Eastern Tubes Limited.

Introduction:
ETL started is the 1964 in former East Pakistan as one of the private limited company
belonging to the Bawany Industrial Group. Later in 1967 it was transformed into a public
limited company. The factory started trail production in the last half of the 1970. After
independence of Bangladesh the enterprise was nationalized under the president order
No-27. After nationalized the mill started production in August 1972. At present it is
being operated under the Bangladesh steel and Engineering Corporation (BSEC).
During last twenty are years, the company has been profitable A total of 189 people are
working for the enterprise: 31 officers, 50 employees and 78 workers.
After starting its operation ETL had a monopolistic market of Flouresent Tubes Lights
(FTL). It has 75% market share once upon a time but now this is 40%. ETL has some
opportunities and threats which has discovered bellow:-

Weakness:
I. The company does not home any strategic plan in the sense that no formal effort
in this regard has been made by the top management.
II. It has a faulty and weak distribution system. In case of goods that once have
been taken but that have found faulty these goods are not taken back
III. ETL could not attract the previously large instituted buyers like Bangladesh
railway, City Corporation, government owned universities etc.
IV. No aggressive marketing is done to attract the dealers in a competitive market
environment
V. No added dimension has been found in the product lines ever since the company
started in production. Absence of new sizes design etc., could not attracted
customers progressively
VI. Shift extension not taking extra workers
VII. Management worker ratio
VIII. Company board is not
IX. No strategic plan

Strengths of the company:-

I. The company is financially sound. No further investment of bigger volume is
under active consideration of the management because the economy is going
through a period of restructuring.
 II. Brands are available and the customers are having under selection options in
terms of origin price, size, technology, quality etc.
III. Due to lighting of the ban on foreign brands. As many as 20 Brands are now
being imported from other countries.
Opportunities:
I. It is estimated that the markets for Flurescent lamps are increasing at a rate
of 20% annually. It is hoped that with the rise of living standards. That rate
would be much higher in coming years.
II. Product diversification is another opportunity for ETL. There is also a large
market of general lighting service bulbs.
III. The markets present demand is 56.8 million bulbs a year. Its annual growth
rate is 10 %.
Conclusion:
Strategies management is the process through which managers ensure the long term
adaptions of Theito Company to its environment. Strategy is the direction and scope of
an organization over the long-term.