Final Dissertation

Md.Hasan Al Mamun Roskilde Business College

Table of Content Table of Content .........................................................................................................................................................1 Executive Summary ....................................................................................................................................................3 Problem formulation ...................................................................................................................................................3 Purpose........................................................................................................................................................................4 Methodology ...............................................................................................................................................................4 Delimitation ................................................................................................................................................................4 1.Introduction..............................................................................................................................................................4 2.1Products Summary .............................................................................................................................................5 Bamboo products .........................................................................................................................................5 Terracotta products ......................................................................................................................................5 Cane products ...............................................................................................................................................5 Kaisa products ................................................................................................................................................6 2.2 Market Summary ..............................................................................................................................................6 Introduction to Denmark .............................................................................................................................6 Economic Outlook.........................................................................................................................................6 Standard of Living..........................................................................................................................................7 2.3 Market Demographics.......................................................................................................................................7 General Trade Figures ..................................................................................................................................9 Infrastructure ...................................................................................................................................................9 Climate ...........................................................................................................................................................10 Households ....................................................................................................................................................10 Population by Religion ...............................................................................................................................10 2.3 Market Needs ..................................................................................................................................................11 2.4 Market analysis ...............................................................................................................................................11 Basketwork.....................................................................................................................................................11 Furniture ..........................................................................................................................................................12 Caskets of Wood..........................................................................................................................................13 Ceramic Tableware, Kitchenware and Toilet Articles ......................................................................13 Material Handling Industry ........................................................................................................................13 Festive, Carnival or Other Entertainment Articles..............................................................................14 Wood products ............................................................................................................................................14 2.5 Market Trends.................................................................................................................................................14 2.6 Market segments .............................................................................................................................................15 The utility segment.......................................................................................................................................15 Gift articles.....................................................................................................................................................15 Art objects......................................................................................................................................................16 2.7 Business environment analysis .......................................................................................................................16 PEST-Analyse..................................................................................................................................................16 Political Factors.............................................................................................................................................16 Economic Factors........................................................................................................................................17 Social and cultural factors ........................................................................................................................17 Technological and environmental issues .............................................................................................17 See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College

2.8 SWOT Analysis ..............................................................................................................................................18 Internal Analysis ............................................................................................................................................18 External Analysis ...........................................................................................................................................19 2.9 Competition.....................................................................................................................................................20 2.10 Product Offering ...........................................................................................................................................20 Bamboo products .......................................................................................................................................20 Terracotta products ....................................................................................................................................20 Cane products .............................................................................................................................................21 Kaisa grass products ...................................................................................................................................21 2.11 Keys to Success.............................................................................................................................................21 3.0 Marketing Strategy..............................................................................................................................................22 3.1 Mission and Marketing Objectives ................................................................................................................22 3.4 Target Markets and Segmentation ..................................................................................................................22 3.5 products Strategies and Positioning ................................................................................................................22 Introduction stage .......................................................................................................................................23 Growth Stage................................................................................................................................................23 Maturity stage...............................................................................................................................................23 Decline............................................................................................................................................................23 3.6 Supply and chain strategy ...............................................................................................................................24 Outbound logistic ........................................................................................................................................24 3.7 Marketing Mix ................................................................................................................................................24 Products..........................................................................................................................................................25 Price .................................................................................................................................................................26 Place (Distribution decision) .....................................................................................................................26 Promotion.......................................................................................................................................................27 Push strategy .................................................................................................................................................29 4.0 Financials Estimations ........................................................................................................................................30 4.1 Break-even Analysis .......................................................................................................................................31 4.4 Marketing Budget ...........................................................................................................................................33 4.2 Sales Forecast..................................................................................................................................................34 5.0 Controls...............................................................................................................................................................34 5.1 IMPLEMENTATION, MONITORING AND EVALUATION ....................................................................34 5.2 Implementation Agency..................................................................................................................................35 6 Conclusion .............................................................................................................................................................35 Sources References ...................................................................................................................................................35 Appendixes ...............................................................................................................................................................36 Appendix 1............................................................................................................................................................36 Appendix 2............................................................................................................................................................36 Appendix 3............................................................................................................................................................37

See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College

Executive Summary Dhaka Handicrafts Ltd is going to penetrate to a new and potential export market and it has been chosen Danish market .Our marketing strategy is B2B (business to business), in order to specify real market we analyzed distribution channels .The distribution channels we highly emphasized on super market and departmental stores and chain stores as those are easy and popular to Danes. In order to identify demand of handicrafts is Denmark we analyzed similar products included handicrafts, interior decors, furniture due to most of similar products are being offer by Dhaka Handicrafts Ltd. SWOT (internal & external) analysis marketing mix including 4 P’s, PEST Analysis, Push strategy and products life circle of products are used as methods to evaluate the position of the company .According to the breakeven analysis and operational sales plan ,what marketing budget could be that’s has been analyzed ,the Danish market has potential to reach breakeven point after few years and give a profit surplus app 175000DKK during the period of 5 years.

Problem formulation Some aspects are considered in order to reach a well defined problem formulation. • Market Gap. The objective of the study is to find opportunities for Bangladeshi Handicrafts Products in the Danish market. Both markets will be assessed in terms of supply and Demand. In this way the gaps can be identified between the Danish and the Bangladeshi handicrafts industry. Objective is to find and formulate opportunities that solve these gaps. The focus of the research is on the handicrafts Diversified Products (HDP) segment. • Opportunity of Bangladeshi handicrafts to Danish market. The world market for handicrafts products is increasing, which is not the case for the Bangladeshi handicrafts industry. This means that there are opportunities for the Bangladeshi industry that are not yet explored. Goal is to find opportunities in the Danish market for the Bangladeshi HDP industry and to expand the exports of this sector. In this way, the Handicraft industry in Bangladesh should increase again and Create opportunities for new developments. ▪Insufficient market information on export trends, opportunities and prices ▪ Lack of strong umbrella sector organization and buyer. •The assessment of both the Danish market and the Bangladeshi industry for Handicrafts products lead to opportunities in the HDP segment. After the identification of Opportunities in the market, these will be further explored and formulated more specific. Goal is to identify which role PROGRESS can play and which support they can give. This results in interventions for PROGRESS. Export of Handicrafts products from Bangladesh to Scandinavian/Danish based on the above statements, the problem formulation is defined as follows: What are the market opportunities for the Bangladeshi Handicrafts Diversified Products (HDP) industry in Denmark/Scandinavian and how should PROGRESS support this industry to take advantage of these opportunities? The goal is to improve the export of Bangladeshi handicrafts products to Europe and give insights into the Danish and Bangladeshi handicrafts market. Objective of PROGRESS is to support the SMEs in Bangladesh. See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College

Purpose The purpose of this project is to investigate Bangladeshi handicrafts Segments in order to find out the potentiality of the Danish market which could be considered by the company to think about starting a business in Denmark and also to determine a suitable entry strategy from the company depending on the factors have been investigated. The project will be concluded with some recommendation for further in depth research.

Methodology This part will describe the approach to the project. The ambition is to describe the process of the gathering and compiling information for the project work as clearly as possible, in order to enable a critical review of the credibility of the final results. The choice of methodological approach depends upon the nature of the Investigation to be carried out, its purpose and problem statement. For this project, the main approach was mainly determined by the guidelines for the task. The problem statement and purpose that was composed for the project in the beginning has guided the work from collection of information to analysis of findings in relation to theory.

Delimitation This is the initial research that reveals advantages/disadvantages that could arise for the particular company in the particular market, and gives a hint about critical factors for further considerable research. This project lacks primary information from the focal company side. But the information collected from source which is published by the company itself. Another limitation of this project is, the market has been investigated without being physically in the market. So there are little possibilities that collected data or conclusion derived may be needed some more clarification on certain factors. That’s why further research in this field is required.

1.Introduction Dhaka handicrafts ltd is one of the largest craft producing and exporting organization in Bangladesh set up for the benefit of traditional crafts-makers. Dhaka handicrafts ltd began in 1976 as EDM handicrafts a project of du monde,the swiss non-governmental international development organization .EMD has transformed in the name of Dhaka handicrafts ltd as a self-sustaining development project of EMD Bangladesh. The aim of Dhaka handicrafts ltd is to uplift the social-economic condition of distressed artisan families. See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College Today our Dhaka handicrafts ltd. sells among 35 regular buyers in different countries through the business to business market. Asia ,Europe, American, and other pacfic, we has many buyer including 35 regular buyers The Body shop and coop also our potential buyer. Dhaka handicraft ltd believe on change, the products variation and new products lunching

2.0 Situation Analysis 2.1Products Summary Dhaka handicrafts ltd. offer five categories products such as Terracotta’s products, Bamboo’s products, cane’s products, Grass’s products, Mixed media products. Bamboo products Bamboo is plentiful in Bangladesh. There are varieties of bamboo, different types being use for different applications. Normally bamboos are 10-12 feet tall and have split those then submerge in water for six to seven days for seasoning .After seasoning its cut into strips suitable for making crafts products .Varity of colors such as red, maroon ,green ,blue, yellow orange brown and grey .A total of 6 groups 300 producers are involved in bamboo products production.

Terracotta products Clay used for the creation of bowls and other terracotta handicrafts, collected from the silt of rivers. It is very rough and the potters spend hours continually wetting and pounding it to remove air bubbles and small stones before it is ready to go on the potter's wheel. The potter then takes seconds to transform the lump of clay into a bowl which is fired in a wood burning kiln for three days. The kiln is completely covered with a mixture of cow dung, clay and straw, punctuated with air outlets to keep the temperature even. Total of 4 groups 31 producers are involved in terracotta product production with Dhaka Handicrafts. Cane products There are two weaving techniques, one using whole cane and the other using split cane stalks. By splitting quantities of cane into thin layers and using the split lengths to bind cane, artisans are able to sculpt and strengthen products. Artisans use hammers, knives and local tool called a 'Bhromore' when working the cane. They also use bamboo nails, rather than iron nails, for joining.A total of 12 groups (800 producers) are involved in cane production with Dhaka Handicrafts.

See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College Kaisa products kaisa grass products are woven with split palm leaves and kaisa grass. Kaisa grows during the monsoon season on the banks of rivers, reaching two to three feet high when mature.There are 36 group (1800 producers ) are working with Dhaka Handicrafts . There are Varity of mixed media products.

2.2 Market Summary

Introduction to Denmark Denmark is the smallest and southern most of the three Scandinavian countries. It consists of the peninsula of Jutland and the major islands of Funen and Zealand, on which the capital Copenhagen is located. In south Denmark shares its only land boundary with Germany, and in East it is connected by a bridge to Sweden. The Baltic Sea, the North Sea, and the Skagerak border the rest of the country. Denmark’s geography contrasts with its northern neighbors in being characteristically non-mountainous with a flat and fertile terrain. Denmark also encompasses two offshore territories, Greenland and the Faroe Islands, granted home rule in 1979 and 1948 respectively. Denmark has been a monarchy since A.D. 900 and is thus one of the oldest kingdoms in Europe. In 1972, the present monarch Queen Margrethe II became head of state. A democratically elected government and a unicameral parliament (Folketinget) govern the country. Elections are to be called every fourth year and are conducted according to proportional representation, with every citizen over the age of 18 entitled to vote. The system of production is capitalist (economic liberalism) with private ownership of businesses and production. The state and other public authorities however, exercise a considerable regulatory control and provide comprehensive services for the citizens. This thoroughly modern market economy features high-tech agriculture, up-to-date small-scale and corporate industry, extensive government welfare measures, comfortable living standards, a stable currency, and high dependence on foreign trade. Denmark is a net exporter of food and energy and enjoys a comfortable balance of payments surplus.

Economic Outlook Since 2004, the Danish economy has undergone a much stronger expansion than most of its EU partners, but growth is now slowing. Real GDP growth fell from an average of 3.5% in 2006 to 2.7% year on year in the first quarter of 2007 and just 0.6% in the second quarter (see table 1.1). Private consumption growth is expected to slow sharply in 2007-08, as higher interest rates erode the disposable income of heavily indebted households and a saturated labour market puts a brake on the recent strong growth in employment. The strong See the sources see the appendixes 6

Md.Hasan Al Mamun Roskilde Business College growth in house prices during 2006 has also come to abrupt halt, and this will together with high oil prices and increasing prices in foodstuff minimize the disposal amount for each house hold, and as a result dampen consumer confidence. Despite this, the financial position of Danish households is still fundamentally sound. Unemployment has fallen to record lows, and real wages will rise by the strongest rate since the early 1990s. This should help to ensure that private consumption growth stabilises.

Standard of Living With a high GDP per capita as well as a highly prioritized welfare system, the Danish standard of living is among the highest in the world. Income is evenly distributed among the population and, normally, both men and women work full time.

2.3 Market Demographics

See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College

Facts about Denmark Area: 43,075 sq. kilometers Population: 5.4 million Capital: Copenhagen 1.5 million inhabitants Language: Danish Business Language: English Government: Parliamentary democracy and Constitutional monarchy

See the sources see the appendixes

Other Large Cities: Aarhus: 500,00 inhabitants Odense: 200,000 inhabitants Aalborg: 160,000 inhabitants

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Md.Hasan Al Mamun Roskilde Business College GDP(2008) GDP per capita (2008) Currency: Kroner DKK (1DKK-100 Øre) Denmark has not adopted the common currency EURO Exchange Rate, US$: 1US$-5.70DKK April 17, 2009 Time Zone :Central European Time Zone one hour ahead of GMT Business hours: Monday to Friday 9.00 a.m to 17.00 P.m Weight and Measures: The Metric System Whitsunday May 30tth + 31st Climate: 4 seasons: spring, summer, autumn, winter Member of International Organizations: EU, NATO, WTO, OECD, UN.

Distances Copenhagen –Aarhus 300 kilometers Copenhagen – Odense 165 kilometers Copenhagen – Aalborg 400 kilometers Public Holidays 2009 New Year's Day January 1 Maunday Thursday April 9 Good Friday April 10 Easter Monday April 13 General Prayer Day May 8 Ascension Day May 21 Whit Monday June 1 Constitution Day June 5 Christmas Eve December 24 Christmas Day December 25 Boxing Day December 26

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General Trade Figures The Danish economy is highly dependent on trade with other countries due to the country's size and location in one of the world’s most dynamic regions. More than two thirds of the Danish foreign trade is carried out with other EU countries. With regard to total imports to Denmark (only goods) in 2008, imports from other EU countries accounted for 85.1 percent. Asia accounted for 8.5 percent; North American countries accounted for 3.5 percent other Latin American countries 1.9, the Africa and the Middle East For 0.7 percent, and only 0.3 percent of total imports came from Australia. http://www.portal.euromonitor.com/passport/ResultsList.aspx Infrastructure

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www.euromonitor.com http://en.wikipedia.org/wiki/Main_Page

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Md.Hasan Al Mamun Roskilde Business College The Danish infrastructure is highly developed. The road network is of high standard, the railway (www.dsb.dk) system connects almost every town with more than 10,000 inhabitants, there are many easily accessible harbours, and Denmark has several domestic airports. Copenhagen Airport (http://www.copenhagen.com/airport/) is the largest airport in Northern Europe being served by most international carriers. Ferries, tunnels and a number of bridges interconnect the islands of Denmark and furthermore, a bridge connects Denmark to Sweden (see map on page 3).Means of communication are excellent as well. The postal service is efficient and reliable, and telephone, fax service and Internet access are widely available throughout the country.

Climate 2 The Danish climate consists of four seasons: spring, summer, autumn and winter. The average temperature in July ranges from 12 to 20 degrees Celsius, opposed to the average temperature of January, which ranges from –3 to +2 degrees Celsius. Some snow can be expected from December to March, and rainfall is common with about 700 mm precipitation annually.

Households Danes spend the majority of their time in-door and, generally, much attention is given to furnishing and decorating the home. No exact numbers for spending on gift and handicraft articles exist for the Danish market, but the house ware sales figures can be used as an indicator of the potential market for gift and handicraft articles. Approximately 6% of total household income is spent on furnishing and domestic services in Denmark. Population by Religion With the constitution of 1849 it was established that the Evangelical Lutheran Church should be supported by the Danish state, which means the Evangelical Lutheran Church was established

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http://www.ambdhaka.um.dk/en www.euromonitor.com

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Md.Hasan Al Mamun Roskilde Business College as the State Church of Denmark. In addition, freedom of religion was also ensured in the constitution of 1849. According to national sources, there were 5 million (84% of the total Danish population) members of the Church of Denmark in 2002. However, from 1984 to 2002, there was a decline of 7% in members of the Church of Denmark. The most common way to join the Church of Denmark is by christening at which point membership is gained. According to national sources, there were 2,445 churches in 2,194 parishes and 1,384 vicars in Denmark in 2002. In Denmark other Christian religious communities have been acknowledged by royal consent. They are the Roman Catholic Church, which consists of 34,112 members, the Danish Baptist Community, which consists of 5,282 members and the Methodist religious community. The only non-Christian acknowledged religious community is the Jewish community, which consists of 3,200 members. In addition, some other religious communities have been approved in Denmark. These include Islam with 149,000 members (3% of the total population in Denmark), making it the second largest religion in Denmark; Hinduism with not more than 7,500 members (mainly immigrants from Sri Lanka); Buddhism with probably between 6,000 and 9,000 members (mainly from Vietnam and Thailand); and also the Danish Pentecostal Movement with 5,270 members . Despite freedom of religion, there is a current debate about the equality of religions in Denmark. Some experts claim that the state should either not support any religion or support all religions in order to achieve equality. Furthermore, they claim that freedom of religion is not completely possible when the state and church are connected, and that equality of religions is completely impossible 3 when the state and church are connected.

2.3 Market Needs The demand of Handicrafts products day by day are increasing including Danish market as Well. Denmark is the first country in list of economy crisis recovery so the needs of handicrafts products will not face any problem. Among the machine made products handicrafts are becoming popular to the dense .Finally as a new products Dhaka handicraft has a plenty of opportunity for having a certain market share during following target years.

2.4 Market analysis

Basketwork Basketwork comprises a large number of products ranging from plant pots, laundry baskets, shopping nets, and chairs to bags and cases. Basketwork is becoming increasingly popular in 33

www.dipp.eu www.dst.dk

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Md.Hasan Al Mamun Roskilde Business College Denmark. In the last three years the imports of basketwork have increased more than 30 percent and the market has now surpassed DKK 100 million. The market for baskets has seasonal peaks around Christmas and in the summertime when Danes use them for picnics. Developing countries dominate the top ten lists in table 3.5. Especially China stands out as the most dominant player on the market with a market share of 67 percent. It seems that China’s share is growing, as the country has witnessed an almost 50 percent increase over the last three years. Vietnam also experiences growth, while it appears that Indonesia is on its way to lose the market. Other developing countries that export basketwork to Denmark, apart from those on the top ten lists, are Bangladesh, Malaysia, Nepal, Morocco, Tunisia, Ghana, Zimbabwe, Kenya, Tanzania, and Guatemala.

Furniture Furniture and furnishings stores is one of most mature retailing categories in Denmark and is characterised by high expectations in terms of quality and design. Even though Danish manufacturers are popular, 2007 saw a strong increase in imported furniture. Although Danish manufacturers continued to outsource manufacturing to Asia and Eastern Europe, retailers continued to raise prices in 2007. In 2006 just over 29% of Denmark’s imports valued DKK 2,212,497,159 came from developing countries. This is an 88% increase since 2003. When the total import of furniture to Denmark declined from 2003 to 2004, the exporting developing countries witnessed an 18% increase during the same period of time. This indicates both developing countries’ adaptation to European market trends, as well as a demand for furniture made in developing countries, for example ethnic furniture or furniture made of special natural materials, i.e. bamboo, rose oak, eucalyptus, abaca leaf, cork, water hyacinth, canvas, banana trees, sea grass, nutshells, rice husk, midribs, palm fiber, and bark. Table below gives a summary of the most important developing countries with the largest export of furniture to Denmark. The leading developing countries suppliers are China, Indonesia, Vietnam, Malaysia, and Thailand in that order. These five countries account for 94.37% of all furniture export from developing countries to Denmark, so it is evident that Asia has become a dominant region producing of furniture in recent years. This trend is set to continue, and the relative importance of China looks as though it will continue to grow. This puts pressure on other developing countries, but success has also been achieved outside Asia, notably in Brazil and parts of North Africa.

See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College

Country

2003

2004

2005

2006

Change 2003 2006

China Indonesia Vietnam Malaysia Thailand Total

528,550,968 271688862 147768667 61227936 60729964 1069966397

794,963,975 249992818 134197945 56436347 62816798 1298407883

1,222,373,729 204909242 115968148 73464824 73363003 1690078946

1608118553 174817634 158298033 85200976 61430763 2,087,865,959

304% 64% 107% 139% 101%

The CBI Market Survey: ‘The Domestic Furniture Market in the EU’ 2006.

Caskets of Wood The total value of imports for caskets of wood in Scandinavia 2006 was € 22.2 million. A small increase of 3 % since 2003. Denmark increased 60% During the period. China (28% market share in 2006) was a dominant exporter to Scandinavia amongst the developing countries. India (3%), Thailand (3%) and Philippines (2%) represented smaller market shares amongst the top ten exporters to Scandinavia. Other developing countries exporting to Scandinavia in 2006: Vietnam, Indonesia, Sri Lanka, Tunisia, Singapore, Kenya, South Africa, Nepal and Syria.

Ceramic Tableware, Kitchenware and Toilet Articles The market for ceramic tableware, kitchenware and toilet articles stood for the second largest product group exported to Scandinavia in 2006 with close to € 47 million, a slight increase of 2% since 2003. Sweden Increased its imports with 21% during the period whereas both Norway and Denmark experienced a 10% decrease. China (37%), Thailand (10%) and Turkey (5%) stood for the largest market shares in 2006. It should be noted that both China and Turkey increased their exports tremendously during the period 2003-2006 with 203% value increase for China and 554% increase for Turkey. Thailand’s exports, however, decreased with 32% during the same period. Other developing countries exporting to Scandinavia in 2006: Vietnam, Indonesia, India, Colombia and Malaysia.

Material Handling Industry Danish pallet production is stable around 6 million pieces per year. Imports for this production amount to over 100,000 CUM of softwood yearly, all of which is imported from Sweden. To See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College satisfy the total demand for pallets, Denmark imports about 5.3 million pieces of which 1.8 million come from Poland, 987,000 from Germany, 919,000 from Latvia and 873,000 from Lithuania. Danish pallet production utilizes the poorest quality Danish conifer or cheap imports from southern Sweden, which still has a lot of storm felled conifers. Pallets are still produced of the most inexpensive wood, and there seems to be no tendency towards higher quality materials. Plastic seems to be unsuitable for the Danish utilization. According to Danish government contacts, the EU is looking for an alternative to debarking, Namely bark freedom. With debarking, all bark is removed before the wood is sawn (mostly applied for conifers). By bark freedom, the wood is sawn in a way that the product has very little bark (mostly applied for broad leaved trees). EU has proposed both possibilities to the Forest Research Group as equivalent or fulfilling EU requirements as formulated in EU Directive 2004/10

Festive, Carnival or Other Entertainment Articles The product group festive, carnival or other entertainment articles represented the largest share of imports to Scandinavia in this study. In 2008 the imports reached almost € 75 million, an increase of 9% compared to the imports in 2003. The imports experienced two-digit increase in Norway (17%) and Sweden (18%) whilst Denmark decreased with 2%. The exports were dominated by China with a 64% market share in 2006 followed by India’s 2% share.India’s exports increased a radical 98% 20032006 whilst China increased a good10%.Other developing countries exporting to Scandinavia in 2006: Thailand, Philippines, Sri Lanka, Indonesia and Vietnam.When finally summarizing the 2006 imports of all products included in this study, it may be seen that China clearly dominated the exports by having a 47% share of the Scandinavian market and a 23% growth since 2003. This growth in exports was not shared by the other top exporting nations. Exports from Vietnam and Thailand decreased 13 respectively 25 percent during the same period. It may be difficult to draw any exact conclusions why the exports have changed in such varying degrees. Wood products Wood as a raw material for making handicrafts in Bangladesh. Products in this category have remained very tradition The introduction of taxes on handicraft imports from neighboring countries has created.

2.5 Market Trends Within the last five to ten years the interest in home furnishing and decoration has increased considerably among Danes. Today, Danish television programmers are swamped with shows focusing on interior decoration, remaking of homes, and furnishing of homes. To a much greater extend, the home has become a place through which people will try to reflect their individual style and display their identity and consequently, Danes increasingly take great interest in making their homes cosy and inviting. With a greater interest in interior decoration and home furnishing, the focus on handicrafts has also increased as these items also serve to personalize homes. Today, there is a tendency See the sources see the appendixes 14

Md.Hasan Al Mamun Roskilde Business College towards people adding small pieces of new decorative articles in order to change the look of their homes rather than purchasing large pieces of furniture. This also means that the purchasing of handicrafts has become more fashion oriented rather than based on functionality purpose. Moreover, consumers also increasingly prefer unique, one-of-a-kind items to mass-produced articles. 4 A tendency is that many producers often work within diverse assortments and themes. This means that different types of products are designed so that they match, for example having the same patterns or shapes. This especially holds true for kitchenware and utensils. A trend for the future influencing the purchasing of handicrafts and gift articles is that people increasingly prefer products of organic materials, such as wood, rather than products made of plastic or other artificial materials. According to the Society of Craft Designers (www.craftdesigners.org) the new trend is likely to be products with a generic ethnic look. This will include influences such as products made of bamboo, rattan, wicker, warm woods, soft earth tones and ethnic prints. Thereby it is both a tropical and an ethnic look, which will come into fashion in the near future. Moreover, the same organization predicts that decorative articles with a functional value will be continuously popular, such as boxes, tin and wood baskets and other types of containers, which can provide storage. For example, different kinds of boxes made of bamboo or rattan have been very popular items in Denmark for the last couple of years.

2.6 Market segments Products can in general be divided into several different market segments such as material, demographics, price, target group, labels etc. depending on the objective of the segmentation. In order to get a broad understanding of how the Handicrafts products in this study can enter Danish Market , the market segments chosen are based on the how the products are used by the consumers. The segments presented are utility, gifts, art objects, souvenirs and festivity. The utility segment, including products such as flowerpots, baskets, Laundry Basket and Drawers, picture frames, displays mainly a functional value and enjoys an everyday usage in the homes of the consumers. In this segment the customers typically buy a product for their own personal use, or for their family. The product is bought when the need arises such as when a broken plate has to be replaced. The customers purchase these products throughout the year and they should live up to industrial standards (i.e. vases should not leak, plates easily washed etc.).Products within the utility segment have both a large market and regular consumers. Value for money is regarded as an important factor when purchasing these products. The products can be bought in various shops, from supermarkets, department stores to home furnishing stores. Gift articles represent the second largest market segment, after utilities. Products bought for special occasions such as birthdays, Christmas, dinner parties, graduations etc. are typical gift 44

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Md.Hasan Al Mamun Roskilde Business College articles. The consumer buys these products as a give-away. The Danish people like to bring a presents with them when they go to dinners and birthdays. They are also very fond of receiving gift articles and specially articles that have a functional use. The products are bought all year round with a peak at Christmas. Typical give-away products can be bought in special gift shops but also in department stores and design stores Art objects generally have an artistic value shown through its unique expression, production technique and exclusivity. Objects such as designer ceramics, unique wood sculptures or hand-painted masks with new exclusive design, limited and/or signed series fall into this market segment.It is a rather small market segment characterized by its high price per object and exclusivity. Also, the art objects are rarely bought as gifts but rather to give pleasure to the persons purchasing them.These objects can be bought in galleries, artist studios and stores specialised in design and handicraft,but also in gift shops and department stores. Products within the souvenir segment generally represent Scandinavia (culture, aesthetics, history etc.) in some manner and have a strong connection to the region. The segment caters mainly to those

2.7 Business environment analysis PEST-Analyse

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Political Factors The political system of Denmark is a multi-party structure, where several parties are represented in the Parliament, Folketinget. Danish governments are most often minority administrations, governing with the aid of one or more supporting parties. This means that Danish politics are characterised by inter-party compromising. Since 1909 no single party has had the majority of parliamentary seats. Elections are held at least every 4 years, but the Prime Minister can dissolve the Parliament at any time and call for new elections. The parliament members are elected by a complicated

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Md.Hasan Al Mamun Roskilde Business College system of proportional representation; any party receiving at least 2% of the total national vote receives representation. Electorate participation was 85% at the election in 2005.

Economic Factors GDP growth for Denmark is forecast to be 1.2 per cent in 2008, down from 1.8 per cent in 2007. Unemployment has declined and is expected to reach a record low of 4.3 per cent of the labour force in 2007, giving rise to concerns over the shortage of qualified labour in Denmark. For 2008 inflation is expected to be 2.3 per cent (compared to 1.7 per cent in 2007). The Danish economy has experienced significant economic growth in recent years. The driving factors behind this boom have been inter alia a low unemployment rate, low interest rates, and sharply rising house prices, while spurring residential investment growth has stimulated the building industry. However, following the collapse of the US sub-prime mortgage market last year and the subsequent global credit crisis resulting in an unstable housing market, where prices are softening, eroding consumer confidence, and making rates rise, the Danish economy became the first European economy to go into recession in early 2008. In September 2000, 53 per cent of Danish voters voted against joining the European Monetary Union (EMU) in a national referendum, despite strong political support in favour of joining from most of the major parties.

Social and cultural factors In Denmark there are not, as in other countries tradition for people to live together for several generations. Instead, one can in many Danish homes see pictures of family members on the walls. In some homes it may be so blatant that soon no room for more pictures on the walls. Especially perhaps with grandparents with multiple grandchildren. So we can with our digital photo frame show that this is a product where you can store more than one image at a time, while there is room for all family members, or pictures of friends and girlfriends at once without the need to fill the entire wall.

Technological and environmental issues There is in the last few years, been a sharp increase in sales of Handicrafts products. This is particularly together with falling prices , while, in contrast to modern Home décor and interior , are several possibilities for Handicrafts. Notably the user a chance to touch and feel design of real artisans. This increase in sales of Handicrafts indicate that the Danish consumers are See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College becoming more Traditional design evidence, which is a great opportunity in connection with the launch of Dhaka handicrafts. Technological developments have made it possible for general consumers to buy more and more sophisticated Handicrafts products at an affordable price. You could say that it is the technological development behind our product. Without handicrafts products , there are no basis and differences among the non-creative and available design .

2.8 SWOT Analysis Internal Analysis Strengths Dhaka Handicrafts Ltd. Is one of the largest crafts producing and exporting organization in Bangladesh. It is registered in Bangladesh as a company limited by guarantee. The owners of the organization are the artisan producer themselves. Our products are becoming more and more demanded to internationally due to its Good quality ,on time delivery ,variation of products design ,contemporary market knowledge and environmentally friendly products .we organize training for our quality improvement and product development. Based on following aspect Dhaka handicrafts is one of the well known crafts exporter in the world market. • • • • • • • • • • • • • • •

Cultural practice and tradition 26 years experience in production and marketing. Approximately 3,200 producer families with over 16,000 beneficiaries, working in 64 groups throughout Bangladesh. Skilled producers with high production capacity. An organization committed towards fair trade. Environmentally-friendly products. Highly professional quality control team Modern warehouse facilities with moisture detector and moisture control system. Regular process of product development. Well equipped office with modern facilities of communication Self sustained organization without any external dependency. 35 regular buyers in Asia, Europe, America and the Pacific. Wide range of traditional production skills derived from indigenous knowledge High potential for empowerment of Women, Youth and people with disabilities Improved macro economic management

See the sources see the appendixes

18

Md.Hasan Al Mamun Roskilde Business College Weaknesses Although Dhaka handicrafts has 35 regular buyer including Europe but has not been established yet market place in Denmark .There is a good market gap has between Bangladesh and Denmark .We can find lack of umbrella sector organization(nonprofit organizations) one of them reason . Following reason can be • Lack of strong umbrella sector organization • Lack of national policy on cultural industries • Limited capitalization and low investment • Insufficient market information on export trends, opportunities and prices • Limited technical skills, capacity, technology integration and innovations • Limited access to credit • Inadequate marketing programmers • Limited resources for production, distribution and marketing • Limited e-commerce competence among exporters • Infrastructure inadequacies External Analysis Opportunities Denmark is one of the 10 top up countries in the world, where variation, change, design, Quality of products has been getting place for last decades. Dhaka handicrafts is glorious for his products variation, Moreover Danida ( NGO) of Denmark is working with poverty of Bangladesh emphasis on Handicrafts promotion project • High and positive market trends • Danida(A Danish NGO) Culture and Development Strategy for Bangladesh. • Several initiatives to support sector capacity building. • Duty draw back for all exporters. • Fair Trade Agreements. • Existing unexploited handicraft markets North America and Europe. Threats Based on analysis the market we can understand that penetrated to the new Danish market Dhaka handicrafts can face following obligation • Handicraft sector not mainstreamed in national planning priorities • Lack of competitiveness in the sector • Absence of institutional support • High freight costs associated with air cargo and shipment • High costs of handling affecting profitability • High costs of production rendering Dhaka crafts less competitive in the markets. • Competitor countries like China, India, Vietnam, Uganda, Kenya produce cheap and good quality crafts

See the sources see the appendixes

19

Md.Hasan Al Mamun Roskilde Business College

2.9 Competition Analyses to Danish market there is no specified handicrafts stores in Denmark only fair trade (it’s a NGO ) .There are many furniture stores , chain stores , super markets, departmental stores and also garden centers who are selling handicrafts in Denmark . As our target market is Business to Business so handicrafts exporter countries are our main competitor. Especially hand made products from Indonesia, laquerware from vietham, basket Kenya but China, India, Nepal, Uganda are also exporting to Danish market. BAHNE, INSPIRATION, KOP & KANDE, ILLUMS BOLIGHUS all are interior products stores are including hand made products they are lunching on leather products ,gifts and interior décor products as well.

2.10 Product Offering Dhaka handicrafts Ltd. is one of the largest craft producing and exporting organization in Bangladesh Set up for the benefit of traditional craft makers. Its product specialization is woven baskets from natural fibers, and terracotta pottery. Our products Dhaka handicrafts ltd is one of the largest craft producing and exporting organizations in Bangladesh set up for the benefit of traditional craft makers. Dhaka handicrafts is name and image of his glorious products We have different categories products Bamboo products Bamboo tray, Bamboo flutes, Bamboo table met, Bamboo cutlery tray, Bamboo soup case. Storage- Bamboo basket, Bamboo waste paper basket, Bamboo packing basket.

Terracotta products Terracotta bowl, Terracotta natural bowls, Terracotta calligraphy flower vase, Black Terracotta pots with lids, Terracotta pot with lid, Terracotta rectangular planter, Terracotta square planter, Terracotta candle holder, Terracotta tea light holder, Conical Terracotta nightlight holders, Terracotta tea light holder, Terracotta incense holders, Terracotta napkin rings, Terracotta foot scrub, Terracotta elephant bell, Terracotta gift ties, Terracotta Christmas hangings, Terracotta Christmas balls.

See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College

Cane products Cane tray, Large Cane plate, Low cane stools, Cane CD rack, Table top-cane plant & coaster, Tall cane laundry basket, Cane laundry basket, Cane square laundry basket, Cane round laundry basket, Cane storage basket, Cane log basket, Cane picnic basket, Cane Tiffin box with lid, Cane basket set. Kaisa grass products Grass date palm leaf marketing basket,kaisa grass 4 pieces basket, Binnah round bowls, Grass date palm leaf basket, Kaisa grass round bowl, Kaisa grass basket, Grass date palm leaf boat shape basket, kaisa grass basket, Large kaisa grass laundry basket, Kaisa half circle laundry basket, grass date palm leaf triangular laundry basket, Grass laundry basket,Kaisa egg shape laundry,kaisa big bowls,Kaisa grass box, Grass date palm leaf basket, Kaisa drawers.

2.11 Keys to Success The different importers of handicrafts on the Danish market have already, a wide groups of suppliers with whom they have had close co operation for several years. Danish importers emphasize long-lasting business relationship with the foreign suppliers as it takes a long time build up the necessary trust and to ensure that the quality of the articles lives up to expectations. However it does not mean they are not open to new suppliers, but the exporter has to prove that their company and products are absolutely reliable before a Danish importer will consider as a new suppliers. Dhaka handicrafts has already been exporting world wide, the brand and products quality has created a glorious market place to Asia, Europe and America. The key to successful penetration of the Danish market for Handicrafts is delivering products of consistently good quality for exporters to be reliable when it comes to delivering handicrafts. Moreover , it is also very important that Dhaka handicrafts will able to adapt the products according to Danish importers ‘ recommendations and wishes in order to better meet the demand of the Danish consumers.

See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College

3.0 Marketing Strategy Following aspect can be

3.1 Mission and Marketing Objectives

Mission for Dhaka handicrafts on the Danish market is to establish the brand name, products qualities, spread the knowledge about the product among the target population and to take the leading position in the market of handicrafts, gifts and interior accessories. Within 5 years Dhaka handicrafts should be sold to at least 0.50% of all households in the country. There should be available in the biggest cities (Aarhus ,Odense,Aalborg) in Denmark after 5 years.

3.4 Target Markets and Segmentation Business to Business market is our main target market, where distribution is made through Agents and wholesalers to different retailer’s .Our main target is potential agents including super market ,chain stores and departmental stores initially Copenhagen The capital city of Denmark ,group are average income householder, middle age group, and young couples who have not kids.

3.5 products Strategies and Positioning After analyzing target market (Denmark), there are several parameters we need to deal with in order to get our products into this market. • Promote the product and the company’s reputation, obtain long term customers. • Promote advertisement and make sure certain market share. Strategies of Dhaka Handicrafts Different products has totally different ‘Lives’ in the market .Some goods can live in a market for quite long time, some just come to and disappear tomorrow .Products life cycle is a very useful way to explain how the market’s response to a product and marketing activates change over the life of a products Basically there are four stages in the products life cycle, these are introduction stage, the growth stage, the maturity stage and the decline stage.

See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College

Introduction stage It’s a developing stage of a products .In the period advertisements and commercials has to be made so the consumer can know about our products .As our marketing to B2B so have to have sufficient promotion to the potential agents and whole sellers. We can introduce our products to super market, departmental stores and special stores. Growth Stage In growth stage, sales increase rapidly while profits increase and peak. Encourage brand loyalty by convincing the market that this brand is superior to others is important in this stage. Our company can choose other products and variations to insure market segments and increase market share. Company can analysis other compatriots products also their marketing strategy. Maturity stage Sales growth slowly or has even stopped .That’s why it is very important stage we have to new products launch or have to change products cost .The most of the customers has already accepted the products , if new one doesn’t come out we may lose our market share. So to develop our market share we have discussed in marketing mix where we analysis promotion, price. Decline In this stage new and improve can introduce and service can also competitor might be higher compare to early. Increased marketing will have little impact on sales and will not cost effective unless new markets are identified. See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College

3.6 Supply and chain strategy In today’s world of high technology and the opportunity to access information across the globe many organizations are looking toward the internet to conduct their business transactions. With this said whether dealing with Business-to-Business (B2B) supply chain management involves manufacturing, storage, distribution and delivery of products and services to consumers and other businesses. B2B supply chain management can involve more steps because B2B wholesalers, distributors and manufacturers are typically working with larger corporate entities . The result is still the same for supply chain management when dealing with both B2B; the focus must always be on the customer and providing them with the utmost in quality Outbound logistic Our products is positioned as 100% hand made so our first target is to sell the product though the different specialize stores ,supermarket, and departmental stores around the city area of Denmark .Taking the products from our wear house to those out lets would be our outbound logistics.

3.7 Marketing Mix "Marketing Mix" is the set of controllable, tactical marketing tools that work together to achieve Dhaka handicraft's objectives, Our marketing decesion generally fall into following four contorllable catagories • product • price, • promotion and • place (distributation challens)

See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College

Products Dhaka handicrafts Ltd is one of the leading handicrafts company among the 35 export market. Our company is well known by his own name, logo and brand. We are committed to the buyers for good quality products Environmentally friendly products made in ecologically –sound and sustainable conditions. Dhaka handicrafts ltd work with independent and disadvantaged rural artisan families to attain self-sufficiency and at the same time to encourage and market traditional craftsmanship. We have verity of products of different natural materials such as • Cane products • Grass products • Bamboo products • Terracotta and • Mix media products Our each and every product has different functionality such as daily using products, home ware, luxury products, interior decorating products, festival products etc.

See the sources see the appendixes

25

Md.Hasan Al Mamun Roskilde Business College Price Dhaka Handicrafts operating in domestic markets pricing decision are based on the relatively straightforward process of allocating the total estimated cost of producing managing and marketing a product or service and adding an appropriate profit margin. In international markets, however, pricing decisions are much more complex, because they are affected by a number of additional external factors, such as fluctuations in exchange rates, accelerating inflation in certain countries and the use of alternative payment methods such as leasing and counter-trade. Dhaka Handicraft’s pricing Strategies Skimming pricing Market Pricing Penetration pricing

↑

High price Low price

Market Price Given the products positioning of Dhaka Handicrafts, the market pricing strategy could be adopted for the market in Danish market. The similar products already exist in out target Danish market so the final customer price is based on the competitive prices.

Place (Distribution decision) Distribution is about getting the products to the customer, Dhaka handicrafts distribution channel are the indirect marketing channels The large numbers of group consist of department stores, chain stores, supermarkets and garden centers. Often the focus of this group is on purchasing large quantities of law priced handicrafts, gift and interior, which are sold directly to end consumers. The second group of importers consists of more specialized importers such as wholesalers, specialty stores, home decorations stores, gift and interior or independent retailers, which are the strong way for Dhaka handicrafts to create brand image in Danish market.

See the sources see the appendixes

26

Md.Hasan Al Mamun Roskilde Business College

Dhaka Handicarfts

Agent

Furniture & Home Interior Shops

Wholesalers

Chain stores

Supermarkets

Department stores

specialty stores

Garden centres

Consumers

Promotion Researching and finding new market that’s Danish market, Dhaka handicrafts is going to make a promotional strategy in order to observe and develop this market. As products are totally hands made and also quite a new international market, so to reach the goals above could not be easy, all kinds to strategy could be changed over and over according to the changes in Danish market. A successful product or service means nothings unless the benefit of such a service can be communicated clearly to the target market. An organizational strategy for Dhaka handicrafts may consist of; Advertising; It is any non personal paid form of communication using any form of mass media .In order to let the people in Denmark get to know Dhaka

See the sources see the appendixes

27

Md.Hasan Al Mamun Roskilde Business College handicrafts ,the company has to put itself into market first of all and advertising could be a way of grabbing people’s attention. Significant advertising can be a very expensive promotional tool. It is widely believed that much advertising spend is wasted. So careful consideration about “Why” and “What” can pay dividends. The following may be good reasons for Dhaka handicrafts • To create awareness, customer interest or desire • To boost sales (moving the demand curve to the right) • To build brand loyalty (or to maintain it at the existing level) • To launch a new product • To change customer attitudes – perhaps trying to move a product more “up market” or to dispel some widely held perceptions about the product • To support the activities of the distribution channel (e.g. supporting a “push” strategy) • To build the company or brand image • To reminds and reassure customers • To offset competitor advertising – businesses may defend market share by responding to competitors’ campaigns with their own advertising • To boost public standing: companies can boost their public standing with advertisements that link them with generally approved campaigns such as care for the environment • To support the sales force – advertising can make the job of the sales force easier and more effective by attracting leads from potential customers and perhaps motivate them by boosting the profile of the business A useful distinction can be made between “published media” and “visual/aural media”. See the sources see the appendixes

28

Md.Hasan Al Mamun Roskilde Business College Published media include: •National daily newspapers •Sunday newspapers •Local and regional newspaper •Consumer magazines •Specialist magazines •Trade and professional press • Internet Visual and aural media include: •Television(terrestrial and digital) •Radio •Cinema •Billboards •Transport • Direct mailing Direct Mail. Dhaka handicrafts can send publicity material to a named person within an organization via direct mail .There has been a massive growth in direct mail over the last 5 years and its very much known and popular in Denmark. Now a days its became much more effective way to reach to potential costumer. Maintain database system is the key way to contact with direct mail. Message and media strategy An effective communication campaign for Dhaka handicrafts should comprise of a well though out message strategy .The message should reinforce the benefit of the products , usefulness, quality of products as well.

Push strategy A “push” promotional strategy makes use of a company's sales force and trade promotion activities to create consumer demand for a product. The producer promotes the product to wholesalers, the wholesalers promote it to retailers, and the retailers promote it to consumers.

See the sources see the appendixes

29

Md.Hasan Al Mamun Roskilde Business College Using this strategies ,Dhaka handicrafts can promote its products to wholesalers ,the wholesalers promote it to retailers and the retailers promote it to end consumers .To promote the end consumers Dhaka handicrafts can choose different promotional advertising direct mail also a part of them . Here are some examples of push promotional strategy 1. Discount to encourage intermediaries to stock the products. 2. Trade advertising. 3. Trade sales incentives. 4. Sales promotions. 5. Persional selling. 6. Sales force incentives.

4.0 Financials Estimations Dhaka Handicraft is rule of thumb for most markets is that 0.50% of all householders in Denmark will buy products of Dhaka handicraft within five years. The market of Denmark is similar to other export market, to penetrate and establish brand name, we assume that the given percentage would be relevant for Danish market as we introduce other export market .So we are going to use percentage in order to set up the budget and to calculate the point of breakeven. 2.5 million Householders in Denmark 2.5×1000000 =2500000 2500000*0.0050=12500 12500 is our final householder for instance

See the sources see the appendixes

30

Md.Hasan Al Mamun Roskilde Business College According to the Dhaka Handicrafts the price to end consumer varies from products to products ,as our products are 100 percent hands made so all product does not contain same value of price ,materials ,size ,craftsmanship ,design, time to manufacture ,available of raw materials that’s why prices are varied to each and every products .Our selling system through wholesale to retailers ( special stores, super market ,chain shop, Department stores, Furniture and home interior shops ,garden shops ) calculations for budget should include the sale price for retailers a doubling of CIF price ### .Our Average CIF price is 115 Dkk (The price including Cost, insurance and freight) That gives us the estimate total Dhaka handicrafts revenue within 5 years 12500 purchases of 115dkk =1437500dkk

So within 5 years plan we may sale around 12500 unites to reach turnover of approximately 1437500dkk, per year it can be 288000dkk.However export during the first year (introducing market period) will be less than to the rest of years.

Therefore operational sales plan will be as following. 1st year

1000units (1000*115)

115000 DKK

2nd year

2000units (2000*115)

230000 DKK

3rd year

2500units(2500*115)

287500 Dkk

4th year

3000units(3000*115)

345000 Dkk

5th year

4000units(4000*115)

460000 Dkk

Total

12500units

1437500DKK

4.1 Break-even Analysis

See the sources see the appendixes

31

Md.Hasan Al Mamun Roskilde Business College We have made a plan for 5 years to reach to our goal the breakeven point in the budget. Bellow has been explain break-even point

Price per unit Variable cost per unit CM per unit Units

115.00 69.00 46.00 12,500 Profit Statement 1,437,500 862,500

Turnover Variable cost Contribution Margin Marketing expenses Marketing Margin Cash period costs / fixed costs Operating Margin Depreciation Profit before financial items Financial expenses Profit Calculations: Fixed Costs: Marketing expenses Cash period costs / fixed costs Depreciation Financial expenses Total Fixed Cost:

575,000 400,000 175,000 0 175,000 0 175,000 0 175,000

400,000 400,000

CM % formula:

(CM per unit / Price )*100

CM %:

( 46 / 115 ) * 100

Break-even units, formula:

Fixed costs / CM per unit

Break-even units

400000 / 46

Break-even sales, formula

Break-even units

Break-even Sales

8695.65217391304 * 115

Safety Margin %, formula

(Actual turnover- Breakeven sales)*100/Actual turnover

Safety Margin %

(1437500 - 1000000)*100 / 1437500

40% 8,696

*

price

1,000,000 30%

(Safety Margin shows how many percent turnover can be reduced before you reach break-even)

See the sources see the appendixes

32

Md.Hasan Al Mamun Roskilde Business College Safety Margin kr./$, formula

Actual Turnover- Breakeven sales

Safety Margin kr./$

1437500 - 1000000

437,500

4.4 Marketing Budget Now we are going to show how Dhaka handicrafts allocate 400000 Dkk as initial marketing budget to the following categories Field marketing/Demand generation 64.7% Corporate Communications 15.0% Products Marketing 9.5% Branding/Advertising7.2% Channel Marketing 2.5% Market Intelligence1.1% Total 100%

258800 DKK 60000 DKK 38000 DKK 28800 DKK 10000 DKK 4400 DKK 400000 DKK

Sirius Decisions further broke the Field Marketing / Demand Generation (258800 DKK )data into sub-categories, as follows (this is for all B2B companies, revenue )

Tradeshows: 16%

41408

Tele-prospecting: 13%

33644

Email: 13%

33644

Live events / seminars: 10%

25880

See the sources see the appendixes

33

Md.Hasan Al Mamun Roskilde Business College Webinars: 9%

23292

PPC Search Marketing: 5%

12940

Search Engine Optimization (SEO): 4%

10352

Other (direct mail, associations, online, etc.): 30%

77640

Total 100%

258800

4.2 Sales Forecast Sales forecasting is different parts of management, it’s a critical one for most businesses. However Dhaka handicrafts is very conscious about sales in order to create market place to potential export market .It helps to well ahead in order to plan such investment ,launch a new products, decide when to close and withdraw products etc. Key decisions that are derived from a sales forecast include Employment level required Promotional mix Investment and production capacity

5.0 Controls 5.1 IMPLEMENTATION, MONITORING AND EVALUATION An Action Plan and Implementation has been developed to guide programme execution. For a coordinated and focused programme execution and to ensure that the programme pursues its objectives, satisfies the needs and aspirations of the primary beneficiaries and stakeholders as well as promote the developmental goals of Government, there shall be a two-tier programme administrative structure as set out below: See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College

5.2 Implementation Agency The Export Promotion Bureau, Bangladesh A National Export Promotion Agency under the Ministry of Commerce working in close collaboration with the Handicraft Sector Umbrella Organization shall be the implementing and coordination agency for HANDSEDS 5.1.3 Monitoring and Evaluation Under the auspices of the Ministry of commerce, Trade and Industry and in collaboration with the sector stakeholders identified under the Institutional Framework, the strategy will be subjected to quarterly monitoring, mid-term and annual review based on the realities of the national economy and the changing global economic circumstances.

6 Conclusion In conclusion, the Danish market has a potential to become a successful new market respecting B2B sales for Dhaka handicrafts products. The market can reach the breakeven point with few years and can start to earn profit. As the country is in central Europe it’s a good aspect to expand whole Scandinavian countries.The company can apply experience what has been giant from other European countries.

Sources References Marketing Solomon/marshall/stuart Project D VIPP Case Global marketing (Svend Hollensen) www.dhakahandicrafts.com www.dipo.dk http://www.dst.dk http://blog.marketo.com/blog/2007/04/b2b_marketing_b.html www.euromonitor.com http://www.tutor2u.net/business/marketing/promotion_advertising.asp http://www.businesslink.gov.uk/bdotg/action/detail?r.l1=1073858796&r.l3= 1074299784&r.lc=en&r.t=RESOURCES&type=RESOURCES&itemId=10743015 73&r.i=1074301584&r.l2=1074299781&r.s=m http://www.cheathouse.com/essay/essay_view.php?p_essay_id=122319 See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College

Appendixes

Appendix 1

Break-even analysis 3,500,000

3,000,000

2,500,000

2,000,000

1,500,000 kr.

Turnover Total cost Profit

1,000,000

500,000

-

5,000

10,000

15,000

20,000

25,000

30,000

(500,000)

(1,000,000) Afsætning

Appendix 2

See the sources see the appendixes

36

Md.Hasan Al Mamun Roskilde Business College Major imports sources in Denmark Europe Asia pacific North America Latin America Africa and middle east Australia

Share in 2008 85.1% 8.5% 3.5% 1.9% 0.7% 0.3%

Appendix 3 Bowls, Vases, Pots & Planters Terracotta bowl Code No. CCW 1 Size: dia 27 cm , h 8 cm Terracotta natural bowls (2 pcs) Code No. CCW 2 L: dia 25 cm, h 7 cm S: dia 21 cm, h 5 cm

See the sources see the appendixes

37

Md.Hasan Al Mamun Roskilde Business College Terracotta calligraphy flower vase Code No. CCW 3 Size: dia 9 cm, h 25 cm

Terracotta calligraphy flower vase Code No. CCW 4 Size: dia 5 cm, h 27 cm

Black terracotta pots with lids (3 PCS) Code No. CCW 5 L: dia 16 cm, h 28 cm, M: dia 13 cm, h 22 cm S: dia 10 cm, h 16 cm,

Tterracotta pot with lid Code No. CCW 6 Size: dia 10 cm, h 16 cm,

Terracotta rectangular planter Code No. CCW 7 Size: dia 37 X 17 cm, h 12 cm See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College

Terracotta square planter Code No. CCW 8 Size: 20 X 20 X 17 cm

Candle Holders

^Top

Terracotta candle holder Code : CCW 9 Size: height 10 cm

Terracotta tea light holder Code : CCW 10 Size: dia 6.5 cm, h 3.5 cm

Conical terracotta nightlight holders Code No: CCW 11 Size: base 8 cm , h 11 cm

Terracotta tea light holder Code No. CCW 12

Homeware & Accessories

^Top Terracotta Incense holders Code No. CCW 13 L: 16 X 10 cm S: 15 X 5 cm

See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College

Terracotta napkin rings Code No. CCW 14 Size: dia 5 cm, h 5 cm

Terracotta foot scrub Code No. CCW 15 Size: Width 8 cm

Decorations-General

^Top

Terracotta elephant bell Code No. CCW 16 Size: Height 5 cm

Terracotta gift ties Code No. CCW 17

Decorations-Christmas Terracotta christmas hangings Code No. CCW 18 various sizes available Size: 3.5 cm

See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College Terracotta christmas balls Code No. CCW 19 Size: 4 cm Terracotta christmas hangings Code : CCW 20 Size : 3 cm ^

Homeware & Accessories Bamboo tray ( 2 pcs ) Code No : BBW 1 L: 45 X 29 X 4 cm S: 42 X 25 X 4 cm

Bamboo flutes Code No: BBW 2 Size: L:70 cm M: 35 cm S: 13 cm

Bamboo table mat Code No: BBW 3 Size: 22 X 22 cm

Bamboo cutlery tray Code No : BBW 4 Size: 33 X 28 cm, h 8 cm

Bamboo soap case Code No : BBW 5 Size: 16.5 X 6.25 cm

See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College

Storage

^Top

Bamboo basket (3 pcs) Code No : BBW 6 L: dia 48 cm, h 33 cm M:dia 37cm, h 29 cm S: dia 26 cm, h 25 cm

Bamboo waste paper basket (3 pcs) Code No : BBW 7 L: dia35.5 cm, h 35.5 cm M:dia 30.5 cm, h 30.5 cm S:dia 25.5 cm, h 25.5 cm

Bamboo packing basket Code No : BBW 8 Size: 18 X 11 X 9cm,

^ Top Cane tray (2pcs) Code No : CW 1 L: 18.75 X 13.75 X 3 cm S: 15 X 11.75 X 2.25 cm

Large cane plate Code No : CW 2 Size: dia 60 cm, h 9 cm.

Low cane stools Code No :CW 3 Size: a)dia 46 cm, h 28 cm b)dia 32 cm, h 30 cm c) dia 40.5 cm, h 40.5 cm

See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College

Cane CD rack Code No : CW 4

Table top-cane plate & coaster Code No: CW 5 dia 20 cm dia 15cm dia 10 cm

Storage

^Top

Tall cane laundry basket Code No : CW 6 Size: dia 41 cm, h 95 cm

Cane laundry basket Code No: CW 7 Size: dia 40 cm, h 66 cm

Cane square laundry basket Code No : CW 8 Size: dia 25 x 25cm, h 41cm,

See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College

Cane round laundry basket Code No : CW 9 Size: dia 40.5 cm, h 40.5 cm

Cane storage basket ( 2 pcs) Code No : CW 10 L: 43 X 33 X 23 cm S: 37 X 27 X 20 cm

Cane log basket Code No : CW 11 L: 50 X 32 cm, h 34 cm S: 43 X 23 cm, h 30 cm,

Cane picnic basket Code No : CW 12 Size: 38 X 26 X 32 cm

Cane tiffin box with lid ( 2 pcs) Code No : CW 13 L : dia 30 X 10 cm, h 10 cm S : dia 25.5 X 20 cm, h 7.5 cm

Cane basket set ( 3pcs) Code No : CW 14 L: 46 X 35 X 30.5 cm M: 39.5 X 28.25X2525 cm S: 33 X 21.5 X 20 cm

See the sources see the appendixes

44

Md.Hasan Al Mamun Roskilde Business College Grass date palm leaf marketing basket (2 pcs ) Code No. GKW 1 L: dia 41X 39 cm, h 22 cm S: dia 37 X25 cm , h 20 cm Kaisa grass 4 pieces basket Code No. GKW 2 XL: dia 33 cm, h 7 cm L: dia 31 cm, h 6 cm M: dia 29 cm, h 5 cm S: dia 27 cm, h 4 cm Binnah round bowls (3pcs) Code No. GKW 3 L: dia 30.5 cm, h 13 cm M: dia 26.75 cm, h 11 cm S: dia 23 cm, h 9 cm

Grass date palm leaf basket Code No. GKW 4 Size: dia 35 X 25 cm, h 40 cm

Kaisa grass round bowl Code No. GKW 5 Size: dia 19.5 cm, h 12 cm

Kaisa bawn basket 2 pcs Code No. GKW 6 L: dia 29 cm, h 11.5 cm S: dia 15 cm, h 7.5 cm Grass date palm leaf boat shape basket Code No. GKW 7 Size: dia 28 X 20 cm

See the sources see the appendixes

45

Md.Hasan Al Mamun Roskilde Business College Kaisa grass basket Code No. GKW 8 Size: 24 X 14 cm h 7 cm

Storage

^Top

Large Kaisa grass laundry basket Code No. GKW 9 Size: dia 30.5 cm, h 56 cm

Kaisa half circle laundry basket Code No. GKW 10 Size: dia 38 X 30 cm, h 56 cm

Grass date palm leaf triangular laundry basket Code No. GKW 11 Size: dia 44X44X44 cm, h 48 cm

Grass laundry basket Code No. GKW 12 Size: dia 38 cm , h 35.5 cm

See the sources see the appendixes

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Md.Hasan Al Mamun Roskilde Business College Kaisa egg shape laundry Code No. GKW 13 Size: dia 43 cm, h 64 cm,

Kaisa 3 pcs big bowls Code No. GKW 14 L: dia 60 cm, h 26 cm, M: dia 45 cm, h 22.50 cm S: dia 30 cm, h 19cm,

Kaisa grass 3 pcs box Code No. GKW 15 L: 40 X 31 X 30 cm M: 34 X 25.50 X 23 cm S: 28 X 20 X 16 cm

Grass date Palm leaf baskets (2 pcs) Code No. GKW 16 L: dia 24 cm, h 25 cm S: dia 18 cm, h 21 cm

Kaisa drawers Code No. GKW 17 Size: dia 29 X 14 cm, h 23 cm

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See the sources see the appendixes

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