B.

History:
o Zahid Mustafa worked for zelim
o The company wnet broke, zahid musfata got out of it, he was the
representative of Perkin Elmer and Jeol.
o Started own company with investment of 30k from Perkin Elmer
o Company stats in 1994, no money but a good relationship with
customers like SIUT, SIUT gave first order of 2core RS, JEOL gave
merchandise on credit.
o 4 managers from zelim joined AMS
o Company grew more, and more companies approached Mether Toledo
etc
o Company started out with loan from family, start up company, office no
fans etc.
o First branch Islamabad (check)
o Then Lahore, then Peshawar, then Quetta but Quetta Failed (cause
immense amount of bribe-trade expense, local expertise was none
there, plus situation was bad there time 2004, 2005)\
o Gradual growth over the years had a very strong product market/
product line.
o 4years ago, all the managers left in the initial years and started out
their own company hence AMS was handled by Zahid alone(ask
time/year)
o AMS managed tender based business, were able to win tenders,
finances were not as well organized (TENDER BASED BUSSINESS CAN
BE WEAKNESS AS UNCERTAINITY OF ORDER/TENDER)
o 2005, AMS took major steps to grow business and maintained proper
finances, got books into order
o Grew from a 5people company in 1994 to a 130 plus company in 2012
o ISO 9003 certified in 2003(check) in 2005, 2006 (systems & processes
for services based company)
o ISO 9001 higher certification in 2008.
o Only company in market in this line of business that is ISO certified, so
Clients with ISO certified requirements started bringing in business
(could be strength)
o Branch in multan in 2011
o 2011 implements ERP, start building it and still in process of building
ERP
o Ask PROUCTS LIKE CT SCAN etc and CLIENTS

SWOT:

*Strengths:
o Networking strong, strong relationship with customers (can
come in GOODWILL of company, trustable)
o Established brand name in market
o The only ISO certified company in market (Management has
enforced ISO as a quality barometer as BENCHMARKING)
o Unparallel services as compared to competitors (ask
competitors) ( management has invested into services,
invests a lot of money into services invested 1core last year
for training e.g sales/services training etc )
o Management has chosen brand names, brand names are
known quality brands, and these brands have trust in
management
o No liabilities from Bank, competitor is 15core RS in debit
o Presence in All major cities of Pakistan
o Open door policy, where any employee from peon to
manager can bring forth feedback and complaints etc
(Empowerment of workers)
o Regular meetings with sales and service personnel, as they
are the ground staff interacting with the outward
environment and hence get productive feedback.
o Management takes pleasure into giving incentives and
motivations to employees like publishing newsletter and
acknowledging employee achievements
o AMS was selected as the fastest growing company in
Pakistan by CYAN limited
o Arabia 500 finalist
o Collaboration and bringing all the stakeholders (people who
are going to execute the stuff) in with management to find
solutions.
o After sales service is a one of AMS strength

Weakness:

o Product line is top of range but expensive (carters to niche

market)
o Theres a lack of coordination between services and sales
departments like e.g. equipment sold to client, the sales
representative did not know that particular equipment
requires mandatory accessories so when services guy goes
for installation realizes these accessories are not there, and
client has already paid for product.
o Have given less thoughts in increasing services revenue,
needs more concentrated effort on services revenue.
o Management spends so much time on administration side,
whereas it could put in more effort in finding new
opportunities
o Apart from top management, like regional managers lack
team building skills,
o Management is not willing to go into mergers/ partnerships
which might help their business grow
o No financial projections, no budgeting

Opportunities:
o Diversifying portfolios, the current economic conditions have
made business stagnant, so AMS has diversified into IT
(Tresk Technlogies), Chemicals (sales of all forms of
chemicals like food, research etc and represent the biggest
chemical firm in Pakistan Sigma Elderidge)
o Get service revenue upto atleast 10%
o Get into Afghanistan market, a lot of foreign investement is
coming in there, clients from academia have approached
o AMS has an in house software development capabilities, and
could provide customized application softwares, A lot of
customers are laboratories , Research/ Academia labs dont
have comuter systems for analysis, and AMS has the
expertise to develop a solution as they know what system to
incorporate etc and develop customized application (tailored

o
o

software s) that would otherwise cost a lot to get from

foreign concerns
Foreign government investements in academia, research
instituiions and forensics divison like Australian government
has taken the initiative for a DNA backed forensic lab to
counter terrorism
Looking into different markets outside Pakistan for expansion
Sharjah, US (move towards global stage as market is
stagnant here)
Possibility of expansion bringing in new managers;
specialized managers i.e one manager for one product.
Rekodeq, place in balochistan, minerals exploration, coal
project in THAR (LECO is benchmark in coal analysis), quality
control products

Threats:
o Brain drain of human resources, personnel after receiving
training and experience move out to better paying
opportunities in the gulf and hence there is a constant
void that needs to be plugged every now and then
o Local expertise is hard to find, so you require a lot of time
to develop expertise
o Govt policies/ regulations change, dollar rate fluctuates
that causes fluctuation,brands gives their rates in dollars
and AMS gives rate in rupees to clients.
o Business cycle is too big, AMS has a tender based
business and government tenders are flocked with hurdles
like bribes etc (ASK HOW MUCH PERCENT OF REVENUE
FROM CONVENTIONAL SALES AND TENDER BASED SALES)
o Major clients is government academia, so every year there
is a cut down on academic funds so money gets stucked
up
o Security economic stability most multinationals personnel
do not want to travel here

Objective:
o To provide complete solution, sell quality products,
never add a competiting product to already existing
principals, providing best services, having a good
cordial working environment.
o Planning programs- taking company paperless and
exploring new ventures
o Increasing a sales/ services personnel
o Cross-pollination, to get a guy from services
backgrounds that has an on ground realities of the field
and have the germs for sales and bump them into sales
to plug the gap between sales and services
o Trying to improve on service revenue, market trend not
pay, give estimated cost for record, even if customer
doesnt pay, to make the customer realize
o Adjusted services charges according to inflation, which
were not changed since 1994. The adjusted prices,
made contracts more attractive as compared to single
visits multiple times. Like tender contract is a lakh and
and fee for one time service visit was for 5k, so
customers preferred one time visits so updated one
time service charges and got it upto a level that would
make tender service charges seem more attractive.
Problems:
o Incredibility of government policies
o Service charges, people unwilling to pay
o Cheaper Chinese products with lower quality are
being preffered (WHERE????)
o Bribes corruption
o Principals (trained expertise from foreign
companies cannot travel
o Local expertise is hard to find, have to train human
resources and that comes at a cost of both money
and time

o Dollar and rupees parity, unstable

o Government institutions hard to extract money/
payments due to lack of commitment budget cuts
(like HEC)
Developing strategies:
o Training programs for sales and services
teams, communication training, service
training etc
o Infrastructure- develop infrastructure, may be
maintain bigger inventory
o Reach out to future end users PHDs si that
they develop a familiarization to AMS
because they are the ones would be using
analytical instruments at the end of the day
o