PRAN is a leading food and beverage company in Bangladesh that was founded in 1981. It has grown to become one of the largest and most successful companies in Bangladesh, challenging multinational companies. PRAN produces over 200 products across 10 categories including juices, drinks, mineral water, bakery items, carbonated beverages, snacks, culinary products, confectionery, biscuits and dairy. The company has a mission to alleviate poverty and hunger through employment. It has a large domestic market share in Bangladesh and also exports products to over 80 other countries.
PRAN-RFL Group is a large conglomerate in Bangladesh with 17 associated companies in food and beverages, property, agro, and plastics. Their mission is to reduce poverty through profitable enterprises and employment. They produce a wide range of products from juices to building materials. PRAN has established strong brand recognition in Bangladesh and exports products to over 70 countries. While PRAN-RFL has strengths in distribution and resources, opportunities exist in exports, franchising abroad, and pursuing competitors' weak distribution channels.
PRAN-RFL Group is a large food and beverage processing and plastic manufacturing company in Bangladesh. It was founded in 1982 with the mission of reducing poverty and hunger through profitable enterprises. PRAN-RFL Group now has 17 associated companies producing juices, dairy products, biscuits, confectionaries, plastics, and other items. It is one of the largest exporters of processed agricultural products from Bangladesh. The company aims to expand its international brand recognition and presence globally. PRAN-RFL Group utilizes various marketing strategies including line extensions, brand extensions, and multi-brands to develop its portfolio of products and brands. It conducts SWOT and competitive analysis to strengthen its market position.
PRAN-RFL Group is introducing their team of 30000 employees. They produce dairy products and have strong competition from Arong in the chocolate milk market.
This presentation summarizes the advertising process of PRAN-RFL Group. It discusses three parts: about advertising, about PRAN-RFL, and their advertising strategy. PRAN-RFL Group is a family-owned conglomerate founded in 1981 with over 30 sister companies operating in areas from food processing to engineering. They employ over 67,000 people and export to over 98 countries. Their advertising strategy includes positioning products through differentiation, marketing new products, using pricing based on costs, distributing through existing channels and mobile shops, and promoting through television, billboards, and sports sponsorships. Their main target market is young people, but all ages.
PRAN is Bangladesh's largest producer and exporter of fruits and vegetables. It started in 1981 and now employs over 30,000 people. PRAN exports its wide range of food products including juice, drinks, snacks and dairy to over 82 countries worldwide. It has a strong focus on its human resources with detailed policies on recruitment, training, compensation and promotion. PRAN aims to improve livelihoods through profitable businesses while also engaging in corporate social responsibility initiatives in Bangladesh.
Pran Food Company is one of the leading food and beverage companies in Bangladesh. It produces and markets various juices, dairy products, confectionery and other packaged foods. Pran aims to improve livelihoods and reduce poverty through profitable enterprises. It works directly with farmers through a contract farming model and has stringent quality control processes. The company has an established brand and exports its products to over 94 countries worldwide. The report focuses on analyzing Pran's recruitment and selection process from a theoretical and practical perspective.
This presentation provides an overview of Pran-RFL Group, a large food and manufacturing company in Bangladesh. It introduces the founders and timeline of Pran and RFL, outlines their businesses and products which include food, drinks, household items, and discusses their corporate social responsibility programs and export activities. The mission is to generate employment and improve livelihoods through business.
This presentation provides an overview of the marketing strategies of PRAN-RFL Group, a Bangladeshi manufacturer and trading company. It discusses the company's subsidiaries and areas of operation, which include culinary, snacks, juice, confectionery and other products. The presentation also outlines the company's positioning, distribution channels, pricing strategies, product marketing, advertising and promotion activities. It identifies the company's target market as young people and discusses strengths, weaknesses, opportunities and threats in a SWOT analysis. The presentation concludes by asking if there are any questions.
PRAN-RFL Group is a large conglomerate in Bangladesh with 17 associated companies in food and beverages, property, agro, and plastics. Their mission is to reduce poverty through profitable enterprises and employment. They produce a wide range of products from juices to building materials. PRAN has established strong brand recognition in Bangladesh and exports products to over 70 countries. While PRAN-RFL has strengths in distribution and resources, opportunities exist in exports, franchising abroad, and pursuing competitors' weak distribution channels.
PRAN-RFL Group is a large food and beverage processing and plastic manufacturing company in Bangladesh. It was founded in 1982 with the mission of reducing poverty and hunger through profitable enterprises. PRAN-RFL Group now has 17 associated companies producing juices, dairy products, biscuits, confectionaries, plastics, and other items. It is one of the largest exporters of processed agricultural products from Bangladesh. The company aims to expand its international brand recognition and presence globally. PRAN-RFL Group utilizes various marketing strategies including line extensions, brand extensions, and multi-brands to develop its portfolio of products and brands. It conducts SWOT and competitive analysis to strengthen its market position.
PRAN-RFL Group is introducing their team of 30000 employees. They produce dairy products and have strong competition from Arong in the chocolate milk market.
This presentation summarizes the advertising process of PRAN-RFL Group. It discusses three parts: about advertising, about PRAN-RFL, and their advertising strategy. PRAN-RFL Group is a family-owned conglomerate founded in 1981 with over 30 sister companies operating in areas from food processing to engineering. They employ over 67,000 people and export to over 98 countries. Their advertising strategy includes positioning products through differentiation, marketing new products, using pricing based on costs, distributing through existing channels and mobile shops, and promoting through television, billboards, and sports sponsorships. Their main target market is young people, but all ages.
PRAN is Bangladesh's largest producer and exporter of fruits and vegetables. It started in 1981 and now employs over 30,000 people. PRAN exports its wide range of food products including juice, drinks, snacks and dairy to over 82 countries worldwide. It has a strong focus on its human resources with detailed policies on recruitment, training, compensation and promotion. PRAN aims to improve livelihoods through profitable businesses while also engaging in corporate social responsibility initiatives in Bangladesh.
Pran Food Company is one of the leading food and beverage companies in Bangladesh. It produces and markets various juices, dairy products, confectionery and other packaged foods. Pran aims to improve livelihoods and reduce poverty through profitable enterprises. It works directly with farmers through a contract farming model and has stringent quality control processes. The company has an established brand and exports its products to over 94 countries worldwide. The report focuses on analyzing Pran's recruitment and selection process from a theoretical and practical perspective.
This presentation provides an overview of Pran-RFL Group, a large food and manufacturing company in Bangladesh. It introduces the founders and timeline of Pran and RFL, outlines their businesses and products which include food, drinks, household items, and discusses their corporate social responsibility programs and export activities. The mission is to generate employment and improve livelihoods through business.
This presentation provides an overview of the marketing strategies of PRAN-RFL Group, a Bangladeshi manufacturer and trading company. It discusses the company's subsidiaries and areas of operation, which include culinary, snacks, juice, confectionery and other products. The presentation also outlines the company's positioning, distribution channels, pricing strategies, product marketing, advertising and promotion activities. It identifies the company's target market as young people and discusses strengths, weaknesses, opportunities and threats in a SWOT analysis. The presentation concludes by asking if there are any questions.
PRAN-RFL is a large conglomerate company in Bangladesh with operations across food processing, agriculture, and manufacturing. It has six factories located around the country and produces over 200 food products. The company was formed through a merger in 1981 and has since grown significantly. PRAN-RFL places strong emphasis on quality, adopting international standards and obtaining certifications. It also focuses on training and development through its HRM and HRD programs. The company contributes to the Bangladeshi economy and aims to improve livelihoods through its activities in food production and rural development.
This document is a term paper submitted by six students to their faculty member at North South University Business School analyzing PRAN Group, one of the largest food and beverage companies in Bangladesh. The paper includes an introduction, literature review on PRAN's mission, vision, and organizational hierarchy. It also discusses PRAN's product portfolio, corporate social responsibility efforts, company formation as a public limited company, industry analysis of competitors and strengths/weaknesses. The conclusion notes that the food processing industry contributes to Bangladesh's economic progress and PRAN exports help improve the economy.
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 provides an overview of a term paper on PRAN-RFL Group, one of the largest conglomerates in Bangladesh. It discusses the company's history, industries, products, employees, and contributions to the Bangladeshi economy. The paper utilizes various research methods, including interviews and internet sources, to analyze aspects of PRAN-RFL such as their SWOT profile, marketing strategies, financial performance, and human resource management. It aims to explore how PRAN-RFL has become a leading food and beverage brand in Bangladesh and abroad.
PRAN-RFL GROUP is a large food and nutrition company in Bangladesh with over 30,000 employees at Pran and 12,000 at RFL. The group includes Pran, which produces foods like juice, snacks and dairy products, RFL which produces cast irons, plastics and building materials, and Property Lifts which produces elevators and lifts. The group focuses on corporate social responsibility initiatives in the environment, energy preservation, community support and equal treatment of employees. It began exporting in 1991 and now exports foods and other products to 94 countries, reaching over 300 million customers globally.
This document provides an overview of PRAN, the largest food and nutrition company in Bangladesh. It discusses that PRAN was founded in 1981 and has over 60,000 employees. The company has a diverse portfolio of products that includes juice, drinks, beverages, snacks, dairy, and confectionary items. The document also outlines PRAN's corporate social responsibilities programs focused on the environment, community, and employees. It notes that PRAN has been exporting its products since 1991 and now reaches over 400 million customers globally.
PRAN-RFL is a large Bangladeshi conglomerate company and the largest food processor and exporter in Bangladesh. The presentation summarizes PRAN-RFL's organizational structure, subsidiaries, factories and offices, product lines, and corporate social responsibility efforts. It also discusses limitations such as employee salaries and recommendations like ensuring product quality and creating attention-grabbing advertisements. In conclusion, PRAN-RFL has become very successful in Bangladesh by expanding their business lines and own brands.
PRAN RFL Group is the largest food and nutrition company in Bangladesh, founded in 1981. It manufactures and sells products like fruit juices, snacks, soft drinks, cakes, and dairy. PRAN RFL exports its processed agro products to over 100 countries while complying with halal and HACCP standards. It started as a fruit and vegetable processor in 1981 and now exports to 94 countries. RFL diversified into PVC products in 1996 and plastics in 2003. It utilizes 500 injection molding machines and 250 extrusion machines across its 5,00,000 square meter factory sites.
This document provides an internship report on the service marketing of RFL Export department of PRAN-RFL Group. It includes an introduction to the organization, a description of the internship role and objectives of the report. It then discusses the GAPS model of service quality, identifying four gaps - the customer gap between expectations and perceptions, and four provider gaps: the listening gap, service design gap, service performance gap, and communication gap. For each provider gap, it analyzes key factors contributing to issues in meeting customer expectations within RFL Export.
Core competencies & business level strategy of pran rfl group.Rizwan Khan
A core competency is a concept in management theory introduced by, C. K. Prahalad and Gary Hamel. It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace". Core competencies fulfill three criteria: Provides potential access to a wide variety of markets.This is done through Business-level strategies. Business level strategies detail actions taken to provide value to customers and gain a competitive advantage by exploiting core competencies in specific, individual product or service markets.
Pran-RFL aims to generate employment and earn dignity for Bangladeshis through profitable enterprises. Its vision is improving livelihoods and its mission is to fight poverty and hunger. The company focuses on quality, satisfied customers, competitive advantage, and becoming a major global food processor. It aims to double sales every 7-8 years. As the market leader in Bangladeshi juice, its strategies include product differentiation, branding, distribution through existing channels and mobile shops, and advertising on major TV channels and billboards. Its target market is young people and students.
PRAN is a large food processing company in Bangladesh that produces over 400 food products. It started in 1981 focusing on fresh fruits and vegetables. The report provides an overview of PRAN, discusses its product lines and brands, and analyzes its brand strategy and positioning. PRAN has strong brand recognition in Bangladesh and exports products to over 130 other countries. It aims to provide quality food while promoting health and wellness. The report examines PRAN's brand identity, customer perceptions, competitive advantages, and strategic approach to pricing and product development.
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.
The document discusses the products and business portfolio of PRAN-RFL Group, one of the largest conglomerates in Bangladesh. PRAN-RFL Group started in 1980 with the mission to fight poverty and hunger, and has since expanded to include 17 associated companies in sectors like beverages, property, agriculture, plastics and more. The group's main brands are PRAN, which produces foods and beverages, and RFL, which manufactures cast iron, PVC and plastic products. The document provides details on the various food and non-food products under these brands, and discusses the group's marketing strategies like brand development, promotions and focus on customer needs. It also outlines the strengths, weaknesses and business divisions of
1. This document provides an overview and analysis of the marketing strategies of PRAN-RFL Group, a leading food and beverage manufacturer in Bangladesh.
2. It analyzes PRAN's current product portfolio using the Boston Consulting Group matrix and identifies stars, cash cows, question marks, and dogs. It also discusses PRAN's use of cost leadership and differentiation strategies.
3. The document examines PRAN's international expansion and new product development using Ansoff's Matrix, identifying strategies of market penetration, market development, product development, and diversification.
Pran RFL is a Bangladeshi conglomerate that operates in several industries including food processing, plastics, building materials, and more. The group aims to generate employment and improve livelihoods in Bangladesh. Pran RFL is a market leader in juice and other food products in Bangladesh and exports to over 98 countries globally. For their juice products, Pran RFL employs marketing strategies such as product differentiation, branding, and advertising on television and billboards to target their core demographic of young people. They distribute their juices nationwide using distributors and mobile shops to make the products widely accessible to consumers.
PRAN is the largest food and beverage processing company in Bangladesh. It has strong planning, organizing, leading, and controlling functions in its management. PRAN plans thoroughly with goals, strategies, and short-term targets. It involves employees in planning and allows flexibility. PRAN organizes its production system efficiently with standard processes. It has a clear organizational structure and leadership styles that vary based on employees and situations. PRAN motivates employees through rewards, promotions, and setting examples. It communicates changes well and increases productivity through target-oriented tasks.
Supply chain management Process of PRAN-RFLTuhin Parves
This document provides an overview of PRAN-RFL Group, a leading food and beverage conglomerate in Bangladesh. It discusses:
1) PRAN's founding in 1981 with the objective of producing agro products like juice, dairy, and ghee. RFL started in 1980 producing cast iron products.
2) PRAN has become one of the largest food brands in Bangladesh, with over 200 food products across 10 categories and exports to 138 countries. It employs over 40,000 people.
3) RFL is the market leader in cast iron, PVC, and plastic products in Bangladesh and exports abroad. It employs 12,000 people.
PRAN-RFL Group is a leading food and beverage manufacturer in Bangladesh that entered the Indian market in 2009. They used several entry strategies, including exporting through distribution channels and subsidiaries, licensing, and direct investment with a new production plant in Tripura. Their marketing strategy focuses on product, price, place, and promotion. While facing some challenges like competition and legal issues, PRAN-RFL can strengthen its position in India by improving distribution, building its brand image, and participating in CSR activities. Joint ventures and monitoring entry strategies were recommended to ensure long term success in the large Indian market.
PRAN-RFL Group is a large conglomerate in Bangladesh with 17 associated companies in food and beverages, property, agro, and plastics. Their mission is to reduce poverty through profitable enterprises and employment. They produce a wide range of products from juices to building materials. PRAN has established strong brand recognition in Bangladesh and exports products to over 70 countries. To maintain their market position, PRAN focuses on quality, research, and competitive strategies identified through SWOT analysis of their strengths in distribution and resources, versus weaknesses and threats from competitors.
This document is a proposal submitted by Fahim Ehsan Pulok to Tanvir H Dewan on employee satisfaction at PRAN-RFL Group. It includes an introduction to PRAN-RFL Group, their mission and vision, objectives of the study, methodology used which includes qualitative research and employee surveys. It also provides organizational history of PRAN-RFL Group, discusses their human resource management and recruitment process. The document analyzes employee satisfaction, PRAN-RFL's products and export markets. It includes a SWOT analysis and findings from a survey of employees. Recommendations are provided to improve employee satisfaction.
PRAN-RFL is a large conglomerate company in Bangladesh with operations across food processing, agriculture, and manufacturing. It has six factories located around the country and produces over 200 food products. The company was formed through a merger in 1981 and has since grown significantly. PRAN-RFL places strong emphasis on quality, adopting international standards and obtaining certifications. It also focuses on training and development through its HRM and HRD programs. The company contributes to the Bangladeshi economy and aims to improve livelihoods through its activities in food production and rural development.
This document is a term paper submitted by six students to their faculty member at North South University Business School analyzing PRAN Group, one of the largest food and beverage companies in Bangladesh. The paper includes an introduction, literature review on PRAN's mission, vision, and organizational hierarchy. It also discusses PRAN's product portfolio, corporate social responsibility efforts, company formation as a public limited company, industry analysis of competitors and strengths/weaknesses. The conclusion notes that the food processing industry contributes to Bangladesh's economic progress and PRAN exports help improve the economy.
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 provides an overview of a term paper on PRAN-RFL Group, one of the largest conglomerates in Bangladesh. It discusses the company's history, industries, products, employees, and contributions to the Bangladeshi economy. The paper utilizes various research methods, including interviews and internet sources, to analyze aspects of PRAN-RFL such as their SWOT profile, marketing strategies, financial performance, and human resource management. It aims to explore how PRAN-RFL has become a leading food and beverage brand in Bangladesh and abroad.
PRAN-RFL GROUP is a large food and nutrition company in Bangladesh with over 30,000 employees at Pran and 12,000 at RFL. The group includes Pran, which produces foods like juice, snacks and dairy products, RFL which produces cast irons, plastics and building materials, and Property Lifts which produces elevators and lifts. The group focuses on corporate social responsibility initiatives in the environment, energy preservation, community support and equal treatment of employees. It began exporting in 1991 and now exports foods and other products to 94 countries, reaching over 300 million customers globally.
This document provides an overview of PRAN, the largest food and nutrition company in Bangladesh. It discusses that PRAN was founded in 1981 and has over 60,000 employees. The company has a diverse portfolio of products that includes juice, drinks, beverages, snacks, dairy, and confectionary items. The document also outlines PRAN's corporate social responsibilities programs focused on the environment, community, and employees. It notes that PRAN has been exporting its products since 1991 and now reaches over 400 million customers globally.
PRAN-RFL is a large Bangladeshi conglomerate company and the largest food processor and exporter in Bangladesh. The presentation summarizes PRAN-RFL's organizational structure, subsidiaries, factories and offices, product lines, and corporate social responsibility efforts. It also discusses limitations such as employee salaries and recommendations like ensuring product quality and creating attention-grabbing advertisements. In conclusion, PRAN-RFL has become very successful in Bangladesh by expanding their business lines and own brands.
PRAN RFL Group is the largest food and nutrition company in Bangladesh, founded in 1981. It manufactures and sells products like fruit juices, snacks, soft drinks, cakes, and dairy. PRAN RFL exports its processed agro products to over 100 countries while complying with halal and HACCP standards. It started as a fruit and vegetable processor in 1981 and now exports to 94 countries. RFL diversified into PVC products in 1996 and plastics in 2003. It utilizes 500 injection molding machines and 250 extrusion machines across its 5,00,000 square meter factory sites.
This document provides an internship report on the service marketing of RFL Export department of PRAN-RFL Group. It includes an introduction to the organization, a description of the internship role and objectives of the report. It then discusses the GAPS model of service quality, identifying four gaps - the customer gap between expectations and perceptions, and four provider gaps: the listening gap, service design gap, service performance gap, and communication gap. For each provider gap, it analyzes key factors contributing to issues in meeting customer expectations within RFL Export.
Core competencies & business level strategy of pran rfl group.Rizwan Khan
A core competency is a concept in management theory introduced by, C. K. Prahalad and Gary Hamel. It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace". Core competencies fulfill three criteria: Provides potential access to a wide variety of markets.This is done through Business-level strategies. Business level strategies detail actions taken to provide value to customers and gain a competitive advantage by exploiting core competencies in specific, individual product or service markets.
Pran-RFL aims to generate employment and earn dignity for Bangladeshis through profitable enterprises. Its vision is improving livelihoods and its mission is to fight poverty and hunger. The company focuses on quality, satisfied customers, competitive advantage, and becoming a major global food processor. It aims to double sales every 7-8 years. As the market leader in Bangladeshi juice, its strategies include product differentiation, branding, distribution through existing channels and mobile shops, and advertising on major TV channels and billboards. Its target market is young people and students.
PRAN is a large food processing company in Bangladesh that produces over 400 food products. It started in 1981 focusing on fresh fruits and vegetables. The report provides an overview of PRAN, discusses its product lines and brands, and analyzes its brand strategy and positioning. PRAN has strong brand recognition in Bangladesh and exports products to over 130 other countries. It aims to provide quality food while promoting health and wellness. The report examines PRAN's brand identity, customer perceptions, competitive advantages, and strategic approach to pricing and product development.
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.
The document discusses the products and business portfolio of PRAN-RFL Group, one of the largest conglomerates in Bangladesh. PRAN-RFL Group started in 1980 with the mission to fight poverty and hunger, and has since expanded to include 17 associated companies in sectors like beverages, property, agriculture, plastics and more. The group's main brands are PRAN, which produces foods and beverages, and RFL, which manufactures cast iron, PVC and plastic products. The document provides details on the various food and non-food products under these brands, and discusses the group's marketing strategies like brand development, promotions and focus on customer needs. It also outlines the strengths, weaknesses and business divisions of
1. This document provides an overview and analysis of the marketing strategies of PRAN-RFL Group, a leading food and beverage manufacturer in Bangladesh.
2. It analyzes PRAN's current product portfolio using the Boston Consulting Group matrix and identifies stars, cash cows, question marks, and dogs. It also discusses PRAN's use of cost leadership and differentiation strategies.
3. The document examines PRAN's international expansion and new product development using Ansoff's Matrix, identifying strategies of market penetration, market development, product development, and diversification.
Pran RFL is a Bangladeshi conglomerate that operates in several industries including food processing, plastics, building materials, and more. The group aims to generate employment and improve livelihoods in Bangladesh. Pran RFL is a market leader in juice and other food products in Bangladesh and exports to over 98 countries globally. For their juice products, Pran RFL employs marketing strategies such as product differentiation, branding, and advertising on television and billboards to target their core demographic of young people. They distribute their juices nationwide using distributors and mobile shops to make the products widely accessible to consumers.
PRAN is the largest food and beverage processing company in Bangladesh. It has strong planning, organizing, leading, and controlling functions in its management. PRAN plans thoroughly with goals, strategies, and short-term targets. It involves employees in planning and allows flexibility. PRAN organizes its production system efficiently with standard processes. It has a clear organizational structure and leadership styles that vary based on employees and situations. PRAN motivates employees through rewards, promotions, and setting examples. It communicates changes well and increases productivity through target-oriented tasks.
Supply chain management Process of PRAN-RFLTuhin Parves
This document provides an overview of PRAN-RFL Group, a leading food and beverage conglomerate in Bangladesh. It discusses:
1) PRAN's founding in 1981 with the objective of producing agro products like juice, dairy, and ghee. RFL started in 1980 producing cast iron products.
2) PRAN has become one of the largest food brands in Bangladesh, with over 200 food products across 10 categories and exports to 138 countries. It employs over 40,000 people.
3) RFL is the market leader in cast iron, PVC, and plastic products in Bangladesh and exports abroad. It employs 12,000 people.
PRAN-RFL Group is a leading food and beverage manufacturer in Bangladesh that entered the Indian market in 2009. They used several entry strategies, including exporting through distribution channels and subsidiaries, licensing, and direct investment with a new production plant in Tripura. Their marketing strategy focuses on product, price, place, and promotion. While facing some challenges like competition and legal issues, PRAN-RFL can strengthen its position in India by improving distribution, building its brand image, and participating in CSR activities. Joint ventures and monitoring entry strategies were recommended to ensure long term success in the large Indian market.
PRAN-RFL Group is a large conglomerate in Bangladesh with 17 associated companies in food and beverages, property, agro, and plastics. Their mission is to reduce poverty through profitable enterprises and employment. They produce a wide range of products from juices to building materials. PRAN has established strong brand recognition in Bangladesh and exports products to over 70 countries. To maintain their market position, PRAN focuses on quality, research, and competitive strategies identified through SWOT analysis of their strengths in distribution and resources, versus weaknesses and threats from competitors.
This document is a proposal submitted by Fahim Ehsan Pulok to Tanvir H Dewan on employee satisfaction at PRAN-RFL Group. It includes an introduction to PRAN-RFL Group, their mission and vision, objectives of the study, methodology used which includes qualitative research and employee surveys. It also provides organizational history of PRAN-RFL Group, discusses their human resource management and recruitment process. The document analyzes employee satisfaction, PRAN-RFL's products and export markets. It includes a SWOT analysis and findings from a survey of employees. Recommendations are provided to improve employee satisfaction.
while persuing my BBA(H), i have done project on financial research of Ranbaxy Laboratories Limited, the main subject of my project is to show the effects of leverage in deceision making.
The document is a report on leverage analysis of Ranbaxy Laboratories Limited conducted by Rahul Rai. It includes an introduction to the company, its operations worldwide, and products. It also provides theoretical background on relevant financial concepts like leverage, capital structure, CVP analysis and EBIT/EPS analysis. The report then analyzes Ranbaxy's financial performance over 10 years and provides recommendations. It discusses the advantages and limitations of leverage analysis and concludes with references.
while persuing my BBA(H), i have done project on financial research of Ranbaxy Laboratories Limited, the main subject of my project is to show the effects of leverage in deceision making.
This document is a 6 week summer training report submitted by Deepika Kumari, a student at Lovely Professional University. The report details her internship at Naxpar Pharma Pvt Ltd in Baddi, Himachal Pradesh from June 1-July 15, 2015. The report includes an introduction to Naxpar Pharma and describes the company's management, vision, objectives, products, and the structure of the finance department. The bulk of the report analyzes working capital management at Naxpar Pharma through comparative statements, cash flow analysis, and trend analysis.
PRAN is one of the leading food processing companies in Bangladesh that aims to reduce poverty through employment. It produces over 200 food products for both domestic and international markets. The report discusses PRAN's management functions, including planning to maximize profits through agriculture, organizing employees and measuring productivity/effectiveness, leading through supervision/motivation, and controlling by establishing performance standards. In conclusion, PRAN has gained consumer trust as the market leader by maintaining quality from production to delivery and regularly launching new products.
Financial Statement Analysis of Square Pharmaceuticals Company LimitedMohammad Istiaq Hasan
The report was prepared for the requirement of course 'F-206, Financial Management' under the academic supervision of the course instructor, Nausheen Rahman, Professor, Department of Finance, University of Dhaka. I along with my group members tried to cover all of the relevant topics of Financial Management in this report.
National Foods Limited is a Pakistani food manufacturing company with four industrial units that produces a variety of food products. The company was selected for an ERP implementation project due to its size, established processes in the food industry, and availability of information. To implement the ERP system, National Foods will need to align their business processes to the ERP software by filtering out unnecessary processes and practices to simplify tasks. Some challenges of ERP implementation include decision making, ensuring standard quality, adequate training, integration issues, and resistance to change. Benefits of ERP for National Foods include improved efficiency, standardization, scalability, reduced silos, and safe information access.
External environmental analysis of frootoOLIUR RAHMAN
Pran Frooto is a mango juice product launched in Bangladesh in 2007 by PRAN-RFL Group, one of the largest conglomerates in Bangladesh. As the leader in the juice category market, Frooto has become very popular among consumers for its unique taste and packaging. However, it faces competition from other juice brands such as Frutika, Shezan, Mangolee, and Tropicana. As the oldest brand in the market, PRAN and its Frooto product have strong brand recognition and supply chain, but must continue innovating and competing on quality, price, and marketing to maintain their market position against growing competitors.
This document provides an overview of the Training and Development practices of M&J Group, a leading garments manufacturer in Bangladesh. It discusses M&J Group's history, CSR initiatives, organizational structure, quality policies, and products/services. It also includes an internship report submitted by Jannat Ara Ferdawshi on her project examining the training programs at M&J Group.
This document provides an overview of the Training and Development practices of M&J Group, a leading garments manufacturer in Bangladesh. It discusses the company's history, CSR initiatives, quality policies, organizational structure, and values. It also includes an internship report submitted by Jannat Ara Ferdawshi on her project examining the Training and Development division of M&J Group during her 3-month internship. The report contains findings, analysis, recommendations and conclusions regarding M&J Group's human resource practices.
This document provides an overview of the Training and Development practices of M&J Group, a leading garments manufacturer in Bangladesh. It discusses M&J Group's history, CSR initiatives, organizational structure, quality policies, and products/services. It also includes an internship report submitted by Jannat Ara Ferdawshi on her project examining the training programs at M&J Group.
This document provides an overview of the Training and Development practices of M&J Group, a leading garments manufacturer in Bangladesh. It discusses M&J Group's history, CSR initiatives, organizational structure, quality policies, and products/services. It also includes an internship report submitted by Jannat Ara Ferdawshi on her project examining the training programs at M&J Group.
This document provides an overview of the Training and Development practices of M&J Group, a leading garments manufacturer in Bangladesh. It discusses M&J Group's history, CSR initiatives, organizational structure, quality policies, and products/services. It also includes an internship report submitted by Jannat Ara Ferdawshi on her project examining the training programs at M&J Group.
Opportunity and threats of pran Frooto_through six questionsOLIUR RAHMAN
Opportunities and Threats through six question in Strategic management.The Six questions are;
1.How strong are the industry’s competitive forces?
2.What are the driving forces in the industry, and what impact will they have on competitive intensity and industry profitability?
3.What market positions do industry rivals occupy—who is strongly positioned and who is not?
4.What strategic moves are rivals likely to make next?
5.What are the industry’s key success factors?
6.Is the industry outlook conducive to good profitability?
Renata Ltd is one of the top pharmaceutical companies in Bangladesh. To evaluate Renata's financial performance and condition from 2010-2014, various liquidity ratios were analyzed. The current ratio fluctuated over the years, decreasing in 2011 and 2013 but increasing in 2012 and 2014. The quick ratio followed a similar trend. The average collection period and days inventory outstanding generally increased over the years, indicating slower collection of receivables and higher inventory levels being held. The accounts receivable and inventory turnover ratios decreased in most years, suggesting slower turnover of these current assets.
The document is a project report submitted by Ojas Maheshwari for their MBA program on a market analysis of sales development at Sterling Agro Industries Limited, an Indian dairy company. It provides details on Sterling Agro's history and organizational structure, financial performance, personnel recruitment and training, production and packaging of various dairy products like milk, ghee, and milk powder. The report also includes a SWOT analysis of the dairy industry and discusses concepts of sales development.
Internship Report By Mashruk Zaman KhanMashruk Khan
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Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
1. Company name: PRAN – RFL GROUP
Submitted To:
Rumana Afrin
Department Of Management (FBA)
AIUB
Submitted By:
Group 3: TEAM STARK
2. GROUP – 3 [TEAM STARK] 1
Letter of Transmittal
17 April, 2017
Rumana Afrin
Department of management
Faculty of Business Administration
American International University Bangladesh.
Subject: Letter of transmittal
Dear Madam,
With due respect, we would like to inform you that it is a great pleasure for us to submit the
Final report on “PRAN-RFL group”. We have tried to make the report a comprehensive one
within the given period of time.
While conducting the report, we have gathered loads of knowledge about the performance
Of the company and many more different aspects of a renowned bank in Bangladesh.
We, therefore, would like to request you to accept this report and give us a proper feedback
On the report.
Regards,
Imtiaz Alam
Setu, Tarik Adnan
Hoque Anindita
Masud Mahadi
Mahrin Mostofa
3. GROUP – 3 [TEAM STARK] 2
ACKNOWLEDGEMENT
Apart from the efforts of ours, the success of any project
depends largely on the Encouragement and guidelines of many
individuals. We take this opportunity to express our Gratitude
to the people who have been instrumental in the successful
completion of this Project. We would like to show greatest
appreciation to our respected course instructor Rumana Afrin.
We cannot thank her enough for all her tremendous support
and help. She inspired us greatly to work in this project. Her
willingness to motivate us contributed tremendously to our
project. Besides, we would like to thank Google for providing us
with useful information and facilities to complete this venture.
It gave us an opportunity to participate and learn about the
many aspects of the above mentioned company. The guidance
and support received from all the members who contributed
and who are contributing to this project, was vital for the
success of the project.
4. GROUP – 3 [TEAM STARK] 3
Table of Contents
Letter of Transmittal.............................................................................................. 1
ACKNOWLEDGEMENT............................................................................................ 2
Introduction........................................................................................................... 4
Organization Profile............................................................................................ 4
Mission ............................................................................................................... 5
Vision.................................................................................................................. 5
Core Values......................................................................................................... 5
EXECUTIVE SUMMARY........................................................................................... 6
Findings & Analysis ................................................................................................ 7
SWOT Analysis of the Organization..................................................................... 7
BCG Matrix of Pran Group .................................................................................. 9
Porter’s Five Competitive Force Model............................................................. 10
What strategies PRAN-RFL following to market their product? ........................ 11
What kind of organization structure PRAN-RFL has? ........................................ 12
Recommendations............................................................................................... 13
Conclusion ........................................................................................................... 14
Bibliography......................................................................................................... 15
5. GROUP – 3 [TEAM STARK] 4
Introduction
Organization Profile
PRAN stands for Program for Rural Advancement Nationally. PRAN is currently the most well-
known household name among the millions of people in Bangladesh and abroad also. In 1981
for the first time PRAN started its operation as a processor of fruits and vegetable in
Bangladesh. Major General (Retd.)
Amzad Khan Chowdhury people of Natore, was
the founder and the managing director of PRAN
group. The corporate headquarters of this
company is located at PRAN-RFL Center, 105
Progoti Sarani, Middle Badda, Dhaka 1212,
Bangladesh. PRAN is the pioneer in Bangladesh
who involved in contract farming and process
raw materials directly from the farmers. PRAN
manipulate the materials by the several
factories into the hygienic ways. There are
almost 30,000 employees are operating every day. (Own Website) Over the years, PRAN has
grown not only in dignity but also the country's overall socio-economic development
contributes significantly. At this time, PRAN is one of the greatest, significant, and more
successful companies in Bangladesh as well as challenging the other multinational companies.
PRAN is one of the good numbers of favorite food and beverages brand among the millions of
people in Bangladesh. In addition to, PRAN is exporting their product outside the country as
well. They are exporting their product amongst 82 countries of the world at a regular basis.
They also set up production plant at Kalkata in India and it is also working for more expansion in
Indian market. All their products of PRAN, at every stage of the production process are
produced in accordance with the highest international standards level. At present, PRAN is
producing more than 200 products under 10 different categories which are Juices, Drinks,
Mineral Water, Bakery, Carbonated Beverages, Snacks, Culinary, Confectionery, Biscuits and
Dairy. Finally, PRAN has certified with halal product as well as the best quality product at a
national level and international level.
New arrival of PRAN foods are Nazirshail rice, Green chili sauce. The company has adopted ISO
9001 as a guiding principle of its management system. The company is complaint to HACCP &
certified with halal which ensures only the best quality products are reaches to the consumers
table across the Globe. Consumer doesn’t feel hesitate to try other product of PRAN
(Shamsarman 2011). The company's activity goes well beyond the sphere of business. As
6. GROUP – 3 [TEAM STARK] 5
socially conscious and responsible corporate body it is committed to the improvement of the
society as a whole. Therefore, it considers the interests of customers, employees, shareholders,
communities, and ecological considerations in all aspects of its operations. This obligation is
seen to extend beyond its statutory obligation to comply with legislation. It is involved in the
welfare program of the acid burn victims and helps many NGO's to make available healthcare to
the disadvantage population of the Country. It sponsors programs to build awareness on the
healthcare need.
Mission
‘Poverty and hunger and curses’ – Mission of Pran-RFL group. Therefore, their aim is to generate
employment and earn dignity and self-respect for our competitors through profitable enterprise.
Vision
The Vision of the company is to create a wonderful brand image throughout the world.
Core Values
PRAN-RFL believes in providing quality by considering the customers’ demands and expectation.
Continuous innovation and improvement is the motive of the organization by focusing customers and
tries to maintain fairness and transparency in all segments. The corporate values for PRAN-RFL are-
Consumer care
Suppliers care
Employee care
Trade care
7. GROUP – 3 [TEAM STARK] 6
EXECUTIVE SUMMARY
This assignment tends to provide information about PRAN group and its
advancement. PRAN Group of industries is one of the leading business institutions
of Bangladesh. One of the major organizational goals is to reduce poverty and
hunger through large scale employment generation. It is contributing directly to
the economy of Bangladesh through its cooperation with farmers and export
earnings. The report focuses on the product portfolio where we found Pran takes
an extensive way to all forms of agro processed food products considering all of
the ways of ensuring hygienic and quality food products as well as their overall
product range too. We also tried to write about the CSR activities of Pran as the
time to think only about profit has gone. New era has come to think about the
people, who are living around us. Pran group gives CSR effort on revolving around
the four premises environment, energy preservation, community & people to
improve the quality of livelihood. Moreover, PRAN group strengths and
competencies developed over the years, PRAN group aims to provide the best
working environment, good quality product for its customer. In addition, The
major strengths of PRAN in Bangladesh are experience, large economy, greater
sources of finance greater control over sources of raw materials, risk-pooling,
huge distribution network, conforming to standards, economies of scale, creating
potential market in the new world place. Finally, the food processing industry has
a contribution to economic progress in Bangladesh. In today world, export of food
is ultimately an important way of improving our Bangladesh economy.
8. GROUP – 3 [TEAM STARK] 7
Findings & Analysis
SWOT Analysis of the Organization
Strength:
1. Brand image:
Firstly, PRAN has stayed in the local market in
Bangladesh for many years. So they are so experienced
and stationed in people’s mind deeply. Everyone in
Bangladesh is aware of PRAN. PRAN portrays different
kinds of products which are already exist in the market
and people like it. So there is strong brand preference for
PRAN over other substitutes in the mind of a number of
consumers.
2. Superior quality control measures:
PRAN maintain and control the superior quality of the
product. It is the policy of agricultural marketing
company limited to market products of consistent quality
at home and abroad as per would standards produced by
in accordance with good manufacturing practices.
3. Integrity:
PRAN believes success depends upon the quality and
value of their products by providing a safe, wholesome
economically efficient and a healthy environment for
their customers and by providing a fair return to their
investors while maintaining the highest standards of
integrity.
4. Market share:
Because of the variety of the product PRAN leads in the
share market and increasing the market share.
5. Customer satisfaction:
Whenever PRAN exist in the market, that time customer
consumed their product. They launch different kinds of
product and the price of the product is measurable.
Weaknesses:
1. Limited decision taking capacity:
The PRAN Company exists under the rules and regulation of
agricultural marketing company limited. So PRAN cannot
take any instant decision to adjust the sudden market
changes.
2. Price disadvantage:
Sometime price of the product may be varying because of
raw material. Because of the price of the raw material
which is also the key ingredient of their product line, is
comparatively expensive than that of their competitors in
Bangladesh especially the emerging ones. So this makes
them sell their products at a higher cost than most of their
competitors.
3. Lowest per capita consumption:
Bangladesh has the lowest per capita consumption in the
entire world. So upper class and middle class can bear the
PRAN product but the lower class people cannot bear it.
4. Lack of geographical coverage:
Sometime the PRAN product cannot reach in the definite
geographical area because of lack of communication.
9. GROUP – 3 [TEAM STARK] 8
So the customer satisfied with the PRAN product.
Opportunities:
The main opportunities, facing by the PRAN Food
Company’s product line are as follows:
1. The agriculture sector is the largest contributor to
GDP. So PRAN produced canned fruit and vegetables,
mushrooms etc and it is the part of agriculture. So it’s an
opportunity to contribute to GDP.
2. The crop production system is highly labor intensive
and there is an abundance of labor in the country.
3. Through the production of the PRAN product the
employment opportunity are increased in Bangladesh.
4. Through the production of the good product there is a
great opportunity to attract the foreign investors.
5. Company can develop the effective distribution
system.
6. PRAN Company can make survey to make effective
product.
Threats:
Every company faces threats when they newly
enter into market or for the existing company.
Threats facing the PRAN Food Company are as
follows:
1. PRAN has many competitors which are marketing
dairy products. It has a strong competitor (Arong) in
producing Chocolate Milk.
2. Uprising commodity price is also a threat for the
product in newly introducing into the market.
3. Bangladesh government may establish a stringent
product safety law, which would entail product
redesign work.
4. PRAN mainly produced the agro- based product
and most of the products are perishable. So it has to
be preserved system.
5. And finally Current political unstable situation may
affect the new product launching activities.
10. GROUP – 3 [TEAM STARK] 9
BCG Matrix of Pran Group
• Pran UP
• Pran Mango Juice
• Pran Frooto
• Pran Mango Juice Pack
• Pran Mango Chutni
• Power Energy Drink
• Pran Lacchi
• Milk Man
• Pran Lichi
Vision LED TV,Vision Fridge
• Pran Sauce
• Pran Drinking Water
• Pran Fruit Jelly
• Pran Potato Crackers
• RFL Plastic Product
• All Time Bread , Butter
• Pran Spice Powder
• Pran Gems
• Pran Choco Choco
• Pran Bubble Gum
• RFL – italiano Ceramics
• RFL – Regal Furniture
• Click fan,RFL Pump
11. GROUP – 3 [TEAM STARK] 10
Porter’s Five Competitive Force Model
1. Threats of new entrants: Threats of any new competitors are high in the
business of PRAN-RFL group. Because any type of companies can enter in the
business, as it is possible to get trade licenses from Government.
2. Threats of substitutes: In the business of PRAN-RFL group, the treats of the
substitutes are high. Because there is Akij group, BD foods, Square etc.
are producing same kind of product. So if the PRAN-RFL group
is doing something unfair to the consumers, the consumers can
easily switch to the other companies.
3. Bargaining power of buyers: The
bargaining powers of the consumers are very
low. Because most of their products prices are fixed.
4. Bargaining power of suppliers: Bargaining
powers of the suppliers are very low. As Bangladesh is agricultural country, so
there are many sellers of the raw materials of foods. Therefore, there is less
chance of the bargaining powers of the sellers.
5. Current Rivalry: Current rivalry is very much high of the PRAN-RFL group. As
there are some huge groups Like Akij group and others, so it is seen that the
rivalry amongst the current companies are very high.
12. GROUP – 3 [TEAM STARK] 11
What strategies PRAN-RFL following to market their
product?
Strategies that PRAN-RFL following to market their product are:-
Growth- It is a corporate strategy that’s used when an organization wants to
expand the number of market served or products offered, through either its
current business or new business. Expansion into new products and markets.
Because of growth strategy, an
organization may increase revenue,
number of employees, or market
share. PRAN, a leading food
processor, has tripled its export
earnings in the last four years to
more than $144 million (Tk 1,126 core)
now. To that end, the company has been exploring new export
markets – from America to Africa and Asia. The group exported goods worth
$50.93 million in fiscal 2014-2015 – an impressive 183.44 percent growth. Now,
the group exports to 114 countries – from India to Middle East and Africa, Europe
to North. The company is now producing 200 products under 10
different categories.
Stability: - Maintenance of the status quo. A stability strategy is a corporate
strategy in which an organization continues to do what it is currently doing.
PRAN-RFL is offering same quality service to their clients, maintaining market
share.
Cost leadership strategy: - When an organization competes based on having
the lowest cost in its industry, it is following a cost leadership strategy. Seeking to
attain lowest total overall cost relative to other industry competitors. A lowest
cost leader is highly efficient. PRAN-RFL has been successfully using its strategy of
everyday comparatively low price to attract customers. They are competing on
the low price with other industries and earning higher units of profits. They are
selling products at reasonable price. RFL is the market leader in plastic industries.
13. GROUP – 3 [TEAM STARK] 12
Unrelated diversification: - When a company combines with firms in different
and unrelated industries. Growing by combining firms in unrelated industries
where higher financial returns are possible. At first PRAN was only producer of
food product such as juices, drinks, mineral water, bakery, carbonated beverages,
snacks, culinary, confectionary, biscuits and dairy. But now they are combined
with RFL as well. PRAN-RFL is also producing electronics and home appliance such
as plastic products, wooden furniture, LB furniture, cast iron, PVC, lift, elevator,
generator and kitchen items.
What kind of organization structure PRAN-RFL has?
PRAN-RFL has Mechanistic structure. It is a larger organization. Company’s
environment is stable. It has clear, well-defined, centralized, vertical hierarchies
of command, authority, and control. Specialization carries throughout the
organization. They have specialized function departments such as production,
marketing, or finance. Each unit has clear and specific responsibilities and objects.
It is more centralized. As the distance between the top and the bottom of the
organization expanded, top management would increasingly impose rules and
regulations. Because top management cannot control lower-level activities
through direct observation. Also lower-level managers are not capable enough
making decisions.
14. GROUP – 3 [TEAM STARK] 13
Recommendations
As being a very Successful Organization and their flawless management system enabled Pran
group to enjoy economic of Scale through their profit maximization but as being a part of the
culture of Bangladesh through their share of Quality products they should also emphasize
products that are within in the purchasing power of the General people of Bangladesh and
ensure that products should be of quality that equal in aspects to compete with the
international standards.
How PRAN-RFL can overcome their weakness?
As we saw that PRAN-RFL had some weakness that could be a threat to them,
here are some points that we suggest PRAN-RFL to follow:
1. PRAN-RFL needs to take instant decisions to cope up with sudden
market changes.
2. They should give price advantage to their customers.
3 .Upper class, middle class as well as lower class should give the
opportunity to bear PRAN-RFL products.
4. Geographical coverage is very important for any organization. They
need to develop good communication system so that PRAN-RFL
products can reach to any area.
How PRAN-RFL protect itself from their threats?
1. As PRAN-RFL has their strong competitor (Arong) in producing
chocolate milk, they need to maintain good quality in terms of dairy
products.
2. If they introduce any new product in the market, they need to make
sure that price is in average level and maximum customers can buy that
product.
15. GROUP – 3 [TEAM STARK] 14
Conclusion
Organizations in our era are extremely sensitive - as they must be - to
demographic, political, technological and economic develop. PRAN is currently
one of the most admired food & beverages brand among the millions of people of
Bangladesh and other 94 countries of the world where PRAN products are
regularly being exported. All the PRAN products are produced as per international
standards maintaining highest level of quality at every stages of its production
process. But it is a matter of fact that despite this large success PRAN has various
problems too which are creating barriers in their way to further success. Problems
like barriers in exporting to India, employee conflicts, inadequate physical
facilities etc are creating problems in expanding the business of PRAN. So in our
opinion after doing this report, PRAN needs to put more efforts and create some
additional effective strategies to be more successful.