This report provides a business familiarization of Mozambique Scientific LTD. It summarizes the company's profile, structure, products, sales composition, marketing strategies, human resources practices, and operations. Interviews and observations were used to gather information. The report finds that the majority of sales come from the public sector for medical equipment and supplies. It provides recommendations such as improving training programs, implementing an ERP system, and enhancing marketing strategies to increase sales to the private sector.

1. 1
(Cover Title& Inner Title Page Format)
Business Familiarization Report on Mozambique Scientific LTD
By: Helton Coroa
III Semester MBA
Reg.No MB130052
Guide
Prof. Shivraj
Project Report submitted to the University of Mysore in partial fulfillment of the requirements of
III Semester MBA degree examinations – 2011
B.N Bahadur Institute of Management Sciences,
University of Mysore, Manasagangothri
Mysore – 57006
(Prepared by B.N Bahadur Institute of Management Sciences)

2. 2
Research questions
1. What is Mozambique Scientific Segmentation strategy?
2. What are the employee practices?
3. What is their composition of Sales?
Research Strategy
In order to answer the questions mentioned above, I will be using a combination of;
 Interviews - As the company is relatively new; it doesn’t have much of an online
presence, Interview would be the most convenient way, to gather the specific information
to answer to the specific questions mentioned above.
 Observation – This part would be beneficially especially during the recommendations
section, as I combine my practical experience in the company with my theoretical
knowledge, to suggest potential improvements in the company.
Data analysis techniques
In terms of data analysis tools, Quantitative techniques such pie charts will be used in order to
find a particular share, such as sales and their major buyers.

3. 3
List of Abbreviations
B2B - Business to Business
CSR - Corporate Social Responsibility
LEM - Mozambican Laboratory of Engineering/ Laboratorio de Eng. De Moc.
CFM - Railroads of Mozambique/ Caminhos Feroviario de Mocambique
NGO- Non- Governmental Organization
TVM- Television of Mozambique / Televisao de Mocambique
STP- Segmentation, Targeting & Positioning
USP- Unique Selling Proposition
HR- Human Resources
CBD - Central Business District
MD- Managing Director
OP- Operations
FIFO - First One In First One Out
LIFO - Last One In First One Out
ERP - Enterprise Resource Planning
OAS - Office Automation System
SNS - Social Network Services
CRM - Customer Relationship Management

4. 4
Table of Contents
Chapter 1- Introduction.................................................................................................................................7
1. Company Profile...................................................................................................................................7
1.1 Vision & Mission Statement...............................................................................................................8
1.2 Our Values ..........................................................................................................................................8
1.3 CSR .....................................................................................................................................................8
1.4 Company Structure .......................................................................................................................9
1.5 Company Hierarchy....................................................................................................................10
1.6 Clients ...............................................................................................................................................10
1.6 Suppliers .....................................................................................................................................11
1.8 List of Mozambique Scientific Products...........................................................................................12
1.9 Composition of Sales.........................................................................................................................13
1.9.1 Composition of Sales to the Private sector................................................................................14
1.9.2 Composition of Sales to the Public Sector.................................................................................15
Chapter 2 - Marketing.................................................................................................................................17
2.1 Segmentation.....................................................................................................................................18
2.2 Targeting...........................................................................................................................................18
2.2.1 Types of Exhibitions/ Trade Fares.............................................................................................19
2.3 Positioning ........................................................................................................................................19
2.3.1 Durability...................................................................................................................................20
2.3.2 Assistance ..................................................................................................................................21
Chapter 3 - Human Resources ....................................................................................................................22
3.1 Training.............................................................................................................................................22
3.1.1 Internal Training ........................................................................................................................22
3.1.2 External Training .......................................................................................................................22
3.2. Marketing Training..........................................................................................................................24
3.2 Retention Policies .............................................................................................................................24
Chapter 4 - Operations................................................................................................................................26
4.1 Cycle time.........................................................................................................................................26
4.2 Inventory Control..............................................................................................................................27

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4.2.1 Classification of Stock ...............................................................................................................27
4.2.2 Storage .......................................................................................................................................27
4.3 Inventory Problems...........................................................................................................................28
4.4 Vendor Selection...............................................................................................................................29
4.4.1 Brand..........................................................................................................................................29
4.4.2 Pricing........................................................................................................................................29
4.4.3 Delivery Time ............................................................................................................................30
Chapter 5- Information Systems .................................................................................................................30
Chapter 6 - Recommendations....................................................................................................................31
6.1 - Company Structure.........................................................................................................................31
6.2- Training ...........................................................................................................................................32
6.3 – ERP ................................................................................................................................................32
6.4 –Marketing........................................................................................................................................33
6.4.1 – Potential Improvements ..........................................................................................................34
Conclusion ..................................................................................................................................................35
Bibliography ...............................................................................................................................................37

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Table of Figures
FIGURE 1- COMPANY STRUCTURE..................................................................................................................................9
FIGURE 2 - COMPANY HIERARCHY ...............................................................................................................................10
FIGURE 3 - COMPOSITION OF SALES .........................................................................................................................13
FIGURE 4- COMPOSITION OF SALES TO THE PRIVATE SECTOR ......................................................................................14
FIGURE 5 - COMPOSITION OF SALES TO THE PUBLIC SECTOR .......................................................................................15
List of Tables
TABLE 1- SUPPLIERS .................................................................................................................................................11
TABLE 2 - CONSUMABLES ............................................................................................................................................20
TABLE 3 - EQUIPMENT..................................................................................................................................................20

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Chapter 1- Introduction
1. Company Profile
Mozambique Scientific ltd was established in September 1999, with the sole
objective of assisting laboratories.
In addition to this, it has Maputo as its registered headquarters.
Moreover, besides having its headquarters in the city of Maputo, the company has
an office in the city of Beira, Mozambique 2nd
largest city situated in the central
part of the country.
The company was founded by three individuals, namely Mr. Wing & Mr. Marcos,
both Mozambican nationals and Mr. Gert, a South African.
In addition to this, the company has a total of 18 employees across Mozambique.
Although, it’s a business that operates in the procurement of Medical/lab
equipment, its employees constitute a diverse workforce from diverse academic
backgrounds such as, management, social science, medicine and other areas.
The company operates predominantly as B2B business.
With hike in demand, the company decided to supply scientific equipment with a
wide range of applications, such as Clinics, Schools, Industry and Investigation.
In 2010, Mozambique Scientific established its Pharmaceutical division.

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1.1 Vision & Mission Statement
 The workforce is of outmost strategic importance.
 Guaranteeing the partners & clients the best technological solutions that
are financial viable.
 The desire to grow sustainably in order face globalization, with the help
of companies with sound reputations, in order to add value and a
difference.
 Immensely proud in the contribution of scientific development of the
country to the market by providing one more solution by offering
specialized equipment and services.
1.2 Our Values
 Teamwork is of outmost importance.
 Implementation of sound commercial practices.
 Confidence and integrity in our operations
1.3 CSR
 Emphasis’s on primary health care and schools by providing diagnostic
equipment and teaching science.
 Re-enforcement of diagnostic capabilities of health centers.

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1.4 Company Structure
Figure 1- Company Structure
Managing
Director
Marketing
Technical
Director
General
Coordinator
Adminstration
& Finance

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1.5 Company Hierarchy
Figure 2 - Company Hierarchy
The Beira Branch managing director is Clara Toy.
1.6 Clients
 Ministry of Health/ Health centers
 LEM (Mozambican Laboratory of Engineering)
 University of Eduardo Mondlane - Department of Veterinary,
Engineering, Medicine and Science.
 CFM
 University of Zambezi
 Private Clinics
Seck Wing
Fone
joao
Chauque
Marcos
Mabasso
Eulalia
Matiquiha
Alice
Chauque

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As explained earlier the company operates a Business-to-Business (B2B),
meaning that the majority of Mozambique Scientific Clients are other
businesses1
.With, the majority of the clinics being situated in Maputo.
On the other hand, the remaining clients are spread out across the country in
provinces such as Gaza, Tete, Nampula, Zambezia and Manica.
In addition to this, the majority of the clients are NGOs, whom purchase
Mozambican Scientific’s equipments as explained earlier.
In 2012 the company was awarded with the International Star for Quality in
Sweden.
1.6 Suppliers
Table 1- Suppliers
Origin: Company:
China  Lord
 Mind-ray
Japan  Arkray
Sweden  Hemocue
Spain  Selector
U.S.A  Radiometer
According to company personnel, China and Japan constitute the biggest
suppliers to Mozambique Scientific.
1
According to the company’s personnel, 90% of business is conducted with clinics, while the remaining 10% is

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Other suppliers include,
 Agilent/Chemtrix,
 CTKBiotech,
 Memmert
 Scharlau
 Labotec
1.8 List of Mozambique Scientific Products
Bio - Chemic (Humid - Semi Automatic):
Bio - Chemic (Dry- Automatic):
Spot -Chemic (Ringe / Cholesterol):
Centrifuge :
Hematology Analyzer:
 BC 2300-
 BC2800 -
Diagnostic Imaging System

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1.9 Composition of Sales2
Figure 3 - Composition of Sales
As seen from the above illustration, the major source of the company’s business
derives from the private sector which is 75%.
On the other hand, if we were to break down the Private sector in order to find
their major customers or clients we would observe that;
2
The figures mentioned above are rough estimates given by the company staff from the time of Mozambique
Scientific inception.
75%
5%
20%
Sales
Private Public NGO

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1.9.1 Composition of Sales to the Private sector
Figure 4- Composition of Sales to the Private Sector
As seen from the data, Clinics constitute 90% of Mozambique Scientific business,
leaving the remaining 10% being distributed among Universities, Industry and
Pharmaceutical Companies.
4%
2%
4%
90%94%
Private Sector
Universities Industry Pharmaceutical Clinics

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1.9.2 Composition of Sales to the Public Sector
Figure 5 - Composition of Sales to the Public Sector3
Mozambique Scientific sole client is the Ministry of Health. The Ministry buys
Mozambique Scientifics equipment; distributes the equipment among the
government institutions such as;
 Labs (veterinary and Agronomy)
 Technical Institutes (Medical Institutions)
In short, the Ministry of Health essentially operates as a gatekeeper, after
purchasing, it distributes to its institutions.
In Regard to the NGO’s, their customers can either be the Private and Public
sector.
In short the NGOs can either furnace private and public institutions through
donations.
3
By Public sector we mean schools, Hospitals, Technical Institutions and laboratories.
100%
Public Sector
Public

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However, to summarize the company’s sales pattern it isn’t linear, according to
the company’s marketing department, sales varies drastically;
According to them, the private sector, specifically Clinics is a regular client
buying constant quantities over a period of time.
However, in regards to the public sector and NGO, the buying behavior is a little
bit uncertain. This is because at times public and NGO abstain from buying up to
several months. On the other hand, when they do buy, it’s in volume, which
allows Mozambique Scientific to mitigate for the months that the public sector
and NGO’s didn’t purchase from them.

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Chapter 2 - Marketing
In regards to current marketing campaigns, the company predominantly
concentrates on;
 TV advertisements
 Newspaper (s)
The company strategically focused on these two types of medium, to take
advantage of Mozambique relatively low rates of coverage of other media
stations.
With TVM, Mozambique’s national TV station which roughly covers roughly 40-
50% of the national territory, the company ensures that the majority of the
population, hence, interested individuals viewing their advertisements4
.
Moreover, this wasn’t a direct advertisement by the company; the advertisement
was done by their partner.
The other media that the company has utilized is newspaper(s), predominantly the
newspaper named Noticias. This newspaper has a greater coverage in comparison
to the TV stations present in the country.
However, recently their campaigns have decreased; hence, Mozambique
Scientific is depending solely on their current client base.
4
The percentage of TV coverage presented is rough government estimates.

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2.1 Segmentation
In regards to Segmentation, the company has the following STP strategy.
Its Segmentation Strategy is basically explained in the introductory phase of this
project, which basically is;
 Private
 Public
 NGOs
Thus, having the private sector as its primary market, this constitutes 75% percent
of their sales.
Furthermore, within the private sector Clinics being their biggest customers with
90% of their sales.
While the public constituting about 5% and the Ministry of Health being their
biggest costumer.
While, the NGOs constituting about 20% of its yearly sales volume.
2.2 Targeting
In regards, to their Targeting the company utilizes a series of exhibition to target
the 3 groups identified during the segmentation process. Furthermore, they have
three specific exhibitions to target the mentioned groups.

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2.2.1 Types of Exhibitions/ Trade Fares
Health Fare - a health fare/ show/exhibition to display the company’s products.
Commercial - This is Maputo largest fare, where companies of various sectors go
and display their goods and services to interested parties.
Technological – This is a fare to showpiece the latest development in equipment
in the field of medicine.
2.3 Positioning
In regards to positioning, according to Mozambique Scientific, the company puts
an emphasis on;
 Pricing
 Pitching (presentation)
Through Pricing, offers the most reasonable with an emphasis on staying
competitive.
Moreover, Mozambique Scientific differentiates itself on three parameters from
its competitors;
 Quality
 Durability
 Assistance

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In terms of quality, Mozambique Scientific selects the best possible suppliers they
include;
Table 2 - Consumables
Consumables
 Chemometer
 Wellworth
 Hospitech
 Biomedic
Table 3 - Equipment
Equipment
 THL
 Mobiserve
The brands/ companies mentioned above are the best in their respective fields,
which help Mozambique Scientific, sustain their growing reputation.
To some sort, Mozambique Scientific USP comes through the usage of these
world re-known suppliers and brands in the medical industry.
2.3.1 Durability
Since, the Suppliers utilize highly reputable suppliers, it only logical that their
products have reasonable warranties on their equipment; because of these
warranties, Mozambique Scientific has the confidence of the city’s largest clinics.

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2.3.2 Assistance
Although, their after sales service isn’t thoroughly developed, some efforts are
present; it’s reactive not proactive. At this moment, their impetus is mainly to sell
their equipment. By a reactive process, I mean that when there is a problem with
the equipment, the costumer calls and informs them of their difficulties.
There is no monthly inquiry about the equipments performance. In other words,
after sales is not yet prioritized.

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Chapter 3 - Human Resources
The HR department is managed by the administration. As mentioned in the in the
introductory phase Mozambique Scientific consists of 18 employees.
However, its Maputo office consists of about 10 employees5
.
3.1 Training
Moreover, in regards to training, although the administration is in charge, every
department is in charge of training in their respective department.
The technical department is in charge of the technical aspects of the business, this
is both internal and external.
3.1.1 Internal Training
By internal we mean, training of Mozambique Scientific own technicians, here,
the company has a chief technicians that trains other technicians in the art of using
the equipment that they supply.
3.1.2 External Training
However, by external training we mean training Mozambique Scientific Clients,
Such as doctors or technicians in the medical industry.
5
This is the number I have counted, their might more as some staff might be on leave or sick.

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After the equipment is purchased by a Mozambique Scientific client,
Mozambique Scientific will send out their technicians to train the client’s
technicians in the usage of the specific equipment.
3.1.2.1 Factors in implementing equipment
However, before implementing the equipment Mozambique Scientific will ensure
that certain conditions are met.
 Climate - Considering Mozambique temperature, the environment can’t be
too hot or humid. This could prove detrimental to the life expectancy of
the equipment. So Mozambique Scientific advises on optimal conditions
in order for the equipment to function properly.
 Power back - Mozambique Scientific will ensure that the client has
adequate power back capabilities. Furthermore, if the company has
problems with power fluctuations, the company could risks damaging the
equipment life expectancy. In addition to this, if the there are fluctuations
in electricity, the client risks in becoming unproductive as constant outage
in electricity will be present.
 Well equipped - their lab must be well equipped order for their systems to
complement each other,

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3.2. Marketing Training
The company predominantly conducts internal training this predominantly
consists of experience sharing in the form of;
 Meetings
 Discussions
On the other hand, according to the administration department employee turnover
and Absenteeism are virtually none existence.
Due to the company, being new, with few employees, employee grievances are
discussed more openly, hence become less likely to leave.
However, if an employee does miss it’s due to emergency, such as family issues,
sickness or due to force majeure.
3.2 Retention Policies
Mozambique Scientific is predominantly focused on the motivation and
improvement of Morale of its staff.
They include the following;
 Pay – Although the company is relatively small and growing, the company
tries to offer competitive and above the market compensations in order to
retain and attract potential candidates. Furthermore, the pay serves to
subsidize the cost of rising transportation especially for employees that on
the outskirts or satellite cities surrounding Maputo.

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 Fuel subsidy - Since Maputo is the capital of the country both being it the
financial and cultural capital, with Maputo City center being the CBD, the
living expense to commute to the CBD, is relatively high and distances
great. So the company subsidizes fuel for employees who own a vehicle.
 Environment - The Company ensures that associates have the best possible
surroundings; the company provides meals for its employees, in order to
prevent loss of time in commuting to a nearby restaurant and further; help
employees save money.
 Informal Structure- The relationship between the MD is very much
informal, the MD and owner mingles with employees. Furthermore, the
door of the owner, is always open, meaning that employees are free to
walk in when in doubt or in need of a specific information.
 Financial Assistance – The Company offers loans to its staff at 0% interest
rate at flexible payment dates, to help employees in meeting a particular
need.
In regards to keeping track of performance, this is not performed by the
administration; this is performed by the owner of the company. Unfortunately, the
criteria for tracking performance are unrevealed.

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Chapter 4 - Operations
4.1 Cycle time
Mozambique Scientific cycle time, we refer to the point where are the order is
taken to the time it is delivered to the customer/client.
In short, it is the time products remain in the company until it’s delivered.
However, according to the company staff cycle time vary greatly depending on
the location.
However, if the order is done in Maputo, the orders can be dispatched within 24
hours regardless of the location in Maputo.
If outside, Maputo city the orders can take longer due to;
 Type of product – as products maybe chemicals and a special type of
documentation is required so that the courier processes the package.
 The courier – at times the company is highly dependent on LAM, because
it is the Air freight carrier that operates in the country. So, if they don’t
operate, due to any sort of reason the package will be further delayed.
 Conditions of the Road – the state of the roads, if the roads are in goods
conditions, it’s more likely that the package will be delivered on time.

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 Stock levels - is a big factor, if the product is in stock, then product can be
delivered much faster. On contrary, if the item is not in stock, the
delivery time is much greater.
4.2 Inventory Control
In terms of inventory control, Mozambique scientific doesn’t utilize a dedicated
software, for controlling its stock.
Its procedure is basically semi-computerized, semi-computerized because, the
company utilizes Microsoft Excel with a combination of manual counting.
To be more specific, the company will manually count how much they have as
stock and then input it into excel. So every time is stock deducted or added (sold
or bought), a user needs to manually input the data.
4.2.1 Classification of Stock
The way Mozambique scientific classifies the stock, is basically by description.
This could be by;
 Chemicals
 Reactants
4.2.2 Storage
The consumables are stored cooled open glass fridges, which makes the products
visible from outside, before the door is opened.

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4.3 Inventory Problems
Since, its inception the company hasn’t faced major inventory problems such as;
 Theft
 Pilferage
However, a problem Mozambique Scientific has faced in the past is the problem
of removing expired products from its inventory.
The way, the company solved this problem, is by adopting a FIFO and LIFO
system.
To be more specific, Mozambique Scientific used a LIFO. When the company
buys a consumable, it dates the manufacturing date; then stores it according to it
(manufacturing date and year).
In other words, in stores the products in lots.
If a product happens to in stock with expiry date nearing, the company slashes its
prices or it gives it away, to a medical institution which is in need.

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4.4 Vendor Selection
The supplier selection is based on the following criteria;
 Brand
 Pricing
 Delivery Time
 Vendor relations
4.4.1 Brand
As explained in a previous chapter, the reputation of the supplier is of the outmost
importance, In some cases Brand, means quality, to put it in short, the better the
quality the more reputable the company.
This is an important aspect for Mozambique scientific as this is seen important to
their strategy, utilizing highly reputable brands in order to achieve competitive
advantage.
Furthermore, by using a combination of highly recognized brands and their best
products the company, Mozambique Scientific standing rises among local
businesses.
4.4.2 Pricing
Mozambique Scientific, procures, highly reputable vendors that offers particular
products at competitive pricing that fulfils a particular need.

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Mozambique Scientific does this by, operating as HMO or in other words
Gatekeeper, meaning that when an interested party makes an enquiry about
particular equipment(s), the company (Mozambique Scientific) will source that
particular equipment from a particular vendor and then sell it to the enquiring
party when the particular equipment arrives.
Mozambique Scientific skips intermediaries; thus keeping prices low, when
selling their products to local companies.
4.4.3 Delivery Time
From the time of enquiry to delivery can take up 6 months that is desired product
is a certain type of equipment such as the Biochemic (Automatic) or any other
equipment.
Chapter 5- Information Systems
In terms of centralized systems such as ERP, the company has none; the
company’s system is predominantly manual.
In other words, Mozambique Scientific operation is paper based. Anything ranging from product
sales to list of suppliers is recorded on paper.

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Chapter 6 - Recommendations
To start with, Since Mozambique Scientific is a relatively a new company; there
are certain areas that can still be improved the include areas such as;
6.1 - Company Structure
I believe that the structure is still not defined; I’m talking about the positions
below the managing director. Through my observation, I felt that information
was too centralized and that when certain information regarding a aspect by the
business to a staff member, they didn’t have the answers and the questions were
pushed down to another staff member and in the hope they come up with answers.
In order to fix the mentioned problem, I would recommend a combination of
training and decentralization.
Furthermore, I believe employees situated on the upper level of the hierarchy are
knowledgeable on the businesses traits. However, employees situated in the lower
levels don’t fully have the information on what the business does.
I believe by having a company orientation to new employees and having more
frequent meetings, so that all employees can stay updated would be beneficial to
company reduce information asymmetry.
Moreover, I believe that the company should clearly define the reasonability of
certain employees as at times I observed that some employees are not clear on the
their role and other staff members.

32. 32
6.2- Training
I believe the company should adopt a more holistic and professional approach to
training. The training programs I have observed aren’t sufficient to sustain,
Mozambique Scientific in the long-run.
Although, some OAS are being utilized, I believe that a comprehensive training
should be given to utilize packages such as excel who useful in analysis, with the
package the company can categorize the vendors, clients, perform calculations
such as margins, forecast, analyze trends (the best selling products and least
selling products) etc.
This will help the employees save time and increase their productivity
6.3 – ERP
In addition to this, along adopting OAS packages, the company would also benefit
an ERP system. The reason why I suggest this, it’s due my observation of the staff
having difficulties in pooling information when required. Furthermore, their
traditional way of doing things, usually is when a prospect or interested calls to
enquiry about a particular product, this usually involves letting the costumer wait,
while another goes to the inventory room and check if the particular product in
stock, this can take up to 7 minutes6
.
With an ERP, a staff member could just input the enquired subject into the ERP
system, while keeping the waiting for to the client to a minimum, which could be
seconds.
6
The 7-8 minutes mentioned was a rough estimate. I’m not implying it usually takes 7-8 minutes to get back to the
costumer, but on that instance it did.

33. 33
Hence, the company will reduce waste such as unnecessary movement and
waiting time7
.
6.4 –Marketing
The most crucial part of the company, from what information I got from the staff,
I believe that their marketing strategy to be very vague. By vague, I mean not
clearly defined except for their segmentation.
However, the Targeting and Positioning is still lagging behind. Nonetheless, the
targeting strategy in comparison to the positioning is still much better defined8
.
In order to bridge the gap, the company should do a more in depth analysis of
their;
 Competitors
 Costumers
My belief is that the company still adopts a selling approach and instead of a
customer centric and belief that the company is suffering from myopia, they
assume that since they sell specialized equipment, costumer will keep buying
from them.
Furthermore, the company should also analyze their competitors with a thorough
SWOT analysis followed by a strategic canvas to map their capabilities with
others, in order to determine why clients prefer them over the competitors or vice
versa.
7
By unnecessary movement, I mean walking down to the inventory room and back up; by waiting time, I mean,
the duration the customer waits on the line, until the staff replies to particular inquiry.
8
Mozambique Scientific focuses on Niches, providing a few specialized equipments.

34. 34
6.4.1 – Potential Improvements
The company should do more personal selling going to more businesses or
institutions that might require their products, instead of waiting to potential
customers to come to them, in short the company should be more proactive.
Create brochures
The company should create brochures (E- brochure) in order to raise visibility of
their company and offer it in public events
Website
Although, their website is up and running I recommend them to remove the names
of their suppliers and links because of the following reasons:
 A competitor might copy the same equipment and other product that
Mozambique Scientific has, just looking at the supplier.
 A potential customer might bypass Mozambique Scientific and deal
directly with the supplier and hence, potentially causing a lost sale to the
company.
After Sales
Mozambique Scientific should put an emphasis on After Sales, not only
concentrate of selling their products; the purpose of the after sales is creating a
relationship with the costumer, which would help Mozambique Scientific in the
long-run.

35. 35
Social Media Presence
One beneficial suggestion for Mozambique Scientific, the company to join a
Social Network such as linked in. There company could like minded companies
and see what they are up.
Furthermore, Mozambique Scientific could create a following of only interested
buyers. The advantage of LinkedIn would be that it only targets professional or
companies in their respective field; hence, create a following.
Unlike other SNS such as Facebook, Facebook is usually more strenuous in
filtering interested parties, unless Mozambique Scientific engages in Facebook
marketing.
Conclusion
To conclude, Mozambique Scientific is probably the most innovate and unique in
terms of product offerings, as the market that they operate in is currently
unexplored. To some extent the company has a type of first-mover advantage over
other companies in a similar industry.
Nonetheless, from an operational aspect, the company has great potential for
improvement especially in terms of;
Organizational structure, in which roles, information flow and responsibilities
could be more defined.
The company should be more thorough in terms of analysis; they should know
how much of a particular product they should, when, to whom and which sector.

36. 36
With this information the company can create a database with all the profiles of
the costumers and determine certain factors as to why sales has increased or
increase during a particular month or year; thus, individually customize their
marketing and create a long-term relationship (CRM).

37. 37
Bibliography
Chauque, A. (2014, 7 20). Administration & Finance. (H. Coroa, Interviewer)
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