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PowerPort
Team North Africa

MKTG 445

Shellby Hammond
Alexandra Guimaraes
Vishal Joshi
Ryan Hudspeth

Friday, May 16, 2014


















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Table of Content

I. Executive Summary
II. Target Country General Facts
III. Economic Analysis
1. Population and its Distribution
2. Economic Statistics
IV. Market Audit and Competitive Market Analysis
1. Relevant Trends
Trend 1 - Growing Interest in Renewable Energy
Trend 2 - Mobile Cellular Users
Trend 3 - Growing Income and Expenditure
Trend 4 - Decrease in Black Market Purchases
2. SWOT Analysis
3. Target Market
Potential Size of the Target Market
4. The Product
Consumer Needs it Addresses
Features and Benefits
Price and Competitors
Cost of Manufacturing
V. Projections
1. Market Penetration
2. Expected Revenue
3. Expected Profit
VII. Conclusion
VII. References





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I. Executive Summary
This proposal details the potential profitability of introducing the innovative PowerPort to
the Casablanca market inside the country of Morocco, located in North Africa. It is a solar-
powered, external charger for portable devices, such as smartphones or tablets. The product will
be relatively inexpensive to purchase, $22.00, so the majority of mobile device users can afford
to buy it. Our chosen primary market will be mobile technology users between the ages of 20 to
54.
The report provides a detailed understanding of the current favorable trends occurring in
the Moroccan market, such as the growth of renewable energy and the decrease of electronic
black-market purchases by the Moroccan population, among others. The consumer will benefit
from the product by being able to carry power with them, therefore, providing freedom of
movement and security to those on the go. It will also help support the growing trend of
renewable energy, by helping the population contribute to this common goal in their country on
their own.
The product itself is different from the competition because of its capacity and power, as
well as being solar-powered. Solar powered external chargers don't directly charge the lithium
ion battery typically found in portable gadgets. They usually maintain their own rechargeable
batteries that are charged through the solar panels and redistribute their charge to the device
(Clark).
Lastly, the report contains three potential market penetration scenarios, all broken down,
including our reasoning for choosing a 5% penetration rate for year 1, and an ongoing 1%
penetration for the following 4 years, for a total 9% penetration in 5 years. Overall, the team
believes this would be a very profitable endeavor for all the parties involved.
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II. Target Country General Facts
Morocco is located in Northern Africa between Algeria and the Western Sahara. It
borders the North Atlantic Ocean and Mediterranean Sea. The climate is Mediterranean, which is
distinguished by warm, wet winters, and calm, hot, dry summers. The terrain of the northern
coast and interior are mountainous with large areas of bordering plateaus, valleys and rich
coastal plains (CIA, 2014).
A series of Moroccan Muslim dynasties began to rule Morocco in 788, a century after the
Arab conquest of North Africa. The French imposed a protectorate over the country in 1912 but
Morocco won back its independence in 1956. Sultan Mohammed V organized the new state as a
constitutional monarchy and assumed the title of king in 1957 and is still the monarchs
grandfather. Morocco exercises administrative control over 80% of the Western Sahara territory
(CIA, 2014).
In 2011, King Mohammed implemented a reform program that included a new
constitution in which some new powers were extended to parliament and the prime minister, but
he still has the ultimate authority. In 2012, the Justice and Development Party became the first
Islamist party to lead the Moroccan government by winning the largest number of seats in
parliamentary elections. The official language of Morocco is Arabic. Other languages spoken are
Berber languages including Tamazight (which is the official Berber language), Tachelhit and
Tarifi. French is often the language of business, government and diplomacy (CIA, 2014).






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III. Economic Analysis

1. Population and its Distribution
The population of Morocco is 32.7 million. The city we chose to launch our product in is
Casablanca, which has a population of 3.245 million (The World Factbook, 2014). Casablanca is
the largest city in Morocco in terms of population. The distribution of age in Morocco is as
follows:
0-4 years: 9.63% 45-49 years: 5.47%
5-9 years: 9.19% 50-54 years: 4.96%
10-14 years: 9.59% 55-59 years: 3.59%
15-19 years: 10.02% 60-64 years: 2.54%
20-24 years: 10.04% 65-69 years: 1.94%
25-29 years: 9.23% 70-74 years: 1.64%
30-34 years: 7.70% 75-79 years: 1.03%
35-39 years: 6.79% 80+ years: 0.75%
40-44 years: 5.92%
(Euromonitor International, 2011)

From the table above, you can see that 50.11% of the population is between the ages of 20 - 54
which is what our target market consists of. We can assume that these numbers represent the city
of Casablanca as well.

2. Economic Statistics
The gross national income (GNI) of Morocco is $34.68 billion as of 2001 (Nation Master,
2014). The GNI is important because it measures the income received by a country domestically
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and overseas. Morocco ranks 52nd out of 169 countries for the Gross National Income. The
personal income per capita of Morocco is $4,384 (Human Development Reports, 2012).
The average household income is MAD 5,300 per month. Where people work and reside
also has much to do with their monthly income. For instance, those who live and work in the
countryside make about MAD 3,900, while those who work in the city make an average of MAD
6,100. This can also be taken a step further and be compared by social class. Income is
distributed by class as follows:
20% less than MAD 1,930
40% less than MAD 2,892
60% less than MAD 4,227
80% less than MAD 6,650
Monthly income varies between age, sex, and education level of the head of the family (Middle
East North Africa Financial Network, 2009). Social class mainly divides the distribution of
wealth. The middle class makes up about 53% of the Moroccan population. 20% of households
with the highest salaries make up 52.6% of the overall spending, while 20% of households with
the lowest salaries share only 5.4% of this spending (Middle East North Africa Financial
Network, 2009). The unemployment rate of Morocco is 9% as of 2010, which is down 2.2%
from 2005 when it was 11.2%. A decreasing interest rate may be a sign of a growing economy.
The inflation rate is 2.5% (UNdata, 2014).
The minerals and resources that are most prominent in Morocco are phosphates, iron ore,
manganese, lead, zinc, fish and salt. Major industries that are prevalent in Morocco are
phosphate rock mining and processing: food processing, making leather goods, textiles,
construction, energy, and tourism (The World Factbook, 2014). The production growth rate of
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these industries is estimated to grow by 1.2%. The infrastructure of Morocco consists of 55
airports, 2,067 kilometers of railroad, 58,395 kilometers of roadways, and 5 major seaports (The
World Factbook, 2014).




IV. Market Audit and Competitive Market Analysis

1. Relevant Trends
Trend 1 - Growing Interest in Renewable Energy
Renewable energy is an obvious solution for a country that has more than 2,000 miles of windy
coasts along the Atlantic Ocean and the Mediterranean Sea, more than 3,000 hours of sunshine
annually and access to the biggest sand desert on the planet (Padalka, 2013). Morocco, overall,
seeks to expand its green energy capacity with a goal of making 40% of its electricity output
renewable by 2020 ("The World Factbook"). The country is in the process of developing a
project that will increase the portion of solar energy in total electricity capacity by 14% by that
same year. This process also reduces the emission of CO2 per year by 3.7 million tons ("Invest in
Morocco - Solar Energy"). This growing interest in renewable energy could be extended to our
product, as a way of individuals to collaborate with the overall interests of their nation.

Trend 2 - Mobile Cellular Users
Morocco had 39.016 million active mobile cellular users as of 2012 ("The World Factbook"),
with 120 mobile cellular subscriptions per 100 users according to The World Bank. Until
recently, Nokia was the leading brand in Morocco. Now, there are cell phone brands such as
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Samsung and Apple in Morocco as well. The number of cell phone brands has increased due to
consumers need for more advanced cell phone functions. Not only do the people of Morocco
use cell phones for calling one another, but also for Internet usage and social media ("Mobile
Phones in Morocco"). The fact that competition has increased among cell phone brands shows
that Moroccans are more reliant on this technology. They would benefit from a solar powered
external charger that could charge their devices anywhere during the day.

Trend 3 - Growing Income and Expenditure
The Grand Casablanca area, which includes our target market, Casablanca, is the dominant total
consumer expenditure and per household spending area in the country, with a total of US$17.6
billion. ("Income and expenditure: morocco, 2014). Also, Moroccos growing low-income and
middle-income households represent the majority of users of consumer electronics in the
country. An increase in Moroccans minimum wage will mean a certain increase consumer
purchasing power. This is likely to be a positive result for the countrys formal retailers of
consumer electronics products ("Consumer electronics in morocco" 2014).
Trend 4 - Decrease in Black Market Purchases
The vast majority of Moroccan consumers are shifting toward the purchase of new consumer
electronics devices from regular retail outlets which offer warranties and official receipts of
ownership instead of the old habit of buying in black markets like the Derb Ghallef in
Casablanca ("Consumer electronics in morocco" 2014). The consumer migration away from the
black markets towards formal retail channels is likely to continue space over the forecast period
as the minimum wage in the country is expected to increase strongly, driven by government
policy ("Consumer electronics in morocco" 2014). As long as purchasing power continues to
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increase, the majority of Moroccan consumers will be able to afford to purchase a wider range of
high-quality consumer electronics devices from formal retail outlets rather than resorting to the
black market, including products like PowerPort.
2. SWOT Analysis
Strengths
Innovative product, renewable energy application that follows a trend, affordability, encourages
freedom of movement for the consumer, powerful capacity in a small package
Weaknesses
Not a recognized brand / low brand awareness, lowering expenses, creating a trusting network of
suppliers and distributors in Casablanca
Opportunities
Growing income and expenditure of target market, interest from the population in renewable
energy, potential expansion to other product lines
Threats
Growth of online retailers, current competitors present in Morocco, shift in economic climate of
Morocco

3. Target Market
Like mentioned above, Casablanca is the largest city in Morocco, with a population of
3.245 million out of 32.7 million for the country as a whole. Along with being the largest city in
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terms of population, it is also the center for business and industry (Moroccans, 2009). Because
of this, we chose to introduce the product to this city first. We intend to target our product to
people between the ages of 20 and 54 years old, which represent 50.11% of the population. This
selection of the population could potentially be attracted to our product, because of the trends
previously mentioned.
The first segment we will be appealing to are university students. In Casablanca, there are
6 major universities, and a growing number of students moving to the popular city to attend
higher education institutions (University Rankings - Morocco, 2014). The second segment we
will be appealing to is the working class. This segment is made up of educated professionals
such as professors, civil servants, doctors, and lawyers (Moroccans, 2009), who would be
interested in our product because they could benefit from a charger that does not need an outlet
and is able to work on the go.

Potential Size of the Target Market
Since we do not have any reason to believe that Casablanca, would be any different from
Morocco as a whole, we could potentially have (0.5011 target market size) (3,245,000 million
total population of Casablanca) = 1,626,069 million users.

4. The Product

Consumer Needs it Addresses
The product is designed for the student or business professional that is on the go. As an
external power source, the PowerPort is designed to provide durable power and charge multiple
devices at the same time. It also appeals to the environmentally friendly consumer, by being a
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source of renewable energy. The price of the charger also makes it more appealing to the public,
with a list price of $22.00; it is positioned at a lower price than the competition, thus making it
possible for the majority of mobile device users to purchase it.

Features and Benefits
The consumer will benefit from the product by being able to always carry power with
them, therefore, providing freedom of movement and security to those on the go. It will also help
support the growing trend of renewable energy, by helping the population contribute to this
common goal in their country on their own. The Powerport is designed to be a portable, eco-
friendly charger, which will allow for multiple mobile electronic devices to charge
simultaneously. The charger has a built in solar panel that allows the consumer to charge the
device using sunlight, which is essentially an unlimited power source that is readily available
every day. Along with this solar panel is a large 21,000-mAH battery that will allow it to last
longer and charge devices faster.

Price and Competitors
Like we mentioned above, we are going to be pricing our product at $22.00 dollars,
which equals 179.97 MAD. On websites such as EBay and Amazon, we have found a wide range
of prices for this device. Some are as low as $4.00 dollars, while others can be found at over
$100.00 dollars. Some of the differences may include battery life and the overall quality of the
device.
These are some examples of no-name brand chargers we found on EBay:
- The Solar Power Panel Dual USB External Mobile Battery Charger 10000mAh Power Bank is
priced at $21.95 (EBay, 2014).
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- The Solar Powered 30000mAh Dual USB Power Bank Battery Charger For Phone Traveling is
priced at $19.50.
- The High Quality 5000mAH Portable Energy Generator Charger is priced at $8.80 - $12.40
(Alibaba, 2014).
Solar powered and standard electrical portable chargers are currently being sold both online and
in stores in Morocco. Though no brand has a grip on the market share, there are several
companies that import chargers into the country. One of the more popular brands of chargers in
Morocco is the ERD Powerbank, which is a portable charger, which allows for several different
types of devices to charge at once (Cafe Press, 2014). This brand is popular because of the ability
to customize the products exterior with images chosen by the customer. The price of the ERD
Powerbank charger is $65.00 for the most powerful 7000mAH charger (ERD global, 2014).

Cost of Manufacturing
The parts used to construct our product are aluminum tins, positive and negative wires, USB
entrance port, lithium ion battery, a solar panel and electrical tape ( Zelener, 2014).
-Aluminum tins: The average price of .032 thick aluminum sheet for 4 x 10 ft. is $91.20
("Metals depot," 2012). Our estimated size of tin per product is 4 x 5 inches, which
equals to about $0.31 dollars per product.
- Positive and negative wires: The average price of electrical wire (Kens Electronic,
2014) is $0.25 dollar a foot. Using that cost as a starting point, because each of the
portable chargers require very little wiring in this case each charger will require 5 inches
of wiring per charger which equals to $0.10 dollars each.
- Polymer Lithium Ion Battery: These are very slim, extremely lightweight rechargeable
batteries. This is the highest energy density currently in production. The cost according
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to a supplier found in Alibaba.com is US $0.1 - 4 per piece depending on the quantity
ordered. This battery coupled with the powerful 4-watt solar panel will give it 21000
mAh of power.
- USB extension cable/entrance ports: single ports have a price range of $0.5 - 2 dollars a
piece, and the extension cables range from $0.26 - 0.68 dollars per unit, according to
Chinese suppliers from Alibaba.com.
- Solar panel: The average price per watt of solar panels is $.71 (Feldman, 2012). Our
solar panels require a total of 4 watts. Thus, the total price for the panels per product
would be $2.84 dollars. Performance from a solar panel will vary but in most cases, the
guaranteed power output life expectancy of solar panels is between 3 and 25 years.
- Electrical tape: The standard 60-foot roll of electrical tape costs roughly $1.38. For each
solar powered external charging device we will need about 4 inches of electrical tape.
Therefore, each charger will use up about a penny worth ($.008 - exact) of the electrical
tape (Amazon, 2014).
- 5 volt Regulator: A regulator is important to convert the power from the solar charger
over to the electronic device. Each charger needs one 5V regulator at a cost of $0.18
dollars per regulator (Newark, 2014)

Total cost
$10.12 dollars = 82.61 MAD

Profit margin
$22.00 - $10.12 = $11.88 in US dollars
179.97 MAD - 82.61 MAD = 97.36 MAD
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V. Projections

The potential size of our market like mentioned above is:
(0.5011 target market size) (3,245,000 million total population of Casablanca) = 1,626,069
million users.

1. Market Penetration
Market penetration potential scenarios we could follow:
With a 2% Penetration Rate we would reach 32,521 users the first year, with and ongoing
0.4% Penetration Rate for the following 4 years, which equals to 6,504 users per year.
The total potential users for 5 years = 58,538 users.
With a 5% Penetration Rate we would reach 81,303 users the first year , with and
ongoing 1% Penetration Rate for the following 4 years, which equals to 16,260 users per
year. The total potential users for 5 years = 146,345 users.
With a 10% Penetration Rate we would reach 162,606 users the first year, with and
ongoing 2% Penetration Rate for the following 4 years, which equals to 32,521 users per
year. The total potential users for 5 years = 292,691 users.

2. Expected Revenue
The revenue for each potential scenario is:
With a 2% Penetration Rate
(32,521 users) ($22.00) = $715,462 for year 1
(6,504 users) ($22.00) = $143,088 for years 2-5 each
Total = $1,287,814
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With a 5% Penetration Rate
(81,303 users) ($22.00) = $1,788,666 for year 1
(16,260 users) ($22.00) = $357,720 for years 2-5 each
Total = $3,219,546
With a 10% Penetration Rate
(162,606 users) ($22.00) = $3,577,332 for year 1
(32,521 users) ($22.00) = $715,462 for years 2-5 each
Total = $6,439,180

3. Expected Profit
The cost to make each charger is $10.12; by placing our product at a $22 price point we are
looking at a profit of $11.88 per charger. The expected profit for each of the three scenarios is:
With a 2% Penetration Rate
($715,462.00 revenue) - ($10.12 cost/unit) (32,521 users) = $386,350 for year 1
($143,088.00 revenue) - ($10.12 cost/unit) (6,504 users) = $77,268 for years 2-5 each.
Total = $695,422
With a 5% Penetration Rate
($1,788,666.00 revenue) - ($10.12 cost/unit) (81,303 users) = $965,880 for year 1
($357,720 revenue) - ($10.12 cost/unit) (16,260 users) = $193,169 for years 2-5 each.
Total = $1,738,556
With a 10% Penetration Rate
($3,577,332 revenue) - ($10.12 cost/unit) (162,606 users) = $1,931,760 for year 1
($715,462 revenue) - ($10.12 cost/unit) (32,521 users) = $386,350 for years 2-5 each.
Total = $3,477,160
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We have chosen to project our penetration, revenue and profit for five years due to the
diffusion rates of technological innovations. Successful adoption/diffusion is the assumed result
of an innovation's technological superiority and, the innovation's developer is viewed as the
primary change agent. We will rely on the technological innovation of the product, to promote
diffusion. In consumer markets, diffusion begins slowly, with a few influential individuals' use
of the new product or process; their experiments initiate wider communication and use of the
innovation (Carr, 2000). By penetrating the market strongly the first year, we can then decrease
our penetration rate to a more stable one for the 4 following years.

VII. Conclusion
We believe the market would perceive the solar-powered portable charger as an
innovation. With the help of the right marketing tools, that fit our Moroccan market, and our
ability to communicate relevant product information and product attributes, we could gain large
product acceptance in the beginning, and slowly expand there after. In order to establish a steady
success rate for our product. Since the rate at which new technologies spread within a culture
will change due to the diffusion of innovations, we want to make our predictions as accurately as
possible. We felt the time span of five years is a sufficient amount of time to do so. Overall, the
product would provide consumers with valuable benefits and attributes and, it would provide our
investors with a solid potential source of revenue. This team believes this would be a very
successful business opportunity, based on the overall information contained in the proposal.






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