Final Project of IB

8/2/2019 Final Project of IB

1/42

Project Title:

AZGARD9

Submitted by:MARYAM SATTAR

Registration no:

FA09-MBE-029

Submitted To:

SIR SHAHID KALEEMSubmitted date:

28THAPRIL2011


2/42

Table of Contents:

Acknowledgements

1) EXECUTIVE SUMMARY Introduction of project

Company introduction Company objectives to achieve by internationalization

2) CURRENT SITUATION OF AZGARD-9 Export operational analysis- Export capacity and the export function Foreign direct investment analysis- capacity and feasibility Industry status Selection of possible products to be exported

3) MARKETING PREPARATION Market research sources Target market identification and evaluation Selection of target markets

4) BUSINESS ENVIRONMENT ANALYSIS Economic environment Cultural environment

5) TACTICS AND STRATEGIES Primary target selection Product selection for primary target market

Choosing a method of market entry- Franchise or license Selection of distribution partners and promotion Terms and procedures

6) FINANCE/ BUDGETING Internal sources of funding Offshore financial sources Capital budgeting

7) INTERNATIONAL MARKETING Marketing strategies

Marketing mix-Product, Price, Place, Promotion Branding

8) INTERNATIONAL HRM Identify the major skill areas required to do business abroad Qualify the existence of internal resources to cover certain international skill areas Identify those needs areas that require outside consultation by trained service providers


3/42

Provide a system that will help structure the process of researching entry into definedtarget markets

9) GLOBAL SUPPLY CHAIN MANAGEMENT International manufacturing strategies

Quality Supplier networks Inventory management

10) IMPLEMENTATION SCHEDULE FOR AZGARD-9

11) APPENDIX

12) REFERENCES


4/42

Acknowledgement:

In the name of Almighty Allah, whose uniqueness, oneness and the wholeness areunchallengeable who guides us in all the ways of life and in every difficult circumstance?All the respect is for His Holy Prophet, Hazrat Mohammad (PBUH), who enables us torecognize and follow the path of oneness of ALLAH.

First I am very thankful to almighty ALLAH for giving me such cooperative andsupporting parents who are always there to guide me.

Secondly, I am also thankful to respected Mr. Shahid Kaleem for giving me the

confidence and helping me throughout the making of my project on AZGARD-9 when Ineeded help.


5/42

Introduction to AZGARD9:

Company Information:

BOARD OF DIRECTORS

Mr. Mueen Afza

Chairman

Mr. Ahmed H. Shaikh

Chief ExecutiveChief Justice (Retd.) Mian Mahboob Ahmad

Mr. Aehsun M.H. Shaikh Mr. Ali Jehangir Siddiqui Mr. Khalid A.H. Al-Sagar Mr. Mohammed Khaishg

COMPANY SECRETARY

Mr. Muhammad Ijaz Haider

CHIEF FINANCIAL OFFICER

Mr. Abid Amin


6/42

AUDIT COMMITTEE

Chief Justice (Retd.) Mian Mahboob Ahmad Chairman Mr. Mueen Afza

MANAGEMENT TEAM

Mr. Ahmed H. Shaikh Mr. Tariq Mohammad Khan Mr. Abid Amin Mr. Irfan Nazir Mr. Tahir Munir

Mr. Atif Farooqi Mr. Usman Rasheed

FINANCE COMMITTEE

Mr. Ahmed H. Shaikh Mr. Ali Jehangir Siddiqui Mr. Tariq Mohammad Khan HUMAN RESOURSE COMMITTEE Mr. Ahmed H. Shaikh

Mr. Tariq Mohammad Khan Mr. Salim Khan

BANKERS JS Bank Limited MCB Bank Limited Citibank N.A. ABN Amro Bank Faysal Bank Limited Habib Bank Limited Saudi Pak Industrial & Agricultural

NIB Bank Limited National Bank of Pakistan Allied Bank Limited My Bank Limited KASB Bank Limited Pak Oman Investment Company Saudi Pak Commercial Bank


7/42

LEGAL ADVISORS Hamid Law Associate

AUDITORS

Rahman Sarfaraz Rahim Iqbal Rafiq Chartered Accountants TAX ADVISORS Faruq Ali & Co. Chartered Accountants

REGISTERED OFFICE

Ismail Aiwan-e-ScienceOff Shahrah-e-Roomi

Lahore, 54600

Ph: +92 (0)42 111-786-645

Fax: +92 (0)42 5761791

PRODUCTION UNITS:

Unit I

2.5 KM off Manga, Raiwind Road,

District Kasur.Ph: +92 (0)42 5384081Fax: +92 (0)42 5384093

Unit II

Alipur Road, Muzaffargarh.Ph: +92 (0)661 422503, 422651Fax: +92 (0)661 422652

Unit III

20 KM off Ferozepur Road6 KM Badian Road on Ruhi NalaDer Khurd, Lahore.Ph: +92 (0)42 8460333, 8488862


8/42

Company Profile:

Basic Information:

Company Name: Azgard Nine LimitedBusiness Type: Manufacturer, Exporter

Product/Services: Textile fabric, yarn, graments

Registered Address:2.5km Off Manga, Raiwind Road, District Kasur, Pakistan.,Lahore, Punjab, Pakistan,Pakistan 54800

Number of Employees: 501 - 1000 PeopleCompany Website URL: http://www.azgard9.comYear Established: 1986

Trade & Market

Main Markets: WorldwideIndustry: Yarn

Annual Turnover: US$100 Million

1. Executive Summary:

Introduction of the project:I choose the 2ndlargest exporting industry of Textile AZGARD 9. I focused on a global best

buy value proposition, AZGARD 9 is positioned as a cutting edge product incorporatingEuropean product development and European commercial front end, while producing high valuethrough low cost manufacturing in Pakistan.

Companys History:

The Azgard Nine Limited Group was started as a family business over four generations ago. The

Sheikh family, Now in its Forth generation, in one of the oldest business families in the sub

continent with experience in many different sectors and having a proven track record of

successful leadership in four continents. The gamily began its first operations in 1886 in
http://azg2fc06.en.wdbiz.net/http://www.wdbiz.net/ws/Textile-fabric.aspxhttp://www.wdbiz.net/ws/yarn.aspxhttp://www.wdbiz.net/ws/graments.aspxhttp://www.wdbiz.net/company/637/Yarn.aspxhttp://www.wdbiz.net/company/637/Yarn.aspxhttp://www.wdbiz.net/ws/graments.aspxhttp://www.wdbiz.net/ws/yarn.aspxhttp://www.wdbiz.net/ws/Textile-fabric.aspxhttp://azg2fc06.en.wdbiz.net/


9/42

shamkot, in the Asian sub continent. Although, now, A Public company the family still remains

behind the company in every way, supporting and nurturing its growth into the future and

beyond. The current specialized yarn operation was set up in 1972 with the open end spinning

and denim weaving operations following in 1995. The final frontier was the garments operation,

which cane in to being in 1997. The concept behind the groups textile ambitions was to be afully vertical apparel solution provider based in a country that would be able to maintain its

competitive advantage in this field for the yards to come (Pakistan is the fourth largest denim

producer in the world with an annual production of 200,000,000 meters). This has now been

achieved and Azgard in able to offer these services as a single source supplier for all denim and

specialized yarn customers. The future is squeezing the brand customers toward a sourcing

solution that stems from as small a global map as will allow. We believe it is feasible, in order to

not be spread too thin, to consolidate a position in as few regio ns as possible in the quest of r

practical and economical global sourcingAzgard Nine limited is that perfect vehicle which can

accommodate and achieve this position, therefore realizing the vision that was incepted so manyyears ago by the guardians of the Azgard group bring the resultant advantages to you the

customer. Azgard Nine Limited (ANL) is a composite spinning, weaving, dyeing and stitching

unit engaged in the manufacturing of yarn, denim and denim products. The Company's main

business is that of manufacturing and marketing of denim textile and apparel products from raw

cotton to retail ready goods. The Company operates in two segments: Textile and Apparel,

includes manufacture and sale of textile and apparel products. Fertilizers, which manufactures

and sales of nitrogenous and phosphatic fertilizers. The Company operated its business, through

its subsidiaries, including Nafees International Tekstil Sanays Ve Ticaret Anonim Sirket,

Agritech Limited, Hazara Phosphate Fertilizers (Private) Limited and Farital AB.

Companys Vision:

In textile and apparel: To become a major regional Global Fashion Apparel Company.In Fertilizers: To become a major regional diversified Fertilizer Company.

Companys Mission:

In textile and apparel: To retain a leadership position as the largest value added denim ProductsCompany in Pakistan.

In Fertilizers: To become a diversified manufacturer of both Nitrogenous and phosphatefertilizers, significally contributing to the development of the agricultural sector of Pakistan.

Company objectives to achieve by internationalization:

Internationalization can be defined as a strategy through which a firm expands the sales of itsgoods or services across the borders of global regions and countries into different geographic


10/42

locations or markets. So, AZGARD had achieved many objectives by internationalization likethey have strong company name in the Middle East and Europe and company achieve CRM byinternationalization strategy. This enhance the annual turnover of the company up to US $ 435million. Its customer retention strategy emphasizes high-quality standards and products andadded value that is easily recognized by customers. The company aims to become a leading

export company within the sector by offering high-quality products.This is a progressive process which will demand an increasing amount of resources as thebusiness grows.

2) CURRENT SITUATION OF AZGARD 9:

Export operational analysis- Export capacity:

Currently AZGARD 9 divide their activities on three heads:

Garments Division Denim Fabric Division Spinning & Specialize Yarn

SECTION CAPACITY

Garments Division 12000 Pcs per day

Denim Fabric Division 5000 Pcs per day

Spinning & Specialize Yarn 400 Bags per day

GARMENTS DIVISION

The garments operation is the newest addition to complement the Azgard portfolio and thuscompletes the fully vertical aspirations and visions of the group. The operation is manned by thebest team of specialists bought in from Italy the garment "Mecca" of the world.The department of garment division started its production in 1996. They are fulfilling the initialminimum order quantity 7000 pieces. But, now the total production of the garment division is

per day 12000 pieces. The garment operation is the newest addition to complement. The azgard-9 portfolio and thus completes the fully vertical aspirations and visions of the group.

Record production for one day is 22500 pieces on dated 16th March 2007.

Achievement of stitching for the month of March 2007 is 329064 pieces.(MangaSite)

Achievement of stitching for the month of April 2007 is 301441 pieces.(Manga Site)


11/42

DENIM DIVISION

The department of denim division started its production in 1995. And they are yearly produce14.4 million meters of fabric. The primary focus and concentration of the denim division is toproduce value added fashion forward advanced denim fabrics which are in line with the markerleaders located around the world. But at a prose point that truly offers the best buyto our customers. We are nominated to be the only supplier in Pakistan for some ofthe largest and most prestigious customers from around the world.Azgard-9 has state of the art manufacturing facilities employing rope dyeing and airjet weaving technology. Our total capacity will be 26 million linear meters by yearsend 2005.

SPINNING & SPECIALIZE YARN

The department of specialized yarn started its production in 1972. And they are yearly

producing 67 million/ LBS per year. And the department of spinning division started its

production in 1995, its produce 400 bags per day.During 1998-1999 textile industry produced

1,542 million Kg of yarn, out of which 54.94 million Kg (3.56%) was consumed in mill while

417.78 million Kg (27.10%) was exported and 1,069.2 million Kg (69.34%) was available for

local market. The price of yarn (20/1) during 1998-1999 was Rs. 472.61 per bundle of 10 lbs.

Pakistan exports yarn to the following major countries: Hong Kong (25.38% of total yarn

export), Japan (19.72%), South Korea (8.90%), Asian countries (8.31%), Dubai (3.72%), China

(7.77%), and USA (4.81%).

Export Function:

Azgard has local market as well as export market; therefore the major job of all the marketing

managers is defined. The major steps, which are involved in the process, are as follows.


12/42

Broadly categorized there are two types of customers:

Direct Customers

Direct customers are those who directly import the yarn from Azgard. These types of customers

enjoy the low prices because of the fact that there is no commission involved in that case. In this

type of correspondence there is no intermediary.

Agent Customers

In this aspect there are three possibilities

1) Pakistani agent is involvedFirst possibility occurs when a local agent has some direct customer in the local countryand that agent contact with Azgard. The commission paid to the agent is added to thecost. The commission ranges from 2% to 3%.

2) Foreign agent is involvedSecond possibility occurs when a foreign agent has some customers in his country andthat person is in direct contact with Azgard. The commission in that case is also added tothe cost. The limit of that commission ranges 2% to 3% according to the amount of theinvoice. The percentage depends upon the profit margin which is given by the customer.

3) Pakistani as well as foreign agent is involvedThird possibility occurs when a foreign agent has some customers and that agent had nodirect link with the company but with a local agent who have direct link with the

company. In this case the maximum commission for both the agent is 4% which isdistributed among them by mutual understanding.

Export Order Execution

Scope

This procedure is applicable for all sort of yarn being produced.

Purpose

To maintain & increase the export with better quality goods and services.

To ensure that services fulfill the needs of customers


13/42

Responsibilities

C.O.O. To give price approval

Dept. In charge To make inquiry to relevant section and watch all related activities.

Section In charge To do costing and setting approval & follow up.

Senior/Junior Staff To send samplesTo note dispatches ordersTo maintain all records in Customers Dockets

Procedure InquiryFirst of all, customer send enquiry. He tells about his requirements that how many quantity ofyarn is required in what count and specification. In response the supplier sends quotation to the

customer and tells about the detail of his order. Suppliers see whether he can meet hisrequirements or not. The negotiation is started between seller and customer in which prices aresettled, delivery date is decided and other terms and conditions are discussed.

Costing

Costing sheet is prepared for C.O.O approval. In absence of C.O.O department in chargeapproves the price.

Costing Approval

CEO gives approval or may suggest any other price to be offered.

Contract Review and Issue

Section in charge takes following steps before issuing a contract:

1 .Prepare contract review check sheet

2. The requirements are adequately defined and involvements of production areas arespecified.

3. In-house/Out-house, have the capacity to meet the order requirements.

In getting approval of costing and review of customers requirements prices are quoted to thecustomer for confirmation.

Confirmation of Sale Contract

If customer confirms the price offered, sale contract is issued to the customer with completedetails of price, quality, delivery, payments terms etc.


14/42

Letter of Credit (L.C)

In this suppliers bank and customers bank are involved. Therefore payment is done throughbanks.

Procedure of Letter of Credit

1. LC Opening BankIt is also called the bank of importing country.

2. LC Advising BankThis bank provides LC to the suppliers. The supplier receives the LC and starts the production.

3. Negotiating BankThe supplier submits the required documents to this bank. Then this bank provides the amount ofLC to the supplier on certain terms and conditions.

Elements of Letter of Credit

1. Name of issuing bank

2. Form of LC

3. Revocable of irrevocable

4. Date of issue

5. Buyers name

6. Suppliers name

7. Currency code.

8 Amount

9. Payment terms.10. Shipments

11. Loading

12. Transportation


15/42

Performa Invoice

After the negotiation on prices took place and both the parties agreed, then the Performa invoice

is formed in which all the conditions of LC and total quantity of order and the total price of that

order is mentioned. The invoice is faxed to the buyer and after the confirmation and opening of

LC production is started of that order.

Description

Count 20/1 carded 100% cotton

Quantity 660 cartons

Packing sea worthy standard

Shipment July 3, 2000

Price US $ xxx per kg

Amount US $ xxx

Payment payment by confirmed irrevocable LC

Commission 2% to foreign agent 1% to local agent

Production Memo:

Production memo is a statement in which all types of instruction about the production of thegiven order are written. Dispatch of Goods/ Yarn. Packed yarn is dispatched to the customers. Ifthe shipment is to be custom cleared from Karachi, goods are sent to Karachi on trucks with allnecessary records. Dispatched goods are detail noted in relevant registers.Shipment

Industry Status:

Country: Pakistan

Status: Active


16/42

Selection of possible products to be exported:

Products:

1. Specialized Yarns

2. Denim Fabrics

3. Denim Garments

Services:

1. Construction of 2.5 Kms road leading from the main Multan Road to aNearby village.

2. Set up a Police Post in the adjacent village

3.

Cost sharing with Punjab Govt in arranging Annual Lahore MarathonRace (All categories)

4. To promote & set-up facilities for technical as well as general educationprograms.

5. To start community social development programs in areas of health,

Yarn: Pakistan exports yarn to the following major countries: Hong Kong (25.38% of total yarnexport), Japan (19.72%), South Korea (8.90%), Asian countries (8.31%), Dubai (3.72%), China(7.77%), and USA (4.81%).

Denim Fabric:

The department of denim started its production in 1995. And they areyearly produce 14.4 million meters of fabric. The primary focus and concentration of the denimdivision is to produce value added fashion forward advanced denim fabrics which are in linewith the marker leaders located around the world. But at a proce point that truly offers the bestbuy to our customers.

Garment Division:

The department of garment division started its production in 1996. They are fulfilling the initialminimum order quantity 7000 pieces. But, now the total production of the garment division isper day 12000 pieces.

3. Marketing Preparation:

Market Research Sources:

There are also a great many local resources for information about your target market that you'llwant to explore. Besides the local library, the local Chamber of Commerce, Board of Trade,


17/42

Economic Development Centre, local government agent's office, provincial business ministry,local phone book and yellow pages will all have information that will help you define your targetmarket and provide insights into trends.Azgard9 have strong roots in the foreign market. Thecompany is providing very little of overall products and services to the local market51% Direct Exports, 32% Indirect Exports &17% Local sales.

Customer Complaints Create Profit:

Customer complaints are like medicine. Nobody likes them, but they make us better. Actually,customer complaints are probably more like preventative medicine because they provideadvanced warning about problems.

1) Individual Employees:

Business is becoming increasingly complex and fast-paced. Customer service professionals haveto know their product or service, their company information, the technology that supports it, andhow to communicate all of this to savvy, demanding customers. Even a small gap in knowledgeor skill could cause huge repercussions in terms of lost business.

2) The Company:

More often, the culprit in customer complaints is the actual product or service we provide. Theremay be an inherent flaw in the design. Or there could be a glitch in the distribution channel thatcauses dissatisfaction. Even if everything is perfect, marketing, advertising campaigns, andsalespeople could inflate value and create customer expectations that are impossible to satisfy.

3) The Customer:

As many of us have always suspected, customers actually cause most of the problems theycomplain about. It's not our fault. It's not our employees' fault. Its the customer's fault.

Yet even with these customer complaints there is profit to be mined. Customer education andinnovation are the possible solutions.

Target market identification and evaluation

The process of using income, demographic, and life style characteristics of a market and censusinformation for small areas to identify the most favorable locations.

I collect the data from our reliable marketing resources and then assess that market whether Ishould offer my product in that market or not. In the evaluation step all the feasibility reports areto be made and a complex study has to be done by our marketing experts.


18/42

Strategies and Analysis:

Competitive Strategy:

Better performance.

Providing value added Products.

Providing on demand washing effects.

Adopted push and pull strategy.

Marketing Strategy:

Firstly improving own product.

Better research and development.

Product innovation.

Reasonanable price against market.

Smart and excellent outlook of garments.

Evaluate target markets involves:

Examining market trends that may influence a particular industrys products and

services. Studying the competition in the industry and in the market.

Drawing conclusions involves:

Deciding which markets to target, based on the data that is acquired.

Market Industry Targeting Importance:

Some important implications of market targets by industries are:

Customer information:Understanding an industrys target market comprises analyzingaspects such as customer demography, characteristics, preferences and geographicconcentration. This helps us to define target customers more effectively.

Determining market modes: This involves determining suitable modes to reach thetarget markets. The different modes of advertising include direct marketing, web,television and print advertising. These are all modes by which Azgard Textile Ltd.Adopts in our newly target country like Canada.


19/42

4.BUSINESS ENVIRONMENT ANALYSIS:

Economic environment:

The textile industry is one of the most important sectors of Pakistan. It contributes

significantly to the country's GDP, exports as well as employment. It is, in fact, thebackbone of the Pakistani economy.

Established capacity

The textile industry of Pakistan has a total established spinning capacity of 1550 millionkgs of yarn, weaving capacity of 4368 million square meters of fabric and finishingcapacity of 4000 million square meters. The industry has a production capacity of 670million units of garments, 400 million units of knitwear and 53 million kgs of towels. Theindustry has a total of 1221 units engaged in ginning and 442 units engaged in spinning.There are around 124 large units that undertake weaving and 425 small units.

There are around 20600 power looms in operation in the industry. The industry alsohouses around 10 large finishing units and 625 small units.Pakistan's textile industry has about 50 large and 2500 small garment manufacturing units.Moreover, it also houses around 600 knitwear-producing units and 400 towel-producing units.

EXTERNAL ENVIIRONMENT

PEST ANALYSIS


20/42

Political Changes

Political factors include government regulations and legal issues and define both formaland informal rules under which the firms operate. The rule and regulations that theAZGARD 9 industry follows are as follows:

Tax Policies

General sales tax is enhanced from 15 % to 16 % including sales tax services underthe Provincial Sales Tax Ordinance, etc.

Due to the increase in the general rates of sales tax, the rate sales tax on the naturalgas has been increased from 24 % to 25 %.

The government has put special excise duty of 2 % as well.

Duty on the services such as goods insurance, fire Insurance, theft Insurance,marine Insurance, other Insurance, non-fund services provided by bankingcompanies or non-banking companies has been enhanced from 5 % to 10 %.

The company confident that all pending issues will be ultimately resolvedwithout any additional liability.

The rate of tax for the collection at the import stage for all imports of goods has beenreduced to2 % from 5 %.

Employment Laws:

The labor policy issued by the Government of Pakistan lays down the parameters for thegrowth of trade unionism, the protection of workers' rights, the settlement of industrialdisputes, and the redress of workers' grievances.The policy also provides for the compliance with international labor standards ratified byPakistan. At present, the labor policy as approved in year 2002 is in force.


21/42

Environment regulations

At present Pakistan textile industries follow the Pakistan Environmental ProtectionAct,1997.

The Pakistan government has now become conscious of the environmentalpollution.

But still there are many factors that are prevailing up till now and are the cause ofthe unrest.

Moreover, the geographical region where Pakistan is located, having the neighborssuch as India and Afghanistan, and the pertaining international situation regardingthe war against terrorism, not only the direct investors have stepped back even theinvestors who have made investments in the country are backing up. These factorsaffected the textile industries in Pakistan.

Economic Factors:

Pakistan, with a population of about 18 million people has undergone a remarkable macroeconomic growth during the last few years but the main and the core problems of theeconomy are still unsolved. Inflation is one of the core problems. The inflation in the year2008 has recorded to be the highest according to the Federal Bureau of Statistic. Theconsumers are mostly pessimistic about the economic conditions of the country as theeconomy is going in downward direction these days. Economic factors cannot be excludedfor operating any business including textile. Following are the factors affectingThe macro economy:

Economic Growth

The textile sector growth continued 7.85% in 2008-09, which is slightly more moderatethan 7.12% for the year 2007. Economic conditions are not very sound. The increasinginflation, imposition of new taxes, rising fuel charges and changes in governmenteconomic policies has discouraged investment in textile. If Pakistan keeps on gettingbetter grants and loans waivers or if any other economy boosting factor such as controlledinflation rate and economic growth take place, it willBenefit the entire industry and also for azgard9 as well.

Inflation Rate

Inflation is one of these core problems. This thing is really hurting the purchasing powerof Pakistani consumers. The inflation in year 2009 has recorded to be the highestaccording to the Federal Bureau of Statistics. Consumer Price jumped to 17.86% in March2009 according to the statistics given by Federal Bureau of Statistics.

Interest rate

The monetary policy of Pakistan is controlled by the state bank of Pakistan. The statebank, in order to control the inflation has taken measures and tightened up the monetarypolicies. Pakistan has raised its main interest rate to 13.5 % to help fight inflation.


22/42

Exchange Rate

The exchange rates of Pakistan with respect to the U.S. dollar, has declined. The Pakistanirupee has depreciated since the proclamation of emergency rule in November 2007 and

especially in current democratic govt. this rate is at very low side. In other words we cansay that the value of the rupee has fallen as the time passed by.

Social Change

Health consciousness among the people of Pakistan has been increasing day by day. The citizens of Pakistan are getting aware of their duties in order to maintain the

healthy environment.

Government is taking several steps in order to educate, how important it is for the

people to live in the healthy environment.

The government discourages the operation of the industries with in the city bycharging these factories with environmental charges.

By the passage of time, the people as well along with the government are discouragingsuch activities and demand for clean environment

Technology Change

The Pakistani industries not only have to compete among them selves but with theinternational market as well.

Pakistan is steadily automating particularly its manufacturing sectors to stir qualityproduction and ensure skilled management, as it would ensure a good place for thecountry in the global competitive market.

Technological factors can lower barriers to entry, reduce minimum efficientproduction levels, and influence outsourcing decisions.

In recent years, technology has been seen to be progressing at very fast rate all over theworld. It has helped to raise income and alleviate poverty in the develop ing countries.

Cultural environment:

The high speed passionate pursuit of progress through teamwork; Azgard believe in team workand all the departments follow the hierarchy levels of reporting strictly.A culture is the valuesand practices shared by the members of the group. Company Culture, therefore, is the sharedvalues and practices of the company's employees.

Company culture is important because it can make or break your company. Companies with anadaptive culture that is aligned to their business goals routinely outperform their competitors.
http://management.about.com/cs/generalmanagement/g/culture.htmhttp://management.about.com/cs/generalmanagement/g/culture.htm


23/42

Some studies report the difference at 200% or more. To achieve results like this for yourorganization, you have to figure out what your culture is, decide what it should be, and moveeveryone toward the desired culture.

Company cultures evolve and they change over time. As employee leave the company and

replacements are hired the company culture will change. If it is a strong culture, it may notchange much. However, since each new employee brings their own values and practices to thegroup the culture will change, at least a little. As the company matures from a startup to a moreestablished company, the company culture will change. As the environment in which thecompany operates (the laws, regulations, business climate, etc.) changes, the company culturewill also change.

These changes may be positive, or they may not. The changes in company culture may beintended, but often they are unintended. They may be major changes or minor ones. Thecompany culture will change and it is important to be aware of the changes.

Assess The Company Culture:

There are many ways to assess your company culture. There are consultants who will do it foryou, for a fee. The easiest way to assess your company's culture is to look around. How do theemployees act; what do they do? Look for common behaviors and visible symbols.

Listen. Listen to your employees, your suppliers, and your customers. Pay attention to what iswritten about your company, in print and online. These will also give you clues as to what yourcompany's culture really is.

Determine The Desired Company Culture:

Before you can change the company culture, you have to decide what you want the companyculture to look like in the future. Different companies in different industries will have differentcultures. Look at what kind of a culture will work best for your organization in its desired futurestate. Review your mission, vision and values and make sure the company culture you aredesigning supports them.

Cultural Environment of Target Country:

As Azgard 9 is targeting the whole world but the most targeting country in the world is Europe. Iam targeting all type of people for Denim Jeans thats why jeans can easily be worn by male,

female and children. As Europe is the largest country for wearing jeans and also the mostfashionable country in the world thats why I am targeting it for the people. And after thatAzgard 9 is targeting Italy because in Italy, they have a company named by Montebello. Culturalenvironment of Europe and Italy is given below:


24/42

Europe:

Europe has significant cultural diversity together with exceptional ancient architecture, builtenvironment and artifact collections which attract millions of tourists every year to its historicalcities and sites, museums, libraries, etc. However. In particular, environmental change further

complicated by the increasing influence of climate change presents one significant threat to thesustainability of Europes cultural heritage.There has been a long tradition in and awareness ofthe importance of cultural heritage since Antiquity, in particular at national level. This idea ofrestoration really crystallized in the 19th and 20th centuries, with these ideas being put intopractice also at European and global level. Indeed the first EU initiatives in cultural heritagewere undertaken from 1974, while the first research projects supported by the EuropeanCommission in this field began in 1986. Since 1993, the EU Treaty (Article 167) specifies thatsafeguarding moveable and immoveable cultural heritage of European significance must betreated as a priority for the EU and is the legal basis for protection initiatives including researchon cultural heritage. From its beginning in 1986, cultural heritage research in the EU has beensupported and managed within the framework of the Commission's environmental research

programmes; since then, some 120 projects have been supported involving more than 500stakeholder organizations from all European countries.

Italy:

A country of remarkable beauty and varying regional characteristics, Italy is unmistakably aplace of cultural achievement and historical pride. Italian culture permeates every aspect of lifeand as a result, for those wishing to integrate effectively into Italian society or perhaps hoping tosuccessfully break the Italian business market, an understanding of this culture is a vital tool.Since Italy became a nation state in 1861, the country has experienced numerous historicalupheavals and periods of cultural influence. A founding member of the EU, Italy has contributed

substantially to European and Political integration. Italy's infamous north and south divideprovides a diversified economy consisting of both industrial and agricultural industries that havebeen strengthened by the success of many small family-owned businesses and a strongmanufacturing sector. With such a firm emphasis on family orientation and and national pride itis essential to gain an awareness of the country's culture, business practices and people beforeyou consider doing business in Italy.

Italy business Part 2 - Working in Italy (Pre-departure):

Working practices in Italyo Punctuality in the Italian business environment, as a rule, is taken very seriously.

However, even though you will be expected to arrive on time, your Italiancounterparts may not always adhere to this rule.

o The Italian bureaucracy and legal systems are rather slow; therefore expectdecisions and business actions to take time.

o Generally speaking, the best times to make business appointments are in themorning between 10 a.m. and 11 a.m., or after 3p.m.

Structure and hierarchy in Italian companies


25/42

o Italian business organizations generally have a fixed hierarchical structure, with aclear division between the ranks and little association amongst employees ofvarying status.

o In larger traditional Italian businesses, this hierarchy is noticeably present in thecordata or chain of command. Only the most senior managers make decisions.

Working relationships in Italyo Personal relationships in Italy are critical for successful business negotiations, but

generally take a long time to develop.o In accordance with Italian business culture, there exists a great respect for

authority, power and age. Therefore, the most senior or eldest person present inbusiness and social events should always be given preferential treatment.

o Generally speaking, when working in teams, it is becoming increasingly commonfor Italian business colleagues to address each other more informally.

Italy business Part 2 - Doing business in Italy

Business practices in Italyo During business meetings in Italy it is common to express open disagreement and

constructive conflict. Initial meetings are often informal opportunities forevaluating colleagues and establishing relationships, not making businessdecisions.

o When greeting your Italian business colleagues use last names and, if known,appropriate, professional titles until invited to do otherwise.

o The exchanging of business cards should take place only at the beginning of thefirst business meeting. Ensure that your card is translated into Italian on one sideand that you include any advanced educational qualifications and your full titleand position.

Business etiquette in Italy (Do's and Don'ts) :

DO maintain eye contact while talking. This is a sign to your Italian business colleaguesthat you are sincere and honest.

DO shake hands with everyone when being introduced during a business or socialmeeting. Men should wait for women to extend their hand first.

DO ensure that you knock before entering an office in Italy and always close the doorbehind you.

DON'T appear impatient or rush your Italian colleagues in their business negotiations.Italians may see this as a sign of weakness.

DON'T give a business gift until you receive one first. In addition, gifts showcasing yourcompany's logo should be avoided.

DON'T be surprised if during business meetings your Italian colleagues speaksimultaneously or interrupt one another. It is a common trait of the Italian communicationstyle.

5. Tactics & Strategies:


26/42

Primary Target Selection:

In primary target selection, I focus on the main product which is more profitable and haveexporting power which is Denim Garments. The department of garment division started itsproduction in 1996. They are fulfilling the initial minimum order quantity 7000 pieces. But, now

the total production of the garment division is per day 12000 pieces. Azgard 9 is primarilytargeting the Denim Garments because of some reasons which would be described in the nextportion.

Product/Service selection for primary Target Market:

Azgard 9 selected the DENIM GARMENTS for primary target market. Azgard 9 is producingJEANS and exporting all over the world. Azgard 9 is second largest exporter of JEANS inPakistan. The services which Azgard 9 is using to target and focus on jeans are given below:Pakistan can produce Cotton as much as its required and hence company is using Cotton to

make Threads in a fine quality. If I take example of some other country like BRAZIL, then itcant be possible in that country to produce cotton so Pakistan has a competitive advantage of

cotton and company is using that advantage as a profit. Choosing a method of Market Entry:

Azgard 9 is itself a big company and hence not using any Franchising method. Azgard 9 haslicense and they have already registered their company as this company is very old so they arenot using any franchising method or dont have any franchise. Their registered office is situatedat Ismail Aiwan-e-science, off shahrah-e-Roomi, Lahore.

Selection of Distribution Partners and Promotion:

Azgard 9 has sub units which are giving profit and promotion. These sub units are in the form ofCompanies which are given below:

1. Agritech Limited (AGL) known as Pak American Fertilizers Limited.2. Hazara Phosphate Fertilizers private Limited (HPFL).

3. Fartial AB (FAB).

4. Montebello SRL (MSRL).

6. Finance/Budgeting:

Internal sources of Funding:

The challenging trading conditions have a great impact however the performance of Azgard9

shows a healthy growth trend. However the increase in finance cost was greater than the growth

in income which significantly affected the bottom line. The rapid increase in the finance cost is

basically due to the devaluation of the Pak Rupee. Company had borrowings in foreign

currencies either directly or indirectly thus effecting the finance cost very badly.


27/42

Performance:

Equity of company is Rs. 10,317,920,684

Production reached 5 million tons, approximately.

Sales Rs. 10,113,499,351 which is 53% change as compared to last year

Profit after tax is Rs. 897,283,923 which is 17% change as compared to last year

Having total assets ofRs. 29,600,032,254

Goals:

Continue with its low pricing strategy

Keeping sufficient margins

Further enhancing the product and services portfolio

Ensuring seamless business process interaction with the customers

Create a highly integrated supply chain

Enhanced customer loyalty and value creation

Hierarchy of Marketing Department

Hierarchy structure if the marketing department is as follows

Azgard 9 deals with the companys Finance department by following procedure:


28/42

Internal sources of Funding are the Capital of Azgard 9. It owns money in their account. Byanalyzing the condensed interim Balance sheet of Azgard 9 December 31, 2010, I Calculatedtheir Cash and bank balance if Azgard 9 which is 618,103,637.

Offshore financial sources:

The investment of Azgard 9 and the sources which are helpful for the company are givenbelow:Here are some companies which is being bought by Azgard 9 and in this Way Company is

gaining profit and hence Investment as well.1. Agritech Limited (AGL) known as Pak American Fertilizers

Limited:

This company is engaged in manufacture and sale of Urea fertilizer. Proportion of interest heldby Azgard 9 as at the reporting date is 100%. However, during the period, Azgard 9 has divested20.13% of its total holding through a combination of public subscription and private placement.Further, the shareholders of Azgard 9, in the extraordinary general meeting held on July 23,2010, approved the divestment of remaining shares held in Azgard 9.

2. Hazara Phosphate Fertilizers private Limited (HPFL):It is incorporated in Pakistan as a private Limited company and is engaged in manufacture andsale of granulated single super phosphate. HPFL was acquired on November 28, 2008 by AGL.Proportion of interest held by Azgard 9 is 100%.

3. Fartial AB (FAB):It is incorporated in Sweden. Investment in FAB was made in order to acquire Montebello SRL(MSRL) a limited Liability company incorporated in Italy and owner of an Italian fabric brand.


29/42

MSRL is engaged in import, export, whole and retail marketing and manufacture of textile andapparel products and accessories. Effective control of FAB and MSRL was obtained onDecember 31, 2008 by ANL. Proportion of interest held by ANL is 100%.

Capital Budgeting:

Capital Budgeting is organized by Chief Financial Officers (CFO). Company decides onPanels and hire that type of people which are highly efficient and educated and knows aboutcompanys Capital Budgeting.

7. International Marketing:

Marketing Strategies:

o Firstly improving own product

o Better research & development

o Product innovation

o Reasonable price against market

o Smart and excellent outlook of garments

o Using price strategy for youngsters

BCG MATRIX:

The BCG growth-share Matrix is a portfolio planning model developed by BruceHenderson of the Boston Consulting Group in the early 1070s. It is based on theobservation that a companys business units can be classified into four categories based on

combinations of market growth and market share relative to the larges competitor, hencethe name growth-share. Market growth serves as a proxy for industry attractiveness, andrelative market share serves as a proxy for competitive advantage.The growth-share matrix thus maps the business unit positions within these two importantdeterminants of profitability. For more effective planning and operations, a multi-businessor multi-product organization should be divided according to its major markets orproducts. Each such entity is called a strategic business unit (SBU).Using this matrix, an organization classified each of such SBU according to the factorsuch as:


30/42

Relative Market Share

Business Growth Rate

Conclusion of BCG matrix:

Under the light of BCG matrix, I can examine that Azgard9 is existing in the category ofQuestion MARK because of low market share 20% and high business growth rate. In orderto be the market leader, Azgard9 has to improve its market position. Presently Azgard9has 9% of the market share and is one of the leading brands in Pakistan with a diversecustomer base. Form above given information we can say that Azgard9 has strong

potential for growth but low market share .So product lines of Azgard9 secured incategory Question marks having high growth and low market share.

INDUSTRY ANALYSIS:

PORTERS FIVE FORCES:Azgard9 is a Pakistanitextile manufacturing and marketing company has a primary targetto textile for an analysis using Michael Porters 5-Forces Model (5-Forces). We haveapplied the 5-Forces analysis into the respective divisions:

Supplier Power

Barriers to Entry Threat of Substitutes Buyer Power and Degree of Rivalry Competitive rivalry


31/42

Suppliers Power:Suppliers in this industry are not concentrated. They act as separate groups competing forthe same project through the bid system that is prevalent in textile Industry. Volume is ofsignificant concern. The Azgard9 is the large textile industry and is not affected in termsof supply volume giving suppliers any leverage.

Buyer Power:Azgard9 is a premier brand and nationwide presence ensures sellout production toPakistani and international customers, due to flexible demand delivery and low downpayments. Buyers have power over when they are concentrated, purchase a significantportion of new production, and pose a credible threat to purchases from competitors.


32/42

Barriers to entry:Identifying the possibility and probability of new entrants in an industry is critical becausethey can intrude on market share and profitability of existing competitors. Economies ofscale, product differentiation, capital requirements, switching costs and government policyall affect the textile Industry. The economies of scale realized by azgard9 make it almost

impossible for new entrants.The governmental red tape that must be overcome in this industry is paramount to thesuccess of a prospective textile Company.

Threats of substitute:The threat of substitutes entails a consideration of such things as switching costs, buyerinclination to substitute and the price-performance trade-off of substitutes. Mostindividuals would like to make an investment with the purchase of a particular product ofan organization.

Degree of competitive rivalry:

The growth rate of the textile market is tremendous especially azgard9; however, it islimited in many respects. The growth for the demand and the production is enormous. Webelieve the growth in the actual number of competitors is merely a related effect of thecostly barriers to entry. In recent days, the situation of textile industry is not very good asshutting down of power looms due to electricity disaster. The market is both mature anddeveloping at the same time. The maturity of the market can be illustrated by theInterventions and helps to carry out a cost benefit analysis of a policy provided thatgovernments know the tradeoff between efficiency and non efficiency go als.

Competitive Strategy:

o Better performance

o Providing value added products

o Providing on demand washing effects

o Adopted pull and push strategy

o Providing better products at lower rates


33/42

Internal Environment:

SWOT Analysis:

The SWOT analysis provides information that is helpful in matching the firm's resourcesand capabilities to the competitive environment in which it operates. As such, it isinstrumental in strategy formulation and selection. The following diagram shows how aSWOT analysis fits into an environmental scan:

Strength:

The production of the textile products (Cotton, Yarn, and Polyester) in Azgard9 is

completely automated.

The company has imported the machinery for spinning process.

The use of this advance machinery has helped the company produce good quality garments

with much efficiency. Azgard9 factory is the only garments factory that produces both ready made garments and

finished products of yarn.

Azgard9, having a good brand image, has the advantage to charge their customers at a

higher price than the other competitors.


34/42

The price of Azgard9 garments is high in the international market as compared to its local

competitors who are involved in the exports as well.

The company brand image is very strong in the market, both local and international.

The Azgard9 factory compensates its employees, better than all the other industries.

Weakness:

The absence of certain strengths may be viewed as a weakness. For example, each of the

following may be considered weaknesses of AZGARD9:

Delay in capacity expansion

Large investment needed for business expansion

Workers leave the organization after working short time

Lack of online market facility to access international buyers

Disputes between Middle level and Lower management

Relative weak position in textile market as compare to the other textile mills in Pakistan

The cost of freight charges further reduces the retention price of the garments, hampering

the profitability of the company.

Wastes produce by the company may dangerous for human health.


35/42

OPPERTUNITIES:

Moving into new market segments that offer improved profits

Large workshops for training and development.

A developing market such as the Internet.

A market vacated by an ineffective competitor.

Support of the power looms unions

Better Competitive Position.

This has given Azgard9 a golden opportunity to capture the maximum market with very

less competition.

The demand of garments and yarn outside Pakistan has been increasing rapidly, providing

Azgard9 a good chance to explore these markets.

Azgard9 is also exploring new markets for the potential customers of readymade

garments, which will give Azgard9 a competitive edge against the competitors.

Threats:

Price wars with competitors.

A new competitor in the home market.

Fear of Privatization.

Tuff Competition

Globalization is the factor which brings the strong companies in Pakistan

A competitor has a new, innovative product or service. .

Competitors have superior access to channels of distribution .


36/42

8. International HRM:

Identify the major skill areas required to do business abroad:

Here are some Skill forces which are required to do business abroad but firstly we will see thatthese forces are related to which project. These forces are related to HRM and major skill areas

are given below:1. Recruitment & Selection.

2. Job description.

3. Interviews & Tests.

4. Policy making.

5. Daily Life patterns at work place.

6. Decision making.

7. Leading & Controlling.

8. Organizing.

9. Time management.

10.Integration management.

11.Work skills.

12.International Ethics.

These all points are the major skill areas which are highly required to do business abroad. I amgoing to explain them in detail.

1. Recruitment & Selection:Recruitment & selection of employees for the company in abroad is basically a main andimportant factor and hence is a major skilled area which is required to do business in a good andefficient manner. Companys recruitment portion must be good and efficient because the

employees who would be hired are basically became the main power of the company; they mustbe highly educated and efficient in their work. So Recruitment & selection is very important inevery department.

2. Job description:Job description is also a very important and major area for the company which is new in abusiness of abroad. They must keep an eye of Job description as well as this is also a veryimportant factor.

3. Interviews & Tests:Interviews & Tests are always important for the company. Whenever a company in any countrytakes interviews & tests, they get much confident and alert. If the interview is strong and theinterviewer is strong as well then it must means that the employee who is being hired is good forthe company and department. So in this way if the hired employee is good for the company thenit became a success for that company to do business abroad.


37/42

4. Policy making:Policy making is also a common and important factor for the company to do business abroad.Policies must be strong and good and policy maker must be efficient.

5. Daily life patterns at work place:Daily life patterns of the company at work place is also an important factor and hence a majorskilled portion to do business abroad.

6. Decision Making:Decision making of the company must be accurate and efficient to do business abroad.

7. Leading & Controlling:Leading & Controlling factors are always important for the company specially to do businessabroad.

8. Organizing:Company must be organized and the system of the company must be efficient if doing businessin abroad. Companies who are new in abroad must see the other companies and highlight theirfactors and things which are good and must be in their company.

9. Time management:Time management is the most important factor for the company to do business abroad.Companies which are new in abroad must see the other existing companies which are old in thatcountry. Their time management must be good like other existing companies because time is themost important factor in doing business abroad.

10.Integration management:Integration management is also a very important factor for the company to do business abroad.

11.Work skills:Work skills are always important to do business abroad. Skills must be efficient andhighlighted to do business abroad.

12.International Ethics:International Ethics are also an important factor for the company to do business abroad.

Company must achieve international ethics and then have to fulfill them to do a business inabroad.


38/42

Qualify the existence of internal resources to cover certain international

skill areas:

These are the same areas which I have discussed above before this point. These are:1. Recruitment & Selection.

2. Job description.

3. Interviews & Tests.

4. Policy making.

5. Daily Life patterns at work place.

6. Decision making.

7. Leading & Controlling.

8. Organizing.

9. Time management.

10.Integration management.

11.Work skills.12.International Ethics.

Identify those needs areas that require outside consultation by trained

service providers:

There are some need areas which required outside consultation like some sort of problems whichhave been faced by the company which is new in abroad. They hire EXPATERIATS for theguidance and for solving that type of problems which are not being solved by the local personsof the company. And after that Local person will see that problems which can be easily solvedby him or her. They both will consult and will solve problems. Working environment means a lotto both that persons. Company will consult both persons to solve all problems; if one problem

could not be solved by the local person of the company then they will consult expatriates. Theyboth will work in the same environment to sort out all problems of the company.

Provide a system that will help structure the process of researching

entry into defined target markets:

I will research the target market by following research methods which are: Qualitative andQuantitative. I will make a system by watching out questioners and by solving them and byqualitative data. I will follow the HRM structure which I have described before this section. Forentering in defined target market, I will follow the HRM structure. It will help to provide asystem in entering into defined target market. As my defined target market is EUROPE so I will

provide a proper system that will help structure the process of researching entry into targetmarket. A Proper system is given below: Recruitment

Selection

Job description

Interviews & Tests

Policy making


39/42

Man power selection

Daily life patterns at work place

Decision making

Organizing

Leading & Controlling

These all are some major points which are helpful to make a system for the company to achievetheir target market. By observing questioners and qualitative data, I will make a structure for thecompany to achieve their target market.

9. Global Supply chain Management:

International Manufacturing Strategies:

Their manufacturing strategies are that they manufacture and produce those jeans and all theirproducts locally but supply and sell it at international level. Their strategy is their company inMONTIBALO which is in Italy. Its a very strong strategy that they produce locally and sell alltheir products at international level. They export in all over the world but their target market isEurope and their target people are all people like men, women and children. So its a very strong

strategy that they produce in Pakistan and sell all their products at international level.

Quality:

Their quality measures on every level. It means their quality is seems to be measurable ineverything. Their Quality is in their Fabric which they use in making their jeans. Their quality isin their cloth which they use in their products, their quality is in their colors which they use intheir products, and their quality is in every department which they use for making their products.So quality measures on every level.

Supplier Networks:

Their supplier networks are different in every country. Azgard 9 uses B2B for networking. Theirsupplier networks are everywhere in the world. They use local supply chains and sometimes B2Bnetworks.

Inventory Management:

Inventory management is the active control program which allows the management of sales,purchases and payments. Inventory management software helps create invoices, purchase orders,receiving lists, payment receipts and can print bar coded labels. An inventory managementsoftware system configured to the companies warehouse, retail or product line will help to createrevenue for the company. The Inventory Management will control operating costs and provide

better understanding.Why inventory management is useful for Azgard 9:Inventory Management and Inventory Control must be designed to meet the dictates of themarketplace and support the company's strategic plan. The many changes in market demand,new opportunities due to worldwide marketing, global sourcing of materials, and newmanufacturing technology, means many companies need to change their Inventory Managementapproach and change the process for Inventory Control. Despite the many changes thatcompanies go through, the basic principles of Inventory Management and Inventory Control


40/42

remain the same. Some of the new approaches and techniques are wrapped in new terminology,but the underlying principles for accomplishing good Inventory Management and Inventoryactivities have not changed. The Inventory Management system and the Inventory ControlProcess provides information to efficiently manage the flow of materials, effectively utilizepeople and equipment, coordinate internal activities, and communicate with customers.

Inventory Management and the activities of Inventory Control do not make decisions or manageoperations; they provide the information to Managers who make more accurate and timelydecisions to manage their operations.

The basic building blocks for the Inventory Management system and Inventory Control activitiesare:

Sales Forecasting or Demand Management.

Sales and Operations Planning.

Production Planning.

Material Requirements Planning.

Inventory Reduction.

The emphases on each area will vary depending on the company and how it operates, and whatrequirements are placed on it due to market demands. Each of the areas above will need to beaddressed in some form or another to have a successful program of Inventory Management andInventory Control. Azgard 9 warehouses are everywhere in the world so they hire staff forinventory management. They prepare a proper system for their inventory management. Theirinventory is of every department like making, producing, dying.

10. Implementation Schedule:

List of Tasks for successful International Operations:

1. Debottle necking.2. Meetings.3. Problem Identification.4. Finding Solution of the problems in a cheap way.5. Appointments.6. Checking Performance of existing or new people.7. Checking Performance of each Department.8. Assigning Tasks individually.9. Time table10.Calendar Year.


41/42

IMPLEMENTATION SCHEDULE FOR AZGARD 9:

ActivitiesActivity/PhaseDeliverable

Strategy tomanage

(Responsibility)

Start date ofactivity

End date ofactivity

Debottle necking Phase1(Reviewing)

ManagementTeam

1-1-2011 30-1-2011

Appointment ofExisting or newpeople

Phase2(Implementation)

HR Department 1-2-2011 25-2-2011

Problemidentification

Phase3(Identifying)

Review Team 30-2-2011 5-3-2011

PerformanceReviewing

Phase 4(AgainReviewing)

HR Department 10-3-2011 20-3-2011

InternationalHuman ResourceManagement

Phase 5(HRMTactics)

HR Manager 30-3-2011 25-4-2011

Finance/Budgeting Phase 6(FinanceDecisions)

Finance Manager 30-4-2011 25-5-2011

MarketingAnalysis

Phase7(Organizing)

MarketingManager

1-6-2011 25-6-2011

CulturalEnvironmentAnalysis

Phase 8(Leading) HR Department 30-6-2011 20-7-2011

Calendar Year Phase9(Controlling) ManagementTeam 25-7-2011 25-8-2011


42/42

11.Report Closure Formalities:References:

http://www.iitk.ac.in/infocell/announce/convention/papers/Industrial%20Economics,%20Environment,%20CSR-09-Alka%20Singh%20Bhatt.pdf

www.azgard9.com www.azgard9.com/html/financial-information.htm

www.azgard9.com/html/Corp-News.htm

www.linkedin.com/company/azgard9-ltd

www.js.com/pakistan-financial-news-latest_75.asp

www.career.webtechvision.com/...Azgard-9.../Page1.html

www.pakissan.com/english/news/newsDetail.php?newsid=10142

www.nation.com.pk Business

www.workforce.com.pk/e/Azgard9_Denim

www.importers.com/Exporter/ID.../Azgard_9_Ltd_.html

azgard9.com/menu.txt

www.friendsmania.net/azgard-9-job-global-fashion-apparel-company-jobs-opportunities

www.linkedin.com/title/assistant-manager/at-azgard9-ltd

www.tradevv.com/chinasuppliers/aghias

nabeelzafar.com/tag/azgard9/

www.companycoltd.com Pakistan

www.onepakistan.com/local/listing/claim/azgard-9-limited
http://www.iitk.ac.in/infocell/announce/convention/papers/Industrial%20Economics,%20Environment,%20CSR-09-Alka%20Singh%20Bhatt.pdfhttp://www.iitk.ac.in/infocell/announce/convention/papers/Industrial%20Economics,%20Environment,%20CSR-09-Alka%20Singh%20Bhatt.pdfhttp://www.iitk.ac.in/infocell/announce/convention/papers/Industrial%20Economics,%20Environment,%20CSR-09-Alka%20Singh%20Bhatt.pdfhttp://www.iitk.ac.in/infocell/announce/convention/papers/Industrial%20Economics,%20Environment,%20CSR-09-Alka%20Singh%20Bhatt.pdfhttp://www.azgard9.com/http://www.azgard9.com/html/financial-information.htmhttp://www.azgard9.com/html/Corp-News.htmhttp://www.linkedin.com/company/azgard9-ltdhttp://www.js.com/pakistan-financial-news-latest_75.asphttp://www.career.webtechvision.com/...Azgard-9.../Page1.htmlhttp://www.pakissan.com/english/news/newsDetail.php?newsid=10142http://www.google.com.pk/url?url=http://nation.com.pk/pakistan-news-newspaper-daily-english-online/pages/Regional/Business&rct=j&sa=X&ei=MazaTfWfAYW3rAeK_qmLBg&ved=0CEcQ6QUoADAGOBQ&q=sites+of+azgard+9&usg=AFQjCNGzkcF2y7iSpnB2HL_loHeNgtNk2whttp://www.google.com.pk/url?url=http://nation.com.pk/pakistan-news-newspaper-daily-english-online/pages/Regional/Business&rct=j&sa=X&ei=MazaTfWfAYW3rAeK_qmLBg&ved=0CEcQ6QUoADAGOBQ&q=sites+of+azgard+9&usg=AFQjCNGzkcF2y7iSpnB2HL_loHeNgtNk2whttp://www.workforce.com.pk/e/Azgard9_Denimhttp://www.importers.com/Exporter/ID.../Azgard_9_Ltd_.htmlhttp://www.friendsmania.net/azgard-9-job-global-fashion-apparel-company-jobs-opportunitieshttp://www.linkedin.com/title/assistant-manager/at-azgard9-ltdhttp://www.tradevv.com/chinasuppliers/aghiashttp://www.google.com.pk/url?url=http://www.companycoltd.com/company_co_ltd_country.php%3Fcountry_id%3D163&rct=j&sa=X&ei=o63aTZDgLI3LrQfuw5yTBg&ved=0CCMQ6QUoADABOFA&q=sites+of+azgard+9&usg=AFQjCNFj1OUT37jHwZ3kDcbDwffeQFpyEAhttp://www.google.com.pk/url?url=http://www.companycoltd.com/company_co_ltd_country.php%3Fcountry_id%3D163&rct=j&sa=X&ei=o63aTZDgLI3LrQfuw5yTBg&ved=0CCMQ6QUoADABOFA&q=sites+of+azgard+9&usg=AFQjCNFj1OUT37jHwZ3kDcbDwffeQFpyEAhttp://www.google.com.pk/url?url=http://www.companycoltd.com/company_co_ltd_country.php%3Fcountry_id%3D163&rct=j&sa=X&ei=o63aTZDgLI3LrQfuw5yTBg&ved=0CCMQ6QUoADABOFA&q=sites+of+azgard+9&usg=AFQjCNFj1OUT37jHwZ3kDcbDwffeQFpyEAhttp://www.tradevv.com/chinasuppliers/aghiashttp://www.linkedin.com/title/assistant-manager/at-azgard9-ltdhttp://www.friendsmania.net/azgard-9-job-global-fashion-apparel-company-jobs-opportunitieshttp://www.importers.com/Exporter/ID.../Azgard_9_Ltd_.htmlhttp://www.workforce.com.pk/e/Azgard9_Denimhttp://www.google.com.pk/url?url=http://nation.com.pk/pakistan-news-newspaper-daily-english-online/pages/Regional/Business&rct=j&sa=X&ei=MazaTfWfAYW3rAeK_qmLBg&ved=0CEcQ6QUoADAGOBQ&q=sites+of+azgard+9&usg=AFQjCNGzkcF2y7iSpnB2HL_loHeNgtNk2whttp://www.pakissan.com/english/news/newsDetail.php?newsid=10142http://www.career.webtechvision.com/...Azgard-9.../Page1.htmlhttp://www.js.com/pakistan-financial-news-latest_75.asphttp://www.linkedin.com/company/azgard9-ltdhttp://www.azgard9.com/html/Corp-News.htmhttp://www.azgard9.com/html/financial-information.htmhttp://www.azgard9.com/http://www.iitk.ac.in/infocell/announce/convention/papers/Industrial%20Economics,%20Environment,%20CSR-09-Alka%20Singh%20Bhatt.pdfhttp://www.iitk.ac.in/infocell/announce/convention/papers/Industrial%20Economics,%20Environment,%20CSR-09-Alka%20Singh%20Bhatt.pdf

Documents

Final Project of IB