task 2 final
TRANSCRIPT
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Creating brand
AwarenessDMS Electronics
Word Count 6510 words
Project Management in Marketing
CIM Member 12354592
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Assignment/Project Front Sheet
CIM/CAM Membership : 12354592
Unit Title : Project Management of Marketing
Level/Award : Professional Diploma in Marketing
Accredited Study Centre : Strategy Business School
By submitting this assessment I confirm that I understand and abide by the CIMs plagiarism andcollusion regulation.
I hereby give consent for my assignment/project, if accepted, to be available for CIM use in relation to
dissemination of best practice and, or, other appropriate purposes. It is on the understanding that all studying
member numbers would be removed prior to use for the purposes of full anonymity.
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I CONFIRM THAT IN FORWARDING THIS ASSIGNMENT FOR MARKING, I UNDERSTAND AND
HAVE APPLIED THE CIM POLICIES RELATING TO WORD COUNT, PLAGIARISM AND COLLUSION FOR ALL
TASKS. THIS ASSIGNMENT IS THE RESULT OF MY OWN INDEPENDENT WORK/INVESTIGATION EXCEPT WHERE
OTHERWISE STATED. OTHER SOURCES ARE ACKNOWLEDGED IN THE BODY OF THE TEXT, A BIBILIOGRAPHY HAS
BEEN APPENDED AND HARVARD REFERENCING HAS BEEN USED. THIS WORK THAT I HAVE SUBMITTED HAS NOT
PREVIOUSLY BEEN ACCEPTED IN SUBSTANCE FOR ANY OTHER AWARD. I FURTHER CONFIRM THAT I HAVE NOT
SHARED MY WORK WITH OTHER CANDIDATES.
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Executive summary
DMS was formulated in 1981 and is well renowned for providing computer related items in Sri
Lanka. The company is an authorized business partner for few leading brands in the world.
Being business partner for Hewlett Packard (HP), DMS offers a wide range of HP products
including printers, scanners, plotters, desktop pc's, notebooks and professional workstations.
Microsoft products including MS windows and MS Office are offered to the Sri Lankan market
through franchise arrangement with Microsoft Corporation. Similarly leading anti-virus product
Symantec is offered. Plantronics, a light weight headset, Hypercom a POS system completes
the product range.
DMS has a vision of becoming A global company that produces solutions of value that delight
customers by integrating technology building blocks from world class suppliers and adding
the glue that gives a sustainable competitive advantage.
Mission statement of DMS insists that the company wants to ensure that all stake holders will
be provided with maximum value. It wants to provide valuable Solutions and a pleasant
experience of service to customers. Mission statement wants the employees to be happy and
satisfied and to play in the best team in town!!. It wants the management to have a broader
sense of ownership and achievement and the corporation to have a good return on capital
invested.
Even after 30 years of operation DMS is still not a leader in the sector. In financial performance
the company is only in the seventh position when compared with competitors in the same
sector. In the product range offered DMS is not the market leader for any.
The company decided to carryout a brand awareness audit to findout the performance of the
brand. The findings were worrying. For the interviewees DMS was only the fifth choice when
deciding to purchase a computer related item. It occupied only the fourth position when asked
to name the top three in the market. This situation created the need to develop strategies to
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create brand awareness for brand DMS. The DMS brand was further analysed using Brand
onion model, BrandStar model and Competitor-Brand model.
Customer Based Brand Equity (CBBE) model was used to derive methodologies to enhance the
brand awareness. Three projects emerged from the analysis and all three were rated equal in
priority and receives the green-light to proceed.
Project one is proposed to create presence in social media (Facebook and Google+), whilst
project two is proposed to create a corporate website, which is a must in the current context. A
third project is planned to create brand awareness among corporate executives by sponsoring
corporate events.
Agile project management methodology is proposed to be used to manage these projects.
Company will be benefitted by implementing these projects to enhance the brand equity of
DMS. Since the projects are to be implemented by the current staff, company will benefit by
the exposure they receive in a project management environment.
Terms of Reference
This report is developed to be produced to the senior management of DMS at the monthly
meeting to be held on 15th
December 2011 to propose in carrying out projects to improve
brand awareness of brand DMS, aiming at enhancing revenue. The information analyzed
within is confidential to DMS.
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Table of Contents
Executive summary ....................................................................................................................................................... iii
Terms of Reference ....................................................................................................................................................... iv
List of Figures ............................................................................................................................................................... vii
List of Tables ................................................................................................................................................................ vii
1.0.0 Introduction ...................................................................................................................................................... 1
2.0.0 Audit findings and analysis ........... ............ .......... ............ ........... ........... ........ ........... ........... ........... ............ ....... 1
2.1.0 Brand awareness audit ................................................................................................................................ 1
2.1.1 Brand awareness ..................................................................................................................................... 1
2.1.2 Brand Image ............................................................................................................................................ 2
2.2.0 Brand Onion ...................................................................................................................................................... 4
2.3.0 Creating brand awareness-Customer-based Brand Equity Model .......... ........... ........... ........... ........... ......... 5
2.4.0 CBBE Pyramid for DMS brand ...................................................................................................................... 6
2.4.1 Brand Salience ......................................................................................................................................... 6
2.4.2 Brand Performance .................................................................................................................................. 7
2.4.3 Brand Imagery ......................................................................................................................................... 7
2.4.4 Brand Judgments ..................................................................................................................................... 8
2.4.5 Brand Feelings.......................................................................................................................................... 8
2.4.6 Brand Resonance ..................................................................................................................................... 8
2.5.0
Competitor-Brand Matrix ........... ........... ......... ........... ........... ............ ........... ........ ........... ........... ........... ........ 9
2.6.0 Brand Star Model ....................................................................................................................................... 10
2.6.1 BrandStar Model applied to DMS .......................................................................................................... 10
2.7.0 Porters five forces analysis ........................................................................................................................ 12
3.0.0 Critical evaluation and derivation of business Case ....................................................................................... 15
3.1.0 Competitor Performance-Market Share ..................................................................................................... 15
3.2.0 Competitor Performance-Revenue ............................................................................................................. 15
3.3.0 Competitor performance-brand awareness ............................................................................................... 16
3.4.0 Short comings of the branding approaches .............................................................................................. 18
3.5.0 Recommendations ...................................................................................................................................... 18
3.6.0 Business Case for projects .......................................................................................................................... 18
3.6.1 Identification of potential projects......................................................................................................... 18
3.6.2 Selection of Projects ............................................................................................................................... 19
4.0.0 Project Management ........... ........... .......... .......... ............ ........... ........... ........ ........... ........... ........... ............ ..... 20
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4.1.0 Project Initiation ........... ........... .......... .......... ........... ........... ........... ........ ............ ........... ........... ........... ........ . 20
4.1.1 Scope and key deliverables .................................................................................................................... 20
4.2.0 Project implementation .......... ........... .......... ........... ........... ........... ........... ........ ........... ............ ........... ......... 21
4.2.2 Project Management Methodology ....................................................................................................... 21
4.2.3 What is agile project management........................................................................................................ 21
4.2.4 Project milestones using SCRUM (Agile) Methodology .......................................................................... 22
4.3.0 Project timeline, project plans and work breakdown structure .......... ........... ............ ........ ........... ............ . 23
4.4.0 Project team roles and responsibilities....................................................................................................... 28
4.4.1 Project Manager .................................................................................................................................... 28
4.4.2 Other team members- Project A ............................................................................................................ 28
4.4.3 Other team members Project B ........................................................................................................... 29
4.4.4 Other team members Project C ........................................................................................................... 29
4.5.0 Project stake holders .................................................................................................................................. 30
4.6.0 Resource and cost plan .............................................................................................................................. 30
5.0.0 Recommended control methods ..................................................................................................................... 31
6.0.0 Project Termination and Evaluation ............................................................................................................... 32
7.0.0 Risk Analysis and Risk Mitigation plan ........................................................................................................... 33
7.1.0 Risk Analysis ............................................................................................................................................... 33
7.2.0 Risk Mitigation Plan ................................................................................................................................... 34
7.2.1 Risk Management Based on type of risk ................................................................................................ 34
7.2.2 Risk Mitigation and contingency............................................................................................................ 35
7.2.3 Risk matrix ............................................................................................................................................. 36
8.0.0 Conclusion ....................................................................................................................................................... 37
9.0.0 Bibliography .................................................................................................................................................... 38
Appendix 1-Background of the Organization.............. ........... ........... ........... ........... ......... ........... ........... ........... ........... .. 1
Appendix 2 - Findings from the Audit .................. ........... ........... ........... ........... ......... ........... ........... ........... ........... ........ . a
Appendix 3 Responses to Brand Audit ........... .......... ........... ........... ............ ......... ............ ........... ........... ........... ........ ... g
Appendix 4-Sample Audit............. ........... ......... ............ ........... ........... ........... ........ ........... ........... ............ .......... ........... ... i
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List of Figures
Figure 1Brand Onion Model Applied to DMS ................................................................................................................. 4
Figure 2 CBBE Model by Keller 2001 .............................................................................................................................. 5
Figure 3 Competitor-Brand Matrix for DMS .................................................................................................................. 9
Figure 4 BrandStar DMS .............................................................................................................................................. 10
Figure 5 BrandPlanet adopted from BrandZeal ........................................................................................................... 11
Figure 6 Brand System for DMS adopted from BrandZeal ........................................................................................... 12
Figure 7 Revenues earned by Top performing suppliers-2010 ..................................................................................... 16
Figure 8 Typical agile methodology adapted from Agile Management ...................................................................... 22
Figure 9 WBS Project A ................................................................................................................................................ 23
Figure 10 Project Plan Project A................................................................................................................................... 24
Figure 12 WBS Project B .............................................................................................................................................. 25
Figure 11 Project Plan-Project B .................................................................................................................................. 26
Figure 14 WBS for project C ......................................................................................................................................... 26
Figure 13 Project Plan-Project C .................................................................................................................................. 27
List of Tables
Table 1 Substitutes for DMS products .......................................................................................................................... 14
Table 2 Relationship between Brand awareness and Revenue ................................................................................... 18
Table 3 Project Scoring for Selection ........................................................................................................................... 19
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1.0.0 Introduction
DMS Electronics is a Computer related product supplier in Sri Lanka representing few well
known brands in Hewlet Plackard, Microsoft and Symantec. Since lately DMS experienced
diminishing market share for its entire product range and the revenue share has also
decreased. The company feels that these are reflective of the low brand awareness of the
brand DMS in the market and undertook a study to research and recommend action if
required. Terms of reference to this report is thus issued.
This study consisted of an audit surveying the market for computer related products,
performance of similar companies. Also included is a brand audit on the brand DMS. The
results of the audit were critically evaluated and outcomes used to propose future strategies.
2.0.0 Audit findings and analysis
The audit conducted is attached as appendix 3, whilst the findings are attached as appendix 2.
Audit findings will be summarized and analyzed in this section.
2.1.0 Brand awareness audit
Audit results from the brand awareness questionnaire are presented below with the analysis.
Brand awareness is analysed for depth and breadth of awareness, strength of associations, and
favorability of associations and uniqueness of associations.
2.1.1 Brand awareness
Brand awareness has two elements, Depth of Awareness and Breadth of awareness.
Depth of Awareness
Depth of awareness was measured through brand recognition and brand recall. Low brand
recognition and recall was found for DMS.
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Brand recall was found to be not strong for DMS; consumers ability to retrieve DMS as a
Computer related supplier from memory was not high. When asked for PC/Laptop suppliers in
their immediate consideration set, DMS was only the fourth most mentioned brand by all
respondents. Only 17% said that they will buy their next computer related item from DMS. The
top most brand is Softlogic with 32%. Therefore Softlogic brand possesses top-of-the mind
awareness when it comes to PCs/Laptops.
Brand recognition was found to be weak. It is difficult for consumers to identify a product with
DMS. Only 22% were able to associate computer related items to DMS brand. Of the
respondents 40% wrongly associated the brand whilst 38% was not aware. In total 78% of the
respondents didnt know what DMS offered.
Breadth of brand awareness
Breadth of brand awareness of the DMS was found to be low as respondents failed to associate
DMS products withpurchase and consumption situations:
Purchase situations: Consumers didnt associate DMS with a broad range of purchase
situations. DMS was not in the immediate consideration setfor 83% of all respondents when
asked which supplier in general would they consider should they require a new computer
related item. When the same question was asked in a different situation only 11% of the
respondents said that they would buy from DMS.
Consumption Situations: Consumers are not aware of what DMS is offering. Only 22% was
aware of the key offerings from DMS.
2.1.2 Brand Image
The DMS brand image was found to be weak amongst consumers by testing the strength,
favourabilityand uniqueness of those associations. It was found that differences in responses
correlated with whether respondents were users or non-users of the products offered by DMS.
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Strength of Brand Associations
There are several common associations of DMS amongst consumers in general which are strong
in nature, i.e. those associations are deeply connected to DMS in the minds of consumers.
Although differences in the relevance and consistency of the attributes for consumers existed
between users and non-users i.e. different respondent groups.
Relevance: The DMSs most relevant attributes amongst all respondents in general were found
to be Value for Money and Reliability. Both attributes received 5 or more out of 7 from 80%
and 70% of the population respectively on how relevant those two attributes of the Computer
related products are to their current usage situation. Therefore it would seem that the most
important benefits sought by all consumers offered by DMS are Reliability in product operation
and Value for money.
However for computer related items, respondents rated affordability and durability equally
high. The three attributes were rated not far behind, demonstrating the fact that consumers
place high values in reliability and affordability whilst not been overly conscious of trendiness
and innovation
Consistency: Generally, Reliability was a very strong association amongst all consumers. On
average, respondents rated reliability over 5 as a strong association they possessed towards the
Computer related products. Durability and Good technical support also received consistent
scores, with all respondents consistently giving both averages of 4 and 5 respectively. However,
perceptions of trendiness, and innovativeness were inconsistent.
Favourability of Brand Associations
The favorability of the DMSs overall brand image is found to be poor. This is due to positive
associations in affordability, value for money being negated by negative associations in
innovation. Favorability of the image was assessed by observing the level ofdesirabilityand
deliverability.
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Desirability: It was found that the DMS possessed attributes that overall were desirable to
respondents in general. In terms of affordability, it can be observed that DMS customers
relative to non customers were more favorable towards the technical service than non-users,
with respective averages scores of 4.8 to 3.1.
Deliverability:
Deliverability is high in terms of the top 2 preferences of consumers, i.e. Reliability and value
for money. Current users perceive that products exceed expectations with above average
ratings.
2.2.0 Brand Onion
Brand Onion is a model used to analyse the composition of a brand. The concept behind the
model is that the composition of a brand can be peeled off like a skin of an onion.
The brand onion covers three areas; physical attributes customer benefits and intrinsic values.
These are marked either positively or negatively. The qualitative profile enables us to
understand not just the mind of the customer but the heart i.e. the feelings and emotions of a
customer.
Core values Solid Product
Positive Negative
Benefits Good range of
products
Issues with delivery dates-
when the company has not
been able to meet the given
dates
Attributes Good technical
support
Delays in warranty claims-
DMS handles warranty claims
for all HP products.
Replacement dates has been4-6 weeks
Poor customer service-
When issues arise customer
service executives run away
from customers
Figure 1Brand Onion Model Applied to DMS
Attributes
Benefits
Core Values
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2.3.0 Creating brand awareness-Customer-based Brand Equity Model
Strong brands are important. The challenge is to build a brand that is strong, unique and
favourable a brand that evokes positive, emotional feelings. A brand where customers react
and experience positively to the brands product/services/ideas/people. (Blog, 2010)
DMS need to create a brand that evokes the desired positive knowledge structures: thoughts,
feelings, images, perceptions, attitudes.
For the purpose of providing guidance for brand building there is a marketing model, called the
customer-based brand equity model (CBBE model). The model was initially proposed by Prof.
Kevin Lane Keller in 2001.
The basic premise of the CBBE model is that the power of a brand resides in the minds of its
customers. The CBBE model acts as a branding ladder, or building blocks to guide a firms
marketing programs. Below is a diagram of the Customer-Based Brand Equity Model (CBBE
model):
Figure 2 CBBE Model by Keller 2001
According to the model, building a strong brand involves four steps:
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1) establishing the proper brand identity, that is , establishing breadth and depth of brandawareness,
2) creating the appropriate brand meaning through strong, favourable, and unique brandassociations,
3) eliciting positive, accessible brand responses, and4) forging brand relationships with customers that are characterized by intense, active
loyalty.
Achieving these four steps, in turn, involves establishing six brand-building blocks-brand
salience, brand performance, brand imagery, brand judgments, brand feelings, and brand
resonance. (Keller, 2001)
The CBBE model provides a yardstick by which brands can assess their progress in their brand-
building efforts as well as a guide for marketing research initiatives.
2.4.0 CBBE Pyramid for DMS brand
Six elements and four steps of creating brand equity is used to develop a road map to create
brand awareness of brand DMS.
2.4.1 Brand Salience
Brand salience relates to customer awareness, the conditions under which the brand is recalled
and how easily and how often it is done. Brand recognition, linking the physical brand-brand
name, logo, symbol etc-to associations are also brand awareness and salience. (Keller, 2001)
Building awareness requires ensuring that customers understand the product or service
category in which the brand competes. In the case of DMS, the management will need to place
the brand DMS as a brand competing in the category of computer related products. The audit
reflected that 78% of consumers interviewed were not able to associate DMS with computer
related products.
According to Keller (2001) Salience forms the foundational building block in developing brand
equity and provides three important functions. First, salience influences the formation and
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strength of brand associations that make up the brand image and gives the brand meaning.
Second, creating a high level of brand salience in terms of category identification and needs
satisfied is of crucial importance during possible purchase or consumption opportunities. Brand
salience influences the likelihood that the brand will be a member of the consideration set,
those handfuls of brands that receive serious consideration for purchase. Brand salience is also
important during possible consumption settings in terms of maximizing potential usage. Third,
when customers have a low involvement with a product category, they may make choices
based on brand salience alone. (Keller, 2001)
DMS can initiate projects to create brand salience. Since this deals with creating awareness
among consumers multitude of methods can be used. Social media with its wide mass appeal
and cost effeteness is a prime method.
2.4.2 Brand Performance
Designing and delivering a product that fully satisfies consumer needs and wants is a
prerequisite for successful marketing, regardless of whether the product is a tangible good,
service or organization. DMS has a product range that has either met or exceeded customer
expectations. What the users of the products tell others and what the company tells customers
make the core of the brand performance and therefore needs to be communicated to the
potential consumers.
2.4.3 Brand Imagery
Brand imagery refers to intangible aspects of the brand. It is how people think of a brand,
rather than what they think the brand actually does.
User Profiles: - This involves type of person or organization who uses the brand. User profile of
DMS is corporate executives. Main products HP, Microsoft and Symantec are mostly used by
corporate and their executive level staff.
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Purchase and usage situations:- This is association of typical purchase situations, and usage
patterns. DMS products are usually available through departmental stores like Abans, Odel etc.
Personality and Values:- The imagery associated with the personality and values are
usually in five categories. Sincerity, excitement, competence, sophistication and ruggedness are
the five dimensions. DMS currently undertakes to service and provide after sales services to all
HP products sold in Sri Lanka and therefore easily qualify in the competence dimension.
History, heritage and experience:- DMS has a history of 35 years of operation in Sri Lanka.
Associations with history, heritage and experiences involve more specific, concrete examples
that transcend the generations.
2.4.4 Brand Judgments
Brand Quality: - It is the perceived quality of the brand. DMS needs to invest in drawing cross
references form the product brands they represent.
Brand Credibility: - Brand credibility is seen in three dimensions. i.e. expertise, trustworthiness
and likeability
Brand Consideration: - Consideration is more than awareness, it suggests that customer might
purchase the product.
Brand Superiority: - Do brand offer advantages that other brands do not. As pointed out earlier
technical expertise could be a key factor in deciding brand superiority.
2.4.5Brand Feelings
Warmth, Fun, Excitement, security, social approval and self-respect are the emotional
responses and reactions customers find evoked by the brand. A possible feeling DMS could try
to portray is security.
2.4.6 Brand Resonance
This is the final step of the model, which focuses upon the ultimate relationship and level of
identification that the customer has with the brand. Brand resonance is more to do with the
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intensity or the depth of the psychological bond that consumers have with the brand. Brand
resonance is generally in four categories
Behavioral loyalty, attitudinal attachments, sense of community, active engagement are the
four categories. The resonance experiences loyalty in terms of repeated purchases. The brand
may also take a broader meaning to the customer in terms of a sense of community.
2.5.0 Competitor-Brand Matrix
The Competitor-Brand Matrix introduced by BrandZeal plots brands in the competing sector in
a two dimensional plan. (Tao, 2009)
The parameters used are brand magnetism and product performance. accordingly the matrix
forms four quadrants. Products with low performance, but with high brand magnetism are
called Faith Brands. High performing products with high brand magnetism are power brands,
the most preferred quadrant. Brands that are with low brand magnetism, but in varied degrees
of performance are failing brands and functional brands. DMS falls to the functional brand
category since the products are performing well but without high brand magnetism.
Faith Brands:
Metropoliton
MIT
Power Brands:
Softlogic
John Keels Holdings
Failing Brands:
VCS
Functional Brands:
DMS
EWIS
Figure 3 Competitor-Brand Matrix for DMS
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2.6.0 Brand Star Model
In this brand mapping system BrandZeal represent the brand as a sun, called a BrandStar and
its products as ProductPlanets, these are mapped to orbit around it. In this system, the better
the product is at reflecting or encapsulating the spirit of the brand, the closer it orbits around
the BrandStar.
Consumers are attracted by the radiance and gravity of a brand. The level of awareness it
generates, its relevance and appeal. Consumers then experience the products or services that
the brand holds within its portfolio. Like other brand mapping tools, this system helps you to
clearly define a brand and position its products. However, this mapping system also visually
represents how well each product extension fits within a brand system.
Some products produce derivatives new flavours or variants that are not important enough to
be classified as a new ProductPlanet in their own right. These are called ProductMoons the
smaller satellites that orbit their parent ProductPlanet. They may be detailed in the same way
as planets with core, environment, population, benefit and atmosphere specified for each
one. (Brand universe, 2007)
2.6.1 BrandStar Model applied to DMS
BrandStar DMS
BrandCore -The brand
represents computer related
products
BrandEnvironment - DMS
brand has 30 year history and
known for good technical
support
BrandPhotospere - Brand is
mostly used by corporate
executive, therefore has a bit
of professionalism attached.
BrandGravity - Brand
awareness is poor and
therefore is low
BrandMagnitude -This is not
strong
Figure 4 BrandStar DMS
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ProductPlanets
Figure 5 BrandPlanet adopted from BrandZeal
HP Microsoft Symantec
PlanetCore Delivering the best
computer products
Delivering the best
performance form
computers
Protecting your
information
PlanetEnvironment Rich brand nameRobustness
Rich brand nameGuaranteed
performance
Reliable
PlanetPopulation Middle class
Corporate
executives
Middle class
Corporate executives
Middle class
Corporate executives
PlanetBenefit Reliable
Value for money
computers
Good technical support
Compatible with other
computer systems
Good protection on your
PC
Constantly updated
PlanetAtmosphere Corporate Trendy, secure
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Brand System DMS
Figure 6 Brand System for DMS adopted from BrandZeal
2.7.0 Porters five forces analysis
Competitive Rivalry
number and size of firms industry size and trends fixed v variable cost bases product/service ranges differentiation, strategy
Supplier Power
brand reputation geographical coverage product/service level quality relationships with customers bidding processes/capabilities
Product and TechnologyDevelopment
alternatives price/quality market distribution changes fashion and trends legislative effects
Buyer Power
buyer choice buyers size/number change cost/frequency product/service importance volumes
New Market Entrants entry ease/barriers geographical factors incumbents resistance new entrant strategy
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Competitive Rivalry
There are seven main brands of computers represented in Sri Lankan market apart from the
unbranded computers. Out of these companies four companies sell HP brand, namely DMS,
EWIS, VCS and MIT. There are 3 others selling different brands as alternatives, namely Softlogic,
Metropolitan, John Keels Holdings (JKH)
There are three other suppliers offering Microsoft products whilst two other companies offer
alternatives operating systems to Microsoft.
New Market entrants
Almost all the major brands of computers are represented in Sri Lanka. Therefore there is no
risk of a new entrant to the market. But there could be new players entering the market for
existing brands.
Supplier Power
DMS is under a franchise agreement with HP, Microsoft and Symantec and therefore supplier
power is not relevant.
Threat of substitutes
With the advent of tabs, pads, mobiles with email and web access, there could be a reduction in
demand for laptops used for the same purpose.
Open source operating systems are available in the market as alternatives to Microsoft. Tech
savvy users might opt for free OS rather than paying for licensed Microsoft.
In the virus guard and anti-virus market few substitutes are available including free versions.
Product Substitute
HP Computers Dell
Compaq
Acer
Other HP Products (Printers etc) Canon
Lexmark
Microsoft products Oracle
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Linux
Ubuntu
Open office
Symantec Norton
AVG
Kaspersky
Table 1 Substitutes for DMS products
Buyer power
There is no organized buyer power in Sri Lanka for PC buying. Few corporate negotiate based
on the volumes.
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3.0.0 Critical evaluation and d
It is important that the perform
brand awareness audit. Key resu
3.1.0 Competitor Performanc
DMS offers three main product
revenue whilst Microsoft produ
is the market leader. It is only in
HP Products
3.2.0 Competitor Performanc
When compared with the simila
revenue earnings. DMS reporteperformer Softlogic reported Rs.
Softlogic- Rs 2,896 M
EWIS,
40%
VCS,
20%
DMS,
15%
Others,
25%
EWIS VCS DMS Others
Dell
, 45%
Microsoft
,
25%
Kaspersky
,
20%
Others,
10%
Dell
Microsoft
Kaspersky
Others
CI
erivation of business Case
nce of DMS is critically analysed in the context
lts are produced below for analysis as a busine
-Market Share
anges in its product mix. HP products contribu
ts 27% and Symantec 12%. But for none of the
the HP product range that DMS is one of the t
icrosoft products Symantec products
-Revenue
r service providers in the market DMS is ranked
Rs1,086 M EBT for the last financial year, whe2,896 M EBT; almost three times as DMS.
Metropoliton 2,756 M ohn Keels 2,24
EWIS,
30%
PC
House,
15%
Softlogic,
10%
Others,
45%
EWIS PC House Softlogic Others
Others,
45%
MIT Greenwhic
Acer
,
43%
Microsoft
,
23%
Macafee
, 18%
Others, 16%
Acer
Microsoft
Macafee
Others
Kaspers
ky, 19%
Others,
17%
Toshiba Micr
Mem No 12354592
Page 15
of results of the
ss case.
e 41% of the
se products DMS
p three.
seventh in total
re as the top
M
MIT, 30%
Greenwh
ich, 15%PC
House,
10%h PC House Others
Toshiba,
33%
Microso
ft, 31%
soft Kaspersky Others
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Following is the total revenue earned by the main seven companies operating in Sri Lanka in the
domain of computer related product suppliers.
Figure 7 Revenues earned by Top performing suppliers-2010
3.3.0 Competitor performance-brand awareness
Below are few key findings from the brand awareness audit. The responses to brand recall
questions, brand recognition questions and purchase situations are presented. It is obvious
that DMS does not own a top of the mind brand as the responses to all three situations is not
strong.
DMS, 1086
MIT, 1720
VCS, 1100
Metropoliton, 2756
JKH, 2243
Softlogic, 2896
EWIS, 1510
0
500
1000
1500
2000
2500
3000
3500
1
RevenueinSLRM
Revenue for computer related product suppliers
DMS
MIT
VCS
Metropoliton
JKH
Softlogic
EWIS
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Purchase situations
Seven companies were tabled b
to purchase, its rank, percentag
Revenue Rs/M
Rs/M Rank
Soft logic 2,896 1
Metropolitan 2,756 2
JKH 2,243 3
MIT 1,720 4
EWIS 1,510 5
Softlogic
32%
Metropoliton
28%
DMS
10%
John Keels
18%
Others
12%
In terms of computer suppliers in gene
the top three that comes to mi
Softlogic Metropoliton DMS Joh
JKH
15%
Softlogic
26%
MIT
11%
VSIS
6%
DMS
10%
Others
10%
If you are buying a PC and/or compute
product, from which company would y
JKH EWIS Metropoliton
MIT VSIS DMS
CI
Brand Recall
Brand Recognition
low against revenue, rank in revenue, and con
rated in top three and its rank.
Purchase situation Rated in top thre
PurchaseDecision % Rank
% recalled intop Three Ran
28 1 32
19 2 28
17 3 18
12 4
6 6 12
al, what are
nd?
Keels Others
Bad
8%
Very Bad
5%
don't Know
48%
How do you rate the services offe
Excellent Very Good Good Bad
EWIS
5%
Metropolito
n
17%
r related
ou buy?
Softlogic
Others
Electronics
19%
Don't Know
38%
What does DMS offer in its pro
Computer related items Mobile
Electronics Don't K
Mem No 12354592
Page 17
sumer decision
1
2
3
4
Excellent
11%
Very Good
13%
Good
15%
ed by DMS ?
ery Bad don't Know
Computer
related items
22%
Mobile Phones
21%
uct range?
Phones
now
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VCS 1,100 6 6 6
DMS 1,086 7 12 4 10 5
Table 2 Relationship between Brand awareness and Revenue
When the above table is analysed, it is clear that three brands that the consumers have
identified as they would buy, and the three brands they have recalled most, have performed
well financially also. Therefore it can be derived that brands that consumers can recall and
brands that consumers associate with purchase situations, perform better.
3.4.0 Short comings of the branding approaches
As revealed in the brand awareness audit and subsequent brand onion model, marketing
communication effort does not seem to be effective. Current advertising involves newspaper
advertisements and other advertisements in magazines. Occasional sponsoring of an event has
been done. Also noted is that the absence of a corporate website for the company.
3.5.0 Recommendations
The brands DMS represent in the market do not perform well. But they do perform well when
offered by other competitors. Therefore it cannot be an issue with the products. The key
difference between DMS and others who perform well is the branding and lack of brand
awareness of the DMS brand. Therefore brand awareness among the consumers needs to be
enhanced.
It is recommended that projects to be created to enhance brand awareness for the brand DMS.
3.6.0 Business Case for projects
This section covers the project initiation phase with strategic placement of projects.
3.6.1 Identification of potential projectsThree projects were identified using the critical analysis.
Project A: Creating community brand awareness by creating and maintaining presence on
social media sites Facebook and Google+.
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The project will set about in creating brand awareness of DMS using social media. With the
backing of the strong product range with high brand awareness, DMS can harness the powers
of the new age communication media, social media.
Project B: Creating web presence by designing, implementing and maintaining a
corporate website.
DMS doesnot have a corporate web site. Web presence is important and will create
opportunities for the net surfers to be knowledgeable about DMS.
Project C: Creating awareness in the corporate sector by sponsoring corporate events.
DMS has been enjoying a high percentage of market share in B2B business. But as the
awareness survey revealed, even the users of products sold by DMS are not aware of that they
are using DMS products. The plan is to use the relationship with the leading corporates to
present DMS to the staff members.
3.6.2 Selection of Projects
Since the analysis present three potential projects, they need to be prioritized. A rating system
is used to arrive at the best project. Six criterions decided as appropriate were used for the
rating. Each of the six criteria is scored on a 0-5 point scale, where 0 signifies not applicable, 1
is poor and 5 is excellent.
Project A Project B Project C
Project Cost 5 5 2
Time to operation 4 4 3
Impact anticipated 2 3 5
Number of eyeballs 4 4 4
Risks involved 5 5 4
Strength against competition 3 2 5
23 23 23
Table 3 Project Scoring for Selection
The rating scheme returns identical scores for all three projects and therefore all three will be
implemented.
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4.0.0 Project Management
This section covers the project life cycle from initiation to closure. The identified
project/projects need to be managed in a manner that delivers the best to the company.
Appropriate project methodology should be identified and deployed.
4.1.0 Project Initiation
Key element in project life cycle is the project initiation. Usually the project evaluation and
feasibility study is done in this phase. Since in this case those activities were completed in the
business case level, the project can commence with setting the scope and deliverables.4.1.1 Scope and key deliverables
Project AThe project will target to have 100,000 likes from facebook and 25,000 users from Google+
site within one year. Currently twitter and other social media sites are out of the scope.
In Scope : Facebook, Google+
Out of scope : Twitter, My Space etc
Project B
Designing, implementing and maintaining corporate website. The site will be a dynamic sitewith various data updated on products offered by DMS and current trends in the industry.
In Scope : Website with Content Management System, Domain name registration, hosting
Out of scope : Static websites
Project C
Sponsoring events totaling 2,000 attendents from corporate sector within 1 year. This will
enable DMS to associate with some of the users of the products offered by DMS. End of theyear the company should have a list of corporate executive with their contact details that can
be used for direct marketing/ direct sales drives.
In Scope : Events with Executive level staff attendance
Out of scope : not relevant
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4.2.0 Project implementation
Project Methodology is selected and project reaches implementation in this phase. Project plan
is created and reporting mechanisms are set in the early stages of this phase.
4.2.2 Project Management Methodology
The projects identified use the Agile project management methodology. Agile is typically used
as a project management methodology in marketing since the nature of marketing projects is
interactive. Traditional project management involves disciplined and deliberate planning and
control methods. This approach is useful when the distinct project management phases are
clearly visible. Tasks are completed either sequentially or parallel.
Typical scenario for projects in marketing is that they are highly response driven. The first phase
of the project could deliver knowledge to initiate the second phase of the project, whilst in
some cases first phase can be revised and revisited.
Also Agile project management does not require hard project management skills unlike in
PRINCE2 or PMI methods. When a company does not have separate project management
division or project managers dedicated, it is best to use Agile project management
methodology, more specifically SCRUM.
4.2.3 What is agile project management
Agile management or agile project management is an iterative method of determining
requirements for projects in a highly flexible and interactive manner. It requires empoweredindividuals from the relevant business, with supplier and customer input. Agile techniques are
best used in small-scale projects or on elements of a wider programme of work, or on projects
that are too complex for the customer to understand and specify before testing prototypes.
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Agile techniques may also be called extreme project management. It is a variant of iterative life
cycle where deliverables are submitted in stages. One difference between agile and iterative
development is that the delivery time in agile is in weeks rather than months. Since agile
management derives from agile software development, it follows the same standards defined
in the agile manifesto when it comes to collaboration and documentation. Several software
methods derive from agile, including scrum and extreme programming. (Agile Methodology,
2010)
Figure 8 Typical agile methodology adapted from Agile Management
4.2.4 Project milestones using SCRUM (Agile) Methodology
Since Agile methodology is a iterative project management method, the tasks are created when
the project is on the move. The Project milestone plan is decided on the following principles.
Key Elements of Project plan for Agile Project Management
1. Assign roles The key stakeholders are the scrum master (the person who runs the daily
scrum meetings), program owner (clearly articulates the goals for the project), chickens
(people involved in the project from an informational standpoint), and pigs (the people who
will do the heavy lifting for the project).
2. Decide on the duration and frequency of the sprints In agile project management, the idea
is to break the work into smaller digestible chunks (i.e. sprints) and meet frequently to discuss
progress on the specific tasks.
3. Set goals for first sprint convening a sprint planning meeting.
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4. Sprint meetings team members with task responsibilities are required to attend.
5. Discuss, discuss, and discuss again Meetings to be closed by asking the pigs what have
you completed, what are you working on next and what the risks are. The goal is to
quickly identify risks.
7. Sprint planning (again) As the end of the sprint is approached; it is time to think about the
next one. This meeting will review the last sprints results and look at what is next.
4.3.0 Project timeline, project plans and work breakdown structure
Details of project implementation schedule, project plan and work break down structure is
presented below for all three projects
Project A
Work Break down structure
Figure 9 WBS Project A
Project A-Implementation Schedule
Duration Start End
Project Social Media 179 days 15-Dec-11 21-Aug-12
Project Commencement 1 day 15-Dec-11 15-Dec-11
Project Social Media
1
Project Initiation
1.1
ProjectCommencement
1.1.1
Assign Roles1.1.2
Sprint Planning
1.1.3
Sprint-RequirementGathering
1.1.4
ManagementApproval
1.1.5
Sprint-Implementation
1.2
Iteration 1
1.2.1
Iteration 21.2.2
Handing Over toOperation
1.2.3
Sprint Operation
1.3
Review 1
1.3.1
Review 21.3.2
Review 3
1.3.3
Review 4
1.3.4
Review 5
1.3.5
Review 6
1.3.6
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Assign Roles 1 day 16-Dec-11 16-Dec-11
Sprint Planning 1 wk 19-Dec-11 26-Dec-11
Sprint - Requirement Gathering 2 wks 27-Dec-11 11-Jan-12
Management Approval 2 days 12-Jan-12 13-Jan-12
Sprint- Implementation
13 days 16-Jan-12 1-Feb-12
Iteration 1 1 wk 16-Jan-12 23-Jan-12
Iteration 2 1 wk 24-Jan-12 31-Jan-12
Handing over to Operation 1 day 1-Feb-12 1-Feb-12
Sprint Operation
144 days 2-Feb-12 21-Aug-12
Review 1 1 mon 2-Feb-12 6-Mar-12
Review 2 1 mon 7-Mar-12 9-Apr-12
Review 3 1 mon 10-Apr-12 11-May-12
Review 4 1 mon 14-May-12 14-Jun-12
Review 5 1 mon 15-Jun-12 18-Jul-12
Review 6 1 mon 19-Jul-12 21-Aug-12
Project A-Project Plan
Figure 10 Project Plan Project A
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Project B
Work Breakdown structure
Figure 11 WBS Project B
Project B-Implementation Schedule
Duration Start End
Project Website Development 47 days 15-Dec-11 17-Feb-12
Project Commencement 1 day 15-Dec-11 15-Dec-11
Assign Roles 1 day 16-Dec-11 16-Dec-11
Sprint Planning 1 wk 19-Dec-11 26-Dec-11
Sprint - Requirement Gathering 2 wks 27-Dec-11 11-Jan-12
Management Approval 2 days 12-Jan-12 13-Jan-12
Sprint- Implementation 24 days 16-Jan-12 16-Feb-12
Iteration 1 2 wks 16-Jan-12 31-Jan-12
Iteration 2 1 wk 1-Feb-12 8-Feb-12Iteration 3 1 wk 9-Feb-12 16-Feb-12
Handing over to Operation 1 day 17-Feb-12 17-Feb-12
Project Website
Project Initiation
1.1
ProjectCommencement
1.1.1
Assign Roles
1.1.2
Sprint Planning
1.1.3
Sprint-RequirementGathering
1.1.4
Management
Approval
1.1.5
Sprint-
Implementation
1.2
Iteration 1
1.2.1
Iteration 2
1.2.2
Iteration 31.2.3
Handing Over to
Operation
1.3
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Project B-Project Plan
Figure 12 Project Plan-Project B
Project C
Work Breakdown structure
Figure 13 WBS for project C
Project Sponsoring
1
Project Initiation
1.1
ProjectCommencement
1.1.1
Assign Roles
1.1.2
Sprint Planning
1.1.3
Sprint-RequirementGathering
1.1.4
ManagementApproval
1.1.5
Sprint-Operation
1.2
Event 1
1.2.1
Event
Review
Event 2
1.2.2
Event 31.2.3
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Project C-Implementation Schedule
Duration Start End
Project-Event Sponsoring 89 days 15-Dec-11 17-Apr-12
Project Commencement 1 day 15-Dec-11 15-Dec-11
Assign Roles 1 day 16-Dec-11 16-Dec-11
Sprint Planning 1 wk 19-Dec-11 26-Dec-11
Sprint - Requirement Gathering 2 wks 27-Dec-11 11-Jan-12
Event Sponsoring Plan 1 wk 12-Jan-12 19-Jan-12
Management Approval 2 days 20-Jan-12 23-Jan-12
Sprint Operation 45 days 15-Feb-12 17-Apr-12
Event 1 2 days 15-Feb-12 16-Feb-12
Event 1 day 15-Feb-12 15-Feb-12
Review 1 1 day 16-Feb-12 16-Feb-12
Event 2 2 days 15-Mar-12 16-Mar-12
Event 1 day 15-Mar-12 15-Mar-12
Review 1 1 day 16-Mar-12 16-Mar-12
Event 3 2 days 16-Apr-12 17-Apr-12
Event 1 day 16-Apr-12 16-Apr-12
Review 1 1 day 17-Apr-12 17-Apr-12
Project C-Project Plan
Figure 14 Project Plan-Project C
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4.4.0 Project team roles and responsibilities
All three projects do not intend to recruit new staff. Team members will be identified from the
existing staff.
4.4.1 Project Manager
A responsible person from the division of Marketing at the DMS Electronics should head the
projects on a part time basis.
The person with following skills will have to be evaluated and identified.
Project Management Human Resource Management Communication Management Project Process Integration
Documentation Procurement Management Quality Management Time Management
4.4.2 Other team members- Project A
Role Individuals/Names Responsible for
Project Owner Director Marketing-
DMS
Approving & Monitoring the project
Project sponsor Director Finance- DMS Funding the project
Monitoring the return
Controlling the spending
Project Manager Marketing Manager Ensuring the project progress & success
Managing the teams
Managing stakeholders
Managing project finance
Managing the communication
Project Team Advertising
Executive
Coordination of creation of artwork for Facebook
advertising
Legal executive Make sure the compliance & adherence to
regulations
Product Manager Update the team with new product information
Finance executive Budget and expense tracking
IT Staff Evaluate technical proposals for web site
development and selection of a vendor
Maintain CMS
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1 HR coordinator Training, welfare, rewarding help
Procurement
coordinator
Handling procurement
4.4.3 Other team members Project B
Role Individuals/Names Responsible for
Project Owner Director Marketing-
DMS
Approving & Monitoring the project
Project sponsor Director Finance- DMS Funding the project
Monitoring the return
Controlling the spending
Project Manager Marketing Manager Ensuring the project progress & success
Managing the teamsManaging stakeholders
Managing project finance
Managing the communication
Project Team Advertising
Executive
Coordination of creation of artwork for web pages
Legal executive Make sure the compliance & adherence to
regulations
Product Manager Update the team with new product information
Finance executive Budget and expense tracking
IT Staff Evaluate technical proposals for web site
development and selection of a vendor
Maintain CMS
1 HR coordinator Training, welfare, rewarding help
Procurement
coordinator
Handling procurement
4.4.4 Other team members Project C
Role Individuals/Names Responsible for
Project Owner Director Marketing-
DMS
Approving & Monitoring the project
Project sponsor Director Finance- DMS Funding the project
Monitoring the return
Controlling the spending
Project Manager Marketing Manager Ensuring the project progress & success
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Managing the teams
Managing stakeholders
Managing project finance
Managing the communication
Project Team Procurement
coordinator
Handling procurement
Product Manager Update the team with new product information
Finance executive Budget and expense tracking
4.5.0 Project stake holders
Following is the list of key stakeholders
1. project manager2. team members3. entire senior management of DMS4. facebook5. google+6. possible web site designers7. hosting agency for the web site8. HR dept for recruitments9. Corporates possible to have sponsored events.10.Product managers for every product offered by DMS11.marketing executives12.Hotels hosting the events sponsored
4.6.0 Resource and cost plan
All three projects do not intend to recruit any personnel. The strategy is to tie up with
companies and/or individuals.
Project A:- FBML expertise, social media marketing expertise.
Project B:- Web developing company with content management system expertise. Both A
and B projects can be bundled and offered to one company.
Project C:- No expertise required.
Following is the basic cost plan.
Initial Cost Operational cost (Monthly)
Project A Hiring of services-FBML specialist 100,000 30,000
Project Manager Allowance 10,000
Food for meetings 6,000
Other material stationary etc 2,000
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100,000 48,000
Project B Web site design 100,000
Web site maintenance 1,500
web site hosting 400
Domain name registration 6,000
Food for meetings 3,000
106,000 4,900
Project C
Cost per 2000 attendants @ 2500 (Total for 10
events) 5,000,000
Other promotional material 1,000,000
6,000,000 0
Grand Total 6,206,000 52,900
5.0.0 Recommended control methods
Method Benefits
Project status reports This report will be circulated once in every two weeks within
the project team & among other joint stakeholders.
The reports will include the progress, deviations, issues &
tasks completed while giving financial records related to
completed tasks
Project meetings Verbal expression of project progression. Minute will be sent
to key internal stakeholders to understand the project
progress.
Project monitoring Key method of control. TIME, COST & SCHEDULE will be
benchmarked against the current project progress to
determine any Crises, catastrophes & Changes. A clear idea is
given where the project at now & the status.
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6.0.0 Project Termination and Evaluation
Following activities will be carried out for the project closure and evaluation.
Activity Task or Description
Project office and team Official communication of project closure.
Final project team meeting.
Appreciate each individuals support & token as an appreciation.
Reassign staff.
Project Evaluation After all activities are completed final evaluation report is
generated.
Terminate the other resourcing & procedures.
Management Reporting Submit the project report to Board of Directors & Finance
Division
Project Recording Archive the project records
Financial Final financial report is generated. Variances are highlighted
with outstanding if any.
Lessons learnt report A report to be prepared with lessons learnt from the three
projects. This will be the knowledge sharing document with the
rest of the staff at DMS.
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7.0.0 Risk Analysis and Risk Mitigation plan
The Implementation and Execution section of the Risk Management Plan describes the
procedures for dealing with risk for projects. It follows the Project Management Institute
Project Management Book of Knowledge (PMBOK) recognized as an industry standard for
Project Management. (Management, 2009)
The risks highlighted during the audit are used to create the risk analysis. Weaknesses and
threats from SWOT analysis contributed to the risk list.
7.1.0 Risk Analysis
Key risks are identified below with type of risk source noted and the impacts are tabled below.
Each risk is rated.
Risk Factors Type of Risk
Source
Impacts Rating
Strategic Risk
1.1 Inability to meet set targets
of awareness levels
1.2 failure in project objectives
since it relates to behavior of
people and therefore cannot be
accurately forecasted
Internal Risk
Source
External risk
source
-Reduces total revenue
-Reduces the returns from the
projects
Low
Moderate
Low
Moderate
Project based Risk
2.1failure to abide to timelines
2.2 Risk in the project membersnot functioning together as a
team
2.3 Risk in vendors non
performing
Internal Risk
Source
-Overall delay in completion of
project involves unexpected cost
increase & de-motivation-Delay in revenue generation.
-Decrease in overall quality of work
Low
Moderate
Low
Low
Financial Risks
3.1 Increase in cost of services
3.2 Unexpected Taxes &
surcharges
3.3 Currency Fluctuations
External
Risk Source
-increase of overall costs
-unexpected product price increases
leading to inability to deliver value
for money
-Unexpected losses
Low
Moderate
Low
Moderate
Low
Moderate
Operational Risks
4.1 Inability to complete day to
day tasks
4.2 systems not supportive
enough
Internal Risk
Source
-Decreases efficiency Low
Low
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Macro Risks
5.1Economic Downturn in the
target markets
External
Risk Source
-Decrease in revenue
-In ability to evaluate the
performance of projects due to
external forces.
Low
7.2.0 Risk Mitigation Plan
It is a fact, not a cliche that all projects carry risk through uncertainty. However, few
organisations would claim to be satisfied with the application of risk management on their
projects, or be able to demonstrate the same. This can be a major constraint to successful
project delivery.
Improving project risk management involves two main objectives:
improving the ability to identify risk, while we still have time in the project lifecycle toinfluence it, and
embedding the management of risk into the mainstream of delivering projects. (ProjectRisk Management, 2010)
7.2.1 Risk Management Based on type of risk
Mitigation
Process
Strategic
Risk
Project Based
Risk
Financial
Risk
Operational
Risk
Macro Risk
The options
for Riskmitigation
Accepting Prevent or
mitigate therisk impact
Accepting Prevent or
mitigate the riskimpact
Accepting
Key
Responsibil
ities
-Have
secondary
brand
awareness
plans
-Review
weekly,
monthly basis
performance &
tasks
completed.
-Status reports
to
management
(traffic light)
-Contingency
budgetary
allocations
-First two
projects are
not
investment
heavy
-third project
expenses are
in stages
-weekly review
on
performances &
project
completion.
-The money
spent on
building a
brand is an
investment
which should
bring in
returns.
Impact on
Risk
-Can minimize
losses
-Brand value
can be
maintained
-delays can be
avoided
-losses can be
minimized
-Delays &
process issues
can be solved
immediately
and can be
avoided if
-positive
approach for
the future
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proactive.
Probable
Outcome
The core
project
purpose to be
a failure, but
losses to be
minimized
and
alternative
plans
implemented.
The project will
be a success,
and will have
to take
corrective
activities
towards
awareness
The projects
will be
successful
project will be
successful
Project will
not fail, but
returns would
delay.
Advantages -Losses to be
minimized
-wastages of
time & money
minimized.
-A brand
relived.
-Complete
project
successfully on
time
May create
positive
results after
some time
7.2.2 Risk Mitigation and contingency
Risk Mitigation Contingency
1.1 Constant status reporting to
management
Have secondary brand awareness plans
1.2 Deploy methods of obtaining constant
customer feedback
Have secondary brand awareness plans
2.1 Weekly status update on timelines Have liquidated damages clauses to control
vendors
Deploy additional staff if required
2.2 Team bonding sessions Replace team members if required
2.3 Carry out a proper vendor selection
process to select vendors based on
multiple criterion.
Have a termination clause in the agreement
enabling DMS to terminate contracts in a non
performing situation
3.1 Have a fixed price contract Cost of sponsoring- Accept the risk, no
contingency
3.2 Have a fixed price contract Cost of sponsoring- Accept the risk, no
contingency
3.3 Have a fixed price Rupee contract Cost of sponsoring- Accept the risk, no
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contingency
4.1 Bind the team members on SLAs for
operations
Replace team members if required.
4.2 Check the system compatibility Issue versions with compatibility (website)5.1 Terminate the sponsoring project in a
economic crisis
No contingency plan
7.2.3 Risk matrix
A risk matrix is used to identify the potential exposure to risk that can not be avoided.
Event: The possible risk event that can happen. This is deived from the identified risks fromabove.
Probability: How likely is it to happen. Impact: How bad will it be if it happens? Mitigation: Effectiveness of the mitigation in probability. Contingency: How can the Impact be reduced and by how much. Reduction = Mitigation X Contingency Exposure = Risk ReductionRisk / Mitigation/ contingency categorization and rating
Vey Low 0.15
Low 0.25
Low moderate 0.35
Moderate 0.5
High Moderate 0.65
High 0.8
Very high 0.9
Event Probability Impact Mitigation Contingency Reduction Exposure
1.1 0.25 0.65 0.50 0.25 0.13 0.04
1.2 0.35 0.65 0.15 0.15 0.02 0.21
2.1 0.35 0.15 0.25 0.15 0.04 0.02
2.2 0.25 0.50 0.35 0.25 0.09 0.04
2.3 0.25 0.25 0.15 0.15 0.02 0.04
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3.1 0.35 0.15 0.25 0.15 0.04 0.02
3.2 0.35 0.15 0.25 0.15 0.04 0.02
3.3 0.35 0.15 0.25 0.15 0.04 0.02
4.1 0.25 0.25 0.15 0.15 0.02 0.04
4.2 0.25 0.25 0.25 0.25 0.06 0.00
5.1 0.25 0.50 0.00 0.00 0.00 0.13
8.0.0 Conclusion
The study revealed interesting facts on the company. DMS is not the leading computer related
product supplier and has potential to improve on their financial performance. A brand audit
was used to measure the brand awareness of the brand DMS. It was found that the brand
awareness is low. Then the brand awareness of the competitors were analysed with their
financial performance to find that a direct co-relation relationship exists. Therefore strategies
were formed to create brand awareness.
Models Brand Onion, BrandStar, and Competitor-Brand matrix were used to further analysed
the brand performance. Customer-based Brand Equity model was used form strategies on how
to create brand awareness. Three projects were identified and on the project scoring for
prioritization, all three scored equal points. The projects were to create presence in facebook
and Google+, create a corporate website and sponsor corporate events.
This report also outlines project management methodology for the identified projects and risk
management practices.
The study identified creating brand awareness as critically important for better financial
performance and recommends DMS to carryout the said projects.
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9.0.0 Bibliography
(2010, 08 11). Retrieved 11 24, 2011, from Agile Methodology: www.agilemethodology.org
Blog, B. a. (2010, 01 26). CBBE Model. Retrieved 11 24, 2011, from Brand and Butter Blog:
http://brandandbutter.wordpress.com/
Brand universe. (2007, 08 09). Retrieved 11 20, 2011, from Brand Zeal: www.brandzeal.com
Keller, K. L. (2001). Building Customer based Brand Equity. California: Marketing Science Institute.
Management, I. o. (2009). Project Management Book Of Knowledge 4.0. 06: 01.
Project Risk Management. (2010, 10 1). Retrieved 11 25, 2011, from Project Mnagement Informed Sources:
http://www.pmis.co.uk/project_risk_management.htm
Tao, B. (2009, 03 12). Brand Matrix. Retrieved 11 24, 2011, from Brand Tao:
http://brandtao.wordpress.com/2009/03/12/competitive-set-brand-matrix/
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Appendix 1-Background of the Organization
DMS was formulated in 1981 and is well renowned for providing IT solutions in Sri Lanka. It is
one of the pioneers of the IT industry and is an authorized business partner for Hewlett Packard
(HP). DMS offers a wide range of HP products including printers, scanners, plotters, desktop
pc's, notebooks and professional workstations.
Vision
A global company that produces solutions of value that delight customers by integrating
technology building blocks from world class suppliers and adding the glue that gives a
sustainable competitive advantage.
Mission
To ensure that all stake holders will be provided with maximum value.
Customers: Valuable Solutions and a pleasant experience of service from DMSE
Employees: To be happy and satisfied. To play in the best team in town!!
Managers: A broader sense of ownership and achievement
Corporation: A good return on capital invested
Customer Base
DMS mainly operates business to business. They deal with vertical markets like manufacturers,
Financial institutions, Software houses, Advertising & media houses, education sector, NGOs
etc.
Sales,
Manufacturers, 30%
Sales,
Financial
Inst, 20%
Sales, Telecom, 15%
Sales, Others,
35%
Manufacturers
Financial Inst
Telecom
Others
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Organization Chart (Managem
Position in the Market
There are 8 main players in the i
share while Softlogic is the mark
Products & Services
DMS offers the entire product p
scanners, Desktops, Laptops, Se
or carry-in warranty based on th
Microsoft products including M
through franchise arrangement
Symantec is offered. Plantroni
the product range.
GenerSales
GroupMgr(PSG/IPG)
CI
ent)
ndustry and DMS holds the seventh place and
et leader with 20% of market share.
rtfolio of HP (Hewlett Packard) ranging from p
vers & Storage. Once the products are sold, D
e product.
windows and MS Office are offered to the Sri
ith Microsoft Corporation. Similarly leading a
cs, a light weight headset, Hypercom a POS sys
ManagingDirector
l Mgr
GroupMgr(TSG)
General MgrEngineering
Group MrgService
Mem No 12354592
Page 2
as 8% of market
rinters,
S offers onsite
ankan market
ti-virus product
em completes
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Appendix 2 - Findings from the
This audit report summarizes th
The audit will scrutinize the curr
1.0.0 Methodology
Primary Research
Questionnaires: Questionnaires
people. The questionnaire targe
Interviews: Senior management
marketing strategy of the comp
Secondary Research
Internal data: Sales information
product portfolio.
External data: information on b
marketing reports and sector pe
2.0.0 Current Product Portfoli
Product Portfolio
Following is the current product
year 2010.
Microsoft
products, 27%
Hyper Com
Products, 4%
Plantronics
Products, 7%
Apple
Products, 9%
Symantec
Products, 12%
CI
udit
key findings of the brand audit conducted on
ent brand position with external and internal a
were used with selected convenience sample
ted to evaluate brand awareness and brand as
of DMS electronics was interviewed for insight
ny
and details of revenue breakdown was used to
and performance of competitors from various
rformance reports was used.
o
portfolio of DMS electronics, based on the sale
HP products, 41%
HP products
Microsoft products
Hyper Com Products
Plantronics Products
Apple Products
Symantec Products
Mem No 12354592
Page a
DMS Electronics.
alysis.
onsisting of 40
ociations.
into the
derive the
websites,
s revenue for
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Product Performance
HP Microsoft Symantec
EWIS 40% EWIS 30% MIT 30%
VCS 20% PC House 15% Greenwich 15%
DMS 15% Softlogic 10% PC House 10%
Others 25% Others 45% Others 45%
100% 100% 100%
Competitor Performance-Products
Softlogic Metropoliton JohnKeells
Dell 45% Acer 43% Toshiba 33%
Microsoft 25% Microsoft 23% Microsoft 31%
Kaspersky 20% Macafee 18% Kaspersky 19%
Others 10% Others 16% Others 17%
100% 100% 100%
Competitor Performance-Revenue
Revenue Rs/M
Rs/M Rev Rank
Softlogic 2,896 1
Metropoliton 2,756 2
JKH 2,243 3
MIT 1,720 4
EWIS 1,510 5VCS 1,100 6
DMS 1,086 7
3.0.0 SWOT Analysis
Strengths Weaknesses
Strong brands to represent Market share in the corporate sector Brand value of the brands to offer good technical support
No representation in the retail sector No web presence less focus on marketing division
Opportunities Threats
New markets such as NE Brand consciousness shown by the
markets
Aggressive marketing strategies bycompetitors
tendency to replace laptops with ipad
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Growth market focus Economic boom expected Growth of Social Media networks
and other android based pads for mobile
communication needs
alternative products availability in themarket
4.0.0 Brand Awareness Audit
Qualitative and Quantitative
Qualitative audit was used to measure brand awareness. From the responses to the questions,
depth and breadth of awareness, strength of associations can be derived. Quantitative
responses help to ascertain these numerically.
When asked to name top three computer related brands DMS occupied the fourth position,
whilst top three were Softlogic, Metropoliton and JKH. Only 22% was able to associate DMS
with correct product range. About 39% of the respondents rated services of DMS good or
better than good.
Reliability received high scores throughout in strength, relevance, importance, satisfaction and
comparison. Value for money and affordability also received high scores in relevance and
importance.
Refer Appendix 3 for Results.
5.0.0 Business Case
When the above data is analysed it is obvious that brand DMS does not carry adequate depth
and breadth. Therefore it is required to create brand awareness on the brand DMS in the minds
of customer, competitors and community. Three projects are identified as sub projects of this
initiative. They are
1. Creating community brand awareness by creating and maintaining presence on socialmedia sites Facebook and Google+.
2. Creating web presence by designing, implementing and maintaining a corporatewebsite.
3. Creating awareness in the corporate sector by sponsoring corporate events.
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6.0.0 Environmental analysis having a direct impact on the project
Internal
Strengths
Respondents to the survey indicate that brand HP carries a high awareness. Therefore if
associations can be created with it, brand image of DMS could be increased.
The presence of DMS in the corporate sector is high compared to the retail B2C market.
Strategies could be formulated to leverage the advantage into retail market.
Weaknesses
DMS has not moved into the retail market aggressively. Therefore only limited opportunities
exist for the brand to be directly exposed to the consumer. The weakness of company not
having any web presence is to be addressed through a project.
External
Opportunities
Sri Lankan community has also embraced social media networking. DMS has a great
opportunity to present the brand to a group which could be customers. The advantage of social
media marketing is, it is low in cost and high in return especially for creating brand awareness.
7.0.0 Resource requirementsHuman resources
The three projects require a coordinator to manage DMS interests whilst majority ofwork can be out sourced.
A resource with capability in FBML-can be out sourcedInfrastructure
Web developing company with FBML capabilities A web hosting agency
8.0.0 Potential implications, challenges and constraints and associated risks
Implications
The project requires a change of thinking from the staff members. From a company operating
mainly with B2B sales, the projects will make DMS operate in B2C areas as well. If the staff is
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not prepared to accept the challenges of the new boundaries, DMS will fail to benefit from the
project.
Challenges
Obtaining staff moti