LUCKY 7 FOOD PRODUCTS

COMPANEY LIMITED


Primeasia University
Business plan
Group Name: Alpha
Course Code: MGT- 401
Course Title: Strategic Management
Submitted To:
Lutun Nahar Cho!dhur"
Lecturer# School o $usiness
%rimeasia &ni'ersit"
Submitted $":
Name ()
$i*an +anti sar+er 0,--./--04/
Shariul (slam 0,---44-04/
Muttaleb 1ossain 0,---.0-04/
$ill+is 0,--1/0-04/
)ate o Submission: 0/2042.011
Acknowledgement
At first we express our gratitude and acknowledge our indebtedness to
our relevant course teacher Lutfun Nahar Chowdhury overall co-
operation, guidance, advice,& support in discharging our
responsibilities consciously & preparing this report. e also
acknowledge of our senior teachers. e also want to thanks our friend
they can help us. e can also gathered infor!ation website, books
"inally we want to give thanks to our honorable teacher for giving us
such a good assign!ent & greatly appreciate the co-operation & help
we receive fro! our friends & others.
Lette o! T"n#m$tt"l
Lutfun Nahar Chowdhury
#chool $f %usiness
&ri!e Asia 'niversity
#ub(ect) Letter of *rans!ittal
+ear ,ada!,
e have the honor to present the ter! paper on writer a -%usiness
&lan. that you asked us to sub!it on /0123142//.
*his report is concerned with the establish!ent of new business and
its practical i!ple!entation in the proper field with proper strategy.
%angladesh has nu!erous areas of operation, i.e. new idea
generation, !anufacturing opportunity, available raw !aterials,
attractive !arket for business etc. *his report focuses on the study of
every aspects of starting new a business and successful operations of
the business.
5t was our pleasure to co!plete this report. $ur heartiest gratitude
goes to you for your kind support and encourage!ent. e have
prepared this report with ut!ost sincerity and earnest effort. &lease let
us know if you have any 6uery regarding the report.
7ours sincerely,

%i(on 8anti ,d.#hariful 5sla! ,d.,uttaleb 9ossain %ilkis
#arkar
%%%%%%%%%%% %%%%%%%%%%%%%%% %%%%%%%%%%%%% %%%%%%%%%%
C&"'te ( )COMPANY PROFILE*
!ission
:ision
;oals and ob(ectives <both short ter! and long ter!=
hat type of business>
Legal structure
Location
&rocess <&roduction1 #ervice=
C&"'te + )Og"n$,"t$on"l 'l"n*
$rgani?ational structure
$rgani?ational chart.
+epart!ents and their functions
@esources and capabilities <Labors and !achineries=
C&"'te - )C.#tome "n"l/#$#*
Need analysis
,arket si?e
,arket seg!entation
*arget !arket <using seg!entation=
C&"'te 0 )Ind.#t/ An"l/#$#*
&orterAs B forces !odel
&C#*LC Analysis
#$* Analysis
C&"'te 1 )M"ket$ng Pl"n*
,arketing #trategies e.g. "our &As #trategy <as per the need of
your business=
"uture ,arket Cxpansion #trategies
C&"'te 2 )F$n"nc$"l An"l/#$#*
Allocation of Capital
%reak even Analysis
"uture Capital @aising #trategies
C&"'te 7 )Com'et$t$3e Ad3"nt"ge*
Core Co!petencies
LUCKY 7 FOOD PRODUCTS COMPANEY LIMITED
Co!pany Na!e) - Luckey-D "ood &roducts Co!pany Li!ited.
Co!pany *ype) - ,anufacturer
Co!pany &rofile)-
e are - Lucky E D "ood products co!pany ltd. Cstablished
since / Fanuary 42//. *he co!pany will !ainly focus on
agricultural food processing which will include, beverage and
pasteuri?ed !ilk ,snack food,. $ur ai! is to cover !axi!u!
parts of %angladesh !arkets.

Co!pany !ission) &roducing better 6uality products is the !otto
of Lucky -D. *o provide the highest level of satisfaction to our
custo!er.

Co!pany vision) *o define specialty benefits in the workplace as
the leading provider of ork1Life, and ellness across the nation and
around the world.
Co!pany ;oals & $b(ectives)
#hort ter! ;oals & $b(ectives)
&roduce top 6uality products to fulfill the !arket
de!and.
5ncreasing product 6uality and packaging Custo!er
attraction in our product.
e Capture +haka division within / years.
,arket si?e will increase within / year.
&roducts cost is lower then other co!petitors.
Long- ter! ;oals& ob(ective)
&roduct capabilities will be developed during 23
years.
;eographic and product !arkets will pursue.
5ncrease the product variety during 23 years.
"uture technology-product-custo!er will focus
within 23 years.
e will establish our @&+ depart!ent by year 2G.
5ncrease H2I fir!As !arket share during 2G years.
$ur co!panyAs "inancial $b(ectives & #trategic $b(ectives are
given below)-
"inancial $b(ectives #trategic $b(ectives
;row co!pany revenues in 2B
years.
Co!pany bigger !arket share in
2B years.
;row co!pany earnings in 2B
years.
Juicker design-to-!arket ti!es
than rivals.
5ncreasing co!pany dividends in
2B years.
9igher products 6uality than rivals.
Cxpanding co!pany cash flows in
2B years.
%etter e-co!!erce and 5nternet
sales capabilities than rivals.
Co!pany rising stock price in 2B
years.
#tronger global distribution and
sales capabilities than rivals during
2B years.
T/'e o! 4.#$ne##5
5t is a partnership business. *otal shareholder is our
co!pany 3 person. &er shareholder share a!ount are given below)
Na!e &osition I of shareholder
%i(an kanti sarker Chair!an 32I
#hariful 5sla! :ice Chair!an K2I
,uttaleb 9ossain 9ead of finance dept. /BI
%illkis 9ead of !arketing
dept.
/BI

Co!pany Legal #tructure)-
*rade license)
5t is a &artnership co!pany. $ur
total capital is 4 core. e are
collected our trade license approval
the city corporation in %angladesh.
%#*5 Approval)
e use our capital to produce
so!e product. e are already
given our product to test %#*5.
Co!pany location)
L &roduct 2/) MLucky-D potato crackersM plants
established in ,ithapukur , @angpur.
&roduct 24) MLucky-D !ango (uiceM plants
established in Nator, @a(shahi.
&roduct 2K) MLucky-D (a! & (ellyM plants established
in ;a?ipur, +haka.
&roduct 23) MLucky-D @+ !ilkM plants established in
,ithapukur, @angpur
&roduct 2B) MLucky-D fresh !ineral waterM plants
established +upchanchia, %ogura.
&roduct 2G) MLucky-D to!ato pastaM plants
established ,odukhali, "aridpur.
&roduct 2D) MLucky-D "ried peasM plants established
,odukhali, "aridpur.
Co!pany production process)
2/) &otato crackers)
(67"#&$ng 8 S&ell$ng M"c&$ne - "or washing of "resh &otatoes
4. Peel$ng M"c&$ne - "or peeling of &otatoes
K. Sl$c$ng M"c&$ne - "or slicing &otatoes into Chips
3. C&$'# 7"#&$ng M"c&$ne - "or washing and rinsing of &otato Chips in
hot water for excessive starch re!oval before frying
B. Fl"3o$ng M"c&$ne - "or flavoring fried chips
G. P"ck$ng M"c&$ne - "or packing "inished &otato Chips in packets
24) ,ango (uice)
&roduction of fruit (uices is a standardi?ed process and
type of technology depends on type of fruits, scale of operations and
availability of invest!ent financial resources. "or the purpose of this
pre-feasibility, the focus is on fruit ,ango (uice. 5nitial preparatory
processes for all fruits will be si!ilar, as will be the last stages of
(uice1pasteuri?ation section and packaging, although differences in
handling (uice co!position arise in certain cases due to the nature of
the fruit and percentage of pulp involved. %asically, preparation
process of (uices involves the following steps)-
L boiling of fruit pulp
L &ulp #torage in *ank
L #ugar 9opper
L &ulp and ingredients !ixing
L #yrup #torage in *ank
L Fuice &reparation
L Fuice #torage *ank
L"illing and &ack
aging
L Cooling and #torage
2K) Fa! & (elly)
*he ingredients !ust be added in carefully !easured
a!ounts. 5deally, they should be co!bined in the following !anner)
/I pectin, GBI sugar, and an acid concentration of p9 K./. *oo !uch
pectin will !ake the spread too hard, too !uch sugar will !ake it too
sticky.
23) @+ !ilk)
After the fresh !ilk is received it is filtered and pu!ped into the du!p
tank. 5t is then chilled with help of a chiller so that the growth of
bacteria is !ini!i?ed. $n average, fresh !ilk contain 3.BI fats which
will be reduced to K.BI with the help of a crea! separator. *he !ilk
will then undergo the pasteuri?ation process. *his is based on heating
the !ilk to DBNC and holding at that te!perature for at least /B-42
seconds. *his heattreat!ent ensures the destruction of unwanted
!icro-organis!s and all bacteria. +uring this process the te!perature
is reduced to 3NC as at this te!perature ideal growth of bacteria is
stopped. After !ilk processing, the pasteuri?ed !ilk is filled in the
cooling tanks for delivery to
urban !ilk distribution centers. ,ilk is also filled and sealed in plastic
pouches of / liter and 2.B Lars capacity and then are ready for
distribution in !arket. After the pasteuri?ation process is co!pleted,
the tanks will be cleansed through stea! for sterili?ation.
F$g.e (%(5 Poce## Flow o! M$lk Poce##$ng Pl"nt
Mil+ 3eception
3e*ection
Cream
Distribution
Lab Testing
Filing / Packing
in Pouch Packs
4A Appro'ed mil+
Chilling 4 5C
Cream Separator
Standardi6ation
1omogeni6ation
Balance Tank
2B) "resh !ineral water)
*he first step for setting up a water purification plant is the analysis of
source of ater. After the che!ical analysis, the specifications of the
purification plant are set. 5n the purification plant, source water is
stored in the feed water tank, passes through the sand filter for
preli!inary water filtration. ater then passes through the dosing
&u!p-5 where chlorine is added to kill the ger!s in the water. After the
chlorination, water passes through carbon filter. 5t helps in the
!aintenance of proper odor and taste of the water. 5t also re!oves
chlorine fro! water. ater is then passes fro! dosing pu!p-55, where
#odiu! ,eta %isulphate is added. 5t helps in de chlorination of water.
ater is filtered next and passes through dosing pu!p-555, where anti
of water. ater is filtered next and passes through dosing pu!p-555,
where anti sealant is added. 5t prevents scaling of !e!brane fro!
calciu!, !agnesiu! and %iological growth. ater then passes through
reverse os!osis !odule. *his stage of the process !akes water clear
fro! all the conta!inations and !inute particles. ater then passes
through dosing pu!p-5:, where !inerals are added for taste
+evelop!ent. After this stage, water undergoes 'ltra :iolet treat!ent
to avoid any Conta!ination fro! bacteria and other !icro organis!s.
ater then passes through Auto!atic washing, filling and capping
plant. 9ere water is filled into bottles. After "illing bottles are taken
into the warehouse or shipped to the retailers. *he co!plete &rocess
flow diagra! is as under.
2G) *o!ato pasta)
Poce## 8 Pod.ct#
&A#*C & &'L& is differentiated !ainly on the basis of %@5OK and water
contents.
T"4le +6(5 % Tot"l 9RI: $n Tom"to P"#te;P.ee "nd F.$t P.l'
*o!ato &aste K2I-K4I
*o!ato &uree /4I-/BI
"ruit &ulp /2I-4GI
7eed 8ater
Tan+
)osing %ump-
((
Micron 7ilter
&ltra 9iolet
:6onator
7eed 8ater
%ump
Carbon 7ilter
)osing %ump-
(((
%roduct
8ater Tan+
Sand 7ilter
)osing %ipe-(
3e'erse
:smosis %lant
)osing %ump-
(9
Automatic 8ashing# 7illing ; Capping
%lant
8arehouse
3
9$* %@CA8 is a !ethod where in to!atoes1selected fruits are heated by
passing through a stea! heated tubular heater. *his !ethod gives better
yield of pulp having higher viscosity without being separated into (uice &
pulp. *his process also kills !icroorganis!.
.C$L+ %@CA8 is a !ethod where to!atoes are not heated to get the pulp.
*he pulp obtained through Cold %reak process is of lower 6uality when
co!pared to pulp obtained by 9ot %reak.
2D) "ried &eas)-
"ried &eas !ost popular food in %angladesh so our
co!pany establish "ried &eas plant in "oridpur. *his product is so testy.
*his product produce include in !aterials is given below)
&eas, #pices, #alt, and :egetable oil
S:3T(NG2
8AS1(NG
SC3&$$(NG C1:%%(NG T1<3M:
$3<A=(NG
%AC=AG(NG
<9A%:3AT(:N2
C:NC<NT3AT(:N
3<7(N(NG %&L%(NG
ST:3(NG
C&ST:M<3
$@;AN5PA*5$NAL &LAN )
$rgani?ational #tructure)
$ur co!pany structure is functional structure
because ;roups task & activities by business function e.g. -
production, !arketing, finance.
Co!pany organi?ational functional chart is given
below)
Chairman
Bijan kanti
sarker sssarker
9ice Chairman Shariful Islam
HR
department
Quality
department
Production
department
arketing !
sales
department
Billkiss
Financial
department
Muttaleb
hossain
+epart!ent and their function)

"inancial depart!ent)
"inance consists of three interrelated areas)
,oney and capital !arket.
5nvest!ent.
"inancial !anage!ent.
<.m"n Re#o.ce# de'"tment5
&eople in co!panies provide skills, knowledge, intuition, and reasoning
known as hu!an capita. Additionally, the culture inside an organi?ation
consists of relationships, values, and routines and co!panies that have
a strong set of !anagerial values have a strategic advantage over
those that donQt- through e!ployees increased identity with
corporation, increased stability and consistency as well as a guide for
appropriate behavior.
&roduction depart!ent)
Pod.ct$on 8 'l"nn$ng5 *he
'od.ct$on "nd 'l"nn$ng depart!ent will set standards and targets
for each section of the production process. *he 6uantity and 6uality of
Quality
"ontrol
Quality
#ssurance
Recruitment $valuation
arketing %ales !
"ustomers
%ervice
products co!ing off a production line will be closely !onitored. 5n
businesses focusing on lean production, 6uality will be !onitored by all
e!ployees at every stage of production, rather than at the end as is
the case for businesses using a 6uality control approach.
P.c&"#$ng ) *he '.c&"#$ng
depart!ent will be responsible for providing the !aterials,
co!ponents and e6uip!ent re6uired to keep the production process
running s!oothly. A vital aspect of this role is ensuring stocks arrive
on ti!e and to the right 6uality.
#tores) *he #toe# depart!ent will be
responsible for stocking all the necessary tools, spares, raw !aterials
and e6uip!ent re6uired to service the !anufacturing process. here
sourcing is unreliable, buffer stocks will need to be kept and the use of
co!puteri?ed stock control syste!s helps keep stocks at a !ini!al but
necessary level for production to continue unhindered.
Juality depart!ent )
*he de#$gn "nd tec&n$c"l #.''ot depart!ent will be responsible
for researching new products or !odifications to existing ones,
esti!ating costs for producing in different 6uantities and by using
different !ethods. 5t will also be responsible for the design and testing
of new product processes and product types, together with the
develop!ent of prototypes through to the final product. *he technical
support depart!ent !ay also be responsible for work study and
suggestions as to how working practices can be i!proved. A key
aspect of !odern production is ensuring 6uality. *he ter! 6uality
!eans fitness for purpose i.e. a productR process or service should do
exactly what is expected of it
,arketing & sales depart!ent )
L &articipated trade fair & create relationship
with custo!er.
L ,ore advertising reach infor!ation the
custo!er.
L #upplier develop!ent & supply chain
!anage!ent.
LNew !arketing technology.

@esources & Capabilities)
*he @ole of @esource Analysis in #trategy "or!ulation)
5ntangible assets are often overlooked, but they are !any ti!es the
only source of sustainable co!petitive advantage <i.e. brand,
technology, infor!ation, culture, etc=.
&ro(ect)
e have 3 &ro(ect in our co!pany.
Cstablished /2 !achines in our co!pany.
All !achines are high technology base.
orking labor in our co!pany 4B2.
*otal e!ployee in our co!pany K2.
$ffice C6uip!ents)
e have already contacted with a local
furniture & Clectronics co!pany to supply us furniture & electronic
instru!ent by half pay!ent.
"urniture.
Clectronics e6uip!ent.
"ixtures.
,achineries)
Already we contact so!e co!pany 5ndia & china about
!achineries. *hey give us infor!ation about !achineries.
&otato crackers !achineries purchased by China.
,ango (uice !achineries purchased by China.
Fa! & (elly !achineries leasing by %angladeshi
co!pany.
,ilk processing !achineries purchased by 5ndia.
"resh !ineral water & "ried peas !achineries leasing
by %angladeshi co!pany.
*o!ato pasta !achineries purchased by 5ndia.

C'#*$,C@ ANAL7#5# NCC+#)
Custo!er needs analysis is used in a variety of product and brand
!anage!ent contexts, including Concept +evelop!ent, develop!ent
of the Core &roduct Concept, &roduct +evelop!ent, :alue Analysis,
and ,eans-Cnd Analysis <also known as :alue Analysis, :alue Chain
Analysis, or Custo!er :alue Analysis=.$ur custo!er needs analysis
surveys are developed to provide the !ost in depth understanding of
your !arket and custo!ers.
A Me"n#%End A''o"c&
$ur rigorous approach to studying the custo!er will help any co!pany
understand the custo!ersQ needs and their position in the overall
!arket. Custo!er needs analysis is a !eans-end approach, !eaning
that product purchase decisions are the !eans to a value based goal
or state. *his powerful research techni6ue has been used to place '#
presidents into office, successfully re-i!age industries, achieve
co!petitive advantage over the co!petition through target advertising
!essages, and to design innovative and successful new products.
,eans-end analysis focuses on developing a core di!ension !apping
of the three part linkage that exists between product features or
attributes, the functional and psycho-social product benefits or
conse6uences derived fro! those attributes, and the personal
<functional, physical, financial, social, and psychological= values that
add i!portance to the underlying benefits <positive and negative
conse6uences= of purchase.
$ne study for the develop!ent of a new bank credit card found that
nine attributes were critical to consu!ers considering a new card) no
annual fee, status, low interest rate, added value features, acceptance,
credit li!it, ability to carry a balance, location of the sponsoring bank,
and availability. *hese attributes were found to be linked to /4 benefits
<conse6uences= that were perceived as part of card usage) not feeling
cheated, independence, convenience, dependability, and saving
!oney.
9RAND CATE=ORY ANALYSIS
5dentifies si!ilar and dissi!ilar brand groupings within a product
category and the reasons for this perceived si!ilarity or dissi!ilarity.
*he pri!ary reasons, !ost i!portant attributes, and !ost
representative brands are identified and attributes and conse6uences
are laddered
PURC<ASE AND CONSUMPTION TIMIN=
5ssues are often related to product or brand choice and usage. "or
exa!ple, a respondent !ight be asked to identify products used for
relief of a stuffy noseS across several stages like onset, full-blown, and
on-the-!end, or dayti!e and nightti!e. %rand preference identified
for each ti!e-related stage.
PRODUCT OR 9RAND SU9STITUTION ANALYSIS
&roduct and brand substitution !ethods elicit the degree of si!ilarity
of perceived attributes and conse6uences associated with usage. hen
6uestions are asked about the degree of substitutability, attributes and
conse6uences are discovered that inhibit or pro!ote substitution
<attributes or conse6uences that need to be added or re!oved for
substitution or trial to occur=. "or an unfa!iliar brand, the respondent
first can sa!ple or be given a description of the brand, followed by
6uestions like) how likely would you be to substitute <na!e of the new
brand= for your current brand for this occasionTwhy is that>
,arket #i?e
5nclude statistics on the si?e of the !arket, both in ter!s of the
nu!ber of custo!ers and the value of the industry as a whole.
"irst we want to capture +haka division)
Living standard is very high.
,ost of the people are educated.
*ransportation syste! is very good.
$ther city people follow +haka division and these reason we
increasingly our !arket si?e in other division day by day.


,arket seg!entation)
$ur co!pany !arket seg!entation is
de!ographic. e seg!ent our !arket different age base
Age- 'nder- G, G-//, /4-/0, 42-K3, KB-B2
*arget !arket)
e target different age group first target is children and our
second target is 7oung generation because !ost of the young people is
attractive to snakes food. $ur food 6uality is very healthy and these
reason we are capable to attract our custo!er.




&orterAs five forces !odel of co!petition
Threat o& ne' $ntrants
Barriers to entry(
)$conomic o& scale*
)Production
di&&erentiation*
)"apital re+uirements*
),overnment policy*

*hreat of new entrants)
A new co!pany faces !any proble!s if he
wants to entry in the new !arket. "irst they need huge a!ount of
capital without sufficient capital the face !any proble!s. 9uge
co!petitor in the !arket is another proble!. 5f govern!ent rules &
regulation is so hard than co!pany face !any proble!.

+eter!inants of supplier power)
5f the supplier nu!ber is large but good
substitute is few then we will take the strategy to backward integration
to gain control over suppliers.
@ivalry a!ong Cxisting "ir!s)
5f the co!petitors in the !arket are high we
will take the strategy as like product develop!ent.
Rivalry among $-isting Firms
.umber o& competitors*
Relative si/e o& competitors*
Fi-ed cost vs* variable cost*

Determinants o& Buyer
po'er(
).umber o& buyers
relative to sellers*
) Production
di&&erentiation*
*
*
Determinants o& supplier po'er(
)%upplier concentration*
)#vailability o&
substitute inputs*
)0mportance o& suppliers
input to buyer*

Threat o& substitute products
Relative price o& substitute*
Relative +uality o& substitute*
%'itching costs to buyers*
*hreat of substitute products)
5f arise any substitute co!pany of our product
we will try to keep our cost bellow the co!petitors cost.

&C#*LC Analysis)
&C#*LC analysis is a useful tool for understanding the industry
situation as a whole, and is often used in con(unction with a #$*
analysis to assess the situation of an individual business.

"igure) &C#*LC Analysis
F"cto O!ten Com'$#ed O!
&olitical
- Current taxation policy
- "uture taxation policy
- *he current and future political support
- ;rants, funding and initiatives
- *rade bodies
- Cffect of wars or worsening relations with particular
countries

Ccono!ic
- $verall econo!ic situation
- #trength of consu!er spending
- Current and future levels of govern!ent spending
- Case of access to loans
- Current and future level of interest rates, inflation
and une!ploy!ent
- #pecific taxation policies and trends
- Cxchange rates

#ociological
- +e!ographics
- Lifestyle patterns and changes
- Attitudes towards issues such as education,
corporate responsibility and the environ!ent
- #ocial !obility
- ,edia views and perceptions
- Cthnic and religious differences

*echnological
- @elevant current and future technology innovations
- *he level of research funding
- *he ways in which consu!ers !ake purchases
- 5ntellectual property rights and copyright
infringe!ents
- ;lobal co!!unication technological advances

Legal
- Legislation in areas such as e!ploy!ent,
co!petition and health & safety
- "uture legislation changes
- Changes in Curopean law
- *rading policies
- @egulatory bodies

Cnviron!ental
- *he level of pollution created by the product or
service
- @ecycling considerations
- Attitudes to the environ!ent fro! the govern!ent,
!edia and consu!ers
- Current and future environ!ental legislative
changes

%olitical
1e are entering production sector government o& our country become &le-ible in
applying rules ! regulation &or our company ! also rebate ta- amount &rom our
business*
<conomic
%ocial bene&it is the aim in our company* #griculture Product is our main ra'
material it produced large scale in our country* 1e can contribute to increase in
our gross domestic product 2,DP3*1e 'ant to e-port our product its 'ill increase
our &oreign currency earnings that 'ill increase government revenue*
Social
Factors to e-amine here are( cultural aspects and include health consciousness4
population gro'th rate4 age distribution4 career attitudes and emphasis on sa&ety*5
Technolog"
This includes R!D activity4 automation4 technology incentives and the rate o&
technological change
Leg"l5
aintaining all rules ! regulation 'e gets Trade license ! B%T0 approval o& our
government*

S7OT "n"l/#$#5
%efore !aking the decision to invest in the Lucky-D ,anufacturing
Co!pany should carefully analy?e the associated risk factors. A
#$* analysis can help in analy?ing these factors, which play an
i!portant role in !aking the decision.
STREN=T<S5
LAvailability of low cost labor.
L Continuous availability of raw !aterial.
L#uperior technological skills.
LCost advantage.
L#trong adverting and pro!otion.
L&roduct innovation skills.
L%etter product 6uality relative to rivals.
L &roduct affordable to all inco!e groups.
L ide range of target !arket.
L "ully auto!ated plant, hence less labor
involved

7EAKNESSES5
L Cxpected loss at the initial stages of the operation as a
result of sales return fro! the distributors.
$bsolete "acilities.
No clear strategic direction.
*oo narrow a product line relative to rivals.
A weak balance sheet R burdened with too !uch
debt.
eak brand i!age & reputation.
Lack of ade6uate global distribution capability.


OPPORTUNITIES5
#ervice additional custo!er groups or expanding into
new geographic !arkets or product seg!ents.
Cxpanding the co!panyAs product line to !eet a
broader range of custo!er needs.
5ntegrating forward or backward.
"alling trade barriers in attractive foreign !arkets.
Ac6uisition of rival fir!s or co!panies with attractive
technology expertise.
Attraction of youngsters towards products identified
with western lifestyles and tastes and general trend
towards !ore snacking.
$penings to exploit e!erging new technologies.
T<REATS)

#trong co!petition and high pro!otional activity by
the co!petitors.

Likely entry of potent new co!petitors.
Loss of sales to substitute products.
*echnological changes or product innovations that
under!ine de!and for the fir!As products.
#lowdowns in !arket growth
Costly new regulatory re6uire!ents.

,arketing plan)
,arketing #trategies)
0 P>#%
? Pod.ct6
? P$ce6
? Pomot$on6
? Pl"ce6
Pod.ct5
&roduct :ariety)
MLucky-D potato crackersM B2 g! packet.

MLucky-D !ango (uiceM 4B2 !l, B22!l bottle.
MLucky-D (a! & (ellyM 4B2g!, B22g!.
MLucky-D @+ !ilkM B22!l,/ littler.
MLucky-D fresh !ineral waterM B22!l, / litter, 4 litter.
MLucky-D to!ato pastaM
MLucky-D "ried peasM B2g!, /22g!.
&roduct Juality) #tandard product 6uality.
&ackaging) Attractive product packing.
P$ce5
&rice list)
B2 g! packet MLucky-D potato crackersM price /2*8.
4B2 !l, & B22!l MLucky-D !ango (uiceM &rice /H*8 &
KG*8.
4B2g!, B22g! MLucky-D (a! & (ellyM price 32*8 &
D2*8.
B22!l,/ littler. 4 litter MLucky-D fresh !ineral waterM
price /2*8, /B*8,& 42*8.
MLucky-D to!ato pastaM price 32*8.
B2g!,& /22g!MLucky-D "ried peasM &rice B*8, /2*8.
Pomot$on5
Advertising)
$ur advertising ,edia)
*:.
", radio.
&oster.
%anner.
Ca!paign.
&articipated different "air.
5nternet <www. Lucky-D.co!=
&ublic relationship)
e have to create custo!er faith in our
product so that we have to go ahead easily.

Pl"ce5
M"ket co3e"ge5
F$#t we c"'t.e o. Dome#t$c
t&"n we go to $nten"t$on"l m"ket6
De"le S.''ot5
e have dealer support and they can help to
distribute our product different part of the country.

"uture !arket Cxpansion strategy)
ithin /2 years we want to
expand our !arket internationally. e will be export our product two
or !ore countries.
F$n"nc$"l An"l/#$#5%
e have D production plant and these plant
allocation of capital are given)

@L.ck/%7 'ot"to c"cke#@
+etails Capital expenditure
Land B2 deci!al
Labor B2 people
C6uip!ent cost 4222,222 *k
Capital B222,222 *k
@L.ck/%7 m"ngo A.$ce@
+etails Capital expenditure
Land K2 +eci!al
Labor B2 people
C6uip!ent cost 4222,222 *k
@ent area of garden 4 Acre <42 lack per year=
Capital B222,222 *k
@L.ck/%7 A"m 8 Aell/@
+etails Capital expenditure
Land 42 deci!al
Labor K2 people
C6uip!ent cost B lack
Capital /222,222 *k
@L.ck/%7 RD m$lk@
+etails Capital expenditure
@ent Land B2 +eci!al
Labor 32 people
+airy fir! K, K2 cows & calfAs
,ilk pasteuri?ed e6uip!ent
cost
4222,222 *k
Capital B222,222 *k
@L.ck/%7 !e#& m$ne"l w"te@
+etails Capital expenditure
Land K2 +eci!al
Labor /B people
C6uip!ent cost 42 lack
Capital 32 lack
@L.ck/%7 tom"to '"#t"@
Land /B +eci!al
Labor 42 people
C6uip!ent cost B lack
Capital /2 lack
@L.ck/%7 F$ed 'e"#@
@ent roo! 4
Labor /2 people
C6uip!ent K lack
Capital /2 lack
F$n"nc$"l 'l"n5
"inancial plan is an i!portant part of business plan. 9ere
we deter!ine the potential invest!ent co!!it!ent needed for the
partner and indicate whether the business plan is econo!ically
feasible.
Co!pany total capital
Co!pany partner given to a capital)
/. %i(an 8anti #arker --------------- D222,222 *k.
4. #hariful isla! -------------------- D222,222 *k.
K. ,uttaleb 9ossian ---------------- 3B22,222 *k.
3. %ilkis ------------------------------ 3222,222 *k.


*otal e6uity -------------------------- 44,B22,222 *k.
*o*al debt --------------------------- /2,222,222 *k.


*atal Capital -------------------------- K4,222,222 *k.
&rofor!a of ,anufacturing and operating budget for three year)
,anufacturing budget
&ro(ected sales <'nits=
+esired ending inventory
Available for sale
Less) %eginning inventory
*otal production re6uired
7ear / 7ear 4 7ear K
B2,222
B22
B2,B22
2
B2,B22
G2,222
322
G2,322
3B2
B0,0B2
DB,222
G22
DB,G22
322
DB,422
Po!om" o! $ncome #t"tement
INCOME STATEMENT
>ear 1 >ear . >ear -
#ales
Less) Cost of good sold
=o## 'o!$t
$perating expenses)
#elling expenses
Advertising
#alaries & wages
#upplies
@ents
'tilities
5nsurance
5nterest
+epreciation
,iscellaneous
Tot"l o'e"t$ng eB'en#e#
&rofit<Loss= before taxes
*axes
Net 'o!$t)Lo##*
4H,2B2,222
B22,222
+7C11DCDDD
BHH,222
BG2,222
3H2,222
/22,222
B22,222
/42,222
/K2,222
/,222,222
/,222,222
/22,222
+EC(DDCDDD
/222,222
K22,222
)(11DCDDD*
K2,2B2,222
G22,222
+EC01DCDDD
G22,222
B02,222
B22,222
/K2,222
BB2,222
/32,222
/B2,222
/,422,222
/,222,222
/K2,222
+FC7DDCDDD

/422,222
342,222
71DCDDD
32,222,222
DB2,222
-EC+1DCDDD
GK2,222
G22,222
B22.222
/B2,222
G22,222
422,222
/02,222
/,G22,222
/,222,222
/B2,222
-FCE1DCDDD
/B22,222
B22,222
EDDCDDD
Po!om" o! $ncome #t"tement
#ales
Less) Cost of good sold
=o## 'o!$t
$perating expenses)
#elling expenses
Advertising
#alaries & wages
#upplies
@ents
'tilities
5nsurance
5nterest
+epreciation
,iscellaneous
Tot"l o'e"t$ng eB'en#e#
&rofit<Loss= before taxes
*axes
Net 'o!$t)Lo##*
4H,2B2,222
B22,222
+7C11DCDDD
BHH,222
BG2,222
3H2,222
/22,222
B22,222
/42,222
/K2,222
/,222,222
/,222,222
/22,222
+EC(DDCDDD
/222,222
K22,222
)(11DCDDD*
K2,2B2,222
G22,222
+EC01DCDDD
G22,222
B02,222
B22,222
/K2,222
BB2,222
/32,222
/B2,222
/,422,222
/,222,222
/K2,222
+FC7DDCDDD

/422,222
342,222
71DCDDD
32,222,222
DB2,222
-EC+1DCDDD
GK2,222
G22,222
B22.222
/B2,222
G22,222
422,222
/02,222
/,G22,222
/,222,222
/B2,222
-FCE1DCDDD
/B22,222
B22,222
EDDCDDD
&rofor!a of balance sheet
%ALANCC #9CC*
Assets
C.ent "##et#
Cash
Accounts receivable
#upplies
%ank +eposit
Tot"l c.ent "##et#
F$Bed "##et#
,achineries
Less) +epreciation
C6uip!ent
Less) +epreciation
Land
Tot"l !$Bed "##et#
Tot"l "##et#
42,222,222
D,222,222
/2,222,222
/2,222,222
32,222,222
K,222,222
/2,222,222
/,222,222
K2,222,222
07CDDDCDDD
KD,222,222
0,222,222
72CDDDCDDD
(+-CDDDCDDD
L$"4$l$t$e# 8 Owne># eG.$t/
Current liabilities
Accounts payable
Current portion of long ter! debt
*otal current liabilities
Long ter! liabilities
,ortgage
*er! loan
Lease
*otal liabilities
$wnerAs e6uity
Capital
*otal ownerAs e6uity
*otal liabilities & ownerAs e6uity
K2,222,222
/2,222,222
K2,222,222
4,222,222
42,222,222
K/,222,222
0DCDDDCDDD
1+CDDDCDDD
-(CDDDCDDD
(+-CDDDCDDD