Business Development and Marketing

Procedure

1. SCOPE

1.1. This procedure covers all roles, responsibilities, and authorities related to the Business
Development and Marketing at KEGOZ

2. PURPOSE

2.1. The purpose of this procedure is to ensure that performed Business Development and Market
Process is clearly identified and support the work needs in KEGOZ.
2.2. Applicable for all business development related activities and concerned statutory &
regulatory requirements.
2.3. Identifying a proper methodology to be adopted by the Business Development & Marketing
department to deal with potential clients, starting from marketing.

3. REFERENCE DOCUMENTS

3.1 KEGOZ Quality Manual,

3.2 Business Plan
3.3 Sales Procedure

4. TERMS & DEFINITIONS

1.1. Business Development: Business development entails tasks and processes to develop and
implement growth opportunities within and between organizations.
1.2. Marketing: Marketing is the activity and processes for creating, communicating, delivering,
and exchanging offerings that have value for clients, clients, partners, and society at large.
1.3. Client: any entity which the company provides with products or services, including
showroom clients, retailer and companies handling projects.

5. RESPONSIBILITY AND AUTHORITY

5.1 BUSINESS DEVELOPMENT MANAGER

5.1.1 Oversees responsibility of the Marketing AND SALES

5.1.2 Provides Support for the following Programs/Activities and /or Managers

1. Website Coordination
2. Marketing Campaigns
3. Marketing Strategies
5.2 MARKETING STAFF/BD EXECUTIVES/OFFICERS

5.2.1 Support program executive’s activities with project wise or use of advertising materials for
event promotion. Responsibilities & Advertising materials include the following:

1. Follow up with the client on various stages

2. Able to manage
3. Responsible for checking the leads from all marketing portals
4. The executive should be available within office hours & available on mobile 24X6
5. Responding to the leads, follow up with the Lead, Client
6. Maintain dress code
7. Ability to handle two to three marketing executives
8. Good Communication Skills is mandatory

6. DETAILS OF PROCEDURE

6.1 Business Development

To develop a new business/project, there has to be an idea about a product or service for which
there is a market. The first thing is to assess whether the basics of the idea will hold. Briefly
sketch the product, outline the potential market, define the business concept and estimate the
initial funding.

6.2 Prepare a Project Brief.

6.2.1 A Business plan for 4-5 years is developed by business development. It is derived based on
the initial market research conducted by the organization and the organization’s vision and
strategy.

6.2.1 The annual plan is derived from the annual sales plan, project data and client data. It
essentially describes the type of projects and products, the organization will look out for possible
development. The same is aligned with the expansion plan for a year. Based on the annual plan a
project brief will be prepared.

6.3 Conduct Proactive Internal and Market Research

6.3.1 The internal research team will conduct market research in the target market to identify
high potential areas for future development. Research on competitor’s strategy, client
demographics, psychographics, adequacy of public services, facilities available, accessibility of
transportation, retail stores in the area etc. will be carried out.

6.3.2 The client database will be checked for the potential database. A pan will be developed and
regular updates from dealers will be received. The dealers include the ones registered with the
company dealing in a target locality or the set of dealers having name & experience in dealing in
target locality. Information received from dealers will be captured in a dealer form.
6.3.3 The BDPE team will collect proposals from different sources like advertisements in
newspapers and trade journals, government body notifications/ local authorities will be
approached. This approach is an informal approach whereby Local authorities of destined
locality like office, registration office, city survey office etc will be approached. The required
information will be gathered on a one to one basis through interaction.

6.4 Competitive Analysis

6.4.1 The Marketing Manager will conduct the competition research. The Department will learn
about the competition in order to understand where the organization stands in the market. This
will also help to determine the desired market positioning. The following steps will be done in
order to assess the competition:

1. Determine the company´s top competitors (4-6 competitors).

2. Set up criteria or mechanism of comparison; choose different variables to use in order to
compare, such as strengths/ weaknesses, price, product quality, exposure, brand
reputation, etc.
3. Find out what projects competitors are targeting within the market segment; assess if the
organization can develop an offering that can take clients away from them.
4. Use the organization’s advantage: visit the competitors´ showrooms (if they have any)
anonymously, like any regular client and collect valuable input to use in your research.

6.5 Capture of Requirements

6.5.1 During the Contracting Sales procedure/Trading sales procedures, client requirements are
captured and recorded.

6.5.2 The Business Development Manager will also ensure that KEGOZ has suitable access to all
applicable statutory and regulatory requirements which may apply to the work.

6.5.3 The Business Development Manager will also document any requirements not specified by
the client, but for which KEGOZ Knows will apply to the work.

6.6 Review of Requirements

6.6.1 The BDPEPE Manager will oversee the review of incoming requirements, to ensure
KEGOZ has the capability to meet those requirements. This must occur before any commitment
made to the client.

6.6.2 The review of requirements may require a formal risk assessment, at the discretion of
management. If so, the risk assessment shall define the expected risks associated with the work,
as well as a mitigation plan for each identified risk. If useful, risks may be ranked by likelihood
of occurrence and severity of the impact of the risk, if it does occur. Management may elect to
accept certain risks as a function of doing business, but if so, this must also be indicated. When a
risk assessment is conducted, this will be filed with the appropriate requirements information
where?.
6.6.3 If a formal quotation is to be prepared for the client, this shall be developed by the Sales
Executive/Business Development officer with input from all proper departments and staff, and
released to the client after reviewed and approved by the Sales Manager.

6.6.4 When a contract or purchase agreement is subsequently received, it shall be reviewed by

the Sales Manager to ensure there are no differences between it and any previously submitted
quotations. If there are differences, the Sales manager shall resolve these with the client before
the contract is accepted.

6.6.5 Acceptance of a contract or purchase agreement is to be done by the Sales manager and
recorded in the Purchase order.

6.7 Changes of Requirements

6.7.1 Where the client requests changes to active work, the changes must also be captured,
reviewed and approved prior to committing to the change.

6.7.2 The change will consider the impact on work already delivered, work underway, and
planned work. Problems or concerns over implementing the change will be communicated by
[who?] with the client. Such changes may require renegotiation of contracts.

6.7.3 If changes are agreed upon, the Sales Manager will work with the affected departments to
implement the change. The disposition of existing work shall be determined by management,
along with input from the client.

6.7.4 Where changes are required by KEGOZ, these will be negotiated with the client before
implementation, and a record of the client’s acceptance maintained.

6.8 Marketing

6.8.1 Essentially marketing is about anticipating and meeting the needs of the client in a manner
consistent with the organization’s objectives, such as being profitable. Perhaps the best way to
explain the breadth and scope of marketing is to look at the concept of the 7Ps – seven integral
components of marketing.

People The profile of potential clients and clients

Planning Research, analysis, objectives, and strategies
PositioninThe position a product or service should have in the market relative to competing
g products
Product The service or product you are selling
The value of the product or service as determined by demand and perceptions of
Price
quality and value
Place Where the product or service is delivered or distributed
Promotion Techniques used to sell or position the product or service

6.9 Marketing Plan.

Sr.
Input Activity Output
No.
Interaction with / visit to the market and Market / Client
1 Business Plan
client Information / data
2 Client data Collection of Enquiry Enquiry
3 Client Enquiry Logging of New Enquiry Enquiry Register (ER)
Preliminary Assessment
4 Client Enquiry Preliminary Assessment of Enquires Report, Risk
Assessment Form
Enquiry Register,
Sending enquiry to Design & receiving
5 Preliminary TFR
Technical Feasibility Report (TFR)
Assessment Report
Preparation of Quality System Requirement Cost Estimate,
Review Checklist (QSRRCL) and sending of Quotation, updated
6 TFR
quotation, if the enquiry is feasible & enquiry Register
updating of ER QSRRCL
Sending of regret letter, if the enquiry is not
7 Feasibility Report Regret letter
feasible
Client Purchase Contract Review
8 Receipt & Review of Purchase Order
Order Checklist (CRC)
Release on Development Clearance Memo
9 CRC (DCM) to Design along with QSRRCL for D C M.
development.

7. RETAINED DOCUMENTED INFORMATION

7.1 Marketing Weekly Report (QMS F 26)

7.2 Marketing Monthly Report(QMS F 27)
7.3 Marketing Payment Report(QMS F 28)
7.4 Client Log(QMS F 29)
7.5 Client Complaints(QMS F 30)
7.6 Client Feedback(QMS F 31)