[Type text] Author: Edvinas Gelzinis

Supervisor: Jannie Andersen Confidential

Project about PSF Sibir

What can help PSF Sibir in business expansion?

Dissertation The AP degree programme in Marketing Management Roskilde Business Academy, May 2011

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Contents
Introduction .................................................................................................................................................. 4 Problem statement ....................................................................................................................................... 4 Methodology................................................................................................................................................. 4 Delimitations and definitions ........................................................................................................................ 5 Information sources ...................................................................................................................................... 5 Analyses ........................................................................................................................................................ 6 Population ................................................................................................................................................. 6 Average incomes ....................................................................................................................................... 7 Competitors and suppliers ........................................................................................................................ 8 Industrial efficiency ................................................................................................................................... 9 Sub summary .......................................................................................................................................... 12 Where are we now? .................................................................................................................................... 12 Missions and objectives .......................................................................................................................... 13 Pest analysis ............................................................................................................................................ 13 SWOT analysis ......................................................................................................................................... 18 Sub summary .......................................................................................................................................... 19 Where do we want to be? .......................................................................................................................... 20 Market structure ..................................................................................................................................... 21 Market segmentation and targeting ....................................................................................................... 21 Formulation of approach ........................................................................................................................ 22 Sub summary .......................................................................................................................................... 24 How might we get there? ........................................................................................................................... 25 Product .................................................................................................................................................... 25 Pricing...................................................................................................................................................... 27 Promotion ............................................................................................................................................... 29 Sub summary .......................................................................................................................................... 29 How can we ensure arrival? ........................................................................................................................ 30 Management controls............................................................................................................................. 30 Sub summary .......................................................................................................................................... 31 Conclusion ................................................................................................................................................... 32

[Type text] Source references ....................................................................................................................................... 33

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Introduction
Company, where Im performing my internship is called PSF Sibir and it is located in Omsk (population 1,134,016,), Russia. They have 40 Employees, around 10 are working in administration and 30 are construction workers, engineers. Company is in the construction business area, and mainly installing electricity and lights. Firm is local sized, but foreign companies also become their customers, when they want to expand their business and open subsidiary, or even installing new technologies in their current facilities and PSF Sibir becomes necessary to exchange and renew electricity installation, lines and make it available for use. This project will help to, collect data, evaluate it, make assumptions and conclusions, which could help to expand PSF Sibir business inside Russia, in region around Omsk. Omsk is located in South west of Siberia, and around Omsk there are placed big cities (Perm, Ufa, Yekaterinburg, Chelyabinsk and Novosibirsk) and also medium sized cities with potential to expand business around there. 1

Problem statement
My purpose is to help PSF Sibir expand business, collect information, prepare it, make assumptions , evaluate it and make conclusions, which ones might help for company to expand their business, and find potential customers area. Problem statement is: What can help PSF Sibir in business expansion? But this work will also cover the questions like: Which place is most attractive to start expanding business? What possible traps, threats, gaps should be PSF Sibir aware of? What kind of financial problems can face local company by expanding its business? My personal advise to company.

Methodology
To evaluate background there were made number of general analyses, which are important for PSF Sibir to know and also those analyses were supporting further work of my dissertation project in performing analyses like PEST. I included analyses for every single region in which PSF Sibir is interested to expand. Further in the project are analyses such as population of

http://en.wikipedia.org/wiki/Omsk

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region and its biggest city, average income, competitors and suppliers, and I gave brief look to industries. Next analysis that I made is PEST. PEST analysis consists from four factors Political, Economical, Social and Technological. Its helpful in order, to find right direction in the market by including influence of all 4 factors. Other analysis I done is SWOT. This analysis shows Strengths, Weaknesses, Threats and Opportunities of PSF Sibir. It helps to measure business unit in this case PSF Sibir. I overviewed market structure with segmentation and targeting and after formulated approach best approach to it. I also have done Pricing, Product and Promotion overview and planning. In the end, I took a look at management control, because it takes important part in completing everything, what were planned and achieving long term goal.

Delimitations and definitions

The project statement tells most important delimitation in this work, which is Russian borders, that means that PSF Sibir is expanding only nationally and is not considering expanding to foreign countries. Second, more precise delimitation in this work and also for expansion of PSF Sibir would be, the region around OMSK (The region is covering many kilometers each side, which can reach even to 900-1000km). Third delimitation would be time, and it means, that a lot of information was found in internet, because of the lack of time, and easier accessibility. Last delimitation is no accessibility to customers, because of this delimitation it was impossible to make surveys or collect other primary data from possible customers or existing customers, which would improve quality of committed work.

Information sources
Information to the project collected without having personal contacts or any other kind of communication with customers or suppliers directly. Most of the information where collected, from internet, school books and some information given by PSF Sibir, like annual calculations,
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sheets, customers list, suppliers information or other data that could help me to work with dissertation. Internet is hugest source of gathered information, but on the other hand it cant be relied 100%, because it might be not valid, old information, not precise or just incorrect. I would like to point, that gathering information was spent most of the time and efforts were putted to collected best information founded in internet. On the other hand, I am supplied with information from company, they give me information, which I require, to be more flexible writing my work (tables or appendixes which are given by PSF Sibir are in Russian language and I have no possibility to translate. Writing this work, priorities of information were given to trusted sources like PSF Sibir or books, rather than internet.

Analyses
Analysis of the Russia in macro environment, does not take important part as analysis of region around Omsk city, but should also not be excluded. Basically, because PSF Sibir is company established 14 Years ago, it never had been exporting or producing its service and goods outside the Russia. Currently, there are also no plans for expanding abroad, so analysis of whole Russia macro environment , factors such as inflation or GDP is not useful and profitable for company to know, because the same inflation is around whole Russia. Analysis that I will focus on is local analysis of 5 regions around Omsk. Analyses that I am doing will provide us with statistical information in whole region that PSF Sibir can see criteria for expanding to regions around Omsk and it will contain factors as population, average family income, interest rate of foreign investors, suppliers it that area, industrial efficiency and competitors in the interested region.

Population
Around Omsk are located 5 big cities, with high population over 1 million people (Yekaterinburg, Perm, Novosibirsk, Ufa and Chelyabinsk), together only these 5 cities covers potential area with population over 6 million people, but the area contains not only 5 big cities, and we are not only focusing on them, but also on a big number of smaller cities, which are

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located in those cities region around Omsk, which increase population almost 3 times, and total number of population in 5 region where we are focusing on are over 17million. 2 3 4 5

Average incomes
The reason why, should PSF Sibir know average wages, is because, their customers are not only other companies or government supported projects, but also casual people, who would like to use firms services for their personal use (Installing lights in the back yard or change electricity installation). In region of Yekaterinburg in the end of 2010 year average salary were found 20400 RUB monthly (3,747.48 DKK) and forecast for 2011 is that salaries will increase up to 15%. Also, government is focusing on increasing standard quality of living, and on sense of confidence and security. 6 7 In region of Ufa economical downturn had influenced the salaries rapidly, in December of 2010 salary was 17094 RUB, and next year in January, one month later it felt down to 13149 RUB and 2 months later in March it raised till 14172 RUB (2,603.40 DKK).
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http://ru.wikipedia.org/wiki/%D0%A7%D0%B5%D0%BB%D1%8F%D0%B1%D0%B8%D0%BD%D1 %81%D0%BA%D0%B0%D1%8F_%D0%BE%D0%B1%D0%BB%D0%B0%D1%81%D1%82%D1%8C
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http://ru.wikipedia.org/wiki/%D0%9D%D0%BE%D0%B2%D0%BE%D1%81%D0%B8%D0%B1%D0 %B8%D1%80%D1%81%D0%BA%D0%B0%D1%8F_%D0%BE%D0%B1%D0%BB%D0%B0%D1%81% D1%82%D1%8C

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http://ru.wikipedia.org/wiki/%D0%A1%D0%B2%D0%B5%D1%80%D0%B4%D0%BB%D0%BE%D0 %B2%D1%81%D0%BA%D0%B0%D1%8F_%D0%BE%D0%B1%D0%BB%D0%B0%D1%81%D1%82% D1%8C

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http://ru.wikipedia.org/wiki/%D0%91%D0%B0%D1%88%D0%BA%D0%BE%D1%80%D1%82%D0 %BE%D1%81%D1%82%D0%B0%D0%BD#.D0.9D.D0.B0.D1.81.D0.B5.D0.BB.D0.B5.D0.BD.D0.B8. D0.B5 6 http://tass-ural.ru/lentanews/95431.html 7 http://www.xe.com/ucc/convert/?Amount=14172&From=RUB&To=DKK

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http://www.spufa.ru/node/322

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In the region of Perm from January of 2010 till December of 2010 average salary has raised by 12% and currently is 17258 RUB (3,170.30 DKK). The highest rise in wages was in agricultural sector, but highest salaries firstly are maintained by oil and gas industry, secondly in banking sectors, and thirdly by transport workers, which are growing steadily.
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In the region of Novosibirsk, in December of 2009 average salary was 16 079 RUB (2,953.71 DKK). Depending on the park of region salaries are not the same, it varies from 19313 RUB till only 10094 RUB. 10 In the region of Chelyabinsk in August of 2009 salaries increased by 11.4% and maintained amount of 17 129 RUB monthly (3,146.60 DKK). Most significant increases of the wages were found in industries as mining, salaries increased by 19% and now maintain 19655 RUB, salaries also increased in construction sector by 17% and current average salary is 17405 RUB. In manufacturing sector wages also raised by 17% and now they are 19866 RUB.
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This data covers whole 5 regions that PSF Sibir is interested in and shows average wage, but it is important to know, that whole region is big and has millions of people living there, and in the big city salaries are higher and going to smaller cities and finishing with villages, salaries downturn goes along also. The wages are rising in industries like manufacturing, constructing, metallurgy, which means that huge factories are rising their turnovers and salaries of workers, and most important is to know, that companies in these sectors might be potential customers.

Competitors and suppliers

In Russia metallurgy, electricity and constructions are huge markets, which are closely related to each other. Thats why there are plenty of different firms to be your competitors, there are enormous amount of total competitors, and all competitors are very different size, from small local companies, which has 10 employees till huge international companies and factories.

http://prm.ru/finances/2011-03-14/103990

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http://news.ngs.ru/more/51393/ http://dostup1.ru/economics/economics_20477.html
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PSF Sibir has competitors with wide variety of services, and they can be making profit different sectors like metallurgy and electricity or all three of them combined. PSF Sibir has no chances to compete with international companies in Russia, because PSF Sibir is SME and it has no financial possibilities to do that, but on the other hand companies like " are also making profit by supplying small enterprises like PSF Sibir, so they should be treated as suppliers. Company " could be one of the supplying companies, which is also a huge competitor. Website of this company is 12. This company has very wide variety of products, basically a wide variety in my 3 mentioned sectors. From other side, that company is in sector of metallurgy, it means that it is producing electricity parts and goods, that later are purchased by companies like PSF Sibir and converted to service. Firm would be big competitor, it is covering huge region around Yekaterinburg, and they main service sector is electricity installation13. This company is making communication lines, special equipment (by special orders) and installing equipment. This company should be threaded as competitor instead of looking to it as supplier. I have found catalog of the companies in internet, it works, that you type name of the company, which should be related to it and it shows biggest companies and all of them has website. In following link ()14 I have narrowed companies in electricity installation sector and we have founded 62 companies, which are competitors of PSF Sibir, but the list of competitors are in whole Russia, and list could be narrowed more.

Industrial efficiency

Perm
Perm Region is one of the country's most important industrial centers, especially noted for heavy industry. The city of Perm is very industrialized, in the city just with over 1 million people there are around 80 plants and factories. Biggest industries in Perm would be, aircrafts, electricity, chemical industry, timber, engineering and oil-processing. Engineering provides 43.7% of the city's gross output; the fuel industry provides 13.7%; and the chemical industry, 12.8%. The produced goods are exported to dozens of different countries. City is also attracting foreign investors, recently there were established 10 joint enterprises, and most successful is Telur Russian-Spanish telephone lines enterprise.

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http://mpkural.ru/ http://www.el-tm.ru/ 14 http://www.ruscable.ru/company/all/symbol%D0%9C/

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Novosibirsk
Novosibirsk is one of the largest industrial production centers in the country. The industry of whole country were moved out there, during the World War II and since then it was growing steadily and in last 5 years capacity of industry increased by 131% in Novosibirsk. Currently there are located 195 large and medium enterprises. The industry of Novosibirsk is represented by modern production, and the major branches would be: machine-building and metal-working, power industry, food industry, ferrous and non-ferrous metallurgy, production of construction materials, light industry, medical and chemical industries, woodworking and printing industries.
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Yekaterinburg
Yekaterinburg like rest of Ural has similar industry: Metallurgy, Food production, Machinery and Equipment, Electric equipment, Chemical production. This city is 3rd, after Moscow and St. Petersburg by volume of investments. The amount of foreign investments reached 1230,4 million dollars, and the main investing countries are Germany, Great Britain, USA, Slovenia, Sweden, Holland, and Cyprus. The city also attracts worldwide known companies as PHILIPS, ABB, HEINEKEN, LUFTHANSA, COCA-COLA, PEPSI, ARINSTEIN, AREVA, VOLVO, and AUDI. In the city International companies are planning or already started to work on big investment projects: 1) SCO Summit will be held in Yekaterinburg. (The Shanghai Cooperation Organization) 2) Completion of construction of Eurasian Transport-Logistics center (150.000 square km, amount of investments: USD200.000.000).

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http://www.psu.ru/perm/ind.html http://www.kommersant.com/t-62/r_5/n_406/Perm_Region/ 17 http://www.novosib.ru/invest/english.php

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3) Reconstruction of the Central Stadium (works started in May 2007) by Hansa Co., (1400 million rubles) 4) New living district: Akademicheskiy 9 million square meters for 325000 people, on the area of 1300 hectares. (Should be complete by 2025) 5) Competition of business district: Yekaterinburg-City, area: 400.000 square meters, 12 buildings among which Hotel Hyatt (already complete) 2 office buildings 35 floors, 2 office buildings 45 floors. Project by Valode & Pistre (France) 6) New freight terminal of Koltsovo airport (SVX) and new terminal for domestic flights. 7) New International Exhibition Center 2 buildings 36 stores each in the center of Yekaterinburg. (78.000 square meters, USD200 million)
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Chelyabinsk
Chelyabinsk city is characterized by its big proportion of metallurgical production. The region of Chelyabinsk ranks fifth in Russia by industrial output. The region is containing high amounts of minerals, coal, different types of rocks and metals, because of lot of resources much of local industry is devoted possessing them. In the following chart it is visible how divided industry in Chelyabinsk region is.

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http://www.visit-ekaterinburg.com/en/city-information/bisiness-a-economy http://www.ekaterinburg.tv/industry.htm
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Chelyabinsk covers 26.1% of whole import to Ural. Import to Chelyabinsk has felt boost in 2006, when it was 18% and lately it started to grow. The biggest import share holds Kazakhstan 47% second is Holland with 10% and third is China with 9%. In terms of money Chelyabinsk region hold 2685,72 million annually. The import to Chelyabinsk is also rising, it raised by 30% from 2006 to 2007.
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Sub summary
The regions where PSF Sibir is focusing to expand are one of the most important industrial places in Russia, which is not only important to inside the country, but also attracts many foreign investors. Industry of all regions is focused on Metallurgy, Mining, Constructions, Machinery, Equipment, Electric equipment, Chemical production. The economy is rising there, the constructions are continuing in Ural, which opens possibility to expand for PSF Sibir.

Where are we now?

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http://www.nbso.ru/eng/chelyabinsk
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Missions and objectives

PSF Sibir is small sized enterprise with 40 employees, which turnover reaches 14,121,000 RUB 2,629,618.01 DKK 20 in its local city Omsk. City contains 1,134,016 people and company was established 14 years ago and all the time was working in one, electricity installing business sector. Because, of the gained experience during 14 years, built stability, and taking a look to account balance from different year it is becoming visible that, company might have reached its limits in Omsk market, with current marketing and facilities. For company like PSF Sibir to grown in Omsk is expensive and market is limited. Current problem is forcing company to look for different solution and one solution is business expansion outside Omsk. Long term goal for the company is expansion to 5 big cities, Perm, Ufa, Yekaterinburg, Chelyabinsk and Novosibirsk and their regions. All 5 regions are taking big part in Russian industry, and they are attracting global investors. But it is not possible to start expanding to all five areas at once, its takes a lot of time same as it requires money. Short term goal of PSF Sibir is to start expansion project, to start exporting their service abroad the Omsk, not necessarily starting from the biggest cities, which are on the top of the goal list. The expansion process should be as possible less expensive and time taking, which makes impossible to reach long term goals fast.

Pest analysis

Political
Environmental/ Ecological laws. In 2007 in Russia, was accepted new legislation, forbidding building Nuclear Power Plants, Air ports, industrial factories close to the living houses, house block or living places by people. This legislation should be taken under consideration, because big projects for PSF Sibir will not be in the city, it will include

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http://www.xe.com/ucc/convert/?Amount=14121000&From=RUB&To=DKK

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extra working time, just to get workers to the place. It means also additional transportation costs.21 Gaps in legislations. Russian laws create a space for uncertainty in business and investment. Provisions of laws and regulations may not meet each other. In many areas Russia has lack of laws and regulations, which is potential for corruption, bribing and cheating. PSF Sibir should be aware of gaps in laws and regulations which may lead to misunderstanding or serious problems, also they need to know everything from jurisdictional side, when they are signing any new contract, especially binding to each other. Company should be more aware of new and unknown enterprises. 22 Unpredictable changes in legislations. In Russia politicians sometimes releases new legislation or changes old one, in couple of weeks, by generating more holes and gaps in them. In this case there are no solutions, but PSF Sibir just should know that, new appeared laws can affect not to enterprises side, many possible ways, from signing any contract. Judicial system. The judicial system in Russia, allows to be judged at the moment from criminal accidents for the company and also to take decisions in the business at the same moment. For example, company which was involved in with criminal organizations and is waiting for a court, and documents are lying on the judges table, can take decisions in the business world, like signing a binding contract, and tomorrow lose everything. My suggestion to PSF Sibir would be to always take a close look who are you dealing with, and always know what is happening current firms that you are Taxation system. Taxation system in Russia is very strict, it is mainly focused for not allowing companies to hide taxes, for in any way to cheat government. Future changes. President elections are coming in Russia, 2012. There are possible all kind of legislation, economical and administrative changes. Before, the elections in country are big uncertainty in the country. PSF Sibir should be aware that, elections cannot be predicted, and might cause damage to business plans.

Economical
Tax reduction. There is regulation allowing company deduction from tax certain costs, but possibility to apply for those taxes are determined by inspection. That gives possibility for PSF Sibir to apply for reduction of taxes which may exceed 15 percent.

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http://www.bellona.org/articles/articles_2007/krivo_nos http://smartsourcing.ru/blogs/organizatsiya_i_razvitie_biznesa/526
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Industry specifics. Russia has wide range of different well developed industries. Highly developed industries in Russia are energy, natural resources, mining, producing engines, metallurgy, construction and electricity. Many of named industries are close, and combined together, they are widely developed and takes big part in Russian economy.PSF Sibir is construction and electricity service, it is widely developed and there are many possibilities to this size of enterprise. Low Purchasing Demand In Russia. Most of the Russian families have poor incomes comparing to rest of the world, and there are many families who have not enough money for surviving. Mainly the problem exist because of the taxation, in Russia everybody is paying 13% tax, from their incomes no matter what your incomes are, and the population of the rich people in Russia consists only from 0,4%. The politics claim that, otherwise by changing it, ultra rich people will start hiding taxes. The total purchasing demand in Russia stays low, what is important for all companies. PSF Sibir should take into consideration that demand is low and that in expecting expansion zones will not be reached expected sell revenue, but on the other hand company is successfully working for 14 years inside of the Russia, what makes company experienced.23

Social
Demographical crisis. Russian population growth has stopped from 1991. Mortality has become higher than birth. In 2002, every minute in Russia were dying 4 people and gave rise only to 3 people. Health care department blames heavy alcohol consumption and is saying that in fill big gap between births and dies. By 2009 forecast Russia population will decrease by 11 million in 2025. The population gap is filled by the emigrants from the Eastern countries as Kazakhstan, Uzbekistan, Tadzhikistan, Georgia, Armenia, and Azerbaijan. Most of emigrants are working unqualified jobs, as constructors, cleaners and any other kind of job they can find. They are working for small salaries, what gives opportunities for all companies to hire them. Region of expected expansion is close, to Kazakhstan border and there is higher level of emigrants from Kazakhstan. 24

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http://www.newsland.ru/news/detail/id/632140/cat/42

http://ru.wikipedia.org/wiki/%D0%94%D0%B5%D0%BC%D0%BE%D0%B3%D1%80%D0%B0%D1 %84%D0%B8%D1%87%D0%B5%D1%81%D0%BA%D0%B8%D0%B9_%D0%BA%D1%80%D0%B8% D0%B7%D0%B8%D1%81_%D0%B2_%D0%A0%D0%BE%D1%81%D1%81%D0%B8%D0%B9%D1% 81%D0%BA%D0%BE%D0%B9_%D0%A4%D0%B5%D0%B4%D0%B5%D1%80%D0%B0%D1%86%D 0%B8%D0%B8

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Advertisement. Russia is not a country it is rather a huge sparsely populated landmass to which no unified marketing concept applies. It means, that what might be very good and efficient advertisement in Moscow may not be so good in St. Petersburg, and even less in Siberia. 25 Dynamic market. Russia is huge and dynamic market, top selling points that work today, can become out of place tomorrow. Mass media. Russia is very big country it has 11 hour zones. It makes advertisement hard work, because of different time in different country places. Flexible advertisement is very expensive, because of big advertisement agencies spoiled by big budgets from international companies. Choosing smaller advertisement agencies locally or in each time zone, would lead to more precise advertisement in each area and would also make it cheaper.26 Brand. Fairly, many people in Russia dont even know the meaning of word Brand, they just think thats a good name of something, or properly designed label on the bottle. They dont borrow about quality, when they buy bottle of vodka for 400$, mostly made by foreign importers as from UK. In Russia are valued foreign brands, buyers believes that they are buying something totally different, that is made in Russia. To all companies at the same to PSF Sibir becomes harder to compete with foreign firms, but it also makes gap smaller between local enterprises. http://www.repiev.ru/articles/glimps_en.htm

Technological
Technological maturity. In Russia, after Second World War till the times, when Soviet Union collapsed, was the time , when Russia started to grow, across the whole country where growing huge factories, they used to produce everything to themselves, including technologies for long time. Nowadays, Russia isnt producing technologies for itself like before, but they are still remaining and are wide used in industry. Generally level of technologies in Russia, is mature. Technological replacement. Russian industry is full of its own technology, which was produced decades ago. For last 5 years technology replacement has grown in whole Russia, especially in industry sector. Factories are replacing old Soviet Union technologies, such as machines and PSF Sibir is electricity installing sector, wich is wide, but they are also segmented to perform works related from electrical side, of machine changing process. It will wider opportunities PSF Sibir in heavy industrialized regions around Omsk.

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http://www.repiev.ru/articles/glimps_en.htm http://www.repiev.ru/articles/glimps_en.htm
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Innovation potential. Russia is a huge market, which is attracting direct foreign investments in intensive technological sectors. Large Russian enterprises are signing partnership with foreign companies with purpose to receive access to new technologies and stay innovative. 27

Russia is huge market, and PEST analysis is a tool for helping to find right direction for PSF Sibir, avoid treads and find its potential. PEST analysis consists from 4 factors, Political, Economical, Social and Technological. The political factors should be checked closely by PSF Sibir president election, new economical law, judicial system, gaps and changes in legislations and taxation system. Russia is not politically stable country, there are many gaps in their system and unreasonable changes in law, very fast, which may influence on every company. Gaps in the legislations are found, when law and regulations are not mismatching each other. For example, in judicial system would be found a gap allowing wait for the court, while documents are lying on judges table and at the same time allowing to be same active in business. There are plenty of gaps in their law, which are not precise and might be understood in couple of ways. Because of upcoming president election in 2012 PSF Sibir should be aware that, many different changes are possible in many sectors from political changes till health care department changes. Russia has strongly developed industries, which takes big part in its economy. They are rich by natural resources, and they are exporting big part abroad. Russia has low purchasing demand, because of low incomes and taxation system. All people are taxed similar, undependable on their incomes, companies has possibility in tax deduction, from their sales revenue up till 15 %, which is determinate by inspection. PSF Sibir is involved in business sector, which is highly developed in Russia, and especially regions, where firm is focusing on to expand. Social life is very different, comparing to western countries. People going eastern from Moscow, are excited by western world. It takes part in their daily choices, they prefer to use things made by foreign companies. Also, because of different advertisement, which is still staying old Soviet Union style in Russia. My suggestion to PSF Sibir would be to use international advertisement agencies. Also, it is important for company to remember, that country is very big by size, and has 11 hour zones as same as mix of cultures in different geographical parts. This should be taken under consideration, while PSF Sibir is interested in advertisement.

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http://www.tse.fi/FI/yksikot/erillislaitokset/pei/Documents/BRE2010/BRE%2032010/BRE_3_2010_33.pdf
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Nowadays, Russia and Russian enterprises are trying to stay innovative, because they are still one step away from western companies. Currently, there are still old Soviet Union technologies widely used across the Russia, which are needed to be replaced with new ones. Technological replacement has taken its part in Russia, and at the same PSF Sibir has possibility to become part of this process.

SWOT analysis
Strengths

Geographical position. City of Omsk is located close to regions of its expansion, what is a huge advantage. This makes export of its service easier, cheaper, more flexible. It is easier to cooperate and keep closer contacts, with suppliers and customers.

Wide service. PSF Sibir is not only working with, big projects and companies. They also are offering service, to simple people, by repairing electricity lines in their homes, offering to buy only electricity installation schemes, without doing all work themselves or just changing lamps in the back yard. Flexibility. PSF Sibir is flexible company, in the way that they need very small facilities for business expansion, they have stocked materials, equipment and tools in their warehouse, which are taken each time by workers, to the place where they work.

Weaknesses

Brand recognition. PSF Sibir is small enterprise, which worked only locally in its native city, which makes the company known only in Omsk. PSF Sibir is not well known in the other geographical areas of Russia, which may barrier in order to find customers, and build collaboration line with foreign and local companies. Economy. PSF Sibir is small enterprise with 40 employees, it doesnt have enough capital for wide business expansion, company is limited by finances and has to be flexible in term of expanding its business.

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Opportunities Customers. In the geographical area, where PSF Sibir would like to expand to heavily industrialized, which opens possibilities to work and improve its quality, with big projects, international companies. Because of the high industry in those regions, the construction sector is also growing rapidly, this gives unlimited possibilities for small enterprise like PSF Sibir. Suppliers. Because of the huge industry, there are many suppliers to choose from, that gives customers (in this case PSF Sibir) bargaining power and possibility to establish strong, long-term oriented relationships between supplier and customer.

Brand improvement. Area with many of large enterprises, gives possibility to start working on serious projects, also with international companies, which earns name to the brand of PSF Sibir. Also, only by expanding PSF Sibir automatically makes its brand stronger, more familiar in business area.

Threats Competitors. In area, where PSF Sibir would like to expand is very competitive. There is not only big number of large enterprise, but also enormous amount of small and medium enterprises.

Sub summary
Area where PSF Sibir is planning to expand is very industrialized, and company is working in electricity installing sector for 14 years, what makes it experienced in Russian market. PEST and SWOT analyses are made to evaluate market and business unit, which is PSF Sibir itself. Company is located in good geographical area, close to expansion zone, which at the same is heavily industrialized. Small geographical distance will help, save costs, will make firm more flexible, and easier to control it. Company is flexible, because it is not

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bind to big facilities in expansion region, but at the same companies capital is not very big because, it is small enterprise only with 40 employees. Because of heavy industry in expansion region, it is also attracting foreign companies to invest over there, what opens possibility to work, on bigger projects, with different companies, and improve it at international level. In that region PSF Sibir has possibility to find new suppliers long term suppliers, because of wide range of large enterprises. But on the other hand all enterprises that might be good suppliers are also, competitors large firms have many segments. Also that, expansion area is full of competitors, small and medium sized enterprises, which are staying main potential competitors.

Where do we want to be?

City of Omsk, contains over 1,100,000 million people. Company is in electricity installing market, but it is also segmented, to installing light and making design projects for living houses. PSF Sibir in 2008 year had 14million RUB turnover and in 2009 19million RUB turnover, which also as said by accountant turnover never reached big gap between lowest and highest turnover. The year 2009, was very profitable, and reached highest turnover in its history. Taking a look at turnovers and noticing that for last years it stopped growing and reached barrier or its limits. Stating that company has reach its total limits in Omsk market would be wrong, because company is far away from becoming economically strongest, having biggest market share in Omsk. Firm has reached barrier in terms of growing, which could be caused by low advertisement level, PSF Sibir has a problem and problem needs to be solved. Solution for this problem is obvious, PSF Sibir needs to start expanding its business to increase turnover, or make changes for brand strengthening or start spending on advertisements. Long term goals for PSF Sibir is its business expansion is 5 big regions around home city, but short term goals would be start expansion progress and make it profitable at the time and continue growing in new areas step by step, till reaches its long term goal. Firm would like to see itself profitable in main segments (Electricity installation, house designs, light installation, building transformation boxes, machines and other technologies connection), which could be also divided to different customers as government, other companies and casual people.
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Market structure
In region where PSF Sibir wants to expand is very competitive, each bigger city is heavily industrialized also industrialization lasts to smaller cities, and all 5 big regions of Ufa, Chelyabinsk, Novosibirsk, Perm and Yekaterinburg are making one huge industrial area in Russia. Big part of industry in there takes metallurgy, mining, construction, engine factories, and heavy machinery factories. All of these business sectors are related to each other, and PSF Sibir is the company, that her potential customer could be any enterprise, which uses machinery in order to produce its goods. Now around Russia is going technological replacement, which makes opportunities wider for PSF Sibir. Unfortunately it is impossible to find out number of enterprises in each region or all of them combined, but it is obvious, that there is a lot of Russian international companies, big number of foreign investors, and enormous amount of local medium and small enterprises in all 5 regions where PSF Sibir would like to expand. Market is perfectly competitive, it has no barrier to enter, it is not dominated by one manufacturer or service producer. Market is divided, to LSE and SME which are keeping the balance, small enterprises are selling service to small customers, while large enterprises are mostly exporting its products out of Russia and are working only with other enterprises.

Market segmentation and targeting

Market where PSF Sibir is planning to expand is about 17 million people, but firms customers are not only average people, but also other companies and government, and their order projects are bigger than casual people are interested in. Currently, PSF Sibir is segmented according to customers, to 3 groups: government, enterprises and average people. All 3 groups usually are interested in same service, for example usual people are mostly interested in electricity installation, light installation, electricity schemes or house design projects, government ordered projects would be as public light

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installation, building electricity lines or building transformation boxes, while enterprises interested in electricity installation, machinery installation , electrical schemes for new facilities. There are 3 segmented groups of customers, this makes comfortable for PSF Sibir managing personal, scheduling and planning, controlling costs. In future, during expansion it is targeting to stay with same enterprise segmentations, which in future will also allow analyzing each segment separately in different region, for optimizing costs, employees control and general PSF Sibir work as one unit. PSF Sibir during its expansion planning to stay same segment as it was in Omsk, segmented according to the customer groups, which as I had said are: government, enterprises (or other companies) and simple people. According to those groups, it divides firms works, because usually each segment has most common works for it. According to accountant it market is always changing and every year may be each segment differently profitable, but anyway most of the time bringing best profit is other enterprises. PSF Sibir will try to adopt concentrated marketing strategy. It will primary focus on working with other enterprises, but also government and other segment will be developed. Concentrating also on enterprises is advantages, because their project usually takes a lot of time to complete and are also expensive.

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Formulation of approach
PSF Sibir is going to enter existing market with existing product, in this case existing service. For making its expansion successful firm should focus on product growth. Good answer for looking growth opportunities is Ansoff Matrix. ( Principles and Practise of Marketing, Jobber, 405 page)

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http://www.learnmarketing.net/targeting.htm
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It is showing product growth strategies for enterprises. PSF Sibir is in market expansion or penetration group. PSF Sibir is tiny market share in such a huge market, capital of the firm is also limited what leads enterprise to much less strategic options. Options like, buying competitors or discourage competitive entry are excluded from beginning. The possible strategic option for PSF Sibir is winning competitors, what means that company needs to convert competitors customers to its own customers or attract new customers. To start attracting new customers or to steal competitors customers is hard task and customers are not willing to try every firm in the market. Way to attract customers is to gain competitive advantage. In terms of competitive advantage it is very hard, PSF Sibir is tied to its capital and expansion market is very wide, with many different enterprises. It makes impossible to compete with all enterprises, including international, it leads to competitive strategic option of cost leadership. PSF Sibir strategy focus is on keeping costs as low as possible, for making profit growth above average. At the same time it isnt necessary to be on the same price level with competitors, another advantage could be gained by adopting cost leadership strategy, because it will allow not necessary keep profit highest by having smallest amount of customers, PSF Sibir can gain competitive advantage by decreasing its sales price and staying on average profit income level, by attracting new customers and stealing competitors customers, because of the price. (Principles and Practise of Marketing, Jobber, 784 page)

PSF Sibir is planning is export its service beyond Omsk City. Company is more flexible, than
other types of firms, because of selling service not producing, it makes expansion cost lower and easier to expand. In case of PSF Sibir its expansion requirements are low, but they are still taking time and money. For this company necessary are warehouse and office. Warehouse is necessary for keeping and storing all materials and different kind of equipment, warehouse needs to be at least 100 square meters, in the beginning, later warehouse can be changed easily if contract is not
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binding for longer rent time, and be adjusted new one with required space at the moment or looking with perspectives. Office is second necessary thing for PSF Sibirs expansion. Office will be headquartering of the region, there will be personal working in administration, sales, ordering, customers sectors, in order to make enterprise working well. Office should not be big, in beginning it should at least 50 square meters to make small personal group to work, later it can be again adjusted to firms needs.

Sub summary
PSF Sibir is segmented to 3 groups, according to customers. It means that company has 3 different customers. The firm is segmented to government customers, enterprises (other companies) and the last segmentation is average people. All three segments are different, by ordering. Government is rare customer, but it is usually is interested in big project, which takes time. Enterprises are the segment that, are interested in big projects, which are expensive to buy. For last segment it is typical to order, small service which doesnt require many workers and is not time taking. Because of plans to expand in heavy industrialized regions, PSF Sibir is planning to stay with same concentrated segmentation, for the beginning. Because of large amounts of enterprises in industry of 5 regions PSF Sibir, concentrated segmentation for cooperation with other firms should be wide. Further, should be made analysis by PSF Sibir and closely analyzed, to see if in other areas are similar segmentation is good and doesnt need to be reconsidered. Also, PSF Sibir should keep in mind that it should not stay with same marketing strategies if they do not fulfill their expectations, but should be flexible and looking for changes. Strategic options are narrow for PSF Sibir in such a huge market, because of its size and financial situation. Formulated strategy is to gain competitors customers and attracted new ones, but to attract and steal competitors customers, enterprise needs to have advantage among the others. Competitive strategic option is to maintain lowest cost position in industry and to become flexible, with meaning that, if PSF Sibir establishes long term relationships with suppliers and will keep low costs all the time, it will increase its profit or it will be able , to drop its prices and try to attract new customers or steal their existing, without dropping its profit below average.

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How might we get there?

PSF Sibir long term goal now and later will be after expansion, keep business running successfully all the time. To keep expansion successful it is necessary to hold positive incomes. Other goal which goes along with successful expansion is holding profit as higher as much as possible. Summing it up, we can see that order to complete both goals we need to focus on higher profit. Simply, profit is all incomes minus all costs, so we need to focus on reducing costs and by increasing incomes. For PSF Sibir costs are concluded from product creation costs and promotional costs. Incomes are concluded from selling price and amount of total sales. It means that success of long term goal, PSF Sibir should maximum focus on increasing costs and sales, and for successful exporting of service running it needs to be maintained all the time.

Product
PSF Sibirs product is service. Beginning of the new its service export and expansion is big challenge for company. Product is cost for the company, and its goal in term of product should be keeping its costs on lowest level as possible. On the other hand product is what customers are buying and they care about its quality. For producing its service PSF Sibir necessary needs to have raw materials, labor force, equipment and tools, warehouse and office. These 5 things combined, firm can make its service and sell it. Raw materials For firm as PSF Sibir raw materials are very different types, they are changing all the time, while others are maintaining the same, like wires, lamp, electrical details. Every new customers, is buying different service according to his personal needs current situation. So, every time raw materials are varying and making different cost. Acceptability to cheaper raw materials are necessary it that such a heavily industrialized region in order to compete with competitors. Keeping lower raw materials price, will make cheaper production cost and finally that leads to
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profit above average, or possibility to decrease service selling price and be more competitive. In this area of miscellaneous industries are the gates for cheaper supplement of raw materials, because large enterprises are producing it selling it inside of Russia between enterprises and biggest part exporting. Labor force Labor force is second sustaining part in successful service production. Currently, It is impossible to calculate, required amount of labor force, cause it is dependent on orders intensity and relevantly is rising or falling together. Making one more step to success would be decreasing employees costs, it might be done in many ways, one way would be make salary per hour, to be precise on their performed work time or hire emigrant from other countries such as Kazakhstan, they are widely hired in construction business in Russia. PSF Sibir should have in mind that in the end product quality is mostly based on its workers. Equipment and tools Equipment and tools also are part of end product. They are not taking such a significant cost as both mentioned above, but in the beginning they are expensive and it is important to keep them in good condition. All equipment and tools from time has to be changed, PSF Sibir all the time needs to re-buy parts for them to keeping their working condition good. Expanding to new territory will not require all whole new equipment with tools, because there are working tools, which just unused at the moment. They can be share to achieve lower costs in beginning, and by finding long term supplier with cheaper equipment, tools and required parts would decrease costs in long term, and it would decrease total service production cost.

Warehouse and office Warehouse and office are necessary to keep production running and selling service. Warehouse is necessary for keeping and storing all materials and different kind of equipment, warehouse needs to be at least 100 square meters, in the beginning. Warehouse prices are different, but price usually is charged for square meter. Price of warehouse depends on city, location in the city, condition of warehouse. Lowest prices start at 130 Rub and rises, up till 350 Rub for square meter of warehouse. Warehouse in Chelyabinsk costs 160 RUB per sq meter 29, warehouse in

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Novosibirsk costs very differently, from very low till very high prices, prices can be checked by followed link 30 . Office will be headquartering of the region, there will be personal working in administration, sales, ordering, customers sectors, in order to make enterprise working well. Office doesnt require so much space as warehouse, but to rent office is more expensive, prices are higher at least 5 times of square meter in office, than in warehouse. Office prices of course, varies depending on their condition, space, location and many other criteria. Office and warehouse are undoubtedly high costs, which are necessary for successful production of service. By reducing its costs as much as possible, product end cost is lower and gives advantage to PSF Sibir in many ways.

Pricing
Because pricing is closely related with customers, every customer wishes to buy product cheaper, this might be resort and opportunity in such a big market, where balance is kept by medium and small enterprises, with no proper promotion. Without no promotion or little promotion firm has no possibility to improve its brand, and customers should not be bounded to their sellers. So focusing on penetration pricing strategy, PSF Sibir should capture market shares by attracting competitors customers. Taking to consideration size, brand strength, which know only locally and amount of money available to spend, this strategy is only one that could be adopted in the right way, because it is fitting market needs, which are: Lower incomes of customers Intensive competition

By keeping lower selling price it doesnt lead directly to lower incomes. Because the of gaining competitive advantage and increasing number of customers, what leads directly to higher incomes. Pricing is influenced by firm level, environmental, product and market factors. PSF Sibir to keep selling its product, has expenses in all 4 sectors. By combining expenses of all sectors, we have total amount of expenses. Price escalation should not be taken under consideration by PSF Sibir because of service, not product selling. Exporting product inside the Russia is already easier, than doing it abroad and at the same time it costs less to PSF Sibir, because of the taxes, currency, distribution and expansion distance, management control over project and
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many of other reasons. Thats way not all factors that are influencing enterprise in international expansion are important for domestic expansion, as environmental factors, which are mostly are the same. Bellow are given factors in sectors that are influencing pricing of PSF Sibir service: (Svend Hollensen, Global marketing, 476 page).: Firm level factors Product development Expansion costs Promotion

Service factors Most important features of product (For example quality)

Environmental factors There are no factors influencing PSF Sibir pricing Market factors Low incomes of customers Intensive market

All factors should be kept to minimum, to maximum profit. But these factors are not leading directly to product price, firm needs to adopt pricing strategy. Because pricing is closely related with customers, every customer wishes to buy product cheaper, this might be resort and opportunity in such a big market, where balance is kept by medium and small enterprises, with no proper promotion. Without no promotion or little promotion firm has no possibility to improve its brand, and customers should not be bounded to their sellers. So focusing on penetration pricing strategy, PSF Sibir should capture market shares by attracting competitors customers. Taking to consideration size, brand strength, which know only locally and amount of money available to spend, this strategy is only one that could be adopted in the right way, because it is fitting market needs, which are: Lower incomes of customers Intensive competition

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By keeping lower selling price it doesnt lead directly to lower incomes. Because the of gaining competitive advantage and increasing number of customers, what leads directly to higher incomes.

Promotion
Promotion is important to every company. Advertising product or service, is expensive, but there are many ways to do it. Cost of advertisement is related to amount of viewers it reaches, what means that all advertisements costs differently, depending on time and place. Advertisement open view to customers, and gives notice about company and its brand, also in Russia strength of brand means good quality. Currently, PSF Sibir is not doing any expensive advertisement, it has no budget for advertisement, but I have no information about small advertisement, like in newspapers, brochures, internet or in the city. Company doesnt have advertisement budget and is not spending any money in their local city, because of size and its capital, and it also will not start doing in place where are expanding. But my suggestions, would be at least in beginning, spend money, for putting advertisements close to the roads on signs, or put announcements in newspaper and advertisements in the internet websites related to constructions, also change their own website, use words or phrases which are typed by people usually in google looking for them.

Sub summary
As all firms PSF Sibir has to focus on maximum incomes, if it wants to expand successfully. Having high incomes is not enough to use all potential, PSF Sibir needs to reduce costs as much as possible, and it will low to have higher profit. Costs are concluded from service costs and promotional costs. Promotional costs are low or equal to zero currently in Omsk, but to make small budget for advertisement, like newspapers, signs close to the roads, redesign of website, make small opening event for the people it will give people knowledge about its existence. Service productions costs are made from everything what has any kind of costs influencing its production as warehouses, facilities, raw materials, labor force, transportation and much more. To reduce each of them as much as possible gives not only higher profit, but also competitive advantage.

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Pricing is strategy which brings later incomes. I dont know current pricing strategy of PSF Sibir, but taking size of market and size with capital of firm, it becomes obvious that company is limited. Best pricing strategy fits to PSF Sibir is penetration, by winning its competitors by service sale price, because other options are not available, because it has unknown brand beyond Omsk, and it has not budget for advertisement. Promotion is expensive, but effective tool to increase amount of sales, make brand stronger and increase service price. Currently, no budget advertising existence is found in PSF Sibir, which means that they will not be available to make big advertisements, but small and cheap advertisement should be done for further success.

How can we ensure arrival?

Hours spent collecting and working on data, making analysis, strategies doesnt is just theoretical part, which is helping to make right chooses in achievement of goal. When it, goes up to real life, it must be done strict and right, by people who are working on it. Group of people will be working on expansion project for long time. Choosing people for this project is important, because its big step for PSF Sibir, it should give task for group, and they should work on them in the ways they can to achieve best results. But in the real life are many barriers, which cant ever guarantee everything, that will happen the way it was planned. PSF Sibir should choose most experienced workers for this project, to predict threats. Bonuses, for good work also would be good , to keep them motivated, because from their competed job depends success of expansion.

Management controls
Management control is very important in order to success. Controlling goes all the time along with planning.PSF Sibir needs to establish team which will work with expansion project and will try to establish everything what were planned. Group of people, who will be chosen to work with project will be have to be sure that everything is clear to each of them, because their tasks are key to achieving goal. It is necessary to set up rules for employees and schedule for their work. PSF Sibir should necessary: Make sure that, every team member knows his own individual task and group task. Have in mind that, every employee knows different information and be aware of it.
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Set timing for every task. Motivate employees. Get Feedback on time. Evaluate results. Look for gaps in planning and change them during the process of expansion.

Each of points above should be taken under consideration by PSF Sibir, because each of them is small step towards successful expansion. Firm should make sure, that every one member in the group will know precisely what to do, to avoid mistakes and misunderstandings. Reason to mistakes and misunderstandings can, be lack of information by every employee working with project, it is necessary to make sure, that everybody knows everything, because every worker knows different information, this may lead to false evaluation of situations. Setting timing for every task is necessary, it will not allow workers to relax, they will know that each of their jobs in under high supervision. This will help PSF Sibir to evaluate abilities of each individual in team and evaluate performance of team as one unit. It may lead to finding gaps in handing tasks and to reorganization of the group. PSF Sibir should constantly receive feedbacks of accomplished work, what there are doing, what problems did faced team, any changes. Feedback is necessary to evaluation of accomplished work and further planning. Firm should analyze every step made toward successful expansion and keep in mind that, usually nothing goes according to the plan, and problems should be solved looking forward to their goals, not back to mistakes. Motivation of employees is good way, to make them working more efficient. Motivation might be different, from bonuses to promotions or by providing lunch every day, this should be decided by PSF Sibir.
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Sub summary
There is no way that, what is planned will be exactly 100 percent. But there are always ways to improve your current work to reach higher possibilities. Planning of expansion project takes a lot of time and work, while gathering whole information and preparing it, time is passing and
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world is changing, PSF Sibir should have it mind, and should not be afraid make changes in future. In success of expansion important part takes group of employees, working on the project. Their performed tasks make plan of expansion a reality. This means, that company should carefully chose people for the group. Because on their work quality is dependant long term goal success, PSF Sibir should keep close control under project. Its necessary to receive feedback and evaluate them and give feedback to keep them on the right way, set up timing for group tasks and individual task, because they will feel pressure and it will not allow relax to people, give bonuses or rewards after completed tasks or give them harder tasks, it will give them expectations and believes in individual career, because now there are working on probably biggest project of PSF Sibir, giving small bonuses to one person, will imply on other and they will be motivated to get the same and it will keep their minds hungry.

Conclusion
After completed project and analyses I can point most important issues and sum up conclusions, towards they business expansion in 5 geographical regions around Omsk. Area which PSF Sibir focuses on, can be divided to 5 regions, each region has big city (Ufa, Chelyabinsk, Yekaterinburg, Novosibirsk and Perm) with population over 1 million people and twice more are living in rest of regions. Total population where firm is looking is 17 million people. Area where PSF Sibir is looking forward, its service expansion takes very big part in Russian economy and it is center of Russian Industry. Company is working not only with individual customers, but its bigger part of profit consists from other enterprises, which ones are buying its service. Because of huge industry, there are enormous amount of different size enterprises and industry is attracting foreign investors. Completed analyses shows that, different industries are growing steadily, while others are growing rapidly, incomes of the families are higher than they use to be couple of years and more ago. This makes market more attractive for PSF Sibir, and gives long term expectations. Despite, the huge and attractive market, still Russia is different country, from western countries. Inside of it there corruption and bribing, gaps in legislations, misleading regulations and legislations and political instability is high. These should be keep in the mind all the time by
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PSF Sibir, because it might cause serious problems. Upcoming president elections should also be taken under consideration, because there might be unexpected changed in many sectors, which can destroy long term plans. For making expansion successful for long time is necessary to keep profit positive. For having profit positive firm has to focus on Pricing, because it is incomes for PSF Sibir and Product with Promotion are costs. Promotion is necessary to win competitors customers and attract new customers into market, but it is also big costs and in Russia advertisement is expensive, for company with size and capital as PSF Sibir has, it makes promotion unreachable. But good way would be still to some money on cheap way of promotion, to make customers aware of PSF Sibir existence. Service production is cost to company, which could be successfully reduced, because of metallurgy industry, large factories has bargaining power in cases of cooperating with small enterprises, but it still opens opportunity to get raw materials (wires, lamps, isolatior, transformation boxes all electrical parts like fuses and other) cheaper. Best fitting PSF Sibirs situation pricing strategy would be penetration. Because, of small capital and weak brand company is limited to this strategy best. By making prices lower average in market, firm will attract new customers to market and will steal competitors customers. Also, cutting pricing will work as promotion for PSF Sibir. PSF Sibir will start selling its product in existing market and existing service. Ansoff Martrix shows that firm should penetrate the market, pricing strategy is focused to having bigger amount of sales with smaller profit per unit, so thinking about current firms situation, and both strategies should cooperate well. To ensure arrival it is necessary to choose right people working with project, because further success depends on them. To keep their work more efficient, employees needs challenges and motivation. Company should make detailed evaluation and give feedback all the time, if the expansion works are not going as there are planned company should consider for changes in their business expansion plan.

Source references
http://en.wikipedia.org/wiki/Omsk

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http://ru.wikipedia.org/wiki/%D0%A7%D0%B5%D0%BB%D1%8F%D0%B1%D0%B 8%D0%BD%D1%81%D0%BA%D0%B0%D1%8F_%D0%BE%D0%B1%D0%BB%D0%B 0%D1%81%D1%82%D1%8C http://ru.wikipedia.org/wiki/%D0%9D%D0%BE%D0%B2%D0%BE%D1%81%D0%B 8%D0%B1%D0%B8%D1%80%D1%81%D0%BA%D0%B0%D1%8F_%D0%BE%D0%B 1%D0%BB%D0%B0%D1%81%D1%82%D1%8C http://ru.wikipedia.org/wiki/%D0%A1%D0%B2%D0%B5%D1%80%D0%B4%D0%B B%D0%BE%D0%B2%D1%81%D0%BA%D0%B0%D1%8F_%D0%BE%D0%B1%D0%B B%D0%B0%D1%81%D1%82%D1%8C http://ru.wikipedia.org/wiki/%D0%91%D0%B0%D1%88%D0%BA%D0%BE%D1%8 0%D1%82%D0%BE%D1%81%D1%82%D0%B0%D0%BD#.D0.9D.D0.B0.D1.81.D0.B 5.D0.BB.D0.B5.D0.BD.D0.B8.D0.B5 http://tass-ural.ru/lentanews/95431.html http://www.xe.com/ucc/convert/?Amount=14172&From=RUB&To=DKK
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http://www.bellona.org/articles/articles_2007/krivo_nos http://smartsourcing.ru/blogs/organizatsiya_i_razvitie_biznesa/526 http://www.newsland.ru/news/detail/id/632140/cat/42 http://ru.wikipedia.org/wiki/%D0%94%D0%B5%D0%BC%D0%BE%D0%B3%D1%8 0%D0%B0%D1%84%D0%B8%D1%87%D0%B5%D1%81%D0%BA%D0%B8%D0%B9 _%D0%BA%D1%80%D0%B8%D0%B7%D0%B8%D1%81_%D0%B2_%D0%A0%D0% BE%D1%81%D1%81%D0%B8%D0%B9%D1%81%D0%BA%D0%BE%D0%B9_%D0% A4%D0%B5%D0%B4%D0%B5%D1%80%D0%B0%D1%86%D0%B8%D0%B8 http://www.repiev.ru/articles/glimps_en.htm http://www.repiev.ru/articles/glimps_en.htm
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http://www.tse.fi/FI/yksikot/erillislaitokset/pei/Documents/BRE2010/BRE%2032010/BRE_3_2010_33.pdf http://www.learnmarketing.net/targeting.htm http://www.office-city74.ru/page06.php http://www.2226568.ru/next.php?sdelka=2&price_ot=-&price_do=&price_s_ot=-&price_s_do=-&s_ot=-&s_do=-&n%5B3%5D=on http://www.accel-team.com/control_systems/index.html

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