Business Strategy

Group Business Plan Project
CAMP TO BANGLADESH
1. PROFLIE OF THE TEAM
TASHFIN YAMIN BASHAR

053-267-030
Concentration: Finance and Business Policy & Strategy
North South University
WASIT SABER JAFRI

053-217-030
Concentration: Finance and Marketing
MD. SADAR UDDIN CHOWDHURY

053-304-030
Concentration: Finance & Accounting
SHAIKH ABU MAKSUD

053-405-030
Concentration: Finance & HRM
TAHSIN UR RAHMAN
061-486-030
Concentration: Finance & Marketing
HASIB MAHMUD
053-336-030
Concentration: Finance & Marketing
STRATEGIC MANAGEMENT | MGT 489 PAGE | 1

CAMP TO BANGLADESH
2. COMPANY OVERVIEW
Camp To Bangladesh (CTB) is a private company formed by six individuals having 25% of
the company share each. Each of the partners of the company will be ascending a managerial
role in the organization and will be working as a team to take any sorts of decision regarding
the execution and development of the company.
CTB is basically going to provide its target customers with camp ground along with other
camping related facilities and equipments. Campers will be just coming with the mental
preparation for spending time under the open sky in tents and do different sports, recreational
and educational activities that they will be planning to do while camping. This planning and
all other relevant facilitation will be done by the CTB camping program and site - facilities
staffs. There will also be a side Flower Business where flower gardening will be done and
flower will be sold to potential customers.
2.1 MISSION STATEMENT
“The mission of Camp To Bangladesh is to enrich the lives of children, youth and adults
by developing a camping culture that would enable everyone to have a recreation where
they can also share their responsibility for the environment through the camp experience”.
2.2 VISION STATEMENT
“We believe that each of us plays an important role in the stewardship of our environment
—both natural and man-made. Through camping we can help children grow into
committed, responsible citizens by teaching them to appreciate, respect, and care for the
world in which they live. Staying in the midst of a bustling urban life, an exciting and
adventurous stay in a campground with family, friends or colleagues can be a great
recreation that can also enrich our knowledge and thus contribute for the positive change
in the world”.

CAMP TO BANGLADESH
2.3 KEY PRODUCTS/SERVICES
The key product of Camp To Bangladesh is providing with camping facilities. Apart from
this there will also be a side business of Flower plantation and selling in the camp ground.
The camping business will be having four types of camping program initially;
• FAMILY CAMPING:
Family camping will assist in spending the quality time with young ones and spouse
and with all those accompanying a person in her/his family camping tour.
Family camping can be a great adventure activity at a home away from home. Some
of the adventure activities that a family can be indulged at the campsite are - fishing,
cycling, boating, plantation, hiking, etc.
This will give an opportunity to enjoy some of the precious moments at family camp
site like dinner of mouth watering roasted chicken, loud laughing sounds of kid's
playing and the bash of fresh morning air on face. Camping with kids and with family
members is great family pleasure.
• WEEKEND CAMPING:
CTB will also provide the weekend camping package that can work as a good option
for those who just want to break free from their usual work schedule of daily life.
Camping gives a chance to relax and recharge to worn out batteries by indulging in
some past time activities such as angling, fishing, and nature walks and boating. This
sort of camping will basically comprise of a day long program and overnight stay in
tents.
• SUMMER CAMPING:
Summer Camping activity is an extreme adventure which is full of wonderment and
prudence and provides adventure- enthusiast a brimming gratification. On a summer
camping tour, one has to plan a little more cautiously since the weather is
unpredictable and volatile in Bangladesh. One must not underrate the whimsicality of
the summer weather; anticipate the worst so you will not have any repellent
stupefaction. But this is the most exciting particularly because of the weather. The

CAMP TO BANGLADESH
summer camping can include boating, fishing, swimming, bird watching and
photography etc.
• WINTER CAMPING:
The weather is favorable at this time as the volatility is relatively lower than summer
time. Also the winter season is rather a congenial time period for the people of
different age group to go for Camping. Hiking will be an encouraging activity at this
season along with bird watching. This camping will emphasize more on outdoor
games and entertainment activities.
• FLOWER BUSINESS PRODUCTS:
The flowers that will be planted and sold from the camp ground will be mainly Rose,
Orchid, Gerberra, Heliconia, Anthorium, Gladiolus, Leather leaf fern and
Philodendron. The variety will increase in course of time and in accordance to
demand.
2.4 STRATEGIC OBJETIVES
• OBJECTIVE: Creating a culture to go for camping.

camping
There will be a public understanding of and support for the value of the camp
experience. If people are attracted in spending their recreational time by going for
camping that is close to nature and that entails positive learning for their children or
provides refreshing and adventurous time for them then they will continue taking this
service. Thus the quest to create a culture for camping will emerge.
• OBJECTIVE: Diversified market will be going for camping.

camping
An increasing number of children, youth, and adults of feasible social, cultural, and
economic groups, will have a camp experience. CTB will provide products suitable for
different age. Everyone will be able to find relevance and the need to go for a camping
trip. This will also supplement in building the culture for camping.

CAMP TO BANGLADESH
• OBJECTIVE: The camp experience will be of high quality.

quality
Any experience without quality cannot be sustained. Thus the service provided to the target
market to go for camping must entail service that would be regarded as value for money and
time spend in the camp ground is imperative to attract customers and retain them so that they
keep on coming for more camping and contribute in increasing market share and improving
services of CTB.
• OBJECTIVE: Contributing to the development of our nature by

creating environmental
learning for all.
Whoever will come to camp in CTB will be experiencing many activities that are environmental
friendly and socially responsible in nature. CTB will also have a flower plantation business.
Apart from generating cash for the financial support for the whole venture, this flower business
will also work in enhancing the overall beauty of the campground. Most importantly, CTB
staffs will be providing useful information about how to plant and nurture them to all the
visitors of the campground with the vision of enhancing the as general knowledge CTB visitors
of all ages. With the feasibility and opportunity, CTB will also incorporate fishery and firming
in the campground to augment the same vision.

CAMP TO BANGLADESH
3. INDUSTRY OVERVIEW AND ANALYSIS

3.1 PEST ANALYSIS (Political & Legal, Economic,
Social and
Technological)
• POLITICAL AND LEGAL FORCES:
Political Instability and influence: Political instability is the biggest barrier in
Bangladesh for any business ventures. Frequent strike or siege activities will hamper the
transportation to the location challenging. This will also affect the delivery of the
flowers to the point where vendors will come to pick them. Unstable security system
will also make it challenging to attract potential target market. Liaison with a particular
political party may have a dramatic influence in the start up and the continuation of the
business. Also the local mastans may also pose potential risk for the business if strong
political link in not maintained with the political parties.
Trade License: CTB will have to acquire a trade license from the City Corporation. A
certified copy of the Articles and Memorandum of Association of the Company, a copy
of the certificate of incorporation, statement of bank solvency of the company, and a
TIN (taxpayer’s identification number) Certificate of the company are the other
documents needed in this regard.
Tax authority: Registration with the concerned taxation authority (Deputy Commission
of Taxes of Company Circle, Zonal Taxation Department) under the National Board of
Revenue (NBR) and procure a TIN (Tax Information Number) for the new company is
required.
Register for VAT: Separate registration for the Value Added Tax should be obtained
from the Customs, Exercise and VAT Commission under NBR. The various Value
Added Taxes (VAT) incurred while operating will be regulated by the zonal “Customs,
Exercise and VAT Commission”.

CAMP TO BANGLADESH
Clearance Certification: CTB will need to prepare and submit an environmental impact
assessment report to the Directorate of Environment (DoE) to obtain a clearance
certificate for running the business.
Privatized security forces: The availability of security forces provided by many

renowned companies like ‘Group 4’ can be used to maintain the security of the camping
sites. These forces are highly accepted and relied upon by the people in Bangladesh.
Availability of suitable land and Leasing: Suitable land for making camp ground is
available in different parts of the country. Along with this the government is also
supportive in providing with government lands for ventures that have positive social
and environmental implication within it. Land leasing and buying can be easily possible
through this kind of presentation. Adding to that if the top management or owners of
any business venture possess strong political liaison with ruling part, then land
acquisition can be done with a very insignificant financial involvement. Land related
issues for flower business will be not significant as the land to be used in the flower
business will be a part of the campsite.
• ECONOMIC FORCES:
Income growth and GDP: The GDP growth has been calculated to grow by 5% in the
recent future. The income level of the middle to upper class population of the country is
also in the growing trend. Thus standard of living is going to be improved in these
social strata as well.
Infrastructural Development: There are significant infrastructural developments taking

place in Bangladesh. Transportation and telecommunication is developing in a
significant pace. However, electricity, water and gas supply are one of the crucial
utilities that are not being able to supply as per the market demand.
• SOCIAL FORCES:
Attitude on Recreation and tours: People are growing an attitude towards experiencing
with new products and servicing. Both in entertainment and tourism business, it is clear
that people are growing the trend of spending a considerable amount of their time and

CAMP TO BANGLADESH
money in entertainment or tours and travel. However, majority of the target market of
CTB are more prone to spend their vacation or recreational time in the near countries
like Singapore, Malaysia, Thailand, Nepal, India etc.
Climate Change: Bangladesh being a tropical country will have a seasonal

favorableness for the business. The camping season thus will be more favorable in the
winter seasons rather than in the summer.
Recreation & Tours in group: people prefer to travel and tour in groups mostly with
their families. Now-a-days, people most specifically college and university students and
corporate people prefer to go to tours and recreational activities with their friends and
colleagues as well. Staying in the midst of a bustling urban life, an exciting and
adventurous stay in a campground that is close to the nature will also be taken
overwhelmingly by the educated class of the country.
As for the Flower Business, there is large demand for flowers amongst people but the
supply of flower is not as adequate to meet the demand. A lot of good flower vendors
are existing and also many big hotels and other such organizations are in need of daily
flower supply.
• TECHNOLOGICAL FORCES:
Use of Internet: The use of internet has been increasing exponentially in Bangladesh.
Moreover, with the emergent of optical fiber, this usage and other related facilities will
grow potentially. The internet will help in promotional activities, booking and other
related activities as well. The networking and follow-up with the customers will also be
done within favorable cost via internet.
Telecommunication: People are growing the habit of using cell phone and they are also
responding to the various promotional activities that are being done via this mode. the
increased use of cell phone users and the existence of dynamic and corporate friendly
telecommunication service providers can be used to promote the business’s products
and offering via cell phone lines to potential customers.

CAMP TO BANGLADESH
Media Revolution: The revolutionary advancement in television, print, visual and other
media has made the promotional activities become more intense, creative and easily
available. This will also help is promoting and creating the need amongst the target
market of the business venture.
3.2 PORTERS FIVE FORCES
I. THREAT OF NEW ENTRANTS:
At present, the threat of new entrants is relatively low in this industry or strategic group;
although many fragmented industries are characterized by low entry barriers.
High Capital Requirement: The capital requirement in this project is quite high, which
requires any new company to make a heavy investment to setup plant. Because of large
amount of land and other fixed assets like buildings, pick-up vans, generators etc;
initially any kind of set up in this industry would require high initial cost. Therefore, it
would discourage new entrants as any loss in the new business would mean the loss of
the whole initial investment.
Switching Costs: The switching cost in this industry is low, which could encourage
some firms to enter in the market and take away our customers by providing better
service at a lower cost. This might indicate that threat of new entrants is high in tourism
industry. However, it must be understood that this kind of service industry also needs
some expertise and experience, which can be developed over the years. In this industry,

CAMP TO BANGLADESH
a firm must have a clear knowledge regarding customer demands and preferences and
how well they can be satisfied. At present, level of expertise available is quite low in
this industry. Therefore it would be difficult for firms to know their customer just in
few months and it’s also difficult for them to predict whether this business will click or
not. It would discourage also new entrants.
Economies of Scale: As the first mover, we will have relative cost advantage in future
associated with increasing customer base that will lower our cost structure. Because of
initial high investment and first mover’s advantages, our company will be able to attract
and deal with more clients at a time. Also, we will be able to serve customers better at
low cost because of specialization. Thus, we will be able to achieve economies of scale
in the long run. However, those firms who would start at a small scale would not be
able to achieve economies of scale and thereby would not be able to attract customers to
that extent or to maintain high profit margin.
Brand Loyalty: As the first mover, we may be able to establish significant brand
loyalty, which might be quite expensive and difficult for later entrants to break down.
The threat of new entries in flower business is relatively high. The flower production
and selling industry has not been established commercially as yet. Most of the flower
gardens from the rural segment is being managed and lead by some NGOs. Other than
that, there is some small number of flower producers in the country. However, the
potential and demand for flower business is very high. Switching cost to new flower
suppliers is low and there is no need for brand loyalty in this industry. Gaining
economies of scale is also quite easy for the new entrants at this stage of the industry.
II. INTENSITY OF RIVALRY AMONG ESTABLISHED COMPANIES:
As tourism industry is a fragmented one, competitive struggle among companies in the

industry to gain market share from each other is high.
Industry Demand: The tour and travel industry normally attracts a very small segment
of population in our country and therefore, high intensity of rivalry is there between
competitors. The major rivals of our camping project are picnic spots, package tours
and resorts. As this is a fragmented industry, price is set according to the demand and

CAMP TO BANGLADESH
supply of buyers and sellers. Therefore, as in fragmented industry, competitors like to
take each other’s market share by offering low price and better quality. Again, as
switching cost is low in tourism industry, higher quality services with better features
can attract more customers. So, the rivalry can turn even more intense.
Growth of the Industry: The growth of the industry is slow as income level of general
people in the country is low; therefore, spending on recreational activities is quite low.
That also results in intense competition as competitor is competing to sustain their profit
and to have a significant market in such small market. Foreign competition is high too
as many would like to spend abroad at different tour and travel projects. Therefore the
firms in this economy face a significant amount of pressure to attract customer to come
to their and have some nice time. As volume of buyer is quite low comparing to tour
and travel firm competition is really intense in this economy. However, the trend
towards local tours and travel is increasing favorableness.
Diverse Competitors: In the tourism industry, we have competitors like service

providers of package tours, holiday resorts, picnic tours; which are quite diverse in
nature. This might lead to high intensity of rivalry.
High Fixed Cost: Maintaining a camping project might require high fixed cost, which
results stronger rivalry.
Exit Barriers: Exit barrier is quite high for our project because of the fact that
investments in assets such as camping equipments and operating facilities are difficult
to be sold off. It might be difficult to get fare value of equipments after selling off. This
indicates a high cost of exit.
The intensity of rivalry amongst the existing flower production business is very low.
The whole industry is not yet commercialized. Growth of the industry is also not very
rapid. At the same time exit barrier is not significant along with the low involvement of
fixed cost.
III. BARGAINING POWER OF BUYERS:
Bargaining power of buyer is high in this tourism industry.

CAMP TO BANGLADESH
Bargaining Leverage: In this industry, the buyers have the ability to bargain down
prices charged by companies in the industry and to raise costs of these companies by
demanding better services. As buyers are low in numbers, competitors would want to
provide their services at a lower cost.
Lower Switching Cost: As it costs less time, money and energy for a customer to
switch from the services offered by one company to the services offered by another
company in tourism industry; bargaining power of buyers is high.
Substitute Products: Tourism industry has substitutes, so that customers can switch to
that. Televisions and movies are big recreations for general people. There are also
theme parks close to city, where people could go and enjoy; instead of going to
camping. Therefore, bargaining power of buyers is high and they can put pressure on
our company to lower cost and to provide better services.
In the business-to-business flower production industry, the bargaining power of buyers

is relatively low. This is because the number of suppliers is low and thus they need to
rely on some very few suppliers. There is also no substitution to the natural flowers in
this regard.
IV. BARGAINING POWER OF SUPPLIERS:
There is no potential threat from supplier as in forward integration. Here, suppliers do

not have that kind of bargaining power as there are not much raw materials or
inventories involved in the tourism industry. There might be some inventory involved
in our side business of flowers. In general, our camping company would buy at bulks,
so we might have low bargaining power when we go to buy tents and other accessories
of camping. Supplies of camping equipments can also be imported from abroad.
However, this would not put much pressure on the company as actual purchase of these
things to total investment would be quite low.
In the flower business, the bargaining power is basically in the hands of the suppliers.
This is because there are very few suppliers and the demand exceeds the supply. Along
with that a perishable goods like flower needs constant supply as well. Thus the power
is more towards the suppliers in this industry.

CAMP TO BANGLADESH
V. THREAT OF SUBSTITUTES:
Threat of substitute is quite high in this industry. As there are so many things to do for
recreation, so that customers could easily switch their recreation mode it they are not
satisfied with tourism industry. Television and movies could take away our customers.
Also, people could go to theme parks rather than go for camping. As these substitute
companies also provide their services at low cost, customer can easily switch to other
modes of recreation. Thereby, it is important to always come up with new concepts to
serve the customers at low price with the superior quality.
Flower business does not have any threats from substitutes as natural live flower cannot
be replaced by anything.
3.3 PORTER’S DIAMOND MODEL
Governm
Factors
ent
Endowmen
t
Demand Related
Conditions Industries
Intensity
of Rivalry
Chance

CAMP TO BANGLADESH
I. FACTOR ENDOWMENTS:
Factors of production of our camping project in the home country include Basic factors
like labor, raw materials, capital, and Advanced factors such as physical infrastructure
( at present, we have much improved roads and transportation system) and utilities. To
explore the role of factors in the competitive advantage of a nation, the concept must be
made more meaningful to industry competition. This concept is also relevant for the
flower business. Factors of production are often described in very broad terms such as
land, labor, and capital, which are too general to bear on competitive advantage in
strategically distinct industries. Factors can be grouped into number of broad categories:
Human Resource: Bangladesh is a country with ample availability of cheap labor

which puts us in an advantageous position that labors are readily available. However,
there is not enough trained workforce in our country. Human resource plays an
important role in our business as sophisticated and trained workforce is very important
for such a new concept in our country. Trained people are also required for our flower
business. Farmers with experience in gardening will also be possible to recruit for the
camp business.
Physical Resource: Superior physical resource is required in order to achieve a lower

cost structure. As we don’t have to import our basic materials, this business can be very
profitable even though it’s initial high investment.
Knowledge Resource: In order to innovate and to be accustomed with changes in

people’s taste, superior knowledge resource is crucial in determining competitive
success or failure of such a project. The flower business will not require intense
knowledge rather the agronomical counselor will be helping in making the human
resource related to flower business get further knowledge for efficiency.
Capital: The capital requirement in this project is quite high. The stock market in
Bangladesh is not very developed yet to generate equity and capital for local
companies. However, the banking industry is quite structured and there are quite a
number of banks in Bangladesh from where debt capital can be obtained through term
loans for a fixed tenure. Here, the only problem is that the interest rate in Bangladesh is
quite high compared to other companies. As for the flower business the capital

CAMP TO BANGLADESH
requirement will not be significant due to the synergistic utilization of resources with
the camping business.
Infrastructure: Bangladesh has good prospects for starting a camping business along
with the flower production facility, because of its supporting infrastructure. Our project
can be constructed feasibly in the Southern region of Bangladesh, especially in
Chittagong hill track area initially, where proper spaces are available for camping.
These areas will also support the proper development of our flower business. The
eventual expansion in Khulna and Sylhet is also feasible due to land availability that is
suitable for camping.
II. LOCAL DEMAND CONDITIONS:
Size of Home Demand: As we are introducing a new concept in Bangladesh, size of

home demand is low to moderate at the beginning. However, the awareness or
knowledge about camping and lack of camping experience can work as a big challenge
initially. Nevertheless, CTB will be having the upper hand in creating the camping
culture and manipulating it in such way that the culture complements the CTB business
mode, resources and concept. Moreover people, especially the youth, are more
interested today to go for adventure trips and projects like camping should attract them.
Thus, we are expecting a growing demand for our business over the time. The flower
business has high demand and customer base for flower is diverse.
Number of independent buyers: Bangladesh is the eighth largest country in the world
by population and there should be a good number of independent buyers in this
business. Though the market size with suitable income level for CTB is relatively low,
still it is growing and increasing in number in many diverse market segments. Along
with that the independent flower buyer in the business level is sufficiently big in
number. The growing number of hotels, convention halls, wedding halls and office
building are the independent buyers of flower apart from the usual flower vendors.
Internationalization of home demand: If this business can be further expanded and

becomes successful; there is a high possibility of the internationalization of the home
demand. Successfully meeting our local demand would be the indication of our ability
to provide international standards of camping facilities. Camping in Bangladesh can

CAMP TO BANGLADESH
thus attract foreigners. However, this is a very long-term plan that CTB can take after
creating substantial camping culture and large market share in the local market first.
Apart from this, the long-term plan also would entail the supply of flower in the
international market after meeting the local demand.
III. COMPETITIVENESS OF RELATED AND SUPPORTING INDUSTRIES:
The presence of related industries is moderately high. The benefits of investments in

advanced factors of production by the supporting industries have spilled over into the
industry and have helped the industry to achieve a strong competitive position
internationally. Supporting industry of camping equipment provider industry is in some
ways competitive and some other ways it is not. For instance, camping equipments like
boats, fishing rods, torch, lantern etc are available in good quality and quantity in
Bangladesh. However, camping equipments like tent and sleeping bags are not available
in good quantity and competitive price in Bangladesh. For this these equipments needs
to be imported from the neighboring countries like India, Malaysia or Singapore Our
supporting industries could also be baggage industry (provider of back-packs for
camping), shoe industry (provider of hiking shoes, snickers, boots etc), industry of soft
drinks and mineral water, and industry of dry and canned foods. These are available in
good quality and quantity in Bangladesh.
The availability of pesticides, fertilizers and also flower seeds are in good state under
the prudence of different local NGOs and nurseries. The hard box needed to perverse
and deliver the flowers are also available in the country at a reasonable price. Thus the
related and supporting industries for the flower business have favorable position in the
industry.
IV. INTENSITY OF RIVALRY:
Strategy, structure and rivalry of companies within Bangladesh are moderately high.
Although we are the first movers in the camping business; businesses like resorts,

CAMP TO BANGLADESH
theme parks, package tours will compete fiercely in the market to take our market share
which would be working as indirect competitors for the company. On the other hand,
the rivalry in the flower business is relatively low. There is not much flower production
business in Bangladesh though the potential for such venture to set up is high.
V. THE ROLE OF CHANCE AND THE ROLE OF GOVERNMENT:
The role of chance and the role of government are significant for our camping business.
In a market of frequently changing customer demands, the role of chance plays a crucial
role in determining competitive success or failure. Although this is an unconvincing
explanation for persistent success of any company, it depends a lot on chances whether
or not the products/services offered would click in the market.
The role of government is also vital in determining national competitive advantage

through imposing various laws and regulations. The corporate tax rate in Bangladesh is
40%. However the government exempts double taxation to encourage foreign
investment. Government should encourage such projects promoting environment by
exempting taxes. Acquisition of large size of land that is supplemented by gas,
electricity and infrastructural support greatly depends on the governments’ positive
response to the whole venture.
3.4 SWOT ANALYSIS (Strengths, Weaknesses,

Opportunities
& Threats)
The comparison of strengths, weaknesses, opportunities and threats of our camping

project is given below.
• STRENGTHS
i. First mover of camping business in Bangladesh

ii. As the first mover, we may be able to establish significant brand loyalty, which
might be quite expensive for later entrants to break down.
iii. Competitive pricing compared to rivals is an important strength.

CAMP TO BANGLADESH
iv. We will be able to ramp up sales volume ahead of rivals and thus reap cost
advantages associated with the realization of economies of scale and learning
effects.
v. Although initial costing in this project is quite high, overall cost will decrease over
time.
vi. As the first movers in camping business, we may be able to create switching costs
for our customers that subsequently make it difficult for rivals to enter the market
and take customer away from us.
vii. Our accumulated knowledge related to customer needs, distribution channels and
service quality will give us a knowledge advantage that later entrants might find
difficult or expensive to match.
viii. This is totally an environmental friendly business.
ix. In this project, we will have a side business of flowers, which is quite attractive
and can be profitable.
For flower business, the campground land, transportation in the same vehicle as the
campers will be transporting, having the same councilor and team for agronomical
inspection will all be enabling the business to lower its costs and quickly gain
economies of scale. Also a significant portion of the flower can be sold in the campsite
to the camp customers is also a creative way of creating synergy between the two
business in terms of its customer as well.
• WEAKNESSES
i. Initial investment and setup cost are quite high in this project because of
possessing a greater number of fixed assets, especially land.
ii. We will be the new entrepreneurs in the market. Thus, we are more prone to make
mistakes because there are significant uncertainties in the new market. Thus, lack
of experience might be a significant weakness.
iii. We have to bear significant pioneering costs that later entrants do not. Later
entrants might be able to free-ride on our investment in pioneering the market and
customer education.

CAMP TO BANGLADESH
iv. In this project, we run the risk of building the wrong resources and capabilities,
because we are focusing on a customer set that isn’t going to be characteristics of
the mass market.
v. Limited marketing budget is also major constraint in our business.
vi. Lack of educated and trained personnel in this area of business is also a major
weakness of our project.
The biggest weakness for flower business would be its location from its vendor. Because the
camp site is going to be in a relatively remote area the delivery of flowers it susceptible
probable delay. The limited lifetime of flower is also a big weakness for the business.
• OPPORTUNITIES
i. There is a high possibility of future expansion of the project. Later, we are

planning to expand our business to Sylhet, Sunderban etc.
ii. We can make strategic alliances with low performing Resorts in various parts of
our country and can further expand our business.
iii. Partnering opportunities are there for further growth.
iv. A strong brand image can be built by offering higher of quality services.
v. As the culture or trend toward going for camping is not established in Bangladesh,
we will be able to manipulate in creating the culture in such that would
complement our business strategy, resource, services etc.
There are many NGOs who are basically getting supply of flowers from many farmers
and distributing them to vendors. CTB can get affiliated with these NGOs and get
more market share from this. As campsites will grow, so will the flower business. This
will enable this side business to offer potential customers with diversified and varied
number of flowers. Along with the expansion the flower business will also become
able to increase its capacity of supplying flowers in both the local area of the campsite
and also in other close areas as well.
• THREATS

CAMP TO BANGLADESH
i. Continuously changing customer demands and preferences can put our project in a
risky position. Moreover, it is always quite uncertain whether or not the
products/services offered would click in the market.
ii. Emergence of new competitors can be a threat to our project.
iii. Later entrants may be able to learn from the mistakes made by us and improve
their businesses.
iv. Security problem can be a major threat in this project as it might be difficult to
provide proper security to such a wide and open area.
v. Political instability in our country can discourage people to go for camping in
remote areas.
vi. Weather instability can be a threat to our camping project.
vii. Limited knowledge and lack of camping experience amongst the potential target
market.
Weather instability is a great threat for flower business as well. Also political instability for
delivery of flowers is also a threat for flower business along with camping.
3.5 INDUSTRY LIFE CYCLE

The tourism industry of Bangladesh was performing badly even ten years back. However,
people have started gaining interest in the local traveling trend and style. Many people of
different age segments now are interested to go to Sundanbarns, Coxs Bazar, Rangamati, and
Saint Martins Island etc.
Different SMEs are coming up with packages and modern equipment and sports vehicle for
people to enjoy their recreation by traveling locally. However, due to lack of security, natural
calamity, and socio-economical factor; the industry potential is volatile and is subject to
unforeseen development.
The number of competitors both direct and indirect to CTB are large in number is very
fragmented. They are unstable in number. Purchasing pattern of customers shows that they
are price sensitive and are not willing to spend large amount in local tourism. Moreover,
loyalty with certain company can be seen amongst few of the potential customers. However,
segments like university students, families and fresher of the corporate world are prone to
repeat or add-on purchases.

CAMP TO BANGLADESH
Technological usage amongst the existing companies is not so significant as per the result
found by Katalyst Bangladesh in one of their research. There are not user friendly and
advanced websites in most of the tours and travel companies. This fewer competing usage of
technology is existing. Additionally, the research also says that the human resource training
for tourist guides is there but their performance is not up to the mark.
With the above discussion in regard, the tourism industry is currently in its growth stage as
depicted below.
Dema Growth
nd
Time
Peoples buying interest for flower have grown in recent years more significantly.
There are also many commercial organizations coming up with the daily need of
flower in their workplace. That is why; the demand for flower exceeds the supply.
Entry in the flower business is also relatively easy. However, production of flowers
and its supply has started long before. However, the industry holds high potential for
new ventures to take the business into commercial level and execute it in a large scale.
Taking all these into regards, it can be said that the flower business is in its early
growth stage.
3.6 COMPETITIVE PROFILE MATRIX

As the first mover in the camping business, we don’t have any direct competitors. However,
we can compare our position with two of the major local package tour providers. The CPM is
done assuming that the business is in its second year of execution

CAMP TO BANGLADESH
CTB is going to be emphatic about the marketing, service quality and expansion plan in
particular. The initial financial investment of the company is huge and the recovery period of
the financial investment will take two to three years at least. Though CTB will be offering
low price that is in balance with the overall industry, still this would be a relatively a low
strength for the company. However, this will help in attracting large number of customers and
thus try to avail economies of scale.
The existing enterprises in this industry are relatively practicing low level of marketing
activities. Additionally there are valid complaints from the customers about the service
quality of the existing companies in this industry. Moreover, these companies are already
providing package tours to most of the locations where other supporting facility exists and
where traveling are possible. Camping is such an activity under the tourism industry that does
CTB Galaxy Bengal Tours

Holidays & Travels
Wt Rati Sco Ratin Scor Ratin Score

ng re g e g
Price 0.1 3 0.3 4 0.48 3 0.36

Competitivenes 2 6
s
Fin position 0.2 2 0.4 4 0.80 3 0.60

0 0
Expansion 0.1 4 0.7 2 0.36 2 0.36

potential 8 2
Marketing 0.2 4 1.0 2 0.50 3 0.75

Activities 5 0
Service quality 0.2 3 0.7 4 1.00 3 0.75

5 5
Total 1.0 3.2 3.14 2.82

0 3
not strongly require large supporting facilities in terms of accommodation, transportation,

food etc. moreover, with the initial start up in the Chittagong hill tracks, CTB is going to
expand in Khulna and Sylhet. Additionally, the company is going to form alliances with some
big resorts and picnic spots as well.

CAMP TO BANGLADESH
If the above assumption becomes correct in reality then it is seen that CTB will have a strong
position in the industry. However, the existing rivals as indirect competitors can also bear
very close second position in the industry.
4. MARKET OVERVIEW
RESEARCH ANALYSIS:
We have conducted a survey research to assess the potential demand for camping.
Additionally, a preliminary understanding of demographics of the target market profile and
their preferred duration for camping are two main focus of this research. The exploratory
research had a sample size of our survey was 75 which were divided equally between four
segments; each segment holding respondents. Our segments were;

CAMP TO BANGLADESH
□ Corporate Representative from Motizheel and Gulshan Area
□ Households from Gulsha, Banani, Dhanmondi, Baily Road and Uttara.
□ University students from NSU and AIUB
□ School & College students and authority of Viqarunnisa Noon School and College,
Scholastica and BIT.
Note: The sample questionnaire that was given to this target sample is affixed in
the appendix of this document.
OUTCOME OF THE RESULTS
□ People from the age 18 – 27 (75% of the segment) and from the age 34 – 45 (60% of the
segment) showed the highest level of positive response to the idea of going for camping.
□ As for the average camping day out, most of the people preferred it to be between 2-3 days
maximum which in numeric was 69.8% of the total respondents.
□ 87.3% Respondents who showed interest towards camping has a monthly household
income of at least Taka 50,000 and above.
□ On an average about 90% spend around Taka 500-1000 in their local recreation for one
day. Thus they are ready to spend in this range for their camping trip as well.
□ All of the respondents said that they would repeat going for camping if their first
experience is of quality and is perceived a good value for money.
□ All the school and college authorities have shown positive response to the idea of camping
with a flavor of educational aspects in the whole trip for the students.
□ However, one big challenge was that many of the respondents were not totally aware of the
way how camping is done. This would initially require building strong awareness and
eventual culture for camping. Nevertheless, as the first mover, CTB will get the opportunity
to manipulate in building such culture and trend that would be suitable for the organization
and its business.

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4.1 POTENTIAL CUSTOMERS

The target market of CTB will be having four segments.
PROFESSIONALS: The new entrants or young professionals, who belong to the age group of 26 –
31 years, are mostly bachelor or newly married individuals. They have a preference for
spending their weekend with friends or do activities that are refreshing and enjoyable. A
small and enjoyable Weekend camping will be attractive to them where they can spend time
as couples or a group of friends/peers. The minimum monthly income of this age group is
taka 30,000 - 50,000.
Another group of the corporate segment can be from the age group of 32 – 45 (or more)
years. These people are more family oriented and would want to go to places where the
whole family can have fun and enjoyment together. This group of people will prefer to go for
Family Camping which is flexible in terms of duration that is convenient for the customers.
The minimum monthly income of this age group is taka 70,000 – 1, 50,000 with an average
family member of five.
SCHOOL/COLLEGE STUDENTS: students of different schools and college will be provided with
the service of going for camping which will be arranged from their schools or colleges.
Because our cultural norms prefer people of this age i.e. 12 – 18 years, to be reliant on their
parents and teachers that is why it would be encouraged for the teachers along with the
parents to accompany them in their camping trip. This would help the company to deal with
the possible resistance regarding this particular age group. Thus both Summer Camping and
Winter Camping will be appropriate for them. The minimum monthly income of this age
group is taka 50,000 – 80,000 with an average family member of five.
UNIVERSITY STUDENTS: University students have a high tendency to go for trips during their
semester break. The age group for this segment is 19- 25 years. One recent trend of this
segment is going in groups to Shundarban, Cox’s Bazar and other places in Bangladesh with
their friends and classmates. Thus camping will be an attractive option for them to pick. This
segment can be served with Weekend Camping, Summer Camping, Winter Camping and even
in some cases with Family Camping as well. The minimum monthly income of this age group
is taka 70,000 – 1, 50,000 with an average family member of five.

CAMP TO BANGLADESH
HOUSEHOLDS: all the other segments basically infiltrates from this particular segment. The
family oriented cultural norm of Bangladesh puts a great emphasis on parents’ acceptance
about a particular activity. That is why; school, college and even university students depend
on their parents’ permission to go for trips. That is why; this segment is a very important
segment for CTB. The decision maker of this segment is usually of the age group of 32 – 45
(or more) years. The minimum monthly income of this age group is taka 70,000 – 1, 50,000
with an average family member of five. This segment will be attracted towards going for
Summer Camping, Winter Camping and Family Camping.
For the Flower Business there will be mainly two types of segments.
CORPORATE CLIENTS AND FLOWER VENDORS: the corporate clients are those who buys flower in
bulk regularly. These clients range from big organizations like hotels to the flower vendors in
the cities. They would be basically bidding for the price of the flower and will give price
quotes. Based on that the client will be selected and thus flowers will be transported and sold
to those clients. This is the way the flower marketing is done in Bangladesh.
CAMP GROUND VISITORS: a significant portion of the flower will also be sold in the camp
ground amongst the visitors or campers. Thus they will be holding a potential market for the
flower business besides the camping business. The camping target market all age group can
be attracted towards buying flowers from the camp ground as flower is loved by all.
4.2 SIZE AND GROWTH OF MARKET

The population statistics in accordance to age for the year 2007 is depicted below. These
depictions indicate the potential size and growth of the target market for CTB.
Age structure (2007 est.)
0-14 years: 32.9% (male 24,957,997/female 23,533,894)
15-64 years: 63.6% (male 47,862,774/female 45,917,674)

CAMP TO BANGLADESH
65 years and over: 3.5% (male 2,731,578/female 2,361,435)
The age structure depicts that the largest portion of the population of Bangladesh is between
15-64 years. Also a significant portion comes from the 0-14 years of age portion. CTB’s
target market comes from these two target market.
• UPPER TO MID – INCOME LEVEL POPULATION:
However, CTB will be initially targeting upper-income level to mid-income level

population of the country. These portions of the income levels occupy about 35%-40% of
the total population. Nevertheless, this percentage is increasing at 1.4% yearly. People are
also growing the habit of going for local tours and travel and this trend is predominant in
the upper-mid and mid-income level portion of the population. Also from our survey this
portion of the population has shown significant interest to get the camping experience if
provided in Bangladesh.
• ENROLMENT IN PRIMARY, SECONDARY AND TERTIARY:
2005 2006 2007
(in (in (in

million) million) million)
Enrollment in Primary School 108.9 106.1 107.5
Enrollment in Secondary School 50.3 51.3 51.3
Enrollment in Tertiary School 6.5 8.1 8.7
The enrollment in all levels of education is increasing gradually. With the stable and
increased number of educational institutions in all level of the education, the opportunity for
getting higher education is increasing. The percentage of increase is about 1.2% on an
average in all the levels of the education in Bangladesh. With this the eventual growth
potential of CTB’s market is seen to be positive. A significant portion of the education level,
which is potential for CTB, is the tertiary education. The statistical depiction clearly shows
that the increasing number of enrollment in the tertiary education level is significant. With
the increased number of students getting enrolled in private universities around the country,

CAMP TO BANGLADESH
the growth of this particular segment can be regarded as holding strong potential as a market
segment for CTB.
4.3 STRATEGIC GROUP ANALYSIS
Low
Cost
Local
Tours &
Travel Camp To
Agenci Banglade
es sh
Differentiatio
n
The existing tours and travel companies in Bangladesh are providing with package tours that
are generic and low cost. Differentiations in terms of products of these companies are not
available. They are more or less providing the same package and without much distinction
from each other.
CTB will be following a mix of differentiation and low cost strategy. From the environmental
analysis, it is evident that people in Bangladesh are growing the attitude to go for newer
models in terms of traveling and recreational activities. However, the part of their income
which they would be willing to spend on these activities will not be differing amongst
different services and options that they would have in their hands. That is why; CTB has to be
price sensitive as well. At the same time, CTB will be having a large initial investment which
would be spent as the setup cost. However, in the eventual years, the cost will be mostly
spent on marketing and administrative activities, which will be significantly less than the
initial costs. Thus CTB will be able to lower its costs eventually. However, the idea of
camping itself will be different than all the existing tours and travel companies products.
Apart from that, the CTB will be giving different products (i.e. camping programs) using the
same resources. Along with that, CTB will be constantly coming up with newer programs and
diversified campsites in the eventual years. That is how; CTB will be following
differentiation strategy as well.

CAMP TO BANGLADESH
Retail
Selling
Local Tours &

Travel
Agencies,
Camp To
Bangladesh
Direct Selling
All the existing tours and travel companies are basically following direct selling techniques.
CTB will also be going for rigorous direct selling approach as it is the most suitable form of
selling the idea to the potential market. Also to make the culture or trend towards going for
camping, people need to be aware of the whole idea and process with precision and with
positive reinforcement. The direct selling force will be the most appropriate mode for this
initially.
Customer
Responsivene Camp To
Banglade
ss
sh
Local
Tours &
Travel
Agencies
Innovatio
n/Creativi
ty
In a research conducted by Katalyst Bangladesh, it was found that the tours and travel
companies in Bangladesh are not significantly utilizing customer feedback for improving the
quality of their work and service. Additionally, though the employees are sharing ideas they
are not being strongly implemented to follow the strategic mode of innovation.

CAMP TO BANGLADESH
CTB will be giving high emphasis on customer responsiveness. All the customers will be
provided with evaluation before their departure from the campsite. The evaluation would try
to find out about the satisfaction level of the customers regarding their camp experience in
CTB. Additionally the evaluation will be trying to find out about customers satisfaction on
the service provided by the guides and the different people and facilities-equipment provided
by the authority in their camp experience in CTB. This would enable CTB to assess the
current service status and thus they would be improving accordingly by being customer
responsive.
The sales force and the camp guides will be basically working in teams and constantly
coming up with newer programs for the customers. Additionally the eventual expansion in
different parts of Bangladesh will enable them to come up with newer and creative programs
for camping. Thus a culture for constant innovation and creativity will exist.
5. OVERALL STRATEGY

CAMP TO BANGLADESH
5.1 LONG-TERM STRATEGY
• CORPORATE LEVEL STRATEGY:
Strategic Alliance:
CTB will be forming strategic alliance with holiday resorts and picnic spots, especially
which needs turnaround in their business. This would make CTB to use fixed assets like
land, building, infrastructure other resource of the allied company. In relation to that,
CTB would be giving the allied company with strategic plans, trained human resources,
dynamic sales forces selling the allied companies services etc.
The advantage for CTB will be this that an easy way of acquiring land that needs less
investment for modification will be possible. Thus, investment for newer campgrounds
will be less. Also a significant portion of the market share gained by the resort picnic spot
will add digits to the market share of CTB.
Expansion:
CTB will also go for expansion mainly in Khulna and Sylhet by leasing more lands in
those areas of the country. Expansion in those areas will help in creating distinctly new
programs that would be supported by these locations. Thus more differentiation for the
company and options for the customers to choose from will be available. Also in this way
CTB will be able to retain its loyal customers who would be interested to go to the new
camp grounds of CTB after their satisfactory experience in the first site.
Fishery and Firming:
Like the flower business as our side venture, CTB will also eventually go for fisheries and
firming. This is because CTB will be maintaining fishes in its ponds and lakes for the
fishing activity in the camping program. Thus eventually commercially doing fishery
would be possible with many of the existing resources. Same would be possible for
firming. Moreover, this would also give ways to add newer agenda in the educational
aspects of our camping business.
• BUSINESS LEVEL STRATEGY:

CAMP TO BANGLADESH
The business level strategy will be a mix of both low cost and differentiation strategy.
Low Cost:
CTB will be having large initial setup cost. However, in the eventual years the cost of
operating the venture will not be so significant in comparison to the starting year.
Moreover, through experience curve the company will be able to lower its costs in
multiple aspects like training, program design, recruitment, maintenance activities etc.
Thus, CTB will be able to continue lowering costs gradually. Thus, with the lowering of
costs CTB will also become able to lower its price for the customers to avail the service.
As for the flower business low cost and thus low price will be both the short term and
long term business level strategy. This will be possible through the synergy in land
utilization and maintenance cost reduction through doing it by the project team strategy
that is briefed in the short-term functional level strategy.
Differentiation:
Broadened Market Segmentation:: CTB will be eventually trying to tap more niche
market and broaden its market segment. For instance, CTB will be selling its products to
MNCs which employs children in the workforce. These MNCs are allowed to use
children in jobs provided they support these children by giving them their basic rights and
good way of living. CTB will be positioning camping as an educational recreation for
children in these organizations which would enable them to be close to the nature and get
learning about the environment and social activities that would make them grow up to be
good citizens of Bangladesh. The MNCs will be bearing the cost of the camping activities
of these children. Thus a niche will be tapped. CTB can get affiliated with many NGOs in
this way to provide educational camping for underprivileged children sponsored by big
companies on a regular basis.
Crossing Chasm:: With precise identification of customer needs, which would be done
by strategies in the functional level, CTB will be changing its programs and competencies
in such way that would best suit customers’ style and preference towards camping. Also
by identifying and tapping newer segments, CTB will be basically practicing

CAMP TO BANGLADESH
simultaneous move as the possibility of competitors entering this camping business is
always present.
All the functional level strategies practiced in the short-run will also continue in the long-
run with the assessment of their effectiveness and also with necessary amendment and
development.
5.2 SHORT-TERM STRATEGY
• BUSINESS LEVEL STRATEGY:
Differentiation with low price:
The idea of camping itself is new in Bangladesh. With that the business starts to
differentiate itself. However, analyzing the industry and customer trend towards spending
in such kinds of activities, the company will be providing relatively low price and will try
to attract large number of customers from different segments. This would help of recover
the initial high investment and will also enable the venture to achieve economies of scale.
Rigorous Advertisement and Selling: CTB will be going for rigorous marketing
activities. There will be well equipped and efficient sales representatives doing direct
selling. Moreover, CTB will go for large scale advertising activities in different medium.
Market Segmentation: CTB has a very clear market segmentation for which they have
suitable camping programs to attract customers. The sales team will be working
according the specific target segments taste and style to promote and sell the camping
service of CTB. The market segmentation with their profile is described in the market
overview part of this business plan.
• FUNCTIONAL LEVEL STRATEGY:
Efficiency through Training:
The efficiency of CTB largely depends on its employee’s expertise in delivering the
services to the customer. For this reason, to increase employees efficiency, they needs to
be trained meticulously so that they are clear about how to deliver their service properly
and with minimal error. As our employee base is expected to have no experience

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regarding camping that is how the training would be done in terms of simulation practice
where employees will be having the camp experience themselves first being the campers
and then they would become the guide for the next camping simulation for practicing
their learning.
Efficiency through Project Team:
The camp ground along with the flower business will have to periodically do different
kinds of tests for maintaining the ecological, environmental balance of the whole site. The
agronomist, as a counselor will be conducting the whole task with a team of employees
periodically. This team will be formed with employees from different level and different
divisions of the company. In the first such activity with the counselor, the team will be
learning how to do these tests on-the-job and thus they will get trained to do the job
regularly. Eventually, for doing the same task regularly, the project team will reshuffle
itself where 25% of the team members will be from the first group/ those who have
already done the job before and the rest will be employees who haven’t done the task
before. In this way, most of the employees will be experienced in terms of maintenance of
the camp ground along with the flower business. Thus they will automatically work on
maintaining the environmental and ecological activities crucial for the camp ground in
their day to day tasks and maintenance cost will get lowered.
Efficiency through Experience Curve:
As employees will start providing camping services and also participate in the
environmental maintenance work along with other activities, they will gain experience
and thus more efficiency will be achieved. With the support from training and project
team activities the experience curve will be better able to reduce costs and gain
economies of scale.
Customer Responsiveness & Quality through

Feedback:
On-site feedback:: Every customer will be provided with evaluation and feedback form
before they leave the campground after their camping experience. The form would

CAMP TO BANGLADESH
emphasize on how customers experience was and what sort of constraints they have
experienced in CTB. They would also be asked to give suggestion on how to improve the
service. According to the feedback, CTB will try to improve its service.
Feedback generated by sales Representatives:: The sales representatives will also

maintain public relation with the customers who have already availed the service of CTB.
They will try to get their feedback on how they expect CTB to provide further service
along with getting general idea from potential customers on how CTB services can be
made more convenient for them.
For the flower business, the employee working to keep the liaison with the flower vendor
or clients will be taking feedback from the clients for specific flower demand and new
flower introduction need as well.
Customer Responsiveness through involving

Customers:
Customers who would be coming to the camp site will be participating in constructing
their camp trips agenda with the guidance of the site and facility staffs. Thus in this way,
customers preferences towards camping style can be realized.
Quality through Employee Discussion:
Employees may also have inputs to give to make the service better. Top management
should facilitate in organizing discussion seminars where employees will be sharing their
experiences and challenges or constraints they faced while doing their job. In this way,
employees will be aware of probable problem and will be better able to solve them or be
ready to confront them thus quality will be assured.
Innovation through Creative Team:
Teams will be also formed to come up with newer ideas on how to create better and
innovation camping programs. In the long-run when the expansion and strategic alliance
will be formed, the innovation will also escalate and teams will be working in creating
camping services and programs that are innovative and attractive to the customers.

CAMP TO BANGLADESH
6. COMPANY VALUE CHAIN ANALYSIS AND

OPERATIONAL PLAN
6.1 EXISTING CORE COMPETENCIES

The fundamental knowledge, ability, or expertise in a specific subject area or skill set is the
core competency. We will definitely enjoy the advantage of first movers as we are
introducing such a new concept in our country. One of our major core competencies will be
being the first mover in the camping business, which enables us to convey exclusive value to
customers and as well as it would be hard for competitors to duplicate.
Other core competencies of our project (CTB) might be:
• Competitive pricing: The products and services are priced in such a way so that it
matches with the income level of our prospective customers, and also, compared to
that of various package tours and theme parks, it is quite competitive.
• Brand Loyalty: We can establish brand loyalty before our rivals arise; and we will be
able to develop a stronger brand image as we become more experienced through
learning effect and customer’s feedback,
• Specialization: We hold the specialization in providing camping services. Our side
business of flowers also adds value to our business
• Optimum utilization of Resources:
Resources: We are making maximum utilization of available
resources, as CTB is offering camping facility throughout the year, and also is
conducting a flower business.
• Environmental friendly image: One of the key core competencies of our camping
project is the environmental friendly image.
6.2 FUTURE COMPETENCIES

We will able to hold larger market shares because of some of our future competencies even if
there are possible emergences of some new camping businesses in future.

CAMP TO BANGLADESH
In Future, CTB will be able to attain superior efficiency through functional level strategies
like
• Economies of Scale:
Scale: We will hold the ability to serve a large number of variety
customers to achieve greater division of labor and specialization according to our
expansion plan. Specialization among employees will lead us to provide better
quality services to our customers.
• Learning Effects:
Effects: Learning by doing will help us to attain a lower cost structure;
and, over time, there will be further cost saving as we learn the most efficient
ways to operate our business. Also in future, we will be able to develop a more
trained and efficient labor force. Hence, operating cost would decline because of
increasing labor productivity.
• Experience Curve:
Curve: We will be the holder of large market share if our company
can pass some good years at the beginning in terms of revenue, customer number,
customer satisfaction etc. We will be able to serve a large number of customers
and to hold a larger market share by expanding our business, which will lead to
organized lowering of our cost structure compared to opponents.
• Strategic Alliances and Expansion: Future expansion plans of our camping
business to different places like Sundanbans, Cox’s Bazar, Rangamati, and Saint
Martin’s Island and opportunities with various resorts will give us the opportunity
to distinguish our services and to charge a premium price.
6.3 SERVICE OVERVIEW

Camping is an outdoor recreational activity, in which the campers get away from civilization
and enjoy nature by spending one or more nights at a campsite. CTB will be the one to
introduce a camping culture in Bangladesh, which will not only give us a break from our
routine, dull and polluted urban life; but also will give us the opportunity to build a bond with
the nature.
Providing camping facilities to the potential campers of our country will definitely be the key
product of CTB. Our company will also possess a side business of flower plantation and
selling in the campground other than this.

CAMP TO BANGLADESH
Primarily, CTB will offer the following four types of camping programs: programs like
family camping, weekend camping, winter camping and summer camping. Plentiful agenda
like hiking, biking, boating, fishing, games, sports and many environmental related education
trips will be included in these camping programs. The details of some of the camping
programs have already been stated in the key product/service part of this business plan.
Apart from these our flower business where there will be various type of flowers, that will be
planted and sold from the camp ground. These flowers might include Rose, Anthorium,
Gerberra, Orchid, Heliconia, Golden Duranta, Gladiolus, Leather leaf fern, Philodendron
etc. The variety will increase in course of time and according to demand.
6.4 FACILITIES
• OFFICE BUILDING, CAFETERIA & PHARMACY:
There will be office building where different supplies will be stored. There will be a small
pharmacy placed in the ground floor to treat anyone who becomes injured due to the
activities in camping. The necessary medicine will be found in this pharmacy. There will be
pharmacy assistants to serve the person and to advice which medicine to use. The building
would help to operate the supporting activities and all kind of paper work can be done.
Managers can work together to find a way to better serve the customers. Adjacent to the
pharmacy will be a cafeteria where the daily food for employees will be cooked by the cook
and his assistants. Also the customers who will come to CTB for camping will get their
uncooked or cooked food from this cafeteria.
• FLOWER GARDEN:
It is there to increase the visual value of the company and also to generate profit to support
the camping business. The way the garden would be designed and variety of flowers and
would attract many people to come from all around the country to camping ground
• BOATING & FISHING IN LAKE:
There will be a lake will be made so that the majority camp ground can be visited. The
picturesque beauty from boating would be great to watch which would attract customers.

CAMP TO BANGLADESH
Some can do fishing and can have great time in having fun in lake and would like to come
again and again to this peaceful place.
• SPORTS AND CULTURAL PROGRAMS:
There will be open space and sports gear and equipment so that people can play sports and
have fun. There will be small rides for people to enjoy. They can play cricket or soccer and
can even play badminton or basketball in that place. Cultural programs will take place at
night where there will be singing, dancing and even more games.
• HIKING:
People would love to see our camp ground and its scenic beauty, flowers, trees birds. Since
hiking is the most enjoyable thing in camping, many people would spend more of the day
hiking. Children would also learn from hiking as this can be an educational program for
them.
• TENTS:
Tents will be decorated so that the customer would feel at home and be satisfied with our
service and would love the nature more. It must be made comfortable with all kinds of utility
services and any needs of the customer should be handled in emergency. People would love
to live in such decorated and well set up tent and would like to come repeatedly.
6.5 EQUIPMENT AND MACHINERY

We will rent a small office at Dhaka in order to run our business successfully, which will be
equipped with all essential equipments and machineries like a common office has (i.e.
furniture). This office can be rented in a commercial building in Gulshan area. Our main one
storied office building of 4,000 square feet will be on the campground. The main equipment
and machineries of our offices are:
 Computers, printers and Internet connection: We will have two computers in our
office at the campground, one with internet connection. There will be the same
arrangement in the Dhaka office. As we expand our operation we might need more
computers. To print important documents we will also have two printers in both the
Dhaka office and Campground office.

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 Telephone: We will have one telephone line for instant customer help and
communication in both of our offices.
We will have the following equipment and machinery that are mentioned overleaf on the
campground.
 Pickup Van: On the campground, for internal transportation and to bring both
camping supplies and office supplies from outside the campground, we will have a Pick
Van.
 Generators: In order to provide temporary power supply during the load shedding
period, we will have two five KVA generators on the campground.
 Tents: Primarily, we will have fifty tents; each can contain three people, for our
business. Twenty of these tents will be colorful to attract the young people.
□ One brush/small hand held broom for sweeping out tent will be there for each tent.
□ Two portable chairs, one tool, one small portable table and one ground cloth will
be provided for each tent.
□ A big water jar and a trash bag will also be there in every tent.
 Sleeping Materials: For each tent we will have fifty sets of sleeping materials. Each
set will contain three pillows, one bed sheet, and three blankets. For cushioning from
stones and twigs as well as for insulation from the ground, a sleeping pad or air mattress
will be often placed underneath the sleeping bag. In the office,twenty sleeping bags will
also be available for rent.
 Cooking Equipments: Each tent will be provided with one set of cooking materials for
cooking purposes. This set will include:
□ A portable stove to prepare hot meals and/or drinks.
□ Required fuel, firewood and Kindling
□ Matches in waterproof container
□ A cooking pot and a pan
□ One can/ bottle opener
□ Dining kit for each camper(Plates, cups, bowls ,forks, knives, spoons)
□ A large water jug
□ Three towels and a dish towel
□ Dish detergent and soaps
□ A plastic bucket
□ A trash bag

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 Fishing Equipments and Hiking Sets: There will be twenty sets of fishing equipment
and twenty sets of basic hiking sets, which will be available to rent from the office
building.
 Boats: For boat riding purposes, five medium sized boats will be available for the
campers.
 Life-Jackets: For safety reasons, there will be ten sets of life jackets, four on each boat.
 Rides and Sports equipments: A wide variety of rides (like slippers, seesaws) will be
there for children. Sports equipments for games like soccer, cricket, and badminton will
also be available for free for the campers.
 Other Important equipments: Other important equipments available for the campers will
be toiletries, recreational equipments and first aid boxes.
□ Toiletries: There will be six toilets in the main office building for the campers.
Required toiletries will be available there for sale.
□ Recreational equipments: Some recreational equipment will be provided to the

campers on rent.
□ First aid boxes: First aid boxes will be available from the security guards in
emergency on the campground.
Lists of these equipments are provided in a table below:
TOILETRIES RECREATIONAL FIRST AID BOXES
EQUIPMENTS
□ Bath towels and □ Small Backpacks for □ Sterile adhesive bandages in

washcloths day trips different sizes
□ Soap in plastic □ Binoculars □ Gauze rolls and pads in
containers □ Compasses different sizes
□ Antibacterial hand □ Whistles for signaling □ Adhesive tape
soap others □ Safety pins, Scissors, Tweezers
□ Baby wipes □ Water Bottles (for splinters and ticks), Needle
□ Tissues □ Swimsuits, swim □ Latex gloves
□ Shampoo towels and swim toys(for □ Cotton swabs
□ Toothbrushes, children) □ Tongue depressors
toothpaste and dental □ Rubber Sandals □ Mild liquid soap
floss □ Caps/hats □ Antiseptic wipes
□ Deodorant □ Water bottles □ Hydrogen peroxide
□ Combs and brushes □ Outdoor toys like kites, □ Antibiotic ointment

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□ Razors and shaving balls and Frisbees □ Rubbing alcohol to disinfect

cream □ Board games and desk scissors, tweezers and
□ Female hygiene of cards thermometer
products □ Music instruments □ Lotion for insect bites and
□ Mosquito repellent for □ Reading materials rashes
kids and adults □ Notebooks, pens and □ Petroleum jelly or other
□ Lip balm pencils lubricant
□ Small hand mirror □ Guidebooks and maps □ Burn ointment
□ Miniature sewing kit □ Digital cameras □ Snakebite kit if camping in
□ Any needed poisonous snake territory
prescriptions □ Thermometer
□ Non-aspirin pain reliever
appropriate for children
□ First aid manual (The Red
Cross publishes first aid manuals
for both humans and pets, and
also sells pre-assembled first aid
kits.)
• Miscellaneous equipments: Other smaller camping equipments like

lanterns or flashlights, hatchets, ropes, axes or saws for cutting firewood (for
campfire or for constructing camp gadgets), duct tapes, hammers, flashlights,
pesticides etc will also be available on the campground.
6.6 PRODUCTION AND MANUFACTURING PROCESS

The combination of strategies aimed at creating distinctive competencies that differentiate its
product so it creates more value for customers is a company’s business model, which gives it
more pricing option and also result in a lower cost structure which also gives it a broader
range of pricing choices. Achieving a continual competitive advantage and better profitability
requires the right choices with regard to value creation through differentiation and pricing in
the current market situation. Thus it is essential to have efficient resources and manage them
well with value addition commencement so that unique competencies and as a result
competitive advantage can be achieved. The two method of achieving are competitive
advantage and more market share. The value chain model is a useful analysis tool for
defining a firm's core competencies and the activities in which it can pursue a competitive
advantage as follows:

CAMP TO BANGLADESH
• Cost advantage: by better understanding costs and squeezing them out of the value-
adding activities.
• Differentiation: by focusing on those activities associated with core competencies
and capabilities in order to perform them better than do competitors.
Therefore to offer the customer a level of value that exceeds the cost of the activities is the
goal of the activities, thereby resulting in a profit margin.
• VALUE CHAIN DIAGRAM

Primary Activities
activities
Inbound Outbound Customer

Operations marketing
Logistics Logistics Service
Company Human
Materials Resource
Infrastructure Management Management
Supporting activities
PRIMARY ACTIVITIES: The activity has to do with the design creation and delivery of the
product, its marketing and its support. These are the basic operation which helps to serve the
customer and satisfy the need of their clients
The primary value chain activities are:
1. Inbound Logistics: Inbound logistic is about receiving and storing of raw materials and
their distribution to manufacturing as they are required. Different kind of supplies which are
related with our service business is bought and made sure it is provide during the operation
on time. According to the need, materials like plantation, fertilizer, pesticide, medicine and
materials for cooking is bought on daily, weekly or monthly basis. Direct communication

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with operation manager is needed by staffs, who are responsible for this work, about the
requirements of the customer. Then office would purchase accordingly and supply necessary
documents to finance to support this purchasing of materials. These materials are stored in
the office building in a cool temperature and is distributed according to the need of operation.
Normally plantation is done when it is bought, medicines are kept in pharmacy which is in
underground floor of the office, and other materials are also kept in a safe place where it
would not be damaged.
2. Operations: The operation in the camping ground is to provide the best service efficiently
and on time. There are different feature in the camping ground which will catch the attention
of the customers. Different feature or type of operation is listed below:
Ticket sales: In Dhaka, one office will be rented and the office in the camp ground will be
used to sell tickets. The people who will be in charge for selling ticket will also know
everything about the different features of camping. They would be helpful and would be able
to answer the questions of the camping clients. The tickets will be given to the clients to
enjoy all of the features in the camp ground like fishing, boating, sports, rides, hiking and
also three meals a day. Brochures of our service will be found at ticket selling place where all
kinds of information about the camping ground will be available. Also our associated
transport company and its fare and how to reach camp location would be mentioned.
Tent Setup and Maintenance: Operations are informed when a client buys a ticket. They
take essential ‘safety measure by setting up the tent and preventive measures for bad weather
can be taken by setting more bamboos to make the tent foundation stronger. Even if the tent
is well in order, it will be monitored and if any fault is found, repairing work will be done.
Table, bed and other small furniture will be arranged after setting up the tent. This will be
done to give them the feeling that they are at home. They will be also provided with plates
and other kitchen equipments so that they can prepare their meal. The site & facility staffs
will be helping them to ensure safety and comfort even though campers will be doing most of
the tasks of setting up camps on their own. A person will be always on round the whole to
make sure that the tents and different things in the tent are doing well and if anything goes
wrong, inform the office to take action accordingly and immediately. It will also be made
sure that electric line is given so that lighting and other kitchen equipment which will run by

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electricity will run properly. Other service like gas and water supply will be made sure to
properly execute the service to the tents. All kind of service will be given to the clients so that
they feel at home and do not feel discomfort living in nature. Different meals and drinking
water will be surly provided in tents so that an individual need no discomfort in nature.
Equipments in tents like bed, clean sheets, and electric equipments will be checked weekly so
that whenever needed, they can be used efficiently. The tents will be well decorated and
because of our flower garden, lot of flowers will be used to ornament the tent. The aim will
be to make the clients feel that the tent is also nothing less than a hotel room. Design of
furniture and decoration of tent will match clients and would make them feel good about
camping and excited about the whole day.
Food Management: Another important operation in camping is food management. Three big
meals will be provided with some snacks according to the tickets. However food will still be
demanded as people will be hiking, playing sports, etc. Therefore there will be food centre at
different places like the lake, sports centre, and other location where people will meet at night
for cultural program. Therefore snacks like chips, sandwich and other kinds of food will be
sold directly in the food centre. These foods will be outsourced from a local restaurant with
being careful in ensuring quality. However one head chef with some assistants will be
responsible for the camp kitchen. They will prepare meal according to the customer’s order
and they will ordered for cooking materials beforehand according to the number of clients in
the camp ground. The food will be served to the tents or in the office dining place according
to the customer’s choice. According to the needs, cooking material will be bought weekly or
monthly and all kinds of purchasing and ordering must be in an order so that monitoring of
finance department becomes easier and the work process also is decentralized. At night Bar-
B-Q party will be arranged regularly and chefs will prepared for that therefore, so that food is
prepared on time and people can have last meal on time and go to sleep early. The main chef
will supervise the menu and guide the assistants who will do the main function. He will make
sure cooking quality is maintained and versatility of food is offered. And food should be
offered in a way so that customer could relate it to nature. The food quality will be improved
more when fresh fishes, vegetable can be offered from camping spot. Lastly food is very
important because if food quality is maintained customers will be happy about the service,
therefore strict quality monitoring should be encouraged.

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Fishing & Boating: Around the lake many boat ramps will be available. The rules and
warnings and respect for both the weather and wildlife should be maintained. A guide will be
there to help everyone to get into boat with fishing gears and life jacket so that fear of
drowning is not there. The staff would also help the person who would face problem boating
in the lake. It is also because of fluctuations in the water level partially or completely sunken
hazards can be encountered at any time. Boat operators should maneuver the boats with
extreme caution at all times. The lake offers a unique look at the camping ground and nature
from water and the wildlife and birds in the wild life. The customers will be allowed to fish
as much as they will find satisfactory and will make them fall in love with nature in that
peaceful environment and to bring the person over CTB again and again. All the boating and
fishing equipment will be monitored and checked properly so that no harm is done to
customers. Lake maintenance will also be there like fish feeding and managing waste
efficiently so that lake environment stays pure.
Hiking & Educational Trip: The variety of hiking trails in the camping ground will let
visitors to choose from trails that take less than an hour to walk to those requiring all day
excursions. Scenic beauty and wildlife will be plentiful on all hiking trails. Additional
information and advice about trails can be obtained from the guide. The campers can do
hiking alone or with the whole team or family. Moreover once the campers reach the top of
the mountains they will have a great view o the whole campground and its surrounding. CTB
is on the famed location of Chittagong where migrating butterflies, songbirds, ducks fly
through the place by the millions each fall and spring. Moreover, the location will suit many
birds to stay and make nest during the season in our camping location.
Educational trip will be well instructive for children as they will learn about plants, flowers
and will know about environment better. A guide will be there with them or teacher of their
school who will help them to classify the different variety of plant and their usefulness. This
service will make the customers enjoy the day as a whole and able to move around the camp
and see feature of the camp will attract them to come repeatedly. Also the responsibility of
keeping the environment clean, how to contribute in maintaining the ecological balance all
these things will be addressed to all the campers. Hence, people of different age, especially
children will learn how to be socially and environmentally responsible.

CAMP TO BANGLADESH
Flower Selling & Garden Maintenance: To attract crowds, the flower garden will be used.
The flower garden will hold the reputation of being the best garden in the country. The
gardens will be exceptional and second to none in its ambiance. It will improve the natural
beauty of the camping ground and revenue from selling flower and flower plants would help
to create a synergy among the business. The designing and maintenance of flower garden is
very important. The design is done with the help of landscape planner and make sure
production is optimized. Gardeners should be there to take care of flower trees and make sure
fertilizer and pesticide is given on time. Manager should be there to make decision
accordingly about the production of flower and make sure it is presented to customer in a
very presentable way. It will also be made sure that when it is sold to organization flower
quality is maintained, therefore will be kept in a cool temperature always. Polythene,
Precautionary net and other instrument like hygrometer (to measure humidity), thermometer
will be used to make sure flower garden environment is maintained and flower business is
done smoothly. Regular Lab test will be done so that soil is always of best quality and
production is always optimized.
Cultural Program & Sports: A cultural program is planned to be arranged at night. Before
dinner everyone who will camp that day would come to attend the Cultural program.
Performer hired or among the work force of camp group will sing or dance and it clients will
be encouraged to participate as well. There are sports equipments and other gears and
children or elder person can all play the game. People from camp ground like in the lake and
flower would also be here so that everyone can have enjoyable time and so that each person
can have chance to play and participate in the cultural program. The equipments in sports
must be made sure to be in order and if any problem arises repair work must be done. Camp
fire would be set up at night and around that people can sit in circle and sing and dance and
have a great time.
Campground Funs at Night: In camping, people choose a place to stay for the night. There
is a wealth of traditional activities in camping to keep the new campers of Bangladesh busy
and exercise their creative muscles during times when it’s too early to go to bed or too late
for strolling around. There are some games and creative activities that will be done at night in
CTB campground.

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• A SAMPLE OF THE DAILY OPERATIONAL FLOW:
Ticket Sales Tent & equipment

setup
Breakfast
Ice breaking & team

building
Hiking Boating Sports Flower

& Garden
Fishing
Lunch
Cultural
Program
Night time
Snacks Break
games
Dinner

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3. Outbound Logistic: this is mainly for the flower business. Flower should be warehoused
in cool environment for the flowers business in the camping office and later transfer it to a
specific place from where our clients will pick their flowers. The transportation will take
place by our alliance transport company.
4. Marketing & Sales: An new marketing campaign will be a key determinant of our
success. Given the fact our campaign will not only have to create awareness about camping
among but also focus on facilitating consumer learning about the environment better. This
would help to create love for the nature and urban children would get the opportunity to come
close to nature. Marketing would do research to know about the trends and the different type
of taste for their potential customer. Then it is possible for them to come up with niche
marketing to attract families, school children and again corporate clients. Again product
differentiation strategy and pricing strategy is taken to attract customers and high price to
cover the initial cost of the project. However for flower business penetration strategy to take
opportunity in the market is followed.
The right media mix that is supplemented by strong sales force in promoting CTB will be
playing crucial role in the business. Also special offering discounts and other promotional
facilities are planned for the customers. The detail of the marketing plan is provided in the
following section of this business plan.
5. Customer Service: One of the key values of our business is customer value. As a
result ensuring customer service beyond their expectation will be the essential determinant of
our distinction from other existing competitors. We will ensure satisfaction beyond
expectations through providing helpful and efficient service with maximum professionalism
and courtesy. For developing a strong relationship with our valued patrons CTB’s employees
will heartily greet them immediately upon their entrance in the Dhaka office and in the camp
ground, design creative and exciting camping schedule with the customers, provide them with
professional service, and guarantee satisfactory experience and make them realize how much
they are really valued.

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In flower business a liaison officer will be appointed to exclusively work to make sure that
clients are getting what they want and are also provided with newer types of flower that are
not common in the market.
SUPPORTING ACTIVITIES: The primary activities are supported by activities, which are called
supporting activities. The supporting activities of the value chain provide inputs that allow
the primary activities to take place. These activities are broken down into four functions:
material management, human resources, information system, and company infrastructure.
1. Company Infrastructure: The company infrastructure consists of corporate

governance, CTB culture and employees’ attitude towards the top management. The entire
organizational culture will demonstrate a zeal for camping and a strong ethical responsibility
to protect the nature and contribute for the betterment of the environment. As the work force
is the life of this service company organizational culture must exist to make the work force
integrated to serve the customers better. Decision - making is centralized yet employees have
the flexibility to serve customers as per their expectations and in doing so they have all the
liberty to act on their impulse so as to satisfy their customers.
2. Materials Management: For transmission of physical materials through the value

chain of CTB to be effective and efficient enough to succeed with a low cost strategy will
require flow of goods from suppliers to directly be used for use in equipments and machinery
and servicing. Electronic systems for managing inventory will be handled using the just-in-
time approach, to avoid inventory leftover amount to be greater than estimated buffer stock.
Fertilizer, pesticide plantation should be made in use very soon as warehousing for long time
can dame the raw materials. The accountant from finance department will list cost of supplies
and amount of each item purchased. This activity integrates the materials management and
finance department at CTB, ensuring activities in the value chain to be thoroughly linked
both horizontally and vertically. They would check the decision made by operation manager
about procuring inventories and could give feedback doing financial analysis about how the
material management cost could be minimized or how which item would benefit more than
the other.

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3. Human Resource Management: The whole HR will be lead by the four partners.
The employees will be working in teams and their efficiency will be gained through both on
and off-the-job training. Constant feed from multiple aspects of the organization will also
support the companies’ quest for continuous improvement, quality, customer satisfaction etc.
to keep employees motivated; they will work in teams and deal with different project.
Awards and recognition will be also the means to boost up employee motivation. The
strategies and actions of the human resource management part of CTB are described in the
Human Resource Strategy and planning part of this business plan.
6.7 RESEARCH AND DEVELOPMENT

Constant soil testing, improving the camp ground ecologically, ensuring ecological and
environmental balance etc will be conducted to maintain the quality of the natural aspects of
the camp ground.
• Maintaining a healthy water system and sanitation system is very important for our
camping project. Constant consultation with experts is required in this area.
• R&D function should be implemented so that our company can achieve a lower cost
structure by pioneering process innovations. This term indicates innovation in a way
that our operating procedure can be more efficient.
• Research and development should also help us to bring customers in the service
development process. We can improve our service quality with the help of direct
customer feedbacks.
• Research and development would be required to develop satisfactory forecasting

techniques to predict our sales potential and other cost estimates through industry
trend analysis and economies situation of the country.
6.8 QUALITY ASURANCE

Some of the important issues related to quality assurance would be;

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• Constant monitoring of our operating process and making required adjustments

should be the key to maintain our service quality.
• Identifying customer needs and fulfilling them promptly should be one of our major
strengths in assuring quality.
• To offer a family atmosphere is very important for the quality assurance of our
camping project. Offering family fun and adventures would create value of our
business in the eyes of the customers and it should be beneficial for our camping
project for future expansions.
• Quite and secure environment is very important for any campground. Our
management should play a vital role in maintaining a disciplined atmosphere in the
camping area. Factors related to noise control and privacy also required to be given
proper attention.
• Cleanliness and providing proper campground facilities like hot showers in winter
season, flush toilets, laundry, stores etc are also important concerns in sustaining
quality in our camping business.
• Maintaining healthy water system is crucial for our business. Drinking water quality is
critically important to good health. Ideally, drinking water should be wholesome,
physically attractive, and free from all harmful organisms and have a chemical
content, which will promote the health of the consumer. Also, water of the lake
should also be safe from all kinds of danger. Thus, providing safe water, both in the
lake and for drinking purposes, is essential for the health of not only our customers,
but also for our employees.
• Fair pricing of goods and services provided on the campground is also a major source
of quality assurance in our business.

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7. MARKETING PLAN
• FIRST IN STRATEGY:
CTB will be the first to take the initiative to take camping in Bangladesh to a broader
scale. The concept of camping itself is new in Bangladesh. There are a lot of picnic spots,
resorts and package tours in Bangladesh, but the concept of camping itself is new in
Bangladesh .The idea of living under the open sky in a tent and doing adventurous
activities with friends, family and colleagues is a new way of enjoying the vacation in our
country. CTB will be the first in the market with such a product.
FLOWER BUSINESS:
Laggard Entry Strategy: There already exists some small number of established flower
plantation and nurseries in Bangladesh. However, they have started their business long
time back. For this stance, this side business of the camp ground will be following a
Laggard-entry strategy. It will be relatively easy to capture market as per supply by the
camp ground as this industry does not have brand loyal customers for them.
• PRODUCT POSITIONING:

CAMP TO BANGLADESH
The product will be positioned by attributes such as; adventurous features, staying in tents
and being close to nature. Additionally, positioning with people who would like to spend
their vacation, holiday, weekend in an adventurous and activity oriented way by being
close to nature will be done. Thus positioning by the product user will be another
approach.
• PRICING STRATEGY:
CTB will be striving to attract a large number of customers at the staring proceedings of
its business. So, CTB will be implementing Penetration pricing initially. This is Because
of the high initial investment in promotions and fixed asset acquisition establishing a
relatively high initial price in needed. By providing low price in a large number of
customers will be attracted and thus the investment recovery will be achieved in this way.
However, with the eventual doubling in the experience curve and standardization of the
products, the price will be lowered after recovering at least 60% of the initial set-up cost
of the business.
As for the flower business, the Penetration pricing will be followed. The synergistic
approach in terms of land usage and delivery of the flowers to the suppliers, the flower
business will be going for a relatively low price than the other competitors are engaged in
currently.
• PROMOTIONAL STRATEGY:
CTB would be trying to implement strategies to create enough initial awareness among
customers about its services to start of business successfully. Initially at the first year, the
promotional activities will be focused on creating awareness about the camping activities
provided by CTB. There will be mainly direct selling by the help of sales representatives
and online booking/reservation.
7.1 SALES AND MARKETING

Initial awareness building is necessary for the whole camping trend.CTB is different from the
existing tours and travel package providers, Porjoton Corporations and resort sites. Adding to
this, the idea of camping where some activities facilitated by trained campers will be
available makes the whole concept a new one. An innovative marketing campaign will be a

CAMP TO BANGLADESH
key determinant of our success. Given the fact our campaign will not only have to create
awareness about CTB among the members of our target markets, but also focus on
facilitating consumer learning about the substantial benefits of having a change in the
monotony of regular life by being close to nature along with adventure and fun activities.
Given our financial resource limitations, we will seek to maximize the utility from our
marketing budget, undertaking strategies that will position CTB as the pioneer in the camping
trend and improving the total style of tours and travel in Bangladesh.
Sales and Marketing of the Flower business
Different potential corporate clients and the flower vendors will be instructed to come in the
Dhaka office of CTB. They will be shown the flower samples and will be provided with the
necessary information on how the delivery will take place along with the regular timing of
delivery. The potential clients and vendors will be giving pricing quotes. These different
quotes will be assessed and the most lucrative and feasible quote will be accepted by the CTB
authority and thus a business-to-business flower business relationship will be established and
sustained.
7.2 DISTRIBUTION
There will be an office in Dhaka were customers can go for booking and other information.
But the distribution/reservation work for CTB will be basically done online. Additionally,
the sales representatives will be given the authority to facilitate the booking tasks via cellular
phone call or via internet.
CAMP TO
Target
BANGLADES
H Customers
Reservation through
online web
Reservation through
Dhaka Office
Reservation through Sales
Representatives

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TRANSPORTATTION
CTB will be having a strategic alliance with Shohag Paribahan to incorporate its
transportation facilities for the convenience of its customers. This bus service provider
will be affiliated with CTB for the transportation of customers from Dhaka and
Chittagong to the camp ground. The delivery of the flowers will also be taking place
through this bus services on a monthly basis.
7.3 ADVERTISING AND PRODUCT PROMOTION

MEANS TO INFORM & PERSUADE CUSTOMERS
The means to inform CTB target market of offers and opportunities promotional activities
has to be planned in a manner that it can by itself influence and persuade a purchase
decision. These promotional activities if run properly will in the end communicate trend
of camping resulting in the demand building. Keeping this objective in mind the
promotional activities of CTB is arranged in the following manner.
PROMOTION (Means to inform & persuade customers)
7.3.1. Advertisement appropriate (media wise plan)
7.3.2. Personal selling by
 Co personnel
 Hired persons (sales oregano gram, team as per target market)
7.3.1. ADVERTISEMENT APPROPRIATE (MEDIA WISE PLAN)
The media habit of the target market of CTB demonstrates a similar pattern of
characteristics that have been matched with medium that suits best with a particular
characteristic.
Sl Characteristics Media
1 With quality newspaper offering in Newspaper advertisements will enable more

Bangladesh, corporate people engage response from the office goers.
substantial time in newspapers.

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2 Main purchase group involves family Mass leaflets in apartments and universities,
and students of different education school and college.
stage
3 People will go for camping in groups Lifestyle Magazine advertisements.
4 For overall attention large visibility is Promotion through magazines and billboards
needed in the busy places of the capital
Corporate purchase
Leaflet dropping and concentrated / custom-made proposals have to be dropped in

case of corporate purchase for programs. Also, single complete setup print / billboards
have to be geared up for more focused product sale.
Yearly Media Plan for TVC, Web & Billboards (PLAN # ONE)
Yearly media plan = Web

Updated
A yearly media plan will be an integral part for the promotional campaign of CTB
and is demonstrated below:
Billboard Billboard Billboard

Change Change Change
Yearly Media Plan for lifestyle magazines, Newspaper & Events (PLAN # TWO)
Jan Feb Mar 2 Apr Mayin lifestyle

insertions Jun Jul Aug
magazines, Sept
newspaper Oct Nov Dec
3 alternative days Special spring

Special Inauguration Buffer Special summer
3 alternative masala
days 3 alternative days
affair
Newspaper
insertion Newspaper Newspaper
insertion insertion
- Package offers
- Package offers - Package offers
- Discounts
- Specific products - Specific products
- All products
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
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TABULATED VERSION OF THE MEDIA PLAN:
Promotion Type Media Frequency Est. Cost
1 Print Media Posters and brochures Inauguration, and tools

3,00,000
for sales representatives
1 Events Tourism Fair Once a year 1,00,000
2 Billboards Mohakhali Changed 3 times a year

3,00,000
Sonargaon Moor
3 Newspaper Prothom Alo -Initial Buffer &

advertisement Opening
The Daily Star Weekends -Initial Buffer &

Opening
4,00,000
Jugantor -Seasonal offer
insertion (3 times in
alternative days a
week)

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4 Lifestyle Magazines Lifestyle -Seasonal offer 1,35,000
3 insertions
8.3.2. PERSONAL SELLING
It will be imperative to have a direct sales force for CTB selling primarily the idea of
camping and eventually the specific products to institutions (school, colleges,
universities) / corporate bodies and secondly to high end customers in households. It
is primarily because the culture of directly selling is the only means to sell to high end
clientele. To achieve this direct sales force CTB needs the followings overleaf:
• MARKETING DIRECTOR
The whole sales team will be under the marketing directors’ supervision. The director
will be setting a monthly target in the director level and will be dispersing the whole
target amongst individual sales representatives and paired sales representative teams.
• SALES REPRESENTATIVE
CTB needs to hire direct sales force for corporate selling on commission basis to
promote in door-to-door selling concept. These sales forces will de divided in
accordance to the target market profile of CTB and will be given necessary
promotional materials such as posters, brochures and discount cards for using during
their sales activities.
• C O-PERSONNEL
A small group of co-personnel will be appointed to maintain the necessary liaison

with the flower distribution task. They will also be working constantly to look for
potential customers to increase the market share for the flower business.
7.4 CUSTOMER SERVICE

A vital determinant for the success of the business of CTB will be continual management of
customer service beyond the expectation of the customers. Through providing helpful and
efficient service with maximum professionalism and courtesy with adequate and appropriate
support superseding the expectations will be achieved. For developing a strong relationship

CAMP TO BANGLADESH
with our valued patrons CTB’s employees will heartily greet them immediately upon their
entrance in the Dhaka office and in the camp ground, design creative and exciting camping
schedule with the customers, provide them with professional service, and guarantee
satisfactory experience and make them realize how much they are really valued.
The following promotional activities will take place in the second year of the business:
• DISCOUNT COUPONS:
Discount coupons for family, students and corporate clients will be provided. This
will mainly stimulate repeat purchase to the clients who have already taken the
service before. The sales representatives will mainly carry this coupons and this will
also be available in the camp ground.
• C ELL PHONE AND WEB PROMOTION:
CTB will form strategic alliance with the telecommunication service provider
Grameen Phone and Banglalink and will promote the camping packages to the GP
and Blink subscribers by sms.
E-mails with the information on the seasonal offering of the camping packages and
the special offers provided for festivals will be sent to the existing clients and the
potential customers.

CAMP TO BANGLADESH
8. HUMAN RESOURCE AND STRATEGY

PLANNING
CTB is mainly a service business and the success of a service business greatly depends on the
way the human resources of the company deliver the service to the customers. The human
resource base of CTB will have to be enlightened with the enthusiasm for adventure and will
have to possess the strong motive for helping the customers to get the best experience filled
with thrills with CTB. Being one of the most important investment aspects of the business,
the human resource base of CTB will have to be the distinct competitive advantage of the
company.
Employees at CTB should be enjoying their work and should be given the opportunity to
contribute in the creative side of the business aspect. They will be given the flexibility to plan
on the camping program with the customers and also in the ways to attract and retain the

CAMP TO BANGLADESH
customer base. Team based work environment will be norm of the organizational culture at
CTB.
• OBJECTIVES
With these points of emphasis in mind, the human resource objective of CTB will be;
• Having the right kind of people in the right place at the right time.
• Team-based organizational culture enabling employees at all level to contribute on

how to continuously and creatively improve ways the camping service can be
delivered to the customers.
• Trigger employee motivation through constant recognition and improve performance

through needed training and meticulous feedback.
8.1 KEY ISSUES

Human resource base of CTB will play a crucial role in the success of the organization.
Employees needs to feel the belongingness for the organization and thus should be pro-
actively working for the success of the whole work execution. The organizational culture is
demonstrated only by the attitude of its employees. For CTB, demonstrating passion for
camping and having an adventurous attitude towards outdoor activities and stay in the
employees will automatically exert motivation towards the campers who would be coming to
the camp ground. Thus the whole task should be initiated from the human resource base by
following some prime issues. Some of the aspects that are crucial to have an employee base
as a distinct capability for CTB are briefed below.
• LEADERSHIP:
The adventurous attitude and passion towards camping should infiltrate from the top of the
organization. Employees will be reinforced towards the liveliness and energetic form of
camping only when the leaders will demonstrate such traits. That is why; the first task of the
management team would be to believe in their quest for setting up a camp ground with other
relevant facilities. As a team of four partners, the management needs to demonstrate top-of-
the-line team sense, trust, integrity and reliability amongst them. The flexible attitude in
terms of communication, opinion generation etc. amongst them and with their employees will

CAMP TO BANGLADESH
lead employees ice break and build team with employees of the organization. The active and
continuous participation from the leadership will reinforce employees to work in
collaboration with them for the greater passion for providing customer with the unyielding
camping experience.
• COMMUNICATION:
All the partners will be ascending specific managerial area in accordance to their areas of
expertise and all will be demonstrating a flexible work attitude that allows employees to
communicate unhesitant. The human resource planning process will be having a very
informal organizational communication mode where employees of all level will be given the
platform to contribute in generating idea and improving the performance of the organization
as a whole. Employees can communicate any sorts of grievances or feedback strait to the
management team or any member of the management team. Thus the possible susceptibility
of grievances will be handled empathetically and employees will be regarding their
management as compassionate about the employees’ well-being. This communication mode
will be top-down, bottom-up and even cross-functional.
• TEAM-BASED WORK:
Employees of different department will be working in teams for their core responsibilities.
Any sorts of improvement or creative brainstorming will be generated, designed and
implemented by the employees as teams. For example, the management group will be
randomly forming teams of employees periodically. These teams will be given task to solve a
particular problem or generate creative ideas for a development or improvement for certain
aspect of CTB. Their projects will be eventually evaluated by the management team and
according to their feasibility ad potential will be implemented in the CTB program. This is
how, CTB will be continually striving to come up with newer programs for it target
customers.
The teams will be made dynamic by comprising employees from all the division existing in
CTB. This will help the team to be fully capable of dealing with all the aspects of the project

CAMP TO BANGLADESH
and thus make programs or solve problems in the most suitable and complete form. With the
realization of their project, the employees will be able to recognize their contribution in the
organization and thus will be motivated to generate better output through their performance.
• TRAINING:
The trend of camping is almost non-existent in Bangladesh. At least it is not commercially

recognized. As the people of Bangladesh are not to much experienced in terms of camping,
thus the employee base will also be having insignificant background in terms of camp
Top Top
experience and providing camping support and services to the customers. That Counselo
is why,
Management r
initially meticulous planning is imperative to have a human resource base that would work as
Team
an asset for the company. With the feasible and satisfactory financial outcome generated from
Chief
Chief
the first year, Chief
the employees will be getting constant training Chief
both formal and informal and
Human
Finance country (i.e. India)Marketin
camp facilities for Operation
also through Resource
going to neighboring training on how to
Officer g Officer s Officer
work better and serve the best as Officer
camping service facilitators.
Cash Marketin Manage Booking

Manage g r &
(Flower
r Manager Transpo
Busines
s) rt
Officer
Direct Sales
Accountant
Force
Site &
8.2 ORGANIZATIONAL STURCTURE Flowe Facility
r Staffs
Food & Health Maintenance Vendo
Manager Manger r
Liaiso
n
Receptionis Office
General ts r
Store Cafeteria
Cook Security
& IT
Pharmac Office
y Cafeteria Cleaner r
Assistant Assistant
s Gardene
s Driver
rs
Emergency
Peon
Medical
Officer
STRATEGIC MANAGEMENT | MGT 489
Electrician PAGE | 64
Plumber
CAMP TO BANGLADESH
8.3 STAFFING PLAN AND REQUIREMENTS

The job specification and responsibilities of employees at the different level will be precisely
defined. Some of the important positions of responsibilities are briefed below;
• TOP MANAGEMENT
The top management of CTB will comprise of four of the partners who will be separately
responsible to the activities of particular functions of the organization. They are all qualified
and experienced individuals in their own fields and also are experienced campers.

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• COUNSELOR
Job Description The counselor will be an external person who will be periodically visiting
the campsite. This person will be then examining the natural or
environmental aspects of the whole campsite. The flower business
maintenance and soil, fossil, insects, hazardous elements etc will be
evaluated by him to ensure the camp ground is in safe state and thus he
would recommend inputs for improvement.
Job Requirements This person will have to have at least five to seven years of experience in
the field of environmental science and agronomy. It is preferred that he is
currently a consultant in any environmental development related NGO
from which CTB can get technical, human resource and logistical support
Job Description forthe
As environmental examination
four functional divisions’iftitle
required byfour
refers, the counselor.
of the chief officers will
Pay Structure Asperforming
be this persontheir
willtasks
be separately
an educated and renowned
in accordance person
to their in the
respective
environmental, forestry and agronomy field, his salary will
function. However, as a team they will also constantly work together be done on the
to
number of consultancy he would be providing and in based on
bring coordination and integrate their functional tasks with each other sohis regular
consultancy fee. The estimated fee can thus be Taka 5,000/= per
the alignment is ensured and synergy is created.
consultancy.
Chief Finance He will Direct the overall financial plans and accounting practices. Oversee
Officer treasury, accounting, budget, tax and audit activities of the organization
and subsidiaries. Oversee financial and accounting system controls and
standards and ensures timely financial and statistical reports for
management use.
Chief HR Officer This person will be in charge of recruitment, hiring training and firing etc.
She would be the one under whose supervision, the performance evaluation
and recognitions will be controlled. The maintenance, food and health and
divisions will be also under him.
Chief Marketing He will be responsible for the overall marketing and sales of both the camp
Officer and flower business where he would be delegating tasks to his sales force.
He will be planning and executing all the promotional activities with the
management and sales manager. Develop marketing strategies, evaluates
market conditions and recommends policy changes to encourage maximum
sales activity.
Chief Operations The whole camping program execution and facilities will be under this
Officer person. The service provided to the customers, services provided by the
site and facility staffs and overall camping related activities will be under
his discretion.
Pay Structure All the partners will hold 25% share of the organization. They will be
deciding on their salary structure and compensation package based on the
initial financial result of the whole venture.
• MARKETING MANAGER

CAMP TO BANGLADESH
Job Description This people will be facilitators to the customers who will come to camp. They
will provide all the necessary assistance and will guide customers throughout
the camping trip. They will plan the camp trip with the customers and give
them proper knowledge, information and quick training on how to go about
camping. Each camping team will have one or a group of site-facility staff
depending on the size of the customer group.
Job Requirement Candidates applying for this position must have at least H.S.C passed
certificate. They should be physically fit, energetic and to some extent athletic.
These people will be thoroughly trained to become camp guides. They must
demonstrate good interpersonal, courage and planning skills as well.
Pay Structure The salary structure would be monthly taka. 12,000. Bonuses will be awarded
twice a year in the amount of taka. 4000.
Compensation Medical care for individual will be free. Employees will also be awarded with
Package salary increments based on performance evaluation done by the customers.
There will be a 20 days yearly holiday.
Packages to make the Opportunity to meet different people and guide them to spend fruitful and
post attractive exciting time. Diverse training and skill development and improved inter-
personal skill.
• FOOD & HEALTH MANAGER
Job Marketing manager will organize motivate and lead sales teams.
Description Responsible for the combined performance of the team and for
ensuring sure that everyone within his team reaches the targets.
He will plan the target with the CMO. He will also plan
promotional and other marketing related activities with the CMO
and also the sales force
Job This person will require a master degree in Marketing and 7-8
Requirements years relevant experience, or equivalent.
Pay Structure The monthly Salary will be Taka 50,000/=. Bonus of Taka
& 25,000/= will be given on achieving sales target. Personal
Compensation medical care will be free. Gas, electricity, cellular phone,
Package separate office space, telephone facilities will be provided. An
additional festival bonus of taka 7,000 will be paid twice.
Packages to A great opportunity to earn a significantly higher salary with
make the post other compensation packages. A position that commands
attractive respect as well as responsibility and opportunity to earn extra
through increased sales. With the performance evaluation,
possibilities of annual increment on his salary. Be the leader or
smart and dynamic sales force and experience the true.

CAMP TO BANGLADESH
• SITE & FACILITY STAFFS
Job Description This person will be having the core responsibility to administer and
manage all the activities relating to the flower business. Thus he will be
planning on the seed, fertilizer, pesticides, and bundling, boxing, storing
schedules regarding the flower business. He will be in contact with the
transportation officer for flower delivery. The gardeners will also be
under his supervision.
Job Requirement Candidate with bachelor’s degree in management and 2-3 years of
experience preferably in the environmental side will be preferred.
Pay Structure The salary structure would be monthly taka. 30,000. Bonuses will be
awarded twice a year in the amount of taka. 3000.
Compensation Medical care for individual will be free. Employees will also be awarded
Package with salary increments based on performance evaluation done by the
customers. There will be a 20 days yearly holiday.
• MANAGER – FLOWER BUSINESS
Job Description This person will be having the core responsibility to administer and
manage all the activities relating to the flower business. Thus he will be
planning on the seed, fertilizer, pesticides, and bundling, boxing, storing
schedules regarding the flower business. He will be in contact with the
transportation officer for flower delivery. The gardeners will also be
under his supervision.
Job Requirement Candidate with bachelor’s degree in management and 2-3 years of
experience preferably in the environmental side will be preferred.
Pay Structure The salary structure would be monthly taka. 30,000. Bonuses will be
awarded twice a year in the amount of taka. 3000.
Compensation Medical care for individual will be free. Employees will also be awarded
Package with salary increments based on performance evaluation done by the
customers. There will be a 20 days yearly holiday.
INITIAL STAFF REQUIREMENT
Position Number of employees

Cash Manager 1

CAMP TO BANGLADESH
Accountant 2 (1 in Dhaka office + 1 in the site)
Food & Health Manager 1
General Store & Pharmacy Assistant 2
Emergency Medical Officer 1
Cafeteria Cook 1
Cafeteria Assistant 2
Maintenance Manager 1
Receptionist 2 (1 in Dhaka office + 1 in the site)
Security 30
Cleaner 2
Driver 1
Peon 2
Electrician 1
Plumber 1
Marketing Manager 1
Sales Force 16
IT Officer 1
Manager- Flower Business 1
Flower Vendor Liaison Officer 1
Gardner 2
Site & Facility Staff 6
Booking and Transport Officer 1
8.4 EXPECTATIONS
The expectation between the management and the employees will be established and
balanced in a planned flow. This flow will start with the management’s providing employees
with training which will be eventually evaluated and given feedback upon. Based on the
evolution employees will be rewarded and eventually they will be included in the program
improvement and activity developmental works. The whole flow can be as follows:
Training & Evaluation, Program/project

Developmen Feedback & plan, problem
t Rewards solving
TRAINING: The two important group of training participants will be;
□ The Sales Force
□ The Site & Facility Staffs

CAMP TO BANGLADESH
Main Training Focus: □ Selling skills
□ Camp Experience – Simulation
□ First Aid training
□ Environmental Protection & Maintenance knowledge
□ Behavior Management
• EVALUATION, FEEDBACK & REWARDS:
The evaluation will be done of 3600 performance evaluation. This is most appropriate
because customers’ feedback on a site and facility staff will show how the service given
by him has been accepted or rejected by customers. Thus further improvement to be
customer responsive will be addressed. A peer will be better able to scrutinize each
other’s flaw as they will better know how genuinely they task has been delivered and thus
how better it can be done. Supervisors are the one on whom employees at different level
will be accountable thus it is imperative in any sorts of evaluation process. Also
subordinates will be able to become flexible to work in a flat organizational culture if
they are given the platform to criticize or appreciate their supervisors. In this way team
building and group based work will also emerge. Subordinates will also get a chance to
do service better b learning from the flaws and successes of their boss.
Reward will be given to those who will get better result in their evolution. For sales
representatives, the one who would bring the highest number of customers will get
rewarded and recognized.
• PROJECT DESIGN/PROBLEM SOLVING:
There will be teams formed with different level and different departments of employees
who will be working together to create newer camping programs to deliver to customers.
There will be also teams of sales force who will be basically working to improve and plan
on the marketing aspects of CTB. Thus they will get more chance to contribute their
learning and experience in the workplace apart from their core work. Eventually with the

CAMP TO BANGLADESH
realization of their project of problem solution, they will be reinforced intrinsically as
well.
9. RISK ANALYSIS
9.1 FORSEEABLE BARRIERS AND UNFORCEABLE
BARRIERS
High financial investment and fixed assets acquisition can be recovered by a good and
sustainable number of customer inflows. If this is not achieved then the whole venture will
face tremendous loss.
• Unpredictable political instability has always hampered business of all types in

Bangladesh. Sudden Hartal or highway blockage program by political parties will be
great barriers to smooth business for CTB. This may lead in losing empty campground
days due to failure in transporting customers from the station to the campground.
• The power and energy scenario poses another potential threat as the site will be in a
relatively remote area quick support may become a bit challenging.

CAMP TO BANGLADESH
• Awareness and experience in out-door camping is almost absent in both the customers
and employees base of CTB. The culture towards going for out-door camping thus
needs to be made in the most creative, constructive way so that it implies the social and
environmental factors strongly.
• Security issue is a big factor in going for such camping business. The area “mustans”
and other related people who can create disturbance in the camp ground needs to be
dealt astutely. Political influence in this case is very crucial.
• Natural calamity and weather volatility holds a grave risk for both the camping and
flower business.
10. FINANCIAL MANAGEMENT PLAN

The Camping business that we are introducing is a relatively new concept in Bangladesh. We
are expecting to have a reasonable scale of market demand for this business as similar sort of
business package tours, which are currently existing in Bangladesh with favorable market
demand.
As CTB is going to be the pioneer in providing camping services, we have to bear significant
pioneering costs that later entrants do not. Later entrants might be able to free-ride on our
investment in pioneering the market and customer education. Also, we are more prone to
make mistakes as new entrepreneurs and run the risk of building the wrong resources and
capabilities.

CAMP TO BANGLADESH
Initial investment in this project will be quite high because of required acquiring of a wide
variety of fixed assets like land, office buildings, Vehicles, boats, generators, camping
equipments etc. Also, We need to take necessary steps for the proper setup of our side
business of flower plantation and selling at the beginning.
10.1 ASSUMPTIONS
After conducting all the required research, forecasting and analysis, we have found that the
initial investment or project cost of our business would be 53,500,000 Taka. We have studied
our market and made some financial assumptions which would help us to invest this total
investment effectively and would give us the maximum return. We are expecting to recover
the initial investment in 3.75 years.
CTB’s investment is divided into two major categories, namely the ‘core business of camping
site’, and the ‘side-by-side seasonal flower business’. The assumptions we have made during
estimating our balance sheet for the first five years of the business are:
 10 bighas of lands is bought at Tk.20, 00,000 per bigha.

 40 bighas of lands is leased at Tk.1, 00,000 per bigha (token value) for ten years from
the Government of Bangladesh.
 An office building of 4000 square feet will be constructed by investing Taka 4300000
and would depreciate at the rate of 2.5% a year.
 Trees and plants will be bought at Taka 40, 00, 000.
 Office furniture, computers, printers will be bought by investing 2, 00, 000 and will
depreciate at the rate of 5% per year.
 Sports and other recreational equipments would cost 2, 500000 and would depreciate
5% a year
 Fencing and wall would cost Tk.5, 00, 000 and would depreciate at the rate of 5% per
year.
 Lake development for boating and other recreational purposes would cost another
Tk.5, 00, 000.
 Two 5-MVA generators would cost total 5, 00, 000 taka and would depreciate at a
rate of 5% per year.
 One Pickup Van for transportation purposes would cost another Taka 10, 00, 000 and
would depreciate at the rate of 5% per year.
 Camping equipments would cost Taka 3, 60, 000 and would depreciate at 5% per
year.
 Five Boats will be bought at taka 10, 000 each and would depreciate at 5% per year.
 Land Purchase & development for flower garden would cost tk.5, 00,000 and would
depreciate by 5%.
 One fountain near the flower garden would cost taka 5, 00,000 and depreciate at the
rate of 5% per year.

CAMP TO BANGLADESH
 One 5 MVA generator for flower garden would cost taka 2, 50, 000 and would
depreciate at 5% each year.
 Irrigation equipments would cost tk.2, 00, 000 and this would also depreciate at 5%
per year.
 Long term business loan of Taka 10,104,847 would be taken from the bank at 12.5 %
interest rate.
 25% of the total salary and wages has been taken into account as the part of the initial
investment. The rest of the yearly salary and wages will be paid from the second
quarter as the cash inflow improves with generation of revenue.
• REVENUE AND COST RELATED ASSUMPTIONS:

 We are expecting to have 50 customers per day on average, totaling 18000 customers
in the first year. They will be charged Tk.500 per day and will enjoy all the features of
the campground. Customers will be provided with three basic meals every day, cost of
which is included in the ticket charge. Other extra meals have to be bought by the
clients as there will be a food corner in the campground. Revenue from there is hold
to be taka 9, 00, 000 in the first year.
 Revenue will grow at the rate of 25% over time as we are anticipating that more
people will be aware and interested about this camping concept.
 Costs of the service provided is just the food that is given to the customer. This is
expected to grow 15% over the years. Other costs are included in the operating
expenses.
 Account receivable is assumed to be 10% of sales as year ending camping charge by
corporate clients through credit cards may not be collected that year. Office supplies
is hold to be taka 5, 00, 00 and Camping supplies like small accessories is hold to be
taka 6, 00, 00 a year.
• OTHER ASSUMPTIONS:
 Market Interest rate is taken to be 12.50% per annum. It is used for discounting our
Free Cash Flows of first 10 years’ expected values.
 Business life has been set to be 10 years.
 Free Cash Flow grows at 33.59% in first 5 years, and it continues so up to just before
10th year, then it slows down at a stagnant 5% growth rate per annum from the 10 th
year, because at that time market is expected to be saturated.

CAMP TO BANGLADESH
 Risk-Free rate of interest in Bangladesh is taken to be 7.126%. Data from Treasury
securities interest rates of varying maturities have been weighted averaged to
calculate this value. Source: Bangladesh Bank
 We will follow Straight-line Depreciation method for our fixed assets in the following
rates:
Cost in Depreciat
Fixed Asset Schedule
taka ion Rate
24,000,0
0.00%
Land 00
4,300,00
2.50%
Building 0
4,000,00
0.00%
Plantation 0
2,500,00
5.00%
Sports Equipment 0
Office furniture, computers,

200,000 5.00%
printers
Fencing and Wall 500,000 5.00%
Lake 500,000 0.00%
Camping Equipment (Fixed) 360,000 5.00%
Generator 500,000 5.00%
1,000,00
Pickup Van 5.00%
0
Boats 50,000 5.00%
10.2 FINANCIAL PLAN

 Total investment required in this project is Taka 53,500,000. Here, Equity investment
would be Taka 42,800,000.
 Long term business loan of Taka 10,700,000 would be taken from the bank at 12.5 %
interest rate.

CAMP TO BANGLADESH
Total Investment (Equity) in Flower

2,500,000
Project
Total Investment in Camping Project 51,000,000
Total Investment in CTB 53,500,000
Break-Down of Investment:
Total Investment in CTB 53,500,000
Total Owner's Equity 42,800,000
Total Long Term Debt 10,700,000
BREAK DOWN OF THE COSTS OF THE CAMPING PROJECT
Fixed Costs
Item Detail TK.
Owned Land (10 Bighas @Tk 20 lakhs) (10 Bighas @Tk 20 lakhs) 20,000,000
Leased Land (40 Bighas @Tk 1 lakhs) (40 Bighas @Tk 1 lakhs) 4,000,000
Buildings (4,000 sq. feet @ 1,000 + 3,00,000) (4,000 sq. feet @ 1,000 + 3,00,000) 4,300,000
Plantation 4,000,000
Office furniture, computers, printers 200,000
Ride and Sport equipment 2,500,000
Fencing & Wall 500,000
Lake 500,000
Generator ( 2 unit) (2 pieces @250000) 500,000
Pickup Van (1 van @10,00000) 1,000,000
Camping Equipment (Fixed items) 360,000
Boats (5@10,000) (5 boats@10,000) 50,000
Others nil
TOTAL FIXED COSTS 37,910,000
Preliminary Costs
Items TK.
Financial Expense 3,953,500
Operating Expense 8,579,000
Prepaid Expense 100,000
Office Supplies 50,000
Camping Supplies 60,000
TOTAL PRELIMINARY COST 12,742,500

CAMP TO BANGLADESH
50,652,500
TOTAL COST OF THE CAMPING PROJECT
LOAN SCHEDULE
Year Year
Loan Schedule Year 1 Year 2 Year 5
3 4
10,700,0 10,104,8 9,435,3 8,682,0 7,834,6
00 47 00 59 64
Opening Balance
Loan Repayment 1,932,65 1,932,65 1,932,6 1,932,6 1,932,6
(Principal+ Interest) 3 3 53 53 53
10,104,8 9,435,30 8,682,0 7,834,6 6,881,3

Closing Balance 47 0 59 64 44
Interest Rate 12.50% 12.50% 12.50% 12.50% 12.50%
1,337,5 1,263,1 1,179, 1,085, 979,33

Interest Expense 00 06 412 257 3
BS Long-term Bank 10,104, 9,435,3 8,682, 7,834, 6,881,3

Loan 847 00 059 664 44
10.3 INCOME STATEMENT
COMPANY PROFIT / LOSS STATEMENT

CAMP TO BANGLADESH
Year 1 Year 2 Year 3 Year 4 Year 5
Revenues (18000 units @ 11,250,00
9,000,000 14,062,500 17,578,125 21,972,656
Taka 500) 0
Revenue from Food &
900,000 1,125,000 1,406,250 1,757,813 2,197,266
Medicine
Les Costs of Services Provided
4,044,000 4,650,600 5,348,190 6,150,419 7,072,981
s (18000 units @ Taka 224.7)
5,856,000 7,724,400 10,120,560 13,185,519 17,096,941
Operating Expense
Land Development &
2,800,000 200,000 200,000 200,000 200,000
Maintenance
Bird Park Maintenance 650,000 300,000 300,000 100,000 100,000
Fish Maintenance 500,000 500,000 500,000 500,000 500,000
Pesticide 85,000 85,000 85,000 85,000 85,000
Utility Expenses 500,000 500,000 500,000 500,000 500,000
Gross Profit 1,321,000 6,639,400 9,035,560 12,100,519 16,011,941
Sales, Rent and general &
100,000 100,000 100,000 100,000 100,000
administration Exp
Salary and wages 4,350,000 4,567,500 4,795,875 5,035,669 5,287,452
Depreciation Expense 331,000 331,000 331,000 331,000 331,000
Other
Expenses(Consultancy 50,000 50,000 50,000 50,000 50,000
Fees)
Advertising (Television,
1,235,000 1,150,000 1,100,000 1,050,000 1,050,000
Poster, Billboard, Magazine)
Legal fee 50,000 50,000 50,000 50,000 50,000
Operating Profit - 4,795,000 4,958,400 7,404,560 10,519,519 14,430,941
Interest Expense 1,337,500 1,263,106 1,179,412 1,085,257 979,333
Net Income From Camping Project -6,132,500 2,495,294 5,075,148 8,334,262 12,351,608
Net Income From Flower Project 670,500 1,327,800 1,789,990 1,840,540 1,874,916
Profit Before Taxes -5,462,000 3,823,094 6,865,138 10,174,801 14,226,524
Taxes (40%) 0 -1,529,238 -2,746,055 -4,069,920 -5,690,610
Net Profit -5,462,000 2,293,856 4,119,083 6,104,881 8,535,914
10.4 BALANCE SHEET
COMPANY BALANCE SHEET

CAMP TO BANGLADESH
LIABILITIES AND OWNER'S EQUITY Year 1 Year 2 Year 3 Year 4 Year 5
ASSETS
5 Current liabilities
1 Current Assets
Income taxes payable @ 40% 0 1,529,238 2,746,055 4,069,920 5,690,610
Cash payable @12.5%
Interest 8,191,347
1,337,500 11,396,500
1,263,106 15,945,216
1,179,412 22,411,849
1,085,257 31,400,755
979,333
Account Expense
Accrued Receivables 900,000 1,125,000 1,406,250 1,757,813 2,197,266
600,000 600,000 600,000 600,000 600,000
Payable(Camping)
Prepaid Expenses (Utilities & 100,000 100,000 100,000 100,000 100,000
Accrued
others) Expense Payable(Flower) 50,000 50,000 50,000 50,000 50,000
Office Supplies
Other 50,000
0 30,000
0 30,000
0 30,000
0 30,000
0
TotalCamping
CurrentSupplies
liabilities 1,987,500
60,000 3,442,344
60,000 4,575,467
60,000 5,805,178
60,000 7,319,943
60,000
Total Current Assets in Flower 1,843,000 3,243,300 5,105,790 7,018,830 8,966,246
6 LongBusiness
Term Liabilities
Total Current
Business Assets
Loans (Long-term Bank 11,144,347 15,954,800 22,647,256 31,378,491 42,754,267
10,104,847 9,435,300 8,682,059 7,834,664 6,881,344
Loan)
2 Others
Fixed Assets 0 0 0 0 0
Total Long Term Liabilities 10,104,847 9,435,300 8,682,059 7,834,664 6,881,344
Owned Land (10 Bighas @Taka 20 20,000,000 20,000,000 20,000,000 20,000,000 20,000,000
lakhs)
7 Owner's Equity
Leased Land (40 Bighas @ Taka 1 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000
lakh) in Camping Project
Equity 40,300,000 40,300,000 40,300,000 40,300,000 40,300,000
Buildings (4,000 sq. feet @ 1,000 + 4,300,000 4,300,000 4,300,000 4,300,000 4,300,000
Invested Capital in Flower Project 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000
3,00,000)
Accumulated Retained
Plantation 4,000,000
-5,462,000 4,000,000
-3,168,144 4,000,000
950,939 4,000,000
7,055,820 4,000,000
15,591,734
Earning(Camping Project)
Office furniture,
Accumulated computers, printers
Retained 200,000 200,000 200,000 200,000 200,000
670,500 1,998,300 3,788,290 5,628,830 7,503,746
Ride and Sport Project
Earning(Flower equipment 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000
TotalFencing
Owner's Equity
& Wall 38,008,500
500,000 41,630,156
500,000 47,539,229
500,000 55,484,649
500,000 65,895,480
500,000
Lake 500,000 500,000 500,000 500,000 500,000
Generator ( 2 unit)AND EQUITY 50,100,84
500,000 54,507,80
500,000 60,796,75
500,000 500,000 500,000
8 TOTAL LIABILITIES 69,124,491 80,096,766
Pickup Van
7
1,000,000
0
1,000,000
6
1,000,000 1,000,000 1,000,000
Camping Equipment (Fixed items) 360,000 360,000 360,000 360,000 360,000
Boats (5@10,000) 50,000 50,000 50,000 50,000 50,000
Total Fixed Assets 37,910,000 37,910,000 37,910,000 37,910,000 37,910,000
Less: Accumulated Depreciation 331,000 662,000 993,000 1,324,000 1,655,000
Net Fixed Assets 37,579,000 37,248,000 36,917,000 36,586,000 36,255,000
Net Fixed Assets in Flower Project 1,377,500 1,305,000 1,232,500 1,160,000 1,087,500
3 Intangibles(Goodwill, Patents) 0 0 0 0 0
4 TOTAL ASSETS 50,100,847 54,507,800 60,796,756 69,124,491 80,096,767

CAMP TO BANGLADESH
10.5 CASH FLOW STATEMENT
EXPECTED CASH FLOW OF THE COMPANY

Cash flow from Operating
Activities
(Adjustment to reconcile net
income to net cash
provided by Operating
activities)
Net Income -5,462,000 2,293,856 4,119,083 6,104,881 8,535,914
Add: Depreciation 331,000 331,000 331,000 331,000 331,000
Add: Amortization 0 0 0 0 0
Deduct: Increase in AC
-900,000 -225,000 -281,250 -351,563 -439,453
Receivables
Add: Increase in Payable 600,000 0 0 0 0
Add: Interest payable Increase 1,337,500 -74,394 -83,693 -94,155 -105,924
Add: Increase in Tax Payable 0 1,529,238 1,216,817 1,323,865 1,620,689

Net Cash Provided by
-4,093,500 3,854,700 5,301,956 7,314,029 9,942,226
Operating Activities
Cash Flows from Investing

Activities
Cash Outflows for Initial

38,120,000 20,000 0 0 0
Investment
Net cash Used by Investing
-38,120,000 20,000 0 0 0
Activities
Cash Flows from Financing

Activities
Cash inflows from the owners

40,300,000 0 0 0 0
contribution
Cash inflows from the Term
10,700,000 0 0 0 0
Loan
Repayment of Principal of -595,153 -669,547 -753,241 -847,396 -953,320
Term Loan

CAMP TO BANGLADESH
Net cash Provided by
50,404,847 -669,547 -753,241 -847,396 -953,320
Financing Activities
Net increase in cash 8,191,347 3,205,153 4,548,716 6,466,633 8,988,906

FINANCIAL RATIOS
Add: Cash at the Beginning of 0 8,191,347 11,396,500 15,945,216 22,411,849
the year RATIOS Year 1 Year 2 Year 3 Year 4 Year 5
Cash at The End of the Year 8,191,347.00 11,396,499.88 15,945,215.83 22,411,848.76 31,400,754.83
Liquidity Ratios
01. NWC to Total Asset Ratio 0.18 0.23 0.30 0.37 0.44
02. Current Ratio 5.61 4.63 4.95 5.41 5.84
03. Quick Ratio 4.57 3.64 3.79 4.16 4.59
04. Cash Ratio 4.12 3.31 3.48 3.86 4.29
Efficiency Ratios
01. Total Asset Turnover 0.12 0.15 0.18 0.20 0.23
02. Average Collection Period 56.10 47.84 45.65 43.79 42.22
03. Inventory Turnover 1.00 0.35 0.18 0.12 0.11
04. DSI or ,Inventory
365.00 1034.17 2007.50 3102.50 3467.50
Period(Days)
05. PDP(Days) 260.71 608.33 912.50 1216.67 1216.67
06. CCC(Days) 160.38 473.68 1140.65 1929.63 2293.05
07. NWC Turnover Ratio 0.64 0.71 0.66 0.60 0.56
NOTE: Ratio No. 3,4,5 & 6 are only applicable for Flower Business
Leverage Ratios
01. LT Debt Ratio 0.21 0.18 0.15 0.12 0.09
02. LT Debt-equity Ratio 0.27 0.23 0.18 0.14 0.10
03. Total Debt Ratio 0.24 0.24 0.22 0.20 0.18
04. TIE Ratio -3.59 3.93 6.28 9.69 14.74
05. Cash Coverage -3.28 4.25 6.62 10.06 15.15
06. LT Debt to Total Debt 0.84 0.73 0.65 0.57 0.48
07. Debt Equity Ratio 0.32 0.31 0.28 0.25 0.22
08. Equity Multiplier 1.32 1.31 1.28 1.25 1.22
Profitability Ratios
01. Return on Investment -0.10 0.09 0.12 0.15 0.18
02. Operating Profit Margin -0.82 0.64 0.73 0.80 0.84
03. A/R Turn over 1.00 1.00 1.00 1.00 1.00
04. Fixed Asset Turnover 0.15 0.20 0.27 0.35 0.46
05. ROA -10.90% 4.21% 6.78% 8.83% 10.66%
06. ROE -14.37% 5.51% 8.66% 11.00% 12.95%
10.6 RATIO ANALYSIS
1. LIQUIDITY:
Overall, Camp To Bangladesh seems to be more liquid over first 5 years of its
operation. There is a trend of Net Working Capital to increase over time.

CAMP TO BANGLADESH
Liquidity Ratios
01. NWC to Total Asset
0.18 0.23 0.30 0.37 0.44
Ratio
02. Current Ratio 5.61 4.63 4.95 5.41 5.84
03. Quick Ratio 4.57 3.64 3.79 4.16 4.59
04. Cash Ratio 4.12 3.31 3.48 3.86 4.29
nd rd
Both Current and Quick ratios have fallen in 2 and 3 year, but then again it started
increasing in 4th and 5th year and so on.
2. EFFICIENCY:
Overall, Camp To Bangladesh seems to be getting more efficient over time. Its total
asset turnover has increased by almost 200% in first 5 years of operation. It declined
from 0.12 to 0.23.
Then again, CTB’s Average Collection Period and Inventory Turnover period ratios
also seem to very efficient. These ratios are mainly ‘Flower Business Section’. Since
CTB is itself its supplier in flower business, Cost of Goods Sold has declined and so
has its two ratios.
Efficiency Ratios
01. Total Asset Turnover 0.12 0.15 0.18 0.20 0.23

02. Avg Collection Period 56.10 47.84 45.65 43.79 42.22
03. Inventory Turnover 1.00 0.35 0.18 0.12 0.11
04. DSI or, Inventory Period(Days) 365.00 1034.17 2007.50 3102.50 3467.50
3. LEVERAGE:
Camp To Bangladesh has reduced its leverage over time due to its risk-averse attitude
towards business. Its Long term liability mainly consists of long-term bank loans. So
it is expected to pay back most of its debts in first 5 years.
This is why CTB’s LT Debt ratio declined from 21% to as low as 9% in the fifth year.
Again their earning see to be sufficient enough to pay back all its fixed financial
expenses each year. Their TIE ratio, although negative only in the first year, seems to
improve over 5 years.
Leverage Ratios
01. LT Debt Ratio 0.21 0.18 0.15 0.12 0.09
02. LT Debt-equity Ratio 0.27 0.23 0.18 0.14 0.10

CAMP TO BANGLADESH
03. Total Debt Ratio 0.24 0.24 0.22 0.20 0.18
04. TIE Ratio -3.59 3.93 6.28 9.69 14.74
05. Cash Coverage -3.28 4.25 6.62 10.06 15.15
06. Equity Multiplier 1.32 1.31 1.28 1.25 1.22
Their TIE ratios mean that they have enough ‘Earning before Interest and Taxes’, 6
times, 9 times and even 14 times earnings over their interest expenses in 3 rd, 4th and 5th
year respectively. Their Cash coverage ratios have the similar pattern.
CTB’s equity multiplier is slightly above 1, ranging somewhere between 1.25 and
1.30, meaning that they are not very highly leveraged with debts.
5. PROFITABILITY:
CTB has a negative return on its investment in Year 1 only. Then it improved and
quite took off from the 5th year with a ratio of as high as 0.18.
Their operation seems to suffer in the first year as well, as we see a negative operating
profit margin of -0.82. This is mainly due to high operating expenses in those early
years of business operation.
Profitability Ratios
01. Return on Investment -0.10 0.09 0.12 0.15 0.18
02. Operating Profit Margin -0.82 0.64 0.73 0.80 0.84
03. A/R Turn over 1.00 1.00 1.00 1.00 1.00
04. Fixed Asset Turnover 0.15 0.20 0.27 0.35 0.46
05. ROA -10.90% 4.21% 6.78% 8.83% 10.66%
06. ROE -14.37% 5.51% 8.66% 11.00% 12.95%
Then its Operating profit margin seems to improve from 0.64 in 2nd year to 0.84 in the
5th year. CTB’s Accounts receivable turnover is expected to keep constant over 5
years by its strict management of liquid assets.
Its fixed asset turnover is expected to remain very low (at only 0.15 and 0.20 in Year
1 and Year 2 respectively). However, this ratio is expected to take off and be in a
good position over time. Because, any business needs to utilize its fixed assets in a
profitable way over time, once they are well experienced into the business.

CAMP TO BANGLADESH
Finally, to measure, CTB’s profitability, we look at their ROA (Return on Assets) and
ROE (Return on Equity) ratios. Both of them show similar patterns. Starting with
negative values in the first year, they are expected to 11% and 13% respectively
within first 5 years of business.
10.7 FINANCIAL ANALYSIS

• NET PRESENT VALUE (NPV)
From 5 years’ forecast, we observe a trend growth rate slightly above 39.15% in the
company’s free cash flows. If we take that growth rate, we can forecast next 5 years’
cash flows as well. With initial investment of more than Taka 38,000,000, we get a
small net present value of about Taka 21,000,000 in first five years. It indicates that,
in this heavy leveraged business, where capital investment is much higher, 5 years’ is
not sufficient to get the business start off successfully.
NET PRESENT VALUE

Normal Discounted
Initial
53500000.00
Investment
FCF1 8,191,347.00 7,281,197.33
FCF2 11,396,499.88 9,004,641.88
FCF3 15,945,215.83 11,198,834.71
FCF4 22,411,848.76 13,991,606.85
FCF5 31,400,754.83 17,425,188.14
FCF6 41,949,474.00 20,692,424.77
FCF7 44,046,947.71 19,312,929.79
FCF8 44,046,947.71 17,167,048.70
FCF9 44,046,947.71 15,259,598.84
FCF10 46,249,295.09 14,242,292.25
NPV in 5 years 20,892,968.91
NPV in 10 years 107,567,263.27

CAMP TO BANGLADESH
*All discounted free cash flows
Growth rate in first 5 years 0.33
Growth rate from the 10th year 0.05
However, 10 year result is quite satisfactory. Even though at the 10th year, the
business is expected to slow down due to market saturation. We get a positive net
present value of more than Taka 107,500,000. This result certainly justifies our
possibility of investment in this business. However, result of this NPV relies much on
how long investors are willing to wait until they get back their money.
• BREAK-EVEN ANALYSIS
If we look at our break-even trends over time, we can easily see a satisfactory
downward trend in all of the burden values. Since break-even point are the minimum
points required to be achieved by business simply to cover its fixed cost, the smaller
the values, the less the burden on us.
From the table, we can see that fixed costs have steadily declined from some
11,988,500 to only some Taka 9,232,785 in first five years. Only variable costs have
increased from some Taka 4,044,000 to Taka 7,072,981.
BEP
Break Even Sales =FC/(1-(VC/S)
Items Year 1 Year 2 Year 3 Year 4 Year 5

Fixed Cost, FC
11,988,500 9,096,606 9,191,287 9,086,926 9,232,785
Variable Cost, VC
4,044,000 4,650,600 5,348,190 6,150,419 7,072,981
Total Sales, S
9,900,000 12,375,000 15,468,750 19,335,938 24,169,922
VC / S 0.4085 0.3758 0.3457 0.3181 0.2926

(1-VC/S) 0.5915 0.6242 0.6543 0.6819 0.7074
FC/(1-VC/S), BEP (Tk.) 20,267,444 14,573,365 14,048,405 13,325,546 13,052,376
Customer-Days#
40,535 29,147 28,097 26,651 26,105
(@ Tk. 500)
Avg. No of Customers
111 80 77 73 72
Per day to break-even

CAMP TO BANGLADESH
In contrast our sales are expected to observe a robust growth over this period, ranging
from only some 10,000,000 in Year 1 to eventually Taka 24,000,000 in year 5. As a
result VC/Sales ratio is managed to be in between 0.60 and 0.70. On average 65%
variable costs have caused our break-even points go down over time.
Number of units in ‘customer days’ (which can also be expressed as one customer a
day) has declined from some 40,000 units to only 26,000 units annually.
Therefore, we require only 111 visitors per day in Year 1 to just break-even. This
requirement is expected to gradually decline up to around only on average 72 visitors
a day to cover our fixed costs. These requirements are far below our capacity and
expected number of visitors per day each year, considering all seasonal variations and
off-seasons’ decline.
• WEIGHTED AVERAGE COST OF CAPITAL
We know that weighted average cost of capital is the average of the after-tax costs of
each of the sources of capital used by a firm to finance a project. The weights reflect
the proportion of the total financing raised from each source. (Arthur J. Kewon, et al.)
Now we look at Camp To Bangladesh’s WACC, and we see that its WACC hovers
around some 7.5% in the first 5 years of the business.
WACC (Weighted Average Cost of Capital)

Formula: WACC = WdKd(1-T) + WeKe
Where, Wd = Weight of Debt Kd = Cost of Debt
We = Weight of Equity Ke = Cost of Equity
T = Tax Rate (40%)
Item Year 1 Year 2 Year 3 Year 4 Year 5
Long-term Liabilities 10,104,847.00 9,435,299.88 8,682,059.36 7,834,663.78 6,881,343.75
Equity 38,008,500.00 41,630,156.48 47,539,228.98 55,484,649.13 65,895,480.07
Total LT Debt & Equity (4) 48,113,347.00 51,065,456.35 56,221,288.34 63,319,312.91 72,776,823.82
Weight of Debt Wd 0.21 0.18 0.15 0.12 0.09
Financial Exp (Int) (2) 1,337,500.00 1,263,105.88 1,179,412.48 1,085,257.42 979,332.97
(a) (2)/(1) = Cost of
0.1324 0.1339 0.1358 0.1385 0.1423
Debt, Kd
Tax rate, T 0.0000 0.4000 0.4000 0.4000 0.4000
After Tax Cost of Debt 0.1324 0.0803 0.0815 0.0831 0.0854
Owners' Equity (3) 38,008,500.00 41,630,156.48 47,539,228.98 55,484,649.13 65,895,480.07
(3)/(4) = Weight of We 0.79 0.82 0.85 0.88 0.91
Risk Free Rate, RFR (a) 0.07125 0.07125 0.07125 0.07125 0.07125
Beta (b) 0.0005 0.0005 0.0005 0.0005 0.0005

CAMP TO BANGLADESH
Market Return 0 0 0 0 0
Cost of Equity (Ke) (b) 0.0712 0.0712 0.0712 0.0712 0.0712
WACC 8.41% 7.29% 7.28% 7.27% 7.26%
* Risk Free Rate of Interest is taken at 7.125% per annum
The interpretation of this value would be that the ‘rate of return’ or IRR (Internal Rate
of Return) has to be higher than this WACC value to have the project profitable for
investors. So, the decision criteria for whether to run this project or not would be,
IRR > WACC
In this case,
IRR has to be > 7.50%, on average.
• INTERNAL RATE OF RETURN
Here, we calculate the internal rate of return of Camp to Bangladesh for first 10
years of operation, which is a capital-budgeting criterion that represents the rate of
return that a project earns.
IRR ( Internal Rate of Return)

Present Values of 10 year’s Free Cash Flows
FCF1 7,281,197.33
FCF2 9,004,641.88
FCF3 11,198,834.71
FCF4 13,991,606.85
FCF5 17,425,188.14
FCF6 20,692,424.77
FCF7 19,312,929.79
FCF8 17,167,048.70
FCF9 15,259,598.84
FCF10 14,242,292.25
Total PV of Inflows 145,575,763.27
Initial Outlay, IO 38,008,500.00
Formulae: IO = Total FCFs / (1+ IRR)^t)

Here, t = 10
Using a Financial Calculator (Trial & Error Method)
IRR = 29.64%

CAMP TO BANGLADESH
Since, our decision rule was that we would take the project if our IRR is higher than
WACC, here we get,
29.64% > 7.50%
Therefore, we have found that IRR > WACC. This means that weighted cost of our
invested capital is lower than our return on the same capital investment.
Hence, NPV and IRR jointly recommends this business project to be taken with
additional adjustment for risk-analysis, because duration for this business has to be at
least 3 years and 9 months to just break even the initial cost.

CAMP TO BANGLADESH
11. CONCLUSION
According to our research, some specific niche market in falling into a particular income
range are interested to avail such out-door camping facilities is there exists any. The venture
entails a genuine intension to contribute in the learning of people about environmental facts
and thus also work in improving the ecological and environmental factors of the country. A
strong motive is also to attract people towards more local tourism than going to other country
to spend holiday.
The financial analysis done in the business plan depicts that because of possessing a large
amount of fixed assets, our initial investment is quite high. However, in the eventual years
mostly the operating expenses will incur, which is insignificant compared to the total revenue
we will generate. The crucial task would be to create a culture towards camping and attract
people from different segments and diverse sector.

CAMP TO BANGLADESH
APPENDICES
RESEARCH QUESTIONNAIRE (SAMPLE)
NOTE: THE ORIGINAL QUESTIONNAIRES ARE ATTACHED LATER AFTER THE BIBLIOGRAPHY SECTION OF APPENDICES
This interview is being conducted for academic purpose only. The records will be
kept only till the completion of the course. We simply need your honest opinion.
If you need to clarify for any queries, please contact us at 01731123830 or
01715538524. Thank you in advance for your assistance.
1. Have you heard about camping outdoor?
1 Yes
2 No
2. Have you ever been to any outdoor camping trip?
1 Yes
2 No
3. Do you know how outdoor camping trips are done?
1 Yes
2 No
4. How many times a year do you usually go for local recreational trips i.e. family/official Picnic,
semester break trips, holiday or weekend trips?
1 Once in 2/3 years

2 Once a year
3 Twice a year
4 Randomly (irregular)
5. How many days are you willing to spend for an outdoor camping trip?
1 1-2 days
2 2-3 days
3 4- 7 days
6. How much do you spend for your local recreational trips per day?
1. Taka 100-500/person
2. Taka 500-1000/person
3. Taka 1000-2000/oerson

CAMP TO BANGLADESH
4. Taka 2000-5000 (or more)/person
7. Please answer the next questions according to the following scale.
1= strongly agree
2= Agree
3= neither agree nor disagree
4= Disagree
5= strongly disagree
1 2 3 4 5
A). A camping facility could be good source of recreation
B). Camping can be a good substitution for Theme Parks
C). Camping can be a good substitution for Picnic Spots
D). Tourism industry of Bangladesh can provide good facilities for camping
E). I would want to be the first one to go for camping if there is any such facility
in Bangladesh
F). Friends are the right company for camping
G). Camping can be a good substitution for Resorts
H). Camping can be a nice way to spend time with my family
I). Students can gather learning from the camping trips in enthusiastic manner
J). Children can develop themselves in camps by being close to nature
K). Schools and Colleges should organize camping trips if such camp ground
facility exists
L). I have been waiting long for a suitable outdoor camp facility
M). Camping can be used as good team building mode for a group of people (i.e.
students, colleagues etc.)
N). Camp ground should be somewhere near Dhaka
O). Camping without hill tracks will be incomplete
P). Camp ground should be away from the town and very close to nature
Q). I would not really go for any camp trips even if there is any such facilities
available
R). Camping trips will never work in our country
S). I am not really clear and comfortable about the idea of camping
T) I am satisfied with the existing package tour companies

CAMP TO BANGLADESH
U) Camping can be a good alternative to package tours
Let us get to know you a little .

8. Gender 9. Monthly household income 10. Occupation
A). Male A). Below TK 25,000 A). Student
B). Female B). TK 25,000-49,999 B). Employee
8. Age group C). TK 50,000-74,999 C). House maker
D). TK 75,000-99,999 D). Self employed
A). 13-17 yrs E). TK 100,000 or above E). Others(specify)__________
B). 18-22 yrs
C). 23-27 yrs 11. Education level
D). 28-32 yrs A). O levels/SSC
E). 33-37 yrs B). A levels/HSC
F). 38-42 yrs C). Undergraduate/Honors
G). 43 yrs and above D). Postgraduate/Masters
E). Others (Specify)__________
Thank you once again!

CAMP TO BANGLADESH
CAMPING RULES (SAMPLE)
To help make everyone's stay a pleasurable and enjoyable experience, we present the
following excerpts from the complete regulations, which can be found in the pamphlet,
"Rules and Regulations of CTB camping”
i. Camping is allowed at designated sites only and fees will be charged on a person/unit
basis.
ii. Campsite registration is on a first-come-first-served basis. Reservation of campsites is
permitted.
iii. Camping is limited to 14 consecutive days.
iv. Quiet hours are from 12:00 pm to 6:00 am.
v. Please keep a clean campsite during occupancy and upon departure.
vi. Trash bags are available to the attendant station for registered campers. Please deposit
bags in dumpsters.
vii. You may pick up dead timber lying on the ground for firewood, but please do not cut
any standing trees or brush.
viii. If you would like to have a ground fire, please pick a site that has a metal fire ring
provided. All ground fires must be confined to these fire rings.
ix. All vehicles must remain on roadways. When parking vehicles, keep at least two
wheels on the roadway or camp pad.
x. Report theft, loss, accident, or disturbance to Park Rangers or gate attendants.
xi. Alcohols are not allowed in the campsite.
GAMES TO BE PLAYED AT NIGHT TIME (SAMPLE)
Group Storytelling: One person starts a story and, after a while, points to someone else, who
continues the story. Player 1: "Once upon a time, there were three princesses living in a . . ."
Player 2: ". . . river! They were tiny mermaid princesses with purple hair, and they loved to

CAMP TO BANGLADESH
play with the fish and eat tasty . . ." Player 3: ". . . seaweed! Slippery slimy seaweed, the
slimier the better. One day . . ."Keep going until the story reaches its natural conclusion.
Free Association: Here, someone says a word - any word. Then go around from player to
player, saying the first word that comes to mind."Camping!", "Mosquitoes!", "Blood!",
"Guts!", "Brave!" Keep going until someone gets stuck trying to think of a word or
everybody breaks down laughing! Then start over with another word.
Follow the Leader: This is an entertaining game for younger children. Someone is designated
the leader and initiates a series of actions that everyone else has to follow - walking, jumping,
dancing, shaking arms and legs, crawling, clapping . . . The possibilities are endless! After a
while, someone else gets to be the leader.
Follow the SECRET Leader: In this classic campground game, one person is chosen to be the
Guesser and is sent away while the others select their Secret Leader. The Guesser is called
back, and everyone sits in a circle with the Guesser standing in the middle. The Secret Leader
initiates a series of motions that everyone else immediately follows. The Guesser studies
everyone in the circle and tries to determine who among all the winking, head-scratching,
finger-snapping, hair-tossing players is the Secret Leader. Players must be careful not to
make it obvious that they are watching the Secret Leader! Meanwhile, the Secret Leader must
continually initiate new actions. The Guesser gets three chances to pick out the Secret Leader.
Then a new Guesser is sent away and a new Secret Leader is chosen.
Anatomy: Everyone stands in a circle; one person is chosen as "It" and moves to the center of
the circle. "It" faces one of the players and points to, for example, her nose and says, "This is
my elbow." The player opposite her must immediately point to his elbow and say, "This is
my nose." If the player responds correctly, "It" turns to the next person in the circle and
repeats the game, pointing to a different part of her body. If a player gives an incorrect
answer, that person moves to the center and becomes the new "It."
Campfire Theater: Before your trip, pack a "mystery box" full of random objects - a single
high-heeled shoe, a ball of yarn, a wig, an old toothbrush, flashlight, a feather . . . The
weirder the assortment, the better! Divide into two groups. The first half goes first and has 15
minutes to come up with a skit, incorporating as many of the objects as they can into the plot.

CAMP TO BANGLADESH
The second group takes its turn, using different props from the box or using the same props in
different ways.
A Twist: The group watching the play gets to select the mystery objects for the group
performing the play!
Games by Moonlight: People can bring their favorite board games (like chess, ludo,
monopoly, keram etc) or card games, and play outside by flashlight or lantern. The old
standbys feel new under the stars.
Shadow Puppet Shows: This is a great game for a rainy evening. Transform everyday objects
into animated stories illuminated by flashlight on cabin or tent walls. People can be amazed
as a ho-hum ladle and washcloth transform into a fairy princess, and an innocent twig
becomes a menacing monster by flashlight! Or can use their own hands to make convincing
characters.
REFERENCE
Katalyst Bangladesh, “Small and Medium Enterprise in compliance with QMS –

the sustainable and flawless business execution”. Research paper,
October 2005
Kabir F.O, Khan Labiba et.al, “WaterWorks Automated Car Wash and Detailing
Services”. Business Plan, December 2005
Sidfar et.al, “Bangladesh Safe Syringe”. Business Plan, December 2005
BIBLIOGRAPHY
• http://www.indianadventureportal.com/camping-in-india/family-
camping.html
• http://acacamp.org/startacamp/
• http://www.salarysource.com/description.cfm
• http://www.infoplease.com/ipa/A0107317.html
• http://www.discoverybangladesh.com/meetbangladesh/economy.ht
ml

CAMP TO BANGLADESH
• http://en.wikipedia.org/wiki/Demographics_of_Bangladesh#Populati
on
• http://www.discoverybangladesh.com/meetbangladesh/statistic.ht
ml
• http://devdata.worldbank.org/external/CPProfile.asp?
PTYPE=CP&CCODE=BGD
• http://hdr.undp.org/statistics/data/indicators.cfm?x=1&y=1&z=1
• http://www.gocampingamerica.com

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Group Business Plan Project

1. PROFLIE OF THE TEAM

TASHFIN YAMIN BASHAR

WASIT SABER JAFRI

MD. SADAR UDDIN CHOWDHURY

SHAIKH ABU MAKSUD

STRATEGIC MANAGEMENT | MGT 489 PAGE | 1

2.1 MISSION STATEMENT

2.2 VISION STATEMENT

STRATEGIC MANAGEMENT | MGT 489 PAGE | 2

2.3 KEY PRODUCTS/SERVICES

STRATEGIC MANAGEMENT | MGT 489 PAGE | 3

• FLOWER BUSINESS PRODUCTS:

2.4 STRATEGIC OBJETIVES

• OBJECTIVE: Creating a culture to go for camping.

• OBJECTIVE: Diversified market will be going for camping.

STRATEGIC MANAGEMENT | MGT 489 PAGE | 4

• OBJECTIVE: The camp experience will be of high quality.

• OBJECTIVE: Contributing to the development of our nature by

STRATEGIC MANAGEMENT | MGT 489 PAGE | 5

3. INDUSTRY OVERVIEW AND ANALYSIS

STRATEGIC MANAGEMENT | MGT 489 PAGE | 6

Privatized security forces: The availability of security forces provided by many

Infrastructural Development: There are significant infrastructural developments taking

STRATEGIC MANAGEMENT | MGT 489 PAGE | 7

Climate Change: Bangladesh being a tropical country will have a seasonal

STRATEGIC MANAGEMENT | MGT 489 PAGE | 8

3.2 PORTERS FIVE FORCES

I. THREAT OF NEW ENTRANTS:

STRATEGIC MANAGEMENT | MGT 489 PAGE | 9

II. INTENSITY OF RIVALRY AMONG ESTABLISHED COMPANIES:

As tourism industry is a fragmented one, competitive struggle among companies in the

STRATEGIC MANAGEMENT | MGT 489 PAGE | 10

Diverse Competitors: In the tourism industry, we have competitors like service

III. BARGAINING POWER OF BUYERS:

Bargaining power of buyer is high in this tourism industry.

STRATEGIC MANAGEMENT | MGT 489 PAGE | 11

In the business-to-business flower production industry, the bargaining power of buyers

IV. BARGAINING POWER OF SUPPLIERS:

There is no potential threat from supplier as in forward integration. Here, suppliers do

STRATEGIC MANAGEMENT | MGT 489 PAGE | 12

3.3 PORTER’S DIAMOND MODEL

STRATEGIC MANAGEMENT | MGT 489 PAGE | 13

Human Resource: Bangladesh is a country with ample availability of cheap labor

Physical Resource: Superior physical resource is required in order to achieve a lower

Knowledge Resource: In order to innovate and to be accustomed with changes in

STRATEGIC MANAGEMENT | MGT 489 PAGE | 14

II. LOCAL DEMAND CONDITIONS:

Size of Home Demand: As we are introducing a new concept in Bangladesh, size of

Internationalization of home demand: If this business can be further expanded and

STRATEGIC MANAGEMENT | MGT 489 PAGE | 15

III. COMPETITIVENESS OF RELATED AND SUPPORTING INDUSTRIES:

The presence of related industries is moderately high. The benefits of investments in

IV. INTENSITY OF RIVALRY:

STRATEGIC MANAGEMENT | MGT 489 PAGE | 16

V. THE ROLE OF CHANCE AND THE ROLE OF GOVERNMENT:

The role of government is also vital in determining national competitive advantage

3.4 SWOT ANALYSIS (Strengths, Weaknesses,

The comparison of strengths, weaknesses, opportunities and threats of our camping

i. First mover of camping business in Bangladesh

STRATEGIC MANAGEMENT | MGT 489 PAGE | 17

STRATEGIC MANAGEMENT | MGT 489 PAGE | 18

i. There is a high possibility of future expansion of the project. Later, we are