CHAPTER ONE

INTRODUCTION 1.1 BACKROUND OF THE STUDY Marketing strategy should spell out the market segment in which the company will focus. The segment differs in their needs and wants of customers to marketing and profitability. Consequently deliberate efforts are made to achieve the objective of firm notwithstanding the inevitable changes that are beyond the control of firm. These objectives are pursued using measures (cooperate strategies) that were determined after a careful appraises of the internal condition and external environment factors that have influence of the business of the organization. (Generally management should outline the specific strategies for such marketing mix-element of new product field sales advertising sales promotion, price and distribution). Nevertheless, marketing analysis is important and the fead responsibility for formulating corporate strategies is increasingly being entrusted to the marketing department in many companies also make right decision about four major components of marketing mix (Prices, places, promotion and product). It is glaring that investment decision without a sound corporate strategies is like a ship without a rudder and a waste of time. No wonder (Winter 1974:34) said that allocating resources to investment without a sound concept of divisional and corporate

strategy is a lot like throwing darts in a darkroom. Investment decision which involves a firms decision to invest its current find most efficiently in the long term asset in anticipation of an expected flow of benefit over a fenes of years include:- expansion, acquisition, modernization and replacement of the long term assets, sales of division or business (investment), change in the method of sales distribution, advertisement, campaign, research and development programme e.t.c needs a well formulated strategies. A well formulated strategy help to marshal and allocate an organization resources into a unique and viable position based on its relative internal competencies and shortcomings, anticipated changes in the environment and the contingent moves by intelligent opponent. Therefore the study is aimed at focusing on the impact of overall corporate strategy on investment decision in Nigeria with a particular emphasis on (CADBURY NIGERIA PLC) to highlight the effective and efficient attainment of investment decision of an organization particularly on expansion in achieving a sustainable competitive advantage, capital efficiency and profitable long term growth and wealth maximization shareholders. 1.2 STATEMENT OF THE PROBLEM The practice of corporate strategy in relation to investment decision by business organization in Nigeria is a new phenomenon however, it is self evident that no individual firm is problem free. The problem to be addressed in as follows:What is the effect of strategy on the firms investment decision particularly on the area of expansion?

And also, some of the problem include; 1. In-effective control of channel of distribution 2. Competition from rural companies (that is:- company producing similar product which are close substitute) e.g Nestle 3. Lack of expert may affect the appreciation of full application of corporate marketing strategy concepts.
4. The consumers buying behavior on companys product.

5. Difficulties in evaluating the effect of promotional strategies of the company on target audience. 6. Need to increase volume of profit even when there is a continuous decline in sales turn over. 1.3 PURPOSE AND OBJECTIVE OF THE STUDY The objective of the study in line with the stated problem is:- to investigate whether Cadbury Nigerian Plc strategic pattern affect the companys expansion investment decision. Some other aims and objective include: 1. Evaluation of the method of marketing strategies to be adopted during a period of economic depression
2. To evaluate the industry trend and identify the possibility of improvement on the

marketing system.

3. To identify the impact of the method of the distributive channel being adopted by the organization study 4. To evaluate the problems encourage by close substitute product from different company 5. To recommend solution based funds. 1.4 RESEARCH QUESTIONS Below are the following research question:1. Does lack of marketing infrastructure make marketing strategy in-effective for product performance? 2. Is marketing strategy a necessary tool for competition? 3. Does consumer buying behavior and product lifecycle affect product performance? 1.5 HYPOTHESIS OF THE STUDY

H1: (NULL HYPOTHESIS) Marketing expert increase corporate marketing strategy? H0: (NULL HYPOTHESIS) Marketing expert increase corporate marketing strategy H1: What effect has consumer buying behavior and product lifecycle stage affect on product? H0: Consumer buying behavior and product lifecycle stage affect product.

H1: Can marketing strategy seriously affect the good performance of product in the market? H0 : 1.6 Marketing strategy seriously affect the good performance of product in the market. JUSTIFICATION/SIGNIFICANCE OF THE STUDY The significance of the study. In its ability to unveil the benefit of corporate strategies to manager and the need to adapt a more rational approach to investment decisions in the complex and changing environment which the firm exist rather than adhering to the traditional method which is more or less a rute of thumb before committing the scare resources of an organization to a decision which one taken and committed is irreversible. 1.7 SCOPE AND LIMITATION OF THE STUDY The research work is designed to focus on the impact of corporate on investment decision of organization with particular emphasis on explanation decision, other variables held constant. Cadbury Nigeria Plc will be used as a case study, focusing on the five years financial summary of the company from 2001 2005. The researcher faces a number of challenges in her effort to carryout a sound survey among which includes:1. Inability to obtain necessary information due to administrative bottleneck, coupled

with the fact that some infor-------- considered as confidential, these do not encourage sound research.

2. Time and finance among other constrains hindered the researcher from doing a more thorough and rigorous work. 1.8 HISTORICAL BACKGROUND OF THE CASE STUDY The origin of the business stretch back to the 1950s first as an activity to source cocoa beano white simultaneously prospecting for opportunities to serve the local consumer market with the famous Cadbury products. An initial packing operation established in the early 1960s to pack imported bulk product greew rapidly into a full fledged manufacturing outfit. The company has consistently maintained a highly focused portfolio of well established brand within its core businesses area each of them providing factional benefit to our customers and hands rewards for our customers. Many of the keybrand are long established, and reflect the consistent philosophy of functionality, affordability and nourishment. The most notable among these are :1. Burnvita 2. Goody-Goody

1960 1966 1970 1989 1996 2004

3. Tom Tom 4. clairs 5. Richoco 6. Bubba Bubble Gum

7. Orebor Koffi Shek 8. Halls Ahomka Ginger 9. Orebor butter Mint 1.9 1. DEFINITION OF TERMS

1989 2004 1976

Corporate Strategy: It focuses on the overall activities of the organization as a whole

2.

Strategy: It is the pattern or plan that integrates an organization major goals, policies and action significance into a cohesive whole.

3.

Market: It any place at a point in time where buyer and seller meets for exchange of goods and services

4.

PRICE: It is the worth used for exchange of goods and services e.g. Lent, Salary etc

5.

PLACE: It is an area to select channel of distribution that will satisfy the needs of the consumers

6.

PROMOTION: It is an exercise in persuading and influencing an audience in order to exchange processes and determined consumer demand for a product.

CHPATER TWO
LITERATURE REVIEW 2.1 THE CONCEPT OF CORPORATE MARKETING STRATEGIES

Corporate marketing strategy is used to employ corporate resources to achieve marketing goals and objectives. Marketing strategy help him to expands sales, ser.. increase in sales, share of market e.t.c. All this mentioned above, if put into consideration, it will help the successful performance of product in the market. The business environment calls for the efficient allocation of resources by the management of any organization lately, a lot of emphasis has been placed on the view that a business firm facing a complex and changing environment will benefit immensely in terms of improved quality of decision making of investment decision are taken in the context of its overall corporate strategy. This approach provides the decision maker with a central theme or a great picture of investment to keep in mind at all times as a guideline for effectively allocating corporate resources in any investment opportunities. Thus, in order to have a proper understanding of the concept, different literatures on the topic are being reviewed.

2.2

MARKETING STRATEGY AND ROLEOF MANAGEMENT It is influence by a number of controllable and uncontrollable variables e.g price,

product, promotion etc. The controllable variables is also known as internal environment. This variable can be effectively managed and control by firm management in order to achieve its marketing goals.

Marketing management is a business discipline which is focused on the practical application of marketing techniques and the management of firms marketing resources and activities. Rapidly emerging forces of globalization have compelled firms to market beyond the borders of their home country making international marketing slightly significance and an integral part of a firms marketing strategy. marketing managers are often responsible for influencing the level, timing, and composition of customers demand accepted definition of term. In part, this is because the role of marketing managers can vary significantly based on business size, corporate, culture, and industry context. For example, in a large consumer product company, the marketing manager may act as the overall general manager of his or her assigned product to create an effective, cut-efficient marketing management strategy, firms must possess a detailed, objective understanding of their own business and the market in which they operate. 2.3 IMPORTANCE OF CORPORATE MARKETING STRATEGY Investment decision requires special attention because of the following reasons: 1. They influence the firms growth in the long run 2. They affect risk of the firm 3. They involve commitment of large amount of founds 4. They are irreversible, ore reversible at substantial loss. 5. They are among the most difficult decision to make

GROWTH: The effect of investment decision extend into the future and have to be endured for a longer period than the consequences of the current operating expenditure. A forms decision to invest in long term asset has a decision influence on the rate and direction of growth. A wrong decision can prove disastrous for the continued survival of the firm; unwanted or unprofitable expansion of asset will result in heavy operation cost to the firm. On the other hand, inadequate investment in asset would make it difficult for the firm to compete successfully and maintain its market share. RISK: A long-term commitment of fund may also change the risk complexity of the firm. If the adoption of an investment increase average gain but causes frequent fluctuations in it earnings, the form will become more risky, thus, investment decision shape the basic character of a firm. FUNDING: Investment decision generally involve large amount of funds, which make it imperative for the firm to plan its investment programmes very carefully and make advance arrangement for procuring finances internally and externally. IRREVERSIBLE: Most investment decision are irreversible. It is difficult to fund a market for such capital items once they have been acquire. The firm will incur heavy losses if such assets are scrapped. COMPLEXITY:- Investment decision are among the firms most difficult decision. They are an assessment of future events, which are difficult to predict. It is really a complex problem to correctly estimate the future cash flows of an investment.

Economic, political, social and technology forces cause the uncertainty in cash flow estimation. Strategy, without tactics is the slowest route to victory; tactics without strategy is some thing that helps companies achieves marketing objectives and corporate objective aim to achieve a competitive advantage over rural organization. Firstly, a managing director or senior management team, or executive board of director (whoever is in charge) decide on overall corporate objectives. One corporate objective might be to increase sales by x%. Ion order to achieve this objectives, assigned to different department. Marketing might get the following objective. 1. Identify two customer segment or increase brand awareness by x%. do you see how business objective filter down through the levels of organization within a company? Marketing strategy is all about how to achieve marketing objectives, marketing tactics is how to implement strategies and administration holds the whole thing together. 2. There will be no rules to guide the search for new opportunities 3. Project and investment decision will be of a better quality as well as throughout strategy will guide management behavior 4. It is used to select target marketing positioning strategy 5. It helps from with large division

2.4

CORPORATE STRATEGY AND INVESTMENT DECISION Recently, a lot of emphasis has been placed on the view that a business firm facing

a complex and changing environment will benefit immensely in terms of improved quality of decision making it capital budgeting decisions are taken in the context of its overall corporate strategy (Derkindern in Pandey 2005:275). This approach provides the decision makes into a central theme or a big picture to keep in mind at all times as a guideline for effectively allocating corporate financial resources. As argued by a chief financial officer (Hall 1944:34). Allocating resource to investment without a sound concept of divisional and corporate strategy is a lot like throwing dart in a darkroom similarly, Hastre in Pandey (2005:275) argues that we have ened too long exaggerating the improvement in decision making that might result from the adoption of DCF (discounting cash flow) or other refined evaluation techniques. What is needed are approximate answers to the precise problems rather than precise answer to the approximate problem. There is a little value in refining an analysis that does not utilize sound assumptions. Management should spend its time improving the quality of assumptions and assuming that all the strategic questions have been asked, rather than implementing and using more refined evaluation techniques. A close linkage between capital expenditure, at teast major ones, and strategies positioning exist which made some researchers to conclude that the set of problem companies refer to as capital budgeting is a task of general management rather than financial analysis (Bower 1972 in Pandy 2005:276).

It is therefore a myopic point of view to ignores strategic dimension or to assume that they are separable from the problem of efficient resources allocations addressed by capital budgeting theory (Petty, Scott and Bird 1972:170). Most companies consider strategy as an important factor in investment evaluation. What are the specific experiences of the companies in India and U.S.A in this regard? Example of six companies showing how they defined their corporate strategy is given as follows 1. Our strategy is to grow, diversify and expand in related feeds of technology only. Any project which is within the strategy and satisfied yardsticks is accepted. This company found a low profit chemical production proposal acceptable since it can within its technology capabilities. 2. To take up new projects fro expansion in the fields, which have closer to present project or technology. This company rejected a profitable project (of deep sea fishing and ship building while it accepted a marginally profitable project (of plant system) since it was very close to its current heat transfer technology.
3.

To have moderate growth for saving taxes and to set up plants for forward and backward integration.

4. To provide our share holder h superior returns by advising double digit annual

earning per share growth, increasing dividends consistent with earnings growth, repurchasing shares when the opportunity is right, pursuing profitable interactional

beer expansions and quality earnings and cash flow returns. Antruser (Thompson and Strickland and , 2001 : 41)

Busch

5. To dispose of those part of our business which do not or cannot generate adequate

returns or do not fit our business strategy. McCormick and company

6. To achieve 100 percent total customer satisfaction every day in every restaurant

for every customer. McDonalds. Strategic Management has emerged as a systematic approach in properly positioning compares in the complex environment by balancing multiple objectives. In practice, there fore, a comprehensive capital expend intern planning and control system will not simply focus on profitability, as assured by modern finance theory, but also on growth, competition, balance of product, total risk diversification, and managerial capability and flexibility. One must appreciate allocation in practice it is not simply the use of the most refined DCF (Discounting cash flow) techniques. Certain other practical consideration are as follows:
1. Apart from the profitability of the project, other features like its (projects) critical

utility in the production of the main product, strategic importance of capturing eh new product first, adapting to the changing market environment have a definite bearing on investment decision 2. Technological developments play a critical role in guiding investment decisions. Government polices and concessions also have a bearing on these.

3. Investment in production equipment is given top priority among the existing products an the ne project capital investment for expansion in existing lines where market potential is proved is given the next priority. Capital investment for building, furniture, cars, office equipment et. Is done on the basis of availability of founds and immediate needs. These statements reinforce the need for a strategic frame work for problem solving under complexities planning. It also implies that resource allocation is not simply a matter of choosing the most profitable new project as shown by the DCF analysis. What is being s stressed is that the strategic framework provides a higher level screening and an integrating perspective to the whole system of capital expenditure planning and control. Once strategic question have been answered, investment proposal is may be subjected to the DCF evaluation. 2.5 REASONS FOR CORPORATE STRATEGY Corporate strategy is what makes the corporate whole add up to more than the sum of its business unit parts. The Thompson and Strickland (2001:50) said it is the overall managerial game plan for a diversified company which may be a related diversification or unrelated diversification. According to Hitt, Ireland and HosKisson (1996:181-207), a primary approach to corporate strategy is diversification which requires corporate executives to craft a multi-business strategy.

Firms implements a related or unrelated diversification strategy as their corporate strategy for many reasons:1. To help understanding strategic allocations of resources among a firm portfolio of business 2. To enhance the strategic competitiveness is achieved when a firm successfully formulates and implements a value creating strategy. 3. To gain market power relative to competitors
4. Other reasons of implementing diversification could have neutral effect or actually

increase costs or reduce a firms revenue. These reasons include diversification:

a. To neutralize a competitors market power e.g to neutralize the

advantage of another firm by acquiring a distribution outfit similar to those of the competitors or b. To expand a firms portfolio in order to reduce managerial employment risk 5. Firms that have selected related diversification as their corporate strategy seek to exploit economics of scope between business unit economics of scope are cost savings attributed to transferring the capabilities and competences developed in one business to a new business without significant additional cost, economics of scope which creates value through two basic kinds of operational economics:a. Sharing activities

b. Transferring core competences sharing activities which brings about reduce risk and positive returns on diversification efforts 6. To gain market power; market power which exist when a firm is able to sell its product above the existing competitive level or reduce the cost of its primary and support activities below the competitive level or both it can also be gained by vertical . integration which exist when a company is producing its own source of distribution of output (forward integration). 7. To help an unrelated diversification strategy to create value through financial economics which are cost saving realized through improved allocations of financial resources based on investment inside or outside the firm. Through:a. Efficient internal capital market allocation that seeks to reduce risk

among the firms business unit which can be achieved through development of a portfolio of business with different risk profits, thereby reducing business risk for the total corporation b. Restructuring which deals with purchasing other corporation and restructuring their asset, it allows firm to buy and sell businesses in the external market with the intent of increasing its total value.
8. To take advantage of incentives which comes from both the external and firms

internal environment. The term incentive implies the managers have some choice whether to pursue the incentives or not. Incentives external to the firm include

antitrust regulations and tax law and internal firm incentives include low performance, uncertain future cash flow and overall firm risk reduction. According to Thompson and Strickland (2001:286) most companies favour related diversification strategic attracted by the performance enhancing potential of cross-business synergies. However, some companies have for one reason or another, pursued unrelated diversification and a few have diversified into both related and unrelated business. These reasons are stated below:DIVERSIFY INTO RELATED BUSINESS 1. Build shareholder value by capturing cross business strategic fits 2. Transferring skills and capabilities from one business to another 3. Sharing facilities or resources to reduce costs 4. Leveraging use of a common brand name 5. Combing resources to create new competitive strengths and capabilities DIVERSIFY INTO UNRELATED BUSINESS 1. Spread risk across diverse businesses 2. Build shareholders values of doing a superior job of choosing businesses to diversity into and of managing the whole collection of businesses in the companys portfolio.

Other reasons for strategy include 1. An effectively formulated strategy marshals, integrates and allocated a firms resources, capabilities an competence 2. Without a strategy, managers have to prescription of doing business, no road map to competitive advantage, no game plane for pleasing customers or achieving good performance. 3. Lack of a consciously shaped strategy is a surface ticket for organizational drift, competitive mediocrity, internal wheel-spinning and lack luster results.
4. It provides better guidance to the entire organizations on the crucial point of what

they are trying to do. 5. Making mangers and organizational members more alert to new opportunities and threatening developments. 6. Helping to unify the organization 7. Creating a more proactive management posture 8. Promoting the development of a constantly evolving business model that will produce sustainable bottom line success for the enterprise 9. It encourages participative decision making which measures behavior of members which is expected to improve the welfare of the firm
10. It emphasizes interaction by managers at all levels of the organizational hierarchy

in planning and implementation.

2.6.1 BASIC MARKETING STRATEGY COMMONLY USED Marketing strategies serves as the fundamental understanding of marketing plan designed to fill market needs and reach marketing objectives. Plan and objectives are generally tested for measurable result. Commonly marketing strategies are developed as multi-year plan, with a tactical plan detailing specific actions to be accomplished in the current year. Time horizons covered by marketing plan vary by company, by industry, and by nation, however, time horizon are becoming shorter as the speed of change in the environment increases. Some of the commonly used strategy are stated below:1. PRODUCT STRATEGY:- The concept provides a useful framework for

developing effective marketing strategies in different stages in the product lifecycle provide insight into a product competitive dynamics.
2. PRICE STRATEGY:- This element create sales revenue, it has direct

relationship with firms income, quality of the product in the market to produce a workable pricing system.
3. PROMOTIONAL STRATEGY:- Promotion is the task of defining the

market management of promotional mix. All the promotional mix cane be combine to achieve good product performance and its sales programme

promotion is used to communicate i.e advertising, sales promotion, public relation.

4. PLACE STRATEGY:- This is the system of marketing institution through

which goods or services are transferred through which goods or services are transferred from the original products to the ultimate users. THE CHANNEL OF DISTRIBUTION OF CADBURY NIGERIA PLC The company produce high quality and high value product high value product. Also make deliberate effort to ensure the quality of those product through the channel of distribution. The distribution arrangement adopted enable them to sell their product at uniform price all over the country, enabling the consumer to get the product al the same price nation wide. Cadbury Nigeria Plc maintain crop of highly dedicated with whom they have forgotten and developed over the years, over 90% of their sales are made through the distribution who are mainly market traders, they currently have over 200 direct customers and over 200 supermarket customers. An accomplished sales management strategist and solution oriented managers with over ten years sales management experience, who thrive in challenging, fast paced environment where my performance. Building new business and a solid organizational leadership and decision making skills that impact operational and business development.

Key account management, channel development, high impact sales presentation, team building, solution selling strategies and marketing penetration strategies. With about 200 employees and sale sin excess of $130m in 2002, Cadbury Nigeria is a top contributor to the Cadbury Schiweppes business in Africa by profitability. A loyears ambitious growth agenda to 2010 is being implemented in a characteristically focused manner, based on opportunities in the West Africa sub region. Cadbury Nigeria has been at the vanguard of promoting sustainable development and high standard of corporate governance, and is one of the few signatories to date to the convention of business integrity. It commitment to corporate social responsibility has been given expression in the areas of Education, Health, Sport, The arts and other important needs of the society. Brand advertising has been anchored on project that help create a better society and sharpen Nigerias competitiveness.

REFERENCES Rebort, A & Lynnod, John. M (2003). Marketing Strategy and execution. Agbara. Unilever Brother Journal. Shokan, O.O. (2001). Price of Marketing, 3rd Edition. Lagos: Shokan Investment Odunbaku, A.A. & Makinde, H.O (2006). Marketing (Introduction and Basic Concepts). Abeokua. Williams, J. Stantom (1984). Fundamental of Marketing, New York, Morgan Hill Book Company. David, J. and Luck O.C (1979). Marketing Strategy and Plan. London; Prentice Hall Inc. David, Huges (1980). Marketing Management Addision London Westly Publishing. Philips, Kofter (1990). Marketing Analysis, Planning Implementation and Control. 5th Edition, London; McCraine Hill Inc.

CHAPTER THREE
RESEARCHER 3.1 RESEARCH DESIGN The research method considered the survey method of research as the most suitable and useful for this particular study for comprehensive information for make this research project successful. 3.2 SOURCE OF DATA In this study, primary and secondary data were made. The primary data are for specific purposes which consists of the organizational information relation to the problem under study white secondary sources are literary materials textbooks, journals, and document relating to the project topic. 3.3 A. METHOD OF DATA COLLECTION PERSONAL INTERVIEW:- Involves the act of verbally questioning a number of

people firm various level of an organization or research areas taking notes of their purposes. If control be used a large number of respondents, this random samples techniques will be employed. B. OBSERVATION:- This has to do with how daily transaction is done together,

what rte commodity is brought into the market together with payment and transportation of goods.

C.

QUESTIONNAIRE:- This is the most appropriate effect means of gathering facts,

when people are connected and the question being asked is relatively straight forward and unambiguous. It is setup easily for respondent by using Yes or No option. 3.4 POPULATION OF THE STUDY Considering the nature of the topic, the population of the entire CADBURY NIGERIA PLC. This is based on the understanding that is charged with the sole responsibility of dealing with the customer which are the society at target. This research work employed convenience sampling method with a sample size of 50 respondent selected from the population of staff of CADBURY NIGERIA PLC. Also questionnaire were distributed, and the respondent was between the sex of Male and Female. 3.5 SAMPLE SIZE AND SAMPLING TECHNOLOGY Since the researcher cant afford to interview all unit of the population especially when the population is large, the case of sample size is used to overcome the population problem. In doing this, enough care have to be taken to see that the sample size is small, the result from the data will show random error as it will not represent a large coverage people option. Therefore, researcher selected randomly a sample number of fifty to represent the population taken into recognition the age, sex, location of the selected few.

3.6

RESEARCH INSTRUMENTS The research instrument will be used in the course of doing this research will be

personal interview and questionnaire which will be sued to gather relevant data. The survey method shall be employed using random sampling to pick respondents from the population. STATISTICAL METHOD The data collected vice the questionnaire shall be analysis by mean and standard deviation while the formulated hypothesis will be tested and interpreted using statistical formula, statistical method is :X = FX FX Where X F = = = Mean Frequency Summation

CHAPTER FOUR DATA ANALYSIS PRESENTATION AND INTERPRETATION. 4.1 INTRODUCTION In the analysis and presentation of data, the statistical formula of mean and standard deviation will be used as stated below. MEAN = (x) = F F Standard deviation = SD Where X SD F = = = = mean Standard Deviation Frequency Summation

The following weight will be allocated to each of the variable: variable Strongly Agree Agree Strongly Disagree Indifference 4, this is done because of 3, the varying degree of 2, Response from the 1, Respondent 0,

In other case, where we have Yes or No, Bournvita or other etc. percentage (%) shall be used. 4.2 DATA PRESENTATION DISTRIBUTION OF RESPONDENT (BY SEX) SEX MALE FEMALE TOTAL CADBURY STAFF 35 15 50 % 70 30 100 CONSUMER % 5 45 50 10 90 100

SOURCE:- Research Survey (2011) CADBURY STAFF: The greater percentage of male than female shows that the company is having a low concentration of female workers than male workers. CONSUMER:- The greater percentage, of female to indicate that most consumer found in the Cadbury are female. DISTRIBUTION OF RESPONDENTS (BY AGE) CADBURY STAFF CONSUMERS VARIABLES 20-30 31-40 41-50 51-ABOVE F 18 15 10 7 % 36 30 20 14 F 20 15 10 5 % 40 30 20 10

TOTAL

50

100

50

100

SOURCE:- Research Survey (2011) INTERPRETATION CADBURY STAFF: The analysis above shows majority of the staff are within the age rage of 20 and 30 years which is a mature age. CONSUMER:- There, the analysis indicates that most consumers found in the Cadbury product fall within the age of 20 30 years. 4.3 DATA ANALYSIS AND INTERPRETATION The question is in two parts, one involves the past which the staff of CADBURY STAFF will answer and the other part is for the consumer. For CADBURY NIGERIA PLC STAFF (Q3) CADBURY NIGERIA PLC MAKES USE OF THE PRODUCT LIFECYCLE TO FORMULATE ITS STRATEGIES. VARIABLE STRONGLY AGREE AGREE STRONGLY DIAGREE DISAGREE INDIFFERECE TOTAL X 4 3 2 1 0 F 13 28 0 1 7 50 FX 52 84 0 1 0 138 X-XX 1:24 0.24 -0.76 1.76 -2.76 (X-XX)2 1.5376 0.0576 0.5776 3.0975 7.6176 F(X-X)2 19.9888 1.6128 0 6.195 53.3232 81.12

SOURCE:- Research Survey (2011) Xx X S.D = = = FX F 2.76 F (X - XX)2 F-1 = 81.12 50-1 = 138 50 = 2.76

= = INTERPRETATION

81.12 4.9 1.286

1.6555

With the means score of 2.76, the correspondents agree that CADBURY NIGERIA PLC. Make use of product lifecycle.

(Q4): WHAT IS THE POSITION OF YOUR COMPANY IN THE MARKET? VARIABLES LEADER CHALLENGER FOLLOWER NI TOTAL FREQUENCY 43 7 0 0 50 % 86 14 0 0 100

SOURCE:- Research Survey (2011)

INTERPRETATION The analysis indicate that CADBURY NIGERIA PLC. Is a market leader of the Cadbury product market. (Q5): DOES YOUR COMPANY SEGMENT THE MARKET FOR TIS PRODUCT? VARIABLES YES NO INDIFFERENCE TOTAL FREQUENCY 10 40 0 50 % 20 80 0 100

SOURCE:- Research Survey (2011) INTERPRETATION The analysis shows that CADBURY NIGERIA does not have segment. The market for its products. (Q6): DEFECTIVE THE MARKETING STRATEGIES AND IMPLEMENTATION CAN LEAD TO POOR PERFORMACNE OF YOUR PRODUCT. DO YOU AGREE? VARIABLE STRONGLY AGREE AGREE STRONGLY DIAGREE DISAGREE INDIFFERECE X 4 3 2 1 0 F 25 13 4 8 0 FX 100 39 8 8 0 X-XX 0.9 -0.1 -1.1 -2.1 -3.1 (X-XX)2 0.81 0.01 1.21 4.41 9.61 F(X-X)2 20.25 0.13 4.84 35.28 0

TOTAL SOURCE:- Research Survey (2011) Xx X S.D = = = = S.d = 1.6555 1.111 FX F 2.76 60.50 50-1 =

50

155

60.50

155 50

3.1

60.50 49