Here are some recommendations to improve employee benefits and motivation at Nishat Textiles: 1. Expand the bonus and incentive program to include all employees, not just production staff. This will motivate head office employees. 2. Provide medical facilities for all employees and their families, not just those working in the mills. This will improve satisfaction. 3. Offer regular training programs to help all employees improve their skills and advance their careers. Training is important for retention and motivation. 4. Expand transportation benefits to cover all employees, not just females. This will make commuting more convenient. 5. Monitor workloads carefully to ensure employees are not overwhelmed. Addressing work-life balance issues can boost motivation.

1. M Tahir Ayoob Joyo (143-14-0008)
Tanzeela Shamsher (143-14-0017)
M Usman Haider (143-14-0021)
Ahmad Awais Karam (143-14-0018)
Inzamam Ul Hassan (143-14-0001)

2. Competitive Analysis
Nishat Textile Mills ltd

3. Industry Overview
 Nishat Mills Limited is the flagship company of Nishat Group. It was
established in 1951.
 It is one of the most modern, largest vertically integrated textile
companies in Pakistan. Nishat Mills Limited has 227,640 spindles,
789 Toyota air jet looms.
 The Company also has the most modern textile dyeing and
processing units, 2 stitching units for home textile, Two stitching
units for garments and Power Generation facilities with a capacity
of 120 MW. The Company’s total export for the year 2015 was Rs.
39.868 billion (US$ 393.683 million).
 Due to the application of prudent management policies,
consolidation of operations, a strong balance sheet and an
effective marketing strategy, the growth trend is expected to
continue in the years to come.
 The Company's production facilities comprise of spinning, weaving,
processing, stitching and power generation.
 The group has a remarkable position in the market as good as any
MNC operating locally in terms of its quality of products, services
and management skills.

4. Vision Statement
 To transform the Company into a modern and
dynamic yarn, cloth and processed cloth and finished
product manufacturing Company that is fully equipped
to play a meaningful role on sustainable basis in the
economy of Pakistan. To transform the Company into a
modern and dynamic power generating Company that
is fully equipped to play a meaningful role on
sustainable basis in the economy of Pakistan.

5. Mission Statement
 To provide quality products to customers and explore
new markets to promote/expand sales of the Company
through good governance and foster a sound and
dynamic team, so as to achieve optimum prices of
products of the Company for sustainable and equitable
growth and prosperity of the Company.

6. Company Profile
Key People, Financial, Products
Market share, Units
Competitors
Internal Factor Evaluation
Major Areas To be covered
External Factor Evaluation
Poter’s Five Forces
Competitive Profile Matrix
Recommendations
Conclusion

7. Business Profile
Products
1. Textile
2. Power Generation
3. Banking
4. Cement
Location
Head Office
7 Main Boulevard Gulberg,
Main Gulberg, Lahore,
Punjab
Financial Facts
Revenue ▲PKR 76321.51
Total assets ▲PKR 136567.68
Board of Directors
Mia Umer Mansha (CEO)
Mia Hassan Mansha (Ch)
Khalid Qadeer (Director)
Sayed Zahid Hussain

8. Business Profile
Branch Network
Domestic network
(4 production units
Faisalabad, Chunia, Feroz
Pur Wattowa, Lahore)
Market Share
18% of Total Market
share in Pakistan,
Including Government
Entities
Competitiveness
Kohe noor Textiles
Gul Ahmad Textiles
Din Textile
Sitara Textile
Saphire Textile
Personnel
Permanent 5
Total Staff Strength 16429

10. Top Competitors of Nishat Textile Mills Ltd

11. Top Competitors of Nishat Textile Mills Ltd
Sapphire Textile Mills Limited is a Pakistan-based company engaged in
manufacturing and sale of yarn, fabrics, home textile products, finishing
and printing of fabrics. The Company's segments include Spinning;
Weaving; Processing, Printing and Home textile products, and Power
generation. Its products are marketed in Asia, Europe, Australia and North
America. Its subsidiaries include Sapphire Retail Limited, Sapphire Wind
Power Company Limited, Tricon Boston Consulting Corporation (Private)
Limited and Sapphire Tech (Pvt.) Limited. Sapphire Retail Limited operates
Sapphire brand retail outlets for sale of textile and other products.
Sapphire Wind Power Company Limited has set up wind power station of
52.80 megawatts (MW) at Jhimpir. Tricon Boston Consulting Corporation
(Private) Limited has wind energy projects in Jamphir Sindh. Sapphire Tech
(Pvt.) Limited is engaged in setting up electric power generation project
and sells electric power.

12. Din Textile Mills Limited is a Pakistan-based company engaged in the
manufacture and sale of yarn. The Company's product range includes
Combed Compact Yarn, Core Spun Yarn, Slub Lycra Yarn, Slub Yarn, Dyed
Yarn, Melange Yarn, Ply Yarn and Gassed Yarn. The Company offers reactive
dyes for cotton; vat dyes for cellulosic and regenerated cellulosic fibers and
their blend; cotton yarn, and cotton fibers and their blends; surgical yarn
and cotton, and bleach yarn (for towels), among others. It offers a range of
carded and combed spun yarn for use in denim, and woven and knitted
fabrics, among others. It offers Melange Yarn for both knitting and weaving
with applications, including sweaters, fleece fabric, socks, apparel and
curtains. The Company's manufacturing units are located at Pattoki and
Raiwind in the province of Punjab. The Company has approximately four
spinning units and a dyeing unit.

13. Gul Ahmed Textile Mills Limited is engaged in trading of textiles. The
Company's manufacturing activities include spinning, weaving, yarn dyeing,
processing, design, stitching and quality control. The Company's segments
include spinning, weaving, and processing, home textile and apparel. The
spinning segment is engaged in production of various qualities of yarn using
both natural and artificial fibers. The weaving segment includes a method of
fabric production in which over two distinct sets of yarn or threads are
interlaced at right angles to form a fabric. The processing, home textile and
apparel segment is engaged in production of greig fabric, and processing
into various types of fabrics for sale, as well as manufacture and sale of
made-ups and home textile products. The Company's products include
yarns, fabrics and made-ups. The Company is a subsidiary of Gul Ahmed
Holdings (Private) Limited. The Company's subsidiary is Gul Ahmed
International Limited (FZC).

14. Kohinoor Mills Limited is a Pakistan-based holding company. The Company is
engaged in the business of textile manufacturing covering weaving,
bleaching, dyeing, buying, selling and otherwise dealing in yarn, cloth and
other goods and fabrics made from raw cotton and synthetic fiber. The
Company is also engaged in generating and supplying electricity. The
Company operates in three segment Weaving, which is engaged in
producing different quality of greige fabric using yarn; Dyeing, which is
engaged in converting greige into dyed fabric, and Power Generation, which
is engaged in generating and distributing power. The Company's
manufacturing facility is spread over an area of approximately 100 acres,
and is located near provincial capital city Lahore. Q Mart Corporation
(Private) Limited is a subsidiary of the Company.

15. Critical Analysis
Evaluation

16. Internal Constraints
Location of Manufacturing
Lack Of Skilled Labor Force
Problem in buying the Raw Material and Machinery
Financial Problems
Management Practices, Maintenance and Marketing

17. Internal
Factor Evaluation
IFE
Strengths:
Strong Security System
Latest mechanized machinery
Tremendous market
positioning
Highly Motivated Workforce
Competitive advantage
Own power generation plant
Strong financial position
Professional management
Weaknesses:
High cost of production
Centralized decision making
Small international market share
Less promotional activities
Lack of benefits and rewards for
the employees
Non availability of 100 % polyester
processing

18. Internal Factor Evaluation - IFE Excel
Key Internal Factors Weight Rate Weighted Score
Strengths
ISO 9001 and IKO-TEX 100 Certified. 0.11 3 0.33
Biggest composite unit in Pakistan. 0.10 4 0.44
Highest credit rating by PACRA. 0.13 4 0.52
Self owned power plant. 0.15 4 0.60
Largest dyeing facility in South East Asia. 0.12 4 0.48
Weaknesses
Relying on international market only. 0.10 2 0.20
High cost of production 0.12 2 0.24
High employee’s turnover 0.06 2 0.12
Transit time is more as compare to
foreign competitor
0.11 1 0.11
Total 1 3

19. External Constraints
Political InterventionAggressive
Development by
Competitors
Decreasing Market
Share
Rapid Product
Substitution
New Players entry
Highly Regulated
Environment

20. External
Factor Evaluation
EFE
Threats:
Political instability
Change of government policies
Economic downturn
Emerging competition
Increased taxes
Intense price competition
Opportunities:
Advanced technology
New market segments
Existing production capacity
Lifestyle attitudes
Population growth rate
External relations
New styles and demands

21. External
Factor Evaluation
Excel

22. Competitive
Profile Matrix
CPM

23. Competitive Profile Matrix

24. Threats
Weaknesses
Opportunities
Strengths

27. Portor’s Five Factors

29. 2017
Total Assets
Total Revenue
Gross Profit
Operating Income
Net Income
Total Liabilities
Total Equity
Cash of Operating Act
Cash of Investing Act
Cash of Financing Act
Net Change in Cash
136567.68
76321.51
12267.9
7674.07
6170.14
48420.52
88147.16
-1313.08
-4052.42
2871.09
-2494.41
2016
124236.87
69645.65
12454.56
8344.87
6089.79
41320.85
82916.01
10419.75
-986.39
-6683.5
2749.85
2015
124170.16
79460.56
13063.93
9378.83
6745.25
42295.89
81874.27
8752.23
-3088.14
-9440.13
-3776.04
Financial Highlights
Rupees in Million
Total Assets
Total Revenue
Gross Profit
Operating Income
Net Income
Total Liabilities
Total Equity
Cash of Operating Act
Cash of Investing Act
Cash of Financing Act
Net Change in Cash

30. NISM Earnings

31. NISM Profitability
Excel Link

32. Excel Link
NISM Management Effectiveness

33. Excel Link
NISM Income Statement

34. Excel Link
NISM Balance Sheet

35. Excel Link
NISM Cash Flow Sheet

36. To Formulate
Strategies
Strategic decision options
Matching
Key Factors

37. Matching Key Factors to Formulate Alternative
Strategies
Internal External Resultant strategy
Larger Area of production unit + International Market
Focused
= Should enter into national market.
43% growth in advances in
2015
+
Production and Exports
business
= Entry in local business market
Lack of technology + Exit of competitors =
Pursue horizontal and vertical
integration by buying competitors
facilities
Huge Investment +
New marketing strategies
for new products
= invest money in new projects
Employee benefits +
One man show in
branches =
Developing new employee
benefits packages to decrease
union threats

39. • At present facility of bonus is given only to production staff but such incentives
should also be given to Head office Staff.
• Medical facilities are given in mill but such facilities should also be given to
management.
• Different training courses should be arranged for the up lifting and improving the
quality of work for employees
• They provide transportation facility to only female employees I think male should
also be provided with conveyance convenience. This will create the easiness for
workers and reduce the wastage of time.
• There is also a problem of work overload for the employees and it should be
control properly so that the employees are motivated.
• Employees should be paid extra for the work which they done after working
hours.

40. • There is also a need of proper recruitment and selection program.
• New young talent should be introduced to inject the new ideas.