2023

Project: The Smart Fork

Company: Zahran

Done by:
-Rawan Salah
Q1: The value of BD function that will add to your organization's growth.

• First, we should clearly define what business development is as a concept to be able to explain
our plan after having the responsibility to identify a new growth opportunity which will add
value for the organization.

• Business development refers to the tasks and processes concerning analytical preparation of
potential growth opportunities, the support and monitoring of the implementation of growth
opportunities.

• BD encompasses a wide scope of ideas, activities, and initiatives that a business owner and
management implement with the goal of making the business better.

• Successful business development impacts every department within a company, including sales,
marketing, manufacturing, human resources, accounting, finance, product development, and
vendor management.

• The easiest way to understand BD is to look at it as the umbrella that works to improve all
other departments. Though BD isn’t sales, it helps improve sales; it’s not marketing, but it
improves marketing.

• In the simplest terms, business development can be summarized as the ideas, initiatives, and
activities that help make a business better. This includes increasing revenues, growth in terms
of business expansion, and increasing profitability by building strategic partnerships.

• BD is not just about increasing sales, products, and market reach. Strategic decisions are also
needed to improve the bottom-line, which includes cost-cutting measures. An internal
assessment revealing high spending on travel, for instance, may lead to travel policy changes,
such as hosting video conference calls instead of on-site meetings, or opting for less expensive
transportation modes.

• As we know that the business development function doesn't include decisions on strategy and
the implementation of growth opportunities which means that BD function doesn't have the
right to put the general company strategy or implement the growth opportunity.

• Firms with good business developers will be able to grow further than those without which may
ultimately lead to better business performance so the companies which ignore the role of BD
have a big problem.

• BD function will add a competitive advantage to a company and create long-term value for an
organization from customers, markets, and relationships.
The purpose of having a competitive advantage is to distinguish a company from its competitors by
offering something different and of superior value to its customers. Competitive advantage also means
the business can outperform its competition in the market and make a higher profit and that what we
will do as BD function in Zahran company we will innovate a new product (Fork) to help people measure
and monitor calories so we will maintain our market leader.

I will show some characteristics and skills in business developers which will help function and
organization to do the best.

• Have a market oriented mindset and practical knowledge about industry dynamics, technology,
product and customer value. Being capable to think conceptually and abstractly and can adapt
with all thinking styles (Versatility).

• Business Development is not a one-man show, it involves collaboration with multiple parties
from inside and outside the company. A good business developer should be able to build
relationships, influence, manage conflicts and navigate through office politics in order to get
things done. Have great emotional intelligence, strategic thinking, Fast thinking, Positive
attitude and thinking, have creative thinking and can manage brainstorming meetings to create
new ideas.

• Customer oriented mindset - Business Developers should always remember, Customers are
primary and revenue is secondary. Instead of focusing on increasing the revenue of the
company, focus should be on providing the best solution to the customer. The golden rule for a
long-lasting client, satisfy the customer needs with utmost sincerity, it will remain your client
forever and that leads to increased revenue.

• We should know that the business idea may be great but neglecting the basic rules of market-
oriented business development caused the promising business venture to fail so we will show
how BD activities are highly market-oriented and not focusing on any single orientation.
Q2: Show how your BD activities are highly market oriented and not focusing on any single
orientation

The business developer and marketing mindset

• As we know that marketing refers to activities a company undertakes to promote the buying or
selling of a product or service. Marketing includes advertising, selling, and delivering products to
consumers or other businesses. Some marketing is done by affiliates on behalf of a company.

• In this context we can use Ansoff's product-market expansion grid.

• The Ansoff Matrix is a fundamental framework

taught by business schools worldwide. It is a simple
and intuitive way to visualize the levers a
management team can pull when considering growth
opportunities. It features Products on the X-axis and
Markets on the Y-axis.

• The Matrix is used to evaluate the relative

attractiveness of growth strategies that leverage
both existing products and markets vs. new ones, as
well as the level of risk associated with each.

• Each box of the Matrix corresponds to a specific growth strategy. They are:

1- Market Penetration: The concept of increasing sales of existing products into an existing
market.

2- Market Development: Focuses on selling existing products into new markets.

3- Product Development: Focuses on introducing new products to an existing market.

4- Diversification: The concept of entering a new market with altogether new products.
1- Market Penetration

• The least risky, in relative terms, is market penetration.

• When employing a market penetration strategy, management seeks to sell more of its existing
products into markets that they’re familiar with and where they have existing relationships.
Typical execution strategies include:

• Increasing marketing efforts or streamlining distribution processes

1- Decreasing prices to attract new customers within the market segment

2- Acquiring a competitor in the same market.
3- All of above to convert user to heavy user and non-user to user.

2- Market Development

• A market development strategy is the next least risky because it does not require significant
investment in R&D or product development. Rather, it allows a management team to leverage
existing products and take them to a different market. Approaches include:

1- Catering to a different customer segment or target demographic

2- Entering a new domestic market (regional expansion)
3- Entering into a foreign market (international expansion)

3- Product Development

• A business that firmly has the ears of a particular market or target audience may look to expand its
share of wallet from that customer base. Think of it as a play on brand loyalty, which may be
achieved in a variety of ways, including:

1- Investing in R&D to develop an altogether new product(s).

2- Acquiring the rights to produce and sell another firm’s product(s).
3- Creating a new offering by branding a white-label product that’s actually produced by a third
party.

• For our company we can invest in a new technology to create a distinctive fork that can measure
calories when human eating.

4- Diversification

• In relative terms, a diversification strategy is generally the highest risk endeavor; after all, both
product development and market development are required. While it is the highest risk strategy, it
can reap huge rewards – either by achieving altogether new revenue opportunities or by reducing a
firm’s reliance on a single product/market fit (for whatever reason).

• There are generally two types of diversification strategies that a management team might consider:
 1. Related Diversification – Where there are potential synergies that can be realized between
the existing business and the new product/market.

2. Unrelated Diversification – Where it’s unlikely that any real synergies will be realized
between the existing business and the new product/market.

• After all of the above and after I saw the general strategy of the company “growth strategy” which
have an good strategic objective that makes me empowered to find an opportunity to increase the
company's market share.

• In our company Zahran, we have a good opportunity to create a new product to market so we will
use product development strategy.
• Our marketing agency makes marketing research “DODCAR” that’s how the BD department has a
complete view of the market:

Step 1. Define the opportunity or problem

Perhaps the most important step in the market research

process is defining the goals of the project.
At the core of this is understanding the root question that
needs to be informed by market research. There is
typically a key business problem (or opportunity) that
needs to be acted upon, but there is a lack of information
to make that decision comfortably; the job of a market researcher is to inform that decision with solid
data.
Market researchers will identify the consumer population of interest. Examples: “How should we price
this new product?” or “Which features should we prioritize? And which segments of consumers will be
interested in our new product?

Step 2. Objectives

After the researcher defines the opportunity we will have all answers then we can start to design
selection because we have now Smart objectives.

Step 3. Determine “Research Design”

It is time to plan out the type of research that will best obtain the necessary data.
In this step the market agency will first determine the market research model (will it be a survey, focus
group, etc.?).
They will also think through specifics about how to identify and choose your sample (who are we going
after? Where will we find them? How will we incentivize them? Etc.).
All of that by using secondary data (existing data) like our database. Our previous research then they will
make primary research like qualitative and quantitative research.
Step 4. Collect Data

This is the meat and potatoes of the project; the time when researchers are administering surveys,
running our focus groups, conducting our interviews, implementing field tests, etc. The answers,
choices, and observations are all being collected and recorded, usually in spreadsheet form. Each
nugget of information is precious and will be part of the masterful conclusions we will soon draw.

Step 5. Analyze Data

Market researchers in this step will analyze data which they collected in the previous step and make a
statistics to get objective information not subjective.

Step 6. Report Data and Communicate Results

When it comes time to present the results and present insights, answers and recommendations, not just
charts and tables. They will add this additional critical thinking to the final report will make the research
more actionable and meaningful.

As explained above the business developer does not focus on any single orientation but all activities
are highly market oriented.

• Type of traditional orientation

1- Product orientation

When businesses take this approach, their goals are product

innovation and improvement. They might create high-quality
new products to solve existing customer problems, or regularly
survey customers to identify improvement areas. Moreover,
they value their relationships with customers and strive to meet
their needs effectively.

• Advantages of product orientation include:

1- Focus on creating and offering high-quality goods and services.

2- Innovative products that focus on providing the best user experience.
3- Better market research leading to a reduced risk.

• Disadvantages include:

1- Potential for missed market opportunities

 2- Product obsolescence due to technology developments
3- Difficult to pull off if a product isn’t unique

2- Sales orientation

Sales orientation emphasizes strategies and tactics that push people towards buying a product or
service. Often, sales-oriented businesses aren’t focused on long-term results but rather on achieving
immediate sales. The focus isn’t on determining consumer desires or catering to customers’ needs but
on building profit margins.

3- Market orientation

Marketing-oriented firms' business activities are pushing products through marketing tactics rather
than delivering customer value.

4- Technological orientation

Focusing on technological orientation doesn't necessarily contribute to the satisfaction of the customer,
not all technological benefits are perceived as high value.

A market-focused business

• In today’s competitive environment, most markets are shifting towards a market-focused business
approach.
• As customers have become more knowledgeable and demand better quality and customer service,
businesses must adapt their strategies to remain competitive. In other words, their operations can
be defined as service businesses, with customer service at the forefront.

Key features of this approach include:

1- Uses market research and testing to focus on what customers want.

2- Strong emphasis on building and maintaining relationships with loyal customers.
3- Marketing strategy involves tracking information and data to understand customer needs.
4- Links customers’ needs to company capabilities.

The advantages of this approach include:

1- Promotes brand loyalty through strategies that increase customer satisfactions.

2- Flexible production based on customer demand/wants/needs.
3- Links customers need to organize capabilities.
4- Boosts internal marketing and communications.
Q3: Show the guidelines you are following through the BD process
• Business development include objectives, such as sales growth, business expansion, the formation of
strategic partnerships, and increased profitability.
• Successful business development impacts every department within a company, including sales,
marketing, manufacturing, human resources, accounting, finance, product development, and
vendor management.
• Business development is not just about increasing sales, products, and market reach. Strategic
decisions are also needed to improve the bottom line, which includes cost-cutting measures.
• Identify and qualify new markets, segments, customers and possible lucrative prospects for
acquisitions
• This is an ongoing process that requires the analysis and assessment of records
• The result of this work is added to a business plan for each growth opportunity to the relevant
business function or business unit
• Prospecting to find new leads
➢ Knowing the product.
➢ Conducting market research.
➢ Identifying competitive advantage.
➢ Conducting a cost analysis from the buyers’ perspective.
➢ Analyzing the target market size and its potential.

• This step also includes a collaborative effort between the business development and marketing
teams to expand the brand’s visibility.
• SWOT analysis
• Qualifying leads to identify the ideal prospects
• Create an offer
• Market positioning
• Targeting opportunities
• Capture targeted leads
• Relationship building
• Selling
• Performance & execution
• Reward / growth sustainability
• Searching for and quantifying profitable growth opportunities
• Compiling and synthesizing necessary data, performing due diligence
• Drawing up business plans as input for the senior management and board
• Close collaboration with specialist business functions for the retrieval of intelligence that must be
integrated into the business plan
• Everyone inside the organization is required to identify growth opportunities and share them with
the business development unit
• Collaboration is a key fundamental attitude for the success of BD function
• BD Function will apply business intelligence to evaluate the potentiality of each opportunity
• Then a senior committee will decide how to exploit any attractive opportunity based on resource
commitment
Sales:

Sales personnel focus on a particular market or a particular (set of) client(s), often for a targeted revenue
number. In this case, business development assesses the with such set goals, the sales department
targets the customer base in the new market with their sales strategies.

Marketing:

Marketing involves promotion and advertising aimed towards the successful sale of products to end
customers. Marketing plays a complementary role in achieving sales targets. Business development
initiatives may allocate an estimated marketing budget. Higher budgets allow aggressive marketing
strategies like cold calling, personal visits, roadshows, and free sample distribution. Lower budgets tend
to result in passive marketing strategies, such as limited online ads, print ads, social media ads, and
billboards.

Q4: Show the importance of innovation for your organization growth and what
are the major types of innovation you are always searching for, including the
newly identified growth opportunity.

The importance of innovation:

1- Creates commercial value
2- Increases Customer satisfaction
3- Increases in annual sales
4- Increases in employees’ wages
5- Increases profit
6- Increases GDP
7- Increases government tax
8- Generates more innovations as 1 innovation leads to more innovations.

The major types of innovation

1- Incremental innovation: Providing minor changes to the existing products, services or processes
2- Modular innovation: Changing the core concept of a product
3- Architectural innovation: Change product design which will affect the relation to components.
4- Radical innovation (major innovation/breakthrough innovation): Rare and results of a significant
technological breakthrough and therefore based a different set of engineering and scientific principles
that often opens up a new market and potential applications.

Open innovation: To be open to external parties in its advancement of innovation. Using internal and
external ideas and paths to market to advance the technology.

The smart fork is a radical innovation as it is rare and results of a significant technological
breakthrough and therefore based a different set of engineering and scientific principles that often
opens up a new market and potential applications.
 Designed for: Designed by: Date:

5- Business Model Canvas CEO Rawan I.- Business June, 2023

Developer

Key Partners Key Activities Value Propositions Customer Relationships Customer Segments

-Internal: IT, sales, Our value proposition require The smart fork is designed to help -Our customers are expecting the -Gender: Males/Females
finance, customer - R&D abroad. people have a healthy lifestyle by presence of -Age: 15-70
service, technical Team training (old and newly calculating the calories and nutrition -App service. -Athletes, anyone who is seeking
support, marketing hired team in the food they eat via Bluetooth and -Good after sale service. healthy life style.
teams. -Customer Relationships: support them with suggestions if -Hotline number -Our customers are a segmented base.
-External: R&D trainee through diet doctors, trainees needed based on the previously -5 years Warranty
-Each team will work in in clubs and gyms, diet social entered data in the smart fork app -Loyalty program (collecting points
their specified area. media influencers, and like weight, height, goal, gender that will provide cash back)
-Key supplier: Turkey successful campaigns training, etc.…
-Our distribution channels will The customer no longer have to -This service will be integrated with
be: manually calculate it or frequently our business as a new technology so,
Diet clinics, clubs, gyms, visit pharmacies. We gather we will provide training for the new
pharmacies, zahran stores, everything for him in one place team that will be hired and the old
and online apps. through this smart, water resistant team as well according to the service.
-Revenue streams: and an interchangeable head for use
Store sales, ads on the mobile as fork or spoon. Our product has
app, mobile app downloads, varieties in colors that fit males and
and website ads and online females.
sale

Key Resources Channels

-Material Our customers want to be
-R&D reached via
-Trained team -Zahran stores
-Cash flow -Online (Amazon, Jumia,
noon…etc.
- Zahran website
-SM channels (for campaigns)

Cost Structure Revenue Streams

-Highest cost: R&D and materials -Customers are paying for: Brand name-Quality-Warranty-Value received- After sale service-loyalty program
-Fixed cost: Team salaries cash back.
-Variable cost: Consultant cost-Marketing campaigns -Our customer will prefer to pay: using Visa so, we will make sure of having POS machines in stores
-Phase 1 (MVP): invest 1M and revenue 3M. -Product cost in the 1st year is 500 LE. Second year: 600 LE.
-Phase 2 (based on MVP result): -Revenue stream will be: Store sales, ads on the mobile app, mobile app downloads, and website, outlets,
*Scenario 1 (We are on track): invest 3M for revenue and online sales
7M
*Scenario 2 (while monitoring found that need some
corrections): invest 2M for revenue 4M
Q6: The business plan of your newly identified growth opportunity
Executive summary
• Product name: smart fork calculating the calories and nutrition in the food they eat via Bluetooth and support
them with suggestions if needed based on the previously entered data in the smart fork app
• Targeted audience:15-70 specially above+55 who have health problems and anyone interested in healthy life
style
• Our key partners: IT, sales, finance, customer service, technical support, marketing teams. R&D trainee
• Our channels: Zahran stores-Online (Amazon, Jumia, noon…etc.- Zahran website we determine on online
shopping with proper policies and conditions that provide the clients with easy ,safe and accurate purchase
• We can deliver your products where you want within 4-5 working days ,we take care of refund and return policy
and there is a special service after buying
• The company accept different payment methods including installment through banks, debit cards, visa and cash
methods
• Pricing: Prices and charges include VAT at the rate applicable at the time of the Order and the price will be 30$
per fork
• Our opportunities: Large market
• Market growing faster than our current sales
• Consumer demand for health goods creates a demand for innovative products.
• Threats
-Strong competition with concentrated market shares
-Possibility of new market entries

• Our objective: Market share of three percent of the branded smart health products market in the first year
[sales of over 8 million] in 2027
• Project starts in 2023
Corporate governance

Corporate governance is the system of rules, practices and processes by which a company is directed and controlled

About Group SEB

“Our global strategy is consistent with our long-standing mission of simplifying and embellishing the everyday lives of
consumers and contributing to better living around the world. We take up this challenge year after year by creating new
products and services that help to make domestic life more fulfilling. We also strive to meet the new needs of
consumers, and even anticipate their future aspirations. Our long-term vision is focused on maintaining the right balance
between growth and competitiveness to create value for all our stakeholders while strengthening our position as a world
leader in small household equipment. This vision enables us to go through turbulent times with serenity while seizing all
growth opportunities”

Thierry de La Tour D'Artaise

Chairman and CEO of Groupe SEB

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Startup summary

By Eng. Mohamed Zahran ( 1919 - 2006 ) with a capital of 250 million Egyptian pounds (equivalent to 45 million US
dollars). The annual production capacity is about two million units and it exports its production to the Middle East, North
Africa, and Europe. The company has two headquarters in Cairo and Alexandria, two factories and ten warehouses
throughout the country. Since 1973, Zahran has become the licensed manufacturer and marketing agent for the French
brand Tefal .
Products
Zahran has 6 main production lines:

• Tefal.
• Stainless steel cookware.
• Aluminum cookware.
• Tefal pressure cooker.
• Electrical Tools.
• Plastic kitchen utensils

Awards

• ISO 9001 Certification in the year 2000

• ISO 18000 certificate in 2004

Company lifecycle

Zahran is a well-known company that starts at 1948 and enters the growth stage

Properly to be the Since 1973 Zahran has become the licensed manufacturer and agent for the French brand Tefal .

And till now it is a market leader in this field and carry a big share of the market share.
Company strength and weakness
Strength points:

• Strong, innovative company culture

• Unique product or knowledge
• Excellent efficiency and productivity
• Customer service that creates raving fan customers
• Ability to scale sustainably
• Speed to market
• High adaptability
• Diversification of products or services
• Strong, decisive leadership

Weakness points:

• Confusing service policies

• Too many levels of reporting in the organizational
structure
• Limited product availability
• Lack of involvement from top management in developing a new service
• Lack of quantitative goals
Situation and marketing Analysis

Situation analysis

• General's core business is industrial Food Preparation, based on skills in manufacturing high quality material.
This market plan is based on providing consumers with a high quality, innovative food preparation tools. It will
be offered in a variety of products for men and women.

• Our 2015 profits of 30 million represent 7.5 percent of total sales. Sales growth has slowed to a current level of 4
percent annually. Growth in current markets is expected to be limited. The smart fork is one of several projects
with the potential to improve General's growth rate.

Market Analysis

• The smart fork will compete directly with several smart food preparation products. The market size for branded
smart food preparation products is forecast to be $75million retail dollars in2015, growing to $200 million by
2022. Annual market growth is expected to exceed six percent through 2030, exceeding our current annual sales
growth.

Market Segments

Table 1: Market Segments by Age

• Those 35-54 years of age purchase slightly over 50 percent of all
AGE PERCENT PERCENT OF RELATIVE
branded health food products as shown in the Table 1.
OF fork POPULATION PURCHASE
• The highest purchase prevalence is those from 55+ who
BUYERS OVER 17 INDEX
purchase 74 percent more product per capita than those the average
18-24 19% 13% 1.46 consumer.
• Purchase behavior is expected to differ among age segments
25-34 29 .45 and by gender. Young females [18-24 years of age] are expected to
13 be intense purchasers.
• This group is likely to be very healthy conscious.
35-54 35 40 0.88 • Women in the 25 to 34 age group will be our second significant
segment, expected to buy more health food preparation products
55+ 33 19 1.74 than any other age-sex segment.
• Consumer purchases of branded health food preparation
products also vary by region as shown in Table 2. An index of relative products sales by regions shows that sales
are above average in the east north central, west north central, north central, and midatlantic states.
• Product introduction is likely to be more successful in the states in these regions.
Table 2: Watch Sales by Region

REGION WATCH POPULATION INDEX Consumer Behavior

SALES OF
% WATCH Swatch has changed watch buying habits by encouraging ownership of
SALES multiple low-priced, carefully designed branded health products. Brand
switching and experimentation by consumers is easy for low priced
ENC 20% 15% 1.33
products, assuming availability. Consumers are very design oriented
SA 16 17 0.94 when buying branded health food products. Watch attributes that we
MA 15 13 1.15 consider most important include watch and band design, packaging,
WEST 15 21 0.71 price, and durability. Distribution and display are very important in this
market and can encourage impulse purchases for both personal use and
WSC 10 10 1.00
as gifts.
WNC 8 7 1.14
NE 6 5 1.20 Consumers are reached through five types of outlets.. We currently have
ESC 5 6 0.83 access to four of these channels, representing 75 percent of products
sales. Channel development is necessary to reach the total watch
MOUNT 5 6 0.83
market. A majority of health food preparation are currently purchased at
department stores. We will take advantage of our strong distribution
through department, discount, and drug stores to assure widespread availability of our products. Food preparation
products store channel development will be deferred until we are established in our traditional retail channels.

Competitive Analysis

Although there are fourteen competitors in this market, there is substantial concentration.al zenouki?, and Alahram are
strong competitors, holding 70 percent of the market. Sumeet have strong manufacturing and distribution skills, while
borsilin ? And al-Ahram have less extensive distribution networks but strong name recognition in the industry. zenouki
are strong at the lower price lines. Branded fashion watches are a relatively new product category. Although pioneered
by Zahran , there is considerable opportunity for new entrants as demonstrated by zahran ?.

Company Analysis

General currently distributes products through channels accounting for 75 percent of products sales. Food preparation
products sales are growing faster than our current product lines. Our innovative product, product design skills, strong
manufacturing skills, and experience in distributing consumer forks provide an opportunity for entry and growth in this
market.

SWOT Analysis

Strengths

• Innovative production methods provides the potential for new designs

• Experience in distribution channels for timepieces

Weaknesses

• No experience in distribution to smart products

• No experience in marketing health products

Opportunities

• Large market
 • Market growing faster than our current sales
• Consumer demand for health goods creates a demand for innovative products

Threats

• Strong competition with concentrated market shares

• Possibility of new market entries

OBJECTIVES

• Market share of three percent of the branded smart health products market in the first year [sales of over 8
million].
• Project starts in2023

Organization design
Cost Structure Revenue Streams
-Highest cost: R&D and materials -Customers are paying for: Brand name-Quality-Warranty-
-Fixed cost: Team salaries Value received- After sale service-loyalty program
-Variable cost: Consultant cost-Marketing campaigns cash back.
-Phase 1 (MVP): invest 1M and revenue 3M. -Our customer will prefer to pay: using Visa so,
-Phase 2 (based on MVP result): we will make sure of having POS machines in stores
*Scenario 1 (We are on track): invest 3M for revenue -Product cost in the 1st year is 500 LE. Second year: 600 LE.
7M -Revenue stream will be: Store sales, ads on the mobile app,
*Scenario 2 (while monitoring found that need some mobile app downloads, website, outlets, and online sales
corrections): invest 2M for revenue 4M

FINANCIAL APPENDIX

TABLE 1: PRO-FORMA INCOME STATEMENT AT $30 PRICE

CURRENT YEAR 2023

BEFORE
RESEARCH & DEVELOPMENT RELEASE $30.00 SUGGESTED RETAIL PRICE
INVESTIGATION COSTS $250,000 $12.50 LESS RETAIL DISCOUNT (25%)
DEVELOPMENT COSTS $750,000 $37.50 PRICE TO RETAIL
DISCOUNT RATE PER YEAR 12.00% $7.50 LESS WHOLESALE DISCOUNT (20%)
$30.00 MFG SELLING PRICE

ANNUAL COSTS AND SALES 2023 2024 2025 2026 2027

PRODUCER'S PRICE PER UNIT $30.00 $30.00 $30.00 $30.00 $30.00
VAR COSTS PER UNIT $15.00 $14.00 $13.50 $13.25 $12.00
FIXED COSTS PER YEAR 50 ,000 50,000 $50,000 50,000 $50,000
RETAIL SALES FORECAST [MIL $] $524 $574 $616 $672 $721
INDUSTRY SALES PER YEAR [UNITS] 70,000 90,000 100,000 120,000 130,000
COMPANY MARKET SHARE [UNITS] 2.00% 4.00% 6.00% 8.00% 10.00%
COMPANY SALES PER YEAR [UNITS] 209,600 459,200 739,200 1,075,200 1,442,000

BEFORE
INCOME STATEMENT RELEASE 2023 2024 2024 2025 2026
SALES REVENUES ,288,000 776,000 876,000 956,000 1060,000
VARIABLE COSTS 144,000 200,800 212,200 250,400 $320,000
FIXED COSTS $50,000 20,000 $38,000 50,000 $70,000 $89,000
PROFITS ($100,000)
CUMULATIVE PROFITS 144,000 200,800 212,200 250,400 $320,000
NET PRESENT VALUE $200,732
Q7: The final implementation plan

Tasks Immediate Start date & Estimated Assigned To Who to be

Predecessor Estimated Resources informed
Tasks Duration
R&D: The needed CEO July to august Meeting rooms R&D team Business developer
material and where to confirmation whiteboards CEO
get them labs
Financial team: RND team July to august Meeting rooms Financial manager Business developer
Financial management Fund CEO
of the product
Financial campaign
(Selling Price & Cost )
Purchasing team : Financial team August to Traveling Purchasing manager Business developer
Involution for the R&D September Fund and CEO
transportation
Manufacturing team : Purchasing September to Factory Manufacturing Business developer
Manufacturing of the team November Fund manager CEO
fork Material

IT team: to put the new Manufacturing November to New technology IT manager Business developer
technology in the fork team December Updated system CEO
Labs
Put marketing IT manager August to PR team Marketing and sales Business developer
campaigns march Stores manager CEO
Start selling product Offices

After sale services Marketing Long term Laptops Customer service Business
and sales team Customer service manager development
team
Office
Calls

Gant t Chart

Thank You