You are on page 1of 33
  • I. Time context:

2009

II.

Viewpoint:

Marketing Department

I. Time context: 2009 II. Viewpoint: Marketing Department III. Statement of the problem A. Major problem:

III. Statement of the problem

A. Major problem:

Harley Davidson’s product line is relatively out of the consumer’s preference in their domestic market.

  • B. Minor problem:

1.) Decrease in annual domestic sales. 2.) Existence of foreign competitors in their local operation. 3.) Limited market segment.

IV. Objectives

A. Must/Short Range Objectives

[1]

1. To identify the customers preference for a particular product. 2. To satisfy the target market
  • 1. To identify the customers preference for a particular product.

  • 2. To satisfy the target market demands and provide product line based on their preference.

B. Want/Long Range Objectives

  • 1. Dominate the industry despite of the high competition.

  • 2. To have a clear strategic direction of continuing its product

improvement for the benefit of the

meeting customers demand.

company and

  • 3. To be able to capture majority of domestic market share.

V. Areas of Consideration

A. SWOT Analysis

Strengths

  • 1. Powerful brand image

Because the firm established in the mind of customer that

riding a Harley- their dreams.

Davidson motorcycle is the fulfillment of

  • 2. Strong relationship with employees Because it is one of their resources which made them successful

  • 3. The sole American motorcycle manufacturer

[2]

This is their key factor to dominate the industry for decades 4. Established Academy of Motorcycling

This is their key factor to dominate the industry for decades

  • 4. Established Academy of Motorcycling Which provide both new and expert riders with a deeper engagement in motorcycling and to experience Harley Davidson style.

  • 5. Product customization Which enable the customers to be more creative in the styles they want.

  • 6. Customer loyalty Because they established on the mind of the consumer that they belong to the family of Harley when they own a unit.

Weaknesses

  • 1. Products are more expensive That’s why only those rich people can purchase the Harley motors.

  • 2. People also feared of being called as ”hooligans ” in the society when they ride a Harley Davison bike.

  • 3. American pride is the main basis of their product development.

  • 4. Offers only a single product line in the industry.

  • 5. Slow growth in the international market share.

  • 6. Cultural diversity product designs are for big people like American and Europeans.

[3]

Opportunities

Opportunities 1. Strong growth in the motorcycle industry in Asia and Mexico. 2. Increasing numbers of
  • 1. Strong growth in the motorcycle industry in Asia and Mexico.

  • 2. Increasing numbers of women riders.

  • 3. Increasing number of aging population which is considered as their largest market segment.

  • 4. Technological advancement is useful in the product development and innovation.

  • 5. Expansion in the global market due to increase in economic growth.

Threats

  • 1. HD’s competitors offer a more diversified product line that’s why they are vulnerable in the industry changes.

  • 2. Substitute Products potential development becomes a factor in purchase decision making.

  • 3. European motorcycle industry is suffering from declining of growth.

  • 4. Extinguishment of their largest market segment which is the aging population because they are unable to operate a motorcycle.

  • 5. Developing car industry.

  • 6. Changing preference of the customers.

[4]

7. Potential entries of more players with lower prices. SWOT MATRIX Strength Weaknesses Opportunities Having an

7. Potential entries of more players with lower prices.

SWOT MATRIX

 

Strength

Weaknesses

Opportunities

Having an academy of motorcycles expand the motorcycles industry in Asia and Mexico

Technological advancement that puts Harley-Davison product more expensive compare to

(S4,O1)

its competitors

(O4,W1)

 

The costumers loyalty helps in the expansion in the global market

Harley-Davidson pursuing the American pride due to

(O3,W3)

(S6,O5)

increasing no. of aging

population which their target market

 

Increasing no. of women riders cause of powerful brand image of Harley-Davidson

 

(S1,O2)

Threats

Harley-Davidson is the only one motorcycle manufacturer in America but its competitors offer

Harley-Davidson must provide substitute products because its only offer single product line

more diversified product line

(T2,W7)

[5]

(S3,T1) Product customization that Harley-Davidson offer grow in the European motorcycle industry Due to changing preferences
 

(S3,T1)

 
 

Product customization that Harley-Davidson offer grow in the European motorcycle industry

Due to changing preferences of the costumer makes slow growth in the international market

(S5,T3);

shares

(T6,W5)

PESTEL ANALYSIS

POLITICAL

  • 1. The United States military and police used the product of Harley Davidson.

  • 2. Harley-Davidson faced is the import/export rates on their products.

  • 3. Harley-Davidson have ambitions to enter the Chinese market, however currently face Chinese political issues as motorcycles are prohibited in 170 of its cities and obtaining a motorcycle license costs time and money.

  • 4. Smoke Emission.

ECONOMICAL

[6]

1. Confidence in economy is directly proportional to the purchasing of consumer items 2. Opportunities in
  • 1. Confidence in economy is directly proportional to the purchasing of consumer items

  • 2. Opportunities in emerging economies [India and china] but uncertain operating situations.

  • 3. In York, PA the employees strike happened due to failed to agree on wages and health benefits.

1. Confidence in economy is directly proportional to the purchasing of consumer items 2. Opportunities in
  • 4. Rising fuel prices will affect both Harley-Davidson their suppliers and Harley-Davidson's competitors.

  • 5. Consumers are less inclined to spend their money.

SOCIAL

  • 1. The firm support BCNS (Breast Cancer Network of Strength) and (Muscular Dystrophy Association)

  • 2. The unforgettable experience.

  • 3. Government reports state that motorcyclists are more likely to be injured. Keeping this social issue in mind, buyers may choose a company that focuses on the safety of its products.

TECHNOLOGICAL

  • 1. Harley-Davidson have a wide variety of products according to standard, performing, touring and custom

  • 2. The advancement of Harley-Davidson in the parts of motorcycles.

[7]

3. Anti-lock breaking systems and ‘clutchless'' transmissions are beginning to be developed by Harley-Davidson and other
  • 3. Anti-lock breaking systems and ‘clutchless'' transmissions are beginning to be developed by Harley-Davidson and other competitors.

  • 4. Harley-Davidson has prided them on having a “distinctive sound”.

ENVIRONMENT

  • 1. Noise pollution and some emission standards of Harley- Davidson bike is not up to level of some countries across the globe

  • 2. First Corporation to voluntarily enroll in the one clean-up program, this program is design for the clean-up of the affected soil and ground water at the former york naval ordinance plant.

  • 3. Produce an environmental warranty their warranty ensures each owner that the vehicles is design and built free of any defect in materials and workmanship that would cause the vehicles to meet EPA standards

  • 4. Motorcycles are primarily used during warmer months, from mid-march to august.

LEGAL

  • 1. In India and China, delayed for several years due to high tariffs and emissions regulations

[8]

2. The pollution regulations have recently changed, but the tariff problem is yet unresolved 3. The
  • 2. The pollution regulations have recently changed, but the tariff problem is yet unresolved

  • 3. The import duty held up by 60% and taxes of 30% which effectively double the sales price.

  • 4. The age restriction on riders is 17, coupled with the legal requirement for a motorcycle license. Additionally, the motorcycle must be maintained; have an MOT, tax and the rider must wear a helmet.

Industry Analysis

Harley-Davidson is an American motorcycle manufacturer company that founded in Milwaukee, Wisconsin and with the headquarters in Juneau Avenue. It is one of the two major American motorcycle manufacturers that survived in the Great Depression. It is named after the late William S. Harley and his friend Arthur Davidson, Harley-Davidson started in a small engine but soon variegate.

  • 1. What is the product/service?

Harley-Davidson sells different classes of heavyweight motorcycles are designed for cruising on highways. They also have parts, different kinds of apparel and accessories for different ages. Harley-Davidson allows you to customize your own motorcycle for the convenience and to show out your passion.

They also have a financial service that includes the group of companies doing business with Harley-Davidson which provides wholesale and retail financing and as an agent, provides insurance and

[9]

insurance related programs primarily to Harley-Davison and Buell dealers and their retail customers. A. What function

insurance related programs primarily to Harley-Davison and Buell dealers and their retail customers.

  • A. What function does it serve?

Harley-Davidson serves as a provider of motorcyclists and to the general public an expanding line of motorcycles and branded products and services in selected market segments.

Financial services programs to dealers and retail customers.

  • B. What are the channels of distribution? The channel distribution uses is e-commerce and web design.

    • 2. What is the industry size in units and dollars?

Harley Davidson is increasingly reliant on international sales, especially in Europe. In 2004, only 18% of the company’s sales were international. This figure had moved to 32.5% by 2010, helped by a heavily weakening dollar. Because Harley incurs its production costs in the United States, it benefits when the dollar weakens against the Euro and the Yen.

People tend to buy dollars to buy U.S. goods, or to hedge against the fluctuation of global currency (the U.S. Dollar is the world's most trusted currency). When people buy dollars, the dollar goes up.

  • A. How fast is it growing?

Harley- Davidson is increasingly reliant on international sales, especially in Europe. In 2004, only 18% of the company’s sales were come from international account, figure had move to 32.5% by 2010

[10]

helped by a heavily weak dollar. Because Harley incurs its production costs in the U.S it

helped by a heavily weak dollar. Because Harley incurs its production costs in the U.S it benefits when the dollar weaken against the Euro and Yen.

helped by a heavily weak dollar. Because Harley incurs its production costs in the U.S it
  • B. Are product differentiated?

From the above mentioned products and services, we can derive that Harley-Davidson’s products and services are differentiated.

  • C. Are there high exit barriers?

There is a low exit barrier because the market is stable so the profit margins do not oscillate along time and also because of many players in the market industry.

[11]

  • D. Are there high fixed cost?

D. Are there high fixed cost? Yes, worldwide independent dealer retail sales of Harley- Davidson motorcycles.

Yes, worldwide independent dealer retail sales of Harley- Davidson motorcycles. Retail sales continue to be impacted on a global basis by difficult economic conditions.

  • E. Are there some of the forces that determine the strength

of competition among existing competitors?

In its market industry, the company had these following factors:

Consumer Loyalty, Brand Awareness, Financial Position, Price Competitiveness, Market Positioning, Product and Service Quality, Global Expansion, Organizational Structures and Product Diversity.

  • 3. Who are the major competitors?

Harley-Davidson’s direct existing competitors are the powerful Japanese makers Honda, Yamaha, Kawasaki and Suzuki. Germany's BMW also competes in this segment, Polaris the snow bikes maker and the other minor European makers such as Ducati and Guzzi by Britain’s Norton.

  • A. What are their market shares?

Harley-Davidson increased market share in the U.S., its biggest market, for the quarter and year, while sales slipped a modest .02%. The Motor Company stated that U.S. 651+cc sales were down 14.6% for the year, while Harley sales were down only 11.7% for the year.

[12]

Their U.S. market share in that segment increased to 54.9% from 53.3% a year earlier and

Their U.S. market share in that segment increased to 54.9% from 53.3% a year earlier and 45.4% in 2008.

Worldwide, H-D sales were down 8.5% from 2009 to 2010, though sales increased in Europe and Latin America. And overall international sales were down only 1.9% from a year earlier. And the world market share is 31.9%.

Harley-Davidson Motorcycles

Their U.S. market share in that segment increased to 54.9% from 53.3% a year earlier and
Their U.S. market share in that segment increased to 54.9% from 53.3% a year earlier and

[13]

[14]
[14]
[14]
[14]

[14]

B. Is the industry consolidated or fragmented? The industry is fragmented because there are many players
B. Is the industry consolidated or fragmented? The industry is fragmented because there are many players
  • B. Is the industry consolidated or fragmented?

The industry is fragmented because there are many players in the industry and operates, not only in their respective domestic area but also operates in the global market.

  • 4. Who are the major customers of the industry?

The average Harley customer is an upper-class 47-year-old white male, and has been getting older at a rate of 6 months every year for the last 20 years.

  • A. Are they powerful?

-No, because most of the customers came from specific individuals.

  • B. What gives them power?

[15]

- Consumers of Harley Davidson motorcycles are individual customers, that’s why they can’t seriously affect Harley’s

-Consumers of Harley Davidson motorcycles are individual customers, that’s why they can’t seriously affect Harley’s financial position.

-The number of dealers around the globe is also less and they are also dependent to the individual customers that cannot affect Harley-Davidson financial position.

5. Who are the major suppliers of the industry?

-Faria

A. Are they powerful?

-No

B. What gives them power?

- Steel is the basic electrical requirement and shipping of final motorcycles is the main thing Harley-Davidson seeks from the suppliers.

-Harley-Davidson has wide span of suppliers, so that if one supplier attempted to increase the price they can easily switch to the alternative suppliers without any problem in production.

6. Do significant entry barriers exist?

Barriers to entry, the motorbikes market are characterized by the high technology, mass production and low prices in the lightweight segment.

  • A. What are they?

Japanese makers own the biggest market share against other strong European competitors

[16]

* Chezk’s Husquaena and the Spanish Derby they manufacture and customized bikes * Customer loyalty and

* Chezk’s Husquaena and the Spanish Derby they manufacture and customized bikes

* Customer loyalty and strong image is a barrier for the makers than the classic Harley-Davidson Inc. and BMW just as for the super car segment Ferrari and Porsche.

* Product differentiation

* Switching costs on the cost that buyer has to absorb to switch from one supplier to another.

* Capital requirements for entry, the investment of large Capital and the significant risk to enter.

B. Are they effective in protecting existing competitors thus enhancing profits?

Yes, because of the brand loyalty that continuing in the mind set of an individual that if you say Harley-Davidson it’s has a good quality and an adventure experience to have this kind of product and services that HD offered. The real power of Harley-Davidson is the power to market to consumers who love the product

7. A. Are they any close substitutes for industry product and services?

Natural substitutes of heavy and super heavyweight motorbikes are medium and lightweight motorcycles, mopeds scooters and as a meaning of transportation cars, trucks, SUV's, public transportation and bikes. Both suppliers and distributors have low impact in this

[17]

market because of the atomized of the number of suppliers and the brand loyalty of distributors/dealers.

market because of the atomized of the number of suppliers and the brand loyalty of distributors/dealers.

7

B. Do they provide pressure on prices change in the

industry?

No, because they choose to be traditionally different in their competitors offering lower prices compare to them. All they want is to satisfy their customers and give the best experience in motorcycling.

Factors differentiated HD from competitors: it has always been strongly

market focused unlike its more technology focused competitors.

Coherently, it offers highly customized motorcycles

that imply higher

production costs, yet provide customers with extra value thus

increasing their loyalty.

8

A. What are the basic strategies of competitors?

Sales-Marketing method that involve high advertisements

Distribution method

Operational Excellence-strategy is predicated on the production

and delivery of products and services. The objective is to lead the

industry in terms of price and convenience.

Product Leadership-strategy is predicated on producing a

continuous stream of state-of-the-art products and services. The

objective is the quick commercialization of new ideas.

  • 8 B. How successful they are?

[18]

Different competitors have different market strategy to advertise and effectively introduce their certain products. 9 A.

Different competitors have different market strategy to advertise and effectively introduce their certain products.

9 A. To what extent is the industry global?

They are in the international market segment that includes America, Europe and Asia. Harley-Davidson is one of those excellent companies whom had challenged traditional ideas.

9 B. Are there any apparent advantages to being involved in more than one (1) nation?

Yes, because if a business is engaging in more than one (1) nation you can have some of the following benefits:

increase level of demand

Brand recognition-the product will be easily known to other regions

The customer can easily have access to business in terms of product maintenance

Increase of income

Improvement of quantity and quality of the products

10 A. Is the industry regulated?

With regards to the exportation and importation of the products the laws of each country applies in order for them to monitor the goods which enter into their territory.

[19]

10 B. What influence do regulations have on industry competitiveness? It has a major influence to

10 B. What influence do regulations have on industry competitiveness?

It has a major influence to the industry because they cannot operate beyond the rules and regulations that are being implemented in each area of operation. Another thing is they can also use the fact of being regulated specially by the government to be their competitive advantage if they follow the laws that is being implemented to establish a strong foundation in their respective market.

VI. Alternative Courses of Action

ACA#1: To introduce new and enticing product based on local market preference of the target market while maintaining the brand name.

ADVANTAGES:

  • - Innovation can create new growth segment

  • - Gain new valuable costumer

  • - It would be difficult for rivals imitate

  • - Create more awareness of the product existence

DISADVANTAGES:

  • - Introducing new product would be costly and expensive.

  • - Risk for the new product not to be successful.

  • - Their limited edition product can be replaced in the market.

[20]

ACA#2: Strengthen Harley’s product advertisement. ADVANTAGES: - Increase the firm sales. - Raises customers’ product awareness.

ACA#2: Strengthen Harley’s product advertisement.

ADVANTAGES:

  • - Increase the firm sales.

  • - Raises customers’ product awareness.

  • - Serves as a catalyst to re-establish he firm as the prime dealer of motorcycles.

  • - Enhance their market competitiveness.

DISADVANTAGES:

  • - A stand-out advertisement is costly and expensive.

  • - Unique and effective advertising ideas are difficult to produce.

  • - It may not be effective to attract local customers.

ACA#3: Differentiation of the product they are offering in terms of its features and quality.

ADVANTAGES:

  • - Products that have distinction provide more value for customers.

  • - Expansion of market segment.

  • - Unique products are difficult for competitors to imitate.

  • - Core competence will be enhanced.

  • - Brand loyalty is increased.

DISADVANTAGES:

  • - Implementation is costly and expensive.

[21]

- Risk of the product not to be successful. - It is difficult to come up
  • - Risk of the product not to be successful.

  • - It is difficult to come up with advantageous and unique idea.

  • - Harley Davidson not to be able to sustain their brand image.

Alternative Courses of Action Evaluation

Weight

Weig

 

ht

1

The criterion that would have this weight is not the main focus or consideration for the company as of the current time frame.

2

The factor to be spotted in this particular weight would have the company’s moderate consideration that will affect their decision making.

3

This weight means that the company puts a lot of focus and consideration in this criterion. They think that it will be the company’s best need at the current time context.

Rubrics

Criterion

5

3

1

Potential impact on company’s performance.

There is a great positive impact on company’s performance.

The company is seeing an average impact on this

The company have low impact on the performance of

[22]

alternative and will not adversely affect the company’s performance. this alternative. Ease of Implementation The decision
   

alternative and will not adversely affect the company’s performance.

this alternative.

Ease of Implementation

The decision of the company to implement the actions needed is not complicated.

The decision of the company to implement the actions related is not that hard to implement.

The decision of the company to implement the action is complex.

Benefit/Cost

The benefit that

The benefit that

The benefit that

Relationship

will be gained would exceed the cost to be incurred in a very significant percentage.

will be gained will or won’t exceed the cost to be incurred.

will be gained in the future will be for a short period time only.

Speed of Implementation

The implementation can be done within a short period of time.

The implementation will be done beyond a reasonable duration.

The implementation will be done in a very long period of time.

Decision Matrix

[23]

Alternative Course of Action Number One Criterion Weight Rating Score Potential impact on Company’s performance 3
 

Alternative Course of Action Number One

 

Criterion

Weight

Rating

Score

Potential impact on Company’s performance

  • 3 5

 

15

Ease of Implementation

 
  • 1 5

5

Benefit/Cost

  • 2 5

 

10

relationship

Speed of Implementation

  • 2 3

 

6

Total Rating

   

36

 
 

Alternative Course of Action Number Two

 

Criterion

Weight

Rating

Score

Potential impact on Company’s performance

  • 3 5

 

15

Ease of Implementation

 
  • 1 3

3

Benefit/Cost

  • 2 3

 

6

relationship

Speed of Implementation

  • 2 3

 

6

Total Rating

   

30

 
 

Alternative Course of Action Number Three

 

Criterion

Weight

Rating

Score

Potential impact on Company’s

  • 3 5

 

15

[24]

performance Ease of Implementation 1 3 3 Benefit/Cost 2 3 6 relationship Speed of Implementation 2

performance

     

Ease of Implementation

1

 
  • 3 3

Benefit/Cost

2

 
  • 3 6

relationship

Speed of Implementation

2

 
  • 3 6

Total Rating

   

30

VII. Recommendation

Harley Davidson’s problem on its product line with respect to the competitiveness can be resolved using ACA#1. This only means that the company must introduce a new yet enticing product while using the preference of their target local market as a basis for innovation, at the same time, HD must maintain their brand image. Another thing is they will satisfy the customers demand in line of motorcycle especially today’s consumers preference are rapidly changing. Lastly, it will become a competitive edge over its competitors offering a consumer preferred unit having a Harley Davidson quality and style.

VIII. Conclusion

Thus, with all the given arguments and considerations mentioned above, introducing new and enticing product based on the local preference of their target market while maintaining the brand image.

[25]

This gives HD a competitive edge over its competitors; it will also serve as a catalyst

This gives HD a competitive edge over its competitors; it will also serve as a catalyst for their eventual dominance of the motorcycle industry.

IX. Detailed Action Plan

Time Frame

Person Responsible/Depar tment Concerned

Activities

Budget

  • 1 day

Keith Wandell, Secretary

Scheduling a meeting together with the marketing department to discuss their chosen solution in the problem which is introducing a new product of Harley Davidson

 

1-2 days

Secretary

Preparation of the documents needed for the meeting

 
  • 1 day

Marketing

Meeting with the

 

Department

top and lower management especially with the product

[26]

development team for the R&D plan on identifying the local market preference 1-6 months Marketing Department
   

development team for the R&D plan on identifying the local market preference

 

1-6 months

Marketing Department together with the Product Development Team

Start and finalization of the gathered data on the research and development

 

1 week

Keith Wandell, Product Development Team

Discussion of the new product to be introduce in the market and forecasting of product development cost that will be possibly incurred by the company

 

1-2 days

Strategic Business

Finalization of the

$40,000,00

Unit

needed capital for the proposed product development

0

1-4 months

Product

Research and

$1,000,000

Development

Development that

Team

will be done by the team to start the formulation of

[27]

plans for the propose product 1-2 days Keith Wandell, Product Development Team, Marketing Department Meeting to
   

plans for the propose product

 

1-2 days

Keith Wandell, Product Development Team, Marketing Department

Meeting to discuss the proposal done by the team and its approval

 

3

days

Keith Wandell and the Department head

Dissemination of information of the propose product development

 

1

month

Chief Finance Officer

Meeting with possible investor and other Financing services firm

 

1

week

Production Head

Discussion of the materials needed and the its incremental cost

 

1

day

Production Head

Submission of the report for the projected cost of production

 

1-2 days

Keith Wandell

Approval of the projected production and development cost

 

1-2 months

Production

Commencement

$35,000,00

Department

of the production of the newly develop product

0

[28]

1-2 months Quality Control Department Testing, monitoring, evaluating of the newly develop product $2,000,000 2 months

1-2 months

Quality Control Department

Testing, monitoring, evaluating of the newly develop product

$2,000,000

2

months

Keith Wandell, Marketing Department

Meeting for the launch and continues advertisement of the product

 

3

months

Marketing

Start of product

$1,000,000

 

Department

launch and advertisement

Quarterly

Keith Wandell and

Sales and Product

 

Semi-annually

Top Management

performance

Annually

Evaluation

X. Financial Analysis

Debt Ratio

2009

  • 7047400 / 9155518 = 76.97%

2008

  • 3914887 / 7828625 = .5 or 50%

2007

  • 2099955 / 5656606 = 37.12%

[29]

Current Ratio

2009

4341949/2268224 = 1.914

2008

  • 5377881 / 2603757 = 2.06 times

2007

  • 3467314 / 1905079 = 1.82 times

Acid Test Ratio

2009

1899804/4341949 = 0.4375

2008

(593558 + 400908) / 2603757 = .38 times

2007

(402854 + 349697) / 1905079 = .40 times

ROA (Return on Investment in Assets)

2008

  • 654718 / [(7828625 + 5656606) / 2]

  • 654718 / 6742615.5 = 9.7%

2007

933843[(5656606 + 5532150) / 2]

  • 933843 / 5594378 = 16.69%

ROE (Return on Investment on Equity)

[30]

Current Ratio 2009 4341949/2268224 = 1.914 2008 5377881 / 2603757 = 2.06 times 2007 3467314 /

2008

654718[(2115603 + 2375491) / 2]

  • 654718 / 2245547 = 29.16%

2007

933843[(2375491 + 2756737) / 2]

  • 933843 / 2566114 = 36.4%

Equity Ratio

2009

2108118/9155518 = 0.2302

2008

  • 2115603 / 7828625 = 27.02%

2007

  • 2375491 / 5656606 = 42%

2008 654718[(2115603 + 2375491) / 2] 654718 / 2245547 = 29.16% 2007 933843[(2375491 + 2756737) /

[31]

Technological Institute of the Philippines 938 Aurora Boulevard Cubao Quezon City (CASE ANALYSIS) Presented and Submitted

Technological Institute of the Philippines 938 Aurora Boulevard Cubao Quezon City

Technological Institute of the Philippines 938 Aurora Boulevard Cubao Quezon City (CASE ANALYSIS) Presented and Submitted

(CASE ANALYSIS)

Presented and Submitted by:

Diamante, Cheryl

[32]

Dinglasan, Paolo T. Llorca, Hazeline L. Manuguid, Lorilyn C. Mendoza, Jay-Ar V. Nadal, Rachel Anne V. Tirana, Raymart C

Submitted to:

Prof. Paul Ma. Pesito

Dinglasan, Paolo T. Llorca, Hazeline L. Manuguid, Lorilyn C. Mendoza, Jay-Ar V. Nadal, Rachel Anne V.

[33]