This document provides an overview of the commercial vehicle market in Saudi Arabia in 2010. It summarizes sales data and market share for various vehicle brands and models. It also reviews the performance of Alissa Universal Motors, the authorized Isuzu dealer, including their sales targets, marketing activities, and business plans for 2011. Key highlights include Isuzu maintaining the leading market share in pickup trucks, and Alissa Universal Motors achieving over 100% of their October 2010 sales target. Their marketing activities for 2010 are summarized, as well as their outlined strategies for sales and marketing in 2011 with a focus on increasing market share and sales.
- Alissa Universal Motors (AUM) saw success in 2010 with sales increasing year-to-date in October 2010 compared to the same period in 2009 across pickup trucks, N-series, F-series, and C&E series vehicles.
- AUM engaged in various marketing activities in 2010 including campaigns, dealer events, and online initiatives to drive sales.
- Looking ahead, AUM's 2011 business plan outlines targets for increased sales and market share through expanded marketing, sales, and after sales strategies.
This document provides an agenda and summaries for an AUM board meeting on Q1 2011 performance and strategy. It includes a SWOT analysis, market overviews, performance analyses of AUM and its vehicle lines, and marketing and financial results. Marketing activities conducted in Q1 2011 are summarized, including campaigns, digital efforts, and future plans. Key highlights presented are generally positive performance versus targets and prior year for sales, gross profit and expenses. The "Lead by innovation" strategy and its implementation are to be discussed.
Aum marketing plan overview 2010 in thailandhaithamo
The document outlines Alissa Universal Motors' (AUM) marketing plan for 2010. The objectives are to establish AUM as the leader in commercial vehicles and services, achieve 54% market share in the central region, and activate the CRM system. The plan details 2010 targets, organization structure, customer database development, quarterly marketing activities and events, fleet customer activities, press activities, gifts, promotional materials, website development, and training. The key events include a family offers campaign, 25 years celebration, and test drive events.
This document contains a SWOT analysis and performance review of AUM for the year-to-date 2011. It finds that AUM's strengths include its commercial vehicle experience but weaknesses are in employee skills, product range and some administrative areas. Opportunities exist in the growing Saudi market and developing new products and alliances. Threats include rising costs and competitive pressures. Isuzu brands are outperforming competitors in key segments. AUM sales are down 4% from 2010 but marketing activities include campaigns, training and an improved website and social media presence. While gross profits are up, operating expenses also increased year-to-date.
This document provides a summary of an internship project at Insignia Brandings promoting various Mahindra vehicles. It describes Insignia Brandings and their client, Silver Jubilee Motors, a Mahindra dealership. Promotional events were organized at locations like IT parks, banks, colleges, and housing societies to generate leads and increase awareness of new models like the KUV100, TUV300, and e2o. Presentations were given and test drives were provided at these events to highlight Mahindra's features.
Golden Ocean Advertising & Services Limited Company provides event planning, brand activation, exhibition services, and manpower supply. They have experience organizing various events including automobile conventions, anniversary celebrations, product launches, and test drives. Their strengths include expertise, reasonable costs, and nationwide partnerships.
Mitsubishi Corporation is a Japanese multinational trading and investment company founded in 1954. It has over $100 billion in annual revenue and operates across a wide range of industries including energy, finance, and manufacturing. Within manufacturing, Mitsubishi Corporation is the parent company of Mitsubishi Motors Corporation, Japan's fourth largest automaker. Mitsubishi Motors manufactures and markets passenger cars and light commercial vehicles globally and operates a financial services division to support its sales. The document provides an overview of Mitsubishi Corporation and Mitsubishi Motors Corporation, including their histories, leadership, subsidiaries, and vehicle lineups.
Pak Suzuki Motors uses segmentation strategies to target different customer groups. It segments customers based on geography, demographics like income and family size, and psychographics. It uses a value chain to source materials and distribute assembled cars through authorized dealers. Pak Suzuki has a diverse product portfolio including automobiles, motorcycles, and outboard engines. It pursues various market expansion strategies and uses an integrated promotional mix including advertising, sales promotions, and public relations.
- Alissa Universal Motors (AUM) saw success in 2010 with sales increasing year-to-date in October 2010 compared to the same period in 2009 across pickup trucks, N-series, F-series, and C&E series vehicles.
- AUM engaged in various marketing activities in 2010 including campaigns, dealer events, and online initiatives to drive sales.
- Looking ahead, AUM's 2011 business plan outlines targets for increased sales and market share through expanded marketing, sales, and after sales strategies.
This document provides an agenda and summaries for an AUM board meeting on Q1 2011 performance and strategy. It includes a SWOT analysis, market overviews, performance analyses of AUM and its vehicle lines, and marketing and financial results. Marketing activities conducted in Q1 2011 are summarized, including campaigns, digital efforts, and future plans. Key highlights presented are generally positive performance versus targets and prior year for sales, gross profit and expenses. The "Lead by innovation" strategy and its implementation are to be discussed.
Aum marketing plan overview 2010 in thailandhaithamo
The document outlines Alissa Universal Motors' (AUM) marketing plan for 2010. The objectives are to establish AUM as the leader in commercial vehicles and services, achieve 54% market share in the central region, and activate the CRM system. The plan details 2010 targets, organization structure, customer database development, quarterly marketing activities and events, fleet customer activities, press activities, gifts, promotional materials, website development, and training. The key events include a family offers campaign, 25 years celebration, and test drive events.
This document contains a SWOT analysis and performance review of AUM for the year-to-date 2011. It finds that AUM's strengths include its commercial vehicle experience but weaknesses are in employee skills, product range and some administrative areas. Opportunities exist in the growing Saudi market and developing new products and alliances. Threats include rising costs and competitive pressures. Isuzu brands are outperforming competitors in key segments. AUM sales are down 4% from 2010 but marketing activities include campaigns, training and an improved website and social media presence. While gross profits are up, operating expenses also increased year-to-date.
This document provides a summary of an internship project at Insignia Brandings promoting various Mahindra vehicles. It describes Insignia Brandings and their client, Silver Jubilee Motors, a Mahindra dealership. Promotional events were organized at locations like IT parks, banks, colleges, and housing societies to generate leads and increase awareness of new models like the KUV100, TUV300, and e2o. Presentations were given and test drives were provided at these events to highlight Mahindra's features.
Golden Ocean Advertising & Services Limited Company provides event planning, brand activation, exhibition services, and manpower supply. They have experience organizing various events including automobile conventions, anniversary celebrations, product launches, and test drives. Their strengths include expertise, reasonable costs, and nationwide partnerships.
Mitsubishi Corporation is a Japanese multinational trading and investment company founded in 1954. It has over $100 billion in annual revenue and operates across a wide range of industries including energy, finance, and manufacturing. Within manufacturing, Mitsubishi Corporation is the parent company of Mitsubishi Motors Corporation, Japan's fourth largest automaker. Mitsubishi Motors manufactures and markets passenger cars and light commercial vehicles globally and operates a financial services division to support its sales. The document provides an overview of Mitsubishi Corporation and Mitsubishi Motors Corporation, including their histories, leadership, subsidiaries, and vehicle lineups.
Pak Suzuki Motors uses segmentation strategies to target different customer groups. It segments customers based on geography, demographics like income and family size, and psychographics. It uses a value chain to source materials and distribute assembled cars through authorized dealers. Pak Suzuki has a diverse product portfolio including automobiles, motorcycles, and outboard engines. It pursues various market expansion strategies and uses an integrated promotional mix including advertising, sales promotions, and public relations.
The British Motorsport Festival is created to provide a platform for related British products to be promoted further in China, be these Race Craft, Technical products, Cars, related lifestyle and others.
BMF 将提供一个完美的平台让英国各大汽车品牌尽情展示自己旗下产品优越性的同时看到中国汽车市场的潜力,并且给予两国潜在的合作伙伴一个合适的机会进行交流。
The document provides an overview and proposal for introducing the Isuzu SUV in the Saudi Arabian market. It begins with background on Alissa Group, the automotive group proposing the partnership. It then analyzes the strong and growing Saudi SUV market, dominated by Japanese brands. Forecasts show potential for Isuzu SUV sales to gain a 28% market share within 5 years. Competitor analyses and specifications are provided for the Pathfinder and other top SUV models. The proposal recommends a strategy to introduce and promote the Isuzu SUV through Alissa Group's existing sales, financing, rental, and service channels.
Alissa proposal for renault in saudi arabia2haithamo
This document is a proposal from Alissa Group to Renault for distributing Renault vehicles in Saudi Arabia. It provides an introduction to Alissa Group and its history of automotive distribution in KSA. It then analyzes the KSA passenger car market and Renault's past performance. The proposal outlines Alissa's strategic objectives, keys to success, and marketing, sales, and organizational strategies for distributing Renault vehicles across KSA through Alissa's existing dealership network. Sales forecasts predict steadily increasing sales volumes over 3 years by leveraging Alissa's financing, used car, and aftersales capabilities.
The 10th Dhaka Motor Show will take place from April 9-11, 2015 at the International Convention City in Dhaka, Bangladesh. The annual event showcases automobiles and auto components from around the world. In previous years, the motor show has seen rising vehicle sales and launches of new models from brands like Hyundai, Mercedes, and Toyota. The 2015 event will feature the latest vehicles and technologies over three days for both trade professionals and the general public.
This document summarizes AUM Marketing Activities for an Isuzu Dealers Conference. It outlines AUM's vision, mission, values around integrity, teamwork, discipline, customer focus and excellence. It describes AUM facilities including showrooms and workshops. It then summarizes past and planned marketing activities for 2010, including CRM activation, retail campaigns, an AUM support center training program, and a special financing campaign with Arab National Bank.
The document provides a summary of the Saudi Arabia auto industry, including a SWOT analysis and discussion of challenges and opportunities. It then analyzes the Saudi auto market and Isuzu's performance, with a focus on commercial vehicles. Key points include Isuzu's market share levels across different vehicle classes in 2010, dealer performance summaries, and proposed 2011 strategies to increase sales and profits through improved marketing, sales, and after-sales efforts.
This feasibility study evaluates acquiring the exclusive Renault dealership in KSA. Key points include:
- Renault has a small market share but growing product lines and a marketing strategy is proposed to reposition the brand.
- The KSA auto market is growing, especially in subcompact and compact segments. Acquiring Renault could capitalize on opportunities in growing segments.
- An analysis of Renault's past performance is presented along with sales forecasts projecting market share growth over five years if the dealership is acquired.
- Challenges like Renault's brand image are addressed with solutions like re-launch marketing activities. Financials and an organization chart are included.
Renault feasibility study summary detailedhaithamo
This feasibility study evaluates acquiring the exclusive Renault dealership in KSA. Key points include:
- Renault has a small market share but growing product lines and a marketing strategy is proposed to reposition the brand.
- The KSA auto market is growing, especially in subcompact and compact segments. Acquiring Renault could capitalize on opportunities in growing segments.
- An analysis of Renault's past performance is presented along with sales forecasts projecting market share growth over five years if the dealership is acquired.
- Challenges like Renault's brand image are addressed with solutions like re-launch marketing activities. Financials and an organization chart are included.
This document provides a feasibility study for acquiring the Renault franchise in Saudi Arabia. It outlines Renault and Alissa's roles in ensuring success including offering reliable products adapted to the local environment, quality after-sales service, and marketing support. Financial projections estimate sales growth from 1,901 units in 2009 to 7,708 units in 2013, with corresponding increases in market share. Challenges around brand image, service quality, and parts availability are identified along with proposed solutions.
HONDA is a Japanese multinational company.
World’s largest manufacturer since 1950s.
HONDA CIVIC won ‘CAR OF THE YEAR AWARD’ in 2006 and in 2016.
HONDA manufactures vehicles for land, sea and air.
It makes robots as well as wind turbines.
HONDA ACCORD won ‘CAR OF THE YEAR’ in 2018.
DD Motors is launching a new 248cc motorcycle called the Sindhu. It will target young, adventurous upper-class consumers in major Pakistani cities with its sporty design, strong performance, and competitive price. To promote the Sindhu, DD Motors will use billboards, videos, and offer promotional deals like free tickets and accessories. The Sindhu will be distributed selectively through DD Motor's dealers across Pakistan. Localization efforts could help reduce costs and make the Sindhu more affordable.
The document discusses several Asian companies that were ranked among the most innovative in the world by BusinessWeek in 2010. It highlights HTC as a top smartphone maker from Taiwan that started as a contract manufacturer. It also discusses BYD, a Chinese company that is a leader in electric vehicles and solar panels, having started as a battery maker. Tata from India is described as focusing on innovation through initiatives like its Innovation Forum and workshops on best practices.
Mahindra& Mahindra (M&M) was established in 1945. It was converted into a public limited company in 1948. Manufacturing activities started in 1954 in collaboration with Willy’s Overland Corporation. Production of Light commercial Vehicles (LCV) started in 1965. Four Manufacturing Plants: 3 in Maharashtra (Mumbai, Nasik, Igatpuri), 1 in Andhra Pradesh.
It acquired International Tractor Company of India in 1977.
Tractor Brand Mahindra was established in 1982 Under the flagship company, there were two main sectors:
1) Automotive sector (utility vehicles, LCV’s, three wheelers)
2) The farm equipment Sector (Tractors and other farm implements)
The net worth of the company in 2003 was Rs.15.7 billion
This document provides an overview of ACI Motors' marketing strategy in Bangladesh. It discusses ACI Motors' product portfolio, distribution network, mission, vision, and values. It then analyzes ACI's market segmentation, targeting, positioning, and marketing mix approaches. The marketing mix section focuses on the product, pricing, promotion, and placement strategies. It also includes a SWOT analysis and discussion of competitors. The overall marketing strategy aims to position ACI vehicles as luxury status symbols with reliability in the commercial vehicle market in Bangladesh.
Orient advertising is a combination of diverse professionals and efficient technological resources. Up to date research and media monitoring facilities, make Orient Advertising is a full-service agency with all facilities under one roof.
Also a full fledge division for PR (affiliated with Action Global Communications, an independednt PR network with offices in 48 regions) and Outdoor Advertising.
The ultimate duo of skills men ship and profound creativity at Orient Advertising has been rewarded by series of awards by APNS, Aurora and other professional bodies.
“At Orient Advertising we don’t speak, our work speaks for itself.”
Established in 1953, is Pakistan’s largest advertising agency for the last 22 years.
This document provides a feasibility study and summary for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It outlines the aim to maximize profitability through business diversification and capturing the opportunity of exclusive Renault dealership. Success factors include Renault's product adaptations, quality aftersales service, and marketing support. Sales forecasts project steadily increasing volumes and market share through 2013. Financial projections show increasing profits and strong returns. Challenges around brand image, service quality, parts availability, and resale values are identified along with proposed solutions. The next steps are to obtain board approval and finalize agreements with Renault.
This document provides a feasibility study and summary for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It outlines the key success factors for Renault including their product offerings, after sales service support, and marketing strategy. A sales forecast projects steady market share growth for Renault from 0.46% in 2009 to 3.04% in 2013. Financial projections show increasing net profits and strong return on capital employed. Challenges around brand image, service quality, parts availability, and resale value are identified along with proposed solutions. The study recommends obtaining board approval and finalizing an agreement with Renault to capture the franchise opportunity.
This document provides a feasibility study and business proposal for Renault dealership in Saudi Arabia. It outlines the opportunity for acquiring the exclusive Renault franchise to diversify business and capture market share. The summary identifies key success factors such as Renault's product adaptations, aftersales support, and planned marketing strategy. It also presents sales forecasts projecting 3% market share by 2013 and positive financial projections with increasing profit and returns. Challenges around brand perception are addressed with solutions such as re-launch activities and emphasizing Renault's history and technical capabilities. The proposal recommends pursuing the franchise agreement to allow Alissa to deliver Renault's objectives and grow profitably.
This document provides an overview and comparison of Honda and Suzuki motorcycles. It discusses the history and background of each company, their mission and vision statements, SWOT analyses, marketing strategies including segmentation and positioning, levels of products offered, and a comparison of the two competitors. Key points of comparison include Honda focusing on basic needs while Suzuki offers more luxurious models, Honda using a penetration pricing strategy versus Suzuki's skimming strategy, and Honda having a broader international presence than Suzuki. The document aims to analyze the two companies' approaches in the motorcycle industry.
Alissa Universal Motors is a commercial vehicle supplier with a vision to be recognized as a leading supplier backed by outstanding after-sales services. Their mission is to be the preferred provider of high quality cargo transportation solutions where employees, customers, suppliers and shareholders are partners in their success. Their culture emphasizes integrity, transparency, responsibility, discipline, respect and being customer-oriented through teamwork, excellence and accuracy.
Alissa Universal Motors Co. Ltd (AUM) is a new automotive company established in January 2009 that holds the franchise for Isuzu vehicles within the Alissa Group. AUM was created to have a stronger focus on the Isuzu business and to improve growth, decision-making, and efficiency. It is majority owned by the Alissa Group and has facilities across Saudi Arabia for sales, service, parts, and vehicle storage. AUM works closely with sister companies for financing, rentals, and aftersales support. The next steps are to finalize the dealer agreement with Isuzu Motors to officially register AUM and participate in government tenders.
The British Motorsport Festival is created to provide a platform for related British products to be promoted further in China, be these Race Craft, Technical products, Cars, related lifestyle and others.
BMF 将提供一个完美的平台让英国各大汽车品牌尽情展示自己旗下产品优越性的同时看到中国汽车市场的潜力,并且给予两国潜在的合作伙伴一个合适的机会进行交流。
The document provides an overview and proposal for introducing the Isuzu SUV in the Saudi Arabian market. It begins with background on Alissa Group, the automotive group proposing the partnership. It then analyzes the strong and growing Saudi SUV market, dominated by Japanese brands. Forecasts show potential for Isuzu SUV sales to gain a 28% market share within 5 years. Competitor analyses and specifications are provided for the Pathfinder and other top SUV models. The proposal recommends a strategy to introduce and promote the Isuzu SUV through Alissa Group's existing sales, financing, rental, and service channels.
Alissa proposal for renault in saudi arabia2haithamo
This document is a proposal from Alissa Group to Renault for distributing Renault vehicles in Saudi Arabia. It provides an introduction to Alissa Group and its history of automotive distribution in KSA. It then analyzes the KSA passenger car market and Renault's past performance. The proposal outlines Alissa's strategic objectives, keys to success, and marketing, sales, and organizational strategies for distributing Renault vehicles across KSA through Alissa's existing dealership network. Sales forecasts predict steadily increasing sales volumes over 3 years by leveraging Alissa's financing, used car, and aftersales capabilities.
The 10th Dhaka Motor Show will take place from April 9-11, 2015 at the International Convention City in Dhaka, Bangladesh. The annual event showcases automobiles and auto components from around the world. In previous years, the motor show has seen rising vehicle sales and launches of new models from brands like Hyundai, Mercedes, and Toyota. The 2015 event will feature the latest vehicles and technologies over three days for both trade professionals and the general public.
This document summarizes AUM Marketing Activities for an Isuzu Dealers Conference. It outlines AUM's vision, mission, values around integrity, teamwork, discipline, customer focus and excellence. It describes AUM facilities including showrooms and workshops. It then summarizes past and planned marketing activities for 2010, including CRM activation, retail campaigns, an AUM support center training program, and a special financing campaign with Arab National Bank.
The document provides a summary of the Saudi Arabia auto industry, including a SWOT analysis and discussion of challenges and opportunities. It then analyzes the Saudi auto market and Isuzu's performance, with a focus on commercial vehicles. Key points include Isuzu's market share levels across different vehicle classes in 2010, dealer performance summaries, and proposed 2011 strategies to increase sales and profits through improved marketing, sales, and after-sales efforts.
This feasibility study evaluates acquiring the exclusive Renault dealership in KSA. Key points include:
- Renault has a small market share but growing product lines and a marketing strategy is proposed to reposition the brand.
- The KSA auto market is growing, especially in subcompact and compact segments. Acquiring Renault could capitalize on opportunities in growing segments.
- An analysis of Renault's past performance is presented along with sales forecasts projecting market share growth over five years if the dealership is acquired.
- Challenges like Renault's brand image are addressed with solutions like re-launch marketing activities. Financials and an organization chart are included.
Renault feasibility study summary detailedhaithamo
This feasibility study evaluates acquiring the exclusive Renault dealership in KSA. Key points include:
- Renault has a small market share but growing product lines and a marketing strategy is proposed to reposition the brand.
- The KSA auto market is growing, especially in subcompact and compact segments. Acquiring Renault could capitalize on opportunities in growing segments.
- An analysis of Renault's past performance is presented along with sales forecasts projecting market share growth over five years if the dealership is acquired.
- Challenges like Renault's brand image are addressed with solutions like re-launch marketing activities. Financials and an organization chart are included.
This document provides a feasibility study for acquiring the Renault franchise in Saudi Arabia. It outlines Renault and Alissa's roles in ensuring success including offering reliable products adapted to the local environment, quality after-sales service, and marketing support. Financial projections estimate sales growth from 1,901 units in 2009 to 7,708 units in 2013, with corresponding increases in market share. Challenges around brand image, service quality, and parts availability are identified along with proposed solutions.
HONDA is a Japanese multinational company.
World’s largest manufacturer since 1950s.
HONDA CIVIC won ‘CAR OF THE YEAR AWARD’ in 2006 and in 2016.
HONDA manufactures vehicles for land, sea and air.
It makes robots as well as wind turbines.
HONDA ACCORD won ‘CAR OF THE YEAR’ in 2018.
DD Motors is launching a new 248cc motorcycle called the Sindhu. It will target young, adventurous upper-class consumers in major Pakistani cities with its sporty design, strong performance, and competitive price. To promote the Sindhu, DD Motors will use billboards, videos, and offer promotional deals like free tickets and accessories. The Sindhu will be distributed selectively through DD Motor's dealers across Pakistan. Localization efforts could help reduce costs and make the Sindhu more affordable.
The document discusses several Asian companies that were ranked among the most innovative in the world by BusinessWeek in 2010. It highlights HTC as a top smartphone maker from Taiwan that started as a contract manufacturer. It also discusses BYD, a Chinese company that is a leader in electric vehicles and solar panels, having started as a battery maker. Tata from India is described as focusing on innovation through initiatives like its Innovation Forum and workshops on best practices.
Mahindra& Mahindra (M&M) was established in 1945. It was converted into a public limited company in 1948. Manufacturing activities started in 1954 in collaboration with Willy’s Overland Corporation. Production of Light commercial Vehicles (LCV) started in 1965. Four Manufacturing Plants: 3 in Maharashtra (Mumbai, Nasik, Igatpuri), 1 in Andhra Pradesh.
It acquired International Tractor Company of India in 1977.
Tractor Brand Mahindra was established in 1982 Under the flagship company, there were two main sectors:
1) Automotive sector (utility vehicles, LCV’s, three wheelers)
2) The farm equipment Sector (Tractors and other farm implements)
The net worth of the company in 2003 was Rs.15.7 billion
This document provides an overview of ACI Motors' marketing strategy in Bangladesh. It discusses ACI Motors' product portfolio, distribution network, mission, vision, and values. It then analyzes ACI's market segmentation, targeting, positioning, and marketing mix approaches. The marketing mix section focuses on the product, pricing, promotion, and placement strategies. It also includes a SWOT analysis and discussion of competitors. The overall marketing strategy aims to position ACI vehicles as luxury status symbols with reliability in the commercial vehicle market in Bangladesh.
Orient advertising is a combination of diverse professionals and efficient technological resources. Up to date research and media monitoring facilities, make Orient Advertising is a full-service agency with all facilities under one roof.
Also a full fledge division for PR (affiliated with Action Global Communications, an independednt PR network with offices in 48 regions) and Outdoor Advertising.
The ultimate duo of skills men ship and profound creativity at Orient Advertising has been rewarded by series of awards by APNS, Aurora and other professional bodies.
“At Orient Advertising we don’t speak, our work speaks for itself.”
Established in 1953, is Pakistan’s largest advertising agency for the last 22 years.
This document provides a feasibility study and summary for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It outlines the aim to maximize profitability through business diversification and capturing the opportunity of exclusive Renault dealership. Success factors include Renault's product adaptations, quality aftersales service, and marketing support. Sales forecasts project steadily increasing volumes and market share through 2013. Financial projections show increasing profits and strong returns. Challenges around brand image, service quality, parts availability, and resale values are identified along with proposed solutions. The next steps are to obtain board approval and finalize agreements with Renault.
This document provides a feasibility study and summary for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It outlines the key success factors for Renault including their product offerings, after sales service support, and marketing strategy. A sales forecast projects steady market share growth for Renault from 0.46% in 2009 to 3.04% in 2013. Financial projections show increasing net profits and strong return on capital employed. Challenges around brand image, service quality, parts availability, and resale value are identified along with proposed solutions. The study recommends obtaining board approval and finalizing an agreement with Renault to capture the franchise opportunity.
This document provides a feasibility study and business proposal for Renault dealership in Saudi Arabia. It outlines the opportunity for acquiring the exclusive Renault franchise to diversify business and capture market share. The summary identifies key success factors such as Renault's product adaptations, aftersales support, and planned marketing strategy. It also presents sales forecasts projecting 3% market share by 2013 and positive financial projections with increasing profit and returns. Challenges around brand perception are addressed with solutions such as re-launch activities and emphasizing Renault's history and technical capabilities. The proposal recommends pursuing the franchise agreement to allow Alissa to deliver Renault's objectives and grow profitably.
This document provides an overview and comparison of Honda and Suzuki motorcycles. It discusses the history and background of each company, their mission and vision statements, SWOT analyses, marketing strategies including segmentation and positioning, levels of products offered, and a comparison of the two competitors. Key points of comparison include Honda focusing on basic needs while Suzuki offers more luxurious models, Honda using a penetration pricing strategy versus Suzuki's skimming strategy, and Honda having a broader international presence than Suzuki. The document aims to analyze the two companies' approaches in the motorcycle industry.
Alissa Universal Motors is a commercial vehicle supplier with a vision to be recognized as a leading supplier backed by outstanding after-sales services. Their mission is to be the preferred provider of high quality cargo transportation solutions where employees, customers, suppliers and shareholders are partners in their success. Their culture emphasizes integrity, transparency, responsibility, discipline, respect and being customer-oriented through teamwork, excellence and accuracy.
Alissa Universal Motors Co. Ltd (AUM) is a new automotive company established in January 2009 that holds the franchise for Isuzu vehicles within the Alissa Group. AUM was created to have a stronger focus on the Isuzu business and to improve growth, decision-making, and efficiency. It is majority owned by the Alissa Group and has facilities across Saudi Arabia for sales, service, parts, and vehicle storage. AUM works closely with sister companies for financing, rentals, and aftersales support. The next steps are to finalize the dealer agreement with Isuzu Motors to officially register AUM and participate in government tenders.
Alissa Universal Motors is a commercial vehicle supplier with a vision to be recognized as a leading supplier backed by outstanding after-sales services. Their mission is to be the preferred provider of high quality cargo transportation solutions where employees, customers, suppliers and shareholders are partners in their success. Their culture emphasizes integrity, transparency, responsibility, discipline, respect and being customer-oriented through teamwork, excellence and accuracy.
This document contains information about SUV vehicle prices, horsepower specifications, and volumes for various models from Toyota, Nissan, Mitsubishi and other manufacturers. It includes two bubble charts showing SUV pricing compared to horsepower and volume for both 4x2 and 4x4 drive models. Accompanying tables provide the base prices, engine sizes and horsepower for SUVs like the Fortuner, RAV4, Pathfinder and Pajero Sport across different grade levels. A specification definition key is also included showing the standard and optional features associated with each grade.
This document provides a feasibility study for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It includes a summary, agenda, aims and purpose, success factors, sales forecasts, financial summary, challenges and solutions. The success factors section outlines Renault's product offerings, after sales service quality, marketing support, and Alissa's strengths. The financial summary projects profit, return on capital employed, and balance sheets. Challenges around brand image, service, parts availability and resale value are addressed. The next steps are to obtain board approval and finalize the dealer agreement with Renault.
Alissa Universal Motors is a commercial vehicle supplier with a vision to be recognized as a leading supplier backed by outstanding after-sales services. Their mission is to be the preferred provider of high quality cargo transportation solutions where employees, customers, suppliers and shareholders are partners in their success. Their culture emphasizes integrity, transparency, responsibility, discipline, respect and being customer-oriented through teamwork, excellence and accuracy.
Alissa Universal Motors Co. Ltd (AUM) is a new automotive company established in January 2009 that holds the franchise for Isuzu vehicles within the Alissa Group. AUM was created to have a stronger focus on the Isuzu business and to improve growth, decision-making, and efficiency. It is majority owned by the Alissa Group and has facilities across Saudi Arabia for sales, service, parts, and vehicle storage. AUM works closely with sister companies for financing, rentals, and aftersales support. The next steps are to finalize the dealer agreement with Isuzu Motors to officially register AUM and participate in government tenders.
The document provides an overview of the Abdullatif Alissa Group, a Saudi automotive and investment conglomerate. It discusses the group's history beginning in 1940, its operating companies including automotive dealerships and financing, and its investment portfolio spanning various industries. The group has a presence across Saudi Arabia and has established strategic alliances. It believes its partnerships position it for above-market growth as the Saudi automotive market continues its strong potential for expansion.
- Sales year-to-date in June 2010 were up significantly compared to the same period in 2009 across most vehicle brands, with the largest increases seen in KIA (+87%) and GM (+61%).
- BBC-Jeddah and Al Yemni (Central) were the top-selling Isuzu dealers in Saudi Arabia in July and year-to-date based on market share percentages provided.
- The D-Max and N-Series models led Isuzu vehicle sales in July, with BBC-Jeddah the top-selling dealer for both lines.
The document summarizes Isuzu's third quarter 2010 business review meeting. It shows that year-to-date sales through June 2010 increased significantly over the same period in 2009 for most car models. It also provides details on sales contributions and market shares of different Isuzu dealers in Saudi Arabia for June and July. The document outlines upcoming launches of the new D-Max family vehicles and recaps achievements in Saudi Build sales competitions.
Alissa Group is presenting to Hyundai about potential business opportunities in Saudi Arabia. Alissa has over 60 years of automotive experience in Saudi Arabia working with brands like GM, Isuzu, and Yellow Hat. They are now the 3rd largest GM dealer in the Middle East. Alissa is proposing to partner with Hyundai to expand their commercial vehicle sales given the strong growth forecast for the automotive market and commercial vehicles in Saudi Arabia. Alissa believes a strategic alliance would deliver mutual benefits by leveraging their experience and Hyundai's brand in the promising Saudi automotive sector.
Alissa Group is a Saudi automotive company with over 60 years of experience. It holds franchises for GM, Isuzu, and other brands. The meeting agenda explores business opportunities between Alissa and Geely Motors in the GCC automotive sector. Alissa has a large portfolio of automotive assets and dealerships across Saudi Arabia, with a workforce of 3,000 and over $1 billion in assets. It seeks to expand its partnerships with international brands to capitalize on the strong growth prospects in the Saudi automotive market.
Alissa presented to Hyundai on future business opportunities in Saudi Arabia's automotive sector. Alissa has over 60 years of experience partnering with international brands in Saudi Arabia. It currently holds franchises for GM, Isuzu, and Yellow Hat, and owns various automotive companies including a multi-brand retailer, financing company, and rental and leasing company. Alissa sees the Saudi automotive market growing strongly in the coming years and believes a strategic alliance with Hyundai could deliver mutual benefits by capitalizing on this market growth.
Renault feasibility study summary for presentationhaithamo
This document provides a feasibility study for acquiring a Renault franchise dealership in Saudi Arabia. It outlines the aims to maximize profitability and business diversification. Key success factors include Renault's product range and marketing support, as well as Alissa's sales network and experience. Financial forecasts project increasing net profits and returns. Challenges around brand image, service quality, parts availability and resale values could be addressed through marketing and partnership with Renault. The proposal is to obtain approval and finalize an exclusive dealer agreement with Renault.
The document provides an analysis of Renault's franchise opportunity in Saudi Arabia. It includes a market analysis noting growing small car trends, an overview of Renault's history and current product range, and a proposed future product range for the GCC market. It also outlines Renault's global strategy and support for the GCC region, and results from a task force analyzing the potential for a Renault franchise in Saudi Arabia. In conclusion, the document appears to analyze the viability of a Renault franchise in the Saudi Arabian market.
This document provides a feasibility study for acquiring the Renault franchise as an exclusive dealership in Saudi Arabia. It includes a summary, agenda, aims and purpose, success factors, sales forecasts, financial summary, challenges and solutions. The success factors section outlines Renault's product offerings, after sales service quality standards, and marketing support. It also discusses Alissa's strengths including its sales network, customer base, management, and after sales facilities. The financial summary projects profit, return on capital/equity, and cash flows indicating the dealership would be profitable. Challenges around brand image, service quality, and parts availability are identified along with proposed solutions.
This document provides an overview of Renault's marketing plan for Saudi Arabia from 2009-2011. The objectives are to improve brand image, develop after-sales service, increase parts business, leverage resale value, achieve sales targets, and successfully launch new product lines. The short-term plan focuses on re-launching Renault in the Saudi market through promotional campaigns and fleet sales. Long-term goals include establishing Renault as a French brand adapted for Saudi consumers and integrated within local communities. Forecasts provide projected retail and fleet sales for new models over the three year period. The marketing plan also outlines investments, product launches, and activities to support the brand.
Alissa Group is a Saudi automotive company with over 60 years of experience. It holds franchises for GM, Isuzu, and other brands. The meeting agenda explores business opportunities between Alissa Group and Geely Motors in the GCC automotive sector. Alissa Group has a large portfolio of automotive assets and dealerships across Saudi Arabia, with a workforce of 3,000 and over $1 billion in assets. It sees the Saudi automotive market as promising for growth and believes a strategic alliance with Geely could deliver mutual benefits.
(1) The document provides fleet information for several companies in Saudi Arabia as of 2010/12/25, including their vehicle brands, numbers, and contact details from meetings with AUM representatives.
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(3) The document also profiles car rental companies Best Rent a Car and Shary Rent–A-Car, providing details on their fleets,
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[To download this presentation, visit:
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
14. ISUZU Dealers Sales Contribution
2010
0
200
400
600
800
1,000
1,200
1,400
1,600
Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec
Alissa
BBC-Jeddah
Al Yemni (Central))
BTTC
Al Yemni (Eastern)
26. Market Trends in 2010
• Automotive market started recovery in 2010.
• Demand increased in the market with very tough competition from
other brands in promotions:
– Special finance rate
– No down payments and no admin fees
– Pay 50% of vehicle, enjoy it for 3 years then bring it back to us. “Nissan”
– Pay first and second installments for the customer “Nissan”
– Tickets to world cup
– Special price from Mitsubishi crew cab “52,900 SR”
28. Marketing Activities
• D-max “GPS” campaign for retail customers
– For crew cab 3.0 LD (from 15 Feb to 31 March)
– Insertions in Riyadh, Jazeera and Al Iqtsadeia newspapers.
– Cooperation with DarMoja “Garmin” for gifts
29. Marketing Activities
• One Tank challenge in cooperation
with IOT
• D-max Quiz campaign
– Collection of answers from customers.
– Delivery of Gold prizes to 2 Alissa
customers.
30. Marketing Activities
• Free inspection service campaign
• 2.99% financing rate campaign for
Retail and fleet customers in
cooperation with ANB.
32. Marketing Activities
Start the Monthly Newsletters
from AUM to our customers.
– First issue was sent in first of
May
– The newsletters will contain
updated information about
Alissa, new offers, new
achievements, Isuzu news……
Online Marketing activities:
37. Launch AUM website in Arabic and English language
Online Marketing activities:
Marketing Activities
38. Marketing Activities
Launch CRM System:
CRM: strategy for managing and nurturing our company’s interactions with our
clients and sales prospects.
We use CRM technology to organize, automate, and synchronize business
processes, principally Sales activities, Marketing , Customer Service, and
Technical Support.
Activating CRM for retail and fleet sales team.
39. Marketing Activities
AUM SUPPORT CENTER
– Training programs for Isuzu customers in
cooperation with International Educational
institutes.
– Support services to fleet customers including
service training for mechanics, safety driving
training for drivers.
– Seminars for company owners
– Monthly newsletter.
40. Marketing Activities
• AUM SUPPORT CENTER first activity
– Launch meeting in Riyadh with the attendees of 26 customers and MC
and Isuzu Motors representative.
– Program “Value based suppliers management”
– 2 days training in Co-operation with TTM associates from UK.
41.
42.
43. Marketing Activities for Q2
D-Max Family Concept
– Specially designed concept to enhance sales for retail customers.
– New Name, New design and new positioning in the market for Isuzu D-
max.
– D-max family will be launched in June 2010.
44.
45.
46. Silver Jubilee Celebration
• Alissa Universal Motors (The Authorized Dealer For Isuzu Motors) in
Saudi Arabia has recently celebrated the anniversary of the Silver
Jubilee marking 25 years as authorized dealer for Isuzu Motors in
Makarim Hall at Marriott Hotel in Riyadh.
• The event was attended by 310 guests including representatives
from Isuzu Motors, Isuzu Operation in Thailand, Mitsubishi
Corporation and Alissa Customers (Individuals & Companies).
• The event was sponsored by Sheikh Ziyad Alissa (the board
member of National General Automotive Company).
47. Silver Jubilee Celebration
• Sheikh Ziyad Alissa as well as Mr.Tadao Matsumoto
(ISUZU Motors) , Mr. Ken Takashima (President Isuzu Operations
"Thailand" Co. Ltd) and Mr. Mazen Yousef ensured through their
speeches on the strong relationship between Alissa Universal
Motors and Isuzu Motors.
• Major clients and partners were awarded by Sheikh Ziyad Alissa in
occasion of celebrating successful strategic alliance.
• Valuable gifts were distributed to all audience celebrating the Silver
Jubilee
52. Marketing Activities
• Bridgestone Employee Training.
– Objectives:
Differentiate our sales consultants through training to
be reliable partners to our customers.
– Coordinating with Bridgestone for providing training
for all AUM employee to evaluate suitable tires for
each vehicles and to know more about tire
maintenance.
54. Marketing Activities
• Field Force competency improvement Meeting
July 2010
– Agenda:
• Sales performance.
• Main Issues and suggestions.
• Time management training.
• Honor best achievers.
• Social lunch.
Confidential
56. Marketing Activities
• D-Max Campaign with AlRajhi Bank in
cooperation with Mr. Kambara. Insertions in
Riyadh, Jazeera newspapers in addition to
Radio campaign. August 2010.
• Hajj campaign with ANB in cooperation with Mr.
Kambara. Insertions in Riyadh, Jazeera
newspapers. November 2010
Confidential
58. D-Max Family Launch
• Photo shooting session.
• Insertions in Riyadh, Jazeera and Al Iqtsadeia
newspapers. August 2010
• Target family sector by Canopy and youth by
Full box.
• Attract Families to showroom via “D-Max Family
in children eyes” project
64. Marketing activities
• Ramadan Campaign:
– Special financing rate (Alrajhi & AlYusr).
– D-Max Family promotion.
– Ramadan Gifts.
– D-Max Family in Eyes of Children Activity
Confidential
67. Marketing Activities
• “ISUZU at your place” project.
– Objectives:
• To increase traffic in new cost effective way.
• To increase awareness about Isuzu vehicles.
• Generate more sales.
– Presence of Isuzu demo cars with sales consultants
in target audience venue (Markets) using booth with
materials to refer prospective customers to show
room with motivation to receive gifts and discounts.
68. Marketing activities
– First application in Bilda Mall from September 20 to
October 25.
• 10,000 visitor to the Mall during campaign.
• 2 in site retail purchasing.
• 11 new fleet leads.
71. Saudi Build 2010
• Participation in Saudi Build 2010 international exhibition
18-21 October.
• 22800 visitors in 4 days.
• 150 new leads, 19 hot leads.
• Preparing heavy duty and D-max for demonstration.
• Special offers related to the exhibition free service for the
first 20,000 KM .
77. Marketing Activities
• Field Force motivational Meeting November
2010
– Agenda:
• Morning Sport activities ( Football, Swimming,…. Etc,)
• Business Review Meeting.
– Sales performance.
– Main Issues and suggestions.
• Communication Skills training.
• Honor best achievers.
• Honor Saudi Build Champs.
• Social launch.
• Social Games (Tombola)
81. 2011 Marketing strategy outlines
• Maximize the efficiency of Marketing budget:
o Integrating online with offline marketing activities.
o expanding our e-marketing activities (banner advertising - Google Adwords camp.)
o approaching different communication agents (new suppliers for promotional items)
o More effective gift distribution (providing valuable gifts to fleet customers via
established process and reasoning).
• Achieving Market share of 55% in central region at 2011 through:
o Isuzu at your place project.
o Corporate Social Responsibility program (Ethical Driving Campaign)
o Alternative Environment friendly campaign.
o Increasing Share Of Voice and Share Of Noise
o Diesel concept building activities.
o Focusing on CRM implementation (Kerridge and Web CRM)
82. 2011 Marketing strategy outlines
• Maintain and increase our customers loyalty through:
o Ethical driving campaign.
o AUMSC training waves for different levels.
o AUM branding activities.
o Promotional activities.
• Increase accessibility through:
o Expand Target Audience via online channels.
o Isuzu at your place project.
83. 2011 Sales strategy outlines
• Increase total sales by 10%:
o Open new sales office in IC2 ( industrial city 2).
o Developing the governmental sales.
o Increasing the heavy duty truck sales by establishing dedicated department for heavy
duty trucks sales.
o Increase outdoor sales staff .
• Keep minimum 8.5% GP through:
o Give priority to margin over volume sales.
o Improving retail sales share of total sales.
o Developing Field Force competences.
• Developing Daily and weekly Sales Reports .
o Reengineering reporting process of sales from S. Force to S. Supervisor & Weekly
from S. Supervisor to S. Manager.
84. 2011 Sales strategy outlines
• Strictly monitor operating cost at budgeted level through:
o Manage inventory levels between 2 to 2.5 months sales.
o Review and approve cost allocations.
The overall goals are to Find, Attract, and Win new clients, nurture and retain those the company already has, entice former clients back into the fold, and reduce the costs of marketing and client service.