Table of Contents

Company overview:......................................................................................................... 6

Current situation: ........................................................................................................... 7

Performance: .......................................................................................................................... 7

Strategic Posture: .................................................................................................................... 8

Mission statement:.......................................................................................................................... 8

Policies: .......................................................................................................................................... 8

Corporate governance:.................................................................................................... 9

Board of directors:.................................................................................................................. 9

External assessment: ..................................................................................................... 10

PESTEL: .............................................................................................................................. 10

1. Political:............................................................................................................................... 10

2. Economical: .................................................................................................................. 11

3. Social: .................................................................................................................................. 11

4. Technological: ..................................................................................................................... 11

5. Legal: ................................................................................................................................... 11

6. Environmental: .................................................................................................................... 12

Porter’s five forces model: .................................................................................................... 12

Internal assessment: ...................................................................................................... 15

Organizational structure: ..................................................................................................... 15

Corporate culture: ................................................................................................................ 15

Corporate resources: ............................................................................................................ 16

RBV: ............................................................................................................................................ 16

1. Marketing: ........................................................................................................................... 16

2
 2. Finance: ............................................................................................................................... 17

3. R&D: ................................................................................................................................... 17

4. Operations and logistics: ..................................................................................................... 17

5. HRM: ................................................................................................................................... 18

6. IS: ........................................................................................................................................ 19

IFE Matrix: .......................................................................................................................... 20

Analysis of strategic alternatives and recommendations for strategy: .......................... 22

IE Matrix:............................................................................................................................. 22

SPACE Matrix: .................................................................................................................... 22

Financial stability (FS) (+)............................................................................................. 22

Environmental stability (ES) ......................................................................................... 22

-2 ................................................................................................................................... 23

Growth potential ........................................................................................................... 23

4 .................................................................................................................................... 23

-1 ................................................................................................................................... 23

Financial stability .......................................................................................................... 23

2 .................................................................................................................................... 23

-2 ................................................................................................................................... 23

Ease of market entry ..................................................................................................... 23

4 .................................................................................................................................... 23

-1 ................................................................................................................................... 23

3
Resource utilization ....................................................................................................... 23

2 .................................................................................................................................... 23

-2 ................................................................................................................................... 23

Profit potential .............................................................................................................. 23

4 .................................................................................................................................... 23

-2 ................................................................................................................................... 23

0.66 ................................................................................................................................ 23

IS Average ..................................................................................................................... 23

3.2 .................................................................................................................................. 23

Implementation and evaluation: ................................................................................... 30

4
Executive summary:

We have chosen SAS Company to analyze its strategic management plan. This strategic plan

is made for the overall organization not for a specific department. It will help the company to

increase its profits by establishing and enhancing their positioning in the market, and how

they are positioned internally. We have identified the factors that affect both internal, and

external environments. Then, we have chosen the best strategy that help the company fit with

the surrounding environment and also help the company to fit with the internal culture and

structure by implementing it on the same structure of the organization without changing

anything inside it or even changing the tasks, then we provided an action plan to guid the

company to implement our recommended strategy and also we provided a performance

measurement to help the company evaluate their current strategies, and the recommended

strategy

5
Company overview:

SAS is a partnership corporation in the electronic industry. It produces many electronic

products, such as electronic covers and switches. It also provides after-sale service for

damages caused by users, and manufacturing defects. SAS is a huge corporation that is

divided to 4 small companies; SAS, Abbas, SMART, and iHome. SAS is the main

headquarter for the corporation that includes all management teams and different

departments. Abbas is the main factory for SAS; it includes the inventory and packaging

teams. SMART is selling special innovative products, such as SMART L.E.Ds and touch

electric keys. ihome is selling electric keys and covers that suits each home as customers can

make their own features on the company’s products to meat each preference. SAS is a B2B

business, as it deals with retailers and wholesalers. SAS have an experience in the market for

25 years. It is located in many countries, such as Saudi Arabia, Syria, Qatar, Lebanon, Dubai,

and Oman. In Egypt, it is located in the industrial zone inside 10th of Ramadan.

6
Current situation:

Performance:

To measure the profitability of SAS Company in 2016, we had to calculate:

 ROI: their gain in investment was 200 million and their cost of investment was 5

𝐺𝑎𝑖𝑛 𝑜𝑓 𝑖𝑛𝑣𝑒𝑠𝑡𝑚𝑒𝑛𝑡−𝑐𝑜𝑠𝑡 𝑜𝑓 𝑖𝑛𝑣𝑒𝑠𝑡𝑚𝑒𝑛𝑡 200𝑚−5𝑚

million, so 𝑅𝑂𝐼 = = = 39 𝑚𝑖𝑙𝑙𝑖𝑜𝑛.
𝐶𝑜𝑠𝑡 𝑜𝑓 𝑖𝑛𝑣𝑒𝑠𝑡𝑚𝑒𝑛𝑡 5𝑚

 Market share: their total revenue was 300 million and the industry total revenue was

𝑇ℎ𝑒 𝑐𝑜𝑚𝑝𝑎𝑛𝑦 ′ 𝑠 𝑡𝑜𝑡𝑎𝑙 𝑟𝑒𝑣𝑒𝑛𝑢𝑒 300𝑚

500 million, so 𝑀𝑎𝑟𝑘𝑒𝑡 𝑠ℎ𝑎𝑟𝑒 = = 500𝑚 = 60%
𝑇ℎ𝑒 𝑖𝑛𝑑𝑢𝑠𝑡𝑟𝑦 ′ 𝑠 𝑡𝑜𝑡𝑎𝑙 𝑟𝑒𝑣𝑒𝑛𝑢𝑒

 Profitability: their profitability was 70% which means that they receive a lot of profits

from selling their products in the market.

According to those calculations, SAS Company is performing well in the market. Although,

they have to enhance this performance as the industry average is higher in ROI and Market

share.

7
Strategic Posture:

Mission statement:

“Through commitment to people systems and technology, we lead the way in providing

value to our customers and to our stakeholders by producing creative electric keys in

The Egyptian Market”

Unfortunatly, this statement is not clearly stated in the organizations; as first-line managers

and employees do not know that there is something called a company mission. In addition,

this statement is not sufficient enough theoretically because it lacks the companys’ self-

concept, concern for public image, philosophy, and survival, growth, and profitability.

Policies:

There are different types of policies that SAS Company follows, which are:

 Originated Policies: The top manager of the business formulates policies for the

important functional areas.

 Appealed Policies: When a dilemma appears in a unit of the organization over

some issue, the unit head appeals his superiors for a decision

 Implied Policies: A functionary can take decisions on certain day to day .

 Externally Imposed Policies: Externally Imposed Policies are imposed by

external agencies like Governments, Legal Authorities, Industry Associations,

and Trade Unions.

Those policies are clearly stated and respected inside the organization. On the other hand, it

is not stated in the mission statement as they did not mention their self-concept, and their

philosophy.

8
Corporate governance:

Board of directors:

The owners of the company are on the board of directors and they are internal

members.

According to their rules, the CEO holds 40% of the company shares, and the other 60%

is held by the owner of the company. In addition, all shares are privately held.

We recommend that the company can transform their shares to be publicly held to gain more

benefits from selling them.

The board members have to have managerial knowledge in order to be able to set the

mission and purposes of the organization, choosing and evaluating the performance of

CEO, set company strategy and plans give a meaningful personal financial information,

identifying personal and public relations that could benefit the organization's achieve

its goals and create the company reputation. As for skills they had to have problem

solving skills, creativity, mathematical skills and team working. As for a background

they have to have a different background in HR, management, Finance, marketing even

if it is a minor or general knowledge.

Their level of involvement in strategic management is relatively high, as they involve

not only in the formulation stage, but also in the implementation and evaluation stage;

as they ask for reports on a monthly basis and provide suggestions for the CEO and top

managers.

Top management:

9
There are two groups that constitutes top management; the board of directors and the CEO.

Any top manager should have different skills, such as: communication, persuasion,

negotiation, leadership, decision-making, and problem solving skills. Top managers have

been responsible for the company’s performance over the past years. They are two managers,

both are promoted internally; one of them is in the top management level from 7 years, and

the other one is in the top management for 2 years. Both of them work together through

planning, organizing, leading, and controlling; as they are highly involved in all strategic

management stages.

They interact with lower level managers on a daily basis and they interact with the CEO

on a weekly basis, and sometimes before that if there is a big decision to take. This is

considered as a strength. All decisions are taken ethically with a corporate social manner in

order not to lose good reputation in the market. In addition, top managers skills make them

prepared to adapt to any new changes that could occur in the future.

External assessment:

PESTEL:

1. Political:

 Increase in taxes

 Corruption inside the market; as some suppliers or distributers can take bribes

 Political instability

 Competition regulation: It is a good thing in our opinion as it regulates the

competition standards in the market

 Trade control: as the company depends on imports and exports

10
2. Economical:

 The inflation rate: It definitely affects the business as the company get the

materials from outside so by the economic problem happening recently in

Egypt business is affected negatively, things are getting more expensive.

 The interest rate: With government shifting interest rates, the company has to

think of its demanded patterns

3. Social:

 The social lifestyles: It’s the way people live and way think of what they need

 The domestic structures: It’s what set if the product can work or not

4. Technological:

 New Discoveries: as it is an Electric product lamp the company has to updated

with any additions in the market, in addition to try to new features which will

made it more attractive so that sales will be increased.

 Rate of technological obsolescence: in order to avoid Boredom Company has

to monitor what has become an old feature like the orange light for example

and try to change it with other.

 Rate of technological advances: What has been updated in technology must

updated in market to increase sales

5. Legal:

 Product regulations: the rules that standardize a certain thing that has to be available

in the product to be safe for use.

11
 6. Environmental:

 Geographical location: the location of the business is affecting the business positively

based on population and level of people

 Energy consumption regulation: It can affect the amount of hours the factory can

work using different type of energy so it can affect making process of the LED

 People attitude: The success of product marketing and sales is different from different

consumer aspects that affects sales.

Porter’s five forces model:

 Rivarly among competing firms: SAS focuses on their customers by providing

innovative products to the market. On the other hand, the number of their competitors

is high; as they are two strong competitors in the market. That’s mean that it is very

high competition.

 Potential entry of new competitors: It is very low; because SAS is providing the

most innovative product with high quality and low prices.

 Potential development of substitute products: It is relatively high; because there

are many substitutes for SAS products inside the market.

 Bargaining power of suppliers: It is weak; because there is a limited number of

suppliers in this industry.

 Bargaining power of buyers: It is strong; because there is no customer loyalty in

such products.

According to the fiver forces model, electric industry is relatively unattractive.

EFE Matrix:

12
Key external factors Weight Rating Score

Opportunities

1. Rate of technological advances 0.09 4 0.36

2. Rate of technological obsolescence 0.07 4 0.28

3. New discoveries 0.08 3 0.24

4. Social lifestyles 0.06 4 0.24

5. Product regulations 0.07 2 0.14

6. Competition regulation 0.05 2 0.1

7. Geographical location 0.06 3 0.18

8. Energy consumption regulation 0.04 1 0.04

Threats

1. Trade control 0.08 1 0.08

2. Increase in taxes 0.07 1 0.07

3. The inflation rate 0.05 1 0.05

4. The interest rate 0.07 1 0.07

5. Market corruption 0.06 2 0.12

6. Political instability 0.06 1 0.06

7. The domestic structure of the product 0.04 3 0.12

13
 8. People attitude changes 0.05 2 0.1

Total 1 2.25

The most important opportunity that SAS should take advantage

of is the “rate of technological advances”. Indead, SAS is

dealing with it perfectly as it is updated to the newest trend in

the market. On the other hand, the most important threat that

SAS should reduce and avoid is the “trade control”.

Unfortunately, this rules are out of their hands as it is only

controlled by the government. Although, the threat that the

company is dealing with relatively effectively is the “domestic

structure of the product”; as SAS is obligated to ensure quality.

According to the EFE Matrix, SAS Company is not positioned

well in the market because it is below the average which is 2.5;

that’s why SAS Company should reposition itself again

14
Internal assessment:

Organizational structure:

In SAS, it is a centralized structure; because the top managers who are responsible for

making decisions and they have full authority. This is considered as a weakness for more

than on reason; firstly, there is no motivation for middle managers and employees; because

there is no delegation in authority. Secondly, there is a slow delegation of decisions as it

takes long time to reach employees. SAS structure is organized based on functions through

various departments each is responsible for some tasks and goals. This structure is clearly

stated, and it is consistent with the organization’s plans; which is considered as a point of

strength. SAS structure differ from their competitor’s structure because each company has it

is own culture; that’s why we need to evaluate the corporate culture.

Corporate culture:

SAS Company contains different sub-cultures; because they hire employees from different

regions; that’s why there is a large diversification among employees. The culture of SAS is

not perfectly consistent with their objectives, strategies, policies, and programs; as there are

some problems regarding the different values and beliefs of employees; which is considered

as a weakness that need to be dealt with; because when cultural problems occurred, the

productivity of employees decreases, and so the quality of performance. On the other hand, it

is also a strength for SAS; as their employees are adaptable to changes and conflicts.

Although, SAS is trying its best to fit with the countrys’ beliefs and traditions which they

are operating in to be more productive.

15
Corporate resources:

RBV:

Resource Rare Hard to Not easily Valuable

imitate substitutable
Physical Yes Yes Yes Yes
(location,
technology, and
raw materials)
Human No Moderate Yes Moderate
(Employees,
training,
experience,
intelligence,
knowledge,
skills, and
abilities
Organizational Yes Moderate No Moderate
(firm structure,
planning
process, IS, and
databases)

1. Marketing:

SAS marketers are using an effective 4Ps in local and international markets; which helped the

company to increase its sales each year by 5%, and also helped in sustaining their

competitive advantage which is innovation in their target customers’ minds. Comparing their

marketing performance with their competitors marketing performance; it is considered as a

weakness because there are some limitations inside the marketing department. Then, they use

segmentation and market research to evaluate their performance in the market; which is

considered as a strength. Each country has its own market, that’s why they are adjusting their

16
marketing based on the type of the country that they are operating in. The marketing manager

is involved in setting organizational objectives, mission and vision statements.

2. Finance:

SAS is using “assets fund strategy” for financing new projects; which s is considered as a

weakness because SAS can increase it’s gross profit in the market by using another strategy

which is “liability funds strategy” which is taking either long or short term liability for

financing new project. SAS has a balanced statement without any liabilities; which is

considered as a strength.; because it can easily take a loan from any bank as it has no

liabilities and large assets. There are difference between statements constant vs. dollar report;

because there are difference in prices due to inflation rate which is considered as a weakness.

Comparing with their competitors, SAS is higher in investment, financing, and dividend

dictions; as they are using capital budgeting, ration analysis, and managing foreign currency

which is considered as a strength; because it improves current firm performance. SAS also

adjust their financing objectives and strategies according to the country that they are

operating in to suit its conditions.

3. R&D:

Unfourtinately, SAS Company does not have an R&D department, which is considered as a

major weakness that could also form a threat on the company. As a result, SAS cost-benefit

management, and some special reports are not done, such as how to decrease spending and

also not doing managing and controlling risks.

4. Operations and logistics:

SAS is using high cost transportation to avoid any errors that occurs while transporting. On

the other hand, they are grouping small shipments together to decrease the transportation cost

17
as possible. They are also decreasing the inventory, improving products quality, and

providing after-sale service through following “The cradle-to-cradle logistical support”.

Those strategies and objectives are clearly stated and consistent with SAS plans.

Their operations capabilities are:

 The availability of their products is very high; as their retailers are requesting a

certain amount, they send trucks from the moment of ordering to the retailer or the

distributer on their own cost.

SAS Company is always prepared for any disaster or any kind of problem or threat; as they

are always developing Plan B and C. Although, their inventory costs are balanced with their

logistical costs which gives a good indicator for the performance of the company. For

evaluation, managers use different techniques, such as quality control and inventory control

management; which is considered a strength. The operations manager is involved in strategy

formulation stage as he/she is helping in choosing the best strategy that is aligned with the

operations objectives.

5. HRM:

Their objectives are; organizing organizational structure, leading and controlling different

departments to align it with the HRM objectives and the organizational objectives, increase

employees satisfaction level, and make sure that each activity that occurs inside the

organization is ethical and abide by rules and regulation. Although, SAS is following the

“leadership of the organization strategy” which means that the control and lead is in the

hand of one person that is responsible for recommending strategies and solutions. These

objectives and strategies are implied from performance but it is consistent with SAS plans. A

huge strength in SAS HRM is that they did not face problem for the past 25 years. On the

18
other hand, a huge weakness in SAS HRM is that they do not provide any kind of training for

employees. Comparing SAS HRM with their competitors, it needs a lot of improvements and

development plans as they are not using an advanced HR tools. Mainly, the HR manager is

involved in each stage in strategic management as he/she is responsible for aligning each

department objectives with the HRM objectives and with the organizational objectives.

6. IS:

IS is enhancing the planning and controlling stages in strategic management, measuring the

performance of labors, materials, money, and management stages, controlling costs,

forecasting, and highlighting strengths and weaknesses within the company through MIS.

Those objectives and strategy are clearly stated and consistent with SAS plans. Comparing

SAS IS with their competitors IS; SAS are using the most enhanced system in the market;

because the IS Managers are using special databases for intranet and extranet, establishing a

company website with a firewall for protection. He/she is a core element in strategic

management as he/she provides all the reports needed for the CEO.

19
 IFE Matrix:

Key internal factors Weight Rate Score

Strengths

1. Using effective 4Ps 0.07 4 0.2

2. Good segmentation and market research 0.07 3 0.21

3. Effective financial objectives 0.04 4 0.16

4. Balanced financial statements 0.07 4 0.28

5. High liquidation 0.04 4 0.16

6. Effective operations and logistics objectives 0.06 3 0.18

7. High availability of the product 0.03 4 0.12

8. High preparation for future problems 0.04 3 0.12

9. Using high effective techniques in evaluating operations and logistics 0.04 3 0.12

10. Loyal employees 0.03 4 0.12

11. Effective IS objectives 0.05 4 0.2

12. Using the best IS System in the market 0.03 4 0.12

Weaknesses

1. Ineffective marketing objectives 0.07 2 0.14

2. Implied competitive advantage 0.05 2 0.1

20
 3. Weak marketing performance 0.06 1 0.06

4. Inappropriate finance strategy 0.05 2 0.1

5. No existence of R&D department 0.05 1 0.1

6. Doesn’t have most of operations capabilities 0.04 1 0.04

7. No adjusted operations and logistics 0.05 2 0.1

8. Using old techniques in HRM 0.03 2 0.06

9. No existence of employees training 0.05 1 0.05

Total 1 2.74

The most important strengths in SAS Company are “using effective 4Ps, good segmentation

and market research, and balanced financial statements”. On the other hand, the most

important weaknesses in SAS Company are “ineffective marketing objectives”. According to

the IFE Matrix, the company is positioned internally very well because it is above the

average (2.5)

21
 Analysis of strategic alternatives and recommendations for strategy:

SAS is currently using a mix of strategies, which are: product development, forward

integration, and related diversification. We will use 2 different tools to chose the best

strategy that is aligned with SAS, which are:

IE Matrix:

Based on the EFE score which was 2.25, and the IFE score which was 2.74. SAS Strategy

should be either integration, or intensive strategy. Refer to the attached picture next page for

the IE Matrix.

SPACE Matrix:

Financial stability Environmental stability (ES)

(FS) (+)

ROI 2 Unemployment -5

Leverage 4 Technological changes -2

22
Liquidity 2 Price elasticity of demand -5

Working capital 4 Competitive pressure -4

Cash flow 1 Barriers of entry -2

EPS 1 Inflation -4

FS Average 2.33 ES Average -1.33

Competitive advantage (CA) Industry stability (IS)

Market share
-2 Growth potential 4

Product quality
-1 Financial stability 2

Customer loyalty
-2 Ease of market entry 4

Competitor’s capacity utilization

-1 Resource utilization 2

Technological know-how
-2 Profit potential 4

Control of supplier
-2

CA Average
0.66 IS Average 3.2

23
Refer to the next page for the

diagram. According to the

SPACE Matrix, SAS should use

aggressive strategies, which are;

integration, market penetration,

market development, product

development and diversification

strategies.

24
 As a result, we recommend SAS Company to follow backward integration and to enhance

related diversification strategy; because its implementation is not sufficient enough to take

advantage of market opportunities.

Finally, to be able to take the decision, we need to create the QSPM Matrix.

QSPM Product Backward integration

development, and enhancement in

forward integration, related diversification

and related strategy

diversification

Key factors Weight AS TAS AS TAS

Opportunities

 Rate of technological advances 0.09 4 0.36 4 0.36

 Rate of technological obsolescence 0.07 4 0.28 4 0.28

 New discoveries 0.08 3 0.24 4 0.32

 Social lifestyles 0.06 4 0.24 4 0.24

 Product regulations 0.07 2 0.14 3 0.21

 Competition regulation 0.05 2 0.1 3 0.15

25
  Geographical location 0.06 3 0.18 4 0.24

 Energy consumption regulation 0.04 1 0.04 1 0.04

Threats

 Trade control 0.08 1 0.08 2 0.16

 Increase in taxes 0.07 1 0.07 1 0.07

 The inflation rate 0.05 1 0.05 1 0.05

 The interest rate 0.07 1 0.07 2 0.14

 Market corruption 0.06 2 0.12 2 0.12

 Political instability 0.06 1 0.06 1 0.06

 The domestic structure of the 0.04 3 0.12 2 0.08

product

 People attitude changes 0.05 2 0.1 2 0.1

Subtotals 1 1 2.62

26
 QSPM

Strengths

 Using effective 4Ps

 Good segmentation and market research

 Effective finance objectives

 Balanced financial statements

 High liquidation

 Effective operations and logistics objectives

 High availability of the product

 High preparation for future problems

 Using high effective techniques in evaluating operations and logistics

27
  Loyal employees

 Effective IS objectives

 Using the best IS system in the market

Weaknesses

 Ineffective marketing objectives

 Unknown competitive advantage

 Weak marketing performance

 Inappropriate finance strategy

 No existence of R&D department

 Doesn’t have most of operations capabilities

 No adjusted operations and logistics

28
  Using old techniques in HRM

 No existence of employees training

Subtotals

To sum up, we can see that the EFE Matrix of the old strategy was 2.25 which was below average, and the

well indicator. After suggesting the new strategy, we can see that the EFE Matrix is 2.62 which is above the

to be well positioned in the external environment, and the IFE is 2.98 which will help the company get mor

We do not need to change anything inside SAS Culture and environment.

29
Implementation and evaluation:

Strategy- Forward Integration: Company Acquisition with a company or person involved in

distribution process

Task: Who will When to How will Time Resource Needed Performance

perform perform the task be Frame Measures

the task? performed

Financial Before Check the 14  Good  consistency:

Financial its measure is
department taking the company days people high as the
 Balance company is
decision liquidity consistent in
sheets
to merge and  Financial reaching
statements goals and
or financial  calculators setting
policies
acquisition health

Human After Assess 10  Performance  Consonance:

appraisals it is highly
resource budgeting your team days  Human measured as
resource the company
department and and make respond well
people
to the
sure they
external

30
 checking are clear environment
changes
liquidity with what

is

happening

Marketing After Define 25  Company Feasibility: is highly

recent and
department making your goals days past measured as there is a
achievements
and top sure of the and balance between the
 Analysis of
environment
management company success available resources and
 Internal
employees factors assessment what they want so that

that they they will not get

are aware unsolved problems

of what

will

happen

Top After Consider 5 days  Doing Advantage: is highly

market
management doing all acquisition research measured as the strateg
profiles
internal candidates about provide a competitive
candidates
analysis advantage in the positi
 Different
candidates and number of resourc
profiles
 Different set
of minds to
analyze the
situation

31
 CEO Before Plan and 3 days  Analyze the
goals and
taking the execute objectives
 See if it fits
final step due in with the
strategy
to diligence

acquisition

CEO The final Sign the 1 day  Different

needs of both
step contract of parties
 Needed legal
acquisition
papers

Strategy- Product Development: Concept Development

Task Who will When to How will the task be Time Resource needed Performa

perform the perform performed? frame Measure

task? the task?

Marketing First step  Identify 10  Focus groups Consiste

Customer  Money
department Needs days  Analysis and is highly
researches
measure

all

organiza

departm

is consist

in doing

32
 tasks and

objective

Marketing, After  Establish 8  Research Consona

Target papers
designers knowing Specifications days  Market highly
environment
and what analysis measure
 money
engineers customer they

actually research

need the exter

environm

and the

internal

resource

Designers After  Generate 2  External Feasibilit

product analysis
and setting concept days  Good, creative highly
Brainstorming
Engineers product measure
 Money
features they hav

already

assessed

skills tha

are need

to apply

33
 strategy

right.

Top After  Select a 3  Needed

Product papers
management generating Concept days  Market
research
and CEO product made
 The product
concept
itself

Designers After  Refine and 7  Money

change  Market
and choosing Product days analysis
Specifications  Cost and
Engineers product
revenues
analysis
concept
papers

Marketing After  Perform 10  Market

Economic analysis
people editing Analysis days  Internal
analysis of
the manufacturing
Top
costs and
product
management selling price
features  Money
Finance

department

The The final  Plan the 12  Analyze

Remaining internal and
company step Development days external
Project factors
team  Compare
costs and
revenues
 Money

34
  See the
resources

35
Bibliography

Interviewed with Abdel Mounim, A. From SAS Company (March 26,2017)

Corporate structure Retrieved from http://smallbusiness.chron.com/centralized-vs-decentralized-organiz

R&D. Retrieved from https://researchanddevelopment.gov.mt/en/Pages/AboutUs/Responsibilities.aspx

Implementation and evaluation. Retrieved from https://www.americanexpress.com/us/small-business/op

small-business-guide/

36
37
38