ReportOnRecruitment and Selection of BergerPaints Bangladesh LimitedGroup - 05MBA Program, 2015 (16th Batch)SupervisorSabam !ahaAssistat Pro"essor#epartmet o" Maagemet $acu%t& o" Busiess Stu'ies(iversit& o" #ha)aApri% *0, 2015+etter o" ,rasmitta%April 30,2015Sabnam JahanAssistant ProfessorDepartment of ManagementUniversity of DhaaDhaa!1000Sub-ect. Submissio o" the /eport o /ecruitmet a' Se%ectio o" Berger Paits Bag%a'esh +imite'0 Dear Ma"am,#e $onsi"er o%r self very fort%nate to have ha" the opport%nity to prepare a report %n"eryo%r val%able g%i"an$e& 'o%r tea$hings of (%man)eso%r$eManagement in*angla"eshhelpe"%s ino%r st%"y+Recruitment and Selection of Berger Paints Bangladesh Limited., -as very appropriate&.his st%"y enable" %s to gain ne- insights abo%t ho- theoreti$al no-le"ge a$/%ire" in the$lassrooms helps %s to%n"erstan"the pra$ti$al fiel"(%man)eso%r$e management inm%ltinational organi0ationse-o%l"lietoe1pressmysin$ereappre$iationan"gratit%"etoyo%forgiving%stheopport%nity to sho- o%r gaine" no-le"ge -hile preparing of this report& #e shall be gla" to ans-er any /%eries yo% may have in this matter&Sin$erely yo%rs,2222222222222222222222222222223ro%p 5)oll4 205, 211, 216, 262Department of Management University of DhaaAc)o1%e'gemetAninternshipprogramis a veryimportant an"essential means for a$/%iringpra$ti$alno-le"gebe$a%setheno-le"geof ast%"ent "oes not get f%lfille"%ntil hea$/%iresno-le"getheoreti$allyan"pra$ti$ally& At theverybeginning, 7 obvio%slye1press my"eepest thans an" appre$iation to my honorable fa$%lty Assistant Professor Sabnam Jahan,Department of Management, for giving his val%able time, g%i"elines an" a"vi$e inpreparation of my r report on )e$r%itment an" Sele$tion of *erger Paints in *angla"esh&7n this $onne$tion, 7 -o%l" lie to than Ab%l 8hair Sabbir 9Manager!Maret )esear$h an":ons%mer 7nsight;an"other e1e$%tives of *erger Paints *angla"esho- *erger Paints *D 'ustria% $iishes 57*0120202 9igh Pro'uctive 2oatigs 58*012020* >'ustria% Premiers 6**0120* Berger Marie 65*01206 Berger >%%usios 66*01205 5ther Pro'ucts o" BPB+ 6:*01* Ma-or 2ompetitors a' the 2ompa& Per"ormace68*016 2ompetitive Mar)et Positioig :0*015 Berger Mar)et Share ,re' :**016 G%oba% 2overage :5*01601 /egioa% Groups :5*01: Pro"itabi%it& Positio o" Berger Pait Bag%a'esh +imite' :6*017 Achievemet o" Berger Paits Bag%a'esh +imite' ::2hapter $our Theoretical rame!or"::600 ,heoretica% $rame1or) :72hapter $ive Mar"eting Strategy Of Berger Paints Bangladesh Limited# $ Critical $nalysis.:8501 Mar)etig Process 7050101 Mar)etig 5pportuities 7150102 Segmetatio a' ,argetig Mar)et 715010* #eve%opig Mar)etig Mi4 775010*01 Pro'uct5010*02 P%ace81-8*5010*0* Pricig5010*0*01 #i""eret Pricig approach o" Berger86-1005010*0*02 Pricig Strategies o" Berger5010*0*0* Price a'-ustmets strategies o"Berger101-1055010*0*06 2hages i Pricig1025010*06 promotio 1055010*0601 A'vertisig5010*0602 Sa%es Promotio106-11*5010*060* Pub%ic /e%atio10:5010*0606 Pub%icit&107-1085010*0605 Persoa% Se%%ig110-11*50106 Maagig Mar)etig 3""orts502 Mar)etig Strategies o" Berger50201 Segmetatio Strategies o" Berger50202 ,arget Mar)et Se%ectio Strategies5020* Positioig Strategies5020*01 Pro'uct #i""eretiatio5020*02 Service #i""eretiatio5020*0* Persoe% #i""eretiatio5020*06 >mage #i""eretiatio50206 Pricig Strategies50* Mar)et Share aa%&sis506 >mp%emetatio o" Mar)etig Strategies b& BPB+50601 Mar)et S)immig50602 Mar)et Peetratio505 2outer Strategies b& Berger2hapter si4Conclusion and Recommendations601 2oc%usio602 /ecomme'atiosReferences :hapter Cne 7ntro"%$tion of the report.heb%sinesses areever $hangingsoarethe-ayof their $hara$teristi$s& .he$hangings$enario presents %s ne- te$hni/%es an" metho"s of b%siness as -ell as their employmentstrategies& .he$oreof b%siness is tomaret the pro"%$t that -ill beattra$te"bythe$ons%mers an" also the pro"%$t -ill satisfy the $ons%merAs nee"s& (%man reso%r$e efforts arevital foranyb%sinessthatisthe$ombinationofvario%sfa$torsaffe$tingtherealmarets$enario& .he$hangingenvironment is $reatingne-iss%es that m%st be$onsi"ere"foremploying a person& 7n this "ynami$ b%siness -orl" the s$enario of b%siness aspe$t $hangesso rapi"ly that one poor "e$ision in re$r%itment an" sele$tion pro$ess $o%l" $a%se the firm tolose itsveryimportantiss%e -hi$his reso%r$es& #e have $hosento$on"%$tthest%"y in*D)3D)paints *angla"eshSC> ? >7:(C *A>3abinagar, Savar. Dm%lsion plant ! >abinagar, Savar,@& (ome "O$or . *onani, Dhaa. DPmail4 "O$orQbergerb"&$om 6& Sales offi$e . Dhaa P 3J3!D *iBoynagar 8arail:hittagong ! L3J3, :hattes-ari roa"SylhetP ( R 32, *lo$ P A, ShahBalalUpashahar'.2 4ision and Mission of Berger as a 5rou+#.he vision an" mission of *erger Paints *angla"esh o-!a!"ays re$r%itment in government agen$ies has be$ome $omp%lsory thro%gh employment e1$hange&"& 3mp%o&met Agecies - .here are $ertain professional organi0ations -hi$h loo to-ar"s re$r%itment an" employment of people, i&e& these private agen$ies r%n by private in"ivi"%als s%pply re/%ire" manpo-er to nee"y $on$erns&e& 3'ucatioa% >stitutios - .here are $ertain professional 7nstit%tions -hi$h serves as an e1ternal so%r$e for re$r%iting fresh gra"%ates from these instit%tes& .his in" of re$r%itment "one thro%gh s%$h e"%$ational instit%tions, is $alle" as :amp%s )e$r%itment& .hey have spe$ial re$r%itment $ells -hi$h helps in provi"ing Bobs to fresh $an"i"ates&f& /ecomme'atios - .here are $ertain people -ho have e1perien$e in a parti$%lar area& .hey enBoy goo"-ill an" a stan" in the $ompany& .here are $ertain va$an$ies -hi$h are fille" by re$ommen"ations of s%$h people& .he biggest "ra-ba$ of this so%r$e is that the$ompany has to rely totally on s%$h people -hi$h $an later on prove to be ineffi$ient&g& +abour 2otractors - .hese are the spe$ialist people -ho s%pply manpo-er to the =a$tory or Man%fa$t%ring plants& .hro%gh these $ontra$tors, -orers are appointe" on $ontra$t basis, i&e& for a parti$%lar time perio"& Un"er $on"itions -hen these $ontra$tors leave the organi0ation, s%$h people -ho are appointe" have to also leave the $on$ern&Se%ectio ProcessDmployee Sele$tion is the pro$ess of p%tting right men on right Bob& 7t is a pro$e"%reof mat$hing organi0ational re/%irements -ith the sills an" /%alifi$ations of people&Dffe$tive sele$tion $an be "one only -hen there is effe$tive mat$hing& *y sele$tingbest $an"i"ate for the re/%ire" Bob, the organi0ation -ill get /%ality performan$e ofemployees& Moreover, organi0ation-ill fa$e less of absenteeisman"employeet%rnover problems& *y sele$ting right $an"i"ate for the re/%ire" Bob, organi0ation -illalso save time an" money& Proper s$reening of $an"i"ates taes pla$e "%ring sele$tionpro$e"%re& All the potential $an"i"ates -ho apply for the given Bob are teste"&*%t sele$tion m%st be "ifferentiate" from re$r%itment, tho%gh these are t-o phases ofemployment pro$ess& )e$r%itment is $onsi"ere" to be a positive pro$ess as itmotivates more of $an"i"ates to apply for the Bob& 7t $reates a pool of appli$ants& 7t isB%st so%r$ingof "ata& #hilesele$tionis anegativepro$ess as theinappropriate$an"i"ates are reBe$te"here& )e$r%itment pre$e"es sele$tioninstaffingpro$ess&Sele$tion involves $hoosing the best $an"i"ate -ith best abilities, sills an"no-le"ge for the re/%ire" Bob$ 7nitial s$reening intervie-2; Appli$ation blan or appli$ation form3; #ritten e1amination ? other sele$tion tests L; :omprehensive intervie-5; Me"i$al e1amination @; :he$ing the referen$es6; =inal employment "e$isionM; Pla$ement 1& !nitial screening intervie$-7t is %se" to eliminate those $an"i"ates -ho "o notmeet the minim%m eligiblity $riteria lai" "o-n by the organi0ation& .he sills, a$a"emi$an" family ba$gro%n", $ompeten$ies an" interests of the $an"i"ate are e1amine" "%ringpreliminary intervie-& Preliminary intervie-s are less formali0e" an" planne" than thefinal intervie-s& .he$an"i"atesaregivenabrief%pabo%t the$ompanyan"theBobprofileE an"it isalsoe1amine"ho-m%$hthe$an"i"ateno-sabo%t the$ompany&Preliminary intervie-s are also $alle" s$reening intervie-s&2& Application lan" or application form-.he $an"i"ates -ho $lear thepreliminary intervie- are re/%ire" to fill appli$ation blan& 7t $ontains "ata re$or" of the$an"i"ates s%$has"etailsabo%t age, /%alifi$ations, reasonfor leavingprevio%sBob,e1perien$e, et$&3& Aritte34amiatioa'othersSe%ectio,ests-Kario%s-rittentests$on"%$te""%ring sele$tion pro$e"%re are aptit%"e test, intelligen$e test, reasoning test, personalitytest, et$& .hese tests are %se" to obBe$tively assess the potential $an"i"ate& .hey sho%l"not be biase"&L& 2omprehesive >tervie1s-7t is a one to one intera$tion bet-een the intervie-er an"thepotential $an"i"ate& 7t is%se"tofin"-hetherthe$an"i"ateisbests%ite"forthere/%ire" Bob or not& *%t s%$h intervie-s $ons%me time an" money both& Moreover the$ompeten$ies of the $an"i"ate $annot be B%"ge"& S%$h intervie-s may be biase" at times&S%$h intervie-s sho%l" be $on"%$te" properly& >o "istra$tions sho%l" be there in room&.here sho%l" be an honest $omm%ni$ation bet-een $an"i"ate an" intervie-er&5& Me'ica% e4amiatio-Me"i$al testsare$on"%$te"toens%rephysi$al fitnessof thepotential employee& 7t -ill "e$rease $han$es of employee absenteeism&@& 2hec)ig the re"ereces.Past performan$e is often the best pre"i$tor of f%t%reperforman$e, the best -ay to verify an appli$antAs ba$gro%n" an" Bob s%itability is to$on"%$t a thoro%gh referen$e $he$&:0 'inal employmentdececision)Afterthe%nal inter"iew, panel mem&ersshould compare their ratings and 'udgements (and an) scoring s)stemagreed prior to the inter"iews$ amongst themsel"es. *t is prefera&le to re"iewcandidates and their performances immediatel) after the inter"iew processwhilst the information is still fresh in the minds of the panel. All discussionshould &e supported &) assessment e"idence + not 'ust personal impression.Candidates should &e rated against the agreed and speci%ed criteria and notagainst each other.70 Placement) Companies conduct recruitment and selection and %nall) selectemplo)ees. The emplo)ees undergo an induction program. After theinduction programis o"er the emplo)ee is gi"en a speci%c 'o& in thecompan). This is called placement.

:hapter4 =ive)e$r%itment an" Sele$tion of*erger Paints *angla"eshtership programee" for ne- pro"%$t "epartment7nformation sear$h.he given o%tlay -ill give a vie- abo%t the pro"%$t life $y$le4SePro"%$tname:omments Stage1oo" 8eeper(igh /%ality, l%1%rio%s pro"%$t 7ntro"%$tion stage2&)obbiala$(igh /%ality pro"%$t "esigne" for%pper level of people3ro-ing stage3&Plasti$ em%lsion, "istemper(igh /%ality pro"%$tMat%rity stageLoo" KernishD$onomy pro"%$t De$line stagePlastic emulsion,ood"ernis-osses+in"estment(s$DeclineMaturit) .rowthintroductionProduct De"elop+ mentstageSales /Pro%t(s$TimePro%tSales!o&&ialac,ood0eepeFigure: 'ifferent product life cycle of !"!#$,.%.'.& PL$C9#Another maBor $omponent of mareting mi1 is pla$e& D%ring my internship at *D)3D) 7 -as able to in$l%"e inventory, transportation, $overage, $hannel, logisti$s an" maret an" maret segments et$& %n"er these mareting mi1 $omponents&'ifferentiated mar%et segment:*ergerAs maret segments are "ifferentiate"& .hey %se "ifferent types of mareting mi1 for "ifferent segments& .heir pro"%$t /%ality, a"vertisement, promotional te$hni/%es, pri$e are high for %pper $lass $%stomers& Again for the people of mi""le $lass on the basis of their in$ome, o$$%pation, taste, lifestyle "ifferent mareting poli$ies are applie"& #e $an observe this "eviation in .K a"vertisement&)nventory:*D)3D) has "ivi"e" their pro"%$ts in A,*,: $ategory& =or inventorying their pro"%$ts *D)3D) is follo-ing some storing norms& Depen"ing on this storing norms $ompany "e$i"es ho- long -ill their pro"%$t stay in the maret in a$$or"an$e -ith the e1isting sales tren" of that parti$%lar pro"%$t& .his is ho- the firm $an "etermine -hen to or"er an" ho- m%$h to or"er&/ransportation:.o ens%re $%stomer satisfa$tion *D)3D) %ses mo"ern an" fastest going $overe" vanas transportation$arrier -hile moving goo"s from "epots to "ealers& *%t -hen they move goo"s from fa$tory to "epots they %ses p%bli$ transportation $arriers s%$h as tr%$ an" rail-ay as rental basis&:overage4 .here are t-o fa$tories of *D)3D)E one issit%ate" in SAKA), Dhaa an" another is lo$ate"in 8al%rghat heavyin"%strial area& .here areseven"epotsor salesoffi$elo$ate"inDhaa,)aBshahi, *ogra, 8h%lna, :omilla, Sylhet, an":hittagong& .he pro"%$ts are "elivere" fromthese"epotsto"ire$t"ealersiththehelpofthe"ealerstheymarete"thepro"%$ts$o%ntry-i"e& .he n%mber of "ealers that *D)3D) hasis appro1imately 650& Among them L00 "ealersin Dhaa, 150 in :hittagong, L5 in )aBshahi, 30in *ogra, 55 in 8h%lna na" rest are in "ifferentlo$alities&*D)3D) sells its pro"%$ts to $ons%mers thro%gh "ire$t "ealers& .he firm has no "ealing -ith -holesalers, retailers or Bobbers& .he "ealers $an -holesale or retail the pro"%$t& .he total pro$ess is sho-n on the follo-ing $hart4 =ee"ba$Pro"%$t=ee"ba$ =ee"ba$ Pro"%$t=ee"ba$ig# 8istribution Process.!34534(s hybrid mar%eting system:'irect channelBergerCustomerCustomer,holesale!etailDepotsDirectDealerCustomer DirectdealerBergerCustomer 7n"ire$t :hannel,.%.'.'Pricing .Pri$e, the important fa$tor for b%ying any pro"%$t, is the amo%nt of money $harge" for a pro"%$t or servi$e& 7t is one of the important elements of mareting pro$ess& *erger follo-s "ynami$ pri$ing& .hey $harge "ifferent pri$es "epen"ing on in"ivi"%al $%stomers an" sit%ations an" it is fle1ible& *erger serve the people of *angla"esh, high /%ality pro"%$ts -ith high pri$e & .hey "onAt $onsi"er all levels of peoples& Say, if the $ompetitors maret a pro"%$t in lo- pri$e, *erger "i"nAt maret the same pro"%$t in same pri$e be$a%se ens%res the /%ality an" $onsi"ers average gro-th an" reso%r$es& *efore setting pri$e of the pro"%$t *erger $onsi"er vario%s types of fa$tors -hi$h affe$ts the pri$e& .hese are4 7nternal fa$tors, D1ternal fa$tors&Un"er >tera% "actors*erger $onsi"ers the follo-ing fa$ts4/he price affect by short 0 long term mar%eting objectives : *erger targets the share position of the pro"%$t in the maret& An" also target the ret%rn of highest long r%n profit& Cne of the important fa$tors is in ne- segment *erger target to la%n$he" ne- pro"%$ts in ne- segment -ith ne- feat%res& $or e4amp%e. *erger "oesnAt al-ays maret ne- pro"%$ts be$a%se if they la%n$he" ne- pro"%$ts be$a%se there is a possibility to be $opie" by the $ompetitors then e1pense -ill higher than reven%e& *erger is offering high /%ality pro"%$t for mi""le to higher $lass peopleso they "oesnAt set the pri$e in $ompetitorAs level be$a%se of "%rability , reliability ? /%ality & $or e4amp%e. *erger l%1%ry sil em%lsion et$&=or several types of pro"%$ts *erger target to ma1imi0e $%rrent profit& =or those pro"%$ts -hi$h have highest "eman" in the maret &$or e4amp%e . -oo" eeper a $ommer$ial pro"%$t 7f the pro"%$t is e1iste" in the maret then *erger try to a"" ne- feat%res an" maret that pro"%$t in ne- segment& D1tra feat%re in$rease the $ost an" also vary the segmentation& .heir long term obBe$tive affe$t pri$ing lie for s%rvival in the maret they sometime set pri$es at $ompetitorsA level b%t not all types of pro"%$t&/he design and distribution affect the price of the product: Pri$e also "epen"s on "esign an" performan$e an" *erger al-ays offer a ne- pro"%$t -ith "ifferent performan$e this a"" $%stomer val%e& $or e4amp%e. -ith 1 $an ho- m%$h spa$e a $%stomer $an paint an" the "%rability of $olor& *ase on bran"ing *erger also la%n$he" ne- or mo"ifie" pro"%$t in a ne- $ategory& $or e4amp%e. .he :olor ban pro"%$t is for higher level $%stomer of the so$iety& #ho are al-ays -ante" to get something e1$eptionalV An" )obbiola$ s%per gloss enamel is for those -ho -ant better /%ality -ith "%rability& *erger also target to in$rease the "istrib%tion net& 7t also in$reases the sales of pro"%$ts an" in$rease the "istrib%tion $ost& .o meet %p $%stomer $onsi"eration *erger pro"%$e pro"%$t for $ommer$ial %se& =or e1ample4 the $%stomer of -oo" eeper %ses this paint for $ommer$ial p%rpose& 7f the "%rability of this pro"%$t is 5 years %s%ally it -ill in$rease the pro"%$t $ost then "eman" -ill "e$rease& 7t -ill be perfe$t for them -hen the "%rability -ill 1 year -ith goo" /%ality& !erger considers all types of Cost of products: *erger $hose a pri$e that both $overs all its $osts for pro"%$ing, "istrib%ting, selling an" rate)et%rn& After "etermining prime $ost an" a""ing overhea" the $ompany "etermine the Pro"%$tion $ost& =i1e" -ill hamper if the "eman" of the pro"%$t -ill "e$rease& 7t -ill have negative impa$t in pri$ing& :ompany management al-ays -ant average sales oftheir pro"%$t be$a%se a $ompany m%st pay ea$h monthAs e1e$%tive salary, bills, heat rent et$&Un"er 34tera% "actorsthere are *erBer $onsi"ers the follo-ing fa$ts4 /he mar%et 0 demand of product affects the pricing :*erger fa$es oligopolisti$ $ompetitionE there are fe- $ompanies -ho are sensitive to ea$h otherAs pri$ing an" mareting strategies& *erger serving large n%mber of b%yers an" it is "iffi$%lt for a ne- sellers to enter into the maret &*erger o$$%py 50I maret from 100I in Dhaa an" other 50I from other "istri$t& .here is no $han$e of p%re monopoly& Customer perception of price 0 value :#e no- the main target of *erger is to serve high /%ality pro"%$t b%t not in $ompetitive pri$e& :%stomer al-ays -ants to get something e1traor"inary& 7f pri$e is little bit higher b%t the pro"%$t performe" as $ons%mer test then $ons%mer are rea"y for e1tra pay& After analy0ing the e$onomi$ $on"ition of people, their earningso%r$e i&e& After maret analy0e $ompany analy0e ho- m%$h val%e $%stomer pla$e on the benefits they re$eive from the pro"%$t an" setting a pri$e that fits this val%e & Other e6ternal factors :Politi$al $on"ition, e$onomi$ $on"itions of $o%ntry also have a strong impa$t on the pri$ing& An" *erger also $onsi"ers the reseller of their pro"%$t & 3ives them a fair profit, $ommission ? en$o%rage their s%pport&=or "ifferent types of pro"%$t *erger %se "ifferent types of pri$ing approa$h& ;G MA/B3,>;G 3$$5/,S..o "esign the mareting mi1 an" p%t them into a$tion *erger "evelops relationshipbet-een the fo%r mareting management f%n$tions P analysis, planning,implementation an" $ontrol&After analy0ing the maret in the light of the mareting environment,opport%nities,threat,strengthen an" -eaness, *D)3D) "evelops overall strategiesan"obBe$tives for ea$hpro"%$t or bran"& .heseplanninginvolve$%rrent maretsit%ation, threat an"opport%nityanalysis, obBe$tivesan"iss%es, maretingstrategya$tion program, b%"get et$ that may vary from bran" to bran"& .hro%ghimplementation, the $ompany t%rns the plans into a$tion& :ontrol $onsists of meas%ringan" eval%ating the res%lts of mareting a$tivities an" taing $orre$tive a$tion -herenee"e"& S