Nirala Private Limited
Introduction Nirala is Pakistan's leading multinational group - consisting of 10 rapidly grow ing companies and a vision of being the world's largest manufacturer of ethnic f ood. Our products range from Sweets, Snacks, Restaurants and Dairy products to S oftware. The innovative use of technology has played a pivotal role in the growt h of the group as it has evolved from a single business to over 5 different busi nesses across 40 locations worldwide in the last three years. Our key strength r emains investment in human resource and a strong focus on technology. Nirala for esees an even more aggressive growth path over the next five years and invites c ommitted professionals to join its journey. Nirala Sweets, Pakistan's leading mi thai (sweetmeats) manufacturers is pursuing a geographical expansion. The compan y has successfully launched a retail outlet outside its home city, where all the previous outlets were located. Many of the lessons learnt in that expansion are either forgotten, or many unknown factors emerge in the planned new project in Karachi. A new professional manager, hired by the company is sent to resolve the problems. The case allows students to see the many uncertainties that affect a new project as well as the importance and limitations of project planning. The c ase is intended for early use in a graduate course in Project Management or Mana gement of Growth. 52 years ago Taj Din, migrated from India and laid the foundation of a dream so unique for its time that he choose to call it "Nirala". Over the years, his fami ly has embraced the timeless traditional values of good taste and unmatched qual ity, by bringing you fresh mouth watering mathai so uniquely called Nirala! Toda y, proudly uphold the traditions of pioneer that have earned the love and loyalt y of millions of customers all over the world. Nirala continue to make the happy moments of your life truly memorable and joyful and give you all the right reas ons to stay in love with our irresistible temptation.
Nirala family Over 50 years ago Taj Din. India. Taj Din's family strives to bring you the best of th ose age-old recipes. with the commitment to provide people with delectable quality delights. Today. distinctiveness and hard work set by our founder is the spirit we seek as our guiding principle. the foundation of Nirala was laid in Lahore.
. The passion for quality.History Over half a century ago. to Lahore and star ted a small breakfast shop in the inner city of Lahore in 1948. The grea t journey started when Taj Din migrated from Amritsar. Pakistan. our founder introduced the best mithai the city of La hore has ever known.
the dealership for the most sought after 'dream car' in the world! more than half a century ago. Faisal kept adding more and more shops across the country and today has added new businesses to the establishment including a large milk processing and packaging plant. besides of course the product qua lity. Farooq Ahmad: Taj Din's son Farooq Ahmad. It was he who took the shop out from the congested Fleming Road in the old city of Lahore and relocated to the more central and accessible area of Jail Road. the Chairman of the Group. at the young age of just 23 years. has been gifted with his father's vision and entrepreneurial spirit in his blood. Faisal courageously took about the challenge of growing the family business. It was his vision an made Nirala a strong brand name in the Mithai busi 'nothing but the best' ensured that the customer a quality whenever he experienced any product of Nir
. besides VCS (software hous e) and Porsche Pakistan. With a dynamic approach and an MBA.Taj Din: Taj Din founded this business d entrepreneurial spirit that ness. He also paid special emph asis on shop environment and packaging design. Faisal Farooq Farooq Ahmad's eldest son. His special emphasis on lways found the same superior ala Sweets. snacks plant and 2 restaurants. when Farooq Ahmad fell unwell an d could not devote full time and attention to the business. Faisal Farooq was made CEO of the business by his fat her in 1997.
Omar Farooq and Fahad Farooq Farooq Ahmad's youngest sons. Omar and Fahad are twins and are still completing their education so that they when they join Nirala. Ahmer Farooq is a creative individual with an MBA an d education in creative design from the UK.
. Besides heading the creative and com munication side of the Group. Ahmer is actively involved in the Companies' day-t oday decision making.Ahmer Farooq Farooq Ahmad's younger son. they can add value to the bu siness.
Nirala Snacks (Pvt) Ltd. Nirala Dairy (Pvt) Ltd. Porsche Pakistan Taj Trading
. Nirala (UK) Ltd.Present of Nirala Sweets Companies The Nirala Group consists of ten companies operating in different market segment s Anmol Company N Design N Restaurants Nirala Canada Ltd. Nirala (Pvt) Ltd.
At the moment the Company has 39 shops. These services are rende red to sister concerns and to other leading companies and multinationals operati ng in telecommunication. The group contributes in designing eleme nts by offering a wide range of designing services that include multimedia prese ntations. web sites. There is a wide range of products that the company has to off er. distributing a nd selling Nirala Sweets. outdoor and press advertisements. 37 in 9 cities of Pakistan an d 2 abroad. in the UAE. banking.Anmol Company Anmol Company holds the exclusive franchise rights in Pakistan for Nirala Sweets & food products.
. The brand has been built to this level over a period stretching beyond half a century. oil and gas. modernistic décor for super markets and retail outlets and outputs for print media. which is undoubtedly the leading brand in the Mithai m arket in Pakistan. Anmol Company is responsible for manufacturing. N Design Nirala cares for nature and values art. and textile sectors etc.
Prod ucts will be marketed through a network of retail outlets around big business ma rkets in Canada. The core activity will include import of semi-finished products from Pakistan and to refine them at the semi kitchen established in Can ada. The regi stered office of the company is located in Vancouver. Defense Y Block. a second bra nch was added. Montreal. few would have imagined that more than 50 years later. British Columbia. Nirala Canada Ltd. The Company is being established to introduce Nirala Sweets and related products in the Canadian market. is most famous today for the traditional breakfast served on weekends and all g azetted holidays. Vancouver and Calgary. Having opened its first branch in September 2004.N Restaurants N Restaurant is another entity of the Nirala Group of Companies. Ironically. the restaurant. in the busy St. his grandson will establish a classy restaurant in the busy and most posh locality of Lahore city. like Toronto. before marketing the product at various stores. by the name of Café Gowalmandi. When Taj Din es tablished a sought after breakfast joint in the busy Mewa Mandi of Lahore way ba ck in 1948. Semi kitchen will only be e ngaged in the refining of product or bringing them in marketable condition.
. Ottawa. Mary’s Park (Alfalah Mini Golf) in the latter part of 2005.
Nirala Desi Ghee (Butter Oil) was laun ched earlier and is leading the market in its category due to is superior qualit y and taste. Dal Masoor. Mongra. Nirala Doo dh. Samosay (Potato and Chicken ) and Sawaian. the UHT packaged milk of the Company was launched in June 2005 and is now th e favourite brand in many households. Namak Paray. near Faisalabad. Many more products in the dairy range are being developed and will be launched shortly. An integrated milk & milk powder processing plant has been set up at Tandlianwal a. under the name of Nirala Dairy (Private) Limited. Dal Safaid. and are available across Pakistan from Nirala outlets as well as leading retail stores and supermarkets.
. our snacks range consists of Chips. Nirala Snacks Pvt Ltd Our saltish range is one of the best and can be had with a cup of tea.Nirala Dairy (Pvt) Ltd. This is due to the strict quality measures that the Company religiously adheres to. An ideal snack prepared in natural oi l to invigorate you and provide utmost fulfillment. Nirala Snacks (Pvt) Ltd. coffee or a refreshing drink.
The brand is o wned by this company and is a registered trade mark world over.Nirala (Pvt) Ltd. Nirala UK Limited holds the exclusive franc hise rights of the Nirala brand. Under the franchise.
. Nirala Private Limited is the custodian of the brand name Nirala. sell and market Nirala products in its domain. Although Nirala UK Limitedis yet to open its first shop in the region. it is aspiring to capture th e hearts of many sweets lovers in the region. manufacture. Nirala (UK) Ltd. For United Kingdom & European Union. it can set up Nirala shops .
Those values and traditions which have m ade the brand Nirala a market leader for the past 59 years are: Continuous Impro vement Innovation Integrity Team work and Social Responsibility
. In this percept ive we consider our self as an innovative and a pioneer company.Mission Statement To make Nirala a global brand. Vision Statement Our vision is to make Nirala a global brand. a brand recognizable for its unique ness and quality in ethnic food market all around the worldwide. continuously of fering unique products and interesting service concepts that others haven’t even d reamt of. To be an i nnovative and pioneer company continuously offering unique products and interest ing service concepts others cannot even dream of. recognizable for uniqueness worldwide. Core Values The core values of our organization which we consider the Spirit of Nirala have not changed over the past half century.
It begins when we need to do something b ut we do not know what. we conclude that a psychological event that we call "d ecision making" has occurred. Decision making is the cognitive process leading to the selection of a cours e of action among variations. when to sl eep. This means that although we ca n never "see" a decision. For example.
. Decisio n making is said to be a psychological construct. It is a construction that imputes commitment to ac tion. decision making is a reasoning process which can be rational or irrational. higher stakes. deciding what to eat. based on observable actions. Therefore. and taking acti on. and deciding whom or what to vote for in an election or referendum.Decision Making Defination: The process of selecting from several choices products or ideas. Therefore. and can be based on explicit assumptions or tacit assumptions. that in situations with higher time pressure. Every decision making process produces a final cho ice. Common examples include shopping. experts use intui tive decision making rather than structured approaches. medical decision ma king often involves making a diagnosis and selecting an appropriate treatment. That is. recent robust decision efforts have formally integrated uncertai nty into the decision making process. we assume that people have made a co mmitment to affect the action. where specialists apply their knowledg e in a given area to making informed decisions. Also. we can infer from observable behavior that a decision has been made. S ome research using naturalistic methods shows. however. Structured rational decision making is an importa nt part of all science-based professions. or increased ambiguities. following a recognition primed decision approach to fit a set of indicators into the expert s experience and immediately arrive at a satisfactory course of action without weighing alte rnatives. It can be an action or an opinion.
Decision making styles
After h aving all the planning and collection of required data they start the execution of their plans and every single employee try its best to make it successful.
. And at the end the management starts evaluating the results either they are satisfa ctory or not. analyzing org anization resources. After decid ing their task/objectives. Then they summarized all the internal and extrernal data and decide how to execute their strategies. After an alyzing internal factors. they start finding specific a reas where they look and point out their strengths. If it is applicable then they start evaluating about opportunities and threats that they could face. they start analyzing the outside environment to analy ze weather their strategies are applicable or not. management starts working on allocating. When they allocate resources. which clearly reflects the company’s objectives and goals.Strategic Structure All Nrala strategies are made by keeping in mind the mission statement of the or ganization.
Bureaucratic o rganizations. p. and relationships between departments. stability to the environment. and rely heavily on the formal chain of command for control. working toward common goals. have a well-defined hierarchical struct ure. Tom and G. and use knowledge of the groups to work effectively with them. M. The formal organization can be seen and represented in chart form.
. The informal organization can make the formal organization more effective by pro viding support to management. (See Burns.) The mechanistic s tructure is the traditional or classical design. The supervisor should re cognize the existence of information groups. common in many medium. identify the roles member play with in these groups. Even though the differences among organizations are enormous. An organization chart displays the organizational structure and shows job title s. Stalker in their study of elect ronics firms in the United Kingdom. and goals are clear ly stated. Managemen t of Innovation. grouped. goal-directed hierarchy. bureaucracy is a form of organizatio n characterized by a rational.Structure of the Organization A key issue in accomplishing the goals identified in the planning process is str ucturing the work of the organization. Organizations are groups of people. lines of authority. impersonal decision maki ng. are the primary form of mech anistic structures. the re are many similarities that enable them to be classified.and larg e-size organizations. 19. The purpose of the organizing function is to make the best use of the organization s resources to achieve orga nizational goals. unrelated to the firm s formal authority structure. Mechanistic organizations are somewhat rigid in that they consist of very clearly delineated jobs. Formalization is an important aspect of structure. procedures. Bureaucratic organizations are tall consisting of hierarchies with m any levels of management. According to Max Weber. M. of s ocial interactions among its employees. and coordinated. Organizational structure is the formal decision-making framewo rk by which job tasks are divided. and useful communica tion channels. with ideas and resources. It is the personal and social relationsh ips that arise spontaneously as people associate with one another in the work en vironment. In a tall structure. London: Tavistock Publications. The supervisor must realize that the informal organization affects th e formal organization. and subdivision into managerial positions and specializatio n of labor. with their emphasis on formalization. The informal organ ization is the network. people become relatively confined to their own area of specialization. One widely used clas sification is the twofold system (mechanistic versus organic forms of organizati onal structure) developed by Tom Burns and G. This can result in the generation of false information or rumors and resistance to change desired by management. formal controls. It is the official organizational structure conceived and built by to p management. It is the extent to which the units of the organ ization are explicitly defined and its policies. Stalker. 1961. The informal organizations can pressure group members to conform to the expectations of the informal group that conflict with those of th e formal organization.
The organic organization is open to the e nvironment in order to capitalize upon new opportunities. The purpose of this structure is to create independe nt small businesses or enterprises that can rapidly respond to customers needs or changes in the business environment.
. On the other hand.Bureaucracies are driven by a top-down or command and control approach in which managers provide considerable direction and have considerable control over other s. Other features of the bureaucratic organization include functional division o f labor and work specialization. and less conce rned with a clearly defined structure. the organic structure is mor e flexible. Organic organizations have a flat structure with only one or two levels of management. The supervisor tends to have a more pers onal relationship with his or her employees. Flat organizati ons emphasize a decentralized approach to management that encourage high employe e involvement in decisions. more adaptable to a participative form of management.
Diagram: 1 GM OPERATIONS DGM OPERATIONS Quality Control Supply (Func.Sit) Semi kitchen Karachi & Dubai Sweets Production Finished Goods Store Packing Department
Diagram: 2 GM GM Shop Operations Operation Manager Pakistan OPERATION MANAGER UAE Operation Manager UAE Operation Manager UK MANAGER Lahore Karachi ISL ISLAMABAD Dubai DUBAI IDubai Semi Sharjah GjIslamabad & Rawalpindi SIA Sialkot Peshawar
Diagram: 3 M GM Marketing MARKETING GM MARKETING CUSTOMIZED CUSTOMIZED PACKAGING CREATIVE MARKETING SHOPS Customized Packaging Creative Department New Product Line Development Shops Marketing Web Marketing PRODUCT SERVICE PACKAGING
Diagram: 4 GM GM Administration ADMINISTRATION HUMAN RESOURCE PROJECT Maintenance
Diagram: 5 Manager Corporate Affairs CORPORATE TAX Tax Affairs L Legal Affairs
Taj Din smiles again
Managerial Hierarchy Top Managers Middle Managers First Line Managers Operatives
In other words they are also known as supervisors. They are the workers who are a ssigned a specific task or a job to be done. Middle Managers: Managers between the first line level and the top level of the organization who manage the work of first line managers. They are bound to take orders from the t op management and bound to implement them on lower level of managerial hierarchy . Operatives: They are at lowest level of managerial Hierarchy.Levels of Management Top Managers: Managers at or near the top level of management who are responsible for making t he organization-wide decisions and establishing the goals and plans that affect the entire organization. They do not supervise any one and t hey obey the above managerial Hierarchy. Managers at the lowest leve ls of the organization who manage the work of non managerial employees who are d irectly involved with the production or creation of the Organizations products.
. First line Mangers: They are at the third level of managerial Hierarchy.
Hierarchy of Organization CEO CEO MR. Faisal Farooq GM GM GM GM FINANCE CORPOR GM Operation Mr. Sohail Rana OP GM Shop.0peration Mr. Omer MR.OMER GM Marketing Mr.Saad Zahoor GM Administration Mr. Shahbaz MR SHAHBAZ Finance Manager M Mr. Azam MR.AZAM Corporate Affairs Mr. Hafiz Ishaq
Culture of Organization
What is Culture? Basically, organizational culture is the personality of the organization. Cultur e is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors. Members of an organization soon com e to sense the particular culture of an organization. Culture is one of those te rms that s difficult to express distinctly, but everyone knows it when they sens e it. For example, the culture of a large, for-profit corporation is quite diffe rent than that of a hospital which is quite different that that of a university. You can tell the culture of an organization by looking at the arrangement of fu rniture, what they brag about, what members wear, etc. -- similar to what you ca n use to get a feeling about someone s personality. Corporate culture can be loo ked at as a system. Inputs include feedback from, e.g., society, professions, la ws, stories, heroes, values on competition or service, etc. The process is based on our assumptions, values and norms, e.g., our values on money, time, faciliti es, space and people. Outputs or effects of our culture are, e.g., organizationa l behaviors, technologies, strategies, image, products, services, appearance, et c. The concept of culture is particularly important when attempting to manage or ganizationwide change. Practitioners are coming to realize that, despite the bes t-laid plans, organizational change must include not only changing structures an d processes, but also changing the corporate culture as well. There s been a gre at deal of literature generated over the past decade about the concept of organi zational culture -- particularly in regard to learning how to change organizatio nal culture. Organizational change efforts are rumored to fail the vast majority of the time. Usually, this failure is credited to lack of understanding about t he strong role of culture and the role it plays in organizations. That s one of the reasons that many strategic planners now place as much emphasis on identifyi ng strategic values as they do mission and vision. Defination: Organizational culture, or corporate culture, comprises the attitudes, experienc es, beliefs and values of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organi zation and that control the way they interact with each other and with stakehold ers outside the organization. Organizational values are beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develop organizational norms,
By contrast.. through reliance on established procedures. the greater the risks of groupthink. or where there is an evangelical belief in the organization’s values. bureaucratic organizations may miss opportunities for i nnovation. but their presence can influence the culture of the organization a s a whole. Switzer. This could occur. Senior management may try to determine a corporate culture . in almost every group. They may wish to impose corporate values and standards of behavior that specif ically reflect the objectives of the organization. meaning that we tend to think that our cul ture/subculture is the best.a quick and easy way to refer to a mode of thinking that people engag e when they are deeply involved in a cohesive in-group. Janis. Groupthink. Strong / weak cultures: Strong culture is said to exist where staff respond to stimulus because of their alignment to organizational values. J . when members strivings for unanimity override their motivation to realistically appraise alternatives o f action. there will also be an extant internal culture within the workforce. In fact grou pthink is very common. Members t hat are defiant are often turned down or seen as a negative influence by the res t of the group. For example. for example. "Groupthink" was described by Irving L. In cultural studies. or also in groups where a friendl y climate is at the base of their identity (avoidance of conflict). and therefore there is a reduced capacity for innovative thoughts. computer tech nicians will have expertise.guidelines or expectations that prescribe appropriate kinds of behavior by emplo yees in particular situations and control the behavior of organizational members towards one another. a ffect the whole system. do n ot challenge organizational thinking. Task culture can be imported.Y). where there is heavy rel iance on a central charismatic figure in the organization.. The stronger the culture. culture is seen as ethnocentric (Barone. In addition." This is a state where people. or culturocentric. Conversely. even if they have different ideas. to an extent. it happens all the time. Work-groups within the organ ization have their own behavioral quirks and interactions which. because they bring conflict (conflicting ideas) and disturb the central culture. Where culture is strong—people do th ings because they believe it is the right thing to do—there is a risk of another p henomenon. there is weak culture where the re is little alignment with organizational values and control must be exercised through extensive procedures and bureaucracy. He defined it as ".
.T. language and behaviors gained independently of the organization. J.
Having the ability to see th e bigger picture and maintaining a balance between high-level strategies and fro nt-line tactics. we are assessing be haviors that are important to creating a strong effective staff and competent le adership. Leadership and how your people work together In looking at the family businesses organizational culture.
.Innovative organizations need individuals who are prepared to challenge the stat us quo— be it groupthink or bureaucracy. Leadership In the organizational culture. and also need procedures to implement new ideas effectively. Different leadership styles are available depending upon concern for profit or c oncern for production. leadership deals with creating a clearly articula ted vision and possessing the skills and the resolve to recruit and develop foll owers who are committed to carrying out the vision. An imbalance in the concerns tends to sway the leader to a less effective style.
. Is the environment Friendly? • Yes • No • May be Are you satisfied with the Hierarchal management of the company? • Yes • No • May be Are you satisfied? • Yes • No • May be How uch work load is given to you? • Less • More • Burden Are you free to take decisions f or challenges relation to you job description? • Yes • No • May be 2. 3. 4.Questionnaire from Employees Name: Profession: Culture of employees in Organization: 1. 5.
8.6. 10. 9. What types of problems you face during the job? • • • • Financial Administration Over burden All the above
. Is the company providing you the fringe benefits? • Yes • No • May be What do you thin k about your job protection? • Yes • No • May be Do you feel convenient with the polic ies of the company relating to employees? • Yes • No • May be What are the criteria of job Selection? • Permanent • Contract basis 7.
Effects of team work on company: Less duplication of work and rework. Company beliefs according to team work: Team work. employee s is given f ree if tar party. mutual trust and respect leads to personal growth and dynamic improve ments in organizational team work.
. They strongly believe on friendly environment . Team work shifts the culture of organization into a more productive atmosphere. a gift of 10 kg sweets are given On E ID 1kg sweet is given as free to each employee In RAMADAN. Greater profitability. Improved morale Greater efficiencies in pro cesses.Motivation and Reward Special Discount Given To Employees: On the marriage of any employee of Nirala. Less office miscommunication.
Our Teams Shop Operations Quality Operations Marketing MIS Human Resource Finance & Accoun ts Administration Production Dairy Processing Stores & Procurement
Ayaz Khu rram Sir R & D Executive M.Sc (Hons) Food Technology.Com Quality Operations It is exciting to see high quality standards at Nirala Asifa Khalid Sr.
. Qualit y Assurance Manager MBA. I feel proud to work in House of taste with various products and contributed to export and new products rewarded by promotion coz Lag Gaya Na chaska.Quaid-i-Azam University Islamaba d I have learnt and fulfill lots of challenges and feel proud to be an employee o f Nirala! Sidra Ghaffar Sales & Operations Coordinator B. Lahore. Faisalabad. University of Agriculture. Superior University.Shop Operations Nirala is the best opportunity to utilize my skills to the fullest potential Mu hammad Yasin Shahid National Sales Manger MBA .
FA ST-NU. Lahore. MIS Each day brings with itself a fresh challenge . This place provokes an Irresistible temptation to do better than the extraor dinary! Nabeel Akmal Qadeer Deputy Manager.Marketing It’s Different. LUMS. NCA. PCBA.
.that is what keeps me going at Nirala! Arsalan Ijaz Anwer Group Manager MIS & eCommerce BSc (Hons) Computer Sc ience. LUMS . Marketing & New Business Develop ment MBA. Its Nirala! Saad Zahur Khan GM. MIS BSc (Hons) Computer Science.B. ‘Everyday Is A Winding Road! Sharjeel Hasan Assistant Brand Manager MBA.ARCH.
Imran Zarrar System Administrator MCS.
Human Resource Live a Nirala life Usman Ghani HR Assistant MBA. University of South Asia. Nirala Hai! Nadeem Shafiq Marketing Executive B. Lahore.
. Institute of Management Scien ces.A. Nirala helps me discover myself every day Sumayya Zia Jr. Lahore Nirala. System Analyst BSc ( Hons) Computer Science. FAST-NU.
Ishaq Malik Manager Tax & Cor porate Affairs C.Finance & Accounts Youthful Nirala team is my source of motivation! Muhamad Azam Adviser Account. In the result of painful efforts fa vorable ITAT orders for NPL received and subsequently its publication reporting in Taxation Journals for future reference Hafiz M.A.
. Finance & Taxes Fellow Member. ICAP. Company s vision for a completely computerized environment motivates me to work with Nirala Naveed Ahmad Chief Accountant ACCA Part II – UK.
Working with Nirala is sweaty and salty in a progressive group.(Finalist) – ICAP. Reduction in pa nic of tax and streamlining the tax matters.
. Working in Nirala means a lot to me. Administration. as this company has a history of more than half a decade! M. PIQC.Administration Good working environment & above all a talented bunch of colleagues to work wit h Shahbaz Ali Manager. we all felt really honored and special Adbul Sattar Head Karigar Working in Nirala for over 25 years. (Laddoo) Working for over 19 years with N irala. College of Business Administrati on . Production Operations MBA. Production My most memorable day at Nirala was when i got a car on achieving my Dairy targ et! Sohail Rana GM. When Nirala launched its Dairy project. Arif Head Karigar.Production Management Professional.
Dairy Processing Nirala is my life! Muhammad Babar Riaz Project Manager. Sto res Bsc. NDPL MBA. Manager. Institute of Leadership and Management
Stores & Procurement I wish my life was as organized as … Nirala store! Arif Nazir Asst. Faisalabad I love Nirala Stores Haroon Iqbal Store Office
Departments of the organization Departments Like any professional organization. The Nirala Group comprises of the following departments: Administration Finance & Accounts Human Resource Marketing Milk Procurement MIS Production Quality Assurance Retail Store Shop Operations Store & Procurement Su pply & Distribution
. the working at Nirala also follows a well pl anned organgram.
From the usual acc ounting statements and sheets to risk and portfolio management.
. the team ensures that every rupee coming into and out of the Companies pockets is properly docu mented and audited. From legal matters to general day-t o-day operations of the office. Finance & Accounts The Finance and Accounting departments at Nirala are responsible for the total f inancial management of the different businesses of the Group.Administration Efficient management of all administrative affairs of Nirala Group of Companies is the job of the Administration department. the Administration department ensures that all a ffairs run smoothly.
. all strategic decisions are made based on authentic information and research. the Marketing Department ensures that from product need identification to product development. Assessing trai ning needs of employees and ensuring adequate training is also carried out by th e professional HR team at Nirala. is the job of the professionals runn ing the marketing at Nirala. who are graduates of top business schools of Pakistan. Marketing Consisting of leading marketing professionals of the industry. launch and post-launch. Resumes of cand idates are carefully filed and documented for current or future reference. retention and superannuation. Ident ifying the target markets. besides carrying out succession planning. maintains and implements HR policies pertaining to employment. The d epartment. effectively communicating to them and building the im age of the brands as well as the Companies.Human Resource The Human Resource department at Nirala spearheads the recruitment process to en sure that the finest human resource is taken on board at Nirala.
MIS The MIS department at Nirala ensures that all automation is running error-free a t all times. consisting of food technologists working at the collection centers and v eterinary doctors providing service to the farmers. the entire Milk Procuremen t department plays a critical role in defining the quality of the end product th at reaches our customers. Regularly modifying and updating the Company s accounting software is also the MIS team s responsibility. Ensuring regular collection of fresh and pure milk rig ht from the farmer to the factory and ascertaining the freshness of milk all acr oss the milk procurement process. is the responsibility of Milk Procurement depa rtment.
.Milk Procurement As more than 90% of our food products are milk based.
qualified food technologists at thi s department ensures that highest quality parameters are adhered to through all steps of production and that the products reach the consumers as per promise. As far as Nirala Dairy (Pvt. is concerned. has a processing capacity of more than 300. the state-of-the-art plan t set up at Tandlianwala near Faisalabad. Fresh and crisp snacks products of Nirala Snacks (Pvt. either imp orted from abroad or custom-made in the country. making it one of the largest in the country. Quality Assurance Quality Assurance is strictly followed in all companies of Nirala Group.) Ltd.Production Modern technology is part and parcel of Production at Nirala.. Pr ofessionally qualified human resource efficiently works night and day to maintai n highest hygiene standards.) Ltd.
. Be it N irala Sweets.. Nirala Dairy or Nirala Snacks.000 liters of milk per day. More than 20% of M ithai production at Nirala Sweets is carried out at automated plants. are prepared and packaged on modern machines as w ell.
Identif ying strategically new locations and opening new shops is also done by this team . Shop Operations All operations of Nirala s 39 company managed outlets are run by the shop operat ions department.Retail Store Whereas Shop Operations is the sales force of Nirala Sweets.
. exp erienced floor managers. Nirala Dairy and Nirala Snacks products are sold at more than 30000 retail shops across more than 50 cities of Pakistan. At the moment. the Retail Sales ar e responsible for the sale of all products of Nirala Dairy and Nirala Snacks at all leading retail outlets in the cities and towns where Nirala has entered. and area managers. in simpler terms. This department. is the sales force of the bu siness. It includes professionally trained front-line salesmen at the shops. headed by a General Manager.
.Store & Procurement The Stores & Procurement department working under Nirala Sweets is responsible p rimarily for procurement of all raw and packaging material and keeping its recor d for Nirala Sweets and Café Gowalmandi. Supply & Distribution This department falls under Nirala Sweets and ensures timely and effective distr ibution of the products to the chain of Nirala Sweets stores spread all across P akistan. is done by this department. From transportation management to obtaining route permits and approvals .
a company should have a portfolio of products that contains both high-growth products in need of cash inputs and low-growth products that generate a lot of cash.The BCG Matrix The BCG matrix The BCG matrix method is based on the product life cycle theory that can be used to determine what priorities should be given in the product portfolio of a busi ness unit. To ensure long-term value creation.
. It has 2 dimensions: market sha re and market growth. The basic idea behind it is that the bigger the market sha re a product has or the faster the product s market grows the better it is for t he company.
Placing products in the BCG matrix results in 4 categories in a portfolio of a c ompany: 1. Stars (=high growth. low market share) . 4. in vestments needed should be low. Question Marks (= high growth. high market share) . However if needed any attempt should be made to hold share.avoid and minimize the number of dogs in a company.Frequently roughly in balance on net cash flow .
. .Foundation of a company.have the worst cash characteristics of all. because high demands and low retur ns due to low market share . as the growth sto ps. Keep profits high . low market share) . .if nothing is done to change the market share. Dogs (=low growth.deliver cash. 2. and because of the low growth. a dog. 3. . otherwise liquidate. Cash Cows (=low growth. because the reward s will be a cash cow if market share is kept. high market share) .use large amounts of cash and are leaders in the business so they should also generate large amounts of cash.profits and cash generation should be high . ques tion marks will simply absorb great amounts of cash and later.Either invests heavily or sells off or invests nothing and generate s whatever cash it can. .beware of expensive ‘turn around plans’. Increase market share or deliver cash.
After the prod uction and sale of UHT sweets and snacks give the advantage to the Nirala Privat e Limited.BCG Matrix 1.
. Stars (=high growth. Question Marks (= high growth. They give the best production and they have the most sales over the other products 2. high market share) Nirala UHT and SWEETS are the most well known and running products of Nirala Pri vate Limited in the market. low market share) Nirala SWEETS and Nirala SNACKS are in the category of question marks because th ey have low market share but have high growth specially (sweets).
Cash Cows (=low growth. high market share) Nirala BEVERAGES are in the category of cash cows. They have less production and fewer sales in the market because the competitors of Nirala BEVERAGES are more and it is not well known in the market. They are not much published and are not well known among public because people prefer the well known RESTAURANTS but Nirala is working hard on their RESTAURANTS. low market share) Nirala RESTAURANTS are in the category of dogs. Dogs (=low growth.
Product Life Cycle The Product Life Cycle model can help analyzing Product and Industry Maturity St ages. Product Life Cy cle Industry Maturity Stages
invest in new product development and improve its workforce. Increasingly. a ll in an effort to acquire additional market share and become a leader in its re spective industry. spare parts. such as automobi les and appliances. Even as product life cycles shrink. For example.Product life Cycle Any Business is constantly seeking ways to grow future cash flows by maximizing revenue from the sale of products and services. the operating life of many products is leng thening. leading products that command a larg e market share in mature markets. the operating life of some durable goods. Organizations increasingly reassess product life cycle costs and revenues as the time available to sell a product and recover the investment in it shrink. product life cycles are becoming shorter and shorter and many products in mature industries are revitalized by product differentiation and market segmenta tion. A consistent and sustainable cash flow (revenue) stream from product sales is key to any long-term investment. has increased substantially. Cash Flow allows a company to ma intain viability.
. This leads the companies that p roduce these products to take their market life and service life into account wh en planning. and the ability to upgrade existing products. Also. and the best way to attain a s table revenue stream is a Cash Cow product. companies are attempting to optimize life cycle reven ue and profits through the consideration of product warranties.
4 Products of Organization There are a lot of products of Nirala private limited but we are only describing four of them: 1. Mithai 2. Snacks 3. Dairy 4. Beverages
Taj Din s family has evolved the business into an ever growing empire. It is a traditi on. the Nirala name has come a long way. Nirala Sweets is not just a name.Mithai It all began in 1948 when the entrepreneurial Ustaad Taj Din migrated from Amrit sar. over half a c entury after. The mithai tasted so different that he chose to call it Nirala … Today. India and started a breakfast joint in Mewa Mandi of Lahore. a trust and an integral part of your joyful memories. Having won the trust and admi ration of millions of customers across the nation. Nirala has also gone internat ional with 2 shops in Dubai and Sharjah. Nirala Sweets proudly offers more than a hundred varietie s of Mithai to satisfy any taste. and opened a shop on Fleming Road in Lahore. Today. The uniqueness of the taste offered at the joint made it so popular that Taj Din soon decided to venture into Mithai as well. Nirala Sweets is now all set to launch its operations in North America and UK soon. Nirala has grown from a small Mithai vendor to 37 outlets in the cou ntry and 2 in the UAE. Our belief in nothing but the best ensures t hat every experience with Nirala Sweets is as sweet and tasty as ever and that quality is never compromised. Inducting experienced professionals i n the team. • • • • • Regular Mithai Special Mithai Sugar-free Mithai Cold Range Complete Range
Samosay (Potato and Chicken) and Sawaian. our snacks range consists of Chips. Mongra.Snacks Our saltish range is one of the best and can be had with a cup of tea. Da l Safaid. • • • • • Nirala Snipz Nirala Snipz Torpedoz Nirala Khata’ees Nirala Pheonian Nirala Samosa
. An ideal snack prepared in natural oil to invigorate you an d provide utmost fulfillment. Namek Paray. Dal Masoor. and are available across Pakistan from Nirala outlets as well as leading retail stores and supermarkets. coffee or a refreshing drink.
Nirala Doo dh. Nirala Desi Ghee (Butter Oil) was laun ched earlier and is leading the market in its category due to is superior qualit y and taste. • • • Nirala Doodh Nirala Cream Desi Ghee
.Dairy An integrated milk & milk powder processing plant has been set up at Tandlianwal a. near Faisalabad. under the name of Nirala Dairy (Private) Limited. This is due to the strict quality measures that the Company religiously adheres to. Many more products in the dairy range are being developed and will be launched shortly. the UHT packaged milk of the Company was launched in June 2005 and is now th e favourite brand in many households.
Rabri Milk: Traditional. Enjoy the chilled. Our beverages line is yet another addition to the wide range of products relished by our prestigious consumers. any where. to refresh you anytime. cool and refreshing Lahori milk drink has been developed by Nirala Sweets to provide our valued consumers with yet another product they can savor. Nirala Pani: Living up to our legacy of invincible quality. o ur Rabri Milk is lighter on the stomach and is the ideal drink to refresh you on hot and humid afternoons. Bouncer: Nirala’s juice by the name of Bouncer is an exciting treat. yet nourishing and nat urally fruitful. It is packed in a 6-layered Tetra Pack bri ck aseptic packaging.Beverages At Nirala. energetic and nourishing Rabri milk available at all Nirala S weets outlets throughout the year. With low fats and a smooth-as-silk texture. we believe in consistent expansion of our product range as per the ex pectations of the modern consumer. we bring for you Nirala Pani. It is becoming fairly popular especially amongst kids because o f its refreshing & energizing flavor.
Powder Milk Nirala Butter Nirala Yogurt Nirala Swaiaan Future Plans of Nirala Sweets
.Future Products Company has aggressive plans to launch value added products. The dispensation co mpetence of the products is relatively equivalent to large firms. Nirala will so on launch the consumer sale of following products.
FUTURE PLANS • To promote Nirala diaries by offering its customers finest quality of UHT milk • T o use the recognition to improve its operations. • The company plans to expand nat ionality with a wider presence in Pakistan as well as to expand its organization s in the Europe and United States. • They have planned to promote different produc ts of nirala by offering free gifts to its customers with some products
This is useful.
. Five for ces analysis looks at five key areas namely the threat of entry. With a clear understanding of where power lies. the threat of substitutes. the tool is used to identify whether new products. The Porter 5 forces analysis is a framework for industry analysis and business strategy development developed by Michael Porter in 1979. The Porter’s 5 Forces tool is a simple but powerful tool for understanding where power lies in a business situation. improve a situation of weakness. services or businesses have the potential to be profitable. such as PEST analys is. but tends to focus on the single. to contrast it with the more gene ral term macro environment. and the strength of a position you’re looking to move into. you can take fair advantage of a Situation of strength. business or SBU (Strategic Bu siness Unit) rather than a single product or range of products. I t has similarities with other tools for environmental audit. the power of suppliers. For example. Porter ref erred to these forces as the microenvironment. Del l would analyze the market for Business Computers i.Porter 5 Forces Analysis Five Forces Analysis helps the marketer to contrast a competitive environment. This makes it an important part of your planning toolkit. because it helps you understand both th e strength of your current competitive position. However it can be very illuminating when used to understand the balance of power in other situations too. A change in any of the forces normally requires a company to re-assess the marketplace. Conventionally. and competitive rivalry . They consist of those forces close to a company that affect its ability to serve its customers and make a profit. the power of bu yers. one of its SBUs.e. It uses concepts deve loped in Industrial Organization (IO) economics to derive 5 forces that determin e the competitive intensity and therefore attractiveness of a market. and avoid taking wrong Steps. stand alone.
Porter 5 forces
and the threat of substitute products -. Each of these forces has several determinants: The threat of entry: Economies of scale e. Pizza Hut. the level of competition in an i ndustry.g. s mall farming businesses supplying the large grocery chains? The cost of switchin g between suppliers is low e.g.
. Where the switching costs are high e. Do our competitors have the distribution channels sewn up? Cost advantages not related to the size of the company e. Gas/Petrol stations in remote places. The power of suppliers: The power of suppliers tends to be a reversal of the power of buyers. the large grocery chains. P ower is high where the brand is powerful e. how much wills it cost for the latest technology? Ease of access to distribution channels e.g.g. Th ere is a possibility of the supplier integrating forward e. Customers are fragmented (not in clusters) so that they have little bargainin g power e.combined w ith other variables to influence a fifth force. p ersonal contacts or knowledge that larger companies do not own or learning curve effects. The power of buyers: This is high where there a few. If there are a large number of undifferentiated.g. This desensitizes the influence of the environment. small suppliers e. The high o r low cost of entry e.bargaining power of customers. Brewers buying bar s. the benefits associated with bulk purchasing.g. Cadillac.g. The Champagne brand cannot be copied.g. the bargaining power of suppliers.g. switching from one software supplier to another. from one fleet supplier of trucks to another.g.g.g.g. Microsoft. Will competitors retaliate? Government action e.Five Forces Four forces -. the threat of new entrants. will new laws be in troduced that will weaken our competitive position? How important is differentia tion? e. large players in a market e.
Thi s is why it is always seen in the center of the diagram. Video suppliers compete with travel companies.The threat of substitutes: Where there is product-for-product substitution e. and suppliers and buyers in the market attempt to control.g.g. better toothpaste reduces the need for dentists.g .g. Whe re there is generic substitution (competing for the currency in your pocket) e. cigarettes. We could always do without e. Competitive Rivalry This is most likely to be high where entry is likely. email for fax where there i s substitution of need e. Number of competitors R ate of industry growth Intermittent industry overcapacity Exit barriers Diversit y of competitors Informational complexity and asymmetry Brand equity Fixed cost allocation per value added Level of advertising expense
. there is the threat of sub stitute products.
Porter 5 Forces Analysis
business and pro duct development and research reports. It is the first stage of planning and helps marketers to focus on key issues. strategic planning. competitor evaluation.W.S. marketing. opportunities and threats. Weaknesses.O. SWOT is an acronym for Strengths. position and dir ection of a company or business proposition. SWOT sta nds for strengths. Opportunities.T Analysis S W O T = = = = Strengths Weaknesses Opportunities Threats SWOT analysis is a tool for auditing an organization and its environment. and Threats. SWOT ana lysis also works well in brainstorming meetings. Use SWOT analysis for business planning. weaknesses. Opportunities. Weaknesses. SWOT A nalysis is a strategic planning tool used to evaluate the Strengths. Completing a SWO T analysis is very simple. and Threats involved in a project or in a business venture. The SWOT ana lysis headings provide a good framework for reviewing strategy. Opportunities and thr3eats are external factors. Strengths and weakness es are internal factors. Inf ormation about the origins and inventors of SWOT analysis is below. It i nvolves specifying the objective of the business venture or project and identify ing the internal and external factors that are favorable and unfavorable to achi eving that objective The SWOT analysis is an extremely useful tool for understan ding and decisionmaking for all sorts of situations in business and organization s. or any other idea.
. and is a good subject for workshop sessions.
Competitors have superior access to ch annels of distribution.e. joint ventures or strategic a lliances. Undifferentiated products or services (i. Price wars with competitors. Poor quality goods or serv ices. A competitor has a new. A new int ernational market. Taxation is introduced on your product or service. A weakness could be: Lack of marketing expertise. Moving into new market segments that offer improved profits. Locat ion of your business. A market vacated by an ineffective competitor. Any other aspect of your business that adds value to your product or service. Damaged reputation.
. In SWOT. An opportunity could be : A developing market such as the Internet.In SWOT. Location of your business. in rela tion to your competitors). Strength could be: Your specialist marketing expertise. innovative product or service. A new. A Threat could be: A new competitor in your home market. Mergers. Quality processes and procedures. innovative product or service. opportunities and threats are external factors. strengths and weaknesses are internal factors.
W.S. It enjoys approximately 30 % market share.) & NSPL (Nirala Snacks Pvt Ltd.
. NDPL (Nirala Diar Ltd. The selling price is out of the reach of consumers from low income group where the sweet co nsumption is relatively higher. where the restaurant is located and to whom (Nirala) it belongs. Company owned delivery vans for sp ecial occasions.) still don’t have dedicated structure of man agement.
Weaknesses: • • • • • • • • Cannot take small orders with reference to home delivery.O. They have not promoted their Restaurant even people are not aware. Lack of inter-departmental coordinations.T Analysis of an Organization Strenghts: • • • • • • • Strong Brand Name. No retention policy for the outstanding performe rs. Due to mass production the cost is reduced and it helps ma ain the financials on smooth flow. The employee rewards/promotion process is inadequate. which is greater than any other company in this business. Its brand is widely acceptable as a symbol of quality. Heavily financed by financial institutions. It has ISO 9001 quality assurance certificates in sweets lines or divisions. Company has their own setup/ it is the family business resulting into independent decision making.
. Strong and established competition in Milk industry like CDL Foods and Nestle. Threats: • • • • • Primary Competitors in sweet business like Gourmet bakers. there is no rival company with in the c ountry that can match the market share and production capacity. diary busi ness. snacks. • NIRALA is going into diversification by establishing restaurants. Fazal Sweets. By increasing th e number of production facilities the sales volumes can be enhanced. reducing the profits. Taxation in advertisement is increasing the m arketing cost hence. UK and USA. café. In snacks they would be facing antagon ism by companies like Tripple Emm and Saigol Foods Ltd. etc which will improve their business turnover and profitability. Canada. Products of other ba keries and Methai Shops are cheap. NIRALA being the l eader is far ahead from the competitors. and sec ondary Shereen Mahal in addition of their growing branches.Opportunities: • • Being one of the best mathai manufactures in Asia. the company has great opportu nity in the export market in Middle East.
that is why it is growing day by day. NIRALA claims that “we don’t compromise on quality”. which has experienced tremen dous growth over the period of past ten years. one of the most progressing company in Pakistan.
. and it is proved to b e right. Nirala is a distinguished brand i n Pakistan.Conclusion Research is the key device to sort out that what problems an organization is fac ing in the existing market situations and to suggest the solution to these probl ems this research is conducted about the management structure of Nirala (pvt) Lt d.