debre berhan university assessment of marketing …

DEBRE BERHAN UNIVERSITY

ASSESSMENT OF MARKETING STRATEGY

PRACTICES AND CHALLENGES IN DEBRE BERHAN BLANKET FACTORY

IN PARTIAL FULFILLMENT OF

THE REQUIREMENTS FOR THE DEGREE OF MASTERS IN

BUSINESS ADMISNTRATION (MBA)

BY:

SISAY AYALEW

ID NO. FGEE/0087/2008

JUNE, 2018

DEBRE BERHAN, ETHIOPIA

“ASSESSMENT OF MARKETING STRATEGY

PRACTICES AND CHALLENGES IN DEBRE BERHAN BLANKET FACTORY”

BY: SISAY AYALEW

A THESIS SUBMITTED TO THE FACULTY OF BUSINESS & ECONOMICS

PRESENTED IN PARTIAL FULFILLMENT OFTHE REQUIREMENTS FOR THE DEGREE

OF MASTERS INBUSINESS ADMISNTRATION (MBA)

DEBRE BERHAN UNIVERSITY

ADVISOR: SHIFERA BEKELE (PHD.)

DEBRE BERHAN, ETHIOPIA

JUNE, 2018 G.C

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Debre Berhan University

School of Graduate Studies

This is to certify that the thesis prepared by Sisay Ayalew, entitled: Assessment of Marketing

Strategy Practices and Challenges in Debre Berhan Blanket Factory and submitted in partial

fulfillment of the requirement for the Degree of Masters in Business Administration (MBA)

complies with the regulations of the university and meets the accepted standards with respect to

originality and quality.

Approved by board of examiners

Name Signature

Advisor: Shifera Bekele (PHD.)

External Examiner: --------------------------------

Internal Examiner: -----------------------------------

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DECLARATION

I, the undersigned, declare that this thesis is my original work, prepared under

the guidance of my advisor Shifera Bekele (PHD.) . All sources of materials used

for the thesis have been duly acknowledged. I further confirm that the thesis has

not been submitted either in part or in full to any other higher learning institution

for the purpose of earning any degree.

_________________________ ______________________

Name Signature

DEBRE BERHAN UNIVERSITY JUNE, 2018

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ENDORSEMENT

I, the undersigned, declare that this proposal is my own original work and has not been presented

in any other university. All sources of materials used for this proposal have been duly

acknowledged.

Name: SISAY AYALEW Signature: ----------------------------

DEBRE BERHAN UNIVERSITY JUNE, 2018

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Abstract

Debre Berhan Blanket Factory, one of the major producers of Blanket, Kuta, Polysters Bed

Cover, Mattress and Pillow, is among the oldest textile industry in Ethiopia which use imported

and locally produced inputs. The main purpose of this study is to examine the practice and

challenges of the marketing strategy of the factory by using descriptive data analysis method by

applying the instrument such us frequency and percentage using Statistical Package for Social

Science (SPSS). Research data were collected using questionnaire and interview using purposive

sampling techniques. The finding shows that the factory marketing mix strategy is mainly based

on its product. Developing new product and product identification are relatively well recognized

product mix strategies practiced. The qualities of the products are high that meet the customer’s

requirement. In terms of pricing method ,which is set based on cost of production and

competitors’ pricing , the Factory’s product price is relatively not expensive for its customers.

Despite the fact that the factory didn't set enough promotional budgets it use participating on

trade fare. In terms of product distribution the factory’s product are distributed through own

office , other textile factory, whole seller and individual customer. The factory's segmentation is

based on economic and geographic locations. The Factory reach target markets through its sales

agents where the potential sales area is identified and need assessment is done for product

distribution. The finding further shows that there are major problems such as shortage of raw

material , local and imported competition, human capital turnover, lack of enough promotional

budget and oldness machineries are some of the major challenges of the factory which cause

underutilization of the existing potential and as result the factory could not able to generate

sufficient out put there by increasing its sales revenue which require immediate solution to

increase production thereby increasing market share. Based on the finding the writer would like

to recommend that in order to increase the current level of production, the factory should

increase its product level of quality to export standard so that it will have access to foreign

currency to import raw material and it will increase its level of production thereby fulfilling the

local demand as well. This will enable the factory to retain its senior employees as it will have

capacity to pay more and to develop incentive system to improve labor productivity.

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Acknowledgements

First and for most, I would like to give my glory and praise to the Almighty GOD for his

invaluable cares and supports throughout the course of my life and helped me since the

inception of my education to its completion and enabled me to achieved my career.

Next I would like to express my sincere gratitude to my advisor Dr. Shiferaw who helped me

with his constructive comment throughout my work. Especially ,his valuable and prompt advice

,his tolerance guidance and useful criticisms throughout the course in preparing the paper

,constructive correction and insightful comments ,suggestion and encouragement are highly

appreciated .

My sincere and heartfelt gratitude goes to all employs of the company for their frank response to

my interview question and questioners without which this paper would come to life. spatial Ato

Moges Teshome

I would like to express my heartfelt gratitude my brother Tewoderos Ayalew, who initiated me to

attend my carrier, and his endless encouragement and to my lovely mother W/ro Teruneshe

Ayele encouragement in moral, friends Woldetsadik Kagnew and Sintayehu Ambachew family

member’s w/ro Amdework Aberu , Pawlos sisay ,Yohannes Sisay , close relatives, and

colleagues who directly and indirectly helped me for the completion of this work.

Finally, I would like to thanks my all staffs of Debre Berhan Blanket Factory for their help in

providing all the necessary data used for the study.

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Table of Contents

Abstract ........................................................................................................................................................ iv

Acknowledgements ....................................................................................................................................... v

CHAPTER 1 .................................................................................................................................................... 1

1. INTRODUCTION ................................................................................................................................ 1

1.1. Background of the Study ................................................................................................................... 1

1.2. Company Back Ground .......................................................................................................................... 2

1.3. Statement of the Problem ............................................................................................................... 2

1.4. Objective of the Study.................................................................................................................... 4

1.5. Research questions ......................................................................................................................... 4

1.6. Significance of the study ................................................................................................................ 4

1.7. Scope and Limitation of study ...................................................................................................... 5

1.8. Organization of the Study .............................................................................................................. 5

CHAPTER 2 ................................................................................................................................................. 6

2. REVIEW OF RELATED LITRATURE ............................................................................................... 6

2.1 Theoretical literature review ......................................................................................................... 6

2.1.1 Meaning & Definitions of Marketing Strategy ..................................................................... 6

Three Generic Strategies ....................................................................................................................... 6

2.1.2 Marketing through the Product Life Cycle ........................................................................... 8

2.1.3 Pricing Strategies ................................................................................................................ 11

2.1.4 Selecting a Pricing Method ................................................................................................. 11

2.1.5 Pricing Strategies for New Products ................................................................................... 12

2.1.6 Pricing Strategies for Established Products ........................................................................ 13

2.1.7 Promotion Strategies ........................................................................................................... 13

2.1.8 Personal Selling................................................................................................................... 14

2.1.9 Sales Promotion .................................................................................................................. 14

2.1.10 Public Relations .................................................................................................................. 15

2.1.11 Direct Mail Marketing ........................................................................................................ 15

2.1.12 Trade Fairs and Exhibitions ................................................................................................ 16

2.1.13 Advertising .......................................................................................................................... 16

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2.1.14 Place Strategy ...................................................................................................................... 17

2.2 Empirical literature review.......................................................................................................... 17

Chapter 3 ..................................................................................................................................................... 19

3. Research Methodology ....................................................................................................................... 19

3.1. Research Design ............................................................................................................................... 19

3.2. Target Population............................................................................................................................. 20

3.3. Method of Data Collection ............................................................................................................... 20

3.4. Sampling Techniques ....................................................................................................................... 21

3.5. Method of Data Analysis .................................................................................................................. 21

Chapter 4 ..................................................................................................................................................... 22

4. Data Presentation, Analysis and Discussion ....................................................................................... 22

4.1. Result Discussion .............................................................................................................................. 22

4.2. Interview analysis and discussion .................................................................................................... 34

CHAPTER FIVE ............................................................................................................................................. 39

5. CONCLUSION AND RECOMMENDATION ................................................................................................ 39

5.1 Conclusion ......................................................................................................................................... 39

5.2 Recommendation .............................................................................................................................. 41

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Lists of table:

Table 4. 1 Questionnaire respondents profile .............................................................................. 23

Table 4. 2 Respondent's opinion for the management uses of product differentiation ................ 24

Table 4. 3 Product mix strategy ................................................................................................... 25

Table 4. 4 Respondents opinion for products target market need consideration .......................... 25

Table 4. 5 Respondents answer for customer's opinion about the factory product quality .......... 26

Table 4. 6 Respondents opinion about the factory product quality .............................................. 26

Table 4. 7 Response in relation with the factory pricing methods ................................................ 27

Table 4. 8 Respondents answer for the factory pricing strategy ................................................... 27

Table 4. 9 Respondents opinion for the factory product price compared to similar factory product

....................................................................................................................................................... 28

Table 4. 10 Respondents answer for the factory process of selling .............................................. 28

Table 4. 11 Respondents answer for which factors affect the factory highly in setting price ...... 28

Table 4. 12 Respondent response on does the factory set sufficient promotional budget every

year ................................................................................................................................................ 29

Table 4. 13 Respondent suggestion as the best strategy of advertising ........................................ 30

Table 4. 14 Respondent response on how many promotional activities the factory performs per

year ................................................................................................................................................ 30

Table 4. 15 Respondents response for factor of selecting distributor ........................................... 31

Table 4. 16 Respondents answer for where can the factory find target market ............................ 31

Table 4. 17 Respondents answer for factory’s major effective customers ................................... 32

Table 4. 18 Respondents answer for marketing strategy continuous improvement ..................... 32

Table 4. 19 Respondents answer for marketing mix strategy ....................................................... 33

Table 4. 20 Respondents answer for marketing segmentation strategy ........................................ 33

Table 4. 21 The Factory Annual Production(2012-2017 G.C.) .................................................... 36

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List of figure:

Figure 4. 1 Aannual production chart for DebreBirhan Blanket Factory ..................................... 37

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Lists of Acronyms

SWOT-Strength, Weakness, Opportunity and Threats

BCG-Boston Consulting Group

EIIDE-Ethiopian Industrial Inputs Development Enterprise

KK-Ketema Kebede

SBDC-Small Business Development Corporation

ETB-Ethiopian Birr

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CHAPTER 1

1. INTRODUCTION

1.1. Background of the Study

With the growing competition in the domestic and international markets, more demanding and

assertive customers, rapid advancement in technology, and changing government policies and

laws, the marketing environment has changed dramatically and is becoming more turbulent.

(Cole, 2004). Therefore, to deal with the current challenges, the businesses must have more

distinctive and purposeful marketing strategies which should be effectively implemented (Jain,

1997). As part of the strategic planning process, a company has to formulate a marketing strategy

before entering a new market. For company marketers, formulation of a good marketing strategy

is of big importance since it contributes benefits, including raising the efficiency of new products

launches, cost reduction and improving product quality and market share performance. So,

before beginning to develop a product, the entrepreneur must show that the product will be

accepted by a target audience and their marketing strategy will accomplish this goal. (Zelalem .

and Negi,. 2009).

In today‘s dynamic business environment, appropriate strategy is needed for business companies

to be competitive or at least to stay where they are in their field of operation. This is because

strategies help firms to guide themselves to the direction they need and to withstand the

environmental challenges (Mintzberg, 1987).

The historical perspective demonstrates how various strategic approaches, such as Borden’s

marketing mix, Dean’ pioneer pricing strategies, Smith’s differentiation and segmentation

strategies, Forrester’s product life cycle, Andrew’s SWOT analysis, Ansoff’s growth strategy,

Porter’s generic strategies, handbag’s growth-share matrix, can be integrated into a

comprehensive conceptual framework for marketing strategy. (Eric and Kendall, 2005).

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1.2. Company Back Ground

Ethiopia has a long history of manufacturing traditional textiles using hand spun, yarn and hand

looms for weaving. This activity has been the part of cottage industry and is considered to be

major sources of employment both in rural and urban areas. Debre Berhan Blanket Factory (here

after the factory), which is one of the major producer of blanket in the country, is among the

oldest textile industry in Ethiopia which use imported and locally produced inputs. The reason

behind choosing Debre Berhan for blanket factory is that the area has traditionally been the

center for the production of local wool and woolen articles like Burnos and Bana. The factory

was previously administered by Privatization and Public Enterprises Supervising Agency under

the government of Ethiopia until became privatized and handed over to the Indian owner in April

25/2009 and its main products are Blanket, Kuta, Polysters Bed Cover and Mattress and Pillow

from its byproduct.( Moges Teshome, personal communication, October 2, 2017)

The factory does have two sales center in Debre Berhan town of which one is inside the factory

that is used for whole sale and the other is at the center of the town that serves for retail trade.

Additionally, the factory has two sales centers in Addis Ababa at Merkato and Mexico for its

additional whole sale trade. The factory also uses other means for its product sales such as

through EIIDE, which has around 88 branches, and Addis Fana General Trading Share

Company, which has around 44 branches. Moreover, the factory also uses its own sales expert in

some major cities like Jimma, Hawassa, Bahir Dar and Mekele. In some other cities credit sales

agent and farmer’s union are used as a tool. Despite all these, the factory is not able to satisfy all

the local market demand. On the other hand, in line with its privatization, the factory is supposed

to export its product and generate hard currency. (Moges Teshome, personal communication,

October 2, 2017)

1.3. Statement of the Problem

Debre Berhan blanket factory is one of the oldest companies with long experience in the supply

of blanket and related products with its strategic location at Debre Berhan town. Currently, the

factory has different challenges in its supply chain (in its process from production to

consumption stage of its product).

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For all the factory sales channel final price is determined by dealing with each agent about how

much their profit margin should be having covered the transport cost of the product by the

factory itself. Initial product price is determined taking in to account the cost of production and

other competitor’s market price of similar product. In this regard there is continuous production

cost increase of imported inputs which force to revise its product price upward which affect the

factory product market demand negatively. (Moges Teshome, personal communication, October

2, 2017)

In regard to product promotion the factory uses its sales expert to promote and sometimes in the

past television was used as well. Currently, the factory has big shortage of input which results in

to produce under capacity and unable to satisfy even the existing market demand. Thus, despite

the continuous product differentiation, there is no enough product promotion that it has in order

to aware its customers even if the factory has local competitors like KK, DHGeda, and Adey

Ababa blanket factory which have a capacity to produce similar products. (Moges Teshome,

personal communication, October 2, 2017)

The factory's major challenge is from the imported one which has low price and attractive

design despite their low comfort and quality .The current raw material shortage resulted from the

unavailability of hard currency exacerbate the challenges which force the factory to produce

under capacity as most of input used are from outside the country which needs hard currency to

purchase and due to their expensive price force it to increase its product price.( Moges Teshome,

personal communication, October 2, 2017)

Despite long experience of the factory in the sector, it is one of locally confined producer with

lower market share in the country. Moreover, the factory’s products are not popular which might

have resulted from low or absence of promotion and also its product are not distributed enough

with in the country and abroad which might be the factory’s poor distribution and placement of

its product and pricing may has also its impact on same.

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1.4. Objective of the Study

A) General Objectives

The general objective of this study was to examine the practice and challenges of the marketing

strategy of Debre Berhan Blanket Factory located at North Shewa Debre Berhan town.

B) Specific Objectives

The specific objectives of the study were:

To identify the factory product strategy & the quality of the product,

To identify how the factory sets its pricing strategies,

To identify how the factory promotes its product,

To identify the distribution practices of the factory, and

To identify the factory’s major challenges.

1.5. Research questions

In light of the marketing strategy practice and challenges of Debre Berehan blanket factory the

study tried to answer the following research questions:

Which pricing methods are used by the factory to succeed?

What promotion strategy is employed in the factory to introduce its products?

What criteria are used by the factory in selecting distributors?

What is the target market of the factory?

What are the major marketing challenges?

1.6. Significance of the study

Besides being a partial fulfillment for an MBA, this study will have an immense significance as

its output will be used as an input for the factory decision maker and other partners on similar

sector. This study will give an insight on the factory's marketing strategy practice and challenges

and its result will be useful for further research on the area.

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1.7. Scope and Limitation of study

Because of limited time and other resources the study didn’t not look all factories that take part

in the textile industry. Thus, only Debre Berhan blanket factory was the focus of the study. Even

from the factory the research focus was on its marketing strategy practice (the 4 Ps-price,

promotion, product & placement ) and challenges by taking data from the marketing department

and higher a management through interview and questionnaire.

1.8. Organization of the Study

The study has five chapter .Chapter one, the introductions part, discuss about background,

problem statement, objectives, research questions, significance of the study ,scope and limitation.

In chapter two theoretical and empirical literatures and Ethiopia’s economic performance is

reviewed .The third chapter is about data and methodology of the study whereby the econometric

model is specified and techniques used for data analysis are discussed. Then the last two chapters

which are chapter four and five deals about result discussion and conclusion and policy

implication respectively.

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CHAPTER 2

2. REVIEW OF RELATED LITRATURE

2.1 Theoretical literature review

2.1.1 Meaning & Definitions of Marketing Strategy

Marketing strategy is one of the most important areas that need to be carefully examined by the

corporate. Marketing strategy is commonly defined as a strategy employed by a firm to attain its

marketing objectives, which in turn is related to the achievement of the firm’s business

objectives. The firms in order to have a formulation of the marketing strategy should have a

marketing objective. The marketing objectives include: maximization of Profits, maximization of

market share, maximization of sales, enhance brand image, improve customer satisfaction,

provide customer value, and maintain price stability. In other words, marketing strategy refers to

the marketing goals and action plans that address matters of product/ service, price, distribution,

communication, and the process of new product development. Marketing strategy can allow an

organization to concentrate its limited resources on the greatest opportunities to increase sales

and achieve a sustainable competitive advantage. (Nanda and Khanna, 2011).

As Varadarajan (2010) defined that, Marketing strategy refers to an organization’s integrated

pattern of decisions that specify its crucial choices concerning markets to serve and market

segments to target, marketing activities to perform and the manner of performance of these

activities, and the allocation of marketing resources among markets, market segments and

marketing activities toward the creation, communication and/or delivery of a product that offers

value to customers in exchanges with the organization and thereby enables the organization to

achieve specific objectives.

Three Generic Strategies

Cost leadership

Porter (1990) pointed out that choosing a lower cost strategy means that the firm is able to

produce the product cheaper than its competitors and there can only be one cost leader. The

sources of cost advantage depend on the structure of the industry. It is necessary that the firm has

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a broad target and serves more than one segment. A lot of companies may even operate up or

down streams in the industry. The firm often sells standard at acceptable quality and service.

Differentiation

By choosing a differentiation strategy Porter (1990) means that the firm is able to provide unique

and/or superior value to the product more efficiently through quality, special features or after

sale service. There can be many differentiators in an industry. Differentiation allows firm to add

a premium value to the product, which leads to a higher profit than that of the competitors. The

differentiated firm makes higher revenue per unit than the competitors, because of the buyer’s

special demand.

Shapiro and Varian (1999) pointed out that if the firm’s strategy is differentiation, the firm must

add value to the product, thereby distinguishing the product from the competing products.

Focus

As Porter pointed out that firms in the same industry can choose different competitive scopes

In the same segment. The basic choice is between a broad target and a narrow target within the

same segment. The narrow target is a well-defined market and the broad target is a larger market

defined in a wider perspective. Focus is achieved by personalizing the product. If a company

succeeds in creating a unique product it will have breathing room to both personalize the pricing

and to design the product. (Shapiro and Varian, 1999)

Marketing Mix Strategies

The marketing program (popularly called the marketing mix) is the set of variables that managers

use to influence customers. These variables include the product or service, price, advertising and

promotion, and distribution. And the main four elements of marketing mix are described in the

following: -

Product strategy

Of all the strategic decisions to be made in the marketing plan, the design, development,

branding, and positioning of the product are perhaps the most critical. At the heart of every

organization lie one or more products that define what the organization does and why it exists.

Products fall into two general categories. Products purchased for personal use and enjoyment are

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called consumer products, whereas those purchased for resale, to make other products, or for use

in a firm’s operations are called business products. (Ferell and Hartline, 2011).

Small Business Development Corporation [SBDC], 2011 stated that Products incorporate the

following characteristics:

Product attributes

Quality – the major tool in positioning company product. It encompasses two key elements:

1) Quality level - how it is made or perceived, and 2) quality consistency - how it performs over

Its life.

Features – the physical or intrinsic characteristics of our product that contribute to the benefits it

offers.

Design – a combination of how the product looks and how it performs.

Branding

A brand is a name, term, sign, symbol or design, or a combination of these elements that

identifies the maker or seller of a product or service. Branding is an important part of a product

and contributes to its personality and perceived value. The power of a brand cannot be

underestimated many people buy on the strength of brand alone with no regard for price or

performance.

Packaging

Packaging incorporates the wrapper or container for your product. It serves to protect the

product, ensuring it reaches the buyer in good condition and also conveys the personality of your

brand and important safety and statutory information.

Labeling

Labeling incorporates all the written information about our product and usually takes the form of

an adhesive sticker, a tie-on tag or a printed piece of packaging.

2.1.2 Marketing through the Product Life Cycle

Successful goods and services, like people, pass through a series of stages from their initial

appearance to death; this progression is known as the product life cycle. Humans grow from

infants into children; they eventually become adults and gradually move to retirement age and,

finally, death. The four stages through which successful products pass are introduction, growth,

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maturity, and decline. Most product lifecycle curves are portrayed as a bell shape (Lancaster, G.

A., 2004). The product life cycle concept provides important insights for the marketing planner

in anticipating developments throughout the various stages of a product's life. Although there are

variations on the concept, the product life cycle is typically divided in four stages: introduction,

growth, maturity, and decline.

Introduction Strategies

In the early stages of the product life cycle, the firm attempts to promote demand for its new

market offering. Because neither consumers nor distributors may be aware of the product,

marketers must use promotional programs to inform the market of the item's availability and

explain its features, uses, and benefits. New-product development and introductory promotional

campaigns are expensive and commonly lead to losses in the first stage of the product life cycle.

Firms focus their selling on those buyers who are the readiest to buy, usually higher-income

groups. Prices tend to be high because costs are high due to relatively low output rates,

technological problems in production, and high-required margins to support the heavy

promotional expenditures. In this stage slow sales growth is observed as the product is

introduced in the market (Kotler,P, Keller,K.L., Koshy,A., Jha,M.,2009)

In the introductory stage of the life cycle, a financially strong firm facing weaker competitors

would probably employ a penetration strategy. The penetration strategy aims at the mass market,

or a very large market segment, with an aggressive marketing mix: usually a combination of

basic product, low price, large advertising and promotional campaign, and intensive distribution.

Growth Strategies

Sales climb quickly during the product's growth stage as new customers join the early users who

are now repurchasing the item. Person-to-person referrals and continued advertising by the firm

induce others to make trial purchases. The company also begins to earn profits on the new

product. But this encourages competitors to enter the field with similar offerings. Price

competition appears in the growth stage, and total industry profits peak in the later part of this

stage. To gain a larger share of a growing market, firms may develop different versions of a

product to target specific segments (Kotler, p. et al (2009).

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Usually employed during the growth phase, an expansion strategy may be used during any stage

of the life cycle, even to recycle a mature or declining product. There are two types of expansion

strategies, one based on customers the other based on products. Firms can expand by adding new

customer segments. An organization can expand geographically, by going from local to regional,

regional to national, or national to international. A firm could also expand by adding new

product lines.

Maturity Strategies

Industry sales at first increase in the maturity stage, but reach a saturation level at which further

expansion is difficult. Competition also intensifies, increasing the availability of the product.

Firm concentrate on capturing competitors' customers, often dropping prices to further their

appeal. Sales volume fades late in the maturity stage, and some of the weaker competitors leave

the market. Firms spend heavily on promoting mature products to protect their market share and

to distinguish their products from those of competitors, profit stabilize or decline because of

increased competition (Kotler, p. et al (2009). During the maturity stage of the life cycle there

are several strategic alternatives. These include maintenance, harvesting, and differentiation

strategies. A maintenance (or hold) strategy attempts to maintain market share by maintaining

marketing effort; essentially, keeping things the way they are. Toward the end of maturity, many

firms shift from maintenance to a harvesting strategy. The product is treated as a “cash cow;”

which involves accepting some reduction in market share in exchange for a more than

proportional retrenchment in marketing effort. In contrast to the passive maintenance and

harvesting strategies, a differentiation strategy keeps the firm aggressive during the maturity

phase of the life cycle. Differentiation involves creating brand uniqueness in the minds of

customers.

Decline Strategies

Finally, at some time in the decline stage of the life cycle, a divestment strategy becomes

necessary because a product or service with declining sales consumes disproportionate amounts

of marketing time, effort and money. Consequently, the product must be withdrawn from the

market. If almost all other competitors are dropping out of the market, however, it may be

possible to profitably stay alive a little longer as the sole survivor. (Shaw, 2011)

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2.1.3 Pricing Strategies

In discussing pricing, include the rationale for choosing the price, as well as any discounts,

allowances, trade margins or adjustments. Three generic approaches to pricing are known as the

3 C’s: (1) customer (or demand), (2) competitor, and (3) cost oriented pricing. The highest price

possible to charge is the maximum that a customer is willing to pay. The lowest price a firm can

offer, and remain in business for long, is its cost of goods plus operating expenses. Typically,

prices are set somewhere between these two extremes based on competitors’ prices.

First, in demand oriented pricing, customers are charged the highest price that each segment will

pay, usually phrased: “what the traffic will bear.” Price skimming is an example of demand

oriented pricing. With skimming a high price is charged initially. After those who are willing to

pay the most actually buy the product and sales begin to level off, the price is lowered to the next

segment, and the process is repeated.

Second, competitor oriented pricing is particularly common in industries known as oligopolies.

If a firm charges a higher price than competitors, no one buys from them.

Third, cost oriented pricing relates the price to cost. This method is particularly popular in

wholesaling and retailing where a standard markup is common, such as “keystone” pricing using

100 percent markup above cost. (Shaw, 2011).

2.1.4 Selecting a Pricing Method

The three major considerations in price setting: Costs set a floor to the price. Competitors’ prices

and the price of substitutes provide an orienting point. Customers’ assessment of unique features

establishes the price ceiling. Companies select a pricing method that includes one or more of

these three considerations. According to Kotler and Keller (2012), pointed out that, Here the

following are the price-setting methods: -

Markup pricing-the most elementary pricing method is to add a standard markup to the

product’s cost. Construction companies submit job bids by estimating the total project cost and

adding a standard markup for profit. Lawyers and accountants typically price by adding a

standard markup on their time and costs.

Target-return pricing-in target-return pricing, the firm determines the price that yields its target

rate of return on investment. Public utilities, which need to make a fair return on investment,

often use this method.

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Perceived-value pricing- An increasing number of companies now base their price on the

customer’s perceived value. Perceived value is made up of a host of inputs, such as the buyer’s

image of the product performance, the channel deliverables, the warranty quality, customer

support, and softer attributes such as the supplier’s reputation, trustworthiness, and esteem.

Value pricing- in recent years, several companies has adopted value pricing: They win loyal

customers by charging a fairly low price for a high-quality offering. Value pricing is thus not a

matter of simply setting lower prices; it is a matter of reengineering the company’s operations to

become a low-cost producer without sacrificing quality, to attract a large number of values

conscious customers.

Going-rate pricing- In going-rate pricing, the firm bases its price largely on competitors’ prices.

In oligopolistic industries that sell a commodity such as steel, paper, or fertilizer, all firms

normally charge the same price. Smaller firms “follow the leader,” changing their prices when

the market leader’s prices change rather than when their own demand or costs change.

Some may charge a small premium or discount, but they preserve the difference.

Auction-type pricing- Auction-type pricing is growing more popular, especially with scores of

electronic marketplaces selling everything from pigs to used cars as firms dispose of excess

inventories or used goods. (Kotler and Keller, 2012)

2.1.5 Pricing Strategies for New Products

The pricing strategies for new product should be developed so that the desired impact on the

market is achieved while the emergence of competition is discouraged. Two basic strategies that

may be used in pricing new products are; skimming pricing and penetration pricing strategy.

1). Skimming pricing: is the strategy of establishing initial price for a product with a view of

“skimming the cream of market” at the upper end of the demand curve. It is accompanied by

heavy expenditure on promotion. A skimming strategy may be recommended when the nature of

demand is uncertain, when a company has expended large sums of money on research and

development for a new product, when a competition is expected to develop and market a similar

product in the near future or when the product is so innovative that the market is expected to

mature very slowly. Under these circumstances, a skimming strategy has several advantages.

Premium and umbrella prices are two other forms of price skimming. Some products carry

premium prices (high prices) permanently and build on image of superiority for themselves.

13

Some times higher prices are maintained in order to provide an umbrella for small high cost

competitors. Umbrella prices have been aided by limitation laws that specify minimum prices for

a variety of products, such as milk.

2). Penetration pricing: is the strategy of entering the market with a low initial price so that a

greater strategy is used when an elite market does not exist and demand seems to be elastic over

the entire demand curve even during early stages of product introduction. High price elasticity of

demand is probably the most important reason for adopting a penetration strategy. The

penetration strategy is also used to discourage competitors from entering the market. Penetration

pricing reflects a long term perspective in which short term profits are scarified in order to

establish sustainable competitive advantage (Paul Fifield, 1994).

2.1.6 Pricing Strategies for Established Products

An examination of existing prices may lead to one of three strategic alternatives; maintaining the

price, reducing the price, or increasing the price.

Maintaining the prices: If the market segment from which the company drives a big

position of its sales is not affected by changes in the environment, the company may

decide not to initiate any change in its pricing strategy.

Reducing the prices: There are three main reasons for lowering prices. First, as a

defensive strategy, prices may be cut in response to competition. In addition, to

successfully compete in mature industries, many companies reduce prices, following a

strategy that is often called value pricing. A second reason for lowering price is offensive

in nature. Following the experience curve concept, costs across the board go down by

fixed percentage every time experience doubles. Technology advances have made

possible the low cost production of high quality electronics gear. The third and final

reason for price cutting may be a response to customer needs.

During a period of inflation, all types of costs go up, and to maintain adequate profits, an

increase in price becomes necessary. How much the price should be increased is a matter

of strategy that varies from case to case (Philip & Garry, 2007).

2.1.7 Promotion Strategies

Promotion relates to all the communication tools that the marketers use in the marketplace.

Promotion includes all of the tools available to the marketer for marketing communications. As

14

with the marketing mix, marketing communications has its own promotions mix, where different

aspects of the promotions mix can be integrated to deliver a unique campaign. The elements of

the promotions mix are: -

Personal selling

Sales promotion

Public relations

Direct mail

Trade fairs and exhibitions

Advertising

The elements of the promotions mix are integrated to form a coherent campaign in relation to the

strategy developed using .

2.1.8 Personal Selling

Personal selling is an effective way to manage personal customer relationships. The sales person

acts on behalf of the organization. They tend to be well trained in the approaches and techniques

of personal selling. Personal selling is highly persuasive and is often used in markets where

personal choice figures strongly in the purchase. Compared to other types of promotion, personal

selling is the most precise form of communication because it assures companies that they are in

direct contact with an excellent prospect. Though one-on-one contact is highly advantageous, it

does not come without disadvantages. The most serious drawback of personal selling is the cost

per contact.

Personal selling is also expensive due to the costs associated with recruiting, selecting, training,

and motivating salespeople. (Ferrell and Hartline, 2011).

2.1.9 Sales Promotion

Sales promotion, a key ingredient in marketing campaigns, consists of a collection of incentive

tools, mostly short term, designed to stimulate quicker or greater purchase of particular products

or services by consumers or the trade. Whereas advertising offers a reason to buy, sales

promotion offers an incentive. Sales promotion includes tools for consumer promotion (samples,

coupons, cash refund offers, prices off, premiums, prizes, patronage rewards, free trials,

warranties, tie-in promotions, cross-promotions, point-of purchase displays, and demonstrations),

15

trade promotion (prices off, advertising and display allowances, and free goods), and business

and sales force promotion (trade shows and conventions, contests for sales reps, and specialty

advertising). Sales promotions in markets of high brand similarity can produce a high sales

response in the short run but little permanent gain in brand preference over the longer term. In

markets of high brand dissimilarity, they may be able to alter market shares permanently. (Kotler

and Keller, 2012).

Sales promotion involves activities that create buyer incentives to purchase a product or that add

value for the buyer or the trade. Sales promotion can be targeted toward consumers, channel

intermediaries, or the sales force. Sales promotion includes broad assortment of promotional

elements because it encompasses activities other than advertising, public relations, and personal

selling. (Ferell and Hartline, 2011)

2.1.10 Public Relations

Public relation is defined as the deliberate, planned and sustained effort to establish and maintain

mutual understanding between an organization and its publics, institute of public relations.

Public relations can be split into proactive communications designed to build understanding and

reactive communications designed to counter misunderstanding. Not only must the company

relate constructively to customers, suppliers, and dealers, it must also relate to a large number of

interested publics. A public is any group that has an actual or potential interest in or impact on a

company’s ability to achieve its objectives. Public relations include a variety of programs to

promote or protect a company’s image or individual products. The wise company takes concrete

steps to manage successful relationships with its key publics. (Kotler and Keller, 2012).

2.1.11 Direct Mail Marketing

Direct mail is a popular medium because it permits target market selectivity, can be personalized,

is flexible, and allows early testing and response measurement. Although the cost per thousand is

higher than for mass media, the people reached are much better prospects. The success of direct

mail, however, has also become its liability so many marketers are sending out direct-mail pieces

that mailboxes are becoming stuffed; leading some consumers to disregard the blizzard of

solicitations they receive. In constructing an effective direct-mail campaign, direct marketers

must choose their objectives, target markets and prospects, offer elements, means of testing the

campaign, and measures of campaign success. (Kotler and Keller, 2012).

16

Direct marketing has now expanded into areas such as telemarketing; cataloguing, door to door

leafleting, e-mail marketing, broadcast faxing etc. as such direct marketing is a major sub-section

of marketing in its own right.

2.1.12 Trade Fairs and Exhibitions

The purpose of trade fairs and exhibitions is to increase awareness and to encourage trial, largely

through face to face contact of supplier and customer. They offer the opportunity for companies

to meet with both the trade and the consumer, for both to build relationships outside traditional

sales meetings. They are heavily used with business to business marketing, especially within

technology and engineering based products.

2.1.13 Advertising

Advertising is a key component of promotion and is usually one of the most visible elements of

an integrated marketing communications program. Advertising is paid, non-personal

communication transmitted through media such as television, radio, magazines, newspapers,

direct mail, outdoor displays, the Internet, and mobile devices.

Advertising promotes all types of products, including goods, services, ideas, issues, people, and

anything else that marketers want to communicate to potential customers. Whether used in

consumer or business markets, there are two basic types of advertising: institutional and product

advertising.

Institutional Advertising Institutional advertising promotes a firm’s image, ideas, and culture,

with the goal of creating or maintaining an overall corporate image.

Product Advertising Product advertising promotes the image, features, uses, benefits, and

attributes of products. Product advertising comes in many different forms. (Ferell and Hartline,

2011)

In developing an advertising program, marketing managers must always start by identifying the

target market and buyer motives. Then they can make the five major decisions, known as “the

five Ms”: Mission: What are our advertising objectives? Money: How much can we spend and

how do we allocate our spending across media types? Message: What message should we send?

Media: What media should we use? Measurement: How should we evaluate the results? (Kotler

and Keller, 2012).

17

2.1.14 Place Strategy

Place is not just about the point of sale, it’s about the total channel of distribution and a

consideration of the value chain from raw materials through to the customer. As such it’s one of

the most cross-functional areas within marketing and one of most vital areas in terms of the

processes aspect of the extended marketing mix.

There are six basic channel decisions:

1. Do we use direct or indirect channels? (E.g. direct to a consumer, indirect via a wholesaler).

2. Single or multiple channels.

3. Cumulative length of the multiple channels, longer length adds cost

4. Types of intermediary

5. Number of intermediaries at each level

6. Which companies as intermediaries to avoid intra channel conflict (i.e. infighting between

local distributors)? There are many types of intermediaries such as wholesalers, agents, retailers,

the internet, overseas distributors, direct marketing (from manufacturer to user without an

intermediary), and many others.

2.2 Empirical literature review

According to Glaniniaet al. (2013) combination of strategies and activities that companies use to

sell their goods and services is marketing mix. By focusing on the people who buy, a company

can pick the right features for the product, the right price and distribution outlets, and the right

words and approaches for promoting the product. The entire success of the company lies in the

amount of belief and loyalty; its customers are having in it.

The major problems are absence of well-developed supplier-customer relationship, lack of access

to international market information and technology, outdated processing facilities, lack of raw

material and accessories, lack of paved roads, communication infrastructure, and internet

services. (Rahel, 2007)

A study on Ethiopia's textile industry performance working capital shortage problem, quality

problem, low labor productivity, poor automation, and high labor turnover) are some of the

major problems of the sector which caused underutilization of the existing potential and as a

result the country could not able to generate sufficient job opportunity and foreign income from

the sector. (Teshome, 2014)

18

Ethiopian textile and garment firms are not in a position to compete in the international markets

due to the problems such as low productivity, limited quality awareness, limited capability of

own design & development, ineffective and inefficient management structures, limitations of

skills training, and inefficient systems and in order to enjoy the global market opportunities in

the twenty first century, firms should identify the dimensions of global competitiveness and their

comparative advantages. ( Kitaw and Matebu.,)

Marketing mix is the combination of strategies and activities that companies use to sell their

goods and services. By focusing on the people who buy, a company can pick the right features

for the product, the right price and distribution outlets, and the right words and approaches for

promoting the product. The entire success of the company lies in the amount of belief and

loyalty; its customers are having in it. Consumer behavior analysis is an important domain for a

marketing manager as it gives insight into a number of factors which affect sales and

relationships that are not in the control of a company. What is in control of a manager is the

marketing mix. The marketing mix allows a marketer to better relate to the identified target

market; based on the characteristics of the target market, the marketer will build the marketing

mix elements around the target market.( Gilaninia, Taleghani and Azizi,2012)

19

Chapter 3

3. Research Methodology

Research, is simply the process of finding solutions to a problem after a thorough study and

analysis of the situational factors. (Uma, p- 19, 2003). Its search for knowledge. One can also

define research as a scientific and systematic search for pertinent information on a specific topic.

In fact, research is an art of scientific investigation where researcher collect, analyze and

interpret information to answer questions. Therefore, in order to solve the problem or answer the

research questions appropriate methodology should be designed. This chapter deals with research

design, Target population, data sources and collection method and data analysis.

When we think of research methodology the options are to use qualitative, quantitative or the

combinations of the two:

Quantitative method will as a synonym, which involves data collection technique (e.g.

questionnaire) or data analysis procedure (e.g. graphs or statistics) that generates or uses

numerical data.

Qualitative method will as a synonym, which involves data collection technique (e.g.

interview) or data analysis procedure (e.g. categorizing data) that generates or uses non-

numerical data.

The study used both methods in order to analyze the data about the factory and to reach the

specified objectives. In order to obtain primary data, the research used survey and questionnaire

and also to have additional information about the factory which is called secondary data which

refers to data used for some other purposes.

3.1. Research Design

A research design is a plan, structure and strategy of investigation so conceived as to obtain

answers to research questions or problems. When researcher wants to know the state of affair as

it exists at present in order to get its overall picture descriptive research is important. (C.R.

Kothari, p-15, 1990 and Kumar, p-95, 2011). Therefore, this study used descriptive analysis in

order to assess the marketing strategy practices and challenges of the factory.

20

The study employed quantitative and qualitative research approach. Quantitative research is

based on the measurement of quantity or amount. It is applicable to phenomena that can be

expressed in terms of quantity. Qualitative research, on the other hand, is concerned with

qualitative phenomenon, i.e. phenomena relating to or involving quality or kind. (C.R. Kothari,

p-16, 1990) In line with this, quantitative research tests the theoretically established relationship

between variables using sample data with the intention of statistically generalizing for the

population under investigation.

3.2. Target Population

The target population for this study was the sales and marketing employee of the factory

including the marketing manager. As the number of employs are small in those departments

census study was used for the study and the data was collected through questionnaire and

interviews from the departments.

3.3. Method of Data Collection

While deciding about the method of data collection to be used for the study, the researcher

should keep in mind two types of data viz., primary and secondary.

The primary data are those which are collected afresh and for the first time, and thus happen to

be original in character. (C.R. Kothari, p-91, 1990). For this closed type of questionnaire was

used to employee of the factory. More over interview with the marketing management team was

done in order to have clear understanding of the marketing strategy practices and challenges of

the factory.

Regarding the secondary data, data that are already available i.e., they refer to the data which

have already been collected and analyzed by someone else, including published or unpublished

which include the factory annual report and periodic sales data and will be used when they are

reliable, suitable and adequate.

21

3.4. Sampling Techniques

.Instead of obtaining information from those who are most readily or conveniently available, it

might sometimes become necessary to obtain information from specific target groups. The

sampling here was confined to specific types of people who can provide the desired information,

because they are the one who have it which is called purposive sampling was used for this study.

(Uma, p-277, 2003). For this study all the marketing department teams that are 32 in total were

used for the survey (both questionnaire and interview).

3.5. Method of Data Analysis

After data collected they were sorted and organized in a meaningful way and the analysis of data

was done by using descriptive analysis method by applying the instrument such us frequency,

percentage, mean, using Statistical Package for Social Science (SPSS)

22

Chapter 4

4. Data Presentation, Analysis and Discussion

In this section, the marketing strategy practice and challenges of Debre Berhan Blanket Factory

is discussed. The primary data was collected through questionnaire and personal interviews. The

marketing managers, sales manager, distribution manager, production manager and one senior

sales personnel were interviewed and all the marketing department team of the factory was

selected for survey through questionnaires. The contents of the survey questions (both interview

and questionnaires) are mainly on the marketing strategy practices and challenges of the factory

with respect to marketing mix (Product, Pricing, Promotion, and Place (distribution)) strategy

that constitute for marketing strategy practices. Total questionnaire disseminated was 28 but only

25 were collected in full response . The data collected through questionnaire are analyzed using

Statistical Package for Social Science (SPSS) version 16 and results from the SPSS are discussed

with table and descriptive analysis.

4.1. Result Discussion

From the total respondents (as it is indicated in the table 4.1 below) about 80 % of the

respondents are male and the rest 20 % are female. Looking at the age of the respondent’s

majority of the employees are from 36 to 45 which account for 28 % and between 26-35 and 46-

55 are the second largest having 24 % share each and only one respondent is above 56 years old

and there is one respondent that didn't answer question with regard to age. This shows that

majority of the employees are within the productive age to contribute their early age potential to

the factory. On the other hand, 40% of the respondent has BA or BSC degree, 32% are collage

diploma and only 16 % and 12 % of the respondent has grade 8-12th and technical school

educational background respectively. This shows that in terms of academic qualifications most

of the marketing teams are degree graduate which is very vital for a better productivity. When

we look at the respondent's work experience most of them have 6 and above year work

experience and this will enable them share their accumulated experience & discipline for the

younger employees for the achievement of the factory objectives. From the respondents two of

them are managers and 11 are department head and 11 are staffs and there is one respondent that

didn't specify position in the factory. Of all the respondent’s majority has monthly income

23

between 2001-4000 ETB and there is only one person who has a monthly income above 8,000

ETB.

Table 4. 1 Questionnaire respondent’s profile

Profile of respondents Frequency Percent

Gender Male 20 80.0

Female 5 20.0

Age 18-25 4 16.0

26-35 6 24.0

36-45 7 28.0

46-55 6 24.0

56-65 1 4.0

Educational

Qualification

Grade 8th -12th 4 16.0

Technical school 3 12.0

College diploma 8 32.0

Bachelor of sciences (BSC) or

Bachelor of Art (BA) degree 10 40.0

Postgraduate and above 0 0.0

Position

Manager 2 8.0

Department head 11 44.0

Staff 11 44.0

Work

experience

Under 5 6 24.0

6-15 8 32.0

16-25 7 28.0

Above 25 4 16.0

Monthly

income (in

ETB)

1000-2000 6 24.0

2001-4000 8 32.0

4001-6000 5 20.0

6001-8000 5 20.0

Above 8000 1 4.0

Source: own computation using SPSS 16

24

Table 4. 2 Respondent's opinion for the management uses of product differentiation

Product differentiation

strategy Frequency Percent

Strongly disagree 7 28.0

Disagree 7 28.0

Undecided 4 16.0

Agree 5 20.0

Strongly agree 2 8.0


Product differentiation strategy is one of the essential parameters to gain a competitive

advantage. As from table 4.2 above about 20 % employees agreed and 8 % strongly agreed that

the factory is issuing a product differentiation strategy and the rest of the respondents disagree

and strongly disagree having 28 %from the total respondents each. This indicates that most of the

respondents agreed that there no product differentiation in the factory and thus the factory is not

widely using product differentiation strategy even if it is advisable to shift to another product

when the demand of one product is decreased which has better demand than the existing product

so that total sales will keep increasing.

In terms of product mix strategy, the factory is effective in developing new product, maintaining

existing product and product identification by 44%, 36 % and 48 % percent respectively as from

table 4.3.And from the total respondent one didn't reply the query about modifying existing

product and 2 for product identification. This indicates that developing new product and product

identification are relatively well recognized product mix strategies. On the other hand,

maintaining existing product is less recognized.

25

Table 4. 3 Product mix strategy

Product

tools list

Developing new

product

Modifying

existing product

Maintaining

existing product

Product

identification

Frequency Percent

Freque

ncy Percent

Frequen

cy Percent

Frequen

cy Percent

Least

effective 4 16.0 8 32.0 10 40.0 - -

Effective 11 44.0 8 32.0 9 36.0 12 48.0

Very

effective 5 20.0 8 32.0 3 12.0 11 44.0

Extremely

effective 5 20.0 - - 3 12.0

- -


The one and most crucial activity of the marketing strategy is the selection of target markets

or the identification of the products to whom they are produced. Companies use the target

Marketing to tailor their products for specific markets. Table 4.4 shows 72 % of the respondents

agree that the factory produce its product based on its target market and 12% strongly disagree

on the factory’s product are based on its target market, the 8 % are undecided and 4 % strongly

disagree on same. This shows that the factory is producing its product based on its target market.

The factory production is based on the order of the distributors and to anyone who has interest to

buy its products.

Table 4. 4 Respondents opinion for products target market need consideration

Products target market

need consideration

Frequency Percent


Agree 18 72.0

Undecided 2 8.0

Disagree 1 4.0



26

As indicated in the table 4.5 below the majority of the respondents (which accounts 72 %) said

that customer's opinion about the factory’s product quality is good and 24% responded that the

product quality is medium and one person said that the opinion is very good. This indicates that

the existing product of the factory has good customer perception. Reply on interview also

confirmed that the customer’s opinion towards factory’s product is good

Table 4. 5 Respondents answer for customer's opinion about the factory product quality

product quality

Frequency Percent

Very good 1 4.0

Good 18 72.0

Medium 6 24.0


As indicated in table 4.6. Below the majority, which accounts 68%, of the respondents said?

That the factory’s product quality is good, 24 % responded the product quality is medium,

And 8 % of the employee replied the factory products have poor quality. This implies that most

of the respondents agreed that the factory has quality product.

Table 4. 6 Respondents opinion about the factory product quality

product quality

Frequency Percent

Good 17 68.0

Medium 6 24.0

Poor 2 8.0


When we see the pricing methods of the factory, 56% answered that the pricing methods cost

plus (cost plus) pricing, 24% replied that its competitor based pricing, 12%choose it is target

pricing and the rest 4 % that is one in number replied value pricing. Therefore, the pricing

27

method of the factory is mainly based on cost plus pricing which shows that the factory set its

product price based on input cost.

Table 4. 7 Response in relation with the factory pricing methods

Frequency Percent

Pricing method

Value pricing 1 4.0

Target return pricing 3 12.0

Cost plus pricing 14 56.0

Competitor based

pricing 6 24.0

Source: Own computation using SPSS 16

When we see the pricing strategy of the factory, 52% answered that the pricing strategy

is maintaining existing price ,36 % replied that it is increasing pricing and, 8% choose it is

reducing price and there is one respondent that did not give any response in this regard.

Therefore, the pricing strategy of the factory is mainly maintaining existing price which shows

that the factory works on more and more production there decreasing the unit cost of production

and so that existing unit price will maintained for customers.

Table 4. 8 Respondents answer for the factory pricing strategy

Frequency Percent

Pricing strategy

Maintaining

existing price 13 52.0

Reducing price 2 8.0

Increasing price 9 36.0


According to the respondent’s opinion indicated below on table 4.9. about 64% of the

respondent’s account that the price of the factory ‘s product is affordable which implies that the

factory pricing strategy is reasonable which enable for customer to afford it and it is expensive as

from the rest of the respondents which account 36 %.

28

Table 4. 9 Respondents opinion for the factory product price compared to similar factory

product

Frequency Percent

Pricing

method

Expensive 9 36.0

Affordable 16 64.0


As table 4.10 depicts about 48 % of the respondents said that the selling process of the factoryis

fast, 48 % % replied it as medium and the remaining 16 % say the company selling process is

very fast. This indicates that the selling process of the factory is likely medium and in some case

very fast and this will enable the company to have competitive advantage over its competitors by

delivering its product on time.

Table 4. 10 Respondents answer for the factory process of selling

Frequency Percent

Pricing method

Very fast selling 4 16.0

Fast selling process 12 48.0

Medium selling process 9 36.0


As from table 4.11. Below from the respondents 52 % agreed that the major factors that are taken

into account in setting price area external while 48 percent agree that it is internal instead.

Table 4. 11 Respondents answer for which factors affect the factory highly in setting price

Frequency Percent

Factors for

setting price

Internal factor 12 48.0

External factor 13 52.0


29

Promotion is the communication element of a business to reach its product or service to its

Target audiences which include personal and non-personal communication activities. Each

Promotional tool has its own unique characteristics and costs. These strategies may be designed

around advertising, personal selling, sales promotion and publicity. These tools create a good

image for the factory product to gain popularity.

As from table 4.12below, 76 % of the respondent, for the quarry of whether there are enough

budgets for promoting the factory’s product, said that there is no sufficient budget while 24 %

said that there is sufficient budget. This result is supported by the response from interview which

shows that Debre Berhan Blanket Factory has big brand which is already built a long time ago

and it has a lot loyal customers including different government companies like Ministry of

defense and health organization and other different companies and individuals and currently less

attention is given for promotion currently due low level of production and the factory is getting

difficult to serve even the already existing demand.

Table 4. 12 Respondent response on does the factory set sufficient promotional budget

every year

Does the company set sufficient

promotional budget every year?

Frequency Percent

yes 6 24.0

no 19 76.0


According to the respondents’ suggestion below in table 4.13 the best strategy of advertising is

through participating in trade fair which accounts 56% %, respondents who preferred television

as a good strategy to reach the customer are 20 %. Employees who said public relation and radio

are 12% each. From this we can conclude that, the best way of advertising for the factory’s

product is through participating in trade fair. Nowadays taking part in different trade fair is

becoming the best way for manufacturer as it creates a chance to get potential clients in person

and product owners will have all the chance to convenience potential client to become loyal

customer.

30

Table 4. 13 Respondent suggestion as the best strategy of advertising

Best strategy of

advertising

Frequency Percent

Radio 3 12.0

Television 5 20.0

Public relation 3 12.0

Participating in trade fair 14 56.0


As from the respondents’ opinion 44 % said that the factory performs two times in a year

promotional activities and from the overall we can say that the factory doesn't frequently do

promotional activities.

Table 4. 14 Respondent response on how many promotional activities the factory

performs per year

Promotional activities the

factory perform per year

Frequency Percent

One times 6 24.0

Two times 11 44.0

Three times 1 4.0

Five times 2 8.0


As it is depicted in table 4.14 below, 48 % of the respondents said the product distributor is

selected by distributing capacity, 32% respondent respond by its market factor, 8% choose

competitive factor, financial capacity & product factor each with 4% and there is one individual

who did not reply for the query. This shows that most of the factory product distributors are

selected based on their distributing capacity.

31

Table 4. 15 Respondents response for factor of selecting distributor

Factor of selecting

distributor

Frequency Percent

Financial capacity 1 4.0

Market factor 8 32.0

Product factor 1 4.0

Competitive factor 2 8.0

Distributing capacity 12 48.0


As from table 4.15 below the factory find its major target market through sales agent office and

the least through online.

Table 4. 16 Respondents answer for where cans the factory find target market

Where can the factory find

target market

Frequency Percent

Trade 4 16.0

Online 1 4.0

Own branch office 5 20.0

Sales agent office 15 60.0


From the respondents for the query about the factory’s effective customers 44 % said that other

textiles are effective, 36 % said it is least effective and 8% said that it is very effective and 3

persons didn't reply on this. And for wholesalers 40% of the respondents said they are effective

and 24 % said that it is extremely effective. According to the respondents’ individual customers

are also effective which has 68 % share from the total respondents.

32

Table 4. 17 Respondents answer for factory’s major effective customers

Major customers Other textiles Wholesalers Individual customers

Frequency Percent Frequency Percent Frequency Percent

Least effective 9 36.0 4 16.0 3 12.0

Effective 11 44.0 10 40.0 17 68.0

Very effective 2 8.0 5 20.0 3 12.0

Extremely

effective - - 6 24.0 1 4.0


As from table 4.17, 80 % of the employee agree that there is continues improvements on the

marketing strategy and this shows that there continuous marketing strategic improvements in line

with the market demand.

Table 4. 18 Respondents answer for marketing strategy continuous improvement

Marketing strategy

continuous improvement

Frequency Percent


Agree 20 80.0

Disagree 1 4.0



Table 4.18 shows the marketing mix strategy of the factory and as from respondents answer 60%

of them agree the factory apply all of the mix ,16% replied product as marketing strategy ,16 %

replied saying price and 4% promotion and 4 % distribution and this shows that the factory use

the all the mix in most cases.

33

Table 4. 19 Respondents answer for marketing mix strategy

Marketing mix strategy

Frequency Percent

Product 4 16.0

Price 4 16.0

Promotion 1 4.0

Distribution 1 4.0

All of the mix 15 60.0


Market segmentation is one of the most widely accepted concepts in marketing to gain

Competitive advantage. As indicated in the table 4.19 below majority of the employees said that

The marketing segmentation strategies are economic and geographic locations which account

40% and 28% respectively. 20 % employees replied behavioral and the rest 8 % respond that the

base of segmentation is demographic. Generally, from this response we can conclude that the

main bases of the factory’s market segmentation are both economic and geographic

segmentations

Table 4. 20 Respondents answer for marketing segmentation strategy

Marketing segmentation

strategy

Frequency Percent

Geographic situation 7 28.0

Behavioral 5 20.0

Economic situation 10 40.0

Demographic situation 2 8.0


34

4.2. Interview analysis and discussion

To gather additional information about marketing strategy practices of DebreBerhan Blanket

factory, interview questions were forwarded to the marketing department top management of the

factory. Accordingly, the interviewees’ responses to the questions forwarded are summarized as

follows. However, some interview responses are presented and analyzed in the questionnaire

analysis part as a supportive response and left in this analysis.

1) What are the Medias used for promotion and how frequent they are?

Majorly the factory use trade fare and exhibitions for its promotion and it is successful on same,

as it gets its customer face to face and it can express in detail about its products and it enable the

factory to get their feedback and we get enough time to discuss about its products quality.

Previously the factory had used radio program but that were not much successful but when it

take part on trade fare the factory get much order and even it enable the factory to establish

customers and sign agreement to become its sales agent .Currently the factory is not working at

full capacity due to shortage of raw material which is resulted from foreign currency shortage

and as result it is not doing more on promoting its product and currently the factory do have a lot

of project at its hand for different kinds of product and once it become able to work at full

capacity it will work more on promoting .

2) Once product produced, how they are distributed and what type of distributions

channels are used?

The factory has its own shop at Merkato and Mexico in Addis Ababa and here in Debre Berhan

city and inside the factory which are own office for whole sales. Additionally, it has sales agent

at Mekele, Desse, Woldya, Jima ,Hawassa and Debre Markos that sale the factory's product only

and it has also sales expert that assess the market and receive order from clients and farmer’s

union are also its distributor for their member’s association and also the factory sale even by

pieces.

3) Is there any competition? Who are your major competitors? What are your major

competitive advantages?

Previously our factory was sole producer and there was no big competition. Now a day there are

new entrants in the market like KK, DH Geda and Adey Ababa that penetrate in the market and

35

are becoming big suppliers and also similar products are being imported from outside which is

again another sources of the factory’s challenges.

4) What pricing strategy does the company use when setting price for existing product?

Currently the factory set its price based on cost of production which include cost of raw

materials, cost energy, administration cost, working process (time it takes to produce the output)

and human capital cost are among others. Competitor’s price is also taken in to account when the

factory set its product price.

5) What are the factors to increase or decrease your product price?

As mentioned above the major determinant for the factory's output price is cost of raw materials

and when there is a decrease in raw material cost product price will decrease and the reverse is

also true and competitor’s activity is also taken into account for the factory's product price.

6) How do you evaluate the overall performance of the factory?

The factory has been doing well previously but currently it is difficult to say that it is working

well due the current constraints like foreign currency which result in shortage of raw material

and the factory is working under capacity. Thus, currently the factory is working under capacity

which is between 30 to 50 percentage (which is even below breakeven points) of its actual

capacity.

36

Table 4. 21 The Factory Annual Production (2012-2017 G.C.)

Particulars

Year

2012 2013 2014 2015 2016 2017

Different type & size of

blanket in pcs

562,349.00

380,605.00

446,862.00

321,795.00

306,464.00

352,805.00


mattress in pcs

5,701.00

5,438.00

7,413.00

6,922.00

6,507.00

5,340.00


pillow in pcs

3,101.00

7,502.00

9,797.00

5,425.00

7,523.00

4,843.00


bed cover in pcs

-

21,431.00

5,530.00

22,379.12

38,241.00

12,270.00


kuta in pcs

245.00

3,829.00

664.00

6,664.00

6,840.00

1,110.00


Acrylic yarn in Hank

-

-

258,450.00

390,655.00

484,041.00

76,165.00

37

Figure 4. 1Annual production chart for Debre Berhan Blanket Factory

7) In doing all those mentioned above what are your challenges?

Majorly raw material shortage is hindering the factory from producing at full capacity and due to

its low level of payment scale and absences of incentives scheme there is frequent employee

turnover specially who has good academic qualification& work performance. Some of the

current machineries are out dated and needs to be changed to produces better products.

4.3. Major Challenges the Factory

When Debre Berhan Blanket Factory was privatized it was with to let it grow and become

internationally competent manufacturer of blanket and related products there by generating hard

currency .However, the factory

38

Majorly the factory use imported input and now a day shortage of raw material is affecting its

level of production; this is due to unavailability of foreign currency to purchase those imported

inputs.

Even if the factory has a long history in producing blanket and related products absence of

enough promotional budgets hinder it from letting its product very popular and built brand

awareness for its potential users.

As a result of the open market external and local competition is becoming another challenges

that the factory is confronting now a day and they are very fast in terms of product

differentiation and accessibly to users compared to it. As a result of this the factory market

shares in decreasing thereby decreasing sales revenue.

Due to its long age most of the factory's machineries are out dated which hinder it from

producing better product in terms of quality and quantity which in combination with shortage of

raw material confined the factory with local market.

Due all mentioned reasons the factory growth is not promising and it become unable to pay good

salary to its employee and as a result the factory is challenged with frequent human capital

turnover .Even if it has senior staffs they are with low level of academic qualification

39

CHAPTER FIVE

5. CONCLUSION AND RECOMMENDATION

The intention of this study was to assess the marketing strategy practice at Debre Berhan Blanket

Factory, mainly focused on the marketing strategy elements and the associated actions to be

considered. Based on the findings and the information gathered in the process of this study, the

following conclusions, Limitation, and recommendations are drawn.

5.1 Conclusion

The factory marketing mix strategy is mainly based on its product. Developing new product and

product identification are relatively well recognized product mix strategies practiced in

Debre Berhan Blanket Factory. The factory main products are Blanket,Kuta,Polyesters, Bed

Cover and Mattress and Pillow from it’s by product. The qualities of the products are high that

meet the customer’s requirement and now a day it is majorly confined with local market and

even it is not capable to satisfy the local demand due to raw material shortage which is resulted

from foreign currency shortage. Hence, increasing its product quantity is the primary measure to

be taken by the factory to meet the market demand and goal of the organization.

In terms of price Debre Berhan Blanket Factory’s product price relatively not expensive for its

customers. The price it set is based on cost of production and competitors’ pricing method. As to

the theory of pricing the prices of the products depend on different factors like: cost based

pricing, customer-driven pricing, competition driven pricing, gross profit, overhead costs, net

profit, and direct costs pricing. The pricing strategy may change because there is a dynamic

environment & the price may change according to the conditions in the market. Hence, the

factory has to set a price strategy as a base to determine price which will help it to be competitive

& to maximize its profits.

40

Promotion strategy is an essential marketing strategy tool practiced by companies. Using the

promotional mixes will create a good image for the factory’s product as the factory produces

quality products. Without a quality product promotion by its self never creates value. When a

quality product is supported with promotion the market shares of the factory will be better than

competitors. However, Debre Berhan Blanket Factory didn’t set enough promotional budgets. So

the factory has to set a promotional budget for people to know its product quality, location of the

product where it is available and its unique feature. For this, the factories may use media

advertisement, such as radio, television, newspaper. This media includes the national radio &

television and different state and private owned newspapers which are emerging in every

regional states of the nation which will be an advantage to reach the customers.

Distribution strategies of the factory’s product are through own office and channel of other

textile factory, whole seller and individual customer. Thus, in addition to its own office the

factory distributes its product through other textile company and thus products can easily reach

to all customers. To make the product accessible to the customers the product delivery system of

the factory has to be effective enough. On time delivery than competitors is the best strategy to

gain a competitive advantage and satisfy the customers. It would be better if the factory looks to

outsource its distribution so that it will concentrate on how to improve its product quality, how to

increase its efficiency, and how to reduce its costs to compete in the market.

Market segmentation is classified mainly based on the customer characteristics such as

demographic, geographic, behavioral and psychographic or lifestyle segmentation. From these,

the factory segmentation is based on economic and geographic locations.

The one and most crucial activity of the marketing strategy is the selection of target markets

Or the identification of the products to which it is produced. Companies use target marketing

To tailor their products for specific markets. Debre Berhan Blanket Factory reach target markets

through its sales agents where the potential sales area is identified and need assessment is done

for product distribution.

41

The major challenges that the factory currently confronting is shortage of foreign currency which

is a means to get imported raw material and as a result the factory is currently producing under

capacity and become even unable to satisfy the exiting local demand. In addition, frequent

employee turnover is hindering to have experienced staff which will have additional negative

impact on productivity and growth of the factory

5.2 Recommendation

The marketing mix analysis provides opportunity to help the factory design the right marketing

strategies to satisfy the customers. The marketing & strategies are about the products to

produced, the price methods used, the promotion strategy selected, the distribution based, and the

target markets it employed. The factory marketing mix strategy is mainly based on its product

mix. In terms of product mix strategy, the factory is relatively effective in developing new

product, maintaining existing product and product identification. This is the most important &

encouraging strategy to be maintained by the factory as it is supported by the differentiation

strategy benefit.

To use the competitive advantage, it has and in order increase local and international market

share, increasing the level of production with quality and variety is an underlying factor.

Successful factory offers a variety of product consistent quality and level of quantity demanded.

So an important consideration for any factory is how enough quantity of output is going to be

produced with the required quality and variety. So, the factory should increase its level of

production by using alternative input which may be locally produced.

Currently Debre Berhan Blanket Factory is not able to satisfy the current market demand for its

product and even those produced are not international standard which hinder the factory from

exporting its product to get finance for its imported inputs. Hence, the company has to give more

emphasis in maximizing the current product quantity with global standard to gain a high market

(Both local and international) share thereby increasing its profit.

Promotion strategy is an essential marketing strategic tool to be practiced by the factory to

Introduce customers the product quality, product identification, product features, where the

42

Product is available, etc. Thus, Debre Berhan Blanket Factory has to set enough promotional

budgets to communicate the above elements with the appropriate promotion tool to increase

brand awareness thereby increasing its market share.

Distribution strategies of the company’s product are through channel of other textiles company,

wholesalers and individual customers that makes its goods available to customers. Thus, through

those channels the company’s product can easily reach to all customers everywhere. However,

the factory involve itself in the distribution of its product which will make it overburdened and

less attention is being given to its production and related major task and thus it has to do

production with full capacity and out sources distributor.

5.3. Suggestion for Further Research

The researcher studied the marketing strategy practice and challenges of the factory by collecting

data from the marketing and higher management team of the factory. However ,researcher may

further expand this study by incorporating the factory's product users and other non marketing

department of the factory .

43

References

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Textile Industry in Ethiopia: The Case of Yirgalem Addis Textile Factory

PLC.<https://www.ama.org/aboutama/Pages/Definition-of-Marketing.aspx>[Accessed

21December 2017].

C.R.Kothari (1990) Research Methodology Methods and Techniques(second revised

edition)

Eric and Kendall,(2005).Marketing Strategy from the History of a Concept to

Development of a Conceptual framework.

Ferell, O.C.,Michael, D., & Hartline. (2011). Marketing Strategy(5thed.): USA, South-

Western Cengage learning.

Goi, C. L. (2009) A Review of Marketing Mix: 4Ps or More?

Goi, C. L. (2009) A Review of Marketing Mix: 4Ps or More? International Journal of

Horovitz, Jacques. (2003). Seven secrets of service strategy, translate to Persian by

abdolrezarezaeinejad, publisher of Rasa.Tehran,Iran.

Kotler, P. And Armstrong, G. (2014) Principles of Marketing: global edition. 15th ed.

Kotler, P., Keller, L. (2012). Marketing Management(14thed.): New Jersey, Prentice

publishing: one lake street, upper saddle river.

Kotler,P., Keller,K.L., Koshy,A., Jha,M.,(2009). Marketing Management 13th ed. A South Asia

Perspective.

Lancaster, G. A. (2004), Encyclopedia of Strategic Management, Lancaster,

England:Cloth, Crest Publishing House

Mintzberg H. (1987). Strategy making in three modes .California Management Review

16 (2)

Nanda,R., and Khanna., DR.P, (November 2011).A Historical Overview of Marketing.

Paul fifield. (1994), Marketing Strategy: oxford, Linacre house, Jordan hill.

Philip, K., &Garry, A. (2007). Principles of Marketing (11th ed.): Prentice hall, Europe,

Mifflin Publishing.

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Porter, M.E. (1990). The Competitive Advantage of Nations: Macmillan Press ltd

London, ISBN 0-333- 51804-7.

Rahel Abebe (2007) Opportunities and Challenges of Development for Africa in the

GlobalArena.

Ranjit Kumar (2011) A Research Methodology a Step by Step Guide for Beginner,3rd

edition.

Shapiro, C., &Varian. (1999).Information Rules: A strategic guide to the network

economy, Harvard business school press; Boston, ISBN 0-87584-863-X.

Teshome Kelbesa (2014) A study on the Examination of Performance of Ethiopian

Textile Industry.

Uma Sekaran (2003) Research Methods for Business, a Skill Building Approach,4th

edition.

Vardarajan, R. (2010). Strategic Marketing and Marketing Strategy: domain, definitions,

Fundamental issues and foundational premises, Journal of the academic marketing

Science, Vol. 38, PP 119-140.

Daniel Kitaw and Amare Matebu,competitiveness for Ethiopian textile and garment

industries: a way forward,

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consumer behavior

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The Haworth Press, Taylor & Francis group, USA, Vol. 30, No. 4.

45

APPENDIX I

Survey Questionnaire Items

DebreBerhan University

College of Business and Economics, Management Program

Degree of Master of Business Administration (MBA).

Dear respondent: -this questionnaire is prepared for the purpose of within an MBA thesis on

"Assessment of Marketing Strategy Practices and Challenges in DebreBerhan Blanket Factory"

for marketing department employees and top management group of DebreBerhanBlanket

Factory. This questionnaire is prepared by SisayAyalew who is a Master of Business

Administration student at DebreBerhan University College of Business and Economics,

Management Program. The purpose of this questionnaire is to collect data on marketing strategy

practices and challenges at DebreBerhan Blanket Factory in partial fulfillment for the

requirement of Master of Business Administration (MBA).

The information that you provide will be valuable for the success of this research project. I

sincerely request you to respond all questions honestly and genuinely. I would like to confirm

you that it will never bring any negative impact both on your job and company, in addition to

this the information you will give never be disclosed to any public. Your cooperation is very

much appreciated.

Thank You for your cooperation!

46

Interview Guide:

1) What are the medias used for promotion and how frequent they are?

2) Once product produced, how they are distributed and what type of distributions channels are

used?

3) Is there any competition? who are your major competitors? What are your major competitive

advantages?

4) What pricing strategy does the company use when setting price for existing product?

5) What are the factors to increase or decrease your product price?

6) How do you evaluate the overall performance of the factory?

7) In doing all those mentioned above what are your challenges?

47

Appendix II

Survey Questionnaire Items

DebreBerhan University

College of Business and Economics, Management Program

Degree of Master of Business Administration (MBA).

Dear respondent: - this questionnaire is prepared for the purpose of within an MBA thesis on

"Assessment of Marketing Strategy Practices and Challenges in DebreBerhan Blanket Factory"

for marketing department employees and top management group of DebreBerhan Blanket

Factory. This questionnaire is prepared by SisayAyalew who is a Master of Business

Administration student at DebreBerhan University College of Business and Economics,

Management Program. The purpose of this questionnaire is to collect data on marketing strategy

practices and challenges at DebreBerhan Blanket Factory in partial fulfillment for the

requirement of Master of Business Administration (MBA).

The information that you provide will be valuable for the success of this research project. I

sincerely request you to respond all questions honestly and genuinely. I would like to confirm

you that it will never bring any negative impact both on your job and company, in addition to

this the information you will give never be disclosed to any public. Your cooperation is very

much appreciated.

The questionnaire has two parts:

Part (1)-General information

Part (2)-questions related to marketing strategy practice

Thank You for your cooperation!

48

General Instruction: -put tick mark (√) on the box provided

Part (1): General Background Information

1) Gender. Male Female

2) Age18- 25 26-35 36-45 46-55 56-65

3) Educational qualification?

8th -12th grade Technical school graduate College diploma

B.S.C or BA degree Postgraduate and above

4) What is your position in the company?

General Manager. Manager Department head. Staff

5) How long is your experience in the company?

Under 5 5-15 16-25 above 25

6) Your monthly income (in Ethiopian Birr)

1,000-2,000 2,001-4,000 4,001-6,000 6, 001-8,000 above 8,000

part (2) : Questions related to marketing strategy practices of the company .

I) Questions related to Product strategy

7) Do you agree that the management uses a strategy of product differentiation to be?

Competitive in the market?

Strongly disagree Disagree Undecided Agree Strongly agree

49

8) Which product mix strategy is practiced effectively in the company?

Product tools Least Least

Effective

Effective Very

Effective

Extremely

Effective

Developing a new

product

Modifying the existing

product

Maintaining the

existing product

Product identification

9) Does the company produce its product the need of its target market?

Strongly agree Agree Undecided Disagree Strongly disagree

10) What is the customer’s opinion about the company’s products quality?

Very good Good Medium

Poor Very poor

11) How you rate the quality of your product?

Very good Good Medium

Poor Very poor

Comments:

_____________________________________________________________________________________

__________________________________________________________________________

50

II) Questions related to pricing strategy

12) Which pricing methods are used by the company?

Value pricing Target returns pricing

Cost plus (mark up) pricing Competitor’s based pricing

13) Which one of the following pricing strategy does the company consider when setting price

for existing product?

Maintaining the existing price Reducing the prices Increasing price

14) From your perspective, what is your opinion regarding the price of the company’s

Products as compared to other similar company product price?

Very expensive. Expensive Affordable

Cheap Very cheap

15) How is the process of selling the products of the company?

Very fast selling process Fast selling process Medium selling process

Slow selling process Very slow selling process

16) Which factor can affect the company highly in setting price?

Internal factor External factor

Comments:

_____________________________________________________________________________________

__________________________________________________________________________

III) Research questions related to promotion strategy

17) Does the company set sufficient promotional budget every year?

Yes No

51

18) What will you suggest as the best strategy of advertising the company’s product?

Newspapers Radio Television

Public relation participating in trade fair

19) Within a year how many promotional activities the company performed?

One times Two times Three times Four times Five times

Comments:

_____________________________________________________________________________________

__________________________________________________________________________

IV) Questions related to product distribution strategy

20) What factor is used by the company in selecting distributor?

Financial capacity Market factor Product factor

Competitive factor Distributing capacity

21) Where can you find your target buyer?

Trade Online Inside the factory

Own branch office Sales agent office

Part (3):-Overall effectiveness of the marketing strategy

22) Who are the company's major effective customers to achieve its goal or objective?

Major Customers Least Effective Effective Very Effective Extremely Effective

Other textiles Wholesalers Individual Customers

52

23) Does the company make continuous improvements for its marketing strategies to meet its

customer needs?

Strongly agree Agree Undecided

Disagree Strongly disagree

24) What marketing mix strategies does the company use?

Product Price Promotion

Distribution All of the mix

25) What is the market segmentation strategy of the company?

Geographic location Behavioral Economic situation

Demographic Psychological (life cycle)

Comments:

_____________________________________________________________________________________

__________________________________________________________________________

26) If you have any comment on the marketing strategy practice and challenges of the company please

provide on the space provided below -

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

________________________________.

27) As a company worker, what are the main challenges of the factory with regard to the marketing

strategy practices?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

53

_____________________________________________________________________________________

____________________.

28) What do you think is the solution for the challenges of the company?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

____________________.

29) Are there any specific date that can trigger and increase or drop of sales?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

____________________.

30) Who are your competitors?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

____________________.

debre berhan university assessment of marketing …

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