INTRODUCTION

"Oitijjo" is a locally owned traditional food outlet that will be positioned as an

country-wide traditional food outlet through our creative approach to the
company’s image and detail presentation. Oitijjo will provide a combination of
excellent traditional food at value pricing, with fun packaging and atmosphere.
Oitijjo is the answer to an increasing demand for snack-type food, to be consumed
while windo--w shopping and walking around inside a shopping mall. We firmly
believe that Oitijjo will entice traditional food lover people to bring their friends
and family with our innovative environment.

In today's highly competitive environment, it is becoming increasingly difficult to

differentiate one food outlet from another. Our main priority is to establish one
outlet in a crowded place, preferably in one of prominent area, Golpahar in Chittag
ong. Later, our effort will be a further development of more retail outlets in the
surrounding area.
Products:
We want to focus only on selling famous traditional Bangladeshi food items collect
ed from the place of origin. Though there are lots of food outlet selling traditional
products, but there always remain some questions about the authenticity of those
traditional food. Oitijjo wants to put an end to these types of questions. Primarily
we selected the following food items :

Product Place Supplier

1.Kacha golla Netrokona Local producer

2. Balish misty Netrokona Local producer

3. Chamcham Rajbari, Tangail Local producer

4.Muktagachar Monda Mymensingh Local producer

5.Bakorkhani Old dhaka Local producer

6.Modhu Khulna Local producer

7. Jamtola roshogolla Jessore Local producer

8.Bogra doi Bogra Local producer

9.Shada shondesh Shatkhira Local producer

10. Khir shondesh Shatkhira Local producer

11.Gur shondesh Shatkhira Local producer

12.Perashondesh Shatkhira Local producer

13. Ghee (500grm) Pabna Local producer

14. Chapata sylhet Local producer

15. Roshmolai Comilla Local producer

Target Location Selection
Initially we have selected the "Golpahar" area for our business to be established. T
he space is selected based upon the following criteria:

* Community size: minimum of 15,00,000 people within a radius of 10 kilometers.

* Comparatively lower shop advance cost.
* Easy access.
* Large percentage of high class people in the community.

Success Plan
To succeed in this business we will :
* Create a unique, innovative, entertaining menu that will differentiate us from the
rest of the competition.
* Control costs at all times, in all areas and implement a conservative approach to
growth policy.
* Sell the products that are of the highest quality, as well as keeping the customers
happy with all of our product categories.
* Provide 100% satisfaction to our customers and maintaining the level of
excellent services among other competitors.
* Encourage the two most important values in traditional food business: brand and
image, as these two ingredients are a couple of main drivers in marketing
communications.
* Get access to high-traffic shopping malls near the target market through divergen
ce online and offline marketing.
* Promote good values of company culture and business philosophy.
 SUMMARY OF THE PROJECT
01. Name of the Project : Oitijjo

02. Business Type : Partnership Business

03. Products Type : Traditional Food

04. Target Customer : People of Mid-level income to Upper-l

evel income.

05. Location of the Shop : Gol Pahar, Chittagong

06. Objective of the Project : Serving our customers with authentic t

raditional products collected from
origin

07. Shop Space : 200 square feet

08.. Total Project Cost (Tk) : A) Initial Investment : 20,00,000

B) Fixed Cost : 45,500

09.. Manpower : Six partners will render full time servic

e in this business. And three employee
will be appointed .
 PROPRIETOR PROFILE
Name Personal Details
Adress : South Hingala, Raozan, Ctg.
Md. Saidur Rahman Mobile No : 01822261040
Email : saidurrahmancu32@gmail.com
Adress : Masterpool, Bakalia, chittagong
Asiful haider Mobile No : 01672746137
Email : Asifulhaiderriblo@gmail.com
Abid Hossain Adress : Muradpur, Chittagong
Mobile No :01675348357
Email :rabbiabid@gmail.com
Adress : Firinghee Bazar, Kotowali ,Ctg
Proshenjit Das Gupta Mobile No : 01815333426
Email : guptaprosenjit122@gamil.com
Adress : Hatkhola, kalamia bazar,Ctg
Ahmed Ullah Khan Mobile No : 01680671863
Email : ahmedullah.reeshat@gmail.com
Mostafizur Rahman Adress : Oxygen, Chittagong
Mobile No :0163040160
Email :Mostafizur@gmail.com
 Human Resource Management
Partners and their responsibilities :
Name Position Responsibility
Md. Saidur Rahman Managing Director  Directing and controling the work and
resources of the business
 Preparing an annual business plan and
monitoring progress against the plan
 Providing strategic advice and guidance to the
managers
 Developing and maintaining research and
development programmes to ensure that the
company remains at the forefront in the
industry
 Representing the company in negotiations
with customers, suppliers, government
departments and other key contacts to secure
for it the most effective contract terms.
 Overseeing the preparation of the annual
report and accounts of the company.
 Developing and maintaining an effective
marketing and public relations strategy to
promote the products, services and image of
the company in the wider community.
Asiful Haider Financial Manager  Prepare financial statements, business activity
reports, and forecasts
 Monitor financial details
 Supervise employees who do financial
reporting and budgeting
 Review company financial reports and seek
ways to reduce costs

 Analyze market trends to find opportunities

for expansion
 Help management make financial decisions

Abid Hossain Financial Analyst  Determines cost of operations by establishing

standard costs; collecting operational data.
 Identifies financial status by comparing and
analyzing actual results with plans and
forecasts.
 Improves financial status by analyzing results;
monitoring variances; identifying trends;
recommending actions to management.
 Reconciles transactions by comparing and
correcting data.
 Maintains database by entering, verifying, and
backing up data.
Proshenjit Das Gupta Technical Manager  Provides technical direction for development,
design and systems integration.
 Reviews the work involved and follow the
project through testing and production
deployment phases.
 Executes new technical integrations to
support related activities.
 Resolves and responds to customer issues and
inquiries.
 Trains, guides and mentors technical staff in
their day-to-day functions.
 Operates within the budgetary limits.

Ahmed-Ullah Khan Marketing & Sales  Accomplishes marketing and sales objectives
Manager by planning, developing, implementing, and
evaluating advertising, merchandising, and
trade promotion programs; developing field
sales action plans.
 Identifies marketing opportunities
 Improves product marketability and
profitability by researching, identifying, and
capitalizing on market opportunities
 Sustains rapport with key accounts by making
periodic visits; exploring specific needs;
anticipating new opportunities.
 Overseeing all marketing activity and
ensuring it fits with the marketing strategy.
 Protects organization's value by keeping
information confidential.
Jashed Khan CSR Officer  Assisting the company in developing,
 managing and altering social responsibility
policies
 Using internal communication to reinforce the
company’s social responsibility policies
 Reaching out to the public via PR and
marketing to deliver the message of the
company’s commitment to social responsibility
 Working on company branding strategies with
the marketing department
 Attracting new talent

Employees:
Position Responsibility

Accountant and Showroom Manager Desk handling, Handling the cash

transactions, making monthly reports, &
administrative works

Salesman Dealing with customers, taking orders,

product delivery

Staff Managing Stored foods, assisting the

salesman
 Supply Chain Management
Supply chain is the emerging force which was previously regarded as just a mere
purchasing party. With changing times, the potential of this pivotal element of the
industry has gained recognition.

This is the engine that is responsible for sourcing every material that is needed by
the industry. Be it raw material or carrying out contract provisions, supply chain is
the backbone of the industry.

Since Our project is selling traditional foods, So Quality and food safety are the
primary aims.

Despite the fact that cost reductions is an important factor to be successful in that
type of business.

To maintain quality in our food items, the board of directors have to decide that the
supply process of the food items will be:
Product Place Supplier

1.Kacha golla Netrokona Local producer

2. Balish misty Netrokona Local producer

3. Chamcham Rajbari, Tangail Local producer

4.Muktagachar Monda Mymensingh Local producer

5.Bakorkhani Old dhaka Local producer

6.Modhu Khulna Local producer

7. Jamtola roshogolla Jessore Local producer

8.Bogra doi Bogra Local producer

9.Shada shondesh Shatkhira Local producer

10. Khir shondesh Shatkhira Local producer

11.Gur shondesh Shatkhira Local producer

12.Perashondesh Shatkhira Local producer

13. Ghee (500grm) Pabna Local producer

14. Chapata sylhet Local producer

15. Roshmolai Comilla Local producer

Improvement
To improve the supply chain management of "Oitijjo" the following steps will be
taken gradually

 Having contact with a variety of suppliers and vendors to ensure that the
supply of products is smooth and steady.
 Only order items that are required by the business to decrease the amount of
wastage produced in our organization. This is a challenging step, but once
mastered it will prove to be immensely fruitful for business.
 tracking inventory records in a digital manner
 using the integration of sophisticated software along with the utilization of
mobile devices both for servers as well as managers.

Transportation
 Determining transportation systems for the supply of goods is so crucial for
our business, since it is closely related with food quality and safety, cost
reduction.
 We think rather than having own transportation facility, choosing courier
will be helpful for cost minimization.
 Among the many courier service providers, we prefer SA Paribahan most.

Product Delivery
 Product will be delivered to customers via both showroom and home
delivery service.
 For home delivery service, minimum 50 tk will be charged.
 Project cost
The project has been set up with initial investment tk20,00,000 and Fixed cost tk
45,500.The cost of the project is summarized below :

Initial Investment
Description Total Cost

Advance Rent 10,00,000

Furniture 2,00,000
Decoration 2,00,000
Office equipment 29,000
Bank 5,71,000
Total 20,00,000

Fixed cost
Description Total cost
Monthly Rent 15,000
Employee salary ( 3 person) 30,000
Internet Expense 500
Total 45,500
 Sources of Investment
Partners:
1.Abid Hossain 2,50,000

2.Asiful Haider 2,50,000

3.Gupta Proshenjit 2,50,000

4.Ahmed Ullah Khan 2,50,000

5.Saidur Rahman 2,50,000

6.Mostafizur Rahman 2,50,000

Total 15,00,000

Bank Loan@13% 5,00,000

Total 20,00,000
 Estimated Sales for Break Even Point
Product name Per Unit Quantity Sales Cost of goods sold Per Total Profit
price Unit CGS
CGS
Supplier's Transportation
price cost

1.Kacha golla 580 70 40600 423 70 493 34510 6090

2. Balish misty 350 50 17500 227 70 297 14850 2650
3. Chamcham 470 150 70500 360 39 399 59850 10650
4.Muktagachar 420 20 8400 312 45 357 7140 1260
monda
5.Bakorkhani 10 100 1000 5 2 7 700 300
6.Modhu 450 100 45000 303 80 383 38300 6700
7.Jessore jamtola 280 50 14000 168 70 238 11900 2100
roshogolla
8.Bogra doi 250 100 25000 162 50 212 21200 3800
9.Shada shondesh 450 20 9000 312 70 382 7640 1360
10. Khir shondesh 600 20 12000 440 70 510 10200 1800
11.Gur shondesh 600 20 12000 440 70 510 10200 1800
12.Perashondesh 500 20 10000 355 70 425 8500 1500
13. Ghee (500grm) 600 50 30000 440 70 510 25500 4500
14. Chapata 320 200 64000 210 70 280 56000 8000
15. Cumillar 350 150 52500 260 40 300 45000 7500
roshmolai
1120 411500 351490 60010
 Expected Sales
Per
Per Unit
Product name
price
unit
CGS Expected sales

year1 year 2 year 3 year4

Kacha golla 580 493 232000 348000 464000 696000

Balish misty 350 297 52500 105000 175000 245000
Chamcham 470 399 376000 540500 658000 799000
Muktagachar monda 420 357 126000 168000 252000 420000
Bakorkhani 10 7 11000 13000 13800 17000
Modhu 450 383 495000 580500 630000 765000
Jessore jamtola
roshogolla 280 238 182000 280000 392000 476000
Bogra doi 250 212 300000 350000 375000 450000
Shada shondesh 450 382 94500 135000 270000 540000
Khir shondesh 600 510 132000 300000 361200 720000
Gur shondesh 600 510 132000 240000 360000 600000
Pera shondesh 500 425 109000 150000 285000 456500
Ghee (500 grm) 600 510 360000 360000 450000 660000
Cha pata 320 280 768000 800000 864000 128000
cumillar roshmalai 350 300 630000 630000 700000 840000
Total 4000000 5000000 6250000 7812500
 Cash Flow Statement

Year Revenue Expense Investment Cash Flow

0 2000000 -2000000

1 4000000 4021420 -21420

2 5000000 4979620 20380

3 6250000 6043730 206270

4 7812500 7375778 436722

5 7812500 7375778 436722

6 7812500 7375778 436722

7 7812500 7375778 436722

8 7812500 7375778 436722

9 7812500 7375778 436722

10 7812500 7375778 436722

Total 1262284
 Income statement
Particulars Year 1 Year 2 Year 3 Year 4

Taka Taka Taka Taka

sales 4000000 5000000 6250000 7812500

cost of goods sold 3421420 4271620 5335730 6645425

others 00 00 00 00
Total cost of sales 3421420 4271620 5335730 6645425

Gross margin 578580 728380 914270 1167075

Less: operating
expenses
Pay roll 360,000 360000 360000 3,60,00
Sales and marketing 24000 24000 24000 24,000
expenses
Bank interest 78000 7800 7800 7,800
Depreciation 12000 12000 12000 12,000
Internet expense 6000 6000 6000 6000
Rent 180000 180000 180000 1,80,000
Stationary 12000 12000 12000 12000
packaging 48000 48000 4800 4800
Total expenses 7,20,000 7,20,000 7,20,000 7,20,000
EBIT (141420) 8380 194270 447075
Tax 5% 00 00 00 (22353)
Net profit/ loss (141420) 8380 1,94,270 424722
 Balance sheet
Particulars Year 1 Year 2 Year 3 Year4

Taka taka taka taka

Current Asset

Bank 4,41,580 4,61,960 668230 1104952

Deferred Expenses 2,00,000 2,00,000 2,00,000 2,00,000
Prepaid Rent 10,00,00 10,00,000 10,00,000 10,00,000

Fixed Asset
Furniture 2,00,000 1,90,000 1,80,000 1,70,000
Office equipment 29,000 27,000 25,000 23,000
(-) depreciation (12000) (12000) (12,000) (12000)
Total Asset 1858580 18,66,960 20,61,230 24,85,952

Liabilities and
owners’ Equity 5,00,000 5,00,000 5,00,000 5,00,000
Bank Loan 15,00,000 1358580 13,66,960 1561230
Capital (141420) 8380 1,94,270 424722
(-) net loss
Total 1858580 18,66,960 20,61,230 24,85,952
 Calculation of NPV

Year Net Present Value

0 -2000000.0

1 -20400.0

2 18485.3

3 178183.8

4 359292.3

5 342183.1

6 325888.7

7 310370.2

8 295590.6

9 281514.9

10 268109.4

Total 359218.2
 Sales and marketing
Target Market:

Men and women ages 20 to 50 who make food-purchasing decisions with a strong
social and environmental conscience. They have a household income of at least
TK.200000 per year and eschew traditional food stores that they perceive as
offering low-quality food. They seek healthy, organic, traditional food and are
willing to pay a significant premium to feel good about their purchase and obtain
higher quality items.

Direction and Image:

The ultimate goal of our project is to establish a trusted brand in the country.
Primarily (0 to 2 years) we want to have a successful store and in the long run to
expand the business all over the country within 3 to 5 years.

The slogan of our company will be “made in Bangladesh”. Because our customers
always intend to get the best traditional product within their required quality.

Marketing:
We anticipate spending TK.24000 on marketing over the first year. We will spend
12000 on social media campaigns on Facebook, Twitter, Instagram and 12000 on
website hosting, designing, content writing. Our vital marketing material will be
the social media, where, there are many groups of food lovers. We can easily reach
them over there according to their taste and interest.

From our facebook page and group, we will provide the updated information about
the food on a regular basis. Anyone will be able to contact us through our facebook
pages and booking the product from there with a specific amount of mobile
banking (Ex: bkash). Engage as many customer as possible with the quality
product and solve their problems will get priority to acquire the customer loyalty.
 Competition
SWOT analysis
 Strength:
 Competition level will be low.
 Marketing and sales over social media help us to reach the potential
customers easily.
 The price of our product will be lower than the competitors.
 Through social media, long term relationship with the potential
customers.
 Authenticity of the product will help us to get a strong position in the
market.

 Weakness:
 Transportation barriers will be a big challenge.
Perishable products
 Less opportunity of innovation

 Opportunity:
 Lower investment, lower risk.
 Expanding the business across the country
 Easy to follow the market

 Threat:
 Delivery risk
 Political risk
 This risk may affect the relationship between buyer and seller.

Pricing
Based on our transportation cost, cost price and minimum profit margin, we will
price our products. Our target market seems to get the quality product, whether the
price is higher or lower.

We will purchase more quantities of traditional goods from different region at a

low price and sale under one roof with minimum profit margin which is more
competitive with the existing local goods. So with low price consumer will get
the traditional foods, which is actually appealing for them.

We have anticipated 20% profit margin on our major Products and it will reduce after break-even
point to 15%.

Sales Strategy:
To gain the dominance in the market and increasing our sales in the long and short
run, we will follow following steps as the sales strategy-

Hire great people, not necessarily great salespeople

Hiring is arguably one of the most essential components of a great sales strategy.
Many sales managers, though, are misled into believing that they must hire sales
superstars. The truth of the matter is that we first must look for great people
and then train them well so they become great salespeople.
Treat sales as a science, not an art
Sales is now a field we can measure down to the second. We can explain success,
then, according to cold, hard data-points rather than mystical qualitative
assessments. Every sales team should be tracking average deal size, average sales
cycle length, lead to deal conversion rate, calls per day per rep, and number of
deals in the pipeline.

Each of these metrics, tracked over longer periods of time, will inform us as to the
health of our sales process and pinpoint areas we need to improve upon.

Maintain a high-quality pipeline by eliminating unqualified leads.

We will use 4/5 Threshold to filter out unqualified leads, thereby allowing us sale
department to focus on selling to leads who have a higher probability of becoming
customers. When evaluating whether a lead is qualified, our sales department must
have a concrete answer to four of the following five variables:
 Pain: Is the prospect experiencing a prominent business issue or challenge that
requires them to make a change?
 Power: Is the prospect directly involved with the decision-making process? If
not, who is?
 Money: Does our offering fall within their budget constraints?
 Process: What is their buying process?
 Timeline: What stage are they in the buyer’s journey? Will they purchase
within a reasonable time frame?

Socio-Economic Impact
1. Investing in products and services people need:
Economists refer to these business-starters as “opportunity” entrepreneurs in order
to distinguish these individuals from those who start businesses for lack of better
work opportunities. So-called “opportunity” entrepreneurs, who launch new
enterprises in response to market needs, are key players when it comes to fostering
economic growth in a region. They enable access to goods and services that
populations require in order to be productive. This is not to ignore “necessity”
entrepreneurs that launch enterprises because they have no other options. Both can
and do contribute to economic growth.

2. Providing employment opportunities:

New businesses need to hire employees. They create jobs and these economic
opportunities uplift and support communities through increasing the quality of life
and overall standard of living.

3. Commerce and regional economic integration:

Technology has made it possible for small, entrepreneur-led businesses to expand
into regional and global markets. When new businesses export goods and services
to nearby regions, these enterprises contribute directly to a region’s productivity
and earnings. This increase in revenue strengthens an economy and promotes the
overall welfare of a population.

4. New technologies promote efficiency:

The ability to turn ideas into new products and services that people need is the
fount of prosperity for any developed country. Economic growth, generally
speaking, is driven by new technologies and their creative applications. Periods of
rapid innovation historically have been accompanied by periods of strong
economic growth. The impetus of innovation is the greatest natural resource of all
the human mind. Creating innovative products and solutions requires an educated
population and an environment where collaborative work can take place. In
addition to being good for business, education increases workforce creativity and
quality of life.

5. Addressing environmental challenges:

Innovation is (and will continue to be) crucial when it comes to addressing the
enormous environmental challenges we face today: combating climate change,
lowering global greenhouse gas emissions, and preserving biodiversity in the
environment. Without power for extended periods of time, commerce comes to a
halt. Without water, we cannot live. Reliable access to these innovations (such as
irrigation technology, electricity, and urban infrastructure) increases productivity
and enhances economic development.

6. Innovation impacts socio-economic objectives

Innovative business practices create efficiency and conserve resources. Innovation
in agriculture is especially relevant for addressing socioeconomic challenges (in
addition to encouraging economic growth). In the U.S., for instance, we waste
billions of dollars annually due to inefficiencies and uncompetitive practices in our
healthcare system. Hopefully, new ideas and innovations in the future will address
these problems, resulting in further reforms. When this occurs, Americans’ overall
health and quality of life will benefit, and so will our economy if our wasteful
healthcare costs also decrease.
7. Innovation happens where there is competition
In essence, there is a positive feedback loop among innovation, entrepreneurship,
and economic development. New and growing businesses represent the principal
sources of job creation and innovative activity in an economy, two factors that
generally result in the rising standards of living for all