STRATEGIC MANAGEMENT ANALYSIS OF

Submitted to: Mr.Asad Mengal

Submitted by: Nasibullah khan
Azhar Hussain

Balochistan University of Informational Technology Engineering and Management Science Quetta

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 Executive Summary

The repot at hand provides useful insight about Engro Pakistan Ltd, a

private fertilizer firm that keeps about 22 % of market share in the milk food

industry Pakistan. Established in 2005, a 100% owned subsidiary –First

investment of dairy plant Processed milk market is growing at approx. 20%

per annum Olper’s achieved peak market shares of 12.3% within 6 months

of launch Other products launched –Olper’s Cream, OLwell –High Calcium

Low Fat Milk (Premium Brand) Plans to expand product portfolio Milk

processing capacity to increase by 200% to 200 million liters annually Will

become the only company in Pakistan covering the entire milk catchments

area Already has the second largest chilled milk collection system in the

country Distribution network to double from 58 towns to 119 towns by the

end of 2007JV with global food major in advanced stage of negotiation

Forces in the external environment that affect company’s performance are,

political, economic, social and technological whereas company-specific

external forces are Major Players in the food Industry, which are ten in

number; Nestle being the leader with 41 % market share. Typical packed

milk consumers are the children. Therefore, Engrofoods has a large number

of consumers throughout the country.

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 After the introduction The EFL mission and vision statement, External and
internal audit steeple analysis, situational analysis ie.SWOT analysis IEF
matrix .EFA Matrix BCG matrix, space Matrix, PAQSM and at the end
FINANCIAL RATIO ANALYSIS of the company has also been done. The
company core competencies also discussed. Finally, certain
recommendations are also given at the end of the report.

Introduction to Engro Pakistan:

Engro Chemical Pakistan Limited is the second largest producer of Urea fertilizer in Pakistan. The
company was incorporated in 1965 and was formerly Exxon Chemical Pakistan Limited until 1991,
when Exxon decided to divest their fertilizer business on a global basis and sold off its equity of
75% shares in existent company. The Employees of Engro, in partnership with leading international
and local financial institutions bought out Exxon’s equity and the company was renamed as Engro
Chemical Pakistan Limited. Engro is a public limited company listed on the Stock Exchanges of
Karachi, Lahore and Islamabad.

The principal activity of the Company is manufacturing, purchasing and marketing of fertilizers.
The Company is also involved in the production and marketing of seeds and has invested in joint
ventures engaged in chemical related activities. As part of its diversification strategy, controlling
interest was acquired in a company offering industrial solutions in automation and control. A new
milk plant has been established at Sukkur the milk is branded as Olpers.

Mission Statement:

Engro is progressing day by day because they have a vision and mission the keeps the motivated
and keeps them going. Their mission as they describe as:

“Our mission is two fold, to help farmers maximize their farm produce by providing quality plant
nutrients and technical services upon which they can depend. To create wealth by building new
businesses based on company and country strengths in petrochemicals, information technology,
infrastructure, food and other agriculture sectors.”

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And further describing the adoption fashion they say,” In pursuing the mission we shall at all times
be guided in our conduct and decision making by our core values.”

Vision Statement:

Engro’s vision is

“To be the premier Pakistani enterprise with a global reach, passionately pursuing value creation
for all stakeholders”.

A Diversified Conglomerate.

Fertilizer Business

Agriculture accounts for 25% of GDP and 45% of employment in Pakistan Second largest Urea
producer of Pakistan .Capacity975 KT/A Market share20% Second highest phosphates sales
(~400KT/A) –Market Share 23% ECPL’s Margins are by far the best in the industry. Zarkhez
(NPK) Market leader -Capacity 160 KT/A –Market Share 95% Urea shortage expected to grow to
1.2 million tons/annum by 2010. World’s largest single-train Urea plant of 1.3 million tons being
setup at a cost of US$ 950 million. On commencement of operations in mid 2010, cash fixed costs
of the new plant will be a third of the existing plant; scale & brown field synergies Gas
consumption at the new plant will be 15% less than the existing plant. Engro’s Daharki complex
will become the world’s fifth largest Urea production site; 2.28 million tons, 3 plants.

Engro Energy Limited

Established in 2006-100% owned subsidiary Pakistan is facing growing energy deficit -Energy
consumption has been growing at 7% per annum Setting up a 220 MW gas based power plant at a

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cost of $220 million with commercial operation in 2009 Short-listed along with 3othercompanies for
privatization of Jamshoro Power Company

Engro Innovative Automation Limited

Acquired majority stake (51%) in a knowledge based company Innovative Engineering &
Automation Ltd in 2003 Market Leader in domestic Industrial Automation –Honeywell distributor in
Pakistan Expanding internationally to synergize, and benefit from lower costs at home and higher
demand abroad Now operating in Dubai, UAE which contributes 25% of revenue and half of the
profit Company’s first IP product “iboiler”launched internationally in 2006 Acquired an automation
company in the US in Dec. 2006; mandated to develop outsourcing opportunities

Engro Vopak Terminal Limited

A 50-50 JV with Royal Vopak of Holland; established 1997 Royal Vopak is the world’s largest
independent tank terminal operator Engro Vopak handles 70% of liquid chemical imports in
Pakistan .Setting up our country’s first Cryogenic facility for ethylene imports
Well positioned for setting up proposed LNG terminal –under active consideration of the
government; Cost US$ 350 –400 million.

Engro Asahi Polymer &Chemicals. Limited

Established in 1999. 80-20 JV with Mitsubishi Corp. Pakistan’s only PVC manufacturing plant;
facing buoyant domestic demand since 2006 Successfully placed 22% of sales in diverse export
markets from Australia to East Africa in prior years (2004 –2005) Expansion and back integration
underway –imported ethylene + new caustic soda plant; EDC/VCM/PVC

Engro Food Limited.

Established in 2005, a 100% owned subsidiary –First investment of dairy plant Processed milk
market is growing at approx. 20% per annum Olpers achieved peak market shares of 12.3% within 6
months of launch Other products launched -Olpers Cream, Olwell –High Calcium Low Fat Milk
(Premium Brand) Plans to expand product portfolio Milk processing capacity to increase by 200% to
200 million liters annually Will become the only company in Pakistan covering the entire milk
catchments area Already has the second largest chilled milk collection system in the country
Distribution network to double from 58 towns to 119 towns by the end of 2007JV with global food
major in advanced stage of negotiation

Food industry in Pakistan.

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The food and its allied products industry is considered Pakistan’s largest industry, and is believed to
account for 27 percent of its value-added production. Trade sources estimate the sector's total value of
production is over rs.46 billion (rs.58.00 equal usd 1.00 at the current exchange rate). Pakistan’s food
industry produces cooking oils, hydrogenated vegetable oils, sugar, flour, dairy products such as milk,
butter, yogurt, cheese and ice-cream, biscuits, breads and confectionery, fruit juices and fruit juice
drinks, carbonated beverages, snack foods based on rice, potatoes, corn and pulses, processed
chicken, jams, jellies, squashes, sauces, pickles, and some cereals and canned fruits. The fish, meat,
fruit and vegetable sectors are underdeveloped partly for lack of adequate infrastructure, including
storage and transportation facilities. Government policies and plans are expected to greatly increase
the development of seafood’s industry. Development and implementation of milk standards is also
essential to define milk price based on quality. Dairy science and technology education universities
also need to support industry in dairy breeding, nutrition, industrial management and product quality.

Presently no under-graduate program is available in the country to support this sector. Presently,
Pakistan has only a few scholars in prime principles of dairy science including animal breeding and
genetics, dairy nutrition, dairy management, and dairy technology to support and develop dairy
industry. It is essential because the veterinarian could only provide support to the animal industry
developed on the animal production science principles. Animal or dairy production science is
altogether a different subject than that of veterinary education.
In conclusion, development of dairy cooperates, restructuring of Extension; research and educational
institutions could perk up rural oriented dairy sector to market oriented dairy industry that guaranteed
food security social and economic growth in Pakistan.

Engro Food
Engro Foods Limited is subsidiary of Engro Chemical Pakistan Ltd. which is one of the most reputed
enterprises in Pakistan with more than 40 years of diversified business operations in the areas of
fertilizer and chemicals. Engro Foods started its business operations in March 2006 and with the
successful launch of Olpers Milk, Tarang, Olwell, and Olpers cream, it has established itself as a
major player in the foods business. Engro Foods has already set up two processing plants at Sukkur
and Sahiwal. With the ever expanding milk collection network and processing facilities, the Supply
Chain has geared us for the growing sales of our products

We believe that our recent successes will take us to our goal: To be one of the biggest players in the
food business. Our aim is to dominate the food business, and to achieve this we will settle for nothing
less than the cream!

Our Brands.

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Our Affiliates

Our Values.
Integrity
We have an open disclosure policy and transparent processes. All our business activities / transactions
are carried out honestly and with fairness.
Our People
Have passionate people with intelligent and firm approach towards business. To facilitate these
people we give those challenging opportunities, training, fun loving environment, necessary resources
and facilities. We publicly recognize our talent.
Innovation
Innovation is the way of life at EFL. It is valued, encouraged and rewarded in all aspects of our
operations.
CSR
We stand committed to sustainable business growth and ensure 100% compliance of CSR by ensuring
the safety of our people, assets and the community in which we operate. EFL takes significant strides
in poverty alleviation - both rural and urban, environmental safety and build up of farming expertise.
Consumer Centric
Consumer is the reason for our existence as a business.

Vision
Aims at transforming the company within the next five years into first a national food industry
giant, then into a regional force and finally into a global player.

Mission
Build Branded food business to improve quality of life by offering tasty, affordable and highly
nutritional products to our consumers while maximizing stake holders' value

Objective and goals

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 Engrofoods main objectives are to supply everyone their favorite olpers Milk and to satisfy the
consumer needs and wants. Engrofoods second main objectives are to provide profit to the
shareholders and increase the market share.

EFL dreams to be BIG. We want to be a major player in the food industry which is also evident
in our vision, "Elevating Consumer Delight Worldwide". EFL wants to challenge the industry
norms and surprise whoever has eyes on EFL.

ANALYSIS OF MISSION
Component of mission Description Addressed or not?
statement
Customers Who are the firm’s customers? yes
Products or services What are the firm’s major products? yes
Markets Geographically, where does the firm yes
compete?
Technology Is the firm technologically current? no
Concern for survival, Is the firm committed to growth and yes
growth, and profitability financial soundness?
Philosophy What are the basic beliefs, values, yes
aspirations, and ethical priorities of the
firm?

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 Self-concept What is the firm’s distinctive yes
competence or major competitive
advantage?
Concern for public image Is the firm responsive to social, no
community, and environmental
concerns?
Concern for employees Are employees a valuable asset of the no
firm?

STRATEGIC Internal and external Audit

i. STEEPLE Analysis

No organization exists in a vacuum; the environment within which the firm has to operate will
affect the way that strategy is both planned and carried out and changes in the environment is also
the most likely reason for making changes in the strategy. Changes in the environment are also the
most likely cause of failure of strategic plans. The most carefully calculated strategy would be able
to drive the market in the favor of the organization and will maneuver the external environment in
the best possible way. Engro Foods like all the organizations they also have to face such kind of
environment which is very dynamic. Being in the market as a challenger they have to face all the
external factors and have to cope up with them accordingly

S - Social Factors

Engro food has helped to bring about a change in life style of the Pakistani People by introducing
UHT Milk, as the literacy rate is improving and it is resulting in a better awareness of the olpers and
Tarang UHT treated milk and is helping them improve their sales and Milk with its basic benefits
has helped improve the image and more usage has been seen in the past years. Special awareness
Campaigns can also be launched and can help portray a better image of the product in front of the
customers. The attitudes of the people are also changing with the passage of time so as a result the
usage of open gawala milk is changing and people are opting out the usage of standardized packed
milk.

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T - Technological Factor
The type of the technology available within the industry states the competitive environment because
creative use of new technology is what often gives firm there competitive advantage. This
environment does not change that much quickly but the changes that come are strong enough that
can change the way the industry is currently running. Haleeb production process uses UHT (Ultra
High Treatment) technology. Engro food administrators claim that their plant adopted the latest
technology for milk processing and thus it had an edge over other around twenty plants in
competition including Haleeb, Milkpak as all other plants were based on obsolete European
technology. The idea behind UHT investment was to provide consumers with the best quality of
packaged dairy and food products that no other company can produce.

E - Economical Factor

Engro Foods is strongly affected by both the Economic and the Demographic environment around
and have to keep on taking different steps to respond accordingly. There is no sales tax on the milk.
Hence it is a real plus point. Material supply and shortages are faced by the company for both
Packaging and for the product it, as milk’s production is seasonal and keeps fluctuating and
adequate steps are required to be taken in order to keep it working smoothly. Haleeb also don’t
charge interest on its products which also makes a huge difference economically.

E - Environmental Factor

As, the environment always effect the way strategies are being carried out and implemented. Engro
Foods like all the organizations they also have to face such kind of environment which is very
dynamic. Being in the market as a challenger they have to face all the external factors and have to
cope up with them accordingly. Haleeb have the strategies to positively engage the staff in work
and boost up their moral. Engro food has a friendly environmental culture within the organization to
make their employees comfortable and to deal with the external problems. There are few seasons in
which the availability of milk reduces that effect the production of milk and left Engro food with
fluctuated sales.

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P - Political Factor

Engro food also abides by the rules formed by the Government and set their strategies that are
according to the laws and legislations of the Government they are working under. Tetra Pack (brick
pack), that was for the first time that milk came in that form soon followed by the Nestlé’s Milk Pak
which as a multinational rocked the UHT Milk industry of Pakistan. They are not actually bound
under any sort of trade agreements. As far as the employment laws are concerned Engro food
abides to laws set by the government for trade policies, government policies and completes its
responsibilities in a better manner.

L - Legal Factor

Engro foods always stand by the rules and legal conditions imposed by the Government and set
their strategies that are according to the employment laws and legislations of the Government they
are working under. Engro food always keeps its department updated about what is happening in the
sector or milk industry, and that will help them to make their strategies accordingly. Engro foods
have the legal laws like, Minimum wage, working time, Food stuffs, Engro foods don’t believe in
Under 18 working, Occupational/ industrial Training, Environmental regulations, Consumer
protection Industry-specific regulations etc.

E - Ethical Factor

Engro foods are well renowned company operating in the milk industry since 2002. And the reason
for this is importantly their ethical values. They don’t sale on credit or on interest because they
consider it unethical and not according to the law of our religion.

ii. PORTERS FIVE FORCES MODEL

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 1.

THREAT OF NEW ENTRANTS:

The average entrepreneur can't come along and start a large food company. The threat of new
entrants lies within the food industry itself. Some companies have carved out niche areas in which
they underwrite dairy supply. These food companies are fearful of being squeezed out by the big
players. Another threat for many food companies is other food services companies entering the
market.

• Capital requirements
Competing in a new industry requires resources to invest. Production of packed products requires
huge investment of financial, human, technical, and marketing resources. At the moment Engro
Olper’s have some threats like from new entrant’s goodmilk product of shskargang food.

• Economy of scale

Economy of scale determines entry because they force potential competitors either to enter on a
large scale bases (a costly and perhaps risky move) or to accept a cost disadvantage. Moreover, new
entrants in the pasteurized milk business may encounter scale related barriers not just in the

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production, but in the advertising marketing, distribution, financing, and raw milk purchasing as
well, Engrofoods achieved its breakeven in 2003

2. BARGAINING POWER OF SUPPLIERS:

The suppliers of food might not pose a big threat, because of the reasons;

• Number of suppliers

Raw milk is standard commodity and is available in the open market from a large number of
milkmen. If anyone refuses to sell its product then company can buy it from others who are already
willing to sell to company.

• Importance of volume to supplier

Suppliers also have less leverage to bargain over price because the company is purchasing the large
volume of their milk and suppliers don’t have much option to sell milk to others.

3. BARGAINING POWER OF BUYERS:

The individual doesn't pose much of a threat to the food industry. Large clients have a lot more
bargaining power with food companies. Large corporate clients like airlines and retailers pay
millions of dollars a year. There are large numbers of distributors, who are buying and distributing
the product, so their bargaining power is low and company have leverage to dictate implement its
terms and conditions to distributors.

• Backward integration

Another reason of low bargaining power is that no buyer/distributor has the resources to start
involve in backward integration.

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 4. AVAILABILITY OF SUBSTITUTES:

This one is pretty straight forward, for there are plenty of substitutes in the food industry. Most
large food companies offer similar suites of services. Companies focusing on niche areas usually
have a competitive advantage, but this advantage depends entirely on the size of the niche and on
whether there are any barriers preventing other firms from entering.

5. COMPETITIVE RIVALRY:

The food industry is becoming highly competitive. The difference between one Food Company and
another is usually not that great. As a result, food industry has become more like a commodity - an
area in which the food company with the low cost structure, greater efficiency and better customer
service will beat out competitors. Food companies also use higher investment returns and a variety

of food investment products to try to lure in customers. In the long run, we're likely to see more
consolidation in the food industry. Larger companies prefer to take over or merge with other
companies rather than spend the money to market and advertise to people.

Not only local but attempts by cross border competitors or companies to gain stronger foot hold in
each others domestic market boosts the intensity of rivalry, especially when the foreign rivals have
lower cost or very attractive products. In case of Engro foods so far nestle and hale are the only
diverse rival and another players that has just joined the UHT Milk sector is goodmilk, no doubt the
competition between Engrofoods and Haleeb is quite intense both are engaged in consistent
homework just to break and attract the customer towards each other but goodmilk is adding to the
competition between the sector.

SWOT Analysis

Strength
Engro’s back.

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Olper’s is a brand of ENGRO foods. This means that consumers can relate their former image of
ENGRO foods to Olper’s. ENGRO is a well established brand name in Fertilizer, IT and
infrastructure business. The brand is well known so customers will automatically have a brand
association with Olper’s and see it as a premium quality product. ENGRO is world renowned so it
can easily attract foreign investors in backing it against other competitors such as Nestle. ENGRO
foods can easily afford research and development costs for Olper’s have in order to introduce new
products. It can also distribute the brand through better channels because of its long term
relationship with distributors in the agriculture sector.

PR with farmers

ENGRO has been interacting with the farmers for fertilizers and has gained quite a good reputation
over the years. It has led to a strong bond and long term relationship with the farmers who are
willing to supply milk to the company. This is an added advantage and strength for the company
because it will never be short of milk production. The farmers also won’t have to look elsewhere to
sell their milk.

Positive response from customers

In first year, EFL crossed 1.4 billion sales figure which shows customers’ satisfaction upon EFL’s
products. 4. Its taste, quality proposition and world-class quality proposition system.

Strong consumer & product research

Olper’s done a strong consumer & product research before and after launching the product. This has
provided them the perfect launching pad to eventually emerge as a global player in the food
industry. To develop its future portfolios, EFL has hired various global research partners like AC
Nielsen, Mindshare, JWT Asiatic and MARS marketing and advertising agencies.

Third-Generation Plant
EFL only, has the third-generation UHT milk plant in the country. EFL plant is the only plant in
Pakistan that uses Bactofuge technology to virtually eliminate bacteria and ensure premium quality
and hygiene. Moreover, it is also setting up another milk processing plant in Central Punjab
(Sahiwal) with an investment of Rs. 2 billion (US $ 33 million).

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 • Worldwide fame of Engro.
• Efficient milk collection system.
• Keeping high quality standards.
• Integrated distribution and warehousing facilities.
• Successful related diversification.
• Generic brand name of Olper’s
• Large market share of Engro innovative and chemicals.
• Having Good reputation in the market by strong brand name i.e. Engro

Weaknesses

Olwell TVC
Olwell ad which is based on Western life style, ENGRO foods brand management showed a man
who put off his clothes & remain just in his undergarments, or half nude lady in a cat walk or men
admiring the figures of a lady in mix gender health club. In this ad they are creating associations
with the brand through the stripes, which is a highlight of Olwell packaging. Half naked people
have been shown with tattoos of the same stripes in order to show that they are loyal consumers of
Olwell. Also, the talent, situations and locations connects well with the ad to give Olwell a premium
positioning. The brilliant marketing people at ENGRO Foods failed to analyze is that the market
they are targeted the ad on, is Pakistan, where practicing Muslims reside, who have strong religious
beliefs. When making the ad, the brand managers were focused on, making an ad that should give
the brand the most premium look and feel amongst the target consumers but on the other hand they
were least bothered about the ethics, religious beliefs and cultural values.
Owning Red Color
The company has not owned the color red like Nestle has a green Milkpak; Haleeb has a blue carton
etc. This may create problems because when a consumer enters a grocery shop, then he/she might
have problems in recalling the brand because there is no color association attached to Olper’s. The
company may need to find a suitable color in which to focus its upcoming marketing strategies.
Low Quality Milk
EFL is not having its own dairy farms; it largely collects loose milk from farmers & gwalas through
its 40 milk collection centers, which sometimes is of low quality and impure because they add
vegetable oil to milk to get higher prices.
Packaging
EFL is dependent upon Tetra Pak for the packaging of its entire dairy products. Tetra Pak is the
only option available to Olper’s for packaging because it is having monopoly in the packaging
sector in Pakistan. Due to this reason, Tetra Pak can charge them higher and it could increase the
production costs.
Milk collection & distribution costs

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EFL’s 34 out of 40 milk-collection centers are located in Punjab, where as its only milk processing
facility is situated near Sukkur (Sindh). It increases the milk collection & distribution costs; and
also increases the chances of milk getting spoiled because of increased traveling time.
Narrow brand portfolio
It has been more than a year now, when EFL launched its first dairy product, Olper’s Milk on
March20, 2006. But EFL’s brand portfolio still consists of just 3 products i.e. Olper’s Milk, Olwell
Milk and Olper’s Cream. Whereas its competitors like Nestle and Haleeb Foods have a much
diversified line of dairy products.

• Unable to compete in price sensitive segment of UHT milk market.

• Under-utilization of the capacity.
• Unable to fulfill the demand of local powder milk market.
• Not yet ISO certified

Opportunities

Increased funding by Government

Government has decided to increase farmers’ funding. This is an opportunity for ENGRO foods
because previously due to weather conditions and other reasons there was lots of wastage of milk
but now that can be reduced as farmers will be better able to store milk for longer time periods.
Increased consumption of PLM
Competition may create opportunities for the company because each competitor in the milk industry
wants to increase penetration of processed liquid milk and so they will create awareness for
consumers through different advertising media. This will ensure the increase in the consumption of
processed milk instead of lose milk and so will in turn lead to increase in sales for the company.
Therefore there will be an opportunity for accelerated growth.
Awareness
Growing dissatisfaction with loose milk and increasing awareness about health and hygiene issues
have led to increased processed milk consumption.
Third largest producer of milk
Pakistan is the Third largest producer of milk in the world with a total production of 32 billion liter
of milk a year, whose value is more than that of the combined value of wheat and cotton, from a
total herd size of 50 million milch animals (buffaloes and cows). Livestock accounts for 46.8
percent of agricultural value added and about 10.8 percent of the GDP. Milk is the largest

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commodity from the livestock sector accounting for 51 percent of the total value of the sector. Due
to the steps taken by the government and private sector, country’s annual milk production is
expected to grow at an additional 3 billion liters in the next few years. This is quite an opportunity
for ENGRO foods as there is lot of growth in this part of the sector.

• Improving Economy
• Population growth rate.
• High urbanization rate.
• High literacy rate.
• Flexible government policies for food industry.
• Have significant growth opportunities
• Has sufficient capital to expand.
• Has the potential to innovate and differentiate the company's products to sustain a
competitive advantage
• May merge with other global businesses to eliminate competitors.
• Having Capable of expanding into other markets of the world

Threats

Competition
Competition may pose a threat because the company will have to maintain its leadership in an
expanding market so that it doesn’t lose its market share to its competitors. For Olper’s it might be
difficult to penetrate in a market where the loyalties exist for such brands as Nestle and Haleeb.
These brands have been in the milk industry far too long and have left a mark in the minds of
consumers in terms of quality. Competition seems to be getting tougher as a result of new players
entering the dairy market.
Perceptions and Price Differentials
Consumers’ perceptions and price differentials can cause a threat for the company. It is important
that Olper’s comes up to the expectations of the customers and fulfills its conformance quality that
is the company meets its promised specifications. Consumer’s preferences change with time and
prices might create certain barriers in terms of the profit margins for Olper’s. For example, lose
milk is still cheaper than packaged milk and that is also one factor that people still prefer to buy lose
milk.
Has many major global competitors with its main one being Nestle Pakistan, Haleebfoods can be
substituted by other milk producer made by its competitors.
These competitors may develop marketing strategies to eliminate The Engrofoods Olpers. There
may be an economic downturn in the business cycle.

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 • High inflation rate.
• Low purchasing power.
• Decrease in GDP growth rate.
• Increasing interest rates.
• Decreasing investment.
• Recessionary period in business cycle
• Competition with Nestle, Engro Foods and the new entrants.
• Engrofoods is currently facing are increase in Sales Tax

INDUSTRIAL SWOT ANALYSIS

Strength
• Endowed with the very good breed of buffalos and cows
• Highest per capita consumption of milk in Asia
• Regular culling of less productive/unproductive animals
• A high ratio of agricultural land to agricultural ratio
• An emergence of commercial dairy farms on a large scale

Weaknesses
• Small and scattered animal holding
• Prevalence of traditional raw milk marketing system
• Poor quality of milk; lack of remunerative producer price for milk
• Milk processing predominantly dependant on obsolete UHT technology
• Mushrooming growth of cattle colonies in suburban areas; High cost of milk
• Production; a long chain of middle men
• Inadequate infrastructure and institutional facilities and support
• Low utilization of installed capacity of dairy plants
• Poor quality of animal health care and breeding services; lack of professional management

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Opportunities

• Huge unsatisfied demand of milk and milk products.

• Substantial scope for increasing milk production through improvement in the marketing
system by ensuring a year round remunerative price to milk producers
• Increase consumer awareness of healthy eating

Threats
• Unregulated imports of dairy products at cheap prices
• Inadequate public and private investment in modernization of the sector
• Vested interests in perpetuating the dependence on imports of dairy commodities

What is SWOT matrix?

The concept of determining strengths, weaknesses, threats, and opportunities is the fundamental
idea behind the SWOT model. To present the model in a more understandable way, scholars came
up with so-called SWOT matrix. SWOT matrix is only a graphical representation of the SWOT
framework.

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The above is a schema of how SWOT works. You start at the top level and go down to details.
When this is filled with content, it gets the shape of a matrix, such as Example below:

SWOT Matrix for Engrofoods.

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 Strengths Weaknesses
1. Worldwide fame of Engro.
EXTERNAL FACTOR ANALYSIS
2. Efficient milk collection system.
1. Unable to compete in price
sensitive segment of UHT milk
Forhigh
3. Keeping Engrofoods
quality standards. market.
INTERNAL FACTOR ANALYSIS
4. Integrated distribution and
2. Under-utilization of the capacity.
3. Unable to fulfill the demand of
SUPER
Key SWOT
Strategic Factors For
Weight Engrofoods
warehousing facilities. Rating localWeighted
powder milkScore
market.
Key Strategic Factors 5. Generic
Weight Rating 4. Not yet ISO certified
Weighted Score
OPPORTUNITIES
brand name of Olper’s
Raw Material 6. STRENGTHS
0.1market share of Engro4
Large 0.4
Brand Image 0.08
innovative and chemicals.
4 0.32
Availability
Growing Sales 0.03 3 0.09
Market Capitalization
Market Share 7. Having 0.08 Good reputation in the
0.05by strong brand name3i.e.3 0.24
0.15
Diversification market
0.07 2 0.14
Distribution Channel 0.08
Engro 4 0.32
Exports
Product Quality 8. Strong 0.07
0.07R&D 3
3 0.21
0.21
Haleeb
CapacityBottle 0.04
0.08 1
4 0.04
0.32
Credit Policy
Innovation 0.06
0.04 23 0.12
0.12
Opportunities
Joint Ventures SO 0.06 3 WO 0.18
Customer Oriented 0.02 3 0.06
1. Improving Economy force
Qualified Work Increase 0.01THREATS
production of quality milk 3 to As per the increase0.03 demand of the milk
New cater the 0.08
unsatisfied demand(S2,O2,O8) they should fulfill0.24
the demand as EFL
2. Population REntrants
& Drate.
growth 0.05 3
4 0.2
have the ability to expand.(W3,O8).
3. High Changing
urbanization
Business without Season
rate.Interest 0.05
0.02go in the product line23 of
They should 0.1
0.06
4. High literacy rate.Tax
Sales powdered0.06milk. (S8,O2,O5) 34 They should make0.18 a strong distribution
Exporting
5. Flexible government policies
0.24
system to cater to avail the full benefit of
Suppliers
for food industry.
0.07
WEAKNESSES 3 0.21
the growing market.(W3,O2)
Economic
6. Have significant
Local Conditions
growth
Company 0.05
0.05increase their exports. 21
They should 0.1
0.05
Price Sensitive
opportunities People They should
0.06 cater the wide range 2 of They should adopt affective marketing
0.12
Centralized Decisions 0.09
unsatisfied demand by improving 2their strategies for the0.18 promotion of their
7. May merge with other global
NoGawala
businessesSales onMilk
Credit
to eliminate
0.1
0.06
distribution networks 42 product.(W2,O1) 0.12 0.4
SmallHigh
competitors.
TargetPriceMarket 0.05
0.05 2
2 0.1
0.1
Uncertain
8. Having Total
Capable Economic
of expanding & 1 2.78
into other markets of the world 0.03 1 0.03
Threats Political Conditions ST WT
Marketrate.
1. High inflation Demand 0.05 2 0.1
2. LowStriker
purchasing power.And Invest more on the dairy product line as The co-ordination between different
Terms there is still a large chunk of the market departments of EFL should be improved
3. Decrease in GDP growth rate. 0.03
which require modernization(S6,T5)
1 0.03
it will lessen the bureaucratic cost and
4. IncreasingConditions
interest rates.
5. Decreasing investment. increase the efficiency of the company.
Promotion Introduce0.05
new technology for quality2 0.1
6. Recessionary period in assurance and better productivity(S4,T7)
Total 1 Engro must get 2.83
the ISO certification
business cycle
7. Competition with Nestle, as to beat their competitors(W4,T8)
Engro Foods and the new
entrants.
8. Engrofoods is currently facing
are increase in Sales Tax

22
 Competitive Profile Matrix (CPM)

OLPERS NESTLE HALEEB

Critical Success Factors Weight Rating Score Rating Score Rating Score

1 Research & Development 0.08 3 0.24 3 0.24 4 0.32

2 Advertisement 0.09 3 0.24 4 0.36 3 0.27

3 Financial Position 0.09 3 0.27 3 0.27 3 0.27

4 Market Share 0.07 2 0.14 4 0.28 3 0.21

5 Product Quality 0.08 3 0.24 3 0.24 3 0.24

6 Price Competitiveness 0.11 3 0.33 3 0.33 2 0.22

7 Management 0.10 3 0.30 4 0.40 3 0.30

8 Global Expansion 0.08 3 0.24 4 0.32 3 0.24

9 Customer service 0.06 3 0.18 3 0.18 2 0.12

10 Sales And Distribution
Network 0.09 3 0.27 4 0.36 3 0.27

11 Production Capacity 0.07 2 0.14 3 0.21 4 0.28

12 Alliances 0.08 3 0.24 4 0.32 3 0.24
Total
1.0 2.76 3.51 2.98

For Engrofoods.

REASONS

23
The IFE matrix for AFL is given above. Note that the strength for the company is Research and
Development, Pakistan based and having a highest production capacity so got 4 rating. The major
weaknesses are Price competitiveness customer service and planning for the future state of the AFL.
The total weighted score of 2.76 indicates this large milk Production Company is above average in
its overall internal strength. But it’s very close to average limit as well. So it really needs to
improve its weaknesses and build its strength.

CORE COMPETENCIES & KEY SUCCESS FACTORS:

There are several core competencies of EFL given below;

• EFL foods Pvt. Ltd has been able to build a good brand name in a number of years. There
are several consumers who are loyal to the brand and do not shift to other brands. Building a
good brand name is not easy. It takes years to build a brand image by providing the best
quality to its consumers which Haleeb Foods have done. They have consistently delivered
which provides a competitive advantage to the company of having a good name in the
market.

• EFL. Is only the recognizable food company which is doing business without interest, which
means that they do not take loan or take advantage of the interest income which they can
easily do? If they want loan and they cannot find anyway out they go for Islamic Financing
like mudarba and musharka. It is their strength as majority of the people in Pakistan are
Muslims and Muslims are advised to remain away from interest income.

• EFL has one of the most modern plants which has the latest technology and has a high
production capacity. They produce 80,000 liters of milk in a day which is not a small
amount of milk. They have an advantage of higher production as people are demanding
more and more packed milk so they can meet the increasing demand easily.

24
 • HFL has one of the most extensive distribution networks across the nation. It has one of the
best distributions if we compare it with other major players like nestle and all because EFL
has over 600 distributors across Pakistan which enables them to deliver their products into
far of small towns as well as villages. It is their major strength which is driving their
revenues very quickly.

KEY SUCCESS FACTORS:

• Research & Development
• Financial Position
• Market Share
• Product Quality
• Price Competitiveness
• Management
• Global Expansion
• Customer service
• Network Sales And Distribution
• Production Capacity
• Alliances

COMPETITIVE ANALYSIS

The strategic priorities of Nestle Pakistan are claimed to be focused on delivering shareholder value
through the achievement of sustainable, capital efficient and profitable long-term growth.
Improvements in profitability would be achieved with due respect to quality and safety standards at
all times.

25
In line with the above objective, Nestle Pakistan aims at growing into a number one food company
in Pakistan in the shortest possible time with the unique ability to meet the needs of consumers of
every age group - from infancy to old age, for nutrition and pleasure, through development of a
large variety of food categories of products with highest quality.

Nestle Pakistan envisions that the company should develop an extremely motivated and
professionally trained work force, which would drive growth through innovation and renovation.
Special training programs have been designed for employees at each level to keep up with and
develop this vision.

The study concludes that Nestle has a significantly high growth rate (36%) and has grown and
developed at a high pace in short span of time. On the other hand Haleeb has a market share of
28%. And Engrofoods having 21% the major contributor toward this growth and development are
human resource, marketing and sales departments. The major contributor is its appropriate strategy
particularly its relationship with the social and environmental sectors. Perhaps this is the reason that
it in spite of being a multi-national has been well accepted in Pakistani culture. There are ample
chances of its survival in future.

• Keeping new players such as Olper’s, and the old one’s like Haleeb, Nestle focused more on
advertising.

• Nestle have been experiencing a constant increase in cost with raw material contributing the
larger part of this increase. Haleeb having their own suppliers so the raw material cost is bit
low.

• Nestle maintained its value of gross profit margin around or above 30% to ensure that it has
a strong control over its costs, and the efficiency of production. But on the other hand,
Haleeb faced a bit of down fall when Olpers introduced their campaign.

26
SPACE MATRIX STRATEGIC MANAGEMENT METHOD
The SPACE matrix is a management tool used to analyze a company. It is used to determine what type of a
strategy a company should undertake. The Strategic Position & Action Evaluation matrix or short
a SPACE matrix is a strategic management tool that focuses on strategy formulation especially as related to
the competitive position of an organization. The SPACE matrix can be used as a basis for other analyses,
such as the SWOT analysis, BCG matrix model, industry analysis, or assessing strategic alternatives (IE
matrix).The SPACE matrix calculates the importance of each of these dimensions and places them on a
Cartesian graph with X and Y coordinates.

The following are a few model technical assumptions:

- By definition, the CA and IS values in the SPACE matrix are plotted on the X axis.
-CA values can range from -1 to -6.
- IS values can take +1 to +6?

-The FS and ES dimensions of the model are plotted on the Y axis.

- ES values can be between -1 and -6.
- FS values range from +1 to +6.

Engrofoods factors for SPACE MATRIX

Internal Strength Position External Strength Position

Competitive Advantage(CA) Industry Strength(IS)
Axix X

(Worst -6,Best -1) (Worst +6,Best +1)

-1 Product Quality +5 Barriers to entry

-1 Product Life Cycle +4 Growth Potential
-3 Market Share +4 Access to Financing
-2 Brand and image +6 Consolidation

Average Score = -1.75 Average Score = 4.75

Total X-Axis score: 3.00
Financial Strength(FS) Environment Strength(ES)

27
 Axis Y (Worst +6,Best +1) (Worst -6,Best -1)

+5 ROA -2 Inflation
+5 Leverage -1 Technology
+4 Leverage -2 Demand Elasticity
+6 Cash Flow -4 Taxation

Average Score = 5 Average Score = -2.5

Total Y-Axis score: 2.75

Space Matrix for Engrofood

Consertvative FS Aggrasive
-6
-5
-4 Suggested Strategy type

-3 (3,2.75)
-2
-1
CS 1 2 3 4 5 6
-6 -5 -4 -3 -1 -1 IS
1
2
3
4
5
6
Defensive ES Competitive

Conclusion

This particular SPACE matrix tells us that our company should pursue an aggressive strategy. Our
company has a strong competitive position it the market with rapid growth. It needs to use its
internal strengths to develop a market penetration and market development strategy. This can
include product development, integration with other companies, acquisition of competitors, and so
on.

28
BCG Matrix Model

The BCG matrix or also called BCG model relates to marketing. The BCG model is a well-known
portfolio management tool used in product life cycle theory. BCG matrix is often used to prioritize
which products within company product mix get more funding and attention.

The BCG matrix model is a portfolio planning model developed by Bruce Henderson of the Boston
Consulting Group in the early 1970's.

The BCG model is based on classification of products (and implicitly also company business
units) into four categories based on combinations of market growth and market share relative to the
largest competitor.

Division wise data for Engrofoods BCG Matrix

Percent Percent Percent Percent

Division Revenues Revenues Profits Profits Market Value Growth Rate
41.62%
Olper’s 49.90% $2000 60 +8
$4500
Olwell TVC $2550 24.87% $1500 31.21% 25 -6

Tarang $3200 31.21% $1305 27.18% 35 +4

Total = $10250 100% 4805 100% ---- ----

29
BCG Matrix for EFL
Relative Market share position in industry

high Medium Low

.1.0 0.5 .0.0

High 10

Industry
sale
growth
Rte
% Medium 0 0

Low
-10

Internal External (IE)Matrix

30
The Internal-External (IE) matrix is another strategic management tool used to analyze working
conditions and strategic position of a business. The Internal External Matrix or short IE matrix is
based on an analysis of internal and external business factors which are combined into one
suggestive model.

The IE matrix is a continuation of the EFE matrix and IFE matrix models.

IE matrix for Engrofoods.

Strong = 3.0 to 3.99 Average = 2.0 to 2.99 Weak 1.0 to 1.99

High = 3.0 to 3.99 Grow I And II Build III

Medium = 2.0 to 2.99 Hold IV And V Engrofoods Maintain VI

Low = 1.0 to 1.99 Harvest VII And VIII Divest IX

1. Score from the EFE matrix -2.75- this score is plotted on the y-axis
2. Score from the IFE matrix -2.83- plotted on the x-axis

As blue lines indicate

Conclusion

This IE matrix for Engrofoods tells us that our company should hold and maintain its position.
The company should pursue strategies focused on increasing market penetration and product
development

31
Grand Strategy Matrix.
For Engrofoods

Rapid market growth

Rate

Quadrant II Quadrant I

Engrofoods

Weak competitive Strong competitive

Position Position

Quadrent III Quadrant IV

Slow market growth

Rate

Conclusion

The grand strategic Matrix for EFL is show that it lies in the first quadrant which recommend that
for EFL continued concentration on the current Market (market penetration and market
development)and products(product development)is an appropriate strategy.

Quantitative Strategic Planning Matrix or a QSPM

The Quantitative Strategic Planning Matrix or a QSPM approach attempts to objectively select the
best strategy using input from other management techniques and some easy computations. In other

32
words, the QSPM method uses inputs from stage 1 analyses, matches them with results from stage 2
analyses, and then decides objectively among alternative strategies.

Stage 1 strategic management tools...

The first step in the overall strategic management analysis is used to identify key strategic factors.
This can be done using, for example, the EFE matrix and IFE matrix.

Stage 2 strategic management tools...

After we identify and analyze key strategic factors as inputs for QSPM, we can formulate the type
of the strategy we would like to pursue. This can be done using the stage 2 strategic management
tools, for example the SWOT analysis (or TOWS), SPACE matrix analysis, BCG matrix model, or
the IE matrix model.

Stage 3 strategic management tools...

The stage 1 strategic management methods provided us with key strategic factors. Based on their
analysis, we formulated possible strategies in stage 2. Now, the task is to compare in QSPM
alternative strategies and decide which one is the most suitable for our goals.

The stage 2 strategic tools provide the needed information for setting up the Quantitative Strategic
Planning Matrix - QSPM. The QSPM method allows us to evaluate alternative strategies
objectively.

Conceptually, the QSPM in stage 3 determines the relative attractiveness of various

strategies based on the extent to which key external and internal critical success factors are
capitalized upon or improved. The relative attractiveness of each strategy is computed by
determining the cumulative impact of each external and internal critical success factor.

QSPM OF Engrofoods

Based on strategies in the stage 1 (IFE, EFE) and stage 2 (BCG, SPACE, IE), company executives
determined that Engrofoods needs to pursue an aggressive strategy aimed at development of new
products and further penetration of the market. They also identified that this strategy can be
executed in two ways. One strategy is acquiring a competing company. The other strategy is to
expand internally. They are now asking which option is the better one.

(Attractiveness Score: 1 = not acceptable; 2 = possibly acceptable; 3 = probably acceptable; 4 =

most acceptable; 0 = not relevant)

33
 Acquire a competing Internal
Internal External Factor Weight company expansion
Strength AS TAS AS TAS
1. Worldwide fame of Engro. 0.08 3.00 0.24 4.00 0.32
2. Efficient milk collection system. 0.10 3.00 0.30 3.00 0.30
3. Keeping high quality standards. 0.10 3.00 0.30 4.00 0.40
4. Integrated distribution and warehousing
facilities. 0.12 4.00 0.48 4.00 0.48
5. Generic brand name of Olper’s 0.08 0.00 2.00 0.16
6. Large market share of Engro innovative and
chemicals. 0.08 3.00 0.24 0.00
Weakness
1. Unable to compete in price sensitive segment of
UHT milk market. 0.10 1.00 0.10 2.00 0.20
2. Under-utilization of the capacity. 0.10 1.00 0.10 2.00 0.20
3. Unable to fulfill the demand of local powder
milk market. 0.08 0.00 0.00
4. Not yet ISO certified 0.08 0.00 0.00
5. Unable to compete in price sensitive segment of
UHT milk market. 0.08 2.00 0.16 0.00
1.00
Opportunities
1. Improving Economy 0.12 2.00 0.24 0.00
2. Population growth rate. 0.06 3.00 0.18 3.00 0.18
3. High urbanization rate. 0.11 2.00 0.22 1.00 0.11
4. High literacy rate. 0.12 0.00 2.00 0.24
5. Flexible government policies for food industry. 0.13 1.00 0.13 1.00 0.13
6. Have significant growth opportunities 0.06 1.00 0.06 1.00 0.06
Threats
1. High inflation rate. 0.12
2. Low purchasing power. 0.06
3. Decrease in GDP growth rate. 0.12
4. Increasing interest rates. 0.05
5. Decreasing investment. 0.05
Total 1.00 2.75 2.78

34
 Doing some easy calculations in the Quantitative Strategic Planning Matrix QSPM, we came to a
conclusion that Expansion internally a is a better option. This is given by the Sum Total
Attractiveness Score figure. The expansion strategy yields higher score than the acquiring of
competing company. The acquisition strategy has a score of 2.75 in the QSPM shown above whereas
the internal expansion strategy has a smaller score of 2.78

FINANCIAL RATIO ANALYSIS

) Liquidity Ratios

LIQUIDITY RATIOS

/Current Assets
= Current Ratio Current Liabilities

= Quick Ratio /Current Assets—Inventory

Current Liabilities

YEAR
CURRENT RATIO QUICK RATIO

0.88
2008 0.45

2009 0.94 0.46

35
Remarks:

• This ratio indicates to what extent cash on hand and disposable assets are enough to pay off
short term liabilities. A current ratio of assets to liabilities of 2:1 is usually considered to be
acceptable. Acceptable current ratios vary from industry to industry. If a company's current
assets are in this range, then it is generally considered to have good short-term financial
strength.
• If current liabilities exceed current assets (the current ratio is below 1), then the company
may have problems meeting its short-term obligations. If the current ratio is too high, then
the company may not be efficiently using its current assets.
• In the case of Engrofoods current ratio has increase from year 2008 to 2009 which indicates
that it has improved to pay short term obligations as compared to the last year.

Leverage Ratios

LEVERAGE RATIOS
/Total Debt
Debt to total asset Ratio
Total Assets
. / Total Debt
Debt to Equity Ratio
Total Stockholder’s Equity
Long-Term Debt/ . Total
Long-Term Debt to equity Ratio
stockholder’s Equity

Debt to Total Debt to Equity Long-Term Debt

Year Asset Ratio Ratio to Equity Ratio

2008 0.80 4.1 2.04

2009 0.74 2.85 1.40

36
Remarks:

• The Debt to Asset Ratio takes into account all debts of all maturities to all creditors. A value
of less than 1 in this ratio means that the company could not cover all of its debt by selling
all of its assets. Engrofoods assets are mainly financed by outsiders or debts. This ratio
measures the percentage of total funds provided by creditors versus by owner.
• Look for a debt to equity ratio in the range of 1:1 to 4:1. Debt-Equity ratio indicates that
capital structure of Engrofoods is mainly based on debt financing.
• This ratio for Engrofoods is showing that out of total funds available for long term, major
portion is equity. As compared to the last year the company’s position is improved as they
have made more investments.
Activity Ratios
ACTIVITY RATIOS

Sales
Inventory Turnover Inventory of finished goods
Sales
Fixed Asset Turnover Fixed Assets
Sales
Total Asset Turnover Total Assets
Annual credit Sales
Account Receivables Turnover Accounts Receivables
Account Receivable
Average collection Period Total credit sales/365 Days

Account
Inventory Fixed Asset Total Asset
Receivables
Year Turnover Turnover Turnover
Turnover

2008 9.8 2.65 1.70 6.3

2009 9.9 2.76 1.78 7.5

37
Remarks:

It shows that in how many days company sold the entire inventory. The higher the ratio the more is
inventory being managed efficiently. Because inventories are the least liquid form of asset, a high
ratio is generally positive. This ratio measures how productively the firm is managing its fixed
assets to generate sales.

For every Dollar in Assets how much sale we have generated. Higher the ratio greater will be the
resource utilizations. It indicates that how effectively Engrofoods is utilizing its resources. This
gives indication of how fast we can sell product. So we will see how fast we collect on those sales.
Engrofoods receivable turnover is improving. Therefore on average Engrofoods collection period is
decreasing, so its recovery performance is improving day by day.

4) Profitability Ratios

PROFITABILITY RATIOS

Gross Profit Margin Revenue-cost of sales/revenue

/Net Income
(Return on Assets (ROA
Total Assets
. /Net Income
Return on Stockholder’s Equity
Total Stockholder’s Equity
/Net Income
Number Of Shares Of Common Stock
Earning per shares
Outstanding
/Market price per share
Price earning Ratio
Earning per shares

38
 Gross Return on Return on Earning
Year Profit Assets Stockholder’s per
Margin ((ROA Equity shares

2008 28% 10% 53% 30.06

2009 28% 11% 44% 39.81

Remarks:

• This ratio indicates the amount of income that the company earns on each RS of sales. The
gross profit margin is related to the net profit margin, which assesses the profitability of an
organization after including fixed costsThe trend in this ratio from month to month can
show how well the company is managing their operating or overhead costs. The margin has
not changed in the current year which shows that the company’s operations are stable. This
shows the amount available to stockholders or owner of the company, so higher the ratio
there will be higher earning and dividend for stockholders.
• ROA measures profit per rupees of assets. We can compare this rate to the interest rate that
the company pays to borrow funds. If the return on assets is above the borrowing rate, the
company is profitable.
• ROE measures profit per rupees of equity. This ratio indicates what return the company is
generating on the dollars invested by its owners. High values for this ratio indicate that the
company is less likely to require debt or additional equity investments. Engrofoods return
on equity is declining.
• This ratio shows the amount of earning per share and a company with earning per share.
This ratio indicates that the company with high earning per share will be in a position to
declare the high dividend. This ratio has improved this year.

Achievements

39
Olper’s achieve a lot with in short span of time. In December2 006: Engro Foods Limited has cross
Rs 1 billion in sales for its Olper's Milk, launched in March this year. The Rs 1 billion rupee
milestone was achieved at the end of October, in less than 8 months of the launch of the new pack
milk brand and by the end of 2007; the sales figure is expected to reach Rs 1.4 billion.

In a statement issued here, the marketing director of Engro Foods Ltd, Ali Akbar said, "We believe
we have set an all time record as far as sales of a new milk brand are concerned and in a very short
time Olper's has opened in over 50 towns in Pakistan, becoming a national brand."

"This is all the more remarkable since we entered a market with very strong existing players and
our success has come primarily because the people of Pakistan clearly felt Olper's to be a higher
quality product,"
he added. Olper's Milk is produced at the company's modern production facility in Sukkur and goes
through several stringent quality checks starting from the milk collection points, before it reaches
the consumers. He said, the demand for Olper's has come not only from first time users of packaged
milk but also from users of other brands who have shifted to the Olper's brand owing to its taste and
quality proposition and its convenient

Availability all over the country. He said, the company is now in the process of setting up another
production plant in the central Punjab region. Engro Foods had also launched Olper's Cream in
September this year and is now poised to further expand

Engro Foods expansion on a bigger scale.

Engro Foods Limited who had recently set up Dairy industry in Central Sindh (UHT Milk plant) by
investing about Rs one billion, further plans to set up a similar set up in Central Punjab and also
emerging as Food Giant firstly on National Level and secondly as world class International Food
Giant by adding a large number of other food products through investment of $200 million plus,
probably envying to emerge as an international food company on similar lines as NESTLE did. The
company plans exporting its products to central Asia and Middle East.

Dairy science and Technology in Pakistan.

Development and implementation of milk standards is also essential to define milk price based on
quality. Dairy science and technology education universities also need to support industry in dairy
breeding, nutrition, industrial management and product quality. Presently no under-graduate program
is available in the country to support this sector. Presently, Pakistan has only a few scholars in prime
principles of dairy science including animal breeding and genetics, dairy nutrition, dairy
management, and dairy technology to support and develop dairy industry. It is essential because the

40
veterinarian could only provide support to the animal industry developed on the animal production
science principles. Animal or dairy production science is altogether a different subject than that of
veterinary education. In conclusion, development of dairy cooperates, restructuring of extension;
research and educational institutions could perk up rural oriented dairy sector to market oriented dairy
industry that guaranteed food security social and economic growth in Pakistan.

SUGGESTIONS AND RECOMMENDATIONS

Following are the suggestions and recommendations for EFL.
• The co-ordination between different departments of EFL should be improved it will lessen
the bureaucratic cost and increase the efficiency of the company.
• The activities like customer satisfaction day should be performed on regular basis so the
company should know the feedback and satisfaction level of customers regarding the
product and the image of the company.
• The shopkeeper complains that EFL is not providing replacement for the expired products,
EFL should provide proper replacement to the shopkeeper to enhance the image of the
company, and create better working relations with such an important stakeholders.
• EFL has shifted to branding concept but it really has not adopted it fully, for smoother
working of the different brands, the sales teams should merged with respective brand
management.
• There is no check on the performance of the distributor, and this has led to huge problems
in the delivery of many products in some areas of the city

• They should also start to manufacture powder milk in order to meet the domestic demand
and so that it can be helpful in saving the foreign exchange that is expensed in importing
the powder milk from foreign countries.

• The company should explore the market potential in a way, so that it can utilize its full
capacity in order to gain economies of scale in the production.

41
 • At the moment the company is using focus marketing approach that only that segment is
approached which highly attractive for the company but it should also develop the
marketing program that distinguishes the characteristics of existing available substitutes to
their highly quality & hygiene oriented product.

• The company should also develop an integrated awareness plan in order to aware the people
about the quality of the UHT milk as compared to other pasteurized or loose/fresh milk.

REFERENCES

1. Strategic Management concept and cases by FRED R DAVID 12th edition.

2. Marketing Management by Kotler 11th Edition.

3. http://www.maxi-pedia.com

4. www.olpers.com.pk

5. www.engrofood.com.pk

6. www.engrochemicals.com

7. www.Engro\web search\marketing-sales.aspx.htm

8. www.Engro\web search\about-us.aspx.htm

9. www.google.com

10. www.wikipedia.com

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43