Running head: A BUSINESS THAT CAN FLOURISH WITH CURRENT POTENTIALS 1

A Business That Can Flourish with Current Potentials: Iserve

Team Members-

Zarin Subah Rania (10720005)

Farah Fatema Chowdhury (10720006)

Sayma Fariha Tahsin (10720009)

Sumaiya Akther Samiha (10720024)

Sabbir Ahmed Munna (10720025)

Kazi Nazrat Salsabil (10720020)

Army Institute of Business Administration, Sylhet.

Submitted To-

Golam Morshed Shahriar Tanim

Assistant Professor,

Army Institute of Business Administration, Sylhet.

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Abstract

The demand for effective and dependable delivery services has significantly increased in

today's fast-paced, digital world. The demand for prompt and convenient delivery services

has increased for both businesses and individuals due to the development of e-commerce

platforms and shifting consumer preferences. In order to establish and expand its presence in

the cutthroat market, iServe, a prominent delivery business operating in Sylhet, Bangladesh,

used a variety of techniques, which are examined in this paper. This paper aims to provide a

comprehensive analysis of iServe's strategic approach and marketing efforts in establishing

and growing its delivery service in Sylhet, Bangladesh. In this paper we have examine the

problems of iserve and suggested relevant solutions. By examining the company's initiatives,

challenges, market analysis, segmentation strategies, targeting approaches, positioning, and

innovative techniques, valuable insights can be gained into the dynamics of the delivery

service industry in Sylhet and the strategies employed to thrive in this competitive landscape.

By examining these elements, we can gain a comprehensive understanding of IServe's

journey and its contributions to the delivery service industry in Sylhet.

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Introduction

IServe is a prominent delivery service organization based in Sylhet, Bangladesh, which

operates primarily through its Facebook page. Established in 2016 being the first delivery

service in sylhet, iServe is driven by the mission to provide comprehensive home delivery

services to customers, catering to their diverse needs. Despite its relatively short history,

iServe has faced several challenges and opportunities along the way, shaping its growth and

strategies. Despite the challenges faced, iServe has successfully built a loyal customer base

but couldn’t achieved a level of satisfaction among all clients. As a single-owner

organization, iServe couldn’t exhibited resilience and determination to overcome obstacles

and make a significant impact in the delivery service sector in Sylhet.

One of the key challenges encountered by iServe is the lack of familiarity among customers

regarding such delivery services. Being a relatively new concept in the region, customers

initially exhibited hesitation and reluctance to utilize these services. Additionally, customers

have been reluctant to pay delivery charges, presenting a hurdle for iServe to establish a

sustainable revenue model. Moreover, the outbreak of the COVID-19 pandemic posed

unforeseen challenges for iServe. With safety concerns and movement restrictions in place,

the organization had to adapt swiftly to ensure the continuity of its operations while

prioritizing the well-being of its customers and employees. IServe operates in a highly

competitive market, where numerous competitors vie for the attention and loyalty of

customers. Employee loyalty has been another area of concern for iServe. Facing issues

related to lack of commitment and personal problems among employees, the organization has

strived to address these challenges to maintain a productive and motivated workforce. In

terms of marketing strategies, iServe has primarily employed basic online and offline

techniques. While lacking secret strategies, the organization has focused on building a loyal
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customer base through effective communication and reliable service delivery. Looking ahead,

iServe has ambitious plans to develop a dedicated mobile application for its services, aiming

to enhance accessibility and convenience for its customers. This strategic move aligns with

the organization's vision to expand its reach and streamline operations in an increasingly

digital world.

Problem Identification

There are few problems that we have identified about iserve:

1. They are not communicating enough about their business to let people know that they are

still operating their service.

2. They have done irrelevant marketing and didn’t put focus on promotional activities which

wasn’t helpful for their growing business to attain customers.

3. As iserve is a single owned organization they do have limitations in investment. For that

they need more investment for promotional activities

4. They are facing problem to identify their strategies as a result they are becoming a failure

to understand their target customer

5. In delivery service industry, they already have many competitors who are providing similar

services for that they are facing huge difficulties to flourish

6. As people always look for lower prices in everything, Iserve wasn’t the cheapest one out

there. So, there were other delivery services available who had an easy opportunity to attain

the market towards them.

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7. Iserve is not in a good position regarding communicating with their customers. As they

take orders through their facebook page and their dedicated contact number, the customers

often don’t find them available when needed. This is a very negative factor for a growing

business.

Micro-Environment Analysis: Porter's Five Forces for the company in the host country

Porter's Five Forces analysis is a framework that helps assess the competitive intensity and

attractiveness of an industry. Here's an elaboration of each force within Porter's Five Forces

analysis for the delivery service industry in Sylhet, Bangladesh:

1. Threat of New Entrants:

Barriers to Entry: Evaluating the barriers that deter new entrants from entering the delivery

service industry in Sylhet. These barriers can include high capital requirements, established

brand loyalty of existing customers, creating strong brand positioning in the mind of

customer to build high switching cost. Which Iserve failed to gather due to low capital and

few customers base so the competitors entered the business and took over quickly.

2. Bargaining Power of Suppliers:

Supplier Concentration: Assessing the number and concentration of suppliers providing

essential inputs, such as technology solutions, delivery vehicles, fuel, delivery man provider

etc. Fewer suppliers or a highly concentrated supplier market may give suppliers greater

bargaining power over delivery service providers. The supplier had high bargaining power

because the technological service for example tracking device and riders had many other

business options to provide their service which is why iserve was bound to stick to their

supplier without bargaining.

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3. Bargaining Power of Buyers:

Buyer Concentration: Analysing the concentration and size of the customer base for delivery

services in Sylhet. If a few large customers have significant purchasing power, they can

negotiate for better pricing or services.

Availability of Substitutes: Identifying alternative solutions or substitutes that customers may

opt for instead of using delivery services. The availability of substitutes can increase buyer

power as they have more options to choose from. For example, Foodpanda, Pathao, RedEx

etc.

4. Threat of Substitutes:

Substitutes' Performance: Assessing the performance and quality of substitute services or

solutions to meet customers' delivery needs. If substitutes offer comparable or superior

performance at a lower cost, it increases the threat of substitution for delivery services. To

stop that, iServe will keep a low profit margin at first to build a brand image of the company.

Switching Costs: Evaluating the costs and effort required for customers to switch to substitute

services. Higher switching costs can reduce the likelihood of customers adopting substitutes.

Iserve can provide with some advantages or benefits for example maintaining on time

delivery, gaining customer’s trust by giving a secured service. Also, they can provide their

regular customers with some incentives for instance, free delivery opportunity after a certain

amount of delivery to hold them and this will increase their switching cost.

5. Competitive Rivalry:

Number of Competitors: Examining the number and strength of existing delivery service

providers in Sylhet. Higher competition levels can intensify rivalry within the industry. That
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is why iserve can focus of the fewer sectors like document delivery, and company based

delivery where number of competition is less.

Industry Growth: Analysing the growth rate of the delivery service industry in Sylhet. A

slow-growing industry may lead to intensified competition among existing players for market

share.

Analysing these five forces, organizations like iServe can gain insights into the competitive

dynamics of the industry. This analysis helps identify areas of strength, areas of vulnerability,

and informs strategic decision-making to position themselves effectively within the

competitive landscape of the delivery service industry in Sylhet, Bangladesh.

Analyzing Competitors: To gain a comprehensive understanding of the competitive

landscape, it is essential to analyze both direct and indirect competitors:

1. Direct Competitors:

o Identify and analyze other delivery service organizations in Sylhet or

Bangladesh that offer similar services to iServe. Companies like- Pathao,

Foodpanda, RedEx, Shundarban etc.

2. Indirect Competitors:

o Identify other businesses or alternative delivery options that indirectly

compete with iServe. In term of delivery service customer can be indirect

competitor as they can deliver the items by themselves. Or, if the company

have their own delivery service it can act as an indirect competitor as well.

By conducting a thorough analysis of the micro-environment, including Porter's Five Forces

and competitor analysis, iServe can gain valuable insights to inform its strategic decision-
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making, capitalize on opportunities, and mitigate potential threats in the dynamic market of

Bangladesh.

Strategic Decisions at Corporate Level:

Directional Strategies for the First 2 Years of Launching the Brand in Sylhet,Bangladesh:

1. Market Penetration: iServe should focus on increasing its market share by

aggressively targeting new customers and increasing the frequency of orders from

existing customers. This can be achieved through effective marketing campaigns like-

coupons, and promo codes to attract new customers and reward existing ones, sponsor

a charity event or become involved with a local cause that is important to your

customers. This will show potential customers that you’re a responsible and caring

business, which can influence their decision to order from you, competitive pricing,

and enhanced customer service.

2. Product Development: iServe can introduce new delivery options or expand its

service offerings to cater to a wider range of customer needs. For example,

introducing specialized delivery services for specific industries or offering additional

value-added services. Document delivery of institutions, delivery of online business

who continuously need of pick and drop of their products, collaborating with small

businesses

3. Competitive Advantage- As iServe does not have locational constrains or service

constrains like other competitors, it can give them a competitive edge in the delivery

service in Sylhet. Promoting this throughout marketing campaign can build a

company value and serve as competitive customer value.

Directional Strategies for the Next 5 Years of Launching the Brand in Bangladesh:
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Market Expansion: As currently iServe doesn’t have any plan to increase the business

outside Sylhet, if they can get established as a well-known service brand, for a long-

term view iServe should explore opportunities to expand its operations to new

geographical areas within Bangladesh. This can involve partnering with local business

providers like online businesses, grocery shops, pharmacies, raw materials in short,

every business that might need delivery service where they will take incentive from

both company and customer.

Strategic Decisions at SBU Level:

Porter's Generic Strategies for the Brand in Bangladesh:

 Differentiation focus: iServe can differentiate itself from competitors by offering

unique features like every possible delivery to B2B for example- institutions,

companies, online businesses, SMEs along that they will serve their loyal consumer

base as well, superior customer service like delivering according to customers

preferences, and a wide range of location options. This strategy can attract customers

and businesses like tailors, online businesses etc who value personalized and

exceptional delivery experiences.

Strategic Decisions at Functional Level:

Ansoff Matrix Strategies in the First 5 Years of Launching the Brand in Bangladesh:

1. Market Penetration: iServe can continue to penetrate the existing market by increasing

its customer base and encouraging repeat orders. This can be achieved through

targeted marketing campaigns, loyalty programs, and customer referral incentives.

2. Market Development: iServe can explore new market segments like B2B business.

iServe can broaden its customer base and take a larger piece of the market by
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identifying underserved demographic groups and adjusting its services to meet their

unique requirements.

Competitive Position and Specific Tactics

Based on the analysis, iServe has the potential to be a market leader in Sylhet delivery

service sector if they go for niche markets of delivering for companies and businesses. To

proceed this position, iServe should implement the following tactics:

1. Continuous Innovation: To keep ahead of the competition, iServe should process

optimisation, and service upgrades. This may entail investigating emerging delivery

technologies, putting in place tracking systems, and creating a user-friendly website

or calling system to provide their customer with easy access.

2. Strategic Partnerships: To increase customers and reach, iServe can create strategic

partnerships with nearby companies, restaurants, and e-commerce sites. Collaboration

can benefit both parties by giving them more exposure and access to a wider range of

goods and services.

3. Revise marketing and communication strategies: Refocus marketing efforts on B2B

platforms and channelsTo effectively reach your B2B customers, make use of digital

marketing strategies including search engine optimisation (SEO), content marketing,

email campaigns, and social media targeting to let our consumers know about the

services we are providing.

4. Service Excellence: To set itself apart from rivals, iServe should provide top priority

to great customer service. This covers prompt and dependable deliveries, effective

complaint handling, and tailored client interactions.

5. Brand Building: iServe should invest in brand-building activities, including effective

marketing campaigns, social media engagement for example facebook boost, and
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positive customer testimonials. Creating a strong brand image will enhance customer

trust and loyalty.

By implementing these specific tactics, iServe can solidify its market leadership position,

attract and retain customers, and successfully navigate the competitive landscape in Sylhet.

Segmentation Strategies for the Brand in Sylhet:

1. Geographic Segmentation: iServe can segment its market based on geographic

factors, such as targeting specific regions such as Sylhet. This allows the brand to

tailor its marketing and delivery operations to the unique characteristics and

preferences of customers in each area.

2. Psychographic Segmentation: iServe can employ psychographic segmentation by

focusing on the specific VALS (Values, Attitudes, and Lifestyles) categories that

align with its target market. For example, iServe may target the "Achievers" category,

which comprises individuals who are ambitious, success-oriented, and value

convenience in their busy lifestyles.

3. Behavioural Segmentation: iServe can segment its market based on customers'

behavior, such as their purchasing patterns, frequency of using delivery services, or

preferences for specific types of products for instance the businesses which require

frequent deliveries. This segmentation approach allows iServe to develop targeted

marketing strategies and delivery options to cater to different customer behaviors.

Targeting Strategies for the Brand in Bangladesh:

Kotler's Targeting Strategies:

1. Niche Targeting: iServe can adopt a niche targeting strategy by focusing on B2B

market within the delivery service market in Sylhet.. By tailoring its marketing
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messages, service offerings, and delivery options to niche customer segments, iServe

can effectively meet niche customer needs and gain a competitive advantage.

Derek's Targeting Strategies:

1. Product Specialisation: iServe can employ product specialisation by focusing on a

specific target market segment, such as partnering with small business, delivering

documents of institutions. By becoming the go-to delivery service provider for a

particular market segment, iServe can establish a strong position and build expertise

in serving their unique needs.

Positioning Strategy:

The positioning strategy for iServe in Sylhet revolves around creating a unique and

compelling Point of Difference (POD) that sets the brand apart from competitors.

Point of Difference (POD):

The Point of Difference for iServe is its commitment to delivering a seamless and

personalized customer experience for B2B businesses for companies or organizations . By

focusing on exceptional customer service, efficient delivery, and a wide range of delivery

options, iServe aims to establish itself as the most reliable and customer-centric delivery

service provider in Sylhet. This emphasis on customer-centricity differentiates iServe from its

competitors and positions the brand as a trusted partner for all delivery needs.

Point of Parity (POP):

Point of Parity of iserve is they have similarities with other delivery service providers in

Sylhet, which is offering home delivery services to customers. This includes delivering a

variety of products and ensuring timely delivery. iServe is ensuring competitive pricing and
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transparent delivery charges. It aims to align its pricing with industry standards, ensuring that

customers receive value for their money while also covering the costs associated with

delivery services.

Positioning Statement: iServe's positioning statement can be summarized as follows:

‘iServe is the reliable delivery service provider that offers a broad variety of delivery options,

outstanding service to clients and businesses in Sylhet looking for a seamless and

personalised delivery experience. Unlike other service providers, iServe goes above and

beyond to guarantee fast and dependable delivery while meeting the specific requirements of

each client. You can rely on hassle-free delivery and a collaboration with iServe that

prioritises your pleasure.’

This positioning statement communicates the key differentiating factors of iServe, including

its focus on personalized service, wide delivery options, and commitment to customer

satisfaction. It highlights iServe's unique value proposition in the delivery service industry in

Sylhet, setting it apart from competitors and appealing to customers and businesses who

prioritize convenience and reliability.

Action Plan: Converting Clients to Supporters

1. Build Strong Relationships:

o Develop a customer relationship management (CRM) system to track and

analyze customer interactions.

o Implement personalized communication strategies, such as sending

personalized thank-you emails or messages after each successful delivery.

o Regularly engage with customers through social media, surveys, and feedback

channels to understand their needs and preferences.

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2. Provide Exceptional Customer Service:

o Train and empower customer service representatives to handle customer

inquiries, concerns, and complaints promptly and effectively.

o Offer proactive customer support by anticipating customer needs and

addressing potential issues before they arise.

3. Offer Incentives for Loyalty:

o Develop a loyalty program to reward frequent customers with exclusive

benefits, discounts, or freebies.

o Implement referral programs to encourage satisfied customers to refer iServe

to their friends, family, and colleagues.

o Provide special offers or discounts for repeat orders or for customers who have

been with iServe for a long time.

4. Engage Customers through Content:

o Create engaging and informative content, such as blog posts, videos, or social

media posts, related to delivery tips, product recommendations, or industry

trends.

o Regularly share valuable content through newsletters or social media

platforms to keep customers informed and engaged.

o Encourage customers to interact with the content by asking for feedback,

comments, or sharing their experiences.

5. Foster a Community:

o Create a sense of community among iServe customers by establishing online

forums, social media groups, or customer events.

o Encourage customers to share their experiences, tips, and recommendations

with each other.

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o Actively participate in the community by responding to customer posts,

facilitating discussions, and recognizing loyal customers.

6. Continuously Innovate and Improve:

o Regularly evaluate and enhance the delivery process, customer interface, and

overall service quality.

o Stay updated with industry trends, emerging technologies, and customer

preferences to provide innovative solutions.

o Seek feedback and ideas from customers on how to improve the service and

implement relevant suggestions.

Implementing this action plan, iServe can effectively convert clients into loyal supporters.

Consistently providing exceptional customer service, fostering strong relationships, offering

incentives for loyalty, engaging customers through content, actively seeking feedback,

fostering a community, and continuously improving the service, iServe can create a loyal

customer base who will become brand advocates and refer iServe to others, contributing to

the growth and success of the business.

Innovation Strategy for iServe in Bangladesh

1. Short-term Strategy (within 1 year):

o Improvements or Revisions: iServe will focus on continuously improving its

existing delivery processes, technology infrastructure, and customer interface.

This includes optimizing route planning algorithms, enhancing tracking

capabilities, and streamlining the order management system to provide faster

and more accurate deliveries.

2. Medium-term Strategy (1-3 years):

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o New Product Lines: To meet changing consumer needs, iServe might add new

product lines or increase the scope of its service offerings. Launching

specialised delivery services for perishable goods, fragile goods, or huge

parcels, for instance, might draw in a larger customer base and open up new

revenue streams.

o Repositioning: iServe can explore repositioning itself by targeting specific

industries or niche markets. By highlighting the unique benefits and tailored

solutions for these target segments, iServe can differentiate itself from

competitors and gain a competitive advantage. Such as, expanding your

service offerings beyond traditional delivery to differentiate yourself.

Partnerships with complementary businesses, such as local retailers,

restaurants, or e-commerce platforms. Evaluate your brand's visual identity,

including your logo, colour scheme, and overall design. If necessary, consider

refreshing or redesigning your brand elements to better align with your

repositioning strategy. Regularly assess customer feedback and market trends

to identify areas for improvement and adjustment. Stay agile and adaptable in

responding to changing customer needs and industry dynamics.

3. Long-term Strategy (3-5 years):

o Cost Reduction: iServe can focus on implementing cost reduction strategies to

improve operational efficiency and lower delivery costs. This can involve

optimizing logistics networks, leveraging technology for route optimization,

and exploring partnerships with third-party logistics providers to achieve

economies of scale.

o Additions to Existing Lines: iServe can expand its existing product lines by

offering additional features or value-added services. For example, introducing

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real-time delivery tracking, live customer support, or environmentally friendly

packaging options can enhance the customer experience and differentiate

iServe from competitors.

Combination of these innovation strategies within different time frames, iServe can stay

ahead of the market, meet evolving customer demands, and maintain a competitive edge in

the delivery service industry in Bangladesh.

Communication Objective:

The communication objective for iServe in Bangladesh is to create awareness and promote

the key benefits of the brand's reliable and customer-centric delivery services. The objective

is to establish iServe as the go-to delivery service provider and drive customer engagement

and adoption.

Message Strategy:

The message strategy will focus on highlighting the core value propositions of iServe, which

include seamless and personalized delivery experiences, a wide range of delivery options,

exceptional customer service, and competitive pricing. The messages will emphasize

convenience, reliability, and customer satisfaction as the key reasons to choose iServe for all

delivery needs.

Message Execution:

The message execution will be designed to capture attention, create interest, and generate a

desire for iServe's delivery services. It will leverage clear and concise language, compelling

visuals, and relatable scenarios that resonate with the target audience. The messages will
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convey the convenience, peace of mind, and time-saving benefits of using iServe for any kind

of deliveries.

Message Source:

The message source will include a combination of brand representatives and satisfied

customers. iServe's brand representatives will deliver the messages with professionalism and

credibility, highlighting the brand's commitment to exceptional service. Testimonials and

reviews from satisfied customers will be utilized to showcase real-life experiences and build

trust among potential customers.

Promotional Tools and Media/Mediums:

1. Advertising:

o Television Commercials: Broadcasting advertisements on television channels

during peak viewership hours to reach a wide audience. Advertisements can be

in the form of video commercials showcasing iServe's delivery services and

value propositions.

2. Sales Promotion:

· Online Promotions: Running promotional campaigns on iServe's website or

social media platforms, offering discounts, limited-time offers, or loyalty

rewards. Online promotions can encourage immediate customer response and

generate sales.

· Coupon Codes: Distributing unique coupon codes through various channels,

such as email, social media, or physical advertisements. Customers can apply

these codes during the checkout process to receive discounts or special offers.
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3. Direct Marketing:

o Email Marketing: Sending targeted emails to customers and subscribers,

providing personalized offers, updates, and promotions. Email marketing

allows for direct communication and can include interactive elements such as

clickable links or personalized recommendations.

o Direct Mail: Mailing promotional materials, such as brochures, flyers, or

coupons, to specific households or businesses within iServe's target market.

Direct mail campaigns can be customized to include personalized messaging

and offers.

“This is a sample flyer that we can use”

4. Public Relations:
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o Social Media Engagement: Engaging with customers and the public through

social media platforms, such as Facebook. Regularly posting updates,

responding to customer queries, and sharing relevant content can build brand

reputation and foster positive relationships.

5. Personal Selling:

o In-person Interactions: Training iServe's customer service representatives to

engage with customers in service centers or through direct phone calls.

Personal selling involves providing personalized assistance, addressing

customer concerns, and highlighting the benefits of using iServe's services. To

promote our company, we can send our skilled sales representatives to

potential companies that require help getting their product to clients.

Solutions

Identifying all the problems iserve had and discussion all the above strategies we have found

some solution for these problems. They are-

1. They can boost their Facebook page and post about their services that are still operating.

They can also go for SMS and email marketing.

2. They should make a poster of their business which is noticeable for their target customer

3. To grow their business they can pitch about their business to the investors to bring funds

from the investors also they can go for partnership as well.

4. They should take reviews from their regular customers about their service. Also they

should focus on niche marketing as they have minimum resources.

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5. As they already have many competitors like food panda, pathao, red-ex so they should

focus on specific service for example: Document delivery of institutions, delivery of online

business who continuously need of pick and drop of their products, collaborating with

small businesses

6.Iserve should offer their services at a considerable price so that they can make a strong

customer base. They can also give offers and vouchers.

7. They should be technologically advanced to maintain communication with their customers.

They can hire moderators who are always available to answer customers’ requirements.

References
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