Dalda SM

TABLE OF CONTENTS
PARTICULARS INTRODUCTION
Pakistan Edible Oil Industry Overview Introduction & History Of Dalda Mission StatementC:\Documents and Settings\city\Local Settings\Temp\Temporary Internet Files\Content.IE5\YH !"H#5\$pplication Data\$pplication Data\$pplication Data\%icroso&t\'ord\()\*usiness+poliy+report+&inal.doc , +Toc-..!/0 051+Toc-..!/0 05 Organization Structure Manufacturing acility & Process Market S!are "om#etitors Overview$ Sufi Oil Habib Oil Mills
PAGE NO
2-4 5-6 5-6 7-8
9-10 11 12-13 14-16
ENVIRONMENTAL ANALYSIS
Porter five forces model Political% Economic% Social and &ec!nological E E Matri' "PM Matri' 17-23 24 25-26 27
COMPANY AND COMPETITOR ANALYSIS INTERNAL ANALYSIS

(alue "!ain Management "ore "om#etencies Strategic "ost Management I E Matri' )eneric Strategy S*O& +nalysis &O*S Matri' SP+"E Matri' ,") Matri' IE Matri' )rand Strategy Matri' -SPM Matri' &!e com#onents of Strategic im#lementation 28 29 30 31-32 33 34-37 38-39 40-42 43-44 45 46 47-49 50-51
STRATEGIC ANALYSIS AND RECOMMENDATIONS
STRATEGIC IMPLEMENTATION
Institute o& (usiness %anagement
,alanced ,usiness Scorecard Diagnostic Survey
52-54 54-58
PAKISTAN EDIBLE OIL INDUSTRYOVERVIEW

Edi*le oils and &ats are an essential part o& t2e daily needs o& a )a3istani &amily. It is also a signi&icant part o& 2ouse2old e4penditure o& an a5erage &amily , almost /6 o& t2e 2ouse2old *udget is spent on it. (randed as 7ell as non,*randed products compete in t2e mar3et. (randed products are mostly at t2e 2ig2 end o& t2e mar3et and non,*randed to7ards t2e lo7er end o& t2e mar3et and mostly selling in loose &orm. Edi*le oils and &ats are mar3eted in 5ariety o& pac3aging &ormats 8 tin cans9 plastic *ottles9 plastic pouc2es9 plastic *uc3ets and in loose &orm. :2ee and coo3ing oil industry in )a3istan relies 2ea5ily on t2e imported edi*le oil and spends a 2e&ty &oreign e4c2ange on t2e payment o& edi*le oil imports. Currently9 )a3istan spends a*out ;-.< *illion per annum on t2e import o& edi*le oil. $t present t2e capacity utili=ation o& g2ee or edi*le oil is a*out 55 percent. $ pro*a*le reason &or t2is under utili=ation is t2e e4istence o& unregistered g2ee and coo3ing oil,processing units in t2e country. Edi*le oils mar3et is a 2ig2ly &ragmented mar3et 7it2 many *rands and non *randed players.
Total Consume Coo!"n# Fats $ O"ls %a !et
48%
Branded 52% Unbranded
T2e Coo3ing Fats and >ils mar3et in )a3istan is a*out -.. million tones o& 72ic2 ?anaspati mar3et accounts &or <. @5 million tones and edi*le oils &or a*out <.!.5 million tones. >& t2e total mar3et o& -.. million tones9 t2e *randed mar3et is a*out 5-./56 and t2e remaining A .!56 is un,*randed. $n analysis o& t2e maBor players in t2e *randed mar3et re5eals t2at most o& t2is mar3et is non,premium segment ta3en *y a large num*er o& 5ery small regional *rands. Companies 7it2 national presence dominate t2e premium segment. >n t2e *asis o& its mar3et9 it is di5ided into t2ree categoriesC national9 regional and local. Dational *rands are t2ose popular in t2e 72ole country and mar3eta*le in t2e 72ole cities o& )a3istan. Some e4amples are Dalda9 Ha*i* and Su&i. Local *rands are t2ose9 72ic2 are present in a particular pro5ince li3e )unBa*. Some e4amples are Eisan9 %ee=an9 Eas2mir or S2an. Fegional *rands are t2ose 72ic2 are present in a particular city li3e Fa7alpindi.Some e4amples are Lati&9 S2a2*a= etc.
&N'(ST)* SE+%ENTS
T2e oil and g2ee industry 2as ! clear segments. :2ee G@5.!!6H 7it2 a total consumption o& -.@5 %il tons. Coo3ing >il G.!.!!6H 7it2 a total consumption o& -.< %il tons Industrial Fat G-.!A6H 7it2 a total consumption o& 5<9<<< tons.
L&ST OF ALL ,LA*E)S-
&N'(ST)* ,AL*E)S
T2e names o& 5arious players in t2e industry 7it2 t2eir respecti5e sales 5olume per annum in t2e g2ee and oil categories are as &ollo7s:
Dalda Ha*i* :2ee Corpo. >& )a3istan $ssociated Ham=a "nited )unBa* >il :ul& Continental %e2*oo* Faisala*ad GEissanH >il S2a2*a= E2aya*an C2niot Ent. 'a2eed Ha&ee= )irac2a :2ee Hun=a %adni )TC $gro GSoya SupremeH T"LL> S"FI E5olin
GHEE /59<<< 59<<< -AA9<<< //9<<< !<9<<< !<9<<< .<9<<< /9<<< .95<< .<9<<< .<9<<< !<9<<< !<9<<< .<9<<< A<9<<< -<9<<< .<9<<< -<9<<< -59<<< .59<<< .<9<<<
OIL -<<9<<< -<59<<< -9.<< -95<< << @<< /<< !9<<<
.95<< .95<< !9<<< /595<< 59<<< -9<<< 59<<<
Ma !"# S$a "
Habib Oil Mill Habib, 13%
Wazir Ali - Tullo, 3%
ATM Ga e !o"a !u#re$e, 2% +ara,-a Te./ile Meezan0 1i an, )*5% !u%i Grou# - !u%i &oo'in( Oil, )*5%
Dalda, 11%
2oo e 3 O/-er !$all Branded &oo'in( Oil, 4)%
DALDA FOODS
INTRODUCTION
T2e Dalda *rand 2as a strong 2eritage in )a3istan. It is synonymous 7it2 assured Iuality9 72ic2 is 72y t2e *usiness 2as *een a*le to c2arge a premium o5er its competitors year a&ter year. T2e Dalda *rand is one o& t2e ! leading top *rands in t2e Country. Current trademar3 and license rig2ts in )a3istan only &or: o Dalda ?anaspati o Dalda %elange o Dalda Coo3ing >il o Dalda )lanta
HISTORY OF VANASPATI
Dalda *rand 7as &irst launc2ed in (ritis2 India in -0! . Ho7e5er9 t2e Company launc2ed t2e *rand in )a3istan in -05.. T2e *rand 7as success&ully re,launc2ed in -00@ 72en t2e Trans le5el in &ormulation 7as reduced to *elo7 -6 ma3ing it t2e 2ealt2iest ?anaspati a5aila*le in )a3istan. T2e *rand 7as again re,launc2ed in .<<- 7it2 a ne7 &la5or JIrresisti*le taste 7it2 nutrition.
HISTORY OF COOKING OIL

Dalda coo3ing oil 7as &irst launc2ed in -0 - and re,launc2ed in -00@ 7it2 t2e addition o& ?itamin,E to create &unctional di&&erentiation. T2e *rand 7as again re,launc2ed in .<<- on t2e plat&orm o& J:ood Healt29 :reat TasteKL Dalda is an all,purpose ?anaspati used in t2e preparation o& all types o& meals and is *randed as a 2ig2 Iuality grade in t2e retail mar3et. Dalda is t2e most esta*lis2ed *randed 5anaspati and 2olds a signi&icant mar3et s2are o& t2e premium *randed 5anaspati mar3et GE4cluding Industrial ?anaspati %ar3etH. Dalda %elange is a recently de5eloped coo3ing medium t2at is typically used in t2e preparation o& all types o& meals. It 2as *een de5eloped as a middle product *et7een ?anaspati and edi*le oil primarily to appeal to t2e 2ealt2 conscious customers Dalda Coo3ing >il is a 7ell,esta*lis2ed name in t2e Edi*le >ils %ar3et 2a5ing signi&icant s2are o& premium *randed coo3ing oil. Launc2ed in -0 -9 t2e *rand is on top o& t2e recalled &oods *rands o& )a3istan. It 2as seen a continuous 5olume gro7t2 o5er t2e years and is one o& t2e most trusted 2ouse2old names.
)lanta 7as launc2ed in -0 0 speci&ically to attract t2e customers 72o 7anted t2e 2ealt2 *ene&its o& oil and taste o& ?anaspati. T2e *rand 7as trans&erred to t2e 2ouse o& Dalda in Mune .<<< and t2e name 7as re&ormatted as Dalda )lanta. It enBoys 5ery loyal customersN *ase ta3ing A6 o& t2e *randed edi*le oil mar3et. Dalda products are manu&actured in a Company,o7ned plant located at Sind2 Industrial O Trading Estate GS.I.T.E.H Earac2i. T2e CompanyNs principal products compete in t2e categories o& ?anaspati and Edi*le Fe&ined >ils and are distri*uted primarily t2roug2 an integrated c2annel o& company distri*utors.
MISSION STATEMENT OF DALDA
'al.a /0 Ou ,u 1ose 2At t3e 3ea t o4 t3e 5o 1o ate 1u 1ose6 73"53 #u".es us "n ou a11 oa53 to .o"n# 8us"ness6 "s t3e . "9e to se 9e 5onsume s "n a un":ue an. e44e5t"9e 7a;0 T3"s 1u 1ose 3as 8een 5ommun"5ate. to all em1lo;ees 7o l.7".e20
>ur purpose in Dalda is to meet t2e e5eryday needs o& people e5ery72ere 8 to anticipate t2e aspirations o& our consumers and customers and to respond creati5ely and competiti5ely 7it2 *randed products and ser5ices 72ic2 raise t2e Iuality o& li&e. >ur deep roots in local cultures and mar3ets around t2e 7orld are our unparalleled in2eritance and t2e &oundation &or our &uture gro7t2. 'e 7ill *ring our 7ealt2 o& 3no7ledge and international e4pertise to t2e ser5ice o& local consumers 8 a truly multi,local9 multinational. >ur long,term success reIuires a total commitment to e4ceptional standards o& per&ormance and producti5ity9 to 7or3ing toget2er e&&ecti5ely and to a 7illingness to em*race ne7 ideas and learn continuously. 'e *elie5e t2at to succeed reIuires t2e 2ig2est standards o& corporate *e2a5ior to7ards our employees9 consumers and t2e societies and 7orld in 72ic2 7e li5e. T2is is DaldaNs road to sustaina*le9 pro&ita*le gro7t2 &or our *usiness and long,term 5alue creation &or our s2are2olders and employees.L
MAIN COMPONENTS OF MISSION STATEMENT
-. CUSTOMERS: e&&ecti5e 7ay.
T2e purpose o& Dalda is to ser5e consumers in a uniIue and
.. PRODUCTS OR SERVICES: It caters t2e reIuirement o& e5eryday namely soap and detergents &or 7as2ing and cleaning9 tea &or drin3ing and margarine &or daily *rea3&ast. !. CONCERN FOR SURVIVAL: T2e Economic o*Becti5es o& Dalda are deep rooted in local cultures and mar3ets around t2e 7orld. A. PHILOSOPHY: T2e p2ilosop2y o& t2e company is to pro5ide 2ig2est standard o& corporate *e2a5ior to7ards t2e employees9 consumers and t2e societies* 5. SELF CONCEPT: Total commitment to e4ceptional standards o& per&ormance and producti5ity. /. CONCERN FOR PUBLIC IMAGE: )ro&ita*le gro7t2 &or t2e *usiness and long term 5alue creation &or s2are2olders and employees. @. CONCERN FOR EMPLOYEES: T2e Company also &ocus to loo3 a&ter t2e employees and to moti5ate t2em to loo3 a&ter t2e interest o& consumers.
DALDA FOODS (PVT) LIMITED ORGANIZATION STRUCTURE
CHAIRMAN
BOARD OF DIRECTORS
DIRE%TOR PRODU%TIO N
DIRE%TOR %OMMER%IA L
DIRE%TOR &INAN%E
DIRE%TOR (UMAN RESOUR%E
'ENERAL MANA'ERPRODU%TIO N
'ENERAL MANA'ERMARKETIN'
'ENERAL MANA'ER&INAN%E
'ENERAL MANA'ER(UMAN RESOUR%E
&A%TORY MANA'E R
SALES MANA'E R
&INAN%E MANA'E R
'ENERAL MANA'ER(UMAN RESOUR%E
Organi a!i"na# C$ar! O% a D&'ar!(&n!
Bus"ness (n"t <ea.
%ar3eting %anager
Commercial %anager
Factory %anager
De5elopment %anager
(rand %anager
MANUFACTURING FACILITY
)roduction &acilities are situated at a strategic location at Sind2 Industrial O Trading Estate GS.I.T.E.H9 Earac2i near to t2e Earac2i Sea )ort to ena*le easy access to imported ra7 material. T2e &actory 2as an area o& a*out 0..@ acres. T2e oil re&inery is 2ig2ly automated and utili=es ad5anced tec2nological processes. T2e Fe&inery includes all *uildings9 land9 electrical and mec2anical installations9 &urniture9 &ittings9 mac2inery and eIuipment utili=ed *y t2e *usiness9 including t2e margarine plant *ut e4cluding t2e t2ird party pac3ing &acilities9 72ic2 are located 7it2in t2e same 5icinity.
MANUFACTURING PROCESS
E*i+#& R&%in&* Oi# Ma/erial 5n/a'e
Vana)'a!i Ma/erial 5n/a'e Blendin(
+-o #-ori, A,id &au /i, !oda
De-Gu$$in( 6eu/rali a/ion
+-o #-ori, A,id &au /i, !oda !odiu$ Me/-"la/e
De-Gu$$in( 6eu/rali a/ion 5n/ere /eri%i,a/ion Blea,-in( 8il/era/ion
Blea,-in( 7ar/-
Blea,-in(
Blea,-in( 7ar/-
De-Ga in( De-odouri a/ion 9i/a$in %la:our e/,* Blendin( 8illin( 9i/a$in %la:our e/,*
De-Ga in( De-odouri a/ion Blendin( 8illin(
MARKET SHARE
In a 2ig2ly &ragmented %$FEET Dalda is t2e largest selling single *rand. DaldaPs mar3et can *e *roadly di5ided in t7o parts. -. ?anaspati mar3et .. Edi*le oil mar3et.
VANASPATI MARKET
T"!a# Vana)'a!i Mar,&!
Dalda 4% 6on-+re$iu$ Brand 41%
Un-branded 44%
O/-er +re$iu$ Brand 8%
Bran*&* Vana)'a!i Mar,&!
Dalda 8% O/-er +re$iu$ Brand 15% 6on+re$iu$ Brand 44%
$n analysis o& t2e total mar3et re5eals t2at a*out A@6 o& t2e mar3et are un,*randed. >& t2e remaining 5!6 mar3et9 premium segment constitutes only a*out -.6 o& t2e total mar3et. In t2e *randed mar3et 2o7e5er9 t2e premium segment accounts &or .!6.
E*i+#& R&%in&* Oi# Mar,&!

$n analysis o& t2e total mar3et re5eals t2at a*out 5.6 o& t2e mar3et is un,*randed. >& t2e remaining A 6 mar3et9 premium segment constitutes a*out !<6 o& t2e total mar3et. In t2e *randed mar3et9 2o7e5er9 t2e premium segment 2as a maBor s2are and accounts &or a*out /.6.
OIL COSTING SHEET

A- COST&N+ >il Ingredients )ac3aging %aterial Total Cost o4 %ate "al B TON 20 , o.u5t Cost @1e tonA Ca "a8le Costs %aterial Cost ?aria*le F>E Distri*ution Cost F"De. Costs F>E Total , o.u5t Cost 1e ton 30 ,e "o. Cost @1e tonA '" e5t Team Cost $dmin Costs Finanical C2arges $mmorti=ation $d5ertising O )romotion >t2ers , Ta4ation Total )eriod Cost )er Ton 40 N,S COST Fedistri*ution ,E) =+ > <6 -6 6 89> E?A%,LE @)SA < 89
06 .6 .6 .6 94>
0 . . . 94
-6 -6 <6 .6 -6 3> <6
< . 3 <
T,)
S2ortagesQ Damages .!5 6 o& :S? Total N,S Cost Total Cost CH$D:E T>T$L C>ST $LL >THEF C>STS 'ILL CH$D:E $S ,E) >0
2>
<6 2> 100>
2
< 2 100
COMPETITORS
INTRODUCTION
Su&i :roup o& Industries are one o& t2e most dynamic and Iuality conscious companies 7it2 customer oriented approac2 to7ards t2eir products. Su&i 2as a long,standing commitment to t2e community and to gi5ing *ac3 to society. T2e top management o& Su&i 2as *elie5ed t2at t2e Company 2as a responsi*ility to use its money9 its people9 its energies and resources &or t2e long,term *ene&it o& society. >5er t2e last decade9 Su&i :roup o& Industries 2as emerged as one o& t2e &astest gro7ing9 &or7ard,loo3ing and most inno5ati5e consumer goods company in )a3istan. Fig2t &rom recruiting and training top talent to setting ne7 standards o& product Iuality and promotional e4cellence. Su&i pro5ides products and ser5ices o& superior Iuality and 5alue t2eir customers. T2eir customer oriented policy 2as gi5en t2em a proper identity in t2e mar3et. T2eir slogan is t2at customer is t2e li&eline o& *usiness and t2ey need to *e satis&ied at any cost. Ser5ing t2e country since -05.9 t2e company 2as di5ersi&ied into t2e &ield o& Soap c2emical products9 detergent and edi*le oil *usiness. , o.u5ts are Su&i %ini9 Su&i DarBa $77al9 Su&i :lycerine9 Su&i (ro7n9 Su&i Special #uality9 Su&i Super9 Su&i Dirol and Su&i )loy (ag - 3gC -Q. 3g.
HISTORY OF SUFI
Esta*lis2ed in -00. 7it2 state o& t2e art &acilities to produce Iuality guaranteed coo3ing oils. T2e company de&ined its goals as producing t2e *est edi*le oil &or Iuality conscious consumers 7it2 t2e local mar3et in mind and proper in&lu4 o& Iuality management. T2e Su&i oils 2a5e *ecome a 2ouse2old name. T2e company is currently producing oil under t2e &ollo7ing *rand names. o Su&i Canola >il o Su&i (anaspati :2ee o Su&i Sun&lo7er >il o Su&i Soya*ean >il T2e Strong mar3et presence 7it2 its mar3eting team and customer support 2as *uilt a solid reputation o& *eing committed to t2eir Iuality. T2is 2as led Ham=a ?egeta*le oil to *ecome a leading manu&acture o& Iuality oils.
HABIB OIL MILLS

Ha*i* >il %ills G)5t.H Ltd. RH>%R is t2e largest F%C: Company e4clusi5ely in t2e 5egeta*le oil O &ats sector in )a3istan. T2e company produces premium *rand coo3ing oils and 2ydrogenated coo3ing mediums9 and mar3ets t2e products t2roug2 its o7n distri*ution net7or39 72ic2 co5ers almost all commercially 5ia*le mar3ets nation 7ide. Ha*i* >il %ills G)5t.H Ltd. is one o& t2e leading processors and mar3eter o& 5egeta*le oil and its products. T2e company sells 5.9<<< tons o& *randed consumer pac3s o& coo3ing oil and *anaspati nationally t2roug2 a 7ell,esta*lis2ed net7or3 o& !5< distri*utors. T2e total turno5er o& Ha*i* >il %ills is Fs. . *illion. It 2as gro7n at t2e rate o& 0,-<6 per annum &or t2e last 5 years. It 2as an . 6 s2are o& t2e total *randed consumer pac3 mar3et. T2e company co5ers all maBor segments o& t2e mar3et. It enBoys an e4cellent mar3eting reputation and is 5ie7ed as a pro&essionally managed9 et2ical company mar3eting Iuality product. T2ere is a gro7ing concern 7it2 en5ironmental issues in t2e organi=ation.
PRODUCTS
T2e products o& Ha*i* >il %ills include Edi*le >il and (anaspati. T2ese products are *eing mar3eted in a 5ariety o& si=es and pac3aging options. Ha*i* 2as t2e largest range o& products. >ut o& all t2e products o&&ered *y t2e company9 Super Ha*i*9 Ha*i* Coo3ing >il9 and Ha*i* *anaspati are all &lags2ip *rands. Super Ha*i* and Ha*i* Coo3ing >il are t2e most pro&ita*le *rands 72ereas Ha*i* (anaspati 2as t2e 2ig2est 5olume tonnage sales. Su1e <a8"8 <a8"8 Coo!"n# O"l <a8"8 Banas1at" <a8"8 Co n O"l Na;a86 <an." an. %a;a Banas1at" Na;a86 <an." an. %a;a Banas1at" a e e#"onal 8 an.s o4 <a8"8 O"l %"lls0 F ;o
ANALYSIS OF THE INDUSTRY USING MICHAEL PORTERS FIVE COMPETITIVE FORCES
Potential Potential Entrants Entrants

LOW
%O'E)ATE
%O'E)ATE Industry Industry "om#etitors "om#etitors
Su##liers Su##liers

.ivalry .ivalry +mong +mong E'isting E'isting irms irms MODERATE MODERATE
,uyers ,uyers
LOW
Substitutes Substitutes
Eo !s3eet on &n.ust ; St u5tu e

10 T3 eat o4 Ent ants

*es @FA
1;
%o.e ate
No @-A
Do large &irms 2a5e a cost or per&ormance ad5antage in your segment o& t2e industryS $re t2ere any propriety product di&&erences in your industryS $re t2ere any esta*lis2ed *rand identities in your industryS Do your customers incur any signi&icant costs in s7itc2ing suppliersS Is a lot o& capital needed to enter your industryS Does t2e ne7comer to your industry &ace di&&iculty in accessing distri*ution c2annelsS Does e4perience 2elp you to continuously lo7er costsS Does t2e ne7comer 2a5e any pro*lems in o*taining t2e necessary s3illed people9 materials or suppliesS Does your product or ser5ice 2a5e any proprietary &eatures t2at gi5e you lo7er costsS $re t2ere any licenses or Iuali&ications t2at are di&&icult to o*tainS Can t2e ne7comer e4pect strong retaliation on entering t2e mar3etS Is ser5icea*le used eIuipment e4pensi5eS Total
2; 3; 4; 5; <; 4; 8; =;
1); 11; 12 ;
ANALYSIS
$lt2oug2 t2is matri4 suggests t2at t2e t2reat o& entrants is moderate9 2o7e5er9 7e &eel t2at &actors suc2 as capital reIuirements Gand e4isting esta*lis2ed *rands 7ould create pro*lems &or ne7 entrantsH 2a5e a 2ig2er 7eig2t age. It is t2ere&ore our opinion t2at t2e t2reat o& entrants is lo7. T2is alone e4plains 72y in recent past 7e 2a5e seen 2ardly any ne7 companies entering t2e edi*le oil industry.
L)*
M)+" a#"
(,-$
20 Ba #a"n"n# ,o7e o4 Bu;e s @To 73at eDtent a e ;ou 5ustome s lo5!e. "nto ;ouGA
*es @FA $re t2ere a large num*er o& *uyers relati5e to t2e num*er o& &irms in t2e *usinessS Do you 2a5e a large num*er o& customers9 eac2 7it2 relati5ely 2; small purc2asesS Does t2e customer &ace any signi&icant costs in s7itc2ing 3; suppliersS 4; Does t2e *uyer need a lot o& important in&ormationS
1; 5; <;
%o.e ate
No @-A

. / 0
Is t2e *uyer a7are o& t2e need &or additional in&ormationS
Is t2ere anyt2ing t2at pre5ents your customer &rom ta3ing your &unction in,2ouseS 4; Your customers are not 2ig2ly sensiti5e to price Your product is uniIue to some degree or 2as accepted 8; *randing
=; 1);
Your customersT *usinesses are pro&ita*le You pro5ide incenti5es to t2e decision ma3ers Total
ANALYSIS
T2e ta*le a*o5e s2o7s t2at *uyers o& t2e edi*le oil industry 2a5e lo7 to moderate *argaining po7er. T2is is *ecause9 t2ere are large num*ers o& *uyers as compared to t2e producers in t2e edi*le oil industry9 and t2e end consumer to some degree does purc2ases *ased on *rands rat2er t2an prices9 t2ere&ore9 *uyers 2a5e little *argaining po7er. T2ere is 2o7e5er a limit to 72ic2 t2e company can e4ploit t2e *uyers9 &or e4ample i& Dalda starts c2arging too 2ig2er price t2en t2e *uyers 7ould s7itc2 *rands.
L)*
M)+" a#"
(,-$
30 T3 eat o4 Su8st"tutes @some ot3e 1 o.u5t o se 9"5e t3at 1e 4o ms t3e same Ho8 as ;ou sA
*es @FA %o.e ate
1; Su*stitutes
No @-A
2a5e per&ormance limitations t2at do not completely o&&set t2eir lo7est price. >r9 t2eir per&ormance is not Busti&ied *y t2eir 2ig2er price. 2; T2e customer 7ill incur costs in s7itc2ing to a su*stitute.
3; Your 4; Your
customer 2as no real su*stitute. customer is not li3ely to su*stitute.
Total
ANALYSIS
$s t2e ta*le suggests9 t2ere is *asically no real su*stitute o& t2e edi*le oil. T2e closest su*stitute is *utter 2o7e5er t2at poses as a little t2reat to t2e industry. $nd t2ere is 5ery little c2ance t2at consumers 7ould use t2is su*stitute.
L)*
M)+" a#"
(,-$
40 Ba #a"n"n# ,o7e o4 Su11l"e s

*es No @FA %o.e ate @-A
1; %y
inputs Gmaterials9 la*or9 supplies9 ser5ices etc.H are standard rat2er t2an uniIue or di&&erentiated. 2; I can s7itc2 *et7een suppliers Iuic3ly and c2eaply.
3; I 4; I

0 1
can su*stitute inputs readily. 2a5e many potential suppliers.
5; %y
*usiness is important to my suppliers. <; %y suppliers 7ould &ind it di&&icult to enter my *usiness or my customers 7ould &ind it di&&icult to per&orm my &unction in,2ouse. 4; %y cost o& purc2ases 2as no signi&icant in&luence on my o5erall costs. Total
ANALYSIS
(argaining po7er o& suppliers is moderate. Companies cannot easily s7itc2 &rom one supplier to anot2er as t2ey 2a5e signed contracts. $s producers9 t2ere is 5irtually no su*stitute to t2e inputs t2at t2e &irm uses.
L)*
M)+" a#"
(,-$
50 'ete m"nants o4 )"9al ; amon# ED"st"n# Com1et"to s

*es @FA
1; T2e 2; T2e 3;
%o.e ate
No @-A
industry is gro7ing rapidly. industry is not cyclical 7it2 intermittent o5ercapacity.

0 / 0
Fi4ed costs o& t2e *usiness are a relati5ely lo7 portion o& total costs. T2ere are signi&icant product di&&erences and *rand identities 4; *et7een t2e competitors.
5; T2e <; It
competitors are di5ersi&ied rat2er t2an speciali=ed
7ould not *e 2ard to get out o& t2is *usiness *ecause t2ere are no speciali=ed s3ills and &acilities or long term contract commitments9 etc. %y customers 7ould incur signi&icant costs in s7itc2ing to a 4; competitor.
8; %y =; %y
product is comple4 and reIuires a detailed understanding on t2e part o& my customer competitors are all o& appro4imately t2e same si=e as I am.
Total
ANALYSIS
T2is ta*le illustrates t2at t2e ri5alry among t2e &irms in t2e edi*le oil industry is moderate. Since no ne7 &irms are entering t2e mar3et9 e4isting &irms 2a5e targeted speci&ic end consumers9 and unless t2ere is signi&icant price increase9 end consumers 7ould not s7itc2 *rands easily.
L)*
M)+" a#"
(,-$
Summa "Ie. Eo !s3eet Fa9o a8le %o.e ate (n4a9o a8le

/) 2 ) 1) 0) T3 eat o4 ne7 ent ants Ba #a"n"n# ,o7e o4 Bu;e s T3 eat o4 Su8st"tutes Ba #a"n"n# ,o7e o4 Su11l"e s &ntens"t; o4 )"9al ; amon# Com1et"to s O9e all )at"n# 2
.)
FINAL ANALYSIS
T2e porters 5 &orces model s2o7s t2at t2e edi*le oil industry is a t7o star industryC 2o7e5er 7e &eel t2at t2e remaining &actors do not s2o7 t2at t2e industry is un,&a5ora*le. 'e &eel t2at t2e current pro&it margins 7ould remain t2e same. $nd e4isting &irms t2at are doing 7ell 7ould 2a5e no real t2reat o& ne7 entrants and t2ere is no real t2reat o& su*stitutes. Fi5alry to some degree is non e4istent9 2o7e5er ri5alry 7ould occur 72en competing &irms target eac2 ot2er target mar3et9 t2ere 2a5e *een one or t7o occasions 72ere t2is 2as 2appened *ut t2is doesnNt occur in t2e industry 5ery o&ten. Since t2ere are 5ery &e7 producers in t2e edi*le oil industry as compared to t2e *uyers9 and t2e general end consumer does loo3 at *rand 72en ma3ing a purc2ase decision rat2er t2an t2e price9 at t2e same time *uyers o& t2is industry 2a5e a tendency to s7itc2 to ot2er *rands i& &irms try to e4ploit t2em too muc2. T2ere&ore 7e &eel t2at *uyers 2a5e lo7 to moderate *argaining po7er.
ENVIRONMENTAL ANALYSIS AND INDUSTRY ATTRACTIVENESS PEST (O4&ra## In*5)!r6) ,ol"t"5al

)olitical &actors play an insigni&icant role. E5en i& t2e go5ernment c2anges t2e import duty or ta4 structure9 t2e increase in cost can *e trans&erred to t2e consumerC an increase in price 7ould not result in decrease in sales due to t2e &act t2at edi*le oil 2as an in,elastic demand. $lso9 any c2anges in t2e go5ernment regulation 7ould a&&ect t2e entire industryC t2ere&ore t2e e&&ect is on all &irms. Fecently9 t2e go5ernment 2as introduced sales ta4 on items t2at are imported9 directly on t2e port. T2is reduced t2e c2ances o& small producers &rom ta4 e5asion9 2o7e5er t2ey start smuggling ra7 materials. :eo,political &actors in&luence greatly Gas it does all ot2er industriesH9 &actors suc2 as stri3e9 riots are increasing in t2is country and t2ey are greatly a&&ecting t2e pro&ita*ility o& all industries.
E5onom"5
Economic &actors greatly in&luence t2e edi*le oil industry9 due to consistent increase in in&lationC t2e purc2asing po7er o& t2e end consumer is decreasing. T2e )EF Fs is also de5aluating9 on top o& t2at countries &rom 72ic2 7e import oil ra7 material Ge.g. %alaysiaH 2a5e impro5ed economically9 t2eir currencies 2a5e appreciated9 and causing pro*lem &or our local producers as t2e cost o& imports 2as increased su*stantially. So companies 2a5e &ound it di&&icult to purc2ase ra7 materials at 2ig2 costs and not to increase prices. T2is 2as greatly reduced t2e pro&it margin &or t2e industry.
So5"al
Social &actors play 5ery insigni&icant role in t2is industry9 e4isting oil producers 2a5e not *een a*le to create t2at Jpremium *randL image Gone in 72ic2 sno* 5alue cannot *e createdH. $lso9 as mentioned *e&ore alt2oug2 *rands do in&luence purc2asing decision ma3ing 2o7e5er it is not t2at signi&icant as consumers are *ecoming more and more price sensiti5e.
Te53nolo#"5al
Tec2nology doesnNt impact 2ig2ly on t2is industry9 e5en i& &irms are a*le to reduce production cost9 *ut t2e main e4pense comes &rom purc2ases o& ra7 material and t2at cannot *e reduced. Tec2nology 2as 2elped Gas in t2e case o& Dalda9 72o 2as tried to di&&erentiate t2emsel5es *ut introducing ?TF tec2nologyH &irms create core competencies *ut t2at doesnNt greatly in&luence t2e &irms pro&ita*ility as consumers are *ecoming more and more price sensiti5e.
E7TERNAL FACTOR EVALUATION

WEIGHT OPPORTUNITIES
Setting Refineries Local production of Ra !aterial E"erging "odern trade depart"ental <.< <.</ <.<@ <.<5 <.<A <.</ <.</ <.<5 <.<A
RATING
A ! A ! ! ! ! ! !
WTD. SCORE
<.!. <.<.. <.-5 <.-. <.<.<.-5 <.-.
c#ains li$e !acro and !etro Institutional Selling %eople are &eco"ing "ore #ealt# conscious 'ntapped rural !ar$et E(port potential %opulation gro t# Increase in per capita consu"ption of edi&le oil
THREATS
'n&randed edi&le oils Ne entrants Lo er pricing &) co"petitors Intense co"petition in t#e industr) Deteriorated la and order situation Declining real purc#asing Non*a+aila&ilit) of &asic utilities po er %olitical influence is used Reduction in t#e purc#asing po er of people due to inflation International &rands are entering in t#e "ar$et 1000 2083 <.<5 <.<A <.<5 <.<@ <.</ <.<5 <.<5 <.<A <.<A <.<A ! . . ! . . ! . . . <.-5 <.< <.-< <..<.-. <.-< <.-5 <.< <.< <.<
ANALYSIS
T2e a5erage total 7eig2ted score o& EFE %atri4 is .. ! 72ic2 is a*o5e industry a5erage. It appears t2at Dalda is responding in a good 7ay to e4isting opportunities and t2reats in t2e industry. T2e a5erage 7eig2ted score s2o7s t2at CompanyNs per&ormance is good *ut not outstanding in t2e industry. '2en 7e analy=e t2e EFE %atri4 *y separating t2e opportunities and t2reats9 7e &ound t2at Setting up Fe&ineries and emerging modern trade departmental c2ains li3e %acro and %etro carry more 7eig2ts and DaldaNs rating to t2ese &actors is also 5ery good means Dalda is ta3ing &ull ad5antage to t2ese opportunities. $&ter t2at9 Local production o& Fa7 %aterial9 "ntapped rural %ar3et and E4port potential carry .</ 7eig2ts eac2 and companyNs rating to Institute o& (usiness %anagement
eac2 &actor is !. T2ese are t2e areas 72ere Dalda needs impro5ement to ta3e ad5antage o& t2e mar3et opportunities. '2en 7e analy=ed t2e t2reats 7e &ound t2at t2e *iggest t2reat in t2e industry is intense competition and companyNs rating is !. It s2o7s t2at competition is t2e *iggest t2reat &or Dalda Gcompetition &rom t2e local as 7ell as &rom un*randedQ loose edi*le oilH a&ter t2at Deteriorating la7 and order situation and Don,a5aila*ility o& *asic utilities po7er are also se5ere t2reats &ace *y t2e 72ole industry.
STRATEGIES
Dalda 2as to &ocus on t2e local production o& ra7 materials9 *ecause Dalda import t2e *asic ra7 material &or production, t2ey can enter into Boint 5enture 7it2 %alaysian companies &or getting 2elp in t2e local production and re&ining o& ra7 material li3eC cotton seed9 Soya *ean etc. "ntapped rural mar3et is one o& t2e *iggest opportunities &or Dalda 72ere people still use un*randed or loose coo3ing oil, Dalda 2as to 7or3 on t2e easy a5aila*ility and distri*ution o& coo3ing oil in t2e rural areaQmar3ets. T2e demand o& )a3istani coo3ing oil is 2ig2 in $sian countries li3e $&g2anistan and %iddle Eastern countries li3e Du*ai9 72ere people 3no7 Dalda and also 2a5ing emotional attac2ment 7it2 Dalda, in t2ese mar3ets t2ere is a 2ig2 e4port potential. Dalda 2as to 7or3 on t2e local production o& t2e ra7 material to 2a5e an easy accessi*ility o& ra7 material to increase production at a lo7er cost to meet local demand and also ta3ing ad5antage &rom e4port potential.
COMPETITIVE PROFILE MATRI7 Dalda )at"n# Et.0 S5o e A . A ./ ! .! ! ./ A . A ./ 307 Ha&i& )at"n# Et.0 S5o e A . ! .A5 ! .! ! ./ ! ./ ! .A5 302 Sufi )at"n# Et.0 S5o e ! ./ . .! ! .! A . ! ./ ! .A5 3005
Critical Success ,actors %rice Co"petiti+eness !ar$et S#are %roduct -ualit) %ro"otion Efforts Custo"er Lo)alt) ,inancial %osition Total
Ee"#3t ..< .-5 .-< ..< ..< .-5 1000
ANALYSIS
From t2e analysis o& C)%9 7e &ound t2at o5erall rating o& Dalda is *etter t2an Ha*i* and Su&i. In C)% i& DaldaNs rating is 2ig2er t2an t2e competing &irms it doesnNt mean t2at Dalda is *etter t2an t2e second or t2ird. So9 7e 2a5e to ta3e a loo3 to indi5idual success &actors. I& 7e ta3e a loo3 to indi5idual &actors 7e &ound t2at t2e price9 %ar3et s2are9 Customer loyalty and &inancial position is *etter as compare to competitors. In product Iuality t2e companyNs position is same as t2e competing &irms. (ut in promotional e&&orts Su&iNs position is *etter t2an Dalda. So9 Dalda 2as to pay more attention to t2e promotional e&&orts*
STRATEGIES
Dalda s2ould increase t2e &reIuency o& ad5ertisement9 to ma3e sure t2at t2e target mar3et gets t2e e4posure. $lso Dalda need to 3eep a trac3 o& competitorNs promotional acti5ities.
INTERNAL ANALYSIS VALUE CHAIN

<uman )esou 5e %ana#ement '2en t2e Dalda &oods got de,merged &rom "nile5er in .<<A9 5 departmental 2eads and a director straig2t a7ay Boined t2e ne7 company and apart &rom t2em t2e management o& t2e ne7 company 7as gi5en t2e option o& pic3ing t2e employees 7or3ing at t2e plant a&ter t2ey 7ere gi5en J:olden Hand S2a3eL *y "nile5er. T2is is 2o7 Dalda 2as gotten t2e ad5antage o& employing t2e *est s3illed 7or3ers a5aila*le in t2e industry. Te53nolo#"5al 'e9elo1ment Dalda 2as t2e plant t2at manu&actures t2e *anaspati 72ic2 is ?irtual Trans,Fat Free G?TFH. Company is pro5iding t2e *est Iuality product a5aila*le in t2e mar3et. Tec2nology 72ic2 manu&actures ?TF is only a5aila*le 7it2 Dalda. E&&orts 7ere made in t2e past *y maBor competitor li3e Ha*i* to de5elop suc2 tec2nology *ut t2ey could not succeed in de5eloping a plant t2at manu&actures ?TF *anaspati. , o5u ement %ost o& t2e large companies in t2e industry purc2ase t2eir ra7 materials &rom t2e same suppliers. Ho7e5er JDaldaL employs procedures 72ic2 2elp puri&y t2e &inal product. %ost o& DaldaNs competitors are not employing t2ese procedures and 7e &eel t2is is gi5ing Dalda a competiti5e edge. %ost o& DaldaNs consumers are a7are o& t2is &act9 since most o& t2em re5eal t2at t2ey purc2ase Dalda *ecause o& its superior Iuality. Out8oun. Lo#"st"5s DaldaNs distri*ution net7or3 is one o& t2e *iggest strengt2 t2e company 2as rig2t no7. It 2as gi5en t2e company a superior edge o5er its competitors. T2e distri*ution net7or3 2as made it possi*le &or t2e management to ma3e sure t2at product is a5aila*le at e5ery possi*le place and at t2e same time t2e distri*ution net7or3 is also a 5ery e&&ecti5e one. "ltimate goal is to 2a5e a 2ig2 product a5aila*ility 72ic2 is getting ac2ie5ed t2roug2 t2e 7ell,structured distri*ution net7or3 %a !et"n# $ Sales DaldaNs slogan JMa2an %amta 'a2an DaldaL is still in peopleNs mind and it is t2e mar3eting o& t2e product 72ic2 2as ta3en t2e *rand to suc2 ne7 2eig2ts. T2e *rand a7areness is also 5ery 2ig2 and t2is along 7it2 t2e mar3eting campaigns 2as played a maBor role in *ringing suc2 success to t2e *rand. T2e sales &orces t2at t2e company 2as is 7ell trained and 2as all t2e traits t2at any sales team 7ould reIuire to per&orm at 2ig2est le5el.
Se 9"5e T2ere is JFa*ta $d5isory Ser5iceL 72ic2 is pro5ided t2roug2 a toll &ree num*er. T2roug2 t2is ser5ice consumer can as3 any Iuestion regarding t2e product. Dalda is t2e only company in Edi*le >il industry 72ic2 is pro5iding suc2 ser5ice to its consumers.
CORE COMPETENCIES
Jual"t; Dalda is not Bust meeting t2e standards 72ic2 are set *y )S#C$ *ut also t2e more stringent ones 72ic2 2a5e *een stated *y t2e ".D. It 2as *een learnt t2at in t2e recent past t2e company 2as e5en e4ported t2e product to t2e European countries9 72ic2 itsel& is a proo& t2at Dalda 2as *een a*le maintain t2e Iuality le5els 72ic2 are at par 7it2 international standards. '"st "8ut"on Dalda is t2e only company in )a3istan 72ic2 2as t2e distri*ution net7or3 spread all o5er t2e country. %ost o& t2e *rands in t2e country are eit2er sold in a particular city or in a particular pro5ince and t2ose 72o 2a5e t2eir presence in more t2an one pro5ince eit2er donNt 2a5e presence in all t2e &our pro5inces and i& t2ey 2a5e t2e presence t2en t2ey are not in e5ery city. Dalda 2as t2e most 7ide spread and e&&icient distri*ution net7or3 among its competitors. E44"5"ent Su11l; C3a"n T2e supply c2ain o& t2e company is 5ery e&&icient 72ic2 2as made t2e a5aila*ility o& t2e product Iuite e&&ecti5e. St on# B an. Dalda is t2ere in t2e industry &or more t2an 5< years and 2as great *rand eIuity. T2e *rand a7areness is around 0<,05 6G as *een told *y an employeeH. Com1etent Sales Team Sales personnel are al7ays t2e &ront,liners &or e5ery company. T2ey are t2e ones 72o are representing t2e company in t2e mar3et. Dalda is *est eIuipped 7it2 t2e 2uman capital in sales department. T2e e4ponential gro7t2 72ic2 is *een ac2ie5ed *y t2e company clearly s2o7s 2o7 good is its sales &orce.
STRATEGIC COST MANAGEMENT In8r&a)&* n5(+&r "% D&'"!)

Dalda 2as increased its depots all o5er t2e country. T2is not only gi5es t2em a competiti5e ad5antage *ut also a cost ad5antage. T2roug2 t2is large net7or3 o& depots Dalda is a*le to deli5er goods to all t2eir distri*utors Iuic3ly and c2eaply. T2ey sa5e considera*le distri*utionQtransportation costs9 and t2e distri*utors stay satis&ied 7it2 t2e timely deli5eries.
A895i)i!i"n
Dalda recently acIuired JT"LL>L. T2is mo5e not only 2elped Dalda to *roadenQincrease t2e num*er o& customers it 2ad9 *ut also 2elped t2e company decrease its cost per unit o& production slig2tly Geconomies o& scaleH. )re5iously during certain seasons Dalda 2ad to increase production9 and since it 7as 7or3ing at &ull capacity it 2ad to outsource some o& its production. Due to t2is t2e company 7as incurring 2uge costs. Ho7e5er a&ter acIuiring Tullo9 t2e companyNs costs 7ere reduced9 since it no longer 2ad to outsource its operations any more.
P#anning !" D&4&#"' L"gi)!i8) N&!:"r,

T2e company is planning to *uy and de5elop a logistics net7or39 t2is 7ay deli5ery o& goods 7ill *ecome more e&&icient and company can pro5ide t2is ser5ice to ot2er companies as 7ell.
INTERNAL FACTOR EVALUATION

WEIGHT RATING WTD. SCORE
STRENGTHS
A respectable p s!t! " !" t#e e$es % t#e c "s&'ers (ra") Na'e Dal)as sl *a" Mar+et lea)er , " t a % ll -er L $al c&st 'ers Pr )&ct! " %ac!l!t!es E%%!c!e"t s&ppl$ c#a!" 'a"a*e'e"t s$ste' Pr!c!"* Str "* sales a") )!str!b&t! " "et- r+
<.-< <.<5 <.<. <.< <.<@ <.< <.-. <.</ <.-. <.-. <.-< <.< 1000
! A ! A ! A A ! A . . -
<.!< <..< <.</ <.!. <..<.!. <.A <.<.A <..A <..< <.< 3007
.EA/NESSES
Ce"tral!0e) Dec!s! " Ma+!"* H&*e a' &"t % I'p rt Lac+ % c 'pa"$1 -"e) R2D
ANALYSIS
T2e total 7eig2ted score o& IFE %atri4 is !.<5 72ic2 is a*o5e industry a5erage. It means t2at companyNs internal position is good. Factors li3e e&&icient supply c2ain management system and sales and distri*ution net7or3 are getting 2ig2er 7eig2ts and companyNs rating to t2ese &actors are also 5ery strong. It appears &rom t2is analysis t2at Dalda is o5ercoming its 7ea3nesses Iuite &airly 7it2 its strengt2s. Suc2 as strong distri*ution net7or39 production &acilities and e&&icient supply c2ain management system. '2en 7e analy=ed t2e 7ea3nesses9 centrali=ed decision ma3ing and 2uge amount o& import are t2e 7ea3nesses t2at need to *e o5ercome.
STRATEGY
In order to decrease t2e amount o& import o& ra7 material9 Dalda 2as to *e sel& su&&icient in it. Dalda s2ould enter in Boint 5entures 7it2 ra7 material producing and re&ining companies li3e %alaysian oil re&ining companies to get 2elp in culti5ating *asic ra7 material li3e: cotton seed9 Soya *ean etc. in )a3istan and also re&ining it
STRATEGIC ANALYSIS AND RECOMMENDATIONS GENERIC STRATEGY
ANALYSIS
'e &eel t2at Dalda 2as a large target mar3et. In t2e edi*le oil industry9 product in&ormation does not play a 5ital role in in&luencing end consumer purc2asing decision9 t2e t7o most important &actors t2at do in&luence decision ma3ing are product price and *rand image. 'e 2a5e o*ser5ed t2at Dalda 2as *een a*le to create a 2ig2 Iuality *rand image o& it. Companies in t2e edi*le oil industry are consistently trying to reduce t2eir cost9 *ut 7e &eel t2at reducing cost s2ould not *e t2e primary strategy. $s 7e 3no7 t2at companies t2at &all in t2e product di&&erentiation category consistently try to reduce costs9 t2ere&ore it is our strong *elie& t2at e5en t2oug2 Dalda is trying to de5elop met2ods to reduce t2eir e4pense *ut t2eir main strategy 7ould *e creating a product di&&erentiation &or t2eir *rand*
RECOMMENDATION
Eeeping in 5ie7 t2e current standing o& Dalda and t2e edi*le oil industry in general9 7e 7ould ad5ise Dalda to stay in t2e *road di&&erentiation strategy and continue to di&&erentiate itsel&. (y &ollo7ing t2is strategy Dalda not only di&&erentiate itsel& *ut also 7or3ing on cost reduction.
S;OT Ana#6)i) STRENGTHS

A es1e5ta8le 1os"t"on "n t3e e;es o4 t3e 5onsume s-
T2e Dalda *rand is one o& t2e ! leading top *rands in t2e Country. T2is is strengt2 &or t2e company in t2e mar3et as it gi5es a respecta*le position to Dalda in t2e eyes o& t2e consumers and ensures *rand loyalty. B an. Name-
T2e name J DaldaL is a great strengt2 &or t2e company as some people *uy t2e product Bust *ecause o& t2e name. Dalda 2as reser5ed t2e rig2t &or using t2e name Dalda &or itsel& t2roug2 trademar3. T2is pro2i*its any ot2er company or indi5idual &rom using t2e name Dalda &or t2eir products. Current trademar3 and license rig2ts in )a3istan only &or: -. Dalda ?anaspati .. Dalda %elange !. Dalda Coo3ing >il A. Dalda )lanta 'al.aKs slo#an-
DaldaNs slogan JMa2an %aamta9 7a2an DaldaL GJ%ot2erNs Lo5e is DaldaLH *ecame a synonym &or purity and Iuality and 2as *een t2e plat&orm &or t2e *rand &or many9 many years. It means t2at Dalda is as pure as a mot2erNs lo5e. T2is is a strong message9 72ic2 2as gi5en Dalda an edge o5er t2e competitors. T2e company 2as 2old true to t2e message *y maintaining t2eir Iuality and standards o5er t2e years. %a !et lea.e L not a 4ollo7e -
Dalda is t2e o5erall mar3et leader in t2e 5anaspati and edi*le re&ined oils mar3et in )a3istan as it 2as a signi&icant mar3et s2are position *ot2 in t2e edi*le oil mar3et and 5anaspati mar3et. T2is 2as ena*led Dalda to *e a leader in t2e mar3et and not a &ollo7er. Lo;al 5ustome s-
Dalda enBoys 5ery loyal customers all o5er )a3istan.
, o.u5t"on 4a5"l"t"es-
)roduction &acilities are situated at a strategic location at Sind2 Industrial O Trading Estate GS.I.T.E.H9 Earac2i near to t2e Earac2i Sea )ort to ena*le easy access to imported ra7 material. T2is cuts do7n transportation costs &or Dalda. E44"5"ent su11l; 53a"n mana#ement s;stem-
T2e Company 2as an e&&icient supply c2ain management system. T2ere is a dedicated speciali=ed oil,*uying department 7it2in t2e Company catering to all t2e input needs o& Dalda. , "5"n#-
T2e pricing o& DaldaNs is almost eIui5alent to t2e pricing o& Ha*i*9 72ic2 is a maBor player in t2e industry. T2is 2as gi5en Dalda a similar plat&orm to compete in t2e industry. St on# sales an. ."st "8ut"on net7o !-
T2e company 2as a 5ery strong sales and distri*ution net7or3 in )a3istan*
;EAKNESSES
%o e l"!e a 4am"l; o7ne. 8us"ness-
(eing a &amily o7ned *usiness9 alt2oug2 a 5ery pro&essional team o& e4pert loo3s a&ter t2e mar3eting department9 t2e mar3eting plan and t2e &inal *udgets comes &rom t2e o7ners o& t2e *usiness so some times t2e mar3eting department &aces pro*lems in implementing certain decisions 72ic2 2a5e to *e ta3en immediately in t2e competiti5e en5ironment. Cent al"Ie. 'e5"s"on %a!"n#
$s discussed itNs a &amily o7ned *usiness9 so most o& t2e decision ma3ing is centrali=ed. <u#3 amount o4 &m1o t-
T2e Company imports most o& its needs &or palm oil &rom %alaysia 72ereas most o& soya *ean oil is imported &rom Sout2 $merica. T2is ma3es Dalda 5ulnera*le to c2anges in t2e conditions o& t2e countries in 72ic2 its suppliers are situated. La5! o4 5om1an;-o7ne. )$'
OPPORTUNITIES
Sett"n# )e4"ne "es Industry players *elie5e t2e setting up o& re&ineries 7ould encourage crude edi*le oil import9 72ic2 is muc2 c2eaper in terms o& cost t2an t2e re&ined product. Lo5al 1 o.u5t"on o4 )a7 %ate "al
Do7 t2e go5ernment is ta3ing steps to gro7 Soya *eans and di&&erent type o& seeds at t2e coastal line o& t2atta. Eme #"n# mo.e n t a.e .e1a tmental 53a"ns l"!e %a5 o an. %et o &nst"tut"onal Sell"n#
,eo1le a e 8e5om"n# mo e 3ealt3 5ons5"ous Do7 t2e people *ecome more 2ealt2 conscious and t2ey pre&er *randed products. (nta11e. u al %a !et
T2ere is a lot o& potential to cater untapped mar3et 72ere people still use un*randedQ loose coo3ing oil. ED1o t 1otent"al
T2ere is potential to e4port in %iddle Eastern countries 72ere people pre&er strong esta*lis2ed *rands li3e Dalda. ,o1ulat"on # o7t3 &n5 ease "n 1e 5a1"ta 5onsum1t"on o4 e."8le o"l
THREATS
(n8 an.e. e."8le o"ls-
>ne o& t2e t2reats &or Dalda9 are t2e lo7 category *rands 72ic2 price t2eir products at muc2 lo7 cost t2en Dalda *ut t2ey &eature t2eir *rand in suc2 a 7ay t2at t2e people t2in3 t2at t2e *rand is 5ery 2ygienic and nutritious. Ne7 ent ants-
Edi*le oil industry is a gro7ing mar3et and 2ence many people are entering t2e mar3et. T2is is increasing competition in t2e industry. Lo7e 1 "5"n# 8; 5om1et"to s-
Su&i is c2arging a lo7 price &or its product. $lt2oug2 Dalda is 7ell esta*lis2ed all o5er t2e country it still needs to *e care&ul o& Su&iNs action as it can steal some o& DaldaNs customers. &ntense 5om1et"t"on "n t3e "n.ust ;-
T2ere is an intense competition in t2e industry9 due to 72ic2 Dalda 2as to 3eep a close eye on its competitors. 'ete "o ate. la7 an. o .e s"tuat"on Non-a9a"la8"l"t; o4 8as"5 ut"l"t"es 1o7e
Eea! &n4 ast u5tu e o4 t3e 5ount ; ,ol"t"5al "n4luen5e "s use. Smu##l"n# o4 un8 an.e. e."8le o"l 4 om A4#3an"stan
T2e edi*le oil *usinesses 7ere no7 &acing &ierce *attle 7it2 t2e com*ined pressure &rom smuggled9 un*randed and competiti5e local g2ee and coo3ing oil *rands. Feduction in t2e purc2asing po7er o& people due to in&lation Consumers mig2t s2i&t to open pac3et oil due to rise in prices. International *rands are entering in t2e mar3et
TOES
In! STRENGTHS (S) &rna# Fa8!"r)
-. $ respecta*le position in t2e eyes o& t2e consumersC .. (rand DameC !. DaldaNs sloganC A. %ar3et leader 8 not a &ollo7erC 5. Loyal customersC /. )roduction &acilitiesC @. E&&icient supply c2ain management systemC . )ricingC 0. Strong sales and distri*ution net7or3.
;EAKNESSES (;)
-. Centrali=ed Decision %a3ingC .. Hug2 amount o& ImportC !. Lac3 o& company,o7ned FOD.
E<!&rna# Fa8!"r)
OPPORTUNITIES (O)
-. Setting Fe&ineriesC .. Local production o& Fa7 %aterialC !. Emerging modern trade departmental c2ains li3e %acro and %etroC A. Institutional SellingC 5. )eople are *ecoming more 2ealt2 consciousC /. "ntapped rural %ar3etC @. E4port potentialC . )opulation gro7t2C 0. Increase in per capita consumption o& edi*le oil.
S=O STRATEGIES
-(y using e&&icient distri*ution net7or39 Dalda can increase t2e mar3et s2are *y targeting modern trade departmental c2ains and institutions GS09 >!.>AH. ,Strong sales and distri*ution and sales net7or3 can *e use to tap rural mar3et GS09 >/H. ,DaldaNs name and image is 5ery reputa*le in t2e international mar3et 2elp Dalda to get e4port potential GS@9 >-9 >.H. ,DaldaNs production &acility is 5ery strong i& it succeeds to esta*lis2 local production o& ra7 material Dalda can &urt2er increase t2e production o& coo3ing oil GS/9 >.H.
;=O STRATEGIES
-I& Dalda impro5es t2e FOD

it a*le to 2a5e local production o& ra7 material G'!9 >.H.
,I& Dalda decrease import and &ocus on local production o& ra7 material can increase t2e e4port G'!9 >@H.
,I& Dalda decreases t2e price *y lo7ering its cost9 a*le to get s2are in t2e rural mar3et GS 9 >/H.
T<)EATS@TA S=T STRATEGIES

-. "n*randed edi*le oilsC .. De7 entrantsC !. Lo7er pricing *y competitorsC A. Intense competition in t2e industryC 5. Deteriorated la7 and order situationC /. Don,a5aila*ility o& *asic utilities po7erC @. 'ea3 In&rastructure o& t2e countryC . )olitical in&luence is used 0. Feduction in t2e purc2asing po7er o& people due to in&lationC -<. International *rands are entering in t2e mar3et.
;=T STRATEGIES
Dalda can use its strong sales I& Dalda *ecome sel& and distri*ution to compete 7it2 su&&icient in ra7 material un*randed oil in rural mar3ets GS09 production9 it 2elps Dalda to T-H. decrease t2e cost o& production and *ecome more competiti5e and strong I& Dalda decrease its prices *y in t2e industry G'.9 T!9 TAH lo7ering its cost9 can cope 7it2 t2e decreasing purc2asing po7er GS 9 T0H Dalda s2ould &urt2er strengt2en its *rand name and positioning to increase t2reat &or ne7 entrants GS-9 S.9 T-<H Dalda s2ould decrease t2e prices *y lo7ering cost to ma3e prices competiti5e and reasona*leGS 9 T!H Strong sales and distri*ution ca *e used to &ace t2e competition GS@9 S09 >AH
THE SPACE MATRI7
&NTE)NAL ST)ATE+&C ,OS&T&ON F"nan5"al St en#t3 @FSA Feturn on In5estment LiIuidity De*t to EIuity Ease o& E4it &rom %ar3ets FS A9e a#e UA UA U! F3075
E?TE)NAL ST)ATE+&C ,OS&T&ON En9" onmental Sta8"l"t; @ESA International Economic Insta*ility,A ,A ,! ,! -305
UA Fate o& in&lation )rices o& CompetitorNs )roducts Competiti5e )ressures ES A9e a#e
Com1et"t"9e A.9anta#e @CAA %ar3et S2are )roduct #uality De7 )roduct De5elopment Customer Loyalty CA A9e a#e ,,. ,,. -1050
&n.ust ; St en#t3 @&SA International :ro7t2 )otential UA )ro&it )otential Capital Intensity &S A9e a#e U! UA F3050
Ease o& Entry into De7 %ar3ets U!
. a(is Financial strengt2 En5ironmental sta*ility 9 a(is Industry strengt2 Competiti5e ad5antage
U!.@5 ,!.5 !.5< ,-.5<
. a(is/ 0.123 4*0.25 6 7.82
9 a(is/ 0.2 3 4*:.25 6 8.7
Conse 9at"9e
FS F2 F1 V
A## ess"9e
CA -1 F1 -1 -2 -3 'e4ens"9e
ANALYSIS
Dalda i %inan,iall" :er" /ron( >3*45; and -a:in( (ood ,o$#e/i/i:e ad:an/a(e 1*5; in a (ro?in( indu /r"* >-
&S F2
ES
Com1et"t"9e
Dalda i in an e.,ellen/ #o i/ion /o u e i/ in/ernal /ren(/- * Dalda i /a'in( %ull ad:an/a(e o% e./ernal o##or/uni/ie and o:er,o$in( in/ernal ?ea'ne e and a:oidin( e./ernal /-rea/ *
STRATEGIES
%a !et 1enet at"on an. %a !et .e9elo1ment 8 is a good strategy and t2is can *e increased *y targeting rural mar3ets 72ere people are still using un*randedQ loose coo3ing oil. Dalda s2ould use its e&&icient distri*ution net7or3 to increase mar3et penetration.
, o.u5t .e9elo1ment 8 Dalda is currently is 7or3ing on t2is strategy9 recently it introduced oli5e oil as people are *ecoming more 2ealt2 conscious. De7 product de5elopment is a good strategy. Furt2er ne7 product de5elopment can *e a good strategy. Ba5!7a . "nte# at"on 8 *ac37ard integration is li3e acIuiring supplier as t2e suppliers o& Dalda are t2e ra7 material pro5iders and %alaysian re&ining companies9 acIuiring supplier is a good strategy *ecause ra7 material costs @<6 o& total cost o& production. $cIuiring suppliers or Boin 5enturing 7it2 t2em is a good strategy to dri5en out cost and decreasing cost o& production.
BCG GRO;TH MATRI7
Sta
Dalda Coo3ing oil Dalda %un)asand Dalda >li5e >il
T2ese are products 72ic2 2a5e a large mar3et s2are in a &ast gro7ing industry. T2eir sales are consistent t2roug2out t2e year. T2eir cas2 generation is also 2ig2 and at t2e same time 2as a 2ig2 gro7t2 potential9 t2ere&ore reIuire larger in5estments.
Juest"on %a !
Tullo
T2is product o& DaldaNs reIuires plenty o& additional in5estment. It 7as acIuired only a &e7 years ago. Fig2t no7 it 2as a small mar3et s2are in a mar3et 7it2 a 2ig2 gro7t2 rate.
Cas3 Co7
Dalda (anaspati T2is product o& Dalda 2as one o& t2e largest mar3et s2ares in t2e category o& *anaspati. Ho7e5er during recent years t2ere 2as not *een consistent gro7t2 in t2e industry. $nd t2e company 2as c2osen to decrease its additional in5estments.
'o#
Dalda Canola T2is is a declining mar3et. DaldaNs product 2as a lo7 mar3et s2are in t2is category. $nd t2e company is not considering 2ea5y in5estment in t2is product.
IE Ma!ri<
T3e &FE Total Ee"#3te. S5o e Strong !.< to A.< I $5erage ..< to ..00 II 'ea3 -.< to -.00 III
Hig2 !.< to !.00
%edium I? T3e EFE ..< to ..00 Total 'AL'A Ee"#3te. S5o e Lo7 ?II -.< to -.00
?I
?III
IW
ANALYSIS
5n 57 Ma/ri., Dalda lie in /-e re(ion o% Hold and Main/ain* Mean /-a/ Dalda -a /o $ain/ain and -old i/ ,urren/ #o i/ion*
STRATEGIES %a !et 1enet at"on

Dalda need to 7or3 on mar3et penetration9 it s2ould capture rural mar3ets 72ere people still use loose or un*randed coo3ing oil. In t2is 72y Dalda can &urt2er strengt2en its position and increase its mar3et s2are.
, o.u5t .e9elo1ment
)roduct de5elopment is anot2er strategy t2at Dalda is &ollo7ing. Fecently Dalda introduced oli5e oil9 in order to cater 2ealt2 conscious people. Furt2er product de5elopment is a good strategy to maintain and 2old current position*
THE GRAND SRTATEGY MATRI7

F$)ID %$FEET :F>'TH #uadra nt II #uadrant I
DALDA
'E$E C>%)ETITI?E )>SITI>D STF>D: C>%)ETITI?E )>SITI>D
#uadrant III SL>' %$FEET :F>'TH
#uadrant I?
ANALYSIS
Dalda is in an e4cellent strategic position. Dalda s2ould continue its current strategies. $s 7e discussed earlier: %ar3et de5elopment9 %ar3et de5elopment9 )roduct de5elopment9 Hori=ontal and (ac37ard integration is good strategy &or Dalda.
THE >SPM MATRI7
3SPM /e$ %act rs

Strate*!c Alter"at!4es :&ig$ ?S!ra!&g6 A!!ra8!i4&n&)) ! / )8"r& )!ra!g&6/ ?S!ra!&g6 2 A!!ra8!i4& n&)) )8"r& )!ra!&g62 0032 0024
OPPORTUNITIES
Setting Refineries Local production of Ra !aterial E"erging "odern trade depart"ental c#ains li$e !acro and !etro Institutional Selling %eople are &eco"ing "ore #ealt# conscious 'ntapped rural !ar$et E(port potential %opulation gro t# Increase in per capita consu"ption of edi&le oil 0005 0004 0006 0006 0005 0004 4 4 3 4 0016 0024 0015 0016 3 3 4 3 0012 0018 002 0012 0008 0006 0007 3 3 0024 0018 4 4 -
THREATS
'n&randed edi&le oils Ne entrants Lo er pricing &) co"petitors Intense co"petition in t#e industr) Deteriorated la and order situation Declining real purc#asing Non*a+aila&ilit) of &asic utilities po er P l!t!cal !"%l&e"ce !s &se) Inflation 0005 0004 0005 0007 0006 0005 0005 3@30 0004 4 2 3 4 3 3 2 2 3 002 0008 0015 0028 0018 0015 001 3@3A 0012 3 4 4 3 2 4 4 0 2 0015 0016 002 0021 0012 002 002 3@/0008
International &rands are entering in t#e "ar$et
0004
0008
0012
STRENGTHS
A respecta&le position in t#e e)es of t#e consu"ers ;rand Na"e Dalda<s slogan !ar$et leader = not a follo er Lo)al custo"ers %roduction facilities Efficient suppl) c#ain "anage"ent s)ste" %ricing Strong sales and distri&ution net or$ 0010 0005 0002 0008 0007 0008 0012 0006 0012 3 3 3 2 4 2 4 003 0015 0021 0016 0048 0012 0048 4 4 4 4 3 4 3 004 002 0028 0032 0036 0024 0036
.EA/NESSES
Centrali>ed Decision !a$ing Huge a"ount of I"port Lac$ of co"pan)*o ned R?D S&' T tal Sc re Attract!4e"ess 0012 0010 0008 /@3 1 1 001 0008 0@-1 4 4 004 0032 .@--
5Strate*$ 6: Mar+et pe"etrat! "7 capt&r!"* t#e r&ral 'ar+ets % Pa+!sta" -#ere pe ple st!ll
&se &"bra")e) 8 l se c +!"* !l % r c +!"*9 5Strate*$ :: ; !"t 4e"t&res -!t# Mala$s!a" c 'pa"!es % r t#e pr )&ct! " a") re%!"!"* % ra'ater!al7 !" t#!s -a$ Dal)a ca" re)&ce !ts c st % pr )&ct! "7 beca&se ra- 'ater!al c sts <=> % t tal c st % pr )&ct! "9
ANALYSIS
From t2e #S)% %atri49 it is &ound t2at strategy: . is more attracti5e as t2e sum total score o& t2e strategy: . is 5.//.
STRATEGY 2
Moint 5entures 7it2 %alaysian companies &or t2e production and re&ining o& ra7 material9 in t2is 7ay Dalda can reduce its cost o& production9 *ecause ra7 material costs @<6 o& total cost o& production. T2roug2 t2is strategy Dalda can easily get ra7 material as t2e ra7 material o& coo3ing oil are cotton seed9 Soya *eans etc are not easily a5aila*le in )a3istan *y Boint 5enturing 7it2 %alaysian companies &or t2e production and re&ining o& ra7 material. Dalda 7ill *e to reduce t2e cost o& production and ma3e t2e prices more reasona*le in t2e mar3et. In t2is 7ay Dalda can also increase its mar3et penetration9 *y increasing production and lo7ering t2e prices.
STRATEGIC IMPLEMENTATION
Strategy implementation is the most important area of the whole strategic management process. 99% of the strategies fail at the implementation stage. Just being able to devise bold new strategies to outperform the competitors is not enough. The strategic vision has to be translated into concrete steps & the internal processes and management system have to be aligned accordingly.
THE COMPONENTS OF STRATEGIC IMPLEMENTATION

B.,/+,0- a0 ) -a0,1a#,)0 *,#$ #$" 2)34"#"02,"56 2a4a7,/,#,"5 a0+ "5). 2" 5# "0-#$5 #) 2a 8 ).# #$" 5# a#"-8 5.22"559.//8 D":"/)4,0- 7.+-"#5 #) 5#"" a34/" "5). 2"5 ,0#) 2 ,#,2a/ :a/." 2$a,0 a2#,:,#,"5; C eat"n# St ate#; Su11o t"9e St u5tu e % "a#,0- a S# a#"-8-5.44) #,:" *) ! "0:, )03"0# a0+ 2) 4) a#" 2./#. " P,#9a//5 )9 S# a#"-8 I34/"3"0#a#,)0
BALANCED BUSINESS SCOREBOARD

&n"t"at"9e $cIuiring Tullo 2as 2elped Dalda to *roaden its mar3et s2are and increase pro&its0
Finan8ia#
O8He5t"9e -. Increase pro&its O F>I
%easu e -. Capturing more rural mar3ets. .. Dri5e out cost to increase pro&its.
Ta #et Increase pro&its *y -56
C5)!"(&r
O8He5t"9e -. Increase customer *ase.
L&arning B Gr":!$
Ta #et -. Increased one,to one contact at all %easu e le5elsC Create a .. Feal time supporti5e 7or3 Institute o& (usiness %anagement communication. en5ironment O !. Collecti5e corporate culture. decision ma3ing
%easu e -. Increase t2e institutional selling. .. Ta3e ad5antage o& International modern trade c2ains.
Ta #et -. Increase in sales 5olume *y .56 *y Mune9 .<< .
&n"t"at"9e -. (ring )rime in -/ Eg tin. .. Introduce Sales )romotion sc2emes &or modern trade c2ains.
In!&rna# 'r"8&))&)
O8He5t"9e -. For7ard integration .. Lo7er production costsQ process e&&iciency.
%easu e $cIuire a transport company and esta*lis2 logistics net7or3 to dri5e out cost O decrease cost o& production.
Ta #et Dri5e out costs.
&n"t"at"9e -. $cIuire a logistics company.
O8He5t"9e -. Continuous training and de5elopment .. (ring in FOD !. >rgani=ational culture 72ic2 encourages c2ange and de5elopment.
&n"t"at"9e -. Empo7erment. .. Leading *y e4ample. !. Festructuring o& Human Fesource department and policies.
(alanced Scorecard aligns organi=ations to ne7 strategies: a7ay &rom t2e 2istoric9 s2ort,term &ocus on cost reduction and lo7,price competition9 and to7ard generating gro7t2 opportunities *y o&&ering customi=ed9 5alue,added products9 and ser5ices to customers.
F"nan5"al- Ho7 does Dalda loo3 to s2are2oldersS Custome s- Ho7 do customers see DaldaS &nte nal 1 o5ess- '2at must 7e e4cel atS &nno9at"on an. Lea n"n#- Can 7e continue to impro5e and create 5alueS
Diagn")!i8 S5r4&6 "% Pri(ar6 an* S&8"n*ar6 Manag&(&n! Pra8!i8&)
S!ra!&g6
T2e company 2as a clearly articulated and 7idely understood strategy. T2e company 2as strong e4ternal antennae and Iuic3ly anticipates e4ternal s2oc3s9 emerging opportunities9 and mar3et do7nturns. T2e company 2as a 5ery good understanding o& its competitors and can anticipate competitorsN mo5es. T2e company is &ocused on e4tendingQimpro5ing its core *usiness or *usinesses and is committed to gro7ing t2em aggressi5ely. Su&total of Strateg) score-
In%&ri"r A4&rag& S5'&ri"r

/ 0 1 2 3
/ 16
E<&85!i"n
T2e companyNs products and ser5ices consistently meet customer e4pectations. T2e company consistently impro5es employee producti5ity. T2e companyNs programs and initiati5es consistently ac2ie5e desired outcomes. T2e companyNs IT systems en2ance its a*ility to e4ecute its 5alue proposition.

/ 0 1 2 3
Su&total of E(ecution score-
16
C5#!5r&
T2e company sets demanding per&ormance standards &or all o& its employees. T2e company consistently raises t2e per&ormance *ar. T2e companyNs culture is e4citing9 engaging9 and &un. T2e company 2as clear 5alues t2at people in t2e company a*ide *y. Su&total of Culture score-

/ 0 1 2 3
/ 11
Organi a!i"na# S!r58!5r&

T2e company ma3es decisions Iuic3ly.

/ 0 1 2 3
T2e company minimi=es *ureaucracy. T2e companyNs *usiness processes are simple. T2e company e&&ecti5ely cooperates across t2e organi=ation. Su&total of Organi>ational Structure score- 13
Ta#&n!
T2e company 2as great JtalentL and J*enc2 strengt2L at eac2 position. T2e company success&ully de5elops talent. T2e company designs Bo*s t2at intrigue and c2allenge talented employees. T2e companyNs senior management is personally in5ol5ed in recruiting and de5eloping talent. Su&total of Talent score-

/ 0 1 2 3
/ 15
>5a#i!6 "% CEOCB"ar* L&a*&r)$i'

T2e CE> is uncanny at spotting opportunities and pro*lems *e&ore ot2ers. )eople at all le5els o& t2e organi=ation &eel connected to t2e CE>. T2e CE> matc2es 7ords 7it2 actions GJ7al3s t2e tal3LH.

/ 0 1 2 3
T2e companyNs *oard mem*ers 3no7 t2e *usiness and 2a5e a signi&icant sta3e in t2e success o& t2e company. Su&total of CEO@;oard score18
Inn"4a!i"n Ca'a+i#i!6
T2e company is continually trans&orming or res2aping its industry. T2e companyNs products9 de5ices9 or inno5ations are *etter t2an t2ose o& its competitors. T2e company does not 2esitate to canni*ali=e its e4isting *usiness or *usinesses. )eople 72o 2a5e ne7 ideas are respected and enBoy 2ig2 status in t2e company. Su&total of Inno+ation score/

/ 0 1 2 3
/ 15
MBA Gr":!$
T2e company consistently identi&ies good %O$ possi*ilities. T2e company rarely o5erpays &or mergers O acIuisitions. T2e company is consistently *etter t2an its competitors at integrating mergers and acIuisitions. T2e companyNs mergers and acIuisitions ac2ie5e most o& t2eir proBected cost and re5enue *ene&its. Su&total of !?A score$

/ 0 1 2 3
/ 16
TOTAL SCORE: 66? EVALUATION OF DIAGNOSTIC SURVEY
BIBLIOGRAPHY

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TABLE OF CONTENTS

9-10 11 12-13 14-16

COMPANY AND COMPETITOR ANALYSIS INTERNAL ANALYSIS

STRATEGIC ANALYSIS AND RECOMMENDATIONS

Institute o& (usiness %anagement

,alanced ,usiness Scorecard Diagnostic Survey

PAKISTAN EDIBLE OIL INDUSTRYOVERVIEW

Total Consume Coo!"n# Fats $ O"ls %a !et

Institute o& (usiness %anagement

Branded 52% Unbranded

L&ST OF ALL ,LA*E)S-

Institute o& (usiness %anagement

OIL -<<9<<< -<59<<< -9.<< -95<< << @<< /<< !9<<<

.95<< .95<< !9<<< /595<< 59<<< -9<<< 59<<<

Ma !"# S$a "

Habib Oil Mill Habib, 13%

Wazir Ali - Tullo, 3%

2oo e 3 O/-er !$all Branded &oo'in( Oil, 4)%

Institute o& (usiness %anagement

Institute o& (usiness %anagement

HISTORY OF COOKING OIL

Institute o& (usiness %anagement

Institute o& (usiness %anagement

MISSION STATEMENT OF DALDA

Institute o& (usiness %anagement

MAIN COMPONENTS OF MISSION STATEMENT

-. CUSTOMERS: e&&ecti5e 7ay.

T2e purpose o& Dalda is to ser5e consumers in a uniIue and

Institute o& (usiness %anagement

DALDA FOODS (PVT) LIMITED ORGANIZATION STRUCTURE

DIRE%TOR (UMAN RESOUR%E

'ENERAL MANA'ER(UMAN RESOUR%E

'ENERAL MANA'ER(UMAN RESOUR%E

Institute o& (usiness %anagement

Organi a!i"na# C$ar! O% a D&'ar!(&n!

Bus"ness (n"t <ea.

Institute o& (usiness %anagement

E*i+#& R&%in&* Oi# Ma/erial 5n/a'e

Vana)'a!i Ma/erial 5n/a'e Blendin(

+-o #-ori, A,id &au /i, !oda

De-Gu$$in( 6eu/rali a/ion

+-o #-ori, A,id &au /i, !oda !odiu$ Me/-"la/e

De-Gu$$in( 6eu/rali a/ion 5n/ere /eri%i,a/ion Blea,-in( 8il/era/ion

De-Ga in( De-odouri a/ion Blendin( 8illin(

Institute o& (usiness %anagement

Dalda 4% 6on-+re$iu$ Brand 41%

O/-er +re$iu$ Brand 8%

Bran*&* Vana)'a!i Mar,&!

Dalda 8% O/-er +re$iu$ Brand 15% 6on+re$iu$ Brand 44%

Institute o& (usiness %anagement

E*i+#& R&%in&* Oi# Mar,&!

OIL COSTING SHEET

-6 -6 <6 .6 -6 3> <6

Institute o& (usiness %anagement

Institute o& (usiness %anagement

Institute o& (usiness %anagement

HABIB OIL MILLS

Institute o& (usiness %anagement

ANALYSIS OF THE INDUSTRY USING MICHAEL PORTERS FIVE COMPETITIVE FORCES

Potential Potential Entrants Entrants

%O'E)ATE Industry Industry "om#etitors "om#etitors

Eo !s3eet on &n.ust ; St u5tu e

Institute o& (usiness %anagement

10 T3 eat o4 Ent ants

Ei+#& R&%in& Oi# Ma/erial 5n/a'e

Bran& Vana)'a!i Mar,&!

Ei+#& R&%in& Oi# Mar,&!

customer 2as no real sustitute. customer is not li3ely to sustitute.

Ta #et -. Increase in sales 5olume y .56 y Mune9 .<< .