Assignment Topic: Strategic Management Practices in Pran-RFL Group

Course Title: Strategic Management

Course Code: MGT490
Semester: Summer 2023
Section: 6
Submitted by:
Group Name: Alpha
Name ID Contribution
Md. Ashraful Islam Joy 2022264 History of PRAN RFL Group,
(Leader) SBU's of PRAN RFL,
PESTEL Analysis of
Bangladesh, Conclusion.
Faysal Mahmud Arnob 2020266 BOD of Pran-RFL Group,
CSR activity of Pran-RFL
Group
Mithun Ahmed Musa 1630742 VRIO, Value Chain Model
Sclera Rahman Lamiya 1830720 SWOT Analysis of Pran-RFL,
SFAS Matrix and Strategic
Implementation.
Khadija Nabiha Tarin 1810673 BCG Matrix Analysis,
Recommendations.
Tanushree Ghosh 1921053 BCG Matrix Analysis,
Recommendations.

Submitted To:
Md Awal Al Kabir
Independent University, Bangladesh.
 Letter of Transmittal

August 20th, 2023

To,

Md Awal Al Kabir

Independent University, Bangladesh

Subject: Submission of Group Report for MGT490

Dear Sir,

We want to state that we have accomplish the task provided to us. It is an excellent opportunity
to work on this report to showcase our knowledge and relevant points discussed on Strategic
Management in the report. Hereby, we submit the assignment on Management Practices in Pran-
RFL Group Despite our best efforts, there may be a few gaps in the assignment; we ask for your
patience and hope you are satisfied with our work.

Thank you for all your help and guidance and we look forward to your acceptance of our
assignment.

Yours Sincerely,

Md. Ashraful Islam Joy – On behalf of the group Alpha

2022264

MGT490 (Section 06)

 Table of Contents
History of PRAN-RFL Group ......................................................................................................... 4
Listing The SBUs of PRAN-RFL Group ........................................................................................ 5
PESTLE analysis for Bangladesh: .................................................................................................. 8
BOD of Pran-RFL ......................................................................................................................... 11
CSR Activity of Pran-RFL............................................................................................................ 14
VRIO ............................................................................................................................................. 15
Value Chain Analysis of PRAN FOOD Ltd ................................................................................. 16
SWOT analysis of RFL group ...................................................................................................... 21
BCG Matrix Analysis of Pran-RFL Group ................................................................................... 26
Recommendations ......................................................................................................................... 28
Conclusion .................................................................................................................................... 29
History of PRAN-RFL Group

PRAN-RFL Group is a Bangladeshi conglomerate, founded in 1981 by Amjad Khan

Chowdhury. The company is known for its diversified business portfolio, including food and
beverage, plastic products, and agricultural machinery. RFL started its journey with cast iron
(CI) products in 1981. The initial main objective was to ensure pure water and affordable
irrigation instruments for improving rural life. Today the company has its wide ranges of CI
products like pumps, tube wells, bearings, gas stoves, etc. and has achieved prestige as the
largest cast iron foundry and light engineering workshop in Bangladesh. With a vision to serve
the common people of Bangladesh with quality necessary products, RFL diversified its operation
into the PVC category in 1996 and in the plastic sector in 2003. At present it is market leader in
all these three sectors-cast iron, PVC and Plastic in the country. The sizeable amount is also
exported to different countries. It is equipped with in-house R & D facilities to design and
develop new products. A well-organized owned testing laboratory is used to ensure quality
products. RFL has been awarded BSTI certificate and IS09001 Certificate for its strict
compliance with the standard set by both the organizations. RFL has become a benchmark for
competitors on the lines of quality by manufacturing premium quality products to give clients
excellent services and true value for money. The unmatched products have given a big name in
the domestic market. This is possible because the company is professionally managed and
promoted by people who ensure creativity. In the early 1990s, Pran emerged as a sister concern
of RFL, specializing in agro-based products. Led by the visionary entrepreneur Amjad Khan
Chowdhury, Pran diversified into the food processing industry, producing a wide range of food
and beverage products, including juices, snacks, biscuits, dairy products, and more. Pran quickly
gained popularity among consumers in Bangladesh and also started to export its products to
various international markets. In recognition of its impressive growth and market presence, the
conglomerate decided to merge the brand names, becoming Pran-RFL Group. This merger
allowed the group to streamline its operations and enhance its market positioning.

Pran Foods is the flagship company of the group, and it is known for its popular juice and snack
products. RFL Plastics is one of the largest plastic manufacturers in South Asia, producing a
wide range of household goods and industrial plastic products. Apart from its core businesses,
the group also operates in real estate, media, and hospitality sectors. Pran-RFL Group has several
joint ventures with international companies, such as PepsiCo, Danone, and Nestlé.

In recent years, the group has focused on expanding its business in the Middle East and Africa
Region. The company has also been involved in corporate social responsibility initiatives,
including education, health, and environment. The Pran-RFL Group has won numerous awards
and recognition for its contributions to the economy of Bangladesh. The company is one of the
top employers in the country. RFL ranges to a variety of product category. Over 5500 products in
18 different categories which includes Cast Iron, PVC PIPES, FITTINGS, Household,
Electronics & Accessories, Construction & Building Materials, Melamine, Sanitary & Bathroom
Fittings, Furniture, Kitchenware, Electric Cables, Readymade Garments & Textile and Others.
Furthermore, RFL has extended its venture into the retail business as well. It includes Vision
Emporium, Walkar, Rainbow Paints and Regal.

Listing The SBUs of PRAN-RFL Group

PRAN Group RFL Group Other sister concerns

Agricultural Marketing Co. Rangpur Foundry Limited Property Development

Ltd Limited

Mymensingh Agro Limited Gonga Foundry Limited AKC (Pvt.) Limited

Banga Bakers Limited RFL Plastics Limited AKC Management Limited

Natore Agro Limited Durable Plastic Limited Logi-Care Overseas Limited

Natore Dairy Limited Banga Plastic International Career Builders Limited

Limited

PRAN Agro Limited Rangpur Metal Industries Banga Trading House Limited
Limited

PRAN Agro farm Business Banga Building Materials Tasty Treat

Limited Limited

PRAN Beverage Limited Trade Environment Limited RFL Door

Banga Miller Limited Bangladesh Lift Industries

Limited

Banga Agro Processing RFL Construction Limited

Limited

Advance Personal Care Multi -Line Industries Limited

Limited

Chorka Fashions Limited Accessories World Limited

Chorka Textile Limited Habiganj Ceramics Limited

Habiganj Agro Limited Habiganj Glassware Limited

Habiganj Textile Limited Habiganj Metal Industries

Limited

Packmat Industries Limited RFL Exports Limited

Vision Electronics

Sun Basic Chemicals Limited

Sylvan Technologies Limited Sera Water Tank

Sylvan Poultry Limited Shine Tiles

PRAN Exports Limited CLICK Light

Duranta Bicycle

Bizli Cables

Rainbow Paints
 Saudi Lubricants

PESTLE analysis for Bangladesh:

Political Factors

 After a long 9 months of war with Pakistan, Bangladesh became an independent nation in
1971. Ever since then the Bangladeshi political system has seen many twists and turns.

 The developing countries of Southeast Asia have been very adversely affected by the
covid-19 pandemic. As a result, both countries owing to their shared interests, heritage
 and culture announced a partnership on 25 July 2020 to combine their efforts in
recovering.
 The Bangladeshi government is hopeful to work with the USA to improve their trade and
commerce activities and the PM believes that the newly elected Democrats will show
compassion towards working for the Rohingyas.

Economic Factors

● Being a third-world country has its fair share of challenges but amazingly enough,
Bangladesh has shown consistent economic performance.
● They have exhibited some of the fastest growth rates in the world which have made it
possible for them to eradicate poverty and other social issues.
● During the pandemic, the GDP of Bangladesh is expected to fall down about 2% in 2020
however the International Monetary Fund predicts that they will manage to increase it by
a whopping 9.5% in 2021! The growth was 7.9% in 2019.
● As a part of the recovery plan from the pandemic, the PM has announced a package of Tk
72.750 crore (USD 8,573 million) which amounts to almost 2.52% of the country’s total
GDP!

Social Factors

● Bangladesh is one of those countries which have an amazingly rich culture. It can be
observed in their art forms; architecture, dances, music, clothes and so much more.
● The population of the country makes up about 2.11% of the world’s total population. The
current population of Bangladesh is 165,424,778 as of Sunday, December 13, 2020.
● The average age of the country is approximately 27 years which shows that it has a huge
population of youth, good news in terms of potential innovation for the future.
● 39.4% of the total population settled in Bangladesh is urban whereas the rest is in rural
areas.
● 98% or nearly all of the population speaks Bangla, however, most people are also able to
communicate in Urdu, Hindi, and English.
Technological Factors

● As we’ve already discussed the tech scene taking place in Bangladesh, they are planning
on taking advantage of digitalization; Bangladesh wants to have a digital economy by
becoming a global market for digital outsourcing.
● Freelancing is becoming a popular practice with huge countries like Australia, the USA,
and the UK outsourcing their IT work to Bangladeshis
● Not all industries in Bangladesh are inept technologically, with the exception of a few.
Bangladesh has to work on shifting the economy from being primarily trade based to
being technology-based.
● A great strategy and opportunity for Bangladesh is to invest in acquiring technologies
that have become outdated and hence expensive in other countries. This will enable them
in becoming competent with technology.

Legal Factors

● It is a good idea to understand a country’s legal policies and do’s and don’ts, especially
from a business perspective
● Foreign investment, though welcome, is denied for some industries especially the ones
which are related to national defense, forest plantation, and mining.
● In fact, the government is encouraging foreign investment in the local industries so as to
boost the economy and the infrastructure.
● Tax exemptions are the incentive offered to investors who have invested in a business in
the thrust sector of Bangladesh between the periods 1 July 2019 and 30 June 2024. Thrust
implies any sort of industry or business which hones the industrialization of the country.

Environmental Factors
 ● Bangladesh is a subtropical country with a monsoon climate. This tells us that it is a hot
country with a lot of humidity and rainfall. Summer temperatures range from 30°C -
40°C.
● It isn’t hot throughout the year though; summer lasts from March to June with April
being the hottest and is accompanied by humidity, June to October is when the monsoon
decides to pay a visit, and then finally cold and dry weather stays from October to March,
January being the coldest.
● Bangladesh has extremely high amounts of rainfall with the whole country receiving an
average of 1600 mm.
● Climate change is a very big danger for this country. It is estimated that by 2050 at least
one out of every seven people will be adversely affected because of it.

BOD of Pran-RFL

Ahsan Khan Chowdhury

Chairman & CEO

Mr. Ahsan Khan Chowdhury is a member of the Executive Committee of Midland Bank Limited and
one of the Sponsor Directors. He also serves as Chairman of the Bank’s Risk Management
Committee. Being one of the business leaders in the country he grabbed Best Exporter’s Trophy
for several years awarded by the government of Bangladesh.
 Md. Eleash Mridha

Managing Director

The Board of Directors of Agricultural Marketing Company Limited appointed Mr. Md. Eleash
Mridha as the new Managing Director of the company with effect from 30 August 2015. He has
been nominated by M/s: Property Development Limited, shareholder of AMCL-PRAN. Mr.
Mridha has a long professional experience in various operational areas.

Mrs. Sabiha Amjad

Director

Mrs. Amjad has a wide 40 years of Directorial and Entrepreneurial experience in her career. For
her excellent dynamic leadership in business areas, the group excelled in many directions. Now
she is one of the members of newly formed Audit Committee of the company.
 Mrs. Uzma Chowdhury, CPA

Director

Mrs. Uzma Chowdhury is a highly accomplished lady with dynamic leadership skills. She is a
Certified Public Accountant, (CPA) from State of Texas, USA. In October, 2008 she joined
PRAN-RFL group as Director Finance. Property development Limited nominated her as a board
member of Agricultural Marketing Company Limited with effect from 27 October 2016. She is
one of the members of Metropolitan Chamber of Commerce & Industry, Dhaka.

Mr. Md. Abdus Salam FCA

Independent Director

Mr. Md. Abdus Salam FCA is the Fellow member of the Institute of Chartered Accountants of
Bangladesh. . He served in a number of state owned banks, Private Banks and institutions in
various responsible positions. He served as the CEO and Managing Director of Janata Bank
Limited for 3 years and as the Managing Director of Bangladesh Krishi Bank for about 3 years.
Mr. Abdus Salam was associated with professional bodies like BAFEDA and ABB as Chairman
and Vice-Chairman respectively. 6. Mr. Abdus Salam was awarded with “Shilpacharja Joynul
Abedin Gold Medal” for his contribution in Banking.
CSR Activity of Pran-RFL
RFL’s CSR activities is based upon 4 pillars, Healthcare, Education, Community Development
and Environment. They strongly ensure their activities are sustainable and benefits the
community for the foreseeable future.

Some of their projects are mentioned below:

‘Pashe Achi Bangladesh’ – Pran-RFL began this campaign during COVID-19. This program
was initiated for struggling people who are in need of support. They have served almost 500,000
families so far. They have provided relief food, masks, sanitizers, oxygen.

‘Ahar Hobe Shobar Ghore’ – This campaign was initiated mainly for Middle Class families
who suffered during the pandemic but could not ask for direct help due to social barriers.

Apart from the above projects during covid, they have also provided relief and supports to
various institutions like school, defense etc.

To help victims of human trafficking they have partnered with Winrock International and
provided relief, training to migrant workers.

Pran-RFL wants a society where mental and physical health are valued equally. While their
goods ensure the smile on the faces of people, they have taken a further step to ensure the goods
are consumed by a healthy nation. They have established two advanced and highly equipped
hospitals - Sun Health Care Foundation & Amjad Khan Chowdhury Memorial Hospital.

Every child has the right to education and shall have the learning facilities. They dream of a
community where all children learn, and to turn it into a reality, they are working to provide
learning opportunities at every corner of the country, building schools in rural Bangladesh. As a
little step, Pran-RFL have already built two schools - PRAN-RFL Public School in Habiganj and
Ghorashal. Furthermore, they are relentlessly extending their supports to many schools through
funding, helping students by offering scholarships, along with providing books and essential
restheirces. They also support the teachers and staffs and are devotedly working to improve their
salaries. They promise you that they will continue their supports and go further to shape a better,
brighter, more vivid future for the children.
RFL prioritizes environmental sustainability were they think green and work green. Their motto
is to achieve a Sustainable Green Planet someday. To protect and conserve this beautiful mother
earth they are taking few green initiatives into account.

1. Energy Conservation and preservation

2. ETP

3. The 3R’s (Reduce, Reuse &Recycle)

4. Tree plantation

Furthermore, they have also generated three Effluent Treatment Plants (ETP) to ensure safe
factory.

Wastage disposal, community forestation program to balance out carbon dioxide amount in the
air, heat recovery boiler for efficient reuse of the heat from production and they’ve also switched
to fossil fuel and powered trucks to reduce air pollution. Additionally, they utilize daylight with
sky-light roof and CFL Bulbs at all their offices and factories to reduce power consumption.

VRIO
VRIO is used to test the resource. Whether the resource is useful or not. VRIO is an acronym for
a four-question framework focusing on value, rarity, imitability, and organization.

VRIO Framework:

Resources Value Rareness Imitability Organization

Brand Yes It is most widely Can be imitated Yes, firm has
Positioning known and by competitors positioned its
available brand but it will brands based on
that customer required big consumer
can find easily marketing behavior
budget
Brand Yes Yes, Pran Food No Pran Food Ltd
Awareness Ltd is one of the has utilized its
leading brand in leading brand
the industry position in
various segments

Customer Yes Yes, the firm has It is very Going by the

Community able to build a difficult to data there is still
special imitate the a lot of upside
relationship with culture and down
its customers community
dedication
Intellectual Yes, they are Yes, IPR and Risk of imitation So far the firm
Property Rights, extremely other rights are is low. has not utilized
Copyrights and valuable rare and the full extent of
trademarks competition its IPR & other
can’t copy properties
Marketing No, firm are No, as most if Pricing Yes, firm is
Expertise competing based the competitors strategies are leveraging its in
on cost have decent often matched house expertise
leadership in the marketing by competitors
industry knowledge
Distribution and Yes, as it helps As there is linear Can be imitated It take advantage
Logistics Costs in delivering distributional by competitors from low
Competitiveness lower costs channel that is but it is difficult distribution &
easily available logistics costs

Value Chain Analysis of PRAN FOOD Ltd

A value chain is a business model that fully describes the activities required to
create a product or service. For companies that produce goods, a value chain includes
steps involved in taking a product from concept to distribution and all in between - such as raw
material sourcing, production and marketing functions activities. The purpose of a value-chain
analysis is to increase production efficiency so that a company can deliver maximum value for
the least possible cost.

Inbound Logistics:

PRAN FOOD Ltd. encourages contract farmers and help them grow quality crops with

increased yields and to obtain fair prices. They procure raw material directly from the

farmers and processes through the machineries at their several factories into hygienically

packed food and drinks products. The Group consists of 10 companies. The head

offices are located at Dhaka with production facilities around the country. Their

management is modern adapted to the environment & culture.

Operation:

PRAN FOODS LTD. is located in Dhaka, Bangladesh and involved in Food Manufacturing
Industry. PRAN FOODS LTD. has 456 total employees across all of it locations and generates
21.53 million in sales (USD). PRAN has a wide range of refreshing beverage lines. Beverage
brands like PRAN Frooto , PRAN UP, Power, PRAN Lassi are some of the famous beverage
brands from the company, which produced in 3 factories situated in different locations and 16
depots to carry out the production and distribution movements.

Outbound logistic:

In packaging, all their machineries and technologies used for production and packaging

are approved and imported from the JC technologies Japan. No manual direct contracts with
hand. And product is generated in the production system.

Inbound transportation system of pran includes collecting and carrying away raw

materials from different areas to the storage sites or warehouses.

In case of outbound transportation system Pran Foods follow distribution system. Within

domestic regarding distribution system there are 543 dealers of PRAN Foods led all over

the country.

After producing goods at the production plant they are distributed to different sales

Location using outbound transportation system. Pran use its own pick up vans to distribute
the products.

Marketing & Sales:

Sometimes in terms of bringing any changes with the existing product customer information

and their feedback about product is required. In that situation pran takes the help of following:

 Interactive marketing
 Marketing research

Pran has its own website where through a particular form, customer can submit his

feedback or suggestions for a particular product. Assigned personnel from marketing

department response to that feedback or any type complain.

Pran has information center or customer service department through which it can

Communicate with the customer. If there is any problem with the product the consumer

can directly or through the shoppers communicate with the company. The customer

service department actively works with the customer problem and complains.

Services:

PRAN FOOD Ltd focuses on customer needs and satisfaction. Through their communication
activities they let their customer know about the benefits of their products

and innovations. Their approach is to do responsible marketing and have clearly

defined principles that guide their communications to satisfy their customers:

 They aim at building trust through clear communication.

 They provide clear communication about their product ingredients, date of expire,
nutrition values etc.
 They provide clear price communication.

Supporting Activities of Value Chain

Procurement:

PRAN FOOD Ltd uses their own value chain to collect raw materials. All inputs like

equipment machinery are same.

Technological Development:

PRAN FOOD Ltd is very much updated and technology based. Import quality

food is produced.

Human Resource Development:

The HR department's task is to ensure the proper placement of human resources.

Support employee growth and further development and store personnel files.
Maintain honest and peaceful working relations to ensure discipline
among employees.

Firm Infrastructure:

PRAN FOOD Lid has finance department quality assurance, R&D department, internal audit
department, marketing and sales department, human resource management and

administration department, production department etc.

SWOT analysis of RFL group

Knowing a company's strengths, weaknesses, opportunities, and threats (or its SWOT analysis) is
crucial for managing a business or launching a new product. RFL group's SWOT analysis is pointed
below.

Strength: Everyone is aware that Pran RFL business ltd is one of Bangladesh's top plastic
manufacturers. The internal resources that can support a corporation in achieving its goals are
referred to as its strengths. A company's strengths enable stronger growth and the successful
introduction of new items.

Brand image of RFL Company: First of all, RFL has remained in Bangladesh's local market
for a considerable amount of time. They are therefore extremely capable and deeply embedded in
people's brains. Everyone in Bangladesh is familiar with RFL. RFL depicts a variety of things
that are currently available and in demand, and people seem to like it. Consequently, RFL has a
strong brand reputation among alternatives in the minds of diverse customers.

Higher level quality control measures: RFL monitor and maintain the item's popularity. It is
the goal of a small rural showcasing organization to promote products of consistent quality both
domestically and overseas in accordance with the standards established by good manufacturing
practices.

Market share: RFL is dominating the share market and increasing their market share thanks to
the range of their products and commitment to providing high-quality goods to customers.

Consumer loyalty: Every time the RFL Company introduced a new product, people bought it.
As a result of the product's high quality and quantifiable pricing, consumers are happy with the
RFL Company's offerings and remain loyal to it.
Highly skilled human resource: The RFL Company employs skilled individuals who are
knowledgeable about both the needs of the consumer and high-quality products. In order to
launch their product appropriately, they can.

The RFL group's weakness is defined as internal constraints that prevent the organization from
achieving its goals. The company can attempt to address its deficiencies by doing so, or it might
create targets to address them. RFL Company's shortcomings are:

Restricted decision-making capacity: RFL Company is subject to the laws and regulations of
other companies, which prevents it from making quick decisions about any form of unexpected
market changes. This is the company's biggest drawback.

Price drawbacks: Occasionally, raw material costs affect how much a product costs. For
instance, sleeping bags cost between $1,000 and $5,000 in Bangladesh. The price range at
Decathlon begins at $1199. However, the RFL Company uses somewhat more expensive raw
materials than their Bangladeshi rivals, which forces them to charge a higher price for their
product and gets in the way of their goal.

Lowest per capita consumption: Bangladesh has the lowest per capita consumption in the
world, allowing the upper and middle classes to purchase goods from reputable companies like
RFL while the lower class is unable to do so.

The RFL firm's Opportunities: Opportunities are the outside forces that a firm can use to boost
its advantages. The RFL Company has the following opportunities:

Huge target market: As we all know, RFL Company is a well-known company throughout the
entire nation and it produces quality products and services at measurable prices that are
affordable by middle class families and the young generation. Therefore, if RFL Company
introduces a sleeping bag from their company and the youths can afford it because, this
generation is highly travel-oriented and also engaged in charities that aid the homeless people,
their market would be large and an enormous opportunity.

Uniqueness: The RFL Company has always been known for its high-quality, distinctive
products, which draw more customers and boost sales. Their product appeals to overseas
customers as well because of its originality.
Effective distribution system: RFL Company's talented human resources can expand their
distribution system.

Threats: External constraints that a corporation faces present a performance challenge. A

corporation can overcome or lessen its constraints by analyzing the dangers. Threats to RFL
Company include:

So many competitors: RFL has a lot of rivals who are producing the same goods at lower
prices, making the rivals stronger than them and posing a threat to the business.

Commodity prices are growing: which poses a risk to freshly released products on the market.
As a result, the company's decision to introduce sleeping bags may be threatened.

Political instability: The current economic and political climate makes it difficult for businesses
to introduce new products of any kind. It might make it harder for marketers to succeed. Using
the SWOT, The marketers' understanding of the company's internal and external environments
through the SWOT analysis can help them launch the sleeping bags more effectively and make it
simpler for them to accomplish their goal.

Synthesis of Internal Factors

Internal Factors Weighted Score Comments

Strengths
 Quality Maytag culture .74 Quality key to success
 Experienced top .20 Know appliances
management

Vertical Integration .38 Dedicated factories

Employer relations .14 Good, but deteriorating
Hoover’s international .41 Hoover name in cleaners
orientation
Weaknesses
 Process-oriented R&D .10 Slow on new products
 Distribution Channels .11 Superstores replacing small dealers
 Financial position .31 High debt load
 Global positioning .43 Hoover weak outside the United

 Manufacturing facilities .21 Kingdom & Australia

 Total Score 3.03

SBU Listings
PRAN Group RFL Group Other sister concerns Strategies
Agricultural Rangpur Foundry Property Development Cost Leadership strategies
Marketing Co. Ltd Limited Limited
Mymensingh Agro Gonga Foundry Limited AKC (Pvt.) Limited Cost Leadership strategies
Limited
Banga Bakers Limited RFL Plastics Limited AKC Management Cost Leadership strategies
Limited
Natore Agro Limited Durable Plastic Limited Logi-Care Overseas Cost Leadership strategies
Limited
Natore Dairy Limited Banga Plastic Career Builders Limited Cost Leadership strategies
International Limited
PRAN Agro Limited Rangpur Metal Banga Trading House Cost Leadership strategies
Industries Limited Limited
PRAN Agro farm Banga Building Tasty Treat Cost leadership Strategies
Business Limited Materials Limited
PRAN Beverage Trade Environment RFL Door Cost Leadership strategies
Limited Limited
Banga Miller Limited Bangladesh Lift Differentiation strategies
Industries Limited
Banga Agro RFL Construction Differentiation strategies
Processing Limited Limited
Advance Personal Multi -Line Industries Differentiation strategies
Care Limited Limited
Chorka Fashions Accessories World Differentiation strategies
Limited Limited
Chorka Textile Habiganj Ceramics Cost Leadership strategies
Limited Limited
Habiganj Agro Habiganj Glassware Cost Leadership strategies
Limited Limited
Habiganj Textile Habiganj Metal Cost Leadership strategies
Limited Industries Limited
Packmat Industries RFL Exports Limited Cost Leadership strategies
Limited
Sun Basic Chemicals Differentiation strategies
Limited
Sylvan Technologies Sera Water Tank Differentiation strategies
Limited
Sylvan Poultry Shine Tiles Cost Leadership strategies
Limited
PRAN Exports CLICK Light Cost Leadership strategies
Limited
Duranta Bicycle
Bizli Cables
Rainbow Paints
Saudi Lubricants

BCG Matrix Analysis of Pran-RFL Group

Stars

Pran-RFL Group's Ketchup holds a strong position in the market with a growth rate of 15%.
With a notable 7.6% market share, it stands as a dominant player. It is high growth and
substantial market share signify a lucrative opportunity for further investment and expansion.

PRAN Agro Limited: High growth potential and market share in the agricultural sector.

PRAN Beverage Limited: Rapid growth and strong market presence in the beverage industry.

RFL Plastics Limited: With a strong market presence and growth, it is a star, signifying its
strategic significance within the plastics industry.

Question Marks

The Spice Powder segment demonstrates a growth rate of 11%, albeit with a modest market
share of 0.6%. While it shows growth potential, it requires strategic focus and increased market
penetration to capitalize on its rising demand and navigate competition effectively.
PRAN Exports Limited: Shows potential for growth and expansion in international markets.

Advance Personal Care Limited: Emerging player in the personal care sector with room for
further development.

Rangpur Foundry Limited: Exhibits growth potential but lacks substantial market share, placing
it in the question marks quadrant.

RFL Construction Limited: With growth prospects but limited market share, it falls within the
question marks category.

Cash Cows

Froot, a cash cow for Pran-RFL Group, maintains a steady growth rate of 2.26% annually. With
a commendable market share growth of 5.8% per year, it holds a mature position in the market.
Its stable performance generates reliable revenue, allowing the company to allocate resources
strategically.

PRAN Agro Farm Business Limited: Stable growth and established presence in the agro-
business.

PRAN Exports Limited: Generating consistent revenue from international trade.

RFL Exports Limited: Demonstrates a solid market share and steady growth, qualifying as a cash
cow for its consistent contribution.

Durable Plastic Limited: Operating with a stable market share and moderate growth, it falls in
the cash cows quadrant.

Dogs

The Power Drink segment holds a minimal market share of approximately 1%, coupled with a
modest growth rate of 2tk/bottle. This calls for a careful assessment of its potential and
consideration of divestment or revitalization strategies, given its limited contribution to the
overall portfolio.

Advance Personal Care Limited: With limited growth potential and market share, it fits in the
dogs' quadrant, requiring strategic evaluation.
Chorka Fashions Limited: Facing challenges in both growth and market share, it belongs to the
dogs' category.

Rainbow Paints: With limited growth and market share, it fits in the dogs quadrant, needing
strategic reassessment.

Vision Electronics: Facing challenges in both growth and market share, it belongs to the dogs
category.

"Cash Cow," with their low-growth and high market-share dynamics, often warrant pragmatic
choices. The retracement process leans toward harvesting profits with minimal investment or
complete divestment, channeling resources to more promising prospects. Thus, the products
staying here of Pran-Rfl may go to retracement where reinvestment is needed for remodeling
them and making them again eligible for the market.

‘Dogs’, with a lower market share and lower growth sometimes may go for a shutdown mode
because of lack of lifetime in the product life cycle. For example, Rainbow Paint is out of the
market and may have gone into a shutdown mode in this course.

Recommendations
Certainly, based on the analysis provided and considering the context of Pran-RFL Group's
product portfolio, here are some recommendations:

Cash Cows Retracement:

 The cash cow products like PRAN Agro Farm Business Limited which have the potential
for further growth or diversification. Consider reinvesting in these products to rejuvenate
them and tap into new market segments.
 Pran-RFL Group needs to Explore opportunities for product innovation, line extensions,
or partnerships that can revitalize these stable revenue generators.

Dogs Shutdown:
  Pran-RFL Group needs to conduct a thorough review of products classified as dogs to
determine their long-term viability and strategic fit. If a product like Rainbow paints
show no potential for revival or aligning with the company's goals, consider a planned
shutdown.
 Channel resources from discontinued products towards high-potential offerings, research,
and development, or new ventures.

Stars and Question Marks:

 For the products like Pran Ketchup the company needs to allocate resources strategically
to products categorized as stars and question marks. Implement targeted marketing and
distribution campaigns to enhance their market share and growth prospects.
 The Pran-RFL Group Foster cross-functional collaboration between R&D, marketing,
and sales teams to drive innovation and capitalize on emerging opportunities.

Portfolio Diversity:

Explore avenues for diversification to balance the portfolio and reduce risks associated with
reliance on a few product categories. This can involve entering new markets, industries, or
product segments that align with the company's core competencies.

Market Research and Trend Analysis:

Continuously monitor market trends and consumer preferences to anticipate shifts in demand.

Conclusion

Organization in our era are extremely sensitive- as they must be- to demographic, political,
technological and economic develop. PRAN-RFL Group is very well-known national figure in

Bangladesh. They are the leading food process company in our country and are believed to be
processing about half of the horticulture produce that goes to the processed channel in the
country. PRAN GROUP is a very well known national figure in Bangladesh. They are the
leading food processing company in our country and are believed to be processing about half of
the horticulture produce that goes to the processed channel in the country. So, the company has a
very well reputation for this society. The company produces and distributes fruits juices, snacks,
confectionery, culinary products, dairy and soft drinks.

PRAN is currently one of the most admired brands among millions of people of Bangladesh and
other 94 countries of the world where PRAN products are regularly being exported. So, the
company has a very well reputation for this society. The company produces and distributes fruits
juices, snacks, confectionery, culinary products, dairy and soft drinks. It enjoys a strong brand
reputation in the country and exports its products to other countries. PRAN’s product is
internationally certified to export many countries of the world. Already PRAN-RFL had
nominated the trophy for creating export market all over the world. Bangladesh is a very first
growing free market economy. WE have cheap labor comparing to other countries, So PRAN-
RFL is producing high quality products than others at a lower cost. So, they are contributing our
economy by initiating such a business that is satisfying our need as well as doing business
beyond the frontier. PRAN-RFL is earning valuable foreign currencies in the country every year
by exporting their products. As Bangladesh is import dependent country, so we think PRAN’s
step is helping us to have a positively balance of trade.

Bangladesh is a very fast growing free market economy. We have cheap labor comparing to
other countries, so PRAN-RFLis producing high quality products than others at a lower cost. So,
they are contributing our economy by initiating such a business that is satisfying our need as well
as doing business beyond the frontier. PRAN-RFLis earning valuable foreign currencies in the
country every year by exporting their products. As Bangladesh is import dependent country, so
we think Pran’s step is helping us to have a positively balance of trade.