Welcome

To
Our
Presentation
 Marico Bangladesh

Table of Content
 Group Members
Name of Members ID Number E-mail

MaishaBinteSyful Lamia 2120726 2120726@iub.edu.bd

Mahmuda Akhtar 2120187 2120187@iub.edu.bd

Md. Rejaonul Islam Dip 2120742 2120742@iub.edu.bd

Mohammad Monjurul Mannan 2120917 2120917@iub.edu.bd

Profile of
Marico
TEXT ERE

Marico
Banglades
 Marico Bangladesh
• Marico one of the leading FMCG companies Formerly called Marico Bangladesh Ltd.
in the beauty and wellness space of
Bangladesh. They Committed to making a Industry Consumer Goods
deference in all they do and Marico touch the 1999 Marico
lives of 1 out of every 2 Bangladeshis through Founded
Bangladesh Limited
their wide array of brands. (MBL) is incorporated

Uttara, Dhaka,
Head-office Bangladesh

 Kevin Feige
(President)
Key people
 Louis D'Esposito (Co-
president)
• Personal care
• Skin care
Products • Convenience food
Some Quick Facts about Marico Bangladesh Limited
We proudly serve 4 out of
5 households in
Bangladesh
Marico Bangladesh
MBL is amongst the top 3
FMCG MNC companies and
No. 1 in both the Coconut Oil
and Value Added Hair Oil
(VAHO) categories

Parachute is among the Parachute Advanced

top 5 brands in the awarded MOST
CONSISTENT BRAND OF
Kantar World-Panel for THE DECADE by
Bangladesh Bangladesh Brand Forum
 Marico Bangladesh
Marico’s marketing mix (4ps)
strategy
 Product
 Price
 Place
 Promotion
 Purpose & Marico Bangladesh
Strategy
‘Make a difference’

Marico aim to transform in a sustainable manner, the

lives of all those they touch, by nurturing and
empoweringthemtomaximizetheirtruepotential.

The power of business is in its purpose, not it’s

profits. At Maricotheir members are guided by the
responsibilityofdefining,creatinganddistributing
value for all their stakeholders-shareholders,
consumers, members, and business partners. Their
sustainable growth story rests on an empowering
workculturethatencouragestheirmemberstotake
complete ownership. In FY 20 they drove themselves
with a unifying purpose of unleashing potential
which was both their goal and strategy.

Marico’s Strategic Framework

Marico’s choice-making frame work typically Consumer-led
Robust
Talent & culture

considers four parameters: growth in disposable

innovations
go-to-market strategy

income, younger demographics, lower intensity of

competition from established players and high
proportion of traditional retail. Marico’s strategic
pillars are:
Analytics and efficient
spending
Leveraging IT

 
 Marico Bangladesh
Short and Long-term Planning 
• Short/ miniature planning are taken in action
annually. These are target oriented and follow the
instruction from Managing Director to sub level
members..
• Annual planning consists of Brand & Marketing wise,
Through HR prospective, learning development and
many more 
• Long term Planning -Being the market leader in 90%
of their business segments, they focus on maintaining
their leadership position by bringing value to their
consumers in the form of right pricing as well as
superior product offerings 

They have vision to be the top FMCG

industry worth 1500 crore BDT by 2X22. 
 Marico Bangladesh

Achievement Celebrations
 The celebrations are mostly divided into monthly and quarterly.

 Monthly celebration- these are supervisor driven only. There is a

constant target made by the supervisor like RSM to Territory
Managers to Sales executives. After every success their points are
added for the quarter to half yearly to yearly incentive points. Then
MD provide awards named “Wow Awards” where certificated and
cheers points are given for monthly achievers
 Quarterly Celebration- at the end of every quarter there is a town
hall celebration takes place where business updates are being
provided. Award ceremony takes places where winners are awarded
with certificate and crest from global CEO. During Covid-1 period
all the awards are sent directly to the permanent address. 
 Marico Bangladesh
New Product Launching 
 Marico always launch product with grand esteem which mostly take place in Raddisoon Blue water,
The Westin and many more.
 Media, Facebook, Insta-gram pop up everywhere products are being show cased.
 Recently they launched parachute Shampoo which has already create a massive shout out among the
customers.
 During launching a new product sampling plays a vital role. Home sampling reached sky high during
this pandemic situation. GHORE Bajar, Chaldaal are their sole e-commerce distribu-ter.
 Before pandemic e- commerce business was 23 lacs BDT but crossed 1 crore 23 lacs almost. 
 Marico Bangladesh

Product Distribution
Marico's distribution width and penetration is acknowledged as one of the best in the industry and is a
leverage able strength. Every month, 46 million consumer packs are sold to about 1.8 million households
through 1.7 million retail outlets spread across the country. Marico's distribution network covers almost
every town with a population of over 20,000.
Distributors:
• Responsible for redistribution of the products, retail penetration and market coverage
• Function similarly to wholesalers in that they take ownership of the product, store it, and sell
it off at a profit to retailers or other intermediaries
• Maintains stock of the product to absorb the supply fluctuation from manufacturer
• Expands retail universe as well as retail penetration of various products
• They can maintain a closer relationship with their suppliers than wholesalers do
 Marico Bangladesh

Performance Evaluate of Employees

 Performance: The first thing is Marico follows for evaluate their employee, which is his/her
performance. Like, they score their employee for their work all the year. Like in Dhaka city, a
distributor and marketing manager can't score easily like the rural area. So here they focus it
too
 Set Specific Goals: Marico give some specific goals to his employees and for the evaluation
they consider it maximum time.
 Be Honest: Without honesty proper evaluation will never done. So, Marico always focus on
this point to evaluate their employee.
 Amount of consistent improvement: Marico follows the employee's consistent improvement.
How fast they are improving their work, Marico try to analyze it carefully for evaluate their
employee
 Evaluate the experience: Marico evaluate the employee's experience in work, not their age.
Performance with the proper experience in work, Marico very much evaluate it.
 Ability to take ownership: Marico knows, an employee who takes ownership of assigned tasks
and can figure out how to get things done is a great asset. So, for the evaluate their
employee, they consider this point with very carefully.