BADAYOUNI

BAKERS TASTE THE QUALITY

Aamir Saeed 01-221191-001

Muhammad Kashif Khan 01-221191-015
Sajid Ali 01-221191-022
Sangeen Khan 01-221191-024
Syed Kumail Abbas Naqvi 01-221191-025
Muhammad Zeeshan 01-221191-037
Table of Contents

■ LITERATURE REVIEW

■ FIELDWORK AND FINDINGS

■ CONCLUSION
Literature Review

Small and Medium Enterprises in Pakistan: Definition and Critical Issues

 Recognizing the significant contribution of SMEs to economic diversification,
employment creation, income generation, and poverty alleviation, the Government of
Pakistan has been putting much effort and resources towards the promotion of the
development of entrepreneurship and SMEs in general.
 Many countries across the world have struggled over to determine appropriate size of
SMEs and also to overcome the challenges that impede the progress of SMEs.
 Definitions of SMEs in Other Countries: The SME definitions applied in various
countries are based upon various criteria such as number of employees, value of assets,
sales and volume of output.
Literature Review Continued……..

 SME related institutions in Pakistan are Small And Medium Enterprise Development
Authority, SME Banks, Federal Bureau of Statistics, State Bank of Pakistan &
Securities and Exchange Commission of Pakistan
 SBP characterize SME as, "Any private economic establishment engaged in
manufacturing, trading or service providing business with net annual turnover or sales
up to Rs.300 million in the current fiscal year; or any manufacturing entity having total
assets up to Rs.100 million excluding land and buildings with maximum 250
employees or any trading or service concerning total assets up to Rs.50 million
excluding land, buildings and with maximum 50 employees.
 In the context of Pakistan, no uniform and standard definition of SMEs has been
available that effected the progress and success of the SMEs.
Literature Review Continued…..

 Infrastructure: Many SMEs are located either on the fringes of the main
cities or in dense areas downtown, where access to such SMEs is
difficult.
 Lack of SME Database: There is no particular database for SMEs either
in the manufacturing or services-based sector.
 The paper projections hope to persuade the government officials and
SMEs to come together in order to remove the degree of diversity and
conflicts among SMEs definitions as the current definitions vary greatly
in proportions to national economies.
 Literature Review Continued……….
Brand Management in Small to Medium Sized Enterprises
 There is strong emphasis on the use of strong brand associations
by SMEs, primary and secondary, a focused and integrated communication
strategy to enhance the brands as well as a creative approach to brand
strategies to contribute to their growth.
 A strong brand generally refers to a brand having positive equity to the extent
that consumers respond more favorably to marketing activities when the brand
is identified, compared to when it is not.
 A comparison of brand building and brand management in SMEs and large
organizations suggests that large organizations have developed finely-
crafted strategies to manage their brands on a local as well as global scale.
Literature Review Continued……….

 In their internationalization process, several strategies can be used by large

companies; Cultivate established local brands, use global concepts and local
adaptations, create new brands, purchase local brands and internationalize, or
develop brand extensions.
 Effective communications are a good means to develop brand awareness and
appositive brand image that will contribute to brand knowledge formation, and lead
to the differentiated responses that constitute brand equity.
 Efficient brand building and management in SMEs implies using greater creativity,
focusing on strong associations developed by the firm itself or through partners and
finding low cost SME brand building communication schemes to enhance the brand.
Literature Review Continued……….

 The diversification of activities includes the development of product lines or

other proprietary brands, licensing agreements to distribute other brands with
potential, acquisition of new brands and private branding.
 Consistent with the literature on SMEs and brand management, the original
founders have instilled a passion for the brand to their family and staff and have
perpetuated their values that ensured firms' longevity and brand reputation.
 In SMEs, the country-of origin is a relevant secondary brand association to be
used for brand identity creation and brand value development.
FIELDWORK
AND
FINDINGS
BADAYOUNI PAIRA
ABOUT PRODUCT

■ MAINLY BASED IN MARDAN

■ BAKERY PRODUCT UNDER THE CATEGORY OF “SWEETS”

■ MARKET LEADER LOCALLY IN THE SEGMENT OF SWEETS

■ THE IDEA IS TO INTRODUCE THE PRODUCT IN OTHER AREAS AND ALSO CONVERT

BADAYOUNI BAKERS FROM ONE PRODUCT BAKERY INTO A FULL-FLEDGE BAKERY

CURRENT SALES FACTS

■ MONTHLY SALES REVENUE OF RS. 15 MILLIONS IN MARDAN

■ SALES INCREASE DRASTICALLY DURING MAJOR FESTIVALS

■ MAJOR BUYERS ARE BOTH LOCALS AND TOURISTS

■ REKNOWNED LOCALLY AND IN MOST PARTS OF KPK

■ HIGH GROWTH POTENTIAL IN THE PRODUCT

COMPETITORS

■ NO MAJOR COMPETITOR IN MARDAN WITH SAME PRODUCT

■ FAMOUS BAKERIES IN NEIGHBOURING CITIES ARE PAK BAKERS AND

JAN’S BAKERS

■ FAMOUS BAKER IN PESHAWAR ARE RAHAT BAKERS AND JALINDHAR

BAKERS
TARGET MARKET

■ LOCALS – DURING TRADITIONAL AND CULTURAL FESTIVALS

■ TOURISTS AND VISITORS

MARKETING MIX

■ PRODUCT
– BADAYOUNI PAIRA
■ PRICE
– RS. 800/KG SINCE 2017
■ PLACEMENT
– BADAYOUNI BAKERS, MAIN BAZAR, MARDAN
■ PROMOTION
– WORD OF MOUTH
SWOT ANALYSIS

■ STRENGTHS
– DIFFERENCIATED PRODUCT THAT IS NOT AVAILABLE IN THE MARKET
– HAS A GOOD WORD OF MOUTH MARKETING AND IS A TOURIST
ATTRACTION

■ WEAKNESSES
– NOT DIFFICULT TO REPLICATE
– SHOULD BE STORED UNDER A SPECIFIC TEMPERATURE IN LONG TERM
SWOT ANALYSIS Continued……….

■ OPPORTUNITIES
– EXPANSION IN KPK
– ENHANCE PRODUCT LINE TO TURN INTO A FULL-FLEDGED BAKERY

■ THREATS
– EXISTING COMPETITORS IN THE NEIGHBOURING CITIES
PORTER’S FIVE FORCES ANALYSIS

■ BARGAINING POWER OF SUPPLIER LOW

■ BARGAINING POWER OF BUYER HIGH

■ THREAT OF NEW ENTRANTS HIGH

■ THREAT OF SUBSTITUTES HIGH

■ RIVALRY AMONGST EXISTING COMPETITORS LOW

CURRENT STATE OF BUSINESS

■ AVERAGE HYGENIC STANDARD OF BAKERY

■ RAW MATERIAL BEING PRODUCED IS EXTREMELY EXPENSIVE
■ PACKAGING IS BELOW AVARAGE
■ PRESENT ONLY IN MARDAN WITH LARGE NUMBER OF CUSTOMERS IN ADJACENT CITIES
■ NO MECHANISM OF DELIVERING THE PRODUCT DIRECTLY TO CUSTOMERS
■ ONLY ONE PRODUCT ON THE BAKERY THAT IS BADAYOUNI PAIRA, YET HEALTHY REVENUES
■ 4 TO 5 BULK ORDERS BEING RECEIVED ON DAILY BASIS RANGING IN BETWEEN 30 TO 50 KGs
■ HUGE POTENTIAL TO CAPTURE CUSTOMERS THROUGH SPECIALITY AND EXECUTECROSS-
SELLING
LOGO AND PUNCHLINE
VISION

TO BE THE LEADING SWEETS PROVIDER IN

PAKISTAN WITH UTMOST STANDARDS OF
QUALITY
GOALS AND OBJECTIVES

■ TO ESTABLISH OURSELVES AS THE BEST BAKERY CHAIN IN THE COUNTRY

■ TO EXPAND OURSELVES ALL ACROSS PAKISTAN

■ TO BE A PRICE-LEADER IN BAKERY SEGMENT

■ TO DEVELOP OURSELVES AS FIRST CHOICE BAKERY FOR OUR

CUSTOMERS
REVAMPING OF BADAYOUNI
BAKERS
■ STEP 1: IMPROVE EXISTING BUSINESS
■ STEP 2: LAUNCH A BRANCH IN SAME CITY ON TRIAL BASIS
■ STEP 3: MONITOR THE SHIFT IN TRENDS DUE TO LOCAL EXPANSION
■ STEP 4: LAUNCH A BRANCH IN ANY NEIGHBOURING CITY
■ STEP 5: MONITOR THE PERFORMANCE OF BUSINESS AT THIS STAGE
■ STEP 6: LAUNCH A BRANCH OUT OF MARDAN DISTRICT
■ STEP 7: MONITOR TRENDS AT THIS STAGE
■ STEP 8: GO FOR FULL OUT EXPANSION IN KPK AT FIRST AND EVENTUALLY IN
ALL PROVINCES
IMPROVING EXISTING BUSINESS

■ PARTNERING WITH COURIER COMPANIES TO DELIVER PRODUCTS ON

ORDER
■ INTRODUCING MORE BAKERY ITEMS INTO THE PRODUCT LINE
■ CONVERTING INTO A FULL-FLEDGED BAKERY LOCALLY
■ UPGRADE QUALITY STANDARDS TO BE AT PAR WITH MARKET LEADERS
■ IMPROVEMENT IN PRODUCT PACKAGING
■ IMPROVEMENT IN BAKERY LAYOUT
LOCAL EXPANSION

■ INITIALLY OPENING OUTLETS IN CHARSADDA AND PESHAWAR

■ MONITORING TRENDS AND EVENTS OF THESE OUTLETS
■ ASSESSING LOCAL DEMAND OF VARIOUS BAKERY PRODUCTS
■ PESHAWAR BEING PROVINCIAL HUB WOULD ACT AS GOOD MARKETING HUB
FOR BAKERY
■ DEVELOPING A BRAND NAME THROUGH QUALITY
EXPANSION IN KPK

■ TARGET IS TO OPEN ATLEAST ONE OUTLET IN ALL DISTRICTS OF KPK

■ BASED ON PERFORMANCE, MORE OUTLETS TO BE OPENED IN

PERFORMING AREAS
EXPANSION IN PAKISTAN

■ ONE OUTLET TO BE OPENED IN EACH PROVINCIAL CAPITAL

■ ASSESSMENT OF PERFORMANCE AGAINST FORECASTS

■ ASSESSMENT OF LOCAL DEMAND IN BUSINESS ENVIRONMENT

■ EXPANSION TO OTHER PARTS OF PROVINCES

CHALLANGES

■ THERE IS NO BRAND WITH COUNTRYWIDE PRESENCE, YET THERE ARE

LARGE NUMBER OF LOCAL COMPETITORS
■ EXPANSION RELIES HEAVILY ON GENERATION OF CAPITAL THROUGH
EXISTING BUSINESS
■ ADJUSTMENT TO LOCAL BUSINESS ENVIRONMENTS AND MAINTAINING
SAME STANDARD ACROSS ALL OUTLETS
■ INCREASE IN NUMBER OF HEALTH CONSCIOUS INDIVIDUALS IS A
NEGATIVE SIGN FOR GROWTH OF BAKERY BUSINESS
CONCLUSION
CONCLUSION

■ PRODUCT HAS POTENTIAL OF GENERATING HIGH SALES

■ BADAYOUNI BAKERS CAN TRANSFORM ITSELF INTO A NATIONWIDE CHAIN OF

BAKERIES

■ HIGH SCALE REVAMPING IS REQUIRED IN BOTH PRODUCT PACKAGING AND

BAKERY LAYOUT

■ LOCAL DEMAND FOR PRODUCT IS HIGH AND IS ALSO AN ATTRACTION FOR

TOURISTS
 THANK YOU
FOR YOUR TIME