Assignment: 2

Monno Ceramics Industries

1. Assign each person a separate task. One task might be to find the latest financial statements.
Another would be to learn as much as possible about its top management and board of
directors. Another might be to identify its business model. Another might to be identifying its
key competitors?

2. Does the firm have any core competencies? Does the firm have any competitive advantages?
Provide SWOT analysis using EFAS and IFAS Tables.

3. What is the likely future of this firm if it continuous on its current path?

4. Would you buy stock in the company? Assume that your team has 25000 taka to invest,
Allocate the money among the four to five primary competitor in this industries. List the
companies, the numbers of share purchased of each , the cost of each share as a given date, and
the total cost for each purchase assuming a typical commission used by an internet broker.
Such as E-trade or Scottrade.
 Answer to the question number – 01

 Business model for Monno Ceramics industries

An industry can be defined as a group of companies offering products or services that are close
substitutes for each other. Close substitutes are products or services that satisfy the same basic
consumer needs. It is important to analyze the competitive forces in an industry’s environment in
order to identify the opportunities and threats confronting a company (Hills and Jones 1998). The
competitive forces operating in a company’s industry are never the same for one industry to
another. The most powerful and widely used tool for systematically diagnosing the principal
competitive forces in a market and assessing the strength and importance of each is the ‘five
forces model of competition’.
Michael. E. Porter 106 Journal of Business and Technology (Dhaka) of the Harvard School of
Business Administration has developed this model that effectively facilitates industry analysis.
This model, holds that the state of competition in an industry is a composite of competitive forces
operating in five areas of overall market (Porter 1980, Thompson et al. 2007):
(i) Competitive pressures among rival sellers in the industry;
(ii) Competitive pressures associated with threat of new entrants into the market;
(iii) Competitive pressures coming from the attempts of companies in other industries to win
buyers over their own substitute products;
(iv) Competitive pressures coming from supplier bargaining power;
(v) Competitive pressures stemming from buyer bargaining power

 key competitors Monno Ceramics industries

1. Shinepukur Ceramics
2. RAK Ceramics
3. Standards ceramics
4. Tajma ceramics
5. Fu wang ceramics

 Top Management/ Board of Director of Monno Ceramics Industry:

Board Members

Mrs. Huron Nahar Rashid Chairman

Mrs.Afroza Khan Managing Director
Mrs. Huron Nahar Rashid Director
Mr.Rasheed Mymunul Islam Director
Mr. Rasheed Samiul Islam Director
Dr. Md. Anwar hossain Independent Director
MRS. MINARA Hai Independent Director
MR. MD. EKRAMUL IIOQUE Company Secretary
 Answer to the question number – 02

 Core competencies of Moono Ceramics Industry

Ceramatec is an advanced ceramics material technologies research and development company that
provides solutions to difficult scientific challenges facing companies, governments and research
institution in a worldwide.

Monno Ceramics Company, Ceramatec is a key competency center of its global research and
development organization, focused primarily on applications in the energy and environment sectors.
Ceramatec has pioneered research and development in a variety of technologies based on ceramic solid-
state ionics and electrochemical systems such as oxygen sensors, oxygen production, chemical
production, and solid oxide fuel cells.

Our diverse capabilities and technologies, coupled with our deep competencies in advanced ceramics also
extend into markets including advanced chemicals production and processing, biomedical devices,
defense, industrial gasses, metal melting and advanced refractory ceramics, next generation building
materials and transportation systems. Together, Ceramatec and CoorsTek are pushing the frontiers of
materials science into the future and leading the advanced ceramics revolution.

 Competitive Advantages of Monno Ceramics industry

Basically Monno maintains both product differentiation strategy and cost leadership:
 Monno Ceramics considers quality and brand image
 Monno Ceramics considers competitors’ prices.
 Monno Ceramics consider cost-based pricing approach.
 Monno is equipped with the latest Japanese and German technologies. Isostatic press machines
form Sama & Dorst GmbH allows us to produce complicated shapes at consistent quality.
 Monno Porcelain & Bone China factories are perhaps unique in being able to offer under one
roof the flexibility and versatility of many manufacturing methods as best suit the size or nature
of the product.
 SWOT analysis using EFAS and IFAS tables

Internal factors Weight Ratings Weighted

score
1 2 3
Strength
 Quality Moono`s culture .15 4 .70
 Experienced top management .10 4.2 .21
 Vertical integration .07 4 .39
 Employer relation .08 4.5 .12
 International orientation .10 2.5 .44

Weakness
 Process oriented R&D .06 2.5 .15
 Distribution channel .07 3 .12
 Fianacial position .11 2.7 .33
 Global position .12 2 .38
 Manufacturing facilities .09 4 .19
Total score 1.00 3.03

External factor Weight Rating Weighted

score
Opportunities 1 2 3

 Economic integration of Asian community .18 4.1 .82

 Demographics favour quality appliances .12 5.0 .50
 Economic development of Asia .06 1.0 .05
 Opening of Eastern Europe .04 2.0 .10
 Trend to ‘’Super Stores’’ .10 1.8 .18

Threats
 Increasing government regulations .10 4.3 .43
 Strong competition .12 4.0 .40
 Shinepukur and RAK strong globally .09 3.0 .45
 New product advances .11 1.2 .06
 Japanese appliance companies .08 1.6 .16

Total score 1.00 3.15

 Answer to the question number – 03
 Continuous path of Monno Ceramics Industry

 Taking all opinions and views into consideration without prejudice

 Treating all colleagues equally
 Building trust with our internal and external customers.
 Setting an example which future generations can follow
 Always trying to innovate and improve on all aspects of our work
 Confidently taking responsibility for our actions
 Being honest about both our right and wrong decisions
 Being committed to our work
 Working synchronously within our teams
 Supporting each other whether inside or outside our company
 Developing long-term relationships
 Continuously progressing one's skills and abilities
 Owning each success and failure and learning from them
 Adding value to the company, shareholders and our customers

 According to continuous on its current path the its future Future path of Monno Ceramics
Industry will be following:

 Advanced ceramics and glass for energy harvesting and storage

 Thermal ceramics: material performance in extreme environments
 Leveraging dielectric properties of advanced ceramics for automotive engine components
 Industry 4.0—additive manufacturing applications
 Examining next-generation refractory materials
 Evaluating optical properties of advanced ceramic and glass materials
 Identifying ceramic coating applications
 Examining the applications for bio ceramic and bio glass materials
 Outlining the applications of advanced ceramics in medical devices

Ceramic and glass manufacturing track topics included:

 Developing the supply chain of ceramic matrix composites

 Corporate citizenship: solutions for sustainable supply chain management
 Testing, analytics and quality assurance—destructive vs. Non-destructive testing
 Managing the supply chain from product development to volume manufacturing
 Reviewing near-net shaping technologies: injection molding, pressing and precision glass
molding
 Exploring additive manufacturing technologies
 Enabling commercialization of nanoparticles
 Evaluating high-temperature manufacturing techniques
 Overcoming smart/functional glass manufacturing challenges
 Answer to the question number – 04
Our team has 25000 taka and allocating these amounts each company.

Investment Firm Name Amount of Number of Cost of Total

Date. Invest Share Share Cost
Purchased (p.Share)
19.11.17 RAK ceramics 7,000 120 58.20 6,984
19.11.17 Standards ceramics 4000 39 101.80 3920.2
19.11.17 Shinepukur ceramics 8000 80 99.2 7936
19.11.17 Fu wang ceramics 6000 344 17.4 5985.6