Internship Report BBA

INTERNSHIP REPORT

On

‘Production Efficiency Analysis’:

An Empirical Study

11

Date of submission: 30th August 2012

i

REPORT ON

‘PRODUCTION EFFICIENCY

ANALYSIS: AN EMPIRICAL

STUDY’

COCOLA FOOD COMPANY LTD.

Prepared for:

Mirza Mohammad Didarul Alam

Assistant Professor

School of Business& Economics

United International University

Prepared by:

Ishaq Ahmed

111 081 136


ii

LETTER OF TRANSMITTAL

30th August, 2012


Assistant Professor

School of Business & Economics


Submission of Internship Report on „Production Efficiency Analysis‟

Dear Sir:

Here is the internship report on „Production Efficiency Analysis‟, which you

assigned me for completing my BBA degree.

As you will see, my report pointed out details about Cocola Food Company Ltd. Their

mission, goals, strategy and other functions of the company, SWOT analysis,

production efficiency, trend analysis, seasonal impact etc. I have gathered valuable

information and personal experience in the process of preparing this report.

As students of School of Business, I am very pleased for having this report. I have

learnt a lot while preparing this report which will help me in my practical life.

I will be obliged, if you kindly accept this report. If you need any assistance in

interpreting this report please contact me at any time.

Sincerely yours,

-------------------------------

Ishaq Ahmed

ID: 111 081 136



iii

CERTIFICATION

This is to certify that Ishaq Ahmed, a student of BBA, ID - 111 081 136, under School

of Business, United International University (UIU) has completed the internship

report titled “Production Efficiency Analysis of Cocola Food Company Ltd.” as a

part of requirement for obtaining BBA degree. I have gone through the report and

found in to be a well written report. He has completed the report by himself

successfully under my supervision.

I wish him every success in his future endeavor.

Supervisor

_________________________________________


Assistant Professor



iv

LETTER OF CAUTION

All rights reserved. So, photocopying, rearranging, reproducing, or transmitting in any

form or by any means is strongly prohibited. No one is allowed to use this report

without permission of the copyright owner.

Copy Right-

Ishaq Ahmed



BBA

([email protected])

v

ACKNOWLEDGEMENT

All praise to Almighty Allah, who gives me strength to complete this report. In the

process of doing this research paper I would like to pay my gratitude and respect to

some person for their kind cooperation.

First and foremost, I owe a debt of gratitude to my course instructor (supervisor)

Mirza Mohammad Didarul Alam, Assistant Professor, School of Business &

Economics, United International University (UIU) for his benefiting guidance and

encouragement, astute advice and endless endurance throughout the semester without

which this paper have not been flourishing.

I am also thankful to my coworkers and supervisor whose useful suggestions and co-

operation made my work easier.

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EXECUTIVE SUMMARY

Cocola Food Company is a growing private food company in Bangladesh. The

strategic strengths of Cocola Food Company are its brand recognition and highly

skilled work force. Mr. Sukkur Miah, the present Managing Director and the

proprietor of the company used to make the lozenge by himself. He and his brother

Mr. Tomiz Miah, the present Managing Director of Baby Food Product and Candy

Pvt. Ltd. sold the lozenge by themselves using a van.

In 1975, they have first launched the Candy (lozenge). It was not only their first

launching but also for the Bangladeshi packaged lozenge was introduced. That is, they

were the first pioneer in introducing the packaged lozenge in Bangladesh. They have

faced problem in naming their company. When they keep the company name Cocola,

two most popular companies Coca-Cola sued against their name of the company and

Pepsi sued against their logo. Both companies complained that they have copied their

name and logo. Within the six month of the legal procedure, they had won and finally

keep the name of the company “Cocola Food Company Ltd.”

SWOT analysis shows Cocola Food Company Ltd.'s Strengths, Weaknesses,

Opportunities and Threats. The SWOT analysis will give you a clear picture of the

business environment Cocola Food Company Ltd. is operating in at the present time.

From the trend of production we can conclude that CFC produces the maximum in

January and December, and minimum in June and July. From their production graphs

we can see a line starts from January 2011 and ends in July 2012. Maximum product

produces in January and December and minimum in June and July of the year 2011 to

2012.

CFC has a seasonal impact on their production, and that impact lower their

production. Before the month of Ramadan and during the Ramadan month they

produce fewer products compare with other months because on that time the market

demand falls down.

The company has a good future. It is successfully meeting the consumer demand by

providing a wide range of food products. It is playing an important role in our

economy too by the production of quality food product which may be imported from

foreign countries. It also creates huge employment for the people of our country. The

company has many scopes to expand its operation, and it has a future plan for

expansion.

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TABLE OF CONTENTS

CHAPTER 1

1.0 INTRODUCTION 12

1.1 Background of the Study 12

1.2 Objectives of the Study 12

1.2.1 Broad objective 12

1.2.2 Specific objective 13

1.3 Methodology of the Study 13

1.3.1 Primary Sources 13

1.3.2 Secondary Sources 13

1.4 Limitations of the Study 14

CHAPTER 2

2.0 BRIEF DESCRIPTION ABOUT COCOLA FOOD COMPANY LTD. 15

2.1 Mission of the Company 15

2.2 Historical Background of the Company 15

2.3 List of Products 16

2.4 Factory Description 17

2.5 Cocola Food Company at a Glance 18

2.6 Organogram of Cocola Food Company Ltd. 19

2.6.1 Office Organogram of Cocola Food Company Ltd 19

2.6.2 Factory Organogram of Cocola Food Company Ltd 20

2.7 Role of Functional Departments 21

2.7.1 Human Resource 21

2.7.2 Research & Development 21

2.7.3 Finance and Accounting 21

2.7.4 Marketing Department & Strategies 22

2.7.4.1 Selling and Marketing Strategies 22

2.7.4.2 Advertising 22

2.7.4.3 Gift for Distributor and Consumer 23

2.7.4.4 Participating in Fair 23

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SWOT ANALYSIS OF COCOLA FOOD COMPANY LTD. 24

2.7.4.5 Packaging Material 23

CHAPTER 3

3.0

3.1 Strengths of Cocola Food Company Ltd. 26

3.2 Weaknesses of Cocola Food Company Ltd. 27

3.3 Opportunities of Cocola Food Company Ltd. 28

3.4 Threats of Cocola Food Company Ltd. 29

CHAPTER 4

4.0 MAJOR COMPETITORS OF COCOLA FOOD COMPANY LTD30

CHAPTER 5

5.0 PRODUCTION EFFICIENCY ANALYSIS OF COCOLA FOOD

COMPANY LTD. 31

5.1 Production of Noodles 31

5.1.1 Cocola Egg Stick Noodles 32

5.1.1.1 Information about Egg Stick Noodles 32

5.1.1.2 Raw material and Production of Egg Stick Noodles32

5.1.2 Cocola Egg Instant Noodles 34

5.1.2.1 Information about Egg Instant Noodles 34

5.1.2.2 Raw material and Other Info: of Egg Stick Noodles34

5.1.3 Cocola Instant Noodles 36

5.1.3.1 Information about Instant Noodles 36

5.1.3.2 Raw material and Other Info: of InstantNoodles 36

5.1.4 Cocola Cook Noodles 38

5.1.4.1 Information about Instant Noodles 38

5.1.4.2 Raw material and Other Info: of Instant Noodles38

5.2 Production of Biscuit 40

5.2.1 Cocola Champion Chocolate Cream Biscuit 41

5.2.2 Cocola Vita Plus Biscuit 42

5.2.3 Cocola Milk Biscuit 43

5.2.4 Cocola Marry Biscuit 44

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5.3 Production of Chips 45

5.3.1 5.31 Cocola Potato Chips 46

5.3.2 Cocola Twister Chips 47

5.3.3 Caramel Corn Chips 48

5.3.4 Cocola Fish Chips 49

5.3.5 Racing Car Chips 50

5.4 Production of Chocolate, Wafer & Games 51

5.4.1 Chocolate 52

5.4.2 Games 53

5.4.3 Wafer 54

5.5 Production of Energy Pie 55

5.5.1 Production Chocolate Pie 55

5.5.2 Production Strawberry Pie 56

5.5.3 Production Vanilla Pie 57

5.6 Production of Fruit Drinks 58

5.6.1 Production Orange Drink 58

5.6.2 Production Mix Flavour Drink 59

5.7 Trend Analysis 60

5.8 Seasonal Impact on Production 64

5.9 Reasons Behind the Production Gap 65

CHAPTER 6

6.0 RECOMMENDATION & CONCLUSION 66

6.1 Recommendation 66

6.1.1 Recommendation for improving production and minimize

production gap 66

6.1.2 Overall recommendation for Cocola Food Company Ltd. 67

6.2 Conclusion 68

REFERENCES 69

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LIST OF GRAPHS & TABLES

No. Items Page No.

Figure 1 Target and Actual Production of ‘Egg Stick Noodles’ 33

Figure 2 Target and Actual Production of ‘Egg Instant Noodles’ 35

Figure 3 Target and Actual Production of ‘Instant Noodles’ 37

Figure 4 Target and Actual Production of ‘Cook Noodles’ 39

Figure 5 Target and Actual Production of ‘Chocolate Cream Biscuit’ 41

Figure 6 Target and Actual Production of ‘Vita Plus Biscuit’ 42

Figure 7 Target and Actual Production of ‘Milk Biscuit’ 43

Figure 8 Target and Actual Production of ‘Marry Biscuit’ 44

Figure 9 Target and Actual Production of ‘Cocola Potato Chips’ 46

Figure 10 Target and Actual Production of ‘Cocola Twister Chips’ 47

Figure 11 Target and Actual Production of ‘Caramel Corn Chips’ 48

Figure 12 Target and Actual Production of ‘Cocola Fish Chips’ 49

Figure 13 Target and Actual Production of ‘Racing Car Chips’ 50

Figure 14 Target and Actual Production of ‘Chocolate’ 52

Figure 15 Target and Actual Production of ‘Games’ 53

Figure 16 Target and Actual Production of ‘Wafers’ 54

Figure 17 Target and Actual Production of ‘Chocolate Pie’ 55

Figure 18 Target and Actual Production of ‘Strawberry Pie’ 56

Figure 19 Target and Actual Production of ‘Vanilla Pie’ 57

Figure 20 Target and Actual Production of ‘Orange’ 58

Figure 21 Target and Actual Production of ‘Mix Flavor’ 59

Figure 22 Production trend of ‘Cocola Egg Stick Noodles’ 60

Figure 23 Production trend of ‘Cocola Egg Instant Noodles’ 60

Figure 24 Production trend of ‘Cocola Instant Noodles’ 60

Figure 25 Production trend of ‘Cocola Cook Noodles’ 60

Figure 26 Production trend of ‘Cocola Champion Chocolate Biscuit’ 61

Figure 27 Production trend of ‘Cocola Vita Plus Biscuit’ 61

Figure 28 Production trend of ‘Cocola Milk Biscuit’ 61

Figure 29 Target and Actual Production of ‘Cocola Marry Biscuit’ 61

Figure 30 Production trend of ‘Cocola Potato Chips’ 61

Figure 31 Production trend of ‘Cocola Twister Chips’ 61

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Figure 32 Production trend of ‘Caramel Corn Chips’ 62

Figure 33 Production trend of ‘Cocola Fish Chips’ 62

Figure 34 Production trend of ‘Racing Car Chips’ 62

Figure 35 Production trend of ‘Chocolate’ 62

Figure 36 Production trend of ‘Games’ 62

Figure 37 Production trend of ‘Wafers’ 62

Figure 38 Production trend of ‘Chocolate Energy Pie’ 62

Figure 39 Production trend of ‘ChocolateStrawberry Pie’ 63

Figure 40 Production trend of ‘ChocolateVanilla Pie’ 63

Figure 41 Production trend of ‘Orange Fruit Drink’ 63

Figure 42 Production trend of ‘Mix Flavor Fruit Drink’ 63

Table 1 Target and Actual Production of ‘Egg Stick Noodles’ 33

Table 2 Target and Actual Production of ‘Egg Instant Noodles’ 35

Table 3 Target and Actual Production of ‘Instant Noodles’ 37

Table 4 Target and Actual Production of ‘Cook Noodles’ 39

Table 5 Target and Actual Production of ‘Chocolate Cream Biscuit’ 41

Table 6 Target and Actual Production of ‘Vita Plus Biscuit’ 42

Table 7 Target and Actual Production of ‘Milk Biscuit’ 43

Table 8 Target and Actual Production of ‘Marry Biscuit’ 44

Table 9 Target and Actual Production of ‘Cocola Potato Chips’ 46

Table 10 Target and Actual Production of ‘Cocola Twister Chips’ 47

Table 11 Target and Actual Production of ‘Caramel Corn Chips’ 48

Table 12 Target and Actual Production of ‘Cocola Fish Chips’ 49

Table 13 Target and Actual Production of ‘Racing Car Chips’ 50

Table 14 Target and Actual Production of ‘Chocolate’ 52

Table 15 Target and Actual Production of ‘Games’ 53

Table 16 Target and Actual Production of ‘Wafers’ 54

Table 17 Target and Actual Production of ‘Chocolate Pie’ 55

Table 18 Target and Actual Production of ‘Strawberry Pie’ 56

Table 19 Target and Actual Production of ‘Vanilla Pie’ 57

Table 20 Target and Actual Production of ‘Orange’ 58

Table 21 Target and Actual Production of ‘Mix Flavor’ 59

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1.0 INTRODUCTION:

Cocola Food Company is a growing private food company in Bangladesh. The

strategic strengths of the Cocola Food Company are its brand recognition and highly

skilled work force. The first started their operation at 1975 with only one product that

is lozenge. In that, time the name of the company was not in existence. Mr. Sukkur

Miah, the present Managing Director and the proprietor of the company used to make

the lozenge by himself. He and his brother Mr. Tomiz Miah, the present Managing

Director of Baby Food Product and Candy Pvt. Ltd. sold the lozenge by themselves

using a van.

1.1 Background of the Study:

UIU is one of well-known university private in Bangladesh. It provides many

programs. Bachelor of Business Administration (BBA) is one of the important

programs of this university. The internship program is compulsory for BBA student

under the faculty of Business Administration. The duration of the program is twelve

weeks. However, I have chosen Cocola Food Company Ltd. to complete the program,

during this period I worked in this company. After completing the practical work, I

have prepared the report.

Cocola Food Company Ltd. is one of the growing private food companies, which

recruit me as an intern in their company and help me to prepare this report. Under the

supervision of experience executive and staff, this report has been prepared. I have

prepared the report focusing all the aspect of this company by counseling with my

honorable course supervisor and the staffs of CFC.

1.2 Objectives of the Study:

1.2.1 Broad objective:

The main objective of this report is to serve my academic purpose as the part of BBA

course and that is based on my internship experience. After completing the report a

student can complete his/her BBA program. My main focus in the report is the

production efficiency of Cocola Food Company Ltd.

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1.2.2 Specific objective:

i. To find out the advertisement and promotion strategy of Cocola food company

ltd.

ii. Analyze the strengths, weakness, opportunity & threats (SWOT) of Cocola

Food Company Ltd.

iii. To find out the target production of Cocola Food Company Ltd.

iv. To find out the actual production of Cocola Food Company Ltd.

v. Calculating production gap of Cocola Food Company Ltd.

vi. To find out the production efficiency of Cocola Food Company Ltd.

vii. Observing the trend of production of Cocola Food Company Ltd.

viii. To find out the seasonal impact on production of Cocola Food Company Ltd.

ix. Analyze the reason behind the production gap of Cocola Food Company Ltd.

x. To find out the internal & external factors that influences production of Cocola

Food Company Ltd.

1.3 Methodology of the Study:

Every article or reports are prepared by following a concrete methodology. The

success of the report depends on the followed methodology in major portion. Without

following a clear methodology the report fails to serve the purpose accurately.

Sources of Data:

To complete this study both primary and secondary sources of data are used.

1.3.1 Primary Sources:

a. Directly conversation with the executives and staff of the company.

b. Direct Communication with the factory employees of the company.

1.3.2 Secondary Information:

a) The Printed packaging of the company products.

b) Relevant published information on food companies in Bangladesh.

c) Official record of the company.

I have always tried to collect the fresh and relevant information and data to complete

this report.

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1.4 Limitations of the Study:

i. Due to time constrains I couldn’t able to collect sufficient data.

ii. As CFC is not a public company. It does not publish its operational

information to the public.

iii. Data are not easily available on website or in other published papers.

iv. I did not get sufficient information of the technology the company using.

v. They have provided an approximate figure.

vi. Most of the data are from primary sources since secondary sources of data are

not available as much to serve my purpose.

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2.0 Brief Description About Cocola Food Company Ltd.

2.1 Mission of the Company:

Each of Cocola Food Company’s activities must benefit and add value to the common

wealth of our society. They firmly believe that, in the final analysis they are

accountable to each of the constituents with whom they interact, namely: their

employees, customers, business associates and their fellow citizens. Their aim is to be

the largest food product company in Bangladesh with best quality products. Their

motto is to serve the customer need with best quality of product at cheapest price.

2.2 Historical Background of the Company:

Mr. Sukkur Miah, the present Managing Director and the proprietor of the company

used to make the lozenge by himself. He and his brother Mr. Tomiz Miah, the present

Managing Director of Baby Food Product and Candy Pvt. Ltd. sold the lozenge by

themselves using a van.

In 1975, they have first launched the Candy (lozenge). It was not only their first

launching but also for the Bangladeshi packaged lozenge was introduced. That is, they

were the first pioneer in introducing the packaged lozenge in Bangladesh. They have

established their factory at 5/1 Nazimuddin Road, in old Dhaka 1100 Bangladesh.

They have faced problem in naming their company. When they keep the company

name Cocola, two most popular companies Coca-Cola sued against their name of the

company and Pepsi sued against their logo. Both companies complained that they

have copied their name and logo. Within the six month of the legal procedure, they

had win and finally keep the name of the company “Cocola Food Company Ltd.”

From that time they do not need to see behind. Their Company Started to develop.

They have operated their factory at 5/1 Nazimuddin Road Dhaka Bangladesh for two

years. After that, they have shifted their factory from Nazimuddin Road to 300

Quddus Khalid Road Tongi Morkun Gazipur with new products. The premises of the

factory situated on Sixty Katha land. In this new factory they had started to produce

new types of products such as: handmade Semai and stick noodles with the help of

hand operated machine. Then they started to produce Chocolate wafer and Biscuit.

Their approximate investment was Taka twenty five lakhs with 110 staff members.

16

In 1990, their business enhanced and they establish another factory in Kaliakor,

Gazipur on about twenty five Bigha of land. Now they operate their entire product

here and stop the old factory of Tongi. The investment was then about Taka 10 corers

without any bank loan. The total staff member increase to approximately 500 with

new machines and new food items such as instant noodles, Chips, different flavored

biscuits etc. In 2005 they have received ISO 90010-2000 Certificate and in that year

they have started another company Sun-Star Beverage Pvt. Ltd. As the sister concern

of Cocola Food Products Pvt. Ltd. The investment in this company was Taka 13

corers. Now in 2008, they have established a factory on sixty Bigha of land with more

new products and machines and also increasing staff member. Their current

investment is approximately Taka 130 to 120 corers. The total number of staff

members is now 1700 approximately.

2.3 List of Products:

The Company produces the following lists of products:

1. Noodles

2. Biscuit

3. Chocolate

4. Chips

5. Sun-Star Beverage

6. Energy Pie

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2.4 Factory Description:

The Current factory of the Cocola Food Products Pvt. Ltd. is established on 60 Bigha

of land at Mouchak, Kaliakor in Gazipur and Kuddus Khalid Road Tongi Morkun .

They have different buildings for different types of product. One building for each

type of products, one for Noodles, one for Biscuit, one for Chocolate, one for Chips

and One for Beverage.

There a four storied administrative building. In that building there are offices of

Managing Director, Directors, Factory Manager, General Manager, and Vat Officer.

The building has a board meeting room and guest room for foreign engineers who are

invited to setup the machines. It also has hall room, prayer room, store room, and

kitchen. They have a separate large room for their power generator where the operator

has his own room.

Picture: Cocola Egg Noodles

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2.5 Cocola Food Company at a Glance:

Head Office: 5/1, Nazimuddin Road

Lalbagh, Dhaka,

Bangladesh.

Factory: 942, Mouchak, Kaliakor

Gazipur, Bangladesh.

Year of Establishment : 1997

Commercial Production : 1977

Export Markets: India, Sri Lanka & Pakistan with

limited quality.

Total Investment : 130,00,000,000/- (approximately)

Number of Employees: 1700 (approximately)

Website: www.cocola.net

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Managing Director (1)

Director (3)

General Manager (1)

Deputy General Manager (1) Factory Manager (1)

Manager Marketing & Sales

(3)

Purchase Manager (2)

Accountant (4)

Office Clerk (8)

Security (4)

Area Manager (40)

Area Supervisor (60)

Sales Representative (200)

2.6 Organogram of Cocola Food Company Ltd.

2.6.1 Office Organogram of Cocola Food Company Ltd

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Factory Manager (1)

Assistant Factory Manager

(1)

Engineer

(5)

VAT Officer (1)

Production Manager &

Chemist (10)

Production Supervisor (11)

Operator (70)

Labor

(1174)

Contractor

(2)

Temporary

Labor

Head Security

(1)

Security (20) Assistant

Engineer (5)

2.6.2 Factory Organogram of Cocola Food Company Ltd

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2.7 Role of Functional Departments:

2.7.1 Human Resource:

At Cocola Food Company, they always believe that people is the most valuable asset.

Cocola Food Company makes considerable investments in developing competent

professional human resources. They encourage their human resource to transform

their innovation and creativity into new products to satisfy their valuable customer.

They always try to provide their human resource with best working environment.

Their Human Resource includes people from different discipline such as Chemistry,

Engineering, Accounting, Administration, Finance and Food experts. The talent,

expertise and hard work of their employees drive CFC towards achieving their goals

and objectives.

2.7.2 Research & Development:

One of the driving forces of Cocola Food Company is its highly skilled human

resources. Cocola Foods are continuously striving to explore the core competencies of

the employees to face the challenges of the competitive environment. The company

needs to research a product before launching it to the market. They need to study the

ingredients of a product necessary to made it. They need to study the chemicals used

in products very carefully. For these purpose they have chemistry and food expertise

to do so. They have the plan to expand their research department for more innovative

and quality products to introduce in the market.

2.7.3 Finance and Accounting:

CFC Ltd. has finance and accounting department. They cover day to day activities of

monetary related transactions. They help the purchase department and for short or

long term investment. They have to do cross function with vat officer of the factory.

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2.7.4 Marketing Department & Strategies:

2.7.4.1 Selling and Marketing Strategies:

Cocola Food Company marketing strategies are very ancient, they have 6 agents from

the company, and have 64 dealers or whole sellers all over the country and 100 sub

dealers. There distributor divided by district wise in some places each dealer have

sub-dealers. Where dealer received the goods they sell the goods and received

commission from company, and whole sellers received the goods they sell it and

received the commission from the company. No dealer or whole sellers have not any

rights to increase or stroke goods without company’s permission. They work as only

get the commission. If any case company increases the price they inform their dealers

and whole sellers. There are 600 Sales Representative works all over the country

under the dealers and whole sellers. They take order from retail shop venders and

inform the dealers and whole sellers. Many time wholesalers sell the goods from

fewer prices from company rate by reducing their commission rate.

Each dealer and wholesaler has to deposit at least taka 300,000 to 2500,000 get

dealership. Less deposit amount 300,000 Taka depend on the transaction and good

will.

Each dealer or whole seller has specific target of sell within given time. If many times

fail to achieve the target company may cancel dealership or reduce supply of goods

and that amount sent to dealer. They have direct selling policy in factory gate where

company cancels dealership.

Each dealer can take that amount that he deposit but some time they can get double

amount of goods from their deposit depend on good will and amount of transaction.

2.7.4.2 Advertising:

For advertising company invest 20 to 30 Lacs or more monthly in verities way.

Because it is private company major decision takes by only Managing Director and

Director they not invest much amount for its advertising to attract new customers.

And also they haven’t any specific add camping. However they made almost 10 TV

Ads and broadcast 8 Ads. Their per Ad budget is not more than 500,000 Taka, this

23

very small amount make a good TV ad. Their first TV Ad was Cocola stick noodles,

they have visual Gems Ad, and Fruity drinks Ad on year. They also made Cocola

candy, wafers, cock noodles add. Their Ad mainly broadcast in BTV, BTV World,

Boishaki, ATN bangle. They also sponsor some TV serial. Monthly they spend

approximately 15 to 20 Lacs on TV ad. Others amount spent on magazine ads, Bill-

Board rent, shop Shine rent etc. For shop shine ad they contact with retail shop for at

least 1 year. They give the rent and electric bill as advance. But shop venders have to

return the board after contact has been expired.

2.7.4.3 Gift for Distributor and Consumer:

Company gives gift to his whole seller and distributor every year. Normally gift

provided for who sells highest amount of goods or achieve yearly target. Company

give motorcycle, color TV, Black and white TV, umbrella, calculator, torch light etc.

Every year they give 3 motor cycles, 20 color TV, 100 Black and white TV, 2000

pieces umbrella, 2000 pieces of calculator etc. They also give gifts for their final

consumer, such as candy, toy with chips.

2.7.4.4 Participating in Fair:

Cocola Food Products company always participating in International Trade Fair in

Dhaka, and also International Trade fair in Kolkata, and others fair. In international

trade fair they are participating from 10 years. They always take 40 by 40 size

pavilions in rent, last year they invest 400,000 Lacs taka without utilities and vat bill.

Their monthly sell in fair per day highest 500,000 Lac and Lowest sell 20,000 Taka.

In fair they offer customer 10% to 20% less and also gift bag 140 taka bag only for

100 taka. They also participate in Kolkata Fair arrange by EPZ for advertising their

food items there sell was low. They also participate in Sri Lanka, Pakistan, Nepal,

Bhutan, and UK Bangladeshi Fair.

2.7.4.5 Packaging Material:

They purchase approximately Tk. 2 corer of packaging mat material, among them

more than 1 corer taka they purchase packaging Foil, company always purchase

printed foil from them for (chips, biscuits, gems, wafers, etc.). Only BIO PP for egg

instant noodles. They have their own packaging machine. For biscuit Tray, Pet bottle,

straw etc. make they purchase Plastic powder name (Supreme, Moplin 800, Basel

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etc.) brand plastic powder. This products price range is 3000 to 4000 Taka. Its price

always up down with oil price, company need 100 bags of plastic powder monthly.

They purchase also PP bag HDP from US plastic Molovibazar factory Devidasghat.

Generallly they purchase HDP bag 29” 49” and 20” 40” size from US plastic. There

monthly need of HDP bag approximately 7 to 10 Ton. Per pound price ‘A’ grade 85

Taka, B grade 75 Taka, and milky white with calcium mix Taka 62 to 65 per pound.

Generally they purchase Taka 10 to 14 Lacs monthly. There plastic Jar for chocolate

purchase from Chwkbazar at taka 20 to 55 and pouch purchase from as roll from Foil

company. They make box their own factory.

Picture: Cocola Champion Chocolate Cream Biscuit

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3.0 SWOT Analysis of Cocola Food Company Ltd.

SWOT analysis (alternately SLOT analysis) is a strategic planning method used to

evaluate the Strengths, Weaknesses/Limitations, Opportunities, and Threats involved

in a project or in a business venture. It involves specifying the objective of the

business venture or project and identifying the internal and external factors that are

favorable and unfavorable to achieve that objective. The technique is credited to

Albert Humphrey, who led a convention at the Stanford Research Institute (now SRI

International) in the 1960s and 1970s using data from Fortune 500 companies.

Setting the objective should be done after the SWOT analysis has been performed.

This would allow achievable goals or objectives to be set for the organization.

Strengths: characteristics of the business, or project team that give it an

advantage over others

Weaknesses (or Limitations): are characteristics that place the team at

a disadvantage relative to others

Opportunities: external chances to improve performance (e.g. make

greater profits) in the environment

Threats: external elements in the environment that could cause trouble

for the business or project

Identification of SWOTs is essential because subsequent steps in the process of

planning for achievement of the selected objective may be derived from the SWOTs.

First, the decision makers have to determine whether the objective is attainable, given

the SWOTs. If the objective is NOT attainable a different objective must be selected

and the process repeated.

SWOT stands for Strengths, Weaknesses, Opportunities and Threats, and is an

important tool often used to highlight where a business or organization is, and where

it could be in the future. It looks at internal factors, the strengths and weaknesses of a

business, and external factors, the opportunities and threats facing the business. The

26

process can give us an overview of where the business, and the environment it

operates in, is strategically. This is an important, yet to simple to understand, tool

used by many students, businesses and organizations for analysis.

The following SWOT analysis looks at Cocola Food Company Ltd. which is

operating in Food and beverages industry. The analysis shows Cocola Food Company

Ltd.'s Strengths, Weaknesses, Opportunities and Threats. The SWOT analysis will

give you a clear picture of the business environment Cocola Food Company Ltd. is

operating in at the present time.

3.1 Strengths of Cocola Food Company Ltd.:

The strengths of a business or organization are positive elements, something they do

well and are under their control. The strengths of a company or group and value to it,

and can be what gives it the edge in some areas over the competitors. The following

section will outline main strengths of Cocola Food Company Ltd.

.

Competitive pricing is a vital element of Cocola Food Company Ltd.’s overall

success, as this keeps them in line with their rivals, if not above them.

Keeping costs lower than their competitors and keeping the cost advantages

helps Cocola Food Company Ltd. pass on some of the benefits to consumers.

Cocola Food Company Ltd.’s marketing strategy has proved to be effective,

helping to raise profiles and profits and standing out as a major strength.

Experienced employees are key to the success of Cocola Food Company Ltd.

helping to drive them forward with expertise and knowledge.

Cocola Food Company Ltd. has an extensive customer base, which is a major

strength regarding sales and profit.

Cocola Food Company Ltd.’s reputation is strong and popular, meaning

people view it with respect and believe in it.

Being financially strong helps Cocola Food Company Ltd. deal with any

problems, ride any dip in profits and out perform their rivals.

A strong brand is an essential strength of Cocola Food Company Ltd. as it is

recognized and respected.

27

Cocola Food Company Ltd. has a high percentage of the market share,

meaning it is ahead of many competitors.

Cocola Food Company Ltd.’s distribution chain can be listed as one of their

strengths and links to success.

Cocola Food Company Ltd.’s position in the market is high and strong, a

major strength in this industry as they are ahead of many rivals.

Supplier relationships are strong at Cocola Food Company Ltd., which can

only be seen as strength in their overall performance.

3.2 Weaknesses of Cocola Food Company Ltd.:

Weaknesses of a company or organization are things that need to be improved or

perform better, which are under their control. Weaknesses are also things that place

you behind competitors, or stop you being able to meet objectives. This section will

present main weaknesses of Cocola Food Company Ltd.

Cocola Food Company Ltd.’s R&D work is low and insignificant, which is a

major weakness in Food and beverages as it is constantly creating new

products.

Old and outdated technologies hold Cocola Food Company Ltd. back and

limits success, as other firms are making use of better and more reliable

technologies.

The lack of business alliances is a major weakness for Cocola Food Company

Ltd., as they will struggle to get deals, favors and partnerships.

Cocola Food Company Ltd.’s lack of innovation limits its success, as there is

no forward thinking.

Cocola Food Company Ltd. does not function internationally, which has an

effect on success, as they do not reach consumers in overseas markets.

Online presence is vital for success these days, and lack of one is a limitation

for Cocola Food Company Ltd.

Cocola Food Company Ltd.’s limited product line is a major weakness.

28

3.3 Opportunities of Cocola Food Company Ltd.:

Opportunities are external changes, trends or needs that could enhance the business or

organization’s strategic position, or which could be of a benefit to them. This section

will outline opportunities that Cocola Food Company Ltd. is currently facing.

Cocola Food Company Ltd. could benefit from Governmental support, in the

form of grants, allowances, training etc.

Looking at export opportunities is a way for Cocola Food Company Ltd. to

raise profits.

Changes in technology could give Cocola Food Company Ltd. an opportunity

to bolster future success.

Cocola Food Company Ltd. could benefit from expanding their online

presence and making more money from online shoppers/internet users.

Cocola Food Company Ltd. is in good financial position, which is an

opportunity for them to explore in terms of investment in new projects.

The growth of the Food and beverages industry is an opportunity for Cocola

Food Company Ltd. to grasp.

New market opportunities could be a way to push Cocola Food Company Ltd.

forward.

Cocola Food Company Ltd. has the opportunity to enter a niche market, gain

leading position and therefore boost financial performance.

Grasping the opportunity to expand the customer base is something Cocola

Food Company Ltd. can aim for, either geographically or through new

products.

Expanding the product/service lines by Cocola Food Company Ltd. could help

them raise sales and increase their product portfolio.

Expanding into other markets could be a possibility for Cocola Food Company

Ltd.

Cocola Food Company Ltd. has a number of highly skilled staff, which is an

opportunity for them to explore as expertise of their staff can help Cocola

Food Company Ltd. to bring the business forward.

Structural changes in the industry open other doors and opportunities for

Cocola Food Company Ltd.

29

3.4 Threats of Cocola Food Company Ltd.:

Threats are factors which may restrict damage or put areas of the business or

organization at risk. They are factors which are outside of the company's control.

Being aware of the threats and being able to prepare for them makes this section

valuable when considering contingency plans and strategies. This section will outline

main threats Cocola Food Company Ltd. is currently facing.

Changes in the way consumers shop and spend and other changing consumer

patterns could be a threat to Cocola Food Company Ltd.'s performance.

Being undercut by low-cost imports is a major threat for Cocola Food

Company Ltd.

Not keeping up with changes in technology could be detrimental to the future

of Cocola Food Company Ltd. as they could slip behind their rivals.

The actions of a competitor could be a major threat against Cocola Food

Company Ltd., for instance, if they bring in new technology or increase their

workforce to meet demand.

Price wars between competitors, price cuts and so on could damage profits for

Cocola Food Company Ltd.

A decline in demand for Cocola Food Company Ltd. products, with no

likelihood of resurgence could pose a threat.

The rise and/or fall of the foreign exchange rate could threaten Cocola Food

Company Ltd. with regard to importing and exporting.

Rising costs could be a major downfall for Cocola Food Company Ltd. as it

would eat into profit.

Cocola Food Company Ltd. could be threatened by the growing power

customers have to set the price of their products/services.

Structural changes in the industry could be a threat for Cocola Food Company

Ltd.

Cocola Food Company Ltd. could be threatened by the growing power their

suppliers have to set their prices.

Substitute products available on the market present a major threat to Cocola

Food Company Ltd.

30

4.0 Major Competitors of Cocola Food Company Ltd.

Major market competitors of CFC are given below:

BD Foods Limited

Ali Bhaban (3rd Floor) 9, Rajuk Avenue, Motijheel C/A Dhaka-1000

Phone: 7175006-7

Elson Foods

27, Dilkusha C/A, 6th Floor Suite # 701 Dhaka-1000

Phone: 9561597, 9564582, 0189216369

Aftab Foods Ltd.

Uttara Bank Bhaban, Motijheel C/A Dhaka-1000

Phone: 9554236, 9567183, 01926667216

Shuvo Food Processing Industries Ltd.

House # B/107 (2nd Flr), Road # 8, New DOHS, Mohakhali Dhaka-1206

Phone: Tel : 8753692

Dipjal Food Industries Ltd.

74, Kakrail, Bhuiyan Mansion (4th Floor) Dhaka

Phone: 9347575, 9352520

Dandy Food Products

BSEC Bhaban, (9th Floor), 102, Kazi Nazrul Islam Avenue, Kawran Bazar Dhaka

Phone: 8117774, 8112978, 8118748

Super Shad Food Products

46, Khan-A-Sabur Road. Khulna

Phone: 1914090964

NORTHERN BEVERAGE LTD.

Bogra, Phone: 6667, 6281

31

5.0 PRODUCTION EFFICIENCY ANALYSIS OF COCOLA FOOD

COMPANY LTD.

5.1 Production of Noodles: Cocola Noodles is one of best noodles in this country. It is their prime production. It

has demand all over the country it tastes and quality make a brand image in mind of

the people of the country; and its demand increasing day by day, approximately 600

hundred workers working here. They have different types of size and flavored noodles

at different types of rate.

Main Ingredients:

Main ingredients for noodles are wheat flour, vegetable oil, tapioca starch, salt,

mineral salt, arrowroot etc. Their main raw materials for noodles are flour daily need

for flour is approximately 13 ton and Arrowroot approximately 2 to 2.5 ton and salt

250kg depend on their production capacity.

Collection of Raw material:

They collect their raw material from different sources. They collect flour from

directly flour mills mainly from Narayangongh, Savar, Gazipur, Saidpur etc flour

mills. They purchase arrowroot from Molovi Bagar some time they purchase flour

also from here. Salt and oil purchase collect from local market who offer low price.

And other chemical and flavor collect from Mid Ford chemical market one of the

well-known chemical market in the city. Sometimes some material like food color,

chemical, flavor the directly import from different countries like India, Thailand,

China.

They produce four types of noodles-

# Cocola egg stick noodles, each packet contains 180 Gram.

# Cocola egg instant noodles, each pack contain 4x50 = 200 Gram.

# Cocola instant noodles each packet contains 80 Gram.

# Cocola cook noodles each packet contains 400gm and 8pices of noodles.

32

5.1.1 Cocola Egg Stick Noodles:

5.1.1.1 Information about Egg Stick Noodles:

Egg Stick noodles produce by fully automatic machine. Machine made by Taiwan and

its price was $125000 and it is start its operation from 1992. Machine daily

production capacity is approximately 7 Ton per day they produce generally 5 to 6 Ton

depend on their market demand of noodles. 10 operators, 35 labors, 1 chemist, 1

production manager always present at the time of production. Generally machine run

9am to 9pm but sometimes they do produce in 2 shifts 9am to 9pm one shift and 9pm

to 9am another shift use the maximum production capacity of the machine.

5.1.1.2 Raw material and Production of Egg Stick Noodles:


mineral salt, arrowroot etc. Before beck they mix arrowroot and wheat flour in a big

drum container then they mix other ingredients. This mix go through pipe to another

machine called rolling machine that roll the mix and after that it taken by tray to dryer

machine and in oven then take to cutting and packaging machine. Then it packed in a

carton. Per 200gm noodles contains-

Energy 696.00kj

Pulp 0.6gm

Vegetable fat 0.18gm

Calcium 26mg

Protein 22gm

Fat .65gm

Carbohydrate 147.8gm

Sodium 5.5gm

Potassium 15g

Vitamin B1 .24 mg

Vitamin B2 .14 mg

Vitamin C .10mg

33

Table 1: Target and Actual Production of ‘Egg Stick Noodles‟

Figure 1: Target and Actual Production of ‘Egg Stick Noodles‟

As we can see in the table and figure 1 that CFC target and actual production of ‘Egg

Stick Noodles‟ is equal, that means they have no production gap in producing ‘Egg

Stick Noodles‟. It is the main product of CFC and that’s why they give their best

effort and efficiency in noodles production. So, we can say that they are efficient in

producing ‘Egg Stick Noodles‟.

Month

Target Production

(KG)

Actual Production

(KG)

Production

GAP

Jan-11 124000 124000 0

Feb-11 112000 112000 0

Mar-11 124000 124000 0

Apr-11 120000 120000 0

May-11 124000 124000 0

Jun-11 120000 120000 0

Jul-11 70000 70000 0

Aug-11 110000 110000 0

Sep-11 120000 120000 0

Oct-11 124000 124000 0

Nov-11 120000 120000 0

Dec-11 124000 124000 0

Jan-12 124000 124000 0

Feb-12 112000 112000 0

Mar-12 124000 124000 0

Apr-12 120000 120000 0

May-12 124000 124000 0

Jun-12 120000 120000 0

Jul-12 65000 65000 0

34

5.1.2 Cocola Egg Instant Noodles:

5.1.2.1 Information about Egg Instant Noodles:

Cocola Egg Instant noodles also produce by fully automatic machine. Machine made

by Taiwan and its price was $65,000 and it is start its operation from 1995. Machine

daily production capacity is approximately 4.5 Ton per day they produce generally 3.5

to 4 Ton depend on their market demand of noodles. 9 operators, 30 labors, 1 chemist,

1 production manager always present at the time of production. Generally machine

run 9am to 9pm but sometimes they do produce in 2 shifts 9am to 9pm one shift and

9pm to 9am another shift to use the maximum production capacity of the machine.

5.1.2.2 Raw material and Other Information of Egg Stick Noodles:


mineral salt, arrowroot etc. Important thing this noodles properly fried by oil. And

mix other spices like testy salt, corn starch, sugar spices, souses, caramel powder, etc.

Before beck they mix arrowroot and wheat flour in a big drum container then they

mix other ingredients. This mix go through pipe to another machine called rolling

machine that roll the mix and after that it taken by tray to dryer machine and in oven

then take to cutting and packaging machine. Then it packs in a carton. Per 100gm

noodles contains:

Energy 440kk


Calcium 148mg

Protein 8.23kk

Fat 16.9kk

Carbohydrate 163.7kk

Minerals 3.87gm

Vitamin B2 .14 mg

35

Month Target Production (KG) Actual Production (KG) Production GAP

Jan-11 124000 124000 0

Feb-11 112000 112000 0

Mar-11 124000 124000 0

Apr-11 120000 120000 0

May-11 124000 124000 0

Jun-11 120000 120000 0

Jul-11 100000 100000 0

Aug-11 110000 110000 0

Sep-11 120000 120000 0

Oct-11 124000 124000 0

Nov-11 120000 120000 0

Dec-11 124000 124000 0

Jan-12 124000 124000 0

Feb-12 112000 112000 0

Mar-12 124000 124000 0

Apr-12 120000 120000 0

May-12 124000 124000 0

Jun-12 120000 120000 0

Jul-12 70000 70000 0

Table 2: Target and Actual Production of „Egg Instant Noodles‟

Figure 2: Target and Actual Production of „Egg Instant Noodles‟

As we can see in the table and figure 2 that CFC target and actual production of ‘Egg

Instant Noodles‟ is equal, that means they have no production gap in producing ‘Egg

Instant Noodles‟. It is the main product of CFC and that’s why they give their best


producing ‘Egg Instant Noodles.

36

5.1.3 Cocola Instant Noodles:

5.1.3.1 Information about Instant Noodles:

Cocola Instant noodles also produce by fully automatic machine. Machine made by

Taiwan and its price was $1, 35,000 and it is start its operation from 1999. Machine daily

production capacity is approximately 6.5 Ton per day they produce generally 3 Ton

depend on their operator, 40 labors, 2 chemists, 2 production managers always present

at the time of production. Generally machine run 9am to 9pm, there is same machine

for cook noodles and instant noodles.

5.1.3.2 Raw material and Other Information of Instant Noodles:


mineral salt, arrowroot etc. Important thing this noodles properly fried by oil. And mix

other spices like testy salt, corn starch, sugar spices, souses, caramel powder, etc.

Before beck they mix arrowroot and wheat flour in a big drum container then they mix

other ingredients. This mix go through pipe to another machine called rolling machine

that roll the mix and after that it taken by tray to dryer machine and in oven then take

to cutting and packaging machine. Then it packs in a carton. Per 50gm noodles

contains

Energy .5962kg


Potassium 15gm

Protein 8.23kk


Sodium 5.5gm

Vitamin B2 .14 mg

37


Jan-11 105000 105000 0

Feb-11 100000 100000 0

Mar-11 100000 100000 0

Apr-11 100000 100000 0

May-11 100500 100500 0

Jun-11 112000 112000 0

Jul-11 90000 90000 0

Aug-11 100000 100000 0

Sep-11 120000 120000 0

Oct-11 110000 110000 0

Nov-11 105000 105000 0

Dec-11 123000 123000 0

Jan-12 124000 124000 0

Feb-12 112000 112000 0

Mar-12 124000 124000 0

Apr-12 120000 120000 0

May-12 124000 124000 0

Jun-12 70500 70500 0

Jul-12 55000 55000 0

Table 3: Target and Actual Production of „Instant Noodles‟

Figure 3: Target and Actual Production of „Instant Noodles‟

As we can see in the table and figure 3 that CFC target and actual production of

‘Instant Noodles‟ is equal, that means they have no production gap in producing

‘Instant Noodles‟. It is the main product of CFC and that’s why they give their best


producing ‘Instant Noodles.

38

5.1.4 Cocola Cook Noodles:

5.1.4.1 Information about Instant Noodles:

Cocola Cook noodles also produce by fully automatic machine. Machine made by

Taiwan and its price was $1, 35,000 and it is start its operation from 1999. Machine daily

production capacity is approximately 6.5 Ton per day they produce generally 3 Ton

depend on their operator, 40 labors, 2 chemists, 2 production managers always present

at the time of production. Generally machine run 9am to 9pm, there is same machine

for cook noodles and instant noodles.

5.1.4.2 Raw material and Other Information of Instant Noodles:


mineral salt, arrowroot etc. Important thing these noodles properly fried by oil and mix

other spices like testy salt, corn starch, sugar spices, souses, caramel powder, etc.

Before beck they mix arrowroot and wheat flour in a big drum container then they mix

other ingredients. This mix go through pipe to another machine called rolling machine

that roll the mix and after that it taken by tray to dryer machine and in oven then take

to cutting and packaging machine. Then it packs in a carton. Per 50gm noodles

contains

Energy .5962kg


Potassium 15gm

Protein 8.23kk


Sodium 5.5gm

Vitamin B2 .14 mg

39


Jan-11 75000 75000 0

Feb-11 80000 80000 0

Mar-11 72000 72000 0

Apr-11 77000 77000 0

May-11 75000 75000 0

Jun-11 75000 75000 0

Jul-11 62000 62000 0

Aug-11 65000 65000 0

Sep-11 80000 80000 0

Oct-11 78000 78000 0

Nov-11 75000 75000 0

Dec-11 77000 77000 0

Jan-12 82000 82000 0

Feb-12 74000 74000 0

Mar-12 72000 72000 0

Apr-12 77000 77000 0

May-12 75000 75000 0

Jun-12 68000 68000 0

Jul-12 60000 60000 0

Table 4: Target and Actual Production of „Cook Noodles‟

Figure 4: Target and Actual Production of „Cook Noodles‟

As we can see in the table and figure 4 that CFC target and actual production of

‘Cook Noodles‟ is equal, that means they have no production gap in producing ‘Cook

Noodles‟. It is the main product of CFC and that’s why they give their best effort and

efficiency in noodles production. So, we can say that they are efficient in producing

‘Cook Noodles.

40

5.2 Production of Biscuit

Types of Biscuits

Cocola Biscuits is one of best biscuits in this country. It is their second large production

item. It has demand all over the country it tastes and quality make a brand image in

mind of the people of the country and its demand increasing day by day. Daily production

capacity is 4 Ton to 5 Ton. They have one machine, made by India. Machine price was

$2, 50,000.They different dices to make different types of biscuits. Approximately

300 hundred workers working are here. They have different types of size and flavored

noodles at different types of rate. They are

# Cocola Champion Chocolate Cream.

Each Packet of 85Gm

# Cocola Vita Plus.

Each Packet of 80Gm

# Cocola Mary Biscuit.

Each Packet of 80Gm

# Cocola Milk Biscuit.

Each Packet of 90Gm

Main Ingredients:

Main ingredients for Biscuit are wheat flour, baking powder, milk solids, lecithin,

flavoring, cocoa, tapioca corn flower, vegetable oil, tapioca starch, salt, mineral salt,

Ararat etc.




mills. They purchase arrowroot from Molovi Bagar some time they purchase flour

also from here. Salt and oil purchase from local market who offer low price. And

other chemical and flavor collect from Mid Ford chemical market one of the well-known

chemical market in the city. Sometimes some material like food color, chemical, flavor

the directly import from different countries like India, Thailand, China.

41

5.2.1 Cocola Champion Chocolate Cream Biscuit:


Jan-11 45000 40000 5000

Feb-11 45000 38000 7000

Mar-11 45000 42000 3000

Apr-11 40000 38000 2000

May-11 47000 44000 3000

Jun-11 45000 40000 5000

Jul-11 30000 30000 0

Aug-11 45000 45000 0

Sep-11 48000 48000 0

Oct-11 45000 45000 0

Nov-11 47000 47000 0

Dec-11 45000 45000 0

Jan-12 40000 40000 0

Feb-12 47000 47000 0

Mar-12 48000 48000 0

Apr-12 47000 45000 2000

May-12 45000 45000 0

Jun-12 40000 40000 0

Jul-12 35000 35000 0

Table 5: Target and Actual Production of „Chocolate Cream Biscuit‟

Figure 5: Target and Actual Production of „Chocolate Cream Biscuit‟

We can see in the graph and table no. 5 that in January 2011 to June 2011 CFC has

production gap in every month and after that they improve their production and

remaining month’s production has no gap except April 2012. So we can say that at the

beginning of 2011 CFC faced problems in production and later they improve their

situation of producing „Chocolate Cream Biscuit‟.

42

5.2.2 Cocola Vita Plus Biscuit:


Jan-11 30000 30000 0

Feb-11 26000 24000 2000

Mar-11 30000 30000 0

Apr-11 30000 30000 0

May-11 28000 28000 0

Jun-11 25000 25000 0

Jul-11 20000 20000 0

Aug-11 22000 22000 0

Sep-11 35000 28000 7000

Oct-11 30000 30000 0

Nov-11 25000 25000 0

Dec-11 27000 27000 0

Jan-12 26000 26000 0

Feb-12 30000 28000 2000

Mar-12 25000 25000 0

Apr-12 27000 25500 1500

May-12 25500 25500 0

Jun-12 27500 27500 0

Jul-12 30000 29000 1000

Table 6: Target and Actual Production of „Vita Plus Biscuit‟

Figure 6: Target and Actual Production of „Vita Plus Biscuit‟

We can see in figure and table no. 6 that CFC has the highest production gap in

September 2011, and later they improve their production. In recent month they faced

production gap of 1000kg. So we can conclude that they are doing well in „Vita Plus

Biscuit‟ production.

43

5.2.3 Cocola Milk Biscuit:


Jan-11 15000 15000 0

Feb-11 15000 14750 250

Mar-11 15000 15000 0

Apr-11 16000 16000 0

May-11 14000 14000 0

Jun-11 17000 15500 1500

Jul-11 10000 10000 0

Aug-11 17000 17000 0

Sep-11 15000 13000 2000

Oct-11 12000 12000 0

Nov-11 13000 13000 0

Dec-11 15000 15000 0

Jan-12 16000 15700 300

Feb-12 15000 15000 0

Mar-12 17000 16500 500

Apr-12 14000 14000 0

May-12 12500 12500 0

Jun-12 13000 13000 0

Jul-12 8500 8500 0

Table 7: Target and Actual Production of „Milk Biscuit‟

Figure 7: Target and Actual Production of „Milk Biscuit‟

We can see in the figure and table no. 6 that CFC faced production gap in 4 mounts

out of 19 months and the gap is less compare with other productions of biscuits. So

we can say that they are doing well in producing Milk Biscuit.

44

5.2.4 Cocola Marry Biscuit:


Jan-11 17000 16500 500

Feb-11 15000 15000 0

Mar-11 15000 15000 0

Apr-11 17000 16000 1000

May-11 14000 14000 0

Jun-11 17000 15500 1500

Jul-11 10000 10000 0

Aug-11 17000 17000 0

Sep-11 12000 12000 0

Oct-11 12000 12000 0

Nov-11 13000 13000 0

Dec-11 15000 15000 0

Jan-12 17000 15700 1300

Feb-12 15000 15000 0

Mar-12 18000 17500 500

Apr-12 16000 16000 0

May-12 12500 12500 0

Jun-12 13500 13500 0

Jul-12 9000 8200 800

Table 8: Target and Actual Production of „Marry Biscuit‟

Figure 8: Target and Actual Production of „Marry Biscuit‟

We can see in the table and figure no. 8 that CFC has less production gap in recent

months than previous months and the percentage of gap is also lesser compare with

other biscuit production. So we can say that CFC doing well in producing Marry

Biscuit.

45

5.3 Production of Chips:

Description of Chips:

Cocola Chips is one of the well-known chips in this country. This chip is made by

automatic and semi-automatic machine. Approximately 500 hundreds of workers are

working here. Daily chips production approximately 4 to 5 Ton. They have 12

packaging machine, 10 Dryer machine, 3 Frying machine, 5 Mixer drum machine. For

chips there is three stored building. They have five different types of Chips:

Cocola Potato Chips

Cocola Twister Chips

Caramel Corn Chips

Cocola Fish Chips

Racing Car Chips

Main Ingredients:

Main ingredients for Chips are wheat flour, vegetable oil, tapioca starch, potato

starch, salt, sugar mineral salt, calcium carbonate, tomato seasoning, Ararat etc.




mills. They purchase arrowroot from Molovi Bagar some time they purchase flour also

from here. Salt and oil purchase collect from local market who offer low price. And

other chemical and flavor collect from Mid Ford chemical market one of the well-known

chemical market in the city. Sometimes some material like food color, chemical, flavor

the directly import from different countries like India, Thailand, China.

46

5.3.1 Cocola Potato Chips:


Jan-11 105000 105000 0

Feb-11 100000 100000 0

Mar-11 100000 100000 0

Apr-11 98000 98000 0

May-11 100500 100500 0

Jun-11 112000 112000 0

Jul-11 90000 90000 0

Aug-11 100000 100000 0

Sep-11 123000 120000 3000

Oct-11 110000 110000 0

Nov-11 105000 105000 0

Dec-11 125000 123000 2000

Jan-12 124000 124000 0

Feb-12 112000 112000 0

Mar-12 125000 124000 1000

Apr-12 120000 120000 0

May-12 124000 124000 0

Jun-12 70500 70500 0

Jul-12 55500 55000 500

Table 9: Target and Actual Production of „Cocola Potato Chips‟

Figure 9: Target and Actual Production of „Cocola Potato Chips‟

We can see in figure and table 9 that CFC doing well in the production of Cocola

Potato Chips, because they failed to reach the target only for four times, and the rate

of gap is very low.

47

5.3.2 Cocola Twister Chips:


Jan-11 80000 78000 2000

Feb-11 80000 80000 0

Mar-11 72000 72000 0

Apr-11 77000 77000 0

May-11 75000 75000 0

Jun-11 80000 79000 1000

Jul-11 62000 62000 0

Aug-11 65000 65000 0

Sep-11 80000 80000 0

Oct-11 78000 78000 0

Nov-11 75000 75000 0

Dec-11 78000 77000 1000

Jan-12 82000 82000 0

Feb-12 75000 74000 1000

Mar-12 72000 72000 0

Apr-12 77000 77000 0

May-12 75000 75000 0

Jun-12 68000 68000 0

Jul-12 50000 50000 0

Table 10: Target and Actual Production of „Cocola Twister Chips‟

Figure 10: Target and Actual Production of „Cocola Twister Chips‟


Twister Chips, because they failed to reach the target only for four times, and the

rate of gap is very low. They have no production gap for recent five months.

48

5.3.3 Caramel Corn Chips:


Jan-11 16000 15000 1000

Feb-11 15000 14750 250

Mar-11 15000 15000 0

Apr-11 16000 16000 0

May-11 14000 14000 0

Jun-11 16000 15500 500

Jul-11 10000 10000 0

Aug-11 17000 17000 0

Sep-11 13200 13000 200

Oct-11 12000 12000 0

Nov-11 13000 13000 0

Dec-11 15000 15000 0

Jan-12 16800 15700 1100

Feb-12 15000 15000 0

Mar-12 17000 16500 500

Apr-12 14000 14000 0

May-12 12500 12500 0

Jun-12 14000 14000 0

Jul-12 8500 8500 0

Table 11: Target and Actual Production of „Caramel Corn Chips‟

Figure 11: Target and Actual Production of „Caramel Corn Chips‟


Twister Chips, because they failed to reach the target only for four times, and the

rate of gap is very low. They have no production gap for recent four months.

49

5.3.4 Cocola Fish Chips:


Jan-11 17000 16500 500

Feb-11 15000 15000 0

Mar-11 15000 15000 0

Apr-11 17000 16000 1000

May-11 14000 14000 0

Jun-11 17000 15500 1500

Jul-11 10000 10000 0

Aug-11 17000 17000 0

Sep-11 12000 12000 0

Oct-11 12000 12000 0

Nov-11 13000 13000 0

Dec-11 15000 15000 0

Jan-12 17000 15700 1300

Feb-12 15000 15000 0

Mar-12 18000 17500 500

Apr-12 16000 16000 0

May-12 12500 12500 0

Jun-12 13500 13500 0

Jul-12 9000 8200 800

Table 12: Target and Actual Production of „Cocola Fish Chips‟

Figure 12: Target and Actual Production of „Cocola Fish Chips‟

We can see in figure and table 12 that CFC not doing well in the production of

Cocola Fish Chips, because they failed to reach the target for six times, and the rate

of gap is large. So we can say that they are not efficient in the production of Cocola

Fish Chips.

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5.3.5 Racing Car Chips:


Jan-11 17000 16500 500

Feb-11 15000 15000 0

Mar-11 15000 15000 0

Apr-11 17000 16000 1000

May-11 14000 14000 0

Jun-11 17000 15500 1500

Jul-11 10000 10000 0

Aug-11 17000 17000 0

Sep-11 12000 12000 0

Oct-11 12000 12000 0

Nov-11 13000 13000 0

Dec-11 15000 15000 0

Jan-12 17000 15700 1300

Feb-12 15000 15000 0

Mar-12 18000 17500 500

Apr-12 16000 16000 0

May-12 12500 12500 0

Jun-12 14000 13500 500

Jul-12 8500 8200 300

Table 13: Target and Actual Production of „Racing Car Chips‟

Figure 13: Target and Actual Production of „Racing Car Chips‟


Cocola Fish Chips, because they failed to reach the target for seven times, and the

rate of gap is large. So we can say that they are not efficient in the production of

Cocola Fish Chips.

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5.4 Production of Chocolate, Wafer & Games:

Types of Candy and Wafers:

Cocola Candy is one of best in this country. It has demand all over the country it

tastes and quality make a brand image in mind of the people of the country. There

candy section divided by two segments, one for Candy and second for Wafers. Daily

production capacity is 1 to Ton 2 Ton. They have 4 machines, for chocolate made by

Taiwan and 2 machines for wafers, made by also Taiwan, and have an automatic

packaging machine. They have different dices to make different types of wafers.

Approximately 100 hundred workers working are here. They have different types of

size and flavored candy and wafers at different types of rate. They are

Chocolate:

(i) Candy:

a) Milk

b) Strawberry

c) Orange

d) Mango

e) Litchi

f) Games

(ii) Wafers:

a) Milk Wafers

b) Chocolate Wafers

c) Banana Wafers

d) Wafers Roll

Main Ingredients:

Main ingredients for candy and wafers, are wheat flour, baking powder, milk solids,

coated milk, lecithin, flavoring, cocoa, tapioca corn flower, vegetable oil, tapioca

starch, salt, mineral salt, food color and variety flavor.

52

5.4.1 Chocolate:


Jan-11 15000 15000 0

Feb-11 14800 14750 50

Mar-11 15000 15000 0

Apr-11 16000 16000 0

May-11 14000 14000 0

Jun-11 16500 15500 1000

Jul-11 10000 10000 0

Aug-11 17000 17000 0

Sep-11 14000 13000 1000

Oct-11 12000 12000 0

Nov-11 13000 13000 0

Dec-11 15000 15000 0

Jan-12 16000 15700 300

Feb-12 15000 15000 0

Mar-12 16500 16500 0

Apr-12 14000 14000 0

May-12 12500 12000 500

Jun-12 13000 13000 0

Jul-12 8500 8500 0

Table 14: Target and Actual Production of „Chocolate‟

Figure 14: Target and Actual Production of „Chocolate‟

We can see in figure and table 14 that CFC doing well in the production of

Chocolate, because they failed to reach the target only for five times and the rate of

gap is low. So we can say that they are efficient in the production of Chocolate.

53

5.4.2 Games:


Jan-11 30000 30000 0

Feb-11 26000 25500 500

Mar-11 30000 30000 0

Apr-11 30000 30000 0

May-11 28000 27500 500

Jun-11 25000 25000 0

Jul-11 20000 20000 0

Aug-11 22000 22000 0

Sep-11 35000 34500 500

Oct-11 30000 30000 0

Nov-11 25000 25000 0

Dec-11 27000 27000 0

Jan-12 30000 29000 1000

Feb-12 30000 28000 2000

Mar-12 25000 25000 0

Apr-12 26000 25500 500

May-12 25500 25500 0

Jun-12 27500 27500 0

Jul-12 29500 29000 500

Table 15: Target and Actual Production of „Games‟

Figure 15: Target and Actual Production of „Games‟


Games, because they failed to reach the target for seven times, and the rate of gap is

large. So we can say that they are not efficient in the production of Games.

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5.4.3 Wafer:


Jan-11 17000 16500 500

Feb-11 15000 15000 0

Mar-11 15000 15000 0

Apr-11 17000 16000 1000

May-11 14000 14000 0

Jun-11 17000 15500 1500

Jul-11 10000 10000 0

Aug-11 17000 17000 0

Sep-11 12000 12000 0

Oct-11 12000 12000 0

Nov-11 13000 13000 0

Dec-11 15000 15000 0

Jan-12 17000 15700 1300

Feb-12 15000 15000 0

Mar-12 18000 17500 500

Apr-12 16000 16000 0

May-12 12500 12500 0

Jun-12 13500 13500 0

Jul-12 9000 8200 800

Table 16: Target and Actual Production of „Wafers‟

Table 16: Target and Actual Production of „Wafers‟


Wafers, because they failed to reach the target for seven times, and the rate of gap is

large. So we can say that they are not efficient in the production of Wafers.

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5.5 Production of Energy Pie:

5.5.1 Production Chocolate Pie:


Jan-11 16000 16000 0

Feb-11 15000 15000 0

Mar-11 15000 15000 0

Apr-11 16000 16000 0

May-11 14000 14000 0

Jun-11 16000 16000 0

Jul-11 10000 10000 0

Aug-11 17000 17000 0

Sep-11 13200 13200 0

Oct-11 12000 12000 0

Nov-11 13000 13000 0

Dec-11 15000 15000 0

Jan-12 16800 16800 0

Feb-12 15000 15000 0

Mar-12 17000 17000 0

Apr-12 14000 14000 0

May-12 12500 12500 0

Jun-12 14000 14000 0

Jul-12 8500 8500 0

Table 17: Target and Actual Production of „Chocolate Pie‟

Table 17: Target and Actual Production of „Chocolate Pie‟

Energy pie is the latest food product of CFC. As we can see in the table and figure 17

that CFC target and actual production of ‘Chocolate Pie‟ is equal, that means they

have no production gap in producing ‘Chocolate Pie‟. CFC gives their best effort and


‘Chocolate Pie‟.

56

5.5.2 Production Strawberry Pie:


Jan-11 17000 17000 0

Feb-11 15000 15000 0

Mar-11 15000 15000 0

Apr-11 17000 17000 0

May-11 14000 14000 0

Jun-11 17000 17000 0

Jul-11 10000 10000 0

Aug-11 17000 17000 0

Sep-11 12000 12000 0

Oct-11 12000 12000 0

Nov-11 13000 13000 0

Dec-11 15000 15000 0

Jan-12 17000 17000 0

Feb-12 15000 15000 0

Mar-12 18000 18000 0

Apr-12 16000 16000 0

May-12 12500 12500 0

Jun-12 14000 14000 0

Jul-12 8500 8500 0

Table 18: Target and Actual Production of „Strawberry Pie‟

Figure 18: Target and Actual Production of „Strawberry Pie‟


that CFC target and actual production of ‘Strawberry Pie‟ is equal, that means they

have no production gap in producing ‘Strawberry Pie‟. CFC gives their best effort

and efficiency in noodles production. So, we can say that they are efficient in

producing ‘Strawberry Pie‟.

57

5.5.3 Production Vanilla Pie:


Jan-11 15000 15000 0

Feb-11 15000 15000 0

Mar-11 15000 15000 0

Apr-11 16000 16000 0

May-11 14000 14000 0

Jun-11 17000 17000 0

Jul-11 10000 10000 0

Aug-11 17000 17000 0

Sep-11 15000 15000 0

Oct-11 12000 12000 0

Nov-11 13000 13000 0

Dec-11 15000 15000 0

Jan-12 16000 16000 0

Feb-12 15000 15000 0

Mar-12 17000 17000 0

Apr-12 14000 14000 0

May-12 12500 12500 0

Jun-12 13000 13000 0

Jul-12 8500 8500 0

Table 19: Target and Actual Production of „Vanilla Pie‟

Figure 19: Target and Actual Production of „Vanilla Pie‟


that CFC target and actual production of ‘Vanilla Pie‟ is equal, that means they have

no production gap in producing ‘Vanilla Pie‟. CFC gives their best effort and


‘Vanilla Pie‟. They reached the optimum level of production.

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5.6 Production of Fruit Drinks:

5.6.1 Production Orange Drink:

Month

Target Production

(Carton)

Actual Production

(Carton)

Production GAP

(Carton)

Jan-11 2500 2500 0

Feb-11 2000 2000 0

Mar-11 2200 2200 0

Apr-11 1850 1850 0

May-11 2200 2200 0

Jun-11 2500 2500 0

Jul-11 1000 1000 0

Aug-11 1500 1500 0

Sep-11 2200 2200 0

Oct-11 2300 2300 0

Nov-11 2400 2400 0

Dec-11 2500 2500 0

Jan-12 2500 2500 0

Feb-12 2200 2200 0

Mar-12 2200 2200 0

Apr-12 2300 2300 0

May-12 2500 2500 0

Jun-12 2200 2200 0

Jul-12 1200 1200 0

Table 20: Target and Actual Production of „Orange‟

Figure 20: Target and Actual Production of „Orange‟

CFC starts producing fruit drink in 2005. As we can see in the table and figure 20 that

CFC target and actual production of ‘Orange Drink‟ is equal, that means they have

no production gap in producing „Orange Drink‟. CFC gives their best effort and


„Orange Drink‟. They reached the optimum level of production.

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5.6.2 Production Mix Flavor Drink:

Month

Target Production

(Carton)

Actual Production

(Carton)

Production GAP

(Carton)

Jan-11 2600 2600 0

Feb-11 2200 2200 0

Mar-11 2200 2200 0

Apr-11 1850 1850 0

May-11 2300 2300 0

Jun-11 2600 2600 0

Jul-11 1000 1000 0

Aug-11 1600 1600 0

Sep-11 2300 2300 0

Oct-11 2300 2300 0

Nov-11 2500 2500 0

Dec-11 2400 2400 0

Jan-12 2500 2500 0

Feb-12 2200 2200 0

Mar-12 2200 2200 0

Apr-12 2300 2300 0

May-12 2500 2500 0

Jun-12 2300 2300 0

Jul-12 1100 1100 0

Table 21: Target and Actual Production of „Mix Flavor‟

Figure 21: Target and Actual Production of „Mix Flavor‟

CFC starts producing fruit drink in 2005. As we can see in the table and figure 21 that

CFC target and actual production of ‘Mix Flavor Drink‟ is equal, that means they

have no production gap in producing „Mix Flavor Drink‟. CFC gives their best effort

and efficiency in noodles production. So, we can say that they are efficient in

producing „Mix Flavor Drink‟. They reached the optimum level of production.

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5.7 Trend Analysis:

From the trend of production we can conclude that CFC produces the maximum in

January and December, and minimum in June and July. Their production trend graph

of all products given below, in the graphs we can see a line starts from January 2011

and ends in July 2012. Maximum product produces in January and December and

minimum in June and July of the year 2011 to 2012.

Figure 22: Production trend of „Cocola Egg Stick Noodles‟

Figure 23: Production trend of „Cocola Egg Instant Noodles‟

Figure 24: Production trend of „Cocola Instant Noodles‟

Figure 25: Production trend of „Cocola Cook Noodles‟

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Figure 26: Production trend of „Cocola Champion Chocolate Biscuit‟

Figure 27: Production trend of „Cocola Vita Plus Biscuit‟

Figure 28: Production trend of „Cocola Milk Biscuit‟

Figure 29: Target and Actual Production of „Cocola Marry Biscuit‟

Figure 30: Production trend of „Cocola Potato Chips‟

Figure 31: Production trend of „Cocola Twister Chips‟

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Figure 32: Production trend of „Caramel Corn Chips‟

Figure 33: Production trend of „Cocola Fish Chips‟

Figure 34: Production trend of „Racing Car Chips‟

Figure 35: Production trend of „Chocolate‟

Figure 36: Production trend of „Games‟

Figure 37: Production trend of „Wafers‟

Figure 38: Production trend of „Chocolate Energy Pie‟

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Figure 39: Production trend of „Chocolate Strawberry Pie‟

Figure 40: Production trend of „Chocolate Vanilla Pie‟

Figure 41: Production trend of „Orange Fruit Drink‟

Figure 42: Production trend of „Mix Flavor Fruit Drink‟

From the above graphs no. 22 to 42, we can see a line starts from January 2011 and

ends in July 2012. Maximum product produces in January and December and

minimum in June and July of the year 2011 to 2012.

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5.8 Seasonal Impact on Production:

CFC has a seasonal impact on their production, and that impact lower their

production. Before the month of Ramadan and during the Ramadan month they

produce fewer products compare with other months because on that time the market

demand falls down. If we focus on the trend analysis (5.7 page-60) we can see the

figure 22 to 42, that CFC produces fall down in June and July 2011 & 2012 because

of Ramadan month. On the other hand they produce the maximum product in

December and January month. From the graphs no. 22 to 39, we can see a line starts

from January 2011 and ends in July 2012. Maximum product produces in January and

December and minimum in June and July of the year 2011 to 2012.

Figure 22 to 25 shows the Noodles production line from January 2011 to July 2012.

From the figure we can easily see that the production of noodles falls down in June &

July and reach the maximum production in the month of January & December.

Figure 26 to 29 shows the Biscuit production line from January 2011 to July 2012.

From the figure we can easily see that the production of biscuit falls down in June &


Figure 30 to 34 shows the chips production line from January 2011 to July 2012.

From the figure we can easily see that the production of chips falls down in June &


Figure 35, 36 and 37 shows the chocolate, games & wafer production line from

January 2011 to July 2012. From the figure we can easily see that the production of

chocolate, games & wafer falls down in June & July and reach the maximum

production in the month of January & December.

Figure 38 to 40 shows the energy pie production line from January 2011 to July 2012.

From the figure we can easily see that the production of energy pie falls down in June

& July and reach the maximum production in the month of January & December.

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5.9 Reasons Behind the Production Gap:

i. Raw materials unavailable for production, so CFC can’t reach their target

production.

ii. Chemicals unavailable for production, so CFC can’t reach their target

production.

iii. Less productive employees produce fewer products.

iv. Old machines produce fewer products, sometimes machines stop working,

thus CFC failed to reach their target production.

v. Poor use of technology in production occurs fewer productions of products.

vi. Power failure (Load Shading) hampered the flow of production and thus they

produce fewer products.

vii. Power generator failure during load shading hampered the flow of production

and thus they produce fewer products.

viii. Sometimes CFC failed to reach target production for poor bureaucratic

management system.

ix. Sometimes part time labor shortage occurs production gap.

x. Sometimes package material and printing problem occurs production gap.

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6.0 RECOMMENDATION & CONCLUSION

6.1 Recommendation:

6.11 Recommendation for improving production and minimize

production gap:

i. CFC should ensure sufficient raw materials for production, so that they

machines can continue the production process.

ii. Ensure sufficient chemicals for production, so that they machines can continue

the production process.

iii. Need more productive employees in production line to ensure the optimum

level of production.

iv. Repair & check machines regularly for smoother production.

v. CFC Should use the latest technology for fast & maximum production.

vi. Check the power generators and need backup generators, to ensure that

machines doesn’t stop working during production of products.

vii. Need to improve the management system to minimize the production gap.

viii. Need to manage labor shortage to reach the target production.

ix. Should ensure packaging material on time, so they products can be ready for

supply.

x. Need more training program on production related field for minimizing the

production gap.

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6.12 Overall recommendation for Cocola Food Company Ltd.:

i. Need to change the organization structure, they should follow decentralize

structure, to boost the chain of command.

ii. Need more employees training on management and production so that the

company can run quicker.

iii. CFC needs more productive employees for their company for the maximum

production of products.

iv. They should offer better compensation package for the employees in order to

motivate them.

v. Need to apply better methods for employee performance appraisal to increase

the employee satisfaction.

vi. They need to focus more on R&D (Research and Development), to introduce

new products to the market.

vii. They should go for brand and line extension because they have opportunities

to expand their business.

viii. Need to improve marketing strategy, currently they are using old marketing

approaches, they need to change it frequently and should invest more on

advertisement and promotion campaign.

ix. CFC should buy new machines for production and should use new technology

for the maximum level of production.

x. Need to improve the supply chain of the company for quick distribution.

xi. Need more communication with their customer and consumer.

xii. Need more advertising for their product.

xiii. They should focus on urban people and markets; currently they are focusing

more on rural people and markets.

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6.2 Conclusion:

From the report we can know about various things about the company. SWOT

analysis shows Cocola Food Company Ltd.'s Strengths, Weaknesses, Opportunities

and Threats. The SWOT analysis shows a clear picture of the business environment

Cocola Food Company Ltd. is operating in at the present time. From the trend of

production we can conclude that CFC produces the maximum in January and

December, and minimum in June and July. From their production graphs we can see a

line starts from January 2011 and ends in July 2012. Maximum product produces in

January and December and minimum in June and July of the year 2011 to 2012. CFC

has a seasonal impact on their production, and that impact lower their production.

Before the month of Ramadan and during the Ramadan month they produce fewer

products compare with other months because on that time the market demand falls

down. I have learned a lot of things while doing my internship here. The company has

a good future. It is successfully meeting the consumer demand by providing a wide

range of food products. It is playing an important role in our economy too by the

production of quality food product which may be imported from foreign countries. It

also creates huge employment for the people of our country. The company has many

scopes to expand its operation, and it has a future plan for expansion. Currently the

company’s exporting is on limited basis but it has a future plan to export widely. I

hope the company can obtain its target goal. At last I am expressing my humble

gratitude to all the people who helped me for learning properly during me internship

report. I wish the company and its bright future.

69

References:

http://en.wikipedia.org/wiki/SWOT_analysis

http://www.bangladeshyellowpages.com/details/206775

Internship Report BBA

Marketing

company cocola food

written report

growing private food

trend of production

swot analysis

production graphs

trend analysis

students of school