Group-8

Understanding Strategic Success of

Twelve Reputed Companies

Understanding Strategic Success of Twelve

Reputed Companies

Submitted to

Dewan Niamul Karim

Associate Professor

Graduate School of Management

BRAC University

Submitted by

Name ID

Mohammad Sadman Sadab Gazi 20264010

S.M. Mahfuzur Rahman 20364021

Pianki Auditi Dutta 21164114

Saleh Md Abu Sinan 20264006

Date of Submission: 19 November 2022

November 19th, 2022

Dewan Niamul Karim

Associate Professor

Graduate School of Management

BRAC University

66, Mohakhali, Dhaka 1212.

Subject: Submission of Report on “Understanding Strategic Success of Twelve

Reputed Company.”

Dear Sir,

The study has given us the outlook to get a reflective insight and exploit our

academic knowledge in the practical world strategic management. We have

provided some key discoveries and analysis as well as suggested some

applicable recommendations.

We have attempted our level best to follow your guidelines and are incredibly

happy that you have given us the chance to prepare this report and hope that this

report will meet the standards of your judgment.

Sincerely,

Mohammad Sadman Sadab Gazi. ID: 20264010

S.M. Mahfuzur Rahman. ID: 20364021

Pianki Auditi Dutta. ID: 21164114

Saleh Md. Abu Sinan. ID: 20264006

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Summary
The secret to securing the success of organizations in a market where
workplaces are constantly being disrupted by changing business environments
is strategic management. Businesses that are well-versed in the goods and
services provided by their own company and who have a clear understanding of
what their main rivals will do next may foresee and plan profitable business
moves. They can also get ready for upcoming possibilities and potential threats.
Understanding global trends, the competitive environment, and stakeholder
expectations are necessary for developing a strategic vision and appropriate
resources may be assigned to a strategy once a company has identified its
objective. As it happens, organizations with strategic decision-making and
dedication to strategic planning are the most successful businesses operating
today. This term paper aims to briefly elaborate on how sound strategic
decisions have led to the success of some of the top organizations currently
operating in diverse industries. It outlines the major strategic factors that
contributed to the long-term growth, sustainability, and profitability. Moreover,
this paper also discusses how some of the successful organizations globally
have managed to tackle internal and external changes through their strategy.
Ultimately, it offers some recommendations regarding opportunities, threats,
and changing business landscape for these businesses.

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Table of Contents
Summary ........................................................................................................... iv

1.0.0 Nagad ........................................................................................................ 2

1.1.0 Why this company is successful ........................................................... 2

1.1.1 Operational Excellence ..................................................................... 2

1.1.2 Improved Decision Making .............................................................. 2

1.1.3 Competitive Advantage .................................................................... 3

1.1.4 More Transaction Limit .................................................................... 3

1.2.0 Conclusion and Recommendation ........................................................ 3

2.0.0 McDonald’s............................................................................................... 4

2.1.0 Strategies behind this companies success ............................................. 5

2.1.1 Wide Range of Customers ................................................................ 5

2.1.2 Availability ....................................................................................... 5

2.1.3 Sophisticated Menu........................................................................... 5

2.1.4 Adapt to Customers Changing Tastes and Demands ........................ 6

2.2.0 Recommendation and Conclusion ........................................................ 6

3.0.0 Nike ........................................................................................................... 7

3.1.0 Nikes Success factors:........................................................................... 7

3.1.1 Marketing Activities ......................................................................... 7

3.1.2 Huge Investment in R&D ................................................................. 7

3.1.3 Wider Range of Products .................................................................. 8

3.2.0 Recommendations and Conclusion ....................................................... 8

4.0.0 Dell Technologies ..................................................................................... 9

4.1.0 Michael Dell is behind the success of Dell: .......................................... 9

4.1.1 Innovate When You See an Opportunity .......................................... 9

4.1.2 Fuel Your Passion ............................................................................. 9

4.1.3 Failure is a Part of Life ................................................................... 10

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 4.2.0 Three key strengths that gave the Dell’s company a competitive
advantage: .................................................................................................... 10

4.3.0 Strategic decisions that are reasons behind Dell’s success ................. 10

4.4.0 Recommendations: .............................................................................. 11

5.0.0 Tesla Motors ........................................................................................... 11

5.1.0 Three strategies that Tesla Company follows to keep its competitive
position......................................................................................................... 12

5.2.0 Strategic decisions that are reasons behind Tesla’s success ............... 13

5.3.0 Recommendations: .............................................................................. 13

6.0.0 AKIJ GROUP ......................................................................................... 14

6.1.0 Strategic decisions that are reasons behind Akij’s success ................. 15

6.2.0 Recommendations: .............................................................................. 15

7.0.0 Praava Health .......................................................................................... 17

7.1.0 Achievements of Praava Health .......................................................... 17

7.2.0 Three key strengths that gave Praava Health a competitive advantage
...................................................................................................................... 17

7.3.0 Strategic decisions that are reasons behind Praava Health’s success . 18

7.4.0 Recommendations: .............................................................................. 18

8.0.0 Airbnb ..................................................................................................... 18

8.1.0 Key Pillars of Airbnb .......................................................................... 19

8.2.0 Strategies that Airbnb follows to keep its competitive position ......... 20

8.3.0 Strategic decisions that are reasons behind Airbnb’s success ............ 20

8.4.0 Recommendations: .............................................................................. 21

9.0.0 Reckitt Benckiser (Bangladesh) PLC ..................................................... 21

9.1.0 Strategic decisions that are reasons behind Reckitt’s success ............ 22

9.2.0 Recommendations: .............................................................................. 23

10.0.0 Netflix ................................................................................................... 24

10.1.0 Strategic Reasons Behind the Success .............................................. 24

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 10.2.0 Competitive Strategy ........................................................................ 24

10.3.0 Growth Strategies.............................................................................. 25

10.4.0 Recommendation .............................................................................. 26

11.0.0 Toyota ................................................................................................... 26

11.1.0 Strategic Reasons Behind the Success .............................................. 27

11.1.1 Strong R&D focus......................................................................... 27

11.1.2 Extensive Network for Manufacturing and Delivery.................... 27

11.1.3 Gain from Expanding Relationships ............................................. 28

11.2.0 Recommendation .............................................................................. 28

11.2.1 Broadening the Range of Products ............................................... 28

11.2.2 Focus on Asian Markets................................................................ 28

11.2.3 Safety and Risk Avoidance ........................................................... 28

12.0.0 bKash .................................................................................................... 29

12.1.0 Strategic Reasons Behind the Success .............................................. 29

12.1.1 Effective Usage of Capabilities and Resources ............................ 29

12.1.2 Superior Customer Responsiveness .............................................. 30

12.2.0 Recommendation .............................................................................. 30

13.0.0 Conclusion ............................................................................................ 31

14.0.0 Reference: ............................................................................................. 32

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Table of Contribution

Name ID Page Number

Mohammad Sadman Sadab Gazi 20264010 2-8

S.M. Mahfuzur Rahman 20364021 9-16

Pianki Auditi Dutta 21164114 17-23

Saleh Md Abu Sinan 20264006 24-31

1.0.0 Nagad
The Bangladesh Post Office unveiled the mobile-based digital financial service,

Nagad in 2018, and it went live in 2019. Nagad runs their business through

Third Wave Technologies Limited (TWTL). Nagad is governed by the Postal

Act. To provide a flawless service to the end-user, Nagad has involved four

parties in their business model: the government, mobile network operators

(MNO), agents, and customers. Prior to launching its operations, the company

discovered several gaps in the country's mobile financing sector through

research. Nagad has been able to achieve success by implementing proper

technological services in these gaps.

1.1.0 Why this company is successful

1.1.1 Operational Excellence

Nagad uses business management software to retain extensive client profiles.

Transaction software is used to ensure error-free money transfers and to create

individual statements, among other things. Nagad may employ marketing

automation software to acquire actionable client insights and leverage

predictive trends to identify business prospects. The information system makes

all this possible.

1.1.2 Improved Decision Making

Nagad can assess real-time data and make the best decision because of the

progress of the information system. Nagad analyzes consumer purchasing

trends and delivers discounts to stores with the biggest client purchases.

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1.1.3 Competitive Advantage

bKash has been the market leader in Bangladesh's MFS sector for the last

decade. Nagad's purpose was to shatter the monopoly, and the firm was

phenomenally successful in doing so. Nagad discovered through market

research that, while the acceptance rate of bKash is high across the country,

there is a lot of anger among customers regarding its pricing. Recognizing this,

Nagad established competitive cash-out fees from the start. The cash out fee

through the Nagad app was seventeen takas, with no fee removed from the send

money. In comparison, the bKash app used to charge Tk 17.50 for cash-outs

and Tk 5 for money transfers.

1.1.4 More Transaction Limit

The transaction limit is a significant concern for bKash, Rocket, and other

MFS(Mobile Financial System). Because Bangladesh Bank regulates each

MFS. The monthly cash-in limit for bKash and other MFS was Tk 1 lakh, the

cash-out limit was Tk 50,000, and the transfer money limit was Tk 25,000.

Because the postal department was founded as a digital form of money via

Nagad, it was not subject to Bangladesh Bank regulation. As a result, Nagad

was exempt from these regulations. As a result, Nagad's monthly cash-in, cash-

out, and transfer money limit was initially set at 5 lakhs, with a daily restriction

of BDT 250,000.

1.2.0 Conclusion and Recommendation

• Nagad was a victim of hacking in the initial stages due to poor servers.

A valuable information system reduces the danger of hacking and

delivers a fault-free system for the user. It aids in the development of

consumer trust and the establishment of long-term relationships.

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 • A Nagad user cannot withdraw money from atm machines. If the

information system is faultless, Nagad developers can easily design

software that connects with most of the ATM software in Bangladesh.

This integration will help Nagad's ATM cash-out difficulty. The bank

with an MFS will not be willing to utilize their ATM for Nagad.

Nonetheless, banks lack MFS, and on the positive side, Government

Bank would gladly supply their ATM for Nagad cash-out.

To sum up, Government MFS or Nagad arrives later but competes with the

rival by providing exclusive services to the account holder. Nagad can build

additional product differentiation services for sustainable development because

most MFSs serve the same customers. According to their vision, the firm will

be able to contribute to the production of financial assets for a substantial

portion of our people.

2.0.0 McDonald’s
McDonald's was the first major multinational fast-food corporation. It also had

the first drive-through window. Even now, McDonald's is a driving force in the

fast-food sector. Some of these advances are well publicized, while others are

meant to go unnoticed by customers. McDonald is pleased to have grown from

humble beginnings as a tiny restaurant to become one of the world's biggest

food service businesses, with over 36,000 outlets in over one hundred countries.

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2.1.0 Strategies behind this companies success

2.1.1 Wide Range of Customers

McDonald's ability to appeal to a diverse group of consumers is critical to its

success. According to a case study by business analyst Jim Nelson's, in June

1976, McDonald's developed a morning menu to attract more consumers.

According to Nelson, McDonald's invented the popular Chicken McNuggets in

1980. Happy Meals are appealing to youngsters, and the restaurant menu

provides a variety of options for parents. McDonald's caters to a wide range of

consumer tastes.

2.1.2 Availability

McDonald's has made convenience a fundamental aspect of its success.

Restaurants are so common in suburbs and cities that they are seldom more than

a few minutes distant by vehicle or foot. McDonald's is usually included or

within walking distance of shopping areas and strip malls. For consumer

convenience, some establishments have placed McDonald's restaurants inside.

2.1.3 Sophisticated Menu

To appeal to health-conscious customers, the fast-food chain began to provide

high-quality options on its menu. Customers can select between hamburgers and

salads as their main course. Apples might potentially replace French fries in

children's Happy Meals. McDonald's also promised to include nutrition

information on menu items that are easy for customers to understand. Customers

may view the calorie and fat levels to make more informed decisions. This

recognition of consumer wellness has contributed to McDonald's continued

success.

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2.1.4 Adapt to Customers Changing Tastes and Demands

McDonald's is prepared to take chances because the corporation recognizes the

importance of adapting to the demands and desires of customers. For example,

when customers became more health conscious, the corporation discontinued

the Super-Size choice and began offering healthier alternatives. Furthermore,

the organization provides localized goods based on local tastes. For instance,

when McDonald’s first came to India, they started to sell beef burger. However,

it is forbidden to consume beef in most of the states of the country. So, they

started selling veggie meals and because a lot of people in India are vegetarian,

they became successful eventually.

2.2.0 Recommendation and Conclusion

• The company is recently using an awful food image. People

started questioning them whether they were using appropriate

ingredients. They also questioned why their food does not rot.

McDonald's began a social media campaign last week urging

people to raise questions about the ingredients it employs to

protect the image of its cuisine.

• McDonald’s should reduce the lack of flexibility. People prefer

knowing exactly what they'll receive when they order a Big Mac,

which has long been one of McDonald's draws. McDonald's has

installed prep tables in its kitchens that can contain more

toppings and sauces to provide greater personalization in the

future. In addition, the firm is piloting a "Build-Your-Own-

Burger" option in Southern California, where customers may

choose their own bun, patty, and toppings. McDonald's has

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 previously said that it intends to implement the style

countrywide in Australia.

To sum up, McDonald's has been successful in the food service sector by

employing efficient techniques and maintaining high quality standards,

allowing them to obtain a competitive edge. These are some of the techniques

incorporated into the company's business plan that enabled McDonald's to

garner widespread popularity.

3.0.0 Nike
Nike, Inc. is a multinational corporation based in the United States that

participates in the design, development, manufacture, and global marketing and

sales of clothes, footwear, accessories, equipment, and services. A key point to

note is that Nike outsources all its components.

3.1.0 Nikes Success factors:

3.1.1 Marketing Activities

Nike supports various high-profile sports and athlete teams all around the world,

using the well-known brand name "Just Do It" and the Swoosh emblem. Nike's

success may be attributed to their marketing approach. It is positioned as an

expensive product with a premium brand that sells well-designed items. Nike's

marketing approach is built on building a brand image through a unique logo

and advertising tagline.

3.1.2 Huge Investment in R&D

Nike recognizes customer requirements and employs research and development

to create superior quality athletic items. Nike responds to global customer

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interest and constantly appeals to shifting demographics and new markets in an

extremely competitive sector. Nike generates demand by making wise

investments in people, R&D assets, and a well-managed supply chain.

3.1.3 Wider Range of Products

Nike is the world's leading marketer, distributor, and creator of authentic

athletic footwear, clothes, equipment, and accessories for a wide range of fitness

and sports activities. Nike provides a wide range of items, including athletic

clothes, footwear, jerseys, shorts, shoes, and other apparel for a variety of sports,

including baseball, ice hockey, track and field, soccer, tennis, basketball,

lacrosse, and cricket.

3.2.0 Recommendations and Conclusion

• Nike should re-evaluate Ernst and Young's monitoring services and

demand more complete inspections of Code of Conduct compliance

undertaken by qualified industrial hygienists in future audits.

• Bangladesh is a country of diversified people. There are many local

footwear industries and brands which are doing great because there are

no famous brands like adidas or Nike or reebok. Nike should bring its

all services to countries like Bangladesh so that it can capture the market

more easily as well as gather raw materials and distribute it in the global

market.

To conclude, Nike has enjoyed consistent profitability due to its superior sports

shoes, product diversification, and positive relationships with its suppliers and

distributors.

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4.0.0 Dell Technologies
The founder and CEO of Dell Technologies is Michael Dell. It is one of the

world’s biggest technological industries. In 1984, Dell acted on the idea that a

manufacturer selling PCs directly had many advantages over the retail route that

involved intermediaries. In 1986, Dell revealed a 12-MH 286 processor, the

fastest PC in that period. The selling price of this product highly compared

favorably with a competing computer by IBM, and it became a momentous

success in the market. He emphasized focus on customers and made quality

products and effective customer services his priorities. By the year 1992, the

company was ranked in the top five hundred corporations. Dell Company

launched its first servers in 1996 storage products in the year 1998. As of 2020,

Dell is ranked 27th richest in the world & its net worth is around $40 billion

dollars.

4.1.0 Michael Dell is behind the success of Dell:

4.1.1 Innovate When You See an Opportunity

Michael recognized the huge opportunity he had to offer better service and

cheaper laptops in a market that was gradually warming up to personal

computers in a big way.

4.1.2 Fuel Your Passion

If you are not enthusiastic about what you do, it will reflect on your

performance, and eventually stop you from achieving your full potential.

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4.1.3 Failure is a Part of Life

Dell has gone his entire career failing from one project to another, but he has

always maintained that what he learned, in the end, is invaluable. So, we should

learn from our own mistakes and the mistakes of others.

4.2.0 Three key strengths that gave the Dell’s company a competitive

advantage:

i) Ability to produce high performance products compatible with IBM

standards.

ii) Ability to maintain an efficient and flexible manufacturing operation.

iii) Dell's direct relationship marketing concept: Dell gets real-time input from

its customers regarding their product and service requirements, their feedback

helps Dell in making in improvements & marketing accordingly.

4.3.0 Strategic decisions that are reasons behind Dell’s success

• Just in Time Service: Dell Follows business model that provides just in

time service. It means continuously seeking ways to make processes more

efficient.

• Fast Decision Making: While we strive to always make the right choice,

Michael Dell believes that it's better to be the first at the risk of being wrong

than it is to be 100% perfect two years too late. Nobody can make the

quickest or best decisions without data. The main key to any competitive

advantage is Information. But information doesn't automatically just drop

by your office to pay you a visit. You've got to go out and gather it

effectively.

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• Focus on the Best Solution, not the Best Technology: Dell waits until the

cost of that technology falls low enough for it to be filled into computers at

state-of-the-art warehouses and then sold directly at a cheap price, which

allows the company to drive for share and profitability.

• Delivering the Best Possible Customer Experience: Dell has become

market leader because of a persistent focus on delivering the best possible

customer experience by directly selling computing products and services.

4.4.0 Recommendations:

1. Dell shouldn’t be limited to only three strengths rather increase its

strengths.

2. Dell should take all the necessary steps to become the best value provider.

3. It should provide more customer service to increase customer loyalty.

5.0.0 Tesla Motors

Tesla was officially built in 2003 with the goal of inventing an electric car that

was enormously powerful, beautiful, and with zero emissions. The United

States car market is covered with established automakers like Ford, Honda, and

Chevrolet. Even so, one company stands out from the mix: electric car maker

Tesla Motors. In the year 2008, Elon Musk became the company’s CEO and

product architect, a position he holds even now as of March 2022. Also in 2008,

Tesla released its first automobile, the Roadster sports car. Tesla Motors and its

CEO gained fame in 2012 when it released its flagship car the Model S. Tesla

Motors aims to invent more affordable electric car options to attract a broader

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customer base. The truth is that Tesla Motors has modified from a start-up to an

established industry player. That does not change its remarkable story and its

position as a pioneer in the frontier of electronic cars. The electric car market is

growing rapidly, with luxurious automakers like BMW and Mercedes Benz

jumping into space. Expert analysts assume that the total global sales of electric

vehicles will be 30% of all new car sales by 2030. The Future of Tesla E-

Commerce includes:

• Invent stunning solar roofs with seamlessly integrated battery storage.

• Develop self-driving system that is ten times safer than manual via fleet

learning.

• Make your car capable of making money for you when you aren’t using it.

5.1.0 Three strategies that Tesla Company follows to keep its

competitive position:

1. Adapting Change: For adapting with the changing situations, it focuses on

providing new offerings and features that target a wider range of customers.

2. Global Expansion of Business: To stay competitive in the niche market,

Tesla Motors has expanded its business globally with locations in the U.S. &

China.

3. Low-Cost Provider: To keep prices down on lithium battery packs, Tesla &

key strategic partners, as well as Panasonic, built a Giga-factory in Nevada that

produces the Model-3, battery, and energy storage products.

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5.2.0 Strategic decisions that are reasons behind Tesla’s success

1. Focus on Innovating and Providing Unique Cars: Tesla’s success is

often attributed to its excellence in manufacturing electric cars, power

trains systems, and other components. The company focuses on one

product, which has a lot to do with Tesla’s success. Even though it

offers several verities and models now, they are extremely limited and

unique. Its models on the market as of March 2022 include the Model

S, the SUV-style Model X, the less expensive Model 3, and the

crossover Model Y.

2. Emerging E-Commerce Growth Tactics: Building Tesla’s enterprise

resource planning (ERP) software for expanding its system capabilities

and shift to online sales model for reimagining the physical retail

experience.

3. Technological Management: The core technologies that run the

company are represented as the “central nervous system” of Tesla. They

control mostly every aspect of business operations and are critical to the

execution of its business strategy. These enterprise management

systems forced the company to build IT systems in-house, which is why

Tesla’s proprietary enterprise software is some of the most valuable

technology in the entire company.

5.3.0 Recommendations:

1. Tesla Motors should not think that potential competitors are weak.

2. It should invent or release a wider variety of cars to gain a broader range of

customers.

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3. Shouldn’t become fully online selling it should also keep some offline

selling options.

6.0.0 AKIJ GROUP

AKIJ GROUP is considered as one of the most aged industries that is still

sustaining with remarkable success and prosperity. It is one of the fastest

business conglomerates in Bangladesh founded by Late Akij Uddin Sheikh.

Akij Uddin started the business in the 1950s with a specific product of cigarette

naming Akij Biri. It is one of the well-known units of Akij Group and it is one

of the oldest and most well-known products across the country. In the late 1970s

Dhaka Tobacco Industries came to the fold of Akij Group. Since its humble

start, it has been developed into a huge corporation of infallible quality and

excellent service. It values its consumers as unique individuals and always

ensures quality goods to satisfy the needs of each distinct consumer group. Since

1950s, it has been progressing with tremendous pace in the industrial arena of

Bangladesh. AKIJ group has never limited its aims to only gaining profit. On

the contrary, playing a part in developing the country economically and working

hard to preserve its environment and culture. At present, there are twenty-one

different companies under Akij Group including Akij Shipping, Akij Agro-

Processing, Akij Steel etc. Although Akij Uddin is not well known to the current

generation as a successful entrepreneur and industrialist, but Akij Uddin is a

well-known name in the business world of Bangladesh.

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6.1.0 Strategic decisions that are reasons behind Akij’s success

1. Focus on Honesty, Dedication and Being Low-Cost Provider: Akij

Uddin was everyone’s favorite because of his good manners, which

helped him a lot when he started his business. Akij used to run a business

with honesty and dedication as well as selling cheap products. One of

his business decisions was to sell quality products cheaper than others

in the market.

2. Following Own Passion and Providing Best Quality: Due to Akij’s

interest in tobacco, he started producing tobacco himself in 1952 and

bought tobacco leaves from the surrounding areas to find out assorted

flavors of tobacco and let his friends taste (smoke) them. This is how

Akij Uddin was able to make better tobacco in terms of taste and smell

than the existing tobacco brands in the market. So, tobacco made by Akij

became incredibly famous in an abbreviated time.

3. Never Giving Up: The surrounding traders became jealous of Akij. One

night when the fire broke out in the shop, Akij tried to get out through

the front door and realized that the door of the shop was closed from

outside. Akij somehow managed to come out with 4,000 TK, but the

whole shop including the goods was burnt in that fire. Akij wasn’t

disappointed even though his goods worth Tk 30,000 were burnt in that

incident. Without giving up, he set up shop and factory again. Thus, after

many difficulties he achieved success.

6.2.0 Recommendations:

1. Sometimes honesty & dedication isn’t enough, a businessperson should also

be clever and reduce risk as much as possible.

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2. Following own passion is good but not always. Like- one shouldn’t have the

passion to become rich quickly by taking bribe because it’s unethical.

3. Sometimes giving up is the best option. One should give up when he knows

himself and his abilities better is not failure.

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7.0.0 Praava Health
Praava Health is the fastest-growing healthcare brand in Bangladesh. They have

celebrated 5 years of its journey of providing affordable, world-class quality

healthcare services to its patients in Dhaka and across Bangladesh in 2022.

Sylvana Quader Sinha is the Founder, MD, and CEO of Praava Health. Praava

Health has served more than 390,000 patients since its inauguration in 2017.

Among other milestones, this year, Praava's lab has received accreditation from

BAB (Bangladesh Accreditation Board) and ISO 15189-2012, making it one of

only six internationally accredited labs in Bangladesh.

7.1.0 Achievements of Praava Health

1. Do things the right way: Praava does things in a unique way, with a

care model that improves experiences and outcomes through world-class

clinics, technology, and business innovations.

2. Take the virtual platform: Praava chose the brick-and-click in-clinic

and virtual care models in Bangladesh to reduce hospitalizations and the

burden on health systems and patients.

3. Explore the opportunity: When COVID-19 hit Bangladesh, Praava

jumped to action by developing a digital intermediary product called

Praanno for at-home management for 80% of COVID patients not

requiring hospitalization. To date, 86% of Praanno patients successfully

recovered at home, compared to 49% nationally.

7.2.0 Three key strengths that gave Praava Health a competitive

advantage

1. Ability to provide affordable health care facilities.

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 2. Ability to maintain quality diagnostic testing

3. Ability to provide technology to create a seamless patient experience.

7.3.0 Strategic decisions that are reasons behind Praava Health’s

success

• Brick-and-click” healthcare platform - Praava's “brick-and-click”

healthcare platform integrates digital health and in-clinic experiences

convenient to where everyone lives, works, and clicks.

• Creating Value for Customers: Praava’s online medical services and

home services has made many people’s lives easier and happier. The

bundle offers, for e.g., yearly subscription for consultations, exclusive

health check-ups etc., have made medical services available at

affordable prices.

• Delivering the Best Possible Customer Experience: Praava preserves

all medical reports and tests in their Praava Health App and delivers the

best after service customer care.

7.4.0 Recommendations:

1. Praava Health need to reach out to more people and build trust in the

market

2. It should provide more customer service to increase customer loyalty.

8.0.0 Airbnb
Airbnb, Inc. is based in San Francisco, California, operates an online

marketplace focused on short-term homestays and experiences. The company

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acts as a broker and charges a commission from each booking. The company

was founded in 2008 by Brian Chesky, Nathan Blecharczyk, and Joe Gebbia.

Airbnb is a shortened version of its original name, AirBedandBreakfast.com.

The company has been the subject of criticism for lack of regulations and

enabling increases in home rents. Airbnb is well-positioned for long-term

growth.

8.1.0 Key Pillars of Airbnb

There are three pillars on which Airbnb’s new product features, marketing

initiatives, new services, and trial programs will be aligned:

• Live anywhere on Airbnb- Designed for this new world by making it

even easier for guests to live on Airbnb. They believe that living

somewhere enables deeper connections to local communities and the

people who live there.

• Unlock the next generation of Hosts - To unlock the next generation

of Hosts, they have listened to thousands of people to understand what

obstacles, myths, and misconceptions there are to becoming a Host.

• Airbnb becomes the ultimate Host- The goal is to provide the ultimate

service for guests, anticipating their needs and going beyond—just like

a good Host. By offering a more personalized service, they can

dramatically improve the experience for millions of guests around the

world.

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8.2.0 Strategies that Airbnb follows to keep its competitive position

1. Global Expansion of Business: To stay competitive, Airbnb has

expanded its business globally with locations in the Bangladesh, India,

China etc.

2. Low-Cost Provider: Airbnb offers its products below the average hotel

fares to gain market share.

8.3.0 Strategic decisions that are reasons behind Airbnb’s success

1. Following a platform business model. The participants of Airbnb are

hosts who offer their properties or organize experiences for guests and

travelers who use their services. Airbnb does not own any real estate it

lists, nor does it host events and experiences it offers. It serves as a

broker between suppliers and consumers, receiving a commission of 9%

to 15%.

2. Prominent level of technology integration into various business

processes- Airbnb uniquely leverages technology to economically

empower millions of people around the world to unlock and monetize

their spaces, passions, and talents to become hospitality entrepreneurs.

Airbnb is exploring machine learning algorithms and AI to build a

deeper understanding of images, improve reviews using natural

language processing (NLP) and support more advanced search using

NLP.

3. Focus on community and trust- Airbnb aims to keep guests and hosts

safe via a wide range of measures such as risk scoring, background

checks, 24/7 global assistance, secure payments, and account protection.

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8.4.0 Recommendations:

1. Be Inclusive of all Nationalities- Embracing this value will allow hosts

to improve their occupancy rate for the following reason.

2. Should offer some attractive promotional packages to customers

9.0.0 Reckitt Benckiser (Bangladesh) PLC

Reckitt Benckiser (Bangladesh) PLC is a subsidiary of Reckitt Benckiser Plc.-

one of the largest household products manufacturers in the world. The global

giant has started its journey in the south Asian region in 1962 as Robinson’s

Foods (Pakistan) Limited. In 1972, the company was renamed Robinson’s

Foods (Bangladesh) Limited which was again renamed Robinson’s Bangladesh

Limited in 1978. The merger of Robinson’s Bangladesh Limited with Reckitt

and Colman in 1985 changed the company's name again and named it Reckitt

and Colman Bangladesh Ltd. Another merger with Benckiser took place in 1999

and eventually the company was renamed Reckitt Benckiser (Bangladesh)

limited in 2000 and now to Reckitt Benckiser (Bangladesh) PLC. Reckitt has a

vision of creating a world where people are healthy and can lead a better life.

To achieve this motto the company is passionately delivering better solutions to

its consumers, as part of its mission. The company focuses on the small issues

consumers face in daily life and then produces brilliant solutions to those

problems. This vision of Reckitt and its continuous product development has

made it one of the leading consumer goods brands in the world. The company

has more than fifteen successful brands in the global market, among them

Harpic and Dettol are the prominent ones.

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Few achievements of Reckitt Benckiser are as below:

1. Drive excellence in e-commerce

2. Reinforce the global durable foundation in Bangladesh by

manufacturing Dettol and Harpic locally

3. Active portfolio management -focusing on categories and brands that

deliver margin growth.

However, the successful execution of the sustainability strategy at Reckitt

Benckiser positions it among the leaders of the industry supported by elevated

level of engagement across all three corporate sustainability dimensions.

9.1.0 Strategic decisions that are reasons behind Reckitt’s success

1. Drive growth, rebuild a strong earnings model and outperform with

mid-single digit organic top-line, mid twenty’s margins, and 7-9% EPS

growth

2. Enable improved growth by investing in key capabilities to strengthen

product innovation and enhance customer service, with sustainability at

the heart of everything we do.

3. Market excellence: seeking to accelerate the growth of Reckitt’s brands

through the development of a best-in-class Marketing function and to

drive a step-change in the brand building capability.

4. Sales Outperformance: re-building this historic strength of Reckitt,

turning the sales capability into a competitive differentiator.

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9.2.0 Recommendations:

1. Reckitt should conduct regular R&D before launching any new product

in Bangladesh market that are globally sold by Reckitt group

2. There should be more visibility of the Reckitt products in the market.

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10.0.0 Netflix
We already watch different things and in separate ways during the day and night

thanks to Netflix. The traditional cable TV industry has been effectively

disrupted by this platform, which has also introduced major technical

advancements like machine learning and digital streaming. Netflix has been

operating in the industry for twenty years, and they continue to bring new,

creative opportunities every day. This keeps the crowd coming back to this

massive entertainment venue. Customers only stick with this platform because

Netflix understands how to meet their wants by providing them with an

exceptional experience.

10.1.0 Strategic Reasons Behind the Success

Strategic agility is one of the major reasons for the streaming service's

extraordinary success. For companies of all sizes, Netflix's capacity to adapt to

expansion is a lesson. The following are some of the strategic decisions behind

Netflix’s success:

10.2.0 Competitive Strategy

• Cost Leadership: It secures competitive advantage through decreased

expenses and, commonly, lowered selling prices, is Netflix Inc.'s general

business strategy. Without necessarily being a best-cost supplier, this

general strategy allows the online entertainment company's business

model, which is competitiveness built on low costs and the associated

capacity to offer at inexpensive rates. In contrast to focus methods,

which concentrate on market niches, Netflix widely attracts more users

in the web-based entertainment business. For instance, the media

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 streaming business leverages its market advantages to expand its

consumer base abroad.

• Differentiation: Netflix leverages differentiation in their operations

even if cost leadership is primarily its general approach for competitive

advantage. Differentiating an online firm and its products from the

competition is what differentiation, as a general marketing technique,

entails. For instance, in addition to streaming video from other sources,

Netflix creates its own unique content to gain a competitive edge. The

company model can attract and keep clients thanks to the differentiation

generic approach, which supports intense growth plans for further

development of online operations.

10.3.0 Growth Strategies

• Market Penetration: It is Netflix Inc.'s primary intense growth strategy

for extending its commercial operations and global market reach. How

Netflix's generic approach retains competitive advantages to acquire and

keep more consumers in current markets will determine whether his

growth plan's goal of increasing revenues and market share is achieved.

The way the general strategy and intense growth plans are implemented

as a component of the digital business model is also influenced by other

strategic areas.

• Market Development: Although it is merely a secondary intense

growth method, market expansion aids in Netflix's organizational

development. The company's current digital streaming service and

creative content are sold to new markets as part of its market growth

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 strategy. One of Netflix's objectives in using this growth plan, for

instance, is to expand the company by entering more regions that serve

as new marketplaces. By making the online service appealing based on

price affordability, the company's generic cost leadership approach

helps this aggressive expansion plan succeed.

10.4.0 Recommendation

Followings are the strategic suggestions for future growth of Netflix:

• To sustain both its revenues and its user base, Netflix should improve its

pricing strategy and implement a dynamic pricing plan depending on

rates supplied by rivals.

• It is advised that the corporation reduce the amount of third-party

material and concentrate on its own unique content, which is difficult

for rivals to imitate.

• The Indian government recently changed the rules for OTT platforms

because it wants more openness over shared material. Only by abiding

by all existing rules will the corporation be able to maintain its

expansion in emerging market economies like India.

11.0.0 Toyota
Toyota Motor Company was established in 1937, Toyota Motor Sales was

established in 1950, and in 1982, all three entities united to become Toyota

Motor Corporation. “The Toyota Way” strives to highlight core principles and

characteristics of the company's management style. It is the name given to the

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company's values and operating style regarding management. By enhancing

lives all around the world with safe and ethical methods of transportation,

Toyota intends to pave the path for the future of mobility. Through a dedication

to quality, ongoing innovation, and care for the environment, they aim to surpass

expectations.

11.1.0 Strategic Reasons Behind the Success

Operational excellence is the key to Toyota's performance's astounding

constancy. Its success depends on its capacity to develop leaders and managers,

groups, culture, partnerships with suppliers, and to keep an organization that is

always learning. The key strategic decisions that led to current success are

follows:

11.1.1 Strong R&D focus

Toyota is widely known for producing high-quality vehicles at affordable

prices. Focusing on R&D enables businesses to continually create new goods

and enhance the capabilities of their current ones. Toyota follows the principle

of "ideal automobiles for the right markets." For instance, hybrid vehicles were

created especially for buyers who are concerned about environmental concerns.

Toyota's overall goal when entering a new market is to produce the best product

feasible based on consumer preferences at a reasonable cost without sacrificing

quality.

11.1.2 Extensive Network for Manufacturing and Delivery

Toyota has exceptionally extensive and dispersed distribution and production

networks. The Toyota production system, or TPS, is built on methods like "Just

in Time." Other competitors couldn't manage to employ this production method,

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as effectively as Toyota, giving them a distinct brand identity and a competitive

edge.

11.1.3 Gain from Expanding Relationships

Toyota and BMW signed a strategic agreement in 2012 to work together on

technological development projects such the creation of sport vehicle parts, fuel

cell systems, electrification of drivetrains, and research and development in

lightweight materials. This arrangement increased manufacturing of the latest

items, raised technological equipment, and increased sales.

11.2.0 Recommendation

To cope up with the ever-changing business environment, Toyota may take the

following measures:

11.2.1 Broadening the Range of Products

Toyota is financially stable, but as consumer competition increases, it should

endeavor to explore new areas and markets to expand into to achieve quicker

growth. New markets provide a great chance to boost sales and revenue.

11.2.2 Focus on Asian Markets

Despite a downturn in economic growth in this region, Toyota must focus on

the Chinese, Indian, Indonesian, and Thai markets as a potential for quicker

growth. Over the last few decades, the Asian region has had the fastest economic

growth. Particularly, Toyota has a limited presence in the Indian market, which

presents an immense potential.

11.2.3 Safety and Risk Avoidance

Reforming the company and cost structures to be more flexible should be one

of Toyota's objectives. This makes it possible to improve the management

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platform and make it more adaptable to changes in the political and economic

market.

12.0.0 bKash
A joint venture between BRAC Bank Limited in Bangladesh and Money in

Motion LLC in the United States gave birth to bKash Limited, a BRAC Bank

subsidiary. The main goal of bKash is to provide Bangladeshi citizens with

access to a wider variety of financial services. It places a specific emphasis on

delivering services that are practical, reasonable, and dependable to the nation's

low-income population to promote greater financial inclusion.

12.1.0 Strategic Reasons Behind the Success

For a company to be successful, it must utilize its resources and capabilities in

a creative and efficient manner to develop core competencies that, when used

in the form of effective strategies, may become the firm's competitive edge.

Below are the strategies which are behind the success of bKash:

12.1.1 Effective Usage of Capabilities and Resources

The development of bKash's core strengths of Brand awareness and a strong

agent network has been made possible by the effective use of its resources and

skills. Which has given them a comparative advantage over their rivals DBBL

with greater brand awareness among the client base, a stronger agent network

throughout the country, and effective marketing their financial facilities more

proactively.

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12.1.2 Superior Customer Responsiveness

bKash's extensive network of authorized bKash agents in Bangladesh has been

used to try to offer improved client responsiveness. Additionally, they have

customer service centers in each of the six districts, and an online application

form is accessible for any inquiries clients may have. By regularly updating

their software and conducting normal maintenance, bKash has also sought to

concentrate on offering the most crucial financial services to their target clients

and make sure their services are accessible to them in a fast and dependable

manner.

12.2.0 Recommendation

bKash must broaden its operations and scope of services to keep up with the

industry's expansion. The following are some recommendations:

• bKash Limited needs to improve the problem-solving abilities of its

customer support representatives. since they are the ones who

consumers seek advice and information from. To resolve the customer’s

issue, adequate training and direction successfully and efficiently are

required.

• bKash may expand its offerings in the future and add insurance or

deposit-saving features as well. More individuals will be attracted to

these services because of their greater reach and will be classified as

financial services.

• Along with the RMG sector, bKash may implement payment systems or

sustainable ecosystem initiatives in other industries like agriculture,

pharmaceutical, etc.

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13.0.0 Conclusion
The benefits of strategic management are typically seen as both financial and
non-financial. A key duty of a board of directors is conducted via a strategic
management process, which aids a business and its leadership in thinking about
and making plans. The organization's and its employees' direction are
established through strategic management. Effective strategic management
continually prepares, monitors, and evaluates an organization's operations in
contrast to static strategic plans, increasing operational effectiveness, market
share, and profitability. Businesses in the modern, globalized world face
constant challenges and disruptions from emerging innovations. In these
situations, strategic management served as a safety net and an engine for the
twelve businesses. These successful organizations are most informed about
their products and services, which enables them to predict and plan their
upcoming moves. This is because they anticipate what their rivals will do next
using the strategic management philosophy. They keep a close eye on the
shifting market trends and take advantage of the chances that present themselves
in their industry-relevant areas to sustain their company's place in the market.
Contemporarily, it has become necessary for organizations to have an effective
strategy, however, failing to do so means inability to take on the ever-
challenging market competitions.

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