1 Introduction
Singer (Sri Lanka) PLC is a conglomerate engaged in trading of consumer durables. It dates back its origins to 1877 where it started its first shop in Pettah. The Company was focused on selling sewing machines and as a step towards backward integration in 1963 Singer Industries (Ceylon) PLC was incorporated to assemble sewing machines. However the market for Sewing machines declined over the past years and the Company facing a financial downturn, took a critical decision to diversify into trading of consumer durables under its brand name Singer and as well as other brands which included Philips, TCL . This move enabled the Company to thrive in an era where its parent Company the Singer Corporation and subsidiaries across 100 countries collapsed due to its inability to change. Further to support the diversification Singer strategically entered into the manufacture of consumer durables thus ensuring a stable supply of products at a lower cost. Regnis (Lanka) PLC was incorporated to manufacture refrigerators, Television assembly was commenced at Singer Industries (Ceylon) PLC and a new factory in Piliyandala was constructed to manufacture furniture. With the evolvement of easy payment schemes and Hire Purchase payment systems for consumer durables the Company further took a decision to form a finance company Singer Finance Lanka Ltd.
Today Singer Sri Lanka is a conglomerate with revenue in excess of Rs 11 billion and a market capitalisation of Rs 4.6 bn.
It has won several awards in the business arena which include the following awarded by SLIM
• People’s best brand
• People’s durable brand
• People’s youth brand
2 Vision, Mission and Objectives of the Organisation
2.1 Vision
To be the foremost appliance retailer in Asia Pacific.
2.2 Mission
To improve quality of life by providing comforts and conveniences at fair prices.
2.3 Objectives
• To be the market leader in our Product and Market Segment.
• Provide our consumers with the Best Service and Shopping Experience in the Island.
• Provide our Consumers with Products of Latest Technology.
• Develop our Employees to achieve their real Potential.
• Provide our Shareholders with steady Asset Growth and Return on Investment above our Industry Norm.
• Grow our Revenue and Profits at a rate above the Industry Norm.

3 Linking Strategy to Vision, Mission, Objectives and Values of the Organization

3.1 Strategic Planning and Implementation
At Singer the Board of directors take responsibility for strategic planning for the entire company, which includes the formulation of the strategic vision and mission of the company, setting overall corporate policy and strategy, monitoring performance, reviewing risks and major investments decisions. The Board also takes on the added responsibility of directing company performance towards the achievement of the best possible results and increasing shareholder value whilst setting parameters for the company’s business. The company’s business units are then tasked with their application, in achieving specific targets and objectives.
The company’s annual plan addresses the requirements of all business units and divisions thus ensuring that the company follows the set plans and objectives as articulated in the annual plan. These in turn become the primary objectives of the management committee which is represented by all heads of divisions, and SBUs have the autonomy and freedom to translate these objectives to goals that are achievable.
Singer Sri Lanka has explicitly defined 6 core values, which has strengthen its’ strategic position over a period of time. Their entire corporate strategy is built around these 6 pillars thus facilitating its sustainable growth. In this report we will be evaluating how these pillars have been built to support the achievement of its’ vision, mission and objectives.
3.1.1 Consumer
Singer believes that its’ key interaction with their customers is through the product purchase and usage experience. It is not limited to a single purchase and usage cycle, but is built up and reinforced over the long term, feeding directly into customer perceptions of the Singer brand. Governing parameters of this experience are quality and value for money. The latter is managed via pricing strategy, quality through stringent adherence to standards and research and development.
Measures taken by Singer (Sri Lanka) PLC to ensure customer satisfaction extend to every aspect of the customer that company interfaces. Distribution is streamlined, with over 357 outlets ensuring that their goods and services are always within easy reach of all Sri Lankans.
Singer takes extensive use of customer polling, questionnaires etc. to learn about customer perception of their products and services. Their comments are analyzed and acted upon, as necessary, by senior management.
But for reasons, both practical and psychological, direct customer feedback will not, on its own, furnish them with a full understanding of the gaps. Singer (Sri Lanka) PLC runs a ‘mystery shopper’ programme, in which selected individuals visit their outlets, purchase products, register complaints and ask questions as real shoppers do. Staff response are assessed and reported to the management to ensure that satisfactions of their real customers are maximized.
The staff is responsible to make every effort to ensure that all retail outlets are clean, comfortable, spacious and secure. An ongoing outlet-upgrade cycle brings full refurbishment to every retail outlet at least once in every five years. Products purchased at these outlets are backed by the finest service network of the country, which comprise of seven regional service centres and more than a hundred franchised service agents. In most cases, this service is extended under the company’s “Senasuma Extended Warranty” from the date of purchase. A customer care Contact Centre deals with routine inquiries such as product specifications, higher purchase terms and shop locations. Further, a variety of loyalty and rewards programmes are used to promote customer retention and also as a source of customer information. 3.1.2 Community
Singer (Sri Lanka) PLC remains closely attached and affiliated to its home country, although it partakes of a global brand and business network. The brand building strategy adopted by Singer Sri Lanka is to inculcate the fact that that they are truly Sri Lankan, thus making Singer a household name in Sri Lanka.
Singer Sri Lanka has been accountable as a good corporate citizen by actively undertaking community support projects which can be categorised as follows: philanthropy, industry-event sponsorships, care for children and senior citizens, village-level development, enterprise development, education and scholarships, employee voluntarism, special projects and support for sports.

3.1.3 Competitor
The Company’s policy is to respect and recognise the competitor contribution to the market. Although Singer strives to be the dominant player its corporate value is to refrain from undercutting competitors through severe price reductions or any other unethical means.

3.1.4 Shareholder
Despite stagnated performance in the last few years, mainly due to poor economic conditions; Singer has managed to retain its’ investor confidence of a positive future outlook due to the credibility of its top management based on excellent decisions taken under the visionary leadership of Mr. Hemaka Amarasuriya.
The role played and the inputs made by their shareholders are a vital factor, valued highly by the Board in its quest to implement proper corporate governance. It is the policy of the Board of Directors that shareholders should have equal access to information. The Board has adopted a policy of free disclosure of all material information on the company to its shareholders. The company also welcomes the active participation of shareholders at Annual General Meetings (AGM) and has solicited their views at all times, promoting healthy dialogue. Through the quarterly and annual publications of financial statements, meetings and other forms of communication, the Board and the company’s management constantly interact with the shareholders of the Company informing them of the continuous progression of the Company.

3.1.5 Employee
Singer places its employees at the heart of the company and makes every effort to unleash their true potential. By way of a comprehensive HR policy, Singer discharges its obligations to its employees. This is covered in nine areas of mutual concern as follows: recruitment and transfers, human resource and succession planning, performance appraisal, compensation and benefits, labour relations and collective bargaining, foreign travel, nepotism, grievance handling and training and career development
A comprehensive training and development programme covers all employees and is under constant implementation. In the year 2009, 742 employees, dealers and agents benefited through these programmes.
In addition to the Singer Retail Academy, a major human-resource development initiative which opened In January 2009, a fully equipped state-of-the-art training centre at the head office provides daily training programmes for a maximum of 80 staff at a time. Singer has also invested in training facilities at its seven regional centres which can accommodate about 25 employees at a time. Trainers are drawn from the company’s own experts as well as specialists from outside.
• Employee Benefits - Singer employees receive a wide range of benefits in addition to salaries and the annual bonus. Financial assistance is provided for medical, housing when in distress, vehicles, education, death, etc. The Company has a well-laid out educational support scheme (Postgraduate Studies) for the employees and many other financial and non financial benefits for employees and their family members.
• Grievances - The Company has a 3-stage process in handling grievances in which fairness and impartiality is emphasized at each stage to ensure the employee is protected from retaliatory action.
• Code of Conduct and whistleblower Policy - The Singer Code of Conduct is devised by Singer Asia Ltd which sets out the roles and responsibilities of each employee including compliance with the laws of a country. Bribes and political contributions on behalf of the Company are abhorred as is the divulgence of confidential information, engaging in insider trading and conflict of interest.
Employees are encouraged to ‘blow the whistle’ under a recently instituted 'Whistleblower Policy' if someone is found resorting to illegal or unethical conduct. The policy provides a mechanism for employees and third parties to make anonymous complaints while duly protecting them from retaliatory or obstructive action.
• Occupational health and safety - As a large industrial company, Singer is aware of the importance of health and safety standards and its protection at all times in the workplace. A Safety and Welfare committee headed by the Director Human Resources is charged with this task. The team which has nine members from key sections in the company, meets quarterly to evaluate and review the health and safety records of every division and department and recommend new measures if required.
• Labour relations - Singer hasn’t experienced any industrial or labour disputes during the last few years, all due to good employee relations. All permanent employees in clerical, supervisory, technical and allied grades, as well as drivers, packers and cleaners are members of the Ceylon Mercantile and Industrial & General Workers’ Union (CMU) and addresses employee grievances and concerns through collective-bargaining agreements with both unions, covering all employees concerned.
3.1.6 Suppliers
All Singer (Sri Lanka) PLC’s suppliers, local and international, regardless of whether they provide manufacturing inputs or market ready goods, are carefully evaluated to ensure that they can meet the company’s demanding standards. They seek domestic sources of supply to reduce exchange risks and other risks pertaining to dealing with global suppliers, while reaping optimum tax benefits of working with local suppliers, most effectively and efficiently.
Overseas supplier partners of raw materials and components for their manufactured products are subject to strict selection delivery, reputation and stability. Suppliers of third party brands are also carefully chosen, for the reputation and value proposition embodied in their brands. Singer is proud to represent in Sri Lanka, brands such as Hitachi, Samsung, Tefal, Titan and Whirlpool. Singer strives to maintain long term relationships with its suppliers. With respect to small and medium scale local suppliers Singer has provided financial assistance for their development as well. These include direct loans for the purchase of raw materials as well as recommendations to banks and other institutional lenders. Suppliers know that Singer may consult them at any time on supplier issues and also know that, dealing with Singer (Sri Lanka) PLC means, steady and regular orders, timely payments, technical assistance and financial assistance when needed.

4 SWOT Analysis
4.1 Strengths
4.1.1 Brand equity
Singer brand is recognized as a super brand and this is one brand name mostly accepted by Sri Lankans. Once again Singer has been selected as the Most Powerful and Popular Brand in the country arising from the evaluation and survey methodology.

4.1.2 Factories being fully owned by Singer
Factories have been established in-line with the production of sewing machines, televisions (for assembling), refrigerators, washing machines, furniture, water pumps and agriculture equipment. These factories have enabled the Company to obtain products at a lower cost have also created a larger pool of personnel who possess the expertise knowledge on the products manufactured.
4.1.3 Largest distribution network
Singer by far has the largest retail and distribution network for Consumer durables. It owns and operates a total of 357 outlets along with 46 Cash & Carry Dealers, covering all provinces of the country. Its network includes,
• 284 singer plus distribution centres (164 branches & 120 satellite shops)
• Singer Mega – 11 outlets focusing the high end customers
• Sisil world - 41 outlets
• Singer Homes – 5 outlets
• Whole- sale channels
4.1.4 Easy Payment schemes
Easy Payment schemes under one umbrella brand ‘Singer Sahanaya’ during the Recession period
4.1.5 After sales service
Dedicated service stations and approved service stations comprising of well experienced & well trained staff. This is an absolute advantage as the after sales assistance could be provided in the forms of Quality clinics in order by going to the field and helping the customer.
4.1.6 Fitch rating – Singer Sri Lanka ‘A- (lka)’
A rating of ‘A- (lka)’ denotes expectations of low default risk relative to other issuers or obligations in the same country. However, changes in circumstances or economic conditions may affect the capacity for timely repayment to a greater degree than is the case for financial commitments denoted by a higher rated category.

4.1.7 Wider Range of Products
A focused marketing activity has made Singer achieve a Brand rating of AA+. The wide range of products has been categorized as:
• Sewing related products (Eg: Domestic and Industrial Sewing Machines)
• Consumer Electronics (Eg: Television, VCDs, DVDs, Audio Products)
• White Goods (Eg. Refrigerators, Freezers, Bottle coolers, Washing machines, Air-conditioners, Fans)
• Kitchen related Products (Eg. Table Tops, Gas ovens, Rice Cookers, Microwave Ovens, Electric Ovens, Grinders and Blenders)
• Communications(Eg.Computers, CDMA & Cellular phones, Dialog satellite dishes)
• Furniture (Eg. Wood and layered furniture, Sofa sets and steel furniture)
• Transportation (Eg. Motor Bikes & Bicycles)
• Agro (Eg. Water Pumps, Paddy Threshers)
• Singer Finance (Lanka) Ltd.(Eg. Leasing, Hire Purchase & Loans granted)
The brands offered by the Company include well excepted brands such as Singer, Sisil, Unicm Samsungm, Panasonic, Hitachi and Philips

4.1.8 Visionary leadership of the chairman Hamaka Amarasuriya
The entire company revolves around Hemaka Amarasuriya who joined the director board as the Assistant Managing Director in 1979. He was promoted as the Managing Director in the year of 1983 and is aware of the entire process of Singer. He has been serving as the Chairman & the Managing Director for the past 23 years since November 1986. Singer treats Hemaka Amarasuriya’s direction as one of their biggest assets in their organisation.

4.1.9 SHRM - Value of people
Singer is reputed as a caring employer. The Singer Code of conduct is devised by Singer Asia Ltd setting out the role and responsibility of each employee including compliance with the laws of Sri Lanka. Health and safety measures, labour relations, equal opportunities in employment, training and career development, employee benefits, communication with staff, grievances and sports & recreational facilities are carefully emphasized by the human resources team.
4.2 Weaknesses
4.2.1 High fixed overheads
The staff compensation policy, high overhead costs at factories have resulted in high fixed costs for the Company which has resulted in a high breakeven level for the Company to achieve profit.
4.2.2 Heavily unionized environment
The workforce at factories and distribution centres are highly unionized and wield considerable power to threaten the organization with strike action that could result in a significant impact to its finances and market position.
4.2.3 Lack of island wide coverage
Not much distribution channels in the South, Sabaragamuwa and Western provinces and this needs to be improved.

4.3 Opportunities
4.3.1 Opening of North & East
North East conflict coming to an end in May 2009 is going to be a big business boozer for Singer. Even during the war times, Singer has maintained an uninterrupted presence in Jaffna, Vavuniya, Batticaloa & Trincomalee. But the company expects an improved performance in the future from North & East.
4.3.2 Government Policy towards Agriculture
The present Government’s policies are more favourable to the agriculture sector and a significant growth is expected from this sector. Moving towards the market for agricultural products seems to be an opportunity as most of the products of Singer are well accepted by the customers in those areas and are regarded as very durable for agricultural activities.
Products used in Agriculture such as Generators, Water pumps, Paddy Threshers and as well as the newly introduced Land masters are expected to be sold.

4.4 Threats
4.4.1 Aggressive marketing activities of Competitors
The market for consumer durables can be treated as an Oligopoly. ABANS which is the next largest competitor has been constantly threatening the market position of the Company with its promotional activities i.e. No Poly More Jolly and low discounts. Furthermore medium scale importers and cash and carry dealers too pose a significant threat to the Company.
4.4.2 Economic downturn
Consumer durables are not essential and a decision to purchase such items can be postponed. A severe economic downturn can result in a steep decline in demand and would result in a sharp fall in sales. Further an economic decline could increase the risk of customer not paying the instalments for
4.4.3 Irregular Channels
Irregular channels import consumer durables whilst evading taxes payable on imports and are able to offer their products at significantly lower prices. This significantly affects the ability of the Company to maintain its competitive edge.
4.4.4 Government policies
The tariff structure favouring local manufacturers is a must for factories to maintain competitive advantage. However a change in the tariff structure could make the factories unviable. In the past, different governments have changed the tariff structure which resulted in the closure of the TV assembly plant at Singer Industries.
4.4.5 Product models getting outdated very soon
Consumer durables are subject to change due to new designs and technological changes. This results in the stock items becoming obsolete.

5 Critical Success Factors
Critical success factors are elements that are necessary for the organization to achieve performance. At Singer, which faces stiff competitions from Abans and cash & carry dealers the following areas are vital for its survival
• Brand Maintenance – The promotional and advertising activities is critical for the organization to maintain the brand. The Singer brand name and other brands offered have become the core asset that has attracted customers and the development of the brands is paramount for the Company.
• Quality of Goods Sold – The Brands offered by Singer have long being accepted by the market as good quality and a defect in one model could severely tarnish the image of the brand ie Toyota. However quality management has to be undertaken in partnership with the manufacturer. The quality of the product mainly depends on the processes of the manufacturing unit and how the processes are organized and controlled helps to maintain the quality
• Market Intelligence – Competitors are constantly exploring avenues to increase its market share and offer new products at attractive prices. If the prices are not competitive or the product does not have features or has defects then the organization is likely to suffer from the intense competition.
• Warehousing and distribution – The availability of products at all locations is a must for maintaining sales and over stocking could also give rise to high stock obsolescence risk and high stock holding cost. Therefore efficient warehousing and distribution is required to maintain the optimum stock level.

6 Best practices
Singer as a well established Company follows business practices that are recognised as best practices. In order to ensure that the company retains it position within the numerous stakeholders they have perfected numerous best practices, derived from their valuable experience in the local market.
• Being a responsible organization singer is contributing to the improvement in the quality of life of our customers through outstanding product and services. Singer used to maintain mutually understandable long lasting supplier relationship and has grabbed new potential businesses as Lanka Bell, Sisil, and link with many other service providers like western union, Hayleys AIG insurance to facilitate wide spread customer service.
• Customer initiatives - Singer Plus loyalty card scheme was increased membership to 90,000. This is an increase of 22,000 over the last year. They use this as enhancing the relationship between Singer and its customers. Through Singer Sanasuma scheme customers able to extend their product warranty period from one to three years just by paying small premium.
Singer call centre upgraded and convert into singer contact centre as way of getting closer to customers heart. There you can offer voice, data, e.mail, fax, viral marketing and web chat capabilities.
• Employee initiatives - Employees form the backbone of an organisation and at Singer they ensure that the employees’ voice is heard and addressed. Open channels of communication are maintained and encouraged. In the process of dedicating skills to the organization and learning by example, the senior management tends to ensure that they set an example which the employees down the line may tend to follow thus generating promising results. Singer also attempts to build affective commitment via its numerous HR initiatives.
• Product differentiation - The company is mature enough to identify different needs of its customers with appropriate product and service differentiation. For example, they deal with washing machine and considered to be number one as ability to cleaning is concerned.
• Sensitive radar system - Flexibility to change is one of the key success factor behind Singer. They sense the external market and adjust their product portfolio accordingly. The gap between taking decisions and implementation is relatively quite low. For example, in response the demand for black and white TVs in the North and East Singer was able to respond within a span of a few weeks and is current producing Black and White TVs.
• Social & environmental responsibilities - As a manufacturing concerned, there is a potential of create negative environment impact. Every aspect and operations are designed to manage and minimise this. For example, all singer sewing machines are finished with UV based paints, which eliminate 99 % of harmful solvents. Also they have eliminated using of CFC with refrigerators during last ten years.
Energy conservations measures are also applied in all singer offices and facilities. Wasteful general lighting is replaced with particular task lighting and new energy efficient compressors are installed. Their roofing was replaced with transparent sheets to get maximum natural light. Trees were planted alongside buildings housing air conditioners, thus reducing the energy consumption of the ACs.
• Supplier initiative - In the wake of the economic recessions and its implications on the economy Singer gave its suppliers increased flexibility, open communication channels for feedback and even volunteered financial advances to its valued business partners and recommendations to local banks and institutions. In exchange for the support tendered to the company the suppliers has the mutual benefit of steady, regular orders, timely payments and technical assistance.

• Consumer initiatives and Innovation - Singer maintains of policy of continuous evaluation of the opportunity for new products within the market whilst expanding the company reach with regards to maintaining exceptional levels of service. Singer currently offers the largest number of products and services locally and has the largest service network with 7 service centres and 217 service franchises. Singer was also responsible for the Sri Lanka’s first online internet auction.

7 Critical decisions at Singer (Sri Lanka) PLC
7.1 Company diversification
At the inception and for most part of its history Singer remained focused on the sale of its sewing machines. To date, singer sewing machines remain the most popular brand among Sri Lankan seamstresses and housewives (Annual Report 2009). However, in the early 1980s Singer took a conscious decision to move into the provision of other consumer durable products. Starting with the import and distribution of consumer electronics and appliances the company gradually moved into the provision of other products and services. One of the main problems faced during this period was getting the required technical knowledge and competence. The diversification strategy also included a high level of risk with regards to training the workers, obtaining the required technology and ensuring a market for the products.
The Company currently markets domestic and industrial sewing machines, consumer electronics, household appliances, air-conditioners, furniture, agricultural implements, motor cycles, telephones and personal computers, and provides financing through hire purchase and loans. In addition, the Company manufactures furniture, water pumps, paddy threshers and assembles motor cycles. This helped the company more resilient against an ever changing environment by spreading its risk along with the benefit of the provision of greater products and services under one roof to its customers.
7.2 International brand purchase and local factory expansion
As part of its initial strategy, Singer was the importer and distributor of the majority of the products in order to gauge the size and potential for such products in the marketplace. However, due to the high cost of import taxes the cost of imported items remains high and with narrow profit margins.
Taking into consideration the market for imported items, the Company made a decision to purchase the brands such as Sisil and Unic and went into a partnership with TCL. This meant that the company had the right to market and manufacture the products such as refrigerators, washing machines and televisions under the Sisil, Singer and TCL brand names locally. These products were previously imported for the sale and distribution by the Company resulting in narrow profits margins in order to remain affordable to its customer whilst remaining competitive in the market place. The raw materials and components were purchased via international and local suppliers and assembled at the Regnis factory.
Singer also gradually expanded their factories and the production capacity in order to deal with the increased demand for the products. The expansion resulted in a high level of investment to obtain the required technology in order to manufacture the products whilst maintaining the products at an international standard. Under the manufacturing arm at Regnis, Singer increased the value addition in Sri Lanka.
7.3 Expansion of the Distribution network
By expanding its product and service offer and increasing the value addition to the products Singer identified a gap in its marketing and distribution strategy. They needed to expand their distribution network to increase the availability of its products whilst competing with competitors such as Abans, who had managed to expand their penetration in the Sri Lankan market.
During this period, Hayleys was undergoing a period of financial difficulty with regards to the maintenance of its distribution outlets. Taking advantage of this opportunity Singer Industries purchased the chain of Hayleys distribution outlets and increased its visibility and positioning within the market.
7.4 Identifying gaps in the product portfolio
LG, previously known as Lucky Goldstar, is the main brand in the Abans product portfolio. LG during its history has managed to maintain its image as a high quality product with an efficient after-sales service. Singer Industries did not however have a product its portfolio during this period which could be compared on par with LG.
Samsung, a product managed and distributed locally on a relatively small scale by Sinhagiri Industries, was on the look-out for a company which would be willing to expand its products locally. Realizing the potential in the brand and its ability to compete directly with LG, Singer Industries made a conscious decision to enter into a partnership with Samsung. Singer however was also marketing and distributing the products of TCL, Panasonic and Hitachi which could be considered competitors or threats to the Samsung product line. In order to ensure that Singer Industries did not cannibalise on its own market share this involved a comprehensive and detailed marketing and pricing strategy of its products.
7.5 Development of new markets
Markets are divided across the ‘horizon’ between urban, suburban and rural. The rural urban demographic divide is 70% to 30% but urban markets earn a disproportionate share of the national wealth with the mainly urbanised western province alone carrying 48% of the Gross National Product (GNP) (Singer (SL) PLC, Annual Report 2009). However, the end of the North-East conflict and opening of the A9 highway meant the flow of goods and services to the parts of the country which were previously inaccessible. The North-East proves to be a potential tourist and development hub due to its attraction to both local visitors, previous dwellers / residents who are allowed to resettle and refurnish their homes and international organisations such as NGOs and tourists.
Taking advantage of the new market, both Abans and Singer Industries have expanded their distribution networks to the North and East. Singer recently opened its service outlet in Jaffna and have also realised the potential for smaller less value added products such as black & white televisions, water pumps, radios etc. The growing number of military personnel from rural areas and initiatives by the Government to encourage small scale home industries and farming/cultivation would further result in an enhanced level of per capital income in the rural households thereby enhancing their purchasing power.
One of the main problems with the regards to servicing the North-East market is that the market potential exists for more basic items such as radios, black and white televisions rather than the high value added products. Thus the payback on the investment may take a longer period to recover.

8 Decision making strategies 8.1 Computational Decision making strategies
Assembling TV in Sri Lanka is a computational decision because there was a high need for manufacturing it locally based on the high cost to import the same. Singer knew about market because they were in the business for a long time. They knew that it has a huge potential and it was a successful decision which was implemented about a month ago.
8.2 Compromise Decision making strategies
Compromise decision making strategies are used when there is a high knowledge about the outcome and there is a low need. Technical level or the middle managers make these types of decision strategies. In singer industries dealing with the unions, suppliers they
8.3 Judgmental Decision making strategies
When it comes to introducing new brands singer didn’t have a have knowledge about the outcome specially when they introduce “farm master” in to the market. Because of the high demand in the agricultural market there was a strong need.
8.4 Inspirational Decision making strategies Buy furniture, computer and stationary can be taken as inspirational decision making because there is a weak need about the outcome and there is a low level of knowledge about the outcome. Because of the weak need most often these decisions are made by the middle and technical level staff.

9 Applicability of decision making types for Singer Sri Lanka
9.1 Programmed Decision making
At the operational meeting, which held once every month, sales forecast is finalized. In making the decision the representatives from marketing, sales, commercial and production are consulted. Group decisions are made because of the complexity and the need of congruence. All other programmed decisions are planned based on the sales forecast.

Orders are placed according to the forecast. For factory supplied goods, lead time of one month is considered and for imported goods the lead time would be 2 to 3 months. Objective of this practice is not to have too much of stock which will be a loss for the company financially and not to run out of stocks which can create chaos.

Production decisions are planned for every month. Production schedule is bounded by many factors such as capacity limitations, time constrains, cost constrains etc.

Cash borrowing is also a planned decision which is based on the inventory levels. Money is borrowed in terms of bank loads, debentures and commercial papers.

9.2 Un-programmed decision making
Un-programme decision making include purchasing of new brands (for example Sisil and Unic are solved by singer), setting up of new companies such as Singer putting up a BOI company to find new opportunities in wide good market.

Assemble of TVs locally is another unplanned decision they have taken after considering the cost and quality issues which had a significant impact on the products.

Based on the environment changes happed in the political context in the North and East, Singer has decided to go for a major expansion.

Reaching in to new markets is one of the excellent decisions taken by singer. Going in to agricultural products is one of them. They have identified the potential of the agricultural industry and went it to it accordingly.

10 Decision making model in Singer Sri Lanka
Please refer decision making model given below. Decisions are made to solve problems which arise due to changes in the environment, competition, perception, process needs and incongruities. However, these changes can be captured under the headings: Political, Environmental, social, technical, economical and legal changes.
Changes in the perception of the customers are another area which needs high priority. Singer has covered this area through the mystery shopper program where customer perception is directly captured. Being in an oligopolistic market structure, competitor behaviour tends to cause problems to the organization.
Incongruities and process needs are considered as internal factors which cause problems.
When problem are identified, they are communicated through e-mails, letters or any other medium to the management team. Problems which cannot be solved by one manager due to dependencies, those problems are brought up at the monthly meeting, which consists of all the middle level managers. At the meeting those issues are categorized as decisions which needs top management consent or expertise. And they are escalated to the top management.

Decisions, which are subject to time, cost, technology and legal constrains are made and implemented.
Impact of the decisions for the revenue and the profit are captured and measured. Those will be the feedback to alter the decisions or make new decisions. Continues feedback from the internal and the external customers are taken and implemented.
11 Recommendations
Taking into consideration the above mentioned information and an analysis of the company the following recommendation are advised:
• The Company mainly focuses on Budgeting in the preparation of its annual plan. This process is time consuming. Further, the budgets are for period of one year where the rapid changes in the business environment could render budgets useless. Thus the implementation of a rolling forecast will help overcome this problem.
• Difficult to take an inventory of the level of stocks. The current inventory levels is worth Rs.2 billion which is approximately 2 months stock. Thus a reduction of the product portfolio and focusing on particular brands or products with lower levels of stock in holding and the implementation of a JIT system will be beneficial. This would help the company to reduce its stock holding and reduce its interest cost
• Lack of control – Branch managers driven by commission thus they will sell /push the brands which have a higher profit margin in order to make bigger profits. A system of ensuring consumer feedback will be useful in this regard.
• More effective positioning of the brand ‘singer’ and its perceived quality amongst the target consumers. Abans currently perceived as a more high value brand amongst the urban population who bring in a majority of its income. Singer had a more laid back approach (singer interest free) to the direct advertising attack approach of abans (no poli more jolly). A more direct and focused advertising campaign will need to be implemented.

12 Conclusion
Singer (Sri Lanka) PLC and its affiliates has been able to grow over the past years through its ability to take critical decisions at appropriate times and to thrive in an era where the Parent Company Singer Corporation and Singer Companies overseas collapsed.
The single most critical decision the group took was to expand into a retailer of consumer durables, which has paid dividend. However not stopping there it has continued to make decisions that have improved its performance, market share. The Company’s profit however declined in 2009 due to the economic recession.
The above mentioned recommendations will help enhance the image and profitability of the organisation.
Figure 1: discussion with Mr. T. Rupasinghe, Head of treasury

Figure 2: The awards won by Singer Srilanka, with District manager Mr. Rucihra

Reference:
Annual Report of Singer (Sri Lanka) PLC. 2009 and 2010