Professional Documents
Culture Documents
1|P a ge
2|P a ge
(a)
(b)
(c)
(d)
(e)
(f)
(g)
3|P a ge
Methodology
Project design:
The nature of the study is evaluative one and it described different ratios of Ceramics Limited in
terms of financial position. This project report typically focused on ratio analysis but there is
some descriptive information too. It focused on two ceramics industries limiteds financial
position, performance, current position etc.
Data sources:
This report is prepared mainly on the extensive use of secondary data available in annual reports.
Based on the data from the annual reports the overall paper is prepared. The overall conceptual
and theoretical framework has been explained as well as the how the data are analyzed is
explained below:
Data collection:
o Annual Report of Shinepukur & RAK Ceramics Limited.
o Website
o Various books, articles and compilations
o Journals
Data analysis:
Financial Analysis based on the performance comparison has been done with ratio formulas, and
used to compare the performances of ceramics industries. Ratio analysis is presented in a
standard manner so that the calculations and interpretations might clear to all. The decision
criterion is based on the comparison of each ceramics performance with the Industry Average.
The industry average is calculated on the basis of the average of average of the banks that are
collected as sample for the comparison of performance between five ceramics limited.
4|P a ge
Limitation of Study
Shortage of time period:
Time constraint would be the major factor for the study. We have completed this report writing
within a shorter period of time. So the time constraint of the study hindering the course of vast
area and time for preparing a report within the mentioned period is really difficult.
Lack of sufficient well informed websites:
There are some lacks of information in financial statement (balance sheet and income statement).
So, we have faced many difficulties to collect information.
Organization do not want to provide all information needed to conduct study.
Small knowledge.
In many cases, updated information is not available.
In some cases, respondents do not provide the required information.
5|P a ge
31-Dec-14
ASSETS
Non-Current Assets
Property, Plant and Equipment - Carrying Value
Investment in Shares
Capital Work in Progress
Current Assets
Inventories
Accounts & Other Receivables
Advances, Deposits & Prepayments
Cash and Cash Equivalents
Total Assets
EQUITY AND LIABILITIES
Shareholders' Equity
Issued Share Capital
Revaluation Surplus on Property, Plant and Equipment
Fair Value Loss on Investment in Shares
Retained Earnings
Non-Current Liabilities
Long Term Loan (Secured)
Long Term Loan (Unecured)
Gratuity Payable
Deffered Tax Liability
Current Liabilities
Short Term Loan from Banks (Secured)
Long Term Loan-Current Maturity (Secured)
Creditors, Accruals and Other Payables
Total Equity and Liabilities
31-Dec-13
31-Dec-12
5,644.821
4,204.123
78.983
1,361.715
1,044.626
671.351
157.873
193.770
21.631
6,689.447
5,163.869
4,284.727
61.222
817.919
1,710.386
912.642
674.987
108.267
14.488
6,874.255
5,323.600
4,384.003
121.705
817.892
1,796.413
845.059
853.413
81.930
16.010
7,120.013
4,264.594
1,469.661
2,966.690
(85.988)
(85.768)
627.018
4,487.867
1,469.661
2,966.690
(103.749)
(155.265)
629.398
4,544.462
1,277.966
2,966.690
(58.955)
(358.761)
803.484
376.276
321.383
296.189
92.418
158.324
1,797.835
1,065.658
183.015
549.162
6,689.447
301.584
6.430
1,756.990
964.471
322.693
469.825
6,874.255
498.838
8.457
1,772.067
1,183.796
143.242
445.029
7,120.013
6|P a ge
31-Dec-14
31-Dec-13
31-Dec-12
1,677.658
(1,253.444)
424.214
22.627
(165.076)
(73.013)
(92.063)
281.764
(258.876)
22.888
(1.090)
21.798
(24.134)
(2.336)
1,692.445
(1,241.105)
451.340
12.241
(111.275)
(58.763)
(52.512)
352.306
(6.192)
(393.026)
(46.911)
(46.911)
(10.717)
(57.629)
1,942.351
(1,268.313)
674.038
(105.872)
(54.107)
(51.765)
568.165
(19.649)
(364.625)
183.890
(8.756)
175.133
(84.849)
90.285
17.761
44.794
(45.583)
15.425
(102.422)
44.702
EPS
(0.020)
(0.390)
0.610
Sales (Revenue)
COGS
Gross Profit
Other Income
Operating Expenses
Administrative Expenses
Selling and Distribution Expenses
Profit from Operations
Loss on Sale of Shares
Finance Cost
Profit/(Loss) Before Contribution to WPPF
Contribution WPPF
Net Profit/(Loss) Before Tax
Income Tax Expense
Net Loss After Tax for the Year
Other Comprehensive Income:
Fair Value Gain/(Loss) on Investment in Shares
7|P a ge
31-Dec-14
31-Dec-13
31-Dec-12
ASSETS
Non-Current Assets
Property, Plant and Equipment
Intangible Assets
Capital work in progress
Investment in Subsidiaries
Investment in associates
Trade and other receivables
Loan to subsidiaries and associates
Current Assets
Inventories
Trade and other receivables
Loan Associates
Advances, deposits and prepayments
Advance Income Tax
Cash and Cash Equivalent
3,180.814
1,798.341
4.815
289.116
191.600
191.600
518.913
187.146
6,556.034
361.914
713.050
40.661
1,912.281
1,774.687
1,394.695
3,438.921
1,899.003
1.607
35.091
633.870
266.350
43.400
559.597
5,827.334
1,858.379
720.608
35.606
188.900
1,586.060
1,437.778
3,494.457
2,095.514
3.192
30.955
639.990
229.600
595.204
4,791.945
1,612.374
749.283
4.795
171.717
1,272.294
981.480
Total Assets
9,736.848
9,266.255
8,286.402
Equity
Share Capital
Share Premium
Retained Earnings
Non-Current Liabilities
Current Liabilities
Short term borrowing
Employers benefit payable
Trade and other payables
Accrued expenses
Provision for royalty and technical know-how fee
Provision for income tax
6,695.180
3,368.506
1,473.647
1,853.026
41.564
3,000.104
323.755
70.668
370.177
172.991
1,758.939
6,565.368
3,062.278
1,473.647
2,029.441
56.957
2,643.929
255.783
12.843
245.573
145.113
225.676
1,758.939
6,114.564
2,783.889
1,473.647
1,857.027
84.081
2,187.758
212.530
10.959
193.897
133.298
219.094
1,417.977
9,736.848
9,266.255
8,286.402
8|P a ge
31-Dec-14
31-Dec-13
31-Dec-12
5,009.387
(3,161.225)
1,848.162
44.076
(1,068.625)
(403.879)
(664.746)
823.613
197.475
1,021.088
(48.623)
972.465
(383.311)
589.154
-
4,687.262
(2,961.999)
1,725.263
38.414
(722.651)
(235.662)
(486.989)
1,041.026
200.312
1,241.338
(59.111)
1,182.227
(313.839)
868.388
-
4,507.821
(2,851.121)
1,656.700
29.739
(644.552)
(244.352)
(400.200)
1,041.887
165.625
1,207.512
(57.500)
1,150.012
(319.482)
830.530
589.154
868.388
830.530
1.750
2.580
2.710
9|P a ge
Yr. 2013
0.97
Yr.2012
1.01
0.21
0.45
0.54
1.87
1.36
1.50
4. DSO (Days)
33.88
143.58
158.17
0.30
0.33
0.36
0.25
0.25
0.27
36.25
34.71
36.17
8. Times-Interest-Earned/TIE
Ratio (Times)
0.90
0.00
2.06
0.92
6.05*
2.30
Comments
SCLs Current Liabilities are growing
and Current Assets are declining. It
means the firms capability to pay
their current liabilities are not so well
in terms of their current assets. We
should be more focus on proper
current assets and current liabilities
management.
Firms liquidity situation of assets is
very poor gradually to cover its
current liabilities, which is a bad sign
for future growth.
Though the firms inventory turnover
ratio looks good on 2014, but overall
condition is not so well. As a
manager, we should focus more to
utilize inventory in a proper way.
SCLs average collection period of
credit sales amount is too good on
2014. Though it seems very slow in
2012 and 2013.
SCL cannot cover the value of its fixed
assets by its sales with an efficient
way. As a manager, we should be
more concern to generate more
revenue and reduce the costs.
SCL is not well-managed to cover the
value of its total assets by its sales
with an efficient way. As a manager,
we should be more concern to
generate more revenue and reduce
the costs.
The firms liabilities are not well paid
by the total assets. It refers the
amount of total assets should be
increased in terms of total liabilities
to safeguard from any bad financial
situation.
SCLs payment of interests is not very
well managed by EBIT. It should be
more efficient to pay interest to avoid
bankruptcy.
The margin is showing more volatile.
10 | P a g e
1.05
6.97*
3.50
0.23
1.49*
0.63
Yr. 2013
2.20
Yr.2012
2.19
2.06
1.50
1.45
8.73
1.59
1.77
4. DSO (Days)
51.24
55.35
59.84
1.57
1.36
1.29
Comments
It reflects the RAKs strength of
liquidity of current assets is almost
double than its liability. So the firm
can handle the debt with a wellmanaged way.
As we know the inventory is less
liquid. So, after deduction of
inventory from the current assets we
can find the RAKs actual liquidity of
current assets is strong and increasing
as a good manner.
Though the inventory turnover shows
an unexpected growth in 2014, but
the actual scenario seems like volatile.
It means the inventory has been
utilized in a maximum way on 2014 to
meet the cost of its production.
Here, we can see the RAK usually
draw its receivable from the market
within 50-60 days. Though it is
consistent, but as a manager we
should try to minimize the period.
To generate sales, RAK is utilizing the
plants and equipments in an efficient
way. Its performance is increasing
11 | P a g e
0.51
0.51
0.54
31.24
29.15
27.42
8. Times-Interest-Earned/TIE
Ratio (Times)
21.00
21.00
21.00
11.76
18.53
18.42
8.80
13.23
13.58
6.05
9.37
10.02
12 | P a g e
Ratio Analysis
SCL
2014
2013
RAK
2012
2014
2013
2012
Overall Comparison
Shinepukur and RAK, both are the renowned name for the Bangladeshi market. The scenario of
financial background looks totally different from each other. Where RAKs strength is showing,
on other side Shinepukurs weakness is representing also in statements. RAK is strong for its
cost, assets, inventory, debt, and equity management. But, Shinepukur should work hard for
achieving the strength of the mentioned elements. This can be achieved by the efficient action of
the management.
14 | P a g e
Sales Forecast
SCL Sales (Revenue in Millions)
BDT 5,510.326
BDT 4,507.821
BDT 1,942.351
2012
BDT 4,687.262
BDT 1,692.445
2013
BDT 5,009.387
BDT 1,677.658
2014
BDT 1,845.424
2015 (Forecasted)
15 | P a g e
1,677.658
X 1.10
1,845.424
(1,253.444)
X 1.10
(1,378.788)
424.214
22.627
(165.076)
466.635
(181.584)
Administrative Expenses
(73.013)
X 1.10
(80.314)
(92.063)
X 1.10
(101.269)
281.764
(258.876)
285.052
(258.876)
22.888
(1.090)
26.176
(1.254)a
21.798
(24.134)
24.922
(12.461)b
(2.336)
12.461
17.761
17.761
15.425
30.222
EPS
(0.020)
0.039
Notes:
(a) Contribution to workers Profit Participation Funds (WPPF) will be increased by 15%
(b) Income Tax Expense will be half of Net Profit before Tax
16 | P a g e
Forecast Basis
5,644.821
4,204.123
78.983
1,361.715
1,044.626
671.351
157.873
193.770
21.631
6,689.447
6,065.233
X 1.10
X 1.10
X 1.10
X 1.10
X 1.10
4,624.535
78.983
1,361.715
1,149.088
738.486
173.660
213.147
23.794
7,214.321
4,264.594
1,469.661
4,239.595
1,469.661
2,966.690
(85.988)
(85.768)
627.018
2,966.690
(85.988)
(110.768)a
627.018
BDT 20.0 m
376.276
376.276
92.418
158.324
1,797.835
1,065.658
92.418
158.324
1,852.751
1,065.658
183.015
549.162
6,689.447
183.015
604.078
6,719.364
494.957
X 1.10
Notes:
(a) Additional 20 million taka has been added as retained earnings in forecasted balance sheet for 2015.
17 | P a g e
RAK Ceramics (Bd) Limited: Projected 2015 Income Statement & Balance Sheet
Sales (Revenue)
COGS
Gross Profit
Other Income
Operating Expenses
Administrative Expenses
Selling and Distribution Expenses
Profit from Operations
Net Finance Income
Profit/(Loss) Before Contribution to WPPF
Contribution WPPF
Net Profit/(Loss) Before Tax
Income Tax Expense
Net Loss After Tax for the Year
Other Comprehensive Income:
Total Comprehensive Profit/(Loss) for the
Year
EPS
2014
Results
Forecast
Basis
2015 Initial
Forecast
5,009.387
(3,161.225)
1,848.162
44.076
(1,068.625)
(403.879)
(664.746)
823.613
197.475
1,021.088
(48.623)
972.465
(383.311)
589.154
-
X 1.10
X 1.10
5,510.326
(3,477.348)
2,032.978
29.739
(1,175.488)
(444.267)
(731.221)
887.230
165.625
1,052.855
(55.916)a
996.938
(402.477)b
594.462
-
X 1.10
X 1.10
589.154
594.462
1.750
1.766
Notes:
(a) Contribution to workers Profit Participation Funds (WPPF) will be increased by 15%
(b) Income Tax Expense will be increased by 5% on current year.
18 | P a g e
ASSETS
Non-Current Assets
3,180.814
1,798.341
Intangible Assets
Forecast Basis
X 1.10
1,978.175
4.815
4.815
289.116
289.116
Investment in Subsidiaries
191.600
191.600
Investment in associates
191.600
191.600
518.913
518.913
187.146
187.146
6,556.034
6,639.548
Current Assets
Inventories
361.914
X 1.10
398.105
713.050
X 1.10
784.355
Loan Associates
40.661
X 1.10
44.727
1,912.281
X 1.10
2,103.509
1,774.687
1,394.695
Total Assets
9,736.848
10,000.913
Equity
6,695.180
6,715.179
Share Capital
3,368.506
3,368.506
Share Premium
1,473.647
Retained Earnings
1,853.026
Non-Current Liabilities
Current Liabilities
41.564
3,000.104
41.456
2,750.847
323.755
323.755
70.668
70.668
370.177
X 1.10
407.195
Accrued expenses
172.991
X 1.10
190.290
1,774.687
X 1.10
1,534.165
1,473.647
BDT 20.0 m
1,873.026
1,758.939
1,758.939
9,736.848
9,507.482
493.431
From the above forecasted income statement and balance sheet of Shinepukur and RAK
Ceramics Limited, it is estimated that we need additional fund BDT 494.957 and BDT 493.431
additional fund to increase the additional 10% of sales. If we want to meet the additional sales
target to generate revenue on 2015, we need that fund. And the fund may be managed from
external or internal or both sources.
19 | P a g e
3. Raising the AFN and Financing Feedbacks (Shinepukur & RAK Ceramics)
As a manager we can raise the additional fund from different internal and external sources. We
can issue new shares/ use retained earnings/ borrow from financial institutions/ issue notes or
bonds to arrange the additional fund to achieve the forecasted revenue generating target. Besides,
we can also create a mixed source to collect the additional fund. As a manager it is a key concern
to find suitable sources to create fund. Cause too much borrowing or issuing new shares will
never make a firms efficiency. It creates problem of debt management. However, the
borrowings from financial institutions are needed to get rebate from tax. So, having provided a
look on overall sources, we have to find out the way of sourcing our AFN.
Additional Fund Needed
(AFN)
As we know, the used retained earning portion should be covered by the external or internal
financing. As we need to maintain a minimum retained earnings portion for the organization.
Though we use the retained earnings in terms of financing as required additional funds, but we
need to cover the amount through other sources of borrowings.
We can segment the total amount of additional required fund for Shinepukur and RAK on the
basis of collections sources in following ways.
BDT
BDT
BDT
BDT
BDT
BDT
BDT
BDT
BDT
BDT
The funding is segmented by the mentioned way, as it is better to play risk-free. Though interests
are related with borrowings, so it is create cost for long time borrowings. But, it can be paid
20 | P a g e
earlier to reduce that cost. On other side, long time borrowings are well to reduce risk and
additional pressure to pay the debt.
Shinepukurs debt management and financial condition is severe bad. As a manager it is tough to
arrange funding from internal source. So, it is better to collect maximum amount from long term
borrowings, and the rest amount can be collected with issuing new stocks and short term debts.
On other side, RAK is well managed on debt and business. Though it is easy to provide their
debt with the internal source, but it is needed to play safe. Long term debt can reduce their risk
and it can be paid at any time. Time duration can provide them a relaxing environment over here.
Besides, as a manger we can mix-up the funding with some short term borrowings and issuing
common stocks. It can also be helpful for the firm.
Adj. Forecastg
1,845.424
1,845.424
(1,378.788)
(1,378.788)
466.635
(181.584)
466.635
(181.584)
Adjustment
(80.314)
(80.314)
(101.269)
(101.269)
285.052
(258.876)
285.052
(263.473)
(4.597)
26.176
(1.254)
21.579
(3.254)
(4.597)
(2.000)
24.922
(12.461)
18.325
(11.461)
(6.597)
1.000
12.461
6.864
(5.597)
17.761
-
25.761
(5.597)
30.222
27.028
0.039
0.024
EPS
21 | P a g e
Ini. Forecast
ASSETS
Non-Current Assets
Property, Plant and Equipment - Carrying Value
Investment in Shares
Capital Work in Progress
Current Assets
Inventories
Accounts & Other Receivables
Advances, Deposits & Prepayments
Cash and Cash Equivalents
Adj. Forecast
Adjustment
6,065.233
4,624.535
78.983
1,361.715
1,149.088
738.486
173.660
213.147
23.794
6,065.233
4,624.535
78.983
1,361.715
1,149.088
738.486
173.660
213.147
23.794
7,214.321
7,214.321
4,239.595
1,469.661
2,966.690
(85.988)
(110.768)
627.018
376.276
-
4,428.955
1,664.618
2,966.690
(85.988)
(116.365)
758.018
507.276
-
92.418
92.418
158.324
1,852.751
1,065.658
183.015
604.078
158.324
2,027.348
1,240.255
183.015
604.078
174.597
6,719.364
7,214.321
494.957
Total Assets
EQUITY AND LIABILITIES
Shareholders' Equity
Issued Share Capital
Revaluation Surplus on Property, Plant and Equipment
Fair Value Loss on Investment in Shares
Retained Earnings
Non-Current Liabilities
Long Term Loan (Secured)
Long Term Loan (Unecured)
Gratuity Payable
194.957
(5.597)
131.000
For the additional fund to earn targeted revenue, the firm should manage the debt on the basis of
above mentioned way. We can easily find the impact of borrowing over the Income Statement
and Balance Sheet of Shinepukur. In ratio analysis, we will get the potential result.
22 | P a g e
Int. Forecast
Sales (Revenue)
COGS
Gross Profit
Other Income
Operating Expenses
Administrative Expenses
Selling and Distribution Expenses
Profit from Operations
Net Finance Income
Profit/(Loss) Before Contribution to WPPF
Contribution WPPF
Net Profit/(Loss) Before Tax
Income Tax Expense
Net Loss After Tax for the Year
Other Comprehensive Income:
EPS
Int. Forecast
5,510.326
(3,477.348)
2,032.978
29.739
(1,175.488)
(444.267)
(731.221)
887.230
165.625
1,052.855
(55.916)
996.938
(402.477)
5,510.326
(3,477.348)
2,032.978
29.739
(1,175.488)
(444.267)
(731.221)
887.230
159.625
1,046.855
(58.916)
987.938
(401.477)
(6.000)
(6.000)
(3.000)
(9.000)
1.000
594.462
586.462
(8.000)
Adj. Forecast
(8.000)
594.462
578.462
1.766
1.620
On the income statement of RAK, we have tried to draw a scenario about the impact of using
retained earnings. By the time, we have seen the impact of borrowings on interest and tax
payment.
23 | P a g e
Int. Forecast
Adj. Forecast
Adjustment
ASSETS
Non-Current Assets
Property, Plant and Equipment
Intangible Assets
Capital work in progress
Investment in Subsidiaries
Investment in associates
Trade and other receivables
Loan to subsidiaries and associates
Current Assets
Inventories
Trade and other receivables
Loan Associates
Advances, deposits and prepayments
3,361.365
1,978.175
4.815
289.116
191.600
191.600
518.913
187.146
6,639.548
398.105
784.355
44.727
2,103.509
3,361.365
1,978.175
4.815
289.116
191.600
191.600
518.913
187.146
6,639.548
398.105
784.355
44.727
2,103.509
1,774.687
1,534.165
1,774.687
1,534.165
10,000.913
10,000.913
Equity
6,715.179
6,807.610
Share Capital
Share Premium
Retained Earnings
Non-Current Liabilities
Current Liabilities
3,368.506
1,473.647
1,873.026
41.456
2,750.847
3,468.937
1,473.647
1,865.026
249.456
2,943.847
100.431
323.755
516.755
193.000
70.668
407.195
190.290
1,758.939
70.668
407.195
190.290
1,758.939
9,507.482
10,000.913
Total Assets
(8.000)
208.000
493.431
The balance sheet of RAK is showing the scenario of debt and equity, which are adjusted cause
of loans and new share issues. What can be the impact of the borrowings; we can see the things
on ratio analysis portion.
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Shinepukur
RAK
0.57
2.41
1.87
8.73
DSO (Days)
33.88
51.24
TAT (Times)
0.26
0.55
38.61
31.93
TIE (Times)
6.63
17.77
1.46
10.50
ROA (%)
0.37
5.78
ROE (%)
1.62
16.68
Comments
The asset management is far
better of RAK than Shinepukur to
recover their liability. It indicates a
strong liquidity power of the
organization.
Inventory is highly managed for
production purpose by RAK. It is a
competitive
advantage
over
Shinepukur.
Shinepukur has the capability to
collect the receivables from the
market within a shortest time. It is
definitely a good sign. So, RAK
should try to minimize the thing.
Though RAK is showing more
efficiency in this section, but both
of them are staying near to each
other. They should be more focus
to maximize the use of their assets
in terms of earning revenue.
The debt management is showing a
good indicator for RAK. But, SCL is
almost near to them. They both
should be more cautious to
manage liability efficiently in terms
of their assets.
RAK is highly efficient to manage
the interest of their debts with the
net operating income. It is a big
safeguard for the companys
reputation.
RAK has greater cost management
capability and it is indicated by the
margin ratio. SCL should focus
more on that.
The value of the assets is highly
covered with the net income of
RAK. It is a good sign. On other
hand, SCLs condition is too poor.
RAKs equity return strength is 16
times higher than the SCL. Showing
a strong satisfaction level for the
shareholders of RAK.
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Findings
1. Shinepukurs inventory management is not efficient.
2. Cost management is improper for Shinepukur.
3. Asset management is not well designed in Shinepukur.
4. Equity management is not properly managed by Shinepukur.
5. Shinepukurs business does not run efficiently cause of the ineffective managerial decision.
6. RAKs receivable collection process is not good enough.
7. Both the firms have some managerial and functional lackings.
8. Though RAK is running well but the functional management should be improved for both
RAK and Shinepukur Ceramics Limited.
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Recommendation
After studying the total scenario of the companies, the following recommendations may be
offered for improving present condition of the market as well as its prospects:
1.
Shinepukur and RAK should maintain the liquidity, profitability, asset management and
debt management ratio.
2.
Both companies should follow the ratio analysis and try to improve their loss and
maintain their profit.
3.
Firms should inform its consumers and customers about the new improvement of its
products.
4.
Shinepukur and RAK can encourage its customers (retailers) by providing different types
of trade offers, complementary samples, gift offerings etc.
5.
Companies should confirm the availability of its products for more convenience of the
end users;
6.
Firms should cover as much outlet it can ensuring the availability of the brands.
7.
Firms should make aware all about its brand to the consumers as well as customers for
creating image of brand assistance;
8.
9.
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Conclusion
The desirable qualities of the tableware beauty of design, excellence in making and affordable
price are rooted with the ceramics industries mission and commitment. The tableware is made
to the most exact standards to please the most apprehensive customers. The quality control
supervisors at every stage of production ensure that all items meet the most critical standards in
the world. Giving dignity and distinction to the users, the ceramics industries tableware becomes
centerpiece in any stylish home. It blends together the outstanding technology and timeless
craftsmanship to catapult Bangladesh into the new millennium.
In our country tableware ceramics industry is developing day by day. Already many companies
are in the market and are serving consumers delivering quality products. To compete smartly in
the domestic and international markets companies need to set appropriate financial and
marketing strategies. For setting correct strategies companies need to find out appropriate
financial position. For setting right positioning strategies companies need to know the needs and
requirements of the customers. International players under ceramic industry of Bangladesh are
doing above described activities more or less correctly. If individual organizations can set
appropriate marketing and financial strategies that will be beneficial for the organizations as well
as for the industry. Lots of changes have taken place in tableware ceramics industry in last few
years. Once upon a time consumers were not concerned about shape, design and other factors.
But now-a-days these things are considered. In modern world consumers demand is changing
day by day and they switch companies frequently. So, to retain the consumers is important and it
will be possible when companies will be aware about perception of customers and will be able to
take position according to that perception. By creating competitive advantages companies have
to do something special for customers and by this way company can increase their relative
market share as well as achieve top position also.
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