1

Assignment: 02
Group Number: 06
Group Name: Bingoo
Group Members: 04

Name ID Contribution
Adeeb Imtiaz 1820389 Section 2,5
Mir Yashfi Ali 1830861 Section 3
Sabiha Afrin 1821833 Section 1,4
Tahmid Ahnaf Khan 1830606 Section 6,7

Course Title: Bangladesh in International Business

Course ID: INB 304
Section: 01
Semester: Summer
Year: 2021
Date of Report Submission: 29/08/2021
Submitted To: Prof, Dr. Raisul Awal Mahmood
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Table of Contents
1. Introduction.......................................................................................................................................3
1.1 Multinational companies of Bangladesh origin.............................................................................3
1.2 Recent trend in companies moving overseas.................................................................................3
1.3 Reasons for companies moving overseas........................................................................................3
1.4 Possible impact on Bangladesh economy.......................................................................................4
1.5 Purpose of the report.......................................................................................................................4
1.6 Organization of report....................................................................................................................5
2. Company Profile....................................................................................................................................5
2.1 Background to the company...........................................................................................................5
2.2 Nature of Company.........................................................................................................................5
2.3 Changes in size and growth.............................................................................................................6
2.4 Recent business interest and focus.................................................................................................6
2.5 Challenges faced and opportunities sought...................................................................................7
Challenges:.........................................................................................................................................7
Opportunities:....................................................................................................................................7
3. Foreign Direct Investment....................................................................................................................7
3.1 Destination.......................................................................................................................................7
3.2 The sector of Investment.................................................................................................................8
3.3 Types of products made..................................................................................................................8
3.4 Market Opportunities..............................................................................................................11
3.5 Competitors....................................................................................................................................12
3.6 Progress Made So Far...................................................................................................................13
4. Reasons for overseas investment........................................................................................................15
4.1 Major theories of foreign direct investment................................................................................15
4.2 Rationales for foreign investment.................................................................................................15
4.3 Importance of push vs. pull factors in overseas investment.......................................................15
4.4 Long-terms strategy in overseas investment................................................................................16
4.5 Government regulations faced and overcome.............................................................................16
5. Challenges faced moving overseas......................................................................................................16
5.1 Government policy toward FDI from Bangladesh......................................................................16
5.2 Procedures followed.......................................................................................................................16
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5.3 Challenges faced............................................................................................................................17

5.4 Support received from the Government......................................................................................18
6. Suggestions to overcome challenges...................................................................................................18
6.1 What can be done to overcome challenges?.................................................................................18
6.2 The role of the government...........................................................................................................18
7. Summary and conclusion....................................................................................................................19
References................................................................................................................................................20
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1. Introduction
Multinational company indicates a company which works in more than one country or which has
disclosure and entry to international markets. Bangladesh is a country of southern Asia. It is the
eighth-most populous country in the world, and the most densely populated other than city
states. 

1.1 Multinational companies of Bangladesh origin

Though there is no definitive information on the number of MNCs of Bangladesh origin,
according to the available sources there are 20 Bangladeshi origin multinational companies, here
is a list of some multinational companies of Bangladesh origin-Pran rfl group, Akij group,
Square group ltd, ACI, Beximco, AK group of companies , BSRM group (Guha, 2018).

1.2 Recent trend in companies moving overseas

Companies are more interested in moving overseas these days in order to achieve economies of
scale, diversify products and to get the advantage of duty-free trade around the globe.
Globalization has made it easier for multinational companies to perform better.

Recent trends in companies moving overseas-

1. The introduction of GDPR or general data protection regulation, provides customers with
new powers over how their personal data is used, while also forcing corporations to take
up greater levels of protection and transparency (Oakey, 2018).
2. Shifts in generational interest- Graduates, particularly those of the millennial generation,
are keenly seeking out overseas rolls 9 in every 10 graduates would consider moving
abroad for work, while the numbers of millennials leaving for overseas job rolls saw a
huge increase in 2017.
3. Growth of overseas market-Costs are rising because the markets overseas are becoming
larger and more valuable. Growing economies are something many businesses can seek
to explore for expansion and development. Increasing levels of wealth and personal value
might mean more expensive outsourcing, but this also translates to healthier markets with
better opportunities for sales.
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1.3 Reasons for companies moving overseas

1.Increase revenue potential

2.Entry to new markets

3. New customer base

4.Expansion allows companies to diversify

5.Greater access to greater talents

6.Gain competitive advantage

7.Gaining company reputation

8.Cost saving

These are some of the most viable reasons for companies to make the move to overseas market
(CAPITAL, 2019).

1.4 Possible impact on Bangladesh economy

Multinational companies provide an inflow of capital into the Bangladesh economy. For
example-the investment to build the factory is counted as a capital flow on the financial account
of the balance of payments. This capital investment helps the economy develop and increase its
productive capacity.

They are helping Bangladesh earning huge foreign money. Also they are encouraging local
companies to operate more efficiently.

But these multinational companies are also impacting the Bangladesh economy negatively in
some ways. Such as they are becoming the monopoly market power which leads to lower wages
and higher prices also have a negative impact on the environment.

1.5 Purpose of the report

This report aims to analyze the operation of a leading Bangladeshi origin multinational
company- Pran Rfl group. First of all, it discusses the overall impact and operation of the
Bangladeshi origin Multinational companies then it focuses more on the Pran Rfl group
specifically about its company profile, its foreign direct Investment, the challenges it’s facing for
 6

moving overseas and then there are some suggestions for this company to overcome the
challenges.

1.6 Organization of report

This report is organized into seven different sections. The sections are given below-

1. Introduction: in introduction this report shows a list of Bangladeshi origin multinational

companies. Then it discusses the recent trends in companies moving overseas, reasons for
companies moving overseas and also the impact of Mncs in the Bangladesh economy.
2. Company profile: it covers the previous history of the Pran Rfl company, its nature,
operations, its challenges and opportunities.
3. Foreign direct investment: it discussed the Pran Rfl group’s destinations, sectors of
investment, the products it made etc.
4. Reason for overseas investment: this part starts with the major theories of FDI, shows
the rational of moving overseas, importance of push vs pull factors in overseas
investment, long term strategy and government regulations
5. Challenges of moving overseas: government policies towards FDI from bangladesh,
procedure followed, challenges and support given from government of Bangladesh.
6. Suggestion to overcome the challenges mentioned.
7. Report Summary and conclusion

2. Company Profile
2.1 Background to the company
In the year 1981, PRAN-RFL Group had been founded in Dhaka. At first, it was a food-products
corporation. The foundation had been laid by Major General (Ret) Amzad Khan Chowdhury. He
is also known for being the first-ever managing director of the corporation. Over the course of
five decades, PRAN-RFL Group has managed to become one of the premiere companies of
Bangladesh.
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The full form of PRAN is Program for Rural Advancement Nationally. A large portion of
Bangladesh’s population have been won over by PRAN-RFL as well as people living in abroad
(nmaitra, n.d.).

2.2 Nature of Company

Among all of the food and nutrition companies of Bangladesh, few have been able to capture the
market quite like PRAN-RFL. In fact, PRAN-RFL is the leading exporter when it comes to
processed agro products. The company has been exporting these products to over 82 countries in
the world. As a company, PRAN’s main activity has been to manufacture and sell juice, soft
drink, cakes, dairy products etc.

Over the years, PRAN has endorsed environmentalism. They have a clear understanding of their
responsibility for advocating and practicing ecological beneficial actions (PRAN , n.d.).

2.3 Changes in size and growth

The first product of PRAN to gain huge popularity was the PRAN Mango Juice. Natore was the
location of PRAN’s owned mango pulp factory. The company sought growth by concentrating
on the production of pineapple, litchi, guava juice etc.

When these products were developed PRAN began business expansion. As such, they delved
into the production of food and beverages. Only after PRAN met the domestic demand did they
decide to expand towards a global venture.

The food and beverages industry in the country has experienced rapid growth since the year
2000. This growth is synonymous with PRAN’s growth.

2.4 Recent business interest and focus

Ahsan Khan Chowdhury who is the deputy managing director of the company has expressed his
desire for PRAN to have all of their products in all of the supermarkets in the world (Rahman,
2016). This is certainly a high ambition and PRAN Group plans to do so by expanding at a faster
rate.

In 2016, PRAN decided to add frozen foods, poultry, sweets, nuts etc. to their product basket by
the end of 2017. During the pandemic, the market for PRAN’s face mask has experienced a
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growth (Paul, 2020). In fact, the company stated that it has 12 items just for the market during
this pandemic.

The fact that PRAN’s portfolio has increased means that the company has good remittance. As
such, PRAN experienced 20% growth during the year 2020. In the year 2021, PRAN expects
employment to increase by a margin o 10% at the very least. The outcome is that 10,000 jobs
will be created.

2.5 Challenges faced and opportunities sought

Challenges:
Some of the challenges that PRAN has faced is due to their market orientation. The company is
still existing as part of the rules set by agricultural marketing company limited. This hinders
PRAN Group from making instantaneous decisions. As such, the company can find it hard at
times to cope with abrupt changes to the market.

The price of all of their products will not stay the same each year. This happens because the cost
of raw materials varies from year-to-year and is the main ingredient of PRAN’s product line. The
price is comparatively high when compared to their competitors. As a result, PRAN Group has to
sell the products at a price that is higher than their competitors.

One of the biggest challenges that PRAN faced inside the country is the fact that it is at the
bottom when it comes to per capita consumption. While the rich and middle-class families are
able to afford PRAN’s products, the same cannot be said about those living below the poverty
line.

Opportunities:
One of the biggest advantages for PRAN-RFL Group is that Bangladesh is agriculture based.
This makes it relatively easy for the company to produce its canned fruit as well as vegetables.
As such, this is an opportunity for PRAN to contribute to the GDP.

The fact that Bangladesh is labour intensive as a country makes it ideal for the crop production
system. Hence, PRAN is able to employ hundreds and thousands of people, slowly diminishing
unemployment. In addition, PRAN has room for growth when it comes to developing a
distribution system (Alam, 2017).
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3. Foreign Direct Investment

3.1 Destination
Pran has a large number of brands to choose from. Pran is a well-known brand across the world.
Pran's products are exported to over 140 countries worldwide, including North America and
Canada. Pran has captured the hearts of foodies both at home and abroad. Pran's distribution
network has served over 400 million people in 110 countries, covering five geographical
locations throughout the world, with nearly 200 brands in ten distinct categories.

PRAN has an industrial plant in India, in addition to 16 factories in Bangladesh, and other
operations are set to operate in Nepal and the United Arab Emirates. In India, Malaysia, the
United Arab Emirates, Saudi Arabia, Oman, Qatar, Ghana, the United States of America,
Canada, Spain, Italy, and Singapore, it has full-fledged offices, warehouses, distribution vehicles,
and a sales team with specialized assistance.

PRAN is aggressively active to penetrate the foreign market, with a dedicated staff of 1500
employees for global sales and carries the name to represent the company as the flagship food
brand of Bangladesh. Over 150 percent export increase demonstrates that demand for various
PRAN products is gradually increasing around the world, particularly for packaged agro foods
and beverages, confectionery, and pharmaceuticals.

3.2 The sector of Investment

The PRAN (Program for Rural Advancement Nationally) group, and it's the first Bangladeshi
company to set up a business in India, will trade as PRAN Beverages (India) Private Limited and
export its products to 114 countries. According to Roy, the company is investing Rs.5 crore in a
processing plant in Kalyani, West Bengal's Nadia district. It also intends to build facilities in
Odisha and West Bengal's Siliguri. Because of their geographical proximity and cultural
commonalities, Pran has devoted special attention to India's northeastern states.

Pran-RFL Group, one of Bangladesh's leading industrial groups, plans to invest Tk154 crore in
protective equipment (PPE), medical products, and toys exports (Noyon, 2020). According to
Bepza sources, the project will produce 850 tons of PPE each year, including surgical face
masks, KN95 masks, N95 masks, surgical gloves, shoe coverings, mop caps, medical gowns,
sanitary napkins, diapers, and hand sanitizer. The plan will result in the creation of 1,900
 10

employment ( Apparel Resources News-Desk , 2020). Within the first year, industrial
manufacturing may resume, with monthly exports of Tk20 crore in medical equipment and Tk10
crore in toys. According to the Bangladesh Garment Manufacturers and Exporters Association,
33 companies are producing and ready to export personal protective equipment to suit worldwide
demand.

3.3 Types of products made

Here are some of the products that PRAN RFL makes (PRAN, n.d.):

RFL:

 Agro Equipment.
 Bicycle.
 Chemical.
 Construction Service.
 Electrical & Electronics.
 Furniture & Home Decor.
 Household

PRAN:

Beverage:

 Pet Bottle
 Energy Drinks
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Drink:

 Fruit Drink
 Pure Drinking Water
 Health Drinks
 Pop Drinks
 Flavored Drinks

Snacks:

 Fried Snack

Biscuits & Bakery

 Biscuits
 Water
 Toast
 Cokes
 Bread

Dairy:
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Liquid Milk:

 Powder Milk
 Dairy Products

Jam & Jelly:

 Apple Jelly, Mixed Fruit Jam,

 Strawberry Jam
 Mango jam

Confectionery:

 Candy
 Chocolate
 Chewing Gum
 Lol Pop

3.4 Market Opportunities

 New expansion business diversification
 Can expand the scope of research & innovation into new areas
 This industry has a strong growth rate.
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 A previously established distribution route is being employed.

 Overcome entry obstacles
 Investigate new market opportunities.
 Extend the benefits of cost or differentiation.
 Export Collaboration with global corporations
 The strong brand image
 The channel of distribution of a competitor is ineffective.
 Franchises are available all around the world.

3.5 Competitors
Global competition is becoming more intense. As a consequence, trade obstacles are being
gradually removed. That’s why foreign products are now more easily available in the home
market than in the international market. Locally, PRAN-RFL faces strong competition. The tax
rate is set at 40% across the board. PRAN-RFL Group, as a well-established corporation, needs
to enhance its position in the Indian market by competing in those areas and attempting to
become unique. Strong distribution channels, human resources, a diverse beverage portfolio, and
their factory, dairy, and manufacturing facilities.

Tropicana by PepsiCo:

It is largely an American global corporation that specializes in fruit-based beverages. Tropicana

has a huge market share advantage over Dabur's Real in India. Real, Tropicana, and ITC's B
Natural lead the Indian packaged juices market, which is estimated to be worth Rs 1,350 crore.

Britannia Biscuit brand:

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Britannia is a brand that many generations of Indians have grown up with and that is well-loved
in India and around the world. In several overviews headed by lofty associations, the brand
Britannia is listed among the most trusted, prominent, and well-known brands.

Harvest Gold:

It all started in 1993. Delhi is the capital city of India. Harvest Gold is a brand that was founded
to provide people with high-quality bread. In terms of both supply sources, the position is ideal.
Delhi and other regions of the country are the only places where it is available.

Lays:

Lay's is one of PepsiCo's best-selling products, having been developed in

1965 by the combination of Pepsi and Frito-Lay. From the start, the company has been doing
things differently. It was the first time a snack food product was advertised on television. Lay's
has a competitive advantage thanks to PepsiCo's significant global presence. In Africa, the
Middle East, Asia-Pacific, North America, South America, and Europe, PepsiCo has a presence
in over 100 countries (Superuser, 2018).
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3.6 Progress Made So Far

Planning
Pran supplies agricultural foodstuffs to almost 70 countries, including the United States, the
United Kingdom, Sweden, Cyprus, Australia, Malaysia, Italy, Germany, South Korea, and a few
Middle Eastern, East African, and West African nations. Pran, a renowned processed food and
beverage company in Bangladesh, built its first international facility in India (Khaled, 2008). The
action was seen as a requirement for Dhaka to accept Indian corporations like Tata's large-scale
investment intentions in Bangladesh. Including Bangladeshis and Indians. Pran has also been
promised banking, electricity, and other infrastructures by the Indian government. Pran would
initially employ around 200 workers. The plant will make jelly and drinks at first, which are
already popular in those areas.

Implementing:
Since 1985, the ADB has been the first non-sovereign agribusiness initiative. It follows PSOD's
objective of increasing its involvement in industries with high potential for development effect,
particularly in Asian Development Fund nations like Bangladesh.

The ADB will assist PRAN, Bangladesh's largest food and agribusiness organization, in the
establishment of new agribusiness production facilities. PRAN will invest in a liquid glucose
factory and a flour mill as part of its vertical integration and import substitution strategy. A
frozen food processing plant is also part of the concept. The majority of the frozen food
produced will be flour-based smooth cakes. Local farmers will provide maize and wheat for the
production of liquid glucose and flour. The ADB will fund the new project business with a $25.1
million loan, which will be guaranteed by numerous existing group companies.

PRAN Group will get a $7 million loan from the International Finance Corporation (IFC), a
World Bank Group member, to enhance its farmers market purchasing and processing capacity,
boosting the earnings of about 17,000 Bangladeshi dairy farmers and helping to the country's
economic development. Bangladesh has one of the world's lowest per capita milk consumption
rates and imports milk powder to cover 15% of its daily needs. PRAN will benefit from IFC's
investment by increasing raw milk procurement from local dairy farmers and increasing
processing capacity throughout its product line, which includes ultra-heat-treated milk,
pasteurized milk, and milk powder.
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Functioning:
As a result of its successful engagement with the Coca-Cola Company in Bangladesh, the group
has recently taken the initiative of doing licensing business. It has already set up many
production sites in India to make its drinks, bakery, and confectionery items to expedite ongoing
expansion, and production has already begun. PRAN used several distribution channels in the
overseas market, depending on the needs of the market. PRAN uses wholesalers or retailers in
some countries and hires an importer in others to make the firm's products available to end
consumers. PRAN is seeking new markets and implementing various marketing techniques in
order to grow their market share as much as conceivable.

4. Reasons for overseas investment

4.1 Major theories of foreign direct investment
FDI theory: Direct investment flows from countries where profitability is low to countries
where profitability is high. It means therefore that capital is mobile both nationally and
internationally.

Internationalization theory: Internalization theory explains the existence of the firm because it
is the most efficient way of coordinating a set of activities rather than market exchange. The firm
grows when it can absorb markets and it will do so until the costs to the firm of further growth
exceed the benefits.

The eclectic theory integrates several strands of international business theories on cross-border
activities. It proposes that three types of variables influence cross border business activities:
ownership-specific variables, location-specific variables and internalization variables (Denisia,
2010).

4.2 Rationales for foreign investment

FDI allows a company to avoid tariff barriers and other non-tariff barriers to trade. It also
reduces transport costs. For example, by producing products outside Bangladesh, Pran Rfl has
lowered transport costs for selling to the outside market.

It also creates Opportunities for using local knowledge to help tap into domestic markets,
increase revenue potential. It saves cost. Helps companies gain reputation and most importantly
to achieve competitive advantage.
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4.3 Importance of push vs. pull factors in overseas investment

These factors help to understand the timing and magnitude of the capital flows. Pull factors are
country-specific fundamentals that draw foreign investors to a REIT market. Push factors are
fundamentals of other countries. When the South African (SA) REIT market was used as a
laboratory, it was found out that push factors have more explanatory power than pull factors for
the behavior of foreign investors in SA REITs. Thus, foreign REIT investors indeed rush in and
out of the SA REIT market based on the performance of alternative geographical and asset
markets. However, the importance of different pull and push factors for foreign investor behavior
varies between small-/medium- and large-cap SA REITs (Carstens & Freybote, 2020).

4.4 Long-terms strategy in overseas investment

FDI is the foreign entry strategy practiced by the most MNCs. Companies undertake FDI for the
long term and retain partial or complete ownership of the assets they acquire. FDI is common
among large, resourceful companies with substantial international operation.

4.5 Government regulations faced and overcome

Bangladesh has made gradual progress in reducing some constraints on investment, including
taking steps to better ensure reliable electricity, but inadequate infrastructure, limited financing
instruments, bureaucratic delays, lax enforcement of labour laws, and corruption continue to
hinder foreign investment, the report stated.

The Bangladesh government's efforts to improve the business environment in recent years show
promise, but implementation has yet to materialize, according to a report, which analyzes the
investment climate in more than 170 global economies that are current or potential markets for
US companies.

5. Challenges faced moving overseas

5.1 Government policy toward FDI from Bangladesh
In the FY20, the FDI outflow from Bangladesh had been US$10.52 million. This is a significant
decrease compared to the $25.97 million provided in FY19. However, the Central Bank data
indicates that the gross outflow of FDI during FY20 from Bangladesh had been $37.52 million.

An amendment had to be made by the government of Bangladesh in September, 2015 to the

1947 Act. The government added the ‘conditional provision’. This was done to allow outbound
 18

investments for the export-related companies. Thus, it led to an increase of FDI. So, government
has been supportive of FDI outflow to an extent.

With that said, the Central bank also expects Bangladeshi companies to walk with caution when
investing overseas ( FE ONLINE REPORT , 2021).

5.2 Procedures followed

At the moment, PRAN-RFL Group has been distributing its products to around 118 countries
worldwide. For the time being, the company has divided the foreign distribution channel to six
units in total. These units happen to be India, Asia, Middle-East, Europe, Africa, America and
others.

In order to continue their distribution in foreign countries, PRAN has opened their foreign
branch and subsidiary channel in some countries. The most prominent countries where this is
taking place are UAE, Australia, Oman, Malaysia etc.

When the time comes for these countries to import products from PRAN, they usually contact
the company with the help of The Chamber of Commerce. In addition, PRAN is also known for
entering several trade fairs worldwide to attract new probable buyers.

After that, PRAN sends a sample or more to the potential buyer based on their preference. The
buyer starts negotiating with PRAN once they are satisfied with the sample. These negotiations
usually take place regarding the price of the products as well as their total value chain.

When this part is agreed upon by both parties, PRAN tries to reach an agreement with the
potential buyer regarding FOB (Freight on Board) or CNF (Cost and Freight).

By the time the consignment mode is decided, PRAN has to make a sale contract while the buyer
sets the mode of payment. Of course, PRAN-RFL Group is no stranger to following traditional
procedures such as, licensing and investments (Fama, 2016).

5.3 Challenges faced

The challenges that MNCs face abroad varies based on certain factors. Some MNCs may fail to
do sufficient research for understanding customer expectations. In the past, PRAN had
interpreted the market demand in an incorrect way.
 19

This is the first of a few potential problems. It is expected that there will be a cultural gap
between Bangladesh-based employees of PRAN-RFL Group and the foreign market. This can
play as a factor to widen the gap between customer’s expectations and the understanding of
PRAN.

While PRAN has been able to complete a successful market segmentation, it does not mean that
every MNC will be able to the same. If an MNC cannot do a total market segmentation then they
will suffer immediately. In addition, the services will not be designed in a customer-friendly way
as a result of the misunderstanding.

Furthermore, MNCs have to understand that there is a big difference between the local market
standards of Bangladesh and the market standard of foreign countries (Bappy, n.d.).

5.4 Support received from the Government

Nowadays, a number of companies from Bangladesh have been selling their products in the
foreign market. However, majority of them have been limited to being just an exporter and not
an MNC. There are laws in the country that prohibit companies from make investments abroad at
a large scale. If these companies have financial backing or receive it from the government of
Bangladesh then it is possible.

One important point is that, there are non-tariff barriers. So, the Bangladeshi companies need to
start producing in countries that they had ventured. The policy support from the government has
been a key factor limiting companies from being an MNC and staying as an exporter. With that
said, there is a dearth of innovation when it comes to value addition as well as product
development.

The other problem is that, most of these companies are in their first generation or second.
However, the rivals of these companies in the foreign market are already in the fourth or fifth
generation (Ovi, 2017).

6. Suggestions to overcome challenges

6.1 What can be done to overcome challenges?
The advantages of FDI are not similar for all countries. A country's FDI is determined by the
level of infrastructure and facilities that the host country already possesses FDI in host
international capital, it is also determined by the system of the country. In the past, PRAN had
 20

interpreted the market demand in an incorrect way, so it is crucial that they have a correct grasp
of market demand. To overcome such hurdles, they must have a proper grasp of the market
segmentation so that previous mistakes are not repeated.

6.2 The role of the government

Foreign direct investment (FDI) is a vital component of any country's economic development
and market-based functioning. They have a foremost importance for strengthening the economy
of developing countries in transition and their integration into the world’s economy.

To encourage or discourage foreign investment in certain moments or economic sectors, host

country governments resort to a series of direct measures such as subsidies, tax exemptions or
reductions in taxes and barriers, etc.

Over the past decades, FDI has been sought by the majority, if not all developing countries as a
means of supplementing the level of domestic investment as well as for economy wide efficiency
gains such as technology transfer, management knowledge and increasing employment
opportunities amongst others.

Governments and policy makers have been considering various policies and incentives to attract
FDI inflows as the competition for FDI is intensifying. Government policies can affect FDI by
influencing the host country's relative attractiveness to foreign investors in a variety of ways.
Many of these policies might be both explicit and oblique.

The government of Bangladesh absolutely has to devise a certain policy that gives local
companies the permission to make investments abroad since they are fully capable of doing so
(Star Business Report, 2018).

7. Summary and conclusion

On this report on this report we looked into the multinational companies that originated from
Bangladesh, how they moved into the international market from being a domestically operated
firm to investing in foreign countries through FDI we have also observed the reception in
companies moving overseas, we analysed why they're moving overseas and how they are moving
overseas we also took into the reasons behind companies moving overseas, and the impact of
these companies moving abroad on the economy of Bangladesh how the country has benefited
by the actions of these firms.
 21

We have chosen Pran-Rfl group to conduct our report on, we thoroughly studied the structure of
the company, their background, why they seek to invest in a foreign country, what projects they
are invested in, their focus and interest.

The challenges they face in their path of achieving their targets and the opportunity they seek in
near future. We investigated the region they have assessed to be the best option for their
investment, the specific sector of the investment. The types of products they are going to focus in
their venture abroad. They evaluated the market that the product will be launched on, the type of
competition they might expect. We investigated their game plan, how they are going to put them
in place and how they will function.

References
Apparel Resources News-Desk , 2020. PRAN-RFL Group to set up PPE production unit at Adamjee EPZ.
[Online]
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unit-adamjee-epz/
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FE ONLINE REPORT , 2021. Outward FDI from Bangladesh drops in FY20. [Online]
Available at: https://www.thefinancialexpress.com.bd/economy/outward-fdi-from-bangladesh-drops-in-
fy20-1609818392
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Alam, I., 2017. Report on PRAN-RFL group. [Online]

Available at: https://www.slideshare.net/imtiazx1/report-on-pranrfl-group
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Bappy, M., n.d. SERVICE MARKETING OVERVIEW OF RFL EXPORT DEPARTMENT, Dhaka: BRAC BUSINESS
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CAPITAL, 2019. 8 REASONS TO EXPAND INTERNATIONALLY IN 2020. [Online]

Available at: https://www.capital-ges.com/8-reasons-to-expand-internationally-in-2020/
[Accessed 18 August 2021].

Carstens, R. & Freybote, J., 2020. Pull and Push Factors as Determinants of Foreign REIT Investments.
[Online]
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