Guti Urea Business Plan

MGT 368

GROUP 6 OF SECTION 6

PROUDLY PRESENTS

THE BUSINESS PLAN

FOR

DESH GUTI UREA FERTILIZER

Prepared for: Saif Rahman

Prepared by:

Firoz Rahman Al Aman – 081235030

Mohammed Musarrat Abdulla – 081813030

S.M. Faisal Munim – 081713030

Khondker Rahat Hasan – 081308030

M Shafayet Hassan – 081305030

Richard Aungon Gomes – 061389030

Business Plan for Desh Guti Urea Fertilizer 2

Executive Summary:

The name of our company is Desh Fertilizers. Our product is Guti Urea fertilzer which is a

new form of Urea fertilizer. It is a pretty new technology in our country. It has been

introduced by the US-AID to our country. Bangladesh is a agriculture based country and rice

is the staple food of people. Where there is rice production therer is need for Urea fertilizer.

Usually farmers of our country use the regular prilled urea which is not very effective. Thats

why the Guti Urea has been introduced and ots popularity is increasing day by day. Rice is

being produced almost every where in bangladesh but Northern part of Bangladesh is very

reknowned for producing rice. About 17% of all the rice is Produced in Rangpur Division of

the Northern part. Thats why our targeted market is Rangpur division. We will hire a place to

set our production plant. We will buy 10 Briquqette machines for our production. We will

also hire labor from the sorrounding area which costs low and will pay them in an hourly

basis. The raw materials of our product will come from the prilled urea production

companies. Our business will be financed 50% by us and 50% loan will be taken from the

bank which is 1400000 taka. Very few companies are producing Guti Urea in Rangour

division in a very small amount. So we will promote our product in this area through our

sales executives and go to the farmers to encourage to use our product. There is still a very

large unexploited market in northern part of Bangladesh. So we have a great opportunity to

capture the market in the future. As per our financial projection our company will reach break

even with in 3 years and the loan will be paid in 5 years. Our company will pay back in 2.57

years. As the market is growing and there is very few competitors in our targeted market, we

can expect a very profitable future of our business.


The Opportunity:

The economy of Bangladesh primarily is dependent on Agriculture. About 84 percent of the

total population live in rural areas and are directly or indirectly engaged in a wide range of

agricultural activities. Since Rice is the staple food of our country, over 15 million

population lives on this. That is why Rice is the dominant crop of all and the demand of rice

is substantial and is increasing with the ever-growing size of population. In our country three

types of rice are cultivated namely Boro, Aman and Aush among which Boro and Aman

fulfills the major portion of the demand of rice (55% and 37% respectively).

Fertilizer is one of the key inputs for increasing crop yields and its contribution to crop

production is about 50-60% on an average. In our country Urea, TSP, Gypsum and various

other types of fertilizers are used for Rice production. But Urea is proven to be the most

effective fertilizer and that is why for a long time it is widely used by our farmers for rice

production. In 2009-10 Boro Season the demand of Urea in the entire country was 12.5

Metric Tons.

Despite Urea being the most effective and widely used fertilizer for rice production the

general form of this fertilizer (Prilled Urea) has been observed to be only 30% effective in

comparison to how much fertilizer is applied per hectare. As a solution of this problem in

2008 a new form of urea has been invented using Urea Deep Placement (UDP) technology

which is widely known as Granular Urea (Guti Urea). This new form of urea fertilizer has

been proven to be 70%-90% effective. This new technologically modified form of urea

fertilizer has been so much promising that within 1 year from launching; the demand for Guti

Urea has grown from 6,064 MT to 35,570 MT exhibiting a 315% growth rate. In the coming

years it has lot more to offer since in the entire country only 37% of the targeted area has

been covered under Guti Urea and still 63% area is yet to be fulfilled.

Although this newly developed fertilizer industry is extremely promising, being a part of it is

comparatively much easier in terms of financial requirements. In order to be the producer of

Urea fertilizer one needs to have Briquette Machine (USG) which is quite affordable. This is

the only fixed asset required for this business and that is why reaching the Break-Even point

takes less time.


Product Description:

Our Product:

Our product is Granular Urea Fertilizer which is colloquially known as Guti Urea. It is an

American technology. This technology was first brought by US-AID in Bangladesh. Urea

Granules is produced from Briquette Machine, this machine was invented in USA. This

machine can produce approximately 4.5 metric tons of Granules per day. It looks like napthalene

and white in color.

Benefits of Guti Urea:

Normal prilled urea spreads out all over the crop field when it is applied, which is not so effective.

Because most of it is being washed away by the irrigation water or is being vapourized in the air. But

guti urea is very effective than the normal prilled urea. It is sown in the ground about 3-4 inches deep.

So the crop gets maximnum benefit from the Guti Urea.

Types of Guti Urea:

There are 3 types of Guti Urea based on size of each granule. They are-

1. UMG-1(Urea Micro Granules-90mg )

2. UMG-2(Urea Mini Granules-1.7gm )

3. USG-3(Urea Super Granules-2.8gm)

We will produce only USG-3, because rest of the sizes are not valid anymore as they are less effective

than USG-1.

Packaging:

We will use Biodegradable poly bags that will keep our Urea Granules air tight and intact.

Our packaging is going to be simple in style and design ensuring highest quality and

durability.


Value Proposition:

Although Guti (Granular) Urea is nothing but a different form of prilled urea, but due to its

size and method of application its effectiveness is 40-50% more than the regular one. Since

its introduction in 2008, it has drawn the attention of the farmers due to various reasons other

than its high effective percentage. These are as follows:

1. First of all for the same amount of rice production Guti Urea can be applied 30%-40%

less in quantity than that of prilled urea. For example if for a medium sized paddy

land, if 100 kg prilled urea is required to grow certain amount of rice, 60-70 kg of guti

urea will provide the same result..

2. Even after less application of guti urea, 20%-30% more rice can be produced. This

happens because prilled urea needs to be spread around the field which doesn’t fulfill

the nutrition of the paddy plants and hampers the growth of the plants. It results in

less production. But guti urea is sowed 3-4 inches deep inside the field and thus

distributed the nutrition equally to all the plants.

3. Although sowing of guti fertilizer might be tiresome. But for a rice season guti urea

can be applied only 1 time where prilled urea needs to be applied at least 2-3 times

which is more tiresome in the long run.

4. In case of prilled urea several types of weeds are born around the paddy plants which

take out some nutrition level and thus hamper the production. But in case of guti urea

the fertilizers are applied 3-4 inches down the ground and thus weeds can’t grow.

Because of these reasons the farmers are more willing to use Guti urea even though per kg

price of Guti urea is 1 taka more than that of Prilled area. The farmers know that the

additional benefit of guti urea supersedes the extra cost.


Market Analysis:

Market Size & Target Customers:

The market of Guti Urea is very large. The main customers of this product are farmers who

produce rice. According to IFDC’s 2009-10 report, there are 427,845 hectares of areas in the

entire country where rice is being cultivated in all three rice seasons (Boro, Aman and Aush

Seasons) throughout the year. In these areas 855,690 farmers are involved in rice production.

By 2010 37% of the entire area has been covered under Guti Urea. That means 311, 386

farmers have switched from regular prilled urea form to the granular urea (Guti Urea). In

2009 this number was 150,000. So almost 107.6% more farmers have switched to Guti Urea

within a year in the entire country.

Geographic Analysis:

Not everywhere in Bangladesh rice is being cultivated. Due to various geographic reason the

rice is only being cultivated in few districts. The entire country has been divided into six

regions based on the location of the rice cultivating areas. These six regions are:

1. Sylhet Region

2. Mymensingh Region.

3. Comilla Region

4. Chittagong Region

5. Rangpur Region

6. Barisal Region.

Although the overall growth of the Guti Urea industry has been substantial in all these

regions combined, but the scenario is not same if we consider each region individually. In

some of these regions more farmers have accepted the new form of urea where in some other

regions farmers were reluctant to switch to Guti Urea for various reasons. In order look for

business prospect in this industry one needs to know the specific conditions of the individual

industries. That is why we are going to briefly discuss about each regions for comparison

analysis.

1. Sylhet Region: Sylhet region in the largest one among all these regions. In this

region there are four districts where rice is cultivated. These districts are Sylhet,

Maulavibazar, Sunamganj and Hobigonj. In this region 170, 278 hectares of areas are

rice cultivable. In 2010 52 briquette machines were used to cultivate 5,931 metric

tons of Guti urea. Although the region is larger than others the area covered under


Guti Urea is comparatively lower in comparison to the target area. Only 26% areas

have been achieved under this region and 86,875 famers are currently using guti Urea

among 333,744 rice farmers in this region.

2. Mymensingh Region: Although this region is not big enough, the growth in

this region has been very impressive. In this region rice is cultivated in only two

districts namely Kishoreganj and Netrokona. 9 upazillas fall under this two districts.

By 2010, 38,770 hectares of rice cultivable land has been covered under Guti Urea

where the total targeted area is 58,976 hectares of land. That means 66% lands have

been already been covered under this region. In 2010, 37 briquette machines have

produced 6068 metric tons of guti urea in this region. Since within 2 years from

launching Guti Urea, most farmers have already switched to this, so there is not

enough room for growth in the coming futures.

3. Comilla Region: A tremendous growth of Guti Urea has been already occurred

in this region. Rice is cultivated in two districts in this region namely Comilla and

Brahminbaria. Most surprisingly among the 33,250 hectares of the rice cultivable

lands Guti urea is being used in 29,723 hectares. That means 89% areas have been

already covered under Guti Urea. In this region there are in total 28 machines in

operation and 5023 metric tons of guti urea have been produced in 2010 Boro Season.

So this region doesn’t have much to promise in the coming years.

4. Chittagong Region: This region is the second largest area in terms of rice

production. Rice is cultivated in Chittagong, Noakhali, Feni and Lakshimpur district

in this region. In this region 26% rice cultivable areas have already been covered

under Guti Urea. Number of machine operated in this region is 27 and in 2010 2825

metric tons of urea have been produced in this region.

5. Rangpur Region: In the entire country, Rangpur region is the least covered area

in terms of the usage of Guti Urea fertilizer for rice production. Rice is cultivated in

three different districts of this regions namely Rangpur, Kurigram and Dinajpur.

Among the 55,239 hectares of rice cultivable area only 9,140 hectares have been

covered under guti urea. That means only 17% of the entire area has been covered

leaving 83% remaining areas to be covered under guti urea. There are only 25

briquette machines under operation and in 2010 only 2237 metric tons of guti urea has

been produced in this region.

6. Barisal Region: Barisal Region is also small in size with only 3 districts where

rice is being cultivated namely Barisal, Jhalokati and Madaripur. In this region there


has been a high growth of guti urea fertilizer. Among the 37,577 hectares of rice

cultivable lands 18, 247 hectares have already been covered under guti urea. So area

wise achievement is 49%. In this region 43 machines are already in operation and in

2010, 3121.40 metric tons of urea fertilizers have been produced in this region.

Market Growth:

In 2009 Boro Season 6,064 metric tons of Guti urea was produced. The production has

increased to 25,207 metric tons in the following year exhibiting a 315% market growth.

So overall sales of Guti Urea in the increased from 42,448,000 Taka to 176,449,000 taka.

This overall market growth shows this business is extremely profitable since 63% more

market is yet to be captured.

Target Market:

Considering the individual region analysis we can see that among all the six regions

Rangur region is the most profitable one since only 17% market has been tapped so far

with 83% more to go. Again there are only 25 machines in operation by 2010. So we

have planned to launch our business with 10 machines planning to capture overall 30%

market share in the future in proportionate of the possession of machines.

With further research we have come to know that the farmers of Rangpur lack in

knowledge regarding the effectiveness of the guti Urea. Moreover they are reluctant to

switch to this new form of fertilizer because they are too used of the regular one. So we have

taken an extensive marketing plan which will solve this problem.


Industry Analysis:

The economy of Bangladesh stands upon agriculture. 70% people of the entire population

lives on agriculture. As we have already discussed rice is the staple food of Bangladesh and

that is why the key component of rice production, Urea fertilizer is a very essential element

of this country. So the urea industry is a very crucial industry for this country and

government always keeps an eye on it. But nowadays, with the growing technological,

environmental, economical, political and social changes, this industry is highly effective and

so the entire country. To analyze the industry further, we conducted an environmental

analysis – known as PEST analysis. In this analysis, there is a political, economical, social,

and technological stance that can be analyzed to further understand the industry and its needs

and demands.

Political Environment:

Political environment is very important for any business, because the political philosophies in

a country decide whether the business will grow or not. Any sort of political instability might

result in various obstructions for the business. A slight increase in the price of raw material

can result in substantial cost increase in production and fall in the sales of fertilizers.

Again changing hands in the political power results in changes of policies. Different

government can handle an industry in different manner which affects the business very much.

Economic Environment:

Economic environment is the most crucial determinants of any business of a country. This is

even more critical in the urea fertilizer industry. We know that the demand for urea

fertilizers of this country can’t be fulfilled by the home production. More than 50% of the

demanded urea needs to be imported from various countries. That is why generally the price

of prilled urea per kg is 35 taka. But as this is out of the farmer’s buying capacity,

government provides a substantial amount of subsidies which pulls down the price of urea to

6 taka per kg. This step also works in favor of Guti urea producers since the cost of raw

materials is significantly low due to subsidy.


But the situation might not be same forever. An economic downturn such as recession can

affect the industry drastically causing the guti urea producers to incur serious loss in business.

So economic issues should be considered before launching this business.

Social Environment:

Since rice is the main food of this country, so fulfilling the demand of rice has a huge effect

on the general people’s well being. That is why urea industry is also related with people’s

social wellbeing. If Urea fertilizers were not properly served, the farmers couldn’t produce

sufficient rice which in fact had a negative impact on people’s lives.

Technological Environment:

Technological environment has a huge impact on this industry. Due to the technological

advancements more and more agricultural scientists are putting more effort on developing

more effective form of urea fertilizers. Guti Urea is a perfect example of that. But further

invention or development of this fertilizer might obstruct the demand of guti fertilizer which

will cause a negative result for the guti urea producers.


SWOT Analysis:

Here we have discussed about the strengths, weaknesses, opportunities and threats that we

will be facing during doing the business.

Strength:

a) Environmentally Friendly: The most strong thing about us is our

environmentally friendliness. The traditional urea fertilizers are being misused by 30%-40%

as they are spread all over the field. Whereas Urea Granules are being dug into the soil, as a

result they do not get the chance to pollute the environment.

b) Strong Distribution Channel: We are using both direct and indirect distribution channel

to distribute our products to the customers. In this way we will be able to provide our

products to the distant part of our target market.

c) Agricultural Advantage: Urea Granules are very much agriculturally effective. Firstly,

farmers need fewer amounts of fertilizers than the traditional urea fertilizer. Secondly, they

do not need to apply fertilizer until the crop ripens after the first use. More over it meets the

hidden hunger of crops.

d) Easy preservation: As these fertilizers are needed in small amount, farmers do not need

to preserve them. It saves their valuable time.

e) Increased productivity: The most important aspect is that our product increases the

production of crops by 20%-30%.

Weakness:

a) Inadequate trained field workers: We don't have enough trained field workers to go to

the farmers personally and promote and teach them about the usage of the pr

b) Startup Company: As we are a new company in this field we don't have enough

experience in this business. So we may face a little bit difficulty in facing adverse situation

Opportunities:

a) Need for high productivity: We are losing the amount of productive land day by

day, but the need for increased amount of food is also growing. So Urea Granules is the


ultimate solution to increase the productivity of the crop.

b) Support from Agriculture Ministry: We have got enough support from Agriculture

Ministry which will help us to carry on and expand our business in the long run

c) Less Competition: There are only three companies who are producing Urea Granules and

they are also small in size. So here is a great opportunity for us to grab the greater portion of

market

Threat: The threats that we have are-

a) Electricity crisis: We have an acute shortage of electricity in our country. We fear that it

may hamper our production in the pick seasons.

b) Lack of Consciousness of the Farmers: The farmers of our country are uneducated and

they are superstitious. As a result they don't accept new things quite well and they don't

usually buy new things risking their money.

C) Introduction of new technology: Introduction of new technology can be a great threat to

our product. Few days ago a new form of Urea fertilizer was introduced which was called

Spray Urea fertilizer. But it was not effective enough and could not succeed to get popularity.

So if in the near future any new technology is invented then it will become a threat for us.


Competitor Analysis:

Since guti urea has been introduced very recently and specially in Rangpur region the growth

has been significantly low, so the competition is not that fierce right now. But since the

business prospect is very good and a significant amount of market is yet to be captured, so the

competition will definitely rise in the near future. In order to analyse the competition several

factors need to be judged. So we are doing this competition analysis in the Porter’s

Competition Analysis model.

Competition among the existing companies:

In rangpur region there are 25 briquette machines in operations right now. Thees machines

are in possession of 15 different individual entities who operate from different upazillas of

Rangpur, Kurigram and Dinajpur districts. In 15 commpetitors produced 2237 metric tons of

guti urea using those 25 machines. So on an average each machine produced 89.48 metric

tons urea per month. That means each machines produced almost 1 metric ton urea per day.

But we know that a briquette machine can create upto 4.5 metric tons of urea per day. It

shows that due to less demand of guti urea in rangpur region, the competitors are not

producing at the utmost level. But most certainly in the future when the demand will rise

they will produce more as they are capable of doing so even if no other entrants enters this

business. So capturing market share will not be so easy due to the increased competition.

Threat from Substitute:

Currently the substitute of guti urea is the regular prilled form of urea. Since the farmers are

switching from prilled urea to guti urea so this is not going to cause any severe threat. And in

near future this threat won’t even exist since at one point all the farmers will be using the guti

ureas.

But since R&D operations in the agricultural field has been increased substantially, in the

near future any potential substitue of guti urea might emerge and thus cause severe threat.

But at this current level this is not an issue because even if a new substitute comes up it will

take a substantial amount of time to be implemented in the field level.


Threat from new entrants:

As we have already learned that this business is highly profitable and entering to this business

doesn’t require much capital any new entrants can enter the business any time which will

result in increased competition.

Bargaining Power of the buyers:

Farmers are the main customers of this product. But they don’t have much baragining power

in this industry since this is a generic product and no producers can differentiate their product

and create a different level of demand.

Bargaining power of the supliers:

The producer of the prilled urea are the supliers of this business. Majority of the urea

factories are owned by the government. And government deliberately provides subsidies in

the urea fertilizers. So even if they do have the bargaining power they don’t change the price

(At least don’t increase) for the sake of the farmers. Again government is very much

concerned about agriculatural issues since the majority of the economy is build on this sector.

So in this case the producer of the guti urea who works as the middleman in this industry are

in the safe side.


Marketing Plan

Rangpur is a Division with 8 districts including Rangupr itself, but the production and

promotion of Guti Urea is Limited to only 3 districts.There are two major reasons behind it.

First of all the farmers don’t have enough knowledge about this product and they are not fully

aware of the effectness of it. Second of all they seem highly reluctant to switch to this form

of urea since they are used to the regular form. So to change their attitude towards this

product requires extensive strategic marketing planning and implementation. That is why a

strong Marketing Plan is the key important step the company needs before starting this

business.

But since the product is generic and the main customers are not literate enough to

comprehend the regular promotional steps, so our promotional strategies are going to be quite

different in nature.

Marketing Mix:

Product:

Our product is Urea Granules. It is an American technology. This technology was first

brought by US-AID in Bangladesh. Urea Granules is produced from Briquette Machine, this

machine was invented in USA. This machine can produce approximately .45 tons of Granules

per hour. This basically urea fertilizer but much better than the prilled urea. The problem with

prilled urea is that most of it is washed away in the irrigation water and rest gets vaporized in

the air. Thats why the Guti Urea has been introduced. This larger than the prilled urea and it

is deeply sown in the ground. As a result most of it is consumed by the plants. Thats why it is

most effective and crops get most benefit from from Guti Urea.

Place:

Since it is not going to be feasible to capture the nationwide market as a startup company, so

we are focusing on a niche market which is the Rangpur division. As we have already

discussed in the market analysis section that Rangpur region is the least covered area under

Guti Urea. Only 17% of the entire 55,239 hectares rice cultivable area has been so far

covered by 2010. So we selected the Rangpur Region as our target market. Primarily we will

be focusing on three districts namely Rangpur, Kurigram and Dinajpur where the rice


production is highest. The idea of Guti Urea is very new here and a very little amount is

being produced here recently. So we will be focusing on this niche areas in order to create the

demands for Guti Urea.

Promotional Strategies:

Advertising Guti Urea in magazines, newspapers, TV and radio will not be very much

effective . Because t he majority of the farmers in our country don’t have access to these

medias and they are not educated enough to receive these type of messeges properly. As a

result, conventional promotional strategies will not work in this case. In order to promote our

product, we need to take varieities of promotional approaches. These are discussed below:

1. Motivational Field Visits: This is the most important promotional tools we will

use to increase demand for Guti Urea. As we have mentioned before, there will be 14

regional officers who will be working under Sales Manager. Their jobs will be to

visit the local farmers in different areas and enlighten them about the benefits of using

Guti Urea. They will also motivate them to switch to guti Urea and explain the

additional incentives they are going to get by using it. They will also practically teach

them how to apply it properly.

2. Brand Management through Promotional Materials: Despite Guti Urea being a

generic product we have planned to assign a brand name (Desh Guti Urea) to our

product. During our marketing campaign we will provide T-shirts, Caps to the

farmers to position the brand name in their minds.

3. Mass marketing: In almost every village area, during the weekend “HAAT” is

organized where village people buy various commodities. We will take advantage of

this gathering to promote and sell our products to the farmers.

4. Maintaining PR with the Dealers: The fertilizer dealers are the main agents of our

distribution process. So maintaining public relations with the dealers is neccesary

step to achieving higher market share.


Pricing Policy:

Pricing is important for any business organization same as ours. The most important

objective is to attract customers. The economic condition of our most of the farmers is

not well enough. They always prefer lower priced urea fertilizers. The regular prilled

urea costs about 6 taka per kg. But due to increased cost of production the standard

price of Guti Urea is 7 taka per kg. Since this is a generic product the market is

highly price sensitive. So we will set the price 7 taka per kg as well.

Distribution Channel:

Fertilizers are generally distributed by the dealers in specific areas. There are several

dealers in Rangpur district who supplies Urea fertilizers to the farmers. We will contract

with some of them who are the major dealers of fertilizers. They collect Guti Urea from

different producer in Rangpur in small amounts. But they can get huge amount of

fertilizers from us which will be convenient for them. So here we have an advantage of

grabbing the big dealers. Through them our product will be reached at the hands of the

farmers.


Management Team:

Our management team is basically formed based on three departments of the company –

Marketing, Finance & Human Resource Management.

Marketing Department

Chief Marketing Officer (CMO) is the head of Marketing department. 1 Sales Officer and 1

Customer Serviced Officer will work under Chief Marketing Officer. Under Sales officer 14

regional officers will work whose job is to go to different areas of our targeted areas, meet the

farmers and convince them to use Guti Urea. Sales Officer will be incharge of conducting the

overall sales. Customer Service officer will be in charge of taking various issues in account

regarding rice farmers and dealers. They will both report to Cheif Marketing Officer who is

incharge of the overall marketing operation.

Finance Department: Chief Finance Officer is the head of the finance department.

He will be in charge of operating all the finance operations that include preparing

financial statements, making financial forecasting, approving funds etc.


Human Resource Department: The manager of Human Resource and Operations is the

head of HR department. 2 supervisors will work under him who will be incharge of

running and coordinating the day to day operations. 1 Electricial, 1 Mechanic and 1

Security personnel will work under the supervisors.

The CMO, CFO and Manager of HR and operations will report to the Chief Executive

Officer who is in charge of the overall company.

The list of the personnels are given below:

01. CEO-Mohammed Musarrat Abdulla

02. CMO-Firoz Rahman Al Aman

03. CFO-M Shafayet Hassan

04. Sales Mananger-S M Faisal Munim

05. Customer Relations Officer-Richard Aungon Gomes

06. Manager of HR and Operations - Khondker Rahat Hasan


Productition and Delivery Process:

The production process is very simple in our case. We will have a 3000 square feets of

production facility in the Rangpur town. This facility will be divided into two parts: factory

and godown. the factory comprises of 10 USG briquette machines whihch covers 1500

square feets of the entire plant. The rest of the facility will be used for inventory purposes.

Each briquette machine is capable of producing 4.5 metric tons of Guti Urea perday. For

each machine two labours are assigned to increase the productivity level and reduce the time.

The production process is quite simple. First the machine needs to be turned on. On top of

the machine there is a part where prilled urea is needed to be inserted after turning on the

machine. Then the prilled urea is transformed into the granular forn and comes out of the machine

from the exit point.

After the production, the granular ureas are packaged in biodegradable poly bags. Each bag

basically carry 7 granular pieces. After that around 50 kg guti urea is packed inside a sack

and this completes the packaging part.

After packaging, the sacks full of guti urea fertilizers are stored in our inventory which is

later on supplied to the dealers who sell them to the farmers.


Financial Analysis

The financial analysis of Desh Fertilizers begins with an estimation of initial investment

(Appendix, p) that amounts to Taka 2726250 required to start this company. Half of this

amount will be financed by the six partners running this company and the other will be

borrowed from the Bangladesh bank (Appendix, p) at annual interest rate of 9% which will

be paid in 5 years.

Income Statement:

The pro-forma income statements (Appendix, Page 27) have been calculated for 3 years on

season basis that are each 4 months long and they have been attached to the appendices. In

the income statements, total revenue and cost of goods sold have been calculated as per the

market share the company is willing to capture in each year. Then, the total operating

expenses for each season followed by the interest payments have been calculated. The

interest payments for each season have been derived by constructing the amortization table.

Since in partnership business, there aren’t any corporate tax imposed, taxes throughout the

income statements are 0.Finally the net profit/loss was reached by deducting interest

payments and operating expenses from the gross profit margin.

In the first year, the company wills to capture 10% of the market share. With this initiative

and considering the demand for guti fertilizers is increasing at a rate of 51%, the net income

in each season was calculated and it was seen that at the end of year 1 the company will be

making a loss. This is because the company is incurring in the Aman and Aush season, and

moreover the since the company remains inactive during the Aush season, the loss seems

more practical.

In the second year, we expect the industry to grow at a rate of 54% and the company wishes

to capture 12% of the market. In doing so the net profit was calculated for each season and

the end of year 2, the company is making a net profit of Taka 48444.25.

In the third year, the industry growth is expected to be 60% and the company has plans to

capture 15% of the market. The net income calculated for each season yields a better result

and the company is making a profit of Taka 904290.8.

Balance Sheet:

The pro-forma balance sheets for 3 years have been calculated and are attached to the

appendices (Appendix, Page 26The necessary inputs have been fed in the balance sheets. The

balance sheets are showing promising results as the cash every year is increasing, the

company is effectively paying its loan, and the earnings every year has also increased

tremendously as the growth in the respective Rangpur district is increasing and the company

is making full use of its opportunities to exploit the market.


Free Cash Flows

The FCF of each year every season has been calculated and are been attached to the

appendices (Appendix, Page 29). It has been calculated by adding NOPAT to the

depreciation expense. With revenue increasing every year, EBIT has also increased.

Moreover, the company does pay tax. Eventually, this has a positive impact on the

company’s FCF and the company seems to have more cash in hand every year.

Break- Even Analysis

We have considered first three years’ time span for break - even analysis. The formula we

have used for this analysis is:

Break Even in sales =Fixed Cost / Contribution Margin Ratio

Fixed cost= Taka 9, 50,000

Contribution Margin ratio= Total contribution (Sales – Variable cost)/ Sales

= 0.36

Break Even in sales = Taka 2660000

Break Even in metric tons = Fixed Cost/ Contribution Margin per metric ton

= 950000/ (9616250/3846.5)

= 380 metric tons

Therefore, the company will reach break-even when company has made sales of Taka

2660000 and sold 380 metric tons of guti fertilizers.

Payback period

In order to calculate the discounted payback period, the FCF of each year were discounted.

To keep calculations simple, the discount rate was taken 9% which the company’s borrowing

rate since the company is relying on Taka 1400000 loan and 9% is the only cost of its fund.

The company is expected to recover its cost in 2.57 years.

Limitations of the Business Plan


The industry is too much affected by the political factors and natural calamities. As

Bangladesh is a very politically unstable country, this limitation causes damages to

the industry a lot.

We relied heavily on secondary data and moreover, agencies were not willing to share

confidential data.

All estimations regarding rent, salaries, and utilities are approximate. We did not have

enough time to visit Rangpur and survey about the mentioned expenses. Thus, these

expenses are calculated as per Dhaka standard.

Sensitivity Analysis:

As the scenario is good for us for initiate a business with profit from the first year as well as

break even in the second year, things may not be that much favorable for us because of

natural calamities, recession, legal and political instability and also for so many reasons.

Things may turn opposite for the business and we may incur loss in any time. Factors like

revenue and costs still plays an important role in the business, so we can cover it up, if natural

calamity or other factors may cause the business to shut down, by selling the fixed assets or

merging with large prilled urea producer.

But our main concern is our market share. As Guti Urea has a huge amount of industry

growth rate (315%) in Bangladesh and at Rangpur region is covered by 17% area under Guti

Urea. So there are huge opportunity is exist in Rangpur region. Initially we will capture 10%

of the market of Rangpur region. So at year 1 we will target to produce 344.5 metric ton Guti

Urea. As maintaining a track with the market growth in Rangpur 56% and 60% for year 1 and

year 2 respectively our market share will be increase also. It will be 12% in year 2 and 15%

in year 3. So our sales as well as cost of goods sold increase also in terms of growth in

Rangpur region and our market share. But things not be favorable always. Suppose our

market share goes down because of new entrants or natural calamities or other for

discrepancies to 8% and market growth become 40%. So our sales and cost of goods sold and

other variable costs will be changed. In the appendix we have calculated sales amount in

metric ton as well as taka at income statement by taking 40% market growth and 8% market

share. In this case the sales amount goes down and ultimately net loss increase in the 1st year.

As the same way in the 2nd

year we take market growth at Rangpur 38% and our market share


8% and in 3rd

year market growth at Rangpur 35% and our market share 5%. So the result is

the sales amount is decreasing. So we can say that industry growth in Rangpur and our

market share has huge impact on our income statement.

Industry growth rate and market share also affect the cash flow and balance sheet indirectly.

The factor which is so important is the EBIT or the operating income. When it is high, we

see a higher cash flow to the business. To increase or to ensure the gradual growth of the

operating income, we have to give a closer look into the total revenue and the costs of goods

sold. Industry growth rate and market share also affect the cash flow and balance sheet

indirectly. It affects earnings which is a part of owners’ equity in the balance sheet. So we

can say that industry growth in Rangpur and our market share has huge impact on our income

statement, balance sheet and cash flow statement.

Exit Plan:

There is a 300% industry growth in the Guti Urea industry. Still there is aplenty of space to

grow. Rice is being produced in almost every district of Bangladesh as it is the staple food of

the people. Where there is rice production there is need for Urea fertilizer. Tangail and

Comilla are the 2 districts where the use of Guti Urea is 100%. So it is clear that there are

plenty of spaces for us to grow. The government is also helping in this project. So there is

very low possibility for us to leave the business. But if at any time any kind of situation arise

which bounds us to leave the business, then we have an exit plan. We will merge with a

bigger prilled Urea producing company.

The logic behind merging is if we merge with them and transfer our plant beside their plant,

then transportation cost for both of us will become nil, as their final product is our raw

material.

As the promotion of Guti Urea is increasing and as it is more effective and productive than

the prilled urea, gradually the market for prilled urea will shrink. So if we merge with them,

then they will be greatly benefited. So strategically, it will be equally beneficial for both of

us.


Apparently it might seem that merging with a prilled urea producing company will result in

cannibalism for that company. But in this case it won’t happent. Cannibalism occurs when a

new product of a company destroys the demand of its previous product. But if our company

merges with a prilled urea producer that comapies end product (Prilled Urea) will be the raw

materials for our product (Guti Urea). So for that merging company this will not be an act of

cannibalism. In fact it will be a vertical integration in their production process.

Conclusion:

After all this analysis and financial projections we are very much hopefull about our business project.

If this business paln can be utilized properly then we guarantee that this is going to be a very

profitable business.


Appendix

Initial Investment:

Category Units Per cost

(Taka)

Total (Taka)

Urea Supergranule Machines 10 75,000 750000

Generators 1 200000 200000

Raw Materials (metric tons) 344.5 4500 1550250

Promotional Expense 70000

Advance Payments 126000

Website 30000

Total 2726250

Balance Sheet:

Year 1 Year 2 Year 3

Items :

Fixed Assets :

Machineries 750000 750000 750000

Generator 200000 200000 200000

Inventory 14606 16067 17674

Current Assets:

Cash 1289464 1225657 2017697

Accounts Receivables 0 0 0

Prepaid Expenses 126000 126000 126000


Total Assets 2380070 2317724 3111371

Liabilities & Owners' Equity

Long term Liabilities

Loan 1040071 680142 320213

Short term Liabilities

Accounts Payable 374535 235390 519370.3

Accumulated Depreciation 13749 27498 41247

Accrued Expenses 0 0 0

Total Liabilities 1428355 943030 880830.3

Owners' Equity 1326250 1326250 1326250

Earnings -374535 48444.25 904290.8

Retained Earnings

Capital 1326250 1326250 1326250

Total Liabilities & Owners' Equity 2380070 2317724 3111371

Income Statements:

Year 1

Boro Aman Aush Total

Sales Revenue 2411500 1687000 0 4098500

Less Cost of goods sold 1550250 1084500 0 2634750

Gross Profit 861250 602500 0 1463750

Operating Expenses : 750851 680851 280583 1712285

Promotional Expense 70000 0 0 70000

Salaries & Wages 367785 367785 24000 759570

Rent 252000 252000 252000 756000

Utility Bills 56483 56483 0 112966

Depreciation 4583 4583 4583 13749

EBIT 110399 -78351 32048

Interest Expense 42000 42000 42000 126000

EBT 68399 -120351 -322583 -374535


Taxes 0 0 0 0

Net Profit After Tax /

Loss

68399 -120351 -322583 -374535

Year 2


Sales Revenue 4515000 3164000 0 7679000


Gross Profit 1291875 903750 0 2195625



Salaries & Wages 367785 367785 24000 759570

Rent 252000 252000 252000 756000

Utility Bills 56483 56483 0 112966

Depreciation 4583 4583 4583 13749

EBIT 611024 222899 -280583 553340


EBT 576042 187917 -715514.75 48444.25

Taxes 0 0 0 0


Loss

576042 187917 -715514.75 48444.25

Year 3


Sales Revenue 8911000 6237000 0 15148000


Gross Profit 1937812.5 1355625 0 3293438



Salaries & Wages 367785 367785 24000 759570

Rent 252000 252000 252000 756000

Utility Bills 56483 56483 0 112966

Depreciation 4583 4583 4583 13749


EBIT 1128329.5 546142 -280583 1393889


EBT 1100996.5 518809 -715514.75 904290.8

Taxes 0 0 0 0


Loss

1100996.5 518809 -715514.75 904290.8

Free Cash Flows:

Year

1

Title Boro Aman Aush Revenues 2411500 1687000 0 Operating Income (EBIT) 110399 -78351 0 Less: Cash tax payment 0 0 0 NOPAT 110399 -78351 0 Plus: Depreciation Expense 4583 4583 4583 Less: Investment

In net Working Capital 0 0 0 In new Capital (CAPEX) 0 0 0 Total net investment for the

period

0 0 0

Free Cash Flow 114982 -73768 4583

Year

2

Title Boro Aman Aush Revenues 4515000 3164000 0 Operating Income (EBIT) 611024 222899 -280583 Less: Cash tax payment 0 0 0 NOPAT 611024 222899 -280583 Plus: Depreciation Expense 4583 4583 4583 Less: Investment


period

0 0 0

Free Cash Flow 615607 227482 -276000


Year

3

Title Boro Aman Aush Revenues 8911000 6237000 0 Operating Income (EBIT) 1128330 546142 -280583 Less: Cash tax payment 0 0 0 NOPAT 1128330 546142 -280583 Plus: Depreciation Expense 4583 4583 4583 Less: Investment


period

0 0 0

Free Cash Flow 1132913 550725 -276000

Break-Even Analysis:

Items Taka

Sales 26925500

Less variable cost 17309250

Contribution margin 9616250

Less Fixed Cost 950000

Net Income / Loss 8666250

Break Even Point (metric

tons)

380

Break Even in sales (taka) 2660000


Loan Amortization:

Period Principal: Start of

Period

Paymen

t

Interes

t

Principa

l

Principal: End of

Period

1 1400000 359929 126000 233929 1166071

2 1166071 359929 104946 254983 911088

3 911088 359929 81998 277931 633157

4 633157 359929 56984 302945 330213

5 330213 359929 29719 330210 3


Impact of Sensitivity Analysis in Income Statement:

Year 1

Boro ( January- April)

Aman (May- August)

Aush (September- December) Total

Sales Revenue 1757000 1232000 0 2989000


Gross Profit 627500 440000 0 1067500



Salaries & Wages 367785 367785 24000 759570

Rent 252000 252000 252000 756000

Utility Bills 56483 56483 0 112966

Depreciation 4583 4583 4583 13749

EBIT -123351 -240851 -364202


EBT -165351 -282851 -322583 -770785

Taxes 0 0 0 0

Net Profit After Tax / Loss -165351 -282851 -322583 -770785

Appropriations for Partners

Retained Earnings

Year 2


Total Revenue 2114000 1477000 0 3591000


Gross Profit 941250 660000 0 1601250




Salaries & Wages 367785 367785 24000 759570

Rent 252000 252000 252000 756000

Utility Bills 56483 56483 0 112966

Depreciation 4583 4583 4583 13749

EBIT 260399 -20851 -280583 -41035


EBT 225417 -55833 -715514.75 -545931

Taxes 0 0 0 0

Net Profit After Tax / Loss 225417 -55833 -715514.75 -545931

Appropriations for Partners

Retained Earnings

Year 3


Total Revenue 2044000 1428000 0 3472000


Gross Profit 1411875 990000 0 2401875



Salaries & Wages 367785 367785 24000 759570

Rent 252000 252000 252000 756000

Utility Bills 56483 56483 0 112966

Depreciation 4583 4583 4583 13749

EBIT 602392 180517 -280583 502326


EBT 575059 153184 -715514.75 12728.25

Taxes 0 0 0 0


Net Profit After Tax / Loss 575059 153184 -715514.75 12728.25

Agreement Of Partnership

This Partnership Agreement is made on May 30, 2010 between

1. Name and Business

The parties hereby form a partnership under the name of DESH to produce Guti

Urea.The principal office of the business shall be 17/B,Roy Bahadur lane,Rangpur

Sadar.

2. Term

The partnership shall begin on April 1, 2010, and shall continue until terminated.The

partnership has been created under the partnership act of 1932,sec(74,4,5)

3. Partners

All the six partners of the business are active partner.

4. Capital

The capital of the partnership shall be contributed in cash by the partners as follows:

o A separate capital account shall be maintained for each partner.

o Neither partner shall withdraw any part of their capital account.

o Upon the demand of either partner, the capital accounts of the partners shall be

maintained at all times in the proportions in which the partners share in the

profits and losses of the partnership.


5. Profit and Loss

The net profits of the partnership shall be divided equally between the partners and

the net losses shall be borne equally by them. A separate income account shall be

maintained for each partner. Partnership profits and losses shall be charged or credited

to the separate income account of each partner. If a partner has no credit balance in

their income account, losses shall be charged to their capital account.

6. Salaries and Withdrawals

Neither partner shall receive any salary for services rendered to the partnership. Each

partner may, from time to time, withdraw the credit balance in their income account.

7. Interest

No interest shall be paid on the initial contributions to the capital of the partnership or

on any subsequent contributions of capital.

8. Management Duties and Restrictions

The partners shall have equal rights in the management of the partnership business,

and each partner shall devote their entire time to the conduct of the business. Without

the consent of the other partner neither partner shall on behalf of the partnership

borrow or lend money, or make, deliver, or accept any commercial paper, or execute

any mortgage, security agreement, bond, or lease, or purchase or contract to purchase,

or sell or contract to sell any property for or of the partnership other than the type of

property bought and sold in the regular course of its business.

9. Banking

All funds of the partnership shall be deposited in its name in such checking account or

accounts as shall be designated by the partners. All withdrawals therefore are to be

made upon checks signed by either partner.


10. Loan payback

The initial loan which will be borrowed from bank will be repaid regularly from the

revenue of the company.

11. Books

The partnership books shall be maintained at the principal office of the partnership,

and each partner shall at all times have access thereto. The books shall be kept on a

fiscal year basis, and shall be closed and balanced at the end of each fiscal year. An

audit shall be made as of the closing date.

12. Voluntary Termination

The partnership may be dissolved at any time by agreement of the partners, in which

event the partners shall proceed with reasonable promptness to liquidate the business

of the partnership. The partnership name shall be sold with the other assets of the

business. The assets of the partnership business shall be used and distributed in the

following order:

(a) to pay or provide for the payment of all partnership liabilities and

liquidating expenses and obligations;

(b) to equalize the income accounts of the partners;

(c) to discharge the balance of the income accounts of the partners;

(d) to equalize the capital accounts of the partners; and

(e) to discharge the balance of the capital accounts of the partners.


13. Death

Upon the death of either partner, the surviving partner shall have the right either to

purchase the interest of the decedent in the partnership or to terminate and liquidate

the partnership business. If the surviving partner elects to purchase the decedent's

interest, he shall serve notice in writing of such election, within three months after the

death of the decedent, upon the executor or administrator of the decedent, or, if at the

time of such election no legal representative has been appointed, upon any one of the

known legal heirs of the decedent at the last-known address of such heir.

(a) If the surviving partner elects to purchase the interest of the decedent in the

partnership, the purchase price shall be equal to the decedent's capital account

as at the date of their death plus the decedent's income account as at the end of

the prior fiscal year, increased by their share of partnership profits or

decreased by their share of partnership losses for the period from the

beginning of the fiscal year in which their death occurred until the end of the

calendar month in which their death occurred, and decreased by withdrawals

charged to their income account during such period. No allowance shall be

made for goodwill, trade name, patents, or other intangible assets, except as

those assets have been reflected on the partnership books immediately prior to

the decedent's death; but the survivor shall nevertheless be entitled to use the

trade name of the partnership.

(b) Except as herein otherwise stated, the procedure as to liquidation and

distribution of the assets of the partnership business shall be the same as stated

in paragraph 10 with reference to voluntary termination.

14. Arbitration

Any controversy or claim arising out of or relating to this Agreement, or the breach

hereof, shall be settled by arbitration in accordance with the rules, then obtaining, of

the American Arbitration Association, and judgment upon the award rendered may be

entered in any court having jurisdiction thereof. In witness whereof the parties have

signed this Agreement.


Executed this ______________ day of _________________, [Insert Year] in [Insert City, State].

________________________ ________________________

Signature of Party 1 Signature of Party 2

________________________ ________________________


________________________ ________________________



Curriculum Vitae

House# 1 Road # 5 Sector #13, Uttara Model Town, Dhaka, Bangladesh.

Phone # 880-172750341 • E-mail: [email protected]

Mohammed Musarrat Abdulla

Objective

Building up career in a rewarding position at an organization where sincerity, skill

and performance are the criteria for one’s appraisal and recognition.

Education

North South University 2008-Present

Bachelor of Business Administration, Current CGPA: 3.79/4.0

Indian School Al Wadi Al Kabir (MUSCAT,OMAN) 2006-2007

C.B.S.E,

Subjects: English, Mathematics, Biology, Chemistry and Physics

Percentage: 77.8

Indian School Al Wadi Al Kabir (MUSCAT,OMAN) 2004-2005

C.B.S.E,

Subjects: English, Mathematics, Science, Social Studies and French.

Percentage: 83.2

Extra Curricular Activities

Participated in the painting workshop conducted by Bangladesh Social Club, Oman.

Participated in The Green Olympiad sponsored by the Ministry of Environment And

Forests, Government of India.

Participated in The Gulf Physics Olympiad, 2006.

Participated in the Inter-House Badminton Tournament, sub-junior boy’s category.

mailto:[email protected]


Interests

Playing football, badminton, watching television, listening to music, surfing the

Internet, etc.

Strength

Quick Learner

Have good patience

Team worker

Skills

Linguistics – Effective verbal & written communicational and interpersonal ability in English. Can proficiently use MS Word, PowerPoint, Internet Browsing, E-mail correspondence, etc.

CERTIFICATION

"I certify that all information stated in this résumé is true and complete to the best of my knowledge.

Authority deserves full right to verify the information provided in this résumé."

Personal Information:

Father’s Name: Mohammad Wahidul Alam Chowdhury

Mother’s Name: Mrs. Kazi Nasrin

Date of Birth: February 2nd

1989 Nationality: Bangladeshi


FIROZ RAHMAN AL AMAN

(KAUSHIK)

Contact: C/O Captain Mostafizur Rahman, House- 72/C-3,

Naval Headquarter Complex, Banani, Dhaka -1213

Tel: 01196102811

E-mail: [email protected]

Personal Information:

MOHAMMED MUSARRAT ABDULLA



Father’s name: Captain Mostafizur Rahman (L), PSC, BN

Mother’s name: Afroz Rahman

Date of birth : 3/9/1987

Nationality: Bangladeshi

Objective:

To pursue a career which will reflect my creativity and aptitude and where I can properly implement

my motivational and negotiation skill in a broader extent. Also devoting my inner strengths for the

betterment of the company and working hard to achieve goals is my first priority.

Academic Background:

2003-2005 Bangladesh Navy School and College, Dhaka

SSC

GPA : 5.00

2005-2007 Ispahani Public School & College, Chitagong

HSC

GPA : 4.8

2008-Present North South University

BBA

Current CGPA : 3.75

Work Experience:

2005-2007 Uniliver

Marketing Officer


2007-2009 Uniliver

Brand Supervisor

Lux

Skills:

1. Creative writing ability.

2. Have a good command over both English and Bengali(Mother tongue) 3. Impressive interpersonal skill.

4. Ability to improvise when required.

5. Ability and mentality to work in a team without breaking harmony. 6. Ability to work under stress.

Extra-curricular activities:

1. Involved with music. I play drums in a rock band. I also occasionally play drums for the

band YAATRI. 2. Have a good knowledge about film making theories, Film editing process and screenplay

writings.

3. I took part in a debate competition in school.

Language Competency

Bangla- Mother tongue

English- Fluent both in speaking and writing.

Computer Literacy:

Familiar with MS word, MS Power Point, Adobe Photoshop, Adobe Premiere, Adobe After Effect,

Sony Vegas and Internet Operating Procedure.

Interest:

Music, Movies, Motor bikes, Computer games, Sports.

References:

Md. Mostafizur Rahman

Muslima Begum

Assistant Secretary

Brunei Darussalam High Commission

House No.26, Road No.6

Baridhara, Dhaka 1212


Captain, BN

Director Personnel,

Bangladesh Coast guard

Agargoan Administrative Area

Block # E, Plot # 12 E

Sher-E-Bangla Nagar, Dhaka -1207

Cell : 01713332002, 01191343415

Curriculum Vitae

Name : S.M.Faisal Munim

Father’s Name : Sheikh Muhammad Faruque

Mother’s Name : Farida Yesmin

Mailing Address : 12/20,Kalyanpur Housing Estate,Mirpur

Dhaka-1207

Contact No : 01678136798

Permanent Address : 167/B,R.K Mission Road,Mymensing Sadar

Mymensingh

Date of Birth : April 23rd,1990

Age : 20years.

Nationality : Bangladeshi (By birth)

Education :

Name of

degree

Name of institution Year Result


BBA

(on going)

North South University,

Dhaka.

2010 3.10(on a

scale of 4.00)

HSC

(Science)

Dhaka Residential Model

College,Dhaka Board

2007 4.00

(on 5 point

scale)

SSC

(Science)

Dhaka Residential Model

School,Dhaka Board

2005 4.63

(on 5 point

scale)

Language Proficiency : Proficient in Bengali and English

Other Qualifications

Worked on event management with North South University Computer Club and Nsu

Wireless Forum

References

01. Mahmud A.Sharif

Associate Professor,MBA

North South University

Cell No: 01733-795832

02.Md.Zubaer IBN Awal

Assistant Professor

Bangladesh University of Science and Technology

Cell No : 01671-438697


RICHARD AUNGON GOMES Phone: 01912-098381, Email: [email protected]

27-1, Tejkunipara, Farmgate, Dhaka 1215 _________________________________________________________________________________________

OBJECTIVE To get knowledge and experience by using my skills meeting the

organization’s goal.

EDUCATION

Bachelor of Business Administration: 2006 – Till date

North South University

CGPA: 2.56/4.00 scale (117/124 credits Completed)

Higher Secondary Certificate: 2005

Notre Dame College

GPA: 4.20/5.00 scale

Secondary School Certificate: 2003

St. Joseph High School GPA: 4.75/5.00 scale

RESEARCH PROJECTS

North South University Students’ overall satisfaction about North South University (March

2010)

Virtualization and its effects (July 2008)


Investment Simulation Project on DSE (February 2010)

Challenges and opportunities of Organization: On perspective of Pizza Hut (August 2009)

Short term Financial Management (November 2009)

NOKIA and its business in Bangladesh (November 2008)

Joining the single currency in Europe (August 2009)

New short term bank loans for Banks of Bangladesh (March 2009)

Motivational Factors of the employees of BAT (November 2010)

_______________________________________________________________________________________ RELEVANT COURSEWORKS

Corporate Finance

Insurance and Risk Management

Investment Theory

Econometrics

Micro and Macro Economics

Money, Banking and Financial Market

HIGHLIGHTS OF QUALIFICATIONS

High analytical ability.

Skilled in mathematical application and reasoning.

Fluent in Bengali and English.

Computer Skills:

Skilled in creating reports using MS Word, MS Excel, SPSS and Minitab.

Experienced in creating and delivering multimedia PowerPoint presentations.

Efficient user of internet to gather information.

SEMINERS ATTENDED

Seminar on the Trend of Economics of Bangladesh, organized by the

department of Economics, North South University in August, 2009.

Seminar on the Natural Disasters of Bangladesh organized by Earth Club of North

South University on November, 2010.

AREA OF INTEREST


Reading books, watching environmental and educational programs,

Karate, Judo and Martial Arts.

REFERENCES Will gladly furnish upon request.

Resume

MD. Shafayet Hassan

53/F, Azimpur Govt. Officers’ colony,

Dhaka, Bangladesh

Contact No: 01913628859 (Mobile)

8624867 (Res.)

E-mail: [email protected]

Objective

To develop and assess my entrepreneurial skills, confidence level, communication skills, and

knowledge base and to gather experience that will help me a lot to take better decision to

handle any situation.

Experience

Five years experience working as Finance manager at Unilever from year 2004 to 2009.



Education

Exam. / Degree Group GPA Institution Year/Semester

S.S.C Business Studies 5.00 Ideal School and college 2005

H.S.C Business Studies 5.00 Notre Dame college 2007

B.B.A Business Studies 3.54 North South University 7th Semester

Personal Information

Date of Birth : 27th September, 1990

Father’s Name : MD. Faizul Hassan

Mother’s Name : Sufia Akhter

Present Address : 53/F, Azimpur Govt. Officer’s Colony, Dhaka-1205

Permanent Address : F-101, North Banasree, Goran, Dhaka

Religion : Islam

Nationality : Bangladeshi

Marital Status : Single

Proficiency

Proficient in MS Office applications: Word, Excel and Power point.

Pastimes and interests

Playing, Reading novels (sometimes), Listening songs and hanging out with friends.


Khondker Rahat Hasan

8/1 Sylcon Villa, Flat-902, Topkhana Road,

Shegun Bagicha, Dhaka-1000

Contact No. 01818-114180

9552664 (Res.)

Email Address: [email protected]

Objective

Well educated with sharp communication and official skills looking forward to give the best

effort and gather real life working experience.

Education

Exam/ Degree Group/

Major

CGPA Institution Year

S.S.C Business

Studies

5.00 Ideal School and College,

Motijheel, Dhaka.

2005



H.S.C Business

Studies

4.80 Notre Dame College, Motijheel,

Dhaka.

2007

B.B.A Finance North South University, Dhaka 69 credit hours

completed

Personal Information

Date of Birth: 13th November, 1990

Father’s Name: Khondker Hasan Reza, FCS

Mother’s Name: Jahanara Begum

Present Address: 8/1 Sylcon Villa, Topkhana Road, Shegun Bagicha, Dhaka-1000

Permanent Address: Same

Religion: Islam (Sunni)

Nationality: Bangladeshi

Marital Status: Unmarried

Proficiency

Ms Office applications: Proficient in Ms Word, Ms Excel and Power Point.

Language Proficiency: Proficient in both English and Bengali verbally and written.

Special Proficiency in English:

Took part in Young Learner’s Education Course in British

Council, Dhanmondi, Dhaka.

Have done English Communication Development Course

from Democracy Watch, Shiddheswari, Dhaka.

Was a part of Spoken English Course from Grand Spoken

English, Mowchak, Dhaka.


Personal Skills

Very good team playing ability with natural leadership skills and can work under difficult

situation and pressure. Have organizing skills and can convince people effectively.

Work Experience

Have worked as a HR Manager and Head of Operations in a production based business

organization for 8 years.

Pastime and Interests

Interested in music and can play some guitar. Reading books, playing cricket, swimming,

hanging out with friends are favorite pastimes.

Guti Urea Business Plan

Documents

Transcript of Guti Urea Business Plan