Overview

RANCON started its journey in 1979 with RANGS Limited. It became very successful and
they expended their journey with RANGS Industries Limited back in 1985. In 1990, they
have started RANGS Properties Limited. After huge success with RANGS, RANCON
started to established themselves as an exclusive brand. So, they have started to host
world-class brand like Mercedes- Benz under RANCON Motors Limited since 2002. In
2004, another division was launched called RANKS Petroleum Limited and they have
introduced Shell Lubricants in Bangladesh. In 2012, RANCON become the host of Suzuki
Motorbikes under RANCON Motorbikes Limited. In 2018, RANCON launched Fuso under
RANCON Trucks and Busses. Currently, RANCON has 14 strategic business units. (need
in text citation from issuu bookmark)

RANCON

BRANDED HOUSE HOUSE OF BRANDS ENDORSEMENT/JVS

RANCON
British Motors

RANCON
RANGS INSPACE
Trucks & Buses
Industries Architects
RANCON
RANGS RANCON
Car Hub
Properties Developments
RANCON
RANKSTEL RANCON
Oceania
Hospitality
RANKS
RANCON
Petroleum Garda Shield
Motors

RANCON
Motorbikes

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 “We believe in CHALLENGING
CONVENTIONS, the norms
which must be synced with
innovation for taking RANCON
to the pinnacle of success.”
-
Romo Rouf Chowdhury
Group Managing Director

Overview 3
Since I have been working under Suzuki, Rancon Motorbikes Limited as a Marketing
Intern. This rest of the report is focused more on Rancon Motorbikes Limited. Rancon
Motor Bikes Ltd (RMBL), is a concern and a strategic business unit of Rancon Holdings
Ltd. The company had started its journey as a part of the RANGS Group which has been
operating in Bangladesh since 1979. Rangs Group is one of the biggest conglomerates
in Bangladesh, headquartered at Tejgaon, Dhaka. At the very beginning in 2013, RMBL
commenced with a team of only 3. The first shipment of bikes was due to arrive in 2014.
Fast forward to 2018, with a team of 290, SUZUKI Bangladesh has been importing and
assembling different types of bikes in Bangladesh in its own state-of-the-art factory in
Gazipur including commuter bikes, sports bikes, scooters and recently has introduced
cruiser bikes. They are now moving towards manufacturing Suzuki Bike in Bangladesh.
Mission: Be the trend-setter in all business we operate.
Vision: We set our vision to be a leader and role model in diversified business sectors
that cater to every growing human need.
Values:

▪ Leadership, to Rancon, leadership isn't simply driving a group of individuals and getting

work done but it should make an environment for knowledge so that people involved can
grow personally and professionally.

▪ Think Out-of-the-Box, from the very beginning, Rancon holds a firm belief that doing

things differently and efficiently will set them apart in the industry.

▪ Passion to excel, Rancon strives to success whatever business it does. Passion and

hard-work are absolute must for success.

▪ Keep Learning, RMBL never ceases to learn from its competitors e.g. HONDA,

YAMAHA.

▪ Have Mutual Respect, RMBL nurtures a healthy and respectful working environment.

▪ Enjoy What You Do, the company preaches the idea of having passion for what
employees do.

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Swot Analysis:

STRENGTH
1. Part of influential and powerful parent company.
2. Massive customer base.
3. Representing powerful brand like SUZUKI.
4. 86 strong dealer networks.

WEAKNESS
1. Fewer service centers dotted around the country.
2. Servicing and spare parts are expensive.
3. SUZUKI Bikes are slightly over- priced than its competitors in similar segments,
especially HONDA.

OPPORTUNITY
1. Huge demand for lower CC bikes.
2. Emerging app-based ride sharing service.
3. Relaxing CC limitation opened up new customer base.
4. Reduction of import duty, attracting new customers.

THREAT
1. Other Japanese bike manufacturers have introduced cheaper and more advanced
motorcycles.
2. SUZUKI, constantly facing challenges from HONDA, YAMAHA, & KAWASAKI.

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Organograms:

Limitations of the Study

Due to some legal obligation and business secrecy, Rancon Motor Bikes Limited was
reluctant to provide some sensitive data. Thus, this study limits only on the available
published data and certain degree of formal and informal interview and limited survey.
Although the particular study is extensive in nature, hard effort was given to make the
study worthwhile and meaningful even then there are some limitations. As a whole, the
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internship period in Rancon Motor Bikes Limited was not free from restrictions. I faced
some challenges during the period, which I am mentioning below.

Limited Time
I was in RMBL for three months so within this short period of time it is very difficult to be
familiar with all the activities of RMBL.

Confidential Information
There are types of information that the employees are not allowed to disclose due to the
secrecy and other corporate obligations.

Other Limitation
As I was a newcomer and had no previous experiences in the marketing department and
many practical matters in the office were in written form so my own observations may
vary from person to person.

RMBL’s Efforts to Boost Sales

Internal Process Optimisation
Dividing Local Market into Four Regions
In order to better understand and to promote sales, market had been divided into four
sectors
– North-east, North-west, South-east, and South-west. There are 3 heads who managing
those

New Showroom Layout

To attract more customer and sales, a new showroom standard has been proposed –
modern, black themed. RMBL is trying to persuade its every single dealer to decorate
according to new standard because as a matter of fact, showroom decoration and
environment have positive relationship with actually selling bikes.

Easy Finance
To make bikes more accessible, RMBL and City Bank Limited have signed a deal so that
customers can avail loan facilities on SUZUKI Motorcycles from flagship showroom and
other specific dealer showrooms.

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Faster Settlement
In order for any financial activity to run faster, each employee has been trained to use IFS
(an enterprise software) so that when a requisition or request arrives at Finance
department process is half way ready. Moreover, each department deals with its own
clients – e.g. marketing related payments are partly settled by its own.

Separating Bike and Spare Parts Payments

To fast track the process of providing service & spare parts, two separate accounts are
kept for every dealer. It quickens up the process of taking orders for spare parts. RMBL
believes after sales service is a major deciding factor for buyers while buying bikes.

Employee Training
As demand for bikes is expected to rise and so is the workload, every employee has to
go through advanced software training so that they can do more with less effort. For
example, just a few weeks earlier, all the employee went to a seminar where they were
trained how to write VBA codes and set Macro to reduce manual labor.

Offering Bikes at Dealer Price

As bikes are becoming more and more popular in Dhaka’s dreadful gridlock, RMBL offers
bikes at dealer price to its employees so that they can arrive in time and do not loose
working hour.

Revamped ‘Corporate Sales ’Department

RMBL has done some research and realised that making revenue off of selling only one
model of bike is dangerous for the future of the company. So they have opened a new
department called ‘Corporate Sales – ’the primary focuses of this department is to look
for tenders, big buyers, and do negotiation with potential clients. Only recently, OBHAI,
an app- based ride sharing service, has made a deal with RMBL to buy 80-unit of SUZUKI
Hayate. There is a huge demand for 100cc-110cc bikes and scooter, and RMBL is on a
mission to dominate the segment.

Monitoring Sales Every 10 Days

To monitor and evaluate showroom wise and region wise sales, company briefs situation
report in every 10-day. This way, they can take swift action if something is not going
according to plan. In the figure below, RMBL has analysed the ratio of potential buyers
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