With operations in India and the Middle East, it is safe to say Otobi has

already ventured on the journey to go international. Some of the new

concepts that have been implemented in order to mae the Otobi e!perience
distinct and uni"ue are the simulated interview for new recruits, theinduction
and as well as training. In our path towards reaching e!cellence in all that we
do at Otobi, as monotony and dullness are two concepts that are non#e!istent
in Otobian$s vocabulary. Otobi is a company that firmly believes in the
power of teamwor, and the %we& culture that upholds this belief. It is
remarable how despite the si'e of the company, we are all
dependent on each other, and the relationship between departments is one of
the dedication, loyalty, sincerity and cooperation, allowing the compan
y$s day to day activities to tae place fluidly. With a total of nineteenprimary
departments, Otobi is well armed to face the challenges of (angladesh$s
competitive corporate world. )ere is a brief loo at the departments that
aspire to tae Otobi$s name to greater heights.
20
Otobis
business
Research
department
provides
internal
as
well
as
external
insight,
such
as
information
about
competitors,
customers
choice,
and
leadership
survey
and
so
on.
Category
Management
,
Cat.
Man
deals
with
forecasting,
concept
development,
business
planning,
merchandise
development
and
assortment
planning.
he
Customer
Order
Management
department,
COM,
completes
the
customer
order
fulfillment
process
of
Otobi
and
ensures
that
orders
are
met.
he
Communication
department
lets
the
pu
blic
!now
about
brand
campaigns
and
offers
he
"uman
Resource
department
handles
industrial
relationships
and
Otobis
#inance
and
$egal
%ffairs
are
managed
by
the
collaborated
efforts
of
accounts,
&nternal
%udit,
Costing,
$egal
affairs
and
axation
department.
hey
preserve
the
companys
assets
and
analy'e
where
it
is
going.
hey
provides
general
services
as
well,
li!e
chec!ing
contracts,
defending
the
company
in
legal
cases,
issuing
licenses
and
permits
and
so
on.
he
&ndustriali'ation
department
is
involved
in
reengineering,
semi

automa
of
tion,
and
the
commissioning
new
plants.
he
(trategic
"uman
Resources
department
deigns
interviews,
motivates
the
tas!force,
and
organi'es
training,
le
ade
r
sh
i
p
and
so
on.
he
)roduct
*evelopment
team
wor!s
with
Catman
to
produce
product
archetypes.
he
(upply
Management
department
engages
in
hardcore
negotiation
with
suppliers
in
order
to
ensure
the
ac+uisition
of
re+uired
raw
materials
within
a
specified
time.
he
*istribution
and
,arehouse
departments
wor!
to
ensure
that
raw
materials
and
finished
goods
are
in
the
right
place,
at
the
right
time,
in
the
right
condition.
he
Customer
Relationship
Management
department,
CRM,
is
in
charge
of
generating
orders.
Otobis
Customer
Care
department
deals
with
customer
grievance
and
complaints
and
attempts
to
meet
customer
needs
to
satisfy
them.
)ow Otobi implement the E!periential *etail+
Otobi is operating their services in ,urniture business is our country for the
last thirty five
years. It creates a strong position for furnitu
re as it successfully competing with the other
furniture organi'ations of (angladesh. Managing brand is an essential tas
in every
organi'ation. Otobi has successfully created thei
r brand name and able to spread its wing
internationally which is not only promising fo
r Otobi itself but also for the local brands.
*etailing in the -.st century means doing bu
siness with customers on their terms. It
involves selling not only in stores, but al
so through the Web, catalogs, call centers,
interactive television, and mobile devices.
Otobi believes to tae the positive e!perience
of the customer at the
very beginning. We try
to give such an environment to the customer
s that they will come and tae our assistance
again and again. ,or giving these supports we
try our best so that the customers are
encouraged to come himself and give advice
to another for taing the e!perience.
/nowledge Sharing in *etail
Internationali'ation+ I/E0$s+
2-
*esearch on retail internationali'ation and in
ternationali'ation in general acnowledges the
relevance of nowledge management and organi
'ational learning, even though there is a
lac of discussion about the specific construc
ts and approaches that would be most fruitful.
1he central role of nowledge sharing in the i
nternationali'ation process is rarely stressed.
,urthermore, the specificities of retailing are lie
ly to re"uire special considerations if we are
to be able to develop a theoretical as well
as a practical understan
ding of nowledge and
nowledge sharing in the internationali'ation pr
ocess. 1he aim of this paper, therefore, is to
develop a tentative approach to nowledge and
nowledge sharing in international retailing
based upon previous literature about nowledge
sharing and the internationali'ation process
and a case study of I/E0$s entry into the
different maret. It is often argued that the
internationali'ation of retailers is particular
ly challenging and comple!, especially when
compared to manufacturing.
,or each new maret, a retailer has to go thr
ough the whole process of understanding the
new maret and consumers, prospecting and de
veloping stores, solving logistical problems,
recruiting new staff, etc. ,or a retailer who st
rives to manage this process effectively as well
as efficiently, i.e. to develop a strategy fo
r how to share nowledge between marets, this
should be especially crucial. *ecently, re
searchers focusing specifically on retail
internationali'ation have stre
ssed the importance of learning
processes using the framewor
developed by 2almer and 3uinn 4-5567 shows
what retailers can learn from their
international e!periences and argu
es that we need to now more
about this in order to better
understand retail internationali'ation.
,urthermore, another research shows that now
ledge sharing does occur, but not how it
occurs, which is a prere"uisite for fully
understanding its impact on retail
internationali'ation. 1hus, there appears to be
a need for more research on especially the
role of nowledge and nowledge sharing as a
retailer enters new ma
rets. 1he need for
more research and a better empirical understanding of retail
internationali'ation is further
illustrated by the differing views on whether ge
neral internationali'ation theories can be
applied to retailing. While some maintain that it is possible to adopt these
more or less in
their entirety in retailing some
argue that they could be applie
d only to some e!tent. Other
researchers, however, view this as less desirable since these theorie
s were developed in
relation to manufacturing firms. Organi'atio
nal differences between manufacturing and
retailing firms are argued to hinder the appl
ication of international business paradigms and
by applying these models the specific re"uir
ements of retailing may be neglected.
E!periential 8earning Methods+
22
While mareters are generally aware of the impo
rtance of having the best retail location,
very few educators have practical e!perience in
the selection of retail sites. Our typical
academic training offers very little insight on
this topic either. In a
ddition, there appears to
be a lac of case and project materials, for educational purposes, to assist in
the teaching of
site selection. 1his can become problematic,
since merely e!plaining to students the
importance of site selection,
without application, does not e!
pand the learning e!perience.
0 more conse"uential educational e!perience
might involve the student in an active
learning project whereby they analy'e the loca
tion factors to determine the best site
solution. 1he "uestion then becomes, %)ow to
develop a meaningful si
te selection project9&
1he project method illustrated in this article coul
d be applied to a broad array of industries
giving students application to an important,
albeit under#emphasi'ed, area of retail
education. Mareting educators may find th
is article purposeful in gaining a better
understanding of site select
ion or for the development of
regression models as an
instructional tool. Either way,
the students will surely bene
fit from greater e!posure to
active learning projects such as the one
illustrated here. 1he further e!ploration and
development of active learning will surely benefit mareting education.
:ompetition with Other brands+
0s this is the leading company in furniture busi
ness in (angladesh so their growth is very
high rather than any other furni
ture company in (angladesh.
0.
-0.
20.
/0.
00.
10.
20.
2003 2005 20-0
Otobi
)artex
6avana
"atil
%!hter
,rom this chart we can easily evaluate
the growth performance of Otobi with its
competitors.
2/
In -55; Otobi$s growth was -6<, 2arte!# .;<,
=avana#.-<, )atil#.>< and 0hter -;<
In -55? Otobi$s growth was @5<, 2arte!# -;<
, =avana#.><, )atil#-5<, 0hter#A6<
0nd in -5.5 Otobi$s growth was >5<, 2arte
!#A6<, =avana#-5<, )atil#-@<, 0hter#@5<
,rom this analysis we can see that every firm$s
growth is increasing but the growth of Otobi
is the highest among them.
,urniture (uying (ehavior
from Otobi 2erspective+
1he decision maing process in furniture buying
is comple!, involving the consideration of
constraints such as budget, available space,
time investment, disposal of currently useable
items, match to e!isting furniture and life style. In addition because of the
significant
e!pense and long product life cy
cle of furniture, consumers have
to mae difficult trade#off
decisions about important factors such as
price, style, "uality and functionality.
,urthermore after the choice is made consum
ers are often feeling unsure about whether they
made the right choice. :onsumers fre"uently as
"uestion+ will it fit in the room9 Will it
wor with the rest of the furniture and decors
of my home9 1his uncertainty which results
from consumers$ inability to try out furniture
combination in a real setting eeps consumers
out of the furniture maret place or
maes them delay purchase decision.
,urniture retailers also face challenges in
meeting consumers$ demands because consumers
are looing for furniture that represents who they
are, furniture retailers have to carry a wide
selection to meet customer e!pectation. )o
wever traditional bric#and#mortar furniture
retailers are limited by the buly nature of the product, space limitation and
diverse
consumers tastes, ending up with a signific
ant amount of interiors. Every year O1O(I
slightly different styles at furniture maret whil
e eeping the old product lines. (ecause they
do not now which style consumers will acce
pt end up with an enormous number of
different products resulting in the costs of ho
lding huge inventories. 1o mae matters worse
customer dissatisfaction with the long delivery
process is a discouraging factor for Otobi
furniture.
20
Maret Share+
0s Otobi provide furniture for not only a specif
ic class of the socity, they have got a huge
maret share all over the country. 0nd this is
a very positive sign that they are treating
different customers in a same way. 1he upper#
middle class people are ready to buy "uite
e!pensive product, so they have captured -5< of
the total maret share. )ere other >-< of
the furniture users prefer to use normal furnitur
e which is only made
of normal wood and
they find it from )atil,
0ther, and 8egacy etc.
Mar!et (hare
Otobi, /1.
)artex,
1.
6avana,
-1.
"atil, 21.
Others,
20.
Si! tips for maing
the most of e!pe
riential mareting+
.7
Bo your homewor+
Start by assessing which consumer you want to target, says
Mie (ills, managing partner at retail
consultancy and design firm ,itch. 0n
electronics merchant targeting women mig
ht start by e!ploring where women shop,
how they typically purchase electronics,
what they want in a shopping e!perience,
and who. if anyone, is already mareting to women.
-7
2lay to your strengths+
Belve into what maes your company uni"ue. 0naly'e your
brand, what it stands for, and what it me
ans to consumers, says Eri )auser, director
of the International E!periential Maret
ing 0ssociation in San ,rancisco. 1hen
thin of ways to bring
your companyCs brand
21
0void trying to loo lie your compet
itors. 0 common mistae is to copy an
approach thatCs woring for another comp
an
y without considering whether it fits
A7
est, and test+
(ecause e!periential retailing involves connecting with
dividuals, merchants need to be aware
of differences among customers in various
@7
who is interacting with the
customer. 1o succeed at e!periential
67
)auser says. 1he best
>7
ng bac+
Even e!periential stores can get
ale to customers. D/eeping your conceptE
model fresh is always a challenge for any
Iea$s brand comes first thining of Otobi$s+
your company s identity. Instead, concentrat
e on bringing out the best of your brand
image.
1est, t
in
marets. So donCt contemplate a national ro
llout right off the bat. )auser says. Start
by testing in one maret, then proceed to
other areas. DMae it relevant to that
particular area,D he says. DIt may mean doing
it one way in Firginia and another way
in Seattle.D
Educate your sales force+
1he success of a hands#on mareting strategy often
depends on
mareting, you need a nowledgeable, personable sales staff.
1hin beyond the superstore+
E!periential retailing
doesnCt necessarily mean
supersi'e retail. DBo something ama'ing on
a small scale,D
point for activation is closest to the purc
hase. 1hin about Dwhat are you going to do
at that very moment so that the customer
is going to pic your brand over someone
elseCs brand,D he says. In#s
tore demonstrations and other events can convert even a
small location into an e!periential format.
/eep things fresh to eep
customers comi
st
retailer,D
a
rtially followed by Otobi.1his international
rand actually very similar with
Otobi$s "ualityG as we believe that we are producing world
I/E0, an international furniture brand which p
b
class furniture. One of the great benefits of I
eaCs buling out of town superstores is that
once you have reali'ed the erro
r of going once, it is not easy to he lured into maing the
same mistae again. 1he e!perience is too trauma
tic to repeat. So if those roller blinds you
brought fall apart H as mine did H you canCt
be bothered to tae
them bea. =o wonder
I/E0 too more than I. billion
at the till in -55@.(ut now the
arma is disturbed I/E0 is
opening shops in town centers. Similarly Otob
i has already opened .; branches inside the
Bhaa city and within this year they are planning
to open more > branches inside the city
and .6 outside of the city. 1he chain is tryi
ng to suggest that nothing has changed by
commissioning a design
which loos lie a slimmed#down
version of its megastores.
22
Otobi has always treated its customers with the mi
nimum of respect, and that loos liely to
be repeated in its attitude towa
rds citiesG which is completely
one of the main activ
ities in
tobi to get nearer to the customers. 1he ne
w stores are designed to create the bargain#
O
basement allure that wors for Ot
obi in the suburbs. It just
seems unfair to do so with a
design that says more about its brand than it do
es about the companyCs interest in the city.
*ecommendation+
1hough Otobi is a giant company in our countr
y and try to enter the worldwide competitio
n
cies with their customer
support. 0s I am woring here since January
-5.5 I have seen some proble
m inside it. 1hose are+
e for getting a good e!perience current
web page do not provide enough informatio
n about product categories, price list,
b.
mae delivery process
fulfill. Belivery process is slower, because
of hiring third party taes time and they
c.
follow
manufacturing world class furniture but do no
t implement just in time process in
d.
er instantly from all of our
showrooms. So storage capacity should in
crease immediately for deliver the product
it has some deficien
a.
,oreign customers living in (angladesh are one of the target marets for
Otobi, who
see information from OtobiCs web page. Si
nc
cross selling option or online booing
system. So Otobi should tae immediate
action to redesign their webpage to meet customers demand.
Slow delivery process+ Sinc
e Otobi do not have enough vehicles to delivery products
to customer mailing address and often hire
third party to
often are not serious to deliver the product
to customer mailing address on time.
Even for improper monitoring we face many
odd situations in front of the customers.
So Otobi should use their own vehicle or to
tal with third party about the problem
of delivery process for giving a
good e!perience to the customer.
2roduction 8imitation+ Manufacturing proce
ss vastly depends on receiving order
from customers and getting raw materials from suppliers.
Since Otobi
their manufacturing plant, which is very im
portant part of logistics in manufacturing
industry. 0bsence of JI1 in this competit
ive maret create delay in manufacturing
products, result lose of potenti
al and e!isting customers.
8ac of showroom storage+ 1here are .? outl
ets inside the Bhaa city. (ut all outlets
don$t have enough storage. ,or this reason we
can$t deliv
to the customer$s end as soon as possible.
27
:
onclusion+
tobi is operating their services in ,urniture
business is our country for the last thirty four
years. It creates a strong position for furnitu
re as it successfully competing with the other
ni'ations of (angladesh. Managing brand is an essential tas in every
o a
ynamic way for researchers to understand the
customer within the holistic conte!t. If
searchers and managers of Otobi are to gain the
most out of the e!periential environment,
eferences+
O
furniture orga
organi'ation. Otobi has successfully created thei
r brand name and able to spread its wing
internationally which is not only promising fo
r Otobi itself but also for the local brands.
Employing in Otobi ethnography within the e!pe
riential retail setting gives rise t
d
re
and develop e!periential competencies, they ar
e re"uired to loo be
yond the "uestioning
level. It can be seen that traditional "ualit
ative techni"ues, such as focus groups and
interviews, are comparatively limited within
the e!periential environment, in that they
cannot truly capture the informant$s natural behavior K words are not the
entire story.
8eaving e!periential research at the "uestion
ing level can lead to inaccurate findings,
predominantly due to a lac of comparison a
gainst what consumers ac
tually do inside the
store. ,or this reason it is important to
assess the degree of mismatch between what
informants say and what they do. ,or managers
the implications are significant. *etailers
cannot truly assess, establish or improve their e!
periential position un
less they identify what
customers actually do inside
the authentic conte!t.
*
.7
http+EEwww.accessmylibrary.comEartic
le#.L.#M@5A@6?;Ee!periential#value#
tion#measurement.html
4
conceptuali'a
23
4-
72ine, II, (. J. and Lilmore, J. ). 4.???7 N1
he E!perience Economy$, )arvard (usiness School
.sciencedirect.comEscience9OobP0r
ticle8istQ*8ROmethodPlistRO0rticle8istIBP
ROv
ersionP.ROurlFersionP5ROuseridP;>.5;6
5Rmd6PfaMacM@aAe.?f@5;.Mac5;MAbb.6@da@
+ Strategies for Mareting the 2erforming
ool 2ress, (oston.
d Llynn, M. 0. 4.??67 NQnderstanding
s.
Journal of
*etailing
,
d self.
Journal of :onsumer *esearch
,
W., Jr. 4.?;67, D(ringing *eality to the Introductory Mareting Student,D
Journal
osemary *. and 1imothy 0. 8ongfellow 4.?;?7, D1he Impact of :lassroom Style
on
:onsumer *esearch, A4@7, pp. A?.K@.5.
ess
and research implications,
shin, 8.S., .??M. *etail
relationships and store loyalty+ a multi#level
6..
66.
2ress, (oston.
4A7
http+EEwww.integratedretailing.comE9pP.A.
4@7
http+EEwww
.-?;>5@;A6ROsortPrRviewPcROacctP:5555@M@55
467
http+EEwww.furnituretoday.comE
4>7
http+EEwww.answers.comEtopicEfurniture#stores
4M7
http+EEwww.iea.comE
4;7
http+EEwww.iea.comEgbEen
4?7/otler, 2. and Scheff, J. 4.??M7 NStanding *oom Only
0rts$, )arvard (usiness Sch
4.57 (hattacharya, :. (., *ao, ). an
the (ond of Identification+ 0n Investigation of its :orrelates among 0rt Museum
Members,$
Journal of
Mareting
, Fol. 6?, =o. @, pp. @>K>@.
4..70rnould, M.J. R *eynolds, /.E. 4-55A7 )edonic shopping motivation
79
, -, pp. MMK?6.
4.-7(el, *. 4.?;;7 2ossessions and the e!tende
15
, -, p. .A?.
4.A7 )ene, John
of Mareting Education
4fall7, 6?#M..
4.@78agace, *
Student 0ttitudes toward Sales :a
reers+ 0 :omparative 0pproach,D
Journal of Mareting
Education
4fall7, M-#M?.
4.67 (urt, S. 8. 4.??A7 1emporal trends in
the internationali'ation of (ritish retailing,
International Journal of
*etail, Bistribution and
4.>7 ,letcher, *. 4-55.7 0 holistic approach
to internationali'ation, International (usin
*eview, .5,pp. -6K@?.
4.M7 *oberts, L. ). 4-5567 0uchan$s entry into
*ussia+ prospects
International Journal of *etail and Bist
ribution Management, AA4.7, pp. @?K>;.
4.;7 Macintosh, L., 8oc
perspective. International Journal of
*esearch in Mareting .@ 467, @;MK@?M.
4.?7Mahler, B.3., -555. 0n 0merican centur
y of retailing. :hain Store 0ge, @@K
4-57Martineau, 2., .?6;. 1he personality of the
retail store. )arvard (usiness *eview A>, @MK
25
)ome
0rts
(usiness
Science
Assignment Point - Solution for Best
Assignment Paper
0ssignment
0rticle
2resentation
8ecture
1erm 2aper
1hesis 2aper
*esearch 2aper
*eport
Internship *eport
3uestionnaire
8etter
)ome S (usiness S Mareting S Marketing Activities of Partex Furniture Limited
Marketing Activities of Partex Furniture Limited
Introduction:
Buring the past century most :ompanies were small and new their customer first
hand .Managers piced up mareting information by being around people, observing
them and asing "uestions. Buring this century, however, many factors have increase of
the need for more and better information .0s companies become nation or international in
scope, they need more information or larger, more distant marets. 0s sellers use more
comple! mareting approaches and face and more competition ,they need information of
the effectiveness of their mareting tools .Managers need more up#to#date information to
mae timely decision.
In crying out mareting analysis, strategies, planning, implementation and control
mareting managers need information at almost every turn 1hey need information about
customers, compactors and other forces in the maret place. One mareting e!ecutive put
it this way %1o manage a business well is to manage future and to manage the future is to
manage information& .Increasingly mareters are viewing information net just as input
for maing better decision. (ut also as an important strategic asset and mareting tools.
In this project wor the topic was to %mareting strategy for 2arte! ,urniture Industries
8td in (angladesh. Buring the project, a conclusive method of the mareting research
was followed to find out the problem and its solution. While woring n the project, it was
reali'ed that the research wor is very important to establish any mareting strategic
before maing decision.
Since the real life business is always very comple! and competitive, every business has to
face the interns competition and those who can successfully operate within this critical
situation can become and brand awareness is very important.
O!ectives of t"e stud#$
1he objective of the internship program is to be familiari'ed me with the real maret
situation and compares it with booish concept. 1he main objectives of this report are to
have an assessment about the situation in addition the study sees to achieve the
following objectives+
1o find out the overall pictures of the company.
1o indentify strength and weaness of the company.
1o recommend action that may be necessary to redesign operational and
mareting strategy of the company.
%eneral o!ective:
1he objective of the study is to find out the perception and brand awareness of the
consumer towards. 1he research is focused on the perspective of the consumer and their
views towards, what are their need and wants.
Limitation :
1o complete the study I have fa'ed some problems, which can be termed as the limitation
of the study .
=ot having an accurate customer database in divitm that caused waste of time,
=o response is obtained from a certain part of our samples.
It is "uite difficult to complete for such research program for one person in a
certain time limit,
1he researches had to depend on personal interview for collecting data.
1here was tie limitation for this research project. 1hat made difficult to get all
information.
Purpose of t"e report
My corporate purpose is state that to succeed the problem and pattern statement of parte!
furniture .(ut the whole information about parte! furniture as lie what is woring
system and etc .are not clearly given on its website.
Origin of t"e report:
1his report is development as a course of the ((0 program .When I have presented my
report to my supervisor, he will authori'e my report. 1his project report is written by me
under the supervisor Md. Sawat 0li.
Met"odolog# :
Sources and Met"od of collect:
I have collected the information from the Secondary data, such asG :ompanies journal,
brochure, articles, websites and Monipuripara Lallery.
Scope:
2arte! furniture is world class furniture providing company has a big functioning networ
of its business in our country and other country .It has several Lallery and (ranches. I
have tried to cover about mareting strategy of parte! furniture.
Stud# approac":
1he study is e!plorative in the conte!t of (angladesh for the aspects focused mainly on
,urniture maret .)oweverG it can also be termed as descriptive and analytical.
&istor#:
2arte! ,urniture is leading manufacturing furniture, brought revolutionary changes in the
furniture maret in our country since its start -555 and owned by Mr 'A(i( 0l /aiser.
,irst it had started in a small scale, but today parte! furniture is fully e"uipped with latest
technologies.
In .?-;, the signature of the *ed 8ine 0greement and the confirmation of the
shareholding participations of the 1urish 2etroleum :ompany 412:7 mared the
consolidation of :alouste Lulbenian$s firm involvement in the oil industry in the region.
12: then changed its name to Ira" 2etroleum :ompany.
0 decade later, in June .?A;, :alouste Lulbenian decided to incorporate his assets in the
oil business in a :ompany that he created in 2anama+ 2articipations and E!plorations
:orporation. 1he name of the Lroup K 20*1ET K originates from the name of this
:ompany.
Since :alouste Lulbenian$s death, in .?66, the Middle East oil industry and, as a result,
the Lroup$s holdings have changed significantly. 1hese changes particularly affected the
concessions held by the Ira" 2etroleum :ompany which were nationali'ed in .?MA.
0s a result of the strategic decisions and business re"uirements of 2arte!, new companies
have been created over the years. In March .??;, almost >5 years after the first company
was created, a holding company was incorporated in :ayman Island K 2arte! Oil and Las
4)oldings7 :orporation K owned .55< by the :alouste Lulbenian ,oundation. It
became the holder of the Lulbenian participations in the oil and gas business and,
directly or indirectly, the only shareholder of all the Lroup :ompanies.
Organi(ation And Structure
1he 2arte! Oil and Las Lroup is organi'ed basically by geographical areas and holds
interests in concessions and joint ventures engaged in upstream activities related to the oil
and gas industry, namely, e!ploration, development, production and sales.
1he Lroup is structured in sub#holding companies, management units, concession
companies and service companies that provide to the joint ventures and operating
companies in which the Lroup participates all the necessary advice and financial,
technical, management and human resources support that they re"uire, in accordance
with the strategy and guidelines defined by the )olding.
2arte! Lroup is among the large (angladesh private sector manufacturing and service
based enterprises, owning and operating over twenty units giving value for money to all
customers. 1he group started modestly in .?6? in tobacco trading and with prudent
entrepreneurship of our ,ounder :hairman Mr. M.0, )ashem today we have a stae in
tobacco, food, water, soft drins, steel container, edible oil, wooden board, furniture,
cotton yarn and the I1 sector. 0fter (angladesh was established our :hairman set up MES
)ashem :orporation 42vt7 8td, in :hittagong city meeting the large demand of food and
materials needed for sustaining the needs of a new nation through imports. ,rom
importing to import substitution was the ne!t logical step and the stepping stone into the
manufacturing sector, which has matured to the multi million dollar diverse investment of
the 2arte! Lroup today. 0 dedicated wor force and committed board members led by
our :hairman and baced by a maret oriented corporate strategy has been the
cornerstone of our success. 1oday the group has over tweenty family owned private
limited companies with a si'able turnover. Ours is a dynamic organi'ation always
e!ploring new ideas and avenues to e!pand and grow further,
%roup Management
Mr' M' A) &as"em
:hairman

Mr' A(i( Al-*aiser
Fice :hairman

Mrs' Sultana &as"em
Birector

Mr' A(i( Al-Ma"mood
Birector




+orporate Office:
Sena /alyan (haban 4.> th. ,loor7,
.?6 Motijheel :E0, Bhaa K .555, (angladesh,
&o, to started:
0:ombination of special imported laminated board, stainless steel accessories
and high standard plywood offers the best "uality and cost effective substitute for natural
timber for custom made innovative, modern and use of timber substitutes as well as
products of solid timber. Within a short span of time lamination board furniture has been
able to clams a si'able portion of the maret .1his is a commitment of parte! Lroup to
use eco#friendly materials ,as much as possible .:urrently ,we are providing an ever
increasing range of product to meet greater than ever demand of furniture for
household ,offices and educational institutions.
-ision
We are the leading furniture solution provider in (angladesh achieving our business
vision through growth in maret reach, increasing operation si(e) international
distribution, total service and consistent branding activities by the being most
customer focused and innovative ,cost effective Refficient, environmentally
reasonable R"uality concerned company in the business.
Mission
1o be the most consumer focused, competitive, efficient, innovative, and environmentally
responsible and "uality concerned leading maret oriented furniture manufacturing ,sales
and distributor of (angladesh.
+ustomer F.cused / Innovative
We believe our success depends on our customers. 1hus, our primary value is fulfillment
of our customer$s needs .our manner of achieving this success is to include value for
money, different price ranged functional products, complete solutions, free technical
consultancy services, after sales support, efficient delivery, and above all "uality product
that e!ceeds e!pectation .we believe in providing our customers new and innovative
product with international standards to match wit the changing lifestyle of today.
+ompetitive / 0fficient
We believe our competitive nature thoroughly ensured as when we provide highest
"uaiity product in the most perceived prices. We are committed to our Falue In
relationship with our staeholders where our core product is associated with efficient and
reliable services.
0nvironmental Ste,ards"ip / 0xcellence In 1ualit#
We believe in maintaining, operating our business in such a manner so that it is
sustainable for the future. We went to combine comic use of wood and create wood
substitute product for our furnishing needs and constantly devote our production,
researchR development to remain environmentally responsible. We are committed to find
new methods and technologies to improve our services .we believe e!cellence is our only
standard for ail our approaches.
2"e Marketing Planning process
+orporate Strateg#
2arte! has vertically integrated in to the furniture industry. 2arte! had the upper hand in
producing the particle board which is the raw material to produce furniture and they used
to supply this particle board to other furniture maing companies to produce furniture
.(ut the corporate manager decided that they could vertically integrated in to the furniture
industry since they would be producing their own raw material .they also came up with
an innovative idea of maing use of the unused part of the log which they use for maing
particle board. 2arte! also has a widespread distribution networ which it can use for the
furniture as well.
It may be added that parte! has vertically integrated in other businesses as well apart
from the furniture industry .,r e!ample, under comple! #parte! had Banish condensed
Mil 4(B7 8td. Banish ,ood product, Banish mil mills 8td .1hen parte! vertically
integrated and came up with Banish Bistribution =etwor 8td.
(ecause of vertical integration, parte! enjoys some competitive advantage compared to
its competitors.
2arte! has invested in the furniture industry and this huge investment acts as an entry
barrier to its potential new entrant.
2arte! will also be able to reali'e Economics of scope since they are fully integrated in
the furniture industry i.e. from producing raw materials to distribution them.
1hey have two in the furniture industry+ one is timber based furniture and the other is
panel based furniture
1imber (ased+
1his is considered as 3uestion Mars since the relative maret share is low, but there is
tremendous potential for growth in this industry .this S(Q need a lot of cash injection
which parte! has already done and plans to do the same in furniture.
Panel Based:
1his is considered to be a cash cow. 1hey have a high maret share and they are
generating positive cash flow forparte!.
3ra,ack of t"e +urrent Strateg#
2arte! is finding it very difficult to integrate all their businesses in the industry Jn
additionG parte! has a very comple! structure. 1hus their bureaucratic cost is very high.
4ecommended Strateg#
2arte! should change its current organi'ation structure and mae it simpler so that their
bureaucratic cost can be lowered which will give them a competitive advantage.
+orporate level strateg#
2arte! has vertically integrated both into the panel based and timber #based furniture
industry because of strength in raw material supply.
(ecause of vertical integration, 2arte! enjoys competitive advantage compared to its
competitors.
2arte! has invested t. core in the furniture industry and this huge investment acts as an
entry barrier to its potential new entrant.
integrated in the furniture industry i.e. from producing raw materials to distributing
them.
1hus the two
in the furniture industry+ One is timber based furniture and the other is panel based
furniture
Business-level Strateg#:
Interestingly enough the generic strategy for parte! is Ncost 8eadership and
Bifferentiation Nrather it is differentiation 4not pure differentiation7 baced up by absolute
cost advantage .the result is premium price charged for products similar to the
competitors and obtaining lower cost than pure differentiation and higher levels of profits
than firms pursuing only one of the generic strategies.
Principal Issues
2arte! strategy manager$s plan of action for using the companies resources and
distinctive competencies to gain a competitive advantage over its rivals in the local
maret is based mostly on its cost advantage over the competitors. 0t the heart of the
generic business level strategy for the company lie the choices concerning product
differentiation, maret segmentation, and distinctive competency. 1hese issues of
(usiness level strategy information according to parte! are discussed below+
2"e differentiation of furniture according
1he study on parte! product offerings con not that the company follows two different
strategies for both paneU based furniture and 1imber based furniture. 1hese current are as
below+
+urrent product 3ifferentiation Issues:
1ype of furniture Issues for product differentiation 2anel #based 1his type of
furniture is target to satisfy special category of needs office furnishing, itchen and home
appliance, lower middle class home furnishing by offering low #priced products.
)owever, selected customi'ation of these products is also offered allowing minor
differentiation for upper middle to higher economic classes in the local maret 1imber
1his type of furniture offers uni"ueness through the product appeal to the consumers
physiological needs such as brand image and perception of parte! furniture being high
end product.
4ecommended 3ifferentiation Issue:
1he capacity and the maret forces suggest that the current strategy is sufficient for
parte! to continue in the industry.
2"e Segmentation of t"e furniture market:
2arte! management grouped their consumer in terms if the income based classification
and performances. 1he segmentation is unusually large and loos 0pparently unrealistic
to allow parte! to gain competitive advantages. )owever, due to the nature of the
business of two types of furniture, the target group is bound to be relatively larger. 1he
current segmentation strategy is followed for both panel and timber based furniture
maret.
+urrent Segmentation Issue$
1he current segmentation strategy of parte! for both of its product line panel based and
timber based is a broad rang #lower middle class to the upper up per class of the
economic division of the (angladesh maret,
4ecommended Segmentation strateg#:
2#pe of furniture Issues of segmentation
2anel #based 8ower middle to upper upper furniture class as panel based
consumer can be targeted for+
V Office furnishing.
V /itchen furnishing with customi'ation.
V )ome furnishing for lower middle class1imber1imber based furniture with new
conception of brand furniture is suitable for the upper middle to the upper end maret
with focus on appeal.
3istinctive competenc# for t"e usiness -level strateg#:
0s previously discount parte! current distinctive competency is focused on+
+urrent distinctive Issue:
,ocused on continual product "uality parte! strive to reach for better customer
responsiveness through a clear focus of the maret trends and product innovation by
newer designs. 1he organi'ation of distinctive competencies includes superior efficiency
in production for the panel based furniture but does not entail for the timber based
furniture 1his is however not a weaness, rather a characteristics for the timber furniture
industry,
4ecommended 3istinctive Issues:
Since costs #Eldership is followed is panel #based furniture the corresponding distinctive
.similarly ,for timber #based furniture following a differentiation strategy should
ideally have *RB sales and mareting as its distinctive competency parte!
fulfills both these criteria .
2"e c"oice of t"e %eneric Business level strateg# :
2aarte! enjoys a distinctive production development within the system as the raw
materials for its panel and timber based furniture both come from the single source .0s a
result the company manager to reap gains from cost advantage as well as brand image
and appeal, leading to differentiation strategy.
+urrent Business 5Level Strateg# :
Interestingly enough the generic strategy for parte! is not cost 8eadership and
Bifferentiation rather it is differentiation baced up by absolute cost advantage. 1he
result is premium price charged for product similar to the competitor and obtained lower
cost than pure differentiations and higher levels of profits than firms pursuing only one
the generic strategies.
4ecommended Business -Level Strateg#:
Outwardly, the Leneric Strategic for parte! may seem to be a stuc in the middle as no
pure strategy is followed and as a result wrong resource allocation decision may occur
leading to a loss of control in the genetic strategy .however the cost advantage achieved
by vertical integration and the image of parte! brand helps the company to be an a
position where it can change presume price for the product. Which has differentiation
ability9 1his recommendation strategy should beG
1ypes of ,urniture Leneric strategies
2anel #based :ost 8eadership and Bifferentiation as competitors
4otobi7 follows Bifferentiation strategy as well.
1imber Bifferentiation strategy with absolve cost advantages
gained from production development and vertical
integration.
+urrent Investment Strateg#6 :
2arte! is investment resources to develop new sales and mareting strategy. 1he new
show room and the plan to employ architects in the sales forces is an e!ample to this
strategy implementation .0lso the investment of 1.lOOcrore is a strategy to build
resources that the company is following now.
4ecommended Investment strateg# :
0side from following the current strategy parte! should also engages in *RB to maintain
their lead as a differentiator and introduce newer designs to capture more maret share .
1he *ecommended (usiness K
Level strateg#:
2arte! should follow two different (usinesses #8evel strategy for panel timber furniture
maret. More narrow segmentation should be focused with differentiation strategy for
timber ftirniture and cost 8eadership in panel furniture baced up by the cost advantage
achieved from vertical integration in both the field. ,inally, investment should be made to
capture more maret share by innovation and furniture growth .this will increase the
profit margin in even higher e!tent.
+ompan# Profile Partex Furniture Ltd'
Location:
2arte! ,urniture is one of the .; sister concerns of the 2arte! Lroup. 1he plant for 2arte!
,urniture 8td. Is located at Jangaliapara, Joydevpur, La'ipur. 1he site enjoys e!cellentin
frastructure lie good road communication ,gas, power, water, telecommunication and
manpower.
Background O!ectives:
It is committed to produce the best "uality import substitute preform and closures with
the best machineries. 0ll around the world there has been a noticeable growth and
success of the 2lastic pacaging industry. (eing inspired by this e!cellent growth,
financial performance and future prospects of the 2lastic maret, sponsors are confident
that it would be beneficial and worthy to invest into the plastics industry. With this end in
view the company has decided to set#up a whole new line of business under the same
management. 1he e!cellence of the technology, the genius of company$s personnel, clear
vision and commitment of management %Simply the best& in the 2E1 2lastic arena is the
main stay of this bold initiative.
Marketing Advantage:
1he promoters of the company are members of 2arte! Lroup who owns and successfully
operates more than -6 manufacturing and trading concerns and offers the best 4value of
money7 to customers of (angladesh. 0lU the directors of ,arte! Lroup have contributed a
lot as promoter#directors in the growth of all Lroup. Sponsors of the project properly
utilise this cumulative strength of nowledge to solve the manifold problems of fast#
changing economy. 1hus this management set#up is a mareting advantage.
Main Furniture companies in Banglades"
7' 8ame of t"e companies:
a7 Otobi8td.
b7 2arte! ,urniture
c7 )atil
d7 =avana ,urniture
e7 0hter ,urniture
f7 (rothers ,urniture
g7 8egacy
Source+ (angladesh ,urniture Indus. Owners 0ssociation *eport#-5.5. Segmentation,
1argeting Rpositioning 4S127 of parte! ,urniture+
Segmentation:
2arte! ,urniture Industries 8td. products international "uality furniture. 0 combination of
special imported board, stainless steel accessories and high standard plywood offers the
best "uality and cost effective substitute for natural timber foe custom made innovative,
modern and stylish furniture. 2arte! ,urniture produces a diversity of products
ma!imi'ing the use timber substitutes as well as products of solid timber. 2arte!
,urniture segregates its product with individual care wise .such as+
2argeting:
1he Sy is not the limit for ,urniture Maret but e!pectation is within limits 1herefore,
our imagination soars beyond conventional barriers. Wou share or destiny with our
beloved motherland. Wou went to serve her in the greeter "uest for national uplift .parte!
Lroup is committed to the prosperity of (angladesh. Wour enterprises play a positive role
in alleviating poverty and generating employment an important objective of our
country .his has been possibly though continuous customer support and loyalty which we
are proud .Wou endeavor to reach our product and services at the client doorstep through
a networ of sales and distribution outlets. )uman resources is Wour ey asset, who
translate the group$s objectives into realistic performance. Wou are committed to have the
best people and train them to get best from them. Wour is a free maret economy, where
privet sectored plays a ey role in establishing an industrial base. Wou believe in new
ideas and technology which the road to the furniture. Wou shall travel this road hand in
hand with our customers and Wour employees to see and find prosperity for the Lroup
and the country .Wou are the leading furniture solution provider in (angladesh achieving
your business vision through growth in maret reach activities by the being most
customers focusedR Innovative, cost effectiveR efferent, environmentally responsible
R"uality concerned company in the business. 1o be the most consumer focused,
competitive, efficient, innovative, and environmentally responsible and "uality concerned
leading maret oriented furniture manufacturer, sales and distributor of (angladesh.
Positioning: positioning or maret Share + per year
a. Otobi 8td #655 :roneEyear
b. 2arte! ,urniture #.55
c. )atil ,urniture #@6
d. =avana ,urniture #@5
e. 0hter ,urniture #-5
f. (rothers ,urniture #.6
g. 8egacy #.5
It is clear that parte! ,urniture is in the second position in the ,urniture maret of
(angladesh.
Internal Anal#sis- Summar#
+orporate Structure
Strengt"s 9eaknesses
V 1op level Becision Maing with vast
information seeing from low level
managersftae inputs
V :omple! structure# difficult to
understand
V :entrali'ed BM
V 2oor understanding of the structure by the mid level manager
V 2resent structure hampers successful growth in the future
+orporate culture
Strengt"s 9eaknesses
V :onsistent culture V ,amily owned business concept
very prominent
V Emphasis on "uality, craftsmanship and design
and
integrity is maintained. . i VV V
companyV 2romotion only up to a certain position, which may be de#corporate ladderV
:ustomers are not refused a certain limitation of the company
Strengt"s 9eaknesses
V Wide range of customer base
V 1he corresponding strategy is to focus on
"uality first and then respond to demand
V 2lanning many program but not
clearly stated ,mereiy implied
V 2lanning many programs for growth
V 2rograms consistent With corporate mission V 2ositioning by high "uality product
at affordable price. 1herefore product
m! needs to be suited for each income
group
V =o past trends to base its
judgments or strategy formulation but
can be countered with good research
and forecasting
Strengt"s 9eaknesses
V 1echnologically advanced in terms of
developing new product
V *esearch is mainly observational
and participation
V :ost and "uality can be controlled as they are
already in the supply side
V :onsistent with mission and values
0xternal Anal#sis :Summar# Five factor model
opportunities 2"reats
Intensity of *ivalry
Bue to the si'e of parte!, the business can
e!pect lower intensity of rivalry
(rand image pioneered by hatil
and otobi #parte! not the
pioneer
1imber based furniture
industry is in mature stage
:urrent in an oligopoly
2ossibility for being highly consolidated
in the future due to its si'e ,investment
and integration
Economies of scale and
e!perience curve effects are
not present in timber
1he brand furniture is growing
Bemand is increasing every year by .6<
1he main forces in the maret are
differentiated
=o prominent lab our union leading to
low e!it barriers
8ayoff cost is low leading to low e!it
barriers
1he group is not so depended in the
furniture leading to low barriers to entry
1hreat of potential competitors
2arte! already has a brand image
0bsolute cost advantages
0dvantage over economies of scale and
e!perience curve efficient in panel
(ased furniture (ased furniture
V )igh capital re"uirements for entry
V :hairman being the member of the parliament
can forecast regulatory changes better than
competitors.
V 1he maret is a free maret and
opens to any new entrants.
V 1he current differentiation strategy of parte!
strong enough to bar both new and e!isting
competition.
V 2arte! gauges e!pected retaliation
V 1hreat of substitutes
V :lose substitutes are not performing in the
same maret segment
Functional -Level Strategies Marketing
0lways tries to pursue new product development focusing on "uality, design and
customer needs, providing, feedbac to both customer and speciali'ed functions, in order
to e!pand their maret.
4esearc" / 3evelopment
Bepends mainly on customer feedbac for new product development and communicates
this to other functional areas, such as production
Production
:oncentrating on reaping most benefits out of panel based furniture due to low lead time,
automation and sound vertical integration .0t the same time, inefficiencies in timber
#based furniture are attempted to be cantered withhigh design and craftsmanship "uality
and doing batch processing to minimi'e cost.
%loal : Level Strategies
It is not planning 1o put any manufacturing set up in the host country, perte! will
manufacture its products e!clusively in the home country .0s parte!$s current targeted
foreign maret is QS0 it has low pressures for cost reductions.
2ressures for 8ocal *esponsiveness are low as well.
,unctional Level Strategies
Marketing
Mareting Refficiency V 2ursuing "uality customer needs and design research
V Showroom situation at a poor location
V 1F media not yet utili'ed
V Only one outlet as of now
V 2ricing strategy inconsistent with stated objectives and actual
implementationMareting R "ualityV Fery customer focused
V 2roviding customer feedbac on "ualityMareting R innovationV 2rovides result of
research to business development function
V 0lways persuading new productMareting Rcustomer responsivenessV :ustomer
focused
V :ommunicated customer feedbac to appropriate function
+urrent Strateg#$
0lways tries to pursue new product development focusing on "uality design and
customer need, providing feedbac to both customer and speciali'ed in order to e!pend
their maret.
40+OMM083A 2IO8:
Enhance aggressive mareting through consistent pricing perceptions within customers,
having more outlets, and pursuing other media to promote
3emand forecast
40S0A4+& 30-0LOPM082
*RB and efficiency V ,ocusing only on new product which are not
necessarily easy to produce
*RB and "uality V 2roduct design based on what is wanted by customer
#not based on manufacturing ease
*RB and innovation V Bevelops new product but process innovations low
V :ooperation with other function done*RB and customer responsibilityV Innovation
customer in identification their needs
+urrent strateg#:
Bepend mainly on customer feedbac for new product development and
communicates this to other functionaU areas, such as production
40+OMM083A2IO8$
include e!ample Bevelop product that are needed by consumers but focusing mainly on
manufacturing ease and process innovation, A.
P4O3;+2IO8
2roduction R efficiency V ,le!ible manufacturing already done for panel #based
furniture V =o optimal capacity allocation done for timber
based furniture V 2resence of vertical integration enables
efficiency.
2roduction R "uality V 8ong production runs for panel based furniture maing
it difficult to judge source of defects
2roduction Rinnovation V Ease of manufacturing considered #timber based batch
processing. V Some innovation in process both for panel
and timber furniture
2roduction Rcustomer
responsiveness
V :ustomi'ation done but not always with fle!ible
manufacturing V *esource time good for panel based
furniture bEc lead time low V *esponse time bad for
timber based furniture bEc lead time high.
+;44082 S24A20%<:
:oncentrating on reaping most benefits out of panel based furniture due to low lead time
automation and sound vertical integration. 0t the same time, inefficiencies in timber#
based furniture are attempted to be countered with high design and craftsmanship "uality
and doing batch processing to minimi'e cost.
40+OMM083A2IO8:
While concentrating on efficiency the company needs to create tas forces to enable
fle!ible manufacturing for timber based furniture.
Strateg# in %loal 0nvironment for Partex
:hoice of Entry Mode E!porting
V It is not planning to put any manufacturing set up in the host country.
V 2arte! will manufacture its products e!clusively in the home country. Strategic choice
V 0s parte! current targeted foreign maret is QSE it has low pressures for cost
reduction,
V 2ressures for 8ocal *esponsiveness are low as well
Present Situation$
0t present parte! furniture is targeting QSE as their foreign maret.
:ost of establishing manufacturing operations in foreign country is being avoided.
Manufacturing only in home country will enable the company to reali'e
substantial economies of scale with added global sales volume.
Moreover, (angladesh being the home country parte! has the advantage of cheap
labor and cheep raw materials
4ecommendations:
Should calculate regarding the pros and cons that will be associated with trade barriers of
the foreign country.
1he company should also carefully verify the transportation costs associated with
e!porting, and then compare it with possible profit gains.
Bu#er po,er
1he buyer is the ne!t person downstream in the channel of distribution. 1hus the buyer
for the subject firm in our case was previously the manufacturer while now it is the
wholesaler and the final consumer.
1he factors that increase a buyer$s power are the mirror images of those that increase a
supplier$s power 1hus buyers have enhanced powerG
When they are concentrated and buy in volume. 1hese condition give buyers power over
small, fragmented suppliers.
)owever furniture buyers can integrate bacward if suppliers cannot offer satisfactory
prices
=Macro>%eneral 0nvironment 2"e general environment is composed of five sectors:
Socio# cultural + Society$s traditions ,values Xattitudes, beliefs ,tastes, and patterns of
behavior, and how they are changing effect the operation of any business .parte! is no
e!ception in this regard. 0 few variables in Leneral environment is provided below+
1echnological Environment Macro economic Environment
(iotechnology Interest rates
:onsumer electronics E!change rates
Superconductivity *otation rats
)igh definition television technology Savings rats
2rocess innovations 1rade deficit Esurplus
Industrial disasters (udget deficit Esurplus
2oliticalE 8egal Environment Sociocultural Environment
Beregulation Women in the wor force
*ela!ed antitrust enforcement )ealth and fitness awareness
Environmental product laws Erosion of educational standards
Similarity in consumer tastes and
preferences
Spread of addictive drugs
2owerful economic alliances :oncern for the environment
Opening of eastern bloc countries 0ging of the population
1hird world debt problems Ethnic composition
Maturing of the baby boom generation
*egional changes in population growth
and decline.
Political -Lesal Forces:
1he government of (angladesh according to the policy it follows allowed an open
mared scenario in the furniture industry where foreign companies and their products
compete side by side. 1here is no cartel on local or foreign product .as a result of this
competitors maret not many local firms e!its in the maret.
1here is also a protection law for wood logging here hi (angladesh. In addition to this,
parte! itself is an environment concerned organi'ation that uses less wood to produce
more substitute product.
2ec"nologies Forces:
In (angladesh the use of technologically advanced wood framing e"uipment is not
present. 1his is primarily because of the nature of the business + wood crafting is highly
customi'ed and depend on craftsmanship .1hus over the year silled craftsman with
individual catering towards a small group of customers have shaped the consumer
behavior as well as the nature the business. 1he result is technologically not advanced
procedure of maing wood furniture.
S9O2 Anal#sis
SWOT Analysis of Partex Furniture Limited.
SWOT stands for strengths, weakness, opportunity and threats. A company must have
strengths and weakness in different section. Also it has some potentiality and faces some
different kinds of markets threats and opportunity. This analysis provides a through
picture about the companys overall conditions.
Strength
!arte" #urniture $imited has large amount of asset.
Their top management is very strong. They have taken all decision timely
and manage all things in a systematic way.
The labor forces of the company are very cheap and readily available. They
are skilled and effective workers.
The important policy of the company has been fle"ible and friendly for
import of raw materials of garments accessories.
The company has a strong base of buyer to sustain in the competitive
market.
!arte" #urniture $imited have independent sample production unit, having
highly dedicated professional merchandising and %uality control team to ensure
buyer satisfaction.
!arte" #urniture $imited serious about their shipment of their orders.
!arte" #urniture $imited has e"pert and skilled workers.
!arte" #urniture $imited has highly improved machinery and information
technology to ensure the best %uality.
This company has workers training and development facilities.
&anagement stuff has ade%uate transport facilities.
Their employee turnover rate is low.
Their medical facilities are highly available.
They paid salary at a right time
Weakness
'esearch and development (')*+ practices are not available. ,t has
become a barrier in effective and efficient market research, new product
development, corporate strategic planning etc.
!arte" #urniture $imited depend on -./ imported raw materials and
technology.
!arte" #urniture $imited administrative cost is comparatively higher than
any other company.
0ecause of the world wide bad economic condition, te"tile industry is
earning limited profit.
Window1dressing of !arte" #urniture $imited is not good.
Opportunity
2ery higher %uality product which have a good demand in international
market.
#ashion institutes are growing day by day worldwide which increases the
opportunity to te"tile industry by increasing large number of buyers orders.
There is a good opportunity for marketing in knit wear garments in future.
Threats
2ery competitive in international market, especially in 3hina for their lower
labor cost.
&any new competitors are coming in front with new product style and
technology.
*ependency in foreign countries so far raw materials price in increasing
day by day.
!arte" #urniture $imited is affected by the 4ovt. regulations of e"ports and
import policy. And customs facilities are not well mannered which hang the
companys business operation smoothly.
These are the terms that help us to understand the condition of the !arte"
#urniture $imited.
Ma!or Finding$
2roduction+ production capacity of modanpur ,actory is more than the maret
demand.
1echnology+ 1echnology used for the production is not fully automatic, some are
semi automatic.
2roduction personnel+ 1hey have some lac of nowledge about the use of
machine.
Mareting *eporting+ Mareting intellect report are not systematic and well
organi'ed.
Sales 0nalysis+ 1he sales analysis of each product life #cycle is absent.
Mareting *esearch + Mareting research for each product has not been
doneG
Beafer promoting + Beafer promotion only at commission level has been
doneG
Bealer+ number of dealer is not up to the mae and still so many districts
are still untapped.
(rand Management + :omplete brand management is absent for individual
brandG
.5.Bistribution +1he distribution process is not systematic
...Outdoor Mareting +1here is no plan for outdoor mareting , which is very effective
for completive maret .-.0dvertising and promotion+ 0dvertising and promotion plan is
not wed enough for find out competitive maret. .A.Information ,low+ Information flow
between department to department and people to people is very slow.
.@.MIS+ Management information system is not up to ate. .6.(udget+ 1he budget of this
company is not enough.
4ecommendation:
0fter Sales Service+ 0fter sales service should be provide at all the show #room .It
will save time and effort of the people.
Besign of some furniture+ some product design of the company is very
traditional .1here are so many products similar to our design are now available to
our competitor.
Brop out slow moving product.
More 0dvertising+ 1o increase the sales advertising on print media,
Electronic media should be increase.
Bealer increasing+ Bealer should be available in all districts. 1hen I have
to find out according to the maret potentiality for more than one dealer in
the same maret.
Mareting plan for slow moving product+ plan for slow moving product
such asG )ospital furniture.
More 1anning for the officer 8evel+ 0t present more training is needed
about the salesmanship. Maret research for find out the target maret,
dealing product nowledge, product development mareting product etc.
Mareting *esearch+ Mareting research for each brand has to be done for
getting the clear picture for product positioning against the competitors
product and finding out furniture.
(udget+ 1he budget will be re"uired to up greeted future.
+onclusion:
It is impossible to have a clear #cut idea of a big company within a short time. (ut
according to my observation this company is suffering from a tremendous problem in
following areas, which are the main obstacle for the company optimum growth.
:ompany is in developing stage. Lradually it is trying to figure out its system fall and
wee comer. In spite of many problems, it is the pioneer in furniture industry in our
country. )ope it will be a systematic and standard organi'ation.
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0bout Qs [ :ontact Qs [ ,03 [ Loogle\ [ ,aceboo
0 report on SME pioneer =itya Lopal /undu 4=itun /undu7 (orn+ Becember A,
.?A6, Binajpur. =itun /undu graduated from Bhaa 0rt :ollege 4now the
Institute of ,ine 0rts7 in .?6?. =itun /undu was a ,amous artist, sculptor and
entrepreneur, who was nown for bringing new trends in abstract and realistic art
to the (angladeshi arts scene. )e was also well nown for his furniture designs,
pioneering the use of integrating wood with metal. Who started business on a
small worshop in a tin#shed at 1ophana *oad in ,ebruary .?MM and named it
%0rt in :raft&. 0fter A6 year it stands to O1O(I and controls about ;5< of the
countryCs branded furniture maret. *eport On SME 2ioneer =itun /undu 2age .
-. ,ull name+ =itya Lopal /undu 4=itun /undu7 (orn+ Becember A, .?A6 in
Binajpur. )e was the fourth among seven children. )is parents were
Lnanendranath /undu and (inapani /undu. )e was married to 2halguni /undu
and had a daughter 0mity and son 0nimesh. Education and early career =itun
/undu graduated from Bhaa 0rt :ollege 4now the Institute of ,ine 0rts7 in
.?6?. =itun /undu was a ,amous artist, sculptor and entrepreneur, who was
nown for bringing new trends in abstract and realistic art to the (angladeshi arts
scene. )e was also well nown for his furniture designs, pioneering the use of
integrating wood with metal. Buring the (angladesh 8iberation War, /undu
wored with the celebrated artist 3uamrul )assan at the public relations
department of the (angladesh Lovernment#in#E!ile at Mujibnagar ,amous wors
Sada Jagrata (anglar Mutibahini 4poster7 0mra Sabai (angali 4poster7 (anglar
(ir Mutijoddha 4poster7 Shabash (angladesh 4sculpture at *ajshahi Qniversity7
S00*: ,ountain at /arwan (a'ar, Bhaa ,ountain, Bhaa )igh :ourt, Bhaa
Sampan, Shah 0manat International 0irport, :hittagong /adam ,ountain,
=ational 2ress :lub, Bhaa *eport On SME 2ioneer =itun /undu 2age -
A. 0wards and honors Eushey 2ada Baily Star#B)8 (est Entrepreneur 0ward
=ational ,ilm 0ward 2resident Lold :up =otun /uri 0ward 4(angladesh
1elevision7 /undu was well nown among his friends and family members for
being a perfectionist and also woring for hours at a stretch. %)e was always
drawing or painting or coming up with new designs,& says 0mity. )e would stay
up for several nights together to complete his designs and paintings. In spite of
being the chairperson of a huge establishment, /undu would spend plenty of time
in his world of art and colour. %My fatherCs management team was built in such a
manner that it would sometimes run for days without him coming to office,& says
0mity. %,or instance, while constructing CShabash (angladeshC, at one point he
spent nights literally under the sy trying to perfect his creation. In between all
that, he would eep in touch with his team in Bhaa and wor over the phone.&
*eport On SME 2ioneer =itun /undu 2age A
@. =itun /undu 1he ,urniture pioneer In the .?M6, following a brief stint at (itopi
advertising agency, =itun /undu established his own company, a furniture store
featuring his own designs, O1O(I. Within a relatively short period, O1O(I
became the most prominent (angladeshi furniture brand, emphasi'ing the new
nationCs pride in its refund cultural identity after independence. O1O(I "uicly
grew to become one of (angladeshCs top e!ported brands, with sales primarily to
India and the South East 0sian countries. It is said that Otobi was as much his
child as his children, 0mity and 0nimesh. Interestingly, all of them have the first
alphabet of (angla language as the initial letter of their respective names..
Introduction on O1O(I (orn in .?A6 at Binajpur, ,rom humble beginnings in the
corporate furniture realm to the spectacular escalation into the lifestyle giant that
it is now, O1O(ICs story of success spans merely A6 years. 2roviding holistic
space solutions catering to all spheres of daily life, O1O(I is well on its way to
rising to the rans of 0siaCs top three brands by -5-5. With creative reinvention
pulsating through the entire organi'ation, O1O(I has set out to revolutioni'e the
entire retail scenario starting off with (angladesh. In .?M@ he conceived the idea
of embaring into commercial venture and started manufacturing decorative items
at his residence and later at Shurabad, in addition to normal activities of painting
and sculpture. 1he name of this mini worshop was %1he Besigners&, employing
only @ persons. 0 recipient of =ational 0ward for painting in .?>6 and
(angabandhu 0ward in .??-, Mr. =itun /undu set up a small worshop in a tin#
shed at 1ophana *oad in ,ebruary .?MM and named it %0rt in :raft&. )ere, in
addition to coat pin, cup, crest, trophy etc. he started manufacturing decorative
items, table lamp, and various types of metal furniture. In .?M; he opened a show
room at -A5, =ew Elephant *oad, Bhaa and gradually started mareting all
inds of metal furniture in a professional manner. )aving widely travelled all over
the East and the West, Mr. =itun /undu gained sufficient confidence and
e!perience by .?;@, when he started commercial production under the name and
brand O1O(I. 0 *eport On SME 2ioneer =itun /undu 2age @
6. great deal of emphasis was given to meet the need of customers and O1O(I
products started gaining popularity. Mr. =itun /undu gradually engaged
Industrial Besigners and Engineers. Special efforts were made to build up a core
team of highly silled craftsmen. 0ll inds of metal furniture were being
manufactured at Mirpur ,actory and mareted through the Show room at
Elephant *oad by .?;;. (ecause of its superior "uality, O1O(I products
continued to gain popularity. Mr. =itun /undu developed a wide range of
furniture for office, hospitals, residence and slowly created a much wider
popularity for O1O(I products. ,ollowing training by 0O1S in Japan, Mr. =itun
/undu improved the "uality of O1O(I products as well as sales ad mareting
methods so successfully that by .??A he constructed a four storied building at
Bilusha :E0 and opened a display :entre there. 1he maret demand for O1O(I
products continued to rise and company felt the need for e!panding its production
capacities. 1herefore, Mr. =itun /undu set up another factory at Shyampur,
Bhaa, covering land space of >@555 s". ft., which went into e!perimental
production in =ovember .??@. 1he factory is now fully operational with latest
machinery to manufacture a wide range of most sophisticated furniture so that
O1O(I can compete in the international maret. 1he factory has now e!panded to
A,55,555 s". ft. Bue to the user preference of wooden furniture, O1O(I decided to
give a similar feel to their customers and started to produce furniture from
8aminated (oard from May, .???. 1his wood particleboard has a wood lie
surface and can be designed to loo e!actly lie wooden furniture. 1hese products
of O1O(I achieved tremendous maret acceptance and later Mr. =itun /undu
created it to be N/noc#down$ format to save storage space and give carrying
convenience to customer. *eport On SME 2ioneer =itun /undu 2age 6
>. 1he special feature of O1O(I products is that it taes e!tensive care to
combine functional utility with elegance, eeping in view the efficient use of floor
space, O1O(I is now e"uipped with the latest machines and technology to
manufacture all inds of sophisticated metal furniture including hospital furniture
and such other items. Mr. =itun /undu felt the need for introducing
professionalism in his company and accordingly engaged highly "ualified
management talent to meet the functional need of the present day challenges.
O1O(I entered into the international maret by e!porting chairs to Qraine in
.??@. O1O(I is fully conscious of its obligation to the society as a corporate
citi'en and is currently maring all possible efforts to play its role effectively.
embaring into commercial venture and started manufacturing decorative items at
his residence and later at Shurabad, Fisions and Mission. O1O(I$s vision is to
become a major global brand and its current mission is to dominate 0sia#2ecific
by -5-5 2lanning O1O(I is committed to provide e!cellent service and to e!ceed
the e!pectations of its customers. It wants the customers to remember %O1O(I
as a memorable e!perience. O1O(I aims to fulfill the objectives of the
:ompanyCs growth and to meet the e!pectations of all its employees. 0wards
*eceived In their long journey, O1O(I has different inds of awards from
different activities. 1hese awards have given us spirit to go far away. 1he most
well#nown awards have given lie+ 1he most prominent award for O1O(I is the
ISO certificate ?55.+-555 certificate. .. Enterprise of the Wear .......... -55. -.
Several pri'e including first pri'e at B)0/0 E!port ,air+ A. 2ri'e on =ational
Industrial ,air 1arget maret *eport On SME 2ioneer =itun /undu 2age >
M. Identifying the consumers target is important because different consumers may
have different brand nowledge structures and thus different perception and
preferences for the brand. It may be difficult to be able to state which brand
associations should be strongly held favorable and uni"ue. 0 number of
considerations are important in defining and segmenting the maret and choosing
target maret segments. ,or O1O(I the target maret is huge starting from
industrial organi'ations, medical organi'ation, corporate and individuals. Maret
segmentation+ Maret segmentation involves dividing the maret into distinct
groups of homogeneous consumers who have similar needs and consumer
behavior and thus re"uire similar mareting mi!es. ,or O1O(I the target maret
is the middle class to higher middle class as the produce affordable furniture for
living and commercial purposes. Job *esponsibility 0s we thin that O1O(I is
the customer oriented company so, we always give priority to our customers. ,or
giving the customer support we always try to provide our best to the clients. We
are providing several of products only for the customer$s satisfaction. I am
woring here since January th .5 .,rom the beginning of my wor I have to loo
after to the customer$s desires. I can divide my job responsibility into three parts.
0s I am woring O1O(I as an E!ecutive *etail under the :*M 4:ustomer
*elationship Management7 department, I have to do several activities related with
the customers. 1he three parts I have divided for my job responsibilities are+ ..
Birect dealings with the customer -. Maing the daily report A. Other 0ctivities
2romotion 1he in#house :ommunication department at Otobi wors around the
cloc to ensure that all of OtobiCs products, services and promotional campaigns
receive due attention. Otobi maintains innovative, yearround promotional
e!citement to attract its customers and is visually present in print media,
television *eport On SME 2ioneer =itun /undu 2age M
;. and outdoor billboards. 1he promotion strategy has evolved over the years,
alongside the brand. In the past, Otobi employed traightforward, product#based
adverts in above#the#line channels. It has moved on to discount campaigns ince,
and has developed further into thematic campaigns. 0 comparison of figures
demonstrating OtobiCs actual ad spending in the past with figures representing the
present will substantiate the evolution of OtobiCs media presence. In ,W -55@#56,
the company spent a total of 1 -@,@6;,555 on advertising, while in the last fiscal
year, ,W -55;#-55?, Otobi spent 1 ;>,AAA,-5.. 1his drastic increment in
advertising e!penses has a direct relationship with the increase in sales and traffic
flow in the showrooms. In terms of below#the#line advertising, Otobi is involved
in a number of activities including direct mails, leaflets, catalogues, scratch cards
and coupons, 2* activation for showroom launches, (-( sales, and follow up of
the product condition by the Otobi :ustomer :are department. 1he (usiness
*esearch department is also involved in (18 activities, by easuring the level of
customer satisfaction after sales. 0 recent campaign which received much
acclamation was the Metamorphosis 1F:, which illustrates various types of
transformations taing place within a jungle. 1he campaign was launched in
0ugust -55?, and is being aired on all (angladeshi channels. Otobi depicted
seven layers of meaning in this campaign+ its outer shell introduced solid wood
furniture and its innermost shell appropriated an essence of continuous
reinvention. Within the lifestyle brand offering innovative and inspiring space
solutions. OtobiCs range of furniture, furnishings and appliances are developed and
mareted to serve all ages and stages of homes, industries, institutions, hospitals
and offices. Otobi manufactures furniture from an assortment of materials,
including laminated chip boards, wood, MB,, sheet metal, tubes, plastic, cane and
many more. Our wide range of furniture and fittings are segmented category#wise
and encompass areas such as bedrooms, childrenCs rooms, dining rooms, living
rooms, study rooms, itchens, hospitals, educational nstitutions, corporate offices,
industrial accents and de]cors and retail stores among others. Otobi boasts an
assortment of about .,.55 generic stoc eeping units, and a total of over 6,555
stoc eeping units. 1he company implements all possible global best practices in
manufacturing supply chain management and retailing, ensuring all products and
services offered are of supreme "uality. ,or instance, OtobiCs business research
department conducts e!tensive surveys and interviews to determine customersC
responses to OtobiCs endeavours, and this feedbac is incorporated to modify and
diversify the e!isting intermediary shells, Otobi gathers inspiration from nature
and considers Otobian life as a garden or forest. 8ife goes on for travellers who
gain motivation and enlightenment from their journeys for their own
metamorphosis. While advertising and promotions are an integral part of the
companyCs function, *eport On SME 2ioneer =itun /undu 2age ;
?. Otobi recogni'es the role it can play in furthering the development process in
the country. Otobi is committed to giving bac to the society it operates in, with
an emphasis on a triple bottom line+ people, planet, profit. 1he company has
stepped forward to actively respond to the needs of the public on numerous
occasions, and :S* policies centre on aiding people in need, victims of natural
disasters, and supporting the development of meritorious students. 0 few incidents
where Otobi came to the fore without hesitation include+ O 0 contribution worth
1 6,55,555 as flood relief in -55M O 0 contribution worth 1 6,55,555 for victims
of :yclone Sidr in -55; O 0 contribution worth 1 ?,>>,-A; to I(0 in -55; O 0
contribution worth 1 .5,56,555 to Shahjalal Qniversity of Science and
1echnology in Sylhet O 0 contribution worth 1 .,->,555 to the (angladesh
Shishu /ishore Mela O 0 contribution worth 1 .5,55,555 to the /idney
,oundation Otobi also sponsored the winnersC cash pri'es at the Meridian :hannel
i /hudey Laanraaj in -55?. In addition to these, Otobi has launched a Lo Lreen
program under the leadership of freedom fighter Mr 0bdul /hale. 0s Lo Lreen
0mbassador, Mr /hale has taen charge of the nationwide tree plantation
program, starting with young students in the first phase, at various schools
product line and mae it even more alluring to consumers. 0n additional interior
department has been established to assist offices with implementing complete
interior solutions to meet consumersC overall needs. Otobi is completely
committed to the environment, and eeps solid wood furniture as low as 6< of
the complete product range. 1he boards used are imported from "uality board
manufacturers who comply with environment#friendly policies. *ecent
Bevelopment Otobi has undergone major changes under the new management.
1he organi'ational structure has been modified to include 2ortfolio Management,
:ategory Management and Fisual Merchandising departments, which sets Otobi
apart from other companies. In -55;, OtobiCs uni"ue 8al#,oring Istishan was
launched to cater to the needs of the firmCs young customers. In terms of
management techni"ue, Otobi introduced the (alanced Scorecard system which
aligns the organi'ationCs strategic decisions to the wor accomplished by its
employees. OtobiCs first wood plant was established in -55; as well, in addition to
the e!isting two factories, which is a significant achievement for the company. In
-55?, a breathrough collection *eport On SME 2ioneer =itun /undu 2age ?
.5. dubbed Dthe complete office solutionD was inaugurated under the sub#brand
=otepad. 0 major achievement for Otobi this past year was the launch of the
groundbreaing Otobi website. 1he website had been inactive for a very long time
and the company refused to put up a website that was below the Otobi standard.
1he concept that was eventually developed sets a benchmar in the field with its
thematic, interactive and completely distinct nature. in Sylhet and (ogra, aiming
for a cleaner, greener (angladesh. (rand Falues Embedded in day to day affairs is
OtobiCs aspiration to be a creative DweD organisation in every sense of the term. It
is with teamwor and togetherness that challenges are met and overcome.
:reation, perfection and dynamism are the core values of Otobi. 3uality,
durability, e!cellence and neat craftsmanship are not what Otobi strives to
achieve, but features eminent in each Otobi design. 1he company maintains its
belief of setting its own benchmar and breaing it time and time again.
Embodying continuous innovation, Otobi is now an inspirational brand in homes
and offices, which is e!plicitly e!pressed through its products and
communication. 0t the heart of all activities in the company lies an innate need to
constantly surpriseG not just the consumers, but Otobians tooU 1he company
thrives on the uni"ue Deep reinventingD proposition. ,le!ible Manufacturing
O1O(I manufacturers its furniture using state#of the#art technology, such as
computeri'ed numerically controlled machines and solar ilns. O1O(I 8imited is
a leading crafted furniture manufacturing company of (angladesh introduced
world class furniture through its five well e"uipped production units in three
,actories. Most of the machineries were sourced from :hina and Lermany with
high fle!ibility of modification as re"uired for their verities of design. O1O(I is
now the maret leader in branded furniture, with almost M5< maret share. Its
product has also entered into overseas maret as a part of the e!pansion strategy.
Overall business performance trend of O1O(I 8imited is good. - years bac
O1O(I launched =otepad :oncept, which was an innovative range of
contemporary office furniture. 0nd they had succeeded. 0nalysis+ )ere, O1O(I is
using fle!ible manufacturing process, to manufacture their product according to
customer needs and design ideas. ,or different customer they introduced different
product line or product segment. (y using technology, they also have upgraded
their production process. *eport On SME 2ioneer =itun /undu 2age .5
... Employee *ewards+ 1o motivate employees O1O(I follows some rewards
and motivational factors. 0n e!ample provided below to illustrate their reward
and motivational system towards the employees. %O1O(I employs over 6,555
people, including over -55 graduate engineers and business graduates 4M(0,
((07. Every year, O1O(I taes .55 to -55 of its employees to a five star hotel to
e!ercise the COne O1O(I, One WorldC belief system, where the :hief E!ecutive
Officer and the junior#most E!ecutives are e"ually treated. % O1O(I also values
its employees, and taes their concerns into consideration with an annual
Employee Satisfaction survey. Other Important issues+ 1he company has stepped
forward to actively respond to the needs of the public on numerous occasions, and
:S* policies center on aiding people in need, victims of natural disasters, and
supporting the development of meritorious students. 0 few incidents where
O1O(I came to the fore contribution worth 1 .,->,555 to the (angladesh Shishu
/ishore Mela to constantly surpriseG not just the consumers, but their employees
too. 1he company thrives on the uni"ue Deep reinventingD proposition. 2roblems
0lthough our furniture company plays a vital role for the economic development
of our country. (ut it is not totally free from the problems. 1here are so many
problems in our furniture company and in our furniture mareting. 1hese
problems hamper our furniture company to earn more profit and its development.
1he major problems are given below+ Inade"uate supply of production
technology. ^ 8ac of consultancy services. ^ 8imited access to "uality inputs. ^
0bsence of silled wor force. ^ 8imitations in local and international mareting
strategy. ^ 2roblems in distributing the furniture products. ^ Shortage of raw
materials. #Inade"uate supply of production technology *eport On SME 2ioneer
=itun /undu 2age ..
.-. 1echnology is an important factor for increasing the production. 1echnological
sill can play a very good role for increasing and developing the products. (etter
supply of technology can help our furniture company to increase its production.
(ut we can notice that our furniture company can not use the better technology
for the improvement of the furniture products. 1his is really a severe problem for
our furniture co. #8ac of consultancy services :onsultancy services are very
important for producing better "uality furniture products. (ut the lac of
consultancy services hampers our furniture company to earn more profit. 1erm
2aper on ,urniture Mareting in (angladesh 8imited access to "uality inputs 0
better input helps to get better output. (ut its limited access does not mae any
good result. #0bsence of silled worforce 0lthough our country is over
populated but there is a shortage of silled worforce in our country. We can gain
the best "uality products from the silled worforce. (ut unsilled worforce are
failed to produce better furniture products. Maing furniture is a technical
process. So silled worforce are re"uired for ,urniture :ompany. 8imitations in
local and international mareting strategy 1he success of a company mostly
depends on its mareting strategy. Mareting strategy is very important for every
type of business organi'ation. (ut it$s local and international limitations are
threatening for our furniture co. 2roblems in distributing the furniture products
our furniture company cannot distribute its product to the whole country because
there are so many problems they face. #Shortage of raw materials 0lthough our
country has many trees. Our people cutting down these trees unreasonably. Our
furniture company cannot collect more raw materials for producing more
furniture. 2resent Marer condition Buring the early days of Otobi, a patron had
visited /undu and ordered 655 chairs. 1hat was when the saga of building his
empire actually began. =ow, with a factory in Shyampur, OtobiCs creations and
designs have crossed the mar of e!cellence, constructing one new structure after
the other. Otobi controls about ;5< of the countryCs branded furniture maret at
present. ,or the last three years, Otobi has been achieving a double#digit growth
with an average of over -5< increase in year#onyear sales, despite the global
economic downturn and great stagflation in ,W -55M#5;. In a maret of over
*eport On SME 2ioneer =itun /undu 2age .-
.A. 1 .,655 crores, the organised maret is estimated to be close to 1 655
crores. Otobi is mareting to and providing the price#sensitive customers with
affordable solutions through its masstige value proposition 4prestige for the mass7.
Otobi considers itself to be its most significant competitor, aiming to constantly
brea its own standards and raise the bar even higher. Otobi serves its customers
and consumers through a nationwide distribution networ, including over @55
retail outlets, e!clusive dealers and franchises. :onclusion Mr. =itun /undu set
up a small worshop in a tin#shed at 1ophana *oad in ,ebruary .?MM and named
it %0rt in :raft&. 0fter A6 year they controls about ;5< of the countryCs branded
furniture maret at present. ,or the last three years, Otobi has been achieving a
double#digit growth with an average of over -5< increase in year#one year sales.
*eport On SME 2ioneer =itun /undu 2age .A
English
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,ollowing is the brief introduction about our prduction process

Cutting: 0ccording to the design#drawings, the steel sheets4open and
flat7 are cut into the different si'es by the high#accuracy machines,
without error and burrs
Pressing: 1he :=: machine tools and other machine tools wor with
the big#scale moulds together to reali'e the standard and flowline
production, which assure the production efficiency and "uality
ending: Silled manpower and advanced facilities mae sure the clear
lines and perfect appearance
Welding: 8ocate the wor pieces into the fi!ed mould, firmly weld with
:O- shielded welding or argon#arc welding and then conduct slag
removing and polishing.
Coating: 0ll the sheet material parts will go through .A treatments of
water cleaning, acid#washing, phosphating etc. 1he importing automatic
spray facilities and top#"uality powder promise the coating to be flat and
smooth, non#to!ic and smell
!nstallation: 1o ensure the firmness of every screw, the installation
wor shop adopts pneumatic tools to conduct mass and flowline
production
Pa"king and storage: Strict and special testing before pacing and
storage to mae sure the percentage of the pass.
All of our products have to undergo a series of processes to
make the quality stable.
Quality Certification

Support
:ontact
8inedin 1witter Loogle 2lus ,aceboo *SS ,eeds 8inedIn :orporation Z -5.@
O!ectives
1he company objectives are+
1o be a top cabinet supplier to lu!ury homes in the regional maret.
*evenues to more than double Wear. levels by the end of Wear-.
0im to have M5< of sales in high#end residential customer segment.
-5< of sales in mid#range residential customer segment.
.5< of sales in commercial development segment.
1o have a showroom within A months in a prominent retail space.
7'? Mission
1o deliver a high#"uality product, on time and within budget while also providing a fast,
error free ordering system.
*ead more+
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