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dc.contributor.advisorKamal, Shawkat
dc.contributor.authorMd. Waliullah
dc.date.accessioned2014-09-09T10:35:24Z
dc.date.available2014-09-09T10:35:24Z
dc.date.copyright2014
dc.date.issued2013-03-31
dc.identifier.otherID 10164032
dc.identifier.urihttp://hdl.handle.net/10361/3576
dc.descriptionThis internship report is submitted in a partial fulfillment of the requirements for the degree of Master of Business Administration,2014.en_US
dc.descriptionCataloged from PDF version of Internship report.
dc.descriptionIncludes bibliographical references (page 41).
dc.description.abstractAbdul Monem Ltd. is one of the leading business enterprises in context of Bangladesh. Incepted back in 1956, Abdul Monem Ltd. has evolved today as one of the biggest group of industries and is a major player in many industries including beverage industry. Abdul Monem Ltd. acquired the license from Coca Cola Company, USA in 1982 and started their operation in the same year. The turn over of this company is 600 crore. For many years, Abdul Monem Ltd. enjoyed the privilege of being the lead player of a monopolistic industry since new enterprises begun to join in during the early 90s. The enterprise adopted couple of serious strategic measures to maintain the market leadership and in many cases they succeeded. Abdul Monem Ltd. has successfully created a efficient and loyal distribution channel throughout the nation and has managed to integrate its value chain process both in forward and backward direction. The marketing policy of Abdul Monem Ltd. has always been its weakness which the rivals have always capitalized, but yet, from time to time, Abdul Momen Ltd. showed good level of aggressive moves. Though at current scenario, it is loosing its market shares in many fronts to its rivals, it is showing great commitment to its clients and the retailers. Due to the narrow product line in Bangladesh, Fanta unit is having a hard time to maintain its share in the market. As the oldest enterprise in the beverage industry of the country, the only cost AML can consider is the variable cost of the product and can forget about the establishment cost as it should have been recovered after all these days. Thus, AML can consider a serious price cut to rule out the smaller player from the market and gain more share.en_US
dc.description.statementofresponsibilityMd. Waliullah
dc.format.extent41 pages
dc.language.isoenen_US
dc.publisherBRAC Universityen_US
dc.rightsBRAC University Internship reports are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission.
dc.subjectBusiness administrationen_US
dc.titleHistory of fanta in Bangladeshen_US
dc.typeInternship reporten_US
dc.contributor.departmentBRAC Business School, BRAC University
dc.description.degreeM. Business Administration


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