ARAP Shahi Iftari

7/29/2019 ARAP Shahi Iftari

1/17

ARAP

Shahi Iftari

Owned by

M Khairul Alam 062 070 030M Ashikur Rahman 072 465 030M Arefin Hossain 072 504 030Rubaiat Rashid 081 375 030

Presented to

SamyAhmed (SyA)Lecturer

School of BusinessNorth South University


2/17

Introduction

Iftar is one of the religious observances ofRamadan and is often done as a community,with people gathering to break their fasttogether. North South University is no different tothat. NSU Old Cafeteria along with Golpea,Magdonald and BH&R has been serving with itsiftar items so far. But traditional iftar items bringmany personalities together. So we havedecided to start up a stall at NSU cafeteria withtraditional iftars from Old Dhaka.


3/17

Stall Background

North South University cafeteriabeside the recreation hall will be bestsuitable place for our stall. ARAPShahi Iftari an iftar item stall basedon making and selling traditional iftar items during the month of holyRamadan.

We will provide traditional shahi iftar items which are seen especially inChowk Bazaar of Old Dhaka. So we nour stall, ARAP Shahi Iftari


4/17

Designing Sales force Strategy& Structure

Territorial structureOur sales territorial structure has been determinedbased on the demand of traditional Old Dhaka foodsduring Ramadan

Product structureAlthough there will some similarities in a few productswhich has always been introduced as regular iftar items but we our main focused product will betraditional food items of Old Dhaka

Market structureIftari in the holy month of Ramadan has come in our culture through our Religion. So it is obligatory for aMuslim to break his fasting by Iftar. Through our stall weare going to sell traditional food items from Old Dhaka

which are only seen at Chowkbazaar


5/17

Market Segmentation

Limited iftar items at NSU canteenTraditional iftar items from Old Dhaka

Traditional taste of spicy foodsDemand for itemized foods on theoccasion of Holy Ramadan


6/17

Target Market

Our target consumers are from NorthSouth University

NSU administration officers

Faculty Members

Students

Corporate officers from EMBA

As NSU canteen is already occupiedby NSU Old Cafeteria, Golpea,Magdonald and BH&R so well beoffering our Iftar items.


7/17

Porters Five Forces (contd.)

Rivalry among existing firms HIGH : Thesegment of foods in North South Universitycafeteria is highly competitive because

customers demand, no opportunity cost ofchoosing other iftari stalls, substantial amountof food items

Threat of new entrants LOW : The threat of the

new entrants is extremely low because of highentry barriers North South University cafeteria isalready occupied with several existing foodstalls for any other food stall in the cafeteria.


8/17

Porters Five Forces (contd.)

Bargaining power of suppliers LOW : Suppliers bargaining power in this segment is very weak,since each company in the segment accounts for the big fraction of the suppliers sales and cost of

switching to a different supplier is relatively low aswell

Bargaining power of buyers HIGH : Buyers bargaining power is very high and strong due toabsence of switching costs while choosing other iftari stalls

Substitute LOW : During Ramadan people alwaysgo for wide variety of iftari items rather than Biriyaniand other stuffs which are available whole year


9/17

Porters Five Generic

Strategies (contd.)

Overall low costleadership strategy

Broad differentiationstrategy

Focused low coststrategy

Focused differentiationstrategy

Best costprovider strategy

M a r

k e t T a r g e t

A broad cross-section ofbuyers

A narrow buyer segment(Market Niche)

Types of competitive advantagesbeing perused

Lower Cost Differentiation


10/17


Strategies (contd.)A low-cost provider strategy Striving to achieve lower overall costs than competitors and appealing to abroad range of customers, usually by underpricingcompetitors

A broad differentiation strategy We are seeking todifferentiate the companys product offering fromcompetitors in ways that will appeal to a broad rangeof buyers.

A best-cost provider strategy - The target is to havethe lowest (best) costs and prices compared tocompetitors offering products with comparableattributes but as our foods highly priced so we are notgoing to follow best cost provider strategy


11/17


Strategies(contd.)

A focused strategy based on low costs Concentrating on a broad buyer segment but dueto higher cost than competitors we wont follow

this strategy .A focused strategy based on differentiation Concentrating on large buyer segment we will becompeting competitors by offering niche memberscustomized attributes that meet their tastes and

requirements better than competitors products.


12/17

ARAP Shahi Iftari chartItem Name Buy/Mnfc

Price Per Day TK.

SellingPrice Per Day TK.

ProfitPer item

TK.

Arabian Shawarma 90 110 20

Khashir shahi halim (Soup bowl) 80 100 20

Shahi Jilepi (Jumbo sized) 13 20 7

Khashir Paya + paratha (per piece) 130 150 20

Dahee Bora (Per piece) 11 20 9

Special yoghurt-fruit salad 14 35 21

Special pine-apple pepper chillisharbat

16 30 14

Total 354 465 111


13/17

Financial Information

Our Total Investment will be TK.531,000 andoperating cost will be Tk.50,000 for we aregoing to do business for this one month

Ramadan. Every one of us will have equalshares in this investment.

As far as this financial activities will continuefor this Ramadan month only so we havent

prepared any balance sheet.We have tried to show a loss-profit or IncomeStatement for this month.


14/17

ARAP Shahi IftariIncome Statement

The 30 th September 2013 (Forecasted) Revenue

Sales 697,000

Cost of Goods Sold 531,000

Gross Profit 166,000

Operating Expenses

Salaries & Wages 20,000

Stall and maintenance Expenses 7,000

Travel Expenses 23,000

Total Operating expenses 50,000

Income Before Tax 116,000

Income Tax Expense 17,400

Net Income 98,600


15/17

Return on Investment (Per day)Forecasting 50 customer

Total investment: TK.17,700Total revenue: TK.23,250

Overhead cost: TK.1,666

23,250 17,700 1,66617,700 X 100

= 21.8 %

ROI=


16/17

Return on Investment (30 days)

Total investment: TK.531,000Total revenue: TK.697,500

Operating cost: TK.50,000

697,500 531,000 50,000531,000 X 100

= 21.8%

ROI=


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ARAP Shahi Iftari