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Welcome to thepresentation of
KALEIDOSCOPE
TOPIC OF OUR PRESENTATION
WE ARERakib Mohammad Avi 60
Md. Hasan Imam 55
M.A.G. Zilani 07
Papia Afrin 56
Saif Hassan 31
Sabrina Rahman 44
Hasib Hassan Khan Chowdhury 58
BACKGROUND OF RECKITT BENCKISER
It was formed in 1999
By the merger of Britain's Reckitt & Colman and Benckiser of the Netherlands
Sells products in 180 countries
Operates in 50 countries
In Bangladesh, it targets both markets of high-income level and low-income level
people.
It is proud sign of leadership and commitment to the local consumers.
THREE PRINCIPLES OF RECKITT BENCKISER
the symbol of quality that refers continuous
improvement
customer satisfaction
To act as a responsible citizen of
the world
COMPANY HISTORYJeremiah Colman begins milling flour and mustard in Norwich, UK. In 1814
Benckiser was founded by Johann A. Benckiser
In 1886 Reckitt & sons begins expansion and opens businesses around the world - the first in Australia.
A joint venture company had been set up in South America between Reckitt & sons and J&J Colman – Atlantis Ltd.
In 1938 Reckitt merge with J&J Colman to become Reckitt & Coleman Ltd.
In 1956 Benckiser diversifies into consumer goods and industrial cleaning products.
In 1999 Reckitt & Coleman and Benckiser merged to become Reckitt Benckiser Ltd. .
RECKITT BENCKISER IN BANGLADESH
owned by the parent company Reckitt Benckiser Plc., UK corporate office shifted to Dhaka from Chittagong on 2nd December 2001.Incorporated on 15th of April 1961 in then East Pakistan. Registered with Government holding 20.8% of its shares.Provides products in the areas of surface and fabric care, dishwashing, homecare, health and personal care, and food
FINANCIAL ANALYSIS
Aro
und t
he W
orl
d Recently the emerging markets of Asia are recovering
Net turnover of the company grew by
15% to 555 million in 2010
major improvement was driven by 19%
growth in household business,.
marketing and selling cost have
significantly lowered by 25%
FINANCIAL ANALYSIS
In B
angla
deshgross profit earned in
Bangladesh in the year 2010 was Tk. 255,895,632
in 2010
After providing the taxation, the net profit of 2010 was Tk. 26 million.
Has recommended a dividend of 30% for 2010
the most revenue earned in 2010 was from the Fabric care segment.
ENVIRONMENTAL ANALYSIS
External
Environme
nt
Internal
Environme
nt
EXTERNAL ENVIRONMENT
CUSTOMERS COMPETITORS
SUPPLIERS HUMAN RESOURCE
ECONOMIC DEVELOPMENT
POLITICS AND GOVERNMENT
LAW AND REGULATORY FORCES
CULTURE
INTERNAL ENVIRONMENT
THREE LEVELS OF MANAGERS:
TOP LEVEL MANAGERS
MID LEVEL MANAGERS
LOW LEVEL MANAGERS
INTERNAL ENVIRONMENTOther Internal Factors:
TECHNOLOGY FINANCIAL POSITION
RESEARCH AND DEVELOPMENT WORKFORCE
CONTROLS ORGANIZATIONAL STRUCTURE
CONTINGENCY THEORIES OF ORGANIZATION DESIGN
Types of Departmentalization
Product Departmentalizati
on
Functional Departmentalizati
on
FUNCTIONAL DEPARTMENTALIZATION
Finance: • designs an annual budget
to finance all the functional activity.
Marketing: • manages all the product
mix of the company. There are separate marketing departments to manage their premium brands like Mortein, Harpic and Trix.
• monitors all the product mix
• makes critical decision on whether to invest more money
FUNCTIONAL DEPARTMENTALIZATION
Human Resource Management: • Determines the
human resource need of the company.
• recruits executives, officer or worker for the company.
Manufacturing: • consists of nine
SBUs.• SBU manufacture
the products of nine different product lines.
Supplies: • Analyze the
supplies of each year business incurred
• keep the reports and present analyzed data of different management level.
PRODUCT DEPARTMENTALIZATION
different product departments are pest control, lavatory care, dishwashing, fabric care, analgesics, antiseptic, specialty cleaner, air care and depilatories.
Used to manage the product line of the company
BUSINESS AND ANALYSIS DEPARTMENT
analyzes the new products compatibility in the market place
Product’s potential profitability
New product is developed in the corporate head office in U.K.
Product Development Officer is responsible for that.
DEGREE OF CENTRALIZATION
the decision-making process is almost decentralized .
the higher-level manager makes the major the decision like new product development or investment.
the middle and lower level managers do the tactical and operational level planning.
SPAN OF CONTROLThe number of
subordinates who reports directly to an
executive or to an officer is called the span
of control.
Reckitt Benckiser has a narrow span of management.
THE OPTIMUM SPAN OF CONTROL MAXIMIZES SUPERVISORY
EFFECTIVENESS BECAUSE IT IS:narrow
enough to maintain the control over
the subordinate.not so narrow that it leads over control
and an excessive number of
managers who oversee a
small number of
subordinates
DELEGATION OF AUTHORITY
• delegates responsibilities • should state what the final
product should be.• has to be clear about the
goals.Manager
• has the authority and resources to successfully carry out the task
• Is accountable for achieving the results.
Subordinate
RESPONSIBILITY
Regulatory, Safety & Environmental
Services
R&D managers
RSE Managers
• formulate, publicize and monitor the Policy
• apply this Policy• implement the
Product Safety Programs
• abide by established Company practices
• report and assist in the investigation of product-related findings
COMMUNICATION SYSTEM
Downward Communicati
on
Upward Communicati
on
DOWNWARD COMMUNICATION
Instructions about tasks
Job’s purpose
goals and ideology of
the company
policies and procedures
Feedback about
performance
UPWARD COMMUNICATION
information about
subordinates, co-workers
and their problems
organizational practice
what needs to be done
how things need to be
done
CHANNELS OF COMMUNICATION
Oral channel like meeting, conversations etc.
Posters and bulletin board
Written channels like suggestion system, complain system etc.
HORIZONTAL COMMUNICATION
takes place among employees in the same work group.
makes sharing of information, coordination, problems solving among departments.
provides social and emotional support among employees
Channels include conference, meetings, telephone and intercom system, management information system and standard written communication etc.
SWOT ANALYSIS
SWOT
Strengths
Weaknesses
Opportunities
Threats
STRENGTHS
TOTAL QUALITY MANAGEMENT WORKFORCE INNOVATION OF
PRODUCT
LARGELY DIVERSIFIED
PRODUCT
LEADER OF LAVATORY CLEANERS
POLISH SEGMENT
QUALITY MODIFICATION
TEAM
IMAGE OF THE ORGANIZATION
WATER CONSERVATION
PROGRAM
PATENT/TRADEMARK
WEAKNESSES
DISHWASHING CATEGORY
PROMOTION
HIGH VOLUME OF OVERHEAD
LACK OF LAUNDRY
DETERGENTS
OPPORTUNITY
DISHWASHING CATEGORY
PEST CONTROL
SOAP INDUSTRY
HAIR CREAM INDUSTRY
THREATS• COMPETITORS' HUGE
PROMOTION
• TOO MUCH DEPEDENCE ON THE SUPPLIER
• HIGHER OPERATING COST
• ECONOMIC SITUATION OF THE COUNTRY
THANK YOU FOR BEING WITH US
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