Sales Administration & Customer Loyalty Activities of Hemas Consumer Brand (Pvt) Ltd-Bangladesh

Abstract

The Fast-Moving Consumer Goods (FMCG) sector is one of the largest sectors in the economy of Bangladesh with well established distribution channels, cutthroat competition among the organized and unorganized portions, and cheap operating costs. FMCG is gradually becoming a large market with developing economies like Bangladesh. While buying fast-moving consumer goods, the household buying decisions, which are called in-home decisions, before a purchase is made are mostly not changed at the point of purchase. However, when buying convenience and low involvement products, persons are likely to make more changes from what they had intended to purchase in terms of brand at the point of purchase. In this regard, several variables impact the creation of consumer brand loyalty. The purpose of this report is to show the impact of price consciousness, brand functional benefits, brand trust, and brand symbolism on consumer brand loyalty in the case of Hemas Consumer Brands in Bangladesh.

Hemas Consumer Brands is one of the developing contenders in this sector who started operations in Bangladesh in 2010 and is still performing quite well in the market. In this report, it will be explained how the Hemas sale administrators perform their activities and what methods they apply to preserve sales reports in the central office of Hemas. Furthermore, this report will also focus on several trade marketing activities that aim at achieving particular and significant influence on sales.

There are four parts in the report. In the first section, the report is introduced by stating its objectives, scope, and limitations, which prepares the way for the whole analytical work. For example, the second section emphasizes the country’s industry analysis in Bangladesh, which includes aspects like industry specifications and size, industry trends, technology, regulation, and competition. It ends with an explanation of the opportunities and threats in the industry.

The subject of discussion in the third section is, in a broad aspect, a well-informed “an analysis of the organization inside,” normally referred to as its customer mix, history, products/services to customers, hypotheses, and service quality of the institution in general. At the end of the SWOT analysis, strategic actions are proposed based on existing problems and existing chances from the market to make the firm more prosperous.

The final section is similar in most respects in that it also deals with brand loyalty of customers as well as methodology of the research, analysis of the results, and recommendations for enhancing loyalty among the researched customers. It ends with very short and salient explanations along with some references for supporting the finding.