The sweet side of life

Marketing Plan for Edita Wafer

Hanaa Ibrahim El Sayad

Hoor Elmorshdy
Amira Gad
Aly Mamdouh
Adham Yusuf
Mohamed Fouad Ahmed El-Karany (Heliopolis Group)
0.0 Background Information
0.1 Vision, Mission and Core values of Edita
Vision: To be the conglomerate in the Middle East and Africa through creating
loved brands produced, distributed and supported by expert and passionate
people. This will be measured by market share, consumer loyalty and
maximizing returns on shareholder equity.

Mission: We are a consumer-centric company with a passion for quality,

committed to making available a variety of unique, fresh and tasty products. We
use the best ingredients, modern technology and food safety practices. We
invest in our people and brands while our actions are guided by a sincere
concern for our social responsibilities.

Core Values: Teamwork and communication, Respect, Integrity, Commitment

and Passion, Excellence.

0.2 Company Information

Edita states that it is a leader in the snack food market for FMCG in Egypt & the
Middle East. The company holds a leading market share in each of its five
segments (note: in their website they used the word segment when in fact they
are referring to product line). They add that their success is driven by the
company’s reputation for quality and affordability. With four production facilities
encompassing 26 production lines, as well as a nationwide distribution network,
Edita has been able to meet the constant demand for its products. It’s customer
base includes more than 5,231 direct wholesale customers and 59,288 direct
retail customers, with exports to more than 16 countries in the region. Edita
employs 5542 staff. The Company manufactures, markets and distributes a
range of branded baked snack products including packaged cakes, croissants,
rusks (baked wheat), and wafers as well as selected confectionary/candy
products, a total of 137000 tons of snacks annually.

The company delivers products from its 21 distribution centers spread across 16
governorates to more than 64,519 wholesale and retail customers via its 544
vehicles.

Products sold overseas averaged approximately 6% of the company’s total sales

in 2015, with Middle Eastern countries including Libya, Iraq, Palestine, Jordan,
and Syria representing our primary markets. The company relies on local
distributors for its export business and deals with them on a cash-in-advance
basis given the high risk profile of many of its key export destinations.
 0.3 Corporate Strategy
From the website http://ir.edita.com.eg/
• Increase our penetration of the Egyptian snack food market and expand our
customer base
• Improve sales mix between wholesale and retail customers
• Expand production capabilities and capacity to meet growing demand
• Introduce new and innovative products aligned with changing consumer
trends
• Enhance profitability by improving product mix and driving manufacturing
efficiencies
• Grow operations regionally

From the annual report 2015

1. Capturing Growth in Existing Segments
2. Achieve Profitable Growth
3. Diversify into New Revenues Streams
4. Regional Expansion
5. Innovation & Differentiation
6. Enhance Distribution
7. Develop Our Human Resources

1.0 Executive Summary

This document was prepared to explore the Edita’s product “Freska”, with the
aim to suggest measures to increase its market share. Currently the sales of this
product line are lagging behind other product lines in the company (Croissant
and Cakes).

We studied the marketing practices of Edita. They refer to marketing as

advertising and mention they focus on new products. They are proud that their
spending on media advertising is less than their competitors!!! To realize their full
potential, Edita should use a holistic marketing concept (studying the market
needs and competitors offerings, providing the needed products, planning a
marketing strategy, monitoring and controlling plan implementation). Moreover,
Edita should follow a more balanced marketing strategy focusing on all brands
not only the new ones. Finally, Edita should gear the marketing activities
towards achieving the corporate strategy.

After our study, we believe that Edita shall not be able to compete with its current
position in the wafer market. We recommend producing a new improved wafer
product (RICCO) to appeal to the middle / high income segments as an
alternative to the now highly priced imported wafers. This recommendation is in
line with the announced corporate strategy “To introduce new and innovative
products aligned with changing consumer trends – innovation and
differentiation”. This will also support the corporate strategy “Enhance
profitability by improving product mix and driving manufacturing
efficiencies- achieve profitable growth”.

2.0 Situation Analysis

2.1 Market Summary
2.1.1 Market Profile
The company operates in Egypt and the Middle East. The published statistics
indicate that Egypt offers a strong market proposition, with a large addressable
market and a favorable backdrop for affordable snacks consumption. The market
grew at a CAGR of 27.1% from 2010 to 2015. At the same period the population
growth was 2.7%, indicating increased demand. Analysts attributed this to
changing lifestyles and consumer habits in Egypt and the wider MENA region.
They expect a continuation to the boost in demand for packaged snack food
products. In addition, more that 50% of the population are under the age of 24
years, which is the prime snack consumption age.
2.1.2 Market Trends
The majority of Egyptians are low- and middle-income consumers with vibrant
but price-sensitive consumption patterns. Rapid urbanization has seen income
levels rise and buying habits change. Today, most consumers consider snacking
to be a pastime to alleviate boredom, a social habit while out with friends or a
way to satisfy hunger pangs during a busy day. Consumption patterns are
therefore characterized by multiple brand consumption, monthly consumption of
at least 10 snack pieces and in most cases a lack of brand or category loyalty.
Recent trends include:
• Youth not any more committed to meal times so they consume more
snacks during the day
• People being very sociable and exchange different kinds of snacks as a
way of showing friendship
• Due to time pressures, snacks are considered the breakfast meal for
children during the school day and the dessert after lunch

2.1.3 Buying Patterns

With consumption habits being somewhat impulse in nature, this translates into
the bulk of sales being through traditional sales outlets (small grocers, kiosks,
etc.) owing to immediate proximity and convenience, rather than being part of
planned grocery shopping from larger outlets.

• Price consciousness high demand for products, EGP 0.5 – 3.0.

• Heavily populated urban areas are easily accessible, but the country is
also characterized by remote village settlements that are out of the reach
of modern trade channels.
• Families living on strict budgets cannot do all of their shopping at one
time, leading to frequent purchasing.
• Underdeveloped infrastructure networks limit mass shopping potential.
 2.1.4 Market Growth
There is room for growth in the snack market in Egypt and the Middle East. For
example in Egypt average consumption per capita for snacks is standing at USD
25/annum, where more developed markets such as North America, Europe and
Latin America having much higher consumption levels of USD 234, USD 228,
and USD 78 /annum respectively.

2.1.5 Edita brand performance

The following table shows the brand performance of Edita Products:

Product
Croissant Rusks Cake Candy Wafer
Segment

Brands

2003 for all

Year of first
1997 2000 products except 2011 2012
introduction
ToDo in 2010

FY15 Market
68% 37% 64% 12% 8%
Share &
#1 #2 #1 #2 #4
Rank

% of
revenues in 33.6% 4.2% 54.2% 3.8% 3.8%
2015

2012-2015
revenue 32.9% 10.3% 9.2% 81.5% 164.6%
CAGR
Growth in
50.8% 41.7% 14.4.5 2.3% 22.3%
2015

Brand
100% 88% 97% N/A 81%
Awareness

2.1.6 Market Needs – Market Research and Analysis - Wafer

Analysts for the Edita’s performance have reported the following information on
wafers:

Wafers:
- 10% of the Egyptian Snack
food market in 2015
- Value in 2015: EGP 1.81bn.
- High growth due to frequent
and high consumption patterns.
- 2010-2015 CAGR rate: 25%
- Dominated by 2 producers;
Ocean Foods and El Shamedan.
- The remainder of the market is
captured by small players.
- Highly fragmented.
- Minimal product
differentiation.

Primary Market Research (EXPLORATORY)

Part I
Our group conducted a survey: interviewing a number of vendors selling
snacks. The aim was to find out the leading wafer brands and why consumers
prefer brands other than Freska. We asked vendors who are the main wafer
buyers. We also needed to know what customers are looking for in wafers and is
missed in Freska. The interview question form is shown in the Appendix of this
report.
When we were looking for Freska, we could not find it being sold in supermarkets
(Alfa, Metro ….etc.). It is also only available in some grocery stores and
“Kiosks”. This was actually surprising, because other Edita products were
available in every vendor we visited (Molto).

We found that the main snack consumers are school children, university
students and young working adults with various income levels. Price and portion
size were the main elements shaping the demand for wafer products on all
brands. High demand is for the low priced more filling brands (Lambada and
Samba). Main consumers are of these brands are low income adults and
university students. School children prefer sweeter tastes (Shamadan). Some
vendors promote Bisco Misr wafers as suitable for diabetics. Medium to high
income consumers prefer Kitkat and Loaker.

The following table compares the different brand offering to highlight where
“Fresca” stands in the wafer market.

Producer Brand Name Price Taste Weight (gm)

(L.E.)
Ocean Foods Lambada 1 Thick wafer, 30
medium sweet filling
El Shamadan Yellow 1 High sugar content 20
Red 1 25
Mini - Katakito 3 30
Pepsico Samba 1.5 Thick white or 40
chocolate wafer, low
sweet filling
Nestle Kit-Kat 3.95 Wafer coated and 10
filled
Bisco Misr Wafers (4 pcs) 1 Medium wafer 20
Wafers (6 pcs) 1.5 thickness, low sugar 35
Edita Fresca (flat) 2.0 Chocolate or white 15
Fresca 2.0 wafer, nutty taste 20
(triangle) pleasant
Corona Chocolate 2.5 Thin crunchy wafer 20
coated wafer filled and coated
with chocolate
Ulker Alpella 1.5 Sweet chocolate 10
coating, vanilla
cream cover, high
sugar
Loaker Navy cover 8.35 Delicate, crispy 45
chocolate filled
 Part 2
We conducted a focus group, to sample the taste of all wafers. The aim was to
identify the wafer specification which Class A consumers would prefer. In the
session we found that participants were not happy with the high sugar content
and the fact that some Freska varieties were not coated with a thick chocolate
layer. One Freska type was distinguishable because the filling contains hazelnut
cream not just cocoa. The focus group saw the potential in that product and said
that with minor modification it can be further developed into a luxury brand. It is
expected that the new brand will appeal to upper middle/ high income consumers
who would prefer its taste compared to other local brands, and would be able to
buy it more often than the pricy imported brands. Photos of the Focus group
meeting are shown in the Appendix.

2.2 SWOT Analysis

STRENTHS
• Good production facilities with expansion
plans.
• Reasonable distribution capabilities, any
new product can be distributed through
existing channels.
• High market share for snacks in Egypt (12
%).
• Foreign companies own shares in Edita,
facilitating future growth and opening new
markets.
• IPO attracted public investment.
• Use of high quality ingredients and raw
materials.
• Tastes better than other wafers.
WEAKNESSES
• Snacks will always be a non essential food
• Selling in only 16 of the Egyptian
Governorates
• Exports only 6% of the sales
• Exports to the Middle East only not world
wide
• Mass targeting.
• Low company marketing budget.
• Awareness of wafer products less than other
company brands.
• Competitors offer higher value wafer (price
& weight) reflecting in higher market share.
• Poor wafer distribution – supply chain needs
improvement.
• Different wafer varieties are not found
(there are 5 in total, only 2 were found in the
shops).
• Recently reported decline in profits
http://www.dailynewsegypt.com/2016/08/1
3/edita-establish-new-egp-50m-factory-next-
year/

OPPORTUNITIES
• Growing Egyptian market.
• Expected growth in snacks market.
• With increased Dollar prices, some imported
snacks will become less favored by middle
income consumers. Edita can introduce
new products to appeal to this segment.
• Increase export volume and sell to more
THREATS
• Foreign currency shortages may cause
operational problems (spare parts,
ingredients).
• Unstable economic and investment
regulations in Egypt
• New competitors may come into the market
with new investment law.
 countries to increase Dollar income.
http://www.dailynewsegypt.com/2016/10/
15/edita-plans-expand-gulf-markets-
supported-new-brands/
• Competition from unbranded local products,
offering lower price suiting low income
segment.
• Inflation affecting the price of local raw
materials and labor.
• High borrowing interest rates shall affect
credit availability to the company.

2.3 Competitor Analysis

Competitor Name Brand Risk rating: 1= high Competitive advantage
Name threat, 2= low threat
Ocean Foods Lambada 1 Popular with blue collars,
affordable and filling
El Shamadan Yellow or 1 Popular with school
red children for sweetness

Bisco Misr Wafer 1 Popular with working

adults for low sweetness
Pepsico Samba 1 Popular because it is an
old brand
Ulker Alpella 2 Not well known
Nestle Kit-Kat 1 Popular with Class A, well
known brand.
Corona Chocolate 2 Higher price than other
coated wafers, but the portion is
wafer bigger than Freska
El Shamadan Mini - 2 Higher price than other
Katakito wafers, but the portion is
bigger than Freska
Loaker Crispy 1 Popular with Class A, well
chocolate known brand.
filled

2.4 Key to success

Freska is selling at a higher price than the popular competition brands. The
vendors reported lack of demand for Freska because of the tight economic
situation for many consumers. We have come to the conclusion that it is not
possible for Edita to increase its current market share of wafer by selling Freska.
We expect diminishing demand over the next few weeks. We suggest that Edita
shifts its wafer production to a new wafer that will appeal to middle to high
segment consumers. The market will probably welcome this new brand since the
imported brands are now highly priced to be consumed on a regular basis. This
new product will fulfill the corporate strategy to sustain profitable growth and
innovation.

Distributing the product at the selective channels and employing a relevant

promotional campaign shall help launch the product to the market. Opening new
markets in the Mena region will increase Dollar revenues and help with the
company’s ability to continue to supply the needed imported ingredients and
spare parts for its operations.

3.0 Marketing Strategy

3.1 Marketing Objectives
The current marketing practices of Edita are not adequate:

From quarter 4, 2015 report

In line with the company’s marketing strategy, advertising expenditure was focused on
the new products, Molto Mix, and the Twinkies Extra, through outdoor, digital media, and
TV campaigns, as well as through the continued branding of Edita’s distribution trucks
and vans. Our marketing approach focuses on increasing point of sale and visibility.

From the EFG Hermes report

Edita has low marketing spending (only c4% of total snack market media spending and
c4% of sales) relative to peers aided by close-to-zero above-the-line advertising (TV,
radio, outdoor banners, etc.) for the HTT brands that represent over 40% of total sales.
Additionally, Edita is generally conservative when it comes to media spending (a more
targeted approach) and its single-brand strategy (with the exception of cake) also helps.

The marketing objectives should be geared towards implementing all corporate

strategies including:
 • “To introduce new and innovative products aligned with changing
consumer trends – innovation and differentiation”.
• “Enhance profitability by improving product mix and driving
manufacturing efficiencies- achieve profitable growth”.

Based upon our primary market research, we propose a “focus strategy”,

targeting only Class A customers and serving them with a brand that will appeal
to their taste preference.

3.2 Segments and Target Markets for Wafers

Current segmentation strategy of Edita is based on Demographic Income based System:

Market Check Product / Segment Characteristics (Monthly Income per

Sector Box Service household)
Class A X Freska A: > EGP 15k
Class B X Freska B: EGP 9k-15k
Class C X Freska C: EGP 4k-9k

Freska is the least performing product in the family of Edita, we can clearly attribute that
to a problem with the segmentation and targeting strategies. Edita is targeting all 3
segments as it believes that Freska appeal to all to A-C income leveled consumers,
however it is not the case. Our market research and competitor analysis proved
otherwise.

As per Edita’s annual report of key figures, the consumer base for wafers are from
different age groups (Demographic) and (Socio-economic classes). With a main focus
over kids from 3-18 (as they are 31% of Mena Region’s population) and age from 18-24
are the other 20% of the Mena region population.

University Students, school students and blue collars are among the highest consumers
of wafers according to our research. Although not being the favored wafer for Egyptians
and the fact it lies 4th in the market, Edita is still myopic about its current segmentation.
They believe Class A, B and C would like to consume Freska. In fact Class C prefers
the wafer denser, less creamy and heavier in weight. Class C, prefers Lambada (By
Ocean foods), (Shameadan) and Biscomisr respectively as they come at similar or
cheaper price, less cream more dense in structure so it becomes more filling.

Class A used to mainly consume Kitkat (Coated wafers) or Loacker for (Non Coated
wafers) as a preference. Due to the current economic situation, this segment may revise
its choices. Class B today is the equivalent of Class C a few months ago. Big names
like Loacker and Kitkat are being pushed away from top B segment to exclusively A with
some expectations of complete withdrawal in case of continuation of surge in prices.
We accept the income based segmentation system of Edita, however, we choose
to target only Class A segment in Egypt and also the exports. We divided Class A
segment into sub-segments based on age and selling point. The way we view this
segment is as follows:

Market Sector Sub market sector Product Segment Characteristics

Class A International school pupils New Reasonable daily allowance, for

<18 yrs wafer lunch and one or more snacks
Segment Private higher education students RICCO Reasonable daily allowance, for
Definition: 18-23 yrs lunch and more than one daily
snack, long hours away from home
> EGP 15k Social clubs members of all ages Long hours away from home,
per house 5-65 yrs exchanging snacks as gifts
hold Hypermarket shoppers Bulk Buying for children lunch boxes
>25 yrs
On Vacation Residents in tourist resorts, all day
5-65 yrs snacks for entertainment.
Exports Depends on the geographic To be studied by country agent
location

3.3 Positioning
Introduce a new wafer (RICCO). Design an attractive packaging and make the portion
heavier. Initially launch only 2 varieties (Milky Wafer, less sugary) or (Coated Rich tasty
Chocolate). Promote the new product as an elite snack, healthier because of the lower
sugar content or with chocolate full of anti-oxidants. Differentiate the product by taste
and stress the hazel nut cream content and health benefits.

Differentiation for RICCO

Competitor Name Brand Name How can Edita differentiate and
position the new wafer?
Lower priced brands various Offer an elite value
Nestle Kit-Kat Offer bigger portion size at
comparable price
Corona Chocolate coated wafer Offer better quality
El Shamadan Mini - Katakito Offer better quality product at
comparable price
Loaker Crispy chocolate filled Offer reasonable quality product
at a lower price
 Positioning Perce
Perceptual Map

RICCO

3.4 Marketing Mix

3.4.1 Product
The proposed new wafer RICCO shall go through the new product introduction cycle:

Idea generation: new wafer to appeal to high income segment

Screening: yes the product is compatible with company strategies as shown in this
document
Marketing strategy: Focus on Class A
Business Analysis: To be studied
studi by the company RICCO
Product development: company food technologist Healthy: low sugar, high in anti oxidants
Market testing: trials with samples from all sub
segments of class A.
Commercialization: introduce at
Quality product for those who
proper channels
appreciate the good taste.

Wafer
snack

Outstanding packaging
p
Affordable for class A
Variety coated or non coated

Only consumed by
Class A social circles
 3.4.2 Price
PRICING OBJECTIVE: PRODUCT QUALITY LEADERSHIP –
AFFORDABLE LUXURY (PAGE 390)
PRICING METHOD: PERCEIVED-VALUE PRICING (PAGE
398)

Edita has the chance to implement its corporate strategy by lifting the prices of a wafer
(Coated or non-Coated) to penetrate the weakening market share of premium quality
imported Class A goods like (Kitkat or Loacker).

Class A is re-considering their own expenditures and started looking into their daily petty
cash spending like never before, it is a very good chance to offer RICCO a tasty rich
wafer covered with a rich cocoa mix similar or even better than of Kitkat at a higher price
than current price range set by Edita (0.5 – 3 LE) “company pricing strategy” and it can
gain ground and compete vigorously.

In Edita’s Cake Business, we witnessed a success story of (Todo Brownies) a product

delivered to Class B-A when it comes to an income and already crossed the pricing
strategy line to be sold at 4 LE market price. The proposed price for RICCO is 4.5 L.E.

Edita should check the costs of production and revise the price on regular basis to take
into account the change in economic circumstances.

3.4.3 Place
Edita is to follow selective distribution strategy focusing only
on offering the product at certain channels

Customer Sub Distribution Channels Time scale Mode of

class Delivery
International school School canteens in School Semesters Wholesale
pupils international schools in Cairo, agents or
Alex, Mansoura, Tanta, company
Harghada, Sharm fleet
Private higher Shops at private higher Academic Year
education students education establishments
Social clubs All social clubs All year with more
members of all deliveries in the
ages summer

Hypermarket Large hypermarkets All year

shoppers
On Vacation Tourist resorts in the North More deliveries
coast, Red Sea and Sinai during mid year
and summer
 vacations
Consumers in Country Agent As per agent Air or sea
other countries request cargo

3.4.4 Promotion
Since we are targeting one segment, a uniform consistent message should be
communicated.

Message strategy: Sensory-reward promise connected with product-in-use experience
(taste), ego satisfaction connected with incidental-to-use experience (wafer for the elite).

Creative strategy: Informational Appeal (tasty, affordable and healthier than other brands),
Transformational Appeal (used by the elite).

Message Source: Doctors for health benefits, celebrities for younger generation motivation
…etc.

The communication channels are integrated as some of them are also the main
selling points and others are viewed by customers in their daily routine lives.

Customer Sub Key message Media Measuring success

class
International school
pupils •You consume this wafer
Posters on the
campus
• Steady growth in
reorder rates
Private higher because you are special.
Adds printed on from channels
education students
• Only appeals to elites. delivery vans. • Increase in brand
• Healthier than other Billboards on the awareness
brands (low sugar+ anti roads leading to
facilities.
• Favorable social
oxidants). media feedback
Adds on buses
• Get energized without used by • Increase in
putting on weight. stakeholders revenue
Social clubs
members of all
• Affordable unlike the Posters around the percentage
imported brands. grounds. generated from
ages Sponsoring club wafers as a
events. percentage of
Printing on sports total revenues in
clothes. Edita.
Hypermarket
shoppers
Sales promotion at • Successful
hypermarkets. alliance or
Point of purchase sponsorship
display. agreements with
Sampling. various media.
On Vacation Alliance with “On
the Run” outlets.
Sampling.
 Distribution at toll
gates.
Sign posts at the
resorts.
Consumers in other TBA by agent.
countries

4.0 Financial Forecasts

The Wafers segment contributed 3.8% to Edita’s revenues in 2015. The segment
posted EGP 85 mn of revenues in 2015 and EGP 64 mn in 2014. The volumes
sold increased by 33.7% in 2015, where it sold 115 mn packs versus 86 mn
packs in 2014. The expectations were as shown below before the recent
economic changes in Egypt:

We believe that this projection shall not be realized and a change in strategy is
needed.

By following the suggestions outlined herein it is possible to generate an

increased profit of at least 100% in the wafer product line by 2019.

5.0 Controls (Monitoring and performance evaluation)

5.1 Implementation
Task Person responsible Time frame Deliverable
Revise this plan Ms. Inas Abdel Rahman, 2 weeks Report with
Vice President Marketing recommendation
Mr. Alfred Younan presented to the
Vice President Sales and board
International Markets
Eng. Omar Abdel Ghaffar
Vice President Industrial
Operations
Costs analysis Eng. Mohamed El Bahey 2 weeks Report with
Vice President Supply recommendation
Chain presented to the
 Mr. Sherif Mohamed board
Fathy
Vice President Finance &
Chief Financial Officer
Approval Board One Authorize a
meeting project manager
to develop the
new wafer
Design of new MR. PANA GIOTIS 3 weeks Samples
product PAPADODI MAS produced
Research and
Development Director
Market testing Ms. Inas Abdel Rahman, One month Report with
Vice President Marketing To be recommendation
Mr. Alfred Younan tested on presented to the
Vice President Sales and class A only board
International Markets
Approval Board One Authorize a
meeting project manager
to start
preparation for
product launch
Promotion Ms. Inas Abdel Rahman, Synchronize Customers are
Vice President Marketing campaign curious
with launch
Commercialization Eng. Omar Abdel Ghaffar 3 weeks On time
Vice President Industrial availability at
Operations channels
Ms. Inas Abdel Rahman,
Vice President Marketing
Mr. Alfred Younan
Vice President Sales and
International Markets

5.2 Market Monitoring

Monitor what? Responsible person Frequency Feed back to?
Inflation, Mr. Sherif Mohamed Fathy As needed Mr. Samir Nabih Aziz
exchange rate, Vice President Finance & with Berzi
trade rules in Chief Financial Officer change in Vice Chairman
Egypt circumstanc
es
Competitors Mr. Alfred Younan Weekly Ms. Inas Abdel
actions Vice President Sales and Rahman,
International Markets Vice President
Marketing
Customer Ms. Inas Abdel Rahman, Quarterly MR. PANA GIOTIS
satisfaction Vice President Marketing surveys and PAPADODI MAS
research Research and
Development Director
Monthly sales Mr. Alfred Younan Monthly Board
Vice President Sales and
International Markets
Distribution Eng. Mohamed El Bahey Quarterly Mr. Samir Nabih Aziz
channels Vice President Supply Chain Berzi
performance Vice Chairman
Costs Eng. Mohamed El Bahey Weekly Mr. Samir Nabih Aziz
Vice President Supply Chain Berzi
Vice Chairman
Customer Ms. Inas Abdel Rahman, Monthly Eng. Hani Berzi
complaints Vice President Marketing report Ch airman and
Managing
Director
Exports Mr. Alfred Younan Semi Eng. Hani Berzi
Vice President Sales and annually Chairman and
International Markets Managing
Mr. Sherif Mohamed Fathy Director
Vice President Finance &
Chief Financial Officer

5.3 Contingency Planning

If the results of the monitoring indicate that the new wafer product is
performing poorly, this plan is to be revised and new goals are set.
 Appendix

Market Research
Documentation
 ‫‪Interview questions for market research‬‬
‫اسم منفذ البيع‪:‬‬

‫نوع منفذ البيع‪:‬‬

‫كشك‬ ‫بقالة‬ ‫سوبر ماركت‬

‫عندك فريسكا؟‬

‫ال معنديش فريسكا‬ ‫ايوة عندي فريسكا‬

‫عمرك بيعتھا قبل كده؟‬ ‫عندك انواع ايه منھا؟‬
‫ليه وقفت بيعھا؟‬ ‫ايوة‬

‫ليه؟‬ ‫ال مابيعتھاش قبل كده‬ ‫بتبيع منھا كام علبة في الشھر؟‬

‫عندك انواع ايه ويفر؟‬ ‫عندك انواع ويفر ايه تاني؟‬

‫عندك منتجات تانية من ايديتا؟‬ ‫ايه الفرق بينھم و بين الفريسكا؟ السعر؟ الطعم؟‬

‫مين بيشتري الويفر عادة؟ اطفال مدارس؟ طلبة جامعة؟ و اال‬ ‫مين بيشتري الويفر عادة؟ اطفال مدارس؟ طلبة جامعة؟ و‬
‫كبار؟‬ ‫اال كبار؟‬
Focus Group