Description of PRAN Company

PRAN started its operation in 1981 as a processors fruit and vegetable in Bangladesh. Over the years, the company has not only grown in stature but also contributed significantly to the overall socio-economic development of the country. PRAN is currently one of the most admired food & beverages brand among the millions of people of Bangladesh and other 82 countries of the world where PRAN Products are regularly being exported. All the PRAN products are produced as per international standards maintaining highest level of quality at every stages of its production process. PRAN is currently producing more than 200 food products under 10 different categories i.e. Juices, Drinks, Mineral Water, Bakery, Carbonated beverages, Snacks, Culinary, Confectionery, Biscuits & Dairy. The company has adopted ISO 9001 as a guiding principle of its management system. The company is complaint to HACCP & certified with HALAL which ensures only the best quality products are reaches to the consumers table across the Globe.

Inception of PRAN:
PRAN in Bangladesh are blessed with a climate ideally suited to agriculture, specially fruits and vegetables-rich in taste and flavor: sweet, mellow and juicy. Our deltaic plains are among the most fertile in the world created and drained by the mighty rivers-the Padma, Jamuna & Meghna. There is plenty of water. And farming is a way of life to our people.

Our comparative advantage as an economy lies in agriculture. We believe the way to economic prosperity is through agro-business.

PRAN is in testimony to our convictions. It stands for: Programme for Rural Advancement Nationally or in Bangla PRAN is Bangladeshs largest grower and processor of fruits and vegetables. Our contract growers cultivate the choicest fruits and vegetables which are processed in our modern and hygienic factories to highest quality & international standards. Objectives: AMCL and its Brand name PRAN have twin objectives achieving social values with sustainable pecuniary advantage for all our stakeholders. Goals:

Quality maintenance and improvement. Satisfied customers. Hold on to the current customers and again gain customer loyalty. Gain competitive advantage over all the competitors. To double sales and expand production capacity every 7-8 years. To become one of the biggest names in international fruit and vegetable processing industry

Scope: The market of soft drinks and beverage is very competitive. We may say that as a strong market. This project paper is prepared as a marketing plan of a product of AMCL which brand name is PRAN.

Philosophy of PRAN Company

The production concept is appropriate for this company. The Production Concept

The production concept prevailed from the time of the industrial revolution until the early 1920's. The production concept was the idea that a firm should focus on those products that it could produce most efficiently and that the creation of a supply of low-cost products would in and of itself create the demand for the products. The key questions that PRAN would ask before producing a product were:

Can we produce the product? Can we produce enough of it?

At the time, the production concept worked fairly well because the goods that were produced were largely those of basic necessity and there was a relatively high level of unfulfilled demand. Virtually everything that could be produced was sold easily by a sales team whose job it was simply to execute transactions at a price determined by the cost of production. The production concept prevailed into the late 1920's.

Stages of marketing of PRAN Company

Analysis stage: Current marketing situation analysis: the marketing audit the environmental analysis. SWOT analysis This stage covers the relevant background information necessary for plans to be formulated and decisions to be made. It includes detailed analyses of the current market situation, the organization's existing products/services situation, the competitive situation and the SWOT analysis. The outcome of the current situation analysis and the SWOT analysis in particular provides a foundation for the next stage in the process. Planning stage: Defining the requirements of the plan: objectives setting strategic outline At this stage, marketing managers are fully aware of the factors in the organization's current situation which will influence its marketing activity so will look at corporate objectives in the light of this information to develop marketing objectives and evaluate strategic alternatives. Marketing objectives should meet certain criteria: They should be stated clearly and unambiguously. They should be measurable (by sales volume, or percentage increase over the last three years, for example). They should be consistent with the organization's objectives and resources. They should be set down in order of priority. Strategy is based on the idea of a game plan, as in chess, or in military strategy. Thus, marketing strategy sets down the game plan by which the objectives are to be achieved. Each objective should be viewed very closely and strategic

alternatives drawn up. For example, a desired increase in sales revenue from a particular service could be achieved in a number of different ways; by greater market penetration, for example, or by enhancing the service offering and charging a higher price. Strategic options should be carefully evaluated for each objective and the best possible course(s) of action selected in each case. The next step is therefore to establish plans of action for each selected strategy.

Implementation stage:
Putting plans into operation designing action programmes assigning responsibility for their execution costing the programmes This stage is concerned with the operationalization of marketing strategy. The strategy defines the broad areas of marketing activity which must be undertaken to enable the organisation to meet its marketing objectives. These must be translated into programmes of action to be carried out by the various functions within marketing. At the implementation stage, the key questions to be addressed are: "What needs to be done?" (defining appropriate action) "When will it be done?" (scheduling and timing) "Who will do it?" (designating clear areas of responsibility) "How much will it cost?" (budget planning) The marketing plan will focus on the various marketing mix activities which make up the organization's service offering within its chosen market(s): The service package -features, benefits Pricing policy Promotional programmes Distribution - making the service accessible People aspects of successful service delivery" Process design

 Physical evidence Each element of the marketing mix activities proposed must be carefully costed and analysed for optimal use of organizational resources and to ensure the most suitable approaches are used so that marketing objectives can be met. Measurable targets should be built into the plan to allow for effective monitoring programmes. Clear areas of responsibility for carrying out designated tasks must be set down and understood by all concerned for successful implementation.

Monitoring stage:
Controlling the plan establishing required performance targets monitoring performance against targets designing corrective courses of action where required contingency planning The last stage in the marketing planning process sets in place control techniques for monitoring the plan's performance. Usually this entails a systematic review of all aspects of the plan against targets set, usually on a monthly or quarterly basis. The review must be carried out regularly to ensure prompt attention and action in areas when the results lag behind targets set.

Buying Center:
The buying-center concept is the idea that in businesses and organizations, many people with different roles and priorities participate in purchasing decisions. Unlike consumer buying, where the consumer, alone or with assistance or influence from acknowledged opinion leaders, makes his or her own purchase decisions, in business buying a group often determines which products or services are purchased. PRAN company have a Buying Center where they make decision and generate idea. Buying center of PRAN will include a variety of participants:

Initiators: people who start the purchase process by defining a need Decision Makers: people who make the final decision Gatekeepers: people who control the flow of information and access to individuals in an organization Influencers: people who have input into the purchase decision Purchasing Agent: the person who actually makes the purchase order Controller: the person who oversees the budget for the purchase Users: people who use the product or service

External & Internal Marketing Environment Of PRAN Company

Market environment consist of all factors that in one way or another affect or affected by the organization decision. there are external and internal factors of PRAN company:

1. Internal factor , these involve (5M's)

Management Manpower machine material and money.

2. External factors , these include

Macro factor and micro factors: Macro factors are the one that affect the organization indirectly, these are

Political enviroment socia-cultural technological and Ecological leagal

while micro factors are those which affect the organization directly it involve

customers competitors suppliers and public