0 0 0 1 1 0 1 0 0 0 0 1 1 0 1 0 0 0 0 1 1 0 1 0 0 0 1 1 1 1 1 0 0 1 0 1 1 1 1 0 1 0 0 1 1 0 1 1 Memory Distortion.htmlMemory Distortion  Although you may think you remember events exactly how they happened, other experiences and questions about the events influence what you remember. Rarely do you have verbatim memories of events. Therefore, you encounter memory distortion. In the light of what you have learned about the malleability of memory, do you think the use of eyewitnesses is appropriate in a court case? Elizabeth Loftus is a leading authority on eyewitness memory and repressed memories. Using the keywords "eyewitness memory and repressed memories by Elizabeth Loftus," search the Internet for interesting articles concerning this science     Additional Material      View the PDF transcript for  Memory Distortion in the Courtroom  media/transcripts/SU_PSY3001_Courtroom.pdf Page 1 of 1 SU_PSY3001_Cognitive © 2009 South University Memory Distortion in the Courtroom Let’s look at a perfect example of memory distortion—eyewitness testimony. Courts place great emphasis on eyewitness testimony, but eyewitness recollection can be quite distorted. Eyewitnesses do not intentionally lie, but they really believe what they are reporting is accurate. Distortions occur due to a variety of reasons, including suggestibility and bias. The way a prosecutor asks a witness questions can influence the witness’s report of events (for example, “When did the green car hit the blue car?” versus “When did the green car smash into the blue car?”). People have their own biases and prejudices that can affect how they remember events, but bias can also be introduced by questioning. Research shows that children are especially susceptible to distortions of memory, but the court system still allows the testimony of children in the courtroom. False memories from children have far-reaching implications in cases concerning child abuse. In some instances, people wrongly convicted of child abuse have later been found not guilty due to the now-grown children saying the events never occurred, while in others, people who were guilty but were absolved on the ground of lack of evidence were brought back to courtrooms because of the now-grown children discovering repressed memories of abuse. Brian always crams for tests and stays up throughout the night before a test to study. He usually performs well in the tests and thinks he will do well in the cumulative final exam as well. Explain some of the issues that Brian will face regarding his success for the cumulative exam. Brian is going to struggle with a cumulative exam. Cramming is a terrible study habit to begin with. It is sufficient to remember information just long enough to complete a simple unit exam as was noted in the case study, but a cumulative exam requires the retention of far more information than can be crammed for. The lack of sleep alone will cause is ...

1. 0
nº 6
ZEN TRAVEL GUIDE LINE – COURSE PROJECT
360º ANALYSIS, STRATEGIC PLANNING & BP
MSTCO101 – BUSINESS MANAGEMENT
1
nº 6
INTRODUCTION
SYNOPSIS This document provides the tools, steps and

2. processes to achieve an in
depth 360º analysis and all the variables affecting the strategic
plan &
business plan making for your COURSE PROJECT: TRAVEL
ZEN .
It is also a tool to define implementation and follow up.
Analytical methods and tools are key to ensure consistency and
the
appropriate level of rigour is applied to the analysis.
The tools must help to answer the question that the organisation
has
asked. The aim of the analytical tool is to sharpen the focus of
the
analysis and to ensure a methodical, balanced approach.
One of the key skills of a strategic analysis is understanding
which
analytical tools or techniques are most appropriate to the
objectives
of the analysis. We are providing an overview of some of the
more
commonly used strategic analysis tools:
• Swot Analysis
• Boston Consulting Group (BCG)
• Pest Analysis
• Porter´s Analysis
• The 4 corner´s Analysis
• Value chain
• War Gaming

3. 2
nº 6
1.INTRODUCTION
This work is bespoke in order to
support in providing an understanding on
the local market and to enable us to
determine which are the core targets, our
positioning and products definition and
therefore provide with conclusions for a
business model proposal & strategic plan..
2 PHASES
MARKET AND

4. ENVIRONMENT
ANALYSIS
COMPANY
SITUATION AND
FUTURE PLANS
WISHED
STRATEGIC
POSITIONING
Plan
Map
Road Map
3
Nº 6
2.PHASES

5. ANALYSE LOCAL MARKET
Detailed 360º Local Market Research is
conducted.
Marketing Mix and local Business
Model document is drafted considering
strategic positioning.
DEFINITION OF VALUE PROPOSITION
Definition of product benefits benefits
for the customers.
PLANNING LAUNCH
Plans, forecast and calendars are made
for undertaking all the activities
necessary to adapt the product to the
local reality.
CONDUCT LAUNCH
The planned activities are undertaken
Develop Product Training.
Adapting tools & processes in

6. implementation.
Monitoring and follow up support is
provided.
Benchmarking of marketing mix and
competitor analysis is key success
factor to the whole process and what
follows is a complete 360º overview of
all the elements considered to run a
successfull process and business set up
before carrying out the subsequent
phases.
ANALYSIS
&
BENCHMARK
CONDUCT
LAUNCH
PLANNING
LAUNCH
DEFINITION OF
VALUE
PROPOSITION

7. 4
Nº 6
3.LOCAL MARKET OVERVIEW
For instance:
- Total Population
- GDP
- Currency
- Country Indicators (Historic evolution)
- Pest Analysis (see 3.1)

8. 5
Nº 6
3.1. PEST ANALYSIS
PEST analysis is a scan of the external
macro-environment in which an
organisation exists. It is a useful tool for
understanding the political, economic,
socio-cultural and technological
environment that an organisation
operates in. It can be used for
evaluating market growth or decline,
and as such the position, potential and
direction for a business.
Political factors. These include
government regulations such as
employment laws, environmental

9. regulations and tax policy. Other
political factors are trade restrictions
and political stability.
Economic factors. These affect the cost
of capital and purchasing power of an
organisation. Economic factors include
economic growth, interest rates,
inflation and currency exchange rates.
Social factors. These impact on the
consumer’s need and the potential
market size for an organisation’s goods
and services. Social factors include
population growth, age demographics
and attitudes towards health.
Technological factors. These influence
barriers to entry, make or buy decisions
and investment in innovation, such as

10. automation, investment incentives and
the rate of technological change.
PEST factors can be classified as
opportunities or threats in a SWOT
analysis. It is often useful to complete a
PEST analysis before completing a
SWOT analysis.
It is also worth noting that the four
paradigms of PEST vary in significance
depending on the type of business. For
example, social factors are more
obviously relevant to consumer
businesses or a B2B business near the
consumer end of the supply chain.
Conversely, political factors are more
obviously relevant to a defence
contractor or aerospace manufacturer.

11. 6
Nº 6
SCOPE CRITERIA
IMPACT
LEVEL
(Low / Medium
/ High)
PRIORITIZATION (1 ~~ 4)*
Important + urgent = 1
Important + non urgent = 2
Non important + urgent = 3
Non important + non urgent = 4
CRITERIA
IMPACT
LEVEL
(Low /
Medium /
High)
PRIORITIZATION
(1 ~~ 4)*

12. POLITICAL
• Regulatory bodies and policies • Grants and initiatives
• Government policies • Home market pressure groups
• Government stability and change
ECONOMIC
• Home economy trends • Exchange rates
• Overseas economy trends • Monetary issues
• Seasonality issues • Inflation rate
• Specific industry factors • Interest rates
• Distribution trends • Labor costs
SOCIAL
• Lifestyle trends • Emphasis on safety
• Population growth rate • Media views
• Age distribution • Role models
• Education level • Ethnic/religious factors
• Consumer attitudes • Advertising
• Health consciousness
TECHNOLOGICAL

13. • Basic technological infrastructures • Innovation potential
• Technologies replacement • Spending on research &
development
• Maturity of technology • Technology access
• Rate of technologic change
ENVIRONMENT
• Climate • Weather
• Climate change • Attitudes towards ecological products
LEGAL
• Current legislation • Consumer law
• Future legislation • Employment law
• International legislation • Competition regulation
• Licensing, patents and intellectual
property issues
• Safety law
• Data protection • Law changes affecting social factors
7
Nº 6

14. 3.2.SIZE
3.3. EVOLUTION
3.4.TRENDS AND FORECAST
Please, include charts/Graphs which provide quantitative data
information
3.5.FEATURES
SAMPLE CHART Forecast

15. 2019 2020 2021 2022
10%
14%
6%
5%
18%
9% 4%
Sample A
B
C
D
E
F
G
For instance: quantitative data of Markets / Industry
For instance: quantitative data of Markets / Industry
For instance: characteristics & data

16. For instance: market size, regulations, evolution, trends,
features, etc
8
Nº 6
BASIC ATTRIBUTES to be inside the category
VALUED
ATTRIBUTES
Attributes that
helps brands to be
different from the
competitors
DIFFERENT ATTRIBUTES
Attributes that are unique and
builds
3.6.PRODUCTS
3.7. BUSINESS MODEL

17. 3.8 DRIVERS OF DEMAND
3.9. DISTRIBUTION CHANNEL OVERVIEW
Please, include charts/Graphs which provide quantitative data
information
For instance: market products variable analysis
For instance: 360º different channel distribution analysis
For instance: existing business models typology in markets
For instance: drivers of demand analysis and classification

18. 9
Nº 6
10%
14%
6%
5%
18%
9% 4%
Channel Distribution
A
B
C
D
E
F
G

19. 10
Nº 6
3.11.THE COMPETITORS
Understanding the competition is
essential to corporate strategy planning
How competitive is your market? What
are your competitors doing, likely to be
doing? Evaluate the following:
Who are your competitors?
Who are your major competitors,
how big are they, what is their
market share?
What reputation do they have?
How do they distribute their
products?
What is their marketing like - do

20. they diversify?
What are their key strengths and
weaknesses?
Which is their key benefit?
Competitors´s Marketing Mix
Analysis (product, place, Price,
promotion)
Profile competitor strategies, sales,
operational set-up, and
distribution?
What are our competitive threats?
What are our competitors’
strengths and weaknesses?
How can we measure our
performance against our
competitors?
What can we learn from

21. competitors’ success?
Can you build a shortlist of
potential partners best suited to
our needs?
Four Corner´s Analysis
Competitors SWOT 360º
11
Nº 6
A. COMPETITORS OVERVIEW SAMPLE
code meaning
√ YES
≈ SAME COVERAGE LEVEL

22. X NO
Competitor
A
Competitor
B
Competitor
C
Competitor
D
COVERAGE X
COVER √ √ √ √
COVER √ √ √ √
COVER ≈ X √ √
COVER X √ √ √
COVER √ X √ X
COVER √ √ √ √
COVERAGE X

23. COVER √ √ √ √
COVER √ √ √ √
COVER X X √ √
COVER X X √ X
COVERAGE X
COVER √ √ √ √
COVER √ √ X √
COVER √ √ X √
PRICE
COVER X ≈ X √
COVER X X √ X
COVER √ √ √ √
COVER X X √ X
COVER √ √ √ √

24. 12
Nº 6
B. COMPETITORS´POSITIONING SAMPLE
C. THE 4 CORNER´S ANALYSIS
Developed by Michael Porter, the four
corner’s analysis is a useful tool for
analysing competitors. It emphasises that
the objective of competitive analysis
should always be on generating insights
into the future.
The model can be used to:

25. • develop a profile of the likely
strategy changes a competitor might
make and how successful they may be
• determine each competitor’s
probable response to the range of
feasible strategic moves other
competitors might make
• determine each competitor’s
probable reaction to the range of
industry shifts and environmental
changes that may occur.
The ‘four corners’ refers to four
diagnostic components that are essential
to
competitor analysis: future goals; current
strategy; assumptions; and capabilities.

26. 13
Nº 6
MOTIVATION
ACTIONS
D. WAR GAMING
War games are a useful technique for
identifying competitive vulnerabilities
and misguided internal assumptions
about competitors’ strategies.
Simulations of competitive scenarios
are used to explore the implications of
changes in strategy in a ‘no risk’
environment. They also encourage new
ways of thinking about the competitive
context. War games are often
particularly useful for organisations

27. facing critical strategic decisions.
A typical business war game has the
following characteristics:
•an off-site venue
•senior managers representing a cross-
functional mix of participants
•two to three full days’ duration
•four or more teams of between four
to eight people each. Each team
represents either the sponsoring
company or one of its competitors
•preparation time in which each team
receives a dossier describing the
company they are representing, and its
strengths and weaknesses

28. It also has the following characteristics:
• Financial goals
• Corporate culture
• Organisational structure
• Leadership team backgrounds
• External constraints
• Business philosophy
• How the business creates value
• Where the business is choosing to
invest
•Relationships and networks the
business has developed
Management assumptions
• Company’s perceptions of its
strengths and weaknesses
• Cultural traits
• Organisational value
• Perceived industry forces
• Belief about competitor’s goals
Capabilities
• Marketing skills
• Ability to service channels
• Skills and training to work force
• Patents and copyrights
• Financial strength
• Leadership qualities of CEO

29. 14
Nº 6
•A structure where games comprise
several ‘moves’ or decision rounds.
Each move consists of a fixed,
predetermined amount of time ranging
from a couple of months to several
years. During each move, teams make
and carry out strategic decisions. After
each move, teams assess their positions
relative to other teams.
•A ‘control team’ of facilitators who
serve as the board of directors. They
ensure that strategic plans are
acceptable and legal. They also
facilitate the debrief, in which
participants review the merit of each

30. strategy
3.12. INDUSTRY PRACTICES AND ANALYSIS
3.13. SUBSTITUTIVE PRODUCTS
3.14. PORTERS´S FIVE FORCES ANALYSIS
Porter's five forces of competitive
position analysis was developed in 1979
by Michael E. Porter of Harvard Business
School as a simple
Framework for assessing and evaluating
the competitive strength and position of

31. a business organisation.
This theory is based on the concept that
there are five forces which determine the
competitive intensity and attractiveness
of a market. Porter’s five forces helps to
identify where power lies in a business
situation. This is useful both in
understanding the strength of an
organisation’s current competitive
position, and the strength of a position
that an organisation may look to move
into.
Strategic analysts often use Porter’s five
forces to understand whether new
products or services are potentially
For instance: industry best practices & features analysis
Analysis

32. 15
Nº 6
profitable. By understanding where
power lies, the theory can also be used to
identify areas of strength, to improve
weaknesses and to avoid mistakes.
The five forces are:
1. Supplier power. An assessment of
how easy it is for suppliers to drive up
prices. This is driven by:
• the number of suppliers of each
essential input
• the uniqueness of their product or
service
• the relative size and strength of the
supplier
• the cost of switching from one

33. supplier to another.
2. Buyer power. An assessment of how
easy it is for buyers to drive prices
down. This is driven by:
• the number of buyers in the market
• the importance of each individual
buyer to the organisation
• the cost to the buyer of switching
from one supplier to another.
If a business has just a few powerful
buyers, they are often able to dictate
terms.
3. Competitive rivalry. The key driver is
the number and capability of
competitors in the market. Many
competitors, offering undifferentiated
products and services, will reduce market

34. attractiveness.
4. Threat of substitution. Where close
substitute products exist in a market, it
increases the likelihood of customers
switching to alternatives in response to
price increases. This reduces both the
power of suppliers and the attractiveness
of the market.
5. Threat of new entry. Profitable
markets attract new entrants, which
erodes
profitability. Unless incumbents have
strong and durable barriers to entry, for
example, patents, economies of scale,
capital requirements or government
policies, then profitability will decline to a
competitive rate.

35. 16
Nº 6
3.15. SWOT Analysis
What are the barriers, risks and competitive threats?
A SWOT analysis is a simple but widely
used tool that helps in understanding
the strengths, weaknesses,
opportunities and threats involved in a
project or business activity.
It starts by defining the objective of the
project or business activity and
identifies the internal and external
factors that are important to achieving
that objective. strengths and
weaknesses are usually internal to the
organisation, while opportunities and

36. threats are usually external. Often
these are plotted on a simple 2x2
matrix.
• Supplier concentration
• Importance of volume
to supplier
• Cost relative to selling
price
• Buyer switching cost
• Buyer propensity to
substitute
• Product differentiation
• Number of competitors
• Size of competitors
• Industry growth rate
• Differentiation
• Exit barriers
• Buyer information
• Buyer volume
• Buyer price sensitivity
• Buyer switching costs
• Bargaining leverage
e.g.
• Switching costs
• Economies of scale

37. • Learning curve
• Capital requirements
• Patents
17
Nº 6
When using SWOT analysis, it should be
ensured that:
• Only specific, verifiable statements are
used. An example might be ‘price is
£1.50 per unit lower than competition’
rather than ‘good value for money’.
• Internal and external factors are
prioritised so that time is spent
concentrating on the most significant
factors. This should include a risk
assessment to ensure that high risk or
high impact threats and opportunities are
clearly identified and are dealt with in
priority order.

38. • Issues identified are retained for later
in the strategy formation process.
• The analysis is pitched at the project or
business activity level rather than
at a total company level, which may be
less actionable.
• It is not used in exclusivity. No one
tool is likely to be completely
comprehensive, so a mixture of option-
generating tools should be used.
4.MARKETING MIX: Product, Price, Channel and Promotion
(Branding)
• What does your organisation do better
than others?
• What are your unique selling points?
• What do you competitors and customers
in your market perceive as your strengths?
• What is your organisations competitive
edge?
• What political, economic, social-cultural,
or technology (PEST) changes are taking place

39. that could be favourable to you?
• Where are there currently gaps in
the market or unfulfilled demand?
• What new innovation could your
organisation bring to the market?
Weakness
• What do other organisations do better
than you?
• What elements of your business add
little or no value?
• What do competitors and customers
in
your market perceive as your
weakness?
Threats
• What political, economic, social-cultural,
or technology (PEST) changes are taking place
that could be unfavourable to you?
• What restraints to you face?

40. • What is your competition doing
that could negatively impact you?
For instance: analysis of 4 P´s variables: product, price, place,
promotion
18
Nº 6
4.1 PRODUCT DEFINITION
PRODUCT LIFE CYCLE POSITIONING IN THE LOCAL
MARKET

41. xxxxx
Life
Time
e
19
Nº 6
PRODUCT DEFINITION CHART
Object of the
insurance/service
Type of
insurance/service

42. Insurance (individual or group)
Description and
coverage
Brief description of the insurance/service
Coverage, guarantees, benefits: compulsory, optional/possible
complementary ones, limits and examples of exclusions,etc
Needs to be covered Why it is important to create this
insurance/service
Source of the
demand
Commercial network, new market needs, market competition,
departments,…
Similar trends in the
market
describe
Segments it targets General description of the potential
customer's profile,
mentioning any differentiating characteristics that might exist:
rget segment apart.
General
characteristics

43. This section offers an initial description of the product's
configuration, in terms of the general and specific
characteristics desired for said product:
ceive it
service -Periodicity
Distribution channels B2B, B2B2C, B2C
Distribution method: Channels definition
Legal Verification:
related to the class is compiled: identification of the
class and whether we have an applicable license for the
class.
e: It will be verified
whether it can be sold as a service.
Technical report on
the risk and need to
reinsure:

44. Identification of the risk:
The risk is precisely defined and specified.
It is decided whether or not it is a new risk. A risk is considered
new if it has never been insured before or, if it has been insured
before, its conditions have since changed.
20
Nº 6
-
4.2. PRICE
PREMIUM DEFINITION AND BREAKDOWN
PREMIUM BREAKDOWN
PRICE /
%
TOTAL
NET INSURANCE PREMIUM

45. ADMIN. COSTS
ADQUISITION COSTS
CLAIMS HANDLING COSTS
FRONTING FEE
COMMISSION 1
COMMISSION 2
COMMISSION 3
INCENTIVES
TAXES
TOTAL
xxxxx
21
Nº 6

46. COMMISSIONS AND INCENTIVES STRUCTURE
Product Agency/Dealer
commission
Sales Agent
Commision
Other
Commisions
TOTAL
A X% X% X%
B X% X% X%
C x% x% x%
4.3. CHANNEL
DEFINITION OF SALES CHANNELS AND SELLING RATE
For instance:
Which retail and channels will
maximise sales?
What is the threat from private

47. label or own products?
What are the barriers to entry?
What are the risks to our business
plan?
Can you identify key producers,
production output and capacity?
Are we missing any alternative
distribution channel opportunities?
What are the costs and margins at
each stage of the supply chain
Etc ….
4.4. CURRENT PORTFOLIO BUSINESS/ BOSTON
CONSULTING GROUP
(BCG)
Strategy can be developed on many
levels—for example, national, regional,
industry, or multibusiness
corporation—but perhaps is most

48. commonly developed at the business
unit level.Business unit strategy entails
knowing what business you are (or
should be) in, understanding the
current and future sources of
competitive advantage in that business,
and then defining a plan to capture and
sustain an unassailable relative
advantage over competitors.Several
questions are central to the
22
Nº 6
development of a business unit
strategy:
• How well are we positioned in
relation to competitors?

49. • What can we do to enhance our
relative advantage?
• What can we learn from
customers today to better compete
tomorrow?
• What specific moves will
position us for greater success?
• Can our current business model
take us into the future?
• Developing a strategic response
to moves by traditional or emerging
competitors
• Understanding future risks and
their implications for strategy

50. 23
Nº 6
4.5. PRODUCT POSITIONING
A. MATRIX SAMPLE
B. CONCLUSIONS:
For instance: on our positioning decisions (Key Success
Factors)
ZENTRAVEL
24

51. Nº 6
4.6. DEFINITION AND POSITIONING
The key concepts to be compared as an example could be:
price, innovation, coverage,
distribution.XXX
XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXX
PRODUCTS´ATTRIBUTE VALUE DIAGRAM SAMPLE:
4.7. VALUE CHAIN ANALYSIS
Value chain analysis is a comprehensive
technique for analysing an organisatio n’s
source of competitive advantage.
Before making a strategic decision, it is
important to understand how activities
within the organisation create value for
customers. One way to do this is to
conduct a value chain analysis.

52. Value chain analysis is based on the
principle that organisations exist to create
value for their customers. In the analysis,
the organisation’s activities are divided
into separate sets of activities that add
value. The organisation can more
effectively evaluate its internal
capabilities by identifying and examining
each of these activities. Each value adding
activity is considered to be a source of
competitive advantage.
The three steps for conducting a value
chain analysis are:
1. Separate the organisation’s
operations into primary and support
activities.
Primary activities are those that physically
create a product, as well as market the

53. product, deliver the product to the
customer and provide after-sales
support. Support activities are those that
facilitate the primary activities.
2. Allocate cost to each activity.
Activity cost information provides
managers with valuable insight into the
internal capabilities of an organisation.
3. Identify the activities that are
critical to customer’s satisfaction and
market success.
There are three important considerations
Better
Worst
Price Cover Innovation Distribution Branding
COMPETITORS
ZEN TRAVEL

54. PERCEPTION
25
Nº 6
in evaluating the role of each activity in
the value chain.
• Company mission. This influences the
choice of activities an organisation
undertakes.
• Industry type. The nature of the
industry influences the relative
importance of activities.
• Value system. This includes the value
chains of an organisation’s upstream and
downstream partners in providing
products to end customers.

55. 4.8. CUSTOMER RESEARCH
A. PROFILE
B. FEATURES
C. MARKET NEEDS
D. CURRENT OFFER
E. TRENDS
F. ON-LINE CUSTOMER BEHAVIOUR
4.9. MISTERY SHOPPING
A. TYPE OF CLIENT VISITED

56. B. CONCLUSIONS
Define
Define
Identify & Define
Define
Identify
Identify
Target
KSF highlight
26
Nº 6
5. PROCESSES

57. 5.1. DEFINITION OF ISSUING NEEDS
5.2. DEFINITION OF FINANCE/ACCOUNTING NEEDS
5.3. DEFINITION OF COMMERCIAL & MARKETING NEEDS
5.4. DEFINITION OF LEGAL NEEDS
5.5. DEFINITION OF OPERATIVE NEEDS
5.6. DEFINITION OF IT NEEDS
5.7. DEFINITION OF REPORTING AND FOLLOW UP TOOLS
6. 360º BUSINESS UNIT CURRENT VIEW VERSUS PROJECT
A. CHECKLIST OF THE PENDING TOPICS TO BE DONE

58. For instance: Define tools, support, functionalities, etc……
For instance,: tools, flows, collection, commission payment, etc
For instance: structure, trends, campaigns, incentives, etc
For instance: compliance, contracts, business models
validation,etc
For instance: flows, tools, processes, network,training,etc
For instance: tools, functionalities, capabilities
For instance: reporting system, periodicity, key people, etc.
Miscellaneous
27
Nº 6
7. BUSINESS PLAN STRUCTURE & STRATEGIC PLAN
A) EXECUTIVE SUMMARY
B) CURRENT SITUATION (Market, product, competitors,
distribution channels and
macro environment)

59. C) SWOT ANALYSIS
D) STRATEGIC PLAN DEFINITION (target market,
positioning, product´s lines,
pricing, distribution sales structure, communication and
marketing, promotion,
etc…)
E) ACTION PLAN
F) MONITORING AND FOLLOW UP TOOLS AND
REPORTING
G) P&L
2019 2020 2021
INCOMES
TOTAL EXPENSES
FINANCIAL RESULTS
RESULT BEFORE TAXES

60. 8. CONCLUSIONS, KSF AND NEXT STEPS
Who, what, how & when
28
Nº 6
29
Nº 6