Task 2 Final

7/29/2019 Task 2 Final

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Creating brand

AwarenessDMS Electronics

Word Count 6510 words

Project Management in Marketing

CIM Member 12354592


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Assignment/Project Front Sheet

CIM/CAM Membership : 12354592

Unit Title : Project Management of Marketing

Level/Award : Professional Diploma in Marketing

Accredited Study Centre : Strategy Business School

By submitting this assessment I confirm that I understand and abide by the CIMs plagiarism andcollusion regulation.

I hereby give consent for my assignment/project, if accepted, to be available for CIM use in relation to

dissemination of best practice and, or, other appropriate purposes. It is on the understanding that all studying

member numbers would be removed prior to use for the purposes of full anonymity.


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Project Management in Marketing Page ii

I CONFIRM THAT IN FORWARDING THIS ASSIGNMENT FOR MARKING, I UNDERSTAND AND

HAVE APPLIED THE CIM POLICIES RELATING TO WORD COUNT, PLAGIARISM AND COLLUSION FOR ALL

TASKS. THIS ASSIGNMENT IS THE RESULT OF MY OWN INDEPENDENT WORK/INVESTIGATION EXCEPT WHERE

OTHERWISE STATED. OTHER SOURCES ARE ACKNOWLEDGED IN THE BODY OF THE TEXT, A BIBILIOGRAPHY HAS

BEEN APPENDED AND HARVARD REFERENCING HAS BEEN USED. THIS WORK THAT I HAVE SUBMITTED HAS NOT

PREVIOUSLY BEEN ACCEPTED IN SUBSTANCE FOR ANY OTHER AWARD. I FURTHER CONFIRM THAT I HAVE NOT

SHARED MY WORK WITH OTHER CANDIDATES.


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Project Management in Marketing Page iii

Executive summary

DMS was formulated in 1981 and is well renowned for providing computer related items in Sri

Lanka. The company is an authorized business partner for few leading brands in the world.

Being business partner for Hewlett Packard (HP), DMS offers a wide range of HP products

including printers, scanners, plotters, desktop pc's, notebooks and professional workstations.

Microsoft products including MS windows and MS Office are offered to the Sri Lankan market

through franchise arrangement with Microsoft Corporation. Similarly leading anti-virus product

Symantec is offered. Plantronics, a light weight headset, Hypercom a POS system completes

the product range.

DMS has a vision of becoming A global company that produces solutions of value that delight

customers by integrating technology building blocks from world class suppliers and adding

the glue that gives a sustainable competitive advantage.

Mission statement of DMS insists that the company wants to ensure that all stake holders will

be provided with maximum value. It wants to provide valuable Solutions and a pleasant

experience of service to customers. Mission statement wants the employees to be happy and

satisfied and to play in the best team in town!!. It wants the management to have a broader

sense of ownership and achievement and the corporation to have a good return on capital

invested.

Even after 30 years of operation DMS is still not a leader in the sector. In financial performance

the company is only in the seventh position when compared with competitors in the same

sector. In the product range offered DMS is not the market leader for any.

The company decided to carryout a brand awareness audit to findout the performance of the

brand. The findings were worrying. For the interviewees DMS was only the fifth choice when

deciding to purchase a computer related item. It occupied only the fourth position when asked

to name the top three in the market. This situation created the need to develop strategies to


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Project Management in Marketing Page iv

create brand awareness for brand DMS. The DMS brand was further analysed using Brand

onion model, BrandStar model and Competitor-Brand model.

Customer Based Brand Equity (CBBE) model was used to derive methodologies to enhance the

brand awareness. Three projects emerged from the analysis and all three were rated equal in

priority and receives the green-light to proceed.

Project one is proposed to create presence in social media (Facebook and Google+), whilst

project two is proposed to create a corporate website, which is a must in the current context. A

third project is planned to create brand awareness among corporate executives by sponsoring

corporate events.

Agile project management methodology is proposed to be used to manage these projects.

Company will be benefitted by implementing these projects to enhance the brand equity of

DMS. Since the projects are to be implemented by the current staff, company will benefit by

the exposure they receive in a project management environment.

Terms of Reference

This report is developed to be produced to the senior management of DMS at the monthly

meeting to be held on 15th

December 2011 to propose in carrying out projects to improve

brand awareness of brand DMS, aiming at enhancing revenue. The information analyzed

within is confidential to DMS.


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Project Management in Marketing Page v

Table of Contents

Executive summary ....................................................................................................................................................... iii

Terms of Reference ....................................................................................................................................................... iv

List of Figures ............................................................................................................................................................... vii

List of Tables ................................................................................................................................................................ vii

1.0.0 Introduction ...................................................................................................................................................... 1

2.0.0 Audit findings and analysis ........... ............ .......... ............ ........... ........... ........ ........... ........... ........... ............ ....... 1

2.1.0 Brand awareness audit ................................................................................................................................ 1

2.1.1 Brand awareness ..................................................................................................................................... 1

2.1.2 Brand Image ............................................................................................................................................ 2

2.2.0 Brand Onion ...................................................................................................................................................... 4

2.3.0 Creating brand awareness-Customer-based Brand Equity Model .......... ........... ........... ........... ........... ......... 5

2.4.0 CBBE Pyramid for DMS brand ...................................................................................................................... 6

2.4.1 Brand Salience ......................................................................................................................................... 6

2.4.2 Brand Performance .................................................................................................................................. 7

2.4.3 Brand Imagery ......................................................................................................................................... 7

2.4.4 Brand Judgments ..................................................................................................................................... 8

2.4.5 Brand Feelings.......................................................................................................................................... 8

2.4.6 Brand Resonance ..................................................................................................................................... 8

2.5.0

Competitor-Brand Matrix ........... ........... ......... ........... ........... ............ ........... ........ ........... ........... ........... ........ 9

2.6.0 Brand Star Model ....................................................................................................................................... 10

2.6.1 BrandStar Model applied to DMS .......................................................................................................... 10

2.7.0 Porters five forces analysis ........................................................................................................................ 12

3.0.0 Critical evaluation and derivation of business Case ....................................................................................... 15

3.1.0 Competitor Performance-Market Share ..................................................................................................... 15

3.2.0 Competitor Performance-Revenue ............................................................................................................. 15

3.3.0 Competitor performance-brand awareness ............................................................................................... 16

3.4.0 Short comings of the branding approaches .............................................................................................. 18

3.5.0 Recommendations ...................................................................................................................................... 18

3.6.0 Business Case for projects .......................................................................................................................... 18

3.6.1 Identification of potential projects......................................................................................................... 18

3.6.2 Selection of Projects ............................................................................................................................... 19

4.0.0 Project Management ........... ........... .......... .......... ............ ........... ........... ........ ........... ........... ........... ............ ..... 20


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Project Management in Marketing Page vi

4.1.0 Project Initiation ........... ........... .......... .......... ........... ........... ........... ........ ............ ........... ........... ........... ........ . 20

4.1.1 Scope and key deliverables .................................................................................................................... 20

4.2.0 Project implementation .......... ........... .......... ........... ........... ........... ........... ........ ........... ............ ........... ......... 21

4.2.2 Project Management Methodology ....................................................................................................... 21

4.2.3 What is agile project management........................................................................................................ 21

4.2.4 Project milestones using SCRUM (Agile) Methodology .......................................................................... 22

4.3.0 Project timeline, project plans and work breakdown structure .......... ........... ............ ........ ........... ............ . 23

4.4.0 Project team roles and responsibilities....................................................................................................... 28

4.4.1 Project Manager .................................................................................................................................... 28

4.4.2 Other team members- Project A ............................................................................................................ 28

4.4.3 Other team members Project B ........................................................................................................... 29

4.4.4 Other team members Project C ........................................................................................................... 29

4.5.0 Project stake holders .................................................................................................................................. 30

4.6.0 Resource and cost plan .............................................................................................................................. 30

5.0.0 Recommended control methods ..................................................................................................................... 31

6.0.0 Project Termination and Evaluation ............................................................................................................... 32

7.0.0 Risk Analysis and Risk Mitigation plan ........................................................................................................... 33

7.1.0 Risk Analysis ............................................................................................................................................... 33

7.2.0 Risk Mitigation Plan ................................................................................................................................... 34

7.2.1 Risk Management Based on type of risk ................................................................................................ 34

7.2.2 Risk Mitigation and contingency............................................................................................................ 35

7.2.3 Risk matrix ............................................................................................................................................. 36

8.0.0 Conclusion ....................................................................................................................................................... 37

9.0.0 Bibliography .................................................................................................................................................... 38

Appendix 1-Background of the Organization.............. ........... ........... ........... ........... ......... ........... ........... ........... ........... .. 1

Appendix 2 - Findings from the Audit .................. ........... ........... ........... ........... ......... ........... ........... ........... ........... ........ . a

Appendix 3 Responses to Brand Audit ........... .......... ........... ........... ............ ......... ............ ........... ........... ........... ........ ... g

Appendix 4-Sample Audit............. ........... ......... ............ ........... ........... ........... ........ ........... ........... ............ .......... ........... ... i


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Project Management in Marketing Page vii

List of Figures

Figure 1Brand Onion Model Applied to DMS ................................................................................................................. 4

Figure 2 CBBE Model by Keller 2001 .............................................................................................................................. 5

Figure 3 Competitor-Brand Matrix for DMS .................................................................................................................. 9

Figure 4 BrandStar DMS .............................................................................................................................................. 10

Figure 5 BrandPlanet adopted from BrandZeal ........................................................................................................... 11

Figure 6 Brand System for DMS adopted from BrandZeal ........................................................................................... 12

Figure 7 Revenues earned by Top performing suppliers-2010 ..................................................................................... 16

Figure 8 Typical agile methodology adapted from Agile Management ...................................................................... 22

Figure 9 WBS Project A ................................................................................................................................................ 23

Figure 10 Project Plan Project A................................................................................................................................... 24

Figure 12 WBS Project B .............................................................................................................................................. 25

Figure 11 Project Plan-Project B .................................................................................................................................. 26

Figure 14 WBS for project C ......................................................................................................................................... 26

Figure 13 Project Plan-Project C .................................................................................................................................. 27

List of Tables

Table 1 Substitutes for DMS products .......................................................................................................................... 14

Table 2 Relationship between Brand awareness and Revenue ................................................................................... 18

Table 3 Project Scoring for Selection ........................................................................................................................... 19


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Creating Brand Awareness CIM Mem No 12354592

Project Management in Marketing Page 1

1.0.0 Introduction

DMS Electronics is a Computer related product supplier in Sri Lanka representing few well

known brands in Hewlet Plackard, Microsoft and Symantec. Since lately DMS experienced

diminishing market share for its entire product range and the revenue share has also

decreased. The company feels that these are reflective of the low brand awareness of the

brand DMS in the market and undertook a study to research and recommend action if

required. Terms of reference to this report is thus issued.

This study consisted of an audit surveying the market for computer related products,

performance of similar companies. Also included is a brand audit on the brand DMS. The

results of the audit were critically evaluated and outcomes used to propose future strategies.

2.0.0 Audit findings and analysis

The audit conducted is attached as appendix 3, whilst the findings are attached as appendix 2.

Audit findings will be summarized and analyzed in this section.

2.1.0 Brand awareness audit

Audit results from the brand awareness questionnaire are presented below with the analysis.

Brand awareness is analysed for depth and breadth of awareness, strength of associations, and

favorability of associations and uniqueness of associations.

2.1.1 Brand awareness

Brand awareness has two elements, Depth of Awareness and Breadth of awareness.

Depth of Awareness

Depth of awareness was measured through brand recognition and brand recall. Low brand

recognition and recall was found for DMS.


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Brand recall was found to be not strong for DMS; consumers ability to retrieve DMS as a

Computer related supplier from memory was not high. When asked for PC/Laptop suppliers in

their immediate consideration set, DMS was only the fourth most mentioned brand by all

respondents. Only 17% said that they will buy their next computer related item from DMS. The

top most brand is Softlogic with 32%. Therefore Softlogic brand possesses top-of-the mind

awareness when it comes to PCs/Laptops.

Brand recognition was found to be weak. It is difficult for consumers to identify a product with

DMS. Only 22% were able to associate computer related items to DMS brand. Of the

respondents 40% wrongly associated the brand whilst 38% was not aware. In total 78% of the

respondents didnt know what DMS offered.

Breadth of brand awareness

Breadth of brand awareness of the DMS was found to be low as respondents failed to associate

DMS products withpurchase and consumption situations:

Purchase situations: Consumers didnt associate DMS with a broad range of purchase

situations. DMS was not in the immediate consideration setfor 83% of all respondents when

asked which supplier in general would they consider should they require a new computer

related item. When the same question was asked in a different situation only 11% of the

respondents said that they would buy from DMS.

Consumption Situations: Consumers are not aware of what DMS is offering. Only 22% was

aware of the key offerings from DMS.

2.1.2 Brand Image

The DMS brand image was found to be weak amongst consumers by testing the strength,

favourabilityand uniqueness of those associations. It was found that differences in responses

correlated with whether respondents were users or non-users of the products offered by DMS.


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Strength of Brand Associations

There are several common associations of DMS amongst consumers in general which are strong

in nature, i.e. those associations are deeply connected to DMS in the minds of consumers.

Although differences in the relevance and consistency of the attributes for consumers existed

between users and non-users i.e. different respondent groups.

Relevance: The DMSs most relevant attributes amongst all respondents in general were found

to be Value for Money and Reliability. Both attributes received 5 or more out of 7 from 80%

and 70% of the population respectively on how relevant those two attributes of the Computer

related products are to their current usage situation. Therefore it would seem that the most

important benefits sought by all consumers offered by DMS are Reliability in product operation

and Value for money.

However for computer related items, respondents rated affordability and durability equally

high. The three attributes were rated not far behind, demonstrating the fact that consumers

place high values in reliability and affordability whilst not been overly conscious of trendiness

and innovation

Consistency: Generally, Reliability was a very strong association amongst all consumers. On

average, respondents rated reliability over 5 as a strong association they possessed towards the

Computer related products. Durability and Good technical support also received consistent

scores, with all respondents consistently giving both averages of 4 and 5 respectively. However,

perceptions of trendiness, and innovativeness were inconsistent.

Favourability of Brand Associations

The favorability of the DMSs overall brand image is found to be poor. This is due to positive

associations in affordability, value for money being negated by negative associations in

innovation. Favorability of the image was assessed by observing the level ofdesirabilityand

deliverability.


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Desirability: It was found that the DMS possessed attributes that overall were desirable to

respondents in general. In terms of affordability, it can be observed that DMS customers

relative to non customers were more favorable towards the technical service than non-users,

with respective averages scores of 4.8 to 3.1.

Deliverability:

Deliverability is high in terms of the top 2 preferences of consumers, i.e. Reliability and value

for money. Current users perceive that products exceed expectations with above average

ratings.

2.2.0 Brand Onion

Brand Onion is a model used to analyse the composition of a brand. The concept behind the

model is that the composition of a brand can be peeled off like a skin of an onion.

The brand onion covers three areas; physical attributes customer benefits and intrinsic values.

These are marked either positively or negatively. The qualitative profile enables us to

understand not just the mind of the customer but the heart i.e. the feelings and emotions of a

customer.

Core values Solid Product

Positive Negative

Benefits Good range of

products

Issues with delivery dates-

when the company has not

been able to meet the given

dates

Attributes Good technical

support

Delays in warranty claims-

DMS handles warranty claims

for all HP products.

Replacement dates has been4-6 weeks

Poor customer service-

When issues arise customer

service executives run away

from customers

Figure 1Brand Onion Model Applied to DMS

Attributes

Benefits

Core Values


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2.3.0 Creating brand awareness-Customer-based Brand Equity Model

Strong brands are important. The challenge is to build a brand that is strong, unique and

favourable a brand that evokes positive, emotional feelings. A brand where customers react

and experience positively to the brands product/services/ideas/people. (Blog, 2010)

DMS need to create a brand that evokes the desired positive knowledge structures: thoughts,

feelings, images, perceptions, attitudes.

For the purpose of providing guidance for brand building there is a marketing model, called the

customer-based brand equity model (CBBE model). The model was initially proposed by Prof.

Kevin Lane Keller in 2001.

The basic premise of the CBBE model is that the power of a brand resides in the minds of its

customers. The CBBE model acts as a branding ladder, or building blocks to guide a firms

marketing programs. Below is a diagram of the Customer-Based Brand Equity Model (CBBE

model):

Figure 2 CBBE Model by Keller 2001

According to the model, building a strong brand involves four steps:


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1) establishing the proper brand identity, that is , establishing breadth and depth of brandawareness,

2) creating the appropriate brand meaning through strong, favourable, and unique brandassociations,

3) eliciting positive, accessible brand responses, and4) forging brand relationships with customers that are characterized by intense, active

loyalty.

Achieving these four steps, in turn, involves establishing six brand-building blocks-brand

salience, brand performance, brand imagery, brand judgments, brand feelings, and brand

resonance. (Keller, 2001)

The CBBE model provides a yardstick by which brands can assess their progress in their brand-

building efforts as well as a guide for marketing research initiatives.

2.4.0 CBBE Pyramid for DMS brand

Six elements and four steps of creating brand equity is used to develop a road map to create

brand awareness of brand DMS.

2.4.1 Brand Salience

Brand salience relates to customer awareness, the conditions under which the brand is recalled

and how easily and how often it is done. Brand recognition, linking the physical brand-brand

name, logo, symbol etc-to associations are also brand awareness and salience. (Keller, 2001)

Building awareness requires ensuring that customers understand the product or service

category in which the brand competes. In the case of DMS, the management will need to place

the brand DMS as a brand competing in the category of computer related products. The audit

reflected that 78% of consumers interviewed were not able to associate DMS with computer

related products.

According to Keller (2001) Salience forms the foundational building block in developing brand

equity and provides three important functions. First, salience influences the formation and


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strength of brand associations that make up the brand image and gives the brand meaning.

Second, creating a high level of brand salience in terms of category identification and needs

satisfied is of crucial importance during possible purchase or consumption opportunities. Brand

salience influences the likelihood that the brand will be a member of the consideration set,

those handfuls of brands that receive serious consideration for purchase. Brand salience is also

important during possible consumption settings in terms of maximizing potential usage. Third,

when customers have a low involvement with a product category, they may make choices

based on brand salience alone. (Keller, 2001)

DMS can initiate projects to create brand salience. Since this deals with creating awareness

among consumers multitude of methods can be used. Social media with its wide mass appeal

and cost effeteness is a prime method.

2.4.2 Brand Performance

Designing and delivering a product that fully satisfies consumer needs and wants is a

prerequisite for successful marketing, regardless of whether the product is a tangible good,

service or organization. DMS has a product range that has either met or exceeded customer

expectations. What the users of the products tell others and what the company tells customers

make the core of the brand performance and therefore needs to be communicated to the

potential consumers.

2.4.3 Brand Imagery

Brand imagery refers to intangible aspects of the brand. It is how people think of a brand,

rather than what they think the brand actually does.

User Profiles: - This involves type of person or organization who uses the brand. User profile of

DMS is corporate executives. Main products HP, Microsoft and Symantec are mostly used by

corporate and their executive level staff.


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Purchase and usage situations:- This is association of typical purchase situations, and usage

patterns. DMS products are usually available through departmental stores like Abans, Odel etc.

Personality and Values:- The imagery associated with the personality and values are

usually in five categories. Sincerity, excitement, competence, sophistication and ruggedness are

the five dimensions. DMS currently undertakes to service and provide after sales services to all

HP products sold in Sri Lanka and therefore easily qualify in the competence dimension.

History, heritage and experience:- DMS has a history of 35 years of operation in Sri Lanka.

Associations with history, heritage and experiences involve more specific, concrete examples

that transcend the generations.

2.4.4 Brand Judgments

Brand Quality: - It is the perceived quality of the brand. DMS needs to invest in drawing cross

references form the product brands they represent.

Brand Credibility: - Brand credibility is seen in three dimensions. i.e. expertise, trustworthiness

and likeability

Brand Consideration: - Consideration is more than awareness, it suggests that customer might

purchase the product.

Brand Superiority: - Do brand offer advantages that other brands do not. As pointed out earlier

technical expertise could be a key factor in deciding brand superiority.

2.4.5Brand Feelings

Warmth, Fun, Excitement, security, social approval and self-respect are the emotional

responses and reactions customers find evoked by the brand. A possible feeling DMS could try

to portray is security.

2.4.6 Brand Resonance

This is the final step of the model, which focuses upon the ultimate relationship and level of

identification that the customer has with the brand. Brand resonance is more to do with the


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intensity or the depth of the psychological bond that consumers have with the brand. Brand

resonance is generally in four categories

Behavioral loyalty, attitudinal attachments, sense of community, active engagement are the

four categories. The resonance experiences loyalty in terms of repeated purchases. The brand

may also take a broader meaning to the customer in terms of a sense of community.

2.5.0 Competitor-Brand Matrix

The Competitor-Brand Matrix introduced by BrandZeal plots brands in the competing sector in

a two dimensional plan. (Tao, 2009)

The parameters used are brand magnetism and product performance. accordingly the matrix

forms four quadrants. Products with low performance, but with high brand magnetism are

called Faith Brands. High performing products with high brand magnetism are power brands,

the most preferred quadrant. Brands that are with low brand magnetism, but in varied degrees

of performance are failing brands and functional brands. DMS falls to the functional brand

category since the products are performing well but without high brand magnetism.

Faith Brands:

Metropoliton

MIT

Power Brands:

Softlogic

John Keels Holdings

Failing Brands:

VCS

Functional Brands:

DMS

EWIS

Figure 3 Competitor-Brand Matrix for DMS


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2.6.0 Brand Star Model

In this brand mapping system BrandZeal represent the brand as a sun, called a BrandStar and

its products as ProductPlanets, these are mapped to orbit around it. In this system, the better

the product is at reflecting or encapsulating the spirit of the brand, the closer it orbits around

the BrandStar.

Consumers are attracted by the radiance and gravity of a brand. The level of awareness it

generates, its relevance and appeal. Consumers then experience the products or services that

the brand holds within its portfolio. Like other brand mapping tools, this system helps you to

clearly define a brand and position its products. However, this mapping system also visually

represents how well each product extension fits within a brand system.

Some products produce derivatives new flavours or variants that are not important enough to

be classified as a new ProductPlanet in their own right. These are called ProductMoons the

smaller satellites that orbit their parent ProductPlanet. They may be detailed in the same way

as planets with core, environment, population, benefit and atmosphere specified for each

one. (Brand universe, 2007)

2.6.1 BrandStar Model applied to DMS

BrandStar DMS

BrandCore -The brand

represents computer related

products

BrandEnvironment - DMS

brand has 30 year history and

known for good technical

support

BrandPhotospere - Brand is

mostly used by corporate

executive, therefore has a bit

of professionalism attached.

BrandGravity - Brand

awareness is poor and

therefore is low

BrandMagnitude -This is not

strong

Figure 4 BrandStar DMS


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ProductPlanets

Figure 5 BrandPlanet adopted from BrandZeal

HP Microsoft Symantec

PlanetCore Delivering the best

computer products

Delivering the best

performance form

computers

Protecting your

information

PlanetEnvironment Rich brand nameRobustness

Rich brand nameGuaranteed

performance

Reliable

PlanetPopulation Middle class

Corporate

executives

Middle class

Corporate executives

Middle class

Corporate executives

PlanetBenefit Reliable

Value for money

computers

Good technical support

Compatible with other

computer systems

Good protection on your

PC

Constantly updated

PlanetAtmosphere Corporate Trendy, secure


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Brand System DMS

Figure 6 Brand System for DMS adopted from BrandZeal

2.7.0 Porters five forces analysis

Competitive Rivalry

number and size of firms industry size and trends fixed v variable cost bases product/service ranges differentiation, strategy

Supplier Power

brand reputation geographical coverage product/service level quality relationships with customers bidding processes/capabilities

Product and TechnologyDevelopment

alternatives price/quality market distribution changes fashion and trends legislative effects

Buyer Power

buyer choice buyers size/number change cost/frequency product/service importance volumes

New Market Entrants entry ease/barriers geographical factors incumbents resistance new entrant strategy


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Competitive Rivalry

There are seven main brands of computers represented in Sri Lankan market apart from the

unbranded computers. Out of these companies four companies sell HP brand, namely DMS,

EWIS, VCS and MIT. There are 3 others selling different brands as alternatives, namely Softlogic,

Metropolitan, John Keels Holdings (JKH)

There are three other suppliers offering Microsoft products whilst two other companies offer

alternatives operating systems to Microsoft.

New Market entrants

Almost all the major brands of computers are represented in Sri Lanka. Therefore there is no

risk of a new entrant to the market. But there could be new players entering the market for

existing brands.

Supplier Power

DMS is under a franchise agreement with HP, Microsoft and Symantec and therefore supplier

power is not relevant.

Threat of substitutes

With the advent of tabs, pads, mobiles with email and web access, there could be a reduction in

demand for laptops used for the same purpose.

Open source operating systems are available in the market as alternatives to Microsoft. Tech

savvy users might opt for free OS rather than paying for licensed Microsoft.

In the virus guard and anti-virus market few substitutes are available including free versions.

Product Substitute

HP Computers Dell

Compaq

Acer

Other HP Products (Printers etc) Canon

Lexmark

Microsoft products Oracle


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Linux

Ubuntu

Open office

Symantec Norton

AVG

Kaspersky

Table 1 Substitutes for DMS products

Buyer power

There is no organized buyer power in Sri Lanka for PC buying. Few corporate negotiate based

on the volumes.


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Creating Brand Awareness


3.0.0 Critical evaluation and d

It is important that the perform

brand awareness audit. Key resu

3.1.0 Competitor Performanc

DMS offers three main product

revenue whilst Microsoft produ

is the market leader. It is only in

HP Products

3.2.0 Competitor Performanc

When compared with the simila

revenue earnings. DMS reporteperformer Softlogic reported Rs.

Softlogic- Rs 2,896 M

EWIS,

40%

VCS,

20%

DMS,

15%

Others,

25%

EWIS VCS DMS Others

Dell

, 45%

Microsoft

,

25%

Kaspersky

,

20%

Others,

10%

Dell

Microsoft

Kaspersky

Others

CI

erivation of business Case

nce of DMS is critically analysed in the context

lts are produced below for analysis as a busine

-Market Share

anges in its product mix. HP products contribu

ts 27% and Symantec 12%. But for none of the

the HP product range that DMS is one of the t

icrosoft products Symantec products

-Revenue

r service providers in the market DMS is ranked

Rs1,086 M EBT for the last financial year, whe2,896 M EBT; almost three times as DMS.

Metropoliton 2,756 M ohn Keels 2,24

EWIS,

30%

PC

House,

15%

Softlogic,

10%

Others,

45%

EWIS PC House Softlogic Others

Others,

45%

MIT Greenwhic

Acer

,

43%

Microsoft

,

23%

Macafee

, 18%

Others, 16%

Acer

Microsoft

Macafee

Others

Kaspers

ky, 19%

Others,

17%

Toshiba Micr

Mem No 12354592

Page 15

of results of the

ss case.

e 41% of the

se products DMS

p three.

seventh in total

re as the top

M

MIT, 30%

Greenwh

ich, 15%PC

House,

10%h PC House Others

Toshiba,

33%

Microso

ft, 31%

soft Kaspersky Others


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Following is the total revenue earned by the main seven companies operating in Sri Lanka in the

domain of computer related product suppliers.

Figure 7 Revenues earned by Top performing suppliers-2010

3.3.0 Competitor performance-brand awareness

Below are few key findings from the brand awareness audit. The responses to brand recall

questions, brand recognition questions and purchase situations are presented. It is obvious

that DMS does not own a top of the mind brand as the responses to all three situations is not

strong.

DMS, 1086

MIT, 1720

VCS, 1100

Metropoliton, 2756

JKH, 2243

Softlogic, 2896

EWIS, 1510

0

500

1000

1500

2000

2500

3000

3500

1

RevenueinSLRM

Revenue for computer related product suppliers

DMS

MIT

VCS

Metropoliton

JKH

Softlogic

EWIS


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Purchase situations

Seven companies were tabled b

to purchase, its rank, percentag

Revenue Rs/M

Rs/M Rank

Soft logic 2,896 1

Metropolitan 2,756 2

JKH 2,243 3

MIT 1,720 4

EWIS 1,510 5

Softlogic

32%

Metropoliton

28%

DMS

10%

John Keels

18%

Others

12%

In terms of computer suppliers in gene

the top three that comes to mi

Softlogic Metropoliton DMS Joh

JKH

15%

Softlogic

26%

MIT

11%

VSIS

6%

DMS

10%

Others

10%

If you are buying a PC and/or compute

product, from which company would y

JKH EWIS Metropoliton

MIT VSIS DMS

CI

Brand Recall

Brand Recognition

low against revenue, rank in revenue, and con

rated in top three and its rank.

Purchase situation Rated in top thre

PurchaseDecision % Rank

% recalled intop Three Ran

28 1 32

19 2 28

17 3 18

12 4

6 6 12

al, what are

nd?

Keels Others

Bad

8%

Very Bad

5%

don't Know

48%

How do you rate the services offe

Excellent Very Good Good Bad

EWIS

5%

Metropolito

n

17%

r related

ou buy?

Softlogic

Others

Electronics

19%

Don't Know

38%

What does DMS offer in its pro

Computer related items Mobile

Electronics Don't K

Mem No 12354592

Page 17

sumer decision

1

2

3

4

Excellent

11%

Very Good

13%

Good

15%

ed by DMS ?

ery Bad don't Know

Computer

related items

22%

Mobile Phones

21%

uct range?

Phones

now


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VCS 1,100 6 6 6

DMS 1,086 7 12 4 10 5

Table 2 Relationship between Brand awareness and Revenue

When the above table is analysed, it is clear that three brands that the consumers have

identified as they would buy, and the three brands they have recalled most, have performed

well financially also. Therefore it can be derived that brands that consumers can recall and

brands that consumers associate with purchase situations, perform better.

3.4.0 Short comings of the branding approaches

As revealed in the brand awareness audit and subsequent brand onion model, marketing

communication effort does not seem to be effective. Current advertising involves newspaper

advertisements and other advertisements in magazines. Occasional sponsoring of an event has

been done. Also noted is that the absence of a corporate website for the company.

3.5.0 Recommendations

The brands DMS represent in the market do not perform well. But they do perform well when

offered by other competitors. Therefore it cannot be an issue with the products. The key

difference between DMS and others who perform well is the branding and lack of brand

awareness of the DMS brand. Therefore brand awareness among the consumers needs to be

enhanced.

It is recommended that projects to be created to enhance brand awareness for the brand DMS.

3.6.0 Business Case for projects

This section covers the project initiation phase with strategic placement of projects.

3.6.1 Identification of potential projectsThree projects were identified using the critical analysis.

Project A: Creating community brand awareness by creating and maintaining presence on

social media sites Facebook and Google+.


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The project will set about in creating brand awareness of DMS using social media. With the

backing of the strong product range with high brand awareness, DMS can harness the powers

of the new age communication media, social media.

Project B: Creating web presence by designing, implementing and maintaining a

corporate website.

DMS doesnot have a corporate web site. Web presence is important and will create

opportunities for the net surfers to be knowledgeable about DMS.

Project C: Creating awareness in the corporate sector by sponsoring corporate events.

DMS has been enjoying a high percentage of market share in B2B business. But as the

awareness survey revealed, even the users of products sold by DMS are not aware of that they

are using DMS products. The plan is to use the relationship with the leading corporates to

present DMS to the staff members.

3.6.2 Selection of Projects

Since the analysis present three potential projects, they need to be prioritized. A rating system

is used to arrive at the best project. Six criterions decided as appropriate were used for the

rating. Each of the six criteria is scored on a 0-5 point scale, where 0 signifies not applicable, 1

is poor and 5 is excellent.

Project A Project B Project C

Project Cost 5 5 2

Time to operation 4 4 3

Impact anticipated 2 3 5

Number of eyeballs 4 4 4

Risks involved 5 5 4

Strength against competition 3 2 5

23 23 23

Table 3 Project Scoring for Selection

The rating scheme returns identical scores for all three projects and therefore all three will be

implemented.


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4.0.0 Project Management

This section covers the project life cycle from initiation to closure. The identified

project/projects need to be managed in a manner that delivers the best to the company.

Appropriate project methodology should be identified and deployed.

4.1.0 Project Initiation

Key element in project life cycle is the project initiation. Usually the project evaluation and

feasibility study is done in this phase. Since in this case those activities were completed in the

business case level, the project can commence with setting the scope and deliverables.4.1.1 Scope and key deliverables

Project AThe project will target to have 100,000 likes from facebook and 25,000 users from Google+

site within one year. Currently twitter and other social media sites are out of the scope.

In Scope : Facebook, Google+

Out of scope : Twitter, My Space etc

Project B

Designing, implementing and maintaining corporate website. The site will be a dynamic sitewith various data updated on products offered by DMS and current trends in the industry.

In Scope : Website with Content Management System, Domain name registration, hosting

Out of scope : Static websites

Project C

Sponsoring events totaling 2,000 attendents from corporate sector within 1 year. This will

enable DMS to associate with some of the users of the products offered by DMS. End of theyear the company should have a list of corporate executive with their contact details that can

be used for direct marketing/ direct sales drives.

In Scope : Events with Executive level staff attendance

Out of scope : not relevant


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4.2.0 Project implementation

Project Methodology is selected and project reaches implementation in this phase. Project plan

is created and reporting mechanisms are set in the early stages of this phase.

4.2.2 Project Management Methodology

The projects identified use the Agile project management methodology. Agile is typically used

as a project management methodology in marketing since the nature of marketing projects is

interactive. Traditional project management involves disciplined and deliberate planning and

control methods. This approach is useful when the distinct project management phases are

clearly visible. Tasks are completed either sequentially or parallel.

Typical scenario for projects in marketing is that they are highly response driven. The first phase

of the project could deliver knowledge to initiate the second phase of the project, whilst in

some cases first phase can be revised and revisited.

Also Agile project management does not require hard project management skills unlike in

PRINCE2 or PMI methods. When a company does not have separate project management

division or project managers dedicated, it is best to use Agile project management

methodology, more specifically SCRUM.

4.2.3 What is agile project management

Agile management or agile project management is an iterative method of determining

requirements for projects in a highly flexible and interactive manner. It requires empoweredindividuals from the relevant business, with supplier and customer input. Agile techniques are

best used in small-scale projects or on elements of a wider programme of work, or on projects

that are too complex for the customer to understand and specify before testing prototypes.


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Agile techniques may also be called extreme project management. It is a variant of iterative life

cycle where deliverables are submitted in stages. One difference between agile and iterative

development is that the delivery time in agile is in weeks rather than months. Since agile

management derives from agile software development, it follows the same standards defined

in the agile manifesto when it comes to collaboration and documentation. Several software

methods derive from agile, including scrum and extreme programming. (Agile Methodology,

2010)

Figure 8 Typical agile methodology adapted from Agile Management

4.2.4 Project milestones using SCRUM (Agile) Methodology

Since Agile methodology is a iterative project management method, the tasks are created when

the project is on the move. The Project milestone plan is decided on the following principles.

Key Elements of Project plan for Agile Project Management

1. Assign roles The key stakeholders are the scrum master (the person who runs the daily

scrum meetings), program owner (clearly articulates the goals for the project), chickens

(people involved in the project from an informational standpoint), and pigs (the people who

will do the heavy lifting for the project).

2. Decide on the duration and frequency of the sprints In agile project management, the idea

is to break the work into smaller digestible chunks (i.e. sprints) and meet frequently to discuss

progress on the specific tasks.

3. Set goals for first sprint convening a sprint planning meeting.


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4. Sprint meetings team members with task responsibilities are required to attend.

5. Discuss, discuss, and discuss again Meetings to be closed by asking the pigs what have

you completed, what are you working on next and what the risks are. The goal is to

quickly identify risks.

7. Sprint planning (again) As the end of the sprint is approached; it is time to think about the

next one. This meeting will review the last sprints results and look at what is next.

4.3.0 Project timeline, project plans and work breakdown structure

Details of project implementation schedule, project plan and work break down structure is

presented below for all three projects

Project A

Work Break down structure

Figure 9 WBS Project A

Project A-Implementation Schedule

Duration Start End

Project Social Media 179 days 15-Dec-11 21-Aug-12

Project Commencement 1 day 15-Dec-11 15-Dec-11

Project Social Media

1

Project Initiation

1.1

ProjectCommencement

1.1.1

Assign Roles1.1.2

Sprint Planning

1.1.3

Sprint-RequirementGathering

1.1.4

ManagementApproval

1.1.5

Sprint-Implementation

1.2

Iteration 1

1.2.1

Iteration 21.2.2

Handing Over toOperation

1.2.3

Sprint Operation

1.3

Review 1

1.3.1

Review 21.3.2

Review 3

1.3.3

Review 4

1.3.4

Review 5

1.3.5

Review 6

1.3.6


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Assign Roles 1 day 16-Dec-11 16-Dec-11

Sprint Planning 1 wk 19-Dec-11 26-Dec-11

Sprint - Requirement Gathering 2 wks 27-Dec-11 11-Jan-12

Management Approval 2 days 12-Jan-12 13-Jan-12

Sprint- Implementation

13 days 16-Jan-12 1-Feb-12

Iteration 1 1 wk 16-Jan-12 23-Jan-12

Iteration 2 1 wk 24-Jan-12 31-Jan-12

Handing over to Operation 1 day 1-Feb-12 1-Feb-12

Sprint Operation

144 days 2-Feb-12 21-Aug-12

Review 1 1 mon 2-Feb-12 6-Mar-12

Review 2 1 mon 7-Mar-12 9-Apr-12

Review 3 1 mon 10-Apr-12 11-May-12

Review 4 1 mon 14-May-12 14-Jun-12

Review 5 1 mon 15-Jun-12 18-Jul-12

Review 6 1 mon 19-Jul-12 21-Aug-12

Project A-Project Plan

Figure 10 Project Plan Project A


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Project B

Work Breakdown structure

Figure 11 WBS Project B

Project B-Implementation Schedule

Duration Start End

Project Website Development 47 days 15-Dec-11 17-Feb-12






Sprint- Implementation 24 days 16-Jan-12 16-Feb-12

Iteration 1 2 wks 16-Jan-12 31-Jan-12

Iteration 2 1 wk 1-Feb-12 8-Feb-12Iteration 3 1 wk 9-Feb-12 16-Feb-12

Handing over to Operation 1 day 17-Feb-12 17-Feb-12

Project Website

Project Initiation

1.1

ProjectCommencement

1.1.1

Assign Roles

1.1.2

Sprint Planning

1.1.3


1.1.4

Management

Approval

1.1.5

Sprint-

Implementation

1.2

Iteration 1

1.2.1

Iteration 2

1.2.2

Iteration 31.2.3

Handing Over to

Operation

1.3


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Project B-Project Plan

Figure 12 Project Plan-Project B

Project C

Work Breakdown structure

Figure 13 WBS for project C

Project Sponsoring

1

Project Initiation

1.1

ProjectCommencement

1.1.1

Assign Roles

1.1.2

Sprint Planning

1.1.3


1.1.4

ManagementApproval

1.1.5

Sprint-Operation

1.2

Event 1

1.2.1

Event

Review

Event 2

1.2.2

Event 31.2.3


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Project C-Implementation Schedule

Duration Start End

Project-Event Sponsoring 89 days 15-Dec-11 17-Apr-12





Event Sponsoring Plan 1 wk 12-Jan-12 19-Jan-12


Sprint Operation 45 days 15-Feb-12 17-Apr-12

Event 1 2 days 15-Feb-12 16-Feb-12

Event 1 day 15-Feb-12 15-Feb-12

Review 1 1 day 16-Feb-12 16-Feb-12

Event 2 2 days 15-Mar-12 16-Mar-12

Event 1 day 15-Mar-12 15-Mar-12

Review 1 1 day 16-Mar-12 16-Mar-12

Event 3 2 days 16-Apr-12 17-Apr-12

Event 1 day 16-Apr-12 16-Apr-12

Review 1 1 day 17-Apr-12 17-Apr-12

Project C-Project Plan

Figure 14 Project Plan-Project C


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4.4.0 Project team roles and responsibilities

All three projects do not intend to recruit new staff. Team members will be identified from the

existing staff.

4.4.1 Project Manager

A responsible person from the division of Marketing at the DMS Electronics should head the

projects on a part time basis.

The person with following skills will have to be evaluated and identified.

Project Management Human Resource Management Communication Management Project Process Integration

Documentation Procurement Management Quality Management Time Management

4.4.2 Other team members- Project A

Role Individuals/Names Responsible for

Project Owner Director Marketing-

DMS

Approving & Monitoring the project

Project sponsor Director Finance- DMS Funding the project

Monitoring the return

Controlling the spending

Project Manager Marketing Manager Ensuring the project progress & success

Managing the teams

Managing stakeholders

Managing project finance

Managing the communication

Project Team Advertising

Executive

Coordination of creation of artwork for Facebook

advertising

Legal executive Make sure the compliance & adherence to

regulations

Product Manager Update the team with new product information

Finance executive Budget and expense tracking

IT Staff Evaluate technical proposals for web site

development and selection of a vendor

Maintain CMS


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1 HR coordinator Training, welfare, rewarding help

Procurement

coordinator

Handling procurement

4.4.3 Other team members Project B



DMS






Managing the teamsManaging stakeholders



Project Team Advertising

Executive

Coordination of creation of artwork for web pages

Legal executive Make sure the compliance & adherence to

regulations



IT Staff Evaluate technical proposals for web site

development and selection of a vendor

Maintain CMS

1 HR coordinator Training, welfare, rewarding help

Procurement

coordinator


4.4.4 Other team members Project C



DMS







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Managing the teams

Managing stakeholders



Project Team Procurement

coordinator




4.5.0 Project stake holders

Following is the list of key stakeholders

1. project manager2. team members3. entire senior management of DMS4. facebook5. google+6. possible web site designers7. hosting agency for the web site8. HR dept for recruitments9. Corporates possible to have sponsored events.10.Product managers for every product offered by DMS11.marketing executives12.Hotels hosting the events sponsored

4.6.0 Resource and cost plan

All three projects do not intend to recruit any personnel. The strategy is to tie up with

companies and/or individuals.

Project A:- FBML expertise, social media marketing expertise.

Project B:- Web developing company with content management system expertise. Both A

and B projects can be bundled and offered to one company.

Project C:- No expertise required.

Following is the basic cost plan.

Initial Cost Operational cost (Monthly)

Project A Hiring of services-FBML specialist 100,000 30,000

Project Manager Allowance 10,000

Food for meetings 6,000

Other material stationary etc 2,000


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100,000 48,000

Project B Web site design 100,000

Web site maintenance 1,500

web site hosting 400

Domain name registration 6,000

Food for meetings 3,000

106,000 4,900

Project C

Cost per 2000 attendants @ 2500 (Total for 10

events) 5,000,000

Other promotional material 1,000,000

6,000,000 0

Grand Total 6,206,000 52,900

5.0.0 Recommended control methods

Method Benefits

Project status reports This report will be circulated once in every two weeks within

the project team & among other joint stakeholders.

The reports will include the progress, deviations, issues &

tasks completed while giving financial records related to

completed tasks

Project meetings Verbal expression of project progression. Minute will be sent

to key internal stakeholders to understand the project

progress.

Project monitoring Key method of control. TIME, COST & SCHEDULE will be

benchmarked against the current project progress to

determine any Crises, catastrophes & Changes. A clear idea is

given where the project at now & the status.


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6.0.0 Project Termination and Evaluation

Following activities will be carried out for the project closure and evaluation.

Activity Task or Description

Project office and team Official communication of project closure.

Final project team meeting.

Appreciate each individuals support & token as an appreciation.

Reassign staff.

Project Evaluation After all activities are completed final evaluation report is

generated.

Terminate the other resourcing & procedures.

Management Reporting Submit the project report to Board of Directors & Finance

Division

Project Recording Archive the project records

Financial Final financial report is generated. Variances are highlighted

with outstanding if any.

Lessons learnt report A report to be prepared with lessons learnt from the three

projects. This will be the knowledge sharing document with the

rest of the staff at DMS.


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7.0.0 Risk Analysis and Risk Mitigation plan

The Implementation and Execution section of the Risk Management Plan describes the

procedures for dealing with risk for projects. It follows the Project Management Institute

Project Management Book of Knowledge (PMBOK) recognized as an industry standard for

Project Management. (Management, 2009)

The risks highlighted during the audit are used to create the risk analysis. Weaknesses and

threats from SWOT analysis contributed to the risk list.

7.1.0 Risk Analysis

Key risks are identified below with type of risk source noted and the impacts are tabled below.

Each risk is rated.

Risk Factors Type of Risk

Source

Impacts Rating

Strategic Risk

1.1 Inability to meet set targets

of awareness levels

1.2 failure in project objectives

since it relates to behavior of

people and therefore cannot be

accurately forecasted

Internal Risk

Source

External risk

source

-Reduces total revenue

-Reduces the returns from the

projects

Low

Moderate

Low

Moderate

Project based Risk

2.1failure to abide to timelines

2.2 Risk in the project membersnot functioning together as a

team

2.3 Risk in vendors non

performing

Internal Risk

Source

-Overall delay in completion of

project involves unexpected cost

increase & de-motivation-Delay in revenue generation.

-Decrease in overall quality of work

Low

Moderate

Low

Low

Financial Risks

3.1 Increase in cost of services

3.2 Unexpected Taxes &

surcharges

3.3 Currency Fluctuations

External

Risk Source

-increase of overall costs

-unexpected product price increases

leading to inability to deliver value

for money

-Unexpected losses

Low

Moderate

Low

Moderate

Low

Moderate

Operational Risks

4.1 Inability to complete day to

day tasks

4.2 systems not supportive

enough

Internal Risk

Source

-Decreases efficiency Low

Low


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Macro Risks

5.1Economic Downturn in the

target markets

External

Risk Source

-Decrease in revenue

-In ability to evaluate the

performance of projects due to

external forces.

Low

7.2.0 Risk Mitigation Plan

It is a fact, not a cliche that all projects carry risk through uncertainty. However, few

organisations would claim to be satisfied with the application of risk management on their

projects, or be able to demonstrate the same. This can be a major constraint to successful

project delivery.

Improving project risk management involves two main objectives:

improving the ability to identify risk, while we still have time in the project lifecycle toinfluence it, and

embedding the management of risk into the mainstream of delivering projects. (ProjectRisk Management, 2010)

7.2.1 Risk Management Based on type of risk

Mitigation

Process

Strategic

Risk

Project Based

Risk

Financial

Risk

Operational

Risk

Macro Risk

The options

for Riskmitigation

Accepting Prevent or

mitigate therisk impact

Accepting Prevent or

mitigate the riskimpact

Accepting

Key

Responsibil

ities

-Have

secondary

brand

awareness

plans

-Review

weekly,

monthly basis

performance &

tasks

completed.

-Status reports

to

management

(traffic light)

-Contingency

budgetary

allocations

-First two

projects are

not

investment

heavy

-third project

expenses are

in stages

-weekly review

on

performances &

project

completion.

-The money

spent on

building a

brand is an

investment

which should

bring in

returns.

Impact on

Risk

-Can minimize

losses

-Brand value

can be

maintained

-delays can be

avoided

-losses can be

minimized

-Delays &

process issues

can be solved

immediately

and can be

avoided if

-positive

approach for

the future


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proactive.

Probable

Outcome

The core

project

purpose to be

a failure, but

losses to be

minimized

and

alternative

plans

implemented.

The project will

be a success,

and will have

to take

corrective

activities

towards

awareness

The projects

will be

successful

project will be

successful

Project will

not fail, but

returns would

delay.

Advantages -Losses to be

minimized

-wastages of

time & money

minimized.

-A brand

relived.

-Complete

project

successfully on

time

May create

positive

results after

some time

7.2.2 Risk Mitigation and contingency

Risk Mitigation Contingency

1.1 Constant status reporting to

management

Have secondary brand awareness plans

1.2 Deploy methods of obtaining constant

customer feedback

Have secondary brand awareness plans

2.1 Weekly status update on timelines Have liquidated damages clauses to control

vendors

Deploy additional staff if required

2.2 Team bonding sessions Replace team members if required

2.3 Carry out a proper vendor selection

process to select vendors based on

multiple criterion.

Have a termination clause in the agreement

enabling DMS to terminate contracts in a non

performing situation

3.1 Have a fixed price contract Cost of sponsoring- Accept the risk, no

contingency

3.2 Have a fixed price contract Cost of sponsoring- Accept the risk, no

contingency

3.3 Have a fixed price Rupee contract Cost of sponsoring- Accept the risk, no


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contingency

4.1 Bind the team members on SLAs for

operations

Replace team members if required.

4.2 Check the system compatibility Issue versions with compatibility (website)5.1 Terminate the sponsoring project in a

economic crisis

No contingency plan

7.2.3 Risk matrix

A risk matrix is used to identify the potential exposure to risk that can not be avoided.

Event: The possible risk event that can happen. This is deived from the identified risks fromabove.

Probability: How likely is it to happen. Impact: How bad will it be if it happens? Mitigation: Effectiveness of the mitigation in probability. Contingency: How can the Impact be reduced and by how much. Reduction = Mitigation X Contingency Exposure = Risk ReductionRisk / Mitigation/ contingency categorization and rating

Vey Low 0.15

Low 0.25

Low moderate 0.35

Moderate 0.5

High Moderate 0.65

High 0.8

Very high 0.9

Event Probability Impact Mitigation Contingency Reduction Exposure

1.1 0.25 0.65 0.50 0.25 0.13 0.04

1.2 0.35 0.65 0.15 0.15 0.02 0.21

2.1 0.35 0.15 0.25 0.15 0.04 0.02

2.2 0.25 0.50 0.35 0.25 0.09 0.04

2.3 0.25 0.25 0.15 0.15 0.02 0.04


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3.1 0.35 0.15 0.25 0.15 0.04 0.02

3.2 0.35 0.15 0.25 0.15 0.04 0.02

3.3 0.35 0.15 0.25 0.15 0.04 0.02

4.1 0.25 0.25 0.15 0.15 0.02 0.04

4.2 0.25 0.25 0.25 0.25 0.06 0.00

5.1 0.25 0.50 0.00 0.00 0.00 0.13

8.0.0 Conclusion

The study revealed interesting facts on the company. DMS is not the leading computer related

product supplier and has potential to improve on their financial performance. A brand audit

was used to measure the brand awareness of the brand DMS. It was found that the brand

awareness is low. Then the brand awareness of the competitors were analysed with their

financial performance to find that a direct co-relation relationship exists. Therefore strategies

were formed to create brand awareness.

Models Brand Onion, BrandStar, and Competitor-Brand matrix were used to further analysed

the brand performance. Customer-based Brand Equity model was used form strategies on how

to create brand awareness. Three projects were identified and on the project scoring for

prioritization, all three scored equal points. The projects were to create presence in facebook

and Google+, create a corporate website and sponsor corporate events.

This report also outlines project management methodology for the identified projects and risk

management practices.

The study identified creating brand awareness as critically important for better financial

performance and recommends DMS to carryout the said projects.


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9.0.0 Bibliography

(2010, 08 11). Retrieved 11 24, 2011, from Agile Methodology: www.agilemethodology.org

Blog, B. a. (2010, 01 26). CBBE Model. Retrieved 11 24, 2011, from Brand and Butter Blog:

http://brandandbutter.wordpress.com/

Brand universe. (2007, 08 09). Retrieved 11 20, 2011, from Brand Zeal: www.brandzeal.com

Keller, K. L. (2001). Building Customer based Brand Equity. California: Marketing Science Institute.

Management, I. o. (2009). Project Management Book Of Knowledge 4.0. 06: 01.

Project Risk Management. (2010, 10 1). Retrieved 11 25, 2011, from Project Mnagement Informed Sources:

http://www.pmis.co.uk/project_risk_management.htm

Tao, B. (2009, 03 12). Brand Matrix. Retrieved 11 24, 2011, from Brand Tao:

http://brandtao.wordpress.com/2009/03/12/competitive-set-brand-matrix/


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Appendix 1-Background of the Organization

DMS was formulated in 1981 and is well renowned for providing IT solutions in Sri Lanka. It is

one of the pioneers of the IT industry and is an authorized business partner for Hewlett Packard

(HP). DMS offers a wide range of HP products including printers, scanners, plotters, desktop

pc's, notebooks and professional workstations.

Vision

A global company that produces solutions of value that delight customers by integrating

technology building blocks from world class suppliers and adding the glue that gives a

sustainable competitive advantage.

Mission

To ensure that all stake holders will be provided with maximum value.

Customers: Valuable Solutions and a pleasant experience of service from DMSE

Employees: To be happy and satisfied. To play in the best team in town!!

Managers: A broader sense of ownership and achievement

Corporation: A good return on capital invested

Customer Base

DMS mainly operates business to business. They deal with vertical markets like manufacturers,

Financial institutions, Software houses, Advertising & media houses, education sector, NGOs

etc.

Sales,

Manufacturers, 30%

Sales,

Financial

Inst, 20%

Sales, Telecom, 15%

Sales, Others,

35%

Manufacturers

Financial Inst

Telecom

Others


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Organization Chart (Managem

Position in the Market

There are 8 main players in the i

share while Softlogic is the mark

Products & Services

DMS offers the entire product p

scanners, Desktops, Laptops, Se

or carry-in warranty based on th

Microsoft products including M

through franchise arrangement

Symantec is offered. Plantroni

the product range.

GenerSales

GroupMgr(PSG/IPG)

CI

ent)

ndustry and DMS holds the seventh place and

et leader with 20% of market share.

rtfolio of HP (Hewlett Packard) ranging from p

vers & Storage. Once the products are sold, D

e product.

windows and MS Office are offered to the Sri

ith Microsoft Corporation. Similarly leading a

cs, a light weight headset, Hypercom a POS sys

ManagingDirector

l Mgr

GroupMgr(TSG)

General MgrEngineering

Group MrgService

Mem No 12354592

Page 2

as 8% of market

rinters,

S offers onsite

ankan market

ti-virus product

em completes


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Appendix 2 - Findings from the

This audit report summarizes th

The audit will scrutinize the curr

1.0.0 Methodology

Primary Research

Questionnaires: Questionnaires

people. The questionnaire targe

Interviews: Senior management

marketing strategy of the comp

Secondary Research

Internal data: Sales information

product portfolio.

External data: information on b

marketing reports and sector pe

2.0.0 Current Product Portfoli

Product Portfolio

Following is the current product

year 2010.

Microsoft

products, 27%

Hyper Com

Products, 4%

Plantronics

Products, 7%

Apple

Products, 9%

Symantec

Products, 12%

CI

udit

key findings of the brand audit conducted on

ent brand position with external and internal a

were used with selected convenience sample

ted to evaluate brand awareness and brand as

of DMS electronics was interviewed for insight

ny

and details of revenue breakdown was used to

and performance of competitors from various

rformance reports was used.

o

portfolio of DMS electronics, based on the sale

HP products, 41%

HP products

Microsoft products

Hyper Com Products

Plantronics Products

Apple Products

Symantec Products

Mem No 12354592

Page a

DMS Electronics.

alysis.

onsisting of 40

ociations.

into the

derive the

websites,

s revenue for


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Project Management in Marketing Page b

Product Performance

HP Microsoft Symantec

EWIS 40% EWIS 30% MIT 30%

VCS 20% PC House 15% Greenwich 15%

DMS 15% Softlogic 10% PC House 10%

Others 25% Others 45% Others 45%

100% 100% 100%

Competitor Performance-Products

Softlogic Metropoliton JohnKeells

Dell 45% Acer 43% Toshiba 33%

Microsoft 25% Microsoft 23% Microsoft 31%

Kaspersky 20% Macafee 18% Kaspersky 19%

Others 10% Others 16% Others 17%

100% 100% 100%

Competitor Performance-Revenue

Revenue Rs/M

Rs/M Rev Rank

Softlogic 2,896 1

Metropoliton 2,756 2

JKH 2,243 3

MIT 1,720 4

EWIS 1,510 5VCS 1,100 6

DMS 1,086 7

3.0.0 SWOT Analysis

Strengths Weaknesses

Strong brands to represent Market share in the corporate sector Brand value of the brands to offer good technical support

No representation in the retail sector No web presence less focus on marketing division

Opportunities Threats

New markets such as NE Brand consciousness shown by the

markets

Aggressive marketing strategies bycompetitors

tendency to replace laptops with ipad


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Project Management in Marketing Page c

Growth market focus Economic boom expected Growth of Social Media networks

and other android based pads for mobile

communication needs

alternative products availability in themarket

4.0.0 Brand Awareness Audit

Qualitative and Quantitative

Qualitative audit was used to measure brand awareness. From the responses to the questions,

depth and breadth of awareness, strength of associations can be derived. Quantitative

responses help to ascertain these numerically.

When asked to name top three computer related brands DMS occupied the fourth position,

whilst top three were Softlogic, Metropoliton and JKH. Only 22% was able to associate DMS

with correct product range. About 39% of the respondents rated services of DMS good or

better than good.

Reliability received high scores throughout in strength, relevance, importance, satisfaction and

comparison. Value for money and affordability also received high scores in relevance and

importance.

Refer Appendix 3 for Results.

5.0.0 Business Case

When the above data is analysed it is obvious that brand DMS does not carry adequate depth

and breadth. Therefore it is required to create brand awareness on the brand DMS in the minds

of customer, competitors and community. Three projects are identified as sub projects of this

initiative. They are

1. Creating community brand awareness by creating and maintaining presence on socialmedia sites Facebook and Google+.

2. Creating web presence by designing, implementing and maintaining a corporatewebsite.

3. Creating awareness in the corporate sector by sponsoring corporate events.


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Project Management in Marketing Page d

6.0.0 Environmental analysis having a direct impact on the project

Internal

Strengths

Respondents to the survey indicate that brand HP carries a high awareness. Therefore if

associations can be created with it, brand image of DMS could be increased.

The presence of DMS in the corporate sector is high compared to the retail B2C market.

Strategies could be formulated to leverage the advantage into retail market.

Weaknesses

DMS has not moved into the retail market aggressively. Therefore only limited opportunities

exist for the brand to be directly exposed to the consumer. The weakness of company not

having any web presence is to be addressed through a project.

External

Opportunities

Sri Lankan community has also embraced social media networking. DMS has a great

opportunity to present the brand to a group which could be customers. The advantage of social

media marketing is, it is low in cost and high in return especially for creating brand awareness.

7.0.0 Resource requirementsHuman resources

The three projects require a coordinator to manage DMS interests whilst majority ofwork can be out sourced.

A resource with capability in FBML-can be out sourcedInfrastructure

Web developing company with FBML capabilities A web hosting agency

8.0.0 Potential implications, challenges and constraints and associated risks

Implications

The project requires a change of thinking from the staff members. From a company operating

mainly with B2B sales, the projects will make DMS operate in B2C areas as well. If the staff is


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Project Management in Marketing Page e

not prepared to accept the challenges of the new boundaries, DMS will fail to benefit from the

project.

Challenges

Obtaining staff moti

Task 2 Final

Documents

Transcript of Task 2 Final