Note 1

FINANCIAL SCENARIOS DATA

The Reports contain the following Financial Scenario forecasts for two time series:- years up to 2045

F0B : BASE FORECAST : BEST MARKET SCENARIO
F0M : BASE FORECAST : MEDIAN MARKET SCENARIO
F0W : BASE FORECAST : WORST MARKET SCENARIO
F01 : MARKETING EXPENDITURE
F02 : NEW PRODUCT DEVELOPMENT
F03 : MARKET SEGMENTATION
F04 : NEW PLANT + EQUIPMENT INVESTMENT
F05 : NEW TECHNOLOGY INVESTMENT
F06 : DISTRIBUTION CHANNEL IMPROVEMENT
F07 : COST STRUCTURE IMPROVEMENT
F08 : SHORT-TERM PRICE CUTTING EFFECT
F09 : SHORT-TERM PRICE INCREASE EFFECT
F10 : QUALITY IMPROVEMENT
F11 : EXPORT SALES IMPROVEMENT
F12 : PERSONNEL + STAFF IMPROVEMENT
F13 : MARKETING EXPENDITURE INCREASE : + 2%
F14 : MARKETING EXPENDITURE INCREASE : + 4%
F15 : MARKETING EXPENDITURE INCREASE : + 6%
F16 : MARKETING EXPENDITURE INCREASE : + 8%
F17 : MARKETING EXPENDITURE INCREASE : +10%
F18 : MARKETING EXPENDITURE INCREASE : +12%
F19 : MARKETING EXPENDITURE DECREASE : - 2%
F20 : MARKETING EXPENDITURE DECREASE : - 4%
F21 : MARKETING EXPENDITURE DECREASE : - 6%
F22 : MARKETING EXPENDITURE DECREASE : - 8%
F23 : MARKETING EXPENDITURE DECREASE : -10%
F24 : MARKETING EXPENDITURE DECREASE : -12%
F25 : FIXED MARKETING COST OBJECTIVES
F26 : VARIABLE MARKETING COST OBJECTIVES
F27 : MARKETING PROCESS COST OBJECTIVES
F28 : DISTRIBUTION & PRODUCT DELIVERY COSTS
F29 : ADMINISTRATIVE & GENERAL EXPENSES
F30 : SELLING COST OBJECTIVES
F31 : ADVERTISING COST OBJECTIVES
F32 : PROMOTIONAL & PRICING COST OBJECTIVES
F33 : RESEARCH & PRODUCT COST OBJECTIVES
F34 : MARKET SHARE BUILDING OBJECTIVES
F35 : MARKET SHARE HOLDING OBJECTIVES
F36 : MARKET SHARE HARVESTING OBJECTIVES
F37 : SALES COST IMPROVEMENT
F38 : LONG-TERM PRODUCT PRICE CUTTING
F39 : LONG-TERM PRODUCT PRICE INCREASE
F40 : PROMOTIONAL EXPENDITURE
F41 : TARGET MARKETS DEVELOPMENT
F42 : ORDER TAKING IMPROVEMENTS
F43 : PRODUCT POSITIONING
F44 : PRODUCT BRANDING + MULTI-BRANDING
F45 : CUSTOMER / ORDER PROCESSING SYSTEMS
F46 : SYSTEMS INVESTMENT
F47 : OVERSEAS DEVELOPMENT
F48 : SALES PERSONNEL + STAFF IMPROVEMENT
F49 : MATERIALS & ENERGY COST SCENARIOS
F50 : PAYROLL & STAFF COST SCENARIOS
F51 : ADMINISTRATION COST SCENARIOS
F52 : CAPITAL COST SCENARIOS
F53 : PLANT & EQUIPMENT COST SCENARIOS
F54 : SALES & MARKETING COST SCENARIOS
F55 : NEW PRODUCT & NEW TECHNOLOGY COST
F56 : DEPRECIATION & CAPITALIZATION SCENARIOS
F57 : SHORT TERM BORROWING SCENARIOS
F58 : LONG TERM FINANCIAL SCENARIOS
F59 : FINANCIAL & DEBT SERVICING COST SCENARIOS
F60 : TRADING & OPERATING MARGINS & PROFITABILITY
F61 : PROFIT IMPACT: MATERIALS COST REDUCTION
F62 : PROFIT IMPACT FROM PAYROLL COST REDUCTION
F63 : PROFIT IMPACT FROM PROCESS COST REDUCTION
F64 : PROFIT IMPACT: DISTRIBUTION COST REDUCTION
F65 : PROFIT: CUSTOMER HANDLING COST REDUCTION
F66 : CAPITAL INVEST: PROCESS PLANT & EQUIPMENT
F67 : CAPITAL INVESTMENTS OPTIONS: PREMISES
F68 : CAPITAL INVESTMENTS: DISTRIBUTION / HANDLING
F69 : CAP INVEST: CUSTOMER HANDLING SYSTEMS
F70 : PRODUCT COST IMPROVEMENTS
F71 : PRODUCT QUALITY IMPROVEMENT
F72 : CUSTOMER HANDLING IMPROVEMENTS
F73 : NEW EQUITY SCENARIOS
F74 : BANK BORROWING: BASE SCENARIOS
F75 : BANK BORROWING: 3% INFLATION SCENARIOS
F76 : BANK BORROWING: 6% INFLATION SCENARIOS
F77 : BANK BORROWING: 9% INFLATION SCENARIOS
F78 : BOND / DEBENTURES SCENARIOS
F79 : ASSET SALES: 5% OF ASSETS SCENARIOS
F80 : ASSET SALES: 10% OF ASSETS SCENARIOS
F81 : ASSET SALES: 25% OF ASSETS SCENARIOS
F82 : SELF GENERATED FUNDS: WORST SCENARIOS
F83 : SELF GENERATED FUNDS: BEST SCENARIOS
F84 : TRADING CREDIT & MARGIN REDUCTIONS
F85 : NEW CAPITAL SCENARIOS
F86 : SHORT-TERM LOAN: BASE SCENARIOS
F87 : SHORT-TERM LOAN: 3% INFLATION SCENARIOS
F88 : SHORT-TERM LOAN: 6% INFLATION SCENARIOS
F89 : SHORT-TERM LOAN: 9% INFLATION SCENARIOS
F90 : LONG-TERM LOAN SCENARIOS
F91 : ASSET SALES: 5% OF ASSETS SCENARIOS
F92 : ASSET SALES: 10% OF ASSETS SCENARIOS
F93 : ASSET SALES: 25% OF ASSETS SCENARIOS
F94 : PROFIT IMPROVEMENTS: WORST SCENARIOS
F95 : PROFIT IMPROVEMENTS: BEST SCENARIOS
F96 : CREDIT EXTENSION & COST REDUCTIONS

ITEMS COVERED

Each of the above Financial Scenarios cover the following Balance Sheet and Costs items for the years up to 2045:-

BALANCE SHEET

Total Sales
Domestic Sales
Exports
Pre-tax Profit
Interest Paid
Non-trading Income
Operating Profit
Depreciation
Trading Profit
Fixed Assets
Intangible Assets
Intermediate Assets
Total Fixed Assets
Stocks
Debtors
Miscellaneous Current Assets
Total Current Assets
Total Assets
Creditors
Short Term Loans
Misc Current Liabilities
Total Current Liabilities
Net Assets
Shareholders Funds
Long Term Loans
Misc Long Term Liabilities
Capital Employed
Directors' Remuneration
Employees' Remuneration
Total Employees

COSTS

Input Supplies / Materials and Energy Costs
Payroll Costs
Total Operational & Process Costs
Sales Personnel Variable & Commission Costs
Sales Expenses and Costs
Sales Materials Costs
Total Sales Costs
Distribution Fixed Costs
Distribution Variable Costs
Warehousing Fixed Costs
Warehousing Variable Costs
Physical Handling Fixed Costs
Physical. Handling Variable Costs
Physical Process Fixed Costs
Physical Process Variable Costs
Total Distribution and Handling Costs
Mailing & Correspondence Costs
Media Advertising Costs
Advertising Materials & Print
POS & Display Costs
Exhibition & Events Costs
Total Advertising Costs
Product Returns & Rejection Costs
Product Installation & Re-Installation Costs
Product Breakdown & Post Installation Costs
Product Systems & Configuration Costs
Product Service & Maintenance Costs
Customer Problem Solving & Complaint Costs
Total After-Sales Costs
Total Marketing Costs
Total Operational Costs
New Technology Expenditure
New Production Technology Expenditure
Research and Development Expenditure
Capital Expenditure on Plant and Equipment
Capital Expenditure on Structures
Capital Expenditure on Misc. Items
Total Capital Expenditure
Finished Product Stocks
Work in Progress as Stocks
Materials as Stocks
Consumables + Supplies as Stock
Debtors within Agreed Terms
Debtors Outside Agreed Terms
Un-recoverable Debts

MARGINS + RATIOS

Return on Capital
Return on Assets
Return on Shareholders' Funds
Pre-tax Profit Margins
Operating Profit Margin
Trading Profit Margin
Return on Investment
Assets Utilization ( Sales to Total Assets )
Sales Ratio of Fixed Assets
Stock Turnover ( Sales : ratio of Stocks )
Credit Period
Creditors' Ratio (Creditors : Sales x 365 days)
Default Debtors given (Ratio of Total Debtors
Un-Recoverable Debts (Ratio of Total Debts
Working Capital / Sales
Materials & Energy Costs as a % of Sales
Added Value
Investment as a Ratio of Added Value
Value of Plant & Equipment as a % of Sales
Vertical Integration (Value Added % of Sales)
Research & Development Investment % Sales
Capital Expenditure Investment % Sales
Marketing Costs % of Sales
Current Ratio (Current Assets : Current Liabilities)
Quick Ratio
Borrowing Ratio (Total Debt : Net Worth)
Equity Ratio (Shareholders Funds : Liabilities)
Income Gearing
Total Debt as a ratio of Working Capital
Debt Gearing Ratio (Long Term Loans : Net Worth)
Average Remuneration (full and part time)
Profit per Employee
Sales per Employee
Remuneration / Sales
Fixed Assets per Employee
Capital Employed per Employee
Total Assets per Employee
Value of Average Investment per Employee
Value Added per Employee
Materials & Energy Costs as a % of Sales
Payroll Costs as a % of Sales
Payroll as a Ratio to Materials
Variable Costs % of Sales
Fixed Costs as a % of Sales
Fixed Costs as a Ratio of Variable Costs
Distribution Costs % of Sales
Warehousing Costs % Sales
Physical Costs as a % of Sales
Fixed as a Ratio of Variable Distribution Costs
Fixed as a Ratio of Variable Warehousing Costs
Fixed as a Ratio of Variable Physical Costs
Fixed as a Ratio of Variable Total Distribution & Handling Costs
Product Returns & Rejections Costs % of Sales
Product Installation & Associated Costs as a % of Sales
Product Breakdown & Associated Costs as a % of Sales
Product Systems & Associated Costs as a % of Sales
Product Service & Associated Costs % of Sales
Customer Complaint & Ass. Costs % of Sales
Stock Work in Progress & Materials : Ratio of Finished Products
Stock Materials as a Ratio of Work in Progress
Un-recoverable Debts as a Ratio of Total Debt
Un-recoverable Debts as a Ratio of Debts Within Terms
Total Sales Costs % of Sales
Total Distribution & Handling Costs % of Sales
Total Advertising Costs as a % of Sales
Total After-Sales Costs as a % of Sales
Customer Compensation Costs % of Sales
Total Variable Marketing Costs % of Sales
Total Fixed Marketing Costs as a % of Sales
Total Fixed Marketing Costs Ratio of Variable Marketing Costs
Variable Sales Personnel Costs as a Ratio of Marketing Costs
Variable Distribution & Handling Ratio of Marketing Costs
Variable Advertising Ratio of Marketing Costs
Variable After-Sales Ratio of Marketing Costs
Sales Personnel Variable Costs : of Sales
Sales Person Variable Costs Ratio of Debts
Sales Personnel Variable Costs Ratio of Un-Recoverable Debts
Exports as a % of Sales

Note 2

RETURN ON INVESTMENT

Cost Structure Improvement Scenarios
Price Cutting Scenarios
Price Increase Scenarios
Marketing Expenditure Scenarios
Market Segmentation Scenarios
Distribution Channel Scenarios
Product Quality Scenarios
New Product Investment Scenarios
New Plant + Equipment Investment Scenarios
New Technology Investment Scenarios
Overseas Development Scenarios
Personnel + Staff Improvement Scenarios

Note 3

BASE COMPANY DATA

KEY PERSONNEL: Chief Executive, Sales Director, Marketing Director, Export Director, Marketing Manager, Export Manager, Technical Director, Technical Manager, Chairman and other Directors. Mainline product / service, Product / services provided, Bankers, Year established, Current employees, Issued capital, Shareholders, Last published turnover, Subsidiaries, Associated companies, Companies represented, Agencies, Physical processing locations, Capital investment, Advertising expenditure, Advertising media, Advertising posture, Sales promotion activity, Method of selling, Distribution, Distribution network, Use of distribution channels.

 

VALUATION Asset Valuation (comparison of Published balance sheets -v- Derived figures) PUBLISHED HISTORIC FINANCIAL DATA. VALUATION ISSUES. Historic Balance Sheet, Historic Costs & Margins, Historic Financial Ratios & Margins, Historic Operational Ratios & Margins. DERIVED ASSET VALUATION. VALUATION METHODS. Earnings & P/E Ratios, Current Value, Net Asset Value, Return on Investment. DERIVED HISTORIC FINANCIAL DATA. DERIVED HISTORIC BALANCE SHEET. DERIVED HISTORIC COSTS & MARGINS. DERIVED HISTORIC FINANCIAL RATIOS & MARGINS. DERIVED HISTORIC OPERATIONAL RATIOS & MARGINS. PUBLISHED + DERIVED FORECASTS : to 2045 : Published Base Forecast : Best Market Scenario, Published Base Forecast : Median Market Scenario, Published Base Forecast : Worst Market Scenario, Derived Base Forecast : Best Market Scenario, Derived Base Forecast : Median Market Scenario, Derived Base Forecast : Worst Market Scenario. Asset Sales & Corporate Break-up Divisional + Product Rationalization & Break-up Geographic Rationalization & Break-up

Note 4

 

ADMINISTRATION + CUSTOMER HANDLING Administration & Customer Handling Objectives and Analysis Administration objectives. Administration functions. Personnel + staff performance. Human relations. Selection. Training. Staff selection + training efficiency. Direction. Incentives. Loyalty. Achievement. Leadership / organisation. Customer handling. Operating procedures + systems. Order handling. Order progress. Order delivery. After-sales rating. Organisation decisions. Communications + objectives. Administration communication. Administration controls. Security + product protection. Quality control procedures. Accounting practices & procedures. Order taking + procedures. Order delivery + contract performance. After-sales services + procedures. Legal conditions + terms of business. Historic financial data for administration + customer handling issues. Administration + customer handling balance sheet forecasts : to 2045.

 

PERSONNEL MANAGEMENT Personnel and Staff Management Analysis & Evaluation MANAGEMENT OBJECTIVES, 1. Management direction, 2. Management levels, 3. Manager objectives, 4. Manager control, 5. Management control measurement, 6. Management procedures, 7. Management ethic, 8. Management tasks, 9. Manager responsibilities, 10. Management delegation, 11. Management channels. MANAGEMENT RATINGS: SUPERVISORY / BOARDROOM MANAGEMENT, Direction & Delegation Rating, Management Levels & Degree of Responsibility, Management Planning & Procedures, Manager Control & Monitoring, Manager Performance & Efficiency, Operations, Markets + Trade Cell, Products, Competitors. EXECUTIVE SUPERVISORY TEAM, Direction & Delegation Rating, Management Levels & Degree of Responsibility, Management Planning & Procedures, Manager Control & Monitoring, Manager Performance & Efficiency, Operations, Markets + Trade Cell, Products, Competitors. SENIOR MARKETING MANAGEMENT, Direction & Delegation Rating, Management Levels & Degree of Responsibility, Management Planning & Procedures, Manager Control & Monitoring, Manager Performance & Efficiency, Operations, Markets + Trade Cell, Products, Competitors. SENIOR PRODUCT + PROCESS MANAGEMENT, Direction & Delegation Rating, Management Levels & Degree of Responsibility, Management Planning & Procedures, Manager Control & Monitoring, Manager Performance & Efficiency, Operations, Markets + Trade Cell, Products, Competitors. SENIOR FINANCIAL MANAGEMENT, Direction & Delegation Rating, Management Levels & Degree of Responsibility, Management Planning & Procedures, Manager Control & Monitoring, Manager Performance & Efficiency, Operations, Markets + Trade Cell, Products, Competitors. SENIOR ADMINISTRATIVE MANAGEMENT, Direction & Delegation Rating, Management Levels & Degree of Responsibility, Management Planning & Procedures, Manager Control & Monitoring, Manager Performance & Efficiency, Operations, Markets + Trade Cell, Products, Competitors. MIDDLE SALES + MARKETING MANAGERS, Direction & Delegation Effectiveness, Supervisory Levels & Degree of Responsibility, Activity Planning & Procedures, Sub-ordinate Control & Monitoring, Sub-ordinate Performance & Efficiency, Operations, Markets + Trade Cell, Products, Competitors. MIDDLE SOURCING / PROCESS / DISTRIBUTION MANAGERS, Direction & Delegation Effectiveness, Supervisory Levels & Degree of Responsibility, Activity Planning & Procedures, Sub-ordinate Control & Monitoring, Sub-ordinate Performance & Efficiency, Operations, Markets + Trade Cell, Products, Competitors. MIDDLE FINANCIAL + ACCOUNTING MANAGERS, Direction & Delegation Effectiveness, Supervisory Levels & Degree of Responsibility, Activity Planning & Procedures, Sub-ordinate Control & Monitoring, Sub- ordinate Performance & Efficiency, Operations, Markets + Trade Cell, Products, Competitors. MIDDLE ADMINISTRATION + PERSONNEL MANAGERS, Direction & Delegation Effectiveness, Supervisory Levels & Degree of Responsibility, Activity Planning & Procedures, Sub-ordinate Control & Monitoring, Sub-ordinate Performance & Efficiency, Operations, Markets + Trade Cell, Products, Competitors. SALES + CUSTOMER SERVICE PERSONNEL, Direction & Supervision Effectiveness, Supervisory Effectiveness, Activity Planning, Activity Control & Monitoring, Activity Performance & Efficiency, Operations, Markets + Trade Cell, Products, Competitors. BUYING / PROCESS / DISTRIBUTION STAFF, Direction & Supervision Effectiveness, Supervisory Effectiveness, Activity Planning, Activity Control & Monitoring, Activity Performance & Efficiency, Operations, Markets + Trade Cell, Products, Competitors. CREDIT + ACCOUNTING STAFF, Direction & Supervision Effectiveness, Supervisory Effectiveness, Activity Planning, Activity Control & Monitoring, Activity Performance & Efficiency, Operations, Markets + Trade Cell, Products, Competitors. ADMINISTRATIVE + SECRETARIAL STAFF, Direction & Supervision Effectiveness, Supervisory Effectiveness, Activity Planning, Activity Control & Monitoring, Activity Performance & Efficiency, Operations, Markets + Trade Cell, Products, Competitors. HISTORIC FINANCIAL DATA FOR PERSONNEL MANAGEMENT ISSUES : Historic Balance Sheet, Historic Costs & Margins, Historic Financial Ratios & Margins, Historic Operational Ratios & Margins. PERSONNEL MANAGEMENT BASED FORECASTS : to 2045 : Base Forecast : Median Market Scenario, Personnel + Staff Improvement, Sales Personnel + Staff Improvement, Payroll & Staff Cost Scenarios, Administration Cost Scenarios, Profit Impact From Payroll Cost Reduction.

INDUSTRY COST STRUCTURE
     Payroll
     Materials
     Value added.
INVENTORY STRUCTURE
     Total inventory
     Finished products
     Work in progress
     Materials.
COSTS
     Payroll
          Salaries & Wages
          Fringe Benefits
          Commissions & Incentives
     Sub-Contractors
     General Expenses
     Cost of Materials
          Raw Materials
          Finished Products
          Power & Fuel
          Electricity
     Rent & Leases
          Rent of Buildings
          Rent of Vehicles / Machinery / Equipment
     Services Purchased
     Communications Costs
     Maintenance Costs
          Buildings
          Vehicles & Equipment
     Capital Expenditures
          Buildings
          Machinery & Equipment
          Vehicles
          Computers & Data Processing
          Miscellaneous

Note 5

MARKET SUMMARY DATA

The Market Summary section consists of a historic breakdown giving data for each year from 1997.
     by EACH COUNTRY / STATE / REGION
     by EACH PRODUCT Group and/or MARKET Sector
     by YEAR from 1997

MARKETING COSTS
Figures for the Products are given by EACH COUNTRY / STATE / REGION by YEAR to 2045:
Sales & selling costs;
Distribution / warehousing / handling / processing costs;
Advertising / promotional costs;
Total marketing costs

INDUSTRY INVESTMENT
New Technology Investments;
Production/Process Technology Investment;
Plant & Equipment in Use;
Plant & Equipment Investments.

INDUSTRY FINANCES
Return on Capital;
Return on Assets;
Return on Shareholders' Funds;
Pre-tax Profit Margins;
Operating Profit Margin;
Trading Profit Margin;
Assets Utilization;
Sales as a ratio of Fixed Assets;
Stock Turnover;
Credit Period;
Creditors' Ratio;
Working Capital/ Sales;
Current Ratio;
Quick Ratio;
Borrowing Ratio;
Equity Ratio;
Income Gearing;
Total Debt as a ratio of Working Capital;
Debt Gearing Ratio;
Average Remuneration;
Profit/ Employee;
Sales/ Employee;
Remuneration/ Sales;
Fixed Assets/ Employee;
Capital Employed/Employee;
Total Assets/Employee;
Exports as a % of Sales Materials and Energy Costs;
Payroll Costs;
Total Process Costs;

Sales Costs;
Distribution & Handling Costs;
Advertising Costs;
After-Sales Costs;
Total Marketing Costs;

Added Value.

INDUSTRY STRUCTURE
Concentrations;
Customer Base Profile;
Employment;
Cost Structures;
Inventory Structures;
Capital Expenditure Breakdowns;
Asset Structures.

Note 6

 

DISTRIBUTION + MARKETING CHANNELS Distribution & Marketing Channels Analysis and Evaluation Intermediaries + channel levels, product channels, channel flows, product function checklist, channel changes, distribution channel investment effect forecasts, vertical channel, horizontal channels, channel position, channel competition, marketing expenditure effect forecasts, channel design, channel objectives, channel characteristics, channel alternatives, channel evaluation, product channel evaluation, product channel adaptability, channel management, product channel management, channel modifications, historic financial data, distribution + marketing channels financial forecasts : to 2045.

DISTRIBUTION

DISTRIBUTION OF THE CUSTOMER BASE
This section provides a guide to the distribution of the Customer Base.

The data given represents a percentage of the total product value consumed in the various regions and districts of the countries covered. It should be remembered that these figures do not take central buying or in-house sales and distribution into account, but provides data which is based on the Surveys of Customers and where possible from data provided by the Surveys of Distribution Channels. The data given is of course primarily intended for use when planning sales and distribution coverage and for other promotional activity and to allow clients to formulate salesforce and distribution tactics whereby salesmen, distributors, service and distribution depots, after-sales services, et cetera, can be most effectively sited to ensure optimum coverage of the customer base. Readers should also consider the Distribution and the Key Service Cities when planning for sales and distribution coverage for products in the countries concerned.

DISTRIBUTION CHANNELS
The Surveys of Suppliers and Distributors reveal the geographic distribution channels for the products.

In countries where the Distribution Channels are radically at variance with the Distribution of the Customer Base, there are obviously logistic problems in the supply and servicing of the customers and this may represent an opportunity for companies entering that particular national market to provide superior service and thereby gain market share. It is thus possible to analyze the distribution of the Customer Base (being the Market) and the distribution of the existing suppliers in order to evaluate whether or not customers are receiving adequate service or product distribution.

DISTRIBUTION OF EMPLOYMENT
The following map gives the percentages of total employees involved in the product in each of the regions or districts of the countries covered. The data given covers manufacturing, production, marketing and distribution channel employees.

KEY SERVICE CITIES
Within each of the countries covered there are certain Key Service Cities which are vital to the distribution and servicing of the product. The following map gives these KEY SERVICE CITIES and these are ranked according to their relative importance in the country concerned. Any company wishing to enter the various national markets should consider the establishment of sales and distribution in relation to these KEY SERVICE CITIES as they reflect the potential regional market logistics for the product.

Note 7

MARKETING COSTS

Figures for the Products are given
          by EACH COUNTRY / STATE / REGION
           by YEAR to 2045

MARKETING COSTS BY YEAR to 2045:
Sales & selling costs;
Sales & selling costs : During product launch;
Distribution / warehousing / handling / processing costs;
Distribution / warehousing / handling / processing costs : during product launch;
Advertising / promotional costs;
Advertising / promotional costs : during product launch;
After-sales costs;
After-sales costs : during product launch;

Total marketing costs;
Total marketing costs : during product launch

Note 8

 

ADVERTISING STRATEGY Advertising Strategy & Tactics Analysis and Evaluation Advertising strategy. Advertising budget decisions. Historic marketing costs & margins. Historic marketing cost ratios & margins. Advertising strategy appraisal. Advertising costs. Advertising message generation. Advertising message. Advertising timing. Advertising monitoring. Advertising effectiveness. Portfolio test rating. Advertising rating. Advertising communication. Persuasion processes. Communication decisions. Audience + channel rating. Advertising message rating. Historic financial data. Advertising strategy financial forecasts : to 2045.

ADVERTISING + MARKETING EFFECT ON MARKET SHARE

Market Share (consisting of a historic breakdown giving data for each year from 1997 is analyzed in this section in terms of the Market Share Effect of increases or decreases of advertising and marketing expenditure.

PRODUCT MARKET SHARE
Market Share Changes and Market Share Trend figures are given:-
   by 10 ranges of +1% to +10% increase in Advertising + Marketing Expenditure
   by 5 ranges of -1% to -5% decrease in Advertising + Marketing Expenditure
   by EACH PRODUCT Group and/or MARKET Sector
   by YEAR 1997-2045

Note 9

MARKET DATA

The MARKET DATA section of the Report is intended to show a historic, short-term and long-term analysis of the Turnover and Revenue available, i.e. the Markets in which the company operates. This data is used to evaluate and forecast the Financial performance of the Company.

It is these market appraisals which will form the basis of the rationale of the sales and markets available to the company in the Short-Term and the Long-Term. The historic data provided will enable readers to compare the evolution of the previous market positions with the historic performance of the Company.

HISTORIC MARKETS
This section consists of a historic breakdown giving data for each year from 1997.

MARKET CONSUMPTION
Market Consumption and Market Trend figures are given:-
   by EACH COUNTRY / STATE / REGION
   by EACH PRODUCT Group
   and/or MARKET Sector
   by YEAR from 1997-2045

SHORT-TERM MARKETS
This section consists of MARKET CONSUMPTION data for each year to 2045.

MARKET CONSUMPTION
Market Consumption and Market Trend figures are given:-
   by EACH COUNTRY / STATE / REGION
   by EACH PRODUCT & MARKET
   by YEAR to 2045


LONG-TERM MARKETS
This section consists of a LONG-TERM MARKET CONSUMPTION forecast giving data for each year to the year 2045.

MARKET CONSUMPTION
Market Consumption and Market Trend figures are given:-
   by EACH COUNTRY / STATE / REGION
   by EACH PRODUCT Group
   and/or MARKET Sector
   by YEAR to 2045

 

MARKET DATA Historic & Forecast Market + Product data (Best / Median / Worst Scenarios) MARKET CONSUMPTION : 1997 to 2045 BY EACH PRODUCT & MARKET SECTOR. PRODUCT DEVELOPMENT : 1997 to 2045 BY EACH PRODUCT & MARKET SECTOR. MARKETS. MARKET MEDIAN VALUE FORECAST, Market value : median forecast, Product sector. PRODUCT DEVELOPMENT, Product development % of total market, Product sector. MARKET BEST VALUE FORECAST, Market value : best forecast, Product sector. MARKET WORST VALUE FORECAST, Market value : worst forecast, Product sector.

Note 10

 

SALES PROMOTION Sales Promotion and Performance Analysis & Evaluation From 1997 to 2045 SALES PROMOTION, Integrating the total marketing operation, i. Promotional aims, ii. Co-ordination, iii. Sales-force presentation, Budgeting, Frequency of promotions, Matching product to promotion, Different types of testing, i. Conditions and restrictions, ii. Selecting services and supplies, Meeting deadlines, Continuity of interest, Evaluating campaigns. SALES CAMPAIGNS, Marketing Integration, Budgeting Efficiency, Campaign Performance, Campaign Monitoring & Evaluation Procedures, Campaign Flexibility, Operations, Markets + Trade Cell, Products, Competitors, Emotional response, Increasing promotional activity. PROMOTION EVALUATION, Perception of the market, Sales promotions research, i. Research pretesting, ii. Research post-testing, iii. Constraints on research, Methodology, Problems of evaluation of sales promotion, i. Proofs of success, Sales promotions evaluation criteria. TACTICAL AND STRATEGIC OBJECTIVES, i. Tactical below- the-line activities, ii. Strategic below-the-line activities. PERFORMANCE-EVALUATION CRITERIA, Sales as the dependent variable, Model research brief, i. Research objectives, ii. Action criteria, iii. Decision criteria, iv. Action standards. PROMOTIONAL PERFORMANCE, Promotional Research & Methodology, Promotion Evaluation & Monitoring, Promotion Performance & Efficiency, Promotion Targeting, Promotion Flexibility, Operations, Markets + Trade Cell, Products, Competitors. THRESHOLD AND TARGET GOALS. HISTORIC MARKETING COSTS & MARGINS, Sales costs, Distribution + handling costs, Advertising costs, After-sales costs, Total marketing costs, Historic marketing cost ratios & margins, Profit ratios, Marketing ratio, Marketing operational ratios, Marketing costs. MARKETING COSTS FORECAST, Sales costs forecast, Distribution + handling costs forecast, Advertising costs forecast, After-sales costs forecast, Total marketing costs forecast, Marketing margins + ratios forecast, Profit ratios forecast, Marketing ratios forecast, Marketing operational ratios forecast, Marketing factors forecast. SALES PROMOTION COSTS, Advertising : Mail : Media, Sales Personnel : Expenses : Materials, Sale Promotion Materials : Print, Sales Point-of-Sale Systems & Materials, Publicity : P.R. : Exhibitions, Operations, Markets + Trade Cell, Products, Competitors. HISTORIC FINANCIAL DATA, Historic Costs & Margins, Financial Ratios & Margins, Operational Ratios & Margins. SALES PROMOTION FINANCIAL FORECASTS : 1997 to 2045 : Base Forecast : Median Market Scenario, Marketing Expenditure, Variable Marketing Cost Objectives, Selling Cost Objectives, Advertising Cost Objectives, Promotional & Pricing Cost Objectives, Promotional Expenditure, Sales & Marketing Cost Scenarios.

 

SALES FORCE DECISIONS Sales force Analysis and Evaluation SALES FORCE DECISIONS, BUYER-SELLER RELATIONSHIP, SALES TASKS, i. Prospecting, ii. Communicating, iii. Selling, iv. Servicing, v. Information gathering, vi. Allocating. SALES FORCE INTERACTION, Customer Prospecting, Customer Communications, Selling, Customer Servicing, Information Gathering & Usage, Operations, Markets + Trade Cell, Products, Competitors. SALES FORCE SIZE DECISIONS, Salesman productivity approach, Salesman workload approach, Sales force design, Sales-force structure, i. Territorial-structured sales force, ii. Product-structured sales force, iii. Customer-structured sales force, iv. Complex sales-force structures, Territorial design. SALES FORCE STRUCTURE, Territory Value Structured, Workload Structured, Territory Structured, Product Structured, Customer Structured, Operations, Markets + Trade Cell, Products, Competitors, i. Territory size, ii. Territory shape. SALES FORCE SELECTION, Salesmen selection, What makes a good salesman?, Recruitment procedures, Applicant-rating procedures, Sales force training. SALES FORCE COMPENSATION, Income regularity, Reward for above-average performance, Fairness, Control, Economy, Simplicity, Level of compensation, Elements of compensation, i. Straight salary, ii. Straight commission, iii. Combination salary and commission, Structure of compensation. SALES FORCE EMPLOYMENT, Recruitment Procedures, Applicant Vetting & Selection Procedures, Sales force Training, sales force Compensation, Compensation & Incentivisation Development, Operations, Markets + Trade Cell, Products, Competitors. SALES FORCE SUPERVISION, Directing salesmen, i. Developing customer call norms, ii. Developing prospect call norms, Motivating salesmen, i. Organisational climate, ii. Sales quotas, iii. Positive incentives, Effectiveness of sales incentives. SALES FORCE SUPERVISION, Direction: Customer Call Norms, Direction: Prospect Development, Motivation: Organisation, Motivation: Sales Quotas, Motivation: Incentives, Operations, Markets + Trade Cell, Products, Competitors. SALES FORCE EVALUATION, Sources of information, Report on new business secured, Report on lost business, Report on local business and economic conditions, Formal evaluation of performance, i. Salesman-to-salesman comparisons, ii. Current-to-past-sales comparisons, iii. Qualitative appraisal of salesmen. HISTORIC MARKETING COSTS & MARGINS, Sales costs, Distribution + handling costs, Advertising costs, After-sales costs, Total marketing costs, Historic marketing cost ratios & margins, Profit ratios, Marketing ratio, Marketing operational ratios, Marketing costs. MARKETING COSTS FORECAST, Sales costs forecast, Distribution + handling costs forecast, Advertising costs forecast, After-sales costs forecast, Total marketing costs forecast, Marketing margins + ratios forecast, Profit ratios forecast, Marketing ratios forecast, Marketing operational ratios forecast, Marketing factors forecast. SALES FORCE EVALUATION, Sales Information Monitoring, Sales Performance Reporting, Sales Evaluation: Personal Comparisons, Sales Evaluation: Sales Period Comparisons, Sales Evaluation: Qualitative Comparisons, Operations, Markets + Trade Cell, Products, Competitors. SALES FORCE COSTS, Sales Personnel Costs : Fixed, Sales Personnel Costs : Variable, Sales Personnel Expenses, Sales Overhead Expenses, Sales Material Costs, Operations, Markets + Trade Cell, Products, Competitors. HISTORIC FINANCIAL DATA , Historic Costs & Margins, Financial Ratios & Margins, Operational Ratios & Margins. SALES FORCE DECISIONS FINANCIAL FORECASTS : 1997 to 2045 : Base Forecast : Median Market Scenario, Marketing Expenditure, Export Sales Improvement, Personnel + Staff Improvement, Fixed Marketing Cost Objectives, Variable Marketing Cost Objectives, Selling Cost Objectives, Sales Cost Improvement, Promotional Expenditure, Sales Personnel + Staff Improvement, Sales & Marketing Cost Scenarios.

INDUSTRY SALES PROMOTION COSTS

MARKETING COSTS:
Figures are given by EACH COUNTRY / STATE / REGION by YEAR
     Sales & selling costs
          Sales Personnel
          Sales Personnel Expenses
          Sales Materials
     Distribution / Warehousing / Handling / Processing costs
          Distribution Fixed Costs & Overheads
          Distribution Variable Costs
          Warehouse / Storage Fixed Costs & Overheads
          Warehouse / Storage Variable Costs
          Physical Handling Fixed Costs & Overheads
          Physical Handling Variable Costs
          Physical Process Fixed Costs & Overheads
          Physical Process Variable Costs
     Advertising / Promotional costs
          Direct Mail & Direct Access Costs
          Media Costs
          Materials Costs
          POS & Distribution Channel Advertising Materials Costs
          Exhibition & Demonstration Costs
     Total Sales Promotion costs

 

PROMOTIONAL MIX Promotional and Selling Analysis and Evaluation From 1997 to 2045 PROMOTIONAL MIX, Advertising, i. Public presentation, ii. Pervasiveness, iii. Amplified expressiveness, iv. Impersonality. ADVERTISING -v- SELLING, Advertising : Public Presentation, Advertising : Pervasiveness, Advertising : Expressiveness, Selling : Sales Technique, Selling : Prospect Cultivation, Operations, Markets + Trade Cell, Products, Competitors, Personal selling, i. Personal confrontation, ii. Cultivation, iii. Response, Publicity, i. High veracity, ii. Off guard, iii. Dramatisation. PUBLICITY + SALES PROMOTION, Publicity Effect : Accepted Veracity, Publicity Effect : Off Guard perceptions, Publicity Effect : Dramatisation, Sales Promotion : Insistent, Sales Promotion : Product Demeaning, Operations, Markets + Trade Cell, Products, Competitors, Sales Promotion, i. Insistent presence, ii. Product demeaning. PROMOTION MIX, Consumer -v- Industrial. ADVERTISING RATING, Awareness Building, Comprehension Building, Efficient Reminding, Lead Generation, Legitimation & Reassurance, Operations, Markets + Trade Cell, Products, Competitors. The role of advertising in marketing, i. Awareness building, ii. Comprehension building, iii. Efficient reminding, iv. Lead generation, v. Legitimation, vi. Reassurance. PERSONNEL SELLING RATING, Selling for Distribution Channel Stock Position Increase, Selling for Company Stock Position Decrease, Selling for Discounted Stocks, Selling for Enthusiasm Building, Missionary Selling, Operations, Markets + Trade Cell, Products, Competitors, The role of personal selling in marketing. PROMOTION + ORGANISATION. ORGANISATION RATING, Formal Corporate Position in Company, Formal Corporate Responsibility for Promotion, Established Working Plan for Promotion, Monitoring of Marketing Mix -v- Promotional Spend, Formal Co-ordination of Promotional -v- Marketing Campaigns, Operations, Markets + Trade Cell, Products, Competitors. MARKETING COSTS, Advertising Costs, Sales Costs, Distribution Costs, After Sales Costs, Total Marketing Costs, Operations, Markets + Trade Cell, Products, Competitors. HISTORIC FINANCIAL DATA, Historic marketing costs & margins, Sales costs, Distribution + handling costs, Advertising costs, After-sales costs, Total marketing costs, Historic marketing cost ratios & margins, Profit ratios, Marketing ratio, Marketing operational ratios, Marketing costs. PROMOTIONAL MIX FORECASTS : 1997 to 2045 : Base Forecast : Median Market Scenario. MARKETING COSTS FORECAST, Sales costs forecast, Distribution + handling costs forecast, Advertising costs forecast, After-sales costs forecast, Total marketing costs forecast, Marketing margins + ratios forecast, Profit ratios forecast, Marketing ratios forecast, Marketing operational ratios forecast, Marketing factors forecast. Marketing Expenditure, Variable Marketing Cost Objectives, Selling Cost Objectives, Advertising Cost Objectives, Promotional & Pricing Cost Objectives, Promotional Expenditure.

Note 11

PRODUCTS

This data is given for EACH of the 30 Products and Product Sectors given in the Report.

This data is given for each year 1997-2045.

 MARKET GROWTH RATES
 % Average Annual Growth Rate to the year 2045
Given for each of 16 national markets critical to the Company

Note 12

INDUSTRY FINANCIAL DATA

Return on Capital;
Return on Assets;
Return on Shareholders' Funds;
Pre-tax Profit Margins;
Operating Profit Margin;
Trading Profit Margin;
Assets Utilization;
Sales as a ratio of Fixed Assets;
Stock Turnover;
Credit Period;
Creditors' Ratio;
Working Capital / Sales;
Current Ratio;
Quick Ratio;
Borrowing Ratio;
Equity Ratio;
Income Gearing;
Total Debt as a ratio of Working Capital;
Debt Gearing Ratio;
Average Remuneration;
Profit per Employee;
Sales per Employee;
Remuneration / Sales;
Fixed Assets per Employee;
Capital Employed per Employee;
Total Assets per Employee.

Note 13

 

STRATEGY Full Strategic Analysis and Conclusions From 1997 to 2045 Geographic + Product + Competitor + Operations coverage, Introduction, Trade cell, Critical factors for profitability. BASE FINANCIAL FORECAST, Median Market Scenario Balance Sheet, Operational Costs + Margins, Ratios Forecast. MARKET ENVIRONMENT, Market growth, Market structure, Market serviced, Market serviced, Customer factors, Concentrations of purchases - end users, % Of physical number of end user customers, Concentrations of purchases - immediate customers, % Of physical number of immediate customers. THE PRODUCT, Product life cycle and stages in the life cycle, The Gompertz analysis, Introductory stage, Dynamic stage, Maturity stage, Market share - life cycle - profitability, Quality - life cycle - profitability, Product range - life cycle stage - profitability, Product range - profitability - capital intensity. MARKET SEGMENTATION EXPENDITURE EFFECT FORECASTS, Market share & customised or specified products, Profitability - high market share - product uniqueness, Relative product pricing in the trade cell, INDEX OF PRICING. PRICE CUTTING EFFECT ON FINANCIAL + OPERATIONAL FORECASTS. PRICE INCREASE EFFECT ON FINANCIAL + OPERATIONAL FORECASTS. PRODUCT QUALITY, Relative product quality in the trade cell, Index of quality, Value scale for quality. QUALITY IMPROVEMENT EFFECT FORECASTS, Profitability & products, Relative product quality & profitability, Circumstances where ROI is greater than the index, Quality - profitability & concentrated markets, Product quality & relative market share, Product quality - profitability & market growth. NEW PRODUCTS, Index of new products, New Product Development. PROFITABILITY - MARKET GROWTH & NEW PRODUCT INTRODUCTIONS, New product introductions - inflation & profitability, New product introductions - investment in new p+e & profitability, New products - product quality & profitability. COMPETITION, Market share, Market share & product profitability, Circumstances where ROI is greater than average, Product profitability & relative market share, Product - forecasted market shares, Market share %, Relative market shares in the trade cell, Relative market share, Nature of the competitive situation, Entry & exit of competitors, Evidence of competitor entry + exit, Relative strengths of competitors, Relative strength of competitors in the market, Perfectness of the market, Relative perfectness of the markets. INDUSTRY DATA, Process Costs and Profitability, Market Dominance, Long term industry growth, Index of industry growth, Physical process considerations, Physical process capacity utilisation & market share, Capacity utilisation & market share, Productivity - profitability - market growth, Unionisation & market share, Unionisation - profitability & market growth, Unionisation - profitability & industry concentration, Unionisation - profitability & harvesting strategies, Product profitability - process uniqueness & market share, Capital structure in terms of investment intensity, Product profitability & investment intensity. NEW PLANT + EQUIPMENT INVESTMENT EFFECT FORECASTS, New Plant + Equipment Investment, Net margins & investment intensity, Margins & investment intensity, Product profitability - market share & capital intensity, Productivity - profitability & investment intensity, Process capacity utilisation - profitability & capital intensity, Inventories - profitability & capital intensity, Physical process in terms of vertical integration, Profitability - market share & vertical integration, Profitability - diversification & vertical integration, Profitability - vertical integration & customer base, Profitability - vertical integration & product quality, Profitability - vertical integration & inventories, Profitability - vertical integration & productivity. NEW TECHNOLOGY INVESTMENT EFFECT FORECASTS, New Technology Investment. MARKETING & SALES COSTS, Profitability - market share & marketing costs, Profitability - investment intensity & marketing costs, Profitability - customer base & marketing costs, Profitability - product quality & marketing costs, Profitability - new products & marketing costs. MARKETING EXPENDITURE EFFECT FORECASTS, Marketing Expenditure. PRODUCT DEVELOPMENT AND PROCESS DEVELOPMENT COSTS, Profitability - development expenditure & market growth, Profitability - development expenditure & product quality, Profitability - development expenditure & marketing costs, Profitability - development expenditure & market share, Profitability - development expenditure & unionisation. PRODUCT DISTRIBUTION, Distribution Channel Improvement. MARKET PENETRATION, Right tools for the job, 1. Economies of scale, 2. Market power, 3. Management. PERSONNEL + STAFF IMPROVEMENT EFFECT FORECASTS, Personnel + Staff Improvement. MARKET SHARE, Market share & pre-tax profitability, Relationship - market share, profit to sales + turnover on investment. COST STRUCTURE IMPROVEMENTS EFFECT FORECASTS: Cost Structure Improvement, Relationship between market share and added value, Vertical integration - investment/sales ratio, Relationship of market share to the purchases/sales ratio, Investment to sales ratio corrected for vertical integration, 1. Increased vertical integration, 2. Products, 3. Equipment & Process Technology, 4. Physical Process, 5. Materials. MARKETING COST TO SALES RATIO AND TRADE CELL MARKET PENETRATION, 1. Economies of Scale, 2. Sales Promotion, 3. Advertising, 4. The Bandwagon Effect, Relationship between trade cell pricing and product quality, Customers and better products, Relationship between purchase frequency and market share, Infrequent purchase frequency, Infrequent purchase frequency, Relationship between customer base fragmentation and market share. EXPORT IMPROVEMENT EFFECT FORECASTS. Export Sales Improvement. MEDIUM + LONG TERM STRATEGIES, When to build market share, Necessary levels of market penetration, Level of market share, Building strategies, Holding strategies for markets, Harvesting strategies. HISTORIC FINANCIAL DATA, Historic Costs & Margins, Financial Ratios & Margins, Operational Ratios & Margins. STRATEGIC FINANCIAL FORECASTS : 1997 to 2045 : Market Share Building Objectives, Market Share Holding Objectives, Market Share Harvesting Objectives, Capital Investments Options: Process Plant & Equipment Balance Sheet, Operational Costs + Margins, Ratios Forecast. Capital Investments Options: Premises, Capital Investments Options: Distribution / Handling, Capital Investments Options: Customer Handling Systems Balance Sheet, Operational Costs + Margins, Ratios Forecast.

 

PHYSICAL PROCESS + ORDER HANDLING Physical Actions and Processes & Order / Customer Fulfilment From 1997 to 2045 PROCESS PRINCIPLES. PHYSICAL SYSTEMS. UNIQUE-PRODUCT PHYSICAL PROCESSES. MASS PHYSICAL PROCESSES. ANALOGUE PHYSICAL PROCESSES. FLEXIBILITY OF PROCESSES, Highly Modular & Flexible, Highly Flexible, Flexible, Inflexible, Highly Inflexible, Operations, Markets + Trade Cell, Products, Competitors. PROCESS MANAGEMENT. PROCESS DEMANDS. AUTOMATION RATING, Substantial Usage, High Usage, Average Usage, Low Usage, No Usage, Operations, Markets + Trade Cell, Products, Competitors. PROCESS AUTOMATION. HISTORIC FINANCIAL DATA : Historic Balance Sheet, Historic Costs & Margins, Historic Financial Ratios & Margins, Historic Operational Ratios & Margins. PHYSICAL PROCESS + ORDER HANDLING FINANCIAL FORECASTS : 1997 to 2045 : Base Forecast : Median Market Scenario, New Plant + Equipment Investment, New Technology Investment, Distribution & Product Delivery Cost Objectives, Order Taking Improvements, Customer / Order Processing Systems Investment, Systems Investment, Plant & Equipment Cost Scenarios, Profit Impact From Process Cost Reduction, Profit Impact From Customer Handling Cost Reduction Balance Sheet, Operational Costs + Margins, Ratios Forecast, Capital Investments Options: Process Plant & Equipment Balance Sheet, Operational Costs + Margins, Ratios Forecast, Capital Investments Options: Distribution / Handling, Capital Investments Options: Customer Handling Systems Balance Sheet, Operational Costs + Margins, Ratios Forecast, Customer Handling Improvements.

Note 14

 

PRODUCT + MARKET TARGETS Product and Market Bases and Targets From 1997 to 2045 MARKET SEGMENTATION, Homogeneous preferences. MARKET ATTRIBUTES, Concentrated Markets, Un-concentrated Markets, Market Preference : Homogeneous, Market Preference : Diffused, Market Preference : Clustered, Operations, Markets + Trade Cell, Products, Competitors, Diffused preferences, Clustered preferences. REQUIREMENTS FOR EFFECTIVE SEGMENTATION, Measurability, Accessibility, Substantiality. BENEFITS OF SEGMENTATION. MARKET SEGMENTATION, Market Potential Measurability, Market Accessibility : Existing Products, Market Accessibility : New Products, Market Substantiality : Existing Products, Market Substantiality : New Products, Operations, Markets + Trade Cell, Products, Competitors. MARKET BASES, Geographic segmentation, Demographic segmentation, Psychographic segmentation, i. Life-style, ii. Personality, iii. Benefits sought, iv. User status, v. Usage rate. MARKET BASES, Geographic Segmentation, Demographic Segmentation, Psychographic Segmentation : Customer Factors, Psychographic Segmentation : Product Usage Factors, Psychographic Segmentation : Market Factors, Operations, Markets + Trade Cell, Products, Competitors, vi. Loyalty status, vii. Stages of readiness, viii. Marketing factors. TARGET MARKETS, Undifferentiated marketing, Differentiated marketing, A) product modification costs, B) production costs, C) administrative costs, D) inventory costs, E) promotion costs, Concentrated marketing, Selecting a market targeting strategy, A) company resources, B) product homogeneity, C) product stage in the life cycle, D) market homogeneity, E) competitive marketing strategies. MARKET SEGMENT DECISIONS, MARKET SEGMENT AVAILABILITY, Customer-Prospect Mix Segment, Product-Service Mix Segment, Sub-market Segment: Present Sales Potential, Sub-market Segment: Future Sales Potential, Promotional-Distribution Mix Segment, Operations, Markets + Trade Cell, Products, Competitors. HISTORIC FINANCIAL DATA, Historic Costs & Margins, Financial Ratios & Margins, Operational Ratios & Margins. PRODUCT + MARKET TARGETS FINANCIAL FORECASTS : 1997 to 2045 : Base Forecast : Median Market Scenario. MARKETING COSTS FORECAST, Sales costs forecast, Distribution + handling costs forecast, Advertising costs forecast, After-sales costs forecast, Total marketing costs forecast. MARKETING MARGINS + RATIOS FORECAST, Profit ratios forecast, Marketing ratios forecast, Marketing operational ratios forecast, Marketing factors forecast. Marketing Expenditure, Market Segmentation, Export Sales Improvement, Distribution & Product Delivery Cost Objectives, Research & Product Cost Objectives, Target Markets Development, Product Positioning, Overseas Development.

MARKET SEGMENTATION

Figures are given by EACH COUNTRY / STATE / REGION

MARKET SEGMENTATION
Pricing - lower price;
Pricing - higher price;
Availability - greater availability;
Availability - reduced availability;
Convenience factors;
Distribution factors;
Customer factors;
Psychographics;
Branding;
Multi-branding;
Market stretching.

PRODUCT SEGMENTATION
Higher quality;
Lower quality;
Performance variances;
Technological & technical factors;
Warranty variances;
Service factor variances;
Product fragmentation.

 

PRODUCT MIX Product Strategy and Product Mix Analysis & Evaluation From 1997 to 2045 CONCEPT OF PRODUCTS. PRODUCT CONCEPT, Quality, Features, Styling, Branding, Packaging, Operations, Markets + Trade Cell, Products, Competitors. PRODUCT-MIX STRATEGY, Product items - lines - mix, Product-mix characteristics. PRODUCT-MIX QUALITY, Items in Product Line 1, Items in Product Line 2, Items in Product Line 3, Items in Product Line 4, Total of all Items in all Product Lines, Operations, Markets + Trade Cell, Products, Competitors. PRODUCT-MIX ALTERNATIVES. PRODUCT-MIX OPTIMISATION. PRODUCT-MIX AUDIT, Profit Contribution % in this year, Forecast % Profit Contribution : Year + 1, Forecast % Profit Contribution : Year + 2, Forecast % Profit Contribution : Year + 3, Forecast % Profit Contribution : Year + 4, Operations, Markets + Trade Cell, Products, Competitors. PRODUCT-MIX AUDIT, Profit Estimate % in this year, Forecast % Profit Estimate : Year + 1, Forecast % Profit Estimate : Year + 2, Forecast % Profit Estimate : Year + 3, Forecast % Profit Estimate : Year + 4, Operations, Markets + Trade Cell, Products, Competitors. PRODUCT STRATEGY, High Growth Products, Steady Reinvestment Products, Support Products, Selective Pruning Products, Venture Products, Operations, Markets + Trade Cell, Products, Competitors. BRAND STRATEGY. BRAND -v- NO BRANDS DECISIONS. FAMILY -v- INDIVIDUAL BRAND DECISIONS. Brand extension strategy. Multi-brand strategy. BRAND STRATEGY, Individual Brand names, Blanket Family Brand names, Separate Family Brand names, Company Trade name, No Brand names, Operations, Markets + Trade Cell, Products, Competitors. NEW PRODUCT EXPENDITURE EFFECT FORECASTS. MARKET SEGMENTATION EXPENDITURE EFFECT FORECASTS: New Product Development, Market Segmentation. HISTORIC FINANCIAL DATA, Historic Costs & Margins, Financial Ratios & Margins, Operational Ratios & Margins. PRODUCT MIX FORECASTS : 1997 to 2045 : Base Forecast : Median Market Scenario, Research & Product Cost Objectives, Product Positioning, Product Branding + Multi-branding Investment, New Product & New Technology Cost Scenarios, Product Cost Improvements, Product Quality Improvement.

Note 15

PRODUCT

Figures for the Products are given
   by EACH Country / State or Region
   by EACH PRODUCT and
   by Year 1997-2045.

This section provides Market data for each Product or Market Sector in a matrix for all the countries or states covered by the Report.

 

PRODUCT DEVELOPMENT Product Development and Evolution Strategies and Tactics From 1997 to 2045 PRODUCT EVOLUTION, GOMPERTZ ANALYSIS, 1. The Introductory Stage, 2. The Dynamic Phase, 3. The Maturity Stage. PRODUCT LIFE CYCLE, Stages in the product life cycle, Product Life Cycles, Rationale for the product life cycle. AVERAGE PRODUCT-LINE STAGE IN LIFE CYCLE, Introductory, Growth, Maturity, Decline, Obsolescence. PRODUCT INTRODUCTION, Marketing strategies in the introduction stage, i. A high-profile strategy, ii. A selective penetration strategy, iii. A preemptive penetration strategy. PRODUCT GROWTH STAGES, Marketing strategies in the growth stage. STRATEGY FOR PRODUCT INTRODUCTIONS, High Profile: Product Based, High Profile: Market Based, Selective: Product Based, Selective: Market Based, Preemptive, Operations, Markets + Trade Cell, Products, Competitors. PRODUCT GROWTH STAGE STRATEGIES, Product Quality Improvements, New Market Segmentation, New Distribution, Improved Marketing, Price Adjustments, Operations, Markets + Trade Cell, Products, Competitors. PRODUCT MATURITY, Marketing strategies in the mature stage, i. Market modification, ii. Product modification, a) Strategy of quality improvement, b) Strategy of feature improvement, c) Strategy of style improvement, iii. Marketing-mix modification, The dominant versus the trailing firm, i. Strategy of innovation, ii. Strategy of segmentation & fortification, iii. Confrontation strategy, iv. Persecution strategy. PRODUCT MATURITY STAGE STRATEGIES, Product Modifications: Quality, Product Modifications: Features, Market Segmentation, Marketing-Mix Modifications, Market Extension, Operations, Markets + Trade Cell, Products, Competitors. COMPETITIVE STRATEGIES, Product Innovation, Market Segmentation & Fortification, Confrontation, Domination, Competitive niche position, Operations, Markets + Trade Cell, Products, Competitors. PRODUCT DECLINE, Marketing strategies in the decline stage, i. Identifying the weak products, ii. Determining marketing strategies, iii. Drop decision. PRODUCT DECLINE STRATEGIES, Elimination of Products, Harvesting of Products, Product Reformulation, Market Repositioning, Customer Base Change, Operations, Markets + Trade Cell, Products, Competitors. NEW PRODUCT CRITERIA, NEW PRODUCT PERCEPTIONS, Shortage of important new-product ideas, Fragmented markets, Growing social and governmental constraints, Costliness of new-product development process, High rate of product failure, Shorter life spans of successful products. NEW PRODUCT RATING, Market Fragmentation, New Product Stagnation, New Product Life Cycle Limits, New Product Failures, New Product Costs, Operations, Markets + Trade Cell, Products, Competitors. NEW PRODUCT ORGANISATION, Product managers, New Product managers, New Product committees, New Product departments, New Product venture teams. IDEAS GENERATION, SOURCES OF NEW PRODUCT IDEAS, i. Customers, ii. Technocrats & Specialists, iii. Competitors, iv. Company salesmen and distributors, v. Top Management. NEW PRODUCT ORGANISATION, Board Responsibility, Senior Management Responsibility, Middle Management Responsibility, Junior Management Responsibility, Ad Hoc Responsibility, Operations, Markets + Trade Cell, Products, Competitors. NEW PRODUCT GENERATION, Executive Responsibility, Senior Management Responsibility, Middle Management Responsibility, Junior Management Responsibility, Ad Hoc Responsibility, Operations, Markets + Trade Cell, Products, Competitors. IDEAS DEVICES, i. Attribute listing, ii. Forced relationships, iii. Morphological analysis, iv. Brainstorming, v. Operational creativity. PRODUCT SCREENING, Product idea rating devices, PRODUCT SCREENING CHECKLIST. CONCEPT DECISIONS, Concept development, Product and brand positioning, Concept testing. BUSINESS ANALYSIS, Estimating future sales, i. ESTIMATING FIRST TIME SALES, NEW PRODUCT PROFITABILITY, High Immediate Profit, Sustained Profits, Average Long-Term Profits, Marginal Profitability, High Risk Profit Scenario, Operations, Markets + Trade Cell, Products, Competitors, ii. ESTIMATING REPLACEMENT OR REPEAT SALES, Estimating future costs and profits. PRODUCT DEVELOPMENT FACTORS, Prototype development and consumer testing, Brand Naming, Packaging, i. Performance, ii. Consumer affluence, iii. Integrated marketing concept, iv. Innovational opportunity. PRODUCT DEVELOPMENT RATING, Prototype Efficiency, Process Development, Packaging & Distribution, Marketing-Mix, Customer Service, Operations, Markets + Trade Cell, Products, Competitors. NEW PRODUCT TESTING, Reasons for test marketing, Procedures for test marketing, i. Test cities, ii. Which cities, iii. How long should the test run, iv. Information collected during the test, Product shipments data, Store audits, Consumer panels, Buyer surveys, v. Action after the test. PRODUCT COMMERCIALISATION, New Plant & Equipment Costs, Process Costs, Distribution Costs, Sales Costs, Marketing Costs, Operations, Markets + Trade Cell, Products, Competitors. PRODUCT ADOPTION, Concepts in innovation diffusion, Propositions about the consumer adoption process, i. Stages in the adoption process, ii. Individual differences in innovativeness, iii. Role of personal influence, iv. Influence of product characteristics on the rate of adoption. NEW PRODUCT DIFFUSION, Early Adopters, Heavy Users, Substantial Target Markets, Deep Customer Bases, Market or Geographic Extensions, Operations, Markets + Trade Cell, Products, Competitors. HISTORIC FINANCIAL DATA, Historic Costs & Margins, Financial Ratios & Margins, Historic Operational Ratios & Margins. PRODUCT DEVELOPMENT FINANCIAL FORECASTS : 1997 to 2045 : Base Forecast : Median Market Scenario, New Product Development, Market Segmentation, Quality Improvement, Product Positioning, Product Branding + Multi-branding Investment, New Product & New Technology Cost Scenarios.

 

PRICING Product Pricing Decisions and Objectives From 1997 to 2045 PRODUCT PRICING OBJECTIVES. PRICE BASIS, Theoretical pricing model. PRICING OBJECTIVES, Market Penetration Objectives, Market-Skimming Objectives, Early Cash Recovery Objectives, Satisfying Objectives, Product-Line Promotion Objectives, Operations, Markets + Trade Cell, Products, Competitors. Problem of Pricing objectives, i. Market-penetration objective, ii Market-skimming objective, iii. Early-cash-recovery objective, iv. Satisfying objective, v. Product-line promotion objective. Problems of Multiple parties, i. Intermediate customers, ii. Rivals, iii. Suppliers, iv. Government, v. Other company executives. MULTIPLE PARTY PRICING, Intermediate Customer Considerations, Rivals Considerations, Suppliers Consideration, Government Considerations, In-House Considerations, Operations, Markets + Trade Cell, Products, Competitors. Problems of Marketing-mix interaction. Problems of estimating Demand and Cost functions. PRICING DECISIONS: Cost-oriented pricing, Markup pricing, iTarget pricing. Demand-oriented pricing. Price discrimination. Competition-oriented pricing, Going-rate pricing, iSealed-bid pricing. PRICING MODELS, Cost Oriented : Mark-up Pricing, Cost Oriented : Target Pricing, Demand Oriented : Price Discrimination, Competition Oriented : Going-Rate Pricing, Competition Oriented : Sealed or Bid Pricing, Operations, Markets + Trade Cell, Products, Competitors. PRICE CHANGES: Buyers' reactions to price change, i. Price elasticity of demand, A) direct attitude survey, B) relationship of price -v- quantity, C) market test, D) analytic inference, ii. Perceptual factors in buyers' response. Competitors' reactions to price changes. Decision theory for price changes. COMPETITOR PRICE REACTION, 1) Market-share maintenance, 2) Margin maintenance. PRODUCT PRICING LOGIC, Interrelated demand, Interrelated cost, Effect of competition, Alternative product-line pricing. PRICE CHANGE DECIDERS, Buyers Reaction : Elasticity of Demand, Buyers Reaction : Perceptual Factors, Competitors Reaction : Price Reduction, Competitors Reaction : No Reaction, Competitors Reaction : Product Re-positioning, Operations, Markets + Trade Cell, Products, Competitors. PRODUCT PRICING, Interrelated Demand Based, Interrelated Cost Based, Competition Based, Product-Line Pricing Based, Model or Price Theory Based, Operations, Markets + Trade Cell, Products, Competitors. HISTORIC FINANCIAL DATA : Historic Balance Sheet, Historic Costs & Margins, Historic Financial Ratios & Margins, Historic Operational Ratios & Margins. PRODUCT PRICING FINANCIAL FORECASTS : 1997 to 2045 : Base Forecast : Median Market Scenario, Short-Term Price Cutting Effect, Short-Term Price Increase Effect, Promotional & Pricing Cost Objectives, Research & Product Cost Objectives, Market Share Building Objectives, Market Share Holding Objectives, Market Share Harvesting Objectives, Long-Term Product Price Reduction, Long-Term Product Price Increase, Product Positioning.

Note 16

POTENTIAL OVERSEAS MARKETS

Note 17

DISTRIBUTION & CUSTOMER SERVICING COSTS

Order / Instruction Processing Costs;
Distribution Planning & Accounting Costs;
Inventory / Materials Costs;
Packaging & Product Enclosure Costs;
Warehousing & Storage Costs;
In-house Shipping & Transportation Costs;
Outbound Handling Costs;
Distribution Channel & Field Costs;
Receiving Costs;
Inbound Transportation & Handling Costs.

Total Cost of Service.

Note 18

 

PHYSICAL DISTRIBUTION + CUSTOMER HANDLING Physical Distribution & Customer Handling Logistics From 1997 to 2045 PHYSICAL DISTRIBUTION SYSTEM FLOW CHART. DISTRIBUTION SCOPE. DISTRIBUTION EFFICIENCY, Distribution Planning & Accounting, Process Management & Handling, Physical Distribution Efficiency, Point of Sale & Customer Service Efficiency, Order Handling & Processing, Operations, Markets + Trade Cell, Products, Competitors. PHYSICAL DISTRIBUTION OBJECTIVES. Level of Service. HISTORIC MARKETING COSTS & MARGINS, Sales costs, Distribution + handling costs, Advertising costs, After-sales costs, Total marketing costs, Historic marketing cost ratios & margins, Profit ratios, Marketing ratio, Marketing operational ratios, Marketing costs. MARKETING COSTS FORECAST, Sales costs forecast, Distribution + handling costs forecast, Advertising costs forecast, After-sales costs forecast, Total marketing costs forecast, Marketing margins + ratios forecast, Profit ratios forecast, Marketing ratios forecast, Marketing operational ratios forecast, Marketing factors forecast. Cost of service. Service objective. LEVEL + COST OF SERVICE, Level of Service: Responsiveness, Level of Service: Problem Solving, Level of Service: Product / Price / Service Factors, Cost of Service: Functional Costs, Cost of Service: Physical Handling Costs, Operations, Markets + Trade Cell, Products, Competitors. DISTRIBUTION COSTS, Distribution & Storage Fixed Costs, Distribution & Storage Variable Costs, Physical Handling & Process Fixed Costs, Physical Handling & Process Variable Costs, Total Distribution Costs, Operations, Markets + Trade Cell, Products, Competitors. ALTERNATIVES IN PHYSICAL DISTRIBUTION, Single Location - Single Market, Single Location, Multiple Markets, i. Direct handling of customers, ii. Bulk handling / local facility, iii. Part processing / local or remote, iv. Full processing / local or remote, Multiple Locations - Multiple Markets. PHYSICAL DISTRIBUTION, Single Location / Single Markets, Single Location / Multiple Markets: Direct Handling, Single Location / Multiple Markets: Bulk Handling, Single Location / Multiple Markets: Split Processing, Multiple Location / Multiple Markets, Operations, Markets + Trade Cell, Products, Competitors. PRODUCT AVAILABILITY DECISIONS, Product Supply & Availability, i. Supply Timing, ii. Supply Quantity. LOCATION DECISIONS, Types of Location Decisions, i. Selecting the area, ii. Selecting the site. DISTRIBUTION RESPONSIBILITY, Divided Authority, Organisational Alternatives. DISTRIBUTION DECISIONS, Product Availability Timing Efficiency, Product Availability Quantity Efficiency, Locations Efficiency, Organisational Efficiency, Organisational & Decision Flexibility, Operations, Markets + Trade Cell, Products, Competitors. DISTRIBUTION CHANNEL INVESTMENT EFFECT FORECASTS, Distribution Channel Improvement Scenario. HISTORIC FINANCIAL DATA, Historic Balance Sheet, Historic Costs & Margins, Historic Financial Ratios & Margins, Historic Operational Ratios & Margins. DISTRIBUTION + CUSTOMER HANDLING FINANCIAL FORECASTS : 1997 to 2045 : Fixed Marketing Cost Objectives, Distribution & Product Delivery Cost Objectives, Order Taking Improvements, Customer / Order Processing Systems Investment, Systems Investment, Profit Impact From Distribution Cost Reduction, Profit Impact From Customer Handling Cost Reduction Balance Sheet, Operational Costs + Margins, Ratios Forecast, Capital Investments Options: Distribution / Handling, Capital Investments Options: Customer Handling Systems Balance Sheet, Operational Costs + Margins, Ratios Forecast, Customer Handling Improvements.

PHYSICAL DISTRIBUTION OBJECTIVES

Scope of Physical Distribution.
Physical Distribution Objectives.
Level of Service.
Locations & Markets Objectives.
Distribution Strategy Alternatives.
Inventory Decisions.
Location Type Decisions.
Organisational Decisions & Alternatives.

Note 19

COMPARATIVE ADVERTISING

Dynamic Advertising Issues.
Sales Decay.
Market Saturation.
Sales Response.
Advertising Efficiency.
Advertising Modelling.
Message Evaluation.
Advertising Timing Patterns.

Industry Advertising Norms:
Sales Response.
Advertising Communication.
Advertising Perception.
Advertising Exposure.
Media & Advertising Vehicles.
Media Distribution.

Industry Cost Norms:
Direct Advertising.
Media Advertising.
Promotional Advertising.
POS & Distribution Channel Media.
Advertising Print Costs.

Note 20

NEW PRODUCT DATA COMPARISONS

INDUSTRY EXPENDITURE
New Product and Product Revision Expenditure is given |
   by EACH COUNTRY / STATE / REGION
   by YEAR:-

New Product Investments

New Product Expenditure in previous 3 years          
New Product Technology in previous 3 years
New Product Expenditure during next 3 - 6 years          
New Product Technology during next 3 - 6 years
New Product Expenditure during next 6 - 9 years          
New Product Technology during next 6 - 9 years

PRODUCT LAUNCH / REVISION DATA
ADOPTION RATES :
PRODUCT REVISIONS + NEW PRODUCTS / CONVERSION RATIOS :
PRODUCT REVISIONS + NEW PRODUCTS / POTENTIAL FIRST YEAR GROWTH:
REVISIONS + NEW PRODUCTS

NEW PRODUCT INVESTMENT
The figures represent investment in Research and Development into New Products (in terms of Products and Services) and other applications of Technology used for the Products and Services offered in the market/s. The term 'Technology' denotes Technology, Techniques, Improvements, Substitutions and other factors applied to the Products offered by the industry.

Note 21

NEW PROCESS TECHNOLOGY INVESTMENT DATA

INDUSTRY EXPENDITURE
New technology investments.

Process Technology in previous 3 years.
Process Technology during next 3 - 6 years.
Process Technology during next 6 - 9 years.
Automation Technology in previous 3 years.
Automation Technology during next 3 - 6 years.
Automation Technology during next 6 - 9 years

PRODUCTION TECHNOLOGY INVESTMENT
The term 'Production Technology' denotes Technologies, Techniques, Processes, Automation, Mechanics, et cetera, which are applied to the process, production or other manufacturing operations of the industry.

 

NEW TECHNOLOGY New Technology Development and Adoption From 1997 to 2045 TECHNOLOGY INNOVATION, Uncertainty of Technological Innovation. NEW TECHNOLOGY RISK, Feasibility, Uniqueness, Future Development, Process Efficiency, Pay-back Certainty, Operations, Markets + Trade Cell, Products, Competitors, Cost of Innovation. TECHNOLOGY DIFFUSION, Prime Adopters, Primary adopters, Secondary adopters, Tertiary adopters, Inert adopters, Selective Exposure, Selective Perception, Selective Retention. NEW TECHNOLOGY ADOPTION, Fixed Technology Spend, Technology Innovation Goals, Technology Evaluation Goals, Ad Hoc Technology Innovation, No Technology Goals, Operations, Markets + Trade Cell, Products, Competitors. PRODUCT TECHNOLOGY, Technology evolution, Technology development. TECHNOLOGY DECISIONS, New Technology Evolution, Obsolete Technology Replacement, Technology Diversification, Technology Utilisation, Competitive Technology Adoption, Operations, Markets + Trade Cell, Products, Competitors, Management decisions. TECHNOLOGY INITIATIVES, Internal Development, Joint Ventures, Licensing, Purchase, Ad Hoc, Operations, Markets + Trade Cell, Products, Competitors. TECHNOLOGY SCREENING, Formal Technology Targets, Informal Technology Targets, Senior Management Responsibility, Middle Management Responsibility, Ad Hoc Screening, Operations, Markets + Trade Cell, Products, Competitors. TECHNOLOGY COSTING, TECHNOLOGY IMPLEMENTATION. TECHNOLOGY IMPACT, New Technology Operation Criteria, New Technology Performance, New Technology Durability, New Technology Reliability, New Technology Longevity, Operations, Markets + Trade Cell, Products, Competitors. NEW TECHNOLOGY FUNDING, Costs Funded from Reserves, Costs Funded from Profits, Costs Funded from Cash-Flow, Costs Funded from Equity, Costs Funded from Loans, Operations, Markets + Trade Cell, Products, Competitors. TECHNOLOGY IMPLEMENTATION, Technology Security, Technology Duration, Technology Cost Elasticity, Technology Lead-Times, Technology Supply Factors, Operations, Markets + Trade Cell, Products, Competitors. HISTORIC FINANCIAL DATA, Historic Costs & Margins, Financial Ratios & Margins, Operational Ratios & Margins. NEW TECHNOLOGY FINANCIAL FORECASTS : 1997 to 2045 : Base Forecast : Median Market Scenario, New Product Development, New Technology Investment, Customer / Order Processing Systems Investment, Systems Investment, Materials & Energy Cost Scenarios, Plant & Equipment Cost Scenarios, New Product & New Technology Cost Scenarios, Profit Impact From Process Cost Reduction, Capital Investments Options: Process Plant & Equipment Balance Sheet, Operational Costs + Margins, Ratios Forecast.

Note 22

INDUSTRY NEW PLANT + EQUIPMENT DATA

INDUSTRY STRUCTURE
New production & process investments.
Plant & equipment in use: less than depreciation.
Plant & equipment investments: equal to depreciation.
Plant & equipment investments: greater than depreciation.

INDUSTRY CAPITAL EXPENDITURE STRUCTURE
Total capital expenditure.
Plant & equipment.
Buildings & structures:
Other expenditure.

Note 23

COMPETITIVE ANALYSIS

COMPETITOR PHYSICAL PROCESS CONSIDERATIONS: physical process difficulties; physical process capacity; physical capacity; flexibility of plant and equipment; ability to vary the product range; age of plant and equipment

COMPETITOR SUPPLIES CONSIDERATIONS: materials and supplies purchasing and sourcing stock levels and inventories of materials and supplies; dependence on sub-contractors and outside workers; buying influence and purchasing power

COMPETITOR MANPOWER CONSIDERATIONS: manpower and labour availability; labour and union relations; wage rises and wage demands; payroll levels in relation to competitors; salaried staff remunerations relative to competitors; technical capabilities of staff

COMPETITOR COSTS & MARGIN CONSIDERATIONS: process stock and inventory levels; flexibility of variable costs; adaptability of fixed costs; variability of manpower and staff costs; direct costs relative to major competitors; research and development and product development costs

COMPETITOR PRODUCT CONSIDERATIONS: product quality; product specifications; product design and utility; product operating criteria and operating benefits; product efficiency and performance; product reliability and integrity; product longevity and shelf life; product life cycle and obsolescence; degree of product customisation and flexibility; product technology and technological advantage; product interchangeability and usage

COMPETITOR MANAGEMENT STRENGTHS: management strengths of senior corporate officers; effectiveness of process managers; performance of sales and marketing managers; efficiency of administration managers; aptitude of technical and research and development staff; reliability of personnel managers

COMPETITOR CORPORATE CONSIDERATIONS: upstream integration and economies of scale; downstream integration and benefits; captive distribution channels; dependence on other companies for supplies; dependence on other distribution channels to the market; dependence on other marketing activity for sales support; dependence on customers

COMPETITOR DISTRIBUTION CHANNEL CONSIDERATIONS: warehousing and handling; packing and packaging; distribution network activities; stock availability; backlogs

COMPETITOR CUSTOMER CONSIDERATIONS: geographic location of the customer base; dependence on discrete customer bases; captive and assured customer base; concentration of customers; frequency of product usage; size and volume of average turnover; customer servicing relative to competitors; seasonality of demand and customer purchases

COMPETITOR MARKETING CONSIDERATIONS: advertising and sales promotion posture and activity; total marketing costs; sales promotion costs; salesforce and selling costs and expenses; advertising costs

COMPETITOR CONSIDERATIONS: competitors' pricing policies and posture; sensitivity to economic conditions; marketing spend relative to competitors; aggressiveness of competitors' policies and postures; entry of new competitors into the market; prices at company sales price; recent price increases at company level; prices at retail or end users sales price; market share

RELATIVE REPUTATION: general customer awareness of the company and its products; overall reputation; status of products; ranking of product quality; standing of service provided; position of customer handling and interface

RELATIVE PROMOTIONAL ACTIVITY: rating of overall sales promotion activity; comprehension of advertising posture and the advertising message; effectiveness of sales personnel, salesforce and ancillary staff; lucidity of sales literature and print

RELATIVE PRODUCT AVAILABILITY: rating of product general availability; acceptability of product specifications; satisfaction with on-time delivery performance; assurance of complete order delivery performance; competence of order handling and order taking; ability to supply products as contracted

RELATIVE TECHNICAL COMPETENCE: rating of general technical competence; technical expertise and efficacy amongst staff; application of product technology; conciseness of product documentation and instructions; level of product reject or return rates; status of general after-sales service competence and performance

RELATIVE MARKETING FACTORS: perception of product pricing; ranking of technical superiority; fulfillment of service undertakings and the quality of service provided; assurance of promptness; record of service promptness and delivery; satisfaction with service levels; general ease of service use and procedures used; contentment with service convenience, scheduling and off-take; perception of the distribution network system and its efficiency; customer handling, flexibility and willingness to co-operate; equity of terms of trading and contractual considerations

RELATIVE STAFF PERFORMANCE: initial contact and responsiveness; contact with order handling staff; negotiations with sales and marketing personnel; contact with administration and account staff; interface with technical and specialist managers and staff; performance of service personnel

RELATIVE CORPORATE CONSIDERATIONS: relative upstream integration; perceptions of downstream integration; performance of captive distribution channels; reliance on other companies; Utilisation of other distribution; benefits of other marketing activity; capture and dominance of specific customer bases

RELATIVE DISTRIBUTION CHANNEL CONSIDERATIONS: efficiency of warehousing and handling; quality and attractiveness of packing and packaging; performance of overall distribution activities; general stock availability; overall backlogs

RELATIVE CUSTOMER CONSIDERATIONS: geographic location and spread of the customer base; captiveness of existing customer bases; loyalty of the existing customer base; relative concentration of customers; frequency of average customer purchases; average size and turnover of customer service requirements; general level of customer servicing; seasonality of customer demand for products

RELATIVE PROMOTIONAL CONSIDERATIONS: general advertising and sales promotion message; marketing spend, Utilisation and sales decay; specific sales promotions and activity; salesforce effectiveness and performance; advertising efficiency

RELATIVE COMPETITOR CONSIDERATIONS: Overall pricing policy and its effectiveness; general sensitivity to the economic climate and conditions; overall competitive marketing effort; reaction to competitors' policies and activities; general reaction to the market entry of competitors; attractiveness of base pricing; ability to cope with and react to pricing increases; overall competitiveness of end users sales pricing; general relative market share

COMPETITOR PRODUCTION CONSIDERATIONS: Production & process difficulties, manufacturing capacity, unit production capacity, flexibility of production plant, ability to vary product range, age of plant & equipment

COMPETITOR SUPPLIES CONSIDERATIONS: Materials acquisition & sources, materials stock levels, dependence on sub-contractors, buying influence

COMPETITOR MANPOWER CONSIDERATIONS: Manpower availability, labour relations, pressure of wage rises, relative payroll levels, relative salary levels, technical capabilities

COMPETITOR COSTS & MARGIN CONSIDERATIONS: Stock levels, variable costs, fixed costs, payroll costs, direct costs relative to competitors, R + D / product development costs

COMPETITOR PRODUCT CONSIDERATIONS: Quality, product specifications, design, operating criteria, product efficiency, product reliability, product longevity, product life cycle, product customisation, product technology, product usage

COMPETITOR MANAGEMENT STRENGTHS: Management strengths: senior corporate officers, management strengths: production staff, management strengths: sales & marketing staff, management strengths: administration staff, management strengths: technical & R+D staff, management strengths: personnel staff

COMPETITOR CORPORATE CONSIDERATIONS: Upstream integration, downstream integration, captive distribution channels, dependence on other manufacturers, dependence on other distributors, dependence on other marketing, dependence on customers

COMPETITOR DISTRIBUTION CONSIDERATIONS: Warehousing & handling, packing & packaging, distribution, stock availability, order backlog

COMPETITOR CUSTOMER CONSIDERATIONS: Location of customers, dependence on customer base, captive customer base, concentration of purchases, purchase frequency, order size, relative customer servicing, seasonality of demand

COMPETITOR MARKETING CONSIDERATIONS: Advertising & sales promotion, marketing costs, sales promotion costs, selling costs, advertising costs

COMPETITOR CONSIDERATIONS: Competitors' pricing policy, sensitivity to economic conditions, relative marketing spend, competitors' aggressiveness, entry of new competitors, prices at MSP, price increases at MSP, prices at RSP, market share

RELATIVE REPUTATION: Overall awareness by customers, overall reputation, reputation of products, reputation of product quality, reputation of service provided, reputation of customer handling

RELATIVE PROMOTIONAL ACTIVITY: Rating of overall sales promotion activity, rating of advertising, rating of sales personnel, rating of sales print

RELATIVE PRODUCT AVAILABILITY: Rating of product availability, rating of product specifications, rating of on-time delivery, rating of complete order delivery, rating of order handling, rating of ability to supply

RELATIVE TECHNICAL COMPETENCE: Rating of technical competence, rating of technical awareness, rating of product technology, rating of product documentation, rating of product returns, rating of after-sales services

RELATIVE MARKETING FACTORS: Perception of product prices, technical superiority, service factors, prompt delivery, whole order delivery, stock levels, ordering procedures, delivery convenience, the delivery system, flexibility of customer handling, perceptions of terms of trading

RELATIVE STAFF PERFORMANCE: Initial contact, order handling staff, sales staff, administration staff, specialist staff, service personnel

RELATIVE CORPORATE CONSIDERATIONS: Upstream integration, downstream integration, captive distribution channels, reliance on other manufacturers, utilisation of other distributors, benefits of other marketing, captive customer bases

RELATIVE DISTRIBUTION CONSIDERATIONS: Warehousing & handling, packing & packaging, distribution, stock availability, order backlog

RELATIVE CUSTOMER CONSIDERATIONS: Location of customers, captiveness of the customer base, customer base loyalty, concentration of purchases, purchase frequency, order size, customer servicing, seasonality

RELATIVE PROMOTIONAL CONSIDERATIONS: Advertising & sales promotion, marketing, sales promotion, salesforce, advertising

RELATIVE COMPETITOR CONSIDERATIONS: Pricing policy, economic conditions, relative marketing effort, reaction to competitors, new competitors, prices at MSP, price increases, prices at RSP, market share

Note 24

COMPETITIVE SITUATION

This Data is given for 15 of the Company's Named Competitors.
In addition the analysis is made in 16 National Markets which are important to the Company.


COMPETITOR PERFORMANCE: RELATIVE CREDIBILITY: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Competitor Contracts & Documentation, Competitor Advertising.

RELATIVE CUSTOMER CONFIDENCE: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Competitor Contracts & Documentation, Competitor Advertising.

RELATIVE REPUTATION: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE STAFF EFFICIENCY: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Contracts & Documentation, Problem Solving.

RELATIVE STAFF PERFORMANCE: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Contracts & Documentation, Overall Customer Handling.

RELATIVE STAFF INTEGRITY: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Contracts & Documentation, Advertising & Promotions.

RELATIVE TRUTH & HONESTY: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Contracts & Documentation, Advertising & Promotions.

RELATIVE WRITTEN COMMUNICATIONS: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Contractual, Correspondence.

RELATIVE VERBAL CONTACT: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE CUSTOMER HANDLING: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE CUSTOMER COMPLAINT HANDLING: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE CUSTOMER PROBLEM SOLVING: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE CUSTOMER COMPREHENSION OF PRODUCT: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE CUSTOMER AWARENESS OF PRODUCT: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE CUSTOMER CONFIDENCE IN PRODUCT: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE CUSTOMER SERVICE: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff, Contracts & Documentation.

RELATIVE INITIAL CUSTOMER RESPONSE: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE INFORMATION FOR CUSTOMERS: Competitor Level, Branch/Outlet Level, Competitor Managers, Competitor Staff, Specialist Competitor Staff.

RELATIVE PROMOTIONAL ACTIVITY: Competitor Level, Branch/Outlet Level.

RELATIVE ADVERTISING POSTURE: Competitor Level, Branch/Outlet Level.

RELATIVE CONTRACT DOCUMENTATION: Competitor Level, Branch/Outlet Level.

COMPETITOR CUSTOMER SURVEY: Current purchasing criteria, future trends in purchasing criteria, price sensitivity, the availability -v- price question, the quality -v- price question, product awareness, reaction to advertising and sales promotion, reaction to POS and merchandising, satisfaction with product quality, satisfaction with product design, satisfaction with product availability, satisfaction with existing products and services, satisfaction with existing retail operations, satisfaction with retail outlet levels, satisfaction with existing methods of supply, satisfaction with the product package, satisfaction with product design

COMPETITOR PRODUCT FACTORS: Quality; approvals; design factors / design specifications; physical criteria / physical parameters; R+D costs / development costs / customisation; technology / technology factors & development; product life / longevity; performance / product efficiency / product integrity; reliability / product failure / product defects; operating criteria / product operation or usage; probability of technical development / technical; product life cycle / product obsolescence

COMPETITOR MARKETING FACTORS: Distribution / warehousing / handling costs; costs/prices at supplier sale price; costs/prices at end user / retail sale price; stock availability / lead times / delivery; sales promotion & sales costs; advertising posture & advertising costs; competition / competitors' aggressiveness & posture; market share / relative market shares; seasonality / cyclical demand / demand fluctuations; sensitivity to economic climate & conditions; after-sales factors

COMPETITOR SUPPLIER FACTORS: Processing / production / handling facilities & capacity; processing/ handling capacity / flexibility of plant; dependence on sub-contractors / in-house supplies; technical capabilities / new product developments; technological aptitude & innovations; other capacity; own buying influence / economies of scale; alternative suppliers base; commitment/capacity of other suppliers; price advantages & pricing amongst other suppliers; conditions of sale / terms of trading

COMPETITOR DISTRIBUTION / CUSTOMER INTERFACE FACTORS: Technical / marketing capabilities & capacity; distribution facilities & manpower availability; commitment to other suppliers; sales volumes / turnover required; margins / added value; captive customer base / customers handled; area/s serviced and geographic coverage; sales promotion / advertising / salesforce; effects on existing products & customer base; cash-flow requirements of distribution channel; capital requirements

COMPETITOR CUSTOMER FACTORS: Propensity to consume / demand factors; product purchase background / past product purchase; purchasing criteria - commercial; purchasing criteria - motivational; purchase price / acquisition costs / product costs; DMU susceptibility / customer awareness

Note 25

PRODUCT PERCEPTIONS

This Data is given for 15 of the Company's Products, Product Groups & Sectors. In addition the analysis is made in 16 National Markets which are important to the Company.

PRODUCT END USER SURVEYS
Current purchasing criteria; purchasing criteria - future trends; buying patterns; frequency of purchase/s; satisfaction with existing products and services; satisfaction with existing suppliers & sources; satisfaction with existing methods of supply & distribution; satisfaction with suppliers' ability to supply; satisfaction with availability of products; satisfaction with quality of products purchased; satisfaction with promptness of supply; satisfaction with acquisition & specification procedures; satisfaction with terms of trading; satisfaction with after-sales service received; satisfaction with availability of products + services; satisfaction with general & other assistance received; satisfaction with documentation / instructions; supplier loyalty; direct purchases from suppliers; the availability -v- price question; the quality -v- price question; frequency of purchase; purchase procedures; method of payment; attitudes towards established products; attitudes towards foreign suppliers & products; reactions to advertising and sales promotion; product success / failure rates; product success / failure rates during testing; product success / failure rate over time; person/s initiating decision to purchase / repurchase; person/s initiating decision to increase level of purchases; person/s initiating decision to introduce new products or suppliers; person/s deciding what products or suppliers are required; person/s preparing specifications for purchases; person/s evaluating applications and purchases; person/s surveying suppliers and seeking quotations; person/s negotiating terms with potential suppliers; person/s deciding which supplier gets the order/s; person/s monitoring results of purchases.

PRODUCT BUYERS SURVEYS : DECISION MAKER
Person/s initiating decision to remain with suppliers; person/s initiating decision to increase amounts purchased; person/s initiating decision to introduce new products or suppliers; person/s deciding what products are to be carried; person/s preparing orders / specifications for purchases; person/s evaluating products or suppliers available; person/s surveying suppliers and seeking quotations; person/s negotiating terms with suppliers; person/s approving / authorising order/s; person/s monitoring results of purchases and sales.

THE CONSUMER OR BUYER LEVEL:
The Buyer Profile is given as a matrix
  BY YEAR and by:-
  AGE GROUP: Up to 19; 20 - 24; 25 - 34; 35 - 44; 45 - 54; 55 - 64; 65 and over.
  SOCIAL CLASS:   A : Upper Middle Class :Higher managerial, administrative
                             B : Middle Class :Intermediate managerial
                           C1 : Lower Middle Class : Supervisor or clerical
                           C2 : Skilled Working Class : Skilled manual workers
                             D : Working Class : Semi- and unskilled manual workers
                             E : Others
  LOCATION:  By Region and Major Urban Conurbation.

PRODUCT DISTRIBUTION CHANNELS SURVEYS
Source of supply; satisfaction with availability of advertising support & pos; current purchasing criteria; purchasing criteria - future trends; buying patterns; frequency of purchase/s; satisfaction with existing products and services; satisfaction with existing suppliers & sources; satisfaction with existing methods of supply & distribution; satisfaction with suppliers' ability to supply; satisfaction with availability of products; satisfaction with quality of products purchased; satisfaction with promptness of supply; satisfaction with acquisition & specification procedures; satisfaction with terms of trading; satisfaction with after-sales service received; satisfaction with availability of products + services; satisfaction with general & other assistance received; satisfaction with documentation / instructions; supplier loyalty; direct purchases from suppliers; the availability -v- price question; the quality -v- price question; frequency of purchase; purchase procedures; mode of ordering by clients; service area; mode of payment; discounts offered; sales promotional activities to their clients; sales promotional activities mix; suppliers sales promotion most influencing; financing; problems with products; experiences of product reject claims; satisfaction with own ability to supply; method of payment; attitudes towards established products; attitudes towards foreign suppliers & products; reactions to advertising and sales promotion; product success / failure rates; product success / failure rates during testing; product success / failure rate over time.

PRODUCT COMPANY + INDUSTRY PERFORMANCE
COMPANY PERFORMANCE: CREDIBILITY: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Company Contracts & Documentation, Company Advertising.
CUSTOMER CONFIDENCE: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Company Contracts & Documentation, Company Advertising.
REPUTATION: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
STAFF EFFICIENCY: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation, Problem Solving.
STAFF PERFORMANCE: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation, Overall Customer Handling.
STAFF INTEGRITY: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation, Advertising & Promotions.
TRUTH & HONESTY: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation, Advertising & Promotions.
WRITTEN COMMUNICATIONS: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contractual, Correspondence.
VERBAL CONTACT: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
CUSTOMER HANDLING: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
CUSTOMER COMPLAINT HANDLING: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
CUSTOMER PROBLEM SOLVING: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
CUSTOMER COMPREHENSION OF PRODUCT: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
CUSTOMER AWARENESS OF PRODUCT: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
CUSTOMER CONFIDENCE IN PRODUCT: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
CUSTOMER SERVICE: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation.
INITIAL CUSTOMER RESPONSE: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
INFORMATION FOR CUSTOMERS: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
PROMOTIONAL ACTIVITY: Company Level, Branch/Outlet Level.
ADVERTISING POSTURE: Company Level, Branch/Outlet Level.
CONTRACT DOCUMENTATION: Company Level, Branch/Outlet Level.

Note 26

CUSTOMER PERCEPTIONS

This Data is given for 15 of the Company's Products, Product Groups & Sectors. In addition the analysis is made in 16 National Markets which are important to the Company.

CORPORATE CUSTOMER END USER SURVEYS
Current purchasing criteria; purchasing criteria - future trends; buying patterns; frequency of purchase/s; satisfaction with existing products and services; satisfaction with existing suppliers & sources; satisfaction with existing methods of supply & distribution; satisfaction with suppliers' ability to supply; satisfaction with availability of products; satisfaction with quality of products purchased; satisfaction with promptness of supply; satisfaction with acquisition & specification procedures; satisfaction with terms of trading; satisfaction with after-sales service received; satisfaction with availability of products + services; satisfaction with general & other assistance received; satisfaction with documentation / instructions; supplier loyalty; direct purchases from suppliers; the availability -v- price question; the quality -v- price question; frequency of purchase; purchase procedures; method of payment; attitudes towards established products; attitudes towards foreign suppliers & products; reactions to advertising and sales promotion; product success / failure rates; product success / failure rates during testing; product success / failure rate over time; person/s initiating decision to purchase / repurchase; person/s initiating decision to increase level of purchases; person/s initiating decision to introduce new products or suppliers; person/s deciding what products or suppliers are required; person/s preparing specifications for purchases; person/s evaluating applications and purchases; person/s surveying suppliers and seeking quotations; person/s negotiating terms with potential suppliers; person/s deciding which supplier gets the order/s; person/s monitoring results of purchases.


CORPORATE BUYERS SURVEYS : DECISION MAKER
Person/s initiating decision to remain with suppliers; person/s initiating decision to increase amounts purchased; person/s initiating decision to introduce new products or suppliers; person/s deciding what products are to be carried; person/s preparing orders / specifications for purchases; person/s evaluating products or suppliers available; person/s surveying suppliers and seeking quotations; person/s negotiating terms with suppliers; person/s approving / authorising order/s; person/s monitoring results of purchases and sales.

CORPORATE CONSUMER OR BUYER LEVEL:
The Buyer Profile is given as a matrix BY YEAR and by:-

   AGE GROUP: Up to 19; 20 - 24; 25 - 34; 35 - 44; 45 - 54; 55 - 64; 65 and over.
   SOCIAL CLASS:   A : Upper Middle Class : Higher managerial, administrative
                              B : Middle Class : Intermediate managerial
                            C1 : Lower Middle Class : Supervisor or clerical
                            C2 : Skilled Working Class : Skilled manual workers
                              D : Working Class : Semi- and unskilled manual workers
                              E : Others
   LOCATION: By Region and Major Urban Conurbation.

CORPORATE CUSTOMER DISTRIBUTION CHANNELS SURVEYS
Source of supply; satisfaction with availability of advertising support & pos; current purchasing criteria; purchasing criteria - future trends; buying patterns; frequency of purchase/s; satisfaction with existing products and services; satisfaction with existing suppliers & sources; satisfaction with existing methods of supply & distribution; satisfaction with suppliers' ability to supply; satisfaction with availability of products; satisfaction with quality of products purchased; satisfaction with promptness of supply; satisfaction with acquisition & specification procedures; satisfaction with terms of trading; satisfaction with after-sales service received; satisfaction with availability of products + services; satisfaction with general & other assistance received; satisfaction with documentation / instructions; supplier loyalty; direct purchases from suppliers; the availability -v- price question; the quality -v- price question; frequency of purchase; purchase procedures; mode of ordering by clients; service area; mode of payment; discounts offered; sales promotional activities to their clients; sales promotional activities mix; suppliers sales promotion most influencing; financing; problems with products; experiences of product reject claims; satisfaction with own ability to supply; method of payment; attitudes towards established products; attitudes towards foreign suppliers & products; reactions to advertising and sales promotion; product success / failure rates; product success / failure rates during testing; product success / failure rate over time.

CORPORATE PERFORMANCE
COMPANY PERFORMANCE: CREDIBILITY: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Company Contracts & Documentation, Company Advertising.
CUSTOMER CONFIDENCE: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Company Contracts & Documentation, Company Advertising.
REPUTATION: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
STAFF EFFICIENCY: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation, Problem Solving.
STAFF PERFORMANCE: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation, Overall Customer Handling.
STAFF INTEGRITY: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation, Advertising & Promotions.
TRUTH & HONESTY: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation, Advertising & Promotions.
WRITTEN COMMUNICATIONS: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contractual, Correspondence.
VERBAL CONTACT: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
CUSTOMER HANDLING: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
CUSTOMER COMPLAINT HANDLING: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
CUSTOMER PROBLEM SOLVING: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
CUSTOMER COMPREHENSION OF PRODUCT: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
CUSTOMER AWARENESS OF PRODUCT: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
CUSTOMER CONFIDENCE IN PRODUCT: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
CUSTOMER SERVICE: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff, Contracts & Documentation.
INITIAL CUSTOMER RESPONSE: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
INFORMATION FOR CUSTOMERS: Company Level, Branch/Outlet Level, Company Managers, Company Staff, Specialist Company Staff.
PROMOTIONAL ACTIVITY: Company Level, Branch/Outlet Level.
ADVERTISING POSTURE: Company Level, Branch/Outlet Level.
CONTRACT DOCUMENTATION: Company Level, Branch/Outlet Level.