ocom pmim sep14 12998007 final correct version

8/10/2019 OCOM PMiM SEP14 12998007 Final Correct Version

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Project Management in Marketing

12998007

Level 6

Oxford College of Marketing


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CIM Professional Diploma in Marketing

Project Management in Marketing: Option 2

:70889221Candidate Number

:September 2014

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Option 2- Sponsorship

CIM membership no: 70889221

To: XXXXXXXXMarketing Manager

From: XXXXXXSr. Marketing Specialist

Total word count: 6,540 words (From task 1 to 4)

3 sides of for A4 tables

I confirm that in forwarding this assessment for marking, I understand and have

applied the CIM policies relating to word count, plagiarism and collusion for all

tasks. This assessment is the result of my own independent work except where

otherwise stated. Other sources are acknowledged in the body of the text, a

bibliography has been appended and Harvard referencing has been used. I have not

shared my work with other candidates. I further confirm that I have submitted an

electronic copy of this assessment to CIM in accordance with the regulations.


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ContentExecutive Summary 3

1.0

Task one : Context 51.1 Introduction 5

1.2 Information needs, requirement and sources 5

1.3 Relevant organizational data 6

1.4 Key Issues Summary 9

1.5 Information Gap analysis 9

2.0 Task two: The business Case 10

2.1 Critical Evaluation of findings 10

2.2 Alternative Project evaluation 10

2.3 Selected approach financial justification. 11

2.4 Selected approach non-financial justification. 11

2.5 Corporate Culture 12

2.6

Budget time-scale and deliverables 122.7 Project resources for LECSB 12

2.8 Risk identification 13

2.9 Reporting and decision making 13

3.0 Task three: Risk 14

3.1 Risk Assessment and potential impact 14

3.2 Impact/probability Matrix 14

3.3 Risk response and control program 15

3.4 Risk management culture 17

4.0 Task four: the project Plan 18

4.1 Project Initiation 18

4.1.1

Project objective 184.1.2 Project Scope 18

4.1.3 Beginning and ending dates 18

4.1.4 Key/core deliverables 18

4.1.5 Methodology adaption 19

4.1.6 Risk management 20

4.1.7 Outline Budget 20

4.2 Project implementation 20

4.2.1 Schedule and work breakdown structure WBS 20

4.2.2 Resources review 23

4.2.3 Personal Requirements 24

4.3 Project termination 24

4.4

Project Evaluation 244.4.1 Objective evaluation 24

4.4.2 Post-completion Audit 24

4.4.3 Evaluation report 25

Bibliography 27

Appendix 1 : Organization Background 29

Appendix 2 : Project Proposal 31

Appendix 3 : Lewis (2007) metrics 34

Appendix 4 : Microsoft Project Snapshot. 35

Appendix 5 : Project Gantt chart 36

Appendix 6 : Resources overview report 39

Appendix 7 : Resources sheet 39


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Executive Summary

Elsewedy Cables is a wires and cables manufacturer in Egypt who suffers from sales revenues

due to counterfeited products that cannibalize its market share, and decreasing direct

marketing activity due to budget cuts as a result of current tough Egypt's economy situation.

Management set a direction to acquire a cause-related sponsorship program that will be

integrated as a cost effective communication tool (Doyle,2008). But it recommended running

a project that list and evaluate cause-related sponsorships' benefits LECSB.

Information Gathering

An information range about needs and requirements has been gathered to as a business case

basic foundation about several aspects from different internal and external resources as;

Elsewedy current corporate social responsibility and its stage (Meenaghan,1991), Elsewedy

general requirements for policy, strategy and selection criteria (Benedetti,2012), and current

delivered customer values. Then key issues has been identified, later market information

system MkIS's information GAP analysis has been conducted.

Business Case

A critical analysis for the gathered information has conducted to direct the project's course,where a project screening matrix (Gray and Larson,2011) analysis recommended a combined

approach between in-house project and an outsourced one, furthermore a financial

justification through Cost Benefit Analysis CBA backed-up with implication of the approach

on: Segmentation, targeting and positioning, marketing mix and corporate culture has been

illustrated. Afterward a general statement for project's budget, schedule, deliverables and

required resources has been stated. Finally A range of strategic, financial, and operational and

project risks have been identified as a base for the risk assessment process.

Risk assessment and control program

After the risk identification Elsewedy conducted a risk assessment investigation to identify

different risk impacts' sensitivity, risk probability and detectability (Lewis,2007), where 17

risks has been identified 3 of them consider having a high impact on the project. Then a

control program has been conducted with several preventive and corrective actions, taking in

consideration there are three risks could terminate the project. Afterward an analysis has been

conducted to estimate the benefits of introducing risk culture to Elsewedy corporate culture

and how it could be an asset in the future market programs.


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The Project Plan

LECSB's project plan illustrated that the project requires 232 working days with budget

200,000 Egyptian Pounds 'EGP', and it will start at 1st September 2014 and ends in 3rd

August 2015 taking in consideration all vacations and employees leaves, also it detailed its

scope and limitation. The project plan stated different methodologies pros and cons and

suggested agile (light) methodology (Charvat J.,2003) to be the project's methodology where

it will be conducted using Microsoft project 2013 'MsP-2013', where Work breakdown

structure has been identified with allocated cost and work force and task has been leveled to

avoid resources over-allocation, and schedule has been developed with all holidays and staff

vacations, that resulted a Gantt chart that could be a base for processes' progress monitor and

control. Later LECSB's termination condition has been identified.

Finally Project several evaluating techniques has been stated with post-evaluation techniques

as the recommended technique in order to get the utmost experience of conducting the

project.

(Word count: 510 words)


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1.0Task 1

1.1Introduction

Elsewedy Cables Elsewedy is the market leader in wires and cables market in EgyptSince2011 Elsewedy stopped most of its communication activities due to Egypt politicalturbulence, which negatively affected its customer perception, loyalty and market share. In2014 Elsewedy is studying to adopt sponsorship as a cost effective strategic communicationtool (Doyle,2008) to integrate it with its current marketing activities to sustain its leadingposition in Egypts, but management recommended to run a project that list and evaluatecause-related sponsorshipsbenefits LECSB, in order to choose the most appropriatesponsorships for Elsewedysbusiness performance.

1.2Information needs requirements and sources.

There is a lack in sponsorship decision making academic studies (Wierenga,2011), so in orderto develop an integrated sponsorship decision making guidance to evaluate different

sponsorships, an information range is needed to about several aspects which could beillustrated as follows:

Aspects Information needs/requirements

Source

Internal External

Marketreports

Salesreports

Secondaryresearches

Descriptiveresearches

Causalresearches

Corporate socialresponsibilityCSR and

communityrelations

Elsewedy is in the first stage of sponsorship (Meenaghan,1991 ), where Ahmed Elsewedy CEOlabel it as charity donations and philanthropy acts without any sophisticated goals or selectioncriteria or direct investment in communication activities to leverage its effect, where severalcause-related donation within Egyptian society has been made with limited endorsements; as for

Resala, Egyptian Food Bank and Dar Al-Orman, as a result Elsewedys customers has lowawareness about its community relation activities. It is required to:

Define Elsewedysissuesas social and consumer dimensions (Jobber,2012), which will help

in defining Elsewedyssponsorship objectives, policy and selecting criteria strategically thatmutually benefit Elsewedy and society.

X

Communication plans to communicate the selected sponsorship followed by a competitiveanalysis for other industrial and multinational companies sponsorships communication plans.

X X X X

SponsorshipCategoryevaluation via

transferred value

The International Event Group IEG categorize sponsorship into areas: sport, art/culture,

entertainment and cause (Ukman, 2010, cited in Benedetti, 2012), in order to select thesponsorship category and it transferred value, It is required to define:

Elsewedy sponsorships policy and strategy, which will be the base for selection criteria. X X XCommunicationopportunityaround direct

marketing,public relation

and positioning

Each sponsorship will provide different communication opportunities which are affected by thesponsorship decision making basic criteria (Benedetti, 2012). It is required to

Profile several sponsorships and its generated communication opportunities around enhancing;

direct marketing, public perception, positioning using and delivered customer value and loyaltyusing Johnston and Paulsen (2007) and McCook et al. (1997) selection criteria.

X X

Evaluation metrics Development for different sponsorship using Meenaghans model(1993) X X

Customer

relationmanagementand lifetime

value

In-house Researches IHRresults state that there are two channel to reach end customers, and the

main transferred customer value is high quality electric wires through operational excellence,taking in consideration during the counterfeited wires awareness communication seminars(CWACS)period in 2009-2010 customer care index and sales revenues increased table A.2,

since CWACS helped to target untargeted segments as retailers and electricians. It is required to

Define the sponsorships abilitiesto target distributors, retailers and electrician segments X X

Table 1.2: Required and needed information


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1.3Relevant data for the required benefits.

1.3.1 Elsewedy Key issues

Issue Details/Reason

Sales Revenue Sales revenues have been falling since 2011 and market is shrinking due to Egypt economic and political instability.

Counterfeited products Counterfeited product is cannibalizing Elsewedy apparent market share, also they affect the consumers safety dueto low quality manufacturing material which most of the time lead to fire. Noting that fires rate has been doubling

since 2007.

Public perception Post-evolution, Egyptians human development index has moved from low to medium ( HDRO, 2014), whichdeveloped a sense of awareness to corporates social responsibility.

Table 1.3.1:Elsewedy social and customers dimension key issues.

1.3.2 Industrial B2B Companies and sponsorship category

Company Category Event Year DetailsCommunication

channels

ABB

Cause

Baja Hu

Helwanuniversity

2014

ABB in Egypt participated as one of the main sponsors of the

Baja Helwan University racing team BAJA-HU who are

manufacturing a baja off-road car to take part in theinternational competition organized by SAE organization whichwas held from 24 April to 27 April in University of Texas

Sponsored/ABB

sites.

Art/Culture

SwedishEmbassyNational Day

2013ABB in Egypt participated as one of the main sponsors of theSwedish Embassy National Day celebrating the long andhistoric relations between the two countries.

ABB website

Art/

Culture

Arab digitalexpression camp

Gaza

2007

The Arab Digital Expression Foundation aims at giving Arabyouth a free and constructive environment and the opportunity

to produce their own ideas using this technology in an attemptto improve and add to the content of this world of media

Sponsored/ABB

sites.

Schneider

Cause

MECAAin

Shamsuniversity

2009

MECA is a non-profit student to student activity founded in

2006 providing professional trainings conducted bymultinational companies and certified trainers.

Sponsored/

Schneiderwebsites.

Cause

Galal Fahmy

SpecializedTechnicalSchool

2010

Schneider Electric Egypt took the initiative to sponsor one of

Egypts renovations of oldest technical schools. Galal FahmySpecialized Technical Advanced School.

Schneider website/ Newspapers

CauseGo GreenExhibition

2013Go green Expo prepared an event for the energy saving andrecycling exhibition in the presence of minister of electricity

Schneider website/ Newspapers

Siemens

Cause

Technology of

automationExhibition

2011Official sponsor for Fifth International Conference & Exhibitionof Technology of Automatic Control

Siemens website

Cause

MECAAin

Shamsuniversity

2012

MECA is a non-profit student to student activity founded in

2006 providing professional trainings conducted bymultinational companies and certified trainers.

Sponsored/

Siemens website

SportEnppi football

club2011 Sponsorship for a football club

Televisionmatches/ Siemens

website

CauseCancer HospitalEgypt 2010 Donation to Children's Cancer Hospital Egypt

Siemens website/magazines

Art/culture

Siemens and theLibrary ofAlexandria

It is experimental trainings session about controlling energyconsumption

Siemens website

Causelectures at theUniversity of

Helwan

2011Siemens conducted a lecture about research and developmentmethodologies and how to develop our society. Siemens website

Philips

Cause Stent For Life 2014It is a collaboration to bring in awareness and innovations toaddress cardiovascular diseases (CVDs), specifically coronaryheart disease.

Philips website

CauseRuralcommunitylightings

2014

Philips solar home-lighting systems have provided light to 15

houses, accommodating over 30 families, and one school inHaqfet Elgallas, a village that previously lived on gas-lit lightbulbs.

Philips website/newspaper

Table 1.3.2:Industrial companies sponsorships programs history initial survey.


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1.3.3 Egypts International Companies current database.

# Company # Company # Company # Company

1 Agility Logistics 17 Danone 33 IBM 52 Pfizer

2 Alcatel 18 Dell 34 Intel 53 Philips3 Alstom 19 DHL 35 Ipsos 54 Plan International

4 AMIDEAST 20 Etisalat 36 ITWorx 55 PWC

5 Aramex 21 Fedex 37 Kharafi National 56 Sanofi Aventis

6 Archirodon 22 Flag Telecome 38 KPMG 57 Shell

7 ATAC Wirless 23 Fujitsu 39 Lenovo 58 SNC Lavalin

8 Atlas Copco 24 Gac 40 LG 59 Sony Ericsson

9 Bavarian Auto Group 25 GE Global 42 Maersk 60 SQS

10 Bel Group 26 General Motors 43 Methanex 61 Tenaris

11 CEMEX 27 Giesecke & Devrient 44 Metra 62 TNS Global

12 Cemex 28 Google 45 Microsoft 63 Toyota

13 Cisco 29 Halliburton 46 Motorola 64 Unilever

14 CMA CGM 30 Henkel 47 Nissan Motor 65 Vodafone

15 D&B 31 HESS 48 Oracle 66 Xceed

16 Dale Carnegie 32 Hilti 49 Orange 67 Xerox

Table 1.3.3: Elsewedys international companies in Egypt current database

1.3.4 Elsewedy Sponsorship policy, strategy and selecting criteria.

The following table is based on Collet and Fenton (2011) strategy recommendation, Grey and

Skildum-reid (2014) communicated parts of strategy that defines sponsorship policy, alsoJohnston and Paulsen(2007), McCook et al (1997), and Brassington and Pettit (2000)selection criteria SC.

# Aspect

Type

Details

Strategy

Po

licy

SC

1Sponsorship linked market /

marketing possibilitiesX X

It should communicate Elsewedy community contribution through conveying emotionand express attributes authentically (collet & Fenton, 2011), also it should be integrated

to communication activities to develop:

A direct communication channel with targeted segments.

Enhance the public perception and awareness about Elsewedy social

contribution and CSR activities.

2 Objectives X

Grey and skildum-reid (2014) recommended having multiple sponsorship objective,where management defined it to be; increase Sales revenues, market share, loyalty, directsales opportunities and Database building which consider to be commercial objectives as

per Collect & Fenton, (2011).

3Fit to brand objective /compatibility

X The sponsorship should help in developing Egypts social quality standards.

4Target Audience/ exposurelevel/ relevance

X X XAbility to reach targeted market (Pope, 1998) and achieve high exposure level (Johnstonand Paulsen,2007) for Distributors, retailers and electricians segments with higheremphasis on electricians.

5 Type X X X Cause related, which could be in education, cultural or charity (Mack,1999).

6 Number of sponsorships X X X Up to 3 sponsorship/annum.

7 Geographical coverage X X X The 28 governorates of Egypt

8 Rights/benefits X X XExclusivity, where Elsewedy is the sole sponsor to avoid being lost in the shuffle (Kotlarand Keller, 2009)

9Management, control andcommunication

X X X Quarter/semi-annual timely based plan with monthly progress report

10Sponsorship Budget and costeffectiveness

X X X 65,000 EGP/sponsorship

11 Duration / length of impact X X X A year, with an opportunity to renew upon evaluation

12 Payment terms X X X Quarterly settlements.

13 Popularity and Image X X X Sponsored should possess a clean ethical image with no past legal or public disputes.Table 1.3.4: Elsewedys sponsorship policy, strategy and selection criteria.


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1.3.5 Customer Channels within residential market

Channel 1

Channel 2

Table 1.3.5: Elsewedy residential market channels

1.3.6 Egypt market positioning

Sponsorship should enhance the customersperception of the following values and attributes,which emphasis the need to re-measure them, the following is a result of IHR conducted inlate 2010 illustrating each attributes and its weight from customers' perspective and the ratingof several competitors within the market as per these attributes to identify the deliveredcustomer value.

Importance

WeightQuality attributes

Competitors

Elsewedy Sewedix ECC Generics Counterfeited

30 Durability 6.00 5.50 5.50 3.00 1.00

30 Reliability 6.00 6.00 6.00 3.00 1.00

10 Precision 5.00 5.00 5.00 2.00 1.00

10 Delivery 2.00 3.00 3.00 5.00 6.00

10 Availability 4.00 3.00 1.00 5.00 6.00

10 Customer care 5.00 3.00 3.00 - -

DCV Weight Score

(calculated)5.20 4.85 4.65 3.00 1.90

Actual Prices 6 5.88 5.76 5.1 3.3

Actual Market share 65 20 10 5 -

Apparent market share 30 20 10 5 35

Table: 1.3.6illustrate the positioning attributes as per the IHR conducted in late 2010, taking in

consideration the Delivered customer care fall to 3.00 in IHR conducted in late 2013.

1.3.7 Sponsorship evaluation model

The following table will help to base and evaluation model for sponsorship

# Aspect Details

1 Sales effectiveness

Since all other communication activates isceteris paribus 'constant', hence

Elsewedy should measure the sales revenues during the sponsorshipconduction year and define the sponsorship effectiveness on sales revenues.

2 Communication effectiveness

Post sponsorship conduction, marketing research should be conducted to

test customers recall for Elsewedy brand and attitude toward CSR, also

psychological metrics to measure the loyalty. And its effect on deliveredcustomer value.

3 Media coverage

Measuring to different media coverage as television, newspapers, radios,

magazines, public press etc.

4 AppropriatenessThe actual Fit of the sponsorship with corporate, effectiveness in targeting

audiences, and achieving companysobjectives.

Table 1.3.7: Meenghan (1993) evaluation models aspects cited in Banti and Rogers (2012)

Elsewedy Distributor Electrician End customer

Elsewedy Distributor Retailer Electrician End customer
http://en.wikipedia.org/wiki/Ceteris_paribushttp://en.wikipedia.org/wiki/Ceteris_paribus


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1.4Key issues summary

There are key issues that should be highlighted:1- Communication means that could be used to communicate the sponsorship.

2-

Elsewedy social and consumer dimensions that define its key issues, which will bethe base for sponsorships requirements.

3- Sponsorships policy, strategy and selection criteria based on the Key issues.

4- Cause sponsorship different types and its effect on; direct marketing, public relation,market position, delivered customer value and customer loyalty.

5- Sponsorships ability to target distributors, retailers and electricians.6- Development of evaluation criteria using Meenaghans model (1993).

1.5 information gap analysis

After analysis of the MkIS data flow to evaluate sponsorships benefits to assist Elsewedy

sponsorship decision making process, the following gaps had appeared.

Gap # Description

GAP 1 Performance gap in sponsorship communication that resulted public low awareness about Elsewedy community

contributions.

GAP 2

Information gap about current sales revenues and corporate performance from sales department.

GAP 3 Due to Elsewedy internal squirrel society culture, Information gap about Elsewedy social and consumer dimensions should

be investigated further, to develop a full details key issues including all departments insights.

Sponsorship policy, strategy and selection criteria are based from management perception, even it should be discussed with

salesmen and tactical managers.

GAP 4 Management perception gap that sponsorship is a charity donation, which define Elsewedy in the first sponsorship

adoption level (Meenaghan, 1991).

Customer perception about Elsewedy CSR activities.

Different cause-related sponsorship alternatives DCRSAthat could benefit Elsewedy, and how information will begathered about it.

DCRSA ability to reach and target distributors, retailers and electricians, and achieving other objectives.

DCRSAseffect on direct marketing, public perception, market positioning and delivered customer value.

Sponsorship evaluation criteria as per Meenghan (1993)

Table 1.5

: Information gap

Customer needs and

expectation

Marketing Information System

Internal Records

Market Research

Market Intelligence

Decision Making

Marketing Executing

Analysis, Planning,

execution and

control

Marketing activities

Market Environment


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2.0Task 2

2.1Critical Evaluation of findings

Elsewedy key issues identified in table 1.3.1 justify the managementscause relatedsponsorship selection (Jobber, 2012), since Elsewedy problems isproduct safety through

facing counterfeited products, and it will support the avoidance of commercialization via

charity donations (Cornwell, 2008), also the sponsorships success is directly related to

communication activity investment which could leverage the sponsorships potential (Nickell

et al, 2011), which illustrate the need for further research for communication channels for

sponsorship leveraging, after final definition of key issues.

The cause should be affecting more than 200,000 and not too popular to dont get lost in the

shuffle (Kotler and Keller, 2009), beside it should coincide with Elsewedy policy, strategy

and selecting criteria, where a research should be conducted to list several sponsorships and

their benefits then be evaluated by professionals, with distribution teams involvement for

successful implementation (Farrelly et al., 1997).

Sponsorship is a cost effective market communication tool compared to direct marketing and

advertising (Doyle, 2008), which in many circumstances leads to sales increase (Arens et al.,

2012), the research should question sponsorshipspotential effect on sales and other

objectives table1.3.4.

Meenaghans (1993) sponsorships evaluation model is crucial for sponsorship evaluation, but

measuring sales and communication effectiveness is difficult, the project should include

testing to current sales and communication efficiency to facilitate the measure.

2.2Alternative project option

The Project will investigate Elsewedy Key issues then develop a final policy, strategy and

selection criteria to sponsorship, then list several cause sponsorships potentialbenefits,

further conduct a descriptive and causal research to investigate different sponsorship potential

benefits and evaluation measures for Elsewedy based on top marketings professionals and

academics perspectives in Egypt.

To conduct such a project there are three alternatives listed in the following project screening

matrix (Gray and Larson,2011):

Total

Cost

Paybackperiod

Experiencegained

Scheduleduration

Questionnaire

design

Insightsdeveloped

Neededworkforce

Unbiasedresults

Information

security

Controlover

process

database

development

Total

Weight 3 3 3 2 3 3 3 2 2 2 1 3

In-House 7 10 6 3 3 3 3 5 10 10 10 1.80

Agency 3 3 3 10 10 10 10 10 4 2 3 1.91

Combination 6 6 10 6 10 6 6 7 10 10 10 2.31

Table 2.2Project screening matrix

Which illustrate why the most appropriate approach is a combination approach highlighted

where most of the project will be in house since it is a lower cost, and has lower payback


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period, also it will help in developing the marketing team experience, and it will provide more

security to Elsewedy customers' database. At mean while Elsewedy will get advantage of

consultantsprofessional design for proposal form, descriptive and qualitative design.

2.3Selected approach financial justification

2.3.1 Cost benefits analysis CBA

Cost-benefit analysis is as follows since it is a main tool for economic appraisal (Cooper et

al.,2005):

Benefits Costs

Update customer database 25,000.00 Consultancy proposal form design 15,000.00

Increase in brand exposure 80,000.002 half page ads. In Ahram newspaper

(Friday issue)125,000.00

Communication channels as;Newspapers ads. Radio ads,

Researches phase and Proposalphase

175,000.00 Radio ad. On Nile FM 50,000.00

Consultancy Descriptive questionnairedesign

5,000.00

Consultancy Causal questionnaire design 5,000.00

Total EGP 280,000.00 Total EGP 200,000.00

2.3.2 Forecasted Return on marketing investment

Elsewedy could calculate Return on market investment ROMI as follows:

- Just cost benefit analysis to the benefit stated above to be:

ROMI=

.

- Farris et.al (2010) stated to calculate the ROMI you should estimate the contribution

margin of marketing activity in forecasted incremental sales, which estimated to

reach 10,000,000 EGP/annum, since the project is just the initial phase its

contribution is estimated 10%, so it will be

ROMI=

.

2.4Selected approach non-financial justification

2.4.1 Segmentation, targeting and positioning

LECSB project will complement Elsewedy STP strategy in several points, since it's

preparation market researches target 20% of the current database including distributors,

retailers and electricians. Also these visits and conducted survey will develop the perceived

customer care which develop an emotional attachment that increase the customer care index

leading to increase the positioning as per tables 1.3.2. In addition to the sponsorship benefits

itself, after it is conducted will increase investors interest, employees retention and

suppliers cooperation due to Elsewedy contribution to the society.


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2.4.2 Marketing Mix

Preparations market researches, enrollment ads and enrollment phaseTable4.2.1willdevelop a lot of two-way communication that could be considered as a strategic integration to

marketing and communication as per ESA (2007), which enhance the overall Elsewedyscommunication strategy and product placement in Egypt. Also it will develop deepercustomers issues and values understanding, and it laterally increases the customers

awareness about Elsewedy CSR activities that could enhance the customer loyalty, sincepeople want information about companies social (Kotler and Keller, 2009).

2.5Corporate culture.

LECSB project will develop a positive image associated to quality and transparency and a

portfolio of future potential sponsorship (Benedetti,2012), also it will craft the sponsorship

policy, strategy and selection criteria for a greater quality sponsorship programme that could

mutually benefit Elsewedy and society (Ukman,2010), which coincide with Elsewedy current

mission statement and business history.

2.6Budget, timescale and deliverables

Time scalewill be detailed within task 4, although the research is expected to take 7.5

months and schedule varies according to the available required resources.

Budgetis stated in CBA a total budget EGP 200,000.00with a variation +/- 10 % would be

required to complete the project.

Key deliverablesare listed here; also check point 4.1.4 for further detailed deliverables list.

# Deliverables1 Possible communication channel

2 Market research database

3 Market situation findings

4 Internal report findings

5 Elsewedy policy, strategy and selection criteria

6 Proposal Guidelines

7 Sponsorship list

8 Descriptive and causal questionnaire design

9 Descriptive and causal research findings

10 Final report and summary

Table 2.6: Key/core deliverables.

2.7Project Resources for LECSB

Resource Name Details

Human Resources

Elsewedy marketing team consists of- Marketing director- Marketing manager for Egypt

- senior marketing specialist (Project manager PM)

- two marketing specialist- internal designer

There is no need for further work force for that project.

Skills and Experience

- Sr. marketing specialist has 4 years experience in managing similar project, but he lacks the

experience of designing descriptive and causal questionnaire, which illustrate the need for aconsultant within that field.

-

Marketing specialists have 3 years experience conducting surveys, questionnaire and developeda good relationship with Elsewedy customers over the previous years. But they need a Microsoft

project 2013 essential training which could be provided by the Sr. marketing specialist.


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Financial resource the budget estimated to that project is 200,000

Table 2.7: Project resources

2.8Risks Identification

Identify risks is an iterative process since as project progress more risk evolve (Heldman,

2007), also it has been documented and assigned with a number for further referencing, in

order to be assessed as in table 3.1.

Risk

Type/code

Cause type/ source

Poor customers or marketing professional and academics attitude S01 External - interviewee

Economic recession. S02 External - market turbulence

Civil war due to political instability S03 External - Political instability

Unclear roles and responsibilities O01 InternalOperational management and team understanding

Lack of management support O02 InternalOperational management

Budget reduced F01 InternalFinancial

Budget withdrawal F02 InternalFinancial

Inadequate orientation and briefing to consultancies at proposalform and questionnaire design

K01Internal/consultant Consultant Knowledge aboutrequirements.

Team conflict P01 InternalHuman resource/team dynamics

Inefficient Preparation secondary research database. P02InternalInefficient work/task understanding/data

availability

Inefficient communication or market research. P03InternalInefficient work/task understanding/data

availability

Unclear customer issue P04 InternalInefficient analysis/communication lack

Un clear proposal P05 ExternalConsultant unclear understanding

Poor questionnaire design or analysis P06 ExternalConsultant unclear understandingProject team staff loss/ leave P07 Internalweak retention/uncontrolled event

Qualitative analysis with too much insights P08 Internalinefficient analysis tool

Poor runner productivity/day P09 InternalInefficient analysis

Type: Risk codes: S=Strategic, O=operational, F=Financial, P=Project

Table 2.8: Risk identification;

2.9Reporting and decision points

The Sr. marketing specialist will be the PM and the stagestransitions will need to be

approved from the marketing manager, and the project sponsor is the marketing director,

while the team hierarchy is as follows.

Marketing Director MD

Marketing manager MM

Internal

Designer

Sr.Marketing Specialist SMS

Marketing Specialist MS1 Marketing specialist MS2

Distribution manager DM

Distribution team DT


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3.0Task 3

3.1Risk Assessment and potential impact

Risk probability assessment investigate the like hood that a specific risk will occur(Heldman, 2007, P. 291), Elsewedy needs to assess the identified risk based appendix 3quantification measures for impact s sensitivity, risks probability and detectability, thendevelop riskprobability score(Lewis, 2007) as follows:

Type/code Risk

Quantification

Owner

Scope/Potential Impact

Probability2

Impact

Detectability

Riskprobability#

PIDscore

F01 Budget reduced 4 6 1 24 24 MDWill lengthen the schedule and may affect the

deliverables.

F02 Budget withdrawal 2 9 1 18 18 MD Will stop the project and change its deliverables

K01Inadequate orientation and briefing toconsultancies at proposal form and

questionnaire design

3 7 8 168 21 SMSWill deliver an inaccurate policy, strategy andselection criteria leading to bad sponsorship

selection

O01 Unclear roles and responsibilities 4 6 4 96 24 SMSWill decrease teams members' productivity through

constant rising conflicts.

O02 Lack of management support 7 5 3 105 35 MMWill hinder the cooperation between departmentsdue to Elsewedy squirrel society corporate culture.

P01 Team conflict 7 6 7 294 42 MD Same as O01

P02Inefficient Preparation secondaryresearch database.

3 7 2 42 21 SMSWill limit the database of the descriptive and causalresearch leading to inefficient insights

P03 Inefficient communication or marketresearch. 3 6 2 36 18 SMS

Will lead to inaccurate information that could affect

the sponsorship conduction and evaluationmeasures.

P04 Unclear customer issue 2 8 9 144 16 SMS As K01

P05 Un clear proposal 3 7 4 84 21 SMSWill lead to out of scope proposals that willlengthen the time of screening.

P06 Poor questionnaire design or analysis 6 6 1 36 36 SMS Will result poor insights

P07 Project team staff loss/ leave 3 5 3 45 15 MD Will lengthen the schedule

P08Qualitative analysis with too muchinsights

3 6 4 72 18 SMSWill be parallelized with analysis that will lead tofailure to develop adequate insight.

P09 Poor runner productivity/day 3 3 4 36 9 SMS Will Lengthen the schedule.

S01Poor customers or marketingprofessional and academics attitude

2 8 3 48 16MS/SMS

Will deliver poor insights.

S02 Economic recession. 4 9 1 36 36 MD

Economical unbalance or recession leads to

shrinking market opportunities and decrease marketsize leading to cut in marketing activities.

S03 Civil war due to political instability 1 9 1 9 9 MDWith Egypt on the brink of a civil war (Alaswany,

2013), it will be difficult to conduct field research.

Table 3.1: Risk Probability score and potential impact

3.1.1 Probability/Impact Matrix

The combination of probability and impact results in a classification usually expressed as

high, medium, or low (Heldman,2007,P.198), the following is a numerical visual illustration

for the matrix, while the impact they could do is mentioned in table 2.8.


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Impact

H

igh

9 S03 F02 S02

8

S01

P04

7

K01

P02P05

Medium

6P03

P08

O01

F01 P06 P01

5 P07 O02

4

Low

3 P09

2

1

1 2 3 4 5 6 7 8 9

Low Medium High

Probability

3.2Risk Response and control program

After risk assessment, all techniques to manage the risk fall into one or more of four major

categories (Dorfman,2007); avoidance, transfer, mitigate and acceptance, where risk ownershould monitor his risks (Chapman and wards,2003),also PM should has a risk response for

emerging risks in the process of developing actions to reduce their threats on the projects

objective (Heldman,2007).

Type/code Risk

Riskprobability#

Response

Treatment, Control and Improvements

Owner

Preventive

actions

Corrective

actions

P01 Team conflict 294Avoid/Control

1.Open clear and effectivecommunication by articulate projectobjectives and task clearly.

2.Encourage problem and solutionsownership not blaming culture.

3.Keeping team issue impersonal andwithin the team.

1.Solution preparation throughconflicts acknowledgment,impact discussion, and agreement

to communicate.2.Understand situation as a team

through clarifying positions andanalysis.

3.Reach an agreement.

MD

K01

Inadequate

orientation andbriefing to

consultancies atproposal form and

questionnaire design

168Avoid/

Control

1.Proper deduction through cross-functional meetings for Elsewedy

requirements for proposals andquestionnaire.

2.Proper requirements' documentationfor summary briefing.

3.Asking for requirements

paraphrasing, proposal draft and

1. Meeting to re-illustrate themissing point and Re-briefing

the requirements.2. Asking for draft and

conduction of a test.SMS


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conduction of a test.

P04Unclear customerissue

144Avoid/Control

1.Effective cross functional analysis topreparation market researches.

2.Effective situational analysis for salesrevenues and market situation.

3.Clear definition for customers

indices.

1.Re-analysis to preparationmeetings and situational

analysis of sales revenues andmarket situation.

2.Deliver clearer over all report

after consultation of marketingdirector.

SMS

O02Lack ofmanagement support

105Control/Accept

1.Constant achieved objectivesProgress reporting.

1.Meeting in case problem orconflict occur.

2.Following schedule and usediplomacy for projectobjectives achievement.

MM

O01Unclear roles and

responsibilities96

Avoid/

Control

1.Clear individuals job description,tasks and objectives documentation.

2.Asking individual for reports

paraphrasing their tasks.

1.Understand the exact role thatthe individual dont understand.

2. Illustrate the role and

responsibility.

3.Find a solution

SMS

P05 Un clear proposal 84Avoid/

Transfer

1.Identification for proposal main

requirements.In addition to K01 preventive actions

1.Asking for new proposal form.

SMS

P08

Qualitative analysis

with too muchinsights

72Avoid/Control

1.Assure proper questionnaires designthrough a run test.

2.Check list with testedinsights/question withinquestionnaire.

1.Use statistical analysis toremove extreme results.

SMS

S01

Poor customers ormarketing

professional andacademics attitude

48Avoid/

Accept

1.Prepare a valuable giveaway.2.Taking an appointment with briefing

for objective.3.Keep the meeting short, straight and

simple.

1.Use different communicationtechniques to get information as

possible.2.Flag the interview form to be

considered during analysis.

MS

P07Project team staffloss/ leave

45Avoid/Accept

1.Employees retention plans

2.Scheduling leaves to be impededwithin the project schedule.

1.Reschedule work on the rest ofthe team. MD

P02

InefficientPreparationsecondary research

database.

42Avoid/Control

1.Define information resources.2.Clear definition toprojects

deliverables and documentation

formats.

1.Reschedule project and re-conduct the task.

SMS

P03Inefficientcommunication or

market research.

36Avoid/Control

1.Clear definition to projectsdeliverables and documentationformats.

2.Proper questionnaire design.

1.Reschedule project and re-conduct the task.

SMS

P06Poor questionnaire

design or analysis36

Avoid/

Transfer

1.Identification for questionnaire main

requirements.

2.Test questionnaire on a sample beforeconduction.

3.Contract includes conduction of asample test.

In addition to K01 preventive actions

1.Asking for new questionnaire.

SMS

P09Poor runnerproductivity/day

36Avoid/control

1. Setting a daily quota for work and itsquality.

2. Prepare a visit plan

1. Reminding of the goal of theproject and importance ofschedule.

2. Then reprimands theperformance and praising forthe individual personalquality.

SMS

S02 Economic recession. 36 Accept - Hold project MD

F01 Budget reduced 24 Accept - Reschedule project MD

F02 Budget withdrawal 18 Accept - Hold project MD


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4.0Task 4

4.1Project Initiation

4.1.1

Project objectiveThe LECSB project objectives to deliver a list and evaluation for several cause related

sponsorships and its benefits for Elsewedys business performanceto be conducted in 2016,

the project will take 232 working dayswith a cost 351,937.58 EGP Egyptian pounds,

while most of this cost will be overhead on marketing and distribution department, where the

actual budget is200,000.00 EGP , taking in consideration the sponsorship should conform to

Elsewedy policy, strategy and selection criteria mentioned in table 1.3.4.

4.1.2 Project Scope and limitation.

The project scope should be adequately documented during the planning process and PM

should take steps to monitor and control changes to scope so it doesnt get out of hand(Heldman, 2002), the following is a clarification for the projectsscope to avoid any creeping.

Aspect Scope Outside of the scope

Times scale 232 working days Beyond 232 working days

Budget allocated 200,000.00 EGP Over 200,000.00 EGP

Variance -/+ 10,000 EGP -

Customer database Distributors, retailers and electricians Contractors and utilities

Focus Sponsorship benefits Marketing campaign benefits

Research tools Open, closed questions surveys and In-Depth interview

focus group

Reporting Summary and insights with

recommendations

Full market campaign evaluation

Geographical Egypt Other operations

Segment Residential sector Project sector

Project team Mentioned in point 2.9 Outside mentioned work force

Resources Mentioned in point 2.7 Beyond mentioned resources

Table 4.1.2: Scope and limitation

4.1.3 Beginning and end dates

Start Date: 1stSeptember 2014

End Date: 3rd August 2015

All vacations and employees leaves has been calculated within the project schedule

4.1.4 Key and core deliverables

# Deliverables Description

1Possible communicationchannel

A list of alternative communication channels and activities that could leverage the sponsorshipeffect.

2 Market research databaseA marketing professionals' list in large national and multinational companies, and marketingacademics in Egypt.

3 Market situation findings

Current customers' awareness about Elsewedy CSR.

Communication effectiveness through techniques as recall, attitude and sort and count.

Customer satisfaction.

4 Internal report findings Sales effectiveness using current sales channels and activities.

Elsewedy Current customer issues

5Elsewedy policy, strategyand selection criteria

Table includes amendments to requirements mentioned in table 1.3.4

6 Proposal GuidelinesIt is a document that outlines Elsewedy policy for causal sponsorship that will be published on the

website for the applicants.

7 Sponsorship list It is a list that include filtered sponsorship, with:


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Cause categorization as; educational, health, wealth, safety etc.

Efficiency targeting audience.

Communication opportunities around direct marketing.

Ability to achieve objective.

8 Descriptive and causalquestionnaire design

Questionnaire list to be used in the research

9Descriptive and causalresearch findings

The findings of the research that will be conducted to identify the different cause sponsorshipsbenefits.

10 Final report and summary A report outlines different sponsorship benefits evaluation for Elsewedy.

Table 4.1.4:Key and core deliverables

4.1.5 Methodology adaption

With the incorrect methodology, discovering, designing, building, testing, and deploying

projects can be chaotic (Charvat, J., 2003), there are two methodologies categories have

different requirements as follows;

Requirements Heavy Methodology Light (Agile) Methodology

Budget High Low

Team size Big Small

Duration Long Short

Project management ability Manage complex resources andmaterials.

Manage simple resources andmaterials.

Experience Need extended training Doesnt need extended training

Software Require software Doesnt require software

Documentation Require a lot Documentation Require few documentation andrules

change Flexibility Inflexible Flexible

Characteristics Bureaucratic and predictive

Mostly unsuccessful

Great product details

Demand a lot of information

Resist change

A lot of rules and coordination

Work well with change

People oriented

Depend on check lists

Examples PRINCE/PRINCE2

Waterfall

Spiral

Scrum

Crystal

Dynamic system methodology

Lean development

Future-driven methodology

Table 4.1.5:Project Management Methodologies (Charvat J., 2003)

Taking in consideration Elsewedy small team, limited budget, simple marketing project scope

and heavy methodologies experiences absence that will recommend extra learning, it is better

to use Agile methodology.

Even though the agile methodology could be conducted without a software, The project could

use Microsoft project MsP-2013 licenses availability in Elsewedysplanning department,

and the extended experience of the Sr. marketing specialist experience in MsP, since it is

flexible and can take care of the projects unique aspects and can be customized for marketing

project (McKee et al.,2012). Where MsP is an excellent planning tools that prevent resource

over allocations, also it will keep task leveled to avoid tasks overlap, more over it provide

progress, resource usage and several tailored reports that could provide a firm grip monitoring

and control (Biafore,2013).


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4.1.6 Risk management

Risks is identified in point 2.4 where it has been assessed in point 3.1 and a proper response

and contingency action has been defined in point 3.2, after work monitor and control inputs,

tools and techniques has been defined in 3.3.

4.1.7 Outline budget

Even though Elsewedys project cost is 351,937.58 EGP, it will be allocated as overheads

cost on Elsewedy sales and marketing operation that is why it will not be considered within

the budget calculations.

Costs incurred EGP

Consultancy proposal form design 15,000.00

2 half page ads. In Ahram newspaper (Friday issue) 125,000.00

Radio ad. On Nile FM 50,000.00

Consultancy Descriptive questionnaire design 5,000.00

Consultancy Causal questionnaire design 5,000.00

Total 200,000.00

Benefits EGP

Update customer database 25,000.00

Increase in brand exposure 80,000.00

Communication channels as; Newspapers ads. Radio ads, Researches phase and Proposalphase

175,000.00

%margin in sales increase 1,000,000

Total 1,280,000.00

4.2Project implementation

4.2.1 Schedules and Work breakdown structure 'WBS'

The WBS defines the scope of the project and the work down into components that could be

scheduled and budgeted, as well as easily monitored and controlled (Heldman,2007), the

following table is a WBS extracted from the Gantt chart of MsP-2013, while Gantt chart is

attached within appendix 5.

WBSListing and Evaluating Sponsorship benefits

ProjectStart Finish

Predecessors

RASCI matrix

MarketingDirector

MarketingManager

Sr.Marketingspecialist

marketingSpecialist1

Marketingspecialist2

Distributionmanager

Internaldesigner

Marketingconsultant

Elsewedy Sponsorships' Benefit Project 09/01/14 08/03/15

PRE Preparation phase 09/01/14 10/30/14

PRE.1 Kick-off meeting 09/01/14 09/01/14 I S A S S S

PRE.1.1 Objective and WBS illustration 09/01/14 09/01/14


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PRE.1.2 Scope Briefing 09/01/14 09/01/14 3

PRE.1.3 Individual and team responsibilities 09/01/14 09/01/14 4,3

PRE.1.4 WBS 09/01/14 09/01/14 5

PRE.1.5 Performance Baseline Measurement 09/01/14 09/01/14 6

PRE.1.6 Resources allocation 09/01/14 09/01/14 7

PRE.1.7 Milestones and Scheduling 09/01/14 09/01/14 8

PRE.1.8Risk management plan and responsibility

allocation09/01/14 09/01/14 9

PRE.1.9 Initial phase approval 09/01/14 09/01/14 10RA I I I I I

PRE.2Secondary research to build research

database09/01/14 09/10/14

PRE.2.1Large Local, Multinational companies,

Marketing consultancies and colleges09/01/14 09/02/14

PRE.2.1.

1Yellow pages research 09/01/14 09/02/14 10,3

R A

PRE.2.1.2 Telephone Directory research 09/01/14 09/02/14 10,3 R A

PRE.2.2Marketing managers contacts for the above

companies through:09/02/14 09/10/14

PRE.2.3 Local and Multinational companies list 09/02/14 09/02/14 13RA

PRE.2.4Marketing professional and academics contactswithin multinationals list

09/10/14 09/10/14 16 R

A

PRE.3 Communication channel secondary research 09/02/14 09/18/14

PRE.3.1 Sponsorship history of defined companies 09/02/14 09/04/14 13 R A S

PRE.3.3Sponsorship communication of the defined

above sponsorship09/08/14 09/15/14 23

R A S

PRE.3.5 Sponsorship potential channel list 09/10/14 09/11/14 21R

A

PRE.3.2 Sponsorship Form 09/14/14 09/15/14 23RA

PRE.3.4 Potential communication channels and its cost 09/15/14 09/18/14 23RA S S

PRE.4 Market situation Research 09/15/14 10/26/14

PRE.4.4 Market share research 09/15/14 09/25/14

PRE.4.4

.1

Market size calculation (Market size =

Manufactured + Import - Export)09/15/14 09/25/14

PRE.4.4.

1.1ITC Import and Export report for 2013 09/15/14 09/15/14 27 R

A

PRE.4.4.1.3

Manufacturing capacities calculations 09/15/14 09/15/14 27R A

PRE.4.4.1.2

Estimating using mathematical regression andfield indicators the counterfeited market share

09/24/14 09/25/14 27R A

PRE.4.1 Questionnaire design phase 09/18/14 09/22/14

PRE.4.1.

1

Customer satisfaction and CSR awareness

questionnaire09/18/14 09/21/14 27 R

A S S

PRE.4.1.

2

Communication activities effectiveness and

positioning questionnaire09/21/14 09/22/14 27 R

A S S

PRE.4.1.

3

Counterfeited perceived percentage of the

market questionnaire09/22/14 09/22/14 27 R

A S S

PRE.4.1 Questionnaire sample test 09/22/14 09/24/1430,31,32

RA S S

PRE.4.2 Questionnaire approval 09/24/14 09/25/1430,31,32,

33

R

A I I I I I


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PRE.4.3Questionnaire conduction on 20% of the

customer database09/25/14 10/21/14

PRE.4.3.1

Customer satisfaction and CSR Researchquestionnaire

09/25/14 10/21/14 34I C R A

PRE.4.3.2

Communication activities effectives andPositioning questionnaire

09/25/14 10/21/14 34I C R A

PRE.4.3.3

Counterfeited perceived percentage of themarket questionnaire

09/25/14 10/21/14 34I C

RA

PRE.4.5 Summary and report 10/21/14 10/26/14

PRE.4.5.1

Report preparation 10/21/14 10/26/1436,37,38

R

A S S

PRE.4.5.

2Presentation of result 10/26/14 10/26/14 45 R

A S S

PRE.4.6 Market share and positioning 10/26/14 10/26/14 45RA S S

PRE.4.7 Counterfeited wires estimated market share 10/26/14 10/26/14 45R

A S SPRE.4.8 Customer CSR awareness index 10/26/14 10/26/14 45

R

A S S

PRE.4.9 Customer satisfaction index 10/26/14 10/26/14 45RA S S

PRE.5 Current performance meeting 10/26/14 10/30/14

PRE.5.1 Sales effectives through current channels 10/26/14 10/28/14 50S S S

RA

PRE.5.2Current customer issues discussion andsolutions

10/28/14 10/30/14 52C

RA S S S

PRE.6 Customer issues identification report 10/30/14 10/30/14 53RA S S

PRE.7 Progress meeting 10/30/14 10/30/14 54 S S A S S S

INI Initiation phase 10/30/14 03/19/15

INI.1Meeting to formulate the final policy, strategyand selection criteria

10/30/14 11/02/1454,55 A S

RA S S S

INI.2Sponsorship's policy, strategy and selectioncriteria has been defined

11/09/14 11/09/14 57 RA

INI.3 Proposal draft from Agency 11/09/14 11/09/14 58C

R

A S S

INI.4 Final proposal form receipt 11/09/14 11/18/14 59 R A

INI.5 Elsewedy Announcement to Enrollment 11/09/14 12/30/14

INI.5.1 Ad artwork 11/09/14 11/10/14 58 R A

INI.5.2 Ad. Art work approval 11/18/14 11/18/14 62 A R A

INI.5.6 Progress meeting 11/18/14 11/18/14 63 S S A S S S

INI.5.5 Enrollment period 11/18/14 12/30/14 63 R A A

INI.5.3 2 half page ads. In Ahram newspaper (Fridayissue)

11/18/14 12/09/14 63,64 R

INI.5.4 Radio ad. On Nile FM 11/18/14 12/09/1463,64 R

INI.6 Selection and filtration 12/30/14 03/19/15 61

INI.6.1 Initial screening 12/30/14 02/18/15 63RA A A

INI.6.2 Cause categorization as per 03/01/15 03/17/15

INI.6.2.1

Audience targeting efficiency, communicationopportunities, objective achievements

03/01/15 03/17/15 69 RA A A

INI.6.2.

4Progress meeting 03/17/15 03/17/15 71

INI.6.3 Different sponsorship potential benefits report 03/17/15 03/19/15 72R

A


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IMP Implementation phase 03/19/15 08/03/15

IMP.1 Questionnaire design 03/19/15 03/25/15

IMP.1.1 Descriptive questionnaire 03/19/15 03/23/15 73 R A

IMP.1.2 Causal questionnaire 03/19/15 03/25/15 73R A

IMP.8 Questionnaire sample test 03/30/15 04/02/1576,77

RA A A

IMP.5 Progress Research report 05/17/15 07/12/15 S S A S S S

IMP.5.1 Progress Research report 1 05/17/15 05/17/15





IMP.2Research conduction based on professionaldatabase

05/25/15 07/27/15 79RA A A

IMP.3 Sponsorship benefits report preparation 07/27/15 08/02/15 78R

A A A

IMP.4 Project findings presentation 08/02/15 08/03/15 86 I C R S S ITable 4.2.1: work break down and responsibility matrix

4.2.2 Resource reviews

The PMBOK guide defines resources as people, equipments and materials, while the list goes

on depending on the project (Heldman,2007). While the MsP-2013 define three types of

resources; cost type which include financial resources as payments which dont accumulate

with time as consultancy fees and questionnaire design fees, also material type which

accumulate per unit, and work type which is any resource accumulate with time as

employees work (Biafore,2013). The following table illustrate these different types of

resources and in appendix 7 there are a snap shot from the program.

Resource Name TypeCost

(EGP)

Details

Marketing Consultant Cost 25,000.00Consultancy for Proposal form preparation, Descriptiveand causal research questionnaire design.

Newspaper Ad Cost 125,000.002 half page ads. In Ahram daily newspaper (Fridaysissue)

Radio Ad. Cost 50,000.00 3 min ad. On Nile FM for 30 days on 5:00 pm

Giveaways Material 250.00/unitGiveaways for market professional and academics

descriptive and causal research.

Marketing director Work 170.00/hr.

Marketing Manager Work 85.00/hr.Distribution Manager Work 85.00/hr.

Sr. Marketing Specialist Work 40.00/hr.

Marketing Specialist 1 Work 17.00/hr.

Marketing Specialist 2 Work 17.00/hr.

Internal designer Work 40.00/hr.

Table 4.2.2: Resources review


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4.2.3 Personal requirement

The project team is mainly the Sr. Marketing specialist, marketing specialist 1 and 2, inaddition to minor roles for internal designer, marketing and distribution manager, also the

marketing director as a sponsor for the project, check appendix 6&7.

4.3Project termination

Meredith and Mentell (2003) stated that the primary criterion for project continence or

termination is whether or not the organization is willing to invest the remaining estimatedtime and cost to complete the project, given the projects current status and expectedoutcomes. Taking in consideration Egypt current political and economic state the projectcould be terminated or put on hold for undefined time period in case of risk number F03,S02and S03. Also management could terminate the project in case they found in progress

meetings that the project will fail to deliver a clear sponsorship benefits evaluation. Else theproject will be terminated after delivering the researchs findings with sponsorship benefits

and recommendation to the main criteria to select the appropriate sponsorship program and

benefits with each category.

4.4Project Evaluation

Evaluation techniques are two main types; Formative evaluation, which PM should conduct to

guide the project to successful implementation, while there summative it is a post completion

evaluation (Harvey,1998), where there are several types for summative evaluation (McKee et

al.,2012) as;

Outcome matrix which is a simple listing of deliverables on the right hand and

achievement on the left hand.

Post-completion audit which looks at all aspects of the project with regarding twoquestions, did the end result meet the objective? And was the management of the

project as it might be, or were there bottlenecks or problems ?

Benefits realization it is a summary of basic findings about projects performance,

organization, team and management, but usually a more formal audit is undertook

From illustration it is obvious that the most effective evaluation technique for the project with

deep insight is the Post completion audit which could be applied as follows;

4.4.1 Objective Evaluation

The evaluations main reason for the project is to illustrate the cause related sponsorshipbenefits on Elsewedy business performance, it is supposed to deliver different causesponsorship categories effect on delivered customer value, customer perception of ElsewedyCSR, brand exposure, generated promotional opportunity and customer loyalty, effect onmarket share and sales revenues as a result Elsewedy could select the most appropriatesponsorship to its objective and strategy, also to base the foundation for a post-implementation evaluation.

4.4.2 Post-Completion Audit

The project is a great opportunity to learn how to manage future project more effectively,where a LECSBsformal review should examine all projects input to deliver an insightfullearning outcomes through asking what went well (and why) and what went bad (and why)


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then it delivers its recommendation. This could be achieved through simple reviewquestionnaire about the following aspects.

Meetings:

Kick-off meeting, briefing sessions, agency questionnaire appraisal meetings and progress

meetings effectiveness and efficiency should be reviewed through asking simple questionsas:

o Was the meeting effective?o Was meetings number appropriate or it should increase?o Did the meeting succeeded in delivering its agenda?o Is it effective communication tools to what extent?o How future meetings could be enhanced?

Performance

The teamsmembers should be evaluated as groups as well as individuals, where feedback

should be collected using 360 review questionnaire, assessing aspects as productivity withrespect to assigned tasks, cooperation, after word an interview should be conducted with the

teamsmember to positively share the results.

Budget

A comparison should be conducted between the forecasted costs and benefits and the actualcost and benefits, through a reviewed CBA. Also the reason for the variance should be stated

through asking the following questions:o Why did LECSB project come over/under budget?o Were additional/less resources should have been allocated?

Schedule and tasks

Tasks effectiveness in achieving deliverables should be examined, also its conductionsduration, and its allocated resources.

o Was the quantitative and qualitative questionnaire design effective?o Was the sampling for quantitative and qualitative questionnaire test task

effective to evaluate the questionnaire effectiveness?o Could the research be conducted on smaller sample with appropriate

accuracy?o Did the analysis was effective?o Why LECSB schedule exceeded its deadline?o Which part went well?o How to improve future task conduction?o Was the project managed effectively?o

Was risk management plan effective?o Which task needed more/less time?

4.4.3 Evaluation Report

After words the gathered information should be formalized in a report. With the following

outline (McKee et al.,2012,P.283)

Summary emphasizing areas that found to be unsatisfactory.

Review of the end result compared to the expected result

Reviewed CBA comparing forecasted costs and benefits to actual cost and benefits.

Reviewed schedule briefing illustrating tasks took longer than planned and reason

Recommendations should be made to improve future conduction


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Appendix 1: Organization Background

1.0Organization

Elsewedy is an Egyptian company, it was founded in 1938 by the Elsewedy family as a

trading company, and In 1986 Elsewedy built its cables factory under the name of Elsewedy

cables. In 2008 Elsewedy changed its name into Elsewedy Electric, Now Elsewedy Electric

manufactures and sells integrated energy products and services in seven energy segments:

electrical wires and cables, electrical products, telecommunications, transformers, wind

energy generation, energy measurement and management, engineering, procurement and

contracting.

Elsewedy electricturnover has been rapidly rising during the past few years to reach 15.1

billion EGP in 2013; taking in consideration, Elsewedy Cablesproduction capacity is the

highest one in the region, with 282 thousand tons/annum in 2013 and the 5th

worldwide.

Elsewedy Cablesis accountable to 78% of Elsewedy Electric revenues (11.8 Billion EGP) in

2013, and Egyptian wires and cables market is accountable to 46% of the total wires and

cables sector (5.52 Billion EGP), distributed as 60% and 40% for project and residential

sector respectively.

2.0Residential Market Products

Elsewedy manufactures Electrical wires, which are a copperconductors insulated with a material, also it could be several wireswith over all white sheath, to conduct electricity in buildings onvoltage up to 1000 volts, usually range from 1.5 SQ.MM to 25

SQ.MM. It has 5 main colors according to old International electricalcommittee standards ' IEC ' which are red, yellow, blue, black andyellow green, since Egypt market still using the old IEC colors. Itspackaging is 100 M rolls, and usually it is sold directly in hugequantity (>1000 rolls) directly or through distributor or retail inmedium and small quantities.

3.0Residential Market Product Range:

In the following is wires percentage distribution among sizes and colorsSize % Red Yellow Blue Black Yellow green

1.5 SQ.MM 60 22.46 8.12 7.75 20.11 41.52 1002.5 SQ.MM 23 22.84 10.21 11.07 37.89 17.96 100

4.0 SQ.MM 11 26.26 13.37 12.99 40.68 6.67 100

6.0 SQ.MM 1.9 16.73 17.98 24.05 30.044 11.17 100

10 SQ.MM 0.1 5.64 2.82 2.82 0 88.70 100

16 SQ.MM 2 18.90 11.08 13.43 18.36 38.21 100

25 SQ.MM 2 28.20 21.81 18.09 31.88 0 100

Total 100

Table A.1: Product Mix

4.0Customers and Sales revenues

Elsewedy Cableshas two main distributors located in Cairo, whom has sub distributor andretailers covering 28 Egyptian governorates, during 2009-2010 Elsewedy developed a


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detailed database for different Egyptian territories, through inviting distributors, retailers and

electricians to counterfeited wires awareness communication seminars (CWACS).

CWACS developed several promotional opportunities that enhanced the sales revenues

volume highlighted in table A.1, in the following is a table illustrates the customer retentionand acquisition vs. sales revenues.

Year Period Customer Retention Customer Acquisition Sales

Distributors

lost

Distributors at

start of periodRate

Distributors

acquired

Distributors atthe start of the

period

RateAnnualBillion

EGP

2009January-June 0 13 0% 48 13 369%

1.8July-December 26 61 43% 250 61 410%

2010January-June 47 285 16% 150 285 53%

2.42July-December 39 388 10% 128 388 33%

2011January-June 32 477 7% 0 477 0%

1.19

July-December 325 445 73% 0 445 0%

2012January-June 25 120 21% 47 120 39%

0.7July-December 50 142 35% 26 142 18%

2013January-June 13 118 11% 50 118 42%

1.6July-December 79 155 51% 120 155 77%

2014 January-June 93 196 47% 21 196 11%

Table A.2: Sales revenues with

5.0Market position and competition

Researchers conducted in-house estimate the Egyptian wires market as follows;

Egyptian wires market is an oligopoly market and until 2008 it used to be duopoly, as a result,

even Elsewedy is the highest prices wires in the market yet it has apparently 65% market

share, while actually it has 30% actual market share. Noting that, Elsewedy actual market

share increased from 30% to 39% by 2010s end as a result of CWACS and fall again after its

termination in 2011. Main competitors are as follows:

Brands Details

Sewedix A Saudi Arabian Jeddah Cables' brands, with 40,000 ton/annum manufacturing capacity, which is owned by a

member of Elsewedy Family, it has been introduced in the market in 2008.

ECC A brand for public local manufacture with 24,000 ton/annum manufacturing capacity.

Generics They are a range of several factorieswith capacities less than 1,000 ton/annum and very low quality wires.

Counterfeited It is manufactured by Generic factories as Elsewedy counterfeited product.

Table A.3: competitors

65%

20%

10%5%

Apparent Residential Wires Market

Elsewedy

Sewedix

ECC

Generics

30%

20%

10%5%

35%

Actual Residential Wires Market

Elsewedy

Sewedix

ECC

Generics

Counterfieted


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Appendix 2: Project Proposal

Option Chosen: Option two - Sponsorship

Candidate Number: 70889221Name of Tutor:

Date: 2 July 2014

Assignment Option Selected and Why

Option twoSponsorship is selected since it suits my business field, and there are a currentproject in Elsewedy Cables related to sponsorship.

Confirmation of employer/organization co-operation

Marketing Director.Marketing Manager.

Project Objectives and Scope

The project objectives to deliver a list and evaluation for several cause related sponsorshipsand its benefits for Elsewedys business performance to be conducted in 2015-2016

Brief description of what is to be covered for each aspect of the brief

Product

Electrical wires are a copper conductors insulated with a material to conduct electricity in

buildings usually range from 1.5 SQ.MM to 25 SQ.MM. It has 5

ocom pmim sep14 12998007 final correct version

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