boost business in ict field

Boost the business of a company in ICT field, case of Netcom Afrique

Final project report Kadjo jean-paul 1

CONTENTS

INTRODUCTION………………………………………………………………………………….. 3 FIRST PART: PRESENTATION OF THE CURRENT SITUATION OF NETCOM AFRIQUE

CHAPTER I: PRESENTATION OF THE COMPANY…………………………………….. 5

I. Organization of Netcom Afrique…………………………………………….. 5 II. Range of products…………………………………………………………………… 6

CHAPTER II: BUSINESS POLICY OF NETCOM AFRIQUE………….………………… 7

I. Strategic orientations…………………………………………………………….. II. Marketing-mix………………………………………………………………………… 7

SECOND PART: DIAGNOSIS ANALYSIS AND MARKET SURVEY CHAPTER I: DIAGNOSIS ANALYSIS OF NETCOM AFRIQUE………………………. 10

I. External analysis…………………………………………………………………….. 10 II. Internal analysis……………………………………………………………………… 13 III. Synthesis of SWOT…………………………………………………………………. 16

CHAPTER II: MARKET SURVEY FOR Q-MATIC OFFER……………………………… 17

I. Market survey context.….……………………………………………………….. 17 II. Methodology……………………………………………………………….……… … 18 III. Presentation of results……………………………………………………………. 19



THIRD PART: RECOMMENDATIONS AND STRATEGIC IMPLEMENTATION CHAPTER I: RECOMMENDATIONS…………………………………………………………………… 22

I. Short-term recommendations……………………………………………………….... 22 II. Medium-term recommendations…………………………………………………….. 23

CHAPTER II: IMPLEMENTATION OF THE STRATEGIC APPROACH……..………………. 24

I. Segmentation of Business market and marketing actions plan………… 24 II. Prospection by telephone….……………………………………………………………. 25

CONCLUSION………………………………………………………………………………………………. 27



INTRODUCTION

The sector of Information and Communication Technologies (ICT) is in perpetual

movement and the companies which exert should always be able to adapt to the

various changes. It is the case in Côte d‟Ivoire where several companies are

confronted with this dynamic sector like Netcom Afrique.

This sector has the strongest growth rate in the countries in development. To

embark the Côte d'Ivoire in the fight against the digital fracture, the government

published projects.

Today the role of the public administration is to make available these technologies

to the general public by exemptions. This measure of defiscalisation will come to

more amplify the competitive environment of the sector.

Netcom Afrique, conscious of this fact would wish to be maintained face to face

competition and to adapt to the economic situation of the country. Its management

would like to put all works about it to develop its business.

Thus on our arrival in the firm, the General Manager asked us to analyze and

propose solutions in the marketing field through which the sales department will be

able to develop its activities.

With through this topic: « Improvement the business of a company in

ICT field, case of Netcom Afrique », we envisage to give the report on the study

which should allow to increase the profitability of the company.



FIRST PART:

PRESENTATION OF THE

CURRENT SITUATION OF

NETCOM AFRIQUE



CHAPTER I: PRESENTATION OF THE COMPANY

Netcom Afrique is a limited liability company in Côte d‟ivoire created into

2006 which exert in the field of Information and Communication Technologies

(ICT). Netcom Afrique is partner of firms‟ leaders in the world in their respective

fields of competences.

NETCOM AFRIQUE is mainly composed of a team of young graduates resulting

from the best schools.

I. ORGANIZATION OF NETCOM AFRIQUE

I.1 The operational organization

Netcom Afrique is made up of a General Directorate and three departments.

About departments, there is accountant and financial department, the Technical

department and the sales department in which we had the occasion to carry out the

work experience.

The General Directorate supervises these three departments and makes the final

decisions for the total orientation of the company.

I.2 The organization of the sales department

The sales department is composed of a sales manager and three salespersons. They

have at the same time the task of prospection of new customers and conclusions of

sales in accordance with the instructions of the hierarchy. The sales department and

marketing depend directly on the General Directorate.



II. RANGE OF PRODUCTS

II.1 « Bitdefender » Antivirus

The products bitdefender offer an optimal protection against all the forms of

threats on internet and are famous not to slow down the computers.

Bitdefender can be declined in various lines of goods:

- The single-user range which gathers Bitdefender Antivirus, Bitdefender internet Security, and Bitdefender Total Security ;

- The range pack for three stations also containing Bitdefender Antivirus Bitdefender internet Security and Bitdefender Total Security;

- The corporate version (business Solution) called « Bitdefender

Business Security ».

II.2 The queue management (Q-MATIC)

The queue management is an automatic programming system of passage in turn of

the visitors to the various counters.

NETCOM AFRIQUE places at the disposal of the firms the solutions of queue

management of the world leader: Q-MATIC.

By this system, it is much easier to:

support the orientation of the visitors in the buildings

facilitate the gateway at the stations of reception,

reduce the waiting time,

reduce the process time by a better distribution of the tasks of reception,

improve the conditions of waiting,

diffuse useful informations and to support the communication,

define thresholds of alarm on welcome quality,

Improve satisfaction of the customers.

Have statistics of detailed measurements on the conditions of greeting

(waiting time, daily and weekly flows, performance of the agents of

reception, reasons for visits).



CHAPTER II: BUSINESS POLICY OF NETCOM AFRIQUE

I. STRATEGIC ORIENTATIONS

On our arrival in the firm, the General Directorate announced its strategic

orientation to us by a principal objective and specific objectives in order to better

channel our study.

I.1 Main Objective

The analysis should examine the possibility of increasing and of even doubling the

sales in value of the principal products, through the strategic observations and

recommendations.

I.2 Specific Objectives

The feasibility study of the development of the commercial activities aims three

specific goals:

Emphasize a balance-sheet of the analysis on the market, the firm and its

activity for the actual and future decision-makings.

Give starting from the observations all the recommendations necessary and

adapted to the dynamics of sales growth.

To implement a strategic step in the very short term which will make

possible the company to enter in the process of development of its

commercial activities.

II. MARKETING-MIX

II.1 product

The two principal products of Netcom Afrique in fact Bitdefender and Q-Matic are

products of considered purchase. The customers, made up mainly of firms

compare on certain criteria with knowing quality, the price, the technical aspects,

before carrying out their purchases.

Within the Bitdefender range, there are four (4) items of which Bitdefender

Antivirus, Bitdefender Internet Security, Bitdefender Total Security and

Bitdefender Business Security. The range of Q-Matic product is made up of two (2)

items to knowing Q-Matic Orchestra and Q-Matic Solo.



In term of positioning, Netcom Afrique is in the top and the medium of range.

The Q-Matic solution is in the top-of-the-range one while the Bitdefender range is

turned in the medium of range.

II.2 pricing policy

For the range of Bitdefender product, Netcom Afrique practices an average price. It is the usual price of the market (of Antivirus). On the level of the Q-Matic (management of waiting queues), the company

practices a price of creaming since it is a reference product.

II.3 Distribution

To distribute its products in fact the range " Bitdefender " for private individuals,

Netcom Afrique passes by two intermediaries local wholesale dealer which are

GMI (General Materiel Informatique) and Galaxy Informatique. They constitute

the principal intermediaries between the firm and the consumers. The Q-Matic

product does not have any intermediary; the company is in direct relation with the

customer.

II.4 promotion

Netcom Afrique did not clearly lay down a policy of communication and of

promotion however, it had to make leaflets in a limited number and a display unit

at an intermediary (GMI).

The presentation of the current situation of the Netcom Afrique showed a direct

collaboration between the various services and a simplistic marketing policy. It is

now important to make a complete diagnosis of Netcom Afrique in order to

highlight on the one hand its competitiveness and on the other hand the

attractively of its environment.



SECOND PART:

DIAGNOSIS ANALYSIS AND

MARKET SURVEY



CHAPTER I: DIAGNOSIS ANALYSIS OF NETCOM AFRIQUE

I. EXTERNAL ANALYSIS

I.1 Environment of the TIC

In Côte d'Ivoire, the sector of the TIC is strongly dominated by the mobile telephony which accounts for 80% of the total sales turnover. The use of Internet evolves slowly. The country counts approximately 2 million Net surfers and 600 cybercafés distributed on the territory of the Ivory Coast. But, there is that approximately 100 000 subscribers. The environment of the TIC in general and in particular the market of the

hardware and software sale is at the same time dynamic and increasingly

competitive; thus the permanent study of the customers is essential for the firms

exerting or wishing to exert in this sector.

I.2 Customers analysis

Netcom Afrique offers products in the field of the TIC which aim for each type of

product a precise customer, we can distinguish:

Companies (B to B)

Local wholesale dealers

Final consumers

The product set of Netcom Afrique is mainly intended for the firms, which directs

the company (Netcom Afrique) mainly towards the relations B to B (Business to

Business).

The products Q-Matic (management of waiting queues) are addressed exclusively

to the business market; while the bitdefender products are intended (according to

the range) at the same time for the firms, the intermediaries (GMI and Galaxy

Informatique) and also to the individuals.

The structure of the motivations of the business customer is at the same time more

complex and simpler. More complex because it puts in presence an organization

and various people operating in this company; simpler, because the principal

motivations are more objective and of this fact easier to identify.



I.3 Analysis of the competitive structure

The analysis of the five forces of PORTER makes it possible to traverse the total

competitive landscape.

Schematization of the five forces of M. Porter

Intensity of competition:

Principal actors in presence on the market of the antivirus and the management of

waiting queues in Côte d'Ivoire:

AITEK: computer science product seller of which the antivirus Kaspersky;

OMOA: operator dedicated to the electronic money proposing of the

solutions of reception within the framework of the management of waiting

queue.

NETCOM AFRIQUE: supplier of antivirus software and solution of

management of waiting queue.

Netcom Afrique has at least a competitor in each one of its activities. The

competition between the companies exerting in the sale of computer science

products really exists from where an intensity of very strong competition.

New Entrants

suppliers’ bargaining

power

buyers’ bargaining

power

Substitute

products

Intensity of

competition



New entrants:

The VITIB: Village des Technologies de l'Information, de la Communication et de la Biotechnologie, is a free zone which install itself gradually in Grand Bassam.

This area attracts the multinationals which will be able to propose more interesting offers in term of price since they do not pay a tax

This established fact will influence considerably the competitive condition in the future.

Suppliers’ bargaining power:

The suppliers of Netcom Afrique are practically the leaders in their sphere of

activity in the world what confer a great margin of negotiation to them.

Buyers’ bargaining power:

The market of the sale of hardware and software is characterized by many suppliers

and a small number of business customers; what makes it possible to these

customers to better negotiate their conditions of acquisition. Also, the customers

grant much attention to their purchase according to their budget.

Substitute products:

Today, some antispywares with free license such as “Microsoft Security Essentials”

or the operating system "Linux" have the capacity to protect an information

processing system. Linux is an operating system which progresses and which is

used more and more thanks to its graphic mode.

Considering all the external factors, it should be noted that the sector is very

attractive and that competition on the market of the sale of hardware and software

data processing is very strong. To be able to position itself like a significant actor

in this sector, it will be necessary to identify the resources and competences

available to the firm and if their combinations make it possible to take up the

challenges of the environment.



II. INTERNAL ANALYSIS

II.1 Analysis of the organization of Netcom Afrique

Concerning the organization of the firm and starting from the operating mode observed during the internship we can deduce that:

- The cooperation between the services is close; - The service marketing is confused with the sales department which has for

principal vocation the order and the sale of the products; - The sales force is made up of three people who is more or less limited compared

to the offer of product and to the market.

II.2 Analysis of marketing-mix and sales mode of Netcom Afrique

Netcom Afrique chose the sale on order or invitation to tender for the flow of its

products. The sale on order relates mainly to the product Anti-virus Bitdefender

while the solution of management of waiting queue is proposed in response to the

invitations to tender.

On the pricing policy, Netcom Afrique refers at the cost of purchase of the

products and the additional expenses which are attached to it to fix the selling

price. Also, the pricing policy of the Bitdefender range was appreciably that of the

current market.

For the sale of the range "Bitdefender 1 and 3 stations", Netcom Afrique uses a

distribution system made up mainly of two local wholesale dealers.

As regards promotion, Netcom Afrique had to make leaflets and display units in a

point of sale. This communication is weak considering the whole of the

concurrent offers especially in the software of safety.

We could observe through the business policy that Netcom Afrique uses much more a passive strategy rather than active. The sales are done in majority according to a possible request in fact on order or on invitation to tender.



II.3 Analysis of products offer

The lines of goods are more or less varied from where a horizontal diversification of the goods and services. Therefore each range contains several product lines thus confirming the width of the lines of goods. The after-sales service, the guarantee and the council reassure the purchaser on the

quality and the durability of the product. Nevertheless, it is necessary to make the

distinction between the Bitdefender range for business customers (business

security) and the Bitdefender range for private individuals (1 and 3 stations) who

are not on the same level of life cycle.

II.3.1 Life cycle of products

Solution "Q-Matic" is in phase of growth

The antivirus "Bitdefender Business security" is in maturity

The antivirus "Bitdefender 1 and 3 stations" begins the phase of decline

Sales Turnover Profits B1: Business security (maturity)

B1 B2: Bit « 1 & 3 Postes » (decline)

B2 Q: Q-Matic (growth)

Q

Sales

Profits

0 Period

Position of the products on the life cycle

II.3.2 Analysis of brand portfolio

We will use here the method of Boston Consulting Group BCG.

The BCG matrix is built around two criteria: the growth rate of segment-target

which is used as indicator of market attractiveness and the share of market relating

to the most significant competitor which is used as indicator of competitiveness.



Stars Questions Marks

25,31%

Cash Cow Dogs

A 66,34%

C

Relative market shares (Netcom Afrique)

A = 48/35 = 1,37

B= 9/ 22 = 0,41

B = 26/33 = 0,78

BCG Matrix (Boston Consulting group)

A: Q-matic; B: Bitdefender « 1 and 3 stations » ; C: Bitdefender « business security »

20%

Market

growth 13%

rate 11%

10%

7%

B 08,34%

0%

10 1,37 1,0 0,78 0,41 0

Relative market share

From matrix BCG, we can observe that the brand portfolio " A: management of

waiting queues Q-Matic " is in the field of the stars activities; the product is a

leader on a growth market.

Product "B: antivirus Bitdefender1and 3 stations" is in dogs from where a low

capacity of development; the relative market share is weak in a market with poor

growth rate. This activity thus presents little interest and could be, in the long

term, a danger for Netcom Afrique.

The brand portfolio "C: Bitdefender business security" is not a leader in an

expanding market. It is founds in the field of questions marks. In spite of its

handicap compared to the market leader, this product is likely always to increase its

share of market.



III. SYNTHESIS OF SWOT

It makes it possible to synthesize the principal points highlighted in the

preceding analysis while indexing, on the one hand, strengths and weaknesses and

on the other hand, opportunities and threats related to the environment.

Table: Strengths, Weaknesses, Opportunities and Threats

Strengths Opportunities Brand image of the product ;

Position of leader on a segment (queues management);

Technical know-how ;

High quality of the product ;

Motivated workers.

Progression of new technologies in côte d‟ivoire ;

Possibility of payment of invoices in the banks;

Problem at a competitor with imminent possibility of departure

Opening towards the foreign markets (UEMOA/CEDEAO).

Weaknesses Threats Lack of competences in

marketing ;

Strategic defect of management ;

marketing-mix unbalanced;

Knowledge approximate of the final user expectations.

The progressive installation of the free zone (VITIB) attracting new competitors;

Diversification of the data-processing department stores;

Software of security with free license already installed on certain machines.

From the establishment of matrix SWOT (Strengths, Weaknesses, Opportunities and Threats), we can approach these interrogations:

How to preserve or improve the forces?

How to transform or eliminate the weaknesses?

To what extent take advantage from opportunities?

How to neutralize the threats or to turn over them to our advantage?



CHAPTER II: MARKET SURVEY FOR Q-MATIC OFFER

I. MARKET SURVEY CONTEXT

In Africa and particularly in Côte d'Ivoire, the long waiting queues in general to the

counters (reception) generate murmurs and even tensions. Two categories of

people are actors or witnesses of the consequences (positive or negative) of the

traditionally long queues here in Côte d'Ivoire. These two categories of people are

the customers or visitors and the staff (in front office).

Through information resulting from these two categories of people, this study

attempts to understand the extent of the needs and expectations of them in the

field of a management of flow of visitors. The automation of the management of

waiting queues being a relatively recent activity in Côte d'Ivoire, this study will also

enable us to appreciate his impact on the customers and on the staff.

For Netcom Afrique, this marketing research arrives at the good moment in the

sense that it will give him on the one hand an outline of the potential of the market

which it will have to cover and on the other hand a tool of sale in the form of

proof.

Market Survey Objective

The study aims to know and assess the needs and expectations of the staff and the

customers about the automation of the management of waiting queues to the

various counters.



II. METHODOLOGY

The data of this market survey come mainly from quantitative sources.

II.1 Quantitative study

The report of the quantitative study shows the results of the investigations carried out near physical people made up on the one hand by the customers in the waiting queues and on the other hand by the members of the staff (front office). A specific questionnaire was used for each category of people.

The questionnaires were administrated by the method of "face to face", and the

surveyed individuals were selected randomly in Abidjan. But their selection is based

on some standards.

II.2 Selection of surveyed

Customers or visitors

A sample of 160 customers or visitors of the agencies of operators of telephony,

bank and company of electricity was questioned in the area of Abidjan. The first

selection criterion was the sector of the agency.

Staff members

The same step was followed for the customers' advisers, of the counter clerks or

cashiers. Thus, a precise quota of staff members was consulted by branch of

industry and by commune.

Statistical data processing

The data were treated with the software of survey SPHINX version 4.5. We carried

out using the software, the following tasks:

Seizure of the answers

Statistical operations: sorting starting from variables.

We also used in addition to the SPHINX, the Excel spreadsheet for the

construction of the tables and the graphs.



III. PRESENTATION OF RESULTS

III.1 Investigation about customers or visitors

III.1.1 Practices of participation in the waiting queues

Participation or not of the visitors or customers in waiting queues Frequency Percentage

YES 153 96,84%

NO 5 3,16%

This rate from approximately 97% confirms the fact that the majority of the

customers of the agencies take part in waiting queues.

On the 153 people having already taken part in a waiting queue, 67 people has

quoted in first the Electricity company namely 43,79% and follow after the

operators of mobile telephony with 32,02% or 49 people.

We wanted to know what was the mode of management of the waiting queues in

which persons surveyed took part :

Mode of waiting queues management Numbers Percentage

TRADITIONAL 116 75,81 AUTOMATIC 37 24,18

TOTAL 153

This percentage lets perceive a potential market not yet covered (of more than

75%) as indicated in the table above.

III.1.2 Evaluation of service process

Among the 37 persons who affirm to have taken part in a waiting queue of automatic management, 34 people found its use easy or very easy while 3 persons (of who two illiterate) perceived it either average or a little complicated.

Concerning the 116 customers who take part in the traditional management of waiting queue, there are 52 persons namely 44,83% and 7 people namely 7,76% who finds respectively this traditional management bad and Very bad.

We also requested from these 116 people to note on a scale from 1 to 5 the quality of the stages of the service process of these agencies about queues management. Approximately 51% of persons find that the passage order is bad, and 40% of persons find the systematic orientation below the average.



III.2 Investigation about members of staff

The study showed that on the 35 members of staff questioned, 31 members namely 88,57% did not use yet an automatic system of management of waiting queue as an agent (front office). The question "do you have an exact idea of the number of customers or visitors

whom you receive per day? " was posed to the 31 members of the personnel who

never used automatic management of waiting queue. On these 31 agents, there

were 9 members namely 29,03% which answered by the affirmative and 22 people

namely 70,96% which do not have a clear idea of the number of visitors or

customers received during the day.

To measure the influence of each factor on the behavior of these 31 members of

staff, we asked them to note on a scale from 1 to 5, the impact of each one on their

frame of mind. It arises that approximately 50% of the surveyed members have a

high level of stress when there is a simultaneous request of services or informations

without order of definite passage.

Survey findings

The study highlighted that three people out of four (3/4) took part only in the traditional management of waiting queue from where the existence of a real potential market only covered at quarter (1/4). As for the appreciation of the use of the automatic solution of the waiting queue, the surveyed visitors judged with more than 90% that it was easy. However, more half of the customers or visitors participating in a traditional waiting queue finds its management less effective from where a level of satisfaction to be filled. This investigation also shows that the traditional management of the waiting queue

especially has a negative impact on the frame of mind of approximately half of the

members of staff when there are several simultaneous requests without order of

definite passage.

These results from the investigation allow Netcom Afrique: - to have a tool of sale which shows real needs of the actors in presence in the

waiting queue.

- to confirm the satisfaction about the use of the automatic management of the

waiting queue.

On the basis of the diagnosis analysis and this investigation, it now rests at Netcom

Afrique to be able to engage the recommendations which could be proposed for its

development.



THIRD PART :

RECOMMENDATIONS AND

STRATEGIC

IMPLEMENTATION



CHAPTER I : RECOMMENDATIONS

I. SHORT-TERM RECOMMENDATIONS

I.1 Recommendations about brand portfolio

With the analysis of the brand portfolio of the firm, we noted that the product

"Bitdefender 1 and 3 stations" was in dog field on the BCG matrix. We

recommend at Netcom Afrique to disengage itself gradually and not invest in this

portfolio. For better flow of products, we propose a strategy of pressure known as

PUSH strategy through a new grid of price (slightly reduced). This tariff grid

towards the two distributors is based on a quantity of 200 products to sell for three

months with a rebate on surplus quantity.

Concerning the corporate version "Bitdefender Business security", the analysis

showed that this product has a need for improvement of its competitive position

considering the progression of its market segment. It will be necessary to make

segmentation according to certain criteria.

The solution of management of waiting queues "Q-Matic" is a star activity in the

matrix of the BCG with the position of leader. This position must be maintained

and to even improve as much as possible.

The last two brand portfolios namely "Bitdefender Business Security" and the

solution of management of waiting queues "Q-Matic" are addressed exclusively to

the firms and need to increase their share of market. In the short run, it would be

more judicious to implement direct marketing for better Customer Relationship

Management (CRM).

.

I.2 As regards relationship marketing

Relationship marketing is directed towards the customer. As part of the customer„s

relationship, relationship marketing is used with specific objectives: to identify and

know their customers, communicate with them and retain them.



II. MEDIUM-TERM RECOMMENDATIONS

II.1 Corporate planning and strategic management

II.1.1 Corporate planning

The corporate planning is a formalized process of decision-making which works

out a desired representation of the future state of the firm.

It leads to strategic choices and action plan aiming to ensuring the implementation

of these choices.

To be able to carry out planning, Netcom Afrique should adopt an attitude based

on anticipation, the finalization and the will.

II.1.2 Strategic planning

The horizon of strategic planning is more far than that of operational planning.

Operational planning follows logic of temporal continuity, whereas strategic

planning must take into account the change.

II.2 Annual-plan control

The objective of the annual plan is the identification and the quantification of the

strategic initiatives to implement in the year to contribute to the good course of the

strategic plan.

Worked out on an annual basis, the plan extends however over a time from three

to five years. It must make it possible to evaluate the performance of the firm

compared to its strategic objectives.

The accounting incomes are misleading. One cannot interpret them without taking

into account the corresponding evolution on market share, of the competitive

position and the course of the strategic plan. Any objective to maximize the short-

term profits must be accompanied by the explicit specifications concerning the

competitive position reached.



CHAPTER II: IMPLEMENTATION OF THE STRATEGIC

APPROACH

I. SEGMENTATION OF BUSINESS MARKET AND MARKETING ACTION

PLAN

I.1 Segmentation of business market

To segment in our precise case, we need to subdivide the markets of professionals (companies) in groups of firms having similar needs and seeking similar goods and services. Three criteria were defined for the Q-Matic solution at knowing: the activity branch, size of the customers, the wanted advantage. The combination of these three criteria allows us to define segments for the offer

of management of waiting queues (Q-Matic). We can already consider the

following segments:

Operators of mobile telephony with a relatively high number of customers and who seeks the sophistication and technology taking into account the dynamism of the sector.

The company of electricity having a very high number of customers who have just a priority need for management of waiting queues.

Financial banks and establishments with a relatively high number of customers searching the sophistication and the priority need.

Pharmacies and private clinics having an average number of customer seeking the priority need and more or less Technology.

Thus, Netcom Afrique could make the targeting and propose a Q-Matic offer

adapted to the segment (Q-Matic Orchestra or Solo, with buttons or touch screen).

The size of the orders and the use of the products are the two criteria most

appropriate to the product "Bitdefender".

The product "Bitdefender Business Security" aims at the firms having one or more

types of network, server (of file, of message, Web...) and of the customers‟ stations.

The customers‟ stations are stations users connected by network to a server. On

this level, the segmentation is done according to the number of stations customers

(size of the orders), with the servers types used and the configuration of the

network to be protected (use of the product).



I.2 Marketing action plan

The marketing action plan aims primarily to express the options chosen by the company to ensure its development in short, average and long term. This plan synthesizes in a table the principal actions on the marketing-mix with the departments concerned, the persons in charge, the periods of implementation and the budget. Budget: Advertising insert in the telephone directory = 720 000 FCFA Organization of the symposium (corporate) = 275 000 FCFA Total budget = 720 000 + 275 000 = 995 000 FCFA

This total budget of 995 000 FCFA short-term, aims to reinforce the brand image

of the products and ensure the visibility of the company in relation to these specific

customers.

See page 26 for table of marketing action plan.

II. PROSPECTION BY TELEPHONE

The telephone remains one of the best tools as regards commercial prospection

and especially in B to B because the customers want a good business today but

much more one good relational.

The telephone prospection comprises several stages:

- The first consists in identifying the firms and especially the decision makers

interested or who would be interested by the offers of the company;

- Then to define the messages differentiating Netcom Afrique compared to its

competitors;

- Lastly, to identify the coordinates of the decision-makers.

During the interview, the objective is to arouse the interest of the prospective

customer and to answer its objections. The last phase consists in to agree on an

appointment and to confirm it 24h in advance (in general).



Table: Marketing actions plan

IMPLEMENTATION PERIOD

MARKETING ACTIONS CONCERNED DEPARTMENTS Short-term

Medim term

Long term

PRODUCT

Maintain the technical quality of products Technical department

Improve support services and after-sales service. Sales department, technical department

PRICE

Implement the strategy of decreasing prices on quantity Accounting department, Sales department

Rebates and discount to local wholesalers Accounting department, Sales department

Define a pricing strategy for each product. General Directorate, Accounting department, Sales department

PLACE

Develop prospecting (by sales force) Sales department

build partnerships with other distributors Sales department

Conquer new segments Sales department

Use the Push strategy Sales department

PROMOTION

Advertisement in the phone book General Directorate / Sales department

Improve website of Netcom Afrique Technical department / Sales department

Preparation of seminar presentation of the range. General Directorate / Sales department

Sending of periodic information newsletter. Sales department

CUSTOMER RELATIONSHIP MANAGEMENT

Creating customers’ database Technical department / Sales department



CONCLUSION

Netcom Afrique had noted for some time, a drastic reduction of its activities in

terms of sale and wished to rectify the situation as soon as possible and to even

rebound. Our task during this work experience was to carry out a reflexion whose

synthesis will make it possible to start the realization of this wish. This analysis

showed a company with true technological competences and an offer made up of

products of mark of reference but also an absence of the marketing functions to

the level of the management of the company.

It then appeared necessary to make a market survey to know the end-users of the offered products and their waiting‟s in order to engage the rectification of this handicap. It is therefore important for Netcom Afrique to set up a system of management which integrates on the one hand the marketing strategies and on the other hand a better customer relationship management (CRM) in order to ensure its continued existence in this animated environment of TIC.