Ameen!
5. 5 | P a g e
Table of Contents
Introductionof Topic 06
Practical Review of Company 09
Vision Statement 11
MissionStatement 12
Application of Topic 13
SWOT Analysis 15
Conclusion 16
Recommendations 17
References 17
6. 6 | P a g e
Introduction of Topic:
Downsizing
When a small business has more employees than it requires,
managers may decide to downsize the organization. This can be
the result of increased efficiency or reduction in demand. While
downsizing affects everyonein the organization, it has the most
significant effect on employees who are dismissed and haveto
leavethe company.
Downsizing doesn't just affect the employees who are laid off. The
survivorsof an organization's systematic downsizing initiativesare
also negatively affected by the company'sactions, and this is
often noticeable in reduced productivityand less positive
attitudesabout the organization as a whole. In small businesses,
the impact of downsizing may be even more severebecause
employees are often as close as a family. Consequently,
managers must handle downsizing with sensitivity,avoiding
negativemanagement practices.
Important sub topics
Important sub topics are:
Severance Pay
Employees who lose their jobs because of downsizing may be
entitled to receive severancepay. Employees are entitled to
receiveseverancepay if their contract of employment provides
for it or their employer has a policy or practice of paying
severancepay.Businesses who employ more than 100 people
7. 7 | P a g e
must givetheir employees 60 days written notice of a mass layoff
or pay compensation. Receiving a lump-sum payment at the end
of their employment can be a positive for employees as they can
clear debts or build up their savings.
Alternative Employment
An employee may find a job that offers better terms and
conditions than his previousrole. Some departing employees seize
the opportunity to set up in business for themselves, using their
severancepay to fund their new venture.
Psychological Impact
An employee may become angry at the company for making the
decision to dismiss him. Overtime, that anger can turn to
bitterness. To deal with the psychological effects of downsizing on
departing employees, many companies offer counseling support.
Financial Impact
Losing a job can be a financial blow for the departing employee if he cannot
find alternative employment quickly. Severance pay and unemployment
benefits may not cover his all of his expenses for more than a few weeks.
Even if he finds a job, it may pay a lower salary than his previous job. If this
happens, his lifestyle may have to change to accommodate his lower
earnings.
Minimal or Unclear Communication
8. 8 | P a g e
The FuturePlans of Company Uncertainty about the futureand
the company's plans takes a toll on employees. Without
information, employees are more likely to listen to rumors and
engage in gossip. Managers must engagein ongoing
communication with staff. Providea clear message, avoiding
business cliches, double-speak or leaving people to read between
the lines. Explain the next steps in as much detail as possible.
Fairness
Managers must be perceived as being fair before, during and
after the downsizing. Unfair management will have a detrimental
impact on the organizational performance as a whole, impacting
morale, reducing productivity and even decreasing sales due to
negativepublicity.
Involvement
Incorporating employee knowledge with management strategy
may lead to fresh ideas and a new approach. Including
employees in the final decision-making process also increases
employee commitment to the decision itself and improves the
survivors' attitudestowardswork and on-the-job behaviors.
Multiple Approaches
A negativemanagement tactic is to focus only on the downsizing
initiativewithout consideration of wider issues such as retention of
the remaining staff and the possibility that you may need to hire
back some of the departing employees in the future.Providing
training and career management programs for both the victims
and survivorsis a sign of respect and encourages workers to
remain loyal to the company.
9. 9 | P a g e
Case Study
Haleeb Food Limited Pakistan
Introduction:
Haleeb Foods Limited (HFL) is a fast growing food product
company. It was established in July 1, 1984,and commercial
production started from July, 1987. The company’s name is
changed in November,2000.Formerly it was CDL but now its
name is Haleeb Foods Limited (HFL). The HFL is first dairy company
in Pakistan to get ISO- 9002 certification in 1997 and HACCP
Certification in June, 2003.
HFL is following the Total Quality Management (TQM) techniques.
The HFL has succeeded in this by continuously improving the
quality of its productsand by satisfying the needs of its customers.
This report coversthe activities and responsibilities that I performed
10. 10 | P a g e
during my internship at Haleeb Foods Limited. HFL is the National
Company with a burning passion to take on the international
market. In the clutter of multinational companies HFL has a
distinguished place.
Then the next part includes my duties and responsibilities and the
assignments and projects they gavetheproblems and then me
and limitations I havefounded while doing the internship and then
recommendations.
Internship Assignment:
The assignment was to work with a professional organization to get
professional experience of the office routines and the working of
the organization at the initial level.
Introduction of HFL:
HFL is now one of the fastest growing packaged food companies
in Pakistan with an annualturnover of Rs. 9.2 Billion (F2006). Due to
consistently superior performance, it has achieved undisputed
leadership in the liquid packaged milk category with a market
share of over 52%.
HFL has segmented its product portfolio in 3 leading brands
including Haleeb, Candia and Tropico. Haleeb is the flagship
brand of the company. Haleeb UHT Milk is available in 5 Sku’s of
Tetrapak packaging.Due to its strong positioning of the thickest
milk for best tea.
Progressively diversified
Haleeb has also progressively diversified from UHT Milk to other
product.It include Haleeb Butter,Haleeb Yogurt, Haleeb Cream,
Haleeb Labban (Drinking Yogurt), Haleeb Asli Desi ghee (Butter
Oil), Haleeb Funday Juice Drink, Haleeb Skimz (skimmed milk),
Haleeb N'Rish Full Cream Milk Powder & Haleeb Good day Pure
Juices. Haleeb Good day is the only rangeof 100% pure juices in
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the country with a varietyof 6 pure juice flavors. HFL has one of
the largest nation-wide distribution networks delivering high quality
products, even in the remote areas of Pakistan. The company
ensures that the product rangeis available in all the urban and
semi urban areas of Pakistan and Rural market as Well.
HFL has an efficient and resourceful Export department,which has
successfully tapped opportunities in foreign markets including
Korea, Hong Kong, USA, UK, China, Afghanistan,Bangladesh and
the Middle East. HFL has a well-developed supply chain
infrastructure.It has heavily invested in a vast network of company
operated milk collection centers across the country.
It is the only company that conducts 21 rigorous quality tests to
ensure that only fresh milk of the highest quality is accepted at the
plant premises. These internationally recognized tests are used to
check for: a) adulteration, b) microbiological contamination and
c) adequacy of nutritional contents.Further,Haleeb Foods is the
only food company in Pakistan that has the following international
certifications of quality and prestige:
HACCP (in process controls for safer products)
ISO 9001 – 2000 (better quality for greater customer
satisfaction)
ISO 14001 (environment-friendly operations)
HFL believes in using packaging technologies to meet consumer
expectations of hygienic and high quality food products. It has
more than 30 Tetra machines for its UHT milk brands and 5 UHT units
with a capacity of producing more than 1 Million Liters of Milk
every day.The company has recently inaugurated a second
independent UHT plant at Rahim Yar Khan.
Vision Statement:
Most Innovativeand fastest growing food company offering
products enjoyed in "everyhome every day"
Mission Statement:
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Build Branded food business to improve quality of life by offering
tasty,affordable and highly nutritional productsto our consumers
while maximizing stake holders' value.
Policies:
Meet therequirement of all relevant legislation and regulation
related to consumer satisfaction & safety, environment and
other applicable laws etc.
To prevent pollution through controlling levels of harmful
emission, effluents and other wastes.
Contribute to safe and healthy environment for our country.
Promote mutual trust with customers, suppliers, employees,
shareholders and community.
Provide all the necessary resources for the continual
improvement in quality, safety of our products, processes and
environment.
Mission Statement
Productivity:Be a highly efficient & effectiveorganization
People: Develop a team of passionate and committed
individuals whose goals are completely aligned with the
corporate objectives
Portfolio: Maintain a portfolio designed to meet changing
consumer expectations by delivering nutritious and high
quality food solutions in a cost effectivemanner
Profit: Maximize long term return to shareholders while being
ethically responsible
Partners: Develop sustainable and mutually beneficial
relationships with customers, suppliers and other stakeholders
Planet:Be a responsible corporateentity by helping build
sustainable communities
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Review of Theoretical and
Practical Situation
HFL formerly known as Chaudhrydairies was formed in 1984.The
core product of the company has always been packaged milk
But it currently operates in severalother food product categories.
It is one of the first companies In Pakistan to use tetra pack’s
innovativePackaging technology.It is principally engaged in
processing and sale of toned milk, milk powder, allied dairy
products and fruit juices.
Downsizing" conjures up images and thoughtsof decline and
weakening in Haleeb Foods. Haleeb Foods envision a life that is
descending, withering away, drawing to a close. Perhaps if we
reframe the process, we will see its generative—rather than
deteriorating—possibilities; we will focus on the gains rather than
the losses. Rather than downsizing, let's talk about "clearing" and
"composing in Haleeb Foods." As we excavatethelayers of our
former life, we must clear a space, by getting rid of the baggage
that has weighed us down—physically,emotionally and spiritually
for too long.
Downsizing in HFL
In 2009:
• Massive layoff of nearly 500 employees.
• 30% of the HFL total work force.
In 2013:
• Plans to Layoff 800 employees over threeyears.
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Empowerment and Accountability:
Management at Haleeb Foods believes in providing employees
with avenuesthrough which sense of ownership is created and
authority is delegated and review about downsizing employees.
This not only boosts the morale of an individual but also helps in
contributing towardsefficiency and productivity.Empowerment
results in devolution of trust and establishment of a healthy
working environment. Delegating responsibility does not abandon
personal accountability. Thus, in order to enjoy an effective and
desirable outcome, competent monitoring processes are
practiced, where each employee takes responsibility for their
respectivedecisions.
Cooperative Spirit:
Haleeb Foods Ltd passionately promotes the culture of sharing
knowledge and working collectively. The concept of working with
coordination comes in handy for reaping benefits from pooled
talent and expertise ultimately resulting in higher productivity.
Simultaneously, personal satisfaction amongst employees is
achieved.To add further valueto our work practices,
experienced and capable counseling is provided that enables
employees to work under a shared vision.
Data collection methods
The Primary & Secondary data of this Assignment come from the:
Interviewsof Personnel of HFL
Books
Different Websites
Newspapers
Magazines
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SWOT Analysis:
STRENGTHS:
Efficient Distribution networks throughout the country.
Socially Responsible Company.
Haleeb Food's products enjoy strong brand image and
market pull.
Financial, marketing and sales strategies are formulated by
gauging the customer demands.
Periodic research carried out to judge market trends.
Focus on research and development.
WEAKNESSES:
Relatively a small and local company in comparison to its
rivals.
Dependence on 3rd party for supply of milk.
Low sales margins due to highly value added products.
Feasibility of new productsneeds to be analyzed,e.g. Candia
Drinking Yogurt was launched some years back but it failed
because no customer demand exist it.
Low promotional activities.
Comparatively weak distribution system.
OPPORTUNITIES:
Pakistan is the seventh largest producer of milk in the world
with annual output of over 22 billion litres.
There are substantial growth opportunities considering the
average yield of Pakistani animals at only 1,100 litres/annum
as compared to 6,000 liters/annum for animals in Europe and
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USA. There are nearly 20 million milk producing animals in the
country, mostly in Punjab (80%).
The overall milk market in Pakistan is 20 billion liters, out of
which processed milk contributes only 3 million litres. Haleeb
Foods along with other processed milk business contribute
only 2% to this large market.
Credit policy can be adopted to increase sales.
HFL can export to others countries.
CDL has been changed to HFL, so this change in name can
help them to attract foreign customers.
Entering in to the market of baby cereals, which will help them
in increasing their revenue.
Launching cheese would also beneficial for them to create
the brand awareness.
THREATS:
Competition with Nestle, Engro Foods.
The uncertaintyof economic conditions poses a great threat.
The present economic crisis in theworld, led to the withdrawal
of foreign management from the company and the
investment has come to a halt.
Price sensitive people.
Milk man (Gawalas) providing non branded milk in homes.
Conclusion:
This internship proved to be veryhelpful for me. It was my first
experience, which was obviously very tough,but it will be very
beneficial for in my coming future.
As a whole HFL is a good organization to work in but there are
certain departmentsthat need improvements.It is surviving in the
FMCG’s sector with some strengthsand weaknesses. I am of the
view that if the management of HFL should haveto take some
decisions before time, because in the 21st century only those
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organizations can survivewho are utilizing all their resources
efficiently and effectively.
Recommendations:
Haleeb Foods Limited should also allocate a healthy budget
for the advertising of its products.
HR Department of HFL should introduce HRIS to increase the
efficiency of the company.
The co-operation among the different departments of HFL
should also improve it will lessen the bureaucratic cost and
increase the efficiency of the company.
The activities like customer satisfaction day should be
performed on regular basis so the company should know
about the feedback of the customers regarding the products
and image of the company.
The shopkeeper complains that HFL don’t provide
replacement to the expired products so they should provide
proper replacements to the shopkeepers to enhance the
image of the company.
Haleeb Foods Limited should improve its distribution system
especially the retailers are not happy with distribution of
Haleeb Milk.
References
www.haleebfood.com
relevant text book of AIOU
Personal observations
Sentra mode product ISO 9001 certified
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