March 2014

Board
CIM Professional Diploma in Marketing
Marketing Planning Process
Candidate Number
70889221

Page 1 of 22












Marketing Plan to decrease Jeddah Cables' Customers churn
in GCC Countries

CIM membership no: 70889221



To: XXXXXXXX Marketing and Sales Director
From: XXXXXX Marketing Unit Head

Total word count
Executive summary: 436 (including title)
Marketing plan: 3350 (including titles)
Marketing Audit: 6 pages (Appendix III)


I confirm that in forwarding this assessment for marking, I understand and have applied the CIM
policies relating to word count, plagiarism and collusion for all tasks. This assessment is the result of
my own independent work except where otherwise stated. Other sources are acknowledged in the
body of the text, a bibliography has been appended and Harvard referencing has been used. I have
not shared my work with other candidates. I further confirm that I have submitted an electronic copy
of this assessment to CIM in accordance with the regulations.



March 2014
Board
CIM Professional Diploma in Marketing
Marketing Planning Process
Candidate Number
70889221

Page 2 of 22

Contents
Executive Summary 3
Task 2 : Marketing Plan 4
1.0 Audit main findings and its evaluation 4
2.0 Marketing Plan proposal 5
3.0 Objectives 5
4.0 Strategies 5
5.0 Segmentation 5
6.0 Targeting 6
7.0 Positioning 6
8.0 Tactics 7
8.1 Product 7
8.2 Price 7
8.3 Place 7
8.4 People 8
8.5 Physical evidence 8
8.6 Process 8
8.7 Promotion 8
9.0 Action with budget 11
10.0 Control 12
11.0 Bibliography 12
Appendix I Abbreviation 14
Appendix II Organizational Overview 15
Appendix II Task 2: Market Audit 17
1.0 Marketing Plan rationale 17
2.0 Product portfolio analysis 17
3.0 Macro-Environment Audit 17
3.1 PESTEL analysis 17
3.2 Porter 5 Forces 18
4.0 Task Environment Audit 19
4.1 Customer audit 19
4.2 Product Trends in LV market 19
4.3 Market Size of Low Voltage Market 19
4.4 Market Growth 19
4.5 Market Share 19
5.0 Market Strategy Audit 20
5.1 Strategy Analysis 20
5.2 Resources 20
6.0 Market Organization Audit 20
7.0 Market System Audit 20
8.0 Marketing Function Audit 20
9.0 Market Productivity Audit 20
10.0 SWOT 21
11.0 Bibliography 21


March 2014
Board
CIM Professional Diploma in Marketing
Marketing Planning Process
Candidate Number
70889221

Page 3 of 22

Executive Summary (Word Count: 436)

Just before the global economic recession several GCC market's consumption reached 7,969 Million SAR
(MESC, 2013) check figure 1, that market consumptions attracted many investors to start investing in cables
manufacturing, by the end of 2008 there was 18 cables manufacturing plant in KSA only, 2 new factories in
Qatar, about four factories in UAE and two in Oman, which changed all the industry dynamics into a pure
competition market.



Jeddah Cables is considered to be one of the largest cables manufacturers in the GCC, recently the company
lacks profitability, also it suffered from a 8.55% customer churn in its Electrical procurement contracting
contractors (EPC) and distributors customers' segments, this churn was a result of multiple internal and
external factors as follows:

Internal Factors External Factors
Relatively high cables prices.
Lack of availability due to there is no market
studies for the ideal stock mix.
Relative long delivery period, which force the
customer's to switch.
Marketing strategy that focuses on ministries
more than EPC and distributors.
Lack of marketing retention activities.
The economic recessions, which resulted cash flow problems
lead to holding and postponing of many projects in GCC market.
New market trends in cables that Jeddah cables has to work on.
Economic factors as Fluctuating copper prices, which affect the
sales process.
Pure competition market, where the manufacturers number
increased to reach 26 cables manufacturers.
Low differentiated product where the only two main
differentiators are the price and the availability of the product.

By the end of 2013 this growing situation pushed the management planning to alter their current strategy,
since Jeddah Cables has found that its current strategy need to be amended by increasing the ratio of
profitable customers' segments as EPC and distributors, which could be conducted through decreasing
customer churn by engaging customer loyalty and retention plan.

The customer loyalty plan contains many aspects such as optimizing cables costs and schemes to shorten the
delivery periods, obtaining new quality certificates; reasonable prices premium quality pricing strategy
backed-up with annual loyalty promotions, these actions will satisfy the basic needs for the consumer.
Moreover Jeddah Cables plans for engaging retention tools to help in retaining those customers and
generating customer loyalty to sustain its future position away of consumers basic needs, as endorsement
schemes for distributors, technical support for EPC, developing its sales team technical competency and
customer service skills, in addition to several promotional activities that aims to help decreasing the
customer churn. Also Jeddah Cables is planning to possess 11 % of the upcoming GCC's cables' market
consumption, which is estimated to be 18 Billion USD in the next decade (Deloitte, 2013).



0
2,000
4,000
6,000
8,000
10,000
12,000
2007 2008 2009 2010 2011 2012
Consumption by product (million Riyals) for LV cables

March 2014
Board
CIM Professional Diploma in Marketing
Marketing Planning Process
Candidate Number
70889221

Page 4 of 22

Task 2: Marketing Plan (Word Count: 3350)

1.0 Audit main findings and its evaluation

Summary points Evaluation and correction routes
1 Jeddah Cables LV wires
and cables BCG product
portfolio analysis.
The analysis illustrated the main points LV wires and cables needs in
order to convert the products into stars and cash cows which will
decrease the customer churn as :
Optimizing design cost, which will help developing a cost
leadership position in GCC markets.
Sufficient balanced stock of the LV wires and cables, backed
up with efficient marketing activities, this will maintain the
availability of balanced stock.
Developing the planning process in order to decrease the
delivery periods.
Acquiring product quality, tests certificates, system
certification and Build representative technical catalogues for
instrumentation, control and fire cables.
These amendments solely will help satisfying the basic needs for the
customer, in order to decrease the customer churn.
2 Economic Factors:
Copper prices
fluctuation
It pointed out the copper's price high impact, which its depression
could slow down the sales continuity process or even stop it, which
equivalent to the un-availability of the products, which will lead
customers switch to other competitor increasing the customer churn.
3 New materials and
cables trends
Technological External factor and new cables trends had point out the
need of using new materials and acquiring new quality certificates to
increase the customer retention by increasing integrating Jeddah cables
portfolio, which will decrease the churn.
4 Rivalry market force
and New entrant threats
The rivalry force has a major impact on the customer churn, since there
are 28 cables manufacturer in the region, moreover it is expected due
to low entry barriers that when the market increase new competitor will
immerge, where Jeddah Cables needs to develop a rigid retention plan
in order to secure its short and long term market position
5 Customer and key
account analysis.
The combination of these two points pointed out the customer churn
average rate (8.55%), also it pointed out that the price and availability
are the main aspects to decrease customer churn, also laterally gave us
the importance of limiting the ministries (Key accounts) percentage of
Jeddah Cables' sales.
6 Market size of LV wires
and cables
It pointed out the importance of diversification of product range in
profit maximization, also the need for development of retention plan in
order to acquire leading market share in the future.
7 Current Market Strategy It illustrated the focus on ministries segment as a key account, in spite
of its narrow profit margin, also the different resources that could be a
great asset in decreasing the customer churn, as abroad offices, in-
house copper plant, and brand equity.
8 Marketing function
audit
It pointed out the absence of marketing function, where there are no
communications, customer relation management or even intelligence
activities.
9 Customer churn
calculation
It pointed out the average customer churn rate starting from 2009 to
2013 is 8.55% among EPC and distributors; which it is vital to reduce
in order to make the company profitable.

March 2014
Board
CIM Professional Diploma in Marketing
Marketing Planning Process
Candidate Number
70889221

Page 5 of 22

2.0 Marketing Plan proposal

This plan will be based on 3 years' time frame; while all the main tactics will be set in the period of a year,
the market plan main objective to decrease the customer churn by 10% annually, toward its minimum by the
end of 2017, through developing a customer loyalty program, suitable cost leadership competitive advantage,
and acquiring the data for the new products and market trends.

3.0 Objectives

3.1 Corporate Objectives:
3.1.1 Increase Jeddah Cables sales revenues in GCC market by to reach 10% in the period
2014-2017.
3.2 Marketing & Sales Objectives
3.2.1 Decrease customer churn percentage 10% annually in the period 2014-2017.
3.2.2 Increase customer retention by 10% annually in the period 2014-2017.
3.2.3 Increase Market share to 13% of the total GCC market by the end of 2017 (1.5%
annually).
3.2.4 Position Jeddah Cables as "good quality, good price cables" in the period 2014-
2017.
4.0 Strategies

4.1 Competitive Strategy
As stated in the Audit, GCC market is a pure competitive market and LV wires and Cables is a low
differentiated product, moreover the main customer values are the price and availability. Giving the relatively
high Jeddah cables' production capacity and the long experience that has been developed over the years,
since having a low-cost position yields the firm above-average returns in its industry despite the presence of
strong competitive force (Market Audit, 2014, p19). The best competitive strategy is the cost leadership
through cost minimizing all over copper purchasing, optimizing designing cost, efficient manufacturing
planning process and logistics, which will help to provide the customer with its main values in order to
decrease the customer churn.

4.2 Growth Strategy
The suitable growth strategy for Jeddah Cables LV wires and cables in order to decrease the customer churn
and have a higher market share, given Jeddah Cables main strengths as high production capacity, brand
awareness, pure competition market, customer behaviour, values and needs, low differentiated product, and
fluctuating cost of production, is market penetration, from Ansoffs growth strategies (Ansoff 1965, cited
in Blythe and Megicks 2010). This strategy is low risk but allows Jeddah Cables to use the high production
capacity and cost leadership. As it is a lower risk strategy than others suggested in Ansoffs Product Market
Matrix (Ansoff 1965, cited in Blythe and Megicks 2010), moreover marketing penetration has a higher
success rate than any of the others; backed up with the cost-leadership competitive strategy it will exceed
customer expectations, since it doesn't just provide better price and availability, moreover marketing
activities, as branding to its distributors, technical webinars, and software for electrical calculations to its
EPC, these activities will act as a retention tools, that will help to retain current customers, attract new and
ex-customers, and generate customers' loyalty. This customer loyalty will be an asset on the short run by
decreasing the customer churn, also on the long run will be an edge against new entrants. If more viral
marketing such as word of mouth recommendations start to take place, this will in turn increases market
penetration introducing a multiplying effect.

5.0 Segmentation

Since GCC cables market is a business to business market the most appropriate segmentation approach is the
organizational size and its choice criteria, where all of these segments are current customers:

March 2014
Board
CIM Professional Diploma in Marketing
Marketing Planning Process
Candidate Number
70889221

Page 6 of 22


Electrical Ministries Segment EPC contractors segment Distributors segment
They possess 50% of market volume, they
usually purchase through tenders with a
volume range from 1 million SAR to 3-4
billion SAR
They possess 30% of market
volume, they purchase through
simple price comparisons, their
main judgment factor is the price,
but at a certain situation delivery
time is a crucial factor
They possess 20% of market
volume, they purchase
according to an agreement,
between them and a certain
manufacturer, since they
always try to appear like a
certain brand agent

As the audit stated the main reason of the lack of profitability is the current strategy, which focuses on the
ministries with its narrow profit, and in turn generated a customer churn in EPC contractors and distributors,
so in order to regenerate profit Jeddah cables has to divert the customer churn rate in those two segments,
through limiting the ministries sales, and focusing on EPC and distributors needs.


6.0 Targeting

Targeted segments are:

EPC contractors
Distributors
Given the different profit margin, volume, churn rate, needs and behaviours of each segment, Jeddah Cables
needs to adopt a differentiated concentrated market strategy. This exploits the differences between
marketing segments by designing a specific marketing mix for each segment (Jobber, 2013). This
differentiation is needed to decrease the customer churn for each of them, a relevant set of activities are
needed to meet the customer values and exceed it, for example Jeddah cables can't offer EPC a branding
option for his premises, also it can't offer a distributor a technical webinar about electrical loads calculation,
since these activities will not be valued by the distributor. This is illustrates the need for multiple targeting
differentiated strategy in order to provide each segment with relevant activities.

7.0 Marketing positioning

Giving its cost leadership competitive strategy, Jeddah Cables has to position itself as reasonable price
premium quality cables, also it should reflect its technical competency through technical webinars, websites,
catalogues, electrical calculations software and its' sales team technical knowledge. Once market segment
has been established and an effective targeting strategy has been formed. Jeddah Cables can produce a
differential advantage through its positioning strategy, as a result of effective segmentation and targeting that
produces a sustainable future position.







March 2014
Board
CIM Professional Diploma in Marketing
Marketing Planning Process
Candidate Number
70889221

Page 7 of 22

8.0 Tactics

8.1 Product
Low voltage wires and cables ranges as follows:

# Product
1 LV Power Wires & Cables
2 LV Fire Alarm Cables
3 LV Instrumentation and control cables
In order to reduce EPC and Distributors' customer churn Jeddah Cables
have to conduct the following tactics:
Optimizing design, which will help developing a cost leadership
position in GCC markets, through decreasing copper used and
maintaining the same resistance of the given cable size.
Stock a sufficient balanced stock for each country based on the
country's product mix, which maintain the availability of the high
running item in each market.


Working on developing the planning process in order to decrease the delivery periods.
Especially for EPC, acquiring product quality certificates, system certification and Build representative
technical catalogues for instrumentation, control and fire cables, which help in developing customer's
acceptable quality perception of Jeddah Cables.
Especially for Distributors, LV wires and cables' packaging needs to be illustrating the main data in
more visible way, which will help the distributors to sort the products in a faster efficient way, since
the data will be more visible, these actions will develop the customer perception of Jeddah Cables, also
it will help to add a new value that will act as a retention tool.


8.2 Price

Since Jeddah Cables is adopting marketing penetration as a growth strategy. It should maintain prices to be
competitive in the market, where every aspect in the firm will be calculated to serve the cost leadership
strategy, which will result an optimum cost that secure overall profit which is a must for financial stability of
the whole firm. But Jeddah Cables will need to take into consideration to balance the prices as many people
use price as an indicator of quality (Jobber, 2013). In order to conduct this pricing strategy, the prices'
discount for EPC and distributor should be 10% and 8% respectively under the normal market price, of
course this percentage should vary according to each order volume, also a calculated further discount or a
refund in the end of each year will be refunded, if the total sales volume exceeded a certain limit, which
could act as a refund for loyalty, that help encouraging the customers for increasing sales volume and
decrease the customer churn.
8.3 Place
Jeddah Cables should carefully adopt a number of distributors in each GCC country, with taking into
consideration their sizes, geographical coverage, and market reputation. Also Jeddah Cables should work on
branding distributors' outlets with Jeddah Cables brand identity, but Jeddah Cables should manage the cost of
distributors' outlets furnishing with the distributor. Also Jeddah Cables should endorse the distributor on its
website, these marketing tactics are great help for the distributors, where most of them don't even have a
marketing department, which will be highly appreciated, at mean while it will decrease the distributors'
customer churn, since if the distributor switch the supplier this will make him lose a lot of benefits; this
investment should be done after a probation period for each distributor. While for EPC has an important
aspects as the availability of technical catalogues, electrical calculations and technical consultation on the
website, these aspects will act as retention tools for the EPC, also it will be driving the relation with the

March 2014
Board
CIM Professional Diploma in Marketing
Marketing Planning Process
Candidate Number
70889221

Page 8 of 22

customers away from the price and availability. Also Jeddah cables should adopt e-orders through its
website, then route the order to the nearest warehouse or distributor.
8.4 People
A crucial element in which Jeddah Cables can develop to act as strong retention tool is through its staff
members' technical competence regarding all the technical aspects related to the low voltage electrical cables
calculations, taking in consideration the cost leadership strategy, Jeddah Cables could develop an obligatory
online technical course through its intra-net, this course could be linked with the incentive that each salesman
receive to insure commitment, and these staff will be a valuable source of information for their customers. A
regular webinars should be conducted in order to increase the sales force awareness of customer relation
management, meaningful conversations with customers, through the technicalities of the products will
enhance the customer perception about the company, and building one-to-one relation which increase
customer loyalty. The people element of the marketing mix will be the same across the segments.
8.5 Physical evidence
One of the essential physical evidence is the company's website, which needs a major development under the
company's corporate identity, also the regional offices should be carefully branded, in addition to samples
boards since it reflects Jeddah Cables professionalism, catalogues' design and its' data also are a crucial
physical evidence of Jeddah cables, which needs a lot of development as per Jeddah cables corporate identity
manual. The physical evidence element of the marketing mix will be the same across the segments.
8.6 Process
The process of purchasing orders should be short and simple; Jeddah Cables should monitor its product
availability in its and distributors' warehouses, where each warehouse keeper can monitor the availability in
other countries' warehouse, to efficiently guide their customers to the nearest place where they can get their
products or be delivered to their premises in the shortest period. Also an engineer should be assigned for each
country in the planning department to insure the delivery on time. The process element of the marketing mix
will be the same across the segments. As the process become easier, the customers will favour Jeddah Cables
than others, which will develop customer loyalty.
8.7 Promotion

8.7.1 Above the line
Above the line activities will be limited to the following activities due to the nature of cables industry B2B
business:
Specialized magazines:
Specialized magazines will help us promoting Jeddah Cables strategy, especially for periodical technical
article, which will laterally develop a customer's perception of Jeddah Cables technical competency; this will
help in positioning Jeddah Cables as a good quality and good price cables in the customer's mind.

Website
A representable website became a crucial communication tool, where it should contain catalogues,
brochures, and technical calculations programs for the cables electrical loads calculations. That will increase
the benefits of Jeddah Cables for its customers, which will laterally decrease the customers' churns
percentage.

8.7.2 Bellow the line activities
Bellow the line activities will range on a spectrum of activities, which will be differentiated as per each
targeted EPC and distributors' segments:

March 2014
Board
CIM Professional Diploma in Marketing
Marketing Planning Process
Candidate Number
70889221

Page 9 of 22


Promotion Activity
Segment
Impact
E
P
C


D
i
s
t
r
i
b
u
t
o
r
s

Periodical seminars and webinars on
international manufacturing standards,
installation standards, and electrical
calculations
X - Increase customers' perception of Jeddah
cables' technical competency, which act as a
retention tool decreasing the customer churn,
this will help a lot of contractors with their
daily installation and technical problems.
Periodical Email update of LME
prices after the subscription on
company website
X X - This will add an extra-customer value, since it
keeps the customer updated with the market
prices, which could act as a retention tools.
Also it help building a database for the target
markets to help sales later in building a one-
to-one customer relations, which is a great
asset in customer loyalty which decreases the
customer churn laterally.
Smart phone and PC electrical
calculations applications
X - Since electrical calculations are a daily part of
each engineer life, providing electronic
solution to this problem that will ease his daily
calculations with accuracy will increase the
corporate image, which directly increase
customer retention, and decrease customer
churn.
Price Promotion amended to the total
customer s' purchase volume per each
year
X X - This is a crucial promotion since the main
customer's values are the price and
availability, annual discount or refund
according to the total purchase volume will
secure more volume than stand-alone sales
promotion, since the customers will be
encouraged to make more orders to get a
higher refund, which will help to decrease the
customer churn.
Periodical technical articles Emails
about cables
X - This will increase the customer education that
will be perceived as technical competency in
the consumers' mind, which will decrease the
customer churn, as the customer will perceive
Jeddah cables' product as a source of
knowledge.
Place furnishing, Branding and
endorsement through Jeddah Cables
website.
X - Updating the distributors' shop board to
include Jeddah cables corporate identity colors
and logo, consider to be an ad , also endorsing
distributor on Jeddah cables' website will
increase the demand on Jeddah Cables through
that distributor, which will increase distributor
retention, since Jeddah cables provide them
endorsement, at mean while it decrease
distributors' churn.
Giveaways to distributors staff
members and labors
X - T-shirts, cabs, pen and notes is very cheap
giveaways, which will increase the positive

March 2014
Board
CIM Professional Diploma in Marketing
Marketing Planning Process
Candidate Number
70889221

Page 10 of 22

word of mouth of Jeddah Cables distributors'
sales force and retailers, leading to generate
demand on Jeddah cables than other brands,
which decrease the customer churn as it
increase the demand on Jeddah cables.
Printed, electronic Catalogues and
sample boards
X - They are representative tools in the process for
ministers and EPC contractors' approval
process to help them evaluate Jeddah cables'
technical data.
News letter X X - Information about Jeddah Cables
achievements as new tenders, projects,
products etc, will be sent periodically.

March 2014
Board
CIM Professional Diploma in Marketing
Marketing Planning Process
Candidate Number
70889221

Page 11 of 22


9.0 Action with budget

Action Description
Direct Cost
(SAR)/ Annum
Time Plan & Progress
Plan Done on time Delayed Postponed
J
a
n
-
1
4

F
e
b
-
1
4

M
a
r
-
1
4

A
p
r
-
1
4

M
a
y
-
1
4

J
u
n
-
1
4

J
u
l
-
1
4

A
u
g
-
1
4

S
e
p
-
1
4

O
c
t
-
1
4

N
o
v
-
1
4

D
e
c
-
1
4

J
a
n
-
1
5

F
e
b
-
1
5

M
a
r
-
1
5

1 Above the line activities
1.1 Magazines Campaign
Cost of 4 full pages ads 4 times / annum
= 100,000 SAR
SAR 300,000.00
1.1.1 Gulf magazine


1.1.2 MEP magazine
1.1.3 Construction today
1.2 Web-site design SAR 250,000.00
2 Below the line activities
2.1 Seminars and webinars
seminars: 6 seminars * 20,000 SAR * 6
GCC countries = 720,000 SAR
Webinars = 80,000 SAR
SAR 800,000.00
2.2 LME prices email Cost of the email shot SAR 5,000.00
2.3 Electronic applications
this is the cost of the programing on
windows, mac, android and iOS7
SAR 10,000.00
2.4 Price promotion
2.5
Technical articles Email
and new letters
the cost of the technical revision on an
article written by one of Jeddah cables'
technical engineers
SAR 5,000.00
2.6
Distributors premises
furnishing
after a trail period for each distributor, he
will be offered a branded shop board and
branded material that cost 10000 SAR
SAR 200,000.00
2.7 Giveaways branded T-shirts, pens, notes and caps. SAR 750,000.00
2.8 Catalogues
there are 4 main catalogues each will
have 5000 for catalogue and the
economic cost is 5 SAR for each
SAR 100,000.00



SAR 2,420,000.00




March 2014
Board
CIM Professional Diploma in Marketing
Marketing Planning Process
Candidate Number
70889221

Page 12 of 22


10.0 Control (KPI)

In order to measure whether the overall objectives are being met, performance metrics and key
performance indicators (KPIs) can be used in order to effectively establish the performance of the
plan in meeting the objectives set.
Objective
KPI
Measurement metrics
S
a
l
e
s

r
e
v
e
n
u
e
s

C
u
s
t
o
m
e
r

r
e
c
a
l
l

Decrease customer churn percentage 10%
annually In the period of 2014-2017.
X Customer purchase volume, number of orders
per customers and number of new customers
with respect to the previous years . This again
needs to be compared year on year to previous
performance.
Increase Market share to 13% of the total
GCC market by the end of 2017
X Market share this can be calculated based on
sales revenue divided by the total market
revenue. This again needs to be compared year
on year to previous performance and current
relative performance based on these
measurements.
Increase customer retention percentage
10% annually In the period of 2014-2017.
X Total won purchase orders won from the
customers to the total volume of the enquiries.
Customer perception of Jeddah X A periodical small questionnaire about level of
satisfaction of relative prices and availability to
our competitors could be done through direct
calls and website.

11.0 Bibliography

Ansoff, (1970) cited in Groucutt, J, Leadley, P & Forsyth, P (2004). Marketing: essential principles,
new realities. UK: Kogan Page Ltd. p212.

Jobber, D (2013). Principles and Practice of Marketing. Seventh edition, UK: McGraw-Hill
Education.

Porter, M (1980) Competitive strategy: techniques analysing industries and competitors. First Free
Press edition 1980. Simon & Schuster Inc. p35.

Blythe .J and Megicks .P Marketing Planning: strategy, environment and context. First edition, UK :
Pearson Education Limited.

Boston Consultancy Group, 1970 cited in Griffin, R (2010). Management. 10th ed. USA: South
Western Cengage Learning. p255.

Porter, M (1979)., cited in Hill, C & Jones, G (2009). Strategic Management Theory: An Integrated

March 2014
Board
CIM Professional Diploma in Marketing
Marketing Planning Process
Candidate Number
70889221

Page 13 of 22

Approach. 9th ed. USA: Griffin,South Western Cengage Learning. p42.

Porter, M (1979) cited in Porter, M. (2008). The Five Competitive Forces That Shape Strategy.
Harvard Business Review. 1 (2), p24-27.

Newell, D (1983), World archaeology Vol 1, No 2, Industrial archaeology. P184-195


Electronic Resources
MESC Prospectus (2013) MESC Prospectus [online] www.cma.org.sa/En/prospectuses/MESC-
Main%20RI-EN-Final.pdf [Accessed 30 August 2012]

Deloitte (2013) Deloitte GCC Powers of Construction: Construction section overview. [online]
http://www.deloitte.com/assets/Dcom-
MiddleEast/Local%20Assets/Documents/Industries/Real%20Estate/Construction/me_real-
estate_gcc_construction_ppt_13.pdf [Accessed 30 August 2012]

LME (2013), Historical Data [online] http://www.lme.com/metals/non-ferrous/copper/#tab2[Accessed
30 August 2012]

Hadley F (2007) Goodbye wires!. MITnews [online], http://web.mit.edu/newsoffice/2007/wireless-
0607.html [Accessed 30 August 2012]

http://www.arabnews.com/expat-population-%E2%80%98could-threaten%E2%80%99-gcc-
security [accessed in 14 December 2013]

March 2014
Board
CIM Professional Diploma in Marketing
Marketing Planning Process
Candidate Number
70889221

Page 14 of 22

Appendix I - Abbreviations
Term Definition
ADWEA Abu Dhabi water and electricity authority in Emirates
ASHGHAL Public work authority of Qatar
BASIC certificate
Bid Price offer from the Institutional Investors through the Rump Offering.
CAD Cash Against Document
CAGR Compound Annual Growth Rate.
CCV lines A cables isolation line, one of the productivity standards for cables plants.
CEO Chief Executive Officer of the Company.
DEWA Dubai electricity and water ministry in Emirates
DUCAB Dubai Cables Company
EPC Engineering Procurement and contracting
EWA Electricity and water authority in Bahrain
GCC Gulf Cooperation Council including the Kingdom of Saudi Arabia, Kuwait, Oman, Bahrain, United
Arab Emirates, and Qatar.
GDP Gross domestic product
HV High Voltage cables
ISO International Organization for Standardization.
Kahramaa Electricity and water authority in Qatar
KEMA certificate An international laboratory which provide type tests certificates
LME London metal exchange
KSA or Kingdom The Kingdom of Saudi Arabia
KV Kilovolt, the international standard for measuring electrical voltage.
LV cables Big sizes Low voltage Cables starting from 4 cores 95 SQ.MM area
LV Cables Small
Sizes
Low voltage Cables smaller than 4 cores 95 SQ.MM area
Management Jeddah Cables Management
MESC Middle East Specialized Cables Company.
MEW Ministry of water and electricity in Kuwait
MT Metric Ton.
MV Medium Voltage
OEM Original Equipment Manufacturers
OHTL Overhead Transmission line
PAEW Public Authority for Electricity and Water in Oman
Public Includes institutional and individual investors.
PVC Plastic granules used in cable insulation and wrapping.
SAR Saudi Arabian Riyals.
SEWA Sharjah electricity and water authority in Emirates
Shareholders Jeddah Cables Shareholders
Tender An offer to supply goods or Carry out work for a ministry at a stated fixed price.
UAE United Arab Emirates.
VCV lines A high-voltage cables isolation line.


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Appendix II Organisational Overview
Jeddah Cables is a Saudi Arabian cables manufacturer which was established in 1989 as a start-up
plant in low voltage Cables, Today it has 5 plants running under the certification of ISO 9001, which
assures high quality products. It has a production capacity of 110,000 ton/annum of copper cables
and 26,000 ton/annum of aluminium cables, 175,000
3
production facility's area, 35,000
3

warehouses' area and 1500 employees. Jeddah Cables Generate annually around 2 billion SAR. On
the regional level Jeddah Cables operates in Kuwait, Qatar, Bahrain, United Arab Emirates and
Oman under the name of Energya Cables International. Jeddah Cables produce comprehensive
products for the LV as well as Oil & Gas markets based on International standards and/or Client
specifications. The product ranges in size (0.5 mm to 1000 mm) and voltage rating (up to 220kV).
These Cables also range in their applications, which include:

L
V

w
i
r
e
s

a
n
d

C
a
b
l
e
s
Building wires: Used for fixed indoor installations inside conduits and within the walls. Multi-core Cables
can be used to connect the power supply with large loads such as air conditioning systems.
Low voltage Multi-cores cables: used to transmit large amounts of current and voltage. They are employed
in various aspects of the transmission and distribution of electricity to various loads.
L
V

S
p
e
c
i
a
l

C
a
b
l
e
s

Control cables and instrumentation: Used for outdoor/indoor installations for connecting signalling and
control units in various industries, railways, and traffic signals.
Fire alarm and Fire resistance cables: Used for indoor installation for the connection of fire and safety
devices.
M
V

C
a
b
l
e
s

Medium voltage cables are manufactured based on International Standards and/or client specifications, which
used in power distribution inside the cities.
O
H
T
L

They come as bare conductors and used for earthing electrical systems (when soft drawn copper is used) and
in transmission/distribution of high voltage electricity.
o AAC (All Aluminum Conductors) used in short spans
o AAAC (All-Aluminum-Alloy Conductors)
o ACSR (Aluminum Conductor Steel Reinforced) used in large spans
o ACAR (Aluminum Conductor, Alloy Reinforced)
o ACSR/AW (Aluminum Conductor Steel Reinforced with Aluminum Clad Steel)
C
o
p
p
e
r

R
o
d
s
Jeddah Cables has conducted a vertical integration by construction of a copper rod plant produces50,000 MT
per year copper rods using continuous casting technique with copper cathodes. This plant supplies other
external cable manufacturers with Copper Rods. It also takes scrap copper refines and reprocesses them to
make new copper Rods.

Jeddah cables Directors:

Directors: Name Designation
Mouhammad Itani Managing Director
Dr. Jaber Dandachi General Manager Operations
Said Minkara Engineering Projects Director
Bassam Zubaidi Marketing and Sales Director
Abd elrehaman Hanbali ICT Director
Dr. Mouhammad Al Wohoush Energya Plastic Director
Salam Choucair Supply Chain Director
Nashat Fakhri Finance Director
Ghassan Ibrahim Organizational Development


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Principal Clients:
- Saudi Electricity Company - SEC
- Dubai Electricity and water company - DEWA
- Hesham Elsewedy Company - HSE
Regional Offices:
- Energya Cables International Dubai
- Jeddah Cables Company-Qatar
- Energya Cables International Oman
- Energya Cables International Kuwait
- Energya Cables International Bahrain
Revenues

Million SAR 2009 2010 2011 2012 2013
Sales 1,499,870,544 1,879,685,204 2,266,489,229 1,951,798,150 1,907,521,177
Net profit margin 53,833,291 30,718,245 10,787,858 9,876,521 7,628,871
Cash Flow (Negative) Positive (Negative) (Negative) (Negative)
Ministries % of revenues 72% 74% 76% 78% 81%
EPC % of revenues 10% 9% 8% 7% 6%
Distribution % of revenues 18% 17% 16% 15% 13%









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Appendix III Task 1: Marketing Audit
1.0 Marketing Plan rationale
The Marketing Plan for Jeddah Cables will be developed around the low voltage (LV) wires and cables
portfolio, where in the past 5 years there was a constant depression in the LV Cables and wires portfolio's annual
profitability, where the main reason is the growing customer's churn percentage which resulted a depression in
EPC and distributors orders' total volume, even there are a constant growing demand for these products in the
GCC markets by 9% each year since 2009 (MESC, 2013). Moreover Jeddah Cables has a regional offices
reinforced with authorized distributor in each GCC's country; which could be an asset to develop a mid-term
plan to decrease this customers' churn percentage by more than 10% year over year (YOY).

2.0 Product portfolio analysis
Product portfolio of Jeddah cables are analyzed using the
Boston Consultancy Groups matrix, 1970. This model could
set out to reveal potential opportunities for the organization to
capitalize on.

# Product
1 LV Power Wires & Cables
2 LV Fire Alarm Cables
3 LV Instrumentation and control cables
Stars Question




Cash
Cows
Dogs

2.1 BCG analysis
Stars Problem Child
N/A LV Fire cables, control and instrumentation are considered to be problematic children in Jeddah Cables portfolio, since they
possess small market share in a relatively new high growing market with respect to the LV wires and cables all over the
GCC. The main reasons for that are as follows:
The relative small number of product quality and type tests certificates, especially UL-certificates, which negatively affect
customers' perception of Jeddah Cables quality.
No approvals from ministries of defense in GCC countries, due to the few numbers of certificates, which limit the sales to
low quality customers.
No available technical catalogues, which negatively affect customers' image of Jeddah cables' technical competency.
Cash Cows Dogs
N/A The LV power wires and cables are considered to be dogs for the following reasons :
Relatively high prices with respect to competition, which makes customers switch to approved cheaper competitors.
Lack of stock mix availability and long delivery periods (6-8 weeks), which makes customers, goes for other faster
delivery manufacturers (4-6 weeks), since they would like to have short delivery periods.
These two reasons force the customers to switch to fast suppliers and increase the customer churn.
3.0 Macro-Environment Audit
3.1 PESTEL analysis
P
o
l
i
t
i
c
a
l

The Arab Spring, which created instability in numerous countries in the Middle East and North Africa region, catalyzed some
discontent in some GCC countries. While this was short-lived and quickly contained, it remains a risk (Deloitte, 2013).
In Qatar, thronging of Tamim Bin Hamad Al-Thani was unpredictable event with a lot of rumors about it, which may lead to a political
instability due to Tamim's new domestic and foreign policies (Deloitte, 2013).
In Kuwait, The threat of domestic political unrest is growing due to many political and religious aspects; also the political disagreement
with Iraq and other neighbors may threaten regional stability too. (Deloitte, 2013).
In Bahrain, the continuing struggle between the minority Sunni Muslims authorities and majority Shiaa citizen is elevating, which
results an unstable environment for the country development (Deloitte, 2013).

This political instability decreases the size of the market, moreover subject more pressure on the consumers decisions since they demand
short delivery period, to crash the project schedule to finalize the project in the shortest period, to secure their payments before any
changes in the country policy occur, which makes customer usually switch to faster suppliers increasing the customer churn.
Market Growth
R
e
l
a
t
i
v
e

M
a
r
k
e
t

S
h
a
r
e


7
0
3

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E
c
o
n
o
m
i
c
a
l

GDP: Demand for cables is closely linked to the overall economic activity and
conditions that are measured by GDP. GDP in the Arabian Gulf region is usually
affected by oil prices.
LME: Raw material prices, especially copper (70% of the cost of the cables); is
consistently fluctuating according to London Metal Exchange (LME, 2013), this
could stop the stock's sales operation or to sell under the production cost in case of
the sudden hard depression in the LME's copper prices causing major losses, while
Jeddah cables are stocking cables on high LME's copper prices, which makes
customer goes for those who has a better prices, increasing the customer churn.

S
o
c
i
a
l

Inadequately educated workforce: Most of GCC courtiers depend on the expatriates in their work force, and usually the investors try
to get cheap work force from countries like India and Pakistani, where combined they possess 62% of the work force in GCC(Arab
news, 2013). Recently GCC but some regulations for national work force percentage, and K.S.A consider being the highest work
percentage which increase the operation cost with respect to the other GCC cables suppliers, makes the customer switch for lower price
approved cables, which increasing customer churn.
T
e
c
h
n
o
l
o
g
y

Manufacturing Technology: The Company relies on specialized technology for the production of its cables. However, rapid
technology developments have helped many competitors to reduce their capitals by purchasing some Chinese production machines with
approximately half the cost of European machine manufacturers, this give the competitors an edge in costing.
Material: there are several insulation materials that emerged in the last decade as LS0H, which consider being a next step for natural
wires' insulation, which needs update to production lines or replacement of some machines.
These two factors affect the costing process of the cables leading to high cost cables, which makes the customer switch for lower price
approved cables, increasing customer churn.
E
n
v
i
r
o
n
m
e
n
t
a
l

Power saving and low losses regulation: The authorities now are aware of the human consumption of resources' impact on the
environment that is why they have raised their technical specification to decrease the losses of the electrical network as possible, which
increase the designing cost of the cables, moreover it lengthen the planning process due to the amendment of the production process as
per each order for each country separately, which gives advantage for the local manufacturers, where mainly they amended their
manufacturing process to manufacture the standard of their countries, leading to a better planning cost.
L
e
g
a
l

Governmental polices: As far as cables are concerned, the Governments decisions to initiate large-scale projects are considered the
main driver of demand. These decisions include those relating to infrastructure and construction projects such as electricity and
communication networks, residential and commercial buildings, as well as transport infrastructure, which affect the cables market
heavily.
Restrictive Labor regulations: Except Bahrain and UAE, all GCC countries have a strict labor regulation, which require a sponsorship
from a national citizen, and give the sponsor a full authority and control over its labor force, where it is very difficult to headhunt or
recruit someone with background in same field, since any sponsor will never let his employee go for competitor.
Inefficient government bureaucracy: The governmental authorities are characterized by bureaucracy, modest qualification staff and
long process to commence any plan, which affect the communication efficiency and process.
3.2 Porters Five Forces
I
n
d
u
s
t
r
y

c
o
m
p
e
t
i
t
i
v
e

r
i
v
a
l
r
y


Rivalry force has a high impact on customer churn since if the customer finds a better price, available and approved cables by the
consultancy party he will immediately switch for it, and that is for the low differentiated product and high competitive
environment of GCC countries. Each GCC country has main players, and always the national manufacturer has an edge in price
due to shipping cost and availability due to its existence, taking in consideration there are 26 cable manufacturers in the region.
The manufacturers /market are as follows:

Kuwait Bahrain Qatar Oman UAE
Leader Gulf Cables
(National
manufacturer)
Ducab Elsewedy
(National
manufacturer)
Oman
(National
manufacturer)
Ducab
(National
manufacturer)
Challenger Oman Cables Jeddah Cables Oman Cables Nuhas Oman
(National
manufacturer)
Oman Cables

T
h
r
e
a
t

o
f

s
u
b
s
t
i
t
u
t
e
s

The cables industry doesn't have any substitution according the current technology, since it is the most efficient way of
transmitting electricity (Newell,1983). even recently there was an initiation for the wireless electricity transmission in June
2007. A research team succeeded to develop theories from Nikola Tesla's theories that allowed them to transmit the electricity
wirelessly for couple of meters to light a bulb with efficiency 40%, years later the wireless electricity (Witricity) has been
commercialized. But still these technology limited in efficiency, range and power, also can't beat the 98.9% transmission
efficiency of the current technology (MITnews, 2007), which makes substitution force a minor impact force on customer churn.

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T
h
r
e
a
t

o
f

N
e
w

E
n
t
r
a
n
t

The GCC authorities had dedicated 1.8 trillion USD for its projects in the next decade, which will attract more investors in many
fields, but it needs at least 13 Million USD to start a small production capacity plant with European machinery and half the
investment in case of Chinese machinery and 2 years of construction, moreover 2 years to possess a reasonable market share,
currently the market doesn't attract any investors, but it may be very attractive when the market grow again. Due to the
investment in the region as football world cup 2022 in Qatar, and EXPO 2020 in Dubai, these events make of new entrant threat
a high impact force on future customer churn, since a cheaper approved manufacture in the future will sure cause the customer
to switch.
C
u
s
t
o
m
e
r
s

B
a
r
g
a
i
n
i
n
g

p
o
w
e
r

Distributors: they get 5-8% discount on Jeddah Cables' normal prices for the bulk quantities.
EPC contractors has a high value project, they may have a discount on the Jeddah cables' prices, for large scale projects they
get from 8-10% discount from the normal Jeddah Cables prices.
Ministries are the highest negotiator not just for the large quantities it takes, they could get 12-16% discount from the Jeddah
Cables' prices.
The customer bargaining power is a high impact force on customer churn, since when customer possess a higher order volume he
can negotiate for a better price, where he can find better prices and delivery period among cables manufacturers.
S
u
p
p
l
i
e
r
s


B
a
r
g
a
i
n
i
n
g

p
o
w
e
r


Suppliers bargaining force will always lie in the cash on delivery and down payment terms, since the price is relatively the same
for all suppliers, while they differ in the capacity supplied. This force could be considered a low impact force on customer churn,
due to the relatively high bargaining power of Jeddah Cables due to its high consumption capacity among the middle east cables
suppliers.
4.0 Task Environment Audit
The following section's data has been gathered as per a survey included 3 distributors and 3 major EPC
contractors in each GCC country, 5 regional sales managers phone interviews from different GCC
manufacturers and integer-research MENA region review:
4.1 Customer audit
Electrical Ministries EPC contractors Distributors
C
h
u
r
n

%

'
0
9
-
'
1
3

Electrical ministry segment's revenues is
increasing YOY
YOY churn is ranging 9-13% YOY churn is ranging 7-9%
R
e
a
s
o
n

f
o
r

C
h
u
r
n

There is no complaints' history within that
segment.
Their major problem that some
cables' demand is lower than the
minimum manufacturing order
quantities.
Jeddah cables has long period of
deliveries.
Jeddah cables Offices usually compete with
them in the local market.
Jeddah cables has long period of deliveries.
Relatively high prices.
S
i
z
e

50% of the total demand in the GCC
market.
30% of the total demand in the
GCC market.
20% of the total demand in the GCC market.
D
e
s
c
r
i
p
t
i
o
n

&

B
e
h
a
v
i
o
r

The ministries in the GCC are as follows:
MEW - Kuwait.
EWA Bahrain.
DEWA - UAE
ADWEA - UAE
SEWA UAE
PAEW - Oman
Kahramaa Qatar
They purchase their orders through tenders,
in bulk quantities. But they are
bureaucratic, delay payments, and demand
long procedures contain a lot of
documentations in shipping the products.
They usually have averagely high
demand starts from 1 million to 15
million SAR. Usually they deal in
LC payments which considered
being low financial risk.
They usually have a high demand for fast
moving wires and cables, they target the
retailers and the projects lower than 1 million
SAR, they possess high bargaining power due
to their constant reasonable demand. They deal
always on open account bases, which make
them high risk customers financially, but they
have relatively high margin with compare to the
other segments.

N
e
e
d
s

They require a lot of quality system and
product certificate and some may assign a
third party quality auditor to perform on
site audit on the factory to evaluate its
process.
They usually take a discount 12-16%
under normal market prices.
Their main concern is the price
and the approval of the cables
from the project's assigned
consultancy office.
They usually take a discount 5-
12% discount under the normal
market prices
They usually need support of their suppliers
to don't compete with them in the local
market. Also to provide them a competitive
prices.
They usually take discounts from 5-10%
under normal market prices.

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L
o
y
a
l
t
y

They have no loyalty. Who will provide a
better price will win the tender.
Loyalty will be affected by the
supplier's delivery period, cheap
prices and technical support.
Loyalty will be affected by the supplier's
coverage acts and low prices to secure profit
margin, and availability of wires and cables.
4.2 Product Trends in the LV market
LV power wires and cables LV fire alarm cables LV Instrumentation and control cables
These cables used to transmit power; it has
a new trend called LS0H cables which most
consultancies recommend in high rising
buildings due to its low fumes emissions.
Fire alarm cables and its systems have
been an obligation lately for all buildings
in GCC countries, and for years the
market depended on importing these
types of cables.
Cables manufacturers consider the LV
Instrumentation and control cables to be profitable
cable segment especially in the GCC countries,
due to the huge investment in oil and gas segment
and the high tech. buildings management systems
(BMS) which spread recently in GCC counties.
These trends have a high impact on the customer churn since the unavailability of these ranges cause the
customer to switch to other competitors who have the full range, in order to avoid pre-qualifying multiple cables
suppliers for the same project, which consider to be a lengthy process for a contractor.
4.3 Market Size Low Voltage Cables
In the GCC, there has been a dramatic increase in demand for LV wire and cable. GCC wire and cable
consumption more than doubled between 2003 and 2008, from 461,000 tons to 1.1 million tons in 2008, the
following data illustrate the following years (MESC, 2013).
Consumption by
Country ('000 tons)
2007 2008 2009 2010 2011 2012
Total 907 1093 949 994 1119 1204

2008 2009 2010 2011 2012
GCC Consumption Percentage increase 21% -13% 5% 13% 8%
GCC Production Capacity percentage increase 10% -9% 18% 11% 13%

4.4 Market Growth
The value of construction projects planned for the GCC up to
2018 is estimated at US$1.8 trillion (Deloitte, 2013). Wires and
Cables value considered to be 10% of that number, and varies
according to the nature of the project. Decreasing customer
churn and engaging customer loyalty program will secure a
sustainable advantage that secure a leading market share of
these upcoming projects.
4.5 Market share
Jeddah Cables current market share of GCC is 6% of the total GCC revenues' value, even Jeddah Cables
production capacity share is 9%. At mean while Ducab considered to have approximately the same production
capacity while it possess 14 % of market's total revenues (MESC, 2013), the reason is that Ducab developed its
LV fire, instrumentation, and control cables to possess a leading position in the market, which emphasis the role
of acquiring new market trends mentioned in (point 4.2), in order to maximize profits, mean while having this
broad cables portfolio reflect the technical competency of the company which help in customer retention, also
these types of special cables' revenues has profit margins more than other LV wires and cables.


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5.0 Market strategy audit
5.1 Strategy Analysis
Jeddah Cables dedicating 65-75 %of its production capacity for the
Saudi Electricity Company, around 15% for Dubai Electricity
Company, 15% for its sister distribution company Hesham Elsewedy
Establishment which focuses mainly on K.S.A, and 5-15% for aboard
operations. This formula secures a high turnover since ministries'
orders are bulky and easy to plan through production, but with narrow
profit margin, while other strategy like focusing on distributors and
EPC consider containing risks due to their unpredictable demand, by
applying the Survival Matrix devised by marketing strategist,
Professor Malcolm McDonald (2005, p.15-18), Jeddah Cables' Dying
quickly position is calculated to need a more efficient Strategic plan
to achieve a thriving status.
5.2 Resources
There are a lot of tangible resources for Jeddah Cables:
High manufacturing Capacity, which give the edge of economy scale.
Regional office in each GCC country which could facilitate the dealing with EPC and distributors, also
it could act as an intelligence unit which could help in the project forecast, which help to develop a
better planning that result a better cost and stock mix.
In-house copper production facility, which improves the supply chain process leading to better delivery
periods.
Also intangible as follows:
High brand equity all over GCC
Strong sales team
Good relations with no-complaints with
ministries of GCC countries.
6.0 Market Organisation Audit
There is a lack of communication between the abroad business units, where they don't share their consultancies'
approvals certificates; even it could be a great retention tool, since it will maintain the customer perception of
Jeddah Cables product quality due to the approvals of multiple well-known international consultancies, which
decreases the customer churn.
7.0 Market System Audit
The installation of enterprise resource planning (ERP) system is a great planning tool that enables the managers
to act strategically, and help to sort the planning process in order to meet tight delivery lines to decrease churn.
8.0 Market Function Audit
The plan has already discussed the product, place, prices; the following will be the remaining of the 7ps
Promotion There are no promotional schemes of any type, and marketing activities is limited to participation in exhibition,
where most of marketing activities is assigned to sales forces.
Process Ordering processing is very long with respect to competitors, where the minimum delivery for LV wires and cables
is 8-10 weeks, where some competitors as Ducab provides 4-6 Weeks.
Physical
evidence
The website of Jeddah Cables is poor.
Weak representative LV power wires and cables catalogue.
No LV fire, instrumentation and control cables catalogue.
People There a lot of qualified employees and managers in Jeddah Cables, but they need to have some soft skills training in
the field of customer service skills.

9.0 Market Productivity audit
The profit margin has been diminishing since 2009, for two main reasons, firstly Customer churn in EPC and
Distributor segment, secondly the corporate strategy that focus on the ministries despite its narrow profit margin
and its complicated approving process per each order. The following table illustrate the previous reasons

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numerically.
Million SAR 2009 2010 2011 2012 2013
Sales 1,499,870,544 1,879,685,204 2,266,489,229 1,951,798,150 1,907,521,177
Net profit margin 53,833,291 30,718,245 10,787,858 9,876,521 7,628,871
Cash Flow (Negative) Positive (Negative) (Negative) (Negative)
Ministries % of revenues 72% 74% 76% 78% 81%
EPC % of revenues 10% 9% 8% 7% 6%
EPC YOY customer churn
- 9% 10% 11% 13%
Distribution % of revenues 18% 17% 16% 15% 13%
Distribution YOY customer churn
- 7% 6.8% 7% 9%
9.1 Average churn percentage could be calculated as follows
% =
( %) %+( . %) %
%+ %


% =
. % %+. %
%+ %
= . %
10.0 SWOT
Strengths Weakness
In-House copper rod facility secures half of the demand.
Abroad offices in each GCC country.
High production capacity (6
th
all over the MENA).
Prominent manufacturer and strong brand equity in power
cables market.
Strong relationship with ministries.
Strong sales team.
EPR system EPICOR
Relative high cables' designs cost.
Relatively long delivery periods.
No promotional schemes.
Weak website
Weak LV power wires and cables catalogue.
No Special wires and cables catalogue.
Weak marketing activities.
Weak connection with consultancy offices.
Equipment and operational costs risks, and business disruption risk
Dependence on key customers
Short products' approval certificates.
Opportunities Threats
GCC's low voltage cables market is constantly growing. Cost depends on constantly fluctuating due to copper prices.
Credit risk with the customer, which may affect the cash flow.
Pure competition market.
Bureaucratic governments.
Low entry barriers for new entrants.
Economical disturbance in the world's economy.