TABLE OF CONTENTS

Introduction of PAQT ……………………………………………………………………..2

SWOT ANALYSIS………………………………………………………….……………..3

SWOT Analysis of PAQT………………………………………………….………….…...3

Strengths of PAQT…………………………………………………………………………4

Weaknesses of PAQT………………………………………………………………………5

Opportunities of PAQT………………………………………….…………………….……6

Threats of PAQT……………………………………………………………………………6

VRIO Analysis of PAQT……………………………………………………………..….…7

VIRO PAQT Framework…………………………………………………………..………10

BLUE OCEAN TECHNIQUE………………………………………………………..……10

PAQT- Blue Ocean Strategy………………………………………………………..………11

Marketing Strategy…………………………………………………………….…………....13

Marketing Strategy of PAQT……………………………………………………….…....…14

Competitors Analysis in the Marketing Strategy of PAQT……………………………..….16

1|Page
 INTRODUCTION

What is PAQT platform?

In-house collaboration platform that integrates business and technology. Those involved

receive constant, real-time updates on the status of a project, as well as the business case and

an application's vision and ambition. PAQT gives everyone instant access to the same

information. This information should also be clear and totally understandable to persons with

no technical background. Finally, all contact between the various stakeholders will take place

through the platform to eliminate misunderstandings or lost emails.

Benefit of PAQT

 Clarity can benefit everyone.

 reducing time spent on administrative tasks

 You will have additional time to complete the task.

 Participation of interested parties

 Maximum command

 People, procedures, and technology must be synchronised.

 More delight!

2|Page
 SWOT ANALYSIS

A SWOT analysis is a technique for identifying the company's or a specific project's

strengths, weaknesses, opportunities, and threats. A SWOT analysis is most commonly

utilised by organisations, ranging from small businesses and non-profits to major

corporations, although it can also be used for personal purposes.

A SWOT analysis, albeit simple, is a valuable tool for identifying competitive possibilities

for improvement. It aids in the improvement of your team and business while keeping you

ahead of industry trends.

Fig.1 Swot Analysis

SWOT Analysis of PAQT

The PAQT SWOT analysis can be used to make crucial strategic decisions and achieve

corporate objectives. Below are the four components of the PAQT SWOT analysis.

An internal environmental analysis can help a company determine its fundamental strengths

and weaknesses. In contrast, external environmental analysis can help uncover possibilities

and difficulties that must be addressed to ensure the business's long-term existence. PAQT

can adapt and control its internal elements (strengths and weaknesses), but it cannot manage

external factors (opportunities and threats):

Internal qualities (strengths and disadvantages) include leadership competencies, intellectual

property rights, locational advantages, and geographic presence.

External effects (opportunities/threats) include client preferences and interests, competitive

inclinations, inflation, and population growth.

3|Page
PAQT can utilise the SWOT matrix to maximise opportunities and minimise threats by

capitalising on its strengths and correcting its inadequacies. It is often displayed in a two-by-

two grid style. The framework is focused on establishing four sorts of strategies:

1. Using abilities to capitalise on external opportunities

2. overcoming shortcomings in order to capitalise on external opportunities

3. Using one's strengths to overcome obstacles.

4. overcoming deficiencies in order to lessen threats

Strengths of PAQT:-

The PAQT's strengths are the first factor in the SWOT matrix.

 Credible reporting.

 Work as a personal attorney

 Respectful of clients, investors, and partners.

 Dashboards that graphically present data.

 Enhanced messaging using automation.

 Dedicated service.

 In a competitive market, high product quality boosts brand loyalty and improves

PAQT performance.

 Horizontal and/or vertical integration can boost control over the entire value chain,

resulting in enhanced access to raw materials and expedited product delivery to the

end consumer.

 A company may own a variety of intellectual property rights that make its product

offerings distinctive and difficult for competitors to duplicate.

 Facilitated cooperation.

4|Page
DISTINCTIVE DIFFERENTIATORS

1. Bank-powered Digital ID - Instant Messaging Signatures

2. Contract creation and negotiation - Photo, video, and audio agreements

3. Chat transcripts containing Block chain Stamps

4. Deposits and payments

5. Legal Guidelines for Chat: IP Rights Transfer / Auto -NDA - Automated Routine and

Legal Tasks

Weaknesses of PAQT:-

The PAQT's strengths are the second factor in the SWOT matrix.

 Marketing visibility.

 Inadequate marketing and promotion budgets limit a company's ability to grow its

customer base and encourage repeat purchases.

 Complex tech scene - far too many tools to connect - a mountain of micro-services to

connect in order to properly manage transactions.

 Customers may be lost due to several communication methods.

 Too much back and forth with clients regarding deliverables or contract stipulations.

 Inexperienced entrepreneur - lacks a tech stack to conduct business online efficiently

without a scanner and pen.

 Obstacles to the customer's decision/purchase.

5|Page
 Opportunities of PAQT:-

PAQT's opportunities are listed in the third column of the SWOT matrix. The following

market opportunities are now open to the organisation:

 The exponential growth of the population, particularly in existing or new client

segments, gives the organisation with a tremendous growth opportunity.

 The development of new market niches and segments offers opportunities for

business and product line expansion.

 Due to diminishing boundaries and rising worldwide interconnection, the

organisation can enter the international market, target a geographically diverse

consumer base, and increase profits.

 PAQT will execute marketing campaigns on YouTube, Facebook, and Instagram

in an effort to improve brand awareness.

Utilizing the aforementioned choices, PAQT's performance can be enhanced. Nevertheless, it

must also recognise the threats described in the next section.

Threats of PAQT:-

The fourth column of the SWOT matrix is dedicated to PAQT threats. In addition to the

various opportunities afforded by the external business environment, the organisation faces

the following threats:

 Losing money, hence being unable to pay bills/salaries

 Reductions in KPI performance - income or loss, and reductions in NPS

 Huge legal dangers if something is not recorded on a legally binding platform,

unanticipated responsibility

6|Page
  Not meeting marketing/sales objectives

 Declines in client lead generation and conversion rates

 If it is a recurring offering, churn rates are a concern.

 Time spent on administrative tasks rather than earning sales revenue and closing

transactions.

 Losing clients

 Negative comments on the service or product provided

 Due to miscommunication, the internal team may deliver the incorrect product or

service.

 Spending too much time on estimation will result in financial losses.

 The growing number of direct and/or indirect competitors affects the organization's

ability to retain and develop its client base.

 New competitors

VRIO Analysis of PAQT

The VRIO research is a strategic instrument for analysing and assessing a company's

resources, as well as measuring its strategic advantage and competitiveness. By analysing the

company's internal resources and capabilities, the strategic tool contributes to the

establishment of a sustainable long-term competitive advantage by supporting the

organisation in defining its core competences. The VRIO analysis evaluates assets and skills

based on the following criteria: The VRIO study is a strategic technique used to analyse and

evaluate a company's resources and to determine its strategic advantage and competitiveness.

The strategic tool supports the identification of a firm's long-term competitive advantage by

evaluating its internal resources and capabilities, thereby assisting the organisation in

identifying its core competences in order to establish a long-term competitive edge.

7|Page
The VRIO analysis analyses resources and competences in accordance with the following

criteria:

1. Valuable- The worth of your goods or service.

2. Rare- How uncommon your item is.

3. Inimitable- How easy it is to imitate.

4. Non-substitutable/organization-Whether or if you are exploiting it economically.

In addition, the PAQT typically uses the VRIO study to design competitive strategies based

on the company's fundamental capabilities and resources in order to achieve a competitive

advantage over other market participants.

Fig.2 VRIO Analysis diagram

VALUABLE

Valuable competencies aid the PAQT in seizing available possibilities and neutralising risks

from the internal and external environment. These competencies enable a company's growth,

development, and expansion.

8|Page
RARE

The available resources must be limited. If only a few firms have access to a source of

information, it is deemed rare. If a valued product is available to a large number of market

participants, they can all use it in the same way. As a result, none of the players receive a

competitive advantage from that resource. The rarity in the vrio framework example is

described as competitiveness or competitive fairness. A corporation may profit from a

temporary competitive advantage if it has access to a large number of rare and unusual things.

INIMITABLE

Organizations are able to locate useful information resources that rival businesses cannot.

Sadly, this does not ensure a sustainable competitive edge. Such assets may provide a

company with a first-mover advantage, but it is likely that competitors will want to replicate

them. According to VRIO analysis, the most valuable resources are those that are difficult

and expensive to duplicate or replace.

ORGANIZATION

Without a solid organisation, a business cannot properly obtain, utilise, or manage its

resources. This holds true even for companies that deal with rare, valuable, and imitable

materials. If an organization's asset is unorganised, it cannot be utilised to maintain its

competitiveness. When all four resource characteristics are available, a company's expertise

can be exploited to gain a sustainable market advantage.

Resource or Does it Is it rare? Is it Is the Competitiv

Core have company e

9|Page
 competencies value? Imitable? organized to Advantage

exploit this

resource

The Brand Yes No No No Competitive

Party

Growing Yes Yes Yes Yes Sustainable

diversity of Competitive

online services Party

Innovation Yes Yes Yes Yes Competitive

Party

Artificial Yes Yes Yes No Competitive

Intelligence Party

Capacities

Fig 3. VIRO PAQT Framework

BLUE OCEAN TECHNIQUE

Blue oceans, symbolise all of the industries that do not already exist: the undiscovered market

space. Instead of competing for demand, blue oceans create it. According to Blue Ocean

Strategy principles, firms should not only compete in existing markets (Red Oceans), but also

locate or establish new markets where competition does not yet exist (Blue Oceans). In these

unexplored and underserved locations, there is great potential for quick and profitable

expansion. In addition, the absence of clear game rules renders competition worthless. Unlike

Red Ocean Strategy, which is a zero-sum game centred on dividing the pie among

competitors, Blue Ocean Strategy focuses on producing and/or growing the pie.

10 | P a g e
 Fig 4. Evaluation of Blue Ocean and Red Ocean

Blue Ocean Strategies must rely on:

 Suppliers who can adapt to changes are considered flexible.

 Examine the New Performers: Consider their products and methods.

 Concentrate on Product: Alternative products are not yet a threat.

 A cosy relationship with clients. Not exert excessively.

 Grow faster than competitors to become the market leader.

PAQT- Blue Ocean Strategy

“There is a good chance that in the future, Digital contract signing and creation will

increase efficiently.

……..And very few are providing the same service … What an Opportunity!”

Previously, if a corporation wished to seal a business deal or agreement through

negotiation, it only had one option: Attorney

It didn’t matter how much of a hurry you were, but you need to book an appointment and

make a contract with an Attorney to handle these paperwork of the company.

11 | P a g e
However, PAQT has now developed a wonderful option for this tool, which allows a

corporation to construct any agreement or legal document without compromising any legal

inspection.

PAQT's technology will function as an in-house lawyer for any corporation because it

provides making of the accord.

PAQT employed an effective strategy to enter new markets with little competition.

They consider below points while choosing this business:-

• Few or no competitors.

• New products or services that have not yet been completely defined.

• Uncertainty (often) regarding the Market's potential size and future.

As a result, a company can expand without being concerned about competitors.

PAQT is also concentrating on a few Blue Ocean Strategy-related factors:

• Investigate the New Competitors: Understand their products and methodologies.

• Focus on your product, as substitutes are not yet a threat.

• Positive Client Relationship: For your benefit don’t overwork yourself.

• Competitors: Surpass them to attain market dominance.

12 | P a g e
 MARKETING STRATEGY

A marketing strategy is the long-term planning of the targeted business objectives of a

corporation. To achieve these goals, it is critical to take the best precise measures to increase

the reputation of products and services or market sales.

The marketing mix consists of four components, of which the 4Ps of marketing are identified

in order to build the essential strategies that generate profits for the business and increase

sales:

 Product strategies
 Pricing strategies
 Distribution strategies
 Promotion strategies

MARKETING STRATEGY OF PAQT

PRODUCT

This section of the Marketing Strategy addresses the customer's needs. PAQT should create a

distinctive product design, name, and set of characteristics to stand out in the market. To

establish the product strategy, consideration must be given to quality, variety, features,

packaging, brand name, and supplementary services.

PRICING

This Marketing Strategy element requires an evaluation of the value of products to target

customers. The pricing strategy of PAQT will revolve around establishing the list price,

credit terms, payment period, and discounts.

If PAQT uses the price penetration strategy, it must set prices that are lower than those of its

competitors. A discounted pricing will enable the company to increase its market share.

13 | P a g e
Nonetheless, management must be wary of the prospect of competitive retaliation in the

shape of an unfavourable pricing war.

The selection of a skimming approach will demand clear explanation of the reasons for

differentiation and the justification for the additional price.

DISTRIBUTION

When creating its distribution plan, PAQT must make certain critical decisions as part of its

Marketing Strategy. It must decide:

Whether the company wants to make the product available to targeted consumer segments

through its channels or whether it need a distribution partner to meet the needs of the

customers.

Customers today place a premium on 'convenience' and 'availability.' PAQT will need to do

the following in order to select the "appropriate" distribution channels:

Consider the attributes of the product first.

Analyse market conditions, client preferences, and internal resources and capabilities.

Numerous businesses have separate fields of operation and time zones, therefore they will

need the service at their convenience.

Additionally, the distribution methods of competitors must be explored. PAQT will be able to

build an effective distribution plan with the aid of a comprehensive cost-benefit analysis of

each channel and a comparison to its own resources and capabilities.

PROMOTION

This is an important aspect of the PAQT marketing strategy. Combining above- and below-

the-line advertising strategies can help PAQT achieve its marketing goals. Television, radio,

14 | P a g e
and print advertising are options for above-the-line promotion for PAQT. Below-the-line

promotional strategies include catalogues, trade exhibitions, and direct mail campaigns.

The PAQT Marketing Strategy promotional plan needs the organisation to examine the

following factors:

 Start by outlining the product's unique selling propositions and determining why

customers require the product and how it differs from alternatives.

 Create the message's content and assess how it can assist clients in forming a clear

image of the supplied service. When crafting the message, consider the AIDA

(awareness, interest, desire, and action).

 Collect the following information about the target market: who will buy the product?

What is the level of price sensitivity? What are the preferred ways of consumer

communication? Include this information in the marketing strategy.

 Eliminate promotional options based on the aforementioned criteria, and do a cost-

benefit analysis on the remaining alternatives.

 For instance, by using television advertising as a promotional approach, the

corporation will be able to target the mass market, boost brand awareness and brand

recall, and target the mass market. However, it is a costly promotional technique that

only makes sense if the organisation has sufficient resources for its marketing

activities.

 In recent years, the popularity of social media marketing has increased substantially.

This promotional technique will allow PAQT to economically reach the mainstream

market. It will also provide the possibility to communicate actively with other

companies, cultivate personalised relationships, and manage e-WOM to achieve better

results. Nonetheless, the possibility of uncontrollable negative e-WOM persists.

15 | P a g e
  Lastly, Consider budgetary limits and allocate funds to selected promotional

techniques based on their nature, significance, and frequency.

COMPETITORS ANALYSIS IN THE MARKETING STRATEGY OF PAQT

For the formulation of the PAQT marketing strategy, a comprehensive analysis of

competitors is crucial. The objective of the competitive analysis is to comprehend the relative

positioning and market share of the organization's direct and indirect competitors. PAQT

should first identify competitors, examine their strategy, and compare their products'

strengths and weaknesses to those of their own. PAQT can follow five stages to understand

the strategic posture of its principal competitors:

 Initially, precisely define your target market.

 Identify director rivals and compile a list of them.

 Analyse the service offerings of rivals, their market share, and their significant

strengths and shortcomings.

 Develop a succinct summary of the market and product strategies of the rivals.

 Perform a comparative analysis of its goods and/or services.

 Continuously revise the competitive analysis in order to make intelligent and strategic

decisions.

16 | P a g e