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Most typically, SWOT analyses are done to evaluate a company's overall strategic position and operating environment. An organization's resources and abilities should be as closely matched to the demands of the environment in which it functions as feasible if it is to be effective. It's essential to figure out the finest ways to create a unique company model. Known as one of the best soap companies in India, Karnataka soaps & Detergents Limited is located in the state of Karnataka. The government soap factory's successor is this corporation. Karnataka Soaps & Detergents Limited is a soap making powerhouse located in the Indian state of Karnataka. This company's principal concentration is on the production of personal care products such soaps, detergents, incense sticks, and talcum powders. The company has been in business for over a century and offers a wide range of products, from simple bar soaps to scented bar soaps and detergents. Its product line is tailored to meet the needs of a wide range of customers, including those at the higher and lower ends of the socioeconomic scale. A SWOT analysis of KS&DL is the goal of this research. KS&DL's SWOT is uncovered through an in-depth examination of the company's annual reports and other industry papers, all of which were compiled using secondary sources from 2016-2017. Factory in prime position, state-of-the-art production facilities, and 75% of the world's sandalwood oil are only some of the company's strengths. Its key flaws include an inability to make full use of existing resources and a lack of efficient marketing and public relations efforts. The research also shows the possibilities and threats. The study finds that a SWOT analysis is necessary to create and implement a strategy successfully. It's a potent tool, but how it's used is very dependent on the individual. As a suggestion rather than a prescription, this is the preferred course of action to adopt. Corporations must build on their strengths, rectify their weaknesses, and take actions to defend themselves from both within and outside threats in order to be successful. This allows them to anticipate and grab new opportunities before their competitors do. They also regularly monitor the status of the environment in which their organisation works. [ABSTRACT FROM AUTHOR]

In this paper, a large-scale linear programming problem including several parameters such as labor cost, raw material cost, machine and other cost have been formulated. Then the formulated problem has been solved by using Benders' Decomposition Method. The formulated large model is divided into master and small sub problem. In order to validate and calibrate the model, real data from a soap industry named Mega Sornali Soap and Cosmetics Industry have been collected. Soap industry is one of the most feasible business options owing to the straightforward manufacturing process involved starting a soap and detergent manufacturing business in Bangladesh. These models are solved by using AMPL. To find out the significant parameters of the model, the sensitivity analysis of different cost parameters such as labor cost, raw material cost and machine cost have been be considered. From the sensitivity analysis, the decision makers of the factory would able to find out the ranges of cost coefficients and all the resources. As a result, the company could able to see how any change can affect the profit or loss of the factory. From the numerical results, the most profitable product of the company is found to be Sornali Soap and Mega Extra Powder. On the contrary, Mega SornaliSobiMarka Soap and Mega Washing Powder are not more profitable. Further, raw material cost is the most significant sensitive cost. If the raw material cost can be decreased the profit could also beincreased. Finally, the result of the optimal solution has been represented in tabular and graphs. [ABSTRACT FROM AUTHOR]

This article deals with a case study from competition policy and decartelization in West Germany in the early to mid 1950 s. Whereas much research has focused on the discussions about the German cartel law of 1958 and its long process of formation, this article takes a closer look at the possibilities that Ludwig Erhard and his Ministry of Economics already had under the Allied Laws of 1947 that remained in place until 1957. This is demonstrated by a case study about the soap cartel of 1954/55. While Erhard and most of his civil servants were aware that this cartel would not be able to solve the soap industry's problems, they still decided to push the Allied authorities towards approving it to demonstrate the inadequacy of cartelization. Thereby, they dealt a blow to those leaders of industry associations arguing against a strict ban on cartels. One of Erhard's most influential opponents, Fritz Berg, had praised the soap cartel, which allowed more internal competition than simple price fixing cartels, as a model for future cartels and an example proving the disadvantages of a flat-out cartel ban. By letting the cartel fail under the conditions of a rapidly modernizing market instead of banning it, Erhard dealt a major blow to Berg's argument. This way, Berg and his allies could not blame the failure of the soap industry on decartelization. [ABSTRACT FROM AUTHOR]

The case study focuses on one of the oldest local soap companies in Bangladesh, Keya Cosmetics Ltd. It portrays the toilet soap market and elaborates on the national and international soap companies operating in the country. Despite the global shift in purchase patterns towards liquid and gel soaps, many Bangladeshis (particularly of the lower socio-economic classes) still prefer the traditional bar soaps for all kinds of cleansing needs. The study specifically highlights the above the line (ATL) and below the line (BTL) strategies used by the brand Keya. The ATL strategies are then further broken down to a number of different channels being used such as television commercials (TVCs) and sponsorships followed by BTL strategies consisting of the usage of social media to reach its customers. Thereby, in order to maintain a balance between adjusting to the modern-day trends as well as preserving the Bangladeshi consumer base, Keya Cosmetics must scrutinize the current market and formulate the best possible market strategy for the upcoming years. The case study sheds light on the needs of the diverse market and brand issues as well as the future scopes of the toilet soap market. [ABSTRACT FROM AUTHOR]

Somatic embryogenesis and complete plant regeneration were achieved in callus cultures derived from sepal explants of Sapindus trifoliatus , an important and valuable tree used in saponin and herbal soap industry. Embryogenic calli were induced on MS medium containing 5.0 mg l −1 2, 4-D and 0.1 mg l −1 Kin. Explant orientation markedly influenced on somatic embryogenesis. The calli induced on medium supplemented with 2, 4-D and Kin showed the formation of whitish or greenish nodular embryogenic structure on MS basal medium containing l -glutamine. These nodular embryogenic structures gave rise to somatic embryos or secondary nodular embryogenic structures or both. Nodular embryogenic structures separated from embryogenic calli and transferred to MS medium containing 200 mg l −1 l -glutamine produced maximum number of globular, heart and cotyledonary stage somatic embryos. Histological studies have revealed the development of different stages of somatic embryos from nodular embryogenic structure. The embryogenic competence of the culture could be maintained by recurrent production of nodular embryogenic structures and somatic embryos. Somatic embryos were germinated and converted into plantlet on MS basal medium containing 2% sucrose. Plants propagated in vitro from somatic embryos were hardened and successfully established in field condition. The improved and promising regeneration method reported here for the S. trifoliatus may be valuable in herbal soap industry. [ABSTRACT FROM AUTHOR]

In this work a model is proposed to select among process alternatives that take soapstock as raw material, with the aim of maximizing economical performance, as well as disposing soapstock in an environmentally conscious way. This aim has been approached in previous literature using the traditional source-sink methodology that splits streams (with the same composition). In the present work, mass sources are connected with mass sinks through alternative "operators" (processes) whose exit streams are of different compositions. A superstructure is constructed that embeds economically feasible processes proposed in the literature, that produce intermediate goods salable to other factories or that can be recycled to the same refinery. The optimal solution for our case study was the selection of a process to obtain pre-soap to be sold to a neighbor factory that produces industrial detergents. Afterward, the price of pre-soap was halved, pretending that the closest detergent factory is located way far from the refinery. In this case, the model selects a process that separates oil to be recycled to the refining process, and FFAs to be used as fuel in the same refinery. Thus, the optimal solutions found are valid for the particular case studied, while the main contribution of this paper is the approach proposed to make a decision. [ABSTRACT FROM AUTHOR]

In this paper, we track root causes and principal causes of the rising manufacturing cost of the bar soaps and propose solution to solve the problem. First, we identify and analyze the roots causes of problem with the Fishbone Diagram. We use multivoting approach to reduce roots causes to main causes, from which we identify, classify and analyze principal causes using the Pareto Diagram. We then perform a deep analysis of these principal causes using the 5 whys analysis technique. Three principal causes were found (high level of overtime, poor machine performance and poor employee’s performance) and are weighing 55% of the problem. Therefore, working on these areas was necessary to address the problem of the rising manufacturing cost. With the result, we then use the PDCA/ 7 steps of TQM method to solve the problem of the rising manufacturing cost by testing whether expanding production capacity leads to performance improvements of these areas. We decide to expand production capacity by adding two more machine groups. The result shows that, expanding production capacity with two more machine groups and implementing new workload and schedule increased production capacity, eliminated the problem of overtime, increased machines performance and improved workers performance. Two main savings were achieved: wage costs and maintenance costs. As a result, this performance permitted the company to apply price reduction at the retailer level. While competitor’s bar soaps prices increased, the company bar soaps price at the retailer level decrease by 50%, making the company bar soaps more attractive on market. [ABSTRACT FROM AUTHOR]