Guti Urea Business Plan

MGT 368
GROUP 6 OF SECTION 6
PROUDLY PRESENTS
THE BUSINESS PLAN

FOR
DESH GUTI UREA FERTILIZER

Prepared for: Saif Rahman
Prepared by:
Firoz Rahman Al Aman – 081235030
Mohammed Musarrat Abdulla – 081813030
S.M. Faisal Munim – 081713030
Khondker Rahat Hasan – 081308030
M Shafayet Hassan – 081305030
Richard Aungon Gomes – 061389030
Executive Summary:
The name of our company is Desh Fertilizers. Our product is Guti Urea fertilzer which is a
new form of Urea fertilizer. It is a pretty new technology in our country. It has been
introduced by the US-AID to our country. Bangladesh is a agriculture based country and rice
is the staple food of people. Where there is rice production therer is need for Urea fertilizer.
Usually farmers of our country use the regular prilled urea which is not very effective. Thats
why the Guti Urea has been introduced and ots popularity is increasing day by day. Rice is
being produced almost every where in bangladesh but Northern part of Bangladesh is very
reknowned for producing rice. About 17% of all the rice is Produced in Rangpur Division of
the Northern part. Thats why our targeted market is Rangpur division. We will hire a place to
set our production plant. We will buy 10 Briquqette machines for our production. We will
also hire labor from the sorrounding area which costs low and will pay them in an hourly
basis. The raw materials of our product will come from the prilled urea production
companies. Our business will be financed 50% by us and 50% loan will be taken from the
bank which is 1400000 taka. Very few companies are producing Guti Urea in Rangour
division in a very small amount. So we will promote our product in this area through our
sales executives and go to the farmers to encourage to use our product. There is still a very
large unexploited market in northern part of Bangladesh. So we have a great opportunity to
capture the market in the future. As per our financial projection our company will reach break
even with in 3 years and the loan will be paid in 5 years. Our company will pay back in 2.57
years. As the market is growing and there is very few competitors in our targeted market, we
can expect a very profitable future of our business.
Business Plan for Desh Guti Urea Fertilizer 2

The Opportunity:
The economy of Bangladesh primarily is dependent on Agriculture. About 84 percent of the
total population live in rural areas and are directly or indirectly engaged in a wide range of
agricultural activities. Since Rice is the staple food of our country, over 15 million
population lives on this. That is why Rice is the dominant crop of all and the demand of rice
is substantial and is increasing with the ever-growing size of population. In our country three
types of rice are cultivated namely Boro, Aman and Aush among which Boro and Aman
fulfills the major portion of the demand of rice (55% and 37% respectively).
Fertilizer is one of the key inputs for increasing crop yields and its contribution to crop
production is about 50-60% on an average. In our country Urea, TSP, Gypsum and various
other types of fertilizers are used for Rice production. But Urea is proven to be the most
effective fertilizer and that is why for a long time it is widely used by our farmers for rice
production. In 2009-10 Boro Season the demand of Urea in the entire country was 12.5
Metric Tons.
Despite Urea being the most effective and widely used fertilizer for rice production the
general form of this fertilizer (Prilled Urea) has been observed to be only 30% effective in
comparison to how much fertilizer is applied per hectare. As a solution of this problem in
2008 a new form of urea has been invented using Urea Deep Placement (UDP) technology
which is widely known as Granular Urea (Guti Urea). This new form of urea fertilizer has
been proven to be 70%-90% effective. This new technologically modified form of urea
fertilizer has been so much promising that within 1 year from launching; the demand for Guti
Urea has grown from 6,064 MT to 35,570 MT exhibiting a 315% growth rate. In the coming
years it has lot more to offer since in the entire country only 37% of the targeted area has
been covered under Guti Urea and still 63% area is yet to be fulfilled.
Although this newly developed fertilizer industry is extremely promising, being a part of it is
comparatively much easier in terms of financial requirements. In order to be the producer of
Urea fertilizer one needs to have Briquette Machine (USG) which is quite affordable. This is
the only fixed asset required for this business and that is why reaching the Break-Even point
takes less time.

Product Description:
Our Product:
Our product is Granular Urea Fertilizer which is colloquially known as Guti Urea. It is an
American technology. This technology was first brought by US-AID in Bangladesh. Urea
Granules is produced from Briquette Machine, this machine was invented in USA. This
machine can produce approximately 4.5 metric tons of Granules per day. It looks like napthalene
and white in color.
Benefits of Guti Urea:

Normal prilled urea spreads out all over the crop field when it is applied, which is not so effective.
Because most of it is being washed away by the irrigation water or is being vapourized in the air. But
guti urea is very effective than the normal prilled urea. It is sown in the ground about 3-4 inches deep.
So the crop gets maximnum benefit from the Guti Urea.
Types of Guti Urea:
There are 3 types of Guti Urea based on size of each granule. They are-
1. UMG-1(Urea Micro Granules-90mg )

2. UMG-2(Urea Mini Granules-1.7gm )
3. USG-3(Urea Super Granules-2.8gm)
We will produce only USG-3, because rest of the sizes are not valid anymore as they are less effective
than USG-1.
Packaging:
We will use Biodegradable poly bags that will keep our Urea Granules air tight and intact.
Our packaging is going to be simple in style and design ensuring highest quality and
durability.

Value Proposition:
Although Guti (Granular) Urea is nothing but a different form of prilled urea, but due to its
size and method of application its effectiveness is 40-50% more than the regular one. Since
its introduction in 2008, it has drawn the attention of the farmers due to various reasons other
than its high effective percentage. These are as follows:
1. First of all for the same amount of rice production Guti Urea can be applied 30%-40%
less in quantity than that of prilled urea. For example if for a medium sized paddy
land, if 100 kg prilled urea is required to grow certain amount of rice, 60-70 kg of guti
urea will provide the same result..
2. Even after less application of guti urea, 20%-30% more rice can be produced. This
happens because prilled urea needs to be spread around the field which doesn’t fulfill
the nutrition of the paddy plants and hampers the growth of the plants. It results in
less production. But guti urea is sowed 3-4 inches deep inside the field and thus
distributed the nutrition equally to all the plants.
3. Although sowing of guti fertilizer might be tiresome. But for a rice season guti urea
can be applied only 1 time where prilled urea needs to be applied at least 2-3 times
which is more tiresome in the long run.
4. In case of prilled urea several types of weeds are born around the paddy plants which
take out some nutrition level and thus hamper the production. But in case of guti urea
the fertilizers are applied 3-4 inches down the ground and thus weeds can’t grow.
Because of these reasons the farmers are more willing to use Guti urea even though per kg
price of Guti urea is 1 taka more than that of Prilled area. The farmers know that the
additional benefit of guti urea supersedes the extra cost.

Market Analysis:
Market Size & Target Customers:
The market of Guti Urea is very large. The main customers of this product are farmers who
produce rice. According to IFDC’s 2009-10 report, there are 427,845 hectares of areas in the
entire country where rice is being cultivated in all three rice seasons (Boro, Aman and Aush
Seasons) throughout the year. In these areas 855,690 farmers are involved in rice production.
By 2010 37% of the entire area has been covered under Guti Urea. That means 311, 386
farmers have switched from regular prilled urea form to the granular urea (Guti Urea). In
2009 this number was 150,000. So almost 107.6% more farmers have switched to Guti Urea
within a year in the entire country.
Geographic Analysis:
Not everywhere in Bangladesh rice is being cultivated. Due to various geographic reason the
rice is only being cultivated in few districts. The entire country has been divided into six
regions based on the location of the rice cultivating areas. These six regions are:
1. Sylhet Region
2. Mymensingh Region.
3. Comilla Region
4. Chittagong Region
5. Rangpur Region
6. Barisal Region.
Although the overall growth of the Guti Urea industry has been substantial in all these
regions combined, but the scenario is not same if we consider each region individually. In
some of these regions more farmers have accepted the new form of urea where in some other
regions farmers were reluctant to switch to Guti Urea for various reasons. In order look for
business prospect in this industry one needs to know the specific conditions of the individual
industries. That is why we are going to briefly discuss about each regions for comparison
analysis.
1. Sylhet Region: Sylhet region in the largest one among all these regions. In this
region there are four districts where rice is cultivated. These districts are Sylhet,
Maulavibazar, Sunamganj and Hobigonj. In this region 170, 278 hectares of areas are
rice cultivable. In 2010 52 briquette machines were used to cultivate 5,931 metric
tons of Guti urea. Although the region is larger than others the area covered under

Guti Urea is comparatively lower in comparison to the target area. Only 26% areas
have been achieved under this region and 86,875 famers are currently using guti Urea
among 333,744 rice farmers in this region.
2. Mymensingh Region: Although this region is not big enough, the growth in
this region has been very impressive. In this region rice is cultivated in only two
districts namely Kishoreganj and Netrokona. 9 upazillas fall under this two districts.
By 2010, 38,770 hectares of rice cultivable land has been covered under Guti Urea
where the total targeted area is 58,976 hectares of land. That means 66% lands have
been already been covered under this region. In 2010, 37 briquette machines have
produced 6068 metric tons of guti urea in this region. Since within 2 years from
launching Guti Urea, most farmers have already switched to this, so there is not
enough room for growth in the coming futures.
3. Comilla Region: A tremendous growth of Guti Urea has been already occurred
in this region. Rice is cultivated in two districts in this region namely Comilla and
Brahminbaria. Most surprisingly among the 33,250 hectares of the rice cultivable
lands Guti urea is being used in 29,723 hectares. That means 89% areas have been
already covered under Guti Urea. In this region there are in total 28 machines in
operation and 5023 metric tons of guti urea have been produced in 2010 Boro Season.
So this region doesn’t have much to promise in the coming years.
4. Chittagong Region: This region is the second largest area in terms of rice
production. Rice is cultivated in Chittagong, Noakhali, Feni and Lakshimpur district
in this region. In this region 26% rice cultivable areas have already been covered
under Guti Urea. Number of machine operated in this region is 27 and in 2010 2825
metric tons of urea have been produced in this region.
5. Rangpur Region: In the entire country, Rangpur region is the least covered area
in terms of the usage of Guti Urea fertilizer for rice production. Rice is cultivated in
three different districts of this regions namely Rangpur, Kurigram and Dinajpur.
Among the 55,239 hectares of rice cultivable area only 9,140 hectares have been
covered under guti urea. That means only 17% of the entire area has been covered
leaving 83% remaining areas to be covered under guti urea. There are only 25
briquette machines under operation and in 2010 only 2237 metric tons of guti urea has
been produced in this region.
6. Barisal Region: Barisal Region is also small in size with only 3 districts where
rice is being cultivated namely Barisal, Jhalokati and Madaripur. In this region there
has been a high growth of guti urea fertilizer. Among the 37,577 hectares of rice
cultivable lands 18, 247 hectares have already been covered under guti urea. So area
wise achievement is 49%. In this region 43 machines are already in operation and in
2010, 3121.40 metric tons of urea fertilizers have been produced in this region.
Market Growth:
In 2009 Boro Season 6,064 metric tons of Guti urea was produced. The production has
increased to 25,207 metric tons in the following year exhibiting a 315% market growth.
So overall sales of Guti Urea in the increased from 42,448,000 Taka to 176,449,000 taka.
This overall market growth shows this business is extremely profitable since 63% more
market is yet to be captured.
Target Market:
Considering the individual region analysis we can see that among all the six regions
Rangur region is the most profitable one since only 17% market has been tapped so far
with 83% more to go. Again there are only 25 machines in operation by 2010. So we
have planned to launch our business with 10 machines planning to capture overall 30%
market share in the future in proportionate of the possession of machines.
With further research we have come to know that the farmers of Rangpur lack in
knowledge regarding the effectiveness of the guti Urea. Moreover they are reluctant to
switch to this new form of fer tilizer because they are too used of the regular one. So we have
taken an extensive marketing plan which will solve this problem.

Industry Analysis:
The economy of Bangladesh stands upon agriculture. 70% people of the entire population
lives on agriculture. As we have already discussed rice is the staple food of Bangladesh and
that is why the key component of rice production, Urea fertilizer is a very essential element
of this country. So the urea industry is a very crucial industry for this country and
government always keeps an eye on it. But nowadays, with the growing technological,
environmental, economical, political and social changes, this industry is highly effective and
so the entire country. To analyze the industry further, we conducted an environmental
analysis – known as PEST analysis. In this analysis, there is a political, economical, social,
and technological stance that can be analyzed to further understand the industry and its needs
and demands.
Political Environment:
Political environment is very important for any business, because the political philosophies in
a country decide whether the business will grow or not. Any sort of political instability might
result in various obstructions for the business. A slight increase in the price of raw material
can result in substantial cost increase in production and fall in the sales of fertilizers.
Again changing hands in the political power results in changes of policies. Different
government can handle an industry in different manner which affects the business very much.
Economic Environment:
Economic environment is the most crucial determinants of any business of a country. This is
even more critical in the urea fertilizer industry. We know that the demand for urea
fertilizers of this country can’t be fulfilled by the home production. More than 50% of the
demanded urea needs to be imported from various countries. That is why generally the price
of prilled urea per kg is 35 taka. But as this is out of the farmer’s buying capacity,
government provides a substantial amount of subsidies which pulls down the price of urea to
6 taka per kg. This step also works in favor of Guti urea producers since the cost of raw
materials is significantly low due to subsidy.

But the situation might not be same forever. An economic downturn such as recession can
affect the industry drastically causing the guti urea producers to incur serious loss in business.
So economic issues should be considered before launching this business.
Social Environment:
Since rice is the main food of this country, so fulfilling the demand of rice has a huge effect
on the general people’s well being. That is why urea industry is also related with people’s
social wellbeing. If Urea fertilizers were not properly served, the farmers couldn’t produce
sufficient rice which in fact had a negative impact on people’s lives.
Technological Environment:
Technological environment has a huge impact on this industry. Due to the technological
advancements more and more agricultural scientists are putting more effort on developing
more effective form of urea fertilizers. Guti Urea is a perfect example of that. But further
invention or development of this fertilizer might obstruct the demand of guti fertilizer which
will cause a negative result for the guti urea producers.

SWOT Analysis:
Here we have discussed about the strengths, weaknesses, opportunities and threats that we
will be facing during doing the business.
Strength:
a) Environmentally Friendly: The most strong thing about us is our

environmentally friendliness. The traditional urea fertilizers are being misused by 30%-40%
as they are spread all over the field. Whereas Urea Granules are being dug into the soil, as a
result they do not get the chance to pollute the environment.
b) Strong Distribution Channel: We are using both direct and indirect distribution channel
to distribute our products to the customers. In this way we will be able to provide our
products to the distant part of our target market.
c) Agricultural Advantage: Urea Granules are very much agriculturally effective. Firstly,
farmers need fewer amounts of fertilizers than the traditional urea fertilizer. Secondly, they
do not need to apply fertilizer until the crop ripens after the first use. More over it meets the
hidden hunger of crops.
d) Easy preservation: As these fertilizers are needed in small amount, farmers do not need
to preserve them. It saves their valuable time.
e) Increased productivity: The most important aspect is that our product increases the
production of crops by 20%-30%.
Weakness:
a) Inadequate trained field workers: We don't have enough trained field workers to go to
the farmers personally and promote and teach them about the usage of the pr
b) Startup Company: As we are a new company in this field we don't have enough
experience in this business. So we may face a little bit difficulty in facing adverse situation
Opportunities:
a) Need for high productivity: We are losing the amount of productive land day by
day, but the need for increased amount of food is also growing. So Urea Granules is the
ultimate solution to increase the productivity of the crop.
b) Support from Agriculture Ministry: We have got enough support from Agriculture
Ministry which will help us to carry on and expand our business in the long run
c) Less Competition: There are only three companies who are producing Urea Granules and
they are also small in size. So here is a great opportunity for us to grab the greater portion of
market
Threat: The threats that we have are-
a) Electricity crisis: We have an acute shortage of electricity in our country. We fear that it
may hamper our production in the pick seasons.
b) Lack of Consciousness of the Farmers: The farmers of our country are uneducated and
they are superstitious. As a result they don't accept new things quite well and they don't
usually buy new things risking their money.
C) Introduction of new technology: Introduction of new technology can be a great threat to

our product. Few days ago a new form of Urea fertilizer was introduced which was called
Spray Urea fertilizer. But it was not effective enough and could not succeed to get popularity.
So if in the near future any new technology is invented then it will become a threat for us.

Competitor Analysis:
Since guti urea has been introduced very recently and specially in Rangpur region the growth
has been significantly low, so the competition is not that fierce right now. But since the
business prospect is very good and a significant amount of market is yet to be captured, so the
competition will definitely rise in the near future. In order to analyse the competition several
factors need to be judged. So we are doing this competition analysis in the Porter’s
Competition Analysis model.
Competition among the existing companies:
In rangpur region there are 25 briquette machines in operations right now. Thees machines
are in possession of 15 different individual entities who operate from different upazillas of
Rangpur, Kurigram and Dinajpur districts. In 15 commpetitors produced 2237 metric tons of
guti urea using those 25 machines. So on an average each machine produced 89.48 metric
tons urea per month. That means each machines produced almost 1 metric ton urea per day.
But we know that a briquette machine can create upto 4.5 metric tons of urea per day. It
shows that due to less demand of guti urea in rangpur region, the competitors are not
producing at the utmost level. But most certainly in the future when the demand will rise
they will produce more as they are capable of doing so even if no other entrants enters this
business. So capturing market share will not be so easy due to the increased competition.
Threat from Substitute:
Currently the substitute of guti urea is the regular prilled form of urea. Since the farmers are
switching from prilled urea to guti urea so this is not going to cause any severe threat. And in
near future this threat won’t even exist since at one point all the farmers will be using the guti
ureas.
But since R&D operations in the agricultural field has been increased substantially, in the
near future any potential substitue of guti urea might emerge and thus cause severe threat.
But at this current level this is not an issue because even if a new substitute comes up it will
take a substantial amount of time to be implemented in the field level.

Threat from new entrants:
As we have already learned that this business is highly profitable and entering to this business
doesn’t require much capital any new entrants can enter the business any time which will
result in increased competition.
Bargaining Power of the buyers:
Farmers are the main customers of this product. But they don’t have much baragining power
in this industry since this is a generic product and no producers can differentiate their product
and create a different level of demand.
Bargaining power of the supliers:
The producer of the prilled urea are the supliers of this business. Majority of the urea
factories are owned by the government. And government deliberately provides subsidies in
the urea fertilizers. So even if they do have the bargaining power they don’t change the price
(At least don’t increase) for the sake of the farmers. Again government is very much
concerned about agriculatural issues since the majority of the economy is build on this sector.
So in this case the producer of the guti urea who works as the middleman in this industry are
in the safe side.

Marketing Plan
Rangpur is a Division with 8 districts including Rangupr itself, but the production and
promotion of Guti Urea is Limited to only 3 districts.There are two major reasons behind it.
First of all the farmers don’t have enough knowledge about this product and they are not fully
aware of the effectness of it. Second of all they seem highly reluctant to switch to this form
of urea since they are used to the regular form. So to change their attitude towards this
product requires extensive strategic marketing planning and implementation. That is why a
strong Marketing Plan is the key important step the company needs before starting this
business.
But since the product is generic and the main customers are not literate enough to
comprehend the regular promotional steps, so our promotional strategies are going to be quite
different in nature.
Marketing Mix:
Product:
Our product is Urea Granules. It is an American technology. This technology was first
brought by US-AID in Bangladesh. Urea Granules is produced from Briquette Machine, this
machine was invented in USA. This machine can produce approximately .45 tons of Granules
per hour. This basically urea fertilizer but much better than the prilled urea. The problem with
prilled urea is that most of it is washed away in the irrigation water and rest gets vaporized in
the air. Thats why the Guti Urea has been introduced. This larger than the prilled urea and it
is deeply sown in the ground. As a result most of it is consumed by the plants. Thats why it is
most effective and crops get most benefit from from Guti Urea.
Place:
Since it is not going to be feasible to capture the nationwide market as a startup company, so
we are focusing on a niche market which is the Rangpur division. As we have already
discussed in the market analysis section that Rangpur region is the least covered area under
Guti Urea. Only 17% of the entire 55,239 hectares rice cultivable area has been so far
covered by 2010. So we selected the Rangpur Region as our target market. Primarily we will
be focusing on three districts namely Rangpur, Kurigram and Dinajpur where the rice

production is highest. The idea of Guti Urea is very new here and a very little amount is
being produced here recently. So we will be focusing on this niche areas in order to create the
demands for Guti Urea.
Promotional Strategies:
Advertising Guti Urea in magazines, newspapers, TV and radio will not be very much
effective. Because t he majority of the farmers in our country don’t have access to these
medias and they are not educated enough to receive these type of messeges properly. As a
result, conventional promotional strategies will not work in this case. In order to promote our
product, we need to take varieities of promotional approaches. These are discussed below:
1. Motivational Field Visits: This is the most important promotional tools we will
use to increase demand for Guti Urea. As we have mentioned before, there will be 14
regional officers who will be working under Sales Manager. Their jobs will be to
visit the local farmers in different areas and enlighten them about the benefits of using
Guti Urea. They will also motivate them to switch to guti Urea and explain the
additional incentives they are going to get by using it. They will also practically teach
them how to apply it properly.
2. Brand Management through Promotional Materials: Despite Guti Urea being a

generic product we have planned to assign a brand name (Desh Guti Urea) to our
product. During our marketing campaign we will provide T-shirts, Caps to the
farmers to position the brand name in their minds.
3. Mass marketing: In almost every village area, during the weekend “HAAT” is
organized where village people buy various commodities. We will take advantage of
this gathering to promote and sell our products to the farmers.
4. Maintaining PR with the Dealers: The fertilizer dealers are the main agents of our
distribution process. So maintaining public relations with the dealers is neccesary
step to achieving higher market share.

Pricing Policy:
Pricing is important for any business organization same as ours. The most important
objective is to attract customers. The economic condition of our most of the farmers is
not well enough. They always prefer lower priced urea fertilizers. The regular prilled
urea costs about 6 taka per kg. But due to increased cost of production the standard
price of Guti Urea is 7 taka per kg. Since this is a generic product the market is
highly price sensitive. So we will set the price 7 taka per kg as well.
Distribution Channel:
Fertilizers are generally distributed by the dealers in specific areas. There are several
dealers in Rangpur district who supplies Urea fertilizers to the farmers. We will contract
with some of them who are the major dealers of fertilizers. They collect Guti Urea from
different producer in Rangpur in small amounts. But they can get huge amount of
fertilizers from us which will be convenient for them. So here we have an advantage of
grabbing the big dealers. Through them our product will be reached at the hands of the
farmers.

Management Team:
Our management team is basically formed based on three departments of the company –
Marketing, Finance & Human Resource Management.
Marketing Department
Chief Marketing Officer (CMO) is the head of Marketing department. 1 Sales Officer and 1
Customer Serviced Officer will work under Chief Marketing Officer. Under Sales officer 14
regional officers will work whose job is to go to different areas of our targeted areas, meet the
farmers and convince them to use Guti Urea. Sales Officer will be incharge of conducting the
overall sales. Customer Service officer will be in charge of taking various issues in account
regarding rice farmers and dealers. They will both report to Cheif Marketing Officer who is
incharge of the overall marketing operation.
Finance Department: Chief Finance Officer is the head of the finance department.
He will be in charge of operating all the finance operations that include preparing
financial statements, making financial forecasting, approving funds etc.
Human Resource Department: The manager of Human Resource and Operations is the
head of HR department. 2 supervisors will work under him who will be incharge of
running and coordinating the day to day operations. 1 Electricial, 1 Mechanic and 1
Security personnel will work under the supervisors.
The CMO, CFO and Manager of HR and operations will report to the Chief Executive
Officer who is in charge of the overall company.
The list of the personnels are given below:
01. CEO-Mohammed Musarrat Abdulla
02. CMO-Firoz Rahman Al Aman
03. CFO-M Shafayet Hassan
04. Sales Mananger-S M Faisal Munim
05. Customer Relations Officer-Richard Aungon Gomes
06. Manager of HR and Operations - Khondker Rahat Hasan

Productition and Delivery Process:
The production process is very simple in our case. We will have a 3000 square feets of
production facility in the Rangpur town. This facility will be divided into two parts: factory
and godown. the factory comprises of 10 USG briquette machines whihch covers 1500
square feets of the entire plant. The rest of the facility will be used for inventory purposes.
Each briquette machine is capable of producing 4.5 metric tons of Guti Urea perday. For
each machine two labours are assigned to increase the productivity level and reduce the time.
The production process is quite simple. First the machine needs to be turned on. On top of
the machine there is a part where prilled urea is needed to be inserted after turning on the
machine. Then the prilled urea is transformed into the granular forn and comes out of the machine
from the exit point.
After the production, the granular ureas are packaged in biodegradable poly bags. Each bag
basically carry 7 granular pieces. After that around 50 kg guti urea is packed inside a sack
and this completes the packaging part.
After packaging, the sacks full of guti urea fertilizers are stored in our inventory which is
later on supplied to the dealers who sell them to the farmers.

Financial Analysis
The financial analysis of Desh Fertilizers begins with an estimation of initial investment
(Appendix, p) that amounts to Taka 2726250 required to start this company. Half of this
amount will be financed by the six partners running this company and the other will be
borrowed from the Bangladesh bank (Appendix, p) at annual interest rate of 9% which will
be paid in 5 years.
 Income Statement:
The pro-forma income statements (Appendix, Page 27) have been calculated for 3 years on
season basis that are each 4 months long and they have been attached to the appendices. In
the income statements, total revenue and cost of goods sold have been calculated as per the
market share the company is willing to capture in each year. Then, the total operating
expenses for each season followed by the interest payments have been calculated. The
interest payments for each season have been derived by constructing the amortization table.
Since in partnership business, there aren’t any corporate tax imposed, taxes throughout the
income statements are 0.Finally the net profit/loss was reached by deducting interest
payments and operating expenses from the gross profit margin.
In the first year, the company wills to capture 10% of the market share. With this initiative
and considering the demand for guti fertilizers is increasing at a rate of 51%, the net income
in each season was calculated and it was seen that at the end of year 1 the company will be
making a loss. This is because the company is incurring in the Aman and Aush season, and
moreover the since the company remains inactive during the Aush season, the loss seems
more practical.
In the second year, we expect the industry to grow at a rate of 54% and the company wishes
to capture 12% of the market. In doing so the net profit was calculated for each season and
the end of year 2, the company is making a net profit of Taka 48444.25.
In the third year, the industry growth is expected to be 60% and the company has plans to
capture 15% of the market. The net income calculated for each season yields a better result
and the company is making a profit of Taka 904290.8.
 Balance Sheet:
The pro-forma balance sheets for 3 years have been calculated and are attached to the
appendices (Appendix, Page 26The necessary inputs have been fed in the balance sheets. The
balance sheets are showing promising results as the cash every year is increasing, the
company is effectively paying its loan, and the earnings every year has also increased
tremendously as the growth in the respective Rangpur district is increasing and the company
is making full use of its opportunities to exploit the market.

 Free Cash Flows
The FCF of each year every season has been calculated and are been attached to the
appendices (Appendix, Page 29). It has been calculated by adding NOPAT to the
depreciation expense. With revenue increasing every year, EBIT has also increased.
Moreover, the company does pay tax. Eventually, this has a positive impact on the
company’s FCF and the company seems to have more cash in hand every year.
 Break- Even Analysis
We have considered first three years’ time span for break - even analysis. The formula we
have used for this analysis is:
Break Even in sales =Fixed Cost / Contribution Margin Ratio
Fixed cost= Taka 9, 50,000
Contribution Margin ratio= Total contribution (Sales – Variable cost)/ Sales
= 0.36
Break Even in sales = Taka 2660000
Break Even in metric tons = Fixed Cost/ Contribution Margin per metric ton
= 950000/ (9616250/3846.5)
= 380 metric tons
Therefore, the company will reach break-even when company has made sales of Taka
2660000 and sold 380 metric tons of guti fertilizers.
 Payback period
In order to calculate the discounted payback period, the FCF of each year were discounted.
To keep calculations simple, the discount rate was taken 9% which the company’s borrowing
rate since the company is relying on Taka 1400000 loan and 9% is the only cost of its fund.
The company is expected to recover its cost in 2.57 years.
Limitations of the Business Plan

 The industry is too much affected by the political factors and natural calamities. As
Bangladesh is a very politically unstable country, this limitation causes damages to
the industry a lot.
 We relied heavily on secondary data and moreover, agencies were not willing to share
confidential data.
 All estimations regarding rent, salaries, and utilities are approximate. We did not have
enough time to visit Rangpur and survey about the mentioned expenses. Thus, these
expenses are calculated as per Dhaka standard.
Sensitivity Analysis:
As the scenario is good for us for initiate a business with profit from the first year as well as
break even in the second year, things may not be that much favorable for us because of
natural calamities, recession, legal and political instability and also for so many reasons.
Things may turn opposite for the business and we may incur loss in any time. Factors like
revenue and costs still plays an important role in the business, so we can cover it up, if natural
calamity or other factors may cause the business to shut down, by selling the fixed assets or
merging with large prilled urea producer.
But our main concern is our market share. As Guti Urea has a huge amount of industry
growth rate (315%) in Bangladesh and at Rangpur region is covered by 17% area under Guti
Urea. So there are huge opportunity is exist in Rangpur region. Initially we will capture 10%
of the market of Rangpur region. So at year 1 we will target to produce 344.5 metric ton Guti
Urea. As maintaining a track with the market growth in Rangpur 56% and 60% for year 1 and
year 2 respectively our market share will be increase also. It will be 12% in year 2 and 15%
in year 3. So our sales as well as cost of goods sold increase also in terms of growth in
Rangpur region and our market share. But things not be favorable always. Suppose our
market share goes down because of new entrants or natural calamities or other for
discrepancies to 8% and market growth become 40%. So our sales and cost of goods sold and
other variable costs will be changed. In the appendix we have calculated sales amount in
metric ton as well as taka at income statement by taking 40% market growth and 8% market
share. In this case the sales amount goes down and ultimately net loss increase in the 1 st year.
As the same way in the 2nd year we take market growth at Rangpur 38% and our market share
8% and in 3rd year market growth at Rangpur 35% and our market share 5%. So the result is
the sales amount is decreasing. So we can say that industry growth in Rangpur and our
market share has huge impact on our income statement.
Industry growth rate and market share also affect the cash flow and balance sheet indirectly.
The factor which is so important is the EBIT or the operating income. When it is high, we
see a higher cash flow to the business. To increase or to ensure the gradual growth of the
operating income, we have to give a closer look into the total revenue and the costs of goods
sold. Industry growth rate and market share also affect the cash flow and balance sheet
indirectly. It affects earnings which is a part of owners’ equity in the balance sheet. So we
can say that industry growth in Rangpur and our market share has huge impact on our income
statement, balance sheet and cash flow statement.
Exit Plan:
There is a 300% industry growth in the Guti Urea industry. Still there is aplenty of space to
grow. Rice is being produced in almost every district of Bangladesh as it is the staple food of
the people. Where there is rice production there is need for Urea fertilizer. Tangail and
Comilla are the 2 districts where the use of Guti Urea is 100%. So it is clear that there are
plenty of spaces for us to grow. The government is also helping in this project. So there is
very low possibility for us to leave the business. But if at any time any kind of situation arise
which bounds us to leave the business, then we have an exit plan. We will merge with a
bigger prilled Urea producing company.
The logic behind merging is if we merge with them and transfer our plant beside their plant,
then transportation cost for both of us will become nil, as the ir final product is our raw
material.
As the promotion of Guti Urea is increasing and as it is more effective and productive than
the prilled urea, gradually the market for prilled urea will shrink. So if we merge with them,
then they will be greatly benefited. So strategically, it will be equally beneficial for both of
us.

Apparently it might seem that merging with a prilled urea producing company will result in
cannibalism for that company. But in this case it won’t happent. Cannibalism occurs when a
new product of a company destroys the demand of its previous product. But if our company
merges with a prilled urea producer that comapies end product (Prilled Urea) will be the raw
materials for our product (Guti Urea). So for that merging company this will not be an act of
cannibalism. In fact it will be a vertical integration in their production process.
Conclusion:
After all this analysis and financial projections we are very much hopefull about our business project.
If this business paln can be utilized properly then we guarantee that this is going to be a very
profitable business.

Appendix
Initial Investment:
Category Units Per cost Total (Taka)

(Taka)
Urea Supergranule Machines 10 75,000 750000
Generators 1 200000 200000
Raw Materials (metric tons) 344.5 4500 1550250
Promotional Expense 70000
Advance Payments 126000
Website 30000
Total 2726250
Balance Sheet:
Year 1 Year 2 Year 3

Items :
Fixed Assets :
Machineries 750000 750000 750000

Generator 200000 200000 200000
Inventory 14606 16067 17674
Current Assets:
Cash 1289464 1225657 2017697

Accounts Receivables 0 0 0
Prepaid Expenses 126000 126000 126000

Total Assets 2380070 2317724 3111371
Liabilities & Owners' Equity
Long term Liabilities

Loan 1040071 680142 320213
Short term Liabilities

Accounts Payable 374535 235390 519370.3
Accumulated Depreciation 13749 27498 41247
Accrued Expenses 0 0 0
Total Liabilities 1428355 943030 880830.3
Owners' Equity 1326250 1326250 1326250
Earnings -374535 48444.25 904290.8

Retained Earnings
Capital 1326250 1326250 1326250
Total Liabilities & Owners' Equity 2380070 2317724 3111371
Income Statements:
Year 1
Boro Aman Aush Total
Sales Revenue 2411500 1687000 0 4098500
Less Cost of goods sold 1550250 1084500 0 2634750
Gross Profit 861250 602500 0 1463750
Operating Expenses : 750851 680851 280583 1712285
Promotional Expense 70000 0 0 70000

Salaries & Wages 367785 367785 24000 759570
Rent 252000 252000 252000 756000
Utility Bills 56483 56483 0 112966
Depreciation 4583 4583 4583 13749
EBIT 110399 -78351 32048
Interest Expense 42000 42000 42000 126000
EBT 68399 -120351 -322583 -374535

Taxes 0 0 0 0
Net Profit After Tax / 68399 -120351 -322583 -374535

Loss
Year 2
Sales Revenue 4515000 3164000 0 7679000

Gross Profit 1291875 903750 0 2195625
Salaries & Wages 367785 367785 24000 759570
Rent 252000 252000 252000 756000
Utility Bills 56483 56483 0 112966
Depreciation 4583 4583 4583 13749
EBIT 611024 222899 -280583 553340
EBT 576042 187917 -715514.75 48444.25
Taxes 0 0 0 0
Net Profit After Tax / 576042 187917 -715514.75 48444.25

Loss
Year 3
Sales Revenue 8911000 6237000 0 15148000

Gross Profit 1937812.5 1355625 0 3293438
Salaries & Wages 367785 367785 24000 759570
Rent 252000 252000 252000 756000
Utility Bills 56483 56483 0 112966
Depreciation 4583 4583 4583 13749
EBIT 1128329.5 546142 -280583 1393889
EBT 1100996.5 518809 -715514.75 904290.8
Taxes 0 0 0 0
Net Profit After Tax / 1100996.5 518809 -715514.75 904290.8

Loss
Free Cash Flows:
Year
1
Title Boro Aman Aush
Revenues 2411500 1687000 0
Operating Income (EBIT) 110399 -78351 0
Less: Cash tax payment 0 0 0
NOPAT 110399 -78351 0
Plus: Depreciation Expense 4583 4583 4583
Less: Investment
In net Working Capital 0 0 0
In new Capital (CAPEX) 0 0 0
Total net investment for the 0 0 0
period
Free Cash Flow 114982 -73768 4583
Year
2
Revenues 4515000 3164000 0
Operating Income (EBIT) 611024 222899 -280583
NOPAT 611024 222899 -280583
Less: Investment
period
Free Cash Flow 615607 227482 -276000

Year
3
Revenues 8911000 6237000 0
Operating Income (EBIT) 1128330 546142 -280583
NOPAT 1128330 546142 -280583
Less: Investment
period
Free Cash Flow 1132913 550725 -276000
Break-Even Analysis:
Items Taka
Sales 26925500
Less variable cost 17309250
Contribution margin 9616250
Less Fixed Cost 950000
Net Income / Loss 8666250
Break Even Point (metric 380

tons)
Break Even in sales (taka) 2660000

Loan Amortization:
Period Principal: Start of Paymen Interes Principa Principal: End of

Period t t l Period
1 1400000 359929 126000 233929 1166071
2 1166071 359929 104946 254983 911088
3 911088 359929 81998 277931 633157
4 633157 359929 56984 302945 330213
5 330213 359929 29719 330210 3

 Impact of Sensitivity Analysis in Income Statement:
Year 1
Boro ( January- Aman (May- Aush (September- December) Total

April) August)
Sales Revenue 1757000 1232000 0 2989000

Gross Profit 627500 440000 0 1067500

Salaries & Wages 367785 367785 24000 759570
Rent 252000 252000 252000 756000
Utility Bills 56483 56483 0 112966
Depreciation 4583 4583 4583 13749
EBIT -123351 -240851 -364202
EBT -165351 -282851 -322583 -770785
Taxes 0 0 0 0
Net Profit After Tax / Loss -165351 -282851 -322583 -770785
Appropriations for
Partners
Retained Earnings
Year 2
Total Revenue 2114000 1477000 0 3591000

Gross Profit 941250 660000 0 1601250

Salaries & Wages 367785 367785 24000 759570
Rent 252000 252000 252000 756000
Utility Bills 56483 56483 0 112966
Depreciation 4583 4583 4583 13749
EBIT 260399 -20851 -280583 -41035
EBT 225417 -55833 -715514.75 -545931
Taxes 0 0 0 0
Net Profit After Tax / Loss 225417 -55833 -715514.75 -545931
Appropriations for
Partners
Retained Earnings
Year 3
Total Revenue 2044000 1428000 0 3472000

Gross Profit 1411875 990000 0 2401875
Salaries & Wages 367785 367785 24000 759570
Rent 252000 252000 252000 756000
Utility Bills 56483 56483 0 112966
Depreciation 4583 4583 4583 13749
EBIT 602392 180517 -280583 502326
EBT 575059 153184 -715514.75 12728.25
Taxes 0 0 0 0

Net Profit After Tax / Loss 575059 153184 -715514.75 12728.25
Agreement Of Partnership
This Partnership Agreement is made on May 30, 2010 between
1. Name and Business

The parties hereby form a partnership under the name of DESH to produce Guti
Urea.The principal office of the business shall be 17/B,Roy Bahadur lane,Rangpur
Sadar.
2. Term
The partnership shall begin on April 1, 2010, and shall continue until terminated.The
partnership has been created under the partnership act of 1932,sec(74,4,5)
3. Partners
All the six partners of the business are active partner.
4. Capital
The capital of the partnership shall be contributed in cash by the partners as follows:
o A separate capital account shall be maintained for each partner.
o Neither partner shall withdraw any part of their capital account.
o Upon the demand of either partner, the capital accounts of the partners shall be
maintained at all times in the proportions in which the partners share in the
profits and losses of the partnership.

5. Profit and Loss
The net profits of the partnership shall be divided equally between the partners and
the net losses shall be borne equally by them. A separate income account shall be
maintained for each partner. Partnership profits and losses shall be charged or credited
to the separate income account of each partner. If a partner has no credit balance in
their income account, losses shall be charged to their capital account.
6. Salaries and Withdrawals

Neither partner shall receive any salary for services rendered to the partnership. Each
partner may, from time to time, withdraw the credit balance in their income account.
7. Interest
No interest shall be paid on the initial contributions to the capital of the partnership or
on any subsequent contributions of capital.
8. Management Duties and Restrictions

The partners shall have equal rights in the management of the partnership business,
and each partner shall devote their entire time to the conduct of the business. Without
the consent of the other partner neither partner shall on behalf of the partnership
borrow or lend money, or make, deliver, or accept any commercial paper, or execute
any mortgage, security agreement, bond, or lease, or purchase or contract to purchase,
or sell or contract to sell any property for or of the partnership other than the type of
property bought and sold in the regular course of its business.
9. Banking
All funds of the partnership shall be deposited in its name in such checking account or
accounts as shall be designated by the partners. All withdrawals therefore are to be
made upon checks signed by either partner.

10. Loan payback
The initial loan which will be borrowed from bank will be repaid regularly from the
revenue of the company.
11. Books
The partnership books shall be maintained at the principal office of the partnership,
and each partner shall at all times have access thereto. The books shall be kept on a
fiscal year basis, and shall be closed and balanced at the end of each fiscal year. An
audit shall be made as of the closing date.
12. Voluntary Termination

The partnership may be dissolved at any time by agreement of the partners, in which
event the partners shall proceed with reasonable promptness to liquidate the business
of the partnership. The partnership name shall be sold with the other assets of the
business. The assets of the partnership business shall be used and distributed in the
following order:
(a) to pay or provide for the payment of all partnership liabilities and
liquidating expenses and obligations;
(b) to equalize the income accounts of the partners;
(c) to discharge the balance of the income accounts of the partners;
(d) to equalize the capital accounts of the partners; and
(e) to discharge the balance of the capital accounts of the partners.

13. Death
Upon the death of either partner, the surviving partner shall have the right either to
purchase the interest of the decedent in the partnership or to terminate and liquidate
the partnership business. If the surviving partner elects to purchase the decedent's
interest, he shall serve notice in writing of such election, within three months after the
death of the decedent, upon the executor or administrator of the decedent, or, if at the
time of such election no legal representative has been appointed, upon any one of the
known legal heirs of the decedent at the last-known address of such heir.
(a) If the surviving partner elects to purchase the interest of the decedent in the
partnership, the purchase price shall be equal to the decedent's capital account
as at the date of their death plus the decedent's income account as at the end of
the prior fiscal year, increased by their share of partnership profits or
decreased by their share of partnership losses for the period from the
beginning of the fiscal year in which their death occurred until the end of the
calendar month in which their death occurred, and decreased by withdrawals
charged to their income account during such period. No allowance shall be
made for goodwill, trade name, patents, or other intangible assets, except as
those assets have been reflected on the partnership books immediately prior to
the decedent's death; but the survivor shall nevertheless be entitled to use the
trade name of the partnership.
(b) Except as herein otherwise stated, the procedure as to liquidation and

distribution of the assets of the partnership business shall be the same as stated
in paragraph 10 with reference to voluntary termination.
14. Arbitration
Any controversy or claim arising out of or relating to this Agreement, or the breach
hereof, shall be settled by arbitration in accordance with the rules, then obtaining, of
the American Arbitration Association, and judgment upon the award rendered may be
entered in any court having jurisdiction thereof. In witness whereof the parties have
signed this Agreement.

Executed this ______________ day of _________________, [Insert Year] in [Insert City, State].
________________________ ________________________
Signature of Party 1 Signature of Party 2
________________________ ________________________
________________________ ________________________

Curriculum Vitae
House# 1 Road # 5 Sector #13, Uttara Model Town, Dhaka, Bangladesh.
Phone # 880-172750341 • E-mail: musarrat_abd@yahoo.com
Mohammed Musarrat Abdulla

Objective
Building up career in a rewarding position at an organization where sincerity, skill

and performance are the criteria for one’s appraisal and recognition.
Education
North South University 2008-Present
Bachelor of Business Administration, Current CGPA: 3.79/4.0
Indian School Al Wadi Al Kabir (MUSCAT,OMAN) 2006-2007

C.B.S.E,
Subjects: English, Mathematics, Biology, Chemistry and Physics
Percentage: 77.8
Indian School Al Wadi Al Kabir (MUSCAT,OMAN) 2004-2005

C.B.S.E,
Subjects: English, Mathematics, Science, Social Studies and French.
Percentage: 83.2
Extra Curricular Activities
 Participated in the painting workshop conducted by Bangladesh Social Club, Oman.

 Participated in The Green Olympiad sponsored by the Ministry of Environment And
Forests, Government of India.
 Participated in The Gulf Physics Olympiad, 2006.
 Participated in the Inter-House Badminton Tournament, sub-junior boy’s category.

Interests
Playing football, badminton, watching television, listening to music, surfing the

Internet, etc.
Strength
 Quick Learner
 Have good patience
 Team worker
Skills
 Linguistics – Effective verbal & written communicational and interpersonal ability in English.
 Can proficiently use MS Word, PowerPoint, Internet Browsing, E-mail correspondence, etc.
Personal Information:
 Father’s Name: Mohammad Wahidul Alam Chowdhury

 Mother’s Name: Mrs. Kazi Nasrin
 Date of Birth: February 2nd 1989
 Nationality: Bangladeshi
CERTIFICATION
"I certify that all information stated in this résumé is true and complete to the best of my knowledge.
Authority deserves full right to verify the information provided in this résumé."

MOHAMMED MUSARRAT ABDULLA
FIROZ RAHMAN AL AMAN

(KAUSHIK)
Contact: C/O Captain Mostafizur Rahman, House- 72/C-3,
Naval Headquarter Complex, Banani, Dhaka -1213
Tel: 01196102811
E-mail: firoz.rahman.kaushik@gmail.com
Personal Information:

Father’s name: Captain Mostafizur Rahman (L), PSC, BN
Mother’s name: Afroz Rahman
Date of birth : 3/9/1987
Nationality: Bangladeshi
Objective:
To pursue a career which will reflect my creativity and aptitude and where I can properly implement
my motivational and negotiation skill in a broader extent. Also devoting my inner strengths for the
betterment of the company and working hard to achieve goals is my first priority.
Academic Background:
2003-2005 Bangladesh Navy School and College, Dhaka
SSC
GPA : 5.00
2005-2007 Ispahani Public School & College, Chitagong
HSC
GPA : 4.8
2008-Present North South University
BBA
Current CGPA : 3.75
Work Experience:
2005-2007 Uniliver
Marketing Officer

2007-2009 Uniliver
Brand Supervisor
Lux
Skills:
1. Creative writing ability.

2. Have a good command over both English and Bengali(Mother tongue)
3. Impressive interpersonal skill.
4. Ability to improvise when required.
5. Ability and mentality to work in a team without breaking harmony.
6. Ability to work under stress.
Extra-curricular activities:
1. Involved with music. I play drums in a rock band. I also occasionally play drums for the
band YAATRI.
2. Have a good knowledge about film making theories, Film editing process and screenplay
writings.
3. I took part in a debate competition in school.
Language Competency
Bangla- Mother tongue
English- Fluent both in speaking and writing.
Computer Literacy:
Familiar with MS word, MS Power Point, Adobe Photoshop, Adobe Premiere, Adobe After Effect,
Sony Vegas and Internet Operating Procedure.
Interest:
Music, Movies, Motor bikes, Computer games, Sports.
References:
Muslima Begum
Md. Mostafizur Rahman
Assistant Secretary
Brunei Darussalam High Commission
House No.26, Road No.6

Captain, BN
Director Personnel,
Bangladesh Coast guard
Agargoan Administrative Area
Block # E, Plot # 12 E
Sher-E-Bangla Nagar, Dhaka -1207
Cell : 01713332002, 01191343415
Curriculum Vitae
Name : S.M.Faisal Munim
Father’s Name : Sheikh Muhammad Faruque
Mother’s Name : Farida Yesmin
Mailing Address : 12/20,Kalyanpur Housing Estate,Mirpur
Dhaka-1207
Contact No : 01678136798
Permanent Address : 167/B,R.K Mission Road,Mymensing Sadar
Mymensingh
Date of Birth : April 23rd,1990
Age : 20years.
Nationality : Bangladeshi (By birth)
Education :
Name of Name of institution Year Result

degree

BBA North South University, 2010 3.10(on a
(on going) Dhaka. scale of 4.00)
HSC Dhaka Residential Model 2007 4.00
(Science) College,Dhaka Board (on 5 point
scale)
SSC Dhaka Residential Model 2005 4.63
(Science) School,Dhaka Board (on 5 point
scale)
Language Proficiency : Proficient in Bengali and English
Other Qualifications
Worked on event management with North South University Computer Club and Nsu
Wireless Forum
References
01. Mahmud A.Sharif
Associate Professor,MBA
North South University
Cell No: 01733-795832
02.Md.Zubaer IBN Awal
Assistant Professor
Bangladesh University of Science and Technology
Cell No : 01671-438697

RICHARD AUNGON GOMES
Phone: 01912-098381, Email: www.aungon_189@yahoo.com
27-1, Tejkunipara, Farmgate, Dhaka 1215
_________________________________________________________________________________________
OBJECTIVE
To get knowledge and experience by using my skills meeting the
organization’s goal.
EDUCATION
 Bachelor of Business Administration: 2006 – Till date

North South University
CGPA: 2.56/4.00 scale (117/124 credits Completed)
 Higher Secondary Certificate: 2005
Notre Dame College
GPA: 4.20/5.00 scale
 Secondary School Certificate: 2003
St. Joseph High School
GPA: 4.75/5.00 scale
RESEARCH PROJECTS
 North South University Students’ overall satisfaction about North South University (March
2010)
 Virtualization and its effects (July 2008)

Investment Simulation Project on DSE (February 2010)
 Challenges and opportunities of Organization: On perspective of Pizza Hut (August 2009)
 Short term Financial Management (November 2009)
 NOKIA and its business in Bangladesh (November 2008)
 Joining the single currency in Europe (August 2009)
 New short term bank loans for Banks of Bangladesh (March 2009)
 Motivational Factors of the employees of BAT (November 2010)
_______________________________________________________________________________________
RELEVANT COURSEWORKS
 Corporate Finance
 Insurance and Risk Management
 Investment Theory
 Econometrics
 Micro and Macro Economics
 Money, Banking and Financial Market
HIGHLIGHTS OF QUALIFICATIONS
 High analytical ability.

Skilled in mathematical application and reasoning.
 Fluent in Bengali and English.
Computer Skills:
 Skilled in creating reports using MS Word, MS Excel, SPSS and Minitab.

 Experienced in creating and delivering multimedia PowerPoint presentations.
 Efficient user of internet to gather information.
SEMINERS ATTENDED
 Seminar on the Trend of Economics of Bangladesh, organized by the

department of Economics, North South University in August, 2009.
Seminar on the Natural Disasters of Bangladesh organized by Earth Club of North
South University on November, 2010.
AREA OF INTEREST

 Reading books, watching environmental and educational programs,
 Karate, Judo and Martial Arts.
REFERENCES
Will gladly furnish upon request.
Resume
MD. Shafayet Hassan
53/F, Azimpur Govt. Officers’ colony,
Dhaka, Bangladesh
Contact No: 01913628859 (Mobile)
8624867 (Res.)
E-mail: shafayet88@yahoo.com
Objective
To develop and assess my entrepreneurial skills, confidence level, communication skills, and
knowledge base and to gather experience that will help me a lot to take better decision to
handle any situation.
Experience
Five years experience working as Finance manager at Unilever from year 2004 to 2009.

Education
Exam. / Degree Group GPA Institution Year/Semester
S.S.C Business Studies 5.00 Ideal School and college 2005
H.S.C Business Studies 5.00 Notre Dame college 2007
B.B.A Business Studies 3.54 North South University 7th Semester
Personal Information
Date of Birth : 27th September, 1990
Father’s Name : MD. Faizul Hassan
Mother’s Name : Sufia Akhter
Present Address : 53/F, Azimpur Govt. Officer’s Colony, Dhaka-1205
Permanent Address : F-101, North Banasree, Goran, Dhaka
Religion : Islam
Nationality : Bangladeshi
Marital Status : Single
Proficiency
Proficient in MS Office applications: Word, Excel and Power point.
Pastimes and interests
Playing, Reading novels (sometimes), Listening songs and hanging out with friends.

Khondker Rahat Hasan
8/1 Sylcon Villa, Flat-902, Topkhana Road,
Shegun Bagicha, Dhaka-1000
Contact No. 01818-114180
9552664 (Res.)
Email Address: rahat5.nsu@gmail.com
Objective
Well educated with sharp communication and official skills looking forward to give the best
effort and gather real life working experience.
Education
Exam/ Degree Group/ CGPA Institution Year

Major
S.S.C Business 5.00 Ideal School and College, 2005
Studies Motijheel, Dhaka.

H.S.C Business 4.80 Notre Dame College, Motijheel, 2007
Studies Dhaka.
B.B.A Finance North South University, Dhaka 69 credit hours
completed
Personal Information
Date of Birth: 13th November, 1990
Father’s Name: Khondker Hasan Reza, FCS
Mother’s Name: Jahanara Begum
Present Address: 8/1 Sylcon Villa, Topkhana Road, Shegun Bagicha, Dhaka-1000
Permanent Address: Same
Religion: Islam (Sunni)
Nationality: Bangladeshi
Marital Status: Unmarried
Proficiency
Ms Office applications: Proficient in Ms Word, Ms Excel and Power Point.
Language Proficiency: Proficient in both English and Bengali verbally and written.
Special Proficiency in English:
 Took part in Young Learner’s Education Course in British

Council, Dhanmondi, Dhaka.
 Have done English Communication Development Course
from Democracy Watch, Shiddheswari, Dhaka.
 Was a part of Spoken English Course from Grand Spoken
English, Mowchak, Dhaka.

Personal Skills
Very good team playing ability with natural leadership skills and can work under difficult
situation and pressure. Have organizing skills and can convince people effectively.
Work Experience
Have worked as a HR Manager and Head of Operations in a production based business

organization for 8 years.
Pastime and Interests
Interested in music and can play some guitar. Reading books, playing cricket, swimming,
hanging out with friends are favorite pastimes.

Guti Urea Business Plan

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Guti Urea Business Plan

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MGT 368

THE BUSINESS PLAN

DESH GUTI UREA FERTILIZER

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Benefits of Guti Urea:

Types of Guti Urea:

1. UMG-1(Urea Micro Granules-90mg )

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a) Environmentally Friendly: The most strong thing about us is our

Threat: The threats that we have are-

C) Introduction of new technology: Introduction of new technology can be a great threat to

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Competition among the existing companies:

Threat from Substitute:

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Bargaining Power of the buyers:

Bargaining power of the supliers:

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2. Brand Management through Promotional Materials: Despite Guti Urea being a

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 Break- Even Analysis

Break Even in sales =Fixed Cost / Contribution Margin Ratio

Fixed cost= Taka 9, 50,000

Contribution Margin ratio= Total contribution (Sales – Variable cost)/ Sales

Break Even in sales = Taka 2660000

= 380 metric tons

Limitations of the Business Plan

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Category Units Per cost Total (Taka)

Urea Supergranule Machines 10 75,000 750000

Generators 1 200000 200000

Raw Materials (metric tons) 344.5 4500 1550250

Promotional Expense 70000

Advance Payments 126000

Year 1 Year 2 Year 3

Machineries 750000 750000 750000

Cash 1289464 1225657 2017697

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Liabilities & Owners' Equity

Long term Liabilities

Short term Liabilities

Total Liabilities 1428355 943030 880830.3

Owners' Equity 1326250 1326250 1326250

Earnings -374535 48444.25 904290.8

Total Liabilities & Owners' Equity 2380070 2317724 3111371

Operating Expenses : 750851 680851 280583 1712285

Promotional Expense 70000 0 0 70000

Interest Expense 42000 42000 42000 126000

EBT 68399 -120351 -322583 -374535

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