INTERNSHIP REPORT

SALVA OIL AND GENERAL INDUSTRIES (PVT.) LTD

Submitted By: Hassan Raza

Roll No: (F20-BBA-5110)

Program: BBA(Hons)

Session: 2020-24 (Eve)

Supervisor: Dr. Shahbaz Hussain

DEPARTMENT OF MANAGEMENT SCINCES

UNIVERSITY OF OKARA
 INTERNSHIP LETTER

SALVA OIL AND GENERAL INDUSTRIES (PVT.) LTD

 DEDICATION

This report is dedicated to my family, whose unwavering support and encouragement have
been a constant source of strength throughout my academic journey. I would also like to
dedicate this work to my mentors and professors, who have provided invaluable guidance
and knowledge, shaping my understanding of marketing and business management. Lastly, I
dedicate this report to the management and staff of Salva Group of Industries, whose
cooperation and willingness to share their expertise made this learning experience both
enriching and insightful.
 ACKNOWLEDGMENT

I would like to extend my heartfelt thanks to everyone who supported me during my internship at Salva
Group of Industries. First and foremost, I am deeply grateful to the management team at Salva Group for
providing me with the opportunity to work with them. Their guidance, patience, and willingness to share
their expertise were invaluable to my learning experience.

I would also like to thank my academic advisor [Link] Hussain, for their continuous support and advice
throughout this internship. Their insightful feedback and encouragement helped me to stay focused and
motivated during the course of my [Link] thanks to the marketing department team at Salva Group,
particularly [Link] Shahid, who took the time to mentor me and involve me in significant projects.
Their practical insights and hands-on approach were crucial in shaping my understanding of the industry.

Lastly, I would like to express my gratitude to my fellow interns who contributed to the positive learning
environment during my internship. The collaborative spirit and shared experiences made this journey both
enjoyable and educational.

Thank you all for your support, without which this report would not have been possible.
 TABLE OF CONTENT
Internship completion letter………………………………………………………………………ii

Dedication………………………………………………………………………………………...iii

Acknowledgement………………………………………………………………………………...iv

Letter of Undertaking……………………………………………………………………………...v

Executive Summary………………………………………………………………………………..1

Objective of Studying Organization………………………………………………………………..2

Chapter.1 Overview of the Organization…………………………………………………………...3

1.1 Nature of the Organization………………………………………………………………………4

1.2 Business Volume………………………………………………………………………………...5

1.3 Profile of Employees……………………………………………………………………………..6

1.4 Product Lines…………………………………………………………………………………….

1. Cooking Oil and ghee……………………………………………………………………………

2. Poultry Feed………………………………………………………………………………………

3. Paper and Board Products………………………………………………………………………….

4. Rice Processing………………………………………………………………………………………

5. Agricultural Products………………………………………………………………………………….

Chapter.2 Organizational Structure……………………………………………………………………….

Organizational Structure………………………………………………………………………………….

Organizational Chart……………………………………………………………………………………..

2.1 Structure of Marketing Department……………………………………………………………….....

i) Hierarchical Layout…………………………………………………………………………………..

ii) Functional Units……………………………………………………………………………………..

iii) Roles and Responsibilities…………………………………………………………………………..

2.2 Functions of Marketing Department…………………………………………………………………

2.2.1 Marketing Strategies………………………………………………………………………………

i) Zone 1 (Upper Punjab)…………………………………………………………………………………

ii) Zone2 (Southern Punjab)……………………………………………………………………………….

2.2.2 Product Planning and Development…………………………………………………………………

2.2.3 Pricing Strategies…………………………………………………………………………………….

1. Pricing Models…………………………………………………………………………………………

2. Price Adjustment………………………………………………………………………………………..

2.2.4 Distribution Strategies………………………………………………………………………………

1. Distribution Channels…………………………………………………………………………………..

2. Logistics and Supply Chains……………………………………………………………………………

2.2.5 Promotional Strategies………………………………………………………………………………

1. Personal Sellings Tool……………………………………………………………………………………

2. Sales Promotions Tools…………………………………………………………………………………..

Chapter.3 Critical Analysis………………………………………………………………………………..

Critical Analysis…………………………………………………………………………………………….

3.1 Failure of Different Products……………………………………………………………………………

3.2 Major Competitors………………………………………………………………………………………

3.3 Future Prospectus………………………………………………………………………………………

Chapter.4 Shortfalls of Marketing Department………………………………………………………………..

Shortfalls / Weakness Of Marketing Department……………………………………………………………..

Swot Analysis………………………………………………………………………………………………..
Strengths……………………………………………………………………………………………………

Brand Name…………………………………………………………………………………………………

Market Leader not a Follower………………………………………………………………………………

Efficient Supply Chain Management System……………………………………………………………

Pricing....................................................................................................................................................

Strong sales and Distribution Network…………………………………………………………………..

2. Weaknesses………………………………………………………………………………………………

Centralized Decision Making……………………………………………………………………………….

High Amount of Import…………………………………………………………………………………….

3. Opportunities…………………………………………………………………………………………….

Setting Refineries…………………………………………………………………………………………..
Local Production of Raw Material……………………………………………………………………………

Untapped Rural Market……………………………………………………………………………………...

Export Potential………………………………………………………………………………………………

4. Threats……………………………………………………………………………………………………

Unbranded Edible Oils……………………………………………………………………………………..

New Entrants………………………………………………………………………………………………..

Lower Pricing By Competitors……………………………………………………………………………..

Recommendations…………………………………………………………………………………………

Conclusion………………………………………………………………………………………………..

References…………………………………………………………………………………………………
 University of Okara
__________________________________________________________________________________________________

Department of Management Sciences (DOMs)

LETTER OF UNDERTAKING

This internship report was submitted by HASSAN RAZA. Roll No (F20-BBA-5110) for the
partial fulfilment of the requirement for the degree of;

BBA (Hons)
Session (2020-2024)
(Specialization in Marketing)

and is hereby accepted by the evaluation committee.

Internship Supervisor _____________________________

HOD/ Coordinator _____________________________

External Examiner _____________________________

 EXECUTIVE SUMMARY

This report is about my temporary position program with the SALVA Pvt. (Ltd.) an Edible Oil or Food Oil
organization working in Pakistan, at Okara. In this report I have examined each part of the organization with
respect to Marketing &Sales office, which I watched and saw during my temporary job [Link] this
report you will discover the insight concerning the organization directly from its consolidation to the current
position. Alongside it, the cycles of advertising and deals arranging are additionally examined in detail. The
entry level position program included work generally in the Marketing and Sales Department. Anyway data
for all offices is remembered for this report. This report remembers sections for history of association, its
administration, and fields of exercises and suggestions for development of Organization. This report will
serve to be a significant record for the association. Proposals for development of the association are likewise
noted and they can serve to be useful for the association the best thing which is assuming the most
significant function in their prosperity is the Sales Force.

In this report I discuss about the sector history of the Salva Oil & General Industries (pvt.) Ltd. the cooking
Fats and Oil market in Pakistan is about 1.2 million tons, Edible oils market is a highly fragmented market
with many brands. Branded market is 51.65%. In this Dalda, Banaspati, Kashmir Cooking oils are including.
Then we discuss the company history in which we discuss the Salva Oil & General Industries (pvt.)Ltd.
Salva Oil is known as quality leader in the edible oil sector and enjoying a very good repute in the market
and in the food oil sector. In this report I also discuss marketing department of the Salva Oil. In which I
briefly explain the functions of marketing department. The functions of marketing department are Marketing
Strategy, Product Planning, Distribution Strategy and etc. The next step of report is the HR department. In
this department I discuss the functions of human resource. Performance management, Learning and
development, Employee Engagement.
 OBJECTIVE OF STUDYING ORGANIZATION

 Learn how the company runs its day-to-day activities and manages its various departments.
 Study how the company promotes its products and attracts customers.
 Use concepts learned in school to understand real-world business situations.
 Understand the market and industry trends affecting the company.
 Spot the company’s challenges and explore areas where it can grow.
 Learn about the company’s work environment and how it affects employee performance.
 Develop practical skills like teamwork and communication through hands-on experience.
 Explore potential career opportunities within the company and the industry.
 CHAPTER 1

OVERVIEW OF THE ORGANIZATION

 OVERVIEW OF THE ORGANIZATION

The Salva Group of Industries is a prominent Pakistani conglomerate that has significantly contributed to
various sectors since its establishment in the 1980s. Initially beginning as a commodity trading company, the
group quickly expanded its operations into manufacturing, agriculture, and energy, becoming a diversified
enterprise with a strong presence across multiple industries.

The organization's growth has been driven by its strategic diversification, which has allowed it to mitigate
the risks associated with depending on a single sector. Today, the group is involved in producing essential
consumer goods like cooking oil, ghee, and paper, as well as industrial products like poultry feed and rice.
These products are not only marketed domestically but also exported, making the Salva Group a key player
in both the local and international markets.

The group's business operations are characterized by large-scale manufacturing units spread across Pakistan,
contributing substantially to the country's economy. Their commitment to quality production and innovation
has enabled them to maintain a competitive edge in the market. Furthermore, the Salva Group employs a
diverse workforce, ranging from skilled labor to highly qualified management professionals, ensuring that
their operations are efficient and their products meet high standards of quality.

By continuously expanding its product lines and exploring new market opportunities, the Salva Group of
Industries has positioned itself as a leader in several sectors, demonstrating a robust business model that has
sustained its growth and success over the decades.

1.1 Nature of the Organization

The Salva Group of Industries is a diversified business conglomerate based in Pakistan, with its roots
going back to the 1980s. Initially founded as a commodity trading company, the group has since expanded
into various sectors, including manufacturing, agriculture, and energy. The organization's core operations are
centered around producing and distributing essential consumer goods and industrial products. The group
prides itself on delivering high-quality products, such as cooking oil, ghee, paper, poultry feed, and rice,
among others. Its diversification strategy has allowed it to mitigate risks associated with reliance on a single
industry and has positioned it as a significant player in multiple sectors.
1.2 Business Volume

Salva Group has experienced substantial growth since its inception, driven by its ability to scale operations
and expand into new markets. The group operates several large-scale manufacturing units across Pakistan,
contributing significantly to the national economy. While specific revenue figures are typically not
disclosed, the group’s extensive operations in multiple industries indicate a robust business volume. The
organization's products are widely distributed across Pakistan, and they are also exported to international
markets, which further adds to their business volume.

1.3 Profile of Employees

Salva Group employs a diverse workforce that includes skilled laborers, technical experts, and management
professionals. The company is committed to the professional development of its employees, offering various
training programs to enhance their skills and expertise. Employees are distributed across the group’s
multiple business units, including manufacturing plants, administrative offices, and sales and distribution
networks. The group's emphasis on employee development and workplace culture plays a crucial role in
maintaining high productivity and operational efficiency.

1.4 Product Lines

The Salva Group of Industries offers a diverse range of products across several key sectors. Here’s an
overview of the major product lines:

1. Cooking Oil and Ghee

One of the flagship product lines of Salva Group is its range of cooking oils and ghee. These products are
staples in many Pakistani households and are marketed under various brand names. The group focuses on
producing high-quality, healthy oils that cater to different segments of the market. Their production facilities
are equipped with modern technology to ensure the purity and nutritional value of the oils and ghee.

2. Poultry Feed

Salva Group produces poultry feed, which is a critical component of Pakistan’s large and growing poultry
industry. The feed is formulated to meet the nutritional needs of poultry, ensuring healthy growth and
productivity. The company’s feed products are trusted by poultry farmers across the country, contributing to
the group’s reputation in the agricultural sector.
3. Paper and Board Products

Another significant product line is the paper and board products manufactured by Fazal Paper Mills, a
subsidiary of Salva Group. This division produces a variety of paper types used in packaging, printing, and
other industrial applications. The paper products are known for their quality and are supplied to both
domestic and international markets.

4. Rice Processing

The group is also involved in rice processing through Ravi Rice Mills, which specializes in producing high-
quality rice for both local consumption and export. Pakistan is one of the world’s largest producers of rice,
and Salva Group’s rice products are part of this significant export industry. The company focuses on
processing, packaging, and marketing different varieties of rice, ensuring they meet international standards.

5. Agricultural Products

Beyond rice, Salva Group engages in the production and trade of various agricultural products. Leveraging
its experience in commodity trading, the group supplies these products to local markets and export
destinations. The agricultural products line is part of the group's broader strategy to diversify its portfolio
and tap into the growing demand for agricultural goods both within and outside Pakistan.
 CHAPTER 2

ORGANIZATIONAL STRUCTURE
 ORGANIZATIONAL STRUCTURE

The organizational structure of the Salva Group of Industries is designed to efficiently manage its diverse
range of businesses across multiple sectors. The structure is hierarchical, starting with the Board of Directors
at the top, who set the overall strategic direction of the company. Below the board is the executive leadership
team, including key roles such as the CEO, COO, CFO, and CMO. This team is responsible for executing
the board’s strategic vision and overseeing the daily operations of the company.

The company is organized into various divisions or subsidiaries, each focused on a specific industry or
product line, such as cooking oil, paper products, and poultry feed. Each division operates semi-
autonomously with its own management team but remains aligned with the group’s overall strategic goals.
Functional departments like marketing, finance, production, and R&D within each division handle the
specialized tasks necessary to keep the business running smoothly.

While decision-making is somewhat decentralized within the divisions, key decisions related to finance,
strategy, and major investments are centralized under the executive leadership to maintain coherence and
ensure that all divisions are moving in the same strategic direction. Communication and coordination across
divisions are facilitated through regular meetings and integrated IT systems, allowing the company to adapt
quickly to market changes while maintaining a unified approach to business operations.
ORGANIZATIONAL CHART
2.1. Structure of Marketing Department

 Hierarchical Layout:
o Chief Marketing Officer (CMO): The top executive responsible for the overall marketing
strategy. The CMO oversees all marketing activities, sets strategic goals, and ensures
alignment with the company's overall objectives.
o Vice Presidents or Directors: Senior executives who manage specific marketing functions
or regions. They report to the CMO and are responsible for implementing strategies within
their areas.
o Marketing Managers: Individuals who handle day-to-day operations and coordinate various
marketing activities. They supervise teams and manage projects.
o Specialists and Coordinators: These roles include individuals focusing on specific areas
such as digital marketing, content creation, or market research. They execute tasks and
support the broader marketing strategy.
 Functional Units:
o Market Research Team: Focuses on gathering and analyzing market data to understand
customer needs, market trends, and competitive landscape. They conduct surveys, focus
groups, and data analysis.
o Brand Management Team: Manages the company's brand identity and ensures consistency
across all marketing channels. They work on brand positioning, messaging, and brand equity.
o Advertising Team: Responsible for creating and executing advertising campaigns. They
handle media planning, ad creation, and placement across various platforms.
o Sales Promotions Team: Develops and manages promotional activities to drive short-term
sales. This includes discounts, special offers, and incentive programs.
o Digital Marketing Team: Manages online marketing efforts such as social media, email
campaigns, search engine optimization (SEO), and online advertising.
 Roles and Responsibilities:
o CMO: Defines the marketing strategy, oversees the department’s performance, and
collaborates with other departments and senior management.
o Marketing Managers: Develop and implement marketing plans, manage budgets, and
coordinate with other teams.
o Marketing Analysts: Provide insights and recommendations based on market data, track
performance metrics, and support decision-making with analytical reports.
2.2. Functions of Marketing Department

Salva perform following function:

 Planning new products and their promotion.

 Develop and implement the marketing plan.

 Increasing advertising and promotional operation

 Prepare capital expenses requirements of the marketing department

 Handling quality complaints from local markets

 Conducting Researches and Surveys.

 Monitor competitor advertising activities in the market.

 Develop campaign for promote sales of the company’s products.

2.2.1. Marketing Strategies

Basically, Salva oil mills (Pvt) ltd. Pursues focus strategy of marketing. Salva oil focuses its efforts on

serving few geographic and demographic segments well rather than going after the whole market/whole

country. The province Punjab market has been divided into regions and cities to market Salva Banaspati,

Salva cooking oil & Salva pakwan oil. Salva is localizing their products, sales promotions and sales efforts

to fit the needs of individual regions. Salva has divided their market into two zones:

i) Zone 1 (Upper Punjab)

ii) Zone 2 (Southern Punjab)

Zone 1 (Upper Punjab):

Most of the zone 1 consumers like tight shape ghee (hard ghee, not liquid shape)
having quality grains of ghee. Salva produces a little bit hard mall/ghee for this zone.
Sometimes Salva also pursues low pricing competition in this zone and offers special
price discount to encounter the price competition.

Zone 2 (Southern Punjab):

This home market is very important for the company strategically. Salva focuses more
on this region and captures large sales volume in this zone. Salva offers two layers’
ghee (Upper layer is liquid; lower layer is a little bit hard/tight having quality grains of
ghee) as Zone 2 consumers demand for such quality. Thus, company produces
separate production quantity/badges for the two zones.

2.2.2. Product Planning & Development

Salva oil product planning includes obtaining, developing, maintain, or improving the product or a product
mix the response to market opportunities decisions are often made on the basis of marketing strategy and
research which highlight customer wants and needs.

2.2.3. Pricing Strategies

Companies using the different pricing strategies to position their brand effectively in the market. Salva
Foods have set prices that are easily affordable by its target customers. The price ranges should be
understood partially in terms of what the target customers are willing and able to pay.

 Pricing Models:
o Cost-Based Pricing: Setting prices based on production and operational costs plus a desired
profit margin. This ensures that all costs are covered and a profit is achieved.
o Value-Based Pricing: Pricing based on the perceived value to the customer rather than just the
cost of production. This approach can often command a higher price if the product is seen as
valuable.
o Competitive Pricing: Setting prices based on what competitors are charging. This involves
analyzing competitor pricing and positioning the product accordingly.
  Price Adjustments: Strategies for modifying prices in response to market conditions, such as
discounts during promotions, price increases due to cost changes, or price reductions to compete with
rivals.

2.2.4. Distribution Strategies

Salva developing the right distribution channel. Salva foods sale product directly to customers by
establishing a retail outlet or creating and commerce channel. Alternatively, they rely on various
intermediaries such as distributors and retailer to sell product.

 Distribution Channels:
o Direct Sales: Selling products directly to customers without intermediaries. This can include
company-owned stores or direct online sales.
o Retail Partnerships: Collaborating with retail partners to sell products through their stores.
This helps to reach a wider audience and leverage established retail networks.
o Online Sales: Using e-commerce platforms to reach customers online. This includes the
company's own website as well as third-party online retailers.
 Logistics and Supply Chain:
o Transportation: Managing the movement of products from manufacturing facilities to
distribution centers and ultimately to customers.
o Warehousing: Storing products in warehouses until they are needed for distribution. This
includes inventory management and order fulfilment.
o Distribution Efficiency: Strategies to optimize the supply chain, reduce costs, and improve
delivery times.

2.2.5. Promotional Strategies

Salva oil the market division is responsible for informing and persuading consumers to by the company
products. It combines various activities, such as advertising, sales promotions, personal selling, direct
marketing, sponsorship, and public relations.
  Personal Selling Tool:

Salva oil has a sales force of 110 people, headed by their area sales supervisors they market company brands
in their specified market territory, build longer customer relationships, observe customer’s needs and
preferences; and make quicker adjustments or send proposals/input to marketing department.

 Sales Promotions Tools:

Salva trade promotions are targeted toward wholesalers and retailers. Salva uses many trade promotion tools:
Discount or price-off, free specialty -advertising items. The company offers a straight discount off the list
price during a stated period of time. It encourages dealers to buy in bulk quantity. Salva oils provide dealers
specialty advertising items: publicity pads/ memo pads, wall clocks, Salva caps, calendars, key rings,
banners/posters, Salva pencils and others.
 CHAPTER 3
CRITICAL ANALYSIS
 CRITICAL ANALYSIS

Salva Group of Industries, a prominent player in Pakistan's manufacturing and industrial sectors, presents a
complex profile characterized by significant achievements as well as notable challenges. Despite its diverse
product portfolio and strong market presence, the company has encountered difficulties with several product
lines that have struggled to gain traction or meet market expectations. These issues often stem from
misalignment with consumer needs, quality control problems, or insufficient market research. The
competitive landscape in Pakistan further intensifies these challenges, with major competitors leveraging
aggressive pricing strategies, superior technological advancements, and more effective marketing
campaigns. As a result, Salva Group faces pressure to innovate and adapt to changing market dynamics.
However, the company also has promising future prospects, driven by increasing industrial demand and
potential opportunities for expansion into new markets or product segments. To secure long-term success,
Salva Group must address its product shortcomings, enhance its competitive strategies, and capitalize on
emerging market trends. This critical analysis underscores the need for strategic realignment and improved
operational efficiency to strengthen the company’s market position and drive sustainable growth.

3.1 Failure of Different Products

Some products have not succeeded in the market due to a lack of adequate market research. For example,
certain product lines in the tea and poultry feed sectors have underperformed due to strong competition
and insufficient consumer demand analysis. This highlights the importance of consumer insight in product
launches.

3.2 Major Competitors

Salva Group faces competition from both local and international companies. In the cooking oil and ghee
market, competitors like Kisan Oils and Dalda Foods offer similar products. In the paper manufacturing
sector, they compete with Packages Limited and other major players.

Salva Group faces stiff competition from other major players in the industry, particularly in the cooking oil
and paper manufacturing sectors. Competitors include well-established brands that also have a strong market
presence.
3.3 Future Prospects

The group’s future seems promising, particularly with its focus on expanding its international reach. By
leveraging its manufacturing capabilities and exploring new markets, such as South Asia and Middle
Eastern countries, the company can diversify its revenue streams. Technological advancements in product
innovation and distribution networks will further strengthen their market position.
 CHAPTER 4

SHORT-FALLS OF MARKETING DEPARTMENT

 Short-falls/Weakness of Marketing Department
One of the primary weaknesses in the marketing department is the limited use of data analytics in decision-
making. Additionally, the group’s promotional strategies are heavily reliant on traditional media, with only a
moderate focus on digital platforms. This puts them at a disadvantage compared to competitors who fully
utilize modern marketing technologies. There’s also room for improvement in integrated marketing
communications to ensure a more consistent brand image across all platforms.

The marketing department of Salva Group of Industries in Pakistan faces several critical shortcomings that
impact its overall effectiveness and market performance. One significant weakness is the lack of
comprehensive market research, which hampers the department’s ability to accurately understand and
respond to evolving consumer preferences and market trends. This gap often leads to poorly targeted
marketing campaigns and missed opportunities in emerging market segments. Additionally, the promotional
strategies employed by the department tend to be inconsistent, lacking innovation, and failing to effectively
engage the target audience. There are also challenges in distribution strategies, with inefficiencies in channel
management and logistics impacting product availability and customer satisfaction. Furthermore, pricing
strategies sometimes do not align well with market conditions or competitive pricing, leading to difficulties
in maintaining profitability and market share. Addressing these weaknesses requires a strategic overhaul,
including enhanced market research, more dynamic promotional efforts, streamlined distribution processes,
and adaptive pricing strategies to better meet market demands and strengthen the company’s competitive
edge.

The marketing department of Salva Group of Industries in Pakistan faces several weaknesses that impact its
overall performance and market competitiveness. A key issue is the lack of a well-defined and consistent
marketing strategy, which leads to fragmented campaigns that fail to resonate deeply with target audiences.
Additionally, the department struggles with inadequate market research, which results in poorly informed
decisions regarding consumer preferences and emerging trends. This gap limits the company's ability to
innovate or adapt its product lines effectively to meet changing market demands.

Moreover, the promotional strategies tend to be conventional, relying heavily on traditional marketing
methods rather than embracing modern, digital channels like social media or e-commerce platforms, which
are becoming increasingly important in the current market. The company’s pricing strategies also appear
disconnected from competitors' offerings, leading to difficulties in maintaining market share in a highly
competitive environment. Distribution inefficiencies further exacerbate the problem, with inconsistent
product availability affecting customer satisfaction.
 SWOT ANALYSIS

 STRENGTHS

A respectable position in the eyes of the consumers. The Salva brand is one of the 3 leading top brands in the
country. This is strength for the company in the market as it gives a respectable position to Salva in the eyes
of the consumers and ensures brand loyalty.

Brand Name:

The name Salva is a great strength for the company as some people buy the product just because of the
name. Salva has reserved the right for using the name Salva for itself through trademark. This prohibits any
other company or individual from using the name Salva for their products.

Current trademark and license rights in Pakistan only for:

1. Salva Ghee

2. Salva Cooking Oil

3. Salva Soap
Market leader:

Salva is the overall market leader in the Banaspati and edible refined oils market in Pakistan as it has a
significant market share position both in the edible oil market and Banaspati market. This has enabled Salva
to be a leader in the market and not a follower.

Efficient supply chain management system:

The Company has an efficient supply chain management system. There is a dedicated specialized oil-buying
department within the Company catering to all the input needs of Salva

Pricing:

The pricing of Salva is almost equivalent to the pricing of Dalda, which is a major player in the industry.
This has given Salva similar platform to compete in the industry.

Strong sales and distribution network:

The company has a very strong sales and distribution network in Pakistan.

 Weaknesses

More like a family-owned business. Being a family-owned business, although a very professional team of
expert looks after the marketing department, the marketing plan and the final budgets comes from the
owners of the business so sometimes the marketing department faces problems in implementing certain
decisions which have to be taken immediately in the competitive environment.

Centralized Decision Making:

As discussed, it’s a family-owned business, so most of the decision-making is centralized.

Hugh amount of Import:

The Company imports most of its needs for palm oil from Malaysia whereas most of soya bean oil is
imported from South America. This makes Salva vulnerable to changes in the conditions of the countries in
which its suppliers are situated.
  Opportunities

Setting Refineries:

Industry players believe the setting up of refineries would encourage crude edible oil import, which is much
cheaper in terms of cost than the refined product.

Local production of Raw Material:

Now the government is taking steps to grow Soya beans and different type of seeds at the coastal line.
▫ Emerging modern trade departmental chains like Macro and Metro
▫ Institutional Selling
▫ People are becoming more health conscious
Now the people become more health conscious and they prefer branded products.
Untapped rural Market:
There is a lot of potential to cater untapped market where people still use unbranded loose cooking oil.
Export potential:
There is potential to export in Middle Eastern countries where people prefer strong established brands like
Salva.
▫ Population growth
▫ Increase in per capita consumption of edible oil

 Threats
Unbranded edible oils:
One of the threats for Salva are the low category brands which price their products at much low cost then
Salva but they feature their brand in such a way that the people think that the brand is very hygienic and
nutritious.
New entrants:
Edible oil industry is a growing market and hence many people are entering the market. This is increasing
competition in the industry.
Lower pricing by competitors:
Nemat is charging a low price for its product. Although Salva is well established all over the country it still
needs to be careful of Sufi’s action as it can steal some of Salva customers.
 RECOMMENDATIONS

To improve its market position and ensure long-term success, Salva Group of Industries should adopt the
following recommendations:

1. Strengthen Market Research and Consumer Insights: Conduct thorough market research to better
understand consumer preferences, market trends, and competitor strategies. This will enable the
company to tailor its product offerings and marketing campaigns more effectively, ensuring a better
alignment with market demands.
2. Enhance Product Innovation and Development: Invest in research and development (R&D) to
innovate and diversify the product portfolio. Introducing new and improved products that meet
customer needs will help the company stay competitive and capture emerging market opportunities.
3. Revamp Promotional Strategies: Focus on creating more engaging and innovative marketing
campaigns that leverage digital platforms, social media, and influencer marketing to increase brand
visibility. These efforts can help build a stronger connection with younger audiences and tech-savvy
consumers.
4. Optimize Pricing Strategies: Develop a more flexible and competitive pricing model. Salva Group
should use dynamic pricing strategies based on market conditions, consumer behavior, and
competitor pricing to maintain profitability while attracting price-sensitive customers.
5. Improve Distribution Efficiency: Streamline the supply chain and optimize distribution channels to
ensure timely product availability in key markets. Strengthening partnerships with retailers and
enhancing logistics will help reduce delays and ensure customer satisfaction.
6. Focus on Brand Positioning: Invest in strengthening brand identity and positioning to differentiate
Salva Group’s products from competitors. Emphasizing quality, innovation, and value in the brand’s
messaging will help boost brand loyalty and customer retention.
7. Invest in Employee Training and Development: Provide ongoing training for the marketing team
to improve their skills in digital marketing, data analytics, and customer relationship management
(CRM). This will enhance their ability to execute more effective marketing campaigns and drive
better results.
8. Expand into New Markets: Explore opportunities for geographic expansion, particularly in
international markets or under-served regions within Pakistan. This could help the company tap into
new revenue streams and reduce reliance on existing markets.

By implementing these recommendations, Salva Group of Industries can enhance its market
competitiveness, improve operational efficiency, and drive sustainable growth in the future.
 CONCLUSION
In conclusion, Salva Group of Industries is a strong player in Pakistan’s manufacturing and consumer goods
sectors. Their marketing strategies have contributed to the company’s success, but there are areas that need
improvement, particularly in digital marketing and market research. By focusing on innovation and
exploring new markets, Salva Group has the potential for significant future growth. By addressing its
marketing inefficiencies, strengthening its product innovation, and optimizing operational efficiency, Salva
Group can further consolidate its position and drive sustainable growth. A strategic focus on enhancing
customer engagement, improving distribution networks, and refining pricing strategies will be essential for
the company’s long-term success in an increasingly competitive industry. Salva Group of Industries stands
as a key player in Pakistan’s industrial and manufacturing sectors, demonstrating resilience and adaptability
in a highly competitive market. The company has built a solid foundation through a diverse range of product
offerings and a wide market presence, contributing significantly to Pakistan’s economy. However, the
journey forward is marked by several critical challenges that must be addressed to ensure sustained growth
and market leadership.
One of the key conclusions drawn from the analysis is the need for the company to focus more on aligning
its product offerings with evolving consumer demands. While the group has successfully maintained a broad
product portfolio, some product lines have underperformed, largely due to a lack of innovation and
inadequate market research. To remedy this, the company should invest in stronger market intelligence,
enabling it to respond more effectively to emerging trends and customer preferences.
Additionally, the marketing department requires a comprehensive strategic overhaul. Its current approach,
which includes inconsistent promotional strategies and gaps in market engagement, limits the company's
ability to compete effectively, especially in a market where competitors are increasingly adopting digital and
data-driven approaches. More focus on developing targeted marketing campaigns, refining pricing strategies,
and improving distribution efficiency will be crucial in bolstering the company's market position.
Furthermore, competition in the industrial sector remains fierce, and Salva Group faces pressure from both
domestic and international players. To thrive, the company must emphasize operational efficiency,
especially in its supply chain and distribution processes. Streamlining these functions will not only reduce
costs but also improve product availability and customer satisfaction, two areas where improvements could
drive substantial gains. In conclusion, while Salva Group of Industries has achieved much success, the future
of the company depends on its ability to adapt to changing market dynamics, innovate its product lines, and
address weaknesses in its marketing and operational strategies. By taking proactive steps to address these
challenges, Salva Group can continue to grow and maintain its leadership position in Pakistan's industrial
sector, ensuring long-term sustainability and success.

REFERENCES
 Salva Group of Industries. (2023). Annual Report 2023. Retrieved from Company Website
 Salva Group of Industries. (2022). Press Release: Expansion into New Markets. Available at
Company Press Releases
 Pakistan Business Review. (2023). Market Position of Salva Group of Industries in Pakistan's
Industrial Sector. Available at [Link]
 Marketing Association of Pakistan. (2022). Industry Insights: Challenges Facing Pakistani
Manufacturing Companies. Available at [Link]
 The Express Tribune. (2022, July 15). Competitive Pressures in Pakistan's Industrial Market.
Retrieved from [Link]
 Dawn Business. (2023, January 20). Salva Group of Industries: Overview and Future Prospects.
Retrieved from [Link]
 Statista. (2023). Revenue Growth and Market Share of Salva Group of Industries. Available at
[Link]