Marketing management report 2

598 views

Published on

Published in: Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
598
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Marketing management report 2

  1. 1. Rennes International School of Business ESC RENNESExecutive Master of Business Administration EMBA COHORT 1 (2003 - 2004) Marketing Management Conducted by: Dr. Rod McCOLL E-Firm Marketing Plan By Magdy A. Sattar Abed El-Hamid Mohamad January, 2003 Cairo, Egypt
  2. 2. TABLE OF CONTENT  EXECUTIVE SUMMARY II  REPORT OBJECTIVE 01  MISSION STATEMENT 01  OBJECTIVE 01  CURRENT SITUATION 02  MARKSTART KARKET 02  SONITE MARKET 03  VODITE MARKET 04  SITUATIONAL ANALYSIS 05  EXTERNAL ANALYSIS 05  INTERNAL ANALYSIS 10  SWOT ANALYSIS 13  OPPORTUNITIES 13  THREATS 14  STRENGTHS 14  WEAKNESS 14  FUTURE OBJECTIVES 15  STRATEGIES 15  ACTION PLAN & RECOMMENDATION 15  BRAND MANAGEMENT 15  SALES FORCE 16  R&D PROJECT 16  MARKET STUDIES 17  ALLOCATED BUDGET & MARKETING EXPENDITURES 17  ANNEXES 19EMBA CairoRennes International School of Business I
  3. 3. 1. EXECUTIVE SUMMARYThe marketing department at E-Firm is preparing the annual marketing plan for theyear 09 for both the Sonit and Vodite markets. We will introduce three products forSonite market SEMI, SELF, and SEXY, and one product VEST for the Voditemarket. For the Sonite market, as we are facing a various and intense competition, wewill benefit from our financial position and being the second largest market share toenlarge our production and targets one brand per segment. We will reposition SEMIto attack the Hi segment, SELF to attack Si segment, and SEXY to attack the Otsegment. Through increasing our sales force and advertising we belief that this willguaranty at least 30 % of the Sonite market. As for the Vodite market we belief thatthere is no threats of new entries for next year 09, and the existing two competitorswill go for price-cut strategy to harm us(the market leader). We will benefit from ourfinancial strength as market leader to enlarge our production to obtain the currentposition through increasing our sales force and advertising, we belief that this willguaranty at least 70 % of the Vodite market.EMBA CairoRennes International School of Business II
  4. 4. 2. REPORT OBJECTIVE.The purpose of this report is to submit a Market plan for “E-Firm” being E-Firmmarketing manager, focusing on external analysis, internal analysis, SWOT analysis,and financial analysis, objectives, strategic alternatives, strengths and weaknesses of“E-Firm”, and competitor analysis. The objective for me and my team partner is tobuild our analytical skills and develop our ability to work effectively in a teamsituation. 3. MISSION STATEMENT.The marketing department mission is to insure a secure position for E-Firm amongthe wealthiest firms, through market share of 35 %, highest contribution margin, andROE indicator of 4.5, by selling what the consumer wants to buy and exceeding hisneeds expectations. 4. OBJECTIVES.  Achieve 35 % market share of the total markstart market for the next period.  Achieve the highest contribution margin with average of 55 % of the total revenue for the next period.  Achieve ROE indicator of 4.5 for the next period.  Achieve the sales target for the next period.  Achieve the share of each targeted segment for the next period.EMBA CairoRennes International School of Business 1
  5. 5. 5. CURRENT SITUATION. 5-1 Markstart MarketVolume Basis (units).Markstart Market Size 2,524,709 100 % A-Firm market share 500,817 19.8 % E-Firm market share 519,237 20.6 % I-Firm market share 172,031 6.9 % O-Firm market share 336,930 13.3 % U-Firm market share 995,696 39.4 %Value Basis (k $).Markstart Market Size 987,519 100 % A-Firm market share 150,391 15.2 % E-Firm market share 289,745 29.4 % I-Firm market share 73,199 7.4 % O-Firm market share 141,342 14.3 % U-Firm market share 332,831 33.7 %EMBA CairoRennes International School of Business 2
  6. 6. 5-2 Sonite market.Volume Basis (units). Sonite Market Size 2,243,734 100 %SARA 415,454 18.5 %SAUD 85,363 3.8 % A-Firm market share 500,817 22.3 %SEMI 96,269 4.3 %SELF 99,355 4.4 %SEXY 155,305 6.9 % E-Firm market share 350,928 15.5 %SIB0 115,713 5.2 %SIBI 32,917 1.5 %SIBA 16,609 0.7 % I-Firm market share 165,239 7.4 %SONO 74,836 3.3 %SOWH 100,914 4.5 %SOLD 144,070 6.4 %SOOO 17.110 0.8 % O-Firm market share 336,930 15 %SUSI 713,552 31.8 %SULI 176,271 7.9 % U-Firm market share 889,823 39.7 %Value Basis (k $). Sonite Market Size 715,640 100 %SARA 110,689 15.5 %SAUD 39,702 5.5 % A-Firm market share 150,391 21 %SEMI 46,685 6.5 %SELF 46,233 6.5 %SEXY 35,343 4.9 %EMBA CairoRennes International School of Business 3
  7. 7. E-Firm market share 128,261 17.9 %SIB0 55,670 7.8 %SIBI 7,330 1.0 %SIBA 4,359 0.6 % I-Firm market share 67,359 9.4 %SONO 19,094 2.7 %SOWH 34,425 4.8 %SOLD 81,133 11.3 %SOOO 6,690 0.9 % O-Firm market share 141,342 19.7 %SUSI 152,554 21.3 %SULI 75,733 10.6 % U-Firm market share 228,287 31.9 % 5-3 Vodite market.Volume Basis (units). Vodite Market Size 280,975 100 %VEST 168,309 59.9 % E-Firm market share 168,309 59.9 %VIVA 6,792 2.4 % I-Firm market share 6,792 2.4 %VULI 105,873 37.7 % U-Firm market share 105,873 37.7 %Value Basis (k $). Vodite Market Size 271,878 100 %VEST 161,484 59.4 % E-Firm market share 161,484 59.4 %VIVA 5,840 2.1 % I-Firm market share 5,840 2.1 %VULI 104,554 38.5 % U-Firm market share 104,554 38.5 %EMBA CairoRennes International School of Business 4
  8. 8.  The current situation for Markstart market tells us that U-Firm is the market leader with more than 30 % of the market, despite the fact that the firm is facing vicious competition in the Vodite market.  Both E-Firm and A-Firm are the challengers with average of 25 % and 18 % for each as market share, both trying to cope up with the leader, and E-Firm is doing better in this direction.  The O-Firm and I-Firm are the market followers sharing an average of 25 % of the market, but O-Firm is an aggressive follower, and its performance could be a threat.  E-Firm is doing much better with Vodite market, and it performs poorly with the Sonite market. 6. SITUATIONAL ANALYSIS. 6-1 External analysis.  Macro-environment.  Factors  For the factors such as social, cultural, demographic, political, and Technological there are no major changes that could affect the business environments, also for the economical factor, the GNP growth rates and the inflation rate change is zero.  Actors  Consumers:The markstart market is divided into two major kinds of consumers relative to theproducts type, whether its Sonite products consumers, or Vodite products consumers.In each kind we have variance segments. There are five main segments for the Sonitemarket (Buffs, Singles, professionals, high earners, and others), and three mainsegments for the Vodite market (Innovators, Early adopters, and Followers).  CompetitorsFor macro-perception only five firms are competing in producing and marketingfourteen Sonite brands and three Vodite brands, with the expectation of introducing, anew, or modifying one brand per firm per year.EMBA CairoRennes International School of Business 5
  9. 9.  Micro-environment. Industry & Market.  Threat of intense segment rivalryThere is a strong competition with a very Low switching cost, no majordifferentiations between the rival products along with the low exit barrier.  Threat of new entrants:There is no threat of new entrants in the market because there are only five companiesbut the threat is the producing of new brands from the existing companies.  Threat of buyers- growing- bargaining power:The bargaining powers of buyers, distribution channels can be considered highespecially in departmental stores where the business is controlled by 15 chains andMass Merchandiser where the business is controlled by 8 chains and low switchingcost. Consumers.  Segmentation size and growth rates  The market studies shows (annex 1) that 68 % of the market consumers are Sonite products consumers and the remaining 32 % are Vodite products consumers.  For the Sonite consumers 61.4 % are the Others` segment and the forecasted growth to this segment for the next five years is 74.3 %, also we have 25.7 % of the consumers are the Singles` segment with forecasted growth for the next five years 38.1 %.  For the Vodite consumers 91.5 % are the Followers segment with forecasted growth for the next five year 1113 %.  Shopping habits  The market studies shows (annex 2) that, for the Sonite market 40.5 % of the consumers prefers to do their shopping through mass merchandise stores, 33.7 % of them prefer department stores,EMBA CairoRennes International School of Business 6
  10. 10. and 25.9 % of them prefer the specialty stores. For the Vodite market 43.2 % of the consumers prefer to do their shopping through the specialty stores, 27.7 % of them prefer department stores, and 29.1 % prefer mass merchandise stores.  For the Others` segment almost 86.5 % of them prefer shopping through mass merchandise and department stores, and for the Singles we do not detect what they prefer.  For the Follower, which is the biggest segment, almost 80 % of them prefer shopping through mass merchandise and department stores.  Purchase intentions  The market studies shows various demands for the different brands in the market (annex 3).  The Others segment demand for SUSI is 48.9 %, for SARA is 28.4 %, and for SEXY is 15.8 %.  The singles segment demand for SOWH is 22 %, for SONO 17.2 %, and SARA is 12.2 %.  The Followers’ segment demand for VEST is 92.5 %.  The Adopters’ segment demand for both VEST and VULI is considered equal.  SELF is highly demanded by the Buffs` segment.  SEMI is highly demanded by the high earners segment.  Brand awareness by segment.  The market studies show (annex 4) that the Others` segment is highly aware of SUSI brand and fairly aware of SARA brand, but their awareness of SEXY brand is weak.  Although the SULI brand has the highest awareness 68 % by the Singles segment, the SOWH and SONO are higher in demand.  The VEST brand even with the poor awareness, 37.6 % by the Followers segment still is the highest demand, 92 %, for this segment.EMBA CairoRennes International School of Business 7
  11. 11.  All the consumers segments are highly aware of all the U-firm products both Sonite and Vodite.  Brand volume market share per consumers’ panel.  The market studies (annex 5) show that the volume market share per consumers’ panel is the results of brands demand per segments.  Brand volume market share per distribution panel (annex 6).  For specialty stores, the brands SUSI, SOLD, and SARA have the highest share of the Sonite products, and VULI brand have the highest share of the Vodite products.  For department stores, the SUSI, and SARA brands have the highest share of the Sonite products, and VEST brand have the highest share of the Vodite products.  For mass merchandise stores, the SUSI, and SARA brands have the highest share of Sonite products, and VEST brand have the highest share of Vodite products.  Distribution panel coverage (annex 7).  For specialty stores, the brands SULI and SAUD have the highest coverage of the Sonite products, and VULI brand have the highest coverage of the Vodite products.  For department stores, the SUSI, SULI, and SARA brands have the highest coverage of the Sonite products, and VEST brand have the highest coverage of the Vodite products.  For mass merchandise stores, the SUSI and SARA brands have the highest coverage of Sonite products, and VEST brand have the highest coverage of Vodite products.EMBA CairoRennes International School of Business 8
  12. 12. Competitors.EMBA CairoRennes International School of Business 9
  13. 13. Our market studies ratings of competitors on key success factors.Competitor Market Net Stock price Return on Distribution Brand Sales and Purchase Name Capitalization Contribution index investment coverage by Awareness Market intention channel shares E group G G G E G G G E U group E E E G E E E E O group F F P F F G F F I group P P P P F F P P A group F F P F G F F F Where E = excellent, G = good, F = fair, P = poor Competitors Strengths  Good distribution coverage influences their brand awareness and encourages the increase of buyers purchasing intention. Competitors Weakness  Bad management of firm capital reduces net contribution of the products; witch affects their financial position and increases the risks. 6-2 Internal analysis. Performance  PLCs 350000 300000 250000 units 200000 value 150000 after 100000 before 50000 0 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr EMBA Cairo Rennes International School of Business 10
  14. 14. 120000 100000 80000 units 60000 value 40000 after 20000 before 0 -20000 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 200000 150000 units value 100000 after 50000 before 0 1st Qtr 2nd Qtr 3rd Qtr 4th QtrThe product life-cycle of E-firm brands shows the following:  SEXY and SELF brands are still in the growth stage.  SEMI brand is in his decline stage.  For the Vodite brand VEST is in the growth stage.  BCG MatrixAs shown below that for Si segment both SELF & SEMI brands need to berepositioned in order to increase their market share. For the Ot segment SEXY brandalso need to be repositioned in order to gain more market share. SEMI brand is acash cow for the firm for the Hi segment. For the Vodite market VEST brand is a starfor the followers, which is the biggest growing segment in the coming five years.EMBA CairoRennes International School of Business 11
  15. 15. EMBA CairoRennes International School of Business 12
  16. 16. Marketing mix  Products  For SEXY, SELF, and VEST brands we need to be more innovative and increase the brands variation.  For SEMI no need to improve brand quality or features.  Price  For SEXY, SELF, and VEST brands a slight decrease in price will be more competitive.  For SEMI no need to change price.  Promotion  For SEXY, SELF, and VEST brands introduce big campaign to increase brand awareness and brand benefits.  For SEMI just the minimum and concentrate the message to the Hi segment.  Place  For SEXY, SELF, and VEST brands we need to be available through all channels.  For SEMI increase the availability through the department stores. Competitive advantages  Good and strong financial position.  Market leader in the Vodite market  Strong competitor (second market share) in Sonite market 7. SWOT ANALYSIS. 7.1 Opportunities.  Economic situation is stable GNP growth rate is stable 2% and inflation rate is also stable 2%.  Follower segment in Vodite market is expected to have a magnificent increase in the next five years (1113%) increase.EMBA CairoRennes International School of Business 13
  17. 17.  Single segment in Sonite market is expected to have 38% increases over the next five periods.  Others segment in Sonite market is expected to have 75% increases over the next periods. 7.2 Threats.  Starting of price war especially in others segment by the market leader of this segment (U firm) which affect profitability of this segment.  Expected Declining in Hi-earner segment in Sonite market over the coming five years.  New entrants in Vodite market.  High bargaining power of buyers with low switching costs. 7.3 Strengths.  We have good position in total brands awareness by consumer in segments (Buffs, Professionals and Hi earners).  Market leader (Dominant) of follower segment in Vodite market with 95% market share.  The best return on investment in period 8 with 5.34% ROE. 7.4 Weakness.  Our sales force is not enough for covering the three distribution channels, but; we could increase our contribution by 2,605 K$ in SEMI product and 278 K$ in SELF product if we increased our sales force by 10 for each channel.  Vest Brand awareness especially for Followers segment is not enough for the sales of the product in this segment.  Self product does not fit with the targeted segment which is single even the awareness is acceptable.EMBA CairoRennes International School of Business 14
  18. 18. 8. FUTURE OBJECTIVES.  Achieve 30 % of the Sonite market.  Achieve 70 % of the Vodite market. 9. STRATEGIES.  Reposition SELF brand for Si segments.  Reposition SEMI brand for Hi segments.  Reposition SEXY brand for Ot segments.  Maintain VEST brand in the current situation. 10. ACTION PLAN & RECOMMENDATION 10.1 Brand management.Sonite Brands SEMI SELF SEXYBase R&D project PSEMI PSEL2 PSEXYProduction planning Ku 70 220 500Inventory soled to trading company KuRecommended retail price $ 440 400 240Advertising budget K$Advertising research budget K$ Buffs 0 0 0 Singles 0 100 0 Targeted segmentation in % Professionals 0 0 0 High earners 100 0 0 Others 0 0 100Perceptual objectives Dimension 1 Performance Economy Economy Objectives 1 1 10 13 Dimension 2 Convenience Convenience Convenience Objective 2 5 3 1 EMBA Cairo Rennes International School of Business 15
  19. 19. Vodite Brands VESTBase R&D project PVESTProduction planning Ku 400Inventory soled to trading company KuRecommended retail price $ 900Advertising budget K$Advertising research budget K$ Innovators 0 Targeted segmentation in % Early adopters 40 followers 60Perceptual objectives Dimension 1 Efficacy Objectives 1 1 Dimension 2 Economy Objective 2 -6 10.2 Sales force.Distribution channels Specialty Stores Depart Stores Mass MerchandiseNumber of sales people 30 80 90Sales force effort allocation by brand (%) SEMI 20 30 0 SELF 20 30 30 SEXY 10 20 40 VEST 50 20 30 EMBA Cairo Rennes International School of Business 16
  20. 20. 10.3 R&D Project. No (R & D) plan for this period to be postponed for the result of this period. 10.4 Market studies. For both Sonite and Vodite market, Market studies are requested for the following items: Study Cost (in k$)  Industry benchmarking. 39  Consumer survey. 130  Consumer panel. 219  Distribution panel. 143  Multidimensional scaling. 90  Market forecast. 52  Competitive sales force. 38 10.5 Allocated budget and marketing expenditures.  Detailed Brand Expenditures Sonite & Vodite Brands Units (in K$) Total SEMI SELF SEXY VESTAdvertisingExpenditure K$ 17,300 2000 3300 6000 6000Research K$ 1730 200 330 600 600Sales ForceOperating cost K$ 5,168 775 1,473 1,421 1.499Hiring and training cost K$ 155 23 44 43 45Total brand expenditures K$ 2,4353 2,998 5,147 8,064 8,144 EMBA Cairo Rennes International School of Business 17
  21. 21.  Overall Market Budget Units (in K$) Total Sonite market Vodite marketAdvertisingExpenditure K$ 17,300 11,300 6000Research K$ 1,730 1,130 600Sales forceOperating cost K$ 5,168 3,670 1,499Hiring and training cost K$ 155 110 45Firing cost K$ 0 0 0Market research studiesMarket specific K$ 633 355 278Other studies K$ 39 0 0Research and development K$ 0 0 0Total expenditures K$ 25,025 16,565 8,422Authorized budget K$ 25,350Deviation from budget K$ 325 EMBA Cairo Rennes International School of Business 18
  22. 22. 11. ANNEXES.Segments Bu. Si. Pr. Hi. Ot. In. Ad. Fo. Total Size in Ku.Current situation 131 580 234 201 1,097 64 107 111 2,525Next period 121 621 215 195 1,231 72 154 285 2,894Forecasted next five years. 84 801 150 168 1,912 57 67 1,341 4,582 Size in %Current situation 5.2 % 23 % 9.3 % 8% 43.4 % 2.5 % 4.2 % 4.4 % 100 %Next period 4.2 % 21.4 % 7.5 % 6.7 % 42.5 % 2.5 % 5.4 % 9.8 % 100 %Forecasted next five years. 1.8 % 17.5 % 3.3 % 3.6 % 41.8 % 1.2 % 1.5 % 29.3 % 100 % Forecasted growth rates %Next period -8.2 % 7.1 % -8.2 % -3.1 % 12.2 % 13.3 % 44.2 % 157.5 % 14.6 %Total next five years. -36.1 % 38.1 % -36.1 % -16.2% 74.3 % -9.6 % -37.5 % 1113 % 81.4 %Average next five years. -8.6 % 6.7 % -8.6 % -3.5% 11.8 % -2 % -9 % 64.7 % 16.3 % (Annex 1) Segments Specialty Stores Depart. Stores Mass Merchandise. Buffs 57.3 % 21.8 % 20.9 % Singles 33.6 % 33.6 % 32.7 % Professionals 40.5 % 26.8 % 32.7 % High earners 32.7 % 50 % 17.3 % Others 13.6 % 33.6 % 52 .8 % Total 25.9 % 33.7 % 40.5 % Innovators 69.1 % 19.5 % 11.4 % Early adopters 50.9 % 26.4 % 22.7 % Followers 20.9 % 33.6 % 45.5 % Total 43.2 % 27.7 % 29.1 % (Annex 2) EMBA Cairo Rennes International School of Business 19
  23. 23. Firm Brands Bu Si Pr Hi Ot Total In Ad Fo Total SARA 0.3 % 12.2 % 0.1 % 1.1 % 28.4 % 14.8 % A SAUD 5.4 % 1.7 % 23.3 % 5.9 % 0.1 % 4.4 % SEMI 5.0 % 4.4 % 7.6 % 32.1 % 0.2 % 6.1 % SELF 28.3 % 6.4 % 3.1 % 9.7 % 0.3 % 5.5 % E SEXY 0.2 % 3.2 % 0.1 % 0.6 % 15.8 % 7.1 % VEST 9.3 % 45.9 % 92.5 % 54.6 % SIBO 4.6 % 2.6 % 28.8 % 11.9 % 0.1 % 6.0 % SIBI 0.4 % 4.5 % 0.2 % 2.5 % 1.2 % 2.3 % I SIBA 0.0 % 1.2 % 0.0 % 0.2 % 3.7 % 1.8 % VIVA 5.1 % 11.5 % 2.2 % 6.6 % SONO 0.7 % 17.2 % 0.2 % 1.4 % 0.4 % 6.2 % SOWH 0.7 % 22.0 % 0.2 % 1.6 % 0.3 % 7.8 % O SOLD 8.7 % 5.4 % 28.4 % 15.1 % 0.3 % 7.5 % SOOO 9.6 % 1.5 % 0.6 % 1.9 % 0.1 % 1.4 % SUSI 0.3 % 9.8 % 0.2 % 1.8 % 48.9 % 21.8 % U SULI 35.8 % 8.0 % 7.2 % 14.1 % 0.3 % 7.4 % VULI 85.6 % 42.6 % 5.3 % 38.8 % (Annex 3)Firm Brands Bu Si Pr Hi Ot Total In Ad Fo Total SARA 46.8 % 46.6 % 36.9 % 40.5 % 47.1 % 45.3 % A SAUD 39.4 % 17.5 % 38.4 % 39.6 % 14.4 % 21.4 % SEMI 63.3 % 52.6 % 60.8 % 66.4 % 41.9 % 50.1 % SELF 72.1 % 59.9 % 64.7 % 66.2 % 45.4 % 54.6 % E SEXY 36.3 % 24.5 % 25.8 % 30.0 % 38.7 % 32.8 % VEST 33.5 % 39.5 % 38. % 37.6 % SIBO 44.0 % 30.0 % 50.5 % 52.1 % 24.9 % 32.4 % SIBI 48.9 % 51.0 % 42.1 % 43.0 % 45.0 % 46.3 % I SIBA 8.2 % 7.2 % 6.7 % 6.7 % 5.8 % 6.5 % VIVA 11.5 % 8.9 % 9.6 % 9.8 % SONO 54.1 % 51.8 % 50.6 % 58.5 % 47.6 % 50.4 % SOWH 36.6 % 27.6 % 31.1 % 42.6 % 31.7 % 31.8 % O SOLD 60.4 % 57.6 % 56.9 % 65.5 % 54.6 % 56.9 % SOOO 13.8 % 11.1 % 15.7 % 15.2 % 10.7 % 11.9 % SUSI 65.8 % 67.2 % 57.1 % 65.0 % 73.3 % 68.8 % U SULI 78.6 % 68.6 % 80.8 % 72.7 % 53.4 % 63.4 % VULI 73.1 % 65.3 % 71.4 % 69.5 % (Annex 4) EMBA Cairo Rennes International School of Business 20
  24. 24. Firm Brands Bu Si Pr Hi Ot Total In Ad Fo Total SARA 0.3 % 17.1 % 0.1 % 1.4 % 28.6 % 18.5 % A SAUD 5.3 % 1.8 % 23.2 % 6.6 % 0.0 % 3.8 % SEMI 3.7 % 3.6 % 5.8 % 27.7 % 0.1 % 4.3 % SELF 27.0 % 6.2 % 2.9 % 9.7 % 0.1 % 4.4 % E SEXY 0.1 % 3.3 % 0.1 % 0.6 % 12.3 % 6.9 % VEST 9.8 % 52.9 % 95.5 % 59.9 % SIBO 4.5 % 2.7 % 29.1 % 12.3 % 0.1 % 5.2 % SIBI 0.3 % 3.7 % 0.1 % 1.9 % 0.6 % 1.5 % I SIBA 0.0 % 0.7 % 0.0 % 0.1 % 1.1 % 0.7 % VIVA 2.0 % 4.5 % 0.7 % 2.4 % SONO 0.5 % 12.1 % 0.1 % 1.0 % 0.2 % 3.3 % SOWH 0.5 % 16.6 % 0.2 % 1.1 % 0.1 % 4.5 % O SOLD 8.5 % 5.6 % 28.9 % 15.2 % 0.2 % 6.4 % SOOO 5.9 % 1.0 % 0.4 % 1.2 % 0.0 % 0.8 % SUSI 0.4 % 15.4 % 0.2 % 2.7 % 56.4 % 31.8 % U SULI 43.0 % 10.2 % 8.8 % 18.6 % 0.2 % 7.9 % VULI 88.2 % 42. % 3.8 % 37.7 % (Annex 5) Firm Brands Specialty Stores Depart. Stores Mass Merchandise. Total SARA 10.5 % 18.0 % 25.2 % 18.5 % A SAUD 7.2 % 3.9 % 1.1 % 3.8 % SEMI 5.9 % 6.0 % 1.2 % 4.3 % SELF 8.9 % 4.2 % 1.2 % 4.4 % E SEXY 2.4 % 7.2 % 10.1 % 6.9 % VEST 38.6 % 69.7 % 82.2 % 59.9 % SIBO 9.1 % 4.7 % 2.6 % 5.2 % SIBI 1.7 % 1.4 % 1.3 % 1.5 % I SIBA 0.9 % 0.8 % 0.6 % 0.7 % VIVA 3.0 % 2.1 % 1.9 % 2.4 % SONO 5.5 % 3.0 % 2.1 % 3.3 % SOWH 7.1 % 3.8 % 3.2 % 4.5 % O SOLD 11.2 % 5.5 % 3.7 % 6.4 % SOOO 1.5 % 0.5 % 0.5 % 0.8 % SUSI 13.7 % 33.1 % 44.4 % 31.8 % U SULI 14.5 % 7.9 % 2.7 % 7.9 % VULI 58.4 % 28.2 % 15.9 % 37.7 % (Annex 6) EMBA Cairo Rennes International School of Business 21
  25. 25. Firm Brands Specialty Stores Depart. Stores Mass Merchandise. SARA 37.5 % 48.8 % 43.9 % A SAUD 48.3 % 47.1 % 11.2 % SEMI 30.0 % 36.4 % 10.9 % SELF 46.8 % 38.0 % 11.5 % E SEXY 20.4 % 42.5 % 36.8 % VEST 38.6 % 43.3 % 47.4 % SIBO 45.2 % 37.7 % 21.4 % SIBI 31.5 % 28.7 % 25.5 % I SIBA 30.7 % 18 6 % 8.1 % VIVA 19.4 % 17.2 % 19.4 % SONO 29.9 % 20.4 % 13.6 % SOWH 29.7 % 20.3 % 16.7 % O SOLD 44.1 % 33.3 % 24.2 % SOOO 29.2 % 19.6 % 21.4 % SUSI 35.1 % 60.2 % 45.6 % U SULI 56.1 % 53.1 % 19.5 % VULI 44.5 % 34.7 % 26.6 % (Annex 7)EMBA CairoRennes International School of Business 22

×