LobXprt
Where consider the quality

Prepared For : Name Designation : Mr.Md. Shahinur Sobhan : Lecturer

Department of Business Administration Name of the institute : Dhaka City College.

Prepared By

:

Sl. No 1. 2. 3. 4. 5. 6.

Name

ID

Ismat Jahan Senjuti Md. Asim Shadab SK. Rajibul Hasan Mahamuda Akter Asaduzzaman Md.Hasan Imam

135 165 125 149 145 159

Section: B Batch: 7th Session: 2004-2005 Group: 7 B.B.A. Dhaka City College

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Letter of Transmittal
August 20, 2009 Mr.Md. Shahinur Sobhan Department of Business Administration Dhaka City College Bangladesh Subject: Submission of Feasibility study of LobXprt.

Dear Sir, We have the honor to state that My Project report is submitted to you for your kind supervision. Under shade of Feasibility Study we have collected data from various sources which were unknown to us in past but now we can realize the importance of a Project feasibility study and its implication in the present and future growth of one’s career. We would like to draw your attention that we are worked with our utmost sincerity to prepare this report. We, therefore, request you to kindly grant the feasibility study of “LobXprt”.

Thanking you in anticipation.

Sincerely yours Name Ismat Jahan Senjuti Md. Asim Shadab SK. Rajibul Hasan Mahamuda Akter Asaduzzaman Md.Hasan Imam ID 135 165 125 149 145 159

BBA, 7th Batch Section: B Dhaka City College.

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Acknowledgement

We are expressing gratitude to Almighty, the Merciful and the Benevolent Allah for his special kindness to give me the opportunity to complete this Feasibility Study successfully. As the very outset we extend our heartiest gratitude to Mr.Md. Shahinur Sobhan honorable faculty of B.B.A, Dhaka City College for his sincere advice, guidance and valuable suggestion in preparing this report. Throughout the tenure of the program we got enough co-operations, sympathy and patronize from him.

It’s a great pleasure to express our heartiest gratitude to Mr.Md. Shahinur Sobhan his generous co-operation and suggestion during the preparation of this report.

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Executive Summary:

This report is prepared on lobster cultivation and export. It helps us to learn about the particular situation of lobster cultivation and also about the export – import conditions. it also helped to us to implement our theoretical knowledge into practical and realistic work environment. The function of Lobxprt is cultivating and exporting the lobsters in abroad. Lobster is the types of business firms who involves with agricultural based product as business. Our product is Lobsters. We lunched as a new venture of organization. So the area our business is still quite limited. But our target is to reach the top. We directly send products to the customers without the help of any intermediaries. We are totally liable to the quality and accurate quantity of product.

To make itself committed LobXprt has going to establishing a global delivery process and system by which we are in a position to maintain a smooth and uninterrupted delivery system. One thing we ensuring that we are very much strict about this and we won’t be compromise. That is the total procedures of cultivation of lobster for export it to the foreign in our function. We’ll act as a lobster cultivator, supplier, distributor, dealer, and exporter. We are very much concern our responsibility to carry on business.

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Table of Contents

Page

Part-One: Business introduction General Description of the Venture Industry Background Mission, vision, goal of LobXprt Uniqueness of the product of LobXprt Part-Two: Management Aspect Management of Lobxprt Promoters Share Percentage Summary of Qualification Legal From Organization Structure Banks Auditors HR management Staffing Need Staffing Budget Staffing Planning Part-Three: Technical Aspects Introduction Body Plan Life Cycle Diet of Lobsters Production process & Technology Process flowcharts Utilities for Lobster Layout Supply & source of Row materials Products Equipment for Cultivation Location Information &Communication Technology R&D Plan Part-Four : Marketing Aspect Current Scenario Situation Analysis Market Summary SWOT Analysis Competitors Analysis Marketing Strategy Action Program STP Analysis Market Segmentation Geographical Segmentation Sequential Segmentation

12 13 14 15 16 17 18 18-20 21 22 23-27 28-31 32 32 33 33 34 35 36 37-38 38-42 42-44 45 46-48 49 50-53 54 55 56 57-59 60 61 62-63 64 65 65 65-70 70-72 73 74 74 75 75 75-76 76-77 6|Page

Market Positioning Marketing Mix Analysis Product Identification Distribution Channel Pricing Policies Corporate Social Responsibility Part-Five : Financial Aspects Introduction Cost of Project Means of finance Self financing Debt equity Prime Bank Ltd. Exim bank Ltd. Sonali bank ltd. Cost of production Material Costs Selling & administration Expenses Labor costs Utilities Cost Estimates Production & sale Working Capital requirement and its financing Profitability Projection Tax Calculation Cash-flows of the project Projected Income Statement Projected Balance Sheet Ratio analysis Payback period, NPV and IRR analysis Scenario analysis Sensitivity analysis Risk analysis & management Part-Six : Socio Economic Aspects Social responsibility Business Ethics General Business Ethics of Lobxprt Environmental impact Contribution towards the economy Appended Part References

78 79 79 80 81 82-83 84 85 85-86 87 87 88 89 90 91 92 92 93 94 95 96 97 98 99 100 101 102 103-106 107-108 109-110 111-112 113 114 115 116 117 118 119-120 121 122

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Group’s declaration

We, the members of group-7 hereby declare that the report on “LobXprt.” has been prepared using all original data and materials provided by the Company and no duplication or photocopy has been altered by us. We kept our almost sincerity and integrity in writing this report. Thank you, Sl. no 1. 2. 3. 4. 5. 6. Name Ismat Jahan Senjuti Md. Asim Shadab SK. Rajibul Hasan Mahamuda Akter Asaduzzaman Md.Hasan Imam ID 135 165 125 149 145 159

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Objectives of the study

The main objective of the report was to fulfill the course requirement of project management of BBA program of Dhaka City College under National University. There are some other objectives: • • • • • • • • Developing practical knowledge. We want to do this business in the future. To gather knowledge about the Lobster business. To know about the export-import condition of this business in international market. For have clear knowledge about the different analytical tools of project appraisal. For having apparent knowledge about how analysis the financial aspect of a project. We want to know the international and local market condition of Lobster. By preparing this project we want to have a understandable idea abut different marketing tools.

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Methodology of the study
Primary sources: • • Md. Tazmul Kuddus Farmer, Savar Md. Arif Bin Hoque Shaikat Principal Officer Prime Bank Ltd. Sanaaf Hasan Exporter Hasan enterprise Savar, Dhaka. Phone: 01817104163

•

Secondary Sources:

• • • • • • •

Related books and publications. File and various documents. www.lobster .com www.wekipidia.com www.utillities of lobster .com www.prodution process of lobster.com. www.exportimport.bd.com

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Limitation of the study

The limitations of the Report are stated as follows:-

• • • •

Lack of practical knowledge about the topics. Due to time limitations many of the aspects could not be discussed in the present report. Don’t known practical implications. Another problem that creates a lot of confusions regarding verification of data. In some cases more than one person were interviewed to clarify each concept.

Scope of the Study

This report includes information on Lobxprt company - – cultivated and supply lobsters globally and locally. In this report we acknowledge represents management, technical, marketing, financial and social area of Lobxprt Company. We provide overall Information about lobsterstheir cultivation and production process, marketing channels, cost and profitability of this project and its social and corporate responsibility.

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General Description of the Venture

Lobster is the types of business firms who involves with agricultural based product as business. Our product is Lobsters. We lunched as a new venture of organization. So the area our business is still quite limited. But our target is to reach the top.

Our target markets for crab selling are Singapore, Hong Kong, Taiwan, China, and Japan, Italy, South Korea, Thailand. But we decide to make shipment of our product yearly 40 tons. Our plan to increase this position, years after years. We cultivate Lobsters in our own field and than we make final packaging for export and at last we send those Lobsters packed to the airport because this is the way we use to export Lobsters to our foreign customers. We keep some of them to makeup demand of our inland customer.

We directly send products to the customers without the help of any intermediaries. We are totally liable to the quality and accurate quantity of product.

We assuming that about 60 percent of our foreign buyer contact with us and place order throw online and over telephone. One thing is very important for us that to maintaining the delivery of product in time. We are very much concern to maintain this rules of time and ensure the quality. To make itself committed LobXprt has going to establishing a global delivery process and system by which we are in a position to maintain a smooth and uninterrupted delivery system. One thing we ensuring that we are very much strict about this and we won’t be compromise. That is the total procedures of cultivation of lobster for export it to the foreign in our function. We’ll act as a lobster cultivator, supplier, distributor, dealer, and exporter. We are very much concern our responsibility to carry on business.

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Industry Background
Cultivating lobster commercially for was begun first time in sweet water in greater Chalan Beel area of Sirajganj district. Many fishermen have become inspired and are showing interest in cultivating lobster in their ponds. The fishery officers also foresee bright future in this sector here, as there is huge possibility of economic development by cultivating lobster in the hundreds of sweet water ponds of greater Chalan Beel and its adjoining areas. Hearing about the success, some other fisher man take initiative for cultivating lobsters in Barisal district in sweet-water-ponds. . Deputy Director of Rajshahi Divisional Fishery Office Shawkat Ali and Sirajganj District Fishery Officer Moniruzzaman visited his lobster firms and expressed their satisfaction. They said, there are about 5,000 ponds in greater Chalan Beel area. If people utilize these small and large ponds to cultivate lobster like Saiful, this region will develop further economically.

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Mission of LobXprt
To providing high quality products and services backed by latest technology and timely delivery of our product to our customers with fulfilling their demand and highly satisfying their needs along with the satisfaction of our employees.

Vision of LobXprt
To be the leading producer and exporter of lobsters within 5 years, ensuring best cliental product and services through best application of latest technology, making due contribution to the national economy and establishing ourselves as front ranking producer and exporter of lobsters at home as well as at abroad.

Goals of LobXprt
As a new company our goals are:• • To be create a position in the market, Set a level that we export our product, and Set the profit ratio what we need to earn.

•

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Uniqueness of the product of LobXprt
We are doing from manufacturing to exporting. We do not use internal type of marketing channel. We are going to established and organize market of lobsters, before that no one work as organize way as us. Lobsters can be a delicious food if we could any a new

know how to use it, it can be take the place of crab and we are going to do this. Lobsters can be eaten in various ways; any type of food can be prepared by lobsters. Such as Chinese, Thai, Continental etc. We can have lobsters also in fried and frozen from.

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Management of LobXprt
This part of the feasibility study of LobXprt contains the management aspect of the farm. A brief description of the promoters, partners and their share holding status, the legal form of the business, organizational structure that is the organ gram, the key resource person the farm, and the bankers, lawyers, and auditors.

The Promoters

The promoters of LobXprt are started the business of Lobster Culture in 2009. At present promoters have more than 2 large Pond (Gher) for the Lobster culture. The total area of the operation is about 10 Acers of land. However, the project is operated in small scale but all these units are performing satisfactorily. The prime promoter of LobXport is Ismat Jahan Senjuti who was involved in this types business last three year. Other promoters are SK. Rajibul Hasan, MD.Saduzzaman, Ms. Mahamuda Akter, Md, Asim shadab and Md. Hasan Imam.

Ismat Jahan Senjuti, age 27, an MBA (Finance) is the prime partner of LobXport. She is the General Manager of the farm. She has long experience in Agriculture and its sub-sector in her country area. She is very young energetic and dynamic person. She was an active partner of all the small units of the family business for the last 3 years.

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MD.Saduzzaman, age 26, ACCA & BBA (Accounting) is also an active partner of the LobXprt. He is the Accounts Manager of the firm. However, he does not have much experience in this sector but her academic qualification relating to accounting knowledge will help the firm to achieve the efficiency and effectiveness in the operation. He will look after the day-to-day accounting operation of firm.

SK. Rajibul Hasan, age 27, Masters (Human Resource Management) is also an active partner of LobXprt. He is the HR Manager of the firm. Last years he was involves with a fisheries farm.

Md. Hasan Imam, age 28, B. Sc (Biology) is one of the most active partners of LobXprt. He is the technical manager of the firm. He has technical expertise and related experience to run the Lobster culture project. He personally has a depot in Shatkira. Now he will work with LobXprt. As a full-time Technical Manager of the firm.

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Md, Asim shadab, age 30, MBA (marketing) is a partner LobXprt r. He is the Marketing Manager of the firm. He has more experience in fisheries, shrimp and crab- culture projects. He got the experience to do market of agricultural & fisheries goods in local market and as well as foreign market. Last 5 years he was involves with a fisheries farm.

Ms. Mahamuda Akter. Age 26, M.sc (Geology) is a partner of LobXprt .She is also the administrative consultant of the firm. He has experience in fisheries, shrimp and lobster- culture projects. She is very much able to run any types of related project and efficient to make effective decision.

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Shareholder according to their share percentage:

LobXprt is 100% Lobster culture project. The total land of the project is own by the family members of the promoters and initial equity capital is provided by them. The total estimated project cost of LobXprt is about 6 million. The existing promoters of the firm hold all the shares of firm and legal form of the firm is partnership based. The overall management of the firm is vested with the partners of the firm formulate polices and provide guidelines for its day-to-day operation. The manger looks after the business affairs and other logistic support of the firm. Other mangers and operational employees of the firm assist him.

Name

Status

Shareholder percentages

Ismat Jahan Senjuti SK. Rajibul Hasan MD.Saduzzaman Md. Hasan Imam, Md, Asim shadab Ms. Mahamuda Akter Total

General Manager HR Manager Accounting Manager Technical Manager Marketing Manager administrative consultant

22% 20% 15% 15% 15% 13% 100%

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Summary of Qualification:

Name & address

Age

Education

Experience

Solvency

Shareholding

Designation

Ismat

Jahan 27

MBA

3 year

Solvent

22%

General Manager

Senjuti,Gazipur

SK.

Rajibul 27

MBA

1 year

Solvent

20%

Human Resource Manager

Hasan,Gazipur

MD.Saduzzaman, Dhaka Md.

26

ACCA,BBA

Fresh

Solvent

15%

Accounting Manager

Hasan 28

B. (Biology)

Sc 3 year

Solvent

15%

Technical Manager

Imam,Gazipur Md. Asim shadab, Dhaka Ms. Mahamuda 26 30

MBA

5 year

Solvent

15%

Marketing Manager

M.sc (Geology)

1 year

Solvent

13%

consultant

Akter,Dhaka

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Legal form of Business
LobXprt is owned and managed by the partners of the farm. General & Limited Partnership policy is followed that is, all the partners of the farm has got limited liability that is, who are liable for loss only up to the amount of their investment and the general partner is Ms.Ismat Jahan Senjuti, Who has unlimited liability but she has authority to act and make binding decisions as an owner. The partnership of the farm is based on a written contract and which is duly signed by all partners of the farm. So by law the farm is operated and managed by the Articles of Partnership.

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Concerns of the Article:
NAME: Address: Type of business: Lobxprt Ltd Plot no. 2/a, Road no; 2: Gazipur, District: Dhaka The firm is involved with export and cultivation of lobsters. Area of operation: The firm will operate its activities within and outside of the country.

Capital:

At the starting point the firm will be collected from the partners

have a capital of

tk.3 cor. In case of necessity additional capital can

Drawing:

Every partner can draw maximum Tk 30000 from the business every month

According to the ratio of capital the profit Distribution of Profit: will be distributed or loss will be covered equally among all partners.

Management & Operation:

Every partner will take part in the operation of the business. The first partner Ismat Jahan Senjuti will work as General Manager. All partners will get monthly payment of TK. 25000 for their

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responsibility & General Manager will get TK. 30000 for her duty.

Preparation of Financial Statement

That proper Books of Accounts of the business shall be maintained and kept at the office and the partners shall have free access to the Books of Accounts.

Share of loss and profit

That an Annual balance sheet for profit and loss shall be prepared which shall be shared by the parties proportionately

Accounting Period

The firm will maintain its accounts in a fiscal year consisting of July 1st to June 30th.

Admission of Partnership

For the overall welfare of the firm new partners can be admitted in the firm but no new partners can be added without the full written consent of the partners.

Retirement & Death of Partners

Any partner can take retirement from the firm by providing a three months prior notice. In case of death of any partner his nominee or successor can become a

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partner on the consent of other partners.

Repayment Of capital

In the event of the death or retirement of a partner, the remaining partner will pay the state or retiring partner the full amount of the original investment. The payment will be made within 1year of the death or retirement of the partner

Grievance Procedure

If grievances between partners cannot be resolved, an arbitrator will be hired that is acceptable to all partners. The decision reached after arbitration is binding.

Termination Condition

Change of .

In case of necessity or according to the occurring situation if the termination of the firm has to done, the termination procedure will be followed by the Partnership Act 1932 prevailing in Bangladesh.

with the consent of all parties, rules & terms of the article can be amended

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We the aforesaid parties agreed with the terms and conditions above and signed consciously with mental soundness mentioned above dated. Signatures and addresses of the witnesses:

Signature of the 1st Party (Ismat Jahan Senjuti)

Signature of the 2nd Party Md. Asim Shadab ()

Signature of the 3rd Party (SK. Rajibul Hasan)

Signature of the 4th Party (Mahamuda Akter)

Signature of 5th party (Asaduzzaman)

Signature of 6th party (Md.Hasan Imam)

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Organization Structure
LobXprt has got a very sound list of qualified and skilled workforce having wide range of experience in the related position. Under the head of organization structure farm’s organ gram is demonstrate and a brief explanation is also given for better understanding of the authority and responsibility

General Manager

Accounts Manager

Human Resource Manager

Marketing Manager

Technical Manager

Consultant

Executive 1

Executive 1 Executive 2

Executive 1 Executive 2

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General Manager

Ms.Ismat Jahan Senjuti is the prime partner of LobXprt. She is the General Manager of the firm. She along with other manager and consultant of the firm will provide policy guideline for the firm. She has long experience in Agriculture and its sub-sector in the country area. She is a very young energetic and dynamic person. She was an active partner of all the small units of the family business for the last 3 years.

Accounts Manager

MD.Saduzzaman is also an active partner of the LobXprt. He is the Accounts Manager of the firm. Though he doesn’t have much experience in this sector but her academic qualification relating to accounting knowledge will help the farm to achieve the efficiency and effectiveness in the operation. He will look after the day-to-day accounting operation of the farm.

Human Resource Manager

SK. Rajibul Hasan, is also an active partner of the LobXprt .He is the Human Resource Manager of the firm. He is a very young energetic and dynamic person. He was an active partner of all the small units of the related business for the last years.

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Technical Manager

Md. Hasan Imam is also an active partner of LobXprt. He has got technical expertise and related experiences to run fisheries project. He has worked with several fisheries farm and now will work with LobXprt as a full time Manager Technical of the farm and as a partner of the firm.

Marketing Manager

Md, Asim shadab, is a partner LobXprt. He is the Marketing Manager of the firm. He has more experience in fisheries, shrimp and crab- culture projects. He got the experience to do market of agricultural & fisheries goods in local market and as well as foreign market. Last 5 years he was involves with a fisheries farm.

Consultant

Ms. Mahamuda Akter is a partner of LobXprt she is also the administrative consultant of the farm. She will provide the necessary consultancy for the implementation and smooth operation of the firm. She has got a successful history in the Local Government Administration also.

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Executives

Executives of the firm are chosen according to the necessary practical experience and ability to work with a new project. They have got the responsibility to handle the operation of the firm based on the instructions provided by the managers of their respective department. List of the executives are provided as below: Mr. Amit khan & Mr. Alamin are executives marketing. Both of them have required educational qualifications and experience required for handling their work. Mr. Nafis Ahmed & Mr. Sohel Ahmed are executives Technical. All of them have required educational qualifications and experience required for handling their work. Ms. Tasmia Hasin is executives Accounts. She has educational qualifications and experience required for handling this work. Ms. Afsana Hoque is Executives Human Resources. She has educational qualifications.

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Banks

The partners of the farm are solvent and they have got property and liquid cash. After that they need some financial support from financial institution. The management of the firm has selected two banks for submitting the proposal of business and the feasibility study for their kind perusal.

Prime Bank, Gazipur Brunch, Gazipur Sonali Bank, Gazipur Brunch, Gazipur. EXIM Bank, Dhanmondi Brunch, Dhaka

Auditing

Firm will maintain a well designed auditing system. Under this system the auditing activities are divided into two parts. i.e. Internal and External. Internal Auditing activities will be performed by the Manager & executives of Finance & Accounts department. They will prepare monthly statements and other supplementary statements as required and make necessary corrections. External Auditing activities will be handled by a renowned auditing firm M/s Shamsul Alam & Co.

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HR Management

Staffing Needs

Bengal Food firm needs quality labors and employees to maintain this project properly. There are 54 staff are involved for doing job effectively and efficiently.

Area Office site

Number of Staff Executive Employee Supervisor 06 05 01 08 08 10 08 04 03 03 56

Ponds site

Farmer Labor

Processing site Cooling site Others

Labor Labor Guard Driver Peon Total

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Staffing Budget

Taka Area Position General Manager Office site Manager Executive Employee Consultant Supervisor Ponds site Farmer Labor Processing site Cooling site Others Labor Guard Driver Peon Total 08 04 03 03 2500 2500 4000 2000 20000 10000 12000 6000 427000 Labor 04 06 05 01 01 08 08 10 25000 15000 10000 22000 10000 4000 2500 2500 100000 90000 50000 22000 10000 32000 20000 25000 Person 01 Cost 30000 Total 30000

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Staffing Planning

General Manager

Accounts Manager

Human Resource Manager

Marketing Manager

Technical Manager

Consultant

Executive 1 Executive

Executive 1

1

Executive

1

Employee Employee Superviso r
Executive 2

Employee

Executive 2

Employee

Employee

Farmer

Labor

Guard

Driver

Peon

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Introduction

When one thinks of lobsters, usually it's in a romantic setting: at a candlelit table with the creatures piled on top of a plate ready for consumption. It's a dish fit for queens, emperors, and the like and has a rich history of use. Some cultures even considered the lobster aphrodisiacs, enhancing the power and charms of men, while for women it enhanced conception. Lobsters appear in the art or folklore of many cultures. For example, the Romans portrayed lobsters, along with other edible sea creatures, on mosaic floors that formed part of domestic and public decoration. The mosaic dramas even depicted battles to-the-death between lobsters and wily octopuses. Helmets worn by warriors immortalized the strength of the lobster. Around 1630, a new Turkish helmet, the Zischägge, or "lobster tail", was being used in Eastern Europe. It had overlapping steel plates over the neck guard, providing both protection and ventilation for the neck. The bowl (head cover) was fluted and had a single adjustable nasal bar, similar to the rostrum (most frontal part) of the lobster. Lobsters were not only valuable food items, but had medicinal value during the middle Ages and Renaissance. Roasted, pulverized, and dissolved in wine, the lobster's rostrum served as a general remedy for a variety of urinary diseases, as well as for purging kidney stones. Lobster meat was valued as a diuretic, as was the broth made from boiling lobsters. Their gastrolith, a calcareous "rock" found in the stomachs of lobsters preparing to shed their shell, was used for eye inflammations and as a remedy for stomach aches and epilepsy. While ancient, Middle Age, and Rennaisance people appreciated many aspects of the lobster, they did not retain their popularity with the more modern Europeans and Americans. Along the northeastern coast of the U.S., the lobster was once so common in the 17th and 18th centuries that it was considered a "junk" food. When caught in great quantities or stranded on shore after severe storms, lobsters served as garden fertilizer and as a food staple given to widows, orphans, servants, and prisoners. It was so commonly used as a food for servants and 37 | P a g e

prisoners that Massachusetts passed a law forbidding its use more than twice a week - - a daily lobster dinner was considered cruel and unusual punishment! The American revolutionaries hurled the insult "lobster back" at the red-coated British. It wasn't until the 19th century that lobsters regained their status as a luxury food item, mostly as a result of their popularity with royalty. Since that time, lobsters have become big business and, as a result, have been well studied. These studies have revealed that there's more to these creatures than meets the eye - - or even the palate!

Body Plan
All arthropods are bilaterally symmetrical; that is, their organs are arranged in pairs such that if the lobster were divided into two equal halves from head to tail, the organ parts would be identical on both sides.

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The

basic

body

plan

of

all

lobsters, regardless of infrared and family, consists of two parts: the cephalothorax which represents the fusion of the head (or cephalon) and the thorax, and the abdomen, which is often misnamed as the tail. Fourteen fused segments (or somites) comprise the cephalothorax and each bears a pair of appendages. The first segment carries the eyes, which are movable, stalked, and

compound; the second bears the antennules (A) which are carried on a three-segmented peduncle (foot). The antennules are bifurcated (divided into two flagella) and carry chemosensory organs. These organs are the functional "nose" of the lobster. The third segment bears the antennae (B) which consists of a five-segmented peduncle and a single flagellum. These are tactile organs. The last three cephalic (four through six) and first three thoracic segments (seven through nine) bear the mouthparts, which are named, starting with those borne upon segment four, the mandibles (or jaws, C), first maxillae (D), second maxillae (E), first maxillipeds (F), second maxillipeds (G), and third maxillipeds (H). The first and second maxillae and first maxillipeds are flat, leaf-like plates used to pass food back to the jaws for crushing and ingestion. The second and third maxillipeds are more leg-like so that they can grip food. The mouth is covered by upper (labrum) and lower (paragnath) lips.

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The remaining segments (ten through fourteen) bear the five pairs of thoracic walking legs, or pereiopods. In the Nephropoidea, the first three legs (A, B, C, D) end in a chela or pincer, with the first chelae (A and B) being the largest (referred to as the claws). These legs are used in food acquisition and bear many taste organs.

The fourth (E) and fifth (F) legs lack pincers, ending in a pointed dactyl, and are mainly used for grooming and walking. In females, the opening of the oviducts (through which eggs are released) is located at the base of the third walking legs, while in males; the opening of the sperm duct is located on the base of the fifth walking legs.

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Six segments (somites fifteen through twenty) comprise the abdomen and, unlike those found in the cephalothorax, these segments are not fused, but are connected to each other in such a way as to allow flexibility. The first five segments (fifteen through nineteen) bear paired pleopods or "swimmerets". In the male, the first and second pair of pleopods is modified into copulatory styles (A and B) which are stiff and grooved for the transfer of a spermatophore (package of sperm).

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In the female, the first pair of pleopods are reduced, soft and flat (C and D). The remaining pleopods consist of a one-segmented peduncle bearing two flagella. These flagella bear hairs in both the male and the female, but bear longer hairs in mature females in whom they serve as the site of egg attachment (E). The sixth segment (somite 20) bears the tail fan which is divided into a central telson and pairs of uropods on both sides (F and G). These paired uropods are modified pleopods.

Life cycle of Lobster:
A female lobster mates primarily when she is in the soft-shell state, right after she has shed her shell (molted).

Eggs A freshly laid lobster egg is the size of the head of a pin (1/16"). A 1-pound female lobster usually carries approximately 8,000 eggs. A 9-pound female may carry more than 100,000 eggs. The female lobster carries the eggs inside for 9 to 12 months and then for another 9 to 12 months externally attached to the swimmerets under her tail by a glue-like substance. When the eggs hatch the mother releases them by fanning her swimmerets. Larval Stage Now in the first larval state, the newborn lobsters will float near the surface for 4 to 6 weeks. They are very susceptible to prey during this stage and will go through three molts or stages.

Post-Larval Stage After the fourth molt the few that survive will settle to the bottom; look for hiding places in rocks, grassy areas, etc. and continue to develop as post-larval lobsters. From every 50,000 eggs only about 2 lobsters are expected to survive to legal size 42 | P a g e

Fig: Life Cycle of Lobster

Juvenile Lobsters As the lobsters grow, the become more adventuresome and hide less. Their habits are similar to adult lobsters. It takes 5 to 7 years for a lobster to grow to the legal size to harvest. A lobster at minimum legal size will weight approximately 1 pound. (Based on Maine's legal minimum of 3 1/4" carapace size. Legal sizes can vary by state/country.) Juvenile lobsters can molt as many as 25 times before reaching adulthood.

.

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Juvenile Lobsters As the lobsters grow, the become more adventuresome and hide less. Their habits are similar to adult lobsters. It takes 5 to 7 years for a lobster to grow to the legal size to harvest. A lobster at minimum legal size will weight approximately 1 pound. (Based on Maine's legal minimum of 3 1/4" carapace size. Legal sizes can vary by state/country.) Juvenile lobsters can molt as many as 25 times before reaching adulthood. Adult Lobsters Lobsters reach adulthood after 5-8 years. As adults, males typically will shed or molt once a year, and females once every two years.

Molting

Lobsters grow by molting. This is the process in which they struggle out of their old shells while simultaneously absorbing water which expands their body size. After molting, lobsters will eat voraciously, often devouring the shells they just shed. This replenishes lost calcium and hastens the hardening of the new shell.

This molting, or shedding, occurs about 25 times in the first 5-7 years of life. Following this cycle, the lobster will weight approximately one pound. After this poin, the lobster may then only molt once per year (males) or once every two years (female). At this point, with each molt the lobster will increase about 15% in length and 40% in weight. No one has yet found a way to determine the exact age of a lobster. However, based on scientific knowledge of body size at age, the maximum age attained may approach 100 years. Lobsters can grow to be 3 feet or more in overall body length.

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Diet of Lobsters
While the lobster has been called a scavenger, it actually prefers fresh food, though a whiff of lobster bait might belie that fact. Its diet typically consists of crabs, clams, mussels, worms, and an occasional sea urchin or slow-witted flounder. A lobster may eat up to 100 different kinds of animals, and occasionally eats some plants as well. One large lobster in an aquarium was seen gnawing on the tail of a skate while the fish tried vainly to flutter away. A lobster has been observed catching a crab, dragging it back to its home, and burying it like a dog buries a bone. An opportunist, a lobster will also eat another lobster if given the chance. Captive lobsters become especially cannibalistic, which is why they must be banded in a lobster pound or separated in individual compartments in a lobster hatchery. However, cannibalism has not been observed in the wild. Because lobsters eat their molts, it is dangerous to make this inference based on gut content analysis!

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Production process and technology:

In lobsters culture we first collect the seeds form the local areas. A freshly laid lobster egg is the size of the head of a pin (1/16"). A 1pound female lobster usually carries

approximately 8,000 eggs. A 9-pound female may carry more than 100,000 eggs. The female lobster carries the eggs inside for 9 to 12 months and then for another 9 to 12 months externally attached to the swimmerets under her tail by a glue-like substance. Farming of lobsters are done under three sages;• • • Hatcheries Nurseries Grow out

Hatcheries

We use both Green water hatcheries and Galveston hatcheries. Green water hatcheries are medium-sized hatcheries using large tanks with low animal densities. To feed the shrimp larvae, an algal bloom is induced in the tanks. The survival rate is about 40%. Galveston hatcheries are large-scale, industrial hatcheries using a closed and tightly controlled environment. They breed the lobsters at high densities in large (15 to 30 ton) tanks. Survival rates vary between zero and 80%, but typically achieve 50%.

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In hatcheries, the developing lobsters are fed on a diet of algae and later also brine lobsters nauplii, sometimes (especially in industrial hatcheries) augmented by artificial diets. The diet of later stages also includes fresh or freeze-dried animal protein,

Nurseries

Our farms have nurseries where the post larval lobsters are grown into juveniles for another three weeks in separate ponds or tanks. In a typical nursery, there are 150 to 200 animals per square meter. They are fed on a high-protein diet for at most about three weeks before they are moved to the grow out ponds. At that time, they weigh between one and two grams. The water salinity is adjusted gradually to that of the grow out ponds. Nursing is not absolutely necessary, and it is favored by our farms because it makes for better food utilization, improves the size uniformity, helps utilize the infrastructure better, and can be done in a controlled environment to increase the harvest. Over the course of a few days, the water in these tanks is changed gradually to match that of the grow out ponds.

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Grow out
In grow out phase; the lobsters are grown to maturity. The post larvae are transferred to ponds where they are fed until they reach marketable size, which takes about another three to six months. Harvesting the lobsters is done by fishing them from the ponds using nets or by draining the ponds. Pond sizes and the level of technical infrastructure vary.

Our Pond sizes range from 2 to 30 ha; the stocking densities range from 10 to 30/m² (100,000– 300,000/ha). At such densities, artificial feeding using industrially prepared lobster’s feeds and fertilizing the pond to stimulate the growth of naturally occurring organisms become a necessity. Annual yields range from 500 to 5,000 kg/ha, Productivity varies depending upon water temperature, thus it is common to have large size lobsters in some seasons than in others.

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Process flow Chart of Lobsters
A simplified view of a lobster production process is illustrated below.

Figure : process flow chart of lobsters

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Utilities for Lobster
Electricity and heating oil, which are major energy inputs to lobster processing. This variation is illustrated in the chart below. utilities Electricity Diesel Gasoline Propane Heating oil % use of utilities 115% 128% 101% 187% 111%

(Highest as % of Lowest)

In the majority of the plants, the dominant energy source was heating fuel The second most important energy source was electricity used in cooling and refrigeration operations. Propane and gasoline were generally used in forklifts and pallet movers. In general, there were no prohibitive factors affecting availability of energy source supplies.

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Figure: Unit Energy Costs

Packaging/Boxing
The packaging stage included all activities related to packaging the product prior to and including the mastering step. .

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Cold Storage
This stage was the third largest user of energy. Variation in energy use between the most efficient and the largest consumer of energy for this stage was quite significant – more than 400 percent.

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Layout:
We know. 1 acre = 20 katda 1 katda= 720 square feet (Sqf) Total area: 144000 sqf

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Supply and sources of raw material

Raw material for the project is includes the lobster’s seeds and feeding. The crab seeds are collected locally. The availability status and possibility of lobster fishery in the offshore waters of Bangladesh are yet to be worked out. However, lobsters are caught in trawl catches by shrimp trawlers from the offshore fishing grounds, mostly in the area between west of Elephant point and west of ST MARTIN'S ISLAND. They usually occur at a depth ranging between 30 and 50 m at a salinity range of 33-36 ppt. We collect them from fish farmers, Fishermen ST MARTIN'S ISLAND. The feeding of the lobsters also found in nature, but sometimes we have feeds like –fish, snake, muscles clams, mussels, worms, and an occasional sea urchin or slow-witted flounder etc. The packaging of the lobster for exporting are collected by giving order to local plastic firms, and other firms related to this type of job.

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Product
Our only product is lobster. We cultivate lobster and also export it. We will make our self in a position to deliver all types of lobster. But specialty we focus on Clawed Lobsters and Spiny lobsters.

Clawed Lobsters – it is most common live in restaurants and supermarkets. Clawed lobsters contain more meat then spiny lobsters thus they are most commonly sold live. Clawed lobsters are typically cold water lobsters. Lobsters usually live in deep water in the fall and return to shallower depths in the spring.

Spiny Lobster - Spiny lobsters have no claws, have a harder shell

and have very large antenna.. Because spiny lobsters have no claws, most of the meat is contained in the lobster tails. Because of this, spiny lobsters are most often sold in abroad or usually harvested just for the lobster tail. Spiny lobsters are typically warm water lobsters.

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Equipment for Lobster cultivation

In addition to the boat and the traps, there are various smaller pieces of equipment we use for Lobster cultivation; they are:-

•

Bait Bag: Originally made of cotton twine, and now typically made of nylon mesh, the bait bag is stuffed with the lobsterman's bait of choice (typically herring) and hung inside the trap to entice lobsters to enter. (Some bait bags used today are truly not even "bags" but rather perforated molded plastic containers.)

•

Banding Tool: The implement used to put the rubber bands

on the lobster's claws.

•

Buoy: A floating device, the buoy is used to mark the location where we have dropped his trap or trawl. Each lobsterman registers and uses the same color scheme on all of his or her buoys to differentiate them from the other lobstermen's.

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•

Gaff Hook: Tool used to snare a buoy and pull the attached warp or line up to the pot hauler.

•

Gauge: A measuring devise used by us to determine if a lobster meets the minimum and maximum regulations for a legal catch in those areas required. One side of the gauge measures the minimum and the other the maximum.

•

Pot Hauler: A hydraulic winch attached to the side of a lobster boat that is used to pull the traps out of the water.

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•

Trap Warp: The rope or line used to connect traps to buoys and traps to traps in the case of a trawl.

•

V-Notch Tool: The implement used to make a v-shaped cutout in the tailfin (just right of center) of the lobster. The v-notch identifies female lobsters that are capable of bearing eggs. Many areas require all egg-bearing females caught in traps be v-notched and released, and any lobster bearing a vnotch is not legal to keep. Releasing v-notched lobsters is a method used to conserve the brood stock.

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Location:
Plot no. 2/a, Road no; 2: Gazipur, District: Dhaka.

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Information and communication technology

For our project, we use telephone, mobile phone and internet for communication. We maintained a webpage www.lobxprt.com.bd for selling and ordering purpose. For research and development purpose we also use the internet to know new technology related lobsters culture and fattening. So our information and communication technologies are:-

•

Telephones

•

Mobile

•

Internet

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Research and Development Plan

After production process we need to research and develop our product. For that we need the help of Ministry of Fishery. Its main task is to approve the product. We have to submit our product sample to the Ministry of Fishery and send the sample of this product to the Plant Protection Wing (PPW). After that they check our different documents of conduct some chemical test for make sure whether it is harmful or not. After that PPW call a meeting with Pesticide Technical Advisory Committee (PTAC) for approving the final approving of report of chemical test and we also conduct some field trail for make sure acceptance and harmlessness of our product. Than we go for different research organizations such as Research organization (BJRI, BTRI, BSRI etc) and again call a meeting with Pesticide Technical Advisory Committee (PTAC) for approving our field report and final we get Approved-Registration and providing serial no. from Pesticide Technical Advisory Committee (PTAC).

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To approve the product they follow some steps which are as follows: Main product

Dossiers + Sample of product

Submit to PPW

Chemical test and require documents check

I) Pesticide Technical Advisory Committee (PTAC) - sub meeting

Chemical test result approved

Field trial

Research organization (BJRI, BTRI, BSRI etc)

ii) PTAC-sub meeting, Field Trial report will be approved here

PTAC

Approved-Registration and providing serial no.

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Current Scenario of Market The market situation for lobster in early 1980 has to be viewed against the following background The value of lobster export in 1978/79 increased 11% on the previous year to $70 million As in the previous year rise was due largely to an increase of sales of sales of whole rock lobster which were valued at $13.6 million in 1978/79 compared with $2.3 million in 1976/77

The most important influence on

lobster prices in recent year has been greatly increased

demand ,primarily as a result of the greater affluence of the US population ,Lobster is a luxury food eaten mainly in expensive restaurants and an increasing proportion of Americans are able to afford to eat out in such places ,associated with labor force which has not only raised total family income but also developed a predisposition towards eating out ,smaller family size has also operated to increase the proportion of income available for luxury spending, such as dining out .there has also been a strong growth in the number of business lunches.

Situation Analysis • Market Summary

About 60 countries producing frozen Spiny and Rock Lobster. Additionally we compete with some 40 plus other countries producing Live Spiny and Rock Lobster. Add on to this the 35 countries producing Live Clawed Lobster and the other 30 plus countries producing Frozen Clawed Lobster. About 45% of world lobster exports in 2004 were frozen. In second place were shipments of fresh or chilled lobster (29%) followed by global deliveries of live lobster (20%) and canned products (6%). For over 10 years, world lobster production has been flat at around 240,000 metric tons annually. Listed below are the leading lobster producing nations in 2004.

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Country Canada … United States … United Kingdom … Australia … Bahamas … Brazil … Ireland … Indonesia …

Production 46,600 metric tons (19.5% of global lobster production) 42,900 mt (17.9%) 33,800 mt (14.2%) 19,900 mt (8.3%) 9,300 mt (3.9%) 7,900 mt (3.3%) 7,500 mt (3.1%) 7,100 mt (3.0%)

Production
50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0

Production

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World largest importer countries in 2009 are shown through a chart in the below: Imports for April 2009

Month Country 2009 April April April AUSTRALIA AUSTRALIA AUSTRALIA Subtotal: AUSTRALIA April April BAHAMAS BAHAMAS Subtotal: BAHAMAS April BRAZIL Subtotal: BRAZIL April April April April CANADA CANADA CANADA CANADA

Product Name

Kilos

Dollars

LOBSTER (HOMARUS SPP.) LIVE LOBSTER ROCK CARIBBEAN SPINY FROZEN LOBSTER ROCK NSPF FROZEN

3,956 11,737 54,284 69,977

37,233 367,237 2,083,581 2,488,051 1,539,950 443,280 1,983,230 149,400 149,400 3,516,202

LOBSTER ROCK CARIBBEAN SPINY FROZEN LOBSTER ROCK NSPF FROZEN

77,095 14,696 91,791

LOBSTER (HOMARUS SPP.) FROZEN

5,461 5,461

LOBSTER (HOMARUS SPP.) FROZEN LOBSTER (HOMARUS SPP.) LIVE LOBSTER NSPF MEAT COOKED CHILLED LOBSTER NSPF MEAT COOKED FROZEN LOBSTER NSPF MEAT COOKED OTHER

152,041

1,743,727 21,314,091 1,383 13,263 65,046 168,022

April

CANADA

PREPARATIONS LOBSTER ROCK CARIBBEAN SPINY FROZEN

12,134

20,063

April

CANADA Subtotal: CANADA

3,084

39,567

1,925,632 25122991 LOBSTER (HOMARUS SPP.) FROZEN LOBSTER ROCK CARIBBEAN SPINY FROZEN 40,824 17,690 744,650 265,900

April April

CHINA CHINA

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Subtotal: CHINA April COLOMBIA Subtotal: COLOMBIA April April HONDURAS HONDURAS Subtotal: HONDURAS April JAPAN Subtotal: JAPAN April MEXICO Subtotal: MEXICO April NETHERLANDS LOBSTER ROCK NSPF FROZEN LOBSTER ROCK NSPF FROZEN LOBSTER ROCK NSPF FROZEN LOBSTER (HOMARUS SPP.) FROZEN LOBSTER ROCK CARIBBEAN SPINY FROZEN LOBSTER ROCK CARIBBEAN SPINY FROZEN

58,514 7,799 7,799 2,868 18,144 21,012 325 325 557 557 4,327 4,327 3,000 544 3,544 64,967 5,588 70,555 LOBSTER NSPF MEAT COOKED FROZEN 2,727 2,727 LOBSTER (HOMARUS SPP.) FROZEN LOBSTER (HOMARUS SPP.) LIVE LOBSTER ROCK NSPF FROZEN 6,011 100 16,355

1,010,550 222,890 222,890 125,330 177,200 302,530 5,564 5,564 6,138 6,138 32,014 32,014 88,973 17,546 106,519 902,514 135,652 1,038,166 14,828 14,828 191,556 2,425 601,960

Subtotal: NETHERLANDS April April NEW ZEALAND NEW ZEALAND LOBSTER (HOMARUS SPP.) FROZEN LOBSTER ROCK NSPF FROZEN

Subtotal: NEW ZEALAND April April NICARAGUA NICARAGUA Subtotal: NICARAGUA April SINGAPORE Subtotal: SINGAPORE April April April SOUTH AFRICA SOUTH AFRICA SOUTH AFRICA LOBSTER ROCK CARIBBEAN SPINY FROZEN LOBSTER ROCK NSPF FROZEN

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Subtotal: SOUTH AFRICA April SPAIN Subtotal: SPAIN April ST.HELENA Subtotal: ST.HELENA April April THAILAND THAILAND Subtotal: THAILAND April April TURKS & CAICOS IS. TURKS & CAICOS IS. LOBSTER (HOMARUS SPP.) FROZEN LOBSTER ROCK CARIBBEAN SPINY FROZEN LOBSTER (HOMARUS SPP.) FROZEN LOBSTER ROCK NSPF FROZEN LOBSTER ROCK NSPF FROZEN LOBSTER ROCK NSPF FROZEN

22,466 221 221 65,387 65,387 13,470 15,622 29,092 1,161 562 1,723

795,941 6,219 6,219 1,559,668 1,559,668 253,067 134,288 387,355 30,720 12,400 43,120

Subtotal: TURKS & CAICOS IS. UNITED EMIRATES ARAB

April

LOBSTER ROCK NSPF FROZEN

30,422

441,394

Subtotal: UNITED ARAB EMIRATES April UNITED KINGDOM LOBSTER (HOMARUS SPP.) FROZEN

30,422 1,560 1,560

441,394 49,833 49,833

Subtotal: UNITED KINGDOM Subtotal: April Grand Total: April - April, 2009

2,413,092 35,766,401 2,413,092 35,766,401

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3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0 -500,000

•

SWOT ANALYSIS

SWOT Analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. The SWOT analysis refers the strength, weakness; opportunities and threats .The SWOT analysis of LOBXPO are as follows

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STRENTH

Our firm’s strengths are its resources and capabilities that can be used as a basis for developing a competitive advantage. They are:We supply the best qualified product. We export our product when the buyer needed. We have our own land for firming. We are mainly looking for getting rapid market acceptance and we are quite confidence about it. We are able to supply quality and quantity ale and female lobster with full of eggs. We are very much concern about our responsibilities to carry our business.

WEAKNESS The absence of certain strengths we may view as a weakness for our firms. They are;-

We are facing a strong competition because some company already being exist high cost structure

Strengths

Weaknesses

opportunities

S-O strategies

W-O strategies

Threats

S-T strategies

W-T strategies

Fig: SWOT ANALIYSIS 71 | P a g e

OPPORTUNITIES Through external environmental analysis we reveal certain new opportunities for profit and growth for our firms. They are:-

We create employment opportunities for our country. Opportunities to establish strong market position. We have the opportunities to increase foreign currency. We have strong opportunities to lead the local or international

THREATS Changes in the external environmental also may present threats for our firm. They are:shifts in consumer tastes away from the firm's products emergence of substitute products increased trade barriers

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•

COMPETITIVE SITUATION

The main competitors of LOBSTR are the exporter of Canada, Australia, Bahamas, Brazil, Cuba, and the other countries. Exporters All Exporters calling post free trade leads globally.

country Canada United States Bahamas Brazil Cuba

Export (in million) US$703.2 million $332.8 million (15.1%) $97.3 million (4.4%) $84.8 million (3.9%) $65.3 million (3.0%)

US dollor( Million)
Bahamas 7% Cuba Brazil 5% 7%

United States 26%

Canada 55%

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Marketing Strategy
Here is the marketing strategy of Lobxprts to deceive its opponents: Target Market: Local market, Superstore, Hotels, Restaurants, International market, International hotels and restaurants. Positioning: The fastest delivery of quality product anywhere in any time. Product line: Customers has the option to download information from internet, or order for lobster directly. Both contain same price and same quality. Price: More or less same sometimes less than other competitive manufacturer and supplier in Bangladesh. Distribution channels: Mostly we use internal market distribution channels. Service: Quick and widely available service. Sales promotion: Develop a new advertising campaign that supports the positioning strategy; emphasize higher price units in the ads; which increase advertising budget by 8 percent.

Action Program:

The action program helps the firm to reach its marketing objectives, efficiently and Smoothly. Here is how Lobxprt carry out its marketing strategy: Lobxprt will advertise their name through creating banner in various popular websites. It also has it personal website. Concurrently it will advertise in local newspapers and magazine. The advertisement will be given in a periodic contract of six month. Our marketing manager Md, Asim shadab, will handle the project .Lobxprt will conduct a customer relation program through personal website and email and also over phone. It also handles by. Md, Asim shadab.

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STP Analysis

Market Segmentation: A market segment consists of a group of customers who share a similar set of needs and wants.

Lobster finds many difficulties to segment its market in the sense of mass marketing. Many conditions arise to engage in mass productions, and mass promotion of only one product (lobster) for all buyers. So, Lobster work through micromarketing in different levels such as segments, niches, local areas, and individuals. Lobster is not a common fisheries item of food that everyone takes. So, we set our marketing Channels through different segments. We segment our customers market by looking at several descriptive characteristics; Geographical, sequential segmentation on which we are working.

Geographical Segmentation: We divide the market into different geographical units. Within Japan, Singapore, China, Italy, South Korea. Thailand, Taiwan, Hong Kong, &many other country’s people like to take lobster as food. So, we took a target to export lobster there. Among those countries, the amount or quality of lobster is different because of their. i) ii) iii) amount of need, expected quantity of product & Expected price of product.

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There is a chart given below Quantity Country Amount need Expected quality Expected price of of product Singapore Hong Kong Taiwan, China Japan, Italy South Korea Thailand Ct High Medium Low High Low High Medium Medium Good Better Best Good Best Good Better Better product $ 7.0 $ 7.5 $ 8.0 $ 8.2 $ 8.5 $ 8.0 $ 6.7 $ 6.7

Sequential Segmentation: Lobster identifies segments through a sequential process. We distinguished among customers buying on price, service or quality. Because of wanting to achieve a high-service profile, we decided to concentrate on the service-motivated segment of the market. In different countries, business buyers seek different benefit bundles based on their stage in the purchase decision process.

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•

First-time prospects: Customers who have no yet purchased but want to buy from a vendor who understands their business, who explains things well and whom they can trust. For them, we prefer to deal with the company’s marketers

• •

By our expert sales-person instead of providing catalog or direct mail. Sophisticates: Established customers want speed-up in maintenance, product customization and high communication support. In this case, we want to conduct more of their buying over electronic channels. We also segment customers in relationship with price and value orientation.

i)

Price-Orientated Customers: They want value through lowest price.

ii)

Solution-Oriented Customers: They want value through more benefits and advice and this way; we segment our customers in market.

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Market positioning:

We just start our business as a new organization. So first we have to concentrate on to stay in a market and create a strong position in the market. To achieve our objective we have some strategy. These are:

•

We make the price in a reasonable scale. Such as if others give the lobster $8.00 per gram then we can sell it for $7.50 to create a market demand.

•

We delivery our product without using any intermediaries .we only use intermediaries, When we have problem if there is no free cargo space in case of exporting the product. They give us space in the cargo for delivery the lobster over abroad.

• •

We focused only on our target customer. We analyzed our competitor movement and take necessary steps for survival.

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Marketing mix Analysis:

Product identification:

Our only product is lobster. We cultivate lobster and also it. We will make our self in a position to deliver all types of lobster. But specialty we focus on Clawed Lobsters and Spiny lobsters.

export

Clawed Lobsters – it is most common live in restaurants and supermarkets. Clawed lobsters contain more meat then spiny lobsters thus they are most commonly sold live. Clawed lobsters are typically cold water lobsters. Lobsters usually live in deep water in the fall and return to shallower depths in the spring. Spiny Lobster - Spiny lobsters have no claws, have a harder shell and have very large antenna. Because spiny lobsters have no claws, most of the meat is contained in the lobster tails. Because of this, spiny lobsters are most often sold in abroad or usually harvested just for the lobster tail. Spiny lobsters are type.

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Distribution Channel: A marketing channel is the combination of some interrelated components for providing the product or service to the target customer timely and is employed by a firm. The main function of marketing channel is the performance of the work of moving goods from Producers to customers. As our target customers are the foreign customers and as well as local, we mainly meet the demand of the customers by marinating direct channel. We will ensure the quality of product through

maintaining channels properly. We will maintain the quality through maintaining channel members. We will collect lobster from our own field where from we cultivate it and we collect the seeds of lobster from Fishermen of ST MARTIN'S
ISLAND.

We bring the lobsters to the processing house for the final packaging for export and at

last we send those packed Lobsters to the airport. This is the way we use to export lobster to our foreign customers. The producers and the final customers are part of every channel and the number of Intermediary designate to the length of a channel. We use Zero – Level marketing channel that means we directly send products to the customers without the help of any intermediaries. We are totally liable to the quality and accurate quantity of product. So our marketing distribution channel is likely the forward-flow channel. In case of emergency we use outside distribution channel for the timely disposable of product to the customers.

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Pricing Policies:

Pricing policy depends / varies organization to organization. Before making the final price Top Management should consider about consumer psychology. We set the export price of lobster before starting the project so that we can achieve the basic pricing objectives and of it, our target is to achieve product quality leadership. Lobster’s export price depends on its demand in international market. Again, pricing also can be done through demand analysis. So we should keep in mind about the price sensitivity of demand and price elasticity of demand at the time of pricing. Again, export price fully depends on costs that occur at the time of production, maintenance, packaging, and other export procedures. At the time of estimating the cost, we must consider about the competitor’s cost, price, and offers. Otherwise we may loss our target market. By considering all this things, we selected a price which is known as final price of our product. We will export those products by this price to the foreign market. So we need to behave sensitively along with competitor’s price and the impact of pricing on other parties.

So the pricing policies for all countries or customers are not same. But we’ll try to maintain the pricing of the product mostly according to weight and height and packaging. It’s may be like follows:

So the pricing will be adjusting this weight and height and packaging. It will be also depends on the packing system and delivery system of product.

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Corporate Social Responsibilities of Lobxprt

Corporate social responsibility (CSR), is a form of corporate self-regulation in tegrated into a business model. Ideally, CSR policy would function as a built-in, se lf-regulating

mechanism whereby business would monitor and ensure their adherence to law, ethical standards, and international norms. Business would embrace responsibility for the impact of their activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere. Furthermore, business would proactively promote the public interest by encouraging community growth and development, and voluntarily eliminating practices that harm the public sphere, regardless of legality.

We also try to performs and maintain our corporate responsibility. Some of our corporate responsibilities are:-

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• • •

corporation's duty to produce goods and services To provide jobs with good wages while still earning a profit for its stakeholders. Follow the law that legislatures and other divisions of the government use to protect employees', stakeholders, customers, suppliers and other regulatory laws that could include protecting the community.

• • •

Our CSR programmed is aid to recruitment and retention, particularly within the competitive graduate student market, Building a genuine culture among the staff of 'doing the right thing' within a corporation can offset these risks. In crowded marketplaces, our companies are trying for a unique selling proposition that can separate as from the competition in the minds of consumers. Through playing a role in building customer loyalty based on distinctive ethical values

• • •

Paying voluntarily tax to the government

We don’t use any child labor

We consider Issues regarding the moral rights and duties between a company and its shareholders: fiduciary responsibility, stakeholder concept v. shareholder concept

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Introduction
In continuing the financial aspects for the project of LobXprt, we are considering the Overall project costs and it’s financing along with the various financial statements analysis of the project.

Cost of the project
Land and Site development:
Land size and location 200 kata at Gazipur Price per katda 350000 Total cost 70000000

Connecting road development:
Connecting road development (50 × 4 × 3) or 600 cubic feet Cost per unit (cubic feet) Taka 8 Total cost Taka 4,800

Building:
Elements Office building House Building Processing House Cooling House Total: Total cost 60000000 10000000 10000000 70000000 150000000

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Head of expenditure:
(Tk in 000) Head of expenditure
Land ( 10 achr ) with development Buildings Other civil work Foreign machinery & equipment Local machinery Insurance Delivery van Installation Office furniture & equipment etc Interest during construction period ( IPCP ) Primary & start up expense ( such as legal commission etc)

Local
70000 150000 1700

Foreign

Total
70000 150000 1700

100 80 300 4800 2000 1000 800

100 80 4800 2000 1000 800

Total fixed cost of the unit Initial net working capital

230410 300000

100

230510 300000

Total cost of the unit

260410

100

260510

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Means of finance
In our project we use two types of sources of finance. • Self finance and • Long term loans from bank.

Self financing:
The partners’ contributions are as follows:
(Tk in 000) Amount 34387 31261 23445 23445 23445 20320 156306

Entrepreneur’s contributions Ismat Jahan Senjuti SK. Rajibul Hasan Md. Asim Shadab Asaduzzaman Md.Hasan Imam Mahamuda Akter Total equity

% of share 22 % 20 % 15 % 15% 15% 13% 100 %

Loan investment:
(Tk in 000) Particular Principle payment Local 104204 Total 104204

Investment ratio:

Entrepreneur contribution Term loan

60% 40%

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Debt equity:
Name of the bank % of total loan amount 30% 30% 40% Interest (Tk in 000) Amount

Prime Bank Ltd Exim Bank Ltd Sonali bank Ltd

18% 18% 16%

312612 312612 41681.60

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Prime Bank Ltd:
From this bank we took loan at the rate of 18% interest rate and for 5 years. Loan amount Interest rate Number of years 312612 18% 5

Amortization schedule for Prime Bank Ltd

Annual installment payment @ 18% for 5 years Year Installment Loan amount at the beginning 31261.20 26904.37 21763.31 15696.86 8186.78 Interest principle Loan amount at the year end 26904.37 21763.31 15696.86 8186.78 -

1 2 3 4 5

9983.85 9983.85 9983.85 9983.85 9983.85

5627.01 4842.79 3917.40 2825.43 1797.07

4356.83 5141.06 6066.45 7510.14 8186.78

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Exim Bank Ltd
From this bank we took loan at the rate of 18% interest rate and for 5 years. (Tk in 000) Loan amount Interest rate Number of years 312612 18% 5

Amortization schedule for Exim bank Ltd

Annual installment payment @ 18% for 5 years Year Installment Loan amount at the beginning 31261.20 26904.37 21763.31 15696.86 8186.78 Interest principle

(Tk in 000) Loan amount at the year end

1 2 3 4 5

9983.85 9983.85 9983.85 9983.85 9983.85

5627.01 4842.79 3917.40 2825.43 1797.07

4356.83 5141.06 6066.45 7510.14 8186.78

26904.37 21763.31 15696.86 8186.78 -

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Sonali bank Ltd:
From this bank we took loan at the rate of 16% interest rate and for 5 years.

(Tk in 000) Loan amount Interest rate Number of years 41681.6 16% 5

Amortization schedule for Sonali bank Ltd

Annual installment payment @ 16% for 5 years Year Installment Loan amount at the beginning 41,681.60 35,620.70 28,590.05 20,434.50 10,688.96 Interest principle Loan amount at the year end

1 2 3 4 5

12,724.96 12,724.96 12,724.96 12,724.96 12,724.96

6,669.06 5,699.31 4,574.41 3,729.12 2,035.99

6,060.90 7,030.65 8,155.55 16,734.09 10,688.96

35,620.70 28,590.05 20,434.50 10,688.96 -

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Cost of production:
Material cost:
In culturing the Lobsters first we need the seed lobster, their feeding and binding cost. Material cost of Lobster cultivation are given in the below:In Tk’000’
Material cost Unit cost 2010 (15,250 kg) Crab seed for 9 month Feeding 4 times a day Packaging Cost Taka 94 per kg Taka 2.50 per Kg Total material cost: Taka 1200 per kg 2011 (17,063 kg ) 2012 (20,579 kg) 2013 (23,973 kg) 2014 (27,466 kg)

18300

204756

246945

287677

329592

1434.5

1603.9

1934.4

2253.4

2581.8

38.13

42.65

51.45

59.93

68.67

19773.63

206402.55

248930.85

289990.33

332242.47

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Selling and Administration Expenses:
Under this there are two subs Associated to both of them are as follow particular Export Tax (VAT) Webpage charges Unit Cost Taka 3 per kg Taka 2000 per month Taka 1,00,000 Per year 2010 1,80,156 2011 2,10,000 2012 2,37,000 2013 2,76,000 2014 2,88,000

24000

24000

24000

24000

24000

Selling expanses

Insurance (on shipping goods) General Manager’s Salary

1,00,000

1,00,000

1,00,000

1,00,000

1,00,000

30000tk per month 25000tk per month 25000tk per month 25000tk per month 25000tk per month 22,000tk per month

3,60,000

3,60,000

3,60,000

3,60,000

3,60,000

HR Manager’s Salary

3,00,000

3,00,000

3,00,000

3,00,000

3,00,000

Administrative expanses

Account manager’s salary

3,00,000

3,00,000

3,00,000

3,00,000

3,00,000

Technical manager’s salary

3,00,000

3,00,000

3,00,000

3,00,000

3,00,000

Marketing manager’s salary

3,00,000

3,00,000

3,00,000

3,00,000

3,00,000

Admin consultant’s salary

2,64,000

2,64,000

2,64,000

2,64,000

2,64,000

Total selling and admin expanses:

2,128,156

2,158,000

2,185,000

2,224,000

2,236,000

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Labor cost:
As we maintain a chain among the project, we need labor cost in sectors – at the pond site, at cooling site and at processing site and others.. The costs are as follows:
-

Particulars

Unit cost (Taka) Farmer 4000 2500 2500

2010 to 2011

2012 to 2014

08 08
10

3,84,000 240,000 300,000

08 08 10

3,84,000 240,000 300,000

Ponds site

Labor

Processing Labor site Cooling site Labor

2500

08

240,000

08

240,000

04

120,000

04

120,000

Guard Others Driver Peon
Total

2500 4000 2000
03 03 144,000 72,000 1,500,000 03 03 144,000 72,000 1,500,000

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Utility cost:
We use electricity, gas, water, telephone and internet, gasoline for the production process. As well as export process. The costs are:

Utility cost

Unit cost (Monthly)

2010

2011

2012

2013

2014

Electricity Gas

5200
1,600

60,000
14,400

60,000
14,400

60,000
14,400

60,000
14,400

60,000
14,400

Water

700

6,300

6,300

6,300

6,300

6,300

Telephone

300

3,000

3,000

3,000

3,000

3,000

Internet

1,200

15,000

15,000

15,000

15,000

15,000

Fuel (CNG)

30,000

300,000

300,000

300,000

300,000

300,000

Total:

398,700

398,700

398,700

398,700

398,700

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Estimates of Lobster production and sales:
Particulars Installed capacity No of working Month Estimated production per Month (kg) Estimated annual production (kg) Estimated Output as % of plant capacity Estimated sales (98%) (kg) Estimated sales in value

2010 2,60,000 Kg 9 1694.44

2011 2,60,000 Kg 9 1895.89

2012 2,60,000 Kg 9 2286.56

2013 2,60,000 Kg 9 2663.67

2014 2,60,000 Kg 9 3051.78

48750

60940

76176

95217

119019

18.75%

23.44%

29.30%

36.62%

45.78%

47775

59721.2

74652.48

933312.66

116638.62

71662500

89581800

111978720

1399968990

174957930

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Working Capital requirement and its financing
Our working capital requirement for raw material (lobster seed, feeding etc), wages and salaries, fuel, power, water, gas, taxes, insurances, packaging and sales expanses, debtors etc. The requirement for working capital for first few years as given below:

Particulars Raw material cost Wages and Salary Selling expanses Administrative expanses Fuel, power, water, gas and other utility Insurances Packaging Outstanding debtor Total:

2010 19773.63 1,500,000 304156 1824000 398,700

2011 206402.55 1,500,000 334000 1824000 398,700

2012 248930.85 1,500,000 361000 1824000 398,700

2013 289990.33 1,500,000 400000 1824000 398,700

2014 332242.47 1,500,000 412000 1824000 398,700

30000000 38130 104204000 136938759.6

30000000 42650 104204000 138549752.6

30000000 51450 104204000 138588080.9

30000000 59930 104204000 138676620.3

30000000 68670 104204000 138440612.5

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Profitability Projection:
2010 2011 2012 2013 2014

Installed Capacity Production Capacity Utilization A. Sales realization B. Cost of Production: a) Raw material b) Packaging cost c) Fuel, power and other utility d) Wages and salaries C. Admin and selling costs: i. Fixed selling exp. (web page ii. Export tax (VAT) i. Administrative expanses ii. Insurance (on shipping goods) Total costs: D. Gross profit before interest (AB) E. Total Financial expanses Interest on term loan F. Depreciation*** G. Operating Profit (D-C-E)) H. Preliminary expanses written off * I. Profit/loss before Tax (G-F) J. Provision for Tax** K. Profit after Tax (I-J) L. Depreciation M. Preliminary expanses written off N.Net cash accruals

260,000 48750 18.45% 71662500

260,000 60940 23.44% 89581800

260,000 76176 29.33% 111978720

260,000 95217 36.62% 1399968990

260,000 119019 45.78% 174957930

19773.63 38130 398,700 1,500,000

206402.55 42650 398,700 1,500,000

248930.85 51450 398,700 1,500,000

289990.33 59930 398,700 1,500,000

332242.47 68670 398,700 1,500,000

24000 1,80,156 1824000 100,000 4084759.63 69705896.37

24000 2,10,000 1824000 100,000 4305752.55 87434047.45

24000 2,37,000 1824000 100,000 4384080.85 109779639.2

24000 2,76,000 1824000 100,000 4472620.77 1397720370

24000 2,88,000 1824000 100,000 4535612.47 172678317.5

17923.08 2,78,824 65603213.36 2000

15384.89 2,72,447 870112910 2000

13066.22 2,66,589 105382492.1 2000

10283.67 2,61,205 1393237466 2000

5869.05 2,56,260 168136836 2000

65324389.36 45727072.57 19597316.79 2,78,824 2000

809840463 566888324.1 242952138.9 2,72,447 2000

105115903.1 73581132.17 31534770.93 2,66,589 2000

1392976261 975183782.7 417792478.3 2,61,205 2000

167880576 117516403.2 50364172.8 2,56,260 2000

19599317

242954139

31536771

417794478

50366173

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Notes:

*Preliminary expanses will write off in 15 (ten) equal annual installment.

**Tax Calculation:
On 1st 1,60,000 Year Earnings before tax 2010 2011 2012 2013 2014 65324389.36 809840463 105115903.1 1392976261 167880576 0 0 0 0 0 6532438.96 80984046.3 10511590.31 139297626.1 16788057.6 9798658.404 121476069.5 15767385.47 208946439.2 25182086.4 13064877.87 161968092.6 21023180.62 278595252.2 33576115.2 16331097.34 202460115.75 26278975.77 348244465.25 41970144 45727072.57 566888324.1 73581132.17 975183782.7 117516403.2 0% Next 2,75,000 10% Next 3,25,000 15% Next 3,75,000 20% Above 3,75,000 25% Total

*** Deprecation at 20% rate annually, we used written down value method.

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Cash-flows of the project:
2009 Fixed assets Net working capital Revenues Costs Depreciation Profit before tax Tax Profit after tax Initial outlay Operating cash inflow Net cash flow 300000000) (300000000) 19876140.79 243224585.9 31801359.93 418053683.3 50620432.8 69705896.37 4084759.63 278824 65324389.36 87434047.45 4305752.55 272447 809840463 109779639.2 4384080.85 266589 105115903.1 1397720370 4472620.77 261205 1392976261 172678317.5 4535612.47 256260 167880576 (227680000) (1100000) 2010 2011 2012 2013 2014

45727072.57 19597316.79

566888324.1 242952138.9

73581132.17 31534770.93

975183782.7 417792478.3

117516403.2 50364172.8

19876140.79

243224585.9

31801359.93

418053683.3

50620432.8

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Projected Income Statement: particular A. Sales realization B. Cost of Production: a) Raw material b) Packaging cost c) Fuel, power and other utility d) Wages and salaries C. Admin and selling costs: i. Fixed selling exp. (web page ii. Export tax (VAT) i. Administrative expanses ii. Insurance (on shipping goods) Total costs: D. Gross profit before interest (A-B) E. Total Financial expanses Interest on term loan F. Depreciation*** G. Operating Profit (D-C-E)) H. Preliminary expanses written off * I. Profit/loss before Tax (G-F) J. Provision for Tax** K. Profit after Tax (I-J) L. Depreciation M. Preliminary expanses written off N. Net projected profit 2010 71662500 2011 89581800 2012 111978720 2013 1399968990 2014 174957930

19773.63 38130 398,700 1,500,000

206402.55 42650 398,700 1,500,000

248930.85 51450 398,700 1,500,000

289990.33 59930 398,700 1,500,000

332242.47 68670 398,700 1,500,000

24000 1,80,156 1824000 100,000 4084759.63 69705896.37

24000 2,10,000 1824000 100,000 4305752.55 87434047.45

24000 2,37,000 1824000 100,000 4384080.85 109779639.2

24000 2,76,000 1824000 100,000 4472620.77 1397720370

24000 2,88,000 1824000 100,000 4535612.47 172678317.5

17923.08 2,78,824 65603213.36 2000

15384.89 2,72,447 870112910 2000

13066.22 2,66,589 105382492.1 2000

10283.67 2,61,205 1393237466 2000

5869.05 2,56,260 168136836 2000

65324389.36 45727072.57 19597316.79 2,78,824 2000

809840463 566888324.1 242952138.9 2,72,447 2000

105115903.1 73581132.17 31534770.93 2,66,589 2000

1392976261 975183782.7 417792478.3 2,61,205 2000

167880576 117516403.2 50364172.8 2,56,260 2000

19599317

242954139

31536771

417794478

50366173

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Projected Balance Sheet:

Particular

Years of projection

Construction period Liabilities and owner's equity Long term liabilities: Term loan Current liabilities Provision for Tax Owners equity Total Assets: Cash Fixed assets Land development Buildings

2010

2011

2012

2013

2014

104204000 2711342292

86145446.8 2034318229

71216440.87 2516955627

58874631.67 359466335.6

48671658 300562293.7

45727072.57

566888324.1

73581132.17

975183782.7

117516403.2

156306000 2976425000

156306000 2843658000

156306000 2818059200

156306000 1549830750

156306000 3088473380

71662500

89581800

111978720

1399968990

174957930

70000000 150000000

70000000 120000000

70000000 96000000

70000000 76800000

70000000 61440000

machinery Delivery van

180000 4800000

144000 3840000

115200 3072000

92160 2457600

73728 1966080

Office furniture & equipment Total

1000000

800000

640000

512000

409600

2976425000

2843658000

2818059200

1549830750

3088473380

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Ratio analysis

Acid test:Acid test ratio is similar to the current ratio accept that it excludes inventory, which is generally the lest liquid current assets. Quick ratio = Year 2010 2011 2012 2013 2014 Ratio current asst- inventor current liabilities

Quick ratio
.0191 .0574 .0544 3.814 .5233
1 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0

2010

2011

2012

2013

2014

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Current Ratio
A measure of liquidity calculated by dividing the firm’s current assets by its current assets by its current liabilities. Current Ratio = Current assets Current liabilities

Year 2010 2011 2012 2013 2014

Ratio .0264 .0440 .0445 3.8946 .5821

Current Ratio
1 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0

2010

2011

2012

2013

2014

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Time interest earned:Times interest earned ratio measures the firm’s ability to make contractual interest payments, sometimes called the interest coverage ratio. The higher its value, the better able the firm is to fulfill its interest obligations.

Times Interest Earned Ratio = Earnings before interest and taxes

Interest Year 2010 2011 2012 2013 2014 Ratio 3644 52638 8044 125455 28604

1 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0

Times Interest Earned Ratio

2010

2011

2012

2013

2014

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Total asset turn-over:
Indicates the efficiency with which the firm uses its assets to generate sales.

Total assets turnover = Sales Total asset

Year 2010 2011 2012 2013 2014

Ratio .0241 .3150 .0397 .9033 .0566

Total assets turnover Ratio
1 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0

2010

2011

2012

2013

2014

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Payback period: year cash flow cumulated cash flow 0 19599317 262553456 294090227 711884705 762250878

0 1 2 3 4 5

(260510000) 19599317 242954139 31536771 417794478 50366173

So, the payback period of investment is 2.1164 year or 3rd year.

NPV of the project:

year

cash flow

Discounted factor at the @ 18% 1 0.8475 0.7182 0.6086 0.5158 0.437

present values of cash flo0ws (260510000) 16609590.68 174485879.80 19194252.46 215491271.90 22015111.90

NPV

2009 2010 2011 2012 2013 2014

(260510000) 19599317 242954139 31536771 417794478 50366173

187286106.70

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IRR of the project:

Different NPV Rate

NPV at different rate

IRR

At 18% At 40%

187286106.70 25496926 27.78%

Overall Payback, NPV and IRR of the project:

Payback period 3 year

NPV (at5 the rate of 18%) 187286106.70

IRR 27.78%

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Scenario analysis

Best case
Particulars 2010 2011 2012

Sales realization Cost of Production Admin and selling costs Gross profit before interest Total Financial expanses Operating Profit before tax Provision for Tax Profit after Tax Depreciation Net Projected Profits

7,88,28,750 17,60,943.267 19,15,340.4

9,85,39,980 19,32,977.295 19,42,200

12,31,76,592 19,79,172.765 19,66,500 12,07,57,603.1 2,51,689.70 11,56,27,493.40 6,62,23,018.95 3,46,88,248.02 23,99,30.10 3,46,88,248

7,66,76,486.01 9,61,77,452.2 2,67,073.02 2,59,048.70

7,18,56,828.30 89,08,24,509.30 4,11,54,365.31 51,01,99,491.70 2,15,57,048.47 26,72,47,352.80 25,09,41.60 2,15,57,049 24,52,02.30 26,72,47,353

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Worst case 2009
Particulars Sales realization Cost of Production Admin and selling costs Gross profit before interest Total Financial expanses Operating Profit before tax Provision for Tax Profit after Tax Depreciation Net Projected Profits 2010 64496250 2152263.99 2340971.60 62735306.73 326421.79 58791950.42 50299779.83 17637585.11 306706.4 17637585 2011 80623620 2362527.81 2373800 78690642.71 316615.08 728856416.70 623577156.50 218656925 299691.70 218656925 2012 100780848 2418988.94 2403500 98801675.28 307620.74 94604312.79 80939245.39 28381293.84 293247.90 28381294

Average case
Particulars 2010 2011 2012

Sales realization Cost of Production Admin and selling costs Gross profit before interest Total Financial expanses Operating Profit before tax Provision for Tax Profit after Tax Depreciation Net projected profits

73812375 1917471.58 2085592.88 71797073.26

92269254 2104797.50 2114840 90057068.87

115338081.60 2155099.23 2141300 113073028.4

290812.14 67284121.04 44812531.12 20185236.29 273247.52 20185236

282075.25 834135676.90 555550557.60 250240703.31 266998.06 250240704

274062.12 108269380.20 72109509.53 32480814.06 261257.22 32480814

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Sensitivity Analysis
By 30% increase in sales
Year 2009
Particulars Sales realization 2010 93161250 2011 116456340 2012 111978720

Cost of Production

1956603.63

2147752.55

2199080.85

Admin and selling costs

2128156

2158000

2185000

Gross profit before interest Total Financial expanses

91204646.37

114308587.50

109779639.20

296747.08

287831.89

279655.22

Operating Profit before tax

88779743.29

111862755.60

107314984

Provision for Tax**

45727072.57

566888324.1

73581132.17

Profit after Tax

43052670.72

(455025568.40)

33733851.83

Depreciation

278824

272447

266589

Net projected profits

43331494.72

455298015.40

34000440.83

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By decrease in 30% sales 2009
Particulars Sales realization 2010 50163750 2011 62707260 2012 78385104

Cost of Production

1956603.63

2147752.55

2199080.85

Admin and selling costs

2128156

2158000

2185000

Gross profit before interest Total Financial expanses

48207146.37

60559507.45

76186023.15

296747.08

287831.89

279655.22

Operating Profit before tax

45782243.29

58113675.56

73721367.93

Provision for Tax**

45727072.57

566888324.1

73581132.17

Profit after Tax

55170.72

(508774648.50)

140235.76

Depreciation

278824

272447

266589

Net projected profits

333994.72

(508502201.50)

406824.76

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Risk Analysis and Management:

In our project there are some basic risks involve. Such as – • • • • . As it is export oriented business, it has the risk of non-shipment or due shipment. It is a perishable product and depends on the mortality rate of the lobsters. As lobster seeds are collected from natural sources, it involves the risk of unavailability of seed. It has also the risk of carrying form one place to another; it may be hampered in the process.

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Social Responsibilities performs by Lobxprt

Social responsibility is the obligation of organization management to make decision and take actions that will enhance the welfare and interests of society as well as the organization. Social responsibility is quite important to the society, organization and human. Social responsibility as anything that goes beyond economic and legal responsibility.

We also try performing some social responsibilities. Some of those are: • • • • • • • • Sponsoring a section to road that it's employees cleans up regularly. Try to meet society's expectations. Providing medical facilities to our employees. Providing educational benefits for the children’s of our employees. Providing quality product and services to our honorable customers at fair price. We collect our raw materials from our suppliers at fair price and pay them timely. We have a plan to make our city ‘green’., we will plant tree on road side We utilize our wastage in various ways to not to create pollution.

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Business ethics
Business ethics is a form of applied ethics that examines ethical principles and moral or ethical problems that arise in a business

environment. It applies to all aspects of business conduct and is relevant to the conduct of individuals and business

organizations as a whole. Applied ethics is a field of ethics that deals with ethical questions in many fields such as medical, technical, legal and business ethics. In the increasingly conscience-focused

marketplaces of the 21st century, the demand for more ethical business processes and actions is increasing. Simultaneously, pressure is applied on industry to improve business ethics through new public initiatives and laws Businesses can often attain short-term gains by acting in an unethical fashion; however, such behaviors tend to undermine the economy over time.

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General business ethics of Lobxprt:
•

In this part of business ethics we overlap with the philosophy of business, one of the aims of which is to determine the fundamental purposes of a company. Our company’s main purpose is to maximize the returns to its shareholders, and then it should be seen as unethical for a company to consider the interests and rights of anyone else.

• • • • • • •

We perform Corporate social responsibility, under which the ethical rights and duties existing between companies and society is performed. We consider Issues regarding the moral rights and duties between a company and its shareholders: fiduciary responsibility, stakeholder concept v. shareholder concept. We also perform the Political contributions made by corporations. We search for universal values as a basis for international commercial behaviors. We do Comparison of business ethical traditions in different countries. Our firm follows the Comparison of business ethical traditions from various religious perspectives. We also pursue Ethical issues arising out of international business transactions; e.g. bioprospecting and biopiracy in the pharmaceutical industry; the fair trade movement; transfer pricing.

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We maintain Issues such as globalization and cultural imperialism. We continue varying global standards - e.g. the use of child labor

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Environmental impact of the project

An environmental impact assessment (EIA) is an assessment of the possible impact—positive or negative—that a proposed project may have on the environment; considering natural, social and economic aspects. The purpose of the assessment is to ensure that decision makers consider the resulting environmental impacts to decide whether to proceed with the project.

We identified some positive and negative impact of our project. They are:Positive Impact Negative Impact:

Increasing Foreign Currency by exporting

Providing quality products Have to cut some tree for developing project area. Help in reducing unemployment and providing job opportunity

Proper utilization of local resources Helping to meet up food demand of local people

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Contribution toward the economy
The total cultivable area of Bangladesh is around 24 million acres and there are over 17.5 million cultivators. Economically, the spiny lobster fishery can be a important marine resource in the Bangladesh and can played an integral part in the community for generations. The lobster cultivation shows high annual variations in landing .On the other hand, the variation observed is perhaps mainly due to the dynamics of the fleet related to the high cost of the fishing effort, which displays strong direct relationship between catch and effort The Bangladesh Frozen Food Exporters Association (BFFEA) figures that its members will earn $410 million from frozen shrimp and fish exports during the current fiscal year, according to the Bangladesh Sangbad Sangstha (BSS). Because a country-wide flood that devastated most of the economy didn’t affect the fish and seafood sector, BFFEA officials said, it should be able to meet that target. Last year's export income from frozen shrimp and fish was $370 million, well over the target of $310 million, it added. BFFEA leaders described this year's lobster production as very good, adding: "The government recently provided 500 million taka ($8.2 million) in assistance to the shrimp and fish exporting sector." The money came front an export subsidy fund created to overcome the flood losses and also boost the export of frozen fish.

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Fisheries and aquaculture in Bangladesh play a major role in alleviating protein deficiency and malnutrition, in generating employment and foreign exchange earnings. Moreover, the fisheries sector contributes 5.10 percent, of the country's export earnings, 4.91percent of its GDP and provides 63 percent of the national animal protein consumption Fish and fishery products are the country's third largest export commodity contributing 5.10 percent of its exchange earnings, in 2002–2003 Bangladesh earned US$ 324 million of which lobsters alone contributed 72 percent of the total by quantity and 89 percent by value

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Reference

Primary Source: •
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Md. Tazmul Kuddus Farmer, Savar Sanaaf Hasan Exporter Hasan enterprise Savar, Dhaka. Phone: 01817104163

Secondary Source: • • • • • • • • • www.lobster.com www.exportimport.com.bd www.banglapedia.net. www.Google.com Bangladesh Fishers Research Institute (www.fri.gov.bd) Entrepreneur’s Guide to Mud crab fattening by National Institute of Ocean Technology, Narayanapuram, Pallikaranai, India. Principle of Managerial finance –Lowrance J.gifman Principle of marketing-Philip Kotler Project-Prasanna Chandra

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