Professional Documents
Culture Documents
Chapter One
Background of the Report
ACI Limited very recently has been following a business market diversification plan
with a wide range of products being offered. This diversification policy of ACI has
encouraged this reputed corporate image holder to look into the High-end Luxury
Transport industry and its prospects to invest in. There has been a rapid growth in this
sector, particularly in Dhaka-Chittagong-Cox’s Bazar and Dhaka-Jessore-Benapol routes.
Considering the recent trend in the market, ACI has grown its interest in this industry to
invest into. Assessing the feasibility of such a big investment in an important issue that
ACI considers and that has been the all along focus of this report.
Apart from assessing the financial viability, the perception and mindset of the target
customer group are to be depicted in this report along with some recommendations for
the investor while entering the market when they are willing to.
1.4. Methodology
After identification of the problem a thorough secondary study has been conducted to
gain a comprehensive idea of the problem. Then primary qualitative research followed
by a primary quantitative research has been conducted.
Quantitative Analysis
The quantitative survey was conducted on luxury bus passengers. Before that a
questionnaire was developed in correspondence with the findings from qualitative
survey. The convenience of the sample units were a factor considered while designing of
the questionnaire. Since passengers don’t stay in the counters/terminal for long, the
length of the questionnaire was also an issue to be taken into consideration.
The study has been done in Dhaka region only. A large number of
passengers travel by luxury coaches annually. The size of sample might
not be representative of the total target market.
The market share of individual operators were unavailable as none was
ready to disclose financial data. So, the report considered the secondary
sources as the representative of the market.
The assumptions made while doing the financial analysis are not
necessarily representative of the true situation.
The total financing of the project has been considered to be financed by
loans which is not most-likely considering the market risks involved.
The occupancy rate expected by ACI might not be feasible round the year.
Chapter Two
Company Overview
What was primarily a Pharmaceutical business in 1992 with a turnover of Tk.80 million
with stagnant growth, the new management brought about fundamental changes in
policies and has grown through diversified business interest including personal care
products, food products, animal health, agrochemicals and seeds in addition to gaining a
strong position in Pharmaceuticals.
ACI is the first company in Bangladesh to obtain certification of ISO 9001 Quality
Management System in 1995. ACI is also the first Company in Bangladesh to get
certification of ISO 14001 Environmental Management System in 2000. ACI employees
are proud of their work culture, business ethics and environmental consciousness.
ACI values are embodied in its vision and mission statements. ACI quality and
environmental concerns are clearly stated through declared policies. ACI represents
principals like AstraZeneca, UCB, Searle and Fujisawa in Pharmaceuticals business;
Colgate-Palmolive, Heinz & Dabur in Consumer Products sector; Synzenta in
Agrochemicals; Ranbaxy, Dabur, Wockhardt, Sanofi and Invesa in Animal Health sector.
Mission
ACI’s mission is to enrich the quality of life of people through responsible application of
knowledge, skills and technology. ACI is committed to the pursuit of excellence through
world-class products, innovative processes and empowered employees to provide the
highest level of satisfaction to its customers.
Company Vision
To realize the mission of the organization, ACI wants to:
Endeavor to attain a position of leadership in each category of its businesses.
Attain a high level of productivity in all its operations through effective and
efficient use of resources, adoption of appropriate technology and alignment with
our core competencies.
Develop its employees by encouraging empowerment and rewarding innovation.
Promote an environment for learning and personal growth of its employees.
Provide products and services of high and consistent quality, ensuring value for
money to its customers.
Encourage and assist in the qualitative improvement of the services of its suppliers
and distributors.
Establish harmonious relationship with the community and promote greater
environmental responsibility within its sphere of influence.
The detailed management structure of ACI Limited is illustrated in the following page.
Managing Director
Chief Operating Officer (Pharma)
Director, Marketing and Sales (Pharma)
Deputy General Manager
Regional Sales Manager
Marketing Manager
Medical Services Manager
Manager, Medical Information & Research
Market research Manager
General Manager, Operations
Production Manager & Officer In-Charge (Unit – I)
Production Manager & Officer In-Charge (Unit – II)
Manager, Engineering
Manager, Administration & HR
Director, Quality Assurance
Quality Assurance Manager
Manager, Quality Control
Product Development Manager
Executive Director, Finance & Planning
Financial Controller
Corporate Finance Manager
Materials Controller
Executive Director, Agribusiness
Business Director, Agriculture
National Sales Manager, CC & PH
Business Director, Livestock & Fisheries
Marketing Manager, ACI Motors Limited
National Sales Manager, ACI Motors Limited
Marketing Manager, Fertilizer
Marketing Manager, Seed
GMO, ACI Formulations
Executive Director, Consumer Brands
Business Director, CB
Marketing Manger
Group Product Manager
Head of Sales & Distribution
Sales Manager
Business Manager, ACI Pure Four Limited
Brand Manager, ACI Pure Four Limited
Factory Manger, ACI Pure Four Limited
Business Manager, ACI Foods Limited
Brand Manager, ACI Foods Limited
Factory Manger, ACI Foods Limited
GMO, ACI Salt Limited
Sales Manager, ACI Commodity Product
Chief Operating Officer, ACI Logistics
Head of Creative Communication
Internal Auditor
Manager MIS
Director, Business Development
Director, Corporate Affairs
National Distribution Manager
Head of Training
Assistant Training Manager
Estate and Legal Affairs Manager
Assistant Manger, HR
ACI Crop Care and Public Health Division is holding the leadership position in the
industry; Animal Health has experienced one of the highest growth rates in this sector.
ACI Agribusiness has partnerships with several international conglomerates including
Ceva Santhe Animale, Invesa, UCB, Isagro Asia and Borregaard Taicang Chemicals Co.
Ltd.
ACI Consumer Brands is a leading Fast Moving Consumer Goods (FMCG) company in
Bangladesh. In the liquid antiseptic and mosquito repellant categories, this division is a
very strong market leader. Foreign partners represented in by this division include
Godrej Consumer Products (for hair care and skin care products), Parle Group (for Parle
G biscuits), Beiersdorf, Germany (for Nivea range of products) and Colgate Palmolive.
ACI has formed joint ventures with leading FMCG and agribusiness players in the
region. These are:
Asian Consumer Care Private Limited: Joint venture of ACI and Redrock
Limited, for distribution of various ranges of Dabur products in Bangladesh. ACI
holds 50% stake in the venture.
Tetley ACI Bangladesh Limited: Joint venture of ACI and Tetley Group of
United Kingdom for distribution of Tetley products in Bangladesh, with ACI
having 50% shareholding.
Many ACI products have crossed our national boundary and are being successfully
exported to various countries in Asia, the Middle East and the CIS region. The response
of foreign consumers to our products has been encouraging.
ACI introduced the concept of quality management system by being the first company in
Bangladesh to achieve ISO 9001 certification in 1995 and follows the policy of continuous
improvement in all its operations. Aligned with the concept that a pharmaceutical must
ensure effective management of environment, ACI complies with standard environment
management policy, thus adorned with EMS 14001 in 2000.
ACI’s pharmaceutical business has been showing steady growth over the years. They
have expanded the customer base and frequency of customer contact to increase the
business volume. They maintain a congenial and supportive relationship with the
healthcare community of Bangladesh, with the belief that business excellence can only be
achieved through pursuit of quality by understanding, accepting, meeting and exceeding
customer expectations. The management of ACI, a competent team of professionals, thus
operates with a progressive attitude to provide effective solutions to satisfy the
customers’ needs, through its products and services of uncompromising quality
relationships with ‘Dabur India’ and ‘Tetley UK’ and attained international alliances
with world renowned companies.
ACI Consumer Brands Strategic Business Unit is headed by the Executive Director, Mr.
Syed Alamgir. Mr Alamgir is regarded as an authoritarian personality in the area of
Sales and Marketing in Bangladesh market. His track record has many successful brands
which reached leadership position in different categories in FMCG market. He is
supported by competent group of professionals working in the Marketing and Sales
operations, lead by Business Manager. The sales team consists of a National sales
Manager, 08 Zonal sales Managers and 61 Area Sales Managers. At the bottom of the
sales team there are 381sales representatives. The business has a strong distribution
network of 19 Depots around the country to make the business more convenient for its
209 Distributors.
The food business like ACI Salt has a separate sales team, headed by a Sales Manager, 5
Zonal Managers, 4 Area Sales Managers, 43 Territory Sales Supervisors and 170 Sales
Representatives with 400 distributors to sell high quality international standard edible
salt.
The marketing team comprises of Brand Managers and Product Executives all of whom
are graduated from renowned Business Schools of Bangladesh and abroad and working
day and night to have newer fantastic ideas.
ACI Aerosol is one of the prestigious products of this country which has been enjoying
the market leadership position since its marketing in 1967. ACI Aerosol is produced
through a unique process of production and quality checking. The Formulation Factory
of ACI Aerosol is situated in Rajabari, Gazipur. This factory was established with the
technical collaboration of UNDP. The product is one of its kinds with unique fragrance
and mosquito killing ability. It is fully free from any environmentally perilous material
like CFC. ACI Aerosol has four different pack sizes. They are: 250 ml, 350ml, 475 ml and
800 ml.
ACI Mosquito Coil is another product of the Home Care category products of ACI
Consumer Brands. It is also produced in ACI Formulations. ACI Mosquito Coil has some
differentiation based on color, shape and fragrance. These are: ACI Mosquito Coil Green,
ACI Super Coil and ACI Super Plus High Booster Coil. ACI Coils enjoys very
predominant position and fighting to become absolute leader in the market place.
Hygiene Products
ACI has another very strong range of products in its Hygiene Product category. Savlon
is almost an essential product in every home of this country. Savlon Liquid Antiseptic is
the highest selling antiseptics. It is used in minor burn, cut and abrasion. Savlon has
unique proportion to heal and sooth wound and protect from infection. It washes the
wound, heals and protects instantly from getting infection. It has more than 75% market
share of its category.
Savlon Antiseptic Cream is another range of products in Hygiene Product category. The
product is basically another disinfectant for using only on skin surfaces. It also cleans the
wound, soothes and heals the pain. It has a special effect on skin-cut or wounds because
it can stay for longer time on the impact area than Savlon liquid antiseptic.
Savlon liquid Soap is a powerful hand wash which not only kills bacteria but also
moisturizes the skin. Savlon liquid Soap has two pack sizes. They are: 250 ml, 1000ml.
250 ml pack has both dispenser and refill pack.
Savlon range takes care of almost all the aspects of hygiene of a family. For bath time
pleasure and protection from bacteria and also a stress less shower, ACI Consumer
Brands has Savlon Family Protection Soap in two different sizes. For feminine hygiene
ACI launched Savlon Femme Sanitary Napkin recently. This product is very good in
quality as it has ‘Super Absorbent Polymer’ to keep its user dry for whole day. The
product has two variants: Regular and Heavy Flow.
ACI has introduced a high quality toilet cleaner for the disinfection and cleaning in the
brand name of Vanish Toilet Cleaner. The product kills bacteria in the toilet, fragrances
the surroundings and keeps the toilet sparkling. The hygiene products from ACI have
shown a growth of almost 50% over the last couple of years.
Food Items
ACI has recently launched a unique product for the first time in Bangladesh in its food
items category, ‘ACI Salt’. ACI Salt was launched in 2005. The best in its kind, ACI Salt is
vacuum evaporated, free flowing and rightly iodized. Vacuum evaporation technique
gives the product the utmost purity as it is free from all kinds of dirt. It is also very
porous and free flowing. Iodine is coated in every single grain which makes it an
essential product for the children; the absence of right quantity of iodine in their food
may cause mental disability to them.
ACI also has a very fine quality mineral water ‘Pure Drinking Water’. Pure drinking
water can be found in 600 ml and 1500 ml PET bottle as well as in Jar for corporate use.
ACI Consumer Brands also markets the personal care products of Dabur. The personal
care products of Dabur are:
Dabur Amla Hair Oil.
All these products of Dabur are already known to the customers through various
satellite channels and bringing good name for both Dabur and ACI.
Tetley Uk
ACI Ltd also has Joint Venture business with Tetley Tea of UK in the name of Tetley ACI
Bangladesh Ltd (TABL). Tetley produces one of the finest qualities Tea in various pack
sizes, both in laminated pack and tea bags. Tetley tea has become a household name and
demand of the product is on high increase.
ACI consumer Brand markets low calorie sweetener products of Merisant for weight
conscious customers and also for them who want to avoid direct sugar. The products
are: Canderel and Equal both in tablet and powder form.
The product range manufactured at ACI FL include Crop Protection Chemicals like
insecticides, herbicides and fungicides in granular, powder and liquid forms, Mosquito
Pesticides in the forms of aerosols, vaporizers and coils; and household chemicals like
toilet cleaners and hand wash
Management System. The Trading subsidiary has also received ISO 9002 certificate. At
our manufacturing facilities, we follow cGMP guidelines and standards recommended
by World Health Organization (WHO) for pharmaceutical formulations.
Godrej is a pioneer in the packaged meat business in India. It is also the market leader in
the poultry industry, and the owner of ‘Real Good’ brand. ACI and Godrej have a joint
venture in Bangladesh to set up an Integrated Poultry Project. Under this project, ACI
Godrej Agrovet has already set up a feed mill at Sirajganj. This is fully automatic pellet
poultry and fisheries feed mill, which uses technology from Jiangsu Muyang group of
China. The company has also set up a hatchery at Joynabazar, on the Dhaka
Mymensingh road, with technology from Godrej. The plans for this project also include
establishing Grand Parents and Parent Stock breeding farms. The investment in the
project is Taka 8 crores, with ACI Limited having 50% shareholding of the company.
The management of ACI commits itself to quality as the prime consideration in all its
business decisions. All employees of ACI must follow documented procedures to ensure
compliance with quality standards.
The pool of human resources of the company will be developed to their full potential
and harnessed through regular training and their participation in seeking continuous
improvement of work methods.
environment over the years. It has been recognized as the practitioner and promoter of
socially responsible business behavior.
To take this commitment even further, ACI has endorsed the Principles of Global
Compact on August 18, 2003. The Global Compact is a remarkable initiative sponsored
by the United National Secretary General Koffi Annan. It is based on a very simple
notion: whether or not required by law, corporations should enforce basic human rights
and accepted labor and environmental standards in all their business activities, to
counterbalance possible negative effects of globalization.
The compact calls on companies to embrace the ten universal principles in the key areas
of human rights, labor standards and the environment. These ten principles are:
Human Rights
To support and respect International Human Rights within the company's sphere
of influence.
To make sure that their own corporations are not complicit with Human Rights
Violation.
Labor Standards
To end discrimination in the workplace.
Abolition of child labor.
The right to collective bargaining and recognition of freedom of association.
To eliminate the use of forced and compulsory labor.
Environment
To support a precautionary approach to environmental challenges.
To undertake initiative to promote greater environmental responsibility.
To encourage the diffusion of environmentally friendly technology.
Anti-Corruption
To work against all forms of corruption, including extortion and bribery.
ACI pledges to keep all its employees, customers, shareholders and suppliers regularly
informed about the compact and the company’s initiatives to uphold the principles. As a
continuous support to the Global Compact initiative, ACI has undertaken several actions
which will help it to get more aligned with Global Compact Activities.
Chapter Three
CSR by ACI Limited
The Bangladesh Today, a media unit of ACI, started a Children’s Club two years ago.
The Children’s Club holds many cultural events and competitions all year round. The
Children’s Carnival is a major annual event that draws a huge number of participants.
ACI has also undertaken an English Education program in Faridpur, one of the remotest
districts of Bangladesh. This provides support to teach English Language to school going
children.
Outcome
Doctors in Bangladesh who are not living in the metropolitan cities have very limited
access to the Internet or any other sources of information. In order to keep them updated
on the developments in the medical practices regularly, the CME program has been
proven highly effective. During 2004 alone, the number of such meetings held was 342,
participated by approximately 18,000 (eighteen thousand) doctors. When compared to
the 2003 figures of 100 meetings with 5000 participants, the impact of our efforts can be
seen reflected in the tremendous rate of growth.
The Children’s Club now has over 1000 members who actively engage in pursuits of
creative learning. They are grooming themselves to be well-rounded individuals with
skills in foreign languages, arts, crafts and music. ACI believes that by promoting
education of children, we are contributing to societal development by shaping the minds
of our future leaders
ACI has undertaken extensive programs to educate crop farmers all over rural
Bangladesh in Good Agricultural Practices. We have a team of agricultural experts
working at the field level all across the country, holding a range of technical trainings
and field demonstrations. Their activities include:
Field demonstrations on various methods of crop protection that pose the least
hazard for the environment
Training on new technologies of cultivation, for higher yields and new crops.
Training to channel partners (e.g. retailers and agricultural extension workers) and
third parties (e.g. NGO workers)
ACI also has similar education programs for animal and poultry farmers. These include
Technical trainings on diverse aspects of farming, and on application of new
technologies
Farmers’ group meeting for sharing of learning and experiences
Free visits to farms by veterinarians, to identify problems and give advice to
individual farmers
Outcomes
Our farmers are mostly illiterate persons, having learnt the art and science of farming by
assisting their family on the fields. Our continuous endeavors to educate farmers have
given significant benefits on three fronts:
In a time like this ACI, as a socially responsible company, took the initiative to restore
the lives of all those it could reach. Through a massive program called Ghure Darai
(Turning Around) ACI reached out for serving the humanity which was implemented in
two phases:
Immediate treatment of cyclone affected people and domestic animals
Rehabilitation to help them turn around in future
OUTCOMES
Immediate treatment of cyclone affected people & domestic animals:
7 floating medical units with doctors and trained medical staff were deployed for 9
days to giving medical treatment to the cyclone affected.
These medical units covered 7 areas and gave free medical treatment to more then
3000 cyclone affected people out of which 45% where women, 35% men and 20%
children.
2 veterinary doctors where sent with
the required facilities who treated
2600 animals of these people as life of
many families are depended on it.
Free medicine and other necessary
materials where given to all those
who need them but had no access to
it.
Chapter Four
5.The Project and
6. The Problem Statement
Keeping the recent transport industry growth and ACI’s own business diversification in
mind, ACI Limited has developed its interest in the passenger transport services in the
country. ACI plans to enter into the industry introducing its own fleet of luxurious coach
services in selected routes. The feasibility of such investment is a very important issue in
this prospect.
“ACI Limited does not know of the feasibility of introducing an inter-city luxury
bus service to ply on major domestic routes of the country”
Feasibility
Studying a project’s feasibility is a preliminary study undertaken to determine and
document a project's viability. A feasibility study is an important part of creating a
business plan for a new enterprise, since it has been estimated that only one idea in fifty
is commercially viable. Feasibility studies comprise of different feasibility components,
namely Technical Feasibility, Schedule Feasibility, Cultural Feasibility, Legal Feasibility,
Marketing and Economic Feasibility and Schedule Feasibility. (www.wikipedia.org)
German brand Mercedes-Benz. These coaches will have two types of seats namely
Economy and Business class in a 32+6 arrangement respectively. The business class seats
are likely to have a 2+1 arrangement along with personal multimedia and body massage
facilities within their seating areas. Whereas the economy class passengers will have
seats in a 2+2 arrangement with more standardized options like reclining seats and
personalized audio channel systems.
Major Routes
According to the revenue generation point of view, the important domestic routes for
Luxury AC coach services in Bangladesh are very few in number. Such as, Dhaka-
Chittagong-Cox’s Bazar, Dhaka-Jessore Benapol, Dhaka-Jessore Khulna, Dhaka-Sylhet,
Dhaka-Bogra-Rangpur-Burimari, etc. Among the other routes having luxury AC buses
are Dhaka-Rangpur-Dinajpur, Dhaka Rajshahi, Dhaka-Norshingdi, Dhaka-Sirajgonj, etc.
Road Transport facilities have developed in Bangladesh territory at a slow pace in the
past because of the predominance of a water transport system in the vast network of
rivers. Physical complexity, particularly a dense network of rivers with numerous large
and small tributaries, tidal channels and very low elevation have largely determined the
evolution and nature of transportation system in earlier days in the bengal delta. The
region is so flat and low that the mean elevation hardly rises anywhere to more than a
few meters above sea level. During the rainy season it becomes a vast waterlogged area
where boats of various sizes and shapes appeared to be the only possible modes of
transportation in many places even if a few decades ago. In a region such as this, all-
weather roads and railways could be developed only on high embankments with
numerous culverts and bridges to overcome the barrier of water bodies. (Source:
www.banglapedia.org)
The Dhaka-Chittagong Corridor, which connects the two largest cities in the country,
Dhaka- the capital- and Chittagong- the largest commercial and port city, is the most
important transport corridor in the Bangladesh. It covers 16% of the country, 50% of the
population, 57% of the nation’s GDP, and two thirds of the nation’s import-export flows.
Chittagong Port handles about 90% of the country’s international traffic. The corridor
includes roads, rail, and inland waterways. The road carries 51% of the current freight
traffic in the corridor, the inland waterway 43%, and the railway 6%. The railway carries
most of the container traffic; no containers are carried by the waterways. Development of
the transport network in the corridor is facing major challenges which, if not addressed,
will severely constrain the country’s growth prospects. The 233 km Dhaka-Chittagong
highway, mostly two lanes (84%) with some four-lane (16%) sections, is congested and
overused. It is mostly undivided, and carries about 51% of the freight ton-km in the
corridor. This highway is heavily congested in the vicinity of numerous towns along the
route, especially at the conjunction points with Dhaka and Chittagong. Traffic on the
highway averages 16,000 vehicles per day, not including non-motorized vehicles and
pedestrian traffic. Among the motorized vehicles, about 42% are freight vehicles; and
about 80% of these are open or closed trucks. However, few (less than 1%) of these
trucks carry containers. The average travel time for buses between Dhaka and
Chittagong is about 6 hours. Like most national roads in Bangladesh, the Dhaka-
Chittagong highway is not adequately maintained. The structures along the highway are
designed for maximum 30-ton vehicles. This is a major constraint for the shipment of
large containers by road. The axle-load limit in the corridor is set at 10.2 tons; this limit is
not adequately enforced by the police, which results in further deterioration of the
highway and adds to the maintenance needs. The highway has one toll plaza near
Meghna Bridge. The remaining sections are free to road users. (Source: www.adb.org)
Passengers belonging to affluent society segments now-a-days prefer luxury buses to
trains for long-distance journeys. It is because unlike trains, these buses are available
every now and then. They ply day and night between Dhaka, Chittagong, Cox’s Bazar,
Khulna, Benapol, Rangpur, Rajshahi, and other important destinations. Passengers can
now start journey any time as they like and reach destinations at their prefered time.
This is a great facility especially for busy people. They can reach Dhaka by noon and
return at night almost from every major locations in the country. Traveling in luxury
coaches is usually very comfortable and in most cases they maintain punctuality in
departure and arrival. It is a reason why some people prefer coach services over other
modes of transportation.
Usage of high tech or air conditioned buses from the prestigious global manufacturers
started in Bangladesh during the late nineties in order to cope with the changes in the
tastes of consumers. The demand to ride on high tech vehicles or air-conditioned buses is
rising during the last couple of years due to a rise in people's purchasing capacity and
willingness to spend more than earlier. (Source: www.thedailystar.net)
While the Government kept a blind eye on the public transport sector during this period,
some brave businessmen stepped in. They saw there was a market for better service;
they saw the opportunity for doing business. Thus one by one, new buses were on the
road-Volvo, Scania and the like that provide an interior environment that is at par with
that of a business class of an airliner. Needless to say, these coach services charge higher
fares than other air-conditioned coaches, but for those who look for comfort and can
afford the fares, the luxury coaches hold irresistible attraction.
Challenges for the private entrepreneurs in the transport sector are innumerable. There
is also a stiff competition among the luxury coach operators. However, many of them are
coming up with their own strategies to overcome operational challenges and build their
competitive advantages. The managements of Green Line Paribahan Ltd, Shohagh
Paribahan Private Ltd. and Silk Line Express Ltd-three leading names in luxury coach
services that dominate the Dhaka Chittagong route face a lot of challenges, gather
experiences while doping the business and build up their own strategies. Certainly, a
substantial amount of money is required to purchase these exclusive buses. And it takes
about four years to recover the money invested for each Volvo bus. However, in case of
Scania, the recovery time may be less compared to Volvo since the former can operate 24
hrs while Volvo 18 hrs. Moreover, ticket prices of Scania are much high compared to
those of Volvo. For example a passenger traveling from Dhaka to Chittagong has to pay
Taka 800 for Scania while Taka 550 for Volvo. (Source: The Executive Times, January 2007)
Apart form extortion, hartal and blockade programs, there are a number of factors that
slow down the process of recovering the huge investment amount. Hino Non-AC bus
charges about Taka 300 for a Dhaka to Chittagong trip, although the cost of such a bus is
about Taka 4 million. In contrast, Scania, which involves investment four times as high,
charges only about twice the fare of a Hino non-AC bus. Moreover, the average
percentage of seats filled up on Green Line buses is around 60, although the company's
Dhaka-Chittagong and Dhaka-Sylhet buses remain mostly occupied. (Source: The
Executive Times, January 2007)
Roads carry over 80 percent of national passenger traffic, providing the backbone of the
transport sector in this country of 140 million people. Development of major
infrastructure such as the Dhaka Eastern Bypass and the Padma Bridge is important to
improve the connectivity and land use of the country. The Padma Bridge would connect
the currently isolated southwest and the eastern zones of the country. Although the road
network has been substantially expanded and improved, lack of adequate resource
allocation for maintenance threatens its sustainability. Secondly, statistics reveal that the
fatality rate is more than 100 deaths per 10,000 registered motor vehicles each year. This
is a major area of concern and needs to be addressed. (web.worldbank.org)
The response from a regular passenger to the website of The Financial Express after been
asked about these high-end bus services was:
“It is true that we have now high-class buses like Volvo and Scania, but the service is not
high-class. Please ask passengers; they will tell you the same thing. I request these companies
to pay more attention to their service”
---- Shafqat Chowdhury, Chittagong
Chapter Five
5. Present Market Scenario
In spite of the numerous obstructions involved in doing business in the public transport
sector of Bangladesh, there has been significant improvement in this market. With the
introduction of high-end luxury coach services between the major cities, Bangladesh’s
public transport service has now become a lucrative economic sector to invest into.
Luxury coaches from world famous brands e.g. SCANIA, VOLVO, MERCEDES-BENZ,
HINO are already on the highways providing non-stop luxury coach services. Dhaka,
Chittagong, Cox’s Bazar, Rangpur, Rajshahi, Sylhet, Benapol, Nilphamari, Khulna,
Jessore, etc are the cities who avail this opportunity so far. The coach operators who have
been confident and brave enough to introduce these highly priced luxury brands are the
people to be congratulated to provide the ultimate level of comfort rides to the public
transport sector. Operators in this business are namely Shohagh Paribahan, Green Line,
Soudia S. Alam, Shyamoli Paribahan, Eagle Paribahan, Silk Line, Hanif Enterprise,
Agomony Express, etc. They have looked into this prospective market segment
generating almost Billion-Dollar annual revenue in a country like Bangladesh. With the
increased competition in this sector, operators are forced to introduce higher-end
luxuries to capture their market. They have come up with buses that provide with the
sheer comfort and smoothness of the ride all the way to the destination. The wide spread
highway network has played an important role in the development of this business.
Apart from the above mentioned highways and bridges there are some other remarkable
projects that are expected to boost the economic growth. Such projects include
Construction of the 3rd Karnaphuli Bridge connecting the southern part of Chittagong
division including Bandarban, Cox’s Bazar and Teknaf with the rest of the country in a
more convenient way saving time and money both. The much awaited Multipurpose
Padma Bridge is also expected to have its impact on the country’s transport sector
relieving a significant amount of pressure from the existing Paturia-Daulatdia ferry
service that has been serving as the only gateway to the South-Western part of the
country.
Apart from providing with superior luxury, comfort and safety, the high-end coach
operators in Bangladesh do offer some peripheral services as well. It includes pick up
service from designated ticket counters in both Dhaka and Chittagong City Corporation
since large coaches are not allowed inside the metropolitan areas during day-time. These
operators have their pick-up points at Gabtoli, Kalyanpur, Kalabagan, Mirpur,
Fakirapul, Sayedabad, Razarbag, Malibagh areas in Dhaka City and pick-up points in
Chittagong includes Station Road, Dampara, and Bayezeed Bostami areas. They also
offer association with stop-over restaurants who are very much reputed for their on the
hospitality. Operators like Shohagh, Greenline and Soudia S. Alam offers online ticket
booking/inquiry facilities targeting the passengers’ convenience. Even with a number of
obstructions regarding the online transaction system in Bangladesh, it has successfully
attracted the attention of prospective customers. They most recent addition is the
association with reputed residential hotels in Dhaka, Chittagong, Sylhet and Khulna.
Using this service, any passenger can reserve hotel rooms in his/her destination city
even before staring the journey to that particular destination. Promotions like
SHOHAGH BEYOND and GREENLINE FRIENDS & FAMILY also offer booking
journey tickets even from the hotel premises even though the passengers seem to be
unaware of such customized promotions.
Fleet of these buses includes the most luxurious models of coaches imported mostly
from Europe, which provide with the ultimate in passenger comfort and safety. An
introduction to the most popular bus services are given in the following pages. Seat
plans of different luxury coach services are included in Appendix-A.
Figure 5.1: Existing routes for Long-Distance Luxury AC Coach Services in Bangladesh
Green had Line introduced the 1st ever Air- Conditioned bus services in Bangladesh
back in 1990’s. Their present fleet of buses includes the most luxurious models of
VOLVO, HINO and SCANIA buses imported from Europe, which provide the ultimate
facilities in passenger comfort and safety. GREEN LINE is the only operator to have fuel
efficient and environment friendly SCANIA luxury coaches in Bangladesh.
The company at present operates more then 60 (Sixty) buses on schedule routes
employing over 230 trained staff and safely transporting over a million passengers a
year. Its VOLVO model comes with 45 seated luxury saloon interior whereas the
SCANIA model comes with 27 Gold-Class seats in a 2+1 arrangement per row. These
buses have individual body massage options along with personal multimedia and state
of the art comfort from the world famous luxury bus manufacturer MTrans Limited of
Malaysia.
Green Line has very recently imported 4 HINO RM-2 luxury coaches in fully equipped
condition to meet the customer demand for High-end luxury in the south-west region of
the country. According to GREEN LINE officials the reason for them to switch to Hino
Buses was the proven durability of such coaches on roads in the South-West region. The
peripheral facilities that GREEN LINE offers to its passengers are intercity designated
route service, Charter Service, Online ticket booking system, etc. Routes covered by this
operator are:
Dhaka-Chittagong-Cox’s Bazar Dhaka-Sylhet
Dhaka-Jessore-Benapol Dhaka-Jessore-Khulna
Sylhet-Chittagong Dhaka-Natore-Rajshahi
Dhaka-Bogra-Rangpur Khulna-Dhaka-Rangpur-Burimari
Source: GreenLine’s high-officials, its webpage and published newspaper articles
SOUDIA S.ALAM has established itself as a leading inter-city luxury coach operator in
terms of its route network and passenger retention. It operates luxury inter-city coach
routes running between the major cities in Bangladesh. Soudia S.Alam has single decker
luxury coaches both AC and Non-AC in its fleet, which are designed and built to
luxurious standards. These coaches are equipped with onboard facilities like audio-
visual entertainment, reclining seats, reading lights, luxurious Interior, etc.
"Soudia S.Alam" has two distinctive brands namely, Soudia and S.Alam. Over the past
years these two brands have played a significant role in transporting and servicing long
distance travelers (close to 2 million per annum), throughout Bangladesh and
increasingly to countries across Bangladesh borders. Very recently, SOUDIA S.ALAM
has reached it extended excellence in passenger service by introducing the first ever
MERCEDES BENZ luxury coaches on the highways of Bangladesh. This reputed
operator has a plan to launch a total of 100 units of luxurious coaches in Bangladesh.
Routes that Soudia S. Alam has targeted presently are:
Dhaka-Chittagong-Dhaka
Dhaka-Chittagong-Cox’s Bazar-Dhaka
Dhaka-Sylhet- Dhaka
Dhaka-Jessore-Benapol (Yet to launch)
Dhaka-Jessore-Khulna (Yet to launch)
Source: Soudia S. Alam’s customer executives, official webpage and published newspaper articles.
SHOHAGH PARIBAHAN
The Company is operating their network at different place Chittagong and Khulna
division. The company also extends international service up to India with comfortable
luxury with most modern transport service to its customers with cheaper cost. Shohagh
Paribahan (Pvt.) Ltd. is deeply committed to fulfill its customers demand and cares
about consumers’ desire and taste.
Placing emphasis on this important aspect, Shohagh Paribahan has initiated a new edge
of business activities by establishing a solid bridge by two way traffic between the
service provider and the ultimate consumer in the present competitive business
environment. There are more than 1500 employees are working to protect valued
customer interest, safety, security, comfort and satisfaction.
Shohagh Paribahan comes with a fully functional online ticket booking system for its
passengers in Dhaka and Chittagong ticket counters. The online ticket server can also be
accessed from any computer system with internet connection. But the monetary
transaction has to take place in person meaning the passengers can book their ticket
online but have to confirm it going to a specified ticket counter.
Shohagh’s operating routes along with their types of service are:
Operators:
Shohagh Paribahan Silk Line
Green Line Paribahan Soudia S. Alam Services
Neptune Express
1
: Shohagh Paribahan Exclusive seat fare with a (1+2) seat arrangement.
5.7. Technology
The most advanced luxury coach engines run by Bangladeshi operators are from the
world famous manufacturers like SCANIA, VOLVO, HINO, etc. The VOLVO B7R bus
supplied to the operators in Bangladesh has a 260hp turbocharged intercooler engine, 45
seats (Green Line, Silk Line, Hanif), air suspension on all axles, integrated air-
conditioning and is built on a true bus chassis. This model can run for 18 hours at a
stretch whereas the 380hp SCANIA engine can run for 24 hours in a single trip specially
designed for long distance routes.
Again, The Mercedes-Benz CBC 1632 model run by Soudia S Alam is equipped with an
Inter-cooled OM 926 LA turbocharged engine, where the air flow area for the cooling
system is fitted with shrouds and flexible grommets for pipe fittings. Its compact
drivetrain assembly maximizes space for the body builder on this 326hp chassis.
Environment is major area of concern today the world over. All the coach engines
mentioned above to ply on Bangladeshi roads comply with internationally set emission
standards like EURO-I and EURO-II. But using better quality engine oils and genuine
spare parts are pre-requisites to maintain these standards for long. The importers of
these coaches provide with proper technical assistance in terms of spare parts, chassis
servicing, technical trainings, etc to optimize the serviceability of the chassis.
Opportunities:
Annual market growth of about 20%.
Development of the internal tourism industry resulting in increased business
opportunities.
Road network quality to be further enhanced by the establishment of 3 rd
Karnaphuli Bridge to link Chittagong and Cox’s Bazar.
Threats:
Repeated fuel price hike resulting in continuous rise in operating costs.
Comfortable Rail transport services proposed to come into service.
Increasing traffic volume resulting in severe congestion and poor operating
leverage.
Poor maintenance of highways and lack of resource allocation into this sector
resulting in threatened sustainability.
The fatality rate in Bangladeshi highways is more than 100 deaths per 10,000
registered motor vehicles each year. This is a major area of concern and needs to
be addressed.
The Govt. planning to impose a speed limiting rule on all modes of public and
private transport which will affect the operation of fast moving road transport
system increasing the fuel consumption per trip.
Chapter Six
6. The Consumer Perspective
After doing the KIIs, the passengers were surveyed about their experience and feedback
considering the luxury coach services in the market. Two FGDs were done on luxury bus
passengers; 1 in Dhaka and 1 in Chittagong. After doing the 2 FGDs, there were certain
areas of concern that the quantitative survey focused on. These areas have been taken
into consideration while designing the hypotheses as well as the questionnaire for the
quantitative survey; whereas, the findings from FGDs have been used in assessing the
financial feasibility of the project (see Chapter 8).
that can be considered important to ACI’s new market venture. The findings from the
survey are summarized here with necessary illustrations.
Figure 6.3: Awareness of promotional offers vs. the frequency of journey (monthly)
Luxury bus passengers are ready to travel by new services (Fig. 6.4)
Very few service attributes of existing operators are rates too satisfactory. (See Fig. 6.5,
Fig. 6.6, Fig. 6.7)
Passengers are more or less indifferent regarding the pricing of tickets (Fig 6.8)
Figure 6.4: Acceptance of new luxury bus services Figure 6.5: Rating of service features 1
Figure 6.6: Rating of service features 2 Figure 6.7: Rating of service features 3
Figure 6.9: Most preferred operator Figure 6.10: Occupation of the respondents
Figure: 6.11: Interest in online ticket booking facilities Figure: 6.11: Interest in online ticket
booking facilities
N %
Cases Valid 110 100.0
Excluded(a) 0 .0
Total 110 100.0
a Listwise deletion based on all variables in the procedure.
Chapter Seven
7. Proposed Marketing Mix
8. & Operating Requirements
7.1.2. Price
According to the passenger survey conducted, passengers are not very much willing to
pay more than the present for a more comfortable, enjoyable and safe journey. So ACI
should launch its luxury bus service with a ticket pricing parallel to the existing service
providers. The Business-Class and Economy-Class seats can be priced BDT 550 and BDT
800 for single trip to Chittagong. The Cox’s Bazar route as well will be priced in a similar
manner following the market rates.
7.1.3. Placement
ACI can aim the existing market with a high-value brand image in correspondence with
its already achieved corporate image. They should properly communicate their values
and mission to the target market initially following the existing operators and therefore
excel in its business with the long term goal kept in mind. Since the passengers are not
dissatisfied regarding the present location of ticket counters, ACI will establish its
counter in places like Kalyanpur, Kalabagan, Razarbagh area in Dhaka and Alankar
Morh, Dampara in Chittagong. Online ticket booking facilities can also be introduces as
interest groups have been found in this prospect through the quantitative survey.
7.1.4. Promotion
As found in the survey, target passengers are not very much aware of the promotional
offers from luxury bus operators. ACI can target this issue and work on it after
launching the service. Online ticket booking system, collaboration with famous hotels in
Dhaka, Chittagong and Cox’s Bazar will be a good approach in targeting the tourist
groups and people who travel for purposes like tours and sight-seeing. Both Above the
Line and Below the Line promotions can be carried out since there are passenger groups
interested in such media. As it has been found from the survey, newspapers and TV
commercials are the choices through which the target passenger group can be
communicated. A detailed database of passenger information needs to be maintained
since more frequent passengers are more likely to be using the promotional offers.
Executives in the Head Office – 2 (1 in charge of operations and 1 for marketing tasks)
Counter Executives – 3*5 (3 in each counter to facilitate the ticket selling system)
Drivers -20 (2 for each unit of coach, drivers should be given a break after a return trip)
Drivers -3 (connecting shuttle service – 1 in Chittagong and 1 in Dhaka)
Technicians -4 (2 in Dhaka and 2 in Chittagong for maintenance purpose)
Figure 7.1: The proposed business model for ACI's transport venture.
Chapter Eight
8. Financial Feasibility
The financial feasibility of the project has been assessed on the basis of certain
assumptions regarding both the costs involved and the overall financial scenario. The
costing are estimated on the basis of information collected from primary sources
(Appendix B, Appendix C, Appendix I)
Chapter Nine
Conclusion
The expanding and promising luxury transport market has attracted entrepreneurs
throughout time. The primary and secondary market study also indicate that the market
has been growing at an attractive rate with the increased economic affluence and
disposable income of the target customer group. This has been further aided by the
boom of internal tourism in Bangladesh as well. But facts like the high fatality rate in
highway accidents and repairing of highways and bridges do make the journey lengthier
and therefore create dissatisfaction among the passengers. Apart from that, the
development of railway system and proposed luxury train services can be considered
potential threats to this industry. But considering the experienced and highly
professional management structure of ACI Limited, they are expecting more of an
optimistic occupancy rate when the launch their luxury bus service. Considering the
financial aspects as well, the project was found viable. Again, effective promotional
activities need to be carried out to maintain the occupancy rate as per projection.
REFERENCE
Bangladesh: Quarterly Economic Update, The Asian Development Bank,
http://www.adb.org
Banglapedia, http://www.banglapedia.org/ht/r_0213.htm
Wikipedia,
http://en.wikipedia.org/wiki/feasibility_study
APPENDIX
Operators:
Shohagh Paribahan
Green Line Paribahan
Mamun Special Service
Operators:
Shohagh Paribahan
Green Line Paribahan
Eagle Paribahan
Bus
Volvo B7R Hino RM2KSKA
Chassis
Seats 45 30
Fare (Tk/Seat) 525*2 and 750*21 550*2
Fuel Usage (Ltr.) 250-260 250-260
Bribe (Tk) 100 100
Tolls (Tk) 1600*2+40 1600*2+40
Salary of Staffs (Tk) 1100+220+500 1000+250+500
Others (Tk) 100*2 100*2
Seating capacity
Chassis Model Importer/
Normal Exclusive Unit Price
Manufacturer
(2+2) (1+2) (Tk)
Navana
Hino RM2KSKA n/a 31 12,000,000
Limited
Rancon
Mercedes-Benz 41 n/a 15,000,000
Motors Ltd.
KII-1
This was a KII conducted on Mr. Mohsin of Green Line Paribahan. He was asked about different
operational and financial aspects of luxury AC bus services in Bangladesh. His feedback included
all sorts of information such as market size and growth, infrastructural and legal obstruction,
price of luxury coaches and the operating costs, target market groups, pricing of tickets, prospect
for new entrants, their future expansion plans etc. The questions that were asked to the
respondent were focused on two major routes namely Dhaka-Chittagong-Cox’s Bazar and Dhaka-
Sylhet where Green Line is doing a very good business. Findings from this survey included:
Luxury coach market has become more competitive in recent times
The market size is about BDT 6 billion with an annual growth rate of about 15-20%
The amount of operational and maintenance expenditure for different models of
imported luxury coaches namely Scania, Volvo and Hino that are operated by
GREENLINE.
HINO coaches are better performers in rough roads copared to the sophisticated brands
like VOLVO and SCANIA.
KII-2
The was second KII done on Mr. Ikram, Executive (Accounts) of Shohagh Paribahan Pvt.
Ltd. He was asked bout the different operational and financial aspects of the business
and the industry as a whole. As Shohagh has been stronger in terms of their marketing
strategies, the relevant costs were also an issue discussed in this KII.
FGDs
Two FGDs were done on luxury coach passengers in Dhaka and Chittagong to assess
the performance of existing luxury bus operators and therefore to get as idea of the
satisfaction level for passengers. FGD-1 which was done in Dhaka had 8 participants
whereas in Chittagong, number of participants was 8. The results from these FGDs have
been used while designing the quantitative survey questionnaire.
Considering Time:
Time Available: 14 days x 2 hrs/day = 1680 Minutes
Time required for each sample = 15 minutes
Therefore the sample size = 1680/15 = 112
The final sample size in 112 since it is the lower of the two.
Dear respondent, I’m a student of IBA, University of Dhaka. This questionnaire is a part of my internship
project work intended to find out the market scenario of luxury bus services in Bangladesh.
Information/opinion provided here by you will not be used for any other purpose under any circumstance.
Put a tick (√) mark for your answer until otherwise specified
For official
use only
1. Do you always travel by AC coaches if available?
YES NO
5. How did you first get to know about your favorite operator?
Newspaper TV Commercial Friends and Family
Billboards Random Attention Online Advertisement
Others (please specify) _____
For official
8. Do you try newly launched bus services sometimes? use only
Yes No
9. Rate your most favorite bus service in terms of the following features.
(Please put a tick mark for your answer based on the following scale:
-2=very poor, -1=poor, 0=average, +1=good and +2=very good)
-2 -1 0 +1 +2
Location & number of ticket counters 10.
Timely departure
Seating comfort
Interior features (noise, cleanliness)
Quality of AC system
Multimedia facilities
Flexibility in trips per day
Drivers’ competency
On the journey catering (snacks & such)
Stop-over restaurant facility
Hospitality of the attendants
think ticket prices are fairly charged with respect to the services provided?
(Please put a tick mark for your answer based on the following scale:-2=Very Unfair,
-1=Unfair, 0=no comments, +1=Fair and +2=Very Fair)
-2 -1 0 +1 +2
Economy Class
Business Class
11. Are you aware of recent promotional offers from luxury bus operators, such as Shohagh Beyond or
GreenLine Friends & Family?
Yes No
15. Occupation
Student Service Holder Business
Others (Please Specify) ___
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17. Bfe¡l
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*As the project loan will be repaid in 5 years, there’s no interest or capital repayment
expense in following years
Year-1 Year-2 Year-3 Year-4 Year-5 Year-6 Year-7 Year-8 Year-9 Year-10
Net
Increase/decrease 7978322 -2035705 -9647042 -3661244 -4657985 50940800 50940800 50940800 50940800 50940800
in Cash
Beginning Cash 0 7978322 5942617 -3704425 -7365669 -12023653 38917147 89857946.51 140798747 191739547
Closing Cash
7978322 5942617 -3704425 -7365669 -12023653 38917147 89857947 140798746.51 191739547 242680347
APPENDIX J: Details of hypotheses developed from qualitative study and related data
from consumer survey for hypothesis testing and other interpretation.
H 2: The length of journey (distance) is a factor considered for the selection of transport mode.
H 3: The level of comfort is a factor to be considered for the selection of transport mode
Deciding Factor-Comfort
Frequency Percent Valid Percent Cumulative Percent
Valid Yes 92 83.6 83.6 83.6
No 18 16.4 16.4 100.0
Deciding Factor-Safety
Frequency Percent Valid Percent Cumulative Percent
Valid Yes 26 23.6 23.6 23.6
No 84 76.4 76.4 100.0
H 6: More frequent travelers are aware of the promotional offers from luxury bus operators
Type of hypothesis: Descriptive Independent Variable: Desire to try new bus Services
Case: Luxury bus passengers
Status: Accepted, since the data below shows that no matter how frequently the travelers move, the always
intend to try new coach services
H 8: Luxury bus travelers are satisfied with the location & number of ticket counters available
H 9: Passengers are satisfied with the waiting room facilities provided by existing operators
H 10: Passengers are satisfied with the Pick-up facilities provided by existing operators
H 11: Passengers are satisfied with the timeliness maintained by luxury coach operators
H 12: Passengers are satisfied with the seating comfort from luxury coaches
Type of hypothesis: Descriptive Independent Variable: Seating Comfort
Case: Luxury bus passengers
Status: Not Accepted
Rating Comfort
Frequency Percent Valid Percent Cumulative Percent
Valid Poor 1 .9 .9 .9
Average 8 7.3 7.3 8.2
Good 52 47.3 47.3 55.5
Very Good 49 44.5 44.5 100.0
H 13: Passengers are satisfied with the interiors (noise, cleanliness) maintained in luxury coaches
Rating Interior
Frequency Percent Valid Percent Cumulative Percent
Valid Very Poor 2 1.8 1.8 1.8
Poor 7 6.4 6.4 8.2
Average 9 8.2 8.2 16.4
Good 57 51.8 51.8 68.2
Very Good 35 31.8 31.8 100.0
H 14: Passengers are satisfied with quality of AC system maintained in luxury coaches.
H 15: Passengers are satisfied with quality of Multimedia facilities provided in luxury coaches.
Type of hypothesis: Descriptive Independent Variable: Multimedia facilities
Case: Luxury bus passengers
Status: Accepted
Rating Multimedia
Cumulative
Frequency Percent Valid Percent Percent
Valid Very Poor 3 2.7 2.7 2.7
Poor 14 12.7 12.7 15.5
Average 42 38.2 38.2 53.6
Good 36 32.7 32.7 86.4
Very Good 15 13.6 13.6 100.0
H 16: Passengers are satisfied with Flexibility (trips per day) provided by coach operators .
Type of hypothesis: Descriptive Independent Variable: Flexibility in timing
Case: Luxury bus passengers
Status: Accepted
H 17: Passengers are satisfied with the competency of luxury coach drivers.
Type of hypothesis: Descriptive Independent Variable: Competency of Drivers
Case: Luxury bus passengers
Status: Accepted
H 18: Passengers are satisfied with the quality of catering (snacks & such) of luxury coach services.
Type of hypothesis: Descriptive Independent Variable: Catering Quality
Case: Luxury bus passengers
Status: Accepted
H 20: Passengers are happy with the Hospitality of the attendants during the journey.
Type of hypothesis: Descriptive Independent Variable: Restaurant quality
Case: Luxury bus passengers
Status: Accepted
Rating Hospitality
Frequency Percent Valid Percent Cumulative Percent
Valid Poor 11 10.0 10.0 10.0
Average 30 27.3 27.3 37.3
Good 48 43.6 43.6 80.9
Very Good 21 19.1 19.1 100.0
H 23: Passengers are happy/satisfied with the price they are charged
Type of hypothesis: Descriptive Independent Variable: Gender of passengers
Case: Luxury bus passengers
Status: Accepted
Statistics
Pricing of Economy Class Pricing of Business Class
N (Valid) 110 110
Mean 3.01 2.87
Mode 4 4
Std. Deviation 1.105 1.166
Skewness -.101 -.278
Kurtosis -1.121 -1.179
Range 4 4
Z- score 0.01 -0.11
Pricing of Economy Class
Frequency Percent Valid Percent Cumulative Percent
Valid Very Unfair 8 7.3 7.3 7.3
Unfair 36 32.7 32.7 40.0
No Comments 19 17.3 17.3 57.3
Fair 41 37.3 37.3 94.5
Very Fair 6 5.5 5.5 100.0
Ranking Statistics
Rank- Rank-
Green Rank- Rank- Rank- Rank-Silk Soudia S
Line Neptune Shohagh Shyamoli Line Alam
N Valid 107 100 107 102 106 104
Missing 3 10 3 8 4 6
Mean 2.05 4.69 3.46 3.70 2.54 4.12
Std. Deviation 1.216 1.339 1.798 1.640 1.266 1.522
Variance 1.479 1.792 3.232 2.689 1.603 2.317
Skewness 1.192 -1.062 .070 -.171 .416 -.451
Std. Error of Skewness .234 .241 .234 .239 .235 .237
Kurtosis 1.045 .736 -1.381 -1.064 -.691 -.706
Std. Error of Kurtosis .463 .478 .463 .474 .465 .469
Respondent Occupation
Cumulative
Frequency Percent Valid Percent Percent
Valid Student 20 18.2 18.2 18.2
Service
66 60.0 60.0 78.2
Holder
Business 17 15.5 15.5 93.6
Others 7 6.4 6.4 100.0
Component Matrix(a)
Component
1 2 3 4 5
Rating Location & Number
.491 -.090 .317 .326 -.424
of Ticket Counters
Rating Waiting Rooms .375 -.425 .045 .333 .515
Rating Pickup Facilities .535 -.340 .232 .235 .272
Rating Timely Departure .707 -.333 -.109 .398 -.060
Rating Comfort .745 .063 -.303 .069 -.212
Rating Interior .687 .188 -.401 .097 -.268
Rating AC System .676 .079 -.385 -.144 -.007
Rating Multimedia .587 -.061 -.168 -.294 .258
Rating Flexibility in
Trips/Day .398 -.261 .567 -.300 -.165
Rating Driving Capability .335 -.094 -.171 -.614 .201
Rating Snacks & Drinks .516 .194 .338 -.416 .265
Rating Stop-Over
Restaurant .225 .220 .656 .089 -.082
Rating Hospitality .466 .253 .299 -.227 -.193
Pricing of Economy Class .139 .602 .120 .368 .506
Pricing of Business Class
.251 .839 -.024 .138 .024