A Case Study on a Bangladeshi fashion House ‘Sada Kalo’

A Case Study on a Bangladeshi Fashion House ‘Sada Kalo’

A case study was done on ‘Sada Kalo’, a leading fashion house in Bangladesh. SWOT analysis of the fashion house and other issues are taken from on-site visits to that fashion house. Hope this writing will help you. Let’s have a look at the Case Study of a Bangladeshi fashion House ‘Sada Kalo’.

Interview with ‘Sada Kalo’ Fashion House

Question 1. Write a problem statement of the ‘Sada Kalo’. In other words, mention what the case is about. (2-3 sentences).

Answer:

Problem statement:

‘Sada Kalo’ a leading fashion house in Bangladesh lacks market analysis, marketing, planning & coordination systematically & instantaneous R&D which leads to a struggle for business expansion.

A short brief about the statement:

Though ‘Sada Kalo’ is a paramount brand, it is not blessed with organizational planning & supply chain procedures along with proper marketing. The idea of being ‘unique’ & ‘special’ with the spontaneous design of innovation is not properly visualized by its activity as its business goes with the regular trend, nothing special in its marketing strategy. It needs to make a flow of organization where there will be necessary teamwork keeping vision & mission in mind.

Question 2. What are the central issues of ‘Sada Kalo’? (Bullet points can be used).

Answer: The central issues are:

1. Improper organizational chart (Planning department leads other departments).
2. Lack of market analysis & survey before design & plan.
3. No specific inventory control management.
4. No, follow up in the entire production process of the supplier.
5. Improper forecasting of promotional budget (Accounts & Marketing not involved).
6. The absence of an independent HR department urgently.
7. It doesn’t work for data collaboration (No ERP system).
8. Lack of Spontaneous R & D team for minimum lead time product.
9. No plan for the expansion of business outside the capital city & leading market area.
10. Following after-production promotion rather than before-production promotion.
11. Perception-based promotional strategy & less use of resource & media usage.
12. Outlet opening & closing because of the absence of facility location analysis.

Question 3. Make a SWOT analysis of ‘Sada Kalo’.

Answer: SWOT analysis of ‘Sada Kalo’ is described in a matrix chart you may follow here

Question 4. Mention separately the corporate strategies (broader & central strategies) and marketing strategies (strategies relating to product, price, distribution, promotion, etc.) of ‘Sada Kalo’. (Bullet point can be used to write these strategies).

Answer:

Corporate strategies:

Central corporate strategies are:

1. Flat management policy.
2. Empowered planning department.
3. Reporting management in a corporate office.
4. Written communication by document & software.

Broader corporate strategies are:

1. Interdepartmental collaboration takes a decision from planning.
2. Suppliers are responsible for proper feedback.
3. Segmented product & product market customers.
4. Lots of feedback by own department.

Marketing strategies:

Product strategies are:

1. Unique, special & articulate product.
2. A fixed percentage of product mix.
3. The market is segmented for the middle-income groups.
4. Traditional wear with designer models of more designed & less quantity.

Price strategies are:

1. Authentic design, high price for customer.
2. Moderate design, affordable price for middle-income range.
3. Supplier price pre-paid by indemnity.
4. Discount & leveling price for stock clearance in summer at June-July.

Distribution strategies are:

1. Two outlets/day/single vehicle distribution.
2. Incoming & outgoing entries by separate teams.
3. Sample & finished goods warehouse monitoring while distribution.
4. Finished goods warehouse products & outlet products re-shuffle based of sell.

Promotion strategies are:

1. Promotional expense is 3%-4% of annual revenue.
2. Promotional budget preparation by the planning department.
3. The aforementioned TV commercial, monthly magazine cover & Newspaper ads.
4. Two public faces who don’t work for other brands; associating them in branding.

Question 5. Do you have any suggestions for ‘Sada Kalo’?

Answer:

1. It would be great if they followed a defined organizational chart of hierarchy.
2. Market analysis & survey may be done before design & plan.
3. Proper inventory control & ERP system can help supply chain smoothing.
4. Supplier production & quality can be periodically followed up for their own interest.
5. Promotional budget may increase as people are more tend to follow what that are shown.
6. Email & virtual marketing policy absorption can lead to greater interest.
7. Facility location analysis before outlet opening by an Industrial engineer would have a great impact.
8. Business expansion plans outside Dhaka can bring organizational success & growth.

Question 6. What is the likely future of ‘Sada Kalo’? (Write in one paragraph)

Answer:  ‘Sada Kalo’ is a leading trendy fashion house of Bangladesh with its’ uniqueness & fashion sense. It has a good future with its positive vibes. By adopting proper organizational culture, pre-market analysis, marketing & promotion strategy it can reach more widely to its’ targeted customer. Though there is some perception-based business policies they are using, it already attracts its customers with a traditional choice. In the near future, hopefully, this fashion house will reach more customers by thinking of its’ business expansion outside the capital city with more traditional & fusional products comparatively diversified design & short lead time.