Gulahmed Strategic Management
Gulahmed Strategic Management
Gulahmed Strategic Management
Values:
• Integrity
• Passion
• Creativity
• Teamwork
Organogram Products Range
Fabrics
Home Textiles
Apparel
Yarns
Institutional Textiles
LONG TERM OBJECTIVES
Strengths: Weakness:
• Strong image and branding. • Export dependent primarily on few major
• Competent, well-experienced and loyal staff & workers. customers.
• Edge in technology state of the art plant and machinery. • Highly labor intensive industry.
• Composite mill from Cotton to made ups. • Labor productivity is very low.
• Strong relationship base in Pakistan in the fourth largest • Higher utility requirement.
producer of cotton. • Current high debt leverage.
• Coherent quality control measures at the manufacturing • Multiple locations.
facilities.
• Well design and proper waste management system consists
of efficient water treatment plant and steam recovery
process.
Internal Factor Evaluation Matrix (IFE)
External Factor Analysis
opportunities: Threats:
• Adding more products and range in stores • Internal and external security situation.
specially men and stitched garments. • Deteriorating economic conditions in the country
• Having existing in thickly populated middle class compounded by increasing debt burden, widening
areas and in rural areas with select range of current account detect and circular debt.
products. • Irrational taxation policies.
• Growth in exports by adding more range in • Continuous energy shortage affecting production and its
Apparel. cost.
• Less explored USA, Canada, Australia and Middle • Large number of competitors including the informal,
Eastern Markets. setups, especially in the ladies fabrics business and
• Expanding online sales. retail chains.
• Kid's apparel market has potential to be • Shortage of raw material (cotton) due to natural
explored. disasters like heavy rains, floods etc. as well as prior
year's bad experience of prices due to bad crop.
• Exchange rate parity.
External Factor Evaluation Matrix (EFE)
PEstel Analysis
Political factor: Technological factor:
Fashion yarn
High
products
Star Question Mark
MARKET
Home products
Institutional
Low
and Apparel
products
garments
Dogs
Cash Cow
I E Matrix
Grand Matrix
Liquidity Ratios
Liquidity ratios are some of the most widely used ratios, perhaps next to
profitability ratios. They are especially important to creditors.
These ratios measure a firm’s ability to meet its short-term obligations.
25
20 20.33
16.76
15 15.09
13.98 13.01
10
0
(July-17) (July-16) (July-15) (July-14) (July-13)
Inventory turnover
A higher turnover than the industry average means that inventory is sold at a
faster rate, it’s mean inventory management effectiveness.
A decrease in inventory or an increase in cost of goods sold will increase the
ratio, it’s mean improved inventory efficiency.
Gul Ahmed inventory turn over increases or sale comparatively faster
than 2016.
Inventory turnover = cost of goods sold
Inventory
Inventory turnover
3.5 3
3
2.5 2.35 2.52
2.5
1.99
2
1.5
1
0.5
0
(July-17) (July-16) (July-15) (July-14) (July-13)
Gross profit margin
The ratio reflects pricing decisions and product costs.
Here we can see that Gul Ahmed face problems to maintain its COGS since they had
very limited option to increase prices due to competition in the industry.
Gul Ahmed Gross profit decrease as compare to 2016.
Gross Profit Margin = Gross Profit / Revenue
10.00%
5.00%
0.00%
(July-17) (July-16) (July-15) (July-14) (July-13)
Net profit margin
Net profit margin ratio is a most important part of the ratio analysis specially
for the Investor prospective because first and for most priority of an investor
is to check out the P & L a/c which generally reflect the true and fair picture
of companies current operation we have seen that Gul Ahmed faces issues
which reflect by the ratios that they become decrease profit from 2016 to
2017
Net profit Margin = Net Income / Revenue
3.00%
2.35%
2.05%
2.00% 1.81%
1.00%
0.00%
(July-17) (July-16) (July-15) (July-14) (July-13)
Profit and Loss 2,017 2,016 2,015 2,014 2,013 Status
Sales 39,904 32,275 33,355 33,013 30,243 ↑
Gross profit 7,046 7,306 6,094 5,976 4,751 ↓
Operating profit 1,686 2,245 2,118 2,659 2,120 ↓
Profit/(Loss) before tax 809 1,335 783 1,496 852 ↓
Profit/(loss) after tax 818 1,141 605 1,235 711 ↓
Cash dividend 356 555 343 81 ↓
Bonus shares 457 305
Balance Sheet
Property, plant and equipment 15,969 12,050 9,039 8,210 7,132 ↑
Intangible 78 13 11 20 23 ↓
Long-term investment, loans, advances and deposits 291 236 165 151 112 ↑
Net current assets 2,044 1,394 756 890 666 ↑
Total assets employed 18,382 13,693 9,971 9,271 7,933 ↑
Represented by:
Cash and cash equivalents at the end of the year (11,665) (12,559) (8,721) (7,715) (8,188) ↓
INTEGRATION STRATEGIES
• Gul-Ahmed is a completely vertical textile mill
comprising of state-of-the-art spinning, weaving, yarn-
dyeing, piece-dyeing, printing (pigment and reactive on
rotary as well as flatbed), stitching, embroidery and
quilting facilities. The vertical structure gives Gul Ahmed
much better control over the quality of its products as
compared to other mills.
• Idea has segmented its market and targeted the upper and
elite class for which high price for which high rice are fair
enough
• Succession planning
• Employ benefits
• Training and development
• Managing Employ grievances
• Harassment policy (Zero Tolerance )
• Diversity