arap shahi iftari
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ARAP
Shahi Iftari
Owned by
M Khairul Alam 062 070 030M Ashikur Rahman 072 465 030M Arefin Hossain 072 504 030Rubaiat Rashid 081 375 030
Presented to
SamyAhmed (SyA)Lecturer
School of BusinessNorth South University
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Introduction
Iftar is one of the religious observances ofRamadan and is often done as a community,with people gathering to break their fasttogether. North South University is no different tothat. NSU Old Cafeteria along with Golpea,Magdonald and BH&R has been serving with itsiftar items so far. But traditional iftar items bringmany personalities together. So we havedecided to start up a stall at NSU cafeteria withtraditional iftars from Old Dhaka.
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Stall Background
North South University cafeteriabeside the recreation hall will be bestsuitable place for our stall. ARAPShahi Iftari an iftar item stall basedon making and selling traditional iftar items during the month of holyRamadan.
We will provide traditional shahi iftar items which are seen especially inChowk Bazaar of Old Dhaka. So we nour stall, ARAP Shahi Iftari
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Designing Sales force Strategy& Structure
Territorial structureOur sales territorial structure has been determinedbased on the demand of traditional Old Dhaka foodsduring Ramadan
Product structureAlthough there will some similarities in a few productswhich has always been introduced as regular iftar items but we our main focused product will betraditional food items of Old Dhaka
Market structureIftari in the holy month of Ramadan has come in our culture through our Religion. So it is obligatory for aMuslim to break his fasting by Iftar. Through our stall weare going to sell traditional food items from Old Dhaka
which are only seen at Chowkbazaar
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Market Segmentation
Limited iftar items at NSU canteenTraditional iftar items from Old Dhaka
Traditional taste of spicy foodsDemand for itemized foods on theoccasion of Holy Ramadan
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Target Market
Our target consumers are from NorthSouth University
NSU administration officers
Faculty Members
Students
Corporate officers from EMBA
As NSU canteen is already occupiedby NSU Old Cafeteria, Golpea,Magdonald and BH&R so well beoffering our Iftar items.
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Porters Five Forces (contd.)
Rivalry among existing firms HIGH : Thesegment of foods in North South Universitycafeteria is highly competitive because
customers demand, no opportunity cost ofchoosing other iftari stalls, substantial amountof food items
Threat of new entrants LOW : The threat of the
new entrants is extremely low because of highentry barriers North South University cafeteria isalready occupied with several existing foodstalls for any other food stall in the cafeteria.
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Porters Five Forces (contd.)
Bargaining power of suppliers LOW : Suppliers bargaining power in this segment is very weak,since each company in the segment accounts for the big fraction of the suppliers sales and cost of
switching to a different supplier is relatively low aswell
Bargaining power of buyers HIGH : Buyers bargaining power is very high and strong due toabsence of switching costs while choosing other iftari stalls
Substitute LOW : During Ramadan people alwaysgo for wide variety of iftari items rather than Biriyaniand other stuffs which are available whole year
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Porters Five Generic
Strategies (contd.)
Overall low costleadership strategy
Broad differentiationstrategy
Focused low coststrategy
Focused differentiationstrategy
Best costprovider strategy
M a r
k e t T a r g e t
A broad cross-section ofbuyers
A narrow buyer segment(Market Niche)
Types of competitive advantagesbeing perused
Lower Cost Differentiation
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Porters Five Generic
Strategies (contd.)A low-cost provider strategy Striving to achieve lower overall costs than competitors and appealing to abroad range of customers, usually by underpricingcompetitors
A broad differentiation strategy We are seeking todifferentiate the companys product offering fromcompetitors in ways that will appeal to a broad rangeof buyers.
A best-cost provider strategy - The target is to havethe lowest (best) costs and prices compared tocompetitors offering products with comparableattributes but as our foods highly priced so we are notgoing to follow best cost provider strategy
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Porters Five Generic
Strategies(contd.)
A focused strategy based on low costs Concentrating on a broad buyer segment but dueto higher cost than competitors we wont follow
this strategy .A focused strategy based on differentiation Concentrating on large buyer segment we will becompeting competitors by offering niche memberscustomized attributes that meet their tastes and
requirements better than competitors products.
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ARAP Shahi Iftari chartItem Name Buy/Mnfc
Price Per Day TK.
SellingPrice Per Day TK.
ProfitPer item
TK.
Arabian Shawarma 90 110 20
Khashir shahi halim (Soup bowl) 80 100 20
Shahi Jilepi (Jumbo sized) 13 20 7
Khashir Paya + paratha (per piece) 130 150 20
Dahee Bora (Per piece) 11 20 9
Special yoghurt-fruit salad 14 35 21
Special pine-apple pepper chillisharbat
16 30 14
Total 354 465 111
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Financial Information
Our Total Investment will be TK.531,000 andoperating cost will be Tk.50,000 for we aregoing to do business for this one month
Ramadan. Every one of us will have equalshares in this investment.
As far as this financial activities will continuefor this Ramadan month only so we havent
prepared any balance sheet.We have tried to show a loss-profit or IncomeStatement for this month.
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ARAP Shahi IftariIncome Statement
The 30 th September 2013 (Forecasted) Revenue
Sales 697,000
Cost of Goods Sold 531,000
Gross Profit 166,000
Operating Expenses
Salaries & Wages 20,000
Stall and maintenance Expenses 7,000
Travel Expenses 23,000
Total Operating expenses 50,000
Income Before Tax 116,000
Income Tax Expense 17,400
Net Income 98,600
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Return on Investment (Per day)Forecasting 50 customer
Total investment: TK.17,700Total revenue: TK.23,250
Overhead cost: TK.1,666
23,250 17,700 1,66617,700 X 100
= 21.8 %
ROI=
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Return on Investment (30 days)
Total investment: TK.531,000Total revenue: TK.697,500
Operating cost: TK.50,000
697,500 531,000 50,000531,000 X 100
= 21.8%
ROI=
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Thank you for your patience&
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