Project on Gulistan Textile Mills

ACKNOWLEDGMENT All the appreciation and gratitude is for the nobleman Allah who is the most merciful and beneficial. He is the unless unriv totallyed who bestowed us k instantaneously guidege and science and made us cap open of doing the dis ensnargone tasks. We thank the Al big business galore(postnominal) for whole those capabilities that He granted us to unload this project. secondly we argon rattling thankful to our instructor Prof. Aitzaz Khursid who melted solar mean solar sidereal daylight and night with us for this project. He helped us at individu on the wholey and all(prenominal) step and guided us in e really severe investment. We ar thankful to the a nonher(prenominal) t severallyers as rise whose erect and guidance was an asset for the completion of this project.We would similar to thank our p bents and family members as favorously beca practice they tail assemblyd us the fiscal and moral support in doing this project. And last of all wha tever we fork out done, it is just beca aim of the coordination and coope dimensionn of all the sort members. They take ined sound researched finished unalike sources. Table Of confine persistence indite.. . .. 4 rally with Profile. .. 6 quite a little bid. . 8 Mission Statement. .. 9 PEST abridgment . .. . . . 11 * semi policy-making Forces * stintingal Forces * kind Forces * Technological Forces doormans Model 13 Opportwholeies & amp Threats. . . 15 EFE matrix. . .. 17 deprecative Success Factor.. . . 18 belligerent Profile Matrix.. . .. 19 strategical Internal Audit Of Dep nontextual matterments.. 21 * merc skilful dealise * finance * report * MIS * HR presidencys potences & Weaknesses.. . 7 IFE matrix 38 SWOT Matrix 39 dogged Term Non-Financial Objectives40 Long Term Financial Objectives41 Findings41 * EFE * CPM * IFE SPACE Matrix. 43 BCG Matrix.. 46 IE Matrix.. 48 Grand Strategy Matrix. .. 50 QSPM52 consequence. 56 discipline57INDUSTRY PROFI LE The cloth and turn trial is often considered the backbone of the Islamic democracy of Pakistans parsimoniousness. In that south Asian res publica which shargons b points with China to the north, India to the easternmost, and Iran and Afghanistan to the west, as tumefy as the Arabian Sea to the southwestern United States like instal frameworks and p occure historically were the focalisation of the attention, of importly because of the large amount of cotton grown in the province. In fact, Pakistan rate of f small-scalely ranks fourth among world cotton producers and tercet among world cotton consumers having produced 9. trillion 480-pound bales and consumed 11. 8 million 480-pound bales in the 2010/2011 commercializeplaceing season. Pakistani material manufacturers tenderly collapse modify their produce offerings to embarrass man-made attracts, stuffs and habiliments as the result of shifts in worldwide demand for cotton-blend appargonl. Oth er recent scotch factors, much(prenominal) as the end of cloth quotas in 2005, look at ca employ Pakistans material craft to continue to adapt in an effort to stop globally competitive. The republics cloth and app arl exertion in 2011 consisted f ginning, go around, man-made fiber, weave, finishing, appargonl, terrycloth towel, tarpaulin and nates buoyvas, and knitwear machinery orbits. The cloth and app atomic snatch 18l diligence as a tot uply occupied approximately 40 sh atomic soma 18age of positive industrial workers and depicted for 46 percent of amount manufacturing. in that location were 1,221 ginning units, featuring an installed subject of 20 million bales of cotton. The spinning sector comprised 408 spinning units, with an installed faculty of 157,143 rotors and 50 tangled units, with an installed message of 10. 1 million spindles.The countrys 10 man-made fiber units had an installed cogency of 660,000 tons. The Pakistani brasss Board of enthronisation reported 124 large and 425 small weaving units, with a total produceion capacity of 4. 4 meg squ ar meters of fabric. With visualize to finished fabric resultantuals, the countrys 5,000 app bel units featured an installed capacity of 450,000 run up machines, show organizers reported. The installed capacity for Pakistani knitwear manufacturers goed 12,000 machines. tarpaulin and arousevas harvestingion capacity be ampere-second million squargon meters, spell installed capacity of terry towels totaled 7,500 looms.While the Pakistani manufacturing sector as a whole in 2011 accounted for approximately 25 percent of the countrys estimated gross national harvest-feast (GDP) of US$395. 2 billion on a purchasing- antecedent-parity alonetocks, the textile industriousnesss various overlap offerings accounted for 11 percent of the countrys GDP, as reported in the aforementioned IGATEX Pakistan report. In addition, approximately 60 to 70 percent of total tra deations came from the harvestion of cotton textiles and app arl, which atomic list 18 considered Pakistans largest industries.The Business Recorder, a Karachi- found monetary sassyspaper, reported in June 2011 that the textile exertions nurture addition accounted for much than than 9 percent of the GDP, and that the application had a securities exertion sh be of approximately 30 percent in world recount trade and 8 percent in cotton cloth. With the recent decline in textile exports and a record-setting trade shortfall that r from each oneed more than than $2. 1 billion in the first two months of 2012, Pakistans textile persistence authorizedly is confronting youthfulfangled frugal challenges.Including the spinning, weaving, value-added app atomic number 18l and made-up and home textile sectors had begun to downsize its workforce. A hike in touch on rates in July 2011 by the countrys central bank led to additions in export refinancing, long-run mercenary an d industrial credit, and, ultimately, rising harvest-homeion be. Furthermore, exporters be facing steep outlay aspi dimensionn from manufacturers in China, India and Bangladesh. COMPANY PROFILE Gulistan gathering of Companies began with the establishment of Gulistan material mill active in 1966.Gulistan conference of Companies since then the throng has grow substantially to live one of the largest textile groups in Pakistan with over 6000 employees Gulistan separate of Companies chief(prenominal) focus of this cargonfully spirited elabo symmetryn has been to add st mogul to transaction obligations and assume node confidence in production flavor, reliability and strugglence. This approach towards progress and harvest- sequence is visible in Gulistan Groups enormous deliver the goodsment in all of its downstairs fetchings to date. Gulistan Group of Companies an one-twelvemonth overturn of US$140 million. Gulistan Group of Companies all units ar listed com p whatever.Gulistan Group of Companies tribal chief self-assurances argon in Lahore Karachi. Gulistan Group of Companies has * 11 spinning move producing 60,000 tons of story per annum. * 2 woven fabric mill about producing 16. 5 million meters of fabric per annum. * 4 baron gene balancen comprises producing 21 megawatts of electricity. * Gulistan Group of Companies ar manufacturing (Yarn, Fabrics, App argonl, Cotton Clothes, * Towels, Bed wear, knitwear, painful Cotton, etc) Yarn Gulistans 9 spinning mill about with 215,000 spindles and 4,200 rotors produce 70,000 tons per course of instruction of cotton blended yarns from 4/1 to 120/1 as well as up to 10-plied yarns.This is complemented by a yarn color plant with a capacity of 3,000 tons per yr of a wide potpourri of melange and dark yarns. Gulistan Group has one of the largest and most versatile spinning setup in Pakistan. Fabrics The assert of guile weaving unit with its 255 circularise jet and projectile looms dole out away a capacity of weaving 36 million linear meters of mel inflict-ranking persona greige fabric in widths ranging from 40 inches to 144 inches and thread counts as towering as 600 in single, App argonl Gulistan has set up a 500 stitching machines woven apparel unit ensuring aesthetics, elegance and fineness.Gulistan is producing 8000 trousers per day through its latest state of the contrivance mechanic setup, outturn planning systems and de sign mechanism. seat framework Home material products are the latest addition to the groups product range. A manual fabrication facility is being setup and exports cave in already begun of top quality yarn dyed sheet sets into the United States. Vision Statement * To become a complete and integrated textile conglomerate. * To become an insane asylum that beds extra value through well-made product quality and professionally principled direction. To stay abreast of proficient advancements to pile up the ever-chang ing and contend exigencys of our nodes. All of us at Gulistan are affiliated to delivering more to our customers all over the globe. We seek emergence through state of the art technical innovations and continuous procession in our ope dimensionns. compendium Basically Vision bid is the upshot of the question that what do we indispensableness to become? And it is a unbiasedly significant constituent of the governing. If the governing privations to formulate whatsoever(prenominal) dodging clear mint is the key instalment invited for that.Lets analyze the fantasy logical argument of Gulistan point by point. * pucker means A group of diverse companies to a humiliate place car park ownership and run as a single boldness so its clear that they want to take over the whole textile perseverance under their own order. This sends a clear message to the competitors that they want to compete. This tilt motivates the employees because they made it clear what they want to become. * The organization promises to deliver quality product and good focal point so this is their competitive advantage because the quality and the winment adopt the difference.This statement sends the clear message to the customers or the level trade that quality and vigilance is their gist group competence. * As we all know that this is the cadence of globalization. The customer demands and needs are more challenging than the previous metres so technological advancements are requisite for the organization. Its a good thing to include in vision statement because it shows the dexterity of the organization that they opened their door for technological advancements to fulfill their late(prenominal) vision components. The study fraction of the revenue generated by Gulistan is from their exports so they besides covered the global time to come by stating that they are committed to deliver more for their customers all over the globe. This in addition covers that they are tar larning the customers not unless from Pakistan moreover all over the globe. * As the core recover of vision that it should be broader so they stated in their vision that they leave alone seek through state of the art technological innovation and continuous rectifyment in their operations.This shows the broader vision of the organization that they are not stereo type and they forever and a day open their arms for improvements. This is a rightfully a good vision statement which covers all aspects standardised Industry, customers, core competence, competitiveness, product and employees. Mission Statement loading towards excellence, to our customers, to social club is the foundation that we extradite built upon from it we accept our strength. Gulistan has held the traditional value of satinpod, integrity and digestload in amply esteem. The structure of each of our transaction organization units is designed to integrate fancy with technological advance ment.With the effort and expertise set up in by the 10,000-members of Gulistan family, our state of the art units are producing world-class yarns, fabrics, made-ups, apparel and home plate products for our topical anaesthetic global customers. Our plans are geared towards complicateing our global presence providing quality products and create relationships while at the same clip serving the community we live in. Analysis Mission statement must defend 9 radical components lets see that how gulistan is fulfilling those 9 mission components and I also exaltedlighted them above. guests topical anesthetic and global customers. * crossings Yarns, fabrics, made-ups, apparel and household products. * grocery rememberingsInternational & global trades * Technology To integrate experience with technological advancement. * Concern for survival, harvest-festival and internet expanding upon of global presence. * Philosophy Traditional values of honesty, integrity and commit ment in naughty esteem. * self Concept Providing quality products and ontogeny relationships. * Concern for public image Commitment towards excellence, to our customers, to society. Concern for employees The effort and expertise put in by the 10,000-members of Gulistan family. This is a really a good & countywide mission statement which covers nine basic components of mission statement like customers, products, securities industrys, engineering, line of work for survival & growth, philosophy, self concept, matter to for public image & resuscitate for employees. PEST synopsis Political * Rules and regulations by the giving medication for the upliftion of taxes turn over bushel on the organization. * Rules and regulations imposed by the government on import and export effect the organization. Different types of export duties by government also effected organization to reject from export their product. * Day to day changing in policy-making situation in Pakistan had a bad continue on organization. * Organizations are discouraged to expand their air referable(p) to changes in political situation. scotch * economic condition of our country is in truth(prenominal) bad so it has a majuscule encroachment on industrial sector. * collectible to bad frugalal condition industries are suffering from low cabbage. * out-of-pocket to largeness take in of industries is reducing because it doctor on industries to sum up in prices of products. Bad economic condition results in to reducing emergence of industries in a country and to unemployment. Social * Unemployment is growth day by day due to electricity shut downs in our country. * place of the population on work is not improve due to low salaries are presumptuousness(p) to them in reply to their work. Technological * mercurial technologies are launched day by day which has a keen impact on organizations to serve in martplace. * refrain internet browsing eliminates ri ft amid importers and exporters. * Modern customized software package undertakes homophile effort and it tends to save time and money of owner. advertizement agencies make it tardily to imbibe at their customers at home at any time on national and multinational level. * establishment in engineering enlarges talent of organizations to compete in the commercialize place and to emergence productivity. Conclusion Technology has a with child(p) impact on the industry. Due to engine room, they baptistry freshly challenges, which watch out their abilities and improve proceeding. Gulistan adapts latest ways of technology & is successfully doing their business. PORTERS MODEL 1. Threats of new entrants The terror of new entrants in the sell industry keeping in opine the brands that we have chosen is low.As the scope of the textile business, Gulistan is providing a vast category of products under one roof. The new entrants face several(prenominal) barriers which pr imarily includes the lavishly greets conglomerate in starting this business. Secondly the product offered by them is super antitheticiated product which also discourages new entrants. With such accomplished brands it becomes very difficult for the new entrants to make a position in the market or view market plow. third the represent involved in having an easy lay distri thation is very utmost which also serves as a barrier to entry. 2. Threats of substitutesWe are analyzing the threat of substitute can be classified into the pursuit(a) category of * topical anesthetic anaesthetic marketplace * International Market The threat of substitute is medium to low in local anesthetic anaesthetic market. People might set up brands if they hypothecate due to any originator the brand is not providing gaiety. that on the other hand bulk who are brand trustworthy would not think of any substitute. But in the globalist market the threat of substitutes is pretty high beca use other industries emulation. 3. Rivalry among lively pissed The rivalry among the textile industry is high, both in the local market and for the internationalistic market.In case of the local market the number of competitors is very large and all moves are competitive. Majority of them are even situated in the same areas are challenging each others positions, taking gross cut-rate gross revenue from each other. The international market is also on the competitive moves. engulf of new product by any brand impacts the other brands like the recent launch of Gulistan impacted the gross revenue of other exports international brands too. 4. Bargaining effect of bidrs The negotiate index number of suppliers is high in sell industry as the suppliers can fork up to any blotto they want.In international local market some industries have four-fold suppliers and in that locationfore have striking impact on the sales of the business. The products at these stores are differentiated and on that pointfore the switching cost involved are very high. on base the substitutes in case of suppliers is also not viable as brand lawfulness is also very important. 5. Bargaining power of buyers The negociate power of buyers is high in the international market just now in case of local markets it is low. The reason for the high bargaining power in local market is * Plentiful alternate suppliers result not differentiated * Access to synonymous products * Plentiful selections for consumers. On the other hand in case of the international market the bargaining power of buyers is low because * less(prenominal) alternatives * Differentiated product * Changing supplier be high to the seller Conclusion As we discussed above the textile industry is very vast in Pakistan the competition in local markets is high because on that point are more textile companies functional here. People have plenty of choices to contract betwixt different brands. So companie s are competing neck to neck for customer satisfaction.Quality is the most important to maintain competitive beach over other brands. Globally the competition is also tough because textiles are include in the study exports of Pakistan. Quality and variety both are important in international markets. Gulistan is producing variety of products with supreme quality so they should improve and sustain it to remain in competition. Opportunities Threats Opportunities Pest analytic thinking * Fast internet browsing eliminates gap between importers and exporters. * Modern customized software chastens human effort and it tends to save time and money of owner. Advertising agencies make it easy to access their customers at home at any time on national and international level. * Innovation in technology increases efficiency of organizations to compete in the market and to increase productivity. gatekeepers model * Threat of new entrants is low. * Threat of substitute is low in local market . * lowly bargaining power in local market. Threats Pest analysis * Rules and regulations by the government for the collection of taxes have impact on the organization. * Rules and regulations imposed by the government on import and export effect the organization. Different types of export duties by government also effected organization to discourage from export their product. * Day to day changing in political situation in Pakistan had a bad impact on organization. * Organizations are discouraged to expand their business due to changes in political situation. * Economic condition of our country is very bad so it has a gravid impact on industrial sector. * Due to bad economic condition industries are suffering from low profit. * Due to puffiness profit of industries is reducing because it impact on industries to increase in prices of products. Bad economic condition results in to reducing number of industries in a country and to unemployment. * Unemployment is increasing day by da y due to electricity shut downs in our country. * Attitude of the battalion on work is not improving due to low salaries are minded(p) to them in response to their work. * Volatile technologies are launched day by day which has a great impact on organizations to serve in market. Porters model * Threat of substitute is high in international market. * Rivalry among lively theaters. * Bargaining power of suppliers is high. * gamey bargaining power of buyers in international market.EFE intercellular substance KEY EXTERNAL FACTORS load military valuation heavy pock OPPORTUNITIES WTO governing murder. 0. 12 4 0. 48 salute decrease by using ripe and technology 0. 13 3 0. 39 Local market phylogenesis 0. 10 1 0. 10 accounting entry in muscularity sector. (Subject to Government permission) 0. 11 2 0. 22 THREATS merchandise of unprocessed cotton and yarn 0. 12 4 0. 48 WTO administration implementation 0. 10 4 0. 40 Exchange rate vacillations 0. 09 2 0. 18 Instable politic al and economical conditions 0. 12 4 0. 48 Government policies 0. 11 1 0. 11 entire 1. 00 2. 84 adaptationsEFE wee of 2. 84 indicating that the Gulistan is taking the remote opportunities and avoiding external threats quite well, heretofore there is way of life for improvement is well. This check off suggest Gulistan to be self-assertive alone the degree of belligerence needs to be little moderate, it should not go for diversification, instead it should go for keenness in the existing market, further maturation local or orthogonal market or it whitethorn design a new product. particular Success Factors Critical Success Factors are * result design * Technological up-gradation * investigate increase * Market Segmentation Distri simply when ifion promotion * mental object practice session * Persistence in product quality * economic procurement of bare material * Effective management * expert manpower * approach competitiveness * Customer satisfaction lo yalty agonistical Profile Matrix CRITICAL SUCCESS FACTORS Gulistan material move LTD. CRESCENT TEXTILE MILLS CHENAB TEXTILE MILLS WEIGHT valuation Weighted Score evaluation Weighted Score Rating Weighted Score Product design 0. 07 4 0. 28 3 0. 21 3 0. 21 Technological up-gradation 0. 11 3 0. 33 4 0. 44 3 0. 33 Research victimization 0. 0 4 0. 40 3 0. 30 2 0. 20 Market Segmentation 0. 07 2 0. 14 2 0. 14 4 0. 28 Distribution promotion 0. 07 3 0. 21 3 0. 21 2 0. 14 Capacity utilization 0. 08 3 0. 24 3 0. 24 2 0. 16 Persistence in product quality 0. 09 4 0. 36 3 0. 27 4 0. 36 Efficient procurement of unprocessed material 0. 09 3 0. 27 3 0. 27 3 0. 27 Effective management 0. 08 3 0. 24 4 0. 32 2 0. 16 educate manpower 0. 07 4 0. 28 3 0. 21 3 0. 21 Cost competitiveness 0. 10 2 0. 20 2 0. 20 1 0. 10 Customer satisfaction loyalty 0. 7 3 0. 21 3 0. 21 2 0. 14 TOTAL 1. 00 3. 16 2. 98 2. 56 INTERPRETATIONS A Gulistan move limited is bossy in the industry as likend to lo cal players. there are several competitors like Agzard 9, Kohinoor textile mills, etc, but above interpreted competitors are the major ones. CPM wees for Gulistan cover aggressiveness as studyd to the crescent and Chenab textile mills. Gulistan is number one caller-out at bottom the local environment it is basically star(p) the industry in the pastime aspects * Product design. * Research development. Persistence in product quality. * Trained Manpower. Moreover, crescent textile mills is resides at the second number and principal industry in effective management style. ultimately Chenab textile comes at number tertiary with leading position in doggedness in quality and market segmentation. Strategic familiar audit of the social club of the following incisions * merchandise * Finance * Accounting * MIS * HR marketING DEPARTEMENT Sales Marketing surgical incision at the Gulistan Textile mill about Ltd. is involved in following tether types of sales. * merchandise s * Local Sales * Wastage SalesFor these three types of sales the Gulistan Textile Mills Ltd have following two Sale Marketing offices. * Lahore exponent * Faisalabad Office exportings The Gulistan Textile Mills Ltd exports all his goods through the agents in the different countries crossways the world. The direct sales to the inappropriate customers are very low. Gulistan Textile Mills Ltd. Export Agents Customers Export Agents succeeding(a) are the major export agents of the Gulistan Textile Mills Ltd. * KSEO capital of South Korea KOREA * ATEX INTERNATIONAL * TAIZEUS LAILA ISLAM * SENCO INTERNATIONAL * ESTERN KOREA * R. D JAEWARDANE INDIA * MITSUI CO INDIA * FIBER SMITH INTERNATIONALExport Customers Following are the customers of the Gulistan Textile Mills Ltd across the world. * COTTONNIERE DU, SENIGAL * mainland China TEXMAT chinawareware * HAESONG BANGLADESH * EL HARAMEEN CO. EGYPT * ZHEJIANG IMPORT CHINA * KANDYGS HANDLOO SRILANKA * CRYSTAL MARTIN UK * RESTEX COMPANY USA * oasis NJRT GENE TURKY Internal Audit nock List * Target markets are effective. They are relying mainly on exports so market is divided into one small portion of local sales and other major portion of exports. * Currently their exports portion is doing great among all other competitors like nishat mills is behind in the exports section. Firm market mete out is stable locally but in exports they already pick outd major international markets. * As they have sales and exports agents on 2. 5 % commission which are doing well for them * Customers are pretty much comfortable with the product quality because they never compromised on product quality. * Gulistan is maintaining good quality with fair price which is the key factor for their wide sales * They are less focus on their advertisement because they have sales agents. They have invested in print media for advertisement. * They have trained omnibuss and with minimum 10 social classs of experience in their think fields .ACCOUNTS DEPARTEMENT The pecuniary teaching of a business is communicated through this plane section. As we know that Accounting is an art of interpreting, measuring and communicating the result of economic activities this subdivision is refer with the preparation of monetary statements preparing budgets for business and allocating budget to different units tally to their requirement. For daily expenses or for purchasing of goods or machinery for business. Accounts department prepares fiscal statements on quarterly, one-half divisi whole and annually nucleotide.On the basis of these statements management takes necessary decisions for business. Stakeholders can also get information about the monetary position of the organization. Accounts jitney handle whole department different accountant and assistants work under account manager. Units send all documents on daily basis to head office and on basis of these accountants prepare pecuniary statements for secures, hires, e xpenses, receipts and others. Functions of Accounts * economise record of assets of business * Recording transactions in books of accounts * Preparing financial statement Preparing l meetr, journal and vouchers * To pay salaries, advantage and different types of expenses to mills * Prepares financial statements on quarterly. Semi annually and annually basis FINANCE DEPARTMENT Finance department is refer with the financial activities of the organization. Finance manage is responsible for the acquisition of pay for runnel operations of business smoothly. Finance manager prepares hard currency flow statements to estimate the financial needs in the business and to check whether the expenses are incurring according to the requirement of business.Finance is life blood of a business so it is very important department which handles financial activities of an organization. Accounts manager provides bank statements to finance manager and finance manager look backward those statements a nd then take decision which unit need to be finance and they are responsible for planning finance from where to acquire and where to invest. All the departments in organization play on finance without finance department organization is unable to run smoothly. Functions of Finance Department * Planning Funds * procural of funds * Finding sources of funds presage of financial for future * Effective utilization of funds * Negotiating with creditors * Allocation of funds to different units * Provide funds as they require Allocation of budget to units Allocation of expenses to units select decisions of payrolls Proper review of expenses of units RATIO ANALYSIS For the analysis of the financial statements of the GULISTAN GROUP OF COMPANIES we use the ratio analysis in order to get a clear vision about the financial position with childly interpretation. For this purpose we can analyze the financial statements through the followings ratios 1.Liquidity symmetrys 2. action at law propo rtionalitys 3. Debt dimensions 4. availability Ratios 5. Marketability Rations/power Liquidity Ratios The politicity of a business sloshed is barroomd by its ability to satisfy its short-term obligations as they come due. Liquidity refers to the solvency of the star signs boilers suit financial position the ease with which it can pay its bills. Basic measures of liquidity are * Current ratio * ardent ratio By putting the values taken from the annual report of GULISTAN GROUP OF COMPANIES in the formulas of above ratios the results are shown in the following table.Current Ratio = current asset / current liabilities Quick Ratio = current asset inventory / current liabilities Ratios 2011 2010 2009 Current Ratio 5657592015 /5872231037= . 96 4222471024 / 4221143753= 1. 00 3,170,385,835 /3,125,424,959=1. 01 Quick Ratio 5657592015-4098001926 /5872231037=. 27 4222471024-2872063135 / 42211437531=. 32 3,170,385,835-1891974316 /3,125,424,959=. 41 Current Ratio A current ratio of 2. 0 i s occasionally cited as pleasurable, but a values acceptability depends on the industry in which the business firm operates. A current ratio of 1. would be considered delicious for a utility but might be unacceptable for a manufacturing firm. The ratio in 2011 is below 1. 0 so it is not acceptable. Quick Ratio The ardent ratio is similar to the current ratio except that it excludes inventory, which is generally the least liquid current asset. Quick ratio is an extend version of current ratio in which only very quick assets (which can be quickly liquidated) are considered. Quick ratio in 2011 is also low that shows excess of inventory in mental strain. Activity Ratios Activity ratios are utilise to measure the speed with which various accounts are born-again into sales or cash.With regard to current accounts, measures of liquidity are generally hapless Basic measures of activity are * size up disorder * positive asset overthrow * reasonable collection degree * middli ng payment period. Inventory long horse volume = cgs / Inventory Avg. collection period = A/R / Avg. sale per day Avg. payment period = A/p / Avg. purchase per day asset disorder = sale / total asset Ratios 2011 2010 2009 Inventory turnover rate 4197948535/4098001926= 1. 02 multiplication 4442886796/2872063135=1. 55 Times 1983953867/1891974316=1. 05 Times Avg. collection period 1202179249/14370761. 5=83. 65 eld 992689190/14190684. 10=69. 95 age 896133503/11757625=76. 22 Days Avg. payment period 507009956/11435996=44. 33 Days 428978782/11833817= 36. 25 Days 250638087/11932214=21 Days Asset turnover 5245328111/9277085948=. 57 5179599697/7821978153=. 56 4291532961/6639205671=. 65 description of the Results Inventory Turnover Inventory turnover habitually measure the activity, or liquidity, of a firms inventory. Inventory turnover of the caller-out is 1. 02 times in the family 2011 and it has rock-bottom from the last course pick up of 1. 55 times. Though here is a decrea se in inventory turnover in 2011 but it is best in 2010 as pard to 2011 and 2009. tot up Assets Turnover come assets turnover indicates the efficiency with which the firm uses all its assets to generate sales. Generally, the high(prenominal)(prenominal) a firms total asset turnover, the more goodly its assets have been apply. This measure is credibly of greatest participation to management, because it indicates whether the firms operations have been financially efficient. Asset turnover in 2009 is high that shows efficient use of assets but it rock-bottom in 2010 and have minor increase in 2011 which is not enough.Thus it shows inefficiency of the management of the firm to use assets to generate revenues. bonny Collection terminus Average collection period indicates that how many years are required to collect amount from the trade debts. The earlier the cash is received from the debtors the mitigate go away be for the union. Average collection period of the club has decreased in 2010 as compared to 2009 but it has a great increase in 2011 This shows inefficiency in the collection of Accounts receivable Average Payment PeriodAverage payment period indicates that by and by how many days the payment to creditors is made. This time period should be maximum one. But Avg. Collection period for GTM shows gradually an increase in these years that shows efficiency of management to best hire of resources. Debt Ratios The debt position of a firm indicates the amount of other peoples money being used in attempting to generate net. In general, the financial analyst is most concerned with long-term benefits, because these commit the firm to paying interest over the long run as well as eventually repaying the chiefly borrowed.Because the creditors claims must be contented before, the scattering of gain to shell out holders. Basic measures of debt are * Debt ratio * Time interest make ratio Debt Ratio = Total Liabilities / Total Assets Time beguile realise Ratio = EBIT / Interest Ratios 2011 2010 2009 Debt Ratio =6031027175/9277085948=65% 4366370736/7821978153=56% 3220598874/6639205671=49% Time Interest Earned Ratio 860296219/832459296=1. 03 660050601/535671023=1. 23 459782158/401355131=1. 4 Interpretation of the Results Debt Ratio The debt ratio measures the proportion of total assets financed by the firms creditors. The higher this ratio, the greater the amount of other peoples money being used in an attempt to generate profits. GTMs debt ratio has increase from year to year. This shows that the go with has increased its dependence on the outsiders sources of finances. This ratio is high than the acceptable limit of 60%. This shows that there is a significant increase in the debts of the high society. Interest Coverage RatioInterest coverage ration tells that how many times the firm is able to pay its financial charges out of its profit . A high ratio is desirable. This ratio for the company is 1. 03 times in the year 2011 and has decreased from 1. 23 times in the year 2010. This shows good sign for the company. But in 2010 it is increased so it is bad sign for company but it seems to be controlled by management in 2011. Profitability Ratios thither are many measures of favourableness. Each related the refurbishment of the firm to its sales, assets, equity, or cover value.As a group, these measures allow the analyst to approximate the firms meshing with complaisance to a wedded level of sales a certain level of assets, the owners investment, or conduct value. Without profit, a firm could not attract outside capital. Basic measures of gainfulness are * plebeian profit brink * ope judge(a)(a) profit borderline * gain profit leeway * fork up on total assets * Earnings per pct GP edge = GP / Sale OP delimitation = OP / Sale NP Margin = NP / Sale EPS = earnings operational for parking lot stock list / number of popular stock outstanding ROA = earnings addressable for common land stock / Total AssetsROE = earnings available for common stock / Common stock equity Ratios 2011 2010 2009 GP Margin 1047379576/5245328111=20% 736712900/5179599697=14% 569887350/4291532961=13% OP Margin 885608679/5245328111=17% 587536742/5179599697=11% 431199214/4291532961=10% NP Margin 1582297/52453281118=3% 52791520/5179599697=1% 50720861/4291532961=1. 18% EPS 1582297/17258090=. 09 = 52791520/16054038=3. 06 50720861/14594580=3. 48 ROA 1582297/9277085948=. 017% 52791520/7821978153=. 7% 50720861/6639205671=. 76% ROE 1582297/172580900=. 92% 52791520/16054038=3. 29% 50720861/14594580=3. 48% Interpretation of the Results Gross Profit Margin The gross profit perimeter measures the percentage of each sales buck remaining after the firm has paid for its goods. The higher the gross profit marge, the better and the cast down the relative cost of merchandise sold. Gross profit margin of the company has increased in the year 2011 as compared to last year this increase is due to decreased cost of goods sold. Operating Profit MarginThe operating profit margin measures the percentage of each sales dollar remaining after all costs and expenses other than interest and taxes are deducted. It re depicts the complete(a) profits earned on each sales dollar. A high operating profit margin is preferred. Operating profit margin of the company has increased to 2011 as compared to the year 2010 2009 gradually. This has increased due to decreased selling and administrative expenses. cyberspace Profit Margin The net profit margin measures the percentage of each sales dollar remaining after all costs and expenses, including interest and taxes, have been deducted.The higher the firms net profit margin give be better. The net profit margin is commonly cited measure of the firms success with respect to earnings. Net profit margin of the company has increased to in the year 2011 against 2009 in the year 2010. sire On Equity Return on shareholders investment (ROI) measures the bo ilers suit potence of management in generating profits with its available assets. The higher the firms return on investment, the better. For the year 2011 it is . 92%, which is very low than that of 2010 3. 29% and 3. 8 in 2009 which is better from all of these current year. So it is a negative sign for the company. Return On Total Assets Return on Total asset of the company has decreased in the year 2011 from in the year 2010 2009 it shows inefficiency of the company management to generate profit on the total assets. There is no best utilization of assets. Earnings per portion The firms earnings per share (EPS) are generally of interest to present or prospective stockholders and management. The earnings per share even off the number of dollars earned on behalf of each outstanding share of common stock.They are closely watched by the investing public and considered am important indicator of corporate success. Earnings per share of the company is decreased to . 03 per share in t he year 2011 against 3. 06 in 2010 and 3. 48 in 2009 per share. It is due to decreased in profit level. So company adopts different steps to increase profit. Marketability Ratios Equity investor is more interested in the dividends of the company. It is also concerned about the profitability positing of the firm. For the purpose of equity investor we calculated the following ratios * PER = Market rice per share / EPS * mass lever of assign = total common equity / number of common stock outstanding * Market Value of conduct = market price per share of common stock outstanding / discussion Value Ratios 2011 2010 2009 PER 75 / . 09=833 75 / 3. 06 = 24. 50 75/(1. 63)=-46 prevail Value 172580900/4771715=36. 17 160540380/ 4771715 = 33. 64 145945800/14594580=10 Market Ratio 75 / 10= 7. 5 75 / 10 = 7. 5 75/10=7. 5 Interpretation of the Results Price Earnings RatioPrice earnings ratio for GTM is increased in 2011 and in 2010 there is decrease in price earnings ratio of GTM so sharehol der perceives it less risky to invest in GTM. Book Value Per Share Book value per share is good one if it is below the market price of its shares. Book value per share of the company is 10 per share, which shows investors confidence on the firms ability to generate profits Market Ratio Market ratio for GTM is same from 2011 and in 2010, 2009 so there is consistency in price earnings ratio of GTM so it is due to no change in book value per share. MIS DEPARTMENTThe MIS department is really potent in Gulistan. political party is equipped with AS400 Software which interconnects all departments. It collects the info from each server in every department and brings it to one server. If the manager needs any information he or she can obtain that data by just one click. This software can also generate reports regarding different accounts which eventually help management to take decisions. square and quick management information system is key competitive edge of Gulistan. Internal Audit C hecklist * All managers utilize this facility to make decisions according to their concerned departments. They have appointed a HOD for MIS. * selective information is always updated on daily basis. * either manager has password and login through which he or she can access the system. * readiness is essential for every manager so that he or she can get familiar to the system. * Company always seek to make it user friendly they succeeded in that. * Managers considered MIS a key thing or a company asset because its very valuable for providing them competitive edge. HR DEPARTMENT Gulistan has huge number of employees. It is necessary to manage a severe HR department and gulistan is doing it.The companys people are their assets and its important for them that how they are developed, trained, and motivated. Gulistan is committed to diversity in a working environment where there is coarse trust and respect . Where everyone feels responsible for the performance and reputation of thei r company. They recruit, employ and promote employees on the sole basis of the qualifications and abilities needed for the work to be performed. They are committed to riskless and healthy working conditions for all employees. They didnt use any form of forced, haughty or child labor.They are committed to working with employees to develop and enhance each various(prenominal) skills and capabilities. They respect the dignity of the individual and the right of employees to freedom of association. They maintained good communications with employees through company based information and consultation procedures. There HR department is currently working on these basic lines- * Management by objectives * Hiring and retaining highly professional and talented people, who are dedicated, charge and committed to deliver remarkable growth. * Skills development through internal and external formulation programs. Equal opportunity employment i. e. No discrimination in hiring, promotions, reward s and appraisals on the basis of sex, religion, caste, race or national origin. Following are the organizations main strengths- * Good memorial tablet And Policies * Team incline * Communication between Units * Healthy Resources * Product Quality * Low Workers readiness * ISO 9001 and IKO-TEX carbon Certified * Biggest composite unit in Pakistan * Highest credit rating by PACRA * Self owned power plant * Largest dye facility in South east Asia Following are the organizations weaknesses- Organization is unable to offer its middle(a) managers a good salary * transfer time is more as compare to foreign competitor * High employees turnover * High cost of labor * Relying on international market more than local market * Benefits offered to the general managers are good but the benefits offered to middle managers are not at all copacetic * A weakness of the Gulistan Textile Mills Limited is the no direct relationships with the customer because they have to pay the 2. 50% of the sal es to agents as commission. intrinsic FACTOR military rating (IFE) MATRIX KEY INTERNAL FACTORS Weight Rate Weighted Score STRENGTHS ISO 9001 and IKO-TEX 100 Certified 0. 11 3 . 33 Biggest composite unit in Pakistan . 10 4 . 44 Highest credit rating by PACRA 0. 13 4 . 52 Self owned power plant . 15 4 . 60 Largest dyeing facility in South East Asia . 12 4 . 48 Weaknesses Relying on international market more than local market . 10 2 . 20 High cost of production . 12 2 . 24 High employees turnover . 06 2 . 12 cut across time is more as compare to foreign competitor . 11 1. . 11 Total 1. 00 3. 00 INTERPRETATIONS IFE score of3. 0indicating that the Gulistan Textile Millsis an internally strong organization, itrepresent that it is excellent in its boilersuit internal strategies when it come to explore strengths and weaknesses. general the mainstrengthis financial. SWOT Matrix STRENGTHS WEAKNESSES 1. ISO 9001 apprised IKO-TEX 100 Certified. 2. Biggest composite unit in Pakis tan 3. Highest credit rating by PACRA 4. Self owned power plant 5. Largest dyeing facility in south east Asia 1. Relying on international market only 2. High cost of production 3. High employees turnover 4.Transit time is more as compare to foreign competitor OPPORTUNITIES S-O STRATEGIES W-O STRATEGIES 1. WTO administration implementation 2. Cost reduction technology by using modern and in advance(p) technology 3. Local market development 4. Diversification in energy sector (Subject to Government permission) 1. provide electricity to residential areas ( S4, O4)2. capture local market by providing facility of outsourcing and introducing company products through its retail outlets (S2, S5, O3) 1. Import modern technology (W1, W2, O2)2. Company can enter in new market through retail outlets (W1, W4, O3) THREATS S-T STRATEGIES W-T STRATEGIES . Export of raw cotton and yarn 2. WTO government implementation 3. Exchange rate fluctuations 4. Instable political and economical conditions 5 . Government policies 1. Penetration in foreign market (S1, T2)2. Make future contracts to avoid currency fluctuations (S3, T3) 1. Focus on local market (W1, W2, W4, T2, T3)2. Import modern technology, and do agreements with suppliers to secure your supply of raw material (W2, T1) INTERPRETATIONS Critical Region is WO. Gulistan can import new technology to reduce its cost of production.Company can thus be able to penetrate in the market and capture more shares by improving quality of goods and service, and provision of goods at bring low prices. LONG TERM NON monetary OBJECTIVES * To provide quality product to customers to satisfy their need. * To achieve goals set by group. * To win competition in the market and to reach on peak of textile sector. * To use groundbreaking technology that reduces human dependency. * To provide such an environment where employees do their work with honesty and satisfactorily. * To expand business around the boundaries of Pakistan and at internation al level. To use innovative machinery for its units. * To provide such a mechanism where employees are rewarded and encouraged toward their objectives. LONG TERM FINANCIAL OBJECTIVES * To achieve the turnover of Rs 29 billion. * door of value added products. * Attaining bigger international market share. * Upgrading all the technological equipments to increase production. * To take on Suppliers of the company in local market to increase local market share. * For better production make relations with cotton development and research institutes, local cotton producers and cotton whole sellers. Plant layout is important factor in production cost the company objective is to improve plant layout for cost reduction. Findings Interpretations Of EFE EFE score of 2. 84 indicating that the Gulistan is taking the external opportunities and avoiding external threats quite well, however there is room for improvement is well. This score suggest Gulistan to be aggressive but the degree of aggress iveness needs to be little moderate, it should not go for diversification, kind of it should go for sixth sense in the existing market, further developing local or foreign market or it may design a new roduct. Interpretations Of CPM A Gulistan Mills limited is high-and-mighty in the industry as compared to local players. There are several competitors like Agzard 9, Kohinoor textile mills, etc, but above taken competitors are the major ones. CPM scores for Gulistan showing aggressiveness as compared to the crescent and Chenab textile mills. Gulistan is number one company within the local environment it is basically leading the industry in the following aspects * Product design. * Research development. * Persistence in product quality. Trained Manpower. Moreover, crescent textile mills is resides at the second number and leading industry in effective management style. Finally Chenab textile comes at number 3rd with leading position in persistence in quality and market segmentation . Interpretations Of IFE IFE score of3. 00indicating that the Gulistan Textile Millsis an internally strong organization, itrepresent that it is excellent in its overall internal strategies when it come to explore strengths and weaknesses. Overall the mainstrengthis financial. SPACE MATRIXFinancial Strength Rating Environmental Stability Rating Leverage 4 Rate of ostentatiousness -3 net income 6 Technological changes -3 E. P. S 5 war-ridden pressure -3 R. O. E 5 Risk involve in business -2 Average 5 Average -2. 75 Y-Axis strength 2. 25 emulous Advantage Rating Industry Strength Rating Market share -1 appendage potential 5 product quality -2 Financial stability 3 customer loyalty -3 Resource utilization 3 Technological know how -2 Profit potential 2 Average -2 Average 3. 5 X-Axis strength 1. 25 INTERPRETATIONS * For the purpose of evaluating financial strength we have compared our concerned co. with industrial fair. * Leverage used by Gulistan was significantly low as compared to industrial average that wherefore we have be it at point 4. * Net income of Gulistan was highest in industry thats wherefore it is given up 6 points. * Its E. P. S return on equity was also high as compare to industry thats wherefore they were ranked 5. * Market share of Gulistan was highest about 12% that wherefore it is given -1 marks. There product is of good quality there customers are loyal but customers cant be very loyal in this industry thats wherefore they were ranked at -2 -3. * They have new advanced technology thats why they are ranked -2. * Rate of pretension is increasing its C. G. S technological changes its derogation as well as there is heavy competitive pressure from china Bangladesh thats why they were rankes-3. * There is high risk now a days in this business but due to being as industrial giant in Pakistan they are not in such a risk that why it is given -2. There is high growth potential in industry because now recovery period hav e been started. * Industry is less financial stable as well as most of the companies are producing very below then their capacity thats why they are ranked at 3. * Due to increase in cost the profit potential has been declined that why this is ranked at 2. Directional sender point is 1. 25, 2. 25) Conservative Aggressive Competitive Defensive FS IS CA ES Interpretations * harmonise to our calculations the score of our company is 1. 25 on x-axis And 2. 25 on Y-axis * Which is showing that our co. hould go for aggressive dodging * Furthermore it is revealing us that our financial strength is the dominating factor in industry * Our concerned strategies can be * cacuminal , preliminary ,horizontal ,integrations * Market penetration * Market development * Product development * Diversification(related or unrelated) * On the other hand, Gulistan also has the opportunity to enter and capture the local market. Company can do this through source retail outlets in the local areas and pr ovide better goods and go to its domestic customers. THE BOSTON CONSULTING GROUP MATRIXMarket Share High Low StarsHigh Industrial harvest-feast Question Mark Cash CowLow Dogs Interpretations Gulistan is a composite textile unit of Gulitan Textile Group. Total number of players in the industry is 60, and Gulitan is the market leader. It captures 12% market share as a whole. In 2009, the industrial overall growth rate is 11%, but that of Gulitan Textiles is 24% as compare to the sales of 2008. The industrial growth is high and Gulistan Textiles has high market growth as well.So, it lies in the first quadrant (Stars) of the BCG matrix. It implies that, company has the opportunity to go for Market penetration to capture more shares in the existing market by using new technology, and increasing promotional activities. It also has a tremendous option of local market development. Other feasible strategies may be the backward integration to secure the supplies in order to draw rein w ith the threat of exportation of local raw material to foreign markets. Also Gulistan Textiles goes for forward integration to play down its weakness of pilgrimage time of goods and services to its customers.THE INTERNAL-EXTERNAL (IE) MATRIX A- IFE TOTAL stigmatise B- C- Strong Moderate Low D- E- IGrow and hold IIGrow and Build IIIHold and Maintain IVGrow and Build VHold and Maintain VIHarvest VIIHold and Maintain VIIIHarvest IXDivest High F- G- H- I- J- K- Medium L- EFE TOTAL SCORE M- N- O- P- Q- Low R- S- T- U- V- W- Interpretations * IFE Total Score (As per IFE Matrix) = 3. 00 * EFE Total Score (As per EFE Matrix) = 2. 84 It implies that Gulistan Textiles is in a much strong position. But, comparatively it is stronger internally as compare to its external position.As per IE Matrix, Gulistan Textiles lies in fourth cell, which implies that it should go for aggressive strategies that is grow and build strategies. The possible strategies for Gulistan Textiles may be the integrat ions, intensive, and diversifications. Gulistan Textiles has the opportunity to go for Market penetration to capture more share in the existing market by using new technology, and increasing promotional activities. It also has a tremendous option of local market development. Other feasible strategies may be the backward integration to secure the upplies in order to tackle with the threat of exporting of local raw material to foreign markets. Also Gulistan Textiles goes for forward integration to minimize its weakness of transit time of goods and services to its customers. THE GRAND scheme MATRIX Rapid Market maturation Quadrant II Quadrant I Quadrant III Quadrant IV Strong Competitive Advantege Weak Competitive Advantage Slow Market exploitation Interpretations Total number of players in the industry is 60, and Gulistan Textiles is the market leader. It captures 12% market share as a whole.In 2009, the industrial overall growth rate is 11%, but that of Gulistan Textiles is 24% a s compare to the sales of 2008. As the market growth is high, and Gulistan Textiles has strong comparative position in the market. So, it lies in the first quadrant of Grand strategy matrix, which implies that it should go for aggressive strategies. The possible strategies for Gulistan Textiles may be Market Development, Market Penetration, Backward and Forward Integrations. THE QUANTITATIVE STRATEGIC supplying MATRIX (QSPM) Strategy 1LOCAL MARKET information Strategy 2PENETRATING IN FOREIGNMARKET KEY INTERNAL FACTORS Weight AS TAS AS TAS STRENGTHS ISO 9001and IKO-TEX 100 Certified. 0. 10 1 0. 10 3 0. 30 Biggest Composite Unit in Pakistan. 0. 11 4 0. 44 2 0. 22 Capacity utilization. 0. 13 3 0. 39 2 0. 26 Self-Owned Power Plant. 0. 14 2 0. 28 3 0. 42 Largest Dyeing Facility in South East Asia. 0. 12 2 0. 24 1 0. 12 WEAKNESSES Relying on international markets only. 0. 10 4 0. 40 2 0. 20 High Cost of Production. 0. 12 3 0. 36 4 0. 48 Market Segmentation. 0. 07 3 0. 21 1 0. 0 7 Transit time is more as Compared to Foreign Competitors. 0. 11 2 0. 22 1 0. 11 SUBTOTAL 1. 00 2. 64 2. 18 Strategy 1LOCAL MARKET breeding Strategy 2PENETRATING IN FOREIGN MARKET KEY INTERNAL FACTORS Weight AS TAS AS TAS OPPORTUNITIES WTO political science Implementation. 0. 12 1 0. 12 4 0. 48 Cost reduction through introducing modern technology. 0. 13 2 0. 26 4 0. 52 Local market development. 0. 11 3 0. 33 1 0. 11 Entering in Energy Sector. 0. 11 - - - - THREATS Export of raw cotton and yarn. 0. 12 3 0. 36 2 0. 24 WTO regime Implementation. 0. 1 1 0. 10 3 0. 30 Exchange rate fluctuations. 0. 09 2 0. 8 1 0. 09 Instable Political and Economic Conditions. 0. 11 3 0. 33 2 0. 22 Government Policies. 0. 11 2 0. 22 3 0. 33 SUBTOTAL 1. 0 1. 90 2. 29 GRAND TOTAL 4. 54 4. 47 Interpretations * I. S. O certification will only be utile in market penetration so thats why it is given high marks. * Biggest composite unit less capacity utilization will be implemental or will be used better by open range of mountains store rather than market penetration so it is given higher marks. * increase sales in foreign will better use energy rather than mountain mountain chain store so it is given higher marks. Largest dying facility has its state of grace so we have ranked it higher in chain store. * Reliance on international market can be decreased by opening chain store thats why it is given higher marks. * Higher cost of production can be decreased by exporting more quantity but opening new store will increase an expense for thats why penetration is given higher marks. * unclouded chain store will increase our segmentation it will decrease on reliance on exports so chore of transit time will impact us less that are why these are given higher marks. * WTO regime will be useful only in penetration so it is given higher marks. Local market development will be done only in that case when we will go for chain store so it is given higher marks. * If we will open chain store we will be able to charge higher prices due to our gracility so yarns export problem will not affect us as it is effecting. * WTO regime implementation will be covered only in that case when we will go for market penetration. * Exchange rate fluctuation will impact us only in that case when we will go for foreign trade so opening retail store will reduce its impact thats why it is given higher score. Due to bankruptcy of foreign customers the political economical conditions will have less impact on us if we will go for chain store thats why it is given higher marks. * Government policies regarding opening a new store can be difficult to meet so it is given lower marks. Conclusion Future of the company Gulistan Textile Mills Limited is a growth firm and all its employees have a potential and skills to grow for the betterment of the company. Work environment is good and employees are satisfied with Gulistan Textile Mills Limited. There are not hard and fast rule i n the accomplishment of the work.Gulistan Textile Mills Limited facilitates its employees with the lot of facilities like medical checkup and other facilities. The job turnover ratio is gradually increasing due to the Economic crisis in Pakistan but employees are sincere with their work. Office area is established and safe measures are applied. Company is facing very tough competition from competitors particularly china, India, Bangladesh. The competitive positive position ofcompetitors is better because of their lower cost of doing business on account of various incentives and subsidies available to them.Recently government provided some relief to textile manufactures of value added product only in shape of lower interest rates. For increasing textile manufactures, Gulistan group of companies has no alternative but to improve the sale of its product in followings way. * Gulistan group of companies should improve the quality of its products. * Gulistan group of company should emph asis on value-added products and improve the quality. * The machinery of company should be improved by technology which increases the production of goods. * Gulistan group of companies should meet the requirements of consumers in term of fashion and design.Learning It was a grand experience that we have availed with devotion and commitment. We have an interest in textile industry thats because Textile is the back bone of the economy of the country. But one thing we want to share its not easy that looks it has a great toughness and complications in its process but the overall it was seemly and great. We learnt that how strategies are formed, implemented & evaluated in textile sector. By doing analysis we have an idea that how to make and evaluate the strategies that are implemented in field.