GROUP 1

Brand Management on International Market

Agata Daraż 108097
Alexandra Braga 124109
Anirudha Bairankal 124087
Ciro De Vito 133105
 Our Team

Agata Daraż
Ciro De Vito Alexandra Braga Anirudha Bairankal
SGH Warsaw School
SGH Warsaw School SGH Warsaw School SGH Warsaw
of Economics
of Economics of Economics School of
Economics
 Agenda
1 Brand & market description

2 Porter’s Five Forces

model
3 PESTEL
analysis
4 Competitive landscape
IN SOUTH AFRICA
5 SWOT
analysis
6
Conclusions: brand goals, marketing
strategy and enhancement tools
7 Plan of marketing activities

8 Performance indicators
About Bakalland
BACKGROUND: Polish brand founded in 1991 by three
SGH students in Warsaw

OWNERS: majority stakeholders (since 2022): Uno

Capital (Marian Owerko) and O&R Holding Sp. z o.o.
(Rafał Brzoska), CEO: Monzer Elabrashy (since 2024)

ACTIVITIES: production, processing, trading

PRODUCT PORTFOLIO: dried fruits, nuts, grains, seeds,

snacks, bars, mixes, softies, flakes, crunches, jams,
cake masses, canned fruits, etc.
About Bakalland
TARGET MARKET: Poland (and later global expansion)
INTERNATIONAL PRESENCE : exporting to 50+ countries worldwide

EMPLOYMENT: 800+ employees

ANNUAL REVENUES: 450+ mln PLN
TARGET GROUP: B2C & B2B
BUSINESS STRUCTURE: Bakalland as a part of FoodWell (with Purella)
BUSINESS STRATEGY: acquisitions (e.g. Delecta, Solger, Mogo, Hordgal, Polgrunt)

MISSION: to provide an everyday happiness based on a healthy lifestyle

VISION: to enhance our strong position in the Polish market in order to expand
globally thanks to our exceptional community and products of which we are
proud
 Bakalland ‘s value proposition

wide availability of healthy products

ready-to-
(e.g. online, in grocery stores,
healthy and eat bars
dried supermarkets,) and mixes
nutritious
fruits, nutritious snacks supporting snacks
maintaining a
nuts, a healthy diet widely healthy
grains, convenient &
available lifestyle
seeds, bars, well-optimized size distinctive
products
snacks mixes, of packaging packaging having
softies, access to
flakes, nutritious,
jams, crunches grab-and-go
diet diversification relatively
cake snacks
(mixes of nuts, seeds, expensive
masses,
dried fruits) products keeping a
canned diversified diet
fruits healthy alternatives to sweets limited
and unhealthy snacks portfolio of
products
grab-and-go products (e.g. for city lifestyle)
 Bakalland’s Business Model Canvas
Key Partners Key Activities Value Propositions Customer Relationship Customer Segments

• Suppliers • Manufacturing • Costumer Support in the • Healthy-conscious

• High-quality food
• Wholesaler • Marketing and Website consumers
products
s Networking • Social Media • Athletes and fitness
• Healthy and tasty
• Retailers • Quality Control options devotees
• R&D and Innovation • On-the-go snack options • Retailers and
• Operations • Renown Brand in Poland Wholesalers
• Logistics • Innovation in Product • People looking for on-
Key Resources Development Channel the-go snacks

• Manufacturing • Supermarkets and

Facilities grocery stores
• Brand Reputation and • Online retail platforms
IP • Distributors and
• Financial Resources wholesalers
• Labor Force • Social media and digital
• Raw Materials marketing
• Distributional Network
Cost Structure Revenue Stream
• Raw Materials costs • Sales of food products
• Manufacturing costs • Partnerships and
• Marketing and advertising collaborations
expenses
• Distribution and logistics costs
• R&D expenses
• Overhead costs
 About the South African market
South African market is said to be the most advanced, diversified and productive in the
entire African continent.

• GDP: $405.9 billion (2022)

• economic growth rate: 2% (2022) vs. 0.6% (2023)
• governmental debt: 75% (of the total GDP)
• service sector: 73% of the total GDP
• most advanced services: finance, real estate, business services
• population: 60 million people
• unemployment rate: 32% (2023)
• poverty level: 64% (2023)
• strategic memberships: Southern African Development Community (SADC),
Southern African Customs Union (SACU), World Trade Organization (WTO), G20,
BRICS, African Continental Free Trade Agreement (ACFTA), The African Growth and
Opportunity Act (AGOA), etc.
 About the South African market
1) Doing Business Ranking

2) Hofstede cultural dimensions

 Bakalland brand in South Africa
1) BRAND ARCHETYPE

HERO CAREGIVER
improving the world by making + caring for customers who are
healthy products widely available seeking natural products and
healthy diet
2) BRAND AWARENESS
Bakalland experiences limited recognition in South Africa in
LOW comparison to industry leaders, mainly due to its absence
from influential retailers. As a result, numerous customers
BRAND
remain unaware of Bakalland’s offerings and its
AWARENESS commitment to providing health-couscious and high-quality
products.
 Analysis of
Bakalland’s position
in South Africa
 Porter’s Five Forces
Competitive Rivalry
Threat of New Entry
HIGH
LOW / MODERATE
Crowded Industry
Crowded Industry
Price Competition
Small and Innovative Brand
Need of Branding , Innovation and
Buyer’s Bargaining Power Opportunity
Differentiation
MODERATE / HIGH

Consumer Demand
Crowded Industry
Supplier’s Bargaining Power Consumer Price Sensitivity
MODERATE Threat of New Substitutes
MODERATE
Wide Availability of Raw Materials
Dependence on Climate and Weather
High Nutritional Value and
Conditions
Industry’s Reliance on Specific Health Benefits
Suppliers Alternative Options
In-house Processing Capabilities
 PESTEL analysis

POLITICAL ECONOMIC SOCIAL TECHNOLOGICAL ENVIRONMENTAL LEGAL

weight: 0.1 weight: 0.2 weight: 0.3 weight: 0.1 weight: 0.1 weight: 0.2
score: 2/5 score: 3/5 score: 4/5 score: 2/5 score: 3/5 score: 1/5

P E S T E L
 demographic growth digitalization trends
slow economic nearly 1.5 billion 115% growth in
development inhabitants with a 2.4% African Internet
economic growth in 2024 users since 2019 natural resources state
political networks
growth rate: at availability protectionism
international
2% (2022) vs. young society agricultural fresh fruits & trade protection,
organziations
0.6% (2023) 40% of society aged innovations seeds; also grains preferential
memebership
under 15 years old such as drones, AI to accounting for trade
BRICS benefits monitor crop 30% of total arrangements
high corruption
emerging rising health awareness conditions agricultural for national
Corruption
market acceleration in health product entities
Perceptions
opportunities promotion over last 20 poor infrastructure
Index: 41/100
such as high years failed privatisation, subtropical regulations and
(2023)
long-term lack of schools, unpredictability bureaucratic
returns, rising education level roads, pipelines, and barriers
political
unexploited from 52% to 67% of facilities climate change linked to
instability
potential, etc. primary school global warming, corruption,
deriving from
completion (2020-22) limited Internet dry seasons, bribery, delayed
links with Russia
prices access unexpected payments,time-
and Ukraine or
fluctuations low disposable income still 21% of society weather consuming bank
internal political
due to on average 2,7 USD per without Internet conditions verifications,
changes
fluctuations in household (2022) access (2022) leading to loss of complicated tax
supply&demand, resources submissions ,

P E
weather
conditions S T E L
etc.
 Competitors in South Africa

Montagu Dried Fruit

Safari nuts Capedry
and Nuts
Montagu is a trusted South Safari Nuts is a South African Cape Dried Fruit
African brand, known for our company specializing in the Packers is South
moreish array of dried fruit production and marketing of Africa’s second-largest
and nuts. Is a pioneer in the dried fruits, nuts, and fruit- exporter .
snacking industry. based snacks.
 Competitors in South Africa

Nutro (Bokomo) Pick n Pay Private Label Lancewood

South "Simply Nuts & Dried Fruit" South
Africa South Africa
Offers a wide range of Africa Specializes in premium,
dried fruit, nuts, seeds, Offers affordable, good quality organic healthy snacks, and
and healthy snack bars. dried fruits, nuts, and trail trail mixes. Strong focus on
Strong brand presence in mixes. Focuses on sustainability and ethical
major supermarkets. convenience and value. sourcing. Targets health-
Targets health-conscious Targets budget-conscious conscious consumers willing
families. health-conscious consumers. to pay a premium for quality
and ethical practices.
Comparison with the main
competitors

1 target audience
2 brand awareness and brand image
3 marketing and distribution
4 product
5 value proposition
 target audience

brand primary target audience secondary target audienc

Young professionals, health-conscious

NUTRO Familie
s individuals

PICK N PAY Students, health-conscious individuals

Budget-conscious
SIMPLY NUTS looking for value
consumers

Health-conscious consumers Individuals with dietary restrictions (e.g.,

LANCEWOO willing to pay more for premium gluten-free), environmentally conscious
D products consumers

BAKALLAN Familie Young professionals, health-conscious

D s individuals of all ages (hypothetical)
 brand awareness & brand image

brand brand awareness brand ima

NUTRO High Trusted, family-friendly, convenient

PICK N PAY
Moderat Affordable, basic
SIMPLY NUTS
e

Growin
LANCEWOOD Premium, organic, ethical
g

BAKALLAND Lo Heritage, quality (based on Polish

w reputation)
 marketing & distribution
brand marketing channels distribution target audienc

TV commercials, in-store Major Families, health-conscious

NUTRO
promotions, social supermarkets consumers
media
Primarily in-store Budget-conscious health-
PICK N PAY Pick n Pay
promotions, limited conscious consumers
SIMPLY NUTS stores
social media

Social media marketing,

Specialty stores, Premium health-conscious
LANCEWOOD focus on ethical sourcing
online retailers consumers
and health benefits

Social media Major Families, health-conscious

BAKALLAND consumers of all ages
marketing, in-store supermarkets
promotions
 product

brand product range variety innovativeness pricin

Dried fruit, nuts,

NUTRO Moderate Low Competitive
seeds, snack bars

PICK N PAY Dried fruit, nuts, Basic Affordable

Low
SIMPLY NUTS trail mixes

Trail mixes, snack

High (organic, High Premium
LANCEWOO bars, nut butters
exotic
D ingredients)
Dried fruits, nuts, grains,
BAKALLAND High High Competitive/High
seeds, bars, mixes, flakes,
jams, cake masses
 value proposition
Brand Value Proposition

NUTRO Convenient, healthy snacks for families

PICK N PAY Affordable, good quality dried fruits and nuts

SIMPLY NUTS

Premium, organic healthy snacks made with ethical

LANCEWOOD practices

BAKALLAND Trusted source for everyday wellness, offering a

variety of healthy snacks for families
 Competitors summary

Nutro is Bakalland's strongest direct competitor due to similar product ranges, target audiences, and
brand images. PicknPay and Simply Nuts offer budget-friendly alternatives, differing slightly in product and
brand factors. In contrast, Lancewood targets a premium, health-conscious niche, positioning itself
differently from Bakalland, which focuses on broad availability and promoting a healthy lifestyle. On a
price and quality matrix, Bakalland sits in a higher price segment, close to high quality but below
premium, indicating reliable quality with slightly higher prices compared to South African competitors.
Positioning map high price

PRICE - QUALITY

basic premium
quality quality

low price
 SWOT analysis
The provided SWOT analysis pertains to
Bakalland in South African market. The
analysis consists of four components:
strengths, weaknesses, opportunities and
threats.
 STRENGHTS
Healthy High product quality
International presence
Products The company is committed to
Bakalland offers a range ensuring the quality of its products,
of health-conscious using high-quality ingredients and Bakalland has
controlled production processes. expanded its
options within its
presence beyond
product portfolio, 0.3/1 national borders,
responding to the
with distribution in
increasing demand from
various parts of the
consumers who are Innovations world (like South
becoming more health-
The company is known for innovation in the Africa), thus
conscious. This segment increasing its
field of snacks and food products, regularly
of the market is growing market potential.
introducing new products, new solutions
rapidly
and improvements to meet consumer 0.1/1
0.4/1 needs.
0.2/1
 WEAKNESSES
Low Brand Limited Product Higher Costs and
Recognition Portfolio Bureaucratic Hurdles
Compared to local and While Bakalland operates With all its production facilities
established competitors, in the Polish market with a situated in Poland, Bakalland
Bakalland's brand focus on dried fruits and encounters higher costs and
recognition is still in its nuts, in South Africa is bureaucratic hurdles associated
primary stage. Furthermore, currently centered around with exporting its products,
its absence in the major cereal bars. This narrow putting it at a competitive
retailer stores like ShopRite product range may disadvantage against local
or PnP hinders its exposure constrain its growth competitors and major
to a wider audience. potential in this market. multinational corporations
operating within the country.
0.6/1 0.2/1 0.2/1
 OPPORTUNITIES
Rising health awareness Natural resources Demographic growth
modern lifestyle focusing on availability
growing population, young
healthy practices and products
South African abundance in customers open to novelties
such as nutritious snacks
fruits, seeds and resources could and following global dietary
provided by Bakalland
benefit Bakalland’s snacks patterns
production 0.2/1
0.4/1 0.2/1

Digitalization trends Economic & political networks

increase in digital solutions implemented rapidly potential benefits deriving from trade missions,
in South Africa, low costs of innovations local partnerships, BRICS, financial system
networks
0.1/1 0.1/1
 THREATS
Price sensitivity Economic slowdown Competitors
If Bakalland’s products are A slowdown in the South Increased competition (both
perceived as too expensive, African economy could lead local and international) could
consumers will switch to to decreased consumer threaten Bakalland’s market
cheaper alternatives. spending share and further expansion in
SA.
0.3/1 0.2/1 0.3/1

Import Duties Global prices fluctuations

South Africa has imposed import duties on certain Dry fruits and seeds prices can fluctuate due to
agricultural products, including dried fruits, to factors like weather, crop yields, and global
protect domestic producers. demand
0.1/1 0.1/1
 Conclusions
S Bakalland’s brand boasts high-quality, health-focused products, perfectly
aligned with the growing trend of health consciousness among consumers.

Weaknesses such as limited product portfolio, low brand recognition,

W high price and bureaucratic hurdles need to be addressed.

To enhance its position in the market, Bakalland can leverage South

O Africa's local natural resources, increase its digitalization level, and

its well-established economic and political networks.

To counter potential threats, such as those arising from economic fluctuations and
T import duties, Bakalland should consider diversifying its product range and
adjusting its pricing strategy by decreasing the final goods prices..
 SWOT-TOWS MATRIX

BRAND’S STRENGHTS BRAND’S WEAKNESSES

Bakalland’s products are healthy and Bakalland’s low brand recognition in

made of natural ingredients which South Africa calls for action. The rising
OPPORTUNITIES answers the currently emerging needs health awareness there could become a
and preferences for healthy-aware key factor in promoting Bakalland’s
customers whose awareness is still products as the healthy alternative for
rising sweets.
Bakalland is confronted with
Low brand recognition enhanced
competition and high price sensitivity
by high level of competition and
among South African customers. In
price sensitivity may encourage
THREATS order to gain their approval and
Bakalland to use promotional
become a market leader Bakalland
tools and gain customers’ trust so
should promote healthy-aware
that the brand image attracts
approach and high quality of its
more clients.
products.
 SWOT-TOWS ANALYSIS
OPPORTUNITIES THREATS

CONSERVATIVE STRATEGY
AGGRESSIVE STRATEGY
NUMBER OF INTERACTIONS: 16
NUMBER OF INTERACTIONS: 17
STRENGHTS WEIGHTED AVERAGE OF INTERACTIONS:
WEIGHTED AVERAGE OF INTERACTIONS:
3.6
4.6

COMPETITIVE STRATEGY DEFENSIVE STRATEGY

NUMBER OF INTERACTIONS: 12 NUMBER OF INTERACTIONS: 19
WEAKNESSES
WEIGHTED AVERAGE OF INTERACTIONS: WEIGHTED AVERAGE OF INTERACTIONS:
4.4 5.8

DEFENSIVE STRATEGY for minimizing weaknesses and avoiding threats

MINI-MINI STRATEGY based on eliminating internal weaknesses and

paying attention to the external threats
 Conclusions
for brand’s strenghtening
in South Africa
 1.
BAKALLAND’S
GOALS
 Bakalland’s goals

1 2 3
INCREASE QUARTERLY RISE CUSTOMER FORGE THE BRAND
SALES BY 20% IN THE SATSIFACTION BY 80% IMAGE OF A HIGH-
NEXT YEAR UNTIL THE END OF 2026 QUALITY & HEALTHY ICON
BRAND
increasing sales volume in providing reliable, healthy, natural using PR campaigns, social media
each quarter of year 2025 by products at affordable prices, (Instagram, TikTok, Twitter),
20% on a basis of horizontal launching horizontal product influencer marketing (engaing Dr.
brand extension, launching extension to adapt to the specific Musa Mthombeni, AB de Villiers,
online sales channel by the local needs and surprise the Nxumalo, Refiloe Phoolo), being
end of 2025 and promoting clients, offer loyalty programs and perceived as an icon brand
the brand (SM, tours, discounts leading to the overall providing high functionality and
exhibitions, advertising) customer satisfaction increase up high symbolic meaning (of a healthy
to 80% by the end of 2026 lifestyle supporter) among 75% of
the brand’s respondents
 2.
BAKALLAND’S
MARKETING
STRATEGY
 Marketing strategy
Product Price
• High-quality, healthy, and tasty
• Enhance product portfolio, cereal bars it to narrow
• Consider price sensitivity of South African consumers
sector to grow up • Implementing special offers and disocunts rather
• Develop brand alliances with well-known companies in
than reducing the price, to do not reduce the
South Africa
perceived value
• Regularly conduct market research to stay updated on
• In the future, a reduction of the price could be
emerging trends (local preferences, labelling,
considered
packaging, ...)

Place Promotion

• Securing placement in major retailers (e.g • Develop PPC and social media advertising
ShopRite, PnP, Massmart) campaigns
• Launch an e-commerce channel by the end of • Leverage influencer marketing
2025 • Organize promotional events at key points of sale
 Marketing Strategy

Adaptation Transnational strategy

Adaptation of one or more of the 4P mix High local responsiveness & global
components: product, price, place, and integration
promotion
• Alignment to consumer needs and loyalty • Efficient processes management on the
building global scale
• Acknowledging the importance of cultural • Fostering current competitive advantages
dimensions and national traditions in food and carrying out a deeper market
preferences penetration
• Applying different strategies in SA than in • Building a global reputation while
Europe simultaneously growing in the South
• Tailoring promotional activities to the specific African market
characteristics of South African consumers
 3.
BAKALLAND’S
ENHANCEMENT
TOOLS
 Bakalland’s enhancement tools
Strategic Advertising & Marketing Campaigns
• Develop creative ads highlighting brand values (dried fruits, healthy snacks)
• Use diverse channels: tv, social media (Facebook, Instagram), online advertising
• Goal: Reach a wide audience and establish brand presence across market segments

Experiential Branding
• Direct consumer engagement through events and tastings
• Promotional activities at points of sale, food fairs, local events
• Offer product samples and brand interaction

Social Media Engagement

• Active management of social media profiles (Facebook, Instagram, Twitter)
• Maintain direct and authentic communication with followers
• Share engaging content (stories, promotions)
• Ensure brand relevance and accessibility to digital consumers
 Brand alliances

Fruit South Africa (SA) is a dominant player in fruit industry operating as an

umbrella company accountig for 65% of all the fruit exports from SA.

EXEMPLARY ACTIONS:
1) Fruit SA providing fruits for Bakalland products
2) Bakalland and Fruit SA events promoting sustainability
3) Bakalland’s special edition of products: set of both fresh fruits (from Fruit SA)
and dried fruits of the same kind (from Bakalland offer)

BAKALLAND’S MOTIVES FOR BRAND ALLIANCE:

1) enhancing brand image: identify with Fruit SA values like sustainability or healthy lifestyle
2) extending target customer group: building brand awareness & gaining customer’s trust
3) sales increase: maximizing profits by enlarging the volume of sales
4) brand promotion: promoting Bakalland brand via multiple channels of Fruit SA
 Brand alliances
Danone stands as a global leader across three sectors: Essential Dairy and
Plant-Based Products, Specialized Nutrition, and Waters. Nutriday, a Danone
brand operating within the yogurt industry, holds the first position in South
Africa for spoonable dairy products.

EXEMPLARY ACTIONS:
1) Bakalland cereal bars incorporating yogurt from Danone
2) Nutriday Yogurt with dried fruits and nuts in the upper part to mix inside (On-the-
go snack)

BAKALLAND’S MOTIVES FOR BRAND ALLIANCE:

1) market expansion: Building brad awareness and customer’s trust
2) brand enhancement: Enhance its reputation and credibility in South Africa
3) wider product portfolio: Increase its sales by attracting new consumers
4) common focus: Both health and wellness - by joining forces, they can reinforce their shared
mission
 Plan of
marketing activities
Year 1
Search Engine Pay-per-click (PPC) Adds 0-3 months
• Text-based messages that appear near the top of search
Social Medias Ads
results for relevant terms.
• Placed in the news feeds of popular • Keywords targeting with immediate results
networks
• Maximize audience attention.
Engagement Boosting
• Quick setup and can go live within a day. • Interactive presence on social media platforms
• Enable behavioural targeting, customer • Cultivate a sense of community
audience targeting, and remarking • Collaborate with relevant influencers e.g. dr. Musa
Mthombeni, AB de Villiers, Nxumalo, Refiloe Phoolo

6-12 months Established presence in the major retail stores

Application of special offers and • ShopRite Holdings LTD, PnP, and Massmart Holdings
discounts LTD
• Broader customer base.
• Limited-time promotions or Expansion of product portfolio
exclusive discounts • Dried fruits, nuts, seeds, cereal breakfast, and muesli
• Attract customers • Expand the brand’s market share.
• Collaborations and
Partnerships

Enhancement of brand recognition and product portfolio expansion

Year 2
Strengthening Distribution and 0-6 months
Enhancing Digital Presence and
Increasing Visibility Customer Engagement
• Expand Distribution Channels • Website Optimization and SEO
• Collaborating with online grocery stores and • Email Marketing Campaigns
health-focused online marketplaces can • Content Marketing and Social Media Expansion
increase accessibility and convenience for
customers.
• In-store Promotions and Displays

6-12 months

Leveraging Customer Feedback and Building Customer Loyalty and Measuring

Innovating Products Success
• Customer Feedback Loop • Loyalty Programs
• Product Innovation • Performance Analytics

Expansion of distribution channels, enhancement of digital presence, leveraging

customer feedback to refine offerings
Year 3
0-6 months

Personalized Customer Community Building and user-

Experiences generated content
• Leverage Customer Data • Brand Ambassador Program
• Interactive Loyalty Program • Social media contests and challenges
• Subscription Boxes • Customer testimonials

6-12 months

Data driven Optimization and

Strategic Collaborations and Experiental
Market Expansion
Marketing
• Advanced marketing analytics
• Co-branding apportunities
• Market research
• Experiential Events
• Omnichannel marketing
• Cause Marketing

These initiatives will establish a loyal customer base and expand market share, ensuring long-
term success.
Timeline
YEAR 1
YEAR 2

YEAR 3
 Budget
Budget Year Year Year Total
Category 1 (Estimated) 2 (Estimated) 3 (Estimated) (3 Years)

Digital
Advertising (PPC & Social 360,000 480,000 600,000 1,440,000
Media Ads)

Influence
60,000 100,000 140,000 300,000
Marketing

Retailer
100,000 150,000 200,000 450,000
Negotiations

60,000
(Website
Website 240,000 240,000
Optimization) + 540,000
& Content Marketing (Content) (Content)
240,000
(Content)

120,000
(Band
50,000
Ambassadors)
(Band
Brand + 40,000
Ambassadors)
Building & Customer Minimal (Loyalty 290,000
+ 20,000
Engagement Program) +
(Loyalty
80,000
Program)
(Experiential
Marketing)
Total Marketing Budget:
Other
122,000 230,000 284,000 636000
Year 1: R1,242,000 (estimated) (Contingency)

Year 2: R2,300,000 (estimated)

Year 3: R2,904,000 (estimated)
 Performance indicators
implemented in order to reach brand’s goals such as:
increasing sales & customer satisfaction, forging icon brand image

DIGITAL TOOLS
website analytics measuring demand patterns
website analytics (SEO efficiency: webpage views,
customer’s feedback to meet clients’ needs
visibility, average time spent on page)
social media audits to gain knowledge about
customer’s feedback (online reviews, opinions)
clients
social media audits (impressions, number of
followers, reach, mentions, collaborative posts)

CONVENTIONAL TOOLS brand perception audits to research current

brand perception audits brand image
surveys (quantitative and qualitative) surveys, focus groups to learn customers’
focus groups (thematic discussions) perceptions
financial analysis (annual financial reports) financial analysis to measure sales
interviews (direct / indirect - e.g. mailing, calling) interviews to analyze customers’ preferences
and adjust to them
Thank You!

questions?
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