Group Members

Muhammad Shoaib
Imtiaz Ahmed
Fateh Muhammad
Saud Khan
Saifullah Khan

Dawlance
Dawlance Lia to Baat
Bani

Reasons For Selecting

Dawlance
Local Company
Manufacturing company
Consisting its own Distribution Chanel
Existing and extending opportunities
Sales Department and Sales team
Company outlets
Feasibility and Capacity

Introduction of
Dawlance
Dawlance United Refrigeration Industries Ltd.

was established in 1980.

stands for durable & reliable household
appliances.
Its refrigerator Factory is located in Hyderabad.
Five Factories all over Pakistan
The main Objectives are to provide dependable
and reliable product at reasonable price to
majority of Pakistanis and to enhance their
quality of Life.

Company Growth And

Expansions

Future Prospects of
Dawlance
To increase growth and revenue, Dawlance
going to launch its new brand of Deep
Freezers to cope up with the challenges of
new millennium and future trends.

Vision
To be the market leader in every of our

products,
Nationally and regionally
We are committed above everything else.
Dawlance places its top priority on the
satisfaction of human beings, the satisfaction
of its customers, partners and employees. All
our policies and approach towards work
revolve around our cooperate belief.

Mission
To win the utmost satisfaction, trust and

loyalty of our valued customers

Mission of Dawlance is to design all
Dawlance products in such a way that can
withstand the most adverse climatic
conditions in Pakistan, to serve quality
electronic product to customer and being
able to support our customers in times of
their need is an essential part of our
reliability culture.

Dawlance has the mission to long term

growth in the deep freezers industry. Its

wants to dominate this product as the most
favorite product by both industry and home
consumers. It will be the value creation for
the company.

Mission for New Product

COMPANY OUTLOOK
STRENGTHS
Reliable, strong brand name and exists for 28
years in the Pakistani Market.
Employee ownership is high: employee is
motivated and is considered the king and is given
most of the decision making powers.
Dawlance has a very strong network of dealers:
more than 2000 dealers all over Pakistan
A competitive advantage and a major strength for
Dawlance is that it exports products to Srilanka
and Thailand.

WEAKNESSES
No Complain outlets.
Communication gap: No Call centers available

for after sale purpose.

Communication also for dealers with respect
to placing orders.
No sale tracking systems such as the SAP.
Dawlance still works on FoxPro which causes
accountability problems with dealers
No properly functioning website: customers
cannot post a comment or any complain
related to the product.

OPERTUNITIES
Reduce communication Gap between dealers

and sales department of Dawlance.

Reduce communication between end
customer and sales department.
Implement new technology such as the SAP to
keep track of sales and profits.
Review Credit policy to ease burden of
dealers.

THREATS
Competitors are lowering their prices
Terrorism
Economic instability
Short fall of electricity
Induction of International Companies

Competitors of
Dawlance
LG
WAVES
PEL

MARKET STATUS
INDUSTRY
Better performance
Favorable brand image
Room for innovation

Competitor Analysis
It has strong competitors like LG, Samsung, Haier,

PEL

Dawlance enjoys market leadership in refrigerator

and microwave ovens category in Pakistan.

They should develop market penetration and

market development strategy to gain competitors

market share by attracting nonusers or
competitors customers.

Market
Present Market Share
Refrigerators

65%,
Washing Machines 35%,
Microwave Oven
40%,
Air Conditioners
15%.

PRICING ANLYSIS
Dawlance has got a policy that their all

product price should be the same in all cities

and town in Pakistan market
Prices are set keeping in view the target

audience which is middle class populace.

ADMINISTRATIVE
Name of Different Departments/Sections
United refrigeration industries LTD
Dawlance (PVT.)LTD
United sales (PVT.) LTD
Dawlance marketing (PVT.) LTD
Dawlance electronics (PVT.) LTD

ACCOUNT SERVICES
Transaction entry
The invoices (payment or receipt)
Trial balance, balance sheet, income

statement and other basic financial

statements.
Transaction recording method

SALES DEPARTMENT
The Head
The National Sales Manager
Two Regional Managers
Zonal Managers
Branch Manage
Sales Officers/ Sales Executives

SALES CHANNELS
Direct Channel
Rashid Minhas Road Karachi.
Saddar Karachi.
Defence Karachi.

Indirect Channels

LAST FIVE YEARS SALES

YEAR

UNITS SOLD(Millions)

REVENUE(Billions)

2010

1.2

Pkr 2.040

2009

0.9

Pkr 1.530

2008

0.675

2007

0.50625

Pkr .86025

2006

0.379687

Pkr.645.679

The company has shown about 25% increase in sales in the last 5 years.

Pkr 1.147

NEXT FIVE YEARS SALES

PLAN
YEAR

UNITS TO SELL(Mil)

REVENUE(Bil)

DF Contribution

2011

1.6

Pkr 2.5

12%

2012

1.9

Pkr 2.8

15%

2013

2.4

Pkr 3.2

19%

2014

2.9

Pkr 3.7

25%

2015

3.4

Pkr.4.3

30%

The company has shown about 25% increase in sales in the last 5 years.

FINANCIAL FUTURE
PLANS

SALES
COGS
Manpower
Profits
Assets (Stock)
stock
amount)

= 2.5 Billion
= 1.5 Billion
= 600 Million
= 900 Million
= 3 months advance
(vary in term of

Deep Freezers Contribution= 300 Mill=12%

AFTER SALES SERVICES

Dawlance has got qualified foreign-trained

engineers
17 its own service centers
34 franchise workshops to cover remote areas
workshops cover almost 99% market of

Pakistan

FUTURE GROWTH
TARGETS
FOR
THE
NEW
Target the sales
PRODUCT
Breakeven in two year

Main Steps

Sales Forecasting by market

segment

Analysis

Current Account Status

Target accounts
Distribution

Why Sales forecasting (First Reasons to Forecast)

Check Feasibility
Employment levels required
Promotional mix
Additional Investment in production & Promotion

Sales forecasting (Main Considerations)

1. Market Segmentation
Industry
Commercial
Domestic
2. Market Potential
Industrial sector
Ice

Cream, Frozen food, Beverages companies

Domestic

Sales forecasting (Main Considerations)

3. Sales Potential Company(Market Share & Market Potential)
Refrigerators 65%,
Freezers 35%

Sales forecasting (Main Considerations)

4. Estimating Market Potential & Sales Potential
Ability to buy
Willingness to buy
Market Research
Need Analysis
Trends
5. Product Life Cycle
Introduction
3-6 months
Growth
1-10 Years even more
Maturity After 10 years
Decline
Unpredictable

Sales forecasting (Main Considerations)

6. Estimating Industry Sales
7. General Economic Conditions
8. Projecting Company Sales
9. Forecasting Methods
1.
2.

Jury of Executive Opinions

Sales Force Composite

10.Sales Procedures
16 points of sales process

Sales forecasting ( Sales Quotas an Budget Allocation)

11.

Sales Quotas

12.

Sales forecasting ( Approach)

Sales forecasting ( Demand)

Customer Groups:

Home and Industry

Geographical Area:

Pakistan then Central Asia

Marketing Environment: Increasing Demand

Number of Customers could be: About 2 million Plus

Sales forecasting ( Demand)

Average Selling Price per Deep freezer:

35,000

Estimate of market demand(Monetary term):

40

bill(Price*avg Customer)
Company Demand = Market Demand * Companys Market Share
= 40 x 50% Market Share = Rs 20 billion

Sales forecasting ( Demand)

Price Comparison

Waves
1. Waves WT-2180
2. Waves WT-2150-CB
3. Waves WT-2130-CB
Dawlance
1.Dawlance 300-P

18CFT Rs: 36499

15 Rs: 35699
13 Rs: 34699
8

Rs: 27799

Sales forecasting ( Sales Force)

Recruit
Train
Develop
Integrate
Compensate
Motivate
Control
Direct

Sales forecasting (Current Accounts)

Market Share in Deep Freezers

= 15-20%

Refrigerators

=65%

Chest Freezers

=45%

Sales forecasting (Target Accounts)

Market Share in Deep Freezers= 20-60%(First Five Years)
Growth

=15-20%(Expected & Created)

Profit Margin

=5-10%(First Five years)

15% and above( After Five
years)

Sales forecasting (Sales and Distribution)

Information: Internet, Sales representative, Retail
Channels:

Direct, One Stage, Traditional

Cost:

Distribution

Terms:

Credit Sales, Trade, Warranty

Packaging:

Shipping, Display, Retailers

Sales forecasting (Sales and Distribution)

Sales Strategies:

Sales Personnel:(commissioned based,

product demonstrators, telephone solicitors)
Effectiveness: Actual vs Forecasted
Training: Product, Customers, Negotiation
Motivation: Incentives, Encouragement
Coordination: Among Promotional and
Sales Activities

Questions
&
Queries are
welcomed?