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Project Management in Marketing
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Option 2- Sponsorship
CIM membership no: 70889221
To: XXXXXXXXMarketing Manager
From: XXXXXXSr. Marketing Specialist
Total word count: 6,540 words (From task 1 to 4)
3 sides of for A4 tables
I confirm that in forwarding this assessment for marking, I understand and have
applied the CIM policies relating to word count, plagiarism and collusion for all
tasks. This assessment is the result of my own independent work except where
otherwise stated. Other sources are acknowledged in the body of the text, a
bibliography has been appended and Harvard referencing has been used. I have not
shared my work with other candidates. I further confirm that I have submitted an
electronic copy of this assessment to CIM in accordance with the regulations.
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ContentExecutive Summary 3
1.0
Task one : Context 51.1 Introduction 5
1.2 Information needs, requirement and sources 5
1.3 Relevant organizational data 6
1.4 Key Issues Summary 9
1.5 Information Gap analysis 9
2.0 Task two: The business Case 10
2.1 Critical Evaluation of findings 10
2.2 Alternative Project evaluation 10
2.3 Selected approach financial justification. 11
2.4 Selected approach non-financial justification. 11
2.5 Corporate Culture 12
2.6
Budget time-scale and deliverables 122.7 Project resources for LECSB 12
2.8 Risk identification 13
2.9 Reporting and decision making 13
3.0 Task three: Risk 14
3.1 Risk Assessment and potential impact 14
3.2 Impact/probability Matrix 14
3.3 Risk response and control program 15
3.4 Risk management culture 17
4.0 Task four: the project Plan 18
4.1 Project Initiation 18
4.1.1
Project objective 184.1.2 Project Scope 18
4.1.3 Beginning and ending dates 18
4.1.4 Key/core deliverables 18
4.1.5 Methodology adaption 19
4.1.6 Risk management 20
4.1.7 Outline Budget 20
4.2 Project implementation 20
4.2.1 Schedule and work breakdown structure WBS 20
4.2.2 Resources review 23
4.2.3 Personal Requirements 24
4.3 Project termination 24
4.4
Project Evaluation 244.4.1 Objective evaluation 24
4.4.2 Post-completion Audit 24
4.4.3 Evaluation report 25
Bibliography 27
Appendix 1 : Organization Background 29
Appendix 2 : Project Proposal 31
Appendix 3 : Lewis (2007) metrics 34
Appendix 4 : Microsoft Project Snapshot. 35
Appendix 5 : Project Gantt chart 36
Appendix 6 : Resources overview report 39
Appendix 7 : Resources sheet 39
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Executive Summary
Elsewedy Cables is a wires and cables manufacturer in Egypt who suffers from sales revenues
due to counterfeited products that cannibalize its market share, and decreasing direct
marketing activity due to budget cuts as a result of current tough Egypt's economy situation.
Management set a direction to acquire a cause-related sponsorship program that will be
integrated as a cost effective communication tool (Doyle,2008). But it recommended running
a project that list and evaluate cause-related sponsorships' benefits LECSB.
Information Gathering
An information range about needs and requirements has been gathered to as a business case
basic foundation about several aspects from different internal and external resources as;
Elsewedy current corporate social responsibility and its stage (Meenaghan,1991), Elsewedy
general requirements for policy, strategy and selection criteria (Benedetti,2012), and current
delivered customer values. Then key issues has been identified, later market information
system MkIS's information GAP analysis has been conducted.
Business Case
A critical analysis for the gathered information has conducted to direct the project's course,where a project screening matrix (Gray and Larson,2011) analysis recommended a combined
approach between in-house project and an outsourced one, furthermore a financial
justification through Cost Benefit Analysis CBA backed-up with implication of the approach
on: Segmentation, targeting and positioning, marketing mix and corporate culture has been
illustrated. Afterward a general statement for project's budget, schedule, deliverables and
required resources has been stated. Finally A range of strategic, financial, and operational and
project risks have been identified as a base for the risk assessment process.
Risk assessment and control program
After the risk identification Elsewedy conducted a risk assessment investigation to identify
different risk impacts' sensitivity, risk probability and detectability (Lewis,2007), where 17
risks has been identified 3 of them consider having a high impact on the project. Then a
control program has been conducted with several preventive and corrective actions, taking in
consideration there are three risks could terminate the project. Afterward an analysis has been
conducted to estimate the benefits of introducing risk culture to Elsewedy corporate culture
and how it could be an asset in the future market programs.
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The Project Plan
LECSB's project plan illustrated that the project requires 232 working days with budget
200,000 Egyptian Pounds 'EGP', and it will start at 1st September 2014 and ends in 3rd
August 2015 taking in consideration all vacations and employees leaves, also it detailed its
scope and limitation. The project plan stated different methodologies pros and cons and
suggested agile (light) methodology (Charvat J.,2003) to be the project's methodology where
it will be conducted using Microsoft project 2013 'MsP-2013', where Work breakdown
structure has been identified with allocated cost and work force and task has been leveled to
avoid resources over-allocation, and schedule has been developed with all holidays and staff
vacations, that resulted a Gantt chart that could be a base for processes' progress monitor and
control. Later LECSB's termination condition has been identified.
Finally Project several evaluating techniques has been stated with post-evaluation techniques
as the recommended technique in order to get the utmost experience of conducting the
project.
(Word count: 510 words)
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1.0Task 1
1.1Introduction
Elsewedy Cables Elsewedy is the market leader in wires and cables market in EgyptSince2011 Elsewedy stopped most of its communication activities due to Egypt politicalturbulence, which negatively affected its customer perception, loyalty and market share. In2014 Elsewedy is studying to adopt sponsorship as a cost effective strategic communicationtool (Doyle,2008) to integrate it with its current marketing activities to sustain its leadingposition in Egypts, but management recommended to run a project that list and evaluatecause-related sponsorshipsbenefits LECSB, in order to choose the most appropriatesponsorships for Elsewedysbusiness performance.
1.2Information needs requirements and sources.
There is a lack in sponsorship decision making academic studies (Wierenga,2011), so in orderto develop an integrated sponsorship decision making guidance to evaluate different
sponsorships, an information range is needed to about several aspects which could beillustrated as follows:
Aspects Information needs/requirements
Source
Internal External
Marketreports
Salesreports
Secondaryresearches
Descriptiveresearches
Causalresearches
Corporate socialresponsibilityCSR and
communityrelations
Elsewedy is in the first stage of sponsorship (Meenaghan,1991 ), where Ahmed Elsewedy CEOlabel it as charity donations and philanthropy acts without any sophisticated goals or selectioncriteria or direct investment in communication activities to leverage its effect, where severalcause-related donation within Egyptian society has been made with limited endorsements; as for
Resala, Egyptian Food Bank and Dar Al-Orman, as a result Elsewedys customers has lowawareness about its community relation activities. It is required to:
Define Elsewedysissuesas social and consumer dimensions (Jobber,2012), which will help
in defining Elsewedyssponsorship objectives, policy and selecting criteria strategically thatmutually benefit Elsewedy and society.
X
Communication plans to communicate the selected sponsorship followed by a competitiveanalysis for other industrial and multinational companies sponsorships communication plans.
X X X X
SponsorshipCategoryevaluation via
transferred value
The International Event Group IEG categorize sponsorship into areas: sport, art/culture,
entertainment and cause (Ukman, 2010, cited in Benedetti, 2012), in order to select thesponsorship category and it transferred value, It is required to define:
Elsewedy sponsorships policy and strategy, which will be the base for selection criteria. X X XCommunicationopportunityaround direct
marketing,public relation
and positioning
Each sponsorship will provide different communication opportunities which are affected by thesponsorship decision making basic criteria (Benedetti, 2012). It is required to
Profile several sponsorships and its generated communication opportunities around enhancing;
direct marketing, public perception, positioning using and delivered customer value and loyaltyusing Johnston and Paulsen (2007) and McCook et al. (1997) selection criteria.
X X
Evaluation metrics Development for different sponsorship using Meenaghans model(1993) X X
Customer
relationmanagementand lifetime
value
In-house Researches IHRresults state that there are two channel to reach end customers, and the
main transferred customer value is high quality electric wires through operational excellence,taking in consideration during the counterfeited wires awareness communication seminars(CWACS)period in 2009-2010 customer care index and sales revenues increased table A.2,
since CWACS helped to target untargeted segments as retailers and electricians. It is required to
Define the sponsorships abilitiesto target distributors, retailers and electrician segments X X
Table 1.2: Required and needed information
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1.3Relevant data for the required benefits.
1.3.1 Elsewedy Key issues
Issue Details/Reason
Sales Revenue Sales revenues have been falling since 2011 and market is shrinking due to Egypt economic and political instability.
Counterfeited products Counterfeited product is cannibalizing Elsewedy apparent market share, also they affect the consumers safety dueto low quality manufacturing material which most of the time lead to fire. Noting that fires rate has been doubling
since 2007.
Public perception Post-evolution, Egyptians human development index has moved from low to medium ( HDRO, 2014), whichdeveloped a sense of awareness to corporates social responsibility.
Table 1.3.1:Elsewedy social and customers dimension key issues.
1.3.2 Industrial B2B Companies and sponsorship category
Company Category Event Year DetailsCommunication
channels
ABB
Cause
Baja Hu
Helwanuniversity
2014
ABB in Egypt participated as one of the main sponsors of the
Baja Helwan University racing team BAJA-HU who are
manufacturing a baja off-road car to take part in theinternational competition organized by SAE organization whichwas held from 24 April to 27 April in University of Texas
Sponsored/ABB
sites.
Art/Culture
SwedishEmbassyNational Day
2013ABB in Egypt participated as one of the main sponsors of theSwedish Embassy National Day celebrating the long andhistoric relations between the two countries.
ABB website
Art/
Culture
Arab digitalexpression camp
Gaza
2007
The Arab Digital Expression Foundation aims at giving Arabyouth a free and constructive environment and the opportunity
to produce their own ideas using this technology in an attemptto improve and add to the content of this world of media
Sponsored/ABB
sites.
Schneider
Cause
MECAAin
Shamsuniversity
2009
MECA is a non-profit student to student activity founded in
2006 providing professional trainings conducted bymultinational companies and certified trainers.
Sponsored/
Schneiderwebsites.
Cause
Galal Fahmy
SpecializedTechnicalSchool
2010
Schneider Electric Egypt took the initiative to sponsor one of
Egypts renovations of oldest technical schools. Galal FahmySpecialized Technical Advanced School.
Schneider website/ Newspapers
CauseGo GreenExhibition
2013Go green Expo prepared an event for the energy saving andrecycling exhibition in the presence of minister of electricity
Schneider website/ Newspapers
Siemens
Cause
Technology of
automationExhibition
2011Official sponsor for Fifth International Conference & Exhibitionof Technology of Automatic Control
Siemens website
Cause
MECAAin
Shamsuniversity
2012
MECA is a non-profit student to student activity founded in
2006 providing professional trainings conducted bymultinational companies and certified trainers.
Sponsored/
Siemens website
SportEnppi football
club2011 Sponsorship for a football club
Televisionmatches/ Siemens
website
CauseCancer HospitalEgypt 2010 Donation to Children's Cancer Hospital Egypt
Siemens website/magazines
Art/culture
Siemens and theLibrary ofAlexandria
It is experimental trainings session about controlling energyconsumption
Siemens website
Causelectures at theUniversity of
Helwan
2011Siemens conducted a lecture about research and developmentmethodologies and how to develop our society. Siemens website
Philips
Cause Stent For Life 2014It is a collaboration to bring in awareness and innovations toaddress cardiovascular diseases (CVDs), specifically coronaryheart disease.
Philips website
CauseRuralcommunitylightings
2014
Philips solar home-lighting systems have provided light to 15
houses, accommodating over 30 families, and one school inHaqfet Elgallas, a village that previously lived on gas-lit lightbulbs.
Philips website/newspaper
Table 1.3.2:Industrial companies sponsorships programs history initial survey.
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1.3.3 Egypts International Companies current database.
# Company # Company # Company # Company
1 Agility Logistics 17 Danone 33 IBM 52 Pfizer
2 Alcatel 18 Dell 34 Intel 53 Philips3 Alstom 19 DHL 35 Ipsos 54 Plan International
4 AMIDEAST 20 Etisalat 36 ITWorx 55 PWC
5 Aramex 21 Fedex 37 Kharafi National 56 Sanofi Aventis
6 Archirodon 22 Flag Telecome 38 KPMG 57 Shell
7 ATAC Wirless 23 Fujitsu 39 Lenovo 58 SNC Lavalin
8 Atlas Copco 24 Gac 40 LG 59 Sony Ericsson
9 Bavarian Auto Group 25 GE Global 42 Maersk 60 SQS
10 Bel Group 26 General Motors 43 Methanex 61 Tenaris
11 CEMEX 27 Giesecke & Devrient 44 Metra 62 TNS Global
12 Cemex 28 Google 45 Microsoft 63 Toyota
13 Cisco 29 Halliburton 46 Motorola 64 Unilever
14 CMA CGM 30 Henkel 47 Nissan Motor 65 Vodafone
15 D&B 31 HESS 48 Oracle 66 Xceed
16 Dale Carnegie 32 Hilti 49 Orange 67 Xerox
Table 1.3.3: Elsewedys international companies in Egypt current database
1.3.4 Elsewedy Sponsorship policy, strategy and selecting criteria.
The following table is based on Collet and Fenton (2011) strategy recommendation, Grey and
Skildum-reid (2014) communicated parts of strategy that defines sponsorship policy, alsoJohnston and Paulsen(2007), McCook et al (1997), and Brassington and Pettit (2000)selection criteria SC.
# Aspect
Type
Details
Strategy
Po
licy
SC
1Sponsorship linked market /
marketing possibilitiesX X
It should communicate Elsewedy community contribution through conveying emotionand express attributes authentically (collet & Fenton, 2011), also it should be integrated
to communication activities to develop:
A direct communication channel with targeted segments.
Enhance the public perception and awareness about Elsewedy social
contribution and CSR activities.
2 Objectives X
Grey and skildum-reid (2014) recommended having multiple sponsorship objective,where management defined it to be; increase Sales revenues, market share, loyalty, directsales opportunities and Database building which consider to be commercial objectives as
per Collect & Fenton, (2011).
3Fit to brand objective /compatibility
X The sponsorship should help in developing Egypts social quality standards.
4Target Audience/ exposurelevel/ relevance
X X XAbility to reach targeted market (Pope, 1998) and achieve high exposure level (Johnstonand Paulsen,2007) for Distributors, retailers and electricians segments with higheremphasis on electricians.
5 Type X X X Cause related, which could be in education, cultural or charity (Mack,1999).
6 Number of sponsorships X X X Up to 3 sponsorship/annum.
7 Geographical coverage X X X The 28 governorates of Egypt
8 Rights/benefits X X XExclusivity, where Elsewedy is the sole sponsor to avoid being lost in the shuffle (Kotlarand Keller, 2009)
9Management, control andcommunication
X X X Quarter/semi-annual timely based plan with monthly progress report
10Sponsorship Budget and costeffectiveness
X X X 65,000 EGP/sponsorship
11 Duration / length of impact X X X A year, with an opportunity to renew upon evaluation
12 Payment terms X X X Quarterly settlements.
13 Popularity and Image X X X Sponsored should possess a clean ethical image with no past legal or public disputes.Table 1.3.4: Elsewedys sponsorship policy, strategy and selection criteria.
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1.3.5 Customer Channels within residential market
Channel 1
Channel 2
Table 1.3.5: Elsewedy residential market channels
1.3.6 Egypt market positioning
Sponsorship should enhance the customersperception of the following values and attributes,which emphasis the need to re-measure them, the following is a result of IHR conducted inlate 2010 illustrating each attributes and its weight from customers' perspective and the ratingof several competitors within the market as per these attributes to identify the deliveredcustomer value.
Importance
WeightQuality attributes
Competitors
Elsewedy Sewedix ECC Generics Counterfeited
30 Durability 6.00 5.50 5.50 3.00 1.00
30 Reliability 6.00 6.00 6.00 3.00 1.00
10 Precision 5.00 5.00 5.00 2.00 1.00
10 Delivery 2.00 3.00 3.00 5.00 6.00
10 Availability 4.00 3.00 1.00 5.00 6.00
10 Customer care 5.00 3.00 3.00 - -
DCV Weight Score
(calculated)5.20 4.85 4.65 3.00 1.90
Actual Prices 6 5.88 5.76 5.1 3.3
Actual Market share 65 20 10 5 -
Apparent market share 30 20 10 5 35
Table: 1.3.6illustrate the positioning attributes as per the IHR conducted in late 2010, taking in
consideration the Delivered customer care fall to 3.00 in IHR conducted in late 2013.
1.3.7 Sponsorship evaluation model
The following table will help to base and evaluation model for sponsorship
# Aspect Details
1 Sales effectiveness
Since all other communication activates isceteris paribus 'constant', hence
Elsewedy should measure the sales revenues during the sponsorshipconduction year and define the sponsorship effectiveness on sales revenues.
2 Communication effectiveness
Post sponsorship conduction, marketing research should be conducted to
test customers recall for Elsewedy brand and attitude toward CSR, also
psychological metrics to measure the loyalty. And its effect on deliveredcustomer value.
3 Media coverage
Measuring to different media coverage as television, newspapers, radios,
magazines, public press etc.
4 AppropriatenessThe actual Fit of the sponsorship with corporate, effectiveness in targeting
audiences, and achieving companysobjectives.
Table 1.3.7: Meenghan (1993) evaluation models aspects cited in Banti and Rogers (2012)
Elsewedy Distributor Electrician End customer
Elsewedy Distributor Retailer Electrician End customer
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1.4Key issues summary
There are key issues that should be highlighted:1- Communication means that could be used to communicate the sponsorship.
2-
Elsewedy social and consumer dimensions that define its key issues, which will bethe base for sponsorships requirements.
3- Sponsorships policy, strategy and selection criteria based on the Key issues.
4- Cause sponsorship different types and its effect on; direct marketing, public relation,market position, delivered customer value and customer loyalty.
5- Sponsorships ability to target distributors, retailers and electricians.6- Development of evaluation criteria using Meenaghans model (1993).
1.5 information gap analysis
After analysis of the MkIS data flow to evaluate sponsorships benefits to assist Elsewedy
sponsorship decision making process, the following gaps had appeared.
Gap # Description
GAP 1 Performance gap in sponsorship communication that resulted public low awareness about Elsewedy community
contributions.
GAP 2
Information gap about current sales revenues and corporate performance from sales department.
GAP 3 Due to Elsewedy internal squirrel society culture, Information gap about Elsewedy social and consumer dimensions should
be investigated further, to develop a full details key issues including all departments insights.
Sponsorship policy, strategy and selection criteria are based from management perception, even it should be discussed with
salesmen and tactical managers.
GAP 4 Management perception gap that sponsorship is a charity donation, which define Elsewedy in the first sponsorship
adoption level (Meenaghan, 1991).
Customer perception about Elsewedy CSR activities.
Different cause-related sponsorship alternatives DCRSAthat could benefit Elsewedy, and how information will begathered about it.
DCRSA ability to reach and target distributors, retailers and electricians, and achieving other objectives.
DCRSAseffect on direct marketing, public perception, market positioning and delivered customer value.
Sponsorship evaluation criteria as per Meenghan (1993)
Table 1.5
: Information gap
Customer needs and
expectation
Marketing Information System
Internal Records
Market Research
Market Intelligence
Decision Making
Marketing Executing
Analysis, Planning,
execution and
control
Marketing activities
Market Environment
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2.0Task 2
2.1Critical Evaluation of findings
Elsewedy key issues identified in table 1.3.1 justify the managementscause relatedsponsorship selection (Jobber, 2012), since Elsewedy problems isproduct safety through
facing counterfeited products, and it will support the avoidance of commercialization via
charity donations (Cornwell, 2008), also the sponsorships success is directly related to
communication activity investment which could leverage the sponsorships potential (Nickell
et al, 2011), which illustrate the need for further research for communication channels for
sponsorship leveraging, after final definition of key issues.
The cause should be affecting more than 200,000 and not too popular to dont get lost in the
shuffle (Kotler and Keller, 2009), beside it should coincide with Elsewedy policy, strategy
and selecting criteria, where a research should be conducted to list several sponsorships and
their benefits then be evaluated by professionals, with distribution teams involvement for
successful implementation (Farrelly et al., 1997).
Sponsorship is a cost effective market communication tool compared to direct marketing and
advertising (Doyle, 2008), which in many circumstances leads to sales increase (Arens et al.,
2012), the research should question sponsorshipspotential effect on sales and other
objectives table1.3.4.
Meenaghans (1993) sponsorships evaluation model is crucial for sponsorship evaluation, but
measuring sales and communication effectiveness is difficult, the project should include
testing to current sales and communication efficiency to facilitate the measure.
2.2Alternative project option
The Project will investigate Elsewedy Key issues then develop a final policy, strategy and
selection criteria to sponsorship, then list several cause sponsorships potentialbenefits,
further conduct a descriptive and causal research to investigate different sponsorship potential
benefits and evaluation measures for Elsewedy based on top marketings professionals and
academics perspectives in Egypt.
To conduct such a project there are three alternatives listed in the following project screening
matrix (Gray and Larson,2011):
Total
Cost
Paybackperiod
Experiencegained
Scheduleduration
Questionnaire
design
Insightsdeveloped
Neededworkforce
Unbiasedresults
Information
security
Controlover
process
database
development
Total
Weight 3 3 3 2 3 3 3 2 2 2 1 3
In-House 7 10 6 3 3 3 3 5 10 10 10 1.80
Agency 3 3 3 10 10 10 10 10 4 2 3 1.91
Combination 6 6 10 6 10 6 6 7 10 10 10 2.31
Table 2.2Project screening matrix
Which illustrate why the most appropriate approach is a combination approach highlighted
where most of the project will be in house since it is a lower cost, and has lower payback
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period, also it will help in developing the marketing team experience, and it will provide more
security to Elsewedy customers' database. At mean while Elsewedy will get advantage of
consultantsprofessional design for proposal form, descriptive and qualitative design.
2.3Selected approach financial justification
2.3.1 Cost benefits analysis CBA
Cost-benefit analysis is as follows since it is a main tool for economic appraisal (Cooper et
al.,2005):
Benefits Costs
Update customer database 25,000.00 Consultancy proposal form design 15,000.00
Increase in brand exposure 80,000.002 half page ads. In Ahram newspaper
(Friday issue)125,000.00
Communication channels as;Newspapers ads. Radio ads,
Researches phase and Proposalphase
175,000.00 Radio ad. On Nile FM 50,000.00
Consultancy Descriptive questionnairedesign
5,000.00
Consultancy Causal questionnaire design 5,000.00
Total EGP 280,000.00 Total EGP 200,000.00
2.3.2 Forecasted Return on marketing investment
Elsewedy could calculate Return on market investment ROMI as follows:
- Just cost benefit analysis to the benefit stated above to be:
ROMI=
.
- Farris et.al (2010) stated to calculate the ROMI you should estimate the contribution
margin of marketing activity in forecasted incremental sales, which estimated to
reach 10,000,000 EGP/annum, since the project is just the initial phase its
contribution is estimated 10%, so it will be
ROMI=
.
2.4Selected approach non-financial justification
2.4.1 Segmentation, targeting and positioning
LECSB project will complement Elsewedy STP strategy in several points, since it's
preparation market researches target 20% of the current database including distributors,
retailers and electricians. Also these visits and conducted survey will develop the perceived
customer care which develop an emotional attachment that increase the customer care index
leading to increase the positioning as per tables 1.3.2. In addition to the sponsorship benefits
itself, after it is conducted will increase investors interest, employees retention and
suppliers cooperation due to Elsewedy contribution to the society.
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2.4.2 Marketing Mix
Preparations market researches, enrollment ads and enrollment phaseTable4.2.1willdevelop a lot of two-way communication that could be considered as a strategic integration to
marketing and communication as per ESA (2007), which enhance the overall Elsewedyscommunication strategy and product placement in Egypt. Also it will develop deepercustomers issues and values understanding, and it laterally increases the customers
awareness about Elsewedy CSR activities that could enhance the customer loyalty, sincepeople want information about companies social (Kotler and Keller, 2009).
2.5Corporate culture.
LECSB project will develop a positive image associated to quality and transparency and a
portfolio of future potential sponsorship (Benedetti,2012), also it will craft the sponsorship
policy, strategy and selection criteria for a greater quality sponsorship programme that could
mutually benefit Elsewedy and society (Ukman,2010), which coincide with Elsewedy current
mission statement and business history.
2.6Budget, timescale and deliverables
Time scalewill be detailed within task 4, although the research is expected to take 7.5
months and schedule varies according to the available required resources.
Budgetis stated in CBA a total budget EGP 200,000.00with a variation +/- 10 % would be
required to complete the project.
Key deliverablesare listed here; also check point 4.1.4 for further detailed deliverables list.
# Deliverables1 Possible communication channel
2 Market research database
3 Market situation findings
4 Internal report findings
5 Elsewedy policy, strategy and selection criteria
6 Proposal Guidelines
7 Sponsorship list
8 Descriptive and causal questionnaire design
9 Descriptive and causal research findings
10 Final report and summary
Table 2.6: Key/core deliverables.
2.7Project Resources for LECSB
Resource Name Details
Human Resources
Elsewedy marketing team consists of- Marketing director- Marketing manager for Egypt
- senior marketing specialist (Project manager PM)
- two marketing specialist- internal designer
There is no need for further work force for that project.
Skills and Experience
- Sr. marketing specialist has 4 years experience in managing similar project, but he lacks the
experience of designing descriptive and causal questionnaire, which illustrate the need for aconsultant within that field.
-
Marketing specialists have 3 years experience conducting surveys, questionnaire and developeda good relationship with Elsewedy customers over the previous years. But they need a Microsoft
project 2013 essential training which could be provided by the Sr. marketing specialist.
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Financial resource the budget estimated to that project is 200,000
Table 2.7: Project resources
2.8Risks Identification
Identify risks is an iterative process since as project progress more risk evolve (Heldman,
2007), also it has been documented and assigned with a number for further referencing, in
order to be assessed as in table 3.1.
Risk
Type/code
Cause type/ source
Poor customers or marketing professional and academics attitude S01 External - interviewee
Economic recession. S02 External - market turbulence
Civil war due to political instability S03 External - Political instability
Unclear roles and responsibilities O01 InternalOperational management and team understanding
Lack of management support O02 InternalOperational management
Budget reduced F01 InternalFinancial
Budget withdrawal F02 InternalFinancial
Inadequate orientation and briefing to consultancies at proposalform and questionnaire design
K01Internal/consultant Consultant Knowledge aboutrequirements.
Team conflict P01 InternalHuman resource/team dynamics
Inefficient Preparation secondary research database. P02InternalInefficient work/task understanding/data
availability
Inefficient communication or market research. P03InternalInefficient work/task understanding/data
availability
Unclear customer issue P04 InternalInefficient analysis/communication lack
Un clear proposal P05 ExternalConsultant unclear understanding
Poor questionnaire design or analysis P06 ExternalConsultant unclear understandingProject team staff loss/ leave P07 Internalweak retention/uncontrolled event
Qualitative analysis with too much insights P08 Internalinefficient analysis tool
Poor runner productivity/day P09 InternalInefficient analysis
Type: Risk codes: S=Strategic, O=operational, F=Financial, P=Project
Table 2.8: Risk identification;
2.9Reporting and decision points
The Sr. marketing specialist will be the PM and the stagestransitions will need to be
approved from the marketing manager, and the project sponsor is the marketing director,
while the team hierarchy is as follows.
Marketing Director MD
Marketing manager MM
Internal
Designer
Sr.Marketing Specialist SMS
Marketing Specialist MS1 Marketing specialist MS2
Distribution manager DM
Distribution team DT
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3.0Task 3
3.1Risk Assessment and potential impact
Risk probability assessment investigate the like hood that a specific risk will occur(Heldman, 2007, P. 291), Elsewedy needs to assess the identified risk based appendix 3quantification measures for impact s sensitivity, risks probability and detectability, thendevelop riskprobability score(Lewis, 2007) as follows:
Type/code Risk
Quantification
Owner
Scope/Potential Impact
Probability2
Impact
Detectability
Riskprobability#
PIDscore
F01 Budget reduced 4 6 1 24 24 MDWill lengthen the schedule and may affect the
deliverables.
F02 Budget withdrawal 2 9 1 18 18 MD Will stop the project and change its deliverables
K01Inadequate orientation and briefing toconsultancies at proposal form and
questionnaire design
3 7 8 168 21 SMSWill deliver an inaccurate policy, strategy andselection criteria leading to bad sponsorship
selection
O01 Unclear roles and responsibilities 4 6 4 96 24 SMSWill decrease teams members' productivity through
constant rising conflicts.
O02 Lack of management support 7 5 3 105 35 MMWill hinder the cooperation between departmentsdue to Elsewedy squirrel society corporate culture.
P01 Team conflict 7 6 7 294 42 MD Same as O01
P02Inefficient Preparation secondaryresearch database.
3 7 2 42 21 SMSWill limit the database of the descriptive and causalresearch leading to inefficient insights
P03 Inefficient communication or marketresearch. 3 6 2 36 18 SMS
Will lead to inaccurate information that could affect
the sponsorship conduction and evaluationmeasures.
P04 Unclear customer issue 2 8 9 144 16 SMS As K01
P05 Un clear proposal 3 7 4 84 21 SMSWill lead to out of scope proposals that willlengthen the time of screening.
P06 Poor questionnaire design or analysis 6 6 1 36 36 SMS Will result poor insights
P07 Project team staff loss/ leave 3 5 3 45 15 MD Will lengthen the schedule
P08Qualitative analysis with too muchinsights
3 6 4 72 18 SMSWill be parallelized with analysis that will lead tofailure to develop adequate insight.
P09 Poor runner productivity/day 3 3 4 36 9 SMS Will Lengthen the schedule.
S01Poor customers or marketingprofessional and academics attitude
2 8 3 48 16MS/SMS
Will deliver poor insights.
S02 Economic recession. 4 9 1 36 36 MD
Economical unbalance or recession leads to
shrinking market opportunities and decrease marketsize leading to cut in marketing activities.
S03 Civil war due to political instability 1 9 1 9 9 MDWith Egypt on the brink of a civil war (Alaswany,
2013), it will be difficult to conduct field research.
Table 3.1: Risk Probability score and potential impact
3.1.1 Probability/Impact Matrix
The combination of probability and impact results in a classification usually expressed as
high, medium, or low (Heldman,2007,P.198), the following is a numerical visual illustration
for the matrix, while the impact they could do is mentioned in table 2.8.
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Impact
H
igh
9 S03 F02 S02
8
S01
P04
7
K01
P02P05
Medium
6P03
P08
O01
F01 P06 P01
5 P07 O02
4
Low
3 P09
2
1
1 2 3 4 5 6 7 8 9
Low Medium High
Probability
3.2Risk Response and control program
After risk assessment, all techniques to manage the risk fall into one or more of four major
categories (Dorfman,2007); avoidance, transfer, mitigate and acceptance, where risk ownershould monitor his risks (Chapman and wards,2003),also PM should has a risk response for
emerging risks in the process of developing actions to reduce their threats on the projects
objective (Heldman,2007).
Type/code Risk
Riskprobability#
Response
Treatment, Control and Improvements
Owner
Preventive
actions
Corrective
actions
P01 Team conflict 294Avoid/Control
1.Open clear and effectivecommunication by articulate projectobjectives and task clearly.
2.Encourage problem and solutionsownership not blaming culture.
3.Keeping team issue impersonal andwithin the team.
1.Solution preparation throughconflicts acknowledgment,impact discussion, and agreement
to communicate.2.Understand situation as a team
through clarifying positions andanalysis.
3.Reach an agreement.
MD
K01
Inadequate
orientation andbriefing to
consultancies atproposal form and
questionnaire design
168Avoid/
Control
1.Proper deduction through cross-functional meetings for Elsewedy
requirements for proposals andquestionnaire.
2.Proper requirements' documentationfor summary briefing.
3.Asking for requirements
paraphrasing, proposal draft and
1. Meeting to re-illustrate themissing point and Re-briefing
the requirements.2. Asking for draft and
conduction of a test.SMS
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conduction of a test.
P04Unclear customerissue
144Avoid/Control
1.Effective cross functional analysis topreparation market researches.
2.Effective situational analysis for salesrevenues and market situation.
3.Clear definition for customers
indices.
1.Re-analysis to preparationmeetings and situational
analysis of sales revenues andmarket situation.
2.Deliver clearer over all report
after consultation of marketingdirector.
SMS
O02Lack ofmanagement support
105Control/Accept
1.Constant achieved objectivesProgress reporting.
1.Meeting in case problem orconflict occur.
2.Following schedule and usediplomacy for projectobjectives achievement.
MM
O01Unclear roles and
responsibilities96
Avoid/
Control
1.Clear individuals job description,tasks and objectives documentation.
2.Asking individual for reports
paraphrasing their tasks.
1.Understand the exact role thatthe individual dont understand.
2. Illustrate the role and
responsibility.
3.Find a solution
SMS
P05 Un clear proposal 84Avoid/
Transfer
1.Identification for proposal main
requirements.In addition to K01 preventive actions
1.Asking for new proposal form.
SMS
P08
Qualitative analysis
with too muchinsights
72Avoid/Control
1.Assure proper questionnaires designthrough a run test.
2.Check list with testedinsights/question withinquestionnaire.
1.Use statistical analysis toremove extreme results.
SMS
S01
Poor customers ormarketing
professional andacademics attitude
48Avoid/
Accept
1.Prepare a valuable giveaway.2.Taking an appointment with briefing
for objective.3.Keep the meeting short, straight and
simple.
1.Use different communicationtechniques to get information as
possible.2.Flag the interview form to be
considered during analysis.
MS
P07Project team staffloss/ leave
45Avoid/Accept
1.Employees retention plans
2.Scheduling leaves to be impededwithin the project schedule.
1.Reschedule work on the rest ofthe team. MD
P02
InefficientPreparationsecondary research
database.
42Avoid/Control
1.Define information resources.2.Clear definition toprojects
deliverables and documentation
formats.
1.Reschedule project and re-conduct the task.
SMS
P03Inefficientcommunication or
market research.
36Avoid/Control
1.Clear definition to projectsdeliverables and documentationformats.
2.Proper questionnaire design.
1.Reschedule project and re-conduct the task.
SMS
P06Poor questionnaire
design or analysis36
Avoid/
Transfer
1.Identification for questionnaire main
requirements.
2.Test questionnaire on a sample beforeconduction.
3.Contract includes conduction of asample test.
In addition to K01 preventive actions
1.Asking for new questionnaire.
SMS
P09Poor runnerproductivity/day
36Avoid/control
1. Setting a daily quota for work and itsquality.
2. Prepare a visit plan
1. Reminding of the goal of theproject and importance ofschedule.
2. Then reprimands theperformance and praising forthe individual personalquality.
SMS
S02 Economic recession. 36 Accept - Hold project MD
F01 Budget reduced 24 Accept - Reschedule project MD
F02 Budget withdrawal 18 Accept - Hold project MD
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4.0Task 4
4.1Project Initiation
4.1.1
Project objectiveThe LECSB project objectives to deliver a list and evaluation for several cause related
sponsorships and its benefits for Elsewedys business performanceto be conducted in 2016,
the project will take 232 working dayswith a cost 351,937.58 EGP Egyptian pounds,
while most of this cost will be overhead on marketing and distribution department, where the
actual budget is200,000.00 EGP , taking in consideration the sponsorship should conform to
Elsewedy policy, strategy and selection criteria mentioned in table 1.3.4.
4.1.2 Project Scope and limitation.
The project scope should be adequately documented during the planning process and PM
should take steps to monitor and control changes to scope so it doesnt get out of hand(Heldman, 2002), the following is a clarification for the projectsscope to avoid any creeping.
Aspect Scope Outside of the scope
Times scale 232 working days Beyond 232 working days
Budget allocated 200,000.00 EGP Over 200,000.00 EGP
Variance -/+ 10,000 EGP -
Customer database Distributors, retailers and electricians Contractors and utilities
Focus Sponsorship benefits Marketing campaign benefits
Research tools Open, closed questions surveys and In-Depth interview
focus group
Reporting Summary and insights with
recommendations
Full market campaign evaluation
Geographical Egypt Other operations
Segment Residential sector Project sector
Project team Mentioned in point 2.9 Outside mentioned work force
Resources Mentioned in point 2.7 Beyond mentioned resources
Table 4.1.2: Scope and limitation
4.1.3 Beginning and end dates
Start Date: 1stSeptember 2014
End Date: 3rd August 2015
All vacations and employees leaves has been calculated within the project schedule
4.1.4 Key and core deliverables
# Deliverables Description
1Possible communicationchannel
A list of alternative communication channels and activities that could leverage the sponsorshipeffect.
2 Market research databaseA marketing professionals' list in large national and multinational companies, and marketingacademics in Egypt.
3 Market situation findings
Current customers' awareness about Elsewedy CSR.
Communication effectiveness through techniques as recall, attitude and sort and count.
Customer satisfaction.
4 Internal report findings Sales effectiveness using current sales channels and activities.
Elsewedy Current customer issues
5Elsewedy policy, strategyand selection criteria
Table includes amendments to requirements mentioned in table 1.3.4
6 Proposal GuidelinesIt is a document that outlines Elsewedy policy for causal sponsorship that will be published on the
website for the applicants.
7 Sponsorship list It is a list that include filtered sponsorship, with:
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Cause categorization as; educational, health, wealth, safety etc.
Efficiency targeting audience.
Communication opportunities around direct marketing.
Ability to achieve objective.
8 Descriptive and causalquestionnaire design
Questionnaire list to be used in the research
9Descriptive and causalresearch findings
The findings of the research that will be conducted to identify the different cause sponsorshipsbenefits.
10 Final report and summary A report outlines different sponsorship benefits evaluation for Elsewedy.
Table 4.1.4:Key and core deliverables
4.1.5 Methodology adaption
With the incorrect methodology, discovering, designing, building, testing, and deploying
projects can be chaotic (Charvat, J., 2003), there are two methodologies categories have
different requirements as follows;
Requirements Heavy Methodology Light (Agile) Methodology
Budget High Low
Team size Big Small
Duration Long Short
Project management ability Manage complex resources andmaterials.
Manage simple resources andmaterials.
Experience Need extended training Doesnt need extended training
Software Require software Doesnt require software
Documentation Require a lot Documentation Require few documentation andrules
change Flexibility Inflexible Flexible
Characteristics Bureaucratic and predictive
Mostly unsuccessful
Great product details
Demand a lot of information
Resist change
A lot of rules and coordination
Work well with change
People oriented
Depend on check lists
Examples PRINCE/PRINCE2
Waterfall
Spiral
Scrum
Crystal
Dynamic system methodology
Lean development
Future-driven methodology
Table 4.1.5:Project Management Methodologies (Charvat J., 2003)
Taking in consideration Elsewedy small team, limited budget, simple marketing project scope
and heavy methodologies experiences absence that will recommend extra learning, it is better
to use Agile methodology.
Even though the agile methodology could be conducted without a software, The project could
use Microsoft project MsP-2013 licenses availability in Elsewedysplanning department,
and the extended experience of the Sr. marketing specialist experience in MsP, since it is
flexible and can take care of the projects unique aspects and can be customized for marketing
project (McKee et al.,2012). Where MsP is an excellent planning tools that prevent resource
over allocations, also it will keep task leveled to avoid tasks overlap, more over it provide
progress, resource usage and several tailored reports that could provide a firm grip monitoring
and control (Biafore,2013).
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4.1.6 Risk management
Risks is identified in point 2.4 where it has been assessed in point 3.1 and a proper response
and contingency action has been defined in point 3.2, after work monitor and control inputs,
tools and techniques has been defined in 3.3.
4.1.7 Outline budget
Even though Elsewedys project cost is 351,937.58 EGP, it will be allocated as overheads
cost on Elsewedy sales and marketing operation that is why it will not be considered within
the budget calculations.
Costs incurred EGP
Consultancy proposal form design 15,000.00
2 half page ads. In Ahram newspaper (Friday issue) 125,000.00
Radio ad. On Nile FM 50,000.00
Consultancy Descriptive questionnaire design 5,000.00
Consultancy Causal questionnaire design 5,000.00
Total 200,000.00
Benefits EGP
Update customer database 25,000.00
Increase in brand exposure 80,000.00
Communication channels as; Newspapers ads. Radio ads, Researches phase and Proposalphase
175,000.00
%margin in sales increase 1,000,000
Total 1,280,000.00
4.2Project implementation
4.2.1 Schedules and Work breakdown structure 'WBS'
The WBS defines the scope of the project and the work down into components that could be
scheduled and budgeted, as well as easily monitored and controlled (Heldman,2007), the
following table is a WBS extracted from the Gantt chart of MsP-2013, while Gantt chart is
attached within appendix 5.
WBSListing and Evaluating Sponsorship benefits
ProjectStart Finish
Predecessors
RASCI matrix
MarketingDirector
MarketingManager
Sr.Marketingspecialist
marketingSpecialist1
Marketingspecialist2
Distributionmanager
Internaldesigner
Marketingconsultant
Elsewedy Sponsorships' Benefit Project 09/01/14 08/03/15
PRE Preparation phase 09/01/14 10/30/14
PRE.1 Kick-off meeting 09/01/14 09/01/14 I S A S S S
PRE.1.1 Objective and WBS illustration 09/01/14 09/01/14
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PRE.1.2 Scope Briefing 09/01/14 09/01/14 3
PRE.1.3 Individual and team responsibilities 09/01/14 09/01/14 4,3
PRE.1.4 WBS 09/01/14 09/01/14 5
PRE.1.5 Performance Baseline Measurement 09/01/14 09/01/14 6
PRE.1.6 Resources allocation 09/01/14 09/01/14 7
PRE.1.7 Milestones and Scheduling 09/01/14 09/01/14 8
PRE.1.8Risk management plan and responsibility
allocation09/01/14 09/01/14 9
PRE.1.9 Initial phase approval 09/01/14 09/01/14 10RA I I I I I
PRE.2Secondary research to build research
database09/01/14 09/10/14
PRE.2.1Large Local, Multinational companies,
Marketing consultancies and colleges09/01/14 09/02/14
PRE.2.1.
1Yellow pages research 09/01/14 09/02/14 10,3
R A
PRE.2.1.2 Telephone Directory research 09/01/14 09/02/14 10,3 R A
PRE.2.2Marketing managers contacts for the above
companies through:09/02/14 09/10/14
PRE.2.3 Local and Multinational companies list 09/02/14 09/02/14 13RA
PRE.2.4Marketing professional and academics contactswithin multinationals list
09/10/14 09/10/14 16 R
A
PRE.3 Communication channel secondary research 09/02/14 09/18/14
PRE.3.1 Sponsorship history of defined companies 09/02/14 09/04/14 13 R A S
PRE.3.3Sponsorship communication of the defined
above sponsorship09/08/14 09/15/14 23
R A S
PRE.3.5 Sponsorship potential channel list 09/10/14 09/11/14 21R
A
PRE.3.2 Sponsorship Form 09/14/14 09/15/14 23RA
PRE.3.4 Potential communication channels and its cost 09/15/14 09/18/14 23RA S S
PRE.4 Market situation Research 09/15/14 10/26/14
PRE.4.4 Market share research 09/15/14 09/25/14
PRE.4.4
.1
Market size calculation (Market size =
Manufactured + Import - Export)09/15/14 09/25/14
PRE.4.4.
1.1ITC Import and Export report for 2013 09/15/14 09/15/14 27 R
A
PRE.4.4.1.3
Manufacturing capacities calculations 09/15/14 09/15/14 27R A
PRE.4.4.1.2
Estimating using mathematical regression andfield indicators the counterfeited market share
09/24/14 09/25/14 27R A
PRE.4.1 Questionnaire design phase 09/18/14 09/22/14
PRE.4.1.
1
Customer satisfaction and CSR awareness
questionnaire09/18/14 09/21/14 27 R
A S S
PRE.4.1.
2
Communication activities effectiveness and
positioning questionnaire09/21/14 09/22/14 27 R
A S S
PRE.4.1.
3
Counterfeited perceived percentage of the
market questionnaire09/22/14 09/22/14 27 R
A S S
PRE.4.1 Questionnaire sample test 09/22/14 09/24/1430,31,32
RA S S
PRE.4.2 Questionnaire approval 09/24/14 09/25/1430,31,32,
33
R
A I I I I I
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PRE.4.3Questionnaire conduction on 20% of the
customer database09/25/14 10/21/14
PRE.4.3.1
Customer satisfaction and CSR Researchquestionnaire
09/25/14 10/21/14 34I C R A
PRE.4.3.2
Communication activities effectives andPositioning questionnaire
09/25/14 10/21/14 34I C R A
PRE.4.3.3
Counterfeited perceived percentage of themarket questionnaire
09/25/14 10/21/14 34I C
RA
PRE.4.5 Summary and report 10/21/14 10/26/14
PRE.4.5.1
Report preparation 10/21/14 10/26/1436,37,38
R
A S S
PRE.4.5.
2Presentation of result 10/26/14 10/26/14 45 R
A S S
PRE.4.6 Market share and positioning 10/26/14 10/26/14 45RA S S
PRE.4.7 Counterfeited wires estimated market share 10/26/14 10/26/14 45R
A S SPRE.4.8 Customer CSR awareness index 10/26/14 10/26/14 45
R
A S S
PRE.4.9 Customer satisfaction index 10/26/14 10/26/14 45RA S S
PRE.5 Current performance meeting 10/26/14 10/30/14
PRE.5.1 Sales effectives through current channels 10/26/14 10/28/14 50S S S
RA
PRE.5.2Current customer issues discussion andsolutions
10/28/14 10/30/14 52C
RA S S S
PRE.6 Customer issues identification report 10/30/14 10/30/14 53RA S S
PRE.7 Progress meeting 10/30/14 10/30/14 54 S S A S S S
INI Initiation phase 10/30/14 03/19/15
INI.1Meeting to formulate the final policy, strategyand selection criteria
10/30/14 11/02/1454,55 A S
RA S S S
INI.2Sponsorship's policy, strategy and selectioncriteria has been defined
11/09/14 11/09/14 57 RA
INI.3 Proposal draft from Agency 11/09/14 11/09/14 58C
R
A S S
INI.4 Final proposal form receipt 11/09/14 11/18/14 59 R A
INI.5 Elsewedy Announcement to Enrollment 11/09/14 12/30/14
INI.5.1 Ad artwork 11/09/14 11/10/14 58 R A
INI.5.2 Ad. Art work approval 11/18/14 11/18/14 62 A R A
INI.5.6 Progress meeting 11/18/14 11/18/14 63 S S A S S S
INI.5.5 Enrollment period 11/18/14 12/30/14 63 R A A
INI.5.3 2 half page ads. In Ahram newspaper (Fridayissue)
11/18/14 12/09/14 63,64 R
INI.5.4 Radio ad. On Nile FM 11/18/14 12/09/1463,64 R
INI.6 Selection and filtration 12/30/14 03/19/15 61
INI.6.1 Initial screening 12/30/14 02/18/15 63RA A A
INI.6.2 Cause categorization as per 03/01/15 03/17/15
INI.6.2.1
Audience targeting efficiency, communicationopportunities, objective achievements
03/01/15 03/17/15 69 RA A A
INI.6.2.
4Progress meeting 03/17/15 03/17/15 71
INI.6.3 Different sponsorship potential benefits report 03/17/15 03/19/15 72R
A
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IMP Implementation phase 03/19/15 08/03/15
IMP.1 Questionnaire design 03/19/15 03/25/15
IMP.1.1 Descriptive questionnaire 03/19/15 03/23/15 73 R A
IMP.1.2 Causal questionnaire 03/19/15 03/25/15 73R A
IMP.8 Questionnaire sample test 03/30/15 04/02/1576,77
RA A A
IMP.5 Progress Research report 05/17/15 07/12/15 S S A S S S
IMP.5.1 Progress Research report 1 05/17/15 05/17/15
IMP.5.2 Progress Research report 2 05/31/15 05/31/15
IMP.5.3 Progress Research report 3 06/14/15 06/14/15
IMP.5.4 Progress Research report 4 06/28/15 06/28/15
IMP.5.5 Progress Research report 5 07/12/15 07/12/15
IMP.2Research conduction based on professionaldatabase
05/25/15 07/27/15 79RA A A
IMP.3 Sponsorship benefits report preparation 07/27/15 08/02/15 78R
A A A
IMP.4 Project findings presentation 08/02/15 08/03/15 86 I C R S S ITable 4.2.1: work break down and responsibility matrix
4.2.2 Resource reviews
The PMBOK guide defines resources as people, equipments and materials, while the list goes
on depending on the project (Heldman,2007). While the MsP-2013 define three types of
resources; cost type which include financial resources as payments which dont accumulate
with time as consultancy fees and questionnaire design fees, also material type which
accumulate per unit, and work type which is any resource accumulate with time as
employees work (Biafore,2013). The following table illustrate these different types of
resources and in appendix 7 there are a snap shot from the program.
Resource Name TypeCost
(EGP)
Details
Marketing Consultant Cost 25,000.00Consultancy for Proposal form preparation, Descriptiveand causal research questionnaire design.
Newspaper Ad Cost 125,000.002 half page ads. In Ahram daily newspaper (Fridaysissue)
Radio Ad. Cost 50,000.00 3 min ad. On Nile FM for 30 days on 5:00 pm
Giveaways Material 250.00/unitGiveaways for market professional and academics
descriptive and causal research.
Marketing director Work 170.00/hr.
Marketing Manager Work 85.00/hr.Distribution Manager Work 85.00/hr.
Sr. Marketing Specialist Work 40.00/hr.
Marketing Specialist 1 Work 17.00/hr.
Marketing Specialist 2 Work 17.00/hr.
Internal designer Work 40.00/hr.
Table 4.2.2: Resources review
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4.2.3 Personal requirement
The project team is mainly the Sr. Marketing specialist, marketing specialist 1 and 2, inaddition to minor roles for internal designer, marketing and distribution manager, also the
marketing director as a sponsor for the project, check appendix 6&7.
4.3Project termination
Meredith and Mentell (2003) stated that the primary criterion for project continence or
termination is whether or not the organization is willing to invest the remaining estimatedtime and cost to complete the project, given the projects current status and expectedoutcomes. Taking in consideration Egypt current political and economic state the projectcould be terminated or put on hold for undefined time period in case of risk number F03,S02and S03. Also management could terminate the project in case they found in progress
meetings that the project will fail to deliver a clear sponsorship benefits evaluation. Else theproject will be terminated after delivering the researchs findings with sponsorship benefits
and recommendation to the main criteria to select the appropriate sponsorship program and
benefits with each category.
4.4Project Evaluation
Evaluation techniques are two main types; Formative evaluation, which PM should conduct to
guide the project to successful implementation, while there summative it is a post completion
evaluation (Harvey,1998), where there are several types for summative evaluation (McKee et
al.,2012) as;
Outcome matrix which is a simple listing of deliverables on the right hand and
achievement on the left hand.
Post-completion audit which looks at all aspects of the project with regarding twoquestions, did the end result meet the objective? And was the management of the
project as it might be, or were there bottlenecks or problems ?
Benefits realization it is a summary of basic findings about projects performance,
organization, team and management, but usually a more formal audit is undertook
From illustration it is obvious that the most effective evaluation technique for the project with
deep insight is the Post completion audit which could be applied as follows;
4.4.1 Objective Evaluation
The evaluations main reason for the project is to illustrate the cause related sponsorshipbenefits on Elsewedy business performance, it is supposed to deliver different causesponsorship categories effect on delivered customer value, customer perception of ElsewedyCSR, brand exposure, generated promotional opportunity and customer loyalty, effect onmarket share and sales revenues as a result Elsewedy could select the most appropriatesponsorship to its objective and strategy, also to base the foundation for a post-implementation evaluation.
4.4.2 Post-Completion Audit
The project is a great opportunity to learn how to manage future project more effectively,where a LECSBsformal review should examine all projects input to deliver an insightfullearning outcomes through asking what went well (and why) and what went bad (and why)
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then it delivers its recommendation. This could be achieved through simple reviewquestionnaire about the following aspects.
Meetings:
Kick-off meeting, briefing sessions, agency questionnaire appraisal meetings and progress
meetings effectiveness and efficiency should be reviewed through asking simple questionsas:
o Was the meeting effective?o Was meetings number appropriate or it should increase?o Did the meeting succeeded in delivering its agenda?o Is it effective communication tools to what extent?o How future meetings could be enhanced?
Performance
The teamsmembers should be evaluated as groups as well as individuals, where feedback
should be collected using 360 review questionnaire, assessing aspects as productivity withrespect to assigned tasks, cooperation, after word an interview should be conducted with the
teamsmember to positively share the results.
Budget
A comparison should be conducted between the forecasted costs and benefits and the actualcost and benefits, through a reviewed CBA. Also the reason for the variance should be stated
through asking the following questions:o Why did LECSB project come over/under budget?o Were additional/less resources should have been allocated?
Schedule and tasks
Tasks effectiveness in achieving deliverables should be examined, also its conductionsduration, and its allocated resources.
o Was the quantitative and qualitative questionnaire design effective?o Was the sampling for quantitative and qualitative questionnaire test task
effective to evaluate the questionnaire effectiveness?o Could the research be conducted on smaller sample with appropriate
accuracy?o Did the analysis was effective?o Why LECSB schedule exceeded its deadline?o Which part went well?o How to improve future task conduction?o Was the project managed effectively?o
Was risk management plan effective?o Which task needed more/less time?
4.4.3 Evaluation Report
After words the gathered information should be formalized in a report. With the following
outline (McKee et al.,2012,P.283)
Summary emphasizing areas that found to be unsatisfactory.
Review of the end result compared to the expected result
Reviewed CBA comparing forecasted costs and benefits to actual cost and benefits.
Reviewed schedule briefing illustrating tasks took longer than planned and reason
Recommendations should be made to improve future conduction
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Appendix 1: Organization Background
1.0Organization
Elsewedy is an Egyptian company, it was founded in 1938 by the Elsewedy family as a
trading company, and In 1986 Elsewedy built its cables factory under the name of Elsewedy
cables. In 2008 Elsewedy changed its name into Elsewedy Electric, Now Elsewedy Electric
manufactures and sells integrated energy products and services in seven energy segments:
electrical wires and cables, electrical products, telecommunications, transformers, wind
energy generation, energy measurement and management, engineering, procurement and
contracting.
Elsewedy electricturnover has been rapidly rising during the past few years to reach 15.1
billion EGP in 2013; taking in consideration, Elsewedy Cablesproduction capacity is the
highest one in the region, with 282 thousand tons/annum in 2013 and the 5th
worldwide.
Elsewedy Cablesis accountable to 78% of Elsewedy Electric revenues (11.8 Billion EGP) in
2013, and Egyptian wires and cables market is accountable to 46% of the total wires and
cables sector (5.52 Billion EGP), distributed as 60% and 40% for project and residential
sector respectively.
2.0Residential Market Products
Elsewedy manufactures Electrical wires, which are a copperconductors insulated with a material, also it could be several wireswith over all white sheath, to conduct electricity in buildings onvoltage up to 1000 volts, usually range from 1.5 SQ.MM to 25
SQ.MM. It has 5 main colors according to old International electricalcommittee standards ' IEC ' which are red, yellow, blue, black andyellow green, since Egypt market still using the old IEC colors. Itspackaging is 100 M rolls, and usually it is sold directly in hugequantity (>1000 rolls) directly or through distributor or retail inmedium and small quantities.
3.0Residential Market Product Range:
In the following is wires percentage distribution among sizes and colorsSize % Red Yellow Blue Black Yellow green
1.5 SQ.MM 60 22.46 8.12 7.75 20.11 41.52 1002.5 SQ.MM 23 22.84 10.21 11.07 37.89 17.96 100
4.0 SQ.MM 11 26.26 13.37 12.99 40.68 6.67 100
6.0 SQ.MM 1.9 16.73 17.98 24.05 30.044 11.17 100
10 SQ.MM 0.1 5.64 2.82 2.82 0 88.70 100
16 SQ.MM 2 18.90 11.08 13.43 18.36 38.21 100
25 SQ.MM 2 28.20 21.81 18.09 31.88 0 100
Total 100
Table A.1: Product Mix
4.0Customers and Sales revenues
Elsewedy Cableshas two main distributors located in Cairo, whom has sub distributor andretailers covering 28 Egyptian governorates, during 2009-2010 Elsewedy developed a
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detailed database for different Egyptian territories, through inviting distributors, retailers and
electricians to counterfeited wires awareness communication seminars (CWACS).
CWACS developed several promotional opportunities that enhanced the sales revenues
volume highlighted in table A.1, in the following is a table illustrates the customer retentionand acquisition vs. sales revenues.
Year Period Customer Retention Customer Acquisition Sales
Distributors
lost
Distributors at
start of periodRate
Distributors
acquired
Distributors atthe start of the
period
RateAnnualBillion
EGP
2009January-June 0 13 0% 48 13 369%
1.8July-December 26 61 43% 250 61 410%
2010January-June 47 285 16% 150 285 53%
2.42July-December 39 388 10% 128 388 33%
2011January-June 32 477 7% 0 477 0%
1.19
July-December 325 445 73% 0 445 0%
2012January-June 25 120 21% 47 120 39%
0.7July-December 50 142 35% 26 142 18%
2013January-June 13 118 11% 50 118 42%
1.6July-December 79 155 51% 120 155 77%
2014 January-June 93 196 47% 21 196 11%
Table A.2: Sales revenues with
5.0Market position and competition
Researchers conducted in-house estimate the Egyptian wires market as follows;
Egyptian wires market is an oligopoly market and until 2008 it used to be duopoly, as a result,
even Elsewedy is the highest prices wires in the market yet it has apparently 65% market
share, while actually it has 30% actual market share. Noting that, Elsewedy actual market
share increased from 30% to 39% by 2010s end as a result of CWACS and fall again after its
termination in 2011. Main competitors are as follows:
Brands Details
Sewedix A Saudi Arabian Jeddah Cables' brands, with 40,000 ton/annum manufacturing capacity, which is owned by a
member of Elsewedy Family, it has been introduced in the market in 2008.
ECC A brand for public local manufacture with 24,000 ton/annum manufacturing capacity.
Generics They are a range of several factorieswith capacities less than 1,000 ton/annum and very low quality wires.
Counterfeited It is manufactured by Generic factories as Elsewedy counterfeited product.
Table A.3: competitors
65%
20%
10%5%
Apparent Residential Wires Market
Elsewedy
Sewedix
ECC
Generics
30%
20%
10%5%
35%
Actual Residential Wires Market
Elsewedy
Sewedix
ECC
Generics
Counterfieted
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Appendix 2: Project Proposal
Option Chosen: Option two - Sponsorship
Candidate Number: 70889221Name of Tutor:
Date: 2 July 2014
Assignment Option Selected and Why
Option twoSponsorship is selected since it suits my business field, and there are a currentproject in Elsewedy Cables related to sponsorship.
Confirmation of employer/organization co-operation
Marketing Director.Marketing Manager.
Project Objectives and Scope
The project objectives to deliver a list and evaluation for several cause related sponsorshipsand its benefits for Elsewedys business performance to be conducted in 2015-2016
Brief description of what is to be covered for each aspect of the brief
Product
Electrical wires are a copper conductors insulated with a material to conduct electricity in
buildings usually range from 1.5 SQ.MM to 25 SQ.MM. It has 5