agrana fruit united states.pdf

7/23/2019 Agrana Fruit United States.pdf

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Agrana Fruit - United States

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Point of Sale Tactics

Average POS Good POS Excellent POS Unspecified

Retailers % % % %

Competitor #1

Competitor #2

Competitor #3

Competitor #4

Competitor #5

Competitor #6

Competitor #7

Competitor #8

Competitor #9

Competitor #10

Competitor #11

Competitor #12

Competitor #13

Competitor #14

Competitor #15

The data above is derived from consumer surveys.




322

Merchandising

AverageMerchandising

GoodMerchandising

ExcellentMerchandising Unspecified

Retailers % % % %

Competitor #1

Competitor #2

Competitor #3

Competitor #4

Competitor #5

Competitor #6

Competitor #7

Competitor #8

Competitor #9

Competitor #10

Competitor #11

Competitor #12

Competitor #13

Competitor #14Competitor #15





323

Product Display

AverageProduct Display

Good ProductDisplay

ExcellentProduct Display Unspecified

Retailers % % % %

Competitor #1

Competitor #2

Competitor #3

Competitor #4

Competitor #5

Competitor #6

Competitor #7

Competitor #8

Competitor #9

Competitor #10

Competitor #11

Competitor #12

Competitor #13

Competitor #14

Competitor #15





324

Market Entry Management Factors

Distribution

Brands differentiate themselves in terms of price, quality and design. For the purposes of the rest ofthis section branded products will be categorised as:

High priced brands: These global brands are committed to luxury, style, and quality.

Middle range brands: These brands bring trends to the high street; they are design-led andare sold at high street prices.

Low cost brands: Low cost brands offer contemporary designs and current trends at lowprices, especially distributed in department stores and supermarkets.

Retail Level

There are three types of retailers: Vertically-integrated Retailers; Independent Retailers; andDepartment Stores.

Vertically-integrated retailers operate wholly-owned retail outlets and sell only the brandsselected by that company. Vertically-integrated retailers tend to have an internationalpresence. Many high range designer brands, middle range high street brands and low costbrands are vertically integrated. They are located on main streets and in shopping centres; in

addition high range brands and middle range high street brands sell their ranges indepartment stores.

Independent retailers sell a selection of brands and are independent of the brands they sell.Independent retailers can take many forms. Their stores tend to sell middle range high streetbrands, however some may sell high range designer brands. Independent retailers tend tospecialise in one type of product category, and generally provide their customers with morechoice and variety for those categories. Independent retailers may own and operate a chainof stores under a common fascia and are typically known as “branded resellers”. Otherindependent retailers may be small local boutiques. Independent stores are mainly located onthe main shopping street in towns and cities and in shopping centres.

Department stores are quite different. They sell a wide variety of products from clothing tohome-wares, and electrical appliances to cosmetics. In terms of branded products,department stores tend to sell high range brands and/or middle range high street brands; lowcost brands are rarely sold in department stores. Department stores are generally located incentral locations in cities and large towns.

A department store is a hybrid retailer. As detailed in subsequent paragraphs, brandedproducts are available in their stores from vertically-integrated companies locating in the storethrough a “concession” arrangement and/or is “own -bought” and resold by the storesthemselves. A few department stores also sell own-brand labels.

Concession arrangements occur where vertically-integrated branded companies have anagreement to sell in a dedicated area of a department store. Many of these are the samebrands sold in high street vertically-integrated stores. In effect, the department store is the




325

concessionaire’s landlord and earns a rent or commission from the concession. Therefore,the department store has less risk as it does not own the concessionaire’s stock, i.e., it is nota reseller. However, a department store’s commission is affected by fluctuations in sales. Theactual stock and the profit from sales, excluding the commission, belong to the “concession”,i.e., the vertically-integrated brand.

Own-bought products are branded items purchased by the department store from themanufacturer or its agent or distributor for resale. For own-bought products the departmentstore bears the risk. Own-bought retailing is therefore similar to the arrangement described forindependent stores, where a selection of brands is sold in the same store; the differencebeing that independent stores typically specialise in one type of product category, whereasdepartment stores sell different types of product categories.

Although products may be retailed through department stores under different arrangements, itis not obvious to the consumer which brands operate under each arrangement, i.e., whetherthe brand is sold under a concession or own-bought arrangement, as their presentation isseamless. The percentage of branded products that is own-bought versus concession variesacross department stores.

Brand Competition

At the retail level brand competition tends to differ by type of retailer. Vertically-integrated internationalbrands compete at a high level by promoting their branded product internationally.

Independent retailers and department stores compete through the range of brands and products theystock in their stores, and by building store image. In order to get the brands they want into their store,department stores further compete on the commission rate, location in store and merchandising.Branded reseller chains, for example, sports retailers, also compete on store reputation through storeadvertising and promotions etc. Department stores compete on store image by creating a “shoppingexperience” and through promotional activity to attract footfall.

The past decade has seen a big increase in the number of brands available, especially in terms of thelocation density of the global brands.

Value

Retailers within the same product categories compete on value, i.e., the combination of price, designand quality. Retail competition tends to start with competition among different brands within the samerange, be it high range, middle range or low cost. Once a brand positions/markets itself within one ofthe product categories, it competes mostly with other brands within the same range by pricing at a

level that reflects the quality, design and brand image that has been created.In terms of pricing, vertically-integrated retailers operate a system of national pricing and thus at aretail level compete more on quality of service, shop fit etc. Vertically-integrated brands areincreasingly also offering on-line shopping.

Low cost brands primarily compete on price by offering contemporary designs at low prices. Theultimate goal of these brands is to set their prices low. Consumers are looking for value for moneywhen purchasing these brands.




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Location

Location is of critical importance in retail. In most countries, despite the growing number of out of townshopping centres, the main street is still a major draw for retailers. Thus, there is demand andcompetition among all retailers for prime main street locations.

Vertically-integrated international brands sold throughout the world and the outlets of these brandsare similar in design and layout. Independent retailers and department stores can differ somewhat indifferent areas.

Although the international brands enjoy economies of scale, local conditions in each country are oftenquite different, and local retailers can often profit by being more orientated to local markets. Retailersoperating in some countries tend to have larger selling areas and therefore can offer a broaderproduct range.

Supply Chain

The supply chain and, in particular, distribution for each type of retailer and supplier, tends to vary.Vertically-integrated branded companies supply products internally to retailers, while other brandcompanies supply products through wholly-owned wholesalers, agencies or third party distributors.

Products are typically designed by the brands themselves and manufactured mostly in the Far East,and sometimes in Europe or South America. In certain instances, the manufacturer is owned andoperated by the brand and in other instances it is outsourced by the brand. Some brands use buyingteams or groups to source their products around the world and are not aligned to, or contracted, withany manufacturer; they may also have different buying teams for different markets. Occasionally,brands outsource part of their manufacturing operations to distributors.

Vertically-integrated branded retailers and concessions in department stores source their productfrom their parent company. Vertically integrated brands internalise the supply, wholesale and retailaspects of their supply chains. The retailers and wholesalers are part of the branded company andoperate under the instruction of the parent company. The brand supplies its products to its stores andconcessions in department stores. There is no intermediary or third party involved in the supply chain.

Own-bought product suppliers to independent stores and department stores, use wholly-owneddistributors, agencies and/or third party distributors in each country. Which avenue a supplier takesultimately depends on how the branded company wishes to operate its distribution and the benefits orservice each distribution type can offer.

Large multinational brands tend to have wholly-owned wholesalers based in the larger countries.Some brands have two separate wholly-owned wholesalers for each Trading Area; others have onewholly-owned wholesaler for the two jurisdictions. In some cases, rather than an office, the brand hasa country representative, an employee of the brand, to manage the supply. Most wholly-owned

wholesalers use selective distribution arrangements, i.e., supply to a number of different independentstores and department stores. For example, a wholly- owned wholesaler may supply that brand’s retailchain plus to other distribution chains. In the case of some brands, there may be an exclusivedistribution arrangement whereby one retailer and its stores, or a chain, receives exclusivity for theproduct in the country.

Some brands distribute through independent agents. The agent places the order to the brand onbehalf of the retailer and receives a commission in return for placing the order. The agent does notbuy the product and, therefore, in some sense the agent is an arm of the brand. Retailers maynegotiate terms and prices either with the agent or the branded supplier; at what level the retailernegotiates terms varies depending on retailer size. Most agents distribute more than one brand.Branded companies and retailers tend to prefer not to deal with a “middle man”, therefore, these typesof agency agreements are rarely found in the market.

Some brands distribute their product through third party distributors. Third party distributors buyproducts from the brand and resell it to retailers in the country, i.e., they are the customers of thebrand and have an account with them. Therefore, third party distributors take on a business risk. For




327

example, Distribution downstream to the retail level can be either an exclusive or selectivearrangement. However, given the preference of not dealing with a “middle man” distributors are rarelyfound in the market. Most of the brands sold through third party distributors are lesser known brands.

Nature of Competition

Ultimately suppliers compete for consumer demand by building brand awareness and throughinteractions with retailers. However, some suppliers compete mostly at the brand level. Brandcompetition is a critical feature of competition at supply level. Brands compete by establishing a brandthat reflects the image and category in which they wish to operate; high range, middle range or lowcost. They will also price their product in a way that reflects the category and brand image they havecreated. Where they sell through independent retailers and department stores, they generally chooseretailers whose own image is aligned to that of the brand’s image.

High range brands compete with each other by establishing a desirable brand through

expensive image building mechanisms.

Middle range brands compete with each other through advertising.

Suppliers to low cost retailers (i.e. manufacturers in the Far East and South America etc.)compete on price.

Agencies compete by providing competitive commissions to the brands. Third partydistributors also compete with each other, by the services they offer, guaranteed salesvolume and other commercial activities.

Suppliers also compete in their interactions with retailers, in terms of space, commission, andlocation in the store. For example, concessions in department stores will compete for the bestlocation in the store, i.e., where there is the most footfall. Suppliers also compete to have theirproducts sold in the signature stores in a city.

Supplier Price Differentials

There are some supplier price differentials in each county and these are usually in the range 1-10%.

This suggests that, despite the rising cost of doing business, the level of competition in most countries(as well as the expansion in the volumes sold) kept prices from rising relative to other countriesexcept when the exchange rates changed significantly.

The 2008 recession and the depreciation of some currencies, coupled together, have significantlyimpacted upon the retail business. Retail sales declined in many countries. Increasing numbers ofretail chains have gone into administration in some areas, due largely to the global economic crisis.

The effect of the price gap between some countries has been that footfall and same brand sales insome countries have reduced significantly due to consumers changing their behaviour, where theeffect is not so significant in other countries.

Consumers’ shopping behaviour has changed in a number of ways: Consumers are reducing thevolume of purchases they are making. Consumers are increasingly buying from discount suppliers.

Consumers are switching. Low cost branded stores do not appear to have been as negativelyaffected as other stores; what they have lost in terms of consumers reducing purchases overall, theyhave gained from consumers switching from mid-range to their low price/high value stores. In

addition, Retailers contend that consumers are switching to retailers that source their product incurrencies less impacted by the exchange rate.




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Retailer Reaction

The exchange rate fluctuations and the global recession have occurred simultaneously and it istherefore not clear how much of the decline in sales is attributable to the recession and how much tothe exchange rates.

In response, retailers have tried to cut costs by reducing the cost of doing business and the cost ofproduct. They have reduced the cost of doing business by reducing opening hours, working hours andpay.

With respect to cost of product, retailers can either try to renegotiate a price with their supplier, switchsupply by switching brands, or by-pass the current branded supplier and source product from analternative supplier.

The extent of exchange rate pressure and reduced footfall has driven retailers to go back to theirsuppliers, be it the manufacturer, wholly owned wholesalers, third party distributors or an agency,requesting price reductions. Renegotiating prices with suppliers may be difficult due to the seasonality

of retailing and limited buyer power of stores in some countries.Generally, retailers organise their stock for at least the following two seasons, or perhaps even for thecoming year. Thus retailers decide on their stock and volume of purchases between six months to ayear in advance; simultaneously price for the product is agreed typically in US$. In addition, in orderto minimise currency risk, some retailers may hedge their currency at that time. Thus, due to theseagreed prices and volumes, retailers are finding it difficult to renegotiate price with their suppliers.Retailers will, at the time of agreeing price with their supplier, set their retail prices. Given that thismay be done a number of months in advance, by the time product appears on the shelf, exchangerates may have changed. This effect should diminish as retailers purchase the next round of stockwhich will be based on more recent exchange rates.

The ability of a retailer to negotiate price reductions will depend also on its importance to the supplier,i.e., the extent of its buyer power. National retailers are often small in international terms.

Switching brands may not be a possible option if the brand is a “must have” brand for the retailer, forexample, consumers expect all sports stores to have certain international sports brands. It willnegatively affect the retailer’s image if it does not have the must have brands for certain categories ofproducts.

Retailers, independent stores and department stores contend that sourcing product by by-passing thecurrent source of supply, i.e., the wholly-owned wholesaler, third party distributor or agency, isdifficult. They state that the head office or equivalent regional distributor will direct the retailer back tothe designated national distributor. Most international brands use wholly-owned wholesalers, thus thealternative source of supply is simply a different arm of the same company. In some cases retailershave been successful in renegotiating the currency in which they pay, but in most cases this has beenrefused.

Retailers’ attempts to get better prices following currency depreciation may be more difficult in somecountries. Some retailers that operate in several countries may be able to benefit from sourcingproduct for their stores in one country through their supply chain in another country. Thus, anypotential benefits arising from the changes in one currency may be spread across that retailer’ outlets.

For department stores and independent retailers, alternative sources of supply, such as the greymarket, may be an option. However, products from the grey market are seldom the latest design andmay be limited in the range and options it comes in. It also has limitations in terms of consistency ofsupply, and thus may not be an adequate option.

The individual stores of vertically-integrated middle range retailers do not have any alternative optionto source product, as they must source their product internally. Prices in these stores are not set bythe retailer but the head office of the brand and therefore they are constrained by the controlledsupply channel in which they operate. These vertically-integrated brands are large international

brands that operate on a large scale. Any national market is likely represents only a small portion oftheir overall business.




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Some low cost retailers are not experiencing as much difficulty in switching sources of supply asindependent stores or department stores. This is due to the fact that they tend to be vertically-integrated and are not aligned with any one supplier but instead they source manufactured productfrom the Far East based on the best price, design, quality and range. These low cost retailers marketthemselves on price.

Despite the constraints faced by some retailers, they are reacting by re-pricing products, increasingsales/discounts and promotions, and trying to source new products that have more attractive priceand quality characteristics.

Supplier Reaction

Suppliers’ responses to increased pressures from retailers to reduce prices will depend on their abilityand willingness to reduce prices.

Distributors of brands under pressure from retailers to reduce prices will themselves be limited in theirability to reduce prices to the extent that they can renegotiate a price reduction with their upstream

supplier. Brands source product directly from their own, or contracted, manufacturers. This is oftendone in the Far East or other countries and therefore they operate in a number of currencies. Suppliercosts are therefore largely in various exchange rate susceptible currencies. In reality, nationalsuppliers may have a small portion of costs in their own currency and may not be able to pass on thecurrent “expectation” that exists in the market.

In addition, brand companies tend to be vertically integrated upstream through contractedmanufacturers and downstream through wholly-owned retailers and/or distributors; due to this tightdistribution arrangement, the se asonality, and likely hedging aspects of suppliers’ operation, theextent to which they can quickly react to changes in currency fluctuations will be limited.

Overall, suppliers are being negatively affected by falling sales and the depreciation of operatingcurrencies and therefore they do not want to lose revenue in the market as well. Some retailers statedthat the currency depreciation warranted a price increase in their country but that branded companies

would find it difficult to increase prices in that country because of recessionary pressures.The bigger the market, the riskier it is to increase prices. In addition, branded companies tend tooperate across a number of countries.

Conclusion

Differences in price level between different national markets have to some extent always beenpresent, and changes in the differences in price level arise, amongst other reasons, due to currencymovements. Since 2008 branded goods prices in one country have fluctuated in comparison withother countries. The effect of the pricing changes is driving consumers to change their shoppingbehaviour to the detriment of the majority of retailers. Low cost retailers however have not been asnegatively affected; what they may have lost in terms of reduction in consumer spending they havegained from price conscious consumers switching to them. Among other things, retailers haveresponded by increasing sales/discounts and promotions, and in some instances re-ticketing items tobring down in price.

However, the extent of the response of retailers is limited by the extent to which they can reduce theircosts of doing business, for example, reducing opening hours, and their cost of product. The ability toreduce cost of product is constrained by three elements; the seasonality of the market, limited buyerpower and the ability to switch sources of supply.

Stocks and prices are determined six to 12 months before they appear in store. In most countriesretailers are relatively small internationally.




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Low cost retailers can easily switch sources of supply, though with a time lag. They are not alignedwith any particular manufacturer and source product based on a mixture of quality and low price. Ifthey are not happy with supply they will source it from elsewhere.

At the other end, vertically-integrated retailers operating in some overseas countries cannot switchsupply and are constrained by the parent company’s distribution arrangements. The stock available tothese stores is purchased centrally; their ability to switch will depend on how quickly they canrenegotiate price with their manufacturer or find another source of supply elsewhere.

Retailers who resell a range of brands (independent retailers and department stores) also havelimited ability to switch supply and find identical product elsewhere. They have long term relationshipswith brands which they need to maintain. They are thus seeking price reductions from suppliers.

The extent to which these retailers can negotiate lower prices is dependent on their buyer power.Department stores and branded resellers may be able to source supply in favourable currenciesthrough their international operations. In some instances locally-operated retailers have been able toswitch to paying in a different currency but in the main they have not. Thus locally operated retailersmay be temporarily disadvantaged compared to international retailers.

The instability of the exchange rates has had a significant impact on retailing in many countries.International brands which manufacture outside the country will likely adjust their forthcomingseasons’ prices in line with the currency fluctuations. Brands differentiate themselves in terms of price, quality and design. The products are generallymanufactured in lower cost areas. The depreciation in the value of some currencies and the recessionhave led to a fall off in demand for branded products generally, though low cost retailers appear to bebenefiting from consumers switching to them from more expensive brands.

Retailers have responded by increasing sales/discounts and promotions, and in some instances byre-ticketing items to bring down the price. The extent to which retailers may reduce prices isdependent upon the extent to which they can reduce their costs.

Their ability to reduce the amount they pay for the products they sell is constrained by three elements;the seasonality of the market, limited buyer power and the ability to switch sources of supply.

Seasonality in the Market: The prices paid by retailers to suppliers were set six to twelvemonths ago and renegotiating those prices is difficult, though retailers have indicated thatthey have had some limited success.

Limited Buyer Power: The extent to which retailers can negotiate lower prices is dependenton their buyer power. Stores that have access to stock through related overseas stores haveslightly more scope to access products at lower prices. In some instances retailers have beenable to switch to paying in other currencies but in the main they have not.

Switching Sources of Supply: The ease with which retailers may switch to alternative better-value sources of supply depends upon the type of product that they retail. Low cost retailers

can most easily switch sources of supply, though with a time lag (due to seasonality). Suchretailers are not so aligned with any particular manufacturer. The supply chains of the mid-range retailers who operate wholly-owned retail outlets and sell a single product brand are farless flexible. These retailers tend to have an international presence; purchasing anddistribution arrangements for the outlets in any particular country are typically determinedcentrally. Retailers who resell a range of brands (e.g. supermarkets and department stores)also have limited ability to switch sources of supply. Such retailers argue that they have long-term relationships with branded product suppliers which they need to maintain. Alternativesources for a particular brand cannot be relied on to come in the full range of products or tobe from the current season. A notable feature of retailing is the apparent low level ofalternatives for many retailers. With the exception of low cost products, competition is largelyabout branding and image, within a particular price/quality range. Thus, it is difficult for storeswith on-going relationships with brands to switch to alternative brands. As the seasons roll on




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and the seasonal pattern of sales continues, all brands have the opportunity to set nationalprices in a way that reflects more recent exchange rates.




332

Distributors – Market Entry choices

Distributor – Domestic

owned

Distributor – Direct

investmentDistributor –

Joint VenturesDistributor –other

Market % % % %

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15

The data above is derived from trade surveys.




333

Retail Presence – Market Entry choices

Retail – Domestic

owned

Retail – Jointventure

Retail – Directinvestment Retail – other

Market % % % %

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13






334

Distribution Channel: Advantages – Disadvantages

Disadvantages Advantages

Domestic

– No

Distribution control

Domestic

– Little Brand

control

Direct investment

– Risk

of loss of investment

Direct investment

– High

start-up costs

Joint Venture –Long

term risk

Domestic

– no direct

investment

Domestic

– lowerstart-

up costs

Direct investment

–

Control of Costs,Brand,

Distribution

Joint Venture – Lower

start-up costs

Joint Venture – Local

Knowledge

% % % % % % % % % %


Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15





336

Market Entry options for Established or Global Brands

DomesticDistributors-

Non-exclusive

DomesticDistributors-

Exclusive

DomesticDistributors

–Joint Ventures

Direct Retail

Investment

RetailJoint Venture

Franchisees

Unspecified

% % % % % % %

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15





337

Market Entry Features

Dynamism

Competitiveness

Opportunities

Survivability

Vulnerabilities

% % % % %

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10


Trade Area #13

Trade Area #14

Trade Area #15





338

Start-up Costs

Start-up Costs, Initial Investment and Product Launch Balance sheet

Direct and Indirect Market Entry

There are three scenarios examined in the data below, A Brand / Franchise Store launch, and Independent Store launch (probably carrying Branded product lines) and the use of a Distributor or ExclusiveWholesaler to introduce a new Brand to the country concerned.

The data provides the following matrices:-

1) Time from Start to Store Opening

2) Start-up Investment Cost (excluding Inventory)

3) Market Entry Investment, by type of Market Entry, with Economies of Scale:

A Cost comparison given for 1, 3, 5, and 10 stores on the grounds that there may be some cost advantages associated with the economies of scale of opening multiple outlets.

Inventory Costs

The Start-up costs data excludes the initial Inventory investment. This is because there are a largenumber of ways in which Franchised Brands, Independent Retailers, In-Store Departments and salesvia Distributors are financed.

Some Franchised Brands offer Consignment deals, or Sale-or-Return deals, or inventory financing.Similarly there are inventory financing deals available for In-Store Departments.




339

Brand Store Start-up Costs

100 SqM

selling space

cost (‘000)

Rental Month 1

PropertyDeposit

Storefitting

Utilities &Deposit

Store Equipment&

Supplies

Business Expenses

IT Equipment&

Services

Banking &Payments

System

Legal &Accounting

Marketing

Store Opening &PR

Cash-in-Hand

Total Brand Store Start-

up Cost

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11


Trade Area #14

Trade Area #15





340

Independent Store Start-up Costs

100 SqM

selling space

cost (‘000)

Rental Month 1

PropertyDeposit

Storefitting

Utilities &Deposit

Store Equipment&

Supplies

Business Expenses

IT Equipment&

Services

Banking &Payments

System

Legal &Accounting

Marketing

Store Opening &PR

Cash-in-Hand

Total Independent

Store Start-up Cost

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15





341

Brand In-Store Start-up Costs

25 SqM

selling space

cost (‘000)

Rental Month 1

Deposit

Storefitting

Utilities &Deposit

Store Equipment&

Supplies

Business Expenses

IT Equipment&

Services

Banking &Payments

System

Legal &Accounting

Marketing

Store Opening &PR

Cash-in-Hand

Total Brand In-store

Start-upCost

Trade Area #1

Trade Area #2


Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15





342

Distributor / Exclusive Wholesaler Sign-up Costs

Cost (‘000)

SupportEquipment&

Supplies

Business Expenses

IT Services

Banking

Legal &Accounting

Marketing Support

Public Relations

Miscellaneous

Distributor/ Exclusive

WholesalerSign-up

Trade Area #1

Trade Area #2


Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15





343

Start Times Weeks: Brand Store

InitialContractual

Negotiations

PremisesAcquisition

Regulatory

Requirements

Storefitting

SystemsInstallation

&Staff training

Launch Delay

Total Time

Weeks

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15





344

Start Times Weeks: Independent Store

InitialContractual

Negotiations

PremisesAcquisition

Regulatory

Requirements

Storefitting

SystemsInstallation

&Staff training

Launch Delay

Total Time

Weeks

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9


Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15





345

Start Times Weeks: Distributor / Exclusive Wholesaler

InitialContractual

Negotiations

Financial

Arrangements

Regulatory

Requirements

Marketing Support

SystemsInstallation

&Staff training

DeliveryLag &

Launch Delay

Total Time

Weeks

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15





346

Economies of Scale with multiple Stores

Brand Store

100SqM

Independent Store

100SqM

Brand In-store

Start-up 25SqM

Per outlet

‘000 SingleStore

3 Outlets

5 Outlets

10 Outlets

SingleStore

3 Outlets

5 Outlets

10 Outlets

SingleStore

3 Outlets

5 Outlets

10 Outlets

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9


Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15


The data indicates that the cost savings from economies of scale are somewhat variable. This isundoubtedly due to the fact that the practice of the opening of multiple outlets is not consistentbecause the companies undertaking these enterprises are very variable in their methods.

It is the case that the major companies do enjoy significant economies of scale, but these are basedon multiples of several hundred locations. Furthermore, whereas the brand owned outlets may enjoysuch economies of scale the brand owner may not always pass on the entire volume saving to anyfranchisee. Thus the unit cost of shop fittings and furnishings for a 3 store franchisee may only bereduced fractionally if that franchisee were to open 5 stores.

There are some cost savings evident in respect of the shop fitting costs where more than one store isinvolved, and also in the budget for ‘cash -in-hand’; however the cost savings for the othercomponents are not significant and will depend on the negotiation ability of the entrepreneur more

than on any actual reductions for volume.




347

Cash Flow, Profit & Loss, Balance Sheet, Project FinancialAnalysis

The DataGroup Toolkits contains the following spreadsheets to enable users to produce:-

Start-up financial data is shown above and this forms both the Fixed Capital and Working Capital forthe start-up.

The format of this balance sheet is based on U.S. accounting standards.

See: http://www.dg-di.eu/PureData/Base_PureData/Ch_Chapters/Ch_FIN_DEFI.htm

12 Months Cash Flow Analysis

http://www.dg-di.eu/BASE_FOLDERS/xls/CASH_FLOW.xls

Fr = Forecast : Ac = Actual Fr Ac Fr Ac Fr Ac Fr Ac Fr Ac Fr Ac Fr Ac Fr Ac Fr Ac Fr Ac Fr Ac Fr Ac

'000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000

1 Revenues 0

2 Orders 0

3 TOTAL SALES 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

RECEIPTS

4 Sales receipts

5 Sales debtors

6 Loans / Grants receiv ed

7 Miscellaneous income

8 CASH ACCOUNT TOTAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

9 Capital

10 Asset & other disposals

11 TOTAL RECEIPTS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

PAYMENTS

12 Finished Materials Cost

13 Fuel Cost

14 Electricity Cost

15Total Input Materials + EnergyCosts 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

16 Payroll Costs

17 Wages

18 Directors' Remunerations

19 Employee Benefits

20 Employee Commissions

21Total EmployeesRemunerations 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

22 Total Rental & Leasing Costs

23 Total Maintenance Costs

24 Services Purchased

25 Communications Costs

26 Miscellaneous Expenses

27 Sub Contractors

28Total MiscellaneousOperational Costs 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

29 Total Sales Costs

30Total Distribution and HandlingCosts

31 Total Advertising Costs

32 Total After-Sales Costs

33Total Research andDevelopment Expenditure

34 Interest

35

Added, Import, etc.)

36

etc.)

37 Total Payments 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

38 Net Cash Flow 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

39 Opening Bank Balance 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

40 Cash in Bank 0

Month 11 Month 12

CASH FLOW FORECASTMonth 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10

http://www.dg-di.eu/PureData/Base_PureData/Ch_Chapters/Ch_FIN_DEFI.htm











348

First 12 months and First 3 years Profit & loss Account

http://www.dg-di.eu/BASE_FOLDERS/xls/PROFIT_LOSS.xls

Mon th 1 Mon th 2 Mon th 3 Mon th 4 Mon th 5 Mon th 6 Mon th 7 Mon th 8 Mon th 9 Mon th 10 Mo nth 11Mon th 12 Yea r 1 Yea r 2 Yea r 3

'000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '000 '0001 Domestic Revenues 0

2 Overseas Revenues 0

3 Total Revenues 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

4 Raw Materials Cost 0

5 Finished Materials Cost 0

6 Fuel Cost 0

7 Electricity Cost 0

8 Total Input Materials + Energy Costs 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

9 Payroll Costs 0

10 Wages 0

11 Directors' Remunerations 0

12 Employee Benefits 0

13 Employee Commissions 0

14 Total Employees Remunerations 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

15 Rental & Leasing: Structures 0

16 Rental & Leasing: Plant + Equipment 017 Total Rental & Lea sing Costs 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

18 Maintenance: Stru ctures 0

19 Maintenance: Plant and Equipment 0

20 Total Maintenance Costs 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

21 Services Purchased 0

22 Communications Costs 0

23 Miscellaneous Expenses 0

24 Sub Contractors 0

25 Total Miscellaneous Operational Costs 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

26 Sales Personnel Variable & Commission Costs 0

27 Sales Expenses and Costs 0

28 Sales Materials Costs 0

29 Total Sales Costs 0 0 0 0 0 0 0 0 0 0 0 0 0

30 Distribution Fixed Costs 0

31 Distribution Variable Costs 0

32 Warehousing Fixed Costs 0

33 Warehousing Variable Costs 0

34 Physical Handling Fixed Costs 0

35 Physical Handling Variable Costs 036 Physical Process Fixed Costs 0

37 Physical Process Variable Costs 0

38 Total Distribution and Handling Costs 0 0 0 0 0 0 0 0 0 0 0 0 0

39 Mailing & Correspondence Costs 0

40 Media Advertising Costs 0

41 Advertising Materials & Print Costs 0

42 POS & Display Costs 0

43 Exhibition & Events Costs 0

44 Total Advertising Costs 0 0 0 0 0 0 0 0 0 0 0 0 0

45 Product Returns & Rejection Costs 0

46 Product Installation & Re-Installation Costs 0

47 Product Breakdown & Post Installation Costs 0

48 Product Systems & Configuration Costs 0

49 Product Service & Maintenance Costs 0

50 Customer Problem Solving & Complaint Costs 0

51 Total After-Sales Costs 0 0 0 0 0 0 0 0 0 0 0 0 0

52 Total Marketing Costs 0 0 0 0 0 0 0 0 0 0 0 0 0

53 New Technology Expenditure 0

54 New Production Technology Expenditure 055 Total Research and Development Expendi 0 0 0 0 0 0 0 0 0 0 0 0 0

56 Total Operational & Process Costs 0 0 0 0 0 0 0 0 0 0 0 0 0

57 Operating Profit 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

58 Depreciation: Structures 0

59 Depreciation: Plant and Equipment 0

60 Depreciation: Miscellaneous Items 0

61 Total Depreciation 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

62 Trading Profit 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

63 Interest Paid

64 Non-trading Income

65 Pre-tax Profit 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

PROFIT & LOSS ACCOUNT









349

1-7 Years Balance Sheet

http://www.dg-di.eu/BASE_FOLDERS/xls/BALANCE_SHEET.xls

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7

'000 '000 '000 '000 '000 '000 '0001 Fixed Assets: Structures

2 Fixed Assets: Plant and Equipment

3 Fixed Assets: Miscellaneous Items

4 Fixed Assets 0 0 0 0 0 0 0

5 Capital Expenditure on Structures

6 Capital Expenditure on Plant and Equipment

7 Capital Expenditure on Vehicles

8 Cap. Expend. on Data Processing Equipment

9 Capital Expenditure on Miscellaneous Items10 Total Capital Expenditure 0 0 0 0 0 0 0

11 Retirements: Structures

12 Retirements: Plant and Equipment

13 Retirements: Miscellaneous Items

14 Total Retirements 0 0 0 0 0 0 0

15 Total Fixed Assets 0 0 0 0 0 0 0

16 Finished Product Stocks

17 Work in Progress as Stocks

18 Materials as Stocks

19 Total Stocks / Inventory 0 0 0 0 0 0 0

20 Debtors

21 Miscellaneous Current Assets

22 Total Current Assets 0 0 0 0 0 0 0

23 Total Assets 0 0 0 0 0 0 0

24 Creditors

25 Short Term Loans

26 Miscellaneous Current Liabilities

27 Total Current Liabilities 0 0 0 0 0 0 0

28 Net Assets / Capital Employed 0 0 0 0 0 0 0

29 Long Term Loans

30 Miscellaneous Long Term Liabilities

31 Shareholders Funds 0 0 0 0 0 0 0

Persons Persons Persons Persons Persons Persons Persons

32 Workers

33 Total Employees

BALANCE SHEET







350

10 Years Project Financial Analysis

http://www.dg-di.eu/BASE_FOLDERS/xls/Project_Financial_Analysis.xls

Project Financial AnalysisINPUT SHEET: USER ENTERS ALL BOLD NUMBERS

INITIAL INVESTMENT CASHFLOW DETAILS DISCOUNT RATE

Initial Investment= $150,000 Revenues in year 1= $240,000 Approach(1:Direct;2:CAPM)= 2

Opportunity cost (if any)= $7,484 Var. Expenses as % of Rev= 50% 1. Discount rate = 10%

Lifetime of the investment 10 Fixed expenses in year 1= 0 2a. Beta 0.9

Residual Value at end of project= $100,000 Tax rate on net income= 40% b. Riskless rate= 8.00%

Deprec. method(1:St.line;2:DDB 2 If you do not have the breakdown of fixed and variable c. Market risk premium = 5.50%

Tax Credit (if any )= 10% expenses, input the entire expense as a % of revenues. d. Debt Ratio = 30.00%

Other invest.(non-depreciable)= 0 e. Cost of Borrowing = 9.00%

Discount rate used= 10.69%

WORKING CAPITA L

Initial Investment in Work. Cap= $15,000

Working Capital as % of Rev= 25%

Salvageable fraction at end= 100%

GROWTH RATES

1 2 3 4 5 6 7 8 9 10

Revenues Do not enter 10.00% 10.00% 10.00% 10.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Fixed Expenses Do not enter 10.00% 10.00% 10.00% 10.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Default: The fixed expense growth rate is set equal t o the growt h rate in revenues by default.YEAR

0 1 2 3 4 5 6 7 8 9 10INITIAL INVESTMENTInvestment $150,000 - Tax Credit $15,000

Net Investment $135,000 + Working Cap $15,000 + Opp. Cost $7,484 + Other invest. $0Initial Investment $157,484

RESIDUAL VALUEEquipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000Working Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 $87,846

OPERATING CASHFLOWSLifetime Index 1 1 1 1 1 1 1 1 1 1Revenues $240,000 $264,000 $290,400 $319,440 $351,384 $351,384 $351,384 $351,384 $351,384 $351,384 -Var. Expenses $120,000 $132,000 $145,200 $159,720 $175,692 $175,692 $175,692 $175,692 $175,692 $175,692 - Fixed Expenses $0 $0 $0 $0 $0 $0 $0 $0 $0 $0EBITDA $120,000 $132,000 $145,200 $159,720 $175,692 $175,692 $175,692 $175,692 $175,692 $175,692- Depreciation $30,000 $0 ($4,000) $0 $0 $0 $0 $0 $0 $0EBIT $90,000 $132,000 $149,200 $159,720 $175,692 $175,692 $175,692 $175,692 $175,692 $175,692-Tax $36,000 $52,800 $59,680 $63,888 $70,277 $70,277 $70,277 $70,277 $70,277 $70,277EBIT(1-t) $54,000 $79,200 $89,520 $95,832 $105,415 $105,415 $105,415 $105,415 $105,415 $105,415 + Depreciation $30,000 $0 ($4,000) $0 $0 $0 $0 $0 $0 $0 - ∂ Work. Cap $45,000 $51,000 ($38,400) $7,260 $7,986 $0 $0 $0 $0 $0

NATCF ($157,484) $39,000 $28,200 $123,920 $88,572 $97,429 $105,415 $105,415 $105,415 $105,415 $105,415Discount F actor 1 1.10685 1.225116923 1.356020666 1.500911474 1.661283865 1.838792046 2.035266976 2.252735252 2.493440014 2.759864079Discounted CF ($157,484) $35,235 $23,018 $91,385 $59,012 $58,647 $57,329 $51,794 $46,794 $42,277 $106,259

Investment MeasuresNPV = $414,267IRR = 42.43%ROC = 75.60%

BOOK VALUE & DEPRECIATIONBook Value (beginning) $150,000 $120,000 $120,000 $124,000 $124,000 $124,000 $124,000 $124,000 $124,000 $124,000Depreciation $30,000 $0 ($4,000) $0 $0 $0 $0 $0 $0 $0BV(ending) $150,000 $120,000 $120,000 $124,000 $124,000 $124,000 $124,000 $124,000 $124,000 $124,000 $124,000










351

SWOT Analysis

SWOT analysis by type of Market Entry

Entry via Company Owned Retail Stores

Strength Weaknesses

Control of Brand

Control of Costs

Control of Profitability

Difficult Learning Curve

High Direct Investment Costs

High Risk of Failure

Opportunities Threats

Direct Contact with Customer Base

Ability to Adapt Products

Ability to Directly Influence Investment Decisions

Inexperience with local conditions

Local competitors

Potential fragility of local management

Entry via Domestic Retail Joint VentureStrength Weaknesses

Partner’s knowledge of the country

Reduced Direct Investment Costs

Reduced Risk of Failure

Difficult in Finding Partner

Loss of Cost Controls

Reduced Margins & Profit Potential


Joint Development of Customer Base Ability to Adapt Products

Ability to Directly Influence Investment Decisions

Partner’s business policies Market Power of major competitors

Potential fragility of partnership





352

Entry via National Franchise Licensee

Strength Weaknesses

Licensee’s knowledge of the country

Reduced Direct Costs

Reduced Risk of Direct Losses

Difficult in finding suitable Licensee

Loss of Geographic Controls

Reduced Margins & Profits


Effective Development of Franchisees

Potential to achieve better market penetration

Ability to Extend Brands and Products

Competitors’ business policies

Market Power of major competitors

Potential fragility of Licensee

Entry via Intensive Individual Franchising

Strength Weaknesses

Control of Brand



Difficult Marketing process

Difficult in finding suitable Franchisees

High Risk of Failure of Franchisees


Better Contact with Customer Base

Ability to Extend Brands and Products Ability to Directly Influence Investment Decisions

Franchisees targeted by competitor

Local brand competitionPotential fragility of Franchisees





353

Entry via Exclusive National DistributorStrength Weaknesses

Distributor’s knowledge of the trade



Difficult in finding suitable Distributor




Ability to reach smaller and more remote retailers

Potential to achieve better market penetration

Ability to use Distributor’s local expertise


Possible loss of Brand Equity

Potential fragility of Distributor

Entry via Intensive National Distribution / Wholesaling

Strength Weaknesses

Distributors’ knowledge of the trade



Difficult in controlling Distributors




Ability to reach smaller and more remote retailers

Potential to achieve better geographic coverage

Ability to use Distributors’ local knowledge


Loss of Brand Equity

Potential fragility of Distributors





354

Competitive Analysis

Retail Brands

Lo

cations

Brand strengths

Operationalstrengths

Sales

Product Lines

Brand quality

Product design

Product criteria

Pricingstructure

Marketingactivities

Product supply sources

Expansionplans

Customerservice

Retailers % % % % % % % % % % % % %

Competitor #1

Competitor #2

Competitor #3

Competitor #4

Competitor #5

Competitor #6

Competitor #7

Competitor #8

Competitor #9

Competitor #10

Competitor #11

Competitor #12

Competitor #13

Competitor #14

Competitor #15





355

Market Penetration Prospects

Advancing into the target markets

Relative difficulty

Low Moderate High

Markets % % % % %


Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15

The data above is derived from country surveys.




356

Brand Concept

A brand is defined as: “A name, term, sign, symbol, or design, or combination of them, intended toidentify the goods and services of one seller or group sellers and to differentiate them from those of

competitors.” Branding thus is a means to distinguish one product from another and these differences may befunctional, rational, or tangible and fundamentally related to product performance of the brand.

In the developing countries a ‘Brand’ is frequently no more than a European sounding name on acopy of some European design. This use of facsimiles by developing country producers has shownthe limitations of their business models.

It is necessary to distinguish a Brand from a Label . Labels or Own-Brand Labels tend to be genericor standard products which simply bear the label or identification of a supermarket or some otherretailer. In general labels do not have the same status as brands in the mind of consumers, albeit thequality and designs may have little differentiation; however consumers expect labels to have lowerprice as than brands.

Brand Equity

Brand equity is intangible added value endowed to products and services. This value may bereflected in how consumers think, feel, and act with respect to the brand, as well as the prices andprice premiums demanded by a brand, market share, and ultimately the profitability that the brandcommands for the firm. Brand equity is an important intangible asset that has image and financialvalue to the firm. In the regional markets there is no extended history of brand image creation and it isfor this reason that developing country companies have to be particularly attentive to the

enhancement the brand equity of their products.




357

Customer Based Brand Equity

Customer based brand equity can be defined as the differential effect that brand knowledge has onthe consumer response to the marketing of that brand. Positive customer based brand equity is whenconsumer react more favourably towards a branded product than to competitive products. Regionalbrands can use the attitudes and perceptions of the customer base to increase customer based brand

equity. These perceptions may be, for example, the tendency for older demographics to be moreconservative or chauvinistic.

Brand Knowledge

Brand knowledge consists of all the thoughts, feelings, images, experiences, beliefs, and so forth, thatbecomes associated with the brand. In particular, brands must create strong, favourable, and uniquebrand associations with the target customer base. Brand knowledge is low in many developingcountry markets and this presents opportunities to new brands entering those markets.

Substantial Brand Knowledge & Awareness – All Brands

% Social GroupAwareness % Age Group Awareness

AB C1 C2 DE < 19 19-24 25-34 35-44 45-54 55-64 65+

Market % % % % % % % % % % %

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15

Brand knowledge and awareness is assessed during Consumer Surveys when consumers wereasked specific questions to test the strength of their awareness of named brands. The data above isderived from statistically accurate social / income group, and full age spectrum, surveys.




358

Brand Equity Model

Brand Equity can be seen as a group of five categories of the assets and liabilities of a brand that addto or subtract from the value provided by a product or service to a firm and/or to that firm’s customers.

In the regional markets consumer in many markets are relatively unfamiliar with these brand assetsand therefore marketing strategies can be employed by companies to enforce these assets in themind of consumers.

These categories of brand assets are:

1. Brand loyalty

2. Brand awareness

3. Perceptions of quality

4. Brand associations

5. Proprietary assets, patents, trademarks, and distribution channel relationships.

In the regional markets insufficient attention has been paid to these issues and this has generally ledto the lack of global competitiveness of regional brands.




359

Substantial Brand Loyalty – All Brands

Social Group Loyalty Age Group Brand Loyalty

AB C1 C2 DE < 19 19-24 25-34 35-44 45-54 55-64 65+

Market % % % % % % % % % % %

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15

Brand loyalty is assessed during Consumer Surveys when consumers were asked specifically for thebrands they purchased and then specifically if they would purchase the same brand(s) again. Thedata above is derived from statistically accurate social / income group, and full age spectrum,surveys.




360

Substantial Brand Quality – v Price Perceptions – All Brands

Social Group Age Group Brand Quality -v- Price

AB C1 C2 DE < 19 19-24 25-34 35-44 45-54 55-64 65+

Market % % % % % % % % % % %

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15

Perceptions of Brand Quality is assessed during Consumer Surveys when consumers were askedspecifically if they believed that the brands they purchased were of a better product quality than otheror cheaper brands and if in general they believed that expensive brands were of a better productquality. The data above is derived from statistically accurate social / income group, and full agespectrum, surveys.




361

Brand Knowledge Components

Price

Brand Recall Packaging

BrandAwareness

BrandRecognition

Userimagery

BrandKnowledge

Non-productRelated

UsageImagery

Brand Image BrandAssociations Attributes

ProductRelated

FavourableAssociations Benefits

Strength ofAssociations Attitudes

Uniquenessof

Associations

Brand Resonance Components




362

Brand Resonance

The brand resonance model also views brand building as an ascending, sequential series frombottom to top.

The Brand Resonance model:

1. Brand Salience relates to how often andeasily the brand is evoked under variouspurchase or consumption situations.

2. Brand Performance relates to how theproduct or service meets the customers’functional needs.

3. Brand Imagery deals with the extrinsicproperties of the product or service,including the ways in the brand attemptsto meet the customers’ psychological orsocial needs.

4. Brand Judgments focus on thecustomers’ own personal opinions andevaluations.

5. Brand Feelings ar e the customers’emotional responses and reactions withrespect to the brand.

Brand resonance refers to the nature of the relationship that customers have with the brand and theextent to which customers feel that they are “in sync” or empathetic with the brand.

Producers in the regional markets have to decide with which brand concept they wish to align. Theycan seek to produce a Global brand or they can seek to produce a Market Segmented brand. Whatcorporate history has suggested is that companies wishing to engage both concepts often fallbetween both stools.




363




364

Qualitative Brand Research

It is necessary to assess the strength as well as understand the nature of the brand’s equity, relativeto competitive brands, and to monitor that over time.

Assessing the strength of brand equity can be done by finding Brand Awareness, Salience, BrandPreference and Brand Users.

Qualitative Brand Identifiers

Salience

Performance

Imagery

Judgments

Feelings

Style

Acceptance

Styling

Attracted to Global

Brands

Attracted to Local

Brands

Market % % % % % % % % % %

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12


Trade Area #15

Brand Resonance is assessed during Consumer Surveys when consumers were asked specificpsychometric questions which tested and cross-checked the issues mentioned here. The data aboveis derived from statistically accurate social / income group, and full age spectrum, surveys.




365

Brand Awareness according reflects the extent to which people can either remember orrecognize a brand. When people think about brands in a product category, those come tomind represent recall brand awareness; they are recalled based only upon a category cue. If

someone is shown a list of brand names or pictures of packages, those that can be identifiedrepresents recognition brand awareness.

Brand Salience depends upon awareness, but reflects the relative strength of that awarenessin relation to the target market’s awareness of other brands in the category. This relationshipwill be reflected in the relative relationship between what is known as “top -of- mind”awareness and all the other brands in the category of which someone is aware.

Brand Preference, like brand salience, can be an indicator of the strength of brand equity.Brands that are preferred are likely to enjoy greater equity than those that are not. Preferencefor a niche brand may be high in its market segment, but relatively low in the global market asa whole.

Brand Users or category understanding is one of the primary functions of quantitativeresearch and specifically relates to Users of a particular brand vs. users of competitivebrands. Based upon this, one is able to “profile” various user segments.

Marketing communication applied to branded products

The market for branded products in developed countries is a highly competitive market whose maincharacteristics is the similar positioning of a large number of competitive brands and, in this respect,the br and’s image developed by marketing communications can influence the adoption process of theproducts. In the regional markets, especially in the less developed countries, there is not the samelevel of competition and this represents an opportunity for new brand entries.

The marketing stimuli used to influence the purchase decisions, must transmit a coherent message inall advertising and communication activities. The co-ordination of this process must consider suchaspects as the brand awareness and the br and image, as determined by the nature of the consumers’perception.

The image is a mental representation of the brand and the product’s attributes and benefits. It is amulti-dimensional phenomenon that depends on the consumer’s perception of those attrib utes andbenefits. In branded products, both mental representation and its perception are built in a continuousway, and developed through the image of fashion transmitted by each seasonal collection and by allactivities of marketing communication.

The overall effect of product branding depends on the integration of all the components of themarketing communication plan, including visual merchandizing, with the product design. All thesethree elements have an impact over the product adoption process and a similar final goal: to influencethe purchase option of branded products through the satisfaction of a certain product image demand.

Whereas the European and US fashion retailers have very long experience of these issues, the newregional brands have a very steep learning curve.




366

The Brand Image in the marketing communication process

Brand managers need to develop systems to regularly reinforce the brands’ image in relation to theoverall brand identity and consumer awareness of the importance criteria for that product brand.Brand management is less of a developed art in the regional markets than it is in the US or Europe.The brand may benefit from an enhanced reputation and closer proximity to its buyers if the design ofeach collection takes into consideration the following aspects:

In order to keep or develop the value of the symbolic message of the brand, the brands’image management should be focused on a small number of distinct styles;

The consumer buys or uses branded products of different types and styles;

An effective brand image developed through constant re-designs, allows the brand to achieveimage coherence and to capitalize on it in the market by building a global presence.

The adoption process of product brands reflects the significant impact of the popular andcultural image that a brand transmits as well as its inherent identification potential (social,cultural and economic).

Recognizing this, consumers search for brands that approximates with their own aspirations, needsand wants; rather than that of the stereotypical people who may have appeared in advertisementsand the media. This is especially the case in markets which have traditionally been less exposed toglobal culture. Whereas the upper middle classes in the developing countries are increasinglyexposed to global stereotypes, nonetheless the traditional aspects of these markets frequentlyoutweigh the global imagery.

The Store Image in the marketing communication process

The store image development is established through its geographical location, the retail space whichit occupies and its external design. In addition it is defined by the products that it offers and theirrepresentation in the internal space of the store. The combination of these factors defines the storeatmosphere, or look, or personality. This should at all times conform to, and confirm, the targetcustomer base’s expectations of the store.

In many developing countries the store locations and the store space represents a major contributing

factor to mitigate the relatively high cost of global brands. The consumer is not only buying the brand,but is also buying into the ‘shopping experience’ in a way that is more profound than experienced inEurope or the USA.




367

Consumer confidence and consumer markets

Consumer Confidence Index

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5


Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13


Consumer confidence is assessed during Consumer Surveys when consumers were asked specificpsychometric questions which tested and cross-checked the issues mentioned here. The data aboveis derived from statistically accurate social / income group, and full age spectrum, surveys.

Consumer Confidence

Consumer Confidence relates to Spending Attitudes in relation to the general Economic situation; thedefinitive gauge of consumer sentiment around economic and social concerns across countries.

After periods of speculation and uncertainty around the economic conditions, at some stageconsumers reach a state of resignation to the economic realities and the majority will then usuallyadopt rational spending levels for various product groups.

Consumer confidence worldwide often fluctuates wildly as relatively uninformed consumers attempt tomake sense of media coverage of economic circumstances, the propaganda of their political masters,and their own empirical experience of the situation.




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In terms of the consumption of consumer products, the net effect is the changes in the propensity forconsumers to save rather than spend.

In the regional markets, as in the rest of the world, consumer confidence has fallen to its lowest levelin many years. The regional markets, and more particularly China and India are not forecast tosurvive the current economic recession any better than the USA or Europe.

Over 50% of global consumers’ state they put their spare cash into savings; this is an increase of over6% since 2010, and up 12% since 2008. The world’s most determined savers have always been inthe Asia-Pacific region, where an average of 61% of consumers chooses to save rather than spend.

Holidays and vacations continue to be a popular choice; with 26% of developing consumers planningto spend on their annual holidays, by contrast 24% of consumers currently choose to buy new clotheson a regular basis.

Consumer markets in developing countries have changed rapidly, and with strong growth indisposable incomes, plus the development of modern urban lifestyles, developing country consumersare becoming increasingly sophisticated and knowledgeable about branded products. Advertising andthe media allow companies to communicate with consumers in many different ways and thereforebrand propositions are now a part of daily life.

Foreign brands remain relatively powerful in the regional markets, especially in clothing and personalcare products; but increasingly brands have to be associated with value and suggest a clear andevident Value Proposition. Developing country consumers are turning as suspicious anddiscriminating as their US and European counterparts; and indeed the learning curve and productawareness amongst developing country consumers is evolving much more rapidly than it did with USand European consumers in the past.

Developing country markets are difficult to forecast because of the variability of the numbers of peopleliving in reduced financial circumstances and the more rural aspects of population distribution.Literacy rates are variable in many developing country countries. Income is frequently less welldistributed across the whole population than in other regions. The market also tend to be highlyregional for geographic or infrastructure reasons. A mosaic of cultures and languages in somecountries contribute to the difficulties of companies seeking to establish homogeneous brand images.

Understanding buying pattern of consumers in the regional markets is a challenging endeavour. Thedeveloping country consumers’ lifestyle and profile is evolving rapidly for a number of fundamentalreasons:

1. Population Age Distribution, especially the population below the age of 25.

2. The rise in the self-employed and financially self-sustaining segments of the workingpopulation.

3. The rise of the AB, C1 and C2 segments of the social groups.

4. Levels of discretionary spending amongst the urban middle classes.

5. The increase in the number of higher income households.

6. The increased consumption of technology and convenience products.

7. The rise in the use of credit and payment cards and other financial instruments.

8. The availability and cost of credit.

9. The increasing shift from price consideration to design and quality.

10. The adoption of aesthetic values and awareness of the projection of a personal image.

11. The increasingly critical evaluation of the Value Proposition of products and the Price – Value – Functionality considerations which are in the minds of consumers.

12. The acceptance of enjoyment of luxury items and an increased willingness to experiment withbranded products.

13. The acceptable of product obsolescence and the dictates of what is, and what is not,

perceived as being fashionable.




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By contrast there are factors which tend to differentiate, and often limit, many developing markets:

1. The relatively high portion of disposable income spent on Food and Housing.

2. The relative pricing of branded products.

3. The effectiveness and physical distribution of retailers, especially in large countries withlimited infrastructure.

4. The pressure on the gross margins and therefore the profitability of the entire supply anddistribution chain.

5. The difficulty for large scale retail operations and multiples to realise a good level ofprofitability.

6. The national shopping habits of consumers which sometime inhibit the impulse buying ofproducts.

7. The influence of family and cultural imperatives on the younger consumer age groups whomtend to represent the major segment of the brand market.

8. Consumer attitudes and influences when shopping as a family group as opposed to shoppingindividually or with peer group.

Consumer Attitudes and Perceptions which impact Brands

In most developing markets there are certain events, attitudes and preferences which impact on thepurchase of branded products.

1. Shopping habits and the method of shopping.

2. The role of matriarchal and patriarchal societies.

3. Special event purchases. The purchase of products for cultural, family and special events ismore important in certain markets.

4. The relative trust in local brands. There is a substantial degree of trust and confidence in localbrands.

5. The relative perception that foreign brands are of a higher quality than local brands is largelyage based. After the age of 24 this perception of the superiority of foreign brands rapidlydiminishes.

6. The relative effect of socio-economic groups and educational levels on brand perceptions.

7. The relative average spending during shopping trips. Younger demographics spend more pertrip than older demographics.

8. The relative average frequency of shopping trips. Younger demographics shop morefrequently than older demographics. Up to 24 years of age the shopping frequency is likely tobe once every 4 weeks, whereas this reduces after 25 years to once every 6 weeks, andreduces further as age increases.

9. The age group of consumers. Whereas the younger demographics believe that local brandscan compete effectively with foreign brands they nonetheless feel that foreign brands offerother benefits.




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10. The use of the products:-

% Usage & Purpose of purchases

< 19 & 19-24 Years old 25 + Years old

Social &Family

Work

Everyday

Home&Casual

Special occasion

Social &Family

Work

Everyday

Home&Casual

Special occasion

Market % % % % % % % % % %

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Usage & Purpose of purchases is assessed during Consumer Surveys when consumers were asked specificpsychometric questions which tested and cross-checked the issues mentioned here. The data above is derivedfrom statistically accurate social / income group, and full age spectrum, surveys.

11. Perception of Designer – v- Standard / High Street Brands. In developing markets there aregrowing perceptions that Designer Brands do not offer any particular quality benefit overStandard / High Street Brands.

12. There is a general dislike of Internet shopping in developing countries.




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Relative Ranking Criteria and Consumer Habits for Product Purchases

Price

Value

Quality& Design

Brand name

Convenience

ImpulseBuying

Planned Buying

Local Brands

International Brands

Market % % % % % % % % %

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Purchasing Criteria and Habits are assessed during Consumer Surveys when consumers were askedspecific psychometric questions which tested and cross-checked the issues mentioned here. Thedata above is derived from statistically accurate social / income group, and full age spectrum,surveys.

Brand Selection

Consumers who purchase products from Exclusive brand outlets tend to visit the store specificallybecause they are attracted to that brand, not for reasons of brand comparison.

In multi-brand outlets the majority of women select and purchase a particular brand because of the‘shopping experience ’. Overall preference for one brand over another is based on the ‘s hoppingexperience ’ generated by the chosen brand.




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Price over Brand Loyalty amongst Buyers

When shopping, price is the main consideration for young buyers and this extends to othergenerations. Young buyers are not as brand loyal as their parents, with generally less than 50%indicating brand loyalty as a major factor. There is an opportunity for more in-store marketing andpromotions as 25-40% of young buyers indicating that in-store promotions do drive purchases. Inaddition a significant percentage of younger buyers are influenced by store merchandising anddisplays.

Purchase Drivers for Buyers

Price

Brand Loyalty

Advertising offers

LoyaltyCard

Presents

In StorePromotions

PressAdvertising

StoreMerchandising

ProductPackaging

Promotional Staff

Market % % % % % % % % % %

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Purchase Drivers are assessed during Consumer Surveys when consumers were asked specificpsychometric questions which tested and cross-checked the issues mentioned here. The data aboveis derived from statistically accurate social / income group, and full age spectrum, surveys.




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Domestic Brands -v- Foreign Brands

Brand Perceptions are assessed during Consumer Surveys when consumers were asked specificpsychometric questions which tested and cross-checked the issues mentioned here. The data aboveis derived from statistically accurate social / income group, and full age spectrum, surveys.

< 19 & 19-24 Years old 25 + Years old

TrustDomesticBrandsStrongly

Do Not Trust DomesticBrands

Foreign Brandsareof a HigherQuality than

DomesticBrands

Foreign BrandsareNot of aHigher Quality

than DomesticBrands

Dependson theBrand

TrustDomesticBrandsStrongly

Do Not Trust DomesticBrandsStrongly

Foreign Brandsareof a HigherQuality than

DomesticBrands

Foreign BrandsareNot of aHigher Quality

than DomesticBrands

Dependson theBrand

Markets % % % % % % % % % %

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What Do Consumers Want?

This is the perennial question with no ready answers. For many people the answer may simply be topurchase brands which can be afforded on their budget. That mean a convenient and comfortablelocation to spend their money where they believe they will get value.

Why do re ta i l b rands a t t ract consumers?

Which brand a t t r ibu tes were the mos t imp ortan t to the cus tomers?

The survey data shows the most important factors in determining store preference, i.e. which retailbrand consumers patronise when shopping). As can be seen the main factor was price, followed bydesign (i.e. style and trends). What this means for the store is clear product displays, pricing, andmerchandising; together with a sufficient inventory.

Whilst is may be considered that media advertisements would influence consumers, in fact this wasnot the case as some retailers use substantially less media advertising than others. What was evidentwas that in-store promotions frequently play an important role. Survey data suggests the following:-

Price

Design

Atmosphere

Location

CustomerService

Promotions

Other

Markets % % % % % % %

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What can National brands do to counter the established Global brands?

There is little that any regional brands can do to counter the European and US brands. The reasonsfor this the brand equity of the established brands and the fact that these brands are so entrenched inthe global market that it would be both expensive and ultimately counter-productive for any newcomerto attempt to overturn the apple cart.

To counter the global brands a newcomer will have to succeed in each of the following areas:-

Product Price

Product Design

Store Atmosphere

Store Location

Store Service

Product Promotions

The global players have spent decades working on these areas, and many of the global players havehad only marginal success. The marginality of their success is measured in their Return onInvestment, which has been only moderate in the past, and had indeed shown decline since 2008.

For regional brands to succeed they will need to re-think the traditional brand retail model.




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Novel marketing methods to distinguish oneself from the competition

Brand designers in the same industry generally use similar marketing methods to reach customers.How can brands and designers get creative and use unconventional marketing methods to distinguishtheir business from the competition?

This is specifically an area where new brands can start to compete with the tired marketing tacticsused by the major high street brands. There are a number of ways in which new entrants to themarket can change the interface between brand and buyer; and these will inevitable depend on thesegmentation of the customer base to achieve a more friendly interaction with the customer.

The most cost-effective way of improving interaction with customers is to use new technology to builddatabases on customers, to better interact with customer in-store, and as a means of communicationswith customer to encourage them to visit stores.

RFID chips in Store Loyalty Cards

Most women carry a purse full of store loyalty cards, and these may or may not encourage theconsumer to return to a particular store. However the inclusion if a RFID chip in the card will allowstore to use a range of customer interface procedures when customer return to the store.

For example, an RFID chip will allow the customer to be identified as she enters the store and then aseries of screen displays using an interactive Avatar could engage the customer in conversation usingvoice recognition software.

This conversation would use that customer previous purchases and choices as point of conversation.Screens would be placed at various locations in the store and the dialogue could continue and alsodirect the customer to particular products and promotional offers.

“Hallo Jane, welcome back. If you would prefer me not to help you please say -Yes- now.”

“OK. Can I show you some of our special offers in your size?”

“How did you like the skirt you bought the last time you were here?”

When two customers are within the same range of the same Avatar, the Avatar could introduce onecustomer to the other.

“Jane, can I introduce you to Betty? She has been a customer here for over two years.”

“Ladies, did you know that we have a special offer this week on jeans. You will find them inthe next section beside the changing cubicles.”

The use of automated systems based on customer identification would potentially enhance the‘shopping experience’ for the buyer and at the same time allow the collection of valuable marketintelligence.

Special Occasions

Small brands are more flexible in their operations and they are more able to interact with specificcustomer segments. By matching specific customer segments with specific product offering andspecial promotions a retailer can attract customers in a much more effective way than any major highstreet retailer.

By building up consumer contact lists, categorised by demographic and social groupings, productscould be promoted to these customer segments through special occasions (during weekends orevenings) where specific product ranges could be presented. The product ranges could then bemaintained through online marketing.

Spontaneous Eventing

The most profitable and dynamic customer segment tends to be the under 24 year group. Thisdemographic could be attracted to spontaneous events held in the retail premises or in local clubs orother locations. These events would combine a social occasion with the promotion of particularproduct offerings. Such events would be announced by mobile telephone messaging at the lastmoment and would be intended to divert young people from their usual social haunts to the event.




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One would build into the system ‘exclusive’ events for high spending customers and these wouldinvolve musicians, local celebrities or special guests. There would be amongst the general customerbase a desire for inclusion into this ‘inner circle’.

There are many similar ways in which a small brand can outmanoeuvre the larger, more bureaucratic,

brands.

Unique Brand Offerings

“ A unique brand offering attracts more attention and results in more sales ” is a reasonableassumption; however there is nothing unique in the industry.

One might imagine that the use of novel textiles or build-in electronics may be possible; however thefact is that if there was any viable possibility for such innovations they would already have beenseized upon by the major brands.

Gimmicks and gadgets tend to devalue the long-term image of brands and they should be avoided.

Average Brands Good Brands ExcellentBrands Unspecified

Retailers % % % %

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New and Untapped Market Demand

In the developing regions the new and untapped markets tend to be in the less affluent and rural partsof the developing countries. Unfortunately this population has little disposable income to spend onbranded products.There is no new or untapped market demand available to overseas brands in developing regions.What local and segmented demand for products which exists in each country is catered for by localentrepreneurs offering discount products. Each market has its own domestic brands which cater forthe middle price range products. Overseas brands have high overheads and cannot compete in thelower end of the market and are therefore limited to a relatively small part of the overall productmarket.

Niche Markets

There are niche markets, niche re-vitalisation and niche development; and there is always someopportunities in each area.

Geographic Niches

Districts with limited competition often provide strong retail niches where it is very easy for shoppersto find a retail brand locations isolated from competitors. Downtowns areas are often available forstrong niche locations. Niche locations can also provide cost advantages because retail space isusually affordable and staff wage expectations are lower.

Customer Segment & Demographic Niches

The identification of customer segment niches requires local knowledge. The possibilities include:- Ethnic demographics

Office workers Older customers segments Sports enthusiasts Students Tourists

Product or Service Niches

Product or service niches are usually concerned with the special needs or aspirations of particularconsumer groups. Some examples would be:-

Add-ons like jewellery products or cosmetics Exclusives & Limited editions of products Factory outlets or value retailing Product customisation Joint promotions with other retailers or service providers Special product types Special Services like home visits and personal shoppers




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Brand Superiority

Brands have to offer potential buyers as many benefits as possible; especially, product superiority,product differentiation, or a very strong brand image or heritage.

New brands and newcomers are limited in the benefits they can offer. The democratisation of theluxury brands and their general availability (if not financial accessibility) means that the bar has beenraised for all the middle ground players. Thus Product Superiority and Product Differentiation are nowperceived by consumer as being the preserve of the luxury brands. In general this also applies toBrand Image and Brand Heritage.

Thus is it increasingly difficult for High Street brands to offer their customers anything other than thethings being sought by the average retail customer. Those brand benefits are generally regarded asbeing:-

Product Price

Product Design Store Atmosphere

Store Location

Store Service

Product Promotions

The High Street brands are thus limited to offering a lower product price, a better store atmosphere,better store service, and a more convenient store location. The benefits of design and promotions aretransitory and very variable.

Building Heritage Brands

The cost of doing a good job in Brand Building and Design is not necessary any more than the cost ofproducing mediocre brands and designs.

The building of a heritage brand always starts with a brand name which has a sufficient resonance tobe able to persuade consumers that it has sufficient weight to carry such a brand image.

For developing country companies it will be necessary to buy an existing name and convert that into abrand image. To be a heritage name it must have resonance in Europe and the USA and this meansthat the name must be widely known in Europe and the USA.

Once a suitable name has been purchased then a developing country company can use the normalbrand creation tools to build the name into a brand.




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Brand Resonance

Building a strong brand uses a sequence of steps, in which each step is dependent on the success of

the previous step such as. These are as follows:-

1. Brand identity. This needs to be specific and clear.2. Brand meaning. What does the brand do for the consumer?3. Brand responses. How do consumers perceive and react to the brand?4. Brand relationships. What connections does the brand have and how does it connect with the

consumer?

The implementation of these steps, essential in the creation of the best brand identity, brand meaning,brand responses, and brand relationship, is a complicated and difficult process. The components ofthe process involve the following concepts:-

Brand Salience relates to aspects of the awareness of the brand, for example, how often and easily

the brand is evoked under various situations or circumstances.

Brand Meaning is made up of two major categories of ‘brand associations’ that exist in customers’minds related to performance and imagery, with a set of specific subcategories within each. Thesebrand associations can be formed directly (from a customer’s own experiences and contact with thebrand) or indirectly (through the depiction of the brand in advertising or by some other source ofinformation, such as word of mouth). These associations serve as the basis for the positioning of thebrand and its points-of-parity and points-of-difference. Creating strong, favourable, and uniqueassociations and the desired points-of-parity and points-of-difference can be difficult for marketers,but essential in terms of building brand resonance. Strong brands typically have firmly establishedfavourable and unique brand associations with consumers.

Brand Responses refers to how customers respond to the brand and all its marketing activity andother sources of information that is what customers think or feel about the brand. Brand responsescan be distinguished according to brand judgments and brand feelings, that is, in terms of whetherthey aris e from the “head” or from the “heart.”

Brand Judgments focus on customers’ personal opinions and evaluations with regard to the brand.Brand judgments involve how customers put together all the different performance and imageryassociations of the brand to form different kinds of opinions.

Brand Feelings are customers’ emotional responses and reactions with respect to the brand. Brandfeelings also relate to the feelings that are evoked by the marketing program for the brand or by otherpromotional means.

Brand Resonance refers to the nature of this relationship and the extent to which customers feel thatthey connect with a brand and feel “in synchronization” with it. With true brand resonance, customershave a high degree of loyalty marked by a close relationship with the brand such that customersactively seek means to interact with the brand and share their experiences with others.

The importance of the brand resonance model is in the checklist it provides for brand building. Itprovides a basis by which brands can assess their progress in their brand building efforts as well as aguide for marketing research initiatives. Brands must have a Duality. That Duality is the brand’sconnection with the Consumer’s Head and Heart. One important point reinforced by the model is thata strong brand has such a duality. A strong brand appeals to both the head and the heart. Strongbrands blend product performance and imagery to create a rich, varied, but complementary set ofconsumer responses to the brand.




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Brand Persistence

Brand Persistence or Success is a basic matter of capturing a sufficient customer base or brandfollowing to sustain the brand over a period of time. Each year there are hundreds of brands

introduced to the market; only a limited number survive 3-5 years, and only a fraction survive for morethan 5 years. The lifecycle of a brand depends on the professionalism and determination of the brandmanagers.

Capturing a customer base

Capturing a customer base requires a very efficient and co-ordinated marketing effort to address theexpectations of existing customers. Essentially this is a marketing task to offer the customer base agreater number of relevant purchase opportunities as opposed to ineffective purchase opportunities,and greater number of competitive product offers as opposed to undifferentiated product offers. Thetarget customer base needs to be assured that they will get the product and services they expect fromthe brands they value the most.

a. Defining the target audience.Who: Segment the target audience as precisely as possibleWhere: The marketing mix has to be fined tuned to each segmentHow: Audience management through multiple communications channelsPush: Prioritize and Filter product and promotional management tacticsPull: Product Design, Buying Experience, Store Design, Point of Sale, Inventory management

b. Engaging the target audienceValue PropositionProduct PricingProduct DesignStore Experience

c. Converting the target audiencePredatory PricingTactical MarketingTactical AdvertisingTactical Offers & Promotions

d. StrategyStrategic analysis of customer expectationsStrategic blueprint to meet the customer expectationsStrategic Business PlanStrategic marketing objectives

e. FocusFocus on the customer base segments which meet the profit objectives of the brandFocus on realistic marketing goalsFocus on the medium and long term development of the brand

f. MonitorSeek and automate customer base feedbackFormalise data collection and collationMonitor customer attitude and perceptions

Automate the systems

g. Communicateh. Create valuei. Database management and systems automation




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Expand the customer base

In order to optimize the value of the customer base, brands are required to constantly be in a processof re-attracting, re-engaging and re-converting their current customer base to leverage latent value.Re-acquisition processes (acquiring them in another segment, acquiring them in a new channel,

broader share of wallet) drive cross-sell and up-sell.It may be a basic concept that companies need to have single view of the customer across theenterprise —the reality is that today, it is not enough. One needs a broader view. Not just acrossone’s own systems but with supply partners and marketing partners. Offers need to be co nsistentacross channels and retail vehicles, even ones outside the brand’s usual sphere.

To drive cross-sell and up-sell one needs to understand customer characteristics and propensities —insights to customer segments. Expectations may be high because of t he brand’s pre -existingrelationship with them.

Once one has the marketing mix aligned with the ability to listen and respond to the customer base,one then has to apply the right insights to create the best and most relevant product offerings.Optimized engagement with the customer base and the combination of the right offer with the rightmarketing provides consistency with one’s customers and this helps create an on -going dialogueacross channels.

One needs to respond in real time however the consumer come to the brand —whether at a point ofsale, entering the store, online, promotion, etc. Whether one’s primary metrics are RFM, Share ofWallet or lifetime value, effective feedback can help one track and optimize performance on thesegment level.

Addressable Advertising: Brands cannot chase everyone, one needs to focus on those consumerswho are most relevant to one’s business, and one needs to stop wasting money on those consumerswho are not relevant.

Preserve the customer base

Valuable customers are the lifeblood of the brand with whom they choose to do business. Savvyconsumers sense that companies generally treat their potential customers better than their currentcustomers. They feel like they deserve to be recognized and rewarded for their loyalty. There arespecific ways leading companies consistently treat and engage their customers in the way theyexpect.

Customer loyalty is born when companies fulfil their brand promise or value to their customers. Additionally, companies that are ranked highest in customer satisfaction employ additional initiativesthat specifically cultivate loyalty and customer advocacy, whether it’s a point or reward system orspecial access to exclusive events or benefits, or just something as basic as having their preferencesacknowledged and honoured.

The lifecycle is entirely interdependent. Retention efforts first start with strong acquisition. One needsto attract the right people in the first place. Once one has captured a customer, the propermaintenance is essential. One starts building their loyalty habit in the very first interactions with thebrand. A strong cross-enterprise single view of the customer (recognizing, learning and remembering)can ensure that in their next interaction, whatever channel they chose to engage the brand through,the brand is aware of the previous interaction.

Brands need to be both reactive and proactive in their efforts to reduce attrition.




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Brand Development Opportunities

The question of whether brand managers should produce innovative new brands and designs or tapinto the potential of existing or little used brands is asked by managers in every major supplier. Theanswer is that neither option is easy or affordable for the average established brand producers, letalone a newcomer.

The global brands have thousands of brand managers seeking just these answers; however thereality of the situation is that there is little innovation to be achieved and few brands to be re-vitalised.Thus brand managers are left with the same tired mantra of what is ‘the new black’ and what is ‘in thisseason’.

AverageOpportunities

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Industry Checklist

Any checklist used by producers and brand managers will include some fundamental topics. Theseinclude: product fundamentals, principles and elements of design; product options and preparation;

product selection and continuity; and consumer strategies.

Product Design and Merchandising

Market specific

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How effective are the existing productsand designs in demonstrating thepotential for greater marketpenetration in the market?

How well do the existing products anddesign evoke the fundamentals ofproduct design and merchandising?

How well do the brands adhere to therecognised principles of the products?

How well do the existing productscover all the available options withinthe product design andmerchandising?

How well developed are consumerstrategies in respect of the selection,development, and assortment ofproducts?

How developed are the merchandisingstrategies?

How skilled are the management andleadership in the market?

How well do the retail managementperform in respect of leadershipstrategy?

How well do the retail managementperform in respect of product strategy?

The data above is derived from trade commentary.




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Performance Indicators

Market specific

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How well do the domestic brandsinterpret influences on product design?

How well do the domestic brands

identify and analyse characteristics ofproducts and designs?

How well do the domestic brandsperform in determining product trends?

How well do the international brandimages affect the industry in themarket?

How much significance do the globalbrands have in the market?

How well do the existing brandsperform in organizational andoperational factors?

How do the domestic brands usetechnology in product design?

How well do the domestic brands

identify and utilize product designconcepts?





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Application of Design – Performance Factors

Market specific

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How well do the domestic brands useelements of design in the market?

How well do the domestic brands usethe principles of design in the market?

How well do the domestic brands useproduct presentation effectively in themarket?

How well do the domestic brands usethe principles of design to enhance theappearance of products?

Industry Performance Indicators

Market specific

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How well do local entrepreneurs

recognise brands opportunities in themarket?

How good is the local knowledge andskills of retailers in the market?

How well do local entrepreneurs useplanning and systems for brandmanagement in the market?





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Performance Indicators for brand selection, development, and distribution

Market specific

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15

Decision-makingprocesses toselecting,purchasing, anddevelopmentbrands.

Evaluating theimpact of trendsand forecasting onconsumer choices.

Determining thecriteria for productsthat meet theneeds ofconsumers.

Ability in planningproduct mixes andcoordinating

existing productranges.

Analysis of thequality of productcrafting, materials,and design.

Analysis of theselection and useof products.

Evaluating apparelcare procedures.

Analysis of thesources forpurchasingproducts.





391

Performance Indicators for merchandising strategies

Market specific

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area#9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15

Planning theimpact of visualmerchandising.

Planning the roleand effectivenessof advertising onconsumer choices.

Identifyingstrategies forpromoting productsand services.

Planning thefunctions of theoperational andmarketingprocesses.

Product displaysusing the elementsand principles ofdesign.

Analysis of viablemerchandisingtechniques.

Determine theimpact oftechnology on themarketing andmerchandising ofproducts.

Identify viablemarkets forproducts.





392

Market Strategy Insight

Market Entry Possibilities and Criteria

The data provided by the market difficulties, market, financial and consumer analyses indicate a roadmap for market entry into the countries. It is necessary not only to evaluate the short-term prospects(1-7 years), but more importantly the medium term (7-14 years), and the long term (14+ years). Moreimportant than the size of the market potential is the potential for the return on investment. Thereforethis section will attempt to provide a concise appraisal of the market entry possibilities and therationale behind those choices.

Market Entry Difficulties

S = 1-7 years

M = 7-14 years

L = 14-21years

ProductGroup#1

ProductGroup#2

ProductGroup#3

ProductGroup#4

ProductGroup#5

ProductGroup#6

ProductGroup#7

Markets S M L S M L S M L S M L S M L S M L S M L

Trade Area #1

Trade Area #2


Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15

= Easy = Neutral = Difficult

Market Entry Difficulties refer to the ease of entry to the market, the potential for direct investment andthe regulatory environment for the products and the operation of a business.




393

Market Potential

S = 1-7 years

M = 7-14 years

L = 14-21years

ProductGroup#1

ProductGroup#2

ProductGroup#3

ProductGroup#4

ProductGroup#5

ProductGroup#6

ProductGroup#7


Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15

= Growth = Static = Decline

The market potential is a function of market size, disposable income and propensity to consume. Insome countries, notable China, there is demographic dysfunction due to the one child policy and this

has created a serious problem with standard distribution of the population. Essentially in China thereare fewer females and there is an aging population. Both these factors in China will impact women’sfashion products.




394

Financial Potential

S = 1-7 years

M = 7-14 years

L = 14-21years

ProductGroup#1

ProductGroup#2

ProductGroup#3

ProductGroup#4

ProductGroup#5

ProductGroup#6

ProductGroup#7


Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15

= Growth = Industry Averages = Decline




395

Consumer Potential & Attitudes

S = 1-7 years

M = 7-14years

L = 14-21years

ProductGroup#

1

ProductGroup#

2

ProductGroup#

3

ProductGroup#

4

ProductGroup#

5

ProductGroup#

6

ProductGroup#

7


Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15

= Growth = Industry Averages = Decline




396

Relative Return on Investment by Market Area : 1-14 years

The data provided by the market situation, overall market forecasts, financial and consumer analysesplotted against the likely investment costs in each area in the short-term (1-7 years), the medium term(7-14 years).

Markets

Year

1 2 3 4 5 6 7 8 9 10 11 12 13 14

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4


Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12


Trade Area #15

The data above is derived from relative product, market and financial analysis.




397

Relative Return on Investment by Product Category

The data provided by the above analyses is used to provide a breakdown of the potential of Return onInvestment for each product category for each market in the short-term (1-7 years), the medium term(7-14 years).

Relative Return on Investment by market for Product Groups

Product Group#1

Product Group#2

Product Group#3

Product Group#4

Product Group#5

Product Group#6

Product Group#7

Product Group#8

Product Group#9

Product Group#10

Product Group#11

Product Group#12

Product Group#13

Product Group#14

Product Group#15

Trade Area #1

Trade Area #2

Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8

Trade Area #9

Trade Area #10

Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15

The data above is derived from relative product, market and financial analysis.




398

Opinions of the trade and retail experts on introducing new brands

Promotebrand

through

wholesalers

Brand owned retail

chain

Franchising via

individual

franchisers

Franchising via

SoleInvestor

Franchising via

National Distributor

% % % % %


Trade Area #3

Trade Area #4

Trade Area #5

Trade Area #6

Trade Area #7

Trade Area #8


Trade Area #11

Trade Area #12

Trade Area #13

Trade Area #14

Trade Area #15

The data above is derived from the opinions of the trade and retail experts in each market.




399



SECTION 3

Market Research

for

Agrana Fruit

Markets

in

United States




401

MARKET RESEARCH COVERAGE

Markets & Products covered

The report will give market data for each of the below Product and Market Sectors, by year. Historicdata from 1997 and Forecast data to 2028. Data is given for the United States National Market plusmarket data for each major City in United States.

Product Sectors

This database scans all the Retail Sectors, and certain Service Industry Sectors to identify all thoseproduct areas which represent the markets for Agrana Fruit. These are existing markets and potential

markets for future development.

Motor vehicle & parts dealers

Furniture & home furnishings stores

Electronics & appliance stores

Building material & garden equipment & supplies dealers

Food & beverage stores

Health & personal care stores

Gasoline stations

Clothing & clothing accessories stores

Sporting goods, hobby, book & music stores

General merchandise stores

Miscellaneous store retailers

Non-store retailers

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402

Survey Data

The investigation consisted of field surveys and consumer interviews.

Discussions with the local experts covered the following issues based on the interviewees’ personalor corporate experiences. Interviews were conducted with various industry experts.

Retail experts at Trade Magazines or other Media were interviewed regarding the existing marketconditions for the brands, the existing penetration of retail brands, and the future prospects.

Trade Wholesalers, Brand Managers, Trade Buyers, Retailers, In-store Retail Negotiators wereinterviewed.

The surveys of Consumers and Retail Customers were done to analyze overall retail issues, Brandawareness and attitudes towards brands and imports, criticisms of existing retailers, methods forretailers to improve service, et cetera. The Surveys covered Retail Store Customers and Consumersof products and services.

Consumer Surveys

Surveys of Consumers and Buyers:

Consumer Surveys

Buyers & Consumers Consumer Surveys Decision Makers

Competitors Consumer Surveys on Competitors

Operations Consumer Surveys on Operations

Products Consumer Surveys on Products

Trading Area Consumer Surveys for the Trading Area

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403

Distribution Channel Surveys

Surveys of Supply Chain & Distribution Channels Members:

Distribution Channel Surveys

Buyers & Consumers Distribution Channel Surveys Decision Makers

Competitors Distribution Channel Surveys on Competitors

Operations Distribution Channel Surveys on Operations

Products Distribution Channel Surveys on Products

Trading Area Distribution Channel Surveys for the Trading Area

Decision Makers Surveys

Surveys of Trade and Consumer Decision Makers:

Decision Makers Surveys

Buyers & Consumers Decision Makers Surveys

Competitors Decision Makers Surveys for Competitors

Operations Decision Makers Surveys for Operations

Products Decision Makers Surveys for Products

Trading Area Decision Makers Surveys for Trading Area

Industry Performance

Surveys of Industry & Retailer Performance:

Industry Performance

Buyers & Consumers Industry & Retailer Performance Surveys Decision Makers

Competitors Industry & Retailer Performance Surveys on Competitors

Operations Industry & Retailer Performance Surveys on Operations

Products Industry & Retailer Performance Surveys on Products

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404

Products

Product Group #1

Product Group #2

Product Group #3

Product Group #4

Product Group #5

Product Group #6

Product Group #7

Product Group #8

Product Group #9

Product Group #10

Product Group #11

Product Group #12Product Group #13

Product Group #14

Product Group #15

Operations

1. Brand Management

2. Product Management

3. Marketing & Selling Activity

4. Store Presentation & Merchandising

5. Product Offering Specifications & Characteristics

6. Product Quality Control

7. Design Research & Development

8. Customer Handling

9. Product Sourcing & Control

10. Financial Controls

11. Staff Training / Control & Relations12. Product Throughput Capacity & Control

13. Supply System Control & Development

14. Distribution Control

15. Product Handling Systems & IT




405

Buyers &Consumers

1. Wholesalers

2. Trade Buyers

3. Retailers

4. Consumers

5. Consumers Age: <19

6. Consumers Age: 19-24





11. Consumers Age: 65+12. Consumers Social Group: AB

13. Consumers Social Group: C1

14. Consumers Social Group: C2

15. Consumers Social Group: DE

Trading Area1 United States of America

2 California3 New York4 Florida5 Illinois6 Pennsylvania7 Michigan8 Georgia9 North Carolina10 New Jersey11 Virginia

12 Arizona13 Massachusetts14 Tennessee15 Missouri




406

Retail Competitors

Competitor #1

Competitor #2

Competitor #3

Competitor #4

Competitor #5

Competitor #6

Competitor #7

Competitor #8

Competitor #9

Competitor #10

Competitor #11

Competitor #12Competitor #13

Competitor #14

Competitor #15




407

Geographic Coverage

The report will provide data for United States National market, plus market data for the largest Cityand Town in United States.

See: http://www.dg-di.eu/BASE_FOLDERS/World_Cities/US.html

Financial data

The databases give Financial data and Margins by year Historic: 1997 to Current, and Forecast to2028.

Financial Data Scenarios

There are a large number of Financial Scenarios available, for example, the Median Scenario:-

Median Financial Scenarios

Financial Margins & Ratios Data Scenarios

There are a large number of Financial Margins & Ratios available, for example, the Median Scenario:-

Median Financial Margins & Ratios

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408

United States

Market Research

General Contents

This report provides users with commercial intelligence on the markets and industry in the nationalmarket, product sectors, financial and industry data on each of the Towns and Cities. There are alarge number of towns covered in this report for which overall market data is provided. Detailedmarket and product data is given for End User significant towns and for End User significant ProductLaunch towns. Detailed financial data is given for commercially significant towns and for commerciallysignificant Product Launch towns.

This report is formatted to give both a narrative description of the various matters covered as well asprovide readers with the ability to directly use the Chapters (via Microsoft Word or compatible wordprocessors) to produce their own reports and documentation. Experienced users will be able to usethe spreadsheet and databases to generate highly detailed narrative reports, charts and graphics - aswell as sophisticated business and commercial forecasts and models. The databases are provided inboth Excel spreadsheets and an Access database. Explanatory notes are provided as word processordocuments or in PDF formats.

The narrative in this report is necessarily illustrative in its terminology and seeks to provide a basicdegree of business logic and theory which indicates the rational applied in the forecasting andmodelling methodology.

The databases provided are specifically designed to provide users with a uniform and consistentnumeric measure of both (normally) quantifiable values as well as conceptual factors which are(usually) only capable of qualification. Experienced users will know how to apply forecasting andmodelling software to the numeric data provided to generate highly detailed and discrete businessplanning models. The databases provided in this report can be used directly with databases on otherproduct, markets and industries in other countries. The databases are specifically designed to betransnational, currency neutral, inflation and purchasing parity adjusted, product parity and productequivalent adjusted, opportunity cost adjusted, and numerically compatible; they all can be linked ormerged programmatically in business planning models to provide multi-national and multi-levelanalysis.




409

Market Research Report Table of Contents

United StatesFor a detailed Table of Contents for each chapter, database or spreadsheet: click on the Blue

headings shown below. This will open a page in your browser which fully specifies the contents ofthat heading. These are links to the web site and they open the section or chapter in question.

Please also see the Notes to the contents: Notes

Within each heading there are links with detailed descriptions and explanation of the contents; thesecan be opened when the link is clicked.

Core National Database Open the Core Database here

Chapters Pages Volumes Diagrams, Maps

& Illustrations Spreadsheets

& Databases

63 c. 1150-3225 DVDs c. 260 c. 6440-9660 Contents depends on the number of significant (United States) Towns and Cities

Sections

Preface

Chapters

Databases

Financials

Industry

Markets

Products Grids

Reference

Contents

Legend

Cities

Countries

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410

Chapters

Chapter 1 ADMINISTRATION

Chapter 2 ADVERTISING

Chapter 3 BUYERS – COMMERCIAL OPERATIONS

Chapter 4 BUYERS – COMPETITORS

Chapter 5 BUYERS – MAJOR CITY

Chapter 6 BUYERS – PRODUCTS

Chapter 7 BUYERS – TRADE CELL

Chapter 8 COMPETITIVE INDUSTRY ANALYSIS

Chapter 9 COMPETITOR ANALYSIS

Chapter 10 COUNTRY FOCUS

Chapter 11 DISTRIBUTION

Chapter 12 FINANCIAL - BUSINESS DECISION SCENARIOS

Chapter 13 FINANCIAL - CAPITAL COSTS FINANCIAL SCENARIOS

Chapter 14 FINANCIAL - CASHFLOW OPTION SCENARIOS

Chapter 15 FINANCIAL - COST STRUCTURE SCENARIOS

Chapter 16 FINANCIAL - HISTORIC INDUSTRY BALANCE SHEET

Chapter 17 FINANCIAL - HISTORIC MARKETING COSTS & MARGINS

Chapter 18 FINANCIAL - INVESTMENT + COST REDUCTION SCENARIOS

Chapter 19 FINANCIAL - MARKET CLIMATE SCENARIOS

Chapter 20 FINANCIAL – MARKETING COSTS

Chapter 21 FINANCIAL - MARKETING EXPENDITURE SCENARIOS

Chapter 22 FINANCIAL – MARKETING MARGINS

Chapter 23 FINANCIAL - STRATEGIC OPTIONS SCENARIOS

Chapter 24 FINANCIAL - SURVIVAL SCENARIOS

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411

Chapter 25 FINANCIAL - TACTICAL OPTIONS SCENARIOS

Chapter 26 GEOGRAPHIC DATA

Chapter 27 INDUSTRY - NORMS

Chapter 28 MAJOR CITY MARKET ANALYSIS

Chapter 29 MARKET CAPITAL ACCESS SCENARIOS

Chapter 30 MARKET CASHFLOW SCENARIOS

Chapter 31 MARKET ECONOMIC CLIMATE SCENARIOS

Chapter 32 MARKET INVESTMENT + COSTS SCENARIOS

Chapter 33 MARKET MARKETING EXPENDITURE SCENARIOS

Chapter 34 MARKET RISK SCENARIOS

Chapter 35 MARKET STRATEGIC OPTION SCENARIOS

Chapter 36 MARKET SURVIVAL OPTION SCENARIOS

Chapter 37 MARKET TACTICAL OPTION SCENARIOS

Chapter 38 MARKETING EXPENDITURE -v- MARKET SHARE

Chapter 39 MARKETING STRATEGY DEVELOPMENT

Chapter 40 MARKETS

Chapter 41 OPERATIONAL ANALYSIS

Chapter 42 OVERSEAS DEVELOPMENT

Chapter 43 PERSONNEL MANAGEMENT

Chapter 44 PHYSICAL DISTRIBUTION + CUSTOMER HANDLING

Chapter 45 PRICING

Chapter 46 PROCESS + ORDER HANDLING

Chapter 47 PRODUCT ANALYSIS

Chapter 48 PRODUCT DEVELOPMENT

Chapter 49 PRODUCT MARKETING FACTORS

Chapter 50 PRODUCT MIX

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412

Chapter 51 PRODUCT SUMMARY

Chapter 52 PROFIT RISK SCENARIOS

Chapter 53 PROMOTIONAL MIX

Chapter 54 SALESFORCE DECISIONS

Chapter 55 SALES PROMOTION

Chapter 56 SURVEYS

Chapter 57 TARGETS - PRODUCT + MARKET

Chapter 58 TECHNOLOGY

Chapter 59 TRADE CELL ANALYSIS

Chapter 60 URBAN COMPETITION

Chapter 61 TOWNS - FINANCIAL

Chapter 62 TOWNS - INDUSTRY

Chapter 63 TOWNS - MARKET

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SECTION 4

Business Planning

Agrana Fruit




414

BUSINESS PLANNING

Checklist

Before one can develop a realistic business plan one needs to establish the business objects andthen to produce a database with the following parameters:-

1. Business start-upa. Company Lawb. Capital Requirements

2. Credita. Availability of trade credit

b. Banking policiesc. Foreign Exchange regulationsd. Remittance of Profitse. Credit data considerations

3. Employmenta. Employment contractsb. Employment laws

4. Import of Goodsa. Quotas & Licensingb. Prohibitions & Restrictionsc. Free importsd. Tariff-rate quotase. Approvals & Inspections

5. Import Dutiesa. General Ratesb. Most-Favoured Nation Ratesc. Agreement Ratesd. Preferential Ratese. Tariff-rate Quota Ratesf. Provisional Ratesg. Preferential Duty Reductions

6. Taxesa. Value Added Taxes, Reduced Rates, Exemptions, Rebatesb. Business Taxes, Tax Conventions, Specific Product/Trade Taxesc. Miscellaneous Taxes

7. Product Labelling & Certificationa. Language of labelsb. Safety Certificationsc. Mark Lists

d. Labelling requirements

8. Authorities




415

a. Customsb. Financialc. Commerced. National, State, Regional, City administrations

9. Compliancea. Tax complianceb. Enforcement of regulationsc. Treatment of foreign enterprisesd. Corruption

10. Retailinga. Regulationsb. Domestic Retail Developmentc. Foreign Retail Investmentsd. Economic & Political policiese. Establishment of enterprisesf. Methods for Market Entry (M&A, Sole Distributor, Franchise, Local presence, etc.)g. Consumer Marketsh. Logistics & Supply Chainsi. Retail Location & Property

j. Infrastructure difficultiesk. Transaction Costsl. Bureaucracym. Distribution Channelsn. Personnelo. Financial managementp. Availability of premises

q. Availability of services

11. Retail Demanda. Emergence of urban middle classb. Demand stimulation & Disposable Incomesc. Cultural Factors and Cultural changed. Retail outlet distributione. Infrastructure developmentf. Fragmentation of Marketsg. Economic & Socio-cultural demarcationsh. Consumer Segmentsi. Consumer Lifestyles

j. Consumer Prejudicesk. Strength of Domestic companiesl. Aggressiveness of Domestic companies

12. Retail Valuesa. Growthb. Real – v- Forecast

13. Demand Driversa. Supply Chain Cost reductionb. Store Format

c. Information dissemination and receptiond. Shopping Habits




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e. Service provisionf. Customer Demand / Expectation satisfactiong. Product Pricingh. Retail Channel Developmenti. Product Mix

j. Marketing Mixk. Family size and compositionl. Geographic locationm. Regional diversity

14. Competitiona. Domestic Competitionb. International Competitionc. New Entrantsd. Retail Consolidatione. Aggressiveness of Playersf. Bargaining Power of Suppliersg. Bargaining Power of Buyersh. Cost Reductioni. Location & store siting

j. Internetk. Payment systems

15. Market Entry Strategies & Control of Operationsa. Own Local Manufacture & Distribution & Retail Outletsb. Own Storesc. Joint Ventures & Mergersd. Licensing

e. Franchisingf. Stocking Distributorsg. Sales Representation to Wholesalersh. Direct Sales to Consumers

16. Tacticsa. Control and Define Supply Chain and Distribution policies and financesb. Enter smaller citiesc. Concentrate of younger demographicsd. Entrench & strengthen brand recognitione. Develop Sales Channels / Internet / TV / Malls / Shopping experiencesf. Offer intangible benefitsg. Reduce Costs and Reduce Prices




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Checklist implementation

Business Planners should input their business objectives and parameters using a database format,for example, the ‘ Business_Planning_Checklist_Retailing.xlsx ’ file which is found in the Toolkit.

Basic data on Customs Tariff, Duty & Taxation levels, Import restrictions & Regulations, Shipping &Packaging Requirements, Customs Clearance Procedures and time delays, Port of Entry data: Name,Location, Description, Customs Handling, Storage, Transport facilities, et cetera, can be found in thesupporting documentation.

The Toolkit contains PDF files for each national market.

Advancing your Project

Once the business planner has defined the business objectives and the necessary parametersattention can then be turned to the practical isolation of locations for retail outlets. This is necessaryirrespective of whether a decision has been made to open brand owner stores or to franchise thebrand.

Next one needs to select the target geographic areas within United States; and this is done withreference to the City and Town data in the core database. The data accessed should include:-

The City or Town

Sub-divisions of the Retail Districts

Features and Characteristics of the Retail Districts

Major Malls, Shopping Centres, Retail Streets

Advertising and Marketing activities of Retailers

Demographic and Social Customer Base served

Spending Levels of consumers

Brand Preferences of consumers




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Cashflow

The client can order Cashflow projections (as part of the After-Sales Service) once operationalparameters have been set. The operational parameters are the initial retail capital investments, storelocation, overheads, staff levels, et cetera.Cashflow projections are done using a monthly interval and will depend on which month the retailstore will open. It is not possible to produce Cashflow projections without knowledge of the Startmonth and other market criteria. The first few months of sales revenue in the retail er’s business willdepend on which month a store first opens. Other items, like before start-up expenses, openingbalances, et cetera, must be known before a Cashflow projection can be made.

Cashflow Calculator







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The Business Plan Programme

Users can produce a basic printed Business Plan if that is all that is needed. For a more detailedBusiness Plan , the software will take users through a series of forms and utilities which will allow one

to specify the commercial plan objectives and the project events; one then produces a Projectdatabase. Users can then generate an advanced Project Dialogue database which providesdetailed guidelines and a project management action plan for the country covered by the project. Inaddition, if needed, users can obtain additional human resources and support services to produce anassisted Business Plan . The software then generates a Business Plan Web which incorporates thebusiness plan objectives and the underlying market research findings. Finally, if needed, a modellinglevel Business Plan is available, and this incorporates highly sophisticated business forecastingcomponents.

Business Plan: Basic

With only the market research data, users can produce a Basic Business Plan using the Word documenttemplate which is provided.This is the quickest and simplest Business Plan users can write; and it is useful when one is producing a printedbusiness plan for a local business or trade. This type of business plan would suit a small business start-up whereusers have to submit a simple business plan to their bankers or investors.

Business Plan: Detailed

The second level of Business Plan, which is used as a commercial blueprint for the project, produces a DetailedWeb site. The web based plan is better suited if users wish to run a number of scenarios and then distributethose finding to a project team and/or to several recipients. The web can be on a single computer, on an intranetsite, or (if the participants are not in one location) a password protected internet site.

This web based business plan is useful when one is producing a commercialised business plan which needs theprecise elements of the business plan quantified in a series of formal documents. This type of business planwould suit a business start-up which is run by a project team that needs the project elements coordination.

Business Plan: Advanced

The third level extends and develops the above Business Plan Web to produce an Advanced projectmanagement blueprint which includes both the commercial business plan as well as a project managementschedule (for the country) which allows the project designers to specify and coordinate the commercial elementswith the activities of the project team.

This business plan web will orchestrate the project managers and project team, human resources, thecommercial participants, the physical resources, and the purchased products and services.




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Business Plan: Assisted

In addition to the above Business Plan webs, users can also augment the project operation with theadditional human resources and support services provided by us. These services are entirely flexibleand can be used to either develop the project methodology and planning structure, or as elementswhich form part of the physical project.

These services are injected into the overall Business Plan and become an integral part of the businessplanning activities. In this way the project managers and project team can use our human resourcesand services seamlessly as part of the project elements.

Business Plan: Modelling Level

The modelling level business planning resources use a battery of macro and micro economic, industry andmarket level, product and buyer, forecasting models to produce medium and long-term business plans.

These are bespoke business planning resources which are tailored to the user's individual circumstances andneeds.

Installing the Business Plan Programme

The business plan programme is installed by running Business Plan Program Installation & Setup .

The installation puts this shortcut on your desktop to open the database.

When you install the Business Plan software it creates a Business Plan directory folder on yourcomputer. So that you can easily find the folder, it is put on your root directory. The structure of thisfolder is shown here .

From this folder you can generate any number of Business Plan projects, and these individualprojects are then saved to the Project folder you specify in the project generation process. See thestructure of this directory here .

http://www.dg-di.eu/BASE_FOLDERS/PLAN/BP_Installation.htm



http://www.dg-di.eu/BASE_FOLDERS/PLAN/BP_ProjectWeb.htm








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How it wo rks ...

First, review the Market Research to gain an understanding of the market and the industry. This is asimple process which allows users to browse the Market Research Web and quickly pick those areasof interest and potential business opportunity.

Second, install and run the Business Plan software to generate the detailed commercial and projectmanagement databases. Each Business Plan is a single project and the user can run as manyprojects, or business plan scenarios, as required.




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423

The Business Plan software takes the user through a series of database forms and spreadsheetswhich will result in the production of a comprehensive and cohesive Business Plan:-

One can modify the business plan, or run as many different scenarios as necessary, to refine aparticular business plan or to explore alternatives.

Third, run the Project Dialogue software to generate the advanced Project Action Plan databases forthe country covered by the project.




424

The Project Dialogue software takes the user through a series of database forms and spreadsheetswhich will result in the generation of the detailed Project Action Plan databases and timetables for thecountry that the project will cover:-

Fourth, users can obtain further services as part of the After-Sales Service, including a Service Team,Consultants, Resources, Support Services, and Corporate Research; and this allows users to accessadditional project resources and/or produce more detailed analyses and blueprints for projectmanagement.

There are many ad hoc services through which users can obtain the help they need to assist them toreach their business goals. These ad hoc services can range from a full Service Team which canproduce a fully implemented turnkey project, to the simple provision of a consultant on the other endof a telephone line to immediately answer a technical or commercial question, or the loan of aprogrammer or systems engineer for a few hours. In addition to the human resources, users can alsoaccess a wide range of commercial and physical resources, support services, and corporateintelligence.




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These resources and services become an integral and operational part of the project and aremanaged by the project managers.

Fifth, users generate the Project Web which will allow users to view the project in its entirety.

Users do not need to complete all the forms; however the ones which users do not complete willresult in incomplete project web pages. Users can edit out these unwanted web pages. Users can ofcourse return to these forms later and complete any missing data and then re-generate the projectweb.




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Users can update the project data as often as users require and then re-generate the Project Web (ifusers specify the same Project Name then the new project web will over-write the existing web).Users can also generate as many separate Projects designs or scenarios as users wish (each with aunique Project Name) and these will generate separate Project Webs for viewing and discussion.

Finally, users can obtain software and databases to generate highly detailed medium and long-termbusiness planning analyses and forecasts for company management and investors.

There are diverse utilities, forecasting and modelling tools available for advanced business modellingand forecasting; and one can use these to produce highly detailed analyses, or specialized businessplanning forecasts and documentation, reports, spreadsheets, and other items to assist companymanagement in their medium and long-term planning activities.

This is especially useful where users are involved in technical/industrial processes, or a complicateddistribution system, or intricate financial operations, or a technologically evolving product, where onehas to coordinate and manage the project elements over an extended geographic space and/or overa medium or long-term timescale.



Retailer Analysis Report

Agrana FruitMethodologyFor a general description of the methodology used to prepare this database see: Methodology

PresentationThe report is delivered as follows:

1. Retailer Report downloaded Online as a PDF file.

2. Report and report Database on DVD or Hard Disk Drive.

3. Toolkits. 5 Toolkits containing Tools, Utilities, Software and Resources.

4. 1 hour Teleconference / Teamviewer discussion of the report findings.

5. Dedicated web site access for the report & databases.6. All DataGroup / Data Institute products are generated for each client order to ensure that the

client receives the most up-to-date information. This also produces a unique database for theclient; for this reason we archive a copy of the unique database for use if the client needs anyfuture work from the database. http://www.dg-di.eu/about-delivery.html

7. However, in addition to the report there is a vast amount of data and services which a clientcan access. This is done as part of the After-Sales Service.

http://www.dg-di.eu/about-method.html



http://www.dg-di.eu/about-delivery.html

http://www.dg-di.eu/about-delivery.html





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After-Sales Service & Client Support

There is a 12 months After-Sales Service from date of delivery. See After-Sales Service

When you want the database updated then you can simply order an update. When you want moredetailed information on any part of the database then you can order the information you need.

This database has been uniquely generated for each order and includes a 1 year After-Sales Service. A DataGroup / Data Institute service representative is assigned to each client (see the covering letterwhich accompanied your order delivery).

After-Sales Support: [email protected]

All reports, studies and consultancy assignments must inevitably mean that the publishers orconsultants are trying to interpret the needs and expectations of their clients. Unfortunately in mostcases, with most publishers, the clients will not receive all the data they need. This is not the casewith a DataGroup report.The main problem that DataGroup has to resolve is that the database for each report would, if printed,be about 20 volumes of 600 pages for each volume. Clearly this amount of information (12,000pages) would be unusable and unwanted by the majority of clients - and indeed the cost would betwenty times greater.

Thus with After-Sales Services clients have 12 months Support whereby clients can obtain moreinformation and data on markets, industries, competitors, distribution channels, end users, et al.

These After-Sales Services are supplied Data Institute and DataGroup.

See: http://www.data-institute.org/about-publishers.html and

http://www.data-institute.org/about-faq-datagroup.html

All DataGroup / Data Institute products have a 12 month After-Sales Service and what this means isthat from 12 months after the data of purchase a client can obtain more data or services at a greatlyreduced cost. After-Sales Services are usually provided at 35%-55% of the normal retail costs. This isbecause this work is done during off-peak hours.

http://www.dg-di.eu/about-after-sales.html

Costs: The current cost is £75 per hour; this includes all researcher, computer & database access.

The cost of this After-Sales Service is low and provides a highly cost conscious method of acquiring avast amount of additional and more detailed information at a relatively low cost. No other Publisherprovides such a service to their clients

Delivery of the results produced is 7-14 days. For more urgent After-Sales Service work the costsdepend on the client’s time frame and the availability of our researchers.

Quotations: We quote client in advance for After-Sales Service work and this quotation states the totalcost of the job, plus the anticipated delivery time.

After-Sales Services are usually provides on DVD, Memory Stick, USB Hard Drive or online.




mailto:[email protected]


http://www.data-institute.org/about-publishers.html















429

Real Time Support

The After-Sales Service can offer client Real-Time Support. This usually involves using a softwareutility called TeamViewer (an installation program can be found in the Toolkit on your DVD or HardDisk Drive) which allows the After-Sales Service support staff to directly link to the client’s computerand work with the users in real time.

Resource Webs -v- Dedicated sites

This report includes a dedicated web site which is effectively a dedicated password protected folderwhich contains your database. Sometimes however clients also want the data loaded onto aResource Webs which will contain more than one database and which will be for the use of their staffand/or any other persons they may authorise. This is a Resource Web.

http://www.dg-di.eu/about-resource-webs.html

The main benefit of these Resource Webs is that the data is available to all the client’s staff and

professional advisors wherever they may be, and also when data is updated or new data is addedthen there is a common and know point of access for that data.

Resource Webs are maintained for the use of the client for a period of 12 months from the data of thelast data addition or update to that site.

These dedicated web sites are provided as part of the After-Sales Service. We try to make the website as visually attractive as possible and for this we simply need the client’s permission to use theircompany logo and their own website's colour themes.

Product Level

This is an Entry Level product

This is an entry level product which provides users with corporate, market and commercialintelligence on the company specified and the markets and industries in the countries listed. Thereport analyses the industry and markets with a basic point of reference, namely the Base ReferenceCountry. The report is formatted to give both a narrative description of the various matters covered aswell as provide readers with the ability to directly use the Chapters (via Microsoft Word or compatibleword processors) to produce their own reports and documentation. Experienced users will be able touse the spreadsheet and databases to generate highly detailed narrative reports, charts and graphics- as well as sophisticated business and commercial forecasts and models. The databases areprovided in both Excel spreadsheets and an Access database. Explanatory notes are provided asword processor documents or in PDF formats.

The Base Reference Country is usually the country of the client; however client can order a databasewith another Base Reference Country. If a different Base Reference Country that that provided in thisdatabase is needed, then client can order that as part of the After-Sales Service.

As an entry level product the narrative is necessarily illustrative in its terminology and seeks toprovide a basic degree of business logic and theory which indicates the rational applied in theforecasting and modelling methodology.

The databases provided are specifically designed to provide users with a uniform and consistentnumeric measure of both (normally) quantifiable values as well as conceptual factors which are(usually) only capable of qualification. Experienced users will know how to apply forecasting andmodelling software to the numeric data provided to generate highly detailed and discrete businessplanning models. The databases provided in this report can be used directly with databases on otherproduct, markets and industries in other countries. The databases are specifically designed to betrans-national, currency neutral, inflation and purchasing parity adjusted, product parity and productequivalent adjusted, opportunity cost adjusted, and numerically compatible; they all can be linked or







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merged programmatically in business planning models to provide multi-national and multi-levelanalysis.

CURRENCY DATA: The currency figures given in this report are in U.S. Dollars. If the WindowsRegional Settings on your computer is set to a non-U.S. setting then the currency symbol ($) mayappear in the local currency (€, £, ¥, etc.). Either reset your Regional settings, or alternatively read allcurrency figures in this report as being U.S. Dollars (US$). There are separate spreadsheets anddatabase tables in the report which specifically give the data in various currencies, namely, Euros,Yen and Yuan, and these files are clearly marked.

Before using the data provided please read the Database Introduction as well as the Notes andDefinitions links found in each Chapter. There are subtle statistical nuances to some of thespreadsheets and databases which will help the user to fine-tune their models and forecasts to obtainmaximum effect and greater accuracy. The database flow chart and database description should beconsulted when applying statistical and modelling software.

To assist first time users, there is a Toolkit provided which will enable users to use various softwareoptions to enable the user to gain the maximum benefit from the databases.

Data Product levelsBecause of the sheer volume of data potentially available from DataGroup it has been necessary tocreate a number of product levels which can provide clients with as little or as much data as theyneed.

Entry level

Entry level products provide the most basic degree of information supplied by DataGroup. Thisproduct can be used to build upon for various business forecasting and planning application. Typicallyfor a World Report this level will produce a database and spreadsheet count of over 13,000 recordsets. Each recordset, if converted into a graphical representation, will itself produce between 1 to 300individual graphs.

Corporate Modelling level

The Corporate level modelling products provide the tools and information for medium and long termcorporate forecasting and planning. These products are bespoke and are specific to the clientcompany in question. Typically for a World Report this level will produce a database and spreadsheetcount of over 24,000 record sets. Each recordset, if converted into a graphical representation, willitself produce between 1 to 450 individual graphs.

Econometric Modelling level

The Econometric level modelling products provide the tools and information for industry level,national, and international medium and long term forecasting and planning. These products arebespoke and are specific to the industry and/or geographic reach of the client company in question.Typically for a World Report this level will produce a database and spreadsheet count of over 39,000record sets. Each recordset, if converted into a graphical representation, will itself produce between 1to 550 individual graphs.Presentation level

The Presentation level products provide the information sought by a client company is a graphical oraudio-visual format which is bespoke for the particular needs and applications of the client companyin question.




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Getting Started with the Core Database

The database you have is extremely large and in order to orientate yourself it is best to first begin bynavigating through the report to familiarise yourself with the general layout.

Go to the Chapters section and click on the Site Map link to see the overall layout of the document.Click on the Legend link to see the pictorial representations of the types of data.

When you are ready to extract data it is best to begin with the Chapters section as this will give you ageneral overview of the data and also it will explain the data and the reasoning behind the document.

Once you are familiar with the type of data involved you can look at the database part of thedocument which is contained in the sections: Databases , Financial , Industry , Markets and Products .

The database part of the document is provided as both Excel spreadsheets and Access databases.

The Analysis Grids are planning tools and the Planning modules are to enable Business Planningwork at various levels of sophistication. Also in the Planning section you will see how to get additionaldata and resources when you need them.

Using the dataIf you need to obtain general information or analysis then you can use the Chapters section. You canalso use the Word documents to produce your own reports by editing out what you do not need andadding your own comments or notations where necessary.

If you intend to use the databases for basic corporate planning purposes then it is best to downloadthe Excel files and the Access databases onto your local computer for manipulation. The data will runfaster if it is on a local hard disk drive. It is usually easier to use the Excel spreadsheets or Accesstables as a visual representation by charting the data and producing a graphical representation.

In you intend to use the data for intensive corporate planning purposes then download the data ontoyour local hard disk drive. This is where the various Scenarios become useful as you can use thisdata for modelling your corporate plans.

Toolkits

To assist users there is a Toolkit to be found on the 5 DVDs, online downloads, or Hard Disk Drive-

DVD 1

1. Data Manuals2. Document Templates3. Help files4. Manuals Templates5. Microsoft Utilities6. OpenOffice7. Business Plan Images8. Reference files9. US Census Data Tools

Because all DataGroup and Data Institute database are directly compatible with U.S.Government databases (especially the Department of Commerce, US census, NIST, Treasury,et al) it is sometimes useful for users to use US Government data handling tools to manage notonly US Government data, but also the data provided by DataGroup and Data Institute.

Alternatively, if you are already using this US Government software you can simply access theDataGroup and Data Institute databases with the same software. In generate DataGroup andData Institute databases we use the same database parameters, structures and field names asthose found in US Government databases, and thus uses can correlate and query databaseswithout undue difficulty.

10. Utilities & Tools




432

DVD 2

1. Database Utilities2. Enterprise Resource Planning

3. Integrated Development Environment

If you intend to implement DataGroup and Data Institute databases online (internet or intranet)then an Integrated Development Environment is often the easiest route to data disseminationand data manipulation.

DVD 3

There are about 40 Statistical packages provided in this Toolkit. These are Open-Source packages which are generally free to use. The following packages areavailable:-

acslX, ADaMSoft, ADMB, AMPL, Analyse-it, Analytica, Angoss, APMonitor, ASReml, Automlab, Baudline, Bayesian Filtering Library, BMDP, BV4.1, CalEst, Ch, Chronux,COMSOL Script, CSPro, DADiSP, DAP, Data Applied, Dataplot, Demetra+, EJS, ELKI,Epi Info, Euler Mathematical Toolbox, EViews, FAME, FEniCS Project, Fityk, FlexPro,GAUSS, Genedata Analyst, GenStat, GeoDA, GLIM, GNU Data Language, GraphPadInStat, GraphPad Prism, gretl, Hermes, IBM SPSS Modeler, IBM SPSS Statistics,IDAMS/WinIDAMS, IDL, IGOR Pro, IMSL Numerical Libraries, Izenda, JAGS, JHepWork,JMP, JMulTi, Julia, KPP, LabPlot, LISREL, Macsyma, Madagascar, MadArtSoft,Madeline, Maple, Mathcad, Mathemagix,, Mathematica, MATLAB, MCSim, MedCalc,Minitab, MINUIT, MLwiN, Mondrian, NCAR Command Language, NCSS, NMath Stats,numberGo Publisher, NumXL, Octave, O-Matrix, OpenBUGS, OpenEpi, OpenMx, OptimJ,Orange, Origin, OriginPro, PARI/GP, Partek, PAW, Perl Data Language, Ploticus, Primer-E Primer, PSPP, PV-WAVE, Q research software, QtiPlot, Quantum, R, R Commander, RRattle GUI, RapidMiner, RATS, Revolution Analytics, ROOT, Sage, SALOME, Salstat,SAS, scikit-learn, Scilab, SciPy, SHAZAM, Shogun, SigmaStat, SigmaXL, Simfit, Simul,SOCR, SOFA Statistics, SPC XL, Speakeasy, S-PLUS, SPSS, Stata, Statgraphics,STATISTICA, Statistical Lab, Stat-JR, Stats Helper, StatXact, SUDAAN, Systat, TheUnscrambler, Trilinos, Unistat, VisSim, Waffles, Weka, WinBUGS, Winpepi, X-12-ARIMA,XLfit, Xlisp-stat, XploRe, Yorick.

DVD 4

Microsoft Server 2003 utilities and resources. These are for clients implementingdatabases on Microsoft Server 2003 systems.

DVD 5

Microsoft Server 2008 utilities and resources. These are for clients implementingdatabases on Microsoft Server 2008 systems. Microsoft Server 2012 migrationutilities are also provided in this Toolkit.




433

Proprietary Software packages

If you use proprietary corporate planning software then it is easy to use these DataGroup databasesas they are compatible with the following packages:-

Some Compatible Software products (See the Database Support site for a full list)

Project Management Software: 24SevenOffice, Assembla, AtTask, Basecamp, Central Desktop,Cerebro, Clarizen, codeBeamer, Collabtive, Concerto, Contactizer, CredAbility.info, dotProject, EasyProjects .NET, eGroupWare, FastTrack Schedule, Feng Office Community Edition, FogBugz,GanttProject, Gemini, Genius Inside, Glasscubes, Huddle, Hyperoffice, InLoox, JIRA, Journyx,Kayako, KForge, KPlato, Launchpad, LiquidPlanner, LisaProject, MacProject, MantisBT, MatchWareMindView 3 Business, Merlin, MicroPlanner X-Pert, Microsoft Office Project Server, Microsoft Project,Mingle, O3spaces, OmniPlan, Open Workbench, OpenProj, Oracle Project Portfolio Management,Planisware 5, Planner Suite, Pmplus+, Primavera Project Planner, Project KickStart, Project.net,Project-Open, Projectplace, ProjectSpaces, Projektron BCS, PSNext, QdPM, QuickBase, Redmine,Rachota, SAP RPM, Smartsheet, TaskJuggler, Teamcenter, Teamwork, Tenrox, Trac,TrackerSuite.Net, Ubidesk, VPMi, WorkLenz, WorkPLAN Enterprise, workspace.com, WebSPOC,Wrike, Zoho Projects

ERP Packages: Adempiere, BlueErp, Compiere, Dolibarr, Fedena, GNU Enterprise, JFire, KualiFoundation, LedgerSMB, OFBiz, Openbravo, OpenERP, Opentaps, Postbooks, SQL-Ledger, Tryton,WebERP, 1C:Enterprise, 24SevenOffice Start / Premium / Professional, abas ERP, Accpac, AgressoBusiness World, AMS Advantage, BatchMaster ERP, Bowen & Groves, CGram Enterprise, ClearEnterprise, Comarch Altum, Compass ERP, Compiere, Comprehensive Patient Administrator, COASolutions Ltd - Smart Business Suite, Consona Corporation – Intuitive / Made2manage / AXIS /Cimnet / Encompix / DTR, Epicor Enterprise, Global Shop Solutions One-System ERP Solutions,HansaWorld, ERP Adage (Adage), ERP LN (Baan), ERP LX (BPCS) ,ERP SL (SyteLine), ERP Swan(Swan), ERP SX.Enterprise (SX.Enterprise), ERP VE (Visual Enterprise), ERP XA (MAPICS), IFS

Applications, JD Edwards EnterpriseOne & JD Edwards World, JustFoodERP.com, kVASy4, Kingdee,Lawson M3 / Movex, Lawson S3, Log-net, Maximo (MRO), Microsoft Dynamics AX, MicrosoftDynamics GP, Microsoft Dynamics NAV, Microsoft Dynamics SL, Momentum, MyWorkPLAN,NetSuite, Openda QX, OpenMFG, Oracle e-Business Suite, Paradigm, PeopleSoft, Plex Online, QAD

Enterprise Applications, Ramco Enterprise Series 4.x, Ramco e.Applications, Ramco On DemandERP, MAS 90, MAS 200, MAS 500, Technology One, SAGE ACCPPAC, SAGE Pro ERP, SAGE ERPX3, SAP Business Suite, SAP Business ByDesign, SAP Business One, SAP Business All-in-One,TaskHub, SYSPRO, SYS-APPS, mySAP, Visibility.net, WorkPLAN Enterprise

Enterprise Feedback Management Systems: SynGro, Perseus (Vovici), Clicktools, DatStat, Inquisite,SPSS, FIRM (Confirmit), NetReflector, Allegiance, Enetrix, Satmetrix, RightNow Technologies,Mindshare Technologies, Data Illusion, KeySurvey (WorldAPP), Kinetic Data, CustomerSat(MarketTools), Medallia, Interview SA, Surveynomics, Invoke Solutions, Qualtrics, Fizzback,Grimmersoft, QuestManager, QuestBack, Globalpark, DataCycles, Dub Studios, eLustro, KinesisSurvey Technologies, Knowledge Wave, myK (myKnowledge), mySurveyLab.com, QuickSearch,Ransys, ResponseTek Networks Corp., TalkFreely, XTCO, Zarca




Report Cost

Retailer Report


Report Pricing

SECTION PART CONTENTS Euros €

1 A Base Data on Agrana Fruit 280

B.1 Financial: Management Figures 160

B.2 Financial: Full Balance Sheet (purchased with Part B.1) 90

C Product Data is provided with all the Parts below.

D Retail Locations data (Corporate) 750

E Advertising, Marketing & Events (Corporate) 750F Store Experience (Corporate) 750

G In-Store Customer Purchasing Behaviours (Corporate) 750

H Customer Handling (Corporate) 750

I Selling Strategies (Corporate) 750

J Pricing & Price Points (Corporate) 750

K Performance Analysis (Corporate) 750

L Strategies (Corporate) 990

M Retailing (Corporate) 990

N Supplemental Survey Data 990

2 CE Competitive Environment (Corporate) 1250

3 & 4 MR Market Research: United States 950

Total cost if parts purchased separately: 11700

Total cost if ALL parts are purchased together: 5850

agrana fruit united states.pdf

Documents