Abstract
The study aimed to investigate what actually the marketing mix and strategy of different brands in textile sector. 101 individuals were approached for random research survey (questionnaire) method was used to collect data. Statistical procedure was used to record the data in SPSS.
The study found out that“Gul-Ahmed and Nishat” textile mill are providing the best products.Based on the findings from the data, it was concluded that product quality has a very significant role in purchasing. Furthermore, it was recommended that to sustain and maintain their position in market these bands should focus on their product quality and give a valuable opportunities to its customers/consumers
- INTRODUCTION
1.1 Background
Textile shields our bodies and brings comfort to our homes. Textile products provide a basic human need, they are among the most important goods made-up and traded by mankind and have played a central role in history. It is no wonder that historians have paid a lot of attention to spinning and weaving, the basic process in producing textile. Many natural and artificial fibers have been spun into yarn and woven to cloth over the past centuries, but wool and cotton have been important fibers, considering global production over the entire period from 1650 until recent times.
1.2 Purpose of the Study
The purpose of this research is to study the five major brands marketing strategy /marketing mix and after result compare by SWOT analysis of two most popular brands among the people. For this purpose the popularity of the brands was studied in the different institute/organization.
1.3 Research Objectives
The current research aims to answer the following objectives:
- To study the marketing strategies of five big brands(nishat, firdous, Chenab, crescent and gul-ahmed)
- To examine the influence of the attractiveness of the selected brands was measured in the different institutes in Lahore, and high popularity of two brands was recognized.
For the purpose of this study, a total of 101 institute/organizations/schools students selected through the random sampling technique, were asked to fill a questionnaire. The questionnaire was Likert scale based, which meant that it provided them with 5 options to choose their answers from. Based on the percentage of responses for each question, bar graphs were made through SPSS.
1.5 Pakistan textile industry
The textile industry is the largest manufacturing industry in Pakistan. It enjoys a central position in the exports of Pakistan. In Asia, Pakistan is the 8th largest exporter of textile products. The contribution of this industry to the total GDP is 9.5% in 2013 fiscal year. Textile industry provides employment to about 15 million people in country. Pakistan is the world’s 4th largest producer and 3rd largest consumer of cotton. For Pakistan which was one of the leading producers of cotton in the world, the development of a Textile Industry making full use of its abundant resources of cotton has been a priority area towards industrialization. Now in Pakistan 521 textile units are working in which 471 spinning units and 50 merged units.
1.6 Process
The textile industry in Pakistan can be broadly categorized in two divisions, a large scale organized sector and a fairly disjointed cottage / small-scale sector. The different sectors that form part of the textile value chain are:
Spinning:
Spinning is the first process in the cotton value chain that adds value to cotton by converting it into a new product i.e. from ginned cotton into cotton yarn. It is a major part of the textile industry. It is part of the textile manufacturing process where three types of fibers are converted into yarn. After that fabrics production takes place, which undergo finishing processes such as bleaching to become textiles. The textiles are then fabricated into clothes or other products. Spinning is the twisting together of drawn out strands of fibers to form thread. Since spinning is in the beginning of value chain, all the later value added processes of weaving, knitting, dyeing, and printing and finally garments manufacturing. The effect of a sub-standard yarn production by spinning can go right across the entire value chain.
Pakistan has the third largest spinning capacity of 7.6% in Asia after China and India and 5% of the global spinning capacity. Pakistan's spinning sector caters not only to the requirements of domestic industry, but about one third of the total production of yarn is also exported. At the time of independence of Pakistan in 1947, while many other industries were non-existent spinning sector did exist. This long history has resulted in making spinning as one of the most developed sub-sectors of Pakistan's textile sector.
Weaving:
Weaving is a method of fabric production in which two distinct sets of yarns or threads are interlock at right angles to form a fabric or cloth. The other methods are knitting, lace making, and dyeing. The longitudinal threads are called the warp and the lateral threads are the weft or filling. In general, weaving involves using a loom to interlace of two sets of threads at right angles to each other.
Knitting:
Knitting is a method by which thread or yarn is used to create a cloth. Knitted fabric consists of a number of consecutive rows of loops, called stitches. As each row progresses, a new loop is pulled through an existing loop. The active stitches are held on a needle until another loop can be passed through them. This process eventually results in a fabric, often used for blankets or garments.
Dyeing and finishing:
Dyeing is the process of adding color to textile products like fibers, yarns, and fabrics. Dyeing is normally done in a special solution containing dyes and particular chemical material.
The most widely revealed dyeing process is in the context of textile dyeing, but now the dyeing process is used in a variety of industries like leather, plastics, paint, printing and many others.
Manufacturing units
The textile industry consists of large-scale organized sector and small-scale sector for its production process. Most of the spinning industry operates in an organized manner with in house. Weaving comprises of small and medium sized entities. The knitwear industry mostly consists of factories operating as integrated units. The clothing sectors both woven and knits are mainly clustering in Karachi, Lahore and Faisalabad where sufficient ladies labor is available. The processing sector comprising dyeing, printing and finishing sub-sectors, only a part of this sector is operating in an organized state, able to process large quantities while the rest of the units operate as small and medium sized units. The printing segment dominates the overall processing industry followed by textile dyeing and fabric bleaching. The garments manufacturing segment generates the highest employment within the textile value chain.
1.7 Current situation of textile industry
All Pakistan Textiles Mills Association (APTMA) has highlighted that Pakistani textiles industry faces troubles to compete with firms from Bangladesh, China and India in international market due to comparative low production cost and interest rate in these three countries. The high cost of production due to sudden rise of energy cost is the main concern for the industry. Due to energy crises 3% capacity of textile industry has reduced. Power crises increase cost of production due to high tariff and costly substitutes of electricity. Extensive period of load shedding has chucked the industry in a unlimited crisis which is facing difficulties to fulfill export orders and most of time it remains unable to execute the promises on time.
Some textile units have become self-dependence in electricity, but most of small units remain workless during load shedding of WAPDA. The industry faces financial losses due to cancellation of export orders. Power crises also reduces customers base, as they are switching their orders to competing countries of Pakistan. However, there are many other reasons which affect the textile sector in Pakistan.
Addition to this during last few years, government has shown a tight control on monetary policy. High cost of capital has made difficult for the textile industry to compete in international market. It works in twofold, reduced production due to shortage of resources and increases cost of production. State Bank of Pakistan is offering interest rate of 12%, while the commercial banks provide loan 4 to 6 percent more above than SBP. Meanwhile, textile producers of India are getting loan at 8.5% with no more premiums and also 5% subsidy on the loan for technology upgrading. The discount rate of Bangladesh for Textile is 5% and the rate of China is 6.5%, and also these countries have much less inflation as compared to Pakistan. High interest rate has slow down the investment in industry, which will make industry future more difficult. From Pakistan almost 60 to 70 % of our local textile industry is shifting and its main reason is cheap labor cost, reduce tax rates, low labor cost and subsidies provision of energy is a main cause of shifting of textiles industry to India, China and especially to Bangladesh. As, Bangladesh is providing many incentives to investors which are 35% less electricity rate without any load-shedding, special tariff and free access in the European market, government is also providing tax free status for manufacturing units of textile, and moreover, it is also providing cheapest labor force.
Due to these kinds of hurdles textile industry are suffering a lot. Government should take initiative measurement to minimize these hurdles and provide opportunities to textile industry for their growth because this industry has 57% part in Pakistan’s exports and large contribution in GDP that is 9.5%. Government should focus on this industry to stabilize the economy of the country.
1.8 Duty-Free Textile Exports
Pakistan had got GSP Plus status, its mean now Pakistan textile industry can make their exports without any tariff. GSP Plus status helps us in increasing our exports also it will be helpful for the local producers to increase their profit margin, at least revenue of 0.5 billion$ US will increase in textiles. Trade analysts have estimated an overall growth of almost 15% in the combined Textile and Garment sector by the year 2014-15, adding approximately US $ 1.5 billion to the total exports of Pakistan. The GSP Plus will become effective from January 01, 2014 to end of 2017 for the 27 European Union countries. The sectors that are likely to benefit from the GSP Plus status include textile fabrics, yarn, textile garments including hosiery, bed, kitchen and toilet linen, footwear, protective leather gloves and sports gloves. It will create lot of job opportunities in the country as textile plays major role in the industry sector of Pakistan. Asian countries like China and India are not eligible for the GSP Plus so our industry must take full advantage of the opportunity offered.
2 MARKETING ANALYSIS
2.1GUL AHMED TEXTILE MILLS
Gul Ahmed has become the top player in the market. Customers consider the brand name a status symbol for offering quality products.
COMPANY PROFILE
VISION
Trends globally in the textile industry. Responsibility delivering products & services to our partners
MISSION
To deliver value to our partners through innovative technology and teamwork. Fulfilling our social and environmental responsibilities.
VALUES
Our values are Integrity, Passion, Creativity & Teamwork
GUL AHMED AT A GLANCE
1953-1962 (Decade of dreams): Hajji Ali Mohammad wished to build a textile empire that would revolutionize the Pakistani industry. Gul-Ahmed Textile Mills limited was established with a capacity of 25000 spindles and 500 looms.
1963-1972 (Decade of developments): as the industrial era dawn upon the nation, the need of the hour was innovation. A state-of-the-art processing mill equipped with hand printing table machines and a continuous rope bleaching range were introduced to the Gul-Ahmed facility. Lawn and Chairman Latha were churned out for the Pakistani consumer for the very first time.
1973-1982 (decade of change): Gul-Ahmed got listed on the stock exchanges of the country largest and busiest cities; Karachi & Lahore. The first rotary printing machine was installed and Gul-Ahmed fabrics were made available on large scale while maintaining the highest quality standards.
1983-1992 (the demanding decade): by now, a lot was happening with in the walls of Gul-Ahmed textile mills limited. From installation of oil based captive power plant to first wider width rotary printing machine. Gul-Ahmed stepped into the home textile market, participated in Heimtex for the first time and through relentless hard work, touched the billion rupee mark.
2003-2012 (a decade well deserved): In 2007, Gul-Ahmed was bestowed the prestigious super brands award. It also crossed the gigantic turnover of 25 billion rupee mark in 2011. Gul-Ahmed is the first mill to register and auction carbon credits. It also installed caustic recovery units and bagged the best corporate reporting award.
GUL AHMED BRAND PERCEPTION
Gul-Ahmed as a brand is a symbol of Quality, Style, Comfort& Satisfaction. A general public survey was carried out to study various aspects people follow while buying products from Gul Ahmed out. The results have shown the highet rating for qulaity offered followed by designs and the distinct brand image customers have associated with the brand name.
1993-2002 (decade of dedication): The installation of the first fully electronic automatic wider width air jet looms, 21 color rotary printing machines, a modern laboratory and much more made Gul-Ahmed the most state-of-the-art mill of the nation. Another world-class idea of retail stores executed by the name of “ideas” in the major shopping centers of the nation.
MARKETING STRATEGY
PRODUCT LINE
•Bed Linen
•Yarn
•Fabric in the form of printed lawn, curtain covers, cushion covers and quilts.
•Fashion accessories & clothing line by Ideas including shoes, kurtas, readymade women clothes, denim, shirts, purse etc.
COMPETITION IN THE MARKET
Over the years Gul Ahmed has faced major competition from various entrants in the market.This includes some renown brand names such as Al-Karam Textiles, Chen one, Bareeze, Khaadi,Nishat Textiles who are competing on the basis on price,affordability, availability and designs.
MARKET SEGMENTATION & TARGETING
Geographic:
Initially started off their business in Pakistan and expanded operations in USA and UK after wards.
Demographic:
Began with producing yarn and fabric in 1953. With the vision on Mr. Muhammad basher Chairman GTM) incorporated lawn & chairman latha into their product line in 1980’s targeting upper middle class women & men with its sassy designs and demanding fabric type. Initially focus was on young ladies AND men aging between 20-40 years. With evolving trends and changing customer needs for one shop stop home concept, worked closely to facilitate the familylife cycle by launching bed linen, comforters, decorative pillows, curtains.
DIFFERENTIATION STRATEGY
Gul Ahmed's tradition of quality style provides an elegant taste of creatively designed textile ranges in a vibrant palette of colors, fabrics, patterns, textures and embroidery styles.
Innovative technology applications in comparison to its competitors enable it to stand out in the crowd. The work force is superb with a sense and feeling of classic lawn wearing trends and house hold accessories. Due to its consistent improvement and meeting customers’ demands strategy, Gul-Ahmed has been able to distinguish its self from its competitors.
PROMOTION STRATEGY
•Advertisements: through billboards, pamphlets, magazines, display panaflex, TV commercials and social networking sites.
•Sales Promotions: including season off sales and discounts
•Direct marketing: Selling through various outlets in more than 10 Major cities of Pakistan.
•Personal Selling: it is done through sales representative.
•Print media: advertising through newspaper, sales magazines.
PRICINGSTRATEGY
Initially Gul Ahmed started catering needs of the people belonging to middle class sometimes back and then has shifted its target market to upper middle class and upper class. Over the years Gul Ahmed has changed its pricing strategy very efficiently and is now utilizing the following pricing strategies.
•Cost based Pricing
•Product line pricing
DISTRIBUTION STRATEGY
Distribution channels are different for Local and Export orders, Gul-Ahmed has own transportation for the distribution to the retail outlets in Karachi but for the other cities Gul ahmed has contract with the transportation companies to deliver to all outlets outside the Karachi. For export we do the direct shipment to the customer. The shipment dates and the destination provided by the customer. On the other hand, Gul Ahmed is retailing directly on their IDEA’s stores and also through very selected retailers across the country.
Electronic Data Interchange system links the database of the Idea store directly to the Gul Ahmed head office buying department. Any stock shortages buying department knows about it and arranges goods accordingly.
PACE OBJECTIVE
Our objective is to explore new market in the sportswear industry and also to provide quality sportswear’s to each athlete and become the top national sportswear brand.
SPORTS WEAR MARKET ANALYSIS
The sport has become today one of the mainstream culture around the world, sports is deeply affecting public dress as well as their desire to stay healthy and fit. In this trend, sportswear and fashion fusion will be an important development direction for the future design of sports apparel this is taking form in technological and stylistic advancement in the clothing being used as compared to the traditional clothing for exercise in years past.
Currently the sportswear market in Pakistan is being dominated by the internationally acclaimed brands like Nike, Addidas, & Puma. They are charging premium prices for their products where only the elite and upper middle class is able to buy the goods offered by these brands.
2.2NISHAT MILLS LIMITED
*The Nishat Group* Mian Muhammad Mansha is the captain of this splendid ship having around 30 companies on board. Mansha, who owns the Muslim Commercial Bank as well, is now setting up a billion rupee ($ 17 m) paper sack project too. He is one of the richest Pakistanis around. Nishat Group was country's 15th richest family in 1970, 6th in 1990 and Number 1 in 1997. Mansha is on the board of nearly 50 companies.
The history of Nishat Group dates back to 1951, when Mian Muhammad Mansha founded Nishat Mills Limited. After almost half a century of fearless success, Nishat group is among the leading business houses of the country and ranks among the top 5 groups in terms of assets and sales revenue. The group has its roots firmly planted into four core business namely
ØTextiles
ØPower Generation
ØBanking
ØCement
TEXTILES
The textile business is further subdivided into 2-textile division:
ØNishatFaislabad
ØNishatChunian
The textile capacity of the group is the largest in the country. An addition of 20,000 new spindles, 100 new air jet looms and new dyeing plants has increased the existing capacity of 242,000 spindles, 740 looms and dyeing and finishing capacity of 5 million meters. The largest exporters of textile products from Pakistan, for more than decade!
The CompanyNishat Mills Limited is a public Limited Company incorporated in Pakistan under the Companies Act, 1913(Now Companies Ordinance, 1984) and listed on Stock Exchanges in Pakistan
NISHAT TEXTILE MILL
Nishat Mills Limited ("Nishat") is a public company incorporated in Pakistan and listed on all three Pakistani stock exchanges. Nishat is engaged in textile manufacturing. The Company is engaged in the business of textile manufacturing and of spinning, combing, weaving, bleaching, dyeing printing, stitching, buying, selling and otherwise dealing in yarn, linen, cloth and other goods and fabrics made from raw cotton, synthetic fiber and cloth, and to generate, accumulate, distribute and supply electricity. Company is providing quality products to its customers within the Pakistan and outside the Pakistan. Presently company is exporting its all kinds if apparel products.
Nishat has established its name in new markets by creating specialized fabrics, designs and also by providing customers with efficient service and excellent quality. Leaving behind the traditional way of doing business and in journey towards excellent it has consistently expanded its buyer base and explored the different markets around the world. Keeping in view demand of the World market, Nishat Mills Ltd pursued its strategy of value addition and reducing the dependency on Grey Fabrics and Grey Yarn. Having the foresight to assess that in coming year's value addition will be the thing of the future, Nishat Mills Limited worked towards the achievement of its goal of future increasing its capability in value addition.
Nishat has increasing its profitability by working efficiently, procuring better raw material and most importantly kept a very close association with its customers. It visits its business partners frequently and provides them with the best service possible. All of the above mentioned points led to strengthened relationship with its business partners making it very difficult for its competition to penetrate into its market share. Nishat has provided its staff with better working environment and facilities, which enhanced efficiency and out put. At Nishat, it is prospering due to professional commitment toward excellence and giving the best results at all times and against all odds. Its marketing and production teams co-ordinance at all times and it focus remains on maintaining its position as the market leader in the textile sector of Pakistan.
MARKETING STRATEGY
Nishat’s market strategy is based on market expansion and product development. Currently their target segment is exclusive and formal wear for formal now they target professional females including stylish and convenient outfits having a variety of designs but superior quality. Bed linen also needs to be emphasized more regarding variations in styles and designs. Nishat also plans to target entrepreneurs and business owners who wish to design their offices with their products in an exclusive manner by not only providing them their elite products but also special services would also be provided by their representative who would suggest them regarding interior decoration. Gents wear would also be focused involving a wide range of formal and informal shalwar suits under the supervision of a top class designer Hassan Shaharyar.
POSITIONING
Nishat aims to position its product as an exclusive and classical brand for both upper and middle class customers. Additionally they provide customer support services specifically to women to help them design their clothing by Nishat’s experienced designers. That is their differentiating point from their competitors.
COMPETITIORS
Nishat competitors are Crescent, Chenab, Arzoo, Alkarms, Sitara, Kohinoor, AmtexBut main competitors of Nishat Mill are "Crescent Textile Mills" &"Chenab Textile”
PRODUCT STRATEGY
Nishat will launch exclusive designs of wear created by a variety of new designers. This innovation would be affective as upcoming designers work with more energy and creativity that would boost their sales. Free samples are delivered to customers to show how best our products are. Free sample is a useful technique in winning the loyalty of customers. This strategy is widely used to improve the market.
PRICING STRATEGY
Setting prices of products, various elements are kept into mind. Customer is of utmost importance. If customer is old, his track record is good and enjoys a favorable repute so profit margin may be reduced. Prices area determined on cost basis by adding certain percentage of profit. This is highly sensitive area.
Current pricing for their products are:
Unstitched fabric is 2100-3100 it would be revised with more variety having range 1500-3500
Stitched fabric is 1500-5000 it would be revised with economic and unique aspect having range 1200-10000
Bed linen is 1200-3000 it would be revised from regular and exclusive range of bed linen from 1000-5000
Bridal wear will be launched having introductory prices 20000-40000
DISTRIBUTION STRATEGY
Nishat has their own outlets in Punjab and Sindh, and the product will be delivered only to registered outlets. As the manager of one outlet has enlightened the point why don’t sell their product other thenNishat outlet as their competitor is doing that he replied “we never want to enter in a market because as soon as we entered in it then our fake product will take birth as it happened with other competitors.” Our exclusive designs and products would still be sold at our authorized outlets .Furthermore to facilitate the customers, online shopping facility and door step delivery of order will also be started by the introduction of BUY ONLINE option on our website for that purpose we have acquired services of T.C.S for order delivery.
2.3CHEN ONE’S
Mian Muhammad Latif laid the foundation for Chenab Group, Chen One's parent company in 1974. Initially Chenab Textiles exported products to many countries. It is Pakistan's leading textile manufacturer and exporter. The ability to process linen and synthetic fibers up to a maximum width of 320 c, has placed the company in the fore front of home linen and furnishing fabric market, as well as in the garment and high tech textile trade. Chenab Group realized that their textiles' quality was extremely good and looking at the growing trend in Pakistan's retail economy they started their own brand. The idea of opening an outlet was not only successful but was also a source of getting recognition in Pakistan. Another major reason for coming into Pakistani market was to cater to the local consumers, who buy international brands and seek good quality.
MISSION AND OBJECTIVE
"Our policy is customer satisfaction which we ensure through proper planning, continual improvement, employees satisfaction, and environment friendly production, prevention of environmental pollution, resource conservation and implementation of relevant, environmental, social and cultural norms/laws.
COMPETITORS
Visitors to Park Towers make it a point to visit the threeleveled store. Chen One was the first store of its kind and after its success, other manufacturing companies began retail operations, including Ideas by Gul Ahmed Textiles. There are many competitors both inside and outside the mall. In men's wear, its major challengers are Cotton and Cotton, Cambridge and Hang Ten. For home fashions and accessories, it competes against Ideas and Habitt and in the children's section, its rivals are Zubaida's Mother Shop, Bumble & Bumble, and Mushroom's. But Chen One has an edge over all these because of its huge assortment in the above areas.
MARKETING STRATEGY
BRAND IMAGE
Chen one targets high income customers. They say that brand is not for middle class or lower class. Chen One says that if they have cater these class they have to reduce the prices of their product, and have to compromise on quality.
POSITIONING
They have kept a consistent positioning from start of operations. It has always focused on quality and life style. In order to make people aware about their products, they communicate what they provide. The main attraction for a Chen One customer is its wide range of products The customers who are loyal are given more importance and they try to retain them .For that they issue loyalty cards and give other benefits.
PRODUCT STRATEGY
Chen One is an outlet where customers can get almost each and everything for the house and for themselves. It has clothes, shoes, and accessories for every member of the house. There is no other outlet which provides all these things under one roof. Its product range and quality is an integral part of the marketing mix.
DISTRIBUTION STRATEGY
Chen One, is a very busy shopping mall, has a mall location. It benefits from this feature, as 10% of Chen One's sales comes from this mall location, resulting in a decrease in advertising cost. Chen One has organized its merchandise in such a way that it's easier for a customer to access the desired product. They have departments, then sections, and further subsections to facilitate customers.
PRICE STRATEGY
Chen One's pricing is done as Maximum Retail Price, whichincludes production cost, taxes and margins According to most of the people, Chen One's prices are very high, and are not affordable to many. They do not compromise on quality that’s why their prices are very high.
PROMOTION STRATEGY
It promotes both price as well as occasion. Occasion led promotions are done on seasonal basis. Every year, they promote their summer and winter collections. Price led promotions include all its promotional activities during sales and discounts. The major price led promotion is done during its open house.
2.4FIRDOUS TEXTILE LIMITED
Firdous Cloth Mills is actually one of the best known companies for textiles. It was founded many years ago and over the years, it has managed to build its place among textile companies. It provides different textile products including clothes for men and women. It provides clothes in stitched and unstitched form both. For women, it releases a wide range of fabrics for different seasons including spring, summer, fall, winter and for eid also. It has its own outlets.
Firdous has released high quality lawn in this new collection. There are different designs with printed shirts and dupattas as well as simple shalwars. All are unstitched. The lawn collection will make you look stylish and keep you comfortable this summer. There are so many types of prints in this collection. So, if you want lawn, you must check out Firdous lawn 2014 volume 2. Here we have another result of outstanding efforts of Firdous Fashion titled as “ Firdous Collection Lawn 2014-VOL II “.Firdous Cloth Mills is known as revolutionized textile mill; hence It has set a new principles of prints and trends this season like always. In Firdous Collection Lawn 2014 Vol 2 unique fusion of new and old, bold and subtle, bright and soft, plain and digital embellished, and modern to classy prints has been gathered on signature patterns of Firdous fashion.
MARKETING STRATEGY
PRODUCT STRATEGY
Firdous lawn, Firdous lawn look book, Firdous pret wear lawn with hot Firdous, Firdous lawn collection 2014 – Firdous spring lawn 2014 – Designer wear summer lawn 2014 catalog, Firdous spring summer lawn 2014, Firdous lawn 2014, casual wear lawn, party wear lawn, Firdous designer lawn prints, Pakistan lawn prints, Firdous spring/summer lawn 2014, Bombaywal complete catalogue, Firdous lawn 2014 price range, online orders.
They regularly produce amazing and unique lawn dresses. This lawn collection is consists of new, different and beautiful lawn dresses. All the dresses are stylish, unique and fashionable. Every dress of Firdous lawn for girls is according to the latest fad and modish styles with modern tailoring art. These dresses will surely make your personality more attractive and more charming in cheery days of summer. Some of the clothes of this important and expensive collection are easily available on their officials stores now and can be purchased according to your own choice. Pakistani fashion designers brand Firdous is one of the old and big brands in Asia. 2014 lawn collection by Firdous contains different kinds of valuable dresses having great amount of embroidery with high quality of dupatta having chiffon stuff. Firdouslawn collection has many different dresses with different colors and all the colors are unique and fresh. All the dresses also have fresh looks prints that will make you feel fresh
PRICE STRATEGY
Round about the price of all the dresses are same just a difference of 100 to 200 rupees in dresses therefore the price is ranging between 5,740 and 5,950. I know that this price is little bit more as compare the other famous brands in Pakistan but their quality is number one. But because all the accessories are also provides with these dresses that are stored on display so it is not a bad deal.
DISTRIBUTION STRATEGY
Firdous Cloth Mills Korean lawns and other stuff is available through the company’s own outlets. The company offers its fabrics through a lot of fabric shops in the country. Firdous Textile offers Loose Fabric, Home Textile, Apparel, Men and Women Footwear, Clutches, Hand Bags and Fashion Accessories. In countries like UK (United Kingdom), USA (United Stat of America), UAE (United Aram Emirate), New Zealand, Canada, Australia, Dubai, Saudi Arabia, Oman and etc. It have 80 outlets all over the Pakistan.
PROMOTION STRATEGY
Indian actresses like Diya Mirza and Kareena Kapoor have modeled for this leading brand in 2010.And yet again to make the advertising more appealing and reflect the true image of feminine persona two most beautiful ladies from both India and Pakistan are signed up for the 2011 collection. DeepikaPadukone (Indian actress) and ShaistaWahidi (Pakistani TV anchor) have stolen the show with Firdous 2011 collection.The two ladies have been successful in their own area of work and reflect today’s modern women, which also represents this lawn collections gist.The collection 2011 is named as The Per’t De Collection and the design patterns include a lot of floral art, abstract lines and deep as well as bright colors.
2.5 CRESCENT TEXTILE MILLS
Crescent Textile Mills is a Faisalabad based textile unit. The company was listed at stock exchange in1951. Crescent Textile Mills is engaged in the business of textile manufacturing of spinning, weaving, dyeing, bleaching, printing, made ups and otherwise dealing in yarn and fabrics.Flagship of large crescent group, CTM ‟s main area of business is in textile. As a composite unit having ISO-9002 certification on1997, which is engaged in spinning, weaving, processing and is one of the largest exporters of cotton yarn in Pakistan. The pioneer of Crescent Textile Mills was Mian Muhammad Shafi, who belonged to Chinyot. Crescent Textile Mills started as a weaving unit with 500 semi auto looms. Now the present picture of Crescent Textile Mills is that it is the one of the largest textile units in Pakistan. Crescent Textile Mills has one of the largest textile-processing units with a capacity of 2.5million meters fabric monthly. Crescent Textile Mills was established in1951as a private limited company. Crescent Textile Mills was converted into a public limited company in1958.
MISSION
“To produce superior quality products to face competition in the international market and to train the staff at the world-class level to enhance the maximum shareholders value”
COMPETITORS
its major competitors are in the country as well as in the foreign markets, while concerning with the countrywide competitors, there are major competitors like Nishat Textile Mills Limited, Kohinoor, Gul Ahmed, M.Farooq, Chenab textile mills limited, A.M textile mills limited along with major competitors in European market.
MARKETING STRATEGY
PRODUCT STRATEGY
Crescent textile mill produces yarn, gray cloth and high quality fabric. Their products play an important role in the building the goodwill of the CTM.CTM exports more than80%of its products and remaining they sell in the local market. Main products of CTM are yarn; Gray-cloth, bed sheet and fabric etc. all the products are produce according to the requirement of customer order.
The main products of CTM are as follow: Yarn products, Fabric products
YARN PRODUCTS1-Cotton Yarn,2-Poly-cotton Yarn
FABRIC PRODUCTS1-Gray Fabric or Cora,2-Other Fabric (processed)
STITCHED ITEMS / MADE UPS Bed Leering, Home Furnished Products, Bed Sheets
Quilt Set, Kitchen Knap, Kin Kitchen Towel, Kitchen Apron, Blanket Cover, Duvet Cover, Curtain
PRICING STRATEGY
There are two types of price fixing strategies
1-Directly to customer
If they sell their product directly to the customer then they fix price in such a way
Fixed cost + Variable cost + Desired profit
2-Indirectly to customer
If company sells their products indirectly then they fix price in such a way
Fixed cost+ Variable cost + desired profit + Middle man’s commission. In this case the profit margin depends upon the quality and condition of the market. If the market is new then the price will be new to attract the customers and compete the existing competitors.
PRICING PROCEDURES
1-Pricing Procedure for the Local or National Market
CTM sells more than 80% of its products in the foreign market. They sell only extra quality left from the foreign order or defected product in the local market. They call the tenders when they want to sell the product in the local market. They sell to that person whose tender price will be high. Sometimes CTM sells on its products at cut-price. Because, when some extra quantity is from the foreign order they sell at cut price because, they have already charged their cost from the foreign customer.
2-Pricing Procedure for the International Market
Pricing procedure of CTM for export is different from the local procedure. They keep in mind certain factors before changing the price in foreign market. When any customer wants to purchase the products, after negotiation they fix the price. Because, there are certain other factors are also included with fixed cost.
DISTRIBUTION STRATEGY
CTM exports more than 80% of its products. They are using two types of channels of distribution in export their products.
1-Direct ChannelCTM Customer
2-Indirect ChannelCTM Middle man (agent) Customers
As most of the products of CTM are exported, so they use the different modes of transportation to transfer the product from CTM to the customer country.
Mostly CTM exports its products through ships. There are other modes of transport also being use:
Trucking Companies, Airlines Companies, Shipping Companies
CTM exports its products to all over the world but the major countries are asfollow:
U.K, U.S.A, Japan, Canada, Australia, Germany, Holland, U.A.E, Srilanka, Egypt, Malaysia
PROMOTIONAL STRATEGY
The CTM has not any promotion point its products. Because the demand of their products in the world is very high. We can easily judge them from their work. Our export figure is varying high as compare to any individual company.
3 METHODOLOGY
3.1 Population
The population of this study is belongs to UET, Comsats, BZU, Society public school, Punjab college and employees of different organizations.
3.2 Sample
Randomly 101 students of specified population were selected for this study.
3.3 Sampling Technique
The sample was randomly selected from the different institutes/organizations. Non probability convenient sampling technique was used for this study. Students are selected and asked to fill the questionnaire because they are easily accessible in surroundings.
3.4 Research Design
The research design constituted on the quantitative data through questionnaire.
3.5 Instruments Used
Questionnaire was used in this study in which questions are based on likert scale
“STRONGLY DISAGREE”
“DISAGREE”
“NEUTRAL”
“AGREE”
“STRONGLY AGREE”
3.6 Statistical Procedure Used
Raw data of both questionnaires was computed separately with the help of SPSS, version 18, which was employed to compute the data gained in the study. The percentage of respondents who chose each option on the Likert scale for each question was used to illustrate into bar graphs.On the other hand, the qualitative data collected through interviews was analyzed and discussed in detail
4 FINDINGS
The study led to the findings summarized as follows:
|
Reliability Statistics |
||
|
Cronbach's Alpha |
Cronbach's Alpha Based on Standardized Items |
N of Items |
|
.716 |
.720 |
21 |
- 0.720 greater than 0.7 that’s describes that the data which we have chosen for our research and the tool which we have used to prove our project is consistent, as Cronbach scientist earlier research that if the reliability analysis of the data is more or equal to 0.7. Then your data is reliable and validated for further research.
Filling questionnaire from 101 individuals in which 16.8% males and 83.2% females, according to 71.3% they thought that textile sector of Pakistan increases its GDP While remaining 28.7% said NO.5.9% people wear crescent(lawn) brand, 48.5% Gul-Ahmed(ideas), 7.9% Firdous(lawn), 35.6% nishat(linen)and remaining 2% go with Chenab (chen-one).
Here are the following demographic/bar-graph result with respect to 6 major variables, 21 questions that asked to 101 individuals by using questionnaire:-
|
male/female |
|||||
|
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
|
|
Valid |
male |
17 |
16.8 |
16.8 |
16.8 |
|
female |
84 |
83.2 |
83.2 |
100.0 |
|
|
Total |
101 |
100.0 |
100.0 |
|
|
Interpretation:- Males are 17 (which is 16.8%) and females are 84 (which is 83.2%)
|
qualification |
|||||
|
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
|
|
Valid |
matric |
20 |
19.8 |
19.8 |
19.8 |
|
inter |
27 |
26.7 |
26.7 |
46.5 |
|
|
graduation |
41 |
40.6 |
40.6 |
87.1 |
|
|
masters |
10 |
9.9 |
9.9 |
97.0 |
|
|
M.PHIL/P.H.D |
3 |
3.0 |
3.0 |
100.0 |
|
|
Total |
101 |
100.0 |
100.0 |
|
|
Interpretation: According To Qualification Matric are 20 (which is 19.8 percent), intermediate are 27 ( which is 26.7), graduated are 41 ( which is 40.6%), masters are 10 ( which is 9.9%) and others who are from m.phil/PHD ate 3 ( which is 3 %)
|
income |
|||||
|
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
|
|
Valid |
less than 10000 |
50 |
49.5 |
49.5 |
49.5 |
|
10000-30000 |
19 |
18.8 |
18.8 |
68.3 |
|
|
30000-40000 |
11 |
10.9 |
10.9 |
79.2 |
|
|
above 40000 |
21 |
20.8 |
20.8 |
100.0 |
|
|
Total |
101 |
100.0 |
100.0 |
|
|
Interpretation:- less than 10000 income are 50 (which is 49.5%), 10000-30000 are 19 (which is 18.8%), 30000-40000 are 11 ( which is 10.9%) and above 40000 are 21 ( which is 20.8%)
|
textilemill |
|||||
|
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
|
|
Valid |
crescent textile (lawn) |
6 |
5.9 |
5.9 |
5.9 |
|
gul ahmed textile (ideas) |
49 |
48.5 |
48.5 |
54.5 |
|
|
firdous textile (firdous lawn) |
8 |
7.9 |
7.9 |
62.4 |
|
|
nishat textile (nishat linen) |
36 |
35.6 |
35.6 |
98.0 |
|
|
chenab textile (chen-one) |
2 |
2.0 |
2.0 |
100.0 |
|
|
Total |
101 |
100.0 |
100.0 |
|
|
Interpretation:- Gul- Ahmed and Nishat textile mills are very popular among people
Mean is 4 ( that shows that mostly people circle the “Agree”) and std. dev is 0.513 from the 101 of sample
Mean is 3.56 ( that shows that mostly people circle between neutral and Agree”) and std. dev is 0.513 from the 101 of sample
5 DISCUSSION
After finding it is come to know that Gul-ahmed&nishat textile mill are the best brand among sample population. So, here we have the SWOT analysis of both textile mills:
GUL AHMED TEXTILE MILLS
SWOT ANALYSIS
STRENGTH
1-Strong brand image that it has developed throughout the years.
2-Huge market share locally and internationally amongst the various textile companies operating in Pakistan.
3-Financial stability
4-State of the art production facility and highly technical staff. Vertical integrated mill covering all areas of textile processing.
5-Various international certifications including ISO 9001-2008, GOTS, OEKO TEX, ORGANIC EXCHANGE
6-Huge range of product line. i.e. curtains, bed lined, fashion accessories, cushion covers, yarn, lawn, fabric.
7-Almost unlimited designs and colors available on the outlets.
8-Largest distribution and retailing system.
9-Strong R&D and rigorous advertisement through electronic & print media.
WEAKNESS
1-There is lack of proper training programs especially for workers. They learn through experience and from seniors that’s the reason of high rate of wastage during production.
2-High wastage rates at various processing stages during production.
3-Not marketing enough through electronic media. i.e. via TV Ads.
4-High Prices kept for various products. Due to the fact customers are switching to less expensive brands now.
5-There is no copy write limitation for the designs Gul Ahmed offer.
6-People are de-motivated at the middle management level due to low salary packages and late promotions.
7-Not catering changing customer needs as fashion is becoming more trendy and westernized
OPPORTUNITY
1-Gul Ahmed being the market leader in Pakistan should go global more rigorously targeting huge potential customers in middle east, USA and UK
2-More unexplored markets must be targeted with in the country by participating in local family celebrations, funding enjoyment shows. This will help them a lot to bring in more brand awareness and will make it easier for them to enter the markets that are still untapped by them.
3-Another opportunity they have is to invest in the business of sportswear- That’s what our marketing plan is about. Pakistan is amongst the largest exporters of readymade garments and has a lot of potential to grasp business in the field of sportswear from Bangladesh and India.
4-Gul Ahmed must hit the big screens more intensely. Huge advertisements campaigns and displays on the social networking site like Facebook is a great opportunity.
THREATS
1-Increasing day by day competition in the local and international market. Competitors coming up with new collection on regular basis.
2-High political and economic instability in the region.
3-Piracy issue of the design they make
4-Increasing Cost due to higher taxes or government regulations.
NISHAT GROUP OF INDUSTRY
STRENGTHS
- ISO 9001-2000
Nishat textile is certified under ISO 9001-2000 and so it meets the requirement of international standard and has a value in the mind of concern people.
- Strong Security System
Nishat textile limited has a greater security system. There are different hidden security cameras which capture the all moments.
- OKTEX 100
Nishat is also Oktex 100 certified its mean that Nishat is satisfied to not using hazard chemical using.
- High quality product
Nishat textile limited using advance technology like they have modern machinery by which the quality of product produced is very high.
- Latest mechanized machinery
They are using modern looms which they have purchased from Japan and France. And by using that latest machinery the productivity of the employees are very high.
- Tremendous market positioning
Nishat textile is one of the pioneer textiles in the Pakistan so it got the position in the mind of its customer. And being an old textile company people are loyal with it. Nishat has a better position in the mind of its customers.
- Highly qualified and skilled management
The management of Nishat is skilled they have hired the foreign graduate people in their management and also experienced people from all over the country.
- Highly Motivated Workforce
They are providing better pay to their employees and also bonus to them which motivate the workforce and they are doing well at work setting.
- Adequate financial resources
The owner of the Nishat is one of the richest persons of the Pakistan and they have more plant and investment in other industries like cement, Bank, They have adequate financial resources to meet their requirements.
- Competitive advantage
Because it is an old textile and it has still keep its position in the textile market on all others competitors in the nationwide which is its competitive advantage.
- Equipped with MIS System
They have a management information system by which the departments and employees are connect with each other and they have a data ware house by which they can share their resources easily.
- Own power generation plant
They have own power generation plant and Nishat is the pioneer in the private organization who start the power generation. And also selling to the WAPDA its produced power.
WEAKNESSES
- High cost of production
The production cost is high because of not properly utilization of its resources.
- Centralized decision making
The decisions are made by the upper management which is weakness of the Nishat because they have no proper idea about the situation and their decision can be not fruitful for the company.
- Weak image in the international market
Because of the other textile specialized countries like China, Bangladesh etc the international image in the textile sector is very weak. Those countries providing cheap product to the market then Pakistan's textile industries.
- Small international market share
Although Nishat has very strong in the national wide but it has small market share in the global textile industry due to the sound competitors like china, and Bangladesh etc
- Less promotional activities
