Internship report

on
Stakeholder satisfaction analysis of Fanfare Bangladesh Ltd

Supervised By

Mr. Md. Anhar Sharif Mollah

Assistant Professor
Faculty of Business & Economics
Daffodil International University

Submitted By

Md. Lutful Mamun

ID: 163-11-361
Major in Finance
Department of Business Administration
Daffodil International University

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 Letter of Endorsement

The Internship Affiliation Report entitled “Internship Report on Stakeholder Satisfaction Analysis
of Fanfare Bangladesh Ltd” has been submitted to the Office of dean, in partial fulfillment of the
requirements for the degree of Bachelor of Business Administration (BBA), Major in Finance,
Faculty of Business Administration by Md. Lutful Mamun , ID#163-11-361. The report has been
accepted and may be presented to the Internship Defense Committee for evaluation.

(I wish him every success in his life & career).

_______________________
Mr. Md. Anhar Sharif Mollah
Assistant Professor
Faculty of Business & Economics
Daffodil International University

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 Letter of Transmittal

Date:
Mr. Md. Anhar Sharif Mollah
Assistant Professor
Faculty of Business & Economics
Daffodil International University

Sub: Submission of Internship Report

Honorable Sir,
I am submitting my internship report on the topic of “Stakeholder Analysis of Fanfare Bangladesh
Ltd” to you within the given time. I tried my level best to participate, observe and identify the
different credit activities of Fanfare Bangladesh, Head office and have written it down from my
own experience. For preparation of this report I have collected information from different sections
of the company.

During the preparation of this report I found it beneficial and knowledgeable for me and which
will definitely enhance to build my career in the near future

I sincerely hope that you will find the report very resourceful. If you require any further
information or clarification in interpreting my report, please do not hesitate to contact me.

Yours Sincerely,

Md. Lutful Mamun

ID: 163-11-361
Major in Finance
Department of Business Administration

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 Acknowledgement

At first, I would like to express my gratitude to Almighty Allah who has given me opportunity to
go through the total process of internship and to write a report in this regard.

I would like to take the opportunity to express my gratitude to my Internship supervisor Mr. Md.
Anhar Sharif Mollah for his guidance and support helped me a lot in writing this report.

It was a great pleasure for me to work in Fanfare Bangladesh as an intern. I thank all the employees
for being friendly and cooperative. They helped me to know about daily activity of Fanfare
Bangladesh Limited. I was taught lots of important things throughout my internship career because
of their proper attention and cooperation

At last I must mention the wonderful working environment and group commitment of this
institution that has enabled me a lot deal to do and observe the financing activities during my
internship period of three months. Finally, I convey my sincere thanks to my friends who inspire
in different ways to complete the report and the course as well.

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 Executive Summary

This paper presents the results of a stakeholder analysis and questionnaire survey conducted for
actors related to the energy business and services. Stakeholder analysis describes the key
stakeholders and roles in the energy business. The questionnaire survey was conducted for key
stakeholders, e.g. end users and service providers. The key research questions were to identify
market needs and existing and new business models for district level projects or services. The
survey explored what kind of new services end users need now and in the future, what kind of
services are expected from service providers, what kind of services are provided by service
providers and what kind of new services they are willing to offer in the future. These results will
be used as the basis for the development of new businesses and services. Respondents assessed
that the biggest obstacles to the implementation of smart projects or services were the reluctance
of players present in the business to change the conventional business models and the lack of
experience and knowledge of smart systems. The solution to these barriers is that the rules
encourage investment and new financing models. Service providers want to sell service control
skills for costs and expenses.

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 Table of Content

Letter of Transmittal ...................................................................................................................... iii

Acknowledgement ......................................................................................................................... iv
Executive Summary ........................................................................................................................ v
Table of Content ............................................................................................................................ vi

Chapter I
Introduction ..................................................................................................................................... 1
1.1 Origin of the Report .............................................................................................................. 2
1.2 Objectives: ............................................................................................................................. 2
1.3 Methodology: ........................................................................................................................ 2
1.4 Data Sources .......................................................................................................................... 3
1.5 Limitations: ........................................................................................................................... 4

Chapter-II
Company Overview ........................................................................................................................ 5
2.1 Introduction ........................................................................................................................... 6
2.2 Vision, Mission and Goal ...................................................................................................... 7
2.3 Founders of Fanfare Global Pte. Ltd ..................................................................................... 8
2.5 Fanfare Bangladesh Top Management .................................................................................. 8
2.6 Products & Services: ............................................................................................................. 9

Chapter III
Literature Review.......................................................................................................................... 10

Chapter IV
Survey Analysis and Findings ...................................................................................................... 19
4.1 Survey Analysis................................................................................................................... 20
4.2 Findings: .............................................................................................................................. 26

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Chapter V
Recommendations ......................................................................................................................... 27
5.1 Recommendations: .............................................................................................................. 28

Conclusion: ................................................................................................................................... 29
References ..................................................................................................................................... 30

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 Chapter I
Introduction

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1.1 Origin of the Report

I have been assigned to do my Internship program with the department of Finance at the Fanfare
Bangladesh Limited, Head office as a partial requirement of the B.B.A Program. It is a three-credit
course to complete the B.B.A program of the Department of Finance. I prepared this report on
direction of my supervisor Mir. Md. Anhar Sharif Mollah, Assistant professor, Department of
Business Administration, Daffodil International University, on “Financial Activities &
Performance of Fanfare Bangladesh Ltd.”. This report has been prepared on the basis of
information that I have known from the secondary information and the information I have collected
during my internship from Fanfare Bangladesh Ltd.

1.2 Objectives:

The main Objective of the study is to give an overview regarding Stakeholder Satisfaction Analysis
of Fanfare Bangladesh Limited from the period of 2019 to 2020.

The other objectives of the study are highlighted below:

➢ To find out the stakeholder satisfaction of Fanfare Bangladesh Ltd.

➢ To identify the problems faced by the Stakeholder of Fanfare.

➢ To recommend suggestions to improve Fanfare performances for keeping the stakeholder
satisfied.

1.3 Methodology:

The paper is going to be written on the idea of knowledge collected from primary and secondary
sources.

The secondary data has been collected from the company’s the company news report, branches
manuals, and computer network of the company, completely different websites and numerous
publications of the establishment.

Some opinions and concepts are incorporated within the paper through interactive sessions,
interviews and informal discussions with the corporate officers.

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To set up this report, standard methods of report composing have been utilized. For composing
this report various sorts of information we're expected to finish. We realize that approach is the
deliberate, theoretical analysis of the methods applies to a field of study. Commonly, it includes
ideas such as the theoretical model and subjective strategies. There are a few sources and systems
of Internship report strategy, for example,

METHODOLOGY

DATA SOURCES ANALYTICAL

SOFTWARE
TECHNIUES

1.4 Data Sources

Various Data are required to satisfy the objective of this Internship report. Here I utilizing both
essential and optional information sources, I gathered the required information. For gathering
information from essential sources I went to One Bank Ltd. For gathering optional information
from the wellspring of web

• Relevant journals and articles available in website.

• Website of One Bank Ltd.
• Companies E-Brochure

Software
In this report here, I used some software for the calculations, graphical presentation for preparing
this report successfully.

• MS Excel
• MSWord

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1.5 Limitations:

During my orientation, I’m ready to learn tons of things however still, it was not enough. There
are some limitations that I can’t ignore. the most limitations were:

➢ The time span wasn't spare enough to find out all the activities of the organization
properly. Therefore, it had been terribly troublesome to hold out the full analysis.
➢ Information inaccessibility was the constraint. Official documents on the detail activities
of the department weren't out there
➢ For business secrecy, lead that may have enriched this report couldn't be.
➢ I used to be There Placed for 3 months however in operating days I had to spend all days
for observing the loan proposal application & not allowed to go for client visit most of the
time so I couldn’t get enough time for collecting data for my internship report.
➢ The organization is very conservative about their information, collecting primary data was
very hard for me. So, I have to prepare most of the part of my report based on secondary
report.
➢ The organization is newly company so there have not enough data for my report
➢ Lacking enough data which was important for making this report and which was not
accessible on sites.
➢ Adequate articles, distribution, fats and figure are not accessible.

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 Chapter-II
Company Overview

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2.1 Introduction

Fanfare is a social commerce platform specializing engaging companies fan community. The app
brings companies closer to their fans where consumer. Generated videos can be converted to an
instant point of sale. Fanfare is the only social commerce platform that allows brands to convert
real user generated videos into shoppable videos. Engaged directly with fan base. Drive more
traffic to existing E-commerce channels cost effective content marketing sales drives digital
marketing strategy.

Fanfare brings users/content creators, brands and consumers together on a unique video-shopping
platform, the Fanfare App. This is the only App in the world where brands can directly curate and
convert User-Generated Content (UGC) into point-of-sales shoppable videos. A brand can add
products for sale and link the video to its own E-store or preferred eCommerce site. By clicking
on these user-generated shoppable videos, consumers can do online shopping over multiple
eCommerce marketplaces, without exiting the App. The content creators are equitably and
systematically rewarded. The App also uses data analytics to provide brands with insights on
consumer preferences enabling them to stay connected.

Fanfare Charity gives back to the community by creating a Social Commerce Philanthropic Portal
where merchants and service providers can donate items or contribute free services to benefit over
80 Philanthropic Development Offices (PDOs) and charity organizations. Established in
partnership with Philippine-based Spring Rain Foundation, the portal ensures sustainability and
accountability, while stretching the donor dollar value and reducing donor fatigue.

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Company Profile:

Parents organization Fanfare global

Category of the company Digital platform
Business type Social E-commerce
Installation and operation date Fanfare Global (2 Feb 2017)
Fanfare Bangladesh (1 Jan 2019)
Total users 1 lakh 20000
Coverage area Singapore, Bangladesh, India, Morocco
Revenue Yearly 9-10 lakh
Main office address (Global) 410 North Bridge Rd, Singapore 188726
Main office address (Bangladesh) 51 Satmasjid Road Dhanmondi, Dhaka
1209
Web address Fanfare. Global
App.fanfare. global

2.2 Vision, Mission and Goal

Vision:
Fanfare Bangladesh Vision is a High-Growth, Prosperous and Digital Bangladesh. Also,
social connecting video sharing app.

Mission:

• To make the impossible possible

• To combine social connection and commercial action

• Constantly seek to better serve the valued Customers.

• Fanfare is the leading destination for short-form mobile video. Their mission is to
inspire creativity and bring joy.

Goal:

To portray social commerce platform where content maker, brands, e-commerce and others social
medias, will be equally benefited.

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2.3 Founders of Fanfare Global Pte. Ltd

Fanfare Global

VINCENT LIM MICHAEL CHUA

BENNY PHANG
CO-FOUNDER & CEO CO-FOUNDER & CMO
CO-FOUNDER & CSO
MEDIA & ENTERTAINMENT AWARD WINNING FILM
DIRECTOR & INVESTMENT STRATEGIST
ENTREPRENEUR
ENTREPRENEUR & INVESTOR RELATIONS

2.5 Fanfare Bangladesh Top Management

Fanfare
Bangladesh

Clarissa Tan Rajib Hossain Rizwanul Hasan Khan

Fanfare Chairman Fanfare Managing Fanfare Chief Operating
Director Officer

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2.6 Products & Services:

Product 01- Registration Package:

Brand Registration + 15,000 F: Coin: BDT 30,000
(will facilitate you to access huge number of user generated video contents, verifying/boosting
your relevant video/s, and also adding buy button/s)

Product 02- App Campaign:

It varies according to the campaign type, length etc. Minimum cost BDT 50,000/contest
(will get minimum 50 curated user-generated videos, reach more than 50,000 customers within a
very short period)

Product 03- Offline Campaign:

Regular Campaign: BDT 30,000, Standard Campaign: BDT 50,000, Premium Campaign: BDT
100,000
& Specialized Campaign
(will get direct involvement of target customers, it varies according to the campaign type, length
etc.)

Product 04- Facebook Campaign:

It varies according to the campaign type, length etc. Minimum cost BDT 30,000/contest
(Will get a contest covering target product, reach more than 1, 00,000 customers within a very
short period)

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 Chapter III
Literature Review

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Stakeholders Theory

For the Stakeholder Theory, created by using Freeman (1984), the which means of stakeholders -
named as these invested individuals or top rate gatherings of an affiliation (HORNEAUX, 2010;
HORNEAUX et al., 2014), it is "...all human beings or companies that have, in any capacity,
claims, premiums, property rights in an organization or in its exercises, in the present, past or
future" (CLARKSON, 1995, p. 106).

In the regular view, buyers or buyers are the vendors of the association, who has the responsibility
to put their requirements first, expanding their worth (FREEMAN; REED, 1983). Subsequently,
the objective is benefit (FREEMAN; WICKS; PARMAR, 2004). In any case, in the stakeholder
speculation see there are different stakeholders (HORNEAUX, 2010) and thinks about that humans
or foundations are comprehended as representatives, shoppers, providers, cash associated
organizations, networks, government, ideological agencies and gatherings, business and alternate
affiliations and people or worker's guilds (FREEMAN 1984; 1994).

The Theory of Stakeholders expands the association's imaginative and prescient to the outer
situation and approves the utilization of non-money associated pointers and to confirm the
relationship of the outside situation with the authoritative behavior (FREEMAN, 1984). In this
way, a few on-screen characters are viewed for the dynamic and elaboration of strategies
(HARRISON; FREEMAN, 1999). There is a point of view of placing Stakeholders as on-screen
characters that impact methodologies (FROOMAN, 1999) and the reactions to cataclysmic events
(MCKINIGHT; LINNENLUECKE, 2016).

One commitment of the Stakeholders Theory is that the adjustment in the administration
mannequin can appear from the enterprise approach (FREEMAN, 1984). A exchange prompts
stakeholder mix in key arranging and the board (PLAZA-ÚBEDA, 2010). Furthermore, the crucial
imaginative and prescient gave to the association of "who" is in fact the Stakeholder, characterised
via three angles: (I) attractive viewpoint: it is involved about distinguishing the necessities and
interests relying upon the business; (ii) instrumental perspective: it pursuits assessing the effect on
the association's presentation for its consistent improvement (iii) regulating angle: it has the cause

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for giving due acknowledgment of its magnitude (FREEMAN, 1984; DONALDSON; PRESTON,
1995).

After the improvement of the Stakeholder Theory (80's), a few examinations have picked up space
to conceptualize and sorting the typologies of Stakeholders (BRUGHA; VARVASOVSZKY,
2000). The investigations are talked about (SOLEIMANI; SCHNEPER; NEWBURRY, 2014) and
offer quite a number views on the groupings of Stakeholders (CLARKSON, 1995; DONALDSON;
PRESTON, 1995; MITCHELL; AGLE; WOOD, 1997). For this examination, we obtained the
grouping of Stakeholders proposed by way of Clarkson (1995), featured underneath:

Essential Stakeholders: clients, providers, speculators, workers, among others, centered on the
patience of the organization and have a relationship of association between the stakeholders
(CLARKSON, 1995).

Optional Stakeholders: made out of "the persons who impact or influence, or are impacted or
influenced by, the organization, then again do not have direct contact with the exchanges and are
not simple for its endurance" (CLARKSON, 1995), e.g., the media, authorities and nearby network
(VASI; KING, 2012).

Another fantastic grouping is by means of Mitchell, Agle and Wood (1997), who made the
Stakeholder Salience Model with the goal of expressing the importance of every Stakeholder
earlier than the affect of the supervisors. In the Stakeholder Salience model, stakeholders'
capability impacts associations notwithstanding houses of intensity, authenticity and earnestness
(TASHMAN; REALIN, 2013).

Mainardes, et al., (2011) Highlight that the two sorts of important stakeholders are dormant - which
have simply one trait and get little consideration from the organization; and hopeful - who have
two characteristics and have an an increasing number of dynamic stance. Given the definitions and
orders of Stakeholders introduced, it is vital for associations to signify what their identification is
and what the necessities and wishes of the Stakeholders are so as to direct the methods and

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accumulate esteem creation in the commercial enterprise (AGLE; MITCHELL; SONNENFELD,
1999).

We can likewise noticed that the meaning of stakeholders is a situation for assessing the
presentation of the enterprise (FREEMAN, 1984; CLARKSON, 1995; DONALDSON;
PRESTON, 1995). To intensify this accentuation, the Performance Prism Model is proposed.

So as to fulfill stakeholders, it is imperative to distinguish who the stakeholders are on a task, what
are their inclinations and create methods for dwelling up to their needs (Nguyen et al., 2009). A
stakeholder can be characterized as a person or gathering of people that can vigorously have an
impact on the success or disappointment of a task. These training of individuals, thus, have certain
desires from the venture, and inspecting the degree to which these desires are right now being
fulfilled in a decent manner gives a vital measurement of challenge success (Curtice, 2006).
Various methodologies of distinguishing stakeholders have been utilized in writing, for instance,
French and Granrose (1995) applied commonality method which is an approach of appreciation
the necessity of each stakeholder on a venture in addition to the significance of the stakeholder to
the venture. This will assist with setting up the concept of the relationship between the stakeholders
and undertaking and additionally make certain that task administrators recognize the desire for the
classes. As per Pinto (1998) the undertaking stakeholders can be categorised into various kinds
dependent on distinct rules, for example, these that have direct effect on the venture, these in a
roundabout way influenced and the gathering with most affect from either classification. This
investigation arranges stakeholders into task group, mission support/customer and advisors. As
indicated by way of Chan and Chan (2004), stakeholders must be glad with the widely wide-spread
execution of the venture.

Stakeholder Perceived Success Metrics

A dimension is any type of estimation used to survey some quantifiable thing of undertaking
achievement or execution. The truism that you cannot oversee what you cannot gauge is an axiom
in development venture. Nonappearance of success measurements can make it amazingly tough
for project supervisors to survey the achievement of stakeholders. Stakeholders' inclinations shift
because of the thought boggling nature of improvement undertakings and it is a standard

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conviction that recognizing stakeholder pastimes and needs is a big errand in assessing
stakeholders' achievement (Cleland and Ireland, 2007; Freeman et al., 2007).

Past examination has indicated the hugeness of abstract measurements as determinants of

improvement undertaking achievement, notwithstanding the intricacy associated with their
estimations (Hughes et al., 2004). For example, Baker et al. (1974 refered to in Hughes et al., 2004:
32) contended that if the mission meets the specialised want important points and additionally
mission to be performed, and if there is an expanded level of fulfillment regarding the undertaking
result among key stakeholders in the father or mother association, client association, challenge
group, and key end customers of the task exertion, the task is seen as a generic achievement. They
battle further that when you consider that stakeholders' discernments expect such a integral job in
thinking about the project a triumph, at that factor it is progressively desirable to see it as some
distance as "saw success of a task."

As per Abdullah and Ramly (2006), in generic stakeholder gratefulness (fulfillment) of the task is
the sizeable determinant of venture achievement, as this would have the upside of the stakeholder
being set up to dismiss timetable and value over-runs, delays and distinctive necessities. Lim and
Mohammed (1999) set that undertaking fulfillment ought to be considered from alternate points
of view, for example, singular, customer, patron and extraordinary stakeholders. Two classes: the
large scale and small scale perspectives have been proposed in their investigation. The
miniaturized scale see point drawing from the viewpoints of the person client and end-client
investigates the regular image of the assignment and decides whether the first task thought is
fulfilled. Then again, the miniaturized scale viewpoint of challenge achievement established on
the factors of view of the contractual worker, professional and other mission faculty, manages
venture accomplishment in littler phase levels, for example, pride of specialized stipulations and
end internal time, financial diagram and quality. Fig. 1 suggests the project achievement
measurements utilized in the examination, in view of the undertaking support/customer and the
venture group/advisor factors of view.

As per Shenhar et al. (1997) customer success is made out of four elements: enjoyable customer
needs, tackling predominant operational issues, the utilization of the item through the client, and

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the degree of customer loyalty. Anyway Shenhar et al. (1997) area that challenge success
measures, for example, assembly the task determinations and high-quality recommendations affect
usually speakme purchaser achievement in the undertaking. This is adjusted to the perspective on
Westerveld (2002) that success follows when the person client and stakeholder is content with the
usefulness of the remaining result, and assignment results. Along these lines, this exploration
utilized the accompanying 4 achievement measurements in estimating stakeholders' apparent
fulfillment in a development mission – pride of (customer and specialized) necessities, execution
productivity, consistence to guidelines and in prevalent fruition of activities inner time, spending
design and quality.

There is a deficiency of writing on the proportions of stakeholder success on improvement

ventures. Past explores on success measurements middle around groups and purchaser loyalty
(Kaplan and Norton, 1995; and ElMashaleh et al., 2007); programming purchaser loyalty
measurements of ability, ease of use, execution, installability, dependability, accessibility,
practicality and documentation (Balm, 1996); fuse of success measurements into the putting of
diagram small print (Chen, 2000); and medicinal offerings (Weissman et al., 2010).

We can also observed that the definition of stakeholders is a circumstance for evaluating the
performance of the business (FREEMAN, 1984; CLARKSON, 1995; DONALDSON; PRESTON,
1995). To emphasize this emphasis, the Performance Prism Model is proposed.

Performance Prism
Neely, Gregory and Platts (1995), Neely (1999), Neely, Adams and Crowe (2001), proposed the
PP as a performance comparison mannequin (NEELY; KENNERLEY; ADAMS, 2002) used in
numerous areas (SMULOWITZ, 2015, NAJMI; ETEBARI; EMAMI, 2012; YOUNGBANTAO;
ROMPHO, 2015).

Neely (2007) highlights the PP as a response to criticism from previous models such as the
Balanced Scorecard (KAPLAN and NORTON, 1997), and constructed on 4 components (NEELY,
ADAMS and CROWE, 2001).

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Initially, for Neely (2007, p.141-142) “the PP unifies other measures (e.g. Stakeholders,
employees, suppliers) and is built upon the strengths of persons in the organization. “Second, the
model accommodates budgetary measures (e.g. management cycles, front-line teams, forecasts)
and the degree of adaptation of the company, aiming at elevating overall performance (NEELY;
ADAMS; CROWE, 2001). Third, the mannequin enhances the subjectivity that exists in
accounting practice, as it exists in the valuation of goodwill and in the software of depreciation
(NEELY, 2007). For Neely, Adams and Kennerley (2002, p.142), this improvement occurs due to
the fact “some accountants orientations count on that they replicate the truth”. Fourth, the
mannequin advances the big difference between the price of a measure and the performance of a
measure, generating points of reflection and dependence on the two elements (NEELY,
2007).Presents the PP. The first dimension is stakeholder satisfaction, which seeks to apprehend
the key stakeholders and their needs, since these retailers play a integral function in the
organization’s overall performance (NEELY, 2007).

Fig: Performance Prism Model.

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The 2nd dimension, strategy, weighs whether or not strategies are implemented, communicated
within the organization, inspired by way of personnel and whether they are as planned (NEELY;
ADAMS; CROWE, 2001). We spotlight that the organization need to are searching for answers to
the question: what strategies ought to be put into practice to meet the wants and needs of the
organization’s key stakeholders? (NEELY; ADAMS; KENNERLEY, 2002).

The approaches correspond to the shape of the demand, the improvement of the product or carrier
and the management of the organisation (NEELY, 2007). For Neely, Adams and Crowe (2001),
the approaches dimension concerns what makes the enterprise work. From the point of view of
measurement, the fundamental factors are: quality, quantity, time, ease of use and funds (NEELY,
2007). According to Neely and Adams (2001), the important query of this facet is: What are the
vital tactics we need to operate and grow these processes? Capacities are the skills and skills that
the parties concerned need to have for the operationalization of the quick and lengthy term
processes, through a combination of people, practices, science and infrastructure (NEELY;
ADAMS; KENNERLEY, 2002). Sometimes groups want to apprehend what their abilities are in
phrases of production, distribution, deposit management, purchaser desires and market structure
(NEELY, 2007).

Finally, the stakeholder contribution emphasizes that not only must the enterprise make a
contribution to stakeholders, however stakeholders ought to additionally return the benefits to the
enterprise (NEELY, 2007). For Neely, Adams and Crowe (2001), the stakeholder contribution is
related with customer satisfaction, as it meets the desires of investors, consumers, distributors,
employees, regulatory agencies, communities and suppliers. Based on what has been discussed,
Figure affords the Performance Prism.

Stakeholder Theory and the Performance Prism Model

When considering the hobbies of different Stakeholders, in addition to the owner, the Stakeholder
Theory inserts the analysis of other elements in the overall performance contrast (FREEMAN,
1984). These factors are phase of a entire elaboration of the organizational method in order to meet
the wishes and wishes of the Stakeholders (HARRISON; FREEMAN, 1999; FROOMAN, 1999).
From a monetary and social perspective, the corporation goes thru the advent and distribution of

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accelerated wealth and fee for all (CLARKSON, 1995). In this context, a point of relationship
between the two elements can appear via the truth that the PP takes into account the viewpoint of
the stakeholder for the formation of performance measurement metrics, generating social price to
interest groups.
In Clarkson’s (1995) perspective, an enterprise can go closer to performance when there is clarity
and attention of needs, desires, obligations and duties with all Stakeholders, being quintessential
to study the function of the stakeholders and to recognize what is anticipated in terms of overall
performance to fulfill the unique stakeholders. In this connection, a 2nd factor of relationship
between the two elements can happen thru description of warning signs of needs, desires,
expectations and stakeholder satisfaction to measure as inputs in the formation of organizational
strategies.
Based on the aforementioned, the PP complements Clarkson’s (1995) factor of view when
analyzing
(i) who are the most relevant stakeholders for the organization’s operation,
(ii) what these marketers anticipate and wish from the organization and
(iii) what the company wants from these pastime groups, via the perspectives of stakeholder
satisfaction and contributions.

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 Chapter IV
Survey Analysis and Findings

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4.1 Survey Analysis

The point of this part is to observe the records and present the factual effects of the on the internet
and paper-based reviews. This phase is contained ten areas. The relationship between Fanfare and
stakeholder's success ranges are analyzed and talked about their satisfaction. Here we use for
analyses Microsoft excel. Where sample data collected from 30 respondents. After learn about
reactions were coded and entered electronically into the database, it was crucial to check and clean
the facts before opening the investigation.

1. How likely you would recommended Fanfare Bangladesh Ltd. To a friend or colleague?
Not at all Extremity Likely
1 2 3 4 5 6 7 8 9 10

This question we through for knowing about rating or review point of Fanfare Bangladesh Ltd.
Where have been 1 to10 rating point is here and also we defined it lower point is not at all and
higher point is extremely likely. Where we found,

Respondent
Not at all 12
Extremely Likely 18

EXTREMELY LIKELY

NOT AT ALL

0 5 10 15 20

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After analysis this survey question, most of the respondent 18 people are highly recommended
wants to highly recommend for Fanfare and those who are not interested for recommended that
are 12.

2. Overall, how satisfied or dissatisfied are you Fanfare Bangladesh Ltd.?

Very Satisfied 11
Somewhat Satisfied 15
Neither Satisfied nor dissatisfied 0
Somewhat dissatisfied 03
Very dissatisfied 01

Very Satisfied
3%
10%
0% Somewhat Satisfied
37%
Neither Satisfied nor
dissatisfied
Somewhat dissatisfied
50%
Very dissatisfied

Here total respondents are 40. Where from 37% respondents are very satisfied, somewhat satisfied
are 50%, none of the respondents are neither satisfied nor dissatisfied, somewhat dissatisfied are
10% and very dissatisfied are only 3%. That means most of the stakeholders are satisfied with
Fanfare.

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3. How well do projects/programmes meet your needs?
Extremely well 12
Very well 08
Somewhat well 06
Not so well 03
Not at all well 1

3%
10%

40% Extremely well

Very well
Somewhat well
20%
Not so well
Not at all well

27%

Here out of total respondent most of the respondents that are 87% are satisfied with Fanfares
project or service. That means they get all needs that they expect from fanfare. And 13%
respondents who give negative answer about this question.

4. How would you rate the quality of Fanfare Bangladesh Ltd.?

Very high-quality 08
High quality 10
Neither high nor low quality 05
Low quality 04
Very low quality 03

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 10%
27% Very high-quality
13%
High quality
Neither high nor low quality

17% Low quality

Very low quality
33%

Here most of the respondent 50% who are rated high quality of Fanfare and 17% respondent gave
their answer null and 23% respondents gave their answer low quality.

5. How would you rate the value for money of Fanfare services/programmes?
Excellent 14
Above average 06
Average 08
Below average 02
Poor 00

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 7% 0%

Excellent

27% Above average

46% Average
Below average
Poor
20%

Here, most of the respondents 46% are rate value for money of Fanfare services or programmes
choose excellent, 20% choose above excellent, 27% are choose average, Below average are chosen
by only 7% respondents and null for poor.

6. How responsive have Fanfare been to your question or concern?

Extremely responsive 09
Very responsive 07
Somewhat responsive 04
Not so responsive 06
Not at all responsive 04
Not applicable 00

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 9

7
6

4 4

Extremely Very Somewhat Not so Not at all Not applicable

responsive responsive responsive responsive responsive

Here out of 30 respondents, 16 respondent are agree with this question and they are satisfy for
responsive issue of Fanfare and only 10 people are properly not satisfy about responsive issue of
Fanfare.

7. How long have you been involved with Fanfare Bangladesh Ltd.?
First involvement 07
Less than six months 10
Six months to a year 09
More than 1 year 03

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 10
9

First involvement Less than six months Six months to a year More than 1 year

Here out of 30 Respondents 7 respondents are first time involve with Fanfare , 10 respondents are
involve less than six months, 9 respondents are involve with more than six months and more than
1 year involve with Fanfare only 3 respondents.

4.2 Findings:

Continuing communication with stakeholders barring focusing on enhancing communication with

community-based agencies about insufficient funding and coaching opportunities and upcoming
events. Lack of promotional things to do many people are don’t be aware of about Fanfare
Bangladesh, they only structured virtual and on line based promotional activities. Lack of
exploration of techniques to engage and expand with stakeholders, Lack of strategic planning of
Fanfare Bangladesh Limited and lack of efforts for communication. Lack of mentality to associate
with Fanfare Bangladesh Limited and strategy the corporation to solve any problem. Lack of
statement on how Fanfare Bangladesh Limited can improve its effectiveness.

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 Chapter V
Recommendations

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5.1 Recommendations:

1. Continue to communicate with stakeholders using present day arrangements, with

expanded center of attention on enhancing verbal exchange with community-based groups
about funding and training opportunities, and coming near near events.
2. Build on contemporary stakeholder pride with Fanfare Bangladesh Ltd.’s collaborative and
localized strategy to verbal exchange by:
i. Increasing the visibility of Fanfare Bangladesh Ltd. staff as tons as possible
with the aid of having them attend events, field days and community crew
meetings, and arranging visits with stakeholders as frequently as can be
executed alongside with other work commitments.
ii. Combining that extended visibility with practical help where possible,
and/or willingness to engage.
3. Explore advantages from and strategies for broadening and deepening engagement with
stakeholders
4. Consider the importance of speaking the social-ecological systems groundwork
underpinning Fanfare Bangladesh Ltd.’s strategic plan, and allocate extra efforts to
speaking this message if and as required.
5. Consult with every community-based group individually and collectively to determine
their unique wants for support, the use of the results of the potential survey as a information
collectively with individual team comments furnished in this report.
6. Priorities conversation with corporations and businesses that have partnered with Fanfare
Bangladesh Ltd. on projects to get to the bottom of any great problems and explore how to
construct on successes.
7. Further take a look at the consequences of this survey to discover its own interpretations
on how Fanfare Bangladesh Ltd. can enhance its performance.

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Conclusion:

In short, the outcomes of this Stakeholder Satisfaction Survey place an excessive emphasis on the
interplay of Fanfare's stakeholders and Fanfare is normally viewed to be a good performer in this
regard. The consequences additionally highlight it. Fanfare is viewed as presenting nice benefits
to the community and the environment. Local get right of entry to and face-to-face contact with
fanfare team of workers is appreciated, particularly in the community of rural place partners. While
the results normally provide perception for Fanfare's strategies, stakeholders had been no longer
necessarily deeply worried or wise with Fanfare's strategic plans. It suggests that the strategic
position that Murray can play in facilitating the contribution of region-wide stakeholders in greater
regional planning based on Fanfare’s socio-ecological method can be appreciated.

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