MANAGERIAL POLICY

Yaqeen Art Press

A Strategic Roadmap
31-Dec-13

Group Members
Pareesa Naeem
Faraz Nafees
Muhammad Nauman Tariq
Manahil Masood

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December 31, 2013

TABLE OF CONTENTS
Executive Summary ...................................................................................................................................... 4
Current Business Model ................................................................................................................................ 6
Operational Aspect.................................................................................................................................... 6
Managerial Aspect .................................................................................................................................... 6
Yaqeen Art Presss Business Model ............................................................................................................. 7
The Companys Strategy............................................................................................................................... 8
Industry Dynamics Based on Porters Diamond Model ............................................................................. 10
Labor ....................................................................................................................................................... 10
Demand Conditions ................................................................................................................................ 10
Related Industries.................................................................................................................................... 10
Firm Structure ......................................................................................................................................... 10
Government............................................................................................................................................. 11
Porters Five Forces .................................................................................................................................... 12
Rivalry .................................................................................................................................................... 12
Threat of New Entrants ........................................................................................................................... 12
Threat of Substitute Products .................................................................................................................. 13
Bargaining Powers of Buyers ................................................................................................................. 13
Bargaining Powers of Suppliers.............................................................................................................. 13
Porters Five Generic Strategies ................................................................................................................. 14
Analysis............................................................................................................................................... 14
Red and Blue Ocean Strategy ..................................................................................................................... 15
External Factor Evaluation (EFE) ............................................................................................................... 18
Analysis............................................................................................................................................... 18
Internal Factor Evaluation (IFE) ................................................................................................................ 20
Analysis............................................................................................................................................... 20
Competitor Profile Matrix (CPM)............................................................................................................... 22
Analysis............................................................................................................................................... 22
SWOT Analysis .......................................................................................................................................... 24
Analysis............................................................................................................................................... 25
BCG MATRIX............................................................................................................................................ 26
Analysis............................................................................................................................................... 27
Internal-External Matrix (IE) ...................................................................................................................... 28
Analysis............................................................................................................................................... 29
SPACE MATRIX ....................................................................................................................................... 30

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Strategy profile: conservative ..................................................................................................................... 31

Analysis............................................................................................................................................... 31
Grand Strategy Matrix ................................................................................................................................ 32
Analysis............................................................................................................................................... 32
Analysis for QSPM ..................................................................................................................................... 35
Balanced Scorecard ..................................................................................................................................... 37
Yaqeens Vision and Its Components ......................................................................................................... 38
Core Ideology...................................................................................................................................... 38
Envisioned Future ............................................................................................................................... 38
Recommendations ....................................................................................................................................... 40
Conclusion .................................................................................................................................................. 40
APPENDIX A ............................................................................................................................................. 41
APPENDIX B ............................................................................................................................................. 43

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EXECUTIVE SUMMARY

This report examines the existing strategic framework of Yaqeen Art Press, a family
owned and managed printing press. The flow of the report is such that it examines the existing
situation and structure of the company first, followed by a comprehensive application of several
renowned strategic models to ascertain the strengths, weaknesses, opportunities and threats that
the company should be aware of.
The application of various strategic frameworks is not only meant to help the company determine
and critically evaluate their position in the printing industry, but also to identify and weigh the
possible alternative strategies that are available to them for future growth and prosperity.
The report also proposes a vision statement and mission statement for the company in order to
provide structure to the companys core philosophies and beliefs, which will continue to guide
the companys future growth and expansion endeavours.

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YAQEEN ART PRESS:

EXISTING POSITION

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CURRENT BUSINESS MODEL

The company is involved in both designing and printing practices. It caters largely to corporate
clients and handles the printing of annual reports, POS material, calendars and diaries, and other
related material. Yaqeen Art Press is a wholly family owned and operated company that aims to
provide a one stop solution to its customers. The company does not have a formal, written long
term strategy. The family discusses the future direction of the company among themselves but do
not use any strategy models to check the feasibility of the selected strategies.
OPERATIONAL ASPECT
The company employs about 200 employees, with additional contract based labor whose services
are required for the later stages of printing such as binding, folding etc of calendars and leaflets.
About 50% of Yaqeen Printings products are based on promotional activities. The raw material
used (paper products) are largely imported from Sweden, Taiwan, Indonesia and Saudi Arabia.
The machinery is imported from countries such as UK, China, and Germany.
Each printing machine in the press has the capacity of producing 9000 prints per hour, with a 3-4
hour set-up time to change jobs. The machines range from one color to 8 color machines. The
company uses 3-4 different types of paper (card, offset printer paper, art paper, and grey-black
board) depending upon the requirements of the customer. Each type of paper has different gram
mage starting from 55 grams and going up to 350 grams: the higher the gram density, the higher
the quality of the paper.
To ensure that they are able to offer a one stop solution to their clients, they use state of the art
technology, incorporate the best technical expertise and focus on networking opportunities to
further extend their client portfolio.
MANAGERIAL ASPECT
The management style of the company is such that there is centralized decision making: while
middle managers do have the authority to take routine, day-to-day decisions all important
decisions cannot be implemented without the approval of the top management. This often leads
to delays in the processing of orders, which could otherwise we avoided.
There is a general ambiguity in role structures which points to the fact that there are no concrete
job descriptions. If an employee seems to have an aptitude for tasks other than those that he is
doing already, he is allowed to take those on as well.
The company offers on-the-job training and mentorship for its employees.

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YAQEEN ART PRESSS BUSINESS MODEL

CUSTOMER VALUE PROPOSITION:

Corporate or other clients who can fulfill the

minimum order requirement.
Offers a one stop solution for all paper based
printing needs

PROFIT FORMULA:

The company charges a

premium price of about
20-30% more than its
competitors.
It only accepts orders
from clients who can
fulfill the minimum
order requirement either
through bulk printing or
by ordering higher
priced materials

KEY RESOURCES:

Technical
Expertise
State-of-theart equipment
Client
portfolio
High Quality
products

KEY PROCESSES:

1.
2.
3.
4.
5.

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To provide a one stop

solution to its clients
Yaqeens main processes are
handled by the following
departments:
Pre-press Dept.
Printing Dept.
Bindery & Finishing Dept.
Die cutting & Pasting Dept.
Back-up & Support

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THE COMPANYS STRATEGY

The plethora of activities that go into creating, producing, selling and delivering a certain product
or service is what forms the basic building blocks of a competitive strategy. Many firms stop
their journey at achieving operational effectiveness, which is, performing the aforementioned
activities in a better and a faster fashion than its competitors. Operational effectiveness may help
a company achieve economies of scale but when these best practices are easily emulated, one
singular individual company does not benefit as the competition can easily adopt the same
practices as well. This may lead to competitive convergence, whereby no one company stands
out and enjoys competitive advantage.
This is where the essence of strategic positioning comes in. this concept helps a company
achieve a sustainable competitive advantage by preserving what is distinct about a company and
its reasons for being. It basically means performing different activities from rivals or performing
the same activities in different ways. Essentially, there are three key principles which lie beneath
strategic positioning. These include the following:
1. Creation of a unique and valuable position, involving a different set of activities. Amidst
these activities three stand distinguished.
Serving few needs of many customers
Serving broad needs of few customers
Serving broad needs of many customers in a narrow market
Yaqeen Art Press inculcates the second activity in its strategic positioning whereby it aims to
fulfill broad needs of a few customers. The cardinal tenet against which Yaqeen Art Press
survives is that of addressing every need of its exclusive client base. The Unique Selling
Proposition adopted by the company is that of being a one stop solution for all the printing needs
of its customers, starting from designing the layout of the order to its printing. Yaqeen Art press
does not believe in servicing every potential client because it has a certain minimum order
requirement it needs to preserve. By doing so, Yaqeen ensures that it never even confront s an
excuse where it has to compromise on the quality of its products and services due to a mismatch
between costs incurred and revenues earned through an order. It only accepts those orders which
exceed its printing and servicing costs.
2. Strategy Requires you to make trade-offs in competing- to choose what not to do
Yaqeen has also tried to incorporate this principle underlying strategic positioning by making
sure it does say no to certain activities. As mentioned before, Yaqeen has a minimum
requirement order policy pertaining to every kind of printing solution be it POS material, annual
reports or calendars. However, the minimum requirement order may vary from one kind of
printing solution to another. For example if it is ten thousand for POS material such as flyers, it
may one thousand for annual reports. Either ways, Yaqeen makes it a point not to accept orders
which fall below its minimum requirement orders or minimum costs they are willing to incur.
Yaqeen may agree to accepting an order falling below the minimum requirement only and if the

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client is willing to pay the cost incurred if it were a regular order hitting the minimum
requirement, as it did once for Johnsons & Johnsons.
3. Strategy involves creating fit among a companys activities
Fit here refers to how a companys activities complement and reinforce one another. Yaqeens
business model is testament to how essential this principle is to a companys strategic
positioning. Given, Yaqeens USP is its ability to perform as a one stop solution to its clients
needs, it ensures the activities it provides all complement one another and translate adequately
into its final products. Yaqeen does not only print for its clients, but it also designs the product
for its clients, brainstorms ideas with them, uses state of the art technology and the kind of paper
the client requires, to make sure its product and service is up to par with the clients expectations.
Furthermore, Yaqeen also has a packaging facility, which essentially compliments its printing
activities at many instances. Yaqeen prints for many FMCG companys who primarily place
orders for packaging material. Yaqeen tackles this task by printing the packaging material and
folding it into the required packaging the client requires, hence, creating the perfect fit between
two very different sets of activities and services.

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INDUSTRY DYNAMICS BASED ON PORTERS DIAMOND MODEL

The information acquired thus far has helped us to construct a rough picture of the printing
industry as it stands today in Pakistan.
LABOR
The Pakistan Printing Industry is the 2nd largest industry in terms of workforce. Despite its sheer
size, it has been largely neglected and so far no database is available regarding the annual and
long-term performance of the industry. According to scattered information the industry is
earning around $6-8 million in exports, however there is no authentic information or source
available in this respect. The industry, hence, has the potential to expand and create millions of
jobs, if only the government recognizes the true potential of the printing industry. Moreover,
there is a growing need for qualified labor, and specialized training institutes for the existing
workforce.
DEMAND CONDITIONS
The printing industry is based on the system of derived demand: when the economy is in a state
of prosperity the printing industry flourishes along with it. Statistics of the year 2010-2011 show
that the combined imports of the plastics, packaging and printing industries stood at US $
176.626 million. Packaging machinery imports increased by 30.33% and paper machinery
imports increased by 79.06%.
RELATED INDUSTRIES
The printing industry is interconnected with the paper industry, the ink manufacturing industry
and the publishing industry. Most of the raw material is imported as there is only one local
producer of cardboard and offset printer papers (Century Paper & Board).
FIRM STRUCTURE
The printing industry can be classified as a capital oriented industry. 42% of the total set-up cost
consists of acquisition of printing equipment and other related machinery. It costs about Rs.
3.176 million to set up a printing press.
For a firm to be successful it is highly important for the following factors to come into play:
1.
2.
3.
4.

Acquire a holistic order of all the different printing jobs of a company

Healthy and active networking
Technically competent workers
Order size

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GOVERNMENT

As aforementioned, this industry has been neglected by the government of Pakistan. The industry
pays up to 80% as taxes and duties on the import of various raw materials including ink and
paper. Other countries such as Indonesia have a flourishing Paper industry because their
government recognizes the immense export potential and support these industries
enthusiastically. About 70% of all the paper imported into Pakistan is from Indonesia. Pakistan
has the potential to exploit available openings in the global market given that due government
support is provided. Moreover, another opportunity that can be exploited is the rising trend of
recycling paper.

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PORTERS FIVE FORCES

RIVALRY
There is strong competition in the printing industry, in form of both big and small enterprises.
Yaqeens key competitors are Vantage and Nikmat. As is depicted in the Competitor Profile
Matrix (page #) Yaqeen Art Press has a strong strategic position in the industry, despite its
comparatively high prices. As far as factors such as Product Quality, Client Portfolio and
Technical expertise are concerned, Yaqeen is ahead of its competition. Vantage has been able to
match Yaqeens level of product quality and technical expertise. Nikmat, however, has an
average to good standing in the industry. It is not at par with Yaqeen and Vantage as yet.
THREAT OF NEW ENTRANTS
There are low barriers to entry in the printing industry. The initial investment required is
estimated to be about Rs. 3 million, which does not pose high barriers to entry, cost wise. In
addition, there are only 7-8 major printing companies which mostly focus on bulk orders hence
the scope for companies that cater to small to medium sized orders is quite sizeable. Moreover,
cheap labor is readily available. These employees can be trained on the job quite easily.

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THREAT OF SUBSTITUTE PRODUCTS

There is no direct substitute for the key products made by Yaqeen Art Press (Annual Reports,
POS material, calendars and diaries). However, in the future digital printing could lead to lower
levels of production. In the current scenario, the printing industry does not face any threat from
substitute products.
BARGAINING POWERS OF BUYERS
In the printing industry strong relationship with the big clients means a long-term relationship.
Thus buyers with bulk work have a bargaining power and are often seen negotiating prices.
Yaqeen Printing press at times has to keep very narrow margins to build long-term relationship
with clients.
BARGAINING POWERS OF SUPPLIERS
In the printing industry, where the main raw material is paper, bargaining power of supplier is
reduced due to fix prices and presence of several international and local raw material providers.
Most printing companies are now moving towards building a strong long-term relationship with
their suppliers.

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PORTERS FIVE GENERIC STRATEGIES

Generic Strategies

Size of
Market

Large
Small

Cost Leadership

Differentiation

Type 1, Type 2

Type 3

Type 3

Focus

Type 4, Type 5

ANALYSIS
Porters generic strategies allow companies to gain competitive advantage from three
different angles i.e:
1. Cost Leadership (Type 1: Low Cost, Type 2: Best Value)
2. Differentiation
3. Focus (Type 4: Low Cost, Type 5: Best Value)
Yaqeen Printing Press falls in the Focus strategy (Type 5) since it offers best value to a
certain segment of clients who have the resources to pay for high-quality printing in bulk
requirements. It offers value for money to clients by promising a one stop solution to all of
their printing needs. Hence, clients who value this proposition are willing to conduct
business with Yaqeen Printing Press, and these large companies ensure Yaqeens
profitability and success.

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RED AND BLUE OCEAN STRATEGY

The Blue Ocean strategy involves the creation of market space that is absolutely uncontested by
any competitor. In the blue ocean space, competition is irrelevant because the company creates
and retains its hold on a new demand.
Within the local printing industry, no company has ventured forth to create its own blue ocean
space. Yaqeen Art Press too, has not yet attempted to step into unchartered territory, or create a
demand for products that offer inimitable value for its customers. The printing industry can very
clearly be classified as a red ocean where each printing company battles it out for the biggest
orders, heftiest clients, and the most profits.
Having said that, it must be acknowledged that Yaqeen Art Press is one of the stronger players
within the red ocean of the printing industry. The company stands out by offering services that
the competitors dont provide such as its one stop solution. We discussed that the companys
prices are usually 20-25% higher than that if its competitors. This compliments the speed of
service Yaqeen provides, the designing assistance which the rivals do not incorporate in their
deals as they do not have the resources to do so, and the highest quality printing which only a
few other companies offer.

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STRATEGY EVALUATION:
MODELS AND ANALYSIS

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16

THE INPUT STAGE:

Yaqeen Art Press

1. External Factor Evaluation (EFE)

2. Internal Factor Evaluation(IFE)
3. Competitor Profile Matrix (CPM)

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EXTERNAL FACTOR EVALUATION (EFE)

KEY EXTERNAL FACTORS

Weight

Rating

Weighted Score

Expansion into the Middle Eastern market

0.2

0.8

Exploring emerging local markets

0.15

0.45

Image Building

0.09

0.27

Room for creativity and innovation in products

0.03

0.03

Increasing client base

0.07

0.14

Lack of client acceptability of new ideas

0.09

0.27

Uncertainty in the market and industry

0.15

0.45

Decreasing need of POS material

0.05

0.1

Digitization

0.02

0.04

Corruption

0.15

0.6

OPPORTUNITIES

THREATS

TOTAL

3.15

ANALYSIS
A weighted score of 3.15 signifies that the company has significant opportunities for the
improvement and expansion of its business. While the threats cannot be ignored, their weighted
score is lower than that of the opportunities.
Some of the key opportunities are as follows:

Expansion into the Middle Eastern market

Exploring emerging local market
Image Building

Yaqeen Art Press has its core opportunities lying within three basic areas. These areas include
expansion into the Middle East, emerging local markets and image building. Yaqeen has realized

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the goldmine of potential the Middle Eastern market possesses in terms of printing needs. The
need and requirement for printing is quite heavy in this market and providers of this solution are
a handful in number. Yaqeen aims to bridge this wide gap between the demand and supply and
provide Middle Eastern businesses with the best printing solutions possible. This aspiration
seems to be viable and one which is to materialize soon enough given the landscape of
opportunities pertaining to the Middle East.
Another very important opportunity that Yaqeen can exploit is that of looking into the emerging
local markets. Yaqeen has an expanding client base and by training its sales force adequately,
Yaqeen can penetrate further deeper into the market and gauge a greater market share.
Lastly, Yaqeen can also work on building its image in the market. By doing so, Yaqeen can
make a greater impact on the big business operating within the market which Yaqeen wants to
target as its potential clients. In order to do so Yaqeen can make a client portfolio directory
which its future highly trained sales force can use to sell the company better when it goes out in
the field. Not only will this help Yaqeen in the Pakistani market but also facilitate its business
when it expands internationally.
While Yaqeen has a number of opportunities it can capitalize on, there is a number of threats
which it must be mindful of as well. Some of the more potentially negative threats are as follows:

Lack of client acceptability of new ideas

Uncertainty in the market and industry
Corruption

The biggest threat with a rating of 4 is that of corruption. According to the Head of Marketing at
Yaqeen, corruption is not only a threat but also the biggest competitor Yaqeen faces. Many
companies end up using cheaper material while printing to reduce costs. Since never
compromising on quality is a cardinal principle Yaqeen lives by, corruption cuts through a lot of
its market share.
Another threat that Yaqeen faces, relative in size with a rating of 3, is that of uncertainty in the
market and industry. Since the requirement of printing is a derived demand, the industry only
flourishes when the economy prospers and plummets down when the economy is in recession. In
these turbulent times, the economy dynamics control the fate of the printing industry. However,
because Yaqeen has quite a few MNCs in its portfolio, it is not affected to a magnanimous
extent by this trend, not to say its not affected at all.
Another threat Yaqeen faces at the hand of the industry dynamics is the lack of acceptability of
ideas by clients. Pakistan is still at the infancy stage in terms of innovation when it comes to
printing solutions. Clients are not willing to take risks and go all out with their ideas of
advertising. They prefer a simplistic and a basic approach to their printing needs. This blocks
Yaqeens potential to really exploit its state of the art technology and bank of creativity.

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INTERNAL FACTOR EVALUATION (IFE)

KEY INTERNAL FACTORS

Weight

Rating

Weighted Score

Technical expertise

0.07

0.21

One stop solution

0.14

0.56

State of the art equipment

0.08

0.24

Timely solutions (USP)

0.16

0.64

High quality

0.09

0.27

Extensive client portfolio

0.06

0.18

Hierarchical system

0.07

0.14

Paperwork delays

0.13

0.13

Labor issues

0.08

0.16

Poorly trained sales executives

0.12

0.12

STRENGTHS

WEAKNESSES

Total

2.65

ANALYSIS
A weighted score of 2.65, on a 1 to 4 scale is average/half-way, indicating there is definitely
room for improvement in the identified strengths.
Some of the major internal strengths that Yaqeen possesses include the following:

Timely solutions (USP)

One stop solution

The two most impactful strengths the company possesses, with a rating of 4 each, include its
ability to provide a one stop solution and timely solutions. The two are Yaqeens USPs. Yaqeen
prides itself on possessing the two attributes and makes it a conscious point to not ever sacrifice
in either of the two fronts. Yaqeen is a one stop solution because it takes control of the entire
printing process from the first stage of designing the print to the final stage of producing it on
paper. Furthermore, Yaqeen makes sure to deliver best results in a timely fashion. While most
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other companies will take 4 days to print 5 lack flyers, Yaqeen will take only 1 day to do the
same job.
Even though Yaqeen has a plethora of strengths which stand strong in their own right, there are
some weaknesses which Yaqeen must work on proactively to overcome. Some of these
weaknesses that Yaqeen must address on an immediate basis include the following:

Poorly trained sales force

Labor issues

Two of the biggest weaknesses Yaqeen is confronting at the moment are those of a poorly
trained sales team and labor issues, with both the weaknesses with a rating of 2. Yaqeen consists
of a sales force which is not highly trained and that has a negative impact on the companys
image, which may make large clients hesitant in doing business with Yaqeen. The second issue
is that of labor. In this context labor issues refer to the uncertainty in whether the labor is even
committed to the company or not. Here, the labor being referred to is the lower level machine
operators.

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COMPETITOR PROFILE MATRIX (CPM)

YAQEEN
Critical Success
Factors
Product Quality

Weight

Rating

NIKMAT

Score

VANTAGE

Rating

Score

Rating

Score

0.25

0.75

Price Competitiveness

0.2

0.2

0.6

0.4

Financial Position

0.1

0.3

0.3

0.3

Market Share

0.1

0.3

0.2

0.1

Client Portfolio

0.2

0.8

0.6

0.4

Technical Expertise

0.15

0.6

0.45

0.6

Total

3.2

2.9

ANALYSIS

The CPM identifies the firms major competitors and its particular strengths and weaknesses in
relation to the competitor firms strategic position. In relative terms, Yaqeen Printing Press with
a score of 3.2, has a stronger strategic positioning as compared to its two identified competitors.
The respective ratings of each factor identify where a certain companys core strengths lie. In
light of these ratings Yaqeen Printing Press is the strongest in terms of Product Quality, Client
Portfolio and Technical Expertise, while Nikmat has an average to good standing in each of the
identified success factors. Vantage, on the other hand, stands shoulder to shoulder with Yaqeen
in terms of product quality and technical expertise, with a lower rating in client portfolio.

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2.
8

THE MATCHING STAGE:

Yaqeen Art Press

December 31, 2013

1. SWOT ANALYSIS
2. BCG MATRIX
3. I.E. MATRIX
4. SPACE MATRIX
5. GRAND MATRIX

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SWOT ANALYSIS

SWOT ANALYSIS

Strengths

Weaknesses

1. Technical expertise: 70
employees in the pre press
department, designers and
machine men
2. One stop solution

1. Hierarchical system
with ambiguous roles

3. State of the art equipment

3. Labor issues

4. Timely solutions (USP); urgent

jobs done in 2-3 days
(competitors 1 week)

4. Poorly trained sales

executives (10
employees)

2. Paperwork delays (2-3

days wasted)

5. High quality
6. Extensive client portfolio
(25major clients)
Opportunities
1. International
Expansion, 1
country
2. Image building

SO Strategies

WO Strategies

Make and send Company Profile to

potential clients (S1 & O5)

Design and implement

training
programs for sales executives
(W4 & 02)

Set office in Middle East (S6, S1 & O1)

3. Emerging local
markets
4. Room for
creativity
5. Expanding client
base (20-25%
increase)
Threats
ST Strategies

WT Strategies

1. Lack of
acceptability of
new ideas

Promote contract based business (S2

&T2)

2. Market &
Industry
Uncertainty
3. Digitization
4. Corruption

Spread awareness against corruption

through client service initiatives (S6
&T4)

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Keep a closer check on sales

executives with regular
updates on jobs done
(W4&T4)

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ANALYSIS

SO strategies use a firms internal strengths to take advantage of external opportunities. By

making and sending company profiles to potential clients the company can use its strength of
having good technical expertise to capitalize on its expanding client base (S1,O5). The high
quality company profile will serve as a testament to the highly sophisticated printing solutions
provided by Yaqeen Printing Press.
The Middle Eastern printing market lacks high quality and sophisticated printing solutions which
is a gap that the company can bridge by using its technical expertise, and extensive client
portfolio to supplement international expansion. (S6,S1,O1)
WO strategies aim at improving internal weaknesses by taking advantage of external
opportunities. The company can build its image by designing and implementing training
programs for its sales executives as one of its weaknesses is a poorly trained sales team (W4,O2)
ST strategies use a firms strengths to avoid or reduce the impact of external threats. The
company can avoid market and industry uncertainty by initiating contract based business with its
clients by using its core competency of being a one stop solution to all printing needs (S2,T2).
The company can take initiatives to spread awareness on corruption in the printing industry using
its extensive client portfolio as its core medium (S6,T4). Doing so will ensure that the company
does not lose any business to corruption.
WT strategies are defensive tactics directed at reducing internal weaknesses and avoiding
external threats. One of the biggest threats faced by the printing industry is that of corruption
owing largely to poorly trained or dishonest sales executives. By keeper a closer check on sales
executives and ensuring that regular updates are taken on jobs done the company can remedy this
major concern.

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BCG MATRIX

Relative Market Share Position In The Industry

Medium
0.5

High
1.0

Industry

Low
0.0

High
+20
STARS
II

QUESTION MARKS
I

Sales

Growth

Medium
0.0

Rate

CASH COWS
III

DOGS
IV

(%)
Low
-20

Division

Percent
Revenues
(%)

Percent
Profits (%)

Industry
Growth
Rate (%)

Relative Market Share

1 (Annual Reports)

40

50

0.5

2 (POS)

35

30

0.15

10

3 (Calendars and diaries)

25

20

0.3

-2

Total

100

100

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ANALYSIS

The BCG matrix shows that Division 1 (Annual Reports) lies in between the Star and Question
Mark quadrants, showing it has a medium market share position in the industry and an industry
sales growth of 4%. While Yaqeen holds a 50% market share in the industry, the remaining 7-8
players share the other 50%.
The strategies that the firm should implement to move entirely into the Star Quadrant include
market penetration, market development and product development.
Division 2 (POS material) lies in Quadrant 1, and hence is categorized as a question mark.
Although the BCG matrix shows that the division is not doing as well as the company claims it
is, the unique industry dynamics do not allow it to be classified as a Star. This is because Yaqeen
only caters to larger companies that have the ability to pay for high-quality, bulk printing
requirements.
Division 3 (Calendars and Diaries) lies in Quadrant IV, and hence it is classified as a Dog.
Similar to the case of division 2, this division is also not performing as poorly as the BCG matrix
depicts. This is because the company caters to the requirements of large companies who can
afford high-quality, bulk printing.
Keep in mind that the structure of the printing industry is such that there are thousands of small
printing shops in the market, and only a few large printing presses, out of which Yaqeen Printing
Press is one of the large players. Yaqeen Printing Press only takes bulk orders that are worth a
certain minimum sum of money. Hence, smaller companies and other clients tend to go to
smaller printing houses or shops. From the companys point of view the divisions are reaping in
greater profits than may be portrayed by the BCG matrix, and also hold a sizeable market share if
compared to other large players in the market.

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December 31, 2013

INTERNAL-EXTERNAL MATRIX (IE)

The IFE Total Weighted Scores

Strong
3.0 to 4.0

Average
Average
2.0
2.0toto2.99
2.99
3.0

Weak
1.0 to 1.99
1.0

2.0

4.0

The EFE Total Weighted Scores

High
3.0 to 4.0

II

III

IV

VI

VII

VIII

IX

3.0
HKSHKFL
Medium
2.0 to 2.99

2.0

Low
1.0 to
1.99
1.0

Quadrants I, II and IV: Grow and Build Strategy

Quadrant III, V and VII: Hold and Maintain Strategy
Quadrant VI, VIII and IX: Harvest and Divest Strategy

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ANALYSIS

For a larger company with separates SBUs, the I.E. matrix is suited for the analysis of where
these constituent business units lie. However, Yaqeen Printing Presss three core products
(Annual Reports, POS materials, Annual calendars and diaries) cannot be classified as separate
business divisions. Hence, we have decided that it would be best to chart the companys own
position in the I.E matrix using its Total Weighted EFE score of 3.15, and Total Weighted IFE
score of 2.65.
According to the I.E. matrix, the company falls in Quadrant II implying that the company should
use a Grow and Build Strategy through integration strategies (backward, forward and
horizontal integration), and market penetration, market development and product development.

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December 31, 2013

SPACE MATRIX

SPACE MATRIX
FINANCIAL POSITION (FP)
Increase in ROI of 41.33% between 2011-12
Increase in revenue 16.25% between 2011-12
Increase in Net Income of 51.18% between 2011-12
Current Ratio of 5.5 in the year 2012, which should ideally be 2:1
Increase in Net Profit Margin from 3.6% to 4.7% in 2012
Gross Proft Margin remained constant at 14% in both 2011 and 2012
INDUSTRY POSITION (IP)
Profitability is decreasing due to increase in cost of production and competition
Account recievables turnover of the overall industry is fairly high
Medium level barriers to entry, taking small scale businesses in consideration as well
About 80% capacity utilization
Slow industry growth potential
STABILITY POSITION (SP)
Heavily dependent on electricity suppy which is highly inconsistent
Industry pays up to 80% as taxes and duties on the import of various raw materials
Adaptive to rapid advances in technology
COMPETITIVE POSITION (CP)
The company is well-known for its high quality products
Extensive and expanding client portfolio
The industry is becoming increasingly competitive
Good capacity utilization (90%)
The company does not have control over suppliers, distributors or customers
Price range of company's products is relatively higher than that of competing products (20-30% higher)
CONCLUSION
SP Average is -11/3 = -3.66 IP Average is 16/5 = 3.2
CP Average is -20/6 = -3.33 FP Average is 25/6 = 4.16
Directional Vector Coordinates x-axis: -3.33+3.2 = -0.13
y-axis: 4.16+(-3.66)= +0.5

The company should pursue a Conservative Strategy

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Rating
.
5
5
6
1
4
4
4.16
2
1
4
6
3
3.2
-4
-5
-2
-3.66
-1
-2
-5
-3
-6
-3
-3.33

Yaqeen Art Press

December 31, 2013

STRATEGY PROFILE: CONSERVATIVE

ANALYSIS

The SPACE Matrix shows that the company falls in the Conservative Quadrant. This implies that the
company should pursue strategies geared towards market penetration, market development, product
development and related diversification.

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December 31, 2013

GRAND STRATEGY MATRIX

QUADRANT II

QUADRANT I

QUADRANT III

QUADRANT IV

ANALYSIS
According to the Grand Strategy Matrix, the company lies in Quadrant IV, i.e. it has a strong
competitive position, but functions in a slow growth industry. Hence, the best way forward is to
invest in strategies that center on related and unrelated diversification. Joint ventures are also a
viable strategy for the company. Through these strategies the company can tap into other, more
profitable areas of growth.

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THE DECISION STAGE:

Yaqeen Art Press

December 31, 2013

1. The Quantitative Strategic Management Matrix (QSPM)

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December 31, 2013

STRATEGIC ALTERNATIVES
QSPM
Expansion Within
Karachi

Key Factors

International
Expansion

Weight

AS

TAS

AS

TAS

1.
2.
3.
4.
5.

Opportunities
International Expansion
Image building
Emerging local markets
Room for creativity
Expanding client base

0.2
0.15
0.09
0.03
0.07

3
4
1
3

0.45
0.36
0.03
0.21

4
1
3
2

0.6
0.09
0.09
0.14

1.
2.
3.
4.
5.

Threats
Lack of client acceptability of new ideas
Uncertainty in the market and industry
Decreasing need of POS materials
Digitization
Corruption

0.09
0.15
0.05
0.02
0.15

1
3
2
4
4

0.09
0.45
0.1
0.08
0.6

3
4
3
3
3

0.27
0.6
0.15
0.06
0.45

0.07
0.14
0.08
0.16
0.09
0.06

3
3
4
3
3
3

0.21
0.42
0.32
0.48
0.27
0.18

4
4
2
4
4
2

0.28
0.56
0.16
0.64
0.36
0.12

0.07
0.13
0.08
0.12

2
3
3
3

0.14
0.39
0.24
0.36

4
4
1
4

0.28
0.52
0.08
0.48

1.
2.
3.
4.
5.
6.
1.
2.
3.
4.

Strengths
Technical expertise
One stop solution
State of the art equipment
Timely solutions (USP)
High quality
Extensive client portfolio

Weaknesses
Hierarchical system
Paperwork delays
Labor issues
Poorly trained sales executives
Total

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5.38

5.93

Yaqeen Art Press

December 31, 2013

ANALYSIS FOR QSPM

The QSPM integrates the results of the input and matching stages. The two alternative strategies
in consideration by the Yaqeen Printing Press include:
1. Expansion within Karachi
2. International Expansion
According to the Total Attractiveness Scores calculated through the QSPM, the company would
be better off if it capitalized on the second alternative strategy i.e. international expansion
(Middle East) with a score of 5.93, as opposed to the first strategy which has a score of 5.38.
The attractiveness scores attributed to each factor within the QSPM act as a roadmap for the
second alternative strategy, for its future international prospects. Note that the use of dashes
indicate which factors do not affect the strategy choice being considered. A score of 4 signifies
that the particular factor has a deeper impact on the strategy in question, as opposed to a score of
1 which lies on the lower end of the scale.

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December 31, 2013

PROPOSITIONS FOR
THE COMPANY

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December 31, 2013

BALANCED SCORECARD

Strategy
Objectives

Measures

Targets

Initiatives

Financial

Increase margins

Increase in rupee
profits

Increase annual
margins from big
clients up to 20%

Getting more
volume in the
business

Customer

Catering to a
companys entire
printing needs

Time required to
finish a job

One stop solution

Internal Business
Processes

Increase efficiency

Capacity
utilization

Decrease amount
of time required to
finish a job by
25%; e.g. from 6
days to 4 days in a
printing order
Increasing print
capacity to 9000
prints/hour

Learning and
Growth

Monitor sales
force

Get feedback from

companies

To train all the 10

sales force by mid2014

Design a
customized
training program

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Train workers

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December 31, 2013

YAQEENS VISION AND ITS COMPONENTS

There are two basic components of any lasting vision:
1. A Core Ideology
2. An Envisioned Future
CORE IDEOLOGY
A companys core ideology can be described as its timeless character and the glue that holds the
company together. A core ideology is something which is inherent within the company, it is not
invented rather it is discovered. A core ideology has two basic components:

Core Values:

Core values can be described as the handful of guiding principles by which a company navigates
or persists. A great and successful company will change its markets its servicing if it must, but
always stay true to its core values and never abandon them. Yaqeen Art Presss core values
include innovation, precision in printing and quality. Yaqeen ensures that it does not service
those clients for whom it cannot stay true to these three values. It is precisely for this reason that
Yaqeen has a minimum order requirement policy as it knows if it takes up orders which do not
meet the costs the press incurs then there is a high probability that quality, innovation or
precision may be compromised. Since that is not an option for Yaqeen, it rather decline certain
clients than sacrifice the guiding principles the company is established upon.

Core Purpose:

A companys core purpose is its most fundamental reason for being. The idealistic motivation
that the company has for doing its clients work is to provide a one stop solution to all their
clients needs in the most time effective fashion possible. The purpose the company incorporates
in its core vision is to make the lives of its clients easier, more convenient and better by
providing them with top of the line solutions to their business printing needs. Time is money,
and Yaqeen respects that.
ENVISIONED FUTURE
A companys envisioned future for itself consists of two elements:

BHAGs Big Hairy Audacious Goals

BHAGs are ambitious plans which rev up the entire organization and make it more engaging.
These goals typically require 10 to 30 years to complete. The BHAGs which Yaqeen has
established for itself revolve around being able to provide its clients with any format of printing
orders. Currently, the Pakistani printing industry is in its stage of infancy. Much work needs to
be done before innovation really takes the industry by a storm and people break away from the
conventional methods of printing, moving towards more innovative solutions. For example, 3D

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printing has become very common internationally, but companies in Pakistan are still not open to
this idea. Yaqeen aims to develop a new market within the existing Pakistani printing industry to
instill and explore more innovative solutions.

Vivid Descriptions of the BHAGs (Proposed)

Yaqeen has its BHAGs figured out. However, it doesnt really have a vivid description for it as
yet. We attempted to formulate one for the company.
In 20 years we aim to be the first movers not only into a new segment of more innovative
printing solutions being provided in the Pakistani printing industry, but we also aspire to be the
best at these innovations and have a bigger client base and market share as compared to our
rivals. Yaqeen will not only be a name known to businesses locally but also internationally.
Yaqeen will be synonymous with top of the line quality, outrageous innovation, invigorating
ideas and ideologies and a printing solution much needed by many companies
Keeping all these elements in mind, we proposed the following vision and mission statement for
the company:
PROPOSED VISION STATEMENT

Yaqeen is committed to bringing the best printing experience to clients, creative professionals
and artists around the world through its innovative approach.
PROPOSED MISSION STATEMENT

Yaqeen printing press strives to provide a one stop printing solution to its valued clients, both
locally and globally by employing state of the art technology. The company aims to conduct its
operations prudently, providing the necessary profits and growth, which will assure Yaqeen
Printing Presss success. The company prides itself on unparalleled technical expertise and competent
and motivated employees, which ultimately guarantees a well-rounded customer experience.

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RECOMMENDATIONS
The analysis carried out in this report highlights the aspects that the company should focus on,
before it implements its international expansion strategy. These include the following:

Image building refers to the credibility and reputation f the company. The company
should focus on customer relationship management.
Uncertainty in the market and industry refers to the fluctuating trends in economic
cycles. In times of recession, companies tend to cut back on their printing expenditure. In
times of economic boom, companies tend to indulge in promotional efforts.
The companys strengths lies in its technical expertise, ability to provide a one stop and
timely solution, and high quality products. The company should make conscious efforts
to maintain these core strengths since they are highly valued in the international market.
The company has some problem areas which should be addressed, on an immediate
basis, before it penetrates the international market. These include a hierarchical system
which poses a problem due to its ambiguous organizational structure, paperwork delays
which stems from the aforementioned hierarchical concern, and lastly, a poorly trained
sales team which has a negative impact on the companys image in the market.

CONCLUSION
Yaqeen Art Press is undoubtedly already a major player in the printing industry. This
report has highlighted the companys core strengths and emerging weaknesses, both of which the
company can focus on since they are within Yaqeens internal domain. Possible threats have
been identified, and opportunities that the company can invest in have also been explored. The
companys position within the industry has been determined through various strategic models,
and the most feasible way forward has been chalked out i.e. international expansion (Middle
East). A balanced scorecard has been suggested, along with a mission and vision statement.
As a family owned and operated business, such a structured approach to strategy has not yet been
tried and tested by the company. While mutual understanding and family meetings have worked
well for the company as far as future plans for the business have been concerned, it is imperative
for the heads of the family to consider a structured approach so that the coming generations will
have a formalized vision, mission, and strategic focus to refer to.

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December 31, 2013

APPENDIX A
LIST OF YAQEENS MAJOR CLIENTS

P&G

Mondelez Pakistan

Unilever Pakistan

Shell Pakistan Limited

Engro Group

Faysal Bank

Pakistan State Oil Limited

Pakistan Petroleum Limited

Habib Bank Limited

United Bank Limited

Bank Al Falah Limited

GlaxoSmithKline Pakistan Limited

Sanofi Aventis Limited

Abbott Laboratories Pak. Limited

Novartis Pharma Pakistan Limited

Merck Marker Pvt. Limited

Barret Hodgson Pak. Pvt. Limited

Colgate Palmolive Pakistan Limited

Continental Biscuits Limited

English Biscuit Manufacturers Pvt. Limited

K.S. Sulemanji Esmailji & Sons Pvt. Limited (KOLSON)

Shan Food Industries

Tapal Tea Pvt. Limited

Telenor Pak Pvt. Limited

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Yaqeen Art Press

Mobilink

Shahsons Pvt. Limited

Platinum Pharma

Sami Pharmaceuticals Pvt. Limited

Getz Pharma Pakistan Pvt. Limited

TCS Pvt. Limited

Roche Pakistan Limited

December 31, 2013

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Yaqeen Art Press

December 31, 2013

APPENDIX B
TYPES OF MACHINES

One Computer to Plate (KODAK, CTP system) with complete Work-Flow softwares for
High-definition pictures/graphics for fast out-put, accuracy and optimum print quality

One Laser Scanner Crossfield Model Celsis 6250 complete with M. Setter and automatic
film processing system

One Laser Scanner 636E with CENTRE FAX RIB

Twelve Desktop Publishing System [Apple Macintosh & IBM Computers]

Two Laser Printers

Two Contact Cabinet for Film Making

Two Automatic Film Processor for Film Developing

Three Color Printers

One Heidelberg Speed Master CPC-102 Eight Color Printing Machine

One Heidelberg Speed Master CD102F CPC-Tronic Five Color + on-line Coater

One Heidelberg Offset Printing Machine 102F CPC Tronic Five Color

One Heidelberg Offset Printing Machine 74F CPC Tronic Five Color

One Heidelberg Offset Printing Machine 72F CPC Tronic Five Color

One Heidelberg Offset Printing Machine 72V Four Color

Three Heidelberg Offset Printing Machines Two Color

Eight Heidelberg Offset Printing Machines Single Color

One Heidelberg Platen Printing Machine

One Rota Offset Printing Machine

One Chandler Printing Machine

One Planata 28 x 40 U.V. coating machine

Four Polar Paper Cutting Machines Fully Computerized [Programmable]

Two Wohlenberg Automatic Paper Cutting Machines

Five Automatic Sheet Folding Machines

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December 31, 2013

One Perforating Machine

Two Stitching Machines

Four Lamination Machines

One Gathering Machine

Two Automatic Hot Glue Perfect Book Binding Machines

One U. V. Coating Equipment

One Hot Foil Stamping Equipment

Two BOBST Fully Automatic Die Cutting machines with Striping Unit

Automatic Heidelberg Cylinder

Five Die-Cutting Machines

Three Manual Die-Cutting Machines

Automatic Bobst/Jagenberg Gluing/Pasting

Five Machines with Clutch Bottom Attachment

Three Automatic Reel Cutting Machines

Two Power Generator 450KVA

One Power Generator 320KVA

One Power Generator 185KVA

In-House Workshop facilities for repair & fabrication of Spare Parts etc.

In-House Die-Making Facility

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