Task 2 Final

Creating brand Awareness
DMS Electronics
Word Count 6510 words Project Management in Marketing CIM Member 12354592
Assignment/Project Front Sheet
CIM/CAM Membership
12354592
Unit Title Level/Award Accredited Study Centre
: : :
Project Management of Marketing Professional Diploma in Marketing Strategy Business School
By submitting this assessment I confirm that I understand and abide by the CIMs plagiarism and collusion regulation.
I hereby give consent for my assignment/project, if accepted, to be available for CIM use in relation to dissemination of best practice and, or, other appropriate purposes. It is on the understanding that all studying member numbers would be removed prior to use for the purposes of full anonymity.
I CONFIRM THAT IN FORWARDING THIS ASSIGNMENT FOR MARKING, I UNDERSTAND AND HAVE APPLIED THE CIM POLICIES RELATING TO WORD COUNT, PLAGIARISM AND COLLUSION FOR ALL TASKS. THIS ASSIGNMENT IS THE RESULT OF MY OWN INDEPENDENT WORK/INVESTIGATION EXCEPT WHERE OTHERWISE STATED. OTHER SOURCES ARE ACKNOWLEDGED IN THE BODY OF THE TEXT, A BIBILIOGRAPHY HAS BEEN APPENDED AND HARVARD REFERENCING HAS BEEN USED. THIS WORK THAT I HAVE SUBMITTED HAS NOT PREVIOUSLY BEEN ACCEPTED IN SUBSTANCE FOR ANY OTHER AWARD. I FURTHER CONFIRM THAT I HAVE NOT SHARED MY WORK WITH OTHER CANDIDATES.
Project Management in Marketing
Page ii
Executive summary
DMS was formulated in 1981 and is well renowned for providing computer related items in Sri Lanka. The company is an authorized business partner for few leading brands in the world. Being business partner for Hewlett Packard (HP), DMS offers a wide range of HP products including printers, scanners, plotters, desktop pc's, notebooks and professional workstations. Microsoft products including MS windows and MS Office are offered to the Sri Lankan market through franchise arrangement with Microsoft Corporation. Similarly leading anti-virus product Symantec is offered. Plantronics, a light weight headset, Hypercom a POS system completes the product range. DMS has a vision of becoming A global company that produces solutions of value that delight customers by integrating technology building blocks from world class suppliers and adding the glue that gives a sustainable competitive advantage.
Mission statement of DMS insists that the company wants to ensure that all stake holders will be provided with maximum value. It wants to provide valuable Solutions and a pleasant experience of service to customers. Mission statement wants the employees to be happy and satisfied and to play in the best team in town!!. It wants the management to have a broader sense of ownership and achievement and the corporation to have a good return on capital invested.
Even after 30 years of operation DMS is still not a leader in the sector. In financial performance the company is only in the seventh position when compared with competitors in the same sector. In the product range offered DMS is not the market leader for any.
The company decided to carryout a brand awareness audit to findout the performance of the brand. The findings were worrying. For the interviewees DMS was only the fifth choice when deciding to purchase a computer related item. It occupied only the fourth position when asked to name the top three in the market. This situation created the need to develop strategies to
Page iii
create brand awareness for brand DMS. The DMS brand was further analysed using Brand onion model, BrandStar model and Competitor-Brand model.
Customer Based Brand Equity (CBBE) model was used to derive methodologies to enhance the brand awareness. Three projects emerged from the analysis and all three were rated equal in priority and receives the green-light to proceed.
Project one is proposed to create presence in social media (Facebook and Google+), whilst project two is proposed to create a corporate website, which is a must in the current context. A third project is planned to create brand awareness among corporate executives by sponsoring corporate events.
Agile project management methodology is proposed to be used to manage these projects. Company will be benefitted by implementing these projects to enhance the brand equity of DMS. Since the projects are to be implemented by the current staff, company will benefit by the exposure they receive in a project management environment.
Terms of Reference
This report is developed to be produced to the senior management of DMS at the monthly meeting to be held on 15th December 2011 to propose in carrying out projects to improve brand awareness of brand DMS, aiming at enhancing revenue. The information analyzed within is confidential to DMS.
Page iv
Table of Contents
Executive summary ....................................................................................................................................................... iii Terms of Reference ....................................................................................................................................................... iv List of Figures ............................................................................................................................................................... vii List of Tables ................................................................................................................................................................ vii 1.0.0 2.0.0 2.1.0 2.1.1 2.1.2 Introduction ......................................................................................................................................................1 Audit findings and analysis ...............................................................................................................................1 Brand awareness audit ................................................................................................................................1 Brand awareness .....................................................................................................................................1 Brand Image ............................................................................................................................................ 2
2.2.0 Brand Onion ......................................................................................................................................................4 2.3.0 2.4.0 2.4.1 2.4.2 2.4.3 2.4.4 2.4.5 2.4.6 2.5.0 2.6.0 2.6.1 2.7.0 3.0.0 3.1.0 3.2.0 3.3.0 3.4.0 3.5.0 3.6.0 3.6.1 3.6.2 4.0.0 Creating brand awareness-Customer-based Brand Equity Model ...............................................................5 CBBE Pyramid for DMS brand ......................................................................................................................6 Brand Salience ......................................................................................................................................... 6 Brand Performance ..................................................................................................................................7 Brand Imagery .........................................................................................................................................7 Brand Judgments .....................................................................................................................................8 Brand Feelings.......................................................................................................................................... 8 Brand Resonance .....................................................................................................................................8 Competitor-Brand Matrix .............................................................................................................................9 Brand Star Model ....................................................................................................................................... 10 BrandStar Model applied to DMS ..........................................................................................................10 Porters five forces analysis ........................................................................................................................12 Critical evaluation and derivation of business Case .......................................................................................15 Competitor Performance-Market Share .....................................................................................................15 Competitor Performance-Revenue .............................................................................................................15 Competitor performance-brand awareness ...............................................................................................16 Short comings of the branding approaches ..............................................................................................18 Recommendations......................................................................................................................................18 Business Case for projects ..........................................................................................................................18 Identification of potential projects.........................................................................................................18 Selection of Projects ...............................................................................................................................19
Project Management ...................................................................................................................................... 20 Page v
4.1.0 4.1.1 4.2.0 4.2.2 4.2.3 4.2.4 4.3.0 4.4.0 4.4.1 4.4.2 4.4.3 4.4.4 4.5.0 4.6.0 5.0.0 6.0.0 7.0.0 7.1.0 7.2.0 7.2.1 7.2.2 7.2.3 8.0.0 9.0.0
Project Initiation .........................................................................................................................................20 Scope and key deliverables ....................................................................................................................20 Project implementation..............................................................................................................................21 Project Management Methodology .......................................................................................................21 What is agile project management........................................................................................................21 Project milestones using SCRUM (Agile) Methodology..........................................................................22 Project timeline, project plans and work breakdown structure .................................................................23 Project team roles and responsibilities.......................................................................................................28 Project Manager ....................................................................................................................................28 Other team members- Project A ............................................................................................................28 Other team members Project B...........................................................................................................29 Other team members Project C ...........................................................................................................29 Project stake holders .................................................................................................................................. 30 Resource and cost plan ..............................................................................................................................30 Recommended control methods .....................................................................................................................31 Project Termination and Evaluation ...............................................................................................................32 Risk Analysis and Risk Mitigation plan ...........................................................................................................33 Risk Analysis ...............................................................................................................................................33 Risk Mitigation Plan ................................................................................................................................... 34 Risk Management Based on type of risk ................................................................................................34 Risk Mitigation and contingency............................................................................................................35 Risk matrix ............................................................................................................................................. 36
Conclusion.......................................................................................................................................................37 Bibliography....................................................................................................................................................38
Appendix 1-Background of the Organization.................................................................................................................1 Appendix 2 - Findings from the Audit ............................................................................................................................a Appendix 3 Responses to Brand Audit ........................................................................................................................g Appendix 4-Sample Audit................................................................................................................................................ i
Page vi
List of Figures
Figure 1Brand Onion Model Applied to DMS .................................................................................................................4 Figure 2 CBBE Model by Keller 2001 ..............................................................................................................................5 Figure 3 Competitor-Brand Matrix for DMS ..................................................................................................................9 Figure 4 BrandStar DMS ..............................................................................................................................................10 Figure 5 BrandPlanet adopted from BrandZeal ...........................................................................................................11 Figure 6 Brand System for DMS adopted from BrandZeal ...........................................................................................12 Figure 7 Revenues earned by Top performing suppliers-2010 .....................................................................................16 Figure 8 Typical agile methodology adapted from Agile Management ......................................................................22 Figure 9 WBS Project A ................................................................................................................................................23 Figure 10 Project Plan Project A...................................................................................................................................24 Figure 12 WBS Project B ..............................................................................................................................................25 Figure 11 Project Plan-Project B ..................................................................................................................................26 Figure 14 WBS for project C .........................................................................................................................................26 Figure 13 Project Plan-Project C ..................................................................................................................................27
List of Tables
Table 1 Substitutes for DMS products..........................................................................................................................14 Table 2 Relationship between Brand awareness and Revenue ...................................................................................18 Table 3 Project Scoring for Selection ...........................................................................................................................19
Page vii
Creating Brand Awareness
CIM Mem No 12354592
1.0.0 Introduction DMS Electronics is a Computer related product supplier in Sri Lanka representing few well known brands in Hewlet Plackard, Microsoft and Symantec. Since lately DMS experienced diminishing market share for its entire product range and the revenue share has also decreased. The company feels that these are reflective of the low brand awareness of the brand DMS in the market and undertook a study to research and recommend action if required. Terms of reference to this report is thus issued. This study consisted of an audit surveying the market for computer related products, performance of similar companies. Also included is a brand audit on the brand DMS. The results of the audit were critically evaluated and outcomes used to propose future strategies.
2.0.0 Audit findings and analysis The audit conducted is attached as appendix 3, whilst the findings are attached as appendix 2. Audit findings will be summarized and analyzed in this section. 2.1.0 Brand awareness audit Audit results from the brand awareness questionnaire are presented below with the analysis. Brand awareness is analysed for depth and breadth of awareness, strength of associations, and favorability of associations and uniqueness of associations. 2.1.1 Brand awareness Brand awareness has two elements, Depth of Awareness and Breadth of awareness. Depth of Awareness Depth of awareness was measured through brand recognition and brand recall. Low brand recognition and recall was found for DMS.
Page 1
CIM Mem No 12354592
Brand recall was found to be not strong for DMS; consumers ability to retrieve DMS as a Computer related supplier from memory was not high. When asked for PC/Laptop suppliers in their immediate consideration set, DMS was only the fourth most mentioned brand by all respondents. Only 17% said that they will buy their next computer related item from DMS. The top most brand is Softlogic with 32%. Therefore Softlogic brand possesses top-of-the mind awareness when it comes to PCs/Laptops.
Brand recognition was found to be weak. It is difficult for consumers to identify a product with DMS. Only 22% were able to associate computer related items to DMS brand. Of the respondents 40% wrongly associated the brand whilst 38% was not aware. In total 78% of the respondents didnt know what DMS offered. Breadth of brand awareness Breadth of brand awareness of the DMS was found to be low as respondents failed to associate DMS products with purchase and consumption situations: Purchase situations: Consumers didnt associate DMS with a broad range of purchase situations. DMS was not in the immediate consideration set for 83% of all respondents when asked which supplier in general would they consider should they require a new computer related item. When the same question was asked in a different situation only 11% of the respondents said that they would buy from DMS.
Consumption Situations: Consumers are not aware of what DMS is offering. Only 22% was aware of the key offerings from DMS.
2.1.2 Brand Image The DMS brand image was found to be weak amongst consumers by testing the strength, favourability and uniqueness of those associations. It was found that differences in responses correlated with whether respondents were users or non-users of the products offered by DMS.
Page 2
CIM Mem No 12354592
Strength of Brand Associations
There are several common associations of DMS amongst consumers in general which are strong in nature, i.e. those associations are deeply connected to DMS in the minds of consumers. Although differences in the relevance and consistency of the attributes for consumers existed between users and non-users i.e. different respondent groups.
Relevance: The DMSs most relevant attributes amongst all respondents in general were found to be Value for Money and Reliability. Both attributes received 5 or more out of 7 from 80% and 70% of the population respectively on how relevant those two attributes of the Computer related products are to their current usage situation. Therefore it would seem that the most important benefits sought by all consumers offered by DMS are Reliability in product operation and Value for money.
However for computer related items, respondents rated affordability and durability equally high. The three attributes were rated not far behind, demonstrating the fact that consumers place high values in reliability and affordability whilst not been overly conscious of trendiness and innovation
Consistency: Generally, Reliability was a very strong association amongst all consumers. On average, respondents rated reliability over 5 as a strong association they possessed towards the Computer related products. Durability and Good technical support also received consistent scores, with all respondents consistently giving both averages of 4 and 5 respectively. However, perceptions of trendiness, and innovativeness were inconsistent.
Favourability of Brand Associations
The favorability of the DMSs overall brand image is found to be poor. This is due to positive associations in affordability, value for money being negated by negative associations in innovation. Favorability of the image was assessed by observing the level of desirability and deliverability.
Project Management in Marketing Page 3
CIM Mem No 12354592
Desirability: It was found that the DMS possessed attributes that overall were desirable to respondents in general. In terms of affordability, it can be observed that DMS customers relative to non customers were more favorable towards the technical service than non-users, with respective averages scores of 4.8 to 3.1.
Deliverability: Deliverability is high in terms of the top 2 preferences of consumers, i.e. Reliability and value for money. Current users perceive that products exceed expectations with above average ratings. 2.2.0 Brand Onion Brand Onion is a model used to analyse the composition of a brand. The concept behind the model is that the composition of a brand can be peeled off like a skin of an onion.
The brand onion covers three areas; physical attributes customer benefits and intrinsic values. These are marked either positively or negatively. The qualitative profile enables us to understand not just the mind of the customer but the heart i.e. the feelings and emotions of a customer.
Core values
Attributes Benefits
Solid Product Positive Good range of products Negative Issues with delivery dateswhen the company has not been able to meet the given dates Delays in warranty claimsDMS handles warranty claims for all HP products. Replacement dates has been 4-6 weeks Poor customer serviceWhen issues arise customer service executives run away from customers
Benefits
Core Values
Attributes
Good technical support
Figure 1Brand Onion Model Applied to DMS
Page 4
CIM Mem No 12354592
2.3.0 Creating brand awareness-Customer-based Brand Equity Model
Strong brands are important. The challenge is to build a brand that is strong, unique and favourable a brand that evokes positive, emotional feelings. A brand where customers react and experience positively to the brands product/services/ideas/people. (Blog, 2010) DMS need to create a brand that evokes the desired positive knowledge structures: thoughts, feelings, images, perceptions, attitudes. For the purpose of providing guidance for brand building there is a marketing model, called the customer-based brand equity model (CBBE model). The model was initially proposed by Prof. Kevin Lane Keller in 2001. The basic premise of the CBBE model is that the power of a brand resides in the minds of its customers. The CBBE model acts as a branding ladder, or building blocks to guide a firms marketing programs. Below is a diagram of the Customer-Based Brand Equity Model (CBBE model):
Figure 2 CBBE Model by Keller 2001
According to the model, building a strong brand involves four steps:
Page 5
CIM Mem No 12354592
1) establishing the proper brand identity, that is , establishing breadth and depth of brand awareness, 2) creating the appropriate brand meaning through strong, favourable, and unique brand associations, 3) eliciting positive, accessible brand responses, and 4) forging brand relationships with customers that are characterized by intense, active loyalty. Achieving these four steps, in turn, involves establishing six brand-building blocks-brand salience, brand performance, brand imagery, brand judgments, brand feelings, and brand resonance. (Keller, 2001) The CBBE model provides a yardstick by which brands can assess their progress in their brandbuilding efforts as well as a guide for marketing research initiatives.
2.4.0 CBBE Pyramid for DMS brand
Six elements and four steps of creating brand equity is used to develop a road map to create brand awareness of brand DMS. 2.4.1 Brand Salience Brand salience relates to customer awareness, the conditions under which the brand is recalled and how easily and how often it is done. Brand recognition, linking the physical brand-brand name, logo, symbol etc-to associations are also brand awareness and salience. (Keller, 2001) Building awareness requires ensuring that customers understand the product or service category in which the brand competes. In the case of DMS, the management will need to place the brand DMS as a brand competing in the category of computer related products. The audit reflected that 78% of consumers interviewed were not able to associate DMS with computer related products. According to Keller (2001) Salience forms the foundational building block in developing brand equity and provides three important functions. First, salience influences the formation and
Page 6
CIM Mem No 12354592
strength of brand associations that make up the brand image and gives the brand meaning. Second, creating a high level of brand salience in terms of category identification and needs satisfied is of crucial importance during possible purchase or consumption opportunities. Brand salience influences the likelihood that the brand will be a member of the consideration set, those handfuls of brands that receive serious consideration for purchase. Brand salience is also important during possible consumption settings in terms of maximizing potential usage. Third, when customers have a low involvement with a product category, they may make choices based on brand salience alone. (Keller, 2001) DMS can initiate projects to create brand salience. Since this deals with creating awareness among consumers multitude of methods can be used. Social media with its wide mass appeal and cost effeteness is a prime method.
2.4.2 Brand Performance Designing and delivering a product that fully satisfies consumer needs and wants is a prerequisite for successful marketing, regardless of whether the product is a tangible good, service or organization. DMS has a product range that has either met or exceeded customer expectations. What the users of the products tell others and what the company tells customers make the core of the brand performance and therefore needs to be communicated to the potential consumers. 2.4.3 Brand Imagery Brand imagery refers to intangible aspects of the brand. It is how people think of a brand, rather than what they think the brand actually does. User Profiles: - This involves type of person or organization who uses the brand. User profile of DMS is corporate executives. Main products HP, Microsoft and Symantec are mostly used by corporate and their executive level staff.
Page 7
CIM Mem No 12354592
Purchase and usage situations:- This is association of typical purchase situations, and usage patterns. DMS products are usually available through departmental stores like Abans, Odel etc. Personality and Values:The imagery associated with the personality and values are
usually in five categories. Sincerity, excitement, competence, sophistication and ruggedness are the five dimensions. DMS currently undertakes to service and provide after sales services to all HP products sold in Sri Lanka and therefore easily qualify in the competence dimension. History, heritage and experience:- DMS has a history of 35 years of operation in Sri Lanka. Associations with history, heritage and experiences involve more specific, concrete examples that transcend the generations. 2.4.4 Brand Judgments Brand Quality: - It is the perceived quality of the brand. DMS needs to invest in drawing cross references form the product brands they represent. Brand Credibility: - Brand credibility is seen in three dimensions. i.e. expertise, trustworthiness and likeability Brand Consideration: - Consideration is more than awareness, it suggests that customer might purchase the product. Brand Superiority: - Do brand offer advantages that other brands do not. As pointed out earlier technical expertise could be a key factor in deciding brand superiority. 2.4.5Brand Feelings Warmth, Fun, Excitement, security, social approval and self-respect are the emotional responses and reactions customers find evoked by the brand. A possible feeling DMS could try to portray is security. 2.4.6 Brand Resonance This is the final step of the model, which focuses upon the ultimate relationship and level of identification that the customer has with the brand. Brand resonance is more to do with the
CIM Mem No 12354592
intensity or the depth of the psychological bond that consumers have with the brand. Brand resonance is generally in four categories Behavioral loyalty, attitudinal attachments, sense of community, active engagement are the four categories. The resonance experiences loyalty in terms of repeated purchases. The brand may also take a broader meaning to the customer in terms of a sense of community.
2.5.0 Competitor-Brand Matrix
The Competitor-Brand Matrix introduced by BrandZeal plots brands in the competing sector in a two dimensional plan. (Tao, 2009) The parameters used are brand magnetism and product performance. accordingly the matrix forms four quadrants. Products with low performance, but with high brand magnetism are called Faith Brands. High performing products with high brand magnetism are power brands, the most preferred quadrant. Brands that are with low brand magnetism, but in varied degrees of performance are failing brands and functional brands. DMS falls to the functional brand category since the products are performing well but without high brand magnetism.
Faith Brands: Metropoliton MIT Power Brands: Softlogic John Keels Holdings Failing Brands: VCS Functional Brands: DMS EWIS
Figure 3 Competitor-Brand Matrix for DMS
Page 9
CIM Mem No 12354592
2.6.0 Brand Star Model
In this brand mapping system BrandZeal represent the brand as a sun, called a BrandStar and its products as ProductPlanets, these are mapped to orbit around it. In this system, the better the product is at reflecting or encapsulating the spirit of the brand, the closer it orbits around the BrandStar. Consumers are attracted by the radiance and gravity of a brand. The level of awareness it generates, its relevance and appeal. Consumers then experience the products or services that the brand holds within its portfolio. Like other brand mapping tools, this system helps you to clearly define a brand and position its products. However, this mapping system also visually represents how well each product extension fits within a brand system. Some products produce derivatives new flavours or variants that are not important enough to be classified as a new ProductPlanet in their own right. These are called ProductMoons the smaller satellites that orbit their parent ProductPlanet. They may be detailed in the same way as planets with core, environment, population, benefit and atmosphere specified for each one. (Brand universe, 2007)
2.6.1 BrandStar Model applied to DMS BrandStar DMS BrandCore -The brand represents computer related products BrandEnvironment - DMS brand has 30 year history and known for good technical support BrandPhotospere - Brand is mostly used by corporate executive, therefore has a bit of professionalism attached. BrandGravity - Brand awareness is poor and therefore is low BrandMagnitude -This is not strong
Figure 4 BrandStar DMS
Page 10
CIM Mem No 12354592
ProductPlanets
Figure 5 BrandPlanet adopted from BrandZeal
PlanetCore
HP Delivering the best computer products
PlanetEnvironment Rich brand name Robustness PlanetPopulation Middle class Corporate executives Reliable Value for money computers Corporate
Microsoft Delivering the best performance form computers Rich brand name Guaranteed performance Middle class Corporate executives Good technical support Compatible with other computer systems Trendy,
Symantec Protecting your information Reliable
Middle class Corporate executives Good protection on your PC Constantly updated secure
PlanetBenefit
PlanetAtmosphere
Page 11
CIM Mem No 12354592
Brand System DMS
Figure 6 Brand System for DMS adopted from BrandZeal
2.7.0 Porters five forces analysis

New Market Entrants
entry ease/barriers geographical factors incumbents resistance new entrant strategy
Supplier Power
brand reputation geographical coverage product/service level quality relationships with customers bidding processes/capabilities
Competitive Rivalry
number and size of firms industry size and trends fixed v variable cost bases product/service ranges differentiation, strategy
Buyer Power
buyer choice buyers size/number change cost/frequency product/service importance volumes
Product and Technology Development alternatives price/quality market distribution changes fashion and trends legislative effects
Page 12
CIM Mem No 12354592
Competitive Rivalry There are seven main brands of computers represented in Sri Lankan market apart from the unbranded computers. Out of these companies four companies sell HP brand, namely DMS, EWIS, VCS and MIT. There are 3 others selling different brands as alternatives, namely Softlogic, Metropolitan, John Keels Holdings (JKH) There are three other suppliers offering Microsoft products whilst two other companies offer alternatives operating systems to Microsoft. New Market entrants Almost all the major brands of computers are represented in Sri Lanka. Therefore there is no risk of a new entrant to the market. But there could be new players entering the market for existing brands. Supplier Power DMS is under a franchise agreement with HP, Microsoft and Symantec and therefore supplier power is not relevant. Threat of substitutes With the advent of tabs, pads, mobiles with email and web access, there could be a reduction in demand for laptops used for the same purpose. Open source operating systems are available in the market as alternatives to Microsoft. Tech savvy users might opt for free OS rather than paying for licensed Microsoft. In the virus guard and anti-virus market few substitutes are available including free versions.
Product HP Computers Substitute Dell Compaq Acer Canon Lexmark Oracle
Other HP Products (Printers etc) Microsoft products
Page 13
CIM Mem No 12354592
Symantec
Linux Ubuntu Open office Norton AVG Kaspersky

Table 1 Substitutes for DMS products
Buyer power There is no organized buyer power in Sri Lanka for PC buying. Few corporate negotiate based on the volumes.
Page 14
CIM Mem No 12354592
3.0.0
Critical evaluation and derivation of business Case
It is important that the performance of DMS is critically analysed in the context of results of the brand awareness audit. Key results are produced below for analysis as a business case. sults
3.1.0 Competitor Performance Performance-Market Share
DMS offers three main product ranges in its product mix. HP products contribute 41% of the revenue whilst Microsoft products 27% and Symantec 12%. But for none of these products DMS one is the market leader. It is only in the HP product range that DMS is one of the top three.
HP Products
Others, 25%
Microsoft products
Symantec products
EWIS, 40%
Others, 45%
EWIS, 30%
Others, 45%
MIT, 30%
DMS, 15% VCS, 20%
Softlogic, 10% PC House, 15% PC House, 10% Greenwhich PC House Greenwh ich, 15%
EWIS
VCS
DMS
Others
EWIS
PC House
Softlogic
Others
MIT
Others
3.2.0 Competitor Performance Performance-Revenue
When compared with the similar service prov providers in the market DMS is ranked seventh in total revenue earnings. DMS reported Rs1,086 M EBT for the last financial year, where as the top performer Softlogic reported Rs. 2,896 M EBT; almost three times as DMS.
Softlogic- Rs 2,896 M
Others, 10% Kaspersky , 20% , 18% Dell Microsoft Microsoft Kaspersky , 25% Others 23% , Others Microsoft Acer Microsoft Macafee 43% Dell
Metropoliton 2,756 M
John Keels 2,243 M

Others, 17%
Acer
Others, 16%
, 45%
Toshiba, 33%
Macafee ,
Kaspers ky, 19% Microso ft, 31%
Toshiba
Microsoft
Kaspersky
Others
Page 15
CIM Mem No 12354592
Following is the total revenue earned by the main seven companies operating in Sri Lanka in the domain of computer related product suppliers. Revenue for computer related product suppliers
3500 3000 Revenue in SLR M 2500 2000 1500
DMS, 1086 VCS, 1100 MIT, 1720 EWIS, 1510 Softlogic, 2896 Metropoliton, 2756 JKH, 2243 DMS MIT VCS Metropoliton JKH Softlogic EWIS
1000 500 0 1
Figure 7 Revenues earned by Top performing suppliers-2010
3.3.0 Competitor performance-brand awareness
Below are few key findings from the brand awareness audit. The responses to brand recall questions, brand recognition questions and purchase situations are presented. It is obvious that DMS does not own a top of the mind brand as the responses to all three situations is not strong.
Page 16
CIM Mem No 12354592
Brand Recall
In terms of computer suppliers in general, what are the top three that comes to mind?
Others 12% Softlogic 32% don't Know 48%
How do you rate the services offered by DMS ?

Excellent 11% Very Good 13% Good 15% Bad 8%
John Keels 18% DMS 10%
Metropoliton 28%
Very Bad 5%
Softlogic
Metropoliton
DMS
John Keels
Others
Excellent
Very Good
Good
Bad
Very Bad
don't Know
Purchase situations
If you are buying a PC and/or computer related product, from which company would you buy?
DMS 10% VSIS 6% Others 10% JKH 15% MIT 11% Softlogic 26% Metropolito n 17% JKH MIT EWIS VSIS Metropoliton DMS Softlogic Others EWIS 5%
Brand Recognition
What does DMS offer in its product range?
Don't Know 38%
Computer related items 22%
Electronics 19%
Mobile Phones 21%
Computer related items Electronics
Mobile Phones Don't Know
Seven companies were tabled below against revenue, rank in revenue, and consumer decision to purchase, its rank, percentage rated in top three and its rank. ,
Revenue Rs/M Rs/M Rank 2,896 1 2,756 2 2,243 3 1,720 4 1,510 5 Purchase situation Purchase Decision % Rank 28 19 17 12 6 Rated in top three % recalled in top Three Rank 1 32 1 2 28 2 3 18 3 4 6 12 4
Page 17
Soft logic Metropolitan JKH MIT EWIS
CIM Mem No 12354592
VCS DMS
1,100 1,086
6 7
6 12
6 4
10
Table 2 Relationship between Brand awareness and Revenue
When the above table is analysed, it is clear that three brands that the consumers have identified as they would buy, and the three brands they have recalled most, have performed well financially also. Therefore it can be derived that brands that consumers can recall and brands that consumers associate with purchase situations, perform better.
3.4.0 Short comings of the branding approaches
As revealed in the brand awareness audit and subsequent brand onion model, marketing communication effort does not seem to be effective. Current advertising involves newspaper advertisements and other advertisements in magazines. Occasional sponsoring of an event has been done. Also noted is that the absence of a corporate website for the company.
3.5.0 Recommendations
The brands DMS represent in the market do not perform well. But they do perform well when offered by other competitors. Therefore it cannot be an issue with the products. The key difference between DMS and others who perform well is the branding and lack of brand awareness of the DMS brand. Therefore brand awareness among the consumers needs to be enhanced. It is recommended that projects to be created to enhance brand awareness for the brand DMS.
3.6.0 Business Case for projects
This section covers the project initiation phase with strategic placement of projects.
3.6.1 Identification of potential projects
Three projects were identified using the critical analysis. Project A: Creating community brand awareness by creating and maintaining presence on social media sites Facebook and Google+.
Page 18
CIM Mem No 12354592
The project will set about in creating brand awareness of DMS using social media. With the backing of the strong product range with high brand awareness, DMS can harness the powers of the new age communication media, social media. Project B: Creating web presence by designing, implementing and maintaining a corporate website. DMS doesnot have a corporate web site. Web presence is important and will create opportunities for the net surfers to be knowledgeable about DMS. Project C: Creating awareness in the corporate sector by sponsoring corporate events.
DMS has been enjoying a high percentage of market share in B2B business. But as the awareness survey revealed, even the users of products sold by DMS are not aware of that they are using DMS products. The plan is to use the relationship with the leading corporates to present DMS to the staff members.
3.6.2 Selection of Projects
Since the analysis present three potential projects, they need to be prioritized. A rating system is used to arrive at the best project. Six criterions decided as appropriate were used for the rating. Each of the six criteria is scored on a 0-5 point scale, where 0 signifies not applicable, 1 is poor and 5 is excellent.
Project A Project Cost Time to operation Impact anticipated Number of eyeballs Risks involved Strength against competition 5 4 2 4 5 3 23
Table 3 Project Scoring for Selection
Project B 5 4 3 4 5 2 23
Project C 2 3 5 4 4 5 23
The rating scheme returns identical scores for all three projects and therefore all three will be implemented.
Page 19
CIM Mem No 12354592
4.0.0
Project Management
This section covers the project life cycle from initiation to closure. The identified project/projects need to be managed in a manner that delivers the best to the company. Appropriate project methodology should be identified and deployed.
4.1.0 Project Initiation
Key element in project life cycle is the project initiation. Usually the project evaluation and feasibility study is done in this phase. Since in this case those activities were completed in the business case level, the project can commence with setting the scope and deliverables. 4.1.1 Scope and key deliverables Project A The project will target to have 100,000 likes from facebook and 25,000 users from Google+ site within one year. Currently twitter and other social media sites are out of the scope. In Scope : Facebook, Google+
Out of scope : Twitter, My Space etc
Project B Designing, implementing and maintaining corporate website. The site will be a dynamic site with various data updated on products offered by DMS and current trends in the industry. In Scope : Website with Content Management System, Domain name registration, hosting
Out of scope : Static websites
Project C Sponsoring events totaling 2,000 attendents from corporate sector within 1 year. This will enable DMS to associate with some of the users of the products offered by DMS. End of the year the company should have a list of corporate executive with their contact details that can be used for direct marketing/ direct sales drives. In Scope : Events with Executive level staff attendance
Out of scope : not relevant
Page 20
CIM Mem No 12354592
4.2.0 Project implementation Project Methodology is selected and project reaches implementation in this phase. Project plan is created and reporting mechanisms are set in the early stages of this phase. 4.2.2 Project Management Methodology
The projects identified use the Agile project management methodology. Agile is typically used as a project management methodology in marketing since the nature of marketing projects is interactive. Traditional project management involves disciplined and deliberate planning and control methods. This approach is useful when the distinct project management phases are clearly visible. Tasks are completed either sequentially or parallel.
Typical scenario for projects in marketing is that they are highly response driven. The first phase of the project could deliver knowledge to initiate the second phase of the project, whilst in some cases first phase can be revised and revisited.
Also Agile project management does not require hard project management skills unlike in PRINCE2 or PMI methods. When a company does not have separate project management division or project managers dedicated, it is best to use Agile project management methodology, more specifically SCRUM. 4.2.3 What is agile project management Agile management or agile project management is an iterative method of determining requirements for projects in a highly flexible and interactive manner. It requires empowered individuals from the relevant business, with supplier and customer input. Agile techniques are best used in small-scale projects or on elements of a wider programme of work, or on projects that are too complex for the customer to understand and specify before testing prototypes.
Page 21
CIM Mem No 12354592
Agile techniques may also be called extreme project management. It is a variant of iterative life cycle where deliverables are submitted in stages. One difference between agile and iterative development is that the delivery time in agile is in weeks rather than months. Since agile management derives from agile software development, it follows the same standards defined in the agile manifesto when it comes to collaboration and documentation. Several software methods derive from agile, including scrum and extreme programming. (Agile Methodology, 2010)
Figure 8 Typical agile methodology adapted from Agile Management
4.2.4 Project milestones using SCRUM (Agile) Methodology
Since Agile methodology is a iterative project management method, the tasks are created when the project is on the move. The Project milestone plan is decided on the following principles.
Key Elements of Project plan for Agile Project Management 1. Assign roles The key stakeholders are the scrum master (the person who runs the daily scrum meetings), program owner (clearly articulates the goals for the project), chickens (people involved in the project from an informational standpoint), and pigs (the people who will do the heavy lifting for the project). 2. Decide on the duration and frequency of the sprints In agile project management, the idea is to break the work into smaller digestible chunks (i.e. sprints) and meet frequently to discuss progress on the specific tasks. 3. Set goals for first sprint convening a sprint planning meeting.
CIM Mem No 12354592
4. Sprint meetings team members with task responsibilities are required to attend. 5. Discuss, discuss, and discuss again Meetings to be closed by asking the pigs what have you completed, what are you working on next and what the risks are. The goal is to quickly identify risks. 7. Sprint planning (again) As the end of the sprint is approached; it is time to think about the next one. This meeting will review the last sprints results and look at what is next.
4.3.0 Project timeline, project plans and work breakdown structure
Details of project implementation schedule, project plan and work break down structure is presented below for all three projects
Project A
Work Break down structure

Project Social Media 1
Project Initiation 1.1
SprintImplementation 1.2
Sprint Operation 1.3
Project Commencement 1.1.1
Iteration 1 1.2.1
Review 1 1.3.1
Assign Roles 1.1.2
Iteration 2 1.2.2
Review 2 1.3.2
Sprint Planning 1.1.3
Handing Over to Operation 1.2.3
Review 3 1.3.3
Sprint-Requirement Gathering 1.1.4
Review 4 1.3.4
Management Approval 1.1.5
Review 5 1.3.5
Review 6 1.3.6
Figure 9 WBS Project A
Project A-Implementation Schedule
Project Social Media Project Commencement

Duration 179 days 1 day
Start 15-Dec-11 15-Dec-11
End 21-Aug-12 15-Dec-11

Page 23
CIM Mem No 12354592
Assign Roles Sprint Planning Sprint - Requirement Gathering Management Approval Sprint- Implementation Iteration 1 Iteration 2 Handing over to Operation Sprint Operation Review 1 Review 2 Review 3 Review 4 Review 5 Review 6
1 day 1 wk 2 wks 2 days 13 days 1 wk 1 wk 1 day 144 days 1 mon 1 mon 1 mon 1 mon 1 mon 1 mon
16-Dec-11 19-Dec-11 27-Dec-11 12-Jan-12 16-Jan-12 16-Jan-12 24-Jan-12 1-Feb-12 2-Feb-12 2-Feb-12 7-Mar-12 10-Apr-12 14-May-12 15-Jun-12 19-Jul-12
16-Dec-11 26-Dec-11 11-Jan-12 13-Jan-12 1-Feb-12 23-Jan-12 31-Jan-12 1-Feb-12 21-Aug-12 6-Mar-12 9-Apr-12 11-May-12 14-Jun-12 18-Jul-12 21-Aug-12
Project A-Project Plan
Figure 10 Project Plan Project A
Page 24
CIM Mem No 12354592
Project B
Work Breakdown structure

Project Website
SprintImplementation 1.2
Handing Over to Operation 1.3
Iteration 1 1.2.1
Assign Roles 1.1.2
Iteration 2 1.2.2
Sprint Planning 1.1.3
Iteration 3 1.2.3
Sprint-Requirement Gathering 1.1.4 Management Approval 1.1.5
Figure 11 WBS Project B
Project B-Implementation Schedule

Project Website Development Project Commencement Assign Roles Sprint Planning Sprint - Requirement Gathering Management Approval Sprint- Implementation Iteration 1 Iteration 2 Iteration 3 Handing over to Operation Duration 47 days 1 day 1 day 1 wk 2 wks 2 days 24 days 2 wks 1 wk 1 wk 1 day Start 15-Dec-11 15-Dec-11 16-Dec-11 19-Dec-11 27-Dec-11 12-Jan-12 16-Jan-12 16-Jan-12 1-Feb-12 9-Feb-12 17-Feb-12 End 17-Feb-12 15-Dec-11 16-Dec-11 26-Dec-11 11-Jan-12 13-Jan-12 16-Feb-12 31-Jan-12 8-Feb-12 16-Feb-12 17-Feb-12
Page 25
CIM Mem No 12354592
Project B-Project Plan
Figure 12 Project Plan-Project B
Project C
Work Breakdown structure

Project Sponsoring 1
Sprint-Operation 1.2
Event 1 1.2.1
Assign Roles 1.1.2
Event
Review Sprint Planning 1.1.3 Event 2 Sprint-Requirement Gathering 1.1.4 Management Approval 1.1.5 Figure 13 WBS for project C Event 3 1.2.3 1.2.2
Page 26
CIM Mem No 12354592
Project C-Implementation Schedule

Project-Event Sponsoring Project Commencement Assign Roles Sprint Planning Sprint - Requirement Gathering Event Sponsoring Plan Management Approval Sprint Operation Event 1 Event Review 1 Event 2 Event Review 1 Event 3 Event Review 1 Duration 89 days 1 day 1 day 1 wk 2 wks 1 wk 2 days 45 days 2 days 1 day 1 day 2 days 1 day 1 day 2 days 1 day 1 day Start 15-Dec-11 15-Dec-11 16-Dec-11 19-Dec-11 27-Dec-11 12-Jan-12 20-Jan-12 15-Feb-12 15-Feb-12 15-Feb-12 16-Feb-12 15-Mar-12 15-Mar-12 16-Mar-12 16-Apr-12 16-Apr-12 17-Apr-12 End 17-Apr-12 15-Dec-11 16-Dec-11 26-Dec-11 11-Jan-12 19-Jan-12 23-Jan-12 17-Apr-12 16-Feb-12 15-Feb-12 16-Feb-12 16-Mar-12 15-Mar-12 16-Mar-12 17-Apr-12 16-Apr-12 17-Apr-12
Project C-Project Plan
Figure 14 Project Plan-Project C
Page 27
CIM Mem No 12354592
4.4.0 Project team roles and responsibilities
All three projects do not intend to recruit new staff. Team members will be identified from the existing staff.
4.4.1 Project Manager
A responsible person from the division of Marketing at the DMS Electronics should head the projects on a part time basis. The person with following skills will have to be evaluated and identified. Project Management Human Resource Management Communication Management Project Process Integration Documentation Procurement Management Quality Management Time Management
4.4.2 Other team members- Project A
Role Project Owner Project sponsor
Individuals/Names
Responsible for
Project Manager
Project Team
Director MarketingApproving & Monitoring the project DMS Director Finance- DMS Funding the project Monitoring the return Controlling the spending Marketing Manager Ensuring the project progress & success Managing the teams Managing stakeholders Managing project finance Managing the communication Advertising Coordination of creation of artwork for Facebook Executive advertising Legal executive Make sure the compliance & adherence to regulations Product Manager Update the team with new product information Finance executive Budget and expense tracking IT Staff Evaluate technical proposals for web site development and selection of a vendor Maintain CMS
Page 28
CIM Mem No 12354592
1 HR coordinator Procurement coordinator

4.4.3 Other team members Project B
Training, welfare, rewarding help Handling procurement
Individuals/Names
Responsible for
Project Manager
Project Team
Director MarketingApproving & Monitoring the project DMS Director Finance- DMS Funding the project Monitoring the return Controlling the spending Marketing Manager Ensuring the project progress & success Managing the teams Managing stakeholders Managing project finance Managing the communication Advertising Coordination of creation of artwork for web pages Executive Legal executive Make sure the compliance & adherence to regulations Product Manager Update the team with new product information Finance executive Budget and expense tracking IT Staff Evaluate technical proposals for web site development and selection of a vendor Maintain CMS 1 HR coordinator Training, welfare, rewarding help Procurement Handling procurement coordinator
4.4.4 Other team members Project C
Individuals/Names
Responsible for
Project Manager
Director MarketingApproving & Monitoring the project DMS Director Finance- DMS Funding the project Monitoring the return Controlling the spending Marketing Manager Ensuring the project progress & success
Page 29
CIM Mem No 12354592
Project Team
Procurement coordinator Product Manager Finance executive
Managing the teams Managing stakeholders Managing project finance Managing the communication Handling procurement Update the team with new product information Budget and expense tracking
4.5.0 Project stake holders
Following is the list of key stakeholders 1. project manager 2. team members 3. entire senior management of DMS 4. facebook 5. google+ 6. possible web site designers 7. hosting agency for the web site 8. HR dept for recruitments 9. Corporates possible to have sponsored events. 10. Product managers for every product offered by DMS 11. marketing executives 12. Hotels hosting the events sponsored
4.6.0 Resource and cost plan
All three projects do not intend to recruit any personnel. The strategy is to tie up with companies and/or individuals. Project A:Project B:FBML expertise, social media marketing expertise. Web developing company with content management system expertise. Both A and B projects can be bundled and offered to one company. Project C:No expertise required.
Following is the basic cost plan.

Project A Hiring of services-FBML specialist Project Manager Allowance Food for meetings Other material stationary etc
Initial Cost Operational cost (Monthly) 100,000 30,000 10,000 6,000 2,000
Page 30
CIM Mem No 12354592
100,000 Project B Web site design Web site maintenance web site hosting Domain name registration Food for meetings 100,000
48,000
1,500 400 6,000 3,000 106,000 4,900
Project C
Cost per 2000 attendants @ 2500 (Total for 10 events) Other promotional material
5,000,000 1,000,000 6,000,000 0 52,900
Grand Total
6,206,000
5.0.0
Recommended control methods
Method Project status reports
Benefits This report will be circulated once in every two weeks within the project team & among other joint stakeholders. The reports will include the progress, deviations, issues & tasks completed while giving financial records related to completed tasks
Project meetings
Verbal expression of project progression. Minute will be sent to key internal stakeholders to understand the project progress.
Project monitoring
Key method of control. TIME, COST & SCHEDULE will be benchmarked against the current project progress to determine any Crises, catastrophes & Changes. A clear idea is given where the project at now & the status.
Page 31
CIM Mem No 12354592
6.0.0
Project Termination and Evaluation
Following activities will be carried out for the project closure and evaluation. Activity Project office and team Task or Description Official communication of project closure. Final project team meeting. Appreciate each individuals support & token as an appreciation. Reassign staff. Project Evaluation After all activities are completed final evaluation report is generated. Terminate the other resourcing & procedures. Management Reporting Submit the project report to Board of Directors & Finance Division Project Recording Financial Archive the project records Final financial report is generated. Variances are highlighted with outstanding if any. Lessons learnt report A report to be prepared with lessons learnt from the three projects. This will be the knowledge sharing document with the rest of the staff at DMS.
Page 32
CIM Mem No 12354592
7.0.0 Risk Analysis and Risk Mitigation plan The Implementation and Execution section of the Risk Management Plan describes the procedures for dealing with risk for projects. It follows the Project Management Institute Project Management Book of Knowledge (PMBOK) recognized as an industry standard for Project Management. (Management, 2009) The risks highlighted during the audit are used to create the risk analysis. Weaknesses and threats from SWOT analysis contributed to the risk list. 7.1.0 Risk Analysis Key risks are identified below with type of risk source noted and the impacts are tabled below. Each risk is rated.
Risk Factors Strategic Risk 1.1 Inability to meet set targets of awareness levels 1.2 failure in project objectives since it relates to behavior of people and therefore cannot be accurately forecasted Project based Risk 2.1failure to abide to timelines 2.2 Risk in the project members not functioning together as a team 2.3 Risk in vendors non performing Financial Risks 3.1 Increase in cost of services 3.2 Unexpected Taxes & surcharges 3.3 Currency Fluctuations Type of Risk Source Internal Risk Source External risk source Impacts -Reduces total revenue Rating Low Moderate
-Reduces the returns from the projects -Overall delay in completion of project involves unexpected cost increase & de-motivation -Delay in revenue generation. -Decrease in overall quality of work
Internal Risk Source
Low Moderate Low Moderate Low Low
External Risk Source
-increase of overall costs -unexpected product price increases leading to inability to deliver value for money -Unexpected losses
Low Moderate Low Moderate
Operational Risks 4.1 Inability to complete day to day tasks 4.2 systems not supportive enough
Internal Risk Source
-Decreases efficiency
Low Moderate Low
Low
Page 33
CIM Mem No 12354592
Macro Risks 5.1Economic Downturn in the target markets
External Risk Source
-Decrease in revenue -In ability to evaluate the performance of projects due to external forces.
Low
7.2.0 Risk Mitigation Plan It is a fact, not a cliche that all projects carry risk through uncertainty. However, few organisations would claim to be satisfied with the application of risk management on their projects, or be able to demonstrate the same. This can be a major constraint to successful project delivery. Improving project risk management involves two main objectives: improving the ability to identify risk, while we still have time in the project lifecycle to influence it, and embedding the management of risk into the mainstream of delivering projects. (Project Risk Management, 2010)
7.2.1 Risk Management Based on type of risk Mitigation Process The options for Risk mitigation Key Responsibil ities Strategic Risk Accepting Project Based Risk Prevent or mitigate the risk impact -Review weekly, monthly basis performance & tasks completed. -Status reports to management (traffic light) Financial Risk Accepting Operational Risk Prevent or mitigate the risk impact -weekly review on performances & project completion. Macro Risk Accepting
-Have secondary brand awareness plans
-Contingency budgetary allocations -First two projects are not investment heavy -third project expenses are in stages -losses can be minimized
-The money spent on building a brand is an investment which should bring in returns.
Impact on Risk
-Can minimize losses
-Brand value can be maintained -delays can be avoided
-Delays & process issues can be solved immediately and can be avoided if
-positive approach for the future
Page 34
CIM Mem No 12354592
proactive. Probable Outcome The core project purpose to be a failure, but losses to be minimized and alternative plans implemented. -Losses to be minimized The project will be a success, and will have to take corrective activities towards awareness The projects will be successful project will be successful Project will not fail, but returns would delay.
Advantages
-wastages of time & money minimized.
-A brand relived.
-Complete project successfully on time
May create positive results after some time
7.2.2 Risk Mitigation and contingency
Risk 1.1
Mitigation Constant status reporting to management
Contingency Have secondary brand awareness plans
1.2
Deploy methods of obtaining constant customer feedback
Have secondary brand awareness plans
2.1
Weekly status update on timelines
Have liquidated damages clauses to control vendors Deploy additional staff if required
2.2 2.3
Team bonding sessions Carry out a proper vendor selection process to select vendors based on multiple criterion.
Replace team members if required Have a termination clause in the agreement enabling DMS to terminate contracts in a non performing situation Cost of sponsoring- Accept the risk, no contingency
3.1
Have a fixed price contract
3.2
Have a fixed price contract
Cost of sponsoring- Accept the risk, no contingency
3.3
Have a fixed price Rupee contract
Cost of sponsoring- Accept the risk, no

Page 35
CIM Mem No 12354592
contingency 4.1 Bind the team members on SLAs for operations 4.2 5.1 Check the system compatibility Terminate the sponsoring project in a economic crisis Issue versions with compatibility (website) No contingency plan Replace team members if required.
7.2.3 Risk matrix
A risk matrix is used to identify the potential exposure to risk that can not be avoided.
Event: The possible risk event that can happen. This is deived from the identified risks from above. Probability: How likely is it to happen. Impact: How bad will it be if it happens? Mitigation: Effectiveness of the mitigation in probability. Contingency: How can the Impact be reduced and by how much. Reduction = Mitigation X Contingency Exposure = Risk Reduction
Risk / Mitigation/ contingency categorization and rating

Vey Low Low Low moderate Moderate High Moderate High Very high 0.15 0.25 0.35 0.5 0.65 0.8 0.9
Event Probability Impact Mitigation Contingency Reduction Exposure 1.1 0.25 0.65 0.50 0.25 0.13 0.04 1.2 0.35 0.65 0.15 0.15 0.02 0.21 2.1 0.35 0.15 0.25 0.15 0.04 0.02 2.2 0.25 0.50 0.35 0.25 0.09 0.04 2.3 0.25 0.25 0.15 0.15 0.02 0.04
CIM Mem No 12354592
3.1 3.2 3.3 4.1 4.2 5.1
0.35 0.35 0.35 0.25 0.25 0.25
0.15 0.15 0.15 0.25 0.25 0.50
0.25 0.25 0.25 0.15 0.25 0.00
0.15 0.15 0.15 0.15 0.25 0.00
0.04 0.04 0.04 0.02 0.06 0.00
0.02 0.02 0.02 0.04 0.00 0.13
8.0.0
Conclusion
The study revealed interesting facts on the company. DMS is not the leading computer related product supplier and has potential to improve on their financial performance. A brand audit was used to measure the brand awareness of the brand DMS. It was found that the brand awareness is low. Then the brand awareness of the competitors were analysed with their financial performance to find that a direct co-relation relationship exists. Therefore strategies were formed to create brand awareness. Models Brand Onion, BrandStar, and Competitor-Brand matrix were used to further analysed the brand performance. Customer-based Brand Equity model was used form strategies on how to create brand awareness. Three projects were identified and on the project scoring for prioritization, all three scored equal points. The projects were to create presence in facebook and Google+, create a corporate website and sponsor corporate events. This report also outlines project management methodology for the identified projects and risk management practices. The study identified creating brand awareness as critically important for better financial performance and recommends DMS to carryout the said projects.
Page 37
CIM Mem No 12354592
9.0.0
Bibliography
(2010, 08 11). Retrieved 11 24, 2011, from Agile Methodology: www.agilemethodology.org Blog, B. a. (2010, 01 26). CBBE Model. Retrieved 11 24, 2011, from Brand and Butter Blog: http://brandandbutter.wordpress.com/ Brand universe. (2007, 08 09). Retrieved 11 20, 2011, from Brand Zeal: www.brandzeal.com Keller, K. L. (2001). Building Customer based Brand Equity. California: Marketing Science Institute. Management, I. o. (2009). Project Management Book Of Knowledge 4.0. 06: 01. Project Risk Management. (2010, 10 1). Retrieved 11 25, 2011, from Project Mnagement Informed Sources: http://www.pmis.co.uk/project_risk_management.htm Tao, B. (2009, 03 12). Brand Matrix. Retrieved 11 24, 2011, from Brand Tao: http://brandtao.wordpress.com/2009/03/12/competitive-set-brand-matrix/
Page 38
CIM Mem No 12354592
Appendix 1-Background of the Organization
DMS was formulated in 1981 and is well renowned for providing IT solutions in Sri Lanka. It is one of the pioneers of the IT industry and is an authorized business partner for Hewlett Packard (HP). DMS offers a wide range of HP products including printers, scanners, plotters, desktop pc's, notebooks and professional workstations.
Vision
A global company that produces solutions of value that delight customers by integrating technology building blocks from world class suppliers and adding the glue that gives a sustainable competitive advantage.
Mission
To ensure that all stake holders will be provided with maximum value. Customers: Valuable Solutions and a pleasant experience of service from DMSE Employees: To be happy and satisfied. To play in the best team in town!! Managers: A broader sense of ownership and achievement Corporation: A good return on capital invested
Customer Base
DMS mainly operates business to business. They deal with vertical markets like manufacturers, Financial institutions, Software houses, Advertising & media houses, education sector, NGOs etc.
Sales, Manufacturers, 30%
Manufacturers
Sales, Others, 35% Sales, Financial Inst, 20% Sales, Telecom, 15%
Financial Inst Telecom Others
Page 1
CIM Mem No 12354592
Organization Chart (Management)

Managing Director
General Mgr Sales
General Mgr Engineering
Group Mgr(PSG/IPG)
Group Mgr(TSG)
Group Mrg Service
Position in the Market
There are 8 main players in the industry and DMS holds the seventh place and has 8% of market ers share while Softlogic is the market leader with 20% of market share. hare
Products & Services
DMS offers the entire product portfolio of HP (Hewlett Packard) ranging from printers, scanners, Desktops, Laptops, Servers & Storage. Once the products are sold, DMS offers onsite ers, or carry-in warranty based on the product. in Microsoft products including MS windows and MS Office are offered to the Sri Lankan market through franchise arrangement with Microsoft Corporation. Similarly leading anti-virus product with anti Symantec is offered. Plantronics, a light weight headset, Hypercom a POS system completes the product range.
Page 2
CIM Mem No 12354592
Appendix 2 - Findings from the Audit
This audit report summarizes the key findings of the brand audit conducted on DMS Electronics. findings The audit will scrutinize the current brand position with external and internal analysis.
1.0.0 Methodology
Primary Research Questionnaires: Questionnaires were used with selected convenience sample c consisting of 40 people. The questionnaire targeted to evaluate brand awareness and brand associations. Interviews: Senior management of DMS electronics was interviewed for insight into the marketing strategy of the company Secondary Research Internal data: Sales information and details of revenue breakdown was used to derive the product portfolio. External data: information on brand performance of competitors from various websites, marketing reports and sector performance reports was used.
2.0.0 Current Product Portfolio t
Product Portfolio Following is the current product portfolio of DMS electronics, based on the sales revenue for year 2010.
Symantec Products, 12% Apple Products, 9%
HP products Microsoft products
Plantronics Products, 7% Hyper Com Products, 4% Microsoft products, 27%
HP products, 41%
Hyper Com Products Plantronics Products Apple Products Symantec Products
Page a
CIM Mem No 12354592
Product Performance
HP EWIS VCS DMS Others Microsoft EWIS PC House Softlogic Others Symantec MIT Greenwich PC House Others
40% 20% 15% 25% 100%
30% 15% 10% 45% 100%
30% 15% 10% 45% 100%
Competitor Performance-Products
Softlogic Dell Microsoft Kaspersky Others Metropoliton Acer Microsoft Macafee Others JohnKeells Toshiba Microsoft Kaspersky Others
45% 25% 20% 10% 100%
43% 23% 18% 16% 100%
33% 31% 19% 17% 100%
Competitor Performance-Revenue
Revenue Rs/M Softlogic Metropoliton JKH MIT EWIS VCS DMS Rs/M 2,896 2,756 2,243 1,720 1,510 1,100 1,086 Rev Rank 1 2 3 4 5 6 7
3.0.0 SWOT Analysis
Strengths Strong brands to represent Market share in the corporate sector Brand value of the brands to offer good technical support Opportunities New markets such as NE Brand consciousness shown by the markets
Weaknesses No representation in the retail sector No web presence less focus on marketing division Threats Aggressive marketing strategies by competitors tendency to replace laptops with ipad
Page b
CIM Mem No 12354592
Growth market focus Economic boom expected Growth of Social Media networks
and other android based pads for mobile communication needs alternative products availability in the market
4.0.0 Brand Awareness Audit
Qualitative and Quantitative Qualitative audit was used to measure brand awareness. From the responses to the questions, depth and breadth of awareness, strength of associations can be derived. Quantitative responses help to ascertain these numerically. When asked to name top three computer related brands DMS occupied the fourth position, whilst top three were Softlogic, Metropoliton and JKH. Only 22% was able to associate DMS with correct product range. About 39% of the respondents rated services of DMS good or better than good. Reliability received high scores throughout in strength, relevance, importance, satisfaction and comparison. Value for money and affordability also received high scores in relevance and importance. Refer Appendix 3 for Results.
5.0.0 Business Case
When the above data is analysed it is obvious that brand DMS does not carry adequate depth and breadth. Therefore it is required to create brand awareness on the brand DMS in the minds of customer, competitors and community. Three projects are identified as sub projects of this initiative. They are 1. Creating community brand awareness by creating and maintaining presence on social media sites Facebook and Google+. 2. Creating web presence by designing, implementing and maintaining a corporate website. 3. Creating awareness in the corporate sector by sponsoring corporate events.
Page c
CIM Mem No 12354592
6.0.0 Environmental analysis having a direct impact on the project
Internal Strengths Respondents to the survey indicate that brand HP carries a high awareness. Therefore if associations can be created with it, brand image of DMS could be increased. The presence of DMS in the corporate sector is high compared to the retail B2C market. Strategies could be formulated to leverage the advantage into retail market. Weaknesses DMS has not moved into the retail market aggressively. Therefore only limited opportunities exist for the brand to be directly exposed to the consumer. The weakness of company not having any web presence is to be addressed through a project. External Opportunities Sri Lankan community has also embraced social media networking. DMS has a great opportunity to present the brand to a group which could be customers. The advantage of social media marketing is, it is low in cost and high in return especially for creating brand awareness.
7.0.0 Resource requirements
Human resources The three projects require a coordinator to manage DMS interests whilst majority of work can be out sourced. A resource with capability in FBML-can be out sourced
Infrastructure Web developing company with FBML capabilities A web hosting agency
8.0.0 Potential implications, challenges and constraints and associated risks
Implications The project requires a change of thinking from the staff members. From a company operating mainly with B2B sales, the projects will make DMS operate in B2C areas as well. If the staff is
Project Management in Marketing Page d
CIM Mem No 12354592
not prepared to accept the challenges of the new boundaries, DMS will fail to benefit from the project. Challenges Obtaining staff motivation to carryout the projects
Constraints Risks Strategic Risk Inability to meet set targets of awareness levels failure in project objectives since it relates to behavior of people and therefore cannot be accurately forecasted Project based Risk Lack of experience in project management failure to abide to timelines Risk in the project members not functioning together as a team Risk in selection of vendors Unable to meet short term targets set. Financial Risks Increase in cost of services Unexpected Taxes & surcharges Currency Fluctuations Operational Risks Inability to complete day to day tasks systems not supportive enough Operational issues among the team members Macro Risks Economic Downturn in the target markets Lack of knowledge in project management Lack of expertise in the facebook marketing lack of expertise in facebook markup language
Page e
CIM Mem No 12354592
9.0.0 Summary of Key Findings
DMS brand as a low awareness. This was demonstrated by the brand audit carried out. A high percentage of interviewees were not able to associate DMS with the current product portfolio. When tested with purchase situations in two questions, respondents expressed the reluctance to purchase DMS. Although technical competence of DMS known among the users of DMS products, the percentage was not very high in the context of the main sample.
SWOT analysis revealed the threats in the market sector and opportunities available in the new market development. But the weakness in the brand awareness and non experience in the retail sector makes DMS vulnerable to business risks. Therefore a business case is developed to create market awareness. Three projects were identified in this initiative.
Key risks involved in the projects originate from project based risks, mainly in Lack of experience in project management and failure to abide to timelines. Other types of risks were also identified.
Page f
CIM Mem No 12354592
Appendix 3 Responses to Brand Audit Qualitative Responses

1.1 What does DMS offer in its product range? Computer related items Mobile Phones Electronics Don't Know 1.2 If you are buying a PC and/or computer related product, from which company would you buy? JKH EWIS Metropoliton Softlogic MIT VSIS DMS Others 1.3 How do you rate services provided by DMS? Excellent Very Good Good Bad Very Bad don't Know Good Bad don't Know Yes No don't Know Softlogic Metropoliton DMS John Keels Others Softlogic Metropoliton EWIS John Keels Others Yes No 22 21 19 38 100 15 5 17 26 11 6 10 10 100 11 13 15 8 5 48 100 29 16 55 100 15 28 57 100 32 28 10 18 12 100 31 26 18 11 14 100 36 64 Page g
1.4
How do you feel about the technical assistance provided by DMS?
1.5 Is DMS expensive compared to similar service providers?
2.1 In terms of computer suppliers in general, what are the top three that comes to mind?
2.2 Who do you think is the closest competitor of DMS
2.3 Are you a user of any DMS products?
CIM Mem No 12354592
3.1 Should a brand new computer product be released into the market, and its better in every aspect than your current , what is the likelihood that you will buy it immediately? 3.2 What is the likelihood of you buying the above from DMS?
Likely Unlikely Don't Know Likely Unlikely Don't Know
100 19 34 47 100 11 51 38 100
Quantitative Responses
Strength
Mean Median Mode Mean
Relevance
Median Mode Mean
Importance
Median Mode Mean
satisfaction
Median Mode Mean
comparison
Median Mode
Reliable Durable Value for money Affordable Trendy innovative Easy to use Good technical support
3.45 3.05 3.15 3.10 3.20 2.80 3.05
4.00 3.00 3.00 3.00 4.00 2.50 3.00
4.00 4.00 4.00
4.95 4.70 5.30
5.00 4.00 5.00 6.00 5.00 4.00 4.00
5.00 4.00 5.00 6.00 6.00 4.00 4.00
5.35 5.45 5.40 5.10 4.45 3.75 4.20
6.00 6.00 5.00 5.00 4.00 4.00 4.00
6.00 6.00 5.00 4.00 4.00 4.00 4.00
5.50 5.31 5.44 5.31 4.38 3.81 4.25
6.00 6.00 5.00 6.00 4.00 4.00 4.00
6.00 6.00 5.00 4.00 4.00 4.00 4.00
5.25 5.00 5.25 5.25 4.13 3.88 4.25
5.50 5.00 5.00 5.50 4.00 4.00 4.00
6.00 4.00 5.00 4.00 4.00 3.00 4.00
4.00 4.00 2.00 4.00
4.90 4.85 3.75 3.90
3.30
3.00
4.00
4.60
5.00
5.00
4.25
4.00
3.00
4.31
4.50
3.00
4.38
4.50
3.00
Page h
CIM Mem No 12354592
Appendix 4-Sample Audit
Measuring brand awareness and associations 1.1 1.2 What does DMS offer in its product range? If you are buying PCs and/or computer related items, from which company would, you buy? 1.3 1.4 1.5 How do you rate services provided by DMS? How do you feel about the technical assistance provided by DMS? Is DMS expensive compared to similar service providers?
Awareness Depth: Brand Recall: 2.1 In terms of computer related suppliers in general, what are the top three that comes to mind? 2.2 Who do you think is the closest competitor of DMS? 2.3 Are you a user of any DMS products?
Awareness Breadth: Purchase Situation: 3.1 Should a brand new computer product be released into the market, and its better in every aspect than your current product, what is the likelihood that you will buy it immediately? 3.2 What is the likelihood of you buying the above from DMS?
Page i

Task 2 Final

Transféré par

Informations du document

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Task 2 Final

Transféré par

Droits d'auteur :

Formats disponibles

Creating brand Awareness

Assignment/Project Front Sheet

Unit Title Level/Award Accredited Study Centre

Project Management of Marketing Professional Diploma in Marketing Strategy Business School

Project Management in Marketing

Project Management in Marketing

Project Management in Marketing

Project Management ...................................................................................................................................... 20 Page v

Project Management in Marketing

Project Management in Marketing

Project Management in Marketing

Creating Brand Awareness

CIM Mem No 12354592

Project Management in Marketing

Creating Brand Awareness

CIM Mem No 12354592

Project Management in Marketing

Creating Brand Awareness

CIM Mem No 12354592

Strength of Brand Associations

Favourability of Brand Associations

Creating Brand Awareness

CIM Mem No 12354592

Good technical support

Figure 1Brand Onion Model Applied to DMS

Project Management in Marketing

Creating Brand Awareness

CIM Mem No 12354592

2.3.0 Creating brand awareness-Customer-based Brand Equity Model

Figure 2 CBBE Model by Keller 2001

According to the model, building a strong brand involves four steps:

Project Management in Marketing

Creating Brand Awareness

CIM Mem No 12354592

Project Management in Marketing

Creating Brand Awareness

CIM Mem No 12354592

Project Management in Marketing

Creating Brand Awareness

CIM Mem No 12354592

Creating Brand Awareness

CIM Mem No 12354592

2.5.0 Competitor-Brand Matrix

Project Management in Marketing

Creating Brand Awareness

CIM Mem No 12354592

2.6.0 Brand Star Model

Project Management in Marketing

Creating Brand Awareness

CIM Mem No 12354592

Figure 5 BrandPlanet adopted from BrandZeal

HP Delivering the best computer products

Symantec Protecting your information Reliable

Project Management in Marketing

Creating Brand Awareness

CIM Mem No 12354592

Brand System DMS

Figure 6 Brand System for DMS adopted from BrandZeal

2.7.0 Porters five forces analysis

entry ease/barriers geographical factors incumbents resistance new entrant strategy

Project Management in Marketing

Creating Brand Awareness

CIM Mem No 12354592

Other HP Products (Printers etc) Microsoft products