2019 STRATEGIC AUDIT

Strategic Audit of Pakistan Tobacco Company

Submitted To:
Sir Shahid Mehmood

Submitted By :
Hafiz Zain Ul Abidin

Roll No:16

BS8th (Morning)

Session 2015-19

Department of Commerce
THE ISLAMIA UNIVERSITY OF BAHAWALPUR

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TABLE OF CONTENTS:

HISTORY

1. CURRENT SITUATION 6

A. Current Performance 6

B. Strategic Posture 7to8

II. CORPORATE GOVERNANCE 8

A. Board of Directors 8
1. Board Members and Length of Service……………………………………………..
…………………………………………………8to11

III. EXTERNAL ENVIRONMENT: OPPORTUNITIES AND THREATS (SWOT) 11

A. Natural Physical Environment: Sustainability Issues 12

B. Societal Environment 12
1. Economic…………………………………………………………………………………………………....12
2. Technological…………………………….…………………………………………………………………12
3. Political-Legal………………………………………………………………………………………………12
4. Sociocultural……………………………………….………………………………………………………..12

C. Task Environment 13
1. Threat of New Entrants…………………………..………………………………………………………….13
2. Bargaining Power of Buyers…………...……………………………………………………………………14
3. Threat of Substitute Products and Services…………………………………………...…………………….14
4. Bargaining Power of Suppliers…………………………………………….………………………………..14

IV. INTERNAL ENVIRONMENT: STRENGHTS AND WEAKNESSES (SWOT) 14

A. Corporate Structure14

B. Corporate Culture 14

C. Corporate Resources 15
1. Marketing……………………………………………………………………………………………………15
2. Finance………………………………………………………..……………………………………………..15
3. Research and Development…………………………………………………………………………………16
4. Operations and Logistics……………………………………………………………………………………16
5. Human Resource Management…………..…………………………………………………………………17
6. Information Technologies……...……………………………………………………………………………17

V. ANALYSIS OF STRATEGIC FACTORS (SWOT) 17

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 A. Situational Analysis 17

VI. STRATEGIC ALTERNATIVES AND RECOMMENDED STRATEGY 17

A. Strategic Alternatives 17
B. Recommended Strategy……………………………………………………………..………………………18

VII. IMPLEMENTATION 18TO19

VIII. EVALUATION AND CONTROL20

VIX. REFERENCES…..…………………………………………………..….…………………………………………21

ACKNOWLEDGMENT:

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 In the name of Allah, Most Gracious, Most Merciful

Praise be to Allah, the Cherisher and Sustainer of the worlds;

Most Gracious, Most Merciful;
Master of the Day of Judgment.
Thee do we worship, and Thine aid we seek.
The way of those on whom Thou hast bestowed Thy Grace, those
Whose (portion) is not wrath, and who go not astray.

I am heartily thankful to our Strategic Management teacher, Sir Shahid Yaqoob, whose
encouragement, guidance and support from initial to the final level enabled us to develop the
subject Strategic Management. With his dedicated lectures we were able to practically
understand and apply what we have learned in the classes.

History:
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Pakistan Tobacco Company Limited (PTC) is a subsidiary of the British American Tobacco
(BAT) p.l.c. The Company was incorporated in Pakistan in 1947 making it one of the first
multinationals in Pakistan. Starting from a single warehouse near Karachi port, the
Company is now the largest cigarette manufacturer in Pakistan. For PTC it has been a
voyage in pursuit of excellence since 1947 driven by the vision to be the “First Choice for
Everyone”.

By being instrumental in designing and driving state-of-the-art agricultural and industrial

processes, we have managed to stay resilient through-out our Supply Chain. There has been
a ceaseless effort to modernize the Company’s operations by introducing new and
innovative concepts, optimal processes and cutting-edge technology. PTC’s systems and
processes are considered benchmarks by other businesses and we have also been able to
transfer international best practices to the local business partners in trade and distribution.

Our ground-breaking success as a local champion is because of our illustrious international

experience, heritage of brands and richness of corporate values.

Our story of 70 resilient years encapsulates the key milestones we have thus far crossed,
intertwined with the meaningful contribution we have made along the way in social and
economic terms. Our journey continues as we endeavor to outdo ourselves in setting the
highest standards of corporate excellence.

I. Current Situation:
A. Current performance:

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Since the start of the new century, in order to better understand and accordingly respond to our ever-
changing consumer base, we decided to get regular market research surveys done from an independent
international research agency called Nielsen. It helped us better divide our brands market wise and gave
us knowledge on what exactly the consumer trends are. On ground, it helped us with the numeric width,
the share drop or share increase, which brand is performing better than others and where. This helped
us in streamlining our processes to an extent that we made a sub function of marketing which is solely
drawing conclusions and trends from the data we receive directly from one end of our supply chain – our
retailers.PTC has the 3rd Largest TM&D force in the BAT world.

Strategic Posture:

Vision:
Satisfying Consumer Moments
“We believe that by being the world’s best at satisfying consumer moments, we will become the
leader in our industry. Consumers are at the core of everything we do and our success depends
on addressing their evolving concerns, needs and behaviours.”

Tobacco and Beyond

The second part of our vision – tobacco and beyond – recognizes the strength of our traditional
tobacco business and the opportunities we see in next-generation tobacco and nicotine
products. There is a great potential business opportunity because consumers are looking for
choices and product categories in which we are uniquely placed to succeed.

Mission:
Champion Informed Consumer Choice
We need to continue to ensure that our adult consumers are fully aware of the choices
they are making when they purchase our products. We recognise that we have a
responsibility to offer a range of products across the risk continuum, but we will also
defend people’s right to make an informed choice.

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Strategies:
Pak tobacco company is built on the idea of a responsible corporate citizenship thereby
managingenvironmental, safety & occupational health matters as an integral part of our
business. Infulfilling this responsibility Pak Suzuki adheres to the following principles:

1)We are committed to provide top quality products to the satisfaction and requirementof our
customers.

2)We conduct our operations in compliance with applicable environmental,occupational health

& safety laws and regulations.

3)We recognize the interrelationship between energy and the environment, and we promote
the efficient use of energy throughout our system

4)We ensure safe disposal of waste generated from our facility

5)We minimize the discharge of waste materials into the environment by utilizingresponsible
pollution control practices.

6)We will continuously seek opportunities to improve our adherence to these principles. As it is
clearly mentioned in their Vision Statement that to be excellent all around, and they always
operate in Environment friendly. And their Product will always be the environmentfriendly.With
the globalization of markets, greater foreign competition, and the reduction of entry barriers, it
becomes all the more important to benchmark a company’s financial indicators ona worldwide
basis. World stock markets have recently witnessed a return to fundamental financial analysis.
Sound management as opposed to hype will in the long run generate shareholder value.

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Objectives:
We have set some primary and secondary Objectives.

Primary objective:
We wish to provide high quality tobacco to its dealer and to its customers so they can satisfied from us.

Secondary Objective:
We also insure our dealer also satisfied from our quality and we also provide them the facility to
generate reasonable profits from our products.

II. Corporate Governance

BOARD OF DIRECTORS

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 Mr. Mueen Afzal (Chairman & Non-Executive Director)

He is graduated with first class honours from Government College,

Lahore, before getting his M.A. from Corpus Christi College, Oxford, in
philosophy, political science and economics in 1963. He joined the Civil
Service of Pakistan in 1964, and served as Finance Secretary in the
provinces of Baluchistan and Punjab. He was also Federal Secretary
Finance. He finally served as Secretary General, Finance and Economic
Affairs between 1990 to 2002. Since leaving Government in 2002, Mr.
Afzal has worked in various capacities in the corporate sector as well
as in academia. At present he is on the boards of Murree Brewery Co. Ltd and Akzo Nobel Pakistan. He
joined the PTC Board in 2003 and became the Chairman in 2007. He was awarded the Hilal-e-Imtiaz (HI)
in 2002 for distinguished public service.

Syed Javed Iqbal ( Managing Director & CEO)

Syed Javed Iqbal has been with the Company for the last 20 years. He
joined the Company as a Management Trainee and has held various key
positions in the Finance function in PTC as well as in British American
Tobacco Group. He has served in BAT South Korea as Finance Controller
and later in Global Headquarters in London as Finance Manager for
Global Marketing. In 2011, he was appointed as Finance Director for
the Swiss Business Unit looking after 5 European markets based in
Switzerland. He came back to Pakistan in 2014 as Director Finance & IT for PTC. In July 2016, he became
the Managing Director & Chief Executive Officer of PTC. Mr. Iqbal has an MBA with majors in Finance &
MIS.

Zafar Mahmood (Non-Executive Director & Chairman of

Audit Committee)

Mr. Zafar Mahmood, who is also the former Chairman WAPDA, has
served the Government of Pakistan for 38 years at policy formation and
implementation level, before assuming responsibilities as Chairman
WAPDA in April 2014. He has served the Federal Government as
Secretary Textiles Industry, Secretary Industries, Secretary Water &
Power, Secretary Petroleum & Natural Resources, Secretary Commerce and Secretary Cabinet. He has
also served as Chairman, Punjab Public Service Commission, Consul General Istanbul, Vice Chairman

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Export Promotion Bureau, Secretary Punjab Education Schools. Mr. Mahmood holds a Master’s Degree in
Economics, LL.B. and Post-Graduate Diploma in Development Administration from Manchester
University. He joined the PTC Board in 2016.

Hae In Kim (Non-Executive Director)

Ms. Hae In Kim joined BAT Group as a corporate service HR business

partner from Korea in 2008 and held a number of key positions in HR
including Head of Talent and Organization Development of BAT
Indonesia (Bentoel Group), HR Director of BAT Japan and HR Director
of BAT Korea. She was appointed as the Regional Head of HR, Asia
Pacific in 2014 looking after over 15,000 employees in eight direct
reporting business units across Asia Pacific. Currently she is the Group Head of Talent and OE, Human
Resources. Prior to joining BAT Group, she worked as a management consultant at global consulting
firms such as PricewaterhouseCoopers, IBM Business Consulting Services and Hewitt Associates in
Australia, Singapore and Korea. She also worked for Samsung Life Insurance, an affiliate of Samsung
Group as an Employee Benefit and Corporate Pension Consultant. She has Masters of Commerce with
major in Organizational Behavior and Industrial Relations from University of New South Wales, Australia.
She joined the PTC Board in 2015.

Wael Sabra( Director-Finance & IT)

Mr. Wael Sabra joined BAT in 2003 in Lebanon and since then he held
various key senior positions in the Finance function across Middle
East, Africa and most recently South Asia. In 2010, Mr. Sabra was
appointed as Finance Director Democratic Republic of Congo before
moving to South Africa in 2012, where he was assigned to take up the
role of Southern African Markets Finance Director in charge of
Mozambique, Angola, Zimbabwe, Malawi, Zambia, Botswana, Namibia
and Swaziland. In July 2014, he moved to Cairo as Finance Director
North Africa Area covering Egypt, Algeria, Morocco, Tunisia, Sudan and Algeria. In August 2016, he
moved to Islamabad as Finance Director South Asia Area. In his 14 years with the British American
Tobacco Group, he has been an executive board member in several BAT operating companies across
Africa. Mr. Sabra is a holder of a Masters Degree in Finance from University of Florida and is a Certified
Management Accountant (CMA) from the Institute of Management Accountant. He joined the PTC Board
in 2016.

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Policies:

We are committed to conducting our business operations in a manner that sustains the
environment and protects the health and safety of our employees, by adopting a proactive
approach to using cleaner technologies and safer systems of work while ensuring compliance
with all applicable national laws and regulations and BAT’s Environment, Health and Safety
policy.

We seek to control and reduce our impact via the ‘3 Rs’ principle: Reduce, Recover, Recycle.
Our programmes cover energy and water conservation, air and soil protection, afforestation,
minimizing waste and minimizing the use of natural resources, agrochemicals, and raw
materials.

As one of the leading tobacco businesses, we recognize the paramount importance of the health,
safety and welfare of all employees and non-company personnel in the successful conduct of our
business. We are therefore committed to the prevention of injury and ill-health and strive for
continual improvement in our health and safety management and performance, through setting
clear objectives, including the monitoring and measurement of key performance indicators.

We provide and maintain safe and healthy working conditions, equipment and systems of work
for all employees and other associated personnel; and provide instruction, training and
supervision as may be required for this purpose. Our approach is based on hazard identification
and risk assessment, for the purpose of effectively controlling health and safety risks in the
workplace.

We are committed to conducting our business operations in a manner that sustains the
environment and protects the health and safety of our employees, by adopting a proactive
approach to using cleaner technologies and safer systems of work while ensuring compliance
with all applicable national laws and regulations and BAT’s Environment, Health and Safety
policy.

We seek to control and reduce our impact via the ‘3 Rs’ principle: Reduce, Recover, Recycle.
Our programmes cover energy and water conservation, air and soil protection, afforestation,
minimizing waste and minimizing the use of natural resources, agrochemicals, and raw
materials.

As one of the leading tobacco businesses, we recognize the paramount importance of the health,
safety and welfare of all employees and non-company personnel in the successful conduct of our
business. We are therefore committed to the prevention of injury and ill-health and strive for
continual improvement in our health and safety management and performance, through setting
clear objectives, including the monitoring and measurement of key performance indicators.

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We provide and maintain safe and healthy working conditions, equipment and systems of work
for all employees and other associated personnel; and provide instruction, training and
supervision as may be required for this purpose. Our approach is based on hazard identification
and risk assessment, for the purpose of effectively controlling health and safety risks in the
workplace.

II. External Environment:

Opportunities & threats (SWOT):
Strength:
The strengths of PTC dominate its weaknesses in all aspects o f b u s i n e s s l i fe . T h e
m a i n s t r e n g t h o f t h e P TC i s s i ze o f this organizati on as compare to its
competi tors in terms of m a r ke t s h a r e , l a b o r, p r o fi t a n d g o o d w i l l . T h e
c o m p a ny h a s m o r e t h a n 1 0 0 0 e m p l o y e e s w o r k i n g i n t h e P TC b r a n c h
A ko r a khatt ak. The company is providing job opportuniti es to many
local labor and
e d u c a t e d y o u t h . T h e c o m p a ny i s p r o d u c i n g d i ff e r e n t t y p e s o f b r a n
d s o f c i g a r e tt e s f o r e a c h a n d everyone taste
Weakness:

The weakness of PTC is biggest in term of its little less market

share as compared to Lakson Tobacco company. According to
certain studies there is no proper arrangement for the labour
refreshment at the company,

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Opportunities:

The prospect of PTC is really vast in terms of opportunities it has

and will have in the future. It has a broad prospect in this field
only due to the position it.

Threats:

Government policies to discourage the uses of tobacco items is

the bigg threat for the company because due to the government
policies the ptc sales decreases day by day.So we say that due to
the awarness policies and high taxes effect the company badly.
.

A. Natural physical Environment:

Sustainability issues:
B. Societal Environment:
A. Economic Environment:
Pakistan, an impoverished and underdeveloped country, has suffered from decades of
internal political disputes and external ongoing conflict with India. However, IMF approved the
government policies, encourages by different foreign assistance and renewed access to
globalmarket since 2001By following these policies government succeed to reverse the situation
of economy duringlast five years.

b. Technological Environment:
Technological factor also very important and we haven’t control on it. Technology isgrooming
with the passage of time. People also want that the product that they have is full
of technology. We never control on technology for example you launched the product last
year and your sale volume on that time is very high but after sometime due to latest invention
alots of substitute exist in market which affect on your business so you can’t hold on it.

c. Legal Environment:

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As all countries, Pakistan also has some legislation about each sector. But like
developingcountries it is hardly being imposed by authorities. The corruption, smuggling and
black marketing have been supported by Government related officials. The undue favor is given
tothose business men who have been politically affiliated and hardly any legal suite is carriedon
against them. Such unethical activities destroy all law and legislation.

C.Task environment:
1. Potential new entrants:
In PTC this can be described asking the New Entrant category of Porter's 5 forces, we can see
that it would be tremendously difficult for another car manufacturer to enter into the market.
The rate at which the industry is changing does not allow for new entrants to come into the
market very easily, and the cash investment for a new firm to produce massive quantities of cars
is in the billions.

2.Bargaining power of buyers:

Buyers, from the strong competition inside of the market find themselves in a very
favorable position. Since competition is so strong between PTC and its commpetitors, due to
awareness consumers will often think and observe the facts and figures before making
purchase.•The high quantity of dealer’s forces prices to be verynegotiable and the consumer
often knows exactly what the dealer paid for the items. Thus, consumers are in an enviable
position: The market supply is strong, competition between PTC and its competitors is very
intense, and there is no set price. Everything is negotiable. For companies like Pak Suzuki to
continue to compete, the quality of their offerings must be excellent, dealership service must be
strong, and they must focus on offering consumers a product with high durability and value.

3. Bargaining power of suppliers:

•PTC suppliers have been known to be some of the most dedicated suppliers in the industry.

•By virtue of the Just-In-Time production concept pioneered by PTC, itself has seen a very positi
ve relationshipdevelop between its suppliers and producers.

•Suppliers are expected to make deliveries of parts in small quantities several times a day.

•PTC, by reducing its part inventory, has been able to speed up production
costs,save money by not letting parts sit on the shelf, andimprove its relationship with parts
suppliers, which rely on PTC for their revenue.

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4.Threat of substitutes:
•Consumer preference is changing (Due to government awareness programs)
•Setting up integrated Tobacco manufacturingfacilities may require higher capitalinvestments

•Pakistan is also likely toincreasingly launch awareness programs that can make difficult for the
new companies to enter in the market and compete with PTC so we can say that the threat of
substitute is minimized.

IV. Internal Environment:

A. Corporate structure:

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B. Organizational Culture:
The culture of PTC is so friendly and work in the organization like a team.this can also increase
the productivety of the company.The company also make a lot of focus on the employees.
Because employees are the assets of the company. Company use this asset in a productive way
and increase its productivity.

B. Corporate resources:
1. Marketing:
PTC products continue to enjoy customer’s confidence and have been successful in market.
During the year the company sales declined due the government awareness programs so due to
that they focus on exports because due to earning foreign reserves they thought government
also facilitate them and their sales increased.

2.Finance:
PTC is a well reputed company of the company as well as of the world.This is beneficial
for the company because can easily got financed from the banks as well as
from other financial institutes.

3. Research and Development (R&D):

Preparation of development schedule

- Monitoring of development activities

- To guide vendors to develop parts according to the drawing specification

- Detail study of drawings, SIS, SES and other standards for the component

-Develop less health dangerous items

-Focus on product quality

5. Information Technology:
Importance of advancement of new technology in automobile industry with particular focus on
PTC current implementation has been identified. The study is descriptive in nature, as sampling
technique in the study is convenient as the company has not provided the sampling framework.
Perception of advance technology survey has been conducted on 100 employees of PTC on the

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basis of four variables such as designing, manufacturing, planning and research, and
engineering. The findings highlight that all the variables have strong correlations with new
technology and firm business objectives. Moreover, inferential analysis indicates that majority
of employees believe that the performance of the company has tremendously increased with
the use of new technology. It is suggested that employees’ perception towards impact of
technology on business objectives should be conducted at a wider level. The effect of other
factors on firm business objectives has been discussed and conclusion has been drawn
accordingly.
6. Human Resource Development and Management:
When training about certain field is offered to the works company by the mother company PTC
workers themselves decide whether to take the offer or not, the departmental Heads suggests
names of workers to top management and then names are announced. The training could of six
weeks, one year or three years. As they told us that before sending any employee to
training, bonds are signed from employees and because the employees becomes an important
asset of the company for which company is spending so much money by sending them for the
training in foreign countries and they are bound to share their knowledge and experience which
they have gain toothier employees at the plant in order to increase the performance regarding
Quality.

V. Analysis of Strategic factors (SWOT):

A. Situational Analysis:
In order to plan in a better way we have to perform situation analysis,

General Environment.

Product Market.

Customer Market.

Product Market:
Sale Volume and Trend.

Growth Rate.

Product variety & Prices.

Pakistan Tobacco Company manufactures around nine brands in both factories,

including

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John Player Gold Leaf (launched in 1947),

Capstan by Pall Mall (launched in 1962),

Benson & Hedges (launched in 2003),
Gold Flake (launched in 2004),
Dunhill (launched in 2007), and some local
brands..

Customer Market:
Customer market and customer buying behavior can be categories.

Demographic Factor.

Life Style.

Usage Pattern and Behavior.

Preference of Specific end Benefit.

VI. Strategic Alternatives and Recommended strategy:

Recommended strategy:

PTC gives importance to the rise of global market share by evolving into new markets
and wants to grow their capacity by organic growth, merger and acquisition.

For organic growth, PTC is more focused on their strategic global sectors, which offer
good brand expectation for long run, especially Premium and International Brands.
According to 2007 annual financial report, Global Drive brands have growth by 10%
while International brands by 5%. PTC has target of optimizing the role of Global Drive
Brands and are ready to utilize opportunities for their expansion in “Value for Money”
and “Low Price Segments”. They also want to maintain or establish good stances in
priority markets by defining itself as the leading and the greatest profitable ever. They
also consider carrying on with their development, innovation and offering customers
distinctive products within their brands. PTC also concentrates in trade marketing and
distribution by focusing on Direct Store Sales that helps to develop excellent and
profitable relationships with the potential customers.

For productivity,PTC concerns about best utilizing its worldwide resources to boost
profits and raise finances for reinvesting in the industry. To be competitive,PTC has cut
costs over supply chain while improving product quality and pace for emerging into the
global market, also utilizing its people and capital effectively.

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For Responsibility, PTC strictly follows their Business Principles with the stakeholders,
which is comprised of Mutual Benefit, Excellent Corporate Conduct and Responsible
Product Stewardship. PTC conducts qualitative standards of business with employees
globally. They also encourage sensible tobacco regulation by balancing consumers’
choice and social interests, reducing harm and ascertain the company sustain and
flourish. For harm reduction strategy, PTC will lessen the tar and toxins consistently from
the products and launch a new generation product that has fewer risks to health.

Lastly, for building a Winning Organization, PTC provides good working environment
and follows strategy that produce leaders who have devotion, be innovative and who
can facilitate team in order to build the company worldwide.

During 1990, PTC was intended to concentrate completely on tobacco that provoked
and altered the Group. Later in 1995, PTC considered to have confidence and an aim to
be the leader amongst tobacco industries and hence developed a strategy. To lessen
supply chain complications and accumulate expenditure, which were also part of the
strategy, PTC closed some of its loss incurring companies, like, in 2005, South Hampton
plant was closed down.

VII.Implementation:
PTC must have to adopt modern and latest technology and made huge research and
development so that the impact of tobacoo items and its effect on consumer health can be
minimized this can helpful for its flourishment otherwise it cannot sustain itself in the market
successfully.

Latest Technology and Initiative:

PTC current methodology to wind up plainly the world's main world no 1 has been supported by
utilizing new know-how, new innovation and new materials to enhance, immaculate and get
through auto plan and assembling. Notwithstanding, the system additionally required that
PTCmoved its concentration shape fabricating inherent quality toward innovative work item
outline. At the point when an organization moves its concentration shape lean creation to
innovation - development, there is an installed obstruction - culture change. On one hand, the
embodiment of slender creation directs the end of waste. Then again, the vulnerabilities in new
item advancement require that the producer work in excess to deal with the dangers of the
obscure and uncertain an abnormal state of security. Attempting to adjust lean generation with
the requirement for excess is a troublesome demonstration that requires the administration to
be instrumental in settling on key choices and additionally driving and dealing with the change.

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Overall Sourcing and Leadership:

PTC choices on vital situating impact its participation with

providers. The provider's unique arrangement of upper hands,
center abilities and strategic offers needs to change alongside
that of other tobaccoo companies. Such changes, unavoidably,
will be reflected in quality, consumer loyalty and considerably
client security. Some would see this as a by-result of the vehicle
producer's key move coordinated by its initiative. Others think the
administration ought to consider such effect as a major aspect of
the change administration close by vital arranging shifts.
Whatever it is, the key is the arrangement, particularly with
corporate culture, individual’s capacities, acknowledgment of
stress and weight, and the capacity to organize and change.

World No. 1 and Leadership:

The new initiative absolutely has felt the weight. It is the duty of
the pioneers to deal with the arrangement and coordination
between vital course and working . Ideally, the review emergency
will be dealt with yet again as a chance to adjust its lean
generation culture and its operation magnificence capacities with
its craving to use new innovation, to keep sourcing from the globe
while proceeding to remain on the No. 1 platform. A change as of
now is obvious. PTC has turned out to be less guarded and has
reacted rapidly to new protestations of deformities. Authority is do
not missing anymore and now gives off an impression of being
driving from the front.With regards to the different issues,PTC
development procedure for the proceeded with acknowledgment
and high caliber at reasonable and minimize its health issuesso
that it can betterly sustain in the market and grab more and more
profit from the market and become world one leader.

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VIII. Evaluation & Control Company Strategies:
The principle vital issue for PTC is keeping up its position as the and become number one in the world..

A. Future Strategies for Culture Change:

In view of the book titled "7 Lessons for Leading in Crisis" composed by George (2009), PTC needs a
sound pioneer with a solid, durable arrangement.

b. Less dangerous for health , beginning with yourself:

PTC make items that is less dangerous for the people so they can easily purchase the items from the PTC
must have to promote corporate social responsibility so people can relate with the.

c. Try not to be Get the world off your Shoulders:

PTC needs an emergency group detailing specifically to him, working all day, every day to get issues
settled for all time. He ought to include the world's top quality specialists to his settle it group and listen
deliberately to their recommendation.

d. Tunnel significant for the fundamental driver:

Administration ought to have required its best designers to get to the underlying driver of this issue and
each other quality issue being accounted for.

e. You're in the spotlight:

Take after True North - PTCmust leave concealing, assume individual liability, and subject himself to
extreme addressing by controllers and the media. At that point he ought to make an individual sense of
duty regarding each PTC iclient to repair the harm, including purchasing back damaged autos.

f. Be on offense:

Concentrate on winning now - Coming out of this emergency, the market will never appear to be
identical. Suzuki can't hold up until all its quality issues are settled. It must play safeguard and offense at
the same time. To win, PTC brings to the table propelled components and unrivaled quality, better an
incentive for shoppers

g. Innovations for future development:

The Government has taken steps to address the prevalent economic challenges, especially the balance of
payments crisis and the rising trade deficit. At December end, key monthly indicators showed visible
signs of deceleration in domestic demand, the current account deficit is gradually narrowing, and

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financial inflows are increasing, reducing pressures on the Country’s external accounts. Although, these
developments are encouraging and have served to reduce some economic uncertainty but challenges to
Pakistan’s economy persist: (a) the current account deficit remains high; (b) fiscal deficit is elevated; (c)
core inflation is persistently high; and (d) local currency remains weak and vulnerable to further
devaluation. While addressing the economic challenges, the Government is focused towards not only
stabilizing the economy but also driving economic growth. Looking ahead, 2019 will be a challenging
year for the Company as it will need to counter the challenges presented not only by a tough economic
environment but also by the unique dynamics of the tobacco industry. In the future, the Company aims
to drive business growth by focusing on delivering the following objectives and by countering the related
challenges and now we are focuings on the exports way so that government can also protect us and we
also avail this opportunity for the success in future.

References:
www.PTC.com.pk

www.PTCofficail.com

www.britishamericantabacco.com

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