M.com Business Project 2014

Business Project on Manufacturing of

For the requirements of Master of Commerce degree

Company Name: Leather House Sialkot

A Business Project Report Submitted

In Fulfillment of the Requirements

For the course

M.Com Session 2013

Ali Raza (Group Leader)

Maha Shabeer

Qamar Zaman

Hafiza Saba Safdar

Sidra Munawar

Instructor: Mam Naila Badar

Business Project on Manufacturing of Leather Products


Leather House Sialkot Pvt Ltd

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For the course MGT-410

M.Com Session 2013 (Morning)

Ali Raza (Group Leader) 12014954-020

r 12014954-059

Qamar Zaman 12014954-042

Saba Safdar 12014954-033

Sidra Munawar 12014954-013

Instructor: Mam Naila Badar (Faculty of Commerce & Accountacy)



(Morning)

020

059

042

033

013

Faculty of Commerce & Accountacy)



Company Name: Leather House Sialkot Pvt Ltd

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DETAILED CONTENTS OF BUSINESS PROJECT

1. Executive Summary:

The opportunity

Problems to solve or need to be filled

Description of the business model

The Target Market

The Management Team

Brief Summary of Financial Projections

Description of What the Business Needs

The amount of capital needed and what the capital will be used for, if the plan is

going to a potential investor

Exit strategy for investors (if the plan is going to investors)

2. The Business:

A. The Opportunity

Problem to solve or need to be filled

How the proposed business solves the problem or fills the need

Brief company history or background

Company mission and objectives

B. Competitive Advantage

Description of the business model

How the business will create a sustainable competitive advantage

Current Status and Requirements

Description of where the business stands today

Description of what the business needs to move forward

3. Management Team:

A. Management Team

Management experience

Management ability

Technical expertise

B. Board of Directors




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Number of directors

Composition of the board

C. Board of Advisors

Number of advisors

Composition of advisory board

How the advisory board will be used

D. Key Professional Service Providers

Law firm

Accounting firm

Business consultants

4. Company Structure, Intellectual Property and Ownership:

A. Organizational Structure

Organizational chart

Description of the organizational structure

B. Legal Structure

Legal form of organization

Ownership structure of the business

C. Intellectual Property

Patents, trade marks and copyrights applied for or approved

5. Industry Analysis:

A. Industry Description

Industry trends

Industry size

Industry attractiveness (growing, mature or decline)

Profit potential B. Target Market

Description of target market

C. Competitive Position with Target Market

Competitor analysis

6. Marketing Plan




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A. Matrix ( BCG, Product competitive grid)

B. PEST, SWOT & TOWS Analysis

C. Porter's Model

D. Competitive Grid

E. Product Feasibility and strategy

Product strategy

Concept testing

Usability testing

F. Pricing Strategy

G. Channels of Distribution

H. Promotions and Advertising

I. Marketing Material Required

Flex (3*5)

Standee (5*2)

Brochures

Visiting cards

Newspaper or magazine ad

Website

Any other marketing material

6. Operations Plan:

A. Method of Production or Service Delivery

B. Availability of Qualified Labor Pool

C. Business Partnerships

Types of business partnerships

Purposes of business partnerships

D. Quality Control

E. Customer Support

Customer support strategies

Customer support obligations

7. Financial Plan:

A. Capital Requirement for the Next Three Five years

Sources and uses of funds B. Overview of Financial Projection

Explanation of how financial projections are prepared (assumption sheet)




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C. Income Statements

D. Cash Flow Projections

E. Balance Sheets

F. Payback and Exit strategy

8. Critical Risk Factors:

A. Management Risks

B. Marketing Risks

C. Operating Risks

D. Financial Risks

10. Appendix (separate file)

A. Supporting Documents

Resume of founder and key employees

Pictures of product prototypes

Other documents as appropriate

Legal documentation




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DEDICATION

At first dedicating this work to Almighty ALLAH, without his mercy and

sympathy we were not able to accomplish this work Almighty ALLAH gave us

power and confidence to done our business project and also HOLY PROPHET

HAZARAT MUHAMMAD (Peace be upon him) who is a light for humanity. We

also dedicate this report to my parents, and honorable teachers and all my

friends for being with us and helping us in each and every difficulty which I faced

in this Project completion and all those who helped us, trained and polished our

abilities at University of the Gujrat.

ACKNOWLEDGEMENT

First of all we thanks to my Almighty ALLAH who gave us power and

confidence to complete of business project and HOLY PROPHET HAZARAT

MUHAMMAD (Peace be upon him) who is a light for humanity.

We are also highly thankful to the cooperation of Mam Naila Badar

(Faculty of commerce & Accouncy) Mam Sadia Bawer (Faculty of commerce &

Accouncy) and Mr. Bilal Ahmad (Faculty of commerce & Accouncy). I am very

thankful to my entire sincere group fellow to whom I had ever remembered for

their continued encouragement moral support as well as substantial cooperation

during my critical moments.

I am also thankful to Mam Naila Badar and whole staff of our department

of University of Gujrat for the brilliant and marvelous guidance, assistance and

inspiration.




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EXECUTIVE SUMMARY:

Leather has become a modern accessory in day to day life. Everybody uses it in

some form or the other due to which it is always in demand for comfort, sports and

fashion. Leather house constitutes a variety of products starting from belts, jackets,

purses, luggage and bags, musical instruments, garment tags, gift items, etc. A career in

leather technology is a lucrative option in Pakistan. There are mainly three areas of work

in this industry: designing, manufacturing and marketing. This industry is mainly

centered in Karachi, Sialkot and Lahore. Government of Pakistan aslo want to become

the leather sector as model sector in Strategic Trade Policy Frame Work 201215 with a

view to enhance its growth. The leather industry has potential to grow up to $3 billion in

next three years which is stagnant at $1 billion for last many years. To seeing these

possitive and enlightend future of this industry we are going to work and start this project

of completion of our study in University of Gujrat. In this report we defined the

feasibility of our project, opportunity and critical success factors of the business. Here we

also given the complete financial, marketing and production plan of the business.

Our purpose to work on this project is to start the leather products business in

Paksitan for export purpose because leather sector is the second export earning sector of

Pakistan. And our business can create the job opportunities for the population of Pakistan

and can contribute to Pakistans national income.




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THE OPPORTUNITY:

The opportunity for us is to make the low cost leather products from the by-

products of the leather factories in Sialkot like belts, purses, bags garments tags etc in

starting. But after that we want to enter in the international market for exporting the

leather products especially leather garments in international market like Europ, Korea,

German, USA, UK and Italy. Because many factories in Sialkot ignore small orders and

customers in local as well as in international market. And they waste their material that

we can use for belts, purses, bags and footwear etc etc. And in Sialkot we can utilize

better the labor engage in leather garments manufacturing through motivation and

training and development. We observe that labor is not happy from their employers and

so their productivity is less as should be. So we can increase their effectiveness and

efficiency through proper training and development.

PROBLEM TO SOLVE OR NEED TO BE FILLED:

Many local customers who wants to leather products from high quatlity of leather

we will serve them on periority basis. In starting days we will buy the small pieces of

leaher from factories and will make the small leather products like belts, purses, bags and

footwear. After that we shall try to integrate with some tanneries and international buyers

to produce leather garments for export purpose. And there are many expert workers of

leather garments also available in Sialkot in less expensive wages. We will hire them and

focus on their proper training and development. Through proper trained employees we

can get the better services and make the better living standard of employees. Because its

no doubt human resources can bring the superb change in business.

DESCRIPTION OF BUSINESS MODEL:

A business model is the strategy that a company uses to generate revenue from

its product or service offering to people. We will focus on Research and development,

Human resources and electronic commerce, highly advertising as well as low priced

quality products to customer. We will be closely to customers needs and expectation and




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will try to make the product as customer demanding. Because our business is fashion

oriented and every time we have to observe the customer. So we will be closely to

customers needs and through fullfilling their needs we will generate revenue. And

second one is huamn resources through proper training and development and motivation

we can improve the effectiveness and efficiency of the labot which will increase our

productivity which can contribute handsome share in our profits. Third one is electronic

commerce becuase now the world gonig to global and people try to buy the online rather

than window shopping. So through online selling to customer we can serve directly to

customer in better and quickly way. So electronic commerce will also contribute

handsome increase in sales volume in bother local and international market. The

advertising has became popular with the growth of TV and internet where the TV stations

earned revenue indirectly from people looking to promote services to the audience they

attracted. We will offer advertising to access the tartgeted consumers through TV and

Internet.

However, this business model is increasingly difficult to justify if it is our main

revenue stream. For a start, the landscape is extremely competitive and advertisers are

spoilt for choice. Building brand awareness and translating that into site visits is a very

difficult and costly challenge but we will try to make the best efforts for our brand

awareness.

We will try to know about different types of leather, but also try to know about

fashion trends. Visit garment trade shows to see what the latest trends. Constantly we will

try to observe the product, cost and manufacturing methods. As in other sectors of the

leather industry, we will specialize within one particular area of the leather garment

industry, as this will keep our production costs down and make us highly experienced in

our area.




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THE TARGET MARKET:

We will target more than one segment from the market segmentation we do for targeting.

American market is the main market for Pakistani leather apparel and clothing so we will

target the American market.

Canada and Russia also have an average temperature of 5 or -6 C are the coldest

countries in the world and people of Russia and Canada also have huge demand of leather

garments.

Ziarat, Kashmir and Hazara are famous for its extreme climate with very cold winters in

Paksitan so we will target these areas also.

Heavyweight clothing is needed for the winter in Europ, German, Korea and Russia so

we can target them.

Traditional Russian men like to leather garments as compared to others and have

attachments to leather garments.

Russia being cold country has huge demand for leather products.

Russians like dress that are very stylishly so we have the best workers that can make

every type of style so we can target them easily.

There are different classes in Russia with different buying power then we would be

targeting upper middle class.

THE MANAGEMENT TEAM:

Five Inspired Leaders:

Our highly experienced Senior Management team is building a new kind of AAA Leather

business that will give our leather customers the best value from finished leather.

ALI RAZA MALIK (Chief Executive Officer)




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As the leader of our team and a prominent expert in the leather garments business,

Ali knows firsthand that supplying the correct grade and quality of leather garments to

our customers. For long term serviving in the market goods quality leather production is

essential to building long term relationships with customers and will help position. His

extensive insights and knowhow come from over 3 years of proven leather industry

experience and continouse study of leather industry.

Specialties of Ali Raza

Effect Team Management Skills

Effect Time Management Skills

Good Administrator

Stress Management

Self Management

Pro-active and good initiator

Possess capability to work effectively under pressure, meet deadlines and adapt to

changes.

MAHA SHABIR (Chief marketing officer)

In the field of marketing, MAHA SHABIR has distinguished himself on many

levels of marketing. She is an innovative thought of marketing leader, a new graduated

from University of Gujrat, well-traveled speaker, social activist, and trusted consultant.

MAHA SHABIR has secured standing as one of the great business thinkers of our team.

Specialties of Maha Shabir

Marketing Management

B2B Marketing

International Marketing

Distribution Channels




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International Business

Innovation and Creativity

QAMAR ZAMAN (Chief Operating Officer)

Technology) Persons with hands on experience in Leather goods manufacturing,

quality, PPC and can meet production target & time schedule. And have good technical

and analytical skill, communication and organisational skill. He is detlail oriented and

enthusiastic.

Specialties of Qamar Zaman

Qamar Zaman can pay full attention to what other people are saying, taking time

to understand the points being made, asking questions as appropriate, and not

interrupting at inappropriate times.

Using logic and reasoning to identify the strengths and weaknesses of alternative

solutions, conclusions or approaches to problems.

Motivating, developing, and directing people as they work, identifying the best

people for the job.

Talking to others to convey information effectively.

Considering the relative costs and benefits of potential actions to choose the most

appropriate one.

Monitoring/Assessing performance of yourself, other individuals, or organizations

to make improvements or take corrective action.

Managing one's own time and the time of others.

Identifying complex problems and reviewing related information to develop and

evaluate options and implement solutions.

Adjusting actions in relation to others' actions.




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SIDRA MUNAWAR (Corporate Development and Chief Legal Officer)

She leads our company for legal, public policy, communications, corporate

development/mergers and acquisitions, and product quality operations.

SABA SAFDAR (Management team/executive Management)

Saba safdar have the highest level of organizational mangement who have the

day-to-day responsibilities of managning our company. She hold specific powers

conferred them with and by authority of the board of directors and top management. She

has the most difficult reponsibility of makin teams and focusing on targets of the

company.

Specialities of Saba Safdar:

Managing their functional area and the resources allocated to them.

Attract and retain great people.

Communicate effectively so that everyone in their unit understands the company's

vision, mission, values, and plan; how their job relates to the plan, and the results

expected of them.

Being a role model she can work as an innovation, teamwork, and problem-

solving.

Protect and build a company culture that supports growth.

BRIEF SUMMARY OF FINANCIAL PROJECTIONS:

In starting of our business we are going to acquire needed funds from our own

family sources and friends. But after starting the business we can acquire funds from

different options like banks, institutions etc. But when we will go to international market

for export purpose we can issue shares of the compay for increasing our capital. And for

purchase of raw material many banks provide the laon against customer order only which

can meet our financial needs. Another option is also available for our team which is




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Prime Minister (Nawaz Sharifs) loan scheme without any hight interest rate which is

opportunity for us.

DESCRIPTIONS OF WHAT THE BUSINESS NEEDS:

We need to maintain consistent growth of 20 per cent and that can be done by the

government taking certain steps and entrepreneurs adding value to products. The

availability of leather is a major cause of concern for the company and will be a major

factor which will decide the growth of our company. We don't have organised animal

farming in Pakistan. As a result, there is acute shortage of raw material. So we request

some policy interventions to increase the supply of raw material in the domestic market

either by increasing the export duty or banning the export of raw material.Further, the

state and Central government should introduce investor-friendly policies. The leather

industry comes under the Red Category - polluting industries - and there should be not

any fear among the industrial community. The state government should set up necessary

infrastructure like effluent treatment plants for treating pollutants and provide us a

subsidy for setting up treatment plabts for in house wastes. Since Pakistan has a very low

share of the global market, the industry needs to create new capacities and production

centres of value-added leather products. In addition, the industry needs to explore new

markets for exports besides China, Russia, Italy and the United States.

THE AMMOUNT OF CAPITAL NEEDED AND WHAT THE CAPITAL WILL

BE USED FOR, IF THE PLAN IS GOING TO A POTENTIAL INVESTOR:

We initial capital requirement is 10 Million Pak Ruppees for starting the business

of leather. And this initial capital will be spend on legal and economic farmalities of the

company. And we will use it for setting the first chain of machines for production in the

factory. And after that we will raise our capital through issueing shares in the name of

company.




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EXIT STRATEGY FOR INVESTORS:

Business internationaly and procedure will be follow that is given in the

partnership act 1932. And our idea is to convert our investment into shares whether we

are in partnership. And company will be listed in stock exchange so any investor can sale

and purchase of our companys share in stock exchange of the Pakistan easily.

THE BUSINESS:

THE OPPORTUNITY

The opportunity for us is to make the low cost leather products from the by-

products of the leather factories in Sialkot like belts, purses, bags garments tags etc in

starting. But after that we want to enter in the international market for exporting the

leather products especially leather garments in international market like Europ, Korea,

German, USA, UK and Italy. Because many factories in Sialkot ignore small orders and

customers in local as well as in international market. And they waste their material that

we can use for belts, purses, bags and footwear etc etc. And in Sialkot we can utilize

better the labor engage in leather garments manufacturing through motivation and

training and development. We observe that labor is not happy from their employers and

so their productivity is less as should be. So we can increase their effectiveness and

efficiency through proper training and development.

PROBLEM TO SOLVE OR NEED TO BE FILLED:

Many local customers who wants to leather products from high quatlity of leather

we will serve them on periority basis. In starting days we will buy the small pieces of

leaher from factories and will make the small leather products like belts, purses, bags and

footwear. After that we shall try to integrate with some tanneries and international buyers

to produce leather garments for export purpose. And there are many expert workers of

leather garments also available in Sialkot in less expensive wages. We will hire them and

focus on their proper training and development. Through proper trained employees we




Page 17

can get the better services and make the better living standard of employees. Because its

no doubt human resources can bring the superb change in business.

BRIEF COMPANY HOSTORY OR BACKROUND:

Leather industry, including leather products, is the second largest export earning

sector after textiles1in Pakistan. Currently, this sector is contributing around $ 874

million 2a year but has the potential to multiply volume of exports with the

improvement of quality and diversification in different range of products, specially

garments and footwear. Leather garments and footwear is a joboriented sector providing

employment to a very large segment of the society besides earning foreign exchange for

the country.The leather industry consists of six sub-sectors namely, Tanning, Leather,

Footwear, Leather, Garments, Leather Gloves, Leather Shoe Uppers, and Leather Goods.

The Tanning industry plays a vital role in the progress of these sub-sectors by

providing the basic material i.e. leather. Today, Pakistan is among the leading

countries in the production of Leather Garments and Gloves. The leather and leather

made-ups industry plays a significant role in the economy of Pakistan and its share in

GDP is 4%3. The leather finishing and made ups industries represent an important

sector in Pakistan, contributing almost more than half a billion US dollars4in foreign

exchange earnings to the national exchequer. Export of leather and leather items was

$1.22 billion in 2007-08, $959 million in 2008-09 and $867 million in 2009-105.

These figures show that in the year 2009-10 exports have declined to 30 per cent

of what Pakistan was exporting in the year 2007-08 which is an alarming

situation. Exports of 2010-11 have shown an upward trend but this was mainly due to

higher prices of leather in the international market while in quantitative terms the

increase was negligible. 1.5 million animals were perished in 2010 floods and 95,523

animals were exported from July 2010 to March 2011. This resulted in an acute shortage

and increased prices of mutton from Rs270 to Rs450 and




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beef from Rs154 to Rs350 per kg from 2010-11 to 2011-12. The Ministry of Commerce

has always been in favor of exporting value added products like meat, its products and

finished leather goods. The export of live animals affects local meat and leatherindustry

negatively. Therefore, the government is in the process of establishing Halal Food

Certification System in Pakistan. This will help Pakistan to enter in the $600

billion6 international market.

At the time of independence there were only a few tanneries producing sole

leather at a small scale. In the early days of independence some tanneries were

established in Karachi. In 1950's some were established in Lahore and adjoining

areas. The industry has flourished rapidly since then.During 1950s well-equipped

tanneries were set up at Karachi and Lahore, while during 60s and 70s more units were

established at Hyderabad , Kasur, Sialkot, Multan, Sahiwal and Gujranwala. Starting with

the production of picked and vegetable tanned hides and skins, the tanneries,

today are producing not only wet blue and crust but also fully finished leather. The scope

of this project is limited to analyze the Pakistan leather and footwear sector against India

by using trade data of 2010 as trade figures of the post liberalization period are not

available. The report is aimed to identify new challenges and opportunities that would be

faced by Pakistan as a result of trade liberalization between the two countries. This

report is based primarily on desk research. Due to time, resource and budgetary

constraints detailed interaction with stakeholders was not possible so the analysis done in

this report is more focused on statistical data analysis rather than direct input and

feedback from the relevant stakeholders. Sialkot is known, as export city of Pakistan. It is

well known city of the world due to export of leather, sports and surgical products in the

global market. The products of the Sialkot admired by the people of the world. Leather

industry of Pakistan which is the second in rank in contributing the foreign exchange in

the country. And due to decline in the textile industry it is coming to number first. And

Sialkot is producing high quality of leather products in the world. Sialkot manufacturing

and exporting the following products in the leather field that are leather garments, leather




Page 19

gloves, leather bags leather shoes and leather working gloves. The company has

employed enormous efforts in updating its facilities with the latest technologies meeting

international standards and customer satisfaction.

COMPANY MISSION AND OBJECTIVES:

Nature of the Organization:

AAA leather is the leather manufacturing and exporting of leather products

company in Pakistan. In these days company is the major contributor of revenue to

government of Pakistan in the head of leather garments exporting. The major activities of

company is to manufacture the leather garments and their export to US, Europe and

Germany.

Vision:

Leather we do it better

Mission:

To improve the quality of products up to customer satisfaction level, to satisfy

the customer by taking quarterly feedback from them and improve the quality of work by

providing monthly training to workers.

Objective:

The objective of company to use latest technology in its manufacturing process

and give proper satisfaction to the entire customers and new customers and expands his

business in the whole world.

Competative Advantage:

Description of business model:

Leather has become a modern accessory in day to day life. Everybody uses it in

some form or the other due to which it is always in demand for comfort, sports and

fashion. So we are going to start the manufacturing unit of the leather products and for

the purpose of exporting it to USA, German, Italy, France and Korea for creating new job




Page 20

opportunities for the population of Pakistan and for increasing the exports of Pakistan.

Our source of Finance will be probably 10 percent from our own resources and 90

percent from loans in starting stage.

HOW THYE BUSINESS WILL CREATE A SUSTAINABLE COMPETITIVE

ADVANTAGES:

We are attaining sustained competitive advantage through following sources:

SUPERIOR PRODUCT OR CUSTOMER SUPPORT

Our ability to provide superior product at an affordable rate backed by a strong

customer support system.

LOW PRICING

Our low prices as compared to other big brands in the international market will be

our competitive advantage in Pakistan.

HIGHLY TRAINED AND MOTIVATED LABOUT FORCE:

In our local ragion our labour force is highly trained and motivated. So our

turnover is also low as compared to other firms because we are spending dollars for the

proper training and development of the labour force.

CURRENT STATUS AND REQUIREMENTS:

The countrys Large Scale Manufacturing (LSM) has registered positive growth

of 1.85 percent during the July-Sep first quarter of the current Fiscal year 2013 over the

corresponding period of the last 2012. The manufacturing items witnessed growth during

the first quarter over the same periodof last year included leather products (5.56%).

Pakistans share in the world leather market remains low (at around 3%), but is none the

less considered a major exporter of leather products. There is therefore considerable room

for export expansion for us.




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Tanned leather industry is facing continuous decline in the exports of finished

leather, which stood at $401.890 million during July 2011 to May 2012, as against the

export during the same period of previous financial year of $422.722 million, depicting a

decline by 4.93 percent so the need is to again restore its position in the international

market. Availability of quality raw hide is a consistent threat due to smuggled and

exported produce so the government of Pakistan should take serious actions to stop the

smugling of hide to other countries. Owing to increased competition from China and

India, the industry has had to reduce prices so we also have to produce low priced

products. Duty draw back at import stage is only given at 1% where as in India, China

and Bangladesh it is more that 5%.

DESCRIPTION OF WHERE THE BUSINESS STANDS TODAY:

Leather industry, is the second largest export earning sector after textiles.

Currently, this sector is contributing around $800 million a year but has the potential to

multiply volume of exports with the improvement of quality and diversification

indifferent range of products, specially garments and footwear.Basically, it is a job-

oriented sector providing employment to a very large segment of thesociety besides

earning foreign exchange for the country.The leather finishing and made ups industries

represent an important sector in Pakistan,contributing almost more than half a billion US

dollars in foreign exchange earnings to thenational exchequer. Today, Pakistanis among

the leading countries in the production of Leather Garments and Gloves. The leather and

leather made-ups industry plays a significant role in the economy of Pakistan and its

share in GDP is 4%. Ten years ago, itwas the fifth most important export industry in the

manufacturing sector, and now it is thesecond. Employees currently working in this field

in Pakistan also not satisfy from their jobs.




Page 22

DESCRIPTION OF WHAT THE BUSINESS NEEDS TO MOVE FORWARD:

There are some needs that can move forward the leather products manufacturing

business like we should develop a proper trained and well motivated labour force in our

industry. And Government of Pakistan should also take some serious actions to stop the

smulling of raw mterial of leather industry. And we should make available the supply of

energy without any interuption like gas and electricity. So we can produce low priced

products for sustained competitive advantage in the local and international market.

MANAGEMENT TEAM:

MR ALI RAZA Chief Exceutive

MISS MAHA Chief Marketing Officer

QMAR ZAMAN Chief Operating Officer

MISS SIDRA Corporate Development

MISS SABA Managing Director

We are all good friends in the university and we started a business of leather and

want to prove our self in the lather industry. We have noticed that there is a need for the

solving the problem of the females and males that they have to face in the selection of

their outfits and accessories. Although there are many lather garments and fashion house

who are working in but most of them are not fulfill the requirements of the customers.

Sometimes ladies have to compromise in her dresses when they dont get what they want.

Sometimes they get good quality but designing are not good and designing are good but

stuff and stitching are not good. Leather mask is a single place where males and females

can get outfits according to her choices and personality with accessories.

Management experience:




Page 23

The leather industry is extensive and deciding on the type of business you want

can be challenging. There are options in the tannery, garment, footwear, upholstery and

exotic leather sectors, but as a new business we need to find a specialized area within

these sectors, as we initial startup capital may not be substantial. Consider starting as a

specialized manufacturer or export broker. By specializing in many area, we lower your

initial startup investment and won't require large manufacturing facilities, but instead can

start production right from your home garage.

Tannery

If we have experience in the leather tanning process, consider the tannery

business. However, we should specialize within this industry, too. Produce and sell only

hides that are appropriate for garments, shoes, upholstery, finished shoe leather, leather

lining, and upholstery or motorcycle leather. By specializing in a certain tanning process,

you become more experienced and your product acquires a better quality. Some foreign

companies consider American leather more expensive than leather from other countries,

but it is still favored because of its high quality. Determine the type of tannery you want

to become by visiting foreign garment finishing companies and analyzing their needs.

Research world leather trading practices, compare price and quality of hides in other

countries and analyze their needs. Fill this need when we see an opportunity, if we

believe we can offer a better leather quality at a comparable price.

Garment Industry

To start a leather garment export business, we not only need to know about

different types of leather, but also about fashion trends. Visit garment trade shows to see

what the latest trends are. Representatives of foreign garment manufacturing companies

often go to these shows too. Analyze their product, cost and manufacturing methods.

Bear in mind that you may not be able to compete when it comes to cost, but you can

certainly compete by offering quality-made leather garments. As in other sectors of the

leather industry, you should specialize within one particular area of the leather garment




Page 24

industry, as this will keep us production costs down and make you highly experienced in

our area.

Export Agent

we are familiar with the import and business process of certain foreign countries,

we may want to become an export agent.. In this type of leather export business, we visit

foreign leather manufacturers, distributors, or large garment companies and offer your

services as a broker. The agent finds the needed garment, tanning hides or upholstery

leather at the quality and price the purchasing company needs and charges a commission

for brokering the final negotiation. As an agent we need to check with the U.S. Customs

and Border Protection department in your area to ensure the product can be exported and

to fill out a Notice of Intent to Export form. We also need to become familiar with the

import requirements of the foreign country and ensure that the product meets the

regulations before shipping out of the country.

Management ability:

Being a manager for lather business requires specific skills and abilities. A

manager is in charge of the workplace and its daily operation which often includes a

number of employees. To effectively manage a business, a manager often wears many

hats and needs to be able to plan and implement policies and procedures quickly.

Preparing yourself with the proper skills will ensure that you are ready to take leadership

in a work environment.

Running a lather business in today's economy -- where the Great Recession has

leveled the playing field for so many companies -- requires more than just forward-

thinking owners and managers working tirelessly to keep the ship afloat. Company

owners who master crucial management and leadership skills better position themselves

to realize full value out of key employees and to steer business into the black.

Organizational Skills




Page 25

A manager should possess strong organizational skills. The ability to streamline

office procedures, create systems for a smoother work flow and the ability to structure the

work environment for optimum performance are all skills necessary for the effective

management of an office or business environment.

Leadership

A manager should have strong leadership abilty that include performing in the

way you want your employees to perform and the ability to take charge of any situation

that arises. Strong communication skills go along with leadership skills. The ability to

communicate with your employees decisively is essential to the leadership role.

Creative

Creativity is a skill an effective manager should posses. For an office and a group

of people to work well together, changes need to occur at times that will take into

consideration the work needs of various employees. A manager should be aware of the

areas of the work environment that need tweaking and have the ability to create policies

and procedures to address those needs.

Listening Skills

Listening skills go hand in hand with communication skills. Communication is a

two-way street that involves speaking and listening. Not only should you speak to your

employees regularly, you should be able to listen as well. Ask for employee input.

Conduct a monthly meeting to discuss office issues and to field complaints or concerns.

Continued Education

A manager should consider continuing education to keep up on the latest

technology in the work place, changes in the way the company works, business courses

and even courses in dealing with people professionally. The more education you have,




Page 26

the higher rate of pay your skills and abilities will command and the more effective you

will be at your job.

Conflict Management

The ability to intercede when employees have issues with one another and to

mediate are skills a manager will likely find useful in the workplace. Conflict

management not only involves the all-important communication skills, but the ability to

be open minded and fair when interceding in office issues.

Understand Team Dynamics

This is the first step to helping your employees become highly effective workers.

Strive for balance in skill sets, personalities and viewpoints. And don't be afraid to shake

things up once in a while. A little uncertainty can show you which employees thrive

during tough times, and which ones don't.

Develop Key Employees

This management skill plays off the team concept. You can increase the overall

strength of your team by giving responsible workers additional duties and training, either

through mentoring or by providing access to higher education. The more your employees

know about and understand your business, the better they can contribute to its bottom

line.

Delegate and Motivate

These skills can be as important to your company as its fiscal health. A strong

business is more than just a team of talented workers. Trusting vital functions to proven

managers frees up your time and allows those employees to grow along with your

business. Also, provide feedback on their performance through quarterly or semi-annual

reviews. You not only can track their progress more effectively, but you can get a feel if

they are truly interested in contributing to the team.




Page 27

Make Informed Decisions

Of course you want to act quickly, but never hesitate to seek the advice of your

managers or other key employees, even if it involves cutting payroll, reducing hours,

acquiring a competitor or seeking financing to stay in business.

Technical expertise

Export manger:

Batchcosting and inventory control

Sale manger

G.M production

Leather pattern maker and stitchers

Pattern master

Leather fashion garments pattern master

Production manager for special chemical

Leather crafts man for hand bags and wallets

Fashion designer

Quality control

Senior manager production and control

Retail operational manager

Leather technician

Manager QA/ Manager QL/ Manager compliance

BOARD OF DIRECTORS

Numbers of directors:




Page 28

Mr Ali Raza Chief exceutive

Miss maha Chief marketing officer

Qmar zaman Chief Operating Officer

Miss sidra Corporate Development

Miss saba Managing director

ALI RAZA MALIK (Chief Executive Officer)

As the leader of our team and a prominent expert in the leather garments business,

Ali knows firsthand that supplying the correct grade and quality of leather garments to

our customers. For long term serviving in the market goods quality leather production is

essential to building long term relationships with customers and will help position. His

extensive insights and knowhow come from over 3 years of proven leather industry

experience and continouse study of leather industry.

chief executive

Chief marketing officer

Chief marketing officer

managing director

Chief Operating Officer




Page 29

Specialties of Ali Raza

Effect Team Management Skills

Effect Time Management Skills

Good Administrator

Stress Management

Self Management

Pro-active and good initiator

Possess capability to work effectively under pressure, meet deadlines and adapt to

changes.

MAHA SHABIR (Chief marketing officer)

In the field of marketing, MAHA SHABIR has distinguished himself on many

levels of marketing. She is an innovative thought of marketing leader, a new graduated

from University of Gujrat, well-traveled speaker, social activist, and trusted consultant.

MAHA SHABIR has secured standing as one of the great business thinkers of our team.

Specialties of MahaShabir

o Marketing Management

o B2B Marketing

o International Marketing

o Distribution Channels

o International Business

o Innovation and Creativity

QAMAR ZAMAN (Chief Operating Officer)

Qamar Zaman is an experienced Production Manager in garments manufacturing.

(Leather Technology) Persons with hands on experience in Leather goods manufacturing,

quality, PPC and can meet production target & time schedule. And have good technical




Page 30

and analytical skill, communication and organisational skill. He is detlail oriented and

enthusiastic.

Specialties of Qamar Zaman

Qamar Zaman can pay full attention to what other people are saying, taking time to

understand the points being made, asking questions as appropriate, and not interrupting at

inappropriate times.

Considering the relative costs and benefits of potential actions to choose the most

appropriate one.

Using logic and reasoning to identify the strengths and weaknesses of alternative

solutions, conclusions or approaches to problems.

Motivating, developing, and directing people as they work, identifying the best

people for the job.

Monitoring/Assessing performance of yourself, other individuals, or organizations

to make improvements or take corrective action.

Adjusting actions in relation to others' actions.

Managing one's own time and the time of others.

Identifying complex problems and reviewing related information to develop and

evaluate options and implement solutions.

Talking to others to convey information effectively.

SIDRA MUNAWAR (Corporate Development and Chief Legal Officer)

Sidra Munawar serves as senior vice president, corporate development and chief

legal officer. She leads our company for legal, public policy, communications, corporate

development/mergers and acquisitions, and product quality operations.

SABA SAFDAR (management team/executive management)

Saba safdar have the highest level of organizational mangement who have the

day-to-day responsibilities of managning our company. She hold specific powers




Page 31

conferred them with and by authority of the board of directors and top management. She

has the most difficult reponsibility of makin teams and focusing on targets of the

company.

Specialities of Saba Safdar:

Managing their functional area and the resources allocated to them.

Attract and retain great people.

Communicate effectively so that everyone in their unit understands the company's

vision, mission, values, and plan; how their job relates to the plan, and the results

expected of them.

Being a role model she can work as an innovation, teamwork, and problem-

solving.

Protect and build a company culture that supports growth.

Composition of board

Mr Ali chair man

Qmar zaman vice chairman

Miss sidra non exceutive

Miss maha non exceutive

Miss saba managing director

Audit committee




Page 32

Miss sidra non exceutive

Miss maha non exceutive

Miss saba managing director

Chief Financial Officer

Mr ali raza

Company Secretary

Qmar zaman

Auditors

Miss saba

Miss maha

Specialization in accounts

Legal Advisors

Miss Sidra

Miss Maha

Miss Saba




Page 33

Miss sidra

Principal/Registered Office

Registrars and Share Registration Office

BOARD OF ADVISORY

Composition board of advisory

Purpose of the initiative

Advisory Board is designed to provide strategic guidance to the leadership of the

Telecommunication Development Bureau. The Advisory Board helps ensure that the

initiative remains true to its mission. The Advisory Board will play a special role during

the initial period following the launch of the Smart Sustainable Development Model

initiative in helping to promote and provide strategic direction for its development and

implementation.

The overall purpose of advisory board:

Harness the potential in socio-economic development and use the same

technologies for saving lives in times of emergencies.

Link rural telecommunications development to both disaster risk reduction and

management efforts.

Make optimal use of scarce and high cost resources such as satellite systems by

putting in use unused satellite capacity.

Create ecosystems where investments made for deploying telecom infrastructures

for economic development are also used for disaster response for public safety.

Ensure deployment of robust and resilient communication networks that continues

to provide services in the immediate aftermath of disasters.

Avoid duplication in efforts by development partners (governments, private

sector, Inter-governmental Organizations, etc.) focusing on either development




Page 34

only or disaster management only without taking into account the other. This

reduces costs of infrastructure investments for s particularly in rural communities.

2. Advisory Board Members

Each year the Advisory Board will hold not more than two physical meetings at

venues to be discussed and agreed to by the Board. Two teleconferences will be held to

review progress, address strategic questions, and plan for the coming year. The Advisory

Board may also hold one or more additional conference calls at other times of the year as

particular issues arise. Advisory Members are expected to join at least one of these calls

per year.

Advisory board members responsibilities include:

Promote for social and economic development as well as for emergency

communications and better disaster management.

Identify strategic partnerships around a particular BDT project that furthers the

aims of the leather industry.

Analyze cross cutting issues, such as policy development, legislation, taxation,

financing mechanisms, network deployment costs, sustainability of the networks

that may be impeding the reach of ICTs and services to all layers of the societies.

Encourage the adoption of policies, legislative and regulatory frameworks that

facilitate and promote the sustainable development through ICTs.

Propose and approve the creation of working groups and/or thematic committees

that contribute to the implementation of the objectives of this initiative to include

preparation of reports and projects.

Act as a goodwill ambassador promoting programs and projects designed to

achieve greater coverage of telecommunication services.

Identify potential remedies and innovative solutions through crowdsourcing and

collaboration.




Page 35

Composition of the Board and Term of Membership

The Advisory Board shall be composed of eminent personalities from diverse

backgrounds to provide a mix of expertise necessary. The functions of the members will

be on a pro bono basis, for a two-year term with the possibility of renewal for a second

two-year term. The Chairmanship of the Board will be on a pro bono basis, for a two-year

term. The Director of the Telecommunication Development Bureau (BDT) of ITU will

hold the vice-chairmanship in order to ensure continuity. The BDT will provide the

Secretariat for the Board. The first meeting of the Advisory Board will be in Geneva,

Switzerland.

4. Terms and Selection

Members of the Advisory Board serve in their individual capacity. At the second

physical annual meeting of the Board, the Advisory Board, with support from the

Director of the Telecommunication Development Bureau in his official capacity, will

review the composition of the Advisory Board and make recommendations for additions

or modifications. At that meeting new members will be appointed to the Advisory Board

as necessary.

How the advisory board will be used:

One of the grey areas in running a Community Benefit Organization is the

appropriate role for advisory boards. In addition to the question, What should our

advisory board do? we often hear at least some (if not all) of the following laments:

Our advisory board is disengaged

They dont do anything (and/or We dont ask them to do anything)

Their meetings are dull - updates on this or that, with no call to action

They dont meet - we never see them

There is no process for recruiting, and no expectations once they are on board




Page 36

Building and Sustaining Your Group of Advisors

To build and sustain a strong group of advisors / advocates will require 4 simple steps

Step 1: Know what you need advisors / ambassadors / advocates to accomplish

Step 2: Determine whether or not (or how often) you want your advisors to

meet

Step 3: Create job descriptions / lists of expectations

Step 4: Create a list of candidates for each type of task, recruit them, and let

them get to work!

High-Potential Advisor Roles

The highest potential for a group of advisors / ambassadors / advocates is to

provide engaged support for your work in the community.

The logical first step in building your team is therefore to know what kinds of

support you need. Here are just some of the tasks your organization may need

community support to accomplish:

Engagement & communication / ambassadors for the mission

Advocacy for public policy

Speaking gigs (both getting engagements & doing the actual speaking)

Raising money

Advising on programs / helping with organizational planning

Having high profile names associated with the organization for credibility

Providing pro bono work to assist with other staff-driven needs

If you can engage community members to help with all those tasks, your

organization will be able to accomplish considerably more, and your mission will be

stronger throughout the community.




Page 37

Meeting:

The assumption that an advisory group needs to have regular meetings is just that

an assumption. If what you need is individuals who will get work done, sometimes that

requires convening together, and sometimes it does not.

A task such as including a heavy-hitters name on your letterhead or having her make a

few well-placed phone calls - that clearly does not require that your heavy-hitter attend

meetings. Other tasks, such as advising on new programs, may absolutely require

meetings. In that case, let those individuals determine how often they need to meet,

based on the tasks at hand.

Then if you feel it would be helpful to bring ALL your advisors and advocates and

ambassadors together once a year to energize and inspire each other, it will be with a

very different expectation than the need for quarterly meetings simply because you

assume the group has to meet.

YourExpectations

Once you have a list of tasks and at least some idea of whether and/or how often

individuals will need to meet to accomplish those tasks, you can create a brief job

description for each of those roles.

The job description could be as simple as, We need 10 well-connected people

who can make phone calls when an issue comes before the legislature. Or it could be as

complex as, We need several strategic thinkers to help us plan a new program from

research to implementation with all the details spelled out.

The more clearly you can delineate your expectations for each job, the more likely

you will be to find great supporters for those roles... and the more likely the job will get

done!




Page 38

For example, you may note whether membership in the group will be ongoing or

whether you will ask only for a fixed time commitment. We know you have limited

time. Woul

d you be willing to commit to helping us with fundraising for a year?

You can note whether there will be regularly scheduled meetings to attend. Or

whether advisors are expected to donate cash to the organization. Whatever your

expectations, list them so you can be clear with prospective advisors right from the st

Recruit!

With a list of tasks and a list of expectations (including expectations about meetings),

you can now recruit specifically for those jobs.

And with that, you will have a group of advisors / ambassadors / advocates specifically

working on each of the tasks you have listed.

The Biggest Problem with Advisory Boards

If you already have an advisory board, you are probably thinking, This is all well and

good if youre just starting out. But we already have our Advisory Board. They are

already disengaged. They barely attend our quarterly meetings, and when they do attend,

they dont do anything but sit there and listen to staff reports. They dont volunteer.

They dont do anything!

If that is you, let me be clear:

All the symptoms Advisory Boards have, including but certainly not limited to

those in the opening paragraph of this article, are rooted in the notion that your

group of advisors and ambassadors and advocates is, in fact, a board.




Page 39

That group is not a board.

And the most powerful step you can take to address your Advisory Board

problems is to stop calling it a board.

By calling this loosely fashioned group of supporters a board, we create a whole

slew of expectations that simply cannot be met.

Your board members may have expectations that they have some sort of

authority (which, of course, they do not). Or they may know they do not have authority,

but believe that as a board, they should be doing something board-like.

Minutes?Meetings? Those mis-read expectations breed additional expectations, which

eventually become the list of symptoms that began this article.

Calling it a board creates expectations for the organizations staff as well. Staff

expects that there should be processes for orientation and nomination. That there should

be term limits, policies. And yes, that there should be meetings. This then leads to

attempts to fix all those perceived board problems. If we have to have meetings, for

example, we need to know what to do at the meetings - perhaps a report from each of the

programs? And again, a spiral leading to a spiral, all because you called it a board.

Call them teams, councils, committees, groups. Call them nothing. Call them Task

Forces for this or that. Call them Our Advisors or Our Dream Team. Call them

anything but a board.

Once you have stopped thinking of those individuals as a singular board, a world

of opportunity will open up. You will find your organization recruiting individual talents

for specific tasks. And you will have begun engaging a group of committed advisors,

ambassadors and advocates who are energized to kick butt on behalf of your mission

Its powers do not extend to direct and mandatory regulation, being supervisory

and advisory only, but it can make recommendations at its discretion, appealing if necessary

to the General Court; and it has had great influence and excellent results.




Page 40

The council, like the minor advisory councils which have been from early times called

together for the guidance of particular churches on occasions of special difficulty, is each

time dissolved at its adjournment.

Its existence dates from 1867, but its authority was very limited, chieflyadvisory, until 1895.

System was consolidated by the Educational Unification Act of 1904, in conformity with

which the university regents have become a legislative body, subordinate to the state

legislature, for determining the general educational policy of the state, and a commissioner

of education acts as the chief executive, advisory and supervisory,.

A governor-general holds the superior administrative and executive authority, and is assisted

by a council of five members, partly of a legislative and partly of an advisory character, but

with no share in the executive work of the government

KEY professional service provider:

law firms

AAMIR MIRZA LAW ASSOCIATES

Islamabad, Pakistan

Full-Service Law Firm in Islamabad, Pakistan

Phone +92 (51) 228-7440

Aamir Mirza Law Associ

AL-LATIF CORPORATE LEGAL CONSULTANTS

Established in 1991 based at Islamabad, renders professional legal services under British

Immigration and Nationality laws with main focus on Tier 1 Entrepreneur (PBS) Migrant

cases. Our presence at London helps us successfully conclude cases in Judicial

Reviews.Islamabad, Pakistan

Commercial and Business Law

Phone +92 300 5552232




Page 41

Al-Latif Corporate Legal Consultants (Formerly YLH Law Associates) is a Corporate

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AMANAT LAW ASSOCIATES

Islamabad, Pakistan

Full Service Law Firm in Pakistan

Phone +92 51 5825041

Amanat Law Associates is a law firm established in the year 2000 in Rawalpindi and

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ALA has been providing legal.

AMICUS

Islamabad, Pakistan

Corporate & Banking Law, Commercial Litigation Law Firm in Islamabad, Pakistan

Phone +92 51 2101190-1

Amicus is a logical an practical manifestation of years of accumulative broad spectrum

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AMJAD & ASSOCIATES

Islamabad, Pakistan

Employment &Labour Laws, Electricity Law, Environment Law and Human Rights

Law Firm in Pakistan

Phone +92 3315566979




Page 42

Amjad & Associates is a law firm based at Islamabad.The firm has been established by

Amjad Zaman Khan Advocate Executive Director Legal &Labor Islamabad Electric

Supply Company ( IESCO ) and Director Legal, Water and Power Development

Authority(WAPDA).Prime focus of the firm are employment,...

AQLAAL ADVOCATES

Islamabad, Pakistan

Energy, Telecommunication, Corporate, Commercial, Competition and Banking Law

Firm in Pakistan

Phone +92 51 8438140-2

AQLAAL Advocates was founded in 2001, AQLAAL has emerged as a reputable law

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ASIAN & Asian Legal Consultants

Islamabad, Pakistan

Pakistan Corporate Law Consultants

Phone 92 (51) 2558152

Consultants in Company, Taxation, Customs, Foreign Investment, Banking, Civil, Criminal,

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AWAN RAZA

Islamabad, Pakistan

Corporate and Commercial Law Firm in Islamabad, Pakistan

Phone +92 51 2853587




Page 43

Awan Raza's objective is to bring to the table a wide array of specialized legal services

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offer a multitude of specialist services in the areas of Civil Fraud, Asset Tracing and

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Ayub khan kundi & co.

Islamabad, Pakistan

Environmental Law, Project Financing, Banking, Insurance and Construction Law

Firm in Pakistan

Phone 9251255515

Ayub Khan Kundi& Co. was established as a Firm of Advocates and Legal Consultants

in Karachi, Pakistan on 1 January 1988. The same year, branch offices were established

in the capital territory of Islamabad, in the divisional headquarters of Dera Ismail Khan in

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AZ ZAMAN ADVOCATES & LEGAL CONSULTANTS

Islamabad, Pakistan

Energy & Power, Telecommunications, Corporate, Commercial, Banking and

Finance Law Firm in Islamabad

Phone +92 51 2105600

Az Zaman is a firm of advocates & legal consultants conducting a broad based legal practice

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formulation of transactional.

AZAM CHAUDHRY LAW ASSOCIATES

Islamabad, Pakistan

Full Service Legal Firm

Phone +92-51-2253351




Page 44

AZAM CHAUDHRY LAW ASSOCIATES Firm was founded in 1974 in Lahore and its

main office was shifted to Islamabad in 1987 where it continues to provide legal

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AZIZ Law Associates

Islamabad, Pakistan

Legal Services for Businesses and Individuals

Phone +92 302 816 2835

Aziz Law Associate is in legal business from last 50 years in Pakistan and is a

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BJ LAW ASSOCIATES

Islamabad, Pakistan

Banking and Finance, Corporate, Mortgages and Banking Law Firm in Pakistan

Phone +92 51 2814190-91

BJ Law Associates was established in year 2000 by merger of American and Pakistani

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FORCES ESTATE

Islamabad, Pakistan

Real Estate Law Firm in Islamabad, Pakistan

Phone +92 51 2293081

Forces Estate has become one of the premier Real Estate service providers in




Page 45

Islamabad/Rawalpindi. Today, under the direction of longtime industry veteran Fakhar

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HAFEEZ PIRZADA LAW ASSOCIATES

Islamabad, Pakistan

ADR, Arbitration, Consultancy and Litigation Law Office in Pakistan

Phone +92 51 2827305

HafeezPirzada Law Associates is headed by Abdul HafeezPirzada BSc., LL.D, Barrister

and Senior Advocate Supreme Court is a third generation Barrister of Lincolns Inn. He

began practicing in the then West Pakistan High Court in 1957, joining the Chambers of

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HASSAN KAUNAIN NAFEES

Islamabad, Pakistan

Full-Service Legal Firm in Pakistan

Phone +9251 111 HKN LAW

HASSAN KAUNAIN NAFEES is a Firm of Legal Practitioners and Advisers providing a

complete range of legal services in a manner most conducive and beneficial to Client

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INTERNATIONAL LEGAL CONSULTANTS

Islamabad, Pakistan

Full-Service Law Firm in Islamabad, Pakistan

Phone +92 51 2212844

International Legal Consultants is a Pakistan-based full-service law company with

multiple areas of expertise and particular emphasis, strengths and specialist capabilities in




Page 46

a number of legal sectors.; The Companys combination of expertise, skill, experience,

resourcefulness, professionalism.

JOSH AND MAK, LLP

Islamabad, Pakistan

Islamabad, Pakistan Energy and Corporate Lawyers

Phone +92 344 5155929

At Josh &Mak we are committed to providing pragmatic and value-enhancing in-house

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KAZMI & ASSOCIATES

Islamabad, Pakistan

Civil, Employment, Industrial and Immigration Lawyers in Islamabad, Pakistan

Phone +92 51 2803110

At Kazmi& Associates, we take pride in the fact that ours is one of the most renowned

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KAZMIZ ADVOCATES & CORPORATE CONSULTANTS

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Islamabad, Pakistan Corporate Law Firm

Phone +92 51 2854458

Kazmiz Advocates & Corporate Consultants is a full service law firm. However, mostly

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Page 47

Consultants, based at Islamabad.

KHAN & Associates

Islamabad, Pakistan

Business and Finance Law Firm in Pakistan

Phone +92 51 2655100

Khan & Associates, with offices in Lahore and Islamabad, was founded in recognition of

the continued liberalization and deregulation of Pakistans economy by successive

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KHAN & Khan

Islamabad, Pakistan

Banking & Finance, Telecom, Energy, Commercial & Corporate Law Firm in

Pakistan

Phone +92 51 2505608

Khan & Khan, a full service law firm, by specializing in areas of international corporate,

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KHAN Law Associates

Islamabad, Pakistan

Islamabad, Pakistan Litigation, Corporate, Tax, Immigration, Gamily and Intellectual

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Page 48

emphasizes open communication. As true professional we are not hesitant to try the

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KUNDI &Kundi

Islamabad, Pakistan

Civil, Constitutional and Criminal Law Firm in Islamabad, Pakistan

Phone +92 51 2112436

At Kundi&Kundi we know that success is not contingent upon the lawyer but on the

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LEGAL Forum

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Phone 92 322 5074730

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ACCOUNTING FIRMS

Although usually identified as single companies, each one of the Big 4 Accounting Firms

is actually a network of independent corporations who have entered into agreements with

one another to set quality standards and share a common name.

1. Deloitte LLP

Deloitte Accounting FirmDeloitte LLP

30 Rockefeller Plaza

New York, NY 10112




Page 49

Phone: (212) 489-1600

Fax: (212) 489-1687

PRICEWATERHOUSECOOPERS

PricewaterhousecoopersPwC, LLP

300 Madison Avenue

New York, NY 10017

Phone: (646) 471-4000

Fax: (646) 471-4444

PWC (PricewaterhouseCoopers) is ranked as the number two accounting firm in the

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The firm went on to shorten its brand name to PwC in 2010, however

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name that is used by PwC firms to sign company audits.

PwC Training Opportunities

PricewcoopersLike Deloitte, PwC has seminars and training programs for its current and

prospective employees.

ERNST & Young

Ey firmEY LLP

5 Times Square

New York, NY 10036-6530

Phone: (212) 773-3000

Fax: (212) 773-6350




Page 50

Ernst & Young is rated number three out of the top 100 accounting firms in the United

States. The firm was formed by the merger of two companies, Arthur Young & company

and Ernst & Ernst. Interestingly enough Arthur Young and Alwen Ernst never met in life.

Their companies merged in 1989 to form Ernst & Young, long after the two had passed

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work for by Fortune Magazine. They hire many of their entry-level employees through

universities where they have programs.

KPMG

Kpmg firmKPMG LLP

345 Park Avenue

New York, NY 10154-0102

Phone: (212) 758-9700

Fax: (212) 758-9819

KPMG is the number four firm of the big four with more than 670 offices located in over

150 countries. The firm was originally established in 1911 when William Barclay Peat &

co. merged with Marwick Mitchell & Co. to form Peat Marwick.

In 1987 the firm merged with KMG to form what is now known as KPMG. The firm

changed their name a few times over the years but ultimately decided to stick with

KPMG.

The firm has been consistently voted as one of the best places to work by DiversityInc

Magazine and currently holds the number 23 spot on the list.

This means it hosts a very culturally diverse work environment and works with

companies that are not yet as successful by hiring them for services and goods. KPMG

offers three main services. These include audits, advisory services, and taxes. However,

these three services can be broken down in many sub-services making KPMG a full-

service firms




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ACCOUNTING PROCEDURE:

Generally, accounting procedures cover such topics as how to record financial data,

summarize financial data, prepare financial statements, and routine accounting matters.

Standards are not directly established by governments, but rather by private sector

organizations in which the financial profession sets the standards. In the United States,

financial reporting is regulated by the Federal Accounting Standards Advisory Board

(FASAB).

The International Accounting Standards Committee (IASC) was developed as an

independent private-sector organization to encourage uniformity in accounting principles

used on a global level. Standardized accounting procedures are important to ensure that

financial reports are comparable from country to country. Comparability is critical in the

modern global market.

Basic assumptions underlying accounting procedures include the economic entity, going

concern, monetary unit, and periodicity. Economic entity refers to the capability of

separating the company, its owners, and other companies. In essence, the company is an

identifiable unit that can be held accountable for its actions.

The going concern concept has to do with the assumption that the company will continue

to exist. Monetary unit refers to the fact that there is an accepted form of measurement of

the value of the company and its profits. Periodicity implies that the activities of a

business can be measured by specific time periods, whether that is a year, a quarter, or a

month.

Four basic accounting principles are generally used to record business transactions:

M.com Business Project 2014

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Transcript of M.com Business Project 2014