Project on Gulistan Textile Mills

ACKNOWLEDGMENT All the appreciation and gratitude is for the Almighty Allah who is the most merciful and beneficial. He is the only one who bestowed us knowledge and wisdom and made us capable of doing the challenging tasks. We thank the Almighty for all those capabilities that He granted us to complete this project. Secondly we are very thankful to our teacher Prof. Aitzaz Khursid who worked day and night with us for this project. He helped us at each and every step and guided us in every difficult situation. We are thankful to the other teachers as well whose support and guidance was an asset for the completion of this project.We would like to thank our parents and family members as well because they provided us the financial and moral support in doing this project. And last of all whatever we have done, it is just because of the coordination and cooperation of all the group members. They worked hard researched through different sources. Table Of Contents: Industry Profile†¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. 4 Company Profile†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦.. 6 Vision Statement†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 Mission Statement†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 PEST Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. .. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦. 11 * Political Forces * Economical Forces * Social Forces * Technological Forces Porter’s Model†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13 Opportunities & Threats. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 15 EFE Matrix†¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦17 Critical Success Factor†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. 18 Competitive Profile Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 19 Strategic Internal Audit Of Departments†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦21 * Marketing * Finance * Accounting * MIS * HR Organization’s Strengths & Weaknesses†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 IFE MATRIX†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 38 SWOT Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 39 Long Term Non-Financial Objectives†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦40 Long Term Financial Objectives†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦41 Findings†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦41 * EFE * CPM * IFE SPACE Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 43 BCG Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 46 IE Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 48 Grand Strategy Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. 50 QSPM†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦52 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 56 Learning†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦57INDUSTRY PROFILE The textile and apparel industry is often considered the backbone of the Islamic Republic of Pakistan’s economy. In that south Asian republic which shares borders with China to the north, India to the east, and Iran and Afghanistan to the west, as well as the Arabian Sea to the southwest cotton textiles and apparel historically were the f ocus of the industry, mainly because of the large amount of cotton grown in the country. In fact, Pakistan currently ranks fourth among world cotton producers and third among world cotton consumers having produced 9. million 480-pound bales and consumed 11. 8 million 480-pound bales in the 2010/2011 marketing season. Pakistani textile manufacturers recently have diversified their product offerings to include man-made yarns, fabrics and apparel as the result of shifts in global demand for cotton-blend apparel. Other recent economic factors, such as the end of textile quotas in 2005, have caused Pakistan’s textile industry to continue to adapt in an effort to remain globally competitive. The republic’s textile and apparel industry in 2011 consisted f ginning, spinning, man-made fiber, weaving, finishing, apparel, terry towel, tarpaulin and canvas, and knitwear machinery sectors. The textile and apparel industry as a whole employed approximately 40 percent of total indust rial workers and accounted for 46 percent of total manufacturing. There were 1,221 ginning units, featuring an installed capacity of 20 million bales of cotton. The spinning sector comprised 408 spinning units, with an installed capacity of 157,143 rotors; and 50 composite units, with an installed capacity of 10. 1 million spindles.The country’s 10 man-made fiber units had an installed capacity of 660,000 tons. The Pakistani government’s Board of Investment reported 124 large and 425 small weaving units, with a total production capacity of 4. 4 billion square meters of fabric. With regard to finished textile goods, the country’s 5,000 apparel units featured an installed capacity of 450,000 sewing machines, show organizers reported. The installed capacity for Pakistani knitwear manufacturers numbered 12,000 machines. Tarpaulin and canvas production capacity totaled 100 million square meters, while installed capacity of terry towels totaled 7,500 looms.While the P akistani manufacturing sector as a whole in 2011 accounted for approximately 25 percent of the country’s estimated gross domestic product (GDP) of US$395. 2 billion on a purchasing-power-parity basis, the textile industry’s diverse product offerings accounted for 11 percent of the country’s GDP, as reported in the aforementioned IGATEX Pakistan report. In addition, approximately 60 to 70 percent of total exports came from the production of cotton textiles and apparel, which are considered Pakistan’s largest industries.The Business Recorder, a Karachi-based financial newspaper, reported in June 2011 that the textile industry’s value addition accounted for more than 9 percent of the GDP, and that the industry had a market share of approximately 30 percent in world yarn trade and 8 percent in cotton cloth. With the recent decline in textile exports and a record-setting trade deficit that reached more than $2. 1 billion in the first two months of 2012, Pakistan’s textile industry currently is confronting new economic challenges.Including the spinning, weaving, value-added apparel and made-up and home textile sectors had begun to downsize its workforce. A hike in interest rates in July 2011 by the country’s central bank led to increases in export refinancing, long-term commercial and industrial credit, and, ultimately, rising production costs. Furthermore, exporters are facing steep price competition from manufacturers in China, India and Bangladesh. COMPANY PROFILE Gulistan Group of Companies began with the establishment of Gulistan Textile Mills in 1966.Gulistan Group of Companies since then the group has expanded substantially to become one of the largest textile groups in Pakistan with over 6000 employees Gulistan Group of Companies main focus of this carefully designed expansion has been to add stability to business obligations and win customer confidence in product quality, reliability and competence. This appr oach towards progress and growth is visible in Gulistan Group's enormous success in all of its undertakings to date. Gulistan Group of Companies an annual turnover of US$140 million. Gulistan Group of Companies all units are listed company.Gulistan Group of Companies head offices are in Lahore ; Karachi. Gulistan Group of Companies has: * 11 spinning mills producing 60,000 tons of yarn per annum. * 2 woven fabric mills producing 16. 5 million meters of fabric per annum. * 4 Power generation plants producing 21 megawatts of electricity. * Gulistan Group of Companies are manufacturing (Yarn, Fabrics, Apparel, Cotton Clothes, * Towels, Bed wear, knitwear, Raw Cotton, etc) Yarn Gulistan’s 9 spinning mills with 215,000 spindles and 4,200 rotors produce 70,000 tons per year of cotton ; blended yarns from 4/1 to 120/1 as well as up to 10-plied yarns.This is complemented by a yarn dyeing plant with a capacity of 3,000 tons per year of a wide variety of melange and dyed yarns. Gulista n Group has one of the largest and most versatile spinning setup in Pakistan. Fabrics The state of art weaving unit with its 255 air jet and projectile looms have a capacity of weaving 36 million linear meters of high quality greige fabric in widths ranging from 40 inches to 144 inches and thread counts as high as 600 in single, Apparel Gulistan has set up a 500 stitching machines woven apparel unit ensuring aesthetics, elegance and fineness.Gulistan is producing 8000 trousers per day through its latest state of the art mechanical setup, production planning systems and design mechanism. Home Textile Home Textile products are the latest addition to the group’s product range. A manual fabrication facility is being setup and exports have already begun of top quality yarn dyed sheet sets into the United States. Vision Statement * To become a complete and integrated textile conglomerate. * To become an institution that delivers extra value through superior product quality and prof essionally principled management. To stay abreast of technological advancements to meet the changing and challenging requirements of our customers. All of us at Gulistan are committed to delivering more to our customers all over the globe. We seek growth through state of the art technological innovations and continuous improvement in our operations. Analysis Basically Vision statement is the answer of the question that â€Å"what do we want to become? †And it is a really important component of the organization. If the organization wants to formulate any strategy clear vision is the key component required for that.Let’s analyze the vision statement of Gulistan point by point. * Conglomerate means â€Å"A group of diverse companies under common ownership and run as a single organization† so it’s clear that they want to take over the whole textile industry under their own company. This sends a clear message to the competitors that they want to compete. This statement motivates the employees because they made it clear what they want to become. * The organization promises to deliver quality product and good management so this is their competitive advantage because the quality and the management make the difference.This statement sends the clear message to the customers or the target market that quality and management is their core competence. * As we all know that this is the time of globalization. The customer demands and needs are more challenging than the previous times so technological advancements are necessary for the organization. It’s a good thing to include in vision statement because it shows the strength of the organization that they opened their door for technological advancements to fulfill their other vision components. The major portion of the revenue generated by Gulistan is from their exports so they also covered the global prospective by stating that they are committed to deliver more for their customers all over the globe. This also covers that they are targeting the customers not only from Pakistan but all over the globe. * As the core rule of vision that it should be broader so they stated in their vision that they will seek through state of the art technological innovation and continuous improvement in their operations.This shows the broader vision of the organization that they are not stereo type and they always open their arms for improvements. This is a really a good vision statement which covers all aspects like Industry, customers, core competence, competitiveness, product and employees. Mission Statement Commitment towards excellence, to our customers, to society is the foundation that we have built upon; from it we drive our strength. Gulistan has held the traditional values of honesty, integrity and commitment in high esteem. The structure of each of our business units is designed to integrate experience with technological advancement.With the effort and expertise put in by the 10,000-members of Gulistan family, our state of the art units are producing world-class yarns, fabrics, made-ups, apparel and household products for our local ; global customers. Our plans are geared towards expanding our global presence; providing quality products and developing relationships while at the same time serving the community we live in. Analysis Mission statement must have 9 basic components let’s see that how gulistan is fulfilling those 9 mission components and I also highlighted them above. Customers– Local and global customers. * Products– Yarns, fabrics, made-ups, apparel and household products. * Markets—International & Global Markets * Technology– To integrate experience with technological advancement. * Concern for survival, growth and profit—Expansion of global presence. * Philosophy– Traditional values of honesty, integrity and commitment in high esteem. * Self Concept– Providing quality products and deve loping relationships. * Concern for public image– Commitment towards excellence, to our customers, to society. Concern for employees– The effort and expertise put in by the 10,000-members of Gulistan family. This is a really a good & comprehensive mission statement which covers nine basic components of mission statement like customers, products, markets, technology, concern for survival & growth, philosophy, self concept, concern for public image & concern for employees. PEST ANALYSIS Political * Rules and regulations by the government for the collection of taxes have impact on the organization. * Rules and regulations imposed by the government on import and export effect the organization. Different types of export duties by government also effected organization to discourage from export their product. * Day to day changing in political situation in Pakistan had a bad impact on organization. * Organizations are discouraged to expand their business due to changes in pol itical situation. Economic * Economic condition of our country is very bad so it has a great impact on industrial sector. * Due to bad economic condition industries are suffering from low profit. * Due to inflation profit of industries is reducing because it impact on industries to increase in prices of products. Bad economic condition results in to reducing number of industries in a country and to unemployment. Social * Unemployment is increasing day by day due to electricity shut downs in our country. * Attitude of the people on work is not improving due to low salaries are given to them in response to their work. Technological * Volatile technologies are launched day by day which has a great impact on organizations to serve in market. * Fast internet browsing eliminates gap between importers and exporters. * Modern customized software reduces human effort and it tends to save time and money of owner. Advertising agencies make it easy to access their customers at home at any time on national and international level. * Innovation in technology increases efficiency of organizations to compete in the market and to increase productivity. Conclusion: Technology has a great impact on the industry. Due to technology, they face new challenges, which check their abilities and improve performance. Gulistan adapts latest ways of technology & is successfully doing their business. PORTER’S MODEL 1. Threats of new entrants The threat of new entrants in the retail industry keeping in view the brands that we have chosen is low.As the scope of the textile business, Gulistan is providing a vast category of products under one roof. The new entrants face several barriers which primarily includes the high costs involved in starting this business. Secondly the product offered by them is highly differentiated product which also discourages new entrants. With such established brands it becomes very difficult for the new entrants to make a position in the market or capture ma rket share. Thirdly the cost involved in having an exclusive distribution is very high which also serves as a barrier to entry. 2. Threats of substitutesWe are analyzing the threat of substitute can be classified into the following category of: * Local Market * International Market The threat of substitute is medium to low in local market. People might switch brands if they think due to any reason the brand is not providing satisfaction. But on the other hand people who are brand loyal would not think of any substitute. But in the international market the threat of substitutes is pretty high because other industries ; competition. 3. Rivalry among existing firm The rivalry among the textile industry is high, both in the local market and for the international market.In case of the local market the number of competitors is very large and all moves are competitive. Majority of them are even located in the same areas ; are challenging each other’s positions, taking sales from eac h other. The international market is also on the competitive moves. Launch of new product by any brand impacts the other brands like the recent launch of Gulistan impacted the sales of other exports ; international brands too. 4. Bargaining power of suppliers The bargaining power of suppliers is high in retail industry as the suppliers can supply to any firm they want.In international ; local market some industries have multiple suppliers and therefore have great impact on the sales of the business. The products at these stores are differentiated and therefore the switching costs involved are very high. Alongside the substitutes in case of suppliers is also not viable as brand equity is also very important. 5. Bargaining power of buyers The bargaining power of buyers is high in the international market but in case of local markets it is low. The reason for the high bargaining power in local market is * Plentiful alternate suppliers Product not differentiated * Access to substitutabl e products * Plentiful options for consumers. On the other hand in case of the international market the bargaining power of buyers is low because * Less alternatives * Differentiated product * Changing supplier costs high to the seller Conclusion: As we discussed above the textile industry is very vast in Pakistan the competition in local markets is high because there are many textile companies working here. People have plenty of choices to select between different brands. So companies are competing neck to neck for customer satisfaction.Quality is the most important to maintain competitive edge over other brands. Globally the competition is also tough because textiles are included in the major exports of Pakistan. Quality and variety both are important in international markets. Gulistan is producing variety of products with supreme quality so they should improve and sustain it to remain in competition. Opportunities ; Threats Opportunities Pest analysis * Fast internet browsing eli minates gap between importers and exporters. * Modern customized software reduces human effort and it tends to save time and money of owner. Advertising agencies make it easy to access their customers at home at any time on national and international level. * Innovation in technology increases efficiency of organizations to compete in the market and to increase productivity. Porter’s model * Threat of new entrants is low. * Threat of substitute is low in local market. * Low bargaining power in local market. Threats Pest analysis * Rules and regulations by the government for the collection of taxes have impact on the organization. * Rules and regulations imposed by the government on import and export effect the organization. Different types of export duties by government also effected organization to discourage from export their product. * Day to day changing in political situation in Pakistan had a bad impact on organization. * Organizations are discouraged to expand their bu siness due to changes in political situation. * Economic condition of our country is very bad so it has a great impact on industrial sector. * Due to bad economic condition industries are suffering from low profit. * Due to inflation profit of industries is reducing because it impact on industries to increase in prices of products. Bad economic condition results in to reducing number of industries in a country and to unemployment. * Unemployment is increasing day by day due to electricity shut downs in our country. * Attitude of the people on work is not improving due to low salaries are given to them in response to their work. * Volatile technologies are launched day by day which has a great impact on organizations to serve in market. Porter’s model * Threat of substitute is high in international market. * Rivalry among existing firms. * Bargaining power of suppliers is high. * High bargaining power of buyers in international market.EFE MATRIX KEY EXTERNAL FACTORS| Weight| R ating| Weighted Score| OPPORTUNITIES| WTO regime implementation. | 0. 12| 4| 0. 48| Cost reduction by using modern and technology| 0. 13| 3| 0. 39| Local market development| 0. 10| 1| 0. 10| Entering in Energy sector. (Subject to Government permission)| 0. 11| 2| 0. 22| THREATS| Export of raw cotton and yarn| 0. 12| 4| 0. 48| WTO regime implementation| 0. 10| 4| 0. 40| Exchange rate fluctuations| 0. 09| 2| 0. 18| Instable political and economical conditions| 0. 12| 4| 0. 48| Government policies| 0. 11| 1| 0. 11| TOTAL| 1. 00| | 2. 84| Interpretations:EFE score of 2. 84 indicating that the Gulistan is taking the external opportunities and avoiding external threats quite well, however there is room for improvement is well. This score suggest Gulistan to be aggressive but the degree of aggressiveness needs to be little moderate, it should not go for diversification, rather it should go for penetration in the existing market, further developing local or foreign market or it may design a new product. Critical Success Factors Critical Success Factors are: * Product design * Technological up-gradation * Research ; development * Market Segmentation Distribution ; promotion * Capacity utilization * Persistence in product quality * Efficient procurement of raw material * Effective management * Trained manpower * Cost competitiveness * Customer satisfaction ; loyalty Competitive Profile Matrix CRITICAL SUCCESS FACTORS| | Gulistan Textile MILLS LTD. | CRESCENT TEXTILE MILLS| CHENAB TEXTILE MILLS| | WEIGHT| Rating| Weighted Score| Rating| Weighted Score| Rating| Weighted Score| Product design| 0. 07| 4| 0. 28| 3| 0. 21| 3| 0. 21| Technological up-gradation | 0. 11| 3| 0. 33| 4| 0. 44| 3| 0. 33| Research ; development| 0. 0| 4| 0. 40| 3| 0. 30| 2| 0. 20| Market Segmentation| 0. 07| 2| 0. 14| 2| 0. 14| 4| 0. 28| Distribution ; promotion| 0. 07| 3| 0. 21| 3| 0. 21| 2| 0. 14| Capacity utilization | 0. 08| 3| 0. 24| 3| 0. 24| 2| 0. 16| Persistence in product quality| 0. 09| 4| 0. 36| 3| 0. 27| 4| 0. 36| Efficient procurement of raw material | 0. 09| 3| 0. 27| 3| 0. 27| 3| 0. 27| Effective management| 0. 08| 3| 0. 24| 4| 0. 32| 2| 0. 16| Trained manpower| 0. 07| 4| 0. 28| 3| 0. 21| 3| 0. 21| Cost competitiveness | 0. 10| 2| 0. 20| 2| 0. 20| 1| 0. 10| Customer satisfaction ; loyalty| 0. 7| 3| 0. 21| 3| 0. 21| 2| 0. 14| TOTAL| 1. 00| | 3. 16| | 2. 98| | 2. 56| INTERPRETATIONS: A Gulistan Mills limited is dominating in the industry as compared to local players. There are several competitors like Agzard 9, Kohinoor textile mills, etc, but above taken competitors are the major ones. CPM scores for Gulistan showing aggressiveness as compared to the crescent and Chenab textile mills. Gulistan is number one company within the local environment; it is basically leading the industry in the following aspects: * Product design. * Research ; development. Persistence in product quality. * Trained Manpower. Moreover, crescent textile mills is resides at the second number and leading industry in effective management style. Finally Chenab textile comes at number 3rd with leading position in persistence in quality and market segmentation. Strategic internal audit of the company of the following departments * Marketing * Finance * Accounting * MIS * HR MARKETING DEPARTEMENT Sales ; Marketing department at the Gulistan Textile Mills Ltd. is involved in following three types of sales. * Exports * Local Sales * Wastage SalesFor these three types of sales the Gulistan Textile Mills Ltd have following two Sale ; Marketing offices. * Lahore Office * Faisalabad Office Exports The Gulistan Textile Mills Ltd exports all his goods through the agents in the different countries across the world. The direct sales to the foreign customers are very low. Gulistan Textile Mills Ltd. Export Agents Customers Export Agents Following are the major export agents of the Gulistan Textile Mills Ltd. * KSEO SEOUL KOREA * ATEX INTERNATIONAL * TAIZEUS LAILA ISLAM * SENCO INTERNAT IONAL * ESTERN KOREA * R. D JAEWARDANE INDIA * MITSUI ; CO INDIA * FIBER SMITH INTERNATIONALExport Customers Following are the customers of the Gulistan Textile Mills Ltd across the world. * COTTONNIERE DU, SENIGAL * CHINA TEXMAT CHINA * HAESONG BANGLADESH * EL HARAMEEN CO. EGYPT * ZHEJIANG IMPORT CHINA * KANDYGS HANDLOO SRILANKA * CRYSTAL MARTIN UK * RESTEX COMPANY USA * OASIS NJRT GENE TURKY Internal Audit Check List * Target markets are effective. They are relying mainly on exports so market is divided into one small portion of local sales and other major portion of exports. * Currently their exports portion is doing great among all other competitors like nishat mills is behind in the exports section. Firm market share is stable locally but in exports they already acquired major international markets. * As they have sales and exports agents on 2. 5 % commission which are doing well for them * Customers are pretty much satisfied with the product quality because they never compromi sed on product quality. * Gulistan is maintaining good quality with reasonable price which is the key factor for their huge sales * They are less focused on their advertisement because they have sales agents. They have invested in print media for advertisement. * They have trained managers and with minimum 10 years of experience in their related fields.ACCOUNTS DEPARTEMENT The financial information of a business is communicated through this department. As we know that â€Å"Accounting is an art of interpreting, measuring and communicating the result of economic activities† this department is concerned with the preparation of financial statements preparing budgets for business and allocating budget to different units according to their requirement. For daily expenses or for purchasing of goods or machinery for business. Accounts department prepares financial statements on quarterly, half yearly and annually basis.On the basis of these statements management takes necessary deci sions for business. Stakeholders can also get information about the financial position of the organization. Accounts manager handle whole department different accountant and assistants work under account manager. Units send all documents on daily basis to head office and on basis of these accountants prepare financial statements for purchases, payments, expenses, receipts and others. Functions of Accounts * Maintain record of assets of business * Recording transactions in books of accounts * Preparing financial statement Preparing ledger, journal and vouchers * To pay salaries, wages and different types of expenses to mills * Prepares financial statements on quarterly. Semi annually and annually basis FINANCE DEPARTMENT Finance department is concerned with the financial activities of the organization. Finance manage is responsible for the acquisition of finance for running operations of business smoothly. Finance manager prepares cash flow statements to estimate the financial needs in the business and to check whether the expenses are incurring according to the requirement of business.Finance is life blood of a business so it is very important department which handles financial activities of an organization. Accounts manager provides bank statements to finance manager and finance manager review those statements and then take decision which unit need to be finance and they are responsible for planning finance from where to acquire and where to invest. All the departments in organization depend on finance without finance department organization is unable to run smoothly. Functions of Finance Department * Planning Funds * Procurement of funds * Finding sources of funds Forecasting of financial for future * Effective utilization of funds * Negotiating with creditors * Allocation of funds to different units * Provide funds as they require Allocation of budget to units Allocation of expenses to units Make decisions of payrolls Proper review of expenses of units RATI O ANALYSIS For the analysis of the financial statements of the GULISTAN GROUP OF COMPANIES we use the ratio analysis in order to get a clear vision about the financial position with simple interpretation. For this purpose we can analyze the financial statements through the followings ratios: 1.Liquidity Ratios 2. Activity Ratios 3. Debt Ratios 4. Profitability Ratios 5. Marketability Rations/Efficiency Liquidity Ratios The liquidity of a business firm is measured by its ability to satisfy its short-term obligations as they come due. Liquidity refers to the solvency of the firm’s overall financial position the ease with which it can pay its bills. Basic measures of liquidity are: * Current ratio * Quick ratio By putting the values taken from the annual report of â€Å"GULISTAN GROUP OF COMPANIES† in the formulas of above ratios the results are shown in the following table.Current Ratio = current asset / current liabilities Quick Ratio = current asset – inventory / current liabilities Ratios| 2011| 2010| 2009| Current Ratio| 5657592015 /5872231037= . 96| 4222471024 / 4221143753= 1. 00| 3,170,385,835 /3,125,424,959=1. 01| Quick Ratio| 5657592015-4098001926 /5872231037=. 27| 4222471024-2872063135 / 42211437531=. 32| 3,170,385,835-1891974316 /3,125,424,959=. 41| Current Ratio A current ratio of 2. 0 is occasionally cited as acceptable, but a value’s acceptability depends on the industry in which the firm operates. A current ratio of 1. would be considered acceptable for a utility but might be unacceptable for a manufacturing firm. The ratio in 2011 is below 1. 0 so it is not acceptable. Quick Ratio The quick ratio is similar to the current ratio except that it excludes inventory, which is generally the least liquid current asset. Quick ratio is an extended version of current ratio in which only very quick assets (which can be quickly liquidated) are considered. Quick ratio in 2011 is also low that shows excess of inventory in stock. Acti vity Ratios Activity ratios are used to measure the speed with which various accounts are converted into sales or cash.With regard to current accounts, measures of liquidity are generally inadequate Basic measures of activity are: * Inventory turnover * Total asset turnover * Average collection period * Average payment period. Inventory turnover = CGS / Inventory Avg. collection period = A/R / Avg. sale per day Avg. payment period = A/p / Avg. purchase per day Asset turnover = sale / total asset Ratios| 2011| 2010| 2009| Inventory Turnover| 4197948535/4098001926= 1. 02 Times| 4442886796/2872063135=1. 55 Times| 1983953867/1891974316=1. 05 Times| Avg. collection period| 1202179249/14370761. 5=83. 65 Days| 992689190/14190684. 10=69. 95 Days| 896133503/11757625=76. 22 Days| Avg. payment period| 507009956/11435996=44. 33 Days| 428978782/11833817= 36. 25 Days| 250638087/11932214=21 Days| Asset turnover| 5245328111/9277085948=. 57| 5179599697/7821978153=. 56| 4291532961/6639205671=. 65| In terpretation of the Results Inventory Turnover Inventory turnover commonly measure the activity, or liquidity, of a firm’s inventory. Inventory turnover of the company is 1. 02 times in the year 2011 and it has decreased from the last year figure of 1. 55 times. Though here is a decrease in inventory turnover in 2011 but it is best in 2010 as compared to 2011 and 2009. Total Assets Turnover Total assets turnover indicates the efficiency with which the firm uses all its assets to generate sales. Generally, the higher a firm’s total asset turnover, the more efficiently its assets have been used. This measure is probably of greatest interest to management, because it indicates whether the firm’s operations have been financially efficient. Asset turnover in 2009 is high that shows efficient use of assets but it decreased in 2010 and have minor increase in 2011 which is not enough.Thus it shows inefficiency of the management of the firm to use assets to generate reve nues. Average Collection Period Average collection period indicates that how many days are required to collect amount from the trade debts. The earlier the cash is received from the debtors; the better will be for the company. Average collection period of the company has decreased in 2010 as compared to 2009 but it has a great increase in 2011 This shows inefficiency in the collection of Accounts receivable Average Payment PeriodAverage payment period indicates that after how many days the payment to creditors is made. This time period should be maximum one. But Avg. Collection period for GTM shows gradually an increase in these years that shows efficiency of management to best utilize of resources. Debt Ratios The debt position of a firm indicates the amount of other people’s money being used in attempting to generate profits. In general, the financial analyst is most concerned with long-term benefits, because these commit the firm to paying interest over the long run as wel l as eventually repaying the principally borrowed.Because the creditors’ claims must be satisfied before, the distribution of earnings to share holders. Basic measures of debt are: * Debt ratio * Time interest earned ratio Debt Ratio = Total Liabilities / Total Assets Time Interest Earned Ratio = EBIT / Interest Ratios | 2011| 2010| 2009| Debt Ratio | =6031027175/9277085948=65%| 4366370736/7821978153=56%| 3220598874/6639205671=49%| Time Interest Earned Ratio| 860296219/832459296=1. 03| 660050601/535671023=1. 23| 459782158/401355131=1. 4| Interpretation of the Results Debt Ratio The debt ratio measures the proportion of total assets financed by the firm’s creditors. The higher this ratio, the greater the amount of other people’s money being used in an attempt to generate profits. GTM’s debt ratio has increased from year to year. This shows that the company has increased its dependence on the outsider’s sources of finances. This ratio is high than t he acceptable limit of 60%. This shows that there is a significant increase in the debts of the company. Interest Coverage RatioInterest coverage ration tells that how many times the firm is able to pay its financial charges out of its profit . A high ratio is desirable. This ratio for the company is 1. 03 times in the year 2011 and has decreased from 1. 23 times in the year 2010. This shows good sign for the company. But in 2010 it is increased so it is bad sign for company but it seems to be controlled by management in 2011. Profitability Ratios There are many measures of profitability. Each related the return of the firm to its sales, assets, equity, or share value.As a group, these measures allow the analyst to evaluate the firm’s earnings with respect to a given level of sales a certain level of assets, the owners’ investment, or share value. Without profit, a firm could not attract outside capital. Basic measures of profitability are: * Gross profit margin * Oper ating profit margin * Net profit margin * Return on total assets * Earnings per share GP Margin = GP / Sale OP Margin = OP / Sale NP Margin = NP / Sale EPS = earnings available for common stock / number of common stock outstanding ROA = earnings available for common stock / Total AssetsROE = earnings available for common stock / Common stock equity Ratios| 2011| 2010 | 2009| GP Margin| 1047379576/5245328111=20%| 736712900/5179599697=14%| 569887350/4291532961=13%| OP Margin| 885608679/5245328111=17%| 587536742/5179599697=11%| 431199214/4291532961=10%| NP Margin| 1582297/52453281118=3%| 52791520/5179599697=1%| 50720861/4291532961=1. 18%| EPS| 1582297/17258090=. 09| = 52791520/16054038=3. 06| 50720861/14594580=3. 48| ROA| 1582297/9277085948=. 017%| 52791520/7821978153=. 7%| 50720861/6639205671=. 76%| ROE| 1582297/172580900=. 92%| 52791520/16054038=3. 29%| 50720861/14594580=3. 48%| Interpretation of the Results Gross Profit Margin The gross profit margin measures the percentage of each sales dollar remaining after the firm has paid for its goods. The higher the gross profit margin, the better and the lower the relative cost of merchandise sold. Gross profit margin of the company has increased in the year 2011 as compared to last year; this increase is due to decreased cost of goods sold. Operating Profit MarginThe operating profit margin measures the percentage of each sales dollar remaining after all costs and expenses other than interest and taxes are deducted. It represents the pure profits earned on each sales dollar. A high operating profit margin is preferred. Operating profit margin of the company has increased to 2011 as compared to the year 2010 ; 2009 gradually. This has increased due to decreased selling and administrative expenses. Net Profit Margin The net profit margin measures the percentage of each sales dollar remaining after all costs and expenses, including interest and taxes, have been deducted.The higher the firm’s net profit margin wil l be better. The net profit margin is commonly cited measure of the firm’s success with respect to earnings. Net profit margin of the company has increased to in the year 2011 against 2009 ; in the year 2010. Return On Equity Return on shareholders’ investment (ROI) measures the overall effectiveness of management in generating profits with its available assets. The higher the firm’s return on investment, the better. For the year 2011 it is . 92%, which is very low than that of 2010 3. 29% and 3. 8 in 2009 which is better from all of these current year. So it is a negative sign for the company. Return On Total Assets Return on Total asset of the company has decreased in the year 2011 from in the year 2010 ; 2009 it shows inefficiency of the company management to generate profit on the total assets. There is no best utilization of assets. Earnings per Share The firm’s earnings per share (EPS) are generally of interest to present or prospective stockholders and management. The earnings per share represent the number of dollars earned on behalf of each outstanding share of common stock.They are closely watched by the investing public and considered am important indicator of corporate success. Earnings per share of the company is decreased to . 03 per share in the year 2011 against 3. 06 in 2010 and 3. 48 in 2009 per share. It is due to decreased in profit level. So company adopts different steps to increase profit. Marketability Ratios Equity investor is more interested in the dividends of the company. It is also concerned about the profitability positing of the firm. For the purpose of equity investor we calculated the following ratios: * PER = Market rice per share / EPS * Book Value of Share = total common equity / number of common stock outstanding * Market Value of Share = market price per share of common stock outstanding / Book Value Ratios | 2011| 2010 | 2009| PER| 75 / . 09=833| 75 / 3. 06 = 24. 50| 75/(1. 63)=-46| Book Value| 172580900/4771715=36. 17| 160540380/ 4771715 = 33. 64| 145945800/14594580=10| Market Ratio| 75 / 10= 7. 5| 75 / 10 = 7. 5| 75/10=7. 5| Interpretation of the Results Price Earnings RatioPrice earnings ratio for GTM is increased in 2011 and in 2010 there is decrease in price earnings ratio of GTM so shareholder perceives it less risky to invest in GTM. Book Value Per Share Book value per share is good one if it is below the market price of its shares. Book value per share of the company is 10 per share, which shows investor’s confidence on the firm’s ability to generate profits Market Ratio Market ratio for GTM is same from 2011 and in 2010, 2009 so there is consistency in price earnings ratio of GTM so it is due to no change in book value per share. MIS DEPARTMENTThe MIS department is really strong in Gulistan. Company is equipped with AS400 Software which interconnects all departments. It collects the data from each server in every department and brings it to one serv er. If the manager needs any information he or she can obtain that data by just one click. This software can also generate reports regarding different accounts which eventually help management to take decisions. Strong and quick management information system is key competitive edge of Gulistan. Internal Audit Checklist * All managers utilize this facility to make decisions according to their concerned departments. They have appointed a HOD for MIS. * Data is always updated on daily basis. * Every manager has password and login through which he or she can access the system. * Training is essential for every manager so that he or she can get familiar to the system. * Company always tried to make it user friendly ; they succeeded in that. * Managers considered MIS a key thing or a company asset because it’s very valuable for providing them competitive edge. HR DEPARTMENT Gulistan has huge number of employees. It is necessary to manage a strong HR department and gulistan is doing it.The company’s people are their assets and it’s important for them that how they are developed, trained, and motivated. Gulistan is committed to diversity in a working environment where there is mutual trust and respect . Where everyone feels responsible for the performance and reputation of their company. They recruit, employ and promote employees on the sole basis of the qualifications and abilities needed for the work to be performed. They are committed to safe and healthy working conditions for all employees. They didn’t use any form of forced, compulsory or child labor.They are committed to working with employees to develop and enhance each individual skills and capabilities. They respect the dignity of the individual and the right of employees to freedom of association. They maintained good communications with employees through company based information and consultation procedures. There HR department is currently working on these basic lines:- * Manage ment by objectives * Hiring and retaining highly professional and talented people, who are dedicated, empowered and committed to deliver remarkable growth. * Skills development through internal and external training programs. Equal opportunity employment i. e. No discrimination in hiring, promotions, rewards and appraisals on the basis of sex, religion, caste, race or national origin. Following are the organization's main strengths:- * Good Governance And Policies * Team Work * Communication between Units * Healthy Resources * Product Quality * Low Workers Strength * ISO 9001 and IKO-TEX 100 Certified * Biggest composite unit in Pakistan * Highest credit rating by PACRA * Self owned power plant * Largest dyeing facility in South East Asia Following are the organization's weaknesses:- Organization is unable to offer its middle managers a good salary * Transit time is more as compare to foreign competitor * High employee’s turnover * High cost of production * Relying on interna tional market more than local market * Benefits offered to the general managers are good but the benefits offered to middle managers are not at all satisfactory * A weakness of the Gulistan Textile Mills Limited is the no direct relationships with the customer because they have to pay the 2. 50% of the sales to agents as commission. INTERNAL FACTOR EVALUATION (IFE) MATRIX KEY INTERNAL FACTORS| | Weight| Rate| Weighted Score| STRENGTHS| | | | ISO 9001 and IKO-TEX 100 Certified| 0. 11| 3| . 33| Biggest composite unit in Pakistan| . 10| 4| . 44| Highest credit rating by PACRA| 0. 13| 4| . 52| Self owned power plant| . 15| 4| . 60| Largest dyeing facility in South East Asia| . 12| 4| . 48| Weaknesses| | | | Relying on international market more than local market| . 10| 2| . 20| High cost of production| . 12| 2| . 24| High employee’s turnover| . 06| 2| . 12| Transit time is more as compare to foreign competitor| . 11| 1. | . 11| Total| 1. 00| | 3. 00| INTERPRETATIONS: IFE score ofà ‚  3. 0  indicating that the Gulistan Textile Mills  is an internally strong organization, it  represent that it is excellent in its overall internal strategies when it come to explore strengths and weaknesses. Overall the main  strength  is financial. SWOT Matrix | STRENGTHS| WEAKNESSES| | 1. ISO 9001 certified ; IKO-TEX 100 Certified. 2. Biggest composite unit in Pakistan 3. Highest credit rating by PACRA 4. Self owned power plant 5. Largest dyeing facility in south east Asia| 1. Relying on international market only 2. High cost of production 3. High employees turnover 4.Transit time is more as compare to foreign competitor| OPPORTUNITIES| S-O STRATEGIES| W-O STRATEGIES| 1. WTO regime implementation 2. Cost reduction technology by using modern and advanced technology 3. Local market development 4. Diversification in energy sector (Subject to Government permission)| 1. provide electricity to residential areas ( S4, O4)2. capture local market by providing facility of outso urcing and introducing company products through its retail outlets (S2, S5, O3)| 1. Import modern technology (W1, W2, O2)2. Company can enter in new market through retail outlets (W1, W4, O3)| THREATS| S-T STRATEGIES| W-T STRATEGIES| . Export of raw cotton and yarn 2. WTO regime implementation 3. Exchange rate fluctuations 4. Instable political and economical conditions 5. Government policies| 1. Penetration in foreign market (S1, T2)2. Make future contracts to avoid currency fluctuations (S3, T3)| 1. Focus on local market (W1, W2, W4, T2, T3)2. Import modern technology, and do agreements with suppliers to secure your supply of raw material (W2, T1)| INTERPRETATIONS: Critical Region is WO. Gulistan can import new technology to reduce its cost of production.Company can thus be able to penetrate in the market and capture more shares by improving quality of goods and services, and provision of goods at lower prices. LONG TERM NON FINANCIAL OBJECTIVES * To provide quality product to cus tomers to satisfy their need. * To achieve goals set by group. * To win competition in the market and to reach on peak of textile sector. * To use innovative technology that reduces human dependency. * To provide such an environment where employees do their work with honesty and satisfactorily. * To expand business around the boundaries of Pakistan and at international level. To use innovative machinery for its units. * To provide such a mechanism where employees are rewarded and encouraged toward their objectives. LONG TERM FINANCIAL OBJECTIVES * To achieve the turnover of Rs 29 billion. * Introduction of value added products. * Attaining bigger international market share. * Upgrading all the technological equipments to increase production. * To find Suppliers of the company in local market to increase local market share. * For better production make relations with cotton development and research institutes, local cotton producers and cotton whole sellers. Plant layout is important factor in production cost the company objective is to improve plant layout for cost reduction. Findings Interpretations Of EFE: EFE score of 2. 84 indicating that the Gulistan is taking the external opportunities and avoiding external threats quite well, however there is room for improvement is well. This score suggest Gulistan to be aggressive but the degree of aggressiveness needs to be little moderate, it should not go for diversification, rather it should go for penetration in the existing market, further developing local or foreign market or it may design a new roduct. Interpretations Of CPM: A Gulistan Mills limited is dominating in the industry as compared to local players. There are several competitors like Agzard 9, Kohinoor textile mills, etc, but above taken competitors are the major ones. CPM scores for Gulistan showing aggressiveness as compared to the crescent and Chenab textile mills. Gulistan is number one company within the local environment; it is basically leadin g the industry in the following aspects: * Product design. * Research ; development. * Persistence in product quality. Trained Manpower. Moreover, crescent textile mills is resides at the second number and leading industry in effective management style. Finally Chenab textile comes at number 3rd with leading position in persistence in quality and market segmentation. Interpretations Of IFE: IFE score of  3. 00  indicating that the Gulistan Textile Mills  is an internally strong organization, it  represent that it is excellent in its overall internal strategies when it come to explore strengths and weaknesses. Overall the main  strength  is financial. SPACE MATRIXFinancial Strength|   Rating|   Environmental Stability|   Ã‚  Rating| Leverage| 4| Rate of inflation| -3| net income| 6| Technological changes| -3| E. P. S| 5| Competitive pressure| -3| R. O. E| 5| Risk involve in business| -2| |   |   |   | Average| 5| Average| -2. 75| | | Y-Axis strength| 2. 25| Co mpetitive Advantage|   Rating|   Industry Strength|   Ã‚  Ã‚  Rating| Market share| -1| Growth potential| 5| product quality| -2| Financial stability| 3| customer loyalty| -3| Resource utilization| 3| Technological know how| -2| Profit potential| 2| |   |   |   | Average| -2| Average| 3. 5| | | X-Axis strength| 1. 25| INTERPRETATIONS: * For the purpose of evaluating financial strength we have compared our concerned co. with industrial average. * Leverage used by Gulistan was significantly low as compared to industrial average that why we have ranked it at point 4. * Net income of Gulistan was highest in industry that’s why it is given 6 points. * It’s E. P. S ; return on equity was also high as compare to industry that’s why they were ranked 5. * Market share of Gulistan was highest about 12% that why it is given -1 marks. There product is of good quality ; there customers are loyal but customers can’t be very loyal in this industry thatâ€⠄¢s why they were ranked at -2 ; -3. * They have new ; advanced technology that’s why they are ranked -2. * Rate of inflation is increasing its C. G. S ; technological changes its depreciation as well as there is heavy competitive pressure from china ; Bangladesh that’s why they were rankes-3. * There is high risk now a days in this business but due to being as industrial giant in Pakistan they are not in such a risk that why it is given -2. There is high growth potential in industry because now recovery period have been started. * Industry is less financial stable as well as most of the companies are producing very below then their capacity that’s why they are ranked at 3. * Due to increase in cost the profit potential has been declined that why this is ranked at 2. Directional vector point is 🙠 1. 25, 2. 25) Conservative Aggressive Competitive Defensive FS IS CA ES Interpretations: * According to our calculations the score of our company is 1. 25 on x- axis And 2. 25 on Y-axis * Which is showing that our co. hould go for aggressive strategy * Furthermore it is telling us that our financial strength is the dominating factor in industry * Our concerned strategies can be * Backward ,forward ,horizontal ,integrations * Market penetration * Market development * Product development * Diversification(related or unrelated) * On the other hand, Gulistan also has the opportunity to enter and capture the local market. Company can do this through opening retail outlets in the local areas and provide better goods and services to its domestic customers. THE BOSTON CONSULTING GROUP MATRIXMarket Share High Low StarsHigh Industrial Growth | Question Mark| Cash CowLow | Dogs| Interpretations: Gulistan is a composite textile unit of Gulitan Textile Group. Total number of players in the industry is 60, and Gulitan is the market leader. It captures 12% market share as a whole. In 2009, the industrial overall growth rate is 11%, but that of Gulitan Te xtiles is 24% as compare to the sales of 2008. The industrial growth is high and Gulistan Textiles has high market growth as well.So, it lies in the first quadrant (Stars) of the BCG matrix. It implies that, company has the opportunity to go for Market penetration to capture more shares in the existing market by using new technology, and increasing promotional activities. It also has a tremendous option of local market development. Other feasible strategies may be the backward integration to secure the supplies in order to tackle with the threat of exporting of local raw material to foreign markets. Also Gulistan Textiles goes for forward integration to minimize its weakness of transit time of goods and services to its customers.THE INTERNAL-EXTERNAL (IE) MATRIX A- IFE TOTAL SCORE B- C- Strong Moderate Low D- E- IGrow and Build| IIGrow and Build| IIIHold and Maintain| IVGrow and Build| VHold and Maintain| VIHarvest| VIIHold and Maintain| VIIIHarvest| IXDivest| High F- G- H- I- J- K- Medium L- EFE TOTAL SCORE M- N- O- P- Q- Low R- S- T- U- V- W- Interpretations: * IFE Total Score (As per IFE Matrix) = 3. 00 * EFE Total Score (As per EFE Matrix) = 2. 84 It implies that Gulistan Textiles is in a much strong position. But, comparatively it is stronger internally as compare to its external position.As per IE Matrix, Gulistan Textiles lies in fourth cell, which implies that it should go for aggressive strategies that is grow and build strategies. The possible strategies for Gulistan Textiles may be the integrations, intensive, and diversifications. Gulistan Textiles has the opportunity to go for Market penetration to capture more share in the existing market by using new technology, and increasing promotional activities. It also has a tremendous option of local market development. Other feasible strategies may be the backward integration to secure the upplies in order to tackle with the threat of exporting of local raw material to foreign markets. Also Gulistan Text iles goes for forward integration to minimize its weakness of transit time of goods and services to its customers. THE GRAND STRATEGY MATRIX Rapid Market Growth Quadrant II| Quadrant I | Quadrant III| Quadrant IV| Strong Competitive Advantege Weak Competitive Advantage Slow Market Growth Interpretations: Total number of players in the industry is 60, and Gulistan Textiles is the market leader. It captures 12% market share as a whole.In 2009, the industrial overall growth rate is 11%, but that of Gulistan Textiles is 24% as compare to the sales of 2008. As the market growth is high, and Gulistan Textiles has strong comparative position in the market. So, it lies in the first quadrant of Grand strategy matrix, which implies that it should go for aggressive strategies. The possible strategies for Gulistan Textiles may be Market Development, Market Penetration, Backward and Forward Integrations. THE QUANTITATIVE STRATEGIC PLANNING MATRIX (QSPM) | Strategy 1LOCAL MARKET DEVELOPMENT| Stra tegy 2PENETRATING IN FOREIGNMARKET| KEY INTERNAL FACTORS| Weight| AS| TAS| AS| TAS| STRENGTHS  | ISO 9001and IKO-TEX 100 Certified. | 0. 10| 1| 0. 10| 3| 0. 30| Biggest Composite Unit in Pakistan. | 0. 11| 4| 0. 44| 2| 0. 22| Capacity utilization. | 0. 13| 3| 0. 39| 2| 0. 26| Self-Owned Power Plant. | 0. 14| 2| 0. 28| 3| 0. 42| Largest Dyeing Facility in South East Asia. | 0. 12| 2| 0. 24| 1| 0. 12| WEAKNESSES| Relying on international markets only. | 0. 10| 4| 0. 40| 2| 0. 20| High Cost of Production. | 0. 12| 3| 0. 36| 4| 0. 48| Market Segmentation. | 0. 07| 3| 0. 21| 1| 0. 07| Transit time is more as Compared to Foreign Competitors. 0. 11| 2| 0. 22| 1| 0. 11| SUBTOTAL| 1. 00| | 2. 64| | 2. 18| | Strategy 1LOCAL MARKET DEVELOPMENT| Strategy 2PENETRATING IN FOREIGN MARKET| KEY INTERNAL FACTORS| Weight| AS| TAS| AS| TAS| OPPORTUNITIES  | WTO regime Implementation. | 0. 12| 1| 0. 12| 4| 0. 48| Cost reduction through introducing modern technology. | 0. 13| 2| 0. 26| 4| 0. 52| Loca l market development. | 0. 11| 3| 0. 33| 1| 0. 11| Entering in Energy Sector. | 0. 11| -| -| -| -| THREATS| Export of raw cotton and yarn. | 0. 12| 3| 0. 36| 2| 0. 24| WTO regime Implementation. | 0. 1| 1| 0. 10| 3| 0. 30| Exchange rate fluctuations. | 0. 09| 2| 0. 8| 1| 0. 09| Instable Political and Economic Conditions. | 0. 11| 3| 0. 33| 2| 0. 22| Government Policies. | 0. 11| 2| 0. 22| 3| 0. 33| SUBTOTAL| 1. 0| | 1. 90| | 2. 29| GRAND TOTAL | | | 4. 54| | 4. 47| Interpretations: * I. S. O certification will only be helpful in market penetration so that’s why it is given high marks. * Biggest composite unit ; less capacity utilization will be helpful or will be used better by open chain store rather than market penetration so it is given higher marks. * Increasing sales in foreign will better use energy rather than chain store so it is given higher marks. Largest dying facility has its goodwill so we have ranked it higher in chain store. * Reliance on international market c an be decreased by opening chain store that’s why it is given higher marks. * Higher cost of production can be decreased by exporting more quantity but opening new store will increase an expense for that’s why penetration is given higher marks. * Open chain store will increase our segmentation ; it will decrease on reliance on exports so problem of transit time will impact us less that are why these are given higher marks. * WTO regime will be useful only in penetration so it is given higher marks. Local market development will be done only in that case when we will go for chain store so it is given higher marks. * If we will open chain store we will be able to charge higher prices due to our goodwill so yarn’s export problem will not affect us as it is effecting. * WTO regime implementation will be covered only in that case when we will go for market penetration. * Exchange rate fluctuation will impact us only in that case when we will go for foreign trade so o pening retail store will reduce its impact that’s why it is given higher score. Due to bankruptcy of foreign customers the political ; economical conditions will have less impact on us if we will go for chain store that’s why it is given higher marks. * Government policies regarding opening a new store can be difficult to meet so it is given lower marks. Conclusion Future of the company Gulistan Textile Mills Limited is a growing firm and all its employees have a potential and skills to grow for the betterment of the company. Work environment is good and employees are satisfied with Gulistan Textile Mills Limited. There are not hard and fast rule in the accomplishment of the work.Gulistan Textile Mills Limited facilitates its employees with the lot of facilities like medical and other facilities. The job turnover ratio is gradually increasing due to the Economic crisis in Pakistan but employees are sincere with their work. Office area is established and safety measures are applied. Company is facing very tough competition from competitors particularly china, India, Bangladesh. The competitive positive position of  competitors is better because of their lower cost of doing business on account of various incentives and subsidies available to them.Recently government provided some relief to textile manufactures of value added product only in shape of lower interest rates. For increasing textile manufactures, Gulistan group of companies has no alternative but to improve the sale of its product in followings way. * Gulistan group of companies should improve the quality of its products. * Gulistan group of company should emphasis on value-added products and improve the quality. * The machinery of company should be improved by technology which increases the production of goods. * Gulistan group of companies should meet the requirements of consumers in term of fashion and design.Learning It was a marvelous experience that we have availed with devotion and commitment. We have an interest in textile industry that's because Textile is the back bone of the economy of the country. But one thing we want to share it’s not easy that looks it has a great toughness and complications in its process but the overall it was nice and great. We learnt that how strategies are formed, implemented & evaluated in textile sector. By doing analysis we have an idea that how to make and evaluate the strategies that are implemented in field.

Crucible Essay

Even after doing those things the harassers still end up at fault for whatever happened to them, but despite all that, they were able to regain their lost integrity. In Miller's play it can be seen that characters were given the opportunity to w hat was right which they used, however it was not an easy for them to make the decisive on of telling the truth. An example of this is when John Proctor refuses to sign his name on an affiliation. The reason Proctor refuses to do so is because he values his reputation and more than anything he wants to keep his good name. Because it is my name! Because cannot have another in my life! Because I lie and sign myself to lies! Because I am not worth the dust on t he feet of them that hang! How may live without my name? I have given you my soul; leave my name. † (Act 4 page 143. ) In this quote it is seen that Proctor is trying hard to keep his name clean, and while doing so he does not care about what the future consequences would be. Simi L arry Reverend Hale has citizens who look up to him which places him as a higher authority. Pray you, someone take these† (Act 1 page 36. Here it is showed that Hale possesses p rower over the tizzies and that he is not concerned about the others in town. However tow awards the end both characters lose whatever power they had which causes them to be true to 20th errs and tell the truth and earn back their lost integrity. When the time came Proctor realized he en deed to redeem himself. â€Å"A man may think God sleeps, but God sees everything, know it no w. I beg you, sir, I beg you see her what she is†¦ She thinks to dance with me on my wife's grave ! And well she might, for I thought of her softly.God help me, I lusted, and there is a promise in such sweat. But it is a whore's vengeance†¦ (Act 3 page 110. ) Here Proctor finally admits y o performing adultery and admits to his past mistakes, even though it has cosseted him his life e. Also Hale does the same, he adm its to his mistakes and comes out with whatever truth was aft to be told. â€Å"Let you not mistake your duty as I mistook my own. † (Act 4 page 132. ) Hale after a long time finally admits that he misused his power and he regains his lost integrity while e trying to save the lives of innocent people.Also throughout the play it can be seen that there is change between character s whether it be the character changing themselves or helping other characters change. A good example of this would be from the beginning of the play, when it is seen that Proctor is did slowly to his wife Elizabeth. â€Å"Baby, I may think of you softly from time to time. But will cut off my hand before I'll ever reach for you again. Wipe it out of mind. We never touched, Baby† (A CT 1 page 23). This here shows that Proctor is unfaithful to his wife and that he is also trying to erase the past and keep the truth about his adultery in the dark.In contrast while Proctor w s unfaithful, Hale was be ing motivated by wrongdoings. â€Å"Why is it all simple. I come to do the devil's work. I come to counsel Christians they should belie themselves. There is blood on my head. Can you see the blood on my head† (Act 4 page 131). Here Hale is showing that he has been motivated by the devil to do wrong things. He here believes that he is doing the devil's w ark. Never the less even after displaying such hideous traits both character's managed to chi anger themselves and again earn back any lost integrity.

Contenporary Management Issues1 Essay Example | Topics and Well Written Essays - 2500 words

Contenporary Management Issues1 - Essay Example ng effective steps in performing social activities to enhance their brand image and to conduct operations with better social initiatives for the development of a community as a whole (Hohnen & Potts, 2007). In the year 1996, Oman Oil Company (OOC) was established and it is owned by ‘Government of the Sultanate’. The company deals with petroleum products and natural gases. Contextually, OOC is regarded as the main base of the Omani economy. The company is also considered as an important source of Foreign Direct Investment (FDI), which is accountable for the development of the economy as a whole. In addition, the company has participated in CSR activities in national as well as international level. The company has adopted CSR policy as an integral part of business strategy with the aim of ascertaining that business operations are performed for the development of communities as a whole. Every year OOC contributes millions of funds for local community development. Moreover, it is worthy to state that OOC has achieved awards for its CSR activities in national levels. As a part of the CSR activity, OOC developed a partnership with â€Å"Oman Society for Petroleum Service (OPAL) † to provide technical and vocational training to local youths and its present employees (Oman Oil Company, 2012). In this regard, the objective of the essay is to highlight Four-Part of Model of Corporate Social Responsibility activity. The four-part model of CSR comprises economic, legal, ethical and philanthropic, which are described on the basis of CSR policies adopted by OOC. . Moreover, the essay describes the challenges faced by the company in the areas of business ethics and CSR activities. Globalization has transformed the picture of organisations. In modern scenario, organisations have used varied kind of activities to enhance their growth level. Notably, CSR is an activity, which makes a particular organisation different from others. Moreover, CSR is regarded as a new form of

Cpca comunication phenomenon and concept or artifact Term Paper

Cpca comunication phenomenon and concept or artifact - Term Paper Example The girls are shown either walking leisurely along the beaches or swimming in the waters in a manner that highlights their beauty and the serenity of the environment. In some sense, the advert reinforces the notion and stereotype of slimness and feminine beauty. This Paper will discuss the impact of swimsuit video advertisements of female audiences. The message in the video CPCA is anchored in the flow of images, which keep shifting in rapid succession. There is no use of language such that only a mellifluous melody accompanies the images. The melody is enhances the aesthetic elements of the other features in the video advert in a way that increases the visual rhetoric of the CPCA. The bright yellow, pink, and purple colors are effectively used to attract the female audiences, who comprise the primary targets of the advertisement. The images in motion effectively bring out the beauty in diverse dimensions in a way that enabled the viewer to appreciate the many different aspects of th e swimsuit. By involving models from various continents, the advert aims to give a universal quality to the message of beauty as represented in the image of the swimsuit. The theories of constructivism and symbolic interactionism as developed by Jesse Delia and George Herbert Mead respectively could be used to apply explain the meaning of this CPCA. Delia in his theory of constructivism argues that individuals whose perceptions of others are more cognitively complex will tend to have the mental capacity for constructing sophisticated message plans, which pursue multiple goals(Griffin 97). According to the theory, such individuals will possess the capacity to supply person-centered messages, which conform to the outcomes they desire (Griffin 97). This theory could be seen within the context of socio-psychological traditions. It could also be explained within the rhetorical traditions (Griffin 97). When applied to the swimsuit advert CPCA, it might be argued that the video was specifi cally tailored to suit the complex cognitive abilities of the urban young women. At the psychological and rhetoric level, the CPCA has subtle and subliminal influences that would influence the targeted audience to pursue the items and meanings used in the advert. On the other hand, the theory of symbolic interactionism holds that the actions of individuals towards people, events, or things, is largely determined by the meanings that they assign to such things (Griffin 59). When people choose to define certain situations are being real, then the consequences also become real (Griffin 59). The theory foregrounds the aspect of language as central to thought, sense of self, and the socializing presence of society in the individual (Griffin 59). Basing on the identified CPCA the target audience will connect the meaning of the advert with the notions of slimness, which they assign to beauty. At the psychological level, they will strive to imitate the models in the video as the embodiment of beauty due to the cultural and social associations they assign to them. The identified CPCA helps in the understanding of the constructivism theory and the theory of symbolic interactionism because it highlights on the value of images in promoting meaning and reactions in the target audience. The CPCA also expands on the understanding of the kind of strategies that advertisements use to appeal to the

Can organizational cultures be changed Research Paper

Can organizational cultures be changed - Research Paper Example Despite the many changes that occur worldwide, an organization can stay impermeable towards change. According to Miller, et al. (2003), if the organization is deeply rooted with their institutional context, thickened and insulated from the outside world and with predefined organizational dynamics, then the said organization can be impermeable with change. An organization can be measured with its history. The values, philosophies, vision and strategies of the organization during their foundation years contribute to the culture of that organization. Every personal history of the individual within the institution contributes to the current and future decisions, behaviors and choices of the organization as a whole. And with time value, this organization becomes formalized and standardized thereby making them change resistant. The managerial practices and the core values demanded by this organization require new entities to follow their norms and whoever disagrees from it can leave anytim e. If the leaders of the organization are tightly bounded with their set of standards and rules, they are bound to stand resistive of what is around them making culture change impossible. This has been a reality in countries such as China, which is embedded with Confucianism, and Russia rooted with Communism (Miller,et al., 2003:393-394). Culture contributes highly to the overall functioning of an organization. It has an impact on the effectiveness of the organization which reflects the reasons why the organization existed in the first place. There have been a lot of researches done by various organizations to achieve that optimum effectiveness and functionality. According to Denison and Mishra (1995), for the function of a certain organization to be highly effective, there are various elements involved such as involvement, consistency, adaptability, and sense of mission or long-term vision. These traits can indicate the organizations flexibility, sense of response, open-mindedness, direction, and integration. With these traits evident in the culture of an organization, it is easier to predict the growth, quality, satisfaction, profitability and the overall performance. To gain these traits, it is inevitable for the organization to steer with change throughout time. With time factor drifting from one era to another, it is imperative for everyone to adapt with change. The change in technology, communication, transport, machineries and other aspects, humanity are forced into dependence upon these changes for greater gain. The advent of 20th century has toppled the traditional practices and various individuals and organizations must be creative in using their knowledge-based human capacity to balance their organization’s culture with the fast paced change happening in the world today. This has been a challenge for various minds, scholars and individuals to develop new and keen theories and methods applicable for organizations. Organizations of today are no longer conformed to the geographical location, religious beliefs and nationality. Instead, there is a global vision, expansion, influence and competition going on (Walsh, Meyer and Schooenhoven, 2006). This has been evident to the many industries that are present today. Multinational industries with global influence have adapted various changes in their organization culture to cope with the realities that

Buyers behaviour - samsung galaxy Essay Example | Topics and Well Written Essays - 750 words

Buyers behaviour - samsung galaxy - Essay Example This is more so in a market where competition is intense, sellers are many, and the target market is relatively the same. Such a market environment informs the analysis of Samsung Galaxy in terms of the behaviour exhibited by its buyers. Samsung Galaxy buyers, just like any other consumer, are rational, and they seek to maximize their welfare at the minimum cost possible. However, this does not mean that they can only buy cheap phones that are offered in the market. Purchases of Samsung Galaxy are influenced by a number of variables, all of which are captured by the decision making theory. In problem recognition, buyers identify their need to buy a phone. This creates a difference between what they have and what they want to purchase. The need or desire to buy Samsung Galaxy constitutes the main problem for which the buyer seeks a resolution. Once the problem has been recognized, the buyer has to move to the next step, which is information search (Jackson, 2008, p.47). The informatio n available to the buyer influences the decision that the buyer makes. While total market information may be hard to capture, product reviews, friends, and advertisements among others act as sources of information for the buyer. Price, quality, product features, brand image, company reputation, product design, and past experiences (Grant, 2011, p.73) are some of the key variables that matter to a Samsung Galaxy buyer. ... On the same note, the respective companies target relatively the same markets. In this respect, product differentiation is vital as buyers move to settle on the best available alternative (Kerin, et al. 2006, p.205; Ward & Aleksandra, 2008, p.227). The actual product choice by the buyer depends on the prior steps in the theory of decision making (Michell, 2011, p.180). Here, the buyer will settle on the alternative product that suits his/her need, desire, tastes, and preferences, not overlooking product affordability and quality factors. For majority Samsung Galaxy buyers who were interviewed, the most influential factors in product choice are product features and design. These two are complemented by price, brand image, Samsung’s reputation in the telecommunications industry, and consumer past experiences with Samsung products. The outcomes exhibited by Samsung Galaxy buyers in regard to the decision making theory show mixed reactions about the product, the company, and the m arket environment. Samsung Galaxy features like camera, GPS, entertainment, calendar/address book, media player, internet access/search/email, handset, design, price, and battery life scored more than more average level of importance to many buyers. Preferences for Blackberry and iPhone in the same line are equal to, exceed, or exhibit lower levels compared to the Samsung Galaxy. On the same note, market trends and personal concerns for each buyer on the product vary significantly (Castells, 2007, p.246; Peters, 2009, p.69). Also, an outstanding factor in the whole analysis is consumer awareness and Samsung’s reputation in the industry. In this respect, the price, features and design of the smartphone inform

Leading a turnaround Essay Example | Topics and Well Written Essays - 250 words

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Illustration Essay Example | Topics and Well Written Essays - 500 words

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A Business Research Proposal of British Airways

A Business of British Airways - Research Proposal Example The role of social media is very critical in today’s market, as business are desperate of attracting new customers and retaining the new ones as there is intensified competition in the market share of the customers (Kaplan & Haenlein 2010, 63). The airline industry is one of the most competitive markets in the service sector. Major airline operators in the industry are fighting to not only understand the needs of their customers but also in tracking their level of satisfaction with their services (Prokesch 1995, 109). As a result, the utilization of modern social technologies in reaching the customers has become a fundamental practice to enhance competitiveness among key players in the industry. A key player in the airline industry in the United Kingdom is the British Airways that owns about 47 per cent of UK airline market share (Mills 2003, 17). The purpose of the research study is focusing on the role of the social media on the British Airway Company as part of the company’s Customer Relationship Management strategy (CRM). As a result of the low differentiation of the services offered in the industry, the airline industry has become one of the markets under stiff competition in the service sector. As a result, major firms operating in the sector are adopting devise innovative strategies to improve their relationship with their customers through the Customer Relationship Management systems (Belobaba et al. 2009, par 1). The social media has developed to be one of the most effective and convenient platforms due to its popularity where customers are engaged, and communication is also enhanced. CRM has been related to understanding the needs of the customers and addressing them in a timely manner thus social media plays a key role  in enhancing effective CRM (Verhoef 2003, 33). In regards to the to the intensified competition in the

Development through the life stages P2 Essay Example for Free

Development through the life stages P2 Essay The causes of the life factor Down Syndrome Foetal alcohol syndrome Bullying Peer groups Smoking The effect on the development on an individual (PIES)The physical side effect to a child with down syndrome is that they have a small nose and they have a flat nasal bridge, they also have a small mouth, their eyes slant either upwards or downwards. They have weak muscle tone which means they are very floppy; they have big hands and have short fingers. They may have a weight problem which will cause them to put on weight and will affect how they do activities if they start to get overweight and be limited in what they do. They may share physical features from their parent which will make them different. For intellectual, the child may develop a lot of mental health issues while they grow older, many of them face having anxiety, repetitive and obsessive compulsive behaviours. For emotional, they may develop behaviours that could affect their emotions, they may start to get frustrated at the fact they are delayed with their communication. For social, they are not very confident and people will need to get them to interact with other people and get them into social groups.The physical side effect is the child will have low birth weight, their body features will not be fully developed which will mean they will have a small head, a flat face with a snub nose, they will also have a thinner top lip, they will also have widely spaced eyes. They may develop general or specific learning difficulties. For intellectual, the child may develop a few learning difficulties which will include poor memory, they also have difficulty to understand concepts such as the time and counting money. They also have bad language. For emotional, the child will have a lot of behavioural problems and for this they become hyperactive, they don’t have the ability to concentrate, they have a lot of anxiety and are very stubborn. For social, they have a lot of socialization problems which causes difficulty to build and maintain friendships. The physical side effect is that it can affect the way a person can act, they may resort into eating disorders especially girls. There may be the physical signs, for example bruising around the neck or arms, also scratches and scars. For intellectual, this can affect the way they are towards education if they are being bullied during school, they will not want to attend school so they can get away from the bullies, this will then effect there future. For emotional, it is an emotional distress, which will cause a lot of physical  and emotional pain to them. For social, this will affect how they will interact with other people; due to them being bullied they may find it hard to trust other people and to also want to become friends in case they are bullied again. This will affect how they develop in the future because they may start to isolate themselves from people if they believe they are not strong enough to stand up for themselves. The physical side may have positive and negative sides to peer groups, if you’re in a group and everyone in the group is skinny, it may lead to that person losing weight in a way they should which would affect the body functioning. For intellectual, the groups may tend to be distracted with work which will allow them to fall behind on their work and affect their future. For other groups, it may be different and they may all work together to help each other with work and to achieve what they came to education for. For emotional, the groups may lead to becoming violent towards other people which will bring out aggression in them, they may also have a friendly group which won’t do any harm to people. For social, being in groups will give them the opportunity to develop their social skills, which includes leadership, teamwork or sharing. The physical side effect is they will have a reduce the performance at all the physical training they will do. They have a higher risk of heart attacks/ strokes and will have a higher heart resting rates than non-smokers. It may also affect the financial strain which will cause more worry on a person especially if they have low income. For intellectual, smoking will lead a person to not concentrate for long; it may also lead for the person to be affected mentally. For emotional, the smoking will relieve the stress that they will be building up. For social, it can be a social activity which people will be able to interact with one another when they are outside smoking, sometimes depending on the people, it may cause negativity on relationships. Can the factor be identified before the birth of a babyAntenatal screening can be given at 13 weeks to determine the likelihood of the baby developing or developed the condition. When the women goes for her monthly check-ups, they can notice th e child’s development growth and they will know when the baby is born whether they have been drinking throughout the process of the pregnancyThis factor cannot be identified before the birth because it is the society and the  environment around them that will cause this.This factor cannot be identified because it’s the environment and the friendships that the person will develop when they are in education.The cannot be identified because they are either brought up with a family smoking which will make them more likely to smoke or they want to smoke because other people are smoking. How many the factor influence the life of an individualAll people will down syndrome depending on the condition may be able to live separate from their parents, they may find it difficult to cope but they could get a little bit of work to help them be like other people and not be different. Sometimes they get married and will live their lives.Most adults who have a drinking problem will need help to get them back on track and to be able to look after their child without them resorting back to alcohol. They can get lots of supervision help which they will be able to make day to day decisions with themFor some people, if they were bullied at a young age, it may affect the way they will interact with other people and will tend to isolate themselves, they are at a higher risk of having anxiety or depression. But if the bullying for them was a short term memory, they will forget about what has happened and will carry on with their lives. Depending on how the group has been, if the group had a negative affect then that person may be rude, mean and harsh to other people just like they have grown up doing with in their group. But if there was a positive affect then the person will stay the kind, innocent person they were which will give them more of a social life.Smoking may cause long term effects especially if they are addicted to it, some people along the way may develop cancer which is caused by the smoking which will lose their independents, depending on the condition it may lead to them not being able to live on their own. Care needs to be fulfil individual needsBoth children and adults both need regular check-ups to see how they are getting on and to monitor their health. They may develop some certain health problems and with the check-up doctors will be able to do something about it. The children may need help if they have learning difficulties, they will be able to have someone to keep close eye on them and to make sure that they are progressing, for the adults they will need help in controlling their drinking problem if they have one and to understand the damages that has happened.Any person will be able to receive counselling if they believe they cannot get over it and will need to open up  about how they feel, also having a friendly face who had not bullied the person could help to open up and talk about what had happened. Parents are the people who will be able to influence the child to change the way they were and to not be who they are or how they are turning into. This is when they will need to have someone to be there for them so they are able to open up about how they feel and to let all their aggression outThere can be talking therapies which will help change a person’s thinking and acting towards the smoking and change it positively to help t hem cut smoking and eventually quit.

Company Profiling Food In Processing Marketing Essay

Company Profiling Food In Processing Marketing Essay Food processing is the methods and techniques used to turn raw ingredients into food for human consumption by food processing industry. Food processing takes clean, slaughtered or harvested ingredients and uses them to produce marketable food products. 1.1 Company Profile Sunkist is also a firm in the food processing industry. Fresh Sunkist oranges from California and Arizona are available year-round. The naturally orange color is due to their growing climate. Sunkist harvest fruit as the raw ingredients and transform it to fresh fruit juice. In 1978, General Cinema Corporation, a large theater operator and soft drink bottler created the orange soda we enjoy today and licensed the use of the Sunkist trademark for their delicious orange soft drink. In 1979, Sunkist soda was launched and became the number 1 orange soda in the market. Sunkist is a not-for-profit corporation, with all profits from the exchange returned to growers. In America, Sunkist is the oldest continually operating citrus cooperatives. Sunkist is also the largest marketing cooperative in the world that produces fruit and vegetable. The Sunkist name is assurance of premium quality and taste satisfaction. People have trusted generations of Sunkist growers to deliver the essential goodness of Mother Natures best citrus since 1893. Consumers know they can depend on the quality of fruit bearing the Sunkist brand sticker or any packaged product bearing the Sunkist name. Produce buyers and retailers everywhere know the selling value of that quality. Sunkist control the quality of its product by written rules and regulations to which all Sunkist affiliated packinghouse and manufacturers. Sunkist staffs need to make sure that the regulations are followed. Every day the Staff inspectors will make a visit to packinghouses. Sunkist staffs often visit the manufacturers producing Sunkist packaged products and all employ standardized quality control programs.  [i]  The price of Sunkist are affordable to consumer, it is not too expensive. Sunkist is now produced by Dr Pepper Snapple Group in USA. Sunkist is still the most popular orange product in United States.  [ii]   1.2 Vision, Mission, Slogan and Goals Vision (1) Global strategies for a stronger presence in the international marketplace (2) Make the brand more distinctive with premium quality fruit Mission To maximizing returns for quality Sunkist growers Slogan Feel All Orange Inside (2007-present) Goals Sunkists goal is to respond not only to the demand of their buyers for year round supplies of fruit items, especially citrus, but also to provide a strong marketing and promotional service to other fruit producers who have the same quality standards maintained by Sunkists traditional cooperative suppliers.  [iii]   Stage 2- Strategic analysis 2.0 Input Oranges is the primary ingredients for orange juice. Fresh Sunkist oranges from California and Arizona are available year-round. Their nature orange color is due to their growing climate. The color of the orange are never dyed. The Sunkist label or sticker on the orange is a guarantee that you are buying citrus of the highest quality. 2.1 Process At Sunkist Growers, the process combines natural, environmentally-conscious, wisdom with the benefits of technology. Sunkist citrus is grown on over 300,000 acres of fertile soil in California and Arizona. Pickers use special designed clippers for the different citrus varieties when they pick citrus. The pickers placed the fruit that they picked into a bag that hangs over their shoulder. After that, the fruit will be transported to the packinghouse. It is sent to the pre-grade area once the fruit reached the packinghouse. Before passed through the initial grading station, the fruit is pre-washed. After the computers grade the color and blemish of the fruit, the conveyor will carry the fruit to storage bins where the place held for packing. The fruit will be dumped out of the storage bins when it is ready for packing. The fruit is then re-washed, waxed and dried. After that the fruit is carried down the line where is it sized and stamped or stickered. The next process is the final grading before packing. The fruit is sorted by grade and carried down the line for packing. They pack the fruit depending on customer need. The most common are the cartons. The fruit is either bagged by machine or by hand. The counts and weight is measure by the bagging machines automatically. After that the bags will put into the cartons for shipment and carried to the accumulator area where they are put onto pallets. The cartons will be wraps tightly by the automatic palletizer so that they will not shift during transportation. The pallets are transported to the pre-cooler where they are held for shipment. Once the truck arrives to transport the fruit, the truck is loaded and the fruit moves on to its final destination.  [iv]   The main distribution points for Sunkist are restaurants, supermarkets, and convenience stores. It is distributed in all over the world. And also, the oranges are distributed to the manufacturer which processes the orange juice.  [v]   2.2 Steps of processing orange juice 1. Clean and grade the orange. Microbes and dirt is removed. Orange is rinsed and dried. Quality pieces will automatically separated by size prior to extraction. 2. Extraction Optimize the efficiency of the juice production process. Bitter resins must be carefully separated to avoid tainting the sweeter juice. The extracted juice is filtered through a stainless still screen. 3. Concentration Concentrated the juice and reduces the juice temperature to about 13 ° C. After that, stored in the refrigerated stainless steel bulk tanks. To achieve a high quality juice, the proper blending of juice concentrate and other flavor fractions is necessary. 4. Pasteurization To avoid spoilage. Use hot pasteurized juice to preheat the incoming unpasteurized juice. Preheated juice is heated with steam or hot water to the pasteurization temperature at about 85-94 ° C for around 30 seconds to reduce the microbe count. 5. Packaging Fill in the pasteurized juice while still hot to ensure sterility. Must be filling in sterile environment. Fruit juice packaged in this process has a shelf life of 2-4months at room temperature. 2.3 SWOT Analysis of Sunkist SWOT analysis refers to strength, weakness, opportunities and threats. Strengths and weaknesses refer to the organizations internal environment over which the firm has control. Strengths are areas where the organization excels in comparison with its competitors, while weaknesses are areas where the organization may be at a comparative advantage. Opportunities and threats refer to the organizations external environment, over which it has much less control. SWOT may appear in both the general and the competitive environment. However, the unpredictable nature of events in the general environment tends to make the use of SWOT analysis more problematic.  [vi]   Strengths The Sunkist brand is known for its high quality product and its customer service, and the Sunkist goal is to respond not only to the demands of our buyers for year round supplies of fruit items, especially citrus. Sunkist provides promotional service and also strong marketing to others fruit producer that have the same quality standards maintained by the Sunkist traditional cooperative suppliers. Sunkist is available in many flavors including orange, diet orange, lemonade; strawberry, pineapple, peach and fruit punch which appeals to the teen demographic. Weakness Consumer lack brand loyalty is one of the weaknesses. Maintaining consumers brand loyalty is not easy. There are a lot of other brand that can replace Sunkist, example, Tropicana, Freshers and Nestle. Sunkist is Contending with heavy advertising by other food manufacturers. Opportunities The teen demographic has been shown to be very influential when it comes to their parents purchase decision. Likewise, teens are having more of their own discretionary income, which tend to spend on food and entertainment. While Baby Boomers and Gen X-ers both have large discretionary incomes, both demographics have been largely ignored by other brands. Threats Due to diabetes and obesity, there is currently a trend in the world of consumers being more health conscious. Because of this, consumers are consuming fewer sweet and coloring beverages. With the recent recession, it expected that sales of major brands would drop while private labels increase in sales. 2.4 PEST Analysis Political The political factors are the arena in which organizations competitive for attention, resources, and regulations guiding the interactions among nations.  [vii]  The effects of global influence governmental policies on a firms competitive position increase the importance of forming an effective political strategy.  [viii]  So, Independent growers had to be licensed to carry Sunkist Trademark. Economic The economic environment refers to the nature and direction of the economy in which a firm competes or may compete.  [ix]  Economy strong due to industrial job needed to fuel war. Citrus exports for 1966-67 seasons have reached all-time high. In order to remain competitive, manufacturers exporting abroad will need to make efficiency gains and innovate so that they can offset the unfavorable exchange rate with a reduction in price or increase in quantity.  [x]   Social/Cultural The social / cultural factor is concerned with a societys attitudes and cultural values. Recently, many consumers are emphasis to healthier lifestyles. Consumers from ages of 37 to 55 increasingly concerned with nutrition. There is a large population of the age range known as the baby boomers. Since many are reaching an older age in life they are becoming more concerned with increasing their longevity. This will continue to affect the non-alcoholic beverage industry by increasing the demand overall and in the healthier beverages. Technological The technological factor includes the institutions and activities involved with creating new knowledge and translating that knowledge into new outputs, products, processes, and materials.  [xi]  Introduction of plastic bottles has increased sales for Sunkist as there are easier to carry and consumers can bin them once they are used. As the technology is getting advanced there has been introduction of new machines all the time. Due to introduction of this machineries the production of Sunkist Company has increased tremendously then it was few years ago. Executives must verify that their firm is continuously scanning the external environment to identify potential substitutes for technologies that are in current use, as well as to spot newly emerging technologies from which their firm could derive competitive advantages.  [xii]   Stage 3: Strategy Formulation 3.0 Porter Five Forces The Bargaining Power of Buyers Buyers can affect an industry through their ability to force down prices, bargain for higher quality or more services, and to play competitors off against each other.  [xiii]   The main buyers of Sunkist are individual consumers and restaurants. Fortunately, Wal-Mart is still a small company in that era. And also Sunkist is the major power holder. Even though, restaurants consumption increases, they are not organized, most of the purchased made by individual consumers. Sunkist has favorable condition for buyer power. The Bargaining Power of Suppliers Suppliers can exert bargaining power over participants in an industry by raising prices or reducing the quality of purchased goods and services. The factors that increase supplier power are the mirror image of those that increase buyer power.  [xiv]   Sunkist suppliers are mainly small producers. Sunkist is the merging power of those small producers, farmers. They have very strong relationship and each individual supplier does not have any power over Sunkist. It is favorable condition for Sunkist. Rivalry Competitive rivalry intensifies when a firm is challenged by a competitors actions or when a company recognizes an opportunity to improve its market position.  [xv]   Rivalry among competing firms is usually the most powerful of the five competitive forces. The food industry is becoming highly competitive. The difference between one Food Company and another is usually not that great. As a result, food industry has become more like a commodity an area in which the food company with the low cost structure, greater efficiency and better customer service will beat out competitors. Although Sunkist is the biggest player in the market, Florida growers, global competition and bottled orange juice producers are heating rivalry. Rivalry of Sunkist is still neutral. The threat of substitute Substitute products are goods or services from outside a given industry that perform similar or the same functions as a product that the industry produces. There are plenty of substitutes in the food industry. Most large food companies offer similar suites of services. The threats of substitute product of Sunkist are very high. Fresh orange market has very strong substitutes, and the biggest them all is bottled lemon juice. Even, some consumers think it is easier to use bottled orange juice instead of fresh orange. Some more there are concentrate orange juices, artificial flavoring, frozen orange, already flavored products. Overall threat of substitutes is unfavorable for Sunkist. The Threat of New Entrants The threat of new entrants is the extent to which new competitors may decide to enter an industry and reduce the level of profits being earned by incumbent firms. The threat of entry will depend on the existence of barriers to entry and the reaction of existing competitors.  [xvi]   Sunkist has a very strong brand name in the market. Consumers relate Sunkist brand name with the quality of it. These conditions is making barrier to entry very favorable for Sunkist. However, it is still not easy to differentiate fresh lemon form each other and Sunkist has very low marketing budget to increase awareness of its product. Moreover, fresh lemon consumers are mostly clustered on the east cost of United States and Florida producer has geographical advantages in terms of transportation cost. There is not any significant cost should be incurred to enter market and that open ways for international competitors to enter in US market and if somehow new entrant fails to succeed in the market they can always sell its product to processing firms. 3.1 Resources 3.1.1 Tangible resources Tangible resources are the assets that can be seen and quantified. Production equipment, manufacturing plants, and formal reporting structures are examples of tangible resources.  [xvii]  Sunkist is one of the 10 largest marketing cooperatives in the U.S. They handle sales of fresh oranges, grapefruit, lemons and limes. Sunkist manufactures 1600 citrus juice and peel products. There were 73 new Sunkist-branded products introduced in 2009 and 28 products reformulated in response to health and wellness trends. They have about 50,000 experienced staff in the operational centers, focused on customer service and daily transactions. 3.1.2 Intangible resources Intangible resources include assets that typically are rooted deeply in the firms history and have accumulated over time. The history of Sunkist has more than 100 year and they developed in order to foster and maintain stable markets for fruit growers, gain best possible return for produce and provide consumers around the world with quality citrus products at affordable prices. Sunkist develop a worldwide market, promote a brand name, access a global transportation system, develop comprehensive research capabilities, and gain governmental access to overseas markets.  [xviii]   3.2 Core Competency of Sunkist The realignment of Sunkists sales operations proved its effectiveness in 2009. The new centralized sales opera ­tion customizes practices to compete better and win in todays markets. The Sunkist brand was built over generations by deliver ­ing consistent supply and quality products. People trust Sunkist and that trust stood them in good stead during the difficult times in the world economy. As a category manager, Sunkist must have the right product, at the right price, at the right time. Today, Sunkist does. Sunkists global sourcing program allows it to manage the competition that is in the market anyway to the benefit of both its customers and growers.  [xix]   With an aggressive marketing strategy and attractive packaging, Sunkists organics program has been steadily growing. Today three Sunkist-affiliated packinghouses are certified to pack a number of varieties of organic citrus including lemons, Navel, Valencia and Cara Cara oranges, and Satsuma and W. Murcott Mandarins. Their customers are pleased that Sunkist has a year-round or ­ganics program and want them to increase their involvement.  [xx]   3.4 How Sunkist sustaining competitive advantages Sunkist has sustained competitive advantages in terms of Organization reputation, brand name, experience, and location. Sunkist is 100 years old company. It is well known and very strong brand name. Geographically Sunkist producers has very longer suitable climate to produce lemons. Sunkist has temporary competitive advantages for Supply chain access and cash flow. They have knowledge to move fresh product from one place to another. Sunkist can generate cash flow from their member. Sunkist understands of these markets and its ability to accurately analyze them drove revenue generation to new heights. Sunkist analysts used that information flow to assess and create market opportunities and to be more competitive, not just in the United States, but in all its markets.  [xxi]   3.5 Define Value Chain Firm Infrastructure Vision : Mission : Goal : Global strategies for a stronger presence in the international marketplace . To maximizing returns for quality Sunkist growers To provide a strong marketing and promotional service to other fruit producers Human Resource Training for staff Recruitment Technologies Development Grading Technology Sizing Technology Packing Technology Labeling Technology Procurement Machinery, Transportation, Staff Inbound Logistics Operations Outbound Logistics Marketing Sales Services Collect fresh fruits from California and Arizona Clean and grade the orange Concentration Pasteurization Packaging Finished goods will send it to restaurant, supermarket and convenience store. Advertising Promotion Customer Service Discount Value Chain refers to the process whereby a firm determines the costs associated with organizational activities from purchasing raw materials to manufacturing products to marketing those products. 3.6 SWOT Analysis (TOW Matrix) SWOT Analysis (TOW Matrix) Strengths- S -Represent a large market of citrus growers in California and Arizona -Producing in CA gives them longer to produce because of warm weather -Provide various services (processing, marketing, research procurement) to its member growers -Strong production in recent years and belief that this would continue -Research regarding breakdown of users is very thorough. Weakness- W -Contending with heavy advertising by other food manufacturers -Concentrated predominately in womens magazines -Consumers lack Sunkist brand loyalty Opportunities- O -Our findings indicate that possible demographic. -Changes of heavy lemon users can be used as an advantage. -Increased awareness of lemons may improve usage of lemons. SO Strategies -Sunkist should increase their exportation -Increase the quality of the product to meet customer satisfaction WO Strategies Make a strong distribution system to cater to avail the full benefit of the growing market. Seek more business from other country. -Promote the product by using effective ads. Threats- T -Fresh lemon consumption in the U.S. may continue to steadily decline -Increased competition with Florida growers -Forecasted increase in production during winter months -Concerns about retailers views of fresh lemons and its prepackaging ST Strategies -Advertise more products about Sunkist that are declining -Offer discount on the products to attract customer to buy Use high technology machinery to increase quality. WT Strategies -Decrease the price of declining product -Enter new market to get more customers. 3.7 Diagnosing Strategic Capabilities 3.7.1 BCG Matrix Star (Growth) Question Marks (Introduction) Cash Cows (Maturity) Dogs (Decline) Stars Stars are characterized by high growth and high market share. Stars is the organizations best long-run opportunities for growth and profitability. Sunkist orange juice is the product that gave a lot of opportunities and profit to Sunkist. Over the long run opportunities in stars will pay dividends as their large market share will enable them to generate cash as the market cows and they become cash cows. Cash Cows In Cash Cows stage, the products have a high relative market share position but compete in a low-growth industry. It called cash cow because they generate cash in excess of their needs. Apple juice is the cash cows. Sunkist has takes measure in apple juice to make the product in to stars. Question Marks Question marks are also known as problem child. The products at this stage have a low relative market share position, yet they compete in a high-growth industry. Sunkist cash needs are high and their cash generation is low. A high-quality grapefruit crop that moved well and com ­manded strong FOBs helped make 2008-09 one of the better years for grapefruit growers. Dogs The products have a low relative market share position and compete in a slow or no market growth industry. The dogs are lemon juice. It reduced economic activity in the foodservice industry resulted in the largest negative restaurant growth in 40 years. 3.8 Product Life Cycle Product Development Orange Apple Lemon Grapefruit Introduction Growth Maturity Decline Product Life cycle has 4 stages that consist of introduction, growth, maturity, and decline. Above is the product life cycle for Sunkist. The introduction stage of product life cycle is characterized by slow growth in sales and high costs as a result of limited production. Grapefruit is in the Introduction stage. Sunkist invests in research and development to produce new products. These command a premium price and confer upon the organisation a first mover advantage (Lieberman and Montgomery, 1988)  [xxii]  . Apple juice is in the growth stage. In this stage, sales increase rapidly as the market grows. It allows firms to reap the benefits of economies of scale. The increase in product sales brings greater profits which in turn attracts new entrants to the market. The maturity stage of the life cycle sees a slowing in sales growth and profits as the market becomes saturated. Orange juice is in the maturity stage. In this stage, low cost competition with other brand based on efficient production and technically proficient processes becomes more important. During the maturity stage of the life cycle it is conceivable that a product may benefit from innovation or finding new consumer markets. Lemon juice is in the decline stage. In the decline stage firms experience a fall in sales and profitability. Consumer loyalty shifts to new products.  [xxiii]   3.9 Promotion tools Sunkists has been steadily growing with an aggressive marketing strategy and attractive packaging. Sunkist uses few promotion tools to promote their product and services. Traditional newspaper and magazine advertisements are supplemented with grove tours and educational seminars for the media and chefs. Public relations campaigns such as the Worlds Largest Lemonade and the Worlds Largest Citrus Display attract wide media coverage, and targeted citrus information from Sunkist finds its way to consum ­er blogs and in-store promotions. Sunkists entry into the world of social networking is a cost-effective way to directly reach consumers. Sunkist is building a substantial following on Twitter and Facebook. They promote it in these two website because a lot people are playing with it recently. In addition, well over 100,000 subscribers receive our monthly online publication highlighting information, promotions, recipes and entertaining tips. Stage 4- Strategy Implementation 4.1 Sunkist international Strategy With over 7,000 Sunkist juice and juice drink dispensers in the US and Canada, had an ­other strong year, generating more Sunkist branding in restaurants, bars, schools, hotels and hospitals. Through Vitality, Sunkist is now one of the main beverage brands in the military. An effective international strategy begins with developing a standardized product that can be produced and sold the same way in multiple countries.  [xxiv]  Kenichi Ohmae  [xxv]  argues that delivering value to customers worldwide is the overriding goal, while other observes stress achieving strategic flexibility.  [xxvi]  Sunkist managers build strong worldwide distribution system and use profits from successful products and markets to subsidize the development of other products and markets.  [xxvii]   Jelly Belly successfully introduced a line of Sunkist Citrus Jelly Beans in 2009. In 2010 distribution will expand in the US and Canada. The existing line of Sunkist Fruit Gems and other products now boast a higher level of juice and new packaging. General Mills Sunkist Straw- berry Fruit Snacks became the third most popular product in the fruit snack category. Maverick Brands (Sunkist Natural juice and smoothies) and Old World Industries (Sunkist jarred fruit) enjoyed increased distribution and growth. Sales by a new licensee, Taylor Farms, formerly Sunkist Taylor, LLC (Sunkist packaged cut fruit), grew strongly in both retail outlets and schools. Sales of Sunkist-branded beverages in Asia continued to strengthen. Morinaga Milk (Japan) and Haitai Bever ­ages (Korea) led the way in innovation with a host of new products and flavors. Country House (Taiwan), tradi ­tionally a foodservice licensee, moved into retail with a line of new, high-quality juice drinks; and Fraser Neave (Singapore and Malaysia) continued their strong performance with Sunkist juice. RFM (the Philippines) successfully introduced newly packaged juice drinks and a new line of Sunkist fruit-flavored teas. The new line of Sunkist Premium 100% juice from A.S. Watson (Hong Kong and China) enjoyed good sales. Business in Europe and the Middle East, while currently small, is growing. Sunkist diversifies into foreign markets because it can generate sales profit opportunities that cannot be matched at home country. Internalization can also extend the marketable life of products or services that have reached their maturity in the home country. Sunkist has an extremely well-balanced export and domestic marketing program. They have a very strong sales and marketing team of seasoned veterans. They have excellent partnerships with ke