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Table of Contents 1. Executive Summary................................................................................. 2 2.Current Market Situation......................................................................... 3 2.1 Market Summary .............

..................................................................... 2.2 Market Segmentation............................................................................ 2.3 Market Targeting.................................................................................. 2.4 Target Markets .................................................................................... 2.5 Competition ......................................................................................... 2.6 Product Performance............................................................................. 2.7 Distribution .......................................................................................... 3. Threats & Opportunities........................................................................... 3.1 Threats.................................................................................................. 3.2 Opportunities ...................................................................................... 4. Objective & Issues ................................................................................. 5 4.1 Objectives - Sales, Profit & Market Share............................................... 4.2 Issues..................................................................................................... 5. Marketing Strategy ............................................................................... 12 5.1 Demand Measurement & Forecasting .................................................. 5.2 Positioning Strategy............................................................................... 5.3 Marketing Mix Strategies....................................................................... 6. Action Plan and Implementation........................................................... 13 7. Marketing Budget ................................................................................. 21 8. Control.................................................................................................. 40 Annexure TANGO Marketing Budget ...................................................................... A References References ................................................................................................ B

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Executive Summary Pakistani Automotive market is on boom due to various positive micro and macro level signs, and providing hefty earning to existing players. CCI provides Pakistani auto consumers a flexible auto option i.e. “Narrow Car TANGO”. Although as a very new phenomena TANGO faces no competition in Pakistani Auto Market but TANGO may disturb the market of two products i.e. Small Cars and Motorcycles, that’s why we may consider existing Small Car and Motorcycle manufacturers as a competitors. TANGO Target market will be lower middle class comprising, junior level managers, shop owners and small business owners.

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2.0

Current Market Situation Analysis 2.1 Market Summary The automobile sector in Pakistan is on boom; it is growing at an amazing pace for consecutive third fiscal year. The Japanese, Korean & European auto giants have invested almost $1.5 Billion in Pakistan’s automotive section. The local investment in the industry is approximately $ 1.0 Billion up to end of FY0405. Following the brief review of Auto Sector of Pakistan. • • • • • • • Total car and Light commercial vehicle production increased by 37% YOY from 110,844 units in FY04 to 151,565 units in FY05, according to data provided by PAMA. Car production increased 28% YOY from 98,461 units in FY04 to 126,403 units in FY05. The main drivers of the growth in demand have been lower interest rates, increases in home remittances, and easier access to car-financing, and constant model changes that promotes competition. Based on market consensuses, the demand-supply gap stands at approximately 40,000 units in spite of the 37% increase in car and LCV production. Duties were reduced on CBU’s, while they remained unchanged on CKD’s in the Federal Budget 2004 - 2005. The reduction in duties resulted in an increase in the level of imports. In 2004 – 2005, local car and LCV sales totaled 152,364 units, or 25% of Pakistan’s total auto sales. Pakistan Auto Sales 2004-05
7% 1% 21% Motorcycle Light Commercial Vehciles Cars 4% Trucks & Buses 67% Tractors

Despite tremendous growth in small car (800-1000CC) car manufacturing, supply failed to slake burgeoning demand and exorbitant prices attracted much criticism on the manufacturers.

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It’s also witnessed that over the last three years car sales have been driven by the auto financing, approximately 65% cars are sold under auto finance scheme being offered by commercial banks. So we can say that auto financing drives car sales, it’s also important to note that the buyers of up to 1000 cc cars mostly utilize the facility. With the rising cost of fuel people are gradually shifting to smaller cars, besides, in a number of households the smaller car is also an alternative/second car. The Commuter Cars Incorporation, USA has realized the huge potential in small coupe type cars and motorbikes markets in Pakistan, and decide to enter in both market with its one product TANGO, by adopting the product development strategy. 2.2 Market Segmentation On top of every thing bulk of the buyers of smaller car are those who are willing to switch over from second hand cars to new cars. That new car keeps them away from mechanics for atleast 2-3 years, if being driven properly. Secondly, the users of bikes (Small families, routing home-tooffice-to-home motorcyclists) who may think towards an affordable and safe car-like convene. Tango consumers are segmented as per following broader categories 2.3 Market Targeting Although, we make a TANGO a car for every person, purse and personality. But we have targeted particularly the Lower Middles Class comprising mainly on junior level managers, small business owners, (Income – Group 10,00020000), who due to high cost of small vehicles and vehicles maintenance has not been able to purchase a Car. We are going to address there needs, as they are fit our objectives and we possess the skills and resources needed to succeed in the segment. 2.4 Target Market In the year 2004-05 small Cars production increased 28% over last year but this was not still able to cater the increasing demand, which far higher then supply. This difference between demand and supply may continue because of positive microeconomic indicators of Pakistan. The segmentation of TANGO Market, we have done product-wise segmentation and choose 3 brooders categories as per following pie chart.

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TANGO Targe t M arke ts

5% 25% Motorcycle Users (Switch) Small Car Users (Switch) 70% Public Transport Users

2.5

Competition There may be 2 broad categories of products from Pakistani Automobile market that can foresee TANGO as a rival. 1. New Small Car (800CC) Car. 2. New Motorcycles The high-paced growth of the auto industry has attracted investments from other market players and consumers have now been presented with a wider variety of automobiles. The 800cc car segment now has more to offer than the models produced by Daihatsu (Cuore) and Suzuki (Mehran). Three new companies, Nexus Automobiles (Exclusive), Adam Motors (Revo), and Pakistan Chery Automobile (Chery QQ) have entered into the 800cc market. These new cars will effectively provide a greater choice to the consumer as well as put a strain on margins as the segment is expected to become more pricecompetitive. The comparison of price between TANGO and competitors and market share of competitors are tabulated below: Product Mehran Le 800CC Santro Club Cuore CI Chevrolet Revo 800CC Price in Ruppees 326,000.00 559,000.00 359,000.00 515,000.00 269,000.00 5 Market Share in %age * 55% 20% 10% 05% 05%

Cherry 0.81 Basic TANGO (Basic)

461,000.00 125,000.00

05%

Market Share - 800CC Cars
C h e r r y 0 .8 1 B a s ic 5% R evo 8 0 0 C C 5% C h e v r o le t 5% C uo re C I 10 %

*Based on 4Q0405 figures.

M e h ra n Le 8 0 0 C C 55%

S a n t r o C lu b 20%

In regards to foreign entrants, Volkswagen, Renault and Daimler-Chrysler have planned to make significant investments in the Pakistani markets. Additionally, Roma Group of Companies has also formed an alliance with Chinese Auto-Manufacturers and is planning on beginning operations shortly. However, it still remains to be seen whether these companies will follow through with their plans to invest as the new government policies have made Pakistan a less lucrative investment opportunity. TANGO is an entirely new product for Pakistan automotive consumer, it surely opens the new ways of competition with 2 or more broader categories of products, as we discuss above the products of automotive market would be hit by TANGO introduction, will be small cars by Price and Fuel Consumption and Motorbikes by safety and luxury. In view of above schedule, it’s clearly observed that, in small cars market TANGO has mainly to compete Revo & Mehran, in term of price. In motorbikes category there are more then 20 local and foreign market players, but Honda (Supplied by Atlas Honda) is the undisputed market leader, in all segments of motorbikes markets, from 70s to now. Being a market leader Honda charged relatively much higher prices and provides quality product, they positions their bikes CD or “ Cash Deposit” based on quality, as a result Honda motorcycles have much higher resale value. Other players in the market are Dewan Farooque (Producer of Star), Dawood Yamaha (Producer and marketer of Yamaha), Suzkui Motorcycle (Marketer of Suzuki), Metro (Producer and Marketer of Metro) and Pakistan Automobile (Producer and Marketer of Sohrab).

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The comparison of price between TANGO and competitors and market share of competitors are tabulated below: Product Honda Star Metro All others TANGO (T100) Price in Ruppees 58,000.00 to 75,000.00 39,000.00 38,000.00 38,000.00 to 45,000.00 155,000.00 Market Share in %age * 60% 25% 15% 10% -

*Based on 4Q0405 figures. TANGO has to compete local and foreign brands of motorcycles that may be considered or preferred as relatively cheep then TANGO but the people who preferred and seek safety and luxury of cars will surely switch towards TANGO as a 1st choice. TANGO is much, much safer then a motorbike, a family of two having one or two kids (The Targeted Market Segment of TANGO) can easily accommodate, and enjoy their safest rides in TANGO. 2.6 Product Performance TANGO revolutionary commuter vehicle that combines the speed and agility of a motorcycle with the security and comfort of a luxury car. To market TANGO in Pakistan Commuter Cars Inc. USA has made some modifications, they change TANGO from commuter vehicle to petrol running TANGO by seeing high Electricity, Spares and battery maintenance Cost of Electricity charged TANGO. As a commuter (Hybrid) vehicle TANGO uses 4 KWh that’s the same amount of electricity used to power a 1500-watt portable heater for 2 hour and 40 minutes. Specifications of TANGO (T100) Length: 8’5” (2.57m) Width: 39” (.99m) Height 60” (1.52m) Weight 3000lbs (1364 kg) Mileage: 25-30miles / Litter (Average) Body Carbon Fiber or fiberglass Roll Cage Chrome moly or mild steel tubing Performance: Zero to 60mph in about 4 seconds Standing ¼ mile in about 12 seconds. The ability of more Mileage provided by TANGO can out compete small cars and quick get through in traffic jams ability with its 1-meter width.

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The Commuter Car Inc. doing his part by designing a car that pays for itself purely by convenience, time save during journey, and cost saving from reduced parking fees and fuel consumption, provide luxuries of cars like Aircondition, Heating, Audio (Radio/Tape) etc. TANGO can carry a reasonable amount of cargo, TANGO consume much less fuel then a (660CC to 800CC) Car. 2.7 Distribution. Commuters Car Inc. initially provided CBU (Completely built unit) to Pakistani consumers, letter-on to cater the other regional market like SARC Countries, Afghanistan and Central Asian Republics and to meet the increased demand of Pakistani market the company has a plan of establish a production facility in Port Qasim (Bin-Qasim) Export Processing Zone. That plan will be able to conduct 70% production. To make TANGO easily and readily available, Commuter Inc., has decided to deliver TANGO in ‘KIT CARS” shape, the supplies of KIT CARS will be directly be made from USA. These kits will required less then 8 hours of easy assembly, through their manuals a consumer can easily assemble and deassemble kit into a TANGO or Kit without the help of mechanics. We present our self as a service oriented company; we prefer CCS (Customer Community Satisfaction) culture and make sure the availability of technical services and spare parts through out Pakistan. We believe 3S (Sales, Services & Spare Parts) commitment for which we will build franchised 3S Centres in all major cities except Karachi and Lahore where we maintain our own 3S network. We provide warranty facility to the customers (6 months or 6000 KM warranty) through our 3S Network across Pakistan

3.0

Threats & Opportunities

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3.1

Threats 3.1.1 TANGO is new phenomena for Pakistani bikers. The bikers who use to enjoy free style, open air & view full ride of Motorbikes, no matter, who severe or thick the traffic jam they face, they love to penetrate in it, by zigzagging or putting the bike on footpath or doing some awful acrobatic stuff, as TANGO is not for adventurism, it provides a family convene solution, bike lover may stick with their passion of adventure, but safety, security and luxury seeking families. TANGO could not offer side-by-side sitting, it offer a jet cockpit style sitting that may be difficult for Pakistani consumers to adjust down. There is a general perception that automotive market will decline with the rising interest rate, but the impact on monthly installment is only marginal that’s why we are assure this may be a very nominal threat. All three major auto assemblers are in the process of expanding their capacities to meet the higher than expected demand, and all will be financing these projects internally. Given the recent announcements in the 2005-2006 Budget as well as the amendment to the Trade Policy 2005 - 2006, these expansions could not have come at a worse time. In the long run, with the level of imports expected to rise by leaps and bounds, the companies will be building up inventory as well as not operating at full capacity. This will result in downward pressure on the assemblers’ margins, mostly due to fixed costs being higher as they will be spread over a smaller unit base as well as due to lower sales. Those vendors and assemblers that have not yet proceeded with their expansions will be re-thinking their options as expansions will most definitely lead to lower margins. Competition is increasing from imports due to Budget 05-06, completion from local assemblers due to constant model changes.

3.1.2

3.1.2

3.1.3

3.1.4 3.2

Opportunities 3.2.1 The existing users of small cars will switch towards TANGO because, for many urban areas of Pakistan the TANGO—considered unique in many ways--has the solution for some of the major problems urban areas peoples have with automobiles today. Traffic has overcome the current roads system. There are too many 4passenger cars using an entire lane to transport a single person. There is also too much pollution from vehicles.

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3.2.2

Finding space to park in congested cities is difficult and timeconsuming. Add in the cost of parking garages and lots or the extra hassle of moving your car and plugging the meter every hour or two, and people will jump to an alternative when it presents itself. For example if an executive who earn Rs: 250,000/= per annum, who bears Rs: 150/= per day as a fuel bill and Rs: 10/= parking fee with his 800CC car, now he can reduce its daily expenses upto 50% by consuming less fuel and less space tacking ability of TANG Every near relative of motorcycle-owner knows the danger behind the motorcycle ride, they send their love-ones to work or school with full amount of blessings and the blessings continues till their loveones safely return to home. What makes a motorcycle a dangerous vehicle, no matter who done the error the motorcyclist will be found on receiving end. Every year thousands of bikers loose their precious lives, body parts in cities of Pakistan. TANGO provides racecars style roll cage design; its low center of gravity and weight comparable to midsize sedan (800CC Car) make the TANGO extremely safe vehicle. TANGO assures that motorcyclist can enjoy like-wise free and zippy style ride of motorcycle with the safety of car. Pakistan has one of the lowest number of vehicles per capita among the developing countries which is around 7 cars per 1000 people & therefore, it offer lot of room for demand growth due to increased purchase power and do readily available financing/leasing schemes by financial institutions. Competitors’ growth will expected to be slow down in the long term to approximately 8%. This will be caused by the loss of pricing power due to the segments becoming more price-competitive. Unit sales will be slow down due to the variety of cars, both local and imported, available. In the Federal Budget FY06 GOP has recommended a further reduction in CBU (Completely Build Unit) import duties and rationalized engine capacity bands while keeping CKD Duties constant. The Major factor at the heart of the uncertainty surrounding the local auto industry is the lack of a long-term industrial policy for the auto assemblers by the Government. This has caused uncertainty among the assemblers in regards to their future investments. That can be considered as an opportunity but in longer term it is a threat.

3.2.3

3.2.4

3.2.5

3.2.6

4.0.

Objectives & Issues 4.1 Objectives – Sales, Profit and Market Share. 10

Company has the plan to achieve 1000 Cars sales in initial year and then we will exponentially improve our market shares by sustained and regular supply of product and by providing quality and value to our consumers. Company has the mission to gain sizeable presence in the Car/Motorcycle Market that are dominating Pakistan Automotive Section by 21% and 67% respectively. Following table shows five-year projection of Sales in term of No. Of Units, Turnover (Includes Spare Parts Sales), Profit and share in market.
Year Units Turnover (In Millions) Expected Profit (In Millions) Market Share (In %age) 2007 2500 337.5 87.5 1 2008 5000 675 262.5 2 2009 10000 1350 540 4 2010 20000 2700 1080 6 2011__________ 40000 5400 2160 8

It’s also with this noble in mind that company is offering the best quality & most economical vehicle at the most competitive prices to the customers. We will try our best to make it sure that the average citizens of Pakistan would be the ultimate winner and beneficiary of this car. 4.2 Issues However, Every conceivable objection to the mass acceptance of these vehicles is being met with the best solutions that technology can provide, and all possible and due feasibility analysis work has been done, but as we discuss earlier as threat its very new phenomena there numerous rear and major issues which can force us in meeting our goals. Competitors have the best brand recognitions and they are well positioned in trading activities and have efficient network.

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Marketing Strategy TANGO is a completely new product for Pakistan automotive market therefore, to achieve our share in market pie, as a growth strategy we will 11

adopt “Product Development Strategy” We also use “Pull Strategy” and spend lot of budget to establish consumer demand through advertising campaign. 5.1 Demand Measurement & Forecasting In the year 2004-05 small car production increased by 28% over last year but this was not still able to cater to the increasing demand, which far higher then supply. This difference between demand and supply may continue until the presence of positive microeconomic indicators of Pakistan and negative approach of car manufacturer. The small cars segments market is forecasted to be remain competitive due to products capacity enhancement of existing auto giants and as well as many internal automakers are interested to enter market that shows sure, strong growth prospects of Pakistan automotive market. 5.2 Positioning Strategy In that very critical stage, we have considered competitors positioning and how their products are perceived, the needs and desires of our target audiences, the elements of mystique or drama that our product naturally has about it. Due to involvement of cretin risk factors, we are neither going for mass marketing or niche marketing because our product is not fall into a niche category also due to an automobile producer we are expecting a complex buying behavior from our target consumer. therefore, we have determine a specific positioning, based on a following qualities or benefit of TANGO. The Tango is a new concept in personal transportation. It is a 2-passenger car that is no wider than a motorcycle. Like a motorcycle, the seating is arranged in tandem with the driver in front. The rear seat can be used to carry a passenger, a baby seat, or it can be removed to carry groceries or other goods. The Tango is narrow, but it is a normal height. These together with its roll cage structure make it a very safe vehicle. The Tango is less likely to tip-over than most vehicles because it uses ballast to achieve a low center of gravity. The narrow profile of the Tango has car advantages as described above. The first Tangos will be electric so they will reduce pollution as well as reduce congestion. So TANGO will be positioned as “The Ultra Narrow, Safe and Economical Car” 5.3 Marketing Mix Strategy 5.3.1 Product Strategy

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Our product TANGO (T100) the basic model we are going to introduce for Pakistani consumers has following packaging value additions and warranty features. o Available in 3 basic colors: Metallic Red, Green & Blue. o One CBU Unit accompanied by: 1 No. Toolkit (Free) , 2 No. Tires (Free) o 12000-Miles or 1 year’s (Which come first) Repair & Maintenance Warranty. (Only at our 3S Network) o Compensated vehicle and personal insurance. o Compensated cost and earliest possible documentation. 5.3.2 Price Strategy Our pricing strategy are structured and filtrated with current pricing strategies of competitors, pricing surveys and off course company’s internal cost evaluation process. Our approach towards TANGO pricing is based on competition. That’s why we are not applying any price adjustment strategy. Ex-factory Price Add Sales Tax Add: Distributors Margin Retail (Consumer) Price Rs: Rs: Rs: Rs: 115,000/= 20,000/= 20,000/= 155,000/=

Additional Costs Home Delivery of Vehicles etc. 5.3.3 Place Strategy The third P that’s really referring to distribution in TANGO marketing plan. The TANGO is available at our 3S Network Network. Consumer have to deposit Draft/ Pay Order of Retail price at 3S Network on the name of Commuter Cars Corporation Pakistan: o CUSTOMER understands that the actual selling price include tax or delivery. The deposit is fully refundable and held in an escrow account. o COMMUTER CARS has no access to funds. In the event that CUSTOMER wishes to have the deposit refunded, CUSTOMER shall notify 3S Network and/or COMMUTER CARS in writing at the addresses. 3S Network shall refund the deposit, without interest, to CUSTOMER at the address within seven days of receipt of written notice.

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o COMMUTER CARS will notify CUSTOMER at the address when the CUSTOMER’s vehicle is available for purchase in accordance with the reservation number. o COMMUTER will assign the reservation number CARS on a first come, first served basis. o If CUSTOMER changes its address, written notification shall be made to COMMUTER CARS and 3S Network at the addresses set forth herein. o COMMUTER CARS may cancel this reservation at any time upon written notice to CUSTOMER, together with refund of CUSTOMER’s deposit. 5.3.4 Promotion Strategy This is purely communication strategy of our plan. That P of TANGO Marketing-Mix containing 3 broader categories i.e. o Public Relations and Publicity o Advertising o Promotion and Events Public Relations and Publicity As we are trying to develop and bring to market a new product, thus we begin planting our PR seeds early in the game. The mantra of our PR actives based on Integrated Marketing Communications idea, that ensure that everything the press sees or hears is controlled and is consistent with the image plan. Following some tools we are going to use for Public Relations and Publicity. o o o o o o o o News Releases Feature Stories and Interview Exclusives Speeches / Appearances at Seminars / Conventions. Local, Regional or National Talk shows Community Involvements Lobbying Activities Social Responsibility Activities

Following some strategy ideas for types of information to communicate to the press o Prior to product release, sneak previews to the press. o Using both trade and consumer press. o Schedule press release so that various media sources publish information that builds on it and progressively includes new tidbits of information. 14

o Development of an interesting and fund idea centered around our product’s release. Indirect Advertising We have to translate all of our objectives in to a specific advertising message to meet our goals. That is basically the test of Positioning we’ve established earlier. We have tested and refined it, now it can says exactly what we need it to say ““The Ultra Narrow, Safe and Economical Car”. We have identified the type of Media will be used to carry out our message (That is referred to Media Plan). As we are introducing new product within one year, therefore our strategy is to advertise the product with a series of ads in TVC and publications, through which we steadily make the target consumers familiar with TANGO. As we map out our Advertisement strategy, we use following to make our communication with our target audience effective and efficient: § Determine the appropriate set of communication activities based on the relationships among the communication, buying process. Outline the use of messages and other communication tools throughout your selling process.

§

Indirect Advertisement and Target consumer buying processes
The following diagram depicts the relationships among the indirect advertisement, target consumer expected buying process used with and by TANGO buyers. In the row beginning with “Awareness,” the Advertisement process outlines the key communication objectives that must be met to facilitate progress in the buying and selling processes. Advertisement/Communication process
Awareness Credibility Lead generation Interest Preference Selection Loyalty

Buying process
Identify the need Identify alternative sources Evaluate alternative sources Select a short list of alternatives Conduct a technical evaluation Purchase Renewal

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Communication process and the evolution of messaging As we moves through the communication process, we must evolve our messages to map to the information requirements of our audience. In general, as we move through the communication process, our messages should provide more detail and substantiation about our business and product (TANGO). Understanding the messages that are required to support the later stages of the buying and selling processes makes it possible for us to create better messages in the earlier stages of the process. The following table summarizes how and when we can evolve the essence, or the net “takeaway,” from our messages.

Communication process—net takeaway from TANGO messages Awareness Credibility Lead generation CCI is in the Automotive business. The industry and customers validate CCI’s business. CCI has a vision for and commitment to the Auto business. CCI has specific offerings and capabilities that meet customers’ specific needs. CCI has strong capabilities that make it competitive in the Auto business. You made the right choice in selecting TANGO. TANGO Delivered on its promise. Buying process Identify the need Identify alternative sources Evaluate alternative sources Select a short list of alternatives Conduct a technical evaluation Purchase Renewal Interest Preference Selection Loyalty

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CCI sales process Identify opportunity Qualify opportunity Plan the solution Propose the solution Provide due diligence Close sale Manage the account

Promotions and Events Because our advertising efforts primarily affect the opinions of our target audience but it don’t always create and immediate action (at least not initially), therefore, we also need to plan special promotions that will encourage quick action. Promotion is based on incentives to act, such as free gift with purchase, eating out discount coupons etc. Sponsored events are increasing in popularity and account for billions of rupees annually for marketing. They are extremely useful in TANGO case, when we are going to lunch a new product. We arrange mega events called “Meet The TANGO – The Narrow Car”, participated by dignitaries, celebrities, renowned singers. That shows/events ties in with our product promotion; the name of TANGO and TANGO itself will be displayed very prominently.

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Action Plan and Implementation That portion of TANGO marketing plan refer to tactical and implementation issues, the decisions exactly which magazines or newspapers in which to advertise? What is the difference? 17

We are going to hire Pakistan best and renowned Advertising Agency namely M/s. Manhattan Leo burnet as our Media Communication Partner. CCI will use the pre-launch period of six to nine months to condition the marketplace in anticipation of the actual launch. Excitement will increase over time as TANGO gains significant media coverage and generates wordof-mouth through grass-roots initiatives. At the time of launch, CCI will secure coverage in mass media and trade media to reach the target consumer. Regional events will be staged to create maximum awareness and acceptance of the TANGO. Target media includes print (newspapers and magazines) and electronic (television, radio, online). The emphasis will shift depending on the launch phase. During the pre-launch phase, the target media will include business and Internet press. The target will be enlarged to include general news and lifestyle media during the launch phase. The TANGO is a durable item, in which consumer has to go through with Complex Buying Behavior in a way to take a decision and TANGO is very new internet in Pakistan Automotive Market therefore, we should not go for personal selling and sales promotion options. Therefore, following components will be included in promotion mix of TANGO • • • Public Relations Indirect Advertisement Sales Promotions Events

Advertisement vehicle options The types of Advertisement vehicles that we use to support different stages of the buying and selling processes are dictated by the corresponding advertisement objectives. In the row beginning with “Awareness,” the following table outlines the key vehicles that support each Advertisement objective. Not all Advertisement vehicles are required for you to relay your message to the market effectively. In early stages of evaluations and analysis we have use the Target Audience Profiling Questionnaires to understand fully how your audience finds information and to select the most appropriate Advertisement vehicles based on your audience’s preferred sources for information. In conjunction with the preceding table, which outlines the evolution of messaging throughout the Advertisement process, our marketing advertisement specialists use the following table to determine how best to focus messages in each Advertisement vehicle.

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Advertisement process—sample communication vehicles
Brand Awareness Press briefing or tour, or both Credibility Press mentions Interest Business white papers Preference Data sheets and other detailed product collateral Selection Proposal templates, invoices, and other company documents Loyalty “Thank you” and “just checking in” Advertisement by e-mail, regular mail, phone, or other modes

Press releases and associated materials

Analyst quotes, references, and mentions

Press articles

Feature and functionality presentations, videos, and other types of demonstrations Printed customer success stories Capabilities brochure

Customer references

Analyst briefing or tour, or both Company informational Road Shows & Events Industry event trade show floor participation Awareness advertising Public relations

Customer and partner quotes and references Company or product overview collateral Company or product overview slide presentation Product overview demonstration on Web Press and analyst article reprints

Analyst papers and presentations Conference speaker presentations

Competitive positioning advertising

Return on investment (ROI) tools Technical white papers

Communication Customers Quarters Press Interaction Analyst Views Events

vehicles

tactical

calendar

for

TANGO

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X

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Trade Shows Advertisement Public Relations Brochures White Papers 7.0

X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X

X X

X X X

X X X

X X

X X X

X X X

X X

X X X

X X X

X X

Marketing Budget For detail TANGO Marketing Budget please see enclosed (Annexure “A”).

8.0

Control In marketing control section we would like to adopt following control tools in order to measure effectiveness and efficiency of TANGO whole Marketing Process: * Annual plan control: are planned objectives being achieved? * Profitability control: where is the company making money? * Efficiency control: how efficient are our marketing expenditures? * Strategic control: are marketing strategies matched to the opportunities available? 1. Annual plan control: * Sales analysis: - Actual vs. planned sales (Periodic Basis) By Division (Spare Parts & CBU) By Product By Sales Area - Market Share analysis: Tracking of Market share vs. main competitors - by product Actual vs. Planned Market share Marketing Expenditure to Sales Analysis: 3S Centers to Sales Ratio Advertising to Sales Ratio - Financial Analyses: Profit Analysis vs. Planned Profit - for example, by product, sales are. - Consumer Attitude Tracking: Ad-hoc Consumer Surveys Consumer Panels Customer Complaints 2. Profitability Control: - Monitor profitability by product, sales area.

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- Identify Marketing & Production Expenses - Allocate Expenses to sales effort, transport etc - Profit & Loss Statement for each product, division etc 3. Efficiency Control: - Sales force: e.g. average number sales calls/day, average cost per sales call Advertising/Communication: e.g. awareness of ads. Advertising cost per thousand - Distribution: e.g. stock control, shelf space & position (Spare Parts) 4. Strategic Control: Stages in a Marketing Audit: * Marketing Environment Audit: Macro-environment: e.g. population, political, economic, cultural, Marketing-environment: e.g. consumers, competitors, suppliers, distribution channels, * Marketing strategy Audit: - Business Mission - Marketing Objectives - Overall Strategy * Marketing Organization Audit: - Formal Marketing Dept Structure - Personnel Efficiency * Marketing Systems Audit: - MIS - Marketing Planning System - Marketing Control System - NPD system * Marketing Productivity Audit: - Profitability Analysis - Cost Effectiveness * Marketing Function Audit: - Product - Price - Place - Promotion

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