JAHANGIRNAGAR UNIVERSITY

Assignment on:
Management Practice at Rahimafrooz Ltd.
Submitted To:

Md. Awal Al Kabir (Lecturer)

Department of Human Resource Management
Faculty of Business Studies

Submitted by:

Group: Green Revolution

Session: Summer-2014
Section-B
Members:

Sl no. Name

ID

E-mail

01

Prosenjit Kumar Saha

20142042

Saha_prosen@yahoo.com

02

Md.Kamruzzaman

20142113

03

Md. Saiful Hasan

20141066

kamruzzbnrobi@yahoo.co
m
mdsaifulhasan@gmail.com

04

Mohsanul Haque

20142079

mohsanulhaque@ymail.com

Date of Submission: 06/09/2014

Letter of Transmittal

September 06, 2014

Md. Awal Al Kabir

Department of Human Resource Management
Faculty of Business Studies
Jahangirnagar University

Subject: Request to accept assignment

Dear Sir,
We have been privileged to present our group assignment work set by your permission and guidance. We
are obliged to you for giving us such an opportunity to make a study on the topic: Management Practice
at Rahimafrooz Ltd. as granted by you.
We are thankful to you as this challenging study work given by you has brought out our potentials to
make a study work.
Finally, we seek your favorable consideration as for permitting us to submit this assignment and present it
before you.
Sincerely Yours,
Prosenjit Kumar Saha
Md.Kamruzzaman
Md. Saiful Hasan
Mohsanul Haque

ACKNOWLEDGEMENT

This study is a consequence of classroom lecture and observation of company undertaken by the course
named Principles of Management by instructor Md. Awal Al Kabir, Lecturer, Department of HRM,
Faculty of Business administration, Jahangirnagar University
for summer-2014 semesters students to experience of classroom lecture and observation of company.
We are obliged to our teacher Md. Awal Al Kabir who has showed us the right direction to complete the
assignment successfully.
All of our group members supported each other, throughout the making of this report and completing it
successfully.

EXECUTIVE SUMMARY

This report is made as a demand of the Class Assignment of the BBA program. The topic of the report
is Management Practice at Rahimafrooz Ltd.Rahimafrooz is one of the trustable and renowned
companies of Bangladesh. More than 60 years they are doing their business successfully not only in
Bangladesh but also the whole world. Their quality products and innovative services have taken them
todays position.
Report has done for the subject Principles of Management on behave of Rahimafrooz. As we have closely
monitor of the organization and compare it to our class lecture. So, this compare has created an extra
effect of or study and report also. Feedback and information are collected from a human resource
manager of the company. By the conversation with manager we are tried to know about management
practice of the organization like :( planning, organizing, leading, motivating and controlling. Finally we
compared this management practice with our class lecture whatever provided our respective course
instructor.

TABLE OF CONTENTS

Chapter 1

Chapter 2

Chapter 3

Chapter 4
Chapter 5

Topic
INTRODUCTION
1.1 Company Overview:
1.2 Objective of the Report
1.3 Limitations of the study:
Research Methodology
2.1 Sampling Plan
2.2 Data Collection Techniques
2.3 Sources of Data Collection

Page no.
01
01
07
08
09
09
09
10

FINDINGS AND ANALYSIS

3.1 Market offerings of Unilever
3.2 The marketing strategy of Unilever
3.3 The marketing growth share matrix of Unilever
3.4 The Product/market expansion grid strategies of Unilever
3.5 Marketing Mix of Unilever
3.5.1 Product
3.5.2 Place (distribution)
3.5.3 Price
3.5.4 Promotion
3.6 Findings from Survey
3.7 Competitors Evaluation
3.8 CSR (corporate social responsibility) activities
Suggestions and Recommendations
Conclusion

11
11
28
30
32

Appendix
Reference
Bibliography

6
6
6

Chapter One: Introduction

1.1 Company Overview

34
34
36
37
45
48
56
57
65
66

Rahimafroz is one of the trustable and renowned energy producer companies in Bangladesh. A C Abdur
Rahim founded a small trading company and paved the way for making of one of todays leading
Bangladeshi business conglomerates. Over the decades, Rahimafrooz has grown in size, scale, and
diversity. Rahimafrooz operates in three broad segments automotive aftermarket, power and energy, and
retail. While their Group activities are coordinated from the Rahimafrooz Corporate Office (RACO), they
have Ten Strategic Business Units (SBUs), three other business ventures, and a not-for-profit social
enterprise. As of 2007, the Group currently employs more than two thousand people directly and a further
twenty thousand indirectly as suppliers contractors, dealers and retailers. A man of strict religious values,
yet a believer in progressive dynamism, and a dreamer who thought nothing is impossible Late A C
Abdur Rahim overcame numerous challenges and obstacles to become one of the most accomplished
entrepreneurs of this country. By the early 1940s, Mr. Rahim started small scale commercial trading on
his own. He moved to Chittagong in 1947 and stared afresh with very little capital in hand, but with a
whole world of courage and faith. In 1950, he established the small trading concern dealing in various
items. This proprietary business was formally incorporated on April 15, 1954 as Rahimafrooz & Co. Till
date; Rahimafrooz Group commemorates this as its Foundation Day. Todays Rahimafrooz is a dream
that Mr. A C Abdur Rahim turned into reality. The business growth, the social commitment, and the great
diversity in todays Rahimafrooz are the outcome of one lifetime of hard work and compassion from Mr.
Rahim. He breathed his last on March 14, 1982 in London. But his work and his virtue have kept him
alive forever.

1.2 vision and values of the organization

Rahimafrooz want to be the most admired and trusted organization through excelling in everything they
do, following ethical business practices, and adding value to their stakeholders.

Integrity in all our dealings

Excellence in everything we do
Total commitment to customer satisfaction
Thinking ahead and taking new initiatives

1.3 Products and Services of the company

Rahimafrooz Groups business is according to the four broad segments that its companies operate in.

Storage Power: Rahimafrooz Group is the largest manufacturer and exporter of automotive and industrial
batteries in Bangladesh and has the largest battery export plant in South Asia.
Rahimafrooz Accumulators Ltd.
Rahimafrooz Batteries Ltd.
Rahimafrooz Globatt Ltd.
Automotive and Electronics: Rahimafrooz Group markets and distributes various automotive aftermarket products such as automotive batteries, tyres and lubricant as well as electronics ranging from
home appliances, power backup systems, lighting products, and electrical accessories. The Group is also
one of the leading complete CNG solution providers in the country.
Rahimafrooz Distribution Ltd.
Rahimafrooz Gastech Ltd.
Energy: Rahimafrooz Group has a significant presence in the energy sector of Bangladesh and offers a
wide range of renewable and conventional energy solutions.
Rahimafrooz Renewable Energy Ltd.
Rahimafrooz Energy Services Ltd.
Retail: Rahimafrooz Group introduced the first retail chain of superstores in Bangladesh and has played a
major role in redefining everyday shopping.
Rahimafrooz Superstores Ltd.

1.4 Picture of Rahimafrooz s Products:

1.5
Objectives of the Report:

Evaluate and compare our class lecture into practical knowledge.

To complete our MBA degree it is a must.
To know the management strategy that made the company different from others.
Different management practice by the executive of the company
To know the organization overall information
To implication of our knowledge into practical world
To know the internal and external environment of the organization

1.6 Scope and Delimitation of the Study:

Every time, when a student does reported activities, he or she would must have to face some limitations.
As well as, we also faced some limitations and scope also.
One of the biggest scopes of this study is whatever we have learned at the classroom that added
an extra advantage to know the practical knowledge.
We have got organizational information through an executive.
We cannot take enough time to prepare our report, as we were given a short period of time by our
course instructor.
We failed to contact with the HRM head of Rahimafrooz due to some organizational barrier.
We have not any financial support; it was also a problem to us.
The different time schedules of the courses taken by our group members, did not match with each
other, so that we felt problem to meet with each other.
We also suffer a lot for the heavy load-shedding

1.7 Methodology
Methodology is the procedure that is aimed to guide the conducted research work in order to reach its
ultimate destination. While conducting the study, sources were explored for secondary information and
data. Firstly we started our journey by those secondary data collected from different website and journal
report. Then we realized that to know the management practice of the organization secondary data is not
enough to fulfill our goal. So, we tried to manage the primary data. The way we have collected
information of the company is called face to face interview. One of the HRM executive of Rahimafrooz
was familiar to us. So, through him we were able to collect information about the company.

Chapter Two: Planning

2.1 Types of plans:
Short-Term Plan: Short-term planning looks at the characteristics of the company in the present and
develops strategies for improving them. Examples employee training courses, equipment servicing and
quality fixes are short-term solutions. Its duration is within 1 year. So, Rahimafrooz has some short term
plans.

Continuous improve of their service quality

Improve to their product feature and condition
Employee training
Restructuring of the organization
Expert in human resource development

Intermediate

Plans: Medium-term planning

applies more permanent solutions to short-term problems. If training courses for employees solved
problems in the short term, companies schedule training programs for the medium term.
Training schedule of the organization
Will increase their outlets number
Establish a service quality department
Long-Term Plan: In the long term, companies want to solve problems permanently and to reach their
overall targets. Long-term planning reacts to the competitive situation of the company in its social,
economic and political environment and develops strategies for adapting and influencing its position to
achieve long-term goals.
To be the most admire and trusted organization through excelling in everything we do, following

ethical business practices and adding value to the stockholders.

A billion doller diversified group committed to adding value to all stakeholder and community.

2.2 Strategic Business Units (SBUs)

Rahimafrooz (Bangladesh) Ltd. (Group Parent Company)

Rahimafrooz (Batteries) Ltd.
Rahimafrooz Distribution Ltd.
Rahimafrooz Energy Services Ltd.
Rahimafrooz Superstores Ltd.
Rahimafrooz CNG Ltd.
Rahimafrooz Accumulator Ltd.
Rahimafrooz Globate Ltd.
Rahimafrooz Renewable Energy Ltd.
Excel Resources Ltd.

2.3 SWOT Analysis of Rahimafrooz:

Strengths:
Rahimafrooz is the market leader among energy produce companies.
Rahimafrooz Group is the largest manufacturer and exporter of automotive and industrial
batteries in Bangladesh
Has the largest battery export plant in South Asia.
Rahimafrooz outlets locations are at convenient places of Dhaka city and others largest city of

Bangladesh.
Has a great reputation for its products and services.
Rahimafrooz has high brand value in the perspective of Bangladesh and oversees also.
Customers are satisfied with the quality and service of the products.
The organization has strong ethical values and an ethical mission statement as follows, green
environment.

Weaknesses:
Rahimafrooz has a reputation for new product development and creativity. However, they remain

vulnerable to the possibility that their innovation may falter over time.
Pricing are higher as compared to the competitors.
High operating cost.
Rahimafrooz has less control over stores outside the Dhaka city.
Outlets are not enough to give services of the customer. So, sometimes very dependable of their

dealer.
Except Dhaka city their business is not satisfactory level.

Opportunities:
New products and services that can be retailed in their outlets and dealer also.
The company has the opportunity to expand its global operations. New markets for its battery can
expand South America and Europe.
Co-branding with other manufacturers can be increased.
By established factory they can increased their production because sometimes they faced some
product crisis.

Threats:
Who knows if the market for battery or others energy product will grow and stay in favors with

customers, or whether another type of substitute product will replace coffee in the future?
Rahimafrooz are exposed to rises in the cost of battery, IPS and other products.
There are many competitors of Rahimafrooz like Hamco, Rangs, Navana etc.
Variation in product price between their outlets and dealer point.
Sometimes economics fall across the world then sell of their products.

2.4 Competitive Strategy:

A competitive advantage is strength of a company. When a firm sustains profit that exceeds the average
for its industries, the firm is said to process a competitive advantages over its rivals. Michael porter
identified two basic types of competitive advantages. A competitive advantages exists when the firm is
able to deliver the same benefit as competitors but at a lower cost (cost advantages), or deliver benefits
that exceed those of competing products (differentiate advantages). Thus, a competitive advantage
enables the firm to create superior value to its customers and superior profit for itself. So, according to
their product price, strategy and compare to competitors we have found that Rahimafrooz follows:
(1) Differentiate advantages

2.5 BCG matrix of Rahimafrooz

The elaboration of BCG matrix is (Boston Consulting Group). This matrix was first introduced by this
company. This matrix provides a framework for understanding diverse businesses. It helps manages
establish priorities for making resource allocation decision. There are two specific benefits for this
specific matrix. In below we will discuss and give example which products will fall in which matrix.
(a) Where company will invest their resource?
(b) How much profit is coming from which SBUs?

Star: Rahimafrooz IPS, Lucas battery, Globatt Battery, Dunlop tire.

Question mark: Apollo tire, Castrol lubricant, Quikfill, Rahimafrooz energy.
Cash cow: Agora, Rahimafrooz solar
Dogs: Rahimafrooz electronics (Daewoo Electronics), Spark

Chapter Three: Organizing

3.1 Organogram of Rahimafrooz Limited:

Rahimafrooz Limited is a large Business organization. RDL takes all strategy through by Marketing,
Admin & HR and Finance department. Every division has individual responsibilities. In below given the
structure of Rahimafrooz Limited. So, Rahimafrooz is a divisional organization form.

3.2 Centralization and Decentralization of Authority

The extent to which authority is concentrated at the top management levels. Situation in which decisionmaking power is at the top of an organization and there is little delegation of authority. It is the opposite
of Decentralization. Full centralization means minimum autonomy and maximum restrictions on
operations of subunits of the organization. As an organization grows in size and complexity,
decentralization is generally considered to be effective and efficient.

The extent to which authority is delegated to lower management levels. Delegation of decision-making to
the subunits of an organization. It is a matter of degree. The lower the level where decisions are made, the
greater is the decentralization. Decentralization is most effective in organizations where subunits are
autonomous and costs and profits can be independently measured.
So, by analysis of all activities of Rahimafrooz we have come to a point that authority of Rahimafrooz is
totally decentralize authority because some of the reasons.

Different SBUs has individual CEO.

When meeting accrued middle and sometimes lower label manager take part of the meeting.
Manager has low power control over employee.
greater managerial input in decision-making has a desirable motivational effect