Completed Zoo-Za

Table Of Contents

1. Current Product Situation The Nature Of The Product 1.1 Potential Sales Growth 1.2 Packaging Alternatives 1.3 Benefits for Our Distributors 1.4

2. Current Company Situation Current Situation 2.1 Zoo-Za’s Long Term Goals 2.2 Zoo-Za’s Five Year Plan 2.3

3. Current Market Situation Battery Charger Market 3.1 Battery Charger Market Trends 3.2 Market Statistics 3.3 Market Segmentation 3.4 Available Media in Ireland 3.5

4. Consumer Situation General Trends within the B2B Organisation 4.1 Current Products within the Market 4.2 Consumer Needs 4.3

5. Macro Environment Competitors 5.1 Economy 5.2 Political 5.3 Socio-Cultural 5.4 Natural 5.5 Technology 5.6

6. SWOT Analysis Zoo-Za’s SWOT 6.1 Competitors SWOT 6.2

7. Objectives Sales Projections 7.1 Financial and Marketing Objectives 7.2

8. Marketing Strategy Product Strategy 8.1 Place Strategy 8.2 Price Strategy 8.3 Promotion Strategy 8.4 Targeting Strategy 8.5 Market Research Strategy 8.6 Distribution Strategy 8.7 Advertising Strategy 8.8

9. Projected Profit And Loss Expected Financial Outcomes 9.1 Marketing Budget Allocation 9.2 Marketing Budget 2016 9.3

10.Controls 10.1

11.Conclusion 11.1

12.Appendix

Mission Statement

Our company is dedicated to providing a currently existing product, which is in wide-

spread use across the Asian continent, to the forefront of the European market. As our

product is an already existing good, our firm’s main aim is to establish ourselves as the

main supplier into a relatively untapped market. We pride ourselves in supplying high

quality goods to meet the demands of our unsuspecting customers. We will continue to

develop our brand positioning, to maintain and grow our Brand recognition and create

delight. Our firm will continue to research further development of our product in order

to best satisfy ever-changing consumer needs whilst also conducting in a socially

responsible manner by promoting the “green” nature of our firm.

Executive Summary

Zoo-Za is dedicated to bringing a relatively unknown product to the forefront of the

Irish and UK markets. Our product will provide consumers with a cheaper and more

efficient than that currently availible on today’s market. We pride ourselves in delivery a

high quality good at a low-cost price whilst conducting our business activity in an

environmentally friendly manner. We will strive to continue our development of brand

positioning in order to maintain and further grow our brand’s image and reputation.

We have created a marketing plan for our product which will aim to supply

consumers with what we believe to be a “hidden gem” of the tech industry. We have

thoroughly examined the market, channels of distribution and our existing

competition. We have set about compiling an integrated marketing strategy in order to

convey our firm’s core values and “green” nature. It is extremely important to

implement the correct marketing strategy as to maximise our brand awareness and

ensure projected sale figures are met.

We have identified that the technology sector in Ireland is ever-growing, due to

Ireland’s affiliation with multinational tech firms such as Microsoft and

Packard.While the economy is not growing as fast as previous years due to the global

economic downturn of late, the market remains sustainable and we believe there is

still huge potential for success. We plan to enter a long-term agreement with

WHSmith as this offers the best prospect of our company succeeding in it’s an initial

introductory phase. The ability of WHSmith to provide constant procurement of our

product provides our frim with stability and allows for future planning within the

business.

Below lies Zoo-Za’s detailed business plan that will be implement over the coming

years to achieve success in not only today’s challenging economic environment but in

future as well.

1 - Current Product Situation

1.1 - The Nature of the Product:

Our product is a highly reliable, transport friendly external charging device. It

offers an alternative to the usual wall socket method of recharging portable

devices and is highly suitable to the busy, on-the-go lifestyle of many individuals.

The device itself works by initially charging the Portable Battery Pack, which

takes up to 6 hours and then filtering the stored battery life to a third party

device (for more information see appendix). The Battery pack is highly adaptable

and comes with multiple attachments to be used on a variety of handheld

products e.g. Mobile phones, tablets, portable speakers, sat-navs… The device is

no larger than a packet of cigarettes and can store enough battery life to fully

charge a mobile device twice over, depending on the power banks capacity.

Within the first year of trading we intend to only sell one version of this product

but will expand our product range with various size capacities upon a successful

first year of trading. Although this product is already in existence, we firmly

believe that with the correct marketing along with an astute understanding of our

target market, our company can successfully achieve the right balance in order to

prove succesful.

1.2 - Potential Sales Growth:

Zoo-Za's Core Value

s

Reliable

Green conscious

Speedy

Easy to use

Convenient

Upon initial launch, we have set our estimated sales figure at a relatively modest figure of

under 1,000 units per month for the first 6 months. Our projected sales for the first three

months are 200, 350 and 450 units respectively. This indicates a slow introduction into the

market from our product, but nonetheless a steady growth. In the second half of our first

year of trading, our forecasted sales are expected to continue to rise gradually. We

anticipate a sales hike in the summer months as most of our marketing will target airport

commuters and the summer period is notoriously busy. We expect this steady incline to

continue throughout the autumn months and into the winter months.

1.3 - Packaging Alternatives:

Upon arrival from our manufacturer, our product will have our company logo embeded on

it and will already be in individual packaging. As our product will be available in various

colours, we will provide our distribtors with a wide range of colour combinations,

however, if a firm were to directly contact us and request specified colours, imprints or

even a company name on their product, we would be able to fulfil that need at an increased

sale price.

1.4 - Benefits for Our Distributors :

As previously mentioned, variations of our product are currently in existence albeit

inferior versions. From selling our product directly to consumers, our distributors will be

providing the market with a cheaper, more reliable service that currently exists in the UK

and Ireland. This will provide our distributors with an upper-hand over rival firms and will

also contribute to a positive reputation.

2 - Current Company Situation

2.1 - Current Situation:

As Zoo-Za is a recent start-up company, initial funding for our business venture

will prodominantly consist of a bank loan and personal savings. The loan we plan

to acquire is of €10,000, and in the second year of trading we anticipate the

successful acquisition of the New Frontiers Entrepreneur Development

Programme provided by Enterprise Ireland, this will provide us with a grant and

of €15,000 and also supply our firm with access to a vast wealth of knowledge.

The goal of this grant is to not only provide the successful applicant with funding,

but also mentoring and to provide the company with important skills and

contacts in the designated field. During the first few months of operations, we

will have at least one partner devoting themselves fully to the successful launch

of our firm. Pending future success, staff will be hired in order to maintain

control of company growth. We believe that with our recently attained

knowledge of the Asian culture and market, we have equipped ourselves with

adequate negotiating tools in order to attain our goods at a level of which we still

hold a competitive advantage over potential rival firms.

2.2 - Zoo-Za’s Long Term Goals:

Establish a reputable brand

name

Attain market dominance in

Ireland

Attain market dominance in the

UK

Sell directly to our consumers

Enter the African and EU market

2.3 - Five Year Plan:

Year 1Brand PromotionEntry into Irish marketTarget marketExpansion of Irish market

Year 2Further brandingEntry into the UKExpansion of UK market

Year 3

Further Expansion of UK marketIntroduction of Alternative modelPromotion of brand loyalty

Year 4Sustain Market ShareExpansion of Product Portfolio

Year 5Separation from DistributorsExploration of New Markets

Year 1

Brand Promotion

Prior to launching our product into the Irish market, we have identified the need

for substantial product branding. As the portable battery pack is in fact an

existing product, the importance of product branding is crucial in order to

seggregate our product with that of potential competitors. The research

undertaken in identifying this untapped market has also demonstrated the vast

competition that lies within the Asian market. This in turn could provide a huge

level of competition if entrepreneurs within the Asian market were to expand

globally. This is why we perceive successful product branding as essential.

Product association will aid in fending off potential entrants vying to gain a

market share. Our aim will be to gain a foothold in the target market using brand

recognition. We hope that this will in future, cement our company as the go-to,

reliable supplier of portable battery packs.

Entry into Irish Market

In year 1 we plan to initially only enter the Irish market as this is where our field

and desk research has taken place. The Irish market is most well-known to us

and possesses the right characteristics to prove an ideal starting point for our

business. The Irish market is very much tech-orientated and would provide few

barriers of trade whilst conducting business. The open-mindedness of the typical

Irish person is also an appealing factor we have considered when decided where

to begin trading.

Target Market

Through careful research and much thought, we have segmented our target

market into three categories; business, leisure and travel. Although we feel that

anyone is likely to purchase our product, we have determined these areas as our

primary market. In order to gain access to our targeted clientel, we have

identified “The Loop, Duty Free shop” at Dublin and Shannon airport as our initial

point of entry within the Irish. This location will enable us to reach our target

market but also to increase brand awareness in general through the volume of

flight passengers who commute on a regular basis. We have also negotiated the

sale of product on the Irish Rail trains and in a newsagents situated in Busáras

bus terminal. These two additional points of sale will enable our prodcut to reach

the nation, coast to coast.

Expansion of Irish Market

Should our initial product launch should prove to be successful in the first 6

months, we intend to further widen our target audience by expanding our

distribution to also include Irish ferries, outdoor activity retailers and music

festivals. These additional points of retail will enable us keep growing our

company whilst also expanding our target consumers. We beilieve that

expanding into various fields to be the next logical step as to maximise brand

awareness and attract a younger genration of potential clientel.

Year 2

Further Product Branding

As previously stated, we plan to place a huge emphasis on brand promotion and

awareness. As competition is likely to arise after the first year of trading, the

importance of substantial product branding will prove vital in differentiating our

product with that of possible competitors. In year 2 we will be aiming to make

our brand more known domestically as well as expanding into the UK market via

Heathrow and Gatwick airports.

Entry into UK Market

We plan to enter the UK market using the same model as that of entry into the

Irish market. Initially we will target the same business traveling concumers via

distributors at Heathrow and Gatwick airport. We believe that these two airports

to be the best entry point into the UK market as they facilitate 73 million and 38

million commuters respectively on an annual basis. Although many people

commute through these respective airports, we expect our sales to be gradual

and increase over time. Thi significance of selling our products in these locations

does not only lie in the potential revenue but also in the mass multinational

audience taking notice of our product and brand name.

Expansion of UK Market

As with the second half of year 1, we intend to further expand our distribution

upon an initial successful first half year. Using our already well-established

relationship with WHSmith in both Heathrow and Gatwick airport, we intend to

strike a further agreement which will make WHSmith our primary distributor

within the UK. This agreement will enable our product to reach all over the

British Isles and be readily accessible through the nearest chain store. The

affiliation with WHSmith will enable us to establish a network with huge

potential for growth.

Year 3

Further Expansion of UK Market

After a full year in the UK market, we suspect our brand to hold a good, reliable

reputation which will enable us to further explore our target audience. Through

our successful partnership with the firm WHSmith, we further plan to expand

our distribution chain to activities which will broaden our distribution to the EU

market. To do so, we intend to widen our distribution within the UK to also

include ferry and rail services which travel to and from European destinations.

Pursuing these additional avenues also creates the possibility of branching out

towards central Europe as EU countries have open borders, enabling cross-

country travel. We believe that with the rail services especially, our brand name

will have the potential to travel throughout Europe whilst promoting our

product along the way.

Introduction of Alternative Model

We intend to introduce a new model of portable battery pack with a larger

output (more battery stored), in order to satisfy ever-changing consumer needs.

The introduction of a new model will provide our firm with a fresh impotus and

will keep our consumers intrigued as to what else our firm may be able to offer

in future. Our new model will have an additional USB port and will have a higher

output of 8,000mAh. This will enable our consumers to charge two items at once

whilst also holding a larger storage capcity of battery life.

Promotion of Brand Loyalty

By year 3, we expected our business to have a reputable brand name which our

clients know they can rely upon. As our product does posess a lifespan of at least

3 years, depending on usage, we will need to promote brand loyaty in order to

ensure previous customers repurchase our product instead of a competitor’s. In

order to achieve this, we intend to offer a recycling scheme for perished goods.

We plan to facilitate a discount price on new products for returning customers

with their old battery packs. This we feel, will encourage brand loyalty whilst

also putting our firm on the map as a advocate for “green enterprising”

Year 4

Sustain Market Share

As our firm will have expanded quite rapidly, and our brand name become well

recognised, one of our main aims in our 4th year of trading is to sustain the high

level of market share we expect to control. In order to do so, we will need to

saturate the market and demonstrate to our distributors why our product and

brand name is better than our potential rival competitors. In order to

successfully protect our market share, we will need to have a good-working

relationship with our existing distributors. In order to achieve this, we have

allocated a sale or return policy and a just-in-time delivery policy with our

distributors which we feel will help strengthen the working relationship

between firms. We intend to implement these strategies upon the initial start-up

of our company.

Expansion of Product Portfolio

After the introduction of various models of the portable battery pack in year 3,

we intend to explore the possibility of further expanding our product range in

year 4. We have arranged travel to meet with our manufacturer on a bi-annual

basis, this will be done as to maintain a healthy relationship whilst also exploring

potential new product currently still in the research and development phase. By

doing so, we intend to be well aware of any new products to be released and thus

stay ahead of rival competitors. The extent of which we will expand our product

portfolio remains to be seen and will depend on the development of future

goods.

Year 5

Separation from Distributors

By this stage we expect our product to be well-known and to posess a good,

reliable reputation within the technology industry. Using the power of our brand,

we plan to commence selling directly to consumers using various means, such as

our website and dispensory machines situated at prime locations. By selling

directly to consumers ourselves, we will render our product more profitable via

the omission of distributors. This being said, we do plan to retain our main

distributor, WHSmith, as we feel that they are to big a chain to pass up on. Our

firm will also continue to sell our goods to the major airports previously

mentioned, however, we will no longer be supplying our goods to ferry and rail

services.

Exploration of New Markets

As our brand name grows year after year, we expect to own a majority market

share and will explore potential new opportunities for our business to keep

growing. By year 5, we anticipate our product to have a strong standing in the UK

and Irish market and we will therefore look into the possibility of further

expnasion. These possibilities include the introduction of our product into a

Third World environment where often wall sockets and electrical plugs are not

so easily accessible. We will also delve into the possibilitiy of expanding

throughout the EU, although this may prove to be quite a difficult task, the

potential for reward is great.

3 - Current Market Situation

3.1 - Portable Battery Market:

Currently portable battery packs are available to buy in most Irish phone shops

(e.g. Vodafone and 3) or online stores such as e-bay. However not many people

are aware of their existence. According to our survey, 45% have ever seen or

knew of a portable battery pack’s existence. This leaves us with over half of an

untapped market. Our business intends on undertaking the task of marketing

this product, while using our mind catching brand name to sell to smartphone

users. Currently Asia-Pacific is the leading region in the portable battery pack

market, with North America in second, followed by Europe in third. Increasingly

more people are purchasing smartphones and tablets, and the necessity for these

devices to be constantly readily available for use is becoming fundamental to

many people… thus the requirement for portable battery packs.

3.2 - Portable Battery Charger Trends:

Since the introduction of the first iPhone in 2007, people’s reliance on their

mobile phone has increased tremendously. Nowadays not only do people rely on

their smartphones, but many depend on their tablets too. We at Zoo-Za have

noticed a gap in the market for these portable battery packs. We feel the battery

packs will not only be used for phones and similar electronic goods, but could be

hugely beneficial to medical and military personnel. We also believe many poor

countries can benefit from purchasing our portable battery packs. For example,

African countries with little charging facilities and large areas of land to cover

whilst travelling could profit hugely from battery packs. Not only could they be

used to charge electrical tools, but the small torch located at the top of the

product would also be considerably beneficial. As previously stated the leading

markets ahead of Europe are Asia-Pacific and North America, who by most are

seen as years ahead of Europe in many ways, including technologically. So

according to history, there will be a huge demand for battery packs in the near

future and we at Zoo-Za feel now is the time to act so we can promote our brand

and make a distinguished name for ourselves in the market.

3.3 - Portable Battery Pack Market Statistics:

According to reports, the global portable battery pack market is predicted to

reach approximately $10.94 billion by 2020 with a compound annual growth

rate (CAGR) of 17.53% expected from 2014 to 2020. According to 2013 figures,

1.6 million of the Irish population were owners of smartphones, and this number

was speedily increasing. Irish tablet owners were close behind this figure, at 1.2

million people. The ever-rising figure of smartphone and tablet users provides

our company with an ever-expanding market base. We at Zoo-Za have identified

this, and acting now we can promote our brand name to create a strong foothold

in the portable power bank market.

3.4 - Market Segmentation:

Market Segmentation

Airports Bus TrainFerry Outdoors Shops

Zoo-Za has established its main market shall be in airports. With the highest

number of passengers per day, Dublin airport has millions of potential

consumers. Second to Dublin Airport is Shannon Airport. The mass amount of

travellers that pass through airport shops every day is huge. Our market

segmentation shows basically the more used form of transport, the more sales

we will have.

3.5 - Available Media in Ireland:

Relevant to our marketing strategy, we see major marketing campaigns adhered

via billboards in commuting locations such as airports, bus and train terminals.

We also feel online marketing would be hugely beneficial to sales. Not only for

free on social media sites as previously mentioned, but on sites such as

Ryanair.com or Busarus.ie. For example we will smartly place advertisements for

commuters to see and relate to. These would be the two main means of

advertising through media, however if we feel the need to expand our marketing

plan, Ireland has several other media forms that are readily available.

4 - Consumer Situation

4.1 - General Trends within the B2B Organisation:

Today’s business-to-business organisations have seen a large increase in consumer demands. Nowadays customers expect queries to be not only dealt with straight away, but also solved promptly. This trend means business must now spend more to ensure their customer service departments are adequate. We have all experienced the endless phone calls when we have been put on ‘hold’ for hours. This frustrated customers and results in many substituting products.

We also see a change to mobile first marketing. A recent study found that 60% of the US adult population now own a smartphone, while half own a tablet. Not only does this show a huge market for our product but also that mobile phones have become the number one choice of device for many businessmen to surf the web, check emails and correspond in general. Business to business marketers must realise that they must position ads in the best possible place… and that is increasingly becoming on a phone or tablet.

4.2 - Current Products within the Market:

As previously mentioned there are portable battery packs currently available, however their existence is known to few. These battery packs can be purchased online, on sites such as e-bay or amazon or in most phone stores. However their reliability and price is something we can bring to question. We can safely say their market price is a few hundred times that of cost price. There are many products that are thought to be in the process of being manufactured, which we shall talk about more in detail in the ‘Threats’ section of this project.

4.3 - Consumer Needs:

As stated above 60% of US adults own smartphones. The requirement for them to be always available to use is becoming vital. Businessmen checking their emails or waiting for an important business call, the need for battery life is imperative. With this need, comes our product, in which the problem of running out of battery may be worried about no more.

5 - The Macro Environment

The definition of Macro-Environment is the external and uncontrollable factors

that influence an organization's decision making, and affect its performance and

strategies. These factors include economic factors, demographics, competitors,

changes in cultural tastes, natural and technology.

5.1 - Competitors:

Zoo-Za’s USP (Unique Selling Point) is the fact that our product is cheap and

reliable. There are similar products currently available to purchase in the Irish

market, however these either; a) only supply a single full phone charge and not

reliable or b) overpriced for their charging capacity or c) not marketed at all. Our

portable battery packs provide our customers with at least 2 full phone charges

whilst boasting a lifespan of at least 3 years.

5.2 - The Economy:

There has been a recent change of fortune in Ireland’s economy. Although still

nothing compared to that of ‘Celtic Tiger’ times, the Irish economy is slowly

becoming progressively more stable. Households now have the funds to spend

on luxury items although many people have always found the resources to attain

enough money in order to purchase a new smartphone (generally the iPhone in

Ireland). With the more smartphones that get purchased, the broader the market

becomes for our product. Whilst the economy isn’t supplying the Irish

population with the vast amounts of capital it once was, people are willing to

spend on products that they need and rely on. Zoo-Za provides them with this.

The ever-increasing demand for longer battery life provides the need for

portable battery packs and we at Zoo-Za feel we can establish our brand name in

the market through smart advertising campaigns.

5.3 - Political:

Due to the most recent economic downturn the Irish government has introduced

many new taxes and enforced the price raising of old ones. Zoo-Za also intends to

receive some aid money from the government through grants such as the new

frontiers grant. However the chances of receiving this grant has significantly

lowered, primarily due to the fact that the Irish government doesn't have the

funds to grant such aids. What Zoo-Za can benefit from, is our planned recycling

scheme. We intend to have a system in place in which when a purchased battery

pack no longer functions (at least 3 years) on returning it when you purchase a

new Zoo-Za, a discount shall be deducted from cost price. The recycling scheme

will also aid our business in receiving government grants and hopefully achieve

various CSR (Corporate Social Responsibility) awards.

5.4 - Socio-Cultural Change:

Most of the Irish population possess smartphones and as previously mentioned,

the need for them to be switched on with battery life is becoming somewhat of a

necessity... or signs of addiction! Although not seen as good for society, many

people are seen on their phones in various social areas such as bars or

restaurants instead of engaging in conversation with other actual beings. The

desire for phones to always have sufficient battery is nearly an obsession, with

many people carrying a plug and USB wire around so that if they are stuck in the

situation of no phone battery they can ask if it can be charged behind the bar.

Our product prevents the requirement for this. A small portable pack and a mini

2” wire, as well as not having to leave your mobile behind a bar, is the solution to

all these problems.

5.5 - Natural:

We are now in a period where natural resources are gradually becoming scarcer.

Most companies are mindful of this and many of the top businesses are the ones

that have the best CSR. We at Zoo-Za do our best to promote recycling and

reusing of materials, our recycling scheme demonstrating this.

5.6 - Technology:

Our whole business is based around technology and the need for it in our world

today. If there were no smartphones, there wouldn't be a market for our product.

This tech savvy generation supply us with a monstrous market to supply to. The

internet dependent world we live in today is the reason phone batteries are

draining fast, with social media sites such as Facebook and Twitter in constant

use, as well as messaging apps; WhatsApp and We-Chat. The excessive use of

these sites also provides us with a huge marketing base. Most, if not all of our

target market are members on such sites. Furthermore, advertising is free on

them and it would be senseless to ignore such services.

6 - SWOT Analysis

6.1 - SWOT Analysis Of Zoo-Za:

Strengths:

Efficient and reliable product

Compatible to any USB device

Customization available upon request

External Production

Irish owned

Young, innovative and driven owners

Product Reliability

The nature of our product is to rapidly recharge any USB compatible device at

any location. Our product has a lifespan of about 3 years depending on the level

of usage. Alongside its ability to consistently ensure a swift recharge, our product

is also highly durable and small enough to be easily transported wherever the

owners may find themselves. Although our product does possess a lifespan, it is

extremely durable and consistently performs well, even after a lengthy period of

non-usage.

Compatibility with Any USB Device

Our product is essentially stored battery power that can be transmitted to almost

any mobile device. Although we firmly believe that a vast majority of our

consumers will use their Zoo-Za devices solely to charge their mobile phones,

our product is in fact much more versatile. The Zoo-Za battery packs can be used

on a wide range of devices such as a GPS, portable speakers, any handheld

gaming device, any golf ball-tracking utensil etc.…Our product has the potential

to be used in a variety of every day life situations and that is the beauty of it.

Product Customization Available

We intend to initially sell our product with a wide range of colours available to

cater to specific consumer needs, as this will help broaden our target audience.

Another service provided later on in the product life cycle will be the

customization of the Zoo-Za device to whoever desires it. Although only a limited

variety of colours will be available to the general public, upon request we will be

able to provide names, or company logos to those orders that are big enough.

This we feel may encourage outside businesses to provide all their employees

with a company customized Zoo-Za device.

External Production

Our firm will not be manufacturing our products but will be purchasing them

from overseas. Due to the portable battery packs being manufactured in China,

there is no production cost involved, thus greatly reducing the capital needed to

distribute our product. Having our product manufactured abroad will eliminate

many expenses such as machinery, labour and the cost of premises on which to

produce our goods. This in turn, will enable our firm to provide distributors will

a low cost product at which they may sell on at a huge mark up percentage.

Weaknesses:

Unknown market

No established brand name to build on

Lack of experience

Only one product in our portfolio

Not speaking directly to customers, negotiating via sales

reps

Not being able to speak Chinese fluently

International purchasing

We have identified our firm’s key weaknesses (see above) and have planned accordingly

how to accommodate such weaknesses with the adequate counter-measures.

No Company History

As with any newly established firm, our biggest weakness lies within the unknown that

accompanies a start-up company. We feel that the lack of good relations and proven

reliability may provide a push factor for many potential customers. Many employers

may be unwilling to trade with an unproven brand or supplier and so this may indeed

hinder the initial progression of our start-up.

Lack of Experience

This is a similar point to that above. As this is our first venture into the working business

world, there is a lack of experience when it comes to starting up a company. Although

we believe ourselves to be well equipped to take on this challenge, we must allow for

shortcoming due to our non-existent familiarity in this field. The lack of experience also

contributes to the absence of existing contacts in the business world. Within our group

we possess certain invaluable familial associates, but in order to broaden our

connections we must prove our commitment and belief in our company.

No Consumer Contact

As our product currently already exists on the market, it will prove difficult to sway

consumer opinion. We strongly believe that upon testing our product, customers will

realise the convenience of the product and won’t be able to imagine themselves without

one. This being said, we will not be dealing with consumers directly. Our distribution

chain halts at the buyer and therefore we will not be able to influence public opinion

directly.

International Purchasing

Due to the nature of our business, we will be relying heavily on imports from the Asian

market. In doing so, we aim to maximise our profits but also do so at a greater risk. With

purchasing internationally, we leave ourselves subject to greater risk and further

complications than that of purchasing within the EU. These complications come in many

different forms such as tariffs, customs clearance, problems with wrong orders etc.…

Opportunities:

Unexploited market

Can potentially diversify

World revolving more and more around technology

Opportunity for government grant with new start-up

company

Can potentially sell straight to customer

Large number of potential suppliers

We have recognised numerous opportunities (see above) within the SWOT analysis of

our product. These opportunities apply to both current and future situations.

Untapped Market

Although this is an existing product already in circulation, not many people are aware of

its usefulness. The common perception of an external charger is pretty poor and this is

mainly due to low-quality imitations and short-term battery storage devices. Many

existing power banks hold a very limited use and are disposed after a few uses. Our

product has an extremely long life span and can be used throughout at least a year long

period. Many people are unaware of this and simply opt not to purchase a disposable

battery charger.

Potential to Diversify

As it currently stands, our product portfolio is rather limited. We sell various different

Zoo-Za devices in a variety of colours; however they all serve the same purpose. Upon

successful entry into our targeted market, we will delve into the possibility of expanding

our product range to various devices. These devices are all subject to successful

research and development and would most likely remain a similar nature to that of our

existing product i.e. we have already began inquisitions into the possibility of

developing a similar device for laptops

Opportunity for Funding

Within the first 18 month period of successful trading, we intend to apply for governing

funding through the Local Enterprise Office of the Dublin City region. Assuming our firm

meets the very realistic criteria required, we could prove eligible for funding up to

€80,000. This vast figure would prove vital in aiding the firm expand and reach it

targeted goals. Although many other firms will undoubtedly apply for this grant scheme,

there is no reason as to why our application should fall short to rival firms. Other

schemes similar to this include the New Frontiers Entrepreneur Development

Programme.

Large Number of Potential Suppliers

Due to our existing and ever-improving knowledge of the Chinese language and culture,

we believe that we are in a very healthy position when it comes to negotiating with our

supplier. One of our group members actually has relatives based in the Hong Kong

region. We believe this to be a huge asset to our firm and it will aid in the negotiating

process as well as the transport aspect in our supply chain. The previously mentioned

relatives are currently very much involved in the importing and exporting aspect of

Hong Kong harbour. Due to the competitiveness of the Asian market, we have the

possibility to search for many various suppliers until we reach an agreement with that

that holds our business interests with high regard.

Threats:

No intellectual property rights

High level of competition

Existing Multinational Corporations

Cheaper imitations

Development of new and improved technology

Government regulations

No Intellectual Property

Zoo-Za does not currently own any copyright, patent or trademark in the

portable battery pack industry. This unfortunately allows competitors to easily

enter into the market with very similar and even imitation products. As our

product will be manufactured in Asia, where intellectual property rights and

trademark laws are loose at best, it may prove to be a difficult task ensuring that

our product is made of the highest quality and solely sold to our desired

distributors.

High Level of Competition

As our firm does not manufacture portable battery packs, but merely supplies

them to the Irish and UK market, there is a significant risk factor involved. The

risk of competitors rivaling our product is great as there are many suppliers of

near exact product throughout the Asian market. In order to protect our

company from rival firms, we will need excellent product branding and will also

have to ensure our product remains at a competitive price.

Research and Development of New Batteries

The Zoo-Za battery pack currently contains a lithium-ion battery and is capable

of storing between 2.8 - 3.2 smartphone charges. While chips and operating

systems are becoming more efficient to save power we're still only looking at a

day or two of use on a smartphone before having to recharge the device. This has

forced many companies and manufactures to invest large amounts of money in

battery development. Upon conducting research, we expect to see wireless

charging, increased battery life and instant re-charging of mobile devices within

the next 5 years. These new methods of providing power to a portable device

will pose a huge threat to our company unless we stay on top of new trends and

are also active in the research and development of new products.

Existing Multinational Corporations

Many firms such as Apple and Samsung already offer variations of our product in

their respective stores, albeit at a much inflated price. Upon conducting our

market research, we found that that the average cost of a similar product to ours

is between 50-60% more expensive. However, with their already well-

established brand names, these firms may still take a significant market share

and even more so if they were to reduce the price and offer more efficient

portable battery packs.

6.2 - Competitor’s SWOT:

Larger market shareStronger brand identityMore purchasing power

Stronger financialNew product developmentExisting relationship with

Asian developers

Low quality rival productPotential to lose their

competitive advantageNot as driven as newly

established firmsHigh selling price

First for new technology due to existing partnerships

New technologies available due to higher budget

Potential to buy out any rival firms

New entrants into the marketPossible poaching of under-

used staffPromiscuous price shoppersPossible acquisition of new

firms by biggest competitors

Strengths Weaknesses

Opportunities Threats

7 - Objectives

7.1 - Sales Projections

Januar

y

Febru

ary

Mar

chApril

May

June

July

August

Septem

ber

October

November

Decem

ber0

200

400

600

800

1000

1200

1400

1600

Sales 2016 (Units)

Sales 2016 (Units)

7.2 - Financial and Marketing Objectives:

Zoo-Za has acknowledged that in our first year of business our aim is not to make

profit, but to ensure our brand is well promoted. We feel that after establishing a

distinguished brand name we will obtain a strong foothold in the market. As

depicted in the above table, our sales are progressively steadily increasing. The

slight drop of sales in the third quarter of the year is due to the high number of

sales our company expects in the summer months, as in accordance with our

marketing plan in which the bulk of our marketing budget is spent (see

appendix).

As earlier mentioned, Zoo-Za does not expect to make profit in it’s first year of

trading. Our projected sales are very realistic and we are confident these figures

shall be reached which will give us tremendous assurance when we enter the UK

market in 2017.

The loan needed to ensure Zoo-Za can afford to purchase goods and promote the

business shall easily be paid off by the end of the five years as contracted. The

small amount of interest on this loan shall also not be a hindrance due to our

company’s increasing sales throughout the business year. Zoo-Za’s confidence of

survival is revealed in its ‘sale or return’ basis with The Loop in the first year and

WHSmith in its second year. This method also helps build and maintain business-

to-business relationships.

Our first two years of existence is to guarantee that not only do the UK and Irish

population understand what a battery pack is, but refer to them as ‘Zoo-Zas’.

Thus the importance of our marketing campaign. It is essential to our company

that people are aware of our product’s reliability and I feel with our recycling

scheme we prove that to customers. In our second year profit and loss account

(see appendix) we see our first profits. This highlights Zoo-Za’s name is

becoming more recognised, as there is a greater want for our product. We feel

that these profits shall continue to grow for years to come.

8 - Marketing Strategy

8.1 - Product Strategy:

Customers want a reliable, cost effective and trendy method of recharging their

device. They want to be able to quickly and efficiently recharge their device while on

the go. Zoo-Za matches all of these needs. Zoo-Za is sleek, powerful and portable. It

comes in a variety of different colours allowing for the users to customize it to their

taste. Zoo-Za’s dual capacity allows for the user to get the most out of a single

charge. It is ideal for those who are always on the go and never seem to have

enough battery.

8.2 - Place Strategy:

Zoo-Za can be found in Ireland’s three international airports, Dublin Airport,

Shannon Airport and Cork Airport. Each airport’s duty free electronic section will

supply Zoo-Za power banks in a range of customizable colours. Stands, solely holding

Zoo-Za products, will be displayed where possible. Arrangements have been made

for Zoo-Za power banks to be sold in all Irish Bus Eireann terminals and on all Iarnród

Éireann trains where possible. These goods will be sold by sales staff working for

each respected company. Zoo-Za does not need to hire its own sales force.

8.3- Price Strategy:

Zoo-Za power banks will be bought from China at the price of €6 per power bank.

This price is achievable through economies of scale, which we will be receiving

through bulk purchasing. We will be selling this product for €10 making a €4 profit.

This in turn will be sold onto consumers for €15. This price is very affordable and our

product provides more features than most competitors at this price range. This

profit range is due to increase as sales continue and greater economies of scale can

be taken advantage of.

8.4 - Promotion Strategies:

During the course of the year Zoo-Za will have promotion stands in 3 Irish Airports,

Irelands 8 major colleges and institutes of technologies, and Irelands three biggest

music festivals; Forbidden Fruit, Oxegen, and Electric Picnic. These exhibition stands

will allow potential customers to use Zoo-Za products to charge their device free of

charge. There will also be competitions and giveaways at these events. These

promotions are primarily being used to allow potential customers see for themselves

both the utility and convenience of Zoo-Za.

8.5 - Targeting Strategy:

Our target market is primarily phone and other portable device users. This market is

further divided up into three sub sections, leisure, business and travel. These three

sub sections contain the largest percentage of smart phones users and we believe

that these users will gain the greatest value from using our product.

8.6 - Marketing Research Strategy:

Our market research has consisted of both primary and secondary research. We

conducted an online questionnaire taken by 168 people. The questions used were

clear and concise which provided us with key information on our target demographic

and their habits. This online questionnaire allowed us to obtain first-hand

information related directly to our target market in which our competitors cannot

access.

8.7 - Distribution Strategy:

Our products will travel from the port of Shenzhen, China and arrive in Dublin Port.

The products will travel under DAP incoterms and will be delivered to storage in

south Dublin. From there, our products will be sent from storage and delivered to

their relevant destinations through courier delivery service financed by ourselves.

8.8 - Advertising Strategy:

Our advertising campaign consists of adverts in major transport hubs and on

transport vehicles. On 500 national buses we will have 3 cycles per year, each cycle

consisting of 14 days. These adverts will be located on both the outside and inside of

the buses and promote Zoo-Za. Zoo-Za will also be advertised on the Wi-Fi login page

of all Aircoaches throughout Ireland. This advertising will allow us to directly target

potential customer who fit into our target travel demographic. We will also hand out

fliers and stickers at various travel locations.

9 - Projected Profit and Loss Statement

9.1 - Expected Financial Outcomes:

The projected profit and loss statement forecasts Zoo-Za’s financial outcomes for

the year 2016. Zoo-Za expects to sell 10,000 products throughout the financial

year. The bulk of which shall be sold to The Loop (Dublin and Cork Airport) and

WHSmith (Shannon Airport), while the remainder sold to other transport hubs

(e.g. Bus and Rail) and outdoor related stores such as The Great Outdoors and

Trespass.

Apart of Zoo-Za’s marketing plan is to distribute large amounts of free samples.

Although money is lost from this strategy, we feel this will increase brand

exposure in locations such as colleges and festivals. This exposure will result in

many similar people (students and festival goers) desiring our product due to its

necessity at such locations.

The projected profit and loss also shows that Zoo-Za’s revenue in 2017 shall

accumulate to €300,000. Although this figure may seem quite high and

unrealistic, it is worth noting that the majority of this figure shall be allocated to

purchase our battery packs while other expenses from 2016 are also increasing.

Due to our expansion into the UK market the revenue figure will be spent on our

developing marketing campaigns, an increase in delivery charges and rising

business travel costs.

According to our projected profit and loss account, Zoo-Za is expected in the first

year to make a deficit of €2,259.60. We believe this is an accurate projection for a

start up business in the economic climate of today. Many start up businesses

struggle to earn profit in their first year but we feel that our business will

prosper in its second year of existence due to our growth into the UK market.

For more details on our projected figures, please refer to the appendix section at

the end of this report.

9.2 - Marketing Budget:

(Marketing budget relative to our first year expenditure)

Zoo-Za’s marketing budget in 2016 is quite high. We wanted to promote our

product which we feel is the main reason people do not own a battery pack –

because they are not known about. Due to the fact that our product is already

very reliable and shipping is included in the cost of purchasing we don't need to

spend any revenue on research and development.

In 2016, Zoo-Za plans to spend €3,680 on marketing in festivals. This involves

three festivals: Electric Picnic, Oxegen and Forbidden Fruit. We shall hire 7

workers per festival and festivals last a period of 2-3 days. We perceive this

scene as an area in which we could attract all types of people: festivalgoers,

people who enjoy camping and students.

College campuses are another area in which Zoo-Za targeted. In the first year,

Zoo-Za will promote in 8 colleges. €3,940 has been allocated to this strategy. The

majority of this was the dispensing of free samples, the remainder to workers

whom were employed from Verve Marketing.

Our third marketing scheme in our first year is in airports. €6,520 will be spent

through this method. Again a lot of revenue shall be used in hiring Verve

Marketing staff, while the remainder, in a one off purchase of a large promotional

plastic battery pack. This large battery can and will be used in future marketing

campaigns.

Lastly, Zoo-Za invests €14,304 into its billboard campaign and €7,600 into its

online advertising campaign. During the course of the year, ads shall be placed

outside and inside Dublin Busses. These well-positioned posters enhanced our

annual sales. Zoo-Za also advertises on the aircoach wifi login page. We can

safely assume that the majority of aircoach users shall be exploiting the free wifi,

and the placement of an ad will, we feel, definitely increase sales at airports.

A free method of advertising used is through social media sites such as Facebook

and Twitter. A Zoo-Za page will be set up in which people may follow our

business and contest in frequent competitions that take place in which a member

of our followers could win a Zoo-Za.

In Zoo-Za’s second year, figures throughout the profit and loss and balance sheet

increase. This year we expand to a bigger market in the UK, signifying the

importance bigger marketing campaigns, thus a larger budget. Our main target in

the first two years of existence is to promote Zoo-Za, our brand name.

10 - Controls

To ensure that our product is given the best opportunity upon launch we will use

appropriate marketing methods as to see to it that our product is well-received

and projected sales remain on target. We plan to use public relations and

advertising as methods of promoting the launch of our new product. An initial

successful launch of our product is not our goal, in order to maintain the growth

and continued success of our firm more

measure will need to be taken.

We have decided to monitor our progress by:

* Conducting bi-weekly and monthly sales

reviews, to measure our progress against

predictions.

* Executing market research after initial launch

in order to gauge customer reaction of our

product.

* Total Quality Management, this will include

bi-annual trips to the location of manufacturing

in order to ensure our product are produced

using only the finest materials. We will also

remain in constant contact with distributors in

order to monitor sales and receive consumer

feedback.

* We believe our product to hold a competitive

advantage over rival firms as our company will

be specialized in the field of portable battery

packs. This will allow us to maintain our product remains a higher quality than

that of our competitors.

We will review these topics on a bi weekly basis and monitor sales trends and

whether the customer is attracted to our product. If sales are falling short of the

targets, appropriate action will take place. Firstly, an examination will take place

in order to identify the reason behind our faltering sales. And secondly, an

assessment of where cost reduction may take place will be conducted in order to

restore profitability to the firm.

On top of these activities, we will also be conducting marketing audits as to

ensure that we are in fact reaching our target market with a desired effect. It is

recommended that a marketing audit be conducted every 6 months within the

first financial year. The pupose of a marketing audit is to evalute all marketing

operations within a firm and provides a opportunity to review and rectify any

downfalls within the marketing mix. There are many forms of marketing audits

which may be used, all of which aim to identify where the marketing flaws have

let the firm down.

C o m p re h e n siv e

S y ste m a tic

In d e p e n d e n t

P e rio d ic

11 - Conclusion

Through thorough market research we have identified that much of our target

market are unaware of our product and that there is a common misconception of

what exactly a Portable Battery Pack offers. Our devices are trending across the

Asian continent and we believe that it is only a matter of time before they reach

the EU market and more specifically, Ireland. The potential of this product is

almost limitless, as the world becomes ever-more tech orientated and mobile

phone dependent. We believe that in the Zoo-Za battery packs, we have a

product that is waiting to explode across Europe into a huge market with vast

potential for returns. Another contributing factor to our exciting business

venture is the ever-blossoming Sino-Irish relationship which we will contribute

to even further.

Through conducting this business plan we have gained a valuable insight into the

working business environment, which has left us with a lust for more. This

project has provided us with a glimpse of how firms operate and has portrayed

across the complexity involved in researching the launch of a new product. We

have learned the importance of a healthy company image and how significant a

role the marketing aspect of a product launch actually plays. In our case, product

branding is one of the most arduous tasks as the need to distance ourselves from

a relatively poor reputation of similar products is essential in a successful

product launch.

12 - Appendix

Zoo-Za Accounts

Income and Expenditure Account for 2016

€ €

Income

10,000 x 2 Charges @ €10 100,000

Total Income 100,000

Expenditure

Marketing 25,554

Wages 9,840

Travel Expenses 3,200

Delivery 2,520

Purchases 60,000

Business Name Trademark 302

Loan Interest 523.60

Limited Liability Company Registration Ireland 320

Total Expenditure 102,259.60

Total Income Minus Total Expenditure -2,259.60

Profit -2,259.60

Zoo-Za Accounts

Profit and Loss Account for year ended 31/12/2016

€ €

Sales 100,000

less Cost of Sales:

Purchases -60,000

Gross Profit 40,000

less Operating Expenses:

Marketing 25,554

Wages 9,840

Business Expenses 3,822

Delivery 2,520

Interest Paid 523.60

-42,259.60

Net Profit -2,259.60

Zoo-Za Accounts

Balance Sheet As At 31/12/2016

€ €

Current Assets:

Debtors 15,000

Stock 2,000

Bank 4,834

21,834

Less Current Liabilities:

Interest Due 2,094

-2,094

19,740

Financed By:

Shareholders Capital 12,000

Loan 10,000

P & L Balance 31/12/2016 -2,260

19,740

Explanation of Accounts 2016

Profit And Loss Account 2016:

Revenue:

10,000 2 x Charge Battery Packs €100,000

Cost Of Sales:


Marketing:

Promotions €560

Billboard Advertising €14,304

Web Advertising €7,670

Clothing €600

Equipment €860

Flyers €1,200

Phone €360

Business Expenses:

Trip to Shenzhen (x2) €2000

Trip to Shenzhen (x1) €1000

Trip to Galway (x1) €100

Trip to Cork (x1) €100

Business Name Trademark €302

Limited Liability Company Registration Ireland €320

Balance Sheet 2016:

Debtors:

Selling on one month’s credit €15,000

Interest Due:

Interest from loan at start of year €2,094

Shareholder’s Capital:

3 owners investment of €4,000 each €12,000

Zoo-Za Accounts

Income and Expenditure Account for 2017€ €

Income

30,000 x 2 Charges @ €10 300,000

Grant 15,000

Total Income 315,000

Expenditure

Marketing 63,345

Wages 24,600

Travel Expenses 3,700

Delivery 16,320

Purchases 180,000

Light and Heat 1,920

Studio Rent 6,600

Loan Interest 523.60

Internet 180


Total Expenditure 300,188.60

Total Income Minus Total Expenditure 14,811.40

Profit 14,811.40

Zoo-Za Accounts

Profit and Loss Account for year ended 31/12/2017

€ €

Sales 300,000

less Cost of Sales:

Purchases -180,000

Gross Profit 120,000

less Operating Expenses:

Marketing 63,345

Wages 24,600


Delivery 16,320

Light And Heat 1,920

Rent 6,600

Intrest Paid 523.6

120,188.60

-188.60

Add Opeating Income:

Grant 15,000

Net Profit 14,811.40

Zoo-Za Accounts

Balance Sheet As At 31/12/2017

€ €

Current Assets:

Debtors 32,000

Bank 5,381

37,381

Less Current Liabilities:

Interest Due 1,570

-1,570

35,811

Financed By:

Shareholders Capital 6,000

P & L Balance 31/12/2017 14,811

Grant 15,000

35,811

Explanation of Accounts 2017:

Profit And Loss Account 2017:

Revenue:


Cost of Sales:


Marketing:

Promotions €1,400

Billboard Advertising €35,760

Web Advertising €19,175

Clothing €1,500

Equipment €2,150

Flyers €3,000

Phone €900

Business Expenses:

Trip to Shenzhen (for 2) €2000

Trip to Shenzhen (for 1) €1000

Trip to Galway (for 1) €100

Trip to Cork (for 1) €100

Trip to England (x 2) €500

Office Equipment and Furniture €3,000

Internet €15 x 12 Months €180

Light and Heat:

Light €100 x 12 Months €1,200

Heat €60 x 12 Months €720

Rent:

Studio €550 x 12 Months €6,600

Grant:

New Frontiers Entrepreneur Development Programme €15,000

Balance Sheet 2017:

Debtors:

Selling on one month’s credit €32,000

Interest Due:

Interest from loan at start of year 1 €1,570

Shareholder’s Capital:

3 owners investment of €2,000 each €6,000

Porters Five Forces

Competitive

Rivalry

Threat of

New Entry

Buyer Power

Supplier Power

Threat of New Entry

Low barriers to entry

Some economies of scale

New entry quite easy

Competitive Rivalry

Few competitors Level of advertising

expense

Sales Locations

Threat of

Substitution

Buyer Power

Ability to substitute

Force down prices

Supplier Power

Many suppliers Supplier competition –

the ability to forward vertically integrate and cut out the buyer

Similar products Threat of Substitution

Ease of substitution

Pest Analysis of the United Kingdom

Given the company’s international operations, political factors for Zoo-Za can vary from

country to country. In addition, these factors can change dramatically at any time as

governments have the power to introduce any new regulations, impose tariffs or taxes.

Almost all political factors that affect Zoo-Za have the same effect on its competitors. Hence,

the company must be prepared for any possible changes that affect its trade in order to stay

ahead of its competitors by incorporating existing political factors into its business strategy

and constantly review the effects of these political factors.

The current United Kingdom (UK) government is a coalition government, composed of

members of both the Conservative Party and the Liberal Democrats. This government is both

a democratic and stable one. There is very little risk of government instability in the region.

The UK since 1973 has been a member of the European Union (EU). The UK’s trade policy

coincides with that of other members of the European Union. Membership of the EU

ensures the UK has non-tariff barriers on agricultural and manufacturing subsidies, quotas,

import restrictions and bans for some goods and services, and non-transparent and

restrictive regulations and standards. This allows for ease of integration of Zoo-Za into the

UK Market.

The UK has complete Freedom of Press and the rule of law is one of the longest established

common law fundamental principles of the governance of the United Kingdom. Zoo-Za has

the freedom to advertise through any form of media without censorship and will also be

promised a fair trial should it be entered in litigation.

The UK General Election which will late place May 2015 while not have an major effect on

the operations of Zoo-Za. There are no policy changes foreseeable which will have a direct

impact on the company.

Without doubt the macro-economic monitored by the UK government are one of the most

important external factors for the company as they have profound effect on the company’s

business. The United Kingdom has the fifth largest national economy measured by nominal

GDP. The economy grew by 2.6% last year, which indicates a health growth rate and a health

market for Zoo-Za to thrive in. Financial services in the UK are regulated by Prudential

Regulation Authority (PRA). The UK’s current interest rate is 0.5%. The UK’s interest rate

favours Zoo-Za well and creates no hesitation when considering taking out a loan from a UK

bank. Despite the UK’s current astounding low inflation rate causes by a sudden drop in oil

prices and supermarket prices wars, the UK’s inflation is kept at a health percentile due to

increased bank regulation after the credit crunch. The UK’s growing economy and low

inflation rate is a huge advantage for Zoo-Za as UK citizens now have a largely increased

amount of disposable income to spend on goods.

Although Zoo-Za has a strong brand associated with reliable and quality products, the

company must ensure that its products reflect the changes in social and cultural trends and

in particular able to attract new generation of consumers. Also given that the market in

which Zoo-Za operates is subject to rapid changes and intense competition, the company

must continuously improve its marketing, work of ideas and creativeness in order to meet

changing consumer needs, tastes and lifestyles. 7 in 10 UK citizens own and smart phone

and 1 in 4 own a tablet. These numbers are sure to rise due to the ‘lack of fear of

technology’ that newer generations are possessing. These consumers want to be

trendsetters and are very conscious what’s popular and what’s not. Zoo-Za aims to take

advantage of these trends with multiple marketing campaigns e.g. promoting Zoo-Za at

music festivals. This electronic generation wants what’s fashionable and Zoo-Za aims on

being at the forefront of the power bank market.

As the nature the business is based on technology, without doubt the changes in

technological factors have profound impact on the company’s business. In Zoo-Za’s case

these changes will have a negative effect. Products can shift quickly in and out of style

especially when the market in which the products are in is growing quickly. Globally, the

electronics industry is expected to grow by around 7% in 2015. This credited due to

increased government research spending, increased research and development grants and

intellectual property rights. The UK government is also setting up a pilot scheme to create

University Enterprise Zones (UEZ), aimed at encouraging greater university-business

interaction to increase innovation and growth. Zoo-Za will face massive competition over the

coming years with the advancement of the battery, allowing for longer battery lives and

decreased charge times.

Product Information

5600mAh typical battery pack capacity (milliamp-hours)

Apple supplied batteries 1900mAh

Most tablets are between 5,000-10,000

Samsung Galaxy S5 2,800mAh

Apple MacBook Air 7,150mAh

Operating temperature:0℃-40℃

Input : DC 5V/1A

Output: DC 5V/1A

Material: Polycarbonate--- Being a good electrical insulator and having heat-resistant and flame-retardant properties, it is used in various products associated with electrical and telecommunications hardware.

Size : 85*53*26mm

Weight: 100g

Delivery time: 3-10 days based on order quantity

Warranty : 12 months

Certificates :CE, FCC, RoHS, MSDS, UL, UN38.3

Completed Zoo-Za

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