Reasons of Declining of Bukhari Commercial Exporters

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1. INTRODUCTION:

Bukhari Commercial Exporter (BCE) is a reputable firm in the organization but because
of some uncertain event in 2008 it is gradually declining.
My report is related to find the reasons of declining and then summing up the reasons, we
will find solutions to redevelop, by searching on internet and other resources.
Mainly we select this topic because one of our friend was working in BCE, so we don’t
find any difficulty to conduct the interview of CEO (Abdul Qadir Jangda).

• We will sum up all reasons together in the report so that it might give any way to
redevelop the business.
• During the interview it might be possible that some unknown reasons come in
front of them.
• This report will be very helpful to us in job searching.
• We will get experience about report writing which will improve our writing skills.
• By conducting interview and meeting with different people our communications
skill improves.
• It will be very helpful for future coming students as a reference.
• It will enhance the knowledge of the teachers regarding export business.

My report will be helpful for all executives of export organization because of declining of
an export organization, so they can make some strategy in advance to face these
problems.

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2. RESEARCH METHODOLOGY:

After selecting the topic our first step was to make plan about starting the research, then
we made the following plan,

We will conduct the interview of CEO (Abdul Qadir Jangda) of BCE.

We will do research about declining of any export organization.

These two were our main points. We went to BCE on 10-11-08 in order to take
appointment to meet with CEO they gave me the appointment of 17-11-08 due to their
busy schedule. We prepared ourselves for the interview and then reached to BCE address
P.O Box No.5848, 3rd floor, attique market, opposite Badi Imam Bargah, Bombay
bazar, kharadar Karachi-74200, but it was very inside so we have to go on foot from
tower to kharadar. When we reached over there it was lunch time for them, so we have to
wait for some time, the location was very good and totally Air conditioned and all the
employees were in formal dress, We were really impressed with them.

When they got free we met with the manager and he was a very interesting person, the
total population of the organization was nearly 50. Our report was to find the reasons of
declining a business which a CEO can tell us well, so we just conducted the interview of
CEO. Firstly we were confused then we overcome our tension and feel relaxed then we
asked questions, CEO said us in start that he will not reply to some questions and he will
answer to only those questions which is related to our report. So we asked questions
related to our report.

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After the interview we thought that we should add some additional information about
export which will be helpful for readers. In this regard, we searched data from the
internet which we have inserted in our third chapter, then we organized all the data.

3. EXPORT:

3.1 PROFILE OF BUKHARI COMMERCIAL EXPORTS:

BCE was established on Monday, dated 09-11-1992 with the capital 7.5 million,
strength of
employee was 11 including, but its first name was A.R corporation and owner name
was Abdul Razzaq Jangda at that time it was exporting only rice, but in 1996 when
Abdul Razzaq jangda established a new business in Dubai then he transferred this
business to his beloved son Abdul Qadir Jangda. Abdul Qadir is a religious person and
loves a lot to Muhammad Shah Bukhari Mazar situated near Tower opposite to
kutiyana memon hospital, so he changed the name of firm from A.R Corporation to
Bukhari Commercial Exporters, and started exporting commercial goods along with
rice and it got much fame and its owner received many awards as a best exporter of
Pakistan. The strength of employees was 55 in 2004.

3.2 DEFINITION:

In economics, an export is any good or commodity, transported from one country to

another country in a legitimate fashion, typically for use in trade. Export is an important
part of international trade. Its counterpart is import.
Export goods or services are provided to foreign consumers by domestic producers.
Export of commercial quantities of goods normally requires involvement of the Customs
authorities in both the country of export and the country of import.
The advent of small trades over the internet such as through Amazon, e-Bay and the like,

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have largely by-passed the involvement of Customs in many countries due to the low
individual values of these trades. Nonetheless these small exports are still subject to legal
restrictions applied by the country of export, particularly in respect of strategic export
limitations.

3.3 HISTORY:

The theory of international trade and commercial policy is one of the oldest branches of
economic thought starting with the ancient Greeks up to the present era. Exporting is a
major component of international trade, and thus is argued constantly and consistently
throughout the ages. Two dual views concerning trade present themselves. The first,
recognizes the benefits of international exchange. The other concerns itself with the
possibly that certain domestic industries (or laborers, or culture) could be harmed by
foreign competition. Some things which Singapore exports is cheese, trees, and cute little
bumble bees.

3.4 PROCESS:

Methods of transfer include a product or good or information being mailed, hand-

delivered, up-loaded to an internet site, or downloaded from an internet site. It can be sent
in the form of a facsimile, email or during a telephone conversation.

3.5 BARRIERS:

Trade barriers are generally defined as government laws, regulations, policies, or

practices that either protect domestic products from foreign competition or artificially
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stimulate exports of particular domestic products. While restrictive business practices
sometimes have a similar effect, they are not usually regarded as trade barriers. The most
common foreign trade barriers are government-imposed measures and policies that
restrict, prevent, or impede the international exchange of goods and services.

3.6 STRATEGY:

ASSESSING A PRODUCT'S EXPORT POTENTIAL:

There are several ways to gauge the overseas market potential of products and services.
(For ease of reading, products are mentioned more than services in this guide, but much
of the discussion applies to both.) One of the most important ways is to assess the
product's success in domestic markets. If a company succeeds at selling in a domestic
market, there is a good chance that it will also be successful in markets abroad, wherever
similar needs and conditions exist.

In markets that differ significantly from the domestic market, some products may have
limited potential. Those differences may be climate and environmental factors, social and
cultural factors, local availability of raw materials or product alternatives, lower wage
costs, lower purchasing power, the availability of foreign exchange (hard currencies like
the dollar, the British pound, and the Japanese yen), government import controls, and
many other factors. If a product is successful in a domestic market, one strategy for
export success may be a careful analysis of why it sells here, followed by a selection of
similar markets abroad. In this way, little or no product modification is required.
If a product is not new or unique, low-cost market research may already be available to
help assess its overseas market potential. In addition, international trade statistics
(available in many local libraries) can give a preliminary indication of overseas markets
for a particular product by showing where similar or related products are already being
sold in significant quantities.
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If a product is unique or has important features that are hard to duplicate abroad, chances
are good for finding an export market. For a unique product, competition may be
nonexistent or very slight, while demand may be quite high.

Finally, even if domestic sales of a product are now declining, sizeable export markets
may exist, especially if the product once did well in the United States but is now losing
Market share to more technically advanced products. Countries that are less developed
than the United States may not need state-of-the-art technology and may be unable to
afford the most sophisticated and expensive products. Such markets may instead have a
surprisingly healthy demand for products that are older or that are considered obsolete by
market standards.

MAKING THE EXPORT DECISION:

Once a company determines that it has exportable products, it must still consider other
factors, such as the following:
• What does the company want to gain from exporting?
• Is exporting consistent with other company goals?
• What demands will exporting place on the company's key resources management
and personnel, production capacity, and finance - and how will these demands be
met?
• Are the expected benefits worth the costs, or would company resources be better
used for developing new domestic business?
Answers to these questions can help a company not only decide whether or not to export
but also determine what methods of exporting should be initially used.

THE VALUE OF PLANNING:

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Many companies begin export activities haphazardly, without carefully screening markets
or options for market entry. While these companies may or may not have a measure of
success, they may overlook better export opportunities.

In the event that early export efforts are unsuccessful because of poor planning, the
company may even be misled into abandoning exporting altogether.

Formulating an export strategy based on good information and proper assessment

increases the chances that the best options will be chosen, that resources will be used
effectively, and that efforts will consequently be carried through to completion.
The purposes of the export plan are, first, to assemble facts, constraints, and goals and,
second, to create an action statement that takes all of these into account. The statement
includes specific objectives; it sets forth time schedules for implementation; and it marks
milestones so that the degree of success can be measured and help motivate personnel.
The first draft of the export plan may be quite short and simple, but it should become
more detailed and complete as the planners learn more about exporting and their
company's competitive position. At least the following ten questions should ultimately be
addressed:
1. What products are selected for export development? What modifications, if any,
must.
2. Be made to adapt them for overseas markets?
3. What countries are targeted for sales development?
4. In each country, what is the basic customer profile? What marketing and
distribution channels should be used to reach customers?
5. What special challenges pertain to each market (competition, cultural differences,
import controls, etc.), and what strategy will be used to address them?
6. How will the product's export sales price be determined?
7. What specific operational steps must be taken and when?
8. What will be the time frame for implementing each element of the plan?
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9. What personnel and company resources will be dedicated to exporting?
10. What will be the cost in time and money for each element?
11. How will results be evaluated and used to modify the plan?

3.7 APPROACHES TO EXPORTING:

The way a company chooses to export its products can have a significant effect on its
export plan and specific marketing strategies. The basic distinction among approaches to
exporting relates to a company's level of involvement in the export process. There are at
least four approaches, which may be used alone or in combination:

PASSIVELY FILLING ORDERS FROM DOMESTIC BUYERS WHO

THEN EXPORT THE PRODUCT:

These sales are indistinguishable from other domestic sales as far as the original seller
is concerned. Someone else has decided that the product in question meets foreign
demand. That party takes all the risk and handles all of the exporting details, in some
cases without even the awareness of the original seller. (Many companies take a stronger
interest in exporting when they discover that their product is already being sold overseas.)

SEEKING OUT DOMESTIC BUYERS WHO REPRESENT

FOREIGN END USERS OR CUSTOMERS:

Many foreign corporations, general contractors, foreign trading companies, foreign

government agencies, foreign distributors and retailers, and domestic companies as
well purchase for export. These buyers are a large market for a wide variety of goods
and services. In this case a company may know its product is being exported, but it
is still the buyer who assumes the risk and handles the details of exporting.

EXPORTING INDIRECTLY THROUGH INTERMEDIARIES:

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With this approach, a company engages the services of an intermediary firm capable

of finding foreign markets and buyers for its products. Export management companies
(EMCs), export trading companies (ETCs), international trade consultants, and other
Intermediaries can give the exporter access to well-established expertise and trade
Contacts. Yet, the exporter can still retain considerable control over the process and
Can realize some of the other benefits of exporting, such as learning more about foreign
competitors, new technologies, and other market opportunities.

EXPORTING DIRECTLY:

This approach is the most ambitious and difficult, since the exporter personally handles
every aspect of the exporting process from market research and planning to foreign
Distribution and collections. Consequently, a significant commitment of management
time and attention is required to achieve good results. However, this approach may also
be the best way to achieve maximum profits and long-term growth. With appropriate help
and guidance from the Department of Commerce, state trade offices, freight forwarders,
international banks, and other service groups, even small or medium-sized
firms, can export directly if they are able to commit enough staff time to the effort.
For those who cannot make that commitment, the services of an EMC, ETC, trade
consultant, or other qualified intermediary are indispensable.

If the nature of the company's goals and resources makes an indirect method of exporting
the best choice, little further planning may be needed. In such a case, the main task is to
find a suitable intermediary firm that can then handle most export details.
Firms that are new to exporting or are unable to commit staff and funds to more complex
export activities may find indirect methods of exporting more appropriate.
Using an EMC or other intermediary, however, does not exclude all possibility of direct

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exporting for the firm. An exporter may also choose to gradually increase its level of
direct exporting later, after experience has been gained and sales volume appears to

justify added investment. Get more information or data on different approaches to

exporting and their advantages and disadvantages. Consulting advisers before making
these decisions can be helpful.

3.8 MANAGEMENT ISSUES INVOLVED IN THE EXPORT

DECISION:

MANAGEMENT OBJECTIVES:

• What are the company's reasons for pursuing export markets? Are they solid
objectives?
• How committed is top management to an export effort?
• Is exporting viewed as a quick fix for a slump in domestic sales? Will the
company neglect its export customers if domestic sales pick up?
• What are management's expectations for the export effort?
• How quickly does management expect export operations to become self-
sustaining?
• What level of return on investment is expected from the export program?

3.9 TARIFFS:

A tariff is a tax placed on a specific good or set of goods exported from or imported to a
country, creating an economic barrier to trade.
Usually the tactic is used when a country's domestic output of the good is falling and
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imports from foreign competitors are rising, particularly if there exist strategic reasons
for retaining a domestic production capability.
Some failing industries receive a protection with an effect similar to a subsidies in that by

placing the tariff on the industry, the industry is less enticed to produce goods in a
quicker, cheaper, and more productive fashion. The third reason for a tariff involves
skirting of what is called dumping. Dumping curtails a country producing highly
excessive amounts of goods and dumping the goods on another foreign country,
producing the effect of prices that are "too low". Too low can refer to either the price of
the good on from the foreign market being lower than the domestic market. The other
reference refers to the producer selling the product at a price in which there is no profit or
a loss.

3.10 SUBSIDIES:

To subsidize an industry or company refers to, in this instance, a governmental providing

supplemental financial support to manipulate the price below market value. Subsidies
are generally used for failing industries that need a boost in domestic spending.
Subsidizing encourages greater demand for a good or service because of the slashed
price.

The effect of subsidies deters other countries that are able to produce a specific product
or service at a faster, cheaper, and more productive rate. With the lowered price, these
efficient producers cannot compete. The life of a subsidy is generally short-lived, but
sometimes can be implemented on a more permanent basis.
The agricultural industry is commonly subsidized, both in the United States, and in other
countries including Japan and nations located in the European Union (EU).

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3.11 EXPORT PROMOTION:

Export Promotion is an International Marketing Strategy of Business Management.

Nowadays every Individual and country applying extra ordinary Export Promotion
Techniques to increase the volume of Exports. For the process of Export Promotion,

Marketing communication is the first and foremost thing. To deliver or communicating

any kind of information, expertise and specialization Media is most important thing. For
your product Export promotion first analyze Cost of promotion and reach ability of
media. There are a number of medias are available for Export Promotion.
Print Media (Export Directories, Journals, Magazines etc.) Electronic Media (TV. Radio,
etc.) Internet (Search Engines, Business Directories) Other Media (Trade Fairs) In the
above media Internet is cheapest and most reachable media for Export Promotion. For
internet promotion Exporters should be Visible on Different Business Directories, B2B
Directories, and also on Search Engines.

3.12 REASONS OF FAILING A BUSINESS:

"Despite all your affiliate marketing efforts, you don’t seem to earn a single penny from
your affiliate program! You scratch your head and wonder why some super affiliates can
earn hundreds or even thousands of dollars without much effort. You wanted to earn the
kind of income they are earning."
You might be facing the above situation right now. As the internationally renowned
author and speaker Shiv Khera have said "Winners don’t do different things, they do
things differently!" After studying the "secrets" of these super affiliates closely, I found
out that could be 5 main reasons why your affiliate marketing failed and why they
succeed.
Here are the 5 Main Reasons:

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REASON #1 - YOU HAVE NOT DONE ANYTHING AT ALL:

The number 1 reason why your affiliate marketing fails is that you have not done
anything at all. That is why there are no monthly cheques coming your way at the
moment. So you should stop procrastinating, take action and do something right now!
Unlike you, the Super affiliates will probably take action when they see the opportunity
and already few steps ahead of you.

REASON #2 - SUCCESSFUL BUSINESS TAKES TIME TO BUILD:

Affiliate marketing just like any business takes time to growth. You cannot expect to earn
some big bucks fast from your affiliate business. You need planning and preparation for
your affiliate business to become a success. Do not be disappointed if you have made
some efforts and have not yet seen the results. This does not mean that you are on the
wrong track. But, in fact you’re already on the right rack by TAKING some ACTION!
When I study these super affiliates and some successful people, I found out that most of
them take a long time building up their business. They spent the bulk of their time
building "assets" that will bring them the passive income later. Robert Kiyosaki said that
assets are things that bring in income. If you take a look at affiliate business, the assets
will be our database of prospects and website traffic. Most Super Affiliates have a
massive database of prospects that they took most of the time building.

REASON #3 - FIRING YOUR "BULLETS" AT THE WRONG TARGET OR TOO

MANY TARGETS:

You might be grumbling that you haven’t started seeing results yet or are facing obstacles
along the way. Another reason for this to happen is that you might be firing your
"bullets" at the wrong target or firing at too many targets. What I mean is that if you do
not have a plan of what to do and what not to do, you might be "throwing your money

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down the drain" or wasting your efforts too.

All successful people know ultimately what their goals are or what they want to achieve
and try to get there. They are always focus on a goal at a time. This is also the same for
you. Set goals or results that you want to achieve, plan and stay focus when trying to get
there. In this way, you will be on target towards succeeding in your affiliate marketing
business. Unlike you, the Super Affiliates will probably have many strategies and
business ideas lay out in concrete plans or goals for their business.

REASON #4 - FAILED TO TREAT YOUR ONLINE BUSINESS LIKE A

REAL BUSINESS:

Another reason is that you might failed because you never treat you affiliate marketing
business as a real business. Most people when first started online, is not serious about
their affiliate marketing business. They either do not put in enough efforts or
procrastinates. When you are not serious in the thing that you are doing, most of the time
you will be failed. So, TREAT your business like a real business. When you start to treat
your affiliate marketing business like a real business, you will start to plan and execute
the strategies to make your business growth. You will then see real results which can be
affiliate incomes or business profits. Super Affiliates just like you and me start out small
initially. Their business are able to grow because they treat them like REAL Business.

REASON #5 - YOU FAILED TO HAVE A GOOD SYSTEM:

The key for any business to succeed, be it Online or Offline, is to have a system. This
system must be a system that good and works well too. To succeed in affiliate marketing,
you need a system that is provender and best around in the business. To find such a good
system, you can try to model the best persons around in the business. Study their system
and find out how they works and how you can leverage on them.

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For affiliate marketing, the best way to learn the system is to join the system and learn
how it works. Most Super Affiliates have spent their time joining and studying other
peoples system before establishing their own. They usually are Super Affiliates of those
affiliate programs that have a good system with good payout too.
Now that you have knew the reasons why your affiliate marketing failed, I hope that you
will treat your affiliate marketing business seriously and take appropriate actions to make
your business a success. The best way to learn is to model from someone successful!

3.13 HOW DID BUKHARI COMMERCIAL EXPORTERS

DECLINE?

Main income of every exporter are sales tax return and Rebate which is paid by
government to the exporter. Rate of Sales tax is 15% of net export (Invoice Price – short
shipment), and rate of Rebate is depend upon the commodity. Suddenly in 2004 Budget
government made three bad points for exporters,
• Government announced that it will not pay any sales tax return to the exporter.
• Reduced the Rebate rate on all Commercial commodities.
• High Tariffs.

Now after it BCE was not able to repay its loan which was he obtained from different
banks because it took a huge amount of loan from different banks by thinking that when
it will receive its profit from the government in the shape of sales tax return then it will
repay to the banks but after 2004 budget it became in crisis bank sent too many notices
but it was unable to any answer then finally bank snatched all the mortgaged property.
Mostly export was on credit but after bankruptcy you can not challenge to any one. Now
it is very typical time to reestablish any organization because no financial institution are
agree to give any kind of incentive to such kind of firm.

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Now BCE has no way to reestablished now it going to be closed and paying their all
DEBTS by selling their personal property.

4. DISSCUSSION:

• Why only BCE is badly affected by Budget 2004?

• Why did not any bank support to BCE?
The answers of these questions are that in business we must have some planning, some
future strategy because risk and uncertainties are always in business, but when the CEO
of BCE earned a huge amount of profit so he forgot that time is not always same so he
did not made any measure for such kind of uncertainties and obtained a huge amount of
loan by mortgaging its all property without considering such kind of events. BCE was not
expecting that government can do such kind of thing. After Budget 2004 BCE became
helpless.
The main motive of every organization is profit earning, profit of banking sector is
interest because every bank knows that now BCE is not in form to repay its principal
amount that how would it can pay interest and by considering that BCE has only export
business and if an export business declined one time so it is very tough to reestablished so
no one bank supported to BCE.

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5. CONCLUSION:

After interview and by study from internet we concluded the following that,
Risk and uncertainties are always in business but successful businessmen are that who
makes some measure for this risk. According to our point of view successful businessmen
are those who consider loss rather than profit, as CEO of BCE just consider profit without
consider any uncertainties and risk, without credit no business can run but while giving
credit we must think of that is it right?

Obtaining loan is necessary for every business because no one has a large amount of
capital so in order to increase our capital we have to obtain loan from different financial
institutes but while obtaining loan we must consider that are we able to repay this loan
during uncertainties or not?

As BCE did not consider this and obtained a huge amount of loan from different banks
like National Bank of Pakistan, PICIC Commercial Bank, Soneri Bank, KASB Bank and
from others, but after Budget 2004 it is not able to repay it and it has only one way which
is liquidation.

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6. BIBLIOGRAPHY:

• http://www.crfonline.org/orc/pdf/exportstrategy.pdf

• http://www.ita.doc.gov/td/oetca/TitleIII.htm

• http://www.answers.com/topic/export?cat=biz-fin

• http://www.websolvant.com/web_view.asp?
search_engine_optimisation=202

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• http://www.export.gov/about/benefits_exportin
g.asp

• http://www.commerce.state.il.us/dceo/Bureaus/
Trade/Export_Development/Frequently+Asked+
Questions.htm

• http://www.susta.org/export/intro.html

7. APPENDIX:

INTERVIEW OF CEO OF BCE:

Interviewer name: Qasim

Interviewee name: Abdul Qadir Jangda (CEO of BCE)

Interviewer: assalmualikum
Interviewee: walikum assalam
Interviewer: Sir as you know better that we came here to conduct your interview for our
academic report purpose we hope that you will give us satisfactory answers which will be
very helpful for preparing report.
Interviewee: yes of course but I will reply to only those questions which are related to
your report so please asked relevant questions.
Interviewer: ok, sir our first question is that which type of goods you are exporting?
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Interviewee: as you can see from our firm name that we are just exporting commercial
goods.
Interviewer: why only commercial goods.
Interviewee: sorry no answer.
Interviewer: its ok, our next question is that you got too many awards from highly
reputable persons like GENERAL PERVAIZ MUSHARAF, MIR ZAFARULLAH
KHAN JAMALI, and Dr. GHULAM ARBAB RAHIM and from others then what is the
reason that your organization began to downfall?
Interviewee: there are several reasons behind this I will explain only those reasons which
will help you in making report.
• Budget 2004.
• Obtained huge amount of loan from Banks.
• Made export of large amount on credit just on trust basis without any inquiry.
Interviewer: please sir would you like to explain these reasons?

Interviewee: ok first reason is Budget 2004 because in it government made the following
rules for exporters,

• Government will not pay sales tax refund to the exporters.

• Reduce the Rebate rate.
• High Tariffs.

Because the main profit of exporters are sales tax refund and Rebate and government
suddenly forbade, so after it I was not able to repay my debts and I became bankrupt.
And I made an export of large amount to Dubai but importer was unknown to me and I
made this export in trust basis which was my big mistake. A tariff is a tax placed on a
specific good or set of goods exported from or imported to a country government increase
tariff rate which is the other reason of my business decline.
I think it is enough for you to make a report so no more questions.
Interviewer: ok thank you sir.

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