Fazzal Mills

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Tactical & Strategic Report on Fazal Textile Mills
The Tactical & Strategic Report

Fazal Textile Mills
Tactical & Strategic Report
Substantial interest, recent commentary and overall performance speculation persuaded DataGroup Analysts to publish
the new edition of the Tactical & Strategic Report on Fazal Textile Mills - now available as the 2011/2012 Edition. The
new 2011/2012 Edition of the report represents a complete re-evaluation, re-assessment and re-formulation of the last
edition. The results are extensive, far reaching and essential research for all those searching for highly sophisticated
Tactical & Strategic information on Fazal Textile Mills.
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Report
Covera The Tactical & Strategic Report on Fazal Textile Mills
ge
Version /
Edition 10
This site shows the contents, data classes and data sets found in The Tactical & Strategic Report
on Fazal Textile Mills. This example identifies all the main data classes, however it represents the
minimum database configuration. Individual databases on Fazal Textile Mills will contain supplemental
data. Editions are updated at least monthly. The current edition comprises of 10507 web pages, 12836
spreadsheets, 12947 database tables, 447 diagrams & maps. Contents change for each edition.
The Tactical & Strategic Report on

Fazal Textile Mills
The report
DVD is
designed
to give
readers a
highly
detailed
insight
into Fazal
Textile
Mills.
Whatever
your
interest in
Fazal
Textile
Mills, as a
manager,
analyst,
investor,
sharehold
er, or
competitor
, you will
not find a
more
compellin
g,
comprehe
nsive or
authoritati
ve report.
The Tactical & Strategic Report on Fazal Textile Mills has the following coverage:-
Report Contents:- The report has three main constituent parts, the Corporate data, the Market
Research data, and the Business Planning tools. In addition there is a host of reference information
provided.
Corporate Coverage:- The report covers the main Subsidiaries, Divisions & Geographic Market
areas of Fazal Textile Mills.
Product Coverage:- The report covers the major Product Groups and Product Areas of Fazal Textile
Mills.
Market Coverage:- The report covers up to thirty Market Areas, Product and Market Sectors for
Fazal Textile Mills.
Geographic:- The report covers Company home markets plus fourteen other important national
markets within the trade cell. Also covered are the Regions or States within each country.
Time Series:- The Report covers both Historic and Forecast data. The Historic data covers the
previous 3-6 years and the Forecast data is presented in two time series, being: a Medium-Term
forecast for the years up to 2016 and a Long-Range projection for the period 2016-2028.
Report
Overview The Tactical & Strategic Report on Fazal Textile Mills
Overview
The volumes are instruction manuals which indicates the essential elements of the Tactical &
Strategic Report on Fazal Textile Mills in relation to the attached DVD tables and spreadsheets. Version
/ Edition 16 (and later) of this product contains substantially more data than in previous versions or
editions and thus the quantity and complexity of the data makes it is virtually impossible to produce an
easily usable hardcopy printout, as this would run into many tens of thousands of printed pages.
Therefore, to assist users, these manual describe how to extract from the DVD databases the specific
information required, and then print a hardcopy document if required. The current edition comprises of
10507 web pages, 12836 spreadsheets, 12947 database tables, 447 diagrams & maps. Contents
change for each edition.

Corporate Index Market Research Notes Planning Methodology Client Services PureData Home Order
The
The Current The Strategic
Tactical The Survey Analysis
Analysis Analysis
Analysis
Volume 1 Volume 2 Volume 3 Volume 4

The CURRENT ANALYSIS is The TACTICAL The STRATEGIC The IMAGE + SURVEY
designed to provide the ANALYSIS ANALYSIS is ANALYSIS gives a tabular &
normal type of financial data undertakes an intended to give an graphic analysis of the
plus additional financial & appraisal of extremely far prevalent image of Fazal Textile
operating data. Fazal Textile reaching strategic Mills in terms of customers,
Mills which is analysis of Fazal distribution channels &
The Products & Markets most used to Textile Mills and competitors. Overall National
critical to Fazal Textile Mills in evaluate and thereby explore the Surveys are provided as a point
the Medium and Long Term. forecast short medium and long of comparison.
BASIC COMPANY DATA term tactical term problems and IMAGE + CUSTOMER
issues & opportunities for SURVEYS: The Company can
FINANCIAL DATA: 90 pages factors; plus Fazal Textile Mills. greatly benefit from knowing what
of Financial + Accounts Data. highly detailed This provides a vital their customers think and how the
forecasts on input to Corporate company might improve products
OPERATIONAL DATA: the Company's Planning and or services.
Operating Finances, Margins sales, financial, Development.
+ Costs. operational & PERFORMANCE: Credibility,
marketing Customer Confidence, Reputation,
MEDIUM + LONG
THE MARKET: The Total performance TERM STRATEGIC Staff Efficiency & Performance,
Market by Country, by State during the next CONSIDERATIONS: Integrity, Truth + Honesty, Written +
or Region, by Year 1997- 7-14 years. Long Term Market & Verbal Communications, Customer
2016. Product Forecast, service - Handling - Complaints -
A DETAILED Consumption Problems, Comprehension +
MARKET CONSUMPTION: FORECAST: Forecast, Long Awareness of Product, Customer
90-100 pages of Market Turnover, Range Forecast for Response + Information,
Consumption & Market Trend Profitability, Products, Product Promotion, Advertising,
figures are given by EACH Productivity, Growth, Factors for Documentation, Contracts. Current
COUNTRY, STATE, Market Shares, Profitability. & Forecast Data.
REGION by EACH Awareness +
INDUSTRY, PRODUCT Perceptions, MARKET STATUS, STANDING,
Group and/or MARKET Rating, Sales, ENVIRONMENT: COMPETITIVENESS: Operatio
Sector by YEAR to 2016. Advertising, Growth, Structure, ns, Manpower, Costs, Margins,
PRODUCT PROFILES: Products, Service, Customers. Products, Managers, Corporate,
Product Profiles for Each Competence, Distribution, Customers, Marketing,
product by country by year to Quality, Pricing, THE PRODUCT: Life Competition, Reputation,
2016. Competitors, Cycles, Market Promotion, Competence. Current &
Performance, Share, Product Forecast Data.
Market coverage is designed Superiority, Quality, Product
to encompass not only the Service, range, Profitability, THE SURVEYS Over 600 vital
existing markets for Fazal Customer Pricing, Service questions answered in these
Textile Mills products, but Base, Costs, Quality, New surveys. Analysis isolates the
also areas of market Margin, Products. person behind the purchase
expansion, product Distribution. decisions (at various levels) and
segmentation, parallel COMPETITION: analyses the situation before,
markets, et al. By the same FINANCIAL Market Share, during and after the purchase.
token the data excludes FORECAST: Profitability,
those market areas or sectors 90 pages of Competition, Market. END USERS +
which are unavailable to Financial + CONSUMERS: Figures by EACH
Fazal Textile Mills for Accounts Data. THE INDUSTRY: Country, Company, Division by
whatever technical or Industry Growth, each CONSUMER Question.
commercial reasons. OPERATIONA Costs,
Capacity, BUYERS: Figures for Buyers by
L FORECAST: Productivity, Labor, EACH Country, Company, Division
PRODUCT MARKETING: Operating Unionization, Capital by each BUYER Question.
Sales & Selling; Distribution + Finances, Structure,
CONSUMER OR BUYER
Handling; Advertising; After- Margins + Investment, Margins,
LEVEL: The Buyer Profile is a
Sales; Marketing Costs. Integration,
matrix by YEAR & by AGE Group (7
Marketing costs,
ranges) by Social Class (6 ranges)
MARKETING: Sales & THE Process, Distribution,
by Geographic Location. Current &
Selling Costs; Distribution + INDUSTRY Market Penetration.
Forecast Data.
Handling Costs; Advertising Figures given
DISTRIBUTION
Costs; After-Sales Costs; by EACH MEDIUM + LONG
CHANNELS: for EACH Country,
Total Marketing Costs. COUNTRY, TERM
Company, Division by each
STATE, STRATEGIES: Build,
DISTRIBUTION Question.
CUSTOMERS + SUPPLIERS REGION by Hold or Harvest
+ INDUSTRY by Regions, YEAR.
INDUSTRY
Cities & Towns. Structure: MEDIUM + LONG
PERFORMANCE: Analyses of a
Concentration: TERM
large number of questions on the
PRODUCT INDUSTRIES: Immediate CHECKLIST: Profitabilit
specific Performance of the
New Technology, Production, Customer Base y, Productivity, Market
Companies within the Industry.
Process Investments; P&E in Profile: Shares, Customers, Sales
Use; P&E Investments. Employment: Promotion, Product
NATIONAL SURVEYS: National
Cost Structure: Availability, Competence,
Surveys are given to enable one to
PRODUCT INDUSTRY Inventory Products, Quality, Pricing,
compare and evaluate the
FINANCES: Profits/ Total Structure: Competitors, Performance,
Company's survey results with the
Assets; Profit/ Sales; Sales/ Capital Service, Customer Base,
National averages and norms.
Total Assets; Profit/ Capital Expenditure Costs & Margins, Distribution
National Surveys can also be
Employed; Sales/ Employee; Structure: Channels, Forecast of
regarded as being the Competitive
Capital Employed/ Employee; Industry Financial + Operating Data.
averages for each National market
Profit/ Employee; Finances.
- thus one can see the relative
Remuneration/ Employee; MEDIUM + LONG
performance of Fazal Textile Mills
Sales/ Payroll; Sales/ Stock; MARKETING TERM CHECKLIST
in the market-place. In competitive
Current Ratio; Credit periods. FORECASTS: is a working plan or
markets, Image and Customer
Marketing + document for the
Surveys on the competitors isolate
INDUSTRY: Technology + Competitive critical factors which
and identify problem areas for the
Process Investments; P & E Forecast & influence Fazal
competitors and thereby identify
in Use + Investments. Analysis. Textile Mills in
opportunities for Fazal Textile Mills.
strategic terms. The
National Surveys cover all the
SHORT TERM data is given as a topics mentioned above for Fazal
STRATEGY + matrix by Subsidiary, Textile Mills Image Surveys.
TACTICS: Division, Unit or
Product Market sector. COMPANY SURVEYS The
Markets, information in this section is based
Product CRITICAL LONG on the results of surveys and similar
Conclusions, RANGE research amongst the Customers,
Product & FORECASTS - Long Branch Networks & Distribution
Market Price, Term Market & Channels, Buyers and Suppliers of
Segmentation, Product Forecast - Fazal Textile Mills. The data is
Quality, Overall Market given relative to the Subsidiary,
Availability, Forecast for the Division, Unit or Market sectors.
Performance Industry - Long
Variances, Range Country /
Technological Trade Cell
& Technical Forecasts - Long
Factors, Term Product Growth
Service,
Product THE LONG-TERM
Fragmentation, MARKETS The
Distribution, Market section
Customer consists of a LONG-
Factors, TERM MARKET
Psychographic CONSUMPTION
s, Market forecast giving data
Stretching, for each year from
Merchandising, 2016-2028. Market
Pricing, Selling, Consumption &
Marketing Market Trend figures
Back-up, are given:- by each
Market-places, Country/ State /
Customer Region by each
Base, Product Group and/or
Distribution, MARKET by YEAR
Market Routes, 2016-2028
Distribution
Logistics, LONG-TERM
Control PRODUCT
Systems, PROFILES Figures
Distribution, are given by each
Handling Country / State or
Costs, Region by each
Advertising + Product and by Year
Sales (2002-2028). Market
Promotion, End data for each Product
User Targets, or Market Sector in a
End User matrix for all the
Factors, End countries or states in
User Sectors, the Long-Term.
Joint Ventures,
Short Term LONG-RANGE
Investment. PRODUCT
SUMMARY Figures
COMPETITIVE are given by EACH
ANALYSIS: Country / State or
The Region by each
comparison of Product. The
the Strengths PRODUCT
and SUMMARY will give a
Weaknesses of forecast for each
Fazal Textile Product or Market
Mills and its Sector in the Long-
major Term.
competitors in
the Trade Cell.
The forecasted
performance of
Fazal Textile
Mills is a
function of the
Company's
strengths and
weaknesses in
relation to that
of its
Competitors.
TACTICAL
ANALYSIS:
The tactical
analysis is
designed to
review, analyze
and isolate
certain critical
tactical
questions
which indicate
the short term
prospects for
Fazal Textile
Mills.
SHORT TERM
TACTICAL
ISSUES: An
analysis of the
Company's
short term
tactical issues
and relative
performance in
the Market-
Place.
Current
Analysis The Current Analysis of Fazal Textile Mills
Volume
1
400 pages
The CURRENT BASIC DATA ON FAZAL TEXTILE MILLS

ANALYSIS of
Fazal Textile FINANCIAL DATA: 90 pages of Financial + Accounts Data.
Mills is
designed to OPERATIONAL DATA: Operating Finances, Margins + Costs.
provide the
normal type of THE MARKET: The Total Market by Country, by State or Region, by Year to 2016.
financial data
plus additional MARKET CONSUMPTION: 90-100 pages of Market Consumption & Market Trend
financial & figures are given by EACH COUNTRY, STATE, REGION by EACH INDUSTRY,
operating data PRODUCT Group and/or MARKET Sector by YEAR to 2016. PRODUCT PROFILES:
which is not Product Profiles for Each product by country by year to 2016.
normally
available from Market coverage is designed to encompass not only the existing markets for Fazal
published Textile Mills products, but also areas of market expansion, product segmentation,
accounts. parallel markets, et al. By the same token the data excludes those market areas or
sectors which are unavailable to the Company for whatever technical or commercial
The report reasons.
provides
coverage of all PRODUCT MARKETING: Sales & Selling; Distribution + Handling; Advertising; After-
the Major Sales; Marketing
Products &
Markets MARKETING: Sales & Selling Costs; Distribution + Handling Costs; Advertising
(supplied and Costs; After-Sales Costs; Total Marketing Costs.
serviced by
Fazal Textile CUSTOMERS + SUPPLIERS + INDUSTRY: by Regions, Cities & Towns.
Mills) which
are perceived PRODUCT INDUSTRIES: New Technology, Production, Process Investments; P&E
to be the most in Use; P&E Investments.
important
areas for the PRODUCT INDUSTRY FINANCES: Profits/ Total Assets; Profit/ Sales; Sales/ Total
Company in Assets; Profit/ Capital Employed; Sales/ Employee; Capital Employed/ Employee;
the Medium Profit/ Employee; Remuneration/ Employee; Sales/ Payroll; Sales/ Stock; Current
and Long Ratio; Credit periods.
Term.
INDUSTRY: Technology + Process Investments; P & E in Use + Investments.
The Current
Analysis One main benefit is derived from the data given in respect of information gained
from the Customers, Distribution Network and Suppliers of Fazal Textile Mills. This
TABLE OF
research provides much insight into the Company and is invaluable if the reader is
CONTENTS
seeking to forecast the future of the Company, rather than just analyse the past.
VOLUME 1
VOLUME 1.1 INTRODUCTION
FAZAL TEXTILE MILLS BASIC DATA

VOLUME 1.2
KEY PERSONNEL: Chief Executive, Sales Director, Marketing Director, Export
Director, Marketing Manager, Export Manager, Technical Director, Technical
Manager, Chairman & other Directors.
Mainline product / service. Product / services provided. Bankers. Year established.
Current employees. Issued capital. Shareholders. Last published turnover.
Subsidiaries. Associated companies. Companies represented. Agencies.
Physical processing locations. Capital investment. Advertising expenditure.
Advertising media. Advertising posture. Sales promotion activity. Method of selling.
Distribution. Distribution network. Use of distribution channels.
VOLUME 1.3 FAZAL TEXTILE MILLS HISTORIC FINANCIAL + OPERATIONAL DATA

Total Sales; Domestic Sales; Exports; Pre-tax Profit; Interest Paid; Non-trading
Data (previous Income; Operating Profit; Depreciation; Trading Profit; Fixed Assets; Intangible
3 to 5 years) Assets; Intermediate Assets; Total Fixed Assets; Stocks; Debtors; Other Current
for Fazal Assets; Total Current Assets; Total Assets; Creditors; Short Term Loans; Other
Textile Mills. Current Liabilities; Total Current Liabilities; Net Assets; Shareholders' Funds; Long
Term Loans; Other Long Term Liabilities; Capital Employed; Directors'
Remunerations; Employees' Remunerations; Total Employees.
New Technology Expenditure; New Physical Process Technology Expenditure; Total

Research & Development Expenditure; Plant & Equipment in Use within the range 0-3
years; Plant & Equipment in Use within the range 3-6 years; Plant & Equipment in
Use within the range 6-9 years; Plant & Equipment in Use over 9 years old; Plant &
Equipment Investment greater than Depreciation; Plant & Equipment Investment Less
than Depreciation; Capital Expenditure on Plant & Equipment; Capital Expenditure on
Structures; Capital Expenditure on other Items.
Return on Capital; Return on Assets; Return on Shareholders' Funds; Pre-tax Profit

Margins; Operating Profit Margin; Trading Profit Margin; Assets Utilization; Sales as a
ratio of Fixed Assets; Stock Turnover; Credit Period; Creditors' Ratio; Working
Capital/Sales; Current Ratio; Quick Ratio; Borrowing Ratio; Equity Ratio; Income
Gearing; Total Debt as a ratio of Working Capital; Debt Gearing Ratio; Average
Remuneration; Profit per Employee; Sales per Employee; Remunerations/Sales;
Fixed Assets per Employee; Capital Employed per Employee; Total Assets per
Employee; Exports/Sales; Materials/Energy Costs; Payroll Costs; Total Process
Costs; Sales Costs; Distribution & Handling Costs; Advertising Costs; After-Sales
Costs; Total Marketing Costs; Added Value.
Capacity Utilization as a measure of Standard Capacity; Relative output of Products

of a Superior Quality as a % of the Total; Product Pricing as a % of the Market
Average; New Products as a % of the Total Output; Index of Comparative Salesforce
& Selling Expenditure; Index of Comparative Advertising Expenditure; Index of
Comparative General Promotional Expenditure; Wholesale Customers; End User
Customers; OEM & Commercial Customers; Consumer & End User Customers;
Governmental Customers; Non-Specific Customers.
VOLUME 1.4 THE MARKET ENVIRONMENT FOR FAZAL TEXTILE MILLS

Market Growth (both short-term & medium term) by each Product & Market Area is
There are four fully analysed in Volumes 2 & 3. The historic market data is presented in Volume 1.
basic issues to
investigate The Market Structure for Company products is very critical for profitability. The nature
when of the market, the location of the Market-Place, the customer base and the supplier
considering the structure is fully covered in Volumes 1, 2 and 3.
market
environment Market/s Serviced is the term used to denote the function between the product/s and
for Fazal services offered by Fazal Textile Mills and the particular market sector the marketing
Textile Mills. effort reaches.
BASIS OF MARKET COVERAGE The report provides coverage of all the Major
Further Market
Products and Markets supplied and serviced by Fazal Textile Mills. The reported
data is of
Fazal Textile Mills markets are those which are perceived to be the most important
course
area for the Company in the Medium and Long Term.
available as
part of the
In that this report is conceived as a Tactical and Strategic document it is felt important
After-Sales
to concentrate only on those markets which represent the corner-stone of Company
and Hot-Line
customer bases and not become involved in any peripheral activities of Fazal Textile
Service.
Mills.
VOLUME 1.4.1 MARKET SUMMARY

The Market Summary section consists of a historic and forecast breakdown giving
data for Company Domestic Markets plus 14 other markets within the trade cell, for
each year from 1997-2016.
COMPANY PRODUCT MARKET SUMMARY: Market Data & Financial figures are
given:-
by EACH COUNTRY / STATE
by EACH PRODUCT Group
and/or MARKET Sector
by YEAR 1997-2016
plus FINANCIAL data and forecasts
VOLUME 1.4.2 PRODUCT MARKET DATA
The Market section consists of a historic and forecast breakdown giving data for each
year from 1997-2016.
COMPANY PRODUCT MARKET CONSUMPTION:

Market Consumption and Market Trend figures are given:-
by EACH COUNTRY / STATE / REGION
by YEAR 1997-2016
VOLUME 1.4.3 MARKET SECTORS

The Market Sector section consists of a historic and forecast breakdown giving data
for Company Domestic Markets plus 14 other markets within the trade cell, for each
year from 1997-2016.
MARKET SECTORS: Market Sector figures are given:-

by EACH MARKET Sector
by YEAR 1997-2016
VOLUME 1.4.4 PRODUCT PROFILES

The Product Profile section consists of a historic and forecast breakdown giving data
for each Product covered in the report. Data is given for Company Domestic Markets
plus 14 other markets within the trade cell.
COMPANY PRODUCT PROFILES:

Product Data & Financial figures are given:-
by YEAR 1997-2016
plus FINANCIAL PRODUCT data & forecasts
PRODUCT DATA:
Structure: Concentration: Immediate Customer Base Profile: Employment: Cost
Structure: Inventory Structure: Capital Expenditure Structure: Industry Finances.
VOLUME 1.5.1
CUSTOMERS
Figures for Products are given:-
by EACH COUNTRY / STATE / REGION & CITY.
The data is given on a map of each country or state.
THE CUSTOMER BASE:

This section provides a guide to the distribution of the End Users in each market. The
data given is primarily intended for use when planning sales and distribution coverage
and for other promotional activities; to allow the formulation of salesforce and
distribution tactics whereby salesmen, distributors, service and distribution depots,
after-sales services, et cetera can be most effectively sited to ensure optimum
coverage of the customer base.
VOLUME 1.5.2 DISTRIBUTION

COMPANY PRODUCT DISTRIBUTION:

The Surveys of Suppliers and Distribution Channels reveal the geographic distribution
channels for products. In markets where the Distribution Channels are radically at
variance with the Distribution of the Customer Base, there are obviously logistic
problems in the supply and servicing of the customers; and this may represent an
opportunity for companies entering that particular national market to provide a
superior service and thereby gain market share. It is thus possible to analyse the
distribution of the Customer Base (being the Market) and the distribution of the
existing suppliers in order to evaluate whether or not customers are receiving
adequate service or product distribution.
KEY SERVICE CITIES:

Within each of the countries covered there are certain Key Service Cities which are
vital to the distribution and servicing of the Product Market or Industry. The maps give
these KEY SERVICE CITIES which are ranked according to their relative importance
in the base country concerned. Any company in the market or wishing to enter the
various national markets should consider the establishment of sales and distribution in
relation to these KEY SERVICE CITIES as they reflect the potential regional market
logistics for Products.
VOLUME 1.5.3
INDUSTRY EMPLOYMENT
PRODUCT INDUSTRY & EMPLOYMENT:

The maps in this section give the percentages of total employees involved in the
Product Industry in each of the regions or districts of the countries covered. The data
given covers manufacturing, production, marketing & distribution channel employees.
VOLUME 1.6.1 INDUSTRY FINANCIAL PERFORMANCE

by YEAR.
PROFITS BEFORE TAX: Net profits including investment income receivable,

excluding all deductions, interest & expenses.
PROFITABILITY: Profit before tax as a % of total assets.
PROFIT MARGIN: Profit before tax as a percentage of sales.
RETURN ON CAPITAL: Profit before tax expressed as a percentage of capital
employed.
LIQUIDITY: Current Ratio: current assets expressed as a ratio of current liabilities.
STOCK TURNOVER: Sales divided by stocks. The number of times stocks are
turned over in a year.
CREDIT PERIOD: Debtors divided by sales, multiplied by 365. The average number
of days taken before accounts are paid.
CURRENT LIABILITIES: Creditors, loans & bills payable, bank overdrafts, tax due &
other current liabilities.
SALES: Gross turnover including exports & inter-company sales.
TOTAL ASSETS: Fixed Assets at written down value, investments, current assets &
an allocation for goodwill.
CURRENT ASSETS: Debtors, cash, stocks at balance sheet evaluation, quoted
investments & other current assets.
CAPITAL EMPLOYED: Total Assets less Current Liabilities.
CAPITAL USAGE: Sales expressed as a ratio of total assets.
SALES PER EMPLOYEE: Sales divided by the number of employees. Includes
short-time staff & part-time staff.
CAPITAL EMPLOYED PER EMPLOYEE: Capital employed divided by the number of
employees.
PROFIT PER EMPLOYEE: Profit before tax divided by the number of employees.
AVERAGE REMUNERATION PER EMPLOYEE: Total employee remuneration
divided by the number of employees.
SALES PER UNIT OF EMPLOYEE REMUNERATION: The ratio of sales to the
wages bill.
CAPITAL EMPLOYED PER UNIT OF EMPLOYEE REMUNERATION: The ratio of
capital employed to Wages.
VOLUME 1.6.2 INDUSTRY PROCESSES

by YEAR.
PRODUCT INDUSTRY STRUCTURE: New technology investments. New production

& process investments. Plant & equipment in use: less than 3 years. Plant &
equipment in use: 3 - 6 years. Plant & equipment in use: 6 - 9 years. Plant &
equipment in use: over 9 years. Plant & equipment investments: less than
depreciation. Plant & equipment investments: equal to depreciation. Plant &
equipment investments: greater than depreciation.
NEW TECHNOLOGY INVESTMENT: The figures given represent investment in

Research & Development into New Technology, Product Technology (in terms of both
Products & Services) and other applications of Technology used in the Product
industry. The term 'Technology' denotes Technology, Techniques, Improvements,
Substitutions and other factors applied to the Product or Services offered by the
Product industry.
PRODUCTION TECHNOLOGY INVESTMENT: The term 'Production Technology'

denotes Technologies, Techniques, Processes, Automation, Mechanics, et cetera
which are applied to the process, production or other operations (manufacturing,
marketing or distribution) of the Product industry.
INDUSTRY CONCENTRATION: The largest 4 companies; the largest 8 companies;

the largest 20 companies; the largest 50 companies
INDUSTRY IMMEDIATE CUSTOMER BASE PROFILE: Wholesale establishments;

retail outlets; manufacturers & OEM buyers; government; other immediate customers.
INDUSTRY EMPLOYMENT: Total average Employment.
INDUSTRY COST STRUCTURE: Payroll; materials; value added.
INVENTORY STRUCTURE: Total inventory; finished products; work in progress;

materials.
INDUSTRY CAPITAL EXPENDITURE STRUCTURE: Total capital expenditure; plant
& equipment; buildings & structures: other expenditure.
Tactical
Analysis The Tactical Analysis of Fazal Textile Mills
Volume
2
750 pages
The TACTICAL A DETAILED FORECAST

ANALYSISundertakes Turnover, Profitability, Productivity, Market Shares, Awareness + Perceptions,
an appraisal of Fazal Rating, Sales, Advertising, Products, Competence, Quality, Pricing,
Textile Mills which is Competitors, Performance, Superiority, Service, Customer Base, Costs, Margin,
used to evaluate and Distribution.
forecast short term
tactical issues & FINANCIAL FORECAST: 90 pages of Financial + Accounts Data.
factors; plus highly
detailed forecasts on OPERATIONAL FORECAST: Operating Finances, Margins + Costs.
the Company's sales,
financial, operational The Financial & Operational Data forecasts given make the following
& marketing assumptions:-
performance during
the next 6 years.
1. Forecasts are based on an interaction of all external factors including:
a) Market Growth (Medium + Long Term),
The Tactical Analysis b) Competitive Factors &
TABLE OF c) Industry Factors
CONTENTS
VOLUME 2 2. Forecasts assume 'ceteris paribus' in terms of internal factors.
3. The forecast assumptions use Competitor databases to forecast changes in

competitive situations which will affect Fazal Textile Mills.
THE INDUSTRY: Figures given by EACH COUNTRY, STATE, REGION by
YEAR. Structure: Concentration: Immediate Customer Base Profile:
Employment: Cost Structure: Inventory Structure: Capital Expenditure Structure:
Industry Finances.
MARKETING FORECASTS: Marketing + Competitive Forecast & Analysis.
SHORT TERM STRATEGY + TACTICS: Product Markets, Product

Conclusions, Product & Market Price, Segmentation, Quality, Availability,
Performance Variances, Technological & Technical Factors, Service, Product
Fragmentation, Distribution, Customer Factors, Psychographics, Market
Stretching, Merchandising, Pricing, Selling, Marketing Back-up, Market-places,
Customer Base, Distribution, Market Routes, Distribution Logistics, Control
Systems, Distribution, Handling Costs, Advertising + Sales Promotion, End User
Targets, End User Factors, End User Sectors, Joint Ventures, Short Term
Investment.
COMPETITIVE ANALYSIS: The basis of the Competitive analysis is the

comparison of Fazal Textile Mills and the competitors which exist in the major
Trade Cell markets and industries in which the Company operates. The
comparison is made in terms of the Strengths and Weaknesses of Fazal Textile
Mills and its major competitors who together account for 80% of the cumulative
Market Share in the Trade Cell. The data is gained from research into the
Company's Customer and Distribution Channel Bases as well as those of the
other major competitors in each of the Trade Cell markets. The forecasted
performance of Fazal Textile Mills is a function of the Company's strengths and
weaknesses in relation to that of its Competitors.
TACTICAL ANALYSIS: The tactical analysis is designed to review, analyse and

isolate certain critical tactical questions which indicate the short term prospects
for Fazal Textile Mills. These issues are fundamental to the profitability of Fazal
Textile Mills and will indicate the performance during the next six years.
SHORT TERM TACTICAL ISSUES: A DATABASE analysis of various aspects

of the Company's short term tactical issues and relative performance in the
Market-Place. The data is given as a matrix by Subsidiary, Division, Unit or
Market sector.
VOLUME 2.1 FINANCIAL + OPERATIONAL FORECAST FOR FAZAL TEXTILE MILLS

Income; Operating Profit; Depreciation; Trading Profit; Fixed Assets; Intangible
Assets; Intermediate Assets; Total Fixed Assets; Stocks; Debtors; Other
7-14 YEARS of Current Assets; Total Current Assets; Total Assets; Creditors; Short Term
Forecast Data for Loans; Other Current Liabilities; Total Current Liabilities; Net Assets;
Fazal Textile Mills. Shareholders' Funds; Long Term Loans; Other Long Term Liabilities; Capital
Employed; Directors' Remunerations; Employees' Remunerations; Total
Employees
New Technology Expenditure; New Physical Process Technology Expenditure;

Total Research & Development Expenditure; Plant & Equipment in Use in the
range 0-3 years; Plant & Equipment in Use in the range 3-6 years; Plant &
Equipment in Use in the range 6-9 years; Plant & Equipment in Use: 9+ years
old; Plant & Equipment Investment greater than Depreciation; Plant &
Equipment Investment Less than Depreciation; Capital Expenditure on Plant &
Equipment; Capital Expenditure on Structures; Capital Expenditure - other.
Return on Capital; Return on Assets; Return on Shareholders' Funds; Pre-tax

Profit Margins; Operating Profit Margin; Trading Profit Margin; Assets Utilization;
Sales as a ratio of Fixed Assets; Stock Turnover; Credit Period; Creditors' Ratio;
Working Capital / Sales; Current Ratio; Quick Ratio; Borrowing Ratio; Equity
Ratio; Income Gearing; Total Debt as a ratio of Working Capital; Debt Gearing
Ratio; Average Remuneration; Profit per Employee; Sales per Employee;
Remunerations / Sales; Fixed Assets per Employee; Capital Employed per
Employee; Total Assets per Employee; Exports as a % of Sales Materials &
Energy Costs; Payroll Costs; Total Process Costs; Sales Costs; Distribution &
Handling Costs; Advertising Costs; After-Sales Costs; Total Marketing Costs;
Added Value
Capacity Utilization as a measure of Standard Capacity; Relative output of

Products of a Superior Quality as a % of the Total; Product Pricing as a % of the
Market Average; New Products as a % of the Total Output; Index of
Comparative Salesforce & Selling Expenditure; Index of Comparative
Advertising Expenditure; Index of Comparative General Promotional
Expenditure; Wholesale Customers; End User Customers; OEM &
Manufacturing Customers; Consumer & End User Customers; Governmental
Customers; Non-Specific Customers.
VOLUME 2.2.1 PRODUCT MARKETING FACTORS

by YEAR.
PRODUCT FACTORS: Quality. Approvals. Design factors / design

specifications. Physical criteria / physical parameters. R&D costs / development
costs / customization. Technology / technology factors & development. Product
life / longevity. Performance / product efficiency / product integrity. Reliability /
product failure / product defects. Operating criteria / product operation or usage.
Probability of technical development / technical. Product life cycle / product
obsolescence.
MARKETING FACTORS: Distribution / warehousing / handling costs.

Costs/prices at supplier sale price. Costs/prices at end user / retail sale price.
Stock availability / lead times / delivery. Sales promotion & sales costs.
Advertising posture & advertising costs. Competition / competitors'
aggressiveness & posture. Market share / relative market shares. Seasonality /
cyclical demand / demand fluctuations. Sensitivity to economic climate &
conditions. After-sales factors.
SUPPLIER FACTORS: Processing / production / handling facilities & capacity.

Processing/ handling capacity / flexibility of plant. Dependence on sub-
contractors / in-house supplies. Technical capabilities / new product
developments. Technological aptitude & innovations. Other capacity. Own
buying influence / economies of scale. Alternative suppliers base.
Commitment/capacity of other suppliers. Price advantages & pricing amongst
other suppliers. Conditions of sale / terms of trading.
DISTRIBUTION / CUSTOMER INTERFACE FACTORS: Technical / marketing

capabilities & capacity. Distribution facilities & manpower availability.
Commitment to other suppliers. Sales volumes / turnover required. Margins /
added value. Captive customer base / customers handled. Area/s serviced &
geographic coverage. Sales promotion / advertising / salesforce. Effects on
existing products & customer base. Cash-flow requirements of distribution
channel. Capital requirements.
CUSTOMER FACTORS: Propensity to consume / demand factors. Product

purchase background / past product purchase. Purchasing criteria -
commercial. Purchasing criteria - motivational. Purchase price / acquisition
costs / product costs. DMU susceptibility / customer awareness.
VOLUME 2.2.2 MARKET SEGMENTATION

MARKET SEGMENTATION: Pricing - lower price; pricing - higher price;

availability - greater availability; availability - reduced availability; convenience
factors; distribution factors; customer factors; Psychographics; branding; multi-
branding; market stretching.
PRODUCT SEGMENTATION: Quality - higher quality; quality - lower quality;

performance variances; technological & technical factors; warranty variances;
service factor variances; product fragmentation.
VOLUME 2.2.3 PRODUCT LAUNCH / REVISION DATA

by YEAR
PRODUCT LAUNCH / REVISION DATA: By year. Adoption rates : product

revisions
ADOPTION RATES: New products; conversion ratios : product revisions;

conversion ratios : new products
POTENTIAL FIRST YEAR GROWTH: Product revisions; potential first year

growth : new products.
VOLUME 2.2.4 PRODUCT MARKETING COSTS

by YEAR.
MARKETING COSTS: BY YEAR: Sales & selling costs. Sales & selling costs :
during product launch. Distribution / warehousing / handling / processing costs.
Distribution / warehousing / handling / processing costs : during product launch.
Advertising / promotional costs. Advertising / promotional costs : during product
launch. After-sales costs. After-sales costs : during product launch. Total
marketing costs. Total marketing costs : during product launch.
VOLUME 2.3 TACTICAL PRODUCT PROFILES

Tactical Product Profiles consists of a breakdown giving data for each Product
covered in the report.
TACTICAL PRODUCT PROFILES: Product figures are given:-

by YEAR 1997-2016 + PRODUCT data & forecasts
VOLUME 2.4 TACTICAL PRODUCT SUMMARY
The PRODUCT SUMMARY section provides an overview for each Product
Sector in the Present & Medium-Term.
MARKET GROWTH RATES: Average Annual Growth Rate to 2016;
MARKETING COSTS: % of Turnover: ~ Sales & selling costs ~ Handling costs

~ Advertising costs ~ After-sales costs ~ Marketing costs;
INVESTMENT: INVESTMENT % of Turnover ~ New technology investment ~

Process technology investment;
PLANT & EQUIPMENT: % of Total P&E by Age groups;
P&E INVESTMENT: % of Companies by Depreciation levels;
INDUSTRY FINANCIAL DATA: Profit/ total asset ~ Profit/ sales ~ Sales/ total
assets ~ Profit/ capital employed ~ Sales/ employee remunerations ~ Capital
employed/ remunerations ~ Sales/ stocks ~ Current ratio ~ Credit taken;
INDUSTRY PROFILE: INDUSTRY CONCENTRATION % OF TOTAL

REVENUE by Company size ranges;
CUSTOMER BASE PROFILE: % OF TOTAL REVENUE ~ Wholesale ~ End

User ~ OEM + trade buyers ~ Government ~ Other customers;
COST STRUCTURE: % OF TOTAL REVENUE ~ Payroll ~ Materials ~ Value

added;
INVENTORY STRUCTURE: % OF TOTAL REVENUE ~ Total inventory ~

Finished products ~ Work in progress ~ Materials;
CAPITAL EXPENDITURE: % OF TOTAL REVENUE ~ Total capital expenditure

~ Plant & equipment ~ Structures ~ Other expenditure.
COMPETITIVE COMPETITIVE ANALYSIS

ANALYSIS The general basis of the following analysis is the comparison of Fazal Textile
Mills and the various competitors which exist in the major Trade Cell markets
and industries in which the Company operates. The comparison is made in
terms of the Strengths and Weaknesses of Fazal Textile Mills and its major
competitors who together account for 80% of the cumulative Market Share in
the Trade Cell.
The data is gained from research into the Company's Customer and
Distribution Channel Bases as well as those of the other major competitors in
each of the Trade Cell markets. The forecasted performance of Fazal Textile
Mills is a function of that company's strengths and weaknesses in relation to
that of its competitors. This function and the conclusions thereof drawn are
projected from the various forecasts contained below.
PRESENTATION OF This section analyses some 180 major items in relation to product and
THE ANALYSIS market sectors. Thus some 2700 competitive considerations and issues are
discussed and analysed. Clearly it would be extremely difficult, and indeed
overwhelming in length, to produce this analysis only in prose and thus the data
is presented in terms of a database analysis.
In order to interpret this presentation it is necessary to understand the various

factors being considered in the analysis:-
1. The relative strength, weakness and performance of Fazal Textile Mills in
terms of all relevant product and market sectors.
2. The relative strengths, weaknesses and performance of the competitors in
3. The average strengths, weaknesses and performance of the competitors in
4. The Market and Industry in which Fazal Textile Mills operates and the
prevailing norms and expectations.
5. All the above factors when forecast individually, in relation to the Products,
Markets and Industries, are projected in the Medium Term.
VOLUME 2.5.1 ADVERTISING + MARKETING APPRAISAL CURRENT STANDING

This section covers each of the Major Products offered by Fazal Textile Mills as
well as Product Groups and Product Areas covered by the Company.
PRODUCT & MARKET SECTOR COVERAGE: Overall awareness by
customers ~ Overall reputation ~ Reputation of products ~ Reputation of
product quality ~ Reputation of service provided ~ Reputation of customer
handling ~ Rating of overall sales promotion activity ~ Rating of advertising ~
Rating of sales personnel ~ Rating of sales print ~ Rating of product availability
~ Rating of product specifications ~ Rating of on-time delivery ~ Rating of
complete order delivery ~ Rating of order handling ~ Rating of ability to supply ~
Rating of marketing competence ~ Rating of marketing awareness ~ Rating of
marketing technology ~ Rating of promotional documentation ~ Rating of
promotional + sales decay ~ Rating of advertising competence ~ Perception of
product pricing ~ Product superiority ~ Customer service ~ Prompt delivery ~
Service promptness ~ Service levels ~ Service procedures ~ Service
convenience ~ Product delivery system ~ Flexibility of customer handling ~
Perceptions of terms of trading ~ Initial contact ~ Order handling staff ~ Sales
staff ~ Administration staff ~ Sales management ~ Sales personnel ~ Upstream
sales integration ~ Downstream promotional integration ~ Captive sales
channels ~ Reliance on selling outlets ~ Utilization of other promotional effort ~
Benefits of other marketing ~ Captive customer bases ~ Warehousing &
handling ~ Packing & packaging ~ Sales activity ~ Product availability ~
Customer satisfaction ~ Location of customers ~ Captiveness of the customer
base ~ Customer base loyalty ~ Concentration of purchases ~ Purchase
frequency ~ Order size ~ Customer servicing ~ Seasonality ~ Advertising &
sales promotion ~ Marketing ~ Sales promotion ~ Salesforce ~ Advertising ~
Pricing policy ~ Economic conditions ~ Relative marketing effort ~ Reaction to
competitors ~ New competitors ~ Prices at MSP ~ Price increases ~ Prices at
RSP ~ Market share
VOLUME 2.5.2 CURRENT ENVIRONMENT

This section covers each of the Major Subsidiaries, Divisions and Operations
(which comprises Fazal Textile Mills) as well as Geographic Market areas
covered by the Company.
CORPORATE COVERAGE: Physical marketing difficulties ~ Physical marketing

capacity ~ Physical advertising capacity ~ Flexibility of advertising response ~
Ability to vary marketing effort ~ Customer handling systems & equipment~
Advertising + marketing materials acquisition & sources ~ Advertising &
marketing materials stock levels ~ Dependence on advertising + marketing
contractors & agents ~ Advertising buying influence ~ Sales manpower
availability ~ Sales staff relations ~ Pressure of salesforce wage rises ~ Relative
sales payroll levels ~ Relative sales incentive levels ~ Salesforce technical
capabilities ~ Marketing materials stock levels ~ Variable marketing costs ~
Fixed marketing costs ~ Marketing payroll costs ~ Direct marketing costs
relative to competitors ~ Product development costs ~ Quality ~ Product
specifications ~ Design ~ Operating criteria ~ Product efficiency ~ Product
reliability ~ Product longevity ~ Product life cycle ~ Product customization ~
Product technology ~ Product usage ~ Management strengths: senior
marketing personnel ~ Management strengths: salesforce managers ~
Management strengths: sales & marketing staff ~ Management strengths:
customer handling managers ~ Management strengths: technical aptitude ~
Management strengths: customer handling reliability ~ Upstream marketing
strategies ~ Downstream marketing tactics ~ Captive marketing channels ~
Dependence on external marketing ~ Dependence on external promotion ~
Dependence on external marketing support ~ Dependence on customers
attitudes ~ Warehousing & handling ~ Packing & packaging ~ Distribution ~
Product availability ~ Order processing ~ Location of customers ~ Dependence
on customer base ~ Captive customer base ~ Concentration of customers ~
Product usage frequency ~ Order value ~ Relative customer servicing ~
Seasonality of demand ~ Advertising & sales promotion ~ Marketing costs ~
Sales promotion costs ~ Selling costs ~ Advertising costs ~ Competitors' pricing
policy ~ Sensitivity to economic conditions ~ Relative marketing spend ~
Competitors' aggressiveness ~ Entry of new competitors ~ Prices at MSP ~
Price increases at MSP ~ Prices at RSP ~ Market share.
VOLUME 2.6.1 COMPANY SHORT-TERM COMPETITIVE ISSUES

CORPORATE COVERAGE:
THIS SECTION COMPARES THE COMPANY WITH THEIR MAJOR
COMPETITORS WITHIN THE TRADE CELL: Overall awareness by customers
~ Overall reputation ~ Reputation of products ~ Reputation of product quality ~
Reputation of service provided ~ Reputation of customer handling ~ Rating of
overall sales promotion activity ~ Rating of advertising ~ Rating of sales
personnel ~ Rating of sales print ~ Rating of product availability ~ Rating of
product specifications ~ Rating of on-time delivery ~ Rating of complete order
delivery ~ Rating of order handling ~ Rating of ability to supply ~ Rating of
marketing competence ~ Rating of marketing awareness ~ Rating of marketing
technology ~ Rating of promotional documentation ~ Rating of promotional +
sales decay ~ Rating of advertising competence ~ Perception of product pricing
~ Product superiority ~ Customer service ~ Prompt delivery ~ Service
promptness ~ Service levels ~ Service procedures ~ Service convenience ~
Product delivery system ~ Flexibility of customer handling ~ Perceptions of
terms of trading ~ Initial contact ~ Order handling staff ~ Sales staff ~
Administration staff ~ Sales management ~ Sales personnel ~ Upstream sales
integration ~ Downstream promotional integration ~ Captive sales channels ~
Reliance on selling outlets ~ Utilization of other promotional effort ~ Benefits of
other marketing ~ Captive customer bases ~ Warehousing & handling ~
Packing & packaging ~ Sales activity ~ Product availability ~ Customer
satisfaction ~ Location of customers ~ Captiveness of the customer base ~
Customer base loyalty ~ Concentration of purchases ~ Purchase frequency ~
Order size ~ Customer servicing ~ Seasonality ~ Advertising & sales promotion
~ Marketing ~ Sales promotion ~ Salesforce ~ Advertising ~ Pricing policy ~
Economic conditions ~ Relative marketing effort ~ Reaction to competitors ~
New competitors ~ Prices at MSP ~ Price increases ~ Prices at RSP ~ Market
share.
VOLUME 2.6.2 COMPANY SHORT-TERM COMPETITIVE CONSIDERATIONS

CORPORATE COVERAGE:
THIS SECTION COMPARES THE COMPANY WITH THEIR MAJOR
COMPETITORS WITHIN THE TRADE CELL: Physical marketing difficulties ~
Physical marketing capacity ~ Physical advertising capacity ~ Flexibility of
advertising response ~ Ability to vary marketing effort ~ Customer handling
systems & equipment ~ Advertising + marketing materials acquisition & sources
~ Advertising & marketing materials stock levels ~ Dependence on advertising +
marketing contractors & agents ~ Advertising buying influence ~ Sales
manpower availability ~ Sales staff relations ~ Pressure of salesforce wage
rises ~ Relative sales payroll levels ~ Relative sales incentive levels ~
Salesforce technical capabilities ~ Marketing materials stock levels ~ Variable
marketing costs ~ Fixed marketing costs ~ Marketing payroll costs ~ Direct
marketing costs relative to competitors ~ Product development costs ~ Quality ~
Product specifications ~ Design ~ Operating criteria ~ Product efficiency ~
Product reliability ~ Product longevity ~ Product life cycle ~ Product
customization ~ Product technology ~ Product usage ~ Management strengths:
senior marketing personnel ~ Management strengths: salesforce managers ~
Management strengths: sales & marketing staff ~ Management strengths:
customer handling managers ~ Management strengths: technical aptitude ~
Management strengths: customer handling reliability ~ Upstream marketing
strategies ~ Downstream marketing tactics ~ Captive marketing channels ~
Dependence on external marketing ~ Dependence on external promotion ~
Dependence on external marketing support ~ Dependence on customers
attitudes ~ Warehousing & handling ~ Packing & packaging ~ Distribution ~
Product availability ~ Order processing ~ Location of customers ~ Dependence
on customer base ~ Captive customer base ~ Concentration of customers ~
Product usage frequency ~ Order value ~ Relative customer servicing ~
Seasonality of demand ~ Advertising & sales promotion ~ Marketing costs ~
Sales promotion costs ~ Selling costs ~ Advertising costs ~ Competitors' pricing
policy ~ Sensitivity to economic conditions ~ Relative marketing spend ~
Competitors' aggressiveness ~ Entry of new competitors ~ Prices at MSP ~
Price increases at MSP ~ Prices at RSP ~ Market share.
TACTICAL TACTICAL ANALYSIS

ANALYSIS The tactical analysis is designed to review, analyse and isolate certain critical
tactical questions which indicate the short term prospects for Fazal Textile Mills.
These issues are fundamental to the profitability of the Company and will
indicate the company's performance during the next few years.
Profitability ~ Productivity ~ Market Shares ~ Customers' Awareness ~

Customers' Perceptions ~ Customers' Rating of Sales Promotion Activity ~
Customers' Rating of Advertising Posture ~ Customers' Rating of Product
Availability ~ Customers' Rating of Technical Competence ~ Customers'
Awareness of Products ~ Customers' Awareness of Product Quality ~
Customers' Awareness of Product Pricing ~ Customers' Perception of Pricing
Relative to Competitors ~ Customers' Perception of Quality Relative to
Competitors ~ Customers' Perception of Relative Product Performance ~
Customers' Perception of Relative Technical Superiority ~ Customers'
Perception of Relative Service Factors ~ Current Customer Base ~ Annual
Sales of Products & Services ~ Current Sales ~ Costs & Margins ~ Distribution
Channels & Networks ~ Pre-Tax Profit / Total Assets ~ Pre-Tax Profit / Sales ~
Pre-Tax Profit / Capital Employed ~ Pre-Tax Profit Per Employee ~ Investment /
Sales ~ Receivables / Sales ~ Inventory / Sales ~ Physical Process Costs /
Sales ~ Total Marketing Costs / Sales ~ R&D Expenditure / Sales ~ Added
Value ~ Capacity Utilization ~ Relative Product Quality ~ Relative Product
Pricing ~ Competitors ~ Competitors' Strength ~ New Products ~ Product Life
Cycle ~ New Product Horizons ~ Relative Competitive Sales-Force Expenditure
~ Relative Competitive Advertising Expenditure ~ Relative Competitive
Promotional Expenditure.
SHORT TERM SHORT TERM TACTICAL ISSUES

TACTICAL ISSUES This section has a DATABASE analysis of the various aspects of the
Company's short term tactical issues and relative performance in the Market-
Place. The data is given as a matrix by Subsidiary, Division, Unit or Market
sector.
Market Values for Fazal Textile Mills

Conclusions on the Company's Products
Product & Market Segmentation: Pricing, Quality, Availability, Performance
Variances, Technological & Technical Factors, Warranty Variances, Service
Factors, Product Fragmentation, Convenience Factors, Distribution Factors,
Customer Factors, Psychographics, Branding, Multi-Branding, Market
Stretching
Merchandising
Pricing & Pricing Structures: Recommendations on Pricing
Salesforce Requirements: Comments on Salesforce & Recommendations
Marketing Back-up for Salesforce & Distribution Networks
The Market-Place for Fazal Textile Mills: Customer Base -v- Distribution
Channels
Routes to the Company's Market: Distribution Recommendations
Distribution Logistics & Distribution Support Systems: The Distribution Control
System - Facilities, Network, et cetera
Distribution & Handling Costs
Inventory & Sales/Stock Levels & Norms
Buying & Service Promptness Norms
Warranty & After-Sales Services: Warranty & After-Sales Cost: Rating of the
Company's Warranty & After-Sales Services
Advertising & Sales Promotion: Advertising & Sales Promotion Costs
End User Targets, End User Factors
Relative Quality Demanded by End User Sectors
Branding & the Company's Products
Joint Ventures for Fazal Textile Mills
Short Term Investment Areas for Fazal Textile Mills.
Strategic
Analysis The Strategic Analysis of Fazal Textile Mills
Volume
3
450 pages
The STRATEGIC MEDIUM + LONG TERM STRATEGIC CONSIDERATIONS: Long Term Market &
ANALYSISis Product Forecast, Consumption Forecast, Long Range Forecast for Products,
intended to give an Product Growth, Factors for Profitability.
extremely far
reaching strategic MARKET ENVIRONMENT: Growth, Structure, Service, Customers.
analysis of Fazal
Textile Mills and THE PRODUCT: Life Cycles, Market Share, Product Quality, Product range,
thereby explore the Profitability, Pricing, Service Quality, New Products.
medium and long
term problems and COMPETITION: Market Share, Profitability, Competition, Market.
opportunities for
Fazal Textile Mills. THE INDUSTRY: Industry Growth, Costs, Capacity, Productivity, Labour,
This provides a vital Unionization, Capital Structure, Investment, Margins, Integration, Marketing costs,
input to Corporate Process, Distribution, Market Penetration.
Planning and
Development. MEDIUM + LONG TERM STRATEGIES: Build, Hold or Harvest
MEDIUM + LONG TERM CHECKLIST: Profitability, Productivity, Market Shares,

The Strategic
Customers, Sales Promotion, Product Availability, Competence, Products, Quality,
Analysis
Pricing, Competitors, Performance, Service, Customer Base, Costs & Margins,
TABLE OF
Distribution Channels, Forecast of Financial + Operating Data.
CONTENTS
VOLUME 3 MEDIUM + LONG TERM CHECKLIST recommends a working plan or document
for the critical factors which influence Fazal Textile Mills in strategic terms. The
data is given as a matrix by Subsidiary, Division, Unit or Market sector.
CRITICAL LONG RANGE FORECASTS: Long Term Market & Product

Forecast - Overall Market Forecast for the Industry - Long Range Country /
Trade Cell Forecasts - Long Term Product Growth for Fazal Textile Mills
THE LONG-TERM MARKETS: The Market section consists of a LONG-TERM

MARKET CONSUMPTION forecast giving data for each year from 2016-2028.
Market Consumption & Market Trend figures are given:- by EACH COUNTRY /
STATE / REGION by EACH PRODUCT Group and/or MARKET by YEAR 2016-
2028
LONG-TERM PRODUCT PROFILES: Figures are given by EACH Country / State

or Region by EACH PRODUCT and by Year (2016-2028). This section provides
Market data for each Product or Market Sector in a matrix for all the countries or
states (covered by the report) in the Long-Term.
LONG-RANGE PRODUCT SUMMARY: Figures are given by EACH Country /

State or Region by EACH PRODUCT. The PRODUCT SUMMARY section is
designed to provide a forecasted overview for each Product or Market Sector
(covered in the report) in the Long-Term.
VOLUME 3.1 FAZAL TEXTILE MILLS STRATEGIC PERFORMANCE

STRATEGIC CRITICAL LONG RANGE FORECASTS
CONSIDERATIONS 1. Long Term Market & Product Forecast
2. Overall Market Forecast for the Industry
This section 3. A Long Range Forecast
provides a 4. Long Term Product Growth for Fazal Textile Mills
quantitative,
narrative and
THE PRODUCTS
graphic analysis of
1. Life Cycles & Stages in the Life Cycle & Gompertz Analysis
the many strategic
Market Share & the product life cycle - Quality & the product life cycle - Product
considerations vital
range & introduction or dynamic Stage life cycles - Product Range & Capital
to the medium and
Intensiveness - Market Share & selling customized or specified products -
long term future of
Profitability, market share & Product uniqueness
Fazal Textile Mills.
2. Relative Pricing
The data is given as
a matrix by 3. Quality
Subsidiary, Division, Value Scale - Relative Product Quality - Profitability & Quality Products & Services
Unit or Market - Relative Product Quality & Levels of Profitability - Quality Profits & Concentrated
sector. Markets - Product Quality & Relative Market Share - Product Quality, Profitability
& Growth
4. New Products
Profitability, growth markets & new products - New product introductions, pricing &
profitability - New product introductions, investment & profitability - Levels of new
products, product quality & profitability.
COMPETITION
1.The Market Share
Market share & profitability - Profitability & relative market share - Company
Market Shares
2. Relative Market Shares
3. Nature of the Competitive Situation
Entry & exit of competitors - Relative Strengths of competitors
4. Perfectness of the Market
THE INDUSTRY
1. Long Term Industry Growth
2. Physical Process Considerations
Costs & market shares - Capacity Utilization & market shares - Productivity &
profitability in growth markets - Levels of labour Unionisation & market shares -
Unionisation, profitability & growth - Unionisation, profitability & concentration -
Unionisation, profitability & harvesting strategies - Profitability, processes &
market shares.
3. Capital Structure & Investment Intensity
Profitability & investment intensity - Net margins & investment - Gross margins &
investment - Profitability, market share & capital intensity - Productivity,
profitability & investment intensity - Capacity Utilization, profitability & capital
intensity - Inventories level, profitability & capital intensity.
4. Physical Process & Vertical Integration
Profitability, market share & vertical integration - Profitability, diversification &
vertical integration - Profitability, vertical integration & numbers of customers -
Profitability, vertical integration & product quality - Profitability, vertical integration
& inventory value - Profitability, vertical integration & employee productivity.
5. Marketing & Sales Costs
Profitability, market share & marketing costs - Profitability, capital intensity &
marketing costs - Profitability, numbers of customers & marketing costs -
Profitability, product quality & marketing costs - Profitability, new products &
marketing costs.
6. R&D + Process Development Costs
Profitability, R&D expenditure & market cycle - Profitability, R&D expenditure &
product quality - Profitability, R&D spend & marketing costs - Profits, R&D spend
& market share - Profitability, R&D spend & Unionisation.
7. Distribution of the Company's Products
8. Market Penetration & The Right Tools for the Job
9. Market Share & Fazal Textile Mills
The relationship between market share & profitability
a) Market share, profit/sales & investment. The relationship between market share
& added value / Vertical integration & investment/sales - Conclusions for Fazal
Textile Mills
b) The relationship of market share & sales ratios / investment/sales ratio &
integration - Conclusions for Fazal Textile Mills
c) Marketing costs/sales ratio & market penetration
d) Market leadership, pricing & product quality
e) Market leadership, customers & product advances
f) Purchase frequency & Market Share
g) Customer base fragmentation & Market Share
MEDIUM + LONG TERM STRATEGIES

Building, Holding and Harvesting Strategies:-
1. When to Build Market Share - Building strategies for Fazal Textile Mills
2. When to Hold Market Share - Holding strategies for Fazal Textile Mills
3. When to Harvest Market Share - Harvesting Strategies for Fazal Textile Mills
MEDIUM + LONG TERM CHECKLIST

This section recommends a working plan or document for the critical factors which
influence Fazal Textile Mills in strategic terms. The data is given as a matrix by
Subsidiary, Division, Unit or Market sector.
Medium & Long Term Checklist for Fazal Textile Mills:
Forecast of Profitability ~ Forecast of Productivity ~ Forecast of Market Shares ~
Recommendations on Customer Awareness ~ Recommendations on Customer
Perceptions ~ Recommendations on Sales Promotion Activity ~
Recommendations on Advertising Posture ~ Recommendations on Product
Availability ~ Recommendations on Technical Competence ~ Recommendations
on Awareness of Products ~ Recommendations on Awareness of Product Quality
~ Recommendations on Awareness of Product Pricing ~ Recommendations on
Pricing Relative to Competitors ~ Recommendations on Quality Relative to
Competitors ~ Recommendations on Relative Product Performance ~
Recommendations on Relative Technical Superiority ~ Recommendations on
Relative Service Factors ~ Forecast of Current Customer Base ~ Forecast of
Annual Sales of Products & Services ~ Forecast of Current Sales ~
Recommended Costs & Margins ~ Recommended Distribution Channels &
Networks ~ Forecast of Pre-Tax Profit / Total Assets ~ Forecast of Pre-Tax Profit /
Sales ~ Forecast of Pre-Tax Profit / Capital Employed ~ Forecast of Pre-Tax Profit
Per Employee ~ Forecast of Investment / Sales ~ Forecast of Receivables / Sales
~ Forecast of Inventory / Sales ~ Forecast of Physical Process Costs / Sales ~
Forecast of Total Marketing Costs / Sales ~ Forecast of R&D Expenditure / Sales
~ Forecast of Added Value ~ Forecast of Capacity Utilization ~ Forecast of
Relative Product Quality ~ Forecast of Relative Product Pricing ~ Forecast of
Competitors ~ Forecast of Competitors' Strength ~ Forecast of New Products ~
Forecast of Product Life Cycles ~ Forecast of New Product Horizons ~ Forecast of
Relative Competitive Sales-Force Expenditure ~ Forecast of Relative Competitive
Advertising Expenditure ~ Forecast of Relative Competitive Promotional
Expenditure.
NEW PRODUCT DEVELOPMENT + PRODUCT SCREENING

The report will provide a fully developed product screening procedure for the
future use of readers when evaluating existing products and new product
opportunities for Fazal Textile Mills.
COMMERCIAL DECISION SCENARIOS : BALANCE SHEET + COSTS

FORECASTS
1. BASE FINANCIAL + OPERATIONAL FORECAST SCENARIO
2. MEDIAN MARKET SCENARIO
3. MARKET SEGMENTATION FORECASTS
4. PRICE INCREASE EFFECT ON FINANCIAL + OPERATIONAL
FORECASTS
5. QUALITY IMPROVEMENT FORECASTS
6. NEW PRODUCT DEVELOPMENT FORECASTS
7. NEW PLANT + EQUIPMENT INVESTMENT FORECASTS
8. NEW TECHNOLOGY INVESTMENT FORECASTS
9. MARKETING EXPENDITURE FORECASTS
10. DISTRIBUTION CHANNEL IMPROVEMENT FORECASTS
11. PERSONNEL + STAFF IMPROVEMENT FORECASTS
12. COST STRUCTURE IMPROVEMENT FORECASTS
13. EXPORT SALES IMPROVEMENT FORECASTS
Each of the above scenarios contains Forecast Data (to 2028) for Fazal Textile
Mills which cover the following items:-
Income; Operating Profit; Depreciation; Trading Profit; Fixed Assets; Intangible
Assets; Intermediate Assets; Total Fixed Assets; Stocks; Debtors; Other Current
Assets; Total Current Assets; Total Assets; Creditors; Short Term Loans; Current
Liabilities; Total Current Liabilities; Net Assets; Shareholders' Funds; Long Term
Loans; Long Term Liabilities; Capital Employed; Directors' Remunerations;
Employees' Remunerations; Total Employees
New Technology Expenditure; New Physical Process Technology Expenditure;
Total Research & Development Expenditure; Plant & Equipment in Use: 0-3
years; Plant & Equipment in Use: 3-6 years; Plant & Equipment in Use: 6-9 years;
Plant & Equipment in Use over 9 years old; Plant & Equipment Investment greater
than Depreciation; Plant & Equipment Investment Less than Depreciation; Capital
Expenditure on Plant & Equipment; Capital Expenditure on Structures; Capital
Expenditure on Miscellaneous Items
Return on Capital; Return on Assets; Return on Shareholders' Funds; Pre-tax
Profit Margins; Operating Profit Margin; Trading Profit Margin; Assets Utilization;
Sales as a ratio of Fixed Assets; Stock Turnover; Credit Period; Creditors' Ratio;
Working Capital / Sales; Current Ratio; Quick Ratio; Borrowing Ratio; Equity
Ratio; Income Gearing; Total Debt as a ratio of Working Capital; Debt Gearing
Ratio; Average Remuneration; Profit per Employee; Sales per Employee;
Remunerations / Sales; Fixed Assets per Employee; Capital Employed per
Employee; Total Assets per Employee; Exports as a % of Sales Materials &
Energy Costs; Payroll Costs; Total Process Costs; Sales Costs; Distribution &
Handling Costs; Advertising Costs; After-Sales Costs; Total Marketing Costs;
Added Value
Capacity Utilization as a measure of Standard Capacity; Relative output of
Products of a Superior Quality as a % of the Total; Product Pricing as a % of the
Market Average; New Products as a % of the Total Output; Index of Comparative
Salesforce & Selling Expenditure; Index of Comparative Advertising Expenditure;
Index of Comparative General Promotional Expenditure; Wholesale Customers;
End User Customers; OEM & Manufacturing Customers; Consumer & End User
Customers; Governmental Customers; Non-Specific Customers.
VOLUME 3.2 MARKET DATA

The Market section consists of a long term forecast breakdown giving data for
each year to 2028.
PRODUCT MARKET CONSUMPTION
Market Consumption & Market Trend figures are given:-
by YEAR to 2028
VOLUME 3.3 PRODUCT PROFILES

Product Profiles consists of a breakdown giving data for each Product covered in
the report.
PRODUCT PROFILES Product figures are given:-
by YEAR to 2028 + PRODUCT data & forecasts
VOLUME 3.4 PRODUCT SUMMARY

The PRODUCT SUMMARY section is designed to provide an overview for each
Product or Market Sector in the Long-Term.
MARKET GROWTH RATES: Average Annual Growth Rate

MARKETING COSTS: % of Turnover: ~ Sales & selling ~ Handling ~ Advertising
~ After-sales ~ Marketing
INVESTMENT: INVESTMENT % of Turnover ~ New technology investment ~
Process technology investment; PLANT & EQUIPMENT % of Total P&E by Age
groups; P&E INVESTMENT % of Companies by Depreciation levels
INDUSTRY FINANCIAL DATA: Profit/ total asset ~ Profit/ sales ~ Sales/ total
assets ~ Profit/ capital employed ~ Sales/ employee remunerations ~ Capital
employed/ remunerations ~ Sales/ stocks ~ Current ratio ~ Credit taken
INDUSTRY PROFILE: INDUSTRY CONCENTRATION % OF TOTAL REVENUE
by Company size ranges
CUSTOMER BASE PROFILE: % OF TOTAL REVENUE Wholesale ~ End User ~
OEM + trade buyers ~ Government ~ Other customers;
COST STRUCTURE: % OF TOTAL REVENUE ~ Payroll ~ Materials ~ Value
added;
INVENTORY STRUCTURE: % OF TOTAL REVENUE Total inventory ~ Finished
products ~ Work in progress ~ Materials;
CAPITAL EXPENDITURE: % OF TOTAL REVENUE Total capital expenditure ~
Plant & equipment ~ Structures ~ Other expenditure.
Survey
Analysis The Survey Analysis of Fazal Textile Mills
Volume
4
480 pages
The IMAGE + IMAGE + CUSTOMER SURVEYS: Companies (with image or customer attitude
SURVEY problems) can greatly benefit from knowing what their customers think and how
ANALYSIS gives a the company might improve products or services.
tabular & graphic
analysis of the The data regularly monitors the perceptions & needs of the customer base. Such
prevalent image of surveys frequently give advance warning of problems in terms of customers'
Fazal Textile Mills in product or service needs; changes in the competitive situation as new products
terms of customers, and competitors enter or leave the market; developments in technology and the
distribution channels evolution of the technical requirements of customers; et cetera. The Customer
& competitors. Surveys are also an extremely effective way to independently monitor the
Overall National effectiveness of the marketing; the results of advertising & sales promotion
Surveys are provided activity and the effectiveness of the salesforce or distribution network. The
as a point of Surveys of Fazal Textile Mills are given as a MATRIX which includes each of the
comparison. Company's major areas of operation, viz, subsidiaries, divisions, brands, product
groups and market sectors. The matrix is given in two separate data sets of up to
fifteen of these groupings.
The Survey Analysis
TABLE OF PERFORMANCE: Credibility, Customer Confidence, Reputation, Staff Efficiency
CONTENTS & Performance, Integrity, Truth + Honesty, Written + Verbal Communications,
VOLUME 4 Customer service - Handling - Complaints - Problems, Comprehension +
Awareness of Product, Customer Response + Information, Promotion,
Advertising, Documentation, Contracts. Current & Forecast Data.
STATUS, STANDING, COMPETITIVENESS: Operations, Manpower, Costs,

Margins, Products, Managers, Corporate, Distribution, Customers, Marketing,
Competition, Reputation, Promotion, Competence. Current & Forecast Data.
THE SURVEYS: Over 600 vital questions answered in these surveys. Analysis
isolates the person behind the purchase decisions (at various levels) and
analyses the situation before, during and after the purchase.
END USERS + CONSUMERS: Figures by EACH Country, Company, Division by

each CONSUMER Question.
BUYERS: Figures for Buyers by EACH Country, Company, Division by each
BUYER Question.
CONSUMER OR BUYER LEVEL: The Buyer Profile is a matrix by YEAR & by
AGE GROUP (7 ranges) by SOCIAL CLASS (6 ranges) by GEOGRAPHIC
Location. Current & Forecast Data.
DISTRIBUTION CHANNELS: for EACH Country, Company, Division by each
DISTRIBUTION Question.
INDUSTRY PERFORMANCE: Analyses of a large number of questions on the

specific Performance of the Companies within the Industry.
NATIONAL SURVEYS: National Surveys are given to enable one to compare

and evaluate the Company's survey results with the National averages and
norms. National Surveys can also be regarded as being the Competitive
averages for each National market - thus one can see the relative performance
of Fazal Textile Mills in the market-place. In competitive markets, Image and
Customer Surveys on the Company's competitors isolate and identify problem
areas for the competitors and thereby identify opportunities for Fazal Textile
Mills. National Surveys cover all the topics mentioned above for Fazal Textile
Mills Image Surveys.
COMPANY SURVEYS: The information shown in this section is based on the

results of surveys and similar research amongst the Customers, Branch
Networks & Distribution Channels, Buyers and Suppliers of Fazal Textile Mills.
The data is given relative to the Subsidiary, Division, Unit or Market sectors.
VOLUME 4.1 CORPORATE SURVEY FINDINGS

COMPANY CORPORATE END USERS SURVEY
Current purchasing criteria ~ Reaction to POS & merchandising ~ Satisfaction
with product quality ~ Satisfaction with product design ~ Satisfaction with product
availability ~ Satisfaction with existing products & services ~ Satisfaction with
existing retail levels~ Satisfaction with retail product levels ~ Satisfaction with
existing methods of supply ~ Satisfaction with product packaging ~ Satisfaction
with product packaging design ~ Reaction to advertising & sales promotion ~
Product awareness ~ The quality -v- price question ~ The availability -v- price
question ~ Price sensitivity ~ Future trends in purchasing criteria.
FAZAL TEXTILE MILLS CORPORATE SERVICE NETWORKS +

DISTRIBUTION SURVEYS
End User: current purchasing criteria ~ End User: product reject/return rate after
purchase ~ End User: satisfaction with existing products ~ End User: satisfaction
with existing methods of supply & distribution ~ End User: satisfaction with
company's product levels ~ End User: satisfaction with availability of product ~
End User: satisfaction with quality & specifications ~ End User: satisfaction with
deliveries / frequency & up-take ~ End User: satisfaction with ordering
procedures ~ End User: satisfaction with terms of trading ~ End User:
satisfaction with after-sales services received from company ~ End User:
satisfaction with availability of advertising support & POS / promotional materials
~ End User: satisfaction with technical & other assistance received ~ End User:
satisfaction with technical documentation / instructions ~ Commercial: current
purchasing criteria ~ Commercial: purchasing criteria - future trends ~
Commercial: the availability -v- price question ~ Commercial: the quality -v- price
question ~ Commercial: satisfaction with quality of product received ~
Commercial: satisfaction with availability of product ~ Commercial: satisfaction
with company product levels ~ Commercial: satisfaction with company ability to
fulfill orders on time ~ Commercial: satisfaction with company delivery frequency
& up-take ~ Commercial: satisfaction with company ordering procedures &
formalities ~ Commercial: satisfaction with company terms of trading ~
Commercial: satisfaction with company credit & other financial details ~
Commercial: satisfaction with existing products & product ranges ~ Commercial:
satisfaction with existing methods of supply & distribution ~ Commercial:
satisfaction with quality & specifications of products ~ Commercial: satisfaction
with after-sales services received from company ~ Commercial: satisfaction with
availability of advertising support & POS / promotional materials ~ Commercial:
satisfaction with technical & other assistance received ~ Commercial:
satisfaction with documentation / instructions ~ End User: product reject /
spoilage rate whilst held ~ End User: product reject / returns rate ~ End User:
reactions to advertising & sales promotion ~ End User: the quality -v- price
question ~ End User: the availability -v- price question ~ End User: purchasing
criteria - future trends.
FAZAL TEXTILE MILLS CORPORATE COMMERCIAL USERS SURVEYS
End User: person/s initiating decision to re-order ~ End User: person/s
negotiating terms with the company ~ End User: person/s approving / authorizing
order/s ~ End User: person/s monitoring results of purchases & sales ~
Commercial: person/s initiating decision to re-order ~ Commercial: person/s
initiating decision to increase amounts purchased / total inventory ~ Commercial:
person/s initiating decision to introduce new products or brands ~ Commercial:
person/s deciding what products / brands are to be sold ~ Commercial: person/s
preparing orders / specifications for purchases ~ Commercial: person/s
evaluating products & brands available ~ Commercial: person/s seeking
quotations ~ Commercial: person/s negotiating terms with the company ~
Commercial: person/s approving / authorizing order/s ~ Commercial: person/s
monitoring results of purchases & sales ~ End User: person/s seeking quotations
~ End User: person/s evaluating products & brands available ~ End User:
person/s preparing orders / specifications for purchases ~ End User: person/s
deciding what products / brands are to be sold ~ End User: person/s initiating
decision to introduce new products or brands ~ End User: person/s initiating
decision to increase amounts purchased / total inventory.
FAZAL TEXTILE MILLS CORPORATE PERFORMANCE SURVEYS
Relative Credibility: Company Level ~ Relative Credibility: Outlet Level ~
Relative Credibility: Company Managers ~ Relative Credibility: Company Staff ~
Relative Credibility: Specialist Company Staff ~ Relative Credibility: Company
Contracts & Documentation ~ Relative Credibility: Company Advertising ~
Relative Customer Confidence at Company Level ~ Relative Customer
Confidence at Outlet Level ~ Relative Customer Confidence in Company
Managers ~ Relative Customer Confidence in Company Staff ~ Relative
Customer Confidence in Specialist Company Staff ~ Relative Customer
Confidence in Company Contracts & Documentation ~ Relative Customer
Confidence in Company Advertising ~ Relative Reputation at Company Level ~
Relative Reputation at Outlet Level ~ Relative Reputation of Company Managers
~ Relative Reputation of Company Staff ~ Relative Reputation of Specialist
Company Staff ~ Relative Staff Efficiency: Company Level ~ Relative Staff
Efficiency: Outlet Level ~ Relative Staff Efficiency: Company Managers ~
Relative Staff Efficiency: Company Staff ~ Relative Staff Efficiency: Specialist
Company Staff ~ Relative Staff Efficiency: Contracts & Documentation ~ Relative
Staff Efficiency: Problem Solving ~ Relative Staff Performance: Company Level
~ Relative Staff Performance: Outlet Level ~ Relative Staff Performance:
Company Managers ~ Relative Staff Performance: Company Staff ~ Relative
Staff Performance: Specialist Company Staff ~ Relative Staff Performance:
Contracts & Documentation ~ Relative Staff Performance: Overall Customer
Handling ~ Relative Staff Integrity: Company Level ~ Relative Staff Integrity:
Outlet Level ~ Relative Staff Integrity: Company Managers ~ Relative Staff
Integrity: Company Staff ~ Relative Staff Integrity: Specialist Company Staff ~
Relative Staff Integrity: Contracts & Documentation ~ Relative Staff Integrity:
Advertising & Promotions ~ Relative Truth & Honesty: Company Level ~ Relative
Truth & Honesty: Outlet Level ~ Relative Truth & Honesty: Company Managers ~
Relative Truth & Honesty: Company Staff ~ Relative Truth & Honesty: Specialist
Company Staff ~ Relative Truth & Honesty: Contracts & Documentation ~
Relative Truth & Honesty: Advertising & Promotions ~ Relative Written
Communications: Company Level ~ Relative Written Communications: Outlet
Level ~ Relative Written Communications: Company Managers ~ Relative
Written Communications: Company Staff ~ Relative Written Communications:
Specialist Company Staff ~ Relative Written Communications: Contractual ~
Relative Written Communications: Correspondence ~ Relative Verbal Contact:
Company Level ~ Relative Verbal Contact: Outlet Level ~ Relative Verbal
Contact: Company Managers ~ Relative Verbal Contact: Company Staff ~
Relative Verbal Contact: Specialist Company Staff ~ Relative Customer
Handling: Company Level ~ Relative Customer Handling: Outlet Level ~ Relative
Customer Handling: Company Managers ~ Relative Customer Handling:
Company Staff ~ Relative Customer Handling: Specialist Company Staff ~
Relative Customer Complaint Handling: Company Level ~ Relative Customer
Complaint Handling: Outlet Level ~ Relative Customer Complaint Handling:
Company Managers ~ Relative Customer Complaint Handling: Company Staff ~
Customer Complaint Handling: Specialist Company Staff ~ Relative Customer
Problem Solving: Company Level ~ Customer Problem Solving: Outlet Level ~
Customer Problem Solving: Company Managers ~ Customer Problem Solving:
Company Staff ~ Customer Problem Solving: Specialist Company Staff ~
Relative Customer Comprehension of Product: Company Level ~ Customer
Comprehension of Product: Outlet Level ~ Relative Staff Comprehension of
Product: Company Managers ~ Staff Comprehension of Product: Company Staff
~ Staff Comprehension of Product: Specialist Company Staff ~ Relative
Customer Awareness of Product: Company Level ~ Customer Awareness of
Product: Outlet Level ~ Relative Staff Awareness of Product: Company
Managers ~ Staff Awareness of Product: Company Staff ~ Staff Awareness of
Product: Specialist Company Staff ~ Relative Customer Confidence in Product:
Company Level ~ Customer Confidence in Product: Outlet Level ~ Relative Staff
Confidence in Product: Company Managers ~ Staff Confidence in Product:
Company Staff ~ Staff Confidence in Product: Specialist Company Staff ~
Relative Customer Service: Company Level ~ Customer Service: Outlet Level ~
Customer Service: Company Managers ~ Customer Service: Company Staff ~
Customer Service: Specialist Company Staff ~ Customer Service: Contracts &
Documentation ~ Relative Initial Customer Response: Company Level ~ Initial
Customer Response: Outlet Level ~ Initial Customer Response: Company
Managers ~ Initial Customer Response: Company Staff ~ Initial Customer
Response: Specialist Company Staff ~ Relative Information for Customers:
Company Level ~ Information for Customers: Outlet Level ~ Information for
Customers: Company Managers ~ Information for Customers: Company Staff ~
Information for Customers: Specialist Company Staff ~ Relative Promotional
Activity: Company Level ~ Promotional Activity: Outlet Level ~ Relative
Advertising Posture: Company Level ~ Advertising Posture: Outlet Level ~
Relative Contract Documentation: Company Level ~ Relative Contract
Documentation: Outlet
VOLUME 4.2 COMPANY SECTOR SURVEY FINDINGS

FAZAL TEXTILE MILLS SECTOR END USERS SURVEYS
FAZAL TEXTILE MILLS SECTOR SERVICE NETWORKS + DISTRIBUTION
SURVEYS
End User: satisfaction with quality & specifications of products ~ End User:
satisfaction with deliveries / frequency & up-take ~ End User: satisfaction with
ordering procedures ~ End User: satisfaction with terms of trading ~ End User:
with after-sales ser-vices received from company ~ Commercial: satisfaction with
FAZAL TEXTILE MILLS SECTOR COMMERCIAL USERS SURVEYS
decision to increase amounts purchased / total inventory
FAZAL TEXTILE MILLS SECTOR PERFORMANCE SURVEYS
Relative Credibility: Company Level ~ Credibility: Outlet Level ~ Credibility:
Company Managers ~ Credibility: Company Staff ~ Credibility: Specialist
Company Staff ~ Credibility: Company Contracts & Documentation ~ Credibility:
Company Advertising ~ Relative Customer Confidence at Company Level ~
Customer Confidence at Outlet Level ~ Customer Confidence in Company
Managers ~ Customer Confidence in Company Staff ~ Customer Confidence in
Specialist Company Staff ~ Customer Confidence in Company Contracts &
Documentation ~ Customer Confidence in Company Advertising ~ Relative
Reputation at Company Level ~ Reputation at Outlet Level ~ Reputation of
Company Managers ~ Reputation of Company Staff ~ Relative Reputation of
Specialist Company Staff ~ Relative Staff Efficiency: Company Level ~ Relative
Staff Efficiency: Outlet Level ~ Relative Staff Efficiency: Company Managers ~
Advertising & Promotions ~ Relative Truth & Honesty: Company Level ~ Truth &
Honesty: Outlet Level ~ Truth & Honesty: Company Managers ~ Truth &
Honesty: Company Staff ~ Truth & Honesty: Specialist Company Staff ~ Truth &
Honesty: Contracts & Documentation ~ Truth & Honesty: Advertising &
Promotions ~ Relative Written Communications: Company Level ~ Written
Communications: Outlet Level ~ Written Communications: Company Managers ~
Specialist Company Staff ~ Written Communications: Contractual ~ Written
Communications: Correspondence ~ Relative Verbal Contact: Company Level ~
Relative Verbal Contact: Outlet Level ~ Verbal Contact: Company Managers ~
Verbal Contact: Company Staff ~ Verbal Contact: Specialist Company Staff ~
Relative Customer Handling: Company Level ~ Customer Handling: Outlet Level
~ Customer Handling: Company Managers ~ Customer Handling: Company
Staff ~ Customer Handling: Specialist Company Staff ~ Relative Customer
Complaint Handling: Company Level ~ Customer Complaint Handling: Outlet
Level ~ Customer Complaint Handling: Company Managers ~ Customer
Complaint Handling: Company Staff ~ Relative Customer Complaint Handling:
Specialist Company Staff ~ Relative Customer Problem Solving: Company Level
~ Customer Problem Solving: Outlet Level ~ Customer Problem Solving:
Company Managers ~ Customer Problem Solving: Company Staff ~ Customer
Problem Solving: Specialist Company Staff ~ Relative Customer Comprehension
of Product: Company Level ~ Relative Customer Comprehension of Product:
Outlet Level ~ Relative Staff Comprehension of Product: Company Managers ~
Staff Comprehension of Product: Company Staff ~ Staff Comprehension of
Product: Specialist Company Staff ~ Relative Customer Awareness of Product:
Company Level ~ Customer Awareness of Product: Outlet Level ~ Relative Staff
Awareness of Product: Company Managers ~ Staff Awareness of Product:
Company Staff ~ Staff Awareness of Product: Specialist Company Staff ~
Relative Customer Confidence in Product: Company Level ~ Customer
Confidence in Product: Outlet Level ~ Relative Staff Confidence in Product:
Company Managers ~ Staff Confidence in Product: Company Staff ~ Staff
Confidence in Product: Specialist Company Staff ~ Relative Customer Service:
Company Level ~ Customer Service: Outlet Level ~ Customer Service:
Company Managers ~ Customer Service: Company Staff ~ Customer Service:
Specialist Company Staff ~ Customer Service: Contracts & Documentation ~
Relative Initial Customer Response: Company Level ~ Initial Customer
Response: Outlet Level ~ Initial Customer Response: Company Managers ~
Initial Customer Response: Company Staff ~ Initial Customer Response:
Specialist Company Staff ~ Relative Information for Customers: Company Level
~ Information for Customers: Outlet Level ~ Information for Customers:
Company Managers ~ Information for Customers: Company Staff ~ Information
for Customers: Specialist Company Staff ~ Relative Promotional Activity:
Company Level ~ Promotional Activity: Outlet Level ~ Relative Advertising
Posture: Company Level ~ Advertising Posture: Outlet Level ~ Relative Contract
Documentation: Company Level ~ Contract Documentation: Outlet Level.
VOLUME 4.3 COMPETITOR SURVEY FINDINGS

COMPETITOR END USERS SURVEYS
COMPETITOR SERVICE NETWORKS + DISTRIBUTION SURVEYS

End User: satisfaction with quality & specifications of products ~ End User:
satisfaction with deliveries / frequency & up-take ~ End User: satisfaction with
ordering procedures ~ End User: satisfaction with terms of trading ~ End User:
with after-sales services received from company ~ Commercial: satisfaction with
COMPETITOR COMMERCIAL USERS SURVEYS
decision to increase amounts purchased / total inventory.
COMPETITOR PERFORMANCE SURVEYS

Relative Credibility: Company Level ~ Relative Credibility: Outlet Level ~
Relative Credibility: Company Managers ~ Relative Credibility: Company Staff ~
Relative Credibility: Specialist Company Staff ~ Relative Credibility: Company
Contracts & Documentation ~ Relative Credibility: Company Advertising ~
Relative Customer Confidence at Company Level ~ Relative Customer
Confidence at Outlet Level ~ Relative Customer Confidence in Company
Managers ~ Relative Customer Confidence in Company Staff ~ Relative
Customer Confidence in Specialist Company Staff ~ Relative Customer
Confidence in Company Contracts & Documentation ~ Relative Customer
Confidence in Company Advertising ~ Relative Reputation at Company Level ~
Relative Reputation at Outlet Level ~ Relative Reputation of Company Managers
~ Relative Reputation of Company Staff ~ Relative Reputation of Specialist
Company Staff ~ Relative Staff Efficiency: Company Level ~ Relative Staff
Efficiency: Outlet Level ~ Relative Staff Efficiency: Company Managers ~
Advertising & Promotions ~ Relative Truth & Honesty: Company Level ~ Relative
Truth & Honesty: Outlet Level ~ Relative Truth & Honesty: Company Managers ~
Relative Truth & Honesty: Company Staff ~ Relative Truth & Honesty: Specialist
Company Staff ~ Relative Truth & Honesty: Contracts & Documentation ~
Relative Truth & Honesty: Advertising & Promotions ~ Relative Written
Communications: Company Level ~ Relative Written Communications: Outlet
Level ~ Relative Written Communications: Company Managers ~ Relative
Specialist Company Staff ~ Relative Written Communications: Contractual ~
Relative Written Communications: Correspondence ~ Relative Verbal Contact:
Company Level ~ Relative Verbal Contact: Outlet Level ~ Relative Verbal
Contact: Company Managers ~ Relative Verbal Contact: Company Staff ~
Relative Verbal Contact: Specialist Company Staff ~ Relative Customer
Handling: Company Level ~ Relative Customer Handling: Outlet Level ~ Relative
Customer Handling: Company Managers ~ Relative Customer Handling:
Company Staff ~ Relative Customer Handling: Specialist Company Staff ~
Relative Customer Complaint Handling: Company Level ~ Relative Customer
Complaint Handling: Outlet Level ~ Relative Customer Complaint Handling:
Company Managers ~ Relative Customer Complaint Handling: Company Staff ~
Relative Customer Complaint Handling: Specialist Company Staff ~ Relative
Customer Problem Solving: Company Level ~ Relative Customer Problem
Solving: Outlet Level ~ Relative Customer Problem Solving: Company Managers
~ Relative Customer Problem Solving: Company Staff ~ Relative Customer
Problem Solving: Specialist Company Staff ~ Relative Customer Comprehension
of Product: Company Level ~ Relative Customer Comprehension of Product:
Outlet Level ~ Relative Staff Comprehension of Product: Company Managers ~
Relative Staff Comprehension of Product: Company Staff ~ Relative Staff
Comprehension of Product: Specialist Company Staff ~ Relative Customer
Awareness of Product: Company Level ~ Relative Customer Awareness of
Product: Outlet Level ~ Relative Staff Awareness of Product: Company
Managers ~ Relative Staff Awareness of Product: Company Staff ~ Relative
Staff Awareness of Product: Specialist Company Staff ~ Relative Customer
Confidence in Product: Company Level ~ Relative Customer Confidence in
Product: Outlet Level ~ Relative Staff Confidence in Product: Company
Managers ~ Relative Staff Confidence in Product: Company Staff ~ Relative
Staff Confidence in Product: Specialist Company Staff ~ Relative Customer
Service: Company Level ~ Relative Customer Service: Outlet Level ~ Relative
Customer Service: Company Managers ~ Relative Customer Service: Company
Staff ~ Relative Customer Service: Specialist Company Staff ~ Relative
Customer Service: Contracts & Documentation ~ Relative Initial Customer
Response: Company Level ~ Relative Initial Customer Response: Outlet Level ~
Relative Initial Customer Response: Company Managers ~ Relative Initial
Customer Response: Company Staff ~ Relative Initial Customer Response:
Specialist Company Staff ~ Relative Information for Customers: Company Level
~ Relative Information for Customers: Outlet Level ~ Relative Information for
Customers: Company Managers ~ Relative Information for Customers: Company
Staff ~ Relative Information for Customers: Specialist Company Staff ~ Relative
Promotional Activity: Company Level ~ Relative Promotional Activity: Outlet
Level ~ Relative Advertising Posture: Company Level ~ Relative Advertising
Posture: Outlet Level ~ Relative Contract Documentation: Company Level ~
Relative Contract Documentation: Outlet Level.
VOLUME 4.4 NATIONAL PRODUCT SURVEYS

NATIONAL END USERS SURVEYS
Current purchasing criteria ~ Perceptions of currently imported brands ~
Willingness to purchase foreign brands ~ Reaction to advertising & sales
promotion ~ Reaction to POS & merchandising ~ Satisfaction with product
quality ~ Satisfaction with product design ~ Satisfaction with product availability ~
Satisfaction with existing products & services ~ Satisfaction with existing retail
level~ Satisfaction with retail product levels ~ Satisfaction with existing methods
of supply ~ Satisfaction with product packaging ~ Satisfaction with product
packaging design ~ Attitudes towards discount / own-brand products ~ Product
awareness ~ The quality -v- price question ~ The availability -v- price question ~
Price sensitivity ~ Future trends in purchasing criteria.
NATIONAL SERVICE NETWORKS + DISTRIBUTION SURVEYS
National service networks + distribution surveys - introduction ~ End User:
current purchasing criteria ~ End User: source of supply ~ End User: supplier
loyalty ~ End User: ordering procedures ~ End User: frequency of deliveries ~
End User: method of payment ~ End User: reactions to advertising & sales
promotion ~ End User: product reject / returns rate ~ End User: product reject /
spoilage rate whilst held ~ End User: product reject / return rate after purchase ~
End User: satisfaction with existing products ~ End User: satisfaction with
existing suppliers & sources ~ End User: satisfaction with existing methods of
supply & distribution ~ End User: satisfaction with suppliers' product levels ~ End
User: satisfaction with availability of product ~ End User: satisfaction with quality
& specifications of products ~ End User: satisfaction with deliveries / frequency &
up-take ~ End User: satisfaction with ordering procedures ~ End User:
satisfaction with terms of trading ~ End User: satisfaction with after-sales
services received from suppliers ~ End User: satisfaction with availability of
advertising support & POS / promotional materials ~ End User: satisfaction with
technical & other assistance received ~ End User: satisfaction with technical
documentation / instructions ~ Commercial: current purchasing criteria ~
Commercial: purchasing criteria - future trends ~ Commercial: the availability -v-
price question ~ Commercial: the quality -v- price question ~ Commercial:
attitudes towards discount / unbranded / own-brand products ~ Commercial:
frequency of purchase/s ~ Commercial: buying patterns ~ Commercial: mode of
ordering~ Commercial: delivery / service area ~ Commercial: sales call
frequency per regular customer ( average - delivery & servicing ) ~ Commercial:
mode of payment by retail~ Commercial: discounts offered to retail level~
Commercial: retail attitude towards price -v- availability ~ Commercial: frequency
of deliveries to retail~ Commercial: supplier loyalty ~ Commercial: number of
competitive producers represented ~ Commercial: dealers sales promotional
activities (retail)~ Commercial: dealers sales promotional activities mix ~
Commercial: producers sales promotion most influencing dealers ~ Commercial:
inventory financing ~ Commercial: dealers problems with products ~
Commercial: experiences of warranty / reject claims ~ Commercial: satisfaction
with quality of product received ~ Commercial: satisfaction with availability of
product ~ Commercial: satisfaction with producers product levels ~ Commercial:
satisfaction with producers ability to fulfill orders on time ~ Commercial:
satisfaction with producers delivery frequency & up-take ~ Commercial:
satisfaction with producers ordering procedures & formalities ~ Commercial:
satisfaction with producers terms of trading ~ Commercial: satisfaction with
producers credit & other financial details ~ Commercial: satisfaction with own
product levels ~ Commercial: satisfaction with existing products & product
ranges ~ Commercial: satisfaction with existing suppliers & sources ~
Commercial: satisfaction with existing methods of supply & distribution ~
Commercial: satisfaction with quality & specifications of products ~ Commercial:
satisfaction with after-sales services received from suppliers ~ Commercial:
~ Commercial: satisfaction with technical & other assistance received ~
Commercial: satisfaction with documentation / instructions ~ End User: buying
patterns ~ End User: frequency of purchase/s ~ End User: attitudes towards
discount / own-brand products ~ End User: the quality -v- price question ~ End
User: the availability -v- price question ~ End User: purchasing criteria - future
trends.
NATIONAL BUYER SURVEYS
negotiating terms with suppliers ~ End User: person/s approving / authorizing
evaluating products & brands available ~ Commercial: person/s surveying
suppliers & seeking quotations ~ Commercial: person/s negotiating terms with
suppliers ~ Commercial: person/s approving / authorizing order/s ~ Commercial:
person/s monitoring results of purchases & sales ~ End User: person/s surveying
suppliers & seeking quotations ~ End User: person/s evaluating products &
brands available ~ End User: person/s preparing orders / specifications for
purchases ~ End User: person/s deciding what products / brands are to be sold
~ End User: person/s initiating decision to introduce new products or brands ~
End User: person/s initiating decision to increase amounts purchased / total
inventory.
NATIONAL INDUSTRY PERFORMANCE SURVEYS

Credibility: Company Level ~ Customer Confidence at Company Level ~
Customer Confidence at Outlet Level ~ Customer Confidence in Company
Managers ~ Customer Confidence in Company Staff ~ Customer Confidence in
Specialist Company Staff ~ Customer Confidence in Company Contracts &
Documentation ~ Customer Confidence in Company Advertising ~ Reputation at
Company Level ~ Reputation at Outlet Level ~ Reputation of Company
Managers ~ Reputation of Company Staff ~ Reputation of Specialist Company
Staff ~ Staff Efficiency: Company Level ~ Staff Efficiency: Outlet Level ~ Staff
Efficiency: Company Managers ~ Staff Efficiency: Company Staff ~ Staff
Efficiency: Specialist Company Staff ~ Staff Efficiency: Contracts &
Documentation ~ Staff Efficiency: Problem Solving ~ Staff Performance:
Company Level ~ Staff Performance: Outlet Level ~ Staff Performance:
Company Managers ~ Staff Performance: Company Staff ~ Staff Performance:
Specialist Company Staff ~ Staff Performance: Contracts & Documentation ~
Staff Performance: Overall Customer Handling ~ Staff Integrity: Company Level
~ Staff Integrity: Outlet Level ~ Staff Integrity: Company Managers ~ Staff
Integrity: Company Staff ~ Staff Integrity: Specialist Company Staff ~ Staff
Integrity: Contracts & Documentation ~ Staff Integrity: Advertising & Promotions
~ Truth & Honesty: Company Level ~ Truth & Honesty: Outlet Level ~ Truth &
Honesty: Company Managers ~ Truth & Honesty: Company Staff ~ Truth &
Honesty: Specialist Company Staff ~ Truth & Honesty: Contracts &
Documentation ~ Truth & Honesty: Advertising & Promotions ~ Written
Communications: Company Level ~ Written Communications: Outlet Level ~
Written Communications: Company Managers ~ Written Communications:
Company Staff ~ Written Communications: Specialist Company Staff ~ Written
Communications: Contractual ~ Written Communications: Correspondence ~
Verbal Contact: Company Level ~ Verbal Contact: Outlet Level ~ Verbal Contact:
Company Managers ~ Verbal Contact: Company Staff ~ Verbal Contact:
Specialist Company Staff ~ Customer Handling: Company Level ~ Customer
Handling: Outlet Level ~ Customer Handling: Company Managers ~ Customer
Handling: Company Staff ~ Customer Handling: Specialist Company Staff ~
Customer Complaint Handling: Company Level ~ Customer Complaint Handling:
Outlet Level ~ Customer Complaint Handling: Company Managers ~ Customer
Complaint Handling: Company Staff ~ Customer Complaint Handling: Specialist
Company Staff ~ Customer Problem Solving: Company Level ~ Customer
Problem Solving: Outlet Level ~ Customer Problem Solving: Company Managers
~ Customer Problem Solving: Company Staff ~ Customer Problem Solving:
Specialist Company Staff ~ Customer Comprehension of Product: Company
Level ~ Customer Comprehension of Product: Outlet Level ~ Staff
Comprehension of Product: Company Managers ~ Staff Comprehension of
Product: Company Staff ~ Staff Comprehension of Product: Specialist Company
Staff ~ Customer Awareness of Product: Company Level ~ Customer Awareness
of Product: Outlet Level ~ Staff Awareness of Product: Company Managers ~
Staff Awareness of Product: Company Staff ~ Staff Awareness of Product:
Specialist Company Staff ~ Customer Confidence in Product: Company Level ~
Customer Confidence in Product: Outlet Level ~ Staff Confidence in Product:
Company Managers ~ Staff Confidence in Product: Company Staff ~ Staff
Confidence in Product: Specialist Company Staff ~ Customer Service: Company
Level ~ Customer Service: Outlet Level ~ Customer Service: Company
Managers ~ Customer Service: Company Staff ~ Customer Service: Specialist
Company Staff ~ Customer Service: Contracts & Documentation ~ Initial
Customer Response: Company Level ~ Initial Customer Response: Outlet Level
~ Initial Customer Response: Company Managers ~ Initial Customer Response:
Company Staff ~ Initial Customer Response: Specialist Company Staff ~
Information for Customers: Company Level ~ Information for Customers: Outlet
Level ~ Information for Customers: Company Managers ~ Information for
Customers: Company Staff ~ Information for Customers: Specialist Company
Staff ~ Promotional Activity: Company Level ~ Promotional Activity: Outlet Level
~ Advertising Posture: Company Level ~ Advertising Posture: Outlet Level ~
Contract Documentation: Company Level ~ Contract Documentation: Outlet
Level ~ Credibility: Company Advertising ~ Credibility: Company Contracts &
Documentation ~ Credibility: Specialist Company Staff ~ Credibility: Company
Staff ~ Credibility: Company Managers ~ Credibility: Outlet Level.
VOLUME 4.5 NATIONAL CONSUMERS PROFILES

NATIONAL STATUS + ENVIRONMENT
CONSUMERS This section gives a database analysis of the various aspects of Company
PROFILE status, standing and relative performance in the industry and Market-Place. The
DEFINITIONS data is given as a matrix by Subsidiary, Division, Unit or Market sector.
SOCIAL CLASS COMPANY PHYSICAL PROCESS CONSIDERATIONS: physical process

DEFINITIONS difficulties; physical process capacity; physical capacity; flexibility of plant &
equipment; ability to vary the product range; age of plant & equipment.
This section covers
each of the COMPANY SUPPLIES CONSIDERATIONS: materials & supplies purchasing &
Geographic markets sourcing stock levels & inventories of materials & supplies; dependence on sub-
mentioned above contractors & outside workers; buying influence & purchasing power.
THE CONSUMER COMPANY MANPOWER CONSIDERATIONS: manpower & labour availability;

OR BUYER LEVEL: labour & union relations; wage rises & wage demands; payroll levels in relation
The Buyer Profile is to competitors; salaried staff remunerations relative to competitors; technical
given as a matrix BY capabilities of staff.
YEAR & by:-
COMPANY COSTS & MARGIN CONSIDERATIONS: process stock & inventory
AGE GROUP:
levels; flexibility of variable costs; adaptability of fixed costs; variability of
Up to 19;
manpower costs; direct costs relative to major competitors; research &
20 - 24;
development & product development costs.
25 - 34;
35 - 44;
COMPANY PRODUCT CONSIDERATIONS: product quality; product
45 - 54;
specifications; product design & utility; product operating criteria & operating
55 - 64;
benefits; product efficiency & performance; product reliability & integrity; product
65 & over.
longevity & shelf life; product life cycle & obsolescence; degree of customization
SOCIAL CLASS:
& flexibility; product technology & technological advantage; product
A
interchangeability & usage.
: Upper Middle Class
: Higher managerial,
COMPANY MANAGEMENT STRENGTHS: management strengths of senior
administrative // corporate officers; effectiveness of process managers; performance of sales &
B marketing managers; efficiency of administration managers; aptitude of technical
: Middle Class & research & development staff; reliability of personnel managers.
: Intermediate managerial //
C1 COMPANY CORPORATE CONSIDERATIONS: upstream integration &
: Lower Middle Class economies of scale; downstream integration & benefits; captive distribution
: Supervisor or clerical // channels; dependence on other companies for supplies; dependence on other
C2 distribution channels to the market; dependence on other marketing activity for
: Skilled Working Class sales support; dependence on customers.
: Skilled manual workers //
D COMPANY DISTRIBUTION CHANNEL CONSIDERATIONS: warehousing &
: Working Class handling; packing & packaging; distribution network activities; stock availability;
: Semi- & unskilled manual backlogs.
workers //
E COMPANY CUSTOMER CONSIDERATIONS: geographic location of the
: Others customer base; dependence on discrete customer bases; captive & assured
LOCATION customer base; concentration of customers; frequency of product usage; size &
: By Region & Major Urban volume of average turnover; customer servicing relative to competitors;
Conurbation. seasonality of demand & customer purchases.
It is important to
COMPANY MARKETING CONSIDERATIONS: advertising & sales promotion
establish the
posture & activity; total marketing costs; sales promotion costs; salesforce &
compatibility between
selling costs & expenses; advertising costs.
Fazal Textile Mills &
the Product,
COMPANY COMPETITIVE CONSIDERATIONS: competitors' pricing policies &
Marketing, Supplier,
posture; sensitivity to economic conditions; marketing spend relative to
Distribution/Customer
competitors; aggressiveness of competitors' policies & postures; entry of new
Interface & Customer
competitors into the market; prices at company sales price; recent price
factors & parameters
increases at company level; prices at retail or end users sales price; market
in each of the
share.
markets investigated
in this report: the
RELATIVE REPUTATION: general customer awareness of the company & its
above analysis
products; overall reputation; status of products; ranking of product quality;
provides this data.
standing of service provided; position of customer handling & interface.
Obviously such an
analysis can assist
RELATIVE PROMOTIONAL ACTIVITY: rating of overall sales promotion activity;
readers in evaluating
comprehension of advertising posture & the advertising message; effectiveness
the areas which
of sales personnel, salesforce & ancillary staff; lucidity of sales literature & print.
might produce
RELATIVE PRODUCT AVAILABILITY: rating of product general availability;
problems for the
acceptability of product specifications; satisfaction with delivery; assurance of
marketing of the
order delivery performance; competence of order handling & order taking; ability
product; and also
to supply products as contracted.
areas of opportunity
which may be
exploited by Fazal RELATIVE TECHNICAL COMPETENCE: rating of general technical
Textile Mills when competence; technical expertise; application of product technology; product
marketing or documentation & instructions; level of product reject or return rates; status of
distributing the general after-sales service performance.
product/s in each of
the markets RELATIVE MARKETING FACTORS: perception of product pricing; ranking of
concerned. technical superiority; fulfillment of service undertakings & the quality of service
The main purpose of provided; assurance of promptness; record of service promptness & delivery;
these analyses is of satisfaction with service levels; general ease of service use & procedures used;
course to attempt to contentment with service convenience, scheduling & off-take; perception of
provide a rational & distribution network system & efficiency; customer handling, flexibility &
objective basis with willingness to co-operate; equity of terms of trading & contractual considerations.
which to compare &
evaluate the factors RELATIVE STAFF PERFORMANCE: initial contact & responsiveness; contact
& parameters critical with order handling staff; negotiations with sales personnel; contact with
to Fazal Textile Mills administration & account staff; interface with technical & specialist managers &
in the provision of staff; performance of service personnel.
products & services.
RELATIVE CORPORATE CONSIDERATIONS: upstream integration;
perceptions of downstream integration; performance of captive distribution
channels; Utilization of other distribution; benefits of other marketing activity;
capture & dominance of specific customer bases.
RELATIVE DISTRIBUTION CHANNEL CONSIDERATIONS: efficiency of

warehousing & handling; quality & attractiveness of packing & packaging;
performance of overall distribution activities; general stock availability; overall
backlogs.
RELATIVE CUSTOMER CONSIDERATIONS: geographic location & spread of

the customer base; captiveness of existing customer bases; loyalty of the
existing customer base; relative concentration of customers; frequency of
average customer purchases; average size & turnover of customer service
requirements; general level of customer servicing; seasonality of customer
demand for products.
RELATIVE PROMOTIONAL CONSIDERATIONS: general advertising & sales

promotion message; marketing spend, Utilization & sales decay; specific sales
promotions & activity; salesforce effectiveness & performance; advertising
efficiency.
RELATIVE COMPETITIVE CONSIDERATIONS: Overall pricing policy & its

effectiveness; sensitivity to the economic climate & conditions; competitive
marketing effort; reaction to competitors' policies & activities; reaction to the
market entry of competitors; attractiveness of pricing; ability to cope with & react
to pricing increases; overall competitiveness of end users sales pricing; general
relative market share.
PRODUCT FACTORS: Product Quality & Quality Approvals; Product Design,

Designers Factors & Specifications; Product Criteria & Parameters; Research &
Development, Product Development & Customization Costs; Technology,
Technological Factors & Developments; Product Longevity + Performance,
Efficiency & Integrity; Product Reliability, Failure Rates & Defects; Product
Criteria, Operation & Usage; Technical Aspects, Technical Developments &
Development Success; Product Life Cycles & Product Obsolescence.
MARKETING FACTORS: Warehousing, Handling & Distribution Channel Costs;

Pricing at Company's level; Pricing at End User or Consumer levels; Stock
Availability, Lead Times & Delivery; Sales Promotion & Selling Costs; Advertising
Posture & Advertising Costs; Competition & Competitors' Aggressiveness &
Posture; Market Share & Relative Market Shares; Seasonality, Cyclical Demand
& Demand Fluctuations; Sensitivity to Economic Conditions & Effect of
Recession; After-Sales Servicing, Requirements & Costs.
SUPPLIER FACTORS: Physical Process + Handling Facilities & Capacity;

Capacity & Flexibility of Plant; Dependence on Sub-contractors, Input Materials
& General Suppliers; Technical Capabilities & New Product Developments;
Technological Aptitude & Technological Innovations; General Physical Plant &
Equipment Capacity; Economies of Scale & Own Buying Influence; Alternative
Suppliers Base; Commitment of Suppliers; Price & Pricing Advantages amongst
Suppliers; Conditions of Sale & Terms of Trading.
DISTRIBUTION CHANNEL & NETWORKS / CUSTOMER INTERFACE

FACTORS: Technical & Marketing Capabilities; Distribution Facilities &
Manpower Availability; Commitment to other Companies; Sales Volumes &
Turnover requirements; Margins & Added Value; Captive Customer Base &
Customers Handled; Geographic Coverage; Sales Promotion, Advertising &
Salesforce; Synergy with Existing Products & Customer Bases; Cash-Flow
Requirements of the Distribution Channel; Capital - Distribution Channel.
CUSTOMER FACTORS: Consumption & Demand Factors; Purchase

Background & Past Product Purchases; Purchasing Criteria - Economic Factors;
Purchasing Criteria - Motivational Factors; Acquisition Costs, Service Pricing;
Product Costs; Customer Awareness.
COMPETITIVE ISSUES + CONSIDERATIONS
This section gives a
database analysis of Company production considerations: production & process difficulties,
the various manufacturing capacity, unit production capacity, flexibility of production plant,
Competitive Issues ability to vary product range, age of plant & equipment
and Considerations
which affect Fazal Company supplies considerations: materials acquisition & sources, materials
Textile Mills and its stock levels, dependence on sub-contractors, buying influence
relative performance
in the industry and Company manpower considerations: manpower availability, labour relations,
Market-Place. pressure of wage rises, relative payroll levels, relative salary levels, technical
The data is given in capabilities
relation to the various
Subsidiary, Division, Company costs & margin considerations: stock levels, variable costs, fixed
Unit or Market costs, payroll costs, direct costs relative to competitors, R&D / product
sectors. development costs
Company product considerations: quality, product specifications, design,

operating criteria, product efficiency, product reliability, product longevity,
product life cycle, product customization, product technology, product usage
Company management strengths: management strengths: senior corporate

officers, management strengths: production staff, management strengths: sales
& marketing staff, management strengths: administration staff, management
strengths: technical & R&D staff, management strengths: personnel staff
Company corporate considerations: upstream integration, downstream

integration, captive distribution channels, dependence on other manufacturers,
dependence on other distributors, dependence on other marketing, dependence
on customers
Company distribution considerations: warehousing & handling, packing &

packaging, distribution, stock availability, order backlog
Company customer considerations: location of customers, dependence on

customer base, captive customer base, concentration of purchases, purchase
frequency, order size, relative customer servicing, seasonality of demand
Company marketing considerations: advertising & sales promotion, marketing

costs, sales promotion costs, selling costs, advertising costs
Company competitive considerations: competitors' pricing policy, sensitivity to

economic conditions, relative marketing spend, competitors' aggressiveness,
entry of new competitors, prices at MSP, price increases at MSP, prices at RSP,
market share
Relative reputation: overall awareness by customers, overall reputation,

reputation of products, reputation of product quality, reputation of service
provided, reputation of customer handling
Relative promotional activity: rating of overall sales promotion activity, rating of

advertising, rating of sales personnel, rating of sales print
Relative product availability: rating of product availability, rating of product

specifications, rating of on-time delivery, rating of complete order delivery, rating
of order handling, rating of ability to supply
Relative technical competence: rating of technical competence, rating of

technical awareness, rating of product technology, rating of product
documentation, rating of product returns, rating of after-sales services
Relative marketing factors: perception of product prices, technical superiority,

service factors, prompt delivery, whole order delivery, stock levels, ordering
procedures, delivery convenience, the delivery system, flexibility of customer
handling, perceptions of terms of trading
Relative staff performance: initial contact, order handling staff, sales staff,
administration staff, specialist staff, service personnel
Relative corporate considerations: upstream integration, downstream integration,

captive distribution channels, reliance on other manufacturers, utilization of other
distributors, benefits of other marketing, captive customer bases
Relative distribution considerations: warehousing & handling, packing &

packaging, distribution, stock availability, order backlog
Relative customer considerations: location of customers, captiveness of the

customer base, customer base loyalty, concentration of purchases, purchase
frequency, order size, customer servicing, seasonality
Relative promotional considerations: advertising & sales promotion, marketing,

sales promotion, salesforce, advertising
Relative competitive considerations: pricing policy, economic conditions, relative

marketing effort, reaction to competitors, new competitors, prices at MSP, price
increases, prices at RSP, market share.
Market Research
Textiles & Apparel
Overview
The MARKET RESEARCH report on Textiles & Apparel is intended to give a comprehensive and
widespread analysis of the markets in which Fazal Textile Mills operates. The Market Research
reflects the geographic circumstances of the Company, and will consist of one of the following
geographic types:-
TEXTILES & APPAREL
WORLD REPORT
Diagrams, Maps Spreads

apters Pages Volumes
& Illustrations & Datab
59 c. 5130 Printed volume & DVD c. 552 c. 98
ce Country
produced from the standpoint of the business norms and perceptions in the client’s own country and covers a large number of issues which
r when planning overseas or export developments in world markets.
ovides market, financial and industry data on each of the 205 world markets and once this data is viewed, and target countries selected, the
more detailed analysis of individual world markets.
ollowing chapters address particular facets of business activity and each of these facets are important in every overseas market. Once a
particular overseas market then a Country Report (or a Country & Cities Report) on that particular market can be obtained and this will p
tion headings as found in the following chapters. In this way a client can compare his home industry and market situation with that of an
ereby business planning can be more realistically undertaken.
SPREADSHEETS
Competitive
Critical Parameters
Financial Decision Makers
Industry Market Segmentation
Market Marketing Costs
Performance
Product Launch
CHAPTERS
SEAS DEVELOPMENT
ISTRATION
RTISING
RS – COMMERCIAL OPERATIONS
RS – COMPETITORS
RS – MAJOR CITY
RS – PRODUCTS
RS – TRADE CELL
ETITIVE INDUSTRY ANALYSIS
ETITOR ANALYSIS
TRY FOCUS
BUTION
CIAL - BUSINESS DECISION SCENARIOS
CIAL - CAPITAL COSTS FINANCIAL SCENARIOS
CIAL - CASHFLOW OPTION SCENARIOS
CIAL - COST STRUCTURE SCENARIOS
CIAL - HISTORIC INDUSTRY BALANCE SHEET
CIAL - HISTORIC MARKETING COSTS & MARGINS
CIAL - INVESTMENT + COST REDUCTION SCENARIOS
CIAL - MARKET CLIMATE SCENARIOS
CIAL – MARKETING COSTS
CIAL - MARKETING EXPENDITURE SCENARIOS
CIAL – MARKETING MARGINS
CIAL - STRATEGIC OPTIONS SCENARIOS
CIAL - SURVIVAL SCENARIOS
CIAL - TACTICAL OPTIONS SCENARIOS
RAPHIC DATA
TRY - NORMS
R CITY MARKET ANALYSIS
ET CAPITAL ACCESS SCENARIOS

ET CASHFLOW SCENARIOS
ET ECONOMIC CLIMATE SCENARIOS
ET INVESTMENT + COSTS SCENARIOS
ET MARKETING EXPENDITURE SCENARIOS
ET RISK SCENARIOS
ET STRATEGIC OPTION SCENARIOS
ET SURVIVAL OPTION SCENARIOS
ET TACTICAL OPTION SCENARIOS
ETING EXPENDITURE -v- MARKET SHARE
ETING STRATEGY DEVELOPMENT
ETS
ATIONAL ANALYSIS
ONNEL MANAGEMENT
CAL DISTRIBUTION + CUSTOMER HANDLING
ESS + ORDER HANDLING
UCT ANALYSIS
UCT DEVELOPMENT
UCT MARKETING FACTORS
UCT MIX
UCT SUMMARY
T RISK SCENARIOS
OTIONAL MIX
FORCE DECISIONS
PROMOTION
EYS
ETS - PRODUCT + MARKET
NOLOGY
CELL ANALYSIS
Market Financial Financial Historic Historic Industry

COUNTRY Market
Forecast Forecast Margins Financial Costs Norms
Afghanistan Market Forecast Forecast Forecast Historic Historic Norms
Albania Market Forecast Forecast Forecast Historic Historic Norms
Algeria Market Forecast Forecast Forecast Historic Historic Norms
American Samoa Market Forecast Forecast Forecast Historic Historic Norms
Andorra Market Forecast Forecast Forecast Historic Historic Norms
Angola Market Forecast Forecast Forecast Historic Historic Norms
Antigua & Barbuda Market Forecast Forecast Forecast Historic Historic Norms
Argentina Market Forecast Forecast Forecast Historic Historic Norms
Armenia Market Forecast Forecast Forecast Historic Historic Norms
Aruba Market Forecast Forecast Forecast Historic Historic Norms
Australia Market Forecast Forecast Forecast Historic Historic Norms
Austria Market Forecast Forecast Forecast Historic Historic Norms
Azerbaijan Market Forecast Forecast Forecast Historic Historic Norms
Bahamas Market Forecast Forecast Forecast Historic Historic Norms
Bahrain Market Forecast Forecast Forecast Historic Historic Norms
Bangladesh Market Forecast Forecast Forecast Historic Historic Norms
Barbados Market Forecast Forecast Forecast Historic Historic Norms
Belarus Market Forecast Forecast Forecast Historic Historic Norms
Belgium Market Forecast Forecast Forecast Historic Historic Norms
Belize Market Forecast Forecast Forecast Historic Historic Norms
Benin Market Forecast Forecast Forecast Historic Historic Norms
Bermuda Market Forecast Forecast Forecast Historic Historic Norms
Bhutan Market Forecast Forecast Forecast Historic Historic Norms
Bolivia Market Forecast Forecast Forecast Historic Historic Norms
Bosnia & Herzegovina Market Forecast Forecast Forecast Historic Historic Norms
Botswana Market Forecast Forecast Forecast Historic Historic Norms

Brazil Market Forecast Forecast Forecast Historic Historic Norms
Brunei Market Forecast Forecast Forecast Historic Historic Norms
Bulgaria Market Forecast Forecast Forecast Historic Historic Norms
Burkina Faso Market Forecast Forecast Forecast Historic Historic Norms
Burma Market Forecast Forecast Forecast Historic Historic Norms
Burundi Market Forecast Forecast Forecast Historic Historic Norms
Cambodia Market Forecast Forecast Forecast Historic Historic Norms
Cameroon Market Forecast Forecast Forecast Historic Historic Norms
Canada Market Forecast Forecast Forecast Historic Historic Norms
Cape Verde Market Forecast Forecast Forecast Historic Historic Norms
Cayman Islands Market Forecast Forecast Forecast Historic Historic Norms
Central African Rep. Market Forecast Forecast Forecast Historic Historic Norms
Chad Market Forecast Forecast Forecast Historic Historic Norms
Chile Market Forecast Forecast Forecast Historic Historic Norms
China Market Forecast Forecast Forecast Historic Historic Norms
Colombia Market Forecast Forecast Forecast Historic Historic Norms
Comoros Market Forecast Forecast Forecast Historic Historic Norms
Costa Rica Market Forecast Forecast Forecast Historic Historic Norms
Cote d'Ivoire Market Forecast Forecast Forecast Historic Historic Norms
Croatia Market Forecast Forecast Forecast Historic Historic Norms
Cuba Market Forecast Forecast Forecast Historic Historic Norms
Cyprus Market Forecast Forecast Forecast Historic Historic Norms
Czech Republic Market Forecast Forecast Forecast Historic Historic Norms
Dem. Rep. Congo Market Forecast Forecast Forecast Historic Historic Norms
Denmark Market Forecast Forecast Forecast Historic Historic Norms
Djibouti Market Forecast Forecast Forecast Historic Historic Norms
Dominica Market Forecast Forecast Forecast Historic Historic Norms
Dominican Republic Market Forecast Forecast Forecast Historic Historic Norms
Ecuador Market Forecast Forecast Forecast Historic Historic Norms
Egypt Market Forecast Forecast Forecast Historic Historic Norms
El Salvador Market Forecast Forecast Forecast Historic Historic Norms
Equatorial Guinea Market Forecast Forecast Forecast Historic Historic Norms
Eritrea Market Forecast Forecast Forecast Historic Historic Norms
Estonia Market Forecast Forecast Forecast Historic Historic Norms
Ethiopia Market Forecast Forecast Forecast Historic Historic Norms
Faeroe Islands Market Forecast Forecast Forecast Historic Historic Norms
Fiji Market Forecast Forecast Forecast Historic Historic Norms
Finland Market Forecast Forecast Forecast Historic Historic Norms
France Market Forecast Forecast Forecast Historic Historic Norms
French Guiana Market Forecast Forecast Forecast Historic Historic Norms

French Polynesia Market Forecast Forecast Forecast Historic Historic Norms
Gabon Market Forecast Forecast Forecast Historic Historic Norms
Gambia Market Forecast Forecast Forecast Historic Historic Norms
Georgia Market Forecast Forecast Forecast Historic Historic Norms
Germany Market Forecast Forecast Forecast Historic Historic Norms
Ghana Market Forecast Forecast Forecast Historic Historic Norms
Greece Market Forecast Forecast Forecast Historic Historic Norms
Greenland Market Forecast Forecast Forecast Historic Historic Norms
Grenada Market Forecast Forecast Forecast Historic Historic Norms
Guadeloupe Market Forecast Forecast Forecast Historic Historic Norms
Guam Market Forecast Forecast Forecast Historic Historic Norms
Guatemala Market Forecast Forecast Forecast Historic Historic Norms
Guernsey Market Forecast Forecast Forecast Historic Historic Norms
Guinea Market Forecast Forecast Forecast Historic Historic Norms
Guinea-Bissau Market Forecast Forecast Forecast Historic Historic Norms
Guyana Market Forecast Forecast Forecast Historic Historic Norms
Haiti Market Forecast Forecast Forecast Historic Historic Norms
Honduras Market Forecast Forecast Forecast Historic Historic Norms
Hong Kong Market Forecast Forecast Forecast Historic Historic Norms
Hungary Market Forecast Forecast Forecast Historic Historic Norms
Iceland Market Forecast Forecast Forecast Historic Historic Norms
India Market Forecast Forecast Forecast Historic Historic Norms
Indonesia Market Forecast Forecast Forecast Historic Historic Norms
Iran Market Forecast Forecast Forecast Historic Historic Norms
Iraq Market Forecast Forecast Forecast Historic Historic Norms
Ireland Market Forecast Forecast Forecast Historic Historic Norms
Israel Market Forecast Forecast Forecast Historic Historic Norms
Italy Market Forecast Forecast Forecast Historic Historic Norms
Jamaica Market Forecast Forecast Forecast Historic Historic Norms
Japan Market Forecast Forecast Forecast Historic Historic Norms
Jersey Market Forecast Forecast Forecast Historic Historic Norms
Jordan Market Forecast Forecast Forecast Historic Historic Norms
Kazakhstan Market Forecast Forecast Forecast Historic Historic Norms
Kenya Market Forecast Forecast Forecast Historic Historic Norms
Kiribati Market Forecast Forecast Forecast Historic Historic Norms
Kuwait Market Forecast Forecast Forecast Historic Historic Norms
Kyrgyzstan Market Forecast Forecast Forecast Historic Historic Norms
Laos Market Forecast Forecast Forecast Historic Historic Norms
Latvia Market Forecast Forecast Forecast Historic Historic Norms
Lebanon Market Forecast Forecast Forecast Historic Historic Norms

Lesotho Market Forecast Forecast Forecast Historic Historic Norms
Liberia Market Forecast Forecast Forecast Historic Historic Norms
Libya Market Forecast Forecast Forecast Historic Historic Norms
Liechtenstein Market Forecast Forecast Forecast Historic Historic Norms
Lithuania Market Forecast Forecast Forecast Historic Historic Norms
Luxembourg Market Forecast Forecast Forecast Historic Historic Norms
Macau Market Forecast Forecast Forecast Historic Historic Norms
Macedonia Market Forecast Forecast Forecast Historic Historic Norms
Madagascar Market Forecast Forecast Forecast Historic Historic Norms
Malawi Market Forecast Forecast Forecast Historic Historic Norms
Malaysia Market Forecast Forecast Forecast Historic Historic Norms
Maldives Market Forecast Forecast Forecast Historic Historic Norms
Mali Market Forecast Forecast Forecast Historic Historic Norms
Malta Market Forecast Forecast Forecast Historic Historic Norms
Martinique Market Forecast Forecast Forecast Historic Historic Norms
Mauritania Market Forecast Forecast Forecast Historic Historic Norms
Mauritius Market Forecast Forecast Forecast Historic Historic Norms
Mayotte Market Forecast Forecast Forecast Historic Historic Norms
Mexico Market Forecast Forecast Forecast Historic Historic Norms
Micronesia Market Forecast Forecast Forecast Historic Historic Norms
Moldova Market Forecast Forecast Forecast Historic Historic Norms
Monaco Market Forecast Forecast Forecast Historic Historic Norms
Mongolia Market Forecast Forecast Forecast Historic Historic Norms
Morocco Market Forecast Forecast Forecast Historic Historic Norms
Mozambique Market Forecast Forecast Forecast Historic Historic Norms
Namibia Market Forecast Forecast Forecast Historic Historic Norms
Nepal Market Forecast Forecast Forecast Historic Historic Norms
Netherlands Market Forecast Forecast Forecast Historic Historic Norms
Netherlands Antilles Market Forecast Forecast Forecast Historic Historic Norms
New Caledonia Market Forecast Forecast Forecast Historic Historic Norms
New Zealand Market Forecast Forecast Forecast Historic Historic Norms
Nicaragua Market Forecast Forecast Forecast Historic Historic Norms
Niger Market Forecast Forecast Forecast Historic Historic Norms
Nigeria Market Forecast Forecast Forecast Historic Historic Norms
North Korea Market Forecast Forecast Forecast Historic Historic Norms
Norway Market Forecast Forecast Forecast Historic Historic Norms
Oman Market Forecast Forecast Forecast Historic Historic Norms
Pakistan Market Forecast Forecast Forecast Historic Historic Norms
Panama Market Forecast Forecast Forecast Historic Historic Norms
Papua New Guinea Market Forecast Forecast Forecast Historic Historic Norms
Paraguay Market Forecast Forecast Forecast Historic Historic Norms
Peru Market Forecast Forecast Forecast Historic Historic Norms
Philippines Market Forecast Forecast Forecast Historic Historic Norms
Poland Market Forecast Forecast Forecast Historic Historic Norms
Portugal Market Forecast Forecast Forecast Historic Historic Norms
Puerto Rico Market Forecast Forecast Forecast Historic Historic Norms
Qatar Market Forecast Forecast Forecast Historic Historic Norms
Republic of Congo Market Forecast Forecast Forecast Historic Historic Norms
Reunion Market Forecast Forecast Forecast Historic Historic Norms
Romania Market Forecast Forecast Forecast Historic Historic Norms
Russia Market Forecast Forecast Forecast Historic Historic Norms
Rwanda Market Forecast Forecast Forecast Historic Historic Norms
Saint Kitts & Nevis Market Forecast Forecast Forecast Historic Historic Norms
Saint Lucia Market Forecast Forecast Forecast Historic Historic Norms
St Vincent/Grenadines Market Forecast Forecast Forecast Historic Historic Norms
Samoa Market Forecast Forecast Forecast Historic Historic Norms
Sao Tome/Principe Market Forecast Forecast Forecast Historic Historic Norms
Saudi Arabia Market Forecast Forecast Forecast Historic Historic Norms
Senegal Market Forecast Forecast Forecast Historic Historic Norms
Serbia & Montenegro Market Forecast Forecast Forecast Historic Historic Norms
Seychelles Market Forecast Forecast Forecast Historic Historic Norms
Sierra Leone Market Forecast Forecast Forecast Historic Historic Norms
Singapore Market Forecast Forecast Forecast Historic Historic Norms
Slovakia Market Forecast Forecast Forecast Historic Historic Norms
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Spain Market Forecast Forecast Forecast Historic Historic Norms
Sri Lanka Market Forecast Forecast Forecast Historic Historic Norms
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Suriname Market Forecast Forecast Forecast Historic Historic Norms
Swaziland Market Forecast Forecast Forecast Historic Historic Norms
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Syria Market Forecast Forecast Forecast Historic Historic Norms
Taiwan Market Forecast Forecast Forecast Historic Historic Norms
Tajikistan Market Forecast Forecast Forecast Historic Historic Norms
Tanzania Market Forecast Forecast Forecast Historic Historic Norms

Thailand Market Forecast Forecast Forecast Historic Historic Norms
Togo Market Forecast Forecast Forecast Historic Historic Norms
Tonga Market Forecast Forecast Forecast Historic Historic Norms
Trinidad & Tobago Market Forecast Forecast Forecast Historic Historic Norms
Tunisia Market Forecast Forecast Forecast Historic Historic Norms
Turkey Market Forecast Forecast Forecast Historic Historic Norms
Turkmenistan Market Forecast Forecast Forecast Historic Historic Norms
Uganda Market Forecast Forecast Forecast Historic Historic Norms
Ukraine Market Forecast Forecast Forecast Historic Historic Norms
United Arab Emirates Market Forecast Forecast Forecast Historic Historic Norms
United Kingdom Market Forecast Forecast Forecast Historic Historic Norms
United States Market Forecast Forecast Forecast Historic Historic Norms
Uruguay Market Forecast Forecast Forecast Historic Historic Norms
Uzbekistan Market Forecast Forecast Forecast Historic Historic Norms
Vanuatu Market Forecast Forecast Forecast Historic Historic Norms
Venezuela Market Forecast Forecast Forecast Historic Historic Norms
Vietnam Market Forecast Forecast Forecast Historic Historic Norms
Virgin Islands Market Forecast Forecast Forecast Historic Historic Norms
Western Sahara Market Forecast Forecast Forecast Historic Historic Norms
Yemen Market Forecast Forecast Forecast Historic Historic Norms
Zambia Market Forecast Forecast Forecast Historic Historic Norms
Zimbabwe Market Forecast Forecast Forecast Historic Historic Norms
Business Planning
Overview
This business planning utilities provide users with the tools to produce a detailed
Business Plan or Proposal which is based on specific commercial intelligence for
the product market and industry in the countries and/or urban areas concerned. It
is able to produce four levels of business planning and support documentation:-
Summary Market Research Base Data Business Plan Modules
An Executive Documents which are The base data, This is an optional

Summary which can designed to produce reference materials Add-in module.
be used as a a range of function and resources [This edition does not
Business Plan for a based and provided are include this module
Board or committee operational delineated designed to be used and users wishing to
budgeting plans for middle or (and customized) in obtain this report and
presentation in a operational order to produce database can order it
corporate situation, or managers. further business as an upgrade.]
as a Business This information is planning and logic.
Details of these
Proposal when produced for internal This includes the
modules can be found
seeking to attract consumption by following:-
on the website.
investment from managers and can be 1. Market Research
banks, venture viewed on the 2. Forecast Scenarios
capitalists or other company intranet or
3. Spreadsheet data
parties in can be produced as
(.xls)
entrepreneurial printed manuals for
situations. This is a 4. Databases (.mdb)
which boilerplates
printed document (for (which are designed 5. Base data for long
which a template is to be edited as term forecasting and
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user. which can be edited
The documents are
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of long-term forecasts on the company's future performance. The report includes data on Fazal Textile
Mills markets, performance, competitive position and full results from surveys of Company customer
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The Tactical & Strategic Report on Fazal Textile Mills covers all the items, topics and issues listed
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Tactical & Strategic Report on Fazal Textile Mills

The Tactical & Strategic Report

Tactical & Strategic Report

The Tactical & Strategic Report on

change for each edition.

Volume 1 Volume 2 Volume 3 Volume 4

The CURRENT BASIC DATA ON FAZAL TEXTILE MILLS

VOLUME 1.1 INTRODUCTION

FAZAL TEXTILE MILLS BASIC DATA

VOLUME 1.3 FAZAL TEXTILE MILLS HISTORIC FINANCIAL + OPERATIONAL DATA

New Technology Expenditure; New Physical Process Technology Expenditure; Total

Return on Capital; Return on Assets; Return on Shareholders' Funds; Pre-tax Profit

Capacity Utilization as a measure of Standard Capacity; Relative output of Products

VOLUME 1.4 THE MARKET ENVIRONMENT FOR FAZAL TEXTILE MILLS

VOLUME 1.4.1 MARKET SUMMARY

COMPANY PRODUCT MARKET CONSUMPTION:

VOLUME 1.4.3 MARKET SECTORS

MARKET SECTORS: Market Sector figures are given:-

VOLUME 1.4.4 PRODUCT PROFILES

COMPANY PRODUCT PROFILES:

THE CUSTOMER BASE:

VOLUME 1.5.2 DISTRIBUTION

COMPANY PRODUCT DISTRIBUTION:

KEY SERVICE CITIES:

PRODUCT INDUSTRY & EMPLOYMENT:

VOLUME 1.6.1 INDUSTRY FINANCIAL PERFORMANCE

PROFITS BEFORE TAX: Net profits including investment income receivable,

VOLUME 1.6.2 INDUSTRY PROCESSES

PRODUCT INDUSTRY STRUCTURE: New technology investments. New production

NEW TECHNOLOGY INVESTMENT: The figures given represent investment in

PRODUCTION TECHNOLOGY INVESTMENT: The term 'Production Technology'

INDUSTRY CONCENTRATION: The largest 4 companies; the largest 8 companies;

INDUSTRY IMMEDIATE CUSTOMER BASE PROFILE: Wholesale establishments;

INDUSTRY EMPLOYMENT: Total average Employment.

INDUSTRY COST STRUCTURE: Payroll; materials; value added.

INVENTORY STRUCTURE: Total inventory; finished products; work in progress;

The TACTICAL A DETAILED FORECAST

3. The forecast assumptions use Competitor databases to forecast changes in

MARKETING FORECASTS: Marketing + Competitive Forecast & Analysis.

SHORT TERM STRATEGY + TACTICS: Product Markets, Product

COMPETITIVE ANALYSIS: The basis of the Competitive analysis is the

TACTICAL ANALYSIS: The tactical analysis is designed to review, analyse and

SHORT TERM TACTICAL ISSUES: A DATABASE analysis of various aspects

VOLUME 2.1 FINANCIAL + OPERATIONAL FORECAST FOR FAZAL TEXTILE MILLS

New Technology Expenditure; New Physical Process Technology Expenditure;

Return on Capital; Return on Assets; Return on Shareholders' Funds; Pre-tax

Capacity Utilization as a measure of Standard Capacity; Relative output of

VOLUME 2.2.1 PRODUCT MARKETING FACTORS

PRODUCT FACTORS: Quality. Approvals. Design factors / design

MARKETING FACTORS: Distribution / warehousing / handling costs.

SUPPLIER FACTORS: Processing / production / handling facilities & capacity.

DISTRIBUTION / CUSTOMER INTERFACE FACTORS: Technical / marketing

CUSTOMER FACTORS: Propensity to consume / demand factors. Product

VOLUME 2.2.2 MARKET SEGMENTATION

MARKET SEGMENTATION: Pricing - lower price; pricing - higher price;

PRODUCT SEGMENTATION: Quality - higher quality; quality - lower quality;

VOLUME 2.2.3 PRODUCT LAUNCH / REVISION DATA

PRODUCT LAUNCH / REVISION DATA: By year. Adoption rates : product

ADOPTION RATES: New products; conversion ratios : product revisions;

POTENTIAL FIRST YEAR GROWTH: Product revisions; potential first year

VOLUME 2.2.4 PRODUCT MARKETING COSTS

VOLUME 2.3 TACTICAL PRODUCT PROFILES