 Tayyab Ismat

LAS15MBAM0020

1
Original Vision and Mission Statement

VISION STATEMENT:

“To transform the company into modern and dynamic cement manufacturing company with
qualified professionals and fully equipped to play a meaningful role on sustainable basis in the
economy of Pakistan”.

MISSION STATEMENT:

“To provide quality products to customers and explore new markets to promote/expand sales of
the Company through good governance and foster a sound and dynamic team, so as to achieve
optimum prices of products of the Company for sustainable and equitable growth and prosperity
of the Company”.

2
Proposed Vision and Mission Statement
VISION STATEMENT:

Our vision is to be the rolling partner in nation’s development, by making standards that meet
the expectations

MISSION STATEMENT:

“DGKCC’s mission is to be the most successful cement manufacturing company in Pakistan, by

satisfying the customer with best experience & by doing so, we will meet customers highest
expectations of quality, we provide opportunities of growth & enrichment to our employees, latest
technology , best quality product, individually & company accountability & to be very known among
the citizenship”

 Customer
Satisfying the customer with best experience.
 Product or service
DGKCC’s mission is to be the most succesful cement manufacturing company.
 Markets
In pakistan.
 Technologies
Latest Techonology.
 Concern for survival growth
We will meet customers highest expectations of quality.
 Philosophy
Individually & company accountabilty.
 Self-concept
Best qualitity producet.
 Concern public image
To be very known among the citizenship.
 Employees
We provide oppurtunities of growth & enrichment to our employees.

3
External Factors Evaluation (EFE) of DGKCC

Opportunities Weight Rating Weighted

Score
Demand of Cement increase 10% due to new developing projects in the 0.08 4 0.32
country
Increase in the demand of Cement Export increase by 5.72%. 0.08 3 0.24

The MOU b/w Pakistan & Iran on Eco. Corporation signed. 0.05 3 0.15

Due to the stable growth of economy it leads DGK towards stable growth. 0.04 4 0.16

Shutting down the one of the Lucky cement plant becomes the opportunity 0.05 3 0.15
for DGK to take his place.

Opening a new plant in Karachi is the opportunity for the DKG to increase in 0.06 4 0.24
the production and its sale.

Coal Prices and consumption is decreased in international market. 0.05 3 0.15

Increase in utilization of cement due to CPEC projects. 0.09 4 0.36

Establishing manufacturing facilities in attractive foreign markets, especially 0.06 3 0.18

in African continent.

Market in Southern Pakistan. 0.05 3 0.15

Threats
Cement industry adopt to adopt latest technology in Tiruchi 0.06 4 0.24

Due to US bomb attack in Afghanistan the DGK cement export effect 0.04 3 0.12

Taxes increased due to taken fresh loans of $25 billion in last three years 0.05 3 0.15

Inconsistent government policies. 0.06 3 0.18

Increased GST by Rs. 100 on 50kg cement bag. 0.03 2 0.06

Lucky cement as strong potential competitors. 0.04 2 0.08

Unhealthy industry competition. 0.03 1 0.03

Chinese investment in Dewan group. 0.05 2 0.10

South Africa imposes duties on Cement. 0.03 2 0.06

TOTAL 1 3.12
4
Internal Factors Evaluation (IFE) of DGKCC
Weight Rating Weighted
Strengths Score

Excellent credibility & creditworthiness. 0.06 3 0.18

Solid brand equity 0.8 4 0.32

Extensive dealer network. 0.06 3 0.18

Easy access to financial markets. 0.04 3 0.12

Product Quality 0.08 4 0.32

Enterprise resource planning 0.04 4 0.16

High production Capacity 0.08 3 0.24

Plant’s geostrategic importance 0.06 4 0.24

Parent company’s diversified business segments 0.4 3 0.12

Own Power Generation 0.06 4 0.24

Weakness

No physical presence near seaport & southern areas of Pakistan. 0.05 2 0.1

Limited skill set of human capital 0.06 1 0.06

Low promotion strategy 0.04 2 0.08

Reliability on weather 0.02 2 0.04

Transportation Cost 0.02 2 0.04

Health concern for employees 0.04 2 0.08

Autocratic Decision making 0.03 1 0.03

Job dissatisfaction 0.06 1 0.06

No performance appraisal 0.04 2 0.08

Fluctuating energy cost 0.04 2 0.08

Total 1 2.77

5
CPM (Competitors Profile Matrix)
LUCKY BESTWAY
Critical Success DGK Cement
Cement Cement
Factors Weight Rating W.Score Rating W.Score Rating W.Score

Excellent credibility & 0.06 3 0.18 4 0.24 2 0.12

creditworthiness.
Strong brand Image. 0.08 4 0.32 3 0.24 2 0.16

Extensive dealer network. 0.06 3 0.18 4 0.24 2 0.12

Earnings Per share 0.04 3 0.12 4 0.16 2 0.08

Product Quality. 0.08 4 0.32 3 0.24 3 0.24

Enterprise resource planning 0.04 4 0.16 3 0.12 2 0.08

High production Capacity 0.08 4 0.32 3 0.24 2 0.16

Plant’s geostrategic importance 0.06 4 0.24 3 0.18 2 0.12

Parent company’s diversified 0.04 4 0.16 3 0.12 2 0.08

business segments
Own Power Generation 0.06 4 0.24 3 0.18 2 0.12

Technology 0.05 3 0.15 4 0.2 1 0.05

Limited skill set of human capital 0.06 1 0.06 3 0.18 2 0.12

Low promotion strategy 0.04 2 0.08 1 0.04 3 0.12

Organization structure 0.02 3 0.06 4 0.08 1 0.02

Transportation Cost 0.02 2 0.04 3 0.06 1 0.02

Health concern for employees 0.04 2 0.08 4 0.16 3 0.12

Autocratic Decision making 0.03 1 0.03 2 0.06 3 0.09

Management experience 0.06 4 0.24 2 0.12 3 0.18

Inventory system 0.04 3 0.12 2 0.08 4 0.16

Advertising 0.04 2 0.08 1 0.04 4 0.16

1 3.18 2.98 2.32

TOTAL
6
Competitive Profile Matrix:
Competitive profile Matrix is an essential strategic management tool to compare the
firm with the major players of the industry.
Competitive profile matrix shows the clear picture to the firm about their strong points
and weak points relative to their competitors. The CPM score is measured on basis of critical
success factors, each factor is measured in same scale mean the weight remain same for
every firm only rating varies. The best thing about CPM that it includes your firm and also
facilitates to add other competitors make easier the competitor analysis.

In, IFE matrix only internal factors are evaluated and in EFE matrix only external
factors are evaluated but CPM include both internal and
external factors to evaluate overall position of the firm with respective to their major
competitors.

The competitive profit matrix consists of below mentioned attributes.

 Rating
 Weight
 Weighted Score
 Total Weighted Score
Rating:

7
Rating represents the response of the firm towards the critical success
factors. Highest the rating the better response of the firm towards the
critical success factors, rating range from 1 to 4.

 Rating is applied to each factor.

 Major strength =4
 Minor strength =3
 Minor weakness =2
 Major weakness =1

Weight:
Weight attribute in CPM indicates the relative importance
of factor to being successful in the firm’s industry. The weight
range from 0.0 means not important and 1.0 means important, sum
of all assigned weight to factors must be equal to 1.0, otherwise the
calculation won’t be considered correct.

Weighted Score:

Weighted score value is the result achieved after multiplying each

factor rating with the weight.

Total Weighted Score:

The sum of all weighted score is equal to the total weighted score,
final value of total weighted score should be between range 1.0 (low)
and 4.0 (high). The average weighted score for CPM matrix is 2.5,
any company total weighted score fall below 2.5 is considered as
weak. The company total weighted score if higher than 2.5 is
considered strong in position.

8
Boston Consulting Group (BCG) Matrix

Sales of Cement company in 2015 & 2016

Products Ordinary Portland Sulphate Resistant Clinker
2016(MT) 2015(MT) 2016(MT) 2015(MT) 2016(MT) 2015(MT)
DG Khan 3,111,346 2,639,935 2,851,345 2,278,135 3,507,230 3,964,998
Cement
Lucky 3,466,747 3,502,454 3,627,253 3,191,546 5,608,000 5,395,000
Cement
Best way 2,865,271 2,264,894 2,267,132 2,203,131 4,306,488 4,043,634
Cement
Fuji 1,711,324 1,382,772 1,110,906 1,182,775 2,580,732 2,344,715
Cement
Total Sale 11,154,688 9,790,055 9,856,636 8,855,587 16,002,450 15,748,347

Relative Market Share

O w n market share
Ordinary Portland RMS= RMS = 3111346/3466747 = 0.89
Leader market share
O w n market share
Sulphate Resistant RMS= RMS = 2851345/3267253 = 0.78
Leader market share
O w n market share
Clinker RMS= RMS = 3507230/5608000 = 0.62
Leader market share

Industrial Growth
𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑦𝑒𝑎𝑟 𝑠𝑎𝑙𝑒 −𝑝𝑟𝑒𝑣𝑖𝑜𝑢𝑠 𝑦𝑒𝑎𝑟 𝑠𝑎𝑙𝑒 11154688−9790055
I.G= × 100
Ordinary Portland 𝐼. 𝐺 = ×
𝑝𝑟𝑒𝑣𝑖𝑜𝑢𝑠 𝑦𝑒𝑎𝑟 𝑠𝑎𝑙𝑒 100 = 13.93%
9790055
𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑦𝑒𝑎𝑟 𝑠𝑎𝑙𝑒 −𝑝𝑟𝑒𝑣𝑖𝑜𝑢𝑠 𝑦𝑒𝑎𝑟 𝑠𝑎𝑙𝑒 9856636−8855587
I.G= × 100
Sulphate Resistant 𝐼. 𝐺 = ×
𝑝𝑟𝑒𝑣𝑖𝑜𝑢𝑠 𝑦𝑒𝑎𝑟 𝑠𝑎𝑙𝑒 100 = 11.30%
8855587

𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑦𝑒𝑎𝑟 𝑠𝑎𝑙𝑒 −𝑝𝑟𝑒𝑣𝑖𝑜𝑢𝑠 𝑦𝑒𝑎𝑟 𝑠𝑎𝑙𝑒 16002450−15748347

I.G= × 100
Clinker 𝐼. 𝐺 = ×
𝑝𝑟𝑒𝑣𝑖𝑜𝑢𝑠 𝑦𝑒𝑎𝑟 𝑠𝑎𝑙𝑒 100 = 1.61%
15748347

Division Sales 2016 Profit & loss (PKR. Thousand) Profit & loss %
Ordinary Portland 3,111,346 11,762,688.17 11,762,688.17*100/29703758 = 39.6%

Sulphate Resistant 2,851,345 10,158,685.24 10,158,685.24*100/29703758 = 34.2%

Clinker 3,507,230 7,782,384.60 7,782,384.60*100/29703758 = 26.2%

Total 29703758 100%

9
 Boston Consulting Group (BCG) Matrix
RELATIVE MARKET SHARE POSITION

High Medium Low

1.0 0.89 0.78 0.62 0.05 0.00
High
OP 39.6%
+20

13.93% SR 34.2%

11.30%
INDUSTRY SALES GROWTH RATE

Clinker 26.2%

1.61% Stars Question Mark

Medium

Cash Cow Dogs

Low -
20

10
BCG MATRIX

The BCG model is based on the product life cycle theory that can be
used to determine what priorities should be given in the product
portfolio of a business unit. To ensure long term value creation, a
company should have a portfolio of products that contains both high-
growth products in need of cash inputs and low-growth products that
generate a lot of cash.
Placing products in the BCG matrix result in 4 categories in a
portfolio of a company:

1. Stars: (High growth, High market share)

 Use large amount of cash and are leaders in the business, so
they should also generate large amounts of cash.
 Roughly in balance on net cash flow. However if needed
any
attempt should be made to hold share, because the reward will
be a cash cow if market share is kept.
2. Cash Cows: (Low growth, high market share)
 Profits and cash generation should be high because of the low
growth, investments needed should be low.
3. Dogs: (Low growth, low market share)
 Avoid and minimize the number of dogs in a company.
 Beware of expensive, turn around plans.
 Deliver cash, otherwise liquidate.
4. Question Mark: (High Growth, Low market share)
 High demands and low returns due to low market share.
 Great amount of cash is invested in question mark
 If change is not implemented, then the growth stops a dog.
 Invest heavily or sell off or invest nothing and generate
cash

The Strategic Position and Action Evaluation (SPACE) Matrix

11
SPACE Matrix for a DGKCC
Financial Position (FP) Rating
Net profit 5
Earnings per share 3
Debt Equity Ratio 4
Stock Turnover Ratio 4
Inventory turnover 5
Average 21/5= 4.2

Competitive Position (CP) Ratings

Brand Image -1
Distribution Network -1
Technology -2
Customer Loyalty -1
Market share -2
Average -7/5= -1.4

Stability Position (SP) Ratings

GDP -2
Rate of Inflation -3
Tax -1
Barriers to entry in market (Govt. Policies) -2
Peace & Security -3
Average -11/5= -2.2

Industrial Position (IP) Ratings

Resource Utilization 5
Financial Stability 6
Resource Utilization 4
Growth Rate 5
Competitors 4
Average 24/5= 4.8

12
 Y axis X axis
FP +4.2 +4.8 IP

SP -2.2 -1.4 CP

Total +2 +3.4

13
Space Matrix:

It is used to determine what type of a strategy a company should

undertake. Space matrix is a strategic management tool, which focuses
on strategy formulation especially related to the competitive position of
an organization. There are two internal and two external strategic
dimensions. FP & CP compare your company with other companies.
Therefore, EP & IP compare your industry with other industries.
In a space matrix, there are four quadrants & each quadrant
represents a different type of nature;

 Aggressive
 Conservative
 Defensive
 Competitive
In space matrix, CP and IP values are plotted on x-axis

 CA value range from -1 to -6.

 IP value range from +1 to +6.

Whereas, FP and SP/EP are plotted on Y-axis

 SP/EP value range from -1 to -6

 FP value range from +1 to +

-1 -2 -3 -4 -5 -6

Strong Average Week

+6+5 +4+3 +2+1

14
The above scale shows that, EP/SP and CP rating scale from -6 (worst)
to -1(Best). IP & FP rating scale is from +1 (worst) to +6 (Best). After
rating each factor of EP, CP, IP and FP average is taken of the rating and
then total of all average is taken. By taking total of Y-axis and x-axis the
net result will be marked on the space matrix and it will show the
competitive position of an organization.

The above space matrix show the firm position as an Aggressive.

Financially strong firm that has achieved major competitive advantages
in a growing and stable industry. An organization is in an excellent
position to use its internal strength to take advantage of external
opportunities, overcome internal weakness and avoid external threats.
Therefore, Market deviation, Market penetration, product development
and integration can be feasible depending on the specific circumstances
that the firm faces.

AGGRESSIVE:

 Market Deviation
 Market Penetration
 Product Development
 Integration

15
 SWOT Matrix

Strengths : Weakness:
1. Solid brand equity 1. No physical presence near
2. Extensive dealer network. seaport & southern
3. Easy access to financial markets. areas.
4. Product Quality 2. Limited skill set of
5. High production Capacity human capital
6. Own Power Generation 3. Low promotion strategy
7. Plant’s geostrategic importance 4. Reliability on weather
8. Parent company’s diversified 5. Transportation Cost
business segments 6. Health concern for
9. Excellent credibility & employees
creditworthiness. 7. Autocratic Decision
making
8. Job dissatisfaction
9. No performance appraisal
10. Fluctuating energy cost
Opportunity: SO WO
 Increase nationally sale 7%  Market
1. Demand of Cement increase (s2,s5,o1) Development(w5,o4)
10% due to new  New plant in African  Training of
developing projects in continent employee(w8,o5)
the country (s1,,s3,03)  Hiring new blood
2. Increase in the demand of  Market penetration (W8,O6)
Cement Export increase (s2,o4)
by 5.72%.  Increase foreign sales 6%
3. Establishing (s4,s5,o2)
manufacturing
facilities in attractive foreign
markets, especially in African
continent.
4. Market in Southern Pakistan.
5. Due to the stable growth of
economy it leads DGK
towards stable growth.
6. Literacy rate in Pakistan rise to
59.9 percent.
Threats: ST WT
1. Cement industry adopt to  Market development (t5,s7)  High Promotion Campaign
adopt latest  Increase Dividend for (T4,W3)
technology in Tiruchi shareholders (T5,S9)  Hire new HR manager
2. Lucky cement as strong  Invest in (w9,t3,t8)
potential competitors. Maintenance. (T1,s9)  Training of
3. Unhealthy industry employee(w8,t2,t3)
SWOT
competition.Matrix:
4. Chinese investment in Dewan
group.
5. South Africa imposes duties
on
Cement.
16
 The Strength-Weakness-Opportunities-Threats (SWOT) is an
important matching tool that helps the manager to develop four types of
strategies: SO (Strength - Opportunity), WO (Weakness –
Opportunities), ST (Strength - Threats), and WT (Weakness – Threats).
Matching key Internal and external factors.
SO strategies use a firm’s internal strength to take advantage of
external opportunities. Managers would like their organization to be in a
position in which internal strength can be used to take advantage of
external trends and events.

WO strategies aim at improving internal weakness by taking

advantage of external opportunities. Sometimes key external
opportunities exist, but a firm has internal weaknesses that prevent it
from exploiting those opportunities.

ST strategies use a firm’s strength to avoid or reduce the impact

of external threats. This does not mean that a strong organization
should always meet threats in the external environment.

WT strategies are defensive tactics directed at reducing internal

weakness and avoiding external threats. An organization is faced with
numerous external threats and internal weaknesses may indeed be in a
precarious position.

17
The Internal–External (IE) Matrix

IFE Of OPC
Weight Rate Weighted Score
Strengths
Product Quality 0.10 4 0.40
High Production Capacity 0.09 3 0.27
Own Power Generation 0.06 4 0.24
Easy access to Financial Market 0.08 3 0.24
Solid Brand Equity 0.12 2 0.24
Weakness
Not Near Seaport 0.09 4 0.36
Low promotion Strategy 0.18 4 0.72
Transportation Cost 0.09 4 0.36
Limited Human Capital 0.10 3 0.30
No Performance Appraisal 0.09 4 0.36
1 3.49

EFE Of OPC
Weight Rate Weighted
Score
Opportunity
A growing market 0.09 2 0.18
Increased consumer spending 0.1 3 0.3
Legal changes which make selling abroad easier 0.09 2 0.18
Change in society 0.18 1 0.18
Income level is at constant increase 0.09 4 0.36
Threats
Government policy ban on some activities 0.12 4 0.48
Taxation rules which reduce the firm's income 0.08 2 0.16
Change in consumer habit 0.06 4 0.24
Increasing costs might be possible 0.09 3 0.27
New product change demand 0.1 4 0.4
1 2.75

18
 IFE Of SRC
Weight Rate Weighted Score
Strengths
Product Quality 0.10 4 0.40
High Production Capacity 0.09 3 0.27
Own Power Generation 0.06 4 0.24
Easy access to Financial Market 0.08 3 0.24
Solid Brand Equity 0.12 2 0.24
Weakness
Not Near Seaport 0.09 2 0.18
Low promotion Strategy 0.18 3 0.54
Transportation Cost 0.09 3 0.27
Limited Human Capital 0.10 4 0.40
No Performance Appraisal 0.09 3 0.27
1 3.05

EFE Of SRC
Weight Rate Weighted
Score
Opportunity
Govt. infrastructure spending 0.09 3 0.27
investment in industrial projects 0.1 4 0.4
commercial construction activity 0.09 2 0.18
new technologies are available at reasonable costs 0.18 4 0.72
emerging exports markets 0.09 3 0.27
Threats
imports from Pakistan affecting markets in north India 0.12 4 0.48
excess overcapacity can hurt margins as well as prices 0.08 3 0.24
consolidation through mergers and acquisition 0.06 2 0.12
varied rates of royalty 0.09 4 0.36
rising oil prices 0.1 4 0.4
1 3.44

19
 IFE Of Clinker
Weight Rate Weighted Score
Strengths
Product Quality 0.10 4 0.40
High Production Capacity 0.09 2 0.18
Own Power Generation 0.06 4 0.24
Easy access to Financial Market 0.08 2 0.16
Solid Brand Equity 0.12 2 0.24
Weakness
Not Near Seaport 0.09 2 0.18
Low promotion Strategy 0.18 1 0.18
Transportation Cost 0.09 3 0.27
Limited Human Capital 0.10 4 0.40
No Performance Appraisal 0.09 3 0.27
1 2.52

EFE Of Clinker
Weight Rate Weighted Score
Opportunity
future growth potential 0.10 4 0.40
rising local demand 0.09 4 0.36
construction boom in Pakistan 0.06 2 0.12
focus on cost optimization 0.08 4 0.32
availability of finance 0.12 3 0.36
Threats
low per capita consumption 0.09 2 0.18
high incidence of taxes 0.18 4 0.72
decline in profitability 0.09 4 0.36
high input cost 0.10 3 0.30
inadequate bulk loading facility at ports 0.09 1 0.09
1 3.21

20
 The Internal–External (IE) Matrix

Division IFE EFE Sales 2016 Profit & loss

(PKR. Thousand)
Profit & loss %

Ordinary 3.49 2.75 3,111,346 11,762,688.17 11,762,688.17*100/29703758 = 39.6%

Portland
Sulphate 3.05 3.44 2,851,345 10,158,685.24 10,158,685.24*100/29703758 = 34.2%
Resistant
Clinker 2.52 3.21 3,507,230 7,782,384.60 7,782,384.60*100/29703758 = 26.2%
Total 29703758 100%

THE IFE TOTAL WEIGHTED SCORES

Strong Average Weak
3.0 to 4.0 2.0 to 2.99 1.0 to 1.99

3.49 3.05 3.0 2.0 1.0

2.52

4.0

High
3.0 to 4.0 SR 34.2%
EFE TOTAL W. SCORES

3.44 Clinker 26.2%

3.21

3.0

2.75

Medium
2.0 to 2.99 POR 39.6%

2.0

Low
1.0 to 1.99

1.0

21
 The Quantitative Strategic Planning
Matrix (QSPM)
New plant in High Promotion Outsourcing
African continent Campaign

Opportunities Weight AS TAS AS TAS AS TAS

Demand of Cement increase 10% due to new developing projects in the 0.08 1 0.08 4 0.32 3 0.24
country

Increase in the demand of Cement due to Export increase by 5.72%. 0.08 4 0.32 2 0.16 3 0.24

The MOU b/w Pakistan & Iran on Eco. Corporation signed. 0.05 - - - - - -

Due to the stable growth of economy it leads DGK towards stable growth. 0.04 - - - - - -

Shutting down the one of the Lucky cement plant becomes the opportunity 0.05 1 0.05 4 0.20 2 0.10
for DGK to take his place.

Opening a new plant in Karachi is the opportunity for the DKG to increase in 0.06 1 0.06 4 0.24 2 0.12
the production and its sale.

Coal Prices and consumption is decreased in international market. 0.05 - - - - - -

Increase in utilization of cement due to CPEC projects. 0.09 1 0.09 3 0.27 2 0.18

Establishing manufacturing facilities in attractive foreign markets, especially 0.06 4 0.24 3 0.18 2 0.12
in African continent.

Market in Southern Pakistan. 0.05 - - - - - -

Threats

Cement industry adopt to adopt latest technology in Tiruchi 0.06 - - - - - -

Due to US bomb attack in Afghanistan the DGK cement export effect 0.04 3 0.12 1 0.04 2 0.08

Taxes increased due to taken fresh loans of $25 billion in last three years 0.05 - - - - - -

Inconsistent government policies. 0.06 - - - - - -

Increased GST by Rs. 100 on 50kg cement bag. 0.03 - - - - - -

Lucky cement as strong potential competitors. 0.04 1 0.04 4 0.16 2 0.08

Unhealthy industry competition. 0.03 3 0.09 2 0.06 1 0.03

Chinese investment in Dewan group (cement). 0.05 2 0.10 4 0.20 1 0.05

South Africa imposes duties on Cement. 0.03 - - - - - -

Total 1

22
 New plant in High Promotion Outsourcing
African continent Campaign

Strengths Weight AS TAS AS TAS AS TAS

Excellent credibility & creditworthiness. 0.06 4 0.24 3 0.18 1 0.06

Solid brand equity 0.08 - - - - - -

Extensive dealer network. 0.06 - - - - - -

Easy access to financial markets. 0.04 4 0.16 2 0.08 1 0.04

Product Quality 0.08 3 0.24 2 0.16 1 0.08

Enterprise resource planning 0.04 - - - - - -

High production Capacity 0.08 - - - - - -

Plant’s geostrategic im portance 0.06 1 0.06 3 0.18 2 0.12

Parent company’s diversified business segments 0.04 4 0.16 3 0.12 1 0.04

Own Power Generation 0.06 - - - - - -

Weakness

No physical presence near seaport & southern areas of Pakistan. 0.05 1 0.05 2 0.10 4 0.20

Limited skill set of human capital 0.06 1 0.06 2 0.12 3 0.18

Low promotion strategy 0.04 1 0.04 4 0.16 2 0.08

Reliability on weather 0.02 - - - - -

Transportation Cost 0.02 3 0.06 1 0.02 2 0.04

Health concern for employees 0.04 - - - - - -

Autocratic Decision making 0.03 - - - - - -

Job dissatisfaction 0.06 - - - - - -

No performance appraisal 0.04 - - - - - -

Fluctuating energy cost 0.04 2 0.08 1 0.04 3 0.12

Total 1 2.34 2.99 2.2

23