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Index 1.0 Executive Summary 1.1 Objectives 1.2 Mission 1.3 Keys to Success 2.0 Company Summary 2.1 Company Ownership 2.2 Company History 2.3 Company Locations and Facilities 3.0 Products and Services 3.1 Product and Service Description 3.2 Competitive Comparison 3.3 Sales Literature 3.4 Sourcing and Fulfillment 3.5 Technology 3.6 Future Products and Services 4.0 Market Analysis Summary 4.1 Market Segmentation 4.2 Target Market Segment Strategy 4.2.1 Market Needs 4.2.2 Market Trends 4.2.3 Market Growth 4.3 Industry Analysis 4.3.1 Industry Participants 4.3.2 Distribution Patterns 4.3.3 Competition and Buying Patterns 4.3.4 Main Competitors 5.0 Strategy and Implementation Summary 5.1 Strategy Pyramids 5.2 Value Proposition 5.3 Competitive Edge 5.4 Marketing Strategy 5.4.1 Positioning Statements 5.4.2 Pricing Strategy 5.4.3 Promotion Strategy 5.4.4 Distribution Patterns 5.4.5 Marketing Programs 5.5 Sales Strategy 5.5.1 Sales Forecast 5.5.2 Sales Programs 5.6 Strategic Alliances 5.7 Milestones 6.0 Web Plan Summary 6.1 Website Marketing Strategy 6.2 Development Requirements 7.0 Management Summary 7.1 Organizational Structure 7.2 Management Team 7.3 Management Team Gaps 7.4 Personnel Plan 8.0 Financial Plan 8.1 Important Assumptions 8.2 Key Financial Indicators 8.3 Break-even Analysis 8.4 Projected Profit and Loss 8.5 Projected Cash Flow 8.6 Projected Balance Sheet 8.7 Business Ratios 8.8 Long-term Plan 9.0 Appendix

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Page 1: Business plan   sample - uncomplete

Index

1.0 Executive Summary

1.1 Objectives

1.2 Mission

1.3 Keys to Success

2.0 Company Summary 2.1 Company Ownership

2.2 Company History

2.3 Company Locations and

Facilities

3.0 Products and Services 3.1 Product and Service Description

3.2 Competitive Comparison

3.3 Sales Literature

3.4 Sourcing and Fulfillment

3.5 Technology

3.6 Future Products and Services

4.0 Market Analysis Summary 4.1 Market Segmentation

4.2 Target Market Segment Strategy

4.2.1 Market Needs

4.2.2 Market Trends

4.2.3 Market Growth

4.3 Industry Analysis

4.3.1 Industry Participants

4.3.2 Distribution Patterns

4.3.3 Competition and

Buying Patterns

4.3.4 Main Competitors

5.0 Strategy and Implementation

Summary 5.1 Strategy Pyramids

5.2 Value Proposition

5.3 Competitive Edge

5.4 Marketing Strategy

5.4.1 Positioning

Statements

5.4.2 Pricing Strategy

5.4.3 Promotion Strategy

5.4.4 Distribution Patterns

5.4.5 Marketing Programs

5.5 Sales Strategy

5.5.1 Sales Forecast

5.5.2 Sales Programs

5.6 Strategic Alliances

5.7 Milestones

6.0 Web Plan Summary 6.1 Website Marketing Strategy

6.2 Development Requirements

7.0 Management Summary 7.1 Organizational Structure

7.2 Management Team

7.3 Management Team Gaps

7.4 Personnel Plan

8.0 Financial Plan 8.1 Important Assumptions

8.2 Key Financial Indicators

8.3 Break-even Analysis

8.4 Projected Profit and Loss

8.5 Projected Cash Flow

8.6 Projected Balance Sheet

8.7 Business Ratios

8.8 Long-term Plan

9.0 Appendix

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1.0 Executive Summary

1.1 Objectives

Development of the Electrical Department Portfolio

1.2 Mission

Increasing the sales target by 100% in 4 year in Qatar operation by the development of

the Electrical Department portfolio. Through acquiring agency for new electrical

products characterized by short storing period and high profit margin. Examples:

Dry Type Transformers:

o Cast resign Transformers.

o OVDT transformer.

1.3 Reasons

Low return on investment.

High competition for distributors and agents in the main electrical product –

Cables - , due to existence of two local manufacturers.

2.0 Company Summary

2.1 Company Ownership

Madar Buidling Material – Electrical Department, Is totally owned by Mr. Ali Elfozan, a

Saudi Arabian Successful business man.

2.2 Company History

Established in the 1960’s, Al Fozan Group is now among the top leading commercial

entities in the Kingdom of Saudi Arabia. In the 1960’s, Saudi Arabia was undergoing

rapid growth and development. With fast-paced industrialization came the need for

modern infrastructure. A resultant gap emerged between the growing demand for

building materials and the limited supply capacities of existing producers.

Al Fozan Group started out as a single company. Al Fozan Building Materials,

committed to equalizing this supply and demand customer satisfaction saw the company

grow exponentially in size, reputation and product lines.

Firmly established as one of Saudi Arabia’s leading companies, Al Fozan’s founder

embarked on an ambitious diversification indicative. In 1983, Al Fozan Electrical

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Materials was formed. After a brief period of consolidating its market position, the

parent company took its diversification a step further, and in 1991 Al Fozan Wood

Industries came into being.

Several steps have been followed as Al Fozan Hardware in 1993 and ARC Engineering

Consultants in 1994. Keeping pace with market developments, 1996 saw Al Fozan Steel

Industries and Building Construction company start operation. In 1998 the group

established Arnon Plastics Industries and in 2001 United transformers Electric

Company (Utec) followed by United Electronics (eXtra) in 2002.

In 2003 Madar Building Material – Qatar started with promising visionary management

results a fastest growing diversified company in the GCC, with an effective role and

contribution to the Qatar growth story. Since 2006 Madar Building Material - Division

has been catering to the Qatari market’s needs in terms of Electrical Equipment &

Accessories.

The company entered into joint ventures including Bawan Holding Co. in 2006 Atheel

Holding Co.

In order to increase diversification of revenue streams, the group also holds an equity

stake in several affricate ventures ranging from banks and petrochemical companies, to

recycling and consumer retails operation.

3.0 Products and Services

3.1 Product Description

3.1.1 Dry Type Transformers:

Dry type power transformers encase the windings in epoxy resin. These transformers

simplify installation since they are dry, without cooling oil, and so require no fire-proof

vault for indoor installations. The epoxy protects the windings from dust and corrosive

atmospheres. However, because the molds for casting the coils are only available in fixed

sizes, the design of the transformers is less flexible, which may make them more costly if

customized features (voltage, turns ratio, taps) are required. Its advantage over the oil

transformers as follows.

Reduce Cost :

o Low fire risk permits location near load

o shortens expensive LV feeders

o reduce voltage drop.

o No maintenance Cost.

Planning Flexibility and safety:

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o No oil sump.

o no fire barriers.

o no siting restrictions.

o Thermal mass less than 15% of equivalent oil transformer.

o No special building work.

Maintenance Fee:

o No oil, radiator, or tank problem.

o Only air for cooling.

o Completely Sealed windings.

o Impervious to damp and dust.

o Winding are held securely by epoxy-resin insulation along their whole

length.

o No re-pressing or adjustment required Even under the most sever load

condition

Power Reserves:

o Short-time overload capacity much greater than liquid-filled transformers.

o For longer overload, forced cooling is a standard option.

Reliability:

o Statistics shows reliability better than oil transformer in the same range.

3.2 Competitive Comparison

Parameter Oil Transformers Cast resin

Transformer

OVDT transformers

Maintenance Free No Yes Yes

Outdoor application Yes with proper

enclosure

Yes with proper

enclosure

Yes with proper

enclosure

Short Circuit Force Low withstand

ability

High withstand

ability

High withstand

ability

Insulation

Temperature Class

Class C 220C Class F 150 C

Maximum

temperature rise of

winding

140K 90K

If designed for 90K

rise overload

Capabilities for

continiuos operation

Approximitly 25%

more

0%

Partial Discharge –

Test mandatory as

per IEC-726

Not Critical Design

of the VPI coils

including air as

dielectric

Critical Design of

cast resin Coils

doesn’t include air

as dielectic as such

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any air bubbles

trapped within the

epoxy may pose

partial discharge

problems

Repair of damaged

coil

Repair is possible Repair is almost

impossible

Quality dependency

on MRT processes

Process is simple

and less sensitive to

human and

equipment errors

Process is

complicated and

highly sensitive to

human and

equipment errors.

Smoke and toxic

gases in ease of fire

Redusce smoke and

almost no toxic

gases evlved

More smoke and

toxix gases evolved

Cracking of coils Not possible Higher possibility

during handling and

operation

End of life

Recovery Disposal

All copper material

within the winding

are easily recovered

through incineration

Copper material

almost impossible to

recover and coils

have to be buried

3.3 Sales Literature

There are some problem with Madar Building Material – Electrical Department sales

force capabilities:

3.3.1 Non-Engineering Background

3.3.1.1 lack in technical communication with the customer

3.3.1.2 limitation in low-tech electrical products

3.3.2 Short-term relationship orientation.

3.3.3 Focus on target rather than the selling mix.

3.3.3.1 60% ~80% of annual sales are cables and wires.

3.4 Sourcing and Fulfillment

We have negotiation with two major manufacturers with well known brands:

3.4.1 General Electrical:

3.4.1.1 Contact person : Tarek Osman.

3.4.2 Legrand – Zucchini

3.4.2.1 Contact person: Rafek Foad.

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3.5 Future Products and Services

We may develop our relationship with Legrand to include MV – Panels that will be built

in UAE and exported to Qatari Market with acceptable profit margin, and Mr. Rafik has

welcomed this initiation.

4.0 Market Analysis Summary

4.1 Market Overview.

4.1.1 Electrical Demand

Electricity consumption per head in Qatar is extremely high because of :

The country's large amount of heavy industry.

Profligate domestic usage (for example on air conditioning)

Cheap prices.

Qatar's consumption per head in 2008 is estimated to have been the ninth-highest

internationally, ahead of other Gulf Co-operation Council countries.bar Kuwait, but

behind the Nordic countries, Canada and the US. By 2014 the additional electricity

consumption required by the expanding industrial sector—including a giant aluminum

smelter in Messaieed with its own dedicated 1.35-gw power station—is forecast to push

Qatar up to third place internationally in terms of consumption per head, behind only

Iceland and Norway. This is happening despite the rapid growth in Qatar's population

through the influx of immigrant workers. In absolute terms, electricity consumption is

forecast to double over the next five years to almost 43bn kwh in 2014. Over the forecast

period we expect electricity demand to increase by an annual average of 12%, rising from

25bn kwh in 2010 to 72bn kwh in 2020.

4.1.2 Electricity Pricing

Qatari citizens (about 13% of the population) receive free electricity

The industrial tariff is just 7 dirhams (1.9 US cents) per kwh, almost one-quarter

of the cost in the US.

Residential prices range from 8-10 dirhams/kwh, and companies pay 9-

14 dirhams/kwh (about one-third of the cost in the US).

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4.1.3 Electricity consumption and supply

Electricity consumption and supply

2009 2010 2011 2012 2013 2014 2015 2020

Consumption (gwh)

Industry 7,077 10,253 13,597 15,698 17,520 19,525 21,516 33,562

Transport 0 0 0 0 0 0 0 0

Residential 5,226 5,740 6,476 6,940 7,577 8,338 9,116 14,975

Commercial & public

services

3,784 4,097 4,718 4,951 5,256 5,597 5,896 8,532

Other 4,468 5,338 6,771 7,697 8,575 9,446 10,302 15,155

Total 20,555 25,427 31,561 35,286 38,928 42,906 46,830 72,225

% change, year on year 9.8 23.7 24.1 11.8 10.3 10.2 9.1 8.8

Capacity (mwe)

Combustible fuels 5,542 6,603 7,665 8,726 9,788 10,850 12,250 18,450

Nuclear 0 0 0 0 0 0 0 0

Hydro 0 0 0 0 0 0 0 0

Non-hydro renewable 0 0 0 0 0 0 0 800

Solar - - - - - - - 800

Net maximum 5,542 6,603 7,665 8,726 9,788 10,850 12,250 19,250

Source: Economist Intelligence Unit.

4.1.4 Supply

2007 2014

Generating Capacity 4,480 MW 10,850 MW

Qatar has a generating capacity of about 4,480 mw, which is planned to expand to 10,850

mw by 2014, according to the minister of state for energy, Mohammed Saleh al-Saddah.

This should be sufficient to meet the needs of Qatar's growing population and industrial

base well beyond the forecast period. At present all of Qatar's electricity is generated

using domestic gas.

Before 2003 Qatar had seven power stations run by the Qatar Electricity and Water

Company (QEWC, 43% government owned). Much of the electricity is generated, as

elsewhere in the Gulf, in combination with water desalination. Sea water is heated with

gas, producing steam that both powers electric turbines and is cooled to become potable

water. Electricity produced by QEWC is distributed by a government-owned company,

Kahramaa (the Qatar General Electricity and Water Corporation).

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With power demand having risen by around 12% a year over the past five years and set to

rise at a similar annualised rate over the next ten years, the government has harnessed

foreign investment, in joint ventures with QEWC, to increase generation capacity. The

first independent water and power project (IWPP) came on stream in 2003, run by the

Ras Laffan Power Company, which is 55% owned by a US firm, AES Corporation, 25%

by QEWC and 10% each by state-owned Qatar Petroleum (QP) and the Kuwait-based

Gulf Investment Corporation. It currently has a capacity of 750 mw of electricity and

40m gallons/day (gal/d) of water. A second IWPP, Ras Laffan B (55% owned by QEWC,

40% by International Power of the UK and 5% by Chubu Electric of Japan) came on

stream in 2008, and has a capacity of 1,025 mw and 60m gal/d, as did Ras Abu Fontas B2

(fully owned by QEWC), generating 587 mw and 30m gal/d of water.

Looking forward, the Messaieed Power Company (40% QEWC, 30% Marubeni of Japan,

20% QP, 10% Chubu Electric) is scheduled to become operational at end-2010,

generating 2,000 mw (but producing no water). The largest IWPP to date will be Ras

Laffan C, operated by the Ras Girtas Power Company (45% QEWC, 15% QP, 20% GDF

Suez of France, and 10% Mitsui, 5% Chubu Electric, 5% Shikoku Electric, all of Japan),

which is being financed by US$3.3bn in debt raised in September 2008. It will have a

generating capacity of 2,730 mw (and 63m gal/d of water) and it is planned to become

operational in 2010 at 1,600 mw and to reach full capacity in 2011. Qatar has drawn up a

number of scenarios for boosting and diversifying generating capacity beyond 2011 using

either solar or nuclear power.

4.2 Market Segmentation

There are 4 main segments in the Qatari Transformers market:

4.2.1 Infra-structure.

4.2.2 Real-estate

4.2.3 Electrical Utilities

4.2.4 Industrial

Qatar

Real Estate 219

Elec. Utilities 18

Infra 110

Industrial 18

365

60%

5%

30%

5%

Sales

Real Estate Elec. Utilities Infra Industrial

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Source : International Trading Commission 2010

4.3 Target Market Segment Strategy

The marketing strategy in use will be Concentrated Direct Marketing strategy, where

Madar Building Material will concentrate on the current customers (Real Estate

contractors and consultancies) to introduce the new product for the market. This strategy

will last from 1-2 Years after the brand is well known we will use the undifferentiated

strategy, where we will focus on selling the Dry-type transformers for other segments.

4.3.1 Market Needs and Growth.

Calculating the estimated Numbers of transformers per Annum.

ASSUMPTIONS:

Industrial Demand is neglected .

o it could increase the demand by minimum 10-25%

Replacement of Oil distribution Transformers Is not included.

o It could increase the demand by significant value.

The only use for the Cast resign transformer is in Residential, commercial and

public services (X-load).

o Xload = Residential +Commercial and public services + others.

Transformer Capacity is 1.6 MVA.

o Dividing by 1 MVA could increase the number that result market capacity

in M€ increase.

o Formula =

P.F = 1, hence KW=KVA.

o Which could increase the number if we the power factor decrease.

Market Capacity Assumption.

o End customer selling price = 32,000€ ―min. price‖.

o Market Capacity = No. of Trans. × 32,000€.

2009 2010 2011 2012 2013 2014 2015 2020

X-load consumption (GWH) 13.5 15.3 18 19.6 21.4 23.4 25.3 38.7

Total Load 20.6 25.4 31.6 35.3 39 43 46.9 72.2

X-load percentage of the total load 0.66 0.6 0.57 0.56 0.55 0.5 0.54 0.54

Total Generation GW 5.5 6.6 7.7 8.7 9.8 10.9 12.3 19.3

Gen. Power for to X-load (MW) 3634 3941 4363 4844 5383 5913 6622 10306

Annual Market size 300 336 331 443 2301

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(No. of transformers )

Annual X-load size (No. of trans ) 264 301 337 331 443 2303

Annual industrial Load (No. of trans) 66 75 84 83 111 576

Total number of Transformers 330 376 421 414 554 2878

X-load Market Capacity in Million € 9.6 10.75 10.59 14.2 73.7

Min. Average Annual Market Capacity for X-load = 11 Million €.

Min. Accumulative Market Capacity 2011 to 2010 = 119 Million €.

4.3.2 Market Trends

The main market trend in the Transformer is the Cast Resin Transformer CRT (Legrand

- Zucchini), while this trend is much higher in cost that the Open Ventilation Dry Type

Transformer (Prolec - GE), and OVDT excel in the electrical characteristics, Which

makes the OVDT as an alternative product that could posses high market share in case of

good introduction to Kahramaa.

Since Kahramaa is studying lately the different characteristics of Dry-type transformers

and how they could minimize the losses in the network, which impact the specification of

the CRT massively result a leap in the manufacturing cost. On other hand OVDT posses

low losses with cheaper price.

4.4 Industry Analysis

4.4.1 Buying Patterns

The Buying behavior of the electrical contractors in Qatari market varies with respect to

the size of the contractor and the number of project on his hand. That result 2 main types:

Piece by piece buying behavior.

Large scale project Buying Behavior.

o Range from 15~25 transformer per project.

4.4.2 Main Competitors

There are some main players in the market listed as follows:

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Federal.

TESAR.

ABB.

Siemens.

IMEFY.

Others.

They are approved from Kahramaa on both New specs for cast resin transformers that

posses low electricity loss.

4.4.2.1 Federal

Federal Transformers Company LLC (FTC), an ISO 9001:2000 Company was

established in January 1999 as a 100% National Company, promoted and wholly owned

subsidiary of Al Nasser Industrial Enterprises LLC which is the industrial arm of a

dynamic business group with diversified interests ranging from Oil Sector to Retailing.

The Company commenced commercial production in January 2000. Which is located in

Abu Dhabi.

KEMA approvals were obtained in the year April 2000 followed by ISO 9001

certification in August 2000.

The Company has supplied more than 18,000 Transformers to various utilities around the

world. Following are the list of few leading Organizations that have approved the

company's Transformers.

Approvals

ADWEA , Abu Dhabi.

ADDC, Abu Dhabi

ADDC, Abu Dhabi

DEWA, Dubai

MEW (FEWA), Dubai

SEWA, Sharjah

QGEWC (Kahramaa), Qatar.

ED, Bahrain

SEC, Saudi Arabia

EDCO, Jordan

MODES, Oman

KPLC, Kenya

KNPC, Kuwait etc

Production Capacity

Oil Filled Transformers: 5000 MVA

Package Substations: 400 Nos.

Dry Type Cast Resin Transformers: 1200 MVA

4.4.2.2 TESAR

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History

TESAR, acronym for ―Trasformatori Elettrici Speciali Applicazioni in Resina‖ (Cast Resin

Special Power Transformers) - was founded in 1979 as a member of Eni Group, and was the first

in Italy to start the resin casting technique for power transformers.

In 1986 the company became propriety of a private group, and the product range expanded by

including instrument transformers.

In September, 2001 the new manufacturing premises in Chiaveretto, near to the main premises in

Chiassa Superiore, became fully operative.

Halfway through year 2008, the enlargement works of Chiaveretto premises began, and at the

same time the building of a new manufacturing unit was started in Castelnuovo, near the head

offices of Chiassa Superiore, as a step further in the company’s development plan.

Consider to be one of the most famous transformer manufacturers and suppliers in the GCC, also

it posses the cheapest among all of its competitors and their existence as follows.

UAE

TEZAR Office in Dubi Airport’s free zone.

o Tel: +971 42045 222/221.

o Fax: +971 42045 223.

o Person : Mr. Surrish C.Madhaf

Mob: +971 50 5697 454.

Gulf Pearl in Abu Dhabi

o Tel: + 971 2644 4575

o Fax: +971 2644 3348

Qatar

Engineering suppling.

o Tel: +964 4429800 / 4449925

o Fax: +964 4444586.

o Person : Pramud Kumar.

He is an Indian agent (Privet Corporate) which has been in business for

more than 12 years with a very strong relationship between him and

TESAR HQ in italy, with 2 sales men from his sales force dedicated for

the transformer.

Kuwait

El-Koppa Elzarkaa

o Tel: +965 392 3349/ 4800

o Fax: +965 3911009

4.4.2.3 ABB

ABB offers a full range of dry-type transformers with primary voltages through

72.5 kV in built according to all major standards including IEC and ANSI.

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Transformers are manufactured in accordance with industry and international standards including

ISO 9001.

Qatar Contact:

Name : Thorsten Mathaeus

o Tel: +974 44253827.

o Fax: +974 4312630.

o Address: ABB Qatar LLC. Al-Baladiya Street 810 – Doha.

4.4.2.4 Schneider

It merely exist in the market.

4.4.2.5 SIEMENS

SIEMENS Transformers LLC, state-of-the art manufacturing facility in Siemens Group,

specialized in the design and manufacturing of high quality oil immersed & Dry type

Transformers and Package Substations. Beside manufacturing, we also provide quality service

for all electrical equipment being part of Distribution Substations

Manufacturing location:

ICAD II , Mussafah, Abu Dhabi ,United Arab Emirates

Annual production capacity: 3000MVA

Contacts

Phone:+971 2 5502062

Fax:+971 2 5502068

Email: [email protected]

4.4.2.6 IMEFY

IMEFY spa arises from organizational and technical productive synergies of the best

international level.

IMEFY SL, Spanish company having its headquarters near to Madrid, that since 1973

manufacture oil filled insulated and then epoxy resin insulated transformers, maintaining during

the time an uninterrupted productive growth, capable to arrive to manufacture power

transformers with power rating up to 250 MVA and voltage up to 150 kV.

IMEFY SL is the first Spanish company and the third in Europe for the numbers of transformers

manufactured. The other partners offer a more than twenty-years experience in the Cast Resin

Transformers field, from the first pioneer experiments to nowadays. This experience is ensured

by two technician, Mr. Maggini and Mr. Toscanini, that has worked for all this time in the

medium voltage cast resin transformers designing and manufacturing field, indeed the

headquarter of IMEFY spa is located in Tuscany in the city of Arezzo.

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Start this way IMEFY spa, cast resin transformers manufacturing company, that thanks to the

enormous know how at his disposal, is able to satisfy any kind of customer requirement.

Contacts:

Export Sales

o Mob: +39 349 3005481.

o E-mail: [email protected]

5.0 Strategy and Implementation Summary

5.1 Value Proposition

The value proposition will differ according to the Product, that Madar is going to successfully

acquire it.

5.1.1 OVDT - GE

The main customer value proposition here is that he will have a product with better electrical

characteristics and cheaper cost. Also better delivery since the OVDT transformers are

manufactured in India.

5.1.2 CRT - Zucchini

The main customer value proposition here is that he will have a product with same electrical

characteristics as its competitors but with better prices, comparing to other brands of CRT

transformers.

5.2 Marketing Strategy

5.2.1 Positioning Statements

5.2.1.1 OVDT : Value Up and Cost down.

5.2.1.2 CRT : Italian Excellence.

5.2.2 Pricing Strategy

5.2.2.1 OVDT: Competition Pricing.

Using this strategy will be very useful, since the OVDT cost is

significantly lower than any CRT, which will result a good profit

margin.

5.2.2.2 CRT: Cost base strategy.

We will be forced to use this strategy because of the high

production cost of Zucchini, since they used to manufacture

Aluminum core transformer, and they are new with the copper core

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transformer, that lead to a high manufacturing cost in the

beginning of the investment.

5.2.3 Promotion Strategy

The General Promotional strategy will be Pulling the customer to purchase our product through,

our marketing activities as follows.

5.2.3.1 The Launching Event

We should plan for a full day seminar, where we will host Big Brand companies like Nexans,

Legrand, GE and EATON. On other hand we should invite some newspapers like ―Business

today, Gulf business magazine …..‖ to cover the seminar. After words we follow our customers

with sever visits in order to have information about upcoming Bids, projects and pre-

qualification papers.

Main USP for the Seminar:

New Electrical Transformer Technological OVDT - GE.

New Cables Technology, NEXANS.

New systems. EATON.

Hints:

The consultancies should believe that they will explore a lot of new technologies and

understand better about the electrical field.

Nexans welcome the event massively.

Selection of the Top 30 contractors and consultancies has been selected.

Impacting Madar Buidling Material Brand Equity Massively.

Nexans, EATON and GE is willing to Pay a share in the cost of the seminar.

The launching Event will decrease the resistance for the sales and marketing personals,

also it will help him construct a very good relation with :

o Top 30 consultancies.

o Top 30 Contractors.

o Key Personals in Kahramaa.

5.2.3.2 Above the line Activities

Advertising Banners in Magazines quarterly.

News Papers Ads.

5.2.3.3 Direct marketing Activities.

Meetings with Key personals (Board member level)

For.

5.2.3.3..1 LEGRAND.

5.2.3.3..2 GE.

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5.2.3.3..3 EATON.

5.2.3.3..4 NEXANS.

Hint:

o The Meetings should be held with the regional

managers of each company.

o Meetings with Kahrama Personals should be on

Managerial levels.

5.2.3.4 Below the line Activities

Customized Invitation Cards for the launching event.

Customized Filling form for the seminar.

Seminar Giveaways.

o 10 Special Giveaways for Kahramaa personals and Top

consultancies.

o Valuable Giveaways for 200 attendees.

Product Profile.

o Contains all the Group activities in Gulf.

o Link between Madar and Al-Fozan.

o Product Ranges all over the Departments.

Catalogues:

o detailed comparisons

o Technical behavior analysis.

o Key advantages of the product should be illustrated.

Factories Business Trips ―Mr. Rafik Idea‖.

5.3 Sales Strategy

5.3.1 Sales Forecast

Giving the Market growth estimation as follows:

2009 2010 2011 2012 2013 2014 2015 2020

Annual Market size

(No. of transformers )

300 336 331 443 2301

Annual X-load size (No. of trans ) 264 301 337 331 443 2303

Annual industrial Load (No. of trans) 66 75 84 83 111 576

Total number of Transformers 330 376 421 414 554 2878

Sales Forecast % 10% 20% 30% 30%

Sales Forecast (No. of Transformers) 42 40 166 863