Group Assignment

Pran Food Ltd.

Team-Roasted Coffee Submitted to - Abu Saad Shezanul Huq
Course-MGT 210 MSc, University of Strathclyde
Section-1 Lecturer, Department of Management
Date-17/12/2017 School of Business & Economics

North South University

Submitted by

MayeshaSamehaRahman - 1711427630

Robin Rahman - 1711948030

NishatNailah -1711550630

RatriSaha - 1712431030

FardinKibria - 1712435030
Table Of Content

Content Page No

1 Executive Summary

2 Introduction

3 SWOT Analysis

4 Situational Analysis

5 Porters Five Forces

6 Strategic Application

7 Management Issues

8 Conclusion

9 References
 Executive Summary
This assignment tends to provide information about Pran Foods Ltd., and its advancement. The
company is one of the leading businesses institutions of Bangladesh. One of the major goals of
the company is to reduce poverty and hunger through large scale employment generation. It is
directly contributing to the economy of Bangladesh through its corporation with farmers and
earnings from export.

The report focuses on the portfolio of the product where we found Pran takes an extensive way
to all form of agro processed food products considering all of the ways ensuring products
hygiene and quality. We will analyze the internal and external factors of the company, justify
Porters Five Forces and analyze the current management issues.

Moreover, PRAN Foods Ltd., strengths and competencies developed over the years. It aims to
provide the best working environment along with good quality product for its customer. In
addition, The major strengths of the company in Bangladesh are experience, large economy,
greater sources of finance greater control over sources of raw materials, risk-pooling, huge
distribution network, conforming to standards, economies of scale, creating potential market in
the new world place.

Lastly, the food processing industry has a huge contribution to economic progress in Bangladesh.
In today world, export of food is ultimately an important and vital way of improving the
economy of our country.
 Introduction

PRAN (Programme for Rural Advancement Nationally) is one of the largest food and beverage

brands in Bangladesh established in 1981.Having a huge portfolio with certain group of

industries, it has been quite challenging to focus only on the Food and Beverage sector of PRAN.

It’s a sister concern of PRAN-RFL group and has been exported to 138 countries. PRAN started

its journey as a vegetable and fruit processor and currently producing more than 400 food

products under 10 different categories.As a guiding principle of its management system, the

company has adopted ISO 9001. The company is compliant to HACCP and is certified HALAL.

PRAN-RFL group was founded by late Major General Amjad Khan Chowdhury. He was the

CEO of PRAN-RFL group until his death. The company then named Ahsan Khan Chowdhury,

son of Major General Amjad Khan Chowdhury as the new chairman and chief executive officer

(CEO) of the Group in 2016.Prior to his current role, Mr. Ahsan Khan Chowdhury was the

deputy managing director (DMD) of the company.

As Bangladesh is a developing poor country, poverty and hunger are curses for the people of our

country. PRAN aims to create job opportunity for people and at the same time, they are

determined to provide quality goods for a better life. They aim to generateemployment and earn

dignity and self-respect for their competitors through profitable enterprise. Their vision is

improving livelihood.
SWOT Analysis of Pran Food Ltd.

Strength :

 Economic Scale-Pran Food Ltd is one of the oldest and most admired food & bevarages

brands in Bangladesh. It is a established company with a huge amount of capital. So they

can easily launch new product that can easily support their market plan. Besides, with the

help of it they can also find a solution to return from the sudden loss and unexpected

setbacks. Thus they always come up with a new possible better version of their product

and satisfies their customers.

 Largest exporter – Pran Food Ltd is the largest and renowned exporter of canned food in

Bangladesh. They are successfully exporting since 1996. It currently exports to over

136countries.

 Unbeaten product and brand portfolio– Pran has become succeessful to create strong

brand image by its quality products all over Bangladesh. It has also earned goodwill for
 its high quality image as a juice and packaging product producing company. It is now

producing 400 products under 10 categories.

 Innovative Product- Pran also tries to come up with something new and innovative. Like

there are many juice and soft drink products like mango juice, orange juice etc . But no

one has come out with coconut juice. Pran Food Ltd is the first one to produce it. Thus

Pran Food Ltd had many times come up with products that were absolutely new to

Bangladesh. And for being the first movers , most of the time they have achieved success.

 Brand Image- Pran is one of the leading food and bevarages brands. They have earned

massive goodwill by producing quality products with very affordable price. It is very

famous for its high quality image as a juice and packaging product producing company.

 Affordable Price – Pran is currently producing 400 products under 10 different

categories. Pran is very famous for its producing quality products and selling them in an

affordable price.

 Cost Advantage-Pran already provides various types of quality foods and bevareges and

satisfies the needs of verious customer segments. Therefore, they have got a lot of

customers.Thus they have attened cost leadership in the market and is able to provide

their products at a lower price than their competitors. And is also able to keep their

operational cost minimum.

  Distribution Channels-Pran has extensive distribution channel all over the world. Apart

from Bangladesh it exports to over 134 countries. And with the help of distribution

channels they are able to do their operations globally. Besides they select their retailers ,

dealers and always inquiry about their previous performances. They have short

distribution process thus they can reduce their cost and increase profit easily. Besides

they use their own transport which helps them to lower their operation costs.

 Highly skilled human resourse- Pran has got highly skilled human resourse. They are able

to operate the company’s up to date technology and produce the best quality products

effectively and efficiently. Pran has got a huge number of employees still maintains a

labor productivity which is twice as much as the other local companies. Besides, Pran has

a huge management that can lead this organization effeciently. It’s HRM plays the most

important role behind Pran Food Ltd’s success.

Weakness

Price-Rivals sometimes try to reduce their cost.

Target market-Since its service and product both are of international standard in terms of quality,

price so its difficult for Pran to go for target marketing.

Preservation- It's tough for Pran to preserve the mango products because of the temperature and

also as it is a pursuable product.

Heavy administration expense-Pran has heavy administration cost. They also have other

expenses like packaging, labeling , branding etc.

Pran Chocolate Milk-It has some weakness for Pran Chocolate Milk. Because compared to

Aarong and Milk vita its dairy line is not clearly positioned. The quality is exactly the same as

the rivals product. Besides their advertising campains for dairy products is not creative and

exciting at all.

Opportunities

 New Technology- New technolgy plays an important part in Pran. By using new

technologies, Pran tries its best to reduce its production cost.

 Entering New Market- Pran currently exports to many countries. Their main reason to

enter new geographical areas is to gain more profit and to increase their brand image.

 Entering Mass Market- Pran already has the local presence in the market and strong

brand value as well.

 Demand of Pran’s Product- Maximum retailers and super shops are highly interested to

carry it’s product.

Threats

 Competitors- Pran has a lot of competitors. So it is a must for them to differenciate their

products from other competitors.

 Changing taste of buyers- Buyers taste and demands keep on changing. So trying to

always satisfy them with something new is tough for the organization.

 Current political unstable situation- Current political unstable situation may affect new

product launch activities.

 Uprising comodity price - Uprising comodity price is also a threat for the product which

are recently introduced.

 Situational analysis

PRAN is currently producing more than 400 food products under 10 different categories i.e.

Juices, Drinks, Mineral Water, Bakery, Carbonated beverages, Snacks, Culinary, Confectionery,

Biscuits & Dairy.Net sales reached 41,18,40,00,000in the 2017 fiscal year and currently

exporting to 134 countries of the world. As per the current year, the company has 80,000 direct

employees and 2000 indirect employees. Net earnings from export are more than TK 1, 126

crore.

Close competitors of Pran Foods Limited:

 Square food and beverage

 Akij food and beverage

 Aci food and beverage.

Each of the company’s competitors had less annual sales over the recent years compare to

PRAN. The financial results demonstrate that Pran Foods Ltd is a large company when

compared with all other business organizations including competitors within the same industry.

This fact will act as a barrier to entry for newcomers wishing to compete on the same large-scale

level as PRAN
Sales and profit: Taka in “000”

Year 2016 2015 2014

Revenue 8,796,778 7,611,213 6,321,274

Net Income 860,939 752,790 721,163

Profit Margin 9.79% 9.89% 13%

The increasing sales for the year reflected the execution of a number of turnaround initiatives,

including changes in the Company's advertising, pricing and buying strategies.

Strategy: Pran is combining a cost leadership strategy with a differentiation strategy. The

company differentiates itself by operating on a much higher scale than its competitors. The plan

is to carry all products related to the food industry and be the first choice of customers with the

largest selection and best prices in the industry.

The employee selection is done on the basis of merits and qualifications. Everyone has got clear-

cut job descriptions and got equal opportunity to contribute and share their ideas and thoughts to

grow in the company.Employees are rewarded with salary, commission and incentives as per

standards. Workers and staffs aregiven free and subsidized food from the factory and office

cafeterias. All these factors motivate the employees and push them further to achieve the

organizational goals.

Major portion of raw materials is collected from the native farmer who acts as the supplier of the

company. The suppliers are provided financial support and ensure proper price for their

produces. It is important that the supplier performance management program has well defined

objectives. These objectives should be tied to the overall company strategy and the goals for the
organization. Without an alignment between a supplier performance management program and

the goals and strategy of the company, the program will be at best ineffective and may result in

wasted resources.

Political Factors: PRAN Foods is the largest consumer goods producing industry in Bangladesh

so political decisions have a great impact on their business. Generally, consumer goods industry

is not that much regulated in Bangladesh and imposed taxes and other duty charges are lower

than the other sectors. However, political unrest affects transporting goods, higher price of raw

materials and overall production.For big companies like PRAN Foods limited, Negative political

environment hampers day to day business operations at almost every field. Strikes hamper cross

border trade between Bangladesh and India. Such circumstances not only temporarily damage

business operations, but destroy a company's international image in the long run. Company

cannot then supply promised products internationally and ends up losing customers abroad.

Social Factors: The social aspect focuses on the forces within the society. Family, friends,

colleagues, neighbors and the media are social factors. These factors can affect the attitudes,

opinions and interests. So, it can impact sales of product and revenues earned. For example,

Pran values all the festivals in order to relate to their market. Reacting to the social factor

helpsthe company cash upon the opportunity.

Legal Factors: The specific legal environment in which Pran Foods limited operates is highly

dependent on its owncountry and market in question. In Bangladesh, due to the huge percentage

of poor quality ingredients used in manufacturing process, question arises related to an

individual’s health and safety. This arise trust issues in people and may stop them from buying

the product.
Environmental Factor: Crop and animal production in Bangladesh are sometimes disrupted by

natural disasters, including floods, hailstorms and cyclones, which devastate the production of

specific materials such as fruit, vegetables and grain crops. Natural disasters generally affect

smaller regional areas for shorter periods, but the consequences affecting the food industry is

high.
Having a huge portfolio with certain group of industries, it has been quite challenging to focus

only on the Food and Beverage sector of PRAN and undertake a detail oriented analysis on how

Porter’s 5 forces put effect on each of its criterion.

Each forces has been analyzed with the typical market condition while considering the overall

market strategies and tactics. PRAN, being an overly large company, the phenomena of being

affected by the larger market portion could not be neglected.

When the Food and Beverage Sector gets strained through Porter’s 5 forces, the following

scenario appears (each of which has been discussed briefly):

1. Rivalry Among Competitors:

The market for beverages being extremely volatile, the major aspects that have been

considered are given below:

 Economies of scale: Economies of scale reflects a scenario in which a company

(or a sector) gets a huge cost cut due to its producing a large quantity of goods.

Such cost cut accelerates its chances of making a larger profits and thus ensures

that the new entry cost for the upcoming competitors gets high. PRAN produces a

ton of products with proper diversification and huge market coverage and thus has

built a huge economies of scale for itself over the passage of time.

 Product differentiation: While looking at the current market scenario, it can

easily be noticed that PRAN’s products have lately been more diversified against

most of its competitors.

  Brand Identification: PRAN has created its brand identification in such a

manner that it’s currently difficult for any other new brand to grab the market

share just as PRAN did.

 Switching Cost: The switching cost for PRAN beverages is low since there are

other products available which cost cheaper than them.

 Experience and learning effects: PRAN has been in the market for more than 50

years and such experience in terms of its business and learnings enables it to fight

its existing competitors in a tactical manner.

So it concludes that the existing rivalry among the competitors for the stated sector is

‘low’.

2. New Entrants:

To consider the scenario for the probable new entrants, following traits have been

considered:

 Industry Protection and regulations: Currently Government has opened up the

industry policies to bloom and get enlarged. Where the industry protection is low and

there are few modes of regulation and no such strict barriers, it is easy for the new

entrants to penetrate the market with a low cost.

 Capital Requirement: For a company to be built and survive, a considerable amount

of capital is required. So for any such new entrants, the capital requirements would be

a mild barrier.
  Access to Distribution Channels: A quick access to proper distribution channel will

accelerate the chances of having new entrants in the industry. Currently the access to

distribution channels have largely been available for any entity to operate in the

market.

 Access to Latest Technology: The access to latest technology would be a challenge

for the new entrants since it is often very expensive and is further very volatile in

terms of its modification.

Thus from the above discussion, it can be concluded that the threat of new entry is

‘medium.’

3. Threat of Substitution:

For any consumer product with such less incurred cost (from consumer aspect), there is

always high risk associated with its chances of substitution. The Food and Beverage

sector of PRAN certainly falls under the criteria. The threat of substitution can be

analyzed from the given perspectives:

 Availability of close substitutes: Certainly many close substitutes for the stated

beverages exists and the availability of such products is not negligible. The

market is filled to the brim with the competitors’ products which can easily

substitute PRAN’s.

 User’s switching cost: The products existing in the current market place have

more or less the same price line. So undoubtedly, user’s switching cost is very

low.
 Considering the above mentioned situation, threat of substitution for PRAN is ‘high’.

4. The Bargaining Power of Suppliers:

Suppliers play very important role since they are directly related to the financial cost cut

and long term sustainability of the company. The bargaining power of the suppliers have

been analyzed below:

 Number of important suppliers: When the number of important or major

suppliers is low, the bargaining power for them becomes high. Currently the

market has average number of suppliers who play key roles in term of supplying

the raw goods to the beverage companies.

 Availability for the substitutes for the supplier’s products: The products

which are supplied currently, have an average substitution option.

 Supplier’s contribution to the quality of the final product: What would be the

quality of the final good or the beverage, hugely depends on the raw products

supplied by the suppliers.

Taking the above mentioned points into consideration, the bargaining power of

suppliers is ‘medium to low.’

5. The Bargaining Power of Buyers:

The bargaining power of buyers have been analyzed through the below mentioned points:

 Number of (important) buyers: When the number of buyers become high, the

bargain power for each of the buyers becomes low. The market has not only many
 beverages with too much competition, but it also has a tremendous number of

buyers which by default relinquishes a high bargaining power.

 Buyer’s Switching Cost: The market having more or less the same product types

with an average price string, the switching cost for buyers is low.

So considering the above detailed points, the bargaining power of buyers can be

considered ‘medium.’

PORTER’S FIVE FORCES DESCRIPTION

1.Rivalry among competitors PRAN is renowned for selling beverages

in Bangladesh for quite a long time.

Firstly, we say that PRAN handles

economies of scale pretty well. The

company manufactures a great variety of

merchandises which cover a huge market

by building economies of scale. Secondly,

PRAN has different variety of products

than most other companies. Thirdly,

PRAN has more reputation as a brand

which has made difficult for the rivals to

compete in the market. Fourthly, other

products are cheaper than PRAN

 beverages so the switching cost for it is

low. Finally, PRAN has been dominating

in the market for more than 50 years so

they have more experience in the field.

Thus we can say that rivalry among the

stated sector is ‘low.’

2.New Entrants Firstly, the industry protection is low and

there are few modes of regulation and no

such strict barriers. But for new entrants

capital requirement would be a mild

barrier. Secondly, the access to

distribution channels have largely been

available for any entity to operate in the

market. But the access to technology is

often expensive. Thus from the discussion

we can say new entrants sector is

‘medium’

3.Threat of Substitution As availability of close substitutes is high

and products existing in the current

market line have more or less same price,

so user’s switching cost is low. So threat

of substitution is ‘high’

4.The Bargaining Power Of suppliers The market having more or less the same
 product types with an average price

string, the switching cost for buyers is

low. The

tremendous number of buyers

relinquishes a high bargaining power. So

the bargaining power of suppliers is

‘medium’

5.The Bargaining Power of Buyers The market has many beverages with too

much competition as well as a large

number of buyers which relinquishes a

higher bargaining power. As the market

has similar products with an average price

range, the switching cost for buyers is

lower. So, we can consider this point as

‘medium.’
 Strategic Application
Growth strategy is a corporate strategy that’s used when a organization wants to expand the

number of markets served or products offered, through either its current business or new

business. There are four types of growth strategies to implement upon. They are:

 Concentration

 Vertical integration

 Horizontal integration

 Diversification

Since we know that PRAN Foods Ltd has already expanded its business beyond Bangladesh and

is recognized as a multinational company. PRAN has set up a plant in the north-eastern Indian

state of Tripura and production began in April 19,2010. Since then PRAN has come a long way

but being in a foreign country maintaining their supply chain has never been that easy. Therefore

PRAN can go for vertical integration growth strategy.

Vertical integration is when a company controls more than one stage of the supply chain. That's

the process businesses use to turn raw material into a product and get it to the consumer. There

are four phases of the supply chain: commodities, manufacturing, distribution, and retail. A

company vertically integrates when it controls two or more of these stages.

Vertical integration can be carried out in two ways: backward integration and forward

integration. A company that expands backward on the production path into manufacturing is

assuming backward integration, while a company that expands forward on the production path

into distribution is conducting forward integration

Advantages of vertical integration are as follows:

 Organization will be benefited from economics of scale and can cut costs significantly.

Vertically integrated companies eliminate overhead by consolidating management

 Lower internal costs and have a efficient and effective delivery of the items

required.

 Can avoid facing disruptions by avoiding strikes and labor dispute.

Disadvantage of vertical integration are as follows:

 Huge amount of expenses has to be bearded in the form of large amount of capital
investment to set up or buy factories.

 Flexibility is lost. Consumer trends can’t be followed

 Loss of focus. It becomes difficult to manage both the retail and production sectors at the
same time.

PRAN Foods Ltd can easily overcome the disadvantages brought to light as further investments

required can be done easily with the amount of capital PRAN has in store. Also in addition

PRAN has a very skillful and talented line up of manager who can easily handle both the sectors

simultaneously . Implementing vertical integration strategy will help PRAN gain competitive

advantage over non-integrated companies. Consumers are more likely to choose its goods or

services where either the costs are lower, the quality is better, or the product is tailored

directly to them. Thus PRAN can go head to head with its competitors and capture some

extra market share and increase its brand loyalty getting an edge over its competitors.
Competitive strategy is an organizational strategy for how an organization will compete is its

businesses.

Competitive strategies are of three types:

1. Cost Leadership Strategy

2. Differentiation Strategy

3. Focus Strategy
Out of the strategies mentioned above PRAN Foods Ltd should go for cost leadership

strategy. Cost leadership strategy means seeking to attain the lowest total overall costs

relative to other industry competitors. It would allow PRAN to charge lower prices

compared to their competitors and also would go perfectly along with vertical integration

as both seek to lower costs which would make managers jobs much easier in managing

operations as both the strategies cooperate with each other perfectly. It would also be

beneficial for the company in the long run, increasing both revenue and profit.
 Management Issues

Being such a large company PRAN foods and beverages also faces management issues with its
structure of business. They also follow the four management functions to achieve the goals
which are planning, organizing, leading, and controlling. Without all these a business cannot run
effectively and efficiently.

PRAN hasn’t reached this position without its great management functions.

Planning:One of the most common sets of activities in the management is planning. It is a

preparatory step. It is a systematic activity which determines when, how and who is going to
perform a specific job. The sets of plans that PRAN followed are:

1. By defining the major objective: The major objective as mentioned before as well that

PRAN is to remain as the market leader with consumer items in food and beverage sector

in the country and to be the market leader in same sector abroad with minimum NP level

of 10%.

2. By choosing alternative course of action: A number of alternative course of actions

have to be considered and evaluated by weighing its pros and cons in the light of

resources available and requirements of the organization.

3. By formulating short term plans: The tasks in an organization should be broken down

into contributory minor objectives, each clearly defined and each capable of detailed

planning. The short term plans might include sales maximization, productions

maximization and cost minimization etc.

4. By involving more organizational members:Organization should involve more

members in the planning process. This doesn’t mean plans are handed down from one

5. level on to the next but instead are developed by organizational members at various level.

Organizing:
  Production system:The foundation of PRAN production systems are built on

standardization to ensure a safe method of operation and a consistent approval to quality.

PRAN members seek to continually improve their standard processes and procedures in

order to ensure maximum quality, improve efficiency and eliminate waste.

 Manufacturing process: PRAN ensure the integrity of the enterprise and to maintain

quality assurance, the implementation of standards. This means installing efficiently

designed processes throughout the operation from product development, to supply chain

and shipping. By adopting a strong, process-centric culture, PRAN can smoothly

transition from chaotic and ad hoc management systems to a smooth running operation

that increases profits.

Controlling:

The control process of PRAN food and beverages includes measuring the actual performance
and then comparing actual performance against standard followed by taking necessary
managerial action. We can measure the performance though personal observation, statistical
reports, oral reports and written reports.

Leading and leadership styles implemented:

The leadership styles include:

Democratic leadership = the company wants to share their views and ideas with worker and from
them the company also expects some valuable ideas whenever they take any decision.

Transactional leadership = sometimes company offer reward for some specific task they did it to
motivate employee. PRAN has some expertise to make those strategies for long term motivating
work environment and they set it towards the workers.

Motivating the employees:

The management leader of the company motivates their employers giving reward, special offer,
promotion and many other ways which include:

 They make most workers motivated as they always try to make the best result out of their

employees
 They set a personal example to follow by their subordinates

 The company shows the employees future basing on their job regarding their

achievements and other staffs

 Sometimes they offer outing beyond the job

 Sometimes they give employee’s different incentive offer like performance based reward,

task based reward etc.

 They set the right job and well environment for the employer

 They also give the right to make effective decision for organization

Types of departments PRAN foods have:

1. Production and planning department:. The quantity and quality of products

coming off a production line is closely monitored. In businesses focusing on lean

production, quality is monitored by all employees at every stage of production, rather

than at the end as it is the case for businesses using a quality control approach.

2. Research and Development department:It is responsible for the design and testing

of new product processes and product types, together with the development of

prototypes through to the final product. The technical support department may also

be responsible for work study and suggestions as to how working practices can be

improved.

3. Purchasing department: The purchasing department is responsible for providing

the materials, components and equipment required to keep the production process

running smoothly for PRAN foods ltd. A vital aspect of this role is ensuring stocks

arrive on time and to the right quality.

4. Market and selling department:The marketing department has overall

responsibility for growing revenue, increasing market share and contributing to

company growth and profitability. The marketing and selling department sets goals,

plans for the product’s pricing and distribution, provides customer service and does

promotions for the PRAN’s food and beverages products.

5. Human Resource Management department: The human resources management team

suggests to the management team how to strategically manage people as business

resources. This includes managing recruiting and hiring employees, coordinating

employee benefits and suggesting employee training and development strategies.

There are around 84000 employees working in PRAN foods ltd. PRAN mentions that

they treat their employees as a core resource and family member.

6. Accounting and Finance department: Accounting and finance play an existential role

in the management of PRAN foods ltd. PRAN’s finance Department manages its

long-term and day-to-day monetary operations and strategy. This department also

does the budgeting and forecasting, manages expenses, does internal audit and

compliance, manages treasury and does tax related works etc.

Centralized or Decentralized:
PRAN is a centralized company as the decision making process and planning’s are
passed from the Head office of PRAN which is situated in Bangladesh to all the other
branches and offices all over the world. PRAN is one of the largest exporters of
processed food from Bangladesh and they aim to create a huge demand globally for their
products. PRAN food started to export in the global market since 1996 and now they
export to over 134 countries in the world.

PRAN has a lot of trade partners and their partners are great support for them. Through
the partners PRAN reach its ultimate customers. They support PRAN in promotional
activities and merchandising. The trade partners mainly include the wholesale dealers
and the other small and large scale retailers.
Though PRAN foods are exporting in so many countries and have branches in different
countries as well as they have a lot of trade partners still this company is centralized.
This is because all the prices, qualities and quantities are set by the headquarter of PRAN
foods ltd which is in Bangladesh.

Diversification:

PRAN foods ltd is enlarging and varying its range of products as well as its field of
operations more often. There is diversification within this company. A new product is
often launched in a regular or yearly basis. They also enlarge their company through
increasing its exports in to different countries.

Recently, In March 2016 PRAN foods ltd has launched three types of Yogurt which is a
delicious food. This Yogurt is available to customers at an affordable price and is
available in 50gram, 100gram and 500gram packs.
 Conclusion:

Organizations in this era are very sensitive as they need to be demographically, politically,

technologically and economically developed. PRAN is currently one of the most admired food

and beverages brand among the millions of people of Bangladesh and other 134 countries of the

world where PRAN is regularly being exported. All the PRAN products are produced as per

international standards maintaining the highest level of quality. Though PRAN is a successful

company but it does have to face some problems like barriers to exporting to India, employee

conflicts which is because of bad human resource management and also inadequate physical

facilities etc. PRAN needs to look properly in to its threats and weaknesses and they need to try

to solve them soon so that they don’t create any big issue. PRAN is trying its best to increase

their business activity and also brand image. But according to the profit margin from 2014 to

2016 the profit margin has fallen. So PRAN can use more marketing and management strategies

to improve its business as well as the new idea of opening up a fast-food chain will help to

increase their profit as well as the market share. However, PRAN should continue to diversify its

products varieties and range to expand the business more and become more successful in the

near future.
 Reference

1. Sample analysis of Porter’s Five Forces retrieved from

http://valuationacademy.com
2. PRAN-RFL Group Names New Chairman and CEO, December 2, 2016, newsletter
retrieved from https://futurestartup.com
3. http://www.pranfoods.net/product_brochure.php
4. Swot of Pran Group, Rh Wribhu, 20th March 2015, retrieved from
https://www.scribd.com/document/259353026/Swot-of-Pran-Group
5. Term paper on Marketing Strategy, 16th April 2013, retrieved from
https://assignmentpresentationedu.blogspot.com/2013/04/term-paper-on-marketing-
strategy-of.html
6. The largest grower and processor of fruits and vegetables in Bangladesh- Pran Foods
retrieved from http://www.pranfoods.net/