Chapter One: Introduction

1.1. Background of the report

This report has been written as a degree requirement for ‘Bachelor in Business
Administration’ at Army Institute of Business Administration, Savar. A minimum 12-
week study is part of the university curriculum for the above degree and is worth 4
weeks. Having selected by Daraz.com.bd for my study, I have written this report based
on strategies that Daraz applied for its Key Account Management. This report entails a
detailed summary of all the strategies that have taken place so far in the organization as
well as an intensive analysis of psychological empowerment & managerial performance.
1.2. Objective of the Report
The objective of this report was to give a detailed insight of the Key Account
Management function or activities starting from its inception till today in Bangladesh.
There are two basic objectives of the repot.
1. Primary Objective
The primary objective of this report is to use the theoretical concepts of
psychological empowerment & managerial performance in practice which I have
achieved through my studies from all courses as it is a requirement of BBA program
of Army Institute of Business Administration, Savar.
2. Secondary Objective
 To learn about the concepts of psychological empowerment & managerial
performance of Daraz.
 To learn about the current operations and business model of Daraz.
 To have an insight about how the Key Account Management department works
and how it is related to marketing.
 To study the market prospects of Daraz in Bangladesh and evaluate in terms of
its competitors.

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1.3. Methodology
This report has been prepared on the basis of the experience gathered during the period of
study. As I have worked in several departments, I have collected data from different
sources.
Sources of data
Sources of data were collected through two segments.
1) Primary Data
 Conversation with the Key Account Managers
 On the job experience
 Survey report
 Findings from the interview
 Global and internal reports
 Conversation with the Analyst
 Personal experience gathering by working in several departments.
2) Secondary Data
 Daraz.com.bd
 Publications of different dailies and internet resources
1.4. Limitation
Few limitations I have faced while making this report. Many internal Data’s were not
allowed to be used due to organizational policies Sample size was 20, so for larger
sample size of the survey results may differ. As it is a growing sector, the change in this
industry is unstable and sometime rapid. So, the findings can be changed. Not enough
report available on the current situation of e-commerce in Bangladesh

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 Chapter Two: Organizational Overview
2.1. Corporate Information of Daraz
Daraz is a business to customer (B2C) model’s venture of Rocket. It officially started its
journey in 2015.For Bangladeshi people, it was the first time when a venture introduced this
model, which seemed similar to Amazon. Daraz was the 4th e-commerce site in Bangladesh
beside Click BD, Ekhanei and OLX. It started its journey with brands like; Yellow, Noir,
Symphony, The Body Shop, Huawei, Samsung, Walton, Aranya, 6 Degree Mobile, ShadaKalo,
Apple, LG, Fastrack, MAC, Nikon, Ecstacy, Panasonic, Doors. Now it has all the renowned
brands in its website and a huge number of sellers.
2.2. Mission
The company’s mission is to become world’s largest e-commerce platform outside USA and
China. The company identifies new business models, untapped markets and entrepreneurs.
Nurture them and try to establish the business.
2.3. Vision
Their vision is to capture the maximum share of consumer online shopping expenditure in
the market.
2.4. Goal
Their goal is to provide the best product in the best price. Also, to introduce latest products
in the market for the customers.
2.5. Historical Background
Rocket internet was founded in 2007 by three brothers, Marc, Oliver and Alexander
Samwer. They headquarter is in Berlin. They have their ventures in more than 50 countries.
They are one of the fastest growing start-up venture-incubator. Rocket operates in
developing countries.
Some of their ventures are:
 Hellofood, Food Panda, Delivery Hero
 Lamoda, Zalora, Jabong, Namshi
 Lazada, Jumia, Daraz
 Carmudi, Jovago, Everjobs etc
The company’s market value was approx. 8 billion euros as per company report in April,
2015. It has divided its business in three operational zones. For instance: Asia pacific
internet group, Africa internet group, Middle East Internet Group. Bangladesh is a fast-
growing market for Rocket. They have started 7 ventures in Bangladesh only.

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2.6. Daraz Organizational Structure
E-commerce organizational structure is very different than many other companies. As many
things are managed through online and software’s, a lot of process is automated.
Here is the organizational structure of Daraz:

2.7. Product & Services

Daraz is a B2C platform. I have different category of products for customers. Such as: Man’s
fashion, woman’s fashion, Phone and Tablets, TV’s Audios, Cameras, Computing, gaming,
Home appliances, Home and living, Sports and Travel, Beauty and Health, Baby products,
Grocery items etc.

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 Chapter Three: Data Analysis & Findings
3.1. Demographic analysis
In this research, we are going to discuss about the demographic part of our analysis and
findings. There included number of male and female office employees, finding several
educational background office employees, finding levels of employees works.

Table I: Demographic Analysis

Details Size
Gender
Male 13
Female 7
Age Group
18 to 25 9
26 to 35 7
36 to 45 4
46 to 55 0
Working Experience
Below 5 Years 7
6-10 Years 7
Above 10 Years 6
Organizational Hierarchy
Graduation 0
Post-Graduation 20

In this research, we see that there working employees most of them male and few numbers
are female. Other side in this organization most of the employees completed master
degree, few numbers are bachelor degree, some has diploma degree. So that in this
organization most of the employees are 26 to 35 age and 36 to 45 age group, few
employees are 18 to. In addition, in this organization most of the position holds middle level
employees very few top and lower level employees.

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3.2. Descriptive statistics analysis
In this research we are going to discuss about the descriptive statistics of our collection data
about concepts of psychological empowerment & managerial performance of Daraz. This
data measures the mean, median, mode and standard deviation basis of employees’
perception.

Table II: Balanced Scorecard Descriptive statistics analysis

Statements Mean Median Mode SD

FP1 2.95 3 2 0.8255
FP2 2.55 3 3 .6863
FP3 3.05 3 3 .8870
CP1 3.5 3.5 3 .5130
CP2 3.45 3.5 4 .6048
CP3 3 3 4 1.0761
IPP1 3 3 3 .7947
IPP2 3.25 3.5 4 .8507
IPP3 3.2 4 4 1.0563
LGP1 2.4 2 2 1.1877
LGP2 3.75 4 4 .8507
LGP3 2.6 2 2 1.5009

Table III: Psychological Empowerment Descriptive statistics analysis

Statements Mean Median Mode SD

M1 2.5 2 2 .6070
M2 2.6 2.5 2 .8826
M3 2.8 2 2 1.0052
C1 3.75 4 4 1.1642
C2 3 3 2 .8584
C3 3.45 3.5 4 .6048
SD1 2.9 3 3 .7881
SD2 3.5 4 4 .6070
SD3 34 3 3 .5026
I1 3.1 3 2 1.2096
I2 3.5 3 3 1.1471
I3 3 3 4 .8584

Table IV: Managerial Performance Descriptive statistics analysis

Statements Mean Median Mode SD

P 3.2 3 3 .8944
I 2.85 4 4 1.5652
C 2.4 2 4 1.2732
E 2.2 3 3 1.0052
S 2.8 3 2 .7678
S 2.4 2 2 .5026

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3.3. Correlation statistics analysis
In this research we are going to discuss about the descriptive statistics of our collection
data about concepts of psychological empowerment & managerial performance of
Daraz. This data measures the mean, median, mode and standard deviation basis of
employees’ perception.
Table V: Correlation statistics analysis

Correlations

MP BSC PE

MP Pearson Correlation 1 .223 .340

Sig. (2-tailed) .344 .143

N 20 20 20

BSC Pearson Correlation .223 1 .139

Sig. (2-tailed) .344 .558

N 20 20 20

PE Pearson Correlation .340 .139 1

Sig. (2-tailed) .143 .558

N 20 20 20

3.4. Findings
Reliability statistics regarding balanced scorecard is .121, psychological empowerment
is .204 & managerial performance is .268 so the there is mistake of collecting this
information. Because it should be .50 up. The main reason for this wrong collecting of
data is the employee did not read the questionnaire’s properly & give us the wrong
information.

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 Chapter Four: Conclusion
At last, we can come to this conclusion that Daraz has a lot of sales at this moment as there
is no better alternatives. But when there will be a better alternative there is a high chance
that customers will switch and their sales will decrease. The reason behind that is most of
the customers are dissatisfied with Daraz performance. Many do not find it reliable or trust
worthy. There reason to shop back from Daraz are very few and insignificant. So, it is high
time for Daraz to improve their service offerings and create a loyal customer base. So that if
a big company decides to start their operation in Bangladesh, such as Amazon Daraz will
have its loyal customer base. This market is fast growing and unpredictable is always wiser
to prepare for the long run and build a reliable, strong brand image in customers mind.

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 References
 About | Rocket Internet. (2016). Retrieved December 28, 2015, from
https://www.rocket-internet.com/
 About | Daraz.com.bd (2016). Retrieved December 29, 2015, from
https://www.daraz.com.bd/about-us/
 Daraz.com.bd officially starts operation. (2015, February 09). Retrieved January 01,
2016, from http://www.thedailystar.net/daraz-com-bd-officially-starts-operation-
63854/
 Daraz offers discounts on Friday sales. (2015, December 04). Retrieved January 02,
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sales- 182029/
 Ahmed, R. (2015, May 24). Daraz.com.bd: Trusted name in e-commerce. Retrieved
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option=details&news_id=2412097&date=2/
 Digital, Social & Mobile in APAC in 2015. (n.d.). Retrieved from We Are Social:
http://wearesocial.com/uk/blog/2015/03/digital-social-mobile-apac-2015/
 Internet Subscribers in Bangladesh February, 2016. (2016, February). Retrieved from
BTRC.GOV.BD: http://www.btrc.gov.bd/content/internet-subscribers-
bangladeshfebruary-2016/
 Valarie A Zeithaml, Mary Jo Bitner, Dwayne D Gremler, Ajay Pandith, Service
Marketing, 5th Edition, New Delhi, Tata McGraw Hill Education Private Limited

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