Today’s Plan Process (Sep 17 th  )  <ul><li>10 -11.15 pm  :  Marketing mix -7’P strategy  </li></ul><ul><li>11.30 pm -1.00...
Company selection- Product/Service <ul><li>Product : </li></ul><ul><li>Retail –supermarket/ clothing shops </li></ul><ul><...
Service <ul><li>Airlines </li></ul><ul><li>Education/Professional </li></ul><ul><li>Online service providers-Amazen. com <...
Marketing Plan( core part)  <ul><li>Executive summary </li></ul><ul><li>Introduction –Company background: Brief </li></ul>...
Setting objectives-Marketing /Corporate <ul><li>Corporate : </li></ul><ul><li>Increase the ROI by 5% </li></ul><ul><li>Inc...
Marketing strategy  <ul><li>To plan the marketing strategy need to define the target market –STP and SCA. </li></ul><ul><l...
Ansoff  matrix
BCG Matrix
BCG in –clothing business -next <ul><li>Stars:  Embellished Jeans and Premium Jeans. </li></ul><ul><li>Both these newer li...
GE Matrix <ul><li>Cash Cows:  Core Jeans, Contemporary Jeans, Summer Crops, Belted Jeans, Slouch Jeans & Utility Jeans.The...
Porter’s generic strategy x Cost leader  Focus  Differentiator
GE Matrix
Porter’s 5 forces
Service strategy   <ul><li>Elements of service : intangibility / permissibility / inseparatability/ can not own /can not s...
Marketing tactics -Using 7’P  <ul><li>Product  : core /improved/augmented  </li></ul><ul><li>Place  :intensive / selective...
Implementation  <ul><ul><li>Action plan  </li></ul></ul><ul><ul><li>Budget setting (4 methods)  </li></ul></ul>
Control  <ul><li>Balance score card </li></ul><ul><li>KPI’s measures </li></ul><ul><li>Marketing plan evaluation methods <...
Elective2 - MP  task 2 answer plan: ( branding and NPD)   <ul><li>Put the NPD process and explain each steps how it's work...
<ul><li>Importance of branding in NPD (use  brand building block model )- theory  </li></ul><ul><li>Brand strategies-multi...
<ul><li>Branding implications for the selected company's marketing mix decisions (how the 7P 's can be used for effective ...
<ul><li>How to maintain and manage the brands effectively  </li></ul><ul><li>Write as group </li></ul>
<ul><li>Newsletter for internal audience about the NPD and branding     </li></ul><ul><li>Write as group </li></ul>
MP  task 3 answer plan:  (Budget airline) <ul><li>Growth of the budget airline industry -    </li></ul><ul><li>Write  in b...
Three macro and micro environmental issues - 3 macro and 3 micro (put in bullet points)   <ul><li>Marco Environment:Is def...
<ul><li>Economic </li></ul><ul><li>Selected country’s economy is in the recovery stage, with inflation and interest rates ...
<ul><li>Socio-cultural </li></ul><ul><li>National pride is on the rise, families are becoming smaller than they used to be...
<ul><li>The Business </li></ul><ul><li>This is made up of the company’s internal environment, corporate goals, values and ...
<ul><li>Micro Environment </li></ul><ul><li>The micro environment, is defined by Dibbs et al as being “made up of the more...
<ul><li>Suppliers </li></ul><ul><li>These are the people who provide goods and services essential for the production of th...
<ul><li>Buyers </li></ul><ul><li>Customers are the focal point of the marketing concept and thus their needs should be ana...
<ul><li>Competitors </li></ul><ul><li>Not only must new entrants be monitored but also substitute products. These could ve...
Key sources of information to do the marketing audit (put in bullet points) <ul><li>The marketing audit should cover... </...
<ul><li>Internal Audit tools : </li></ul><ul><li>Annual report </li></ul><ul><li>Sales Performance report </li></ul><ul><l...
<ul><li>External Audit </li></ul><ul><li>Central Bank report  </li></ul><ul><li>Directories </li></ul><ul><li>Trade Journa...
<ul><li>How airline can use STP to segment their customers   </li></ul><ul><li>Define what is STP  </li></ul><ul><li>Segme...
Perception Map- explain in bullet points
<ul><li>How the pricing (marketing mix element) can be use in Airline industry -show with example    </li></ul><ul><li>Exp...
<ul><li>Pricing mix strategies: </li></ul><ul><li>Product-line pricing - setting price steps between products in a product...
Setting price example  <ul><li>For airline industry </li></ul>
MP  task 4 answer plan:  (Internal marketing audit ) <ul><li>An assessment of the  selected company's internal marketing e...
Internal Environment    The final and most important stage of the audit is the internal analysis.  According to Drummond a...
 
<ul><li>Shared values </li></ul><ul><li>Employees share the same values and these act as Values act as an organisation's c...
<ul><li>Skills and staff </li></ul><ul><li>Training and Development - ensuring people know how to do their jobs and stay u...
<ul><li>Appraisal of 2 techniques that can be use in the internal environment - Balance score card / Value chain  </li></u...
Value chain
<ul><li>Explaining the concept of the 'planning gap’ </li></ul><ul><li>Define what is gap analysis  </li></ul><ul><li>Expl...
Discussion of the 'impact of  gap analysis '  on operational marketing decision in your selected company <ul><li>Ansoff’s ...
<ul><li>Market Development </li></ul><ul><li>With this strategy the company would aim to increase market share by selling ...
<ul><li>Diversification: </li></ul><ul><li>This involves moving beyond existing area of operation and actively seeking inv...
<ul><li>Retaining customers through </li></ul><ul><ul><li>Key account management </li></ul></ul><ul><ul><li>Reducing staff...
<ul><li>Appendix’s: </li></ul><ul><li>Company profile </li></ul><ul><li>Success history  </li></ul><ul><li>Product/service...
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Marketing Planning

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Marketing Planning

  1. 1. Today’s Plan Process (Sep 17 th ) <ul><li>10 -11.15 pm : Marketing mix -7’P strategy </li></ul><ul><li>11.30 pm -1.00- pm : Assignment discussion –core part /elective 2 </li></ul><ul><li>1.00- 2.00 pm : Lunch </li></ul><ul><li>2.00 – 4.00 pm : elective 3 &4 </li></ul><ul><li>4.00 -5.00 pm : Question time </li></ul>
  2. 2. Company selection- Product/Service <ul><li>Product : </li></ul><ul><li>Retail –supermarket/ clothing shops </li></ul><ul><li>FMCG companies –Nestle /Unilever/Cadburry/Glaxosmith/Oreal /J&J </li></ul><ul><li>Fast food –Mac /Subway /Starbucks coffee </li></ul><ul><li>Electric /computer manufactures –LG /Dell </li></ul><ul><li>Property business </li></ul>
  3. 3. Service <ul><li>Airlines </li></ul><ul><li>Education/Professional </li></ul><ul><li>Online service providers-Amazen. com </li></ul><ul><li>Banks </li></ul><ul><li>Consultant/Financial service </li></ul><ul><li>Construction </li></ul>
  4. 4. Marketing Plan( core part) <ul><li>Executive summary </li></ul><ul><li>Introduction –Company background: Brief </li></ul><ul><li>Marketing audit </li></ul><ul><li>Macro analysis – SWOT/ PESTLE </li></ul><ul><li>Micro analysis –SPICC/Porter’s 5 forces </li></ul><ul><li>Internal Analysis - 7 S frame work/Resources and Capabilities </li></ul><ul><li>Gap analysis –(finance gap) </li></ul>
  5. 5. Setting objectives-Marketing /Corporate <ul><li>Corporate : </li></ul><ul><li>Increase the ROI by 5% </li></ul><ul><li>Increase the share price by 2% </li></ul><ul><li>Marketing: </li></ul><ul><li>Increase the customer count by 3% end of Dec 2007 </li></ul><ul><li>Increase the market share by 3-4% </li></ul><ul><li>Increase the sales revenue by 4% </li></ul>
  6. 6. Marketing strategy <ul><li>To plan the marketing strategy need to define the target market –STP and SCA. </li></ul><ul><li>Marketing strategy models ; </li></ul><ul><li>Ansoff growth matrix </li></ul><ul><li>BCG matrix </li></ul><ul><li>GE matrix- </li></ul><ul><li>Porter’s generic strategy </li></ul><ul><li>Porter’s value chain </li></ul>
  7. 7. Ansoff matrix
  8. 8. BCG Matrix
  9. 9. BCG in –clothing business -next <ul><li>Stars: Embellished Jeans and Premium Jeans. </li></ul><ul><li>Both these newer lines are proving to be bestsellers, this is good news for Next, The Premium Jeans have proved to be a very successful trial of the market for Next, they are a higher priced (up to 60 pounds) jean and premium jean has commanded a high degree of branding to inform customers of its benefits, </li></ul><ul><li>Question Marks: Skinny Jeans. Many fashion styles are Question Marks, Skinny Jeans are a current trend, Next have much competition in Fast Fashion, as the market is saturated, and they do not offer the cheaper price. </li></ul>
  10. 10. GE Matrix <ul><li>Cash Cows: Core Jeans, Contemporary Jeans, Summer Crops, Belted Jeans, Slouch Jeans & Utility Jeans.These lines are normally all featured in weekly bestsellers, and are a ‘reliable bet’ for large buys, allowing economies of scale to be strong and command good cost prices. These styles tend to be similar from season to season, with slight design update to keep sales and customers interested. </li></ul><ul><li>Dogs: Classic Styles, Denim skirts, (Old Style) Embellished Jeans, Trinket Jeans & Lightweight Jeans.These lines are all poor sellers, and are continued by Next as they feel it is important to cater for this small market who want these products, (especially classic lines), and also for visual purposes in store, and in customers minds. </li></ul>
  11. 11. Porter’s generic strategy x Cost leader Focus Differentiator
  12. 12. GE Matrix
  13. 13. Porter’s 5 forces
  14. 14. Service strategy <ul><li>Elements of service : intangibility / permissibility / inseparatability/ can not own /can not store </li></ul><ul><li>Service quality model : SERVQUAL model –used to understand consumer expectations (tangible /reliability /responsiveness /assurance /empathy) </li></ul><ul><li>High service quality – extended marketing mix </li></ul><ul><li>Service market strategies – TM/RM/CRM </li></ul><ul><li>Service marketing principle – KAM (Pareto principle 20% - 80% policy (different loyalty schemes) </li></ul><ul><li>Service marketing activities – direct marketing/ direct mail campaign / building the database/ telemarketing /web technology </li></ul>
  15. 15. Marketing tactics -Using 7’P <ul><li>Product : core /improved/augmented </li></ul><ul><li>Place :intensive / selective /exclusive </li></ul><ul><li>Price : penetration / skimming strategy </li></ul><ul><li>Promotion : publicity /PR campaign </li></ul><ul><li>Physical evidence : service delivery /clean /logo /Design and comfort /Smart staff uniforms and name badges/Atmosphere /Give service delivery exceeded customer expectations. </li></ul><ul><li>Process : service delivered with quality and consistency – 24 hours open /keep the promise /Give easy payment options-online information /Have a good queuing system/implement clear procedures – focus on health & safety issues </li></ul><ul><li>People : brand loyalty / continues employee training /financial incentives and rewards/standardized customer service /internal company news letter </li></ul>
  16. 16. Implementation <ul><ul><li>Action plan </li></ul></ul><ul><ul><li>Budget setting (4 methods) </li></ul></ul>
  17. 17. Control <ul><li>Balance score card </li></ul><ul><li>KPI’s measures </li></ul><ul><li>Marketing plan evaluation methods </li></ul>
  18. 18. Elective2 - MP  task 2 answer plan: ( branding and NPD)   <ul><li>Put the NPD process and explain each steps how it's work for the selected company </li></ul>
  19. 19. <ul><li>Importance of branding in NPD (use  brand building block model )- theory </li></ul><ul><li>Brand strategies-multi-branding </li></ul><ul><li>Brand building- brand building block </li></ul><ul><li>Why brand in NPD – </li></ul><ul><li>For differentiation & recognition </li></ul><ul><li>To add value to a naked commodity </li></ul><ul><li>Easier to promote </li></ul><ul><li>Helps market segmentation </li></ul><ul><li>Can help boost share price </li></ul><ul><li>Easier to integrate - sales promotion, </li></ul><ul><li>Personal selling & packaging </li></ul><ul><li>Can help corporate image </li></ul>
  20. 20. <ul><li>Branding implications for the selected company's marketing mix decisions (how the 7P 's can be used for effective branding) </li></ul><ul><li>Product – core /expected/augmented/perception </li></ul><ul><li>Place – exclusive/intensive/selective </li></ul><ul><li>Price –Skimmimg/penetration/ pricing method </li></ul><ul><li>Promotion –Sales promo /Direct marketing/sponsorship/celebrity/personal selling/ advertising </li></ul><ul><li>People – continues employee training /financial incentives and rewards/standardized customer service /internal marketing-company news letter/ knowledge and trained staffs </li></ul><ul><li>Process - easy payment options-online, Information kiosks, oyster machines. Have a good ordering system/implement clear procedures – focus on health & safety issues </li></ul><ul><li>Physical evidence - Design and comfort /Smart staff uniforms and name badges/Atmosphere and design /Give service delivery exceeded customer expectations . </li></ul>
  21. 21. <ul><li>How to maintain and manage the brands effectively </li></ul><ul><li>Write as group </li></ul>
  22. 22. <ul><li>Newsletter for internal audience about the NPD and branding     </li></ul><ul><li>Write as group </li></ul>
  23. 23. MP  task 3 answer plan:  (Budget airline) <ul><li>Growth of the budget airline industry -   </li></ul><ul><li>Write in bullet points –Group wortk </li></ul>
  24. 24. Three macro and micro environmental issues - 3 macro and 3 micro (put in bullet points)   <ul><li>Marco Environment:Is defined by Dibbs et al (2000) as the “broader forces affecting all organisations in a market” Pg 59 they are political, economic, socio-cultural, technological, environmental and legal forces. </li></ul><ul><li>Political </li></ul><ul><li>Decisions in the political environment affect marketing decisions. This environment is made up laws, government agencies and pressure groups. The International Centre for Consumer Issues and Advocacy, (ICCIA) reveal that at present consumer protection laws are practically non-existent in a selected country can afford the company not to have a returns policy, but consumer pressure groups are building. How to resolve </li></ul><ul><li>Company should make arrangements to have facilities in place to deal with customer complaints/ pressure group issues </li></ul><ul><li>Getting tax benefits from government will help the company to compete even better with its competitors </li></ul>
  25. 25. <ul><li>Economic </li></ul><ul><li>Selected country’s economy is in the recovery stage, with inflation and interest rates consistently dropping over the last couple of years. Unemployment figures are also dropping, though not by much. An expectation of future employment and job security encourages consumers to spend. Total disposable income is on the rise and cost of labour is low in the agricultural sector. This level of growth in income has led to an increase in the demand for luxury products. The average age of reaching middle management is now 22.How to deal with this </li></ul><ul><li>Increase in disposable income means more people can afford and are willing to buy luxury brands, hence opportunities for new market segments </li></ul><ul><li>The avg age of reaching middle management is 22 –Most people travel . </li></ul>
  26. 26. <ul><li>Socio-cultural </li></ul><ul><li>National pride is on the rise, families are becoming smaller than they used to be averaging two kids per home; this means a lot more disposable income to spend. The population size of the 25 to 40 year old is on the decline. How to deal this </li></ul><ul><li>Older people may travel more than the younger generation </li></ul><ul><li>Single passenger segment </li></ul>
  27. 27. <ul><li>The Business </li></ul><ul><li>This is made up of the company’s internal environment, corporate goals, values and beliefs. The selected company’s organisational structure is more of the functional type with tasks grouped into the different departments depending on similar expertise. The departments include operations, personnel, finance and sales/marketing departments. </li></ul><ul><li>The company’s corporate objectives are to provide good service for better price and to retain the customer for long run. </li></ul><ul><li>Marketing department deprives the company of utilising its resources to satisfy its customers. </li></ul>
  28. 28. <ul><li>Micro Environment </li></ul><ul><li>The micro environment, is defined by Dibbs et al as being “made up of the more company-specific forces reflecting the nature of the business, its suppliers, marketing intermediaries, buyers, all types of competitors- direct, substitute and new entrant- and its publics”. </li></ul>
  29. 29. <ul><li>Suppliers </li></ul><ul><li>These are the people who provide goods and services essential for the production of the company’s products. Two main supplier for airline –Boeing /Airbus </li></ul><ul><li>Sourcing from 2 suppliers could potentially lead to the supplier having a better bargaining power </li></ul>
  30. 30. <ul><li>Buyers </li></ul><ul><li>Customers are the focal point of the marketing concept and thus their needs should be analysed and served on an ongoing basis. There has been increased demand in the last couple of months for cheaper price and frequent flights . </li></ul><ul><li>Build up a loyalty towards the brand </li></ul><ul><li>Database marketing </li></ul>
  31. 31. <ul><li>Competitors </li></ul><ul><li>Not only must new entrants be monitored but also substitute products. These could very much erode a company’s market share. </li></ul><ul><li>For airline direct competitors include multinational brands like local brands and all are competing on price. </li></ul><ul><li>Substitute products include other mode of transport </li></ul>
  32. 32. Key sources of information to do the marketing audit (put in bullet points) <ul><li>The marketing audit should cover... </li></ul><ul><li>􀂃 marketing environment </li></ul><ul><li>􀂃 marketing strategy </li></ul><ul><li>􀂃 marketing organization </li></ul><ul><li>􀂃 marketing systems </li></ul><ul><li>􀂃 marketing productivity </li></ul><ul><li>􀂃 marketing functions </li></ul>
  33. 33. <ul><li>Internal Audit tools : </li></ul><ul><li>Annual report </li></ul><ul><li>Sales Performance report </li></ul><ul><li>HR training manual </li></ul><ul><li>Financial performance report </li></ul><ul><li>Balance sheet /profit & loss account </li></ul>
  34. 34. <ul><li>External Audit </li></ul><ul><li>Central Bank report </li></ul><ul><li>Directories </li></ul><ul><li>Trade Journals </li></ul><ul><li>Magazines </li></ul><ul><li>Government reports </li></ul>
  35. 35. <ul><li>How airline can use STP to segment their customers   </li></ul><ul><li>Define what is STP </li></ul><ul><li>Segment the customer group by using the variables </li></ul><ul><li>Target the particular one segment </li></ul><ul><li>Position the airline by using the perception map –for the selected segment </li></ul>
  36. 36. Perception Map- explain in bullet points
  37. 37. <ul><li>How the pricing (marketing mix element) can be use in Airline industry -show with example   </li></ul><ul><li>Explain the importance of pricing mix : </li></ul><ul><li>Factors affecting pricing decision : </li></ul><ul><li>Internal factors - </li></ul><ul><li>Marketing objectives </li></ul><ul><li>Useage of other marketing mix elements </li></ul><ul><li>Costs </li></ul><ul><li>Organisation for pricing </li></ul><ul><li>External factors - </li></ul><ul><li>Nature of market &demand </li></ul><ul><li>Competition </li></ul><ul><li>Other environmental Factors- SLEPT </li></ul>
  38. 38. <ul><li>Pricing mix strategies: </li></ul><ul><li>Product-line pricing - setting price steps between products in a product line </li></ul><ul><li>Optional product pricing - accessory products sold with main product </li></ul><ul><li>Captive product pricing - product must be used with a main product </li></ul><ul><li>By-product pricing - products produced as part of the process involved in producing another product </li></ul><ul><li>Product-bundle pricing - combining several products and setting a discounted price </li></ul>
  39. 39. Setting price example <ul><li>For airline industry </li></ul>
  40. 40. MP  task 4 answer plan:  (Internal marketing audit ) <ul><li>An assessment of the  selected company's internal marketing environment - (internal marketing audit)  </li></ul>Corporate objectives (over 3 years) Divisional/Business unit objectives (over 3 years) Operational objectives (1-3 years)
  41. 41. Internal Environment The final and most important stage of the audit is the internal analysis. According to Drummond and Ensor (2001): <ul><li>‘ Before an organisation can begin to review its strategic options it has to evaluate the enterprises ... current and potential capabilities have to be identified and this can be achieved by evaluating the assets and competencies that make up the company’s resources. Once this has been done an organisation can begin to develop a competitive position that matches organisational capabilities to the needs of the consumers in market sectors identified… ‘ </li></ul>
  42. 43. <ul><li>Shared values </li></ul><ul><li>Employees share the same values and these act as Values act as an organisation's conscience, providing guidance in times of crisis. Legal and General have a value system which is communicate din the extranet. </li></ul><ul><li>Style </li></ul><ul><li>Style refers to the employees shared and common way of thinking and behaving, unwritten norms of behaviour and thought. Organisational Culture - The culture within Legal & General is very professional, yet there is also an emphasis on community responsibility. There are numerous ‘dress down’ days and opportunities for people to get involved in the company and the community by participating in charity fun runs and charity events. </li></ul><ul><li>Structure; </li></ul><ul><li>The policies and procedures which govern the way in which the organisation acts within itself and within its environment. L&G has a hierarchical structure – this impacts the business, customers and the employees. </li></ul>
  43. 44. <ul><li>Skills and staff </li></ul><ul><li>Training and Development - ensuring people know how to do their jobs and stay up to date with the latest techniques. </li></ul><ul><li>Staff means that the company has hired able people, trained them well and assigned them to the right jobs. All staff attend training workshops these training sessions provide L&G staff with the skills to do their job to carry out the companies strategy. </li></ul><ul><li>Systems </li></ul><ul><li>The decision making systems within the organisation can range from management intuition, to structured computer systems to complex expert systems and artificial intelligence. At L&G it includes </li></ul><ul><li>Operational Systems - these are company wide – such as the new business system or the literature processing system. These systems ease the processes for employees, taking away confusion from processes and increasing efficiency due to the pre population of some forms and documents and ample information. </li></ul><ul><li>Strategy </li></ul><ul><li>The integrated vision and direction of the company, as well as the manner in which it derives, articulates, communicates and implements that vision and direction. The strategy development processes at Legal & General are particular to each channel and area, for Direct Marketing the strategy is developed by senior marketing who are constrained by the budget set by finance senior management. </li></ul>
  44. 45. <ul><li>Appraisal of 2 techniques that can be use in the internal environment - Balance score card / Value chain </li></ul><ul><li>Balance score card : </li></ul>
  45. 46. Value chain
  46. 47. <ul><li>Explaining the concept of the 'planning gap’ </li></ul><ul><li>Define what is gap analysis </li></ul><ul><li>Explain the 4 gaps </li></ul><ul><li>Operational </li></ul><ul><li>Financial </li></ul><ul><li>Production </li></ul><ul><li>Integrative </li></ul>'  .
  47. 48. Discussion of the 'impact of  gap analysis '  on operational marketing decision in your selected company <ul><li>Ansoff’s growth matrix below considers four different combinations of products and markets; each different combination can be used to formulate a growth strategy. </li></ul><ul><li>Market Penetration </li></ul><ul><li>The selected company currently uses this strategy to increase sales of existing products to existing markets which dictates the marketing mix as competitive pricing and sales promotions are used to achieve this. Persuading existing customers to buy existing products is low risk, however it can be limiting in terms of potential as the market is becoming increasingly saturated. Competitive intensity is therefore high and customers have many more options. </li></ul>
  48. 49. <ul><li>Market Development </li></ul><ul><li>With this strategy the company would aim to increase market share by selling existing products to new markets. Products can be sold in different geographic regions or to new market segments to achieve this. ‘An aggressive marketing drive, via factors such as competitive pricing, sales promotion or advertising’ can be used to win customers over from the competition. Again this strategy is fairly low risk; however it is timely as it takes a long time to build customer loyalty and trust. </li></ul><ul><li>Product Development </li></ul><ul><li>This involves revamping and update products for existing markets. It is essential that organisation maintain a balanced product portfolio between new and existing products in order that they move with the times and meet customers increasingly challenging expectations. The high investment required, can put a financial strain on the company especially if the strategy is not successful, hence the greater risk. </li></ul>
  49. 50. <ul><li>Diversification: </li></ul><ul><li>This involves moving beyond existing area of operation and actively seeking involvement in unfamiliar activities’ ,This can be related to completely unrelated products. Unrelated diversification poses the greater risk. Although potentially very profitable, high investment is required here and the threat of new entrants is also high. </li></ul>
  50. 51. <ul><li>Retaining customers through </li></ul><ul><ul><li>Key account management </li></ul></ul><ul><ul><li>Reducing staff churn </li></ul></ul><ul><ul><li>Improving customer database to facilitate customised promotions </li></ul></ul><ul><ul><li>Offering free trialling of products </li></ul></ul><ul><ul><li>Improving the value through supply chain </li></ul></ul><ul><ul><li>Reducing involvement with products that can be easily copied by competitors </li></ul></ul>
  51. 52. <ul><li>Appendix’s: </li></ul><ul><li>Company profile </li></ul><ul><li>Success history </li></ul><ul><li>Product/services </li></ul><ul><li>Markets operates </li></ul><ul><li>Sales from each sub business units </li></ul>

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