venture international full service advertising agency to set up in Bangladesh, GABL is today the largest stand alone agency in Bangladesh with billings of USD 6 million in 2006. GABL is a market leader with a dynamic team of young and talented professionals and has won an unprecedented 4 years in a row (2003-2007) the Agency of the year Award, at the Srijan Samman Awards for all Bengali advertising work done in India and Bangladesh. In additional work done for its local as well as multinational corporate
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Vacancy for Brand Manager Dekko Group and Red Bull both wanted candidates having minimum 5 years experiment. Both Dekko Group and Red Bull wants Brand Mangers who have previous professional experience including the experience of maintaining and operating big, sophisticated establishment. They both want candidates who have good communication and who are capable of handling others as well as themselves. Both companies want candidates who have Bachelor's degree; MBA not required, but preferred
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Assignment Topics Marketing Strategy of an Organization Submitted To Md.Rakibul Hoque Lecturer Department of Business Administration Dhaka International University. Submitted By Name : Md. Kawsar Jahan ID: 36 Session : 2010-11 M.B.A-Batch-29th B Department of Business Administration Date Of Submission : 2nd May, 2011 Dhaka International University Marketing Strategy of Olympic Industries Limited Over View Product Service
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Chapter 01: 1.1 Introduction: In Bangladesh pharmaceuticals sector is one of the most developed hi-tech sector which is contributing in the country’s economy. After the promulgation of drug control ordinance-1982, the development of this sector was accelerated. The professional knowledge, thoughts and innovative ideas of the pharmacists working in this sector are the key factor for these developments. Due to recent development of this sector we are exporting medicines to global market including
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Analysis of Unilever Bangladesh: Introducing Unilever: 150 million times a day, someone somewhere chooses a Unilever product. From feeding your family to keeping your home clean and fresh, our brands are part of everyday life. Life partner: With 400 brands spanning 14 categories of home, personal care and foods products, no other company touches so many people’s lives in so many different ways. Its brand portfolio has made us leaders in every field in which we work. It ranges from much-loved
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directed to the company’s Millennium Plan an ambitious blueprint outlining the company’s growth strategies for the 21st century. The Millennium Plan was a part of the company’s renewed emphasis on business focus and operational efficiencies. Additionally, a core aspect of the Plan was to identify and nurture businesses of the future. Over 150 new businesses were proposed before the list was narrowed down to nine. These included a foray into drinking water, a plan for network-based marketing (along
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Bombay Stock Exchange touched Rs.100.5 (US$ 2.28) - a new low for one of the largest Indian companies by market value (see Exhibit 1). In its Q2 2004 results, HLL’s bottom line had fallen by 43% due to price pressures in its mainstay detergents business. Procter & Gamble, its long-time nemesis, had unveiled a series of price cuts on its leading detergent brands, Ariel and Tide, forcing HLL to respond. As a consequence, operating profit margins, which had peaked in 2002 at 19.6%, declined to 14%
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Responsibility (CSR) Introduction Business houses, right from the inception of human race, have been regarded as constructive partners in the communities in which they operate. Though they have been instrumental in creating employment, wealth, products and services, yet the pressure on business to play a role in social issues involving employees, stakeholders, society, environment, government etc. is continuously increasing. The society is questioning the existence of business houses, especially in the wake
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Li & Fung Limited Press Conference August 12, 2010 Interim Results 2010 Interim Results Highlights • Record high growth of core operating profit over a half-year period • Record high margins due to strong onshore businesses and increasing involvement in value-added services • Delivered strong operating leverage with continued cost savings • Turnover modestly improved, reflecting the effects of early stage of the economic recovery together with contributions from previous acquisitions
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